To The Citizens of Glendale: Margaret Mead once wrote, “Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only thing that ever has.” I’m thrilled that so many of you share that belief. Every day I see examples of just how much Glendale citizens care about our community. More and more of you are showing your interest and pride in Glendale by volunteering your valuable time and talents, for which we are deeply appreciative. Whether serving as an official city board or commission member, volunteering as a Civic Pride Ambassador, learning more about how our government functions as a Glendale University “student,” giving your precious time to work on projects to beautify or revitalize our city through our Community Volunteer Program, strengthening the fabric of your own neighborhood through our Partnership Program, or simply writing or e-mailing your opinion to me or your district Council representative, you play a key role in shaping Glendale’s future. As citizens, you offer us a unique perspective on city issues. The Councilmembers and I know Glendale very well, but we don’t know your individual neighborhoods in the same ways that you do. You know better than anyone the day-to-day challenges you and your neighbors face, and we need to hear about them. You help us see the big picture from your vantage point, enabling us to make informed decisions that balance competing interests. Developing a mutual understanding of the issues we face helps us foster an ongoing dialogue. In recent years, Glendale has added several programs to provide opportunities for citizen involvement and to help residents more fully understand how municipal government operates. These programs include: ◆ Adoption of the Citizen Participation Ordinance, which requires that landowners and/or developers interested in pursuing land use changes initiate a dialogue with nearby residents prior to Planning Commission and City Council public hearings. ◆ Development of Glendale University, where city staff “professors” teach citizen students about Glendale operations. The first course—City Government 101—provides an overview of all city operations. Upon graduation from City Government 101, students can enroll in several “graduate” courses to learn more about such topics as Budget, Planning, Code Compliance and Transportation. ◆ Enhanced programming on Glendale’s own KGLN Channel 11. In addition to live broadcasts of Planning Commission and City Council meetings, KGLN’s energetic crew covers various events throughout our city and brings them directly to you. In fact, KGLN’s staff produces more than 60 percent of programming in-house, far more than other cities our size. ◆ Expansion of our Internet site—www.ci.glendale.az.us. Our webmaster works tirelessly keeping our website fresh, exciting and-most importantly-current. Web surfers can essentially “discover Glendale” through our informative website. And if they need further information, a simple click of the mouse will enable them to e-mail city staff who will provide a timely response. In addition to enhancing two-way communication with our adult population, I am extremely proud that Glendale is committed to reaching out to our youth and encouraging them to become actively involved in our civic life at an early age. Glendale recently received the honor of becoming the nation’s first “Kids at Hope” city. Kids at Hope is a national initiative involving major universities, youth organizations, recreation agencies, schools and families that is built on the concept that all children are capable of success-no exceptions. And community involvement comprises one of the key elements of the Kids at Hope mission. As Glendale’s Kids at Hope children bloom into teenagers, the Mayor’s Youth Advisory Commission (MYAC) provides an opportunity for them to learn about community service by providing hands-on community service opportunities. MYAC members, who are all high school students residing in Glendale, also learn to freely express their views and ideas of how city government can be more responsive to youth issues and needs. They realize they can effect change by participating in meaningful dialogues. For example, at MYAC’s 1999 Youth Town Hall, commission members discussed ways that teenagers could contribute their valuable insight and build respect at the same time. These discussions resulted in the addition of four youth board member positions-two on the Parks and Recreation Advisory Commission and two on the Library Advisory Board. These youth board members voice their opinions, vote on proposals and enjoy the same board member responsibilities as their adult counterparts. And I’m proud to report that they are doing great! In an effort to reach out to our adult population, the League of Arizona Cities and Towns recently launched a campaign called “Strong Cities Make a Strong State,” aimed at educating all of Arizona’s citizens about municipal services and the value they bring to your everyday quality of life. The League developed a website—www.strongcities.org—a valuable resource for information and news about Arizona’s city and town governments. I recommend perusing the site. You may be surprised at exactly where your tax dollars go, and where they don’t! The city of Glendale also communicates with you by including the Glendale Connection newsletter in your monthly utility statements. Additionally, some of our district Councilmembers periodically publish newsletters informing their constituents about district-specific events and projects. The benefits of our continued outreach efforts are twofold: (1) citizens better understand all aspects of city operations, which empowers them and spurs their involvement in decision making processes; and (2) the city gains a respected group of advocates who can “spread the word” throughout their neighborhoods. As you can see, our lines of communication are always open. Please use them. We want you to take advantage of every opportunity to be part of the city of Glendale’s exciting future and also your opportunity to “change the world,” or at least our little corner of it. Sincerely, Elaine M. Scruggs Mayor City of Glendale 2001-02 Annual Budget CITY OF GLENDALE, ARIZONA 2001-02 ANNUAL BUDGET Table of Contents Page Mayor's Message Mayor and Council Photo.........................................................................................................1 City Officials List.......................................................................................................................2 Map of Glendale and Neighboring Communities...................................................................3 City Council District Map.........................................................................................................4 Biographies of City Officials ....................................................................................................5 Organizational Chart ..............................................................................................................12 Financial Organizational Chart .............................................................................................14 FY 00-01 Budget Presentation Award ...................................................................................16 Employee Mission Statement and Values..............................................................................17 How to Make the Most of this Document..............................................................................18 Budget Process .........................................................................................................................20 Council Goals...........................................................................................................................25 City Manager's Budget Message............................................................................................27 Budget Summary .....................................................................................................................31 Five-Year Financial Forecast .................................................................................................75 Glendale Strategic Financial Plan........................................................................................103 City of Glendale 2001-02 Annual Budget Page City Financial Policies...........................................................................................................121 Community Profile ................................................................................................................125 Operating Budget ..................................................................................................................139 Mayor/City Council.................................................................................................................139 City Attorney...........................................................................................................................142 City Clerk ................................................................................................................................145 City Court ................................................................................................................................148 City Manager City Management ....................................................................................................................151 City Auditor.............................................................................................................................155 Intergovernmental Relations ...................................................................................................158 Human Resources....................................................................................................................161 Economic Development ..........................................................................................................166 Administrative Services Administrative Services Administration .................................................................................169 Marketing/Communications....................................................................................................171 Finance ....................................................................................................................................175 Information Technology..........................................................................................................181 Management and Budget.........................................................................................................184 Public Safety Police.......................................................................................................................................190 Fire ..........................................................................................................................................194 Community Development Community Development Administration ..............................................................................198 Building Safety........................................................................................................................201 Planning...................................................................................................................................205 Engineering .............................................................................................................................210 Transportation .........................................................................................................................214 City of Glendale 2001-02 Annual Budget Page Community Services Community Services Administration ......................................................................................219 Parks and Recreation ...............................................................................................................222 Neighborhood Services ...........................................................................................................230 Community Partnership...........................................................................................................235 Library .....................................................................................................................................239 Public Works Public Works Administration...............................................................................................242 Environmental Resources.....................................................................................................244 Field Operations ...................................................................................................................248 Utilities .................................................................................................................................254 Non-Departmental ................................................................................................................263 Grants ...................................................................................................................................264 Capital Improvement Budget, Ten-Year Plan.................................................................265 Capital Improvement Budget, 2001-02 Line Item Appropriation .................................423 Schedules Why Include Schedules ........................................................................................................437 Schedule 1 Fund Balance Analysis......................................................................................438 Schedule 2 Operating Revenues .........................................................................................440 Schedule 3 Operating Budgets By Fund and Department ...................................................447 Schedule 4 Transfers Between Funds..................................................................................464 Schedule 5 Expenditure Limitation and Property Tax Rate ................................................465 Schedule 6 Authorized Staffing...........................................................................................466 Schedule 7 Debt Service Detail ...........................................................................................492 Schedule 8 Scheduled Lease Payments ...............................................................................493 Schedule 9 Internal Service Premiums................................................................................496 Schedule 10 Operating Capital List......................................................................................503 Schedule 11 Carryover Savings Budgets..............................................................................513 Schedule 12 Supplemental Items and Amounts ...................................................................524 Schedule 13 Debt Service Payment Schedule ......................................................................535 Appendix Glossary................................................................................................................................543 Acknowledgments ................................................................................................................547 Mayor & City Council Mayor Elaine M. Scruggs Vice Mayor Thomas R. Eggleston Barrel District Councilmember Joyce V. Clark Yucca District Councilmember Steven E. Frate Sahuaro District Councilmember David M. Goulet Ocotillo District Councilmember H. Philip Lieberman Cactus District Councilmember Manuel D. Martinez Cholla District 1 City Management Mayor ELAINE M. SCRUGGS Councilmembers Thomas R. Eggleston Vice Mayor Barrel District Joyce V. Clark Yucca District Steven E. Frate Sahuaro District David M. Goulet Ocotillo District H. Philip Lieberman Cactus District Manuel D. Martinez Cholla District Management Staff Martin Vanacour City Manager Ed Beasley Assistant City Manager Timothy Ernster Deputy City Manager Community Development Pam Kavanaugh Deputy City Manager Community Services Kenneth A. Reedy Deputy City Manager Public Works Vacant Deputy City Manager Administrative Services Department Heads and Directors Larry Broyles Acting City Engineer Deborah Mazoyer Building Safety Director Jean L. Baxter City Judge Charles McClendon Management and Budget Director Jim Book Transportation Director Jim Colson Economic Development Director David Dobrotka Police Chief Brooke Edwards Fire Chief Rick Flaaen City Attorney Jon Froke Planning Director Chuck Murphy Chief Information Technology Officer Pamela Oliveira City Clerk La Verne Parker-Diggs Human Resources Director Amy Rudibaugh Intergovernmental Relations Director Warren Smith Parks & Recreation Director Michael Hoyt Field Operations Director Erik Strunk Community Partnerships Director Paula A. Ilardo Marketing Director Rodeane Widom Library Director Bill Kaehler Acting City Auditor Chris Zapata Utilities Director Doug Kukino Environmental Resources Director Vacant Neighborhood Services Director Arthur Lynch Chief Financial Officer 2 Glendale, Arizona And Neighboring Communities Tonto National Forest Cave Creek Carefree 17 Tonto National Forest 93 Scottsdale 89 McDowell Mountain Park Surprise Sun City 101 Fountain Hills Peoria Youngtown 87 Phoenix Luke A.F.B. Glendale Salt River Indian Reservation Paradise Valley 51 101 10 Tolleson Goodyear 93 Fort McDowell Indian Reservaton 202 10 Mesa Avondale 89 Tempe 60 Gilbert Chandler Gila River Indian Reservation 10 3 60 Glendale Council District Boundaries Pinnacle Peak Rd. Deer Valley Rd. CHOLLA Beardsley Rd. Greenway Rd. Thunderbird Rd. 63rd Ave. Cactus Rd. Peoria Ave. N Olive Ave. Mtn. View Rd. 47th Ave. SAHUARO Bell Rd. 55th Ave. 63rd Ave. Union Hills Dr. BARREL 51st Ave. 59th Ave. 67th Ave. 91st Ave. 99th Ave. 107th Ave. El Mirage Rd. Dysart Rd. Litchfield Rd. Bullard Ave. Reems Rd. 115th Ave. 4 75th Ave. YUCCA Camelback Rd. 43rd Ave. OCOTILLO YUCCA 83rd Ave. Bethany Home Rd. 53rd Ave. Orangewood Ave. Myrtle Ave. Glendale Ave. CACTUS Northern Ave. City Officials GLENDALE CITY OFFICIALS Glendale operates under the Council-Manager form of government in accordance with its Charter. Legislative authority is vested in a seven-member City Council consisting of a Mayor elected at large, and six Council members elected based on a system of geographic districts. Council members serve a term of four years on a staggered basis and the Mayor is elected for a two-year term. The City Manager is appointed by the Mayor and Council. ELAINE M. SCRUGGS, MAYOR Elaine Scruggs has held the position of Mayor of Glendale since February 1993. She is an active participant in regional and statewide issues and was most recently elected Vice President of the League of Arizona Cities and Towns. In 1997, Mayor Scruggs was appointed by Governor Jane Hull to serve on the Arizona Municipal Tax Code Commission, and was elected its chairman in 1999. She also serves on the Board of Directors and the Executive Committee of Westmarc, an advocacy group of businesses and government promoting the West Valley. Past affiliations include serving as chairman of the Maricopa Association of Governments Regional Council and Executive Committee. As Mayor of Glendale, which is the home of Luke Air Force Base, Elaine Scruggs has a vital interest in helping Luke retain its mission of training F-16 fighter jet pilots and crew members. Mayor Scruggs serves on both the Arizona Military Airport Preservation Committee and the Governor’s Military Facilities Task Force. Helping to foster the positive development of youth is also a priority for Mayor Scruggs. She actively participates in her Glendale Mayor’s Youth Advisory Commission, the Glendale Mayor’s Alliance for Youth, and serves on the YWCA Advisory Board. Through Mayor Scruggs’ efforts, Glendale has been named the first “Kids at Hope” city in the United States. Mayor Scruggs was recently honored with both the Make-A-Difference Hearts & Hands Exemplary Community Leader award for her efforts in promoting volunteerism, and the YWCA Profiles of Success Public Leadership prize for outstanding leadership qualities. In 1997, Mayor Scruggs’ desire to foster leadership led to the creation of Glendale University, a program geared to reinvigorate the public’s civic participation and sense of ownership of local government. More than 260 Glendale residents have “graduated” from Glendale University and become community leaders through service to non-profit organizations, appointment to municipal commissions, and election to the City Council. In 1997, Mayor Scruggs was elected to the Arizona Town Hall Board of Directors and elected to the organization’s Executive Committee in 2001. Prior to serving as Mayor of Glendale, Elaine Scruggs’ business career included highlyspecialized management assignments within the communications industry. Positions held 5 City Officials included Corporate Training Manager for a seven-state area, and Arizona Administrative Manager, with responsibility for a customer account base billing in excess of $25 million annually. Mayor Scruggs is frequently called upon to speak on business issues and has been recognized by the National Association of Women Business Owners for her support of small business endeavors. In 1998, she was also honored as one of the Top 100 Arizona Women. Mayor Scruggs and her husband, Larry, relocated to Arizona from Pasadena, California in 1971. They are the parents of Jennifer, who is a senior at Arizona State University, West Campus. THOMAS R. EGGLESTON, VICE MAYOR Vice Mayor Thomas R. Eggleston was appointed to represent the Barrel District in December of 1991. He was elected to a full four-year City Council term in 1994 and re-elected to a second four-year term in 1998. He currently serves on the Council’s Government Services Committee. In the past, he served as Chairperson of the Government Services, Budget and Utilities Committees. Vice Mayor Eggleston attended Harvard University. For many years, Mr. Eggleston owned retail clothing shops in downtown Phoenix and Tucson, and Glendale. He has participated in a wide variety of business, community and civic organizations since his arrival in Glendale in 1959. He was President of the Glendale Chamber of Commerce, Director of the Glendale Downtown Development Corporation, a member of the Planning and Zoning Commission, and a Glendale Rotary Club member. Vice Mayor Eggleston retired from full-time management of his successful retail businesses and now devotes even more of his time to community activities and his Council duties. He has been very active in the Council’s efforts to revitalize Glendale’s downtown area and to beautify rightsof-way and older neighborhoods throughout the city. DAVID M. GOULET, COUNCILMEMBER Councilmember David Goulet was elected to represent the Ocotillo District in May 1998. He currently serves as a member of the Council Government Services Committee and the Finance, Administration and Intergovernmental Relations Policy Committee for the National League of Cities. Councilmember Goulet serves on the Maricopa Association of Governments Task Force for Domestic Violence. Prior to his being elected, Councilmember Goulet served as a member of the Planning and Zoning Commission from 1993 to 1997, and chaired the commission during 1996-97. He has participated on many citizen committees, including the Ocotillo District Crime Committee, the Glendale Community College Strategic Planning Committee, the Alternative Expenditure Limitation Committee and the Landfill Design Committee. He is a founding member and past chairman of the Glendale Civic Pride Ambassadors. 6 City Officials Councilmember Goulet received his bachelor’s degree in mass communications and secondary education from the University of Miami. He is certified to teach grades K-12 and community college classes in Arizona. He obtained associate’s degrees in justice administration and general studies from Glendale Community College, and in paralegal studies at the Florida Institute of Paralegal Studies. Councilmember Goulet currently owns several businesses. He worked for the Arizona Attorney General’s Office for six years, for private law firms for six years, and as a hearing officer for the Glendale Justice of the Peace Court for the past three years. He was also a community college art instructor and a professional photographer. Councilmember Goulet’s special interests include downtown redevelopment, historic preservation and youth-related issues. He has been President of the Sahuaro Ranch Foundation and a board member since 1994. He participated on the Manistee Ranch Preservation Task Force. Councilmember Goulet is active in Glendale’s Youth Town Hall events and is a member of the Mayor’s Alliance For Youth. H. PHILIP LIEBERMAN, COUNCILMEMBER Councilmember Lieberman was elected the Cactus District Councilmember in March 1992. He was subsequently re-elected the Cactus representative in 1996 and 2000. Councilmember Lieberman received his education from Colorado College, the University of Arizona and Arizona State University. He has served as the Past President of the Glendale Chamber of Commerce, the Glendale Optimist Club and the Catlin Court Association. He was founder and Past President of the Glendale Downtown Development Corporation Board, a member and Past Chairman of the Glendale Board of Adjustment and an executive board member of the Thunderbird Balloon Race. Councilmember Lieberman is an active member of the National League of Cities Leadership Training Council and has been appointed to the NLC Special Committee for Undoing Racism. He is also a member of Glendale’s Promise toYouth, Faith House Agencies and has served as a district commissioner for both scouting and cubbing for the Boy Scouts of America. Councilmember Lieberman owned and managed several successful businesses. He is semiretired, although he still does some sales and management consulting and is a hearing officer for the Glendale and Phoenix West Justice Courts. MANUEL D. MARTINEZ, COUNCILMEMBER Councilmember Martinez was appointed to represent the Cholla District in October 1996, and was elected to a four-year term in March 1998. He currently serves on the Government Services Committee as Chairperson. He is also Chair of the MAG Human Services Coordinating 7 City Officials Committee. Prior to joining the Council, Councilmember Martinez served a two-year term on the Glendale Commission on Neighborhoods and participated on the Glendale Magnetic Mile Committee. Councilmember Martinez is a lifelong resident of Glendale and a graduate of Glendale High School and Arizona State University where he received a degree in management. He worked for the State of Arizona from 1950 until his retirement in 1989. His last position with the state, from 1980 to 1989, was as the Department of Economic Security’s Administrator of Employment Security and Training. He is a past member and President of Friendly House in Phoenix, the Northwest Valley Civitan Club and Leadership and Education for the Advancement of Phoenix. STEVEN FRATE, COUNCILMEMBER Steven Frate was elected to a four-year term on the Glendale City Council in March 2000. He was sworn into office on June 13, 2000, to represent the Sahuaro District. Prior to joining the Council, Councilmember Frate served five years on the Glendale Parks and Recreation Commission, including one year as Chairperson. He also served on a committee to assist with a unique neighborhood planning pilot project sponsored by Glendale’s Neighborhood Partnership Program. Councilmember Frate serves on the Maricopa Association of Government's Continuum of Care Regional Committee on Homelessness and is also serving on the Maricopa County Community Services Commission. Councilmember Frate was born in Cleveland, Ohio and moved with his wife and three children to Arizona in 1978. He attended Fenn College, majoring in business, and is a U.S. Army veteran. Councilmember Frate took early retirement from Fry’s Food Stores of Arizona after 21 years of service. He is currently a member of the Arizona Parks and Recreation Association and the National Parks and Recreation Association. He is a past member of the Phoenix Board of Realtors and Ohio Life Underwriters Association. JOYCE CLARK, COUNCILMEMBER Councilmember Joyce Clark was elected to represent the Yucca District in May 2000. This is Ms. Clark’s second term as the elected representative for Glendale’s Yucca District. She served as the district's first elected Councilmember from 1992 to 1996. During her earlier tenure on the City Council, Ms. Clark served on the Maricopa Association of Government's Regional Policy and Development Committee as well as its Desert Spaces technical working group and Desert Spaces Blue Ribbon Committee. In her second term she is currently serving as Glendale’s representative to the Western Maricopa County Enterprise Zone. Since leaving elective office, Ms. Clark remained active within the community and the 8 City Officials Northwest Valley by serving on the Board of Directors of the West Glendale Community Coalition, the Back-to-School Clothing Drive Association and the Northwest Valley Taxpayers Association. She also served as Co-Chairperson of the Luke Air Force Base Restoration Advisory Board and continues that service as a member of the newly established Luke Air Force Base Citizens Advisory Board. Councilmember Clark was born in New Jersey where she spent the first half of her life. She is a graduate of the College of Notre Dame of Maryland. Following her graduation, she worked in Germany for two years, taught U.S. History at the high school level for six years and owned and operated a bookstore in Sun City for several years. She was a professional potter for 25 years and co-owned and operated the Craftsmen's Gallery at Heritage Square in Phoenix for 10 years. Joyce and her husband, Charles, have lived in Glendale’s Yucca District for 33 years. They have three married children, Kevin, a police officer, and his wife Aliza; Jim, a fire fighter, and his wife Amey; and Lisa, a nurse, and her husband Jack; and six grandchildren. MARTIN VANACOUR, CITY MANAGER Dr. Martin Vanacour has been Glendale’s City Manager since March 1985. Prior to that appointment, he had served as assistant city manager for fifteen years. He previously held positions with the City of Phoenix as an administrative intern and then as administrative assistant to the city manager. He received his bachelor of arts degree in political science from the University of Buffalo, New York in 1964, and a master of public administration degree from New York University in 1966. Dr. Vanacour received his doctoral degree in public administration from Arizona State University in 1990. He is an adjunct faculty member at Arizona State University and the University of Phoenix. He is a member and past president of the Arizona City/County Management Association and a member and past president of the Arizona Chapter of the American Society of Public Administration. Dr. Vanacour has also served as a member of NASPAA Peer and Accreditation Site Visits Team. Dr. Vanacour serves on several editorial boards of scholarly magazines and is on The Morrison Institute for Public Policy Board of Directors. Dr. Vanacour was honored as the first recipient of the John “Jack” DeBolske Professional Excellence Award presented by the Arizona City/County Management Association. Dr. Vanacour is a national speaker and facilitator on council-manager dynamics and team building. In May 2000, he received the Outstanding Adjunct Professor Award from the College of Extended Education at Arizona State University. 9 City Officials EDWARD BEASLEY, ASSISTANT CITY MANAGER Ed Beasley joined the City of Glendale as Assistant City Manager in December 1994. He is responsible for the internal day-to-day operations of the city. Mr. Beasley has more than a decade of senior government management experience, including appointments as assistant county administrator and director of health and human services in Kansas City, Kansas; assistant county manager of Pinal County, Arizona; city manager of Eloy, Arizona; and administrative assistant to the city manager of Flagstaff, Arizona. Mr. Beasley holds a bachelor of arts degree in political science and business law from Loyola University and a master of public administration degree from the University of Missouri at Kansas City. He is certified in mediation and dispute resolution. Mr. Beasley is a member and past president of the Arizona City/County Management Association. He holds memberships in several national and international organizations, including the International City/County Management Association where he participates on the Strategic Planning Committee and the Conference Planning Committee. He is active in community affairs and serves on the board of directors for Wells Fargo Bank Phoenix. Mr. Beasley was the 2000 recipient of the Lincoln J. Ragsdale Outstanding Director Award and was recently recognized with a lifetime achievement award from the Arizona City/County Management Association. He is the recipient of the 2001 John “Jack” DeBolske Professional Excellence Award for his leadership role in developing outstanding municipal programs and his ongoing dedication to public service. TIMOTHY F. ERNSTER, DEPUTY CITY MANAGER COMMUNITY DEVELOPMENT Timothy F. Ernster has been Deputy City Manager of the Community Development Group since July 2000. During Mr. Ernster's 20-year career with the City of Glendale, he has had the opportunity to develop expertise in many facets of city government. He has served as Deputy City Manager for the Administrative Services Group and the Community Services Group as well as Assistant to the City Manager. Prior to his employment with the City of Glendale, he worked for the cities of Scottsdale and Tempe. Mr. Ernster has a bachelor of science degree from Northern Arizona University and a master of public administration degree from Arizona State University. He participates in a number of governmental organizations, which include the International City/County Management Association, Glendale Historical Society, and Arizona City/County Management Association. 10 City Officials KENNETH A. REEDY, DEPUTY CITY MANAGER PUBLIC WORKS Kenneth Reedy was appointed Deputy City Manager for Public Works on July 1, 2000. As the manager of the Public Works group he oversees the three departments in Public Works which are Field Operations, Utilities and Environmental Resources. He served as Deputy City Manager for Community Development from July 1, 1994 to July 1, 2000. Community Development included Transportation and Traffic Engineering, Engineering, Planning, Housing and Neighborhood Revitalization, Building Safety, and Economic Development. Prior to that appointment, he served as Deputy City Manager for Public Works with responsibility for Engineering, Traffic Engineering, Utilities and Field Operations from April 24, 1989 to July 1, 1994. He came to the city in February 1985, as City Engineer. Prior to his employment with the city, he was City Engineer in Grand Junction, Colorado. Prior to government employment, he worked for consulting engineering companies for 13 years. He is a registered engineer and land surveyor in Colorado, Arizona and Oregon. His professional affiliations include the American Society of Civil Engineers, the American Public Works Association (Past Chapter President for the Arizona Chapter) and the International City Managers Association. He has a Bachelor of Science degree in Civil Engineering from Colorado State University. PAMELA J. KAVANAUGH, DEPUTY CITY MANAGER COMMUNITY SERVICES Pamela Kavanaugh began her career at the City of Glendale in 1980, as the city’s first management intern. Since that time she has held progressively more responsible positions, including senior management assistant in the Budget and Research Department, assistant to the city manager, Director of Council and Management Services and her current position as Deputy City Manager for Community Services. Ms. Kavanaugh has had the opportunity to develop several programs designed to enhance response to citizen needs, better inform them about their local government and encourage their successful participation. Examples of these include the Neighborhood Partnership program, Glendale University, Board and Commission training and advanced training for Commission Chairs and Vice-Chairs. Ms. Kavanaugh holds a bachelor of arts degree in political science from Portland State University and a master of public administration degree from Arizona State University. She is a member of several professional organizations, including the International City/County Management Association, the Arizona City/County Management Association, and the Arizona Municipal Management Assistants Association. In 1997, Ms. Kavanaugh received the American Society for Public Administration’s Award for Superior Service in recognition of her exceptional work as a public service professional. 11 CITY COURT CITY CLERK CITY ATTORNEY JEAN BAXTER PAM OLIVEIRA RICK FLAAEN FIRE POLICE BROOKE EDWARDS DAVID DOBROTKA Deputy City Manager Deputy City Manager COMMUNITY DEVELOPMENT COMMUNITY SERVICES TIM ERNSTER PAM KAVANAUGH ENGINEERING TRANSPORTATION LARRY BROYLES JIM BOOK (ACTING) NEIGHBORHOOD SERVICES PAM KAVANAUGH (ACTING) COMMUNITY PARTNERSHIPS ERIK STRUNK PLANNING BUILDING SAFETY LIBRARY PARKS & RECREATION JON FROKE DEBORAH MAZOYER RODEANE WIDOM WARREN SMITH 12 Citizens of Glendale MAYOR Elaine M. Scruggs VICE MAYOR Thomas R. Eggleston COUNCIL Joyce V. Clark Steven E. Frate David M. Goulet H. Philip Lieberman Manuel D. Martinez CITY MANAGER MARTIN VANACOUR ASSISTANT CITY MANAGER CITY AUDITOR INTER-GOV’TAL RELATIONS BILL KAEHLER ED BEASLEY (ACTING) AMY RUDIBAUGH Deputy City Manager Deputy City Manager ADMINISTRATIVE SERVICES PUBLIC WORKS VACANT KEN REEDY ECONOMIC DEVELOPMENT HUMAN RESOURCES MARKETING/ COMMUNICATIONS MANAGEMENT & BUDGET FIELD OPERATIONS JIM COLSON LA VERNE PARKER-DIGGS PAULA ILARDO CHARLIE McCLENDON MICHAEL HOYT FINANCE INFORMATION TECHNOLOGY ART LYNCH CHUCK MURPHY UTILITIES CHRIS ZAPATA ENVIRONMENTAL RESOURCES DOUG KUKINO REV. 5/01 13 14 15 Glendale’s Organizational Values “Keys to Professionalism” practicing: RELIABILITY • ACCOUNTABILITY • COMMUNICATION fosters: TRUST • RESPECT • PATIENCE leads to: TEAMWORK • CITIZEN PARTICIPATION • QUALITY SERVICE results in: CUSTOMER SATISFACTION Employee Mission Statement: A partnership of employees and community working together to create a better quality of life for Glendale. 17 City of Glendale 2001-02 Annual Budget HOW TO MAKE THE MOST OF THIS DOCUMENT This budget document serves two distinct purposes. One purpose is to present the City Council and public with a clear picture of the services the city provides and of the policy alternatives that are available. The other purpose is to provide city management with a financial and operating plan that conforms to the city's accounting system. Council Goals - This section presents the major areas of emphasis for the city in FY 01-02 which, in turn, drive many of the budgetary decisions. Financial Policies and Guidelines - The Five-Year Financial Forecast provides a long-term appraisal of the city's financial condition. This information enables decision-makers to formulate measures that can ensure the long-term financial stability of the city. The Forecast is updated annually. The purpose of the Strategic Financial Plan is to offset revenue fluctuations through financial mechanisms, rather than through constant changes in city programs and service levels. The Glendale Strategic Financial Plan is updated as needed. The Financial Policies establish the framework for overall fiscal planning and management. These policies set forth guidelines for current activities and long-range planning. Budget Message and Budget Summary - These sections provide an overview of the key policy issues and programs. With a few exceptions, Glendale's fund structure also corresponds to program categories; e.g., General Services, Airport, Utilities, etc. Each fund is broken down into organizational groups that are, in turn, divided into departments and divisions. Each division is subdivided into one or more programs. The city’s fund structure is graphically shown in the Financial Organizational Chart on Pages 14 and 15. Operating Budget - This section includes the departmental budget information on services and goals, performance measures, budget trends and staffing for each city department. Capital Budget - The “Capital Appropriations by Fund” listing shows the FY 01-02 portion of the long range Capital Improvement Plan. The long range Capital Improvement Plan describes planned capital improvement projects and funding sources for the next ten years. 18 City of Glendale 2001-02 Annual Budget Supporting Schedules - This section is the heart of the budget document as an operating and financial plan. Some of these schedules also serve to meet state reporting requirements. Schedule 3, for example, lists budget amounts for each program within the respective departments and funds. Glossary - The glossary, located in the Appendix, helps translate some of our “budget jargon” into plain English. 19 City of Glendale 2001-02 Budget Process FY 2001-2002 BUDGET CALENDAR 9/00 to 12/00 Prepare long-range financial forecast, preliminary short-term revenue projections, complete cost allocation model estimates and update longrange Capital Improvement Plan. Leadership Team sets overall budget preparation policies. City Council establishes goals for FY 01-02. 1/2/01 City Manager makes budget address to staff. 1/2-1/5/01 Budget training held. Training manual accessible on Intranet. 1/16/01 City Council holds public workshop session on the proposed Ten-Year Capital Improvement Plan (CIP). 2/2/01 Budget requests submitted to the Budget Office, including base budgets, supplementals and carryover requests. 2/2-2/16/01 Deputy City Managers review requests submitted by departments and develop proposed budgets for presentation to Leadership Team. 3/9/01 Leadership Team reviews proposed budgets from each group as presented by each Deputy City Manager. Leadership Team balances budget, which becomes the City Manager’s recommended budget. 4/01 Final revenue estimates for FY 01-02 prepared by the staff revenue committee. 4/03, 4/17, 4/24/01 City Council reviews Manager’s recommended budget in three public workshop sessions 5/24/01 Preliminary budget document available for public review. 5/24, 5/31/01 Preliminary budget advertised in newspaper. 6/5/01 Public hearing and adoption of preliminary budget by City Council. 6/7, 6/14/01 Final budget and tax levy advertised in newspaper. 6/19/01 Public hearing and adoption of final budget. 20 City of Glendale 2001-02 Budget Process 6/26/01 City Council Ordinance setting property tax levy. City Charter requires this to follow final budget adoption by one week. 7/1/01 Start of new fiscal year. Final budget document, including changes made by City Council, published and made available to public. Internal line item detail budgets distributed to all operating managers. 21 City of Glendale 2001-02 Budget Process FY 2001-2002 BUDGET PROCESS VARIATIONS IN BUDGETING METHODS: The budgets of general government type funds, such as the General Fund, Public Safety Fund and Street and Transit Funds, are prepared on a modified accrual basis. This means that unpaid financial obligations, such as outstanding purchase orders, are immediately reflected as expenditures although the items may not have been received and the cost is estimated. However, in most cases revenue is recognized only after it is measurable and actually available. Since FY 95-96, sales tax revenues have been recorded in the period in which they are due to the city (i.e. at the point of sale). Enterprise Funds (Water/Sewer, Sanitation and Landfill) also recognize expenditures as encumbered when a commitment is made (e.g., through a purchase order). Revenues, on the other hand, are recognized when they are obligated to the city (for example, water user fees are recognized as revenue when service is provided). In all cases if the goods and/or services are not received by the end of the fiscal year, the encumbrances will automatically lapse and a new purchase order will be required. The Comprehensive Annual Financial Report (CAFR) presents the status of the city's finances on the basis of “generally accepted accounting principles” (GAAP). In most cases, this conforms to the way the city prepares its budget with the following exceptions: a. Compensated absences liabilities that are expected to be liquidated with expendable available financial resources are accrued as earned by employees (GAAP) as opposed to being expended when paid (Budget). b. General staff and administrative charges are recognized as direct expenses of the Water/Sewer Enterprise Fund on a GAAP basis as opposed to being accounted for and funded by operating transfers into the General Fund from the Water/Sewer Fund on the Budget basis. c. Principal payments on long-term debt within the Enterprise Funds are applied to the outstanding liability on a GAAP basis as opposed to being expended on a Budget basis. d. Capital outlays within the Enterprise Funds are recorded as assets on a GAAP basis and expended on a Budget basis. e. Depreciation expense is recorded on a GAAP basis only. 22 City of Glendale 2001-02 Budget Process The Comprehensive Annual Financial Report shows fund expenditures and revenues on both a GAAP basis and Budget basis for comparison purposes. ACCOUNTING CHANGES: The Benefits Trust Fund was created in FY 00-01. An actuarial study of health insurance funding indicated that creating a separate fund, and holding the excess payments and accumulated interest in it, would be the best way to develop reserves to meet future cost increases for health-related insurance. During the course of the year, employer and employee contributions for medical, dental and vision insurance will be deposited into this fund. Premium payments to insurance carriers will be made directly from the fund. The remaining fund balance, if any, will be kept in the fund for future use. The Benefits Trust Fund will also contain the minimum corridor reserves previously held in the General Fund. 23 City of Glendale 2001-02 Annual Budget 24 City of Glendale 2001-02 City Council Goals FY 2001-2002 CITY COUNCIL GOALS This year the City Council’s goals reflect the dedication of our elected officials to preserving Glendale’s essential character and ambiance while tackling complex issues that Glendale must address to preserve the quality of life our residents desire. PROMOTING ECONOMIC DEVELOPMENT While healthy economic development contributes to the diversity and vitality of our city, it also generates new challenges and opportunities. • $1,000,000 was added to the existing $1,000,000 Economic Opportunities Fund to take advantage of unanticipated opportunities that foster new economic development activities. • An additional $330,000 was set aside for the acquisition of property for future city uses. • The budget for the Paint, Plant, Pave & Sign Program, which provides incentives for shopping center owners to improve and update the aesthetics of their buildings and property, was increased by $50,000. • The Geographic Information System (GIS) program, a valuable economic development tool which also facilitates the work of many city departments, was allocated $56,000 in ongoing funds for a GIS analyst to operate the system, and $54,000 for contract programming staff, software and computer equipment. ADDRESSING TRANSPORTATION ISSUES Residential and commercial development place additional strains on the city’s crowded roadway system. Alternative transportation strategies and careful planning will play pivotal roles in meeting Glendale’s current and future transportation needs. • An additional $300,000 was allocated to the Transit Reserve Fund—started in FY 00-01 to ensure that transit services can be maintained if federal or state financing decreases— bringing the fund balance to $450,000. • $50,000 was earmarked for a Northwest Valley Traffic Study to identify potential traffic issues in the burgeoning northwest sector of Glendale and surrounding areas. This study will develop strategies to promote the safe, smooth flow of traffic as this area develops. ENVIRONMENTAL ENHANCEMENTS Environmental improvements, including the city’s landscaping and urban forest program and neighborhood revitalization activities, have made a major contribution to the attractiveness and aesthetic quality of Glendale roads and neighborhoods. 25 City of Glendale 2001-02 City Council Goals • The citywide Right-of-Way Enhancement and Beautification Program was increased by $200,000 with an additional $50,000 designated for ongoing right-of-way maintenance. • One-time funding of $1,048,000, plus $13,600 for ongoing maintenance, was allocated for right-of-way beautification of: ♦ ♦ ♦ ♦ ♦ ♦ • 75th Avenue from Bethany Home Road to Maryland; 67th Avenue from Sweetwater to Thunderbird; Butler Avenue from 47th to 51st avenues; 47th Avenue from Northern to Butler avenues; Union Hills between 59th and 67th avenues; 57th Drive median greenscaping south of Utopia. A $100,000 set-aside will be used to purchase additional lots to continue the city’s Habitat for Humanity partnership program, which is helping residents in older neighborhoods transform blighted properties into new homes. EXPANDING PUBLIC SAFETY SERVICES Public safety needs are being addressed by expanding police department staff and satellite locations as the city grows in size and population. Public safety employees are also making the best possible use of new equipment and advanced technologies. • Council designated $1,312,264 for additional police department positions and related equipment costs. • A “ShotSpotter” random gunfire locator system that can cover a two-square-mile area will be purchased for $277,500; $49,500 in ongoing funds were allocated to maintain the system. ACHIEVING A MULTI-YEAR COMMUNITY GOAL The City of Glendale’s new Adult Center, which will be located near 59th Avenue and Brown, is scheduled to open in 2002. • The City Council allocated $222,392 in additional operating funds to cover the cost of substantially expanding the programs and services that can be offered in the new Adult Center facility. 26 Honorable Mayor and Council: It is my pleasure to present the Fiscal Year 2001-2002 Budget. This balanced budget reflects the careful planning and teamwork of employees throughout the organization. Some of the most exciting projects in Glendale s history are currently underway, including: the new Coyotes arena; redevelopment of Manistee Town Center; the City Center Master Plan for downtown; the West Glendale Area Plan; the General Plan Update; and a Comprehensive Transportation Plan, to name just a few. As you can see, we have included a long to do list in this year s budget. Nevertheless, I am confident that our sound financial policies will ensure our continued stability, even considering the unpredictability of our state and national economies. I am happy to report that Glendale s economy continues to grow at a steady pace. While we are not experiencing the explosive development witnessed throughout the 1990s as evidenced by slightly slowing revenues our growth rate remains solid, as does our local economy . I am confident that with the financial policies we have in place, Glendale will continue to thrive throughout the coming years. Our strong financial management expertise is also evidenced by our continued outstanding bond ratings. Standard and Poor s Corporation and Moody s Investor Service rate our general obligation bonds as AA and Aa2, respectively . These excellent ratings confirm my confidence that Glendale will remain in top financial condition as we embark on a new fiscal year. Feeling confident in Glendale s long-term financial well being, we kicked off the 2001-02 budget process by establishing the Mayor and City Council s goals for the upcoming year. Once a consensus was reached, staff began the process of accomplishing the following 2001-02 goals: • Economic Opportunities Fund Continue the $1,000,000 Opportunities Account to enable the city to take advantage of unanticipated opportunities to foster new economic development activities throughout the city. • Property Acquisition Appropriate $330,000 for land acquisition for various uses. • Transit Reserve Fund Allocate an additional $300,000 to the Transit Reserve Fund started in FY 2000-01, bringing the fund s total to $450,000. • Northwest Valley Traffic Study Earmark $50,000 for a traffic analysis study in the burgeoning northwest area of Glendale and surrounding areas. 27 • Geographic Information Systems Designate $56,000 for ongoing Geographic Information Systems (GIS) staffing and $54,000 for one-time, contractual staffing and equipment needs. • Paint, Plant, Pave & Sign Program Enhancements Increase funding to the Paint, Plant, Pave & Sign (PPP&S) Program by $50,000. • Right-of-Way Beautification Appropriate an additional $200,000 for right-of-way beautification throughout Glendale and $50,000 for ongoing right-of-way maintenance needs. • Right-of-Way Beautification in Specific Locations Designate $1,048,000, plus $13,600 in ongoing maintenance costs, for the following six additional right-of-way projects: ♦ ♦ ♦ ♦ ♦ ♦ 75th Avenue, Bethany Home Road to Maryland 67th Avenue, Sweetwater to Thunderbird Butler Avenue, 47th to 51st Avenues 47th Avenue, Northern to Butler Union Hills, 59th to 67th Avenues 57th Drive, Median south of Utopia • Habitat for Humanity Set aside $100,000 for the potential purchase of Habitat for Humanity lots. • Adult Center Service Improvements Commit $222,392 for service improvements at the soon-to-be-relocated Glendale Adult Center. • Police Department Staffing Needs Designate $1,312,264 for additional Police Department staffing and equipment needs. • Random Gunfire Locator System (ShotSpotter) Appropriate $277,500 for the purchase of a random gunfire locator system to cover two square miles of the city, and $49,500 in ongoing maintenance costs for the system. Once funds were set aside to meet the Council s goals, I advised staff to proceed with preparing their departmental budgets. I informed them that the Leadership Team would only consider requests where a critical need was demonstrated. I further requested that staff assist the Leadership Team by: ♦ Submitting supplemental budget requests only for those items that their base budgets would not support and that were urgently needed. I suggested that staff consider reallocating existing base budget funds to cover new expenses when appropriate. 28 ♦ Scrutinizing every request before submittal to the Leadership Team. I requested that employees explore innovative and creative alternatives to requesting additional funding, including researching the best practices of comparable organizations. ♦ Justifying every request with facts and figures. I did not consider budget additions unless staff provided sufficient back-up information warranting them. ♦ Prioritizing all supplementals. I required each department to assign a priority number to each submitted supplemental, meaning if they requested ten supplementals, they were prioritized and numbered one through ten. Staff followed this direction by limiting requests to essential needs and prioritizing them effectively. This enabled the Leadership Team to make the necessary decisions and present a balanced budget to the Mayor and City Council. Continuing the trend started last year, staff members remain focused on service improvements through utilizing new technologies. This year s budget includes the following technology improvements that will benefit all city departments: ♦ In order to stay on the cutting edge of new technology, the Information Systems Department received approval to hire an additional Database Administrator. This employee will provide support for PeopleSoft and Oracle databases and web applications. ♦ Information Systems also received funding to hire a consultant to assist in the implementation of the PeopleSoft Workflow Module, which will greatly enhance our payment processing and expenditure tracking systems. This addition will move us further ahead toward paperless processes. ♦ In order for the city to create applications on the web for citizen use, the Information Systems Department will purchase Oracle licenses and an additional server. Potential utilization of this product include: viewing utility bills and processing utility bill payments, viewing sales tax information and applying for and paying sales tax fees online. ♦ The Fire Department will purchase preplanning software designed to allow fire personnel to review building details so that, in the event of an emergency, they would be familiar with the layout of the involved building, therefore avoiding any potential hazards inside. Firefighters will also use this program for tactical training operations. In addition to the above-mentioned technology improvements, some other terrific enhancements to the 2001-02 budget include: ♦ The newly formed Community Partnerships Department will launch two new community-based pilot programs: Homeowners Association (HOA) Training and a Community Mediation Pilot Program. The HOA training curriculum would offer HOA board members and interested residents the opportunity to learn the necessary skills to successfully manage HOAs. Ninety percent of respondents to a recent survey of Glendale HOA board members expressed interest in attending this type of training course. 29 The Community Mediation Pilot Program would train and certify community members to serve as mediators for community/neighborhood disputes that arise. Many cities throughout the United States use community mediation as an effective service to resolve conflict in a structured, supervised and voluntary environment. ♦ To keep up with the increased workload resulting from the hiring of additional police officers, the City Court will hire two additional court information clerks. Funds have also been allocated for additional interpreting and public defender services in the City Court. ♦ The Economic Development Department received funding to hire an Economic Development Research Assistant who will be charged with creating maps, demographic reports and other related materials to provide to prospective businesses considering a location in Glendale. While the pace of change is at a historical high, the key to success remains the same-creating opportunities from change. - Prof. Jay Q. Butler ASU College of Business ♦ The Marketing Department has been charged with preparing and marketing a new speed reduction public information and education campaign. A portion of the campaign will specifically target young drivers. ♦ Funds were approved toward the construction of a mausoleum and related uses in the city s cemetery, located at the southwest corner of 63rd and Northern Avenues. As you can see, we have a lot going on and I am confident that each and every city department works as efficiently as possible. To enable us to accurately measure that performance, I brought in Dr. Lou Weschler, a consultant specializing in performance measurement, to assist each department in identifying their performance indicators and how to better measure them. The results of their initial collaboration can be seen in the Operating Budget portion of this document. As I stated earlier, this 2001-02 budget includes some of the most thrilling projects I ve seen in my 16 years as Glendale s city manager. I m gratified to be a part of this exciting time and proud to lead a team of such committed and talented people at all levels of our organization. Sincerely, Martin Vanacour City Manager 30 City of Glendale Budget Summary BUDGET SUMMARY The annual budget for the City of Glendale is divided into four major components, which include all appropriations for the city. The operating budget finances the day-to-day provision of city services and totals $224 million. The capital improvement budget funds the construction of city facilities. This year the capital improvement budget totals $127.4 million. The debt service budget is used to repay money borrowed by the city, primarily for capital improvements, and amounts to $33.1 million. The final component of the budget is the contingency appropriation which is made up of fund reserves and is available to cover emergency expenses or revenue shortages. The contingency appropriation for fiscal year 2001-2002 (FY 01-02) totals $18.5 million. The total budget, including all four components, is $403 million. City of Glendale Total FY 01-02 Appropriations Capital 31.6% Contingency 4.6% Operating 55.6% Debt Service 8.2% 31 City of Glendale Budget Summary How the Annual Budget is Developed The development of the City of Glendale’s FY 01-02 budget was an open process designed to reflect the needs and desires of the community. Throughout the year, the Mayor, Councilmembers and city staff obtained input from the community through neighborhood meetings, citizen boards and commissions, surveys and other contacts with individuals and groups. During the Fall of 2000, staff updated the city’s Five-Year Financial Forecast. The forecast is a computer model, that allows a number of budget scenarios to be tested for their effect on the city’s financial condition on a long-range basis. At the same time, the city’s Capital Improvement Steering Committee met to begin the process of updating the Ten-Year Capital Improvement Plan. In November, the City Council met in a day-long goal-setting retreat. They reviewed the Five-Year Financial Forecast and other financial data so they could understand the city’s financial condition and develop their statement of goals for the city for the upcoming budget year. These City Council Goals then became the driving force for the entire budget development process. During the first week in January, the City Manager presented his budget address to the organization. This address focused on the City Council Goals and the projected economic condition of the city, and provided the manager’s policy direction to the organization to be followed in development of individual departmental budget requests. This year, departments were required to balance their ongoing base budget requests to no more than 100 percent of their FY 00-01 base budgets. This required departments to absorb inflationary and growth increases within their base budgets. In many cases, managers exhibited considerable innovation in developing better methods and practices so they could serve more citizens without increasing their non-salary base budgets. In some cases, managers found it necessary to request supplemental funding to cover inflation and growth or to provide new or expanded services to meet Council goals and objectives. In those cases, they were required to submit detailed justifications of their requests including a description of the request, the service benefit, cost recovery potential and any innovations they implemented prior to requesting supplemental funding. Managers were also asked to prepare information on their proposed uses of carryover funding. Departments are allowed to accumulate non-salary funds they have saved in the current budget year and carry over that funding into the new budget year. The Carryover Savings Program has been used in Glendale for a number of years and has proven to be very successful. Our history with the program has shown that it provides an incentive to avoid the “spend it or lose it” mentality prevalent in many organizations and rewards departments for prudence in spending less than their total budget. Carryover savings may be used only for 32 City of Glendale Budget Summary non-recurring expenses such as one-time equipment purchases or short-term contracts. The Leadership Team and, ultimately, the City Council review all carryover budget items. After the operating managers submitted their budget requests, they were reviewed by their group’s deputy city manager. The entire Leadership Team met in March to develop the City Manager’s recommended budget. This balanced budget was then reviewed by the City Council in a series of three public, televised workshop sessions beginning on April 3. Approximately 16 hours of workshop hearings were held in addition to a workshop session on the Capital Improvement Plan, which occurred in February. The proposed budget, as revised by the Council, became the preliminary budget, which was published and made available for further public review prior to the preliminary and final public hearings and adoption in June. Amending the Budget Once the City Council adopts the annual budget, total expenditures cannot exceed the final appropriation, also referred to as the city’s expenditure limitation, which is $403 million in FY 01-02. However, with Council’s formal approval, the city can revise the total appropriations for an individual fund provided that the budget remains in balance. This means that if one fund total appropriation is increased, another fund appropriation must be reduced by an equal amount. The City Council may also approve the transfer of appropriations between funds. This occurs most often in the case of capital improvement projects, where savings in one project recorded in a specific fund are transferred to another project with a differing fund number. Amendments that move funds to and from different funds, as well as the use of any contingency accounts, require formal Council approval. The City Charter gives the city manager the authority to approve transfers of appropriations within the same fund without Council approval. These types of budget transfer requests are reviewed by the relevant operating managers and the Budget staff before being sent to the city manager for final approval. Line item changes within the same department, do not require city manager or Council approval. All administrative budget transfers are documented by the Budget Office and tracked in the city’s computerized financial system. 33 City of Glendale Budget Summary Policies Guiding the Budget Process As previously discussed, the City Council Goals are the primary driving force behind the development of the City of Glendale’s Annual Budget. In addition, City Council has directed that the annual budget be developed in conformance with the city’s three primary policy documents. These are: the Five-Year Financial Forecast, which enables the city’s budget proposals to be tested for their long-term sustainability; the Strategic Financial Plan, which includes strategies designed to promote short- and long-term financial stability in the city; and the Glendale Financial Policies, developed in conjunction with the Finance Department to guide daily financial decision making. Highlights of these documents are described below. The documents are printed in their entirety in the Financial Policies and Guidelines section. Five-Year Financial Forecast The Five-Year Financial Forecast uses a computer model to allow management to analyze the effect of budget decisions on the city’s financial condition in the future. The policy direction under which the city makes budget decisions is that programs and services added to the budget now must not jeopardize our ability to maintain services in future years. In the FY 01-02 budget, the staffing levels, inflationary increases and new and expanded services were balanced not only to current year revenues, but also to long-range projections. Strategic Financial Plan Strategy 1: Sales Tax Stabilization. This strategy requires that the FY 01-02 budgeted sales tax revenue estimate be based on actual collections in FY 00-01. This strategy was followed in developing this year’s sales tax revenue projection. Projected growth in the sales tax base will be used only for operating capital and to build contingency reserves. Strategy 2: Increase Operating Capital. General Fund operating capital totals $9.2 million for FY 01-02. This represents a decrease of 25.8 percent compared to FY 00-01 due to the use of General Obligation bonds for certain capital projects. Strategy 3: Build and Maintain Contingency Reserves. It is important to build contingency reserves during good economic times because the city depends heavily upon sales tax and state-shared revenue to support operations. Currently the undesignated General Fund contingency appropriation is $9.6 million, which falls slightly short of our target of ten percent of General Fund revenues. Due to an unanticipated claim payment, $4.25 million of our contingency was spent in FY 00-01. However, because of our sound financial policies, we were prepared for this unexpected expenditure and will rebuild our reserves to meet our target over the next three years. 34 City of Glendale Budget Summary Strategy 4: Stabilize Property Tax. The combined property tax rate for Glendale will be $1.72 per $100 of assessed valuation in FY 01-02. This represents a total decrease of 26 cents in the property tax rate during the past seven years, a 13 percent reduction. The strategic plan is to continue to reduce the primary property tax rate while revenues from new development increase, and to remain in full compliance with the state’s “Truth in Taxation” law, which requires a public hearing if there is an increase in the amount of primary property taxes generated from properties existing in the previous year. While the primary property tax was reduced by $.0218 per $100 of assessed valuation, the secondary property tax rate increased by that amount, maintaining the $1.72 total primary property tax rate. The secondary property tax rate increased from $1.34 to $1.3618 per $100 of assessed valuation. The city’s policy is to keep the total property tax rate constant at $1.72. Glendale Financial Policies Policy 1: Ongoing operating costs should be supported by ongoing, stable revenue sources. Policy 1.A. is a corollary to this. Cash balances should be used only for one-time expenditures such as capital equipment and improvements or contingency accounts. Throughout the budget process, proposed expenditure items are segregated into ongoing and one-time categories and matched with corresponding revenue sources so that this policy is complied with in all funds. Policy 3: General Fund appropriations should include a contingency account equal to at least ten percent of General and Street Fund revenues. The FY 01-02 General Fund undesignated contingency appropriation of $9.6 million is equal to eight percent of projected General and Street Fund revenues. In addition, the General Fund contingency appropriation includes an additional $1 million set-aside for the "Opportunities Account." This account will permit the Economic Development Department to respond aggressively to opportunities to attract quality new business and support economic development. Policy 8: Laws and policies limiting the use of certain revenues should be explicitly addressed in the budget. Some of these limitations apply to debt levels and are discussed in detail in the Capital Improvement Budget section of this document. Three other restrictions relate to the operating budget: 1. At least one-third of annual Local Transportation Assistance Funds (LTAF) must be devoted to transit. In FY 01-02, the city’s entire allocation of these lottery proceeds, projected to be $1.2 million, will be applied to transit. 35 City of Glendale Budget Summary 2. No more than half of the prior year’s Highway User Revenue Fund (HURF) revenue may be used for debt service. The budgeted HURF debt service for FY 01-02 is $5.8 million, which is only 42.3 percent of the FY 00-01 HURF revenue of $13.7 million. 3. The city must maintain its level of General Fund support in street maintenance and operations, as provided by state law. This “local effort” requirement is based on the amount Glendale was spending on street operations when the state revenue sharing began and is approximately $644,000. In FY 01-02 our local effort, as measured by the General Fund transfer to the Street Fund, amounts to $8.1 million. Fund Descriptions and Fund Balances The City of Glendale uses fund accounting to track revenues and expenditures. Some funds, such as the Street Fund, are required by state legislation. Others were adopted by the city to track and document that revenues are being used in the manner for which they have been designated. Enterprise Funds are expected to be self-supporting through revenue generated from the services provided. Ending fund balances in each of the funds are composed of the ending balance plus the contingency appropriation, which should remain unspent barring any emergencies. General Fund: The General Fund includes all sources of revenue the city receives that are not designated for a specific purpose. General Fund money may be used by the City Council for any legal public purpose. Most city departments receive at least some support from the General Fund. The ending balance in the General Fund is projected to decrease from the beginning balance due to the expenditure of funds for several planned capital projects, including Economic Development property acquisition, land acquisition for Habitat for Humanity, final Camelback Ranch land payment and payments for other CIP projects. Street Fund: The Street Fund is used to account for Highway User Revenue Fund (HURF) money received from the State of Arizona. HURF revenues are generated from gasoline and other fuel taxes, driver’s license and vehicle registration fees and other related fees collected by the state and shared with cities and counties based on a complex distribution formula. The Street Fund supports street cleaning and maintenance, traffic signs and signals, street lighting and related activities. The projected ending balance in the Street Fund will be essentially unchanged from the beginning balance. Police and Fire Special Revenue Funds: In 1994, Glendale voters passed a citizen initiative that increased the local sales tax by 0.1 percent to add police and fire personnel and related equipment. The proposition specified that two-thirds of the revenue would go to Police operations and one-third to Fire operations. Currently there are 33 police and 18 firefighter 36 City of Glendale Budget Summary positions that are paid out of this fund. The Police and Fire Revenue Funds are used to track these revenues and expenses. Fund balances will decrease in both funds as accumulated balances are used for equipment purchases. Civic Center Fund: The Civic Center Fund was created last year to track the revenue and expenses for this new downtown facility that contains over 30,000 square feet of meeting space divisible into smaller rooms. It is large enough to seat up to 800 people attending many different events including weddings, trade shows, conventions and exhibitions. This fund will carry no fund balance. A transfer from the General Fund will supplement revenues generated from Downtown Civic Center activities. Transit Fund: The Transit Fund supports the provision of transit services in Glendale. The city provides Dial-A-Ride services for individuals with special transportation needs and contracts with the City of Phoenix to provide fixed route transit services. A transfer from the General Fund is needed to subsidize the Transit Fund because transit revenues are less than the expenses necessary for the level of service provided. The General Fund transfer normally brings the fund balance up to zero each year. However, in FY 99-00 a $183,000 bond sale provided the city’s required local grant match for the next three years. Each year the unused balance of matching funds will be carried forward. In addition, Council has created a transit reserve fund, which now totals $450,000 and is carried in the transit fund balance. Local Transportation Assistance Fund: The Local Transportation Assistance Fund (LTAF) is used to receive state lottery funds distributed to the cities on a population basis. Glendale transfers 100 percent of its LTAF funds into the Transit Fund. Airport Operating Fund: This fund was established to track the ongoing operating revenues and expenses of the Glendale Municipal Airport. Currently the Airport Fund receives a yearend transfer from the General Fund and carries no year-to-year fund balance. The long-range goal for the Airport is to become self-supporting, in which case the Airport Fund will become an enterprise fund. In the past the Airport Fund has received transfers of up to $529,000 from the General Fund; however, during the last several years the amount of the transfers has been decreasing. This year the transfer from the General Fund will be $303,000. Community Housing Services Fund: The Housing Fund supports Glendale’s public housing program, which is part of the Neighborhood Services Department. The fund is almost entirely financed by federal housing grants. Grant Funds: The city created a number of individual funds used to track grants received from various federal, state and county sources. Individual funds allow the city to comply with the specific financial and reporting requirements of each grantor agency. One fund tracks Community Development Block Grant (CDBG) funds from the federal government and another tracks HOME funds also from the federal government. A third fund tracks the 37 City of Glendale Budget Summary Community Action Program (CAP) grant funds received from Maricopa County. Most other grants received are tracked through the Other State and Local Grants Fund. Most grant funds come in on a reimbursement basis so these funds do not typically carry much of a fund balance from year to year. For FY 01-02 there will be no fund balance to carry forward. RICO Fund: Federal anti-racketeering laws permit law enforcement agencies to seize and sell property and proceeds acquired by individuals as a result of their involvement in certain types of criminal activities such as the sale of illegal drugs. The city’s RICO Fund tracks the revenue generated from such seizures. This revenue must be used for purposes that improve public safety or crime prevention programs. Court Special Revenue Fund: The Court Revenue Fund is funded from two primary sources: a security surcharge paid by persons convicted of traffic or misdemeanor offenses in City Court, and time payment fees charged to persons who choose to pay their fines in installments. Security surcharge revenue must be used for security services and improvements at the City Court. The time payment fee may be used for general court services. The fund balance will decrease in FY 01-02 as accumulated funds are used for planned improvements. Water/Sewer Enterprise Fund: The Water/Sewer Enterprise Fund supports the provision of water and sewer service to Glendale residents and businesses. It is completely self-supported through water sales, sewer user fees and other user fees. The fund receives no tax revenue and pays an annual contribution to the General Fund for support services, such as accounting, personnel, and legal services received from General Fund departments. The Water/Sewer Enterprise fund balance is expected to decrease in FY 01-02 because of planned capital expenditures. Sanitation Enterprise Fund: The Sanitation Enterprise Fund supports refuse collection and disposal service to homes and businesses in the city. It is supported through monthly charges paid by sanitation customers. Planned equipment purchases will slightly decrease the fund balance this year. Landfill Enterprise Fund: The Landfill Enterprise Fund supports the operation of the Glendale Landfill. User charges, or tipping fees, are paid by the Glendale Sanitation Department, other cities and private haulers that use the landfill. External users are charged on a higher fee schedule than the internal Sanitation Department. In FY 00-01, the Recycling division was added to the Landfill fund and a new curbside recycling program began. Previously, the city had a limited number of sites for citizens to drop off selected recyclable materials. This program will help extend the life of the landfill and contribute to our community’s effort to improve the environment. The fund balance will decrease due to planned capital projects. 38 City of Glendale Budget Summary Risk Management and Worker’s Compensation Trust Funds: The Risk Management and Worker’s Compensation Trust Funds support the provision of liability and worker’s compensation coverage for the city. The funds are used to pay claims against the city and to cover premiums for certain types of outside coverage. Income to the funds comes from premiums charged to each city department. Fund balances in each fund are expected to increase during FY 01-02 as reserves continue to accumulate to cover future claims. Benefits Trust Fund: The Benefits Trust Fund was created in FY 00-01. An actuarial study of health insurance funding indicated that creating a separate fund, and holding the excess payments and accumulated interest in it, would be the best way to develop reserves to meet future cost increases for health-related insurance. During the course of the year, employer and employee contributions for medical, dental and vision insurance will be deposited into this fund. Premium payments to insurance carriers will be made directly from the fund. The remaining fund balance, if any, will be kept in the fund for future use. The Benefits Trust Fund will also contain the minimum corridor reserves previously held in the General Fund. The fund balance will decrease this year as previously collected reserves are used to offset premium increases. Vehicle and Technology Replacement Funds: The Vehicle and Technology Replacement Funds are mechanisms the city uses to accumulate the money needed to replace its fleet of cars, trucks and other vehicles and its personal computers, telephone system, and other technology-related equipment. Each department pays annually into each fund based on the amount of equipment in its inventory and the expected life span and value of the equipment. Replacement equipment is purchased according to the applicable replacement schedule and paid for out of the appropriate fund. Fund balances in both funds fluctuate from year to year according to the replacement schedules. General Services, Print Shop and Telephone Funds: The General Services, Print Shop, and Telephone Funds are used to track income and expenses of the internal services provided to city departments. These include vehicle maintenance and fuel, postage and mail, duplicating and telephones. City departments pay for these services on an actual usage basis. These charges then go into the General Services Fund as revenues that support the cost of providing the services. The General Services Fund generally carries no fund balance because the rate structures are designed to recover only actual costs. Small annual surpluses may occur from time to time, but these are returned to city departments through lower rates or smaller rate increases the following year. Recreation, Library and Cable TV Revolving Funds: These funds track the use of special revenue sources dedicated to the specific service areas that collect them. Examples include recreation classes for which fees are charged, library book sales and employee book orders and rental fees for the cable TV studio and van. The Parks and Recreation Department has agreements with several local school districts covering maintenance of city pools on school 39 City of Glendale Budget Summary property and jointly owned city/school district parks. The school districts and the city make annual payments into the fund to cover major maintenance and restoration costs. Each fund will experience a reduction in fund balance as accumulated reserves are spent. Developer Agreement Fund: The city has an agreement with a developer who paid for city infrastructure required as part of a major retail development. The agreement calls for the city to reimburse the developer’s costs for the public infrastructure over time from revenues resulting from the development. Excess funds collected each year above the required annual reimbursement will be accumulated in the Developer Agreement Fund until the fund balance is sufficient to cover the remaining payments. At that time, all revenue resulting from the development will go into the General Fund. This fund will show an increase in fund balance. Capital Construction Funds: These funds track the resources, generally from bond sales, and expenses related to the construction of major capital improvements. General Obligation Bonds were issued in 1996 and 1998, and the proceeds are being spent along with proceeds from an additional bond sale in FY 99-00. Considerable detail on planned capital projects, their effect on the General Fund, debt policies and tax implications are included in the Capital Improvement Budget section of this document. Fund balances in most capital funds will drop this year as proceeds from previous bond sales are spent on planned capital projects. Debt Service Funds: These funds are used to track payments made on the city’s outstanding debt obligations. Each type of debt -General Obligation, Street Revenue Bond, Local Improvement District and Municipal Property Corporation debt- is tracked in a separate fund. The city’s debt policies and long-range debt management plans are described in detail in the Capital Improvement Budget section of this document. Debt schedules are included in the Schedules section of the document. Fund balances in the General Obligation and Local Improvement District Funds fluctuate according to established debt payment schedules. The other two funds carry little or no fund balances and are balanced annually with transfers from the Street and General Funds. 40 City of Glendale Budget Summary Revenues Total revenues available to the city in FY 01-02 from all sources are estimated to be $341.8 million. This is a 35.5 percent increase from FY 00-01. This increase is due primarily to Parks, Water & Sewer, Facilities, Streets and Police/Fire bond sales of more than $61 million in FY 01-02. Table 1 shows revenue changes expected from FY 00-01 to FY 01-02. Table 1 REVENUE SUMMARY (All Dollars in Thousands) Fund General Fund Streets Transit Local Trans. Assist. Cable Replacement Airport Civic Center Grants Water & Sewer Sanitation Landfill Risk Management Vehicle Replacement Court Fund General Services Fund Print Shop Telephone Recreation Classes Housing Library Special Rev. Tech Replacement Police Special Assessment Fire Special Assessment Benefits Trust Fund Worker's Comp. Total Operating Capital and Debt Revenue Grand Total FY 00-01 Budget $100,106 $13,650 $1,623 $1,200 $113 $342 $202 $9,234 $51,372 $11,158 $8,326 $1,874 $1,742 $299 $4,511 $430 $872 $940 $8,291 $175 $1,888 $2,115 $1,061 $8,278 $1,632 $231,434 $20,828 $252,262 FY 00-01 Estimate $103,476 $13,650 $956 $1,200 $119 $310 $175 $4,977 $52,259 $10,961 $8,644 $1,752 $1,790 $244 $5,001 $427 $916 $825 $6,297 $207 $1,919 $2,244 $1,124 $9,222 $1,645 $230,340 $18,748 $249,088 41 FY 01-02 FY 01-02 vs. Projected FY 00-01 Est $106,835 $3,359 $14,005 $355 $3,168 $2,213 $1,220 $20 $44 ($75) $318 $8 $350 $175 $9,693 $4,716 $73,348 $21,089 $11,766 $804 $9,290 $646 $1,950 $198 $1,792 $1 $274 $30 $5,261 $259 $321 ($105) $988 $72 $825 $0 $7,936 $1,638 $207 $0 $2,306 $387 $2,244 $0 $1,124 $0 $11,128 $1,907 $1,650 $5 $268,042 $37,702 $73,756 $55,008 $341,798 $92,710 City of Glendale Budget Summary Summary of General Fund Revenues State-Shared 44% Franchise Fees 3% Fees/Charges 6% Property Tax 3% Misc. 4% Sales Tax 40% General Fund Revenues Total resources available in FY 01-02 to support General Fund services include the estimated beginning fund balance of $24.6 million, transfers from other funds amounting to $7.4 million and revenues estimated to total $106.8 million. Transfers to the General Fund from the Enterprise Funds cover the cost of services and overhead expenses provided by General Fund departments in support of enterprise operations and are determined by an indirect cost allocation model. General Fund revenue projections are based on historic trend data, expected population increases, projected inflation and performance of the national, state and local economies and statistical analyses. 42 City of Glendale Budget Summary City Sales Tax: Glendale’s largest locally generated revenue is the city sales tax. The city receives 1.2 percent on all retail sales occurring within the City of Glendale. The retail sales sector of the local economy is continuing to experience strong growth, although the rate of growth has slowed from the peak years of the mid-1990s. Sales tax collections in FY 00-01 were up by 6.6 percent over the previous year. In accordance with the city’s Strategic Financial Plan for Sales Tax Stabilization, the budgeted revenue amount of $42.3 million is in line with actual collections in FY 00-01. City Sales Tax Revenue 10-Year Fiscal History (In Thousands) $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 State-Shared Revenues: The State of Arizona shares a portion of its sales, income and motor vehicle taxes with cities based on population formulas established by state law. Estimates for these revenues are provided annually by the state. The State-Shared Revenues largest state-shared revenue is the state 10-Year Fiscal History (In Thousands) income tax, which is projected to increase by $1,560,000 or 7.3 percent. Income tax disbursements to the cities $50,000 MV in-Lieu $45,000 lag behind collections by two years, so Income $40,000 the strong growth in this source reflects Sales $35,000 $30,000 the strong job growth that occurred in $25,000 Arizona in 1998-99. $20,000 $15,000 $10,000 $5,000 $0 In FY 99-00 the legislature changed the formula for future income tax '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 disbursements to cities. Previously, cities received 15.8 percent of the state income tax revenue. Beginning in FY 00-01, cities now only receive 15.0 percent. This resulted in a reduction of over $1.0 million dollars in Glendale’s share of stateshared income tax revenue in the first year following the change. State sales tax and motor vehicle taxes are expected to increase by $1,360,000 (8%) and $200,000 (3%), respectively. 43 City of Glendale Budget Summary Primary Property Tax: Using Maricopa County estimates for assessed valuation, a primary property tax rate of $0.3582 per $100 of assessed valuation will result in revenues of $3.3 million. This is a slight increase from FY 00-01 receipts due to new construction in the city. The City Council has made a policy decision to maintain a stable property tax revenue stream that does not increase the tax burden on existing residents. Therefore, the rate is down by $0.0218 per $100. This year’s levy is more than $4.3 million below the legal maximum levy. The current primary property tax levy means that the city remains in compliance with all applicable laws. Development Fee Revenue 10-Year Fiscal History (In Thousands) $5,000 Traffic Eng. Engineering Rezoning Plan Check Right-of-Way Bldg Permits $4,000 $3,000 $2,000 $1,000 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 44 Primary Property Tax Revenue 10-Year Fiscal History (In Thousands) $5,000 $4,000 $3,000 $2,000 $1,000 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 Development Fees: Developmentrelated fees include building permits, right-of-way permits, plan review fees, rezoning fees and engineering and traffic engineering plan check fees. Fee revenues are cyclical in nature and tend to reflect the economic health of the construction sector. The current cycle continues to surprise even the experts in its longevity. Based on conservative predictions that the economy will slow slightly this year, we anticipate a small decline of $25,000 (1.0 percent) in development fee revenues. '02 City of Glendale Budget Summary Franchise Fees: Franchise fees are paid to the city by the electric, gas and cable television companies operating within the city. These fees tend to increase in response to population growth and rate increases by the various utilities. As a group, franchise fees are projected to increase by $100,000 (3.4 percent) in FY 01-02 over FY 00-01 receipts. In all cases, the fees due the city are based on gross receipts for the franchised organization. Projected increases are based on population growth. We are not anticipating any rate increases. Franchise Fee Revenue 10-Year Fiscal History (In Thousands) $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 Gas/Electric Cable License and Fee Revenues: This revenue category includes business and professional licenses, sales tax licenses, liquor licenses, special regulatory licenses, recreation fees and fire department fees. As a group they are expected to generate $1.4 million in FY 01-02 which represents an increase of $60,000 (4.6 percent) over FY 00-01 receipts. The increase is primarily due to liquor license fees which were increased by Council to recover the higher costs of processing the applications and licenses. License and Fee Revenue 10-Year Fiscal History (In Thousands) $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 Bus./Prof. 45 Sales Tax Liquor Spec. Reg. Rec Fire City of Glendale Budget Summary Court Revenues: The Glendale City Court collects fines for parking/traffic violations and civil/misdemeanor criminal cases. Traffic fines represent the largest portion of court revenues. The amount of revenue generated from fines can be affected by changes in the level of enforcement provided by the Police Department. The city will be increasing the number of officers by 24 this fiscal year which will intensify the traffic law enforcement effort. Based on this, court revenues are predicted to increase by $257,000 (12.6 percent) over FY 00-01 receipts. Court Revenue 10-Year Fiscal History (In Thousands) $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 Other Revenues: All other General Fund revenues are expected to produce $4.0 million in combined revenues in FY 01-02. This revenue category includes sales tax on water, interest income, rental income and miscellaneous revenues. As a whole, this group will show an increase of $0.5 million from FY 00-01. The increase is due primarily to higher-thanexpected interest income rates. Most other miscellaneous sources will remain the same. Police and Fire Special Revenue Funds Special Sales Tax: The only source of revenue for these funds is the 0.1 percent sales tax designated for Police and Fire services which was originally adopted by the voters in 1994. Actual collections began in April 1994, at the end of the fiscal year. Because this revenue source is subject to the same economic volatility as the general sales tax, the city’s Sales Tax Stabilization Policy applies, and the projected revenue for FY 0102 is equal to actual collections for the current year. Police and Fire Special Revenue 9-Year Fiscal History (In Thousands) $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '94 '95 '96 '97 '98 '99 '00 '01 '02 Police Fire 46 City of Glendale Budget Summary Street Fund Revenues Street Fund revenues come from the state-shared Highway User Revenue Fund (HURF), which consists of gasoline and other fuel taxes, drivers’ license and vehicle registration fees and other transportation-related fees and taxes. They must be accounted for separately and used for street maintenance and transportation services. HURF revenues will contribute $14.0 million (63.0 percent) of Street Fund resources with the remaining $8.1 million (37.0 percent) coming from the city’s General Fund. Street Fund Revenues General Fund Transfer 37% HURF Revenue Proceeds 63% HURF Revenue: HURF collections are affected by the general health of the economy, as well as certain specific industries such as tourism and trucking. Additionally, there have been formula modifications made by the state legislature from time to time, which have affected Glendale’s share. For FY 01-02, the state is projecting HURF distributions to Glendale amounting to $14.0 million, which is an increase of 2.6 percent, compared to FY 00-01. The projected increase is attributable primarily to population growth. HURF Revenue 10-Year Fiscal History (In Thousands) $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 47 City of Glendale Budget Summary Airport Revenues Airport revenues consist of user fees (51 percent) and a transfer from the General Fund (49 percent). Airport User Fees: Airport user fee revenue comes from a combination of terminal space rentals, land leases, fuelrelated fees, tie-down and hangar fees and other aviation-related fees. The city has been successful in having a 100 percent building lease rate for the last few years. It is now aggressively pursuing additional airport facility users with the plan to be selfsufficient in the foreseeable future. Revenues will show a slight increase of $8,000 in FY 01-02. Airport User Revenue 8-Year Fiscal History (In Thousands) $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 '95 '96 '97 '98 '99 '00 '01 '02 Transit Fund Revenues The General Fund is the largest contributor to our Transit Fund. The city’s allocation from the Local Transportation Assistance Fund, which is funded from state lottery revenues, is projected to total $1.2 million in FY 01-02. Federal Transit Administration (FTA) operating grants will contribute $101,600, an increase in federal funding from the previous fiscal year. Farebox revenues will amount to $126,000, which is only 3.5 percent of total operating revenues. The local Regional Public Transportation Authority will provide $72,000 in revenue and an FTA capital grant will contribute $816,000. The fund will have $722,004 related to the new Transit Referendum initiative if it is successful, and the remaining $1.6 million required to provide transit services will come from the General Fund. 48 City of Glendale Budget Summary Transit Funding Sources Operating Revenue Regional Transit Grant 1% Fed Grants 22% General Fund 27% Lottery 20% Fares 2% Transit Ref. 12% State Revenue 12% Misc. 4% Water/Sewer Revenues Sewer Fees 26% Misc. Rev 3% Bond Proceeds 20% Water Sales 36% Interest 2% 49 Development Fees 13% City of Glendale Budget Summary Water/Sewer Fund Revenues Water &Sewer Sales Revenue 10-Year Fiscal History In FY 01-02, water sales and sewer fees will make up $45 million (61 percent) of total revenues for this fund. Bond proceeds and development impact fees will yield an additional $15 million (20 percent) and $10 million (14 percent), respectively. (In Thousands) $50,000 $40,000 $30,000 Sewer Water $20,000 Miscellaneous revenues including water taps, irrigation, intergovernmental charges, effluent revenue, customer service and interest are projected to produce an additional $3.5 million. $10,000 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 Water Sales: Revenues from water sales are influenced by rate increases, weather conditions and population growth. For the sixth consecutive year, there will be no rate increases in FY 01-02. Of course, weather conditions are impossible to predict; therefore, the projected increase in water sales revenue of $384,000 is based primarily on population growth. Sewer User Fees: Sewer user rates are set each year based on water usage in the months of January, February and March. The sewer user fee schedule is currently being updated and plans include a four percent revenue increase for FY 01-02. Landfill Fund Revenues Landfill revenues come from the Glendale Sanitation Department, which is charged an internal rate for use of the city landfill (33.7 percent), and outside users that account for 33.0 percent of landfill revenues. The new curbside recycling program is projected to bring in $2.3 million its second year, or 24.4 percent of the total fund revenue. Additional revenue comes from interest income (4.9 percent) and other sources, including the sale of recyclable items, wood waste compost and miscellaneous sources. These other revenues account for 4.0 percent of fund resources. 