Introduction Fiscal Year 2016-2017 Annual Budget Book Introduction ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Table of Contents ____________________________________________________________________________________ CITY OF GLENDALE, ARIZONA FISCAL YEAR 2016-2017 ANNUAL BUDGET TABLE OF CONTENTS Introduction Table of Contents City Council Key Priorities Glendale City Officials City Council District Map City Organizational Chart Map of Glendale and Neighboring Communities Community Profile Budget Presentation Award Financial Organizational Chart How to Make the Most of this Document Budget Calendar Budget Process Page i 1 2 3 4 5 6 13 14 16 18 20 Budget Message City Manager’s Budget Message 23 Financial Guidelines Five-Year Financial Forecast Financial Policies 27 45 Budget Summaries Budget Summary Revenues Expenditures Debt Services 55 69 82 95 Operating Budget Operating Budget Table of Contents 109 Capital Improvement Plan (2017-2026) CIP Table of Contents CIP Preparation CIP Ten-Year Plan 215 217 228 ____________________________________________________________________________________ i ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Table of Contents ____________________________________________________________________________________ Schedules Why Include Schedules Schedule 1: Fund Balance (Analysis by Fund) Schedule 2: Revenue by Fund Schedule 3: Operating Budget (Analysis by Dept; by Fund) Schedule 4: Transfers Between Funds Schedule 5: Property Tax Schedule 6: Authorized Staffing Schedule 7: Salary Ranges Schedule 8: Long Term Debt Service Schedule 9: Internal Service Premiums 329 330 332 338 360 361 362 401 410 411 State of Arizona Auditor General Budget Schedules Schedule A: Summary Schedule of Estimated Revenues and Expenditures/Expenses Schedule B: Tax Levy and Tax Rate Information Schedule C: Revenues Other Than Property Taxes Schedule D: Other Financing Sources/ and Interfund Transfers Schedule E: Expenditures/Expenses by Fund Schedule F: Expenditures/Expenses by Department Schedule G: Full-Time Employees and Personnel Compensation 420 421 422 428 429 434 436 Appendix Budget Adoption Resolution Miscellaneous Statistics Glossary of Terms Acronyms Frequently Asked Questions 439 441 443 447 449 ____________________________________________________________________________________ ii City Council City of Glendale, Arizona KEY PRIORITIES Fiscal Year 2016-2017  Transparency in all we do as City Council members in order to continue building trust with the community, staff and each other as a policy body. The openness of policy discussion is also reflected in the variety of rules and guidelines adopted by the City Council with the obligation that all adhere to that guiding principle.  Fiscal Sustainability is always a standing goal for the City as a matter of course. It rises to a Key Priority level in the face of major fiscal concerns and recovery strategies. The 2016 – 2017 Budget will move the City in a very positive direction toward sustainability.  Economic Development is acknowledged as a key element of fiscal sustainability. It could easily be a subset of that priority. However, the level of significance of a strong economic development effort is seen by the City Council as an item that warrants its own special focus for policy level support. This is a critical component of the fiscal recovery process.  Signature Events are seen as defining elements for Glendale’s regional identity. Failure to present expected celebrations that have long drawn crowds to downtown Glendale will have substantial impact on the community well-being, economics of shop owners and ability to attract commerce. This will require the City Council attention to the policies needed to encourage long planned Centerline activity to expand the capacity of downtown.  Creative, Innovative, Efficient Systems and processes will continue to gain the highest level of service given the limitations of budget capacity. Staff talent and comment will continue to be the critical element of customer service despite difficult financial challenges.  Continuous Business Policy Improvement to assist Mayor and City Council in establishing policy necessary to continually improve the business and citizen attraction to the downtown core and Centerline.  Public Safety – Prepare a five-year Public Safety plan to ensure public safety capacity to provide a level of service that is consistent with the needs of the community, the budgetary capacity and the standards of performance in generally acceptable national guidelines. Encourage innovation and the application of creative new approaches, where necessary and applicable. ____________________________________________________________________________________ 1 GLENDALE CITY OFFICIALS Jerry Weiers Mayor Ian Hugh Vice Mayor/ Councilmember Cactus District Jamie Aldama Councilmember Ocotillo District Bart Turner Councilmember Barrell District Ray Malnar Councilmember Sahuaro District Lauren Tolmachoff Councilmember Cholla District Samuel U. Chavira Councilmember Yucca District ____________________________________________________________________________________ 2 Glendale Council District Boundaries _____________________________________________________ ____________________________________________________________________________________ 3 GLENDALE ORGANIZATIONAL CHART CITIZENS OF GLENDALE Mayor & Council Boards & Commission Police Department Debora Black Police Chief Public Works Department Jack Friedline Director Public Fac., Rec & Special Events Erik Strunk Director City Attorney Michael D. Bailey Fire Department Terry Garrison Fire Chief Water Services Department Craig Johnson Director Development Services Department Sam McAllen Director Strategic Initiatives & Special Projects Jean Moreno Executive Officer Office of Economic Development Brian Friedman Director City Clerk Pam Hanna City Manager Kevin Phelps Presiding City Judge Elizabeth Finn Assistant City Manager Tom Duensing City Auditor Candace MacLeod Budget & Finance Department Vicki Rios Director Public Affairs Department Brent Stoddard Director Community Services Department Elaine Adamczyk Interim Director Human Resources Department Jim Brown Director Innovation & Technology Department Chuck Murphy Chief Info. Officer ____________________________________________________________________________________ 4 MAP OF GLENDALE AND NEIGHBORING COMMUNITIES ____________________________________________________________________________________ 5 History In 1880, the land that is now Glendale was nothing more than empty desert. But in 1882, William J. Murphy joined three Arizona builders, M.W. Kales, William A. Hancock and Clark Churchill, to lead the Arizona Canal Co. project, which would bring water to the desert land by 1885. 58th & Grand Ave. In 1888, Murphy, with the help of others, constructed the diagonal Grand Avenue. And on February 27, 1892, the first residential area of the city began to take shape. The Glendale town site began to take shape soon after, and the first school, the Glendale Grammar School, was built in 1895. Its opening drew people from all over the Valley. In the mid-1890s, Glendale became the pathway for a line of the Santa Fe Railroad, linking the Valley to Prescott and northern Arizona. The railroad allowed Glendale settlers to transport goods to the north and easily receive building materials. More and more families began to settle in Glendale after the turn of the century. Over the years, Glendale grew to become one of the most culturally diverse cities in the Valley. The city owes much of its heritage to early Hispanic settlers as well as Japanese and Russians who moved to Glendale from California. Beet Sugar Factory Glendale’s Beet Sugar Factory, whose structure still stands today just southeast of Glendale’s downtown, was instrumental in the city’s early economic success. Farms and orchards, like the 640-acre Sahuaro Ranch, continued to take off through the early 1900s. Then World War I brought a new surge of energy into Glendale, with cotton prices reaching $2 a pound and a high demand for food, which kept farmers busy. There was soon a need for more housing, and today’s Catlin Court was born from 1915 to about 1930. Most of these homes are still standing and on the National Register of Historic Places. Thunderbird Field World War II brought the birth of Thunderbird Field to train civilian pilots for the Army and in 1941, the Army began working on a larger base 10 miles west of Glendale. Built for $4.5 million, Luke Field (now Luke Air Force Base) was named for the first pilot to receive a Medal of Honor, Lt. Frank Luke Jr. Thunderbird Field would later become the Thunderbird American Graduate School for International Management. The military and college presence sparked a need for utilities, parks, schools and streets. City officials in the 1960s began to play catch up with the population, and over the next 40 years, the city added an operations center, landfill, water treatment plant, sewage plants, libraries, parks, public safety facilities, an airport, a city hall and a civic center. www.GlendaleAZ.com ____________________________________________________________________________________ 6 Government/Organization The City of Glendale operates under a Council-Manager form of government with a mayor elected at large and six council members elected based upon a system of geographic districts. Council members serve a term of four years on a staggered basis and the Mayor is elected for a four-year term. The City Manager is appointed by the Mayor and Council. City Hall City Services The city of Glendale provides residents with essential municipal services that include public safety, water, sewer and sanitation services. The Glendale Police Department’s objectives include crime prevention, crime control, community involvement and fair and equitable treatment for residents. The department has three police stations, 420 sworn officers and 138.5 civilian employees. Glendale Fire Glendale Police Glendale Recycling The Glendale Fire Department provides a variety of emergency services including fire suppression, emergency medical, hazardous materials and specialized rescue response. The fully-accredited department is comprised of 245 firefighters and nine fire stations, responding to approximately 40,000 calls a year. Glendale’s Water Services Department is committed to providing safe, reliable, high quality water and wastewater services to ensure public health and the vitality of the community. The department operates four water and two wastewater treatment plants, maintains 994 miles of water mains and 707 miles of sewer lines, operates a water quality lab certified by the Arizona Department of Health Services, ensures that storm water pollution prevention best practices are conducted, and provides customer services such as meter reading, billing support, high water use/leak consultations, and a variety of water conservation programs. It operates 24 hours a day, 7 days a week, all year long to ensure that water and sewer services are safe and available to meet customers’ needs. The city’s Sanitation Division provides a variety of residential and commercial services. Garbage and recycling is collected weekly and bulk trash is collected monthly. In addition, the city operates the municipal landfill and materials recovery facility, where recyclable materials are sorted and prepared for sale. www.GlendaleAZ.com ____________________________________________________________________________________ 7 Transportation Major transportation corridors that connect Glendale to the entire metropolitan region include historic Grand Avenue, Loop 303 in the far west, the Loop 101 in the western and northern parts of the city, and the Northern Parkway, which is currently in phase two of construction, connecting several West Valley cities. Loop 101/61st Ave. Pedestrian-Bike Bridge Glendale Municipal Airport Glendale is a member of the Valley Metro, the area’s Regional Public Transportation Authority (RPTA.) Glendale Transit provides a wide range of convenient, low-cost transportation alternatives for Glendale citizens and visitors, including fixed-route bus service, Glendale Dial-A-Ride, Glendale Urban Shuttle (GUS) bus service, ADA service and a taxi-subsidy program. In compliance with federal regulations, the city offers an Americans with Disabilities Act (ADA) service to eligible persons who, because of a disability, cannot use Valley Metro fixed-route bus service. The ADA service covers the same routes and operates the same hours as Valley Metro fixed-route bus service in Glendale. Glendale Urban Shuttle (GUS) provides a great way to bring location destinations closer with three convenient routes. Fare is only 25 cents, with reduced fare (10 cents) for seniors and persons with disabilities between the hours of 10 a.m. and 2 p.m. One of the routes operates seven days a week, 365 days a year. The other two routes operate Monday through Friday. In addition, the city provides a taxi-subsidy for persons with special transportation needs. The program is designed to assist people making repetitive trips for medical treatments and therapies. The city also operates the Glendale Municipal Airport. Located just five miles west of downtown Glendale, five miles east of Luke Air Force Base, and 30 minutes northwest of downtown Phoenix, this 477-acre modern airport features a beautifully designed two-story, 18,000 square-foot terminal, a Federal Aviation Administration contract-tower, and complete airport services for general aviation and corporate jet traffic. www.GlendaleAZ.com ____________________________________________________________________________________ 8 Quality of Life Glendale has so much to offer residents, businesses and visitors with wonderful amenities and an exceptional quality of life, including: • Housing opportunities for those looking for historic properties to master-planned communities to affordable living • Gila River Arena, the home of the NHL Arizona Coyotes, and a host to a variety of national and international concerts and shows Sports & Entertainment District • The University of Phoenix Stadium is home to the NFL’s Arizona Cardinals and hosts the annual Fiesta Bowl, hosted the 2015 Super Bowl and 2016 College Football Playoff Championship and will host the 2017 NCAA Men’s Final Four • Camelback-Ranch Glendale, the spring training home of the Los Angeles Dodgers and Chicago White Sox • Myriad shopping experiences that include Arrowhead Towne Center, Cabela’s, Tanger Outlets, downtown boutiques and antique shops • Award-winning special events, cultural and performing arts, galleries and concert venues Special Events • More than 180 area golf courses • Three libraries, 70 parks totaling more than 2,188 acres, two aquatics centers, six community centers, a racquet center, two municipal golf courses, four sports complexes, more than 44 miles of hiking and equestrian trails and more than 500 programs and classes offered yearly • A short distance, 15 to 25 minutes, from other Valley of the Sun amenities including downtown Phoenix, Phoenix Sky Harbor International Airport, Phoenix International Raceway and high-end resorts and spas Parks & Trails www.GlendaleAZ.com ____________________________________________________________________________________ 9 Tourism In 2010 the city of Glendale created the West Valley’s first Convention & Visitors Bureau (CVB), transitioning from an office of tourism to a full-fledged bureau, uniting all cities in the western part of the Phoenix metropolitan area. Additional revenue is brought in by membership dues which funds the CVB. Currently with more than 100 members, the CVB manages an international effort to promote Glendale and the West Valley through marketing, advertising and targeted media missions, partnering with other Valley CVBs in this goal. Glendale Visitor Center Arizona’s number-one national travel market is the Midwestern U.S., with Canadian travelers as the top international market. The CVB also has created an advisory committee with representation of business categories, as well as a hotel advisory committee, which both advise and guide the direction in order to achieve the CVB’s mission. The CVB also operates an official designated state of Arizona Visitor Center. Housed in downtown Glendale, the Visitor Center is a hub for visitor information for the entire state of Arizona and assists the downtown community of businesses in promoting the downtown area as a destination point. The Visitor Center sees approximately 15,000 visitors annually. Near World-Class Golf www.GlendaleAZ.com ____________________________________________________________________________________ 10 Glendale at a Glance 0 to 9 years 15.1% 11.6% 45 to 59 years 20.9% 15.3% 9.2% $46,453 Trade, Transportation & Utilities 8.9% Professional & Business Services 17.9% Leisure & Hospitality Median Household Income Financial Activities 20 to 29 years 30 to 44 years 21.5% 7.9% 15.1% 34.2 years Education & Health Services 10.5% Construction 10 to 19 years Median Age Other Services 25.1% Manufacturing 6.1% 10.7% - $ 168 ,100 4.0% Me dia n 4) 60 to 74 years 400 - 117, ce r fo rk 01 5) - 240,124 (201 n io at 75+ l u years Tot al W o Estima ted Po p Glendale is located about nine miles northwest of Phoenix, at an elevation of 1,187 feet, with an average annual temperature of 72 degrees. The average annual high is 85 degrees. The average high in winter is 67 degrees, and highs frequently flirt with 80 in the spring and fall. The area receives an annual rainfall of 8.4 inches, with 294 average days of sunshine each year. Ho m e ic Pr e (2 Glendale’s Major Employers / # of Employees 5,100 7,000 6,000 320 375 600 830 2,000 1,000 1,065 3,000 940 4,000 660 3,000 5,000 1,000 n n rC or po ra tio tio ce C on ai te lC or po ra an en Be ch g in ild Bu A ce M nt M rn ai U ni ve rs pa ity ce re er te id w es w el lA H a H on ey an os lth ea H ad H um he ca ta l e pi os ra nc em A rr ow A A In su Sy A / A SA C Ba nn er H ea lth Lu ke st A FB 0 www.GlendaleAZ.com ____________________________________________________________________________________ 11 Primary Education • Glendale is covered by twelve elementary, secondary and unified school districts. The majority of the city’s public schools fall under the following districts: Glendale Elementary School District, Glendale Union High School District, Deer Valley Unified School District and Peoria Unified School District • There are over 45,800 school aged children (5-17) in Glendale, 19.3% of the population Glendale H.S. Centennial Parade Higher Education • Arizona State University at the West campus • DeVry University Westgate • Glendale Community College, the area’s largest community college • Midwestern University • Thunderbird School of Global Management at ASU Midwestern University Other Quick Facts About Glendale • High School Diploma or Higher 85.3% • Persons Per Household 3.0 • Non-English Language at Home 31.8% DeVry University Westgate • Number of Businesses 15,000+ • Land in Square Miles 59.98 www.GlendaleAZ.com ____________________________________________________________________________________ 12 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Distinguished Budget Presentation Award ____________________________________________________________________________________ The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Glendale, Arizona for its annual budget for the fiscal year beginning July 1, 2015. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. At least two of three independent GFOA reviewers must rate the document “proficient” or “outstanding” on all four program criteria and all mandatory criteria in order for the document to receive the award. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine award eligibility. ____________________________________________________________________________________ 13 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Financial Organization Chart ____________________________________________________________________________________ TOTAL FY16-17 BUDGET $693,000,000 OPERATING $390,967,533 CONTINGENCY $32,826,094 General Funds $201,386,199 Enterprise Funds $92,137,545 Internal Service Funds $53,676,650 Special Revenue Funds $43,767,139 1000 General $196,653,699 2360+ Water and Sewer $51,897,813 2540 Risk Management Self Insurance $2,951,560 1200 Utility Bill Donation $200,000 1220 Arts Commission Fund $235,399 1120 Vehicle Replacement $4,732,500 2440 Landfill $10,056,926 2560 Workers Comp. Self Insurance $2,204,924 1240 Court Security/ Bonds $616,775 1300 Home Grant $1,674,204 2480 Solid Waste $14,135,631 2580 Benefits Trust Fund $26,825,620 1310 Neighborhood Stabilization Pgm $229,443 1311 N'hood Stabilization Pgm III $227,300 2500 Pub Housing Budget Activities $16,047,175 2590 Fleet Services $9,163,611 1320 C.D.B.G. $3,683,422 1340 Highway User Gas Tax $10,302,762 2591 Technology $8,383,210 1650 Transportation Grants $1,000,000 1660 Transportation Sales Tax $13,247,233 2592 Technology Projects $4,147,725 1760 Airport Special Revenue $680,884 1820 CAP Grant $1,324,798 1830 Emergency Shelter Grants $208,992 1840 Grants $5,807,981 1860 RICO Funds $2,501,744 1885 Parks & Recreation Designated $62,895 Enterprise Funds $2,500,000 General Funds $5,000,000 Internal Service Funds $1,400,000 Special Revenue Funds $11,509,419 Permanent Funds $5,709,583 Capital Funds $6,707,092 2530 Training Facility Revenue Fund $1,762,807 ____________________________________________________________________________________ 14 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Financial Organization Chart ____________________________________________________________________________________ CAPITAL OUTLAY $194,387,779 Capital Project Funds $69,902,498 DEBT SERVICE $74,818,594 Enterprise Funds $102,903,263 Special Revenue Funds $21,582,018 Enterprise Funds $20,150,983 Debt Service $54,667,611 2360+ Water and Sewer $20,150,983 1900 G.O. Bond Debt Service $21,311,988 1441+ DIF-Police Facilities $1,148,565 1481+ DIF-Citywide Recreation Fac $1,072,000 2360+ Water and Sewer $91,892,694 1220 Arts Commission Fund $683,849 1501+ DIF-Libraries $638,614 1520 DIF-Citywide Open Spaces $315,460 2440 Landfill $8,028,308 1650 Transportation Grants $15,143,008 1940 M.P.C. Debt Service $19,281,102 1561+ 1601+ DIF-Parks DIF-Roadway Dev Improvements Zone 2 $725,030 $163,497 1980 Streets Constr. 1999 Auth $7,212,940 2480 Solid Waste $2,982,261 2120 Airport Capital Grants $5,755,161 1950 Excise Tax Deb Service $6,925,521 2000 Hurf Street Bonds $21,038,574 2040 Public Safety Construction $1,202,685 2060 Park Construction $50,000 2070 General Gov Capital Projects $2,234,438 2100 Econ Dev. Constr1999 Auth $10,545,000 2130 Cultural Bond Fund $100,000 2180 Flood Control Construction $2,213,114 2210 Transportation Capital Project $13,757,015 1970 Transportation Debt Service $7,149,000 ____________________________________________________________________________________ 15 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 How to Make the Most of this Document ____________________________________________________________________________________ HOW TO MAKE THE MOST OF THIS DOCUMENT This budget document serves two primary but distinct purposes. One purpose is to present the City Council and the 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 adheres to the city’s financial policies. It also communicates the vision of the City Council and executive leadership team for the City of Glendale and presents the financial and organizational operations for each department. In an effort to assist users in navigating through this document, the following guide is provided. The document begins with a financial organization chart and provides a high level look at the operating, capital, debt service and contingency budgets. The budget calendar and a description of the budget process will help the user understand the time and effort that the City puts into developing a balanced budget and a glossary of terms will help the reader understand the acronyms used throughout the budget book. Budget Message The city manager’s budget message articulates the balancing strategy used to develop the annual budget as well as policy issues and priorities for the fiscal year. It describes significant changes from the prior year budget and the factors that led to those changes. It also outlines key components of the upcoming budget and discusses underlying administrative practices that support the city’s organizational goals. Financial Guidelines This section offers an overview of the City’s financial planning practices including the following:  The Five-Year Forecast provides the long-range financial outlook for city operations with details on how the revenue and expenditure projections are established for major funds,  The Financial Plan discusses short- and long-term strategies that comprise the city’s approach to financial planning, and  The Financial Policies that form the framework and guidelines for overall fiscal planning and management. Budget Summaries The budget summary offers an overview of the city’s finances and examines the budget components, process and amendment policy. It also covers the financial and operational summaries for all major funds and provides historical trends for revenues, expenditures and staffing. The debt service information has historically been included within the preceding CIP section in past budget books. This year, a new format has been developed which will allow the reader the opportunity to focus on either capital projects, or the financing rules, regulations, policies and ____________________________________________________________________________________ 16 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 How to Make the Most of this Document ____________________________________________________________________________________ procedures governing how CIP projects are financed (debt service). It starts with an explanation of the various funding mechanisms available for financing projects (e.g. general obligation bonds, revenue bonds, development impact fees, etc.) and includes explanations of voter authorization, capacity limits, assessed valuation, property tax rates, debt coverage ratios, etc. Operating Budget This section provides a closer look at the various functions of each department. Each department has provided a description of its core job functions, goals and objectives for the upcoming year, as well as recent accomplishments and performance measures for the last two fiscal years and other relevant statistics. The budget summaries include both historical and current year financial data for programs and services offered by the department. They also include a summary of the type of expenditures incurred by the department as well as trends on authorized staffing. The Capital Improvement Plan (CIP) The CIP section outlines all infrastructure improvements and additions and their respective funding sources, along with estimates for the associated operating impacts of each capital project. It starts with a narrative summary and is followed by detailed information such as funding source, project number and project description for both capital and operating costs by year for the first five years of the plan. In addition, the CIP includes five additional “out years” for future planning and discussion purposes. Schedules This is the heart of the budget document as an operating and financial plan. These schedules summarize the City’s financial activities in various comprehensive, financial formats. For example, all revenue inflows and outflows are summarized on Schedule One, but from here you can delve into the details for any of the those higher level components by reviewing a schedule dedicated to revenues, operating expenditures or debt service payments. The detail schedules summarize information by account categories, operational departments (i.e. public safety, utilities, sanitation, etc.) and bond issuances. This section also includes the official budget forms required by the State of Arizona’s Auditor General’s Office. Appendix This section includes some key city statistics regarding population, occupational distribution, household income, school enrollment and much, much more. Information on the number of parks, libraries, fire and police stations, as well as a “frequently asked questions” section, which helps address many of the most important aspects regarding the budget, is also included. ____________________________________________________________________________________ 17 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Budget Calendar ____________________________________________________________________________________ FY16-17 BUDGET CALENDAR July 2015 – February 2016 Budget staff analyzed revenue and expenditure data to assess the budget and economic outlook for FY16-17. Discussions with the City Manager’s Office and other executive management staff occurred during this time regarding numerous balancing options for the FY16-17 revenue, operating, and debt service budgets. Preparation of FY16-17 operating budget items such as premiums for workers’ compensation insurance, risk management insurance, phone services and indirect cost allocation were undertaken. Analysis of revenue trends was also prepared during this time, with periodic updates to the City Manager’s Office. October 2015 – February 2016 Capital Improvement Plan (CIP) budget preparation. This process involved input by departments; the review of project budgets and operating and maintenance budgets by engineering, budget and facilities management staff; the prioritization of projects based on City Council’s strategic priorities and financial capacity; a discussion of various financing options by the CIP finance team; and preparation of the Preliminary FY 20172026 CIP document for City Council review. December 2015 A Five – Year Financial Forecast of the General Fund and all major operating funds was presented to council December 15, 2015 at a council workshop. This discussion primarily focused on the General Fund and opportunities to strengthen the city’s financial position. FY16-17 operating budget kickoff meeting with department directors and staff to commence budget input was held on December 17, 2015. Input continued through January 2016. January 2016 Department’s base budgets submissions were due mid-January 2016. Review meetings with department and budget office staff to discuss base budget submissions in late January and continuing into February 2016. February 2016 Review with City Council information on the upcoming FY16-17 Budget calendar, budget process and discussion on policy guidance and input. Present information on long-term and short term options and potential financing opportunities for upcoming budget balancing. ____________________________________________________________________________________ 18 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Budget Calendar ____________________________________________________________________________________ March 2016 Council discussion continues on upcoming financial strategies. Employee compensation and benefit packages are presented to council for FY16-17 budget. Ten-year Capital Improvement Plan is also presented. April 2016 City Council holds budget workshop on presentation of the Draft FY16-17 operating budget. An overview of the draft FY16-17 budget for the General Fund was presented and discussed in detail as this is the city’s largest operating fund. The report also provides Council an opportunity to review the proposed cost of all city services provided by city departments based on the draft FY16-17 budget. May 2016 Council holds a follow-up budget workshop on budget requests and items for policy consideration. City Council adopted a resolution approving the FY16-17 tentative budget, directing publication of the tentative budget, giving notice of the June 14th date for the public hearing on the FY16-17 final budget and a separate public hearing on the FY16-17 property tax levy and giving notice of the June 14th date for the adoption of the FY16-17 property tax levy. June 2016 City Council conducted a separate public hearing on the FY16-17 budget and convened a special meeting to adopt a resolution approving the FY16-17 budget. July 2016 Start of fiscal year 2016-2017. ____________________________________________________________________________________ 19 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Budget Process ____________________________________________________________________________________ FY16-17 BUDGET PROCESS Overview The FY16-17 operating and capital budgets are based on council’s continuing key priorities and strategic goal themes; TRANSPARENCY FISCAL SUSTAINABILITY ECONOMIC DEVELOPMENT SIGNATURE EVENTS CREATIVE, INNOVATIVE, EFFICIENT SYSTEMS CONTINUOUS BUSINESS POLICY IMPROVEMENT PUBLIC SAFETY Principal issues for the FY16-17 budget were the ongoing challenges of the economy, the level of General Fund contractual obligations, and exploring strategies to improve General Fund fiscal stability. These are discussed in detail in the City Manager’s Message in this document. Over the course of several months various balancing options and fiscal strategies for both the FY16-17 operating budget and the FY 2017-2026 capital improvement plans were evaluated. A series of budget workshops were held from February to May 2016. A final balanced plan was established in May 2016 and resulted in the recommended budget. At the conclusion of these budget workshops, the proposed budget was presented to Council for tentative adoption and then, two weeks later, for final adoption. The budget was transmitted to the general public in the form of public hearing notices. These notices included summary budget information as required by Arizona state law. After completing the public hearing for the final FY16-17 budget, the Council adopted the budget and thereby set the expenditure limitation for FY16-17. The chart on the following page illustrates the broad outline of the FY16-17 budget development process. ____________________________________________________________________________________ 20 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Budget Process ____________________________________________________________________________________ Revenue Collections Analyzed. Tentative FY16-17 Operating Budget Developed. Capital Budget Requests Prepared Setting Date for Budget Adoption and Property Tax Levy Public Hearings N/A Public Hearing - Adopt Final Budget 6/14/16 Budget Staff Compilation and Analysis (July '15 - February '16) Adoption of Preliminary Budget 5/24/16 Public Hearing Property Tax Levy N/A Adoption of Levy N/A City Managers, Executive Leadership Team Review February '16 Council Budget Workshop Sessions 03/16 - 05/16 Variations in Budgeting Methods The budgets of general government type funds, such as the General Fund, Public Safety Special Revenue Fund, Streets Fund and Transportation Fund are prepared on a modified accrual basis. This means that unpaid financial obligations, such as outstanding purchase orders, are immediately reflected as encumbrances when the cost is estimated, although the items may not have been received yet. However, in most cases revenue is recognized only after it is measurable and actually available. Beginning with FY 1996, sales tax revenues were recorded in the period in which they were due to the city. This changed in FY 2008 and sales tax revenue is now recorded to the month it is collected. Enterprise funds (Water/Sewer, Landfill, Sanitation and Community Housing Services) are prepared using the full accrual method. Enterprise funds 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). Purchase orders for goods and services received prior to the end of the current fiscal year will be eligible for payment for a period of days following the close of the fiscal year. However, encumbrances for all other purchase orders will automatically lapse. The Comprehensive Annual Financial Report (CAFR) presents the status of the city's finances on the basis of Generally Accepted Accounting Principles (GAAP). Since FY2002, the CAFR has been prepared in compliance with Governmental Accounting Standards Board (GASB) Statement No. 34 requirements. The CAFR shows fund expenditures and revenues on both a GAAP basis and budget basis for comparison purposes. In most cases, this conforms to the way the city prepares its budget with the following exceptions: ____________________________________________________________________________________ 21 ANNUAL BUDGET INTRODUCTION Fiscal Year 2016-2017 Budget Process ____________________________________________________________________________________ a. Compensated absences liabilities that are expected to be liquidated with expendable available financial resources are accrued as earned by employees on a GAAP basis as opposed to being expended when paid on a budget basis. b. 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 when paid on a budget basis. c. Capital outlays within the enterprise funds are recorded as assets on a GAAP basis and expended on a budget basis. d. Inventory is expensed at the time it is used. e. Depreciation expense is not budgeted as an expense. Accounting Changes: In 2011, the Glendale City Council approved an increase to the city’s tax rate on transient lodging, commonly referred to as the “bed tax,” from 3.4% to 5%. As part of this action, all the proceeds from the increased tax rate are dedicated to tourism promotion initiatives that foster economic growth by developing the tourism industry in Glendale. For FY15-16, a number of General Fund Sub-Funds were eliminated and either combined into the General Fund or reclassified to other fund types for accounting purposes. A further explanation of the funds and changes can be found within the Budget Summary Section. For FY16-17, a number of accounts number changes were eliminated and either reclassified for a range consolidation by account type. ____________________________________________________________________________________ 22 Fiscal Year 2016-2017 Annual Budget Book Budget Message Budget Message ANNUAL BUDGET BUDGET MESSAGE Fiscal Year 2016-2017 City Manager's Budget Message ____________________________________________________________________________________ FY16-17 City Manager’s Budget Message To the Citizens of Glendale and the Mayor and Council: I am pleased to provide you with the City of Glendale’s FY16-17 annual budget and ten-year Capital Improvement Plan. This year’s budget process was highly focused both on increasing efficiency and investing in the city’s infrastructure. Through measured fiscal planning, the city is poised to produce positive results and achieve a sustainable future. Through the collaborative efforts of city staff, and the guidance and support of the City Council, this budget represents the City’s commitment to success and its continued focus on long-term financial stability. The FY16-17 Final Budget totals $693.0 million which is a 9.7% increase over the prior year’s budget. The increase is primarily attributable to growth in the Capital Improvement Plan. Budget Priorities Development of the budget centered on the following key priorities identified by the Council during the past year:    Sustainable – Achieve $50 million in unrestricted fund balance by FY19-20 – New positions are funded with established revenues Outcome Based – Improve Public Safety high priority call response times – Address high employee turnover – Improve speed to market in the planning department – Increase productivity through innovation and technology – Invest in capital improvements and infrastructure Efficiency – Reorganization of departments Budget Approach The city’s financial policies were the guiding principles in developing the FY16-17 financial forecast and ultimately the recommended budget to the City Council. The overall goals underlying the city’s financial policies include fiscal responsibility, flexibility, and adherence to the highest accounting and management practices. ____________________________________________________________________________________ 23 ANNUAL BUDGET BUDGET MESSAGE Fiscal Year 2016-2017 City Manager's Budget Message ____________________________________________________________________________________ Revenues Total revenues for FY16-17 are projected at $537.7 million. The General Fund revenues are the largest source at $210.5 million. These revenues are primarily used for general government operations. Key General Fund revenues are sales taxes ($103.4 million), property taxes ($5.6 million), and State Shared Revenues ($61.3 million). Staff continues to track the national, state, and local economies, and closely monitors economic trends and their potential impacts on the city. Enterprise Funds revenues are the next largest revenue source at $131.9 million. These revenues are mainly from user fees and charges for services such as water and sewer, solid waste and landfill. No rate increases are planned for FY16-17; however, city staff will continue to monitor the financial viability of these enterprise funds to ensure adequate fund balances are maintained. Operating Budget Highlights The total FY16-17 Operating Budget is $391.0 million which is a 1.83% increase over the FY1516 Operating Budget of $383.9 million. A few of the highlights of the proposed budget include:           No Primary Property Tax Increase on existing property Funding vehicle replacements Implementing compensation and classification study recommendations Adding two low acuity units to the Fire Department Significantly enhancing the pavement management program Adding Community Service Officers in the Police Department Adding staffing in the Planning Department Improving Diversity and Employee Recognition programs Supplying the staffing needed to better leverage technology Improving contract compliance through the addition of a Program Manager position A total of 29 new full-time equivalent positions (FTE’s) have been added to the FY16-17 operating budget to address key priorities:     Productivity and Innovation - 3 Positions Public Safety Service Levels – 14.75 Positions Service Level Enhancements – 6.25 Positions Efficiencies – 5 Positions The largest operating budget in the General Fund is for public safety, with expenditures totaling $127.3 million, or 65%. The next largest share of General Fund expenses is Non-Departmental at $17.8 million. The Non-Departmental budget includes appropriation for items which are not specific to a particular department or program. Examples include arena management fees, a one-time NHL payment, and various development agreement and sales tax rebate payments. ____________________________________________________________________________________ 24 ANNUAL BUDGET BUDGET MESSAGE Fiscal Year 2016-2017 City Manager's Budget Message ____________________________________________________________________________________ Transfers out include a maintenance of effort payment of just over $1.0 million to the Enterprise Funds as directed by the Council. Total General Fund appropriations also include $5.0 million in contingency, which can be used for unforeseen expenditures or unexpected revenue shortfalls which may occur during the budget year. Capital Improvement Program (CIP) The city’s investment in infrastructure and capital planning continues to enhance economic development and quality of life for our citizens. Significant streets and pavement maintenance projects are a top priority for the city council. The 2017-2026 Capital Improvement Plan (CIP) total is slightly under $1.0 billion. The first five years of the ten-year plan are fully funded with available or anticipated revenues. The last five years of the plan will be evaluated and funded as sources become available. The capital improvement plan is re-evaluated and updated each fiscal year. Only the first year of the plan was appropriated by the Council when the FY16-17 budget was adopted. The FY16-17 CIP totals $194.4 million. Notable projects in the first year of the CIP include:      Public Safety Equipment (Heart Monitors and Turnout Gear) of $1.6 million Pavement Management of $25.4 million ($20.8 million in HURF funding and $4.6 million in Transportation funding) Plant Improvements at the Pyramid Peak Water Treatment Plant of $10.5 million Improvements at the Arrowhead Water Reclamation Facility of $25.4 million Landfill equipment replacements of $667,000 Conclusion The Council’s ability to make sound, financial decisions and provide guidance on prudent longrange planning are key factors in ensuring the city’s fiscal health. Overall positive economic trends, particularly for excise taxes, improved financial flexibility; and prudent budget management were reasons cited in the January 2016 and March 2016 bond rating upgrades form Moody’s Investor Services and Standard & Poor’s Rating Services, respectively. I sincerely appreciate the diligent efforts of many people including the Budget and Finance staff, city department directors, and many more staff members whose efforts culminated in the planning and development of the FY16-17 budget. The Mayor and City Council deserve special acknowledgment and appreciation for the many hours they dedicated to providing input on budget priorities, reviewing and discussing the operating and capital budgets, and for their leadership on critical issues. Sincerely, Kevin R. Phelps City Manager ____________________________________________________________________________________ 25 ANNUAL BUDGET Fiscal Year 2016-2017 ____________________________________________________________________________________ ____________________________________________________________________________________ 26 Fiscal Year 2016-2017 Annual Budget Book Financial Guidelines Financial Guidelines ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  FIVE-YEAR FINANCIAL FORECAST Introduction Glendale’s annual and long range budgeting process is shaped and guided by the two key foundation documents contained within the Annual Budget. They are the City of Glendale’s Five-Year Financial Forecast and Financial Policies. Together these documents help the City Council ensure financial stability beyond the immediate budget year and adequate economic resources to provide essential services and maintain Glendale’s quality of life in future years. The Five-Year Financial Forecast provides a perspective on the financial condition of the City’s General Fund and other appropriated funds as deemed necessary. For the FY16-17 budget process, five year forecasts were prepared for the General Fund; the Highway User Revenue (HURF), Transportation Sales Tax, Police Sales Tax, and Fire Sales Tax Special Revenue Funds; and the Sanitation, Landfill, and Water & Sewer Enterprise Funds. These forecasts are prepared at the beginning of the annual budget process and provide a long-range context for staff and the City Council to make budgetary decisions for the upcoming fiscal year. The FY16-17 forecasts were utilized to examine the revenue and expenditure structures for the five year period of FY16-17 through FY20-21. These models include forecasted fund balance information. The context of this year’s forecast centered on balancing the General Fund sources and uses, while continuing to maintain adequate fund balances. The overall financial goal was to maintain or improve service levels, where necessary, while increasing or preserving the level of fund reserves. The FY16-17 budgets were formulated using these forecasts as a starting point. As such, the forecast provides the long-term context used as the foundation for budget development and serves to provide a prospective look at the future impacts of current year budget choices. The City Forecast The Five-Year Financial Forecast is guided by City Council’s continued vision and supports the City’s strategic goals and key objectives. Best practice recommends financial forecasts be updated 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. Consequently, the forecast identifies the direction in which the city is headed based on information known at the time it is updated for the annual budget document. Forecasting is one of the most powerful tools available to help make informed decisions and guide budgetary decisions, based on the information currently available. By evaluating important trends and economic conditions and including them in financial forecasts, the City is ____________________________________________________________________________________ 27 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  better able to gauge its ability to provide essential services over an extended period of time and make decisions affecting the long term financial stability of the City. Long Range Forecasting Models Forecasting models are refined each year before the city’s annual budgeting process begins. Similar forecasts and rate setting models are used for the enterprise funds. These models are used to calculate the likely financial effects of changing internal and external conditions on the city’s fund balances over a five-year period. Forecasting used in this report refers to estimating future values of revenue and expenditures. It provides an estimate of how much revenue will be available and what are the resources required to meet current service levels over the forecast period, along with an understanding of how the total financial program will be affected by economic factors. The value of forecasting lies in estimating and whether or not, given assumptions about local financial policies and economic trends, the City will have sufficient resources to meet the requirements of ongoing, planned, or mandated programs. Forecasting provides an estimate of the financial flexibility of the City, as well as insight into tax, revenue, and service options the Council must address. The forecasting methodology reflects a combination of internal analysis covering such factors as development activity, retail sales, state and local economies, and inflation. Specifically, for revenue forecasts, past revenues are analyzed and used to model future revenues based on the prior year patterns and anticipated trends. External sources such as the State Finance Advisory ____________________________________________________________________________________ 28 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Committee (FAC), the Economic & Business Research Program at the University of Arizona, JP Morgan Chase Economy Outlook Center, and the L. William Seidman Research Institute at Arizona State University, have been used to provide forecast assumptions of major state revenue sources. Typically, these forecasts cover the state as a whole. Therefore, adjustments, to reflect unique conditions in Glendale, are sometimes necessary. Expenditure growth is most closely linked to three major factors in the models: 1) growth in the components of personnel costs, 2) inflation in non-personnel costs (including general inflation, fuel and utility inflation) and 3) City financial policies related to new programs and/or the expansion of existing programs as well as including new operational and debt service funding associated with Capital Improvements Program projects. Glendale’s forecasting models enable staff to provide the City Council and management with the results of “what-if” scenarios. These revenue and cost scenarios help generate estimates with likely short-term and long-term financial consequences and a calculation of overall fund balances. Balanced Budget and Fund Balance Requirement Arizona state law and Glendale city financial policies require that each annual city budget be a balanced budget. A balanced budget means total financial resources available cannot exceed the budgeted period’s expenditures. The adopted FY16-17 budget complies with the balanced budget requirement in all City funds. City policy states that the minimum unrestricted (the total amount of the committed, assigned, and unassigned) fund balance in the General Fund shall total 25% of projected annual ongoing revenues. Inclusive in the 25% General Fund unrestricted fund balance; an assigned Budget Stabilization Reserve will be maintained at 10% of the General Fund operating revenues to be used in the event of unexpected revenue shortfalls if needed, and to be adjusted at year end. Also, inclusive in the 25% General Fund unrestricted fund balance, an assigned Operating Reserve will begin to be established in FY14-15 for amounts over the General Fund Budget Stabilization Reserve and will increase incrementally each year until it reaches at least 15% of the General Fund operating revenues by FY19-20, which is the ensuing five fiscal years. Finally, the policy states that the City Manager may establish additional assigned fund balance reserves for certain anticipated obligations or other purposes. It is important to note that projected operating reserves and contingency appropriations can be adjusted during the budget process due to the financial situation in each of the funds. Expenditure Assumptions In order to develop a comprehensive Five-Year Financial Forecast, assumptions must be made about a number of complex and often uncontrollable cost and revenue variables. These ____________________________________________________________________________________ 29 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  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 costs of prior commitments to provide services, and the ongoing costs for new capital facilities under construction, must be considered. The quality and reliability of the long-range forecast are largely dependent upon the accuracy of the cost and revenue assumptions used in the forecast. This section and the following section provide explanations of the key assumptions employed in the current forecasting model, as well as the key issues that underlie the forecast. Inflation Rates Inflation has a major impact on all city revenues and expenditures. Salaries, supplies, equipment and contracted services are all subject to inflationary pressures. Therefore, the cumulative effects of general inflation are considered in the forecasting process. 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 on this source of inflation 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. In terms of real purchasing power, $103.60 in goods purchased in 1984 would cost approximately $235.80 in 2013. The following table shows the historical percentage increase in the CPI-U since 1984 as reported by the U.S. Department of Labor, Bureau of Labor Statistics. CPI - Urban Users (Western Region) Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 Index % Increase 103.6 Base Year 108.0 4.25% 110.5 2.31% 114.3 3.44% 119.0 4.11% 124.6 4.71% 131.5 5.54% 137.3 4.41% 142.0 3.42% 146.2 2.96% 149.6 2.33% 153.5 2.61% Year 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Index % Increase 157.6 2.67% 161.4 2.41% 164.4 1.86% 168.9 2.74% 174.8 3.49% 181.2 3.66% 184.7 1.93% 188.6 2.11% 193.0 2.33% 198.9 3.06% 205.7 3.42% 212.2 3.16% Year Index % Increase 2008 219.6 3.49% 2009 218.8 -0.36% 2010 221.2 1.10% 2011 227.5 2.85% 2012 232.4 2.15% 2013 235.8 1.46% 2014 238.9 1.30% 2015* 241.2 1.00% 1985 - 2014 Avg 2.83% 2005 - 2014 Avg 2.16% 2010 - 2014 Avg 1.77% * 2015 = Jan to May Average ____________________________________________________________________________________ 30 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  The annual inflation rate has averaged 2.83% since 1984. The ten-year period inflation rate averaged 2.16% and the five-year inflation rate averaged 1.77%. Inflationary assumptions used in the Five-Year Financial Forecasts for non-personnel costs were approximately 2.0%. Population Changes Arizona experienced rapid population growth over the past two decades. Glendale’s population was no exception as it almost doubled over 20 years, from 117,348 residents in 1984, to approximately 229,501 residents in 2004—a 96% increase. Population growth leveled off from the high growth experienced in the 1990s and the early years of the current decade. The 2016 most current population figure is 240,126. The following table shows the historical and projected population growth and percentage increases for years 1984 through 2019, measured as of the beginning of the fiscal year. The data included in the table was supplied by the Community & Economic Development Department. ____________________________________________________________________________________ 31 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Salaries and wages The largest component of cost in the major operating funds which provide services to the public is personnel costs. These costs primarily consist of the cost of salaries and wages, health insurance, and retirement contributions. The forecasting models are programmed to include pay range adjustments for city employees. However, Council must specifically approve merit and/or pay range adjustments for non-step plan employees for the upcoming fiscal year as part of the budget development process. Increases are also based on the city’s ability to pay in any given year. The FY16-17 five-year forecasted salary and benefit projections for non-represented employees assumed an average annual increase of 2% in order for staffing to remain competitive with other comparable cities. Salary and benefit projections for represented police and fire personnel are consistent with the current memoranda of understanding. Salary increases for represented employees are based on a step plan and the forecast assumes normal progression of represented employees through the steps. Employee Benefits Employee benefit costs primarily consist of health insurance. Despite relatively modest health insurance increases over the past couple of years, the City’s medical, dental, and vision insurance costs were forecasted to increase in excess of inflation estimates throughout the forecast period. The significant cost of health insurance to the total operating budget, the unknown impact of recent federal legislation, and the potential for significant cost increases require the City to monitor this item closely. This forecast assumed annual increases in health insurance costs averaging 8%. Retirement Contributions City of Glendale employees contribute to two public retirement plans: the Arizona State Retirement System (ASRS) and the Public Safety Personnel Retirement System (PSPRS) which includes covered police, fire, and elected officials. The annual employer’s portion of the contribution rates differ by retirement system. With the financial conditions of the retirement plans, especially the PSPRS plans, it is anticipated the contributions to the plans will increase through the forecast period. The rates, as a percentage of earnings, used in the forecast for FY16-17 through FY20-21 were estimated as follows. Arizona State Retirement System Public Safety Retirement - Police Public Safety Retirement - Fire Elected Officials Retirement System FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 11.66% 11.72% 11.77% 11.77% 11.77% 36.19% 36.48% 36.77% 36.77% 36.77% 31.70% 31.96% 32.21% 32.21% 32.21% 23.50% 23.50% 23.50% 23.50% 23.50% ____________________________________________________________________________________ 32 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Vehicle/Technology Replacement Funds These replacement funds were designed to allow the city to replace outdated or worn out equipment at regular intervals. The Public Works and the Finance and Technology Departments administer the vehicle and technology replacement programs, respectively. Ongoing contributions to the technology fund are assumed throughout the five-year forecast period. Other measures that have been implemented regarding the replacement funds include the following:    Non-public safety equipment will have their useful lives extended where appropriate until full contribution levels can be built back into the budget. A city-wide motor pool was developed that required departments with vehicles that had low mileage or utilization to be returned for city-wide use on a first come, first served, sign-in and sign-out basis. The technology replacement fund will only replace computers and/or monitors when they break or malfunction. Computers and monitors are no longer replaced automatically. Debt Service Obligations The forecast includes no additional debt financed projects will be supported by the General Fund. The current Municipal Property Corporation (MPC) debt service supported the previously financed regional public safety training facility, infrastructure improvements for the Zanjero development, and the new convention center/media center/parking garage facilities at the Westgate development. In FY12-13, the Camelback Ranch spring training facility was refinanced from PFC (Public Facilities Corporation) debt into MPC debt. The total General Fund financed debt service ranges from $26.2 to $34.6 million throughout the five-year forecast period. GF Revenue Forecast Following the mild recession in 2001 to 2002, both the local and state economies expanded for the next several years. The Phoenix metropolitan area was a national leader in population and job growth. Beginning in FY08-09, a significant economic recession began to impact sales tax and other City revenues. National conditions deteriorated rapidly during the summer ____________________________________________________________________________________ 33 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  and fall of 2008 and continued into 2009 as the credit markets froze for consumers and businesses resulting in a decline in business investment and consumer spending and growth in unemployment. Although the economy started showing signs of recovery in 2012, most economists predict slow recovery for the foreseeable future. In order to maintain service levels address the financial challenges, and create financial stability the City Council increased the City’s sales tax rate by .7% beginning in August 2012. Approximately 80% of the General Fund’s total revenue is comprised of City Sales Tax and State Shared Revenue. The following graph illustrates the relative importance of these revenues in comparison to the overall General Fund revenue base. Other General Fund revenue sources include various fees such as municipal court fees; user fees and charges for city services like building inspections, plan reviews, and recreation classes; interest income, city property rental income, staff/admin charge-backs and other miscellaneous revenue. Primary Property Tax revenue represents approximately 3% of total General Fund Revenue. City Sales Tax City sales tax revenue is highly elastic and varies directly with the economic conditions. During times of economic expansion, tax revenues increase, primarily due to higher levels of consumer spending. During an economic downturn, the opposite is true and tax revenue levels decline. City sales tax receipts comprise approximately 47.4% of the city’s General Fund revenue through FY2021. City sales tax collections remained relatively flat from FY09-10 through FY11-12. Beginning in August 2012, the 0.7% sales tax increase generated approximately $22 million in FY12-13 representing eleven months in the fiscal year. Taxable sales estimates assume growth of 3.5% in FY16-17 and average approximately 2.3% thereafter. This expectation is based on the continued expansion of Glendale’s sports, entertainment, office and retail destination area, continued attraction of diverse job growth industries to the city, and modest but sustainable economic recovery. State-Shared Revenue ____________________________________________________________________________________ 34 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Cities and towns in Arizona are beneficiaries of a state-shared revenue program that distributes state sales, income, and vehicle license taxes (commonly referred to as “State Shared Revenues”). This category represents 29%, or $61.5 million of estimated operating revenue in FY16-17. The forecast assumes an overall percentage of StateShared revenue averaging 30.6% through FY20-21. The forecast for each StateShared revenue source is developed separately and compared to the state’s forecast for these revenue sources. The forecast assumes continued state sales tax revenue growth consistent with projections from the State Finance Advisory Committee. State-Shared revenue is also dependent upon state law. It is impossible to predict the actions of future legislatures, and therefore, the forecast assumes there will be no changes in future state shared revenue formulae. The average annual growth rate for StateShared Revenue is projected to be between 3% and 4% during the five-year forecast period. Property Tax ____________________________________________________________________________________ 35 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Arizona’s property tax levy consists of two tiers. The primary property tax levy has state-mandated maximum limits, but it can be used by a city for any lawful purpose. The primary property tax revenue is included in the City’s General Fund. The secondary property tax is an unlimited levy but it can be used only to pay the principal, interest and redemption charges on bonded indebtedness or other lawful long-term obligations that are issued or incurred for a specific capital purpose. Primary property tax is a relatively small revenue source for the General Fund as it is only 3% of the total General Fund revenue, or approximately $5.6 million forecasted for FY16-17. The city’s property tax revenue projection is based on the state-mandated levy limits and increases are estimated at 2% per year. The City’s financial policies indicate the primary property tax levy will be set each year at the maximum allowable amount. The sharp increase in primary property tax revenue in FY13-14 is the direct result of raising the primary property tax to the maximum state allowable limit which the city had deferred for several years. As a result, the increase in FY13-14 equated to a 121% increase in the levy as described in the previous paragraph. ____________________________________________________________________________________ 36 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Other Revenue This category covers a variety of city fees and charges for city services such as building permits, right-of-way permits, construction plan check reviews, barricade fees, business and sales tax licenses, liquor licenses, fire inspection fees, park and recreation fees, court fees and fines, library fees and fines, and fees related to planning and zoning issues. This category also includes revenues from cable, gas and electric franchise fees, income from the rental of city facilities, cemetery services, interest income, and other miscellaneous revenues. This revenue also includes general staff and administrative service charges. Departments whose operations are supported by the General Fund, such as the Budget and Finance Department, Human Resources, City Attorney and Facilities Management Division of the Public Works Departments, provide services to the city’s water/sewer, sanitation and landfill enterprise funds as well as the self-supporting Transportation Fund (supported by the transportation sales tax). These are services that the other funds operations would have to pay outside contractors to provide if city departments did not provide them. Consequently, each of the identified operations is required to pay its fair share of the cost for these services, which are called general staff and administrative service charges. The Budget and Finance Department established these charges based on an indirect cost allocation model that uses various accepted allocation methods. The charges are applied to the other fund’s operating budgets in equal amounts (i.e. 1/12) each month. The total general staff and administrative service charges for FY16-17 were forecasted at $9.7 million or about 70% of the other revenue category which is projected to total $13.9 million in FY16-17. The other revenue category is forecasted to grow by approximately 1% each year through the remainder of the forecast period. GENERAL FUND REVENUES & EXPENDITURES The final step in completing the Five-Year Forecast is the comparison of the net effects of the projected revenues and expenses on General Fund balances. The Five-Year Financial Forecast demonstrated that the annual structural deficit identified ongoing operating revenues were sufficient to cover ongoing expenditures. The ongoing operating expenditures assumed continuation of all major services, continuation of current obligations, moderate revenue growth, controlling operating costs, and achieving savings from an M.P.C. Tax Bond refunding. The forecast also assumed absorbing significant costs increases in employee benefits such as health care and mandatory retirement contributions. The detailed General Fund Five-Year Financial Forecast, as presented on December 8, 2015 follows: ____________________________________________________________________________________ 37 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  General Fund - Five-Year Financial Forecast FY16-17 Through FY20-21 with FY15-16 Comparative Data FY 15-16 Forec as t Budget Revised FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 98,695,608 5,529,882 104,225,490 98,695,608 5,529,882 104,225,490 102,149,955 5,640,480 107,790,435 105,214,454 5,753,290 110,967,744 108,370,888 5,868,356 114,239,244 110,538,306 5,985,723 116,524,029 111,643,689 6,105,437 117,749,126 57,917,280 57,917,280 57,917,280 57,917,280 60,125,675 1,428,000 61,553,675 62,530,702 1,456,560 63,987,262 65,031,930 1,485,691 66,517,621 67,390,741 1,515,405 68,906,146 69,586,889 1,545,713 71,132,602 19,670,394 7,056,276 26,726,670 19,670,394 2,202,446 21,872,840 20,231,509 2,202,446 22,433,955 20,499,596 2,224,470 22,724,066 20,771,749 2,246,715 23,018,464 21,048,034 2,269,182 23,317,216 21,328,513 2,291,874 23,620,387 Other Revenues Staff Admin. Chargeback Revenue Interest Income Total Other & Miscellaneous 3,777,551 9,700,000 396,080 13,873,631 3,777,551 9,700,000 396,080 13,873,631 3,812,543 9,700,000 400,041 13,912,584 3,847,885 9,700,000 404,041 13,951,926 3,883,581 9,700,000 408,081 13,991,662 3,919,634 9,700,000 412,162 14,031,796 3,956,047 9,700,000 416,284 14,072,331 Total Operating Revenue 202,743,071 197,889,241 205,690,649 211,630,998 217,766,991 222,779,187 226,574,446 (82,721,480) (5,558,298) (42,869,823) (82,721,480) (5,558,298) (42,869,823) (27,014,171) (4,571,797) (3,262,184) (4,547,792) (27,964,677) (4,571,797) (3,262,184) (4,547,792) Operating Revenue Local Taxes City Sales Tax Sales Tax Reduction Primary Property Tax Total Local Taxes Intergovernmental State Shared Revenue Other Intergovernmental Total Intergovernmental Fees, Licenses, Permits, & Arena Fees Fees, Licenses, & Permits Arena Fees Total Fees, Licenses & Permits Other & Miscellaneous Expenditures & Other Financing Sources/Uses Expenditures Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Vehicle Replacement Information Technology Capital Outlay Arena Management Fee/Capital NHL Management Fee Camelback Ranch - Phoenix IGA Lease Payments Total Expenditures (8,518,428) (8,518,428) (1,871,752) (1,871,752) (15,000,000) (6,500,000) (668,646) (668,646) (50,124) (50,124) (196,654,495) (189,105,001) (86,787,855) (91,797,585) (93,999,063) (96,686,818) (98,666,705) (6,617,298) (5,558,298) (5,558,298) (5,558,298) (5,558,298) (43,814,136) (44,690,419) (45,584,227) (46,495,912) (47,425,830) (24,424,188) (24,912,671) (25,410,925) (25,919,143) (26,437,526) (4,663,233) (4,756,498) (4,851,628) (4,948,660) (5,047,633) (3,327,428) (3,393,976) (3,461,856) (3,531,093) (3,601,715) (4,638,748) (4,731,523) (4,826,153) (4,922,676) (5,021,130) (2,000,000) (3,000,000) (3,000,000) (3,000,000) (3,000,000) (5,014,919) (6,888,161) (5,625,925) (5,738,443) (5,853,212) (2,871,752) (4,371,752) (4,371,752) (1,871,752) (1,871,752) (6,500,000) (6,500,000) (6,500,000) (6,500,000) (6,500,000) (5,000,000) (668,646) (668,646) (1,086,822) (196,328,203) (201,269,529) (203,189,827) (206,259,617) (208,983,801) Other Financing Sources/Uses Transfers In Special Revenue - PSST Police Special Revenue - PSST Fire Total Transfers In Transfers Out Special Revenue - Transportation Special Revenue - Other Maint. of Effort Enterprise Funds Debt Service - MPC Total Transfers Out Total Expenditures & Other Financing Sources/Uses Total Surplus/(Deficit) Before Contingency Contingency Total Surplus/(Deficit) After Contingency Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency 16,305,055 7,839,390 24,144,445 16,305,055 7,839,390 24,144,445 16,986,459 8,200,273 25,186,732 17,469,053 8,443,281 25,912,334 17,966,125 8,693,579 26,659,704 18,307,448 8,865,451 27,172,899 18,481,522 9,853,106 28,334,628 (900,000) (429,152) (600,000) (19,887,862) (21,817,014) (900,000) (429,152) (600,000) (19,887,862) (21,817,014) (900,000) (534,299) (1,013,088) (26,441,479) (28,888,866) (900,000) (534,299) (1,299,985) (27,255,612) (29,989,896) (900,000) (534,299) (1,392,615) (33,551,987) (36,378,901) (900,000) (534,299) (1,416,738) (34,651,970) (37,503,007) (900,000) (534,299) (1,431,603) (36,581,364) (39,447,266) (194,327,064) (186,777,570) (200,030,337) (205,347,091) (212,909,024) (216,589,725) (220,096,439) 8,416,007 11,111,671 5,660,312 6,283,907 4,857,967 6,189,462 6,478,007 (5,000,000) (4,049,494) (5,000,000) (5,000,000) (5,000,000) (5,000,000) (5,000,000) 3,416,007 7,062,177 660,312 1,283,907 (142,033) 1,189,462 1,478,007 33,409,000 36,825,007 33,409,000 40,471,177 40,471,177 41,131,489 41,131,489 42,415,397 42,415,397 42,273,364 42,273,364 43,462,826 43,462,826 44,940,833 ____________________________________________________________________________________ 38 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Other Major Funds Five-year forecasts for the other major funds were also presented to the Council on December 15, 2015 and used as a basis to set the FY16-17 budget for the respective funds. The five-year forecasts include the following funds: Highway User Revenue Fund (HURF), Transportation Sales Tax, Police Sales Tax, Fire Sales Tax Special Revenue Funds; and the , Sanitation, Landfill and Water & Sewer Enterprise Funds. These forecasts were prepared using the same tools and methods described in detail in the preceding General Fund five-year forecast section. Therefore, this section will only include a brief overview of each major fund with the five-year forecast pictured in the same format as was used in the preceding General Fund section. Highway User Revenue Fund (HURF) The anticipated rate of revenue growth is estimated at approximately 1% annually. Revenue estimates are provided by the League of Arizona Cities and Towns each March. Substantial expenditures forecasted over the next five years include major street improvements totaling $35 million. Financing opportunities for these capital improvement projects would include HURF revenue bonds or pay-as-you go cash financing. The forecast incorporated a five-year maintenance plan as presented to Council in April of 2016. The fund is considered healthy; however, care must be taken to ensure financial stability of the fund. Highway User Revenue Funds - Five-Year Financial Forecast FY16-17 Through FY20-21 with FY15-16 Comparative Date FY12-13 FY15-16 Actual Budget Rev Est FY16-17 FY17-18 Forecast FY18-19 FY19-20 FY20-21 Revenue & Other Financing Sources HURF Revenue Ins. Reimb Transfers In 14,147,499 21,620 1,000,000 14,147,499 21,620 1,000,000 14,288,974 21,836 - 14,431,864 22,054 - 14,576,183 22,275 - 14,721,945 22,498 - 14,869,164 22,723 - 15,169,119 15,169,119 14,310,810 14,453,918 14,598,458 14,744,443 14,891,887 (2,954,259) (56,935) (419,019) (2,749,167) (2,581,210) (303,002) (294,044) (20,654,378) (1,895,000) (80,800) (2,954,259) (56,935) (419,019) (2,749,167) (2,581,210) (303,002) (294,044) (12,000,000) (1,895,000) (80,800) (3,028,115) (58,358) (452,541) (2,776,659) (2,632,834) (309,062) (484,492) (7,000,000) - (3,103,818) (59,817) (484,218) (2,776,659) (2,685,491) (315,243) (499,027) (7,000,000) - (3,181,414) (61,313) (503,587) (2,804,425) (2,739,201) (321,548) (513,998) (7,000,000) - (3,260,949) (62,846) (523,731) (2,832,470) (2,793,985) (327,979) (529,418) (7,000,000) - (3,342,473) (64,417) (544,680) (2,860,794) (2,849,864) (334,539) (545,300) (7,000,000) - Total Expenditures & Other Financing Uses (31,987,814) (23,333,436) (16,742,062) (16,924,274) (17,125,486) (17,331,377) (17,542,067) Total Income (Loss) (16,818,695) (8,164,317) (2,431,252) (2,470,356) (2,527,028) (2,586,934) (2,650,180) (650,000) (650,000) (720,000) (720,000) (730,000) (740,000) (740,000) (17,468,695) (8,814,317) (3,151,252) (3,190,356) (3,257,028) (3,326,934) (3,390,180) 23,741,632 6,272,937 23,741,632 14,927,315 14,927,315 11,776,063 11,776,063 8,585,707 8,585,707 5,328,680 5,328,680 2,001,746 2,001,746 (1,388,434) Total Revenue & Other Financing Sources Expenditures & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Debt Service - Principal Debt Service - Interest & Fiscal Agent Fees Contingency Total Income/(Loss) w/ Contingency Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency ____________________________________________________________________________________ 39 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Transportation Sales Tax The Transportation Sales Tax funds began FY15-16 with an estimated $14.7 million fund balance. Despite the fact that the FY15-16 capital outlay was budgeted and forecasted to be $24.6 million, the estimated June 30, 2016 fund balance was updated to be $35.4 million. This was primarily due to lower than anticipated spending on planned capital projects which were delayed or deferred into subsequent years. Operating expenditures were forecasted at $13.6 million in FY16-17 with ongoing inflationary adjustments planned throughout the forecast period. The debt service payments are forecasted at approximately $7.3 million annually for the forecast period. Transportation Sales Tax Funds - Five-Year Financial Forecast FY16-17 Through FY20-21 with FY15-16 Comparative Date FY15-16 Forecast Budget Rev Est 24,206,223 124,000 140,000 900,000 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 24,206,223 124,000 140,000 900,000 25,053,441 124,000 140,000 900,000 25,805,044 124,000 140,000 900,000 26,579,195 124,000 140,000 900,000 27,110,779 124,000 140,000 900,000 27,381,887 124,000 140,000 900,000 25,370,223 25,370,223 26,217,441 26,969,044 27,743,195 28,274,779 28,545,887 (2,625,237) (40,250) (1,082,882) (6,786,688) (192,097) (648,515) (1,637,466) (24,647,442) (7,147,999) (1,000,000) (2,625,237) (40,250) (1,082,882) (6,786,688) (192,097) (648,515) (1,637,466) (9,195,900) (7,147,999) (1,000,000) (2,690,868) (40,250) (1,169,513) (6,922,422) (195,939) (661,485) (1,887,518) (15,151,862) (3,380,000) (3,946,081) - (2,758,140) (40,250) (1,251,378) (7,060,870) (199,858) (674,715) (1,925,269) (4,690,125) (3,550,000) (3,777,081) - (2,827,093) (40,250) (1,301,434) (7,202,088) (203,855) (688,209) (1,963,774) (5,634,390) (3,730,000) (3,599,581) - (2,897,770) (40,250) (1,353,491) (7,346,129) (207,932) (701,973) (2,003,050) (4,942,520) (3,915,000) (3,413,081) - (2,970,215) (40,250) (1,407,631) (7,493,052) (212,091) (716,013) (2,043,111) (11,577,805) (4,070,000) (3,256,481) - Total Expenditures & Other Financing Uses (45,808,576) (30,357,034) (36,045,938) (25,927,686) (27,190,674) (26,821,197) (33,786,647) Total Income (Loss) (20,438,353) (4,986,811) (9,828,497) 1,041,358 552,521 1,453,582 (5,240,760) (2,100,000) (1,300,000) (1,300,000) (1,300,000) (1,300,000) Revenue & Other Financing Sources City Sales Tax Transit Revenue Interest Transfers In Total Revenue & Other Financing Sources Expenditures & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Debt Service - Principal Debt Service - Interest & Fiscal Agent Fees Transfers Out Contingency Total Income/(Loss) w/ Contingency Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency - - (20,438,353) (4,986,811) (11,928,497) (258,642) (747,479) 153,582 (6,540,760) 35,183,235 14,744,882 35,183,235 30,196,424 30,196,424 18,267,927 18,267,927 18,009,285 18,009,285 17,261,807 17,261,807 17,415,389 17,415,389 10,874,629 ____________________________________________________________________________________ 40 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Public Safety Sales Tax (Police & Fire) In 1994, Glendale voters passed a citizens’ initiative that increased the local sales tax rate by 0.1% to enhance police and fire personnel and related equipment. In September 2007, Glendale voters passed a separate initiative that increased the local sales tax rate by another 0.4%, bringing the total public safety sales tax rate to 0.5%, effective November 1, 2007. Both taxes specified that two-thirds of the revenue would go to police operations (Police Special Revenue Fund) and one-third to fire operations (Fire Special Revenue Fund). The original tax (0.1%) included all grocery related food sales but the new tax (0.4%) excludes all grocery related food sales. Both taxes specifically prohibit supplanting existing General Fund budgets with the Public Safety Sales Tax revenue. The two funds are presented separately. Prior to FY14-15, all expenditures related to enhanced public safety services, as defined through the previous ballot initiatives, were tracked within specific Police and Fire dedicated sales tax funds. In FY14-15, a new costing methodology was implemented to simplify the annual budget process and ensure accounting for public safety sales tax related expenditures is consistent with the initiative. An annual transfer from the Public Safety Sales Tax (PSST) funds to the general fund now provides direct reimbursement for the cost of the enhanced levels of service as approved by the voter initiatives. The Police and Fire Special Revenue Funds assumes sales tax revenue growth at the same pace as the General Fund sales tax over the five-year forecast period as well as nominal inflation of the cost of expenditures and maintenance of current contractual obligations. ____________________________________________________________________________________ 41 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Sanitation Enterprise Fund This fund supports refuse collection and disposal services to homes and businesses in the city. Over the five-year forecast period, revenues are expected to remain stable with no assumed rate increases. It is important to note that, depending on the timing of capital outlay projects and fund performance, future rate adjustments may be necessary. Fund balance over the forecasted period is projected to decrease from $1.8 million in FY16-17 to a negative $994,854 in FY20-21. Residential and commercial sanitation revenues are projected to grow from $14.3 million, starting in FY16-17, to $14.6 million in FY20-21, an average of .05% per year. The forecast assumes financing capital equipment through capital leases throughout the forecast period increasing the amount of annual debt service. Operating expenditure growth, not including capital outlay and debt service, assumes annual increases of approximately 1.8% throughout the forecast period. Staff will continue to monitor and update the financial operations for potential changes in capital planning or potential rate adjustments. Sanitation Fund - Five-Year Financial Forecast FY15-16 Through FY19-20 with FY15-16 Comparative Date FY15-16 Budget Rev Est FY16-17 FY17-18 Forecast FY18-19 FY19-20 FY20-21 Revenue & Other Financing Sources Commercial Sanitation Revenue Commercial Sanitation Rolloff Residential Sanitation Miscellaneous Bin Service Internal Charges Interest Other Revenue Transfers In Lease Proceeds 3,400,000 600,000 10,630,000 100,000 115,000 7,000 101,000 60,000 - 3,400,000 600,000 10,630,000 100,000 115,000 7,000 101,000 60,000 - 2,417,000 750,000 10,683,150 100,500 115,000 7,000 101,000 125,392 2,712,081 2,429,085 753,750 10,736,566 101,003 115,000 7,035 101,000 136,153 2,577,897 2,441,230 757,519 10,790,249 101,508 115,000 7,070 101,000 145,714 1,603,249 2,453,436 761,307 10,844,200 102,016 115,000 7,105 101,000 148,403 2,100,444 2,465,703 765,114 10,898,421 102,526 115,000 7,141 101,000 150,237 2,168,364 Total Revenue & Other Financing Sources 15,013,000 15,013,000 17,011,123 16,957,489 16,062,539 16,632,911 16,773,506 (3,017,389) (185,000) (1,308,813) (3,236,452) (1,000) (3,296,863) (2,421,754) (3,455,446) - (3,017,389) (185,000) (1,308,813) (3,236,452) (1,000) (3,296,863) (2,421,754) (2,481,582) - (2,982,824) (220,000) (1,295,725) (3,014,181) (1,020) (2,942,800) (2,627,596) (2,712,081) (343,375) (108,484) (3,057,395) (225,500) (1,321,640) (3,074,465) (1,040) (3,001,656) (2,680,148) (2,577,897) (683,496) (197,865) (3,133,829) (231,138) (1,348,072) (3,135,954) (1,061) (3,061,689) (2,733,751) (1,603,249) (913,823) (234,655) (3,212,175) (236,916) (1,375,034) (3,198,673) (1,082) (3,122,923) (2,788,426) (2,100,444) (1,216,311) (282,121) (16,922,717) (15,948,853) (1,909,717) (935,853) 763,037 136,388 (334,683) (901,194) (200,000) (200,000) (200,000) (200,000) (200,000) (200,000) (200,000) (2,109,717) (1,135,853) 563,037 (63,612) (534,683) (1,101,194) (1,685,740) 2,963,190 853,473 2,963,190 1,827,337 1,827,337 2,390,374 2,390,374 2,326,762 2,326,762 1,792,079 1,792,079 690,885 690,885 (994,854) Landfill Expenses & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Debt Service - Principal Debt Service - Interest & Fiscal Agent Fees Total Expenses & Other Financing Uses Total Income (Loss) Contingency Total Income/(Loss) w/ Contingency Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency (3,292,480) (242,839) (1,402,534) (3,262,646) (1,104) (3,185,381) (2,844,194) (2,168,364) (1,539,498) (320,204) (16,248,086) (16,821,101) (16,397,221) (17,534,105) (18,259,245) (1,485,740) ____________________________________________________________________________________ 42 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Landfill Enterprise Fund This fund includes the activities at the Glendale Landfill such as recycling, the materials recovery facility, and potential by-product services. Over the five-year forecast period, revenues are expected to remain stable with no assumed rate increases. It is important to note that, depending on the timing of capital outlay projects and fund performance, future rate adjustments may be necessary. Of the $10.9 million in FY16-17 annual budgeted revenue (excluding bond proceeds), approximately $1.6 million is generated from the sale of recyclables. Large capital improvement projects in the later years of the plan include closure of the south quadrant of the landfill and major soil excavation. Declining fund balances due to these major projects indicates future bond sales may be necessary. Staff will continue to monitor the performance of the fund for future financing options. Landfill Fund - Five-Year Financial Forecast FY16-17 Through FY20-21 with FY15-16 Comparative Date FY15-16 Budget Rev Est FY16-17 FY17-18 Forecast FY18-19 FY19-20 FY20-21 Revenue & Other Financing Sources Recycling Sales Tipping Fees Staff & Adm Chargebacks Internal Charges Interest Other Revenue Transfers In Bond Proceeds Total Revenue & Other Financing Sources 2,688,000 4,948,590 431,000 2,570,000 45,000 113,700 315,000 - 1,550,000 5,427,000 431,000 2,722,000 45,000 215,000 315,000 - 1,565,500 5,481,270 431,000 2,550,000 45,450 215,000 658,308 15,000,000 1,965,000 5,536,083 431,000 2,575,500 45,905 215,000 714,806 - 1,984,650 5,591,444 431,000 2,601,255 46,364 215,000 764,996 - 2,004,497 5,647,358 431,000 2,627,268 46,828 215,000 779,117 - 2,024,542 5,703,832 431,000 2,653,541 47,296 215,000 788,743 - 11,111,290 10,705,000 25,946,528 11,483,294 11,634,709 11,751,068 11,863,954 (2,313,413) (50,000) (852,912) (4,312,934) (335,000) (546,025) (1,168,629) (11,138,288) -- (2,313,413) (50,000) (852,912) (3,088,934) (335,000) (546,025) (1,168,629) (6,682,973) -- (2,371,248) (50,000) (921,145) (3,150,713) (341,700) (556,946) (1,382,278) (18,252,216) - (2,430,530) (50,000) (985,625) (3,213,727) (348,534) (568,084) (1,409,923) (6,205,961) (407,768) (900,000) (2,430,530) (50,000) (1,025,050) (3,278,001) (355,505) (579,446) (1,438,122) (124,947) (432,234) (875,534) (2,491,293) (50,000) (1,066,052) (3,343,562) (362,615) (591,035) (1,466,884) (772,416) (458,168) (849,600) (2,553,575) (50,000) (1,108,694) (3,410,433) (369,867) (602,856) (1,496,222) (787,864) (485,658) (822,110) (20,717,201) (15,037,886) (27,026,245) (16,520,152) (10,589,369) (11,451,625) (11,687,279) (9,605,911) (4,332,886) (1,079,717) (5,036,858) 1,045,341 299,443 176,675 (600,000) (388,783) (500,000) (500,000) (500,000) (500,000) (500,000) (10,205,911) (4,721,669) (1,579,717) (5,536,858) 545,341 (200,557) (323,325) 12,034,211 1,828,300 12,034,211 7,312,542 7,312,542 5,732,825 5,732,825 195,967 195,967 741,308 741,308 540,751 540,751 217,426 Expenses & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Debt Service - Principal Debt Service - Interest & Fiscal Agent Fees Total Expenses & Other Financing Uses Total Income (Loss) Contingency Total Income/(Loss) w/ Contingency Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency Water & Sewer Enterprise Fund The FY16-17 beginning fund balance of $84.4 million will be used to fund extensive capital projects over the next four fiscal years. For example, improvements at the Arrowhead Reclamation Facility ($31 million), water line replacements/extensions ($25 million) and sewer line replacements ($19.7 million) are major capital improvements occurring between FY16-17 and FY20-21 that are being funded through pay-as-you-go financing. ____________________________________________________________________________________ 43 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Five-Year Financial Forecast ____________________________________________________________________________________  Total water and sewer revenues, totaling $80.2 million in FY16-17, are expected to grow by 1% throughout the forecast period due to growth in accounts. A rate study is currently being planned for FY16-17 to ensure both capital and operating needs can be funded though user fees. The operating budget averages $50.6 million over the five-year forecast period. In addition, the debt service budget averages $23.5 million per year. Water & Sewer Funds - Five-Year Financial Forecast FY16-17 Through FY20-21 with FY15-16 Comparative Date FY15-16 FY16-17 FY17-18 Forecast FY18-19 Budget Rev Est FY19-20 FY20-21 46,257,498 33,119,413 595,000 82,000 200,200 945,376 225,000 45,728,498 32,419,413 595,000 82,000 200,200 945,376 225,000 45,957,140 32,581,510 600,000 82,000 421,993 614,590 229,388 46,186,926 32,744,418 600,000 82,000 345,324 614,590 449,025 46,417,861 32,908,140 600,000 82,000 255,804 614,590 481,905 46,649,950 33,072,680 600,000 82,000 164,677 614,590 489,218 46,883,200 33,238,044 600,000 82,000 52,487 614,590 492,623 81,424,487 80,195,487 80,257,233 80,573,258 80,878,395 81,183,897 81,470,320 (12,826,852) (314,100) (4,804,347) (21,571,901) (4,027,100) (826,745) (6,299,468) (28,922,685) (20,158,683) (11,626,400) (314,100) (4,223,662) (18,111,955) (4,277,447) (821,345) (6,254,754) (18,922,685) (20,158,683) (11,917,060) (314,100) (4,561,555) (18,474,194) (4,362,996) (837,772) (7,396,094) (25,601,275) (20,125,983) (12,214,987) (314,100) (4,789,633) (18,843,678) (4,450,256) (854,527) (7,544,016) (24,825,735) (22,640,233) (12,520,362) (314,100) (5,029,115) (19,220,552) (4,539,261) (871,618) (7,694,896) (21,466,210) (25,447,783) (12,833,371) (314,100) (5,280,571) (19,604,963) (4,630,046) (889,050) (7,848,794) (25,140,580) (25,080,483) (13,154,205) (314,100) (5,544,600) (19,997,062) (4,722,647) (906,831) (8,005,770) (25,450,000) (24,408,733) Total Expenses & Other Financing Uses (99,751,881) (84,711,031) (93,591,029) (96,477,165) (97,103,897) (101,621,958) (102,503,948) Total Income (Loss) (18,327,394) (4,515,544) (13,333,796) (15,903,907) (16,225,502) (20,438,061) (21,033,627) (8,637,424) (2,637,424) (2,000,000) (2,000,000) (2,000,000) (2,000,000) (2,000,000) (26,964,818) (7,152,968) (15,333,796) (17,903,907) (18,225,502) (22,438,061) (23,033,627) 91,551,535 64,586,717 91,551,535 84,398,567 84,398,567 69,064,771 69,064,771 51,160,864 51,160,864 32,935,362 32,935,362 10,497,301 10,497,301 (12,536,326) Revenue & Other Financing Sources Water Revenue Sewer Revenue Development Permits/Fees/Impact Staff & Adm Chargebacks Interest Other Revenue (effluent sales) Transfers In Total Revenue & Other Financing Sources Expenses & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Debt Service Contingency Total Income/(Loss) w/ Contingency Beginning Fund Balance - With Contingency Ending Fund Balance - With Contingency Conclusion Long-range forecasting and modeling are powerful management and decision-making tools. A key objective in long-range forecasting is to estimate the long-term impacts of past and present decisions. The current Five-Year Financial Forecast highlights the need to exercise fiscal discretion and restraint, examine carefully any projects that entail ongoing expenses, practice prudent fiscal management, and remain conservative in our financial and strategic planning. ____________________________________________________________________________________ 44 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ FINANCIAL POLICIES A key component of the FY16-17 budget is the adoption of the Council’s financial policies. This budget document includes the Council’s amended financial policies to be considered for approval as part of the in the FY16-17 budget adoption process. Council’s financial policies serve as the foundation for establishing a strong, sustainable financial plan. The policies provide broad policy guidance related to Fiscal Planning and Budgeting, Cash and Budget Appropriation Transfers, Expenditure Control, Capital Asset and Debt Management, and Fund Reserves and Structure. These five key financial policy areas are discussed on the following pages. For the purpose of these policies, a department is defined as a separate departmental unit presented in the City’s most recent organizational chart. A fund is defined as a balanced set of accounts which appears as a column for reporting purposes in either the “Basic Financial Statements” or the “Combining Financial Statements” section of the City’s Comprehensive Annual Financial Report (CAFR). Fiscal Planning and Budgeting Fiscal planning is the process of identifying resources and allocating them among numerous and complex competing purposes. The primary vehicle for this planning is the preparation, monitoring and analysis of the budget. It is essential to incorporate a long‐ term perspective and to monitor the performance of the programs that are competing to receive funding. The City Manager will submit to the Council a proposed annual budget, based on Council’s established goals, and will execute the budget as finally adopted, pursuant to Title 42, Chapter 17, Article 3, Section 17105 of the Arizona Revised Statutes, as amended. 1. Revenue and expenditure forecasts will be prepared annually and will include a Five-Year Forecast for each major operating fund (General Fund, Enterprise Funds, and certain Special Revenue Funds). These Five-Year Forecasts will be prepared at the beginning of the operating budget process and 1) provide a long-term view of current year budget decisions affecting the City and 2) provide an estimate of the fund balance and sensitivity to revenue and expenditures changes over the forecast period. ____________________________________________________________________________________ 45 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ a. The budget will be balanced, by fund, when all projected ongoing revenue sources do not exceed all ongoing expenses proposed for the current FY and for the upcoming FY. Use of the unassigned fund balance will occur only as authorized by Council and to address one‐time costs, not ongoing costs or planned utilization of fund balance. b. Revenues will not be dedicated for specific purposes unless approved by Council or required by law. All non‐restricted revenues will be deposited in the General Fund and appropriated through the annual budget process. 2. To ensure ongoing General Fund stability, the primary property tax levy will be set each year at the maximum allowable amount. 3. Any proposed new service or program initiative will be developed to reflect current Council policy directives and shall be considered in the context of balancing ongoing anticipated revenues against ongoing anticipated expenses. Proposals will follow all related Council Financial Policies. 4. To ensure compliance with existing policy, all grant programs and any programs supplemented by outside funding will include a sunset provision consistent with the projected end of funding. Personnel paid with these funds will be considered temporary with no certainty of continued employment beyond the life of the funding unless otherwise approved by Council. Equipment and technology purchases with these kinds of funds are subject to the policies for the replacement funds. 5. The City Manager’s recommended budget presented to Council will contain, at a minimum, the following elements: a. Revenue projections by major category, by fund; b. Expenditure projections by program levels and major expenditure category, by fund, including support provided to or received from other funds; c. Debt service principal and interest amounts; d. Proposed inter-fund transfers; e. Projected fund balance by fund; f. Proposed personnel staffing levels; g. Detailed schedule of capital projects; h. Any additional information, data, or analysis requested by Council. 6. The operating budget will be based on the principle that current ongoing operating expenditures, including debt service and support for other funds, will be funded with current ongoing revenues. The enterprise funds (water/sewer, sanitation and landfill) and the transportation sales tax fund will pay the indirect cost charges for services provided by other funds. Additional funds may be added upon Council approval. ____________________________________________________________________________________ 46 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ 7. The budget will not use one‐time (non‐recurring) sources to fund continuing (recurring) expenditures. 8. Addition of personnel will be requested only to meet existing program initiatives and policy directives after service needs have been thoroughly examined and only if increased net ongoing revenue is substantiated. 9. The Budget and Finance Department and Human Resources Department will work together to manage position control. The number of full‐time and regular part‐time employees on the payroll will not exceed the total number of full‐time equivalent positions that Council authorizes and adopts with the annual budget. 10. Benefits and compensation will be administered in accordance with Council policy direction. a. Total compensation will be evaluated periodically for competitiveness. b. A cost containment strategy means total costs for health insurance premiums will be shared between the employer, employees and retirees. Total premiums will be evaluated on an annual basis to ensure they are reasonable, competitive and expected to address anticipated claims plus the maintenance of an adequate reserve for the Employee Benefits Fund. Funding will be based on an annual actuarial report and its 75% confidence funding level recommendation. c. A policy will be developed regarding the continuation of retiree health insurance after the completion of a comprehensive evaluation of the impact of GASB 67 and the presentation of results to Council. 11. Ideas for improving the efficiency and effectiveness of the city's programs and the productivity of its employees will be considered during the budget process. 12. Carryover of unspent appropriation from one fiscal year to the next is not automatic. The Budget and Finance Department staff will evaluate carryover requests and make recommendations to the City Manager. Recommended requests will be included in the City Manager’s budget presented to Council. 13. Salary savings will be retained to the greatest extent possible to build fund balance. Salary savings may be used for expenses upon the City Manager or their designee’s, approval if within the same fund/department. Salary savings may be used for expenses between funds/departments upon Council approval within the last three months of the fiscal year. 14. Total fund appropriation changes must be approved by the Council. These changes must also comply with the city's Alternative Expenditure Limitation in accordance with Article IX, Section 20, Constitution of Arizona and A.R.S. § 41‐563 where final budget adoption sets the maximum allowable appropriation for the upcoming fiscal year. ____________________________________________________________________________________ 47 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ 15. The replacement of General Fund capital equipment and related support for technology, vehicles and telephonic equipment [except cell phones] will be accomplished through the use of a “rental rate structure” that is revised annually as part of the annual budget process. a. Any equipment purchased with grant funding will be considered for ongoing replacement and ongoing replacement premium funding only if specifically authorized by the City Manager and noted in the budget submittal. b. The ongoing replacement costs for new technology and new vehicle purchases will be incorporated into the upcoming fiscal year’s rental rate structure regardless of whether they are initially purchased through a lease or pay‐as‐you‐go funding. c. Replacements will be based on equipment lifecycle analyses by the Public Works Department for City vehicles, or the Budget and Finance Department for technology and telephonic systems. 16. The City Council supports economic development objectives that support the creation and retention of quality jobs (25% greater than the median average wage in Maricopa County), add revenue, and enhance the quality of life in Glendale. City Council will consider incentives when the circumstances of the economic development opportunity warrant them necessary and appropriate for the opportunity and in the best interest of the City. Cash and Budget Appropriation Transfers 1. Purpose & Restrictions The following policy is established to implement an effective and efficient process by which the adopted City budget may be amended. Throughout the course of the fiscal year, amendments to the budget are necessary to address new issues, increased prices, changes in scope of existing projects, and unforeseen issues affecting City operations. This policy applies to all cash and budget appropriation transfers initiated by the Mayor and City Council, the City Manager's Office, and/or departments. The City's Budget and Finance Department will process budget amendments in the financial management system, following appropriate authorization by the Mayor and City Council, the City Manager, and a Department Director. For non-departmental operations, it may be necessary to transfer certain unanticipated amounts during the course of a fiscal year for unforeseen expenditures. These contingency appropriation transfers are not specific to any particular department and are established each fiscal year to cover unforeseen operation expenses, revenue shortages, or capital project acceleration as approved by Council. These funds can only be directed by Council during the fiscal year. Similar to contingency, the Council approves appropriations for Miscellaneous Grants which are not specific to any particular department and are established to cover ____________________________________________________________________________________ 48 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ unanticipated grants received during the fiscal year. The policy covering these types of transfers is covered in the Contingency & Miscellaneous Grant Appropriation Transfers section below. Article VI, Section 11 of the City Charter establishes the legal restriction for budget appropriation transfers and reads as follows: The city manager may at any time transfer any unencumbered appropriation balance or portion thereof between general classifications of expenditures within an office, department or agency. At the request of the city manager and within the last three months of the fiscal year, the council may by ordinance transfer any unencumbered appropriation balance or portion thereof from one office, department or agency to another. 2. Policy Based on the purpose and restrictions surrounding cash and budget transfers, the following policy sets forth the restrictions surrounding cash and budgetary appropriation transfers. a. Cash Transfers - Cash transfers between funds can only be authorized by Council in the last three months of the fiscal year. b. Cash & Appropriation Transfers Between Funds - Cash and associated budget appropriation transfers between funds can only be authorized by Council in the last three months of the fiscal year. c. Appropriation Transfers i. Between Funds- Budget appropriation transfers between funds can only be authorized by Council approval in the last three months of the fiscal year. ii. Between Departments- Budget appropriation transfers between departments can only be authorized by Council approval in the last three months of the fiscal year. iii. Within the Same Fund, Within the Same Department- Budget appropriation transfers within the same fund and within the same department can be authorized by City Manager approval throughout the fiscal year. iv. Between Capital/Improvement Projects (1) Between Departments - Capital improvement project budget appropriation transfers for projects managed between departments can be only authorized by Council approval in the last three months of the fiscal year. (2) Within Departments - Capital improvement project budget appropriation transfers within the same department, and the same fund, can be authorized by City Manager approval throughout the fiscal year. ____________________________________________________________________________________ 49 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ d. Restricted Fund Transfers - Cash and/or appropriation transfers into, and out of, restricted funds can only be authorized by Council approval. Only transfers within the intent of the restricted funds will be approved by Council. For restricted fund transfers, the Council shall be provided with i. justification that such transfers are consistent with restricted fund purposes, ii. assurance that the transfer has been legally reviewed by the City Attorney, and iii. assurance that the transfer meets the restrictions set out in this transfer policy. e. Contingency & Miscellaneous Grant Appropriation Transfers- These types of transfers are not specific to any particular department: i. Contingency- Contingency budget appropriation transfers can be authorized by Council throughout the fiscal year. ii. Miscellaneous Grants- Miscellaneous Grant appropriation transfers can be authorized by the City Manager throughout the fiscal year. f. Approval of Expenditures in Excess of Budget Appropriations - There may be emergency situations where a transfer is required before it is possible to obtain formal Council approval. In such cases, the Budget and Finance Department will advise the City Manager of the emergency condition and request approval. Upon approval, the Budget and Finance Department will seek Council ratification at the first possible Council meeting. Cash and/or Appropriation Transfers Between Funds •Authorization Level - Council Appropriation Transfers Between Funds/Same and/or •Authorization Level - Council Different Departments Appropriation Transfers Between Capital Improvement •Authorization Level - Council Projects/Different Departments Contingency Appropriation •Authorization Level - Council Appropriation Transfers Between Same Fund/Same Department •Authorization Level - City Manager Miscellaneous Grants •Authorization Level - City Manager Appropriation Transfers Between Capital Improvement •Authorization Level - City Manager Projects/Same Department ____________________________________________________________________________________ 50 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ EXPENDITURE CONTROL Management will ensure compliance with the City Council adopted budget. 1. Expenditures will be controlled by an annual appropriated budget. Council will establish appropriations through the budget process. Council may transfer these appropriations as necessary through the budget amendment process as previously described. 2. The purchasing system will provide commodities and services in a timely manner to avoid interruptions in the delivery of services. All purchases will be made in accordance with the procurement code, purchasing policies, guidelines and procedures and applicable state and federal laws. The city may join various cooperative purchasing agreements to obtain supplies, equipment and services at the best value. 3. A system of internal controls and procedures using best practices will be maintained for the procurement and payment processes. 4. The State of Arizona sets a limit on the expenditures of local jurisdictions. Compliance with these expenditure limitations is required. The city will submit an audited expenditure limitation report as defined by the Uniform Expenditure Reporting System (A.R.S. Section 41‐1279.07) along with audited financial statements to the State Auditor General within the required timeframe. CAPITAL ASSET AND DEBT MANAGEMENT Long term debt is used to finance capital projects with long useful lives. Financing capital projects with debt provides for an “intergenerational equity” because the actual users of the capital asset pay for its cost over time, rather than one group of users paying in advance for the costs of the asset. The city will not give or loan its credit in aid of, nor make any donation, grant, or payment of any public funds, by subsidy or otherwise, to any individual, association, or corporation, except where there is a clearly identified public purpose and the city either receives direct ____________________________________________________________________________________ 51 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ consideration substantially equal to its expenditure or provides direct assistance to those in need. Long-term debt will not be used to fund current operations or smaller projects that can be financed from current revenues or resources. 1. A 10-year Capital Improvement Plan (CIP) will be updated annually as part of the budget process. It will include projected life cycle costing. Only the first year of the plan will be appropriated. The remainder will be projections to be addressed in subsequent years. a. Life cycle costing is a method of calculating the total cost of a physical asset throughout its life. It is concerned with all costs of ownership and takes into account all of the costs incurred by an asset from its acquisition to its disposal, including design, installation, operating, and maintenance costs. 2. The 10-year CIP will address capital needs in the following order: a. to improve existing assets; b. to replace existing assets; c. to construct new assets. 3. All projects will be evaluated annually by a multi-departmental team regarding a. accuracy of the projected costs; b. consistency with the General Plan and Council policy goals; c. long-range master plans; d. ability to finance initial capital costs; e. ability to finance life cycle costs; f. ability to cover the associated additional ongoing operating costs. 4. All projects funded with general obligation bonds will be undertaken only with voter approval as required through a bond election. a. General Obligation debt is supported by secondary property tax revenues. The secondary property tax revenues assessed are based upon the ability to finance the City’s debt service obligations and the rate is dependent upon the revenue requirements and the assessed valuation of taxable property. At a minimum, the general obligation debt service fund balance will be at least 10% of the next fiscal year's property tax supported debt service. 5. Non-voter approved debt supported by General Fund revenues such as Municipal Property Corporation (MPC) bonds, excise tax bonds, and lease obligations will be used only when a dedicated ongoing revenue source is identified to pay the associated debt service obligations. This type of debt service will not exceed 10% of the 5-year average of the General Fund’s operating revenue available to support the debt service obligations. ____________________________________________________________________________________ 52 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ a. For FY16-17, debt service is 13% of the General Fund operating revenue as defined above. 6. For non-voter approved debt, the following considerations will be made prior to the pledging of projected revenues for the ongoing payment of associated ongoing debt service obligations: a. The project requires ongoing revenue not available from other sources. b. Matching monies are available that may be lost if not applied for in a timely manner. c. Catastrophic conditions. 7. Short-term borrowing or lease/purchase contracts should be considered for financing major operating capital equipment only when: a. The repayment term does not exceed the expected useful life of the equipment to be purchased; b. An ongoing revenue source is identified to pay the annual debt service; and c. The Budget and Finance Director, along with the city's financial advisors, determine that this is in the city's best financial interest. 8. These policies are in addition to the policies incorporated in the Debt Management Plan. FUND RESERVES AND STRUCTURE Fund balance is an important indicator of the City’s financial position. Adequate fund balances are maintained to allow the City to continue to providing services to the community in case of economic downturns and/or unexpected emergencies or requirements. To ensure the continuance of sound financial management of public resources, committed, assigned, or unassigned General Fund, fund balance will be maintained to provide resources to address emergencies, sudden loss of revenue, or unexpected downturns in the economy. Use of fund balances will be limited to address unanticipated, non-recurring needs and planned future onetime or non-recurring obligations. Unassigned balances may, however, be used to allow time to restructure operations and must be approved by the City Council. 1. The minimum fund balance in the General Fund, which is defined as the total of the unassigned amount plus the assigned amount less the amount assigned for the equipment replacement, shall total 25% of the total annual ongoing revenues. a. Inclusive in the 25% General Fund unassigned fund balance, a Budget Stabilization Reserve will be maintained at 10% of the General Fund operating revenues to be used in the event of unexpected revenue shortfalls if needed, and to be adjusted at year end. b. Inclusive in the 25% General Fund unassigned fund balance, an Operating Reserve (established in FY14-15) for amounts over the General Fund Budget Stabilization Reserve and which will increase incrementally each year until it reaches at least 15% of the General Fund operating revenues by FY19-20, which is the ensuing five fiscal years. ____________________________________________________________________________________ 53 ANNUAL BUDGET FINANCIAL GUIDELINES Fiscal Year 2016-2017 Financial Policies ____________________________________________________________________________________ Any usage of this reserve must be approved by the majority of the City Council, and the City shall strive to replenish the Operating Reserve the following fiscal year. Examples of potential usage would be to provide funding to deal with fluctuations in fiscal cycles and Council approved operating requirements. 2. For the Water and Sewer Enterprise Fund, working capital will be maintained at a minimum of 50% of operating revenues. 3. For the Solid Waste Enterprise Fund, working capital will be maintained at 10% of operating revenues. 4. For the Landfill Enterprise Fund, working capital will be maintained at 15% of operating revenues. 5. For the other major governmental operating funds, the total minimum unassigned fund balance shall be as follows. a. PSST 5% of operating revenue b. HURF 15% of operating revenue c. Others: 10% of operating revenue 6. If a situation arises where fund balance at the end of the current fiscal year is less than the Council approved fund balance level, the deficiency should be replenished in the coming fiscal years, not to exceed a total of five consecutive years. 7. The City Manager may establish additional assigned fund balance reserves for certain anticipated obligations or other purposes. 8. Any balance in excess of the fund balance reserves may be used to support one-time expenditures. Council approval is required to use these funds to supplement "pay as you go” capital outlay, one-time operating expenditures, or to prepay existing debt. 9. The fund balance for the various Trust Funds will be based on annual actuarial reports and the target funding level must be at the 75% confidence funding level. 10. Separate fund balance operating reserves may be required by bond issuance documents for those funds with outstanding bonded debt. These requirements will not be viewed as additional fund balance needs unless they are greater than those established by these goals. ____________________________________________________________________________________ 54 Budget Summaries Fiscal Year 2016-2017 Annual Budget Book Budget Summaries ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ BUDGET SUMMARY The annual budget for the City of Glendale is divided into four major components that include all appropriations for the city and are explained below. The total budget, including all four components, is $693 million for Fiscal Year 2016-2017 (FY16-17). This represents a 9% increase over the prior year total budget of $632 million. The increase is mainly attributed to the Capital Plan spending carryover appropriation from the prior year.     The operating budget finances the day-to-day provision of city services and totals $391 million. The capital improvement budget funds the construction of city facilities, such as police/fire stations, libraries, roads, public amenities and other infrastructure throughout the city. This year the capital improvement budget totals $194.4 million. The debt service budget is used to repay money borrowed by the city, primarily for capital improvements, and totals to $74.8 million. The final component of the budget is the contingency appropriation at $32.8 million. This appropriation is made up of fund reserves and is available to cover emergency expenses, revenue shortages or capital project acceleration which may arise during the fiscal year. As the pie chart below illustrates, the operating (56%) and capital (28%) appropriations are the largest components of the FY16-17 budget and account for 84% of the total appropriations. Both are discussed on the following pages. FY16-17 Total Appropriations Operations 56% Capital 28% Contingency 7% Debt Service 11% Total $693 million ____________________________________________________________________________________ 55 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ The following chart outlines the financial plan for FY16-17. The city’s total sources are estimated at $657.9 million and total uses are projected at $813.2 million (including inter-fund transfers). A summary of the city’s major revenues and expenditures, including other financing sources and uses, provides an overview of the total resources budgeted by the organization. This summary is located in the Schedules section of this book and is titled Schedule One. As shown in the table below, fund balance drawdowns are planned for most of the capital intense funds. This is a result of large project carryover in the Special Revenue Fund (Transportation), Capital Projects Fund (Streets and Transportation), Enterprise Funds (Water and Sewer, Landfill and Sanitation). The Internal Service Funds also have planned reductions for one-time projects. Financial Plan Summary Fund Type General Special Revenue Debt Service Capital Projects Enterprise Internal Svcs/Other* Total Estimated Balance 7/1/2016 43.8 66.9 6.9 27.1 112.3 21.2 278.2 Total Sources 237.2 113.7 53.7 49.7 153.4 50.2 657.9 Total Uses 239.2 144.0 54.7 76.8 237.8 60.8 813.2 Estimated Balance 6/30/2017 41.9 36.5 5.9 0 27.9 10.6 122.9 *Other i ncl udes Perma nent Funds Operating Budget The development of Glendale’s FY16-17 budget was an open process designed to reflect the needs and desires of the community. Throughout the year, the Mayor, Council and city staff obtained input from the community through neighborhood meetings, citizen boards and commissions, and other contacts with individuals and groups. In addition, citizen feedback about the proposed FY16-17 budget was sought at the public hearing on June 14, 2016. In December 2015, staff presented the city’s Five-Year Financial Forecast. The forecast allows various budget scenarios to be tested for their effect on the city’s financial condition on a longrange basis. At the same time, the city’s CIP Management Team began the process of updating the Ten-Year Capital Improvement Plan. ____________________________________________________________________________________ 56 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ Budget Process Staff Prepares 5-Year Financial Forecast Council Adopts Final Budget Present Draft Budget Departments Develop Base Budget Develop and Balance CIP In December 2015, the Budget and Finance Department kicked off the budget process for FY1617. This meeting provided an assessment of current economic trends, the revenue outlook for the upcoming fiscal year and the city manager’s direction for the development of a balanced budget. The principal issues addressed in the FY16-17 budget were fiscal sustainability and maintaining adequate fund balances/reserves. This meant a hold-the-line approach was taken with the department operating budgets. The overall goal of the FY16-17 budget was to improve service delivery by leveraging technology, retaining dedicated staff, and continuing to improve the City’s financial stability. Following multiple years of recession, this is the second consecutive year that a budget surplus was projected. This meant that ongoing revenues were sufficient (and projected forward) to cover ongoing expenditures. This was accomplished through a series of past budget reductions and also Council’s decision to continue the temporary sales tax increase scheduled to sunset in FY16-17. With the General Fund forecast being cautiously optimistic, a series of financial options were presented to the Council for consideration. After numerous budget workshops, a balanced and fiscally conservative budget was drafted and presented to the Council. ____________________________________________________________________________________ 57 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ The Council reviewed the city manager’s proposed balanced Operating Budget by Type budget at the workshop sessions held in April and May 2016 and General discussed the pertinent issues 52% surrounding the upcoming fiscal year operating, capital and debt service budgets. The draft budget, as revised by Council, became the tentative FY16-17 budget. It was Special published and made available for Revenue Internal further public review prior to the 11% Service public hearing and formal Enterprise 14% adoption of the final budget on 24% June 14, 2016. See the Budget Calendar for more details about the timing of various steps in the budget development and adoption process. Capital Improvement Plan Budget The city annually updates the Ten-Year Capital Improvement Plan (CIP). The total plan for FY 2017-2026 totals $986.8 million. The first year of the plan is the only year appropriated by Council. For FY16-17, $194.4 million in capital investments is planned. This includes $72.1 million in prior year unspent carryover funds. A summary of funding by type is illustrated in the graph below. The remaining nine years are for planning purposes and funding is not guaranteed to occur in the year planned. The final decision to fund a project is made by the Council. Projects include renovations to city buildings, street improvements including pavement preservation, police/fire department communications enhancements and upgrades to water treatment and wastewater collection facilities. The CIP Management Team includes staff from the Public Works, Water Services and Budget and Finance Departments. This team reviewed all CIP projects for their construction costs and their projected impact on the operating budget. Projects with high operating costs are analyzed along with the Five-Year Forecast and may be deferred to ensure the city can absorb the operating impacts once the facility opens. Capital Projects by Funding Type Streets/Transportation 18% Grants 11% Water/Sewer 47% Landfill 4% Other 7% Total CIP $194.4 million Development Impact Fees 2% Bond Funds 11% ____________________________________________________________________________________ 58 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ Refer to the Capital Improvement Plan section for more detailed information regarding the projects included in these categories, as well as the funding sources available for each. Amending the Budget Once the Council adopts the annual budget, total expenditures cannot exceed the final appropriation of $693 million for FY16-17. However, with Council’s formal approval, the city can adjust the total appropriations within the funds provided that the budget does not exceed final appropriation for the fiscal year. This means that if one fund’s total appropriation is increased, appropriations from another fund or funds must be reduced by an equal amount. Council could also choose to amend the budget to a figure lower than the final appropriation for the fiscal year. Throughout the course of the fiscal year, amendments to the budget are necessary to address new issues, increased prices, changes in scope of existing projects, and unforeseen issues affecting City operations. All budget transfers follow the City’s budget transfer policy. During the last three months of the fiscal year, Council may approve the transfer of unencumbered appropriation among funds and departments. The Budget and Finance Department processes all budget amendments in the financial management system, following appropriate authorization by the Mayor and Council, the City Manager or designee. Fund Descriptions The city of Glendale uses fund accounting to track revenues and expenditures. Some funds, such as the Streets Fund, are required by state legislation. Other funds were adopted by the city to track and document revenues and expenditures related to specific operations. The city has seven main categories of funds: general, special revenue, debt service, permanent, capital projects, enterprise and internal service. These categories are used to track the activity of 128 separate funds. For example, enterprise funds are expected to be selfsupporting through revenue for the services provided. For these funds, the city charges a fee for a specific service, such as sanitation collection, just like any other business would do. A brief description of some of the more significant funds within each fund category is provided on the pages that follow. ____________________________________________________________________________________ 59 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ General Fund Group General (Fund 1000): The General Fund includes all sources of revenue the city receives that are not designated for a specific purpose. General Fund revenue may be used by the Council for any legal public purpose. Vehicle (Fund 1120): This replacement fund was designed to allow the city to accumulate the money needed to replace at regular intervals the city’s fleet of cars, trucks and other rolling stock. In prior years, the departments would pay annually into the fund based on the amount of equipment in its inventory, the expected life span of the equipment in use and any residual value of the equipment. For FY16-17, a one-time transfer in from the General Fund of $1.5 million will be needed to address the replacement of much needed large equipment for public safety. Additional equipment will be purchased according to the established replacement schedule and fund balance will be utilized to make such purchases. The city will review this fund annually to determine adequate funding for future years. Special Revenue Fund Group Arts Commission (Fund 1220): Assigned to the Special Revenue fund group in FY16-17. One percent (1%) of eligible construction projects funds included in the city’s Capital Improvement Program are deposited into the municipal arts fund. The funds are used to administer the city’s public art and performing arts program. Expenditures from the fund are recommended by the Glendale Arts Commission through its annual art projects plan and are subject to approval by the Council. Court (Fund 1240): The Court Fund revenue is derived 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. The security surcharge revenue must be used for security services and facility improvements at the City Court. The time payment fee revenue may be used for activities or costs associated with collecting fines. These revenues and any associated expenditures are tracked in this fund. HURF/Streets (Fund 1340): This fund is used to track Highway User Revenue Fund (HURF) monies that the State of Arizona distributes to cities, towns and counties. This revenue source is commonly referred to as the gasoline tax although there are several additional transportation-related fees that comprise this revenue, including a portion of vehicle license taxes. Overall, much of this revenue source is based on the volume of fuel sold rather than the price of fuel. There is a state constitutional restriction on the use of HURF revenues; they must be used solely for street and highway purposes such as maintenance, repair, reconstruction and roadside development. In Glendale, the fund supports street cleaning and maintenance, traffic signs and signals, street lighting and other street-related activities. ____________________________________________________________________________________ 60 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ Transportation Sales Tax (Fund 1660): The Transportation Sales Tax Fund supports transportation services in Glendale. The fund is primarily supported by designated sales tax revenue received from Proposition 402 (0.5%). In 2001 Glendale voters approved a one-half cent adjustment to the city sales tax rate to fund a comprehensive package of transportation projects including expansion of public transit service, intersection improvements to reduce congestion and other street-related services. One hundred percent of the revenues and operating expenditures are accounted for in this fund. A separate Transportation Construction Fund exists to track transportation related capital expenditures that are paid for by the designated sales tax. Typically, the city will issue revenue bonds to fund transportation capital projects and deposit the bond proceeds into the Transportation Construction Fund. Debt service payments are then funded with the revenues collected in the Transportation Sales Tax Fund. Each year the Transportation Sales Tax Fund transfers cash into the Transportation Debt Service Fund to cover debt payments on bonds backed by the transportation sales tax revenue. Transfers also can be made from the Transportation Sales Tax Fund to the Transportation Construction Fund to fund capital project construction on a cash basis. Police (Fund 1700) and Fire Special Revenue (Fund 1720): In 1994, Glendale voters passed a citizens’ initiative that increased the local sales tax by 0.1% to add police and fire personnel and related equipment. In September 2007, Glendale voters passed a separate initiative that increased the local sales tax by another 0.4%, bringing the total public safety tax rate to 0.5%, effective November 1, 2007. Both taxes specified that two-thirds of the revenue would go to police operations and one-third to fire operations. Starting in FY14-15 all expenses related to “enhanced” public safety services, as defined through the previous ballot initiatives, will be tracked within the Public Safety (Fire and Police) General Fund operating budgets. A new costing methodology was developed to simplify the annual budget process and accounting for public safety sales tax related expenditures. The basis for the new costing was developed by establishing a baseline service level per capita calculation at the time of the original initiatives (1994 and 2007) and then updating that calculation for today’s service level and identifying the “enhanced services” per capita and applying a standard cost to those services. An annual transfer from the Public Safety Sales Tax (PSST) funds to the general fund will provide direct reimbursement for the enhanced levels of service costs. This new methodology was developed as a result of an internal audit. Public Safety Training Center (Fund 2530): All revenues and expenditures associated with the Glendale Regional Public Safety Training Center are tracked in this fund. The facility was built with capital contributions from the City of Glendale (74.8%), Maricopa County Community College District (8.2%), City of Surprise (6.6%), City of Peoria (6.5%), City of Avondale (3.9%) and the federal government. The training center provides fire and police departments with the tools required to train new firefighters and conduct continuing education and training for fire and police personnel. Facility management operating costs are shared proportionately with the police and fire partners based upon the initial capital contribution. In addition, direct operating ____________________________________________________________________________________ 61 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ costs incurred at the facility by the Glendale Police and Fire Departments are shared with the partners of those respective disciplines/departments. Airport Operating (Fund 1760): This fund was established to track the operating revenues and expenses of the Glendale Municipal Airport. The long-range goal for the airport is to become a self-sustaining operation, at which time the Airport Fund will become an enterprise fund. The airport has already attracted more commercial business traffic with the development of Westgate, the Gila River Arena, University of Phoenix Stadium and Camelback Ranch (spring training baseball facility). The Airport Fund is projected to receive a General Fund transfer of $135,105 to augment projected revenue collections of $545,779 in FY16-17. Grant Funds: The city created a number of individual funds 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. Separate funds are used to track revenues received from the federal government and any associated expenditures with the HOME Grant (Fund 1300), Neighborhood Stabilization Program (Fund 1310), Neighborhood Stabilization Program III (Fund 1311), Community Development Block Grant (Fund 1320) and Emergency Shelter Grant (Fund 1830). The Community Action Program (Fund 1820) tracks grant funds received from Maricopa County. A Transportation Grant (Fund 1650) fund is used to track grant activity for projects covered by the Glendale Onboard transportation program and a fund titled Airport Capital Grants (Fund 2120) is used for any grant related project involving the city airport. Most other grants are tracked through the Other State and Local Grants Fund (Fund 1840). These grant funds come in on a reimbursement basis, so these funds typically do not carry a fund balance from year to year unless a specified grant award is expended over multiple fiscal years. RICO (Fund 1860): 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 as governed by the Racketeer Influenced and Corrupt Organizations Act. Expenditures backed by this revenue source must be made for purposes that improve public safety or crime prevention programs and cannot be used to supplant existing ____________________________________________________________________________________ 62 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ funding for law enforcement purposes. The Police Department manages all expenditures from this fund in accordance with federal requirements. Parks & Recreation Designated (Fund 1885): The Parks, Recreation and Library Services Department has agreements with several local school districts to cover the maintenance of city pools located on school property and jointly owned city/school district parks. The school districts and the city make payments into the fund to cover major maintenance and restoration costs. The fund balance is projected to decrease from $204,329 to $150,734 in FY16-17 as a result of planned expenditures related to designated facilities. This fund also includes a separate division used to track the costs associated with the maintenance of the Elsie McCarthy Park in accordance with a generous donation made by a private party and designated for this purpose only. Debt Service Fund Group Bond financing is the primary financing mechanism for long-term capital projects and infrastructure. The City’s debt management plan is an important tool and addresses debt issues for this and other financing mechanisms that the city is allowed to use. Outstanding debt, debt limitations, voter authorization and cash flow projections are reviewed as part of the capital budgeting process, while the annual debt service payments are incorporated into the debt service budget. Depending on the need and the type of project being financed, several different types of bonds are available to the City. Separate funds are used to track payments made on the city’s outstanding debt obligations. Each type of debt (General Obligation, Revenue Bonds, Excise Tax and Municipal Property Corporation) is tracked separately. Fund balances fluctuate according to established debt payment schedules. The city’s debt policies and long-range debt management plans are described in detail in the Debt Service section of this document and the associated debt schedules that show the principal and interest payments by year are included in the Schedules section. General Obligation (G.O.) Bond Debt (Fund 1900): G.O. bonds require voter authorization and are backed by the taxing authority of the City. These bonds finance projects that Council selects as part of the annual budget process. Arizona law limits the amount of G.O. bonds the City can ____________________________________________________________________________________ 63 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ have outstanding based on the limited property value of both commercial and residential property located within the city limits. More information about G.O. bonds is found in the Capital Improvement Plan section of this document. Secondary property tax revenue is recorded directly into this fund and used to pay G.O. bond debt. The FY 2017 secondary property tax rate will decrease from $1.7067 to $1.6698. Council will continue to perform annual reviews of the property tax rates to ensure future tax rates are set in accordance with required debt service obligations. Municipal Property Corp (MPC) Bond Debt (Fund 1940): The MPC is a non-profit corporation organized under the laws of the State of Arizona to assist the City in the acquisition and financing of municipal projects and facilities. MPC bonds require Council approval but do not require voter authorization. These bonds are backed by the city’s excise taxes. The amount of MPC bonds that can be issued is limited by the city’s ability to repay the bonds. These bonds often have restrictive covenants requiring a reserve of pledged revenues. More information about MPC bonds is found in the Capital Improvement Plan section of this document. Excise Tax Bonds (Fund 1950): Excise Tax bonds require Council approval but do not require voter authorization. These bonds are backed by the city’s excise taxes. This is a newly created fund for FY16-17 as a result of the recent bond issue/refinancing. All debt service is paid for through sales taxes collected in the General Fund and then transferred to this debt service fund. Street (Fund 1920) and Transportation Revenue Bond Debt (Fund 1970): Highway User Revenue Fund (HURF) or “Street” bonds were used for street projects that are backed by a pledge of the HURF monies the city receives from the state. Street capital projects financed with HURF monies require voter authorization. Given the legislative uncertainty regarding how future HURF revenue will be distributed, these contributions will be monitored closely going forward. The debt service for this fund was paid off in FY15-16, however due to anticipated future bond issues the fund will remain active. The Transportation Revenue Bond Debt Fund is used for the payment of debt service on revenue bonds used to finance projects that are backed by the designated city sales tax for transportation. This type of revenue bond does not require voter authorization. Capital Projects Fund Group Construction funds account for financial resources used for the acquisition or construction of major capital facilities and equipment. They are based on the type of general obligation bonds and other types of long-term financing the city issues. Considerable detail on planned capital projects, their potential operating impacts on the General Fund, Enterprise Funds, debt policies and tax implications are included in the Capital Improvement Plan section of this document. Any remaining fund balances in the capital construction funds are appropriated to contingency to cover unanticipated project costs or the unanticipated acceleration of key projects. ____________________________________________________________________________________ 64 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ Development impact fees have been another source of funds used for constructing major city infrastructure. These are based on the type of development impact fees the city collects from developers to address the city’s capital costs associated with accommodating growth. Separate funds are used to track the collection of fees associated with the construction of libraries, fire and police facilities, parks, roadway improvements, etc. Further information about these types of funds is included in the Capital Improvement Plan section of this document. Trust (Permanent) Fund Group Cemetery Perpetual (Fund 2280): The purpose of this fund is to provide future monies sufficient to pay all or a portion of the operational and maintenance expenses of the Glendale Memorial Park Cemetery when operations no longer produce revenue. All revenues from sales of lots, headstones, domes, appurtenances and services provided through the operation of the cemetery are deposited to the city’s General Fund. Cash is invested pursuant to the city’s investment policy and related investment earnings accumulate in the perpetual care fund. Although monies may be withdrawn from the fund for cemetery expansion and improvements, none are budgeted in FY16-17. Interest income of $26,000 will increase the projected FY16-17 ending fund balance to $5.7 million of which the entire amount is appropriated as contingency and can only be used pursuant to the perpetual care fund ordinance. ____________________________________________________________________________________ 65 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ Enterprise Fund Group Water/Sewer (Funds 2360, 2380, 2400 & 2420): 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 related user fees. The fund receives no tax revenue and pays an annual contribution to the General Fund for administrative support services such as personnel, finance and legal services that General Fund departments provide. If the General Fund departments did not provide these services, the enterprise fund would have to contract with outside vendors to receive the services. All revenues and expenditures associated solely with providing water services to citizens and businesses in Glendale are captured in Fund 2400 (Water). All activity associated solely with providing wastewater services is recorded in Fund 2420 (Sewer). Fund 2380 (Water & Sewer bond Debt Service) is used to track activity related to revenue bond financings covering capital improvement projects. Fund 2360 (Water/Sewer) is used to capture any expenditures that are incurred on behalf of both water and sewer operations. For example, administration costs associated with providing oversight to both operations, as well as the expenses associated with the customer service division of the Finance and Technology Department, which handles the billing accounts for both water and sewer operations, are recorded in Fund 2360. The Water/Sewer Enterprise fund balance is expected to decrease from $99 million to $24.3 million in FY16-17 due to planned capital expenditures totaling $91.9 million and the debt service requirements associated with revenue bond funded projects totaling $20.1 million. Examples of FY16-17 capital projects include groundwater treatment plant improvements, water reclamation facility improvements, as well as planned line replacements and extensions. A revenue budget of $91 million helps cover the previous expenditures, in addition to the operating budget which accounts for salaries, electricity, chemical treatments, supplies, etc. totaling $51.9 million. Landfill (Fund 2440): The Landfill Enterprise Fund supports the operation of the Glendale Landfill. Customers including city departments and private haulers, pay tipping fees (based on tonnage disposed) to use the city’s landfill. City Code requires that any excess of budgeted revenues over budgeted expenditures be reserved each year for major landfill improvements, major equipment purchases and the eventual closure costs. The city's successful recycling program has helped to extend the life of the landfill and contribute to our community’s effort to improve the environment. The Landfill fund balance is expected to decrease from about $9.1 million to $1.5 million in FY16-17. The FY16-17 operating budget totals $10 million and planned capital expenditures related to a landfill soil excavation, scale-house/road relocation project, gas system modifications and heavy equipment purchases total $8 million. The FY16-17 projected revenues total $10.3 million. ____________________________________________________________________________________ 66 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ Solid Waste (Fund 2480): This fund supports refuse collection and disposal services to homes and businesses in the city. It is supported through monthly charges paid by solid waste customers. The divisions in the Solid Waste Enterprise Fund pay the Landfill Fund to dispose of solid waste at the landfill. The fund balance is expected to decrease from $3.9 million to $1.6 million in FY16-17 as a result of planned expenditures for large capital equipment (i.e., roll-off trucks, front and side-load trucks, loose trash equipment, etc.). Projected revenues of $14.6 million are offset by operating expenditures totaling $14.1 million. Community Housing Services (Fund 2500): The Housing Fund supports Glendale’s public housing program that is part of the Community Services Department. The fund has a $16 million operating budget that is almost entirely financed by federal housing revenue/grants but it also receives a yearly transfer from the General Fund to help cover personnel administrative expenses. FY16-17 projected revenues total just less than $16 million, and the scheduled General Fund transfer is $386,563. Internal Service Fund Group Risk Management (Fund 2540) and Workers’ Compensation (Fund 2560): The Risk Management and Workers’ Compensation Trust Funds support the activities of liability insurance and worker’s compensation coverage for the city. Income to the funds comes from premiums charged to each city department based upon a number of factors including the number of employees, job classifications, size of operating budget, actual claims history, etc. The funds are used to pay claims against the city and to cover premiums for certain types of outside insurance coverage. The Risk Management Fund is projected to end FY16-17 with just under a $2 million dollar fund balance, which is a decrease from the beginning fund balance estimate of $3.1 million. The Workers’ Compensation Fund ending fund balance is projected to remain stable at $7.7 million in FY16-17, based on Council’s direction to build and maintain adequate reserves for this fund in accordance with the Industrial Commission of Arizona’s guidelines and requirements. Benefits Trust (Fund 2580): The Benefits Trust Fund was created in FY00-01. An actuarial study of health insurance funding recommended the creation of a separate fund 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 are deposited into this fund. Income to the fund comes from premiums charged to each city department based upon employee coverage elections made each year during open enrollment (employer portion). The fund also receives contributions from employees, both current and retired. Premium payments to insurance carriers and related claims expenses are made directly from the fund. The ending fund balance and any contingency appropriation serves as a reserve to cover incurred but not reported claims, as well as a stabilizer against rising health care costs. ____________________________________________________________________________________ 67 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Summary ____________________________________________________________________________________ Fleet Services (Fund 1040): The Fleet Services Fund is used to track income and expenses of the internal services provided to city departments. The Fleet Services Fund specifically covers vehicle maintenance needs and fuel purchased for city vehicles. Technology and Technology Projects (Fund 2591 and 2592): The Technology and Technology Project Funds are used to track income and expenses of the internal services provided to city departments for telephone services, information technology services, and support. The Technology Fund specifically supports all the city’s computers and hardware and software. This includes both the everyday operations and also the replacement of equipment. City departments pay for these services on an allocation base. The funds are designed to balance, with the rates (revenues) set to recover the actual expenses each year. An exception to this general practice occurs with the Technology Projects Fund for which a fund balance may accrue in anticipation of future upgrades and potential carryover of project funding. ____________________________________________________________________________________ 68 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ REVENUES Total revenues available to the city in FY16-17 Revenue by Fund Type from all sources are estimated at $537.7 Enterprise General million, of which $210.3 25% 39% million or 39% goes into the General Fund (GF) group. Other revenues include Enterprise Funds 25% or $131.9 million, Special mainly generated through Revenue Capital/Other user fees. Special 21% 2% Debt Service Internal Revenue Fund sources at 4% Service 21% or $112.6 million are 9% restricted for the special Total $537.7 million purpose of each fund’s activity. The largest of this type is from the Transportation Sales Tax Fund at $25.3 million. A number of Federal and State grants are also included in this revenue type. General Fund Group General Fund (Fund 1000) The city expects to collect $210.3 million in total General Fund (GF) revenue in FY16-17. Sales tax represents the largest category at $103.4 million. In June 2012, the City Council approved an increase of 7/10ths of one cent in the city’s sales tax across all categories (such as retails, General Fund Revenue Summary Sales Tax 49% State Shared 29% Misc. 11% Franchise Fees 2% Development Property Tax 3% 2% Lic./Fees 4% Total $210 million ____________________________________________________________________________________ 69 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ restaurants and bars), except for residential rental as the state law restricts increases to residential rental sales taxes. The 7/10ths of one cent increase does not apply to single item purchases over $5,000, such as automobiles. The sales tax rate increase became effective on August 1, 2012 with a 5-year sunset provision. The “sunset” provision was rescinded by Council action and adoption of a new ordinance at the June 24, 2014 Council meeting. The new ordinance states that the sales tax rates will be reviewed each year during the budget process. Prior to August 2012, the last time the city increased its general sales tax rate was in July of 1993 (excluding the designated sales tax rates for transportation and public safety both of which were implemented after the voters approved the related propositions). With the rate increase, the general fund receives 1.9% of the city’s 2.9% sales tax rate, with the remaining 1.0% designated for public safety (0.5%) and transportation (0.5%). The average annual growth rate for total ongoing GF revenue was a robust 8% between FY0102 and FY07-08. This rate was the result of very strong growth in city sales tax and state income tax receipts, with more moderate growth in state sales tax, motor vehicle in lieu fees, and development-related permits and fees. From FY07-08 through the end of FY11-12, total GF ongoing revenue experienced a decline of almost $46.2 million or 25%, a clear reflection of the economic challenges brought on by the recession. However, starting in FY12-13, total ongoing general fund revenue once again began to grow, mainly due to the sales tax rate increase, as mentioned above, and better income tax revenue collections at the state. For FY1617, total general fund revenue is expected to grow in line with the economic forecast from local and state experts. The main growth is expected in the following areas (also see detail explanation under specific revenue category):  City sales tax – For FY16-17, this revenue is expected to grow by 4.6% from the FY15-16 estimate. The growth can be attributed to the economic development activities which are expected to generate additional construction sales tax revenue. ____________________________________________________________________________________ 70 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________   In addition, as the jobless claims continue to decline and the overall economy continues to improve, rising consumer confidence is expected to lead to increased spending, especially in retail sales. As a result, the city expects to see higher retail sales tax revenue in FY16-17. State income tax – this revenue is projected to grow by 7.1% for FY16-17 based on the improved collections in FY14-15 [there is a 2-year lag between the state’s collection of income tax revenue and its distribution to the cities]. The two major sources of revenue for the GF continue to be city sales taxes and state-shared revenues. They have comprised between two-thirds and three-fourths of the GF revenue since FY01-02. For FY16-17, city sales tax, state sales tax, state income tax and motor vehicle in-lieu revenues are expected to comprise 78% of all GF revenue, or $164.8 million of the $210.3 million. The city’s GF revenue projection is based on many factors such as the following:      historical trend data; projected changes in state and local population, disposable personal income, retail sales and inflation; economic forecasts of state and local economic activity provided by experts on the Arizona economy; economic forecasts of overall national economic activity; and statistical analyses. 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 City Sales Tax This revenue represents City Sales Tax 49.2% of GF 10-Year Fiscal History w/Projections revenue and is E - Estimate the fund’s 120,000,000 B - Budget largest source. 100,000,000 The GF portion 80,000,000 of the city 60,000,000 sales tax pays 40,000,000 for general 20,000,000 government operations. It also is the one significant revenue source over which the Council has authority, unlike the state sales tax, state income tax, gas tax or vehicle license fees. For FY16-17, the revenue budget is $103.4 million, which is a 4.6% increase over the FY15-16 budget. This year’s sales tax projection includes tax received from the Arena, Stadium, Zanjero and the Bed Tax. ____________________________________________________________________________________ 71 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ State-Shared Revenues State-shared revenues include state income tax, state sales tax and motor vehicle in-lieu tax. These three revenue sources are shared with all cities and towns throughout the state. The average annual growth rate for the city’s share of state-shared revenue was 6% between FY0102 and FY07-08. However, starting in FY08-09, a decline started and resulted in four consecutive years of reductions. State shared revenue is expected to grow to $61.3 million by the end of FY16-17, 6% more than the State Shared Revenue FY15-16 estimate of $57.9 million, as 10-Year Fiscal History w/Projections E - Estimate explained below. 80,000,000 B - Budget 60,000,000 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 The distribution of 40,000,000 state sales and 20,000,000 income tax revenue is based upon the relation of the city’s population to the total state State Shared Sales Tax State Income Tax Motor Vehicle In-Lieu population while the distribution of motor vehicle in-lieu revenue is based on the city’s population in relation to the total incorporated population of Maricopa County. Prior to the 2010 Census, Glendale was just under 5% of the state’s total population; with the 2010 Census, Glendale is now about 4.5% of the state’s population. While the distribution method is proportional on a per person basis, more mature cities like Glendale typically experience a decrease in their portion of state-shared tax revenues as growing cities tend to receive a greater share of the revenue distribution. The most significant component of state-shared revenue is income tax and it is primarily driven by personal income rather than business income as personal income tax receipts comprise about two-thirds of all Arizona income tax receipts. Income tax revenue distribution to the cities lags by two years. This means the state income tax distribution for FY16-17 will reflect the income tax the state collected in FY14-15. The state’s 2015 income tax receipts were higher than the 2014 receipts. As a result, Glendale’s share of state income tax revenue is expected to increase by $2,079,759 from $27.2 million in FY15-16 to $29.4 million in FY16-17. State sales tax revenues are distributed to cities and towns based on current year collections. State sales tax distribution is based on a formula by which varying percentages of different types of sales taxes – such as retail – are used to calculate the distribution amount. The projection for FY16-17 is $22.6 million. The FY16-17 motor vehicle in-lieu tax projection is $9.3 million. The city received $10.4 million in revenue in FY05-06, the highest level of receipts over a ten-year period. ____________________________________________________________________________________ 72 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 Primary Property Tax Arizona’s property tax Primary Property Tax (includes SRP In-Lieu) system consists 10-Year Fiscal History w/Projections of two tiers. The E - Estimate primary 7,000,000 B - Budget property tax 6,000,000 levy has state5,000,000 mandated 4,000,000 3,000,000 maximum 2,000,000 limits, and a city 1,000,000 can adopt a rate anywhere between $0.00 and the rate that yields the maximum limit under state law. Primary property tax revenue can be used by a city for any purpose. The primary property tax revenue is included in the GF operating budget. For FY16-17, the primary property tax rate will not increase. As a result, the increase in primary property taxes received from FY15-16 to FY16-17, or $91,570, is attributed to new properties only. Salt River Project (SRP) in-lieu revenue represents the quasi-governmental agency’s payment inlieu of a property tax, which it is exempt from paying. This revenue source is projected at $278,315 for FY16-17. 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 Franchise Fees Franchise fees Franchise Fee Revenue are paid to the 10-Year Fiscal History w/Projections city by the E - Estimate electric, gas and 5,000,000 B - Budget cable companies 4,000,000 operating within 3,000,000 the city. These 2,000,000 fees increase 1,000,000 when the various utilities increase their rates and, to a Gas/Electric Franchise Fees Cable Franchise Fees lesser extent, when their customer base within the city grows. In all cases, the fees due to the city are based on gross receipts for the franchised organization. The FY16-17 projection of $4.4 million is essentially flat compared to FY15-16. In fact, collections have been at this level since FY09-10 due to minimal customer growth and competition from alternate service providers. ____________________________________________________________________________________ 73 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ Development Fees Development-related fees include building permits, right-of-way permits, plan check fees, planning and zoning fees, engineering and traffic engineering plan check fees, fire service related development fees and miscellaneous development related fees. These sources essentially reflect a range of activities related to commercial and residential development and construction. The estimated revenue in FY16-17 is $3.6 million. License and Fee Revenues This revenue category includes business and professional licenses, sales tax licenses, liquor licenses, recreation revenues, fire department fees not related to construction development, library fines and fees, cemetery fees, rental income from the use of city facilities, and security revenues. As a group these sources are expected to generate $9 million in FY16-17. License and Fee Revenue 10-Year Fiscal History w/Projections E - Estimate B - Budget 10,000,000 Security Revenue 9,000,000 Cemetery Revenue 8,000,000 Library Fines/Fees 7,000,000 6,000,000 Fire Department Other Fees Recreation/Fac Rental Rev S/Tax Fees/Lic 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 - ____________________________________________________________________________________ 74 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ Miscellaneous Revenues This revenue category includes staff and administrative chargebacks, miscellaneous revenues (E-billboard rental income, police department impound administrative fee, police department false alarm fee, application fee for pawn shop/resale store, etc.), lease revenue (capital lease and wireless cell site rental), interest revenue, court revenue and city property rental (Bank of America and Promenade buildings). The main revenue source for this category is staff and administration chargebacks of $9.7 million, followed by court revenue estimated at $2.8 million. For FY16-17 this category includes Arena fees which are estimated at $2.7 million. The Glendale City Court collects fines for parking and traffic violations, and civil and misdemeanor criminal cases. Traffic fines represent the largest portion of court revenues. The revenue generated from fines is subject to statutory changes made by the Arizona state legislature and can be affected by changes in traffic enforcement practices. The city collected $37.2 million in total revenue for this category in FY10-11 when $12.6 million in one-time revenue was received as a result of the Council approved the amended parking agreement for the mixed use development in the sports and entertainment district and $11.8 million in lease proceeds from the refinancing of outstanding leases. Miscellaneous Revenue 10-Year Fiscal History w/Projections 40,000,000 Arena Staff & Adm Chargebacks Miscellaneous Revenues Lease Revenue Interest Court Revenue City Property Rental 35,000,000 30,000,000 25,000,000 20,000,000 E - Estimate B - Budget 15,000,000 10,000,000 5,000,000 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 - ____________________________________________________________________________________ 75 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ Special Revenue Fund Group Police and Fire Sales Tax (Funds 1700 & 1720) The source of revenue for these funds is the 0.5% dedicated sales tax levied within the city boundaries, which include all special districts (Arena/Westgate, Stadium and Zanjero). The revenue is deposited in the Police (Fund 1700) and Fire (Fund 1720) special revenue funds to pay for police and fire services. A sales tax rate of 0.1% was originally adopted by voters on March 15, 1994 under Proposition 200 to fund police and fire personnel and related equipment. On September 11, 2007, Glendale voters approved Proposition 401 to increase the designated sales tax rate to 0.5%, with an effective date of November 1, 2007, to enhance public safety funding. 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 The original onePolice & Fire Special Revenue tenth rate includes food for 10-Year Fiscal History w/Projections home E - Estimate 30,000,000 consumption B - Budget 25,000,000 (e.g., groceries) 20,000,000 while the 15,000,000 additional four10,000,000 tenths rate 5,000,000 excludes food for home consumption. Two-thirds of the total revenue is Police Spec. Rev. Fire Spec. Revenue allocated to police and one-third to fire. This revenue is subject to the same fluctuations as the general sales tax although may vary slightly due to the exclusion of the rate on food for home consumption. The FY16-17 revenue projection is $16.1 million for Police and $8.1 million for Fire. Recent changes to the accounting methodology for these two special revenue funds, now tracks the entire cost of Police and Fire operations within the General Fund. Dedicated sales tax revenues are used based on a cost of service formula that is calculated annually to determine the estimated costs to provide “enhanced” public safety services based on the ballot language and city ordinances restricting use of the special revenue to the enhancement of public safety services. The costing methodology is calculated taking the base year of service, prior to each election year and analyzing the cost of service on a per capita (cost per 1,000 residents) amount. The increases in population along with the increased cost and types of services provided are taken into account each year to come up with a new cost of service and allowable sales tax use. ____________________________________________________________________________________ 76 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ 2017B 2016E 2015E 2014 2013 2012 2011 2010 2009 2008 2007 2006 Transportation Sales Tax (Fund 1660) The primary source of revenue for this Transportation Sales Tax fund is the 0.5% 10-Year Fiscal History w/ Projections sales tax levied E - Estimate within the city 30,000,000 B - Budget boundaries, which 25,000,000 include all special 20,000,000 districts 15,000,000 (Arena/Westgate, 10,000,000 Stadium and 5,000,000 Zanjero). The revenue is deposited in the Transportation Sales Tax Fund (Fund 1660). Proposition 402 was approved by Glendale voters on November 6, 2001. This proposition called for a designated sales tax rate of .05% to pay for the costs of creating and implementing a comprehensive transportation plan to improve traffic flow, relieve traffic congestion, increase transportation choices, reduce air pollution, promote economic vitality and provide for regional transit connections. It is expected to generate an estimated $25.3 million in FY16-17 compared to the $24.5 million estimated for FY15-16. Other sources of FY16-17 revenue within the Transportation Sales Tax Fund include $124,000 in transit revenues and $140,000 in interest revenue. In total, transportation sales tax fund revenues are projected to be $24.5 million in FY16-17. This fund is supplemented with $900,000 from the General Fund, as required by the 2001 election, to help sustain the delivery of transportation services. 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 Highway User Revenue Fund (HURF) (Fund 1340): The source of this fund’s revenue is the HURF Revenue state’s Highway User 10-Year Fiscal History w/Projections Revenue Fund E - Estimate (HURF). HURF is 20,000,000 B - Budget commonly called the 15,000,000 gasoline tax although 10,000,000 there are several additional 5,000,000 transportationrelated fees that comprise this revenue source, including a portion of vehicle license taxes. Overall, much of this revenue source is based on the volume of fuel sold rather than the price of fuel. ____________________________________________________________________________________ 77 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ The state distributes the revenue based on a complex distribution formula that spreads a portion of the money across the state solely on the basis of population while the remaining money flows to those areas with the highest gasoline and other fuel sales. This revenue must be accounted for separately and used only for eligible street and highway purposes. HURF collections are affected by the general health of the economy, as well as the vigor of specific industries such as tourism and trucking. The Arizona state legislature has made formula modifications from time to time that have affected Glendale’s share of HURF dollars. Formula modifications that reduced the distribution of revenue to cities and towns occurred during the recession. These modifications, along with the decline in the volume of fuel sales, explain the steady reduction of HURF revenues distributed to Glendale for FY07-08 through FY11-12. With an improvement in the economy, HURF collections in FY16-17 are expected to be $14.3 million, just slightly over the FY15-16 projection of $14.2 million. Airport (Fund 1760): Airport revenues consist of user fees, lease proceeds, commercial activities and other fees, and are projected to generate $545,779 FY16-17. Airport Revenue 10-Year Fiscal History w/ Projections E - Estimate B - Budget 600,000 500,000 400,000 300,000 200,000 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 100,000 This fund is supplemented with $135,105 from the General Fund to support the cost of airport operations. Airport user fee revenue comes from activities such as transient tie down fees and tenant fees. The strategic goal for airport is to become a self – sustaining operation. Glendale is aggressively pursuing additional airport facility users with an ultimate goal of airport self-sufficiency. Sporting events as well as concerts that are being held at Gila River Arena and University of Phoenix Stadium continue to attract corporate jet customers and are expected to provide additional business opportunities for the airport. ____________________________________________________________________________________ 78 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ Enterprise Fund Group Water/Sewer (Funds 2360, 2400 & 2420) Water & Sewer Revenue 10-Year Fiscal History w/Projections 2017B* 2016E 2015 2014 2013 2012 2011 Sewer Revenue 2009 2008 2007 2006 Water Revenues 2010 100,000,000 90,000,000 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 - E - Estimate B - Budget *2017 Revenue budget includes $8M reimbursement from City of Peoria for Pinnacle Peak WTP Expansion Water and Sewer User Fees, budgeted at $87.6 million (illustrated in chart above) represent nearly 96% of all utility fees for FY16-17. The majority of this revenue is derived from user fees for delivery of water and wastewater services. Total Water and Sewer revenues are budget at $91 million and include other sources such as; Development Impact Fees (DIF), projected at $1.8 million and other miscellaneous revenues totaling $1.5 million. Staff prepares water and sewer revenue projection by applying several factors such as historical trend data, statistical analyses, economic and legal consideration as well consulting with independent consulting firm. Additionally, the city periodically hires an independent consulting firm to review the utilities’ financial status and recommend rate adjustments, if needed. There will be no rate increases for FY16-17. Total Water & Sewer Revenues Water Revenues 61% Sewer Revenue 35% Dev. Fees 2% Total $91 million Other Revenue 2% ____________________________________________________________________________________ 79 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ Landfill (Fund 2440) Tipping Fees 52% The city annually reviews the five-year financial plan for the Landfill Enterprise Fund. This annual evaluation takes into account operating and capital costs, equipment replacement, rate structures and service demands. Budget decisions are largely based on this long-range plan. Landfill Revenue Internal Charges 25% Recycling Sales 15% Misc/Other Staff & Adm 4% Chargebacks Total $10.3 million 4% Glendale city departments are charged an internal rate of $18.00 per ton for the use of the city landfill. Glendale residents pay a tipping fee of $15.79 per ton for a load weighing more than one ton in waste material. These internal and residential tipping fees are projected to generate $7.9 million in revenue for the Landfill. The tipping fees paid by private haulers, as well as businesses and individuals not located in Glendale, will continue to be $32.25 per ton in FY16-17. 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 Staff prepares landfill revenue Landfill Revenue projection by applying several 10-Year Fiscal History w/Projections factors such as E - Estimate 12,000,000 historical trend B - Budget 10,000,000 data, statistical 8,000,000 analyses, 6,000,000 economic and 4,000,000 legal 2,000,000 considerations, as well as consulting with an independent Tipping Fees Internal Charges Recycling Sales consulting firm. In FY16-17, the recycling sales program is projected to bring in $1.6 million. Additional miscellaneous revenue comes from interest earnings, impact fees, chargebacks and other fees, accounting for $801,075. Total projected revenues for FY16-17 are $10.3 million. ____________________________________________________________________________________ 80 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Revenues ____________________________________________________________________________________ Solid Waste (Fund 2480) The city annually reviews the five-year financial plan for the Solid Waste Enterprise Fund. This annual evaluation takes into account operating and capital costs, equipment replacement, rate structures and service demands. Budget decisions are largely based on this long-range plan as well as other factors such as historical trend data, statistical analyses, economic and legal considerations. Landfill fees for the disposal of the solid waste collected from residences and businesses represent a significant part of the expenses incurred by the solid waste enterprise operation. Consequently, adjustments to landfill rates have a major impact on solid waste rates. Glendale’s residential monthly solid waste rate for FY16-17 is $16.30 and includes weekly trash and recycling collection as well as monthly loose trash collection. This rate remains unchanged since January 2005. The FY16-17 total revenue of $14.6 million comes primarily from two sources: residential collection fees are projected at $10.7 million, and commercial collection fees, projected at $3.8 million. The residential and Solid Waste Revenue commercial 10-Year Fiscal History w/Projections collection E - Estimate 16,000,000 programs account B - Budget 14,000,000 for 99% of the solid 12,000,000 waste revenues. Residential Solid Waste Commercial Solid Waste 2017B 2016E 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 - Internal Charges ____________________________________________________________________________________ 81 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ EXPENDITURES Operating Budget The FY16-17 operating budget totals $391 million, which is a 1.8% increase over the FY15-16 budget of $383.9 million. The budget continues to focus on the Mayor and Council key priorities and reflects economic conditions that continue to challenge local government. This graph shows five years of historical operating budgets. The FY16-17 operating budget includes increases for all salary and personnel related increases, as well as one-time costs for technology and equipment. Historical Operating Budgets 400,000,000 390,000,000 380,000,000 370,000,000 360,000,000 350,000,000 340,000,000 330,000,000 2017 2016 2015 2014 2013 320,000,000 Table 1, on the following page, shows the year over year changes in the operating budgets for some of the City’s largest operating funds within the general, special revenue, capital, enterprise and internal service fund groups. It also calculates the percentage change for the fund from the FY15-16 operating base budget. The operating summary that follows Table 1 describes each of these main fund groupings and provides explanations for material changes year-over-year. ____________________________________________________________________________________ 82 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Table 1 Comparison of Operating Budgets Fund Name FY 2016 FY 2017 General (1000) including Sub-Funds Vehicle Replacement (1120) 194,114,097 4,500,000 196,653,699 4,732,500 Sub-Total General Fund Group % Change 1.3% 5.2% 198,614,097 201,386,199 1.4% Transportation Sales Tax (1660) Highway User Gas Tax (1340) Other Federal & State Grants (1840) RICO Funds (1860) C.D.B.G. (1320) Home Grant (1300) N'hood Stabilization Pgm III (1311) Neighborhood Stabilization Pgm (1310) All Other Funds 13,512,235 9,357,635 6,579,040 2,481,886 3,637,151 1,674,204 1,100,000 926,259 6,949,075 13,247,233 10,302,762 5,807,981 2,501,744 3,683,422 1,674,704 227,300 229,443 6,092,550 -2.0% 10.1% -11.7% 0.8% 1.3% 0.0% -79.3% -75.2% -12.3% Sub-Total Special Rev Fund Group Sub-Total Capital Fund Group 46,217,485 3,353 43,767,139 0 -5.3% -100.0% 50,670,513 9,578,913 15,891,384 13,467,271 51,897,813 10,056,926 16,047,175 14,135,631 2.4% 5.0% 1.0% 5.0% Sub-Total Enterprise Fund Group 89,608,081 92,137,545 2.8% Benefits Trust Fund (2580) Risk Management Self Insurance (2540) Workers Comp. Self Insurance (2560) Fleet Services ( 2590) Technology (2591/2592) 25,450,368 2,934,598 2,201,956 9,007,510 9,885,351 26,825,620 2,951,560 2,204,924 9,163,611 12,530,935 5.4% 0.6% 0.1% 1.7% 26.8% 49,479,783 53,676,650 $383,922,799 $390,967,533 8.5% 1.8% Water/Sewer (2360/2400/2420) Landfill (2440) Community Housing Services (2500) Sanitation (2480) Sub-Total Internal Svc Fund Group Grand Total: Operating Budget Operating Budget Summary Budgeted operating expenditures include services and programs for the community such as public safety, community services, economic development, general government and administration, recreation, street maintenance, and water, sewer, landfill and solid waste services. While most operating costs are accounted for in the general fund group, some costs are funded by special revenue funds, such as the state’s Highway User Revenues Fund for street and traffic maintenance and the dedicated Transportation Sales Tax fund, for transportation related programs and projects. Enterprise funds account for water, sewer, landfill and solid waste services, and the internal services group includes employer related benefit funds. ____________________________________________________________________________________ 83 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ The General Fund has the largest operating budget, totaling $196.7 million for FY16-17. This is a slight increase of 1.3% (1.4% including the Vehicle Replacement Fund) over the FY15-16 General Fund amount of $194.1 million. This increase is due to salary and wage increases as a result of the recently classification and compensation study. In addition several positions were added in the Planning, Innovation and Technology, and Public Safety Departments. The Public Safety positions were also recommended as a result of the service level assessment completed in spring 2016 for both Police and Fire Services. The next group is the special revenue fund group with a slight decrease of 5.3% in budgeted expenditures for FY16-17. Significant changes within the individual funds include the Federal and State Grants (Fund 1840) operating budget reductions of over $700,000 or 11.7%. Budget appropriation to accommodate grant opportunities that may arise during the course of the fiscal year, or those that have already been awarded to the city is also included within the special revenue fund group. These grant funds include Other Federal and State Grants (Fund 1840), Neighborhood Stabilization Program III (Fund 1311), C.D.B.G. (Fund 1320), Cap Grant (Fund 1820) and the Emergency Shelter (Fund 1830) and Transportation Grants (Fund 1650) that are included in Table 2. It is important to note that the city only pursues grant opportunities that are in line with council goals and objectives and that make strong financial business sense. Grant appropriation cannot be spent unless the city applies for and actually receives the corresponding grant monies. The capital and enterprise fund group did not see any material changes year-over-year in terms of total operating budget dollars. The total 2.8% increase in budget for the Enterprise Fund Group can be mainly attributable to the Landfill operations. The increased expenses are a result of new contracts for services and salary and wage increases. The Internal Service Fund Group budget increase is primarily attributable to additional Information Technology projects. Table 2 includes a tabular comparison of the departmental operating base budgets over the last two fiscal years and calculates the percentage change for the department from the prior year operating base budget. ____________________________________________________________________________________ 84 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Table 2 Operating Budgets by Department (All Funds) Department Name Police Services Public Works Water Services Fire Services *Community Services *Finance and Technology Human Resources & Risk Mgt *Innovation and Technology *Public Facilities, Recreation, & Special Events Non-Departmental *Budget and Finance City Court Development Services *Communications City Attorney *Public Affairs Mayor & Council Economic Development City Manager City Clerk *Intergovernmental Programs City Auditor Miscellaneous Grants Total Operating Budget FY 2016 84,076,267 69,425,128 47,500,463 45,610,601 40,141,377 34,639,485 32,363,889 0 0 10,226,201 0 4,417,849 4,372,578 3,474,896 2,944,274 0 1,321,766 924,260 917,044 566,826 512,016 337,879 150,000 383,772,799 FY 2017 % Change 90,917,718 8.1% 71,919,673 3.6% 48,503,367 2.1% 45,749,817 0.3% 29,534,885 -26.4% 0 -100.0% 33,811,729 4.5% 12,530,935 12,056,223 18,076,424 76.8% 7,491,408 5,063,688 14.6% 5,156,293 17.9% 0 -100.0% 3,263,392 10.8% 2,213,033 1,336,675 1.1% 999,682 8.2% 974,440 6.3% 841,880 48.5% 0 375,679 11.2% 150,592 0.4% 390,967,533 1.9% *FY17 New/Reorganized Department The largest operating budget is Police Services Department, which accounts for $90.9 million or 23% of the total operating budget. This department provides police services and related support services such as 911 dispatch, short-term detention and records management, and community education. The Police Department is accredited through the independent Commission on Accreditation for Law Enforcement. The next largest operating budget in terms of funding is Public Works Department at $71.9 million, which makes up 18% of the total operating budget. This department is made up of Field Operations, Engineering and Transportation programs and staff. The airport is a regional general aviation facility that provides hangar facilities, aviation planning, maintenance, safety ____________________________________________________________________________________ 85 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ and educational tours. Among the many services that this department provides are the following:          The enterprise funds encompassing solid waste collection, disposal services-including landfill and processing of recyclable products; Building maintenance services for city facilities; Fuel and equipment management services, including administration of the vehicle replacement fund; Custodial services and graffiti removal; Transit Services Street Lighting and Striping Airport Operations Traffic signs, signals, and street maintenance; and Design and construction management for all city capital projects. The third largest department in terms of funding is Water Services at $48.5 million, which makes up 12% of the total operating budget. This department is responsible for the enterprise funds that cover treating and distributing potable water that meets all federal and state standards, collecting and treating wastewater in compliance with all regulatory requirements, implementing odor and pest infestation control measures and all meter reading. Environmental Services provides water conservation programs including the treatment of wastewater for water reclamation purposes, water quality testing services for the city’s drinking water and reclaimed water, and long-term water resource planning. Fire Services accounts for $45.7 million or 12% of the total operating budget. This department provides fire protection, emergency medical services and natural disaster planning. It also provides core life safety services involving fire suppression, property preservation, basic and advanced life support (paramedics), hazardous and technical response teams, fire code enforcement, fire investigation and child safety car seat installation. The Fire Department is accredited by the Commission of Fire Accreditation International. Human Resources & Risk Management totals $33.8 million or 9% of the total operating budget. The department provides proactive customer service and consultation in the areas of total compensation, organizational development, employee relations and staffing. This department also administers the self-insured employee health benefits, risk management and workers’ compensation programs. The Community Services Department provides the Library and social services to the citizenry. This department accounts for $29.5 million or 8% of the total operating budget. The library serves Glendale citizens by providing books, programming, audio-visual materials and electronic resources that inform, educate and entertain residents. Human service programs provide direct city services that maintain the quality of life and build stronger neighborhoods for all residents. Some of the services provided include: ____________________________________________________________________________________ 86 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________    Addressing the housing needs of over 4,400 Glendale residents by operating three public housing complexes and a Section 8 voucher program; Providing affordable housing, housing rehabilitation assistance and emergency home repair for eligible Glendale residents; and Administration of the federal Community Development Block Grant (CDBG), the Community Action Program (CAP) and other related federal programs. Operating Budgets All Funds Public Works 18% Fire Services 12% Water Services 12% Police Services 23% Development Svcs 1% Innovation and Tech Budget and 3% Finance 2% Other Departments 4% NonDepartmental 5% Human Resources & Risk Mgt 9% Public Facilities 3% Community Services 8% Total $391 million The Miscellaneous Grants reduction is the result of the reduction of grant reserve appropriation that is set aside for smaller, non-recurring type grant opportunities that may arise during the fiscal year. Over the past three years these types of grant opportunities have declined, therefore our grant appropriation reserve is being reduced to closer reflect actual grant activity. A large variance is reported in the Non-Departmental group due to the re-assignment of the Arena Management Fee to this group from the Finance group in prior years. The remaining departments in the "Other” category include: Public Affairs, Economic Development, City Court, City Attorney, Mayor and Council, City Manager, City Clerk, Miscellaneous Grants, and Internal Audit. These departments make up the remaining $15.2 million or 4% of the total operating budget. ____________________________________________________________________________________ 87 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Staffing and Personnel As with any service organization, personnel costs are a significant part of the total operating budget of the city. In fact, 45% or $177.8 million of the $391 million FY16-17 operating budget is attributable to wages, salaries and benefits, as shown in Table 3. Approximately 66% of the General Fund $196 million operating budget is allocated to salaries and related benefits costs. Table 3 Salaries and Benefit Related Costs by Fund Fund General Fund Special Revenue Enterprise Other Total Wages & Salaries Retirement Costs Healthcare Costs Other Benefit Costs 88,309,159 9,698,481 20,317,315 4,555,263 $122,880,218 23,124,793 1,690,197 2,330,406 522,938 $27,668,334 12,888,438 1,800,354 3,837,815 685,790 $19,212,397 5,516,505 675,018 1,549,524 346,095 $8,087,142 Total Estimated Personnel Compensation 129,838,897 13,864,050 28,035,060 6,110,086 $177,848,093 Table 4 on the next page, provides a comparison of staffing levels in recent years for all funds which accounts for all changes in authorized staffing city-wide. For FY16-17 a total of 28.75 Full-Time Equivalent (FTE) positions were added. The bar chart to the below shows the FY1617 ratio of 7.5 FTEs per 1,000 in population is less than the 9.1 FTEs per 1,000 in FY07-08. Schedule 7, found in the Schedules section of this document, provides detail on the city’s authorized staffing by position. ____________________________________________________________________________________ 88 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Table 4 Staffing Levels by Fund (Full-Time Equivalents) Fund 2012-13 2013-14 2014-15 2015-16 2016-17 General-1000 Water and Sewer-2360/2400/2420 Police Special Revenue-1700 Sanitation-2480 Fire Special Revenue-1720 Transportation Sales Tax-1660 Landfill-2440 Highway User Gas Tax-1340 General Services-1040 Pub Housing Budget Activities-2500 Public Safety Training Center-2530 C.D.B.G.-1320 CAP Grant-1820 Parks & Recreation Self Sust-1880 Airport Special Revenue-1760 Civic Center-1740 Risk Management Self Ins.-2540 Court Security/Bonds-1240 City Sales Tax-Bed Tax-1750 Grants-1840 Stadium Event Operations-1281 Arena Event Operations-1282 Telephone Services-1100 Arts Commission Fund-1220 PC Replacement-1140 RICO Funds-1860 Workman's Compensation-2560 Technology-2591 Fleet Services-2590 1,096.50 242.25 118.00 74.00 51.00 49.25 39.00 36.00 34.00 25.00 10.00 8.75 7.00 7.00 6.00 5.00 3.00 3.00 0.00 2.00 2.00 2.00 1.00 1.00 1.00 0.50 0.00 0.00 0.00 1,010.75 233.25 111.00 74.00 48.00 49.25 39.00 39.00 31.00 24.00 9.00 8.75 5.50 5.00 6.00 4.00 0.00 3.00 2.50 2.00 2.00 2.00 1.00 1.00 1.00 0.50 0.00 0.00 0.00 1,158.95 234.25 0.00 71.00 0.00 50.25 42.00 40.00 31.00 24.00 9.00 8.75 5.50 5.00 6.00 3.00 0.00 2.00 2.50 27.00 2.00 1.00 1.00 1.00 1.00 0.50 0.00 0.00 0.00 1,143.75 235.00 0.00 70.00 0.00 50.25 44.00 42.00 0.00 24.00 9.00 8.75 5.50 5.00 6.00 0.00 2.00 2.00 0.00 34.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 27.00 31.00 1,168.75 235.00 0.00 70.00 0.00 51.25 44.00 44.00 0.00 24.00 9.00 8.75 5.50 0.00 6.00 0.00 2.00 3.75 0.00 34.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 30.00 32.00 Total 1,824.25 1,712.50 1,726.70 1,742.25 1,771.00 ____________________________________________________________________________________ 89 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Fund Summary Table 5 below outlines the impact of budget decisions on the City’s financial position highlighting the estimated fund balances for all fund types for FY16-17. Beginning balances for all funds are estimated at $278.2 million and the ending fund balances are estimated at $122.9 million. As outlined in the financial forecast, planned use of fund balance drawdowns will to fund significant capital projects and one time expenditures. Significant changes to fund balance are discussed in the specific fund sections below. Table 5 Fund Summary Fund General Funds Special Revenue Debt Service Capital Projects Permanent Funds Enterprise Internal Service Total Est. Beg. Fund Balance 43,849,585 66,854,847 6,869,923 27,104,515 5,683,583 112,320,081 15,491,522 $278,174,056 Revenue 210,547,130 112,554,928 20,157,858 12,314,146 26,000 131,890,496 50,214,545 $537,705,103 Expenditures 206,386,199 76,858,576 54,667,611 76,609,590 5,709,583 217,691,791 55,076,650 $693,000,000 Adj. Financial Resources 48,010,516 102,551,199 (27,639,830) (37,190,929) 0 26,518,786 10,629,417 $122,879,159 Transfers In 26,686,732 1,099,404 33,520,336 37,400,642 0 21,525,651 0 $120,232,765 Transfers Out (32,770,731) (67,126,321) 0 (209,713) 0 (20,126,000) 0 $(120,232,765) Est. Ending Fund Balance 41,926,517 36,524,282 5,880,506 0 0 27,918,437 10,629,417 $122,879,159 General Fund (Fund 1000) Operating Expenditures The total General Fund operating budget for FY16-17 is $196.7 million. This budget accounts for the majority of day-to-day city operations including public safety, development and building services, parks & recreation services, and general administration of the city. Police Services, at 43% or $84.7 million, is the largest component of the General Fund budget. It is followed by Fire Services at approximately 22% or $42.5 million. Public Facilities and Events represent 6% or $12 million. Public Works is at 4% or $8.1 million. These departments represent 75% of the General Fund operating budget. The remaining 25% is represented by all other departments detailed below. General Fund Operating Budget by Department Other 25% Public Facilities & Events 6% Police Services 43% Fire Services 22% Public Works 4% Total $196.7 Million ____________________________________________________________________________________ 90 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ The Other category includes City Attorney, Human Resources, Mayor and Council, City Manager, Non-Departmental, Economic Development, City Clerk, Development Services, Public Affairs, Community Services, Budget and Finance, and City Auditor Departments. The accompanying graph displays the General Fund budget by department as a percentage of the whole. Table 6 compares the FY15-16 General Fund operating budgets by department to FY16-17. Table 6 General Fund Operating Budget By Dept Dept Name FY 2016 Budget Police Services Fire Services Non-Departmental *Public Facilities, Recreation & Special Events Public Works *Community Services Development Services City Court *Budget and Finance City Attorney *Public Affairs HR & Risk Mgt Mayor & Council Economic Development City Manager City Clerk City Auditor *Finance & Technology *Communications *Intergovt. Programs 78,014,086 41,665,248 10,026,202 0 7,884,531 13,916,698 4,231,931 3,878,094 0 2,944,274 0 1,776,967 1,321,766 924,260 917,044 566,826 337,879 21,721,378 3,474,896 512,016 Total $ 194,114,096 $ FY 2017 Budget 84,738,048 42,560,721 17,876,424 11,968,328 8,096,952 5,878,652 4,985,651 4,446,913 4,267,604 3,263,392 2,213,033 1,829,625 1,336,675 999,682 974,440 841,880 375,679 0 0 0 196,653,699 % Change 8.6% 2.1% 78.3% 2.7% -57.8% 17.8% 14.7% 10.8% 3.0% 1.1% 8.2% 6.3% 48.5% 11.2% -100.0% -100.0% -100.0% 1.3% *FY17 New/Reorganized Department General Fund Transfers to Other Funds The General Fund supports a number of other funds within the city and these transfers compete with normal operating budget needs for General Fund operating resources. The amount of support can vary from year to year based on projected revenues and expenditures for the supported funds, as well as debt service requirements. A transfer out amount of $32.8 ____________________________________________________________________________________ 91 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ million is projected in FY16-17. A transfer of $19.3 million to the Municipal Property Corporation debt service fund and another $6.9 million to the Excise Tax Debt Service Fund are both to cover principal and interest payments related to several capital projects such as the Glendale Media Center and Expo Hall, Convention Center and Parking Garage in the west area, infrastructure for the Zanjero development, the Gila River Arena, a portion of the Glendale Regional Public Safety Training Center and the Camelback Ranch spring training ballpark. $900,000 will be transferred to the Transportation Fund and is maintained annually per the 2001 election approving the transportation sales tax. Other transfers help to offset operations of the Airport ($135.105), and CAP and Housing Grant Funds ($450,862). Transfers between funds are detailed in Schedule 4 of the Schedules section of this document. Transportation Fund Expenditures Transportation Fund Budget Capital 40% Operating 39% Debt Service 21% The Transportation Fund includes operating, capital and debt service expenses related to providing a range of transportation services in accordance with the ballot initiative that Glendale voters approved in a 2001 election. Total FY16-17 expenses are budgeted at $13.2 million for operations. This includes services for transit such as dial-a-ride and fixed route bus lines. $13.8 million is planned for Capital Improvements and Transportation Debt Service is estimated at $7.1 million. Airport Fund Expenditures The Airport Fund operating budget is $680,884. It is funded by airport revenues of $545,779 with the remaining $135,105 covered through a transfer from the General Fund. Much of these appropriations fund daily operations at the airport, including fulfilling FAA safety regulations. Continuing efforts to develop more revenue sources, coupled with prudent cost control measures, have brought the airport much closer to self-sufficiency when comparing revenue and expenditures. Once runway and facility improvements are completed, and the economy fully recovers, staff believes the Glendale Airport will attract more corporate jet customers. When these improvements are coupled with uses from professional football, hockey and ____________________________________________________________________________________ 92 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ baseball spring training, as well as other major national events occurring in Glendale, the city’s airport is expected to be a fully self-sustaining transportation hub for the West Valley. Water/Sewer Fund Expenditures In Arizona’s desert environment, water treatment and delivery is one of the most 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 (Colorado River water) and groundwater. Although water from these sources is becoming more expensive to obtain and treat, Glendale water rates are reasonable when compared to both local and national standards. Water/Sewer Fund Budget Capital 56% Contingency 1% Debt Service 12% Operating 31% The operating budget for this fund is $51.9 million for FY16-17. Customer and Environmental Services are budgeted at $3.8 million and service both water and wastewater customers. Nearly $12.1 million is budgeted for wastewater/reclamation operations and maintenance. This includes operating two treatment plants and participation in the regional sewer treatment facility that the City of Phoenix operates through the Sub-Regional Operating Group (SROG). Water operations are budgeted at $20.5 million and include Pyramid Peak, Cholla, and Oasis Water Treatment facilities. This budget also maintains the city’s irrigation system and purchase of raw water for treatment; administration; pretreatment; storm water; and security account for the remaining budget. Significant capital projects are planned for FY16-17 and they account for the $91.9 million in capital expenditures. Debt service is budgeted at $20.2 million is for capital projects completed in past fiscal years. The Capital Improvement Plan of this book includes project descriptions and detailed cost estimates for all planned water and sewer capital projects. Contingency appropriation is budgeted at $2 million, is supported by fund balance and will be used at the direction of City Council for any unplanned emergencies or if any capital construction projects get ahead of schedule. ____________________________________________________________________________________ 93 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Landfill Fund Expenditures The total FY16-17 operating budget for the Landfill Fund is $10.1 million. Landfill operations total $4.6 million, the materials recycling facility accounts for $2.7 million and other recycling is $1 million, which combined accounts for nearly 80% of the operating budget. The remaining $1.8 million is for solid waste administration and landfill gas management. The FY16-17 capital budget totals $8 million and will be used primarily to pay for a scale house, road relocation and soil excavation costs. The fund also has a $500,000 contingency appropriation to be used at City Council discretion for emergencies. The recycling program has been in operation for just over a decade and includes the recycling education and inspection programs and the full cost of the materials recycling processing facility. Recycling accomplishes a number of objectives such as improving the environment by extending the life of reusable resources, extending the useful life of Glendale’s landfill, and generating revenue from the sale of reusable materials. Solid Waste Fund Expenditures The total operating budget for FY16-17 is $14.1 million, relatively unchanged from FY15-16. Residential curb service includes trash, recycling and loose trash collection and accounts for $10.5 million or 74% of the operating budget. The commercial front-load and roll-off divisions account for another $3.6 million. Solid Waste Fund Budget Operating 83% Capital 17% The FY16-17 capital budget includes $3 million, mainly for the purchase of side load refuse trucks and replacement pickup trucks. There is no Solid Waste Fund debt service budget as all capital items have been financed with cash or an operating lease rather than long-term bond debt. Benefits Trust Fund Expenditures The Benefits Trust Fund is used to track city and employee health care contribution payments and to pay health insurance policy premiums and claims for employees and retirees. This fund currently administers the medical, dental, life insurance and vision plans and coverage for both premiums and claims related expenses. The fund has an operating budget of $26.8 million for FY16-17. ____________________________________________________________________________________ 94 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Capital Improvement Plan Expenditures The total capital budget for FY16-17 is $194.4 million. Of this, $72.1 million is carryover funding from the prior year. The annual budget appropriation for FY16-17 represents the first year of funding of the ten year Capital Improvement Plan (CIP). Transportation and Street projects total $57.9 million, representing 30% of the Capital Improvement budget. Water and Sewer projects total $91.9 million and account for 47% of the CIP budget. For more details, please refer to the Capital Improvement Plan section of this document. The carryover funding of $72.1 million represents projects that have been budgeted in prior years, but not yet completed. New project funding for the FY16-17 CIP totals $122.2 million. The majority of the CIP is pay-as-you-go, and funded with fund balance or current revenues. Significant projects include major street overlay and reconstruction, and a variety of utilities improvements and system maintenance. ____________________________________________________________________________________ 95 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Debt Service Expenditures The city of Glendale has a formal Debt Management Plan (DMP) that is produced as a separate document from the annual budget book and was last updated in December 2013. The purpose of the city’s DMP is to manage the issuance of the city’s debt obligations within the city’s financial policies, the legal framework governing municipal debt and the bond covenants established for prior issuances. This plan also includes an assessment of the city’s ability to incur new debt and other long-term obligations within the same limits at favorable interest rates. Analysis of the city’s debt position is essential as GO Bond Ratings planned future capital projects could result in the Senior Lien Excise Tax •Moody's A2 need for additional capital •Standard & Poor's AA+ financing. Decisions Revenue Bonds regarding the use of debt will be based in part on the Subordinate Lien Excise •Moody's A2 long-term needs of the city, •Standard & Poor's AA Tax Revenue Bonds the limitations mentioned above and discussed in Water and Sewer •Moody's A1 more detail in the material •Standard & Poor's AA Revenue Obligations following this section, and the amount of cash that Highway User Revenue •Moody's A2 can be dedicated in a given •Standard & Poor's AA Bonds fiscal year to capital outlay. Glendale’s recent efforts to Transporation Excise Tax •Moody's A2 a discipline, systematic •Standard & Poor's AA Revenue Bonds approach to debt management has produced improved credit ratings. During the previous fiscal year, the city’s bond ratings improved across the board. •Moody's •Standard & Poor's A2 A+ The city has instituted a conservative plan of finance for capital projects. The main objectives of that plan are:  Evaluate all possible funding mechanisms to ensure that the City will receive the best possible terms and conditions on transactions  To utilize debt structures which match the useful lives of the projects being financed or fall within accepted maturity guidelines  To utilize revenue-based bond issues, where feasible, e.g. water and sewer and street and highway user bonds  To utilize excise tax secured bond issues when appropriate  To finance, on a general obligation basis, the majority of the remaining projects ____________________________________________________________________________________ 96 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ The DMP states that the city’s direct net tax-supported debt should be maintained at a level considered manageable by the rating agencies given current economic conditions. Measures of economic conditions include per capita income for Glendale residents and the assessed valuation of property within the city’s corporate limits. FY 2017 Debt Service by Type G.O. 28% Water & Sewer 27% Transporation 10% M.P.C. 26% Excise 9% Total $74.8 Million Budgeted Debt Service for FY16-17 totals $74.8 million. The largest type of debt service is General Obligation (GO) Bonds totaling $21.3 million or 28% of total debt service. General Obligation debt is serviced and paid for from secondary property tax levies. Other debt includes Municipal Property Corporation Debt (MPC) debt service totaling $19.2 million, Excise Tax Debt Service totaling $6.9 million. The MPC and Excise Tax debt is serviced directly from General Fund revenues. On the next page, Table 1 represents the 5Year Debt Payment Schedule. ____________________________________________________________________________________ 97 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Table 1 5-Year Debt Payment Schedule Payments** FY16-17 Bond Description Payments** FY17-18 Payments** FY18-19 Payments** FY19-20 Payments** FY20-21 Final Payment Date MPC Tax Funde d De bt (Fund 1940) Existing MPC Bonds - Series 2003B - T axable 82,584 82,584 MPC Bonds - Series 2008A 1,519,800 1,523,600 MPC Bonds - Series 2008B - T axable 4,298,226 4,296,809 4,291,034 4,290,460 4,293,808 2033 MPC Bonds - Series 2012A* 2,506,300 2,203,050 2,439,550 1,104,750 1,359,750 2021 MPC Bonds - Series 2012B* 1,981,000 1,981,000 1,981,000 1,981,000 4,196,000 2033 MPC Bonds - Series 2012C* 8,670,250 8,670,250 8,670,250 8,670,250 12,630,250 2038 MPC Bonds - Series 2012D* 192,943 192,943 2,237,943 4,578,750 19,251,103 18,950,235 19,702,361 20,707,794 22,562,392 5,021,500 6,136,500 10,150,750 10,246,500 10,319,500 2031 544,271 544,271 544,271 544,271 544,271 2033 1,349,750 1,349,750 2,864,750 2,864,300 2,867,500 2033 6,915,521 8,030,521 13,559,771 13,655,071 13,731,271 86,700 4,421,700 MPC Tax Funde d De bt Total 82,584 82,584 82,584 2033 - - - 2018 - 2020 Excise Tax Funde d De bt (Fund 1950) Existing Excise T ax Debt Bonds - Series 2015A* Excise T ax Debt Bonds - Series 2015B* - T axable Excise T ax Debt Bonds - Series 2016* Excise Tax Funde d De bt Total Prope rty Tax Funde d De bt (Fund 1900) Existing General Obligation Bonds - Series 2003 - - - - 2018 - - - 2017 - - - 2018 General Obligation Bonds - Series 2006A 2,259,513 General Obligation Bonds - Series 2007 4,707,300 4,709,250 General Obligation Bonds - Series 2009B - T axable 3,614,925 3,588,125 3,559,400 3,533,275 3,504,225 2030 General Obligation Bonds - Series 2010* 7,832,800 2,912,800 5,007,800 4,442,800 3,505,300 2022 General Obligation Bond - Series 2015* 1,497,750 2,597,750 9,493,750 10,052,150 10,990,350 2022 General Obligation Bond - Series 2016A 656,826 548,625 548,625 548,625 548,625 2036 General Obligation Bond - Series 2016B - T axable 335,302 1,100,066 592,438 621,839 629,606 2027 Prope rty Tax Funde d De bt Total 20,991,115 19,878,316 19,202,013 19,198,689 19,178,106 Wate r & Se we r Re ve nue Funde d De bt (Fund 2380) Existing Subordinate Lien W&S Rev Bonds - Series 2007 2,325,750 Subordinate Lien W&S Rev Bonds - Series 2008 3,190,800 3,192,800 Subordinate Lien W&S Rev Bonds - Series 2010 1,638,858 1,638,858 1,638,858 1,638,858 1,638,858 2030 Senior Lien W&S Bonds - Series 2012* 7,850,050 7,853,050 7,851,800 7,481,000 6,813,500 2028 Senior Lien W&S Bonds - Series 2015* 5,120,525 9,955,525 15,957,125 15,960,625 15,956,375 2028 20,125,983 22,640,233 25,447,783 25,080,483 24,408,733 T ransp Sales T ax Obligations Bond - Series 2007 4,548,850 4,551,350 4,549,850 4,548,250 315,450 2032 T ransp Sales T ax Obligations Bond - Series 2015* 2,595,150 2,595,150 2,595,150 2,595,150 6,495,150 2031 Transportation Sale s Tax Funde d De bt Total 7,144,000 7,146,500 7,145,000 7,143,400 6,810,600 Wate r & Se we r Re ve nue Funde d De bt Total - - - - 2017 - - - 2018 Transp. Sale s Tax Re v Funde d De bt (Fund 1970) Existing Total Debt S ervice Payments (All Funds) $ 74,427,721 $ 76,645,804 $ 85,056,927 $ 85,785,435 $ 86,691,102 * Refunding ** Does not include fees ____________________________________________________________________________________ 98 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ SECONDARY PROPERTY TAX FUNDED DEBT Secondary property tax revenue is restricted solely to paying General Obligation (G.O.) debt service. There are three components that need to be measured before additional G.O. bonds can be issued. First, sufficient voter authorization is needed for each project category in which bonds will be issued. Second, G.O. bond issuance must be in compliance with the Arizona Constitutional debt limitation for the 6% and 20% categories. Last, city policy states that the G.O. debt service fund balance will be at least 10% of the next fiscal year's property tax supported debt service. This policy applies to each of the first five years of the G.O. funded capital plan. Remaining G.O. Bond Voter Authorization Voter Authorization Under Arizona State law, cities can obtain long-term financing through the use of G.O. bonds only with the approval of voters. On November 2, 1999, the City Council placed on the ballot a variety of proposed capital improvements recommended by the Citizen Bond Election Committee resulting in voters approving $411.5 million of bonds requested. In 2006, City Council established an Ad-Hoc Citizens Bond Election Committee to consider whether additional authorization was needed to support the Council approved FY07-16 CIP. On May 15, 2007, voters approved $218 million of the $270 million bond request recommended by the 2006 Ad-Hoc Citizen Bond Election Committee. July 1, 2016 Public Safety •$104,473,000 Landfill •$15,540,000 Library •$17,096,000 Streets/Parking1,2 •$50,533 Cultural/Historical1 •$13,721,000 Transit1 •$6,750,000 Econ. Development •$22,047,000 Govt. Facilities1 •$30,200,000 Open Space/Trails •$50,525,000 Parks •$14,637,000 Flood Control •$10,032,000 1 Bonds can be issued as G. O. Bonds, Revenue Bonds or both. Streets/Parking voter authorization can be used for Street Revenue Bonds that are repaid with HURF. 2 The time between bond elections depends on how much the voters approve in a given election and how many capital projects are initiated. 