50 City of Glendale Budget Summary L a n d fill R e v e n u e s Sa nitation C ha rges 33 % M isc 4% W ater/Sewer B illings 1% R ecycling 2 4% E xternal C harges 33% Interest 5% Sanitation Department Tipping Fees: The internal tipping fee currently paid by the Sanitation Department is $19.73 per ton. The rate will remain the same in FY 01-02. Sanitation tipping fees will generate $3.1 million for the Landfill Fund in FY 01-02. Sanitation Dept Tipping Fees 10-Year Fiscal History (In Thousands) $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 External User Tipping Fees: Tipping fees paid by private haulers and other cities using the Glendale Landfill will generate $3.1 million in revenue in FY 01-02. The amount decreased by $163,030 (5.0 percent) over FY 00-01 revenues. The landfill currently has agreements with the City of Peoria and the City of Avondale for use of the landfill. There will be no increase in the tonnage rate of $26.00 charged to private haulers in FY 01-02. External User Tipping Fees 10-Year Fiscal History (In Thousands) $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 51 City of Glendale Budget Summary Sanitation Fund Revenues The city has prepared five-year financial plans for the Sanitation and Landfill Enterprise Funds. These plans consider operating and capital costs, equipment replacements, rate structures and service demands, and budget decisions are largely based on these long-range plans. Since landfill fees represent a significant part of the expenses of the sanitation enterprise, landfill rates have a major bearing on sanitation rates. Valley Sanitation Rates (Per Month) $18.00 $16.50 $15.00 $13.50 $12.00 $10.50 $9.00 52 Phoenix Mesa Scottsdale Glendale Gilbert Peoria Chandler $6.00 Tempe $7.50 City of Glendale Budget Summary Sanitation Fund revenues come from two major sources: residential rates (62.1 percent) and commercial rates (36.5 percent). S a n ita tio n R e v e n u es C u rb S e rvice 63% Im p ac t F ee & M isc 1% C om m ercial 36% Sanitation Service Fees: Commercial fees charged to business and apartment accounts will amount to $4.3 million in FY 01-02, an increase of 4.8 percent over the previous year. The Sanitation Department has dedicated a position to help secure new business accounts. Commercial rates are currently being reviewed. Residential Sanitation Fees 10-Year Fiscal History (In Thousands) $8,000 $7,000 $6,000 $5,000 Residential service fees will generate $7.3 million in FY 01-02 revenue compared to $6.7 million in FY 00-01, an increase of 8.9 percent. This increase is attributable to the $0.75 per month rate increase that Council is considering at this time. This increase is needed to help offset curbside recycling program costs and general inflation. $4,000 $3,000 $2,000 $1,000 $0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 53 City of Glendale Budget Summary Expenditures The FY 01-02 Operating Budget The FY 01-02 Operating Budget was balanced without the need for increases in any taxes. The Operating Budget totals $224 million, which is an increase of $17 million or 8.2 percent over the FY 00-01 budget. One-time additions to the budget account for $5.8 million. These additions will not recur in future years. Carryover of unspent funds from FY 00-01 into FY 01-02 represents another $11.5 million and also will not recur in future years. Ongoing additions to the budget total $7.6 million. A significant portion of this ongoing expense, $3.2 million, is directly attributable to specific Council Goals. These include 24 additional officers and eight support personnel in the Police Department, a new Fire Station staffed with 15 firefighters and six battalion chiefs/captains and programming needs for a new Adult Center. C o m p a riso n o f O p eratin g B u d g et $250,000 $225,000 O n e-T im e In c O n g o in g In c B ase B u d g et $200,000 $175,000 $150,000 F Y 01 F Y 02 (In T h o u san d s) The remaining ongoing funding was used to meet both inflationary and growth-related expenses by various city departments to ensure that existing levels of service were maintained. These include increases in costs associated with the maintenance of vehicles, parks and building structures; increases in fuel and electricity costs; maintaining water, sewer and sanitation service levels; and positions related to growth (i.e., code compliance inspector, city court information clerks, public defender, etc.). 54 City of Glendale Budget Summary Operating Budget Changes There are several significant additions to the city’s operating budget in FY 01-02. The Police Department will be adding 24 Officers and eight support personnel. The Council also approved the purchase of a “Shot Spotter” to help pinpoint the location of random gunfire within the city. Comparison of Program Budgets FY 00-01 to FY 01-02 (In Thousands) $35,000 $30,000 2001 2002 $25,000 $20,000 $15,000 $10,000 $5,000 $0 Police Fire Sanitation Landfill Pks/Rec Library The Fire Department will be opening another fire station and creating a second battalion responder unit. Therefore, they will be adding 15 firefighters, three battalion chiefs and three captains. Additional funding was added to the Parks and Recreation budget to cover increases in operating and maintenance costs of parks, as well as programming needs for a new Adult Center. Substantial increases in vehicle shop costs, fuel, electricity, animal control services and right-of-way projects, to name a few, were reflected in various city departments. Table 2 contains approved supplemental funding totals for departments receiving the largest increases. Table 2 Selected Budget Supplementals Department Amount Engineering % of Base Budget $1,731,236 38.6% Comm Partnerships $137,800 30.6% Economic Development $101,581 14.3% Environmental Resources $176,109 9.2% City Attorney Fire Department $141,860 $1,179,213 8.1% 7.9% Non-Departmental Utilities $481,000 $1,671,454 7.7% 7.2% City Clerk Police Department $75,500 $2,394,564 7.2% 6.9% All Other $4,831,975 4.2% 55 City of Glendale Budget Summary Operating Budget Summary In most cases, Glendale’s fund structure coincides with the city’s organizational and program structure. Table 3 shows the operating budgets for each operating fund from FY 98-99 to FY 01-02. Table 3 Operating Budgets (All Dollars in Thousands) Fund General Fund Streets General Services Transit Airport Cable Replacement Court Grants Water and Sewer Landfill Sanitation Risk Management Tech Replacement Benefits Trust Fund Vehicle Replacement Recreation Classes Housing Library Police Special Assessment Fire Special Assessment Civic Center Neighborhood Fund Worker's Comp Fund Total 1999 Budget $82,000 $12,001 $5,660 $2,379 $484 $55 $304 $7,155 $21,838 $4,199 $8,879 $1,200 $1,303 $0 $2,805 $995 $7,653 $279 $1,972 $1,083 $0 $1,681 $1,075 $165,000 2000 Budget $88,000 $13,250 $5,955 $2,971 $527 $555 $333 $6,072 $24,285 $4,565 $10,670 $1,200 $1,428 $0 $5,095 $993 $7,741 $279 $1,987 $948 $571 $0 $1,075 $178,500 56 2001 Budget $97,000 $13,819 $5,813 $3,420 $608 $480 $412 $8,185 $25,932 $7,936 $11,194 $1,275 $1,428 $8,506 $6,161 $1,206 $7,868 $279 $2,525 $1,154 $723 $0 $1,075 $207,000 2002 Budget $106,000 $14,520 $6,512 $3,596 $621 $316 $529 $8,267 $28,378 $8,772 $11,322 $1,600 $2,615 $11,223 $4,550 $1,251 $7,920 $279 $2,615 $1,332 $707 $0 $1,075 $224,000 2002 vs. 2001 9.3% 5.1% 12.0% 5.1% 2.1% (34.2)% 28.4% 1.0% 9.4% 10.5% 1.1% 25.5% 83.1% 31.9% (26.1%) 3.7% 0.7% 0% 3.6% 15.4% (2.2%) N.A. 0% 8.2% City of Glendale Budget Summary It is important to remember that fund totals do not fully describe how and where the city directs its resources. The following graph shows each group’s share of the total operating budget. T otal O perating Fund Expenditures Percentage of O perating B udget Non-Dept & Grants 4% Admin Svcs. 9% P ublic Sfty 22% City M gr 8% C omm Svcs. 14% Comm Dev. 8% Appointed Officials 3% P ublic W orks 32% The largest operating group is Public Works, which accounts for 32 percent of the total operating budget. The Public Works Group provides water and sewer service, street maintenance, garbage collection and disposal, building and equipment maintenance, cemetery services and recycling operations. The second largest group is the Public Safety Group, which makes up 22 percent of the total operating budget. Services provided by this group include police and fire protection, emergency medical services and related support services such as 9-1-1 call service and dispatch. The Community Services Group created in FY 00-01 includes Parks and Recreation, Library Services, Community Partnerships and Neighborhood Services. It accounts for 14 percent of the total operating budget. These services were previously reported in other groups. The Administrative Services Group comprises nine percent of the total budget and includes services such as finance, marketing, information systems, purchasing, warehouse, risk management, budgeting and revenue collection. The Community Development Group represents eight percent of the total operating budget. Departments in Community Development provide a wide range of services, including building 57 City of Glendale Budget Summary permits and inspections, planning and zoning, traffic engineering, streetlights and signals, transit, engineering, airport operations and code compliance. The City Manager Group includes those operations reporting directly to the City Manager or Assistant City Manager. These departments account for eight percent of the total operating budget. They include the City Manager’s Office, Human Resources, Economic Development, the Community Action Program, Intergovernmental Relations and the City Auditor. The Appointed Officials Group is made up of departments that report directly to the Mayor and Council. The group represents three percent of the operating budget and includes the operation of the Mayor’s Office, Council Office, the City Clerk’s Office, the City Attorney's Office and the City Court. Non-departmental expenses include city contracts with other governments and outside agencies for services such as animal control and services for the homeless, as well as city memberships in the National League of Cities, Maricopa Association of Governments and similar organizations. Non-departmental and miscellaneous grant administrative expenses account for the remaining four percent of the budget total. Staffing and Personnel Issues As with any service organization, personnel costs are a significant part of the total operating budget of the city. Table 4 provides a comparison of staffing levels in recent years. Table 4 Staffing Levels By Fund (Full-Time Equivalents) Fund General Fund Streets General Services Transit Airport Housing CDBG 1997-98 925.90 88.00 40.00 22.25 5.00 20.00 8.00 1998-99 976.05 90.00 40.00 22.25 5.00 20.00 8.00 58 1999-00 1,019.05 90.00 40.00 23.25 5.00 21.00 7.00 2000-01 1,082.30 96.00 43.00 26.25 5.00 23.00 8.00 2001-02 1,160.55 96.00 41.00 26.25 5.00 23.00 8.75 City of Glendale Budget Summary Fund Other Federal Grants Water/Sewer Sanitation Landfill Recreation Police (Special Assessment) Fire (Special Assessment) Civic Center Neighborhood Partnership Total 1997-98 6.00 155.50 56.00 20.00 1.00 31.00 1998-99 6.00 164.50 59.00 20.00 1.00 31.00 1999-00 6.00 173.50 64.00 23.00 1.00 31.00 2000-01 9.50 175.00 66.00 39.00 0.00 33.00 2001-02 10.50 181.00 66.00 42.00 0.00 33.00 18.00 18.00 18.00 18.00 18.00 0.00 3.00 0.00 3.00 4.00 0.00 5.00 0.00 6.00 0.00 1,399.65 1,463.80 1,525.80 1,629.05 1,717.05 The city takes a conservative approach to adding new positions and expanding its service delivery system to ensure that basic services can be sustained regardless of changes in revenue and expense fluctuations. Staff increases are closely tied to population growth. As the following graphs indicate, Glendale maintains one of the lowest staff to population ratios of any city in the metro Phoenix area and does so without sacrificing the level of quality of services provided to residents. Staffing Ratio Per 1,000 Population 2000-01 Adopted Budget 12.0 10.3 9.2 10.0 8.0 10.7 8.2 7.4 7.6 Chandler Glendale 8.4 6.0 4.0 2.0 Peoria Scottsdale 59 Mesa Tempe Phoenix City of Glendale Budget Summary The total authorization of 1,717.05 full-time equivalent (FTE) positions will serve an estimated population of 224,617 by the end of this fiscal year. This results in a staffing ratio of 7.6 employees per 1,000 population. The ratio is consistent with the city’s commitment to using multiple strategies including new technologies, to respond to the steady increase in service demands as our population grows. Authorized Staffing Per 1,000 Population 10-Year Fiscal History 10.0 8.0 6.0 4.0 2.0 0.0 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 The FY 01-02 budget increases the total authorized staffing by 88.00 FTEs, including the following increases in Public Safety: 24 new police officers, eight police support personnel, 15 firefighters, three fire battalion chiefs, and three fire captains. FTEs added in water and sewer, sanitation, city court, code compliance, economic development and other areas account for the remaining staffing increase. City of Glendale Positions Added to FY 01-02 Budget Public Works 18% Comm Svcs. 9% Public Safety 62% All Other 11% The budget accommodates a merit increase of four percent for eligible employees, a cost of living adjustment of three percent for all employees and a Council initiated two percent salary adjustment. This additional two percent will help to bring city employee compensation into greater parity with other employers in the Phoenix area. Schedule 6, printed in the Schedules section of this document, provides detail on the city’s authorized staffing. 60 City of Glendale Budget Summary General Fund Expenditures The total General Fund operating budget for FY 01-02 is $106 million. At 42.7 percent, Public Safety is the largest component of the General Fund budget, followed by the Community Services Group at 17.2 percent, and the Administrative Service Group at 10.2 percent. The following graph displays the General Fund budgets by group as a percentage of the whole. T otal G en eral F un d E xp enditures Percentage of G eneral F u nd B ud get Non-Dept 4% Admin Svcs. 10% C ity M gr. 5% P ublic Safety 43% C omm Svcs. 17% A ppointed O ff's 6% P ublic W orks 7% Comm Dev. 8% Growth in the General Fund operating budget for FY 01-02 is consistent with the past history of a slow but steady increase in operating costs. Table 5 compares the FY 01-02 General Fund budgets by group to FY 00-01. Table 5 General Fund Budget Comparison (All Dollars in Thousands) Group Public Safety Community Services Administrative Svcs. FY 00-01 Budget FY 01-02 Budget $39,829 $16,929 $9,753 $45,300 $18,189 $10,844 61 FY 01-02 vs. FY 00-01 13.7% 7.4% 11.2% City of Glendale Budget Summary Group Community Dev. Public Works Appointed Officials City Manager Non-Departmental Total FY 00-01 Budget FY 01-02 Budget $8,488 $6,753 $5,309 $5,013 $4,926 $97,000 $8,868 $7,107 $6,534 $4,814 $4,344 $106,000 FY 01-02 vs. FY 00-01 4.5% 5.2% 23.1% (4.0%) (11.8%) 9.3% General Fund Budget Highlights Public Safety: The City Council continued its commitment to maintaining adequate service levels in the Police and Fire Departments. This commitment is reflected in the staff additions made in the Public Safety Departments to keep up with population growth. • Twenty-four new sworn police positions were added in the Police Department. Sixteen of the positions are funded by federal COPS Universal Hiring grants. In the first year, 75 percent of each officer’s salary is covered by the grant. The city’s contribution increases in each of the next two years. The assumption of full financial responsibility for retaining these officers after the grant terminates is calculated into our long-range financial forecast. The Police Department will also be adding eight support “civilian” personnel to assist the additional police officers. • Twenty-one new Fire Department positions were funded this year to staff the new Fire Station 158 (83rd Avenue and Bethany Home Road) and to create a second Battalion Responder unit. Fifteen firefighters, three battalion chiefs, and three incident safety captains were needed. The second Battalion Responder will allow the Fire Department to reduce its response time and increase efficiency. Community Development: The City Council approved numerous supplementals that were related to safety and health issues in the community, such as traffic safety improvements, right-of-way beautification projects and an additional position to continue the development and implementation of the city’s Geographic Information System (GIS). In response to continuing population growth and new construction, the following additions were needed in the Community Development Group. 62 City of Glendale Budget Summary • The Engineering Department received $1.2 million for various right-of-way improvements including the following locations: ü ü ü ü ü ü 75th Avenue from Bethany Home Road to Maryland; 67th Avenue from Sweetwater to Thunderbird; Butler Avenue from 47th to 51st avenues; 47th Avenue from Northern to Butler avenues; Union Hills between 59th to 67th avenues; 57th Drive median greenscaping south of Utopia. • Funds were added to cover increases in the costs of providing fixed route bus service. This funding will ensure that current levels of service will continue in FY 01-02. • The Special Projects Administration division in the Engineering Departments received $110,000 for the GIS program development. The division will create and maintain a comprehensive geographic database and provide for the efficient distribution, access and use of the GIS data layers by City Council and staff. Public Works: The City Council is committed to improving the appearance of city streets through improved right-of-way maintenance and increased attention to parks and facilities maintenance. The budget addresses these and many other public works needs. • Improvements to Glendale’s municipal building energy management system (EMS) will be made in FY 01-02. These improvements will optimize electric power utilization and ensure that indoor air quality standards are maintained. • Additional funding was given to Facilities Management to cover electricity increases in the city's buildings and park sites. These increases cover not only existing buildings and parks, but also new parks scheduled for operation in FY 01-02, including Sunset Vista and Foothills Park Phase II. Administrative Services: The Council has made it a priority to evaluate and update the city’s speed reduction campaign to reinforce the importance of good driving habits and traffic safety. $150,000 was set aside to fund the new public information and education campaign targeted at reducing speeding. Some additional projects being introduced in FY 01-02 by this group include: 63 City of Glendale Budget Summary • The City Council approved additional funding to implement the PeopleSoft Workflow Module. This module will automate, streamline and control the flow of information across PeopleSoft (the financial software used by the City of Glendale). It can be used for purchase requisitions, receiving reports, invoices, check requests, employment applications, personnel actions and other employee transactions. • A second Database Administrator (DBA) position was authorized for the Information Technology Department. This individual will provide backup support for the current DBA and share responsibilities of the various databases used with the city. This position will allow quality time to be spent researching and implementing the new features of Oracle products and assisting the analysts in providing more timely and efficient solutions to other departments. • Contractual funding was allocated to Information Technology for consulting services in the areas of networks, phones and systems to expedite the implementation of new products and services. Examples include network security analysis, upgrades to existing network software, installing and configuring web-based servers and products. • Additional funding was provided to Information Technology for the purchase of an Oracle application server and software, as well as technology equipment purchases. The server would enable the city to place applications on the web for citizen use. Potential applications include utility billing data, viewing sales tax information, or applying for sales tax licenses. City Manager Group: The City Council’s longstanding commitment to support the rehabilitation of older Glendale neighborhoods and promote citizen involvement in city government is reflected in the following budget allocations. • The Economic Development department received funding for the Economic Opportunities Fund. This fund enables the city to take advantage of unanticipated opportunities to foster new quality economic development activities throughout the city. The department also received additional funding for the Paint, Pave, Plant & Sign Program to assist commercial business owners with upgrades to their buildings and properties. Council approved a new economic development research assistant to support economic development efforts. • The Council approved a new Employee Development Coordinator position within Human Resources. This person will oversee current programs, develop new programs, and research and coordinate educational resources and opportunities for city employees. 64 City of Glendale Budget Summary • Education Assistance Program funding was increased from $100,000 to $200,000 in response to increased participation in reimbursable educational courses. • The Council approved additional funding on a one-time basis for training related to the modernized compensation system that includes the redesign of a performance management system that improves individual employee performance and is directly linked to compensation. Appointed Officials: Departments within the Appointed Officials Group include the City Attorney, City Court, and the City Clerk. All of these functions are addressed in the FY 01-02 budget: • The City Court received funding for two new court information clerks, interpreting services and public defender services. This funding is needed to support the increased workload generated by the additional police officers in FY 01-02. • Contractual funding was allocated to the City Attorney Department for outside legal services in specialized areas for which in-house expertise is not available. City Council also approved a new Senior Secretary position to perform clerical duties that are currently being covered by legal assistants. This position will increase the productivity of the legal assistants and allow the attorneys to concentrate on their professional duties. • Council approved one-time funding to purchase a new digital archive writer to replace the existing microfilm camera. The City Clerk's Office Records Division needed the equipment to comply with a State-mandated records preservation requirement. Community Services: The City Council approved numerous supplementals that were related to maintenance of parks and various other programs. In response to continuing growth in the city, several divisions within the Community Services Group received additional funding this fiscal year. Some of those additions are highlighted below. • Council approved funding for a full-time recreation coordinator, secretary and general service laborer positions to provide programming for seniors at the new Adult Center. Current programming includes 60 ongoing recreation activities and 21 special events, serving approximately 53,000 participants during the past year. • The Parks North District received $200,000 for water and maintenance needs at the new Skunk Creek Linear Park, as well as ongoing maintenance of the 71st Avenue and Greenway neighborhood park and Foothills Regional Park. 65 City of Glendale Budget Summary • Council approved additional funding for the “Habitat for Humanity” program to acquire vacant parcels to reduce neighborhood blights and encourage new single- family housing that preserves the residential character of the neighborhood. • The city will be taking over the management and operation of the Sahuaro Ranch historic area and museum facilities. Funding is provided for one full-time museum administrator, one museum education curator, and two temporary positions (a museum registrar and museum services specialist). • The Code Compliance Department received funding to add a full-time Code Compliance Inspector. This position is responsible for ensuring compliance to all city codes. Transfers to Other Funds The General Fund supports a number of other funds that cannot cover all of their operating costs. A total of $13.9 million will be transferred to other funds in FY 01-02. The largest transfer, $8.1 million, will go to the Street Fund to support street operations and maintenance. Other transfers will go to the Transit, Civic Center, Developer Agreement, Airport, and Housing Funds. A transfer of $1.4 million will go to the Municipal Property Corporation Debt Service Fund to make the debt payments on the City Hall Complex. A transfer of $278,000 to the State and Local Grants Funds will be used to provide required local matches. Transfers between funds are detailed in Schedule 4 in the Schedules section of this document. Police and Fire Special Revenue Funds Expenditures These fund resources are primarily designated to support the salaries of additional police officers and firefighters. A total of $2.6 million will be spent from the Police Special Revenue Fund to provide police services and $1.3 million from the Fire Fund to provide fire protection and emergency medical services. The additions to these funds include $175,080 for firefighter academy and hazardous materials training, tuition and overtime. The Fire Department will also spend $33,799 for technology upgrades including a firehouse citrix server and fireview software. Police will add $345,300 in one-time and ongoing expenses for replacement of mobile data terminal message equipment, automated fingerprint identification system, protective vests, new uniforms and a clandestine drug equipment trailer, to name but a few. 66 City of Glendale Budget Summary Street Fund Expenditures All street-related costs that are eligible for HURF funding are budgeted as direct expenses of the Street Fund. In addition, the debt payment on street revenue bonds comes from the Street Fund in the form of a transfer to the Street Bond Debt Service Fund. Funding for the city’s portion of debt payments on street improvement districts also comes as a transfer from the Street Fund. Street Fund Budget Highlights • Funding was set aside for a transportation tax information campaign. This funding would be used to prepare and distribute informational brochures regarding the costs and benefits of the proposed transportation sales tax, which is scheduled for a vote in November 2001. • Council approved additional funding for two intersection traffic signal backup power supply units. These units would be installed at Glendale’s busiest intersections to keep them operational during power outages. • Funding was provided for the LED signal indication replacement program. LED indications offer better visibility to the motoring public and a 40% reduction in power consumption over incandescent lamps. This is another indication of Council's determination to improve traffic and pedestrian safety in Glendale. Street Fund Expenditures Capital 6% Bond Debt Svc 27% O perations 67% 67 City of Glendale Budget Summary Airport Fund Expenditures Supplemental funding of $17,260 will cover increases in airport electricity costs, shop maintenance and security. The total airport operating budget is $620,639. Airport revenues are projected to increase just slightly in FY 01-02. Continuing efforts to develop more revenue sources, coupled with prudent cost control measures, should bring the airport to selfsufficiency in the near future. Transit Fund Expenditures The Transit Fund includes operating and capital expenses related to providing public transit services. The total operating budget for the Transit Fund is $3.6 million. On the operating side, the largest expenses are for the Dial-A-Ride bus service for physically limited residents and individuals with special transportation needs, and the fixed-route service provided through a contract with the City of Phoenix. 68 City of Glendale Budget Summary Water/Sewer Fund Expenditures In Arizona’s desert environment, water is probably one of the most basic and essential services the city provides. Glendale is fortunate to have reliable, long-term sources of water from the Salt River Project, the Central Arizona Project, and groundwater. Although water from these sources is becoming more expensive to obtain and treat, Glendale water rates are reasonable when compared to local and national standards. Water/Sewer Fund Expenditures Operations 37% Capital 46% Debt Service 17% Water/Sewer Budget Highlights • Funding was added for laboratory analysis expenses, new analysis equipment, laboratory instrument maintenance contracts, electricity and insurance increases. • To keep pace with growth, funding was also added for additional wastewater operators and technicians within the Utilities Department. • Funding was earmarked to address the increased costs associated with new federal drinking water regulations that will take effect during the next five years. These regulations will increase the level and types of mandatory monitoring increasing the cost. 69 City of Glendale Budget Summary Landfill Fund Expenditures The Landfill Fund budget was balanced without the need for a rate increase again this year. The total operating budget for FY 01-02 is $8.8 million, an increase from the previous fiscal year of 10.5 percent due primarily to population growth and the fledgling recycling program. FY 01-02 will be the first full year of operation for the recycling program which includes the recycling education and inspection programs and the full cost of the materials recycling facility. Last year, the Recycling Division completely revised its budget to reflect its expansion of the program into a comprehensive, full spectrum recycling operation. Each household received a trash container for recyclable waste. The waste is transported to the recovery facility where it is sorted, separated, baled, sold and shipped to private industry end users all across the country. The program will help to improve the environment and extend the useful life of the landfill. Sanitation Fund Expenditures The Sanitation Department will add three additional FTE’s this year to cover curb service throughout the city due directly to growth. In addition to the additional FTE costs, the cost of replacing and repairing equipment has increased in recent years. Increased insurance premiums and fuel costs have also contributed to the budget increase. The total budget for the Sanitation Fund for FY 01-02 is $11.3 million. This represents an increase of $128,000 (1.1 percent) over FY 00-01. Benefit Trust Fund The Benefit Trust Fund was created in FY 00-01 for the purpose of tracking city and employee health care contribution payments and for paying health insurance policy premiums. The fund has a revenue budget of $11.1 million for FY 01-02. Any funds not used for premium payments are retained in the fund to help offset anticipated increases in the cost of health insurance. 70 City of Glendale Budget Summary Capital Improvement Budget Summary The total Capital Improvement Budget for FY 01-02 is $127.4 million. This includes a carry over from FY 00-01 of $42.2 million to complete existing projects and $85.2 million for new projects. This is an increase of $30.8 million, or 31.9 percent, compared to the FY 00-01 capital improvement budget of $96.6 million. The capital improvement budget is contained in the Capital Improvement Budget section of this document. The following graph provides a percentage breakdown of new projects by funding source. Capital Improvement Plan FY 01-02 Projects by Type (New Projects Only) All Other 6% Flood Control 3% Water/Sewer 25% Streets 9% Impact Fees 15% Landfill 5% Public Safety 4% General Fund 3% Gov. Fac. 9% 71 Parks 21% City of Glendale Budget Summary Debt Service Budget Summary The total Debt Service Budget for FY 01-02 is $33.1 million. This is a decrease of $1.4 million (4.1 percent) from last year. The Debt Service Budget is divided among the six debt service categories shown in the following graph. Debt Service Budget Water/Sewer Bonds 39% HURF Bonds 18% Improvement Dist. Bonds 7% Landfill 1% MPC Bonds 4% G.O. Bonds 31% 72 City of Glendale Budget Summary Conclusion This budget summary is intended to provide a general overview of the contents of the FY 0102 budget document and to highlight some of the more significant program changes and policy issues addressed in the budget document. The sections that follow the Budget Summary provide more detailed information about the city’s organizational structure, its goals and objectives and operating budgets and performance standards for each city department. Three documents that are the foundation and framework for Glendale’s annual budgeting process have been included in the budget document. The Five Year Financial Forecast provides contextual information about economic trends and expectations and contains computer-modeling information that helps the Council gauge the long-range consequences of various alternatives. Together, the Strategic Financial Plan and Financial Policies documents identify and explain the strategies that the city uses to meet and stabilize its revenues and expenses and ensure the continuity and reliability of basic services. The long-range blueprint for the financing and construction of large projects is contained in the Ten-Year Capital Improvement Plan. The Schedules section contains detailed information about our fund accounting system, operating revenues, debt service management, authorized staffing and the community in general. A glossary of budget document terms is included to help clarify the meanings of terms that appear frequently in the text or words and phrases that may have specialized meaning when applied to municipal government budgeting practices. The City of Glendale publishes several other documents that may be of interest and assistance in understanding city operations. These include the Comprehensive Annual Financial Report, available from the Finance Department, the Glendale General Plan, available from the Planning Department, and the Glendale Annual Report, distributed by the Marketing Department. Questions, comments or observations regarding the Glendale Annual Budget document should be directed in writing to: Management and Budget Department 6829 North 58th Drive, Suite 200 Glendale, Arizona 85301 Phone: (623) 930-2264 Fax: (623) 915-2694 email: ktaylor@ci.glendale.az.us 73 City of Glendale 2001-02 Annual Budget 74 City of Glendale Five-Year Forecast FIVE-YEAR FORECAST Introduction Glendale’s annual and long range budgeting process is shaped and guided by the three key foundation documents contained within the Annual Budget. They are the City of Glendale’s Five-Year Forecast, its Strategic Financial Plan, and the Financial Policies. Together these documents help the City Council ensure that, regardless of changing economic times, city government will have the financial stability and economic resources it needs to provide essential services and maintain Glendale’s high quality of life in future years. WHY DO WE DO FORECASTS? Forecasting is such an automatic part of our lives that most of us do it every day without giving the process much conscious thought. For example, if you drive to work, you will make many assumptions and predictions each morning about how various factors will affect the length of time it will take to make the trip. These activities are the most basic elements of the forecasting process. From past experience, you can reasonably predict how long the trip takes under normal circumstances assuming you drive at the legal speed limit and meet all traffic requirements such as red lights and stop signs. You might adjust your travel forecast and leave home a little earlier on Mondays when traffic is usually heavier, or if it is raining, or you have to pick up a co-worker on that particular day. You might factor in some extra time for unanticipated but common events such as a traffic accident, a closed freeway lane on your route, or other events that might slow your progress and increase your travel time. Once you are on the road, you will be continually fine-tuning your forecast. As you drive you may look ahead to the short-term future, checking the progress of the cars in front of you, and periodically changing traffic lanes to stay on your projected schedule. You might also look a little further into the future, to the next traffic light or the freeway on-ramp. If the access ramp looks too congested, you might decide to alter your route to avoid a possible freeway back up. Continuous monitoring and finetuning adjustments are also characteristic of the budget forecasting process. If your past experiences, assumptions, and predictions regarding future events were reasonably accurate, resulting in a reliable forecast, you should expect to arrive at work on time. However, even with the best information and forecasting tools, there may be rough spots in the road—those unknown or uncontrollable variables that can never be predicted in advance. For instance, your actual versus forecast results will be 75 City of Glendale Five-Year Forecast very different if, when you try to start your car in the morning, you discover the battery is dead. Forecasting our individual, daily routines is relatively simple. However, forecasting becomes increasingly difficult as goals and objectives become more varied and complex, and less reliable as the forecast period lengthens. The number of and potential for unpredictable events and uncontrollable variables also becomes much greater. It is harder to forecast for a vacation next year than to forecast your daily trip to work. It is harder still to plan for that vacation in a way that will not have a negative effect on other, longer range objectives, such as saving enough money to purchase a home in five years. Most cities go through this type of forecasting process on a much greater scale, using more sophisticated tools to evaluate their current status in relation to their short and long range goals and objectives. They also make predictions about how future events and circumstances will or may affect their financial stability. For more than a decade the City of Glendale’s Budget Office has prepared an annual Five-Year Forecast for the City Council. The Five-Year Forecast provides the contextual framework within which our City Council develops its annual and long-term goals and objectives and the leadership team prepares its annual operating budget. The Budget Office updates the forecast each year to adjust for changes in national and local economic conditions and trends, changes in Council priorities and policies, and other variables that might affect the city’s ability to provide needed services and maintain its financial integrity in future years. The Five-Year Forecast helps our elected officials and the city’s leadership team identify the direction in which the city is going and where the city will be in five years. The forecasting process is continuous. Fine-tuning adjustments are made each year as part of the annual goal-setting and budgeting process. Forecasting is one of the most powerful tools we have available to help us make the kinds of informed decisions that will ensure the city’s future vitality and economic stability. 76 City of Glendale Five-Year Forecast Long Range Forecasting Models In order to provide the most accurate and timely data, the Budget Office developed a computerized Long Range Forecasting Model for the General and Streets Fund. The model is updated and refined each year before the city’s annual budgeting process begins. In addition, the Budget Office has recently assumed the responsibility for the enterprise fund forecast and rate setting models. These models are used to calculate the probable financial effects of changing internal and external conditions on the city’s fund balances over a five-year period. The forecasting models have been successfully used to explore questions such as: • Can a new service or program that will increase our ongoing costs be added to the operating budget without jeopardizing basic service levels in future years? • What long-term costs are associated with changes in employee pay and benefit policies? • How will a particular national or local economic or policy change affect the city’s operating budget and fund balances? Forecasting models are also used to study the possible effects of various theoretical “what-if scenarios” on fund balances. An example of a currently unfolding what-if scenario is analyzed later in this report. A forecasting model is made up of three primary components: the “Revenue Module,” the “Cost Module,” and the “Fund Summary Module.” Whenever new data is entered into the Revenue and Cost Summary Modules, the modeling program generates updated fiscal projections in the Fund Summary. The enterprise fund models include many of the same components, but due to the nature of an enterprise fund to be more like a business unit, these models must incorporate all capital costs, debt service requirements, fixed asset information and customer data. A customized model is used for each enterprise fund – the Water and Sewer Fund, the Sanitation Fund and the Landfill Fund. These funds will be discussed following the General Fund section. 77 City of Glendale Five-Year Forecast FUND SUMMARY What-If Scenarios REVENUE MODULE COST MODULE Forecasting Assumptions Supply & Equipment Needs Base Budget Staffing Needs Almost any quantifiable circumstances that may affect city fund balances can be entered into the model to show their immediate and long-term financial consequences. The Fund Summary Module can project the overall fund balances for five years based on the results of the revenue and cost module analyses, within the parameters defined by the specific assumptions and limitations programmed into the model. HOW ARE COSTS AND REVENUES ESTIMATED? In order to achieve the most accurate and reasonable projections for anticipated revenues and costs, revenue and expense categories are analyzed using the most appropriate methodology for each category. Forecasters consider all applicable limitations and requirements in projecting each individual revenue and expense source. One or more of the following factors may play an important role in the development of revenue and expenditure forecasts. Legal or Mandated Requirements - Some revenue and expense categories are defined by specific legal requirements or restrictions. To site a few, the state statutes have restrictions on how the Primary Property Tax can be levied. For FY 2002, the tax rate is $0.3582 per $100 of assessed valuation, which is within the Truth and Taxation requirements. 78 City of Glendale Five-Year Forecast Department Staff Estimates - Each year Budget staff interviews senior management and department managers to identify future staffing needs, large capital projects or equipment costs, and new one-time or ongoing programs that they think will affect the operating budget over the next five years. The experience and expertise of department managers is also crucial for accurately projecting expected revenues from sources such as building permits and court fees. Statistical Analysis - Linear regression and other statistical methodologies are used to refine prediction results. For example, regression analysis showed that historical data on per capita disposable income is a reliable indicator for projecting city sales tax revenues. Causally Related Formulas - Specific city revenues and expenses are directly affected by demographic and economic factors such as population trends and inflation rates. For example, population growth is almost always accompanied by an increase in city sales tax revenue. However, demand for services and additional infrastructure improvements (i.e., expenses) will also rise. Balanced Budget Requirement - State law and city financial policies require that each annual city budget be a “balanced” budget. This means that within the forecast period there cannot be a year in which city expenditures exceed its unrestricted revenue resources. Furthermore, city policy requires the maintenance of a specific level of contingency funds for emergencies and unanticipated expenses. Major Forecasting Assumptions In order to develop a comprehensive Five-Year Forecast, assumptions must be made about a number of complex and often uncontrollable variables. These assumptions include, but are not limited to, the present and future condition of the economy, population growth rates, and changes in federal, state, and local policies that may affect municipal operations. In addition, the ongoing cost of prior commitments to provide services, such as the operating costs for the western area branch library and multigenerational center, must be considered. The quality and reliability of the long-range forecast are largely dependent upon the accuracy of the assumptions used in the forecast. The following is a description of the key assumptions employed in the forecasting model, and a brief explanation of how they were generated. 79 City of Glendale Five-Year Forecast INFLATION RATES Inflation has a major impact on all city revenues and expenditures. Salaries, equipment, supplies, and contracted services are all subject to inflationary pressures. Therefore, the cumulative effects of general inflation are considered in the forecasting process. Inflation rate and trend information from a number of reliable expert sources in the private and public sectors is reviewed each year. Because good historical data is available, and the Western Region Consumer Price Index for Urban Users (CPI-U) is adjusted for regional influences, the forecast model relies heavily on CPI-U inflation trend data. The CPI-U assesses consumer patterns by judging the cost of a theoretical “market basket” of goods using a specific base year and comparing it with future years. Since the CPI-U base year, the CPI-U cost index has risen more than 64 percent. In terms of real purchasing power, $105.30 in goods purchased in 1984, will cost approximately $177.23 in 2001. The following table shows the historical percentage increase in the CPI-U since 1984. CPI – Urban Users Western Region Year Index Percent Inc./(Dec.) 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 105.30 109.60 111.10 116.20 120.90 126.80 135.00 139.00 143.90 147.80 151.20 154.30 158.70 162.80 166.00 170.00 173.60 Base year 4.08% 1.37% 4.59% 4.04% 4.88% 6.47% 2.96% 3.53% 2.71% 2.30% 2.05% 2.85% 2.58% 1.97% 2.40% 2.12% 2001 est. 177.23 2.09% The general inflation rate has declined steadily from the extremely high levels of the mid-1980s, and now averages about 2.40 percent. The forecasting model estimates an inflation rate of about 2.40 percent this year, increasing to 2.70 percent by the fifth year. 80 City of Glendale Five-Year Forecast POPULATION CHANGES Although the population growth rate has slowed slightly, Glendale still remains one of the fastest growing cities in the nation. Our population has grown from 117,348 residents in 1984, to approximately 212,060 residents in 2001—an 81 percent increase. The following table shows the population growth and percentage increases from 1984 through 2001. The official population estimates, supplied to the city’s Planning Department by the Arizona Department of Economic Security, assume continued growth through the year 2006, based on national and local trend data. City of Glendale Population Estimates 1984-2005 Historical Projected % Change Year Population Population 1984 117,348 Vs. Prior Year 4.49% 1985 122,392 4.30% 1986 127,486 4.16% 1987 132,581 4.00% 1988 137,675 3.84% 1989 142,769 3.70% 1990 148,134 3.57% 1991 151,558 2.50% 1992 155,916 2.88% 1993 161,688 3.70% 1994 168,874 4.44% 1995* 182,615 8.14% 1996 186,500 2.13% 1997 191,612 2.74% 1998 198,389 3.54% 1999 205,235 3.45% 2000* 221,817 8.08% 2001 224,617 1.26% 2002 230,167 2003 240,717 2004 245,717 2005 250,717 2006 255,717 *Includes annexed areas. 81 City of Glendale Five-Year Forecast Sustained residential growth has placed an unrelenting burden on city operations. It is interesting to note that if the city were to remain at its present geographic size, it would reach full “build-out” by 2010 with a total population of about 270,000. According to Glendale’s Planning Department, growth beyond that level will depend upon future annexations. PROPERTY TAXES Arizona’s property tax levy system consists of two tiers. The Primary Property Tax has state-mandated maximum limits and can be used by a city for any lawful purpose. The Secondary Property Tax is an unlimited levy that can only be used to retire the principal and interest on the General Obligation bond debt. In FY 2000,2001, Glendale received approximately $14.9 million in property tax revenue. More than $3.2 million of that amount came from the Primary Property Tax levy. The combined property tax levy for Glendale residents for FY 00-01 will be $1.72 per $100 of assessed valuation, consisting of $0.3582 in Primary and $1.3618 in Secondary Property taxes. The Primary Property Tax Rate was reduced in each of the past five years. This year it was reduced an additional $.0218. EMPLOYEE SALARY ADJUSTMENTS The forecasting models are programmed to include an annual cost of living adjustment (COLA) for city employees. In accordance with city policy, the COLA is calculated using the annual CPI-U increase. If the inflation rate is three percent or less, the COLA will equal the inflation rate. If the rate is higher than three percent, the COLA will be calculated at three percent plus 75 percent of the remainder. Our model assumes a wage inflation factor of 2.40 percent in FY 01-02, increasing to an estimated 2.70 percent by FY 05-06. The Council’s FY 2001-02 goals included the second and final salary base adjustment of 2 percent for all employees in addition to the annual COLA. These adjustments were needed to bring the city’s compensation structure into greater parity with other Valley cities. The forecast model incorporates an annual four percent performance-based employee merit increase for eligible employees. The Human Resources Department estimates that 68 percent of the city’s authorized work force qualified in FY 2000-01. By FY 2006, the percentage of employees eligible for merit increases is expected to decline from 68 percent to about 65 percent. This will occur because the number of employees at the top of their salary range will increase and they will be ineligible for merit increases. 82 City of Glendale Five-Year Forecast IMPACT OF NEW PROGRAM ADDITIONS New programs that will result in ongoing operating costs will be added to the base budget in FY 01-02. Over the next five years, capital projects such as the western area library, a new public safety facility and the multigenerational center will raise the level of the ongoing operating budget for staff and maintenance. Increased annual funding for public safety, parks land acquisition, development and maintenance, contractual costs and right-of-way maintenance will all have long-range effects on future city fund balances. EFFECT OF THE CAPITAL IMPROVEMENT PLAN Estimated cost data for planned projects that will have long range implications for the city budget were entered into the forecasting model. The construction and expansion of water and wastewater treatment plants result in increased operating costs for electricity, equipment maintenance, chemicals and in some cases new staff. These costs have been estimated and included in the models to provide the most accurate forecast possible. EXTERNAL FACTORS AND POSSIBLE FUTURE EVENTS There are many external factors and events that might have a significant effect on the city’s operating revenues and fund balances if they were to occur. At present, Arizona’s economy appears to be experiencing a slight overall slowdown, although most experts predict that economic conditions will remain favorable in FY 01-02. The forecasting models and the city’s up-to-date computer technologies enable the Budget staff to give the City Council and its leadership team clear and precise “whatif” scenario results in simple, easy-to-understand, graphic formats almost instantaneously. The models are used throughout the Council goal-setting and budgeting processes to explore the potential effects of various factors and events that might have a positive or negative effect on the city’s financial stability and operating capacity. The Budget Office continuously monitors all revenue sources in order to fine-tune revenue projections. Revenues are projected annually to allow for planned expenditure adjustments. Budget Office analysts and Revenue Committee members base their forecast of the next year’s revenues on historical trends, inflation, and economic growth. The Five-Year Forecast uses these indicators, and a variety of other forecasting techniques, to arrive at the long-term estimate of revenues. These methods include: 83 City of Glendale Five-Year Forecast Econometric Models - These are used for projecting sales tax, property assessed values, and other revenue streams that are heavily influenced by outside factors. Variables considered in the model include inflationary increases, population changes, interest rates, and personal incomes. Formula-Based Models - A number of projections are calculated by applying simple formulas. For example, once property assessed value is projected, property tax revenue can be calculated by applying formulas for legislated levy limits and Councilestablished tax rates. Expert Judgment - In some cases, model forecast results need to be modified or finetuned based on the knowledge and experience of the Budget Office staff, the leadership team, department heads, and outside experts. GENERAL FUND FORECAST The following summary graph provides the history and projections for all General and Street Fund revenues. Over the past decade there has been steady growth in major revenue categories. Revenues are expected to continue increasing through FY 200506. By FY 2005-06, General and Street Fund revenues are estimated to reach $149,405,997, a 35 percent increase over FY 1999-2000 revenues. General & Streets Funds Summary of Major Revenue $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 1986 Sales 1988 State Shared 1990 Property 1992 1994 HURF 1996 1998 Fee & Charge 2000 2002 Franchise 2004 2006 All Other This graph also shows the relative importance of city sales tax in comparison to our overall revenue base. State-shared income accounts for a considerable portion of our yearly revenue. The Primary Property Tax (3.1 percent of revenues) and fee and charge revenues (3.5 percent) are relatively low contributors to the General Fund. 84 City of Glendale Five-Year Forecast The model has been adjusted for recent changes in the shared revenue resource allocation formula but assumes that there will be no major changes in either the sources or mix of fund revenues during the forecast period. Sales Tax - City sales tax receipts are highly volatile and difficult to predict due in large part to wide fluctuations in the local real estate market and retail sales. The city’s conservative sales tax stabilization policy requires staff to budget annual sales tax revenues based on the actual amount received from the most recent 12-month period. This means that Year One of each new five-year forecast assumes no growth in city sales tax revenue over the prior year. This policy provides a cushion for years in which sales tax growth is less than projected. General Fund Sales Tax Revenue Summary In Thousands ($000) 60,000 50,000 40,000 30,000 20,000 10,000 0 1986 1988 1990 1992 1994 1996 Actual 1998 2000 2002 2004 2006 Projected City sales tax for the following four years is projected using a combination of econometric modeling and formula calculations. The Budget Office obtains its initial projection from a linear regression model, using the State Disposable Personal Income as a primary variable. The resulting figures are modified to account for other key variables. For example, since increased employment is usually accompanied by a rise in purchasing volume and increased sales tax revenue, Maricopa County’s five-year employment growth estimate is incorporated into the city’s sales tax forecasting model. The city expects to continue to rely heavily on sales tax collections through FY 200506, as shown in the graph. In FY 1993-94, the City Council authorized a 0.2 percent sales tax increase. This caused the dramatic jump in sales tax receipts shown for that year. The sales tax growth rate has been slowing, particularly when compared to the 85 City of Glendale Five-Year Forecast peak years of 1994 through 1996. This slowdown is primarily due to the normal ebb and flow of the business cycle. Budget staff expects the recent trend of declining growth rates will continue for several years. The forecast for each state revenue source is developed separately. State income tax projections are based on a trend forecast. Forecasts done by Arizona economists, who use future state personal income growth as a key variable, are also considered in the development of our projections. State sales tax estimates are based on a model similar to the city sales tax forecast. The forecast model assumes that the Motor Vehicle In-Lieu Tax will increase at its historic rate. If we assume that state-shared revenue allocation formulas remain unchanged over the next five years, city revenues from that source should continue to increase at a moderate pace. State-shared revenues will account for 45.3 percent of the total General Fund revenue by FY 2005-06. State Shared Revenue Summary In Thousands ($000) 60,000 50,000 40,000 30,000 20,000 10,000 0 1986 1988 1990 1992 1994 Actual 1996 1998 2000 2002 2004 2006 Projected In addition to making a significant monetary contribution to Glendale’s General Fund, shared revenue helps to stabilize our general revenue flow and lessens the negative effect of volatile revenue streams on our operating budget. Growth in the statewide economy is much more predictable than Glendale’s tax base. Since the state distributes shared revenue on a per capita basis, it is also fairly responsive to service demands. Property Tax - Property tax revenue is also difficult to predict because of the number and types of variables that affect this revenue source. The primary driving force in forecasting property tax revenue is the assessed valuation of residential property on 86 City of Glendale Five-Year Forecast which the property tax is based. The city’s property tax formula must take into consideration the assessed valuation of existing and new properties, and future additions and reductions to the property base. The Budget Office collected and analyzed approximately ten years of property tax data to arrive at reasonable assumptions about long-range trends in assessed valuation. The projected per capita residential value was multiplied by the anticipated city population to arrive at a total residential value estimate. Assessed Valuation 10 Year Trend In Thousands ($000) 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 1992 1994 1996 1998 Actual 2000 2002 2004 2006 Projected The results of this analysis suggest a steady increase in primary property tax revenues. The rate of growth in property tax revenues is expected increase at a steady pace through FY2005-06. Community Development Fees and Charges - A variety of city fees and charges related to development such as building permits, right-of-way permits, and plan review fees are combined in this category. The Budget Office calculated the projected revenues for each of these fees separately. A significant portion of fee revenue is associated with new construction activities. The mild slowdown we are experiencing in construction may result in a small decline in total fee collections. However, the model projection indicates that fee and charge revenues will increase slightly from $3.5 million this year to $3.8 million in FY 200102. However, with the expected slowing of the economic business cycle, revenues are projected to decrease slightly by 2006. 87 City of Glendale Five-Year Forecast The long-range forecast for building activity indicates a continuation of the slightly decelerating rate in residential growth over the next few years. Infill projects are becoming more common and large master-planned subdivision growth will slow as the city nears its build-out limits. By FY 2005-06, the fees and charges category is expected to account for about two percent of General Fund revenues. General Fund Community Development Fees In Thousands ($000) 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 1986 1988 1990 1992 1994 1996 Actual 1998 2000 2002 2004 2006 Projected Transfers In - Departments whose operations are paid for from the General Fund, such as accounting and human resources, provide services to the city’s Water and Sewer, Sanitation, and Landfill Enterprise Funds. Each Enterprise Fund is required to pay its share of the cost for these services referred to as indirect service charges. The amounts due from each fund to the General Fund are transferred from each fund into the General Fund and classified as Transfers In for budgetary purposes. Transfers In to the General Fund account for a portion of available resources. Therefore, indirect service charge projections, which are based on past experience and consultation with departmental staff, are calculated annually and entered into the forecast model. General and Streets Fund Cost Forecast Findings and Issues The identification of issues and concerns that will affect the overall cost of providing the high quality and level of services that our citizens have come to expect is a critical part of the forecasting process. Throughout this report, the cost of residential and commercial growth and the aging of our city’s infrastructure have been emphasized as major factors that warrant careful consideration during the forecasting process. 88 City of Glendale Five-Year Forecast New residential and commercial development and the maintenance of existing infrastructure will continue to challenge our ability to expand, sustain, and improve existing levels of service in future years. For example, Glendale’s existing roadway system requires over $7.0 million annually for maintenance and repairs. In the past few years, our roadway system has increased by more than ten percent and will continue to grow due to continuing residential and commercial development. The addition of new roads, which include right-of-way landscaping, will necessitate increased ongoing maintenance expenses. The need for additional neighborhood-based public safety services, new and safer streets and neighborhoods, more parks and open green spaces, and positive public involvement in the maintenance of livable neighborhoods are likely to increase in predictable proportion to population growth. As part of the forecasting process, the city’s leadership team and department managers were asked to anticipate these needs over the next five years. A brief summary of the results of these discussions appears below. PUBLIC SAFETY Proposition 200, the public safety initiative approved by voters in FY 1993-94, created a special Public Safety Fund to supplement the General Fund for new public safety personnel. One-third of the proceeds from the 0.1-cent city sales tax levied for the fund is designated for hiring new firefighters; two-thirds is allocated for hiring new police officers. Fire Department - The Fire Department is responsible for fire prevention, control and extinguishment; emergency medical services; and hazardous materials incident mitigation. Eighteen additional firefighters are funded with Proposition 200 dollars. Construction is planned to begin on a new public safety facility in western Glendale in FY 2001-02, which will provide services to the rapidly developing western region. Two additional facilities are scheduled for FY 2003-04. Approximately 21 additional firefighters and specialized fire department vehicles will be needed for the new station in FY 2001-02 and approximately 30 firefighters and specialized fire vehicles will be needed for FY 2003-04. Police Department - The Police Department is responsible for law enforcement, crime prevention, and ensuring the safety of citizens, local businesses, and visitors. The department has taken a leadership role in the Valley by developing local neighborhood-based satellites staffed with personnel trained in the philosophy and practices of community-oriented policing. Last year the department embarked on an 89 City of Glendale Five-Year Forecast innovative School Safety Partnership Program with several Glendale school districts to share the cost of placing full-time school resource officers on school campuses throughout the city. Thirty-three police positions are funded through Proposition 200. The department projects that twelve additional officers and four non-sworn support positions must be added annually just to keep pace with anticipated population growth through FY 2006. In addition, the department must plan for the assumption of full financial responsibility for police officers currently funded by federal grants and for staff, vehicles, and equipment needed when the new western area public safety building opens. PUBLIC WORKS The General and Street Fund component of the Public Works Group includes Field Operations, Facilities Management, and Street Maintenance. Additional operating capital and personnel will be necessary as the city’s infrastructure and facilities demands grow in response to population growth. Field Operations/Facilities Management - In FY 2001, Facilities Management was responsible for maintaining over one million square feet of building space, 50 park buildings, and other city-owned or operated facilities. More recently, Facilities Management also assumed responsibility for several new facilities, including the Foothills Library, the Downtown Civic Center, and the Sine Hardware City Annex and the recycling facility. This year construction will begin on several additional facilities that will further expand the department’s facilities management responsibilities. The new warehouse/shop facility is scheduled to begin construction in FY 2001-02. Facility management ongoing costs will include utilities and security for these buildings and other facility renovations planned for FY 2001-02. One additional maintenance worker and two custodians will be needed by FY 2003-04. Street Maintenance – Two equipment operators and four service workers will be required between FY 2002 and FY 2004. Additional overlay alley resurfacing and utilities funds need to be added to the annual budget for the next four to five years. Both the Street Maintenance and the Right-of-Way divisions will need equipment funds to purchase several new sweepers, maintenance vehicles, and a Versalift. COMMUNITY DEVELOPMENT This group includes Engineering, Transportation (Traffic Engineering), Building Safety and Planning. These departments help guide the overall growth and development of the city and its infrastructure. They are primary collaborators in the process of upgrading and updating the city’s Geographic Information System (GIS). 90 City of Glendale Five-Year Forecast Engineering - The Engineering Department is responsible for providing design, survey, construction inspection, and materials testing services for all public works projects constructed in the city. Over the last five years, a growing amount of staff time has been needed to manage smaller engineering projects. The number of capital improvement projects has increased dramatically. The number and size of contracts for testing services are also expected to increase. These trends are expected to continue during the next forecast period. The need for 18 new positions in the Engineering Department is anticipated in the next four years. These positions include pipeline inspectors, engineering technicians, construction technicians, a landscape inspector, an architect, a property agent; and an office assistant to keep pace with service demands. The department will be improving its GIS capacity, and updating maps, aerial photographs and the graphics programs essential to the operation of engineering and many other departments. Transportation (Traffic Engineering) - This department is responsible for ensuring that Glendale has and can maintain a safe, efficient, and cost-effective transportation system throughout the city. The department handles traffic engineering projects, traffic signal and street signage programs, roadway striping, and the city’s expanding urban shuttle system. As the population continues to grow, expanding the city’s transportation and traffic management programs will become more crucial. In the next five years, the department anticipates the need for at least thirteen new permanent positions including traffic engineers, a transportation planner, three traffic signal technicians to continue the accelerated signalization program, a senior management assistant and the transition of transit operators to permanent staff. Contractual funds are needed for fiber optic maintenance, for transportation management system consultations and for the refurbishing of transit buses. Building Safety - This department ensures that construction within the city complies with all established building codes. It also operates the Cross-Connection Control Program and the Development Services Center. Over the next five years this department will need a cross-connection control specialist as well as technology funds for the automated computer program used to track plan reviews, streamline the permit process, and allow each department to quickly enter approvals, rejections, and comments. Planning - This department is a planning resource for the Council and development community and performs the planning and zoning services needed to guide the growth and development of the city. A large number of special planning studies and service requests are completed for other city departments, boards and commissions, and the Council. 91 City of Glendale Five-Year Forecast The number of development applications is expected to continue growing. Although the department currently meets its review schedules in a reasonably timely manner, additional staff will be required to respond to future demands for service and requests to accelerate the response time on special projects. The department needs additional planners, a graphics specialist, a GIS specialist and additional support staff. COMMUNITY SERVICES The Community Services Group consists of Neighborhood Services, Community Partnerships, Parks and Recreation, Library Services, and the City Council Office. Neighborhood Services – Neighborhood Services includes the Code Compliance Division which is responsible for ensuring that zoning, housing and health and safety city codes are met. Neighborhood Revitalization administers the city’s federal Community Development Block Grant and HOME Investment Partnership programs to improve the quality, availability and diversity of Glendale’s housing stock. The Community Housing Services Division provides rent subsidies and housing for lower income residents through various city and federally funded programs. These divisions’ staffing needs will continue to grow over the next five years in direct response to population growth, residential housing development and rehabilitation activities, and changing economic conditions. Community Partnership – This department’s mission is best expressed by its motto “ You don’t have to move to live in better neighborhood”. The department was organized in FY 2000-01 to facilitate and maximize opportunities for the city, neighborhood residents, schools, service organizations, businesses and other stakeholders to work together to improve the quality of life of Glendale residents in neighborhoods throughout the city. The Neighborhood Partnership Division has provided older neighborhoods with over $5 million in grants for infrastructure improvements and beautification projects. The Community Volunteer Program is responsible for identifying, coordinating and planning all city co-sponsored community volunteer projects. Management Assistant positions have been identified for FY 2003 and FY 2006. Parks and Recreation - The Parks and Recreation Department provides parks and recreational facilities and programs to meet the social, physical and mental health needs of the community. The city’s Long Range Park Plan requires park acreage to increase in direct proportion to population growth. The plan was recently updated and citizens had the opportunity to identify in need of recreational facility development and improvement. Several community parks, the completion of the Skunk Creek and Grand Canal Linear Park and Trails Systems, and planning for the New River Trail System are scheduled over the next five years. These facilities will provide many new acres of parks, 92 City of Glendale Five-Year Forecast greenscaping, and connecting trails throughout Glendale that will require maintenance and utilities. Additional equipment and greenscape maintenance contracts will be needed to meet the growing demand for parks and trails maintenance. New ball fields and rehabilitation of existing facilities, including pools and recreational equipment, are included in this forecast period. Recreation programs make creative use of volunteers and part-time staff, but they will require additional staff over the next five years. For example, each new community recreation facility requires approximately eight to ten new employees per facility. Aquatic staff will be needed for the new north pool and additional staff will be needed when the planned north recreation center opens. During the next five years at least two new park rangers, accompanied by an expanded police presence, will be needed to help ensure the safety of citizens in all of the city’s recreational facilities. Additional staff may also be needed to oversee the operation and expansion of Sahuaro Ranch Park and Manistee Serenity Park, as well as other active and passive park locations. Library Services - Library services are available to citizens at the Main Library and two branch facilities. Velma Teague in historic Murphy Park continues to offer a full range of library services to downtown area residents. In FY 1999, the new Foothills facility opened in northern Glendale. The department is already preparing for the planned western area library facility in FY 2005. A library manager and 25 employees will be needed in FY 2005 for the west branch library. This facility will add an additional $1,800,000 to the department’s operating budget during the forecast period. City Council Office - City Council members actively encourage public participation in developing city policies and priorities. They attend neighborhood meetings throughout the city, attend and speak at many public events, and respond personally to many citizen requests for assistance. Council Office staff supports and facilitates the activities of the council members. An additional Council Assistant and a secretary position will be required in FY 2002. The cost of keeping the public informed increases as the population grows, and later in the forecast period the City Council Office will request additional funds to update district profiles as well as funding for two additional council positions. HUMAN RESOURCES Human Resources provides personnel policy development, administration support and technical assistance in personnel matters including employee selection, placement and development, employment benefits, and job classification studies for every city 93 City of Glendale Five-Year Forecast department. A growing and changing employee base, and the need to address pay and classification issues in our changing labor environment will require additional staff to ensure sufficient support for all city departments. The department is in the process of automating several functions that were previously performed manually and expanding its use of innovative techniques to attract highly qualified employees into city government. Recruitment procedures will be improved by placing employment applications on-line by FY 2002 and making greater use of web technologies. In addition, the department will make human resources information more readily available to city departments via the Intranet. A consultant was retained to review and revise the city’s classification and compensation systems and benefit programs to ensure that we remain competitive in our changing marketplace. Funding has been allocated to begin the implementation of several study recommendations. Space needs will be addressed by remodeling existing offices. In the next five years, the department anticipates the need for 14 new positions to keep pace with service demands. The Human Resources Department will continue its efforts to develop internal programs, such as the on-site college degree and job enrichment programs. ECONOMIC DEVELOPMENT This department is responsible for attracting new businesses into the community and retaining existing businesses. The redevelopment section assists businesses in older neighborhoods. One of the department’s most successful business partnership programs has been the grant program for the rehabilitation of smaller shopping centers and strip malls. The completion of the City Center Master Plan will be a major focus for Economic Development staff during the coming year. This department will face substantial challenges as the city center area continues to grow and age, and development accelerates in western Glendale. The department will need to add a long-range strategic development professional and several GIS specialists and automate its development review system. ADMINISTRATIVE SERVICES The Administrative Services Group consists of Finance, Information Systems, Marketing/Communications, and Management and Budget. Finance - The Finance Department is responsible for providing accurate financial information and analysis to all city departments. It is comprised of three divisions: Finance Administration, Accounting, and the Billing Services/Sales Tax Center. 94 City of Glendale Five-Year Forecast Over the next few years, the Finance Department will need about twenty-two additional employees. These positions include accounting and customer service specialists; additional billing, compliance and collection specialists; a regulatory licensing analyst; a senior tax auditor and a deputy controller. All of these positions will require additional secretarial support staff, upgraded computer equipment and more office space. Information Systems - Information Systems provides central computer systems management and support services, manages the local area networks, and handles the telephone and data communications systems. The department also plays a key role in developing and maintaining the financial and human resources information systems. The department is continuing to implement the Council’s goal of upgrading the city’s information networks and capacity. Keeping pace with changes in the field of technology presents an ongoing challenge. As the number of city employees and city office locations grow, the department will need to expand by adding PC support specialists, systems analysts and network engineers, and web analysts. Marketing and Communications - This department oversees the city’s external communications with the public, including media relations, the city web page, cable television and special events programming, civic center operations, and the tourism program. The department’s workload will continue to increase in response to expanding community activities, requests from other departments for assistance, and the Council’s emphasis on tourism promotion and economic development-related activities. The tourism program has experienced major growth during the past year including the opening of its downtown Tourism Center and a northern area satellite site. Civic Center and special event activities are also expected to expand significantly during the forecast period. Additional staff, including an event coordinator and operations person, will need to be hired as Civic Center operations grow. Visitor center services are expected to continue to expand over the coming year. Additional staff will be needed in the tourism, web site support and graphics areas. Each year additional funding will be needed for the city’s television and print media campaigns. Management and Budget - The Management and Budget Office provides budget preparation, analyses, monitoring, and technical support for Council, the leadership team, and department managers. The department also includes materials management, the warehouse, grants administration, and risk management services. No new staff additions or unusual budgetary requirements are anticipated unless the department is required to assume new functional responsibilities. 95 City of Glendale Five-Year Forecast APPOINTED OFFICIALS GROUP The Mayor’s Office and departments with Council-appointed managers, including the City Court, the City Clerk’s Office and the City Attorney’s Office, are in the Appointed Officials Group. Mayor’s Office - The Mayor’s Office provides administrative support to the Mayor. The Mayor actively encourages public participation in developing city policies and priorities. The Mayor conducts neighborhood meetings throughout the city, attends many public events, and responds personally to many citizen requests for assistance. No significant increases in the Mayor’s budget are anticipated in the coming year. However, costs for keeping the public informed will increase along with the population. The Mayor’s Office will be requesting additional funds to purchase office equipment in the next 5 years. City Court - The City Court handles criminal misdemeanors and various juvenile and civil offenses committed in the City of Glendale. The increase in the number of police officers directly affects the court’s caseload, as does increased population. Therefore, the court will need additional staff in each of the next five years. Anticipated positions include a court supervisor, eleven court information clerks, a senior secretary, a systems analyst and a domestic violence/victim liaison. The court will also contract for a programmer and pro tem and public defender services. The current building is being used at full capacity. Design work for additional space is planned for FY 2003 through FY 2005. City Clerk - This office handles all requests from the public for city documents, maintains and preserves city documents and records, manages the election and public notice processes, and offers citizens passport application assistance. As the population increases, the department anticipates the need for an additional secretary and an office assistant. The citywide implementation of the optical scanning program will continue, and a significant investment will be needed to move forward on the election automation process and to continue making information, such as the city code, more readily available to citizens. City Attorney - This department is responsible for representing the city in legal actions, providing consultation to the City Council and city management on legal matters, and drafting and reviewing legal documents. Two additional assistant city attorneys, a legal assistant and two additional secretarial positions are needed during the forecast period. In the City Prosecutors area, two assistant city prosecutors, a legal assistant and two secretarial positions will be required. Equipment and office furnishings will also be needed for each new employee. 96 City of Glendale Five-Year Forecast CITY MANAGER'S GROUP City Manager - The Manager’s Office is responsible for the implementation of Council goals and objectives, and the day-to-day administration of city services. The Manager’s Office oversees the Community Action Program (CAP), Intergovernmental Relations, and the City Auditor’s Office. Areas within this group will require additional operating funds as a result of population and program growth. Additional staff may also be necessary to handle the increased workload toward the end of the forecast period. City Auditor - The Auditor’s Office conducts financial and operational audits of city programs. Its Five-Year Internal Audit Plan identified the need for one additional auditor in each of the next five years. Furniture, equipment, and supplies for these additions will also be needed. Intergovernmental Relations - Intergovernmental Relations staff is responsible for maintaining ongoing working relationships and communications with federal, regional, and state government entities. They help achieve the city’s political objectives and ensure that city officials are kept informed about issues that may affect the city. Transfers Out - A significant amount of money is transferred out of the General Fund to other funds to help finance their operations. The Airport, Transit, and Housing Departments all receive General Fund appropriations. The Municipal Property Corporation debt is also funded from the General Fund. The Budget Office generates projections for transfers out based on historical data and staff assessments. In FY 2001-02, about $10.6 million will be transferred out of the General Fund. 97 City of Glendale Five-Year Forecast General and Streets Fund Forecast Summary and Observations NET REVENUES AND EXPENSES The final step in completing the Five-Year Forecast updating process is to compare the net effects of the projected revenues and expenses on the General and Street Fund balances. A summary of the projections is contained at the end of this Five-Year Forecast. FUND BALANCE OUTCOME ALTERNATIVES City fund balance projections can be significantly altered by changes in the model assumptions, national, state or local policy changes, outside events, economic conditions, and Council decisions. The Budget staff has generated the following outcome alternatives to help illustrate the effects of changing variables on our fund balances. Outcome Alternative #1 - This outcome is the alternative Budget staff projects as the most likely to occur based on our Five-Year Forecast estimates. In this five-year scenario, the Budget Office included the following assumptions. • Annual budgets will be balanced as required by state law and city policy. • A relatively stable inflation rate of 2.40 percent to 2.70 percent. • Not including grant funded positions, a recommended maximum of 30 to 55 new positions per year allocated in the following way. Recommended New Positions Forecast FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 All Other Fire Police Police Grants 26.25 21 8 16 15 0 12 0 7 30 12 0 32 0 12 0 7 0 12 0 Total 71.25 27.00 49.00 44.00 19.00 98 City of Glendale Five-Year Forecast • Funding for the Council objectives listed below: ♦ West area branch library completion and operating costs. ♦ Specified improvements to neighborhood and business districts. ♦ Maintenance of existing service levels and programs. ♦ A cost of living increase, and a four percent merit-based increase for all qualified personnel according to current financial policies. The Budget Office staff forecast indicates that the ending balance for all five years studied is within approximately one percent, plus or minus, of total revenues. Such a limited range suggests that the city operating budget might support minimal additions of other Council objectives without jeopardizing the General Fund balance. Outcome Alternative #2 - This alternative illustrates a scenario that would result in a large positive fund balance if the Council implemented the following policies during the forecast period: • Revenue rate increases or additional revenue sources. • No staffing or service increases over the next five years. If the current favorable economic conditions persist through the forecast period, fund surpluses might reach as much as $11.1 million in this outcome alternative. Outcome Alternative #3 - As mentioned earlier, a number of events might occur that could negatively affect our future financial condition. This alternative illustrates a scenario that would result in reduced revenue and a fund balance shortfall if the following events occurred. • A greater-than-predicted increase in the rate of inflation. • Lower-than-projected employment growth, or a decline in employment due to the loss of a key employer. The unlikely, but possible, combination of all of these negative factors could result in a shortfall of approximately $8.2 million by Fiscal Year 2006. The following graph shows the General Fund and Streets Fund Five-Year Forecast projections for each of the two outcome alternatives. 99 City of Glendale Five-Year Forecast $15,000,000 Outcome Alternatives Projected Annual Surplus/Deficit $10,000,000 $5,000,000 $0 ($5,000,000) ($10,000,000) ($15,000,000) 2002 2003 2004 Predicted Positive 2005 2006 Negative It is important to note that excess fund balances in any given year may be used to fund one-time costs without having a significant effect on future years. However, the decision to use a remaining fund balance to initiate a program that entails ongoing funds will alter the long-range forecast and have a lasting impact on the capacity of the city to maintain projected levels of services in a balanced budget environment. 100 City of Glendale Five-Year Forecast CITY OF GLENDALE CONCLUSION Long range forecasting and modeling are powerful management and decision-making tools. A key objective in long range forecasting is to estimate the future consequences of past and present decisions. The Five-Year Forecast process reminds us to lift our eyes from the road directly ahead, cast a glance in the rear-view mirror to see where we have been, and take a look through the windshield into the future to assess where we are going. The current Five-Year Forecast indicates that if we continue to exercise discretion and restraint in expanding existing programs and developing new programs, continue to practice prudent management, and remain conservative in our financial and strategic planning, we can: • Accomplish all of the goals and objectives set by our City Council in this budget year; • Maintain our quality of service commitments to Glendale residents in future years; • Ensure the city’s capacity to meet its future growth and infrastructure needs even after the current economic boom has peaked; and • Balance our annual budgets while retaining adequate contingency reserves. In order to go significantly beyond the commitments modeled in the most probable outcome scenario (Outcome Alternative #1) of the Five-Year Forecast, the city would have to increase its revenue base through new revenue sources or better-thananticipated economic performance, or decrease its operating expenses by reducing or curtailing basic city services. 101 City of Glendale Five-Year Forecast SUMMARY OF REVENUES AND EXPENDITURES FY 2002 Beginning Balance Revenues Transfers In FY 2003 $2,112,465 FY 2004 $0 FY 2005 $477,560 ($1,521,359) FY 2006 ($543,805) $120,835,000 $128,632,875 $135,153,413 $142,564,520 $149,405,997 $6,618,000 $6,776,832 $6,946,253 $7,126,855 $7,319,280 Total Inputs $127,453,000 $135,409,707 $142,099,666 $149,691,376 $156,725,278 Base Budget Costs $111,834,139 $115,852,443 $120,484,054 $125,713,698 $131,314,075 New Staffing Costs $3,157,049 $5,086,323 $8,648,119 $11,420,043 $12,845,058 New Supplies/Equipmt $4,009,145 $2,790,653 $2,433,150 $2,754,159 $1,931,831 What-If Scenario $0 $650,000 $650,000 $650,000 $650,000 Transfers Out $10,565,132 $10,552,727 $11,405,702 $9,697,280 $9,455,580 Total Outputs $129,565,465 $134,932,147 $143,621,025 $150,235,181 $156,196,544 Year-end Balance $0 $477,560 ($1,521,359) 102 ($543,805) $528,734 City of Glendale Strategic Financial Plan STRATEGIC FINANCIAL PLAN INTRODUCTION The purpose of Glendale’s Strategic Financial Plan is to identify financial mechanisms that can be used to respond to fluctuations in city revenues in ways that least affect the level and quality of essential services the city provides its residents. The Plan includes long-term strategies for dealing with reasonably predictable revenue and expense fluctuations and shorter-term strategies that are more effective in addressing unusual, unpredictable or timelimited budgetary issues as they arise. This dualistic long-term/short-term approach enables us to make the best use of current resources while we prepare for leaner times during periods of prosperity. It maximizes our flexibility in responding to changes in our financial environment without having to curtail or eliminate essential services when such changes occur. WHY DOES THE CITY OF GLENDALE NEED A STRATEGIC FINANCIAL PLAN? Most people have given some thought to how they might continue to meet their essential needs if their income or expenses were to change significantly. The financial strategies that will work best in each case are dependent upon a variety of situational factors. The following examples illustrate long- and short-term financial strategies that individuals might select to ensure their financial stability. • Long-term, income stabilization strategies: ♦ A construction worker sets aside a portion of his or her monthly income in a savings account when construction jobs are plentiful to augment income in the leaner months when construction slows. ♦ An individual contributes regularly to a pension plan to help maintain his or her current standard of living after retirement. • Short-term adjustments to time-limited income changes: ♦ An employee, who has been laid off and has good prospects for re-employment, applies for unemployment insurance and postpones a planned purchase of a new car. 103 City of Glendale Strategic Financial Plan ♦ A first-time homebuyer becomes a do-it-yourself expert to save on repair and maintenance costs until available income catches up to monthly housing expenses. • Permanent restructuring of imbalances between available income and expenses: ♦ A person on a fixed income, such as Social Security, moves to a smaller home with lower mortgage payments and selects an equal monthly utility payment plan to eliminate seasonal fluctuations in utility costs. ♦ New parents decide to permanently downsize their lifestyles so that one parent can stay at home with their children and they can start a college fund. While a construction worker’s family income may rise or fall based on seasonal employment fluctuations and longer-term changes in the economy, its fixed expenses, such mortgage and car payments, remain the same. As the family grows, expenses such as food and clothing will also increase without regard to income. When differences in size and complexity are set aside, Glendale’s revenue and expense situation closely resembles that of a person with a growing family in an economy-dependent occupation such as construction or sales. The city’s primary revenue sources, which are state-shared revenues and sales taxes, are subject to wide variations due to changes in the economic and political environment. Population growth is always accompanied by increased demands for services that translate directly into increases in the city’s ongoing operating expenses. The amount of new revenue generated by new residents through sales and property taxes, etc., is not necessarily sufficient to meet the total cost of service expansion, especially if this growth occurs while the state and local economies are cycling downward. Glendale’s revenue resources fluctuate with changing times, but its expenses are always rising in response to population growth. Therefore, the City of Glendale engages in a similar process of financial alternative planning for changes in its revenues and expenses in order to avoid curtailing basic services or delaying needed infrastructure improvements. Population Growth Growth is often a double-edged sword. Without a growing population to fuel and maintain a healthy local economy, Glendale would not have the financial resources it needs to continue improving and expanding the services and amenities its residents enjoy. However, rapid and prolonged population growth also places a great deal of stress on existing resources making it difficult for the city to maintain current levels of services, repair and replace existing infrastructure as it ages, and finance future growth-related needs. The city employs a variety of financing strategies and mechanisms to equitably apportion the cost of growth among various sectors of the community and current and future residents. These strategies, including bond financing, development impact fee assessments, and the 104 City of Glendale Strategic Financial Plan creation of improvement districts are described in detail in the Ten-Year Capital Improvement Plan. When complex projects, such as library or fire station construction, require a long-term commitment of resources, the city prefers to use conservative population estimates in its planning process to ensure that the revenues needed to operate the facility or services will be there when the project is completed. The city has a number of short-term rapid impact strategies it can employ when unusual or unanticipated growth occurs in any area of the city and service or infrastructure development in the area must be accelerated. Operating Revenue Considerations A city’s ability to generate revenue or create new revenue sources is limited by social and economic conditions, state statute, City Council policy, and public sentiment. Municipal tax rates and bonding (borrowing) capacity are also limited by state law and require citizen support and/or voter approval. Revenues generated from special funds, such as the Highway User Revenue Fund; water, sewer and sanitation user fees; and development fees must be used only for legally specified purposes. Therefore, most of the city’s operating costs are paid for from General Fund revenues. Over 80 percent of Glendale’s General Fund revenues come from state-shared revenues and sales taxes. Many city departments must rely exclusively on General Fund revenues to finance their operating costs, while others receive at least some financial support from the General Fund. General Fund Revenue Sources Property Tax 3% StateShared 44% Sales Tax 40% Misc. 4% Fees/ Charges 4% 105 Franchise Fees 3% City of Glendale Strategic Financial Plan As stated earlier, state-shared revenue and local sales taxes are highly volatile and unpredictable because they are very sensitive to changes in national, regional and local economic conditions. When the state and local economies are healthy, state-shared and local sales tax revenues normally rise. When the economy enters its inevitable downward cycle, these revenue sources decline. Any state legislature decisions to reduce the percentage of income tax revenue it shares with Arizona cities will directly and adversely affect the revenue levels of the city's revenues. The demand for essential city services, capital improvements and infrastructure maintenance and expansion steadily increases as a direct result of population growth and the normal aging of city facilities. Other, more stable sources of city revenue, such as property taxes, are also subject to external factors. For example, the total revenue actually generated from property taxes is as dependent on the county’s determination of the assessed valuation and the actual tax base growth rate as it is on the rate approved by the City Council. General Fund Assessed Valuation Summary (In Thousands) $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 1989 1991 1993 1995 1997 1999 2001 2003 2005 Actual 106 Predicted City of Glendale Strategic Financial Plan Capital Expense Considerations Under virtually any population growth scenario, existing revenue generating sources, such as sales and property taxes and traditional bond financing for capital projects, would be hard pressed to keep up with the normal demand for streets, storm sewers, fire stations and other facilities. Large capital improvement projects take many years to plan, finance and complete. Funding for these projects will be needed long before the number of residents moving into the area will support the facility construction costs. It might be several more years before population growth is sufficient to generate the revenue needed for ongoing operating expenses. This is a particularly critical issue if the actual growth rate is significantly slower than predicted. Developing and Implementing the Strategic Financial Plan If a prolonged economic downturn occurred, and annual revenues could not support the cost of essential services and infrastructure development, the city’s options might include: • Increasing revenues from existing sources such as sales and property taxes or creating new taxing sources; • Delaying future growth-related infrastructure development; • Reducing operating expenses by cutting back on essential services such as public safety and sanitation, and capital projects such as city parks and water treatment plants. The purpose of Glendale’s Strategic Financial Plan is to reduce the likelihood of the city having to resort to the above alternatives, except in the most extreme circumstances. The Plan describes methods the city can use to minimize revenue fluctuations, stabilize expenses and create financial shock absorbers so that the city’s ability to provide essential services is not jeopardized by changing economic conditions. The Plan also includes short-term financial strategies that are useful in responding to unanticipated budgetary needs of short duration such as single-year revenue and expense anomalies, funding special capital projects such as the Downtown Civic Center or unexpected population growth spurts. Ranges of Outcomes, Not Absolute Predictions While developing the city's strategic financial plan, it is important to keep the following caveats in mind. • It is almost impossible to pinpoint the service demand too far into the future; 107 City of Glendale Strategic Financial Plan • The reliability of all predictions will decrease in direct proportion to the increase in the length of the time period involved; • It is not prudent to make predictions using only a single variable, such as population growth, when other factors, such as economic conditions, play an important role in future events; and • It is important to design short- and long-term strategies that are flexible enough to meet a broad range of possible outcomes. The City of Glendale has incorporated these principles into its strategic planning and economic forecasting processes. Financial Strategies Simulation Model A computer simulation model is used to analyze the potential impact of individual and multiple variables on Glendale’s future financial stability. The chart on the following page helps to illustrate the variations in possible financial outcomes that the simulation model produces for projected net revenues when good, fair, and poor economic condition data are used. Model simulations can also be done using high, moderate, and low population growth scenarios. The model is also used to evaluate the relative benefits and shortcomings of various long- and short-term financial strategies considered for inclusion in the Plan. The model is designed to take into consideration the fact that revenues fluctuate in ways that are not related to demand for service or service costs. A broad range of possible outcomes can be assessed by manipulating the data entered into the model. 108 City of Glendale Strategic Financial Plan $15,000,000 Outcome Alternatives Projected Annual Surplus/Deficit $10,000,000 $5,000,000 $0 ($5,000,000) ($10,000,000) ($15,000,000) 2002 2003 2004 Predicted Positive 2005 2006 Negative A key underlying assumption of Glendale’s Strategic Financial Plan is that although the rate of growth may vary significantly from year to year, over a five- to ten-year period Glendale’s population and demand for services will increase unless major external factors intervene. The final plan is developed using moderate, “most likely case” population growth, revenue, expenses and other relevant projections. Plan projections are limited to five- and ten-year periods and the plan is updated annually. LONG-TERM STRATEGIES Adjusting Staff Levels Although Glendale has one of the Valley’s lowest ratios of city staff to population (7.6:1,000), personnel-related costs account for 67 percent of the city’s General Fund operating expenses. Adjusting staffing levels is not an effective method of dealing with short-term budget deficits because a reduction in the work force requires lead time to implement and may adversely affect the city’s ability to maintain service and quality levels. However, downsizing, when combined with other strategies, can be a very effective method of dealing with prolonged economic slowdowns. The city successfully responded to the extended recessions of the late 1980s and early 1990s by selectively reducing its existing staff size, eliminating some vacant positions and delaying 109 City of Glendale Strategic Financial Plan the refilling of others and instituting a new position hiring freeze. Implementation of new programs or expansions that would require new employees were postponed and workloads were streamlined and redistributed. This reduction in authorized staff levels was accomplished over a three-year period without disrupting any essential city services. Rather than automatically returning to pre-recession employment levels when the economy improved, the City Council continued its cautious approach to adding new employees as a permanent feature of its long-term financial strategy. This conservative approach to personnel growth policies has contributed significantly to the city’s improved financial performance and long-range stability. As shown in the following chart, city staff levels remained at or near the reduced 1993 base levels until 1998. Staff size was increased very modestly since, placing the city in a healthy strategic position to cope with future economic downturns without having to lay off city employees or reduce customer services. Authorized Staffing Per 1,000 Population 10-Year History 9.00 8.00 7.00 6.00 5.00 4.00 3.00 2.00 1.00 0.00 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 The computerized forecasting model program, described in detail in the Five-Year Forecast section of this budget document, is used to estimate the average number of new positions that can be added to the work force each year without adversely affecting current and future operating budgets. The city’s Leadership Team carefully reviews every new position request. When a new position is needed to provide new or expanded services, both the initial and ongoing costs associated with providing and maintaining the service must be included with the position request. These procedures help ensure that added services and positions will be sustainable in future years. 110 City of Glendale Strategic Financial Plan Alternatives to Permanent Staff Increases The selective use of temporary workers is one of several useful alternatives to meeting predictable but time-limited workload increases without adding regular status employees. For example, temporary employees are used at polling sites during city elections that routinely occur every two years. The strategic plan’s expense equalization strategy, described below, dictates that the predictable costs for these workers will be budgeted as an ongoing operating expense spread evenly between election and non-election years. It is important to have a definitive policy that limits the length of time a position can be filled by a temporary employee and closely monitor this area to ensure compliance with the policy. Contracting for outside services can be less expensive than adding permanent staff to provide selected city services. A further advantage is that it is faster and easier to vary contract amounts on a year-to-year basis than it is to manipulate staffing levels and overhead costs for equipment and building space. For these reasons, Glendale has placed increasing emphasis on negotiating service contracts for park maintenance, custodial service, specialized legal services and other services that can be provided more cost effectively by outsourcing. Equalizing Predictable Expenses Spreading routine periodic expenses over multiple budget years and prefunding the replacement of city vehicles and technology improvements are two additional tactics the city uses to moderate peaks in ongoing expenses. This approach is comparable to an Arizona homeowner who selects an equal monthly payment utility plan that “banks” funds during the lower-cost winter months to offset the predictably higher summer utility costs. The City Clerk’s Office accrues half of the next election cost in the non-election year to reduce biennial election expense peaks. This amount is carried over and added to an equal amount that is budgeted in the actual election year. Although election expenses will continue to rise as our voter population increases, this practice of dividing known costs across several years substantially levels out the expense curve for scheduled elections. The need for onetime election appropriations every two years has been eliminated, leaving only special election expenses, such as bond elections, which occur relatively infrequently, to the one-time budgeting process. 111 City of Glendale Strategic Financial Plan Prior to implementing its prefunding program, the city’s ability to replace city fleet vehicles and technological equipment cycled up and down with the local economy. In lean years, urgently needed replacement equipment was purchased at the expense of capital projects or the operating budget. When economic conditions improved the city would engage in massive “catch-up” efforts. To eliminate this problem, and the high costs associated with the repair and maintenance of outdated equipment, a replacement fund line item was added to each department’s annual operating budget to accrue funds for vehicle or computer replacements. The annual fund contribution is based on the expected life span and cost of each item. For example, when a new $1,800 computer is purchased with one-time funds, the department must also budget $600 per year as an ongoing expense for its routine replacement every three years. Prefunding replacement costs has made these costs more predictable and less economy driven. Equipment failures, repairs and maintenance costs have declined. Many retired items can be used elsewhere. Police cruisers are now refitted for routine fleet use, and replaced PCs are donated to community agencies. Capital Improvement Plan Schedule Development Most large capital construction projects permanently increase the city’s ongoing operating costs for staff, maintenance, repair, utilities, etc. For example, the operating budget impact of the Public Safety Headquarters building, which opened in 1991, was carefully considered prior to initiation of the project. In this case, it was determined that normal revenue growth would cover the increased operating costs. The same thorough analysis occurred before the City Council approved the Foothills Library and the Civic Center projects in the mid-nineties. Glendale’s Strategic Plan requires a similar analysis of long-term financial projections of debt service costs prior to every bond sale. Conservative population and revenue growth projections are always used for long-range capital planning to determine when, where and how capital projects will be implemented. Major capital projects can be planned, scheduled and financed in ways that will not drain needed resources from the annual operating budget or require an increase in Glendale’s secondary property tax. Short-term financial strategies, such as adjusting financing mechanisms or accelerating or decelerating project schedules, help us meet unusual population growth or service demands. The introduction to Glendale’s 2002-2011 Capital Improvement Plan provides a detailed explanation of the capital project process. Property Tax Stabilization Although many cities in other parts of the country use the property tax rate to make short-term operating budget adjustments, changes in Glendale’s tax structure or rates are viewed primarily as long-term financial strategies. Arizona’s tax limitation statute, the relatively 112 City of Glendale Strategic Financial Plan minor role of property tax revenue on Glendale’s operating budget, and the city’s property tax stabilization policy, described below, combine to make property tax adjustment an ineffective short-term strategic tool. As a practical matter, it might take up to a year for a property tax change to be implemented and longer to produce a significant increase in revenues. Growth in the tax base and changes in the assessed valuation rate determined by the county often have a larger impact on the level of revenues raised through property taxation. For over a decade, Council policy has been to stabilize the property tax rate and structure at reasonable levels so that property tax revenue is sufficient to meet long-term, foreseeable revenue needs without requiring intermittent adjustments. Capital improvement projects are planned, financed and scheduled for implementation so that the secondary property tax rate of $1.3618 per $100 of assessed valuation can remain relatively stable over the coming decade. This year the primary property tax levy was reduced for the seventh consecutive year. At $0.3582 per $100 of assessed valuation, the primary property tax rate is now $0.2818 or 44 percent lower than it was seven years ago. The total property tax rate will remain at $1.72 per $100 of assessed valuation for the second consecutive year. Increasing Glendale’s property tax rate is a more appropriate alternative for addressing a chronic structural imbalance between revenues and expenses than for balancing a single year’s operating budget. For example, when the city reaches full build-out the rate of property tax revenue growth falls to zero. Much less revenue will be generated from new tax base growth. If this decrease is not accompanied by sufficient growth in assessed valuation or compensated for by increases in other revenues or a reduction in operating expenses, a serious imbalance would occur that might trigger a property tax increase. Secondary property taxes are used to repay voter-authorized General Obligation Bond debt. With efficient scheduling of bond sales and capital projects, the Ten-Year Capital Improvement Plan is designed to keep the secondary property tax rate relatively level. Changes in capital construction schedules, interest rates and several other variables might necessitate a property tax rate adjustment over the longer term; however, most of these situations can be addressed by fine-tuning the primary tax rate and directing the flow of interest earnings on bond proceeds between construction and debt service funds. 113 City of Glendale Strategic Financial Plan SHORT-TERM STRATEGIES The following short-term financial strategies play an important role in: (1) maintaining the delicate year-to-year equilibrium between revenues and expenses; (2) responding to temporary changes in economic conditions; and/or (3) absorbing or avoiding anticipated revenue shortfalls. Sales Tax Stabilization Sales tax revenues are mercurial and difficult to accurately predict. Many cities include a population growth rate factor in developing their sales tax estimates for budgeting purposes. This practice adds another level of potential error to the sales tax forecasting process. Glendale’s stabilization policy uses the actual amount of sales tax revenue collected in the prior twelve months as its sales tax revenue base estimate for developing the next year’s operating budget, and does not include a growth rate factor for budgeting purposes. This conservative approach to estimating sales tax revenue reduces the likelihood that annual budgeted operating expenses will significantly exceed actual sales tax revenues in any given year. In fact, actual receipts will usually be higher than the prior year regardless of local economic variations, due to tax revenue increases attributable to growth in the tax base (i.e., population growth). When actual receipts exceed the base estimate, excess revenue can be applied to the operating capital budget or used to increase the city’s undesignated General Fund contingency reserves. The graph on the following page shows how the Sales Tax Stabilization Program works. Line curve #1 in the sales tax stabilization graph represents actual sales tax receipts. Line curve #2 represents the amount of tax receipts allocated to the operating budget. The lowest curve, #3, shows the amount that would be available each year to add to contingency reserve or operating capital. An important outcome of the tax stabilization policy is shown in the fiscal year ending in 2003, when our model simulation indicates that actual revenue will almost equal the amount allocated to the operating budget. If the city used standard, rather than conservative estimating methods, the operating budget would almost certainly be based on overly optimistic sales tax revenue estimates. If a decline in revenues were to occur, financial recovery would be much more difficult. 114 City of Glendale Strategic Financial Plan Sales Tax Stabilization M odel 50000 40000 30000 20000 10000 0 F Y01 F Y02 F Y03 F Y04 F Y05 F Y06 F Y07 F Y08 F Y09 F Y10 #1 Actual Sales Tax #3 Available for Fund Balance #2 Budgeted for O perations Operating Capital Management Operating capital is often referred to as "pay-as-you-go" capital since projects and equipment in this category are funded directly from operating revenues. Operating capital is used to purchase fleet vehicles, large pieces of specialized equipment such as sanitation trucks, and to pay for selected routine infrastructure maintenance activities such as the street resurfacing program. Unlike personnel costs, it is relatively fast and easy to make adjustments to operating equipment and improvement budgets without reducing the city’s service capacity or quality. Reducing or accelerating the rate at which operating capital is spent can function as an effective short-term shock absorber to level out temporary revenue fluctuations. Glendale residents will not be materially affected if city fleet vehicle replacements are delayed or accelerated in a single budget year, as long as the replacement program continues and repair and maintenance costs for these vehicles are not unreasonable. Delaying a portion of the street resurfacing program in one year does not have major negative consequences if it is accelerated in the following year. The next graph shows the additional funds available for operating “pay-as-you-go” General Fund operating capital as a result of applying Strategic Financial Plan guidelines. These amounts are in addition to any ongoing amounts that are fixed in the operating budget, such as vehicle replacement funds that are set aside each year. 115 City of Glendale Strategic Financial Plan Sales Tax Growth Available for Operating (Pay-As-You-Go) Capital (In Thousands) $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 2001 2002 2003 2004 2005 Fiscal Year Ending An ongoing, stable revenue source is much less critical for vehicles, equipment, park improvements, etc., than it is for maintaining service levels for police, fire and emergency services. As the next graph illustrates, there can be substantial year-to-year variations in the amount spent on operating capital. G eneral Fund O perating C apital (Equipm ent and Im provem ents) (In T housands) $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 93 94 95 96 97 98 99 00 01 02 Fiscal Ye ar Ending It is important to keep in mind that maintaining adequate operating capital levels and adjusting the rate of capital spending helps avoid having to reduce the operating budget or deplete other fund resources. When possible, operating capital budgets are restored before any new programs or employees are added to the ongoing budget. 116 City of Glendale Strategic Financial Plan Building and Maintaining Adequate Contingency Reserves By law, Arizona cities are required to prepare and operate under a City Council-approved balanced budget which is filed annually with the state’s Auditor General. City government is prohibited from spending more than the total amount appropriated in its annual budget document. These limitations raise several interesting questions about how the city can successfully maintain an annually balanced budget in years when General Fund revenue deficits or surpluses occur. The following graph shows the annual projected “deficits” and “surpluses” in General Fund revenues that would occur between 2000 and 2010, based on the assumption that operating expenses grow at an average eight-percent growth rate with fluctuations from six to ten percent. Hypothetical Operating Surplus/Deficit Dollars (In Millions) $2.00 $1.50 $1.00 $0.50 $0.00 ($0.50) ($1.00) ($1.50) ($2.00) FY FY FY FY FY FY FY FY FY FY FY 00 01 02 03 04 05 06 07 08 09 10 General Fund revenue surpluses accrued in one year can be reserved and used to offset revenue deficits that might occur in a subsequent year. The accounting mechanism Glendale uses to reserve surplus revenues is referred to as the contingency reserve. This mechanism enables the city to meet the legal constraints of a balanced annual budget and provides a needed source of undesignated contingency funds. 117 City of Glendale Strategic Financial Plan Like operating capital, contingency reserves can function as a financial shock absorber to smooth out short-term revenue and expense fluctuations. When sluggish economic conditions result in lower-than-projected revenues, a portion of contingency dollars can be allocated to cover budgeted operating expenses. When the economy is healthy, and revenues are higher than predicted for annual budgeting purposes, the excess revenues can be added to contingency for future use. However, the Strategic Financial Plan requires that the city’s contingency reserve should contain an amount equal to about ten percent of General Fund revenues. General Fund Contingency (In Thousands) $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 89 90 91 92 93 94 95 96 97 98 99 00 01 02 Fiscal Year Ending Contingency reserves played a critical stabilization role in the recession that began in FY 8687. The housing market, a leading economic indicator, began to decline in the spring of 1987. It was followed by a sharp decline in other areas, including sales tax revenue. The magnitude of the revenue decline could not be determined for several months because of the lag time between the time the sales taxes are generated and the time they are actually reported to or received by the city. As a short-term measure, reserves accrued in prior years were used to absorb this precipitous revenue drop. When it became apparent that the economic slowdown might continue far into the 1990s, the city’s Leadership Team implemented additional long-term financial tactics including a freeze on new hires and non-essential service expansion in FY 91-92. By the time this economic decline was over, the city’s contingency reserves were seriously depleted. Conservative budgeting and financial management, combined with a good economy and low inflation rates, enabled the city to return to its strategic plan target level of ten percent of General Fund revenues by FY 98-99. 118 City of Glendale Strategic Financial Plan City Council policies discourage the routine use of contingency reserves to support long-term or ongoing expenses in the operating budget. The city’s current financial policy is not to allow the contingency reserve to fall below four percent for any reason whatsoever. If reserves are used for one-time projects, restoring them becomes the highest budgeting priority after assuring that adequate operating funds are available to support essential services and infrastructure needs. The Sales Tax Stabilization Program contributes to the city’s ability to maintain adequate contingency reserves by moderating operating budget growth during times of high revenue growth. The stabilization program produces a domino-like effect. Conservative revenue estimates result in conservative annual budget estimates. Conservative budget estimates permit a portion of the unbudgeted sales tax revenue to be allocated to contingency reserves to offset drops in other tax sources, such as building permits, or augment sales tax revenue when unpredictable downturns occur. Once reserves reach the ten-percent of revenues target level, any further amounts are usually added to the operating capital budget. The model assumes that one-half of excess annual revenues accrued from the Sales Tax Stabilization Program will be added to contingency reserves along with any other general surpluses of revenues over expenditures. It also assumes that the remaining excess revenues will be directed into operating or pay-as-you-go capital budgets. The model simulation shows that from 2005 through 2009, reserves can be expected to continue to grow sufficiently to maintain the ten-percent target level. The ten-percent target can be maintained even during unstable economic times by adjusting the amount of revenue going into operating capital as needed. Fund-related financial information is summarized in Schedule One entitled Fund Balance Analysis. Detailed descriptions of each fund in Glendale’s financial system, including the General Fund, Enterprise Funds and Special Revenue Funds, are contained in the Budget Summary section of this document. MEETING OUR STRATEGIC PLAN OBJECTIVES Strategy 1: Sales Tax Stabilization. This strategy requires that the FY01-02 budgeted sales tax revenue estimate be based on actual collections in FY00-01. This strategy was followed in developing this year’s sales tax revenue projection. Projected growth in the sales tax base will be used only for operating capital and to build contingency reserves. Strategy 2: Increase Operating Capital. General Fund operating capital totals $9.2 million for FY01-02. This represents a decrease of 25.8 percent compared to FY00-01 due to the use of General Obligation bonds for certain capital projects. 119 City of Glendale Strategic Financial Plan Strategy 3: Build and Maintain Contingency Reserves. It is important to build contingency reserves during good economic times because the city depends heavily upon sales tax and state-shared revenue to support operations. Currently the undesignated General Fund contingency appropriation is $9.6 million, which falls slightly short of our target of ten percent of General Fund revenues. Due to an unanticipated claim payment, $4.25 million of our contingency was spent in FY00-01. However, because of our sound financial policies, we were prepared for this unexpected expenditure and will rebuild our reserves to meet our target over the next three years. Strategy 4: Stabilize Property Tax. The combined property tax rate for Glendale will be $1.72 per $100 of assessed valuation in FY2001-02. This represents a total decrease of 26 cents in the property tax rate during the past seven years, a 13 percent reduction. The strategic plan is to continue to reduce the primary property tax rate while revenues from new development increase, and to remain in full compliance with the state’s “Truth in Taxation” law, which requires a public hearing if there is an increase in the amount of property taxes generated from properties existing in the previous year. While the primary property tax rate of $0.3582 was reduced by $.0218 per $100 of assessed valuation, the secondary property tax rate increased by that amount, maintaining the $1.72 total primary property tax rate. The secondary property tax rate increased from $1.34 to $1.3618 per $100 of assessed valuation. The city’s policy is to keep the total property tax rate constant at $1.72. CONCLUSION The fundamental objectives of Glendale’s strategic financial planning process are to understand and respond proactively to our internal and external financial environment, pursue a moderate course and be as prepared as possible to deal with the unexpected. The Strategic Financial Plan is an important element in the city’s long-term growth and operating blueprint. The Strategic Financial Plan model simulation and our past experience indicate that these strategies can materially reduce the effects of the normal cyclical fluctuations in city revenues and expenses, thereby ensuring that we can sustain essential city services and pay for growthrelated future needs when leaner economic times threaten to erode the city’s financial stability. 120 City of Glendale Financial Policies FINANCIAL POLICIES INTRODUCTION The financial policies establish the framework for overall fiscal planning and management and set forth guidelines for both current activities and long-range planning. These policies are reviewed annually to assure the highest standards of fiscal management. The City Manager and the Leadership Team have the primary role of reviewing financial actions and providing guidance on financial issues to the City Council. Overall Goals The overall financial goals underlying these policies are: 1. Fiscal Conservatism: To ensure that the city is in a solid financial condition at all times. This can be defined as: A. B. C. D. Cash Solvency - the ability to pay bills Budgetary Solvency - the ability to balance the budget Long Run Solvency - the ability to pay future costs Service Level Solvency - the ability to provide needed and desired services 2. Flexibility: To ensure that the city is in a position to respond to changes in the economy or new service challenges without an undue amount of financial stress. 3. Adherence to the Highest Accounting and Management Practices: As set by the Government Finance Officers' Association standards for financial reporting and budgeting, the Governmental Accounting Standards Board, and other professional standards. Operating Budget 1. Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the city from fluctuating service levels and avoids crises when one-time revenues are reduced or removed. Some corollaries to this policy are: A. Cash balance should be used only for one-time expenditures, such as capital equipment and improvements, or contingency accounts. 121 City of Glendale Financial Policies B. Ongoing maintenance costs, such as street resurfacing or swimming pool replastering, should be financed through operating revenues, rather than through bonds. C. Fluctuating federal grants should not be used to fund ongoing programs. 2. Revenues from growth or development should be targeted to costs related to development or invested in improvements that will benefit future residents or make future service provision efficient. While it is tempting to use growth-related revenue to support current operations, doing so can lead to a crisis when the growth rate decreases. This policy implies a commitment to identifying the portions of the city's revenue stream that result from growth. 3. General Fund appropriations should include a reserved contingency account amounting to at least ten percent of General and Street Fund revenues. This will basically serve as a "revenue stabilization" account and protect the city against swings in sales tax revenues (which is the revenue source most sensitive to changes in the economy). 4. Enterprise Funds should include a sufficient unappropriated fund balance to absorb fluctuations in annual revenue. Wherever possible, enterprise funds should be charged directly for overhead services rather than using an indirect service transfer. These services include such things as employee fringe benefits, insurance costs and telephone charges. Provisions should also be made for interdepartmental charges for services such as solid waste disposal (landfill) and vehicle repair, whenever practical. 5. Replacement of vehicles will be done through the Vehicle Replacement Fund. A rental rate structure will be established annually to provide sufficient funds for replacement of each vehicle. New vehicles added to the fleet will be purchased by the requesting department. 6. A financial forecasting model should be developed to test the ability of the city to absorb operating costs due to capital improvements, and to react to changes in the economy or service demands. This forecast should cover at least five years. 7. Salary policy and structure should emphasize the provision of predictable salary increases, sustainable over time, which serve to recognize and reward the contributions of experienced and well-trained staff. To this end, the merit pay policy provides for merit increases of four percent annually to qualified employees. To reflect increases in the general cost of living, Council has set a target of providing annual cost of living increases equal to the increase in the Consumer Price Index up to three percent, if possible, based on the city's ability to pay. When the CPI exceeds three percent, the target will be 75 percent of the amount in excess of three percent. 122 City of Glendale Financial Policies 8. Laws and policies on limitations on revenue sources should be explicitly addressed in the budget process. These include: A. One-third of annual Local Transportation Assistance Funds (LTAF) must be devoted to transit (Regional Public Transportation Authority - RPTA). B. No more than one-half of the prior year's Highway User Revenue Fund (HURF) can be used for debt service (A.R.S. 48-689). C. The city must maintain its level of General Fund support in street maintenance and operations, as provided by state law (A.R.S. 28-1598). 9. Debt Management A. Short-term borrowing or lease/purchase contracts should be considered for financing major operating capital equipment when the Finance Director, along with the city's financial advisor, determines that this is in the city's best financial interest. Lease/purchase decisions should have the concurrence of the appropriate operating manager. B. Short-term debt should not exceed five percent of revenue or 20 percent of total debt. C. Debt service on long-term general obligation debt should not exceed ten percent of General Fund revenues. 10. Budget Amendment Policies A. Total fund appropriations changes must be approved by the City Council. These amendments must also comply with the city's Alternative Expenditure Limitation. In order to provide flexibility to respond to unanticipated increases in revenues, ten percent of the total operating budget should be set aside as a contingency appropriation (as long as this contingency is backed by available fund reserves). B. Uses of contingency appropriations must be specifically approved by the City Council. C. Shifts in appropriations within fund totals may be done administratively on the authority of the City Manager. In most cases the City Manager will request City Council concurrence with these changes since the item prompting the change will usually go to the City Council (e.g., award of contract, addition of staff, contract 123 City of Glendale Financial Policies change order). Procedures for appropriations transfers and delegation of budget responsibility will be set by the City Manager. 11. A Budgetary Control System will be maintained to ensure compliance with the budget. Quarterly budget status reports will be reviewed by the City Council. 12. Revenue Policies A. A diversified and stable revenue system will be maintained to ensure fiscal health and absorb short-run fluctuations in any one revenue source. B. User fees for all operations will be examined annually to ensure that fees cover direct and indirect costs of service. Rate adjustments for enterprises will be based on fiveyear enterprise fund plans. C. Development fees for one-time capital expenses attributable to new development will be reviewed periodically to ensure that fees match development-related expenses. 13. Capital Budget A. A long-range capital improvement plan should be prepared and updated each year. This plan may include (in years other than the first year of the plan) "unfunded" projects that carry out the city's strategic and general plans, but it should also include a capital-spending plan that identifies projects that can be completed with known funding sources. B. When planning capital projects, each department must estimate the impact on the city's operating budget. C. Amendments to capital appropriations fall under the same guidelines as changes to the operating budget noted above, with one exception--any project change exceeding $50,000 should receive specific City Council approval. This approval may accompany a recommendation for award of bid, change order or other Council action. While this approval is not a strict legal requirement, it serves both to keep the Council informed on capital project activity and funding, and ensure that revisions of project priorities are in line with Council expectations. 124 Glendale — A Community Profile Today, Glendale is Arizona’s fourth-largest city and is a thriving, dynamic community that maintains the appeal and charm of yesterday. Glendale’s population is almost a microcosm of the Valley, making its workforce one of the most diversified in the state. The city’s strong economy has outpaced national levels almost every year for the past 25 years. Although Glendale has been a fast-growing city, its rapid population growth has been handled with caution and foresight characteristic of Glendale’s expert planning process. While the Valley’s population has almost quadrupled since 1960, Glendale’s growth rate has been three times faster. Having grown by more than 48 percent just in the last decade, this progressive and innovative city boasts a G lendale, Arizona is a dynamic city located in the rapidly growing northwest area of the Phoenix metropolitan area (also known as the “Valley of the Sun”). The city is known for its excellent medical and educational institutions, beautiful neighborhoods, easy access to freeways and a diversified economic base. From a residential perspective, Glendale features master-planned communities, luxury executive homes, older residences in tree-lined neighborhoods and affordable starter housing. Valley’s Largest Cities Progressive corporations such as Bechtel Corporation, Honeywell Business and Computer Aviation Systems, U.S. Postal Service Remote Encoding Center, Honeywell Space Satellite Systems, Comdisco, Parker Hannifin, Conair and Gilbert Engineering are all located in Glendale. Such businesses are attracted to the city because of its wellbalanced business base and its expanding economy. These corporations will soon be joined by the National Hockey League Coyotes and the city’s multi-use arena entertainment complex. Rank City 1 Phoenix 2 Mesa 3 Glendale 4 Scottsdale 5 Chandler 6 Tempe Source: U.S. Census, April 2000 125 Glendale — A Community Profile population of more than 218,812 and is the fourth-largest city in Arizona. Only Phoenix, Tucson and Mesa have more residents than Glendale. in the Valley, Glendale has the most homes with married couples (53 percent) and the largest percentage of households with children under 18 years old living at home (32 percent). Glendale has a young population with a median age of 33 years, and more than 54 percent of its residents are college-educated. People are Glendale’s Greatest Resource The fact that Glendale is part of a vibrant metropolitan area makes it a very attractive place to live and establish a business. Much of Glendale’s population is college-educated, married with children, and earns an average of more than $49,000 annually. Of the five largest cities The demographics of Glendale’s workforce are almost identical to that of the region, providing an excellent labor pool for businesses of all sizes. Glendale’s housing stock closely resembles the mix in the Valley, with more than 64 percent being City of Glendale Household Income Median $49,691 Age Breakdown Under 18 18-34 34-54 55+ Med. Age 28.3% 25.1% 31.0% 15.7% 33.1% Education Attainment Age 25+ Highest Level Achieved High School Grad.......................... 82.8% Some College ............................... 54.9% Bachelor Degree ........................... 17.5% Graduate Degree ............................ 5.1% Source: ABC Demographics, Sites USA Demographic Data 126 Glendale — A Community Profile Glendale Occupational Profiles (% of Employed) Professional/Managerial ............... 26.6% Technical/Support .......................... 4.1% Sales/Marketing ........................... 13.0% Clerical Administrative Support .... 17.8% Service ......................................... 13.9% Precision Production .................... 11.0% Machinist/Assembler/Laborer ......... 8.4% Transportation ................................ 3.4% Source: Sites USA Demographic Data owner-occupied. The community’s singlefamily housing is some of the most affordable in the area, and rental rates mirror those of the Valley. region’s largest high-technology firms and telecommunication centers are found. Luke Air Force Base, the largest fighter pilot training base in the world, is Glendale’s largest employer with nearly 9,000 military and civilian employees. Located in the western portion of Glendale, Luke’s economic impact to Arizona is $2 billion annually. Glendale - A Major Employment Center for Arizona. Glendale is a prime Arizona location for business. The city is strategically located between two major interstates and has more than seven miles of freeway running through it. Glendale’s location west of Phoenix makes it one hour closer than other major Valley cities to important West Coast markets. Glendale’s northwest location also places it within the Valley’s Interstate 17 commercial corridor where many of the Glendale’s Strong Economic Climate Glendale’s robust economy is the product of the city’s careful strategic planning coupled with the stable national economy. In 2000, effective efforts to attract new business resulted in Bechtel Corporation, one of the 127 Glendale — A Community Profile The 416-acre Glendale Airpark – featuring lakes, fountains and walking trails – is an attractive setting for many Glendale businesses. largest global engineering and construcremain on the increase in Glendale as new tion firms, agreeing to build new adminisdevelopment continues and existing busitrative offices at Talavi Business Park nesses expand. near 59th Avenue and Bell Road. Bechtel will employ as many as 500 accounting, Midwestern University, the first private human resources and computer systems health sciences school in Arizona, has personnel. The center will be Bechtel's consistently increased enrollment on its largest administrative operation serving North Glendale’s Top 10 Employers America. Name Development continues in the Glendale Airpark, in the Western part of the city. The airpark is home to progressive companies such as Parker Hannifin, Conair, and K.B. Toys. Employment opportunities Industry Employees Luke Air Force Base ............................... Defense ......................... 9,000 Honeywell, Inc. ....................................... High Tech ......................2,450 City of Glendale ...................................... Government ................... 1,717 Thunderbird Samaritan Hospital ............ Health Care ................... 1,600 Glendale Elementary School District ...... Education ......................1,525 Glendale Union High School District ...... Education ......................1,400 APS ........................................................ Utilities ........................... 1,021 Schuck & Sons ....................................... Construction .....................850 Glendale Community College ................ Education .........................820 U.S. Postal Encoding Center ................. Government ......................780 Glendale Truss Industries ...................... Construction .....................600 Northern Companies .............................. Bldg. Maintenance ............500 Gilbert Engineering ................................ High Tech .........................400 May 2001 128 Glendale — A Community Profile 124-acre Glendale campus. In 2001, the city of Glendale Industrial Development Authority authorized $35 million in bonds for classroom and student housing expansion at Midwestern University. The university has created 400 campus-based jobs and links more than 800 healthcare professionals from around the Valley to Glendale as faculty members. In 1999, the university added the College of Allied Health Professionals and an Osteopathic Specialty Clinic. The school has invested nearly $37 million in Glendale. Downtown Glendale Over the last 20 years, the city invested $64 million and the private sector an additional $21 million in downtown revitalization. Widened sidewalks, extensive landscaping and brick sidewalk treatments demonstrated the city’s commitment to downtown revitalization projects. Downtown Glendale’s modern-day transformation into a turn-ofthe-century “old town” look is remarkable. Today, downtown visitors are greeted with a unique shopping experience — original 100-year-old brick storefronts with shady awnings, benches, brick sidewalks, gaslights and a canopy of shade trees. Due to the large influx of antique and specialty shops in the area during the last seven years, downtown Glendale is now known as “Arizona’s Antique Capital” and was named one of the best antique Glendale’s American Graduate School of International Management, also known as Thunderbird, has added new residence facilities on its campus, representing a $5 million capital investment. The worldrenowned school was ranked the No.1 international business graduate school in the nation by U.S. News and World Report in 2001. Downtown Glendale, known as “Arizona’s Antique Capital,” has become a year-round tourist attraction creating an economic boost for the city. 129 Glendale — A Community Profile The Glendale Civic Center is the centerpiece of downtown’s redevelopment. 17. Its 13,000-square-foot exhibit hall can be configured into six rooms. Two courtyards totaling 15,000 square feet are perfect settings for weddings and other outdoor events. Highlighted by a metal dome and neo-classical architecture, the Civic Center welcomes visitors with a dramatic granite rotunda featuring soaring limestone columns. The Civic Center combines the elegance of a hotel ballroom with the versatility of a full-service, multipurpose facility that can accommodate up to 1,300 guests. shopping destinations in the country by USA Today. This has resulted in the city reaping the benefits of tourism, Arizona’s largest industry. Glendale operates its own downtown trolley and visitors center to serve the thousands of shoppers and tourists annually. More than 100 new businesses have opened in the redeveloped downtown core in the last decade, despite the fact that the economy was depressed in the early part of this period. More than 20 of these businesses are located in the Catlin Court Shops District, which features retail shops and tea rooms in converted residential bungalows. The picturesque, four-block district was named to the National Register of Historic Places in 1992. In an effort to build awareness of the downtown and to attract visitors and residents, the city produces a number of special events throughout the year that draw 380,000 people annually. Events such as “Glendale Glitters Spectacular,” “Glendale Chocolate Affaire,” “Glendale’s Glitter & Glow” and the “Glendale Jazz and Blues Festival” promote community pride and showcase the city’s successful downtown revitalization. Since opening in December 1999, the Glendale Civic Center has become the centerpiece of downtown’s redevelopment. The 31,000-square-foot landmark is the largest facility of its kind west of Interstate 130 Glendale — A Community Profile Downtown Glendale’s Special Events Calendar Glendale Glitters Holiday Light Display - Opening night Spectacular in late November - Enchanted Evenings first three Fridays and Saturdays in December - Closing night Glitter & Glow in mid-January The Glendale Chocolate Affaire - February Glendale Jazz & Blues Festival - April Watermelon Festival - June Front Porch Fest - September Market at Murphy Park - Saturdays, October - May Bell Road Retail Corridor West Bell Road has experienced a development explosion since Arrowhead Towne Center, a super-regional mall, opened in 1993. The area has become a shopping mecca. The core of the Bell Road retail growth is the 1.3 million-square-foot, 150-store Arrowhead Towne Center that reaps the benefit of upscale demographics in the area. Spending power is significant in the master-planned communities north of the mall, where median home values are more than $150,000 and the average household income is almost $80,000. The Arrowhead Towne Center has been ahead of sales projections and has helped attract new power centers to the area. National chain stores and restaurants on Bell Road regularly outperform stores of their type in other Valley and national locations. In total, there are more than 600 businesses located within this corridor. Businesses along Bell Road account for 37 percent of the retail sales in Glendale. Overall, retail activity in the Northwest Valley is among the hottest in the state. Among the new businesses that have opened along the corridor are Bed, Bath and Beyond, The Inn @ Talavi, Maytag, Arriba Mexican Grill, Jared Jewelers, and Thomasville Furniture. 131 Glendale — A Community Profile Current Citywide Development Activity (June 2000-June 2001) 8) Arrowwood 1) Arrowhead Ranch master-planned community 10) Catlin Court 9) The Village on 59th Ave. 11) Manistee Ranch 2) Arrowhead Promenade (Home Depot & Staples) 12) Eaton Industrial Park 3) Midwestern University 13) Cortina 4) Arrowhead Towne Center 14) Eagle Pass 5) Costco 15) West Glenn Estates 6) Bell Road Retail Corridor 16) Parkside 7) Talavi Business Park 17) Glendale Airpark Pinnacle Peak Rd. Deer Valley Rd. 1 Beardsley Rd. 2 5 Union Hills Dr. 4 Bell Rd. 3 6 7 Greenway Rd. 8 Thunderbird Rd. Cactus Rd. Peoria Ave. 9 Olive Ave. Northern Ave. 17 Glendale Ave. 15 16 Bethany Home Rd. 11 12 10 13 14 132 43rd Ave. 51st Ave. 59th Ave. 67th Ave. 75th Ave. 83rd Ave. 91st Ave. 99th Ave. 107th Ave. 115th Ave. El Mirage Rd. Dysart Rd. Litchfield Rd. Bullard Ave. N Reems Rd. Camelback Rd. Glendale — A Community Profile Glendale’s next major economic boom will occur in its western area. Loop 101 Freeway and Glendale Avenue. City officials believe the arena and surrounding development will positively impact Glendale and will eventually become the heart of the West Valley. As part of the agreement, the developer, the Ellman Companies, will build a mixed-use project of approximately 200 acres near the Loop 101, over a 10-year period, including three-million square feet of entertainment, retail, office, residential and other commercial uses. Western Glendale-Hub of Future Development Activity Glendale’s final frontier is the western area. The opening of the Agua Fria Freeway (Loop 101) is fueling the growth of this area and attracting high-quality developments. Glendale has recently undertaken a revision of its Western Area General Plan, the city’s official policy document for future land use and development. Glendale paved the way to keep the National Hockey League Coyotes in the Valley by agreeing to build the team a brand new, state-of-the-art arena at the The focal point of the project will be the multi-purpose arena that will serve as home to the Coyotes hockey team. Ellman will acquire the land, design and construct the arena and necessary infrastructure, including parking facilities. Upon completion of the arena in 2003, the city will reimburse Ellman for all associated construction costs up to $180 million and will become the owner of the arena. Both the Coyotes and Glendale will use the arena for other public uses throughout the year. Coyotes’ Managing Partner and hockey legend Wayne Gretzky visits Glendale City Hall during the arena announcement. 133 Glendale — A Community Profile The Bell Road Corridor continues to prosper, making an economic impact of more than $4.5 million annually. park. Two upscale multi-housing projects, with a total of 416 units, have been completed at Sierra Verde. For the past three years, apartments and condominiums have been developed in the city’s new residential growth areas. These quality projects reflect desired lifestyles and are consistent with the City Council’s adopted design guidelines that call for well-balanced communities. Residential Areas in Northern Glendale Central Glendale Residential Infill With its 4,000 acres, two championship golf courses, lakes with 14 miles of shoreline, country club and sports complex, Arrowhead Ranch is the bellwether of family residential developments in the Northwest Valley. Home values range from $120,000 to $1 million. Multi-use trail systems, planned open spaces and neighborhood parks are being included in new developments. Prime infill lots are quickly being snapped up, changing the look and demographics of central Glendale. While infill properties usually attract developers who want to build higher densities than surrounding areas, Glendale has been very successful in attracting single-family homes of equal or better Sierra Verde is one of the last masterplanned developments at Arrowhead Ranch. Encompassing one square mile, amenities include an extensive multi-use trail system, lakes and a neighborhood Sierra Verde - one of the master-planned developments at Arrowhead Ranch. 134 Glendale — A Community Profile Sahuaro Ranch Park is one of the amenities that enhances the quality of life for Central Glendale residents. space and a neighborhood park. On the border of the development is the 100-yearold Manistee Main House, a landmark which is now owned by the Glendale Arizona Historical Society. Revitalizing Older Neighborhoods quality than nearby existing housing. Their locations are taking advantage of existing amenities built by the city such as Sahuaro Ranch Park, Glendale Main Library and Thunderbird Paseo Park. There are several new subdivisions in various stages of development throughout the city, including both tract and custom homes. Paradise Vistas, just one mile from downtown Glendale, and Westpark Manor, at 67th and Olive avenues, are both quality infill developments near the city’s central business district. Thunderbird Ranch, at 65th Avenue and Thunderbird Road, is a largelot custom home project and the Manistee Ranch residential development at 51st and Northern avenues represents one of the largest infill projects in the city’s central corridor. The 140-acre development consists of 420 single-family homes, as well as a recently completed 320-unit complex for congregate care/senior independent living. The development features 20 acres of open Recently, four Glendale families were the center of attention of more than 350 Honeywell Inc. employees from around the world. They received new homes as part of an international Habitat for Humanity “CEO Blitz Build” project developed with Honeywell. Glendale was chosen over other areas of the Valley as the site for the project after the Mayor and Council voiced its commitment to revitalizing the “Heart of Glendale” neighborhood. Boosted by a $300,000 donation from Honeywell, this ambitious partnership also received contributions from numerous other local businesses. The Neighborhood Partnership program continues to build strong ties between the city and the community. The program conducts workshops to help neighborhood groups apply for improvement grants 135 Glendale — A Community Profile from the city. Since it’s inception in 1995, more than $5 million has been awarded to neighborhoods to spruce up their community and build pride in the working partnership between the city and the residents. Federal Community Development Block Grant funds will help construct additional homes in older neighborhoods and the Neighborhood “Partners in Progress” program teams the city with communities to help increase property values in the more mature sections of the city. and ethnic performances, plays and free movies are only a few of the enhanced programs offered by the city’s libraries. Outstanding Library Services The downtown Velma Teague Library branch is the oldest city library. The Foothills branch, which opened in 1999, is the newest and the state’s largest branch library. The 33,500-square-foot facility features Arizona’s first drive-up library window. The $6.1 million facility is stocked with more than 121,000 books, audiocassettes, videotapes and other materials. The library also has the latest electronic reference equipment and computers for the public’s use. Besides providing exceptional reference services and electronic resources for more than 80,000 library card holders, the Glendale library system is the center of culture and art for the city. The Glendale Main Library houses much of the city’s $1 million public art collection and hosts such entertainment series as “Live at the Library” and “Glendale Coffeehouse.” Literary and poetry discussions, musical The Glendale community realizes the enjoyment and opportunities found at the library. In fact, Glendale residents use the library system more than the national average. 136 Glendale — A Community Profile Midwestern University, the first private health sciences school in Arizona, continues to increase enrollment on its 124-acre Glendale Campus. Educational Resources are a Prime Asset students. The school has three colleges – the Arizona College of Osteopathic Medicine, the College of Pharmacy and the College of Health Sciences. Growth in Glendale is supported by five highly regarded elementary and secondary school districts whose academic test results compare favorably with other schools in the state. In addition, Glendale’s own “Campus Connection” includes four institutions of higher learning: Thunderbird, Midwestern University, Glendale Community College and ASU West. Glendale Community College (GCC) is a key institution in meeting the diverse educational needs of western Maricopa County. Since opening in 1965, GCC has been recognized by many educational institutions and corporations as a showcase of educational innovation. Its community partnership program is a magnet for business and industrial institutions. With more than 32,000 students, it has the second largest enrollment of any of the Maricopa Community Colleges in the metro area. Thunderbird is the nation’s largest and oldest international management school devoted solely to preparing future business leaders for domestic and international operations. The graduate school, which attracts students from 70 countries, grants more business master’s degrees than Harvard University and also has campuses in Japan and France. Located on 300 acres at Glendale’s border, ASU West, a part of the prestigious Arizona State University, offers undergraduate and graduate-level classes in a variety of fields. Approximately 5,300 students each semester attend classes leading to 38 bachelor’s and master’s degrees. Midwestern University has gained acclaim as the state’s first private health sciences school with more than 1,000 137 Glendale — A Community Profile Championship golf courses and scenic mountain views make Glendale an attractive community. Glendale A City that has It All! all of the amenities necessary for ensuring a quality lifestyle. City officials are committed to making Glendale the “city of choice” for those looking for the best place to live, work, learn and spend leisure time throughout the 21st century. A robust economy, attractive residential developments, exciting commercial and business growth, dynamic neighborhoods and abundant civic pride combined with outstanding city services — Glendale has Glendale . . . Steady Population Growth 250,000 218,812 200,000 182,615 148,134 150,000 122,392 97,172 100,000 67,298 36,228 50,000 15,969 0 1960 1970 1975 1980 Source: Bureau of the Census, City of Glendale 138 1985 1990 1995 2001 Mission and Performance Measures Mayor and City Council MAYOR AND CITY COUNCIL The Mayor and City Council comprise the elected legislative and policy-making body of the city. The Mayor is elected at-large every two years. Councilmembers are elected to four-year terms from one of six electoral districts in Glendale. The Mayor and Council Office staffs provide administrative support to the Mayor and six Council members. Did You Know? The Mayor and City Council were invited to attend 83 neighborhood meetings and hosted 40 district meetings of their own between July 1, 1999, and February 16, 2001. One of the highest priorities of the Mayor and Council is to involve the public in their decision-making process. They appoint citizens to 18 advisory boards and commissions and often form public committees to address specific citywide issues. In FY 00-01, the Mayor and Council created a City Center Master Plan Committee and a Citizens Advisory Committee on Transportation Issues (CACTI). Close to 100 interested citizens are participating on these active study committees. Transportation • Rallied regional support to reestablish and finalize the Loop 303 alignment as part of the Maricopa County Regional Freeway Plan. • Cosponsored the statewide celebration of the opening of Loop 101 from Glendale Avenue to Interstate 10. Youth and Teens • Carried on the Kids At Hope message that “all children are capable of success, No Exceptions!” by placing Kids At Hope decals on all Police vehicles and creating an employer training component. The Mayor also hosts a series of Community Conversation Luncheons with business leaders. Topics have included Project Impact-the city’s federally designated disaster preparedness program-and transportation. 2000-01 ACCOMPLISHMENTS: • Appointed two teen members Economic Vitality • Created a $1 million Economic Development Opportunities Account to assist in bringing high quality jobs to Glendale. each-with full voting privileges-to the Library Advisory Board, and Parks & Recreation Advisory Commission, as recommended by the Mayor’s Youth Advisory Commission. • Approved the Mayor’s Youth Advisory Commission’s request to produce and 139 Mission and Performance Measures Mayor and City Council ordinance which designates specific neighborhood zoning districts for commercial centers based on size. host their own KGLN Channel 11 cable program-TEENS TODAY-which began airing in September 2000. • Advanced the design of a new state-of- Downtown Revitalization • Continued to strengthen downtown redevelopment with the dedication and opening of the restored historic Sine Building for city offices. the-art Adult Center to be located at 59th Avenue and Brown. • Commissioned a study to find ways to irrigate the Thunderbird Paseo Park and dedicated the city’s newest neighborhood park-Sunset Vista-which will serve as the anchor for the new linear trail system under construction along Skunk Creek. • Celebrated the grand opening of the new downtown Visitors' Center, a focal point and information hub for tourists from around the world, and home to a unique Glendale gift experience. • Provided additional financial support • Allocated $250,000 to accelerate the for residential infill housing in more established parts of the city, including the Heart of Glendale where Habitat for Humanity is underway building 15 new homes for first-time buyers. city’s street scallop program with projects this fiscal year on the east side of 67th Avenue from the ACDC to the Arizona Canal, the south side of Bell Road east of 62nd Avenue, 49th & Peoria, 73rd & Missouri, and 61st from Alice to Laurie Lane. Preserving the Environment • Opened Glendale’s new “Environmental Campus” to the public, including the brand new Western Area Treatment Plant, the Materials Recovery Facility (MRF) where recyclables are sorted, and the green and woodwaste operations at the municipal landfill, where nursery mulch is produced. • Approved funding for freeway soundwalls and began construction on the north side of Loop 101 between 51st and 58th Avenues. • Reinforced the city’s commitment to street beautification by adding $100,000 to the funding for right-ofway maintenance and ensuring daily care of Glendale’s major arterial roads. • Celebrated the successful, six-month implementation of Glendale’s citywide residential curbside recycling program. • Appropriated $200,000 toward completion of the West Area Development Plan. Quality of Life • Adopted a new Big Box Ordinance which requires all stores over 75,000 square feet to obtain a conditional use permit, and approved a companion • Recognized the value of city employees by appropriating $1 million toward a two-percent salary adjustment. 140 City of Glendale Budget Summary by Department Mayor & Council BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Mayor Council Office $210,252 $347,067 $234,173 $401,592 $221,069 $392,369 $240,567 $509,646 3% 27% Cholla District $44,562 $72,275 $82,204 $60,858 -16% Barrel District $57,523 $61,905 $63,713 $62,665 1% Sahuaro District $57,372 $60,015 $71,782 $57,921 -3% Cactus District $61,839 $71,513 $61,905 $73,153 2% Yucca District $58,331 $76,157 $69,055 $62,432 -18% -13% Ocotillo District Total - Mayor & Council BUDGET BY CATEGORIES OF EXPENDITURES $58,152 $77,803 $77,979 $67,794 $895,098 $1,055,433 $1,040,076 $1,135,036 FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget 8% Percent Over Last Year Wages/Salaries/Benefits $598,090 $613,644 $613,644 $736,556 20% Supplies and Contracts $165,330 $248,423 $217,096 $233,074 -6% Internal Premiums $26,506 $25,921 $25,921 $28,320 9% Internal Service Charges $40,565 $22,676 $25,454 $23,150 2% Operating Capital $64,607 $144,769 $157,961 $113,936 -21% $895,098 $1,055,433 $1,040,076 $1,135,036 Total - Mayor & Council STAFFING BY PROGRAM Mayor FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget 8% Percent Over Last Year 3.5 3.5 3.5 3.5 0% Council Office 5 5 5 7 40% Cholla District Barrel District 1 1 1 1 1 1 1 1 0% 0% Sahuaro District 1 1 1 1 0% Cactus District 1 1 1 1 0% Yucca District 1 1 1 1 0% Ocotillo District 1 1 1 1 0% 14.5 14.5 14.5 16.5 14% Total -Mayor & Council 141 Mission and Performance Measures City Attorney CITY ATTORNEY DEPARTMENT DESCRIPTION: Did You Know? The City Attorney’s Office represents the city and its officers and employees in civil suits; provides advice to City Council; drafts ordinances and resolutions; reviews contracts; and prepares legal opinions. Other responsibilities include protection of the quantity and quality of the city's existing and future water supplies through ongoing legal representation in the Gila River Adjudication and other proceedings. The City of Glendale was served with 59 new lawsuits in 2000. This equates to a little over one new case each week! 2000-01 ACCOMPLISHMENTS: The City Prosecutor handles prosecution of violations of city codes and misdemeanor violations of state law within Glendale, and all appeals from City Court to Superior Court. • Assured city operations complied with all federal, state and local laws. • Continued to represent the city in litigation brought by third parties. MISSION STATEMENT: • Maintained an acceptable level of The mission of the City Attorney’s Office is to provide legal advice to City Council and management; represent the city in all legal proceedings; and ensure that city operations comply with all federal, state and local laws. enforcement through prosecution of violations of city codes and misdemeanor violations of state law. Prosecutor’s Office New Cases -- 1990 through 2000 The mission of the City Prosecutor’s Office is to maintain an acceptable level of enforcement through prosecution of violations of city codes and misdemeanor violations of state law. 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 142 Mission and Performance Measures City Attorney GRANTS RECEIVED: • The Attorney General’s Office awarded • The City Prosecutor’s Office received the City Prosecutor’s Office a state grant in the amount of $5,300 for the FY 99-00 Victims’ Rights Implementation Assistance Program. Local Law Enforcement Block Grants in the amount of $10,000 for crime reduction and juvenile delinquency prevention. 1510 - Attorney FY00 Actual FY01 Estimated FY02 Projected Objective: To prepare legal documents for the Mayor, City Council, City departments, boards and commissions in a timely manner. Maintain a lower cost per hour for internal legal services when compared to the current market cost for outside counsel $70 internal $175 market $70 internal $175 market $72 internal $180 market Percentage of legal work submitted and completed by deadline 90% 90% 90% Number of requests for review and preparation of resolutions and ordinances 152 160 170 Maintain an average turnaround time of two days for the completion of resolutions and four days for the completion of ordinances 2 days Resolutions 4 days Ordinances 2 days Resolutions 4 days Ordinances 2 days Resolutions 4 days Ordinances 143 City of Glendale Budget Summary by Department City Attorney BUDGET BY PROGRAM City Attorney City Attorney-Utilities Total - City Attorney BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $1,279,812 $243,757 $1,278,599 $239,762 $1,464,879 $239,762 $1,761,279 $0 38% -100% $1,523,569 $1,518,361 $1,704,641 $1,761,279 16% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $1,228,124 $1,287,243 $1,273,460 $1,425,913 11% $260,229 $193,752 $395,815 $296,694 53% Internal Premiums $25,480 $22,916 $22,916 $22,742 -1% Internal Service Charges $13,936 $12,450 $12,450 $12,450 0% $3,480 74% $1,761,279 16% Supplies and Contracts Operating Capital Work Order Credits Total - City Attorney STAFFING BY PROGRAM City Attorney City Attorney-Utilities Total -City Attorney $2,000 ($4,200) $1,523,569 $1,518,361 $1,704,641 FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year 16 2 16 2 16 2 19 0 19% -100% 18 18 18 19 6% 144 Mission and Performance Measures City Clerk CITY CLERK DEPARTMENT DESCRIPTION: Did You Know? The City Clerk's Office is responsible for the city’s records management program; conducting municipal elections; preparing and maintaining the official record of City Council meetings; coordinating the publishing and posting of the city’s public notices; and codifying ordinances to be included in the Municipal Code Book. More Glendale residents are taking advantage of passport office services conveniently located at City Hall. In FY 99-00, 1,378 passport forms were picked up, 1,129 applications were processed and 2,142 telephone inquiries were handled. MISSION STATEMENT: • Received 36 hours of volunteer time To serve our citizens by providing accurate and current information on City Council legislation and administrative actions; maintaining a comprehensive records management system which can be easily accessed by the public; publishing and posting legal notices to better inform the public; preparing and maintaining the official record of City Council meetings and workshops; and offering voters convenient and accessible methods of voting in municipal elections. and 473 hours of modified duty time during FY 99-00. • Five temporary employees spent six hours mailing out early-voter postcards, and 12 temporary employees spent 390 hours mailing out early ballots and 393 hours processing voted ballots in the 2000 Primary Election. Staff mailed 5,680 early ballots to voters and 4,176, or 74%, were returned in the 2000 Primary Election. Of the 7,344 total votes cast in the 2000 Primary Election, 3,273 were cast by polling place voters and 4,071 were cast by early voters. 2000-01 ACCOMPLISHMENTS: • Ensured that complete information packets for all regular City Council and Workshop meetings were available on the City's Internet home page by 5 p.m. on the Friday prior to the meeting. • Twelve temporary employees spent 425 hours mailing out early ballots and 414 hours processing voted ballots in the 2000 General Election. Staff mailed 6,766 early ballots to voters and 4,945, or 73%, were returned in the 2000 General Election. Of the 6,821 • Attended and processed minutes of 18 City Council meetings and 18 regular and special Workshop meetings. 145 Mission and Performance Measures City Clerk • 4,000+ early ballot requests resulted total votes cast in the 2000 General Election, 1,916 were cast by polling place voters and 4,905 were cast by early voters. from early voter postcards being sent to voters in the 2000 Primary and General Elections; 740 early ballot requests were taken by telephone in the 2000 General Election; 358 early ballot requests in the 2000 Primary Election and 685 early ballot requests in the 2000 General Election resulted from the Glendale Connection. Passport Applications Processed January 1 to December 31, 2000 • Volunteers contributed 320 hours (40 December October November September July August May June April March January VOLUNTEER USAGE: February 160 140 120 100 80 60 40 20 0 working days) indexing and microfilming Council and Workshop packets. 1210 - City Clerk FY00 Actual FY01 Estimated FY02 Projected Objective: Continue improving the election process through automation and increasing voter turnout through outreach activities; and increase early voting at every election. Percentage of total votes cast by early ballot 63% 68% 76% Objective: Plan, supervise, and successfully complete the spring and fall Purge days. Amount of Records Purged 246.5 cubic feet 251.5 cubic feet 261 cubic feet Objective: Participate in the planning and implementation of a Comprehensive Electronic Knowledge Management Program with each Department. Departments that have been through the Comprehensive Management Review 3 146 8 11 City of Glendale Budget Summary by Department City Clerk BUDGET BY PROGRAM City Clerk Records Management FY 99-00 Actual $231,925 $200,699 Passport Services Elections Total - City Clerk BUDGET BY CATEGORIES OF EXPENDITURES FY 00-01 Budget $238,872 $264,561 FY 00-01 Estimate $238,872 $242,082 FY 01-02 Budget $262,419 $493,400 Percent Over Last Year 10% 86% $534 $650 $678 $650 $255,078 $116,226 $34,468 $295,332 154% $688,236 $620,309 $516,100 $1,051,801 70% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget 0% Percent Over Last Year Wages/Salaries/Benefits $332,931 $297,441 $298,766 $327,140 10% Supplies and Contracts $240,154 $199,428 $126,397 $398,134 100% Internal Premiums $70,479 $81,262 $81,262 $67,750 -17% Internal Service Charges $33,861 $28,196 $4,575 $28,196 0% Operating Capital $10,811 $13,982 $5,100 $230,581 1549% $688,236 $620,309 $516,100 $1,051,801 Total - City Clerk STAFFING BY PROGRAM City Clerk Records Management Total -City Clerk 70% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year 0% 3 3 3 3 1.5 2 3 3 0% 4.5 5 6 6 0% 147 Mission and Performance Measures City Court CITY COURT DEPARTMENT DESCRIPTION: Did You Know? The Glendale City Court adjudicates all criminal misdemeanors, City Code violations, traffic violations and certain juvenile offenses committed in the City of Glendale. In cases of domestic violence and harassment, the court issues restraining orders. In felony matters, the court has the authority to issue search warrants. In 2000, the Court collected over $19,000 through the debt set-off program with the Arizona Lottery and Arizona Department of Revenue. MISSION STATEMENT: • The court applied for and received To uphold the law and preserve order for our community. grant funding totaling $149,281. • Court staff educated the public on court processes through Law Day, tours and speaking engagements. 2000-2001 ACCOMPLISHMENTS: • The court increased its reliance on the • Almost one-quarter of the criminal computer system by automating the court calendar and ten major functions. defendants were able to accept a plea agreement on the first day they appeared in court. • The court absorbed collection functions Glendale City Court Revenue previously performed by an external collection agency. The city benefits from this expedited collection effort. $6,000,000 Money Collected by City Court $5,000,000 $4,000,000 $3,000,000 Money Deposited into the General Fund $2,000,000 $1,000,000 $0 FY97 FY98 FY99 FY00 148 Mission and Performance Measures City Court 1410 - Court FY00 Actual FY01 Estimated FY02 Projected Objective: To initiate contact with defendants within seven days of missed payments. Percent of defendants where a collection call is made or a collection letter is sent within seven days 0 149 60% 80% City of Glendale Budget Summary by Department City Court BUDGET BY PROGRAM City Court Court Security FY 99-00 Actual $2,284,226 $169,591 Court Special Revenue Total - City Court BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 00-01 Budget $2,354,637 $260,758 FY 00-01 Estimate $2,333,929 $260,758 FY 01-02 Budget $2,585,844 $377,062 $78,221 $151,636 $151,636 $151,636 $2,532,038 $2,767,031 $2,746,324 $3,114,542 FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year 10% 45% 0% 13% Percent Over Last Year $1,549,701 $1,676,369 $1,781,421 $2,088,653 25% $863,108 $976,448 $829,028 $800,531 -18% Internal Premiums $69,131 $70,224 $70,224 $65,535 -7% Internal Service Charges $26,451 $28,990 $22,780 $29,550 2% Operating Capital $23,647 $15,000 $42,871 $130,273 768% $2,532,038 $2,767,031 $2,746,324 $3,114,542 13% Supplies and Contracts Total - City Court STAFFING BY PROGRAM City Court Total -City Court FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget 21 29 29 31 7% 21 29 29 31 7% 150 Percent Over Last Year Mission and Performance Measures City Manager’s Office CITY MANAGER’S OFFICE DEPARTMENT DESCRIPTION: Did You Know? The City Manager’s Office is responsible for the implementation of all City Council goals and the overall administration of all city staff, programs, services and projects. The Community Action Program is also a division of the Manager’s Office. A brand new cable television show is now airing entitled “Glendale Dimensions.” The show is hosted by the Assistant City Manager and addresses the importance of diversity in Glendale. The Community Action Program (CAP) provides financial assistance and direct services to disadvantaged residents to help them become more self-reliant. CAP receives funding from the city, county and state to serve over 4,000 clients annually. • Conducted a comprehensive reorganization of the city administrative structure to reflect our elected officials’ emphasis and interest in neighborhoods and community partnerships. MISSION STATEMENT: The mission of the City Manager’s Office is to implement the Mayor and City Council’s vision and goals for Glendale’s future, and to make certain that all residents receive comparable levels of high-quality service in an efficient, costeffective manner. • In response to the changing needs of The Community Action Program’s mission is to provide responsible and efficient support services that foster self-sufficiency and emotional stability when individuals or families are experiencing a financial hardship or major life crisis. • Hired a consultant to work with city our organization and community, the City Manager’s Office, in conjunction with the Diversity Committee, coordinated and completed a diversity audit. staff to develop statistically correct indicators and methods of measuring performance. • Coordinated and ensured adequate staffing for all City Council meetings and all related agenda review activities. 2000-01 ACCOMPLISHMENTS: • Adopted an organization-wide strategic • Supported the Mayor and Council in plan that will form the basis for recruitment and compensation, as well as lead and direct our organization in areas of analysis, negotiation and policy implementation. 151 Mission and Performance Measures City Manager’s Office areas of customer service, performance, leadership and decision making. Community Action Program Service Dollars Spent • Ensured Glendale’s local interests were represented at the county, state and federal levels via the coordination of legislation and regional partnering. 250000 $214,352 200000 $166,386 $172,385 97/98 98/99 150000 100000 • The Community Action Program 50000 (CAP) received $5,000 from a private foundation and used these funds to help nine Glendale families purchase clothing. 0 99/00 • CAP sponsored a holiday activity at • Eleven CAP volunteers donated 744 Isaac E. Imes Elementary School and each student was provided with a gift. hours for the Temporary Emergency Food Assistance Program (TEFAP). • 1310 – City Manager’s Office FY00 Actual FY01 Estimated FY02 Projected Objective: To support and implement City Council policies in order to make the City of Glendale a city of the highest quality. Assist and support the City Council in developing and implementing its policy decisions and other related functions, so that 90% of Council policy and action items can be accomplished as initially scheduled. 95% 100% 100% Immediate contact and attention (100%) will be given to all councilmembers who make calls or inquiries. 100% 100% 100% 152 Mission and Performance Measures City Manager’s Office No more than two agenda item decisions per year delayed by Council due to insufficient information. Less than 2 Less than 2 Less than 2 Objective: Provide information, respond to the public and uphold the City’s image as a community of the highest quality. Citizens who contact the City Manager’s Office (call, walk-in, or email) will receive immediate contact and attention (100%) by the City Manager’s staff. 100% 100% 100% Follow-up and resolution to citizen concerns will be made within five working days, 90% of the time. 80% 85% 90% Objective: To support the needs and interests of City of Glendale staff while fostering an environment of trust. Staff will have access to the City Manager’s Office and will be given immediate (100%) contact and attention by the City Manager’s Staff. 100% 100% 100% City Staff will be scheduled to meet with the City Manager or appropriate staff member within five working days, 90% of the time. 85% 90% 95% 153 City of Glendale Budget Summary by Department City Manager BUDGET BY PROGRAM City Manager CAP Local Match Community Action Program Total - City Manager BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual $810,637 $19,493 FY 00-01 Budget $827,882 $18,888 FY 00-01 Estimate $718,505 $28,793 FY 01-02 Budget $788,212 $17,888 Percent Over Last Year -5% -5% $233,242 $265,204 $265,204 $282,932 7% $1,063,372 $1,111,974 $1,012,502 $1,089,032 -2% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $945,842 $937,322 $839,797 $952,629 2% Supplies and Contracts $101,330 $101,958 $99,011 $71,884 -29% Internal Premiums $21,156 $21,908 $21,908 $20,641 -6% Internal Service Charges ($6,756) $50,786 $51,786 $43,878 -14% $1,111,974 $1,012,502 $1,089,032 -2% Operating Capital Total - City Manager STAFFING BY PROGRAM City Manager Community Action Program Total -City Manager $1,800 $1,063,372 FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year 7 5 7 5 7 5 7 5 0% 0% 12 12 12 12 0% 154 Mission and Performance Measures City Auditor CITY AUDITOR DEPARTMENT DESCRIPTION: Did You Know? The City Auditor’s Office is responsible for conducting audits and analyses of city departments, divisions and programs to provide management with an independent and objective assessment of selected operations. Professionally certified auditors are required to develop and maintain skills in multiple disciplines, including: Business analysis, financial analysis, management control analysis, statistical sampling, accounting principles, information technology principles and research methods. MISSION STATEMENT: To provide independent, objective assurance and consulting services, which add value and improve the city’s operations. • Advised management, department heads and employees regarding numerous management control, operational and procedural concerns. 2000-01 ACCOMPLISHMENTS: • Began a structured process to assess • Provided a cost-effective and objective risk factors for all city programs and functions. Quantified risk factors will be used to prioritize limited resources. source of consulting services for various city divisions and programs. • Participated in a task force to develop a citywide process for identifying and using key outcome indicators to improve city services and programs. Comparison of Hourly Cost for Professional Audit Services 450 City Auditor's Office 400 350 300 Low-Range Private Sector Audit Services 250 200 Mid-Range Private Sector Audit Services 150 100 High-Range Private Sector Audit Services 50 0 Dollar Cost Per Hour 155 Mission and Performance Measures City Auditor 1620 - City Auditor FY00 Actual FY01 Estimated FY02 Projected Objective: Maximize the perceived value of internal audit services to internal customers. Median rating received from internal customers on satisfaction survey. (Scale: 1-5, 1=Lowest) N/A N/A1 4 Percent of internal audit recommendations implemented or planned. (Benchmark: 71%)2 76% 80% 80% Objective: Maximize the level of efficiency above the benchmark for allocating limited department resources. Percentage of city programs measured or updated for preliminary risk factors in the current period. (Benchmark: 90%) N/A N/A3 90% Percentage of available departmental hours spent on direct audit services. (Benchmark: 65%)4 60% 65% 68% 1 Historical measurement survey instrument changed at the beginning of the current fiscal year. National Association of Local Government Auditors, Benchmarking and Best Practices Survey - FY 2000 3 Not measured until the current fiscal year. Current benchmark is an estimate based on professional experience. 4 National Association of Local Government Auditors, Benchmarking and Best Practices Survey - FY 2000 2 156 City of Glendale Budget Summary by Department City Auditor BUDGET BY PROGRAM City Auditor Total - City Auditor BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $246,968 $285,048 $285,048 $232,654 -18% $246,968 $285,048 $285,048 $232,654 -18% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $230,714 $270,560 $269,660 $218,166 -19% Supplies and Contracts $9,161 $7,080 $8,365 $7,018 -1% Internal Premiums $6,130 $6,058 $6,058 $6,120 1% $963 $1,350 $965 $1,350 0% $246,968 $285,048 $285,048 $232,654 Internal Service Charges Operating Capital Total - City Auditor STAFFING BY PROGRAM City Auditor Total -City Auditor -18% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget 3.5 4 4 3 -25% 3.5 4 4 3 -25% 157 Percent Over Last Year Mission and Performance Measures Intergovernmental Relations INTERGOVERNMENTAL RELATIONS DEPARTMENT DESCRIPTION: Did You Know? The Intergovernmental Relations Department is responsible for representing the city’s interests with other governmental and non-governmental jurisdictions at the local, regional, state and federal levels. Arizona will gain two seats in the Congressional House of Representatives as a result of the 2000 Census. MISSION STATEMENT: To implement the city’s legislative policy decisions by consistently interacting with other governmental and non-governmental entities. • Urged county, state and other city officials to fund westside transportation projects at a greater level. Worked with West Valley legislators and mayors on securing and advancing West Valley transportation including the Loop 303 and the Grand Avenue Project. 2000-01 ACCOMPLISHMENTS: • Advocated for the city’s interests at the State Legislature, successfully persuading legislators to defeat several proposals detrimental to the City of Glendale. • Established a more efficient legislative bill tracking system. • Successfully advocated for legislation • Worked in conjunction with national to support Luke Air Force Base and Arizona’s three other military bases. and local Census Bureau offices to improve the Census response rate. Produced and coordinated a high level marketing and outreach campaign targeting Glendale’s hard-to-enumerate areas. • Supported the maintenance of stateshared revenues to the city at levels proportional to our growth and historical funding. 158 Mission and Performance Measures Intergovernmental Relations 1810 - Intergovernmental Relations FY00 Actual FY01 Estimated FY02 Projected Objective: Send out all bills that may affect the city to department legislative liaisons for their comment and review within 48 hours of being introduced. Percent of bills sent out to department liaisons for their review. 90% 93% 95% Objective: To respond to legislative inquiries within 48 hours Percent of legislative inquiries responded to within 48 hours. 98% 159 98.5% 98.7% City of Glendale Budget Summary by Department Intergovt. Relations BUDGET BY PROGRAM Intergovernmental Relations Total - Intergovt. Relations BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $310,148 $400,307 $433,023 $376,356 -6% $310,148 $400,307 $433,023 $376,356 -6% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $167,974 $189,029 $206,229 $225,075 19% Supplies and Contracts $130,402 $205,101 $215,775 $145,133 -29% Internal Premiums $4,751 $4,419 $4,419 $4,390 -1% Internal Service Charges $4,517 $1,758 $6,600 $1,758 0% Operating Capital $2,504 $400,307 $433,023 $376,356 -6% Total - Intergovt. Relations STAFFING BY PROGRAM Intergovernmental Relations Total -Intergovt. Relations $310,148 FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget 2.5 3 3 3 0% 2.5 3 3 3 0% 160 Percent Over Last Year Mission and Performance Measures Human Resources HUMAN RESOURCES DEPARTMENT DESCRIPTION: Did You Know? The Human Resources Department is the cornerstone of the city’s Human Resources Management Program. It provides personnel policy development, administration, direction, and consultation to the organization. The department also provides personnel functions such as human resource administration, employee and volunteer selection, job classification and compensation, employee benefits, including the Employee Wellness Program, workers’ compensation administration and employee development. The occupational nurse had over 1,200 contacts with employees. The nurse provides basic treatment for many injuries allowing for immediate medical care. This is a big savings to the city’s workers compensation fund program. • Conducted more computerized testing The department staffs the city’s Personnel Board, Commission on Persons with Disabilities, Local Public Safety Retirement System Boards, Workers’ Compensation Trust Fund Board and various management committees. of applicants' knowledge and skills resulting in more accurately identifying job-related knowledge and skills. This reduces the occurrence of hiring an unqualified candidate. • Increased use of advertising jobs on the MISSION STATEMENT: Internet resulting in quicker publication of job openings and reaching vast numbers of potential applicants at a minimal cost. To provide leadership that fosters the growth and development of all employees through proactive, innovative and quality customer service. • Approximately 500 employees benefited from the Employee Development Program. 2000-01 ACCOMPLISHMENTS: • Conducted more executive level • Continued two college-degree recruitments in-house resulting in cost savings while maintaining or increasing the level of effectiveness. programs assisting more than 100 employees in pursuing their bachelor's and masters degree's. 161 Mission and Performance Measures Human Resources • Implemented new personnel board procedures to streamline the process and complete hearings more expediently. Glendale Employee Education Initiative (In Partnership With Ottawa University) 70 60 • Partnered with the American 50 Active Erollment 40 30 20 Winter '01 Fall '00 Summer '00 Spring '00 Winter '00 10 0 Compensation Association to provide educational programs for the City Manager’s Compensation Task Force, increasing the group’s decision-making capabilities. Available On-site Classes Total Employees Graduating • In FY 99-00, the Volunteer Services • Improved claims experience and Program had 670 volunteers who donated an average of 10,730 hours per month. The value of this augmented service is $1,684,782. benefits plan design to stabilize medical and dental rates. • Established a Health Care Trust Fund with monies derived from unused benefit premiums. This funding strategy will help the city preserve the benefit plan in the future. 1431 – Employee Benefits FY00 Actual FY01 Estimated FY02 Projected Objective: To return all calls to the Customer Service line within 24 hours. Percentage of calls returned within 24 hours. 99% 100% 100% Objective: To complete enrollment of all newly hired employees within required enrollment period. Percentage of employees enrolled during required enrollment period. 100% 162 100% 100% Mission and Performance Measures Human Resources 1433 – Workers Compensation FY00 Actual FY01 Estimated FY02 Projected Objective: To place all qualified employees who have work restrictions due to an on-the-job injury in a temporary modified duty position. Percentage of qualified employees with work restrictions placed in a temporary modified duty position. 