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. The remaining authorization totals $335.6 million and reflects unused authorization from the 1981, 1987, 1999 and 2007 bond elections. Voter Authorization is sufficient for the first five years of the CIP plan. However, according to the current CIP plan, a bond election will be needed before bonds can be sold to complete the list of projects in the last five years of the plan for the Parks and Flood Control G.O. funds. ____________________________________________________________________________________ 99 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ General Obligation Debt Limitations and Assessed Valuation Arizona’s State Constitution limits G.O. bonded indebtedness to 6% or 20% of the city's total limited property value of the taxable property in that city. The City has recently retired all of the 6% category G.O. bonds. G.O. projects in the 20% category are Water, sewer, storm sewers (flood control facilities) and artificial light when controlled by the municipality; Open space preserves, parks, playgrounds and recreational facilities; Public safety, law enforcement, fire and emergency services facilities; and Streets and transportation facilities. G.O. projects in the 6% category are: Economic development, Historic preservation and cultural facilities, General government facilities, and Libraries. Table 2 reflects the city’s G.O. bond debt limitation as of July 1, 2016. Table 2 Constitutional Debt Limitation (All Dollars in Thousands) Water, Sewer, Flood Control, Streets, Traffic, Light, Parks and Open Space General Municipal Purpose Bonds 1 6% Limitation Less Direct Bonded Debt to be Outstanding Unused 6% Borrowing Capacity 1 $70,385 $0 $70,385 1,2 20% Limitation Less Direct Bonded Debt to be Outstanding Unused 20% Borrowing Capacity $234,618 $135,130 $99,488 Based on 2017 limited assessed value of $1,173,091 2 Public safety, streets, parking and transportation facilities debt prior to Prop. 104 is included in the 20% category Capacity is expected to increase as outstanding principal payments are made and as property values increase. Table 3 shows that with no planned bond sales in the first five years of the ____________________________________________________________________________________ 100 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ plan, capacity in both categories is expected to rise. Currently, the city has no outstanding debt in the 6% category. In FY15-16 the city issued additional bonds in the amount of $27.2 million for the parking lot at Westgate. Table 3 Projected G.O. Debt Capacity (All Dollar in Thousands) Fiscal Year 2017 2018 2019 2020 2021 1 Projected 1 Limited Property Value $1,173,091 $1,208,284 $1,244,532 $1,281,868 $1,320,324 Limitation 2 (A) 6% $70,385 $72,497 $74,672 $76,912 $79,219 20% $234,618 $241,657 $248,906 $256,374 $264,065 Outstanding Debt 2 (B) 6% $0 $0 $0 $0 $0 20% $135,130 $120,000 $105,190 $90,500 $75,180 Projected Remaining 1 Capacity (A-B) 6% 20% $70,385 $99,488 $72,497 $121,657 $74,672 $143,716 $76,912 $165,874 $79,219 $188,885 FY 2016 figure reflects tax year 2015 actual limited property value. Outstanding debt refers to the debt on the principal balance only. 2 The largest factor contributing to the steep decline in debt capacity between FY08-09 through FY13-14 was the change in assessed valuation over the same period. After more than doubling since FY03-04, assessed valuation reached its peak in FY08-09 (2006 real estate market) at just under $2.2 billion. As the recession continued, property values sharply declined, limiting the amount of secondary property tax revenues. The chart provides a graphical view of historical assessed valuation changes between FY03-04 and FY16-17 as well as future valuations, projected to grow 3% per year for FY17-18 through FY23-24. ____________________________________________________________________________________ 101 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Secondary Property Tax Rate For the FY16-17 budget, the total property rate was decreased to $2.1490 from the prior year rate of $2.1965. The FY16-17 city’s primary property tax rate is $.4792 per $100 of assessed valuation and the secondary property tax rate is $1.6698 per $100 of assessed valuation. The Council voted to not increase the secondary property tax rate in FY16-17, the secondary property tax rate will continue to be reviewed annually with Council to ensure a five year balanced capital plan and may vary annually depending on secondary debt service needs. Prior to FY15-16, the secondary property tax levy was based upon the net secondary assessed value of Glendale properties. Due to the passage of Proposition 117, FY16-17 is the second fiscal year in which the secondary property tax levy is based on limited property value of Glendale properties which is the basis for the primary property tax levy. The secondary property total levy increase from $19,268,783 to $19,587,858 is based the approximate values of new construction. The chart represents all outstanding G.O. Bond principal and interest by year. As noted, considerable amounts of debt are paid off in the earlier years of the forecast, freeing up debt capacity for future bond issues and new capital improvements. Table 4 summarizes annual debt service requirements for existing bonds outstanding and reflects:  the Build America Bond (BAB) subsidy related to the G.O. bonds sold in 2010; and  the development impact fee Citywide Recreation Facilities Fund (Fund 1480) debt service contributions related to the Foothills Recreation and Aquatic Center that was funded with proceeds from the 2004 G.O. bond sale. The BAB subsidy and development impact fee debt service contributions directly reduce the debt service to be covered by secondary property tax revenue. The G.O. Debt Service Fund balance will be used to cover the overall shortfall between the total annual resources and the annual debt service. ____________________________________________________________________________________ 102 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Table 4 Assessed Valuation & Tax Rate, Resources and Debt (All Dollars in Thousands with Exception of Tax Rate) Fiscal Year Estimated Estimated Primary Secondary Secondary Assessed Property Property Valuation Tax Rate Tax Rev. 2017 2018 2019 2020 2021 $1,173,091 $1,208,284 $1,244,532 $1,281,868 $1,320,324 $1.6698 $1.6284 $1.5810 $1.5349 $1.4902 $19,588 $19,676 $19,676 $19,675 $19,675 Build America Bond Subsidy $593 $566 $537 $505 $472 Fund Total 1480 DIF Resources Payment $211 $152 $160 $60 $60 $20,392 $20,394 $20,373 $20,240 $20,207 Total Debt Service $21,888 $21,332 $19,832 $19,833 $19,833 EXCISE TAX FUNDED DEBT Council’s Capital Assets and Debt Management financial policies for excise funded debt states that debt service will not exceed 10% of the 5-year average of the General Fund operating revenue. Excise tax funded bonds under this category include Municipal Property Corporation (MPC) bonds. While the city currently is not in compliance with the 10% guideline as explained above, the policy is a very important goal for the city to attain and will be evaluated for compliance annually. The chart represents all outstanding MPC and Excise Bond principal and interest. Excise Tax and Municipal Property Corporation Bonds The city of Glendale currently has three Excise Tax Bonds. The city of Glendale currently has seven MPC issuances, five of which are senior lien obligations and twp subordinate MPC bonds. Excise 2016 Bonds were issued on June 1, 2016 to refund Series 2003 AMFP Series 16 - Arena. ____________________________________________________________________________________ 103 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ In addition to the City’s financial policies on Debt management, the bond covenants restrict the amount of additional bonds that may be issued based on the ratio of unrestricted excise tax revenue to maximum annual debt service on excise tax bonds. The city’s bond covenant for senior lien excise tax debt is unrestricted excise tax revenue of at least three times the maximum annual debt service. The covenant is revenues of two times the maximum annual debt service on combined senior and subordinate liens. Unrestricted excise tax is defined as all excise, transaction privilege, franchise and income taxes that the City collects or may collect in the future, and which are allocated or apportioned to the City by the State. Exceptions are any excise, transaction privilege, franchise and income taxes that Arizona law restricts for other purposes such as the motor vehicle fuel tax, or taxes that have been approved at an election within the City and are restricted to certain uses such as the City’s existing public safety tax and transportation sales tax. This means General Fund revenues normally allocated for operating budget purposes must be allocated for excise tax debt service. Currently, and in past fiscal years, the General Fund operating budget contribution, backed by unrestricted excise taxes, is reflected as a transfer from the General Fund to the excise tax debt service fund in Schedule 4. For FY16-17, the General Fund transfer to the Excise tax and M.P.C. debt service fund is budgeted at $26.2 million. Table 5 indicates the city has potential excise tax bond capacity given coverage ratios in excess of the minimum required, additional issuances of excise tax bonds that increase outstanding debt service would further strain the overall General Fund operating budget. Table 5 Excise Tax Debt Service Unrestricted Fiscal Excise Tax Year (A)1 2017 159,855,843 2018 162,510,119 2019 167,808,951 2020 171,961,132 2021 174,872,779 1 Senior Lien Debt Service (B) 17,303,431 18,117,563 22,353,939 21,113,864 23,663,413 Subordinate Lien Debt Total Excise Service Debt Service (C) (B+C) 8,863,193 26,166,623 8,863,193 26,980,756 10,908,193 33,262,131 13,249,000 34,362,864 12,630,250 36,293,663 Senior Subordinate Covenant Covenant (A/B) (A/(B+C)) 9.24 6.11 8.97 6.02 7.51 5.05 8.14 5.00 7.39 4.82 Current yea r i s budgeted, future yea rs a re from the 5-yea r foreca s t Inter-Fund Transfer Appropriated inter-fund transfer requests are a necessary mechanism for one fund to appropriately support the operations of other funds. For example, a budgeted transfer from the Transportation Sales Tax Fund to the Transportation Capital Projects Fund is necessary to fund related capital outlay. As requested by council, the FY16-17 budget also includes maintenance ____________________________________________________________________________________ 104 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ of effort transfers of $1,013,088 from the General Fund to the Enterprise Funds to support their operations. This is an increase from the FY15-16 $600,000 transfer. Inter-Fund Transfers for the FY16-17 budget total $120.2 million. Table 6 Excise Tax Debt Service to Ongoing Revenue Ongoing GF MPC & Excise Debt Service Revenue Tax Debt to Revenue Fiscal Year (A) Service (B/A) 2017 210,277,130 26,166,623 12.4% 2018 211,630,998 26,980,756 12.7% 2019 217,766,991 33,262,131 15.3% 2020 222,779,187 34,362,864 15.4% 2021 226,574,446 36,293,663 16.0% Table 6 shows the debt service on excise tax funded debt obligations for FY16-17 through FY20-21 compared to ongoing general fund revenue. As previously stated Glendale does not currently comply with the 10% guideline set forth in the Capital Asset and Debt Management financial policy. Table 7 Table 7 shows the percentage of unrestricted excise tax revenues versus the MPC and Excise Debt and the percent of those obligations. In FY16-17, 16.4% collected of sales taxes and state shared revenues is used to pay debt. Excise Tax Debt Service to Unrestricted Revenue Unrestricted MPC & Excise Debt Service Excise Tax Tax Debt to Revenue Fiscal Year (A) Service (B/A) 2017 159,855,843 26,166,623 16.4% 2018 162,510,119 26,980,756 16.6% 2019 167,808,951 33,262,131 19.8% 2020 171,961,132 34,362,864 20.0% 2021 174,872,779 36,293,663 20.8% WATER & SEWER REVENUE FUNDED DEBT The city may sell bonds that pledge water/sewer utility revenues as payment for 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). Glendale’s bond covenant states 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 known as the bond debt service coverage ratio. Adjustments in net revenue may be made in some circumstances; restatement of debt service on variable rate and certain other types of debt is permitted; and refunding and compound interest bonds may be issued under different tests. Currently there is $10 million remaining in water/sewer voter authorization that can be utilized for new water/sewer revenue or G.O. bonds. ____________________________________________________________________________________ 105 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ The chart represents all outstanding Water and Sewer Bond principal and interest Table 8, includes water and sewer operating revenue, operating and maintenance expenses, existing debt service and the resulting coverage ratio of operating net revenue to debt service. Due to the recent deferral of non-essential growth related projects, prepayment and/or restructuring of water and sewer debt, and optimization processing efforts that have resulted in cost savings, a 1.55 coverage ratio is projected for FY16-17 without a rate increase. This projection will be revisited annually to account for any significant changes in assumptions about costs and revenues. Table 8 Water & Sewer Revenue Funded Debt Fiscal Year 1 2017 2018 2019 2020 2021 Revenue 83,019,500 80,573,258 80,878,395 81,183,897 81,470,320 O and M Expenses 51,897,813 49,011,197 50,189,904 51,400,895 52,645,215 Net Revenue Revenue to Debt Service Debt Service Ratio 31,121,687 31,562,061 30,688,491 29,783,002 28,825,105 20,125,983 22,640,233 25,447,783 25,080,483 24,488,733 1.55 1.39 1.21 1.19 1.18 1 Excludes 1-x Pass through revenue from the City of Peoria ($8M) There is no rate adjustment recommended in FY16-17 for the water/sewer enterprise fund. This recommendation is based on the annual update of the individual rate models for each of the enterprise funds that are used to develop a balanced capital plan for each operation. Overall, this rate recommendation is the result of:  The prepayment and/or restructuring of water/sewer debt  The deferral of non-essential growth-related capital projects  Continuation of critical repair, maintenance and replacement of existing capital assets such as underground pipes ____________________________________________________________________________________ 106 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________   Continuation of capital projects that ensure compliance with applicable federal, state and county regulations Ongoing improvements in operational efficiencies to minimize cost increases related to fuel, equipment and electricity. HURF REVENUE FUNDED DEBT HURF Revenue Bonds HURF bond-funded projects require voter authorization (either for HURF revenue bonds that are secured by and paid for from HURF revenues, or for streets/parking G.O. bonds that are secured by property taxes but may be paid from HURF revenues). HURF voted revenue bonds do not affect the city's G.O. debt limitation. By state law, when a city sells a HURF revenue bond, the maximum projected annual total debt service payment cannot exceed one-half of the previous year’s revenue allocation. In FY15-16 the final debt service payment was paid. There is currently $50.5 million in remaining voter authorization for the Streets/Parking category. TRANSPORTATION SALES TAX FUNDED DEBT Transportation Sales Tax Revenue Obligations Transportation sales tax revenue currently supports the debt service for a FY07-08 revenue bond obligation. A minimum debt coverage ratio of 2.0 was established at the time of the FY0708 issuance. Voter authorization is not required for Transportation Sales Tax Revenue Obligations. The chart represents all outstanding Transportation Bond principal and interest. ____________________________________________________________________________________ 107 ANNUAL BUDGET BUDGET SUMMARIES Fiscal Year 2016-2017 Expenditures ____________________________________________________________________________________ Table 9 summarizes annual revenue expected from the designated sales tax, future bond sale amounts, existing and proposed debt service, and the resulting coverage ratio. The table shows that the transportation sales tax revenue to debt service ratio meets the 2.0 coverage requirement established in FY07-08. Table 9 Transportation Revenue Bonds Fiscal Year 2017 2018 2019 2020 2021 1 Transportatio n Sales Tax Existing Debt Total Annual 1 Revenue Service Debt Service Coverage $26,217,441 $7,144,000 $7,144,000 3.67 $26,969,044 $7,146,500 $7,146,500 3.77 $27,743,195 $7,145,000 $7,145,000 3.88 $28,274,779 $7,143,400 $7,143,400 3.96 $28,545,887 $6,810,600 $6,810,600 4.19 Current year budget, future years - 5 year forecast. Please see the Glendale Onboard Annual Report for more information on the City’s long term Transportation Program. For a summary of all FY16-17 debt service obligations please see Schedule 8: Debt Service. ____________________________________________________________________________________ 108 Fiscal Year 2016-2017 Annual Budget Book Operating Budget Operating Budget ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Table of Contents ____________________________________________________________________________________ Page Mayor & Council ................................................................................................... 111 Budget and Finance ................................................................................................ 115 City Attorney.......................................................................................................... 120 City Auditor ........................................................................................................... 124 City Clerk ............................................................................................................... 127 City Court ............................................................................................................... 131 City Manager’s Office ........................................................................................... 135 Community Services .............................................................................................. 139 Development Services............................................................................................ 145 Economic Development ......................................................................................... 153 Public Facilities, Recreation & Special Events ..................................................... 158 Fire Services ........................................................................................................... 165 Human Resources .................................................................................................. 173 Innovation and Technology ................................................................................... 177 Misc Grants ............................................................................................................ 180 Non-Departmental .................................................................................................. 181 Police Services ....................................................................................................... 182 Public Affairs ......................................................................................................... 191 Public Works .......................................................................................................... 196 Water Services ....................................................................................................... 209 ____________________________________________________________________________________ 109 ANNUAL BUDGET Fiscal Year 2016-2017 ____________________________________________________________________________________ ____________________________________________________________________________________ 110 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Mayor and Council ____________________________________________________________________________________ Performance Report Mayor’s Office $368,222 4 FTEs Council Office $968,453 11 FTEs The Mayor and City Council constitute the elected legislative and policy making body of the city. The Mayor is elected at‐large every four years. Councilmembers also are elected to four‐year terms from one of six electoral districts in Glendale. One of the highest priorities of the Mayor and Council is to involve the public in their decision making process through public participation. They regularly appoint citizens to 17 advisory boards and commissions and often form public committees to address specific citywide issues. The Mayor and Council each become involved in the support and economic development of Glendale’s six districts. Councilmembers host meetings in their districts or meet with small groups of citizens throughout the year to resolve local issues. These meetings ensure citizens are informed on projects in and around their neighborhoods and businesses and give the Council input from their constituents. The Mayor and Council also communicate with citizens through electronic media such as websites, electronic bulletins and programming on Glendale 11, the city’s cable station. The Mayor and Council represent Glendale as members and leaders on numerous city, regional, and national organizations and committees. City staff that support the Mayor and Council work closely with constituents to resolve any issues or questions they have about city programs and services. Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs ____________________________________________________________________________________ 111 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Mayor and Council ____________________________________________________________________________________ City of Glendale ‐ City Council ‐ Key Priorities The Mayor and City Council determine priorities that guide the future vision and policy direction for the city. As such, they are committed to forming the policies necessary to accomplish these priorities: Transparency •Transparency in all we do as City Council members in order to continue building trust with the community, staff and each other as a policy body. The openness of policy discussion is also reflected in the variety of rules and guidelines adopted by the City Council with the obligation that all adhere to that guiding principle. Fiscal Sustainability •Fiscal Sustainability is always a standing goal for the City as a matter of course. It rises to a Key Priority level in the face of major fiscal concerns and recovery strategies. The 2016 – 2017 Budget will move the City in a very positive direction toward sustainability. Economic Development •Economic Development is acknowledged as a key element of fiscal sustainability. It could easily be a subset of that priority. However, the level of significance of a strong economic development effort is seen by the City Council as an item that warrants its own special focus for policy level support. This is a critical component of the fiscal recovery process. Signature Events •Signature Events are seen as defining elements for Glendale’s regional identity. Failure to present expected celebrations that have long drawn crowds to downtown Glendale will have substantial impact on the community well-being, economics of shop owners and ability to attract commerce. This will require the City Council attention to the policies needed to encourage long planned Centerline activity to expand the capacity of downtown. Creative, Innovative, Efficient Systems •Creative, Innovative, Efficient Systems and processes will continue to gain the highest level of service given the limitations of budget capacity. Staff talent and comment will continue to be the critical element of customer service despite difficult financial challenges. Continuous Business Policy Improvement •Continuous Business Policy Improvement to assist Mayor and City Council in establishing policy necessary to continually improve the business and citizen attraction to the downtown core and Centerline. Public Safety •Public Safety – Prepare a five-year Public Safety plan to ensure public safety capacity to provide a level of service that is consistent with the needs of the community, the budgetary capacity and the standards of performance in generally acceptable national guidelines. Encourage innovation and the application of creative new approaches, where necessary and applicable. ____________________________________________________________________________________ 112 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Mayor and Council MAYOR AND CITY COUNCIL MAYOR ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10010) Office of the Mayor Total - Mayor ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $266,678 $391,288 $390,338 $368,222 -6% $266,678 $391,288 $390,338 $368,222 -6% FY 2015 Actual (A6000) Salary & Related Budget FY 2016 Budget FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $245,166 $343,874 $343,874 $307,960 (A7000) Non-Salary Operating Budget $18,495 $42,673 $41,723 $40,873 -4% (A7500) Premiums/Controlled Budget $3,017 $4,741 $4,741 $19,389 309% $266,678 $391,288 $390,338 $368,222 -6% Total - Mayor FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10010) Office of the Mayor Total -Mayor -10% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 3 4 4 4 0% 3 4 4 4 0% ____________________________________________________________________________________ 113 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Mayor and Council MAYOR AND CITY COUNCIL COUNCIL OFFICE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-10110) Council Office $415,195 $418,168 $418,168 $434,003 4% (1000-10120) Cholla District $87,276 $91,137 $91,137 $91,217 0% (1000-10130) Barrel District $70,242 $82,411 $82,411 $85,908 4% (1000-10140) Sahuaro District $72,547 $87,418 $87,418 $95,665 9% (1000-10150) Cactus District $87,144 $87,418 $87,418 $91,210 4% (1000-10160) Yucca District $76,112 $81,963 $81,963 $85,225 4% (1000-10170) Ocotillo District $87,654 $81,963 $81,963 $85,225 4% $896,170 $930,478 $930,478 $968,453 4% Total - Council Office ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (A6000) Salary & Related Budget $695,169 $699,160 $699,160 $706,905 1% (A7000) Non-Salary Operating Budget $181,997 $214,883 $214,883 $212,183 -1% (A7500) Premiums/Controlled Budget Total - Council Office FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM $19,004 $16,435 $16,435 $49,365 200% $896,170 $930,478 $930,478 $968,453 4% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-10110) Council Office 6 5 5 5 0% (1000-10120) Cholla District 1 1 1 1 0% (1000-10130) Barrel District 1 1 1 1 0% (1000-10140) Sahuaro District 1 1 1 1 0% (1000-10150) Cactus District 1 1 1 1 0% (1000-10160) Yucca District 1 1 1 1 0% (1000-10170) Ocotillo District 1 1 1 1 0% 12 11 11 11 0% Total -Council Office ____________________________________________________________________________________ 114 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Budget and Finance ____________________________________________________________________________________ Performance Report Budget and Finance $7,491,408 Budget and Finance 65.5 FTEs Lease Payments/Other Fees Mission Statement The Budget and Finance Department provides financial management services with integrity and accountability while improving service levels, managing costs, and leveraging information across City departments. Department Description The Budget and Finance division provides a range of services that help ensure prudent fiscal management of city resources. Specifically, five divisions of the department provide the following services: • The Management and Budget Division conducts independent, objective analyses and forecasts of expenditures and revenues, monitoring of the budget for the current fiscal year, and development of the budget for the next fiscal year. • The Finance Division’s main responsibilities are accounting, debt management, banking services, investment management, financial analysis, and financial reporting to the public, state agencies, bond holders, grantors, auditors, city management, and the City Council. • The Customer Service Division assists customers with their utility accounts including billing and payment processing and operation of the call center for customer inquiries and service requests. • The Tax and License Division assists city business owner’s by educating them regarding the city’s sales tax code and processing business licenses, sales tax returns and payments. • The Materials Management Division works with departments to ensure the procurement of goods and services is completed in a manner that is compliant with city policies and state statutes. • The Grants Administration Division is responsible for coordinating the city’s efforts to identify and obtain alternative funding for priority projects that advance the mission, goals and objectives established by the City Council and executive management ____________________________________________________________________________________ 115 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Budget and Finance ____________________________________________________________________________________ Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies      Received the GFOA Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation awards Received a one level bond rating upgrade from A3 to A2 from Moody’s Investor Services Received a three level bond rating upgrade from BBB+ to A+ from Standard and Poor’s Successfully outsourced utility bill payment processing to a 3rd party provider Completed a city-wide cost allocation study ____________________________________________________________________________________ 116 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Budget and Finance ____________________________________________________________________________________ Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Bond ratings for general obligation bonds: - Standard & Poor's - Moody's Investor Services Bond ratings for Water and Sewer revenue bonds: - Standard & Poor's - Moody's Investor Services Annualized amortized cost basis return on portfolio (net of fees) Number of grants received through Grants Administration Compliance with Council adopted Financial Policies (# complied with/# of policies) Prudent fiscal stewardship. Fiscal Sustainability Employ strong fiscal management practices that encourage sustainable fiscal decision-making. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target BBB+ A3 BBB+ A3 A+ A2 AA Aa1 AA A1 AA A1 AA A1 AA+ Aa1 .49% .69% .8% .8% n/a 15 20 25 5/7* 5/7* 5/7* 7/7 * Noncompliance - Non-voter approved General Fund debt service exceeds 10% of the 5 year average of the General Fund’s operating revenue; General Fund minimum unrestricted fund balance is not 25% of projected annual ongoing revenue Department Goal Council Priority Performance Objective Performance Measures Maintain a +/- 5% variance in general fund revenue forecasts from the final actual revenue to the adopted budget. % of month-end reports completed within 10 business days Obtain the GFOA Certificate of Achievement for Excellence in Financial Reporting Obtain the GFOA Distinguished Budget Presentation Award Prudent fiscal stewardship. Fiscal Sustainability, Transparency Provide accurate and timely financial analysis, forecasting, and reporting. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target +4.5% +5% +5% +5% 0% 17% 50% 100% Yes Yes Yes Yes Yes Yes Yes Yes ____________________________________________________________________________________ 117 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Budget and Finance BUDGET AND FINANCE BUDGET AND FINANCE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-11310) Finance Administration $598,682 $633,486 $633,486 $784,449 24% (1000-11320) Accounting Services $824,240 $890,448 $874,986 $1,044,841 17% $1,104,468 $1,101,334 $1,101,334 $1,192,354 $0 $15,500,000 $7,675,000 $0 -100% -100% (1000-11340) License/Collection (1000-11351) Arena Events (1000-11352) AZSTA - Stadium Tax Refund 8% $0 $2,377,616 $2,962,115 $0 (1000-11360) Materials Management $321,444 $471,136 $471,136 $492,142 4% (1000-11610) Budget & Research $265,387 $269,931 $274,881 $284,289 5% (1000-11620) Grants Administration $109,914 $129,881 $132,381 $138,630 7% $16,003,035 $0 $0 $0 NA NA (1282-11415) Arena Management Fee (1790-11400) AZSTA - Stadium Tax Refund $3,799,197 $0 $0 $0 (2360-17020) Customer Service Office $2,452,445 $3,029,403 $3,029,403 $3,223,804 6% $25,478,812 $24,403,235 $17,154,722 $7,160,509 -71% FY 2015 Actual FY 2016 Budget FY 2016 Estimate Total - Budget and Finance ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Budget and Finance FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2017 Budget Percent Over FY 2016 Budget $4,056,156 $4,911,887 $4,892,887 $5,276,716 7% $20,858,885 $19,375,884 $12,146,371 $1,497,388 -92% $563,771 $115,464 $115,464 $386,405 235% $25,478,812 $24,403,235 $17,154,722 $7,160,509 -71% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-11310) Finance Administration 4 4 4 5 25% (1000-11320) Accounting Services 13 13 13 13 0% (1000-11340) License/Collection 10 10 10 10 0% (1000-11360) Materials Management 5 5 5 5 0% (1000-11610) Budget & Research 2 2 2 2 0% 1 1 1 0% 29.5 29.5 29.5 29.5 0% 63.5 64.5 64.5 65.5 2% (1000-11620) Grants Administration (2360-17020) Customer Service Office Total -Budget and Finance ____________________________________________________________________________________ 118 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Budget and Finance BUDGET AND FINANCE LEASE PMTS/OTHERFEES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2015 Actual (1000-11380) Lease Payments $10,994,988 $51,546 $51,546 $51,546 $215,293 $206,000 $206,000 $206,000 0% (1000-89800) 1000 Advisor Fees $99,860 $90,000 $70,000 $73,353 -18% (2040-89806) 2040 Advisor Fees $316 $855 $855 $0 -100% (2060-89804) 2060 Advisor Fees $0 $83 $83 $0 -100% (2100-89815) 2100 Advisor Fees $214 $0 $0 $0 NA (2180-89808) 2180 Advisor Fees $1,172 $2,415 $2,415 $0 -100% $11,311,843 $350,899 $330,899 $330,899 (1000-11390) Merchant Fees Total - Lease Pmts/OtherFees ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2016 Budget FY 2015 Actual FY 2016 Estimate FY 2016 Budget FY 2017 Budget FY 2016 Estimate Percent Over FY 2016 Budget FY 2017 Budget 0% -6% Percent Over FY 2016 Budget (A7000) Non-Salary Operating Budget $316,855 $299,353 $279,353 $279,353 (A7500) Premiums/Controlled Budget $10,994,988 $51,546 $51,546 $51,546 0% $11,311,843 $350,899 $330,899 $330,899 -6% Total - Lease Pmts/OtherFees -7% ____________________________________________________________________________________ 119 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Attorney ____________________________________________________________________________________ Performance Report At City Attorney $3,263,392 26 FTEs City Attorney Outside Legal Fees FTE’s Mission Statement Provide the highest level of legal services to the city and its officials by adhering to professional standards, garnering strong understanding of city operations and incorporating all relevant information into the legal advice and guidance provided. To serve the people of Arizona by prosecuting violations of Glendale City Code and misdemeanor violations of state law in an ethical manner in order to assure that justice is done. Department Description The City Attorney is appointed by the City Council and acts as legal adviser to the city, its officials, departments, as well as boards and commissions on matters that affect the conduct of city business. The City Attorney’s Office represents the city in all legal proceedings and directs the legal services provided by outside counsel. The office also prepares resolutions, ordinances and related legal documents for City Council consideration in order to implement adopted city policy; drafts and reviews all contracts considered by the city; and issues opinions on a variety of municipal matters. The City Attorney’s Office works closely with the Police Department to provide ongoing training of its officers relating to state and city laws. The Office is also responsible for prosecuting any misdemeanor violation that occurs within the city limits including violations of Glendale City Code, DUI and domestic violence cases. The Office also handles conflict cases for other cities as well as the Maricopa County Attorney’s Office. ____________________________________________________________________________________ 120 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Attorney ____________________________________________________________________________________ Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies    A one‐year extension was received for the Stop Violence Against Women grant in the amount of $147,709 from the Arizona Governor's Office for Children, Youth, and Families. Funding from this grant is used to hire a Domestic Violence (DV) Prosecutor and a DV Advocate for one year. The city is not responsible for any costs for these two full‐time positions. The Prosecutor’s Office received a $10,100.00 grant from the AZ Attorney General’s Office of Victim Services, Victim Rights Program to assist in operating costs for victim rights notices. The Prosecutor's Office continues to use law student interns as well as paralegal students. ____________________________________________________________________________________ 121 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Attorney ____________________________________________________________________________________ Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures % of the meetings/hearings attended (as needed or requested) Department Goal Council Priority Performance Objective Performance Measures Number of cases adjudicated % conviction rate or plea agreements on misdemeanor charges Number of facilitated resolutions of cases by diversion programs Provide high‐quality, professional and timely legal services to the Mayor, City Council and city staff. Transparency One community committed to public safety. FY2017 FY2014 FY2015 FY2016 Target/ Actual Actual Estimate Projected 100% 100% 100% 100% Work to ensure the consistent and ethical application of criminal justice. Transparency Ensure the consistent and ethical application of criminal justice FY2017 FY2014 FY2015 FY2016 Target/ Actual Actual Estimate Projected 5992 5836 6788 90.47% 95.62% 90.50% 445 503 619 80% ____________________________________________________________________________________ 122 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 City Attorney CITY ATTORNEY CITY ATTORNEY ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10610) City Attorney (1000-10615) Outside Legal Fees Total - City Attorney ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - City Attorney FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10610) City Attorney Total -City Attorney FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $2,462,755 $2,744,274 $2,744,274 $3,063,392 $415,130 $200,000 $550,000 $200,000 $2,877,885 $2,944,274 $3,294,274 $3,263,392 FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 12% 0% 11% Percent Over FY 2016 Budget $2,280,103 $2,557,346 $2,557,346 $2,668,483 4% $547,367 $316,846 $666,846 $437,226 38% $50,415 $70,082 $70,082 $157,683 125% $2,877,885 $2,944,274 $3,294,274 $3,263,392 11% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 25 25 25 26 4% 25 25 25 26 4% ____________________________________________________________________________________ 123 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Auditor ____________________________________________________________________________________ Performance Report City Auditor $375,679 2.0 FTEs Mission Statement To provide audit services that strengthen internal controls, reduce risk, maximize efficiency and enhance government transparency. Department Description The City Auditor’s Office conducts audits of departments, programs and contractors citywide and reports the results to management, City Council and the public. Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs ____________________________________________________________________________________ 124 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Auditor ____________________________________________________________________________________ Accomplishments, Enhancements, and Efficiencies    Completed 16 audit reports that identified opportunities to enhance internal controls, increase efficiency and safeguard assets. Provided over 220 recommendations to management to correct internal control weaknesses. Continued to monitor the City’s Ethics Hotline, allowing employees to report potential ethical violations at the City. Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Number of Audits and Management Reports Completed % Audit Recommendations Accepted by Management % Annual Audit Plan Completed Number of Management Requests Allocate audit resources to the areas that pose the greatest risk to the city. Fiscal Sustainability Develop a risk‐based audit plan that strengthens internal controls and reduces organizational risk. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 17 14 17 17 95% 98% 98% 98% 100% 5 90% 5 90% 5 90% 5 ____________________________________________________________________________________ 125 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 City Auditor CITY AUDITOR CITY AUDITOR ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10710) City Auditor Total - City Auditor ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - City Auditor FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10710) City Auditor Total -City Auditor FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $260,670 $337,879 $330,979 $375,679 11% $260,670 $337,879 $330,979 $375,679 11% FY 2015 Actual (A6000) Salary & Related Budget FY 2016 Budget FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $251,637 $327,501 $327,501 $307,282 -6% $6,915 $7,100 $200 $56,314 693% $2,118 $3,278 $3,278 $12,083 269% $260,670 $337,879 $330,979 $375,679 11% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 2.5 2.5 2.5 2 -20% 2.5 2.5 2.5 2 -20% ____________________________________________________________________________________ 126 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Clerk ____________________________________________________________________________________ Performance Report City Clerk $841,880 7 FTEs Records Management Elections Mission Statement The City Clerk Department’s mission is to provide excellent service to the citizens, elected officials and the organization, to consistenly meet all legal requirements, and to proactively support transparency in city government. Department Description The City Clerk Department’s responsibilities are defined by the City Charter, City Code, State Statutes and Federal Laws. The department services include municipal elections, public records, city charter and code book, legal notices and advertising, City Council agenda and minutes. Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs ____________________________________________________________________________________ 127 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Clerk ____________________________________________________________________________________ Accomplishments, Enhancements, and Efficiencies     2015 Recall Election conducted. Required 2015 and 2016 Political Committees received and posted on the internet; Preparation for 2016 Primary and General Elections including nomination packet and review of nomination petitions. Two Record Purge Events in 2016 with a total of 34 tons purged. Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures # Agendas/Legal Notices / % Compliance # Resolutions posted or read in full, published / % Compliance # Ordinances posted and published /% Compliance Provide the citizens with timely notice and access to public information Transparency All City Council and City Commission/Board meeting agendas/legal notices, resolutions, ordinances posted/published in compliance with state statues FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 816/100% 996/100% 565/100% 600/100% 118/100% 152/100% 87/100% 100/100% 44/100% 47/100% 50/100% 48/100% Provide the citizens with timely access to city records in compliance with state statutes and city code. Council Priority Transparency All media/record requests, minutes, recorded Performance Objective documents, and contracts are processed in compliance with State Statutes/City Code. FY2014 FY2015 FY2016 FY2017 Performance Measures Actual Actual Estimate Target # Public/Media Record Requests /% Compliance 909/100% 1656/100% 1346/100% 1000/100% # City Council Minutes /% Compliance 53/100% 48/100% 44/100% 46/100% # Recorded Documents /% Compliance 475/100% 429/100% 331/100% 335/100% # City Contracts /% Compliance 799/100% 1156/100% 1008/100% 1000/100% Department Goal Department Goal Increase volume of digitized records available to internet/organization; reduce paper storage. ____________________________________________________________________________________ 128 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Clerk ____________________________________________________________________________________ Council Priority Performance Objective Performance Measures Pages scanned Pages Indexed Purge Day–Pounds of Records shred/recycled Transparency Prioritize indexing and scanning of high demand record series. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 279,749 161,100 324,699 300,000 6,298 1,836 5,335 5,000 18,520 30,200 78,157 19,200 ____________________________________________________________________________________ 129 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 City Clerk CITY CLERK CITY CLERK ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-10210) City Clerk $514,391 $565,381 $565,381 $714,130 26% (1000-10240) Elections $236,178 $1,445 $46,445 $127,750 8741% $750,569 $566,826 $611,826 $841,880 49% Total - City Clerk ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (A6000) Salary & Related Budget $451,228 $501,292 $501,292 $627,591 25% (A7000) Non-Salary Operating Budget $292,865 $54,790 $99,790 $182,140 232% (A7500) Premiums/Controlled Budget Total - City Clerk FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10210) City Clerk Total -City Clerk $6,476 $10,744 $10,744 $32,149 199% $750,569 $566,826 $611,826 $841,880 49% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 6 6 6 7 17% 6 6 6 7 17% ____________________________________________________________________________________ 130 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Court ____________________________________________________________________________________ Performance Report City Court $5,063,688 45.5 FTEs Mission Statement To provide a forum for prompt, fair and just resolution of cases in a professional, efficient and courteous manner. Department Description Glendale City Court adjudicates 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 protective orders. The court has the authority to issue search warrants for misdemeanors and felonies. Glendale City Court collaborates with numerous internal and external justice and community agencies to develop and implement programs to reduce recidivism and promote safe communities. Approximately 100,000 customers enter the court each year to conduct business. Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs ____________________________________________________________________________________ 131 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Court ____________________________________________________________________________________ Accomplishments, Enhancements, and Efficiencies:     Developed an automated outbound telephone dialing program to initiate calls for missed court dates, upcoming court payments and missed payments. Created comprehensive case file audit checklists for the Court Operations, Fines Management and Records Divisions of Glendale City Court. Coordinated all judicial and legal services for military veterans participating in Glendale’s 2015 “Stand Up for Veterans” community outreach event. Formed the Glendale Mental Health Task Force with partner stakeholders from Glendale Police and Prosecutor’s Offices, Mercy Maricopa Integrated Care and local behavioral health experts. Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Each full time judicial officer and Court employee to complete at least 16 credit hours of judicial education each year. Each Court employee to complete ethics training and a core curriculum educational component annually (computer security/network security education for 2016). Each Court judge to attend the annual Supreme Court judicial education training conference. Maintain professional development opportunities for all court staff and judges. Creative, Innovative, Efficient Systems Comply with Arizona Supreme Court Administrative Orders 2014‐135 and 2012‐60 and Arizona Code of Judicial Administration 1‐302 regarding Education and Training. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 100% compliance 100% compliance 100% compliance 100% compliance 100% compliance 100% compliance 100% compliance 100% compliance 100% compliance 100% compliance 100% compliance 100% compliance ____________________________________________________________________________________ 132 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Court ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures 85% of DUI cases resolved within 120 days 93% of DUI cases resolved within 180 days 98% of non‐DUI criminal misdemeanors resolved within 180 days Department Goal Council Priority Performance Objective Performance Measures 80% of civil traffic cases resolved within 60 days 95% of civil traffic cases resolved within 90 days 99% of ex‐parte protective order hearings held within 24 hours 90% of contested protective order hearings held within 10 days 98% of contested protective order hearings held within 30 days Adjudicate all criminal cases in a timely manner. Transparency Comply with Arizona Supreme Court Phase I misdemeanor DUI case processing time standards. Comply with Phase III non‐DUI misdemeanor case processing time standards beginning July 1, 2016. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 64% 64% 70% 85% 83% 84% 88% 93% n/a n/a n/a 98% Adjudicate all civil cases in a timely manner. Transparency Comply with Arizona Supreme Court Phase II case processing time standards on all civil traffic cases (excluding parking) beginning July 1, 2015. Comply with Arizona Supreme Court provisional case processing time standards on all protective orders beginning in FY2017. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a n/a 88% 80% n/a n/a 96% 95% n/a n/a n/a 99% n/a n/a n/a 90% n/a n/a n/a 98% ____________________________________________________________________________________ 133 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 City Court CITY COURT CITY COURT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10410) City Court (1240-10510) Court Security (1240-10520) Court Time Payments (1240-10530) Fill the Gap Total - City Court ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $3,629,150 $3,878,094 $3,888,559 $4,446,913 $256,370 $400,318 $310,238 $431,526 8% $59,971 $82,437 $78,501 $127,951 55% $51,711 $57,000 $38,830 $57,298 $3,997,202 $4,417,849 $4,316,128 $5,063,688 FY 2015 Actual (A6000) Salary & Related Budget FY 2016 Budget FY 2016 Budget FY 2016 Estimate FY 2017 Budget 15% 1% 15% Percent Over FY 2016 Budget $3,437,082 $3,707,496 $3,660,158 $4,110,555 (A7000) Non-Salary Operating Budget $521,894 $646,643 $592,260 $669,492 4% (A7500) Premiums/Controlled Budget $38,226 $63,710 $63,710 $283,641 345% $3,997,202 $4,417,849 $4,316,128 $5,063,688 15% Total - City Court FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10410) City Court (1240-10510) Court Security FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 40.7 40.75 40.75 41.75 2% 2 2 2 2 0% (1240-10520) Court Time Payments Total -City Court 11% 1.75 42.7 42.75 42.75 45.5 6% ____________________________________________________________________________________ 134 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Manager's Office ____________________________________________________________________________________ Performance Report City Manager’s Office $974,440 5 FTEs Administration Strategic Initiatives and Special Projects Mission Statement To enhance the quality of life for Glendale residents by providing collaborative and supportive leadership for the organization as it implements City Council policy and goals in the provision of valued services to the community. Department Description The City Manager's Office provides the organizational leadership necessary to successfully implement the policy direction of the City Council; communicates that direction to the organization; ensures the efficient; effective and economical delivery of city services to Glendale's citizens; and fosters a diverse and inclusive organization and community. Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related cost ____________________________________________________________________________________ 135 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Manager's Office ____________________________________________________________________________________ Accomplishments, Enhancements, and Efficiencies      Successfully hosted the College Football Playoffs, ensuring the best possible visitor experience. Glendale provided a safe environment with quality customer service and without impact to the regular delivery of public services for residents and businesses. Successfully entered into a new arena management agreement with AEG. Completed the Police and Fire Department service level assessment study and incorporated recommended changes into the FY16‐17 budget. Standard & Poor’s upgraded Glendale’s bond rating for its General Obligation (GO) bonds from BBB+ to A+ with a stable outlook, a three notch upgrade. Moody’s upgraded Glendale’s bond rating for its General Obligation Unlimited Tax (GOULT) bonds from A3 to A2. Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Produce a balanced budget that complies with the city’s adopted financial polices * The budget will be balanced, by fund, when all projected ongoing revenue sources do not exceed all ongoing expenses proposed for the current FY and for the upcoming FY. Use of the unassigned fund balance will occur only as authorized by Council and to address one‐time costs, not ongoing costs or planned utilization of fund balance. Produce a Five‐Year Forecast for each major operating fund, in compliance with the city's adopted financial policies Prepare City Manager’s recommended budget in accordance with the city’s adopted financial policies Provide leadership, vision and accountability for the organization through vigilant oversight of the City's budget. Fiscal Sustainability Provide public forum communication regarding the budget, to allow for timely review and transparency regarding departmental budgeting, forecasting, and revenue generating opportunities. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes ____________________________________________________________________________________ 136 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 City Manager's Office ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures New businesses recruited or existing companies expanding Jobs generated by new or expanding companies Department Goal Council Priority Performance Objective Performance Measures Meet legal posting requirements On‐time agenda publishing/posting Pursue quality economic development and ensure long‐term financial stability, while safeguarding current economic investments. Fiscal Sustainability; Economic Development Expand the tax base and job market in the community FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 20 12 12 10 2,753 1352 977 1000 Provide consistent, timely and accurate agenda materials to the City Council, City Management, and citizens. Transparency; Creative, Innovative, Efficient Systems Utilize agenda management software to facilitate concise and timely agenda documentation. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 100% 100% 100% 100% 100% 100% 100% 100% ____________________________________________________________________________________ 137 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 City Manager's Office CITY MANAGER CITY MANAGER ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10310) City Manager Total - City Manager ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $1,139,822 $917,044 $917,044 $974,440 6% $1,139,822 $917,044 $917,044 $974,440 6% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $1,071,684 $838,995 $838,995 $876,350 (A7000) Non-Salary Operating Budget $62,641 $49,516 $49,516 $51,870 5% (A7500) Premiums/Controlled Budget $5,497 $28,533 $28,533 $46,220 62% $1,139,822 $917,044 $917,044 $974,440 6% Total - City Manager FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10310) City Manager Total -City Manager 4% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 5 5 5 5 0% 5 5 5 5 0% ____________________________________________________________________________________ 138 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Community Services ____________________________________________________________________________________ Performance Report Community Services $29,534,885 Library and Arts 91.25 FTEs Human Services Neighborhood and Volunteer Services Mission Statement Connecting people through the power of library and arts, human services, and neighborhood and volunteer services, to enhance and preserve the health, safety and living environment in our community. Department Description The Library and Arts Division serves the needs of Glendale citizens by providing life-long learning opportunities, books, audio/visual materials and electronic resources that inform, educate and entertain residents. It also administers the City’s Public Art and Performing Arts Partnership Program. The Human Services Division is comprised of the Community Revitalization, Community Housing and the Community Action Program. Each of these sections provides direct community services that ensure residents receive access to resources and community programs that support self-sufficiency and build strong neighborhoods. The Neighborhood and Volunteer Services Division offers opportunities to enhance the social, physical, mental and economic health of our community through a variety of diverse programs. The Division oversees neighborhood services, community education and community volunteerism. ____________________________________________________________________________________ 139 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Community Services ____________________________________________________________________________________ Operating Budget The total City Operating Budget is $383.9 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related cost Accomplishments, Enhancements, and Efficiencies • • • • Provided services and programs to approximately 600,000 patrons at Library facilities. Neighborhood and Volunteer Services partnered with 3,065 individuals for 8,719.25 hours of volunteer service valued at $197,050. Community Action Program received $794,941 in grant funds to provide eviction prevention and utility assistance programs to Glendale residents. Received Housing and Urban Development “High Performer” rating for the Section 8 Housing Choice Voucher and Conventional Public Housing programs. Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Total efficiency efforts that result in operational savings to the provision of a service or program by at least 25%. Implement new initiatives to offset operational costs using sustainable sources. Number of physical library materials (books, DVD’s, CD’s) checked out per resident. Number of electronic library materials (e-books, e-music, e-movies) checked out per resident. Maximize Department Revenue Fiscal Sustainability Key department managers will work to identify existing and potentially new revenue streams to enhance the General Fund and self-sustaining funds & offset existing operational expenditures. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a 1 1 1 n/a 3 2 2 7.2 6.6 6.9 6.8 0.5 .6 .7 .8 ____________________________________________________________________________________ 140 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Community Services ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures Number of activities/projects for the Neighborhood Services Community Volunteer program. Number of community volunteer hours leveraged by the department. Number of persons receiving housing assistance from housing rehabilitation and new home ownership grants. Number of people attending public art programs (Gallery Glendale and Performing Arts Grants). Number of households directly assisted through Community Action Program with state or federal funds. Number of households assisted through the Section 8 Housing Choice Voucher and Public Housing Programs. Provide excellent customer service to all patrons of the CSG Department. Create, Innovative, Efficient Systems Key department managers will work to identify existing and potentially new revenue streams to enhance the General Fund and self-sustaining funds to improve program/service delivery. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 67 52 120 150 18,836 24,385 30,000 31,500 226 212 239 224 28,600 29,000 30,500 32,500 2,777 2,420 1,342 1,700 1,476 1,518 1,209 1,209 ____________________________________________________________________________________ 141 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Community Services COMMUNITY SERVICES COMMUNITY SERVICES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-14420) CAP Local Match FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $5,172 $8,569 $8,550 $16,720 (1000-14510) Comm. Services Admin. $587,856 $656,411 $780,753 $824,188 26% (1000-15010) Community Revitalization $232,558 $401,648 $272,577 $292,340 -27% $3,880,525 $4,409,811 $4,409,811 $4,745,404 8% $165,930 $188,226 $188,226 $235,399 25% -37% (1000-15220) Library (1220-15310) Arts Program 95% (1300-30001) HOME Program ($31,888) $1,419,035 $1,419,035 $887,685 (1300-30002) Single Family Rehabilitation $147,137 $250,713 $0 $375,000 50% $19,814 $4,456 $1,500 $23,957 438% (1300-30004) Rehab Delivery (1300-30005) Rehabilitation Delivery $17,960 $0 $0 $13,062 NA (1300-30008) Replacement Housing Prog/NR $125,918 $0 $0 $375,000 NA (1300-30010) Habitat-Valley of the Sun $421,391 $0 $0 $0 (1310-30900) NSP Programs $620,654 $926,259 $0 $229,443 (1311-30910) NSP III $41,926 $600,000 $0 $227,300 -62% (1311-30912) Habitat for Humanity $65,951 $500,000 $0 $0 -100% -22% (1320-31001) CDBG Programs $3,637,151 $3,581,987 $2,854,998 (1320-31002) Voluntary Demo - L/M $0 $0 $0 $25,000 NA (1320-31003) Voluntary Demo - S/B $72,499 $0 $0 $25,000 NA $4,015 $0 $0 $40,000 NA (1320-31006) Temporary Relocation $22,598 $0 $0 $34,000 NA (1320-31017) Single Family Residential $91,212 $0 $0 $500,000 NA (1320-31018) Exterior Improvement Program $19,025 $0 $0 $30,000 NA $104,197 $0 $0 $500 NA $8,581 $0 $0 $7,994 NA $71,130 $0 $0 $75,000 NA $381,300 $0 $0 $90,930 NA $9,952 $0 $0 $0 NA $19,904 $0 $0 $0 NA $5,828 $0 $0 $0 NA $55,937 $0 $0 $0 NA (1320-31054) Boy's & Girl's Club-Metro Phx $9,952 $0 $0 $0 NA (1320-31078) PI-Code Compliance Clean-up $2,239 $0 $0 $0 NA $101,950 $0 $0 $0 NA $40,124 $0 $0 $0 NA $9,952 $0 $0 $0 NA $28,311 $0 $0 $0 NA $1,660 $0 $0 $0 NA $364,745 $0 $0 $0 NA $18,033 $0 $0 $0 NA $8,579 $0 $0 $0 NA (1320-31107) PI-Econ Deve-Visual Improv Prg $33,838 $0 $0 $0 NA (1320-31108) PS-YWCA Home Delivered Meals $39,807 $0 $0 $0 NA (1320-31109) COG-Comm. Housing 13/14 $126,752 $0 $0 $0 NA (1320-31110) PF-Valley Life-Grp Home Renov $131,123 $0 $0 $0 NA (1320-31111) COG-Field Operations 13/14 $251,760 $0 $0 $0 NA $23,825 $0 $0 $0 NA $52 $0 $0 $0 NA $37,349 $0 $0 $0 NA (1320-31004) Lead-Based Paint Haz Reduction (1320-31019) Rehabilitation Staff (1320-31020) Rehabilitation Delivery (1320-31022) Roof Repair Program (1320-31028) General Administration (1320-31030) PS-Com Legal Svcs-Fair Housin (1320-31039) PS YWCA Senior Congregate Meal (1320-31045) PS Glendale Home Accessibility (1320-31050) PS-SaintVincentDePaul-OLPH-KFT (1320-31079) PS-CAP-Evict Prevnt/Rent Assis (1320-31081) HS-Code Svc-NBRDH Preservation (1320-31087) PS- Back to School Clothing Dr (1320-31089) PF-Comm Housing (1320-31096) PF-COG Parks & Rec-ADA Improv (1320-31098) Habitat-Emergency Home Repair (1320-31099) COG Housing Div Modern of Bath (1320-31103) PI-East Catlin Court Improv (1320-31112) PI-COG-Parks & Rec-Sonorita (1320-31115) CASS SINGL SHELT 13/14 (1320-31119) PS-Hope For Hunger ($3) NA -75% ____________________________________________________________________________________ 142 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Community Services COMMUNITY SERVICES COMMUNITY SERVICES ROLLUP (1320-31120) PF-Heart For City-Comm Garden $76,645 $0 $0 $0 (1320-31121) PI-COG-Pk & Rec-Velma Teague $152,323 $0 $0 $0 NA $0 $73,111 $68,611 $68,611 -6% $492,312 $605,964 $605,964 $558,632 -8% $44,974 $45,000 $45,000 $55,000 22% $263,852 $326,976 $326,976 $393,198 20% $1,280 $1,373 $1,373 $1,373 0% $154,481 $141,258 $141,563 $174,810 24% NA (1820-32040) Community Action Program (CAP) (1820-32050) Case Mgmt-LIHEAP Voucher (1820-32055) Case Mgmt-TANF Voucher (1820-32056) Case Mgmt Admin (1820-32057) Case Mgmt-NHN Voucher (1820-32060) Community Svcs Block Grant-Adm NA (1820-32069) ACAA SWG Energy SHARE Progra $3,343 $0 $4,500 $13,235 (1820-32070) ACAA HEAF Program $2,232 $7,330 $7,330 $7,472 2% (1820-32071) ACAA SW Gas Assistance $8,693 $8,693 $8,693 $5,000 -42% (1820-32072) ACAA URRD Program $10,262 $30,000 $28,000 $22,487 -25% (1820-32073) ACAA SRP Assistance $23,070 $50,000 $50,000 $9,980 -80% (1820-32074) ACAA APS Assistance $10,122 $14,018 $14,018 $15,000 7% (1830-31900) ESG General Administration $3,101 $208,992 $208,992 $208,992 0% (1830-31904) PREHAB Faith House-ESG $21,866 $0 $0 $0 NA (1830-31905) ESG Emergency Solution Grant $20,670 $0 $0 $0 NA $6,637 $0 $0 $0 NA (1830-31909) CAP Rapid Re-Housing $28,255 $0 $0 $0 NA (1830-31910) CASS Adult Emergency Shelter $20,671 $0 $0 $0 NA (1830-31911) CAP Homeless Prev 12/13 $3,485 $0 $0 $0 NA (1830-31912) CAP Rapid Re 12/13 $1,183 $0 $0 $0 NA (1830-31913) A New Leaf 14/15 $18,067 $0 $0 $0 NA (1830-31914) CASS Rapid Re-Housing 14/15 $36,265 $0 $0 $0 NA (1830-31915) Streetlight USA 14/15 $28,800 $0 $0 $0 NA (1840-36001) State Grant In Aid 2005 $11,603 $0 $0 $0 NA (1840-36006) Grant Approp - Library $0 $25,000 $0 $25,000 0% $547 $0 $0 $0 NA (1830-31908) CAP Homeless Prevention (1840-36046) Library Donations (1840-36049) STEM at the Library Grant $4,665 $0 $0 $0 NA (1840-36050) LSTA Create, Connct & Collab $17,762 $0 $0 $0 NA (1840-36051) LSTA eMerging Readers grant $20,999 $0 $0 $0 NA $1,595,812 $15,891,384 $15,890,884 $16,047,175 1% $11,481,107 $30,431,378 $28,064,343 $29,534,885 -3% (2500-17910) Community Housing Total - Community Services ____________________________________________________________________________________ 143 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Community Services COMMUNITY SERVICES COMMUNITY SERVICES ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (A6000) Salary & Related Budget $6,034,898 $7,651,979 $7,389,154 $7,820,176 2% (A7000) Non-Salary Operating Budget $5,256,673 $22,571,373 $20,465,182 $21,141,690 -6% (A7500) Premiums/Controlled Budget $189,536 $208,026 $210,007 $573,019 175% $11,481,107 $30,431,378 $28,064,343 $29,534,885 -3% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget (1000-14510) Comm. Services Admin. 9 5 5 7 40% (1000-15010) Community Revitalization 3 3 3 2 -33% 42.5 42.5 42.5 43 1% 1 1 1 1 0% (1320-31001) CDBG Programs 8.75 8.75 8.75 8.75 0% (1820-32056) Case Mgmt Admin 3.5 4.5 4.5 4.5 0% (1820-32060) Community Svcs Block Grant-Adm 2 1 1 1 0% (2500-17910) Community Housing 24 24 24 24 0% 93.75 89.75 89.75 91.25 2% Total - Community Services (1000-15220) Library (1220-15310) Arts Program Total -Community Services Percent Over FY 2016 Budget ____________________________________________________________________________________ 144 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Development Services ____________________________________________________________________________________ Performance Report Development Services $5,156,293 48.75 FTEs Building Safety Planning Code Compliance Mission Statement The Building Safety Division is a team of professionals dedicated to providing exceptional customer service and, through the spirit of cooperation and partnership with our citizens and development customers, ensure a safer and stronger community. The Code Compliance Division maintains established community standards that preserve and promote the health, safety and living environment of our community and neighborhoods. The Planning Division provides professional quality customer service in a friendly and responsive manner. The mission includes:  Assist elected and appointed officials in planning for future land use, development and redevelopment in harmony with community values.  Facilitate community involvement in the decision making process.  Facilitate decision making through Glendale’s Boards & Commissions.  Administer adopted regulations and guidelines in a fair and impartial manner.  Manage the general plan, zoning, subdivision and design review process efficiently.  Resolve to the best of our ability the inevitable issues and conflicts associated with changing land use and development. Development Services Divisions and Functions Building Safety The Building Safety Division 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 ____________________________________________________________________________________ 145 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Development Services ____________________________________________________________________________________ structures in Glendale. The Division is the central resource for development, construction and code information, plan review, permit issuance and construction inspection. Code Compliance The Code Compliance Division is responsible for ensuring compliance with city codes and ordinances. These regulations are local laws adopted by the Glendale City Council and represent community standards. These community standards have been established to promote health and safety, protect the community from blight and deterioration, and enhance the livability of Glendale. Code Compliance has primary enforcement responsibility for numerous city codes and works in partnership with various departments to ensure both residents and businesses are in compliance with city code regulations. Planning The Planning Division provides a multitude of services related to Long Range Planning and Current Planning such as land use regulations, land subdivision, site planning, design review, landscape designs, construction plan review, home occupations, site and landscaping inspections, and special events. Planning administers the City’s Zoning Ordinance, General Plan, several specific plans, Landscape Ordinance, as well as the Design Manual for single‐family, multi‐family, commerical and industrial development. Planning provides assisiance to the community in development and the permit review process; carries out plans in strategic locations and provides professional information to decision makers and the public to support quality growth and focused development for the community. Planning administers, enforces, interperts and amends land development codes, process for subdivisons, annexation petitions and other actions as requested. The divison provides necessary staff support for City Council, Planning Commission, Board of Adjustment Historic Preservation Commission and other appointed bodies. In addition, this division includes Mapping & Records. Mapping & Records maintains the GIS database which includes layers for City Council districts, water, sewer, storm drains, streets, addresses, parcels, and subdivisions. These GIS layers are the largest database in the City with over 400+ users accessing this data through the EMS Fieldmap Viewer. The benefit of Planning services in one statement is “a well planned city with high quality development.” The City Council takes pride in the design and aesthetics of Glendale. Cities and towns are required by State Statute to have a General Plan. Every property in Glendale has a land use designation and zoning. The General Plan sets land use policy and Zoning regulates the land use, densities, setbacks and building heights. These regulations are local laws adopted by the Glendale’s City Council and represent community standards. These community standards have been established to promote health and safety, protect the community from blight and deterioration, and enhance the livability of Glendale. ____________________________________________________________________________________ 146 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Development Services ____________________________________________________________________________________ Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprized of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies        Building Safety – Issued 167 new residential home permits during FY2016 compared to the issuance of 61 new residential home permits in FY2015. Building Safety ‐ Reviewed and inspected all permanent and temporary construction associated with the College Football Championship Game. This included work done to University of Phoenix Stadium, onsite special events and offsite special events. Code Compliance ‐ Secured Community Development Block Grant (CDBG) funding which allowed the Division to increase code enforcement activities in CDBG eligible neighborhoods without increasing General Fund expenditures. Code Compliance ‐ Provided a citywide Code Complinace informational training to educate residents about city codes and the enforcement process. The program was recorded and played on Channel 11 repatedly throughout the year. Planning ‐ Completed the General Plan Update titled ENVISION GLENDALE 2040. This endeavor included a Citizen General Plan Steering Committee, a recommendation by Planning Commission and approval by City Council. The final process is for the document to placed on the Primary Election Ballot in August 2016 for approval by the citizens of Glendale. Planning ‐ Faciliticated the annexation of 55 acres of propery along the Loop 303 which is now within the city limits. This addition has increased the city limits to approximately 60 square miles. Planning – Presented a Zoning Text Amendment for a Scenic Corridor was adopted to protect the views, preserve exisiting natural areas, washes, rivers, creeks, desert, hills and mountains while prohibiting installation of billboards and digital billboard signs. ____________________________________________________________________________________ 147 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Development Services ____________________________________________________________________________________ Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Number building permits issued Number of plan reviews completed Number of plan reviews completed electronically % of submitted plans approved at first review % of submitted plans approved at second review % of submitted plans requiring 3 or more reviews Number of building inspections completed % of building inspections completed within one (1) day Number building permits issued Department Goal Council Priority Performance Objective Performance Measures Code Compliance cases opened Code compliance cases resolved Number Code Compliance inspections performed Initial response time (work days) to inspect a reported Code Compliance violation Code Compliance cases addressed through voluntary compliance or with no violation Enhance current service levels through innovation and efficient processes. Economic Development; Creative, Innovative, Efficient Systems Provide thorough and timely review of development cases to the development community; and attempt to resolve conflicts through civic engagement. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 5,583 6,347 6,240 6,550 3,455 4,254 4,430 4,650 222 381 633 1,000 69% 66% 63% 65% 27% 29% 32% 30% 4% 5% 5% 5% 23,719 21,938 24,120 25,320 95% 96% 96% 96% 5,583 6,347 6,240 6,550 Maintain compliance with City Codes that relate to nuisances, property maintenance, rental housing and Zoning Ordinance requirements. Economic Development; Creative, Innovative, Efficient Systems Resolve code compliance violations in an effective and efficient manner. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 6,898 7,162 6,910 7,000 7,381 7,066 6,643 7,200 20,794 19,815 19,530 20,000 2 2 2 2 97% 97% 97% 97% ____________________________________________________________________________________ 148 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Development Services ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures Number of service requests filed. Number of filed cases Complete (percentage) of Design Review applications by due date % of Design Review application decisions upheld (not appealed) Planning customers assisted at the Development Services Center counter Provide customer service at the highest level possible. Economic Development; Creative, Innovative, Efficient Systems Provide thorough and timely review of development cases to the development community; and attempt to resolve conflicts through the Citizen Participation process. FY2014 FY2015 FY2016 FY2017 Actual Actual Actual Target 123 150 265 265 263 234 256 256 95% 90% 90% 90% 100% 100% 100% 100% 756 1,805 1,230 1,500 ____________________________________________________________________________________ 149 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Development Services DEVELOPMENT SERVICES BUILDING SAFETY ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-15610) Building Safety (1010-15890) Building Safety-Super Bowl (2400-17510) Cross Connection Control Total - Building Safety ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $1,932,555 $2,131,049 $2,020,940 $2,466,554 $59,708 $0 $0 $0 NA $133,885 $140,647 $128,402 $170,642 21% $2,126,148 $2,271,696 $2,149,342 $2,637,196 16% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget 16% Percent Over FY 2016 Budget $1,933,599 $2,086,598 $2,082,571 $2,302,950 (A7000) Non-Salary Operating Budget $162,135 $143,327 $25,000 $152,427 6% (A7500) Premiums/Controlled Budget $30,414 $41,771 $41,771 $181,819 335% $2,126,148 $2,271,696 $2,149,342 $2,637,196 16% Total - Building Safety FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-15610) Building Safety (2400-17510) Cross Connection Control Total -Building Safety FY 2015 Actual FY 2016 Budget FY 2016 Estimate 10% FY 2017 Budget Percent Over FY 2016 Budget 10% 21 21 21 23 1.75 1.75 1.75 1.75 0% 22.75 22.75 22.75 24.75 9% ____________________________________________________________________________________ 150 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Development Services DEVELOPMENT SERVICES PLANNING ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-13770) Mapping and Records (1000-15910) Planning Administration Total - Planning ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $95,322 $96,542 $96,542 $100,952 5% $673,548 $770,255 $763,655 $1,016,301 32% $768,870 $866,797 $860,197 $1,117,253 29% FY 2015 Actual (A6000) Salary & Related Budget FY 2016 Budget FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $711,952 $781,580 $779,480 $998,142 (A7000) Non-Salary Operating Budget $49,568 $74,770 $70,270 $77,970 4% (A7500) Premiums/Controlled Budget $7,350 $10,447 $10,447 $41,141 294% $768,870 $866,797 $860,197 $1,117,253 29% Total - Planning FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM 28% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget (1000-13770) Mapping and Records 1 1 1 1 0% (1000-15910) Planning Administration 7 7 7 9 29% 8 8 8 10 25% Total -Planning Percent Over FY 2016 Budget ____________________________________________________________________________________ 151 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Development Services DEVELOPMENT SERVICES CODE COMPLIANCE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-14410) Code Compliance Total - Code Compliance ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $1,028,303 $1,234,085 $1,223,755 $1,401,844 14% $1,028,303 $1,234,085 $1,223,755 $1,401,844 14% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $933,803 $1,115,641 $1,115,641 $1,234,373 (A7000) Non-Salary Operating Budget $80,999 $98,030 $87,700 $96,830 -1% (A7500) Premiums/Controlled Budget $13,501 $20,414 $20,414 $70,641 246% $1,028,303 $1,234,085 $1,223,755 $1,401,844 14% Total - Code Compliance FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-14410) Code Compliance Total -Code Compliance 11% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 14 14 14 14 0% 14 14 14 14 0% ____________________________________________________________________________________ 152 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Economic Development ____________________________________________________________________________________ Performance Report Economic $ Development Economic Development $999,682 6 FTEs Economic Development Business Development 1 6 FTE’s Mission Statement To facilitate the creation of high quality jobs, develop financially sound projects, assist entrepreneurs and small Glendale businesses, and enhance property utilization to its highest and best use in order to increase the city’s tax base in support of quality of life amenities for the entire community. Department Description The Office of Economic Development is responsible for forging strong relationships with the business and development community as well as local, regional, and state economic development agencies for the purpose of collaborating on a variety of initiatives in support or our five core pillars: Business Attraction, Business Retention & Expansion, Redevelopment, Business Assistance, and Major Events. Creating a business‐friendly climate requires coordinating internally with affected stakeholder groups and externally with the city's business and community partners. The purpose in doing so is to facilitate the creation of high quality jobs, to ensure the highest and best use of existing commercial properties, and to maximize the development of new projects to create complementary uses and new revenue streams. This office is critical for the city's overall economic growth which in turn supports revenue generation that provides for the delivery of citizen services. ____________________________________________________________________________________ 153 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Economic Development ____________________________________________________________________________________ Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies • • • • • • Cardon Development Group and the City of Glendale were honored by Westmarc with the 2015 West Valley Economic Engine Award for the Aspera project. This is an 80‐acre mixed‐ use development located at the Loop 101 and 75th Avenue. At full build‐out, this $152 million project is expected to create 1,700 permanent jobs and generate a $137 million annual economic impact for Glendale. Dr. John Simon, founder of SimonMed Imaging, broke ground on Westgate Healthcare Campus. At full build‐out, this $30 million project will offer more than 200,000 square feet of medical space and will create approximately 1,500 jobs further anchoring Glendale’s western Loop 101 area as an employment corridor. Downtown Glendale welcomed a significant adaptive re‐use project representing a $3 million private capital investment. The project converted a former industrial property on 2.5 acres creating a 21,000 square foot development that includes three up‐scale amenities – Desert Rose Steakhouse, Desert Rose Pizza & Gastro Pub, and Desert Rose Cigar Lounge. This visionary project utilized the existing buildings and industrial canopy and incorporated design features that pay homage to the rich history of the community including a mural recreating historic Glendale photos and the display of original adobe building materials in one of the buildings. Glendale’s unemployment rate dropped 0.6% from 5.5% in February 2015 to 4.9% in February 2016; and, year over year 2,596 more people joined the labor force and 3,121 more Glendale residents were employed. Developed new marketing material profiling geographic economic development corridors (Loop 101 and Loop 303), as well as Glendale’s transportation and education assets, adding to the existing target industry materials. In collaboration with key area stakeholders, the Arizona Organizing Committee, College Football Playoff organization, and partner agencies, the Glendale planning team led by ____________________________________________________________________________________ 154 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Economic Development ____________________________________________________________________________________ • • • • Economic Development delivered another successful national event – the College Football Playoff national championship. The 2016 festivities included a three‐day fan festival at Westgate Entertainment District that featured a live ESPN broadcast from the Waterdance Plaza in addition to the CFP’s Champ Tailgate. Implemented the use of Microsoft Dynamics Customer Relationship Management (CRM) software that will assist with tracking clients in every stage of the process from inquiry through project completion. Active participation on the city’s internal project team working with Valley Metro on the West Phoenix/Central Glendale high‐capacity transit study that is currently underway. This includes ongoing internal and external meetings, participation in public outreach meetings/activities, engaging at all Community Working Group meetings, and participating in the formulation of staff recommendations for Council consideration. Initiated the process to create economic development tools that can be marketed to the development community for the purpose of supporting City Council’s redevelopment vision for Centerline. Participated in the creation of an Entrepreneurial Outreach Center in partnership with the Glendale Public Library. The Center will support small business and entrepreneurs in the community. Goal, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures New Businesses & Expansions Jobs Generated GPEC Project Responses Participation in Recruitment Initiatives Business Attraction & Retention/Expansion: Increase the number of businesses and jobs in our community to ensure long‐term financial stability. Fiscal Sustainability; Economic Development Leverage industry resources to increase Glendale’s visibility in the local, state, and national markets and promote Glendale through recruitment initiatives. FY2014 FY2015 FY2016 FY2017 Target Actual Actual Estimate 20 12 12 10 2,753 1,352 977 1,000 39 41 31 37 n/a 5 5 6 ____________________________________________________________________________________ 155 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Economic Development ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures CDBG Grant Award (to the department) Visual Improvement Program: # of Projects Grant Awards Targeted Outreach Contacts Department Goal Council Priority Performance Objective Performance Measures Targeted Outreach Contacts Business Assistance Events Redevelopment: Support on‐going city‐wide efforts to create redevelopment opportunities in the Glendale Centerline area. Fiscal Sustainability, Economic Development, Centerline Engage the local business community to promote revitalization and repurpose underutilized properties. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target $49,000 $0 $0 $50,000 2 4 3 3 $13,585 $27,087 $42,141 $104,587 n/a n/a 32 30 Business Assistance and Retention & Expansion: Keep businesses growing and thriving in our community. Fiscal Sustainability; Economic Development Improve visibility and outreach, link businesses to resources, and support business assistance events (job/procurement fairs, seminars, etc.) FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a 169 125 125 n/a 6 5 5 ____________________________________________________________________________________ 156 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Economic Development ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-16010) Economic Development $652,291 $781,951 $781,051 $846,455 (1000-16025) Business Development $137,556 $142,309 $132,309 $153,227 8% $789,847 $924,260 $913,360 $999,682 8% Total - Economic Development ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget 8% Percent Over FY 2016 Budget (A6000) Salary & Related Budget $610,542 $719,390 $719,390 $750,194 4% (A7000) Non-Salary Operating Budget $173,370 $196,009 $185,109 $220,309 12% (A7500) Premiums/Controlled Budget Total - Economic Development $5,935 $8,861 $8,861 $29,179 229% $789,847 $924,260 $913,360 $999,682 8% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget (1000-16010) Economic Development 6 6 6 6 0% 6 6 6 6 0% Total -Economic Development Percent Over FY 2016 Budget ____________________________________________________________________________________ 157 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Facilities, Recreation & Special Events ____________________________________________________________________________________ Performance Report Public Facilities, Recreation & Special Events $12,056,223 55.25 FTEs Parks and Recreation Special Events Tourism and GCVB Public Facilities Mission Statement A partnership of employees and community working together to create a better quality of life for Glendale through the provision of excellent parks, recreational programing, special events, tourism, and neighborhood and community facilities. Department Description The Parks and Recreation Division offers opportunities to enhance the social, physical, mental and economic health of our community through a variety of diverse programs. The Division maintains, protects and manages all public parks, open spaces, trails, aquatic and recreational programs located throughout the community. The Special Events Division is responsible for initiating and planning signature events in collaboration with community partners to better connect residents and tourists with Glendale, attract visitors and potential shoppers to the area, and foster community pride among residents. The Glendale Convention & Visitors Bureau positions and brands Glendale and the West Valley as a preferred year‐round destination for visitors, conventions, meetings and major events that produce positive economic impact and increase leisure, business and group travel in the region. In addition the bureau manages the Glendale Visitor Center, a state‐designated local visitor information center. Public Facilities provides community venues for a variety of uses including rental, drop‐in and regularly scheduled classes, events and activities for residents and visitors. Public facility venues are free or priced to maximize community benefit while providing residents a range of facility use options. Examples would include basketball, tennis, and skate courts; the Historic Sahuaro Ranch; the Foothills Recreation and Aquatics Center; the Glendale Adult Center; Glendale Civic Center; and five neighborhood community centers. ____________________________________________________________________________________ 158 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Facilities, Recreation & Special Events ____________________________________________________________________________________ Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services =   internal charges for technology, insurance, workmans compensation, indirect charges, etc. Operating = operating and contractual costs Salary = salary and related cost Accomplishments, Enhancements, and Efficiencies Parks and Recreation • Conducted over 1900 playground inspections by certified playground inspectors. • Re‐named downtown amphitheater to “E. Lowell Rogers Amphitheatre”. • Initiated new programing at renovated Arrowhead Town Center community room. • Implemented new policies to encourage greater use of Murphy Park and the downtown amphitheater. • Initiated renewed focus and fiscal planning for Heroes Regional Park Development. Special Events  Glendale’s signature events brought in an estimated 384,000 tourists and residents to the Centerline and downtown area in FY 15‐16, generating an estimated $461,923 in direct festival revenue.  Won 2nd place by AZ Central’s Best Reader’s Choice Awards for Glendale Glitters Best Holiday Lights and Best Outdoor Festival.  Won three awards for events with attendance over 20,000 at the Annual AzTEC Awards Luncheon and Convention for Arizona festivals for the 2014 – 2015 season (Best Kids Element ‐ Winter Wonderland; Best Photo of Participant; Best Charity or Fundraiser ‐ Spirit of Giving).  Won four awards for excellence in event production by the International Festivals and Events Association Annual (IFEA) Convention (Best Full Length TV Program Ad for Glitter & Glow Block Party; Best Cover Design for Glendale Glitters Spectacular; Best TV Promotion for Glendale Glitters Spectacular; Bronze – Best Sponsor Gift). ____________________________________________________________________________________ 159 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Facilities, Recreation & Special Events ____________________________________________________________________________________ Tourism and GCVB  Hotel occupancy in CY15 increased by 5.4% and average daily rate increased by 12.1% over the previous year, generating $44,148,287.25 in gross hotel room sales, an increase of 21% from CY14.  The CVB managed ten shopping promotions resulting in more than 3,000 attendees. 25% of the attendees were first‐time visitors to Downtown Glendale and 50% of the attendees were from outside of Glendale.  Partnered with the business community for a new bi‐weekly event, the Glendale Farmers Market.  The CVB’s digital programs resulted in a 185% increase in social media engagement, a milestone 10,000 Facebook fans, 83% increase in website visits and 92% increase in page views.  The CVB placed 209 targeted ads utilizing print, digital, radio, television and out‐of‐ home tactics; a 78% increase from FY15. Public Facilities  Civic Center placed first in “Ranking Arizona – Best of Arizona Businesses” for fifth consecutive year.  Opened new STEM programs at Community Center North (Martin Art Center) and Heroes Regional Park (Wheels in Motion); entered into contract with Partners in Action for operations of the Glendale Community Center.  Refinished the interior of the Foreman’s House at Historic Sahuaro Ranch.  Constructed a new 16 lane archery range through community grants and donations.  Conducted asset inventory of the Historic Sahauro Ranch historic items stored on site. ____________________________________________________________________________________ 160 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Facilities, Recreation & Special Events ____________________________________________________________________________________ Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Number of community programs/events/services funded through partnerships and/or outside revenue sources Number of community volunteer hours leveraged by the department Cost per acre of park maintenance Silver Sneaker Visits at Recreation Facilities Number of Recreational Outreach Events Provide excellent customer service to all patrons of the Public Facilities, Recreation and Events Department. Create innovative, efficient systems Key department managers will work to identify existing and potentially new revenue streams to enhance the General Fund and self‐sustaining funds to improve program/service delivery and enhance efficiency in the ongoing maintenance of our facilities. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 3 3 8 9 18,836 24,385 30,000 13,644* $2,164 25,746 n/a $1,996 29,673 n/a $2,373 43,408 5 $2,631 45,650 9 *Neighborhood Services and Library volunteers no longer included in this total. Total includes Glendale Adult Center, Foothills Recreation and Aquatics Center, Parks, CVB, and Special Events. Department Goal Council Priority Performance Objective Performance Measures Increase in festival attendance annually by 5% Increase social media responses/interactions annually by 10% Increase sponsorship revenue for festivals annually by 5% Estimated economic impact of special events Increase attendance at city’s signature festivals, add new events throughout the City and partner with outside groups to enhance special events division. Signature Event; Economic Development Connect residents to their community; bring in more visitors from across the valley and state to enhance the overall economic impact and positive image of Glendale. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 340,000 305,000 310,000 325,000 n/a 30,693 40,628 45,000 $116,500 $129,600 $77,150 $100,000 n/a n/a $4.15 mil. $4.5 mil ____________________________________________________________________________________ 161 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Facilities, Recreation & Special Events ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures Number of downtown specific ad placements in CVB advertising flight plan % Increase in social media presence through the CVB’s digital assets including Facebook and Blog % Increase in annual visitation to the shopping promotions % increase in hotel occupancy (Calendar Year) Department Goal Council Priority Performance Objective Performance Measures Number of ramada reservation hours made for public use Number of ballfield reservation hours Community Center program hours available to the community Number of people who attended Glendale Adult Center events and programs Number of people who attended Foothills Recreation and Aquatic Center events and programs Number of people who attended Civic Center events and programs Historic Downtown Glendale Marketing and Promotion. Increase visitation to the area; foster a positive image and increase economic impact. Fiscal Sustainability; Economic Development; Continuous Business Policy Improvements Enhance marketing strategies with increased advertising placements and enhancements to monthly shopping promotions. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 5 8 55 40 +15% +232% +25% +25% +2% +3% +5% +5% +3.3% +5.4% +3% +3% Provide excellent customer service to all patrons of the Public Facilities and Events Department. Create innovative, efficient systems Engage other departments and agencies to foster and develop relationships that promote safe, updated and inclusive facilities while providing highly diverse programs and events. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 7,436 8,030 7,286 7,644 24,411 18,130 22,233 24,466 3,750 3,750 5,000 6,250 133,369 143,091 138,000 140,000 401,836 460,327 459,936 463,850 53,349 73,637 49,798 53,283 ____________________________________________________________________________________ 162 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Public Facilities, Recreation & Special Events FACILITIES & EVENTS PUBLIC FACILITIES & EVENTS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10890) Convention/Media/Parking FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $118,762 $133,740 $113,638 $0 $4,361,503 $4,936,058 $5,032,262 $5,311,631 8% (1000-14100) City Sales Tax - Bed Tax $0 $240,191 $239,387 $270,910 13% (1000-14102) Glendale CVB - Memberships $0 $30,000 $24,000 $30,000 0% (1000-14103) Tourism - Souvenir Program $0 $5,000 $1,000 $5,000 0% (1000-14104) Glitter Spectacular $0 $124,865 $115,000 $124,913 0% (1000-14105) December Weekends $0 $89,268 $108,520 $89,315 0% (1000-14106) Glitter and Glow $0 $170,751 $141,300 $95,791 -44% (1000-14107) Chocolate Affaire $0 $102,676 $105,000 $102,699 0% (1000-14108) Glitters Light $0 $154,182 $154,182 $154,182 0% (1000-14109) Other Special Events $0 $103,415 $80,149 $102,415 -1% (1000-13040) Parks Maintenance (1000-14110) City-Wide Special Events -100% $369,895 $361,518 $361,518 $470,785 30% (1000-14111) Summer Band $0 $3,435 $9,929 $8,435 146% (1000-14112) Special Events Permitting $0 $0 $49,343 $69,765 NA (1000-14130) Glendale CVB - Bed Tax $0 $419,502 $421,156 $419,569 0% (1000-14630) Recreation Admin & Events $332,178 $501,393 $501,393 $669,084 33% (1000-14640) Adult Center $160,315 $131,486 $131,486 $294,435 124% $26,157 $0 $0 $196,670 NA $0 $0 $0 $210,324 NA (1000-14680) Aquatics Rose Lane & Splash Pa $538,370 $398,625 $396,575 $421,736 6% (1000-14690) Audio/Visual/Support Services $258,688 $298,304 $302,887 $311,928 5% (1000-14710) Park Rangers $178,468 $339,009 $238,934 $262,471 -23% (1000-14650) Youth and Teen (1000-14670) Sports and Health (1000-14720) Foothills Recreation Center $1,142,142 $1,148,545 $1,148,545 $1,450,253 26% (1000-14725) Civic Center $0 $562,512 $557,428 $627,245 12% (1000-14760) Historic Sahuaro Ranch $0 $0 $0 $81,414 NA (1000-15015) Neighborhood Services $73,728 $124,327 $122,822 $187,358 51% (1260-15410) Library Book Fund $89,546 $0 $0 $0 NA (1280-13290) YSC - Parks & Rec $141,592 $0 $0 $0 NA $13,494 $0 $0 $0 NA (1740-11710) Civic Center $541,908 $0 $0 $0 NA (1750-10820) Tourism $236,367 $0 $0 $0 NA (1750-14312) Bed Tax - Tourism $305,481 $0 $0 $0 NA $0 $25,000 $0 $25,000 0% (1840-35015) Misc P&R Grants $2,185 $0 $0 $0 NA (1840-35021) P&R Youth Scholarship Donation $1,546 $0 $0 $0 NA $943 $0 $0 $0 NA $4,150 $0 $0 $0 NA (1840-35025) AZSTA Tbird Pak Trails Enhance $13,835 $0 $0 $0 NA (1840-35026) Youth Sports Program $43,052 $0 $0 $0 NA $990 $0 $0 $0 NA $8,976 $0 $0 $0 NA (1870-14321) Glitter Spectacular $85,277 $0 $0 $0 NA (1870-14322) Enchanted Evening $122,113 $0 $0 $0 NA (1870-14323) Glitter and Glow $74,850 $0 $0 $0 NA (1870-14324) Chocolate Affaire $118,002 $0 $0 $0 NA (1870-14326) Glitters Light $154,182 $0 $0 $0 NA $75,162 $0 $0 $0 NA (1281-10840) Mkt'g - Stadium Events (1840-35004) Grant Approp - Parks & Rec (1840-35022) GRASP Fitness & Nutrition Prog (1840-35023) Glendale Adult Ctr Donation (1870-14310) Tourism - Souvenir Program (1870-14311) Glendale CVB - Memberships (1870-14327) Other Special Events ____________________________________________________________________________________ 163 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Public Facilities, Recreation & Special Events FACILITIES & EVENTS PUBLIC FACILITIES & EVENTS ROLLUP (1870-14328) Summer Band $8,341 $0 $0 $0 NA $28,420 $20,500 $20,500 $0 -100% (1880-14825) Adult Center Self Sustaining $119,642 $136,723 $130,797 $0 -100% (1880-14830) Rec Self Sust-Foothills Rec $239,283 $275,501 $275,501 $0 -100% (1880-14840) Sports Self Sustaining $210,321 $303,474 $296,628 $0 -100% (1880-14850) Youth and Teen Self Sustaining $212,819 $295,091 $295,091 $0 -100% $81,411 $70,341 $67,671 $0 -100% $8,747 $61,292 $32,746 $0 -100% $674 $13,700 $0 $0 -100% $3,685 $4,000 $500 $2,000 -50% (1885-13180) Desert Valley Park $0 $9,000 $0 $6,000 -33% (1885-13210) Desert Mirage Park $0 $5,000 $0 $5,000 0% (1885-13220) Desert Gardens Park $0 $6,000 $0 $8,000 33% (1880-14820) Rec. Admin & Events Self Sust. (1880-14860) SRPHA Sahuaro Ranch Hist (1880-14890) Aquatics Rose Lane Self Sust. (1885-13135) City-Wide Aquatics (1885-13170) Dedicate A Tree (1885-13230) Discovery Park (1885-13235) Elsie McCarthy Pk. Maint $0 $4,000 $0 $4,000 0% $14,015 $35,118 $55 $12,895 -63% 400% (1885-13237) Paseo Racquet Center Total - Public Facilities & Events ACCOUNT ROLLUP TYPE OF EXPENDITURES $1,580 $5,000 $0 $25,000 $10,522,795 $11,648,542 $11,475,943 $12,056,223 FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget 3% Percent Over FY 2016 Budget (A6000) Salary & Related Budget $4,995,330 $5,626,684 $5,601,884 $5,973,503 6% (A7000) Non-Salary Operating Budget $5,337,950 $5,860,287 $5,713,104 $5,698,812 -3% (A7500) Premiums/Controlled Budget Total - Public Facilities & Events FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-13040) Parks Maintenance $189,515 $161,571 $160,955 $383,908 $10,522,795 $11,648,542 $11,475,943 $12,056,223 FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 20 (1000-14100) City Sales Tax - Bed Tax 138% 3% 20 20 21 5% 2.5 2.5 2.5 0% (1000-14110) City-Wide Special Events 4 4 4 4 0% (1000-14630) Recreation Admin & Events 3 6 6 7 17% (1000-14640) Adult Center 2 2 2 2 0% (1000-14650) Youth and Teen 2 (1000-14680) Aquatics Rose Lane & Splash Pa 3 3 3 3 (1000-14690) Audio/Visual/Support Services 4 4 4 4 0% (1000-14710) Park Rangers 3 3 3 2 -33% (1000-14720) Foothills Recreation Center 2 3 3 4 33% 3 3 3 0% 1 1 1 0% 1 1 55.5 -2% (1000-14725) Civic Center (1000-15015) Neighborhood Services 1 (1740-11710) Civic Center 3 (1750-10820) Tourism (1880-14830) Rec Self Sust-Foothills Rec (1880-14850) Youth and Teen Self Sustaining Total -Public Facilities & Events 0% 2.5 1 4 4 4 52.5 56.5 56.5 ____________________________________________________________________________________ 164 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Fire Services ____________________________________________________________________________________ Performance Report Fire Services $45,749,817 285 FTEs Operations Logistics Admin Medical Services Fire Prevention Emergency Mgmt Mission Statement Fast ‐ Caring ‐ Innovative ‐ Professional Department Description The Glendale Fire Department provides Fire, Rescue, and Emergency Medical Services to the citizens of Glendale. Within the scope of our work are five core interactive services including: • Fire Prevention & Education (Public Education, Inspections, Investigations, Code Adoption) • Fire Suppression (Firefighting) • Emergency Medical Services (Advanced Life Support and Basic Life Support) • Special Operations (Hazardous Materials and Technical Rescue) • Crisis Response (Social Services) The Glendale Fire Department utilizes the Automatic Aid System, intergovernmental agreements with surrounding agencies, public/private partnerships, and our highly skilled and dedicated staff to guarantee high quality services to those in our community. Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs ____________________________________________________________________________________ 165 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Fire Services ____________________________________________________________________________________ Accomplishments, Enhancements, and Efficiencies        Completed a two‐year, $2.2 million federal Staffing for Adequate Fire and Emergency Response grant, improving Operations staffing by 15 firefighters. Received a $50,000 grant from the Tohono O’odham Nation to purchase additional turnout gear. Launched a low acuity response program, using existing resources, to cover non‐emergency incidents in areas of the City with high volumes of these calls. Implemented the electronic patient care reporting program, replacing pen‐and‐paper medical charting with more efficient, state of the art tablets and software. Replaced pen‐and‐paper fire inspection forms with more efficient digital iPad technology. Successfully completed the comprehensive Fire Services Review audit conducted by Citygate Associates, LLC. Successfully completed the department’s 15th annual accreditation self‐assessment exercise and compliance report for the Commission on Fire Accreditation International. Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Provide fast, effective emergency response to our community through proper support and deployment of staffing, apparatus and equipment. Creative, Innovative, Efficient Systems Provide citizens with effective and efficient all hazards response and ensure long‐term sustainment of quality services. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target th Response time at the 90 percentile Number of fire suppression calls Number of ALS/BLS emergency calls Number of other call types Automatic Aid Received Automatic Aid Given Maintain quality Insurance Services Office (ISO) rating of 3 or better 7:53 6:48 6:44 6:44 1,280 1,100 1,083 1,061 23,637 26,054 27,508 29,158 2,782 3,662 5,570 2,873 4,035 6,283 2,652 4,100 6,300 2,705 4,200 6,400 2 2 2 2 *Response data above does not include Citygate recommended 1:00 alarm processing time ____________________________________________________________________________________ 166 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Fire Services ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures Number of target training hours per firefighter Number of training hours % target hours attained Firefighters certified at State Firefighter I and Firefighter II levels of proficiency Training compliance with National Fire Protection Association standards Department Goal Council Priority Performance Objective Performance Measures Number of inspections completed Number of new construction inspections Number of plans reviewed % of plans review turn‐around compliance Structure Fire Investigations Structure Values Saved Improve our internal and external customer service through continuous assessment, progressive management and quality personnel practices. Creative, Innovative, Efficient Systems Ensure department personnel receive sufficient annual training to maintain compliance with State and National standards. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 308 242 242 TBD 158 51.3% 115 47.5% 150 61.9% TBD TBD 100% 100% 100% 100% 100% 100% 100% 100% Prevent and reduce the loss of lives and property within our community through fair and consistent fire code management. Creative, Innovative, Efficient Systems Prevent fires through comprehensive plans review and inspections; Investigate structure fire cause and origin to identity potential prevention measures FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 2,381 1,720 2,916 3,400 1,050 1,119 1,253 1,500 1,065 97% 1,400 97% 1,658 92% 1,600 90% 87 87% 65 84% 64 86% 63 85% ____________________________________________________________________________________ 167 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Fire Services ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures Number of life safety classes and events held annually Customer contacts Reduce the loss of life and property within our community through pro‐active public education programs. Creative, Innovative, Efficient Systems Promote safety awareness in the community through proactive life safety and fire prevention education programs. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 174 380 385 390 9,230 15,269 15,500 16,000 ____________________________________________________________________________________ 168 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Fire Services FIRE SERVICES FIRE DEPARTMENT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-12410) Fire Administration FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $1,844,023 $2,225,123 $2,225,123 $2,113,255 $19,156 $16,293 $16,293 $47,625 $27,277,564 $30,924,878 $29,936,766 $31,348,614 $3,853,308 $3,807,585 $3,849,655 $3,994,557 5% $0 $0 $0 $25,500 NA (1000-12436) Fire Medical Services & Health $218,126 $247,363 $247,363 $320,703 30% (1000-12438) Fire-Emergency Mgmt $416,942 $502,357 $502,357 $562,503 12% (1000-12441) Fire Marshal's Office $769,240 $983,450 $983,450 $1,023,845 4% $10,914 $22,250 $22,250 $22,250 0% $536,932 $566,041 $566,041 $704,457 24% NA (1000-12421) Fire Special Operations (1000-12422) Fire Operations (1000-12433) Fire Resource Management (1000-12434) Fire Training (1000-12444) Fire Community Services (1000-12491) LA Services -5% 192% 1% (1000-12493) FD - NCAA Final 4 $0 $0 $0 $213,932 (1000-12494) Fire - Fiesta Bowl Event $0 $58,816 $46,096 $61,789 5% (1000-12495) Stadium - Fire Event Staffing $0 $377,441 $322,441 $322,444 -15% (1000-12496) Arena - Fire Event Staffing $0 $139,752 $139,752 $139,178 0% (1000-12497) CBRanch - Fire Event Staffing $0 $55,852 $55,852 $55,964 (1000-12498) Fire - College FB Playoffs $0 $48,780 $0 $0 (1000-12499) Glendale Health Center (1010-12560) Fire - Super Bowl Event (1281-12515) Fire - Fiesta Bowl Event 0% -100% $0 $46,129 $46,129 $48,101 4% $313,617 $0 $0 $0 NA $44,303 $0 $0 $0 NA (1281-12520) Stadium - Fire Event Staffing $319,458 $0 $0 $0 NA (1282-12490) Arena - Fire Event Staffing $184,252 $0 $0 $0 NA $33,555 $0 $0 $0 NA $0 $2,000,000 $2,000,000 $2,000,000 0% (1840-34006) Paramedic Refresher Programs-D $4,137 $0 $0 $0 NA (1840-34007) Employee Recognition-Donations $1,500 $0 $0 $0 NA (1840-34008) Crisis Response - Donations $7,624 $0 $0 $0 NA (1840-34033) Fire Dept Cadet Pgm-Donations $4,214 $0 $0 $0 NA $206,863 $0 $0 $0 NA (1840-34079) Fire Comm. Services Donations $1,201 $0 $0 $0 NA (1840-34085) 2013 UASI GFD RRT $8,172 $0 $0 $0 NA (1840-34086) 2013 UASI GFD TLO $2,874 $0 $0 $0 NA (1840-34087) SRPMIS Fire Grant $425,000 $0 $0 $0 (1840-34088) 2013 Safer Grant $865,144 $1,158,123 $1,166,373 $302,221 (1840-34089) UASI Emer Mgt Display Grant $53,311 $0 $0 $0 NA (1840-34090) 2014 UASI GFD RRT $73,295 $0 $0 $0 NA (1840-34091) 2014 UASI GFD TLO Sustainment $6,501 $0 $0 $0 NA (1840-34092) 2014 SHSGP GFD MMRS $4,024 $0 $0 $0 NA (1840-34093) 2013 UASI GFD RRT $12,333 $0 $0 $0 NA (1840-34094) 2013 UASI Server Update $19,298 $0 $0 $0 NA $576,086 $787,230 $800,219 $886,875 13% (1283-12485) CBRanch - Fire Event Staffing (1840-34001) Grant Approp - Fire Dept (1840-34072) AHIMT-Wildland Special Ops (2530-12590) PS Training Ops - Fire (2538-12711) Glendale Health Center Total - Fire Department NA -74% $40,435 $0 $0 $0 NA $38,153,402 $43,967,463 $42,926,160 $44,193,813 1% ____________________________________________________________________________________ 169 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Fire Services FIRE SERVICES FIRE DEPARTMENT ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget (A6000) Salary & Related Budget Percent Over FY 2016 Budget $32,509,289 $38,744,715 $37,768,512 $37,917,914 (A7000) Non-Salary Operating Budget $4,836,054 $4,232,891 $4,167,791 $4,187,762 -1% (A7500) Premiums/Controlled Budget $808,059 $989,857 $989,857 $2,088,137 111% $38,153,402 $43,967,463 $42,926,160 $44,193,813 1% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget Total - Fire Department FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM -2% (1000-12410) Fire Administration 16 16 16 16 0% (1000-12422) Fire Operations 220 220 220 221 0% (1000-12433) Fire Resource Management 6 6 6 6 0% (1000-12438) Fire-Emergency Mgmt 3 3 3 3 0% (1000-12441) Fire Marshal's Office 10 10 10 10 0% (1000-12491) LA Services 2 2 2 6 200% (1840-34088) 2013 Safer Grant 15 15 15 15 0% (2530-12590) PS Training Ops - Fire 5 5 5 5 0% 277 277 277 282 2% Total -Fire Department ____________________________________________________________________________________ 170 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Fire Services FIRE SERVICES GRPS TRAINING CENTER - FIRE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-12521) PS Training Ctr - Fire Total - GRPS Training Center - Fire ACCOUNT ROLLUP TYPE OF EXPENDITURES (A7000) Non-Salary Operating Budget Total - GRPS Training Center - Fire FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $532,613 $642,827 $642,827 $642,827 0% $532,613 $642,827 $642,827 $642,827 0% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $532,613 $642,827 $642,827 $642,827 0% $532,613 $642,827 $642,827 $642,827 0% ____________________________________________________________________________________ 171 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Fire Services FIRE SERVICES AIR MED & LOGISTICS OPS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-12492) Air-Med & Logistics Ops (HALO) Total - Air Med & Logistics Ops ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $995,982 $1,000,311 $1,001,273 $913,177 -9% $995,982 $1,000,311 $1,001,273 $913,177 -9% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (A6000) Salary & Related Budget $701,298 $626,124 $627,086 $621,036 -1% (A7000) Non-Salary Operating Budget $287,779 $370,413 $370,413 $270,413 -27% (A7500) Premiums/Controlled Budget Total - Air Med & Logistics Ops FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-12492) Air-Med & Logistics Ops (HALO) Total -Air Med & Logistics Ops $6,905 $3,774 $3,774 $21,728 476% $995,982 $1,000,311 $1,001,273 $913,177 -9% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 4 4 4 3 -25% 4 4 4 3 -25% ____________________________________________________________________________________ 172 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Human Resources ____________________________________________________________________________________ Performance Report Human Resources $33,811,729 20 FTEs Organizational Development Employee Relations Employment Services Compensation and Benefits Risk/Worker’s Compensation Mission Statement The Human Resources and Risk Management team is committed to providing high quality services as we partner with our diverse customers to create a positive environment of mutual trust and respect by proactively identifying and responding to their changing needs. Department Description The Glendale Human Resources and Risk Management Department provides proactive, innovative and quality customer service and consultation in the areas of total compensation, organizational development, employee relations, staffing and risk management/safety. Programs and Functions Employee Relations – Manages the progressive discipline process and internal investigations as well as conflict mediation and resolution. Staffs and supports the Personnel Board. Recruitment – Manages Recruitment Process to ensure the organization attracts and retains highly qualified employees. Benefits - Ensures high quality benefits and wellness programs are provided to employees. Classification & Compensation - Implements and maintains the classification and compensation structure, policies and practices. Employee Development - Provides employee development, engagement and performance management services to the organization. Risk Management - Responsible for managing the risk management, worker’s compensation, safety, and drug-free workplace programs for the organization. ____________________________________________________________________________________ 173 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Human Resources ____________________________________________________________________________________ Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies    Completed the final phase to address non-represented employee compensation issues by conducting a comprehensive classification and compensation study in conjunction with Segal Waters Consulting. Obtained support for diversity initiatives and created the Inclusion Network made up of employees to develop, communicate and implement an internal diversity strategy. Successfully implemented an on-line new employee onboarding system which streamlined the new hire paperwork process. ____________________________________________________________________________________ 174 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Human Resources ____________________________________________________________________________________ Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Number of organizational diversity events held Number of diversity training opportunities held Number of employees attending diversity training/events Increase diversity ratio of new hires Increase our diversity ratio to better reflect the Glendale community Department Goal Council Priority Performance Objective Performance Measures Cost increases remain at or below the medical rate of inflation Increase enrollment in the wellness program by 10% Reduction of overall health insurance costs Foster and influence a climate of mutual respect and inclusiveness that is open, creative and people centered. Creative, Innovative, Efficient Systems 1. Obtain top level management support for diversity initiatives. 2. Form a Diversity Committee to develop, communicate and implement a diversity strategy. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a 2 4 6 n/a n/a 3 9 n/a 125 365 460 n/a n/a Baseline TBD 10% n/a n/a Baseline TBD 10% Maintain a fiscally sustainable employee benefits program that provides high quality healthcare which promotes and enhances the well-being of employees. Fiscal Sustainability 1. Collaborate with employees, stakeholders and healthcare organizations to review options for implementing a fiscally sustainable health plan. 2. Develop a plan to promote greater participation in the wellness program. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a .1% above .6% above 1.0% below n/a 28% 22% 15% n/a n/a n/a 2.4% ____________________________________________________________________________________ 175 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Human Resources HR & RISK MGT HUMAN RESOURCES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-11010) Risk Management/Safety $229,857 $0 $0 $0 NA (1000-11020) Benefits $256,521 $323,061 $323,061 $457,536 42% (1000-11030) Human Resources Administration $347,244 $358,567 $358,567 $401,171 12% (1000-11040) Employment Services $325,498 $327,973 $324,973 $346,589 6% (1000-11050) Employee Relations $254,011 $266,165 $266,165 $264,555 -1% (1000-11060) Compensation $184,934 $370,329 $350,329 $173,456 -53% $93,104 $110,872 $100,872 $126,318 14% $0 $20,000 $20,000 $60,000 200% (1000-11070) Organizational Development (1000-11080) Employee Programs (1190-11110) GEMS $19,925 $0 $0 $0 NA (2540-18010) Risk Mgmt Trust Fund $2,356,438 $2,934,598 $3,448,302 $2,951,560 1% (2560-18110) Worker's Compensation $1,335,080 $2,201,956 $2,203,940 $2,204,924 0% $23,031,808 $25,450,368 $25,450,368 $26,825,620 5% $28,434,420 $32,363,889 $32,846,577 $33,811,729 4% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget (2580-18210) Benefit Programs Total - Human Resources ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget Percent Over FY 2016 Budget $1,626,630 $1,746,706 $1,751,706 $1,940,176 (A7000) Non-Salary Operating Budget $26,790,822 $30,590,390 $31,068,078 $31,783,862 (A7500) Premiums/Controlled Budget $16,968 $26,793 $26,793 $87,691 $28,434,420 $32,363,889 $32,846,577 $33,811,729 FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-11010) Risk Management/Safety 3 (1000-11020) Benefits 4 4 4 5 25% (1000-11030) Human Resources Administration 3 3 3 3 0% (1000-11040) Employment Services 3 3 3 3 0% (1000-11050) Employee Relations 2 3 3 3 0% (1000-11060) Compensation 2 2 2 2 0% (1000-11070) Organizational Development 1 1 1 1 0% (2540-18010) Risk Mgmt Trust Fund 2 2 2 0% (2560-18110) Worker's Compensation 1 1 1 0% 19 19 20 5% Total - Human Resources Total -Human Resources 18 11% 4% 227% 4% ____________________________________________________________________________________ 176 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Innovation and Technology ____________________________________________________________________________________ Performance Report Innovation and Technology $12,530,935 30 FTEs Telephones Technology Replacement Information Technology Technology Projects Mission Statement The mission of Innovation and Technology is to create a customer focused, team oriented organization that supports a culture of continuous improvement through the use of technology and process enhancements. Department Description Innovation Technology (IT) supports the city’s technology infrastructure such as applications, networks, data services, email, and telephony. IT also supports the enhancement of business processes through the use of the LEAN methodology blended with the appropriate application of technology. Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs ____________________________________________________________________________________ 177 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Innovation and Technology ____________________________________________________________________________________ Accomplishments, Enhancements, and Efficiencies   Upgraded the PeopleSoft Human Capital Manangement (HCM) system and added modernizations for more efficient payroll and human resources management. Implemented new Service Desk Management System which provides enhanced technical reporting, and capability for Service Desk to complete a variety of service requests remotely. Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures % City external website uptime % of City desktop computer assets which have exceeded their replacement date Improve service levels Creative, Innovative, Efficient Systems Provide effective and efficient information technology support by ensuring technologies are highly available, recoverable, and the integrity of data is maintained. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a 99.74 99.88 99.9% n/a 63% 41.5% 26.7% ____________________________________________________________________________________ 178 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Innovation and Technology INNOVATION & TECH INNOVATION & TECHNOLOGY ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-11510) Information Technology $2,820,697 $0 $0 $0 NA (1100-11520) Telephones $1,069,454 $0 $0 $0 NA (1140-11530) Technology Replacement $2,848,000 $0 $0 $0 NA (2591-18400) Telephones $0 $1,135,400 $1,134,093 $1,146,234 1% (2591-18401) Technology Replacement $0 $2,859,943 $2,786,267 $1,576,674 -45% (2591-18402) Information Technology $0 $2,655,208 $2,690,179 $5,660,302 113% (2592-18500) Technology Projects $0 $3,234,800 $514,300 $4,147,725 28% $6,738,151 $9,885,351 $7,124,839 $12,530,935 27% Total - Innovation & Technology ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (A6000) Salary & Related Budget $2,410,893 $2,683,961 $2,623,442 $3,345,072 25% (A7000) Non-Salary Operating Budget $3,828,980 $7,163,584 $4,463,591 $9,148,529 28% (A7500) Premiums/Controlled Budget $498,278 $37,806 $37,806 $37,334 -1% $6,738,151 $9,885,351 $7,124,839 $12,530,935 27% Total - Innovation & Technology FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2015 Actual (1000-11510) Information Technology 25 (1100-11520) Telephones 1 (1140-11530) Technology Replacement 1 (2591-18400) Telephones FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 1 1 1 0% (2591-18401) Technology Replacement 1 1 (2591-18402) Information Technology 25 25 29 16% 27 27 30 11% Total -Innovation & Technology 27 ____________________________________________________________________________________ 179 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Misc . Grants MISCELLANEOUS GRANTS GRANTS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1840-32105) Victim's Rights-Cty Atty FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $10,100 $0 $0 $0 NA $146,441 $0 $0 $0 NA (1840-32109) Nina Mason Pulliam Grant $7,135 $0 $0 $0 NA (1840-32111) Donations - Glendale Univ. $2,990 $0 $0 $0 NA (1840-32115) MYAC Fundraising $1,182 $0 $0 $0 NA $0 $150,000 $0 $150,000 0% $6,518 $0 $0 $0 NA (1840-32149) Centennial HP Bus Tour Donat $914 $0 $0 $0 NA (1840-32156) STOP Violence Prosecutors Off $101,896 $0 $0 $592 NA (1840-32157) DV Lethality Assessment Grant $89,566 $0 $0 $0 NA (1840-36505) Glendale Habitat Garden Educ $8,503 $0 $0 $0 NA $375,245 $150,000 $0 $150,592 0% (1840-32108) Prop. 302 (1840-32118) Miscellaneous Grants (1840-32132) Historic Plaques Total - Grants ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (A6000) Salary & Related Budget $178,493 $150,000 $0 $150,000 0% (A7000) Non-Salary Operating Budget $196,752 $0 $0 $0 N/A $0 $0 $0 $592 N/A $375,245 $150,000 $0 $150,592 0% (A7500) Premiums/Controlled Budget Total - Grants ____________________________________________________________________________________ 180 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Non-Departmental NON-DEPARTMENTAL NON-DEPARTMENTAL ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-11801) Fund 1000 Non-Dept (1200-36502) From the Heart Total - Non-Departmental ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Non-Departmental FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $1,554,626 $10,026,202 $9,976,202 $17,876,424 $200,000 $200,000 $200,000 $200,000 $1,754,626 $10,226,202 $10,176,202 $18,076,424 FY 2016 Budget FY 2016 Estimate FY 2017 Budget FY 2015 Actual Percent Over FY 2016 Budget 78% 0% 77% Percent Over FY 2016 Budget $143,618 $215,000 $215,000 $215,000 $1,611,008 $1,526,251 $1,506,251 $16,434,199 977% 0% $0 $8,484,951 $8,454,951 $1,427,225 -83% $1,754,626 $10,226,202 $10,176,202 $18,076,424 77% ____________________________________________________________________________________ 181 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Police Services ____________________________________________________________________________________ Performance Report Police Services $90,917,718 Operations Bureau 564 FTEs Investigative and Administrative Services Bureau Foothills Patrol Division Administrative Services Division Gateway Patrol Division Criminal Investigations Division Special Operations Division Support Services Division Mission Statement The mission of the Glendale Police Department is to protect the lives and property of the people we serve. Department Description The Glendale Police Department is committed to serving the people of Glendale with the highest quality services in preventing crime, maintaining order, and providing support to numerous events held within the city. The organization continues to emphasize the development of professional knowledge and leadership skills for exemplary men and women and the utilization of progressive, innovative techniques and emerging technologies. A partnership with our citizens and consistent engagement of our community allow us to formulate policing strategies that are critical to our mission. The Glendale Police Department provides the most effective possible response to law enforcement emergencies, neighborhood problems and the enforcement of traffic laws, ensuring that Glendale continues to be a desirable place to live, raise a family, educate, recreate and do business. Everything done, collectively or individually, is done in accordance with department values and objectives. The ____________________________________________________________________________________ 182 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Police Services ____________________________________________________________________________________ Department is made up of two major functional units; the Operations Bureau and the Investigative and Administrative Services Bureau; each headed by an Assistant Chief.   The Operations Bureau encompasses the Patrol Divisions and the Special Operations Division. Patrol is made up of two divisions, the Foothills Division and the Gateway Division, each serving a geographic portion of the City. Patrol provides primary patrol and response services to their respective areas of the City with a large contingent of uniformed police officers and other specialized support staff. The Special Operations Division includes three units; the Emergency Response Unit, the Special Events Planning & Operations Unit, and the Traffic Unit. The Investigative and Administrative Services Bureau includes three Divisions; the Criminal Investigations Division, the Support Services Division and the Administrative Services Division. Criminal Investigations is primarily responsible for the investigation of crime and the prosecution of offenders. Support Services provides auxiliary functions in furtherance of department operations including Communications, Detention and Training. Administrative Services provides other administrative functions including, Records, Property/Evidence, Personnel Management, and Technical Services. Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs ____________________________________________________________________________________ 183 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Police Services ____________________________________________________________________________________ Accomplishments, Enhancements, and Efficiencies      Implementing/Developing new technologies – Records management implementation, deployment of body worn cameras to officers in enforcement roles, replacement of in car cameras and implementation of intelligence lead policing. Affect a reorganization that puts the department’s resource and hiring priority in the patrol and investigation work areas. Created a grant funded community policing squad in the 85301 zip code that will work with businesses, city departments and other organizations to enhance quality of life and reduce crime. Create two (2) human Trafficking Detectives to identify victims and provide resources. Create a Community Relations Team that consolidates community programs and outreach function. Create a Community Services Officer squad that takes non‐emergency calls for service such as accidents and crime scene processing to free patrol officers to handle in progress calls. Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Calls for Service % responses meet desired standard time: Priority 1 Calls Priority 2 Calls Traffic collisions with Injuries DUI Arrests Officer initiated call volume (25% not coded) Traffic Stops Communications % calls answered in 10 secs. (est.) % calls dispatched in 60 secs. Promote a sense of community through safe and healthy neighborhoods, effective response to requests, maintain high visibility, and enforce traffic safety laws throughout the city Public Safety; Fiscal Sustainability Timely response to calls for service, increased proactive patrol, and judicious enforcement to promote traffic safety FY2015 FY2016 FY2017 FY2014 Actual Actual Estimate Target 130,059 174,535 187,456 191,200 74.2% 57.9% 1,163 1,248 77.7% 55.0% 1,120 1,174 77.3% 55.0% 1,202 1,021 80.0% 60.0% 1,215 1,100 7,615 3,556 56,213 24,573 67,303 30,626 68,649 31,238 n/a n/a n/a n/a 33.5% 47.1% 48.0% 60.0% ____________________________________________________________________________________ 184 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Police Services ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures UCR Part I ‐ % change: Violent Crimes % change Property Crimes % change UCR Part 1 Crimes Violent Crime Property Crime % of UCR Part I Crimes Cleared Violent Crimes Property Crimes Cleared by Arrest or Submitted to Prosecutor Violent Crimes [#/total] Property Crimes [#/total] Department Goal Council Priority Performance Objective Performance Measures Revised policies Training: E‐Learning sessions AOT Session conducted Professional Development Expenditure Total Investigations Completed Internal Complaints Sustained Accidents Sustained Response to Resistance Investigations Sustained External Complaints Sustained Reduce Violent and Property Crime Public Safety; Fiscal Sustainability Decrease the level of crime, while increasing satisfaction of police services FY2015 FY2016 FY2017 FY2014 Actual Actual Estimate Target ‐18.6% ‐8.8% 14,608 930 13,678 17.6% 36.3% 16.3% 25.8% [232/898] 6.8% [766/11,301] ‐0.4% ‐6.8% 13,679 926 12,753 16.1% 48.4% 13.5% +7.2% +3.5% 14,193 993 13,200 17.7% 45.2% 15.0% 40.4% 39.3% [364/902] 12.2% [381/971] 14.5% [1346/11,045] [1345/9592] ‐5.0% ‐.5.0% 13,483 943 15,540 19.0% 50.0% 19.5% 45.0% 16.0% Enhance safety and security in the City by providing preparing and maintaining high quality services to the community Public Safety; Fiscal Sustainability Maintain a high quality work force through application and maintenance of professional standards for service FY2015 FY2016 FY2014 Actual FY2017 Target Actual Estimate 19 25 7 25 37 21 $75,000 36 21 $75,000 20 20 $100,000 20 20 $100,000 105 32 of 65 18 of 37 119 51 of 101 28 of 46 100 43 of 85 24 of 39 90 0 of 11 16 of 20 1 of 31 23 of 31 1 of 32 24 of 32 ____________________________________________________________________________________ 185 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Police Services POLICE SERVICES POLICE DEPARTMENT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-12120) Police Administration FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $2,827,500 $2,868,652 $2,876,863 $2,894,852 1% (1000-12121) PD - Stadium Event Staffing $0 $1,455,726 $1,274,344 $1,414,819 -3% (1000-12122) PD - Fiesta Bowl Event $0 $245,795 $168,735 $221,728 -10% (1000-12123) PD - Arena Event Staffing $0 $541,231 $421,609 $548,511 (1000-12124) PD - College FB Playoffs $0 $302,210 $0 $0 (1000-12125) PD - CBRanch Event Staffing $0 $32,384 $21,200 $30,757 -5% (1000-12126) PD - NCAA Final 4 $0 $0 $0 $786,005 NA $15,718,106 $17,984,153 $16,646,820 $18,173,024 1% $2,527,616 $2,877,061 $2,780,667 $3,069,150 7% $12,394,026 $12,739,491 $13,117,270 $14,939,996 17% 8% (1000-12130) Gateway Patrol (1000-12135) Training (1000-12150) Crime Investigations (1000-12160) Police Personnel Management 1% -100% $642,852 $704,308 $695,964 $758,211 (1000-12170) Foothills Patrol Bureau $15,844,894 $17,841,073 $17,738,430 $19,376,485 9% (1000-12180) Police Support Services $2,010,850 $2,535,138 $2,634,011 $3,600,160 42% (1000-12210) PD - Fiscal Management $2,983,581 $3,745,068 $3,626,846 $2,946,920 -21% (1000-12215) PD - Tow Administration $59,886 $63,781 $63,781 $71,419 12% (1000-12220) PD - Detention $2,657,559 $2,714,759 $2,891,074 $3,048,321 12% (1000-12230) PD - Communications $3,453,062 $3,241,019 $3,545,615 $3,743,353 15% (1000-12233) PD - Special Operations $7,068,920 $7,479,410 $7,653,168 $8,471,510 13% (1010-12360) PD - Super Bowl Event $754,820 $0 $0 $0 NA $1,406,143 $0 $0 $0 NA (1281-12234) PD - Fiesta Bowl Event $154,325 $0 $0 $0 NA (1282-12190) Arena-PD Event Staffing $470,436 $0 $0 $0 NA $5,890 $0 $0 $0 NA $152 $0 $0 $0 NA (1840-33002) Victim Rights - PD $82,811 $84,000 $76,869 $89,928 7% (1840-33006) Police K-9 Donation $16,652 $0 $0 $0 NA (1840-33010) PD DEA Grant - Overtime $40,250 $0 $0 $0 NA $4,859 $0 $0 $0 NA $100,752 $111,663 $75,079 $123,594 11% (1281-12231) Stadium - PD Event Staffing (1283-12195) CBRanch-Police Event Staffing (1840-33001) DARE (1840-33014) CAT Donations (1840-33018) VOCA (1840-33021) Grant Approp - Police Dept $0 $2,000,000 $0 $2,000,000 0% (1840-33032) Joint Terrorism Task Force-OT $24,735 $0 $0 $0 NA (1840-33041) DPS VTTF $91,471 $0 $0 $0 NA $693 $0 $0 $0 NA (1840-33105) DEA OCDETF Overtime $30,808 $0 $0 $0 NA (1840-33163) GPD Cold Case Investigation $26,471 $0 $0 $0 NA (1840-33165) FCTF/MFTF $12,041 $0 $0 $0 NA $2,002 $0 $0 $0 NA (1840-33172) 2011 Smart Policing Initiative $33,362 $0 $0 $0 NA (1840-33173) 2011 JAG CAD/RMS Replacement $44,843 $0 $0 $0 NA $621 $0 $0 $0 NA $44,248 $0 $0 $0 NA (1840-33188) State Farm Safety Education $457 $0 $0 $0 NA (1840-33202) Rutgers Partnership $200 $0 $0 $0 NA (1840-33203) 2013 UASI GPD RRT $47,285 $0 $0 $0 NA (1840-33204) 2013 UASI GPD TLO $1,297 $0 $0 $0 NA $112,567 $0 $0 $0 NA $5,520 $0 $0 $0 NA (1840-33047) Advocacy Donations (1840-33167) USMS Violent Offend Task Force (1840-33180) USPS Taskforce (1840-33181) HIDTA (1840-33207) STEP Speed Enforce/DUI Equip (1840-33208) STEP Overtime ____________________________________________________________________________________ 186 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Police Services POLICE SERVICES POLICE DEPARTMENT ROLLUP (1840-33209) DUI Enforcement Overtime $9,504 $0 $0 $0 NA (1840-33210) 2014 Occupant Protection OT $19,998 $0 $0 $0 NA (1840-33211) Police Awards Ceremony Donate $15,914 $0 $0 $0 NA $1,770 $0 $0 $0 (1840-33213) 2013 COPS Hiring Program $198,150 $515,827 $503,827 $441,572 (1840-33215) DUI Enforcement Vehicle (1) $46,999 $0 $0 $0 NA (1840-33216) 2014 DUIAC DUI Enforcement $49,997 $0 $0 $0 NA (1840-33217) Police Safety Eq ARS12-116.04A $4,781 $0 $0 $0 NA (1840-33218) 2015 GOHS DUI/Impaired Driving $64,999 $0 $0 $0 NA (1840-33219) 2015 GOHS Selective Traffic En $28,150 $0 $0 $0 NA (1840-33220) 2015 GOHS DUI/High Visibility $46,869 $0 $0 $0 NA (1840-33221) 2015 GOHS Selective Traffic En $7,769 $0 $0 $0 NA (1840-33222) 2015 GOHS Occupant Protection $19,357 $0 $0 $0 NA (1840-33223) 2014 UASI Glendale PD RRT Sust $103,941 $0 $0 $0 NA (1840-33224) 2014 UASI Glendale PD TLO Sust $3,263 $0 $0 $0 NA (1840-33225) 2014 JAG Grant $19,845 $0 $0 $0 NA (1840-33226) TO Nation Mobile Tablet Grant $56,420 $0 $0 $0 NA (1840-33227) 2016 DUIAC Know Your Limit $14,408 $0 $0 $0 NA $0 $509,427 $626,825 $650,074 28% (1840-33212) 2012 UASI GPD Non-EnergeticRAT (1840-33228) School Resource Officer IGAs (1840-33229) Police Teen Academy Donations (1860-32020) Federal RICO (1860-32030) State RICO (2530-12390) PS Training Ops - Police Total - Police Department NA -14% $930 $0 $0 $0 NA $17,292 $225,000 $225,000 $225,000 0% $2,103,478 $2,256,886 $2,256,886 $2,276,744 1% $269,467 $359,377 $359,377 $372,758 4% $74,807,864 $83,433,439 $80,280,260 $90,274,891 8% ____________________________________________________________________________________ 187 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Police Services POLICE SERVICES POLICE DEPARTMENT ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget (A6000) Salary & Related Budget $63,630,778 $71,536,081 $68,718,999 $77,055,834 8% $9,370,044 $9,278,198 $8,942,101 $9,230,063 -1% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Police Department FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-12120) Police Administration Percent Over FY 2016 Budget $1,807,042 $2,619,160 $2,619,160 $3,988,994 52% $74,807,864 $83,433,439 $80,280,260 $90,274,891 8% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget 21 20 20 19 -5% (1000-12121) PD - Stadium Event Staffing 2 2 2 0% (1000-12123) PD - Arena Event Staffing 1 1 1 0% (1000-12130) Gateway Patrol 135 131 131 129 -2% (1000-12135) Training 13 17 17 17 0% (1000-12150) Crime Investigations 94 91 91 96 5% (1000-12160) Police Personnel Management 5 5 5 5 0% (1000-12170) Foothills Patrol Bureau 127 131 131 131 0% (1000-12180) Police Support Services 25.5 28.5 28.5 34.5 21% (1000-12215) PD - Tow Administration 1 1 1 1 0% (1000-12220) PD - Detention 19 19 19 19 0% 38.5 36.5 36.5 36.5 0% (1000-12233) PD - Special Operations 50 51 51 51 0% (1281-12231) Stadium - PD Event Staffing 2 (1282-12190) Arena-PD Event Staffing 1 (1840-33002) Victim Rights - PD 1 1 1 1 0% (1840-33018) VOCA 1 1 1 1 0% (1840-33213) 2013 COPS Hiring Program 10 10 10 10 0% 7 7 7 0% 0.5 1 1 1 0% 2 2 2 2 0% 546.5 556 556 564 1% (1000-12230) PD - Communications (1840-33228) School Resource Officer IGAs (1860-32030) State RICO (2530-12390) PS Training Ops - Police Total -Police Department ____________________________________________________________________________________ 188 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Police Services POLICE SERVICES GRPS TRAINING CENTER - POLICE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-12232) PS Training Ctr - Police Total - GRPS Training Center - Police ACCOUNT ROLLUP TYPE OF EXPENDITURES (A7000) Non-Salary Operating Budget Total - GRPS Training Center - Police FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $532,613 $642,827 $642,827 $642,827 0% $532,613 $642,827 $642,827 $642,827 0% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $532,613 $642,827 $642,827 $642,827 0% $532,613 $642,827 $642,827 $642,827 0% ____________________________________________________________________________________ 189 ANNUAL BUDGET Fiscal Year 2016-2017 ____________________________________________________________________________________ ____________________________________________________________________________________ 190 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Affairs ____________________________________________________________________________________ Performance Report Public Affairs $2,213,033 15.5 FTEs Public Affairs Administration Cable Communications Mission Statement The mission of the Public Affairs Administration Divison is to develop and implement marketing and public information programs, resident communications and visitor services that promote Glendale and ensure the city’s key message are delivered to target audiences in an accurate, timely and cost‐effective manner. We develop, represent and advocate the city’s legislative policy decisions by consistently and effectively interacting with other governmental and non‐governmental entities. The mission of the Cable Communications Division is to develop and implement marketing and public information programs, resident communications and visitor services that promote Glendale and ensure the city’s key messages are delivered to target audiences in an accurate, timely and cost‐effective manner. Department Description The Public Affairs Administration Divison coordinates the legislative and external activities and programs of the city of Glendale. We carry out the state and federal legislative agenda adopted by the City Council. We research and review state and federal legislation impacting the city. We protect the city’s interests in various stakeholder processes and work to resolve City issues with external partners. We develop reports and policy recommendations to City Management and City Council. We staff the Mayor and Council on the various federal, state and regional policy committees they hold positions on including, the Maricopa Association of Governments (MAG), the Regional Public Transit Authority (RPTA), Metro Light Rail, the Arizona Municipal Water ____________________________________________________________________________________ 191 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Affairs ____________________________________________________________________________________ Users Association (AMWUA), the Arizona League of Cities and Towns, the National League of Cities (NLC), Westmarc and others. The Communications Division consists includes the Public Information Office, Glendale 11, Glendale Media Center, Digital Services, Creative Services and Administration. Communications produces and oversees Glendale’s print and electronic communications with the public and the media, as well as develops communication strategies and marketing campaigns that enhance the city’s image. Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies     The Department of Pubilc Affaris has been newly formed. The restructing of the department provides for increased communications and coordination for all communications inside and outside the city. Increased customer service to all city department. Strategic messaging centered on the vision and strategic goals of the City Council. Stakeholders from business, government and community partners will have a single point of contact for information from the City. ____________________________________________________________________________________ 192 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Affairs ____________________________________________________________________________________ Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Total number of bills posted Number of bills tracked that have a direct impact to City and have received staff input Number of new laws being enacted Department Goal Council Priority Performance Objective Performance Measures Social Media presence. (growth in page “likes,” engagement and reach ‐ the number of people who see our posts on all digital channels) Number of video online and on Glendale 11 air (more video with an emphasis on shorter clips in line with consumer preference) Number of website visits Legislative awareness and impact Fiscal Sustainability; Economic Development Successfully advocate the city’s position on issues at the Arizona Legislature, United States Congress, and other governmental bodies. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 1,205 1252 1328 1300 423 528 393 400 278 324 250 300 Increase and improve communications and transparency with residents, stakeholders, community partners, businesses and visitors Transparency; Creative, Innovative, Efficient Systems Increase outreach and provide city news and information about the city’s programs, services, and amenities. Implement new web content management system to better serve our digital audience and increase visitors to city websites. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a n/a 467,748 491,115 n/a n/a 225 205 n/a n/a 5,702,768 6,000,000 ____________________________________________________________________________________ 193 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Affairs ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures Number of Legislative Link subscribers Number of legislative reports posted to the website Department Goal Council Priority Performance Objective Performance Measures Number of Councilmembers serving on regional committees Number of Councilmembers serving on national committees Total number of regional and national groups on which Glendale is represented Keep residents and the Council informed of legislative issues affecting the city or neighborhoods Transparency; Fiscal Sustainability Keep the public and the Council informed of the city’s legislative agenda and bills being considered by the Legislature that would have a direct impact on the city or neighborhoods. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a 87 88 90 6 6 8 8 Develop an enhanced presence on regional and national committees Fiscal Sustainability; Creative, Innovative, Efficient Systems Work with local and regional partners and agencies to ensure that our projects are funded and completed in the appropriate times, successfully keep Glendale's projects funded and moving forward. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 5 5 4 5 3 5 6 6 12 12 12 12 ____________________________________________________________________________________ 194 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Public Affairs PUBLIC AFFAIRS PUBLIC AFFAIRS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-10810) Communications $880,381 $1,043,466 $1,025,406 $0 -100% (1000-10891) Media Center Operations $131,212 $149,267 $148,654 $0 -100% (1000-10910) Public Affairs Admin $384,583 $512,016 $504,916 $1,367,596 167% (1000-10920) Cable Communications $0 $0 $0 $845,437 (1000-14120) Cable Communications $397,758 $343,620 $341,884 $0 $1,793,934 $2,048,369 $2,020,860 $2,213,033 Total - Public Affairs ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget NA -100% 8% Percent Over FY 2016 Budget $1,645,055 $1,787,085 $1,735,773 $1,570,816 (A7000) Non-Salary Operating Budget $121,539 $218,209 $242,012 $341,811 57% (A7500) Premiums/Controlled Budget $27,340 $43,075 $43,075 $300,406 597% $1,793,934 $2,048,369 $2,020,860 $2,213,033 Total - Public Affairs FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate (1000-10810) Communications 9 10 10 (1000-10891) Media Center Operations 1 1 1 (1000-10910) Public Affairs Admin 3 3 3 (1000-10920) Cable Communications (1000-14120) Cable Communications Total -Public Affairs -12% 8% FY 2017 Budget Percent Over FY 2016 Budget 11 267% 4.5 4.5 3.5 3.5 17.5 17.5 17.5 15.5 -11% ____________________________________________________________________________________ 195 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Works ____________________________________________________________________________________ Performance Report Public Works $71,919,673 Engineering 285 FTEs Field Operations Transportation Mission Statement Public Works mission is to develop and maintain excellent public facilities and infrastructure, while providing outstanding services that support and enhance a safe and sustainable high quality of life for our residents, businesses and visitors. Department Description Public Works provides essential services that directly impact the community and provides support to other departments within the organization. Public Works includes the Administrative Services section, and three separate, yet interdependent divisions that provide essential services to the city: Engineering, Field Operations and Transportation. The Public Works Administration Services section provides for the development of agreements and council reports, budget coordination and monitoring, operational efficieny and innovative business solution programs, as well as accounts payable and personnel support services. The Engineering division includes six (6) primary functions:       Providing properly designed, constructed and inspected public facilities and rights‐of‐ way infrastructure. Responsible for the implementation of the city’s capital improvement program. management and oversight of cell tower equipment in the public rights‐of‐way and on city‐owned facilities. Responsible for the city’s street lighting system and traffic mitigation services. Manages and assists with property acquisition and disposition, procuring easements, and developing license agreements. Oversees floodplain management and city‐adopted National Flood Insurance Program. ____________________________________________________________________________________ 196 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Works ____________________________________________________________________________________ The Field Operations division includes six (6) primary functions:       Solid waste collection, including residential and commercial refuse, recycling, household hazardous waste, bulk trash, and street sweeping. Solid waste disposal, including the Glendale Municipal Landfill and Materials Recovery Facility (MRF) operations. Solid waste education, providing information on solid waste and recycling programs at community and group events, as well as through inspection services and public outreach. Customer service, assisting residential and commercial customers with their service needs, from new account set‐up to container replacement and billing services. Equipment management for the maintenance and repair of over 1,300 city vehicles and other associated equipment, and the purchase of new vehicles as identified in the city’s $3.5 million dollar vehicle replacement fund. Facilities management for the maintenance and cleaning of over 2.5 million square feet of facility space (150 city buildings and 80 city parks), as well as managing the city’s facilities reserve fund that provides funding for facility upgrades, reconstruction and replacement. The Transportation division includes six (6) primary functions:       Management of city‐operated Dial‐A‐Ride and GUS programs, and the coordination of fixed route bus service and taxi voucher programs. Participation in regional planning and coordination of such projects as Northern Parkway and Loop 303. Management of traffic signals and intelligent transportation systems and large event traffic management. Design and planning for improvements to the transportation system for pedestrians, bicycles and vehicles. Operation and management of the Glendale Municipal Airport. Street management, including pothole patching, concrete repair, street striping, traffic sign maintenance, rights‐of‐way (ROW) landscaping, graffiti removal, operation of the Glendale Memorial Park Cemetery, and oversight of the city’s Pavement Management Program funded at $77.5 million over the next five years. ____________________________________________________________________________________ 197 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Works ____________________________________________________________________________________ Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprized of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies Engineering      Engineering provided project management to a total of 78 Capital Improvement Projects with an estimated total project value of $221.2 million (39 projects completed: 28 through design and 11 in construction). Project management of the $6.6 million Landfill Scalehouse Relocation Project, which includes a new access road, relocation of the scalehouse, administration office and maintenance building to support the transition from the South cell area to the North cell area. The South cell area is approaching capacity and is projected to be closed in 2022. The Engineering Division processed over $10.5 million in construction expenses and $7.5 million in new construction agreements for the pavement management program. Major Improvements include Mill & Overlay of 59th Avenue from Union Hills Drive to Bell Road; Union Hills Drive, from 59th Avenue to 75th Avenue; and Greenway Road from 59th Avenue to 67th Avenue. Completion of tenant improvements to the Bank of America Building. The Department of Child Safety (DCS) entered into a 5 year lease with the City to occupy nearly all of the vacant space (approximately 35,000 square feet or 65%) in the building. The city will benefit from the new tenant by generating approximately $2.15 million over the term of the lease. Coordination and management of 42 wireless communication license agreements yielding annual general fund revenue of $382,500. Over the last three years, the number of license agreements has tripled and the program is expected to keep expanding. ____________________________________________________________________________________ 198 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Works ____________________________________________________________________________________   Engineering staff made a presentation at Council Workshop regarding Honorary Street Naming. Once approved by Council, staff assisted with the implementation of the Honorary Street Naming and associated ceremonies. To date, Martin Luther King, Jr. and Cesar Chavez have been installed. The Marty Robbins ceremony is schedule for the fall of 2016. Staff has developed and implemented a speed cushion program, installing or replacing 24 speed cushions; and, staff prepared construction documents facilitating the installation of 33 infill street lights. It has been over 5 years since the last infill street light was installed. Field Operations       The Solid Waste division provided garbage collection services for several Mega Events that occurred in the city last year, including the Fiesta Bowl (Jan. 1), Glendale Glitter & Glow Block Party (Jan 9), Glendale Chocolate Affaire (Feb. 5‐7). Solid Waste Collection serviced 53,000 residential and 1,000 commercial accounts. The division recently rerouted its commercial collection schedule to increase efficiency. Routes are more focused and the division was able to consolidate from 33 to 28 weekly routes. The Glendale Municipal Landfill (LF) and Materials Recycling Facility (MRF) serve approximately 53,000 Glendale households and many surrounding communities. The LF receives 353,000 tons of refuse and the MRF processes approximately 25,000 tons of recyclables annually. The LF and MRF have Intergovernmental Agreements (IGA’s) in place with multiple cities, which include Avondale, Phoenix, Peoria and Wickenburg. The Landfill was successful in requesting and obtaining a Type III Permit Revision from the Arizona Department of Environmental Quality (ADEQ) approved on March 21, 2016. This revision allows the height of the Landfill to be extended an additional 17 feet. This height extension will allow Landfill operations to continue on the south cell until the year 2022, (an additional 5 years) at the current tonnage rate. Facilities Management completed over 1,000 preventive and 2500 corrective maintenance work orders, and managed $1.6 million dollars in capital repairs to city buildings and facilities to extend the useful life of city’s assets. Some examples of CIP projects completed include: lighting upgrades at 9 fire stations, roof repairs or replacements at 9 city buildings including Fire Stations 152 and 154 and Foothills Library to avoid impact to customer business operations and save energy. Equipment Management maintained and serviced the city fleet of 1375 vehicles and equipment. This year staff have prepared 91 new vehicles for service, processed 85 vehicles for auction, performed 5,317 repairs, and completed 3,540 preventative maintenance services. In total, Vehicle Technicians clocked 28,918 labor hours as the city fleet drove 4.76 million miles during the course of providing service to the community. Transportation  The Transit Center, located at Arrowhead Towne Centre, was completed in early 2016. The facility serves three local routes, which serve over 75,000 boardings a year. It provides a covered seating area for riders, public Wi‐Fi, and plans are in the works for the future installation of a fare Ticket Vending Machine (TVM). ____________________________________________________________________________________ 199 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Works ____________________________________________________________________________________       Transportation Systems Management staff provided special event traffic control for 11 preseason, regular and playoff AZ Cardinals games, the Fiesta Bowl, College Football Playoff National Championship, Arizona Coyotes games, and other Mega Events. Staff also provided traffic control for the Downtown Special Events and the Christmas Parade. The City recently purchased 2 parcels totaling 99 acres in the vicinity of the Sports and Entertainment District. One of the parcels (22 acres) located on the southwest corner of Maryland Avenue & 91st Avenue is being developed as a surface parking lot containing approximately 2,700 spaces. Construction is anticipated to be completed by August 2016 in time for the upcoming football season. This parking lot is intended to enable the City to meet the event parking requirements at the Sports and Entertainment District, as well as providing additional parking to the general public visiting the Westgate area. Highway Safety Improvement Program (HSIP) federal funded project upgraded existing pedestrian signal indications with countdown pedestrian signal indications at 51 signalized intersections. This completes all of Glendale’s 201 locations. New River Multi‐Use Path federal funded off‐street multi‐use path project between Bethany Home Road and Northern Avenue along the east bank of New River is complete and opened to traffic in September 2015. The project provides grade separated crossings at Glendale and Northern avenues. Maryland Spot Improvements federal funded on‐street and off‐street bicycle facilities project between 67th and 83rd avenues is complete and open to traffic. The project added pavement on the north‐side of Maryland Avenue to accommodate bike lanes between 67th and 69th avenues. Additionally, a multi‐use path was added in Discovery Park near 79th Avenue to provide a connection between the bike lanes on either side of the park. Street Maintenance staff removed over 14,000 graffiti tags throughout the city this year. Staff also repaired 11,000 potholes, 52,100 square feet of asphalt, 1,100 feet of curb/ gutter, and 4,000 square feet of sidewalk. Staff responded to special project requests to include cleanup of the Thunderbird Lounge downtown area, Camelback Ranch Spring Training Complex parking lots, the Glendale Regional Training Facility drainage problems, and assist the Police Services Department with homeless camp cleanups. ____________________________________________________________________________________ 200 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Works ____________________________________________________________________________________ Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures % of all projects scheduled completed in the fiscal year Department Goal Council Priority Performance Objective Performance Measures Maintain street lighting system with less than 1% of lights malfunctioning. Department Goal Council Priority Performance Objective Performance Measures Mill & Overlay Slurry Seal Total Deliver a capital improvement program that provides accurate information, optimizes available resources, and provides needed projects for our community. Fiscal Sustainability; Transparency; Creative, Innovative, Efficient Systems Design, procure and manage Engineering and Construction Consultant Services to all city departments for Capital and Operating projects. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a n/a 90% 90% Ensure citizen safety and high quality of life by providing properly operating streetlights. Fiscal Sustainability; Transparency; Creative, Innovative, Efficient Systems Maintain street lighting system with less than 1% of lights malfunctioning (99% reliability). FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target .57% .63% .50% <1% Implement the 5‐yr Pavement Management Plan ($45M ) to address the complete street network through Mill & Overlay, Slurry Seal , and other surface applications Creative, Innovative, Efficient Systems; Public Safety Manage the City’s Pavement Management Plan through in‐ house design, construction administration, and inspection services expending $9.0M per year. FY2014 Actual FY2015 Actual FY2016 Estimate FY2017 Target n/a n/a n/a n/a $7.5M $2.5M $7.0M $2.0M $10.0M $9.0M ____________________________________________________________________________________ 201 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Works ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures Residential containers missed pickup – reduce by 5% Increase compaction of garbage at Landfill by 3% ‐ Measured in pounds per cubic yard compaction Decrease residuals at Material Recovery Facility by 3% Department Goal Council Priority Performance Objective Performance Measures Fleet Vehicle and Equipment Preventative Maintenance (PM) Compliance Fleet Direct Labor Rate Fleet Downtime Rate Facilities Heating, Ventilating, and Air Conditioning PM Compliance Collect and dispose of all Solid Waste as scheduled Fiscal Sustainability; Innovative, Efficient Systems Provide excellent service to all customers by effectively and efficiently managing solid waste collected; reduce missed collections; and increase efficient disposal and processing services. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 302 251 239 227 1,690 1,650 1,690 1,720 35.64% 34% 34% 31% To manage fleet operations and facility assets in the most cost effective and efficient manner possible optimizing resources and minimizing downtime while providing safe and reliable transportation/ buildings to all City departments. Fiscal Sustainability; Transparency; Public Safety; Creative, Innovative, Efficient Systems Maintain a consistent level of achieving/ surpassing key performance indicator targets to reach a maximum efficiency with available resources. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 61% 74% 80% 85% 60.2% n/a 63% 4.61% 65% <5% 70% <5% n/a n/a 80% 86% ____________________________________________________________________________________ 202 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Works ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures Development of Transportation Plan Update Finalize Airport Layout Plan Update Department Goal Council Priority Performance Objective Performance Measures Plan for Glendale’s transportation future. Fiscal Sustainability; Transparency; Public Safety; Innovative, Efficient Systems; Economic Development Develop a system‐wide holistic transportation master plan and advance regional and local priorities identified, while encouraging economic development opportunities. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target n/a n/a 50% 100% n/a n/a 95% 100% Ensure the safe, efficient transport of people and goods within and through the City of Glendale by providing effective systems to manage traffic. Public Safety; Fiscal Sustainability; Signature Events Complete improvement projects on schedule and on budget by leveraging federal funding. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target % signalized intersections connected to the central signal system (201 total signalized intersections, including three HAWK pedestrian crosswalks) 75% 80% 83% 87% % traffic signal cabinet PM program 50% 50% 50% 75% Flashing Yellow Arrow Study – Number of intersections studied – 45 locations n/a 5 45 n/a Flashing Yellow Arrow Installation Program – Number of intersections updated n/a n/a n/a 11 ____________________________________________________________________________________ 203 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Public Works ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures Number of paratransit (Dial‐a‐Ride) passengers transported per hour of service Number of passengers served on Glendale’s transit system (Dial‐a‐Ride, GUS, Valley Metro) Bus shelter refurbishment (150 total Shelters) benches and cans (52 locations) Number of participants in Glendale Family Bike Ride Department Goal Council Priority Performance Objective Performance Measures Provide quality alternative transportation options for Glendale citizens and visitors. Fiscal Sustainability; Innovative; Efficient Systems; Signature Events; Economic Development Encourage more Glendale residents to take advantage of alternative modes of transportation. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 2.77 2.64 3.0 3.0 2,658,941 2,785,097 2,800,000 2,810,000 10% 24% 25% 25% 606 480 600 650 Provide street maintenance and maintain rights of way (ROW) landscaping in a manner that is aesthetically pleasing and safe for visitors, residents and businesses. Creative, Innovative, Efficient Systems; Public Safety Manage the city’s pavement infrastructure through ongoing maintenance, asphalt treatment and repair of paved streets, alleys, concrete sidewalks and walkways, and provide graffiti removal and weed abatement for developed and undeveloped ROW in the city. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target % Respond to Requests for Services (RFS), email, online hotline, and other call‐ins within 24 hours n/a 90% 95% 95% Crack‐Sealing Program n/a No data* No data* 44.5 miles Oversight of Pavement Management Program n/a No data* No data* 53 miles ____________________________________________________________________________________ 204 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Public Works PUBLIC WORKS PUBLIC WORKS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-11890) Stadium - Transportation Ops. $0 $794,339 $708,046 $792,682 0% (1000-11891) Transp - Fiesta Bowl Event $0 $92,873 $63,490 $142,668 54% (1000-11892) Arena - Transportation Ops. $0 $15,025 $12,782 $14,973 0% (1000-13410) Field Operations Admin. $445,601 $162,628 $163,048 $180,210 11% (1000-13420) Cemetery $199,155 $218,004 $211,454 $225,584 3% $5,583 $0 $0 $0 NA (1000-13430) Manistee Ranch Maintenance (1000-13440) Graffiti Removal (1000-13450) Facilities Management (1000-13460) Custodial Services (1000-13461) Downtown Parking Garage (1000-13556) CBRanch - ROW Maintenance (1000-13710) BofA Bank Building (1000-13715) Promenade at Palmaire (1000-13720) Engineering Administration (1000-13730) Design Division $5,292 $17,110 $17,109 $17,110 0% $3,723,478 $3,931,542 $3,899,432 $3,864,334 -2% $742,430 $843,640 $843,740 $938,016 11% $53,025 $0 $0 $0 NA $0 $16,080 $16,080 $16,080 0% $279,152 $293,178 $449,445 $528,863 80% $55,935 $57,400 $60,618 $60,312 5% $549,033 $561,744 $561,032 $650,218 16% $8,061 $16,313 $14,576 ($249,369) -1629% (1000-13780) Land Development Division $108,390 $128,727 $136,143 $136,051 6% (1000-13790) Construction Inspection $569,872 $735,928 $687,522 $779,220 6% $85,436 $0 $0 $0 NA (1040-13510) Equipment Management $3,878,558 $0 $0 $0 NA (1040-13520) Fuel Services $2,934,529 $0 $0 $0 NA (1040-13530) Parts Store Operations $1,586,285 $0 $0 $0 NA (1120-13610) Equipment Replacement $2,864,777 $4,500,000 $3,191,895 $4,732,500 5% $47,006 $0 $0 $0 NA (1010-16360) Transp - Super Bowl Event (1280-13470) YSC - Facilities Mgt. (1281-16840) Stadium - Transportation Ops. $679,876 $0 $0 $0 NA (1281-16845) Transp - Fiesta Bowl Event $26,450 $0 $0 $0 NA (1282-16830) Arena - Transportation Ops. $10,226 $0 $0 $0 NA $9,464 $0 $0 $0 NA (1340-16710) Right-of-Way Maintenance $2,306,817 $2,641,663 $2,639,843 $2,982,981 13% (1340-16720) Street Maintenance (1283-16741) CBRanch - ROW Maintenance $1,076,339 $1,198,748 $1,247,546 $1,436,424 20% (1340-16731) Graffiti Removal - ROW $147,902 $162,372 $165,795 $164,667 1% (1340-16810) Traffic Signals $824,755 $1,201,495 $1,209,606 $1,221,906 2% (1340-16820) Signs & Markings $364,898 $636,758 $598,163 $587,057 -8% (1340-16910) Transportation Administration (1340-16920) Street Light Management (1340-16925) Pavement Management $109,281 $115,491 $115,491 $123,775 7% $2,083,193 $2,281,469 $2,264,610 $2,654,060 16% $0 $620,051 $598,591 $602,620 -3% (1340-16940) Traffic Studies $162,888 $327,087 $312,474 $242,219 -26% (1340-16950) Traffic Design and Development $169,712 $172,502 $172,502 $287,053 66% $0 $1,000,000 $0 $1,000,000 0% (1650-37202) New Freedom - GUS 3 $13,934 $0 $0 $0 NA (1650-37208) LTAF II - Fixed Route $679,750 $0 $0 $0 NA (1660-16311) GO Street Light Mgmt $0 $499,100 $499,100 $500,000 0% $2,262,262 $2,496,273 $2,371,345 $2,462,574 -1% (1660-16520) Transportation Education $158,610 $215,509 $190,682 $199,200 -8% (1660-16525) Transit Management $191,472 $414,317 $413,780 $336,103 -19% (1660-16530) Dial-A-Ride $2,223,047 $2,670,544 $2,639,816 $2,849,318 7% (1660-16540) Fixed Route $3,445,453 $4,883,203 $4,747,915 $4,761,516 -2% $20,924 $40,300 $36,880 $40,300 0% (1650-37200) Grant Approp - Transportation (1660-16510) Transportation Program Mgmt (1660-16550) Demand Management ____________________________________________________________________________________ 205 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Public Works PUBLIC WORKS PUBLIC WORKS ROLLUP (1660-16570) Intelligent Transportation Sys $582,469 $699,685 $699,685 $641,479 -8% (1660-16580) Traffic Mitigation $286,072 $300,675 $279,982 $424,536 41% (1660-16590) Transportation CIP O&M $237,306 $1,173,766 $477,150 $913,344 -22% $225 $10,050 $2,717 $10,050 0% $0 $53,813 $0 $53,813 0% $445,626 $0 $0 $0 NA 0% (1660-16610) GO Traffic Signals (1660-16620) GO Signs & Marking (1660-16630) GO Street Light Mgmt (1660-16640) Rail Transit $53,405 $55,000 $59,944 $55,000 (1760-16410) Airport Operations $736,406 $638,647 $649,260 $680,884 7% (1842-37091) FTA AZ-96-X002 $33,916 $0 $0 $0 NA $3,182,532 $4,416,402 $3,960,998 $4,585,422 4% $91,948 $166,800 $143,400 $166,800 0% $1,294,092 $1,411,312 $1,478,437 $1,640,061 16% 3% (2440-17710) Landfill (2440-17720) Gas Management System (2440-17730) Solid Waste Admin (2440-17740) Recycling $876,109 $980,837 $910,302 $1,010,727 $2,124,102 $2,603,562 $2,603,562 $2,653,916 2% (2480-17810) Solid Waste Roll-off $644,136 $629,903 $703,682 $737,944 17% (2480-17820) Sanitation Frontload $3,103,301 $3,087,503 $3,019,675 $2,864,719 -7% (2480-17830) Curb Service $6,950,263 $6,972,815 $6,994,926 $7,445,341 7% (2480-17840) Residential-Loose Trash Collec $2,881,123 $2,777,050 $3,019,485 $3,087,627 11% 5% (2440-17750) MRF Operations (2530-13480) PS Training Ops - Fac. Mgmt. $509,321 $478,385 $471,688 $503,174 (2590-18300) Fleet Management $0 $3,995,613 $3,991,993 $4,276,440 7% (2590-18301) Fuel Services $0 $3,511,944 $2,400,800 $3,168,166 -10% (2590-18302) Parts Store Operations Total - Public Works $0 $1,499,953 $1,609,491 $1,719,005 15% $59,141,203 $69,425,128 $64,737,728 $71,919,673 4% ____________________________________________________________________________________ 206 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Public Works PUBLIC WORKS PUBLIC WORKS ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget (A6000) Salary & Related Budget $17,911,960 $20,868,474 $21,087,614 $22,161,902 (A7000) Non-Salary Operating Budget $35,443,924 $42,580,312 $37,673,772 $42,769,577 0% (A7500) Premiums/Controlled Budget $5,785,319 $5,976,342 $5,976,342 $6,988,194 17% $59,141,203 $69,425,128 $64,737,728 $71,919,673 4% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (1000-13410) Field Operations Admin. 1 1 1 1 0% (1000-13420) Cemetery 1 1 1 1 0% (1000-13450) Facilities Management 10 10 10 10 0% (1000-13460) Custodial Services 6 6 6 6 0% (1000-13720) Engineering Administration 5 5 5 6 20% (1000-13730) Design Division 4 3 3 3 0% (1000-13780) Land Development Division 1 1 1 1 0% (1000-13790) Construction Inspection 8 8 8 8 0% (1040-13510) Equipment Management 30 Total - Public Works Percent Over FY 2016 Budget 6% (1040-13530) Parts Store Operations 1 (1340-16710) Right-of-Way Maintenance 11 11 11 14 27% (1340-16720) Street Maintenance 6 6 6 6 0% (1340-16731) Graffiti Removal - ROW 2 2 2 2 0% (1340-16810) Traffic Signals 6 6 6 6 0% (1340-16820) Signs & Markings 6 5 5 4 -20% (1340-16910) Transportation Administration 1 1 1 1 0% (1340-16920) Street Light Management 1 1 1 1 0% 5 5 5 0% (1340-16925) Pavement Management (1340-16940) Traffic Studies 3 3 3 2 -33% (1340-16950) Traffic Design and Development 2 2 2 3 50% (1660-16510) Transportation Program Mgmt 7 7 7 9 29% (1660-16520) Transportation Education 1 1 1 1 0% (1660-16525) Transit Management 4 4 4 3 -25% (1660-16530) Dial-A-Ride 32.25 32.25 32.25 32.25 0% (1660-16570) Intelligent Transportation Sys 5 5 5 4 -20% (1660-16580) Traffic Mitigation 1 1 1 2 100% (1760-16410) Airport Operations 6 6 6 6 0% (2440-17710) Landfill 16 16 16 16 0% (2440-17730) Solid Waste Admin 12 14 14 14 0% (2440-17740) Recycling 6 6 6 6 0% (2440-17750) MRF Operations 8 8 8 8 0% (2480-17810) Solid Waste Roll-off 1 1 1 1 0% (2480-17820) Sanitation Frontload 12 12 12 12 0% (2480-17830) Curb Service 37 37 37 37 0% (2480-17840) Residential-Loose Trash Collec 21 20 20 20 0% (2530-13480) PS Training Ops - Fac. Mgmt. 2 2 2 2 0% 30 30 31 3% (2590-18300) Fleet Management ____________________________________________________________________________________ 207 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Public Works PUBLIC WORKS PUBLIC WORKS ROLLUP (2590-18302) Parts Store Operations Total -Public Works 276.25 1 1 1 0% 280.25 280.25 285.25 2% ____________________________________________________________________________________ 208 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Water Services ____________________________________________________________________________________ Performance Report Water Services $48,503,367 203.75 FTEs Plant Operations System Operations Environmental, Plans, & Programs Mission Statement The Water Services Department provides customers with safe, reliable, high quality water, wastewater, and storm water services to ensure the health, vitality and sustainability of our community. Department Description The Water Services Department delivers over 13 billion gallons of drinking water annually to over 61,000 residential and commercial accounts. The Department is also responsible for 57,000 sewer accounts, collecting and treating wastewater to an A+ effluent standard, the highest quality recognized in Arizona, for recharge or reuse. Water, wastewater, and storm water services are accomplished through the redundant networks of: four water treatment plants; two water reclamation facilities; a partnership in the regional reclamation facility; an extensive network of water distribution service mains, boosters, and valves; and a wastewater collection system of lines and lift stations; and a storm water collection and transport system. In addition to water and wastewater services, the Department administrates the department and citywide environmental programs. The programs include: water resources and sustainability, water quality testing, wastewater pre‐treatment, storm water quality management, hazardous material management, and air quality monitoring. The Department operates on revenues received from rates, service charges and fees. No revenue is received from sales or property taxes. In accordance with city policy, these services are administered as an enterprise fund. ____________________________________________________________________________________ 209 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Water Services ____________________________________________________________________________________ Operating Budget The total City Operating Budget is $391 million. The departmental operating budget is comprised of three categories:  Internal services = internal charges for technology, insurance, workmans compensation, indirect charges, etc.  Operating = operating and contractual costs  Salary = salary and related costs Accomplishments, Enhancements, and Efficiencies       As the Water Conservation Education Program celebrated its 30‐year anniversary, staff has provided class activities and field trips for school programs, evaluated customer on‐site water usage, and conducted “Green Living” classes. Two staff positions were re‐classed and hired to improve the plant operation processes, and asset and security management functions. Held first city‐wide environmental summit for 55 attendees from various departments to orient staff on city‐wide environmental issues. Awarded the American Planning Association‐Arizona Chapter Best Ordinance/Adopted Policy and the Arizona Forward The Crescordia for our “Low Impact Development Toolkit” The Wastewater Collection division was awarded the Large Collection System of the Year by the Arizona Water Association. Also, six facilities were recognized for their outstanding safety record. Entered into an IGA with the City of Peoria to expand the Pyramid Peak Water Treatment Plant to 54MGD. The capital cost to increase the capacity will be funded by Peoria but will increase the over‐all efficiency of plant operation. ____________________________________________________________________________________ 210 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Water Services ____________________________________________________________________________________ Goals, Objectives, and Performance Measures Department Goal Council Priority Performance Objective Performance Measures Potable water delivered to customers (billion gallons) O&M cost of raw water, treatment, and distribution (million) O&M cost per thousand gallons of water delivered CAP water recharged for future water credit (acre feet, 1af = 325,851 gallons) Reclaimed water recharged for future water credit (acre feet) Department Goal Council Priority Performance Objective Performance Measures O&M cost of collection and treatment of wastewater (million) O&M cost per thousand gallons of wastewater treated % of 235 miles of sewer line cleaned Sanitary Sewer Overflow per 100 miles Operate water facilities and distribution system in a safe, efficient and effective manner. Fiscal Sustainability; Creative, Innovative, Efficient Systems Meet the potable water demand service level. Maintain O&M cost and cost per thousand gallons below target. Meet annual current and future water recharge targets. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 13.70 12.80 13.51 14.40 $14.6 $13.6 $15.4 $17.3 $1.07 $1.06 $1.14 $1.20 0 2,000 2,480 2,800 5,547 7,240 7,000 7,000 Operate wastewater collection system and water reclamation facilities in a safe, efficient and effective manner. Fiscal Sustainability; Creative, Innovative, Efficient Systems Maintain O&M costs and cost per thousand gallons below target. Clean 235 (1/3 of 707 total) miles of sewer lines annually. Achieve the rate of <1.0 or lower of Sanitary Sewer Overflow per 100 miles of sewer annually. (Industry Standard Is <2.7) FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target $11.0 $10.0 $10.1 $12.1 $1.75 $1.63 $1.62 $1.89 106% 0.52 95% 0.26 100% 0.13 100% <1.0 ____________________________________________________________________________________ 211 ANNUAL BUDGET OPERATING BUDGET Fiscal Year 2016-2017 Water Services ____________________________________________________________________________________ Department Goal Council Priority Performance Objective Performance Measures % of all water, wastewater and storm water regulatory reports submitted on time % of water quality tests performed in‐ house % of pretreatment inspections target performed % of industrial and commercial facilities inspected for storm water compliance Number of lost‐time‐injury incidents Comply with all government environmental, health, and safety regulations. Creative, Innovative, Efficient Systems Submit all federal, state, and local regulatory reports by required dates. Perform >95% of water quality tests in‐ house. Perform 100% of pretreatment inspections. Inspect 100% of industrial and commercial facilities for storm water compliance. Achieve zero lost‐time‐injury incidents. FY2014 FY2015 FY2016 FY2017 Actual Actual Estimate Target 100% 100% 100% 100% 95% 95% 96% 95% n/a 100% 102% 100% 100% 100% 100% 100% 2 2 1 0 ____________________________________________________________________________________ 212 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Water Services WATER SERVICES WATER SERVICES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (2360-17010) Environmental Resources FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget $569,002 $726,136 $719,086 $618,840 -15% $7,563,777 $8,057,553 $7,897,543 $7,744,421 -4% (2360-17115) Safety Administration $122,477 $143,879 $133,934 $150,112 4% (2360-17120) Information Management $729,520 $1,038,000 $977,430 $1,261,238 22% (2360-17130) Public Service Representatives $557,763 $642,976 $707,399 $892,650 39% (2360-17140) System Security $407,130 $612,547 $536,704 $656,765 7% $66,616 $65,700 $53,200 $66,131 1% (2360-17160) Arrowhead WRF $1,607,990 $2,091,543 $1,998,872 $2,094,241 0% (2360-17170) West Area WRF $2,979,456 $3,321,319 $3,206,967 $3,508,460 6% $127,230 $152,908 $158,648 $197,747 29% (2360-17420) Water Quality $1,195,780 $1,261,080 $1,294,010 $1,410,797 12% (2400-17210) Customer Service - Field $1,059,385 $1,196,629 $1,164,219 $1,209,506 1% $172,987 $195,000 $201,000 $215,390 10% (2400-17230) Raw Water Usage $3,258,129 $4,504,000 $4,500,000 $4,199,002 -7% (2400-17240) Central System Control $1,313,067 $1,481,488 $1,501,410 $1,424,115 -4% (2400-17250) Pyramid Peak WTP $1,693,255 $1,902,798 $1,898,685 $2,088,706 10% (2400-17260) Cholla Treatment Plant $2,179,667 $2,825,852 $2,642,382 $2,822,788 0% (2400-17280) Central System Maintenance $1,344,679 $1,670,421 $1,603,374 $1,635,829 -2% (2400-17290) Water Distribution $2,679,282 $3,264,007 $3,060,949 $3,522,573 8% (2400-17300) Meter Maintenance $835,584 $1,112,515 $971,388 $1,162,130 4% (2400-17310) Oasis Surface WTP $2,288,317 $2,759,239 $2,549,414 $3,023,224 10% (2400-17320) Oasis Groundwater WTP $152,542 $409,400 $295,000 $362,318 -12% (2400-17410) Water Conservation $365,381 $468,111 $415,616 $467,433 0% (2420-17610) Pretreatment Program $331,498 $466,916 $428,531 $493,924 6% $3,249,523 $3,472,000 $3,400,000 $3,549,939 2% $89,395 $100,000 $100,000 $100,200 0% $2,101,417 $3,005,950 $2,487,360 $2,943,724 -2% (2360-17110) Water Services Administration (2360-17150) Property Management (2360-17180) Materials Control Warehouse (2400-17220) Irrigation (2420-17620) SROG - 91st Ave WWTP (2420-17625) 99th Avenue Interceptor (2420-17630) Wastewater Collection (2420-17699) Storm Water Total - Water Services $500,155 $552,496 $530,317 $681,164 23% $39,541,004 $47,500,463 $45,433,438 $48,503,367 2% ____________________________________________________________________________________ 213 ANNUAL BUDGET OPERATING BUDGET ____________________________________________________________________________________ Fiscal Year 2016-2017 Water Services WATER SERVICES WATER SERVICES ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget (A6000) Salary & Related Budget $13,797,102 $16,183,137 $16,126,476 $17,083,047 6% (A7000) Non-Salary Operating Budget $19,494,088 $24,797,572 $22,787,208 $24,407,100 -2% (A7500) Premiums/Controlled Budget Total - Water Services FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM Percent Over FY 2016 Budget $6,249,814 $6,519,754 $6,519,754 $7,013,220 8% $39,541,004 $47,500,463 $45,433,438 $48,503,367 2% FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Percent Over FY 2016 Budget (2360-17010) Environmental Resources 7 6 6 5 -17% (2360-17110) Water Services Administration 12 13 13 14 8% (2360-17115) Safety Administration 1 1 1 1 0% (2360-17120) Information Management 8 8 8 8 0% (2360-17130) Public Service Representatives 7 7 7 7 0% (2360-17140) System Security 7 7 7 7 0% (2360-17160) Arrowhead WRF 9 9 9 8 -11% (2360-17170) West Area WRF 12 12 12 13 8% 1.75 1.75 1.75 1.75 0% (2360-17420) Water Quality 11 11 11 11 0% (2400-17210) Customer Service - Field 15 15 15 14 -7% (2400-17240) Central System Control 7 7 7 7 0% (2400-17250) Pyramid Peak WTP 9 9 9 9 0% (2400-17260) Cholla Treatment Plant 7 7 7 7 0% (2400-17280) Central System Maintenance 17 17 17 16 -6% (2400-17290) Water Distribution 26 26 26 26 0% (2400-17300) Meter Maintenance 8 8 8 8 0% (2400-17310) Oasis Surface WTP 10 10 10 11 10% (2400-17410) Water Conservation 2 3 3 3 0% (2420-17610) Pretreatment Program 6 5 5 5 0% (2420-17630) Wastewater Collection 17 17 17 17 0% (2360-17180) Materials Control Warehouse (2420-17699) Storm Water Total -Water Services 4 4 4 5 25% 203.75 203.75 203.75 203.75 0% ____________________________________________________________________________________ 214 Fiscal Year 2016-2017 Annual Budget Book Capital Improvement Plan Capital Improvement Plan ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Table of Contents ____________________________________________________________________________________ Page Capital Improvements Plan Table of Content 215 Capital Improvements Plan Preparation 217 Summary by Funding Type 227 Fund Summaries Bond Construction Funds Street/Parking 1980 – Street/Parking Bonds 228 Open Space & Trails 2140 – Open Space/Trails Construction 230 Parks 2060 – Parks Construction 234 Library 2160 – Library Construction 241 Public Safety 2040 – Public Safety Construction 242 Cultural Facilities/Historical Preservation 2130 – Cultural Facility Construction 246 Economic Development 2100 – Economic Development Construction 247 Flood Control 2180 – Flood Control Construction 248 Development Impact Fee Funds Roadway Improvements 1601+ – DIF – Roadway Improvements 251 Open Space 1520+ – DIF – Citywide Open Space 253 Parks & Recreation 1460+ – DIF – Citywide Parks 1480+ – DIF – Citywide Rec Facility 1540+ – DIF – Park Dev Zone 1 1560+ – DIF – Park Dev Zone 2 1580+ – DIF – Park Dev Zone 3 255 256 260 262 263 ____________________________________________________________________________________ 215 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Table of Contents ____________________________________________________________________________________ Page Library 1380+ – DIF – Library Buildings 1500+ – DIF – Libraries 264 265 Public Safety 1440+ – DIF-Police Dept Facilities 1420+ – DIF-Fire Protection Facilities 267 268 Enterprise and other Funds Water & Sewer 2360 – Water & Sewer 2400 – Water 2420 – Sewer 269 272 282 Transportation 2210 – Transportation Construction 2000 – HURF/Street Bonds 1650 – Transportation Grants 288 297 299 Sanitation 2480 – Sanitation 302 Landfill 2440 – Landfill 305 Airport Capital Grants 2120 – Airport Capital Grants 312 Other Capital Project Funds 2070 – General Government 2150 – Technology Infrastructure 1220 – Arts Commission 315 325 327 ____________________________________________________________________________________ 216 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________ What are Capital Improvements? The Capital Improvement Plan (CIP) is a ten-year roadmap for creating, maintaining and paying for Glendale’s present and future infrastructure needs. The CIP outlines project costs, funding sources and estimated future operating costs associated with each capital improvement. 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. Capital improvement projects are non-routine capital expenditures that generally cost more than $50,000 and result in the purchase of equipment, acquisition of land, design and construction of new assets, or the renovation, rehabilitation or expansion of existing capital assets. Capital projects usually have an expected useful life of at least five years. Capital improvements make up the bricks and mortar, or infrastructure that all cities must have in place to provide essential and quality of life services to current and future residents, businesses and visitors. They also are designed to prevent the deterioration of the city’s existing infrastructure, and respond to and anticipate the future growth of the city. A wide range of projects comprise capital improvements as illustrated by the examples below:     fire and police stations; libraries, court facilities and office buildings; parks, trails, open space, pools, recreation centers and other related facilities; water and wastewater treatment plants, transmission pipes, storage facilities, odor control facilities and pump stations;  roads, bridges, traffic signals and other traffic control devices including fiber optic infrastructure needed for the operation of intelligent transportation systems;  landscape beautification projects;  computer software and hardware systems other than personal computers and printers; ____________________________________________________________________________________ 217 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________  flood control drainage channels, storm drains and retention basins;  and major equipment purchases such as landfill compactors, street sweepers and sanitation trucks. Glendale, like many cities in the Phoenix metropolitan area, faces a special set of complex problems because much of the city is built out except for scattered areas requiring infill development and the far western edge of the city, which is not built out. These cities need to build new roads, add public amenities such as parks and expand public safety services to accommodate new residential and non-residential development. They also must simultaneously maintain, replace, rehabilitate and/or upgrade existing capital assets such as roads, parks, buildings and underground pipes for the water and sewer system. Paying for Capital Improvements In many respects, the city planning process for selecting, scheduling and financing capital improvements parallels the way an individual might plan for buying a new house or car. This process entails an assessment of many valid competing needs, a determination of priorities, an evaluation of operating costs as well as financing options for the capital costs, and an establishment of realistic completion timeframes. The analysis process involves many familiar questions.       Can I wait another year or two? Are there other alternatives such as remodeling, using public transit or carpooling? What other purchases 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? Will there be additional monthly costs associated with the purchase? If the purchase plan moves forward, a decision must 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. The city, just like most families, needs to find longer-term financing to cover certain costs for capital improvements. Repayment of the loan might require cutting other expenses like eating at restaurants or increasing income by taking a second part-time job. An unanticipated inheritance may speed up the timetable; a negative event, such as a flood or unanticipated medical expense, might delay the plan. Similarly, most large capital improvements cannot be financed solely from a single year’s revenue stream or by simply increasing income or decreasing expenses. ____________________________________________________________________________________ 218 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________ Guidelines and Policies Used in Developing the CIP City Council’s strategic goals and financial policies provide the broad parameters for development of the annual capital plan. For example, Council’s financial policies on Capital Asset and Debt Management state that the 10-year capital plan will address capital needs in the following order: A. Improve existing assets B. Replace existing assets C. Construct new assets These financial policies further state that projected life cycle costing will be evaluated for projects considered for funding in the near future. Life cycle costing is a method of calculating the total cost of a physical asset throughout its life. It is concerned with all costs of ownership and takes into account the costs incurred by an asset from its acquisition to its disposal, including design, installation, operating and maintenance costs. Additional considerations include the following:  Does a project qualify as a capital project, i.e., cost more than $50,000 and have an expected useful life of at least five years?  Does a project satisfactorily address all federal, state and city legal and financial requirements?  Does a project support the city's favorable investment ratings and financial integrity?  Does a project support the city’s goal of ensuring all geographic areas of the city have comparable quality in the types of services that are defined in the Public Facilities section of the General Plan?  Does a project prevent the deterioration of the city’s existing infrastructure?  Does a project respond to and, if possible, anticipate future growth in the city?  Does a project encourage and sustain quality economic development?  Can a project be financed through growth in the tax base or development fees, when possible, if constructed in response to residential or commercial development?  Is a project responsive to the needs of residents and businesses within the constraints of reasonable taxes and fees?  Does a project leverage funds provided by other units of government (e.g., Maricopa County Flood Control District, Arizona Department of Transportation, etc.) where appropriate? Master plans also help determine which projects should be included in the CIP and the timeframes in which the projects should be completed. For example, the Parks and Recreation Master Plan’s guidelines for neighborhood parks include 3.3 acres of park land per 1,000 residents. When population growth causes an area to exceed this threshold, that neighborhood will rise on the capital plan’s priority list for park development. The Water and Sewer Master Plan, Parks Master Plan, Storm Water Master Plan, GO Transportation Plan and five-year plans ____________________________________________________________________________________ 219 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________ for landfill and solid waste collection services also provide valuable guidance in the preparation of the CIP. Economic forecasts also are a critical source of information and guidance throughout the capital planning process. The forecasts assess external factors such as whether the local economy is growing or contracting, population growth, inflation for construction materials, the value of land, and other variables that may affect the city’s ability to finance needed services and capital projects. Glendale’s Annual CIP Development Process In conjunction with the annual budgeting process, the Finance and Technology Department manages the citywide process of revising and updating the city’s capital plan. City staff members from all departments participate in an extensive review of projects in the existing plan and the identification of new projects for inclusion in the CIP. The City Council’s commitment to the needs and desires of Glendale’s citizens is a critical factor considered during the capital planning process, as well as compliance with legal limits and financial resources. Once projects are selected for inclusion in the capital plan, decisions must be made about which projects should be recommended for inclusion in the first five years of the plan. Determining how and when to schedule projects is a complicated process. It must take into account City Council’s strategic goals as well as 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 financial projections used to develop the CIP are based on staff’s best prediction of future real estate values, construction costs, interest rates, and other relevant variables. These financial projections are jointly developed by the Finance and Technology Department and Public Works Department in conjunction with the Assistant City Manager. They are updated annually to reflect changes in the economic environment. Although only the first year of the plan is appropriated, the first five years of the plan are financially balanced. This means the first five years of the plan     Comply with the state’s constitutional debt limits; Comply with the available voter authorization required for municipal bonds; Balance the use of incoming revenue streams with the use of fund balance, while maintaining a fund balance in compliance with bond covenants and policies regarding debt management and; Identify the source of revenue to finance various projects. Financial and legal constraints make it impossible for the city to fund every project on its priority list. For example, it is not possible for the city to fund concurrently several large-scale projects that have significant operating budget impacts. Also, revenues used to pay the debt service are not limitless. Therefore, implementation timetables are established to stagger ____________________________________________________________________________________ 220 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________ projects over time based on Council’s strategic goals and the estimated financial resources expected for the future. A critical element of financing capital projects is the ability to manage within available resources, including the overall debt incurred for past projects and any new debt for future projects. Limited staff resources to undertake new capital projects also must be considered. Capital projects often require significant time to manage effectively, and project managers in the departments typically manage several capital projects concurrently. The city also must coordinate the timing of many of its capital projects with federal, state, county and municipal governments and outside entities. For example, street improvements are coordinated with utility companies, when possible, to minimize the amount of new street surface that must be cut to lay new or replacement utility and fiber optic lines. Also, flood control capital improvements are coordinated with the Maricopa County Flood Control District to maximize matching funds that the district makes available for eligible projects. The availability of unanticipated financing, such as federal or state transportation grants may cause the city to accelerate a particular project. In addition, a scheduled project may be delayed in order to take advantage of an unusual one-time opportunity such as the receipt of non-governmental grant monies. The City Council reviews the recommended CIP during the spring budget workshops. Council also considers citizen requests and considers the recommendations of staff before making the final decision about which projects should be included in which years of the CIP. Citizen Involvement in the CIP Process The CIP is an important financial, planning and public communication tool. 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 who serve on many different city boards and commissions, as well from individual citizens through the public hearing and comment process. City boards and commissions are comprised of residents and business owners and their meetings are open to the public. A few examples include the Parks and Recreation Advisory Committee, the Library Advisory Board, the Citizen Task Force on Water and Sewer and AD-Hoc Citizens Bond Election Committees. The public also can provide comments to the Mayor and Council through public meetings of the Council, Council District meetings and through other interactions with them. It is through these public input venues that residents and businesses have alerted Council and staff about infrastructure development and renovation needs, important quality-of-life enhancements, and environmental and historic preservation issues that should be addressed in the capital plan. ____________________________________________________________________________________ 221 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________ Types of CIP Projects and Funding Sources The ten-year CIP is developed with identified funding sources for each CIP project. For example, a street project might be funded through one or more of the following financing sources: Highway User Revenue Fund (HURF) bonds, general obligation (G.O.) bonds, federal or state grants, development impact fees (DIFs), Glendale’s dedicated transportation sales tax or Glendale’s general fund excise taxes. In many cases, a large or multi-year project will be financed using a mix of these funding sources. General Obligation (G.O.) Bond Funded Projects G.O. bonds are direct and general obligations of the city. Glendale uses G.O. bonds to fund most large-scale capital improvements except water, sewer, sanitation, landfill, many transportation-related projects and professional sports-related facilities such as the Gila River Arena, home of the National Hockey League’s Arizona Coyotes, and Camelback Ranch, spring training home of the Chicago White Sox and the Los Angeles Dodgers. G.O. bonds are backed by "the full faith and credit" of the city. Arizona State law mandates the separation of city property taxes into two components, the primary tax levy and the secondary tax levy. A municipality’s secondary property tax revenue can be used only to pay the principal, interest and redemption charges on bonded indebtedness or other lawful long-term obligations that are issued or incurred for a specific capital purpose. In contrast, primary property tax revenue may be used for any lawful purpose. There are two separate categories of G.O. bond funded projects. These categories correspond to the 6% and 20% Arizona State Constitutional limits for G.O. bonded indebtedness. Funds that have been established for the 6% category include the Economic Development, Cultural Facility, Government Facilities and Library Bond Funds. Active funds for the 20% category include the Flood Control, Open Space & Trails, Parks, Public Safety and Street/Parking Bond Funds. Water and sewer bonds are also included in the 20% category. Secondary property tax revenue can be used to pay water/sewer debt, but it is preferable for water/sewer capital debt service to be paid with water and sewer revenue. Development Impact Fee Funded Projects Impact fees are one-time charges to developers that are used to offset a city’s capital costs resulting from new development. Developers pay Development Impact Fees (DIF) when they construct new residential and commercial developments. These fees are designed to cover a city’s increased costs for providing new or expanded infrastructure in the following categories: roadway improvements, parks, libraries, police, fire, and water/sewer. Planning and zoning information, such as anticipated population growth and expected density of residential and commercial development, is the foundation for impact fee revenue estimates. Given this information, the city then estimates the amount of impact fee revenue available to pay for growth-related capital projects. ____________________________________________________________________________________ 222 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________ In a growing economic condition, a number of DIF funded projects would more likely be included in the capital plan to supplement the growth related portion of projects funded with other resources such as G.O. bonds. However with the drastic decline in property values and the imperativeness to pay existing G.O. debt service with secondary property tax revenue, most capital projects requiring a new issuance of G.O. bonds were deferred or moved to the last five years of the plan. DIF revenue alone rarely is sufficient to fund 100% of the cost of growthrelated projects. Therefore, given these circumstances, the current capital plan reflects very little spending of impact fees. Enterprise and Other Projects Water and Sewer Revenue Funded Projects: Water/Sewer capital projects can be funded with a number of options including, G.O. bonds, revenue bonds, revenue obligations or cash financing. Bonds or obligations are typically used to fund larger water/sewer projects. The principal and interest for bonds and obligations will be paid from future water/sewer user fee revenue. Smaller water/sewer projects are typically cash financed. Three separate funds have been established for water/sewer projects: one fund is for water capital projects, another fund addresses sewer projects and a third fund covers capital projects that represent a mix of water and sewer projects (e.g., water reclamation projects). Landfill Revenue Funded Projects: Landfill user fee revenues fund environmental improvements required by federal and state law as well as improvements related to constructing, extending, improving and repairing the Glendale Municipal Landfill. Materials Recovery Facility (MRF) projects and landfill equipment also are included in the landfill capital fund. Users of the Glendale Municipal Landfill include private haulers, other cities that are under contract with the city’s landfill and the city’s residential and commercial solid waste operations. Solid Waste Revenue Funded Projects: Unlike Water/Sewer and Landfill, the capital plan for Sanitation is not usually funded with revenue bonds. Instead sanitation projects are funded with user revenues and cash balances. However, inter-funds loans and capital leases have been used as a funding option in the past. ____________________________________________________________________________________ 223 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________ Transportation Sales Tax Funded Projects: On November 6, 2001, Glendale held a special election where voters passed a new half-cent sales tax to fund the transportation plan. The transportation plan was created to improve service for all modes of transportation including public transit, motorized vehicle, bicycle, pedestrian and aviation. Of the 13,019 ballots cast for this proposition, 64% were in favor and 36% were in opposition. By their votes, Glendale residents indicated that having transportation choices and being connected to regional activities and employment centers were important to maintaining Glendale’s high quality of life. Everyone who shops in Glendale pays the half-cent sales tax that became effective January 1, 2002. The revenues are dedicated to funding the implementation of the Glendale Onboard! (GO Transportation Plan). The sales tax has no termination date. The transportation capital and operating budgets are balanced yearly. Transportation projects can either be funded with Transportation Revenue Obligations or cash financed. The principal and interest on revenue obligations will be covered with future transportation sales tax revenue. Street (HURF) Revenue Funded Projects: The State of Arizona shares with cities a portion of the revenues it collects from highway user fees. This revenue is tracked in the Streets Fund (Fund 1340) and is known as HURF revenue. The Arizona State Constitution restricts the use of HURF revenue to street and highway purposes such as right-of-way acquisition, construction, reconstruction, maintenance, repair and the payment of the interest and principal on HURF bonds. HURF often is called the gas tax even though there are several other transportation-related fees, including a portion of the vehicle license tax, that comprise this revenue source. Much of this revenue source is based on the volume of fuel sold rather than the price of fuel. In the past, the Arizona Legislature has altered (1) the type and/or rate of taxes, fees and charges to be deposited into the Arizona Highway Revenue Fund and (2) the allocation of such monies among the Arizona Department of Transportation, Arizona cities and counties and other purposes. The Arizona Legislature reduced the amount of funds allocated to cities in FY 2009 through FY 2012. Future legislative alterations to HURF revenue sources and/or the HURF distribution formula may occur. Municipal Property Corporation Bond Funded Projects: 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 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 the bonds, a city will typically pledge unrestricted excise taxes. Unrestricted excise taxes are generally all excise, transaction privilege, franchise and income taxes within the city’s General Fund. This means MPC debt service is paid with General Fund operating dollars. ____________________________________________________________________________________ 224 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________ The city has formed and entered into agreements to sell MPC bonds to fund several construction projects, including the following:      Glendale Municipal Office Complex (debt is retired), Gila River Arena, Glendale Media Center and Expo Hall, Convention Center and Parking Garage adjacent to the Westgate development in west Glendale, a portion of the Glendale Regional Public Safety Training Facility and infrastructure for the Zanjero development, and the Camelback Ranch development [as explained below]. Public Facilities Corporation Funded Bonds: Similar to an MPC, a public facilities corporation (PFC) a non-profit organization that is formed under Arizona State law to secure funding for capital projects. A PFC is also governed by a Council appointed Board of Directors responsible for authorizing debt. The PFC’s sole purpose is to finance and construct public facilities for the city. While the PFC is a legally separate entity from the city, the city is responsible for the debt associated with the PFC bonds. The special debt obligations are back by the city’s unrestricted excise taxes. Grant Funded Projects: 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. The existing Arizona Heritage Fund grants for parks and historic preservation capital projects are an example 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 are considered entitlement grants and typically must benefit low-moderate income residents. 