99% 99% 99% 1925 – Compensation FY00 Actual FY01 Estimated FY02 Projected Objective: To complete modern compensation study with implementation of recommendations within two years of project start date. Percent of study completed from July 1, 2000 start date. 15% 50% 75% Objective: To provide basic compensation and performance management training for department heads, line managers and compensation committees. Percent of employees receiving training. 30% 50% 100% Number of employees trained for compensation fundamentals. 65 110 220 Number of employees trained for performance management. 50 110 220 163 Mission and Performance Measures Human Resources 1920 – Employee Relations FY00 Actual FY01 Estimated FY02 Projected Objective: To improve the effectiveness of departments by improving employee behavior and performance. Percentage of users reporting positive results and/or change of employee behavior from handling of issue.* N/A N/A 75% Percentage of contacts initiated by supervisors at the coaching level, N/A N/A rather than when performance is at disciplinary level.* *Note: These are new measures and figures are not available for FY 00 and FY 01. 33% 1915 – Employment Services FY00 Actual FY01 Estimated FY02 Projected Objective: To increase city services by augmenting paid city staff with volunteers. Average hours of donated service per month. 10,730 10,730 11,210 Objective: To increase the effectiveness of recruitment methods to meet the needs of departments and to continually adapt recruitment outreach methods to meet the changes in the labor market. Average number of days from the time department requests to fill a vacancy to the time they receive a list of qualified applicants. 22 164 27 22 City of Glendale Budget Summary by Department Human Resources BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Benefits & Worker's Comp. Employee Relations $221,077 $0 $725,130 $0 $571,245 $0 Worker's Compensation $751,033 $1,075,000 $1,075,000 $1,075,000 0% Benefit Programs $400,556 $8,506,139 $6,721,824 $11,222,893 32% Human Resources Admin. $408,082 $413,910 $585,457 $724,051 75% Employment Services $398,108 $383,051 $419,109 $395,841 3% Employee Relations $669,885 $928,833 $421,773 $304,261 -67% $0 $0 $0 $147,621 $329,813 $136,248 $429,570 $207,919 NA 41% $2,848,741 $12,179,684 $10,260,469 $14,985,003 23% FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Compensation Organizational Development Total - Human Resources BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual $625,468 $0 Percent Over Last Year -14% NA Percent Over Last Year Wages/Salaries/Benefits $1,264,298 $1,574,964 $1,487,827 $1,684,153 7% Supplies and Contracts $1,503,341 $10,537,782 $8,697,066 $13,221,082 25% Internal Premiums $31,662 $30,378 $30,378 $43,008 42% Internal Service Charges $35,671 $33,560 $36,464 $26,860 -20% Operating Capital $13,769 $3,000 $8,734 $9,900 230% $2,848,741 $12,179,684 $10,260,469 $14,985,003 23% Total - Human Resources FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Benefits & Worker's Comp. 2.5 3.5 3.5 3.5 0% Employee Relations Human Resources Admin. 2 13 0 3.4 0 3.5 0 5 N/A 43% Employment Services 1 5.6 5 5 0% Employee Relations 0 5 6 3 -50% Compensation 0 0 0 3 N/A Organizational Development 0 0 0 1 N/A 18.5 17.5 18 20.5 14% STAFFING BY PROGRAM Total -Human Resources 165 Percent Over Last Year Mission and Performance Measures Economic Development ECONOMIC DEVELOPMENT DEPARTMENT DESCRIPTION: Did You Know? The Economic Development Department is committed to enhancing the economic vitality of the community through the creation and retention of quality jobs, generation of additional tax revenue and improving residential and commercial land values. A company locating in Glendale has access to a potential labor force greater than 850,000 within a 30-minute commute. MISSION STATEMENT: • Implemented broker/developer The Economic Development Department’s mission is to retain, attract and expand quality businesses that provide jobs and expand or diversify the city's tax base. partnering program. This program is designed to develop relationships with brokers and developers to market opportunities within the City and to generate a positive image. The Redevelopment Division’s mission is to promote, encourage and facilitate the orderly redevelopment of the city's underperforming residential, commercial and industrial neighborhoods. • Developed and implemented Western Area Stakeholders Group which named the western area Glendale Gateway and renamed Glen Harbor Business Park as Glendale Airpark. 2000-01 ACCOMPLISHMENTS: • Worked with the Greater Phoenix • Worked with companies to attract and Economic Council (GPEC) to respond to 48 leads. Five were qualified projects. retain quality jobs. Examples of clients assisted include Inn at Talavi, Tess Communications, M&M Automatics, Conair, Kay Bee Toys, Arizona State Savings and Credit Union, Ultimate Electronics, MA Hanna Color and NuCO2. These projects will generate an estimated 285 new jobs and $18,450,000 in capital investment. • Developed a comprehensive economic development resource center that provides GIS mapping, aerials, demographic data and real estate information for retail and employmentgenerating prospects, local businesses, consultants and the public. The information is available from sitespecific information to area analysis. 166 Mission and Performance Measures Economic Development • Introduced the Sidewalk Use and Display Permit Ordinance to allow downtown businesses to set displays in front of their businesses. Types of Projects Looking at Glendale Retail 23% • Designated $100,000 for streetscape Flex Space 23% items in a new Sidewalk Beautification project. Office 35% Industrial 19% • Selected consultant team and began the analysis phase of the City Center Master Plan. Selected the Citizen Advisory Committee and held several public meetings to obtain citizen input. • The Paint, Pave, Plant and Sign Program and Downtown Façade Improvement Grant programs awarded an estimated $86,000 in reimbursements. Total property improvements resulting from these projects exceeded $286,000. • Enhanced a business advocacy program to provide technical and financial support to businesses. 5409- Economic Development FY00 Actual FY01 Estimated FY02 Projected Objective: To provide assistance for qualified business retention and attraction projects. Number of projects undertaken 82 100 100 5410 - Redevelopment FY00 Actual FY01 Estimated FY02 Projected Objective: To work with qualified developers to improve underperforming properties throughout the city. Number of projects undertaken 22 167 25 25 City of Glendale Budget Summary by Department Economic Development BUDGET BY PROGRAM Economic Development Redevelopment Total - Economic Development BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $450,818 $100,733 $515,942 $366,607 $531,306 $361,182 $536,046 $175,899 4% -52% $551,551 $882,549 $892,488 $711,945 -19% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $318,057 $419,064 $419,064 $472,551 13% Supplies and Contracts $206,775 $426,881 $443,751 $223,884 -48% $10,752 $10,858 $10,858 $9,660 -11% $2,923 $2,692 $10,100 $5,850 117% $13,044 $23,054 $8,715 $551,551 $882,549 $892,488 $711,945 -19% Internal Premiums Internal Service Charges Operating Capital Total - Economic Development FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Economic Development 4 4 4 4 0% Redevelopment 1 1 1 2 100% 5 5 5 6 20% STAFFING BY PROGRAM Total -Economic Development 168 Percent Over Last Year Mission and Performance Measures Administrative Services ADMINISTRATIVE SERVICES DEPARTMENT DESCRIPTION: Did You Know? Administrative Services provides for the overall direction of the activities of the Administrative Services Group and the operation of the Deputy City Managers' Administration Office. The group includes Information Technology, Finance, Management and Budget, and Marketing. The Deputy City Manager of the Administrative Services Group is a member of the executive management team and provides support to the City Manager and City Council. For the past 13 consecutive years, the Finance Department has received national recognition by the Government Finance Officers Association for producing the city’s Comprehensive Annual Financial Report (CAFR). • Implemented the conversion of the procurement card program from a paper-based system to an Internet enabled program. MISSION STATEMENT: To provide quality services to our internal customers and to citizens consistent with the City Council goals and directives. • Revised the purchase ordinance to streamline the purchasing process. 2000-01 ACCOMPLISHMENTS: 2001-02 OBJECTIVES: • Completed construction and opened • Continue to provide timely systems Glendale’s new 1,300 square-foot Visitor Center and public restrooms in downtown. analysis, design, and programming for end user requests for existing application systems. • Designed and implemented Accounts • Continue to enhance and improve the Receivable and Miscellaneous Billing Systems in PeopleSoft Financial 7.5. budget inputting process based on comments received from department users. • Successfully completed the first celebration of the city’s Hispanic heritage with a Glendale Fiesta event. • Develop a pilot program for satellite Visitor Center manned by city volunteers at Arrowhead Towne Center. 169 City of Glendale Budget Summary by Department Administration BUDGET BY PROGRAM Administration Total - Administration BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $280,591 $317,482 $330,104 $351,382 11% $280,591 $317,482 $330,104 $351,382 11% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $285,405 $291,639 $291,639 $334,048 15% Supplies and Contracts ($15,346) $17,300 $29,922 $7,711 -55% Internal Premiums $6,961 $6,695 $6,695 $7,870 18% Internal Service Charges $3,571 $1,848 $1,848 $1,753 -5% $280,591 $317,482 $330,104 $351,382 11% Total - Administration STAFFING BY PROGRAM Administration Total -Administration FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget 4 4 4 4 0% 4 4 4 4 0% 170 Percent Over Last Year Mission and Performance Measures Marketing/Communications MARKETING/COMMUNICATIONS DEPARTMENT DESCRIPTION: Did You Know? The Marketing/Communications Department consists of the Marketing, Cable TV, Special Events, Graphics, Tourism, and Civic Center divisions. This department oversees the city’s printed, televised, and electronic and web communications with the public to enhance the city’s image and promote its programs and services. It also runs eight signature special events, a tourism program, the Visitor Center and Glendale Civic Center bringing economic benefit to the city. The number of visitors to the Glendale Web site increased 25 percent since last year with an average of 50,000 visits per month. restrooms in downtown and opened the center on schedule in October 2000. • Successfully operated the Glendale Marketing/Communications is the direct contact for all media and is responsible for establishing public relations policy and advising management on media-related issues. The department also serves as marketing consultant for all city departments, and facilitates the writing, editing, design, layout and production of all collateral materials. Civic Center during its first year of operation by hosting 276 separate events (67 percent with catering) which used 759 rooms at the center. Of these events, 66 percent were private functions and 34 percent were for the public. At least 52,000 people came downtown to attend events at the Civic Center. MISSION STATEMENT: • Researched, wrote, laid out and printed a 280-page, hardbound update of Glendale’s history: A Century of Diversity. To enhance the perception of Glendale as a quality city in which to live, work, recreate, and conduct business through a comprehensive marketing and communications program. • Successfully wrote awards that resulted in the Mayor winning a Tribute to Women by the YWCA and the assistant City Manager being named Manager of the Year in Arizona. 2000-01 ACCOMPLISHMENTS: • Designed Glendale’s new 1,300square-foot Visitor Center and public 171 Mission and Performance Measures Marketing/Communications • Formation of the 50-member Web expanded Council One-on-One to 15 minutes, pairing it with a new, monthly 15-minute Teens Today show produced by the Mayor’s Youth Advisory Commission. Content Management Team made up of representatives of every city division. This team is totally revamping the city’s 5-year-old web site. • Conducted a Tourism Conversion • Successfully completed the first Study with ASU West, which proved that 20 percent of those who requested and received visitor information packets came to visit Glendale. This 20 percent conversion rate is considered by the Arizona Office of Tourism to be quite good for a program still in its infancy. Glendale Fiesta, a celebration of the city’s Hispanic heritage. More than 10,000 people attended this premier event. C it y o f G le n d a le M a r k e t in g /C o m m u n ic a t io n s D e p a r t m e n t - S p e c ia l E v e n t s D iv is io n S p o n so r sh ip -T h r e e Y e a r H isto r y $600 $5 12 T H O U S A N D S $500 $ 47 9 $4 58 $ 40 2 $ 39 7 $400 • Tourism Division received $14,000 $3 43 C as h $300 In -Ki nd T otal additional grant dollars from the state by developing a regional program with Carefree and Wickenburg. $200 $ 11 0 $1 07 $8 2 $100 $0 9 8 -9 9 9 9 -0 0 0 0-01 • Proactively placed $2,650,912 worth of publicity about Glendale with newspaper, magazines and radio. More than 43 percent of this proactive publicity was generated by the Marketing Department’s divisions: Special Events, Tourism and Civic Center. • Successfully coordinated the grand openings of seven different city facilities in less than three months. • Increased the cable stations (KGLN TV-11) weekly original programming by at least 17 percent per week by adding 22 new hours of self-produced programming out of 126 hours per week. • Total positive publicity received by the city outweighed negative publicity 3:1. • Built a new, state-of-the-art news set • Wrote, designed and produced a unique and expanded KGLN's bi-weekly, 20minute City Beat News Show to a half hour; developed and aired two new monthly half hour shows – Glendale Dimensions and Pet Showcase; and four-color annual report and produced the 2001 State of the City program including six district videos and display booths. 172 Mission and Performance Measures Marketing/Communications 1710 – Marketing FY00 Actual FY01 Estimated FY02 Projected Objective: To increase the number of projects completed for citywide departments. Number of jobs completed annually 810 931 1070 4244 – Special Events FY00 Actual FY01 Estimated FY02 Projected Objective: To increase attendance at Special Events/Major Festivals. Attendance at Special Events/Major Festivals 272,000 278,000 285,000 1714 – Tourism FY00 Actual FY01 Estimated FY02 Projected Objective: Increase Number of fulfilled requests for information by Tourism Division. Fulfilled requests for information by Tourism Division 1,000 173 14,000 17,000 City of Glendale Budget Summary by Department Marketing BUDGET BY PROGRAM Marketing Tourism FY 99-00 Actual $830,741 $223,199 Special Events Prod. Support FY 00-01 Budget $911,845 $330,176 FY 00-01 Estimate FY 01-02 Budget $984,747 $351,476 $1,138,452 $298,956 Percent Over Last Year 25% -9% $89,790 $90,500 $90,500 $90,500 0% Civic Center $636,861 $722,743 $722,743 $707,351 -2% City-Wide Special Events $500,385 $553,366 $575,975 $594,105 7% $5,579 $20,000 $0 $65,000 225% Events - Special Revenue $262,572 $500,000 $300,324 $500,000 0% Cable Communications Truck Cable Production $616,042 $0 $557,045 $80,208 $586,125 $0 $600,536 $54,700 8% -32% -35% Tourism - Souvenir Program PEG Grant Cable Equipment Total - Marketing BUDGET BY CATEGORIES OF EXPENDITURES $246,699 $399,352 $315,868 $261,000 $3,411,868 $4,165,235 $3,927,758 $4,310,600 FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget 3% Percent Over Last Year Wages/Salaries/Benefits $1,363,305 $1,850,354 $1,811,175 $2,055,170 11% Supplies and Contracts $1,310,455 $1,641,853 $1,513,916 $1,736,675 6% $154,803 $174,136 $177,892 $182,181 5% $45,369 $47,520 $41,953 $46,592 -2% $537,936 $451,372 $382,822 $289,982 -36% $3,411,868 $4,165,235 $3,927,758 $4,310,600 Internal Premiums Internal Service Charges Operating Capital Total - Marketing 3% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year Marketing Tourism 7 1 7 1 9 2 9 2 0% 0% Civic Center 1 4 5 6 20% City-Wide Special Events 2 2 5 5 0% Cable Communications 5 5 6 6 0% 16 19 27 28 4% STAFFING BY PROGRAM Total -Marketing 174 Mission and Performance Measures Finance FINANCE DEPARTMENT DESCRIPTION: Did You Know? The Finance Department provides financial information to the public, state agencies, bondholders, grantors, auditors, City Council, and management. Finance Administration is responsible for debt management, banking services, investment management, and special financial analysis. The Accounting Division prepares external financial reports, including the Comprehensive Annual Financial Report (CAFR) and other special reports, manages the city payroll process, pays vendors, accounts for improvement district assessments, and provides internal financial management consulting to departments. The Sales Tax and Collections Division licenses businesses and administers the sales tax code to ensure compliance. The Customer Service Office bills customers for municipal services and processes cash receipts. The Regulatory and Telecommunications office is responsible for all aspects of cable television, telecommunications, liquor, adult business, bingo and off-track wagering licensing and regulation. Each year we distribute 250 copies of the Comprehensive Annual Financial Report to citizens, bond rating agencies, and university researchers. The Accounting Division is to provide accurate and timely financial information and analysis to all internal and external customers. The Sales Tax and Collections Division is to ensure compliance in the privilege (sales) tax and licensing areas with emphasis on the fair and equitable treatment of all of our businesses. The Customer Service Office is to provide utility billing and cash receipts processing services and information to our customers, and duplicating and mail services to all City departments. The Regulatory and Telecommunications Office is to ensure compliance with Federal, State, and local regulations concerning cable television, telecommunications, liquor, adult businesses and wagering. MISSION STATEMENT: The mission of: Finance Administration is to provide and maintain capital which will facilitate the delivery of services and the building of our city. 175 Mission and Performance Measures Finance • Continue to analyze methods for 2000-01 ACCOMPLISHMENTS financing revitalization project needs and to improve technology to enhance billing preparation. • Maintained Moody’s Investor Service bond rating of Aa2, saving citizens approximately $3,000,000 in future general obligation bond issuance costs. • Update long-term debt-financing plan. • Performed 31,031 Business Inspections • Continue to produce a national awardwinning CAFR. • Collected $1.1 million in Delinquent • Continue to answer 80.8% of our Liabilities. customer service calls within two minutes. • Incorporated duplicating and mail services into the Customer Service Office division. • Continue to maintain a 99.9% accuracy rate in billing and payment processing. • Implemented an automated payment • Analyze and implement methods to processing system, which increased the number of payments processed daily by 50% percent. improve duplicating and mail services. • Continue to maintain a 2-day turn • Internally produced financial reports around for ST System updates on returns, changes, applications, and notices. for bond issues, award-winning Comprehensive Annual Financial Report, Annual Expenditure Limitation Report and ASU-2 Bureau of Census Financial Report. • Continue to enhance our Customer Service, Collections, Licensing, and Audit techniques. • Continue to analyze methods for financing future water and sewer needs. 176 Mission and Performance Measures Finance 2210 - Finance Administration FY00 Actual FY01 Estimated FY02 Projected Objective: To prepare a Comprehensive Annual Financial Report (CAFR) which meets the standards established by the Government Finance Officers Association (GFOA) as measured by their Certificate of Achievement Program's Summary of Grading Results reported for prior fiscal year. Number of categories positively graded 17 out of 17 17 out of 17 17 out of 17 Objective: To scan the marketplace for innovative and cost-saving approaches to financing capital improvement projects. Number of financing proposals and professional articles reviewed 15 15 15 2220 - Accounting FY00 Actual FY01 Estimated FY02 Projected Objective: To assist program administration in the preparation of financial reports as required for federal and state grants received by the City. Number of programs assisted by grants accountant 30 30 30 Objective: To comply with the Internal Revenue Service (IRS) requirements. Number of IRS Forms 1099 issued Number of IRS Forms W-2 issued 210 2202 177 217 2443 220 2700 Mission and Performance Measures Finance 2221 - LID Administration FY00 Actual FY01 Estimated FY02 Projected Objective: To ensure that local improvement district (LID) assessments are paid as required by law. Number of delinquent assessment accounts Number of delinquencies paid to city prior to public auction Number of delinquent accounts sold at public auction 6 7 7 4 6 6 2 1 1 2230 - License/Collection FY00 Actual FY01 Estimated FY02 Projected Objective: Continue to serve our customers quickly and efficiently. All calls answered within 2 minutes 80.8% 80.9% 90.0% Number of calls answered 81,807 87,398 92,379 Number of walk-in customers served 9,680 8,647 8,549 Objective: Continue to ensure compliance with our Sales Tax and Business Licensing Codes. Number of business Inspections Number of Sales Tax Audits 35,502 39,352 40,000 122 144 165 178 Mission and Performance Measures Finance 2235 - Regulatory & Communication FY00 Actual FY01 Estimated FY02 Projected Objective: Continue to ensure compliance with Federal, State and Local regulations for Special Regulatory Licensing, Cable and Telecommunications. Number of telecommunications Agreements being monitored. 9 13 19 Number of Cable Customers 43,623 44,495 45,100 Number of Liquor Licenses Processed 81 77 83 2240 – Customer Service Office FY00 Actual FY01 Estimated FY02 Projected Objective: Continue to provide accurate billing to all of our customers. Number of cash receipts processed (in millions) 224 239 256 Number of transactions processed 623,571 661,287 701,593 Number of customer’s Municipal Bills processed 665,054 678,204 692,446 179 City of Glendale Budget Summary by Department Finance BUDGET BY PROGRAM Finance Administration Accounting Services FY 99-00 Actual $475,739 $789,210 FY 00-01 Budget FY 00-01 Estimate $591,881 $873,592 FY 01-02 Budget $567,407 $919,600 Percent Over Last Year $625,620 $975,429 6% 12% 0% LID Administration $10,000 $10,000 $10,000 $10,000 License/Collection $870,471 $961,631 $920,521 $994,191 3% Regulatory & Communication $143,273 $146,573 $146,573 $123,813 -16% $1,868,622 $2,014,426 $2,165,756 $2,287,607 14% $375,345 $426,647 $426,647 $321,270 -25% Customer Service Office Duplicating/Mail Print Shop Total - Finance BUDGET BY CATEGORIES OF EXPENDITURES $1,032 $0 $0 $0 NA $4,533,692 $5,024,750 $5,156,504 $5,337,930 6% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $3,228,162 $3,631,265 $3,592,225 $3,875,843 7% Supplies and Contracts $1,107,259 $1,224,855 $1,186,828 $1,283,914 5% Internal Premiums Internal Service Charges Operating Capital Work Order Credits Total - Finance STAFFING BY PROGRAM Finance Administration Accounting Services License/Collection $99,886 $101,536 $101,536 $113,969 12% $120,842 $129,704 $122,691 $122,049 -6% $63,553 $19,390 $235,224 $32,155 66% ($86,010) ($82,000) ($82,000) ($90,000) 10% $4,533,692 FY 98-99 Authorized $5,024,750 FY 99-00 Authorized $5,156,504 FY 00-01 Authorized $5,337,930 6% FY 01-02 Budget Percent Over Last Year 4 5 6 6 0% 15 11.5 15 11.5 16 11.5 17 11.5 6% 0% 0% Regulatory & Communication 2 2 2 2 Customer Service Office 29 30 30.5 31.5 3% Duplicating/Mail 2 2 2 0 -100% Print Shop Total -Finance 1 1 0 0 N/A 64.5 66.5 68 68 0% 180 Mission and Performance Measures Information Technology INFORMATION TECHNOLOGY DEPARTMENT DESCRIPTION Did You Know? Information Technology provides local and wide area network computer system management and operations; application systems analysis, design, programming, and support; data communications; enduser PC integration and support; Intranet support; and citywide telephone analysis and communications. The average adult normally blinks between 12 and 20 times per minute. When looking at a compelling image, people tend to blink less. Computer users tend to blink as little as 5 times per minute. MISSION STATEMENT • Designed and implemented the Asset To support the delivery of external city services by providing effective and efficient computerized application systems, local area networks, PC support, and telephone and data communications to internal departments. Management module within PeopleSoft Financials 7.5. • Began a pilot program for computerbased end-user training. • Added OC3 fiber connection from the Glendale US West Central Office (CO) to City buildings to provide lower costs for current and future T1 service to city facilities. 2000-01 ACCOMPLISHMENTS • Continued plan to move towards WEBbased applications that interface with the Oracle databases. • Provided timely systems analysis, design, and programming for end user requests for existing application systems. • • Configured new telephone systems for some of the smaller, outdated remote sites. • Provided intranet (internal) web access to all City computers in order to make available internal information, documentation, manuals, forms, and reports. Completed the upgrade to PeopleSoft Financials 7.5 in January 2001. 181 Mission and Performance Measures Information Technology • Information Technology donated Number of Hits to Glendale’s Home Page recycled PCs to: Main Library Foothills Branch Library Velma Teague Library Glendale Adult Center Glendale Community Center 60000 50000 40000 30000 20000 Dec-00 Nov-00 Sep-00 Oct-00 Jul-00 Aug-00 Jun-00 Apr-00 May-00 materials (information, forms, reports, etc) for both Internet (for citizen access) and Intranet (for internal employee access). Mar-00 0 Jan-00 • Added and upgraded Web-based Feb-00 10000 • Upgraded network routers and switching hub for improved network communications. • Upgraded the City’s connection to the Internet, providing faster access for citizens and improved capabilities for employees who are teleworking. • Completed replacement program with approximately 270 PCs and 9 network printers this year. • Continued to add capabilities for increased telework opportunities for employees. 2310 – Information Technology FY00 Actual FY01 Estimated FY02 Projected Objective: To ensure that the City of Glendale network is available within or exceeding the industry standard of 90% - 98%. Actual network uptime 99% 99% 99% Objective: To provide access to the City of Glendale network within 24 hours of Information Technology receiving the necessary information. Percent of employees receiving requested access within 24 hours 100% 182 100% 100% City of Glendale Budget Summary by Department Info. Technology BUDGET BY PROGRAM PeopleTech Team Information Technology Information Tech. - Utilities Telephones Technology Replacement Total - Info. Technology BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual $67,698 $2,318,911 FY 00-01 Budget $0 $2,700,208 FY 00-01 Estimate $0 $2,770,461 FY 01-02 Budget Percent Over Last Year $0 $3,270,489 NA 21% $65,139 $67,023 $67,023 $0 $840,709 $871,053 $915,781 $987,751 $1,059,754 $1,427,599 $1,684,819 $2,615,473 83% $4,352,211 $5,065,883 $5,438,084 $6,873,713 36% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget -100% 13% Percent Over Last Year Wages/Salaries/Benefits $1,535,784 $1,755,709 $1,763,325 $2,001,031 14% Supplies and Contracts $1,538,941 $1,623,335 $1,934,090 $2,041,753 26% $409,619 $455,410 $455,410 $540,806 19% $39,535 $36,830 $35,660 $780 -98% $828,332 $1,194,599 $1,249,599 $2,289,343 92% $4,352,211 $5,065,883 $5,438,084 $6,873,713 36% Internal Premiums Internal Service Charges Operating Capital Total - Info. Technology STAFFING BY PROGRAM Information Technology Information Tech. - Utilities Telephones Total -Info. Technology FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year 25.5 25.5 25.5 26 2% 1 1 1 0 -100% 1 1 1 1 0% 27.5 27.5 27.5 27 -2% 183 Mission and Performance Measures Management and Budget MANAGEMENT AND BUDGET DEPARTMENT DESCRIPTION: Did You Know? The Management and Budget Department provides the services of budget preparation and monitoring, grants administration, purchasing, warehousing, risk management, and safety for city departments and staff. Since January 2000 Glendale has received four grants totaling $861,157 to enhance our pedestrian and bicycle facilities and to create Arizona's first bicycle driver safety program. MISSION STATEMENTS: Budget Office: To be a source of reliable and accurate information in the preparation and monitoring of the annual budget, and the development and presentation of research findings. Safety Division: To inspect and provide training to all city employees to make sure they are in compliance with all Occupational Safety and Health Administration (OSHA) Regulations, and to ensure a safe workplace. Grants Administration Program: To facilitate and coordinate the city's effort to obtain grants for city services and programs, and to help local community groups and organizations obtain grants for needed services to residents. 2000-2001 ACCOMPLISHMENTS: • Risk Management Database was updated to include digital photos of accident scenes and damages as well as all payments. Materials Management Division: To provide superior service to city departments in the procurement of goods and services for the best value. • Risk Management combined two insurance policies with other existing policies, saving the city $20,000. Risk Management Division: The discovery, measurement, reduction, transfer, and funding of actual and potential events that cause unusual costs to the city and to provide a comprehensive program whereby exposure to accidental loss is reduced to the lowest possible level. • In-house safety training was started for bilingual forklift operators. • The procurement card program was converted from a paper-based system to an Internet-enabled program. 184 Mission and Performance Measures Management and Budget • Purchasing ordinance was revised to • Initiated a computer donation program streamline the purchasing process. to Glendale non-profit agencies. • Continued community involvement at • Upgraded Warehouse inventory business shows with the Glendale Chamber of Commerce, Grand Canyon Minority Supplier Development Council, Glendale Library Small Business Development Program and the Arizona Department of Commerce. computer system. • Created and implemented a central storage locker system for dept use. • Initiated a training program for VOLUNTEER USAGE: departments on our cooperative purchase programs. • Budget staff is being supplemented through the use of three budget liaison volunteers from other city departments contributing a total of approximately 675 hours of time in the Budget Office in addition to performing their regular job duties. • Assisted city departments in obtaining grants to complete or accelerate the city's work plan including grants to establish a bicycle driver safety program in Glendale's elementary schools and to improve pedestrian and bicycle facilities. 185 Mission and Performance Measures Management and Budget 1430 - Risk Management FY00 Actual FY01 Estimated FY02 Projected Objective: To make initial contact with claimants within 24 hours of receiving claim 95% of the time. Percent of claimants contacted within 24 hours 90% 93% 95% Objective: To provide OSHA-mandated training to all designated city employees. Percent of employees completing all required OSHA training 100% 100% 100% Number of employees participating in OSHA and other specialty training 1435 1550 1600 FY01 Estimated FY02 Projected 2410 - Budget FY00 Actual Objective: To manage the budget development process so that it is easy for departments to complete their budget proposals. Percent indicating that the training session got them ready to complete their budget N/A 96% 95% Percent that felt the input model assisted them in creating their budget. 82% 61% 95% 186 Mission and Performance Measures Management and Budget Objective: To prepare a budget document which meets the standards established by the Government Finance Officers Association (GFOA). Budget categories rated outstanding by GFOA 2 3 3 2420 - Purchasing FY00 Actual FY01 Estimated FY02 Projected Objective: Maintain customer satisfaction rating of 95% meet or exceed expectation. Percent of annual survey respondents indicating service meets or exceeds expectations 93% 95% 95% Objective: To facilitate easy vendor participation with the City of Glendale by participating in trade shows and professional organizations. Number of trade shows attended 5 6 6 FY01 Estimated FY02 Projected 2421 - Warehouse FY00 Actual Objective: Maintain customer satisfaction rating of 96% meet or exceed expectation. Percent of annual survey respondents indicating service meets or exceeds expectations 96% 187 97% 98% Mission and Performance Measures Management and Budget Objective: Continue inventory reduction effort with a 5% inventory value reduction annually. Total inventory value Percentage change from prior year $590,429 $560,907 $427,533 +8.1% -5% -6% FY01 Estimated FY02 Projected 2415 - Grants FY00 Actual Objective: Increase the knowledge base, grantseeking and writing skills of staff members in new City departments each year. Number of departments that submit good quality competitive grant applications. 2 2 2 Number of staff members successfully completing a grants education workshop 2 2 2 Objective: To write for and obtain third party funding for department and/or management priority projects. Success rate for competitive grant awards submitted, with a match to grant leverage ratio of approximately 60:40 70% 188 70% 70% City of Glendale Budget Summary by Department Management & Budget BUDGET BY PROGRAM Risk Management Risk Mgmt. Trust Fund FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $326,424 $1,199,833 $354,629 $1,275,440 $352,361 $4,275,440 $364,545 $1,600,000 3% 25% $398,631 $487,596 $484,904 $525,618 8% $75,258 $146,882 $144,708 $157,619 7% Purchasing $354,102 $363,390 $367,756 $363,839 0% Warehouse $352,663 $355,898 $360,398 $359,353 1% Grant Match Pool $153,238 $200,000 $200,000 $150,000 -25% $2,860,149 $3,183,835 $6,185,567 $3,520,974 11% Budget & Research Grants Administration Total - Management & Budget BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $1,225,331 $1,442,038 $1,441,620 $1,547,907 7% Supplies and Contracts $1,575,751 $1,662,370 $4,675,244 $1,909,408 15% Internal Premiums $37,810 $40,020 $40,020 $42,583 6% Internal Service Charges $21,257 $23,510 $20,291 $21,076 -10% $15,897 $8,392 $3,183,835 $6,185,567 $3,520,974 11% Operating Capital Total - Management & Budget STAFFING BY PROGRAM $2,860,149 FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year Risk Management 2 4 4 4 0% Budget & Research 4.65 4.65 5.65 6.15 9% 1 1 2 2 0% 5.5 6 5.5 6 5.5 6 5 6.75 -9% 13% 19.15 21.15 23.15 23.9 3% Grants Administration Purchasing Warehouse Total -Management & Budget 189 Mission and Performance Measures Police POLICE DEPARTMENT DESCRIPTION: Did You Know? The Glendale Police Department provides a wide range of public safety services that entail much more than law enforcement and crime control. Police officers are called upon to resolve family problems, deal with various citizen conflicts, and respond to many non-criminal emergencies. Citizen cooperation with the police is vital for effective order maintenance and crime control; therefore, the department is continuing to expand the community policing partnership philosophy into all aspects of police activity. The Central Community Action Team (CAT) conducted 195 community neighborhood meetings in 2000. • Completed a comprehensive study for increasing minority and gender hiring. • Created policy and training on the issue of racial profiling. MISSION STATEMENT: To foster partnerships of employees and community working together to create a better quality of life for Glendale. Number of Auto Thefts 2000-01 ACCOMPLISHMENTS: 2750 2500 • In FY 00-01, the Police Department Ø Ø Ø Ø 2250 2000 updated its strategic plan to include critical issues, which are: Human resources analyst hired for department. Four school resource officers assigned in local schools. Initiated narcotics investigations within five days of being notified by citizens. Initiated drug track program to track calls coming in on hotline. 1750 1500 1997 1998 1999 2000 VOLUNTEER USAGE: • With the help of volunteers at the Police Department, we have added a Citizen on Patrol Program and a Motorists Assist Program. 190 Mission and Performance Measures Police 3210 - Police Administration FY00 Actual FY01 Estimated FY02 Projected Objective: To actively impact uniform crime reporting statistics of crimes related to thefts, burglary, auto theft and fraud. Through review of crime statistics and bi-weekly review of these statistics, strategies will be implemented for the reduction of overall stated crimes by 5% 9.4% increase 191 5% decrease 5% decrease City of Glendale Budget Summary by Department Police Department BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Police Legal Services Police Administration $261,055 $2,190,702 $265,107 $2,595,400 $263,111 $2,383,316 $278,219 $3,003,929 5% 16% Central Patrol Bureau $6,375,463 $6,545,038 $6,592,902 $8,566,968 31% Patrol - Special Revenue Fund $1,752,549 $2,499,849 $2,460,910 $2,590,427 4% $0 $0 $0 $1,394,019 NA $4,252,136 $4,335,532 $4,252,670 $3,849,364 -11% $410,062 $582,071 $581,871 $642,742 10% $5,008,634 $6,707,962 $6,347,659 $7,097,585 $6,460,155 $7,259,682 $6,319,275 $7,705,645 0% 9% Gateway Patrol Bureau Crime Investigations Police Personnel Management Foothills Patrol Bureau Police Support Services Victims Rights Grant $75,949 $48,188 $69,842 $75,383 56% Federal RICO $113,401 $135,000 $50,500 $135,000 0% State RICO $109,303 $230,000 $90,835 $233,037 1% VOCA Advocacy Center $14,503 $48,188 $48,188 $51,510 7% VOCA Grant $10,226 $60,436 $60,436 $66,395 10% $27,281,945 $30,790,053 $30,574,418 $34,911,913 13% Total - Police Department 192 City of Glendale Budget Summary by Department Police Department BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Wages/Salaries/Benefits $22,476,014 $25,268,685 $25,078,358 $28,591,963 13% Supplies and Contracts $1,733,091 $2,418,098 $2,027,397 $2,482,343 3% Internal Premiums $1,735,951 $1,727,084 $1,727,084 $2,038,508 18% Internal Service Charges $1,016,582 $750,153 $902,311 $1,057,953 41% $327,476 $626,033 $839,268 $741,146 18% $30,790,053 $30,574,418 $34,911,913 13% Operating Capital Work Order Credits Total - Police Department Percent Over Last Year ($7,169) $27,281,945 FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Police Legal Services 3 3 3 3 0% Police Administration 7 6 7 9 29% Central Patrol Bureau 15% STAFFING BY PROGRAM Percent Over Last Year 95.5 92.5 113.5 130.5 Patrol - Special Revenue Fund 31 31 33 33 0% Gateway Patrol Bureau 0 0 0 32 N/A 69.5 3 73.5 4 52 4 46 4 -12% 0% Crime Investigations Police Personnel Management Foothills Patrol Bureau 63 79.5 97.5 87.5 -10% Police Support Services 107 106.5 108 107 -1% Victims Rights Grant 0 0 1 1 0% State RICO 0 0 0.5 0.5 0% VOCA Advocacy Center 0 0 1 1 0% VOCA Grant 1 1 1 1 0% 380 397 421.5 455.5 8% Total -Police Department 193 Mission and Performance Measures Fire FIRE DEPARTMENT DESCRIPTION: Did You Know? The Glendale Fire Department provides a variety of emergency services including fire suppression, emergency medical, hazardous materials and specialized rescue response. Services are delivered with eight paramedic engine companies, one ladder company, and one command responder out of seven fire stations. The department responded to a total of 23,887 emergencies in 2000, 79.3 percent involving medical emergencies. The department promotes citizen safety through fire and injury prevention programs and the aggressive enforcement of the Uniform Fire Code. In 2000, Glendale engine companies responded to 23,887 emergencies, attended 126 school events and community functions, conducted 124 station tours, visited 92 block parties, and accompanied over 260 citizen ride-alongs. • Placed a scene support vehicle in service for transporting specialized emergency equipment, refilling air bottles on-scene, and providing a variety of other support functions. MISSION STATEMENT: The Glendale Fire Department is dedicated to the safety of our community by providing quality fire safety and life saving services. • Progressed toward the completion of department accreditation through the Commission on Fire Accreditation International. • Conducted 869 hours of Urban Survival classes, to a total of 33,199 elementary school children. 2000-01 ACCOMPLISHMENTS: • Identified and acquired the first of three sites for new fire stations to be constructed in 2002 through 2005. • Received a $280,000 public safety grant through the U.S. Department of Justice, to procure equipment for man made or technological disasters. • Conducted a firefighter recruitment and testing process to develop the candidate pool for the planned new fire stations. • Initiated the Project Impact grant process, assembling a team of local 194 Mission and Performance Measures Fire business people and citizens, to identify the application of grant funds within the community. Medical and Fire Service Demand (Number of Calls) • Continued to conduct a revenue 25000 20000 recovery process developed in 99/00, to identify and recover unreimbursed Advanced Life Support fees. 15000 Medical Fire 10000 5000 0 1995 1996 1997 1998 1999 2000 . 3320 – Fire Emergency Services Objective: To continue to track response times, and identify means for improvement through a strategic planning document. Elapsed time from Call Received in Dispatch, to First Glendale Unit On-Scene. Less than 3 minutes 4% Less than 4 minutes 19% Less than 5 minutes 45% Less than 6 minutes 70% Less than 7 minutes 86% Less than 8 minutes 94% Less than 9 minutes 97% Less than 10 minutes 99% Less than 12 minutes 100% 195 Mission and Performance Measures Fire 3360 – Fire Community Relations FY00 Actual FY01 Estimated FY02 Projected Objective: To continue to teach a fire and life safety curriculum in Glendale elementary schools through the Fire Pal program. Fire Pals 24 23 20 Contact Hours Per Month 10 5 5 Participating Schools 26 24 24 3350 – Emergency Medical Services 1999 Actual Objective: 2000 Actual 2001 Projected Continue to reconcile ambulance statements against fire department run reports, to identify and collect the Advanced Life Support (ALS) revenue on non-Glendale transports, in which a Glendale paramedic renders treatment. Total ALS Revenue Received $232,636.72 196 $372,538.58 $400,000 City of Glendale Budget Summary by Department Fire Department BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Fire Administration Fire Emergency Services $642,779 $8,121,974 $627,315 $8,388,404 $622,315 $8,443,097 $683,523 $9,622,288 9% 15% Fire - Special Revenue Fund $1,086,306 $1,128,806 $1,118,849 $1,307,032 16% Fire Support Services $1,733,101 $1,895,232 $1,887,344 $2,011,770 6% Fire Marshal's Office $515,310 $541,834 $541,834 $581,485 7% Fire Medical Services $182,367 $192,423 $207,423 $219,020 14% Fire Community Relations $66,121 $73,860 $73,860 $80,944 10% $288,950 $1,144 $317,861 $6,000 $317,861 $6,000 $316,951 $6,000 0% 0% Fire Hazardous Materials $14,889 $17,893 $17,893 $17,893 0% Project Impact-FD $17,575 $53,259 $70,805 $73,842 39% $12,670,516 $13,242,887 $13,307,281 $14,920,748 13% BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Wages/Salaries/Benefits $10,619,816 $10,902,184 $10,953,249 $12,470,406 14% Supplies and Contracts $1,140,521 $1,372,645 $1,381,308 $1,448,874 6% Internal Premiums $398,332 $399,972 $399,972 $385,634 -4% Internal Service Charges $451,375 $453,316 $457,676 $483,035 7% $56,474 $114,770 $115,076 $132,799 16% $13,242,887 $13,307,281 $14,920,748 13% Fire Training Firefighter Safety Total - Fire Department Operating Capital Work Order Credits Total - Fire Department STAFFING BY PROGRAM Fire Administration Percent Over Last Year $3,998 $12,670,516 FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year 5 5 5 5 0% Fire Emergency Services 122 126 126 148 17% Fire - Special Revenue Fund 18 18 18 18 0% Fire Support Services 5 5 5 5 0% Fire Marshal's Office 7.5 7.5 7.5 7.5 0% Fire Medical Services Fire Community Relations 2 1 2 1 2 1 2.5 1 25% 0% Fire Training 3 3 3 3 0% Project Impact-FD 0 0 1 1 0% 163.5 167.5 168.5 191 13% Total -Fire Department 197 Mission and Performance Measures Community Development Administration COMMUNITY DEVELOPMENT ADMINISTRATION DEPARTMENT DESCRIPTION: The Community Development Group is responsible for the activities of the Planning, Building Safety, Engineering, and Transportation Departments. The group is responsible for providing staff support to the Planning Commission, Board of Adjustment, Historic Preservation Commission, and the Building Safety Advisory and Appeals Board. Did You Know? During FY 00-01, the Planning Department received 258 new applications for General Plan amendments, rezoning requests, conditional use permits, variances, and commercial projects. This is a 27% increase over the previous fiscal year. MISSION STATEMENT: To implement the City Council Goals in a timely, efficient manner. Further, it is our mission to provide superior customer service to the citizens of Glendale and be responsive to the constantly changing needs of our customers. • Completed construction of and opened the Tourism Center on schedule. • Initiated the Transportation Master 2000-01 ACCOMPLISHMENTS: Plan process, including the appointment of a 61-member citizens committee. The draft election package was presented to the City Council in May. The City Council approved the election package and scheduled a November election. • Developed a draft of the Western Area Plan and held two neighborhood meetings, two Planning Commission public hearings, and one workshop with City Council regarding the draft plan. • Initiated the General Plan Update • City Council adoption of two new process, in compliance with State Growing Smarter Plus Legislation. zoning districts, the Community Shopping Center District, and the Neighborhood Shopping Center District, in response to community issues and concerns related to “Big Box” retail outlets. 198 Mission and Performance Measures Community Development Administration • Expand Geographic Information 2001-02 OBJECTIVES: Systems capabilities consistent with the City Council Goals established for FY 01-02. • Complete the General Plan update, as required by state law, with formal City Council adoption by May 2002. • Complete the review of the Citizen • Acquire and implement an automated Participation Ordinance and present the results of the review to the City Council by July 2001. tracking system for all development projects in the City by July 2001. • Complete a development fee study of • Complete the comprehensive review of all building inspection, planning and engineering fees and present the study with recommendations to the Leadership Team by August 2001. the development process by July 2001and implement customer service improvements. • Work closely with the Economic • Complete the Western Area Plan by Development Department and assure that the development staff is responsive to time-sensitive economic development projects. October 2001 and incorporate the plan into the General Plan Update. 199 City of Glendale Budget Summary by Department CD Administration BUDGET BY PROGRAM CD Admin Support CD Deputy City Manager Total - CD Administration BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $356,416 $253,354 $395,355 $218,983 $13,617 $225,318 $0 $255,252 -100% 17% $609,770 $614,338 $238,935 $255,252 -58% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $411,891 $431,625 $186,026 $225,464 -48% Supplies and Contracts $145,787 $106,362 $31,522 $26,591 -75% Internal Premiums $16,100 $15,825 $15,825 $2,297 -85% Internal Service Charges $33,242 $35,620 $1,962 $900 -97% $2,750 $24,906 $3,600 $609,770 $614,338 $238,935 $255,252 -58% Operating Capital Total - CD Administration FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year CD Admin Support 7 7 7 0 -100% CD Deputy City Manager 1 1 1 2 100% 8 8 8 2 -75% STAFFING BY PROGRAM Total -CD Administration 200 Mission and Performance Measures Building Safety BUILDING SAFETY DEPARTMENT DESCRIPTION: Did You Know? The Building Safety Department ensures that at least the minimum building standards are met to safeguard life, health, property, and public welfare by regulating and controlling the design, construction, quality of materials, occupancy, location and maintenance of all buildings and structures in Glendale. The department is the central resource for development, construction and code information, plan review, permit issuance and construction inspection. The Building Safety Department has a money-back guarantee on many of the services it provides. If you don’t receive inspections, permits, and plan reviews in a timely manner, the City of Glendale will gladly refund your money. • Implemented the Money-Back Guarantee program for inspection, permitting, and plan review services in the department. To date, we have not issued any refunds on any services covered by this program. MISSION STATEMENT: To provide for safety and quality assurance in plan review and inspection of all construction plans and projects and to ensure compliance with the building codes established to protect the health, safety and welfare of the citizens. Building code clarification, technical information and development assistance are provided to businesses and the public. • Solicited comments from focus groups of the development, construction and design community to assess the weaknesses and strengths of our current development process. • Assisted Thunderbird Samaritan Hospital in the expedited plan review, phased permitting and accelerated inspection of their 184,000-square-foot parking garage and 134,000-squarefoot patient tower expansion. 2000-01 ACCOMPLISHMENTS: • Provided intragovernmental support ensuring the timely completion of city projects such as the Sine Hardware remodel, Visitor Center, and the Materials Recovery Facility. • Issued Residential Infill Impact Fee Rebates for nine completed projects, with five qualified houses currently under construction. 201 Mission and Performance Measures Building Safety • Tested the second stage of Internet • Completed research on Building Safety permit applications. Working with one homebuilder, we are accepting standard home site plan drawings over the Internet. websites across the country and developed a strategy to design and launch one for Glendale. • Began implementation of a new computerized permit and plan review tracking system. Total Permit Stats 10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 • Implemented a cross-training program for all Building Safety and Development Services Center employees, promoting understanding of the key processes and services of the department and how they are interconnected. Actual Projected 96/97 97/98 98/99 99/00 00/01 5210 – Building Safety FY00 Actual FY01 Estimated FY02 Projected Objective: Review all Selected Tenant Improvement Plans Within Three Business Days Percentage of selected tenant improvement plans reviewed within three business days 100% 100% 100% Objective: Maintain a 48-hour Response Time for Inspection Requests Percentage of inspection requests completed within 48 hours 100% 202 100% 100% Mission and Performance Measures Building Safety 5211 – Cross Connection FY00 Actual FY01 Estimated FY02 Projected Objective: Respond to customer inquiries within 24 hours Percentage of customer inquiries responded to within 24 hours 100% 100% 99% Objective: Test notification letters mailed 1st to 5th of month Percentage of test notification letters mailed between the 1st and 5th of the month 100% 99% 95% 5510 – Development Services Center FY00 Actual FY01 Estimated FY02 Projected Objective: Standard Residential Building Permits Issued Within Five Business Days Percentage of residential building permits issued within five business days 100% 100% 100% Objective: Respond to General Development Inquiries Within 24 Hours Percentage of development inquiries responded to within 24 hours 95% 203 93% 93% City of Glendale Budget Summary by Department Building Safety BUDGET BY PROGRAM Building Safety Cross Connection Control Development Services Center Total - Building Safety BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 99-00 Actual $1,443,118 $94,403 FY 00-01 Budget $1,573,116 $97,009 FY 00-01 Estimate $1,631,759 $97,009 FY 01-02 Budget Percent Over Last Year $1,571,851 $106,996 0% 10% $453,329 $494,283 $585,528 $622,118 26% $1,990,850 $2,164,408 $2,314,296 $2,300,965 6% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $1,668,839 $1,826,405 $1,949,073 $2,062,687 13% $221,451 $249,662 $258,501 $128,608 -48% Internal Premiums $62,736 $56,791 $56,791 $65,853 16% Internal Service Charges $37,824 $31,550 $42,931 $42,817 36% $7,000 $1,000 $2,314,296 $2,300,965 Supplies and Contracts Operating Capital Total - Building Safety STAFFING BY PROGRAM Building Safety Cross Connection Control Development Services Center Total -Building Safety $1,990,850 $2,164,408 6% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year 19 1.5 19 1.5 19 1.5 20 1.5 5% 0% 7 8 9 11 22% 27.5 28.5 29.5 32.5 10% 204 Mission and Performance Measures Planning PLANNING DEPARTMENT DESCRIPTION: Did You Know? The Planning Department maintains the city’s General Plan and reports on population growth and development trends. The department manages the review of all General Plan amendments, rezonings, conditional use permits, subdivision plats, and residential and commercial design reviews. It also administers the Zoning Ordinance and maintains the city's Historic Preservation Plan. There are over 4.2 million square feet of commercial development along Bell Road within the City of Glendale. 2000-01 ACCOMPLISHMENTS: The Planning Department provides professional support for the Board of Adjustment, Historic Preservation Commission, Planning Commission, and City Council. It is a resource for developers, property owners, business owners, citizens, and other city departments. The Planning Department also participates on a wide variety of project teams and committees. • Amended the Zoning Ordinance to add zoning districts for “Neighborhood Shopping Center” and “Community Shopping Center”. • Amended the Zoning Ordinance for C1 (Neighborhood Commercial), C-2 (General Commercial), and C-3 (Heavy Commercial) to require use permits for single retail uses of 75,000 square feet or larger. MISSION STATEMENT: • Implemented new Big Box retail To plan for future growth, development, and redevelopment in harmony with community values; ensure compatible land use relationships; and encourage quality site and building designs that maintain and enhance the character of the community. Design Standards adopted by the City Council for commercial development. • Developed a work plan for updating the city’s General Plan and completing the Western Area Plan. To manage the city’s review processes prior to construction plans in an efficient and effective manner, and facilitate public involvement in the review process. • Developed draft plan for review and conducted workshops and public 205 Mission and Performance Measures Planning hearings on the West Area General Plan Update. variance, and commercial design review approval. • Worked with the U.S. Census Bureau • Attended 30 neighborhood meetings to ensure accurate and up-to-date addresses for the 2000 Census. held by applicants to encourage citizen participation prior to public hearing. • Reviewed 339 sets of construction NEW APPLICATIONS (General Plan, Zoning, Use Permit, Preliminary Plat, Final Plat,Variance, Design Review, Lot Split) plans for commercial, office, and industrial buildings to ensure conformance with approved design plans. 300 250 200 150 100 • Reviewed 150 sets of house plans for 50 00 99 98 97 96 95 94 93 92 custom and tract homes to ensure conformance with city design guidelines. 20 19 19 19 19 19 19 19 19 19 91 0 • Responded to 545 formal service VOLUNTEER USAGE: requests from property owners and potential developers. • The Planning Commission, Board of Adjustment, and Historic Preservation Commission together, meet five times each month in public hearings and workshops. This results in over 252 volunteer hours each month. • Managed the review of 258 new applications for General Plan amendment, rezoning, conditional use permit, subdivision plat, lot split, 5310 – Planning Administration FY00 Actual FY01 Estimated FY02 Projected Objective: Complete all internal customer requests for clerical services with 24 hours 100% of the time. Percent of internal clerical requests completed within 24 hours. 95% 206 95% 100% Mission and Performance Measures Planning 5311 – Zoning Administration FY00 Actual FY01 Estimated FY02 Projected Objective: Complete all zoning interpretations within 10 business days 100% of the time. Percent of zoning interpretations completed within 10 business days 80% 80% 85% Objective: Reduce the time it takes an applicant to go through the administrative review process to 8 week maximum. Percent reduction of applicant’s total time in the process 12 weeks 10 weeks 8 weeks 5312 – Land Use & Design Review FY00 Actual FY01 Estimated FY02 Projected Objective: Process all design reviews within 10 business days from receipt 100% of the time. Percent of design review applications processed within 10 business days 70% 75% 75% Objective: Provide a customer response for service requests within 48 hours 100% of the time. Percent of service requests answered within 48 hours NA 207 NA 75% Mission and Performance Measures Planning 5313 – Long Range Planning & Research FY00 Actual FY01 Estimated FY02 Projected Objective: Provide a high quality process and produce of the General Plan Update. Percent of participants questioned indicating a good quality measured by good or very good quality through a survey NA NA 90% Objective: Achieve a high degree of satisfaction with the updated West Area Plan. Percent of respondents indicating a high degree of satisfaction with the West Area Plan NA 208 NA 90% City of Glendale Budget Summary by Department Planning BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Planning Administration Zoning Admin & Tech. Asst. $373,515 $257,647 $313,095 $445,515 $502,268 $321,918 $549,061 $275,887 75% -38% Land Use & Design Review $391,520 $422,408 $412,622 $479,259 13% $17,643 $424,872 $139,831 $629,448 48% $1,040,325 $1,605,890 $1,376,639 $1,933,655 20% Long-Range Planning & Research Total - Planning BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $938,169 $1,084,328 $1,188,374 $1,269,707 17% Supplies and Contracts $54,034 $472,692 $104,392 $590,196 25% Internal Premiums $34,387 $44,040 $44,040 $46,319 5% Internal Service Charges $3,867 $4,830 $24,233 $26,433 447% Operating Capital $9,868 $15,600 $1,000 $1,376,639 $1,933,655 Total - Planning $1,040,325 $1,605,890 20% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Planning Administration 2 5 3 5 67% Zoning Admin & Tech. Asst. 5 5 5 4 -20% Land Use & Design Review 7 6 6 7 17% Long-Range Planning & Research 0 0 2 3 50% 14 16 16 19 19% STAFFING BY PROGRAM Total -Planning 209 Percent Over Last Year Mission and Performance Measures Engineering ENGINEERING DEPARTMENT DESCRIPTION: Did You Know? The Engineering Department provides design, survey, construction inspection, and materials testing services for public works projects constructed within the city. The department also provides various private development-related services that include engineering plans review, property management and property acquisition, landscaping plan review and inspection, mapping and records and floodplain ordinance administration. The 2000 Governor’s Award for Energy Advocate of the Year was awarded to Craig Johnson, project manager for the Engineering Department, for managing the West Area Water Reclamation facility in an energy-efficient way, reducing energy cost for the city by $16,000 a year. MISSION STATEMENT: Over Agua Fria, Thunderbird Wildlife Viewing Blind, Pyramid Peak WTP Basement Build-Out, PA Electrical Modifications. To provide a wide range of services needed to ensure that infrastructure and facilities throughout the city are properly designed and constructed. • Completed several street improvement projects, including Paradise Streets Improvements, 75th Avenue and Medlock Street Improvements, Manistee Ranch Sidewalk Improvements, Arrowhead Meadows Park, 67th Avenue Improvements - Bell Road - Union Hills and the annual Rubberized Asphalt Overlay Project. 2000-01 ACCOMPLISHMENTS: • Completed 27 capital improvement project designs. • Completed 29 construction projects, including Sunburst Farms Neighborhood Improvements, Retrofit Existing PRV Sites, Glendale 18” Water Transmission Line, Miscellaneous Curb, Gutter & Sewer and Water Improvements, Library Parking Lot Drywell Remediation, PM-10 Road Surfacing, 43rd Avenue Bus Bay, Glendale Avenue Bridge • Landscaping projects included Orangewood from 51st Avenue to 53rd Avenue (south side), Northern Avenue from 45th Avenue to 47th Avenue (north side), Peoria Avenue from 45th Avenue to 49th Avenue (south side) and 43rd Avenue, one (1) lot south of Royal 210 Mission and Performance Measures Engineering • Completed construction of the Western Palm Rd. Ruth Avenue (west side) (between Northern and Olive). Area Aquifer Recharge Facility. • Facility improvements included the Dollar Value of Projects Managed/Supported Civic Center Allee, Glendale Material Recovery Facility, CWTP Chlorine Scrubber, CWTP Power Distribution System Upgrade, Arrowhead Ranch Potable Water Recharge, ARWRF Main Road and Utility Construction, and Glendale Fire Station Improvements. $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 FY97 FY98 FY99 FY00 FY01 FY02 Est. • Park upgrades included Heritage Park/Chaparral Park Game Courts, Country Gables Park Improvements, and Utopia Park Renovation. • Scanned approximately 6,000 of 25,000 as-built drawings with scanner purchased last fiscal year. • Completed construction of the • Completed approximately 6,650 Downtown Visitor’s Center and public bathrooms. customer service requests for mapping information. • Completed construction of the Western • Microfilmed and filed over 2,400 “as- Area Reclamation Facility. built” drawings. • Completed construction of the Western Area Water Reclamation Facility. 6310 – Engineering Department FY00 Actual FY01 Estimated FY02 Projected Objective: To create and update all City quarter section maps as the city grows. Percent of Quarter Section Maps Updated 100% 211 100% 100% Mission and Performance Measures Engineering Objective: To provide private development support services. Percent of private development plan sheets reviewed with 15 days of their receipt 100% 100% 100% Objective: To provide project management services for the Neighborhood Partnership Program. Number of Neighborhood Partnership projects managed/supported 24* 18* 18* * Number of projects varies annually based on project size and availability of funding. Objective: To develop specific Geographic Information System applications for staff and City Council. Number of Geographic Information System Applications completed 2 8 18 Objective: To process request for easement from internal and private properties within 30 days from the date of the request. Percent of easement requests processed within 30 days 90% 95% 95% Objective: To provide an effective payment process to Engineering Department’s providers. Percentage of payments approved for distribution within 10 days from the day of signature 100% 212 100% 100% City of Glendale Budget Summary by Department Engineering BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Special Projects Admin. O&M Downtown Building $80,747 $146,127 $80,677 $1,214,000 $80,677 $1,214,000 $194,686 $1,414,000 Engineering Administration $439,558 $443,981 $541,594 $466,510 5% Engineering Section $105,862 $560,268 $560,268 $458,649 -18% Engineering Design $327,386 $234,011 $234,011 $364,919 56% Surveying $224,578 $155,065 $155,065 $201,636 30% Property Management $265,691 $488,833 $438,833 $472,768 -3% Land Development Contract Administration $303,462 $78,449 $126,036 $65,350 $126,036 $65,350 $146,785 $81,556 16% 25% Inspection $424,546 $591,635 $591,635 $434,853 -26% Materials Testing $237,291 $240,219 $240,219 $248,499 3% $2,633,697 $4,200,075 $4,247,688 $4,484,861 7% Total - Engineering BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget 141% 16% Percent Over Last Year $2,577,233 $2,823,058 $2,799,704 $3,069,639 9% $487,738 $1,692,316 $1,751,190 $1,819,334 8% Internal Premiums $92,771 $97,320 $97,320 $94,760 -3% Internal Service Charges $69,295 $48,128 $60,221 $48,128 0% $214,533 $18,000 $18,000 $3,000 -83% ($807,873) ($478,747) ($478,747) Supplies and Contracts Operating Capital Work Order Credits Total - Engineering $2,633,697 $4,200,075 $4,247,688 ($550,000) $4,484,861 15% 7% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year Special Projects Admin. 1 1 1 2 100% Engineering Administration 5 5 5 5 0% Engineering Section 7 7 8 8 0% Engineering Design 5 5 5 5 0% Surveying 3 3 3 3 0% Property Management Land Development 3 5 3 5 5 2 5 2 0% 0% Contract Administration 1 1 1 1 0% Inspection 9 9 9 9 0% Materials Testing 2 2 3 3 0% 41 41 42 43 2% STAFFING BY PROGRAM Total -Engineering 213 Mission and Performance Measures Transportation TRANSPORTATION DEPARTMENT DESCRIPTION: Did You Know? The Transportation Department provides transportation planning, traffic engineering, traffic signals, traffic signage and striping, street lighting, transit, and bicycle program services to meet the transportation needs of City of Glendale residents. CONGESTION IS REAL: Roads in this country have increased by one percent since 1987 while the number of miles driven have increased by almost forty percent! NATIONAL SAFE KIDS CAMPAIGN MISSION STATEMENTS: The Transportation Department’s mission is to ensure the safe, efficient and convenient movement of people and goods in Glendale through the implementation of the following programs and projects: • Promote the social and economic wellbeing of the community through an efficient local and regional transit system, including Dial-A-Ride, fixed bus routes, and bus stop amenities. • Minimize the city’s risk and liability by • Improve the quality of life within the performing all services at a professional level with high quality standards. city by encouraging bicycle riding and walking for transportation and recreation. • Improve and minimize traffic congestion through good street planning, good traffic design, and efficient signal coordination. 2000-2001 ACCOMPLISHMENTS: • Continued the Traffic Education Program in conjunction with the city’s award winning Speed Reduction Campaign by conducting classes at Glendale schools, including conducting the Slow Down Friday promotion for 4,000 Glendale third grade students. • Improve air quality through traffic management measures. • Improve quality of life in neighborhoods by implementing street lighting standards and traffic mitigation measures. • Installed new traffic signals at six intersections and modified signals in five others. 214 Mission and Performance Measures Transportation • Completed the design for dual left turn Total Collisions lanes for eastbound traffic on Union Hills Drive at the entrance ramp to Loop 101. 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 • Completed the design of intersection improvements for dual left turn lanes for northbound traffic on 67th Avenue at the Loop 101. 5/97 - 9/97 10/97 - 9/98 10/98 - 9/99 10/99 - 9/00 • Installed new traffic signals at the north and south gates of Luke Airforce Base on Litchfield Road. • Completed 61 neighborhood traffic studies and ten speed reduction projects utilizing speed humps. • Implemented the “Professor Gus” bus, providing service to GCC, Thunderbird Graduate School and ASU West. • Painted 264 streetlight poles under the pole painting program. • Provided fixed-route service to over • Managed the design of a computerized 1,200,000 riders, Dial-A-Ride service to 68,000 riders, and ADA service to 14,000 riders. Luke Link ridership increased from 7,600 to 25,000. traffic signal system for the city. • Replaced incandescent lamps with LED lamps in sixteen intersections. • Designed and installed 26 street • Installed lighted “metro” street name lighting infill projects, adding 88 lights in the city’s older neighborhoods. signs at nine intersections. 215 Mission and Performance Measures Transportation 4233 – Fixed Route FY00 Actual FY01 Estimated FY02 Projected Objective: To provide appearance and comfort improvements to eight bus stop locations. Number of bus stop locations with improvements 139 147 155 Objective: To increase the number of passengers served by Luke Link. Number of passengers served annually 25,000 27,500 30,000 4237 - Trip Reduction FY00 Actual FY01 Estimated FY02 Projected Objective: To increase the number of employees participating in the Telework program. Number of participants 12 30 50 6323 – Traffic Signs and Marking FY00 Actual FY01 Estimated FY02 Projected Objective: Increase level of cross training to 100% to ensure that all employees are proficient in all areas of work. Estimated percentage of employees cross trained in all areas of work 22% 216 44% 66% Mission and Performance Measures Transportation 6324 – Street Light Management FY00 Actual FY01 Estimated FY02 Projected Objective: To repair streetlights within 48 hours of notification of outage except in cases of “no power” from utility grid 100% of the time. Percent of lights repaired within 48 hours of notification 97% 98% 99% 6327 – Traffic Engineering and Development FY00 Actual FY01 Estimated FY02 Projected Objective: Meet the Development Service Center deadlines for review of development plans for traffic and street lighting standards 100% of the time. Percent of plans reviewed within indicated deadline 97% 98% 99% Objective: Meet expected 48-hour deadline for review of construction and traffic control plans 100% of the time. Percent of plans reviewed within indicated deadline 92% 217 93% 95% City of Glendale Budget Summary by Department Transportation BUDGET BY PROGRAM Dial-A-Ride Fixed Route FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $1,512,087 $841,852 $1,656,214 $807,332 $1,637,142 $791,563 $1,640,915 $1,027,240 -1% 27% $586,755 $888,648 $624,228 $859,457 -3% $17,391 $18,160 $31,679 $18,160 0% Airport Operations $524,896 $608,284 $534,403 $620,639 2% Traffic Admin. & Engineering $452,604 $481,745 $623,917 $554,346 15% Traffic Signals $1,402,351 $1,426,357 $1,484,860 $1,359,487 -5% Signs & Markings Streetlight Management $693,424 $1,396,451 $944,240 $1,551,121 $1,016,035 $1,597,418 $896,607 $1,565,987 -5% 1% HB 2565 Trip Reduction Transportation Planning Traffic Studies $55,598 $106,674 $116,195 $361,925 239% $445,481 $637,774 $585,065 $501,840 -21% $0 $0 $0 $243,330 NA $7,928,890 $9,126,549 $9,042,505 $9,649,933 6% Traffic Design and Development Total - Transportation BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $3,287,428 $3,707,097 $3,802,194 $3,834,891 3% Supplies and Contracts $3,496,975 $4,081,955 $4,095,831 $4,869,164 19% Internal Premiums $275,180 $267,115 $267,115 $270,949 1% Internal Service Charges $542,584 $479,172 $641,646 $670,894 40% Operating Capital $429,563 $651,920 $396,413 $187,973 -71% ($154,362) ($60,710) ($160,694) ($183,938) 203% Work Order Credits Total - Transportation STAFFING BY PROGRAM Dial-A-Ride $7,877,368 $9,126,549 $9,042,505 $9,649,933 6% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year 0% 22.25 23.25 26.25 26.25 Airport Operations 5 5 5 5 0% Traffic Admin. & Engineering 4 4 5 3 -40% Traffic Signals 10 10 10 10 0% Signs & Markings Streetlight Management 10 1 10 1 10 1 10 2 0% 100% Transportation Planning 1 1 1 2 100% Traffic Studies 6 6 7 4 -43% Traffic Design and Development 0 0 0 3 N/A 59.25 60.25 65.25 65.25 0% Total -Transportation 218 Mission and Performance Measures Community Services Administration COMMUNITY SERVICES ADMINISTRATION DEPARTMENT DESCRIPTION: Did You Know? The Community Services Group was formed in July 2000 to provide support for those departments and divisions that provide direct services to the residents of Glendale. The Community Services group includes Parks and Recreation, Library, Community Partnerships, Neighborhood Revitalization, Community Housing, Code Enforcement and the Council and Mayor’s staff. The Community Services Group Administration directly manages the very popular Glendale University Program. To date Glendale “U” has graduated 230 citizens since it’s inception in the fall of 1997. If becoming involved in your community interests you – call us! We can help you achieve your goals! MISSION STATEMENT: The Community Services Group staff has developed four core value statements that define the role of the Community Services Group employees. • Service – Community Services Group employees work to deliver professional and courteous service to citizens and staff that is ethical, equitable, innovative and community focused. • Teamwork – Community Services Group employees work together to encourage an atmosphere of responsiveness, flexibility and open communication for effective use of departmental resources. • Accountability – Community Services Group employees are dedicated to the effective and efficient use of City resources to enhance the quality of life for Glendale residents. • Respect – Community Services Group employees are committed to a workplace that values diversity, praises achievements, fosters innovation, and celebrates individuality. 2000-01 ACCOMPLISHMENTS: • Organization of the Community Partnerships Department and hiring of the Director. • Development of a Community Services Group Mission and Values statement. • Completion of two Glendale University City Government “101” classes, six graduate classes and an alumni event. An Alumni directory was organized and provided to all graduates. 2001-02 OBJECTIVES: 219 • Design and coordination of the Adult Center building project. • Completion of the Arts Master Plan. Mission and Performance Measures Community Services Administration • • Evaluation of City Property Maintenance Codes and Implementation of City Center Plan recommendations. Development of a cross-jurisdictional team to assess needs of older neighborhoods and to develop plans to optimize use of city, community and neighborhood resources. • Development of Homeowner’s Association training and a Community Mediation program concept to promote community based problem solving. • Offering of two City Government “101” classes and six graduate classes through Glendale University. 4110 – Community Services Administration FY00 Actual FY01 Estimated FY02 Projected Objective: To implement an inter-departmental project management team to manage the design and construction of the Foothills Multigenerational and Aquatic Center building project. Complete Analysis Phase within projected time frame of 9 months and within the budget of $78,150. NA 95% success 95% success Provide 4 public meetings and 2 newsletters during the Analysis Phase. NA 100% 100% Objective: To obtain 95% retention rate for City Government 101 – Glendale University in the Fall of ’01 in the Spring of ’02. Percent of students graduated 81% 43 220 96% 60 95% 57 City of Glendale Budget Summary by Department Comm. Services Admin BUDGET BY PROGRAM FY 99-00 Actual Community Services Admin. Total - Comm. Services Admin BUDGET BY CATEGORIES OF EXPENDITURES FY 00-01 Budget FY 01-02 Budget Percent Over Last Year $0 $141,110 $280,246 $260,654 85% $0 $141,110 $280,246 $260,654 85% FY 99-00 Actual Wages/Salaries/Benefits FY 00-01 Estimate FY 00-01 Budget $0 FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $128,245 $269,325 $218,289 70% Supplies and Contracts $3,500 $5,756 $35,450 913% Internal Premiums $1,245 $1,245 $1,865 50% Internal Service Charges $1,320 $1,320 $850 -36% Operating Capital $6,800 $2,600 $4,200 -38% $141,110 $280,246 $260,654 85% Total - Comm. Services Admin $0 STAFFING BY PROGRAM FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Community Services Admin. 0 0 1 2 100% 0 0 1 2 100% Total -Comm. Services Admin 221 Percent Over Last Year Mission and Performance Measures Parks and Recreation PARKS AND RECREATION DEPARTMENT DESCRIPTION Did You Know? The Parks and Recreation Department provides parks and recreational facilities and programs to meet the social, physical, and mental health needs of the community through the use of a district system. The staff in the north and central districts, as well as citywide operations, provides programs and services in each area. Glendale citizens—from toddler to senior adult—have the opportunity to participate in special interest classes, the Adult Center, sports, aquatics, outdoors and youth/teen programming or utilize the grounds maintained by the parks maintenance staff. 53,000 hours of athletic facility use are allocated to over 30 organizations and agencies during the calendar year. • A landscaping project at O’Neil Park and development of the playground, fitness course and sand volleyball court at Mary Silva Park were accomplished through neighborhood associations and the Neighborhood Partnership Office. MISSION STATEMENT • The dog park at Sahuaro Ranch Park Dedicated to providing quality facilities and programs at a reasonable cost to meet the needs of the public for sport, fitness and leisure time activities. was expanded. • The Adult Center was the recipient of a $1,500 grant from Glendale Civic Pride for enhancements to the fitness room. 12,700 adults participated in one of three exercise classes or used the fitness center. 2000-2001 ACCOMPLISHMENTS • Glendale Community Center has partnered with Gary Tang Adult Education Center to provide adult ESL classes, the YWCA to provide a senior lunch program, arts and crafts, tournaments, field trips, guest speakers and Bingo and the Men’s Retirement Group to provide excursions, guest speakers and mentoring to the male youth. • Over 800 people received free blood pressure checks, use of medical equipment or legal services at the Adult Center. • 222 The Central District spearheaded the Youth Development Team to develop a Code of Conduct and Behavioral Contract for discipline problems. Mission and Performance Measures Parks and Recreation • G.R.A.S.P. (Glendale Recreation After School Program) staff received professional “Kids at Hope” training Program Registrations • The Aquatics division provided 7,412 Adult Play Fields Aquatics swimming lessons for ages 6 months to adults during four separate sessions. • At the Glendale Community Center, Adaptive Recreation approximately 100 youths participate in the Performing Arts Program in dance, drama, music, visual arts and modeling. The program is free and participants are provided with professional training, workshops, conventions and special guest speakers. Special Swim Events Parties Youth Play Fields Outdoors VOLUNTEER USAGE • • Over 200 participants learned the traditional way to make tamales, tortillas and enchiladas through five hands-on workshops. 100 volunteers participated in a trail building day at Thunderbird Park. They accomplished trail development, elimination of renegade trails and general clean up. • Vital in the success of the department’s Halloween and Easter events were 324 volunteers who contributed 1,500 volunteer hours. • The summer baseball/softball program introduced major league baseball replica jerseys to the popular program. Youngsters had the opportunity to play for the Diamondbacks, Cardinals or even the Dodgers. • Front desk volunteers at the Adult Center answered over 11,600 phone calls and conducted 6,175 tours of the Center. • Both the Halloween Festival and the • The GAC QT’s (Quality Time) “A Family, A Fair” experienced over a 200 percent increase in participation. Halloween attracted approximately 8,000 participants and Easter 7,000. Readers provided 166 seniors who read to over 25 classrooms at two Glendale schools. • Silent Saturday allowed more than 400 children, ages 6-17, to participate in their youth basketball league without any verbal instruction or support from coaches or spectators. 223 Mission and Performance Measures Parks and Recreation 4239 – Glendale Community Center FY00 Actual FY01 Estimated FY02 Projected Objective: To expand by 25%, the number of youth in the performing arts program component at the Glendale Community Center and to receive “Very Satisfied” program ratings by 85% of the participants. Number of youth participating in the performing arts programs 30 Benchmark 40 33% 50 25% Percent of participants who rated the Performing Arts Program as “Very Satisfied” NA 75% 30 85% 43 Objective: To increase Center adult and senior daily participation rates by 25% and to recieive “Very Satisfied” ratings of the activities by 85% of the participants. Number of Adult & Senior participants per day 10 Benchmark 25 150% 32 25% NA 75% 19 85% 27 Percent of participants who rated the Performing Arts Program as “Very Satisfied” 4240 - Support Services FY00 Actual FY01 Estimated FY02 Projected Objective: To increase self-service program registration and facility reservation by 35% through implementation of touch-tone registration. Percent of activity registrations and facility reservations by use of touch-tone registration. 13% 224 24% 35% Mission and Performance Measures Parks and Recreation 4241 – Adult Center FY00 Actual FY01 Estimated FY02 Projected Objective: To increase Adult Center participation by 3% with a “Very Satisfied” rating by 85% of surveyed participants. Annual percent of increased participation in Adult Center activities. 55,693 Benchmark 57,316 3% 59,306 3% Objective: Percent of surveyed participants, who rated the activities of the Adult Center as “Very Satisfied”. Annual percent of participants surveyed NA 50% 28,700 65% 38,550 Percent of participants who rated the activities of the Adult Center as “Very Satisfied” NA 75% 21,525 85% 32,768 4242 – Central District Recreation FY00 Actual FY01 Estimated FY02 Projected Objective: To increase the number of teen programs by 50% with a 35% increase in participation by teens and a “Very Satisfied” rating by 75% of those participants. Number of Teen Programs 35 Benchmark 21 (40%) 32 50% Number of Teens Participating 5800 Benchmark 3700 (36%) 5000 Annual percent of participants Surveyed NA 1,850 50% 2500 50% 225 Mission and Performance Measures Parks and Recreation Number of teens surveyed that rated the programs as “Very Satisfied” NA 1018 55% 1875 75% 4243 - North District Recreation FY00 Actual FY01 Estimated FY02 Projected Objective: To increase the number of neighborhood youth after-school programs in the North District by 25% each year. Number of programs implemented 4 Benchmark 8 100% 10 25% 4245 – Special Operations Recreation FY00 Actual FY01 Estimated FY02 Projected Objective: To increase youth participation for our summer baseball/ softball program in Panning Zone 3 (67th & Grand to 43rd Ave & Grand – Camelback to Olive) by 10%. Percent of youth registrations in Planning Zones 3 244 Benchmark 268 10% 294 10% Objective: To increase youth participation for our summer baseball/ softball program in Panning Zone 4 (115th Ave to 43rd Ave South & 115th Ave to 67th Ave North – Camelback to Northern) by 5%. Percent of youth registrations in Planning Zones 4 Number of participants 250 Benchmark 263 5% 276 5% 3,162 3,478 3,825 226 Mission and Performance Measures Parks and Recreation 4247 – Audio/Visual Objective: To increase the hours of equipment maintenance repair performed by 15% to help minimize equipment downtime by 5%. Number of Hours of Equipment Maintenance 350 Benchmark 402 15% 462 15% Number of Hours of Equipment Downtime due to need of repair NA NA 250 Benchmark 6226 – Central District Parks FY00 Actual FY01 Estimated FY02 Projected Objective: To respond to requests for service (RFS) within 48 hours of receipt, 90% of the time. Number of Annual RFS NA 112 100 Projects responded to within 48 hours of request. NA 67 60% 90 90% 227 City of Glendale Budget Summary by Department Parks & Recreation BUDGET BY PROGRAM Parks & Recreation Admin. Arts Commission FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $123,708 $9,171 $123,380 $10,189 $124,452 $7,964 $352,892 $10,189 186% 0% $63,144 $104,772 $85,607 $147,053 40% $0 $0 $0 $63,330 NA Glendale Community Center $148,503 $239,222 $236,046 $213,899 -11% Recreation Support Services $742,850 $732,658 $705,393 $743,456 1% Adult Center $177,602 $688,180 $699,447 $355,304 -48% Central District Recreation North District Recreation $720,819 $134,372 $775,246 $523,700 $745,261 $507,700 $796,208 $552,109 3% 5% Recreation Special Operations $118,144 $235,681 $238,530 $262,503 11% Aquatics $494,512 $473,967 $442,642 $473,967 0% Audio/Visual $139,467 $230,038 $138,538 $219,394 -5% Recreation Self-Sustaining $455,775 $574,453 $574,453 $574,453 0% $0 $2,800 $2,800 $2,800 0% Apollo Pool Repair Cardinal Pool Repair $1,352 $2,606 $10,000 $10,000 $5,000 $5,000 $10,000 $10,000 0% 0% Cactus Pool Repair $5,424 $10,000 $5,000 $10,000 0% GCC Pool Repair $1,056 $10,000 $5,000 $10,000 0% $0 $5,000 $5,000 $5,000 0% Ironwood Pool Repair $3,267 $10,000 $5,000 $10,000 0% Dedicate A Tree $1,263 $5,000 $5,000 $5,000 0% $198,726 $238,956 $195,921 $249,573 $206,845 $264,398 $219,437 $280,686 12% 12% -1% Arts Maintenance Arts Fund Operating Apollo HS Lights Ironwood HS Lights Pool Maintenance Park Irrigation Parks Special Operations $2,541,240 $839,919 $753,123 $830,757 Parks Central District $1,067,888 $1,872,246 $1,872,246 $1,851,188 -1% $708,259 $1,534,534 $1,534,534 $1,816,969 18% $8,000 $8,000 $8,000 $8,000 0% $425 $2,000 $2,000 $2,000 0% GESD ES Ballfields Desert Mirage Park $0 $0 $3,000 $6,000 $3,000 $6,000 $3,000 $6,000 0% 0% Desert Gardens Park $0 $6,000 $6,000 $6,000 0% Discovery Park $0 $6,000 $6,000 $6,000 0% Arrowhead Amenities $0 $18,000 $18,000 $18,000 0% $8,106,529 $9,515,479 $9,223,979 $9,875,594 4% Parks North District Foothills Park Desert Valley Park Total - Parks & Recreation 228 City of Glendale Budget Summary by Department Parks & Recreation BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $4,616,846 $5,276,096 $5,188,767 $5,861,879 11% Supplies and Contracts $2,802,677 $3,448,981 $3,394,560 $3,329,780 -3% Internal Premiums $276,871 $279,132 $279,132 $288,590 3% Internal Service Charges $377,315 $291,150 $281,718 $277,655 -5% $32,820 $220,120 $79,802 $117,690 -47% $8,106,529 $9,515,479 $9,223,979 $9,875,594 Operating Capital Total - Parks & Recreation 4% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year Parks & Recreation Admin. 1 1 1 3 200% Arts Fund Operating 0 0 0 1 N/A Glendale Community Center 0 0 3 3 0% Recreation Support Services 12 13 7 7 0% 3.65 3.65 2.65 5.65 113% Central District Recreation 3 5.25 9 9 0% North District Recreation Recreation Special Operations 0 3 0 3 5.75 3 3.75 3 -35% 0% Aquatics 1 1 0 0 N/A Audio/Visual 1 1 1 1 0% Recreation Self-Sustaining 1 1 0 0 N/A Pool Maintenance 0 3 3 3 0% Park Irrigation 0 4 4 4 0% Parks Special Operations Parks Central District 29 6 4 14 8 16 8 16 0% 0% STAFFING BY PROGRAM Adult Center Parks North District Total -Parks & Recreation 0 10 10 12 20% 60.65 63.9 73.4 79.4 8% 229 Mission and Performance Measures Neighborhood Services NEIGHBORHOOD SERVICES DEPARTMENT DESCRIPTION: Did You Know? This department includes Code Compliance, Neighborhood Revitalization, and the Community Housing Services divisions. The Community Housing Services Division surveys its residents regularly to measure resident satisfaction with the livability in the rental communities. The Code Compliance Division ensures compliance with various city codes such as zoning, building, rental housing, nuisance related and health and safety. These codes preserve and promote the health, safety, and general welfare of the citizens of Glendale. They also protect neighborhoods from blighting and deteriorating conditions that negatively impacts the livability of neighborhoods. Code also administers the Partner in Progress program which involves the City and residents working together to preserve their neighborhoods Section 8 Rental Assistance and the Low Rent Public Housing Programs. MISSION STATEMENT: To promote the well-being of the community through provision of housing assistance to low income groups, and to preserve and enhance livability of neighborhoods by working with citizens and neighborhoods to eliminate blighting conditions by obtaining compliance with city codes, and to administer federal grants in compliance with federal regulations and to deliver housing rehabilitation programs to qualified citizens. The Neighborhood Revitalization Division administers the federal Community Development Block Grant (CDBG) and HOME Investment Partnership program under the Department of Housing and Urban Development. The funds are used to provide housing rehabilitation services, social services, public facilities improvements and grant administration. These services must benefit low to moderate-income individuals and areas. 2000-2001 ACCOMPLISHMENTS: • Processed over 10,000 cases involving various city code violations on single family homes, commercial businesses and vacant parcels. The Community Housing Services Division provides rent subsidies and housing to eligible applicants under the 230 Mission and Performance Measures Neighborhood Services • Citywide, over 32,000 homes were • Provided $236,610 in CDBG funds to inspected to ensure compliance with city codes and over 19,500 violations were identified. 28 social service agencies. These agencies assisted 16,432 individuals with services ranging from transportation services for the elderly; school-based health clinics counseling services for youth, families and domestic violence victims; and homelessness prevention programs. • In the Partners in Progress Neighborhood Program, 4 new neighborhoods participated in the program and 100 neighborhoods currently in the program were revisited to ensure continued compliance with city codes. • Provided $193,090 in CDBG funds to 3 non-profit agencies to develop and acquire affordable homes for “new” homeowners. • Achieved a 100% compliance rate and maintained a 99.9% voluntary compliance rate on all cases involving city code violations. • Provided assistance to 291 existing homeowners to preserve and rehabilitate their homes. Services included the Single Family Rehabilitation Program, Roof Replacement Program, Paint Program and the Emergency Home Repair Program. • Supplied roll-off trash containers to neighborhoods and over 620 tons of trash were removed during neighborhood cleanups. • Completed six on-site monitoring visits • Demolished 6 vacant, deteriorating to CDBG and HOME public service providers. structures that were causing blighting influences in neighborhoods. • Received National Association of Common City Code Violations Zoning 22% Housing Redevelopment Officials Award of Merit for the CDBG Investment in Affordable Housing for the Elderly. Fire 19% Misc. 9% • Received the National Association of Nuisance 42% Rental Housing 8% Housing Redevelopment Officials Award of Merit for a program innovation in Resident and Client Services for a self-sufficiency program. 231 Mission and Performance Measures Neighborhood Services 4410 - Neighborhood Revitalization FY00 Actual FY01 Estimated FY02 Projected Objective: To process applications for the Housing Rehabilitation program within 40 days of submittal date, 90% of the time. Percent of applications processed within 40 days N/A 70% 80% Objective: To conduct a customer satisfaction survey of agencies participating in the federal grant application process, with an 85% rate of return. Percent of agencies returning surveys N/A 60% 70% Percent of respondents indicating grant process met or exceeded expectations N/A 70% 80% Objective: To provide in-depth technical assistance to recipients of federal funds with the objective of improving the number of recipients complying with federal regulations by 75%. Percent of agencies receiving indepth technical assistance N/A 10% 10% Percent of agencies formally monitored N/A **Note: Number of Applications varies by year. 20% 20% 232 Mission and Performance Measures Neighborhood Services 4411 – Code Compliance FY00 Actual FY01 Estimated FY02 Projected Objective: To input case information and assign cases to appropriate inspector within 48 hours of receiving call-in complaints. Percent of cases processed and assigned within 48 hours of receiving call-in complaint. 95% (4113) 96% (4895) 97% (5687) Objective: To make initial inspection on call-in complaints within 48 hours of receiving complaint information. Percent of inspections made within 48 hours of receiving complaint information. 94% (4069) 95% (4844) 96% (5628) 4424 - Housing FY00 Actual FY01 Estimated FY02 Projected Objective: To perform an annual Housing Quality Standards inspection on housing units within 2 months of the annual date 98% of the time. Percent of inspections completed within 2 months of annual date 94% 96% 98% Objective: To perform an annual reexamination of housing clients within 2 months of the annual reexamination date 96% of the time. Percent of reexaminations completed within 2 months of annual date 90% 233 93% 96% City of Glendale Budget Summary by Department Neighborhood Service BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Neighborhood Revitalization Code Compliance $217,282 $716,322 $240,728 $808,755 $219,811 $839,206 $262,624 $898,925 Housing Assistance Program $1,171,302 $7,868,095 $7,027,405 $7,919,549 1% CDBG Programs $1,451,233 $3,752,452 $2,411,634 $3,534,555 -6% HOME Program Total - Neighborhood Service BUDGET BY CATEGORIES OF EXPENDITURES 9% 11% $255,852 $1,037,595 $535,316 $1,193,156 15% $3,811,991 $13,707,625 $11,033,372 $13,808,809 1% FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget FY 99-00 Actual Percent Over Last Year Wages/Salaries/Benefits $2,141,253 $2,433,895 $2,466,323 $2,619,486 8% Supplies and Contracts $1,464,705 $11,031,592 $8,348,763 $10,988,261 0% Internal Premiums Internal Service Charges Operating Capital Work Order Credits Total - Neighborhood Service STAFFING BY PROGRAM $92,340 $95,826 $95,826 $96,982 1% $119,875 $77,514 $68,870 $71,250 -8% $23,818 $68,798 $53,590 $32,830 -52% $13,707,625 $11,033,372 $13,808,809 ($30,000) $3,811,991 FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized 1% FY 01-02 Budget Percent Over Last Year Neighborhood Revitalization 2 2 2 2 0% Code Compliance 12 13 13 14 8% Housing Assistance Program 20 21 23 23 0% CDBG Programs 8 7 8 8.75 9% 42 43 46 47.75 4% Total -Neighborhood Service 234 Mission and Performance Measures Community Partnership COMMUNITY PARTNERSHIP DEPARTMENT DESCRIPTION: Did You Know? The Community Partnership Department was created as a result of a citywide administrative reorganization in 2000. It is designed to be innovative and creative in the development of collaborative partnerships between the city, its citizens and all other community facets (neighborhood and homeowners’ associations, schools, faith-based communities, businesses, non-profit service providers, other governmental jurisdictions), so all involved are enabled and empowered to build a better Glendale. The Community Volunteer Program has successfully coordinated and implemented 60 different community service projects through which 1,506 volunteers donated a total of 5,003 hours. Although the dollar value of these public improvements equates to $60,771, the true value is the positive experience of those who have enjoyed the satisfaction of giving back to their neighborhood. The department consists of the Neighborhood Partnership Division and the Community Volunteer Program. The Neighborhood Partnership Division oversees the City’s neighborhood outreach, education and revitalization efforts. The Community Volunteer Program is responsible for coordinating and planning all city-sponsored volunteer projects that occur in the community. 2000-01 ACCOMPLISHMENTS: • The Partnership Office successfully coordinated and managed 19 different neighborhood improvement grant projects totaling $689,226 in reinvestment for older neighborhoods. MISSION STATEMENT: • A total of 14 different neighborhood To encourage greater partnerships between citizens, faith based organizations, schools, businesses, civic leaders and the city to assist in the revitalization of Glendale neighborhoods and encourage greater civic participation. training sessions were offered to neighborhood leaders – which is six more than the previous year. • The first annual “Neighborhood Sparks” Award Program for registered neighborhood leaders was established for those who have made a significant contribution to the revitalization of a 235 Mission and Performance Measures Community Partnership neighborhood - seven different neighborhood leaders were honored for their efforts. Neighborhood Partnership Program Number of Registered Neighborhoods • The Community Volunteer Program 140 120 received the prestigious WESTMARC award for the category of “Best Community Service” program in the West Valley. 100 80 60 40 20 0 1995 1996 1997 1998 1999 2000 2001 • The Partnership Division sponsored the 2001 Neighborhood Day at the State Legislature, which resulted in 52 different neighborhood and community leaders learning more about how they can impact the state legislative process. • Several customer service surveys were conducted of registered neighborhood leaders; community volunteer participants, grant applicants, the Commission on Neighborhoods members, all registered HOA’s and select city staff to ensure the programs and services offered by the department met the needs of those served by the division. • A new computer and work station was purchased and made available to all registered neighborhood groups to allow them to create newsletters, meeting flyers and access the internet. 4412 – Community Partnership FY00 Actual FY01 Estimated FY02 Projected Objective: Recruit and maintain an active neighborhood registration database of at least 155 different neighborhood and homeowners’ associations. Number of Registered Neighborhoods 140 236 145 155 Mission and Performance Measures Community Partnership Objective: To increase the neighborhood grants program satisfaction rating from neighborhood leaders and members of the Neighborhoods Commission to 95%. Percent of neighborhood leaders ranking the customer service level as being good or excellent 89% 90% 95% Percent of commissioners ranking the overall service of staff as being excellent 100% 100% 100% 237 City of Glendale Budget Summary by Department Comm. Partnerships BUDGET BY PROGRAM Community Partnerships Total - Comm. Partnerships BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $270,267 $328,998 $329,667 $449,668 37% $270,267 $328,998 $329,667 $449,668 37% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $219,903 $237,975 $253,477 $364,989 53% Supplies and Contracts $20,894 $45,751 $30,668 $56,631 24% Internal Premiums Internal Service Charges Operating Capital Total - Comm. Partnerships STAFFING BY PROGRAM Community Partnerships Total -Comm. Partnerships $4,373 $6,347 $6,347 $7,799 23% $23,297 $18,925 $19,675 $20,249 7% $1,800 $20,000 $19,500 $270,267 $328,998 $329,667 $449,668 37% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget 3 3 4 5 25% 3 3 4 5 25% 238 Percent Over Last Year Mission and Performance Measures Library LIBRARY DEPARTMENT DESCRIPTION: Did You Know? The Library is responsible for selecting and circulating materials in various formats, and for library programming for all age levels and interests. Services are provided at the Main Library, Velma Teague Branch Library and Foothills Branch Library. The first tax supported library in the United States was located in Peterborough, New Hampshire in 1833. Glendale Public Library began as a private book collection in 1895 and then was supported by shares sold to residents. On July 1, 1922, the Glendale Public Library became a part of the City of Glendale and $500 was appropriated for its support. MISSION STATEMENT: The Glendale Public Library is a serviceoriented organization whose primary responsibility is to provide free and equal access to educational, informational, recreational and cultural resources to each man, woman and child in the community. We pride ourselves in our ability to provide courteous and professional service through our staff and resources to members of our community without prejudice or discrimination. 2000/2001 ACCOMPLISHMENTS: • Developed health/wellness base series of programs at Foothills Branch with Midwestern University and Sun Health. • Participated in MotherRead, All Star Baby College and first grade library card program to promote importance of reading skills for children. • Received Bill and Melinda Gates grant for Internet training room. • Received Libraries for the Future grant to • Partnered with other public libraries, the Arizona Republic and the Arizona Diamondbacks in the metro area summer reading club, "Read Your Way to the Ballpark." provide Internet training classes at Main and Velma Teague Branch. • Opened web access to library on-line databases. 239 Mission and Performance Measures Library VOLUNTEER USAGE: Interlibrary Loans • The Glendale Public Library benefited 7000 from 16,510 volunteer hours in all library departments. 6000 Items loaned to other libraries 5000 4000 Items borrowed from other libraries 3000 2000 1000 0 97/98 98/99 99/00 4510 - Library Services FY00 Actual FY01 Estimated FY02 Projected Objective: To increase by 15% per year the number of students participating in the First Grade Library Card Program. Number of card applications distributed to 1st grade students 3,191 Benchmark 3,670 15% 4,221 15% Number of cards issued to 1st grade students 1,819 Benchmark 2,569 41% 3,588 40% Number of cards used by 1st grade students 619 Benchmark 1,259 100% 2,296 82% Objective: To increase the turnover rate of materials by 20% to 6 uses per item per year by 2005 by making the collection more relevant to user needs. Turnover rate per item 5 Benchmark 240 5 0% 6 20% City of Glendale Budget Summary by Department Library BUDGET BY PROGRAM Library Library Book Fund FY 99-00 Actual $6,551,452 $49,215 Library Special Revenue Total - Library BUDGET BY CATEGORIES OF EXPENDITURES FY 00-01 Budget $6,685,227 $106,090 FY 00-01 Estimate $6,849,635 $25,000 FY 01-02 Budget $7,338,573 $106,090 Percent Over Last Year 10% 0% $86,323 $172,926 $80,000 $172,926 0% $6,686,990 $6,964,243 $6,954,635 $7,617,589 9% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $4,220,016 $4,754,266 $4,736,666 $5,176,051 9% Supplies and Contracts $2,154,332 $1,775,875 $1,884,399 $2,057,433 16% Internal Premiums $162,422 $151,377 $151,377 $173,600 15% Internal Service Charges $125,534 $111,491 $111,491 $111,491 0% $24,686 $171,234 $70,702 $99,014 -42% $6,686,990 $6,964,243 $6,954,635 $7,617,589 Operating Capital Total - Library STAFFING BY PROGRAM Library Total -Library 9% FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget 84.25 84.5 86.75 86.75 0% 84.25 84.5 86.75 86.75 0% 241 Percent Over Last Year Mission and Performance Measures Public Works Administration PUBLIC WORKS ADMINISTRATION DEPARTMENT DESCRIPTION: Did You Know? The Public Works Group is composed of three departments including Field Operations, Utilities and Environmental Resources. The Group has over 400 employees and a total budget that accounts for approximately 32% of the total city operating budget. In January 2001, the Sanitation Division collected 1564 tons of recyclables for processing from Glendale residents. MISSION STATEMENT: • Participated in the City Hall Office To provide effective and efficient services to the citizens of Glendale and our internal customers. space study. • Provided oversight in the Landfill Master Plan ten-year update. 2000-01 ACCOMPLISHMENTS: • Participated in the Water, Sewer and • Reorganized the Field Operations Sanitation Rate Evaluation Team. management structure. 2001-02 OBJECTIVES: • Transferred the Water Quality • Provide a 4-hour environmental Laboratory to the newly created Environmental Resources Department. awareness training course to 475 additional city employees. • Rotated the Utilities Department • Provide a 40-hour Hazardous Waste Superintendents for six months for cross training. Operations and Emergency Response course to an additional 20 city employees, and an 8-hour refresher class to those who have already completed the course. • Provided oversight review of the Cholla Water Treatment Process Evaluation. • Reviewed the Field Operations Master • Maintain the City’s 100-year Assured Plan and participated in the selection of the architect for the first phase of implementation. Water Supply Designation with the Arizona Department of Water Resources. 242 City of Glendale Budget Summary by Department Public Works Admin. BUDGET BY PROGRAM Public Works Administration Total - Public Works Admin. BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $219,571 $230,278 $179,385 $168,249 -27% $219,571 $230,278 $179,385 $168,249 -27% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $202,399 $207,956 $165,396 $153,012 -26% Supplies and Contracts $12,871 $18,185 $8,350 $10,114 -44% $4,121 $4,137 $4,137 $3,990 -4% $1,502 $1,133 $179,385 $168,249 Internal Premiums Internal Service Charges Total - Public Works Admin. $180 $219,571 $230,278 -27% STAFFING BY PROGRAM FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Public Works Administration 2 2 2 1 -50% 2 2 2 1 -50% Total -Public Works Admin. 243 Percent Over Last Year Mission and Performance Measures Environmental Resources ENVIRONMENTAL RESOURCES DEPARTMENT DESCRIPTION: Did You Know? The Environmental Resources Department provides policy advice and planning services to the city for water resources, air quality and environmental issues. The department functions as an internal consultant by assisting city departments and employees with compliance with environmental laws and guidance on sound environmental practices to better enable them to manage their operations and facilities in an environmentally responsible manner. The city has a State certified water quality laboratory that conducts approximately 30,000 tests annually throughout the city’s water system to ensure your drinking water is safe and healthful. 2000-2001 ACCOMPLISHMENTS: The Environmental Resources Department also oversees the City’s Water Quality Compliance Laboratory. The laboratory conducts thousands of tests annually to ensure that the city’s drinking water is clean and safe to use. MISSION STATEMENTS: The department’s mission is to ensure that the City has sustainable water resources to meet current and future demand, complies with environmental laws and continues to be a leader in environmental stewardship. The Water Quality Compliance Laboratory’s mission is to protect public health and the environment by documenting/testing the quality of drinking water and reclaimed water, and reporting the results to regulatory agencies. 244 • Continued to maintain an Assured Water Supply Designation for the city water service area. • Participated in the Governor’s Brown Cloud Summit meetings that recommended policies, initiatives and actions to reduce smog. • Provided annual environmental awareness training to 456 city employees that routinely work with chemicals or deal with environmental issues. • Provided hazardous waste operations and emergency response training to 31 city employees so they are prepared to handle non-emergency chemical spills. • Continued to maintain a leadership role in the West Valley Central Arizona Project (WESTCAPS) regional water infrastructure planning process. Mission and Performance Measures Environmental Resources • Prepared water supply and demand projections for long-range water resources planning purposes. • Participated in the Governor’s Water Management Commission that recommended policies, initiatives and actions to ensure a sustainable water supply for Arizona. • • • Initiated the City’s Storm Water Public Information Program-plan to install 250 storm water markers to remind people that they can minimize the contamination of the City’s storm water system. Assisted a number of City departments in preparing standard operating procedures that are environmentally responsible. Participated in the Gila River Indian Community water settlement. • Participated in the review of long-term drinking water treatment strategies to maintain compliance with new laws and improve the taste of drinking water. • Participated in the review of long-term needs for the drinking water distribution system to assure continued service to existing customers and for new customers. • • Performed water quality tests and evaluations of the use of alternative treatment chemicals and processes at the Pyramid Peak Water Treatment Plant to maintain compliance with pending drinking water regulations. • Supported pilot evaluations of membrane treatment of drinking water to evaluate ways to maintain compliance with pending drinking water regulations. • Assumed responsibility for acceptance testing on new water mains to reduce the workload on the Engineering Construction Division. • Prepared comments on a variety of proposed drinking water regulations, such as for arsenic and public notification, and evaluated their impact on Glendale. • Participated with other Valley cities in discussions with the Arizona Department of Environmental Quality aimed at developing more workable methods for implementing environmental laws governing water quality. VOLUNTEER USAGE: • Environmental Resources used volunteers to install storm water markers as part of the City’s public awareness program to remind people that they can help to prevent contamination of the City’s storm water system. Performed on-going water quality tests on monitoring wells for two recharge projects that will increase Glendale's ability to utilize groundwater. 245 Mission and Performance Measures Environmental Resources 1330 - Environmental Resources FY00 Actual FY01 Estimated FY02 Projected Objective: To provide environmental awareness education to city employees that routinely work with chemicals or deal with environmental issues. Number of city employees receiving environmental awareness education 456 475 480 Objective: To utilize the internet to improve public/citizen access to environmental and water quality information Number of visitors to the departmental Webpage No Website Develop Website 500 6429 - Water Quality Laboratory FY00 Actual FY01 Estimated FY02 Projected Objective: To minimize the number of federal, state and county water quality violations due to laboratory error. Number of water quality violations due to laboratory error 0 0 0 Objective: To perform in-house laboratory analysis for at least 90 percent of chemical and microbiological constituents for which a drinking water monitoring requirements exist. Percent of drinking water analyses performed by the City Water Quality Laboratory staff 87% 246 90% 90% City of Glendale 2001-02 Annual Budget 35 City of Glendale Budget Summary by Department Env. Resources BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Environmental Resources HazMat Incidence Response $262,300 $0 $335,789 $25,000 $335,381 $50,500 $372,861 $51,500 11% 106% Water Quality $947,462 $1,003,326 $1,107,395 $1,233,227 23% West Valley CAP Study $125,368 $248,086 $141,000 $257,086 $1,335,130 $1,612,201 $1,634,276 $1,914,674 Total - Env. Resources BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget 4% 19% Percent Over Last Year Wages/Salaries/Benefits $678,965 $800,069 $874,027 $967,514 21% Supplies and Contracts $591,920 $702,583 $682,007 $735,915 5% $20,754 $18,881 $18,881 $16,837 -11% $6,258 $7,168 $5,361 $7,318 2% $37,233 $83,500 $54,000 $187,090 124% $1,335,130 $1,612,201 $1,634,276 $1,914,674 19% Internal Premiums Internal Service Charges Operating Capital Total - Env. Resources STAFFING BY PROGRAM FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year Environmental Resources 3 4 4 4 0% Water Quality 10 10 10 11 10% 13 14 14 15 7% Total -Env. Resources 247 Mission and Performance Measures Field Operations FIELD OPERATIONS DEPARTMENT DESCRIPTION Did You Know? The Field Operations Department consists of six operating divisions, which provide services to the community and other city departments. This department includes Street Maintenance, Facilities Management, Equipment Management, Sanitation/Recycling, Landfill/Materials Recovery and Field Operations Administration. The city uses over 1,100,000 gallons of motor fuels annually and the motor fuel prices have increased by 36% over the previous 18-month period. MISSION STATEMENT: The mission of the Field Operations Department is to provide: Street Maintenance for a healthy transportation environment; Facilities and Equipment Management which rate preventative maintenance tasks as a high priority, supporting long range plans for replacement and refurbishing; and Sanitation, Landfill and Recycling Divisions which provide environmentally sound, cost-effective solid waste collection, disposal and recycling programs. • Completed residential curbside recycling implementation of Glendale's 49,100 single-family households. • Created new residential curbside recycling routes to provide complete recycling collection coverage. Eighteen residential routes now provide same day collection of refuse and recycling containers. • Received an Arizona Department of Environmental Quality (ADEQ) Waste Reduction Initiation Through Education (WRITE) grant to develop, produce and promote RecycleFest 2001. • Received an Award of Merit at the Environmental Excellence Awards Program for Glendale's RecycleFest 2000 presented by the Valley Forward Association. • Received a Governor's Pride in Arizona Award in the Recycling Category presented by Arizona Clean and Beautiful. 2000-01 ACCOMPLISHMENTS • Recycled 16,800 tons of material at the Glendale Materials Recovery Facility. • Collected over 2,700 gallons of liquid and 19 cubic yards of solid household hazardous wastes from over 450 residents at Household Hazardous Waste Day. 248 Mission and Performance Measures Field Operations • • • Received a Southwest Public Recycling Association (SPRA) Excellence in Recycling Award and Best New Urban Recycling Program of the Year. Received and processed 330,000 tons of refuse and the Glendale Landfill. Implemented "paperless shop," a technology improvement to eliminate hand written work orders and data entry in the Equipment Management Division. • Implemented job time standards for 70% of all routine mechanical work performed in Equipment Management. • Purchased and prepared 28 new patrol cars for service. • Sealcoated (slurry and fog seal) 95 miles of neighborhood streets. • Administered/inspected a utility cut repair contract for 700 utility cuts. • Inspected over 2000 storm drains for compliance to NPDES (National Pollutant Discharge System) Permit requirements. • Installed 33 handicapped ramps citywide. • Reduced man hours spent on storm damaged trees through aggressive tree trimming and soil reduction techniques. Tonage of Disposed Refuse • Purchased and added 45 new 350000 alternative fueled vehicles to the fleet. 300000 250000 • • • • 200000 Converted 18 fleet vehicles to R134 refrigerant as an environmental upgrade. 150000 100000 50000 0 95/96 96/97 97/98 98/99 99/00 Received $36,000 from the State Underground Fuel Storage Tank Program for reimbursement for a fuel release occurring in 1989. • Maintained emissions compliance for the city fleet of over 800 licensed vehicles without receiving any notices of violation. Renovated 340,000 s.f. of developed/undeveloped rights-of-ways (upgraded plants, irrigation systems and granite). • Instituted an in-house back-flow prevention certification program for all 283 right-of-way back-flow prevention assemblies. Resurfaced 15.5 miles of neighborhood and arterial streets with rubberized asphalt. 249 Mission and Performance Measures Field Operations 6224 - Right-of-Way FY00 Actual FY01 Estimated FY02 Projected Objective: To treat undeveloped rights-of-ways twice a year with pre-emergent chemicals to control weed growth. Percentage of undeveloped rightsof-ways treated 0% 78% 100% 6232 - Street Maintenance FY00 Actual FY01 Estimated FY02 Projected Objective: To apply surface treatment to every residential street network through the application of fog seals, slurry seals and asphalt overlays every five to seven years. Miles of residential streets treated 85 92 100 Percent of citizen satisfaction for the maintenance of residential streets through random surveys N/A N/A 80% FY01 Estimated FY02 Projected 6235 - Landfill FY00 Actual Objective: Operate and maintain a landfill that complies with federal, state and local environmental regulations. Minimize unpaid tonnage tipped at the Glendale Municipal Landfill 89.5% 250 89.4% 89.1% Mission and Performance Measures Field Operations 6252 - Equipment Management FY00 Actual FY01 Estimated FY02 Projected Objective: To maintain service staff billable hours of at least 75% of total available hours. Monitor management reports to determine billable hours of total available hours. 69% 72% 75% 6253 - Facilities Management FY00 Actual FY01 Estimated FY02 Projected Objective: To check on each HVAC system at least once a month to make sure the system is operating correctly. Track preventive maintenance work orders to provide service to 92% of the sites within the onemonth time frame. 92% 92% 95% 6275 - Recycling FY00 Actual FY01 Estimated FY02 Projected Objective: To minimize contamination rate of recyclables collected by implementing an on-going public education campaign. Minimize contamination of recyclables collected through the residential curbside recylcing collection program N/A 251 20% 18% City of Glendale Budget Summary by Department Field Operations BUDGET BY PROGRAM Field Operations Admin. Irrigation FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $562,162 $138,654 $565,567 $172,497 $565,567 $172,295 $775,895 $175,581 $1,993,615 $2,053,317 $2,125,310 $2,189,724 $349,287 $525,574 $533,425 $441,796 $5,254,942 $5,236,777 $5,478,428 $5,235,260 0% $482,977 $581,213 $597,602 $680,550 17% $2,386,404 $3,835,766 $4,517,780 $3,472,090 -9% $102,621 $99,720 $187,402 $121,485 $187,402 $121,485 $54,972 $121,917 -71% 0% Equipment Management $3,216,505 $2,930,298 $3,060,493 $3,078,147 5% Facilities Management $3,689,658 $3,699,456 $3,769,202 $4,076,105 10% Custodial Services $1,142,567 $1,397,987 $1,284,311 $1,416,498 1% Equipment Replacement $1,451,838 $6,161,259 $3,580,000 $4,550,000 -26% Right-of-Way Maintenance Cemetery Street Maintenance Street Cleaning Landfill Manistee Ranch Maintenance Graffiti Removal 37% 2% 7% -16% Fabrication/Welding $129,422 $190,347 $190,347 $203,984 7% Fuel Services Paint/Body Shop $989,919 $217,167 $1,045,838 $298,345 $1,413,560 $284,760 $1,544,456 $326,521 48% 9% Sanitation Roll-off $0 $881,348 $799,276 $898,537 2% $446,006 $405,035 $347,628 $372,027 -8% Sanitation Frontload $3,321,926 $3,267,117 $2,830,373 $3,215,076 -2% Curb Service $6,127,551 $6,640,903 $5,824,028 $6,836,758 3% $0 $0 $872,481 $917,325 NA $58,118 $347,217 $90,000 $3,430,433 $90,000 $2,973,944 $90,000 $3,494,877 0% 2% Sanitation Administration Recycling Gas Management System MRF Operations Woodwaste Operations Total - Field Operations $410,474 $529,381 $432,525 $747,367 41% $32,918,750 $44,247,345 $42,052,223 $44,915,463 2% 252 City of Glendale Budget Summary by Department Field Operations BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Wages/Salaries/Benefits $11,232,492 $13,150,557 $13,095,931 $14,366,050 9% Supplies and Contracts $11,137,577 $15,142,905 $15,677,883 $16,600,194 10% Internal Premiums Percent Over Last Year $969,691 $1,035,446 $1,018,246 $1,078,811 4% Internal Service Charges $5,590,724 $6,289,883 $5,682,884 $6,311,918 0% Operating Capital $3,988,266 $8,628,554 $6,577,279 $6,558,490 -24% $32,918,750 $44,247,345 $42,052,223 $44,915,463 2% Total - Field Operations FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year Field Operations Admin. 8 8 8 10 25% Irrigation 1 1 1 1 0% Right-of-Way Maintenance 13 13 17 17 0% Cemetery 2 2 4 4 0% Street Maintenance 40 40 40 40 0% Street Cleaning 5 5 5 5 0% Landfill Graffiti Removal 15 1 14 1 18 2 19 2 6% 0% Equipment Management 32 32 33 33 0% Facilities Management 19 20 25 25 0% Custodial Services 14 14 20 20 0% Fabrication/Welding 2 2 3 3 0% Paint/Body Shop 2 2 4 4 0% Sanitation Roll-off Sanitation Administration 0 5 0 5 3 6 3 5 0% -17% Sanitation Frontload 17 17 14 14 0% Curb Service 37 42 42 43 2% Recycling 0 0 0 5 N/A MRF Operations 3 6 19 16 -16% Woodwaste Operations 2 3 3 3 0% 218 227 267 272 2% STAFFING BY PROGRAM Total -Field Operations 253 Mission and Performance Measures Utilities UTILITIES DEPARTMENT DESCRIPTION: Did You Know? The Utilities Department operates as an enterprise fund and is responsible for producing and distributing water that meets all state and federal drinking water standards; overseeing the collection and treatment of the City’s wastewater; developing water conservation programs; implementing odor and roach infestation control measures; and monthly reading of water services. On February 2, 2001 the first one billion gallons of water were recharged at the West Area Facility. • In anticipation of more stringent drinking water requirements, Glendale is the first public utility in the State to utilize Membrane Technology for treating drinking water. MISSION STATEMENT: To provide safe, reliable water and wastewater service to its citizens. Inherent in this mission are the following objectives: to comply with all environmental and health standards; to anticipate and respond to emergencies in a timely, appropriate manner; and to accommodate growth and new demand within the city. • Recorded and processed over 56,000 water meters monthly, at a 99.9 % accuracy rate. • Implemented a department wide technology strategy leading to further automation of water and wastewater operations improving efficiency. 2000-01 ACCOMPLISHMENTS: • Completed Cholla Water Treatment • Completed construction and began Plant electrical upgrade results in enhanced reliability. operation of the Western Area Reclamation Facility. Named outstanding plant in the United States by the American Public Works Association. • Continued the progressive meter replacement policy to minimize unaccounted water usage and ensure billing accuracy. • Implemented Skill Based Pay in December 2000. 254 Mission and Performance Measures Utilities • Implemented re-charge of treated effluent to create groundwater credits for future use. Delinquent Account Recovery by Field Service Representatives $250,000 • Developed the Treatment Plant Public $200,000 Liaison program to enhance public outreach, water conservation and community education. $150,000 $100,000 $50,000 $0 1997 • Reorganized the Water Quality 1998 1999 2000 Laboratory as a part of Environmental Resources Department to comply with an EPA recommendation and to enhance service. 6410 - Utilities Administration FY00 Actual FY01 Estimated FY02 Projected Objective: Use more renewable surface water and reduce the use of groundwater to accommodate current needs and meet future demands. Groundwater usage as a percentage of total usage 10% 5% 5% 50% 100% Objective: Increase security at all four plant facilities. The purchase and installation of a security camera at all four plants. 50% 255 Mission and Performance Measures Utilities 6421 – Pyramid Peak Plant FY00 Actual FY01 Estimated FY02 Projected Objective: Utilization of asset work technology, a preventative maintenance program, to maximize production capability at the Pyramid Peak Plant by minimizing equipment failure through efficient scheduling of needed equipment repairs and maintenance. Percentage reduction in downtime due to unplanned maintenance. N/A 5% 0% Objective: Treatment process improvements to the Pyramid Peak Plan through enhanced coagulation. This process helps to meet more stringent drinking water requirements. Percentage reduction of total trihalo methanes at the Pyramid Peak Plant. N/A 10% 8% 6422 - Cholla Water Plant FY00 Actual FY01 Estimated FY02 Projected Objective: To use allocation of Salt River Project declared surface water to the maximum extent possible. This allows the City to conserve finite supply of ground water. Percentage of allocated SRP declared surface water used. 78% 256 92% 100% Mission and Performance Measures Utilities 6425 - Pre-Treatment Program FY00 Actual FY01 Estimated FY02 Projected Objective: Increase the number of facilities permitted. As a result of growth and regulatory compliance, this program protects the wastewater treatment system and plants by minimizing harmful discharge into the sewer collection system. Percentage of facilities inspected in order to receive a permit. 62% 80% 100% 6430 – Arrowhead Water Reclamation Fac. FY00 Actual FY01 Estimated FY02 Projected Objective: To upgrade the bio-reactors to promote reliable biological nutrient removal which enhance the quality of treated effluent. High quality treated effluent is an excellent water resource that can be re-used or recharged. Percentage of recharged treated effluent into the aquifer. 10% 257 92% 100% Mission and Performance Measures Utilities 6432 – West Area Water Reclamation Fac. FY00 Actual FY01 Estimated FY02 Projected Objective: To test the integrity of opening equipment and process units within the warranty period, thereby saving city resources if problems are found. Percentage of equipment and process units tested. 75% 90% 100% Objective: To utilize all three technologies (surface percolation, trench percolation and vadoze zone) to recharge. Percentage of recharged gallons per year at the West Area Aquifer Recharge Facility 33% 66% 100% 6442 - Water Distribution FY00 Actual FY01 Estimated FY02 Projected Objective: Continue excellent customer service by maintaining response time to water leaks throughout the City in a timely and effective manner. Percentage of time responded to a priority one emergency call (i.e. Resident without water) within two hours or less. N/A 95% Percentage of time responded to a water break caused by a contractor within thirty minutes or less. N/A 95% 258 100% 100% Mission and Performance Measures Utilities 6443 – Meter Maintenance FY00 Actual FY01 Estimated FY02 Projected Objective: Continue to provide effective and efficient customer service and maintenance of water meters by responding within a specific time frame. This builds resident and business satisfaction. Percentage of time responded to a "no water call" within two hours or less. 100% 100% 100% Percentage of time responded to contractors within 48 hours or less. 100% 100% 100% 6444 – Transmission Lines FY00 Actual FY01 Estimated FY02 Projected Objective: To exercise more water valves to assist in preventive maintenance and repair of water line breaks. Unexercised valves may create delays during critical water breaks and extend repair times. This impacts efficiency and service. Percentage of valves exercised on an annual basis. 50% 50% 50% The number of water valves exercised per year to the total number of water valves. 50% 50% 50% Objective: To reduce the length of time involved in performing maintenance of fire hydrants used for public safety purposes. Length of time to perform fire hydrant maintenance service on all hydrants. 18 months 259 18 months 14 months Mission and Performance Measures Utilities 6445 – Wastewater Collection FY00 Actual FY01 Estimated FY02 Projected Objective: Enhance customer service and public health by providing maintenance of manholes to reduce roach infestation. Reduction in incidence of roach infestation calls. 1000 base calls 40% 600 calls 40% 6452 – Field Customer Service FY00 Actual FY01 Estimated FY02 Projected Objective: To efficiently, effectively and accurately conduct the meter box replacement program, meter readings and meter maintenance. Percent reduction in plastic meter boxes. Percentage of water meters read accurately each month. N/A 14% 10% 99.9% 99.9% 99.9% 260 City of Glendale Budget Summary by Department Utilities BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Utilities Administration Water Conservation $1,306,234 $179,992 $1,259,971 $179,899 $1,204,344 $179,899 $1,374,025 $194,184 Raw Water Usage $1,281,980 $2,592,513 $2,427,809 $2,796,382 8% $0 $521,901 $603,401 $479,618 -8% -15% Utilities Information Mgmt. Public Service Representatives 9% 8% $262,450 $259,916 $259,916 $222,004 Central System Control $1,004,600 $1,226,681 $1,351,681 $1,220,746 Pyramid Peak Plant $1,789,308 $1,035,010 $1,080,010 $1,100,749 6% Cholla Treatment Plant Major Maintenance $1,383,336 $169,197 $1,895,611 $237,327 $1,308,926 $205,435 $1,577,438 $464,380 -17% 96% Pretreatment Program $311,212 $380,046 $366,240 $474,255 25% Central System Maintenance $278,371 $296,995 $313,516 $437,092 47% Arrowhead Reclamation Plant $1,165,633 $1,270,895 $1,101,910 $1,526,910 20% SROG (91st Av) Plant $1,336,188 $2,150,314 $2,150,314 $2,150,314 0% $403,482 $1,432,772 $1,244,846 $2,768,021 93% $1,235,502 $1,009,542 $1,512,494 $1,149,898 $1,432,494 $984,113 $1,505,720 $987,132 0% -14% 13% West Area Plant Water Distribution Meter Maintenance Transmission Line Maintenance Wastewater Collection Customer Service - Field Total - Utilities 0% $900,268 $825,606 $882,606 $933,743 $1,284,888 $1,890,217 $1,490,217 $1,929,607 2% $771,184 $834,256 $836,040 $1,002,776 20% $16,073,367 $20,952,322 $19,423,717 $23,145,096 10% 261 City of Glendale Budget Summary by Department Utilities BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $5,556,768 $6,466,358 $6,577,132 $7,781,362 20% Supplies and Contracts $8,424,622 $12,055,683 $10,552,059 $12,373,052 3% Internal Premiums $731,045 $832,619 $832,619 $913,854 10% Internal Service Charges $463,250 $470,143 $459,342 $493,453 5% Operating Capital $897,682 $1,127,519 $1,002,565 $1,583,375 40% $16,073,367 $20,952,322 $19,423,717 $23,145,096 10% Total - Utilities FY 98-99 Authorized FY 99-00 Authorized FY 00-01 Authorized FY 01-02 Budget Percent Over Last Year Utilities Administration 7 6 7 7 0% Water Conservation 1 1 1 1 0% Utilities Information Mgmt. 0 0 4 4 0% Public Service Representatives 0 4 4 3 -25% Central System Control 0 9 10 10 0% Pyramid Peak Plant 8 8 7 7 0% Cholla Treatment Plant Major Maintenance 24 1 6 1 6 1 7 1 17% 0% Pretreatment Program 4 5 5 5 0% Central System Maintenance 0 5 4 5 25% Arrowhead Reclamation Plant 10 10 7 9 29% West Area Plant 0 5 7 11 57% Water Distribution 13 13 13 13 0% Meter Maintenance Transmission Line Maintenance 9 13 9 13 9 12 9 12 0% 0% Wastewater Collection 12 13 13 13 0% Customer Service - Field 15 16 15 15 0% 117 124 125 132 6% STAFFING BY PROGRAM Total -Utilities 262 City of Glendale Budget Summary by Department Non-Departmental BUDGET BY PROGRAM FY 99-00 Actual FY 00-01 Budget Non-Departmental Non-Dept - Fund 2 $432,444 $0 Non-Dept - Fund 4 Non-Dept - Fund 12 Non-Dept - Fund 16 Non-Dept - Fund 26 FY 00-01 Estimate FY 01-02 Budget $1,507,607 $25,000 $4,992,711 $0 $0 $25,000 $0 $25,000 0% $0 $800,000 $0 $930,881 16% $0 $50,000 $0 $50,000 $0 $200,000 $0 $1,222,004 Non-Dept - Fund 50 $216,077 $802,146 $0 $800,000 0% Non-Dept - Fund 55 Outside Agencies ($4,814) $363,358 $50,000 $463,550 $0 $463,550 $50,000 $326,550 0% -30% $1,871,970 $2,209,700 $2,209,700 $2,129,700 -4% $0 $660,000 $660,000 $326,509 -51% Development Agreements Lease Payments Civil Defense Total - Non-Departmental BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Operating Capital Total - Non-Departmental -4% 0% 0% 511% $87,291 $85,315 $84,342 $108,315 27% $2,966,326 $6,878,318 $8,410,303 $7,446,207 8% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $14,000 $139,824 $139,824 $139,824 0% $2,928,913 $6,720,728 $8,252,713 $7,259,746 8% Internal Premiums Internal Service Charges $1,452,248 $25,000 Percent Over Last Year $7,381 $7,381 $35,252 378% $16,250 $5,385 $5,385 $11,385 111% $7,163 $5,000 $5,000 $2,966,326 $6,878,318 $8,410,303 263 $7,446,207 8% City of Glendale Budget Summary by Department Grants BUDGET BY PROGRAM Miscellaneous Grants US West Foundation Total - Grants BUDGET BY CATEGORIES OF EXPENDITURES FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year $1,463,345 $0 $2,250,000 $0 $1,279,857 $0 $2,250,000 $10,427 0% NA $1,463,345 $2,250,000 $1,279,857 $2,260,427 0% FY 99-00 Actual FY 00-01 Budget FY 00-01 Estimate FY 01-02 Budget Percent Over Last Year Wages/Salaries/Benefits $818,393 $1,000,000 $950,000 $1,000,000 0% Supplies and Contracts $399,740 $1,000,000 $163,442 $1,010,427 1% Operating Capital Total - Grants $245,212 $250,000 $166,415 $250,000 0% $1,463,345 $2,250,000 $1,279,857 $2,260,427 0% 264 2002-2011 Capital Improvement Plan 2002-2011 Capital Improvement Plan INTRODUCTION What are Capital Improvements? Capital improvements are often referred to as the bricks and mortar, or infrastructure, that all cities need to provide essential services to current residents and support new growth and development. Streets, fire and police stations, water treatment plants, parks, landscape beautification projects, and major equipment purchases are all capital improvements. Capital improvement project costs range from $50,000 for the one-time acquisition of a piece of large equipment to millions of dollars for the construction of a new library or fire station. Rapidly growing municipalities, including Glendale, the 14th fastest growing city in the United States during the 1990’s, face a special set of complex problems. These cities need to build new streets, add amenities such as parks and libraries, and expand public safety services to accommodate new residents, while simultaneously maintaining, replacing and/or upgrading facilities in older parts of the city. The city has kept pace with its rapid growth through many significant public improvements. Notable projects since 1993 include: 1993 1994 1994 1995 1995 1995 1995 1996 1997 1999 1999 2000 2000 The Arrowhead Mall Area Infrastructure Street Improvements - 67th Avenue Water Pressure Improvements Downtown Streetscape Fire Station 156 Golf Course Land Acquisition Landfill Landscape Improvements Union Hills Bridge at 83rd Avenue Fire Station 157 Foothills Branch Library Glendale Civic Center Fire Station Land Acquisition West Area Wastewater Treatment Plant The following projects have been funded and are in various stages of implementation: - Grand Canal Linear/Regional Park Development Skunk Creek Linear Park Outer Loop Effluent Line Adult Center Relocation To ensure that all Glendalians share equally in the high quality of city services and amenities, infrastructure expansion and improvement must continue as our population increases and city facilities age, without regard to external forces, such as economic conditions, that may severely limit our ability to pay for them. 265 2002-2011 Capital Improvement Plan Paying for Capital Improvements In many respects, the city planning process for selecting, scheduling, and financing capital improvements—assessing many valid competing needs, determining priorities, evaluating cost and financing options (increasing revenues, reducing expenses or increasing debt), and establishing realistic completion timeframes—parallels the way an individual might plan for buying a new house or car. Initially, it must be decided if the purchase is a higher priority than other equally pressing needs. The analysis process may involve many familiar questions. • • • • • • Do I need a new home or car or just “want” one? Can I wait for another year or two? Are there other alternatives such as remodeling, using public transit or carpooling? What other things will I need to forego? What can I afford and how can I pay for it? Do I need outside financing and what will it cost? If the purchase plan moves forward, a decision needs to be made about the down payment. A good planner might have started a “replacement fund” a few years ago in anticipation of the need. Other cash sources might include a savings account or a “rainy day” emergency fund. If the buyer is like most of us, he or she will need to find longer-term bank financing for some of the costs. Repaying the loan might require cutting other expenses like eating out at restaurants, or taking a second part-time job. An unanticipated inheritance may speed up the timetable; a negative event, such as an uninsured hospitalization, might delay the plan. Similarly, most large capital improvements cannot be financed solely from a single year’s city annual operating budget by simply increasing income or decreasing expenses. Increasing Revenue by Raising Sales Tax Rates City sales tax and state-shared sales tax revenue account for a large percentage of city revenues. These revenue sources are highly volatile and subject to wide fluctuations based on economic conditions. Furthermore, the amount of state-shared revenues a city receives is dependent upon state legislative actions. Because sales tax revenue is very unpredictable, it is a good source of payment for smaller one-time capital purchases rather than major, long term or time-sensitive capital improvement projects. For example, many equipment purchases are paid for from the city’s annual operating budget when the economy is healthy and revenues are above projected levels. During hard economic times, old equipment might be repaired rather than replaced so that the purchase can be postponed a year or two. However, building a new fire station or increasing police services in response to population growth cannot be postponed “until the economy improves” without threatening the welfare of the entire community. 266 2002-2011 Capital Improvement Plan Decreasing Expenses by Curtailing or Eliminating Services If ‘same-year-pay-as-you-go’ financing from the city’s annual operating budget were the only funding mechanism available to pay for capital projects, the city might free operating budget dollars for a needed capital project by reducing its same-year operating expenses. If the city had to fund the construction of Fire Station 157 ($2.5 million) from revenue generated in the same year, eliminating the entire budget for the traffic lights and signals program would have freed almost enough operating funds to cover the cost. The short-term operating budget approach to financing large capital improvements depends heavily on General Fund balances and the state of the economy at the time a project needs to be implemented. It also places an unfair burden on existing residents to pay the entire cost for new facilities and services that will primarily benefit future residents. Long-Range Pay-As-You-Go Cash Financing One of the most valuable aspects of integrating the city’s five-year forecasting results with the capital improvement planning process is the ability it gives us to accrue and pay cash for ambitious or unique capital projects by scheduling them at “just the right time” along the economic cycle curve. The most recent example of the successful synchronization of a major capital project with the far end of a prosperous economic cycle is the Glendale Civic Center. The City Council began planning for the Civic Center when our forecast indicated that the city could expect healthy and continuous revenue growth for about five more years. Each year the city carefully controlled its expenditure levels, setting aside enough revenues to fund the civic center by the time our forecast predicted a slowdown in local economic growth. By paying cash for the facility, and using grants and operating budget resources for other related elements, the city’s operating budget can continue to support high service levels. The city also saved the costs associated with the financing of debt. Issuance of City Bonds Issuing city bonds is a major source of funding for large capital improvements. However, Glendale’s capacity to issue bonds, and the amounts and purposes for which bond funds may be used, are limited by Arizona state law and the city’s internal financial policies. Arizona law requires citizen approval for the sale of General Obligation (G.O.) and Revenue bonds. On November 2, 1999, the last election in which bond issues were included, the City Council placed a variety of proposed capital improvements recommended by the Citizen Bond Election Committee and the Management Team on the ballot. Of the $411.5 million in bond requests, Glendale voters approved all $411.5 million, or 100 percent. The election results were as follows: 267 2002-2011 Capital Improvement Plan 1999 Bond Election Results Purpose of Bonds Cultural Facility and Preservation of Historic Properties Economic Development and New Job Creation Flood Control Amount ($Thousands) $18,215 Percent In Favor 62% $50,500 58% $38,860 79% Government Facilities $40,910 61% Landfill Development $17,000 80% Library $15,398 74% Parks and Recreation $57,188 71% Public Safety $64,801 79% Streets and Parking $38,050 74% Preservation of Open Space and Trails Transit $53,700 68% $6,935 72% Water/Sewer $10,000 74% Guidelines and Policies Used in Developing the Capital Improvement Plan City Council directives and the city’s financial policies also affect the use and issuance of bonds for Capital Improvement Plan (CIP) projects. Glendale’s CIP must comply with the following requirements and limitations without requiring an increase in the secondary property tax rate. The Capital Plan must: • Support City Council goals and objectives; • Satisfactorily address all state and city legal and financial limitations; • Maintain the city's favorable investment ratings and financial integrity; • Ensure that all geographic areas of the city have comparable quality and types of services defined in the Public Facilities section of the General Plan. Capital projects should: • Prevent the deterioration of the city's existing infrastructure, and respond to and anticipate future growth in the city; 268 2002-2011 Capital Improvement Plan • Encourage and sustain Glendale’s economic development; • Be financed through growth in the tax base or development fees, when possible, if constructed in response to residential or commercial development; • Be responsive to the needs of residents and businesses, within the constraints of reasonable taxes and fees; • Take maximum advantage of improvements provided by other units of government where appropriate. General Plan threshold requirements help determine which projects will be included in the Capital Plan and the timeframes in which the projects should be completed. For example, the General Plan mandates one acre of parkland per 1,000 residents. When population growth causes an area to exceed this threshold, that neighborhood will rise on the Capital Plan’s park development priority list. The City Center Master Plan, Parks Master Plan, Storm Water Master Plan, and Five-Year Enterprise Plans for Landfill and Sanitation also provide valuable guidance in the preparation of the Capital Plan. Glendale’s Five-Year Forecast, included earlier in this annual budget document, is a critical source of information and guidance throughout the capital planning process. It provides the contextual framework within which our City Council develops its annual and long-term goals and objectives. The Forecast assesses external factors such as the economic environment, population growth and other variables that may affect the city’s ability to finance needed services and capital projects. By carefully coordinating our capital improvement projects and schedules with our bonding capacity, with help from a booming economy, the City Council has not had to raise the secondary property tax for over twelve years. This year’s forecast predicts a slowdown in Arizona and Glendale’s economy over the next few years, which will have an important effect on the city’s ability to add new projects to the Capital Plan and the methods selected to finance them. Glendale’s Capital Improvement Plan Glendale’s CIP or Capital Plan document is our ten-year roadmap for creating, maintaining and paying for Glendale’s present and future infrastructure needs. The Plan is designed to ensure that capital improvements will be made when and where they are needed, and that the city will have the funds to pay for and maintain them regardless of changes in the external economic environment. In conjunction with the annual budgeting process, the Management and Budget Office coordinates the citywide process of revising and updating the city’s Capital Plan. Projects 269 2002-2011 Capital Improvement Plan included in the CIP will form the basis for appropriations in the FY 01-02 budget. Some projects will have a short-term effect on the city’s operating budget. Others, such as the new Civic Center and west-side infrastructure development, will affect the city’s operating budget for many years. Glendale’s elected officials determine the broad parameters for adding new capital improvement projects to the CIP. The city’s Management Team and staff in Economic Development, Public Works, Transportation, Public Safety, Community Development, Parks, Libraries and Finance participate in an extensive review of past project accomplishments and the identification of new projects for inclusion in the CIP. The City Council’s renewed commitment not to increase the city’s secondary property tax of $1.36/$100 of assessed valuation and the needs and desires of Glendale’s citizens are important factors considered during the capital planning process. Once the projects are selected for inclusion in the Capital Plan, the Management Team must decide which projects need to be implemented in each of the first five years. Determining how and when to schedule projects is a complicated process. It must take into account all of the variables that affect the city’s ability to generate the funds to pay for these projects without jeopardizing its ability to provide routine, ongoing services and one-time or emergency services when needed. The City Council will review all of the existing and proposed projects, consider citizen requests, and evaluate management, financial, and planning staff recommendations before making the final decision about which projects should be included in the annual CIP and how those projects should be integrated into the city's annual budgeting process. After the new Capital Plan is adopted by the City Council, the finance director will update the city’s Debt Management Plan to ensure that the debt service costs for capital projects (i.e., bond principal and interest expenses) are adequately addressed in the annual operating budget. Citizen Involvement in the Capital Improvement Planning Process The CIP is an important public communication medium. It gives residents and businesses a clear and concrete view of the city's long-term direction for capital improvements, and a better understanding of the city’s ongoing needs for stable revenue sources to fund large or multi-year capital projects. Input into the annual CIP updating process is obtained from citizens on 18 different city boards and commissions and from individual citizens through the public hearing and comment process. City residents have alerted staff about infrastructure development and renovation needs, essential quality-of-life enhancements, and environmental and historic preservation issues that should be addressed in the Capital Plan. Citizens had additional opportunities to modify the projects included in the CIP when they participated in Glendale’s November 1999 election, which included a new bond authorization request. Glendale voters approved 100 percent of the $411.5 bond requests. 270 2002-2011 Capital Improvement Plan We encourage and welcome your comments and suggestions for improving Glendale’s annual CIP. Please call (623) 930-2267 to share your thoughts, concerns, and suggestions with the city staff in the Management and Budget Office. Written comments may be addressed to the Mayor and City Council and mailed to: Management and Budget Department City of Glendale 6829 North 58th Drive, Suite 200 Glendale, AZ 85301 ktaylor@ci.glendale.az.us 271 2002-2011 Capital Improvement Plan 272 Financing the Capital Improvement Plan 2002-2011 Capital Improvement Plan FINANCING THE CAPITAL IMPROVEMENT PLAN (CIP) The Ten-Year CIP list includes most of the projects the city will need to implement during the Capital Plan period. Potential funding sources are identified for each CIP project. For example, a street project might be funded through Highway User Revenue (HURF) bonds, General Obligation (G.O.) bonds, federal or state grants, local improvement districts (LIDs), Development Impact Fees, or from the department’s operating budget. In many cases, a large or multi-year project will be financed using a mix of these funding sources. Financial constraints and staff limitations make it impossible for the city to fund every project on its priority list without establishing an implementation timetable that staggers the projects over time and maximizes the use of available financing mechanisms such as G.O bonds and federal and state grants. Legal limitations may also affect the city’s ability to implement all of its projects in a given time period. For example, the need for street improvements is just as great as the need for new parks. However, G.O. bonds are a major financing source for both of these project categories; and the State Constitution’s dollar limit on parks G.O. bonds is three times greater than for streets. These dollar limitations will affect the number of park and street projects that can be scheduled in the CIP. Departments within the city coordinate their capital projects to reduce duplication of effort and eliminate unnecessary expenses. The city must also coordinate the timing of many of its capital projects with federal, state, and adjacent governments and outside entities. For example, further development of the Skunk Creek Linear Park System is dependent upon the timely completion of the Maricopa County Flood Control District’s Skunk Creek Stabilization Project. Grand Avenue beautification projects must await Arizona Department of Transportation decisions regarding the reconfiguration of overpasses along Grand Avenue. Street improvements may need to be coordinated with one or more utility companies to minimize the amount of new street surface that needs to be cut to lay new utility lines. The availability of unanticipated financing, such as federal or state grants may cause the city to accelerate or delay a particular project. The city has received over a million dollars in Heritage Fund grants to acquire and develop parks throughout the city. These grants permitted the city to accelerate other park projects. A project might be accelerated if a resident group formed a Local Improvement District, described later in this narrative, to help pay for needed neighborhood capital improvements. Occasionally a scheduled project may be delayed in order to take advantage of an unusual one-time opportunity. This situation occurred when city residents asked the City Council to preserve historic Manistee Ranch. Funds previously dedicated to complete other park projects were used to provide the required matching funds for over $400,000 in Heritage Fund land acquisition and historic preservation grants. The financial projections used to develop the CIP are based on staff's best prediction of future bond sales, interest rates, and other relevant variables. 273 2002-2011 Capital Improvement Plan GENERAL OBLIGATION BONDS Municipalities use General Obligation (G.O.) bonds to fund many capital improvement projects. These bonds are backed by "the full faith and credit" of the city, and are usually considered to be a relatively safe investment for bondholders. In Arizona, municipalities pay the principal and interest on G.O. bonds through a property tax levy, referred to as the "secondary" property tax. Glendale uses secondary tax revenue to repay its debts on G.O. bonds. Utility revenues are used for water/sewer bond debt service. If, for any reason, adequate utility revenue is not available, the city can fall back on the secondary property tax. Arizona’s State Constitution limits the total outstanding principal on most G.O. bonds to six percent of the city's total assessed valuation. The six percent constitutional limitation does not apply in the bonding of parks or water/sewer projects, including storm sewers. In these categories, the total outstanding indebtedness cannot exceed 20 percent of assessed value at the time of a bond sale. Fluctuations in the annual assessed valuation will have a direct impact on Glendale's ability to finance capital improvement projects through G.O. bond sales. The following graph shows the historic and projected assessed valuation rates for the city. Historic and Projected Assessed Valuation $1,000,000,000 $900,000,000 $800,000,000 $700,000,000 Dollars $600,000,000 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 $0 FY87 FY88 FY89 FY90 FY91 FY92 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 Secondary Assessed Valuation 274 2002-2011 Capital Improvement Plan Table 2-1 shows the maximum dollar amounts (the bond capacity) available for the six percent and 20 percent limitation bond categories based on current outstanding bonds over the next five years. The TOTAL column shows the amount of additional bonds that could be sold in the next five years without violating the state constitutional limits. TABLE 2-1 Projected G.O. Debt Capacity Before New Bonds Year 6% Bonds 20% Bonds Total FY02 $33,978,440 $154,573,334 $188,551,775 FY03 $39,415,480 $168,964,468 $208,379,948 FY04 $44,904,034 $182,378,047 $227,282,081 FY05 $50,589,121 $193,655,968 $344,245,089 FY06 $56,498,022 $203,175,607 $259,673,629 FY07 $62,681,759 $213,079,831 $275,761,591 The city’s bond capacity will grow as assessed value grows, and as outstanding bonds are paid off. Table 2-2 shows how the tax rate necessary to support a $10 million bond sale would decrease between 2002 and 2006 if we experience annual positive growth of about four to six percent in assessed valuation in the next few years. TABLE 2-2 Property Tax Rate Per $10 Million of Sales Year Tax Rate, Each $10 Million Sold FY 02 $.15/$100 FY 03 $.14/$100 FY 04 $.14/$100 FY 05 $.13/$100 FY 06 $.12/$100 275 2002-2011 Capital Improvement Plan Capital Plan Implications Bonds are typically paid back over 10 to 15 years by taxpayers or ratepayers as the improvement is used. Therefore, the use of municipal bonds partially fulfills the Council’s objective of having future users pay their fair share of the cost of improvements from which they will benefit. Two other Council objectives have also been achieved. The secondary property tax rate of $1.3618/$100 has not been increased during the past twelve years, and no further G.O. bond authorization elections will be needed during the next ten years. Table 2-3 summarizes the projected effect on six and 20 percent bond capacities as CIP projects are implemented. These projections assume a constant secondary property tax rate throughout the period. The city will sell $43,794,000 in G.O.bonds in FY 2001-02. G.O. bond sales are planned throughout the CIP between FY 2003 and FY 2006. TABLE 2-3 Capital Plan Effect on Bond Capacity Year New Bond Sale 6% 20% Remaining Capacity 6% 20% Tax Rate FY02 $22,694,000 $21,100,000 $11,219,440 $133,473,334 $1.34 FY03 $2,150,000 $10,030,000 $37,265,480 $158,934,468 $1.34 FY04 $19,400,000 $9,520,000 $25,504,034 $172,858,047 $1.34 FY05 $19,400,000 $9,520,000 $38,465,121 $180,995,968 $1.34 FY06 $12,124,000 $12,660,000 $54,961,022 $201,475,607 $1.34 Bond sale proceeds must be used for the purposes specified in the bond authorization election. Remaining bond funds in one bond category may not be used to fund projects in another bond category, and different bond categories are subject to different state limitations. 276 2002-2011 Capital Improvement Plan Table 2-4 shows the projected remaining voter authorization for G.O. bonds by bond authorization category. Beginning in FY06, the remaining authorization in the streets and parking category will also reflect the sale of HURF Bonds, utilizing such authorization from the November 1999 bond election. TABLE 2-4 Projected Remaining G.O. Bond Voter Authorization Fiscal Year FY02 FY03 FY04 FY05 FY06 Public Safety $68,363,000 $68,363,000 $61,763,000 $59,013,000 $57,913,000 Library $17,096,000 $17,096,000 $17,096,000 $10,846,000 $10,846,000 Streets/Parking $28,203,000 $26,953,000 $23,653,000 $21,603,000 $15,542,420 Cultural/Historical $37,400,000 $37,400,000 $29,400,000 $18,215,000 $18,215,000 Transit $6,538,000 $5,638,000 $5,638,000 $4,564,000 $4,127,000 Econ. Development $49,500,000 $49,500,000 $48,000,000 $48,000,000 $48,000,000 Govt. Facilities $37,400,000 $37,400,000 $29,400,000 $29,400,000 $29,400,000 Open Space/Trails $52,750,000 $51,700,000 $51,100,000 $51,100,000 $51,100,000 Parks $40,620,800 $36,035,800 $30,415,800 $21,905,800 $21,905,800 Flood Control $34,905,000 $30,510,000 $27,210,000 $23,060,000 $21,360,000 REVENUE BONDS The City of Glendale currently uses three types of Revenue Bonds (Street Revenue Bonds, Water/Sewer Bonds and Landfill Bonds) to fund street, water/sewer and landfill CIP projects. The principal and interest on these bonds will be paid from future revenue sources. Although revenue bonds may incur slightly higher interest costs than G.O. bonds, one of the major advantages of this financing mechanism is that revenue bonds do not affect the city's G.O. bond capacity. 277 2002-2011 Capital Improvement Plan STREET REVENUE BONDS The State of Arizona shares a portion of the revenues it collects from highway users (e.g., fuel taxes) with cities. This revenue can be used to pay for principal and interest on Street Revenue bonds. By state law, when a city sells this type of bond, the maximum projected annual total debt service payment cannot exceed one-half of the previous year’s revenue allocation. Table 2-5 projects the annual growth in street bond capacity based on currently outstanding bonds. The projection assumes ten-year street bonds at a six percent net interest cost, and state-shared highway user revenue growth at two percent. TABLE 2-5 Planned Street Revenue Bond Sales Fiscal Year Planned Bond Sale Debt Payment FY02 $2,700,000 $366,843 FY03 $1,490,580 $202,522 FY04 $9,100,000 $1,236,398 FY05 $6,000,000 $815,208 FY06 $8,200,000 $1,114,117 As Table 2-5 shows, Glendale could sell another $27.4 million in street bonds over the next few years. However, Table 2-6 indicates that by 2006, the city would be paying about $3,735,089 for additional debt service on those bonds that could otherwise be used for street operating costs. 278 2002-2011 Capital Improvement Plan TABLE 2-6 Capital Plan Projections: Street Revenue Bonds Fiscal Year FY02 FY03 FY04 FY05 FY06 New Bonds Sold $2,700,000 $1,490,580 $9,100,000 $6,000,000 $8,200,000 Debt Service Ratio 0.41 0.43 0.43 0.32 0.32 Remaining Voter Authorization $18,730,000 $17,239,420 $8,139,420 $2,139,420 ($6,060,580) Cumulative Additional Debt Service $366,843 $569,366 $1,805,764 $2,620,972 $3,735,089 Table 2-6 summarizes the impact of Capital Plan projects on street revenue bond capacity, and the cumulative effect of additional bond debt service costs on the Street Operating Fund. Remaining voter authorization for street revenue bonds, as of June 30, 2000, was $21,430,000. The streets and parking category approved by the voter’s in the last bond election did allow for bond to be issued as either streets and parking G.O. or Highway User Revenue Fund bonds. Given Glendale’s legal bond capacity, this amount should be sufficient to cover the cost of street capital projects through the year FY 06. As Table 2-6 indicates, all remaining HURF specific voter authorization will be utilized by FY06, therefore, the $8.2 million bond sale scheduled for FY06 will utilize the voter authorization from the streets and parking G.O. category. Capital Plan Implications Because of the volatility of highway user revenues, the City Council directed the Management Team to cap the street bond debt service to total highway user revenue ratio slightly below the state limit of .50. The city’s target for CIP purposes is to remain at or near a .43 debt service to revenue ratio. This target ratio provides a comfortable cushion in the event of lower-thanprojected street revenues. Any remaining street revenue is used for street operating expenses. 279 2002-2011 Capital Improvement Plan WATER/SEWER REVENUE BONDS In addition to water/sewer G.O. bonds, the city is permitted to sell bonds that pledge water/sewer utility revenues as payment for bond debt service. Water/sewer revenue bond sales are limited by Ordinance 1323 New Series, adopted in 1984, and Ordinance 1784 New Series, adopted in 1993. This city bond covenant stated that net utility revenue (i.e., revenues less operating costs) will be at least 1.2 times the maximum debt service due in any succeeding fiscal year. This is considered to be the bond debt service “coverage ratio”. Table 2-7 displays projected Water/Sewer Fund coverage ratios based on existing and projected levels of revenue bond debt. The city strives to maintain a slightly more conservative combined coverage ratio of about two times the annual debt service on revenue bonds. This coverage ratio ensures the city will be able to sell its bonds at a reasonable rate. TABLE 2-7 Water/Sewer Revenue Bond Coverage Ratios Year Coverage Ratio Water Fund Sewer Fund Total Ratio FY 02 1.72 2.35 1.98 FY 03 2.06 2.72 2.33 FY 04 1.85 2.48 2.10 FY 05 1.86 2.52 2.11 FY 06 1.72 2.29 1.94 Water and sewer CIP projects will be funded from operating revenues or revenue bond sales over the next few years. The remaining voter authorization for water/sewer revenue bonds as of June 30, 2000, was $29.3 million. In addition, there is $13.9 million in Water/Sewer G.O. bond authorization. 280 2002-2011 Capital Improvement Plan LANDFILL REVENUE BONDS Landfill Revenue Bonds fund environmental improvements required by federal and state law and other improvements relating to constructing, extending, improving and repairing the Glendale Municipal Landfill. Users of the Glendale Municipal Landfill include both outside haulers and the city sanitation department. Table 2-9 indicates that by FY 06, the city will not be paying any additional debt service on bonds. The next anticipated bond sale is scheduled for FY 10. TABLE 2-9 Capital Plan Projections: Landfill Revenue Bonds Fiscal Year FY01 New Bonds Sold $0 Remaining Voter Authorization $15,540,000 Cumulative Additional Debt Service $0 FY02 $0 $15,540,000 $0 FY03 FY04 FY05 FY06 $0 $0 $0 $0 $15,540,000 $15,540,000 $15,540,000 $15,540,000 $0 $0 $0 $0 Landfill CIP projects will be funded from operating revenues over the next few years. The voter authorization for Landfill Revenue Bonds as of June 30, 2000, was $15.5 million. LOCAL IMPROVEMENT DISTRICT BONDS Local improvement districts (LIDs) are legally designated geographic areas in which a majority of the affected property owners agree to pay for one or more capital improvements through a supplemental assessment. This financing approach ties the repayment of debt to those property owners who most directly benefit from the improvements financed. The city’s most recent LID was formed in 1993, to finance the construction of improvements on Bell Road from 67th Avenue to 83rd Avenue and the Arrowhead Mall area. 281 2002-2011 Capital Improvement Plan • • • • There are several financial and practical constraints that can limit the formation of such districts. While LID bonds are not subject to specific debt limits, LID debt appears in the city's financial statements as an obligation of the city, and can affect the city’s bond ratings. It may be difficult to obtain the consent of the number of property owners needed to create an LID. Residential property owners and business property owners in the same area may have different concerns, priorities and financial assets. An LID is usually not a viable option in lower-income areas. For Capital Plan purposes, it is assumed that any new LIDs will either be fully funded by private property owners, or that the city’s financial participation will be limited to a small “general city contribution” for the share of improvements that benefits property owners outside the district. The formation of an LID can affect the CIP positively by accelerating the completion of a capital improvement already in the CIP or negatively by delaying other scheduled projects in order to finance the city’s LID contribution. MUNICIPAL PROPERTY CORPORATION BONDS A city may form a Municipal Property Corporation (MPC) to finance a large capital project. An MPC is a non-profit organization over which the city exercises significant oversight authority, including the appointment of its governing board. This mechanism allows the city to finance a needed capital improvement and then purchase the improvement from the corporation over a period of years. In order for the MPC to market MPC bonds, a city will typically pledge excise taxes (e.g., city sales tax, franchise fees, and certain state-shared taxes). It also pledges that, before entering into a purchase agreement with the MPC, actual annual excise tax collections will be at least three times the maximum annual debt service payment for all MPC bonds. The city has formed and entered into agreements with MPCs to sell MPC bonds to fund several construction projects, including the Glendale Municipal Office Complex. Capital Plan Implications Payments to the MPC for bond debt service compete for city operating budget resources. Although the city has a large amount of potential MPC bond capacity, selling substantial amounts of MPC bonds could place a strain on the city’s operating budget. The long range Capital Plan does not contain any new MPC-financed projects. 282 2002-2011 Capital Improvement Plan GRANTS The majority of Glendale’s grants for capital projects come from the federal or state government. There are two major types of grants. Open, competitive grant programs usually offer a great deal of latitude in developing a proposal and grants are awarded through a competitive review process. Federal Community-Oriented Policing Services grants for police officers and Heritage Fund grants are examples of competitive grants. Entitlement or categorical grants are allocated to qualified governmental entities based on a formula basis (e.g., by population, income levels, etc.). Entitlement funds must be used for a specific grantor-defined purpose. Community Development Block Grants (CDGB) are entitlement grants. It is important to note that most federal and state grant programs, with the exception of some public housing programs, require the applicant to contribute to the cost of the project. The required contribution, referred to as local “match,” can vary from five percent to 75 percent. Federal Transportation Administration grants for transit improvements and Federal Aviation Administration Grants for airport projects are examples of capital improvement grants with local matching requirements that will come from the city’s operating budget. Table 2-10 shows projected levels of grant funding for major projects in the CIP, including major grants for transit, airport construction, and housing programs. The last column shows the city’s anticipated cash matching requirement. Many federal and state grant programs specifically prohibit the applicant from using other government grants as match, and require that the match be cash rather than donated services. Therefore, matching funds usually come from the General Fund, department operating budgets, G.O. Bonds or Development Impact Fees (DIFs). The CIP contains a total of $53.5 million in projects that are totally or partially dependent on grant funds. There is always a possibility that some of these will be delayed or not be completed if government grants fail to materialize. CIP projects adversely affected by changes in the availability of grants may be postponed until the needed grant funds are acquired or funded using alternative means. 283 2002-2011 Capital Improvement Plan TABLE 2-10 Capital Plan Grant Funds Projections Year Total Grant Amounts Required City Match FY 02 $3,613,500 $256,500 FY 03 $5,633,000 $872,000 FY 04 $6,773,000 $537,000 FY 05 $5,611,000 $1,184,000 FY 06 $2,602,000 $563,000 TOTAL $24,232,500 $3,412,500 OPERATING BUDGET Many capital improvements and purchases of large pieces of equipment are included in the operating budget on a pay-as-you-go basis. The city’s FY 01-02 operating budget also provides for the maintenance of capital assets and expenses associated with the growth and depreciation of city facilities and equipment. A Vehicle Replacement Fund for most city vehicles, including police cars, and a Technology Replacement Fund for computers, optical scanning equipment, and other technologies, are included in the operating budget. Each department contributes to these replacement funds to ensure that vehicles and equipment can be replaced when needed. Specialized vehicles, such as street sweepers, and recurring maintenance costs, such as street asphalt overlay and pool replastering, are also funded from the operating budget. Some capital improvements are paid for on a cash basis in order to avoid the interest costs incurred in other financing mechanisms. A good example of this is water and sewer capital improvements that are funded from development fee revenues in the Utility Fund budget. 284 2002-2011 Capital Improvement Plan DEVELOPMENT IMPACT FEES The city’s financial policy states that, “Where possible, projects that are constructed in response to growth in the community should be financed through growth in the tax base or through development fees.” The City Council’s implementation of Development Impact Fees (DIF) helps achieve this objective. Developers pay Development Impact Fees when they construct new residential and commercial developments. These fees cover the increased cost to the city of providing new infrastructure in the following categories: parks, libraries, streets, police, fire, and water/sewer. Parks and water/sewer fees have existed for a number of years. Fees for streets, library and public safety were implemented in 1997. In 2000, fees were implemented for transportation and general government. Based on planning and zoning information, the city can reasonably estimate the amount of impact fee revenue that will be generated when a defined geographical area is fully developed. The city can “borrow” against these future DIF revenues to construct capital improvements before an area is completely developed. For example, the area in which the new western branch library will be located is not fully developed. Using future DIF revenues, the city can build a library to serve existing residents. As the area grows, the cost of the facility will be shared by all of the developers in that area. Parks DIF may only be used for park improvements in the geographic area in which the development took place. For purposes of tracking and spending this revenue in accordance with this requirement, the city was divided into three park zones. For example Foothills Park Phase II (in Zone 3) will be built next year using Park DIF money. The chart on the following page projects Parks, Transportation, Library, Public Safety and General Government DIF revenues and expenses during the next five years. 285 2002-2011 Capital Improvement Plan Development Impact Fees Parks Beginning Balance Estimated Revenue Bond Sales Project Expenses Carryover Expenses Ending Balance Transportation Beginning Balance Estimated Revenue Bond Sales Project Expenses Carryover Expenses Transfer to G.O. Debt Ending Balance Library Beginning Balance Bond Sales Estimated Revenue Project Expenses Transfer to G.O. Debt Fund Carryover Expenses FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $2,932 1,162 0 700 2,249 $1,145 $1,145 1,162 0 300 0 $2,006 $2,006 1,185 0 850 0 $2,341 $2,341 1,185 0 750 0 $2,776 $2,776 1,208 0 0 0 $3,984 $3,984 6,184 0 2,750 0 $7,418 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $2,737 1,838 3,000 6,300 0 0 $1,275 $1,275 1,838 0 750 0 437 $1,926 $1,926 1,875 0 3,350 0 450 $1 ($0) 1,874 0 900 0 559 $415 $415 1,911 0 900 0 705 $721 $721 9,785 0 3,500 0 3,821 $3,184 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $2,965 0 479 103 0 $3,341 0 479 631 0 $3,189 0 489 1,360 0 $2,318 6,250 489 7,188 0 $1,869 0 499 218 637 $1,513 0 2,642 2,148 2,007 0 0 0 0 0 0 $3,341 $3,189 $2,318 $1,869 $1,513 $0 Fire Facilities Beginning Balance Estimated Revenue Bond Sales Project Expenses Carryover Expenses Transfer to G.O. for Debt Ending Balance FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $73 558 1,600 2,000 66 0 $165 $165 558 0 0 0 136 $586 $586 569 3,800 4,000 0 136 $819 $819 569 0 0 0 652 $736 $736 580 0 0 0 652 $664 $664 2,972 1,900 2,000 0 3,462 $74 Police Facilities FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $615 732 2,400 3,193 0 0 $554 $554 732 0 193 0 408 $685 $685 747 0 197 0 408 $827 $827 747 0 197 0 408 $969 $969 762 0 201 0 408 $1,122 $1,122 3,902 0 1,031 0 2,038 $1,955 Ending Balance Beginning Balance Estimated Revenue Bond Sales Project Expenses Carryover Expenses Transfer to G.O. for Debt Ending Balance General Government FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 Beginning Balance Estimated Revenue Bond Sales Project Expenses Carryover Expenses Transfer to G.O. for Debt Ending Balance $265 1,358 0 300 0 0 $1,323 $1,323 1,358 0 204 0 815 $1,661 $1,661 1,385 0 208 0 815 $2,023 $2,023 1,385 0 208 0 1,630 $1,571 $1,571 1,413 0 212 0 1,630 $1,141 $1,141 7,235 0 1,085 0 7,046 $245 Total Bonds (G.O.) $7,000 $0 $3,800 $6,250 $0 $1,900 286 2002-2011 Capital Improvement Plan OTHER FINANCING ALTERNATIVES The City of Glendale’s ongoing struggle to balance the service and infrastructure needs of its current residents with those of its future residents is not unique. Every city that experiences prolonged periods of explosive growth is looking for ways to more equitably distribute the cost of capital improvements based on usage levels and derived benefit. Forming New Utilities Some cities are forming new utilities, similar to water/sewer utilities, to finance and maintain infrastructure improvements such as streetlights and storm sewers; and to generate new revenue sources to fund capital projects. Utility rates for these services might be set according to the expected level of facility usage. For example, monthly storm sewer billing rates could be set according to the amount of runoff typically generated by different types and sizes of property. One advantage of usage-based utility rates is that some of the cost burden is redistributed from the lower-end user (i.e., the residential sector) to the higher-end user (i.e., the commercial sector). For example, a shopping center generates more runoff per acre than a residential dwelling, and would pay a proportionately higher storm water utility bill. Creating Community Facilities Districts Community facilities districts (CFDs), enabled by the Arizona legislature, can provide another mechanism for targeting the funding of capital improvements to the specific area or population that benefits from the improvement. The CFD is conceptually similar to local improvement districts, but a CFD is given much broader authority in the type of tax or fee implemented and the use of the revenue than a LID. As an example, a CFD can levy a tax or fee for the ongoing maintenance of a capital improvement. 287 2002-2011 Capital Improvement Plan 288 Capital Improvement Plan Impact on the Operating Budget 2002-2011 Capital Improvement Plan IMPACT OF THE CIP ON THE OPERATING BUDGET Glendale’s operating budget is directly affected by the CIP. Almost every new capital improvement entails ongoing expenses for routine operation, repairs, and maintenance. As they age, city facilities and equipment that were once considered state-of-the-art will require rehabilitation, renovation, or upgrading for new uses, safety and structural improvements. Older facilities usually involve higher maintenance and repair costs as well. Capital Plan payas-you-go projects, grant-matching funds, and payments for street bonds and lease/purchase agreement expenses also come directly from the operating budget. The costs of future operations and maintenance for new CIP projects are estimated by each department based on past experience and anticipated increases in the costs of materials, labor, and other project components. For instance, in FY 2000-01 the cost was approximately: • $2,300 to maintain one acre of park property; • 10 cents per square foot to maintain, and approximately $100 per month to water a onemile-long street median. • $15,000 to build a bus shelter and $150 annually to maintain it; and • $8,000 annually to maintain one mile of 59th Avenue streetscape improvements. CIP projects involving land acquisitions in anticipation of future needs (land banking) increase costs in the operating budget. These parcels involve annual maintenance and other expenses until the land is needed for new parks, libraries, water treatment facilities, etc. However, it would cost the city much more to buy needed land after an area has been fully developed. Many improvements make a positive contribution to the fiscal well being of the city. Capital projects, such as downtown revitalization and the infrastructure expansion needed to support the development of Arrowhead Regional Mall, help promote the economic development and growth that generates additional operating revenues. These new revenue sources provide the funding needed to maintain, improve, and expand the city’s infrastructure. The table on the following page summarizes the projected impact of the CIP on the General Fund over the next five years. Transit, Street, and Airport Funds costs are included in this summary because these funds rely heavily on the General Fund to supplement their revenues. 289 2002-2011 Capital Improvement Plan IMPACT OF CIP ON THE GENERAL FUND IN THOUSANDS ($) Projects Funded Through Operating Budget 01-02 02-03 03-04 04-05 05-06 Airport Match $43 $129 $285 $35 $0 Transit $49 $2 $32 $68 $87 Street Bond Debt Service (New Bonds) $366 $203 $1,236 $815 $1,114 Open Space/Trails $4 $135 $135 $135 $135 Library $0 $0 $0 $0 $1,800 $1,696 $2,101 $2,512 $2,756 $2,756 Public Safety $700 $960 $960 $2,810 $2,810 Street Projects $93 $127 $225 $239 $281 Government Facilities $0 $150 $150 $300 $300 $2,951 $3,807 $5,535 $7,158 $9,283 Parks/Landscape Maintenance TOTAL General Fund Impact 290 2002-2011 Capital Improvement Plan Construction Funds Budget Projections (All Dollars in Thousands) FUND 07 Cultural/Historic Bonds Beginning Balance Bond Sales FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 $0 $0 $0 $0 $0 FY07-11 $0 0 0 0 0 0 18,215 Interest/Transfers In 0 0 0 0 0 0 Project Expenses 0 0 0 0 0 18,215 Carryover Projects Ending Balance FUND 26: Transit Bonds Beginning Balance 0 0 0 0 0 0 $0 $0 $0 $0 $0 $0 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $247 $161 $318 $66 $16 $4 437 1,574 Interest/Transfers In Bond Sales $25 214 900 0 1,074 Grant Fund 1,198 2,972 1,008 4,596 1,796 6,296 Project Expenses 1,070 3,715 1,260 5,745 2,245 7,870 Carryover Projects Ending Balance FUND 30: Government Facility Bonds Beginning Balance 428 0 0 0 0 0 $161 $318 $66 $16 $4 $4 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $16 $16 $17 $18 $19 $20 8,000 0 8,000 0 0 49,000 1 1 1 1 1 1 8,000 0 8,000 0 0 49,000 0 0 0 0 0 0 $16 $17 $18 $19 $20 $21 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 Beginning Balance $5,758 $1,238 $1,238 $1,238 $1,238 $1,238 Bond Sales 17,600 4,585 5,620 8,510 0 90,362 Bond Sales Interest/Transfers In Project Expenses Carryover Projects Ending Balance FUND 36: Park Bonds Interest/Transfers In Project Expenses Carryover Projects Ending Balance FUND 55: Landfill Revenue Bonds Beginning Balance Bond Sales Interest/Transfers In Project Expenses Carryover Projects Ending Balance 0 0 0 0 0 0 17,658 4,585 5,620 8,510 0 91,600 4,462 0 0 0 0 0 $1,238 $1,238 $1,238 $1,238 $1,238 $0 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $15,281 $11,821 $10,366 $9,756 $9,453 $9,111 28,248 0 0 0 0 0 764 591 518 488 473 456 4,224 2,046 1,128 791 815 37,728 0 0 0 0 0 0 $11,821 $10,366 $9,756 $9,453 $9,111 $87 291 2002-2011 Capital Improvement Plan FUND 60: Police/Fire Bonds Beginning Balance and Interest Bond Sales Interest/Transfers In Project Expenses Carryover Projects Ending Balance FUND 61: Highway User Revenue Bonds Beginning Balance Bond Sales Interest/Transfers In Project Expenses Carryover Projects Ending Balance FUND 62: Streets/Parking Bonds Beginning Balance Bond Sales Interest/Transfers In Project Expenses Carryover Projects Ending Balance FUND 64: Library Bonds Beginning Balance Bond Sales FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $3,720 $3,906 $4,102 $4,507 $4,732 $4,969 3,800 0 2,800 2,750 1,100 53,000 186 195 205 225 237 248 3,800 0 2,600 2,750 1,100 53,969 0 0 0 0 0 0 $3,906 $4,102 $4,507 $4,732 $4,969 $4,248 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $4,793 $5,253 $5,015 $4,466 $4,689 $5,024 2,700 1,491 9,100 6,000 8,200 19,500 240 263 251 223 234 251 2,480 1,991 9,900 6,000 8,100 18,100 0 0 0 0 0 0 $5,253 $5,015 $4,466 $4,689 $5,024 $6,675 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $2,603 $2,733 $2,870 $3,013 $3,164 $3,322 3,680 1,250 3,300 2,050 0 28,000 130 137 143 151 158 166 3,680 1,250 3,300 2,050 0 28,000 0 0 0 0 0 0 $2,733 $2,870 $3,013 $3,164 $3,322 $3,488 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $509 $534 $561 $589 $619 $650 6,100 0 0 0 0 0 25 27 28 29 31 32 Project Expenses 0 0 0 0 0 6,698 Carryover Projects 0 0 0 0 0 0 $534 $561 $589 $619 $650 $84 FY07-11 Interest/Transfers In Ending Balance FUND 65: Flood Control Bonds FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 Beginning Balance $534 $595 $625 $656 $689 $724 Bond Sales 3,000 4,395 3,300 4,150 1,700 24,200 Interest/Transfers In Project Expenses Carryover Projects Ending Balance 27 30 31 33 34 36 2,965 4,395 3,300 4,150 1,700 24,700 0 0 0 0 0 0 $595 $625 $656 $689 $724 $260 292 2002-2011 Capital Improvement Plan FUND 32: Economic Development Bonds Beginning Balance Bond Sales FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 $987 0 FY07-11 $987 $987 $1,737 $987 $987 0 1,500 0 0 48,000 Interest/Transfers In 0 0 0 0 0 0 Project Expenses 0 0 750 750 0 48,000 Carryover Projects Ending Balance FUND 35: Open Space/Trails Bonds Beginning Balance Bond Sales Interest/Transfers In Project Expenses Carryover Projects 0 0 0 0 0 0 $987 $987 $1,737 $987 $987 $987 FY01-02 FY02-03 FY03-04 FY04-05 FY05-06 FY07-11 $465 $489 $513 $539 $566 $594 500 1,050 600 0 0 50,500 23 24 26 27 28 30 500 1,050 600 0 0 50,500 0 0 0 0 0 0 $489 $513 $539 $566 $594 $624 General Obligation Sales** $36,794 $12,180 $25,120 $18,534 $3,237 $368,951 Total Revenue Bond Sales $2,700 $1,491 $9,100 $6,000 $8,200 $47,748 Ending Balance **Does not include General Obligation Bonds supported by Development Impact Fee revenue. 293 2002-2011 Capital Improvement Plan 294 Capital Improvement Plan Summary by Type of Project 2002-2011 Capital Improvement Plan SUMMARY BY TYPE OF PROJECT Glendale’s Capital Improvement Plan contains a wide range of projects that make up a wellrounded long-range program for municipal improvements. Capital Improvement Plan 2001-02 Projects by Type (New Projects Only) All Other 6% Flood Control 3% Water/Sewer 25% Streets 9% Impact Fees 15% Landfill 5% Public Safety 4% General Fund 3% Gov. Fac. 9% Parks 21% One of the most useful ways to view the Capital Improvement Plan, and understand its components, is to group projects into similar types or categories. Since city revenue sources are often limited to specific categories (e.g., streets, water/sewer utility) and bonds are authorized by major categories (e.g., public safety, parks), this approach is also helpful when evaluating bonding issues. The graph above shows FY 2001-02 CIP projects by major category type. This section includes narrative descriptions of the major CIP categories followed by a Project Detail Sheet for each project in the category. Each Detail Sheet contains a project identification number and name, a short project description, the anticipated funding source, projected costs for each of the first five years, a five-year aggregate estimate for the second five years, and the operating impact, if any. For example, if a grant match is required from the city’s operating budget, the match amount will appear in the Operating Impact line. 295 2002-2011 Capital Improvement Plan 296 Airport 2002-2011 Capital Improvement Plan AIRPORT During the next decade, Glendale Airport will continue to grow in response to the business and recreational needs of Glendale and West Valley residents. Like most municipal airports, Glendale’s airport relies heavily on federal and state grants to accomplish capital improvements. Improvements scheduled for FY 2001-02 through FY 2003-04 include $5,050,000 to extend the runway north and south, including structural upgrades with construction of a taxiway to support the new runway. In FY 2002-03 through FY 2004-05, $4,640,000 has been earmarked for the construction of taxiway stubs and aprons for the east side of the airport. Ninety-five percent of the cost of these improvements will be grant-funded. The city’s match of five percent will come from its operating budget. 297 City of Glendale 2002-2011 Capital Improvement Plan Category: Airport Capital Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 * Runway Lengthening Improvements * Taxiway Stubs and Aprons $850,000 $0 $2,300,000 $140,000 $1,900,000 $3,800,000 $0 $700,000 $0 $0 $0 $0 $850,000 $2,440,000 $5,700,000 $700,000 $ 0 $ 0 Total *New projects added this year. 298 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Airport Capital Project Number: 8024 Project Description: Project Name: * Runway Lengthening Improvements Funding Source: Grants/General Fund Extend the runway 800 ft. north and 1,000 ft. south and will also include runway structural up-grade. There will be taxiway construction to support the new runway length and structural upgrade. Misc. improvements also in support of runway lengths. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $850,000 $2,300,000 $1,900,000 $ 0 $ 0 $ 0 $5,050,000 $115,000 $95,000 $ 0 $ 0 $ 0 $252,500 Operating Impact: $42,500 Project Number: 8025 Project Description: Project Name: * Taxiway Stubs and Aprons Funding Source: Grants/General Fund Taxiway stubs and apron areas for east side. Funding would be Federal (90%) and State (5%) grants. In FY 0203 design cost will be (90%) State, (10%) City. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $140,000 $3,800,000 $700,000 $ 0 $ 0 $4,640,000 $14,000 $190,000 $35,000 $ 0 $ 0 $239,000 Operating Impact: $ 0 299 2002-2011 Capital Improvement Plan 300 CIP Grants 2002-2011 Capital Improvement Plan CIP GRANTS The majority of Glendale’s grants for capital projects come from the federal or state government. The grants in this category are open, competitive grant programs that offer a great deal of latitude in developing proposals and they have been awarded through a competitive review process. In FY 2001-02 grant funding for Signal Computerization – Congestion Mitigation Air Quality Grant – in the amount of $1,600,000 has been identified. This installation of hardware and software will complete the computerized signal system throughout Glendale and will include real time traffic monitoring with cameras. In FY 2005-06, FTA funds have been requested for a Digital Radio System, which will be the replacement of the 800Mhz radio system with a digital system. This system will also link with other entities. 301 City of Glendale 2002-2011 Capital Improvement Plan Category: CIP Grants Summary of Capital Projects Project Name Digital Radio System Signal Computerization - CMAQ Grants Total FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 $0 $1,600,000 $0 $0 $0 $0 $0 $0 $570,000 $1,500,000 $0 $0 $1,600,000 $ 0 $ 0 $ 0 $2,070,000 $ 0 *New projects added this year. 302 City of Glendale 2002-2011 Capital Improvement Project Detail Category: CIP Grants Project Number: 9424 Project Description: Project Name: Digital Radio System Funding Source: Grant In conjuction with the Public Safety and Public Works areas, replacement of 800Mhz radio system with a digital system. System will link with other entities. FTA funds have been requested. 80% Grant, 20% Local match. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $570,000 $ 0 $570,000 $ 0 $ 0 $ 0 $114,000 $ 0 $114,000 Operating Impact: $ 0 Project Number: 9610 Project Description: Project Name: Signal Computerization - CMAQ Grants Funding Source: Grant Installation of hardware and software to complete a computerized signal system throughout Glendale. System will also include real time traffic monitoring with cameras (Congestion Mitigation Air Quality Grant). Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,600,000 $ 0 $ 0 $ 0 $1,500,000 $ 0 $3,100,000 $144,500 $209,500 $230,450 $254,000 $ 0 $915,450 Operating Impact: $77,000 303 2002-2011 Capital Improvement Plan 304 Cultural/Historic 2002-2011 Capital Improvement Plan CULTURAL/HISTORIC This category will construct a performing arts center for community theater groups, small venue concerts, films and other performances in the second five years. Also in the second five years, a project for the acquisition, restoration and resale of historic properties to act as a catalyst for historic preservation in the city is planned. This project will try to incent renovation of older commercial/industrial areas with landscaping and historic building renovations. 305 City of Glendale 2002-2011 Capital Improvement Plan Category: Cultural/Historic Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 $0 $0 $0 $0 $0 $0 $0 $0 $0 $13,215,000 $0 $5,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $18,215,000 Cultural Arts Facility Acquisition/Restoration of Historic Properties Total *New projects added this year. 306 FY 05-06 FY 07-11 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Cultural/Historic Project Number: 8870 Project Description: Construction of a performing arts center for community theatre groups, small venue concerts and films and other performances. Project Name: Cultural Arts Facility Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $13,215,000 $13,215,000 $ 0 $ 0 $ 0 $ 0 $1,400,000 $1,400,000 Operating Impact: $ 0 Project Number: 8871 Project Description: Project Name: Properties Acquisition/Restoration of Historic Funding Source: General Obligation Bonds Establish a capital fund for the acquisition, restoration and resale of historic properties to act as a catalyst for historic preservation in the city; incent renovation of older commercial/industrial areas with landscaping, historic building restoration. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $5,000,000 $5,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 307 2002-2011 Capital Improvement Plan 308 Economic Development 2002-2011 Capital Improvement Plan ECONOMIC DEVELOPMENT This bond category will enable the city to promote new private-sector job creation through development and redevelopment programs in Glendale. In FY 2003-04 and 2004-05 funding for building infrastructure for future business parks along the 101 Freeway in Glendale to incent a west Glendale business district to promote employment in the area is planned. In future years, funding for the acquisition of land to promote quality development and redevelopment in the city as well as the purchase of land in the downtown area, which can be used for city facilities or to provide incentives to different types of businesses and establishments to locate in the downtown area are planned. 309 City of Glendale 2002-2011 Capital Improvement Plan Category: Economic Development Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 $0 $0 $0 $0 $0 $750,000 $0 $750,000 $0 $29,000,000 $0 $4,000,000 $0 $0 $0 $0 $0 $15,000,000 $ 0 $ 0 $750,000 $750,000 $ 0 $48,000,000 Redevelopment Land Acquisition Business Park Infrastructure/Glendale & 101 Downtown Land Acquisition Total *New projects added this year. 310 FY 05-06 FY 07-11 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Economic Development Project Number: 9606 Project Description: Project Name: Redevelopment Land Acquisition Funding Source: General Obligation Bonds Funding for the acquisition of land to promote quality development and redevelopment in the city. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $29,000,000 $29,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9607 Project Description: Project Name: 101 Business Park Infrastructure/Glendale & Funding Source: General Obligation Bonds Build infrastructure for future business parks along the 101 freeway and Glendale, incent a west Glendale business district along the 101 to promote employment in the area. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $750,000 $750,000 $ 0 $4,000,000 $5,500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9608 Project Description: Project Name: Downtown Land Acquisition Funding Source: General Obligation Bonds Purchase of land in the downtown area which can be used for city facilities or to provide incentives to different types of businesses and establishments to locate in the downtown area. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $15,000,000 $15,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 311 2002-2011 Capital Improvement Plan 312 Flood Control 2002-2011 Capital Improvement Plan FLOOD CONTROL Flood Control Bonds will finance most of the CIP flood control projects. Ongoing projects in FY 2001-02 include continued payments to Maricopa County for the Cactus/Orangewood storm drain outfall. Funds in the amount of $285,000 have been allocated for the ongoing maintenance and repair of collector and $100,000 for the maintenance and repairs of anticipated drainage problems has been earmarked. The installation of a flood control channel along Skunk Creek is also planned for FY 2001-02 through 2002-03. This channelization project is being constructed through an intergovernmental agreement with the Maricopa County Flood Control District. After channelization is completed the city can finish the development of the Skunk Creek Linear Park plan. A National Pollution Discharge Elimination System Permit required by the EPA after new EPA regulations are adopted, is earmarked for FY 2001-02, FY 2003-04 and FY 2004-05 Funding for the Bethany Home Outfall Channel, which is the construction of a storm drain system adjacent to the Grand Canal from 75th Ave. and Camelback and within Bethany Home Rd. from 83 rd to 58th is planned for FY 2001 through FY2006. 