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 5% to 75%. Federal Transportation Administration grants for public transit improvements and Federal Aviation Administration grants for airport projects are examples of capital improvement grants for which local matching requirements will come from the city’s operating budget and/or the city’s transportation sales tax. 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 General Fund department operating budgets, G.O. bonds or development impact fees. There is always a possibility that some of the grant-funded projects will be delayed or not completed if government grants fail to materialize. CIP projects adversely affected by changes ____________________________________________________________________________________ 225 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 CIP Preparation ____________________________________________________________________________________ in the availability of grants may be postponed until the needed grant funds are acquired, the project is modified to reduce costs, or the project is funded using alternative means. Operating Budget - Pay-As-You-Go (PAYGO) Projects: Some capital improvements are paid for on a cash basis in order to avoid the interest costs incurred with other financing mechanisms and are included in the operating budget on a pay-as-you-go basis. The city’s operating budget also provides for the maintenance of capital assets and expenses associated with the depreciation of city facilities and equipment. Lease Financing Projects: Lease financing provides long-term financing for the purchase of equipment or other capital improvements and does not affect the city’s G.O. bond capacity or require voter approval. In a lease transaction, the asset being financed can include new capital needs, assets under existing lease agreements or, in some cases, equipment purchased in the past for which the government or municipal unit would prefer to be reimbursed and paid over time. Title to the asset is transferred to the city at the end of the lease term. Local Improvement District Bond Projects: 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. Impact of the CIP on the Operating Budget Glendale’s operating budget is directly affected by the CIP. Almost every new capital improvement entails additional ongoing expenses for routine operation, repair and maintenance upon completion that must be incorporated into the operating budget. Many new capital facilities require the addition of new positions. Existing city facilities and equipment that were once considered state-of-the-art will require rehabilitation, renovation or upgrades to accommodate new uses and/or address safety and structural improvements. Older facilities usually involve higher maintenance and repair costs as well. PAYGO capital projects, grantmatching funds and lease/purchase capital expenses also come directly from the operating budget. Operating costs are carefully considered in deciding which projects move forward in the CIP because it is not possible for the city to fund concurrently several large-scale projects that have significant operating budget impacts. Therefore, implementation timetables are established that stagger projects over time. Many improvements make a positive contribution to the fiscal wellbeing of the city. Capital projects such as redevelopment of under-performing or under-used areas of the city, and the infrastructure expansion needed to support new development, promote the economic development and growth that can lead to the generation of additional operating revenues. These new revenue sources provide the funding needed to maintain, improve and expand the city’s infrastructure. ____________________________________________________________________________________ 226 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Summary by Funding Type ____________________________________________________________________________________ Fund # - Name Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 0 7,212,940 5,224,400 5,224,400 5,224,400 5,224,400 5,224,400 0 0 50,000 15,056 0 176,795 7,259,516 0 50,000 0 0 0 0 80,052,683 0 0 0 0 0 0 11,590,260 1,202,685 2,351,250 2,351,250 0 0 61,217,361 0 100,000 100,000 84,550 0 0 0 0 10,545,000 0 0 0 0 0 1,486,986 726,128 0 0 0 0 22,697,923 $1,486,986 $19,836,753 $7,725,650 $7,675,256 $5,224,400 $5,401,195 $188,042,143 0 725,030 1,047,023 34,553 0 0 34,553 1520 - Citywide Open Space 1461 - Citywide Parks 0 318,460 0 34,944 150,000 0 0 0 0 226,536 0 0 0 0 1481 - Citywide Rec Facility 0 1,072,000 0 126,983 0 0 3,469 1541 - Park Dev Zone 1 1561 - Park Dev Zone 2 0 0 350,621 3,469 0 0 3,469 0 0 165,438 3,469 0 0 3,469 1581 - Park Dev Zone 3 0 0 0 3,469 0 0 3,469 1380 - Library Buildings 1501 - Libraries 0 0 1,755,029 0 0 0 0 0 638,614 1,356,549 152,592 0 0 17,563 1441 - Police Dept Facilities 0 1,148,565 0 0 0 0 0 1421 - Fire Protection Facilities 1620 - General Government 0 0 0 15,654 0 0 15,654 0 0 0 0 0 0 0 $3,902,669 $4,901,196 $375,133 $150,000 $0 $81,646 BOND CONSTRUCTION FUNDS 1980 - Street/Parking Bonds 2140 - Open Space/Trails 2060 - Parks 2160 - Library 2040 - Public Safety 0 2130 - Cultural Facility 2100 - Economic Development 2180 - Flood Control Sub-Total DIF FUNDS 1601 - Roadway Improvements Sub-Total ENTERPRISE/OTHER FUNDS 2360 - Water & Sewer 2400 - Water 2420 - Sewer 2210 - Transportation Construction FYs 22-26 7,922,648 32,940,000 7,530,000 8,600,000 0 0 1,000,000 10,240,800 28,482,000 68,088,580 7,200,000 7,000,000 6,350,000 87,573,225 3,734,246 8,573,000 3,460,000 9,978,000 3,550,000 12,200,000 24,700,000 6,815,149 6,941,866 6,150,935 5,918,732 3,526,082 3,536,162 164,753,802 2000 - HURF/Street Bonds 13,788,329 7,250,245 6,134,245 3,500,000 3,500,000 3,300,000 23,392,735 1650 - Transportation Grants 2480 - Sanitation 14,993,008 150,000 0 0 0 0 0 2,188,497 793,764 1,856,124 2,136,919 2,072,817 1,516,464 10,013,553 2440 - Landfill 6,061,410 1,966,898 6,242,616 9,699,058 6,831,097 2,234,598 4,567,138 2120 - Airport Capital Grants 1000 - General Fund 1,004,751 4,750,410 1,043,665 2,856,347 1,862,119 286,590 0 0 0 0 0 0 0 0 2070 - General Gov Cap 3,425,448 6,455,053 4,485,037 1,836,752 2,923,574 2,336,752 31,668,844 2150 - Technology Infrastructure 1220 - Arts Commission Sub-Total Grand Total Total FY 2017 Funding 0 0 0 0 0 0 4,845,000 483,849 200,000 200,000 200,000 142,943 0 0 $98,503,236 $105,191,202 $51,925,808 $31,408,632 $31,760,566 $352,514,297 $72,145,121 $122,242,658 $117,818,048 $194,387,779 $59,976,197 $36,783,032 $37,161,761 $540,638,086 $70,658,135 ____________________________________________________________________________________ 227 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1980-Street/Parking Bonds FY 2017: Capital Project Expenses Carryover Category: 20% FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 68103 Street Scallop 0 617,607 0 0 0 0 0 0 0 502,833 1,120,440 0 0 0 0 0 0 0 0 0 0 0 0 0 6,092,500 0 6,092,500 0 5,224,400 5,224,400 0 5,224,400 5,224,400 0 5,224,400 5,224,400 0 5,224,400 5,224,400 0 5,224,400 5,224,400 $0 $7,212,940 $5,224,400 $5,224,400 $5,224,400 $5,224,400 $5,224,400 Replacement of Existing Assets 68122 Capital Bridge Repair Program Sub-Total - Existing Assets New Assets 0 68124 *Parking Lot P1-91st & Maryland 68125 *Street Reconstruction Program Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $7,212,940 PROJECT DETAIL: 1980-Street/Parking Bonds Category: 20% Project: 68103 - Street Scallop (I) Project Description: Capital Costs General Obligation Bonds Funding Source: The Scallop Street Program is used to complete street improvements to reduce traffic accidents, enhance traffic flow, provide safety to adjacent pedestrian traffic and to mitigate property flooding. Projects are selected based on need and available funding from a scallop street inventory maintained by the Engineering Department. Improvements may include pavement widening, curb and gutter, sidewalk, and ADA enhancements. Carryover FY 2017 FY 2018 FYs 22-26 Construction $0 $516,917 $0 $0 Finance Charges $0 $9,700 $0 $0 Engineering Charges $0 $39,990 $0 $0 $0 $0 $0 Arts $0 $9,000 $0 $0 $0 $0 $0 Operating Description: $0 FY 2021 $30,000 TOTAL $0 FY 2020 $0 Contingency $0 FY 2019 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,000 $0 $0 $0 $0 $0 $0 $617,607 $0 $0 $0 $0 $0 O and M costs are not expected for this project. ____________________________________________________________________________________ 228 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1980-Street/Parking Bonds Category: 20% Project: 68122 - Capital Bridge Repair Program (R) Project Description: Capital Costs General Obligation Bonds Funding Source: This program is needed to maintain city bridges to meet Federal Highway Administration (FHWA) standards. There are 43 bridges that are inspected by Arizona Department of Transportation (ADOT) semi-annually. Under the National Bridge Inspection Program, administered by ADOT, the city is required to maintain its bridges to a satisfactory standard. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $30,000 $0 $0 $0 $0 $0 Construction $0 $450,000 $0 $0 $0 $0 $0 Finance Charges $0 $4,000 $0 $0 $0 $0 $0 Engineering Charges $0 $14,333 $0 $0 $0 $0 $0 Arts $0 $4,500 $0 $0 $0 $0 $0 $0 $502,833 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is required. Project: 68124* - Parking Lot P1-91st & Maryland (N) Project Description: Capital Costs General Obligation Bonds Funding Source: Design and construction for a surface parking lot located southwest of the intersection at Maryland Avenue and 91st Ave. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $6,000,000 $0 $0 $0 $0 $0 Engineering Charges $0 $92,500 $0 $0 $0 $0 $0 $0 $6,092,500 $0 $0 $0 $0 $0 TOTAL Operating Description: Electricity for 400 lights, pavement maintenance and striping every 5 years, landscaping and irrigation. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Supplies/Contr $0 $0 $0 $7,700 $7,700 $92,400 Utilities $0 $0 $0 $39,000 $39,000 $195,000 Project: 68125* - Street Reconstruction Program (N) Project Description: Capital Costs Funding Source: General Obligation Bonds Project provides for reconstruction of arterial and collector streets as identified in the Pavement Management Plan. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $5,000,000 $5,000,000 $5,000,000 $5,000,000 $5,000,000 Finance Charges $0 $0 $50,000 $50,000 $50,000 $50,000 $50,000 Engineering Charges $0 $0 $24,400 $24,400 $24,400 $24,400 $24,400 Arts $0 $0 $50,000 $50,000 $50,000 $50,000 $50,000 Miscellaneous/Other $0 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $0 $5,224,400 $5,224,400 $5,224,400 $5,224,400 $5,224,400 TOTAL Operating Description: ____________________________________________________________________________________ 229 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2140-Open Space/Trails Construction FY 2017: Capital Project Expenses Carryover Category: 20% FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 70000 Thunderbird Paseo Park Develop 70006 *T-bird Park Master Plan 2140 70007 *Open Space/Trails Master Plan 70008 *Thunderbird Park Imprvmnt 2140 T1630 TCP Trail Improvements Sub-Total - Existing Assets 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50,000 0 0 50,000 0 15,056 0 0 0 15,056 0 0 0 0 0 0 0 0 0 176,795 0 176,795 1,998,675 0 0 0 2,639,898 4,638,573 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,020,000 1,600,943 2,620,943 $0 $0 $50,000 $15,056 $0 $176,795 $7,259,516 New Assets 0 70003 City-Wide Trails System 70005 West Valley Multi-Modal Corrid Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $0 PROJECT DETAIL: 2140-Open Space/Trails Construction Project: 70000 - Thunderbird Paseo Park Develop (I) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: This project is for park improvements and renovations to maintain the 55 acre Thunderbird Paseo Linear Park. This includes tree replacement and additions, enhance landscaping with drought tolerant plant material; signage replacement; removal of asphalt surface; addition of concrete surface where asphalt existed; pedestrian/equestrian bridges; replacement of equipment located in the linear park; and address all mandated accessibility issues. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $423,475 Construction $0 $0 $0 $0 $0 $0 $1,209,928 Finance Charges $0 $0 $0 $0 $0 $0 $39,973 Engineering Charges $0 $0 $0 $0 $0 $0 $44,919 Arts $0 $0 $0 $0 $0 $0 $12,099 Equipment $0 $0 $0 $0 $0 $0 $90,217 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $178,064 $0 $0 $0 $0 $0 $0 $1,998,675 O and M expenses would vary based upon the specific type of future landscape improvements that are implemented. Supplies and contracts calculated at $601 per acre X 50 acres (estimate value) plus inflation. A landscape water rate is calculated at $0.22 per sq ft for 435,600 sq ft. All calculations are for 31 months of operation. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Supplies/Contr $0 $0 $0 $0 $0 $96,174 Landscape $0 $0 $0 $0 $0 $315,188 ____________________________________________________________________________________ 230 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2140-Open Space/Trails Construction Project: 70006* - T-bird Park Master Plan 2140 (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Category: 20% General Obligation Bonds Funding Source: This project will update and revise the existing Thunderbird Conservation Park master plan. This is partial funding of this request, the balance is being requested in Fund 1520 DIF - Citywide Open Spaces in the amount of $34,944. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $15,056 $0 $0 $0 $0 $0 $0 $15,056 $0 $0 $0 Operating Description: Project: 70007* - Open Space/Trails Master Plan (I) Project Description: Capital Costs Miscellaneous/Other TOTAL General Obligation Bonds Funding Source: This project request is to revised and update the existing Open Space and Trails Master Plan completed in 2005. Since the approval of the current master plan, the development and use of trails and open space has increased and staff continue to receive requests for additional/expanded amenities. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 Operating Description: Project: 70008* - Thunderbird Park Imprvmnt 2140 (I) Project Description: Capital Costs General Obligation Bonds This project will include construction/renovation of Thunderbird Conservation Park trails, restrooms, ramadas, shade structures and amenities as defined in the master plan update. Carryover Construction $0 Engineering Charges Arts Contingency TOTAL Funding Source: FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $154,000 $0 $0 $0 $0 $0 $0 $12,000 $0 $0 $0 $0 $0 $0 $1,540 $0 $0 $0 $0 $0 $0 $9,255 $0 $0 $0 $0 $0 $0 $176,795 $0 Operating Description: ____________________________________________________________________________________ 231 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2140-Open Space/Trails Construction Project: T1630 - TCP Trail Improvements (I) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: Based on the Thunderbird Conservation Park Master Plan recommendations, items to be addressed include ongoing repair and improvements of the 18 miles of natural surfaced trails. This would include ongoing replacement of trail signage and markers; enhance trail nodes and the trail heads along the trail system; removal of safety concerns and obstacles; rebuild trail washouts and mitigate washout areas; survey terrain for possible trail realignments; enhance scenic areas; removal of invasive plant species on the trails; widen trail system to accommodate multi-use designation; install trail interpretive signage; and re-vegetation of areas that have been impacted by rogue use. Project formally referred to as Thunderbird Park Improvements. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $196,086 Construction $0 $0 $0 $0 $0 $0 $1,960,869 Finance Charges $0 $0 $0 $0 $0 $0 $58,204 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $19,609 Equipment $0 $0 $0 $0 $0 $0 $56,000 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $294,130 $0 $0 $0 $0 $0 $0 $2,639,898 Supplies are based on 33 acres of improvements x $601. Improvements will require a Service Worker II at $53,310 with benefits, a Park Ranger with benefits at $51,087, contracted labor assistance at $25,000 per year, building maintenance at $1.62 X 3,000 sq ft = $4,860 annually; insurance is for 2 new employees at $828 per person. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 Staffing $0 $0 $0 $0 Supplies/Contr Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 Insurance $0 $0 $0 $0 Landscape $0 $0 $0 $0 FY 2021 $0 $0 FYs 22-26 $458,320 $0 $70,248 $17,214 $0 $0 $11,097 $5,865 ____________________________________________________________________________________ 232 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2140-Open Space/Trails Construction Project: 70003 - City-Wide Trails System (N) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: This project will implement recommendations for open space acquisition, trailhead land purchases, construction of pedestrian, bicycle, and equestrian paths and trails, and connectivity between areas of interest citywide that accommodates future growth and user demands. This may include improvement or enhancements to trails along the Grand Canal Linear Park, Thunderbird Paseo, Skunk Creek Linear Park and the Bridle Path. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $20,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $1,020,000 TOTAL Operating Description: Specific scope will determine the additional O and M costs which could include supplies and contracts for $601 x 50 acres, Service Worker II w/ benefits, building maintenance is for additional lighting (260 poles X $153 per pole), insurance is for a new staff member at $828 a year, and landscape is based on 50 acres of newly developed trails at $.22 per square foot. Other operating calculations have been based upon 50 acres. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2017 Staffing Supplies/Contr FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $141,909 $83,451 Bldg. Maint. $0 $0 $0 $0 $0 $110,472 Insurance PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,299 $8,170 Landscape $0 $0 $0 $0 $0 $206,038 Project: 70005 - West Valley Multi-Modal Corrid (N) Project Description: Capital Costs General Obligation Bonds Funding Source: This is to construct a multimodal trail system along the Agua Fria River Corridor as per the Maricopa Association of Governments West Valley Rivers Trails Plan. The trail system will link with other trails in and around the City of Glendale connecting parks and other recreation facilities, and serve new and existing residents. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $270,277 Construction $0 $0 $0 $0 $0 $0 $1,110,057 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $11,101 Contingency $0 $0 $0 $0 $0 $0 $166,508 $0 $0 $0 $0 $0 $0 $1,600,943 TOTAL Operating Description: Supplies and contracts include $601x 10 acres. Building maintenance costs include 34 low-level security lights for rest nodes and trail at $75 per light and $13 per lamp for bulb replacement. Landscape includes maintenance of approximately 435,600 sq ft x $.0927per sq ft, water at $.22 per sq ft x 435,600 sq ft, and ramada cleaning/maintenance at $4,000 per ramada x three ramadas. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Supplies/Contr Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,010 $14,992 Landscape $0 $0 $0 $0 $0 $95,832 ____________________________________________________________________________________ 233 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2060-Parks Construction FY 2017: Capital Project Expenses Carryover Category: 20% FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 70510 Park Enhancements 70515 T-Bird Park Improvements 70540 Grounds & Facilities Imprvmnts 70546 *Sahuaro Ranch Park Master Plan T1715 Play Structure Improvements 0 0 0 0 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10,921,641 2,902,993 3,914,523 0 2,874,890 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50,000 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 27,417,240 9,906,161 4,723,297 7,045,478 1,224,490 7,232,945 1,889,025 80,052,683 $0 $50,000 $0 $0 $0 Replacement of Existing Assets 70500 Parks Redevelopment 70512 Facilities Renovation 70526 Multiuse Sports Field Lighting 70535 Paseo Racquet Center Park 70541 Parks Capital Equipment T1712 Aquatic Facility Renovation T1713 Foothills Center Renovation Sub-Total - Existing Assets Total Project Expenses: Total FY 2017 Funding: $0 $80,052,683 $50,000 PROJECT DETAIL: 2060-Parks Construction Category: 20% ____________________________________________________________________________________ 234 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70510 - Park Enhancements (I) Project Description: Capital Costs General Obligation Bonds Funding Source: Ongoing park enhancements are vital in the city's effort to improve and enhance park functionality and appeal. Staff continually assesses park amenities and infrastructure, and strive to meet the demands park users place on park land and facilities. Park enhancements focus on a variety of elements and amenities within the existing park setting, and can be urgent in nature or planned. Typical park enhancements include new sport courts; additional low-level security lighting; picnic areas; picnic benches; Americans with Disabilities Act (ADA) issues; shade structures, landscape, and other amenities added to existing park sites. Ongoing enhancements typically address service gaps in the level of service requirements outlined in the Parks and Recreation Master Plan and federal, state, and local mandates. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $926,587 Construction $0 $0 $0 $0 $0 $0 $8,547,040 Finance Charges $0 $0 $0 $0 $0 $0 $174,429 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $85,470 Equipment $0 $0 $0 $0 $0 $0 $250,000 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $845,615 $0 $0 $0 $0 $0 $0 $10,921,641 In most cases, park enhancements will have little or no impact on the O and M. In fact, in many cases the enhancements allow for a more efficient operation of infrastructure and amenities. O and M will be impacted when additional amenities are introduced to the park, such as ramadas, additional low-level lighting, etc. Supplies/contracts include $601 x 4 acre. Building Maintenance includes an average of 10 additional low level security lighting x $150 for electricity, and $21 per lamp for replacement. Landscape maintenance $.22 x 43,560 sq ft. A supplemental will be submitted. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Supplies/Contr $0 $0 $0 $0 $0 $147,960 Bldg. Maint. $0 $0 $0 $0 Landscape $0 $0 $0 $0 $0 $0 $584,820 $105,250 ____________________________________________________________________________________ 235 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70515 - T-Bird Park Improvements (I) Project Description: Capital Costs General Obligation Bonds Funding Source: This project will continue the implementation of the Thunderbird Conservation Park Master Plan recommendations and improvements including the removal of invasive plant species and re-vegetation, signage upgrades, repairs or replacements to existing ramadas, picnic tables, grills, restrooms and other infrastructure. It will also address the continuation of re-vegetation, as well as the installation of new park elements, such as ramadas and parking lot improvements. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $646,739 Construction $0 $0 $0 $0 $0 $0 $1,847,826 Finance Charges $0 $0 $0 $0 $0 $0 $57,777 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $18,478 Contingency $0 $0 $0 $0 $0 $0 $277,173 $0 $0 $0 $0 $0 $0 $2,902,993 TOTAL Operating Description: Improvements have an O and M impact for two new 750 sq ft restrooms with associated utilities and supplies. Supplies are based on 33 acres of improvements x $601. Improvements will require a Service Worker II at $53,310 with benefits, a Park Ranger with benefits at $51,087, contracted labor assistance at $25,000 per year, utilities at $2.70 per sq ft X 3,000 sq ft = $8,100; building maintenance at $1.62 X 3,000 sq ft = $4,860 annually; equipment maintenance is for two added pole lights at $358 annually; insurance is for two new employees at $828 per person; ramada cleaning at $3,000 each at five new ramadas, building water at $0.195 sq ft or $49 per month. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 Staffing $0 $0 $0 $0 Supplies/Contr Utilities $0 $0 $0 $0 $0 $0 $0 $0 FY 2021 $0 $0 FYs 22-26 $485,932 $0 $69,578 $28,250 Bldg. Maint. $0 $0 $0 $0 $0 $29,912 Equip. Maint. Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,203 $28,259 Landscape $0 $0 $0 $0 $0 $21,431 Water $0 $0 $0 $0 $0 $1,930 Project: 70540 - Grounds & Facilities Imprvmnts (I) Project Description: Capital Costs General Obligation Bonds Funding Source: This project addresses renovations and golf course enhancements that may not otherwise be included or covered in the golf course management agreements. Issues to be addressed include golf course grounds and infrastructure at Glendale's Glen Lakes and Desert Mirage golf courses. Improvements will include modifying or enhancing greens, tees, fairways, cart paths, irrigation systems, lakes, driving ranges, parking lots, fence replacement, and pro-shops for both municipal golf courses. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $875,000 Construction $0 $0 $0 $0 $0 $0 $2,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $77,085 Engineering Charges $0 $0 $0 $0 $0 $0 $62,438 Arts $0 $0 $0 $0 $0 $0 $25,000 Contingency $0 $0 $0 $0 $0 $0 $375,000 $0 $0 $0 $0 $0 $0 $3,914,523 TOTAL Operating Description: No additional O and M is needed. ____________________________________________________________________________________ 236 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70546* - Sahuaro Ranch Park Master Plan (I) Project Description: Capital Costs Miscellaneous/Other TOTAL General Obligation Bonds Funding Source: This project will include developing a master plan for the 17 acre, historic area of Sahuaro Ranch Park which includes 13 original buildings, a rose garden, barnyard and historic orchards. The historic area has been a cultural asset that celebrates the city's historic beginnings. Listed on the National Registry of Historic Places and known as the “Showplace of the Valley,” the Sahuaro Ranch Historic Area offers activities, exhibits and guided tours—keeping the history of early settlement in the Valley alive. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $50,000 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 Operating Description: Project: T1715 - Play Structure Improvements (I) Project Description: General Obligation Bonds Funding Source: This project involves replacing all playground components and playground surfacing in city parks to be more compliant with changes to the Americans with Disabilities Act (ADA), U.S. Consumer Product Safety Commission (CPSC), the American Society for Testing and Materials (ASTM), and play units and components that have been removed due to vandalism or ongoing wear and tear. In 2011, all of these organizations made significant changes to the laws, guidelines, and standards as it relates to playground accessibility, use, and safety. Subsequent evaluations by staff who are certified as Playground Safety Inspectors (CPSI) resulted in a comprehensive annual audit of all playgrounds to identify all play structure, playground, and playground surface deficiencies. The annual audit identified multiple playgrounds requiring varying levels of update to meet the new ADA, CPSC, and/or the ASTM laws, guidelines, and/or regulations. External audits of the playgrounds confirmed CPSI findings Capital Costs Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $0 $0 $0 $0 $50,000 Finance Charges $0 $0 $0 $0 $0 $0 $56,390 Engineering Charges $0 $0 $0 $0 $0 $0 $8,000 Arts $0 $0 $0 $0 $0 $0 $500 Equipment $0 $0 $0 $0 $0 $0 $2,400,000 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $360,000 $0 $0 $0 $0 $0 $0 $2,874,890 No additional O and M is required. The new laws, guidelines, and standards would actually reduce O and M by reducing the staff time to conduct head and torso inspections, and tilling sand fall zones. ____________________________________________________________________________________ 237 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70500 - Parks Redevelopment (R) Project Description: Capital Costs General Obligation Bonds Funding Source: This project is designed as a proactive focus for revitalizing parks currently in the city's inventory that have shown signs of deteriorating infrastructure, amenities, and/or landscape. The purpose of the redevelopment process is to heighten or restore the overall functionality of the park for the users, while at the same time enhancing the operating efficiency. As in the past, staff identify strategies that are designed to revive a park’s existing strengths and develop new or enhanced functions of the park. Development strategies, service gaps, and needs are identified and addressed during the design and construction phase. Depending on the park category, location, size, and level of service, each requires a distinct level of funding to address an assortment of services or operational improvements. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $6,283,947 Construction $0 $0 $0 $0 $0 $0 $18,239,851 Finance Charges $0 $0 $0 $0 $0 $0 $548,341 Engineering Charges $0 $0 $0 $0 $0 $0 $122,000 Arts $0 $0 $0 $0 $0 $0 $182,399 Contingency $0 $0 $0 $0 $0 $0 $2,040,702 $0 $0 $0 $0 $0 $0 $27,417,240 TOTAL Operating Description: Supplies and contracts are based on 10 acres x $601 per acre. Building Maintenance includes an additional 30, lowlevel park lighting at $171 per pole. These parks are currently maintained, so staff doesn't project additional landscape maintenance costs. Water would include the addition of 40 drinking fountains at $88 each. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 Supplies/Contr $0 $0 $0 $0 Bldg. Maint. Water $0 $0 $0 $0 $0 $0 $0 $0 Project: 70512 - Facilities Renovation (R) Project Description: Capital Costs FY 2021 $0 $0 $0 FYs 22-26 $36,990 $31,574 $17,600 General Obligation Bonds Funding Source: The proposed renovations address planned and/or unexpected restoration improvements and infrastructure replacement at existing park and recreation buildings, centers, ball field complex sites, group ramada pavilions, restrooms, and tennis and golf complexes. Funds are used citywide to provide ongoing renovation to existing facilities. The specific facilities that receive assistance from this project are targeted through an ongoing assessment and feedback from citizens and staff. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $0 $0 $0 $0 $8,093,137 Finance Charges $0 $0 $0 $0 $0 $0 $198,123 Engineering Charges $0 $0 $0 $0 $0 $0 $120,000 Arts $0 $0 $0 $0 $0 $0 $80,931 Equipment $0 $0 $0 $0 $0 $0 $200,000 Contingency $0 $0 $0 $0 $0 $0 $1,213,970 $0 $0 $0 $0 $0 $0 $9,906,161 TOTAL Operating Description: New O and M expenses are not usually encountered with restoration activities. ____________________________________________________________________________________ 238 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70526 - Multiuse Sports Field Lighting (R) Project Description: Capital Costs General Obligation Bonds Funding Source: The Parks and Recreation has 25 lighted sports fields that are used for various youth and adult sports program and cultural events. Of the 25 lighted sports fields, 5 of the sports fields have athletic field lighting and lighting infrastructure that are over 15 years old. This project involves the renovation or replacement of existing sports lights that have illumination depreciation or no longer meet current illumination standards and those facilities where the lighting systems are currently depreciating and will require replacement. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $705,000 Construction $0 $0 $0 $0 $0 $0 $3,528,000 Finance Charges $0 $0 $0 $0 $0 $0 $94,466 Engineering Charges $0 $0 $0 $0 $0 $0 $78,311 Arts $0 $0 $0 $0 $0 $0 $35,280 Contingency $0 $0 $0 $0 $0 $0 $282,240 $0 $0 $0 $0 $0 $0 $4,723,297 TOTAL Operating Description: This project will not require additional O and M. The bid specifications would be performance based and would require the contractor to perform bulb replacements. The newer lighting technology would operate more efficiently, thus reducing electrical consumption and O and M. Project: 70535 - Paseo Racquet Center Park (R) Project Description: Capital Costs General Obligation Bonds Funding Source: The park project has two components: Paseo Sports Complex and Paseo Racquet Center, both of which are in this park. The Sports Complex work will include the replacement of the lighting system, outdoor sound system, all fencing, restroom and concessions building. At the Paseo Racquet Center, necessary repairs include court overlays, court resurfacing, lighting, fencing and building restoration and improvements. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $1,579,200 Construction $0 $0 $0 $0 $0 $0 $4,512,000 Finance Charges $0 $0 $0 $0 $0 $0 $139,858 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $45,120 Contingency $0 $0 $0 $0 $0 $0 $676,800 $0 $0 $0 $0 $0 $0 $7,045,478 TOTAL Operating Description: These capital improvements are to existing facilities and will likely decrease O and M expenses. Project: 70541 - Parks Capital Equipment (R) Project Description: Capital Costs General Obligation Bonds Funding Source: The Parks Department has 10 pieces of equipment currently in the fleet that are 10 years or older, and 18 pieces of equipment that are 13 years or older. All are not included as part of the City's Vehicle Replacement Fund and have passed their average effective lifespan. Replacing old, outdated equipment such as mowers, sod cutters, aerators, paint machines, trailers, utility vehicles, specialized chain saws, park/facility maintenance equipment, ball field preparation machines and equipment are essential to the care and maintenance of facilities and parks. The equipment has outlasted its useful and effective lifespan. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $24,490 Equipment $0 $0 $0 $0 $0 $0 $1,200,000 $0 $0 $0 $0 $0 $0 $1,224,490 TOTAL Operating Description: No additional O & M as the purchase of equipment would simply replace the existing. ____________________________________________________________________________________ 239 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: T1712 - Aquatic Facility Renovation (R) Project Description: Capital Costs General Obligation Bonds Funding Source: This project includes the renovation and restoration of existing aquatic facilities (Foothills and Rose Lane) owned by the City and and operated by the Parks and Recreation Division. The aquatic facilities require annual attention and frequent repairs to remain relevant and useful. Projects, such as, replastering of the water vessels; patching and repairs to the pool decking; replacement of shade canopies; pool pumps and other equipment are needed to ensure continued compliance with all federal, state and county health code requirements. Other items to be considered periodically include slide repair and/or replacement; repair or replacement of play structure components; electrical infrastructure; diving boards; and pool heaters Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $1,350,822 Construction $0 $0 $0 $0 $0 $0 $4,650,207 Finance Charges $0 $0 $0 $0 $0 $0 $144,659 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $46,502 Contingency $0 $0 $0 $0 $0 $0 $948,255 $0 $0 $0 $0 $0 $0 $7,232,945 TOTAL Operating Description: No additional O and M needed. Project: T1713 - Foothills Center Renovation (R) Project Description: Capital Costs General Obligation Bonds Funding Source: This project involves the replacement of recreation center equipment that has an expected useful life span of 5-7 years and renovation of the facility. Replacement of fitness room equipment; existing audio/visual equipment; carpeting; room dividers; window blinds; chillers and boilers to the building; security systems; ongoing resurfacing of the multi-purpose area; enhance lighting in the exterior and interior; and parking lot resurfacing. Carryover Design $0 Construction Finance Charges FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $189,625 $0 $0 $0 $0 $0 $0 $758,500 $0 $0 $0 $0 $0 $0 $37,040 IT/Phone/Security $0 $0 $0 $0 $0 $0 $80,500 Engineering Charges $0 $0 $0 $0 $0 $0 $40,769 Arts $0 $0 $0 $0 $0 $0 $7,585 Equipment $0 $0 $0 $0 $0 $0 $634,500 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $140,506 $0 $0 $0 $0 $0 $0 $1,889,025 No additional O and M is needed for this project. ____________________________________________________________________________________ 240 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2160-Library Construction FY 2017: Capital Project Expenses Carryover Category: 6% FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: 0 0 11,590,260 11,590,260 New Funding Existing Assets Improvement of Existing Assets T2810 Library Renovation Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 $0 $0 Total FY 2017 Funding: $0 $11,590,260 $0 PROJECT DETAIL: 2160-Library Construction Category: 6% Project: T2810 - Library Renovation (I) Project Description: Capital Costs General Obligation Bonds Funding Source: This is a request to modernize the three branch libraries to meet the expectations of the community. This project will include renovating and updating the interior spaces at the Velma Teague Branch Library (built in 1969), the Main Library (built in 1987) and Foothills Branch Library (built in 1999). Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $227,260 Equipment $0 $0 $0 $0 $0 $0 $11,363,000 $0 $0 $0 $0 $0 $0 $11,590,260 TOTAL Operating Description: No additional O and M is needed for this project. ____________________________________________________________________________________ 241 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2040-Public Safety Construction FY 2017: Capital Project Expenses Carryover Category: 20% FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 75037 *Regional Wireless Cooperative 0 1,202,685 2,351,250 2,351,250 0 0 0 0 0 0 0 0 1,202,685 0 0 2,351,250 0 0 2,351,250 0 0 0 0 0 0 1,408,819 3,920,612 5,329,431 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 43,075,302 12,812,628 55,887,930 $0 $1,202,685 $2,351,250 $2,351,250 $0 Replacement of Existing Assets 75024 800MHz Comm Equip 75034 Engine & Ladder Replacement Sub-Total - Existing Assets New Assets 0 75020 City Court Building T5536 Fire Station - Western Area Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $0 $61,217,361 $1,202,685 PROJECT DETAIL: 2040-Public Safety Construction Project: 75037* - Regional Wireless Cooperative (I) Project Description: Capital Costs IT/Phone/Security TOTAL Category: 20% General Obligation Bonds Funding Source: This project helps fund the city's share of membership in the Regional Wireless Cooperative (RWC) digital communications system (two way radio). Fees associated with this membership cover the operational and maintenance costs on a per radio basis as well as special assessment fees. Membership in the RWC provides enhances service, redundancy and increased coverage for all city departments. Most importantly, interoperability not only within city departments but also valley wide partners, is greatly increased. The city's "Gold Elite" consoles will require replacement upon the upgrade to IP-based radio communications as will portable and mobile radios used in the field which have reached their recommended end of life. In addition, this includes upgrades to our radio hardware due to known and anticipated upgrades and mandates which will make our current radio system obsolete. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $1,202,685 $2,351,250 $2,351,250 $0 $0 $0 $0 $1,202,685 $2,351,250 $2,351,250 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 242 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2040-Public Safety Construction Project: 75024 - 800MHz Comm Equip (R) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: Replacement and/or upgrade of existing radios for the Regional Wireless Cooperative to assure the department continues to meet Federal Communications Commission requirements for Public Safety radio transmissions as mandated and/or to replace radios that have met or exceeded their life expectancy and require technology upgrades. The life expectancy for radios is 8 to 10 years. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $28,176 Equipment $0 $0 $0 $0 $0 $0 $1,380,643 $0 $0 $0 $0 $0 $0 $1,408,819 TOTAL Operating Description: O and M includes network fees annually at $94.59 per month, per radio for 196 radios, as identified by the RWC for FY2018/2019. The department will submit a supplemental in the future for the additional O and M. Annual ongoing O and M before inflationary increases: $222,476. Operating Costs FY 2017 Supplies/Contr $0 FY 2018 $0 FY 2019 $0 Project: 75034 - Engine & Ladder Replacement (R) Project Description: Capital Costs FY 2020 FY 2021 $0 $0 FYs 22-26 $224,476 General Obligation Bonds Funding Source: To maximize the safe use of Emergency Code 3 Apparatus the Fire Department's replacement plan indicates that front line engines should be replaced at 7 years or 100,000 miles and be moved into a reserve status. Ladder trucks should be replaced after 15 years or 100,000 miles. The department will maintain a reserve fleet of one reserve truck for every two front line trucks. This CIP request is for a continuous plan for replacement of the department's Code 3 Apparatus in an effort to be compliant with the National Fire Protection Association Standards for emergency apparatus. Our fleet now averages 11 years old and 150,000 miles of service. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $78,412 Equipment $0 $0 $0 $0 $0 $0 $3,842,200 $0 $0 $0 $0 $0 $0 $3,920,612 TOTAL Operating Description: No additional O and M is needed since this is the replacement of existing equipment. ____________________________________________________________________________________ 243 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2040-Public Safety Construction Project: 75020 - City Court Building (N) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: Construction will resume on the city court building in the future years. As of the end of December 2009, the structure was built to ground level. When completed the building is expected to be approximately 90,000 net square feet and include 10 courtrooms. There is the possibility of additional costs due to the delay in construction. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $4,742,010 Construction $0 $0 $0 $0 $0 $0 $31,613,404 Finance Charges $0 $0 $0 $0 $0 $0 $861,506 IT/Phone/Security $0 $0 $0 $0 $0 $0 $2,235,868 Engineering Charges $0 $0 $0 $0 $0 $0 $139,968 Arts $0 $0 $0 $0 $0 $0 $316,134 Contingency $0 $0 $0 $0 $0 $0 $3,166,412 $0 $0 $0 $0 $0 $0 $43,075,302 TOTAL Operating Description: O and M would be needed starting in FY 2022 and includes a Building Maintenance Worker, two Custodians, a Day Porter and three Detention Officers. Other items include, utilities and electricity, security, building and elevator maintenance, parking lot sweeping and custodial supplies. There are $213,800 in one-time expenses in FY 2021 including one-time purchases of vehicles and other essential supplies. The O and M related to opening the new facility does not include current grant-funded and one-time funded staff and operational costs. These costs total $577,269. O and M costs for additional court positions will also be needed starting in the year the building is occupied. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 Staffing $0 $0 $0 $0 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 Insurance Electrical $0 $0 $0 $0 $0 $0 $0 $0 FY 2021 $0 $0 $0 $0 $0 $0 FYs 22-26 $1,453,002 $184,533 $250,966 $47,056 $51,671 $1,107,210 PC/Vehicle Replacement $0 $0 $0 $0 $0 $18,684 Landscape $0 $0 $0 $0 $27,426 Water Refuse $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $38,579 $22,492 ____________________________________________________________________________________ 244 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2040-Public Safety Construction Project: T5536 - Fire Station - Western Area (N) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: Design and construction of a 15,000 sq ft, four bay fire station, with firefighter quarters for 18 personnel, furniture, fixtures, equipment, office space and storage. Equipment includes one engine. This facility will respond to the surrounding areas between Northern Avenue and Camelback Road and 83rd to 115th Avenues. This fire station would house a fire pumper 24/7 initially, with further expansion of ladders and medic units as growth demands. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $1,407,000 Construction $0 $0 $0 $0 $0 $0 $5,226,000 Finance Charges $0 $0 $0 $0 $0 $0 $256,253 IT/Phone/Security $0 $0 $0 $0 $0 $0 $156,000 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $52,260 Equipment $0 $0 $0 $0 $0 $0 $1,601,040 Contingency TOTAL Operating Description: $2,395,800 $0 $0 $0 $0 $0 $0 $1,625,775 $0 $0 $0 $0 $0 $0 $12,812,628 Additional O and M would be needed starting in March of 2021. Staffing includes the salary and benefits for 12 Firefighters, 3 Captains, 3 Engineers and .5 FTE Building Maintenance Worker. Also includes promotions, training, medic pay, station supplies, station and equipment maintenance, telephone charges, grounds maintenance, insurance and one-time cost in the amount of $486,895 to recruit, test, hire and to send 18 firefighters to the training academy and six to medic school. Utilities, building maintenance, supplies and custodial services for 15,000 sq ft of space. PC replacement contributions for 3 computers and 1 color printer replacement = $2,182. Landscaping estimated at $0.22 per sq ft for 15,000 sq ft. Water estimated at $0.195 per sq ft. Refuse estimated at $342.26 x 12 months. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Staffing Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,844,622 $703,502 Utilities $0 $0 $0 $0 $0 $146,398 Bldg. Maint. $0 $0 $0 $0 $434,875 Equip. Maint. Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $57,327 $36,165 Electrical $0 $0 $0 $0 $0 $72,695 PC/Vehicle Replacement Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $62,820 $9,501 Water $0 $0 $0 $0 $0 $8,421 Refuse $0 $0 $0 $0 $0 $11,824 ____________________________________________________________________________________ 245 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2130-Cultural Facility Construction FY 2017: Capital Project Expenses Carryover Category: 6% FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 84309 *Sahuaro Ranch Park Improvments Sub-Total - Existing Assets Total Project Expenses: 0 0 100,000 100,000 100,000 100,000 84,550 84,550 0 0 0 0 0 0 $0 $100,000 $100,000 $84,550 $0 $0 $0 Total FY 2017 Funding: $100,000 PROJECT DETAIL: 2130-Cultural Facility Construction Project: 84309* - Sahuaro Ranch Park Improvments (I) Project Description: Capital Costs Category: 6% General Obligation Bonds Funding Source: This project will include the renovation and stabilization of the historic area of Sahuaro Ranch Park over a three year period. The historic area includes 13 original buildings, a rose garden, barnyard and historic orchards and has has been a cultural asset that celebrates the city's historic beginnings. Listed on the National Register of Historical Places and known as the “Showplace of the Valley,” the Sahuaro Ranch Historic Area offers activities, exhibits and guided tours—keeping the history of early settlement in the Valley alive. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $87,165 $87,165 $75,000 $0 $0 Engineering Charges $0 $5,753 $5,753 $4,950 $0 $0 $0 Arts $0 $872 $872 $750 $0 $0 $0 Contingency TOTAL $0 $0 $6,210 $6,210 $3,850 $0 $0 $0 $0 $100,000 $100,000 $84,550 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 246 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2100-Economic Development Constructio FY 2017: Capital Project Expenses Category: 6% FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: 10,545,000 10,545,000 0 0 0 0 0 0 0 0 0 0 $0 $10,545,000 $0 $0 $0 $0 $0 Carryover New Funding New Assets 0 84408 *Parking Lot P2-BHR and 95th 0 0 Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $10,545,000 PROJECT DETAIL: 2100-Economic Development Construction Project: 84408* - Parking Lot P2-BHR and 95th (N) Project Description: Capital Costs Category: 6% General Obligation Bonds Funding Source: Design and construction for a surface parking lot located south of Bethany Home Road between 91st and 95th avenues. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $30,000 $0 $0 $0 $0 $0 Construction $0 $10,000,000 $0 $0 $0 $0 $0 Finance Charges $0 $100,000 $0 $0 $0 $0 $0 Engineering Charges $0 $115,000 $0 $0 $0 $0 $0 Arts $0 $100,000 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $200,000 $0 $0 $0 $0 $0 $0 $10,545,000 $0 $0 $0 $0 $0 TOTAL Operating Description: Electricity for 400 lights, pavement maintenance and striping every 5 years, and landscaping and Irrigation. ____________________________________________________________________________________ 247 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2180-Flood Control Construction FY 2017: Capital Project Expenses Carryover Category: 20% FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 79004 Local Drainage Problems Sub-Total - Existing Assets 1,486,986 1,486,986 726,128 726,128 0 0 0 0 0 0 0 0 2,694,100 2,694,100 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 6,306,500 1,993,011 5,450,900 3,126,706 3,126,706 20,003,823 $1,486,986 $726,128 $0 $0 $0 New Assets 0 79013 Bethany Home SD, 79th-67th 79014 59th Ave & Thunderbird Rd SD T2910 Bethany Home SD, 67th-58th T7901 83rd Ave BethanyHm to Camelbac T7902 Camelback Rd. 51st to 58th Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $0 $22,697,923 $2,213,114 PROJECT DETAIL: 2180-Flood Control Construction Project: 79004 - Local Drainage Problems (I) Project Description: Capital Costs Design Category: 20% General Obligation Bonds Funding Source: Construct localized storm drain improvements to mitigate drainage and/or flooding problems. This is an ongoing program that typically addresses drainage problems in older neighborhoods, residential areas and extends existing storm drain systems. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $300,000 Construction $1,451,058 $0 $0 $0 $0 $0 $0 Construction $0 $726,128 $0 $0 $0 $0 $2,300,000 Finance Charges $0 $0 $0 $0 $0 $0 $23,000 Engineering Charges $0 $0 $0 $0 $0 $0 $48,100 Engineering Charges $20,128 $0 $0 $0 $0 $0 $0 Arts $0 $0 $0 $0 $0 $0 $23,000 Arts $15,800 $0 $0 $0 $0 $0 $0 $1,486,986 $726,128 $0 $0 $0 $0 $2,694,100 TOTAL Operating Description: Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. ____________________________________________________________________________________ 248 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2180-Flood Control Construction Project: 79013 - Bethany Home SD, 79th-67th (N) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: Construct storm drain pipe, inlets and other appurtenances in Bethany Home Road from 79th Avenue to 67th Avenue. Construction costs are to be shared with Maricopa County Flood Control District (50%). Total estimated project cost is $10.3M. The funds in this account only reflect the City's portion. The project will include storm drain pipe, catch basins, and appurtenances. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $600,000 Construction $0 $0 $0 $0 $0 $0 $5,400,000 Finance Charges $0 $0 $0 $0 $0 $0 $60,000 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $54,000 Contingency $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $6,306,500 TOTAL Operating Description: Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. Project: 79014 - 59th Ave & Thunderbird Rd SD (N) Project Description: Capital Costs General Obligation Bonds Funding Source: Project will construct a storm drain in 59th Avenue between the Thunderbird Road intersection and the Arizona Canal Drainage Channel. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $58,000 Construction $0 $0 $0 $0 $0 $0 $1,700,000 Finance Charges $0 $0 $0 $0 $0 $0 $29,666 Engineering Charges $0 $0 $0 $0 $0 $0 $48,345 Arts $0 $0 $0 $0 $0 $0 $17,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $116,000 $0 $0 $0 $0 $0 $0 $1,993,011 TOTAL Operating Description: $24,000 No additional O and M is required for this project. ____________________________________________________________________________________ 249 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2180-Flood Control Construction Project: T2910 - Bethany Home SD, 67th-58th (N) Project Description: Capital Costs Category: 20% General Obligation Bonds Funding Source: Construct a storm drain in Bethany Home Road from 67th to 58th Avenues. Construction costs are to be shared with Maricopa County Flood Control District (50%). Total estimated project cost is $8.9M. The funds in this account only reflect the City's portion (60%). The project will include storm drain pipe, catch basins, and appurtenances. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $480,000 Construction $0 $0 $0 $0 $0 $0 $4,680,000 Finance Charges $0 $0 $0 $0 $0 $0 $51,600 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $46,800 Miscellaneous/Other TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $5,450,900 Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. Project: T7901 - 83rd Ave BethanyHm to Camelbac (N) Project Description: Capital Costs General Obligation Bonds Funding Source: Installation of storm drain in 83rd from Bethany Home Rd. to Camelback Rd. as identified in the Stormwater Management Plan Carryover Design $0 Construction Finance Charges FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $0 $46,206 Engineering Charges $0 $0 $0 $0 $0 $0 $55,500 Arts $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $3,126,706 TOTAL Operating Description: Project: T7902 - Camelback Rd. 51st to 58th (N) Project Description: Capital Costs General Obligation Bonds Funding Source: Installation of storm drain Camelback Rd. from 51st to 58th Ave. Identified in the Stormwater Management Plan Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $2,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $46,206 Engineering Charges $0 $0 $0 $0 $0 $0 $55,500 Arts $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $3,126,706 TOTAL Operating Description: ____________________________________________________________________________________ 250 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1600-DIF-Roadway Improvements FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 67814 59th & Olive Ave (1600) 67817 *59th & Olive Ave (1602) 67818 *59th & Olive Ave (1601) 0 0 0 0 725,030 0 713,766 75,780 257,477 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 725,030 0 1,047,023 34,553 34,553 0 0 0 0 34,553 34,553 $0 $725,030 $1,047,023 $34,553 $0 $0 $34,553 Replacement of Existing Assets 67809 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2017 Funding: $725,030 PROJECT DETAIL: 1600-DIF-Roadway Improvements Project: 67814 - 59th & Olive Ave (1600) (I) Project Description: Capital Costs Category: DIF Development Impact Fees Funding Source: This project includes constructing improvements at the 59th and Olive avenues intersection. Improvements at the intersection include installation of turn lanes and bus bays. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $667,491 $0 $0 $0 $0 Engineering Charges $0 $0 $39,600 $0 $0 $0 $0 Arts $0 $0 $6,675 $0 $0 $0 $0 $0 $0 $713,766 $0 $0 $0 $0 TOTAL Operating Description: This project is to add capacity to the existing intersection. No additional O and M is anticipated based on current information. Project: 67817* - 59th & Olive Ave (1602) (I) Project Description: Capital Costs Development Impact Fees Funding Source: This project includes relocation of utilities, purchase right-of-way and construct improvements at the 59th and Olive avenues intersection. Improvements at the intersection include installation of turn lanes and bus bays. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Land $0 $125,030 $0 $0 $0 $0 $0 Construction $0 $0 $67,062 $0 $0 $0 $0 Engineering Charges $0 $0 $8,047 $0 $0 $0 $0 Arts $0 $0 $671 $0 $0 $0 $0 Contingency TOTAL Operating Description: $0 $600,000 $0 $0 $0 $0 $0 $0 $725,030 $75,780 $0 $0 $0 $0 This project is to add capacity to the existing intersection. No additional O and M is anticipated based on current information. ____________________________________________________________________________________ 251 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1600-DIF-Roadway Improvements Project: 67818* - 59th & Olive Ave (1601) (I) Project Description: Capital Costs Category: DIF Development Impact Fees Funding Source: This project includes constructing improvements at the 59th and Olive avenues intersection. Improvements at the intersection include installation of turn lanes and bus bays. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $239,291 $0 $0 $0 $0 Engineering Charges $0 $0 $15,793 $0 $0 $0 $0 Arts TOTAL Operating Description: $0 $0 $2,393 $0 $0 $0 $0 $0 $0 $257,477 $0 $0 $0 $0 This project is to add capacity to the existing intersection. No additional O and M is anticipated based on current information. Project: 67809 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development Impact Fees Funding Source: Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the roadway improvements portion of the DIF study and updates. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $34,553 $0 $0 $34,553 $0 $0 $0 $34,553 $0 $0 $34,553 No additional O and M is needed. ____________________________________________________________________________________ 252 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1520-DIF-Citywide Open Space FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 70453 Discovery Park 70454 Pasadena Park 70455 *Thunderbird Park Imprvmts 1520 70456 *T-Bird Park Mstr Plan 1520 Sub-Total - Existing Assets Total Project Expenses: Total FY 2017 Funding: 0 0 0 0 0 178,943 139,517 0 0 318,460 0 0 0 0 0 0 0 0 34,944 34,944 0 0 150,000 0 150,000 0 0 0 0 0 0 0 0 0 0 $0 $318,460 $0 $34,944 $150,000 $0 $0 $318,460 PROJECT DETAIL: 1520-DIF-Citywide Open Space Project: 70453 - Discovery Park (I) Project Description: Capital Costs Category: DIF Development Impact Fees Funding Source: This project will create new amenities and infrastructure related to Discovery Park. Likely improvements include additional trails in the park and trail connections to the adjacent neighborhoods. Other improvements may include picnic ramadas, shaded rest areas, drinking fountains, enhanced open play areas, playground or exercise equipment, and other trail amenities and site improvements that address growth within the city. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $150,000 $0 $0 $0 $0 Engineering Charges $0 $12,000 $0 $0 $0 $0 $0 Arts $0 $1,500 $0 $0 $0 $0 $0 Contingency $0 $15,443 $0 $0 $0 $0 $0 $0 $178,943 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed at this time. Project: 70454 - Pasadena Park (I) Project Description: Capital Costs $0 Development Impact Fees Funding Source: This project will create new amenities and infrastructure related to Pasadena Park. The project is proposed to include a multi-use loop path connection to adjacent sidewalks in the park and to make connections to the adjacent neighborhoods, as well as site improvements that address growth within this area of the city. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $114,000 $0 $0 $0 $0 Engineering Charges $0 $12,000 $0 $0 $0 $0 $0 Arts $0 $1,140 $0 $0 $0 $0 $0 Contingency $0 $12,377 $0 $0 $0 $0 $0 $0 $139,517 $0 $0 $0 $0 $0 TOTAL Operating Description: $0 No additional O and M is needed at this time. ____________________________________________________________________________________ 253 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1520-DIF-Citywide Open Space Project: 70455* - Thunderbird Park Imprvmts 1520 (I) Project Description: Capital Costs Category: DIF Development Impact Fees Funding Source: Thunderbird Conservation Park continues to be one of the more popular facilities within the City of Glendale park system. With over 1,100 acres of undisturbed desert habitat, the ongoing maintenance of the existing eight main trails and the development of additional trails to meet the increasing demand is critical to maintaining the natural desert habitat. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $0 $0 $121,700 $0 $0 Engineering Charges $0 $0 $0 $0 $12,000 $0 $0 Arts $0 $0 $0 $0 $1,217 $0 $0 Contingency TOTAL $0 $0 $0 $0 $15,083 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 Operating Description: Project: 70456* - T-Bird Park Mstr Plan 1520 (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Development Impact Fees Funding Source: This project will update and revise the existing Thunderbird Conservation Park master plan. This is partial funding of this project, the balance is being requested in Fund 2140 Open Space and Trails in the amount of Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $34,944 $0 $0 $0 $0 $0 $0 $34,944 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 254 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1460-DIF-Citywide Parks FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Replacement of Existing Assets 72502 DIF Update Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 226,536 226,536 0 0 0 0 0 0 0 0 $0 $0 $226,536 $0 $0 $0 $0 Total FY 2017 Funding: $0 PROJECT DETAIL: 1460-DIF-Citywide Parks Category: DIF Project: 72502 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development Impact Fees Funding Source: Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the citywide parks portion of the DIF study and updates. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $226,536 $0 $0 $0 $0 $0 $0 $226,536 $0 $0 $0 $0 No additional O and M is needed. ____________________________________________________________________________________ 255 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1480-DIF-Citywide Rec Facility FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 72805 *Aquatics Center Improvements 72806 *Grand Canal Linear Prk Staging 72807 *Heroes Regional Park Study 72808 *Thunderbird Park Imprvmt 1480 72809 *Rose Lane Aquatics Storage 72810 *CS Dept Master Plan Update 72811 *FRAC Enhancements 72812 *Heroes Regional Park 72813 *Southern Park Maintenance Area 0 0 0 0 0 0 0 0 0 5,000 23,150 50,000 0 15,000 245,000 30,000 564,012 139,838 0 0 0 0 0 0 0 0 0 0 0 0 123,514 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 1,072,000 0 0 3,469 126,983 0 0 0 0 3,469 3,469 $0 $1,072,000 $0 $126,983 $0 $0 $3,469 Replacement of Existing Assets 72801 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2017 Funding: $1,072,000 PROJECT DETAIL: 1480-DIF-Citywide Rec Facility Project: 72805* - Aquatics Center Improvements (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Category: DIF Development Impact Fees Funding Source: Purchase additional deck chairs to accommodate the spectator areas of the city aquatic facilities to address pool patron and expand the seating adjacent to the pools and to assist parents in their monitoring of children activities. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $5,000 $0 $0 $0 $0 $0 $0 $5,000 $0 $0 $0 $0 $0 Operating Description: Project: 72806* - Grand Canal Linear Prk Staging (I) Project Description: Capital Costs Development Impact Fees Funding Source: This project request is for the expansion of the Grand Canal Linear Park Equestrian Staging Facility located south of Bethany Home Road on 79th Avenue to accommodate additional demand for equestrian parking, trail use, and larger horse trailers. The recent completion of an additional segment of the New River trail and future plans to develop the segment of the Grand Canal will complete the connection of the two trails. This project complies with the 2011 Parks and Recreation Master Plan primary action plan recommended major areas of focus according to the priorities and interests of the community to "Improve existing and develop new trails, greenways and complete the Trails Master Plan". Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $15,000 $0 $0 $0 $0 $0 Engineering Charges $0 $8,000 $0 $0 $0 $0 $0 Arts TOTAL $0 $150 $0 $0 $0 $0 $0 $0 $23,150 $0 $0 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 256 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1480-DIF-Citywide Rec Facility Project: 72807* - Heroes Regional Park Study (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Category: DIF Development Impact Fees Funding Source: The build-out of the remaining portions of the park are currently planned to be construction of an urban lake system, a softball/baseball field complex, soccer fields, open green space, additional walking and riding paths, a recreation and aquatics center, and a western area branch library which were postponed until financial capacity to construct is identified. Staff has continued to plan and/or obtain funding to further phase-in the various planned elements of the park, as appropriate. This project will update the existing master plan with more current and viable data as well as input from the public and key external and internal stakeholders. Staff received direction from the City Council to move forward with this project at the 1/5/16 Workshop session. This project complies with the 2011 Parks and Recreation Master Plan primary action plan recommended major areas of focus according to the priorities and interests of the community to "Complete the Western Area Regional Park". Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $50,000 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 Operating Description: Project: 72808* - Thunderbird Park Imprvmt 1480 (I) Project Description: Capital Costs Development Impact Fees Funding Source: This project will provide funding for the development, construction and installation of park amenities and improvements. These amenities/improvements are in response to the growth in park visitors and users. This project complies with the City Council 2011 approved Parks and Recreation Master Plan secondary action plan recommended major areas of focus according to the priorities and interests of the community to "Enhance and improve Thunderbird Conservation Park". Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $0 $110,410 $0 $0 $0 Engineering Charges $0 $0 $0 $12,000 $0 $0 $0 Arts TOTAL $0 $0 $0 $1,104 $0 $0 $0 $0 $0 $0 $123,514 $0 $0 $0 Operating Description: Project: 72809* - Rose Lane Aquatics Storage (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Development Impact Fees Funding Source: This project will include the addition of a prefabricated storage unit at the Rose Lane Aquatics Center. This project complies with the 2011 Parks and Recreation Master Plan secondary action plan recommended major areas of focus according to the priorities and interests of the community to "Revitalize conditions of community and regional parks". Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $15,000 $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 257 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1480-DIF-Citywide Rec Facility Project: 72810* - CS Dept Master Plan Update (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Category: DIF Development Impact Fees Funding Source: With it's inception in July 2014, the Community Services Department became a very diverse department that provide programs and services as well as operates and manages facilities throughout the city. The various work groups that make up the department have or have had previously approved master and strategic plans to help guide their operations, facility management/maintenance and program/service delivery. This project will incorporate existing division or work group master /strategic plans to help create a new department wide plan that will provide recommendations and outcomes based on the new department organizational and financial and structure. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $245,000 $0 $0 $0 $0 $0 $0 $245,000 $0 $0 $0 $0 $0 Operating Description: Project: 72811* - FRAC Enhancements (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Development Impact Fees Funding Source: This project will include several facility improvements at the Foothills Recreation and Aquatics Center to address increased programming volume and demand in center use including additional security cameras, the addition of full size lockers to the active area, the installation of a multi-purpose floor in the Coyote Room and the modification of the existing gym floor to accommodate programming expansion. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $30,000 $0 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 Operating Description: Project: 72812* - Heroes Regional Park (I) Project Description: Capital Costs Development Impact Fees Funding Source: This project request is for the completion of the half street improvements along the east side of 83rd Avenue at Heroes Regional Park. When the existing phases of the park were completed, the additional half street improvements for the east side of 83rd Avenue north of Bethany Home Road were part of the additional project items that were not completed due to budget and financing issues. Staff received direction from the City Council to move forward with this project at the1/5/16 Workshop session. This project complies with the 2011 Parks and Recreation Master Plan primary action plan recommended major areas of focus according to the priorities and interests of the community to "Complete the Western Area Regional Park". Carryover FY 2017 FY 2018 $0 FY 2021 $0 FYs 22-26 $487,000 Engineering Charges $0 $32,142 $0 $0 $0 $0 $0 Arts $0 $4,870 $0 $0 $0 $0 $0 TOTAL $0 FY 2020 $0 Contingency $0 FY 2019 Construction $0 $0 $40,000 $0 $0 $0 $0 $0 $0 $564,012 $0 $0 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 258 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1480-DIF-Citywide Rec Facility Project: 72813* - Southern Park Maintenance Area (I) Project Description: Capital Costs Category: DIF Development Impact Fees Funding Source: Construct a materials/equipment maintenance area at Heroes Regional Park. Staff received direction from the City Council to move forward with this project at the 1/5/16 Workshop session. This area will provide storage for regular park maintenance materials and equipment. Locating the maintenance area in Heroes Park will help parks maintenance staff decrease the amount of travel time from the Operations Center to the western and southern area park facilities. This project can be expanded to complete the full future planned maintenance facility for Heroes Regional Park. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $126,572 $0 $0 $0 $0 $0 Engineering Charges $0 $12,000 $0 $0 $0 $0 $0 Arts TOTAL $0 $1,266 $0 $0 $0 $0 $0 $0 $139,838 $0 $0 $0 $0 $0 Operating Description: Project: 72801 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development Impact Fees Funding Source: Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the citywide recreation facilities portion of the DIF study and updates. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $3,469 $0 $0 $3,469 $0 $0 $0 $3,469 $0 $0 $3,469 No additional O and M is needed. ____________________________________________________________________________________ 259 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1540-DIF-Park Dev Zone 1 FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets *Orangewood Vista 1460 73104 Orangewood Vista 1540 0 0 0 0 226,536 124,085 0 0 0 0 0 0 0 0 0 0 0 0 0 350,621 3,469 3,469 0 0 0 0 3,469 3,469 $0 $0 $350,621 $3,469 $0 $0 $3,469 Replacement of Existing Assets 73102 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2017 Funding: $0 PROJECT DETAIL: 1540-DIF-Park Dev Zone 1 Category: DIF Project: * - Orangewood Vista 1460 (I) Project Description: Capital Costs This phase will involve developing a two - acre portion of the remaining undeveloped 10-acre joint-use neighborhood park. The improvements will include a concrete pathway, ramada, and landscape. The school and the joint-use park were constructed to address the growth in the area and the increasing student enrollment in the neighboring schools in the Glendale Elementary School District. The service area for this joint-use park is without a neighborhood ramada and concrete walkways. The ramada, concrete pathway, and surrounding ground stabilization are the highest priorities. This project has additional funding in fund 1540 in the amount of $124,384. Carryover Construction $0 Engineering Charges Arts TOTAL Development Impact Fees Funding Source: FY 2017 FY 2018 FY 2019 $0 $210,536 $0 $0 $0 $13,895 $0 $0 $2,105 $0 $0 $226,536 $0 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Operating Description: Project: 73104 - Orangewood Vista 1540 (I) Project Description: Capital Costs Development Impact Fees Funding Source: This phase will involve developing a two-acre portion of the remaining undeveloped 10-acre joint-use neighborhood park. The improvements will include a concrete pathway, ramada, and landscape. The school and the joint-use park were constructed to address the growth in the area and the increasing student enrollment in the neighboring schools in the Glendale Elementary School District. The service area for this joint-use park is without a neighborhood ramada and concrete walkways. The ramada, concrete pathway, and surrounding ground stabilization are the highest priorities. This project has additional funding in fund 1460 in the amount of $225,987. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $5,500 $0 $0 $0 $0 Construction $0 $0 $106,520 $0 $0 $0 $0 Engineering Charges $0 $0 $11,000 $0 $0 $0 $0 Arts $0 $0 $1,065 $0 $0 $0 $0 $0 $0 $124,085 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. Ramada cleaning would simply be incorporated into the park maintenance routine. ____________________________________________________________________________________ 260 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1540-DIF-Park Dev Zone 1 Project: 73102 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Category: DIF Development Impact Fees Funding Source: Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the neighborhood parks zone 1 portion of the DIF study and updates. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $3,469 $0 $0 $3,469 $0 $0 $0 $3,469 $0 $0 $3,469 No additional O and M is needed. ____________________________________________________________________________________ 261 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1560-DIF-Park Dev Zone 2 FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 73404 Paseo Linear Park Additions 0 0 165,438 0 0 0 0 0 0 0 0 0 165,438 3,469 3,469 0 0 0 0 3,469 3,469 $0 $0 $165,438 $3,469 $0 $0 $3,469 Replacement of Existing Assets 73403 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2017 Funding: $0 PROJECT DETAIL: 1560-DIF-Park Dev Zone 2 Category: DIF Project: 73404 - Paseo Linear Park Additions (I) Project Description: Capital Costs Development Impact Fees Funding Source: Additional amenities consist of accommodating community growth by expanding the multi-use path, adding pathway pullout nodes to relieve congestion and add additional active recreation play elements. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $137,000 $0 $0 $0 $0 Engineering Charges $0 $0 $12,000 $0 $0 $0 $0 Arts $0 $0 $1,370 $0 $0 $0 $0 Contingency TOTAL Operating Description: $0 $0 $15,068 $0 $0 $0 $0 $0 $0 $165,438 $0 $0 $0 $0 No additional O and M is needed for these projects. Project: 73403 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development Impact Fees Funding Source: Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the neighborhood parks zone 2 portion of the DIF study and updates. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $3,469 $0 $0 $3,469 $0 $0 $0 $3,469 $0 $0 $3,469 No additional O and M is needed. ____________________________________________________________________________________ 262 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1580-DIF-Park Dev Zone 3 FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Replacement of Existing Assets 73702 DIF Update Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 0 0 3,469 3,469 0 0 0 0 3,469 3,469 $0 $0 $0 $3,469 $0 $0 $3,469 Total FY 2017 Funding: $0 PROJECT DETAIL: 1580-DIF-Park Dev Zone 3 Project: 73702 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Category: DIF Development Impact Fees Funding Source: Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the neighborhood parks zone 3 portion of the DIF study and updates. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $3,469 $0 $0 $3,469 $0 $0 $0 $3,469 $0 $0 $3,469 No additional O and M is needed. ____________________________________________________________________________________ 263 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1380-DIF-Library Buildings FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding New Assets 0 74252 *Western Area Library 1380 Sub-Total - New Assets Total Project Expenses: 0 0 0 0 1,755,029 1,755,029 0 0 0 0 0 0 0 0 $0 $0 $1,755,029 $0 $0 $0 $0 Total FY 2017 Funding: $0 PROJECT DETAIL: 1380-DIF-Library Buildings Category: DIF Project: 74252* - Western Area Library 1380 (N) Project Description: Capital Costs In October 2014 and after review by the Library Advisory Board and staff, Council provided direction to develop conceptual designs for the possible location of a Western Area Branch Library at either Heroes Regional Park or on the third/fourth floors of the Glendale Media Center. Regardless of its location, the facility would be 7500- 8000 square feet in size and would result in library services provided to this geographic area of Glendale. Should the Council provide direction to move forward with this project, this is a specific "placeholder" request that would provide funding for full design and construction beginning in FY 16-17 and carry into FY 17-18. This project is also funded in fund 1500 in the amount of $1,370,549. Carryover FY 2017 FY 2019 $0 Engineering Charges $0 $0 $49,680 $0 Arts $0 $0 $13,800 $0 Contingency $0 $0 $311,549 $0 $0 $0 $1,755,029 $0 Operating Description: $0 FY 2018 Construction TOTAL Development Impact Fees Funding Source: $1,380,000 $0 FY 2020 $0 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 O&M is included in project Western Area Library 1500. ____________________________________________________________________________________ 264 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1500-DIF-Libraries Category: DIF FY 2017: Capital Project Expenses Carryover FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Replacement of Existing Assets 74752 DIF Update 0 0 0 0 0 0 17,563 17,563 0 0 0 0 17,563 17,563 0 0 0 310,000 328,614 638,614 310,000 1,046,549 1,356,549 135,029 0 135,029 0 0 0 0 0 0 0 0 0 $0 $638,614 $1,356,549 $152,592 $0 $0 $17,563 Sub-Total - Existing Assets New Assets 0 74751 Library Books - Pop. Growth 74755 *Western Area Library 1500 Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $638,614 PROJECT DETAIL: 1500-DIF-Libraries Category: DIF Project: 74752 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the library portion of the DIF updates. Carryover FY 2017 FY 2018 FY 2019 Capital Costs Miscellaneous/Other TOTAL Operating Description: FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $17,563 $0 $0 $17,563 $0 $0 $0 $17,563 $0 $0 $17,563 No additional O and M is needed. Project: 74751 - Library Books - Pop. Growth (N) Project Description: Development Impact Fees Funding Source: Development Impact Fees Funding Source: This project requests the use of collected DIF to continue the phased-in approach of increasing the number of library material at the three Glendale libraries using remaining DIF balance previously collected during the high-growth phase of Glendale. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $310,000 $310,000 $135,029 $0 $0 $0 $0 $310,000 $310,000 $135,029 $0 $0 $0 No additional O and M is needed for this project. ____________________________________________________________________________________ 265 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1500-DIF-Libraries Category: DIF Project: 74755* - Western Area Library 1500 (N) Project Description: Capital Costs Development Impact Fees Funding Source: In October 2014 and after review by the Library Advisory Board and staff, Council provided direction to develop conceptual designs for the possible location of a Western Area Branch Library at either Heroes Regional Park or on the third/fourth floors of the Glendale Media Center. Regardless of its location, the facility would be 7500- 8000 square feet in size and would result in library services provided to this geographic area of Glendale. Should the Council provide direction to move forward with this project, this is a specific "placeholder" request that would provide funding for full design and construction beginning in FY 16-17 and carry into FY 17-18. This project is also funded in fund 1380 in the amount of $1,755,029. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $318,263 $0 $0 $0 $0 $0 Construction $0 $0 $1,003,861 $0 $0 $0 $0 Engineering Charges $0 $10,351 $32,649 $0 $0 $0 $0 Arts $0 $0 $10,039 $0 $0 $0 $0 $0 $328,614 $1,046,549 $0 $0 $0 $0 TOTAL Operating Description: It is estimated O&M for this project is $600,000 which includes 8.5 FTE's for a 40 hour per week operation. The ongoing O&M impact will be recalculated as a part of the final analysis of this potential project. ____________________________________________________________________________________ 266 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1440-DIF-Police Dept Facilities FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding New Assets 0 77303 *Regional Wireless Cooperative Sub-Total - New Assets Total Project Expenses: 0 0 1,148,565 1,148,565 0 0 0 0 0 0 0 0 0 0 $0 $1,148,565 $0 $0 $0 $0 $0 Total FY 2017 Funding: $1,148,565 PROJECT DETAIL: 1440-DIF-Police Dept Facilities Project: 77303* - Regional Wireless Cooperative (N) Project Description: Capital Costs Equipment TOTAL Category: DIF Development Impact Fees Funding Source: The city gold elite consoles will require upgrade to IP-based radio consoles, including portable and mobile devices. The city's participation in the RWC provides for enhanced service, redundancy and increased coverage for public safety. Most importantly inoperability within city limits and also with valley wide partners is greatly increased. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $1,148,565 $0 $0 $0 $0 $0 $0 $1,148,565 $0 $0 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 267 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1420-DIF-Fire Protection Facilities FY 2017: Capital Project Expenses Carryover Category: DIF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Replacement of Existing Assets 77001 DIF Update Sub-Total - Existing Assets Total Project Expenses: 0 0 0 0 0 0 15,654 15,654 0 0 0 0 15,654 15,654 $0 $0 $0 $15,654 $0 $0 $15,654 Total FY 2017 Funding: $0 PROJECT DETAIL: 1420-DIF-Fire Protection Facilities Project: 77001 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Category: DIF Development Impact Fees Funding Source: Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the fire facilities portion of the DIF study and updates. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $15,654 $0 $0 $15,654 $0 $0 $0 $15,654 $0 $0 $15,654 No additional O and M is needed. ____________________________________________________________________________________ 268 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2360-Water & Sewer FY 2017: Capital Project Expenses Carryover Category: Revenue FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 60007 Arrwhd Wtr Reclam Fac Imps 60008 WAWRF Phase IV 60016 West Area WRF Improvements 6,552,616 910,303 159,729 25,442,000 2,368,000 4,250,000 0 0 5,950,000 0 0 4,600,000 0 0 0 0 0 0 0 0 0 50,000 250,000 7,922,648 0 500,000 32,560,000 0 0 5,950,000 0 0 4,600,000 0 0 0 0 0 0 0 1,000,000 1,000,000 0 0 0 0 300,000 0 80,000 380,000 1,500,000 0 80,000 1,580,000 1,500,000 2,500,000 0 4,000,000 0 0 0 0 0 0 0 0 0 0 0 0 $7,922,648 $32,940,000 $7,530,000 $8,600,000 $0 $0 $1,000,000 Replacement of Existing Assets 60010 Lab Data Management System 60014 SCADA Study & Replacement Sub-Total - Existing Assets New Assets 0 60015 Asset Mangement Program 60017 Integrated Water Master Plan 60018 *Laboratory Equipment Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $40,862,648 PROJECT DETAIL: 2360-Water & Sewer Category: Revenue Project: 60007 - Arrwhd Wtr Reclam Fac Imps (I) Project Description: Capital Costs Design Water & Sewer Revenues Funding Source: Replace and improve headworks, sand filters, odor control, fiber optics, clarifiers, civil, mechanical and electrical components at the Arrowhead Ranch Water Reclamation Facility. The construction and cash flow period to continue over the next three years. These improvements will enable the plant to consistently meet the A+ effluent water quality requirements. Carryover $0 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $1,500,000 $0 $0 $0 $0 $0 Construction $6,552,616 $0 $0 $0 $0 $0 $0 Construction $0 $22,000,000 $0 $0 $0 $0 $0 Finance Charges $0 $100,000 $0 $0 $0 $0 $0 Engineering Charges $0 $122,000 $0 $0 $0 $0 $0 Arts $0 $220,000 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $1,500,000 $0 $0 $0 $0 $0 $6,552,616 $25,442,000 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. ____________________________________________________________________________________ 269 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2360-Water & Sewer Category: Revenue Project: 60008 - WAWRF Phase IV (I) Project Description: Capital Costs Design Water & Sewer Revenues Funding Source: Design and construct improvements and rehabilitation to the odor control and disinfection system as identified in the West Area Water Reclamation Facility Phase IV Master Plan. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $307,380 $0 $0 $0 $0 $0 $0 Construction $0 $2,000,000 $0 $0 $0 $0 $0 Construction $0 $437,633 $0 $0 $0 $0 $0 Finance Charges $7,500 $0 $0 $0 $0 $0 $0 Finance Charges $0 $25,800 $0 $0 $0 $0 $0 Engineering Charges $27,344 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $72,000 $0 $0 $0 $0 $0 Arts $0 $20,000 $0 $0 $0 $0 $0 Arts Contingency Miscellaneous/Other TOTAL $6,946 $0 $0 $0 $0 $0 $0 $123,500 $0 $0 $0 $0 $0 $0 $0 $250,200 $0 $0 $0 $0 $0 $910,303 $2,368,000 $0 $0 $0 $0 $0 Operating Description: Project: 60016 - West Area WRF Improvements (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Evaluate, design and construct improvements to all process areas at the West Area WRF and raw sewage pump station (RSPS). To include improvements to civil, mechanical, plumbing, and electrical systems to continue to produce A+ effluent for reuse and recharge storage. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $159,729 $0 $0 $0 $0 $0 $0 Design $0 $4,000,000 $0 $0 $0 $0 $0 Construction $0 $0 $5,500,000 $4,500,000 $0 $0 $0 Finance Charges $0 $30,821 $24,179 $0 $0 $0 $0 Engineering Charges $0 $32,857 $45,179 $36,964 $0 $0 $0 Arts $0 $0 $55,000 $45,000 $0 $0 $0 Miscellaneous/Other TOTAL $0 $186,322 $325,642 $18,036 $0 $0 $0 $159,729 $4,250,000 $5,950,000 $4,600,000 $0 $0 $0 Operating Description: Project: 60010 - Lab Data Management System (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Water & Sewer Revenues Funding Source: Purchase of a new information management system to replace the outdated data system. The new information system will interface directly with laboratory instrumentation, integrate quality control processes, eliminate duplicate and manual data entry, and automate regulatory reporting. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $50,000 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 Additional O and M expenses are related to software license renewals/updates and system configuration hardware requirements. The additional O and M will be absorbed by the department. ____________________________________________________________________________________ 270 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2360-Water & Sewer Category: Revenue Project: 60014 - SCADA Study & Replacement (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Study alternative information and communication systems to develop a plan for improvements and upgrade to new technologies to increase functionality of the Supervisory Control and Data Acquisition (SCADA) system. The system gathers process data for monitoring and controling the treatment processes. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Miscellaneous/Other $0 $500,000 $0 $0 $0 $0 Miscellaneous/Other $250,000 $0 $0 $0 $0 $0 $0 $250,000 $500,000 $0 $0 $0 $0 $1,000,000 TOTAL $1,000,000 Operating Description: Project: 60015 - Asset Mangement Program (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Water & Sewer Revenues Funding Source: Study the current asset management information system functions and operational needs. Procure new management system and implement. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $300,000 $1,500,000 $1,500,000 $0 $0 $0 $0 $300,000 $1,500,000 $1,500,000 $0 $0 $0 Operating Description: Project: 60017 - Integrated Water Master Plan (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Conduct a comprehensive study to update the 2003 Water plan as amended in 2008 by the Groundwater plan; 2008 Wastewater plan; and the 2011 Stormwater Management plan and review the reclaimed water resources and use, facilities capacity, and infrastructure needs to serve the City of Glendale now and in the future. Then integrate into a Water Master Plan. Carryover FY 2017 FY 2018 FY 2019 Capital Costs Miscellaneous/Other TOTAL FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 No additional O and M is needed at this time. Project: 60018* - Laboratory Equipment (N) Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding Source: Replace aging ion chromatograph and deionized water system. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $80,000 $80,000 $0 $0 $0 $0 $0 $80,000 $80,000 $0 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 271 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2400-Water Category: Revenue FY 2017: Capital Project Expenses Carryover FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 61023 Water System Security 0 1,975,989 1,034,852 80,000 1,572,858 221,187 500,000 1,425,830 0 100,000 4,282,000 7,200,000 250,000 1,200,000 500,000 500,000 500,000 0 0 8,410,000 0 0 0 0 500,000 2,000,000 0 0 0 0 0 1,500,000 0 500,000 0 600,000 0 0 0 0 0 0 0 0 1,500,000 0 0 0 0 0 0 0 0 0 500,000 6,100,000 6,100,000 0 1,000,000 0 0 7,000,000 0 200,000 2,543,084 0 500,000 10,053,800 650,000 2,500,000 0 1,800,000 19,482,000 650,000 3,000,000 0 2,000,000 16,560,000 650,000 2,000,000 650,000 500,000 6,400,000 650,000 2,500,000 0 0 4,650,000 650,000 2,500,000 0 0 3,150,000 3,250,000 10,000,000 0 0 33,950,000 0 0 0 0 187,000 0 0 0 187,000 0 0 0 500,000 500,000 0 8,000,000 0 9,000,000 0 0 0 500,000 1,500,000 6,690,580 42,838,000 0 51,528,580 0 300,000 0 500,000 0 0 0 0 800,000 700,000 1,150,000 0 500,000 0 0 0 0 2,350,000 2,700,000 0 0 500,000 0 0 0 0 3,200,000 3,900,000 0 43,023,225 2,500,000 0 0 0 4,200,000 53,623,225 $10,240,800 $28,482,000 $68,088,580 $7,200,000 $7,000,000 61024 Cholla Water Plant Process Imp 61043 Pyramid Peak WTP Process Imp. 61045 Thunderbird Reservoir Misc. Im 61047 Citywide Meter Vault Imp 61049 Zone 3 Water Supply Imp. 61054 Distrib Sys Imprv - Citywide 61055 Oasis WTP Improvements 61060 *67th Ave Water line improv Replacement of Existing Assets 61001 Fire Hydrant Replacement 61013 Water Line Replacement 61015 Outer Loop Effluent Line 61048 City Wide Well Rehab Sub-Total - Existing Assets New Assets 0 61019 Storage and Recovery Well 61027 Water Line Extension 61038 Loop 101 Water Treatment Plant 61051 Accural of Long-term Water Sto 61052 Recharge Storage Assessment 61056 White Mtn Apache Water Rights 61058 *Pyramid Peak WTP 54MGD Expan 61059 *Zone 3 Groundwater Wells Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $38,722,800 PROJECT DETAIL: 2400-Water Category: Revenue Project: 61023 - Water System Security (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: $6,350,000 $87,573,225 Water & Sewer Revenues Funding Source: Installation of equipment citywide to further enhance security of the city's water supply, treatment plants, and distribution system. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $100,000 $0 $0 $0 $0 $500,000 $0 $100,000 $0 $0 $0 $0 $500,000 No additional O and M is needed for this project. ____________________________________________________________________________________ 272 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2400-Water Category: Revenue Project: 61024 - Cholla Water Plant Process Imp (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Improve and rehabilitate all process areas and key component systems throughout the treatment plant, administration building, reservoir, and at the booster station. Construct chlorine gas generation facility in last five years to replace use of 1-ton containers. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $338,261 $0 $0 $0 $0 $0 $0 Design $0 $1,000,000 $0 $0 $0 $0 $1,000,000 Construction $1,436,158 $0 $0 $0 $0 $0 $0 Construction $0 $3,000,000 $8,000,000 $0 $0 $0 $5,000,000 Finance Charges $0 $27,000 $0 $0 $0 $0 $0 Finance Charges $22,500 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $25,556 $51,111 $0 $0 $0 $38,333 Engineering Charges $156,423 $0 $0 $0 $0 $0 $0 Arts $0 $30,000 $80,000 $0 $0 $0 $50,000 Arts $22,647 $0 $0 $0 $0 $0 $0 $0 $199,444 $278,889 $0 $0 $0 $11,667 $1,975,989 $4,282,000 $8,410,000 $0 $0 $0 $6,100,000 Miscellaneous/Other TOTAL Operating Description: Project: 61043 - Pyramid Peak WTP Process Imp. (I) Project Description: Water & Sewer Revenues Funding Source: Improve and rehabilitate all process areas and key component systems throughout the treatment plant. Construct chlorine gas generation facility in last five years to replace use of 1-ton containers. City of Peoria shares in the capital and operating costs of the plant. They will fund 23% of the total costs. Capital Costs Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $1,034,852 $0 $0 $0 $0 $0 $0 Design $0 $1,200,000 $0 $0 $0 $0 $950,000 Construction $0 $5,800,000 $0 $0 $0 $0 $5,000,000 Finance Charges $0 $10,111 $0 $0 $0 $0 $33,889 Engineering Charges $0 $62,162 $0 $0 $0 $0 $52,838 Arts $0 $58,000 $0 $0 $0 $0 $50,000 Miscellaneous/Other $0 $69,727 $0 $0 $0 $0 $13,273 $1,034,852 $7,200,000 $0 $0 $0 $0 $6,100,000 TOTAL Operating Description: No additional O and M is required for this project. ____________________________________________________________________________________ 273 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2400-Water Category: Revenue Project: 61045 - Thunderbird Reservoir Misc. Im (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: The project includes a study to evaluate alternatives for enhancing water quality and the feasibility of adding 3-phase power at the Thunderbird Reservoir. Once the study is completed, design and construction of the recommended improvements are projected to proceed. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $230,000 $0 $0 $0 $0 $0 Construction $80,000 $0 $0 $0 $0 $0 $0 $0 Finance Charges $0 $2,500 $0 $0 $0 $0 Engineering Charges $0 $10,222 $0 $0 $0 $0 $0 Arts $0 $2,300 $0 $0 $0 $0 $0 Contingency TOTAL $0 $4,978 $0 $0 $0 $0 $0 $80,000 $250,000 $0 $0 $0 $0 $0 Operating Description: Project: 61047 - Citywide Meter Vault Imp (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Improve meter vault access per the city’s design standards and rehabilitate, as needed, vault structure to meet safety requirements. Improve 124 vaults in four phases over multiple years. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $356,325 $0 $0 $0 $0 $0 $0 Design $0 $300,000 $0 $400,000 $0 $0 $200,000 Construction $0 $840,000 $0 $1,000,000 $0 $0 $750,000 Construction $966,591 $0 $0 $0 $0 $0 $0 $16,341 $0 $0 $0 $0 $0 $0 $14,925 Finance Charges Finance Charges $0 $10,510 $0 $14,100 $0 $0 Engineering Charges $49,244 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $21,090 $0 $25,900 $0 $0 $17,575 $10,978 $0 $0 $0 $0 $0 $0 Arts Arts Equipment Contingency Miscellaneous/Other TOTAL Operating Description: $0 $8,400 $0 $10,000 $0 $0 $7,500 $15,081 $0 $0 $0 $0 $0 $0 $158,298 $0 $0 $0 $0 $0 $0 $0 $20,000 $0 $50,000 $0 $0 $10,000 $1,572,858 $1,200,000 $0 $1,500,000 $0 $0 $1,000,000 No additional O and M is needed for this project. ____________________________________________________________________________________ 274 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2400-Water Category: Revenue Project: 61049 - Zone 3 Water Supply Imp. (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Rehabilitate specific portions of large water transmission main and related valves at 67th Avenue and Deer Valley Road and make improvements at the Hillcrest booster station to add reliability and redundancy within pressure Zone 2 and Zone 3 of the distribution system. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $221,187 $0 $0 $0 $0 $0 $0 Construction $0 $450,000 $0 $0 $0 $0 $0 Engineering Charges $0 $29,700 $0 $0 $0 $0 $0 Arts $0 $4,500 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $15,800 $0 $0 $0 $0 $0 $221,187 $500,000 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed at this time. Project: 61054 - Distrib Sys Imprv - Citywide (I) Project Description: Capital Costs Design Water & Sewer Revenues Funding Source: Replace and rehabilitate pressure reduction valves, water instrumentation, flow meters, and transmission mains connections. Develop a citywide water modeling plan for the water distribution system. Carryover FY 2017 FY 2018 FY 2019 FY 2020 $0 $0 Construction $0 $450,000 $450,000 $450,000 $0 $0 $0 Construction $262,250 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $16,200 $16,200 $16,200 $0 $0 $0 Engineering Charges $32,250 $0 $0 $0 $0 $0 $0 Arts $0 $4,500 $4,500 $4,500 $0 $0 $0 Arts $5,500 $0 $0 $0 $0 $0 $0 $0 $29,300 $29,300 $29,300 $0 $0 $0 $500,000 $500,000 $500,000 $500,000 $0 $0 $0 TOTAL $0 FYs 22-26 $0 Miscellaneous/Other $0 FY 2021 $200,000 $0 Operating Description: ____________________________________________________________________________________ 275 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2400-Water Category: Revenue Project: 61055 - Oasis WTP Improvements (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Study both the surface and groundwater treatment plants' condition. Design and construct efficiency and operation upgrades. Replace filter underdrain infrastructure and make improvements to booster pump station. Replace brine ponds in FY2022-23. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $400,000 $0 $0 $0 $0 Design $1,420,830 $0 $0 $0 $0 $0 $1,200,000 $0 Construction $0 $0 $1,900,000 $0 $0 $0 $5,500,000 Construction $5,000 $0 $0 $0 $0 $0 $0 Finance Charges $0 $54,619 $0 $0 $0 $0 $32,881 Engineering Charges $0 $4,111 $19,528 $0 $0 $0 $68,861 Arts $0 $0 $19,000 $0 $0 $0 $55,000 Miscellaneous/Other $0 $41,270 $61,472 $0 $0 $0 $143,258 $1,425,830 $500,000 $2,000,000 $0 $0 $0 $7,000,000 TOTAL Operating Description: Project: 61060* - 67th Ave Water line improv (I) Project Description: Capital Costs Assess and rehabilitate water lines and connections south of Jomax along 67th Avenue. Carryover FY 2017 FY 2018 Design $0 $0 $0 Construction $0 $0 Engineering Charges $0 $0 Arts $0 $0 Miscellaneous/Other TOTAL Water & Sewer Revenues Funding Source: FY 2019 FY 2020 FY 2021 FYs 22-26 $550,000 $0 $0 $0 $0 $0 $1,400,000 $0 $0 $0 $15,125 $38,500 $0 $0 $0 $0 $14,000 $0 $0 $0 $0 $0 $34,875 $47,500 $0 $0 $0 $0 $0 $600,000 $1,500,000 $0 $0 Operating Description: Project: 61001 - Fire Hydrant Replacement (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Program to replace or rehabilitate approximately 290 fire hydrant and 260 water valves annually. Within the distribution system, there are over 8,400 fire hydrants and 24,000 water valves. Priority is determined by age and loss of function. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $125,000 $125,000 $125,000 $125,000 $125,000 $625,000 Construction $0 $487,500 $487,500 $487,500 $487,500 $487,500 $2,437,500 Construction $200,000 $0 $0 $0 $0 $0 $0 Finance Charges $0 $23,375 $23,375 $23,375 $23,375 $23,375 $116,875 Engineering Charges $0 $9,250 $9,250 $9,250 $9,250 $9,250 $46,250 Arts $0 $4,875 $4,875 $4,875 $4,875 $4,875 $24,375 $200,000 $650,000 $650,000 $650,000 $650,000 $650,000 $3,250,000 TOTAL Operating Description: No additional O and M is needed for this project. ____________________________________________________________________________________ 276 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2400-Water Category: Revenue Project: 61013 - Water Line Replacement (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Program to rehabilitate large diameter water lines as identified in the Water Distribution System Evaluation Study conducted by CH2M-Hill. There are four locations citywide that will be rehabilitated over the next four years. New study will evaluate next rehabilitation locations for future years. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $649,196 $0 $0 $0 $0 $0 $0 Design $0 $200,000 $300,000 $200,000 $500,000 $500,000 $2,500,000 Construction $1,714,061 $0 $0 $0 $0 $0 $0 Construction $0 $2,200,000 $2,500,000 $1,700,000 $1,900,000 $1,900,000 $7,276,111 Finance Charges $33,944 $0 $0 $0 $0 $0 $0 Finance Charges $0 $11,010 $54,481 $9,208 $10,000 $10,000 $85,329 Engineering Charges $0 $13,508 $15,759 $10,694 $13,508 $13,508 $55,023 Engineering Charges $127,883 $0 $0 $0 $0 $0 $0 Arts $0 $22,000 $25,000 $17,000 $19,000 $19,000 $72,761 Arts $18,000 $0 $0 $0 $0 $0 $0 $0 $53,482 $104,760 $63,098 $57,492 $57,492 $10,776 $2,543,084 $2,500,000 $3,000,000 $2,000,000 $2,500,000 $2,500,000 $10,000,000 Miscellaneous/Other TOTAL Operating Description: No additional O and M is needed for this project. Project: 61015 - Outer Loop Effluent Line (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Evaluate and recommend rehabilitation requirements of the effluent transmission line from the Arrowhead Ranch Water Reclamation Facility (ARWRF) . Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $100,000 $0 $0 $0 Construction $0 $0 $0 $500,000 $0 $0 $0 Finance Charges $0 $0 $0 $15,600 $0 $0 $0 Engineering Charges $0 $0 $0 $29,400 $0 $0 $0 Arts TOTAL Operating Description: $0 $0 $0 $5,000 $0 $0 $0 $0 $0 $0 $650,000 $0 $0 $0 No additional O and M is needed for this project. ____________________________________________________________________________________ 277 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2400-Water Category: Revenue Project: 61048 - City Wide Well Rehab (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Evaluate existing groundwater wells and rehabilitate and improve the equipment to maintain high water quality and delivery service to meet the demand within the water distribution system. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $350,000 $300,000 $0 $0 $0 $0 Design $100,000 $0 $0 $0 $0 $0 $0 Construction $0 $1,100,000 $1,500,000 $400,000 $0 $0 $0 Construction $300,000 $0 $0 $0 $0 $0 $0 Finance Charges $4,500 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $26,825 $33,300 $7,400 $0 $0 $0 Engineering Charges $0 $17,200 $0 $0 $0 $0 $0 Arts $3,000 $0 $0 $0 $0 $0 $0 Arts $0 $11,000 $15,000 $4,000 $0 $0 $0 $75,300 $0 $0 $0 $0 $0 $0 Contingency Miscellaneous/Other TOTAL Operating Description: $0 $312,175 $151,700 $88,600 $0 $0 $0 $500,000 $1,800,000 $2,000,000 $500,000 $0 $0 $0 No additional O and M is needed for this project. Project: 61019 - Storage and Recovery Well (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Install groundwater recharge and recovery wells for the purpose of recharging effluent from the Arrowhead Water Reclamation Facility for "recovering" recharge water credits. Carryover FY 2017 FY 2018 FY 2019 Design $0 $0 $0 $0 Construction $0 $0 $0 Engineering Charges $0 $0 $0 Arts $0 $0 Miscellaneous/Other $0 $0 TOTAL FY 2020 FY 2021 FYs 22-26 $675,000 $25,000 $900,000 $0 $0 $2,500,000 $2,800,000 $0 $9,049 $33,850 $49,601 $0 $0 $0 $25,000 $28,000 $0 $0 $0 $15,951 $116,150 $122,399 $0 $0 $0 $700,000 $2,700,000 $3,900,000 FY 2021 FYs 22-26 Operating Description: Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 Supplies/Contr Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $338,310 $241,650 Equip. Maint. $0 $0 $0 $0 $0 $108,740 ____________________________________________________________________________________ 278 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2400-Water Category: Revenue Project: 61027 - Water Line Extension (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Water line extensions are installed where needed to extend the city's water transmission and distribution systems to meet projected demand from future development. Projects funded from this account typically involve city participation in pipeline over sizing and other distribution piping extensions as needed to accommodate projected growth. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $290,000 $100,000 $0 $0 Construction $0 $0 $0 $0 $1,000,000 $0 $0 Finance Charges $0 $0 $0 $1,029 $5,971 $0 $0 Engineering Charges $0 $0 $0 $8,971 $34,029 $0 $0 Arts $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $300,000 $1,150,000 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. Project: 61038 - Loop 101 Water Treatment Plant (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Land for the Loop 101 water treatment plant was purchased in FY 2009 with payments from FY 2009 through FY 2013. The design and construction of the new plant has been deferred beyond FY 2022 due to reduced growth estimates. Carryover Design $0 Construction Finance Charges FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $3,500,000 $0 $0 $0 $0 $0 $0 $35,000,000 $0 $0 $0 $0 $0 $0 $525,000 Engineering Charges $0 $0 $0 $0 $0 $0 $148,225 Arts $0 $0 $0 $0 $0 $0 $350,000 Contingency $0 $0 $0 $0 $0 $0 $3,500,000 $0 $0 $0 $0 $0 $0 $43,023,225 TOTAL Operating Description: A supplemental will be submitted once the project is completed. Project: 61051 - Accural of Long-term Water Sto (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Funding Source: Water & Sewer Revenues Utilize Groundwater Saving Facility and Central Arizona Project agreements to accrue long-term water storage credits. Purchase of recharge water for accrual of long-term water storage credits.The goal is to accrue 25,000 acre feet by 2025. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 No additional O and M is needed at this time. ____________________________________________________________________________________ 279 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2400-Water Category: Revenue Project: 61052 - Recharge Storage Assessment (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Assessment of additional aquifer recharge capacity options and related hydrologic analyses required for obtaining required regulatory approvals and permits. Construct recharge infrastructure. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $450,000 $0 $0 $0 $0 $0 Design $186,000 $0 $0 $0 $0 $0 $0 Construction $0 $0 $1,300,000 $0 $0 $0 $0 Engineering Charges $0 $12,375 $35,750 $0 $0 $0 $0 Engineering Charges $1,000 $0 $0 $0 $0 $0 $0 $0 $0 $13,000 $0 $0 $0 $0 Arts Miscellaneous/Other TOTAL Operating Description: $0 $37,625 $151,250 $0 $0 $0 $0 $187,000 $500,000 $1,500,000 $0 $0 $0 $0 No additional O and M is needed at this time. Project: 61056 - White Mtn Apache Water Rights (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Water & Sewer Revenues Funding Source: Acquire and develop renewable water supplies to increase the city's designation of assured water supply. Council approved on February 24, 2009, the White Mountain Apache Tribe (WMAT) Water Rights Settlement Agreement. On February 12, 2013, Council approved the Amended and Restated WMAT Water Quantification Agreement. These actions will result in settlement costs to receive up to 2,363 acre-feet of Central Arizona Project (CAP) water per year through a 100-year lease with WMAT and the U.S. Bureau of Reclamation. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $6,690,580 $0 $0 $0 $0 $0 $0 $6,690,580 $0 $0 $0 $0 Operating Description: Project: 61058* - Pyramid Peak WTP 54MGD Expan (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Expand plant treatment capacity to 54 Million Gallons per Day to meet city of Peoria future demand. City of Peoria will fund 100% of all design, construction, and administration costs. Expansion to coincide with other plant improvements. The construction and cash flow period to continue over the next three years.. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $7,500,000 $1,252,000 $0 $0 $0 $0 Construction $0 $0 $37,510,000 $0 $0 $0 $0 Finance Charges $0 $224,716 $0 $0 $0 $0 $0 Engineering Charges $0 $28,875 $149,234 $0 $0 $0 $0 Arts $0 $0 $375,100 $0 $0 $0 $0 Miscellaneous/Other $0 $246,409 $3,551,666 $0 $0 $0 $0 $0 $8,000,000 $42,838,000 $0 $0 $0 $0 TOTAL Operating Description: ____________________________________________________________________________________ 280 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2400-Water Category: Revenue Project: 61059* - Zone 3 Groundwater Wells (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Study and recommend possible groundwater wells in pressure zone 3. Then construct well sites and connection to distribution system. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $300,000 Construction $0 $0 $0 $0 $0 $0 $3,300,000 Finance Charges $0 $0 $0 $0 $0 $0 $400 Engineering Charges $0 $0 $0 $0 $0 $0 $66,600 Arts $0 $0 $0 $0 $0 $0 $33,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $4,200,000 TOTAL Operating Description: ____________________________________________________________________________________ 281 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2420-Sewer Category: Revenue FY 2017: Capital Project Expenses Carryover FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 63006 Arrowhead Sewer Lines 63010 91st Ave. Construction 63030 Lift Station Recond. Program 654,900 0 0 350,000 1,023,000 500,000 1,000,000 710,000 500,000 5,000,000 528,000 500,000 0 500,000 0 0 500,000 0 0 2,500,000 2,000,000 0 2,355,695 723,651 0 0 3,734,246 1,100,000 4,900,000 650,000 0 0 8,523,000 0 0 650,000 0 0 2,860,000 0 1,500,000 650,000 0 0 8,178,000 0 1,000,000 650,000 1,100,000 0 3,250,000 0 4,000,000 650,000 4,550,000 0 9,700,000 0 6,000,000 3,250,000 0 6,650,000 20,400,000 0 0 0 0 0 0 50,000 0 0 0 0 50,000 0 600,000 0 0 0 600,000 0 1,400,000 0 400,000 0 1,800,000 0 0 300,000 0 0 300,000 0 0 2,500,000 0 0 2,500,000 0 0 0 800,000 3,500,000 4,300,000 $3,734,246 $8,573,000 $3,460,000 $9,978,000 $3,550,000 $12,200,000 $24,700,000 Replacement of Existing Assets 63003 99th Ave Interceptor Line 63016 Sewer Line Replacement 63024 Citywide Manhole Rehab 63026 Arrowhead Sewer Lines-phase 2 63027 Arrowhead Sewer Lines-phase 3 Sub-Total - Existing Assets New Assets 0 63008 Sewers for Areas on Septic Sys 63017 Sewer Line Extension 63028 *95th Avenue Sewer Imprv 63029 *Sewer vactor truck T3611 Glendale Ave 93rd-99th Ave Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: PROJECT DETAIL: 2420-Sewer $12,307,246 Category: Revenue ____________________________________________________________________________________ 282 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63006 - Arrowhead Sewer Lines (I) Project Description: Capital Costs Water & Sewer Revenues Funding Source: To rehabilitate various wastewater collection lines in the Arrowhead Ranch area to improve sewer flow conditions and reduce sewer odors as identified in a report completed by Damon Williams and Associates. Phase 1 - from 79th Ave under loop 101 to ARWRF. The project is in three phases. This is phase 1. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $350,000 $0 $0 $0 $0 $0 $0 Design $0 $300,000 $750,000 $0 $0 $0 $0 Construction $0 $0 $0 $4,800,000 $0 $0 $0 Construction $254,900 $0 $0 $0 $0 $0 $0 $0 $0 $60,125 $0 $0 $0 $0 Finance Charges Finance Charges $4,500 $0 $0 $0 $0 $0 $0 Engineering Charges $19,276 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $4,744 $11,859 $75,897 $0 $0 $0 $3,000 $0 $0 $0 $0 $0 $0 $0 Arts Arts Contingency Miscellaneous/Other TOTAL Operating Description: $0 $0 $0 $48,000 $0 $0 $23,224 $0 $0 $0 $0 $0 $0 $0 $45,256 $178,016 $76,103 $0 $0 $0 $654,900 $350,000 $1,000,000 $5,000,000 $0 $0 $0 No additional O and M is needed for this project. Project: 63010 - 91st Ave. Construction (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Improvements to the regional 91st Ave Wastewater Treatment Plant (WWTP) of which Glendale is part owner as a member of the Sub-Regional Operating Group (SROG). SROG consists of Glendale, Mesa, Phoenix, Tempe and Scottsdale. Carryover FY 2017 FY 2018 FY 2019 Capital Costs FY 2020 FY 2021 FYs 22-26 $0 $1,023,000 $710,000 $528,000 $500,000 $500,000 $2,500,000 $0 $1,023,000 $710,000 $528,000 $500,000 $500,000 $2,500,000 No additional O and M is needed for this project. Project: 63030 - Lift Station Recond. Program (I) Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding Source: Evaluate condition, design, and construct improvements to lift stations and related force mains. These facilities operate in a harsh environment, resulting in the need to create a program that will periodically rehabilitate and improve operations. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $400,000 $0 $0 $0 $0 $400,000 Construction $0 $0 $400,000 $400,000 $0 $0 $1,300,000 Engineering Charges $0 $7,586 $7,586 $7,586 $0 $0 $32,241 Arts $0 $0 $4,000 $4,000 $0 $0 $13,000 Miscellaneous/Other TOTAL Operating Description: $0 $92,414 $88,414 $88,414 $0 $0 $254,759 $0 $500,000 $500,000 $500,000 $0 $0 $2,000,000 No additional O and M is needed at this time. ____________________________________________________________________________________ 283 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63003 - 99th Ave Interceptor Line (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Rehabilitate portions of the interceptor and related manholes as determined by the Sewer Condition Assessment Study conducted by Project Engineering Consultants. The 99th Avenue interceptor line is the final collector to deliver influent to the 91st Avenue Wastewater Treatment Plant. Glendale owns 70% equity in the line. Additionally, sampling station GL02 will be rehabilitated. Carryover FY 2017 FY 2018 FY 2019 Capital Costs FY 2020 FY 2021 FYs 22-26 $0 $1,100,000 $0 $0 $0 $0 $0 $0 $1,100,000 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 63016 - Sewer Line Replacement (R) Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding Source: Program to replace and rehabilitate sanitary sewer lines ranging in size from 8" to 27" and manholes as identified by the Sewer Evaluation Study prepared by HDR and Camp, Dresser and McKee (CDM) Engineers. Project will be completed in annual phases with priority to critical areas first. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $130,000 $0 $0 $0 $0 $0 $0 Design $0 $350,000 $0 $400,000 $45,000 $900,000 $1,100,000 $2,128,734 $0 $0 $0 $0 $0 $0 $4,700,000 Construction Construction $0 $4,400,000 $0 $1,000,000 $900,000 $3,000,000 Finance Charges $34,352 $0 $0 $0 $0 $0 $0 Finance Charges $0 $19,000 $0 $7,000 $4,800 $20,000 $29,000 Engineering Charges $0 $32,525 $0 $9,586 $6,471 $26,704 $39,714 Engineering Charges $44,809 $0 $0 $0 $0 $0 $0 Arts $0 $44,000 $0 $10,000 $9,000 $30,000 $47,000 Arts $17,800 $0 $0 $0 $0 $0 $0 $0 $54,475 $0 $73,414 $34,729 $23,296 $84,286 $2,355,695 $4,900,000 $0 $1,500,000 $1,000,000 $4,000,000 $6,000,000 Miscellaneous/Other TOTAL Operating Description: No additional O and M is needed for this project. ____________________________________________________________________________________ 284 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63024 - Citywide Manhole Rehab (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Program to rehabilitate existing sewer manholes located throughtout the city based on the Sewer Master Plan in annual phases. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 Design $75,000 $0 $0 $0 $0 $0 $0 Construction $0 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 Construction $547,859 $0 $0 $0 $0 $0 $0 Finance Charges $15,640 $0 $0 $0 $0 $0 $0 Finance Charges $0 $7,820 $7,820 $7,820 $7,820 $7,820 $39,100 Engineering Charges $17,631 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $9,250 $9,250 $9,250 $9,250 $9,250 $46,250 Arts $14,591 $0 $0 $0 $0 $0 $0 Arts $0 $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 Contingency Miscellaneous/Other TOTAL Operating Description: $52,930 $0 $0 $0 $0 $0 $0 $0 $52,930 $52,930 $52,930 $52,930 $52,930 $264,650 $723,651 $650,000 $650,000 $650,000 $650,000 $650,000 $3,250,000 No additional O and M is needed for this project. Project: 63026 - Arrowhead Sewer Lines-phase 2 (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Replace or rehabilitate various sewer collection lines in the Arrowhead Ranch area to improve sewer flow conditions and reduce sewer odors as identified in a report by Damon Williams and Associates. Phase 2 - in Union Hills road from 67th Avenue to 79th Avenue. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $1,000,000 $0 $0 Construction $0 $0 $0 $0 $0 $4,200,000 $0 Engineering Charges $0 $0 $0 $0 $17,788 $74,712 $0 Arts $0 $0 $0 $0 $0 $42,000 $0 Miscellaneous/Other $0 $0 $0 $0 $82,212 $233,288 $0 $0 $0 $0 $0 $1,100,000 $4,550,000 $0 TOTAL Operating Description: ____________________________________________________________________________________ 285 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63027 - Arrowhead Sewer Lines-phase 3 (R) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Replace or rehabilitate various sewer collection lines in the Arrowhead Ranch area to improve sewer flow conditions and reduce sewer odors as identified in a report by Damon Williams and Associates. Phase 3 - in 67th Avenue from Union Hills to Utopia. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $1,500,000 Construction $0 $0 $0 $0 $0 $0 $4,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $27,000 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $40,000 Miscellaneous/Other TOTAL $0 $0 $0 $0 $0 $0 $990,500 $0 $0 $0 $0 $0 $0 $6,650,000 Operating Description: Project: 63008 - Sewers for Areas on Septic Sys (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: This project installs sewers in the areas currently on septic systems. This is residential customer driven in which a residential group (subdivision, neighborhood, street, etc.) must request that their area be connected to the city sewer system. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $9,730 $0 $0 $0 $0 $0 Construction $0 $35,000 $0 $0 $0 $0 $0 Engineering Charges $0 $4,920 $0 $0 $0 $0 $0 Arts TOTAL Operating Description: $0 $350 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Project: 63017 - Sewer Line Extension (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Water & Sewer Revenues Funding Source: Extend the sewer line from 95th Avenue to the west. Includes oversizing the sewer line and lift station. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $600,000 $1,400,000 $0 $0 $0 $0 $0 $600,000 $1,400,000 $0 $0 $0 No additional O and M is needed for this project. ____________________________________________________________________________________ 286 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63028* - 95th Avenue Sewer Imprv (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Design and construct parallel 18" sewer line along 95th Ave from Glendale road to the south to tie into the existing 24" line. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $285,000 $0 $0 Construction $0 $0 $0 $0 $0 $2,400,000 $0 Finance Charges $0 $0 $0 $0 $1,500 $12,000 $0 Engineering Charges $0 $0 $0 $0 $5,838 $49,162 $0 Arts $0 $0 $0 $0 $0 $24,000 $0 Miscellaneous/Other $0 $0 $0 $0 $7,662 $14,838 $0 $0 $0 $0 $0 $300,000 $2,500,000 $0 TOTAL Operating Description: Project: 63029* - Sewer vactor truck (N) Project Description: Capital Costs Equipment TOTAL Water & Sewer Revenues Funding Source: Purchase sewer line cleaner (vactor) truck. Department operates with three such trucks. The oldest entered service in 2005 and has been reconditioned once. This is funding to replace the first one. The other two are scheduled in future years. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $400,000 $0 $0 $800,000 $0 $0 $0 $400,000 $0 $0 $800,000 Operating Description: Project: T3611 - Glendale Ave 93rd-99th Ave (N) Project Description: Capital Costs Water & Sewer Revenues Funding Source: Design and construct a parallel relief sewer line on Glendale Avenue from 93rd to 99th Avenue as growth occurs in the area. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $600,000 Construction $0 $0 $0 $0 $0 $0 $2,400,000 Engineering Charges $0 $0 $0 $0 $0 $0 $55,500 Arts $0 $0 $0 $0 $0 $0 $24,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $420,500 $0 $0 $0 $0 $0 $0 $3,500,000 TOTAL Operating Description: No additional O and M is needed for this project. ____________________________________________________________________________________ 287 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2210-Transportation Construction FY 2017: Capital Project Expenses Carryover Category: Transportation FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 65005 Smart Traffic Signals 65006 Bus Pullouts 65016 Northern Parkway 65022 Transp. Prog. Engr. Consultant 65023 *59th Avenue Improvements 65042 *51st Ave & Bell Rd 65051 *59th Avenue Safety 65069 Glendale Transportation Plan 65078 Airport Matching Funds 65089 Pavement Management 65096 *59th Ave & Olive Ave Safety 353,000 0 0 0 0 0 0 0 783,585 2,589,039 0 329,850 0 666,247 255,250 0 0 0 0 256,694 2,000,000 0 0 0 666,247 261,350 0 0 0 0 51,716 2,000,000 454,564 528,318 327,175 666,247 270,687 0 0 0 0 141,539 2,000,000 0 0 335,223 666,247 276,642 0 0 0 0 92,271 2,000,000 0 0 343,369 666,247 281,116 0 0 0 0 14,067 2,000,000 0 0 1,841,663 5,557,465 1,507,770 36,612,157 1,440,153 5,416,547 890,936 0 10,000,000 0 0 0 3,725,624 54,160 140,000 3,702,201 58,900 140,000 3,632,777 9,900 0 3,943,866 0 0 3,370,383 0 0 3,304,799 78,825 0 63,345,516 0 100,000 1,606,806 1,277,975 0 0 74,744 30,000 0 0 3,089,525 0 0 0 0 1,850,000 0 252,765 0 1,000,000 136,900 3,239,665 0 0 0 0 1,850,000 247,431 0 234,456 0 186,271 2,518,158 0 0 0 0 1,850,000 0 0 0 0 124,866 1,974,866 0 0 0 0 0 0 0 0 0 155,699 155,699 231,363 0 0 0 0 0 0 0 0 0 231,363 101,408,286 0 0 0 0 0 0 0 0 0 101,408,286 $6,815,149 $6,941,866 $6,150,935 $5,918,732 $3,526,082 Replacement of Existing Assets 65014 Transit Support Capital 65083 Speed Cushions Sub-Total - Existing Assets New Assets 0 65017 Light Rail Design/Construction 65030 Multi-Use Pathway Grand Canal 65063 New River - Multi-use Pathway 65080 Bell/101 Park&Ride/Transit Ctr 65091 Airport RPZ Acquisition 65097 New River North Shareduse Path 65098 Widen 55th Ave for bike lanes 65099 Neighborhood Pathways Connect 65100 *Transit Study - Light Rail 65101 *Sidewalk and Curb Improvements Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $3,536,162 $164,753,802 $13,757,015 PROJECT DETAIL: 2210-Transportation Construction Category: Transportation ____________________________________________________________________________________ 288 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2210-Transportation Construction Project: 65005 - Smart Traffic Signals (I) Project Description: Capital Costs Design Operating Description: Carryover FY 2017 FY 2018 FY 2019 Capital Costs $0 $0 $0 $0 $0 $0 $0 $528,318 $0 $0 $0 $353,000 $329,850 $0 $528,318 $0 $0 $0 O and M costs associated with electricity for new signal heads, cameras and communication equipment as well as maintenance of fiber optic connections. O and M for this project will be identified once federal funds have been secured and the scope of the project is available. Bus pullouts to relieve congestion, improve air quality, and provide traffic and pedestrian safety. Bus pullouts will be constructed at major intersections where there are new bus routes and extensions of existing bus routes. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $327,175 $335,223 $343,369 $1,841,663 $0 $0 $0 $327,175 $335,223 $343,369 $1,841,663 No additional O and M is needed. Half Cent Sales Tax Funding Source: Northern Parkway is envisioned to be a 12.5-mile partial access controlled roadway between Sarival and Grand Avenues. The current funded phase of the project is between Sarival and 91st Avenues and is targeted for completion in FY 2026. This $320 million project generally includes construction of four through lanes as well as grade separations on the western portion of the project and intersection improvements on the eastern portion. Costs for the project are shared between the region at 70% ($237 million) and local agencies at 30%. Local partners include Maricopa County, Peoria, and El Mirage. Per intergovernmental agreement, Glendale’s portion of local funding is $37.9 million. To date Glendale has expended approximately $31.8 million towards this project. Remaining funds will cover design and construction match as well as right-of-way acquisition opportunities during the private development process for adjacent parcels. Carryover Miscellaneous/Other TOTAL Operating Description: Half Cent Sales Tax Funding Source: Project: 65016 - Northern Parkway (I) Capital Costs FYs 22-26 $329,850 TOTAL Project Description: FY 2021 $0 Miscellaneous/Other Operating Description: FY 2020 $353,000 Project: 65006 - Bus Pullouts (I) Project Description: Half Cent Sales Tax Funding Source: These funds provide local match for three approved federally funded Intelligent Transportation Systems (ITS) projects. Overall, a smart traffic signal system will be implemented that includes communications infrastructure, traffic cameras, message signs, and networking equipment to make the traffic signal system more responsive. Miscellaneous/Other TOTAL Category: Transportation FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $666,247 $666,247 $666,247 $666,247 $666,247 $5,557,465 $0 $666,247 $666,247 $666,247 $666,247 $666,247 $5,557,465 O and M costs are for landscape, water, electrical and other maintenance based on current design. Supplemental budget Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Utilities $0 $0 $0 $0 $0 $0 Landscape $0 $0 $0 $0 $0 $0 ____________________________________________________________________________________ 289 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2210-Transportation Construction Project: 65022 - Transp. Prog. Engr. Consultant (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Half Cent Sales Tax Funding Source: Professional engineering for preparation of design concepts and administration of right-of-way purchase for roadway, bicycle, pedestrian and transit projects. Providing professional engineering recommendations on capital projects and operations and maintenance of completed projects. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $255,250 $261,350 $270,687 $276,642 $281,116 $1,507,770 $0 $255,250 $261,350 $270,687 $276,642 $281,116 $1,507,770 No additional O and M is needed. Project: 65023* - 59th Avenue Improvements (I) Project Description: Category: Transportation Half Cent Sales Tax Funding Source: Eight segments from Glendale Avenue to Loop 101 along 59th Avenue to improve traffic conditions. Improvements include elimination of lanes drops, addition of turn lanes, selected widening, installation of medians, landscaping, and addition of bus bays. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $3,500,000 Construction $0 $0 $0 $0 $0 $0 $29,000,000 Engineering Charges $0 $0 $0 $0 $0 $0 $125,125 Arts $0 $0 $0 $0 $0 $0 $290,000 Contingency $0 $0 $0 $0 $0 $0 $1,947,032 $0 $0 $0 $0 $0 $0 $36,612,157 TOTAL Operating Description: O & M impact will be identified during the design phase of the project in FY 2025 CIP. Supplemental budget requests, if any, will be made during the FY 2027 budget process. Project: 65042* - 51st Ave & Bell Rd (I) Project Description: Capital Costs $1,750,000 Half Cent Sales Tax Funding Source: Intersection improvements including landscaping and a eastbound right turn lane on Bell Road. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $250,000 Construction $0 $0 $0 $0 $0 $0 $1,100,000 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $11,000 Contingency $0 $0 $0 $0 $0 $0 $36,153 $0 $0 $0 $0 $0 $0 $1,440,153 TOTAL Operating Description: Minimal amount of O & M impact is anticipated due to this project. O & M cost estimates developed during the design of the project will be used to identify supplemental budget needs. ____________________________________________________________________________________ 290 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2210-Transportation Construction Project: 65051* - 59th Avenue Safety (I) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: 59th Avenue intersections improvement at Bethany Home and Camelback roads. Improvements include addition of turn lanes, medians, landscaping, pullouts and shelters at bus stops. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $812,000 Construction $0 $0 $0 $0 $0 $0 $4,250,000 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $42,500 Contingency $0 $0 $0 $0 $0 $0 $219,547 $0 $0 $0 $0 $0 $0 $5,416,547 TOTAL Operating Description: Minimal amount of O & M impact is anticipated due to this project. O & M cost estimates developed during the design of the project will be used to identify supplemental budget needs. Project: 65069 - Glendale Transportation Plan (I) Project Description: Capital Costs Half Cent Sales Tax Funding Source: This project will update the 2009 City of Glendale Transportation Plan. This Plan will include elements that address roadways, transit, bicycle, pedestrian, Transportation System Management, and include public involvement. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $13,364 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $877,572 $0 $0 $0 $0 $0 $0 $890,936 TOTAL Operating Description: This Plan update does not require O and M funding. Project: 65078 - Airport Matching Funds (I) Project Description: Capital Costs Design Half Cent Sales Tax Funding Source: This project provides matching funds for Glendale Airport projects as identified in the Airport Capital Improvement Program. Funding covers local match for all airport capital costs. Refer to the Airport Capital Fund 2120 for detailed information related to the airport projects. Carryover $0 FY 2017 $15,645 FY 2018 $0 FY 2019 $0 FY 2020 $0 FY 2021 $13,410 FYs 22-26 $0 Construction $783,585 $0 $0 $0 $0 $0 $0 Construction $0 $226,895 $48,835 $133,653 $87,131 $0 $0 Engineering Charges $0 $11,885 $2,393 $6,549 $4,269 $657 $0 Arts $0 $2,269 $488 $1,337 $871 $0 $0 $783,585 $256,694 $51,716 $141,539 $92,271 $14,067 $0 TOTAL Operating Description: This project provides local match funds for airport capital projects. Refer to the Airport Capital Fund 2120 projects for O and M impact. ____________________________________________________________________________________ 291 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2210-Transportation Construction Project: 65089 - Pavement Management (I) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: Project provides for street pavement maintenance. Specific activities included in this project are: surface preparation, repairs and treatments, milling and asphalt overlays as needed. FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction Carryover $0 $1,912,046 $1,912,046 $1,912,046 $1,912,046 $1,912,046 $9,560,230 Construction $2,589,039 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $17,208 $17,208 $17,208 $17,208 $17,208 $86,042 Arts $0 $19,120 $19,120 $19,120 $19,120 $19,120 $95,602 Contingency TOTAL Operating Description: $0 $51,626 $51,626 $51,626 $51,626 $51,626 $258,126 $2,589,039 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 No additional O and M is needed for this project. Project: 65096* - 59th Ave & Olive Ave Safety (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: This project includes the local match necessary to acquire right-of-way and construct intersection safety improvements at the 59th and Olive avenues intersection. Improvements include installation of center medians and street lights, along with reconfiguration of the eastbound and westbound bus bays, traffic signal modifications, and sidewalk enhancements. Federal safety funds in the amount of $1,495,528 are available for this portion of the project. Carryover FY 2017 FY 2018 FY 2019 Capital Costs Equipment TOTAL Operating Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: FY 2021 FYs 22-26 $0 $0 $454,564 $0 $0 $0 $0 $0 $454,564 $0 $0 $0 $0 This project is to make safety enhancements to the existing intersection. No additional O and M is anticipated based on current information. Half Cent Sales Tax Funding Source: To continue delivery of transit services, the replacement of capital items are needed, including computer equipment, support vehicles and radio systems. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $54,160 $58,900 $9,900 $0 $0 $78,825 $0 $54,160 $58,900 $9,900 $0 $0 $78,825 No additional O and M is required for this project. This is a replacement project and is not anticipated to generate new O and M costs. Project: 65083 - Speed Cushions (R) Project Description: FY 2020 $0 Project: 65014 - Transit Support Capital (R) Project Description: Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: This project will remove and replace existing modified speed humps with speed cushions and add mitigation devices where warranted. Replacing modified speed humps and constructing new mitigation devices will help address the current backlog of neighborhoods qualifying for traffic mitigation. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $140,000 $140,000 $0 $0 $0 $0 $0 $140,000 $140,000 $0 $0 $0 $0 No additional O and M is needed. ____________________________________________________________________________________ 292 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2210-Transportation Construction Project: 65017 - Light Rail Design/Construction (N) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: Project development, design, right-of-way acquisition, utility relocation, construction, and acquisition of light rail vehicles for a light rail facility to be located on an alignment to be determined. Federal and regional funds will fund 71% of the project. Current cost estimates are based on regional plans prepared by Valley Metro. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $1,498,645 Miscellaneous/Other $0 $0 $0 $0 $0 $231,363 $99,909,641 $0 $0 $0 $0 $0 $231,363 $101,408,286 TOTAL Operating Description: A supplemental budget request will be submitted once the project is near completion in FY 2026. Project: 65030 - Multi-Use Pathway Grand Canal (N) Project Description: Capital Costs Design TOTAL Operating Description: Half Cent Sales Tax Funding Source: This project is to construct a 1.3 mile long multiuse path from just east of the Loop 101 Freeway to New River. The project will provide a safe and convenient, off-street facility for bicyclists and pedestrians that extends the existing Grand Canal Linear Park path to the future New River pathway. Additional federal funds have also been awarded towards this project. Capital costs include local funds to match $632,222 in federal funds available towards this project. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $100,000 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 O and M associated with the maintenance a 30 foot wide landscaped area along a 6,300 foot long multiuse pathway. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Utilities $194,670 $200,510 $206,530 $212,720 $0 $1,163,250 Landscape $233,600 $240,610 $247,830 $255,270 $0 $1,395,900 Project: 65063 - New River - Multi-use Pathway (N) Project Description: Half Cent Sales Tax Funding Source: This project is to construct a multiuse path from the Bethany Home Road alignment to Northern Avenue. The project will provide a safe and convenient off-street facility for bicyclists and pedestrians that is part of the regional West Valley Rivers Multimodal Corridor Master Plan. This project has $2,946,039 in federal funds towards construction costs. Capital Costs Carryover Construction $1,606,806 $0 $0 $0 $0 $0 $0 $1,606,806 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 O and M associated with 8 foot wide landscaped area along a 12,200 foot long multiuse pathway. A supplemental budget Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 Utilities $100,530 $103,540 $106,650 $109,850 Landscape $120,630 $124,250 $127,980 $131,820 FY 2021 $0 $0 FYs 22-26 $600,700 $720,840 ____________________________________________________________________________________ 293 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2210-Transportation Construction Project: 65080 - Bell/101 Park&Ride/Transit Ctr (N) Project Description: Capital Costs Construction TOTAL Operating Description: Capital Costs This project will construct a transit center and a park-and-ride facility in the Bell Rd and Loop 101 area to serve the needs of transit passengers from multiple bus routes including express service. Federal funds have been secured for this project. Carryover FY 2017 FY 2018 FY 2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 There are no direct O and M costs to the City of Glendale related to this project. The facility will be maintained by other parties. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $1,850,000 $1,850,000 $1,850,000 $0 $0 $0 $0 $1,850,000 $1,850,000 $1,850,000 $0 $0 $0 No additional O and M is anticipated due to this project. Half Cent Sales Tax Funding Source: This project is to design and provide local match funds towards construction of a federally funded shared use pathway. This project is for a bicycle and pedestrian friendly pathway along the east bank of New River from Hillcrest Boulevard to approximately 1/4-mile north. Federal Congestion Mitigation and Air Quality (CMAQ) funding in the amount of $330,850 has been secured towards construction of this project. Carryover TOTAL FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $247,431 $0 $0 $0 $0 $0 $0 $247,431 $0 $0 $0 $0 O and M associated with 20,000 sq ft of landscape identified currently, which could change depending on design options. Operating Costs Utilities Landscape Half Cent Sales Tax Funding Source: Acquire land north of Runway 19 and provide perimeter fencing around new Airport property. ADOT will fund a portion of this land acquisition. Miscellaneous/Other Operating Description: FYs 22-26 $0 Project: 65097 - New River North Shareduse Path (N) Capital Costs FY 2021 $1,277,975 TOTAL Project Description: FY 2020 $1,277,975 Land Operating Description: Half Cent Sales Tax Funding Source: Project: 65091 - Airport RPZ Acquisition (N) Project Description: Category: Transportation FY 2017 $0 $0 FY 2018 $20,000 $24,000 FY 2019 $20,600 $24,720 FY 2020 $21,220 $25,460 FY 2021 $0 $0 FYs 22-26 $116,030 $139,230 ____________________________________________________________________________________ 294 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2210-Transportation Construction Project: 65098 - Widen 55th Ave for bike lanes (N) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: This project is to design and provide local match funds towards construction of a federally funded widening of 55th Avenue to accommodate curb, gutter, sidewalk and bike lanes. This project is to widen 55th Avenue on the west side south of Cactus Road for about 622 ft. Federal Congestion Mitigation and Air Quality (CMAQ) funding in the amount of $159,266 has been secured towards construction of this project. Carryover Land Finance Charges Contingency FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $104,837 $0 $0 $0 $0 $0 $3,710 $0 $0 $0 $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 Miscellaneous/Other $71,034 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $127,928 $0 $0 $0 $0 $0 $74,744 $252,765 $0 $0 $0 $0 $0 TOTAL Operating Description: There is no additional O and M anticipated due to this project. Project: 65099 - Neighborhood Pathways Connect (N) Project Description: Capital Costs This pathway project provides for design and local match towards construction of connections from Thunderbird Paseo pathway and Skunk Creek pathway to neighborhoods. The project is to provide connections from the Thunderbird Paseo Pathway to neighborhoods at Sweetwater Avenue, Hearn Road, and 71st Avenue. In addition, this project also provides connection from Skunk Creek pathway to the neighborhood at 64th Drive. Federal Congestion Mitigation and Air Quality (CMAQ) funding in the amount of $107,832 has been secured towards construction of this project. Carryover Contingency Operating Description: FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $234,456 $0 $0 $0 $0 $30,000 $0 $234,456 $0 $0 $0 $0 Miscellaneous/Other TOTAL Half Cent Sales Tax Funding Source: O and M associated with approximately 1,000 sq ft of additional landscape maintenance and irrigation. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Utilities $0 $1,000 $1,030 $1,060 $0 $5,800 Landscape $0 $1,200 $1,240 $1,270 $0 $6,960 Project: 65100* - Transit Study - Light Rail (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Half Cent Sales Tax Funding Source: This is a light rail or other high capacity transit feasibility study. The study will look into the potential and identify alternatives on providing a high capacity transit connection between Downtown Glendale and the Loop 101 area of west Glendale. The connection would be between potential light rail in Downtown and high activity centers in west Glendale. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 This is a study project, which will not create O & M costs. ____________________________________________________________________________________ 295 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2210-Transportation Construction Project: 65101* - Sidewalk and Curb Improvements (N) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: Installation of new sidewalk and ADA ramps along the north side of Camelback Road to fill in pedestrian facility gaps between 79th Avenue and 83rd Avenue. Installation of new sidewalk and ADA ramps along the north side of Paradise Lane to fill in pedestrian facility gaps between 55th Avenue and 59th Avenue. Installation of curb, gutter, and sidewalks, along east and west side of 67th Avenue between Glendale and Orangewood avenues. Installation of curb, gutter, and sidewalks, along north and south side of Orangewood Avenue between 67th and Grand avenues. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Land $0 $0 $0 $6,000 $0 $0 $0 Design $0 $100,000 $100,000 $52,000 $0 $0 $0 Construction $0 $0 $42,844 $30,990 $147,025 $0 $0 Engineering Charges $0 $4,900 $6,999 $4,066 $7,204 $0 $0 Arts $0 $0 $428 $310 $1,470 $0 $0 Equipment $0 $2,000 $6,000 $1,500 $0 $0 $0 Miscellaneous/Other TOTAL Operating Description: $0 $30,000 $30,000 $30,000 $0 $0 $0 $0 $136,900 $186,271 $124,866 $155,699 $0 $0 Installation of missing curb, gutter, and sidewalk along existing roadways. ____________________________________________________________________________________ 296 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2000-HURF/Street Bonds FY 2017: Capital Project Expenses Carryover Category: HURF FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 68917 Pavement Management-HURF 68920 *Street Lighting ROAM Upgrade Sub-Total - Existing Assets 13,788,329 0 13,788,329 7,007,373 0 7,007,373 4,307,373 1,584,000 5,891,373 3,257,128 0 3,257,128 3,257,128 0 3,257,128 3,057,128 0 3,057,128 16,285,640 0 16,285,640 0 0 0 242,872 0 242,872 242,872 0 242,872 242,872 0 242,872 242,872 0 242,872 242,872 0 242,872 1,377,095 5,730,000 7,107,095 $13,788,329 $7,250,245 $6,134,245 $3,500,000 $3,500,000 New Assets 0 68918 Infill Lighting Program 68919 *Street Lighting LED Conversion Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $3,300,000 $23,392,735 $21,038,574 PROJECT DETAIL: 2000-HURF/Street Bonds Category: HURF Project: 68917 - Pavement Management-HURF (I) HURF Bonds Funding Source: Project provides for street pavement maintenance and reconstruction work as identified in the Annual Pavement Management Program. The annual program is funded by Highway User Revenue Fund (HURF) bonds through this project #2000-68917, and by Transportation Half Cent Sales Tax through project #2210-65089. Street maintenance and rehabilitation is necessary to maximize the life of the city’s residential, collector, and arterial street network. Streets are selected and scheduled annually within the available funding. Specific activities included in this project are: surface preparation, repairs and treatments, and milling and asphalt overlays a needed throughout the city. Project Description: Capital Costs Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $15,498,775 Construction $0 $6,850,000 $4,150,000 $3,099,755 $3,099,755 $2,899,755 Construction $13,788,329 $0 $0 $0 $0 $0 $0 Finance Charges $0 $57,500 $57,500 $57,500 $57,500 $57,500 $287,500 Engineering Charges $0 $26,373 $26,373 $26,373 $26,373 $26,373 $131,865 Arts $0 $68,500 $68,500 $68,500 $68,500 $68,500 $342,500 Miscellaneous/Other $0 $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 $13,788,329 $7,007,373 $4,307,373 $3,257,128 $3,257,128 $3,057,128 $16,285,640 TOTAL Operating Description: No additional O and M is needed at this time. ____________________________________________________________________________________ 297 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2000-HURF/Street Bonds Category: HURF Project: 68920* - Street Lighting ROAM Upgrade (I) Project Description: Capital Costs HURF Bonds Funding Source: The streetlight monitoring contract with ROAM (Remote Operations Asset Management) has allowed the city to improve the performance of the street lighting program while reducing staff and routinely maintaining streetlight outages at less than one percent. Technological changes require 17,000 monitoring photocells supplied exclusively through ROAM to be replaced with upgraded photocells. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $1,500,000 $0 $0 $0 $0 Finance Charges $0 $0 $15,000 $0 $0 $0 $0 Engineering Charges $0 $0 $54,000 $0 $0 $0 $0 Arts TOTAL Operating Description: $0 $0 $15,000 $0 $0 $0 $0 $0 $0 $1,584,000 $0 $0 $0 $0 The annually expenses of $25,000 will cover the cost increase of .$0.10 per node. (20,500 nodes). Project: 68918 - Infill Lighting Program (N) Project Description: Capital Costs HURF Bonds Funding Source: This project installs additional street lighting in areas determined to be inadequate due to a spacing of 350 feet or greater. Infill street lighting requests are initiated by residents or staff and requires approval of affected residents. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $230,000 $230,000 $230,000 $230,000 $230,000 $1,270,630 Finance Charges $0 $3,731 $3,731 $3,731 $3,731 $3,731 $55,965 Engineering Charges $0 $6,841 $6,841 $6,841 $6,841 $6,841 $37,794 Arts $0 $2,300 $2,300 $2,300 $2,300 $2,300 $12,706 $0 $242,872 $242,872 $242,872 $242,872 $242,872 $1,377,095 TOTAL Operating Description: O and M identified provides for up to 22 requested street light installations per year. Expenses cover electricity and maintenance for a light at $125 per year, including monitoring. Project: 68919* - Street Lighting LED Conversion (N) Project Description: Capital Costs Construction TOTAL HURF Bonds Funding Source: LED (Light Emitting Diode) streetlights are more energy efficient than the city’s current HPS (High Pressure Sodium) lights and are shown to have a longer service life. There are 19,000 streetlights that require replacement. The benefit of replacing street lights with LED technology include the reduction of electricity and maintenance costs, projected to be approximately $550,000 annually. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $5,730,000 $0 $0 $0 $0 $0 $0 $5,730,000 Operating Description: ____________________________________________________________________________________ 298 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1650-Transportation Grants FY 2017: Capital Project Expenses Carryover Category: Other FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding New Assets 0 67505 CIP Transport. Grant Reserve 67537 FTA X006 Predesign ArrowheadTC 67538 FTA 0203 Design ArrowheadTC 67552 FTA AZ-57-X016 New Freedom 67553 FTA AZ-90-X114 67556 FTA AZ 90-X124 67559 Park-and-Ride Land Acquisition 67560 Transit Construct-Park & Ride Sub-Total - New Assets Total Project Expenses: 0 143,837 1,052,874 124,585 454,386 420,180 4,318,923 8,478,223 14,993,008 150,000 0 0 0 0 0 0 0 150,000 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 $14,993,008 $150,000 $0 $0 $0 $0 $0 Total FY 2017 Funding: $15,143,008 PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67505 - CIP Transport. Grant Reserve (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: This represents reserve appropriation for unanticipated transportation related grant opportunities that may arise during the fiscal year. Carryover FY 2017 FY 2018 FY 2019 Capital Costs Design TOTAL Operating Description: FY 2020 FY 2021 FYs 22-26 $0 $150,000 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 67537 - FTA X006 Predesign ArrowheadTC (N) Project Description: Grants Funding Source: Grants Funding Source: North Glendale is currently served by multiple transit routes including two express routes, and three local routes. These routes provide regional service to the northwest valley. Many of the routes start/end in the area of Loop 101 and Bell Road. This project will provide the predesign for a centralized facility for routes serving the area to provide transit patron parking, and to promote improved bus flow and accessibility for patrons using the routes serving the area. This project is funded with $635,896 FTA funds received in FY 2011. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $143,837 $0 $0 $0 $0 $0 $0 $143,837 $0 $0 $0 $0 $0 $0 O and M costs identified are for both park-and-ride and transit center. $10,000 for maintenance of river bottom and $14,500 for maintenance of transit center pavement. ____________________________________________________________________________________ 299 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67538 - FTA 0203 Design ArrowheadTC (N) Project Description: Capital Costs Grants Funding Source: North Glendale is currently served by multiple transit routes, including two express routes and three local routes. These routes provide regional service to the northwest valley. Many of the routes start/end in the area of Loop 101 and Bell Road. This project will provide the design for a centralized facility for routes serving the area to provide transit patron parking and to promote improved bus flow and accessibility for patrons using the routes serving the area. This project is funded with $840,366 FTA funds received in FY 2012. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $718,348 $0 $0 $0 $0 $0 $0 Equipment $334,526 $0 $0 $0 $0 $0 $0 $1,052,874 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: O and M costs identified are for both park-and-ride and transit center. $10,000 for maintenance of river bottom and $14,500 for maintenance of transit center pavement. Project: 67552 - FTA AZ-57-X016 New Freedom (N) Project Description: Capital Costs Construction TOTAL Operating Description: This project includes bus stop accessibility and taxi voucher program assistance. The bus stop accessibility project includes solar lights at bus stops that need to be repaired and bringing existing ADA non-compliant stops into compliance. The project also will pay for some of the City's existing taxi subsidy program costs. The taxi subsidy program pays for a part of an individual's transportation costs with medical needs when utilizing the identified vendor. A $286,500 federal New Freedoms grant pays for this project. Carryover FY 2017 FY 2018 FY 2019 Capital Costs Equipment TOTAL Operating Description: FY 2020 FY 2021 FYs 22-26 $124,585 $0 $0 $0 $0 $0 $0 $124,585 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Project: 67553 - FTA AZ-90-X114 (N) Project Description: Grants Funding Source: Grants Funding Source: This project includes four replacement buses and associated maintenance for transit services in Glendale. Glendale Urban Shuttle will get two replacement buses and the other two buses will replace existing Dial-A-Ride buses. Federal funds in the amount of $756,886 and regional sales tax funds in the amount of $80,000 will pay for this project. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $454,386 $0 $0 $0 $0 $0 $0 $454,386 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. These are replacement buses that are currently being maintained. ____________________________________________________________________________________ 300 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67556 - FTA AZ 90-X124 (N) Project Description: Capital Costs Equipment TOTAL Operating Description: Federal Transit Administration (FTA) grant funding for acquisition of replacement transit buses. Savings generated after the acquisition of buses will be applied towards the north Glendale (to be located in the general vicinity of Loop 101/Union Hills Dr) park-and-ride project. Carryover FY 2017 FY 2018 FY 2019 Capital Costs Land TOTAL Operating Description: FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $204,124 $0 $0 $0 $0 $0 $0 $420,180 $0 $0 $0 $0 $0 $0 No additional O & M funds needed. The project replaces existing buses that are being maintained. Grants Funding Source: Acquisition of land for the construction of a park-and-ride lot in the vicinity of Loop 101 & Union Hills Drive. The site is located on the west side of Loop 101 between Union Hills Drive and Beardsley Road. This acquisition will proceed once Federal Transit Administration (FTA) approval is received. The project funding includes $3,514,570 from FTA and $804,353 in regional transit funds. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $4,318,923 $0 $0 $0 $0 $0 $0 $4,318,923 $0 $0 $0 $0 $0 $0 There is no staffing planned for this park-and-ride location. There will be O and M costs associated with the construction Project: 67560 - Transit Construct-Park & Ride (N) Project Description: FY 2020 $216,056 Project: 67559 - Park-and-Ride Land Acquisition (N) Project Description: Grants Funding Source: Grants Funding Source: This project is to construct a park-and-ride lot and a transit center in north Glendale. The site selected for the park-andride lot is located on the west side of Loop 101 between Union Hills Drive and Beardsley Road. The transit center related construction improvements will be done near the north side of the Arrowhead Mall. Capital Costs Carryover Construction $8,275,468 $0 $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 Engineering Charges Arts TOTAL Operating Description: FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $82,755 $0 $0 $0 $0 $0 $0 $8,478,223 $0 $0 $0 $0 $0 $0 The O and M costs for this project will be developed once the project design starts in FY 2015. This information will be provided as soon as it becomes available. The O and M request will be included in the Transportation sales tax funded Program. ____________________________________________________________________________________ 301 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2480-Sanitation Category: Other FY 2017: Capital Project Expenses Carryover FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Replacement of Existing Assets 78001 Rolloff Trucks-Commercial 78002 Frontload Trucks-Commercial 78003 Sideload Trucks-Residential 78004 Loose Trash Equip.-Residential 78005 Repl Pickup Trucks-Sanitation Sub-Total - Existing Assets 0 442,306 1,619,181 0 127,010 2,188,497 0 0 0 343,814 0 343,814 0 291,174 830,154 604,070 130,726 1,856,124 0 294,389 1,323,884 518,646 0 2,136,919 182,741 404,437 1,130,680 354,959 0 2,072,817 0 300,619 857,082 358,763 0 1,516,464 186,672 1,552,030 5,604,931 2,669,920 0 10,013,553 0 0 0 49,950 400,000 449,950 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $2,188,497 $793,764 $1,856,124 $2,136,919 $2,072,817 New Assets 0 78006 *Sanitation Office Space Study 78007 *Solid Waste Information System Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $1,516,464 $10,013,553 $2,982,261 PROJECT DETAIL: 2480-Sanitation Category: Other Project: 78001 - Rolloff Trucks-Commercial (R) Project Description: Capital Costs Sanitation Revenues Funding Source: Sanitation currently has three roll-off trucks in its equipment fleet for its commercial roll-off service. Three roll-off trucks will require replacement over the next ten years as their individual life is nine years. Sanitation vehicles are not included in the vehicle replacement fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $2,741 $0 $2,800 Equipment $0 $0 $0 $0 $180,000 $0 $183,872 $0 $0 $0 $0 $182,741 $0 $186,672 TOTAL Operating Description: No additional O and M is needed since this is the replacement of existing equipment. Project: 78002 - Frontload Trucks-Commercial (R) Project Description: Capital Costs Sanitation Revenues Funding Source: Sanitation currently has 8 frontload trucks and a container delivery truck in its equipment fleet for its Commercial frontload service. At the current replacement schedule of six years for newly purchased equipment, 10 frontload trucks and the container truck will require replacement over the next ten years. Sanitation vehicles are not included in the vehicle replacement fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $4,367 $4,414 $5,976 $4,509 $23,278 Finance Charges $10,650 $0 $0 $0 $0 $0 $0 Equipment $431,656 $0 $0 $0 $0 $0 $0 Equipment $0 $0 $286,807 $289,975 $398,461 $296,110 $1,528,752 $442,306 $0 $291,174 $294,389 $404,437 $300,619 $1,552,030 TOTAL Operating Description: No additional O and M is needed since this is the replacement of existing equipment. ____________________________________________________________________________________ 302 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2480-Sanitation Category: Other Project: 78003 - Sideload Trucks-Residential (R) Project Description: Capital Costs Sanitation Revenues Funding Source: Sanitation currently has 26 side load trucks in its equipment fleet for its residential Solid Waste and recycling collection routes. A total of 37 side load trucks will be purchased over the next ten years as each truck has a six year replacement schedule. Sanitation vehicles are not included in the vehicle replacement fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $12,450 $19,980 $16,960 $12,855 $84,064 Finance Charges $40,125 $0 $0 $0 $0 $0 $0 $1,579,056 $0 $0 $0 $0 $0 $0 Equipment Equipment TOTAL Operating Description: $0 $0 $817,704 $1,303,904 $1,113,720 $844,227 $5,520,867 $1,619,181 $0 $830,154 $1,323,884 $1,130,680 $857,082 $5,604,931 No additional O and M is needed since this is the replacement of existing equipment. Project: 78004 - Loose Trash Equip.-Residential (R) Project Description: Capital Costs Equipment TOTAL Operating Description: Sanitation currently has 12 rearload trucks and 6 tractors in its equipment fleet for its loose trash collection routes. At the current replacement schedule of eight years for newly purchased equipment, 15 rearload trucks and 8 tractors will require replacement over the next ten years. The number of trucks to be replaced each year are the following: one truck and one tractor in FY2017; two trucks and one tractor in FY2018; two trucks in FY2019; one truck and a one tractor in FY2020; one truck and one tractor FY2021; and a total of eight trucks and four tractors during the second five years (FY2022-2026). Sanitation vehicles are not included in the vehicle replacement fund, rather the vehicles are purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 Capital Costs Finance Charges Equipment Equipment TOTAL Operating Description: FY 2020 FY 2021 FYs 22-26 $0 $343,814 $604,070 $518,646 $354,959 $358,763 $2,669,920 $0 $343,814 $604,070 $518,646 $354,959 $358,763 $2,669,920 No additional O and M is needed since this is the replacement of existing equipment. Project: 78005 - Repl Pickup Trucks-Sanitation (R) Project Description: Sanitation Revenues Funding Source: Sanitation Revenues Funding Source: Sanitation currently has six pickup trucks and two mechanic service trucks in its equipment fleet, which will require replacement over the next ten years. FY2018 - replace two pickup trucks at a cost of $34,363 and one mechanic truck at a cost $ 62,000. Sanitation vehicles are not included in the vehicle replacement fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $1,398 $0 $0 $0 $0 $127,010 $0 $0 $0 $0 $0 $0 $0 $0 $129,328 $0 $0 $0 $0 $127,010 $0 $130,726 $0 $0 $0 $0 No additional O and M is needed since this is the replacement of existing equipment. ____________________________________________________________________________________ 303 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2480-Sanitation Category: Other Project: 78006* - Sanitation Office Space Study (N) Project Description: Capital Costs Sanitation Revenues Funding Source: This project is for a new sanitation administration building. Staff are currently located in a trailer on the grounds of the field operations complex. The trailer was installed 13 years ago as a temporary solution. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $45,000 $0 $0 $0 $0 $0 Engineering Charges $0 $4,950 $0 $0 $0 $0 $0 $0 $49,950 $0 $0 $0 $0 $0 TOTAL Operating Description: New furniture and office technology. Project: 78007* - Solid Waste Information System (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Sanitation Revenues Funding Source: This project is Solid Waste Information System (SWIS), either as an in-house City hosted or "Software as a Service" (SaaS) vendor hosted solution. It will be a comprehensive, integrated, enterprise-level Solution for solid waste operations which includes; system software, in-vehicle mobile devices, configuration/implementation/conversion services, and product training/support. It is believed that a new system Solution will bring more operational efficiencies, reduce costs and potentially increase revenues. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $400,000 $0 $0 $0 $0 $0 $0 $400,000 $0 $0 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 304 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2440-Landfill Category: Other FY 2017: Capital Project Expenses Carryover FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 78523 Scalehouse & Road Relocation 78527 MRF Process Line Improvements 78528 Northern Ave LF Improvements 1,304,393 502,161 252,232 0 761,250 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 36,540 0 0 34,518 0 0 0 0 0 2,129,844 0 36,550 0 0 34,518 446,175 0 150,000 0 0 1,428,493 0 36,550 0 187,775 105,105 0 0 0 0 1,551,313 1,880,743 89,422 0 0 0 35,560 0 0 0 0 0 124,982 73,080 0 0 0 0 0 0 624,064 0 0 697,144 0 75,272 1,119,060 0 36,634 1,003,632 0 0 0 0 2,234,598 174,766 77,529 1,152,500 0 0 2,334,489 431,375 0 396,479 0 4,567,138 723,422 3,208,144 0 0 3,931,566 0 102,780 0 435,625 538,405 0 4,361,873 0 0 4,361,873 3,000,000 0 6,574,076 0 9,574,076 6,133,953 0 0 0 6,133,953 0 0 0 0 0 0 0 0 0 0 $6,061,410 $1,966,898 $6,242,616 $9,699,058 $6,831,097 $2,234,598 $4,567,138 Replacement of Existing Assets 78506 Landfill Repl Pickup Trucks 78509 MRF Forklifts 78511 Landfill Compactor Replacement 78512 Fuel Tanker Replacement 78514 Sanitation Insp Trucks - 17740 78520 Landfill Bulldozer Replacement 78521 MRF Loader Replacement 78522 LF Water Pull Tractor Replace 78524 Landfill Motor Grader Replace 78525 Landfill Scraper Equipment Sub-Total - Existing Assets New Assets 0 78503 Landfill Closure (South) 78505 LF Phase Construction (North) 78507 Landfill Soil Excavation 78529 *New Bulldozer Purchase Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $8,028,308 PROJECT DETAIL: 2440-Landfill Category: Other Project: 78523 - Scalehouse & Road Relocation (I) Project Description: Capital Costs Construction TOTAL Operating Description: Landfill Revenues Funding Source: This project provides funding in FY 2016 for Phase 2 of the project and includes the relocation of the equipment maintenance area as well as the fueling station. Construction of Phase 1 of the project, which included relocation of the scalehouse and administrative office trailer as well as realignment of the entrance road will have occurred by the end of FY 2015 at a project cost of $3,906,631. Completion of both phases of this project is necessary to relocate the scale house and other landfill facilities outside of an area in which waste will be placed and prior to closing the south area of the landfill. According to the landfills waste capacity calculations, it will take approximately one year to fill the permitted air space in which the facilities are located currently. It will be necessary to relocate all existing structures occupying this space by 2016 based our anticipated waste acceptance rate. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $1,304,393 $0 $0 $0 $0 $0 $0 $1,304,393 $0 $0 $0 $0 $0 $0 No additional O and M is required for this project. ____________________________________________________________________________________ 305 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2440-Landfill Category: Other Project: 78527 - MRF Process Line Improvements (I) Project Description: Capital Costs Design Finance Charges Finance Charges Equipment Equipment TOTAL Landfill Revenues Funding Source: The Materials Recovery Facility first opened its doors in July of 2000. Since then the MRF has processed over 350,000 tons of recyclable material and recouped over $29,750,000 dollars in revenue. The facility has many moving components and those components have worn over the years. The system is now in need of major renovations and upgrades in order to meet current industry standards with regards to the technology found in today’s recycling processing facilities. The projects to be completed in fiscal years 2016 and 2017 will allow the MRF to install state of the art technology to help capture more recyclables and decrease labor hours in some areas of the facility thus increasing city revenue. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $4,106 $0 $0 $0 $0 $0 $0 $0 $11,250 $0 $0 $0 $0 $0 $8,055 $0 $0 $0 $0 $0 $0 $490,000 $0 $0 $0 $0 $0 $0 $0 $750,000 $0 $0 $0 $0 $0 $502,161 $761,250 $0 $0 $0 $0 $0 Operating Description: Project: 78528 - Northern Ave LF Improvements (I) Project Description: Capital Costs Construction Landfill Revenues Funding Source: This project provides funding for a block wall that will extend to the west along the landfill property at approximately 115th Ave and Northern. It will also allow for the relocation of approximately twenty existing cacti that are to be removed due to the Northern Avenue Parkway construction project. There are currently forty cacti along the right of way that was recently sold to the Maricopa County Department of Transportation (MCDOT). Twenty of the cacti will be donated to the Northern Avenue Parkway Project and will be relocated within Glendale in conjunction with the project and the remaining twenty will be relocated within the Landfil property at Glendale's expense. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $172,000 $0 $0 $0 $0 $0 $0 $12,012 $0 $0 $0 $0 $0 $0 $1,820 $0 $0 $0 $0 $0 $0 Contingency $41,400 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $25,000 $0 $0 $0 $0 $0 $0 $252,232 $0 $0 $0 $0 $0 $0 Engineering Charges Arts TOTAL Operating Description: Project: 78506 - Landfill Repl Pickup Trucks (R) Project Description: Capital Costs Landfill Revenues Funding Source: Landfill currently has six pickup trucks in its equipment fleet that will require replacement over the next ten years. Pickup trucks are used by the landfill inspector, mechanic, crew leader, supervisor, and field employees. This project includes the replacement of four trucks reaching the end of their service life during FY 2019 and 2020. Trucks purchased in 2015 will be replaced in 2025. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the vehicles are purchased with cash or financed at the time of purchase. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $1,322 $1,080 $0 $2,583 Equipment $0 $0 $0 $88,100 $72,000 $0 $172,183 $0 $0 $0 $89,422 $73,080 $0 $174,766 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. ____________________________________________________________________________________ 306 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2440-Landfill Category: Other Project: 78509 - MRF Forklifts (R) Project Description: Capital Costs Landfill Revenues Funding Source: The Materials Recovery Facility (MRF) currently has a total of four forklifts in its fleet used for a variety of heavy lifting purposes including loading, unloading, and transporting recyclable bales. The MRF forklifts have an estimated service life of approximately five years, although replacement schedules may be adjusted depending on hours of use and equipment condition. This project includes the replacement of two forklifts that are expected to reach the end of their serviceable lives in FY17 and FY18 as well as replacement of two forklifts that will be due for replacement in FY 2021. At this current replacement schedule, two of the four forklifts also will require replacement during the second five years (FY 2022-2026). MRF vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $540 $0 $0 $0 $0 $0 $0 Finance Charges $0 $550 $550 $0 $0 $1,112 $1,145 Equipment $0 $36,000 $36,000 $0 $0 $74,160 $76,384 Equipment $36,000 $0 $0 $0 $0 $0 $0 $36,540 $36,550 $36,550 $0 $0 $75,272 $77,529 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. Project: 78511 - Landfill Compactor Replacement (R) Project Description: Capital Costs Landfill Revenues Funding Source: This project provides for the rebuild and or replacement of the landfill compactors, one 836H and one 836K, at the end of their serviceable life or on an appropriate schedule based on current usage hours and equipment condition. The compactors are now being equipped with GPS systems, which will increase landfill compaction and decrease the use of soil for covering waste. The compactors are essential pieces of equipment used on a daily basis for proper placement and compaction of solid waste within the landfill. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund; instead the equipment is purchased with cash or financed at time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $16,600 $17,000 Equipment $0 $0 $0 $0 $0 $1,102,460 $1,135,500 $0 $0 $0 $0 $0 $1,119,060 $1,152,500 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment this is expected to reach the end of its serviceable life. Project: 78512 - Fuel Tanker Replacement (R) Project Description: Capital Costs Landfill Revenues Funding Source: Replacement of the fuel tanker, which was purchased in 2008, and is expected to reach the end of its serviceable life in FY 2018. The fuel tanker truck transports diesel fuel from the onsite storage tank to the landfill heavy equipment located on the active waste disposal area. It is an essential piece of support equipment at the landfill for maximizing operational efficiencies and minimizing equipment downtime. Landfill equipment is not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $2,775 $0 $0 $0 $0 Equipment $0 $0 $185,000 $0 $0 $0 $0 $0 $0 $187,775 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. ____________________________________________________________________________________ 307 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2440-Landfill Category: Other Project: 78514 - Sanitation Insp Trucks - 17740 (R) Project Description: Capital Costs Landfill Revenues Funding Source: This project includes the purchase of seven replacement pickups over a 10-year period. Service life is projected to be approximately seven years and each truck will be replaced based on year of purchase, mileage and condition of the vehicle. Sanitation Inspectors utilize their assigned vehicles daily to educate residents on proper procedures for services and enforce regulations related to refuse collection, recycling collection and bulk trash services. The Sanitation Inspection vehicles are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2021 $0 $0 $0 $0 $0 $0 $0 $34,001 $103,530 $35,027 $0 $36,085 $0 Operating Description: Capital Costs $549 $0 $34,008 $0 $0 $0 $0 $0 $0 $34,518 $34,518 $105,105 $35,560 $0 $36,634 $0 No additional O and M is needed for this project. Project: 78520 - Landfill Bulldozer Replacement (R) Project Description: $0 FYs 22-26 $510 TOTAL $533 FY 2020 Finance Charges Equipment $1,575 FY 2019 $0 Equipment $517 FY 2018 Finance Charges Landfill Revenues Funding Source: Project provides for the rebuild and/or replacement of the landfill bulldozers at the end of their serviceable life or on an appropriate schedule based on current usage hours and equipment condition. A certified powertrain rebuild and undercarriage track replacement was performed on the D8 in FY16. The D9 will undergo a similar repair in FY17. During these rebuilds the landfill will be adding GPS systems to reduce soil usage, improve road building capabilities and waste compaction. This project also includes funds for replacement of the Model D8 bulldozer in FY 2021 and the Model D9 bulldozer in FY 2022. Bulldozers are used at the landfill primarily to push garbage into position for the compactors. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund, Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $5,775 $0 $0 $0 $14,832 $34,499 Equipment $0 $440,400 $0 $0 $0 $988,800 $2,299,990 $0 $446,175 $0 $0 $0 $1,003,632 $2,334,489 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. Project: 78521 - MRF Loader Replacement (R) Project Description: Capital Costs Landfill Revenues Funding Source: This project is for the replacement of a loader used to move recyclables from the Materials Recovery Facility (MRF) tipping floor to the processing line. A CAT950K loader was purchased in FY16 and will require a replacement and/or rebuild in approximately 10 years. MRF vehicles and equipment are not included in the Vehicle Replacement Fund; instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $6,375 Equipment $0 $0 $0 $0 $0 $0 $425,000 $0 $0 $0 $0 $0 $0 $431,375 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. ____________________________________________________________________________________ 308 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2440-Landfill Category: Other Project: 78522 - LF Water Pull Tractor Replace (R) Project Description: Capital Costs Landfill Revenues Funding Source: Replacement of the water pull truck, which was purchased in 2012 and is expected to reach the end of its serviceable life in FY 2020. The water pull truck is a critical piece of support equipment for reducing dust and maintaining compliance with the existing air quality permit. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. $150K in FY17 Power train Rebuild for the 730 Caterpillar Water Pull. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $9,223 $0 $0 Engineering Charges $0 $150,000 $0 $0 $0 $0 $0 Equipment TOTAL Operating Description: $0 $0 $0 $0 $614,841 $0 $0 $0 $150,000 $0 $0 $624,064 $0 $0 No additional O and M is needed since new equipment will replace aging existing equipment. Project: 78524 - Landfill Motor Grader Replace (R) Project Description: Capital Costs Landfill Revenues Funding Source: The project includes the replacement of the motor grader that is expected to reach the end of its serviceable life in FY 2024. The motor grader is an essential piece of support equipment used to establish and maintain the temporary roads on the active portion of the landfill. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $5,859 Contingency $0 $0 $0 $0 $0 $0 $390,620 $0 $0 $0 $0 $0 $0 $396,479 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. Project: 78525 - Landfill Scraper Equipment (R) Project Description: Capital Costs Landfill Revenues Funding Source: The scraper is an essential piece of support equipment that excavates, transports, and stockpiles soil used for covering waste disposed at the landfill. This project provides for either a certified rebuild or a new replacement of the scraper, which is anticipated to occur in FY 2018 based on hours of use and equipment condition. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $22,926 $0 $0 $0 $0 Equipment $0 $0 $1,528,387 $0 $0 $0 $0 $0 $0 $1,551,313 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. ____________________________________________________________________________________ 309 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2440-Landfill Category: Other Project: 78503 - Landfill Closure (South) (N) Project Description: Capital Costs Landfill Revenues Funding Source: Project provides for closure of the south area of the landfill after the permitted air space is completely filled with waste. A landfill reaching its permitted capacity is required by federal and state law to be closed with a final cover system, which includes a vegetative layer, a compacted soil layer, additional gas system wells, erosion control, and storm water control measures. Related projects are 78505 and 78507. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $250,000 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $250,000 $0 $0 $376,320 $0 $0 $0 $0 $0 $0 $0 Construction Construction $0 $0 $0 $0 $0 $4,152,522 $0 Finance Charges $10,859 $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $136,901 $0 $0 Engineering Charges $7,216 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $0 $0 $0 $92,500 $0 $0 Arts $3,763 $0 $0 $0 $0 $0 $0 Arts $0 $0 $0 $0 $71,525 $0 $0 Contingency $75,264 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $1,430,505 $0 $0 Miscellaneous/Other TOTAL Operating Description: $0 $0 $0 $3,000,000 $0 $0 $0 $723,422 $0 $0 $3,000,000 $6,133,953 $0 $0 Funds provided in supplies/contracts are annual costs for post-closure ($220,554) at the landfill. Post-closure costs include monitoring, maintenance, and repair of the following items: landfill gas control system, groundwater monitoring system, storm water monitoring, final cover/vegetative cover inspection, landfill settlement monitoring, access roads, drainage control system, site security inspection, and administrative reporting. Annual post-closure maintenance, monitoring, and repair activities will begin once closure of the south area is completed. Operating Costs FY 2017 Supplies/Contr $2,205,540 FY 2018 $2,205,540 FY 2019 FY 2020 $2,205,540 $2,205,540 Project: 78505 - LF Phase Construction (North) (N) Project Description: Capital Costs Design FY 2021 $0 FYs 22-26 $11,027,700 Landfill Revenues Funding Source: This project is required for the development of the northern portion of the landfill and includes phased installation of a liner, a gas collection system and a leachate collection system. Funds identified as "carryover" ($102,780) and in FY 2016 ($4,614,000) will pay for construction of North Phase 1a, which is anticipated to begin accepting waste in 2017. Funds identified in FY 2017 ($102,780) will be used for engineering design of North Phase 1b. Funds identified in FY 2018 ($4,361,873) will pay for construction of North Phase 1b, which is anticipated to begin accepting waste in 2018. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $100,000 $100,000 $0 $0 $0 $0 Construction $3,208,144 $0 $0 $0 $0 $0 $0 Construction $0 $0 $3,432,000 $0 $0 $0 $0 Finance Charges $0 $1,542 $65,428 $0 $0 $0 $0 Engineering Charges $0 $1,238 $43,725 $0 $0 $0 $0 Arts $0 $0 $34,320 $0 $0 $0 $0 Contingency TOTAL Operating Description: $0 $0 $686,400 $0 $0 $0 $0 $3,208,144 $102,780 $4,361,873 $0 $0 $0 $0 No additional O and M is needed for this project. ____________________________________________________________________________________ 310 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2440-Landfill Category: Other Project: 78507 - Landfill Soil Excavation (N) Project Description: Capital Costs Landfill Revenues Funding Source: This project provides for excavation of Phase 1 in the north expansion area to prepare for future landfill cell development. It includes excavation of approximately one-third of the north expansion area, access road improvements in areas located between the north area, the Materials Recovery Facility (MRF), the new administration and maintenance area, as well as utility relocations. Excavated soil will be stockpiled in various storage locations on the landfill property. Excavation of the remaining two-thirds will occur as part of future landfill phase construction. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $100,000 $0 $0 $0 Construction $0 $0 $0 $5,221,458 $0 $0 $0 Finance Charges $0 $0 $0 $98,611 $0 $0 $0 Engineering Charges $0 $0 $0 $92,500 $0 $0 $0 Arts $0 $0 $0 $52,215 $0 $0 $0 Contingency $0 $0 $0 $1,009,292 $0 $0 $0 $0 $0 $0 $6,574,076 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed at this time. Project: 78529* - New Bulldozer Purchase (N) Project Description: Capital Costs Landfill Revenues Funding Source: Purchase of a new D-6 Caterpillar (CAT) Bulldozer which has proven to be a more cost effective unit to perform erosion control and soil utilization at the city Landfill and Materials Recovery Facility (MRF). This unit is a lighter, more agile unit than the existing bulldozers (Caterpillar D-8 & D-9) which in turn will reduce maintenance and fuel costs, while increasing efficiency. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $6,375 $0 $0 $0 $0 Arts $0 $4,250 $0 $0 $0 $0 $0 Equipment $0 $425,000 $0 $0 $0 $0 $0 $0 $435,625 $0 $0 $0 $0 $0 TOTAL $0 Operating Description: ____________________________________________________________________________________ 311 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2120-Airport Capital Grants FY 2017: Capital Project Expenses Carryover Category: Other FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 79523 Airport Layout Plan Narrative T1472 Airport EA for Channelization 49,964 0 0 0 0 0 0 0 0 0 0 286,590 0 0 904,787 0 0 0 954,751 4,101,055 0 315,000 334,355 4,750,410 1,043,665 0 0 0 1,043,665 0 2,856,347 0 0 2,856,347 0 1,862,119 0 0 1,862,119 0 0 0 0 286,590 0 0 0 0 0 50,000 50,000 0 0 0 0 0 0 0 0 0 0 0 0 $1,004,751 $4,750,410 $1,043,665 $2,856,347 $1,862,119 $286,590 $0 Replacement of Existing Assets 79524 North Apron R&R 79526 South Apron R&R 79527 *AWOS Weather Reporting Equip. T1477 FAR Part 150 Update Sub-Total - Existing Assets New Assets 0 79519 Airport-Capacity Study Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $5,755,161 PROJECT DETAIL: 2120-Airport Capital Grants Project: 79523 - Airport Layout Plan Narrative (I) Project Description: Capital Costs TOTAL Operating Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Grants/City Match Funding Source: Revise the existing Airport Layout Plan (ALP) and airport forecasts to be able to secure both state and federal funding for airport projects. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $49,964 $0 $0 $0 $0 $0 $0 $49,964 $0 $0 $0 $0 $0 $0 This is a study/plan, which will not require any O and M. Project: T1472 - Airport EA for Channelization (I) Project Description: Category: Other Funding Source: Grants/City Match Conduct an Environmental Assessment for channelization of the New River to protect the runway safety area from erosion. Channelization includes the physical change to the inner bank boundary of the River. The project is to be funded with $286,590 FAA (91.06%) and ADOT (4.47%) funds in FY 2021. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $286,590 $0 $0 $0 $0 $0 $0 $286,590 $0 No additional O and M is required for this project. ____________________________________________________________________________________ 312 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2120-Airport Capital Grants Project: 79524 - North Apron R&R (R) Project Description: Capital Costs Category: Other Grants/City Match Funding Source: The north apron project includes reconstruction (59,200 square yards) in FY 2017 and rehabilitation (54,000 square yards) in FY 2018. The portion of the north apron that is beyond rehabilitation is to be reconstructed in FY 2017. The rehabilitation project in FY 2018 would preserve and extend the life of the rest of north apron. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Miscellaneous/Other $904,787 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $4,101,055 $1,043,665 $0 $0 $0 $0 $904,787 $4,101,055 $1,043,665 $0 $0 $0 $0 TOTAL Operating Description: This project rebuilds and rehabilitates existing pavement on the north apron. Project: 79526 - South Apron R&R (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: The south apron project includes reconstruction (38,000 square yards) in FY 2019 and rehabilitation (93,000 square yards) in FY 2020. The portion of the south apron that is beyond rehabilitation is to be reconstructed in FY 2019. The rehabilitation project in FY 2020 would preserve and extend the life of the rest of north apron. Carryover FY 2019 FY 2020 $0 FY 2017 $0 FY 2018 $0 $2,856,347 $1,862,119 $0 $0 $0 $0 $0 $2,856,347 $1,862,119 $0 $0 Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: FYs 22-26 Grants/City Match Funding Source: Procure and install a replacement of Automated Weather Observation System (AWOS) equipment. Additional wind indicator and a new wind sock are a part of this project. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $315,000 $0 $0 $0 $0 $0 $0 $315,000 $0 $0 $0 $0 $0 This project replaces exisitng AWOS equipment. Project: T1477 - FAR Part 150 Update (R) Project Description: FY 2021 This project rebuilds and rehabilitates existing pavement on the south apron. Project: 79527* - AWOS Weather Reporting Equip. (R) Project Description: Grants/City Match Funding Source: Grants/City Match Funding Source: Produce updated Noise Exposure Maps and Land Use Plan last updated in 1993. An update of the Part 150 Study is required every 20 years. Noise Exposure Maps and Land Use Planning elements help coordinate development near the Airport. This will be funded 91.06% by the FAA and 4.47% by ADOT. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $334,355 $0 $0 $0 $0 $0 $0 $334,355 $0 $0 $0 $0 $0 No O and M is needed for this study project. ____________________________________________________________________________________ 313 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2120-Airport Capital Grants Project: 79519 - Airport-Capacity Study (N) Project Description: Capital Costs TOTAL Operating Description: Category: Other Grants/City Match Funding Source: The capacity study is a joint study between the City of Glendale and John F. Long to determine if there is a need for a second runway. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $50,000 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. ____________________________________________________________________________________ 314 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2070-General Gov Capital Proje FY 2017: Capital Project Expenses Carryover Category: Other FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets 70800 Building Maint. Reserve 70801 Camelback Ranch Maint. Reserve 70803 Capital Repair-Arena 70804 *Tennis Courts at Paseo Park 84551 Civic Center Renovation F0003 *Electrical Repairs/Replacement F0004 *Exterior Repairs/Replacements F0005 *City Hall - HVAC System T1160 City Hall Parking Garage 2,063,195 862,253 500,000 0 0 0 0 0 0 1,300,000 836,752 1,500,000 400,000 0 0 0 0 0 500,000 836,752 500,000 0 0 0 0 0 0 500,000 836,752 500,000 0 0 0 0 0 0 500,000 836,752 500,000 0 0 0 0 0 0 500,000 836,752 1,000,000 0 0 0 0 0 0 2,500,000 4,183,760 5,000,000 0 4,123,974 1,500,000 500,000 3,452,250 1,675,193 0 0 0 0 0 0 0 0 0 0 0 3,425,448 1,000,000 0 650,000 0 0 0 0 0 0 0 0 5,686,752 0 1,649,850 0 0 0 0 0 0 0 0 0 3,486,602 0 0 0 0 0 0 0 0 0 0 0 1,836,752 0 0 0 0 0 0 0 0 0 0 0 1,836,752 0 0 0 0 0 0 0 0 0 0 0 2,336,752 0 0 0 2,500,000 175,000 2,500,000 1,500,000 250,000 582,474 610,122 616,071 31,668,844 0 0 0 668,646 99,655 768,301 668,646 329,789 998,435 0 0 0 1,086,822 0 1,086,822 0 0 0 0 0 0 $3,425,448 $6,455,053 $4,485,037 $1,836,752 $2,923,574 Replacement of Existing Assets 70805 Heart Monitors 70806 Replacement of Airpacks 70807 Purchase of Turnout Gear 77503 *Exterior Closure (Roofing) 81067 Civic Ctr. Maintenance F0001 *HVAC Repair/Replacements F0002 *Interior Repairs/Replacements T4620 Resurface Library Parking Lots T4730 Fuel Sites Equipment Upgrade T5320 EOC Equipment Replacement T5380 Replace HazMat Vehicle Sub-Total - Existing Assets New Assets 0 70808 *CBR Land IGA 70809 *Emergency Vehicle Preemption Sub-Total - New Assets Total Project Expenses: Total FY 2017 Funding: $2,336,752 $31,668,844 $9,880,501 PROJECT DETAIL: 2070-General Gov Capital Proje Project: 70800 - Building Maint. Reserve (I) Project Description: Capital Costs Carryover $2,063,195 TOTAL Other Funding Source: This project is intended to support carryover of the building maintenance reserve for emergency and unplanned repairs and replacement of building components for various city facilities Miscellaneous/Other Miscellaneous/Other Category: Other FY 2017 $0 FY 2018 $0 FY 2019 $0 FY 2020 $0 FY 2021 $0 FYs 22-26 $0 $0 $1,300,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $2,063,195 $1,300,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 Operating Description: ____________________________________________________________________________________ 315 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2070-General Gov Capital Proje Project: 70801 - Camelback Ranch Maint. Reserve (I) Project Description: Capital Costs Category: Other Other Funding Source: Camelback Ranch Maint. Reserve Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $59,224 $0 $0 $0 $0 $0 $0 Design $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 Design $100,000 $0 $0 $0 $0 $0 $0 Construction $0 $525,000 $525,000 $525,000 $525,000 $525,000 $2,625,000 Construction $491,277 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $9,250 $9,250 $9,250 $9,250 $9,250 $46,250 Engineering Charges $9,250 $0 $0 $0 $0 $0 $0 Arts $0 $5,250 $5,250 $5,250 $5,250 $5,250 $26,250 Arts $5,250 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $197,252 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $197,252 $197,252 $197,252 $197,252 $197,252 $986,260 $862,253 $836,752 $836,752 $836,752 $836,752 $836,752 $4,183,760 TOTAL Operating Description: Project: 70803 - Capital Repair-Arena (I) Project Description: Capital Costs Other Funding Source: City's contractual obligation to annually fund the capital repair at the arena per the July 8, 2013 agreement. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Miscellaneous/Other $500,000 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $1,500,000 $500,000 $500,000 $500,000 $1,000,000 $5,000,000 $500,000 $1,500,000 $500,000 $500,000 $500,000 $1,000,000 $5,000,000 TOTAL Operating Description: Project: 70804* - Tennis Courts at Paseo Park (I) Project Description: Capital Costs Miscellaneous/Other TOTAL Other Funding Source: Tennis court resurfacing at Paseo Park Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $400,000 $0 $0 $0 $0 $0 $0 $400,000 $0 $0 $0 $0 $0 Operating Description: ____________________________________________________________________________________ 316 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2070-General Gov Capital Proje Project: 84551 - Civic Center Renovation (I) Project Description: Capital Costs Category: Other Other Funding Source: This enhancement would create another signature feature at the Glendale Civic Center. The east courtyard would be converted into more meeting room space with sky lighting. This project also involves renovating and developing the grass (open space), south of the Civic Center into functional use space that can be booked for private events. This 5,000 square foot renovation to the Civic Center will enhance amenities, provide more pre-function space, attract clients and allow the facility to remain competitive within the surrounding marketplace. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $0 $0 $0 $0 $0 $756,000 Construction $0 $0 $0 $0 $0 $0 $2,633,126 Finance Charges $0 $0 $0 $0 $0 $0 $50,850 Engineering Charges $0 $0 $0 $0 $0 $0 $62,699 Arts $0 $0 $0 $0 $0 $0 $26,331 Equipment $0 $0 $0 $0 $0 $0 $130,000 Contingency $0 $0 $0 $0 $0 $0 $394,968 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $70,000 $0 $0 $0 $0 $0 $0 $4,123,974 TOTAL Operating Description: Additional O and M will be needed in FY 2021. This project would include staffing of one Service Worker III position to help maintain the facility and provide additional supervision for event set-up as well for the renovated space and one secretary to assist with office support needs and increased events and bookings. Supplies are figured at $0.75 per sq ft and $3,000 for ongoing supplies/contracts, utilities at $2.80 per sq ft, electrical at $1,800 annually, building maintenance at $2.00 per sq ft, equipment maintenance at $0.40 per sq ft and building water usage at $0.195 per sq ft for 5,000 sq ft of expanded Civic Center space. The Civic Center currently maintains 65% of the landscaping in the areas addressed in this request, so no new funding is needed for landscaping or refuse. A landscape company provides the other 35% of service. Currently the project is set up as a one time expense with no ongoing O and M ,any on going O and M costs related to this project will be absorbed by the Civic Center budget once the project is completed. A supplemental budget request will be submitted once the project is brought to completion. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Staffing $0 $0 $0 $0 $0 $5,312,960 Supplies/Contr $0 $0 $0 $0 $0 $337,190 Utilities $0 $0 $0 $0 Bldg. Maint. Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Insurance $0 $0 $0 $0 Electrical Water $0 $0 $0 $0 $0 $0 $0 $0 Project: F0003* - Electrical Repairs/Replacement (I) Project Description: Capital Costs Equipment TOTAL $0 $0 $0 $0 $700,000 $499,550 $99,910 $60,690 $89,920 $35,720 Other Funding Source: This project provides for funding in support of an annual program for the replacement and upgrade of lighting and electrical systems, which are required to restore lighting in city parks and upgrade lighting in city buildings. These upgrades are expected to reduce the consumption of electricity usage citywide and restore safety and security for citizens utilizing city parks and facilities. In FY 2022, these projects include lighting replacement at Bonsall North, Rose Lane and Sahuaro Ranch Parks. The ongoing costs from FY 2023 to FY 2026 include funding for the annual program as well as previously deferred projects to upgrade park lighting systems. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $1,500,000 Operating Description: ____________________________________________________________________________________ 317 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2070-General Gov Capital Proje Project: F0004* - Exterior Repairs/Replacements (I) Project Description: Capital Costs Equipment TOTAL Category: Other Other Funding Source: This project provides funding in support of an annual program for all exterior repairs and replacements such as painting, sealing, siding replacements, carpentry repairs, window and door replacements, ADA compliance, and plumbing repairs. Exterior repairs to city buildings are estimated to cost $100,000 annually and are needed to preserve, protect and extend the useful life of the infrastructure. In FY 2022, project funding includes the replacement of siding and sealing/painting at Sahuaro Ranch Park and the airport terminal. Keeping the exterior surface coated in paint products protects the underlying building materials. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $500,000 Operating Description: Project: F0005* - City Hall - HVAC System (I) Project Description: Capital Costs Other Funding Source: Project provides for replacements and upgrades to the existing heating, ventilating and air conditioning (HVAC) system at Glendale city hall. Three floors of city hall (basement, sub-basement, and aspects of the first floor) were upgraded in previous fiscal years; whereas the remaining floors were deferred to upcoming years in the capital plan. Because the overall HVAC system has reached the end of its serviceable life, this project includes funding for the remaining floors (second, third, fourth and council chambers). Upgrades will include replacement of air handling units on each floor, enhancements to the control units in each suite, ductwork, piping, and associated electrical work. The HVAC system upgrades will improve indoor air quality and provide a new HVAC system life capacity of an additional 20+ years for the entire building. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Construction $0 $0 $0 $0 $0 $0 $1,050,000 Finance Charges $0 $0 $0 $0 $0 $0 $56,250 Engineering Charges $0 $0 $0 $0 $0 $0 $48,000 Arts $0 $0 $0 $0 $0 $0 $10,500 Equipment $0 $0 $0 $0 $0 $0 $2,100,000 Contingency $0 $0 $0 $0 $0 $0 $187,500 $0 $0 $0 $0 $0 $0 $3,452,250 TOTAL Operating Description: ____________________________________________________________________________________ 318 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2070-General Gov Capital Proje Project: T1160 - City Hall Parking Garage (I) Project Description: Capital Costs Category: Other Other Funding Source: As part of the emergency garage repair in FY 2009, the structural engineer provided additional maintenance recommendations for the remainder of the city hall garage related to replacement or repair of synthetic cushions. Over the past 25 years, the natural expansion and contraction of the structure's elements have pushed out of place many of the synthetic cushions on which the 366 concrete beams are seated. This has caused the concrete to wear against bare concrete causing deterioration. Also, there are four locations that have significant deterioration that will require extra maintenance and repair before the deterioration becomes more costly. Carryover Design $0 Construction Finance Charges FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $1,300,000 $0 $0 $0 $0 $0 $0 $33,504 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $13,000 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $135,689 $0 $0 $0 $0 $0 $0 $1,675,193 No additional O and M is needed for this project. Project: 70805 - Heart Monitors (R) Project Description: Capital Costs Other Funding Source: Purchase of 36 cardiac monitors. Currently, the department's heart monitors are adequate to provide service; however by FY 2019 they will be 14 to 15 years old and are expected to reach the end of their useful life. Heart monitors are considered a capital expenditure due to the type of equipment requiring to be updated all at the same time which cannot be phased in when replaced. Personnel must all be able to train and work on the same type, make and model of equipment. The department will continue to seek alternative funding mechanisms such as grants as they become available. Heart monitors are currently on a maintenance contract which will cover the cost to repair or replace a malfunctioned monitor through FY2013. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $20,000 $0 $0 $0 $0 $0 Equipment $0 $980,000 $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 TOTAL Operating Description: O and M for the heart monitors would be needed starting in FY 2020. O and M will include two batteries a year per unit at ($225 per battery x 60) and a 3% inflation has been added per year. A supplemental budget request will be submitted for once the project is near completion. O & M is currently budgeted in medical supplies. ____________________________________________________________________________________ 319 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2070-General Gov Capital Proje Project: 70806 - Replacement of Airpacks (R) Project Description: Capital Costs Category: Other Other Funding Source: Replacement of self-contained breathing apparatus (SCBAs) or air packs. The current supply is in compliance with National Fire Protection Association Standards through FY 2017. In FY 2017, 150 air packs will be outdated and in need of replacement. The useful life span of SCBAs is 7-10 years. Upgrades were completed in 2013 for all air packs. As components of the air packs fail, the department will repair or replace them using the department operating budget. Air packs are considered a capital expenditure due to the type of equipment requiring to be updated all at the same time; which cannot be phased in when replaced. Personnel must all be able to train and work on the same type, make and model of equipment. The department will continue to seek alternative funding mechanisms such as grants as they become available. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $32,350 $0 $0 $0 $0 Equipment $0 $0 $1,617,500 $0 $0 $0 $0 $0 $0 $1,649,850 $0 $0 $0 $0 TOTAL Operating Description: O and M includes maintenance and repair at $70,000 annually and an additional $36,000 (once every 5 years) for 2 hydro tests on 300 bottles at $60.00 per bottle that is performed every 5 years. The current SCBA budget is $17,291 and does not cover the O and M identified; an additional $350,000 is necessary. The $70,000 for annual maintenance and repair will be needed the year after purchase. A supplemental budget request will be submitted once the project is near completion. Project: 70807 - Purchase of Turnout Gear (R) Project Description: Capital Costs Equipment TOTAL Other Funding Source: Purchase of 120 sets of Fire Turnout Gear. This is the second set of turnout gear. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $650,000 $0 $0 $0 $0 $0 $0 $650,000 $0 $0 $0 $0 $0 Operating Description: Project: 77503* - Exterior Closure (Roofing) (R) Project Description: Capital Costs Equipment TOTAL Other Funding Source: This project provides funding in support of an annual roof repair and replacement program. Ongoing roofing repairs and replacements are required to improve the condition of City facilities and extend the useful life of the infrastructure. Citywide condition assessments will be conducted annually to evaluate roof conditions. In FY 20122, repairs or replacements to roofs at the Main Library, airport terminal, and Sahuaro Ranch Park buildings will be completed. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $0 $2,500,000 Operating Description: ____________________________________________________________________________________ 320 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2070-General Gov Capital Proje Project: 81067 - Civic Ctr. Maintenance (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Equipment TOTAL Other Funding Source: The Civic Center's maintenance reserve annual allocation has been moved to operations as ongoing repair and maintenance of facility. The reserve will ensure that the Civic Center remains a competitive and high quality event venue and it is essential to the continued success of the facility. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $175,000 $0 $0 $0 $0 $0 $0 $175,000 No additional O and M is needed. Project: F0001* - HVAC Repair/Replacements (R) Project Description: Category: Other Other Funding Source: This project provides funding in support of an annual repair and replacement program for existing heating, ventilating and air conditioning (HVAC) systems at various city buildings, which have reached the end of their service life. The replacements and upgrades identified in the annual HVAC Repair/Replacement Program are estimated to cost $500,000 annually. These HVAC system upgrades will improve air quality and renew life cycles of the replaced units. Projects in FY 2022 include the airport terminal, community center north, and equipment management. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $0 $2,500,000 Operating Description: Project: F0002* - Interior Repairs/Replacements (R) Project Description: Capital Costs Equipment TOTAL Other Funding Source: This project provides funding in support of an annual program for interior building repairs and replacements such as flooring, ceiling tiles, carpeting, painting, wall coverings, ADA compliance, plumbing, fire protection upgrades and carpentry. Interior repair to city buildings are estimated to cost $300,000 annually and are needed to preserve, protect and extend the useful life of infrastructure. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $0 $1,500,000 Operating Description: ____________________________________________________________________________________ 321 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2070-General Gov Capital Proje Project: T4620 - Resurface Library Parking Lots (R) Project Description: Capital Costs Carryover TOTAL FY 2017 FY 2018 FY 2019 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $250,000 O and M is required for asphalt maintenance starting in 2021. The industry standard for asphalt maintenance is to seal every 2-3 years from the completion date. This type of maintenance includes crack sealing and restriping of parking lots. A supplemental budget request will be submitted once the project is near completion. Adjusted for the future, the annual O and M would be $30,479 for both lots (approximately $15,240 for each lot/year). FY 2017 Bldg. Maint. $0 FY 2018 $0 FY 2019 $0 Project: T4730 - Fuel Sites Equipment Upgrade (R) Capital Costs FY 2020 $0 Operating Costs Project Description: Other Funding Source: This is a request to fund the repaving and sealing of the 26-year old asphalt parking lot at the Main Library and slurry seal the 14-year old parking lot at the Foothills Branch Library. The Main Library's parking lot has deteriorated to the point that a 1 1/2" fabric overlay is needed. The estimated cost to repair this is $97,283. A heavy grade slurry seal is recommended for the Foothills Branch Library in order to preserve the life span of the asphalt, which, with proper maintenance, should reach 20-30 years. The estimated cost for this is $33,188. Miscellaneous/Other Operating Description: Category: Other FY 2020 FY 2021 $0 $0 FYs 22-26 $609,580 Other Funding Source: This project reflects the replacement of all City of Glendale fuel dispensing equipment that will reach its maximum useful life over the next ten years. The project includes installation of new fuel dispensing pumps, monitoring and tank leak detection systems and replacement of the fuel tracking system at The Field Operations Center, Fire Station 153 and Fire Station 155. Completion of this project will ensure reporting accuracy, equipment stability and integrity, and improved customer service. Carryover Design $0 Construction Finance Charges FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $5,357 $0 $0 $0 $0 $0 $0 $518,397 $0 $0 $0 $0 $0 $0 $2,872 Engineering Charges $0 $0 $0 $0 $0 $0 $25,664 Arts $0 $0 $0 $0 $0 $0 $5,184 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $582,474 The software is a one-time purchase and the yearly license agreement will be paid through the departments existing budget.. No annual maintenance is required, if repairs are required vendors will be paid through existing operational budgets. Contributions to the Technology Replacement Fund are being made for the hardware currently being used and no additional hardware would be needed at this time. Operating Costs Supplies/Contr $0 $0 FY 2017 $0 FY 2018 $0 FY 2019 $0 FY 2020 $0 FY 2021 $0 FYs 22-26 $10,000 ____________________________________________________________________________________ 322 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2070-General Gov Capital Proje Project: T5320 - EOC Equipment Replacement (R) Project Description: Capital Costs Category: Other Other Funding Source: This project funds the replacement of the information technology based equipment in the City’s Emergency Operations Center (EOC), and places the EOC equipment in the city’s technology replacement fund (TRF) to ensure software and hardware updates occur in conjunction with normal city rollouts. The EOC was built in 2006 and EOC equipment was not funded for the TRF due to the annual cost. Equipment updates were to be funded through the capital improvement process as equipment reached the end of its service life. Not being part of the TRF, results in lack of timely equipment replacement and unfunded requirements each time there is a software update, modifications to hardware are required, or there are equipment failures. The frequency of these unfunded requirements continues to rise as the equipment ages. EOC equipment will be two and a half times past its typical service life in the year 2020. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $14,881 IT/Phone/Security $0 $0 $0 $0 $0 $0 $595,241 $0 $0 $0 $0 $0 $0 $610,122 TOTAL Operating Description: This project will replace existing equipment and systems at the EOC. This equipment will be placed in the technology replacement fund at a cost of $152,530 annually, or $610,122 over the four year replacement cycle. Approximately 1/4 of the equipment will be replaced each year. The equipment includes the audiovisual, software, hardware, and communications equipment used in the EOC to support emergency and special event operations. Operating Costs FY 2017 PC/Vehicle Replacement $0 FY 2018 $0 FY 2019 $0 Project: T5380 - Replace HazMat Vehicle (R) Project Description: Capital Costs FY 2020 FY 2021 $0 $0 FYs 22-26 $8,177,030 Other Funding Source: Replacement of a HazMat vehicle for the hazardous materials team. The current truck will have served its useful life of 10 years by FY 2019. This vehicle is supported by Fleet Management staff and anticipated mileage is 10,000 miles per year. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Finance Charges $0 $0 $0 $0 $0 $0 $12,321 Equipment $0 $0 $0 $0 $0 $0 $603,750 $0 $0 $0 $0 $0 $0 $616,071 TOTAL Operating Description: No additional O and M is needed since the Hazmat truck will be replacing the current vehicle, which will not be used as a reserve vehicle. Project: 70808* - CBR Land IGA (N) Project Description: Capital Costs Land TOTAL Other Funding Source: This is an intergovernmental agreement with the City of Phoenix for repayment of land at Camelback Ranch Facility. The agree states the City will pay the following amounts: FY 17 and 18 $668,646 - FY 20 $1,086,822 Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $668,646 $668,646 $0 $1,086,822 $0 $0 $0 $668,646 $668,646 $0 $1,086,822 $0 $0 Operating Description: ____________________________________________________________________________________ 323 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2070-General Gov Capital Proje Project: 70809* - Emergency Vehicle Preemption (N) Project Description: Capital Costs Category: Other Other Funding Source: The fifty-eight (58) high-priority Emergency Vehicle Preemption (EVP) installation intersections (located citywide). Fortyeight (48) will be located at arterial to arterial intersections, five (5) will be located at fire station access signals, and five (5) will be located along high priority corridors. Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Design $0 $95,000 $0 $0 $0 $0 $0 Construction $0 $0 $311,416 $0 $0 $0 $0 Engineering Charges $0 $4,655 $15,259 $0 $0 $0 $0 Arts $0 $0 $3,114 $0 $0 $0 $0 $0 $99,655 $329,789 $0 $0 $0 $0 TOTAL Operating Description: Estimate confirmation lights will need bulb replaced once a year. (58 locations X 4 bulbs X $5). Estimate 5% of EVP equipment will need to be replaced in first 5 years and then 10% after that. Estimate after 5 years, trouble calls will be 3 visits to each location annually with 75% being after hours. (3 X 58 locations X 2 hr callout X $30 X 75%). ____________________________________________________________________________________ 324 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 2150-Technology Infrastructure FY 2017: Capital Project Expenses Carryover Category: Other FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding Existing Assets Improvement of Existing Assets T7010 Traffic Management Center 0 0 0 0 0 0 1,325,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,500,000 1,020,000 4,845,000 $0 $0 $0 $0 $0 $0 $4,845,000 Replacement of Existing Assets T7030 Project/Permit Tracking System T7050 Facility Audio/Visual Systems Sub-Total - Existing Assets Total Project Expenses: Total FY 2017 Funding: $0 PROJECT DETAIL: 2150-Technology Infrastructure Project: T7010 - Traffic Management Center (I) Project Description: Capital Costs Carryover $0 Equipment TOTAL FY 2017 $0 FY 2018 FY 2019 Capital Costs FY 2021 $0 $0 $0 FYs 22-26 $25,000 $0 $0 $0 $0 $0 $0 $1,300,000 $0 $0 $0 $0 $0 $0 $1,325,000 No additional O and M is needed. This project replaces and upgrades the existing system. O and M of this system is currently funded in the Transportation Department operating budget. General Fund Funding Source: The current project/permit system provides automated tracking of all construction projects and city assets. The system is used by the Building Safety, Planning, Transportation, Utilities, Sanitation, Fire, Engineering, Code Compliance, and Economic Development departments for plan review and inspections. The city's current system is supported by Infor which is not expected to continue support indefinitely. Funding is requested to replace or upgrade the current system with a web-based system before the current system becomes obsolete. Carryover Miscellaneous/Other TOTAL Operating Description: FY 2020 $0 Project: T7030 - Project/Permit Tracking System (R) Project Description: General Fund Funding Source: The city acquired the Mobile Command Center (MCC) in 2000 and opened the Traffic Management Center (TMC) in 2004 (upgraded in 2014) to improve the city’s management of incidents, events, and day-to-day traffic. Signal system management software along with audio/visual and communications equipment within these two centers needs to be upgraded to enhance system functionality and coordination between the Police Department, Traffic Management Center, and Emergency Operations Center. IT/Phone/Security Operating Description: Category: Other FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $0 $2,500,000 The $160,902 is required for the ongoing service and maintenance agreement associated with the software purchase. Staffing is for a Database Administrator. This FTE would provide ongoing technical assistance and support to the nine departments using the system. The current system maintenance costs are $43,000 per year, with increases of approximately 2% per year. The requirements for the new system are in addition to this current cost. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 Staffing $0 $0 $0 $0 $0 $3,744,100 Supplies/Contr $0 $0 $0 $0 $0 $1,609,020 ____________________________________________________________________________________ 325 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ PROJECT DETAIL: 2150-Technology Infrastructure Project: T7050 - Facility Audio/Visual Systems (R) Project Description: Capital Costs Category: Other General Fund Funding Source: This project covers replacement of citywide audio/visual (A/V) equipment. The serviceable life for a number of the identified systems have been extended beyond their expected life cycle, currently all systems are functioning properly. The systems identified for future replacement include: the Sahuaro Ranch ball complex, the Foothills ball complex and city pools, A/V equipment in the City Hall Complex, the Main Library A/V and lighting systems, the Adult Center’s audio, lighting and security systems, the Foothills Library, and the security camera systems at the Foothills Skate Court and WARP X-Court. Carryover Equipment TOTAL FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $0 $0 $0 $0 $0 $0 $1,020,000 $0 $0 $0 $0 $0 $0 $1,020,000 Operating Description: Operating Costs PC/Vehicle Replacement FY 2017 $0 FY 2018 $0 FY 2019 $0 FY 2020 $0 FY 2021 $0 FYs 22-26 $7,584,900 ____________________________________________________________________________________ 326 ANNUAL BUDGET FY2017-2027 CAPITAL IMPROVEMENT PLAN Fiscal Year 2016-2017 Project Details ____________________________________________________________________________________ FUND SUMMARY: 1220-Arts Commission FY 2017: Capital Project Expenses Carryover Category: Other FY 2018: FY 2019: FY 2020: FY 2021: FYs 22-26: New Funding New Assets 0 84650 Municipal Arts Program Sub-Total - New Assets Total Project Expenses: 483,849 483,849 200,000 200,000 200,000 200,000 200,000 200,000 142,943 142,943 0 0 0 0 $483,849 $200,000 $200,000 $200,000 $142,943 $0 $0 Total FY 2017 Funding: $683,849 PROJECT DETAIL: 1220-Arts Commission Category: Other Project: 84650 - Municipal Arts Program (N) Project Description: Capital Costs Contingency Miscellaneous/Other Miscellaneous/Other TOTAL Operating Description: Capital Plan Funding Source: City Council Ordinance No. 1226 created a Municipal Art Fund which provides for the purchase of works of art for public places. This consists of commissioned, non-commissioned and the performing arts, all reviewed and recommended by the Glendale Arts Commission (via the Annual Arts Plan). Carryover FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FYs 22-26 $285,049 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000 $200,000 $142,943 $0 $0 $198,800 $0 $0 $0 $0 $0 $0 $483,849 $200,000 $200,000 $200,000 $142,943 $0 $0 Total O&M for maintaining the city art inventory is $173,162. ____________________________________________________________________________________ 327 ANNUAL BUDGET Fiscal Year 2016-2017 ____________________________________________________________________________________ ____________________________________________________________________________________ 328 Schedules Fiscal Year 2016-2017 Annual Budget Book Schedules ANNUAL BUDGET SCHEDULES Fiscal Year 2016-2017 Why Have Schedules? ____________________________________________________________________________________ WHY HAVE SCHEDULES? The budget schedules summarize the City’s financial activities in a comprehensive, numeric format. They are intended to give the reader a glance at the city's financial situation. Schedule 1 is the most comprehensive schedule, offering a summary of all pertinent financial information for all the City’s funds. The reader can readily determine the starting and ending fund balances, transfers in and out, revenues and operating, capital and debt service expenditures for each fund. The remaining schedules provide in-depth detail of budgetary information which is necessary for the smooth operation of the city. All the schedules serve as handy reference materials to City of Glendale employees and to the public. This section includes detailed analyses and reports for the following areas: Schedule 1 is a summary of the inflows and outflows and the effect on fund balance Schedule 2 is a multi-year look at revenues by individual fund Schedule 3 is a multi-year look at operating expenditures Schedule 4 is a summary of scheduled inter-fund transfers Schedule 5 is a multi-year look at Glendale property tax rates and levies Schedule 6 is a multi-year listing of departmental authorized staffing by position Schedule 7 is a listing of salary ranges by job description Schedule 8 is current year debt service obligations Schedule 9 is a listing of internal services premiums by fund and department Official Budget Forms per the State of Arizona Office of the Auditor General: Schedule A - Summary Schedule of Estimated Revenues and Expenditures/Expenses Schedule B - Tax Levy and Tax Rate Information Schedule C - Revenues Other Than Property Taxes Schedule D - Other Financing Sources/ and Interfund Transfers Schedule E - Expenditures/Expenses by Fund Schedule F - Expenditures/Expenses by Department Schedule G - Full-Time Employees and Personnel Compensation ____________________________________________________________________________________ 329 Sub-Total General Fund General Vehicle Replacement Arts Commission Fund Court Security/Bonds Home Grant Neighborhood Stabilization Pgm N'hood Stabilization Pgm III C.D.B.G. Highway User Gas Tax Transportation Grants Transportation Sales Tax Police Special Revenue Fire Special Revenue Airport Special Revenue CAP Grant Emergency Shelter Grants Grants RICO Funds Parks & Recreation Self Sust Parks & Recreation Designated Airport Capital Grants Training Facility Revenue Fund Sub-Total Special Revenue Fund 1220 1240 1300 1310 1311 1320 1340 1650 1660 1700 1720 1760 1820 1830 1840 1860 1880 1885 2120 2530 M.P.C. Debt Service Excise Tax Deb Service Transportation Debt Service Sub-Total Debt Service Funds 1940 1950 1970 2280 Sub-Total Permanent Funds Cemetery Perpetual Care Permanent Funds G.O. Bond Debt Service 1900 Debt Service Funds Utility Bill Donation 1200 Special Revenue Funds 1000 1120 General Fund 5,683,583 5,683,583 199,315 6,869,923 32,649 2,653,541 3,984,418 248,633 66,854,847 - 204,329 - 1,486,744 - - - - 843,043 6,618,681 35,398,872 - 20,562,374 - - - - 327,245 1,100,700 64,226 43,849,585 40,471,177 3,378,408 Beginning Fund Balance 26,000 26,000 20,157,858 - - 20,157,858 1,644,474 112,554,928 5,755,161 9,300 - 1,015,000 15,490,400 208,992 1,260,499 545,779 8,100,273 16,086,459 25,317,441 16,143,008 14,310,810 3,683,422 227,300 229,443 1,674,704 414,890 282,173 155,400 210,547,130 210,277,130 270,000 Projected Revenues - - 7,144,000 33,520,336 6,915,520 19,251,103 209,713 1,099,404 64,299 135,105 - - 900,000 26,686,732 25,186,732 1,500,000 Transfer In - - - - - - (67,126,321) (8,200,273) (16,986,459) (20,901,015) - (21,038,574) (32,770,731) (32,770,731) - Transfer Out - - - (1,762,807) (43,767,139) - (62,895) - (2,501,744) (5,807,981) (208,992) (1,324,798) (680,884) - - (13,247,233) (1,000,000) (10,302,762) (3,683,422) (227,300) (229,443) (1,674,704) (616,775) (235,399) (200,000) (201,386,199) (196,653,699) (4,732,500) Operations City of Glendale Schedule 1 - Fund Balance Analysis - - - - - - (21,582,018) (5,755,161) - - - - - - - - - - (15,143,008) - - - - - - (683,849) - - - Capital Outlay - - (7,149,000) (54,667,611) (6,925,521) (19,281,102) (21,311,988) - - - - - - - - - - - - - - - - - - - - - - - Debt Service (5,709,583) (5,709,583) - - - - (11,509,419) - - - - (8,689,419) - - - - - (2,100,000) - (720,000) - - - - - - - (5,000,000) (5,000,000) - Contingency (5,709,583) (5,709,583) (7,149,000) (54,667,611) (6,925,521) (19,281,102) (21,311,988) (1,762,807) (76,858,576) (5,755,161) (62,895) - (2,501,744) (14,497,400) (208,992) (1,324,798) (680,884) - - (15,347,233) (16,143,008) (11,022,762) (3,683,422) (227,300) (229,443) (1,674,704) (616,775) (919,248) (200,000) (206,386,199) (201,653,699) (4,732,500) Total Appropriation - - 194,315 5,880,506 22,648 2,623,542 3,040,001 130,300 36,524,282 - 150,734 - - 993,000 - - - 743,043 5,718,681 25,368,065 - 2,811,848 - - - - 125,360 463,625 19,626 41,926,517 41,510,609 415,908 Ending Fund Balance ANNUAL BUDGET SCHEDULE ONE Fiscal Year 2016-2017 Fund Balance Analysis ____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ 330 DIF Library Blds Gov't Facilities - 1999 Auth Economic Dev. Constr-1999 Auth Cultural Facility Bond Fund Open Space/Trails Constr-99 Au Flood Control Construction Transportation Capital Project 2080 2100 2130 2140 2180 2210 Solid Waste Pub Housing Budget Activities 278,174,056 TOTAL 1,163,287 2,720,500 15,491,522 Technology Technology Projects 2591 2592 997,716 - 7,503,184 3,106,834 112,320,081 Sub-Total Internal Service Funds Benefits Trust Fund Fleet Services 2580 Workers Comp. Self Insurance 2560 2590 Risk Management Self Insurance 2540 Internal Service Funds Sub-Total Enterprise Funds 9,145,667 Landfill 2440 2480 2500 3,938,422 200,000 99,035,991 27,104,515 2,288,572 - 226,795 100,000 - - 7,275,448 142,487 1,560,191 - 2360+ Water and Sewer Enterprise Funds Sub-Total Capital Fund Parks Construction Public Safety Construction 2040 General Gov Capital Projects HURF Street Bonds 2000 2060 Streets Constr. - 1999 Auth 1980 2070 162,234 7,212,940 634,455 DIF-General Government 44,124 1581+ DIF-Parks Dev Zone 3 1620 166,259 1561+ DIF-Parks Dev Zone 2 1601+ DIF-Roadway Improvements 124,676 1541+ DIF-Parks Dev Zone 1 505,424 2,368,583 DIF-Citywide Open Spaces 1501+ DIF-Libraries 1520 1,273,813 105,739 1481+ DIF-Citywide Recreation Fac 1,149,232 1461+ DIF-Citywide Parks 869 1,762,674 1441+ DIF-Police Facilities 1421+ DIF-Fire Protection Facilities 1380 Capital Project Funds Beginning Fund Balance 537,705,103 50,214,545 7,219,923 1,427,225 9,177,762 26,825,620 2,356,014 3,208,001 131,890,496 14,623,650 15,959,127 10,288,219 91,019,500 12,314,146 10,545,000 - - 1,000 1,207,900 520 1,070 205,010 3,000 16,200 7,900 2,000 89,440 224,066 11,040 Projected Revenues 120,232,765 - - - - - - 21,525,651 125,392 386,563 658,308 20,355,388 37,400,642 13,757,015 2,605,053 21,038,574 Transfer In (120,232,765) - - - - - - (20,126,000) - - (20,126,000) (209,713) (209,713) Transfer Out (390,967,533) (53,676,650) (8,383,210) (4,147,725) (9,163,611) (26,825,620) (2,204,924) (2,951,560) (92,137,545) (14,135,631) (16,047,175) (10,056,926) (51,897,813) - Operations City of Glendale Schedule 1 - Fund Balance Analysis (194,387,779) - - - - - - (102,903,263) (2,982,261) - (8,028,308) (91,892,694) (69,902,498) (2,213,114) (13,757,015) (100,000) (10,545,000) (9,880,501) (50,000) (1,202,685) (21,038,574) (7,212,940) - (725,030) - - - (318,460) (638,614) (1,072,000) - (1,148,565) - - Capital Outlay (74,818,594) - - - - - - (20,150,983) (20,150,983) - Debt Service (32,826,094) (1,400,000) - - - - (1,400,000) (2,500,000) - (500,000) (2,000,000) (6,707,092) (75,458) (226,795) (92,487) (357,506) - (163,234) (1,117,325) (44,644) (167,329) (329,686) (189,964) (1,746,169) (107,739) (90,107) (224,935) (1,773,714) Contingency (693,000,000) (55,076,650) (8,383,210) (4,147,725) (9,163,611) (26,825,620) (2,204,924) (4,351,560) (217,691,791) (17,117,892) (16,047,175) (18,585,234) (165,941,490) (76,609,590) (2,288,572) (13,757,015) (226,795) (100,000) (10,545,000) - (9,880,501) (142,487) (1,560,191) (21,038,574) (7,212,940) (163,234) (1,842,355) (44,644) (167,329) (329,686) (508,424) (2,384,783) (1,072,000) (107,739) (1,238,672) (224,935) (1,773,714) Total Appropriation 122,879,158 10,629,417 - 1,011,867 - 7,654,274 1,963,275 27,918,437 1,569,572 498,515 1,506,960 24,343,389 - - - - - - - - - - - - - - - - - - - - - - - Ending Fund Balance ANNUAL BUDGET SCHEDULE ONE Fiscal Year 2016-2017 Fund Balance Analysis ____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________ 331 ANNUAL BUDGET SCHEDULES TWO ___________________________________________________________________________________________________________________________________________ Fiscal Year 2016-2017 Summary of Revenues Fund FY2015 Actual Description FY2016 Budget FY2016 Estimate FY2017 Budget GENERAL FUNDS 1000 - General City Sales Tax State Income Tax State Shared Sales Tax Staff & Adm Chargebacks Motor Vehicle In-Lieu Property Tax Miscellaneous Gas/Electric Franchise Fees Court Revenue Arena Fees Fire Department Other Fees Recreation Revenue Facility Rental Income Cable Franchise Fees Building Permits City Property Rental Security Revenue Plan Check Fees Sales Tax Licenses Right-of-Way Permits Lease Proceeds Interest Fire Dept CD Fees SRP In-Lieu Library Fines/Fees Planning/Zoning Cemetery Revenue Liquor Licenses Miscellaneous CD Fees Engineering Plan Check Revenue Bus./Prof. Licenses Business Licenses Health Care Revenue Camelback Ranch Rev - Fire Traffic Engineering Plan Check Equipment Rental Airport Fees Water Revenues 1000 - General Fund Total $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 84,189,606 27,445,979 20,694,671 9,700,000 8,663,012 5,246,486 4,727,901 2,856,649 2,974,545 29,421 1,522,947 1,248,672 190,245 1,371,177 1,527,244 566,474 1,212,097 908,939 646,117 512,027 548,354 430,471 282,755 171,873 339,813 180,287 186,061 272,578 311,158 61,619 64,526 37,482 578,000 29,421 179,728,607 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 98,695,608 27,297,178 21,659,358 9,700,000 8,960,744 5,529,882 3,499,236 2,828,000 2,763,580 7,056,276 2,468,190 1,400,408 1,858,164 1,572,061 1,124,802 679,707 740,535 715,968 665,564 581,000 404,000 396,080 355,220 278,315 265,490 235,300 185,000 182,700 142,881 139,191 110,770 80,560 61,863 53,530 30,660 25,250 202,743,071 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 98,695,608 27,297,178 21,659,358 9,700,000 8,960,744 5,529,882 3,499,236 2,828,000 2,763,580 2,202,446 2,468,190 1,400,408 1,848,544 1,572,061 1,124,802 679,707 740,535 715,968 665,564 581,000 404,000 396,080 355,220 278,315 265,490 235,300 185,000 182,700 142,881 139,191 110,770 80,560 61,863 53,530 30,660 25,250 197,879,621 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 103,449,149 29,376,937 22,601,416 9,700,000 9,329,684 5,621,452 5,036,995 2,856,280 2,810,562 2,702,446 2,510,149 2,213,516 1,986,963 1,572,061 1,343,924 1,336,176 747,940 728,139 676,878 590,877 508,040 400,041 361,258 278,315 270,002 239,300 188,145 185,806 145,310 141,557 112,653 81,930 62,480 54,065 31,181 25,503 $ 210,277,130 Miscellaneous Interest Internal Charges Water Revenues Arena Fees 1120 - Vehicle Replacement Total $ $ $ $ $ $ 142,967 28,538 534,352 492 492 706,841 $ $ $ $ $ $ 250,000 6,000 256,000 $ $ $ $ $ $ 250,000 6,000 256,000 $ $ 250,000 20,000 $ 270,000 TOTAL - GENERAL FUNDS $ 180,435,448 $ 202,999,071 $ 198,135,621 $ 210,547,130 $ $ $ $ 100,755 75,000 997 176,752 $ $ $ $ 80,000 75,000 400 155,400 $ $ $ $ 80,000 75,000 400 155,400 $ $ $ $ 80,000 75,000 400 155,400 $ $ $ 124,278 4,124 128,402 $ $ $ 277,973 3,139 281,112 $ $ $ 277,973 3,139 281,112 $ $ $ 277,973 4,200 282,173 $ $ $ $ 372,924 29,236 1,246 403,406 $ $ $ $ 698,497 30,250 848 729,595 $ $ $ $ 407,404 32,000 1,656 441,060 $ $ $ $ 383,700 30,000 1,190 414,890 $ $ $ 756,009 756,009 $ $ $ 1,674,204 1,674,204 $ $ $ 1,674,204 1,674,204 $ 1,674,704 $ 1,674,704 1120 - Vehicle Replacement SPECIAL REVENUE FUNDS 1200 - Utility Bill Donation Other Miscellaneous Interest 1200 - Utility Bill Donation Total: 1220 - Arts Commission Fund Miscellaneous Interest 1220 - Arts Commission Fund Total: 1240 - Court Security/Bonds Court Revenue Miscellaneous Interest 1240 - Court Security/Bonds Total 1300 - Home Grant Grants Miscellaneous 1300 - Home Grant Total: ___________________________________________________________________________________________________________________________________________ 332 ANNUAL BUDGET SCHEDULES TWO ___________________________________________________________________________________________________________________________________________ Fiscal Year 2016-2017 Summary of Revenues Fund FY2015 Actual Description FY2016 Budget FY2016 Estimate FY2017 Budget 1310 - Neighborhood Stabilization Pgm Grants Miscellaneous 1310 - Neighborhood Stabilization Pgm Total $ $ $ 616,727 3,927 620,654 $ $ $ 551,259 375,000 926,259 $ $ $ 551,259 375,000 926,259 $ $ $ 136,555 92,888 229,443 $ $ $ 198,439 198,439 $ $ $ 600,000 500,000 1,100,000 $ $ $ 600,000 500,000 1,100,000 $ $ $ 227,300 227,300 $ $ $ 2,303,835 25,006 2,328,841 $ $ $ 3,617,151 20,000 3,637,151 $ $ $ 3,617,151 20,000 3,637,151 $ $ $ 3,663,211 20,211 3,683,422 $ $ $ 14,037,125 49,345 14,086,470 $ $ $ 14,147,499 21,620 14,169,119 $ $ $ 14,147,499 21,620 14,169,119 $ $ $ 14,288,974 21,836 14,310,810 $ $ $ 2,646,663 2,646,663 $ $ $ 5,337,790 13,797,147 19,134,937 $ $ $ 337,790 1,002,025 1,339,815 $ $ $ 15,143,008 1,000,000 16,143,008 $ $ $ $ $ $ 24,705,421 145,893 116,487 242,531 1,325,303 26,535,635 $ $ $ $ $ $ 24,206,223 140,000 124,000 24,470,223 $ $ $ $ $ $ 24,206,223 140,000 124,000 1,044 24,471,267 $ $ $ 25,053,441 140,000 124,000 $ 25,317,441 $ $ $ $ 3,294,117 11,713,456 8,431 15,016,004 $ $ $ $ 11,543,249 3,502,706 15,045,955 $ $ $ $ 11,543,249 3,502,706 15,045,955 $ $ 12,386,573 3,699,886 $ 16,086,459 $ $ $ 5,856,736 1,647,020 7,503,756 $ $ $ 5,814,135 1,762,197 7,576,332 $ $ $ 5,814,135 1,762,197 7,576,332 $ $ $ 6,237,210 1,863,063 8,100,273 $ $ $ 504,216 454 504,670 $ $ $ 545,229 550 545,779 $ $ $ 529,420 652 530,072 $ $ $ 545,229 550 545,779 $ $ $ 957,539 57,722 1,015,261 $ $ $ 1,201,995 100,030 1,302,025 $ $ $ 1,201,995 100,030 1,302,025 $ $ $ 1,163,593 96,906 1,260,499 $ $ 189,002 189,002 $ $ 208,992 208,992 $ $ 208,992 208,992 $ $ 208,992 208,992 $ $ $ $ $ 3,041,169 595,816 1,115 647 3,638,747 $ $ $ $ $ 16,267,162 509,427 16,776,589 $ $ $ $ $ 3,939,546 509,427 4,448,973 $ $ 14,821,313 669,087 $ 15,490,400 $ $ $ $ $ 828,064 8,688 146,106 14,897 997,755 $ $ $ $ $ 1,000,000 15,000 1,015,000 $ $ $ $ $ 1,000,000 15,000 1,015,000 $ $ $ $ $ 1,000,000 15,000 1,015,000 $ $ $ $ 791,157 114,535 64,983 970,675 $ $ $ $ 993,667 100,500 1,094,167 $ $ $ $ 993,667 100,500 1,094,167 $ $ - $ - $ $ $ 7,855 443 8,298 $ $ $ 9,000 300 9,300 $ $ $ 9,000 300 9,300 $ $ $ 9,000 300 9,300 1311 - N'hood Stabilization Pgm III Grants Miscellaneous 1311 - N'Hood Stabilization Pgm III Total: 1320 - C.D.B.G. Grants Miscellaneous 1320 - C.D.B.G. Total: 1340 - Highway User Gas Tax Highway User Revenues Miscellaneous 1340 - Highway User Gas Tax Total: 1650 - Transportation Grants Miscellaneous Grants 1650 - Transportation Grants Total: 1660 - Transportation Sales Tax City Sales Tax Interest Transit Revenue Miscellaneous Grants 1660 - Transportation Sales Tax Total: 1700 - Police Special Revenue City Sales Tax City Sales Tax - PS .4 Miscellaneous 1700 - Police Special Revenue Total: 1720 - Fire Special Revenue City Sales Tax - PS .4 City Sales Tax 1720 - Fire Special Revenue Total: 1760 - Airport Special Revenue Airport Fees Miscellaneous 1760 - Airport Special Revenue Total: 1820 - CAP Grant Grants Miscellaneous 1820 - CAP Grant Total: 1830 - Emergency Shelter Grants Grants 1830 - Emergency Shelter Grants Total: 1840 - Grants Grants Miscellaneous Interest Library Fines/Fees 1840 - Grants Total: 1860 - RICO Funds State Forfeitures Federal Forfeitures Miscellaneous Interest 1860 - RICO Funds Total: 1880 - Parks & Recreation Self Sust Recreation Revenue Facility Rental Income Miscellaneous 1880 - Parks & Recreation Self Sust Total: 1885 - Parks & Recreation Designated Recreation Revenue Interest 1885 - Parks & Recreation Designated Total: ___________________________________________________________________________________________________________________________________________ 333 ANNUAL BUDGET SCHEDULES TWO ___________________________________________________________________________________________________________________________________________ Fiscal Year 2016-2017 Summary of Revenues Fund FY2015 Actual Description FY2016 Budget FY2016 Estimate FY2017 Budget 2120 - Airport Capital Grants Grants Miscellaneous Interest 2120 - Airport Capital Grants Total: $ $ $ $ 2,408,386 1 2,408,387 $ $ $ $ 1,735,535 3,102,768 4,838,303 $ $ $ $ 292,946 292,946 $ $ 5,116,338 638,823 $ 5,755,161 Partner Revenue Miscellaneous 2530 - Training Facility Revenue Fund Total: $ $ $ 1,442,498 881 1,443,379 $ $ $ 1,624,992 1,624,992 $ $ $ 1,624,992 1,624,992 $ $ $ 1,644,474 1,644,474 TOTAL - SPECIAL REVENUE FUNDS $ 81,577,205 $ 116,315,434 $ 81,344,141 $ $ $ $ $ 18,617,952 587,174 14 19,205,140 $ $ $ $ $ $ $ $ $ $ 19,268,783 573,097 19,841,880 $ $ $ 390 6 396 $ $ $ - $ $ $ - $ $ $ - $ $ 8,419 8,419 $ $ - $ $ - $ - Miscellaneous 1970 - Transportation Debt Service Total: $ $ 6,141 6,141 $ $ - $ $ - $ - TOTAL - DEBT SERVICE FUNDS $ 19,220,096 $ 19,841,880 $ 19,841,880 $ 20,157,858 $ $ 7,400 7,400 $ $ 6,333 6,333 $ $ 6,333 6,333 $ $ 11,040 11,040 $ $ $ $ 393,202 2,622 395,824 $ $ $ $ 2,000 2,000 $ $ $ $ 329,585 4,047 333,632 $ $ 220,000 4,066 $ 224,066 $ $ $ 99,636 6,668 106,304 $ $ $ 6,403 6,403 $ $ $ 77,558 10,493 88,051 $ $ $ 79,000 10,440 89,440 $ $ $ 1,391 416 1,807 $ $ $ 1,491 38,827 40,318 $ $ $ 2,084 2,084 $ 2,000 $ 2,000 $ $ $ 5,473 416 5,889 $ $ $ 5,356 5,356 $ $ $ 8,173 8,173 $ 7,900 $ 7,900 $ $ $ 12,439 796 13,235 $ $ $ 12,290 12,290 $ $ $ 17,148 17,148 $ 16,200 $ 16,200 $ $ 2,125 2,125 $ $ 2,000 2,000 $ $ 3,161 3,161 $ $ 3,000 3,000 $ $ $ 217,710 991 218,701 $ $ $ 700 700 $ $ $ 195,800 2,844 198,644 $ $ $ 202,000 3,010 205,010 $ $ $ 741 209 950 $ $ $ 773 350 1,123 $ $ $ 1,117 1,117 $ 1,070 $ 1,070 2530 - Training Facility Revenue Fund $ 112,554,928 DEBT SERVICE FUNDS 1900 - G.O. Bond Debt Service Property Tax Miscellaneous Interest SRP In-Lieu 1900 - G.O. Bond Debt Service Total: 19,268,783 573,097 19,841,880 $ $ 19,587,858 570,000 $ 20,157,858 1940 - M.P.C. Debt Service Interest Miscellaneous 1940 - M.P.C. Debt Service Total: 1950 - Excise Tax Debt Service Miscellaneous 1950 - Excise Tax Debt Service Total: 1970 - Transportation Debt Service CAPITAL PROJECT FUNDS 1380 - DIF Library Blds Interest 1380 - DIF Library Blds Total: 1420+ - DIF-Fire Protection Facilities Development Impact Fees Interest 1420+ - DIF-Fire Protection Facilities Total: 1440+ - DIF-Police Facilities Development Impact Fees Interest 1440+ - DIF-Police Facilities Total: 1460+ - DIF-Citywide Parks Interest Development Impact Fees 1460+ - DIF-Citywide Parks Total: 1480+ - DIF-Citywide Recreation Fac Interest Development Impact Fees 1480+ - DIF-Citywide Recreation Fac Total: 1500+ - DIF-Libraries Interest Development Impact Fees 1500+ - DIF-Libraries Total: 1520 - DIF-Citywide Open Spaces Interest 1520 - DIF-Citywide Open Spaces Total: 1540+ - DIF-Parks Dev Zone 1 Development Impact Fees Interest 1540+ - DIF-Parks Dev Zone 1 Total: 1560+ - DIF-Parks Dev Zone 2 Interest Development Impact Fees 1560+ - DIF-Parks Dev Zone 2 Total: ___________________________________________________________________________________________________________________________________________ 334 ANNUAL BUDGET SCHEDULES TWO ___________________________________________________________________________________________________________________________________________ Fiscal Year 2016-2017 Summary of Revenues Fund FY2015 Actual Description FY2016 Budget FY2016 Estimate FY2017 Budget 1580+ - DIF-Parks Dev Zone 3 Interest Development Impact Fees $ 520 $ 520 1,157,648 27,451 1,185,099 $ $ 1,180,000 27,900 $ 1,207,900 $ $ 1,016 1,016 $ $ 1,000 1,000 1,500 1,500 $ $ - $ $ - $ $ $ 1,500 1,500 $ $ $ 600 600 $ - $ - 973 973 $ $ 200 200 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ $ 659 659 $ $ $ - $ $ $ - $ 10,545,000 $ 10,545,000 $ $ 589 589 $ $ - $ $ - $ - $ $ 3,606 3,606 $ $ 200 200 $ $ - $ $ - Miscellaneous 2210 - Transportation Capital Project Total: $ $ 1,566,493 1,566,493 $ $ - $ $ - $ $ - TOTAL - CAPITAL PROJECT FUNDS $ 3,377,692 $ 125,773 $ 1,845,588 $ 12,314,146 Interest 2280 - Cemetery Perpetual Care Total: $ $ 23,865 23,865 $ $ 22,000 22,000 $ $ 26,000 26,000 $ $ 26,000 26,000 TOTAL - PERMANENT FUNDS $ 23,865 $ 22,000 $ 26,000 $ 26,000 $ $ $ $ $ $ $ $ $ $ $ 44,169,502 31,647,130 1,871,190 659,977 306,862 344,037 82,000 65,638 5,866 1,000 79,153,202 $ $ $ $ $ $ $ $ $ $ $ 46,187,528 32,733,679 1,310,080 360,000 235,000 220,200 82,000 65,000 6,000 81,199,487 $ $ $ $ $ $ $ $ $ $ $ 45,658,528 32,033,679 1,841,807 360,000 460,000 223,700 82,000 65,000 6,000 80,730,714 $ $ $ $ $ $ $ $ $ 45,484,000 31,830,000 11,479,000 1,120,000 700,000 253,500 82,000 65,000 6,000 $ 91,019,500 $ $ $ 4,662,179 2,930,390 1,771,725 $ $ $ 4,844,590 2,570,000 2,688,000 $ $ $ 5,312,943 2,722,000 1,550,000 $ $ $ 5,371,644 2,550,000 1,565,500 1580+ - DIF-Parks Dev Zone 3 Total: $ $ $ $ 348 209 557 $ $ $ $ 383 33,000 33,383 $ $ $ $ 530 530 $ $ $ $ 1,027,684 15,410 1,043,094 $ $ $ $ 11,800 11,800 $ $ $ $ $ $ 678 678 $ $ 667 667 $ $ 4,153 4,153 $ $ $ $ $ 2,928 1,727 4,655 $ $ 1600+ - DIF-Roadway Improvements Development Impact Fees Interest Miscellaneous 1600+ - DIF-Roadway Improvements Total: 1620 - DIF-General Government Interest 1620 - DIF-General Government Total: 1980 - Streets Constr. - 1999 Auth Miscellaneous 1980 - Streets Constr. - 1999 Auth Total: 2000 - HURF Street Bonds Interest Miscellaneous 2000 - HURF Street Bonds Total: 2040 - Public Safety Construction Interest 2040 - Public Safety Construction Total: 2060 - Parks Construction Interest 2060 - Parks Construction Total: 2080 - Gov't Facilities - 1999 Auth Miscellaneous 2080 - Gov't Facilities - 1999 Auth Total: 2100 - Economic Dev. Constr-1999 Auth Bond Proceeds Interest 2100 - Economic Dev. Constr-1999 Auth 2140 - Open Space/Trails Constr-99 Au Interest 2140 - Open Space/Trails Constr-99 Au Total: 2180 - Flood Control Construction Interest 2180 - Flood Control Construction Total: 2210 - Transportation Capital Project PERMANENT FUNDS 2280 - Cemetery Perpetual Care ENTERPRISE FUNDS 2360+ - Water and Sewer Water Revenues Sewer Revenue Miscellaneous Water Development Impact Fees Sewer Development Impact Fees Interest Staff & Adm Chargebacks City Property Rental Facility Rental Income Arena Fees 2360+ - Water and Sewer Total: 2440 - Landfill Tipping Fees Internal Charges Recycling Sales ___________________________________________________________________________________________________________________________________________ 335 ANNUAL BUDGET SCHEDULES TWO ___________________________________________________________________________________________________________________________________________ Fiscal Year 2016-2017 Summary of Revenues $ $ $ $ $ FY2015 Actual 431,000 487,365 150,355 53,172 10,486,186 $ $ $ $ $ FY2016 Budget 431,000 113,700 104,000 45,000 10,796,290 $ $ $ $ $ $ $ $ $ 10,652,047 3,374,641 717,196 74,763 111,632 14,000 8,183 59,575 15,012,037 $ $ $ $ $ $ $ $ $ 10,630,000 3,400,000 600,000 115,000 101,000 100,000 7,000 14,953,000 $ $ $ $ $ $ $ $ $ Grants 2500 - Pub Housing Budget Activities Total: $ $ 1,595,817 1,595,817 $ $ 15,494,940 15,494,940 $ $ TOTAL - ENTERPRISE FUNDS $ 106,247,242 $ 122,443,717 $ 121,568,654 $ 131,890,496 $ $ $ $ $ 2,501,500 106,912 30,012 13,209 2,651,633 $ $ $ $ $ 3,000,000 24,750 8,200 3,032,950 $ $ $ $ $ 3,000,000 30,000 17,000 3,047,000 $ $ $ $ $ 3,058,001 100,000 30,000 20,000 3,208,001 $ $ $ $ $ 1,894,150 30,012 28,927 49,788 2,002,877 $ $ $ $ $ 2,299,827 24,750 11,200 2,335,777 $ $ $ $ $ 2,299,827 30,000 24,000 2,353,827 $ $ $ 2,300,014 30,000 26,000 $ 2,356,014 $ $ $ $ $ $ $ $ 13,796,547 5,196,780 3,732,221 27,798 673 3,139 (7,629) 22,749,529 $ $ $ $ $ $ $ $ 15,003,357 5,594,915 4,540,477 98,370 1,524 733 25,239,376 $ $ $ $ $ $ $ $ 15,003,357 5,594,915 4,540,477 98,370 1,524 733 25,239,376 $ $ $ $ $ $ 15,946,287 5,946,545 4,825,836 104,552 1,620 780 $ 26,825,620 Fund Description Staff & Adm Chargebacks Miscellaneous Other Interest 2440 - Landfill Total: FY2016 Estimate $ 431,000 $ 215,000 $ 114,057 $ 45,000 $ 10,390,000 $ $ $ $ $ FY2017 Budget 431,000 215,000 109,625 45,450 10,288,219 10,630,000 3,400,000 600,000 115,000 101,000 100,000 7,000 14,953,000 $ $ $ $ $ $ $ 10,683,150 2,817,000 800,000 115,000 101,000 100,500 7,000 $ 14,623,650 15,494,940 15,494,940 $ $ 15,959,127 15,959,127 2480 - Sanitation Residential Sanitiation Commercial Sanitation Frontload Commercial Sanitation Rolloff Internal Charges Miscellaneous Miscellaneous Bin Service Interest Outside City Commercial 2480 - Sanitation Total: 2500 - Pub Housing Budget Activities INTERNAL SERVICE FUNDS 2540 - Risk Management Self Insurance Internal Charges Miscellaneous Security Revenue Interest 2540 - Risk Management Self Insurance Total: 2560 - Workers Comp. Self Insurance Internal Charges Security Revenue Interest Miscellaneous 2560 - Workers Comp. Self Insurance Total: 2580 - Benefits Trust Fund City Contributions Employee Contributions Retiree Contributions Miscellaneous Right-of-Way Permits Interest Internal Charges 2580 - Benefits Trust Fund Total: 2590 - Fleet Services Internal Charges 2590 - Fleet Services Total: $ $ - $ $ 9,000,000 9,000,000 $ $ 9,000,000 9,000,000 $ $ 9,177,762 9,177,762 $ $ $ - $ $ $ 6,652,283 3,000 6,655,283 $ $ $ 6,652,283 3,000 6,655,283 $ 7,219,923 $ 7,219,923 Internal Charges 2592 - Technology Projects Total: $ $ - $ $ 3,234,800 3,234,800 $ $ 3,234,800 3,234,800 $ $ 1,427,225 1,427,225 TOTAL - INTERNAL SERVICE FUNDS $ 27,404,039 $ 49,498,186 $ 49,530,286 $ 50,214,545 $ $ $ 145,776 967 146,743 $ $ $ - $ $ $ - $ - $ $ $ 8,488,398 8,470 8,496,868 $ $ - $ $ $ - $ - $ $ $ 677,870 304 678,174 $ $ $ - $ $ $ - $ - 2591 - Technology Internal Charges Miscellaneous 2591 - Technology Total: 2592 - Technology Projects FY14-15 GENERAL FUND SUB FUNDS 1010 - National Events Miscellaneous Facility Rental Income 1010 - National Events Total: 1040 - General Services Internal Charges Miscellaneous 1040 - General Services Total: 1100 - Telephone Services Internal Charges Miscellaneous 1100 - Telephone Services Total: ___________________________________________________________________________________________________________________________________________ 336 ANNUAL BUDGET SCHEDULES TWO ___________________________________________________________________________________________________________________________________________ Fiscal Year 2016-2017 Summary of Revenues Fund FY2015 Actual Description FY2016 Budget FY2016 Estimate FY2017 Budget 1140 - PC Replacement Miscellaneous Interest Water Revenues Arena Fees Internal Charges 1140 - PC Replacement Total: $ $ $ $ $ $ 30,739 10,168 7,050 7,050 55,007 $ $ $ $ $ $ - $ $ $ $ $ $ - $ - $ $ 24,106 24,106 $ $ - $ $ - $ - $ $ $ $ 103,704 2,096 (805) 104,995 $ $ $ $ - $ $ $ $ - $ - $ $ $ 46,528 10,654 57,182 $ $ $ - $ $ $ - $ - $ $ 1,044,707 1,044,707 $ $ - $ $ - $ - $ $ 656,879 656,879 $ $ - $ $ - $ - $ $ $ $ 82,362 54,741 2 137,105 $ $ $ $ - $ $ $ $ - $ - $ $ $ $ 255,419 93,868 16,969 366,256 $ $ $ $ - $ $ $ $ - $ - $ $ 952,870 952,870 $ $ - $ $ - $ - $ $ 2,145,733 2,145,733 $ $ - $ $ - $ - $ $ $ $ $ $ $ 6,497,786 5,942,404 1,327,677 2,859 2,859 1,931 13,775,516 $ $ $ $ $ $ $ - $ $ $ $ $ $ $ - $ - $ $ 4,609,332 4,609,332 $ $ - $ $ - $ - $ $ $ $ $ 500,593 11,449 269 512,311 $ $ $ $ $ - $ $ $ $ $ - $ - $ $ 44,537 44,537 $ $ - $ $ - $ - TOTAL - FY14-15 GENERAL FUND SUB FUND$ 33,808,321 $ 1190 - Employee Groups Miscellaneous 1190 - Employee Groups Total: 1260 - Library Library Fines/Fees Miscellaneous Recreation Revenue 1260 - Library Total: 1280 - Youth Sports Complex Recreation Revenue Miscellaneous 1280 - Youth Sports Complex Total: 1281 - Stadium Event Operations Security Revenue 1281 - Stadium Event Operations Total: 1282 - Arena Event Operations Arena Fees 1282 - Arena Event Operations Total: 1283 - Camelback Ranch Event Operations Miscellaneous Camelback Ranch Rev - Fire Facility Rental Income 1283 - Camelback Ranch Event Operations Total: 1740 - Civic Center Facility Rental Income Miscellaneous Equipment Rental 1740 - Civic Center Total: 1750 - City Sales Tax - Bed Tax City Sales Tax 1750 - City Sales Tax - Bed Tax Total: 1770 - Zanjero Special Revenue City Sales Tax 1770 - Zanjero Special Revenue Total: 1780 - Arena Special Revenue City Sales Tax Arena Fees Facility Rental Income Miscellaneous Water Revenues Interest 1780 - Arena Special Revenue Total: 1790 - Stadium City Sales Tax - AZSTA City Sales Tax 1790 - Stadium City Sales Tax - AZSTA Total: 1870 - Marketing Self Sust Miscellaneous Grants City Sales Tax Facility Rental Income 1870 - Marketing Self Sust Total: 2538 - Glendale Health Center Health Care Revenue 2538 - Glendale Health Center Total: TOTAL - REVENUE ALL FUNDS $ 452,093,908 - $ 511,246,061 $ - $ 472,292,170 $ - $ 537,705,103 ___________________________________________________________________________________________________________________________________________ 337 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget BUDGET AND FINANCE GROUP Budget and Finance 11310 Finance Administration 11320 Accounting Services 11340 License/Collection 11351 Arena Events 11352 AZSTA - Stadium Tax Refund 11360 Materials Management 11610 Budget & Research 11620 Grants Administration Dept. Total - Budget and Finance $598,682 $824,240 $1,104,468 $0 $0 $321,444 $265,387 $109,914 $3,224,135 $633,486 $890,448 $1,101,334 $15,500,000 $2,377,616 $471,136 $269,931 $129,881 $21,373,832 $633,486 $874,986 $1,101,334 $7,675,000 $2,962,115 $471,136 $274,881 $132,381 $14,125,319 $784,449 $1,044,841 $1,192,354 $0 $0 $492,142 $284,289 $138,630 $3,936,705 Lease Pmts/OtherFees 11380 Lease Payments 11390 Merchant Fees 89800 1000 Advisor Fees Dept. Total - Lease Pmts/OtherFees $10,994,988 $215,293 $99,860 $11,310,141 $51,546 $206,000 $90,000 $347,546 $51,546 $206,000 $70,000 $327,546 $51,546 $206,000 $73,353 $330,899 $14,534,276 $21,721,378 $14,452,865 $4,267,604 $2,462,755 $415,130 $2,877,885 $2,744,274 $200,000 $2,944,274 $2,744,274 $550,000 $3,294,274 $3,063,392 $200,000 $3,263,392 CITY AUDITOR GROUP City Auditor 10710 City Auditor $260,670 $337,879 $330,979 $375,679 CITY CLERK GROUP City Clerk 10210 City Clerk 10240 Elections Dept. Total - City Clerk $514,391 $236,178 $750,569 $565,381 $1,445 $566,826 $565,381 $46,445 $611,826 $714,130 $127,750 $841,880 CITY COURT GROUP City Court 10410 City Court $3,629,150 $3,878,094 $3,888,559 $4,446,913 CITY MANAGER GROUP City Manager 10310 City Manager $1,139,822 $917,044 $923,790 $974,440 Program Name GENERAL FUNDS 1000 - GENERAL Group Total - BUDGET AND FINANCE: CITY ATTORNEY GROUP City Attorney 10610 City Attorney 10615 Outside Legal Fees Dept. Total - City Attorney ____________________________________________________________________________________ 338 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund Program Name COMMUNITY SERVICES GROUP Community Services 14420 CAP Local Match 14510 Comm. Services Admin. 15010 Community Revitalization 15220 Library Dept. Total - Community Services COUNCIL DISTRICTS&OF GROUP Council Office 10110 Council Office 10120 Cholla District 10130 Barrel District 10140 Sahuaro District 10150 Cactus District 10160 Yucca District 10170 Ocotillo District Dept. Total - Council Office DEVELOPMENT SERVICES GROUP Building Safety 15610 Building Safety Code Compliance 14410 Code Compliance Planning 13770 Mapping and Records 15910 Planning Administration Dept. Total - Planning Group Total - DEVELOPMENT SERVICES: ECONOMIC DEVELOPMENT GROUP Economic Development 16010 Economic Development 16025 Business Development Dept. Total - Economic Development FACILITIES & EVENTS GROUP Public Facilities & Events 10890 Convention/Media/Parking 13040 Parks Maintenance 14100 City Sales Tax - Bed Tax 14102 Glendale CVB - Memberships 14103 Tourism - Souvenir Program 14104 Glitter Spectacular 14105 December Weekends FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $5,172 $587,856 $232,558 $3,880,525 $4,706,111 $8,569 $656,411 $401,648 $4,409,811 $5,476,439 $8,550 $780,753 $272,577 $4,409,811 $5,471,691 $16,720 $824,188 $292,340 $4,745,404 $5,878,652 $415,195 $87,276 $70,242 $72,547 $87,144 $76,112 $87,654 $896,170 $418,168 $91,137 $82,411 $87,418 $87,418 $81,963 $81,963 $930,478 $418,168 $91,137 $82,411 $87,418 $87,418 $81,963 $81,963 $930,478 $434,003 $91,217 $85,908 $95,665 $91,210 $85,225 $85,225 $968,453 $1,932,555 $2,131,049 $2,020,940 $2,466,554 $1,028,303 $1,234,085 $1,223,755 $1,401,844 $95,322 $673,548 $768,870 $96,542 $770,255 $866,797 $96,542 $763,655 $860,197 $100,952 $1,016,301 $1,117,253 $3,729,728 $4,231,931 $4,104,892 $4,985,651 $652,291 $137,556 $789,847 $781,951 $142,309 $924,260 $781,051 $132,309 $913,360 $846,455 $153,227 $999,682 $118,762 $4,361,503 $0 $0 $0 $0 $0 $133,740 $4,936,058 $240,191 $30,000 $5,000 $124,865 $89,268 $113,638 $5,032,262 $239,387 $24,000 $1,000 $115,000 $108,520 $0 $5,311,631 $270,910 $30,000 $5,000 $124,913 $89,315 ____________________________________________________________________________________ 339 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund Program Name 14106 Glitter and Glow 14107 Chocolate Affaire 14108 Glitters Light 14109 Other Special Events 14110 City-Wide Special Events 14111 Summer Band 14112 Special Events Permitting 14130 Glendale CVB - Bed Tax 14630 Recreation Admin & Events 14640 Adult Center 14650 Youth and Teen 14670 Sports and Health 14680 Aquatics Rose Lane & Splash Pa 14690 Audio/Visual/Support Services 14710 Park Rangers 14720 Foothills Recreation Center 14725 Civic Center 14760 Historic Sahuaro Ranch 15015 Neighborhood Services Dept. Total - Public Facilities & Events FIRE SERVICES GROUP Air Med & Logistics Ops 12492 Air-Med & Logistics Ops (HALO) Fire Department 12410 Fire Administration 12421 Fire Special Operations 12422 Fire Operations 12433 Fire Resource Management 12434 Fire Training 12436 Fire Medical Services & Health 12438 Fire-Emergency Mgmt 12441 Fire Marshal's Office 12444 Fire Community Services 12491 LA Services 12493 FD - NCAA Final 4 12494 Fire - Fiesta Bowl Event 12495 Stadium - Fire Event Staffing 12496 Arena - Fire Event Staffing 12497 CBRanch - Fire Event Staffing 12498 Fire - College FB Playoffs 12499 Glendale Health Center Dept. Total - Fire Department FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $0 $0 $0 $0 $369,895 $0 $0 $0 $332,178 $160,315 $26,157 $0 $538,370 $258,688 $178,468 $1,142,142 $0 $0 $73,728 $7,560,206 $170,751 $102,676 $154,182 $103,415 $361,518 $3,435 $0 $419,502 $501,393 $131,486 $0 $0 $398,625 $298,304 $339,009 $1,148,545 $562,512 $0 $124,327 $10,378,802 $141,300 $105,000 $154,182 $80,149 $361,518 $9,929 $49,343 $421,156 $501,393 $131,486 $0 $0 $396,575 $302,887 $238,934 $1,148,545 $557,428 $0 $122,822 $10,356,454 $95,791 $102,699 $154,182 $102,415 $470,785 $8,435 $69,765 $419,569 $669,084 $294,435 $196,670 $210,324 $421,736 $311,928 $262,471 $1,450,253 $627,245 $81,414 $187,358 $11,968,328 $995,982 $1,000,311 $1,001,273 $913,177 $1,844,023 $19,156 $27,277,564 $3,853,308 $0 $218,126 $416,942 $769,240 $10,914 $536,932 $0 $0 $0 $0 $0 $0 $0 $34,946,205 $2,225,123 $16,293 $30,924,878 $3,807,585 $0 $247,363 $502,357 $983,450 $22,250 $566,041 $0 $58,816 $377,441 $139,752 $55,852 $48,780 $46,129 $40,022,110 $2,225,123 $16,293 $29,936,766 $3,849,655 $0 $247,363 $502,357 $983,450 $22,250 $566,041 $0 $46,096 $322,441 $139,752 $55,852 $0 $46,129 $38,959,568 $2,113,255 $47,625 $31,348,614 $3,994,557 $25,500 $320,703 $562,503 $1,023,845 $22,250 $704,457 $213,932 $61,789 $322,444 $139,178 $55,964 $0 $48,101 $41,004,717 $532,613 $642,827 $642,827 $642,827 GRPS Training Center - Fire 12521 PS Training Ctr - Fire ____________________________________________________________________________________ 340 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $36,474,800 $41,665,248 $40,603,668 $42,560,721 HR & RISK MGT GROUP Human Resources 11010 Risk Management/Safety 11020 Benefits 11030 Human Resources Administration 11040 Employment Services 11050 Employee Relations 11060 Compensation 11070 Organizational Development 11080 Employee Programs Dept. Total - Human Resources $229,857 $256,521 $347,244 $325,498 $254,011 $184,934 $93,104 $0 $1,691,169 $0 $323,061 $358,567 $327,973 $266,165 $370,329 $110,872 $20,000 $1,776,967 $0 $323,061 $358,567 $324,973 $266,165 $350,329 $100,872 $20,000 $1,743,967 $0 $457,536 $401,171 $346,589 $264,555 $173,456 $126,318 $60,000 $1,829,625 INNOVATION & TECH GROUP Innovation & Technology 11510 Information Technology $2,820,697 $0 $0 $0 $266,678 $391,288 $390,338 $368,222 $1,554,626 $10,026,202 $9,976,202 $17,876,424 $532,613 $642,827 $642,827 $642,827 $2,827,500 $0 $0 $0 $0 $0 $0 $15,718,106 $2,527,616 $12,394,026 $642,852 $15,844,894 $2,010,850 $2,983,581 $59,886 $2,657,559 $2,868,652 $1,455,726 $245,795 $541,231 $302,210 $32,384 $0 $17,984,153 $2,877,061 $12,739,491 $704,308 $17,841,073 $2,535,138 $3,745,068 $63,781 $2,714,759 $2,876,863 $1,274,344 $168,735 $421,609 $0 $21,200 $0 $16,646,820 $2,780,667 $13,117,270 $695,964 $17,738,430 $2,634,011 $3,626,846 $63,781 $2,891,074 $2,894,852 $1,414,819 $221,728 $548,511 $0 $30,757 $786,005 $18,173,024 $3,069,150 $14,939,996 $758,211 $19,376,485 $3,600,160 $2,946,920 $71,419 $3,048,321 Program Name Group Total - FIRE SERVICES: MAYOR'S OFFICE GROUP Mayor 10010 Office of the Mayor NON-DEPARTMENTAL GROUP Non-Departmental 11801 Fund 1000 Non-Dept POLICE SERVICES GROUP GRPS Training Center Police 12232 PS Training Ctr - Police Police Department 12120 Police Administration 12121 PD - Stadium Event Staffing 12122 PD - Fiesta Bowl Event 12123 PD - Arena Event Staffing 12124 PD - College FB Playoffs 12125 PD - CBRanch Event Staffing 12126 PD - NCAA Final 4 12130 Gateway Patrol 12135 Training 12150 Crime Investigations 12160 Police Personnel Management 12170 Foothills Patrol Bureau 12180 Police Support Services 12210 PD - Fiscal Management 12215 PD - Tow Administration 12220 PD - Detention ____________________________________________________________________________________ 341 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget 12230 PD - Communications 12233 PD - Special Operations Dept. Total - Police Department $3,453,062 $7,068,920 $68,188,852 $3,241,019 $7,479,410 $77,371,259 $3,545,615 $7,653,168 $76,156,397 $3,743,353 $8,471,510 $84,095,221 Group Total - POLICE SERVICES: $68,721,465 $78,014,086 $76,799,224 $84,738,048 PUBLIC AFFAIRS GROUP Public Affairs 10810 Communications 10891 Media Center Operations 10910 Public Affairs Admin 10920 Cable Communications 14120 Cable Communications Dept. Total - Public Affairs $880,381 $131,212 $384,583 $0 $397,758 $1,793,934 $1,043,466 $149,267 $512,016 $0 $343,620 $2,048,369 $1,025,406 $148,654 $504,916 $0 $341,884 $2,020,860 $0 $0 $1,367,596 $845,437 $0 $2,213,033 PUBLIC WORKS GROUP Public Works 11890 Stadium - Transportation Ops. 11891 Transp - Fiesta Bowl Event 11892 Arena - Transportation Ops. 13410 Field Operations Admin. 13420 Cemetery 13430 Manistee Ranch Maintenance 13440 Graffiti Removal 13450 Facilities Management 13460 Custodial Services 13461 Downtown Parking Garage 13556 CBRanch - ROW Maintenance 13710 BofA Bank Building 13715 Promenade at Palmaire 13720 Engineering Administration 13730 Design Division 13780 Land Development Division 13790 Construction Inspection Dept. Total - Public Works $0 $0 $0 $445,601 $199,155 $5,583 $5,292 $3,723,478 $742,430 $53,025 $0 $279,152 $55,935 $549,033 $8,061 $108,390 $569,872 $6,745,007 $794,339 $92,873 $15,025 $162,628 $218,004 $0 $17,110 $3,931,542 $843,640 $0 $16,080 $293,178 $57,400 $561,744 $16,313 $128,727 $735,928 $7,884,531 $708,046 $63,490 $12,782 $163,048 $211,454 $0 $17,109 $3,899,432 $843,740 $0 $16,080 $449,445 $60,618 $561,032 $14,576 $136,143 $687,522 $7,844,517 $792,682 $142,668 $14,973 $180,210 $225,584 $0 $17,110 $3,864,334 $938,016 $0 $16,080 $528,863 $60,312 $650,218 -$249,369 $136,051 $779,220 $8,096,952 $160,942,810 $194,114,096 $184,657,944 $196,653,699 $2,864,777 $4,500,000 $3,191,895 $4,732,500 $2,864,777 $4,500,000 $3,191,895 $4,732,500 $163,807,587 $198,614,096 $187,849,839 $201,386,199 Program Name Fund Total - GENERAL: 1120 - VEHICLE REPLACEMENT PUBLIC WORKS GROUP Public Works 13610 Equipment Replacement Fund Total - VEHICLE REPLACEMENT: TOTAL - GENERAL FUNDS ____________________________________________________________________________________ 342 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund Program Name FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $165,930 $188,226 $188,226 $235,399 $165,930 $188,226 $188,226 $235,399 $256,370 $59,971 $51,711 $368,052 $400,318 $82,437 $57,000 $539,755 $310,238 $78,501 $38,830 $427,569 $431,526 $127,951 $57,298 $616,775 $368,052 $539,755 $427,569 $616,775 -$31,888 $147,137 $19,814 $17,960 $125,918 $0 $421,391 $700,332 $1,419,035 $250,713 $4,456 $0 $0 $0 $0 $1,674,204 $1,419,035 $1,500 $0 $0 $0 $0 $1,420,535 $887,685 $375,000 $23,957 $13,062 $375,000 $0 $0 $1,674,704 $700,332 $1,674,204 $1,420,535 $1,674,704 $926,259 $0 $229,443 SPECIAL REVENUE FUNDS 1200 - UTILITY BILL DONATION NON-DEPARTMENTAL GROUP Non-Departmental 36502 From the Heart Fund Total - UTILITY BILL DONATION: 1220 - ARTS COMMISSION FUND COMMUNITY SERVICES GROUP Community Services 15310 Arts Program Fund Total - ARTS COMMISSION FUND: 1240 - COURT SECURITY/BONDS CITY COURT GROUP City Court 10510 Court Security 10520 Court Time Payments 10530 Fill the Gap Dept. Total - City Court Fund Total - COURT SECURITY/BONDS: 1300 - HOME GRANT COMMUNITY SERVICES GROUP Community Services 30001 HOME Program 30002 Single Family Rehabilitation 30004 Rehab Delivery 30005 Rehabilitation Delivery 30008 Replacement Housing Prog/NR 30009 Habitat for Humanity 30010 Habitat-Valley of the Sun Dept. Total - Community Services Fund Total - HOME GRANT: 1310 - NEIGHBORHOOD STABILIZATION PGM COMMUNITY SERVICES GROUP Community Services 30900 NSP Programs $620,654 ____________________________________________________________________________________ 343 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund Program Name FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Fund Total - NEIGHBORHOOD STABILIZATION PGM: $620,654 $926,259 $0 $229,443 $41,926 $65,951 $107,877 $600,000 $500,000 $1,100,000 $0 $0 $0 $227,300 $0 $227,300 $107,877 $1,100,000 $0 $227,300 -$3 $0 $72,499 $4,015 $22,598 $91,212 $19,025 $104,197 $8,581 $71,130 $381,300 $9,952 $19,904 $5,828 $55,937 $9,952 $0 $2,239 $101,950 $40,124 $9,952 $28,311 $1,660 $364,745 $18,033 $0 $8,579 $33,838 $39,807 $126,752 $131,123 $251,760 $23,825 $52 $3,637,151 $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 $3,581,987 $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 $2,854,998 $25,000 $25,000 $40,000 $34,000 $500,000 $30,000 $500 $7,994 $75,000 $90,930 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 1311 - N'HOOD STABILIZATION PGM III COMMUNITY SERVICES GROUP Community Services 30910 NSP III 30912 Habitat for Humanity Dept. Total - Community Services Fund Total - N'HOOD STABILIZATION PGM III: 1320 - C.D.B.G. COMMUNITY SERVICES GROUP Community Services 31001 CDBG Programs 31002 Voluntary Demo - L/M 31003 Voluntary Demo - S/B 31004 Lead-Based Paint Haz Reduction 31006 Temporary Relocation 31017 Single Family Residential 31018 Exterior Improvement Program 31019 Rehabilitation Staff 31020 Rehabilitation Delivery 31022 Roof Repair Program 31028 General Administration 31030 PS-Com Legal Svcs-Fair Housin 31039 PS YWCA Senior Congregate Meal 31045 PS Glendale Home Accessibility 31050 PS-SaintVincentDePaul-OLPH-KFT 31054 Boy's & Girl's Club-Metro Phx 31063 Visual Improvement Prgm 31078 PI-Code Compliance Clean-up 31079 PS-CAP-Evict Prevnt/Rent Assis 31081 HS-Code Svc-NBRDH Preservation 31087 PS- Back to School Clothing Dr 31089 PF-Comm Housing 31096 PF-COG Parks & Rec-ADA Improv 31098 Habitat-Emergency Home Repair 31099 COG Housing Div Modern of Bath 31102 PI-Field Operations-St Recon 31103 PI-East Catlin Court Improv 31107 PI-Econ Deve-Visual Improv Prg 31108 PS-YWCA Home Delivered Meals 31109 COG-Comm. Housing 13/14 31110 PF-Valley Life-Grp Home Renov 31111 COG-Field Operations 13/14 31112 PI-COG-Parks & Rec-Sonorita 31115 CASS SINGL SHELT 13/14 ____________________________________________________________________________________ 344 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $37,349 $76,645 $152,323 $2,325,194 $0 $0 $0 $3,637,151 $0 $0 $0 $3,581,987 $0 $0 $0 $3,683,422 $2,325,194 $3,637,151 $3,581,987 $3,683,422 PUBLIC WORKS GROUP Public Works 16710 Right-of-Way Maintenance 16720 Street Maintenance 16731 Graffiti Removal - ROW 16810 Traffic Signals 16820 Signs & Markings 16910 Transportation Administration 16920 Street Light Management 16925 Pavement Management 16940 Traffic Studies 16950 Traffic Design and Development Dept. Total - Public Works $2,306,817 $1,076,339 $147,902 $824,755 $364,898 $109,281 $2,083,193 $0 $162,888 $169,712 $7,245,785 $2,641,663 $1,198,748 $162,372 $1,201,495 $636,758 $115,491 $2,281,469 $620,051 $327,087 $172,502 $9,357,636 $2,661,843 $1,247,546 $165,795 $1,209,606 $598,163 $115,491 $2,424,517 $598,591 $312,474 $172,502 $9,506,528 $2,982,981 $1,436,424 $164,667 $1,221,906 $587,057 $123,775 $2,654,060 $602,620 $242,219 $287,053 $10,302,762 Fund Total - HIGHWAY USER GAS TAX: $7,245,785 $9,357,636 $9,506,528 $10,302,762 $0 $13,934 $679,750 $0 $0 $693,684 $1,000,000 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $1,000,000 $693,684 $1,000,000 $0 $1,000,000 $0 $2,262,262 $158,610 $191,472 $2,223,047 $3,445,453 $20,924 $582,469 $499,100 $2,496,273 $215,509 $414,317 $2,670,544 $4,883,203 $40,300 $699,685 $499,100 $2,371,345 $190,682 $413,780 $2,639,816 $4,747,915 $36,880 $699,685 $500,000 $2,462,574 $199,200 $336,103 $2,849,318 $4,761,516 $40,300 $641,479 Program Name 31119 PS-Hope For Hunger 31120 PF-Heart For City-Comm Garden 31121 PI-COG-Pk & Rec-Velma Teague Dept. Total - Community Services Fund Total - C.D.B.G.: 1340 - HIGHWAY USER GAS TAX 1650 - TRANSPORTATION GRANTS PUBLIC WORKS GROUP Public Works 37200 Grant Approp - Transportation 37202 New Freedom - GUS 3 37208 LTAF II - Fixed Route 37209 FTA AZ-90-X131 37210 HSIP Traffic Signals Dept. Total - Public Works Fund Total - TRANSPORTATION GRANTS: 1660 - TRANSPORTATION SALES TAX PUBLIC WORKS GROUP Public Works 16311 GO Street Light Mgmt 16510 Transportation Program Mgmt 16520 Transportation Education 16525 Transit Management 16530 Dial-A-Ride 16540 Fixed Route 16550 Demand Management 16570 Intelligent Transportation Sys ____________________________________________________________________________________ 345 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $286,072 $237,306 $225 $0 $445,626 $53,405 $9,906,871 $300,675 $1,173,766 $10,050 $53,813 $0 $55,000 $13,512,235 $279,982 $477,150 $2,717 $0 $0 $59,944 $12,418,996 $424,536 $913,344 $10,050 $53,813 $0 $55,000 $13,247,233 $9,906,871 $13,512,235 $12,418,996 $13,247,233 $736,406 $638,647 $649,260 $680,884 $736,406 $638,647 $649,260 $680,884 $0 $492,312 $44,974 $263,852 $1,280 $154,481 $3,343 $2,232 $8,693 $10,262 $23,070 $10,122 $1,014,621 $73,111 $605,964 $45,000 $326,976 $1,373 $141,258 $0 $7,330 $8,693 $30,000 $50,000 $14,018 $1,303,723 $68,611 $605,964 $45,000 $326,976 $1,373 $141,563 $4,500 $7,330 $8,693 $28,000 $50,000 $14,018 $1,302,028 $68,611 $558,632 $55,000 $393,198 $1,373 $174,810 $13,235 $7,472 $5,000 $22,487 $9,980 $15,000 $1,324,798 $1,014,621 $1,303,723 $1,302,028 $1,324,798 $208,992 $0 $0 $0 $0 $0 $0 $0 $208,992 $0 $0 $0 $0 $0 $0 $0 $208,992 $0 $0 $0 $0 $0 $0 $0 Program Name 16580 Traffic Mitigation 16590 Transportation CIP O&M 16610 GO Traffic Signals 16620 GO Signs & Marking 16630 GO Street Light Mgmt 16640 Rail Transit Dept. Total - Public Works Fund Total - TRANSPORTATION SALES TAX: 1760 - AIRPORT SPECIAL REVENUE PUBLIC WORKS GROUP Public Works 16410 Airport Operations Fund Total - AIRPORT SPECIAL REVENUE: 1820 - CAP GRANT COMMUNITY SERVICES GROUP Community Services 32040 Community Action Program (CAP) 32050 Case Mgmt-LIHEAP Voucher 32055 Case Mgmt-TANF Voucher 32056 Case Mgmt Admin 32057 Case Mgmt-NHN Voucher 32060 Community Svcs Block Grant-Adm 32069 ACAA SWG Energy SHARE Progra 32070 ACAA HEAF Program 32071 ACAA SW Gas Assistance 32072 ACAA URRD Program 32073 ACAA SRP Assistance 32074 ACAA APS Assistance Dept. Total - Community Services Fund Total - CAP GRANT: 1830 - EMERGENCY SHELTER GRANTS COMMUNITY SERVICES GROUP Community Services 31900 ESG General Administration 31904 PREHAB Faith House-ESG 31905 ESG Emergency Solution Grant 31908 CAP Homeless Prevention 31909 CAP Rapid Re-Housing 31910 CASS Adult Emergency Shelter 31911 CAP Homeless Prev 12/13 31912 CAP Rapid Re 12/13 $3,101 $21,866 $20,670 $6,637 $28,255 $20,671 $3,485 $1,183 ____________________________________________________________________________________ 346 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $18,067 $36,265 $28,800 $189,000 $0 $0 $0 $208,992 $0 $0 $0 $208,992 $0 $0 $0 $208,992 $189,000 $208,992 $208,992 $208,992 COMMUNITY SERVICES GROUP Community Services 36001 State Grant In Aid 2005 36006 Grant Approp - Library 36045 Memorial Donations-Library 36046 Library Donations 36048 Library Teen Program Donations 36049 STEM at the Library Grant 36050 LSTA Create, Connct & Collab 36051 LSTA eMerging Readers grant 36052 LSTA Go Mobile@ Your Library 36053 LSTA Tell Your Story Dept. Total - Community Services $11,603 $0 $0 $547 $0 $4,665 $17,762 $20,999 $0 $0 $55,576 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 FACILITIES & EVENTS GROUP Public Facilities & Events 35004 Grant Approp - Parks & Rec 35015 Misc P&R Grants 35021 P&R Youth Scholarship Donation 35022 GRASP Fitness & Nutrition Prog 35023 Glendale Adult Ctr Donation 35025 AZSTA Tbird Pak Trails Enhance 35026 Youth Sports Program Dept. Total - Public Facilities & Events $0 $2,185 $1,546 $943 $4,150 $13,835 $43,052 $65,711 $25,000 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $25,000 FIRE SERVICES GROUP Fire Department 34001 Grant Approp - Fire Dept 34006 Paramedic Refresher Programs-D 34007 Employee Recognition-Donations 34008 Crisis Response - Donations 34033 Fire Dept Cadet Pgm-Donations 34072 AHIMT-Wildland Special Ops 34079 Fire Comm. Services Donations 34085 2013 UASI GFD RRT 34086 2013 UASI GFD TLO 34087 SRPMIS Fire Grant 34088 2013 Safer Grant 34089 UASI Emer Mgt Display Grant $0 $4,137 $1,500 $7,624 $4,214 $206,863 $1,201 $8,172 $2,874 $425,000 $865,144 $53,311 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,158,123 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,166,373 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $302,221 $0 Program Name 31913 A New Leaf 14/15 31914 CASS Rapid Re-Housing 14/15 31915 Streetlight USA 14/15 Dept. Total - Community Services Fund Total - EMERGENCY SHELTER GRANTS: 1840 - GRANTS ____________________________________________________________________________________ 347 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget 34090 2014 UASI GFD RRT 34091 2014 UASI GFD TLO Sustainment 34092 2014 SHSGP GFD MMRS 34093 2013 UASI GFD RRT 34094 2013 UASI Server Update Dept. Total - Fire Department $73,295 $6,501 $4,024 $12,333 $19,298 $1,695,491 $0 $0 $0 $0 $0 $3,158,123 $0 $0 $0 $0 $0 $3,166,373 $0 $0 $0 $0 $0 $2,302,221 MISCELLANEOUS GRANTS GROUP Grants 32105 Victim's Rights-Cty Atty 32108 Prop. 302 32109 Nina Mason Pulliam Grant 32111 Donations - Glendale Univ. 32115 MYAC Fundraising 32118 Miscellaneous Grants 32132 Historic Plaques 32133 Community Connections Donation 32149 Centennial HP Bus Tour Donat 32156 STOP Violence Prosecutors Off 32157 DV Lethality Assessment Grant 32158 CAP Donations 36505 Glendale Habitat Garden Educ Dept. Total - Grants $10,100 $146,441 $7,135 $2,990 $1,182 $0 $6,518 $0 $914 $101,896 $89,566 $0 $8,503 $375,245 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $592 $0 $0 $0 $150,592 POLICE SERVICES GROUP Police Department 33001 DARE 33002 Victim Rights - PD 33006 Police K-9 Donation 33010 PD DEA Grant - Overtime 33014 CAT Donations 33018 VOCA 33021 Grant Approp - Police Dept 33032 Joint Terrorism Task Force-OT 33041 DPS VTTF 33047 Advocacy Donations 33057 PD Volunteers 33105 DEA OCDETF Overtime 33163 GPD Cold Case Investigation 33165 FCTF/MFTF 33167 USMS Violent Offend Task Force 33169 USS Electronic Crime Task Forc 33172 2011 Smart Policing Initiative 33173 2011 JAG CAD/RMS Replacement 33180 USPS Taskforce 33181 HIDTA 33188 State Farm Safety Education 33202 Rutgers Partnership $152 $82,811 $16,652 $40,250 $4,859 $100,752 $0 $24,735 $91,471 $693 $0 $30,808 $26,471 $12,041 $2,002 $0 $33,362 $44,843 $621 $44,248 $457 $200 $0 $84,000 $0 $0 $0 $111,663 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $76,869 $0 $0 $0 $75,079 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $89,928 $0 $0 $0 $123,594 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Program Name ____________________________________________________________________________________ 348 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund Program Name 33203 2013 UASI GPD RRT 33204 2013 UASI GPD TLO 33207 STEP Speed Enforce/DUI Equip 33208 STEP Overtime 33209 DUI Enforcement Overtime 33210 2014 Occupant Protection OT 33211 Police Awards Ceremony Donate 33212 2012 UASI GPD Non-EnergeticRAT 33213 2013 COPS Hiring Program 33215 DUI Enforcement Vehicle (1) 33216 2014 DUIAC DUI Enforcement 33217 Police Safety Eq ARS12-116.04A 33218 2015 GOHS DUI/Impaired Driving 33219 2015 GOHS Selective Traffic En 33220 2015 GOHS DUI/High Visibility 33221 2015 GOHS Selective Traffic En 33222 2015 GOHS Occupant Protection 33223 2014 UASI Glendale PD RRT Sust 33224 2014 UASI Glendale PD TLO Sust 33225 2014 JAG Grant 33226 TO Nation Mobile Tablet Grant 33227 2016 DUIAC Know Your Limit 33228 School Resource Officer IGAs 33229 Police Teen Academy Donations 33231 W. Valley Drug Enforcement TF 33232 DUIAC DUI Enforcement OT 33235 2015 UASI GPD RRT 33236 2015 UASI GPD TLO Sustainment 33237 2016 GOHS DUI/OT 33238 2016 GOHS STEP OT Dept. Total - Police Department Fund Total - GRANTS: FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $47,285 $1,297 $112,567 $5,520 $9,504 $19,998 $15,914 $1,770 $198,150 $46,999 $49,997 $4,781 $64,999 $28,150 $46,869 $7,769 $19,357 $103,941 $3,263 $19,845 $56,420 $14,408 $0 $930 $0 $0 $0 $0 $0 $0 $1,437,161 $0 $0 $0 $0 $0 $0 $0 $0 $515,827 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $509,427 $0 $0 $0 $0 $0 $0 $0 $3,220,917 $0 $0 $0 $0 $0 $0 $0 $0 $503,827 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $626,825 $0 $0 $0 $0 $0 $0 $0 $1,282,600 $0 $0 $0 $0 $0 $0 $0 $0 $441,572 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $650,074 $0 $0 $0 $0 $0 $0 $0 $3,305,168 $3,629,184 $6,579,040 $4,448,973 $5,807,981 $33,916 $0 $0 $0 $33,916 $0 $0 $0 $17,292 $2,103,478 $2,120,770 $225,000 $2,256,886 $2,481,886 $225,000 $2,256,886 $2,481,886 $225,000 $2,276,744 $2,501,744 1842 - ARRA STIMULUS GRANTS PUBLIC WORKS GROUP Public Works 37091 FTA AZ-96-X002 Fund Total - ARRA STIMULUS GRANTS: 1860 - RICO FUNDS POLICE SERVICES GROUP Police Department 32020 Federal RICO 32030 State RICO Dept. Total - Police Department ____________________________________________________________________________________ 349 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund Program Name Fund Total - RICO FUNDS: FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $2,120,770 $2,481,886 $2,481,886 $2,501,744 $28,420 $119,642 $239,283 $210,321 $212,819 $81,411 $8,747 $0 $900,643 $20,500 $136,723 $275,501 $303,474 $295,091 $70,341 $61,292 $0 $1,162,922 $20,500 $130,797 $275,501 $296,628 $295,091 $67,671 $32,746 $0 $1,118,934 $0 $0 $0 $0 $0 $0 $0 $0 $0 $900,643 $1,162,922 $1,118,934 $0 $674 $3,685 $0 $0 $0 $0 $14,015 $1,580 $19,954 $13,700 $4,000 $9,000 $5,000 $6,000 $4,000 $35,118 $5,000 $81,818 $0 $500 $0 $0 $0 $0 $55 $0 $555 $0 $2,000 $6,000 $5,000 $8,000 $4,000 $12,895 $25,000 $62,895 $19,954 $81,818 $555 $62,895 1880 - PARKS & RECREATION SELF SUST FACILITIES & EVENTS GROUP Public Facilities & Events 14820 Rec. Admin & Events Self Sust. 14825 Adult Center Self Sustaining 14830 Rec Self Sust-Foothills Rec 14840 Sports Self Sustaining 14850 Youth and Teen Self Sustaining 14860 SRPHA Sahuaro Ranch Hist 14890 Aquatics Rose Lane Self Sust. 14892 Glendale Community Center Dept. Total - Public Facilities & Events Fund Total - PARKS & RECREATION SELF SUST: 1885 - PARKS & RECREATION DESIGNATED FACILITIES & EVENTS GROUP Public Facilities & Events 13135 City-Wide Aquatics 13170 Dedicate A Tree 13180 Desert Valley Park 13210 Desert Mirage Park 13220 Desert Gardens Park 13230 Discovery Park 13235 Elsie McCarthy Pk. Maint 13237 Paseo Racquet Center Dept. Total - Public Facilities & Events Fund Total - PARKS & RECREATION DESIGNATED: 2530 - TRAINING FACILITY REVENUE FUND FIRE SERVICES GROUP Fire Department 12590 PS Training Ops - Fire $576,086 $787,230 $800,219 $886,875 POLICE SERVICES GROUP Police Department 12390 PS Training Ops - Police $269,467 $359,377 $359,377 $372,758 ____________________________________________________________________________________ 350 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $509,321 $478,385 $471,688 $503,174 $1,354,874 $1,624,992 $1,631,284 $1,762,807 $32,333,747 $46,217,486 $39,585,753 $43,767,139 $316 $855 $855 $0 $316 $855 $855 $0 BUDGET AND FINANCE GROUP Lease Pmts/OtherFees 89804 2060 Advisor Fees $0 $83 $83 $0 Fund Total - PARKS CONSTRUCTION: $0 $83 $83 $0 $214 $0 $0 $0 $214 $0 $0 $0 $1,172 $2,415 $2,415 $0 $1,172 $2,415 $2,415 $0 $1,702 $3,353 $3,353 $0 Program Name PUBLIC WORKS GROUP Public Works 13480 PS Training Ops - Fac. Mgmt. Fund Total - TRAINING FACILITY REVENUE FUND: TOTAL - SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS 2040 - PUBLIC SAFETY CONSTRUCTION BUDGET AND FINANCE GROUP Lease Pmts/OtherFees 89806 2040 Advisor Fees Fund Total - PUBLIC SAFETY CONSTRUCTION: 2060 - PARKS CONSTRUCTION 2100 - ECONOMIC DEV. CONSTR-1999 AUTH BUDGET AND FINANCE GROUP Lease Pmts/OtherFees 89815 2100 Advisor Fees Fund Total - ECONOMIC DEV. CONSTR-1999 AUTH: 2180 - FLOOD CONTROL CONSTRUCTION BUDGET AND FINANCE GROUP Lease Pmts/OtherFees 89808 2180 Advisor Fees Fund Total - FLOOD CONTROL CONSTRUCTION: TOTAL - CAPITAL PROJECTS FUNDS ____________________________________________________________________________________ 351 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $2,452,445 $2,959,403 $3,029,403 $3,223,804 DEVELOPMENT SERVICES GROUP Building Safety 17510 Cross Connection Control $133,885 $140,647 $128,402 $170,642 WATER SERVICES GROUP Water Services 17010 Environmental Resources 17110 Water Services Administration 17115 Safety Administration 17120 Information Management 17130 Public Service Representatives 17140 System Security 17150 Property Management 17160 Arrowhead WRF 17170 West Area WRF 17180 Materials Control Warehouse 17210 Customer Service - Field 17220 Irrigation 17230 Raw Water Usage 17240 Central System Control 17250 Pyramid Peak WTP 17260 Cholla Treatment Plant 17280 Central System Maintenance 17290 Water Distribution 17300 Meter Maintenance 17310 Oasis Surface WTP 17320 Oasis Groundwater WTP 17410 Water Conservation 17420 Water Quality 17610 Pretreatment Program 17620 SROG - 91st Ave WWTP 17625 99th Avenue Interceptor 17630 Wastewater Collection 17699 Storm Water Dept. Total - Water Services $569,002 $7,563,777 $122,477 $729,520 $557,763 $407,130 $66,616 $1,607,990 $2,979,456 $127,230 $1,059,385 $172,987 $3,258,129 $1,313,067 $1,693,255 $2,179,667 $1,344,679 $2,679,282 $835,584 $2,288,317 $152,542 $365,381 $1,195,780 $331,498 $3,249,523 $89,395 $2,101,417 $500,155 $39,541,004 $726,136 $8,057,553 $143,879 $1,038,000 $642,976 $612,547 $65,700 $2,091,543 $3,321,319 $152,908 $1,196,629 $195,000 $4,504,000 $1,481,488 $1,902,798 $2,825,852 $1,670,421 $3,264,007 $1,112,515 $2,759,239 $409,400 $468,111 $1,261,080 $466,916 $3,472,000 $100,000 $3,005,950 $552,496 $47,500,463 $719,086 $7,897,543 $133,934 $977,430 $707,399 $536,704 $53,200 $1,998,872 $3,206,967 $158,648 $1,164,219 $201,000 $4,500,000 $1,501,410 $1,898,685 $2,642,382 $1,603,374 $3,060,949 $971,388 $2,549,414 $295,000 $415,616 $1,294,010 $428,531 $3,400,000 $100,000 $2,487,360 $530,317 $45,433,438 $618,840 $7,744,421 $150,112 $1,261,238 $892,650 $656,765 $66,131 $2,094,241 $3,508,460 $197,747 $1,209,506 $215,390 $4,199,002 $1,424,115 $2,088,706 $2,822,788 $1,635,829 $3,522,573 $1,162,130 $3,023,224 $362,318 $467,433 $1,410,797 $493,924 $3,549,939 $100,200 $2,943,724 $681,164 $48,503,367 $42,127,334 $50,600,513 $48,591,243 $51,897,813 Program Name ENTERPRISE FUNDS 2360 - WATER AND SEWER BUDGET AND FINANCE GROUP Budget and Finance 17020 Customer Service Office Fund Total - WATER AND SEWER: ____________________________________________________________________________________ 352 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $3,182,532 $91,948 $1,294,092 $876,109 $2,124,102 $7,568,783 $4,416,402 $166,800 $1,411,312 $980,837 $2,603,562 $9,578,913 $3,960,998 $143,400 $1,478,437 $910,302 $2,603,562 $9,096,699 $4,585,422 $166,800 $1,640,061 $1,010,727 $2,653,916 $10,056,926 $7,568,783 $9,578,913 $9,096,699 $10,056,926 $644,136 $3,103,301 $6,950,263 $2,881,123 $13,578,823 $629,903 $3,087,503 $6,972,815 $2,777,050 $13,467,271 $703,682 $3,019,675 $6,994,926 $3,019,485 $13,737,768 $737,944 $2,864,719 $7,445,341 $3,087,627 $14,135,631 $13,578,823 $13,467,271 $13,737,768 $14,135,631 $1,595,812 $15,891,384 $15,890,884 $16,047,175 $1,595,812 $15,891,384 $15,890,884 $16,047,175 $64,870,752 $89,538,081 $87,316,594 $92,137,545 $2,356,438 $2,934,598 $3,448,302 $2,951,560 Fund Total - RISK MANAGEMENT SELF INSURANCE: $2,356,438 $2,934,598 $3,448,302 $2,951,560 $2,201,956 $2,203,940 $2,204,924 Program Name 2440 - LANDFILL PUBLIC WORKS GROUP Public Works 17710 Landfill 17720 Gas Management System 17730 Solid Waste Admin 17740 Recycling 17750 MRF Operations Dept. Total - Public Works Fund Total - LANDFILL: 2480 - SANITATION PUBLIC WORKS GROUP Public Works 17810 Solid Waste Roll-off 17820 Sanitation Frontload 17830 Curb Service 17840 Residential-Loose Trash Collec Dept. Total - Public Works Fund Total - SANITATION: 2500 - PUB HOUSING BUDGET ACTIVITIES COMMUNITY SERVICES GROUP Community Services 17910 Community Housing Fund Total - PUB HOUSING BUDGET ACTIVITIES: TOTAL - ENTERPRISE FUNDS INTERNAL SERVICE FUNDS 2540 - RISK MANAGEMENT SELF INSURANCE HR & RISK MGT GROUP Human Resources 18010 Risk Mgmt Trust Fund 2560 - WORKERS COMP. SELF INSURANCE HR & RISK MGT GROUP Human Resources 18110 Worker's Compensation $1,335,080 ____________________________________________________________________________________ 353 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $1,335,080 $2,201,956 $2,203,940 $2,204,924 $23,031,808 $25,450,368 $25,450,368 $26,825,620 $23,031,808 $25,450,368 $25,450,368 $26,825,620 PUBLIC WORKS GROUP Public Works 18300 Fleet Management 18301 Fuel Services 18302 Parts Store Operations Dept. Total - Public Works $0 $0 $0 $0 $3,995,613 $3,511,944 $1,499,953 $9,007,510 $3,991,993 $2,400,800 $1,609,491 $8,002,284 $4,276,440 $3,168,166 $1,719,005 $9,163,611 Fund Total - FLEET SERVICES: $0 $9,007,510 $8,002,284 $9,163,611 $0 $0 $0 $0 $1,135,400 $2,859,943 $2,655,208 $6,650,551 $1,134,093 $2,786,267 $2,690,179 $6,610,539 $1,146,234 $1,576,674 $5,660,302 $8,383,210 $0 $6,650,551 $6,610,539 $8,383,210 $0 $3,234,800 $514,300 $4,147,725 $0 $3,234,800 $514,300 $4,147,725 $26,723,326 $49,479,783 $46,229,733 $53,676,650 Program Name Fund Total - WORKERS COMP. SELF INSURANCE: 2580 - BENEFITS TRUST FUND HR & RISK MGT GROUP Human Resources 18210 Benefit Programs Fund Total - BENEFITS TRUST FUND: 2590 - FLEET SERVICES 2591 - TECHNOLOGY INNOVATION & TECH GROUP Innovation & Technology 18400 Telephones 18401 Technology Replacement 18402 Information Technology Dept. Total - Innovation & Technology Fund Total - TECHNOLOGY: 2592 - TECHNOLOGY PROJ ECTS INNOVATION & TECH GROUP Innovation & Technology 18500 Technology Projects Fund Total - TECHNOLOGY PROJECTS: TOTAL - INTERNAL SERVICE FUNDS ____________________________________________________________________________________ 354 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $59,708 $0 $0 $0 $0 $0 $0 $0 FIRE SERVICES GROUP Fire Department 12560 Fire - Super Bowl Event $313,617 $0 $0 $0 POLICE SERVICES GROUP Police Department 12360 PD - Super Bowl Event $754,820 $0 $0 $0 $85,436 $0 $0 $0 $1,213,581 $0 $0 $0 PUBLIC WORKS GROUP Public Works 13510 Equipment Management 13520 Fuel Services 13530 Parts Store Operations Dept. Total - Public Works $3,878,558 $2,934,529 $1,586,285 $8,399,372 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fund Total - GENERAL SERVICES: $8,399,372 $0 $0 $0 $1,069,454 $0 $0 $0 $1,069,454 $0 $0 $0 Program Name FY14-15 GF SUB FUND 1010 - NATIONAL EVENTS DEVELOPMENT SERVICES GROUP Building Safety 15890 Building Safety-Super Bowl ECONOMIC DEVELOPMENT GROUP Economic Development 16120 National Events Pre-Planning PUBLIC WORKS GROUP Public Works 16360 Transp - Super Bowl Event Fund Total - NATIONAL EVENTS: 1040 - GENERAL SERVICES 1100 - TELEPHONE SERVICES INNOVATION & TECH GROUP Innovation & Technology 11520 Telephones Fund Total - TELEPHONE SERVICES: ____________________________________________________________________________________ 355 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund Program Name FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $2,848,000 $0 $0 $0 $2,848,000 $0 $0 $0 $19,925 $0 $0 $0 $19,925 $0 $0 $0 $89,546 $0 $0 $0 $89,546 $0 $0 $0 $141,592 $0 $0 $0 $47,006 $0 $0 $0 $188,598 $0 $0 $0 $13,494 $0 $0 $0 $44,303 $319,458 $363,761 $0 $0 $0 $0 $0 $0 $0 $0 $0 1140 - PC REPLACEMENT INNOVATION & TECH GROUP Innovation & Technology 11530 Technology Replacement Fund Total - PC REPLACEMENT: 1190 - EMPLOYEE GROUPS HR & RISK MGT GROUP Employee Groups 11110 GEMS Fund Total - EMPLOYEE GROUPS: 1260 - LIBRARY COMMUNITY SERVICES GROUP Community Services 15410 Library Book Fund Fund Total - LIBRARY: 1280 - YOUTH SPORTS COMPLEX FACILITIES & EVENTS GROUP Public Facilities & Events 13290 YSC - Parks & Rec PUBLIC WORKS GROUP Public Works 13470 YSC - Facilities Mgt. Fund Total - YOUTH SPORTS COMPLEX: 1281 - STADIUM EVENT OPERATIONS FACILITIES & EVENTS GROUP Public Facilities & Events 10840 Mkt'g - Stadium Events FIRE SERVICES GROUP Fire Department 12515 Fire - Fiesta Bowl Event 12520 Stadium - Fire Event Staffing Dept. Total - Fire Department ____________________________________________________________________________________ 356 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $1,406,143 $154,325 $1,560,468 $0 $0 $0 $0 $0 $0 $0 $0 $0 $679,876 $26,450 $706,326 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,644,049 $0 $0 $0 BUDGET AND FINANCE GROUP Budget and Finance 11415 Arena Management Fee $16,003,035 $0 $0 $0 FIRE SERVICES GROUP Fire Department 12490 Arena - Fire Event Staffing $184,252 $0 $0 $0 POLICE SERVICES GROUP Police Department 12190 Arena-PD Event Staffing $470,436 $0 $0 $0 $10,226 $0 $0 $0 $16,667,949 $0 $0 $0 Program Name POLICE SERVICES GROUP Police Department 12231 Stadium - PD Event Staffing 12234 PD - Fiesta Bowl Event Dept. Total - Police Department PUBLIC WORKS GROUP Public Works 16840 Stadium - Transportation Ops. 16845 Transp - Fiesta Bowl Event Dept. Total - Public Works Fund Total - STADIUM EVENT OPERATIONS: 1282 - ARENA EVENT OPERATIONS PUBLIC WORKS GROUP Public Works 16830 Arena - Transportation Ops. Fund Total - ARENA EVENT OPERATIONS: 1283 - CAMELBACKRANCH EVENTOPERATIONS FIRE SERVICES GROUP Fire Department 12485 CBRanch - Fire Event Staffing $33,555 $0 $0 $0 POLICE SERVICES GROUP Police Department 12195 CBRanch-Police Event Staffing $5,890 $0 $0 $0 ____________________________________________________________________________________ 357 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget $9,464 $0 $0 $0 $48,909 $0 $0 $0 $541,908 $0 $0 $0 $541,908 $0 $0 $0 FACILITIES & EVENTS GROUP Public Facilities & Events 10820 Tourism 14312 Bed Tax - Tourism Dept. Total - Public Facilities & Events $236,367 $305,481 $541,848 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fund Total - CITY SALES TAX-BED TAX: $541,848 $0 $0 $0 $3,799,197 $0 $0 $0 $3,799,197 $0 $0 $0 $990 $8,976 $85,277 $122,113 $74,850 $118,002 $154,182 $75,162 $8,341 $647,893 $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 Program Name PUBLIC WORKS GROUP Public Works 16741 CBRanch - ROW Maintenance Fund Total - CAMELBACKRANCH EVENTOPERATION 1740 - CIVIC CENTER FACILITIES & EVENTS GROUP Public Facilities & Events 11710 Civic Center Fund Total - CIVIC CENTER: 1750 - CITY SALES TAX-BED TAX 1790 - STADIUM CITY SALES TAX - AZSTA BUDGET AND FINANCE GROUP Budget and Finance 11400 AZSTA - Stadium Tax Refund Fund Total - STADIUM CITY SALES TAX - AZSTA: 1870 - MARKETING SELF SUST FACILITIES & EVENTS GROUP Public Facilities & Events 14310 Tourism - Souvenir Program 14311 Glendale CVB - Memberships 14321 Glitter Spectacular 14322 Enchanted Evening 14323 Glitter and Glow 14324 Chocolate Affaire 14326 Glitters Light 14327 Other Special Events 14328 Summer Band Dept. Total - Public Facilities & Events ____________________________________________________________________________________ 358 ANNUAL BUDGET SCHEDULE THREE ____________________________________________________________________________________ Fiscal Year 2016-2017 Operating Expenditures by Program and Fund Program Name FY 2015 Actual FY 2016 Budget FY 2016 Estimate FY 2017 Budget Fund Total - MARKETING SELF SUST: $647,893 $0 $0 $0 $40,435 $0 $0 $0 $40,435 $0 $0 $0 $38,760,664 $0 $0 $0 $326,497,778 $383,852,799 $360,985,272 $390,967,533 2538 - GLENDALE HEALTH CENTER FIRE SERVICES GROUP Fire Department 12711 Glendale Health Center Fund Total - GLENDALE HEALTH CENTER: TOTAL - FY14-15 GF SUB FUND TOTAL - OPERATING BUDGET ____________________________________________________________________________________ 359 ANNUAL BUDGET SCHEDULES FOUR Fiscal Year 2016-2017 Inter-Fund Transfers ____________________________________________________________________________________ Transfer From Transfers To 1000 General 2360 Water/ Sewer 1340 Highway User Gas Tax 1480 - DIF1660 Citywide TransportaRecFac pre tion Sales SB1525 Tax 1700 Police Special Revenue 1720 Fire Special Revenue Total Transfer-In - - - - - 16,986,459 8,200,273 25,186,732 1,500,000 - - - - - - 1,500,000 1660 - Transp. Sales Tax 900,000 - - - - - - 900,000 1760 - Airport Special Revenue 135,105 - - - - - - 135,105 64,299 - - - - - - 64,299 - - 209,713 - - - 209,713 20,600,853 - - - - - - 20,600,853 5,565,770 - - - - - - 5,565,770 1970 - Transp. Debt Service - - - - 7,144,000 - - 7,144,000 2000 - Hurf Street Bonds - - 21,038,574 - - - - 21,038,574 2,605,053 - - - - - - 2,605,053 2210 - Transp. Capital Project - - - - 13,757,015 - - 13,757,015 2380 - Water/Sewer Debt Service - 20,126,000 - - - - - 20,126,000 2360 Water/Sewer 229,388 - - - - - - 229,388 2440 - Landfill 658,308 - - - - - - 658,308 2480 - Sanitation 125,392 - - - - - - 125,392 2500 - Pub Housing Budget 386,563 - - - - - - 386,563 1000 - General 1120-Vehicle Repl 1820 - CAP Grant 1900 - G.O. Bond Debt Service 1940 - M.P.C. Debt Service 1950 - Excise Tax Deb Service 2070 - Gen Gov Capital Projects Total Transfer Out 32,770,731 20,126,000 21,038,574 209,713 20,901,015 16,986,459 8,200,273 120,232,765 * Actual transfer amounts will vary based on actual revenues, expenses, grant opportunities, etc. ____________________________________________________________________________________ 360 ANNUAL BUDGET SCHEDULE FIVE Fiscal Year 2016-2017 Tax Levy and Tax Rate Information __________________________________________________________________________________________________________ DESCRIPTION BUDGET FY 2013 BUDGET FY 2014 BUDGET FY 2015 BUDGET FY 2016 PROJECTED FY 2017 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $579,000,000 $196,076,577 $382,923,423 $516,173,179 $576,000,000 $202,072,306 $373,927,694 $528,504,325 $642,000,000 $212,754,492 $429,245,508 $528,312,730 $632,000,000 $203,261,649 $428,738,351 $542,088,977 $693,000,000 $220,089,427 $472,910,573 $554,464,628 $1,146,680,633 $5,043,101 $1,044,786,020 $5,196,766 $1,095,616,087 $5,364,136 $1,129,008,207 $5,529,882 $1,173,091,035 $5,732,896 N/A N/A N/A N/A N/A $1,149,264,817 $18,985,812 $2,536,663 $21,522,475 $1,050,893,890 $18,496,280 $5,086,376 $23,582,656 $1,148,164,650 $19,065,274 $5,364,136 $24,429,410 $1,129,008,207 $19,268,783 $5,529,882 $24,798,665 $1,173,091,035 $19,587,858 $5,621,452 $25,209,310 $2,490,052 $46,611 $18,730,018 $255,794 $21,220,070 $302,405 $21,522,475 $5,071,423 $14,953 $18,360,614 $135,666 $23,432,037 $150,619 $23,582,656 $5,324,339 $39,797 $18,951,838 $113,436 $24,276,177 $153,233 $24,429,410 $5,486,383 $43,499 $19,095,187 $173,596 $24,581,570 $217,095 $24,798,665 $5,687,694 $45,202 $19,094,786 $173,997 $24,782,480 $219,199 $25,001,679 $0.2252 $1.6753 $1.9005 $0.4974 $1.7915 $2.2889 $0.4896 $1.6605 $2.1501 $0.4898 $1.7067 $2.1965 $0.4792 $1.6698 $2.1490 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy b2. Amount Received from Primary Property Taxation in Prior Year in Excess of the Sum of that Year's Maximum Allowable Primary Property Tax Levy [ARS 42-17005] b3. Property Tax Levy Amounts Secondary Assessed Valuation A. Secondary Property Tax Levy B. Primary Property Tax Levy Total Property Tax Levy Amount b4. Property Taxes Collected (Estimated) A. Primary Property Tax Prior Year's B. Secondary Property Tax Prior Year's Total Current Year's Collections Total Prior Year's Collections Total Property Tax Levy Collected City of Glendale Tax Rate A. Primary Property Tax Rate B. Secondary Property Tax Rate Total Property Tax Rate Arizona law limits the amount of tax supported debt that a city may issue. This limitation for bonds to finance water, wastewater, storm drain, streets, parks and recreation projects is 20% of the municipality's assessed valuation. The limit for bonds to finance all other projects is 6% of the municipality's assessed valuation. The current debt limits and indebtedness are shown below. Calculation of legal limitations 20% Bonds Secondary Property Value Bond Indebtedness Limitation Truth in Taxation Calculation $1,173,091,035 $234,618,207 Debt Outstanding as of 07/01/16 Principal Payments FY17 Proposed Debt FY17 Estimated Debt outstanding FY17 Remaining limitation available $135,130,000 $15,130,000 $0 $120,000,000 $114,618,207 6% Bonds Secondary Property Value Bond Indebtedness Limitation Debt Outstanding as of 07/01/16 Principal Payments FY17 Proposed Debt FY17 Estimated Debt outstanding FY17 Remaining limitation available $1,173,091,035 $70,385,462 $0 $0 $0 $0 $70,385,462 = Tax Rate $5,529,882 = $1,154,075,406 Current AV-Existing Property Prior year Levy Prior Year Tax Rate Rate to Receive Prior Year Levy New property valuation Growth in Levy-New Property Increase-Exclusive of New Property $0.4792 Previous year's primary levy Current net assessed valuation(AV) $1,154,075,406 $5,529,882 $0.4898 $0.4792 $19,015,629 $91,123 $111,444 __________________________________________________________________________________________________________ 361 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title BUDGET AND FINANCE DEPARTMENT Budget and Finance 11310 Finance Administration Administrator, Revenue Assistant Director, Finance Chief Financial Officer Contracts Program Manager Director, Budget and Finance Finance & Technology Director Management Assistant Office Support Supv Revenue Admin Finance Administration Division Total: 11320 Accounting Services Account Spec Account Spec II Accountant Accountant I Accountant II Accountant, Sr. Accounting Mgr Accounting Project Mgr Accounts Payable Specialist Controller Financial Srvcs Supv Payroll & Accts Payable Supv Payroll Specialist Supervisor, Payroll Accounting Services Division Total: 11340 License/Collection Account Spec Applications Analyst, Sr. Coll Rep Contracts Program Manager Customer Service Rep Licensing & Taxpayer Analyst Licensing Specialist Manager, Tax & License Reg Licensing & Compl Analyst Sr Applications Analyst Sr Billing & Compliance Spec Tax Auditor License/Collection Division Total: 11360 Materials Management Administrative Sppt Specialist Administrator, Procurement Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 4 1 1 1 3 1 1 1 1 4 1 1 1 1 4 1 1 1 1 1 5 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 2 3 3 2 1 13 2 2 4 3 2 1 14 2 2 3 3 2 1 13 2 2 3 3 1 1 1 13 3 3 1 2 1 2 1 13 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 3 7 1 3 1 1 1 3 10 1 3 1 1 1 3 10 1 3 1 1 1 3 10 1 1 1 2 1 1 3 10 1000 1000 - - - - 1 1 ____________________________________________________________________________________ 362 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title BUDGET AND FINANCE DEPARTMENT Budget and Finance 11360 Materials Management Contract Analyst Mgmt Aide Purch & Materials Control Mgr Purch & Materials Mgr Materials Management Division Total: 11610 Budget & Research Administrator, Budget Budget and Finance Analyst Chief Budget Officer Finance & Tech Dir Sr Budget Analyst Budget & Research Division Total: 11620 Grants Administration Grants Admin Grants Program Manager Sr Mgmt Asst Grants Administration Division Total: 17020 Customer Service Office Account Spec Account Spec II Accountant Accountant I Administrative Sppt Specialist Billing & Compliance Spec Billing Supv Business Equip Tech Cashier Collections Representative Customer Service Manager Customer Service Rep Customer Service Rep, Sr. Financial Srvcs Supv Management Analyst Manager, Customer Service Mgmt Asst Office Asst Reg Licensing & Compl Analyst Revenue Recovery Supv Sr Account Spec Sr Billing & Compliance Spec Sr Customer Assistance Rep Sr Secretary Supervisor, Customer Service Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 2 1 3 2 2 4 1 5 3 1 1 5 3 5 1000 1000 1000 1000 1000 1 1 2 4 1 1 2 4 1 1 2 1 1 2 1 1 2 1000 1000 1000 1 1 1 1 - 1 1 1 1 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 1 4 9 1 2 6 2 1 1 4 2 2.5 - 3 1 9 2 6 1 4 1 2.5 - 3 1 9 6 1 1 4 1 1 1.5 1 - 3 1 15 1 1 1 4 1 1 0.5 1 - 1 2 1 1 15.5 3 1 1 4 ____________________________________________________________________________________ 363 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title Fund BUDGET AND FINANCE DEPARTMENT Budget and Finance 17020 Customer Service Office Customer Service Office Division Total: BUDGET AND FINANCE DEPARTMENT TOTAL: CITY ATTORNEY DEPARTMENT City Attorney 10610 City Attorney Administrative Sppt Assistant Administrative Sppt Specialist Assistant City Attorney Assistant City Prosecutor Assistant City Prosecutor, Sr. Chief Deputy City Attorney City Attorney City Prosecutor Dep City Attorney Exec Legal Asst Legal Assistant Legal Assistant, Sr. Legal Asst Mgmt Asst to the City Attorney Public Safety Staff Attorney Records Coordinator Secretary Sr Secretary Victim Assistance Caseworker 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 CITY ATTORNEY DEPARTMENT TOTAL: CITY AUDITOR DEPARTMENT City Auditor 10710 City Auditor Assistant City Auditor City Auditor Compliance/Asset Mgmt Exec Dir Sr Secretary 1000 1000 1000 1000 CITY AUDITOR DEPARTMENT TOTAL: CITY CLERK DEPARTMENT City Clerk 10210 City Clerk Administrative Sppt Specialist City Clerk Council Agenda Process Manager Dep City Clerk 1000 1000 1000 1000 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 35.5 29.5 29.5 29.5 29.5 67.5 63.5 63.5 64.5 65.5 2 6 1 1 3 1 2 1 1 1 5 1 2 6 1 1 3 1 2 1 1 1 5 1 2 6 1 1 3 1 2 1 1 1 5 1 3 6 1 1 1 2 1 2 1 1 5 1 1 5 3 5 1 1 1 1 2 2 1 1 1 1 25 25 25 25 26 1 1 0.5 1 1 0.5 1 1 0.5 1 1 0.5 1 1 - 2.5 2.5 2.5 2.5 2 1 1 1 1 1 1 1 1 1 1 1 1 ____________________________________________________________________________________ 364 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title CITY CLERK DEPARTMENT City Clerk 10210 City Clerk Management Assistant Mgmt Aide Records Coordinator Records Mgmt Asst Records Program Manager Records Supv Sr Secretary City Clerk Division Total: 10220 Records Management Records Mgmt Asst Records Supv Records Management Division Total: Fund 1000 1000 1000 1000 1000 1000 1000 1 1 4 1 1 4 1 1 1 1 6 1 1 1 1 6 1 1 1 7 1000 1000 1 1 2 1 1 2 - - - 6 6 6 6 7 1 2 1 1 1 20.2 2 1 1.75 3 1 1 1 0.8 - 1 2 1 1 1 20.2 2 1 1.5 3 1 1 0.8 - 1 2 1 1 24.2 2 1 1.5 3 1 1 1 1 - 1 2 1 1 23.25 2 1 1.5 3 1 1 1 1 1 - 1 1 1 1 2 23.25 2 1 1.5 1 1 1 3 2 CITY CLERK DEPARTMENT TOTAL: CITY COURT DEPARTMENT City Court 10410 City Court Account Spec II Account Specialist Accountant, Sr. Administrative Sppt Specialist Administrator, Court City Judge Court Accounting Supv Court Admin Court Clerk Court Clerk I Court Clerk II Court Clerk III Court Clerk, Sr. Court Hearing Officer Court Interpreter Court Program Coordinator Court Supv Dep Court Admin Judicial Asst Judicial Projects Coordinator Mgmt Asst Presiding City Judge Sr Secretary Supervisor, Court Sys Analyst Systems Analyst FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 ____________________________________________________________________________________ 365 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title CITY COURT DEPARTMENT City Court 10410 City Court City Court Division Total: 10510 Court Security Court Program Coordinator Mgmt Asst Police Officer Court Security Division Total: 10520 Court Time Payments Court Clerk Court Clerk II Court Time Payments Division Total: Fund 37.75 36.5 40.7 40.75 41.75 1240 1240 1240 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 1240 1240 1 1 1 1 - - 1.75 1.75 40.75 39.5 42.7 42.75 45.5 1 1 1 1 1 - 1 1 1 1 1 - 2 1 1 1 - 2 1 1 1 - 1 1 1 1 1 5 5 5 5 5 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 - - 1 1 2 1 2 2 9 1 1 2 1 5 1 1 1 1 1 1 1 7 1000 1000 1000 1 1 1 - 1 - 1 - CITY COURT DEPARTMENT TOTAL: CITY MANAGER DEPARTMENT City Manager 10310 City Manager Assistant City Manager City Mgr Exec Asst to the City Mgr Management Assistant Mgmt Asst to the City Mgr Sr Mgmt Asst Strat Init&Spec Proj Exec Off 1000 1000 1000 1000 1000 1000 1000 CITY MANAGER DEPARTMENT TOTAL: COMMUNITY SERVICES DEPARTMENT Community Services 14510 Comm. Services Admin. Account Specialist Administrative Sppt Specialist Asst Director, Community Svcs Community Svcs Program Manager Director, Community Services Marketing & Comm Prog Mgr Mgmt Aide Mgmt Asst Office Support Supv Secretary Supervisor, Admin Support Comm. Services Admin. Division Total: 15010 Community Revitalization Administrator, Revitalization Human Srvs Administrator Revitalization Admin FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 ____________________________________________________________________________________ 366 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Community Services 15010 Community Revitalization Revitalization Mgr Supv, Revitalization Grants Community Revitalization Division Total: 15220 Library Administrative Librarian Administrator, Library Chief Librarian Courier Librarian Librarian II Librarian III Librarian IV Library Assistant Library Assistant, Lead Library Assistant, Sr. Library Asst I Library Asst II Library Asst III Library Mgr Library Operations Coordinator Library Technology Coord Library Technology Specialist Public Service Assistant Secretary Supervisor, Library Operations Library Division Total: 15310 Arts Program Arts & Culture Program Manager Arts Coordinator Library Graphics Coord Arts Program Division Total: 17910 Community Housing Account Spec II Account Specialist Accountant Administrative Sppt Assistant Administrative Sppt Specialist Administrator, Housing Service Bldg Maint Leader Bldg Maint Supv Building Maint Worker, Lead Building Maintenance Worker Community Partnerships Dir Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1 2 1 2 1 1 3 1 1 3 1 2 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 0.5 16.75 3 3 3.5 1 11.75 3 1 5.5 1 4 55 1 12.75 3 1 2.5 1 11.75 2 5.5 3 43.5 5 1 11.75 2 1.5 10.75 1 5.5 4 42.5 5 1 11.75 2 1.5 10.75 1 5.5 4 42.5 5 1 1 12 3.5 4 6 1 1 5.5 3 43 1220 1220 1220 1 1 1 1 1 1 1 1 1 1 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 1 1 1 2 1 1 1 1 2 - 1 1 1 2 - 1 1 1 2 - 1 1 1 2 1 1 2 - ____________________________________________________________________________________ 367 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Community Services 17910 Community Housing Community Serv Rep, Sr Community Services Rep Housing Assistance Rep Housing Program Inspector Housing Program Manager Housing Srvcs Admin Mgmt Asst Neighborhood Srvcs Coord Secretary Service Worker (Bldg Maint) Sr Mgmt Asst Sr Secretary Srvc Worker I (Bldg Maint) Supervisor, Housing Supv Building Maintenance Community Housing Division Total: 31001 CDBG Programs Account Spec II Account Specialist Administrative Sppt Assistant Administrative Sppt Specialist Management Assistant Mgmt Asst Revitalization Coordinator Secretary Sr Secretary Supervisor, Revitalization CDBG Programs Division Total: 32056 Case Mgmt Admin Community Eligibility Rep Community Eligibility Spec Community Serv Rep, Sr Community Services Rep Management Assistant Mgmt Aide Case Mgmt Admin Division Total: 32060 Community Svcs Block Grant-Adm Admin, Community Action Community Action Program Admin Community Action Program Mgr Community Eligibility Rep Customer Assistance Rep Mgmt Aide Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 10 1 1 1 2 1 1 1 1 25 10 1 1 1 2 1 1 1 1 24 10 1 1 1 2 1 1 1 1 24 10 1 1 1 2 1 1 1 1 24 1 8 1 1 1 1 1 1 24 1320 1320 1320 1320 1320 1320 1320 1320 1320 1320 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 1 1 0.75 4 1 8.75 1820 1820 1820 1820 1820 1820 2.5 1 3.5 2 1 3 2.5 1 3.5 2.5 1 1 4.5 1 2.5 1 4.5 1820 1820 1820 1820 1820 1820 1 1 1 1 0.5 1 1 1 1 - 1 - ____________________________________________________________________________________ 368 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Community Services 32060 Community Svcs Block Grant-Adm Office Asst Community Svcs Block Grant-Adm Fund 1820 0.5 3.5 2.5 2 1 1 98.75 84.75 93.75 89.75 91.25 1000 1000 1000 1000 4 1 2 7 4 1 2 7 3 1 2 6 3 2 5 3 2 5 1000 1 1 1 1 1 1000 1000 1 1 1 1 1 1 1 1 1 1 1000 1000 1 1 1 1 1 1 1 1 1 1 1000 1 1 1 1 1 1000 1 1 1 1 1 1000 1 1 1 1 1 13 13 12 11 11 1 1 3 4 - 1 3 3 1 2 3 3 4 1 2 3 3 4 1 2 1 2 2 5 1 2 COMMUNITY SERVICES DEPARTMENT TOTAL: COUNCIL DISTRICTS&OF DEPARTMENT Council Office 10110 Council Office Council Asst Council Srvcs Admin Exec Administrative Asst Executive Assistant Council Office Division Total: 10120 Cholla District Council Member 10130 Barrel District Council Member Vice Mayor Barrel District Division Total: 10140 Sahuaro District Council Member Vice Mayor Sahuaro District Division Total: 10150 Cactus District Council Member 10160 Yucca District Council Member 10170 Ocotillo District Council Member COUNCIL DISTRICTS&OF DEPARTMENT TOTAL: DEVELOPMENT SERVICES DEPARTMENT Building Safety 15610 Building Safety Administrative Sppt Specialist Administrator, Building Safety Asst Bldg Safety Dir Bldg Safety Dir Bldg Safety Mgr Building Inspector Building Inspector Specialist Building Safety Official Development Plans Tech FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 1000 1000 1000 1000 1000 ____________________________________________________________________________________ 369 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title DEVELOPMENT SERVICES DEPARTMENT Building Safety 15610 Building Safety Development Srvcs Rep Plans Examiner Plans Examiner, Sr. Secretary Sr Bldg Insp Sr Development Srvcs Rep Sr Secretary Structural Plans Examiner Supv, Building Inspection Supv, Development Services Building Safety Division Total: 15620 Development Services Center Bldg Safety Mgr Development Plans Tech Development Srvcs Rep Sr Development Srvcs Rep Development Services Center Division 17510 Cross Connection Control Administrative Sppt Specialist Bldg Insp Building Inspector Specialist Secretary Sr Bldg Insp Cross Connection Control Division Total: Building Safety Rollup Total: Code Compliance 14410 Code Compliance Administrative Sppt Assistant Administrative Sppt Specialist Administrator, Code Compliance Asst Code Compliance Dir Code Compliance Dir Code Insp I Code Insp II Code Insp III Code Inspector Code Inspector, Sr. Director, Development Services Mgmt Asst Secretary Sr Secretary Supervisor, Code Compliance Code Compliance Division Total: Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 4 1 1 18 1 2 1 4 1 1 1 21 1 1 1 3 1 1 21 1 1 1 3 1 1 21 2 1 1 1 4 1 23 1000 1000 1000 1000 1 2 1 1 5 - - - - 2400 2400 2400 2400 2400 1 0.75 1 2.75 25.75 1 0.75 1.75 22.75 1 0.75 1.75 22.75 1 0.75 1.75 22.75 0.75 1 1.75 24.75 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 3 4 2 1 1 1 2 16 1 1 3 3 2 1 1 1 2 15 1 3 3 2 1 1 1 2 14 1 4 2 2 1 1 1 2 14 1 1 1 6 2 1 2 14 ____________________________________________________________________________________ 370 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 DEVELOPMENT SERVICES DEPARTMENT Code Compliance Community Dev Admin 15510 CD Deputy City Manager Dep City Mgr Planning 13770 Mapping and Records GIS Technician Sr Engineering Tech Mapping and Records Division Total: 15910 Planning Administration Administrative Sppt Assistant Assistant Director, Planning Director, Planning Management Assistant Planner Planner, Sr. Planning Technician Sr Secretary Planning Administration Division Total: 15930 Current Planning Asst Planning Dir Planner Sr Planner Current Planning Division Total: 15940 Long-Range Planning & Research Planning Tech Sr Planner Long-Range Planning & Research Division Planning Rollup Total: 1000 1 - - - - 1000 1000 1 1 1 1 1 1 1 1 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1 2 3 1 1 1 2 1 1 7 1 1 1 2 1 1 7 1 1 1 2 1 1 7 1 1 1 1 2 2 1 9 1000 1000 1000 1 1 1 3 - - - - 1000 1000 1 1 2 9 8 8 8 10 51.75 45.75 44.75 44.75 48.75 1 1 1 1 1 - 1 1 1 1 2 - 1 1 1 1 1 - 1 1 1 1 1 - 1 1 1 1 1 1 DEVELOPMENT SERVICES DEPARTMENT TOTAL: ECONOMIC DEVELOPMENT DEPARTMENT Economic Development 16010 Economic Development Asst Director, Economic Dev Community & Econ Dev Exec Dir Director, Economic Development Econ Dev Official Econ Development Admin Asst Economic Dev Program Mgr Economic Development Admin Economic Development Officer Economic Development Spec Management Assistant 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 ____________________________________________________________________________________ 371 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title ECONOMIC DEVELOPMENT DEPARTMENT Economic Development 16010 Economic Development Mgmt Asst II Programs Admin Fund 1000 1000 1 - - 1 1 - 6 6 6 6 6 1000 1000 1000 0.5 1 1 2.5 0.5 1 1 2.5 0.5 1 1 2.5 - - 1000 2 2 - - - 1000 1 - - - - 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 1 2 1 1 1 1 8 2 20 2 1 1 2 2 2 1 9 2 1 23 1 2 1 2 1 1 9 2 1 20 1 2 1 2 1 1 9 2 1 20 1 2 1 3 2 1 9 2 21 1000 1000 1000 1000 1000 - - - 0.5 1 1 2.5 1 0.5 1 2.5 ECONOMIC DEVELOPMENT DEPARTMENT TOTAL: FACILITIES & EVENTS DEPARTMENT Public Facilities & Events 10820 Tourism Customer Assistance Rep CVB Mgr Tourism Coordinator Tourism Division Total: Public Facilities & Events 13010 Pool Maintenance Srvc Worker III (Parks) 13030 Parks CIP & Planning Parks & Rec Projects Coord 13040 Parks Maintenance Administrative Sppt Specialist Crewleader (Parks) Dep Parks & Rec Dir Landscape Gard/Horticulturist Park Manager Parks & Rec Admin Playground Equip Srvc Worker Rec Mgr Recreation Coordinator Secretary Service Worker (Parks) Service Worker, Sr. (Parks) Sr Heavy Equip Srvc Worker Sr Secretary Srvc Worker II (Parks) Srvc Worker III (Parks) Support Srvc Supv Parks Maintenance Division Total: 14100 City Sales Tax - Bed Tax Administrator, CVB Customer Assistance Rep CVB Mgr CVB Representative Tourism Coordinator City Sales Tax - Bed Tax Division Total: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 ____________________________________________________________________________________ 372 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title FACILITIES & EVENTS DEPARTMENT Public Facilities & Events 14110 City-Wide Special Events Administrator, Special Events Dir, Public Facilities & Event Special Events Coordinator Special Events Division Mgr Special Events Program Manager City-Wide Special Events Division Total: 14610 Parks & Recreation Admin. Account Spec Community Srvcs Dir Mgmt Aide Mgmt Asst Mgmt Asst II Rec Coord Rec Mgr Secretary Sr Secretary Parks & Recreation Admin. Division Total: 14630 Recreation Admin & Events Admin, Community Services Administrative Sppt Assistant Administrative Sppt Coord CSG Operations Mgr Mgmt Asst Office Support Supv Rec Mgr Recreation Coordinator, Sr. Recreation Programmer Secretary Sr Secretary Superintendent, Parks Recreation Admin & Events Division Total: 14640 Adult Center Administrative Sppt Assistant Rec Mgr Recreation Coordinator Secretary Srvc Worker II (Parks) Support Srvc Supv Adult Center Division Total: 14650 Youth and Teen Rec Mgr Recreation Coordinator Recreation Programmer Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 1000 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 1 1 1 1 4 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 1 4 1 1 1 1 1 2 1 8 - - - 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 2 1 4 - 2 1 3 1 1 1 1 2 6 1 2 1 1 1 1 7 1000 1000 1000 1000 1000 1000 1 1 1 1 1 5 1 1 1 1 4 1 1 2 1 1 2 1 1 2 1000 1000 1000 1 2.25 - - - 1 1 ____________________________________________________________________________________ 373 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title FACILITIES & EVENTS DEPARTMENT Public Facilities & Events 14650 Youth and Teen Sr Rec Coord Youth and Teen Division Total: 14670 Sports and Health Park Mgr Rec Coord Rec Mgr Srvc Worker II (Parks) Sports and Health Division Total: 14680 Aquatics Rose Lane & Splash Pa Recreation Coordinator Service Worker, Sr. (Parks) Srvc Worker III (Parks) Aquatics Rose Lane & Splash Pa Division 14690 Audio/Visual/Support Services Media Production Spec Service Worker (Parks) Service Worker, Sr. (BldgMain) Srvc Worker II (Parks) Srvc Worker III (Bldg Maint) Audio/Visual/Support Services Division 14710 Park Rangers Park Mgr Park Ranger Park Rangers Division Total: 14720 Foothills Recreation Center Administrative Sppt Coord Building Maintenance Worker Office Support Supv Rec Mgr Rec Programmer Recreation Coordinator Recreation Coordinator, Sr. Srvc Worker II (Parks) Foothills Recreation Center Division Total: 14725 Civic Center Admin, Community Services Civic Center Event Coord CSG Operations Mgr Civic Center Division Total: 14760 Historic Sahuaro Ranch Rec Coord Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1 4.25 - - - 2 1000 1000 1000 1000 1 1 1 1 4 - - - - 1000 1000 1000 - - 1 2 3 1 2 3 1 2 3 1000 1000 1000 1000 1000 - - 1 2 1 4 1 2 1 4 1 2 1 4 1000 1000 3 3 3 3 3 3 1 2 3 2 2 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 2 1 1 7 1 2 1 4 1 1 2 1 1 1 3 1 2 1 4 1000 1000 1000 - - - 2 1 3 1 2 3 1000 1 - - - - ____________________________________________________________________________________ 374 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title FACILITIES & EVENTS DEPARTMENT Public Facilities & Events 14830 Rec Self Sust-Foothills Rec Rec Coord 14840 Sports Self Sustaining Rec Coord 14850 Youth and Teen Self Sustaining Rec Programmer 15015 Neighborhood Services Neighborhood Partnership Admin Neighborhood Srvcs Coord Neighborhood Services Division Total: Public Facilities & Events Rollup Total: Public Facilities & Events 14620 Glendale Community Center Rec Programmer Public Facilities & Events 11710 Civic Center Civic Center Event Coord Civic Center Mgr Civic Center Ops Coord CSG Operations Mgr Srvc Worker III (Bldg Maint) Civic Center Division Total: Fund 1880 1 1 1 1 - 1880 1 - - - - 1880 5 4 4 4 - 1000 1000 1 1 2 68.25 1 1 54 1 1 47 1 1 56.5 1 1 55.5 1000 1 - - - - 1740 1740 1740 1740 1740 2 1 1 1 5 2 1 1 4 2 1 3 - - 76.75 60.5 52.5 56.5 55.5 1000 1000 1000 1000 1000 1 2 1 4 1 2 1 4 1 2 1 4 1 2 1 4 1 1 1 3 1000 1000 1000 1000 1000 1000 1000 2 1 1 2 1 1 2 1 2 - 2 1 2 - 1 1 2 2 - FACILITIES & EVENTS DEPARTMENT TOTAL: FIRE SERVICES DEPARTMENT Air Med & Logistics Ops 12492 Air-Med & Logistics Ops (HALO) Account Specialist Fire Engineer (40 Hrs) Fire Engineer (52 Hrs) Fire Fighter (52 Hrs) Mgmt Aide Air-Med & Logistics Ops (HALO) Division Fire Department 12410 Fire Administration Account Specialist Administrative Sppt Specialist Assistant Fire Chief Customer Assistance Rep Dep Fire Chief (40 hrs) Dep Fire Chief (52 hrs) Fire Battalion Chief (40 Hrs) FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 ____________________________________________________________________________________ 375 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title FIRE SERVICES DEPARTMENT Fire Department 12410 Fire Administration Fire Chief Fire Comm Outreach Coord Fire Crisis Response Vol Coord Fire Data Project Manager Fire Dept Staff Counselor Fire Educ&Comm Outreach Coord Fire EMS Coordinator Fire Fighter (52 Hrs) Fire Finance/Budget Coord Fire Mgmt Analyst Fire Personnel Analyst Management Assistant Mgmt Aide Mgmt Asst Programs Admin Sr Mgmt Asst Fire Administration Division Total: 12422 Fire Operations Admin, Fire Human Services Dep Fire Chief (40 hrs) Dep Fire Chief (52 hrs) Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Fire Comm Outreach Coord Fire Crisis Response Vol Coord Fire Engineer (40 Hrs) Fire Engineer (52 Hrs) Fire Fighter (40 Hrs) Fire Fighter (52 Hrs) Fire Operations Division Total: 12433 Fire Resource Management Admin, Fire Physical Resources Business Analyst Fire Captain (52 Hrs) Mgmt Analyst Programs Admin Public Safety Tech Srvcs Admin Service Worker Service Worker, Sr. Shop Maintenance Coordinator Srvc Worker II Srvc Worker III Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 2 1 1 1 1 1 1 13 1 1 1 1 1 9 1 1 2 1 1 1 3 1 16 1 1 2 1 1 1 3 1 16 1 2 1 1 1 1 1 2 16 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 3 3 5 45 1 1 1 45 5 76 188 1 2 2 4 7 40 1 45 7 74 183 1 3 3 4 9 44 1 2 47 9 97 220 1 3 2 5 9 44 1 2 47 12 94 220 1 1 3 2 5 15 38 4 45 13 94 221 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 - 1 1 1 - 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 - ____________________________________________________________________________________ 376 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title FIRE SERVICES DEPARTMENT Fire Department 12433 Fire Resource Management Sys Analyst Fire Resource Management Division Total: 12438 Fire-Emergency Mgmt Emergency Management Analyst Emergency Mgmt Admin Emergency Srvcs Coord Fire Battalion Chief (52 Hrs) Police Ops Mgr Sys Admin Fire-Emergency Mgmt Division Total: 12441 Fire Marshal's Office Assistant Fire Marshal Fire Insp I Fire Insp II Fire Inspector Fire Inspector, Sr. Fire Marshal Plans Examiner Fire Marshal's Office Division Total: 12490 Arena - Fire Event Staffing Secretary 12491 LA Services Administrative Sppt Specialist Fire Captain (52 Hrs) Fire Fighter (52 Hrs) Sr Secretary LA Services Division Total: 12590 PS Training Ops - Fire Administrative Sppt Coord Administrative Sppt Specialist Dep Fire Chief (40 hrs) Dep Fire Chief (52 hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Mgmt Aide Mgmt Asst Secretary Supervisor, Admin Support PS Training Ops - Fire Division Total: 12610 Fire - Special Revenue Fund Customer Assistance Rep Emergency Srvcs Coord Fire Battalion Chief (52 Hrs) Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1 4 1 4 6 6 6 1000 1000 1000 1000 1000 1000 - 1 1 2 1 1 1 3 1 1 1 3 1 1 1 3 1000 1000 1000 1000 1000 1000 1000 1 1 5 1 1 9 1 1 5 1 1 9 1 1 6 1 1 10 1 1 6 1 1 10 1 2 5 1 1 10 1282 1 1 - - - 1000 1000 1000 1000 1 1 2 1 1 2 1 1 2 1 1 2 1 3 2 6 2530 2530 2530 2530 2530 2530 2530 2530 2530 2530 1 1 1 1 1 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 1720 1720 1720 1 1 3 1 1 3 - - - ____________________________________________________________________________________ 377 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title FIRE SERVICES DEPARTMENT Fire Department 12610 Fire - Special Revenue Fund Fire Captain (40 Hrs) Fire Captain (52 Hrs) Fire Crisis Response Vol Coord Fire Dept Staff Counselor Fire EMS Coordinator Fire Engineer (40 Hrs) Fire Engineer (52 Hrs) Fire Fighter (40 Hrs) Fire Fighter (52 Hrs) Fire Insp II Mgmt Aide Shop Maint Coord Srvc Worker III Fire - Special Revenue Fund Division Total: 34088 2013 Safer Grant Fire Fighter (52 Hrs) Fire Department Rollup Total: Fund 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1 4 2 1 1 1 3 4 24 1 2 1 1 51 5 2 1 1 4 5 20 1 2 1 1 48 - - - 1840 273 263 15 277 15 277 15 282 277 267 281 281 285 1000 1000 1000 1 1 3 1 4 1 1 1 3 - - 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 4 1 1 2 4 1 1 2 4 1 1 1 2 5 1000 1000 1000 1000 1000 1000 1 1 1 - 1 1 1 - 1 1 1 1 1 1 1 1 1 - FIRE SERVICES DEPARTMENT TOTAL: HR & RISK MGT DEPARTMENT Human Resources 11010 Risk Management/Safety Customer Assistance Rep Risk & Safety Analyst Risk Mgr Risk Management/Safety Division Total: 11020 Benefits Administrator, Human Resources Asst HR Dir Benefits & Wellnes Analyst HR Admin HR Business Partner HR Generalist HR Technician Sr Customer Assistance Rep Benefits Division Total: 11030 Human Resources Administration Asst HR Dir Business Analyst Director, HR & Risk Mgmt HR Coord Management Assistant Mgmt Analyst FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 ____________________________________________________________________________________ 378 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title HR & RISK MGT DEPARTMENT Human Resources 11030 Human Resources Administration Human Resources Administration