313 City of Glendale 2002-2011 Capital Improvement Plan Category: Flood Control Bonds Summary of Capital Projects Project Name * Bethany Home Outfall Channel * Bethany Home 58th - 51st * 67th /Peoria ACDC Cactus/Orangewood Outfall 59th Ave. - Brown to Olive Local Drainage Problems Collector Drains Skunk Creek Channelization *NPDES Requirements Greenway Drain 53rd to 71st Northern Drain 45th to 63rd Total FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 $450,000 $0 $0 $1,400,000 $0 $100,000 $285,000 $680,000 $50,000 $0 $0 $3,300,000 $0 $0 $0 $0 $100,000 $415,000 $580,000 $0 $0 $0 $2,600,000 $0 $0 $0 $0 $150,000 $500,000 $0 $50,000 $0 $0 $1,800,000 $0 $1,700,000 $0 $0 $100,000 $500,000 $0 $50,000 $0 $0 $1,700,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,500,000 $7,000,000 $1,000,000 $0 $1,000,000 $700,000 $3,000,000 $0 $1,000,000 $1,750,000 $3,750,000 $2,965,000 $4,395,000 $3,300,000 $4,150,000 $1,700,000 $24,700,000 *New projects added this year. 314 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Flood Control Bonds Project Number: 8012 Project Description: Project Name: * Bethany Home Outfall Channel Funding Source: General Obligation Bonds Design, Right-of-Way and construction of a storm drain system adjacent to the Grand Canal from 75th Ave. and Camelback and the Outer Loop 101 Freeway and within Bethany Home Road from 83rd to 58th, and within Camelback Road from 75th to 59th Ave. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $450,000 $3,300,000 $2,600,000 $1,800,000 $1,700,000 $5,500,000 $15,350,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8013 Project Description: Project Name: * Bethany Home 58th - 51st Funding Source: General Obligation Bonds Planned drainage improvements along Bethany Home Road from 58th Ave. to 51st Ave. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $7,000,000 $7,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8014 Project Description: Construction of storm drain in 67th Ave. between Peoria and ACDC. Project Name: * 67th /Peoria ACDC Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $1,700,000 $ 0 $1,000,000 $2,700,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 315 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Flood Control Bonds Project Number: 9109 Project Description: Project Name: Cactus/Orangewood Outfall Funding Source: General Obligation Bonds In cooperation with the Maricopa Flood Control District and the City of Peoria, design and construction of an outfall line in Cactus Road and a major storm drain along the Orangewood alignment. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,400,000 $ 0 $ 0 $ 0 $ 0 $ 0 $1,400,000 $5,000 $5,000 $5,000 $5,000 $25,000 $50,000 Operating Impact: $5,000 Project Number: 9111 Project Description: Project Name: 59th Ave. - Brown to Olive Funding Source: General Obligation Bonds Construction of storm drains. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9127 Project Description: Project Name: Local Drainage Problems Funding Source: General Obligation Bonds Maintain or repair various drainage problems throughout the city on an ongoing basis. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $100,000 $100,000 $150,000 $100,000 $ 0 $700,000 $1,150,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 316 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Flood Control Bonds Project Number: 9302 Project Description: Maintain or repair anticipated drainage problems. Project Name: Collector Drains Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $285,000 $415,000 $500,000 $500,000 $ 0 $3,000,000 $4,700,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9305 Project Description: Project Name: Skunk Creek Channelization Funding Source: General Obligation Bonds Planned installation of a flood control channel along Skunk Creek. The project is being constructed through an intergovernmental agreement with the Maricopa County Flood Control District. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $680,000 $580,000 $ 0 $ 0 $ 0 $ 0 $1,260,000 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Operating Impact: $10,000 Project Number: 9306 Project Description: Project Name: *NPDES Requirements Funding Source: General Obligation Bonds A National Pollution Discharge Elimination System permit required by the Federal Environmental Protection Agency after new EPA regulations are adopted. Permit requires extensive mapping and monitoring of storm drain system. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $50,000 $ 0 $50,000 $50,000 $ 0 $1,000,000 $1,150,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 317 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Flood Control Bonds Project Number: 9307 Project Description: Project Name: Greenway Drain 53rd to 71st Funding Source: General Obligation Bonds Extension of storm drains from 67th and 59th along the Greenway alignment as per the Storm Water Master Plan. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,750,000 $1,750,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9308 Project Description: Project Name: Northern Drain 45th to 63rd Funding Source: General Obligation Bonds Storm drains to outfall into the Orangewood Outfall. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $3,750,000 $3,750,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 318 Government Facilities 2002-2011 Capital Improvement Plan GOVERNMENT FACILITIES Government Facilities bonds will fund the construction of the first phase of a new Field Operations Complex, which will include construction of an equipment management facility, automotive warehouse and new central warehouse in FY 2001-02 and in FY 2003-04. An additional $39,000,000 will be needed in later years to complete the construction of the Field Operations Complex. In later years, funding of $10,000,000 has been earmarked for the purchase of an existing office building or construction of a new facility to supplement current office space for city operations. 319 City of Glendale 2002-2011 Capital Improvement Plan Category: Government Facilities Summary of Capital Projects Project Name Field Operations Complex City Office Building Total FY 01-02 FY 02-03 FY 03-04 FY 04-05 $8,000,000 $0 $0 $0 $8,000,000 $0 $0 $0 $0 $39,000,000 $0 $10,000,000 $8,000,000 $ 0 $8,000,000 $ 0 $ 0 $49,000,000 *New projects added this year. 320 FY 05-06 FY 07-11 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Government Facilities Project Number: 8565 Project Description: Project Name: Field Operations Complex Funding Source: General Obligation Bonds Provides for the construction of a new Field Operations Municipal Complex. First phase includes construction of an Equipment Management Facility, and Automotive Warehouse, and new Central Warehouse. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $8,000,000 $ 0 $8,000,000 $ 0 $ 0 $39,000,000 $55,000,000 $150,000 $150,000 $300,000 $300,000 $9,000,000 $9,900,000 Operating Impact: $ 0 Project Number: 8566 Project Description: Purchase of an existing office building or construction of a new facility to supplement current office space for city operations. Project Name: City Office Building Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $10,000,000 $10,000,000 $ 0 $ 0 $ 0 $ 0 $600,000 $600,000 Operating Impact: $ 0 321 2002-2011 Capital Improvement Plan 322 Landfill 2002-2011 Capital Improvement Plan LANDFILL Large landfill capital projects are financed from Landfill Revenue Bonds. Landfill projects scheduled for FY 2001-02 are the modifications to the landfill gas management system to comply with recently mandated New Source Performance Standards (NSPS) and the design, construction and landscaping of screening berms along the east boundary of the landfill. From FY 2001-02 through 2005-06 $3,844,000 has been slated for the excavation of the north expansion area of the landfill to prepare for future cell development. In FY 2002-03, $800,000 has been earmarked to move the landfill entrance, scalehouse and truck scales to conform with current and future landfill site development and $500,000 has been allocated in the same year for the construction of a wastewater effluent line to support landfill and environmental projects. In FY 2003-04 the construction of a cell for landfill technology demonstration projects is planned. 323 City of Glendale 2002-2011 Capital Improvement Plan Category: Landfill Summary of Capital Projects Project Name * Bioreactor Project * NSPS Landfill Gas System * Landfill Entrance * Landfill Screening Berm *Landfill Closure (South) *Effluent Reuse Project *Landfill Liner Installation Landfill Soil Excavation - NW Parcel Total FY 01-02 FY 02-03 FY 03-04 FY 04-05 $0 $1,400,000 $0 $1,800,000 $0 $0 $300,000 $724,000 $0 $0 $800,000 $0 $0 $500,000 $0 $746,000 $360,000 $0 $0 $0 $0 $0 $0 $768,000 $0 $0 $0 $0 $0 $0 $0 $791,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,024,500 $0 $0 $0 $28,248,000 $815,000 $4,455,000 $4,224,000 $2,046,000 $1,128,000 $791,000 $815,000 $37,727,500 *New projects added this year. 324 FY 05-06 FY 07-11 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Landfill Project Number: 8034 Project Description: Project Name: * Bioreactor Project Funding Source: Landfill Revenues Construction of cell for landfill technology demonstration project. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $360,000 $ 0 $ 0 $ 0 $360,000 $ 0 $ 0 $75,000 $75,000 $ 0 $150,000 Operating Impact: $ 0 Project Number: 8035 Project Description: Project Name: * NSPS Landfill Gas System Funding Source: Landfill Revenues Modification to landfill gas management system to comply with recently mandated New Source Performance Standards (NSPS). Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,400,000 $ 0 $ 0 $ 0 $ 0 $ 0 $1,400,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8036 Project Description: Project Name: * Landfill Entrance Funding Source: Landfill Revenues Move landfill entrance, scalehouse and truck scales to conform with current and future landfill site development. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $800,000 $ 0 $ 0 $ 0 $ 0 $800,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 325 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Landfill Project Number: 8037 Project Description: Project Name: * Landfill Screening Berm Funding Source: Landfill Revenues Design, construction and landscaping of screening berms along east boundary of landfill and Glendale and Northern Avenues. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,800,000 $ 0 $ 0 $ 0 $ 0 $ 0 $1,800,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8038 Project Description: Project Name: *Landfill Closure (South) Funding Source: Landfill Revenues Closure of completed south area of landfill. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $5,024,500 $5,024,500 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8043 Project Description: Project Name: *Effluent Reuse Project Funding Source: Landfill Revenues Construction of wastewater effluent line to support landfill and environmental campus projects. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $500,000 $ 0 $ 0 $ 0 $ 0 $500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 326 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Landfill Project Number: 8044 Project Description: Project Name: *Landfill Liner Installation Funding Source: Landfill Revenues Design and permit for revised landfill for closures plan and installation of liner and leachate collection system in north expansion area of landfill. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $300,000 $ 0 $ 0 $ 0 $ 0 $28,248,000 $28,548,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9604 Project Description: Project Name: Landfill Soil Excavation - NW Parcel Funding Source: Landfill Revenues Excavation of north expansion area to prepare for future cell development. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $724,000 $746,000 $768,000 $791,000 $815,000 $4,455,000 $8,299,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 327 2002-2011 Capital Improvement Plan 328 Library 2002-2011 Capital Improvement Plan LIBRARY Glendale citizens are among the highest library service users in the Valley. The continuing demand for high-quality, accessible, neighborhood-based library services is addressed in the CIP. Over the next ten years, Development Impact Fees (DIFs) will be used to purchase new library books for branch libraries in order to keep pace with projected population growth as residential development continues. Between FY 2001-02 and FY 2005-06 about $800,013 has been allocated for this purpose. The General Plan mandates construction of a branch library when the population in a planned service area reaches 35,000 residents. Therefore, substantial CIP resources are earmarked for the design, construction, and purchase of books for a new branch library to serve the western quadrant of the city. Beginning with $500,000 in FY 2002-03, and continuing through FY 200405, DIFs will be allocated to construct the Gateway branch neighborhood library by the time it is needed. Library bonds will be used to fund the renovation and expansion of other library buildings from FY 2007 through 2011. 329 City of Glendale 2002-2011 Capital Improvement Plan Category: Library Bonds Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 $0 $0 $0 $0 $0 $6,698,000 $ 0 $ 0 $ 0 $ 0 $ 0 $6,698,000 Library Expansion & Renovation Total *New projects added this year. 330 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Library Bonds Project Number: 8554 Project Description: Project Name: Library Expansion & Renovation Funding Source: General Obligation Bonds Renovation in the form of new furnishings, electrical modifications, floorings, etc. and possible expansions as needed. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $6,698,000 $6,698,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 331 City of Glendale 2002-2011 Capital Improvement Plan Category: DIF - Library Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 West Branch Library/Books Library Books - Population Growth $0 $103,000 $500,000 $131,000 $1,200,000 $160,000 $7,000,000 $188,000 $0 $218,013 $0 $2,148,205 $103,000 $631,000 $1,360,000 $7,188,000 $218,013 $2,148,205 Total *New projects added this year. 332 City of Glendale 2002-2011 Capital Improvement Project Detail Category: DIF - Library Project Number: 8960 Project Description: Project Name: West Branch Library/Books Funding Source: Development Impact Fees Design, construction and purchase of books for a branch library to serve the western portion of the city. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $500,000 $1,200,000 $7,000,000 $ 0 $ 0 $8,700,000 $ 0 $ 0 $ 0 $1,800,000 $9,000,000 $10,800,000 Operating Impact: $ 0 Project Number: 8961 Project Description: Project Name: Library Books - Population Growth Funding Source: Development Impact Fees Funding to continue the phased approach of increasing the book budget to keep up with the growth of the city. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $103,000 $131,000 $160,000 $188,000 $218,013 $2,148,205 $2,948,218 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 333 2002-2011 Capital Improvement Plan 334 Open Space and Trails 2002-2011 Capital Improvement Plan OPEN SPACE AND TRAILS This category will enable the city to acquire land for the preservation of open space and to construct multi-use trails and linear parks. In FY 2001-02, $500,000 for Phase II of Thunderbird Paseo improvements that will include soccer fields in the area between Thunderbird Rd. and 67th Ave. are planned. $1,050,000 for development of a four-mile greenbelt providing multi-use trails parks and picnic area along the Grand Canal is scheduled for FY 2002-03. Land acquisition for a city-wide trail system that will link parks and existing trails throughout the entire city and for a linear park feature linking the Beet Factory to the Civic Center is scheduled for future years. 335 City of Glendale 2002-2011 Capital Improvement Plan Category: Open Space & Trails Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Thunderbird Paseo Improvements Grand Canal Linear /Regional Dvlpmt. New River Trails City-Wide Trails System Downtown Greenbelt $500,000 $0 $0 $1,050,000 $600,000 $0 $0 $0 $0 $0 $0 $5,050,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $0 $19,200,000 $0 $24,250,000 $500,000 $1,050,000 $600,000 $ 0 $ 0 $50,500,000 Total *New projects added this year. 336 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Open Space & Trails Project Number: 8521 Project Description: Project Name: Thunderbird Paseo Improvements Funding Source: General Obligation Bonds Phase II of Thunderbird Paseo improvements to include four (4) soccer fields in the area between Thunderbird Road and 67th Avenue. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $500,000 $ 0 $600,000 $ 0 $ 0 $ 0 $1,100,000 $4,800 $4,800 $4,800 $4,800 $24,000 $48,000 Operating Impact: $4,800 Project Number: 8524 Project Description: Project Name: Grand Canal Linear /Regional Dvlpmt. Funding Source: General Obligation Bonds Develop four-mile greenbelt providing multi-use trails, 23 neighborhood parks along canal, and picnic areas. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $1,050,000 $ 0 $ 0 $ 0 $5,050,000 $6,100,000 $130,000 $130,000 $130,000 $130,000 $650,000 $1,170,000 Operating Impact: $ 0 Project Number: 8962 Project Description: Construct multi-use and equestrian trails along New River corridor. Project Name: New River Trails Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $2,000,000 $2,000,000 $ 0 $ 0 $ 0 $ 0 $250,000 $250,000 Operating Impact: $ 0 337 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Open Space & Trails Project Number: 9605 Project Description: Project Name: City-Wide Trails System Funding Source: General Obligation Bonds Land acquisition and construction of a trail system linking parks and existing trails throughout the entire city; development of a city-wide open space and trails master plan which will include the downtown green belt. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $19,200,000 $19,200,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 Project Number: 9609 Project Description: Project Name: Downtown Greenbelt Funding Source: General Obligation Bonds A linear park feature linking the Beet Factory to the Civic Center. The project may include lighted walkways, play areas, benches, amphitheatre, art work, fountains, landscaping a trolly and other features. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $24,250,000 $24,250,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 338 Parks 2002-2011 Capital Improvement Plan PARKS Park projects are traditionally funded by a combination of Park G.O. bonds and Development Impact Fees. Park land acquisition and renovations and park enhancements to existing facilities will continue to be a major CIP priority during the next ten years. The construction of a new Adult Center facility to relocate the existing facility is slated for FY 2001-02. Also slated for FY 01-02 is the expansion of the existing community center to include a larger dining/kitchen area, as well as the construction of a swimming pool to accommodate growth in the northern section of the city. A north area community recreation center sited at Foothills Regional Park is earmarked for FY 2001-02 and FY 2002-03. Projects scheduled for FY 2002-03, include the construction of a swimming pool to accommodate growth in the northern section of the city; the replastering of Cardinal Pool; the development of a 88-acre regional park located on Bethany Home Road, which could possibly include lighted sports complexes, playground picnic areas, pool and a fishing lake. The construction of a visitor center in the historic area of Sahuaro Ranch is planned for FY 2003-04. DIF will finance Phase II of Foothills Park development that will include lighted tennis, sand volleyball and basketball courts in FY 2001-02. The continuation of a four-mile linear multipurpose trail along Grand Canal in FY 2002-03 through FY 2003-04 is also included. The following detail sheets provide specific information about all of the recreational projects contained in the CIP. 339 City of Glendale 2002-2011 Capital Improvement Plan Category: Park Bond Fund Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 * Park Re-development * Glendale Community Center Expansion * 71st & Orangewood Soccer Complex * Murphy Park Improvements * Rose Lane Rec. Center Development Adult Center Relocation 63rd & Northern Park Development Rose Lane Pool Construction North Area Pool Manistee Ranch Development Community Center North Improvements Park Enhancements Land Acquisition Facility Renovations O'Neil Center Expansion Thunderbird Park Improvements GCC Community Pool Restoration Cardinal Pool Restoration Apollo Pool Restoration O'Neil Pool Restoration Sahuaro Ranch Park Improvement Indoor Multi-Sport/Aquatics Center Outdoor Multi-Sport Rec./Tennis Center Park Dev. - 79th/Orangewood Barnyard Additions West Area Pool Multi-Generational Center - West Multi-Generational Center - North Skating Park North Sahuaro Ranch Visitor Center & Rec. Office Western Area Regional Park Parks Maintenance Building - North Parks Maintenance Building - West Sands Improvements $300,000 $520,000 $0 $0 $0 $0 $0 $0 $0 $0 $9,450,000 $0 $0 $0 $0 $0 $0 $3,700,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000 $5,000,000 $8,300,000 $0 $0 $1,750,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $750,000 $1,000,000 $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $700,000 $200,000 $750,000 $40,000 $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $425,000 $40,000 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $2,000,000 $1,000,000 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $0 $2,500,000 $1,000,000 $0 $110,000 $0 $0 $0 $0 $0 $0 $0 $0 $3,530,000 $0 $12,000,000 $0 $5,170,000 $0 $2,500,000 $0 $2,000,000 $0 $150,000 $0 $150,000 $0 $150,000 $0 $150,000 $0 $2,000,000 $0 $11,250,000 $0 $5,000,000 $0 $0 $0 $0 $5,000,000 $177,800 $0 $0 $0 $1,750,000 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $750,000 $1,000,000 $300,000 $8,000,000 $0 $0 $1,000,000 $500,000 $0 $0 $0 $1,250,000 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $2,500,000 $1,000,000 $1,000,000 $500,000 340 City of Glendale 2002-2011 Capital Improvement Plan Category: Park Bond Fund Project Name Paseo Raquet Center Park Cholla In-Line Court Fishing Lake Bonsall Rec. Center/Gym Zero Depth Aquatic Features Park Dev. - 63rd/Maryland Outdoor Adventure Center West Bonsall Lake Expansion Total FY 01-02 $0 $0 $0 $0 $0 $0 $0 $0 FY 02-03 $0 $0 $0 $0 $0 $0 $0 $0 FY 03-04 $0 $0 $0 $0 $0 $0 $0 $0 FY 04-05 $500,000 $200,000 $0 $0 $0 $0 $0 $300,000 $17,657,800 $4,585,000 $5,620,000 $8,510,000 *New projects added this year. 341 FY 05-06 $0 $0 $0 $0 $0 $0 $0 $0 FY 07-11 $0 $0 $1,000,000 $5,200,000 $1,200,000 $750,000 $1,500,000 $0 $ 0 $91,600,000 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8026 Project Description: Project Name: * Park Re-development Funding Source: General Obligation Bonds Recommendation from the Parks Master Plan to renovate 5 older parks per year over the next five years. Renovation includes turf, irrigation, playgrounds, courts, ballfields, etc. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $300,000 $ 0 $ 0 $ 0 $ 0 $9,450,000 $9,750,000 $15,000 $15,000 $15,000 $15,000 $75,000 $150,000 Operating Impact: $15,000 Project Number: 8027 Project Description: Project Name: Expansion * Glendale Community Center Funding Source: General Obligation Bonds To expand the existing community center to include larger dining/kitchen area; larger multi-purpose room, ADA compliant restrooms and increase parking. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $520,000 $ 0 $ 0 $ 0 $ 0 $ 0 $520,000 $ 0 $ 0 $ 0 $ 0 $ 0 $360,000 Operating Impact: $360,000 Project Number: 8028 Project Description: Project Name: * 71st & Orangewood Soccer Complex Funding Source: General Obligation Bonds Develop soccer fields and restrooms at existing 40 acres. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $3,700,000 $3,700,000 $ 0 $ 0 $ 0 $ 0 $500,000 $500,000 Operating Impact: $ 0 342 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8029 Project Description: Project Name: * Murphy Park Improvements Funding Source: General Obligation Bonds Re-design turf and plant areas to provide landscape amenities and beautify park to enhance special events. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $250,000 $250,000 Operating Impact: $ 0 Project Number: 8030 Project Description: Project Name: * Rose Lane Rec. Center Development Funding Source: General Obligation Bonds Conversion of existing recreation building into a multipurpose recreation center. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $5,000,000 $5,000,000 $ 0 $ 0 $ 0 $ 0 $20,000 $20,000 Operating Impact: $ 0 Project Number: 8057 Project Description: Project Name: Adult Center Relocation Funding Source: General Obligation Bonds Construction of a new Adult Center facility Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $8,300,000 $ 0 $ 0 $ 0 $ 0 $ 0 $8,300,000 $175,000 $175,000 $175,000 $175,000 $875,000 $1,575,000 Operating Impact: $ 0 343 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8503 Project Description: Project Name: 63rd & Northern Park Development Funding Source: General Obligation Bonds Development of a community park which includes an outdoor adventure center with BMX and Bicycle Safety City. In cooperation with the private sector. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $750,000 $ 0 $2,000,000 $2,750,000 $ 0 $ 0 $30,000 $30,000 $150,000 $210,000 Operating Impact: $ 0 Project Number: 8504 Project Description: Project Name: Rose Lane Pool Construction Funding Source: General Obligation Bonds Renovation of the Rose Lane swimming pool which has been substantially damaged due to soil erosion from nearby retention basin. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $2,000,000 $ 0 $120,000 $120,000 $120,000 $600,000 $960,000 Operating Impact: $ 0 Project Number: 8509 Project Description: Construction of a swimming pool to accommodate growth in the northern section of the city. Project Name: North Area Pool Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,750,000 $ 0 $ 0 $ 0 $ 0 $ 0 $1,750,000 $450,000 $450,000 $450,000 $450,000 $2,250,000 $4,500,000 Operating Impact: $450,000 344 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8510 Project Description: Project Name: Manistee Ranch Development Funding Source: General Obligation Bonds Serenity park development including landscaping, area lighting, irrigation, walkways, benches, drinking fountains, parking lot, perimeter fencing. Phase II includes a restroom and landscaping around the ranch house. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $150,000 $ 0 $ 0 $150,000 $ 0 $ 0 $30,000 $30,000 $150,000 $210,000 Operating Impact: $ 0 Project Number: 8513 Project Description: Project Name: Community Center North Improvements Funding Source: General Obligation Bonds Renovations and additions to the facility. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $700,000 $700,000 $ 0 $ 0 $ 0 $ 0 $360,000 $360,000 Operating Impact: $ 0 Project Number: 8517 Project Description: Project Name: Park Enhancements Funding Source: General Obligation Bonds New sport courts, picnic areas, and playgrounds added to existing parks. Sites are designated by periodic needs assessments. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $200,000 $ 0 $ 0 $ 0 $ 0 $3,530,000 $3,730,000 $15,000 $15,000 $15,000 $15,000 $75,000 $150,000 Operating Impact: $15,000 345 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8518 Project Description: Project Name: Land Acquisition Funding Source: General Obligation Bonds Acquisition of parcels which are needed for parks in various locations of the city, including land for Grand Canal Linear Park, neighborhood parks and specialized facilities. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $750,000 $425,000 $2,000,000 $2,500,000 $ 0 $12,000,000 $17,675,000 $45,000 $105,000 $135,000 $135,000 $1,350,000 $1,800,000 Operating Impact: $30,000 Project Number: 8519 Project Description: Restoration of existing sport courts, fields, park and facilities. Project Name: Facility Renovations Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $40,000 $40,000 $1,000,000 $1,000,000 $ 0 $5,170,000 $7,250,000 $4,000 $54,000 $108,000 $108,000 $540,000 $816,000 Operating Impact: $2,000 Project Number: 8528 Project Description: Project Name: O'Neil Center Expansion Funding Source: General Obligation Bonds Renovate and expand existing recreation center. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $2,500,000 $2,500,000 $ 0 $ 0 $ 0 $ 0 $585,000 $585,000 Operating Impact: $ 0 346 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8530 Project Description: Project Name: Thunderbird Park Improvements Funding Source: General Obligation Bonds Enhancements to conservation park, including restored ramadas, restrooms, roadways, amphitheater and trail improvements, plus additional parking. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $110,000 $ 0 $2,000,000 $2,110,000 $ 0 $ 0 $30,000 $30,000 $150,000 $210,000 Operating Impact: $ 0 Project Number: 8531 Project Description: Project Name: GCC Community Pool Restoration Funding Source: General Obligation Bonds Replastering of the pool every eight (8) years. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $120,000 $ 0 $ 0 $150,000 $270,000 $ 0 $1,500 $1,500 $1,500 $7,500 $12,000 Operating Impact: $ 0 Project Number: 8532 Project Description: Project Name: Cardinal Pool Restoration Funding Source: General Obligation Bonds Replastering of the pool every eight (8) years. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $120,000 $ 0 $ 0 $ 0 $150,000 $270,000 $1,500 $1,500 $1,500 $1,500 $7,500 $13,500 Operating Impact: $ 0 347 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8544 Project Description: Project Name: Apollo Pool Restoration Funding Source: General Obligation Bonds Replastering of the pool every eight (8) years. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 $ 0 $ 0 $ 0 $ 0 $7,500 $7,500 Operating Impact: $ 0 Project Number: 8545 Project Description: Project Name: O'Neil Pool Restoration Funding Source: General Obligation Bonds Replastering of the pool every eight (8) years. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $120,000 $ 0 $ 0 $ 0 $ 0 $150,000 $270,000 $1,500 $1,500 $1,500 $1,500 $7,500 $15,000 Operating Impact: $1,500 Project Number: 8550 Project Description: Project Name: Sahuaro Ranch Park Improvement Funding Source: General Obligation Bonds Construction of lighted basketball court in FY 00-01. Replacement and renovation of existing ramadas, drinking fountains, restrooms, trees, parking, tables, benches, bicycle paths, fencing, etc. Renovate existing flood irrigation infrastructure. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $2,000,000 $2,000,000 $ 0 $ 0 $ 0 $ 0 $100,000 $100,000 Operating Impact: $ 0 348 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8923 Project Description: Project Name: Indoor Multi-Sport/Aquatics Center Funding Source: General Obligation Bonds Indoor Multi-Sport, Multi-dimensional center to include recreation amenities such as aquatic area/ gym/ class rooms/ climbing walls, etc., to serve youths, teens, seniors and families. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $11,250,000 $11,250,000 $ 0 $ 0 $ 0 $ 0 $1,415,000 $1,415,000 Operating Impact: $ 0 Project Number: 8924 Project Description: Project Name: Outdoor Multi-Sport Rec./Tennis Center Funding Source: General Obligation Bonds Outdoor complex includes structures for tennis, skateboarding, BMX riding, in-line hockey, and soccer. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $5,000,000 $5,000,000 $ 0 $ 0 $ 0 $ 0 $1,195,000 $1,195,000 Operating Impact: $ 0 Project Number: 8928 Project Description: Project Name: Park Dev. - 79th/Orangewood Funding Source: General Obligation Bonds Development of 5-10 acre neighborhood park. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $750,000 $750,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 349 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8935 Project Description: Project Name: Barnyard Additions Funding Source: General Obligation Bonds Construction of a farm implement building, tractor/vehicle maintenance shed and additional restrooms in the Historical Area of Sahuaro Ranch Park. FY 01-02 improvements include signs, info kiosks, fencing, entryways, porches & lilly pond. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $30,000 $30,000 Operating Impact: $ 0 Project Number: 8942 Project Description: Construction of a swimming pool to accommodate growth in the western section of the city. Project Name: West Area Pool Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $1,750,000 $ 0 $ 0 $ 0 $300,000 $2,050,000 $450,000 $450,000 $450,000 $450,000 $2,250,000 $4,050,000 Operating Impact: $ 0 Project Number: 8943 Project Description: Project Name: Multi-Generational Center - West Funding Source: General Obligation Bonds West area community recreation center sited at 80 acre regional park. Multi-generational facility offering space for separate gymnasium, activity rooms, day care, fitness, reception, office space. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $8,000,000 $8,000,000 $ 0 $ 0 $ 0 $ 0 $2,500,000 $2,500,000 Operating Impact: $ 0 350 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8945 Project Description: Project Name: Multi-Generational Center - North Funding Source: General Obligation Bonds North area community recreation center sited at Foothills Regional Park. Multi-generational facility offering space for separate gymnasium, activity rooms, day care, fitness, reception, office space. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $5,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $6,000,000 $571,000 $571,000 $571,000 $571,000 $2,855,000 $5,710,000 Operating Impact: $571,000 Project Number: 8946 Project Description: Construction of in-line hockey court and a specialized facility for skateboards. Project Name: Skating Park North Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $177,800 $ 0 $ 0 $ 0 $ 0 $ 0 $177,800 $25,000 $25,000 $25,000 $25,000 $125,000 $250,000 Operating Impact: $25,000 Project Number: 8947 Project Description: Project Name: Office Sahuaro Ranch Visitor Center & Rec. Funding Source: General Obligation Bonds Construction of a visitor center in the historic area, which will also house recreation office. Includes food service facility. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $1,500,000 $ 0 $ 0 $1,000,000 $2,500,000 $ 0 $150,000 $150,000 $150,000 $750,000 $1,200,000 Operating Impact: $ 0 351 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8948 Project Description: Project Name: Western Area Regional Park Funding Source: General Obligation Bonds Development of the 88 acre regional park at Bethany Home Road including lighted sports complexes, playground picnic areas. Possible site of future recreation center, pool and fishing lake. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $500,000 $1,250,000 $ 0 $2,000,000 $ 0 $2,500,000 $6,250,000 $100,000 $100,000 $100,000 $100,000 $1,000,000 $1,430,000 Operating Impact: $30,000 Project Number: 8949 Project Description: Project Name: Parks Maintenance Building - North Funding Source: General Obligation Bonds Construction of a parks maintenance compound, sited at an existing community/regional park. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $50,000 $50,000 Operating Impact: $ 0 Project Number: 8950 Project Description: Project Name: Parks Maintenance Building - West Funding Source: General Obligation Bonds Construction of a parks maintenance compound, sited at Grand Canal Regional Park. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $50,000 $50,000 Operating Impact: $ 0 352 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8953 Project Description: Project Name: Sands Improvements Funding Source: General Obligation Bonds Development of remaining additional land north and adjacent to existing park and renovation of current park amenities to include landscape, irrigation, benches, walkways, ball field lights and restroom. Also the site of Elsie McCarthy Sensory Garden. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $500,000 $500,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 Project Number: 8954 Project Description: Project Name: Paseo Raquet Center Park Funding Source: General Obligation Bonds Development of park amenities north of existing tennis courts. This will complete the site development, including ramadas, playground and other amenities. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $500,000 $ 0 $ 0 $500,000 $ 0 $ 0 $15,000 $15,000 $75,000 $105,000 Operating Impact: $ 0 Project Number: 8959 Project Description: Development of lighted in-line hockey court. Project Name: Cholla In-Line Court Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $200,000 $ 0 $ 0 $200,000 $ 0 $ 0 $15,000 $15,000 $75,000 $105,000 Operating Impact: $ 0 353 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8963 Project Description: Construct urban fishing lake. Project Name: Fishing Lake Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $50,000 $50,000 Operating Impact: $ 0 Project Number: 8964 Project Description: Project Name: Bonsall Rec. Center/Gym Funding Source: General Obligation Bonds Construct recreation center/gym at Bonsall Park. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $5,200,000 $5,200,000 $ 0 $ 0 $ 0 $ 0 $1,390,000 $1,390,000 Operating Impact: $ 0 Project Number: 8967 Project Description: Project Name: Zero Depth Aquatic Features Funding Source: General Obligation Bonds Install aquatic features at Sahuaro Ranch, O'Neil, Rose Lane and other community parks. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,200,000 $1,200,000 $ 0 $ 0 $ 0 $ 0 $100,000 $100,000 Operating Impact: $ 0 354 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Park Bond Fund Project Number: 8999 Project Description: Project Name: Park Dev. - 63rd/Maryland Funding Source: General Obligation Bonds Development of a 5-10 acre neighborhood park. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $750,000 $750,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 Project Number: 9001 Project Description: Project Name: Outdoor Adventure Center West Funding Source: General Obligation Bonds Construction of outdoor adventure center to possibly include in-line skate, skate board, climbing wall and BMX track. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,500,000 $1,500,000 $ 0 $ 0 $ 0 $ 0 $760,000 $760,000 Operating Impact: $ 0 Project Number: 9008 Project Description: Project Name: Bonsall Lake Expansion Funding Source: General Obligation Bonds Expand current lake to add in recreational fishing opportunities in South Bonsall Park. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $300,000 $ 0 $ 0 $300,000 $ 0 $ 0 $10,000 $10,000 $50,000 $70,000 Operating Impact: $ 0 355 City of Glendale 2002-2011 Capital Improvement Plan Category: DIF - Parks Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Foothills Park Phase II (Zone 3) 63rd/Butler Park Dvlpt. (Zone 2) 71st/Orangewood Park (Zone 2) 69th/Diana (Zone 2) 87th/Missouri ( Zone 1) 87th/Orangewood (Zone 1) 95th/Maryland (Zone 1) Grand Canal Linear (Zone 1) $700,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $750,000 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $750,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $750,000 $0 $500,000 $0 $750,000 $750,000 $0 $700,000 $300,000 $850,000 $750,000 $ 0 $2,750,000 Total *New projects added this year. 356 City of Glendale 2002-2011 Capital Improvement Project Detail Category: DIF - Parks Project Number: 8527 Project Description: Project Name: Foothills Park Phase II (Zone 3) Funding Source: Development Impact Fees Phase II of Foothills Park development including lighted tennis, sand volleyball, and basketball courts, ramadas, skate park, picnic areas, playground, parking. Site of Recreation Ctr. North. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $700,000 $ 0 $ 0 $ 0 $ 0 $ 0 $700,000 $196,000 $196,000 $196,000 $196,000 $980,000 $1,960,000 Operating Impact: $196,000 Project Number: 8932 Project Description: Project Name: 63rd/Butler Park Dvlpt. (Zone 2) Funding Source: Development Impact Fees Development of a 5-10 acre neighborhood park in Zone 2. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $750,000 $750,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 Project Number: 8933 Project Description: Project Name: 71st/Orangewood Park (Zone 2) Funding Source: Development Impact Fees Development of a 5-10 acre neighborhood park in Zone 2. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $750,000 $ 0 $ 0 $ 0 $750,000 $ 0 $30,000 $30,000 $30,000 $150,000 $240,000 Operating Impact: $ 0 357 City of Glendale 2002-2011 Capital Improvement Project Detail Category: DIF - Parks Project Number: 8952 Project Description: Development of a 5-acre neighborhood park in Zone 2. Project Name: 69th/Diana (Zone 2) Funding Source: Development Impact Fees Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $500,000 $500,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 Project Number: 8955 Project Description: Project Name: 87th/Missouri ( Zone 1) Funding Source: Development Impact Fees Development of 5-10 acre neighborhood park in Zone 1. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $750,000 $ 0 $ 0 $750,000 $ 0 $ 0 $30,000 $30,000 $150,000 $210,000 Operating Impact: $ 0 Project Number: 8956 Project Description: Project Name: 87th/Orangewood (Zone 1) Funding Source: Development Impact Fees Development of 5-10 acre neighborhood park in Zone 1. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $750,000 $750,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 358 City of Glendale 2002-2011 Capital Improvement Project Detail Category: DIF - Parks Project Number: 8957 Project Description: Project Name: 95th/Maryland (Zone 1) Funding Source: Development Impact Fees Development of 5-10 acre neighborhood park in Zone 1. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $750,000 $750,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 Project Number: 9002 Project Description: Project Name: Grand Canal Linear (Zone 1) Funding Source: Development Impact Fees Continuation of development of 4 mile linear multipurpose trail along Grand Canal. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $300,000 $100,000 $ 0 $ 0 $ 0 $400,000 $51,900 $51,900 $51,900 $51,900 $259,500 $467,100 Operating Impact: $ 0 359 2002-2011 Capital Improvement Plan 360 Public Safety 2002-2011 Capital Improvement Plan PUBLIC SAFETY New Federal Communications Commission (FCC) regulations require all Fire Department radios to transition to an 800 MHz system. Therefore, in FY 2001-02 approximately $2,000,000 will be needed for the Fire Department to replace the radios in its current system. Forensic lab equipment needed for a new lab, which will be part of the West Public Safety Building is also slated for FY 2001-02. DIFs will help finance a new police and fire substation for western Glendale in FY 2001-02 During the second five-year phase of the CIP, major investments will be made in advanced technologies and system upgrades for public safety services. Most of these projects, and facility construction and remodeling, will be financed with Public Safety Bonds. A new microwave system will replace the existing public safety phone service. The current 9-1-1 emergency system and computer-aided dispatch system will be improved. Mobile police data terminals will be replaced and upgraded and additional laptop computers will give police officers immediate access to many other criminal justice data networks from the field. 361 City of Glendale 2002-2011 Capital Improvement Plan Category: Police & Fire Bonds Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 * Fire Station Remodel *Fiber Optic Installation * Hazardous Materials Vehicle Forensic Lab Equipment Public Safety Microwave Network Fitness Equipment Police Mobile Data Terminals Automatic Vehicle Tracking System Records Management System 9-1-1 System Upgrades National Crime Information Center 2000 Public Safety Satellite Equipment Police Laptop Computers Fire 800 MHz System Upgrade of Foothills Substation Fire Station Major Maintenance Upgrade of Police Digital Communication System Fingerprint Identification System Public Safety Multi-Use Facility Land for Court Building New Court Building $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $2,300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $0 $1,100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $215,000 $0 $1,750,000 $0 $750,000 $1,100,000 $0 $200,000 $125,000 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $500,000 $0 $250,000 $250,000 $3,500,000 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $2,000,000 $0 $0 $0 $250,000 $0 $20,263,000 $0 $1,640,000 $0 $22,176,000 $3,800,000 $ 0 $2,600,000 $2,750,000 $1,100,000 $53,969,000 Total *New projects added this year. 362 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Police & Fire Bonds Project Number: 8021 Project Description: Project Name: * Fire Station Remodel Funding Source: General Obligation Bonds Remodel/upgrade fire stations 151, 152 and 154. Purchase 100' ladder truck for coverage in north Glendale. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $1,100,000 $ 0 $1,100,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8022 Project Description: Project Name: *Fiber Optic Installation Funding Source: General Obligation Bonds Fiber Optic equipment installed at fire stations to take full advantage of computer interactive training programs. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $500,000 $500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8023 Project Description: Project Name: * Hazardous Materials Vehicle Funding Source: General Obligation Bonds Replacement support vehicle for the Hazardous Materials Team. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $215,000 $215,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 363 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Police & Fire Bonds Project Number: 8856 Project Description: Project Name: Forensic Lab Equipment Funding Source: General Obligation Bonds Forensic lab equipment needed for new lab which is part of West Public Safety Building. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $300,000 $ 0 $ 0 $ 0 $ 0 $ 0 $300,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9401 Project Description: Project Name: Public Safety Microwave Network Funding Source: General Obligation Bonds This system will replace the leased phone lines presently in use, and could support the entire Public Safety radio system along with Foothills and the future westside facility and other city-wide needs. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,750,000 $1,750,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9402 Project Description: Replacement of fitness equipment at the Public Safety Building and the Foothills Public Safety Facility. Project Name: Fitness Equipment Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $300,000 $ 0 $ 0 $ 0 $300,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 364 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Police & Fire Bonds Project Number: 9403 Project Description: Project Name: Police Mobile Data Terminals Funding Source: General Obligation Bonds Replacement and upgrade of the 8-year old mobile data terminals currently in use. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $750,000 $750,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9404 Project Description: Project Name: Automatic Vehicle Tracking System Funding Source: General Obligation Bonds System which allows the tracking of vehicles that have been stolen. Citizens may subscribe to this additional protection. Vehicle Tracking System, which includes the installation of tracking devices into city vehicles. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,100,000 $1,100,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9405 Project Description: Project Name: Records Management System Funding Source: General Obligation Bonds Upgrade of computer aided dispatch, records, property, booking and accident investigations. Replace and upgrade the four current radio dispatch consoles. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $2,300,000 $ 0 $ 0 $ 0 $2,300,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 365 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Police & Fire Bonds Project Number: 9406 Project Description: Project Name: 9-1-1 System Upgrades Funding Source: General Obligation Bonds Replace and upgrade the current 9-1-1 telephone system and equipment. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $250,000 $ 0 $200,000 $450,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9407 Project Description: Project Name: National Crime Information Center 2000 Funding Source: General Obligation Bonds NCIC 2000 allows for the immediate transmission of photos and fingerprints to the FBI for quick identification and other enhanced features. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $125,000 $125,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9409 Project Description: Project Name: Public Safety Satellite Equipment Funding Source: General Obligation Bonds Satellite equipment for voice data and video transmission and reception. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $500,000 $500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 366 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Police & Fire Bonds Project Number: 9410 Project Description: Project Name: Police Laptop Computers Funding Source: General Obligation Bonds Laptop Computers to allow officers immediate access to numerous criminal justice computer networks from the field. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $250,000 $ 0 $500,000 $750,000 $ 0 $ 0 $61,000 $ 0 $1,037,000 $1,098,000 Operating Impact: $ 0 Project Number: 9412 Project Description: Project Name: Fire 800 MHz System Funding Source: General Obligation Bonds Federal Communications Commission regulations require all radios to be on an 800 MHZ system. This will require the fire department to change out all radios in the current system. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $2,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $2,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9413 Project Description: Project Name: Upgrade of Foothills Substation Funding Source: General Obligation Bonds Upgrade Foothills Substation, which is currently 10 years old. Upgrades include replacing of carpeting, furniture and remodeling of racquetball court for office space. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $250,000 $250,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 367 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Police & Fire Bonds Project Number: 9415 Project Description: Project Name: Fire Station Major Maintenance Funding Source: General Obligation Bonds Replacement of roof and air conditioning in fire stations. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $250,000 $250,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9418 Project Description: Digital voice communications for securing the next generation voice communications. Replacement costs for equipment being installed in FY 98-99. Project Name: Upgrade of Police Digital Communication System Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $3,500,000 $3,500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9420 Project Description: Project Name: Fingerprint Identification System Funding Source: General Obligation Bonds Upgrade of the fingerprint identification system making it available at the various substations. This tool has been invaluable in solving cases, and it will need to be replaced or updated every six years. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $250,000 $ 0 $250,000 $500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 368 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Police & Fire Bonds Project Number: 9421 Project Description: Project Name: Public Safety Multi-Use Facility Funding Source: General Obligation Bonds Land acquisition and construction of a 30 acre multi-use training facility for police and fire personnel. This facility will include a communications center, classrooms, shooting ranges, driving track, fire training tower and burn room. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,500,000 $ 0 $ 0 $2,000,000 $ 0 $20,263,000 $23,763,000 $ 0 $ 0 $ 0 $ 0 $1,738,200 $1,738,200 Operating Impact: $ 0 Project Number: 9422 Project Description: Project Name: Land for Court Building Funding Source: General Obligation Bonds Acquisition of land for the new City Court Building. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,640,000 $1,640,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9423 Project Description: Project Name: New Court Building Funding Source: General Obligation Bonds The proposed new building would be a 89,400 square foot court facility as needed to meet service demands. The court caseload is projected to continue its steady growth, requiring additional facilities and staff. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $22,176,000 $22,176,000 $ 0 $ 0 $ 0 $ 0 $5,785,000 $5,785,000 Operating Impact: $ 0 369 City of Glendale 2002-2011 Capital Improvement Plan Category: DIF - Fire Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 $0 $0 $0 $0 $0 $0 $2,000,000 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $ 0 $ 0 $4,000,000 $ 0 $ 0 $2,000,000 New Fire Station Construction New Fire Station Construction New Fire Station Construction Total *New projects added this year. 370 City of Glendale 2002-2011 Capital Improvement Project Detail Category: DIF - Fire Project Number: 9019 Project Description: Project Name: New Fire Station Construction Funding Source: Development Impact Fees Site development, construction and equipment for 1 new fire station. Small portion to be funded with other revenue source. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $2,000,000 $ 0 $ 0 $ 0 $2,000,000 $ 0 $ 0 $925,000 $925,000 $4,625,000 $6,475,000 Operating Impact: $ 0 Project Number: 9020 Project Description: Project Name: New Fire Station Construction Funding Source: Development Impact Fees Site development, construction and equipment for 1 new fire station. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $2,000,000 $ 0 $ 0 $ 0 $2,000,000 $ 0 $ 0 $925,000 $925,000 $4,625,000 $6,475,000 Operating Impact: $ 0 Project Number: 9021 Project Description: Project Name: New Fire Station Construction Funding Source: Development Impact Fees Site development, construction and equipment for 1 new fire station as needed for population growth. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $2,000,000 $2,000,000 $ 0 $ 0 $ 0 $ 0 $4,650,000 $4,650,000 Operating Impact: $ 0 371 City of Glendale 2002-2011 Capital Improvement Plan Category: DIF – Police Facilities Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Gateway Public Safety Building -DIF $6,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total $6,000,000 *New projects added this year. 372 City of Glendale 2002-2011 Capital Improvement Project Detail Category: DIF – Police Facilities Project Number: 9603 Project Description: Project Name: Gateway Public Safety Building -DIF Funding Source: Development Impact Fees A fire and police substation as needed for expanded population growth. This is for the building operations, exclusive of any staffing. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $6,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $6,000,000 $960,000 $960,000 $960,000 $960,000 $4,800,000 $9,340,000 Operating Impact: $700,000 373 2002-2011 Capital Improvement Plan 374 Streets 2002-2011 Capital Improvement Plan STREETS Street revenue and G.O. bonds are the major funding sources for many CIP street projects. Whenever possible, street projects are scheduled in conjunction with various water/sewer and drainage improvements in order to minimize costs associated with street damage repairs and to reduce inconvenience to residents. In FY 2001-02 funding for the construction of sound walls along Loop 101 is planned. The installation of hardware and software to complete the computerized signal system throughout Glendale is also planned for this fiscal year. Many street improvements are planned during the first five-year phase, including: Bethany Home Road from 67th to 83 rd avenues, Camelback from 67th to 99th avenues and Glendale Avenue from 67th to Litchfield Park Rd. The installation of street lighting, streetscape, and aesthetic improvements along streets throughout the city is scheduled for FY 2001-02 and in future years; developmental agreements will help fund these projects as well as the design and construction of a four lane bridge on 83rd Ave., south of Union Hills. Projects in the Catlin Court area of downtown Glendale will continue during FY 01-02, as well as in future years. Street funds will finance major safety improvements at high-risk intersections, new bus bays, and medians every year between FY2002 and 2011. Also in future years, street improvements, lighted walkways and other public infrastructure to promote development of an entertainment district in the area of the Beet Factory is planned. 375 City of Glendale 2002-2011 Capital Improvement Plan Category: HURF Bonds Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Fund 61 Contingency * Maryland 51st - 59th Greenway Rd. 67th to 75th 67th Ave. Cactus to ACDC 51st Ave. Camelback-Grand Bethany Home 67th to 75th Bethany Home 75th to 83rd 59th Ave. Westcott to Beardsley Bethany Home - 83rd to 99th 91st Ave Widening Camelback/Northern 59th Ave. Olive to Brown 67th Ave. Pinnacle Peak-Isabell Northern - 67th to 71st 67th Ave. - Camelback to Grand 75th Ave. - Glendale to Camelback Camelback Improvements - 67th to 99th 83rd - Glendale to Northern/MAG TIP 99th Ave Widening - Camelback to Northern Glendale Ave - 67th to Litchfield Park Rd. Sound Walls $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $2,125,000 $0 $1,275,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $1,000,000 $1,000,000 $0 $0 $0 $0 $1,500,000 $500,000 $1,500,000 $0 $500,000 $0 $1,500,000 $0 $0 $1,600,000 $2,000,000 $3,000,000 $0 $0 $880,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,000,000 $2,000,000 $0 $500,000 $2,000,000 $0 $0 $0 $2,000,000 $1,100,000 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $0 $500,000 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $0 $3,000,000 $0 $0 $0 $0 $0 $5,000,000 $1,100,000 $1,490,580 $0 $0 $0 $0 $2,480,000 $1,990,580 $9,900,000 $6,000,000 Total *New projects added this year. 376 $8,100,000 $18,100,000 City of Glendale 2002-2011 Capital Improvement Project Detail Category: HURF Bonds Project Number: 8001 Project Description: Project Name: Fund 61 Contingency Costs to cover miscellaneous expenses for unplanned onetime capital purchases and projects within the HURF Fund. Funding Source: HURF Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,500,000 $1,500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8020 Project Description: Project Name: * Maryland 51st - 59th Planned street Improvements to accommodate an anticipated traffic volumes. Funding Source: HURF Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $2,000,000 $ 0 $2,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8812 Project Description: Project Name: Greenway Rd. 67th to 75th Funding Source: HURF Bonds This project will construct a new road with curb and gutter, sidewalks, landscaping and paving to current standards. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $1,000,000 $500,000 $1,500,000 $ 0 $ 0 $ 0 $16,000 $80,000 $96,000 Operating Impact: $ 0 377 City of Glendale 2002-2011 Capital Improvement Project Detail Category: HURF Bonds Project Number: 8813 Project Description: Project Name: 67th Ave. Cactus to ACDC Funding Source: HURF Bonds Widen 67th Avenue to provide four travel lanes and one turn lane, with curbs and landscaping. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $1,500,000 $ 0 $1,000,000 $ 0 $2,500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8815 Project Description: Project Name: 51st Ave. Camelback-Grand Funding Source: HURF Bonds This project will improve 51st Avenue in areas currently without curb and gutter, sidewalk, landscaping and fullwidth asphalt paving. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,500,000 $1,500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8816 Project Description: Project Name: Bethany Home 67th to 75th Funding Source: HURF Bonds Planned street improvements to accommodate anticipated traffic volumes, Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $500,000 $20,600 $21,000 $21,300 $21,600 $70,000 $174,800 Operating Impact: $20,300 378 City of Glendale 2002-2011 Capital Improvement Project Detail Category: HURF Bonds Project Number: 8817 Project Description: Project Name: Bethany Home 75th to 83rd Funding Source: HURF Bonds Planned street improvements to accommodate anticipated traffic volumes. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $2,125,000 $ 0 $ 0 $ 0 $2,125,000 $ 0 $21,000 $21,300 $21,600 $70,000 $133,900 Operating Impact: $ 0 Project Number: 8818 Project Description: Project Name: 59th Ave. Westcott to Beardsley Funding Source: HURF Bonds This project will widen 59th Avenue to city standards, from Westcott to Beardsley. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,600,000 $1,600,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8820 Project Description: Project Name: Bethany Home - 83rd to 99th Funding Source: HURF Bonds Full street improvements, agreements with developers to comply with arterial standards. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $1,275,000 $ 0 $1,500,000 $2,000,000 $4,775,000 $ 0 $21,000 $21,000 $21,000 $105,000 $168,000 Operating Impact: $ 0 379 City of Glendale 2002-2011 Capital Improvement Project Detail Category: HURF Bonds Project Number: 9257 Project Description: Widen with curb and gutter and sidewalk. Project Name: 91st Ave Widening Camelback/Northern Funding Source: HURF Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $500,000 $3,000,000 $3,500,000 $ 0 $ 0 $ 0 $24,000 $120,000 $144,000 Operating Impact: $ 0 Project Number: 9554 Project Description: Project Name: 59th Ave. Olive to Brown Funding Source: HURF Bonds Widening of 59th Avenue to provide for an acceleration/deceleration and bus lane. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $500,000 $1,100,000 $ 0 $1,600,000 $ 0 $ 0 $5,000 $5,000 $20,000 $30,000 Operating Impact: $ 0 Project Number: 9557 Project Description: Project Name: 67th Ave. Pinnacle Peak-Isabell Funding Source: HURF Bonds This project will complete the curb and gutter, sidewalk and landscaping and streetlights from Pinnacle Peak to Isabella Lane. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $2,000,000 $ 0 $ 0 $2,000,000 $ 0 $ 0 $12,000 $12,000 $60,000 $84,000 Operating Impact: $ 0 380 City of Glendale 2002-2011 Capital Improvement Project Detail Category: HURF Bonds Project Number: 9560 Project Description: Project Name: Northern - 67th to 71st Funding Source: HURF Bonds A project to widen Northern Avenue through an intergovernmental agreement with the Maricopa County Department of Transportation. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $880,000 $ 0 $ 0 $ 0 $ 0 $ 0 $880,000 $ 0 $ 0 $ 0 $ 0 $ 0 $2,000 Operating Impact: $2,000 Project Number: 9568 Project Description: Project Name: 67th Ave. - Camelback to Grand Funding Source: HURF Bonds Widen 67th Avenue to provide four travel lanes with curb and gutter and sidewalk. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $3,000,000 $ 0 $ 0 $ 0 $3,000,000 $ 0 $15,000 $ 0 $ 0 $ 0 $15,000 Operating Impact: $ 0 Project Number: 9571 Project Description: Project Name: 75th Ave. - Glendale to Camelback Funding Source: HURF Bonds Widen with curb and gutter and sidewalk. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $2,000,000 $ 0 $ 0 $ 0 $2,000,000 $ 0 $20,000 $ 0 $ 0 $ 0 $20,000 Operating Impact: $ 0 381 City of Glendale 2002-2011 Capital Improvement Project Detail Category: HURF Bonds Project Number: 9576 Project Description: Project Name: Camelback Improvements - 67th to 99th Funding Source: HURF Bonds Street Improvements to accommodate anticipated traffic volumes. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $2,000,000 $1,000,000 $ 0 $3,000,000 $ 0 $ 0 $21,000 $21,000 $ 0 $42,000 Operating Impact: $ 0 Project Number: 9577 Project Description: Project Name: 83rd - Glendale to Northern/MAG TIP Funding Source: HURF Bonds Street improvements, widen with curb and gutter and sidewalk. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $500,000 $ 0 $1,500,000 $ 0 $ 0 $2,000,000 $20,000 $20,500 $21,000 $21,000 $105,000 $187,500 Operating Impact: $ 0 Project Number: 9578 Project Description: Project Name: Northern 99th Ave Widening - Camelback to Funding Source: HURF Bonds Widen to provide six lines with curbs and gutters, sidewalk and landscaping. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $3,000,000 $3,000,000 $ 0 $ 0 $ 0 $ 0 $120,000 $120,000 Operating Impact: $ 0 382 City of Glendale 2002-2011 Capital Improvement Project Detail Category: HURF Bonds Project Number: 9616 Project Description: Project Name: Rd. Glendale Ave - 67th to Litchfield Park Funding Source: HURF Bonds This project will complete the widening of Glendale per the adopted Streets Master Plan, which will include asphalt, curb, gutter, sidewalk and landscaping. Monies could also be used in conjunction with a development agreements. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $5,000,000 $5,000,000 $ 0 $ 0 $ 0 $ 0 $120,000 $120,000 Operating Impact: $ 0 Project Number: 9627 Project Name: Sound Walls Funding Source: HURF Bonds Project Description: Construction of sound walls along Loop 101. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,100,000 $1,490,580 $ 0 $ 0 $ 0 $ 0 $2,590,580 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 383 City of Glendale 2002-2011 Capital Improvement Plan Category: Streets G.O. Bonds Summary of Capital Projects Project Name * Grand Ave. Overpass/Underpass *Deer Valley - New River Bridge *Traffic Signal Computerization Street Lighting (G.O) Street Scallop Improvements Street Beautification 75th Ave. - Rose Garden to Hillcrest Grand Avenue Beautification Intersection Safety Improvements Catlin Court Street Entryway Beautification Downtown Entertainment District Multi-Cultural District Downtown Urban Design Plan Total FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 $0 $580,000 $1,800,000 $150,000 $350,000 $200,000 $0 $0 $400,000 $200,000 $0 $0 $0 $0 $0 $0 $0 $150,000 $300,000 $200,000 $0 $200,000 $400,000 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $400,000 $200,000 $0 $200,000 $400,000 $200,000 $0 $1,000,000 $0 $700,000 $0 $0 $0 $200,000 $350,000 $200,000 $0 $200,000 $400,000 $0 $0 $0 $0 $700,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,350,000 $0 $1,000,000 $400,000 $3,750,000 $900,000 $600,000 $700,000 $4,500,000 $400,000 $2,000,000 $4,000,000 $2,000,000 $6,400,000 $3,680,000 $1,250,000 $3,300,000 $2,050,000 *New projects added this year. 384 $ 0 $28,000,000 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Streets G.O. Bonds Project Number: 8019 Project Description: Project Name: * Grand Ave. Overpass/Underpass Funding Source: General Obligation Bonds Design and construction of enhanced aesthetic treatment (public art and additional landscaping) of the embankment slopes and retaining walls for the five (5) ADOT overpasses/underpass planned along Grand Avenue within Glendale. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,350,000 $1,350,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8041 Project Description: Project Name: *Deer Valley - New River Bridge Funding Source: General Obligation Bonds Design and construction of a four (4) lane bridge on Deer Valley west of 75th Avenue. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $580,000 $ 0 $ 0 $ 0 $ 0 $ 0 $580,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8042 Project Description: Project Name: *Traffic Signal Computerization Funding Source: General Obligation Bonds Installation of hardware and software to complete computerized signal system throughout Glendale. Will also provide fiber optic backbone. This project will be used to supplement the CMAQ Grant (Project # 9610 under CIP Grants). Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,800,000 $ 0 $ 0 $ 0 $ 0 $1,000,000 $2,800,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 385 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Streets G.O. Bonds Project Number: 8557 Project Description: Project Name: Street Lighting (G.O) Funding Source: General Obligation Bonds Infill lighting for areas of the city which currently have inadequate or no street lighting. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $150,000 $150,000 $200,000 $200,000 $ 0 $400,000 $1,100,000 $1,200 $1,500 $1,500 $1,200 $6,000 $12,600 Operating Impact: $1,200 Project Number: 8558 Project Description: Project Name: Street Scallop Improvements Funding Source: General Obligation Bonds A planned program to widen streets to standard in areas where sections remain unimproved. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $350,000 $300,000 $400,000 $350,000 $ 0 $3,750,000 $5,150,000 $3,000 $3,000 $3,000 $3,000 $12,000 $27,000 Operating Impact: $3,000 Project Number: 8559 Project Description: Project Name: Street Beautification Funding Source: General Obligation Bonds Installation of streetscape and aesthetic improvements along streets throughout the city, which will include Glendale Avenue from 67th Avenue to 71st Avenue, and 59th Avenue near Glendale Community College. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $200,000 $200,000 $200,000 $200,000 $ 0 $900,000 $1,700,000 $3,000 $3,000 $3,000 $3,000 $12,000 $27,000 Operating Impact: $3,000 386 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Streets G.O. Bonds Project Number: 8823 Project Description: Project Name: 75th Ave. - Rose Garden to Hillcrest Funding Source: General Obligation Bonds Street improvements with curb, gutter and sidewalk. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $600,000 $600,000 $ 0 $ 0 $ 0 $ 0 $100,000 $100,000 Operating Impact: $ 0 Project Number: 8990 Project Description: Project Name: Grand Avenue Beautification Funding Source: General Obligation Bonds Beautification of Grand Avenue alternatives. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $200,000 $200,000 $200,000 $ 0 $700,000 $1,300,000 $2,000 $2,000 $2,000 $4,000 $20,000 $30,000 Operating Impact: $ 0 Project Number: 9443 Project Description: Project Name: Intersection Safety Improvements Funding Source: General Obligation Bonds Major intersection right turn lanes, bus bays, widening of street sections and medians. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $400,000 $400,000 $400,000 $400,000 $ 0 $4,500,000 $6,100,000 $ 250 $ 250 $ 300 $ 300 $3,000 $4,350 Operating Impact: $ 250 387 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Streets G.O. Bonds Project Number: 9558 Project Description: Project Name: Catlin Court Funding Source: General Obligation Bonds Catlin Court is the area of downtown Glendale from Palmaire to Myrtle and 59th Avenue to a half block east of 57th Ave. This phased project may include pedestrian entry features, auto entry features, alley treatments, and street side improvements. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $200,000 $ 0 $200,000 $ 0 $ 0 $400,000 $800,000 $3,000 $3,000 $3,000 $3,000 $24,000 $39,000 Operating Impact: $3,000 Project Number: 9573 Project Description: Project Name: Street Entryway Beautification Funding Source: General Obligation Bonds Installation of streetscape and improvements to the city entryways. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $2,000,000 $2,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9574 Project Description: Project Name: Downtown Entertainment District Funding Source: General Obligation Bonds Construct street improvements, lighted walkways, and other public infrastructure to promote development of a downtown entertainment district in the area of the Beet Factory. Promote the location of restaurants, cafes, shops and art studios in the areas. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $1,000,000 $ 0 $ 0 $4,000,000 $5,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 388 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Streets G.O. Bonds Project Number: 9575 Project Description: Project Name: Multi-Cultural District Funding Source: General Obligation Bonds Emphasize our diversity by keeping the Barrios' neighborhood feel and cultural heritage and enhancing it with colorful street signage, lighting, and streetscape improvements. Attract authentic restaurants and shops in immediate area. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $2,000,000 $2,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9579 Project Description: Project Name: Downtown Urban Design Plan Funding Source: General Obligation Bonds Design and implement a master downtown urban design plan including an enhanced walking loop around Old Towne connecting Catlin Court and the Civic Center. Includes construction of a parking garage, streetscape improvements, and outdoor seating areas. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $700,000 $700,000 $ 0 $6,400,000 $7,800,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 389 City of Glendale 2002-2011 Capital Improvement Plan Category: DIF - Transportation Summary of Capital Projects Project Name *83rd Ave/Union Hills Street/Bridge Improv. Dev. Agreements - Major Arterials Dev. Agreements - Arterials Traffic Signals 59th Melinda to Pinnacle Peak Total FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 $6,150,000 $0 $0 $0 $0 $0 $0 $0 $150,000 $0 $300,000 $300,000 $150,000 $0 $300,000 $300,000 $150,000 $2,600,000 $300,000 $300,000 $300,000 $0 $300,000 $300,000 $300,000 $0 $1,000,000 $1,000,000 $1,500,000 $0 $6,300,000 $750,000 $3,350,000 $900,000 $900,000 $3,500,000 *New projects added this year. 390 City of Glendale 2002-2011 Capital Improvement Project Detail Category: DIF - Transportation Project Number: 8040 Project Description: Project Name: Improv. *83rd Ave/Union Hills Street/Bridge Funding Source: Development Impact Fees Design and construction of a four (4) lane bridge on 83rd Ave. south of Union Hills. Project also includes widening Union Hills Drive between 83rd Ave. and the 101 Freeway. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $6,150,000 $ 0 $ 0 $ 0 $ 0 $ 0 $6,150,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8992 Project Description: Project Name: Dev. Agreements - Major Arterials Funding Source: Development Impact Fees Matching money for developmental agreements for the 5 to 6 lane streets as designated in the transportation plan. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $300,000 $300,000 $300,000 $300,000 $1,000,000 $2,200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8993 Project Description: Project Name: Dev. Agreements - Arterials Funding Source: Development Impact Fees Matching money for developmental agreements for the 4 to 5 lane streets as designated in the transportation plan. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $300,000 $300,000 $300,000 $300,000 $1,000,000 $2,200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 391 City of Glendale 2002-2011 Capital Improvement Project Detail Category: DIF - Transportation Project Number: 8994 Project Description: Installation of traffic signals at various locations throughout the City as required by growth. Project Name: Traffic Signals Funding Source: Development Impact Fees Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $150,000 $150,000 $150,000 $300,000 $300,000 $1,500,000 $2,550,000 $10,350 $10,350 $20,070 $20,070 $100,350 $171,540 Operating Impact: $10,350 Project Number: 9566 Project Description: Project Name: 59th Melinda to Pinnacle Peak Funding Source: Development Impact Fees Widen to four lanes with center turn lane. Provide retaining walls and straighten curves. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $2,600,000 $ 0 $ 0 $ 0 $2,600,000 $ 0 $20,000 $20,000 $20,000 $100,000 $160,000 Operating Impact: $ 0 392 City of Glendale 2002-2011 Capital Improvement Plan Category: Streets Fund Summary of Capital Projects Project Name *ROW Beautification - Council Goal *Street Improvements -Council Goal Total FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 $200,000 $1,048,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,248,000 $ 0 $ 0 $ 0 $ 0 $ 0 *New projects added this year. 393 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Streets Fund Project Number: 9620 Project Description: Project Name: *ROW Beautification - Council Goal Funding Source: Highway User Fund Revenues Funds appropriated for right-of-way beautification throughout Glendale. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $200,000 $50,000 $50,000 $50,000 $50,000 $250,000 $500,000 Operating Impact: $50,000 Project Number: 9621 Project Description: Project Name: *Street Improvements -Council Goal Funding Source: Highway User Fund Revenues Funds appropriated for street improvements on 75th Ave., Bethany Home Rd. to Maryland; 67th Ave., Sweetwater to Thunderbird; Butler Ave., 47th to 51st; 47th Ave., Northern to Butler, Union Hills, 59th to 67th and 57th Drive, Median south of Utopia. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,048,000 $ 0 $ 0 $ 0 $ 0 $ 0 $1,048,000 $13,600 $13,600 $13,600 $13,600 $68,000 $136,000 Operating Impact: $13,600 394 Transit 2002-2011 Capital Improvement Plan TRANSIT Federal Transit Authority (FTA) grants and Transit Bonds are the primary funding sources for most Transit capital projects. These grants usually pay for 80 percent of the project, while the 20 percent local match comes from Transit Bonds. Bus stop improvements throughout the city have been planned for the first five years. Replacements and additions of buses and cars to the Transit fleet have been included in the CIP for FY 2001-02 and in future years. Appropriations are included in the CIP for the construction of a downtown Park and Ride Facility beginning in FY 2001-02 and continuing through FY 2004-05. Upgrading the Transit Administrative Facility with the remodeling and replacement of carpeting, is earmarked for FY 2001-02; the replacement of obsolete computer equipment is scheduled for FY 2002-03. Planning is in progress for the construction of a Transit Center beginning in FY 2003-04. 395 City of Glendale 2002-2011 Capital Improvement Plan Category: Transit Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Bus Stop Improvements Transit Buses and Cars Transit Computer Upgrade Facility Upgrade Park & Ride Facility Transit Center $70,000 $450,000 $0 $0 $500,000 $0 $150,000 $0 $65,000 $0 $3,500,000 $0 $0 $260,000 $0 $0 $500,000 $500,000 $140,000 $195,000 $40,000 $0 $3,500,000 $1,870,000 $0 $210,000 $60,000 $75,000 $0 $1,900,000 $520,000 $850,000 $150,000 $250,000 $4,500,000 $1,600,000 $1,020,000 $3,715,000 $1,260,000 $5,745,000 $2,245,000 $7,870,000 Total *New projects added this year. 396 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Transit Project Number: 8601 Project Description: Project Name: Bus Stop Improvements Funding Source: General Obligation Bonds This project provides for passenger amenities such as benches, trash cans and shelters along Glendale's fixed route bus service. Funding 80% grants, 20% local match. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $70,000 $150,000 $ 0 $140,000 $ 0 $520,000 $880,000 $1,500 $ 0 $1,350 $ 0 $66,000 $69,900 Operating Impact: $1,050 Project Number: 8603 Project Description: This project provides for replacement and addition for the fleet. Funding 80% grants, 20% local match. Project Name: Transit Buses and Cars Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $450,000 $ 0 $260,000 $195,000 $210,000 $850,000 $1,965,000 $ 0 $12,000 $12,000 $12,000 $60,000 $143,516 Operating Impact: $47,516 Project Number: 8607 Project Description: Project Name: Transit Computer Upgrade Funding Source: General Obligation Bonds Replacement of obsolete computer equipment for Transit Division. Funding 80% grants, 20% local match. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $65,000 $ 0 $40,000 $60,000 $150,000 $315,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 397 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Transit Project Number: 8609 Project Description: Upgrade Transit Administrative facility, including remodeling, and replacement of carpeting and office equipment. Funding 80% grant, 20% local match. Project Name: Facility Upgrade Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $75,000 $250,000 $325,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8610 Project Description: Park & Ride Facilities in Glendale. FTA Funds have been requested. Funding would be 80% grant and 20% local match. Project Name: Park & Ride Facility Funding Source: General Obligation Bonds Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $500,000 $3,500,000 $500,000 $3,500,000 $ 0 $4,500,000 $12,500,000 $ 0 $20,000 $20,000 $40,000 $40,000 $120,000 Operating Impact: $ 0 Project Number: 8611 Project Description: Project Name: Transit Center Funding Source: General Obligation Bonds A multi-model Transit Center. FTA funds have been requested. Funding would be 80% grant and 20% local match. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $500,000 $1,870,000 $1,900,000 $1,600,000 $5,870,000 $ 0 $ 0 $35,000 $35,000 $175,000 $245,000 Operating Impact: $ 0 398 Water and Sewer 2002-2011 Capital Improvement Plan WATER AND SEWER Water and sewer capital projects account for the largest portion of CIP funds. Most water and sewer projects will be funded from Water and Sewer Fund revenue. The city expects to receive several million dollars in low-interest state loans for some of the projects. Continuing in FY 2001-02, CIP funding has been set aside for a comprehensive evaluation of the condition of the city’s sewer system, and the development of a systematic plan for rehabilitating and replacing deteriorating sewers and manholes. During the same time, an evaluation of the city’s water distribution system will be undertaken, followed by the preparation of a water line remediation plan. Several very large capital projects will be funded and constructed over extended time periods. For example, construction of the Western Area Wastewater Plant that began in FY 1995-96 is expected to continue through FY 2007-2011. Approximately $33 million has been allocated in FY 2002 through 2005 for the building of additional water treatment capacity to provide for drinking water in the developing areas of Glendale. Payments to Phoenix/Sub-Regional Operating Group (SROG) for wastewater treatment plant upgrades will continue through FY 07-11 Projects are also planned for the replacement and extension of various water and sewer lines throughout the city. Several water conservation and reuse projects are also included in the CIP. 399 City of Glendale 2002-2011 Capital Improvement Plan Category: Water and Sewer Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 * Waterline, 115th & Glendale * 67th - 115th, Northern-C'back Sewer *Backbone Fiber Optic/Cholla WTP *Additional Water Capacity CAP Water Purchase Zone 1 and Zone 2 Improvements Cholla Telemetry Capacity Improvements Water Zone 4 Improvements Sewer System Evaluation Water Distribution System Evaluation Arrowhead Sewer Lines Sewers for Areas on Septic Systems West Area Wastewater Plant Sewer Odor Control Line Replacement & Extension 91st Ave. Construction Pyramid Peak Water Treatment Plant Cholla Booster Station Upgrade Outer Loop Effluent Line Cholla Solids Handling Facility 61st Ave. Sewer Line 67th Ave. Booster Station Pyramid Peak Storage Cholla Treatment Plant Storage Storage and Recovery Well West Area Reuse Pipelines $300,000 $0 $0 $500,000 $0 $0 $0 $500,000 $0 $1,000,000 $0 $1,000,000 $500,000 $3,500,000 $0 $0 $75,000 $100,000 $0 $200,000 $100,000 $0 $0 $0 $3,500,000 $13,000,000 $13,000,000 $0 $200,000 $200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000 $1,000,000 $0 $0 $1,200,000 $0 $0 $0 $1,000,000 $1,800,000 $0 $1,800,000 $4,300,000 $0 $1,000,000 $1,000,000 $6,000,000 $0 $1,900,000 $2,800,000 $0 $0 $1,000,000 $6,000,000 $300,000 $2,100,000 $3,100,000 $0 $200,000 $0 $7,200,000 $300,000 $2,100,000 $3,300,000 $0 $600,000 $1,800,000 $0 $2,000,000 $0 $20,000,000 $0 $300,000 $2,100,000 $10,500,000 $3,000,000 $10,000,000 $0 $1,000,000 $0 $1,500,000 $5,000,000 $0 $0 $0 $0 $0 $0 $0 $500,000 $7,000,000 $500,000 $0 $0 $0 $0 $1,000,000 $0 $500,000 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $6,000,000 $0 $0 $1,000,000 $0 $500,000 $0 $0 $0 $0 $4,000,000 $1,000,000 $0 Total $1,000,000 $500,000 $0 $0 $1,000,000 $0 $2,400,000 $4,000,000 $2,000,000 $20,175,000 $25,800,000 $28,300,000 $34,800,000 $12,400,000 $60,700,000 *New projects added this year. 400 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 8015 Project Description: Project Name: * Waterline, 115th & Glendale Funding Source: Water & Sewer Revenues Install approximately 1/2 mile of 12" in Glendale Ave. and about 1/2 mile of 8" in 115th Ave alignment to complete the distribution grid and improve water quality. DRIVING FACTOR: Growth, Customer Service, Water Quality - DISTRICT: Yucca Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $300,000 $ 0 $ 0 $ 0 $ 0 $ 0 $300,000 $5,000 $5,000 $10,000 $10,000 $20,000 $50,000 Operating Impact: $ 0 Project Number: 8017 Project Description: Project Name: * West Area Sewer Line Funding Source: Water & Sewer Revenues Installation of new or replacement of existing sewer mains from 67th Ave west to 115th Ave and from Northern to Camelback. The starting area will be 95th from Glendale DRIVING FACTOR: Growth, Customer Service, System Improv. - DISTRICT: Yucca, Ocotillo Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $500,000 $ 0 $500,000 $1,000,000 $1,000,000 $3,000,000 $ 0 $10,000 $10,000 $10,000 $50,000 $80,000 Operating Impact: $ 0 Project Number: 8055 Project Description: Project Name: *Backbone Fiber Optic/Cholla WTP Funding Source: Water & Sewer Revenues A backbone fiberoptic backbone communications system to support the computerized signal system that will connect to the Cholla Treatment Plant. DRIVING FACTOR Customer Service, System Improvement DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 401 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 8056 Project Description: Project Name: *Additional Water Capacity Funding Source: Water & Sewer Revenues The study by Black & Veatch recommends building additional water treatment capacity to provide drinking water in the developing areas of Glendale. DRIVING FACTOR: Growth, Customer Service - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $3,500,000 $3,500,000 $13,000,000 $13,000,000 $ 0 $ 0 $33,000,000 $ 0 $ 0 $ 0 $2,500,000 $12,500,000 $15,000,000 Operating Impact: $ 0 Project Number: 9009 Project Description: Required purchase of CAP water to meet demands of the City. DRIVING FACTOR: Customer Service, Growth DISTRICT: All Project Name: CAP Water Purchase Funding Source: Water & Sewer Revenues Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $200,000 $200,000 $200,000 $1,000,000 $1,600,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9010 Project Description: Project Name: Zone 1 and Zone 2 Improvements Funding Source: Water & Sewer Revenues This project will involve improvements to the water system in Zones 1 and 2 (I.e. Anticipated improvements major line, pump station) DRIVING FACTOR : Regulatory, Growth, Customer, Service - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 402 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 9011 Project Description: Project Name: Cholla Telemetry Funding Source: Water & Sewer Revenues This project will involve the installation of telemetry equipment at various sites throughout the city and the linking of those sites to the Cholla Water Treatment Plant. DRIVING FACTOR: Customer Service, System Improvements. - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $75,000 $ 0 $ 0 $ 0 $ 0 $ 0 $75,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9213 Project Description: Project Name: Membrane Filtration Pilot Program Funding Source: Water & Sewer Revenues A pilot study to test the ability of membrane filtration to treat water at the Cholla Water Treatment Plant. This process improves the taste & odor of water. DRIVING FACTOR: Regulatory, System Improvements DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $100,000 $ 0 $ 0 $ 0 $ 0 $ 0 $100,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9232 Project Description: Project Name: Water Zone 4 Line Additions Funding Source: Water & Sewer Revenues To provide for the construction of anticipated additional water lines in the Zone 4 area to increase fire protection, optimize looping and improve water transmission capabilities. DRIVING FACTOR: System Improvements - DISTRICT: Yucca Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $1,000,000 $ 0 $1,200,000 $2,200,000 $ 0 $ 0 $ 0 $50,000 $250,000 $300,000 Operating Impact: $ 0 403 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 9233 Project Description: Project Name: Sewer System Evaluation Funding Source: Water & Sewer Revenues A 5 year project (in its 3rd yr.) to evaluate the condition of the city's sewer system and develop a systematic plan for rehabilitating and replacing deteriorated sewers and manholes. DRIVING FACTOR: System Improvements; Regulatory - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9234 Project Description: Project Name: Water Distribution System Evaluation Funding Source: Water & Sewer Revenues A 5 year project (in its 3rd yr.) to evaluate the condition of the city's water distribution system and develop a systematic plan for rehabilitating and replacing deteriorated water lines. DRIVING FACTOR: System Improvements - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $100,000 $100,000 $100,000 $ 0 $ 0 $ 0 $300,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9236 Project Description: Project Name: Arrowhead Sewer Modifications Funding Source: Water & Sewer Revenues Arrowhead Ranch area improvements (i.e.. Odor Scrubbers) to control for odor (at the force main) at the 67th & Beardsley and at the 83rd & Bell lift stations. DRIVING FACTOR: Customer Service, System Improvements - DISTRICT: Cholla Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $1,000,000 $ 0 $200,000 $600,000 $1,800,000 $3,600,000 $ 0 $30,000 $30,000 $30,000 $80,000 $170,000 Operating Impact: $ 0 404 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 9240 Project Description: Project Name: Sewers for Areas on Septic Systems Funding Source: Water & Sewer Revenues Construct mainline sewer extensions for areas currently on septic systems. This may include land acquisition for these purposes. DRIVING FACTOR: Customer Service, Regulatory - DISTRICT: Sahuaro and other TBA Districts Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,000,000 $1,000,000 $1,000,000 $ 0 $ 0 $2,000,000 $5,000,000 $10,000 $10,000 $10,000 $20,000 $150,000 $200,000 Operating Impact: $ 0 Project Number: 9246 Project Description: Project Name: West Area Wastewater Plant Funding Source: Water & Sewer Revenues Expansion of Western Area Reclamation Facility from 4.3 million gallons per day (mgd) to 15 mgd. This project is being phased in, and the first phase will be from 4.3 mgd to 7 mgd. DRIVING FACTOR: Growth, Customer Service - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,800,000 $6,000,000 $6,000,000 $7,200,000 $ 0 $20,000,000 $41,000,000 $40,000 $80,000 $120,000 $240,000 $1,200,000 $1,680,000 Operating Impact: $ 0 Project Number: 9248 Project Description: Project Name: Sewer Odor Control Sites Funding Source: Water & Sewer Revenues This project will involve the installation of anticipated dosing sites. The first site will be the 71st Ave. & Frier Station. DRIVING FACTOR: Growth, Customer Service, System Improvements - DISTRICT: Ocotillo and other TBA Districts. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $300,000 $300,000 $ 0 $300,000 $900,000 $ 0 $ 0 $30,000 $30,000 $150,000 $210,000 Operating Impact: $ 0 405 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 9249 Project Description: Project Name: Water Line Replacement Funding Source: Water & Sewer Revenues Replacement of various water lines throughout the city. This project is supported by the findings/recommendations of the CH2M-Hill Study. DRIVING FACTOR: System Improvements, Growth, System Reliability - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $812,500 $850,000 $925,000 $925,000 $925,000 $4,625,000 $9,062,500 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9258 Project Description: Project Name: 91st Ave. Construction Funding Source: Water & Sewer Revenues Payments to Phoenix/Sub-Regional Operating Group (SROG) for wastewater treatment plant upgrades to the existing 153 million gallons per day facility. DRIVIING FACTOR: System Improvements, Regulatory DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $4,300,000 $2,800,000 $3,100,000 $3,300,000 $3,000,000 $10,000,000 $26,500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9260 Project Description: Project Name: Pyramid Peak Water Treatment Plant Funding Source: Water & Sewer Revenues This project is for anticipated regulatory changes and future major maintenance of equipment. DRIVING FACTOR: System Improvements, Regulatory, System Reliability - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 406 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 9262 Project Description: Project Name: Cholla Booster Station Upgrade Funding Source: Water & Sewer Revenues Upgrade the existing booster station at Cholla Water Treatment Plant for pressure in Zone 1. DRIVING FACTOR: System Improvements - DISTRICT: Barrell, Yucca, Ocotillo, Cactus Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $150,000 $150,000 Operating Impact: $ 0 Project Number: 9269 Project Description: Project Name: Outer Loop Effluent Line Funding Source: Water & Sewer Revenues Project to transport effluent water to serve various turf facilities between 59th and 67th Avenues on Beardsley Road. DRIVING FACTOR: Water Conservation, System Improvements, Customer Service - DISTRICT: Cholla Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $1,500,000 $500,000 $500,000 $ 0 $500,000 $500,000 $3,500,000 $50,000 $50,000 $50,000 $50,000 $250,000 $450,000 Operating Impact: $ 0 Project Number: 9272 Project Description: Project Name: Cholla Solids Handling Facility Funding Source: Water & Sewer Revenues This project is required to meet the solids handling regulations of the EPA. DRIVING FACTOR: Regulatory - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $5,000,000 $7,000,000 $ 0 $ 0 $ 0 $ 0 $12,000,000 $400,000 $400,000 $400,000 $400,000 $2,000,000 $3,600,000 Operating Impact: $ 0 407 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 9273 Project Description: Project Name: 61st Ave. Sewer Line Funding Source: Water & Sewer Revenues This project will increase the sewer line on 61st Ave. (Northern to Alice) to 12". The existing 8" line is at capacity and growth is expected in the area. DRIVING FACTOR: System Improvements, Growth - DISTRICT: Ocotillo Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $500,000 $ 0 $ 0 $ 0 $ 0 $500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9274 Project Description: Project Name: Sta. Modifications to the 67th/Greenway Lift Funding Source: Water & Sewer Revenues This project will reduce odors by installing an odor control scrubber station and block wall and make the hydrogen peroxide dosing station permanent. DRIVING FACTOR: System Improvements, Customer Service DISTRICT: Cholla, Sahuaro Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $ 0 $1,000,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $180,000 $180,000 Operating Impact: $ 0 Project Number: 9275 Project Description: Project Name: Pyramid Peak Storage Funding Source: Water & Sewer Revenues Construction of a reservoir for the Pyramid Peak Water Treatment Plant with an estimated capacity of 10 million gallons to handle peak day and fire flow demands. DRIVING FACTOR: System Improvements DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $2,000,000 $6,000,000 $ 0 $ 0 $8,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 408 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 9276 Project Description: Project Name: Additional Treatment Plant Storage Funding Source: Water & Sewer Revenues The City of Glendale requires additional storage capacity. This project plans for those additional storage capacity needs and will help meet peak day and fire flow demands. DRIVING FACTOR: Resource Conservation, Customer Service - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $4,000,000 $2,400,000 $6,400,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9277 Project Description: Project Name: Storage and Recovery Well Funding Source: Water & Sewer Revenues This project will install wells for use in both recharge and recovery. Installing wells will allow the City of Glendale to receive and use its own groundwater credit. DRIVING FACTOR: Resource Conservation, Customer Service, Growth - DISTRICT: Yucca Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $ 0 $1,000,000 $4,000,000 $5,000,000 $ 0 $ 0 $ 0 $ 0 $40,000 $40,000 Operating Impact: $ 0 Project Number: 9278 Project Description: Project Name: West Area Reuse Pipelines Funding Source: Water & Sewer Revenues In conjunction with the WAWR facility, this project will provide treated effluent for direct use at selected open space sites and/or re-charge facilities. DRIVING FACTOR: Water Conservation, Customer Service DISTRICT: Yucca Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $1,000,000 $ 0 $1,000,000 $ 0 $2,000,000 $4,000,000 $ 0 $50,000 $50,000 $50,000 $250,000 $400,000 Operating Impact: $ 0 409 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Water and Sewer Project Number: 9623 Project Description: Project Name: Sewer Line Replacement Funding Source: Water & Sewer Revenues This project is supported by the findings/recommendations of the HDR study. It will replace various sewer lines throughout the City. DRIVING FACTOR: System Improvements, Customer Service, System Reliability - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $812,500 $850,000 $925,000 $925,000 $925,000 $4,625,000 $9,062,500 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9624 Project Description: Project Name: Sewer Line Extention Funding Source: Water & Sewer Revenues This project requires the extension of various sewer lines throughout the city. DRIVING FACTOR: Development due to growth; System Reliability, Customer Service DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $87,500 $100,000 $125,000 $125,000 $125,000 $625,000 $1,187,500 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Operating Impact: $10,000 Project Number: 9625 Project Description: Project Name: Water Line Extention Funding Source: Water & Sewer Revenues This project will require the extension of various water lines throughout the city. DRIVING FACTOR: Development due to growth, Customer Service, System Reliability - DISTRICT: All Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $87,500 $100,000 $125,000 $125,000 $125,000 $625,000 $1,187,500 $10,000 $10,000 $10,000 $10,000 $50,000 $100,000 Operating Impact: $10,000 410 Other Capital Projects 2002-2011 Capital Improvement Plan OTHER CAPITAL PROJECTS Public Housing Projects • The city anticipates receiving about $350,000 in Federal Department of Housing and Urban Development grants in FY 2001-02 for capital improvements at the city’s public housing developments, and an additional $350,000 per year in grants through FY 2003-06. Civic Center Projects The projects in this category are accounted for in the General Fund and the projects include: • • • In FY 2001-02 expansion of the existing storage space by building approximately 30 feet into the loading dock; landscaping and lighting improvements in the courtyards and plaza. In FY 2002-03 approximately $200,000 has been earmarked for the completion of the front plaza circular drive; a reserve fund for regular facility maintenance beginning in FY 2002-03 and continue through FY 2005-06 is included in the CIP Facility renovation and enhancements that will include additional storage space and small meeting rooms is planned for FY 2004-05. General Fund Projects Major capital projects accounted for in the General Fund section of the CIP include: • Approximately $700,000 in ongoing annual funding for the city’s Neighborhood Partnership Program. • $100,000 has been earmarked for the potential purchase of Habitat for Humanity lots in FY 2001-02. • Acquisition of property for economic development purposes has approximately $2,500,000 in funding for the next four years. • The last remaining annual payments for the acquisition of Camelback Ranch land near the Glendale Airport, and $200,000 for the Baptist Church Building. • $100,000 as a public building maintenance reserve account for major facility repairs and $300,000 in ongoing annual funding for Building Maintenance Projects. • The Paint, Plant, Pave & Sign Program to assist older commercial centers to rehabilitate their centers has $200,000 in FY 01-02 and $150,000 in FY 02-03 through FY 04-05. 411 2002-2011 Capital Improvement Plan Art In Public Places Projects In 1983, the City Council created the Municipal Art Fund. Initially, one-half of one percent of the cost of every public construction project was set aside in a special CIP account to promote the creative use of art in public places. The Glendale Arts Commission was formed to select works of art to be commissioned or purchased through the Municipal Arts Fund. In 1999, the City Council increased the set-aside amount for the Municipal Art Fund to one percent. Five percent of this fund will be allocated to the preservation and maintenance of Glendale’s substantial public art collection. Art Fund dollars have been used to purchase the award-winning 1997 brick sculpture, “Tribute to Firefighters,” at Fire Station 157, and several major art pieces for the Foothills Branch Library. 412 City of Glendale 2002-2011 Capital Improvement Plan Category: Housing Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Housing Capital $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 Total *New projects added this year. 413 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Housing Project Number: 8475 Project Name: Housing Capital Funding Source: Housing Project Description: Various housing-related capital projects, as approved through the federal Department of Housing and Urban Development (federal grants). Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 $3,500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 414 City of Glendale 2002-2011 Capital Improvement Plan Category: Civic Center Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 * Civic Center Add'l Storage Space * Civic Center Landscape & Lighting Civic Ctr. Enhancements/Front Plaza Civic Center Maintenance Reserve Civic Center Renovation $200,000 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $100,000 $0 $0 $100,000 $0 $0 $100,000 $500,000 $0 $100,000 $0 $0 $500,000 $2,000,000 $500,000 $300,000 $100,000 $600,000 $100,000 $2,500,000 Total *New projects added this year. 415 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Civic Center Project Number: 8031 Project Description: Project Name: * Civic Center Add'l Storage Space Funding Source: General Fund Expanding existing storage space by building approximately 30' into the loading dock. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8032 Project Description: Project Name: * Civic Center Landscape & Lighting Funding Source: General Fund Civic Center landscape and lighting improvements in courtyards and plaza. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $300,000 $ 0 $ 0 $ 0 $ 0 $ 0 $300,000 $ 0 $ 0 $ 0 $ 0 $ 0 $36,000 Operating Impact: $36,000 Project Number: 8582 Project Description: Project Name: Civic Ctr. Enhancements/Front Plaza Funding Source: General Fund Completion of the front plaza circular drive and enhancements to the plaza and southwest corner landscaping. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $200,000 $ 0 $ 0 $ 0 $ 0 $200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 416 City of Glendale 2002-2011 Capital Improvement Project Detail Category: Civic Center Project Number: 8583 Project Description: Project Name: Civic Center Maintenance Reserve Funding Source: General Fund This is a reserve fund for regular facility maintenance, ie. items such as carpet replacement and facility upgrades. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $100,000 $100,000 $100,000 $100,000 $500,000 $900,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8584 Project Description: Project Name: Civic Center Renovation Funding Source: General Fund Facility renovation and enhancements, including additional storage space and smaller meeting rooms. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $ 0 $ 0 $ 0 $500,000 $ 0 $2,000,000 $2,500,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 417 City of Glendale 2002-2011 Capital Improvement Plan Category: General Fund Summary of Capital Projects Project Name FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 *Econ. Dev. Property Acquisition Paint, Plant, Pave & Sign Program Neighborhood Improvement Grants Building Maintenance Projects Building Maintenance Reserve Camelback Ranch - Airport Baptist Church Acquisition *Land Acquisition/Habitat for Humanity *Property Acquisition $500,000 $200,000 $700,000 $300,000 $100,000 $366,000 $200,000 $100,000 $500,000 $150,000 $700,000 $300,000 $100,000 $0 $0 $0 $500,000 $150,000 $700,000 $300,000 $100,000 $0 $0 $0 $1,000,000 $150,000 $700,000 $300,000 $100,000 $0 $0 $0 $1,000,000 $0 $700,000 $300,000 $100,000 $0 $0 $0 $3,500,000 $750,000 $3,500,000 $1,500,000 $500,000 $0 $0 $0 $330,000 $0 $0 $0 $0 $0 $2,796,000 $1,750,000 $1,750,000 $2,250,000 $2,100,000 $9,750,000 Total *New projects added this year. 418 City of Glendale 2002-2011 Capital Improvement Plan Category: General Fund Project Number: 8039 Project Description: Project Name: *Econ. Dev. Property Acquisition Funding Source: General Fund Acquisition of property for economic development purposes. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $500,000 $500,000 $500,000 $1,000,000 $1,000,000 $3,500,000 $7,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8922 Project Description: Project Name: Paint, Plant, Pave & Sign Program Funding Source: General Fund A grant program to assist older commercial centers to rehabilitate their centers. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $200,000 $150,000 $150,000 $150,000 $ 0 $750,000 $1,400,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8968 Project Description: Project Name: Neighborhood Improvement Grants Funding Source: General Fund Grants to neighborhood groups for improvements to their neighborhoods as recommended by the Commission on Neighborhoods. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $700,000 $700,000 $700,000 $700,000 $700,000 $3,500,000 $7,000,000 $5,500 $5,500 $6,000 $6,000 $30,000 $58,000 Operating Impact: $5,000 419 City of Glendale 2002-2011 Capital Improvement Plan Category: General Fund Project Number: 8983 Project Description: Project Name: Building Maintenance Projects Funding Source: General Fund Repairs to city facilities, such as roof repairs, plumbing and electrical replacement, etc. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 $3,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8984 Project Description: Project Name: Building Maintenance Reserve Funding Source: General Fund Contingency reserve for major facility repairs. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $1,000,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 8988 Project Description: Project Name: Camelback Ranch - Airport Funding Source: General Fund Payments to complete the purchase of the Camelback Ranch property south of the Glendale Airport to prevent conflicts with Airport operations. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $366,000 $ 0 $ 0 $ 0 $ 0 $ 0 $366,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 420 City of Glendale 2002-2011 Capital Improvement Plan Category: General Fund Project Number: 8989 Project Description: Project Name: Baptist Church Acquisition Funding Source: General Fund Payments to complete the purchase of the First Southern Baptist Church property in downtown for future use. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $200,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9619 Project Description: Project Name: *Land Acquisition/Habitat for Humanity Funding Source: General Fund Funds appropriated for the potential purchase of Habitat for Humanity lots. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $100,000 $ 0 $ 0 $ 0 $ 0 $ 0 $100,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 Project Number: 9622 Project Description: Project Name: *Property Acquisition Funding Source: General Fund Funds appropriated for land acquisition for various uses. Project Costs: FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 07-11 Project Total: $330,000 $ 0 $ 0 $ 0 $ 0 $ 0 $330,000 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 Operating Impact: $ 0 421 2002-2011 Capital Improvement Plan FY 2002-2011 Capital Improvement Plan Staff Contacts Larry Broyles, Acting City Engineer................................................................................930-3630 Pilar Aguilar, Budget & Rate Manager.............................................................................930-2133 Jean Baxter, City Judge.....................................................................................................930-2413 James Book, City Traffic Engineer...................................................................................930-2937 David Dobrotka, Police Chief...........................................................................................930-3056 Brooke Edwards, Fire Chief .............................................................................................930-3451 Sylvia Forry, Management and Budget Analyst...............................................................930-2267 Michael Hoyt, Field Operations Director .........................................................................930-2602 Paula Ilardo, Marketing Director.....................................................................................930-2962 Art Lynch, Finance Director.............................................................................................930-2480 Warren Smith, Parks and Recreation Director..................................................................930-2827 Rodeane Widom, Library Director ...................................................................................930-3562 ASSISTING TECHNICAL EXPERTS: Diane Adams, Transit Supervisor.....................................................................................930-3507 Teresa Corless, Management Assistant, Police ................................................................930-3254 Don French, Traffic Lighting Manager, Traffic Engineering...........................................930-2938 Norm Gumenik, Landfill Superintendent .........................................................................930-2659 John Mickel, Facilities Management Superintendent.......................................................930-2641 Shirley Medler, Recreation Superintendent......................................................................930-2669 Gloria O’Laya, Senior Management Assistant, Engineering............................................930-3665 Erik Strunk, Neighborhood Partnership Administrator ....................................................930-2869 Sandy Van Winkle, Management Assistant, Fire Department .........................................930-3412 Jim Witkowski, Community Housing...............................................................................930-2180 Dave Hall, Sr. Management Assistant, Field Operations .................................................930-2612 422 Line Item Appropriation by Fund City of Glendale 2001-2002 Capital Appropriation by Fund Fund General Fund Program Name Object Econ. Dev. Property Acquisition Object Name City Hall Remodel Downtown Facade Program 01-8039 8100 Land 966,670 Carryover 01-8039 $1,466,670 8300 Improv./Non Bldg. 8320 Misc Cap Projects Phone/Alarm System - Sahuaro Ra 8300 Improv./Non Bldg. Paint, Plant, Pave & Sign Program 8330 Prof & Contr - Cap P 8320 Misc Cap Projects 8320 Misc Cap Projects Total Paint, Plant, Pave & Sign Program General Fund Neighborhood Improvement Grant 8330 Prof & Contr - Cap P Total Neighborhood Improvement Grants Downtown Projects 8320 Misc Cap Projects Total Downtown Projects General Fund Sensory Garden Building Maintenance Projects 8300 Improv./Non Bldg. Building Maintenance Reserve Baptist Church Acquisition 380,370 Carryover 50,000 New Funding 150,000 Base 01-8922 01-8922 01-8922 700,000 Base 01-8968 849,070 Carryover 01-8968 $1,549,070 230,000 Carryover 01-8970 175,340 Carryover 01-8974 01-8983 8330 Prof & Contr - Cap P 120,000 Base 01-8983 8330 Prof & Contr - Cap P 95,000 Base 01-8983 8330 Prof & Contr - Cap P 85,000 Base 01-8983 $670,000 8200 Buildings 100,000 Base 78,000 Carryover 01-8984 01-8984 $178,000 8100 Land Total Camelback Ranch Land Acquisition General Fund $49,000 370,000 Carryover Total Building Maintenance Reserve Camelback Ranch Land Acquisiti 01-8917 8300 Improv./Non Bldg. 8200 Buildings General Fund 49,000 Carryover $175,340 Total Building Maintenance Projects General Fund 01-8903 $230,000 Total Sensory Garden General Fund 62,385 Carryover $580,370 8300 Improv./Non Bldg. General Fund 01-8901 $62,385 Total Phone/Alarm System - Sahuaro Ranch General Fund 1,714,211 Carryover $1,714,211 Total Downtown Facade Program General Fund Account 500,000 Base Total City Hall Remodel General Fund Funding Type 8100 Land Total Econ. Dev. Property Acquisition General Fund FY 01-02 Budget 8100 Land Total Baptist Church Acquisition 366,000 New Funding $366,000 200,000 New Funding $200,000 423 01-8986 01-8989 City of Glendale 2001-2002 Capital Appropriation by Fund Fund General Fund Program Name *Land Acquisition/Habitat for Hu Object Object Name 8100 Land Total *Land Acquisition/Habitat for Humanity General Fund *Property Acquisition 8100 Land Total *Property Acquisition Street Fund * Civic Center Add'l Storage Spac 8300 Improv./Non Bldg. * Civic Center Landscape & Light 8300 Improv./Non Bldg. 8300 Improv./Non Bldg. 300,000 New Funding 162,000 Carryover 06-8032 12-8913 *ROW Beautification - Council G 8330 Prof & Contr - Cap P 20,000 New Funding 12-9620 8974 Engineering Chgbk - 19,000 New Funding 12-9620 161,000 New Funding 12-9620 *Street Improvements -Council G $200,000 8330 Prof & Contr - Cap P 100,000 New Funding 12-9621 8974 Engineering Chgbk - 30,000 New Funding 12-9621 918,000 New Funding 12-9621 Total *Street Improvements -Council Goal $1,048,000 Total Street Fund $1,410,000 Foothills Park Phase II (Zone 3) 8300 Improv./Non Bldg. 463,980 Carryover 14-8527 8300 Improv./Non Bldg. 700,000 New Funding 14-8527 Total Foothills Park Phase II (Zone 3) Dos Lagos Park - Zone 3 $1,163,980 8320 Misc Cap Projects Total Dos Lagos Park - Zone 3 DIF - Parks 06-8031 $162,000 8300 Improv./Non Bldg. DIF - Parks 01-9622 $200,000 $500,000 Total *ROW Beautification - Council Goal DIF - Parks 200,000 New Funding Total Civic Center 8300 Improv./Non Bldg. Street Fund 330,000 New Funding $300,000 Target Neighborhood-S. Glendale 01-9619 $100,000 Total * Civic Center Landscape & Lighting Total Target Neighborhood-S. Glendale Street Fund 100,000 New Funding Account $7,671,046 Total * Civic Center Add'l Storage Space Civic Center Funding Type $330,000 Total General Fund Civic Center FY 01-02 Budget 100,000 Carryover 14-8549 $100,000 Park Development - 71st/Greenwa 8300 Improv./Non Bldg. 549,970 Carryover 14-8929 8974 Engineering Chgbk - 10,000 Carryover 14-8929 8330 Prof & Contr - Cap P 40,000 Carryover 14-8929 Total Park Development - 71st/Greenway (Zone 3) 424 $599,970 City of Glendale 2001-2002 Capital Appropriation by Fund Fund DIF - Parks Program Name Object Grand Canal Linear (Zone 1) Object Name 8300 Improv./Non Bldg. Total Grand Canal Linear (Zone 1) DIF - Parks DVUSD Ballfield Lights (Zone 3) 8330 Prof & Contr - Cap P Thunderbird Fence (Zone 3) 8330 Prof & Contr - Cap P DIF Police Fac DIF Streets Total DIF Library $103,000 8100 Land 257,000 Carryover Total Fire Station Land Acquisition $257,000 Total DIF Fire $257,000 Gateway Public Safety Building - 8330 Prof & Contr - Cap P 6,000,000 New Funding Total Gateway Public Safety Building -DIF $6,000,000 Total DIF Police Fac $6,000,000 *83rd Ave/Union Hills Street/Brid 8974 Engineering Chgbk - Total *83rd Ave/Union Hills Street/Bridge Improv. Dev. Agreements - Major Arterial 8300 Improv./Non Bldg. Total Dev. Agreements - Major Arterials Dev. Agreements - Arterials Traffic Signals 14-9004 14-9007 14L-8961 14PF-9018 14PP-9603 100,000 New Funding 14S-8040 5,800,000 New Funding 14S-8040 250,000 New Funding 14S-8040 $6,150,000 40,000 Carryover 14S-8992 $40,000 8300 Improv./Non Bldg. Total Dev. Agreements - Arterials DIF Streets 103,000 New Funding $103,000 8330 Prof & Contr - Cap P DIF Streets 65,000 Carryover Total Library Books - Population Growth 8300 Improv./Non Bldg. DIF Streets 200,000 Carryover $2,528,950 Library Books - Population Growt 8320 Misc Cap Projects Fire Station Land Acquisition 14-9002 $65,000 Total DIF - Parks DIF Fire 400,000 Carryover Account $200,000 Total Thunderbird Fence (Zone 3) DIF Library Funding Type $400,000 Total DVUSD Ballfield Lights (Zone 3) DIF - Parks FY 01-02 Budget 40,000 Carryover 14S-8993 $40,000 8400 Equipment Total Traffic Signals 150,000 New Funding $150,000 Total DIF Streets $6,380,000 425 14S-8994 City of Glendale 2001-2002 Capital Appropriation by Fund Fund Housing Program Name Housing Capital Object Object Name 8400 Equipment 8320 Misc Cap Projects 8320 Misc Cap Projects 8300 Improv./Non Bldg. FY 01-02 Budget Funding Type Account 20,000 New Funding 19-8475 170,000 New Funding 19-8475 56,000 Carryover 160,000 New Funding Total Housing Capital $406,000 Total Housing $406,000 19-8475 19-8475 Government Facilit Field Operations Land Acquisition 8330 Prof & Contr - Cap P 7,879,000 New Funding 30-8563 8974 Engineering Chgbk - 115,000 New Funding 30-8563 6,000 New Funding 30-8563 8320 Misc Cap Projects Total Field Operations Land Acquisition $8,000,000 Total Government Facility $8,000,000 Economic Develop Redevelopment Land Acquisition Airport Capital 8100 Land Total Redevelopment Land Acquisition $946,789 Total Economic Development $946,789 * Runway Lengthening Improvem 8330 Prof & Contr - Cap P Total * Runway Lengthening Improvements Airport Capital Land Acquisition 8100 Land Total Land Acquisition Airport Capital Airport Capital 946,789 Carryover 850,000 New Funding $850,000 442,932 Carryover 14,802 Carryover Total Airport Environmental Assessment $14,802 Runway/Taxiway Ext. and Overla 2,706,905 Carryover 8300 Improv./Non Bldg. Total Runway/Taxiway Ext. and Overlay $2,706,905 Total Airport Capital $4,014,639 34-8570 34-8571 34-8572 8974 Engineering Chgbk - 13,000 New Funding 35-8521 8330 Prof & Contr - Cap P 487,000 New Funding 35-8521 Total Thunderbird Paseo Improvements Open Space/Trails Downtown Greenbelt 34-8024 $442,932 Airport Environmental Assessmen 8320 Misc Cap Projects Open Space/Trails Thunderbird Paseo Improvements 32-9606 $500,000 8100 Land 150,000 Carryover Total Downtown Greenbelt $150,000 Total Open Space/Trails $650,000 426 35-9609 City of Glendale 2001-2002 Capital Appropriation by Fund Fund Park Bond Fund Program Name * Park Re-development Object Object Name 8330 Prof & Contr - Cap P Total * Park Re-development Park Bond Fund * Glendale Community Center Ex Adult Center Relocation 8330 Prof & Contr - Cap P 8100 Land Parks Master Plan North Area Pool 100,000 New Funding 36-8057 8330 Prof & Contr - Cap P 400,000 New Funding 36-8057 $8,300,000 8330 Prof & Contr - Cap P 8330 Prof & Contr - Cap P Park Enhancements Land Acquisition Park Bond Fund Facility Renovations 36-8509 8974 Engineering Chgbk - 30,000 New Funding 36-8509 1,520,000 New Funding 36-8509 $1,750,000 8330 Prof & Contr - Cap P 8300 Improv./Non Bldg. 200,000 New Funding 36-8517 8100 Land 479,000 Carryover 36-8518 8100 Land 750,000 New Funding 36-8518 $1,229,000 8300 Improv./Non Bldg. 40,000 New Funding Total Facility Renovations $40,000 Skunk Creek Linear Park Develop 8300 Improv./Non Bldg. 1,923,350 Carryover Grand Canal Linear /Regional Dvl 8330 Prof & Contr - Cap P Bonsall Park Improvements 36-8510 $200,000 Total Grand Canal Linear /Regional Dvlpmt. Park Bond Fund 319,000 Carryover $319,000 Total Skunk Creek Linear Park Development Park Bond Fund 36-8508 200,000 New Funding Total Land Acquisition Park Bond Fund 30,000 Carryover 8330 Prof & Contr - Cap P Total Park Enhancements Park Bond Fund 36-8505 $30,000 Total Manistee Ranch Development Park Bond Fund 290,000 Carryover $290,000 Total North Area Pool Manistee Ranch Development $520,000 8974 Engineering Chgbk - 8300 Improv./Non Bldg. Park Bond Fund 36-8027 36-8057 Total Parks Master Plan Park Bond Fund 520,000 New Funding 7,459,000 New Funding Total Murphy Park Improvements Park Bond Fund 36-8026 36-8057 Total Adult Center Relocation Murphy Park Improvements 300,000 New Funding Account 341,000 New Funding 8300 Improv./Non Bldg. Park Bond Fund Funding Type $300,000 Total * Glendale Community Center Expansion Park Bond Fund FY 01-02 Budget 8330 Prof & Contr - Cap P Total Bonsall Park Improvements 36-8523 $1,923,350 382,990 Carryover 36-8524 $382,990 33,580 Carryover $33,580 427 36-8519 36-8525 City of Glendale 2001-2002 Capital Appropriation by Fund Fund Park Bond Fund Program Name O'Neil Pool Restoration Object Object Name 8330 Prof & Contr - Cap P Total O'Neil Pool Restoration Park Bond Fund Sahuaro Ranch Park Improvement 8330 Prof & Contr - Cap P Park Development - 63rd/Marylan 8330 Prof & Contr - Cap P Barnyard Additions 8330 Prof & Contr - Cap P Total Barnyard Additions Park Bond Fund Soccer Lights 8330 Prof & Contr - Cap P $150,000 215,000 Carryover 36-8935 400,000 Carryover 36-8941 8974 Engineering Chgbk - 100,000 New Funding 36-8945 4,400,000 New Funding 36-8945 Skating Park North $5,000,000 8330 Prof & Contr - Cap P Western Area Regional Park Signal Computerization - CMAQ 35,000 New Funding 200,000 Carryover 36-8946 8300 Improv./Non Bldg. 142,800 New Funding 36-8946 $377,800 8300 Improv./Non Bldg. 400,000 New Funding 36-8948 8330 Prof & Contr - Cap P 100,000 New Funding 36-8948 $500,000 $22,119,470 8300 Improv./Non Bldg. 1,600,000 New Funding Total Signal Computerization - CMAQ Grants $1,600,000 Total CIP Grants $1,600,000 Skunk Creek Linear Connector Pk 8974 Engineering Chgbk 8300 Improv./Non Bldg. 8330 Prof & Contr - Cap P Total Skunk Creek Linear Connector Pk Three Wildlife Viewing Blinds 36-8946 8300 Improv./Non Bldg. Total Park Bond Fund Other Grants 36-8931 36-8945 Total Western Area Regional Park Other Grants 150,000 Carryover 500,000 New Funding Total Skating Park North CIP Grants 36-8550 Multi-Generational Center - North 8330 Prof & Contr - Cap P Total Multi-Generational Center - North Park Bond Fund 38,750 Carryover $400,000 8300 Improv./Non Bldg. Park Bond Fund 36-8545 $215,000 Total Soccer Lights Park Bond Fund 120,000 New Funding Account $38,750 Total Park Development - 63rd/Maryland Park Bond Fund Funding Type $120,000 Total Sahuaro Ranch Park Improvement Park Bond Fund FY 01-02 Budget 40-9610 10,000 Carryover 47-8585 140,170 Carryover 47-8585 15,000 Carryover 47-8585 $165,170 8330 Prof & Contr - Cap P Total Three Wildlife Viewing Blinds 76,450 Carryover $76,450 428 47-9618 City of Glendale 2001-2002 Capital Appropriation by Fund Fund Other Grants Program Name Object Skunk Creek Trail System Signag Object Name 8330 Prof & Contr - Cap P Total Skunk Creek Trail System Signage * Waterline, 115th & Glendale 8974 Engineering Chgbk - 8330 Prof & Contr - Cap P Total * Waterline, 115th & Glendale *Backbone Fiber Optic/Cholla W 8330 Prof & Contr - Cap P 8974 Engineering Chgbk Total *Backbone Fiber Optic/Cholla WTP *Additional Water Capacity Water/Sewer 61st Ave. and Rose Lane Sewer R 30,000 New Funding 50-8015 40,000 New Funding 50-8055 420,000 New Funding 50-8055 40,000 New Funding 50-8055 $500,000 140,000 New Funding 50-8056 3,060,000 New Funding 50-8056 $3,500,000 8300 Improv./Non Bldg. 75,000 New Funding 50-9011 $75,000 8300 Improv./Non Bldg. 257,590 Carryover 50-9015 Total 61st Ave. and Rose Lane Sewer Replacement $257,590 Membrane Filtration Pilot Progra 1,800,000 Carryover 50-9213 8974 Engineering Chgbk - 31,000 Carryover 50-9213 8330 Prof & Contr - Cap P 105,380 Carryover 50-9213 8300 Improv./Non Bldg. 100,000 New Funding 50-9213 8300 Improv./Non Bldg. Zone 3 Pump Improvements 8300 Improv./Non Bldg. 8330 Prof & Contr - Cap P Total Zone 3 Pump Improvements Water/Sewer 50-8015 8974 Engineering Chgbk - Total Membrane Filtration Pilot Program Water/Sewer 250,000 New Funding 50-8056 Total Cholla Telemetry Water/Sewer 50-8015 300,000 New Funding Total *Additional Water Capacity Cholla Telemetry 20,000 New Funding 8330 Prof & Contr - Cap P 8320 Misc Cap Projects Water/Sewer 47-9626 $300,000 8300 Improv./Non Bldg. Water/Sewer 66,579 Carryover Account $308,199 8300 Improv./Non Bldg. Water/Sewer Funding Type $66,579 Total Other Grants Water/Sewer FY 01-02 Budget Water Zone 4 Line Additions $2,036,380 200,000 Carryover 50-9229 50,680 Carryover 50-9229 $250,680 8300 Improv./Non Bldg. 800,000 Carryover 50-9232 8330 Prof & Contr - Cap P 50,000 Carryover 50-9232 8974 Engineering Chgbk - 7,000 Carryover 50-9232 Total Water Zone 4 Line Additions $857,000 429 City of Glendale 2001-2002 Capital Appropriation by Fund Fund Program Name Water/Sewer Sewer System Evaluation Object Object Name 50-9233 8330 Prof & Contr - Cap P 20,000 Carryover 50-9233 8300 Improv./Non Bldg. 200,000 New Funding 50-9233 8300 Improv./Non Bldg. 350,000 Carryover 50-9233 $579,000 Water Distribution System Evalua 8300 Improv./Non Bldg. Total Water Distribution System Evaluation Arrowhead Sewer Modifications 8300 Improv./Non Bldg. Total Arrowhead Sewer Modifications Water/Sewer Sewer 99th Ave. West Water Met 1,000,000 Carryover 50-9238 $1,200,000 8330 Prof & Contr - Cap P 50,000 Carryover 50-9240 8974 Engineering Chgbk - 7,810 Carryover 50-9240 700,000 Carryover 50-9240 8300 Improv./Non Bldg. 1,000,000 New Funding 50-9240 $1,757,810 1,800,000 New Funding 50-9246 8330 Prof & Contr - Cap P 300,000 Carryover 50-9246 8300 Improv./Non Bldg. 580,000 Carryover 50-9246 20,000 Carryover 50-9246 $2,700,000 8300 Improv./Non Bldg. Total Irrigation Water Line Replacement 50-9236 50-9238 Total West Area Wastewater Plant Water/Sewer 664,970 Carryover 150,000 Carryover 8974 Engineering Chgbk - Irrigation $108,000 8330 Prof & Contr - Cap P Total Sewers for Areas on Septic Systems Water/Sewer 50-9234 50-9238 8300 Improv./Non Bldg. West Area Wastewater Plant 8,000 Carryover 50,000 Carryover 8300 Improv./Non Bldg. Water/Sewer 50-9234 8974 Engineering Chgbk - Total Sewer 99th Ave. West Water Meter Sewers for Areas on Septic Syste 100,000 New Funding $664,970 8300 Improv./Non Bldg. Water/Sewer Account 9,000 Carryover 8300 Improv./Non Bldg. Water/Sewer Funding Type 8974 Engineering Chgbk - Total Sewer System Evaluation Water/Sewer FY 01-02 Budget 528,480 Carryover 50-9247 $528,480 8300 Improv./Non Bldg. 812,500 New Funding 50-9249 8974 Engineering Chgbk - 22,330 Carryover 50-9249 8330 Prof & Contr - Cap P 50,000 Carryover 50-9249 750,000 Carryover 50-9249 8300 Improv./Non Bldg. Total Water Line Replacement $1,634,830 430 City of Glendale 2001-2002 Capital Appropriation by Fund Fund Water/Sewer Program Name Object 91st Ave. Construction Object Name Arrowhead Wastewater Plant Zone 4 Res. & Booster Station 50-9258 8300 Improv./Non Bldg. 4,300,000 New Funding 50-9258 $6,417,380 8300 Improv./Non Bldg. 8330 Prof & Contr - Cap P 8974 Engineering Chgbk Total Zone 4 Res. & Booster Station Outer Loop Effluent Line Sewer Master Plan 8300 Improv./Non Bldg. 8974 Engineering Chgbk - Total Sewer Master Plan Cholla Solids Handling Facility 8300 Improv./Non Bldg. 8300 Improv./Non Bldg. 8974 Engineering Chgbk Total Cholla Solids Handling Facility Sewer Line Replacement Sewer Line Extension Water Line Extension 50-9263 1,500,000 New Funding 50-9269 3,260 Carryover 50-9271 60,000 Carryover 50-9271 1,000,000 Carryover 50-9272 400,000 Carryover 50-9272 5,000,000 New Funding 50-9272 13,450 Carryover 50-9272 50-9623 8300 Improv./Non Bldg. 750,000 Carryover 50-9623 8974 Engineering Chgbk - 22,330 Carryover 50-9623 8330 Prof & Contr - Cap P 50,000 Carryover 50-9623 $1,634,830 8300 Improv./Non Bldg. 87,500 New Funding 50-9624 $87,500 8300 Improv./Non Bldg. 87,500 New Funding 50-9625 $87,500 Total Water/Sewer * NSPS Landfill Gas System 50,000 Carryover 812,500 New Funding Total Water Line Extension Landfill 50-9263 8300 Improv./Non Bldg. Total Sewer Line Extension Water/Sewer 1,000,000 Carryover $6,413,450 Total Sewer Line Replacement Water/Sewer 50-9263 $63,260 8330 Prof & Contr - Cap P Water/Sewer 224,750 Carryover $1,500,000 8300 Improv./Non Bldg. Water/Sewer 50-9261 $1,274,750 Total Outer Loop Effluent Line Water/Sewer 1,269,780 Carryover $1,269,780 8300 Improv./Non Bldg. Water/Sewer Account 2,117,380 Carryover Total Arrowhead Wastewater Plant Water/Sewer Funding Type 8300 Improv./Non Bldg. Total 91st Ave. Construction Water/Sewer FY 01-02 Budget $35,698,190 8300 Improv./Non Bldg. 8974 Engineering Chgbk - Total * NSPS Landfill Gas System 1,357,000 New Funding 55-8035 43,000 New Funding 55-8035 $1,400,000 431 City of Glendale 2001-2002 Capital Appropriation by Fund Fund Landfill Program Name Object * Landfill Screening Berm Object Name *Landfill Liner Installation 55-8037 8974 Engineering Chgbk - 49,500 New Funding 55-8037 $1,800,000 8330 Prof & Contr - Cap P 35,760 New Funding 55-9604 8330 Prof & Contr - Cap P 688,240 New Funding 55-9604 Forensic Lab Equipment 8400 Equipment $300,000 Police Digital Communications Sy 8974 Engineering Chgbk - 2,500,000 Carryover Fire 800 MHz System 8400 Equipment Public Safety Multi-Use Facility 8320 Misc Cap Projects Total Public Safety Multi-Use Facility Fire Station Land Acquisition 8100 Land 2,000,000 New Funding 60-9412 300,000 New Funding 60-9421 1,200,000 New Funding 60-9421 400,000 Carryover 60-9617 $6,700,000 Freeway Landscaping/Noise Walls 8300 Improv./Non Bldg. 553,870 Carryover 61-8807 8330 Prof & Contr - Cap P 30,000 Carryover 61-8807 8974 Engineering Chgbk - 10,000 Carryover 61-8807 Total Freeway Landscaping/Noise Walls Greenway Rd. 67th to 75th $2,500,000 $400,000 Total Public Safety HURF Bonds 60-9408 $1,500,000 Total Fire Station Land Acquisition HURF Bonds 60-8856 $2,000,000 8100 Land Public Safety 300,000 New Funding Total Forensic Lab Equipment Total Fire 800 MHz System Public Safety $724,000 $4,224,000 Total Police Digital Communications System Public Safety 55-8044 Landfill Soil Excavation - NW Par 8974 Engineering Chgbk - Total Landfill Public Safety 300,000 New Funding $300,000 Total Landfill Soil Excavation - NW Parcel Public Safety Account 1,750,500 New Funding Total *Landfill Liner Installation Landfill Funding Type 8330 Prof & Contr - Cap P Total * Landfill Screening Berm Landfill FY 01-02 Budget $593,870 8300 Improv./Non Bldg. 888,120 Carryover 61-8812 8330 Prof & Contr - Cap P 20,000 Carryover 61-8812 8974 Engineering Chgbk - 14,000 Carryover 61-8812 Total Greenway Rd. 67th to 75th $922,120 432 City of Glendale 2001-2002 Capital Appropriation by Fund Fund HURF Bonds Program Name Object 67th Ave. Grovers to Union Hills Object Name 8330 Prof & Contr - Cap P 8300 Improv./Non Bldg. 8974 Engineering Chgbk - Total 67th Ave. Grovers to Union Hills HURF Bonds Bethany Home 67th to 75th 8330 Prof & Contr - Cap P 8300 Improv./Non Bldg. 8974 Engineering Chgbk Total Bethany Home 67th to 75th Pedestrian Walkway-75th & Came 8300 Improv./Non Bldg. Signal Computerization 8330 Prof & Contr - Cap P Total Signal Computerization HURF Bonds Northern - 67th to 71st 8330 Prof & Contr - Cap P 8974 Engineering Chgbk Total Northern - 67th to 71st Streets/Parking Sound Walls 45,000 Carryover 61-8814 4,000 Carryover 61-8814 170,000 Carryover 61-8816 1,000,000 Carryover 61-8816 500,000 New Funding 20,230 Carryover 3,500 Carryover 1,223,892 Carryover 61-8911 61-9546 60,000 New Funding 61-9560 800,000 New Funding 61-9560 20,000 New Funding 61-9560 900,000 New Funding 61-9627 8330 Prof & Contr - Cap P 180,000 New Funding 61-9627 8974 Engineering Chgbk - 20,000 New Funding 61-9627 $1,100,000 Total HURF Bonds $6,467,732 8974 Engineering Chgbk - 15,000 New Funding 62-8041 8330 Prof & Contr - Cap P 50,000 New Funding 62-8041 515,000 New Funding 62-8041 Total *Deer Valley - New River Bridge $580,000 *Traffic Signal Computerization 1,800,000 New Funding Street Lighting (G.O) 61-8816 $3,500 Total Sound Walls *Deer Valley - New River Bridge 61-8816 8300 Improv./Non Bldg. 8330 Prof & Contr - Cap P Total *Traffic Signal Computerization Streets/Parking 61-8814 $880,000 8300 Improv./Non Bldg. Streets/Parking 5,120 Carryover $1,223,892 8300 Improv./Non Bldg. HURF Bonds Account $1,690,230 Total Pedestrian Walkway-75th & Camelback HURF Bonds Funding Type $54,120 8300 Improv./Non Bldg. HURF Bonds FY 01-02 Budget 62-8042 $1,800,000 8330 Prof & Contr - Cap P 150,000 New Funding 62-8557 8330 Prof & Contr - Cap P 135,210 Carryover 62-8557 Total Street Lighting (G.O) $285,210 433 City of Glendale 2001-2002 Capital Appropriation by Fund Fund Streets/Parking Program Name Object Street Scallop Improvements Object Name 62-8558 8330 Prof & Contr - Cap P 110,000 Carryover 62-8558 8974 Engineering Chgbk - 14,350 Carryover 62-8558 380,000 Carryover 62-8558 $854,350 8300 Improv./Non Bldg. 200,000 New Funding 62-8559 8300 Improv./Non Bldg. 700,000 Carryover 62-8559 8330 Prof & Contr - Cap P 50,000 Carryover 62-8559 8974 Engineering Chgbk - 7,430 Carryover 62-8559 Total Street Beautification Streets/Parking Grand Avenue Beautification $957,430 8300 Improv./Non Bldg. 300,000 Carryover 62-8990 8974 Engineering Chgbk - 4,730 Carryover 62-8990 8330 Prof & Contr - Cap P 20,000 Carryover 62-8990 Total Grand Avenue Beautification Streets/Parking Intersection Safety Improvements $324,730 8330 Prof & Contr - Cap P 345,370 Carryover 62-9443 8330 Prof & Contr - Cap P 400,000 New Funding 62-9443 Total Intersection Safety Improvements Streets/Parking Catlin Court $745,370 8300 Improv./Non Bldg. Total Catlin Court 8330 Prof & Contr - Cap P Total * Bethany Home Outfall Channel 8300 Improv./Non Bldg. 65-8012 400,000 New Funding 65-8012 1,400,000 New Funding 65-9109 $1,400,000 8300 Improv./Non Bldg. 184,050 Carryover 65-9127 8300 Improv./Non Bldg. 100,000 New Funding 65-9127 Total Local Drainage Problems Flood Control Bond Collector Drains 50,000 New Funding $450,000 Total Cactus/Orangewood Outfall Flood Control Bond Local Drainage Problems 62-9558 $5,747,090 8300 Improv./Non Bldg. Flood Control Bond Cactus/Orangewood Outfall 200,000 New Funding $200,000 Total Streets/Parking Flood Control Bond * Bethany Home Outfall Channel Account 350,000 New Funding Total Street Scallop Improvements Street Beautification Funding Type 8300 Improv./Non Bldg. 8300 Improv./Non Bldg. Streets/Parking FY 01-02 Budget $284,050 8300 Improv./Non Bldg. Total Collector Drains 285,000 New Funding $285,000 434 65-9302 City of Glendale 2001-2002 Capital Appropriation by Fund Fund Program Name Flood Control Bond Skunk Creek Channelization Object Object Name 8974 Engineering Chgbk 8300 Improv./Non Bldg. 8330 Prof & Contr - Cap P Total Skunk Creek Channelization Flood Control Bond *NPDES Requirements 8300 Improv./Non Bldg. 8400 Equipment Total Bus Stop Improvements Transit Buses and Cars Park & Ride Facility 65-9305 40,000 New Funding 65-9305 50,000 New Funding 260,000 Carryover 70,000 New Funding 68-8601 68-8601 68-8603 8400 Equipment 450,000 New Funding 68-8603 $618,000 8100 Land 500,000 New Funding 68-8610 $500,000 $1,448,000 8300 Improv./Non Bldg. 842,610 Carryover Total Arts Commission $842,610 Total Arts Commission $842,610 Cemetery Perpetual *Mausoleum - Phase I 65-9306 168,000 Carryover Total Transit Bonds Arts Commission 630,000 New Funding 8400 Equipment Total Park & Ride Facility Arts Commission 65-9305 $330,000 Total Transit Buses and Cars Transit Bonds 10,000 New Funding $3,149,050 8400 Equipment Transit Bonds Account $50,000 Total Flood Control Bonds Bus Stop Improvements Funding Type $680,000 Total *NPDES Requirements Transit Bonds FY 01-02 Budget 8300 Improv./Non Bldg. 265,000 New Funding Total *Mausoleum - Phase I $265,000 Total Cemetery Perpetual C $265,000 Total Capital Budget $127,436,765 435 70-9700 82-9628 2002-2011 Capital Improvement Plan 436 City of Glendale 2001-02 Annual Budget WHY INCLUDE SCHEDULES? The budget schedules are intended to give the reader a brief glance at the city's financial situation. Schedule One is the most significant schedule, offering a summary of all pertinent financial information for the city. The reader can readily determine the starting and ending fund balances, transfers in and out of each fund, expenditures for both operating and capital projects, revenues, and debt for each fund. The remaining schedules provide in-depth detail of budgetary information which is necessary for the smooth operation of the city. For instance, the revenue projections for the various funds are located in Schedule Two. These projections become the base for the city's revenue group who will monitor revenues throughout the year. Schedule Eleven lists all items to be purchased with carryover funding. If the anticipated savings do not occur, these carryover allocation items will need to be adjusted to stay within actual savings. All the schedules serve as handy reference materials to City of Glendale employees and to the public. 437 Schedule One Fund Balance Analysis (All Dollars in Thousands) Fund Balance 6/30/01 $24,622 $0 $776 $431 $247 $0 $0 $0 $0 $0 $317 $0 $0 $0 $0 Projected Revenues $106,835 $14,005 $2,244 $1,124 $3,168 $1,220 $318 $7,936 $1,193 $3,535 $274 $350 $155 $4,436 $375 Transfers In $7,368 $8,147 $0 $0 $2,801 $0 $303 $390 $0 $0 $0 $857 $128 $150 $0 Transfers Out ($13,850) ($6,222) $0 $0 $0 ($1,220) $0 $0 $0 $0 $0 $0 $0 $0 $0 $24,968 $1,911 $15,281 $73,348 $11,766 $9,290 $0 $0 $0 ($4,540) ($1,200) ($878) $3,007 $5,538 $2,927 $5,372 $2,465 $52 $0 $0 $529 $326 $4,205 $289 $1,950 $1,650 $11,128 $1,792 $2,306 $5,261 $321 $988 $825 $207 $0 $44 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500 $0 $0 $0 ($750) $0 $0 $0 $0 $0 $0 $0 $0 $0 $465 $509 $3,720 $5,758 $270 $19 $3,985 $18,040 $0 $0 $0 $0 $0 $0 $0 $0 $534 $839 $0 $3,180 $678 $3,616 $0 $0 $399 $0 $0 $0 Streets, G.O. Bonds $2,603 $3,830 $0 $0 Streets, Revenue Bonds Facilities Bonds Economic Development Bonds $4,793 $16 $987 $2,950 $8,400 $50 $0 $0 $0 $0 $0 $0 Development Impact Fee Fund $8,943 $13,616 $0 $0 Cemetery Perpetual Care Fund $265 $0 $0 $0 $4,186 $10 $3,870 $12,993 $0 $2,110 $0 $5,810 $412 $0 $0 $0 $95 $20 $1,395 $0 $130,856 $341,798 $28,661 General/Special Rev. Funds General Fund Streets Police Special Revenue Fund Fire Special Revenue Fund Transit Local Transportation Assistance Airport Operating Community Housing Services HOME Fund Community Dvpmt Block Grant Court Fund Civic Center Fund CAP Grant Fund Other State and Local Grants RICO Fund Enterprise Funds Water and Sewer Sanitation Landfill Revolving/Internal Service Funds Risk Management Trust Fund Worker's Comp Trust Fund Benefits Trust Fund Vehicle Replacement Fund Technology Replacement Fund General Services Fund Print Shop Telephone Recreation Classes Library Book Sales Developer Agreement Fund Cable Equipment Replacement Construction Funds Open Space/Trails Bonds Library Bonds Public Safety Parks Flood Control Arts Commission Airport Capital Debt Service Funds G.O. Bond Debt Street Revenue Bond Debt Local Improvement Districts Municipal Property Corporation TOTAL 438 ($28,661) Schedule One Fund Balance Analysis (All Dollars in Thousands) Contingencies ($10,705) $0 ($400) ($220) ($1,172) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Appropriation ($124,376) ($15,930) ($3,015) ($1,552) ($6,216) $0 ($621) ($8,326) ($1,193) ($3,535) ($529) ($1,207) ($283) ($4,586) ($368) Ending Fund Balance $599 $0 $5 $3 $0 $0 $0 $0 $0 $0 $62 $0 $0 $0 $7 ($2,000) ($500) ($2,000) ($78,882) ($11,822) ($15,305) $14,894 $654 $8,388 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($250) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($1,850) ($1,075) ($11,223) ($4,550) ($2,615) ($5,203) ($321) ($988) ($1,251) ($279) $0 ($316) $3,107 $6,113 $2,083 $2,614 $2,155 $110 $0 $0 $103 $254 $4,705 $18 ($650) $0 ($6,700) ($22,119) $0 $0 $0 $0 $0 ($255) $0 $0 ($650) ($255) ($6,700) ($22,119) $85 $273 $1,005 $1,678 ($3,149) ($843) ($4,015) $0 $0 $0 $0 $0 $0 ($3,149) ($1,053) ($4,015) $565 $464 $0 $0 ($5,747) $0 $0 ($5,747) $686 $0 $0 $0 ($6,468) ($8,000) ($947) $0 $0 $0 $0 $0 $0 ($6,468) ($8,000) ($947) $1,275 $416 $90 $0 ($15,269) $0 $0 ($265) $0 Operations ($106,000) ($14,520) ($2,615) ($1,332) ($3,596) $0 ($621) ($7,920) ($1,193) ($3,535) ($529) ($707) ($283) ($2,678) ($368) Capital Outlay ($7,671) ($1,410) $0 $0 ($1,448) $0 $0 ($406) $0 $0 $0 ($500) $0 ($1,908) $0 ($28,378) ($11,322) ($8,772) ($35,698) $0 ($4,224) ($1,600) ($1,075) ($11,223) ($4,550) ($2,615) ($5,203) ($321) ($988) ($1,251) ($279) $0 ($316) $0 $0 $0 $0 $0 ($210) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($12,805) $0 ($309) ($980) ($16,249) $6,309 $0 ($265) $0 $0 $0 $0 $0 $0 $0 ($10,330) ($5,820) ($2,406) $0 $0 $0 ($10,330) ($5,820) ($2,406) $6,849 $0 $3,986 $0 $0 ($1,410) $0 ($1,410) $100 ($403,000) $69,654 ($224,000) ($127,437) ($33,081) 439 ($18,482) Schedule Two Summary of Revenues FUND DESCRIPTION FY 99 ACTUAL FY 00 ACTUAL FY 01 ESTIMATE FY 02 BUDGET General Fund City Sales Tax $37,048,742 $39,500,857 $42,100,000 $42,300,000 State Income Tax $18,237,019 $20,236,753 $21,240,000 $22,800,000 State Sales Tax $14,592,962 $16,040,568 $17,000,000 $18,360,000 Motor Vehicle In-Lieu Tax $5,952,230 $6,576,653 $6,800,000 $7,000,000 Primary Property Tax $3,072,867 $2,951,271 $3,153,000 $3,265,000 Court Revenue $2,527,836 $2,026,720 $2,043,000 $2,300,000 Interest $1,882,619 $2,045,594 $2,000,000 $1,950,000 Gas & Elec. Franchise $1,547,307 $1,707,825 $1,825,000 $1,875,000 Building Permits $1,786,827 $1,552,727 $1,350,000 $1,345,000 Cable Franchise Fees $969,084 $1,070,359 $1,100,000 $1,150,000 BofA Rental Income $0 $9,160 $1,000,000 $1,000,000 Miscellaneous $436,450 $450,153 $900,000 $450,000 Fire Department Fees $282,998 $399,960 $400,000 $425,000 Sales Tax on Water $319,282 $334,522 $390,000 $400,000 Right-of-Way Permits $512,253 $427,238 $375,000 $375,000 Sales Tax License Revenue $354,256 $369,827 $370,000 $370,000 Plan Check Fee $365,270 $346,191 $300,000 $300,000 Engr Plan Check Fees $288,614 $279,244 $225,000 $225,000 Liquor License Fees $135,313 $148,623 $150,000 $210,000 Recreation Fees $202,457 $193,170 $210,000 $210,000 Rental Income $270,234 $258,219 $200,000 $200,000 Comm. Dev. Misc. $145,273 $119,725 $115,000 $115,000 Business License Fees $73,671 $86,856 $85,000 $85,000 Bus./Prof. Licenses $54,253 $56,655 $65,000 $65,000 SRP In-Lieu Fees $44,594 $38,214 $35,000 $35,000 Traffic Plan Review $32,900 $21,815 $45,000 $25,000 $0 $8,286,040 $0 $0 $91,135,311 $105,534,939 $103,476,000 $106,835,000 $1,968,959 $2,103,940 $2,244,000 $2,244,000 $1,968,959 $2,103,940 $2,244,000 $2,244,000 $984,479 $1,051,970 $1,124,000 $1,124,000 $984,479 $1,051,970 $1,124,000 $1,124,000 $0 $170,135 $175,000 $350,000 $0 $170,135 $175,000 $350,000 Capital Lease Proceeds Total - General Fund: Police Spec. Rev. Sales Tax-Police Total - Police Spec. Rev.: Fire Spec. Revenue Sales Tax-Fire Total - Fire Spec. Revenue: Civic Center Civic Center Revenue Total - Civic Center: 440 Schedule Two Summary of Revenues FUND DESCRIPTION FY 99 ACTUAL FY 00 ACTUAL FY 01 ESTIMATE FY 02 BUDGET HOME Fund Home Grant Rev - Carry Over $0 $0 $0 $640,814 $766,714 $272,734 $535,316 $552,342 $766,714 $272,734 $535,316 $1,193,156 $2,044,089 $1,723,842 $2,411,634 $2,156,831 $0 $0 $0 $1,377,724 $137,696 $139,991 $0 $0 $2,181,785 $1,863,833 $2,411,634 $3,534,555 $12,682,235 $13,088,859 $13,650,000 $14,000,000 $1,002,121 $6,461 $0 $5,000 $13,684,356 $13,095,320 $13,650,000 $14,005,000 $1,209,213 $1,206,502 $1,200,000 $1,220,000 $1,209,213 $1,206,502 $1,200,000 $1,220,000 Bond Proceeds $0 $0 $0 $7,000,000 DIF Transportation $0 $0 $380,000 $1,837,600 DIF Gen Government $0 $0 $265,000 $1,357,600 DIF Parks/Rec Citywide $0 $0 $0 $797,600 DIF Police $68,920 $110,008 $230,000 $732,000 DIF Fire $68,533 $57,926 $150,000 $557,600 Interest $313,001 $374,607 $515,000 $490,000 $0 $0 $130,000 $479,200 DIF Parks #2 $209,736 $209,531 $430,000 $164,000 DIF Parks #3 $217,870 $349,575 $180,000 $109,000 DIF Parks #1 $51,958 $80,483 $140,000 $91,000 $502,521 $513,315 $290,882 $0 DIF Signals $24,087 $24,336 $12,200 $0 DIF Arterial $366,391 $432,615 $199,723 $0 DIF Major Arterial $406,290 $420,196 $206,400 $0 DIF Library Books $269,430 $261,856 $155,000 $0 $2,498,737 $2,834,448 $3,284,205 $13,615,600 $293,360 $311,141 $310,111 $318,081 $293,360 $311,141 $310,111 $318,081 Home Grant Rev - New Total - HOME Fund: C.D.B.G. CDBG (Block Grant) New CDBG - Previous Grants Miscellaneous Rev. Total - C.D.B.G.: Streets Highway User Revenue Miscellaneous Total - Streets: L.T.A.F. LTAF (Lottery) Total - L.T.A.F.: Dev. Impact Fees DIF Library DIF Library Bldg Total - Dev. Impact Fees: Airport Airport User Fees Total - Airport: 441 Schedule Two Summary of Revenues FUND DESCRIPTION FY 99 ACTUAL FY 00 ACTUAL FY 01 ESTIMATE FY 02 BUDGET General Services Equip Mgmt Charges $4,075,998 $4,518,820 $5,001,259 $5,260,700 Total - General Services: $4,075,998 $4,518,820 $5,001,259 $5,260,700 Postage Charges $207,676 $219,548 $236,200 $233,500 Duplicating Charges $159,035 $124,530 $190,447 $87,770 $366,711 $344,078 $426,647 $321,270 $4,587,831 $4,787,733 $5,604,396 $7,154,549 Capital Grant $491,948 $424,185 $318,000 $406,000 Miscellaneous Rev. $356,014 $377,825 $375,000 $375,000 $5,435,793 $5,589,743 $6,297,396 $7,935,549 $9,777,244 $10,612,838 $11,750,494 $12,993,192 $9,777,244 $10,612,838 $11,750,494 $12,993,192 $1,304,822 $1,185,396 $1,061,937 $1,060,000 $920,760 $790,353 $1,051,704 $1,050,000 $2,225,582 $1,975,749 $2,113,641 $2,110,000 $36,969 $15,434 $20,000 $20,000 $36,969 $15,434 $20,000 $20,000 Print Shop Total - Print Shop: Housing Housing Grant Total - Housing: G.O. Bond Debt Secondary Property Tax Total - G.O. Bond Debt: Special Assess. Bond Interest ID Assessments Total - Special Assess. Bond: MPC Bond Debt Interest Total - MPC Bond Debt: Transit FTA Capital Grant - New $0 $0 $345,653 $816,000 H.B. 2565 Revenue $187,908 $837,602 $162,700 $725,195 Transit Referendum $0 $0 $0 $722,004 FTA Capital Grant-Carryover $0 $0 $0 $342,400 Bond Proceeds $0 $185,147 $0 $214,000 $87,707 $103,192 $96,300 $126,000 $271,555 $227,192 $165,200 $101,600 RPTA $7,156 $140,384 $162,700 $72,000 Miscellaneous $1,122 $540 $23,000 $49,000 $555,448 $1,494,057 $955,553 $3,168,199 $755,694 $840,026 $915,781 $987,751 $755,694 $840,026 $915,781 $987,751 Farebox Revenue FTA Grant Total - Transit: Telephone Telephone Charges Total - Telephone: 442 Schedule Two Summary of Revenues FUND DESCRIPTION FY 99 ACTUAL FY 00 ACTUAL FY 01 ESTIMATE FY 02 BUDGET Facilities Bonds Bond Proceeds $0 $910,000 $0 $8,000,000 Interest $0 $742 $25,000 $400,000 $0 $910,742 $25,000 $8,400,000 Interest $0 $1,384 $50,000 $50,000 Bond Proceeds $0 $1,000,000 $0 $0 $0 $1,001,384 $50,000 $50,000 $1,684,663 $1,108,005 $63,205 $3,613,175 $22,036 $1,444 $1,000 $2,500 $1,706,699 $1,109,449 $64,205 $3,615,675 Bond Proceeds $0 $450,000 $0 $200,000 Interest $0 $367 $20,000 $70,000 $0 $450,367 $20,000 $270,000 $0 $5,300,000 $0 $17,600,000 $139,807 $72,225 $385,000 $440,000 $139,807 $5,372,225 $385,000 $18,040,000 $1,602,929 $1,244,691 $1,306,480 $1,316,850 $342,672 $387,712 $448,924 $440,000 $65,907 $46,905 $35,000 $35,000 $2,011,508 $1,679,308 $1,790,404 $1,791,850 $1,265,529 $1,571,980 $1,770,608 $2,160,625 Interest $89,107 $104,434 $142,940 $135,000 City Auction Rev-Non Tax $23,764 $5,000 $10,000 Total - Facilities Bonds: Economic Dev. Bonds Total - Economic Dev. Bonds: Airport Capital Airport Const. Grants Interest Total - Airport Capital: Open Space Bonds Total - Open Space Bonds: Parks Bonds Bond Proceeds Interest Total - Parks Bonds: Vehicle Replacement Equip. Replace. Rates Interest City Auction Rev-Non Tax Total - Vehicle Replacement: Tech. Replacement PC Replacement Rates Total - Tech. Replacement: $1,378,400 $1,676,414 $1,918,548 $2,305,625 $152,391 $202,215 $154,961 $154,961 $152,391 $202,215 $154,961 $154,961 $1,154,761 $2,346,179 $1,279,509 $2,260,427 $0 $0 $449,271 $2,175,329 $1,154,761 $2,346,179 $1,728,780 $4,435,756 CAP Grant Fund CAP Revenue Total - CAP Grant Fund: Other Grants Fund Miscellaneous Grants Capital Grants Total - Other Grants Fund: 443 Schedule Two Summary of Revenues FUND DESCRIPTION FY 99 ACTUAL FY 00 ACTUAL FY 01 ESTIMATE FY 02 BUDGET RICO Fund State Forfeitures $129,511 $149,004 $105,835 $278,037 Federal Forfeitures $45,653 $26,749 $35,500 $90,000 Interest - State RICO $45,024 $13,178 $3,900 $4,500 Interest - Federal RICO $16,741 $9,425 $1,300 $2,000 $236,929 $198,356 $146,535 $374,537 Water Sales $24,289,144 $24,575,829 $25,223,638 $25,607,900 Sewer User Fee Revenue $15,914,743 $17,150,255 $17,720,024 $19,400,600 $0 $53,000,000 $0 $15,000,000 Water DIF $3,298,144 $2,462,908 $2,253,511 $6,725,000 Sewer DIF $2,733,146 $2,562,341 $2,716,104 $3,053,000 Water Interest $1,000,181 $456,124 $1,472,574 $1,082,800 $305,186 $231,656 $131,592 $729,000 $1,000,180 $417,959 $1,381,241 $449,500 Effluent Revenue $362,507 $312,532 $287,589 $300,000 Customer Service $365,668 $367,158 $478,189 $300,000 $86,104 $254,257 $227,017 $267,000 $0 $0 $182,889 $246,100 $255,429 $163,241 $124,045 $125,000 $62,048 $61,554 $60,000 $61,000 $4,100 $1,250 $750 $1,000 $1,354,932 $218,419 $0 $0 $51,031,512 $102,235,483 $52,259,163 $73,347,900 $0 $21,174 $26,000 $26,000 $13,369 $13,200 $18,000 $18,000 $250,000 $425,000 $75,000 $0 $263,369 $459,374 $119,000 $44,000 Other Tipping Fees $3,265,855 $2,952,392 $3,229,870 $3,066,840 Sanitation Tipping Fees $3,047,191 $3,119,371 $3,064,070 $3,057,070 Recycling Revenue $125,645 $235,525 $1,604,808 $2,250,210 Interest $509,030 $553,371 $534,800 $458,430 Woodwaste Revenue $120,089 $132,625 $128,759 $375,000 Wat/Sew Tipping Fees $3,654 $25,062 $69,060 $69,750 Workface Recycling Rev. $8,310 $5,029 $8,400 $8,500 Appliance Recycling Rev. $3,556 $20,057 $4,000 $4,200 $0 $1,460,000 $0 $0 $7,083,330 $8,503,432 $8,643,767 $9,290,000 Total - RICO Fund: Water/Sewer Fund Bond Proceeds Sewer Misc. Sewer Interest Water Misc. Intergovernmental Water Taps Irrigation Sewer Taps Peoria Payment Total - Water/Sewer Fund: Cable Equip. Rental Interest Cable Equip. Rental P.E.G. Grants Total - Cable Equip. Rental: Landfill Fund Bond Proceeds Total - Landfill Fund: 444 Schedule Two Summary of Revenues FUND DESCRIPTION FY 99 ACTUAL FY 00 ACTUAL FY 01 ESTIMATE FY 02 BUDGET Sanitation Fund Curb Service $5,915,282 $5,927,668 $6,708,770 $7,306,720 Bin Service $3,573,917 $3,784,280 $4,094,280 $4,290,910 $0 $102,960 $143,117 $150,380 $109,191 $62,387 $15,000 $17,500 $9,598,390 $9,877,295 $10,961,167 $11,765,510 $0 $600,000 $0 $3,800,000 $145,698 $167,044 $185,000 $185,000 $145,698 $767,044 $185,000 $3,985,000 $0 $8,816,942 $0 $2,700,000 $149,986 $103,703 $250,000 $250,000 $30,072 $0 $0 $0 $180,058 $8,920,645 $250,000 $2,950,000 $0 $3,680,000 Sanitation Impact Fee Miscellaneous Total - Sanitation Fund: Pol/Fire Bonds Bond Proceeds Interest Total - Pol/Fire Bonds: Street Revenue Bonds Bond Proceeds Interest Miscellaneous Total - Street Revenue Bonds: Street Const. GO Bond Proceeds Interest Total - Street Const. GO: $128,284 $0 $305,000 $150,000 $128,284 $0 $305,000 $3,830,000 $253,871 $24,412 $19,000 $19,000 $253,871 $24,412 $19,000 $19,000 $0 $5,625,000 $0 $3,000,000 $85,000 $180,000 Library Bonds Interest Total - Library Bonds: Flood Control Bond Proceeds Interest $35,396 Miscellaneous $40,730 $0 $0 $0 $76,126 $5,587,512 $85,000 $3,180,000 $340 $0 $0 $0 $340 $0 $0 $0 $615,932 $199,935 $149,275 $635,000 $22,166 $36,806 $42,500 $42,500 $638,098 $236,741 $191,775 $677,500 $260,642 $197,875 $161,250 $183,750 Court Time Payments $65,870 $52,300 $53,750 $61,250 Interest $21,516 $29,457 $29,000 $29,000 $348,028 $279,632 $244,000 $274,000 Total - Flood Control: ($37,488) MPC Bonds Interest Total - MPC Bonds: Arts Commission Trans. From Const. Funds Interest Total - Arts Commission: Court Fund Security Surcharge Total - Court Fund: 445 Schedule Two Summary of Revenues FUND DESCRIPTION FY 99 ACTUAL FY 00 ACTUAL FY 01 ESTIMATE FY 02 BUDGET Parks Self Sustain. Rec. Self-Sustaining $532,927 $599,579 $475,000 $475,000 Special Events Revenue $162,598 $241,547 $350,000 $350,000 $695,525 $841,126 $825,000 $825,000 Special Revenues $207,921 $182,980 $207,000 $207,000 Total - Library Books: $207,921 $182,980 $207,000 $207,000 $1,600,000 $1,611,624 $1,601,710 $1,800,000 $244,914 $281,379 $150,000 $150,000 $1,844,914 $1,893,003 $1,751,710 $1,950,000 $1,400,000 $1,403,057 $1,400,037 $1,400,000 $200,055 $244,985 $245,000 $250,000 Total - Parks Self Sustain.: Library Books Risk Mgmt Trust Fund Internal Premiums Interest Total - Risk Mgmt Trust Fund: Workers Comp Fund Internal Premiums Interest Internal Premiums $7,444 $1,600,055 $1,655,486 $1,645,037 $1,650,000 City Contributions $0 $0 $6,808,764 $8,460,336 Employee Contributions $0 $0 $1,703,164 $1,828,274 Retiree Contributions $0 $0 $459,896 $839,769 Miscellaneous Revenues $0 $0 $250,000 $0 Total - Benefits Trust Fund: $0 $0 $9,221,824 $11,128,379 $218,828,367 $310,246,511 $249,087,913 $341,797,746 Total - Workers Comp Fund: Benefits Trust Fund Grand Total : 446 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET General Fund Administrative Svcs Marketing Cable Communications City-Wide Special Events Marketing Special Events Prod. Support Tourism Total for Marketing $616,042 $500,385 $830,741 $89,790 $223,199 $557,045 $553,366 $911,845 $90,500 $330,176 $586,125 $575,975 $984,747 $90,500 $351,476 $600,536 $594,105 $1,138,452 $90,500 $298,956 $2,260,157 $2,442,932 $2,588,823 $2,722,549 Administration $280,591 $317,482 $330,104 $351,382 Finance Accounting Services Finance Administration License/Collection LID Administration Regulatory & Communication Total for Finance $789,210 $475,739 $870,471 $10,000 $143,273 $873,592 $591,881 $961,631 $10,000 $146,573 $919,600 $567,407 $920,521 $10,000 $146,573 $975,429 $625,620 $994,191 $10,000 $123,813 $2,288,693 $2,583,677 $2,564,101 $2,729,053 $2,318,911 $67,698 $2,700,208 $0 $2,770,461 $0 $3,270,489 $0 $2,386,609 $2,700,208 $2,770,461 $3,270,489 $398,631 $75,258 $354,102 $326,424 $352,663 $487,596 $146,882 $363,390 $354,629 $355,898 $484,904 $144,708 $367,756 $352,361 $360,398 $525,618 $157,619 $363,839 $364,545 $359,353 $1,507,078 $1,708,395 $1,710,127 $1,770,974 $8,723,128 $9,752,694 $9,963,616 $10,844,447 $57,523 $61,839 $44,562 $347,067 $210,252 $58,152 $57,372 $58,331 $61,905 $71,513 $72,275 $401,592 $234,173 $77,803 $60,015 $76,157 $63,713 $61,905 $82,204 $392,369 $221,069 $77,979 $71,782 $69,055 $62,665 $73,153 $60,858 $509,646 $240,567 $67,794 $57,921 $62,432 $895,098 $1,055,433 $1,040,076 $1,135,036 Info. Technology Information Technology PeopleTech Team Total for Info. Technology Management & Budget Budget & Research Grants Administration Purchasing Risk Management Warehouse Total for Management & Budget TOTAL - Administrative Svcs: Appointed Officials Mayor & Council Barrel District Cactus District Cholla District Council Office Mayor Ocotillo District Sahuaro District Yucca District Total for Mayor & Council 447 Schedule Three Operating Budget by Program and Fund Program Name City Clerk City Clerk Elections Passport Services Records Management Total for City Clerk FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET $231,925 $255,078 $534 $200,699 $238,872 $116,226 $650 $264,561 $238,872 $34,468 $678 $242,082 $262,419 $295,332 $650 $493,400 $688,236 $620,309 $516,100 $1,051,801 City Court $2,284,226 $2,354,637 $2,333,929 $2,585,844 City Attorney $1,279,812 $1,278,599 $1,464,879 $1,761,279 $5,147,372 $5,308,978 $5,354,984 $6,533,960 City Manager CAP Local Match City Manager Total for City Manager $19,493 $810,637 $18,888 $827,882 $28,793 $718,505 $17,888 $788,212 $830,130 $846,770 $747,298 $806,100 City Auditor $246,968 $285,048 $285,048 $232,654 Intergovernmental Relations $310,148 $400,307 $433,023 $376,356 Human Resources Benefit Programs Benefits & Worker's Comp. Compensation Employee Relations Employment Services Human Resources Admin. Organizational Development Total for Human Resources $400,556 $221,077 $0 $669,885 $398,108 $408,082 $0 $0 $725,130 $0 $928,833 $383,051 $413,910 $147,621 $0 $571,245 $329,813 $421,773 $419,109 $585,457 $136,248 $0 $625,468 $429,570 $304,261 $395,841 $724,051 $207,919 $2,097,708 $2,598,545 $2,463,645 $2,687,110 $450,818 $100,733 $515,942 $366,607 $531,306 $361,182 $536,046 $175,899 $551,551 $882,549 $892,488 $711,945 $4,036,505 $5,013,219 $4,821,502 $4,814,165 TOTAL - Appointed Officials: City Manager Economic Development Economic Development Redevelopment Total for Economic Development TOTAL - City Manager: 448 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Community Dev. CD Administration CD Admin Support CD Deputy City Manager Total for CD Administration $356,416 $253,354 $395,355 $218,983 $13,617 $225,318 $0 $255,252 $609,770 $614,338 $238,935 $255,252 Building Safety Building Safety Development Services Center Total for Building Safety $1,443,118 $453,329 $1,573,116 $494,283 $1,631,759 $585,528 $1,571,851 $622,118 $1,896,447 $2,067,399 $2,217,287 $2,193,969 $391,520 $17,643 $373,515 $257,647 $422,408 $424,872 $313,095 $445,515 $412,622 $139,831 $502,268 $321,918 $479,259 $629,448 $549,061 $275,887 $1,040,325 $1,605,890 $1,376,639 $1,933,655 $78,449 $439,558 $327,386 $105,862 $424,546 $303,462 $237,291 $146,127 $265,691 $80,747 $224,578 $65,350 $443,981 $234,011 $560,268 $591,635 $126,036 $240,219 $1,214,000 $488,833 $80,677 $155,065 $65,350 $541,594 $234,011 $560,268 $591,635 $126,036 $240,219 $1,214,000 $438,833 $80,677 $155,065 $81,556 $466,510 $364,919 $458,649 $434,853 $146,785 $248,499 $1,414,000 $472,768 $194,686 $201,636 $2,633,697 $4,200,075 $4,247,688 $4,484,861 $6,180,239 $8,487,702 $8,080,549 $8,867,737 $0 $141,110 $280,246 $260,654 Planning Land Use & Design Review Long-Range Planning & Research Planning Administration Zoning Admin & Tech. Asst. Total for Planning Engineering Contract Administration Engineering Administration Engineering Design Engineering Section Inspection Land Development Materials Testing O&M Downtown Building Property Management Special Projects Admin. Surveying Total for Engineering TOTAL - Community Dev.: Community Services Community Services Admin. 449 Schedule Three Operating Budget by Program and Fund Program Name Parks & Recreation Adult Center Aquatics Arts Commission Audio/Visual Central District Recreation Glendale Community Center North District Recreation Park Irrigation Parks & Recreation Admin. Parks Central District Parks North District Parks Special Operations Pool Maintenance Recreation Special Operations Recreation Support Services Total for Parks & Recreation FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET $177,602 $494,512 $9,171 $139,467 $720,819 $148,503 $134,372 $238,956 $123,708 $1,067,888 $708,259 $2,541,240 $198,726 $118,144 $742,850 $688,180 $473,967 $10,189 $230,038 $775,246 $239,222 $523,700 $249,573 $123,380 $1,872,246 $1,534,534 $839,919 $195,921 $235,681 $732,658 $699,447 $442,642 $7,964 $138,538 $745,261 $236,046 $507,700 $264,398 $124,452 $1,872,246 $1,534,534 $753,123 $206,845 $238,530 $705,393 $355,304 $473,967 $10,189 $219,394 $796,208 $213,899 $552,109 $280,686 $352,892 $1,851,188 $1,816,969 $830,757 $219,437 $262,503 $743,456 $7,564,217 $8,724,454 $8,477,119 $8,978,958 Neighborhood Service Code Compliance Neighborhood Revitalization Total for Neighborhood Service $716,322 $217,282 $808,755 $240,728 $839,206 $219,811 $898,925 $262,624 $933,604 $1,049,483 $1,059,017 $1,161,549 Community Partnerships $270,267 $328,998 $329,667 $449,668 $6,551,452 $6,685,227 $6,849,635 $7,338,573 $15,319,540 $16,929,272 $16,995,684 $18,189,402 $87,291 $1,871,970 $0 $432,444 $363,358 $85,315 $2,209,700 $660,000 $1,507,607 $463,550 $84,342 $2,209,700 $660,000 $4,992,711 $463,550 $108,315 $2,129,700 $326,509 $1,452,248 $326,550 $2,755,063 $4,926,172 $8,410,303 $4,343,322 $2,755,063 $4,926,172 $8,410,303 $4,343,322 Library TOTAL - Community Services: Non-Departmental Non-Departmental Civil Defense Development Agreements Lease Payments Non-Departmental Outside Agencies Total for Non-Departmental TOTAL - Non-Departmental: 450 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Public Safety Police Department Central Patrol Bureau Crime Investigations Foothills Patrol Bureau Gateway Patrol Bureau Police Administration Police Legal Services Police Personnel Management Police Support Services Total for Police Department $6,375,463 $4,252,136 $5,008,634 $6,545,038 $4,335,532 $6,347,659 $6,592,902 $4,252,670 $6,460,155 $2,190,702 $261,055 $410,062 $6,707,962 $2,595,400 $265,107 $582,071 $7,097,585 $2,383,316 $263,111 $581,871 $7,259,682 $8,566,968 $3,849,364 $6,319,275 $1,394,019 $3,003,929 $278,219 $642,742 $7,705,645 $25,206,014 $27,768,392 $27,793,707 $31,760,161 $642,779 $66,121 $8,121,974 $14,889 $515,310 $182,367 $1,733,101 $288,950 $1,144 $627,315 $73,860 $8,388,404 $17,893 $541,834 $192,423 $1,895,232 $317,861 $6,000 $622,315 $73,860 $8,443,097 $17,893 $541,834 $207,423 $1,887,344 $317,861 $6,000 $683,523 $80,944 $9,622,288 $17,893 $581,485 $219,020 $2,011,770 $316,951 $6,000 $11,566,635 $12,060,822 $12,117,627 $13,539,874 $36,772,649 $39,829,214 $39,911,334 $45,300,035 $0 $25,000 $50,500 $51,500 Public Works Administration $219,571 $230,278 $179,385 $168,249 Field Operations Cemetery Custodial Services Facilities Management Field Operations Admin. Graffiti Removal Manistee Ranch Maintenance Total for Field Operations $349,287 $1,142,567 $3,689,658 $562,162 $99,720 $102,621 $525,574 $1,397,987 $3,699,456 $565,567 $121,485 $187,402 $533,425 $1,284,311 $3,769,202 $565,567 $121,485 $187,402 $441,796 $1,416,498 $4,076,105 $775,895 $121,917 $54,972 $5,946,015 $6,497,471 $6,461,392 $6,887,183 $6,165,586 $6,752,749 $6,691,277 $7,106,932 $85,100,082 $97,000,000 $100,229,250 $106,000,000 Fire Department Fire Administration Fire Community Relations Fire Emergency Services Fire Hazardous Materials Fire Marshal's Office Fire Medical Services Fire Support Services Fire Training Firefighter Safety Total for Fire Department TOTAL - Public Safety: Public Works HazMat Incidence Response TOTAL - Public Works: TOTAL - General Fund 451 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Police Spec. Rev. Non-Departmental Non-Dept - Fund 2 TOTAL - Non-Departmental: $0 $25,000 $0 $25,000 $0 $25,000 $0 $25,000 $1,752,549 $2,499,849 $2,460,910 $2,590,427 $1,752,549 $2,499,849 $2,460,910 $2,590,427 $1,752,549 $2,524,849 $2,460,910 $2,615,427 $0 $25,000 $0 $25,000 $0 $25,000 $0 $25,000 $1,086,306 $1,128,806 $1,118,849 $1,307,032 $1,086,306 $1,128,806 $1,118,849 $1,307,032 $1,086,306 $1,153,806 $1,118,849 $1,332,032 $636,861 $722,743 $722,743 $707,351 $636,861 $722,743 $722,743 $707,351 $636,861 $722,743 $722,743 $707,351 Public Safety Patrol - Special Revenue Fund TOTAL - Public Safety: TOTAL - Police Spec. Rev. Fire Spec. Revenue Non-Departmental Non-Dept - Fund 4 TOTAL - Non-Departmental: Public Safety Fire - Special Revenue Fund TOTAL - Public Safety: TOTAL - Fire Spec. Revenue Civic Center Administrative Svcs Civic Center TOTAL - Administrative Svcs: TOTAL - Civic Center 452 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET HOME Fund Community Services HOME Program TOTAL - Community Services: TOTAL - HOME Fund $255,852 $1,037,595 $535,316 $1,193,156 $255,852 $1,037,595 $535,316 $1,193,156 $255,852 $1,037,595 $535,316 $1,193,156 $1,451,233 $3,752,452 $2,411,634 $3,534,555 $1,451,233 $3,752,452 $2,411,634 $3,534,555 $1,451,233 $3,752,452 $2,411,634 $3,534,555 C.D.B.G. Community Services CDBG Programs TOTAL - Community Services: TOTAL - C.D.B.G. 453 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Streets Community Dev. Transportation Signs & Markings Streetlight Management Traffic Admin. & Engineering Traffic Design and Development Traffic Signals Traffic Studies Transportation Planning Total for Transportation $693,424 $1,396,451 $452,604 $0 $1,402,351 $445,481 $55,598 $944,240 $1,551,121 $481,745 $0 $1,426,357 $637,774 $106,674 $1,016,035 $1,597,418 $623,917 $0 $1,484,860 $585,065 $116,195 $896,607 $1,565,987 $554,346 $243,330 $1,359,487 $501,840 $361,925 $4,445,909 $5,147,911 $5,423,490 $5,483,522 $4,445,909 $5,147,911 $5,423,490 $5,483,522 $0 $800,000 $0 $930,881 $0 $800,000 $0 $930,881 $1,993,615 $482,977 $5,254,942 $2,053,317 $581,213 $5,236,777 $2,125,310 $597,602 $5,478,428 $2,189,724 $680,550 $5,235,260 $7,731,534 $7,871,307 $8,201,341 $8,105,534 $7,731,534 $7,871,307 $8,201,341 $8,105,534 $12,177,443 $13,819,218 $13,624,831 $14,519,937 Airport Operations $524,896 $608,284 $534,403 $620,639 TOTAL - Community Dev.: $524,896 $608,284 $534,403 $620,639 $524,896 $608,284 $534,403 $620,639 TOTAL - Community Dev.: Non-Departmental Non-Dept - Fund 12 TOTAL - Non-Departmental: Public Works Field Operations Right-of-Way Maintenance Street Cleaning Street Maintenance Total for Field Operations TOTAL - Public Works: TOTAL - Streets Airport Community Dev. TOTAL - Airport 454 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET General Services Administrative Svcs Finance Duplicating/Mail Print Shop Total for Finance $375,345 $1,032 $0 $0 $0 $0 $0 $0 $376,377 $0 $0 $0 Telephones $840,709 $0 $0 $0 $1,217,086 $0 $0 $0 $0 $50,000 $0 $50,000 $0 $50,000 $0 $50,000 $3,216,505 $129,422 $989,919 $217,167 $2,930,298 $190,347 $1,045,838 $298,345 $3,060,493 $190,347 $1,413,560 $284,760 $3,078,147 $203,984 $1,544,456 $326,521 $4,553,013 $4,464,828 $4,949,160 $5,153,108 $4,553,013 $4,464,828 $4,949,160 $5,153,108 $5,770,099 $4,514,828 $4,949,160 $5,203,108 $0 $426,647 $426,647 $321,270 TOTAL - Administrative Svcs: $0 $426,647 $426,647 $321,270 TOTAL - Print Shop $0 $426,647 $426,647 $321,270 TOTAL - Administrative Svcs: Non-Departmental Non-Dept - Fund 16 TOTAL - Non-Departmental: Public Works Field Operations Equipment Management Fabrication/Welding Fuel Services Paint/Body Shop Total for Field Operations TOTAL - Public Works: TOTAL - General Services Print Shop Administrative Svcs Duplicating/Mail 455 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Housing Community Services $1,171,302 $7,868,095 $7,027,405 $7,919,549 $1,171,302 $7,868,095 $7,027,405 $7,919,549 $1,171,302 $7,868,095 $7,027,405 $7,919,549 $1,512,087 $841,852 $586,755 $17,391 $1,656,214 $807,332 $888,648 $18,160 $1,637,142 $791,563 $624,228 $31,679 $1,640,915 $1,027,240 $859,457 $18,160 $2,958,085 $3,370,354 $3,084,612 $3,545,772 $2,958,085 $3,370,354 $3,084,612 $3,545,772 $0 $50,000 $0 $50,000 $0 $50,000 $0 $50,000 $2,958,085 $3,420,354 $3,084,612 $3,595,772 $0 $871,053 $915,781 $987,751 TOTAL - Administrative Svcs: $0 $871,053 $915,781 $987,751 TOTAL - Telephone $0 $871,053 $915,781 $987,751 Housing Assistance Program TOTAL - Community Services: TOTAL - Housing Transit Community Dev. Transportation Dial-A-Ride Fixed Route HB 2565 Trip Reduction Total for Transportation TOTAL - Community Dev.: Non-Departmental Non-Dept - Fund 26 TOTAL - Non-Departmental: TOTAL - Transit Telephone Administrative Svcs Telephones 456 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Vehicle Replacement Public Works Equipment Replacement TOTAL - Public Works: TOTAL - Vehicle Replacement $1,451,838 $6,161,259 $3,580,000 $4,550,000 $1,451,838 $6,161,259 $3,580,000 $4,550,000 $1,451,838 $6,161,259 $3,580,000 $4,550,000 $1,059,754 $1,427,599 $1,684,819 $2,615,473 $1,059,754 $1,427,599 $1,684,819 $2,615,473 $1,059,754 $1,427,599 $1,684,819 $2,615,473 $233,242 $265,204 $265,204 $282,932 $233,242 $265,204 $265,204 $282,932 $233,242 $265,204 $265,204 $282,932 Tech. Replacement Administrative Svcs Technology Replacement TOTAL - Administrative Svcs: TOTAL - Tech. Replacement CAP Grant Fund City Manager Community Action Program TOTAL - City Manager: TOTAL - CAP Grant Fund 457 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Other Grants Fund Administrative Svcs $153,238 $200,000 $200,000 $150,000 $153,238 $200,000 $200,000 $150,000 $1,463,345 $2,250,000 $1,279,857 $2,250,000 $10,427 $1,463,345 $2,250,000 $1,279,857 $2,260,427 $1,463,345 $2,250,000 $1,279,857 $2,260,427 $75,949 $14,503 $10,226 $48,188 $48,188 $60,436 $69,842 $48,188 $60,436 $75,383 $51,510 $66,395 $100,678 $156,812 $178,466 $193,288 $17,575 $53,259 $70,805 $73,842 $118,253 $210,071 $249,271 $267,130 $1,734,836 $2,660,071 $1,729,128 $2,677,557 $113,401 $109,303 $135,000 $230,000 $50,500 $90,835 $135,000 $233,037 $222,704 $365,000 $141,335 $368,037 TOTAL - Public Safety: $222,704 $365,000 $141,335 $368,037 TOTAL - RICO Fund $222,704 $365,000 $141,335 $368,037 Grant Match Pool TOTAL - Administrative Svcs: Miscellaneous Grants Grants Miscellaneous Grants US West Foundation Total for Grants TOTAL - Miscellaneous Grants: Public Safety Police Department Victims Rights Grant VOCA Advocacy Center VOCA Grant Total for Police Department Project Impact-FD TOTAL - Public Safety: TOTAL - Other Grants Fund RICO Fund Public Safety Police Department Federal RICO State RICO Total for Police Department 458 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Water/Sewer Fund Administrative Svcs $1,868,622 $2,014,426 $2,165,756 $2,287,607 $65,139 $67,023 $67,023 $0 $1,933,761 $2,081,449 $2,232,779 $2,287,607 City Attorney-Utilities $243,757 $239,762 $239,762 $0 TOTAL - Appointed Officials: $243,757 $239,762 $239,762 $0 $94,403 $97,009 $97,009 $106,996 $94,403 $97,009 $97,009 $106,996 $216,077 $802,146 $0 $800,000 $216,077 $802,146 $0 $800,000 $262,300 $947,462 $125,368 $335,789 $1,003,326 $248,086 $335,381 $1,107,395 $141,000 $372,861 $1,233,227 $257,086 $1,335,130 $1,587,201 $1,583,776 $1,863,174 $138,654 $172,497 $172,295 $175,581 Customer Service Office Information Tech. - Utilities TOTAL - Administrative Svcs: Appointed Officials Community Dev. Cross Connection Control TOTAL - Community Dev.: Non-Departmental Non-Dept - Fund 50 TOTAL - Non-Departmental: Public Works Env. Resources Environmental Resources Water Quality West Valley CAP Study Total for Env. Resources Irrigation 459 Schedule Three Operating Budget by Program and Fund Program Name Utilities Arrowhead Reclamation Plant Central System Control Central System Maintenance Cholla Treatment Plant Customer Service - Field Major Maintenance Meter Maintenance Pretreatment Program Public Service Representatives Pyramid Peak Plant Raw Water Usage SROG (91st Av) Plant Transmission Line Maintenance Utilities Administration Utilities Information Mgmt. Wastewater Collection Water Conservation Water Distribution West Area Plant Total for Utilities TOTAL - Public Works: TOTAL - Water/Sewer Fund FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET $1,165,633 $1,004,600 $278,371 $1,383,336 $771,184 $169,197 $1,009,542 $311,212 $262,450 $1,789,308 $1,281,980 $1,336,188 $900,268 $1,306,234 $0 $1,284,888 $179,992 $1,235,502 $403,482 $1,270,895 $1,226,681 $296,995 $1,895,611 $834,256 $237,327 $1,149,898 $380,046 $259,916 $1,035,010 $2,592,513 $2,150,314 $825,606 $1,259,971 $521,901 $1,890,217 $179,899 $1,512,494 $1,432,772 $1,101,910 $1,351,681 $313,516 $1,308,926 $836,040 $205,435 $984,113 $366,240 $259,916 $1,080,010 $2,427,809 $2,150,314 $882,606 $1,204,344 $603,401 $1,490,217 $179,899 $1,432,494 $1,244,846 $1,526,910 $1,220,746 $437,092 $1,577,438 $1,002,776 $464,380 $987,132 $474,255 $222,004 $1,100,749 $2,796,382 $2,150,314 $933,743 $1,374,025 $479,618 $1,929,607 $194,184 $1,505,720 $2,768,021 $16,073,367 $20,952,322 $19,423,717 $23,145,096 $17,547,151 $22,712,020 $21,179,788 $25,183,851 $20,035,149 $25,932,386 $23,749,338 $28,378,454 $246,699 $0 $399,352 $80,208 $315,868 $0 $261,000 $54,700 $246,699 $479,560 $315,868 $315,700 $246,699 $479,560 $315,868 $315,700 $246,699 $479,560 $315,868 $315,700 Cable Equip. Rental Administrative Svcs Marketing PEG Grant Cable Equipment Truck Cable Production Total for Marketing TOTAL - Administrative Svcs: TOTAL - Cable Equip. Rental 460 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Landfill Fund Non-Departmental ($4,814) $50,000 $0 $50,000 ($4,814) $50,000 $0 $50,000 $58,118 $2,386,404 $347,217 $0 $410,474 $90,000 $3,835,766 $3,430,433 $0 $529,381 $90,000 $4,517,780 $2,973,944 $872,481 $432,525 $90,000 $3,472,090 $3,494,877 $917,325 $747,367 $3,202,213 $7,885,580 $8,886,730 $8,721,659 $3,202,213 $7,885,580 $8,886,730 $8,721,659 $3,197,399 $7,935,580 $8,886,730 $8,771,659 $6,127,551 $446,006 $3,321,926 $0 $6,640,903 $405,035 $3,267,117 $881,348 $5,824,028 $347,628 $2,830,373 $799,276 $6,836,758 $372,027 $3,215,076 $898,537 $9,895,483 $11,194,403 $9,801,305 $11,322,398 $9,895,483 $11,194,403 $9,801,305 $11,322,398 $9,895,483 $11,194,403 $9,801,305 $11,322,398 $63,144 $104,772 $85,607 $63,330 $147,053 $63,144 $104,772 $85,607 $210,383 TOTAL - Community Services: $63,144 $104,772 $85,607 $210,383 TOTAL - Arts Commission $63,144 $104,772 $85,607 $210,383 Non-Dept - Fund 55 TOTAL - Non-Departmental: Public Works Field Operations Gas Management System Landfill MRF Operations Recycling Woodwaste Operations Total for Field Operations TOTAL - Public Works: TOTAL - Landfill Fund Sanitation Fund Public Works Field Operations Curb Service Sanitation Administration Sanitation Frontload Sanitation Roll-off Total for Field Operations TOTAL - Public Works: TOTAL - Sanitation Fund Arts Commission Community Services Parks & Recreation Arts Fund Operating Arts Maintenance Total for Parks & Recreation 461 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Court Fund Appointed Officials City Court Court Security Court Special Revenue Total for City Court $169,591 $78,221 $260,758 $151,636 $260,758 $151,636 $377,062 $151,636 $247,812 $412,394 $412,395 $528,698 TOTAL - Appointed Officials: $247,812 $412,394 $412,395 $528,698 $247,812 $412,394 $412,395 $528,698 $262,572 $5,579 $500,000 $20,000 $300,324 $0 $500,000 $65,000 $268,151 $520,000 $300,324 $565,000 $268,151 $520,000 $300,324 $565,000 $0 $1,352 $0 $5,424 $2,606 $1,263 $0 $0 $425 $0 $8,000 $1,056 $0 $0 $3,267 $455,775 $2,800 $10,000 $18,000 $10,000 $10,000 $5,000 $6,000 $6,000 $2,000 $6,000 $8,000 $10,000 $3,000 $5,000 $10,000 $574,453 $2,800 $5,000 $18,000 $5,000 $5,000 $5,000 $6,000 $6,000 $2,000 $6,000 $8,000 $5,000 $3,000 $5,000 $5,000 $574,453 $2,800 $10,000 $18,000 $10,000 $10,000 $5,000 $6,000 $6,000 $2,000 $6,000 $8,000 $10,000 $3,000 $5,000 $10,000 $574,453 $479,168 $686,253 $661,253 $686,253 $479,168 $686,253 $661,253 $686,253 $747,319 $1,206,253 $961,577 $1,251,253 TOTAL - Court Fund Parks Self Sustain. Administrative Svcs Marketing Events - Special Revenue Tourism - Souvenir Program Total for Marketing TOTAL - Administrative Svcs: Community Services Parks & Recreation Apollo HS Lights Apollo Pool Repair Arrowhead Amenities Cactus Pool Repair Cardinal Pool Repair Dedicate A Tree Desert Gardens Park Desert Mirage Park Desert Valley Park Discovery Park Foothills Park GCC Pool Repair GESD ES Ballfields Ironwood HS Lights Ironwood Pool Repair Recreation Self-Sustaining Total for Parks & Recreation TOTAL - Community Services: TOTAL - Parks Self Sustain. 462 Schedule Three Operating Budget by Program and Fund Program Name FY 00 ACTUAL FY 01 BUDGET FY 01 ESTIMATE FY 02 BUDGET Library Books Community Services Library Library Book Fund Library Special Revenue Total for Library $49,215 $86,323 $106,090 $172,926 $25,000 $80,000 $106,090 $172,926 $135,538 $279,016 $105,000 $279,016 TOTAL - Community Services: $135,538 $279,016 $105,000 $279,016 $135,538 $279,016 $105,000 $279,016 Risk Mgmt. Trust Fund $1,199,833 $1,275,440 $4,275,440 $1,600,000 TOTAL - Administrative Svcs: $1,199,833 $1,275,440 $4,275,440 $1,600,000 $1,199,833 $1,275,440 $4,275,440 $1,600,000 $751,033 $1,075,000 $1,075,000 $1,075,000 $751,033 $1,075,000 $1,075,000 $1,075,000 $751,033 $1,075,000 $1,075,000 $1,075,000 Benefit Programs $0 $8,506,139 $6,721,824 $11,222,893 TOTAL - City Manager: $0 $8,506,139 $6,721,824 $11,222,893 TOTAL - Benefits Trust Fund $0 $8,506,139 $6,721,824 $11,222,893 $154,106,491 $207,000,000 $201,832,110 $224,000,000 TOTAL - Library Books Risk Mgmt Trust Fund Administrative Svcs TOTAL - Risk Mgmt Trust Fund Workers Comp Fund City Manager Worker's Compensation TOTAL - City Manager: TOTAL - Workers Comp Fund Benefits Trust Fund City Manager TOTAL - OPERATING BUDGET 463 Schedule Four Transfers Between Funds (All Dollars in Thousands) TRANSFER FROM General Street Fund General BenefitTrust $750 Street LTAF Water/SewerSanitation $4,540 $1,200 Landfill $878 $8,147 T R LID Debt A MPC Debt $1,395 N Transit $1,581 S Total In: $7,368 $8,147 Street Debt $5,810 $5,810 $412 $412 $1,395 $1,220 $2,801 Airport Operating $303 $303 F Airport Capital $399 $399 E Benefit Trust Fund $0 $0 R Street GO Bonds $0 $0 CAP Grant Fund $128 $128 T Other Grant Fund $150 $150 O Devpt. Agrmt. $500 $500 Civic Center Fund Housing $857 $857 $390 $390 Total Out: $13,850 $750 $6,222 464 $1,220 $4,540 $1,200 $878 $28,661 Schedule Five Expenditure Limitation and Summary of Tax Levy and Tax Rate Information Estimated 2000-01 2001-02 Fiscal Year Fiscal Year $358,000,000 $403,000,000 $0 $0 $235,376,529 $403,000,000 Expenditure Limitation (Voter approved) Estimated Amount of Exclusions Total Estimated Expenditures 1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051.A) 2. Amount Received from Primary Property Taxation in the 2000-01 Fiscal Year in Excess of the Sum of that Year's Maximum Allowable Primary Property Tax Levy (ARS 42-302.C.14) plus Amount of Escaped Taxes Collected (ARS 42-17005) 3. Property Tax Levy Amounts A. Primary Property Taxes B. Secondary Property Taxes C. Total Property Tax Levy Amounts $7,168,673 $0 $3,152,889 $11,750,494 $14,903,383 4. Property Taxes Collected (Estimated) A. Primary Property Taxes 1. 2000-01 Levy 2. Prior Years' Levies 3. Total Primary Property Taxes B. Secondary Property Taxes 1. 2000-01 Levy 2. Prior Years' Levies 3. Total Secondary Property Taxes $7,572,558 $3,265,377 $12,993,192 $16,258,569 $3,108,543 $44,457 $3,153,000 $11,323,951 $235,010 $11,558,961 5. Property Tax Rates A. City of Glendale Tax Rate 1. Primary Property Tax Rate $0.38/$100 $0.3582/$100 2. Secondary Property Tax Rate $1.34/$100 $1.3618/$100 Total Glendale Tax Rate $1.72/$100 $1.72/$100 B. Special Assessment District Tax Rates Secondary Property Tax rates - As of the date the proposed budget was prepared, Glendale was operating no special assessment districts for which secondary property taxes are levied. 465 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Mayor & Council 1110 Mayor Admin. Assistant to the Mayor Executive Administrative Assistant Management Assistant, Senior Mayor Secretary Secretary, Senior Program Total: 1 1 1 1 1 1 1 0 0 1 0.5 1 3.5 1 0 0 1 0.5 1 3.5 1 0 0 1 0.5 1 3.5 1 0 0 1 0.5 1 3.5 0 1 1 1 0 0.5 3.5 Council Assistant Council Services Administrator Management Assistant, Senior Secretary Secretary, Senior Program Total: 1 1 1 1 1 2 0 2 1 0 5 3 1 0 0 1 5 3 1 0 0 1 5 3 1 0 0 1 5 4 1 0 0 2 7 Council Member 1 1 1 1 1 1 Council Member 1 1 1 1 1 1 Council Member 1 1 1 1 1 1 Council Member 1 1 1 1 1 1 Council Member 1 1 1 1 1 1 Council Member 1 1 1 1 1 1 14.5 14.5 14.5 14.5 16.5 1120 Council Office 1121 Cholla District 1122 Barrel District 1123 Sahuaro District 1124 Cactus District 1125 Yucca District 1126 Ocotillo District Mayor & Council Total: City Clerk 1210 City Clerk City Clerk Deputy City Clerk Secretary Secretary, Senior Program Total: 1 1 1 1 1 0 1 1 3 1 1 1 0 3 1 1 0 1 3 1 1 0 1 3 1 1 1 0 3 Management Aide Office Assistant Secretary Secretary, Senior 1 1 1 1 0 0.5 1 0 1 0.5 0 0 1 0 1 0 1 1 1 0 1 1 0 1 1211 Records Management 466 Schedule Six Authorized Staffing Dept Program Name '97-98 '98-99 '99-00 '00-01 '01-02 Program Total: 1.5 1.5 2 3 3 City Clerk Total: 4.5 4.5 5 6 6 1 1 1 1 1 1 1 1 1 1 1 0 1 1 1 2 0 0 1 1 0 0 7 1 1 1 1 1 0 0 1 1 0 0 7 1 1 1 1 1 0 0 1 0 1 0 7 1 1 1 1 1 0 0 1 0 1 0 7 0 1 1 0 1 1 1 0 0 1 1 7 46 46 46 46 1 3 0 1 5 1 3 0 1 5 1 2 1 1 5 1 2 1 1 5 1 2 1 1 5 12 12 12 12 12 1 1 1 0 0.5 3.5 1 1 1 0 0.5 3.5 1 1 1 0 1 4 1 1 1 0 1 4 1 1 0 1 0 3 3.5 3.5 4 4 3 0 2 0.5 0 2.5 1 1 0.5 0 2.5 1 1 1 0 3 1 1 1 0 3 1 1 0 1 3 2.5 2.5 3 3 3 1 0 1 0 1 0 1 0 0 2 Position Title Fund City Clerk 1211 Records Management City Manager 1310 City Manager Admin. Asst to the City Manager Asst. City Manager City Manager Director of Council & Management Executive Administrative Assistant Management Assistant Management Assistant 2 Management Assistant, Senior Office Assistant Secretary, Senior Special Asst to the City Manager Program Total: 7116 Community Action Program CAP Program Administrator Community Worker/Case Manager Management Aide Office Assistant Program Total: City Manager Total: City Auditor 1620 City Auditor Assistant City Auditor City Auditor Internal Auditor Management Aide Secretary Program Total: 1 1 1 1 1 City Auditor Total: Intergovt. Relations 1810 Intergovernmental Relations IG Relations Assistant Intergov'mental Relations Director Secretary Secretary, Senior Program Total: 1 1 1 1 Intergovt. Relations Total: Env. Resources 1330 Environmental Resources Environmental Compliance Coord. Environmental Program Manager 467 50 50 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Env. Resources 1330 Environmental Resources Environmental Resources Admin. Environmental Resources Director Secretary Water Resources Analyst Program Total: 50 50 50 50 1 0 0 1 3 1 0 0 1 3 1 0 1 1 4 1 0 1 1 4 0 1 1 0 4 Chemist Chemist, Senior Inorganic Chemist Laboratory Sampler/Technician Organic Chemist Public Service Representative Water Quality Data Coordinator Water Quality Supervisor Program Total: 50 50 50 50 50 50 50 50 3 1 0 0 0 0 1 1 6 3 1 1 1 1 1 1 1 10 5 1 0 1 0 1 1 1 10 5 1 0 1 0 1 1 1 10 5 1 0 2 0 1 1 1 11 9 13 14 14 15 2 1 1 12 0 1 1 1 2 21 2 1 1 11 1 1 1 1 2 21 2 1 1 19 1 1 1 1 2 29 2 1 1 19 1 1 1 1 2 29 2 1 1 21 1 1 1 1 2 31 21 21 29 29 31 6429 Water Quality Env. Resources Total: City Court 1410 City Court Assistant City Judge City Judge Court Administrator Court Information Clerk Court Tech. Services Supervisor Judicial Enforcement Supervisor Management Assistant Office Manager Police Officer Program Total: 1 1 1 1 1 1 1 1 1 City Court Total: City Attorney 1510 City Attorney Assistant City Attorney Assistant City Prosecutor City Attorney City Prosecutor Deputy City Attorney Executive Legal Assistant Juvenile/Adult Diversion Coord. Legal Assistant Secretary Secretary, Senior Program Total: 1 1 1 1 1 1 1 1 1 1 1 4 1 1 2 1 1 2 2 1 16 1 4 1 1 2 1 1 2 1 2 16 1 4 1 1 2 1 1 2 1 2 16 1 4 1 1 2 1 1 2 1 2 16 2 4 1 1 2 1 1 3 1 3 19 Assistant City Attorney Legal Assistant Program Total: 50 50 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 1512 City Attorney-Utilities 468 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 18 18 18 18 19 City Attorney City Attorney Total: Marketing 1710 Marketing Communications & Marketing Mgr Electronic Information Specialist Graphics Designer Graphics Manager Management Aide Marketing Director Marketing/Communications Coord. Secretary Program Total: 1 1 1 1 1 1 1 1 2 1 1 1 0 1 0 1 7 2 1 1 1 0 1 0 1 7 2 1 1 1 0 1 0 1 7 2 1 2 1 0 1 1 1 9 2 1 2 1 1 1 1 0 9 Office Assistant Tourism Coordinator Program Total: 1 1 0 1 1 0 1 1 0 1 1 1 1 2 1 1 2 Civic Center Event Coordinator Civic Center Manager Civic Center Manager Civic Center Operations Coordinator Secretary Service Worker 1 Service Worker 3 Program Total: 6 1 6 6 6 6 6 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0 0 1 1 1 0 1 4 1 0 1 1 1 0 1 5 2 0 1 0 1 1 1 6 Management Aide Secretary, Senior Special Events Coordinator Special Events Manager Program Total: 1 1 1 1 1 0 1 0 2 1 0 1 0 2 1 0 1 0 2 3 1 1 0 5 0 1 3 1 5 Audio/Video Production Specialist Cable Manager Television Production Manager Video Playback Operator Video Production Coordinator Writer/Producer Program Total: 1 1 1 1 1 1 3 1 0 1 0 0 5 3 1 0 1 0 0 5 3 1 0 1 0 0 5 3 0 1 1 0 1 6 0 0 1 1 3 1 6 15 16 19 27 28 0 0 1 1 0 0 0 1 1 0 1 1 0 1 0 1 0 0 1.5 1 1 0 0 1.5 1 1714 Tourism 1720 Civic Center 4244 City-Wide Special Events 4520 Cable Communications Marketing Total: Human Resources 1431 Benefits & Worker's Comp. Claims Analyst Employee Benefits Analyst, Senior Employee Benefits Manager Employee Benefits Representative Human Resources Manager 469 1 1 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title '97-98 '98-99 '99-00 '00-01 '01-02 1 0.5 2.5 0.5 2.5 0.5 3.5 0 3.5 0 3.5 1 1 1 1 2 1 1 2 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 0.5 3 3 1 2 1 1 0 1 13.5 0.4 0 4 3 1 1 1 0 0.6 2 13 0.4 0 0 1 1 0 0 0 0 1 3.4 0.5 0 0 1 1 0 0 0 0 1 3.5 1 1 0 0 1 0 1 0 0 1 5 1 1 1 1 1 1 0 0 0 0 1 1 0 0 0 0 1 4 1 0 0 0.6 5.6 3 0 1 0 1 5 2 1 1 1 0 5 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 5 2 1 1 0 1 1 6 1 0 2 0 0 0 3 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 3 1 0 0 0 0 1 19 18.5 17.5 18 20.5 1 0 1 0 1 0 1 0 1 1 Fund Human Resources 1431 Benefits & Worker's Comp. Office Assistant Program Total: 1432 Employee Relations 1910 1915 1920 1925 1930 Claims Analyst Employee Safety Manager Program Total: Human Resources Admin. Customer Assistance Representative HRIS Analyst Human Resources Analyst Human Resources Analyst, Senior Human Resources Director Human Resources Specialist Management Assistant, Senior Office Support Supervisor Secretary Secretary, Senior Program Total: Employment Services Human Resources Analyst Human Resources Analyst, Senior Human Resources Manager Human Resources Technician Secretary Program Total: Employee Relations Human Resouces Manager Human Resources Analyst Human Resources Analyst, Senior Human Resources Specialist Management Assistant, Senior Secretary, Senior Program Total: Compensation Human Resources Analyst Human Resources Manager Human Resources Technician Program Total: Organizational Development Employee Development Coordinator Human Resources Total: Administration 2205 Administration Deputy City Manager Executive Admin. Assistant 2 470 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 0 0 1 1 3 0 1 1 1 4 0 1 1 1 4 0 1 1 1 4 1 1 0 0 4 3 4 4 4 4 Administration 2205 Administration Executive Administrative Assistant Management Assistant, Senior Office Support Supervisor Secretary, Senior Program Total: 1 1 1 1 Administration Total: Finance 2210 Finance Administration Controller/Asst. Finance Director Finance Director/CFO Office Assistant Office Support Supervisor Secretary Secretary, Senior Treasury Manager Program Total: 1 1 1 1 1 1 1 1 1 1 0 0 1 1 5 1 1 1 1 0 0 0 4 1 1 0 1 2 0 0 5 1 1 0.5 1 2.5 0 0 6 1 1 0.5 1 2.5 0 0 6 Account Specialist Account Specialist, Senior Accountant 1 Accountant 2 Accounting Manager Payroll Specialist Program Total: 1 1 1 1 1 1 3 0 3 3 2 2 13 3 1 3 4 2 2 15 3 1 4 3 2 2 15 4 1 4 3 2 2 16 4 1 4 4 2 2 17 1 1 1 1 1 1 1 1 1 1 1 0.5 0 3 1 1 1 1 1 0 1 3 12.5 0.5 2 1 1 0 1 1 1 0 1 3 11.5 0.5 2 1 1 0 1 1 1 0 1 3 11.5 0.5 2 1 1 0 1 1 1 1 0 3 11.5 0.5 2 1 1 0 1 1 1 1 0 3 11.5 1 1 1 0 1 0 1 1 1 0 2 1 1 0 2 0 1 1 2 0 1 1 2 50 50 50 50 2 2 3 6 2 2 3 6 3 2 3 5 3 2 3 5.5 3 2 3 5.5 2220 Accounting Services 2230 License/Collection Account Specialist Billing & Compliance Spec., Sr. Billing & Compliance Specialist Collection Representative License & Compliance Spec., Senior Office Support Supervisor Revenue Administrator Secretary Tax & License Manager Tax and License Supervisor Tax Auditor Program Total: 2235 Regulatory & Communication Billing & Compliance Specialist Regulatory/Communications Manager Regulatory/Licensing Analyst Program Total: 2240 Customer Service Office Account Specialist 1 Account Specialist 2 Account Specialist, Senior Billing & Compliance Specialist 471 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Finance 2240 Customer Service Office Billing Supervisor Business Equipment Technician Cashier Collection Representative Customer Assistance Rep, Senior Customer Relations Supervisor Duplicating Coordinator Office Assistant Revenue Recovery Supervisor Program Total: 50 50 50 50 50 50 50 50 50 1 2 6 3 1 1 0 0 1 28 1 2 6 3 1 1 0 1 1 29 1 2 6 3 2 1 0 1 1 30 1 2 6 3 2 1 0 1 1 30.5 1 2 6 3 2 1 1 1 1 31.5 Business Equipment Technician Duplicating Coordinator Program Total: 16 16 1 1 2 1 1 2 1 1 2 1 1 2 0 0 0 Business Equipment Technician 16 1 1 1 0 0 62.5 64.5 66.5 68 68 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 0 0 0 1 1 0 4 1 0 2 4 2 1 24 1 1 1 3 0 0 0 1.5 1 0 2 1 4 1 1 1 3 3 1 25.5 1 1 1 3 0 0 1 1.5 1 0 2 1 4 1 1 1 4 1 1 25.5 1 1 1 3 0 0 1 1.5 1 0 2 1 4 1 0 1 5 1 1 25.5 1 1 0 3 0 0 2 0 1 0 3 2 3 1 0 1 6 1 1 26 50 1 1 1 1 0 27 1 1 1 1 1 2330 Duplicating/Mail 2332 Print Shop Finance Total: Info. Technology 2310 Information Technology Chief Info. Technology Officer Communication Network Manager Computer Operations Supv. Computer Operator 1 Computer Operator 2 Data Communications Engineer Database Administrator HRIS Analyst Information Systems Manager Information Systems Supervisor Network Engineer PC Support Specialist 1 PC Support Specialist 2 PC Support Supervisor PeopleSoft Administrator Secretary Systems Analyst Systems Analyst, Senior Voice Communications Coordinator Program Total: 2312 Information Tech. - Utilities Systems Analyst 2325 Telephones Voice Communications Analyst 472 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 26 27.5 27.5 27.5 27 Info. Technology Info. Technology Total: Management & Budget 1430 Risk Management Claims Analyst Employee Safety Coordinator Management Aide Risk & Safety Manager Risk Manager Program Total: 1 1 1 1 1 1 0 0 0 1 2 1 0 0 0 1 2 1 1 1 0 1 4 1 1 1 1 0 4 1 1 1 1 0 4 Budget & Rate Manager Management & Budget Analyst Management & Budget Director Management Assistant Secretary Secretary, Senior Program Total: 1 1 1 1 1 1 0 2 1 0.65 0 1 4.65 0 2 1 0.65 0 1 4.65 0 2 1 0.65 0 1 4.65 1 2 1 0.65 0 1 5.65 1 2 1 0.65 0.5 1 6.15 Grants Coordinator Management Assistant Program Total: 1 1 1 0 1 1 0 1 1 0 1 1 1 2 1 1 2 Buyer 1 Buyer 2 Materials Manager Secretary Program Total: 1 1 1 1 2 2 1 1 6 2 2 1 0.5 5.5 2 2 1 0.5 5.5 2 2 1 0.5 5.5 1 3 1 0 5 Materials Control Assistant Materials Control Supervisor Secretary Storekeeper Program Total: 1 1 1 1 0 1 1 4 6 0 1 0.5 4.5 6 0 1 1 4 6 1 1 0 4 6 1 1 0.75 4 6.75 19.65 19.15 21.15 23.15 23.9 2410 Budget & Research 2415 Grants Administration 2420 Purchasing 2421 Warehouse Management & Budget Total: Police Department 3120 Police Legal Services Assistant City Attorney Police Officer Police Sergeant Program Total: 1 1 1 1 1 0 2 1 1 1 3 1 1 1 3 1 1 1 3 1 2 0 3 Assistant Police Chief Management Assistant Office Support Supervisor Police Chief Police Lieutenant Police Sergeant 1 1 1 1 1 1 2 1 1 1 1 0 2 1 1 1 1 0 1 1 1 1 1 0 1 1 1 1 1 1 1 1 1 1 1 2 3210 Police Administration 473 Schedule Six Authorized Staffing Dept Program Name Position Title '97-98 '98-99 '99-00 '00-01 '01-02 1 1 1 0 7 1 0 7 1 0 6 1 0 7 1 1 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 5 131 8 1 20 6 1 1.5 176.5 0 1 1 0 0 2 75 3 0 13 0 0 0.5 95.5 1 0 1 0.5 0 4 65 5 0 14 2 0 0 92.5 1 0 1 0.5 3 3 82 6 0 15 2 0 0 113.5 1 0 1 0.5 3 3 98 5 0 16 2 0 1 130.5 2 2 2 4 4 23 31 4 4 23 31 4 4 23 31 4 6 23 33 4 6 23 33 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 1 24 3 32 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 31 11 1 3.5 6 0 2 1 60.5 1 1 1 3 38 11 1 3.5 6 1 2 1 69.5 1 1 2 3 44 8 1 3.5 6 1 2 1 73.5 1 1 0 3 33 6 1 0 4 0 2 1 52 1 1 0 3 29 5 1 0 4 0 1 1 46 1 1 1 1 1 1 1 1 1 2 1 1 2 1 1 2 1 1 Fund Police Department 3210 Police Administration Secretary Victim Assistance Caseworker Program Total: 3220 Central Patrol Bureau 3221 3225 3230 3236 Office Support Supervisor Police Aide Police Captain Police Communications Spec. Police Crime Prevention Specialist Police Lieutenant Police Officer Police Officer (Assignment) Police Operations Manager Police Sergeant Police Traffic Investigator Police Traffic Supervisor Secretary Program Total: Patrol - Special Revenue Fund Police Communications Spec. Police Detention Officer Police Officer Program Total: Gateway Patrol Bureau Police Communications Specialist Police Crime Prevention Specialist Police Crime/Statistical Analyst Police Officer Police Records Technician Program Total: Crime Investigations Office Support Supervisor Police Captain Police Crime/Statistical Analyst Police Lieutenant Police Officer Police Officer (Assignment) Police Polygraph Examiner Police Records Technician Police Sergeant Secretary Victim Assistance Caseworker Victim Assistance Supervisor Program Total: Police Personnel Management Police Officer Police Officer (Assignment) Police Sergeant 474 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 3 3 4 4 4 Police Department 3236 Police Personnel Management Program Total: 3240 Foothills Patrol Bureau Office Support Supervisor Police Captain Police Crime Prevention Specialist Police ID Technician Police Identification Supervisor Police Lieutenant Police Officer Police Officer (Assignment) Police Property Room Supervisor Police Property/Evidence Cust. Police Sergeant Secretary Service Worker 1 Service Worker 3 Program Total: 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 5 4 1 0 5 1 1 3 2 2 1 1 27 1 1 0 0 0 2 48 2 0 0 9 0 0 0 63 0 1 0 0 0 2 63 2 0 0 10 0.5 1 0 79.5 0 1 2 0 0 3 77 1 0 0 11 1.5 1 0 97.5 0 1 2 0 0 3 66 2 0 0 13 0.5 0 0 87.5 Customer Assistance Representative PC Support Specialist 2 Police Aide Police Communications Specialist Police Communications Supervisor Police Community Services Officer Police Crime Prevention Specialist Police Crime/Statistical Analyst Police Detention Officer Police ID Supervisor Police ID Technician Police Lieutenant Police Officer Police Officer (Assignment) Police Operations Manager Police Property Room Supervisor Police Property/Evidence Custodian Police Records Technician Police Sergeant Police Tech Srvcs Bureau Admin. Police Tech. Services Manager Police Tech. Services Supervisor Police Traffic Investigator Police Traffic Supervisor Secretary Service Worker 1 Service Worker 3 Program Total: 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 0 28 4 0 0 0 7 0 0 0 0 0 1 0 0 9.5 0 1 1 4 0 0 0.5 0 0 57 0 1 0 26 4 6 5 0 6 1 4 1 19 1 1 1 3 10.5 4 1 2 4 1 1 2.5 1 1 107 0 1 1 25.5 4 9 5 0 6 1 4 1 19 0 1 1 3 10.5 2 1 2 5 1 0 2.5 0 1 106.5 1 1 1 25.5 4 9 0 2 6 1 4 1 19 0 1 1 3 14 2 1 2 5 1 0 2.5 0 1 108 1 1 1 25.5 4 9 0 2 6 1 4 1 17 0 1 1 3 14 2 1 2 5 1 0 2.5 1 1 107 Victim Assistance Caseworker 47 0 0 0 1 1 3250 Police Support Services 7039 Victims Rights Grant 475 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Police Department 7039 Victims Rights Grant 7077 State RICO Secretary 48 0 0 0 0.5 0.5 Victim Assistance Caseworker 47 0 0 0 1 1 Victim Assistance Caseworker 47 1 1 1 1 1 365 380 397 421.5 455.5 7605 VOCA Advocacy Center 7628 VOCA Grant Police Department Total: Fire Department 3310 Fire Administration Assistant Fire Chief Fire Chief Management Aide Management Assistant Secretary Program Total: 1 1 1 1 1 2 1 1 1 0 5 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 Fire Battalion Chief Fire Captain Fire Engineer Firefighter Service Worker 1 Program Total: 3321 Fire - Special Revenue Fund Firefighter 1 1 1 1 1 5 28 29 64 0 126 1 31 32 58 0 122 1 32 33 60 0 126 1 33 33 59 0 126 4 36 34 73 1 148 4 18 18 18 18 18 Assistant Fire Chief Fire Battalion Chief Fire Captain Secretary Service Worker 1 Service Worker 2 Support Service Supervisor Program Total: 1 1 1 1 1 1 1 0 0 1 1 0 2 0 4 1 1 1 0 1 1 0 5 1 1 1 0 1 0 1 5 1 1 1 0 1 0 1 5 1 1 1 0 1 0 1 5 Fire Inspector Fire Marshal Office Assistant Office Support Supervisor Plans Examiner Program Total: 1 1 1 1 1 3 1 0.5 1 1 6.5 4 1 0.5 1 1 7.5 4 1 0.5 1 1 7.5 4 1 0.5 1 1 7.5 4 1 0.5 1 1 7.5 3320 Fire Emergency Services 3330 Fire Support Services 3340 Fire Marshal's Office 476 Schedule Six Authorized Staffing Dept Program Name '97-98 '98-99 '99-00 '00-01 '01-02 1 1 1 0 1 2 0 2 2 0 2 2 0 2 2 0.5 2.5 1 1 1 1 1 1 Fire Battalion Chief 1 1 3 3 3 3 Management Assistant 47 0 0 0 1 1 162.5 163.5 167.5 168.5 191 0 0 0 0 0 0 0 0 0 1 0 1 1 1 2 0 0 0 1 2 1 1 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1 1 1 1 1 3 70 0 0 0 0 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 3 1 1 1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 0 0 2 1 1 2 1 1 1 1 1 1 0 2 1 1 2 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 0 0 0 0 2 1 0 1 1 1 1 0 0 0 0 2 1 0 Position Title Fund Fire Department 3350 Fire Medical Services Fire Battalion Chief Secretary Program Total: 3360 Fire Community Relations Fire Community Relations Specialist 3370 Fire Training 7664 Project Impact-FD Fire Department Total: Comm. Services Admin 4110 Community Services Admin. Deputy City Manager Management Assistant, Senior Program Total: 1 1 Comm. Services Admin Total: Parks & Recreation 4210 Parks & Recreation Admin. Museum Administrator Museum Education Curator Parks & Recreation Director Program Total: 4218 Arts Fund Operating Manager of Arts and Culture 4239 Glendale Community Center Recreation Coordinator Recreation Programmer Recreation Supervisor Program Total: 4240 Recreation Support Services Accountant 1 Customer Assistance Representative Graphics Designer Office Manager Park Ranger Park Ranger Supervisor Parks & Recreation Superintendent Recreation Manager Secretary Secretary, Senior Service Worker 2 477 Schedule Six Authorized Staffing Dept Program Name '97-98 '98-99 '99-00 '00-01 '01-02 1 0 12 0 12 1 13 0 7 0 7 1 1 1 1 1 0 2 1 0 0 3 0.65 2 1 0 0 3.65 0.65 2 1 0 0 3.65 0.65 1 1 0 0 2.65 0.65 2 1 1 1 5.65 1 1 1 1 1 2 0 0 0 1 3 2 0 0 0 1 3 3 0.5 0.75 0 1 5.25 2 0 6 0 1 9 2 0 0 6 1 9 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 0.75 0 1 2 5.75 2 0 0.75 1 0 3.75 1 1 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 1 1 1 1 0 0 1 1 1 1 1 1 73 1 1 1 0 0 Service Worker 2 Service Worker 3 Program Total: 1 1 0 0 0 0 0 0 1 2 3 1 2 3 1 2 3 Crewleader Service Worker 2 Service Worker 3 Program Total: 1 1 1 0 0 0 0 0 0 0 0 1 2 1 4 1 2 1 4 1 2 1 4 Position Title Fund Parks & Recreation 4240 Recreation Support Services Support Service Supervisor Program Total: 4241 Adult Center Office Assistant Recreation Coordinator Recreation Supervisor Secretary Service Worker 1 Program Total: 4242 Central District Recreation Recreation Coordinator Recreation Leader 1 Recreation Leader 3 Recreation Programmer Recreation Supervisor Program Total: 4243 North District Recreation Recreation Coordinator Recreation Leader 3 Recreation Programmer Recreation Supervisor Service Worker 2 Program Total: 4245 Recreation Special Operations Recreation Coordinator Recreation Supervisor Program Total: 4247 Aquatics Recreation Supervisor 4248 Audio/Visual Audio/Video Production Specialist 4261 Recreation Self-Sustaining Recreation Coordinator 6220 Pool Maintenance 6221 Park Irrigation 478 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Parks & Recreation 6223 Parks Special Operations Crewleader Park Ranger Park Ranger Supervisor Parks & Recreation Projects Coord. Parks & Recreation Superintendent Parks Supervisor Service Worker 1 Service Worker 2 Service Worker 3 Support Services Supervisor Program Total: 1 1 1 1 1 1 1 1 1 1 3 0 0 2 1 3 3 11 6 0 29 3 0 0 2 1 3 3 11 6 0 29 0 0 0 2 1 1 0 0 0 0 4 0 3 1 0 1 1 0 1 0 1 8 0 3 1 0 1 1 0 1 0 1 8 Crewleader Landscape Gardener/Horticulturist Parks & Recreation Projects Coord. Parks & Recreation Superintendent Parks Supervisor Playground Equip. Service Worker Service Worker 1 Service Worker 2 Service Worker 3 Program Total: 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 1 4 0 6 1 0 0 0 0 0 1 4 0 6 2 0 0 0 1 0 3 6 2 14 2 0 1 1 1 0 3 6 2 16 2 1 1 1 1 1 3 4 2 16 Crewleader Heavy Equipment Operator Parks & Recreation Projects Coord. Parks & Recreation Superintendent Parks Supervisor Service Worker 1 Service Worker 2 Service Worker 3 Sr. Heavy Equip. Service Worker Program Total: 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 1 1 5 1 0 10 1 1 1 1 1 1 3 1 0 10 1 0 1 1 1 1 5 1 1 12 60 60.65 63.9 73.4 79.4 1 1 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 1 1 1 1 1 1 1 0 7 1 0 1 1 2 0 7 1 1 0 1 2 0 8 1 1 0 1 2 0 8 1 1 0 1 2 1 8 1 1 0 1 2 6226 Parks Central District 6227 Parks North District Parks & Recreation Total: Neighborhood Service 4410 Neighborhood Revitalization Grants Accountant Revitilization Manager Program Total: 4411 Code Compliance Code Compliance Insp. Specialist Code Compliance Inspector Code Compliance Manager Code Compliance Supervisor N'hood Development Coordinator Office Support Supervisor Secretary 479 Schedule Six Authorized Staffing Dept Program Name Position Title '97-98 '98-99 '99-00 '00-01 '01-02 12 12 13 13 14 19 19 19 19 19 19 19 19 19 19 19 19 19 19 1 2 1 1 1 6 1 1 0 1 1 2 0 2 20 1 2 0 1 1 6 1 1 0 1 1 2 1 2 20 1 3 0 1 1 7 1 1 0 1 1 2 1 1 21 1 3 0 1 1 8 1 1 1 1 1 2 1 1 23 1 3 0 1 1 8 1 1 1 1 1 2 1 1 23 11 11 11 11 11 1 5 0 1 1 8 1 5 0 1 1 8 1 3 1 1 1 7 1 4 1 1 1 8 1 4 1 1.75 1 8.75 42 42 43 46 47.75 0 0 0 0 0 1 0 1 0 1 3 0 0 1 0 0 1 0 1 0 0 3 0 0 0 1 1 0 0 0 1 0 3 1 0 0 1 0 0 1 0 1 0 4 1 1 0 1 0 0 1 0 1 0 5 3 3 3 4 5 1 1 0.5 1 11.25 1 1 1 1 17.25 1 1 1 1 17.25 1 1 1 1 17.25 1 1 1 1 0 Fund Neighborhood Service 4411 Code Compliance Program Total: 4424 Housing Assistance Program Account Specialist Building Maintenance Worker Customer Assistance Representative Grants Accountant Housing Admin Services Manager Housing Assistance Rep Housing Assistance Rep., Senior Housing Maint. Svcs. Manager Housing Modernization Coordinator Management Assistant Neighborhood Services Director Secretary Secretary, Senior Service Worker 2 Program Total: 7110 CDBG Programs Account Specialist 2 Revitalization Coordinator Revitalization Supervisor Secretary Secretary, Senior Program Total: Neighborhood Service Total: Comm. Partnerships 4412 Community Partnerships Community Volunteer Coordinator Director of Community Partnerships Management Aide Management Aide Management Assistant Management Assistant Management Assistant, Senior Neighborhood Partnership Admin. Neighborhood Partnership Admin. Secretary, Senior Program Total: 1 1 18 1 1 18 1 18 1 18 Comm. Partnerships Total: Library 4510 Library Account Specialist Computer Operations Supervisor Courier Graphics Designer Librarian 480 1 1 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 9 4 5 8.5 7 1 5 3 1 0 2 0 60.25 0 0 0 12 6.5 5 12.75 12.25 1 5 4 1 0.5 3 0 84.25 0 0 0 12 7 5 12.75 12 1 5 4 1 0.5 2 1 84.5 0 0 0 12 7.25 5 12.75 11.75 1 5 4 1 2.75 0 3 86.75 17.25 7 6 0 3.5 7 13.75 11.5 1 5 4 1 2.75 0 3 86.75 60.25 84.25 84.5 86.75 86.75 1 1 1 1 1 2 1 1 1 2 7 2 0 1 2 2 7 2 0 1 2 2 7 2 0 1 2 2 7 0 0 0 0 0 0 1 1 1 0 1 1 0 1 1 0 1 1 0 1 1 1 2 8 8 8 8 2 1 1 1 1 1 1 1 1 1 1 1 1 6 1 3 1 0 1 3 1 1 0 18 1 7 1 3 1 0 1 3 1 1 0 19 1 7 1 3 1 0 1 3 1 1 0 19 1 7 1 3 1 0 1 3 1 1 0 19 0 7 1 3 1 1 1 3 1 1 1 20 50 1 1 1 1 1 Library 4510 Library Librarian 1 Librarian 2 Librarian 3 Librarian, Senior Library Assistant 1 Library Assistant 2 Library Assistant 3 Library Circulation Clerk Library Director Library Manager Library Operations Supervisor Management Assistant Office Assistant PC Support Specialist 1 PC Support Specialist 2 Program Total: Library Total: CD Administration 5110 CD Admin Support Customer Assistance Representative Office Assistant Office Manager Secretary Secretary, Senior Program Total: 5111 CD Deputy City Manager Deputy City Manager Management Assistant, Senior Program Total: CD Administration Total: Building Safety 5210 Building Safety Building Inspection Manager Building Inspector, General Building Inspector, Senior Building Inspector, Specialist Building Safety Director Management Assistant Plan Review Manager Plans Examiner Plans Examiner, Senior Plans Examiner, Structural Secretary, Senior Program Total: 5211 Cross Connection Control Cross Connection Control Spec. 481 Schedule Six Authorized Staffing Dept Program Name Position Title '97-98 '98-99 '99-00 '00-01 '01-02 50 0.5 1.5 0.5 1.5 0.5 1.5 0.5 1.5 0.5 1.5 1 1 1 1 1 1 1 1 0 0 0 0 5 0 1 1 7 0 0 0 0 5 0 1 1 7 0 0 0 0 6 0 1 1 8 0 0 1 2 5 1 0 0 9 1 2 1 2 5 0 0 0 11 26.5 27.5 28.5 29.5 32.5 1 1 1 1 1 1 1 1 0 0 1 0 0 0 2 1 0 0 1 0 0 0 2 1 1 1 1 1 0 0 5 1 0 1 1 0 0 0 3 1 0 0 1 0 2 1 5 1 1 1 1 1 1 2 1 5 1 1 2 1 5 1 1 2 1 5 1 1 2 1 5 0 2 2 0 4 1 1 1 1 1 1 2 0 3 1 7 1 2 0 3 1 7 1 2 0 2 1 6 1 1 1 2 1 6 0 3 0 3 1 7 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 2 1 0 1 1 3 14 14 16 16 19 2 2 2 2 2 Fund Building Safety 5211 Cross Connection Control Secretary Program Total: 5510 Development Services Center Building Safety Manager Customer Assistance Representative Development Plans Supervisor Development Plans Technician Development Services Rep. Development Services Supervisor Development Svcs Rep, Senior Plan Review Coordinator Program Total: Building Safety Total: Planning 5310 Planning Administration Management Assistant Planner Planner, Senior Planning Director Planning Manager Secretary Secretary, Senior Program Total: 5311 Zoning Admin & Tech. Asst. Planner Planner, Associate Planner, Senior Planning Manager Program Total: 5312 Land Use & Design Review Graphics Designer Planner Planner, Associate Planner, Senior Planning Manager Program Total: 5313 Long-Range Planning & Research Graphics Designer Planner Planner, Senior Planning Manager Program Total: Planning Total: Economic Development 5409 Economic Development Business Development Manager 482 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Economic Development 5409 Economic Development Economic Development Director Management Assistant Program Total: 1 1 1 1 4 1 1 4 1 1 4 1 1 4 1 1 4 Economic Devpt Research Asst. Redevelopment Manager Program Total: 1 1 0 1 1 0 1 1 0 1 1 0 1 1 1 1 2 5 5 5 5 6 1 0 1 1 1 2 1 1 2 1 1 2 1 0 1 1 2 2 2 1 5410 Redevelopment Economic Development Total: Public Works Admin. 6110 Public Works Administration Deputy City Manager Senior Management Assistant Program Total: 1 1 Public Works Admin. Total: Field Operations 6210 Field Operations Admin. Account Specialist 2 Deputy Field Operations Director Dispatcher/Router Field Operations Director Management Assistant, Senior Office Manager Secretary Secretary, Senior Program Total: 1 1 1 1 1 1 1 1 0 0 2 1 1 1 1 2 8 1 0 2 1 1 1 1 1 8 1 0 2 1 1 1 1 1 8 1 0 2 1 1 1 1 1 8 1 2 2 1 1 1 1 1 10 Crewleader 50 1 1 1 1 1 12 12 12 12 12 1 1 1 4 5 12 2 1 1 4 5 13 2 1 1 3 6 13 2 1 1 7 6 17 2 1 1 7 6 17 1 1 1 1 0 1 2 1 0 1 2 1 0 1 2 1 1 2 4 1 1 2 4 12 12 12 12 7 0 2 1 7 0 2 1 7 0 2 1 7 1 2 1 7 1 2 1 6222 Irrigation 6224 Right-of-Way Maintenance Crewleader Parks Supervisor PC Operator Service Worker 2 Service Worker 3 Program Total: 6225 Cemetery Crewleader Office Assistant Service Worker 2 Program Total: 6232 Street Maintenance Crewleader Engineering Inspector 2 Heavy Equipment Operator PC Operator 483 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Field Operations 6232 Street Maintenance Service Worker 2 Service Worker 3 Streets Supervisor Superintendent of Streets Program Total: 12 12 12 12 18 8 3 1 40 18 8 3 1 40 18 8 3 1 40 18 7 3 1 40 18 7 3 1 40 Equipment Operator Service Worker 3 Program Total: 12 12 4 1 5 4 1 5 4 1 5 4 1 5 4 1 5 Crewleader Equipment Mechanic Specialist, Sr. Landfill Inspector Landfill Inspector, Senior Landfill Operator Landfill Supervisor Management Assistant, Senior Service Worker 1 Service Worker 2 Weigh Scale Operator Program Total: 55 55 55 55 55 55 55 55 55 55 1 0 1 1 5 1 1 1 0 4 15 1 0 1 1 5 1 1 1 0 4 15 1 0 1 1 4 1 1 1 0 4 14 1 1 1 1 6 1 1 1 1 4 18 1 1 1 1 6 1 1 2 1 4 19 Service Worker 1 Service Worker 2 Program Total: 1 1 0 1 1 0 1 1 0 1 1 1 1 2 1 1 2 Buyer 1 Buyer 2 Equipment Mechanic 1 Equipment Mechanic 2 Equipment Mechanic Spec. Fleet Tire Specialist Parts Room Attendant PC Support Specialist 1 Service Writer Shop Services Supervisor Shop Supervisor Supt of Equipment Management Program Total: 16 16 16 16 16 16 16 16 16 16 16 16 1 1 2 5 14 1 2 1 1 1 2 1 32 1 1 2 5 14 1 2 1 1 1 2 1 32 1 1 1 5 15 1 2 1 1 1 2 1 32 1 1 2 5 15 1 2 1 1 1 2 1 33 1 1 2 5 15 1 2 1 1 1 2 1 33 Building Maint. Supervisor Building Maintenance Leader Building Maintenance Worker HVAC Technician, Senior Security Coordinator Security Officer Supt. of Facilities Management Program Total: 1 1 1 1 1 1 1 2 1 10 0 1 0 1 15 2 1 12 1 1 1 1 19 2 2 13 0 1 1 1 20 2 2 15 0 1 4 1 25 2 2 15 0 1 4 1 25 6233 Street Cleaning 6235 Landfill 6251 Graffiti Removal 6252 Equipment Management 6253 Facilities Management 484 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Field Operations 6254 Custodial Services Custodial Supervisor Custodian Custodian, Lead Program Total: 1 1 1 2 10 3 15 2 10 2 14 2 10 2 14 2 13 5 20 2 13 5 20 Equipment Mechanic Specialist Welder/Mechanic Program Total: 16 16 0 2 2 0 2 2 0 2 2 0 3 3 1 2 3 Equipment Mechanic 1 Equipment Mechanic 2 Paint and Body Specialist Program Total: 16 16 16 0 0 2 2 0 1 1 2 0 1 1 2 2 1 1 4 2 1 1 4 Equiment Operator 57 0 0 0 3 3 57 57 57 57 2 1 0 1 4 3 1 0 1 5 3 1 0 1 5 3 1 1 1 6 3 1 0 1 5 57 57 57 57 57 57 1 1 12 1 1 0 16 1 1 13 1 1 0 17 1 1 13 1 1 0 17 1 1 9 1 1 1 14 1 1 9 1 1 1 14 57 57 57 57 57 57 57 2 32 1 0 1 0 0 36 2 33 1 0 1 0 0 37 2 35 3 1 1 0 0 42 2 35 3 1 1 0 0 42 2 38 0 0 1 1 1 43 55 55 55 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 3 1 5 55 55 0 0 0 0 0 1 1 1 1 1 6256 Fabrication/Welding 6258 Paint/Body Shop 6269 Sanitation Roll-off 6270 Sanitation Administration Account Specialist 2 Equipment Mechanic 1 Recycling Coordinator Superintendent of Sanitation Program Total: 6271 Sanitation Frontload Commercial Sanitation Inspector Crewleader Equipment Operator Sanitation Supervisor Service Worker 3 Solid Waste Sales Coordinator Program Total: 6272 Curb Service Crewleader Equipment Operator Sanitation Inspector Sanitation Inspector, Senior Sanitation Supervisor Service Worker 1 Service Worker 2 Program Total: 6273 Recycling Recycling Coordinator Sanitation Inspector Sanitation Inspector, Senior Program Total: 6275 MRF Operations Account Specialist Crewleader 485 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Field Operations 6275 MRF Operations Equipment Mechanic 1 Equipment Operator MRF Laborer Team Leader Recycling Facility Administrator Sanitation Supervisor Service Worker 1 Service Worker 2 Solid Waste Services Coordinator Welder/Mechanic Program Total: 55 55 55 55 55 55 55 55 55 0 1 0 0 0 0 1 1 0 3 0 1 0 0 0 0 1 1 0 3 0 1 0 1 0 0 1 1 1 6 0 2 0 1 0 11 2 0 1 19 1 2 2 0 1 6 2 0 0 16 Equipment Operator Landfill Operator Landfill Supervisor Sanitation Supervisor Program Total: 57 55 55 55 0 1 1 0 2 0 1 1 0 2 0 1 1 1 3 1 1 0 1 3 1 1 0 1 3 211 218 227 267 272 1 1 0 1 1 0 1 1 0 1 1 0 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 0 2 5 1 1 1 0 2 5 1 1 1 1 1 1 1 1 1 2 0 1 6 1 2 0 2 1 1 7 1 2 0 2 1 1 7 1 2 0 2 1 2 8 1 2 0 2 1 2 8 1 1 1 1 1 2 2 2 7 1 1 2 1 5 1 1 2 1 5 1 0 1 3 5 1 0 1 3 5 1 1 1 1 0 2 1 0 2 1 0 2 0 1 2 0 1 2 6276 Woodwaste Operations Field Operations Total: Engineering 5112 Special Projects Admin. 6310 6331 6332 6333 GIS Analyst Special Projects Administrator Program Total: Engineering Administration City Engineer Management Assistant, Senior Office Support Supervisor Secretary Secretary, Senior Program Total: Engineering Section Assistant City Engineer Associate Civil Engineer Civil Engineer Civil Engineer, Senior Engineering Project Manager Landscape Architect Program Total: Engineering Design Engineering and Design Supv. Engineering Technician 1 Engineering Technician 2 Engineering Technician, Senior Program Total: Surveying Engineering Technician 1 Engineering Technician 2 Engineering Technician, Senior 486 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 3 3 3 3 3 Engineering 6333 Surveying Program Total: 6334 Property Management Engineering Technician 1 Engineering Technician 2 Engineering Technician, Senior Property Agent Property Manager Program Total: 1 1 1 1 1 0 2 0 0 0 2 1 2 0 0 0 3 1 2 0 0 0 3 0 2 1 1 1 5 0 2 1 1 1 5 Engineering Inspector, Senior Land Development Engineer Landscape Architect Property Agent Property Manager Program Total: 1 1 1 1 1 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 1 1 0 0 0 2 1 1 0 0 0 2 Management Aide 1 1 1 1 1 1 Assistant City Engineer Construction Eng. Supervisor Engineering Inspector 2 Engineering Inspector, Senior Engineering Project Manager Program Total: 1 1 1 1 1 1 1 4 2 0 8 1 2 4 2 0 9 1 1 3 3 1 9 1 1 3 3 1 9 1 1 3 3 1 9 Materials Technician Materials Technician, Senior Program Total: 1 1 1 1 2 1 1 2 1 1 2 2 1 3 2 1 3 40 41 41 42 43 6335 Land Development 6341 Contract Administration 6342 Inspection 6343 Materials Testing Engineering Total: Transportation 4230 Dial-A-Ride Dispatcher/Router Secretary Secretary, Senior Transit Coordinator Transit Manager Transit Operator Transit Supervisor Program Total: 26 26 26 26 26 26 26 4.75 1 1 0 1 13.5 1 22.25 4.75 1 1 0 1 13.5 1 22.25 5.75 1 1 0 1 13.5 1 23.25 3.75 1 1 1 1 16.5 2 26.25 3.75 1 1 1 1 16.5 2 26.25 Airport Manager Crewleader Secretary, Senior Service Worker 2 Program Total: 15 15 15 15 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 4310 Airport Operations 487 Schedule Six Authorized Staffing Dept Program Name Position Title '97-98 '98-99 '99-00 '00-01 '01-02 12 12 12 12 12 1 1 1 1 0 4 1 1 1 1 0 4 1 1 1 1 0 4 1 1 1 1 1 5 0 1 1 1 0 3 12 12 12 12 12 12 1 1 1 2 2 2 9 1 1 1 2 3 2 10 1 1 1 2 3 2 10 1 1 1 2 3 2 10 1 1 1 2 3 2 10 12 12 12 12 12 2 5 1 1 1 10 2 5 1 1 1 10 2 5 1 1 1 10 2 5 1 1 1 10 2 5 1 1 1 10 12 12 0 1 1 0 1 1 0 1 1 0 1 1 1 1 2 12 12 12 1 0 0 1 1 0 0 1 1 0 0 1 1 0 0 1 0 1 1 2 12 12 12 12 12 1 1 0 2 2 6 1 1 0 2 2 6 1 1 0 2 2 6 1 1 1 2 2 7 1 1 1 0 1 4 12 12 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 3 58.25 59.25 60.25 65.25 65.25 0 0 0 3 1 Fund Transportation 6321 Traffic Admin. & Engineering Assistant Traffic Engineer City Traffic Engineer Secretary Secretary, Senior Transportation Planning Manager Program Total: 6322 Traffic Signals Supt. of Traffic Operations Traffic Ops. Electronic Technician Traffic Signal Supervisor Traffic Signal Technician 1 Traffic Signal Technician 2 Traffic Signal Technician 3 Program Total: 6323 Signs & Markings Crewleader Service Worker 2 Service Worker 3 Sign Fabricator Traffic Signs & Markings Supervisor Program Total: 6324 Streetlight Management Traffic Engineering Specialist Traffic Lighting Manager Program Total: 6325 Transportation Planning Bikeways Program Coordinator Transportation Coordinator Transportation Planning Manager Program Total: 6326 Traffic Studies Assistant Traffic Engineer Associate Traffic Engineer Traffic Education Program Manager Traffic Engineering Specialist Traffic Engineering Tech Program Total: 6327 Traffic Design and Development Assistant Traffic Engineer Traffic Engineering Specialist, Sr. Traffic Engineering Technician Program Total: Transportation Total: Utilities 6410 Utilities Administration Account Specialist 50 488 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '97-98 '98-99 '99-00 '00-01 '01-02 Utilities 6410 Utilities Administration Management Aide Management Assistant, Senior Office Support Supervisor Secretary Secretary, Senior Superintendent of Utilities Utilities Director Program Total: 50 50 50 50 50 50 50 1 1 0 1 1 1 1 6 1 1 1 2 0 1 1 7 0 1 1 2 0 1 1 6 0 1 1 0 0 1 1 7 0 1 0 2 1 1 1 7 Water Conservation Coordinator 50 1 1 1 1 1 50 50 50 50 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 2 4 1 1 2 0 4 50 0 0 4 4 3 Plant Operations Supervisor Superintendent of Plant Operations Water Control Room Operator Water Plant Operator, Senior Water/Wastewater Plant Operator Program Total: 50 50 50 50 50 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 6 1 9 1 1 0 6 2 10 1 1 6 1 1 10 Plant Instrument Technician 2 Plant Maintenance Mechanic 2 Water Plant Operator, Senior Water/ Wastewater Plant Operator Program Total: 50 50 50 50 1 1 1 3 6 1 1 1 5 8 1 1 1 5 8 1 1 1 4 7 1 1 1 4 7 Plant Instrument Technician 1 Plant Instrument Technician 2 Plant Maintenance Mechanic 1 Plant Maintenance Mechanic 2 Plant Operations Supervisor Public Service Representative Secretary Service Worker 2 Supt. of Plant Operations Water Plant Operator, Senior Water/Wastewater Plant Operator Program Total: 50 50 50 50 50 50 50 50 50 50 50 2 1 1 2 1 5 1 1 1 7 5 27 2 1 2 1 1 4 0 1 1 7 4 24 0 1 0 1 0 0 0 0 0 1 3 6 0 1 0 1 0 0 0 0 0 1 3 6 0 1 0 1 0 0 0 0 0 1 4 7 6411 Water Conservation 6418 Utilities Information Mgmt. PC Support Specialist 1 Utility Data Comm. Manager Utility SCADA Planner Water/Wastewater Plant Operator Program Total: 6419 Public Service Representatives Public Service Representative 6420 Central System Control 6421 Pyramid Peak Plant 6422 Cholla Treatment Plant 489 Schedule Six Authorized Staffing Dept Program Name Position Title '97-98 '98-99 '99-00 '00-01 '01-02 50 1 1 1 1 1 50 50 3 1 4 3 1 4 4 1 5 4 1 5 4 1 5 50 50 50 50 0 0 0 0 0 0 0 0 0 0 2 0 2 1 5 2 0 1 1 4 2 1 1 1 5 50 50 50 50 50 50 50 1 0 1 0 1 0 4 7 1 0 1 0 1 1 6 10 1 0 1 1 0 1 6 10 1 0 1 1 0 1 3 7 1 1 1 1 0 1 4 9 50 50 50 50 0 0 0 0 0 0 0 0 0 0 0 0 1 4 5 1 1 1 4 7 1 1 5 4 11 50 50 50 50 50 50 50 1 7 4 1 0 0 0 13 1 7 4 1 0 0 0 13 1 7 4 1 0 0 0 13 1 7 4 1 0 0 0 13 0 0 0 1 7 4 1 13 50 50 50 50 50 50 50 50 1 4 1 1 0 0 0 2 9 1 4 1 1 0 0 0 2 9 1 4 1 1 0 0 0 2 9 1 4 1 1 0 0 0 2 9 0 0 0 1 4 1 1 2 9 Fund Utilities 6423 Major Maintenance Plant Maintenance Supv 6425 Pretreatment Program 6426 6430 6432 6442 6443 Pretreatment Inspector Pretreatment Officer Program Total: Central System Maintenance Plant Instrument Technician Plant Instrument Technician, Sr. Plant Maintenance Mechanic 1 Service Worker 2 Program Total: Arrowhead Reclamation Plant Plant Instrument Technician 2 Plant Laboratory Technician Plant Maintenance Mechanic 2 Plant Operations Supervisor Pretreatment Officer Wastewater Plant Oper, Senior Water/Wastewater Plant Operator Program Total: West Area Plant Plant Instrument Technician 2 Plant Maintenance Mechanic 2 Wastewater Plant Oper, Senior Water/Wastewater Plant Operator Program Total: Water Distribution Crewleader Service Worker 2 Service Worker 3 Utilities Supervisor Utilities System Technician 1 Utilities System Technician 2 Utilities System Technician, Senior Program Total: Meter Maintenance Crewleader Service Worker 2 Service Worker 3 Utilities Supervisor Utilities System Technician 1 Utilities System Technician 2 Utilities System Technician, Senior Utility Locator Program Total: 490 Schedule Six Authorized Staffing Dept Program Name Position Title '97-98 '98-99 '99-00 '00-01 '01-02 50 50 50 50 50 50 50 50 1 1 6 3 1 0 0 0 12 1 1 6 4 1 0 0 0 13 1 1 6 4 1 0 0 0 13 1 0 6 4 1 0 0 0 12 0 0 0 0 1 6 4 1 12 50 50 50 50 50 50 50 50 1 0 6 4 1 0 0 0 12 1 0 6 4 1 0 0 0 12 1 1 6 4 1 0 0 0 13 1 1 6 4 1 0 0 0 13 0 1 0 0 1 6 4 1 13 50 50 50 50 50 0 1 1 1 12 15 0 1 1 1 12 15 1 1 1 1 12 16 0 0 1 2 12 15 0 0 1 2 12 15 113 117 124 125 132 Fund Utilities 6444 Transmission Line Maintenance Crewleader PC Support Specialist 1 Service Worker 2 Service Worker 3 Utilities Supervisor Utilities System Technician 1 Utilities System Technician 2 Utilities System Technician, Senior Program Total: 6445 Wastewater Collection Crewleader PC Operator Service Worker 2 Service Worker 3 Utilities Supervisor Utilities System Technician 1 Utilities System Technician 2 Utilities System Technician, Senior Program Total: 6452 Customer Service - Field Customer Service Field Specialist Secretary Utilities Supervisor Water Service Rep, Lead Water Services Representative Program Total: Utilities Total: Grand Total 491 1,399.65 1,463.80 1,525.80 1,629.05 1,717.05 Schedule Seven Debt Service Detail General Obligation Bond Debt Service (Excluding Water/Sewer) FY 01-02 Debt Service: Estimated Beginning Fund Balance $4,186,143 Principal Total GO Bond Debt Service ($10,329,929) Interest Secondary Property Tax Levy $11,750,494 Paying Agent Fees Ending Fund Balance $5,606,708 ($10,329,929) ($8,058,289) ($2,261,640) ($10,000) Street Revenue Bonds Debt Service Estimated Beginning Fund Balance Total Debt Service Payments Transfer from Street Fund Ending Fund Balance $9,944 ($5,819,944) $0 ($5,810,000) FY 01-02 Debt Service: Principal Interest Paying Agent Fees Water/Sewer Bond Debt Service FY 01-02 Revenue Bond Debt Service: ($10,308,366) FY 01-02 Water G.O. Debt Service Principal ($7,425,000) Principal Interest ($2,870,366) Interest Paying Agent Fees ($13,000) Paying Agent Fees Total Water/Sewer Debt Service ($5,819,944) ($4,280,000) ($1,529,944) ($10,000) ($2,496,822) ($2,195,000) ($299,822) ($2,000) ($12,805,188) Landfill Bond Debt Service FY 01-02 Debt Service: Principal Interest Paying Agent Fees ($309,353) ($146,711) ($152,642) ($10,000) Municipal Property Corp. Bonds Debt Service Estimated Beginning Fund Balance $95,136 FY 01-02 Debt Service: Transfer Into Fund + Interest $1,415,000 Principal Total Debt Service Payment ($1,410,136) Interest Ending Fund Balance $100,000 Paying Agent Fees ($1,410,136) ($880,000) ($515,136) ($15,000) Estimated Beginning Fund Balance Total Debt Service Payments $309,353 ($309,353) Ending Fund Balance Improvement Districts Estimated Beginning Fund Balance Interest Income Assessments Transfer from Street Fund Total Debt Service Payments Ending Fund Balance $0 $3,870,003 FY 01-02 Debt Service: $1,060,000 Principal $1,050,000 Interest $412,400 Paying Agent Fees ($2,406,210) $3,986,193 Total Debt Service Payments (All Funds) ($2,406,210) ($1,374,000) ($1,017,210) ($15,000) $33,080,760 492 Schedule Eight Scheduled Lease Payments (Leases Existing at July 1, 2001) 2001-02 Fire Trucks & Equipment 01-3330-7812 $113,843 01-3330-7813 $21,161 TOTAL $135,004 Street Maintenance Thermo Lay Unit 12-6232-7812 $20,829 12-6232-7813 $1,724 TOTAL $22,553 Blazer/2wd 55-6235-7812 $2,447 55-6235-7813 $68 TOTAL $2,515 Landfill Dozer 55-6235-7812 $40,484 55-6235-7813 $1,981 TOTAL $42,465 Landfill Baler and Equipment 55-6235-7812 $69,009 55-6235-7813 $5,712 TOTAL $74,721 Sanitation Lift Truck 57-6271-7812 $10,578 57-6271-7813 $324 TOTAL $10,902 Sanitation Rolloff Truck 57-6269-7812 $19,747 57-6269-7813 $970 TOTAL $20,717 Sanitation Tractors and Trailers 57-6272-7812 $131,487 57-6272-7813 $6,461 TOTAL $137,948 Front Loading Refuse Truck 57-6271-7812 $13,890 57-6271-7813 $387 TOTAL $14,277 Automated Side Loader 57-6272-7812 $17,766 57-6272-7813 $2,402 TOTAL $20,168 Side Loader Bodies/Pick-up/Automated Body 57-6272-7812 $23,354 57-6272-7813 $650 TOTAL $24,004 Front Loading Refuse Truck 57-6271-7812 $20,569 57-6271-7813 $2,781 TOTAL $23,350 2002-03 2003-04 2004-05 2005-06 $119,140 $15,864 $135,004 $124,683 $10,320 $135,003 $130,485 $4,519 $135,004 $0 $0 $0 $21,799 $755 $22,554 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $72,219 $2,501 $74,720 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $18,796 $1,371 $20,167 $9,803 $280 $10,083 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $21,762 $1,587 $23,349 $11,350 $325 $11,675 $0 $0 $0 $0 $0 $0 493 Schedule Eight Scheduled Lease Payments (Leases Existing at July 1, 2001) 2001-02 Sanitation Trucks & Trailers 57-6271-7812 $66,178 57-6271-7813 $12,301 TOTAL $78,479 Sanitation Trucks, Containers, Tarping System 57-6269-7812 $49,625 57-6269-7813 $9,224 TOTAL $58,849 Sanitation Trucks & Trash Containers 57-6272-7812 $215,718 57-6272-7813 $40,097 TOTAL $255,815 Rolloff Bins 55-6275-7812 $682 55-6275-7813 $127 TOTAL $809 Rolloff Bins 55-6276-7812 $1,077 55-6276-7813 $200 TOTAL $1,277 Sanitation Trash Tractor 57-6272-7812 $58,701 57-6272-7813 $4,859 TOTAL $63,560 City Court Renovations 72-1411-7812 $79,392 72-1411-7813 $6,571 TOTAL $85,963 Cemetery Columbarium Walls 01-6225-7812 $33,149 01-6225-7813 $6,577 TOTAL $39,726 Parking Lots 01-2490-7812 $41,960 01-2490-7813 $8,326 TOTAL $50,286 Airport Sweeper 15-4310-7812 $18,519 15-4310-7813 $5,014 TOTAL $23,533 Ballot Tabulation Unit 01-1220-7812 $11,991 01-1220-7813 $3,247 TOTAL $15,238 Sine Furniture 01-2490-7812 $33,308 01-2490-7813 $9,019 TOTAL $42,327 2002-03 2003-04 2004-05 2005-06 $69,257 $9,222 $78,479 $72,480 $5,999 $78,479 $75,852 $2,627 $78,479 $0 $0 $0 $51,934 $6,915 $58,849 $54,350 $4,499 $58,849 $56,879 $1,970 $58,849 $0 $0 $0 $225,755 $30,060 $255,815 $236,259 $19,555 $255,814 $247,252 $8,563 $255,815 $0 $0 $0 $713 $95 $808 $747 $62 $809 $781 $27 $808 $0 $0 $0 $1,127 $150 $1,277 $1,180 $98 $1,278 $1,235 $43 $1,278 $0 $0 $0 $61,432 $2,127 $63,559 $0 $0 $0 $0 $0 $0 $0 $0 $0 $83,086 $2,877 $85,963 $0 $0 $0 $0 $0 $0 $0 $0 $0 $35,048 $4,678 $39,726 $37,057 $2,669 $39,726 $19,317 $546 $19,863 $0 $0 $0 $44,365 $5,921 $50,286 $46,907 $3,379 $50,286 $24,452 $691 $25,143 $0 $0 $0 $19,593 $3,940 $23,533 $20,730 $2,803 $23,533 $21,933 $1,600 $23,533 $11,439 $327 $11,766 $12,687 $2,551 $15,238 $13,423 $1,815 $15,238 $14,202 $1,036 $15,238 $7,407 $212 $7,619 $35,241 $7,086 $42,327 $37,286 $5,041 $42,327 $39,449 $2,878 $42,327 $20,575 $589 $21,164 494 Schedule Eight Scheduled Lease Payments (Leases Existing at July 1, 2001) 2001-02 Phone/Alarm System-Sahuaro Ranch 01-6226-7812 $24,248 01-6226-7813 $6,566 TOTAL $30,814 Landfill Trash Compactors, Contingency 55-6235-7812 $149,343 55-6235-7813 $52,269 TOTAL $201,612 Landfill Wheel Loader 55-6276-7812 $25,254 55-6276-7813 $8,839 TOTAL $34,093 Sanitation Frontloaders 57-6271-7812 $71,288 57-6271-7813 $24,951 TOTAL $96,239 Sanitation Loaders, Water Tanker, Containers 57-6272-7812 $518,719 57-6272-7813 $181,549 TOTAL $700,268 Loader, MRF Equipment 55-6275-7812 $355,031 55-6275-7813 $124,259 TOTAL $479,290 Environmental Sweeper 12-6233-7812 $23,235 12-6233-7813 $16,406 TOTAL $39,641 Sound Walls 01-6310-7812 $152,775 01-6310-7813 $107,872 TOTAL $260,647 Adult Center Facility 01-4241-7812 $301,759 01-4241-7813 $213,067 TOTAL $514,826 Remodeling City Office Space 01-2490-7812 $137,095 01-2490-7813 $96,801 TOTAL $233,896 MRF Facility 55-6275-7812 $304,303 55-6275-7813 $412,708 TOTAL $717,011 2002-03 2003-04 2004-05 2005-06 $25,655 $5,159 $30,814 $27,144 $3,670 $30,814 $28,719 $2,095 $30,814 $14,978 $428 $15,406 $158,132 $43,480 $201,612 $167,438 $34,175 $201,613 $177,291 $24,322 $201,613 $187,724 $13,889 $201,613 $26,740 $7,352 $34,092 $28,313 $5,779 $34,092 $29,979 $4,113 $34,092 $31,744 $2,349 $34,093 $75,483 $20,755 $96,238 $79,925 $16,313 $96,238 $84,629 $11,610 $96,239 $89,609 $6,630 $96,239 $549,244 $151,023 $700,267 $581,566 $118,701 $700,267 $615,790 $84,477 $700,267 $652,028 $48,239 $700,267 $375,924 $103,366 $479,290 $398,046 $81,244 $479,290 $421,471 $57,820 $479,291 $446,273 $33,017 $479,290 $24,616 $15,024 $39,640 $26,080 $13,560 $39,640 $27,631 $12,009 $39,640 $29,274 $10,366 $39,640 $161,859 $98,787 $260,646 $171,484 $89,162 $260,646 $181,681 $78,966 $260,647 $192,485 $68,162 $260,647 $319,702 $195,124 $514,826 $338,713 $176,113 $514,826 $358,854 $155,972 $514,826 $380,193 $134,633 $514,826 $145,248 $88,649 $233,897 $153,884 $80,012 $233,896 $163,035 $70,861 $233,896 $172,730 $61,167 $233,897 $324,237 $392,775 $717,012 $345,465 $371,547 $717,012 $368,070 $348,941 $717,011 $391,971 $325,040 $717,011 495 Schedule Nine Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, worker's compensation fund, vehicle replacement program and technology replacement program. The rates are established by the Budget Office based on computer models established for each fund. Annual amounts should be charged against departmental operating budgets by the Finance Dept at the beginning of each fiscal year. Fund Name Program Name Worker's Compensation Insurance Vehicle Replacement Technology Replacement General Fund Mayor & Council Council Office Mayor City Clerk City Clerk Elections Records Management City Manager CAP Local Match City Manager City Auditor City Auditor Intergovt. Relations Intergovernmental Relations City Court City Court City Attorney City Attorney Marketing Cable Communications City-Wide Special Events Marketing Tourism Human Resources Benefits & Worker's Comp. Compensation Employee Relations Employment Services Human Resources Admin. Organizational Development Administration Administration Finance Accounting Services Finance Administration License/Collection Regulatory & Communication Info. Technology Information Technology Management & Budget Budget & Research $3,760 $1,140 $450 $140 $18,930 $3,900 $1,060 $250 $1,110 $530 $3,450 $2,400 $58,830 $120 $40 $4,010 $610 $1,340 $90 $4,690 $1,400 $120 $2,870 $34,360 $10,990 $2,975 $17,210 $5,640 $680 $472 $15,950 $2,280 $5,350 $4,220 $1,070 $2,120 $430 $750 $550 $3,334 $123,550 $1,800 $16,970 $6,060 $2,280 $1,537 $1,537 $1,730 $3,470 $320 $1,240 $117 $117 $190 $740 $700 $3,420 $2,400 $15,420 $600 $1,410 $160 $6,300 $4,780 $2,360 $4,150 $680 $15,140 $3,950 $4,370 $60 $936 $23,150 $21,750 $11,540 $11,490 $1,096 $515,080 $2,070 $220 496 $3,070 $2,311 $687 $2,400 $8,200 $7,190 $6,870 Schedule Nine Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, worker's compensation fund, vehicle replacement program and technology replacement program. The rates are established by the Budget Office based on computer models established for each fund. Annual amounts should be charged against departmental operating budgets by the Finance Dept at the beginning of each fiscal year. Fund Name Program Name Management & Budget Grants Administration Purchasing Risk Management Warehouse Non-Departmental Non-Departmental Police Department Gateway Patrol Bureau Police Administration Police Support Services Fire Department Fire Administration Fire Community Relations Fire Emergency Services Fire Marshal's Office Fire Medical Services Fire Support Services Fire Training Comm. Services Admin Community Services Admin. Parks & Recreation Adult Center Aquatics Audio/Visual Central District Recreation Glendale Community Center North District Recreation Park Irrigation Parks & Recreation Admin. Parks Central District Parks North District Parks Special Operations Pool Maintenance Recreation Special Operations Recreation Support Services Neighborhood Service Code Compliance Neighborhood Revitalization Comm. Partnerships Community Partnerships Library Library Worker's Compensation Insurance $680 $1,780 $1,490 $1,850 Vehicle Replacement $60 $280 $240 $1,340 $3,131 $5,972 $424,270 $29,516 $420,491 Technology Replacement $1,200 $4,800 $5,800 $4,800 $35,252 $391,860 $8,000 $413,110 $75,390 $1,560 $620 $171,580 $4,620 $1,210 $2,440 $1,710 $300 $62,194 $45 $1,160 $5,270 $410 $23,310 $410 $2,630 $40,200 $1,520 $2,000 $24,990 $1,668 $1,200 $1,260 $420 $11,190 $6,260 $15,050 $6,910 $5,100 $36,330 $970 $4,000 $8,500 $5,000 $60,602 $600 $6,000 $20,730 $3,390 $1,330 $4,100 $880 $3,160 $100 $10,752 $3,532 $9,000 $9,200 $1,430 $230 $1,939 $4,200 $30,520 $10,040 $2,170 $130,870 497 $29,760 Schedule Nine Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, worker's compensation fund, vehicle replacement program and technology replacement program. The rates are established by the Budget Office based on computer models established for each fund. Annual amounts should be charged against departmental operating budgets by the Finance Dept at the beginning of each fiscal year. Fund Name Program Name CD Administration CD Deputy City Manager Building Safety Building Safety Development Services Center Planning Land Use & Design Review Long-Range Planning & Research Planning Administration Zoning Admin & Tech. Asst. Economic Development Economic Development Redevelopment Public Works Admin. Public Works Administration Field Operations Cemetery Custodial Services Facilities Management Field Operations Admin. Graffiti Removal Manistee Ranch Maintenance Engineering Contract Administration Engineering Administration Engineering Design Engineering Section Inspection Land Development Materials Testing Property Management Special Projects Admin. Surveying Total - General Fund Worker's Compensation Insurance Vehicle Replacement Technology Replacement $1,019 $78 $1,200 $7,189 $3,458 $16,655 $618 $1,990 $1,270 $21,524 $1,860 $420 $234 $190 $1,830 $960 $550 $110 $2,010 $4,200 $860 $80 $3,050 $2,000 $10,740 $19,550 $2,670 $660 $400 $2,490 $64,340 $33,010 $750 $530 $15,293 $1,531 $6,588 $5,999 $27,539 $2,450 $2,836 $10,930 $9,000 $5,700 $1,200 $7,400 $3,000 $600 $6,000 $6,000 $40 $400 $590 $510 $2,030 $620 $710 $790 $40 $690 $5,292 $12,880 $1,397 $3,896 $2,915 $1,200 $8,890 $7,600 $8,300 $4,200 $3,420 $1,200 $5,340 $1,200 $3,300 $817,016 $876,884 $720,964 $1,693,580 $25,290 $23,560 $115,611 $186,800 $25,290 $23,560 $115,611 $186,800 $17,310 Police Spec. Rev. Police Department Patrol - Special Revenue Fund Total - Police Spec. Rev. 498 Schedule Nine Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, worker's compensation fund, vehicle replacement program and technology replacement program. The rates are established by the Budget Office based on computer models established for each fund. Annual amounts should be charged against departmental operating budgets by the Finance Dept at the beginning of each fiscal year. Fund Name Program Name Worker's Compensation Insurance Vehicle Replacement Technology Replacement Fire Spec. Revenue Fire Department Fire - Special Revenue Fund $5,030 $19,080 $5,030 $19,080 Marketing Civic Center $2,450 $1,890 $8,110 Total - Civic Center $2,450 $1,890 $8,110 $18,140 $8,570 $60,360 $21,380 $6,290 $50,850 $35,321 $63,707 $116,348 $8,130 $40,960 $9,430 $16,080 $6,310 $780 $12,710 $40 $190 $14,850 $1,470 $240 $18,040 $1,348 $843 $15,229 $1,051 $19,280 $3,550 $1,400 $168,760 $108,020 $251,887 $35,960 $19,300 $6,550 $2,738 $2,850 $19,300 $6,550 $2,738 $2,850 $33,040 $27,720 $1,240 $200 $2,050 $3,184 $1,085 $1,828 $10,650 $33,040 $31,210 $6,097 $10,650 $1,080 $820 Total - Fire Spec. Revenue Civic Center Streets Field Operations Right-of-Way Maintenance Street Cleaning Street Maintenance Transportation Signs & Markings Streetlight Management Traffic Admin. & Engineering Traffic Signals Traffic Studies Transportation Planning Total - Streets $600 $9,080 $2,050 Airport Transportation Airport Operations Total - Airport General Services Field Operations Equipment Management Fabrication/Welding Fuel Services Paint/Body Shop Total - General Services Print Shop Finance Duplicating/Mail 499 $1,200 Schedule Nine Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, worker's compensation fund, vehicle replacement program and technology replacement program. The rates are established by the Budget Office based on computer models established for each fund. Annual amounts should be charged against departmental operating budgets by the Finance Dept at the beginning of each fiscal year. Fund Name Program Name Total - Print Shop Worker's Compensation Insurance Vehicle Replacement $1,080 $820 $38,900 $5,810 $11,548 $38,900 $5,810 $11,548 $26,050 $39,030 $450 $26,050 $39,480 Technology Replacement $1,200 Housing Neighborhood Service Housing Assistance Program Total - Housing Transit Transportation Dial-A-Ride Fixed Route Total - Transit Telephone Info. Technology Telephones Total - Telephone $1,560 $40 $1,560 $40 Water/Sewer Fund Env. Resources Environmental Resources Water Quality Finance Customer Service Office Building Safety Cross Connection Control Field Operations Irrigation Utilities Arrowhead Reclamation Plant Central System Control Central System Maintenance Cholla Treatment Plant Customer Service - Field Major Maintenance Meter Maintenance Pretreatment Program Public Service Representatives Pyramid Peak Plant Transmission Line Maintenance Utilities Administration $1,020 $3,630 $4,587 $3,000 $4,600 $1,770 $1,263 $26,510 $260 $1,250 $1,200 $270 $451 $8,720 $8,070 $7,369 $3,186 $5,827 $1,586 $24,870 $1,309 $9,848 $4,203 $11,152 $6,482 $17,588 $3,806 $8,440 $11,390 $9,230 $8,750 $160 $3,020 $15,660 $9,336 $433,684 500 $24,130 $33,370 $3,000 $5,200 $3,000 $600 $1,200 $10,980 $600 $21,400 $600 $10,180 Schedule Nine Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, worker's compensation fund, vehicle replacement program and technology replacement program. The rates are established by the Budget Office based on computer models established for each fund. Annual amounts should be charged against departmental operating budgets by the Finance Dept at the beginning of each fiscal year. Fund Name Program Name Worker's Compensation Insurance Utilities Utilities Information Mgmt. Wastewater Collection Water Conservation Water Distribution West Area Plant Total - Water/Sewer Fund $433,684 Vehicle Replacement Technology Replacement $21,590 $440 $19,320 $3,334 $49,396 $2,901 $45,940 $1,657 $16,950 $3,000 $600 $1,200 $19,580 $131,076 $208,005 $190,900 Cable Equip. Rental Marketing Truck Cable Production $560 $560 Total - Cable Equip. Rental Landfill Fund Field Operations Landfill MRF Operations Recycling Woodwaste Operations Total - Landfill Fund $78,150 $30,260 $30,350 $16,405 $1,670 $2,400 $78,150 $64,750 $20,475 $105,960 $4,200 $5,900 $43,730 $61,920 $3,170 $23,040 $149,690 $88,130 $10,100 $4,140 Sanitation Fund Field Operations Curb Service Sanitation Administration Sanitation Frontload Total - Sanitation Fund Arts Commission Parks & Recreation Arts Maintenance $390 $390 Total - Arts Commission Parks Self Sustain. Parks & Recreation Recreation Self-Sustaining $1,750 $1,750 Total - Parks Self Sustain. 501 Schedule Nine Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, worker's compensation fund, vehicle replacement program and technology replacement program. The rates are established by the Budget Office based on computer models established for each fund. Annual amounts should be charged against departmental operating budgets by the Finance Dept at the beginning of each fiscal year. Fund Name Program Name Total Internal Premiums : Worker's Compensation Insurance $1,800,000 $1,400,000 502 Vehicle Replacement $1,316,850 Technology Replacement $2,160,625 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget General Fund Mayor & Council Barrel District Base District Capital Projects $15,000 District Capital Projects District Capital Projects Cactus District $15,000 $10,270 $25,270 Cholla District Base District Capital Projects $15,000 Council Office Onetime Supplemental Office Set-Up Cactus District Base Carryover Ocotillo District Base Carryover $5,930 District Capital Projects District Capital Projects Ocotillo District $15,000 $7,736 $22,736 Sahuaro District Base District Capital Projects $15,000 Yucca District Base District Capital Projects $15,000 Programming-Ballot Tab. Units Photocopy Machine Elections $2,000 $10,000 $12,000 Optical Imaging Program Optical Disks Equipment - Optical Furniture for Office Remodel Digital Archive Writer Records Management $4,120 $3,862 $134,044 $16,555 $60,000 $218,581 City Clerk Elections Base Carryover Records Management Base Base Carryover Carryover Onetime Supplemental City Court City Court Base Equipment $5,000 Computer $1,800 City Attorney City Attorney Onetime Supplemental 503 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget City Attorney City Attorney Onetime Supplemental Onetime Supplemental Desk Display Telephone City Attorney $1,300 $380 $3,480 Carryover Carryover Carryover Carryover Carryover Carryover Carryover Carryover Carryover Office Furniture for 10 People Cabinetry / Storage 6 File Cabinets Lobby Furnishings Conf Room Table & Chairs Graphics Light Table & Chair Web Intern Computer Equipment - Breakroom Cable TV Monitors Marketing $18,000 $5,532 $2,450 $2,000 $2,000 $2,000 $1,800 $1,700 $1,500 $36,982 Base Base Equipment Over $1,000 Equipment Under $1000 Tourism $1,500 $500 $2,000 Laptop Computer Steelcase Desk File Cabinet Chair Human Resources Admin. $4,000 $1,300 $600 $500 $6,400 Color printer $3,500 Two Desktop Computers $3,600 Marketing Marketing Tourism Human Resources Human Resources Admin. Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Organizational Development Onetime Supplemental Finance Finance Administration Carryover Info. Technology Information Technology Onetime Supplemental Onetime Supplemental Onetime Supplemental Oracle Application Server Purchase PCs Display phone Information Technology $12,000 $3,300 $200 $15,500 Equipment - Speeding Enfrcmnt $10,876 Police Department Central Patrol Bureau Base 504 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget Police Department Central Patrol Bureau Base Base Foothills Patrol Bureau Base Base Base Gateway Patrol Bureau Ongoing Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Police Administration Carryover Onetime Supplemental Police Personnel Management Base Base Police Support Services Base Equipment - Emergency Lghtbars Equipment - Radar Units Central Patrol Bureau $6,165 $3,557 $20,598 Equipment - Speeding Enfrcmnt Replace Lightbars Replace Radar Units Foothills Patrol Bureau $7,252 $4,110 $3,558 $14,920 Equipment - Speeding Enfrcmnt Equipment - NRU Vehicles Equipment - Motorcycle Squad Equipment - Rollover Vehicles Equipment - Bicycle Squad Gateway Patrol Bureau $10,876 $176,000 $103,200 $36,000 $5,400 $331,476 NRU Rollover Cars w/ Equip. Equipment - Shot Spotter Police Administration $18,639 $277,500 $296,139 Body Armor Leather Repl. Program Police Personnel Management $15,450 $6,870 $22,320 Sys Analyst/Prog PC Equip $1,360 Fire Department Fire Support Services Base Onetime Supplemental Onetime Supplemental Pre-Emptions Devices BC152 Battalion Suburban BC151 Replacement Suburban Fire Support Services $15,000 $75,000 $10,000 $100,000 Comm. Services Admin Community Services Admin. Carryover Equipment $4,200 Parks & Recreation Audio/Visual Carryover Carryover New Full-Size Pick-up Truck Replacement of A/V Portable Audio/Visual 505 $20,000 $3,250 $23,250 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget Parks & Recreation North District Recreation Carryover Carryover Park Irrigation Base Parks & Recreation Admin. Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Parks Special Operations Base Carryover Carryover Equipment - 1/2 Ton P/U Truck Equipment - Teen Audio North District Recreation $16,000 $5,000 $21,000 Satellite Irrig Controllers $15,000 Sahuaro Ranch-PCs (4) Sahuaro Ranch-Copier Sahuaro Ranch-Phones Sahuaro Ranch-Fax Machine Parks & Recreation Admin. $11,500 $3,000 $1,420 $1,200 $17,120 Two-Way Radios Two Full-Size 1/2-Ton Pickups New PCs for Park Rangers Parks Special Operations $3,920 $32,000 $5,400 $41,320 Laser Printer / Fax Desk Roll-Over Vehicle Equipment - Radio & Charger Equipment - Computer Equipment - Cubicle Walls Equipment - Desk Equipment - Chair Equipment - Misc Supplies Equipment - Shelves Equipment - Telephone Equipment - Guest Chair Code Compliance $1,225 $6,000 $2,500 $1,800 $1,475 $1,300 $500 $400 $300 $280 $250 $16,030 Furniture/Wall Coverings $99,014 Equipment Under $1000 $1,000 Equipment Under $1000 $1,000 Neighborhood Service Code Compliance Carryover Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Library Library Carryover Building Safety Building Safety Base Planning Planning Administration Base 506 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget Planning Planning Administration Field Operations Facilities Management Onetime Supplemental Energy Management System $100,000 Engineering Special Projects Admin. Onetime Supplemental Equipment - Office GENERAL FUND TOTAL ...................................................................... $3,000 $1,549,726 Police Spec. Rev. Police Department Patrol - Special Revenue Fund Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Ballistic Vests (7) Interior Fabrication Computers Equipment - Nomex Uniforms Tape Recorders Equipment - NET Trailer Patrol - Special Revenue Fund POLICE SPEC. REV. TOTAL ................................................................ $15,400 $10,000 $9,000 $8,250 $7,083 $4,600 $54,333 $54,333 Fire Spec. Revenue Fire Department Fire - Special Revenue Fund Onetime Supplemental Onetime Supplemental Firehouse Citrix Server Fireview Software Fire - Special Revenue Fund FIRE SPEC. REVENUE TOTAL ............................................................ $18,000 $14,799 $32,799 $32,799 HOME Fund Neighborhood Service HOME Program Base Equipment Under $1000 HOME FUND TOTAL ............................................................................. 507 $1,500 $1,500 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget Streets Field Operations Street Cleaning Carryover Street Maintenance Base Base Street Sweeper Pavement Management Equipment Under $1000 Street Maintenance $124,776 $1,461,768 $2,000 $1,463,768 Transportation Signs & Markings Carryover New Sign Maintenance Truck $16,175 Streetlight Management Base Streetlight Pole Replacement $45,000 Traffic Admin. & Engineering Base Equipment - Improvements Traffic Signals Base Onetime Supplemental Onetime Supplemental Transportation Planning Base Replaced LED Signal Heads LED Replacements Intersection Backup Power Traffic Signals Bikeway Improvements STREETS TOTAL .................................................................................... $7,500 $25,000 $50,000 $36,000 $111,000 $8,298 $1,776,517 General Services Field Operations Fuel Services Onetime Supplemental Automated Fuel System Upgrades GENERAL SERVICES TOTAL .............................................................. $42,000 $42,000 Housing Neighborhood Service Housing Assistance Program Base Base Street Cleaning Computer Equip & Upgrades Housing Assistance Program HOUSING TOTAL ................................................................................... 508 $12,300 $3,000 $15,300 $15,300 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget Vehicle Replacement Field Operations Equipment Replacement Base Carryover Timed Scheduled Rollovers 00/01 Vehicles on Order Alternative Fuels Fund Equipment Replacement VEHICLE REPLACEMENT TOTAL .................................................... $2,500,000 $1,700,000 $300,000 $4,500,000 $4,500,000 Tech. Replacement Info. Technology Technology Replacement Base Base Base Base Base Base PCs, Printers & Other Equip PD Excluding Switch PD MDT Switch Equipment Under $1000 Equipment - Cable Equipment - Audio Technology Replacement TECH. REPLACEMENT TOTAL .......................................................... $1,161,733 $872,630 $225,300 $10,000 $3,600 $580 $2,273,843 $2,273,843 Other Grants Fund Grants Miscellaneous Grants Base Base Equipment Equipment - Improvements Miscellaneous Grants OTHER GRANTS FUND TOTAL .......................................................... 509 $200,000 $50,000 $250,000 $250,000 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget Water/Sewer Fund Env. Resources Water Quality Carryover Ongoing Supplemental Ongoing Supplemental Ongoing Supplemental Ongoing Supplemental Ongoing Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Water Reclamation Analysis Expendable Supplies Gas Chromatograph - MS Maintenance Contract Gas Chromatograph w/ ECD Expendable Supplies Equipment - Parasite Analysis Equipment - Computer Equipment - Desk Equipment - Display Phone Equipment - Chair Water Quality $50,000 $40,000 $30,000 $12,000 $11,760 $5,000 $35,000 $1,800 $800 $380 $350 $187,090 Rcpt & Valid Printer Final Payment for Lockbox Ergonomic Chairs Customer Service Office $6,000 $16,555 $6,000 $28,555 Equipment Under $1000 Equipment - 6" Trash Pump Equipment - Microscope Portable Air Compressor Equipment - SCADA Node Arrowhead Reclamation Plant $4,000 $33,000 $18,000 $13,000 $12,000 $80,000 Security Computer Screens Pickup Truck - Supervisor Central System Control $24,953 $21,000 $45,953 Well 33 Park/Greenspace New Small Pickup Truck Equipment - Computer Equipment - Tools Equipment - Desk Equipment - Chair Equipment - Phone Central System Maintenance $35,000 $15,500 $1,800 $1,500 $800 $350 $280 $55,230 Finance Customer Service Office Base Carryover Onetime Supplemental Utilities Arrowhead Reclamation Plant Base Carryover Carryover Carryover Carryover Central System Control Base Carryover Central System Maintenance Carryover Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Customer Service - Field Carryover Equipment - New Meters 510 $100,000 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget Utilities Customer Service - Field Major Maintenance Base Carryover Carryover Pretreatment Program Carryover Carryover Pyramid Peak Plant Base Utilities Information Mgmt. Carryover Carryover Carryover Onetime Supplemental Wastewater Collection Base Base Carryover Water Distribution Carryover Carryover Equipment Under $1000 Filter Valve Replacement Cover Electrical Area Major Maintenance $1,000 $270,000 $31,892 $302,892 4 Wheel Drive Vehicle S10 Pickup Truck Pretreatment Program $29,000 $21,000 $50,000 Equipment $25,000 Cold Fusion Upgrade Intuitive Tech Software Upgrad Intollution Software Enhance Van Utilities Information Mgmt. $16,000 $12,000 $10,000 $22,000 $60,000 Improvements Other Than Bldgs Equipment Land for Odor Control Sites Wastewater Collection $60,000 $15,000 $180,000 $255,000 Equipment - Backhoe Equipment - 4 Rammers Water Distribution West Area Plant Carryover Carryover Carryover Carryover Carryover Carryover Onetime Supplemental Onetime Supplemental Onetime Supplemental Onetime Supplemental Equipment - 6" Trash Pump Instrument Tech Vehicle Operations Staff Vehicle WARF Odor Cover Equipment - Roll-up Doors West Area Major Shop Tools Equipment - UV Modules RSPS Trash Removal Heavy Duty Pick-up Lift Station Pump and Controls West Area Plant WATER/SEWER FUND TOTAL ............................................................ 511 $80,000 $12,500 $92,500 $33,000 $21,000 $21,000 $20,000 $13,800 $10,000 $196,000 $150,000 $27,000 $25,000 $516,800 $1,799,020 Schedule Ten 2001-02 Operating Capital List Fund Name Program Name Status Item Description FY 02 Budget Cable Equip. Rental Marketing PEG Grant Cable Equipment Base Base Base Equipment Control Room Electronics Studio/Control Room Remodel PEG Grant Cable Equipment CABLE EQUIP. RENTAL TOTAL ........................................................ $200,000 $39,000 $12,000 $251,000 $251,000 Landfill Fund Field Operations Woodwaste Operations Carryover Carryover Equipment - Grinder Equipment - Woodgrinder Woodwaste Operations LANDFILL FUND TOTAL ...................................................................... $225,000 $88,947 $313,947 $313,947 Sanitation Fund Field Operations Curb Service Base Sanitation Roll-off Base Equipment Under $1000 Bin Replacement SANITATION FUND TOTAL ................................................................. $3,823 $10,176 $13,999 Court Fund City Court Court Security Base Base Court Special Revenue Base Security Remodel Access Control Upgrades Court Security Equipment COURT FUND TOTAL ............................................................................ Grand Total: 512 $110,273 $10,000 $120,273 $5,000 $125,273 $12,999,257 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget General Fund Mayor & Council Barrel District Miscellaneous Carry Over $5,792 Cactus District $10,270 District Capital Projects $2,825 Miscellaneous Carry Over Cactus District $13,095 Cholla District Miscellaneous Carry Over $3,985 Board & Commission Training $5,035 Professional & Contractual Other Line Supplies $5,000 $2,000 Office Supplies $2,000 Professional Development $1,000 Council Office Council Office $15,035 Mayor Youth Town Hall Rec. $6,000 Contingency $4,721 Youth Town Hall Fund $3,000 Mayor $13,721 Ocotillo District District Capital Projects $7,736 Miscellaneous Carry Over $1,104 Miscellaneous Carry Over $5,639 Sahuaro District Yucca District City Clerk Elections $168,369 Election Expenses Photocopy Machine Wiring of Tabulation Equipment Elections $10,000 $3,500 $181,869 Records Management Equipment - Optical Furniture for Office Remodel Software-Optical 513 $134,044 $16,555 $14,497 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget City Clerk Records Management Records Management $165,096 City Manager CAP Local Match Employee Training $4,000 Env. Resources HazMat Incidence Response HazMat Incidence Response $500 City Court City Court Hourly Employees $28,937 $6,765 Software City Court $35,702 Marketing Marketing Office Furniture for 10 People $18,000 Cabinetry / Storage 6 File Cabinets $5,532 $2,450 Graphics Light Table & Chair $2,000 Lobby Furnishings $2,000 Conf Room Table & Chairs $2,000 Web Intern Computer $1,800 Equipment - Breakroom Cable TV Monitors $1,700 $1,500 Marketing $36,982 Human Resources Benefits & Worker's Comp. Long Term Disability $108,666 Compensation Study $124,889 Compensation Employment Services Temporary Pay Social Security - Hourly General Retirement - Hourly $9,100 $564 $227 $132 Medicare - Hourly Employment Services $10,023 Organizational Development Leadership & Dev Programs 514 $48,373 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget Human Resources Organizational Development Administration Administration Professional Development $1,378 Finance Finance Administration Peoplesoft Training $29,674 Two Desktop Computers Computer Replacement Finance Administration $3,600 $1,200 $34,474 License/Collection Call Center Upgrade Multi Jurisdictional Audit $17,383 $10,000 Postage $5,000 Other Line Supplies $5,000 Call Center Upgrade Training $3,727 License/Collection $41,110 Non-Departmental Non-Departmental Reserve for Carry Over Educational Conference Non-Departmental $698,140 $12,000 $710,140 Police Department Police Administration NRU Rollover Cars w/ Equip. $18,639 Fire Department Fire Administration Accreditation Site Visit $5,000 Citizen Information Directory $8,000 Glendale University Equipment $7,000 $4,200 Comm. Services Admin Community Services Admin. Community Services Admin. $19,200 Parks & Recreation Audio/Visual Equipment & Installation $45,882 Score Board Renovation $25,000 515 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget Parks & Recreation Audio/Visual New Full-Size Pick-up Truck $20,000 Replacement of A/V Portable $3,250 Audio/Visual $94,132 Central District Recreation Eagle Eye Program Supplies $4,000 North District Recreation Equipment - 1/2 Ton P/U Truck Equipment - Teen Audio North District Recreation $16,000 $5,000 $21,000 Parks North District T-Bird Paseo Study $50,000 Two Full-Size 1/2-Ton Pickups $32,000 Parks Special Operations New PCs for Park Rangers Parks Special Operations $5,400 $37,400 Recreation Special Operations Halloween / Easter Events $4,259 Marketing Banner / Materials $3,000 Recreation Special Operations $7,259 Recreation Support Services Internet Registration Software $10,000 Neighborhood Service Code Compliance Laser Printer / Fax Desk $1,225 Neighborhood Revitalization Demolition Contractual Service HOME Match Neighborhood Revitalization $14,762 $5,000 $19,762 Comm. Partnerships Community Partnerships HOA & Mediation Dept Contingency Community Partnerships $5,000 $856 $5,856 Library Library Furniture/Wall Coverings 516 $99,014 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget CD Administration CD Deputy City Manager Professional Development $9,303 Employee Recognition $7,000 CD Deputy City Manager $16,303 Planning Long-Range Planning & Research GP Production Services General Plan - Publication Census 2000 Long-Range Planning & Research $245,520 $70,000 $61,419 $376,939 Planning Administration Phase II Plannng Tracking Sys $109,500 Economic Development Economic Development Conferences and Seminars $6,994 Hospitality $2,997 Replace Office Chairs $1,124 Redevelopment Public Works Admin. Public Works Administration GENERAL FUND TOTAL ...................................................................... $2,475,653 Police Spec. Rev. Non-Departmental Non-Dept - Fund 2 Reserve for Carry Over $25,000 Organizational Audit $63,939 Police Department Patrol - Special Revenue Fund POLICE SPEC. REV. TOTAL ................................................................ $88,939 Fire Spec. Revenue Non-Departmental Non-Dept - Fund 4 Reserve for Carry Over FIRE SPEC. REVENUE TOTAL ............................................................ 517 $25,000 $25,000 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget HOME Fund Neighborhood Service HOME Program Replacement Housing $378,796 HOME Match $113,867 Administrative & Professional $82,151 Los Vecinos Acq. / Rehab. $66,000 HOME Program HOME FUND TOTAL ............................................................................. $640,814 $640,814 C.D.B.G. Neighborhood Service CDBG Programs Single Family Residential $295,000 In-Fill Housing Rehab Salaries $250,000 $205,000 General Administration $130,000 Prospect Park II $93,265 Glendale Community Center $75,000 Rehab Contingency $54,744 Mercy Housing Demolition Prof & Contractual $50,000 $45,645 General Admin Contingency $30,000 Rehab Delivery $27,728 West Valley Child Crisis Ctr $20,000 Faith House Shelter Arizona Bridge to Indep Living $20,000 $16,500 CSA - Emergency Home Rep $14,500 Exterior Improvement Program $7,010 Roof Program $6,557 Glendale Boys/Girls Club $6,275 N'Hood Partnership Planning Temp Relocation $5,000 $4,567 EMPACT - SPC $4,000 Omega Alpha $3,400 Family Service Agency $2,500 Glendale Human Svcs Council Glendale Mayor's Alliance $1,800 $1,700 Faith House Counseling $1,500 GFDC - SOS Program $1,500 Center Against Sexual Abuse $1,500 YMCA $1,300 Cath Comm Svcs 518 $900 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget Neighborhood Service CDBG Programs Valley BB/BS $833 CDBG Programs C.D.B.G. TOTAL ....................................................................................... $1,377,724 $1,377,724 Streets Non-Departmental Non-Dept - Fund 12 Reserve for Carry Over $930,881 Street Sweeper $124,776 Field Operations Street Cleaning Transportation Signs & Markings New Sign Maintenance Truck $16,175 Electricity $30,905 Streetlight Management Traffic Admin. & Engineering Transportation Plan Carryover $123,622 Traffic Studies Traffic Mitigation $80,000 Bikeway Improvements $31,573 Transportation Planning STREETS TOTAL .................................................................................... $1,337,932 Airport Transportation Airport Operations Runway Sealer / Rejuvenator $60,000 Grant Match $13,881 Airport Operations AIRPORT TOTAL .................................................................................... 519 $73,881 $73,881 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget General Services Non-Departmental Non-Dept - Fund 16 Reserve for Carry Over $50,000 GENERAL SERVICES TOTAL .............................................................. $50,000 Transit Non-Departmental Non-Dept - Fund 26 Reserve for Carry Over $50,000 Transportation HB 2565 Funding for Transit Services TRANSIT TOTAL .................................................................................... $281,457 $331,457 Vehicle Replacement Field Operations Equipment Replacement 00/01 Vehicles on Order $1,700,000 Refurb Funds for PD Cars Equipment Replacement VEHICLE REPLACEMENT TOTAL .................................................... $50,000 $1,750,000 $1,750,000 Other Grants Fund Grants US West Foundation US West Grant Carryover Funds OTHER GRANTS FUND TOTAL .......................................................... $10,427 $10,427 Water/Sewer Fund Env. Resources Environmental Resources $408 Dept Contingency Water Quality Water Reclamation Analysis $50,000 Commercial Laboratory Analysis $25,500 $25,431 Expendable Supplies Water Quality $100,931 West Valley CAP Study West Valley CAP Study Payment 520 $107,086 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget Env. Resources West Valley CAP Study Finance Customer Service Office Final Payment for Lockbox $16,555 Call Center Upgrade $14,954 Temporary Services $10,500 Customer Service Office $42,009 Non-Departmental Non-Dept - Fund 50 Reserve for Carry Over $800,000 Utilities Arrowhead Reclamation Plant Equipment - 6" Trash Pump $33,000 Equipment - Microscope $18,000 Portable Air Compressor $13,000 Equipment - SCADA Node $12,000 Arrowhead Reclamation Plant $76,000 Central System Control Pickup Truck - Supervisor $21,000 Well 33 Park/Greenspace $35,000 Equipment - New Meters $100,000 Filter Valve Replacement $270,000 Central System Maintenance Customer Service - Field Major Maintenance Cover Electrical Area Major Maintenance $31,892 $301,892 Pretreatment Program 4 Wheel Drive Vehicle S10 Pickup Truck Pretreatment Program $29,000 $21,000 $50,000 Raw Water Usage CAWCD Raw Water Del Fees $164,704 Utilities Information Mgmt. Cold Fusion Upgrade $16,000 Intuitive Tech Software Upgrad $12,000 521 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget Utilities Utilities Information Mgmt. Intollution Software Enhance $10,000 Utilities Information Mgmt. $38,000 Wastewater Collection Land for Odor Control Sites $180,000 Contract for New Manholes $110,000 Wastewater Collection $290,000 Water Distribution Equipment - Backhoe $80,000 Equipment - 4 Rammers $12,500 Water Distribution $92,500 West Area Plant Equipment - 6" Trash Pump $33,000 Instrument Tech Vehicle Operations Staff Vehicle $21,000 $21,000 WARF Odor Cover $20,000 Equipment - Roll-up Doors $13,800 West Area Major Shop Tools $10,000 West Area Plant WATER/SEWER FUND TOTAL ............................................................ $118,800 $2,338,330 Landfill Fund Non-Departmental Non-Dept - Fund 55 Reserve for Carry Over $50,000 Major Equip Rebuild $79,066 Title V Permit $20,000 Field Operations Landfill Landfill $99,066 MRF Operations Conveyor Modifications $130,904 Equipment - Grinder $225,000 Woodwaste Operations Equipment - Woodgrinder Woodwaste Operations LANDFILL FUND TOTAL ...................................................................... 522 $88,947 $313,947 $593,917 Schedule Eleven 2001-02 Carryover Savings Budgets Fund Name Program Name Item Description FY 02 Budget Arts Commission Parks & Recreation Arts Maintenance Appraisal, Repair, Photo Hourly Employees Social Security - Hourly $16,411 $2,500 $155 General Retirement - Hourly $62 Medicare - Hourly $36 Arts Maintenance ARTS COMMISSION TOTAL ............................................................... $19,164 $19,164 Benefits Trust Fund Human Resources Benefit Programs Catastrophic claims BENEFITS TRUST FUND TOTAL ........................................................ Grand Total: 523 $427,322 $427,322 $11,540,560 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget General Fund Mayor & Council Council Office Equipment Tech. Replacement Office Set-Up Computer Replacement Council Office $5,930 $600 $6,530 Prof. & Contractual KIDS AT HOPE Newsletter $2,500 Advertising Legal Notices & Ads $8,000 Mayor City Clerk City Clerk Records Management Equipment Tech. Replacement Digital Archive Writer Technology Replacement Fund Records Management $60,000 $7,500 $67,500 City Court City Court Public Defender Public Defender Prof. & Contractual Professional Development Prof. & Contractual Telephone Charges Interpreter Public Defender Office Equipment Prof. Dev.-Two Court Clerks AOC Printers/Computers (2) Two standard phones City Court $50,000 $40,000 $5,440 $2,000 $2,000 $560 $100,000 Prof. & Contractual Equipment Equipment Equipment Under $1,000 Professional Development Office Supplies Outside Legal Services Computer Desk Display Telephone Prof. Dev. - Senior Secretary Office Supplies - Senior Sec. City Attorney $100,000 $1,800 $1,300 $380 $200 $20 $103,700 Prof. & Contractual Speed Reduction Campaign $150,000 Modern Comp System Training $100,000 City Attorney City Attorney Marketing Marketing Human Resources Compensation Prof. & Contractual 524 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Human Resources Human Resources Admin. Tuition Reimbursement Hourly Employees Equipment Social Security Professional Development Equipment Tech. Replacement Medicare Equipment Under $1,000 Equipment Under $1,000 Telephone Utilities Organizational Development Equipment Tech. Replacement Increase Educ.. Assist. Fund Diversity Coordinator Laptop Computer Social Security Prof. Dev. - Diversity Coord. Steelcase Desk Tech. Replacement Medicare File Cabinet Chair Display Phone Human Resources Admin. $100,000 $64,744 $4,000 $3,596 $2,000 $1,300 $1,200 $841 $600 $500 $380 $179,161 Color printer Printer Replacement Chgs Organizational Development $3,500 $600 $4,100 Finance Accounting Services Prof. & Contractual Temporary Staffing $20,000 Info. Technology Information Technology Prof. & Contractual Prof. & Contractual Tech. Replacement Software Tech. Replacement Equipment Software Tech. Replacement Equipment Tech. Replacement Equipment Under $1,000 PeopleSoft Workflow Consult. Consulting Services Tech Equip Replacement Funding Oracle Application Software Hardware/Software Replacement Oracle Application Server Oracle Software Maintenance Server Replacement Funding Purchase PCs Tech. Replacement Display phone Information Technology $110,000 $100,000 $60,000 $50,000 $27,900 $12,000 $11,000 $4,000 $3,300 $1,200 $200 $379,600 Non-Departmental Civil Defense Prof. & Contractual Other Line supplies Transfer fee and laptop prep Software and Modules Civil Defense Non-Departmental Prof. & Contractual Animal Control Services Outside Agencies Prof. & Contractual CASS Increase 525 $16,000 $12,000 $28,000 $140,000 $8,000 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Non-Departmental Outside Agencies Prof. & Contractual YWCA Meals on Wheels Increase Outside Agencies $5,000 $13,000 Police Department Gateway Patrol Bureau Equipment Supp. for New Offcrs Equipment Overtime Equipment Vehicle Replacement Equip. Repair & Fuel Overtime Equipment Under $1,000 Tech. Replacement Equipment Under $1,000 General Retirement Social Security Professional Development Other Line supplies Prof. & Contractual TOU Supplies Professional Development Other Line supplies Medicare General Retirement Police Administration Equip. Repair & Fuel Equipment Overtime Equipment Maint. General Retirement Uniforms Social Security Medicare Police Personnel Management Uniforms Equipment - NRU Vehicles Costs of Outfitting Officers Equipment - Motorcycle Squad Overtime Equipment - Rollover Vehicles Vehicle Replacement Vehicle Maintenance/Gas Overtime Equipment - Speeding Enfrcmnt MDC Replacement Costs Equipment - Bicycle Squad Police Retirement - Overtime Social Security - Overtime Training/Seminars Line Supplies New Employee Testing Bicycle Maintenance/Uniforms Training/Seminars Line Supplies Medicare - Overtime General Retirement - Overtime Gateway Patrol Bureau $176,000 $117,600 $103,200 $48,000 $36,000 $29,516 $17,600 $16,000 $10,876 $8,000 $5,400 $4,882 $3,966 $3,600 $3,600 $3,600 $3,155 $1,200 $1,200 $926 $400 $594,721 Vehicle Maintenance Increase Equipment - Shot Spotter Increase in Overtime Funds Equipment Maint-Shot Spotter Police Retirement Uniform Allowance Social Security Medicare Police Administration $290,000 $277,500 $59,500 $49,500 $6,300 $6,000 $3,500 $700 $693,000 Uniform Allowance $16,000 Fire Department Fire Administration Telephone Charges Phone & Data Line Chgs 526 $400 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Fire Department Fire Emergency Services Overtime Utilities Overtime Paramedic Pay Overtime Overtime EMS Education Uniform Allowance Uniform Allowance Cancer Insurance Fire Retirement Prof. & Contractual Fire Retirement Medicare Medicare Fire Retirement Fire Retirement Medicare Medicare Overtime Inflationary Adj. Facility Maint - 158 OT to complete class 2 Paramedic Pay - FS158 OT to complete class 1 2002 COLA & GWI Overtime Medic School Tuition - 4 Uniform Allowance - FS158 Uniform Allowance Cancer Ins Prem Fire Retirement - OT Landscape Maint (Dept 6226) Fire Retirement - OT Medicare - OT Medicare - OT Fire Retirement - PMed Pay Fire Retirement - Cola/Gwi Medicare - PMed Pay Medicare - Cola/Gwi Fire Emergency Services Fire Medical Services Telephone Utilities Hazardous Materials ALS Cell Phone Medical Waste Removal Fire Medical Services Fire Support Services Equipment Equip. Repair & Fuel Equip. Repair & Fuel Equipment Med. Supplies - Non-Hosp. Prof. & Contractual Vehicle Replacement Other Line supplies Vehicle Replacement Office Equip. Maint. Vehicle Supp & Maint Equipment Maint. Tech. Replacement Bldg. Maintenance/Repair Radio Repairs BC152 Battalion Suburban 2002 Shop & Fuel Increase Shop & Fuel BC151 Replacement Suburban Medical Supplies CAD Contract Increase BC152 Veh Replacement Supplies, tools, etc. BC151 Vehicle Rplcmnt Defib Maint&Heart Monitor Vehicle Supplies & Maint. Station Equipment Maint. Tech. Replacement Building Maint. Radio Repairs Fire Support Services $106,392 $75,000 $63,928 $37,440 $33,400 $32,553 $13,600 $11,250 $5,250 $2,700 $2,128 $2,000 $1,947 $1,543 $1,411 $749 $651 $543 $472 $392,957 $875 $294 $1,169 $75,000 $23,850 $23,478 $10,000 $10,000 $10,000 $7,000 $6,198 $6,000 $2,388 $2,180 $1,664 $1,625 $1,500 $1,305 $182,188 Parks & Recreation Adult Center Hourly Employee Hourly Employees 527 $44,154 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Parks & Recreation Adult Center Prof. & Contractual Other Line supplies Social Security Medicare General Retirement Park Irrigation Other Line supplies Parks & Recreation Admin. Hourly Employees Equipment Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Tech. Replacement Prof. & Contractual Equipment Telephone Utilities Postage Office Supplies Prof. & Contractual Social Security Other Line supplies Professional Development Equipment Under $1,000 Equipment Prof. & Contractual Telephone Charges Prof. & Contractual Rental Fees General Retirement Medicare Telephone Utilities Office Equip. Maint. Adult Center Entertainment Gramma's House/Theater Group Social Security - Hourly Medicare - Hourly General Retirement - Hourly Adult Center $15,026 $4,100 $2,738 $1,158 $1,099 $68,275 Sprinkler Line Supplies $15,000 Sahuaro Ranch-Hourly Employees Sahuaro Ranch-PCs (4) Sahuaro -Annual Permanent Exh Sahuaro -Special Event Prod. Sahuaro Ranch-Brochure/Map Sahuaro -Artifacts Care/Cons Sahuaro -Foundation Contract Sahuaro Ranch-Tech Replacement Sahuaro -Advert -Brochure Dist Sahuaro Ranch-Copier Sahuaro Ranch-Telephone Sahuaro Ranch-Postage Sahuaro Ranch-Office Supplies Sahuaro Ranch-Media Kit Sahuaro Ranch-Hourly Soc Sec Sahuaro Ranch-Line Supplies Sahuaro Ranch-Prof Development Sahuaro Ranch-Phones Sahuaro Ranch-Fax Machine Sahuaro Ranch-Media/Tours Sahuaro Ranch-Telephone Charge Sahuaro Ranch-Assoc. Dues Sahuaro Ranch-Storage Rental Sahuaro Ranch-Hourly Retiremnt Sahuaro Ranch-Hourly Medicare Sahuaro Ranch-Phone Install Sahuaro Ranch-Equip. Repair Parks & Recreation Admin. Parks Central District Utilities Utilities Prof. & Contractual Water - Adult Center Water - Police/Fire 83rd&Beth. Adult Center Landscape Parks Central District 528 $29,252 $11,500 $10,000 $10,000 $7,500 $7,500 $7,500 $4,000 $3,500 $3,000 $3,000 $2,000 $2,000 $2,000 $1,815 $1,500 $1,500 $1,420 $1,200 $1,000 $1,000 $750 $750 $730 $425 $400 $250 $115,492 $4,073 $4,000 $2,100 $10,173 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Parks & Recreation Parks North District Prof. & Contractual Utilities Professional Contracts O & M Utilities for O & M Parks North District Pool Maintenance Other Line supplies Neighborhood Service Code Compliance Equipment Equipment Equipment Equipment Equipment Equipment Under $1,000 Equipment Under $1,000 Equipment Under $1,000 Equipment Under $1,000 Equipment Under $1,000 Comm. Partnerships Community Partnerships Prof. & Contractual Hourly Employees Prof. & Contractual Social Security Medicare $110,000 $90,000 $200,000 Pool Maintenance Line Supplies $10,000 Roll-Over Vehicle Equipment - Radio & Charger Equipment - Computer Equipment - Cubicle Walls Equipment - Desk Equipment - Chair Equipment - Misc Supplies Equipment - Shelves Equipment - Telephone Equipment - Guest Chair Code Compliance $6,000 $2,500 $1,800 $1,475 $1,300 $500 $400 $300 $280 $250 $14,805 HOA & Community Mediation Hourly Salaries Materials & Supplies Social Security - Hourly Medicare - Hourly Community Partnerships $20,000 $14,000 $2,800 $800 $200 $37,800 Contractual Struct Plan Review Contractual Fire Plan Review Building Safety $35,000 $15,000 $50,000 GPEC contract $10,000 Building Safety Building Safety Prof. & Contractual Prof. & Contractual Economic Development Economic Development Promotion/Publicity Field Operations Facilities Management Equipment Electricity Prof. & Contractual Energy Management System Electricity HVAC Controls - GMOC Facilities Management 529 $100,000 $85,000 $25,000 $210,000 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Engineering Engineering Administration Hourly Employees General Retirement Medicare Social Security Property Management Prof. & Contractual Special Projects Admin. Software Prof. & Contractual Equipment Professional Development Office Supplies Tech. Replacement Hourly Employee General Retirement - Hourly Medicare - Hourly Social Security - Hourly Engineering Administration $25,250 $505 $337 $144 $26,236 Downtown Pkg. Lease Payment $17,000 Arc/INF and Arc/IMS GIS Development and Conversion GIS Equipment - Office GIS Conferences, training Office set-up PC Replacement Special Projects Admin. $30,000 $20,000 $3,000 $1,088 $1,000 $600 $55,688 GENERAL FUND TOTAL ...................................................................... $4,022,995 Police Spec. Rev. Police Department Patrol - Special Revenue Fund Tech. Replacement Grant Match Allocate Tech. Replacement Office Equip. Maint. Equipment Other Line supplies Prof. & Contractual Other Office Suppl. Equipment Under $1,000 Equipment Equipment Under $1,000 Equipment Equipment Tech. Replacement Repl. of MDT Switch AFIS Grant Match Replacement Funds - MDC's Maintenance Agreements Ballistic Vests (7) Blood Draw Expenses Remodeling of Recorder Room OSHA Increase Interior Fabrication Computers Equipment - Nomex Uniforms Tape Recorders Equipment - NET Trailer Computer Replacement Funds Patrol - Special Revenue Fund POLICE SPEC. REV. TOTAL ................................................................ $145,000 $40,175 $38,800 $20,000 $15,400 $15,000 $15,000 $13,992 $10,000 $9,000 $8,250 $7,083 $4,600 $3,000 $345,300 $345,300 Fire Spec. Revenue Fire Department Fire - Special Revenue Fund Turnouts Overtime Overtime Turnouts (2 sets) Hazmat Quarterly Training Hazmat School Overtime 530 $52,831 $28,326 $20,639 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Fire Department Fire - Special Revenue Fund Equipment Equipment Other Line supplies Overtime Overtime Professional Development Turnouts Turnouts EMS Education Prof. & Contractual Overtime Office Equip. Maint. Fire Retirement Medicare Fire Retirement Medicare Fire Retirement Fire Retirement Medicare Medicare Fire Retirement Medicare Firehouse Citrix Server Fireview Software Supplies Tox Medic School for Recert. CPAT and Eval Overtime Hazmat School Tuition for 5 Turnout Replacement Gloves, Masks, Packs, Hdwr. EMT Training CPAT Usage, Phys. Agility Overtime Adjustment Fireview Customer Support Fire Retirement - Haz Qtr Medicare - Haz Qtr Fire Retirement - Haz Sch Medicare - Haz Sch Fire Retirement - Tox Fire Retirement - Overtime Medicare - Tox Medicare - Overtime Fire Retirement - Overtime Medicare - Overtime Fire - Special Revenue Fund FIRE SPEC. REVENUE TOTAL ............................................................ $18,000 $14,799 $11,700 $11,496 $11,360 $10,000 $8,000 $7,956 $4,500 $3,000 $1,820 $1,000 $825 $600 $535 $385 $310 $227 $225 $165 $105 $75 $208,879 $208,879 Streets Field Operations Right-of-Way Maintenance Prof. & Contractual Contract Maintenance $63,600 Loop 101 Traffic Study $50,000 LED Replacements Intersection Backup Power Traffic Signals $50,000 $36,000 $86,000 Transportation Traffic Admin. & Engineering Prof. & Contractual Traffic Signals Equipment Equipment Transportation Planning Prof. & Contractual Transportation Tax Guides STREETS TOTAL .................................................................................... 531 $100,000 $299,600 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Airport Transportation Airport Operations Electricity Prof. & Contractual Equip. Repair & Fuel Additional electric Contracted security increase Vehicle Shop Increases Airport Operations AIRPORT TOTAL .................................................................................... $8,260 $6,000 $3,000 $17,260 $17,260 General Services Field Operations Fuel Services Automated Fuel System Upgrades Improv./Non Bldg. GENERAL SERVICES TOTAL .............................................................. $42,000 $42,000 Transit Transportation Fixed Route Fixed Route Increase Prof. & Contractual TRANSIT TOTAL .................................................................................... $184,000 $184,000 Water/Sewer Fund Env. Resources Water Quality Equipment Equipment Equipment Equipment Equipment Equipment Equipment Equipment Equipment Equipment Expendable Supplies Equipment - Parasite Analysis Gas Chromatograph - MS Maintenance Contract Gas Chromatograph w/ ECD Expendable Supplies Equipment - Computer Equipment - Desk Equipment - Display Phone Equipment - Chair Water Quality $40,000 $35,000 $30,000 $12,000 $11,760 $5,000 $1,800 $800 $380 $350 $137,090 Lockbox Software Maint. Ergonomic Chairs Customer Service Office $17,100 $6,000 $23,100 Finance Customer Service Office Software Equipment Under $1,000 Building Safety Cross Connection Control Other Line supplies Computer and software 532 $2,500 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Building Safety Cross Connection Control Utilities Arrowhead Reclamation Plant Equipment Maint. Other Office Suppl. Tuition Reimbursement Professional Development Tech. Replacement UV Lamp Replacement Laboratory PC Tuition Reimbursement Laboratory Training Laboratory PC Replacement Arrowhead Reclamation Plant $40,000 $2,400 $2,000 $2,000 $800 $47,200 New Small Pickup Truck Equipment - Computer Equipment - Tools Equipment - Desk Equipment - Chair Equipment - Phone Central System Maintenance $15,500 $1,800 $1,500 $800 $350 $280 $20,230 Pretreatment Program Prof. & Contractual Laboratory Analytical Costs $28,000 Transmission Line Maintenance Overtime Overtime $16,000 Utilities Administration Insurance Premium Insurance Premium Utilities Information Mgmt. Equipment Van $22,000 Water Conservation Hourly Employees Hourly Employee $13,350 West Area Plant Electricity Equipment Equipment Other Line supplies Equipment Maint. Equipment Maint. Equipment Maint. Equipment Equipment Tuition Reimbursement Additional Electricity Equipment - UV Modules RSPS Trash Removal Additional Chemicals UV Lamp Service UV Lamp Replacement Equipment Maintenance Heavy Duty Pick-up Lift Station Pump and Controls Tuition Reimbursement Central System Maintenance Equipment Equipment Equipment Equipment Under $1,000 Equipment Under $1,000 Equipment Under $1,000 533 $138,412 $314,000 $196,000 $150,000 $130,000 $51,200 $42,000 $40,000 $27,000 $25,000 $8,000 Schedule Twelve 2001-02 Supplemental Budget Items Fund Name Program Name Object Name and Description FY 02 Budget Utilities West Area Plant Professional Development Other Office Suppl. Equip. Repair & Fuel Tech. Replacement Telephone Utilities Professional Development 2 PCs Heavy Duty Truck Service Operator PC Replacement New Phones West Area Plant WATER/SEWER FUND TOTAL ............................................................ $8,000 $4,800 $2,000 $1,600 $300 $999,900 $1,447,782 Sanitation Fund Field Operations Curb Service Replacement Containers L/P Replace 2 Trucks (5 yrs) Growth ASL Trucks (2) 5 yrs Growth Tonnage Growth Fuel & Shop O&M Shop Labor Rate Increase Insurance Premium Increase Holiday Pay - Growth Parts Mark-up Increase Eq Rep&Fuel - Container Repair Growth Line Supplies Added Fuel Costs Growth Uniforms Uniforms - Container Repair Other Line Supplies Prof. Dev. - Container Repair Growth Training Radio Repairs Curb Service Other Line supplies Lease/Purch Princ. Lease/Purch Princ. Landfill Charge Equip. Repair & Fuel Equip. Repair & Fuel Insurance Premium Holiday Pay Equip. Repair & Fuel Equip. Repair & Fuel Other Line supplies Equip. Repair & Fuel Uniforms Uniforms Other Line supplies Professional Development Professional Development Radio Repairs Sanitation Administration Office Supplies Professional Development Office Supplies Prof. Dev.-Accountant Sanitation Administration SANITATION FUND TOTAL ................................................................. Grand Total: 534 $150,000 $103,334 $101,640 $43,656 $24,000 $23,744 $19,027 $6,000 $3,030 $3,000 $2,400 $2,360 $1,125 $1,000 $500 $500 $450 $250 $486,016 $9,000 $1,100 $10,100 $496,116 $7,063,932 Schedule Thirteen Debt Service Payment Schedule MPC Municipal Facilities Bonds: Date 1/1/02 7/1/02 1/1/03 7/1/03 1/1/04 7/1/04 1/1/05 7/1/05 1/1/06 7/1/06 1/1/07 7/1/07 1/1/08 7/1/08 1/1/09 7/1/09 Total Principal $0 $880,000 $0 $1,240,000 $0 $1,310,000 $0 $1,385,000 $0 $1,465,000 $0 $1,555,000 $0 $1,645,000 $0 $1,735,000 Interest $257,568 $257,568 $238,868 $238,868 $212,208 $212,208 $183,388 $183,388 $152,225 $152,225 $118,530 $118,530 $81,988 $81,988 $42,508 $42,508 Total $257,568 $1,137,568 $238,868 $1,478,868 $212,208 $1,522,208 $183,388 $1,568,388 $152,225 $1,617,225 $118,530 $1,673,530 $81,988 $1,726,988 $42,508 $1,777,508 $11,215,000 $2,574,566 $13,789,566 535 Fiscal Year Total $1,395,136 $1,717,736 $1,734,416 $1,751,776 $1,769,450 $1,792,060 $1,808,976 $1,820,016 $13,789,566 Schedule Thirteen Debt Service Payment Schedule General Obligation Bonds: Non-Water Portion Date 1/1/02 7/1/02 1/1/03 7/1/03 1/1/04 7/1/04 1/1/05 7/1/05 1/1/06 7/1/06 1/1/07 7/1/07 1/1/08 7/1/08 1/1/09 7/1/09 1/1/10 7/1/10 1/1/11 7/1/11 1/1/12 7/1/12 1/1/13 7/1/13 1/1/14 7/1/14 1/1/15 7/1/15 Total Principal $2,065,000 Interest $1,130,820 $1,130,820 $933,548 $933,548 $765,505 $765,505 $653,251 $653,251 $540,257 $540,257 $420,459 $420,459 $343,382 $343,382 $279,657 $296,748 $287,991 $287,991 $247,301 $247,301 $203,988 $203,988 $157,746 $157,746 $108,161 $108,161 $55,755 $55,755 Total $1,130,820 $9,189,109 $933,548 $7,799,749 $765,505 $5,378,201 $653,251 $5,242,442 $540,257 $5,355,943 $420,459 $3,551,224 $343,382 $3,014,223 $279,657 $1,649,945 $287,991 $1,852,991 $247,301 $1,897,301 $203,988 $1,948,988 $157,746 $2,002,746 $108,161 $2,058,161 $55,755 $2,120,755 $46,916,866 $12,272,733 $59,189,599 $0 $8,058,289 $0 $6,866,201 $0 $4,612,696 $0 $4,589,191 $0 $4,815,686 $0 $3,130,765 $0 $2,670,841 $1,353,197 $1,565,000 $1,650,000 $1,745,000 $1,845,000 $1,950,000 536 Fiscal Year Total $10,319,929 $8,733,297 $6,143,706 $5,895,693 $5,896,200 $3,971,683 $3,357,605 $1,929,602 $2,140,982 $2,144,602 $2,152,976 $2,160,492 $2,166,322 $2,176,510 $59,189,599 Schedule Thirteen Debt Service Payment Schedule General Obligation Bonds: Water Portion Date 1/1/02 7/1/02 1/1/03 7/1/03 1/1/04 7/1/04 1/1/05 7/1/05 1/1/06 7/1/06 Total Principal $0 $2,195,000 $0 $2,020,000 $0 $1,945,000 $0 $0 $0 $5,000 Interest $149,911 $149,911 $95,128 $95,128 $51,192 $51,192 $136 $136 $136 $136 Total $149,911 $2,344,911 $95,128 $2,115,128 $51,192 $1,996,192 $136 $136 $136 $5,136 $6,165,000 $593,006 $6,758,006 537 Fiscal Year Total $2,494,822 $2,210,256 $2,047,384 $272 $5,272 $6,758,006 Schedule Thirteen Debt Service Payment Schedule HURF Revenue Bond: Date 1/1/02 7/1/02 1/1/03 7/1/03 1/1/04 7/1/04 1/1/05 7/1/05 1/1/06 7/1/06 1/1/07 7/1/07 1/1/08 7/1/08 1/1/09 7/1/09 1/1/10 7/1/10 1/1/11 7/1/11 Total Principal $0 $4,280,000 $0 $4,510,000 $0 $4,655,000 $0 $2,205,000 $0 $1,575,000 $0 $1,585,000 $0 $1,670,000 $0 $1,760,000 $0 $1,860,000 $0 $210,000 Interest $614,972 $614,972 $508,491 $508,491 $398,688 $398,688 $285,443 $285,443 $230,721 $230,721 $189,089 $189,089 $147,194 $147,194 $103,007 $103,007 $56,391 $56,391 $6,038 $6,038 Total $614,972 $4,894,972 $508,491 $5,018,491 $398,688 $5,053,688 $285,443 $2,490,443 $230,721 $1,805,721 $189,089 $1,774,089 $147,194 $1,817,194 $103,007 $1,863,007 $56,391 $1,916,391 $6,038 $216,038 $24,310,000 $5,080,068 $29,390,068 538 Fiscal Year Total $5,509,944 $5,526,982 $5,452,376 $2,775,886 $2,036,442 $1,963,178 $1,964,388 $1,966,014 $1,972,782 $222,076 $29,390,068 Schedule Thirteen Debt Service Payment Schedule Water & Sewer Revenue Bonds: Date 1/1/02 7/1/02 1/1/03 7/1/03 1/1/04 7/1/04 1/1/05 7/1/05 1/1/06 7/1/06 1/1/07 7/1/07 1/1/08 7/1/08 1/1/09 7/1/09 1/1/10 7/1/10 Total Principal $6,655,000 Interest $1,435,183 $1,435,183 $1,266,402 $1,266,402 $1,085,741 $1,085,741 $951,069 $951,069 $806,194 $806,194 $671,444 $671,444 $529,444 $529,444 $364,856 $364,856 $191,331 $191,331 Total $1,435,183 $8,860,183 $1,266,402 $9,076,402 $1,085,741 $6,665,741 $951,069 $6,821,069 $806,194 $6,196,194 $671,444 $6,351,444 $529,444 $6,514,444 $364,856 $6,674,856 $191,331 $6,846,331 $50,050,000 $14,220,666 $64,270,666 $7,425,000 $7,810,000 $5,580,000 $5,870,000 $5,390,000 $5,680,000 $5,985,000 $6,310,000 539 Fiscal Year Total $10,295,366 $10,342,804 $7,751,482 $7,772,138 $7,002,388 $7,022,888 $7,043,888 $7,039,712 $7,037,662 $64,270,666 Schedule Thirteen Debt Service Payment Schedule Special Assessment Districts: Date 1/1/02 7/1/02 1/1/03 7/1/03 1/1/04 7/1/04 1/1/05 7/1/05 1/1/06 7/1/06 1/1/07 7/1/07 1/1/08 7/1/08 1/1/09 7/1/09 1/1/10 7/1/10 1/1/11 7/1/11 1/1/12 7/1/12 1/1/13 7/1/13 1/1/14 Principal $1,374,000 $0 $921,000 $0 $982,000 $0 $1,054,000 $0 $1,131,000 $0 $1,214,000 $0 $1,260,000 $0 $1,350,000 $0 $1,445,000 $0 $1,545,000 $0 $1,660,000 $0 $1,780,000 $0 $1,905,000 Interest $530,359 $486,851 $486,851 $459,322 $459,322 $429,966 $429,966 $398,456 $398,456 $364,643 $364,643 $328,350 $328,350 $290,550 $290,550 $250,050 $250,050 $206,700 $206,700 $160,350 $160,350 $110,550 $110,550 $57,150 $57,150 Total $1,904,359 $486,851 $1,407,851 $459,322 $1,441,322 $429,966 $1,483,966 $398,456 $1,529,456 $364,643 $1,578,643 $328,350 $1,588,350 $290,550 $1,640,550 $250,050 $1,695,050 $206,700 $1,751,700 $160,350 $1,820,350 $110,550 $1,890,550 $57,150 $1,962,150 Total $17,621,000 $7,616,235 $25,237,235 540 Fiscal Year Total $2,391,210 $1,867,173 $1,871,288 $1,882,422 $1,894,099 $1,906,993 $1,878,900 $1,890,600 $1,901,750 $1,912,050 $1,930,900 $1,947,700 $1,962,150 $25,237,235 Schedule Thirteen Debt Service Payment Schedule Landfill Bonds: Date 1/1/02 7/1/02 1/1/03 7/1/03 1/1/04 7/1/04 1/1/05 7/1/05 1/1/06 7/1/06 1/1/07 7/1/07 1/1/08 7/1/08 1/1/09 7/1/09 Total Principal $131,803 Interest $76,321 $76,321 $72,653 $72,653 $68,808 $68,808 $64,750 $64,750 $60,480 $60,480 $55,998 $55,998 $51,266 $51,266 $46,201 $29,110 $1,333,134 $975,863 $146,711 $153,799 $162,304 $170,809 $179,314 $189,235 $199,159 541 Total $76,321 $223,032 $72,653 $226,452 $68,808 $231,112 $64,750 $235,559 $60,480 $239,794 $55,998 $245,233 $51,266 $250,425 $46,201 $160,913 $2,308,997 Fiscal Year Total $299,353 $299,105 $299,920 $300,309 $300,274 $301,231 $301,691 $207,114 $2,308,997 City of Glendale 2001-02 Annual Budget 542 City of Glendale Budget Glossary GLENDALE BUDGET DOCUMENT GLOSSARY The City of Glendale designed the Annual Budget to offer citizens and staff an understandable and meaningful budget document. This glossary provides assistance to those unfamiliar with budgeting terms and specific terms related to the Glendale financial planning process. ADOPTION: A formal action taken by the City Council which sets the spending limits for the fiscal year. APPROPRIATION: An authorization made by the City Council which permits the city to incur obligations and expend resources. ASSESSED VALUATION: A valuation placed upon real estate or other property by the County Assessor and the state as a basis for levying taxes. BASE BUDGET: Ongoing expenses for personnel, contractual services, and the replacement of supplies and equipment to maintain service levels for each program as authorized by the City Council. BOND: A municipality will issue this debt instrument and agree to repay the face amount of the bond on the designated maturity date. Bonds are primarily used to finance capital projects. General Obligation (GO) Bond: This type of bond is secured by the full faith, credit, and taxing power of the municipality. Revenue Bond: This type of bond is secured by the revenues from a specific source such as gas taxes or water revenues. CAPITAL BUDGET: The appropriation of bonds or operating revenue for improvements to city facilities which may include buildings, streets, water and sewer lines, and parks. CARRYOVER: Year-end savings that can be carried forward to cover any one-time expenses such as supplies, equipment, or special contracts. DEBT RATIO: Total debt divided by total assets. Computed by Finance, and Budget and Research staff to assess fiscal health, internal controls, etc. DEBT SERVICE: Principal and interest payments on outstanding bonds. 543 City of Glendale Budget Glossary ENCUMBRANCE: The formal accounting recognition of commitments to expend resources in the future. EXPENDITURE: Represents a decrease in fund resources. EXPENDITURE LIMITATION: An amendment to the Arizona State Constitution which limits annual expenditures of all municipalities. The Economic Estimates Commission uses actual payments of local revenues for FY 1979-80 as the base limit and adjusts annually for population growth and inflation. All municipalities have the option of Home Rule that requires voters to approve a four-year expenditure limit based on revenues received. Glendale citizens have approved the Home Rule Option since the inception of the expenditure limitation. FISCAL YEAR (FY): The period designated by the city for the beginning and ending of financial transactions. The fiscal year for the City of Glendale begins July 1 and ends June 30. FULL-TIME EQUIVALENT POSITION (FTE): A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equivalent to a 0.5 FTE. FUND: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. FUND BALANCE: A balance or carry over that occurs when actual revenues exceed budgeted revenues and/or when actual expenditures are less than budgeted expenditures. GOAL: A general and timeless statement created with a purpose based on the needs of the community. GROUP: Administrative groups that consist of a number of departments and divisions that provide services. These groups include Administrative Services, Community Development, Public Works, and Public Safety. INFRASTRUCTURE: Facilities that support the continuance and growth of a community. Examples include roads, water lines, sewers, public buildings, parks, and airports. MAINTENANCE AND OPERATION (M & O) COSTS: The day-to-day operating and maintenance costs of a municipality. These costs include personnel, gas, electric utility bills, telephone expense, reproduction costs, postage, and vehicle maintenance. OBJECTIVE: A measurable output that an organization strives to achieve within a designated time frame. The achievement of the objective advances an organization toward a corresponding goal. 544 City of Glendale Budget Glossary OPERATING BUDGET: Day-to-day costs of delivering city services. PERFORMANCE MEASURES: Measurement of service performance indicators that reflect the amount of money spent on services and the resulting outcomes at a specific level of services provided. PERMANENT BASE ADJUSTMENT: An adjustment to the expenditure limitation base established by the Economics Estimate Commission (see expenditure limitation) which requires voter approval. The Glendale voters approved a permanent base adjust in the spring of 2000 which will become effective with the FY 2002-03 budget year. PRODUCTIVITY: A measurement of the increase/decrease of city services output compared to the per unit input cost invested. PROGRAM: A group of related activities performed by one or more organizational units for the purpose of accomplishing a city responsibility. PROPERTY TAX: The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary rate. Primary Tax: Arizona statute limits the primary property tax levy amount and municipalities may use this tax for any purpose. Secondary Rate: Arizona statute does not limit the secondary tax levy amount and municipalities may only use this levy to retire the principal and interest or redemption charges on bond debt. RESOURCES: Total amounts available for appropriation including estimated revenues, fund transfers and beginning fund balances. REVENUE: Financial resources received from taxes, user charges and other levels of government. Actual vs. Budgeted: Difference between the amount projected (budgeted) in revenues or expenditures at the beginning of the fiscal year and the actual receipts or expenses which are incurred by the end of the fiscal year. SERVICE LEASE: A lessor maintains and services an asset under a service lease. STATE-SHARED REVENUE: Includes the city’s portion of state sales tax revenues, state income tax receipts, and Motor Vehicle In-Lieu taxes. 545 City of Glendale Budget Glossary SUPPLEMENTAL BUDGET ALLOWANCE: This allowance provides additional personnel, equipment and related expenses which enhance the service level of a program. Supplemental increases are directed at attaining Council goals or meeting increased service needs. TAX LEVY: The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. TAX RATE: The amount of tax levied for each $100 of assessed valuation. TRANSFER: Movement of resources between two funds. Example: An interfund transfer would include the transfer of operating resources from the General Fund to an Enterprise Fund. USER CHARGES: The payment of a fee in direct receipt of a public service by the party who benefits from the service. WORKLOAD INDICATORS: Statistical information that indicates the demands for services within a given department or division. Workload indicators are a type of performance measure utilized by departments or divisions to assess its level of service. 546