Division 11040 Employment Services Assistant Director, HR Benefits Analyst HR Admin HR Business Partner HR Generalist Employment Services Division Total: 11050 Employee Relations Administrator, Human Resources Customer Assistance Rep HR Admin HR Business Partner HR Generalist Human Resources Assistant Employee Relations Division Total: 11060 Compensation Dep HR Dir HR Admin HR Coord HR Program Manager HR Specialist HR Tech Sr Customer Assistance Rep Sr HR Analyst Sr HR Tech Compensation Division Total: 11070 Organizational Development Employee Devel Coord HR Generalist HR Program Manager Organizational Development Division 18010 Risk Mgmt Trust Fund Risk & Safety Analyst Risk Manager Risk Mgmt Trust Fund Division Total: 18110 Worker's Compensation HR Program Manager Risk & Safety Analyst Worker's Compensation Division Total: HR & RISK MGT DEPARTMENT TOTAL: Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 3 3 3 3 3 1000 1000 1000 1000 1000 1 1 2 4 1 2 3 1 2 3 1 2 3 1 2 3 1000 1000 1000 1000 1000 1000 1 1 2 1 1 2 1 1 2 1 1 1 3 1 1 1 3 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 0.75 4.75 1 1 2 1 1 2 1 1 2 1 1 2 1000 1000 1000 1 1 2 1 1 1 1 1 1 1 1 2540 2540 3 3 - - 1 1 2 1 1 2 2560 2560 - - - 1 1 1 1 20.75 19 18 19 20 ____________________________________________________________________________________ 379 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title INNOVATION & TECH DEPARTMENT Innovation & Technology 11510 Information Technology Applications Analyst CIO Database Admin Dep Chief Info Tech Officer GIS Analyst Help Desk Support Spec Help Desk Supv Info Technology Mgr Innovate Admin Library Technology Supv Network Engineer PC Support Specialist II Sr Database Admin Sr GIS Analyst Sr Network Engineer Sr Sys Admin Sr Sys Analyst Sys Admin Sys Analyst Tech & Innovation Exec Dir Information Technology Division Total: 11520 Telephones Voice Comms Admin 11530 Technology Replacement Mgmt Aide 18400 Telephones Telecommunications Analyst Voice Comms Admin Telephones Division Total: 18401 Technology Replacement Mgmt Aide 18402 Information Technology Administrator, Info Technology Applications Analyst Chief Information Officer Data Architect Database Administrator Database Administrator, Sr. Deputy Chief Info Officer GIS Analyst GIS Analyst, Sr. Help Desk Support Spec Help Desk Supv Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 3 1 3 1 1 1 2 1 1 1 1 1 3 4 1 28 1 1 1 1 2 1 3 1 1 2 1 1 1 1 1 3 3 1 26 1 1 1 1 1 2 1 3 1 2 1 1 1 1 1 3 3 25 - - 1100 1 1 1 - - 1140 1 1 1 - - 2591 2591 - - - 1 1 1 1 2591 - - - 1 - 2591 2591 2591 2591 2591 2591 2591 2591 2591 2591 2591 - - - 1 1 1 1 1 1 1 2 1 3 1 1 1 1 1 1 1 1 - ____________________________________________________________________________________ 380 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title INNOVATION & TECH DEPARTMENT Innovation & Technology 18402 Information Technology Info Technology Mgr Info Technology Project Mgr Management Assistant Network Engineer Network Engineer, Sr. PC Support Specialist II Service Desk Specialist Supervisor, Service Desk System Administrator Systems Administrator, Sr Systems Analyst Systems Analyst, Sr Information Technology Division Total: Fund 2591 2591 2591 2591 2591 2591 2591 2591 2591 2591 2591 2591 INNOVATION & TECH DEPARTMENT TOTAL: MAYOR'S OFFICE DEPARTMENT Mayor 10010 Office of the Mayor Assistant to the Mayor Communications Project Manager Management Assistant Mayor Mgmt Aide Sr Mgmt Asst 1000 1000 1000 1000 1000 1000 MAYOR'S OFFICE DEPARTMENT TOTAL: POLICE SERVICES DEPARTMENT Police Department 12120 Police Administration Administrative Sppt Coord Assistant Police Chief Management Analyst Management Assistant Mgmt Aide Police Chief Police Commander Police Crime/Stats Analyst Police Lieutenant Police Officer Police Plan & Research Analyst Police Sergeant Sr Mgmt Asst Sr Secretary Sys Analyst 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 - - - 3 1 1 2 3 1 3 1 25 2 1 1 1 4 1 3 1 3 1 29 30 28 27 27 30 1 1 1 1 1 1 1 - 1 1 1 - 1 1 1 1 1 1 1 1 - 4 3 3 4 4 2 2 1 1 1 4 1 4 1 1 - 2 2 1 1 1 4 1 4 1 1 1 2 3 2 1 1 1 4 1 5 1 - 2 3 2 1 1 1 4 1 4 1 - 1 2 1 4 1 4 2 4 - ____________________________________________________________________________________ 381 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12120 Police Administration Police Administration Division Total: 12121 PD - Stadium Event Staffing Account Specialist Mgmt Aide Public Safety Events Scheduler PD - Stadium Event Staffing Division Total: 12123 PD - Arena Event Staffing Public Safety Events Scheduler 12130 Gateway Patrol Administrative Sppt Specialist Police Commander Police Crime Prevention Spec Police Lieutenant Police Officer Police Sergeant Secretary Gateway Patrol Division Total: 12135 Training Police Commander Police Lieutenant Police Officer Police Sergeant Training Division Total: 12150 Crime Investigations Administrative Sppt Specialist Mgmt Aide Police Case Support Specialist Police Commander Police Community Srvcs Officer Police Crime/Stats Analyst Police Forensics Specialist Police Identification Supv Police Identification Tech Police Lieutenant Police Officer Police Sergeant Secretary Sr Secretary Supervisor, Forensics Supervisor, Victim Assistance Victim Assistance Caseworker Crime Investigations Division Total: Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 18 19 21 20 19 1000 1000 1000 - - - 1 1 2 1 1 2 1000 - - - 1 1 1000 1000 1000 1000 1000 1000 1000 1 2 5 87 14 109 1 3 5 77 14 100 1 2 5 112 14 1 135 1 2 4 108 15 1 131 1 1 2 6 105 14 129 1000 1000 1000 1000 - - 1 1 8 3 13 1 1 12 3 17 1 1 12 3 17 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 2 1 1 1 4 2 60 9 1 2 85 1 1 1 1 1 4 3 62 9 1 2 86 3 1 1 1 4 3 67 10 1 3 94 3 1 1 1 4 3 64 9 1 4 91 1 3 2 1 4 3 66 11 1 1 3 96 ____________________________________________________________________________________ 382 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12160 Police Personnel Management Manager, Police Personnel Police Hiring Coord Police Officer Police Personnel Specialist Police Sergeant Police Tech Srvcs Mgr Police Volunteer Coord Secur Officer Secur Srvcs Coord Police Personnel Management Division 12170 Foothills Patrol Bureau Administrative Sppt Specialist Mgmt Aide Police Case Support Specialist Police Commander Police Crime Prevention Spec Police Crime/Stats Analyst Police Lieutenant Police Officer Police Sergeant Secretary Foothills Patrol Bureau Division Total: 12180 Police Support Services Account Specialist Admin, Police Technical Svcs Business Analyst Manager, Police Sppt Services Mgmt Analyst Mgmt Asst Police Comm Sys Spec Police Comm System Tech Police Community Srvcs Officer Police Lieutenant Police Officer Police Property/Evid Custodian Police Property/Evid Spec Police Records Technician Police Support Srvcs Supv Police Tech Srvcs Mgr Property Room Supv Public Safety Tech Srvcs Admin Supervisor, Property Evidence Supervisor, Support Services Systems Analyst Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 1000 1000 1000 1000 1000 12 4 3 1 20 4 3 1 1 4 1 14 1 2 1 1 5 1 2 1 1 5 1 2 1 1 5 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 3 1 4 94 14 1 118 1 1 1 3 86 14 1 107 1 1 2 4 104 14 1 127 1 1 2 5 106 15 1 131 1 1 2 4 108 15 131 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 3 12.5 1 1 1 - 1 1 1 3 10.5 1 1 1 - 1 1 1 1 3 13.5 1 1 1 1 1 1 1 1 1 1 4 14.5 1 1 1 1 1 1 1 1 1 1 1 5 4 14.5 1 2 2 ____________________________________________________________________________________ 383 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12180 Police Support Services Police Support Services Division Total: 12190 Arena-PD Event Staffing Public Safety Events Scheduler 12215 PD - Tow Administration Account Specialist Mgmt Aide PD - Tow Administration Division Total: 12220 PD - Detention Manager, Detention & Fleet Svc Police Detention Officer Police Tech Srvcs Mgr Supervisor, Support Services PD - Detention Division Total: 12230 PD - Communications Comm Sys Tech Manager, Police Communications Police Comm Specialist Police Comm Sys Spec Police Crime/Stats Analyst Police Ops Mgr Supv, Police Communications PD - Communications Division Total: 12231 Stadium - PD Event Staffing Mgmt Aide Public Safety Events Scheduler Stadium - PD Event Staffing Division Total: 12233 PD - Special Operations Police Aide Police Commander Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Police Volunteer Coordinator Security Officer Supervisor, Support Services PD - Special Operations Division Total: 12235 PD - Emergency Management Building Maintenance Worker Police Ops Mgr Police Volunteer Coord Sys Admin Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 21.5 19.5 25.5 28.5 34.5 1282 1 1 1 - - 1000 1000 1 1 1 1 1 1 1 1 1 1 1000 1000 1000 1000 6 1 3 10 6 1 3 10 14 1 4 19 14 1 4 19 1 14 4 19 1000 1000 1000 1000 1000 1000 1000 1 22.5 1 1 5 30.5 1 20.5 1 1 5 28.5 1 30.5 1 1 5 38.5 29.5 1 1 5 36.5 1 30.5 5 36.5 1281 1281 1 1 2 1 1 2 1 1 2 - - 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 3 23 1 7 35 1 3 21 1 8 34 1 1 3 28 1 9 1 5 1 50 1 1 3 30 9 1 5 1 51 1 1 3 30 9 1 5 1 51 1000 1000 1000 1000 1 1 1 1 - - - - ____________________________________________________________________________________ 384 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12235 PD - Emergency Management PD - Emergency Management Division 12310 Patrol - Special Revenue Fund Info Technology Mgr Mgmt Aide Mgmt Asst Police Aide Police Comm Spec Police Detention Officer Police Hiring Coord Police Lieutenant Police Officer Police Records Tech Police Sergeant Police Support Srvcs Supv Police Tech Srvcs Mgr Programs Admin Secretary Secur Officer Sys Analyst Victim Assistance Caseworker Patrol - Special Revenue Fund Division 12390 PS Training Ops - Police Police Lieutenant Security Officer PS Training Ops - Police Division Total: 32030 State RICO Account Specialist Secretary State RICO Division Total: 33002 Victim Rights - PD Victim Assistance Caseworker 33018 VOCA Victim Assistance Caseworker 33213 2013 COPS Hiring Program Police Officer 33228 School Resource Officer IGAs Police Officer POLICE SERVICES DEPARTMENT TOTAL: Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 4 - - - - 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1 5 2 1 9 8 1 1 75 3 4 2 1 1 1 1 1 1 118 1 4 2 1 10 8 1 1 71 3 4 2 1 1 1 111 - - - 2530 2530 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 1860 1860 0.5 0.5 0.5 0.5 0.5 0.5 1 1 1 1 1840 1 1 1 1 1 1840 1 1 1 1 1 1840 - - 10 10 10 1840 - - - 7 7 577.5 537.5 546.5 556 564 ____________________________________________________________________________________ 385 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC AFFAIRS DEPARTMENT Public Affairs 10810 Communications Comm Exec Dir Communications Director Creative Designer Creative Services Mgr Customer Assistance Rep Dep Comm Dir Marketing & Comm Prog Mgr Mgmt Aide Mgmt Asst Sr Marketing & Comm Mgr Web Content Program Mgr Communications Division Total: 10891 Media Center Operations Chief Broadcast Engineer 10910 Public Affairs Admin Admin, Intergovernment Program Administrative Sppt Specialist Asst Director, Communications Creative Designer Creative Services Program Mgr. Digital Content Prgm Manager Director, Public Affairs Intergov Programs Admin Intergov Programs Dir Management Assistant Marketing & Comm Prgm Mgr, Sr Marketing & Comm Prog Mgr Public Affairs Admin Division Total: 10920 Cable Communications Chief Broadcast Engineer Media Production Spec Cable Communications Division Total: 14115 Audio/Visual Media Production Spec 14120 Cable Communications Cable Media Administrator Media Production Spec Television Producer/Host Cable Communications Division Total: PUBLIC AFFAIRS DEPARTMENT TOTAL: Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 2 2 1 1 1 11 1 1 1 2 2 1 1 1 1 11 1 1 1 2 1 1 1 1 9 1 1 1 1 2 1 1 1 1 10 - 1000 1 1 1 1 - 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 1 4 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 1 1 1 1 2 1 1 11 1000 1000 - - - - 1 3.5 4.5 1000 1 1 - - - 1000 1000 1000 1 4 1 6 1 3.5 4.5 1 3.5 4.5 3.5 3.5 - 23 20.5 17.5 17.5 15.5 ____________________________________________________________________________________ 386 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Engineering 13800 Materials Testing Materials Tech Sr Materials Tech Materials Testing Division Total: Fund 1000 1000 2 1 3 2 1 3 - - - 2.75 1 3.75 1.75 1 2.75 - - - 2 5.75 2.75 - - - 1000 1000 1000 1 1 2 1 1 1 1 1 1 1 1 1000 1000 1 1 2 1 1 1 1 1 1 1 1 1000 2 - - - - 1000 1000 1000 1000 1000 1 7 2 10 1 7 2 10 2 7 1 10 2 7 1 10 1 7 2 10 1000 1000 1000 1000 1 8 4 13 1 6 4 11 4 2 6 4 2 6 3 2 1 6 2530 2530 1 2 3 1 1 2 1 1 2 1 1 2 1 1 2 Field Operations 11370 Materials Control Warehouse Materials Control Spec 1000 Secretary 1000 Materials Control Warehouse Division 16040 Downtown Beaut. & Promotion Secur Officer 1000 Field Operations Rollup Total: Public Works 13410 Field Operations Admin. Dep Field Ops Dir Deputy Director, Public Works Public Works Exec Dir Field Operations Admin. Division Total: 13420 Cemetery Crewleader (Parks) Srvc Worker III (Parks) Cemetery Division Total: 13440 Graffiti Removal Srvc Worker II (Streets) 13450 Facilities Management Bldg Maint Leader Building Maintenance Worker Supv Building Maintenance Trades Worker Trades Worker,Lead Facilities Management Division Total: 13460 Custodial Services Custodial Supv Custodian Custodian, Lead Superintendent, Facilities Mgt Custodial Services Division Total: 13480 PS Training Ops - Fac. Mgmt. Building Maintenance Worker Custodian PS Training Ops - Fac. Mgmt. Division FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 ____________________________________________________________________________________ 387 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Public Works 13510 Equipment Management Buyer I Equip Mechanic I Equip Mechanic II Equip Mechanic Spec Equip Mgmt Supt Shop Maint Coord Shop Supv Srvc Worker I Equipment Management Division Total: 13530 Parts Store Operations Buyer II 13720 Engineering Administration Administrative Sppt Coord Administrative Sppt Specialist CIP Project Manager City Engineer Engineering Project Mgr Mgmt Asst Programs Admin Sr Secretary Engineering Administration Division Total: 13730 Design Division Civil Engineer, Sr. Engineering Insp II Engineering Project Mgr Principal Engineer Programs Admin Design Division Division Total: 13780 Land Development Division Asst City Engineer Civil Engineer, Sr. Land Development Division Division Total: 13790 Construction Inspection Admin, Civil Engr Engineering Insp II Engineering Inspector Engineering Inspector, Sr. Engineering Project Mgr Materials Tech Sr Materials Tech Construction Inspection Division Total: 16410 Airport Operations Administrator, Airport Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1040 1040 1040 1040 1040 1040 1040 1040 1 3 9 14 1 2 2 1 33 1 3 6 14 1 2 2 1 30 1 3 6 14 1 2 2 1 30 - - 1040 1 1 1 - - 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 3 1 1 1 3 1 1 1 1 1 5 1 1 1 1 1 5 1 2 1 1 1 6 1000 1000 1000 1000 1000 1 1 2 1 1 6 1 2 1 1 5 1 2 1 4 1 2 3 1 2 3 1000 1000 1 2 3 1 2 3 1 1 1 1 1 1 1000 1000 1000 1000 1000 1000 1000 2 1 1 4 2 1 1 4 3 1 1 2 1 8 3 1 1 2 1 8 1 5 2 8 1760 1 1 1 1 1 ____________________________________________________________________________________ 388 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Public Works 16410 Airport Operations Crewleader (Airport) Management Assistant Mgmt Aide Service Worker (Airport) Srvc Worker II (Airport) Supervisor, Airport Operations Airport Operations Division Total: 16510 Transportation Program Mgmt Admin, Transportation Planning Administrative Sppt Specialist Dep Public Works Dir Deputy Director, Transportatio Management Assistant Planning Mgr Principal Engineer Sr Secretary Sr. Trans Analyst Trans Engineer Trans Srvcs Exec Dir Transportation Analyst Transportation Engineer Transportation Planner Transportation Program Manager Transportation Program Mgmt Division 16520 Transportation Education Sr. Trans Analyst Traffic Education Program Mgr Transportation Education Division Total: 16525 Transit Management Administrator, Transit Management Assistant Sr Mgmt Asst Supt, Transit Operations Trans Planner Transit Mgr Transit Management Division Total: 16530 Dial-A-Ride Administrative Sppt Specialist Dispatcher/Router Programs Admin Supervisor, Transit Transit Coordinator Transit Oper Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1760 1760 1760 1760 1760 1760 1 1 3 6 1 1 3 6 1 1 3 6 1 1 3 6 1 3 1 6 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1 1 1 1 1 5 1 1 1 1 1 1 6 1 1 1 1 1 1 1 7 1 1 1 1 1 1 1 7 1 1 1 1 1 1 2 1 9 1660 1660 1 1 1 1 1 1 1 1 1 1 1660 1660 1660 1660 1660 1660 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 1 1 1 3 1660 1660 1660 1660 1660 1660 5.5 1 1 2 16.75 5.5 1 1 2 16.75 5.5 1 2 16 5.5 1 2 16 1 5.5 2 1 16 ____________________________________________________________________________________ 389 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Public Works 16530 Dial-A-Ride Transit Representative, Lead Dial-A-Ride Division Total: 16570 Intelligent Transportation Sys Admin,Transportation Systems Intelligent Trans Sys Analyst ITS Technician Principal Engineer Supv, Intelligent Transp Sys Trans Sys Mgr Transportation Engineer Intelligent Transportation Sys Division 16580 Traffic Mitigation Principal Engineer Traffic Engineer I Transportation Engineer Traffic Mitigation Division Total: 16710 Right-of-Way Maintenance Contract Monitor Crewleader (Streets) Engineering Insp II Parks & Rec Projects Coord Service Worker (Streets) Service Worker III (Streets) Service Worker, Sr. (Streets) Srvc Worker II (Streets) Supervisor, Right of Way Right-of-Way Maintenance Division Total: 16720 Street Maintenance Crewleader (Streets) Service Worker III (Streets) Service Worker, Sr. (Streets) Superintendent, Streets Supervisor, Streets Street Maintenance Division Total: 16731 Graffiti Removal - ROW Service Worker (Streets) Srvc Worker II (Streets) Graffiti Removal - ROW Division Total: 16810 Traffic Signals Supervisor, Traffic Signal Traffic Ops Electronic Tech Traffic Signal Tech I Traffic Signal Tech II Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1660 8 34.25 7 33.25 7.75 32.25 7.75 32.25 6.75 32.25 1660 1660 1660 1660 1660 1660 1660 1 1 1 1 4 1 1 1 1 4 1 2 1 1 5 1 2 1 1 5 1 2 1 4 1660 1660 1660 1 1 1 1 1 1 1 1 1 1 2 1340 1340 1340 1340 1340 1340 1340 1340 1340 1 1 5 4 11 1 1 5 4 11 1 1 5 4 11 1 1 5 4 11 1 1 6 5 1 14 1340 1340 1340 1340 1340 2 2 1 5 2 2 1 5 2 2 1 1 6 2 2 1 1 6 2 2 1 1 6 1340 1340 - 2 2 2 2 2 2 2 2 1340 1340 1340 1340 1 1 2 1 1 1 2 1 1 1 2 1 1 1 2 1 1 - ____________________________________________________________________________________ 390 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Public Works 16810 Traffic Signals Traffic Signal Tech III Traffic Signal Tech, Sr Traffic Signal Technician Traffic Signals Division Total: 16820 Signs & Markings Crewleader (Streets) Service Worker (Streets) Srvc Worker II (Streets) Traffic Signs & Markings Supv Signs & Markings Division Total: 16910 Transportation Administration Intelligent Trans Sys Tech Sr Mgmt Asst Supervisor, Admin Support Transportation Administration Division 16920 Street Light Management Programs Admin Streetlight Program Manager Street Light Management Division Total: 16925 Pavement Management Civil Engineer, Sr. Engineering Inspector, Sr. Engineering Project Mgr Principal Engineer Pavement Management Division Total: 16940 Traffic Studies City Traffic Engineer Principal Engineer Sr Traffic Engineering Spec Traffic Education Program Mgr Traffic Engineering Technician Transportation Engineer Traffic Studies Division Total: 16950 Traffic Design and Development Sr Traffic Engineering Spec Supervisor, Traffic Engr Traffic Engineering Spec Traffic Engineering Technician Traffic Design and Development Division 17710 Landfill Business Analyst Cashier Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 1340 1340 1340 1 5 1 6 1 6 1 6 3 1 6 1340 1340 1340 1340 2 4 1 7 2 4 1 7 2 4 6 2 3 5 1 3 4 1340 1340 1340 1 1 2 1 1 2 1 1 1 1 1 1 1340 1340 - - 1 1 1 1 1 1 1340 1340 1340 1340 - - - 1 2 1 1 5 1 2 1 1 5 1340 1340 1340 1340 1340 1340 1 1 2 4 1 1 2 4 1 1 1 3 1 1 1 3 1 1 2 1340 1340 1340 1340 1 1 2 1 1 2 1 1 2 1 1 2 1 1 1 3 2440 2440 3 3 3 3 1 3 ____________________________________________________________________________________ 391 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Public Works 17710 Landfill Crewleader (Landfill) Equip Mechanic Specialist, Sr Landfill Inspector Landfill Operator Mgmt Asst Service Worker (Landfill) Srvc Worker I Srvc Worker I (Landfill) Srvc Worker II (Landfill) Supervisor, Landfill Landfill Division Total: 17730 Solid Waste Admin Account Spec II Account Specialist Account Specialist, Lead Accountant II Accountant, Sr. Admin, Dept Support Svcs Budget and Finance Analyst Dep Field Ops Dir Director, Public Works Equipment Operator (Streets) Field Ops Admin Supv Public Works Exec Dir Public Works Program Manager Sanitation Supt Sr Budget Analyst Sr Mgmt Asst Sr Secretary Srvc Worker II (Streets) Superintendent, Landfill Supervisor, Admin Support Supt, Solid Waste Mgmt Solid Waste Admin Division Total: 17740 Recycling Recycling Coord Sanitation Insp Solid Waste Mgmt Inspector SolidWaste Mgt Inspector, Lead Sr Sanitation Insp Supervisor, Recycling Recycling Division Total: Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 1 1 1 5 1 1 2 1 16 1 1 1 5 1 1 2 1 16 1 1 1 5 1 1 2 1 16 1 1 1 5 1 1 2 1 16 1 1 1 5 3 1 16 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2 1 1 1 1 1 1 1 9 2 1 1 1 1 1 1 1 9 5 1 1 1 1 1 1 1 12 5 1 1 1 1 1 1 1 1 1 14 5 1 1 1 1 1 1 1 1 1 14 2440 2440 2440 2440 2440 2440 1 4 1 6 1 4 1 6 1 4 1 6 1 4 1 6 4 1 1 6 ____________________________________________________________________________________ 392 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Public Works 17750 MRF Operations Account Spec II Account Specialist Crewleader (Sanitation) Crewleader (Sol Wst Mgmt) Equip Mechanic I Equip Mechanic II Equip Mechanic Specialist, Sr Sanitation Supv Service Worker Service Worker (Landfill) Sr Equip Mechanic Special Srvc Worker II Srvc Worker II (Landfill) Supervisor, MRF Operations MRF Operations Division Total: 17810 Solid Waste Roll-off Account Spec II Equip Operator (Sanitation) Equip Operator (Sold Wst Mgt) Solid Waste Roll-off Division Total: 17820 Sanitation Frontload Account Spec II Commercial Sanitation Insp Crewleader (Sanitation) Crewleader (Sol Wst Mgmt) Equip Operator (Sanitation) Equip Operator (Sold Wst Mgt) Service Worker, Sr (SWM) Solid Waste Mgmt Inspector Sr Mgmt Asst Srvc Worker III (Sanitation) Sanitation Frontload Division Total: 17830 Curb Service Crewleader (Sanitation) Crewleader (Sol Wst Mgmt) Equip Mechanic I Equip Mechanic Spec Equip Operator (Sanitation) Equip Operator (Sold Wst Mgt) Sanitation Supv Service Worker (Sol Wst Mgmt) Srvc Worker II (Sanitation) Supervisor, Solid Waste Mgmt Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 1 1 1 1 1 2 1 8 1 1 1 1 1 2 1 8 1 1 1 2 2 1 8 1 1 1 2 2 1 8 1 1 2 1 2 1 8 2480 2480 2480 1 1 2 1 1 2 1 1 1 1 1 1 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 1 1 1 9 1 1 14 1 1 1 9 1 1 14 1 1 9 1 12 1 1 9 1 12 1 9 1 1 12 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2 2 30 1 2 - 2 2 30 1 2 - 2 2 30 1 2 - 2 2 30 1 2 - 2 2 30 2 1 ____________________________________________________________________________________ 393 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Public Works 17830 Curb Service Curb Service Division Total: 17840 Residential-Loose Trash Collec Crewleader (Sanitation) Crewleader (Sol Wst Mgmt) Equip Operator (Sanitation) Equip Operator (Sold Wst Mgt) Equipment Operator (Streets) Sanitation Insp Sanitation Supv Solid Waste Mgmt Inspector Supervisor, Solid Waste Mgmt Residential-Loose Trash Collec Division 18300 Fleet Management Buyer Buyer I Equip Mechanic Equip Mechanic I Equip Mechanic II Equip Mechanic Spec Equip Mechanic, Sr. Equip Mgmt Supt Fleet Maintenance Coordinator Service Worker Shop Maint Coord Shop Supv Srvc Worker I Superintendent, Equipment Mgt Supervisor, Fleet Supv, Fleet Acquisition & Bill Fleet Management Division Total: 18302 Parts Store Operations Buyer II Management Assistant Parts Store Operations Division Total: Public Works Rollup Total: Fund 37 37 37 37 37 2480 2480 2480 2480 2480 2480 2480 2480 2480 1 16 2 1 1 21 1 16 2 1 1 21 1 16 2 1 1 21 1 16 1 1 1 20 1 16 1 1 1 20 2590 2590 2590 2590 2590 2590 2590 2590 2590 2590 2590 2590 2590 2590 2590 2590 - - - 1 3 6 14 1 2 2 1 30 1 4 14 5 2 1 1 2 1 31 2590 2590 286.25 278.25 276.25 1 1 280.25 1 1 285.25 295 284 276.25 280.25 285.25 3 3 1 1 3 1 1 3 1 3 PUBLIC WORKS DEPARTMENT TOTAL: WATER SERVICES DEPARTMENT Water Services 17010 Environmental Resources Civil Engineer Dep Water Srvcs Dir Environmental Program Mgr FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2360 2360 2360 ____________________________________________________________________________________ 394 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 17010 Environmental Resources Environmental Resource Dir Principal Engineer Sr Secretary Environmental Resources Division Total: 17110 Water Services Administration Account Specialist Admin, Dept Support Svcs Admin, Financial Programs Administrative Sppt Assistant Administrative Sppt Coord Administrative Sppt Specialist Dep Utilities Dir Deputy Director, Water Service Director, Water Services HR Business Partner HR Generalist Management Analyst Management Assistant Mgmt Aide Secretary Sr Civil Engineer Sr Mgmt Asst Sr Secretary Supervisor, Logistical Support Water Srvcs Admin Water Srvcs Exec Dir Water Services Administration Division 17115 Safety Administration Safety Program Manager Water Srvcs Safety/Security Coor Safety Administration Division Total: 17120 Information Management GIS Coord Network Engineer PC Operator PC Support Specialist II System Administrator Systems Administrator, Sr Utilities Network Engineer Utilities Technology Mgr Utility Data Coord Water Srvcs Data Coord Water Srvcs Network Engineer Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2360 2360 2360 1 1 5 1 1 5 1 1 7 1 6 1 5 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2 1 1 1 1 1 2 2 1 12 2 1 1 1 1 1 1 2 2 1 13 2 1 1 2 1 1 1 1 2 12 2 1 1 2 1 1 1 2 2 13 1 1 1 1 1 1 3 1 1 1 1 1 14 2360 2360 - - 1 1 1 1 1 1 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 1 1 2 1 1 - 1 1 2 1 1 - 1 1 1 2 2 1 1 1 1 2 1 1 1 1 1 1 2 - ____________________________________________________________________________________ 395 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 17120 Information Management Water Srvcs Process Ops Mgr Water Srvcs Technology Mgr Information Management Division Total: 17130 Public Service Representatives Public Service Rep, Lead Public Service Representative Sr. Water Srvcs Syst Tech Supervisor, Water Services Utility Locator Public Service Representatives Division 17140 System Security Security Officer Security Systems Tech Sr Mgmt Asst Supervisor, Support Services Supt, Water Svcs Ops/Maint Util Safety/Security Coor Utilities Secur Supt Water Srvcs Safety/Security Coor Water Srvcs Secur Supt System Security Division Total: 17160 Arrowhead WRF Plant Maint Mechanic II Sr Plant Instrument Tech Supervisor, Water Facilities Water Reclam Fac Oper, Lead Water Reclam Fac Oper, Sr Water Reclam Facility Oper II Water Reclam Facility Supv Water/Wastewater Ops Supv Arrowhead WRF Division Total: 17170 West Area WRF PC Operator Plant Instrument Tech II Sr Plant Instrument Tech Sr Plant Maint Mechanic Supervisor, Water Facilities Supt, Water Svcs Ops/Maint Utility Ops Supt Water Reclam Fac Oper, Lead Water Reclam Fac Oper, Sr Water Reclam Facility Oper II Water Reclam Facility Supv Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2360 2360 6 6 1 8 1 8 1 8 2360 2360 2360 2360 2360 4 4 5 5 3 1 1 2 7 3 1 1 2 7 1 3 1 2 7 2360 2360 2360 2360 2360 2360 2360 2360 2360 6 1 1 1 1 10 5 2 1 8 5 1 1 7 5 1 1 7 5 1 1 7 2360 2360 2360 2360 2360 2360 2360 2360 2 1 1 7 1 12 2 1 1 7 1 12 1 7 1 9 1 7 1 9 1 1 6 8 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 1 1 1 1 1 1 8 1 1 1 1 1 1 1 8 1 1 1 8 - 1 1 8 - 1 1 1 1 9 - ____________________________________________________________________________________ 396 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 17170 West Area WRF Water Srvcs Ops Supt Water/Wastewater Ops Supv West Area WRF Division Total: 17180 Materials Control Warehouse Buyer Materials Control Spec Materials Control Warehouse Division 17210 Customer Service - Field Applications Analyst, Sr. Supervisor, Water Services Utilities Supv Utility Ops Supt Water Services Representative Water Srvc Rep, Lead Water Srvcs Ops Supt Customer Service - Field Division Total: 17220 Irrigation Crewleader (Water) 17240 Central System Control Plant Maint Mechanic II Sr Water Plant Oper Supervisor, Water Facilities Utility Ops Supt Water Control Room Oper Water Plant Ops Supv Water/Wastewater Ops Supv Central System Control Division Total: 17250 Pyramid Peak WTP Sr Plant Instrument Tech Sr Plant Maint Mechanic Supervisor, Water Facilities Water Plant Oper, Lead Water Plant Operator II Water Plant Operator, Sr Water Plant Ops Supv Water/Wastewater Ops Supv Pyramid Peak WTP Division Total: 17260 Cholla Treatment Plant Sr Plant Instrument Tech Sr Plant Maint Mechanic Supervisor, Water Facilities Water Plant Oper, Lead Water Plant Operator II Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2360 2360 15 15 1 1 12 1 1 12 13 2360 2360 - - 1.75 1.75 1.75 1.75 1.75 1.75 2400 2400 2400 2400 2400 2400 2400 1 1 1 11 2 16 1 1 1 11 2 16 1 1 10 2 1 15 1 1 10 2 1 15 1 1 10 2 14 2400 1 - - - - 2400 2400 2400 2400 2400 2400 2400 1 1 1 5 1 9 1 1 5 1 8 6 1 7 6 1 7 1 6 7 2400 2400 2400 2400 2400 2400 2400 2400 1 1 7 1 1 11 1 1 7 1 1 11 7 1 1 9 7 1 1 9 1 1 7 9 2400 2400 2400 2400 2400 1 1 5 1 1 5 5 6 1 1 - ____________________________________________________________________________________ 397 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 17260 Cholla Treatment Plant Water Plant Operator, Sr Cholla Treatment Plant Division Total: 17280 Central System Maintenance Industrial Maint Mechanic Industrial Maint Mechanic Sr Instrumentation Technician Instrumentation Technician, Sr Plant Instrument Tech II Plant Maint Mechanic II Sr Plant Instrument Tech Sr Plant Maint Mechanic Srvc Worker II (Water) Supervisor, Water Services Water Plant Ops Supv Water/Wastewater Ops Supv Central System Maintenance Division 17290 Water Distribution Sr Utility Sys Tech Sr. Water Srvcs Syst Tech Srvc Worker II (Water) Supervisor, Water Services Supt, Water Svcs Ops/Maint Utilities Supv Utility Sys Tech I Utility Sys Tech II Water Srvcs Sys Tech I Water Srvcs Sys Tech II Water Srvcs Sys Tech, Lead Water Srvcs Sys Tech, Sr Water Srvcs Sys Technician Water Distribution Division Total: 17300 Meter Maintenance Sr Utility Sys Tech Sr. Water Srvcs Syst Tech Supervisor, Water Services Utilities Supv Utility Locator Utility Sys Tech I Utility Sys Tech II Water Srvcs Sys Tech I Water Srvcs Sys Tech II Water Srvcs Sys Tech, Lead Water Srvcs Sys Tech, Sr Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2400 2 9 2 9 2 7 1 7 5 7 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2 1 1 1 5 2 1 1 1 5 3 3 5 4 1 1 17 3 3 5 4 1 1 17 3 4 3 5 1 16 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2 2 10 12 26 2 2 10 12 26 2 1 2 10 11 26 2 1 2 11 10 26 2 1 2 9 12 26 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 1 1 3 3 3 - 1 1 3 3 3 - 1 1 3 3 - 1 1 3 3 - 1 1 3 ____________________________________________________________________________________ 398 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 17300 Meter Maintenance Water Srvcs Sys Technician Meter Maintenance Division Total: 17310 Oasis Surface WTP Building Maintenance Worker Custodian Industrial Maint Mechanic Plant Instrument Tech II Public Srvc Rep Sr Plant Instrument Tech Sr Plant Maint Mechanic Srvc Worker II (Water) Supervisor, Water Facilities Supt, Water Svcs Ops/Maint Trades Worker Utility Ops Supt Water Plant Oper, Lead Water Plant Operator II Water Plant Operator, Sr Water Plant Ops Supv Water Srvcs Ops Supt Water/Wastewater Ops Supv Oasis Surface WTP Division Total: 17410 Water Conservation Admin, Envt Programs Environmental Program Mgr Water Conservation Spec Water Conservation Division Total: 17420 Water Quality Admin, Water Quality Lab Chemist Chemist, Lead Laboratory Technician Water Quality Assurance Coord Water Quality Data Coord Water Quality Lab Mgr Water Srvcs Data Coord Water Quality Division Total: 17610 Pretreatment Program Admin, Pretreatment Prgm Pretreatment Inspector Pretreatment Inspector, Sr. Pretreatment Program Mgr Pretreatment Program Division Total: Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2400 11 11 8 8 3 8 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 1 1 1 1 1 1 1 5 1 1 14 1 1 1 1 1 1 5 1 1 13 1 1 5 1 1 1 10 1 1 5 1 1 1 10 1 1 1 1 1 6 11 2400 2400 2400 1 1 2 1 1 2 1 1 2 1 2 3 1 2 3 2360 2360 2360 2360 2360 2360 2360 2360 5 3 1 1 10 5 3 1 1 10 5 3 1 1 1 11 5 3 1 1 1 11 1 4 1 3 1 1 11 2420 2420 2420 2420 3 2 1 6 4 1 1 6 2 3 1 6 3 1 1 5 1 3 1 5 ____________________________________________________________________________________ 399 ANNUAL BUDGET SCHEDULE SIX ____________________________________________________________________________________ Fiscal Year 2016-2017 Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Water Services 17630 Wastewater Collection PC Operator Sr Utility Sys Tech Supervisor, Water Services Supt, Water Svcs Ops/Maint Utilities Supv Utility Ops Supt Utility Sys Tech I Utility Sys Tech II Water Srvcs Ops Supt Water Srvcs Sys Tech I Water Srvcs Sys Tech II Water Srvcs Sys Tech, Lead Water Srvcs Sys Tech, Sr Water Srvcs Sys Technician Wastewater Collection Division Total: 17699 Storm Water Sr Utility Sys Tech Supervisor, Water Services Utility Sys Tech I Utility Sys Tech II Water Srvcs Sys Tech I Water Srvcs Sys Tech II Water Srvcs Sys Tech, Lead Water Srvcs Sys Tech, Sr Water Srvcs Sys Technician Storm Water Division Total: WATER SERVICES DEPARTMENT TOTAL: Grand Total Fund FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 1 1 1 1 8 5 17 1 1 1 1 8 5 17 1 1 1 8 4 2 17 1 1 1 8 4 2 17 1 1 1 2 4 8 17 2420 2420 2420 2420 2420 2420 2420 2420 2420 2 1 3 1 2 1 4 2 1 1 4 2 1 1 4 1 1 1 2 5 204 202 203.75 203.75 203.75 1,824.25 1,712.50 1,726.70 1,742.25 1,771.00 ____________________________________________________________________________________ 400 ANNUAL BUDGET SCHEDULE SEVEN _____________________________________________________________________________________________________ Fiscal Year 2016-2017 Salary Ranges Position Description Grade # of FTE's Range Min Range Mid Range Max Account Specialist 309 17.00 $36,899 $46,124 $55,349 Account Specialist, Lead 312 1.00 $42,714 $53,393 $64,071 Accountant 313 5.00 $44,850 $56,063 $67,275 Accountant, Sr. 316 5.00 $51,919 $64,899 $77,879 Accounting Project Mgr 321 1.00 $66,264 $82,830 $99,396 Accounts Payable Specialist 306 2.00 $31,874 $39,843 $47,811 Administrative Librarian 319 5.00 $60,103 $75,129 $90,155 Administrative Support Assistant 305 9.00 $30,356 $37,945 $45,534 Administrative Support Coordinator 312 6.00 $42,714 $53,393 $64,071 Administrative Support Specialist 309 29.75 $36,899 $46,124 $55,349 Administrator, Airport 324 1.00 $76,709 $95,886 $115,064 Administrator, Budget 325 1.00 $80,544 $100,680 $120,816 Administrator, Building Safety 321 2.00 $66,264 $82,830 $99,396 Administrator, Civil Engineering 322 1.00 $69,576 $86,970 $104,364 Administrator, Code Compliance 323 1.00 $73,056 $91,320 $109,584 Administrator, Community Action Program 323 1.00 $73,056 $91,320 $109,584 Administrator, Community Services 321 2.00 $66,264 $82,830 $99,396 Administrator, Court 326 1.00 $84,571 $105,714 $126,857 Administrator, CVB 318 1.00 $57,241 $71,551 $85,862 Administrator, Department Support Services 321 2.00 $66,264 $82,830 $99,396 Administrator, Environmental Programs 323 1.00 $73,056 $91,320 $109,584 Administrator, Financial Programs 321 1.00 $66,264 $82,830 $99,396 Administrator, Fire Human Services 320 1.00 $63,108 $78,885 $94,662 Administrator, Fire Physical Resources 323 1.00 $73,056 $91,320 $109,584 Administrator, Housing Services 323 1.00 $73,056 $91,320 $109,584 Administrator, Human Resources 321 2.00 $66,264 $82,830 $99,396 Administrator, Info Technology 325 3.00 $80,544 $100,680 $120,816 Administrator, Intergovernmental Programs 322 1.00 $69,576 $86,970 $104,364 Administrator, Library 322 1.00 $69,576 $86,970 $104,364 Administrator, Police Technical Services 323 1.00 $73,056 $91,320 $109,584 Administrator, Pretreatment Programs 318 1.00 $57,241 $71,551 $85,862 Administrator, Procurement 323 1.00 $73,056 $91,320 $109,584 Administrator, Revenue 324 1.00 $76,709 $95,886 $115,064 Administrator, Revitalization 323 1.00 $73,056 $91,320 $109,584 Administrator, Special Events 319 1.00 $60,103 $75,129 $90,155 Administrator, Transit 323 1.00 $73,056 $91,320 $109,584 Administrator, Transportation Planning 323 1.00 $73,056 $91,320 $109,584 Administrator, Transportation Systems 323 1.00 $73,056 $91,320 $109,584 Administrator, Water Quality Lab 323 1.00 $73,056 $91,320 $109,584 Applications Analyst 318 1.00 $57,241 $71,551 $85,862 Applications Analyst, Sr. 319 2.00 $60,103 $75,129 $90,155 Arts & Culture Program Manager 319 1.00 $60,103 $75,129 $90,155 Assistant City Attorney 325 3.00 $80,544 $100,680 $120,816 Assistant City Auditor 323 1.00 $73,056 $91,320 $109,584 Assistant City Manager 351 1.00 $137,758 $172,198 $206,637 Assistant City Prosecutor 321 5.00 $66,264 $82,830 $99,396 Assistant City Prosecutor, Sr. 324 1.00 $76,709 $95,886 $115,064 _____________________________________________________________________________________________________ 401 ANNUAL BUDGET SCHEDULE SEVEN _____________________________________________________________________________________________________ Fiscal Year 2016-2017 Salary Ranges Position Description Grade # of FTE's Range Min Range Mid Range Max Assistant Director, Communications 324 1.00 $76,709 $95,886 $115,064 Assistant Director, Community Services 329 1.00 $97,901 $122,376 $146,852 Assistant Director, Economic Development 325 1.00 $80,544 $100,680 $120,816 Assistant Director, Finance 327 1.00 $88,799 $110,999 $133,199 Assistant Director, HR 326 1.00 $84,571 $105,714 $126,857 Assistant Director, Planning 325 1.00 $80,544 $100,680 $120,816 Assistant Fire Chief 329 2.00 $97,901 $122,376 $146,852 Assistant Fire Marshal 321 1.00 $66,264 $82,830 $99,396 Assistant Police Chief 329 2.00 $97,901 $122,376 $146,852 Assistant to the Mayor 321 1.00 $66,264 $82,830 $99,396 Benefits & Wellnes Analyst 319 1.00 $60,103 $75,129 $90,155 Budget and Finance Analyst 320 2.00 $63,108 $78,885 $94,662 Building Inspector 313 2.00 $44,850 $56,063 $67,275 Building Inspector Specialist 317 6.00 $54,515 $68,144 $81,773 Building Inspector, Sr. 320 4.00 $63,108 $78,885 $94,662 Building Maintenance Worker 310 3.00 $38,743 $48,429 $58,115 Building Maintenance Worker, Lead 311 1.00 $40,680 $50,850 $61,020 Building Safety Official 326 1.00 $84,571 $105,714 $126,857 Business Analyst 318 4.00 $57,241 $71,551 $85,862 Buyer 312 2.75 $42,714 $53,393 $64,071 Cashier 305 4.00 $30,356 $37,945 $45,534 Chemist 314 4.00 $47,092 $58,865 $70,638 Chemist, Lead 315 1.00 $49,446 $61,808 $74,169 Chief Broadcast Engineer 318 1.00 $57,241 $71,551 $85,862 Chief Deputy City Attorney 331 1.00 $106,857 $133,571 $160,286 Chief Information Officer 347 1.00 $113,333 $141,666 $170,000 Chief Librarian 326 1.00 $84,571 $105,714 $126,857 CIP Project Manager 321 1.00 $66,264 City Attorney 509 1.00 Negotiated $82,830 Negotiated $99,396 Negotiated City Auditor 346 1.00 $107,936 $134,920 $161,904 City Clerk 504 1.00 Negotiated Negotiated Negotiated City Engineer 344 1.00 $97,901 $122,376 $146,852 City Judge 506 2.00 Negotiated Negotiated Negotiated City Manager 505 1.00 Negotiated Negotiated Negotiated City Prosecutor 330 1.00 $101,768 $127,210 $152,652 City Traffic Engineer 326 1.00 $84,571 $105,714 $126,857 Civic Center Event Coordinator 313 2.00 $44,850 $56,063 $67,275 Civil Engineer 319 1.00 $60,103 $75,129 $90,155 Civil Engineer, Sr. 322 3.00 $69,576 $86,970 $104,364 Code Inspector 313 6.00 $44,850 $56,063 $67,275 Code Inspector, Sr. 314 2.00 $47,092 $58,865 $70,638 Collections Representative 311 1.00 $40,680 $50,850 $61,020 Communications Project Manager 318 1.00 $57,241 $71,551 $85,862 Community Services Program Manager 318 1.00 $57,241 $71,551 $85,862 Community Services Representative 310 10.50 $38,743 $48,429 $58,115 Community Services Representative, Sr. 311 2.00 $40,680 $50,850 $61,020 Contract Analyst 317 3.00 $54,515 $68,144 $81,773 _____________________________________________________________________________________________________ 402 ANNUAL BUDGET SCHEDULE SEVEN _____________________________________________________________________________________________________ Fiscal Year 2016-2017 Salary Ranges Position Description Grade # of FTE's Range Min Range Mid Range Max Contract Monitor 315 1.00 $49,446 $61,808 $74,169 Contracts Program Manager 321 2.00 $66,264 $82,830 $99,396 Controller 325 1.00 $80,544 $100,680 $120,816 Council Agenda Process Manager 316 1.00 $51,919 $64,899 $77,879 Council Assistant 317 3.00 $54,515 $68,144 $81,773 Council Member 502 5.00 $34,000 $34,000 $34,000 Court Clerk 308 25.00 $35,141 $43,926 $52,712 Court Clerk, Sr. 310 2.00 $38,743 Court Hearing Officer 508 1.00 Negotiated Court Interpreter 310 1.50 $38,743 $48,429 $58,115 Court Program Coordinator 314 2.00 $47,092 $58,865 $70,638 Creative Designer 315 1.00 $49,446 $61,808 $74,169 Creative Services Program Manager 318 1.00 $57,241 $71,551 $85,862 Crewleader (Landfill) 312 1.00 $42,714 $53,393 $64,071 Crewleader (Parks) 312 2.00 $42,714 $53,393 $64,071 Crewleader (Solid Waste Management) 312 5.00 $42,714 $53,393 $64,071 Crewleader (Streets) 312 302 4.00 4.00 $42,714 $26,223 $53,393 Custodian $32,779 $64,071 $39,335 Custodian, Lead 305 2.00 $30,356 $37,945 $45,534 Customer Service Representative 307 16.50 $33,468 $41,835 $50,202 Customer Service Representative, Sr. 309 3.00 $36,899 $46,124 $55,349 CVB Representative 305 0.50 $30,356 $37,945 $45,534 Data Architect 325 1.00 $80,544 $100,680 $120,816 Database Administrator 322 1.00 $69,576 $86,970 $104,364 Database Administrator, Sr. 323 1.00 $73,056 $91,320 $109,584 Deputy Chief Information Officer 329 1.00 $97,901 $122,376 $146,852 Deputy City Attorney 330 2.00 $101,768 $127,210 $152,652 Deputy City Clerk 321 1.00 $66,264 $82,830 $99,396 Deputy Director, Parks & Recreation 326 1.00 $84,571 $105,714 $126,857 $48,429 Negotiated $58,115 Negotiated Deputy Director, Public Works Field Operations 328 1.00 $93,239 $116,549 $139,859 Deputy Director, Transportation 328 1.00 $93,239 $116,549 $139,859 Deputy Director, Water Services 328 3.00 $93,239 $116,549 $139,859 Deputy Fire Chief (40 hrs) 327 0.00 $88,799 $110,999 $133,199 Deputy Fire Chief (52 hours) 327 310 7.00 2.00 $88,799 $38,743 $110,999 Development Plans Technician $48,429 $133,199 $58,115 Development Services Representative 310 2.00 $38,743 $48,429 $58,115 Digital Content Program Manager 318 1.00 $57,241 $71,551 $85,862 Director, Budget and Finance 347 1.00 $113,333 $141,666 $170,000 Director, Communications 346 0.00 $107,936 $134,920 $161,904 Director, Community Services 347 1.00 $118,999 $148,749 $178,499 Director, Development Services 347 1.00 $113,333 $141,666 $170,000 Director, Economic Development 347 1.00 $113,333 $141,666 $170,000 Director, Finance & Technology 348 0.00 $118,999 $148,749 $178,499 Director, HR & Risk Management 347 1.00 $113,333 $141,666 $170,000 Director, Intergovernmental Programs 346 0.00 $107,936 $134,920 $161,904 Director, Planning 330 1.00 $101,768 $127,210 $152,652 Director, Public Affairs 347 1.00 $113,333 $141,666 $170,000 _____________________________________________________________________________________________________ 403 ANNUAL BUDGET SCHEDULE SEVEN _____________________________________________________________________________________________________ Fiscal Year 2016-2017 Salary Ranges Position Description Grade # of FTE's Range Min Range Mid Range Max Director, Public Facilities & Event 347 1.00 $113,333 $141,666 $170,000 Director, Public Works 348 1.00 $118,999 $148,749 $178,499 Director, Water Services 348 1.00 $118,999 $148,749 $178,499 Dispatcher/Router 305 5.50 $30,356 $37,945 $45,534 Economic Development Officer 325 1.00 $80,544 $100,680 $120,816 Economic Development Program Manager 320 1.00 $63,108 $78,885 $94,662 Economic Development Specialist 317 1.00 $54,515 $68,144 $81,773 Emergency Management Analyst 318 1.00 $57,241 $71,551 $85,862 Emergency Services Coordinator 319 1.00 $60,103 $75,129 $90,155 Engineering Inspector 315 5.00 $49,446 $61,808 $74,169 Engineering Inspector, Sr. 316 4.00 $51,919 $64,899 $77,879 Engineering Project Manager 321 4.00 $66,264 $82,830 $99,396 Environmental Program Manager 322 3.00 $69,576 $86,970 $104,364 Equipment Mechanic 308 4.00 $35,141 $43,926 $52,712 Equipment Mechanic Specialist 313 16.00 $44,850 $56,063 $67,275 Equipment Mechanic Specialist, Sr. 315 3.00 $49,446 $61,808 $74,169 Equipment Mechanic, Sr. 310 5.00 $38,743 $48,429 $58,115 Equipment Operator (Solid Waste Management) 309 56.00 $36,899 $46,124 $55,349 Equipment Operator (Streets) 309 310 1.00 $36,899 $38,743 $46,124 $55,349 $58,115 Executive Assistant 2.00 $48,429 Fire Battalion Chief (40 Hrs) 326 0.00 $84,571 $105,714 $126,857 Fire Battalion Chief (52 Hrs) 8.00 1.00 $84,571 $124,950 $105,714 Fire Chief 326 349 $156,188 $126,857 $187,425 Fire Crisis Response Volunteer Coordinator 314 2.00 $47,092 $58,865 $70,638 Fire Data Project Manager 317 1.00 $54,515 $68,144 $81,773 Fire Department Staff Counselor 314 1.00 $47,092 $58,865 $70,638 Fire Education & Community Outreach Coordinator 315 1.00 $49,446 $61,808 $74,169 Fire EMS Coordinator 317 1.00 $54,515 $68,144 $81,773 Fire Inspector 311 2.00 $40,680 $50,850 $61,020 Fire Inspector, Sr. 316 5.00 $51,919 $64,899 $77,879 Fire Marshal 327 1.00 $88,799 $110,999 $133,199 Fire Personnel Analyst 317 1.00 $54,515 $68,144 $81,773 Fleet Maintenance Coordinator 314 2.00 $47,092 $58,865 $70,638 GIS Analyst 318 1.00 $57,241 $71,551 $85,862 GIS Analyst, Sr. 321 1.00 $66,264 $82,830 $99,396 GIS Coordinator 317 1.00 $54,515 $68,144 $81,773 GIS Technician 313 1.00 $44,850 $56,063 $67,275 Grants Program Manager 322 1.00 $69,576 $86,970 $104,364 Housing Program Inspector 311 1.00 $40,680 $50,850 $61,020 Housing Program Manager 319 1.00 $60,103 $75,129 $90,155 HR Business Partner 319 5.00 $60,103 $75,129 $90,155 HR Program Manager 319 3.00 $60,103 $75,129 $90,155 HR Specialist 312 1.00 $42,714 $53,393 $64,071 HR Technician 310 2.00 $38,743 $48,429 $58,115 Human Resources Assistant 307 1.00 $33,468 $41,835 $50,202 Industrial Maintenance Mechanic 312 4.00 $42,714 $53,393 $64,071 Industrial Maintenance Mechanic, Sr. 314 4.00 $47,092 $58,865 $70,638 _____________________________________________________________________________________________________ 404 ANNUAL BUDGET SCHEDULE SEVEN _____________________________________________________________________________________________________ Fiscal Year 2016-2017 Salary Ranges Position Description Grade # of FTE's Range Min Range Mid Range Max Information Technology Project Manager 325 2.00 $80,544 $100,680 $120,816 Instrumentation Technician 314 3.00 $47,092 $58,865 $70,638 Instrumentation Technician, Sr. 315 5.00 $49,446 $61,808 $74,169 ITS Technician 315 2.00 $49,446 $61,808 $74,169 Judicial Projects Coordinator 318 1.00 $57,241 $71,551 $85,862 Laboratory Technician 310 3.00 $38,743 $48,429 $58,115 Laboratory Technician, Lead 311 0.00 $40,680 $50,850 $61,020 Landfill Inspector 311 1.00 $40,680 $50,850 $61,020 Landfill Operator 310 5.00 $38,743 $48,429 $58,115 Landscape Gardener/Horticulturalist 310 1.00 $38,743 $48,429 $58,115 Legal Assistant 311 2.00 $40,680 $50,850 $61,020 Legal Assistant, Sr. 313 1.00 $44,850 $56,063 $67,275 Librarian 315 12.00 $49,446 $61,808 $74,169 Library Assistant 306 3.50 $31,874 $39,843 $47,811 Library Assistant, Lead 308 4.00 $35,141 $43,926 $52,712 Library Assistant, Sr. 308 6.00 $35,141 $43,926 $52,712 Library Operations Coordinator 315 1.00 $49,446 $61,808 $74,169 Library Technology Specialist 309 1.00 $36,899 $46,124 $55,349 Licensing & Taxpayer Analyst 313 2.00 $44,850 $56,063 $67,275 Licensing Specialist 311 1.00 $40,680 $50,850 $61,020 Management Analyst 316 3.00 $51,919 $64,899 $77,879 Management Assistant 312 22.75 $42,714 $53,393 $64,071 Management Assistant to the City Attorney 317 1.00 $54,515 $68,144 $81,773 Management Assistant to the City Manager 318 1.00 $57,241 $71,551 $85,862 Manager, Customer Service 322 1.00 $69,576 $86,970 $104,364 Manager, Detention and Fleet Services 320 1.00 $63,108 $78,885 $94,662 Manager, Police Communications 322 1.00 $69,576 $86,970 $104,364 Manager, Police Personnel 319 1.00 $60,103 $75,129 $90,155 Manager, Police Support Services 320 1.00 $63,108 $78,885 $94,662 Manager, Tax & License 322 1.00 $69,576 $86,970 $104,364 Marketing & Communications Mgr, Sr. 321 1.00 $66,264 $82,830 $99,396 Marketing & Communications Program Manager 316 2.00 $51,919 $64,899 $77,879 Mayor 501 1.00 $48,000 $48,000 $48,000 Media Production Specialist 314 4.50 $47,092 $58,865 $70,638 Neighborhood Services Coordinator 318 2.00 $57,241 $71,551 $85,862 Network Engineer 320 2.00 $63,108 $78,885 $94,662 Network Engineer, Sr. 322 1.00 $69,576 $86,970 $104,364 Park Manager 318 3.00 $57,241 $71,551 $85,862 Park Ranger 306 2.00 $31,874 $39,843 $47,811 Payroll Specialist 309 2.00 $36,899 $46,124 $55,349 PC Operator 306 3.00 $31,874 $39,843 $47,811 Planner 318 2.00 $57,241 $71,551 $85,862 Planner, Sr. 320 2.00 $63,108 $78,885 $94,662 Planning Technician 311 1.00 $40,680 $50,850 $61,020 Plans Examiner 316 2.00 $51,919 $64,899 $77,879 Plans Examiner, Sr. 319 1.00 $60,103 $75,129 $90,155 Playground Equipment Service Worker 309 2.00 $36,899 $46,124 $55,349 _____________________________________________________________________________________________________ 405 ANNUAL BUDGET SCHEDULE SEVEN _____________________________________________________________________________________________________ Fiscal Year 2016-2017 Salary Ranges Position Description Grade # of FTE's Range Min Range Mid Range Max Police Aide 307 1.00 $33,468 $41,835 $50,202 Police Case Support Specialist 310 4.00 $38,743 $48,429 $58,115 Police Chief 349 1.00 $124,950 $156,188 $187,425 Police Commander 328 5.00 $93,239 $116,549 $139,859 Police Communications Specialist 311 30.50 $40,680 $50,850 $61,020 Police Communications System Technician 313 1.00 $44,850 $56,063 $67,275 Police Communications Systems Specialist 315 1.00 $49,446 $61,808 $74,169 Police Community Services Officer 308 6.00 $35,141 $43,926 $52,712 Police Crime Prevention Specialist 312 4.00 $42,714 $53,393 $64,071 Police Detention Officer 308 14.00 $35,141 $43,926 $52,712 Police Forensics Specialist 312 4.00 $42,714 $53,393 $64,071 Police Lieutenant 326 18.00 312 1.00 $84,571 $42,714 $105,714 Police Personnel Specialist $53,393 $126,857 $64,071 Police Planning & Research Analyst 315 2.00 $49,446 $61,808 $74,169 Police Property Evidence Specialist 308 4.00 $35,141 $43,926 $52,712 Police Records Technician 307 14.50 $33,468 $41,835 $50,202 Police Volunteer Coordinator 313 1.00 $44,850 Presiding City Judge 507 1.00 Negotiated Pretreatment Inspector 312 3.00 $42,714 $53,393 $64,071 Pretreatment Inspector, Sr. 313 1.00 $44,850 $56,063 $67,275 Principal Engineer 324 4.00 $76,709 $95,886 $115,064 Public Safety Events Scheduler 308 2.00 $35,141 $43,926 $52,712 Public Service Assistant 304 5.50 $28,911 $36,139 $43,367 Public Service Representative 308 3.00 $35,141 $43,926 $52,712 Public Service Representative, Lead 313 1.00 $44,850 $56,063 $67,275 Public Works Program Manager 318 1.00 $57,241 $71,551 $85,862 Records Coordinator 305 2.00 $30,356 $37,945 $45,534 Records Program Manager 311 1.00 $40,680 $50,850 $61,020 Recreation Coordinator 315 6.00 $49,446 $61,808 $74,169 Recreation Coordinator, Sr. 317 2.00 $54,515 $68,144 $81,773 Recreation Programmer 309 2.00 $36,899 $46,124 $55,349 Revitalization Coordinator 315 4.00 $49,446 $61,808 $74,169 Risk & Safety Analyst 318 1.00 $57,241 $71,551 $85,862 Risk Manager 324 1.00 $76,709 $95,886 $115,064 Safety Program Manager 316 1.00 $51,919 $64,899 $77,879 Security Officer 306 11.00 $31,874 $39,843 $47,811 Service Desk Specialist 314 4.00 $47,092 $58,865 $70,638 Service Worker 308 3.00 $35,141 $43,926 $52,712 Service Worker (Airport) 308 3.00 $35,141 $43,926 $52,712 Service Worker (Bldg Maint) 308 1.00 $35,141 $43,926 $52,712 Service Worker (Landfill) 308 5.00 $35,141 $43,926 $52,712 Service Worker (Parks) 308 11.00 $35,141 $43,926 $52,712 Service Worker (Solid Waste Management) 308 2.00 $35,141 $43,926 $52,712 Service Worker (Streets) 308 310 11.00 $35,141 $38,743 $43,926 $48,429 $52,712 $58,115 Service Worker, Sr. (Bldg Maint) 310 1.00 $38,743 $48,429 $58,115 Service Worker, Sr. (Parks) 310 4.00 $38,743 $48,429 $58,115 Service Worker, Sr. 1.00 $56,063 Negotiated $67,275 Negotiated _____________________________________________________________________________________________________ 406 ANNUAL BUDGET SCHEDULE SEVEN _____________________________________________________________________________________________________ Fiscal Year 2016-2017 Salary Ranges Position Description Grade # of FTE's Range Min Range Mid Range Max Service Worker, Sr. (Solid Waste Management) 310 1.00 $38,743 $48,429 $58,115 Service Worker, Sr. (Streets) 7.00 1.00 $38,743 $47,092 $48,429 Shop Maintenance Coordinator 310 314 $58,865 $58,115 $70,638 Solid Waste Management Inspector 309 6.00 $36,899 $46,124 $55,349 Solid Waste Management Inspector, Lead 312 1.00 $42,714 $53,393 $64,071 Special Events Coordinator 313 1.00 $44,850 $56,063 $67,275 Special Events Program Manager 317 1.00 $54,515 $68,144 $81,773 Strat Init&Spec Proj Exec Off 326 1.00 $84,571 $105,714 $126,857 Streetlight Program Manager 320 1.00 $63,108 $78,885 $94,662 Structural Plans Examiner 318 1.00 $57,241 $71,551 $85,862 Superintendent, Equipment Management 323 1.00 $73,056 $91,320 $109,584 Superintendent, Facilities Management 323 1.00 $73,056 $91,320 $109,584 Superintendent, Landfill 323 1.00 $73,056 $91,320 $109,584 Superintendent, Parks 321 1.00 $66,264 $82,830 $99,396 Superintendent, Solid Waste Management 323 1.00 $73,056 $91,320 $109,584 Superintendent, Streets 323 1.00 $73,056 $91,320 $109,584 Superintendent, Transit Operations 321 1.00 $66,264 $82,830 $99,396 Superintendent, Water Services Operations/Maintenance 324 5.00 $76,709 $95,886 $115,064 Supervisor, Administrative Support 316 4.00 $51,919 $64,899 $77,879 Supervisor, Airport Operations 315 1.00 $49,446 $61,808 $74,169 Supervisor, Building Maintenance 316 2.00 $51,919 $64,899 $77,879 Supervisor, Code Compliance 317 2.00 $54,515 $68,144 $81,773 Supervisor, Court 316 3.00 $51,919 $64,899 $77,879 Supervisor, Customer Service 316 4.00 $51,919 $64,899 $77,879 Supervisor, Development Services 315 1.00 $49,446 $61,808 $74,169 Supervisor, Fleet 316 2.00 $51,919 $64,899 $77,879 Supervisor, Fleet Acquisition & Billing 316 1.00 $51,919 $64,899 $77,879 Supervisor, Forensics 316 1.00 $51,919 $64,899 $77,879 Supervisor, Housing 318 1.00 $57,241 $71,551 $85,862 Supervisor, Intelligent Transportation Systems 319 0.00 $60,103 $75,129 $90,155 Supervisor, Landfill 316 1.00 $51,919 $64,899 $77,879 Supervisor, Library Operations 315 3.00 $49,446 $61,808 $74,169 Supervisor, Logistical Support 316 1.00 $51,919 $64,899 $77,879 Supervisor, MRF Operations 316 1.00 $51,919 $64,899 $77,879 Supervisor, Payroll 317 1.00 $54,515 $68,144 $81,773 Supervisor, Police Communication 315 5.00 $49,446 $61,808 $74,169 Supervisor, Property Evidence 316 1.00 $51,919 $64,899 $77,879 Supervisor, Recycling 316 1.00 $51,919 $64,899 $77,879 Supervisor, Revitalization 319 1.00 $60,103 $75,129 $90,155 Supervisor, Revitalization Grants 318 1.00 $57,241 $71,551 $85,862 Supervisor, Right of Way 316 1.00 $51,919 $64,899 $77,879 Supervisor, Service Desk 318 1.00 $57,241 $71,551 $85,862 Supervisor, Solid Waste Management 316 2.00 $51,919 $64,899 $77,879 Supervisor, Streets 316 1.00 $51,919 $64,899 $77,879 Supervisor, Support Services 315 8.00 $49,446 $61,808 $74,169 Supervisor, Traffic Engineering 316 1.00 $51,919 $64,899 $77,879 Supervisor, Traffic Engr 316 1.00 $51,919 $64,899 $77,879 _____________________________________________________________________________________________________ 407 ANNUAL BUDGET SCHEDULE SEVEN _____________________________________________________________________________________________________ Fiscal Year 2016-2017 Salary Ranges Position Description Grade # of FTE's Range Min Range Mid Range Max Supervisor, Traffic Signal 316 1.00 $51,919 $64,899 $77,879 Supervisor, Transit 315 2.00 $49,446 $61,808 $74,169 Supervisor, Victim Assistance 318 1.00 $57,241 $71,551 $85,862 Supervisor, Water Facilities 319 6.00 $60,103 $75,129 $90,155 Supervisor, Water Services 319 8.00 $60,103 $75,129 $90,155 Supv, Intelligent Transp Sys 319 1.00 $60,103 $75,129 $90,155 System Administrator 319 4.00 $60,103 $75,129 $90,155 System Administrator, Sr. 320 2.00 $63,108 $78,885 $94,662 System Analyst 321 7.00 $66,264 $82,830 $99,396 System Analyst, Sr. 322 1.00 $69,576 $86,970 $104,364 Tax Auditor 316 3.00 $51,919 $64,899 $77,879 Telecommunications Analyst 315 1.00 $49,446 $61,808 $74,169 Tourism Coordinator 315 1.00 $49,446 $61,808 $74,169 Trades Worker 313 8.00 $44,850 $56,063 $67,275 Trades Worker, Lead 314 2.00 $47,092 $58,865 $70,638 Traffic Education Program Manager 315 1.00 $49,446 $61,808 $74,169 Traffic Engineering Technician 313 2.00 $44,850 $56,063 $67,275 Traffic Operations Electronic Technician 313 1.00 $44,850 $56,063 $67,275 Traffic Signal Technician 310 1.00 $38,743 $48,429 $58,115 Traffic Signal Technician, Sr. 312 3.00 $42,714 $53,393 $64,071 Transit Coordinator 310 1.00 $38,743 $48,429 $58,115 Transit Operator 306 16.00 $31,874 $39,843 $47,811 Transit Representative, Lead 308 6.75 $35,141 $43,926 $52,712 Transportation Analyst 319 1.00 $60,103 $75,129 $90,155 Transportation Engineer 318 1.00 $57,241 $71,551 $85,862 Transportation Planner 317 2.00 $54,515 $68,144 $81,773 Transportation Program Manager 321 1.00 $66,264 $82,830 $99,396 Utility Locator 309 2.00 $36,899 $46,124 $55,349 Vice Mayor 502 1.00 $34,000 $34,000 $34,000 Victim Assistance Caseworker 314 6.00 $47,092 $58,865 $70,638 Water Conservation Specialist 315 2.00 $49,446 $61,808 $74,169 Water Control Room Operator 313 6.00 $44,850 $56,063 $67,275 Water Plant Operator 311 0.00 $40,680 $50,850 $61,020 Water Plant Operator, Lead 315 3.00 $49,446 $61,808 $74,169 Water Plant Operator, Sr. 313 18.00 $44,850 $56,063 $67,275 Water Quality Assurance Coordinator 319 1.00 $60,103 $75,129 $90,155 Water Reclamation Facility Operator 311 0.00 $40,680 $50,850 $61,020 Water Reclamation Facility Operator, Lead 315 2.00 $49,446 $61,808 $74,169 Water Reclamation Facility Operator, Sr. 313 15.00 $44,850 $56,063 $67,275 Water Services Data Coordinator 318 3.00 $57,241 $71,551 $85,862 Water Services Process Operations Program Manager 323 1.00 $73,056 $91,320 $109,584 Water Services Representative 308 10.00 $35,141 $43,926 $52,712 Water Services Representative, Lead 312 2.00 $42,714 $53,393 $64,071 Water Services System Technician 307 25.00 $33,468 $41,835 $50,202 Water Services System Technician, Lead 312 6.00 $42,714 $53,393 $64,071 Water Services System Technician, Sr. 310 17.00 $38,743 $48,429 $58,115 TOTAL NON-REPRESENTED STAFF 1136.00 _____________________________________________________________________________________________________ 408 ANNUAL BUDGET SCHEDULE SEVEN _____________________________________________________________________________________________________ Fiscal Year 2016-2017 Salary Ranges Position Description Grade # of FTE's Range Min Range Mid Range Max Police Officer Step 1 211 38.00 $55,116 $55,116 $55,116 Police Officer Step 2 211 29.00 $57,872 $57,872 $57,872 Police Officer Step 3 211 9.00 $60,765 $60,765 $60,765 Police Officer Step 4 211 6.00 $63,804 $63,804 $63,804 Police Officer Step 5 211 58.00 $66,904 $66,904 $66,904 Police Officer Step 6 211 23.00 $70,344 $70,344 $70,344 Police Officer Step 7 211 28.00 $73,861 $73,861 $73,861 Police Officer Step 8 211 154.00 $77,554 $77,554 $77,554 Police Sergeant Step 1 213 3.00 $85,309 $85,309 $85,309 Police Sergeant Step 2 213 3.00 $89,575 $89,575 $89,575 Police Sergeant Step 3 213 51.00 $91,054 $91,054 $91,054 POLICE REPRESENTED STAFF TOTAL POLICE REPRESENTED STAFF: 402.00 FIRE REPRESENTED STAFF Fire Fighter (52 Hrs) Step 1 131 19.00 $44,146 $44,146 $44,146 Fire Fighter (52 Hrs) Step 2 131 16.00 $46,353 $46,353 $46,353 Fire Fighter (52 Hrs) Step 3 131 0.00 $48,670 $48,670 $48,670 Fire Fighter (52 Hrs) Step 4 131 1.00 $51,103 $51,103 $51,103 Fire Fighter (52 Hrs) Step 5 131 6.00 $53,659 $53,659 $53,659 Fire Fighter (52 Hrs) Step 6 131 0.00 $56,342 $56,342 $56,342 Fire Fighter (52 Hrs) Step 7 131 3.00 $59,159 $59,159 $59,159 Fire Fighter (52 Hrs) Step 8 131 1.00 $62,117 $62,117 $62,117 Fire Fighter (52 Hrs) Step 9 131 63.00 $65,223 $65,223 $65,223 Fire Fighter (40 Hrs) Step 2 131 3.00 $46,353 $46,353 $46,353 Fire Fighter (40 Hrs) Step 9 131 13.00 $65,223 $65,223 $65,223 Fire Engineer (52 Hrs) Step 8 132 2.00 $68,484 $68,484 $68,484 Fire Engineer (52 Hrs) Step 9 132 44.00 $71,908 $71,908 $71,908 Fire Engineer (40 Hrs) Step 9 132 4.00 $71,908 $71,908 $71,908 Fire Captain (52 Hrs) Step 7 137 3.00 $77,392 $77,392 $77,392 Fire Captain (52 Hrs) Step 8 137 4.00 $81,261 $81,261 $81,261 Fire Captain (52 Hrs) Step 9 137 36.00 $85,324 $85,324 $85,324 Fire Captain (40 Hrs) Step 8 137 3.00 $81,261 $81,261 $81,261 Fire Captain (40 Hrs) Step 9 137 12.00 $85,324 $85,324 $85,324 TOTAL FIRE REPRESENTED STAFF 233.00 GRAND TOTAL 1771.00 _____________________________________________________________________________________________________ 409 ANNUAL BUDGET SCHEDULE EIGHT ________________________________________________________________________________________________ Fiscal Year 2016-2017 Debt Service Original Issue Bond Description Outstanding 7/1/2016 FY16-17 Principal FY16-17 Interest FY16-17 Fees Total Requirements MPC Tax Funded Debt (Fund 1940) Existing MPC Bonds - Series 2003 AMFP Series 16 - Arena MPC Bonds - Series 2003B - Taxable 97,040,000 2,883,928 82,584 5,000 87,584 MPC Bonds - Series 2008A 32,315,000 2,870,000 1,405,000 - 114,800 5,000 1,524,800 MPC Bonds - Series 2008B - Taxable 52,780,000 46,065,000 1,495,000 2,803,226 5,000 4,303,226 MPC Bonds - Series 2012A* 8,665,000 8,665,000 2,175,000 331,300 5,000 2,511,300 MPC Bonds - Series 2012B* 39,620,000 39,620,000 - 1,981,000 5,000 1,986,000 MPC Bonds - Series 2012C* 183,405,000 183,405,000 - 8,670,250 2,500 8,672,750 16,850,000 6,485,000 - 192,943 2,500 195,443 430,675,000 289,993,928 14,176,103 30,000 19,281,103 Excise Tax Debt Bonds - Series 2015A* 114,130,000 100,430,000 - 5,021,500 5,000 5,026,500 Excise Tax Debt Bonds - Series 2015B 13,700,000 13,700,000 - 544,271 5,000 549,271 MPC Bonds - Series 2012D* - Taxable MPC Tax Funded Debt Total 5,075,000 Excise Tax Funded Debt (Fund 1950) Existing Excise Tax Debt Bonds - Series 2016* 33,830,000 33,830,000 - 1,349,750 - 1,349,750 161,660,000 147,960,000 - 6,915,521 10,000 6,925,521 General Obligation Bonds - Series 2003 66,400,000 4,335,000 - 86,700 - General Obligation Bonds - Series 2006A 29,365,000 2,170,000 2,170,000 89,513 38,400 2,297,913 General Obligation Bonds - Series 2007 61,000,000 8,775,000 4,290,000 417,300 82,700 4,790,000 General Obligation Bonds - Series 2009B 41,650,000 33,275,000 1,920,000 1,694,925 81,300 3,696,225 General Obligation Bonds - Series 2010 38,300,000 23,680,000 6,750,000 1,082,800 79,900 7,912,700 General Obligation Bond - Series 2015 39,490,000 35,610,000 1,497,750 37,700 1,535,450 276,205,000 107,845,000 15,130,000 4,868,988 320,000 20,318,988 Subordinate Lien W&S Rev Bonds - Series 2007 44,500,000 2,215,000 2,215,000 110,750 5,000 2,330,750 Subordinate Lien W&S Rev Bonds - Series 2008 65,500,000 6,020,000 2,950,000 240,800 5,000 3,195,800 Subordinate Lien W&S Rev Bonds - Series 2010 25,685,000 25,685,000 1,638,858 5,000 1,643,858 Senior Lien W&S Bonds - Series 2012* 77,635,000 67,155,000 3,210,050 5,000 7,855,050 Senior Lien W&S Bonds - Series 2015* 121,245,000 121,245,000 5,120,525 5,000 5,125,525 334,565,000 222,320,000 9,805,000 10,320,983 25,000 20,150,983 Transp Sales Tax Obligations Bond - Series 2007 109,110,000 15,265,000 3,550,000 998,850 Transp Sales Tax Obligations Bond - Series 2015* 55,340,000 55,340,000 164,450,000 70,605,000 Excise Tax Funded Debt Total Property Tax Funded Debt (Fund 1900) Existing Property Tax Funded Debt Total - 86,700 Water & Sewer Revenue Funded Debt (Fund 2380) Existing Water & Sewer Revenue Funded Debt Total 4,640,000 - Transp. Sales Tax Rev Funded Debt (Fund 1970) Existing Transportation Sales Tax Funded Debt Total 3,550,000 5,000 4,553,850 2,595,150 - 2,595,150 3,594,000 5,000 7,149,000 - Total Debt Service Payments (All Funds) $ 1,367,555,000 $ 838,723,928 $ 33,560,000 $ 39,875,593 $ 390,000 $ 73,825,593 ** * Refunding ** Schedule 1 includes fees/commissions ($993,001) ________________________________________________________________________________________________ 410 ANNUAL BUDGET SCHEDULE NINE ____________________________________________________________________________________ Fiscal Year 2016-2017 Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, vehicle and technology replacement programs and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Name Dept / Program Name Workers' Technology Insurance Compensation Projects Technology Telephone 1000 - Gener al Fund Mayor Office of the Mayor $2,359 $402 - $13,543 $3,085 Council Office Barrel District $456 $101 - $2,706 - Cactus District $466 $101 - $2,706 - Cholla District $473 $101 - $2,706 - Council Office $2,258 $503 - $18,969 $8,022 Ocotillo District $455 $101 - $2,706 - Sahuaro District $466 $101 - $2,706 - Yucca District $455 $101 - $2,706 - $2,855 $603 - $21,286 $7,405 City Manager City Manager $24,144 $503 - $16,637 $4,936 City Auditor City Auditor $1,396 $129 - $8,707 $1,851 Public Affairs Cable Communications $3,779 $1,443 - $208,446 $23,450 $6,854 $1,308 - $42,167 $12,959 City Court City Court $20,049 $5,235 - $206,494 $41,963 City Attorney City Attorney $49,014 $2,331 - $84,739 $21,599 City Clerk City Clerk Public Affairs Admin Community Services CAP Local Match - - - $5,830 $8,639 Comm. Services Admin. $2,688 $594 - $13,528 $23,450 Community Revitalization $1,660 $240 - $14,724 $7,405 $43,337 $6,527 - $218,989 $62,328 Human Resources Benefits $1,801 $402 - $10,822 - Compensation $1,319 $201 - $5,411 - Employee Relations $1,401 $302 - $8,117 - Employment Services $1,523 $302 - $8,117 - Human Resources Administration $1,506 $277 - $22,598 $18,513 $511 $101 - $2,706 - $5,544 $818 - $35,172 - Library Organizational Development Budget and Finance Accounting Services ____________________________________________________________________________________ 411 ANNUAL BUDGET SCHEDULE NINE ____________________________________________________________________________________ Fiscal Year 2016-2017 Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, vehicle and technology replacement programs and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Name Dept / Program Name Budget and Finance Budget & Research Workers' Technology Insurance Compensation Projects Technology Telephone $1,115 $201 - $6,577 $2,468 $31,458 $280 - $22,093 $14,193 $549 $101 - $3,094 $617 License/Collection $5,505 $822 - $80,493 $7,405 Materials Management $2,386 $503 - $15,860 $1,851 Non-Departmental Fund 1000 Non-Dept - - $1,427,225 Police Department Crime Investigations $128,235 $125,354 - $259,730 - Foothills Patrol Bureau $257,878 $190,870 - $354,423 - Gateway Patrol $207,161 $189,270 - $349,012 - $1,366 $101 - $2,706 - $65 $12 - Finance Administration Grants Administration PD - Arena Event Staffing PD - CBRanch Event Staffing - - - - PD - Communications $17,091 $4,333 - $98,752 - PD - Detention $13,167 $15,439 - $51,405 - $487 $392 - $20,186 - - - $441 - $170,684 $70,146 - $135,665 - $3,285 $3,681 - $5,411 - $418 $101 - $2,706 - $17,819 $17,302 - $51,794 - PD - Fiesta Bowl Event PD - Fiscal Management PD - NCAA Final 4 PD - Special Operations PD - Stadium Event Staffing PD - Tow Administration Police Administration Police Personnel Management - - $299,301 $160,318 - - $15,704 $4,700 - $13,528 - $382,640 $3,594 - $131,923 - $13,204 $25,496 - $45,994 - $278 - - - - CBRanch - Fire Event Staffing $112 - - - - Fire - Fiesta Bowl Event $117 - - - - $109,404 $14,119 - $43,677 - $5,122 $15,732 - $27,055 - $131,688 $527,719 - $595,215 - $68,675 $6,104 - $125,637 $144,405 $1,874 $2,610 - $39,598 - $92 - - $1,943 - $2,133 $2,510 - $5,411 - $753 - - Police Support Services Training Fire Department Arena - Fire Event Staffing Fire Administration Fire Marshal's Office Fire Operations Fire Resource Management Fire-Emergency Mgmt Glendale Health Center LA Services Stadium - Fire Event Staffing - - ____________________________________________________________________________________ 412 ANNUAL BUDGET SCHEDULE NINE ____________________________________________________________________________________ Fiscal Year 2016-2017 Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, vehicle and technology replacement programs and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Name Dept / Program Name Air Med & Logistics Ops Air-Med & Logistics Ops (HALO) Public Facilities & Events Adult Center Workers' Technology Insurance Compensation Projects Technology Telephone $3,578 $7,328 - $10,822 - $842 $2,351 - $15,127 - Aquatics Rose Lane & Splash Pa $1,656 $6,131 - $8,505 - Audio/Visual/Support Services $2,166 $5,064 - $10,822 - - $23 - City Sales Tax - Bed Tax $1,192 $2,184 - $9,096 $3,085 City-Wide Special Events $1,877 $451 - $13,543 $2,468 Civic Center $2,388 $1,474 - $13,558 $9,256 - $47 - $3,950 $9,230 - $836 $603 - - - Glitter and Glow - $40 - - - Glitter Spectacular - $48 - - - Historic Sahuaro Ranch - $421 - - Neighborhood Services $956 $199 - $3,094 $2,468 $3,250 $5,571 - $8,117 - $50,315 $28,653 - $61,884 $3,702 $2,958 $3,444 - $25,157 - - $1,039 - Youth and Teen $1,673 $6,203 - $10,146 - Building Safety Building Safety $15,710 $20,520 - $120,030 $14,810 $482 $101 - $3,483 - Planning Administration $3,557 $704 - $27,878 $4,936 Economic Development Economic Development $3,291 $603 - $19,731 $5,554 $11,146 $1,959 - $46,428 $11,108 Chocolate Affaire December Weekends Foothills Recreation Center Glendale CVB - Bed Tax Park Rangers Parks Maintenance Recreation Admin & Events Sports and Health Planning Mapping and Records Code Compliance Code Compliance Public Works Arena - Transportation Ops. Cemetery Construction Inspection Custodial Services Design Division Engineering Administration - - - $16,045 $20,554 - - - $30 - - $14,005 $1,785 - $3,094 $1,234 $8,832 $30,096 - $25,531 - $10,267 $6,401 - $18,565 - $905 $302 - $8,117 - $2,538 $566 - $17,803 $8,022 - - ____________________________________________________________________________________ 413 ANNUAL BUDGET SCHEDULE NINE ____________________________________________________________________________________ Fiscal Year 2016-2017 Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, vehicle and technology replacement programs and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Name Dept / Program Name Public Works Facilities Management Workers' Technology Insurance Compensation Projects Technology Telephone $17,403 $19,414 - $29,776 $13,576 $550 $101 - $5,815 $17,279 $34 - - Field Operations Admin. Graffiti Removal Land Development Division - - $548 $101 - $1,579 - - - - $185 - - - - $1,956,119 $1,407,917 $1,427,225 $4,153,028 $829,388 $667 $215 - $2,706 - $667 $215 - $2,706 - $1,382 $2,077 - $5,411 - Court Time Payments $165 $567 - - - Fill the Gap $114 $184 - - - $1,661 $2,828 - $412 $1,731 - - - $412 $1,731 - - - $10,660 $880 - $23,673 - $10,660 $880 - $23,673 - $2,158 $8,570 - $5,411 - $2,689 $8,872 - $16,248 - $31,859 $44,061 - $32,481 - Signs & Markings $6,450 $21,425 - $14,694 - Street Light Management $5,247 $163 - $2,706 - $213,872 $25,710 - $22,840 - $1,760 $4,386 - $6,188 - Stadium - Transportation Ops. Transp - Fiesta Bowl Event Total General Fund - $3,094 1220 - Ar ts Commission Fund Community Services Arts Program Total Arts Commission Fund 1240 - Cour t Secur ity/Bonds Fund City Court Court Security Total Court Security/Bonds Fun $5,411 - 1310 - Neighbor hood Stabilization Pgm Community Services NSP Programs Total Neighborhood Stabilizatio 1320 - C.D.B.G. Fund Community Services CDBG Programs Total C.D.B.G. Fund 1340 - Highway User Gas Tax Fund Public Works Graffiti Removal - ROW Pavement Management Right-of-Way Maintenance Street Maintenance Traffic Design and Development ____________________________________________________________________________________ 414 ANNUAL BUDGET SCHEDULE NINE ____________________________________________________________________________________ Fiscal Year 2016-2017 Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, vehicle and technology replacement programs and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Name Dept / Program Name Workers' Technology Insurance Compensation Projects Technology Telephone Public Works Traffic Signals $8,297 $25,710 - $17,788 - Traffic Studies $2,778 $4,486 - $9,671 - Transportation Administration $501 $101 - $3,483 $12,959 Total Highway User Gas Tax F $275,611 $143,484 - $131,510 $12,959 $96,969 $9,873 1660 - Tr anspor tation Sales Tax Fund Public Works Dial-A-Ride $134,582 $35,828 - Fixed Route - $649 - $5,397 $8,771 - $20,150 $3,085 $892 $101 - $3,094 - Transit Management $1,990 $402 - $10,822 - Transportation Education $1,565 $581 - $3,871 - Transportation Program Mgmt $4,507 $1,441 - $71,584 - Total Transportation Sales Tax $148,933 $47,773 - $206,490 $12,958 $31,942 $10,590 - $18,565 $3,085 $31,942 $10,590 - $18,565 $3,085 $1,963 $453 - $12,175 - $864 $411 - $2,706 - $2,827 $864 - $14,881 - $3,940 $14,997 - $27,055 - Intelligent Transportation Sys Traffic Mitigation - - 1760 - Air por t Special Revenue Fund Public Works Airport Operations Total Airport Special Revenue 1820 - CAP Gr ant Community Services Case Mgmt Admin Community Svcs Block Grant-Adm Total CAP Grant 1840 - Gr ants Fund Police Department 2013 COPS Hiring Program School Resource Officer IGAs $3,055 $10,498 - $18,939 - Victim Rights - PD $459 $101 - $2,706 - VOCA $514 $445 - $2,706 - $6,678 $36,138 - $40,583 - $491 $101 - $15,137 $62,280 - Fire Department 2013 Safer Grant Grants STOP Violence Prosecutors Off Total Grants Fund $91,989 - ____________________________________________________________________________________ 415 ANNUAL BUDGET SCHEDULE NINE ____________________________________________________________________________________ Fiscal Year 2016-2017 Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, vehicle and technology replacement programs and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Name Dept / Program Name Workers' Technology Insurance Compensation Projects Technology Telephone 1860 - RICO Funds Police Department State RICO $422 $101 - $2,706 - Total RICO Funds $422 $101 - $2,706 - 1885 - Par ks & Recr eation Designated Public Facilities & Events Elsie McCarthy Pk. Maint - $46 - - - Total Parks & Recreation Desig - $46 - - - Budget and Finance Customer Service Office $22,156 $2,905 - $100,023 $22,216 Water Services Arrowhead WRF 2360 - Water and Sewer Fund $11,135 $10,739 - $23,199 - Environmental Resources $4,426 $503 - $15,082 - Information Management $6,610 $1,526 - $162,726 - Materials Control Warehouse $2,501 $456 - $5,901 $1,234 Property Management $131 - - Public Service Representatives $8,006 $9,396 - $18,939 - Safety Administration $1,001 $101 - $2,706 - System Security $4,100 $5,536 - $18,939 - Water Quality $7,394 $10,078 - $29,761 $5,554 Water Services Administration $9,583 $1,408 - $38,266 $145,022 $14,630 $14,967 - $36,338 - $91,673 $57,615 - $451,880 $174,026 $1,209 $2,017 - $6,289 $1,234 $10,015 $9,396 - $18,939 - $10,924 $23,275 - $43,677 - $9,363 $9,396 - $18,939 - $18,330 $17,914 - $37,877 - West Area WRF Total Water and Sewer Fund - - 2400 - Water Fund Building Safety Cross Connection Control Water Services Central System Control Central System Maintenance Cholla Treatment Plant Customer Service - Field Irrigation Meter Maintenance Oasis Groundwater WTP Oasis Surface WTP $390 - - $10,481 $10,739 - $818 - - $12,078 $14,123 - - - $21,644 $32,093 - ____________________________________________________________________________________ 416 ANNUAL BUDGET SCHEDULE NINE ____________________________________________________________________________________ Fiscal Year 2016-2017 Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, vehicle and technology replacement programs and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Name Dept / Program Name Water Services Pyramid Peak WTP Workers' Technology Insurance Compensation Projects Technology Telephone $9,366 $12,081 - Raw Water Usage $9,002 - - Water Conservation $2,227 $743 - $10,837 $1,851 Water Distribution $73,084 $33,750 - $70,344 - $167,287 $133,434 - $284,989 $3,085 $200 - - Pretreatment Program $4,916 $6,712 - SROG - 91st Ave WWTP $6,939 - - Storm Water $6,355 $6,712 - $13,916 - $60,283 $20,336 - $46,383 - $78,693 $33,760 - $73,827 - $24,105 $37,428 - $51,839 $7,405 Total Water Fund - $24,350 - - 2420 - Sewer Fund Water Services 99th Avenue Interceptor Wastewater Collection Total Sewer Fund - - $13,528 - - 2440 - Landfill Fund Public Works Landfill MRF Operations $11,537 $15,164 - $23,587 $2,468 Recycling $7,026 $22,037 - $20,120 $2,468 Solid Waste Admin $7,095 $8,491 - $41,764 $1,234 $49,763 $83,120 - $137,310 $13,575 $67,919 $128,970 - $101,659 $1,851 Residential-Loose Trash Collec $48,048 $72,858 - $54,110 - Sanitation Frontload $37,347 $42,863 - $37,907 $4,319 Solid Waste Roll-off $4,893 $3,673 - $2,706 - Total Solid Waste Fund $158,207 $248,364 - $196,382 $6,170 $15,451 $11,853 - $74,260 - $15,451 $11,853 - $74,260 - $2,567 - $8,909 $17,279 Total Landfill Fund 2480 - Solid Waste Fund Public Works Curb Service 2500 - Pub Housing Budget Activities Community Services Community Housing Total Pub Housing Budget Activ 2530 - Tr aining Facility Revenue Fund Police Department PS Training Ops - Police $8,305 ____________________________________________________________________________________ 417 ANNUAL BUDGET SCHEDULE NINE ____________________________________________________________________________________ Fiscal Year 2016-2017 Internal Service Premiums Note: The following amounts provide for departmental participation in the city's self insurance fund, workers' compensation fund, vehicle and technology replacement programs and telephone fund. The rates are approved by the Budget Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Name Dept / Program Name Workers' Technology Insurance Compensation Projects Technology Telephone Fire Department PS Training Ops - Fire $7,853 $5,120 - $88,927 $30,855 Public Works PS Training Ops - Fac. Mgmt. $4,365 $3,008 - $5,411 - $20,523 $10,695 - $103,247 $48,134 $977 $201 - - - $977 $201 - - - $482 $101 - - - $482 $101 - - - $15,837 $39,345 - $95,935 $24,684 $463 $101 - $2,706 - $16,300 $39,446 - $98,641 $24,684 $13,351 $2,615 - - $20,364 - - - Total Training Facility Revenue 2540 - Risk Management Self Insur ance Human Resources Risk Mgmt Trust Fund Total Risk Management Self Ins 2560 - Wor ker s Comp. Self Insur ance Human Resources Worker's Compensation Total Workers Comp. Self Insur 2590 - Fleet Ser vices Fund Public Works Fleet Management Parts Store Operations Total Fleet Services Fund 2591 - Technology Fund Innovation & Technology Information Technology Technology Replacement $424 - Telephones $479 $101 - - - Total Technology Fund $14,254 $2,716 - - $20,364 FY 2017 Total Internal Service Premiums: $3,058,001 $2,300,014 $1,427,225 $6,071,495 $1,148,428 ____________________________________________________________________________________ 418 ANNUAL BUDGET STATE SCHEDULES Fiscal Year 2016-2017 Table of Contents ____________________________________________________________________________________ Page Schedule A – Summary of Estimated Revenues and Expenditures/Expenses 484 Schedule B – Tax Levy and Tax Rate Information 485 Schedule C – Revenue Other Than Property Taxes 486 Schedule D – Other Financing Sources/ and Interfund Transfers 491 Schedule E – Expenditures/Expended by Fund 492 Schedule F – Expenditures/Expended by Department 494 Schedule G – Full-Time Employee and Personnel Compensation 499 ____________________________________________________________________________________ 419 City of Glendale Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2017 FUNDS S c h Fiscal Year General Fund Special Revenue Fund Debt Service Fund Capital Projects Enterprise Internal Service Fund Permanent Fund Funds Available Funds Total All Funds 420 2016 Adopted/Adjusted Budgeted Expenditures/Expenses* E 204,114,096 80,238,274 57,774,010 70,603,613 5,669,617 162,720,607 50,879,783 632,000,000 2016 Actual Expenditures/Expenses** E 187,875,136 39,994,251 57,774,010 16,261,440 0 97,129,816 46,229,733 445,264,386 2017 Fund Balance/Net Position at July 1*** 43,849,585 66,854,847 6,869,923 27,104,515 5,683,583 112,320,081 15,491,522 278,174,056 2017 Primary Property Tax Levy B 2017 Secondary Property Tax Levy B 2017 Estimated Revenues Other than Property Taxes C 204,925,678 112,554,928 570,000 12,314,146 26,000 131,890,496 50,214,545 512,495,793 2017 Other Financing Sources D 0 0 0 0 0 0 0 0 2017 Other Financing (Uses) D 0 0 0 0 0 0 0 0 2017 Interfund Transfers In D 26,686,732 1,099,404 33,520,335 37,400,642 0 21,525,651 0 120,232,764 2017 Interfund Transfers (Out) D 32,770,731 67,126,321 0 209,713 0 20,126,000 0 120,232,765 2017 Reduction for Amounts Not Available: 5,621,452 5,621,452 19,587,858 19,587,858 LESS: Amounts for Future Debt Retirement: 0 0 0 0 2017 Total Financial Resources Available 2017 Budgeted Expenditures/Expenses E 248,312,716 113,382,858 60,548,116 76,609,590 5,709,583 245,610,228 65,706,067 815,879,158 206,386,199 76,858,576 54,667,611 76,609,590 5,709,583 217,691,791 55,076,650 693,000,000 $ 2016 632,000,000 $ 2017 693,000,000 $ $ 632,000,000 203,261,649 428,738,351 542,088,977 $ $ 693,000,000 220,089,427 472,910,573 554,464,628 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation * ** *** Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). Schedule A City of Glendale Tax Levy and Tax Rate Information Fiscal Year 2017 2016 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2017 5,529,882 $ 5,732,896 5,529,882 19,268,783 24,798,665 $ 5,621,452 19,587,858 25,209,310 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. $ A.R.S. §42-17102(A)(18) 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected $ $ $ $ $ $ 5,474,583 55,299 5,529,882 19,076,095 192,688 19,268,783 24,798,665 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.4898 0.4792 (2) Secondary property tax rate 1.7067 1.6698 (3) Total city/town tax rate 2.1965 2.1490 Special assessment district tax rates B. Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. 421 Schedule B CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES ACTUAL REVENUES* 2016 ESTIMATED REVENUES 2017 GENERAL FUNDS Local taxes LocalCity taxes Sales Tax LocalArena taxesFees $ 98,695,608 749,618 $ 98,695,608 749,618 $ 103,449,149 1,249,618 2,828,000 1,572,061 1,124,802 995,600 665,564 331,000 355,220 182,700 235,300 110,770 142,881 80,560 182,828 9,000 4,068 $ 2,828,000 1,572,061 1,124,802 995,600 665,564 331,000 355,220 182,700 235,300 110,770 142,881 80,560 182,828 9,000 4,068 $ 2,856,280 1,572,061 1,343,924 1,012,525 676,878 336,627 361,258 185,806 239,300 112,653 145,310 81,930 182,828 9,153 4,137 $ 27,297,178 21,659,358 8,960,744 350,000 103,020 $ 27,297,178 21,659,358 8,960,744 350,000 103,020 $ 29,376,937 22,601,416 9,329,684 350,000 104,050 $ 9,700,000 5,773,830 1,858,164 1,400,408 - $ 9,700,000 920,000 1,848,544 1,400,408 25,250 740,535 711,900 485,985 484,805 250,000 329,527 130,191 61,863 56,000 53,530 30,660 - $ 9,700,000 920,000 1,986,963 2,213,516 25,503 747,940 724,002 490,845 493,047 254,250 332,822 132,404 62,480 56,952 54,065 31,181 - Licenses and permits Licenses Gas/Electric and permits Franchise Fees Licenses Cableand Franchise permits Fees Licenses Building and Permits permits Licenses Fire Department and permits Other Fees Licenses Salesand Taxpermits Licenses Licenses Right-of-Way and permits Permits Licenses Fire Dept and permits CD Fees Licenses Liquor and Licenses permits Licenses Planning/Zoning and permits Licenses Bus./Prof. and permits Licenses Licenses Miscellaneous and permits CD Fees Licenses Business and permits Licenses Licenses Arena and Fees permits Licenses Engineering and permits Plan Check Revenue Licenses Plan and Check permits Fees Intergovernmental Intergovernmental State Income Tax Intergovernmental State Shared Sales Tax Intergovernmental Motor Vehicle In-Lieu Intergovernmental Partner Revenue Intergovernmental Arena Fees Intergovernmental Miscellaneous Charges for services Charges Stafffor & Adm services Chargebacks Charges Arena forFees services Charges Facility for Rental services Income Charges Recreation for services Revenue Charges Partner for services Revenue Charges Audio/Video for services Rental Charges Security for services Revenue Charges Planfor Check services Fees Charges Miscellaneous for services Charges Fire for Department services Other Fees Charges Right-of-Way for services Permits Charges City for Property services Rental Charges Engineering for services Plan Check Revenue Charges Health for Care services Revenue Charges CourtforRevenue services Charges Camelback for services Ranch Rev- Fire Charges Traffic forEngineering services Plan Check Charges Equipment for services Rental 740,535 711,900 485,985 484,805 250,000 329,527 130,191 61,863 56,000 53,530 30,660 25,250 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 422 Schedule C CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES ACTUAL REVENUES* 2016 ESTIMATED REVENUES 2017 Fines and forfeits FinesCourt and forfeits Revenue FinesMiscellaneous and forfeits FinesLibrary and forfeits Fines/Fees $ 2,707,580 252,750 131,844 $ 2,707,580 252,750 131,844 $ 2,753,610 255,278 134,085 Interest on investments Interest Interest on investments $ 402,080 $ 402,080 $ 420,041 In-lieu property taxes In-lieu property taxes $ - $ - $ - Contributions Contributions SRP In-Lieu $ 278,315 $ 278,315 $ 278,315 $ 2,827,481 987,785 350,180 404,000 185,000 133,646 80,000 $ 2,907,481 987,785 350,180 404,000 185,000 133,646 - $ 4,436,822 1,004,577 1,003,354 508,040 188,145 135,917 - Total General Fund $ 197,469,189 $ 192,605,739 $ 204,925,678 1,002,667 100,500 300 1,103,467 $ 1,002,667 100,500 300 1,103,467 $ 9,000 300 9,300 7,853,601 995,030 8,848,631 $ 7,853,601 995,030 8,848,631 $ 16,267,162 509,427 16,776,589 $ 3,939,546 509,427 4,448,973 $ 13,305,446 9,316,841 1,000,000 15,000 23,637,287 $ 13,305,446 9,316,841 1,000,000 15,000 23,637,287 $ Miscellaneous Miscellaneous Miscellaneous Miscellaneous Fire Department Other Fees Miscellaneous City Property Rental Miscellaneous Lease Proceeds Miscellaneous Cemetery Revenue Miscellaneous Library Fines/Fees Miscellaneous Other SPECIAL REVENUE FUNDS Public Facilities and Events Funds Public Recreation Facilities and Revenue Events Funds Public Facility Facilities Rental andIncome Events Funds Public Interest Facilities and Events Funds $ $ Community Services Grants Community Grants Services Grants Community Miscellaneous Services Grants $ $ Other Grants OtherGrants Grants OtherMiscellaneous Grants $ $ Public Safety Funds Public City Safety SalesFunds Tax Public City Safety SalesFunds Tax - PS .4 Public State Safety Forfeitures Funds Public Federal SafetyForfeitures Funds $ $ $ $ $ $ $ $ $ $ 7,074,355 210,005 7,284,360 14,821,313 669,087 15,490,400 14,249,636 9,937,096 1,000,000 15,000 25,201,732 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 423 Schedule C CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES Transportation/HURF Funds Transportation/HURF City Sales Tax Funds Transportation/HURF Grants Funds Transportation/HURF Highway User Revenues Funds Transportation/HURF Miscellaneous Funds Transportation/HURF LTAF - Lottery Funds Transportation/HURF Airport Fees Funds Transportation/HURF Transit Revenue Funds Transportation/HURF Interest Funds $ $ $ 25,053,441 6,116,338 14,288,974 15,867,586 481,860 124,000 140,000 62,072,199 1,285,654 1,285,654 $ $ 1,624,992 1,624,992 $ $ 1,644,474 1,644,474 $ - $ $ 339,338 30,250 369,588 $ - $ 698,497 $ $ 698,497 $ 439,404 1,656 441,060 $ $ $ 413,700 1,190 414,890 $ $ 4,387 4,387 $ $ - $ $ - $ $ 432,973 432,973 $ $ 436,512 436,512 $ $ 437,573 437,573 Total Special Revenue Funds $ 116,315,433 $ 81,344,141 $ 112,554,928 Intergovernmental Intergovernmental Partner Revenue Intergovernmental Miscellaneous Fines and forfeits FinesCourt and forfeits Revenue FinesInterest and forfeits Interest on investments Interest Interest on investments Miscellaneous Miscellaneous Miscellaneous $ $ 24,206,223 15,532,681 14,147,499 8,526,097 481,860 124,000 140,000 63,158,360 $ $ $ ESTIMATED REVENUES 2017 24,206,223 1,294,971 14,147,499 399,876 490,650 124,000 140,000 40,803,219 Charges for services Charges Partner for services Revenue $ ACTUAL REVENUES* 2016 $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 424 Schedule C CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES ACTUAL REVENUES* 2016 ESTIMATED REVENUES 2017 DEBT SERVICE FUNDS De Miscellaneous DebtSRP Service In-Lieu Funds $ $ $ 573,097 573,097 $ $ 573,097 573,097 $ 570,000 570,000 Total Debt Service Funds $ 573,097 $ 573,097 $ 570,000 39,177 50,196 89,373 $ 1,760,591 84,397 1,844,988 $ 1,681,000 88,146 1,769,146 $ 400 1,500 $ $ $ 1,900 $ - $ 10,545,000 10,545,000 $ $ 1,500 1,500 $ $ 600 600 $ $ - Total Capital Projects Funds $ 92,773 $ 1,845,588 $ 12,314,146 $ $ 22,000 22,000 $ $ 26,000 26,000 $ $ 26,000 26,000 Total Permanent Funds $ 22,000 $ 26,000 $ 26,000 CAPITAL PROJECTS FUNDS Development Impact Fee Funds Development Development Impact Impact Fee Funds Fees Development Interest Impact Fee Funds $ $ G.O. Bond Funds G.O.Interest Bond Funds G.O.Miscellaneous Bond Funds G.O.Bond BondProceeds Funds Other Capital Funds OtherInterest Capital Funds PERMANENT FUNDS Cemetery Perpetual Care Interest Interest on investments $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 425 Schedule C CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES ENTERPRISE FUNDS Water/Sewer Funds Water/Sewer Water Revenues Funds Water/Sewer Sewer Revenue Funds Water/Sewer Miscellaneous Funds Water/Sewer Water Development Funds Impact Fees Water/Sewer Sewer Development Funds Impact Fees Water/Sewer Interest Funds Water/Sewer Staff & Adm Funds Chargebacks Water/Sewer City Property Funds Rental Water/Sewer Facility Rental FundsIncome $ ACTUAL REVENUES* 2016 46,187,528 32,733,679 1,310,080 360,000 235,000 220,200 82,000 65,000 6,000 81,199,487 $ 4,844,590 2,688,000 2,570,000 431,000 113,700 104,000 45,000 10,796,290 $ $ $ 10,630,000 3,400,000 600,000 101,000 115,000 100,000 7,000 14,953,000 $ $ Total Enterprise Funds $ $ Landfill Landfill Tipping Fees Landfill Recycling Sales Landfill Internal Charges Landfill Staff & Adm Chargebacks Landfill Miscellaneous Landfill Other Landfill Interest $ $ Sanitation Sanitation Residential Sanitiation Sanitation Commercial Sanitation Frontload Sanitation Commercial Sanitation Rolloff Sanitation Miscellaneous Sanitation Internal Charges Sanitation Miscellaneous Bin Service Sanitation Interest Pub Housing Budget Activities Pub Housing Grants Budget Activities $ ESTIMATED REVENUES 2017 45,658,528 32,033,679 1,841,807 360,000 460,000 223,700 82,000 65,000 6,000 80,730,714 $ 5,312,943 1,550,000 2,722,000 431,000 215,000 114,057 45,000 10,390,000 $ $ $ 10,630,000 3,400,000 600,000 101,000 115,000 100,000 7,000 14,953,000 $ 10,683,150 2,817,000 800,000 101,000 115,000 100,500 7,000 14,623,650 15,494,940 15,494,940 $ $ 15,494,940 15,494,940 $ $ 15,959,127 15,959,127 122,443,717 $ 121,568,654 $ 131,890,496 $ $ $ $ 45,484,000 31,830,000 11,479,000 1,120,000 700,000 253,500 82,000 65,000 6,000 91,019,500 5,371,644 1,565,500 2,550,000 431,000 215,000 109,625 45,450 10,288,219 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 426 Schedule C CITY OF GLENDALE Revenues Other Than Property Taxes Fiscal Year 2017 ESTIMATED REVENUES 2016 SOURCE OF REVENUES INTERNAL SERVICE FUNDS Risk Management Self Insurance Risk Internal Management Charges Self Insurance Risk Security Management Revenue Self Insurance Risk Interest Management Self Insurance Risk Miscellaneous Management Self Insurance $ 3,000,000 24,750 8,200 $ $ 3,032,950 $ $ 2,299,827 24,750 11,200 2,335,777 $ $ $ 15,003,357 5,594,915 4,540,477 98,370 1,524 733 25,239,376 $ $ $ 2,299,827 30,000 24,000 2,353,827 $ $ $ 15,003,357 5,594,915 4,540,477 98,370 1,524 733 25,239,376 $ 15,946,287 5,946,545 4,825,836 104,552 1,620 780 26,825,620 9,000,000 9,000,000 $ $ 9,000,000 9,000,000 $ $ 9,177,762 9,177,762 $ $ $ 6,652,283 3,000 6,655,283 $ $ 6,652,283 3,000 6,655,283 $ 7,219,923 7,219,923 $ $ 3,234,800 3,234,800 $ $ 3,234,800 3,234,800 $ $ 1,427,225 1,427,225 Total Internal Service Funds $ 49,498,186 $ 49,530,286 $ 50,214,545 TOTAL ALL FUNDS $ 486,414,395 $ 447,493,505 $ 512,495,793 $ Benefits Trust Fund Benefits City Trust Contributions Fund Benefits Employee Trust Fund Contributions Benefits Retiree Trust Contributions Fund Benefits Miscellaneous Trust Fund Benefits Right-of-Way Trust FundPermits Benefits Interest Trust Fund Technology Technology Internal Charges Technology Miscellaneous Technology Projects Technology InternalProjects Charges ESTIMATED REVENUES 2017 3,000,000 30,000 17,000 3,047,000 Workers Comp. Self Insurance Workers Internal Comp. Charges Self Insurance Workers Security Comp. Revenue Self Insurance Workers Interest Comp. Self Insurance Fleet Services FleetInternal Services Charges ACTUAL REVENUES* 2016 $ $ $ $ 3,058,001 30,000 20,000 100,000 3,208,001 2,300,014 30,000 26,000 2,356,014 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 427 Schedule C City of Glendale Other Financing Sources/ and Interfund Transfers Fiscal Year 2017 OTHER FINANCING 2017 SOURCES FUND GENERAL FUND 1000- General $ 1120- Vehicle Replacement Total General Fund $ SPECIAL REVENUE FUNDS 1340 - Highway User Revenue Fund $ 1660-Transportation Sales Tax Fund 1700- Police Special Revenue Fund 1720-Fire Special Revenue Fund 1760- Airport Special Revenue Fund 1820-CAP Grant Total Special Revenue Funds $ $ $ $ $ $ $ 25,186,732 1,500,000 26,686,732 $ 32,770,731 $ 32,770,731 $ 21,038,574 20,901,015 16,986,459 8,200,273 $ 67,126,321 900,000 DEBT SERVICE FUNDS 1900-G.O. Bonds Debt Service $ 1940-M.P.C Debt Service 1950-Excise Tax Debt Service 1970-Transportation Debt Service Total Debt Service Funds $ CAPITAL PROJECTS FUNDS 1481+DIF Citywide Recreation Facility 2000- HURF Street Capital Projects 2070- Gen Gov't Capital Projects 2210-Transportation Capital Projects INTERFUND TRANSFERS 2017 IN $ $ $ $ $ $ $ $ $ 135,105 64,299 1,099,404 209,713 19,251,102 6,915,520 7,144,000 33,520,335 $ $ $ 209,713 $ 209,713 21,038,574 2,605,053 13,757,015 Total Capital Projects Funds $ $ $ $ $ $ $ $ $ $ $ $ Total Internal Service Funds $ $ $ $ $ TOTAL ALL FUNDS $ $ $ 37,400,642 PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS 2360+ Water/Sewer $ 2440-Landfill 2480-Solid Waste 2500- Public Housing Total Enterprise Funds $ $ $ 20,355,388 658,308 125,392 386,563 21,525,651 $ 20,126,000 $ 20,126,000 INTERNAL SERVICE FUNDS 428 $ $ 120,232,764 $ 120,232,765 Schedule D CITY OF GLENDALE Expenditures/Expenses by Fund Fiscal Year 2017 Schedule E FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 GENERAL FUND GENERAL Budget and FUNDS Finance** $ GENERAL City Attorney FUNDS GENERAL City Auditor FUNDS GENERAL City Clerk FUNDS GENERAL City Court FUNDS GENERAL City Manager FUNDS GENERAL Communications** FUNDS GENERAL Community FUNDS Services** GENERAL Council Districts&Of FUNDS GENERAL Development FUNDS Services GENERAL Economic FUNDS Development GENERAL Fire Services FUNDS GENERAL HR & Risk FUNDS Mgt GENERAL Mayor's FUNDS Office GENERAL Non-Departmental FUNDS GENERAL Police Services FUNDS GENERAL Public Affairs** FUNDS GENERAL Public Facilities FUNDS & Events** GENERAL Public Works FUNDS GENERAL Contingency FUNDS Total General Fund $ 21,721,378 2,944,274 337,879 566,826 3,878,094 917,044 1,670,093 5,600,766 930,478 4,231,931 924,260 41,665,248 1,776,967 391,288 10,026,202 78,014,086 512,016 10,120,735 12,884,531 5,000,000 204,114,096 $ SPECIAL REVENUE FUNDS SPECIAL City Court REVENUE FUNDS $ SPECIAL Community REVENUE Services** FUNDS SPECIAL Community REVENUE Services FUNDS Grants** SPECIAL Fire Grants REVENUE FUNDS SPECIAL Fire Services REVENUE FUNDS SPECIAL Misc. Grants REVENUE FUNDS SPECIAL Non-Departmental REVENUE FUNDS SPECIAL Police Grants REVENUE FUNDS SPECIAL Police RICO REVENUE FUNDS SPECIAL Police Services REVENUE FUNDS SPECIAL Public Facilities REVENUE & Events** FUNDS SPECIAL Public Facilities REVENUE & Events FUNDSGrants** SPECIAL Public Works REVENUE FUNDS SPECIAL Public Works REVENUE Grants FUNDS SPECIAL Contingency REVENUE FUNDS Total Special Revenue Funds $ 539,755 388,226 9,125,329 5,158,123 787,230 5,447,549 200,000 5,720,917 2,481,886 359,377 1,244,740 175,000 26,693,071 21,267,071 650,000 80,238,274 $ ACTUAL EXPENDITURES/ EXPENSES* 2016 $ 14,452,865 3,294,274 330,979 611,826 3,888,559 917,044 1,629,582 5,594,513 930,478 4,104,892 913,360 40,603,668 1,743,967 390,338 9,976,202 76,799,224 504,916 10,119,994 11,068,455 187,875,136 $ 4,267,604 3,263,392 375,679 841,880 4,446,913 974,440 6,066,010 968,453 4,985,651 999,682 42,560,721 1,829,625 368,222 17,876,424 84,738,048 2,213,033 11,780,970 12,829,452 5,000,000 206,386,199 $ 427,569 193,926 6,509,042 3,166,373 800,219 200,000 1,282,600 2,481,886 359,377 1,119,489 22,483,219 970,551 39,994,251 $ 616,775 932,483 7,610,424 4,302,221 886,875 3,940,011 200,000 5,805,168 2,501,744 372,758 62,895 175,000 24,229,053 22,403,169 2,820,000 76,858,576 350,000 45,000 38,000 161,512 (38,000) 1,157,933 (2,108,439) (393,994) 294,346 (608,697) 3,321,901 $ 3,007,550 BUDGETED EXPENDITURES/ EXPENSES 2017 $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. **Dept. reorganized July 2016. History follows new dept. 429 Schedule E CITY OF GLENDALE Expenditures/Expenses by Fund Fiscal Year 2017 Schedule E ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 ACTUAL EXPENDITURES/ EXPENSES* 2016 DEBT SERVICE FUNDS DEBT General SERVICE Obligation FUNDS $ DEBT Excise SERVICE Tax Bonds FUNDS DEBT Highway SERVICE UserFUNDS (HURF) DEBT Municipal SERVICE Property FUNDS Corp DEBT Transportation SERVICE FUNDS Obligation Total Debt Service Funds $ 24,337,128 5,575,770 1,975,800 18,737,313 7,147,999 57,774,010 $ CAPITAL PROJECTS FUNDS CAPITAL Community PROJECTS ServicesFUNDS $ CAPITAL Economic PROJECTS Development FUNDS CAPITAL GeneralPROJECTS Government FUNDS CAPITAL Police Services PROJECTS FUNDS CAPITAL Public Facilities PROJECTS & Events FUNDS CAPITAL Public Works PROJECTS FUNDS CAPITAL Contingency PROJECTS FUNDS Total Capital Projects Funds $ 1,064,630 2,404,337 4,274,836 1,929,586 310,580 48,158,682 12,460,962 70,603,613 $ $ PERMANENT FUNDS PERMANENT ContingencyFUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS ENTERPRISE Development FUNDS Services $ ENTERPRISE Budget and FUNDS Finance ENTERPRISE Pub HousingFUNDS Budget Activities ENTERPRISE Public Works FUNDS ENTERPRISE Water Services FUNDS ENTERPRISE Water Services FUNDS Debt ENTERPRISE ContingencyFUNDS Total Enterprise Funds $ 24,337,128 5,575,770 1,975,800 18,737,313 7,147,999 57,774,010 $ $ $ 82,695 (2,613,556) (82,695) (2,613,556) $ 314,649 2,440,351 855 83 13,505,502 16,261,440 $ 638,614 16,637,500 9,880,501 2,351,250 1,535,460 38,859,173 6,707,092 76,609,590 5,669,617 5,669,617 $ $ $ $ - $ $ 5,709,583 5,709,583 140,647 3,029,403 15,891,384 37,639,918 76,423,148 20,158,683 9,437,424 162,720,607 $ $ 128,402 3,029,403 15,890,884 26,079,317 51,976,810 25,000 97,129,816 $ 170,642 3,223,804 16,047,175 35,203,126 140,396,061 20,150,983 2,500,000 217,691,791 30,586,922 9,885,351 9,007,510 1,400,000 $ $ 31,982,104 12,530,935 9,163,611 1,400,000 Total Internal Service Funds $ 50,879,783 $ 0 $ 31,102,610 7,124,839 8,002,284 46,229,733 $ 55,076,650 TOTAL ALL FUNDS $ 632,000,000 $ 0 $ 445,264,386 $ 693,000,000 INTERNAL SERVICE FUNDS INTERNAL HR & Risk SERVICE Mgt FUNDS INTERNAL SERVICE FUNDS Innovation & Technology INTERNAL SERVICE FUNDS Public Works INTERNAL SERVICE FUNDS Contingency $ $ BUDGETED EXPENDITURES/ EXPENSES 2017 $ - - $ 101,694 2,471,287 (2,572,981) - $ $ 1,400,000 $ (1,400,000) $ $ 21,311,988 6,925,521 19,281,102 7,149,000 54,667,611 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. **Dept. reorganized July 2016. History follows new dept. 430 Schedule E City of Glendale Expenditures/Expenses by Department Fiscal Year 2017 Schedule F DEPARTMENT/FUND City Attorney City Attorney 1000 - General ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2016 2016 2016 2017 $ City Attorney Total $ 2,944,274 2,944,274 $ $ 350,000 350,000 $ $ 3,294,274 3,294,274 $ $ 3,263,392 3,263,392 $ City Auditor Total $ 337,879 337,879 $ $ - $ $ 330,979 330,979 $ $ 375,679 375,679 $ City Clerk Total $ 566,826 566,826 $ $ 45,000 45,000 $ $ 611,826 611,826 $ $ 841,880 841,880 City Court 1000 - General $ City Court 1240 - Court Security/Bonds City Court Total $ 3,878,094 539,755 4,417,849 $ $ $ $ - $ 3,888,559 427,569 4,316,128 $ 4,446,913 616,775 5,063,688 $ City Manager Total $ 917,044 917,044 $ $ - $ $ 917,044 917,044 $ $ 974,440 974,440 $ Communications Total $ 1,670,093 1,670,093 $ $ - $ $ 1,629,582 1,629,582 $ $ - Community1000 Services - General $ Community1220 Services - Arts Commission Fund Community1300 Services - Home Grant Community1310 Services - Neighborhood Stabilization Pgm Community1311 Services - Neighborhd Stabilization Pgm3 Community1320 Services - C.D.B.G. Community1500 Services - DIF-Libraries pre SB1525 Community1820 Services - CAP Grant Community1830 Services - Emergency Shelter Grants Community1840 Services - Other Federal and State Grants Community2500 Services - Pub Housing Budget Activities Community Services Total $ 5,600,766 388,226 1,674,204 926,259 1,100,000 3,637,151 1,064,630 1,303,723 208,992 275,000 15,891,384 32,070,335 $ $ 5,594,513 189,426 1,420,535 3,581,987 314,649 1,302,028 208,992 15,890,884 28,503,014 $ 6,066,010 919,248 1,674,704 229,443 227,300 3,683,422 638,614 1,324,798 208,992 275,000 16,047,175 31,294,706 City Auditor City Auditor1000 - General City Clerk City Clerk 1000 - General City Court City Manager City Manager 1000 - General Communications** Communications 1000 - General Community Services** 38,000 285,049 9,297 $ 332,346 $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. **Dept. reorganized July 2016. History follows new dept. 431 Schedule F City of Glendale Expenditures/Expenses by Department Fiscal Year 2017 Schedule F ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES DEPARTMENT/FUND Contingency 2016 2016 2016 2017 Contingency 1000 - General $ Contingency 1340 - Highway User Gas Tax Contingency 1380 - DIF Library Blds Contingency 1380 - DIF-Library Blds pre SB1525 Contingency 1420 - DIF-Fire Protec Fac pre SB1525 Contingency 1440 - DIF-Police Faciliti pre SB1525 Contingency 1460 - DIF-Citywide Parks pre SB1525 Contingency 1480 - DIF-Citywide RecFac pre SB1525 Contingency 1500 - DIF-Libraries pre SB1525 Contingency 1520 - DIF-Citywide Open Spaces Contingency 1540 - DIF-Parks Dev Zone1 pre SB1525 Contingency 1560 - DIF-Parks Dev Zone2 pre SB1525 Contingency 1580 - DIF-Parks Dev Zone3 pre SB1525 Contingency 1600 - DIF-Roadway Improve pre SB1525 Contingency 1620 - DIF-General Government Contingency 1660 - Transportation Sales Tax Contingency 1980 - Streets Constr. - 1999 Auth Contingency 2040 - Public Safety Construction Contingency 2060 - Parks Construction Contingency 2140 - Open Space/Trails Constr-99 Au Contingency 2180 - Flood Control Construction Contingency 2280 - Cemetery Perpetual Care Contingency 2360 - Water and Sewer Contingency 2440 - Landfill Contingency 2480 - Sanitation Contingency 2540 - Risk Management Self Insurance Contingency Total $ 5,000,000 650,000 1,760,020 805,992 1,638,229 371,713 1,093,981 1,873,985 505,021 122,235 15,789 52,115 3,142,136 161,990 44,313 873,443 5,669,617 8,637,424 600,000 200,000 1,400,000 34,618,003 $ $ Mayor and Council $ 930,478 930,478 $ $ Development 1000 Services - General $ Development 2400 Services - Water Development Services Total $ 4,231,931 140,647 4,372,578 $ (2,108,439) $ $ (2,471,287) (211,217) 109,523 (1,400,000) (6,164,115) $ - $ 5,000,000 720,000 1,773,714 224,935 90,107 107,739 1,746,169 189,964 329,686 167,329 44,644 1,117,325 163,234 2,100,000 357,506 92,487 226,795 75,458 5,709,583 2,000,000 500,000 1,400,000 24,136,675 $ $ 930,478 930,478 $ $ 968,453 968,453 $ 4,104,892 128,402 4,233,294 $ 4,985,651 170,642 5,156,293 (40,000) (42,695) $ * Grant Contingency Allocated to Department Mayor and Council Council Districts&Of 1000 - General - Development Services $ - $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. **Dept. reorganized July 2016. History follows new dept. 432 Schedule F City of Glendale Expenditures/Expenses by Department Fiscal Year 2017 Schedule F DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2016 2016 2016 2017 Economic Development Economic 1000 Development - General Economic 1980 Development - Streets Constr. - 1999 Auth Economic 2100 Development - Economic Dev. Constr-1999 Auth $ 924,260 2,404,337 - $ Economic Development Total $ 3,328,597 $ 21,721,378 24,337,128 18,737,313 3,029,403 5,575,770 73,400,992 $ 41,665,248 5,158,123 787,230 47,610,601 $ $ - $ 1,776,967 2,934,598 2,201,956 25,450,368 32,363,889 $ 161,512 1,400,000 $ $ 1,561,512 $ 6,650,551 3,234,800 9,885,351 $ 512,016 512,016 $ $ - $ 913,360 - $ 999,682 6,092,500 10,545,000 $ 913,360 $ 17,637,182 $ 14,452,865 24,337,128 18,737,313 3,029,403 5,575,770 66,132,479 $ 4,267,604 21,311,988 19,281,102 3,223,804 6,925,521 55,010,019 40,603,668 3,166,373 800,219 44,570,260 $ 1,743,967 3,448,302 2,203,940 25,450,368 32,846,577 $ $ $ 8,383,210 4,147,725 12,530,935 $ $ 2,213,033 2,213,033 Budget and Finance** Budget and1000 Finance - General $ Budget and1900 Finance - G.O. Bond Debt Service Budget and1940 Finance - M.P.C. Debt Service Budget and2360 Finance - Water and Sewer Budget and1950 Finance - Excise Tax Debt Service Budget and Finance Total $ $ - $ $ Fire Services Fire Services 1000 - General $ Fire Services 1420 - DIF-Fire Protec Fac pre SB1525 Fire Services 1840 - Other Federal and State Grants Fire Services 2070 - General Gov Capital Projects Fire Services 2530 - Training Facility Revenue Fund Fire Services Total $ $ $ 42,560,721 4,302,221 1,749,655 886,875 49,499,472 HR & Risk Mgt HR & Risk1000 Mgt - General $ HR & Risk2540 Mgt - Risk Management Self Insurance HR & Risk2560 Mgt - Workers Comp. Self Insurance HR & Risk2580 Mgt - Benefits Trust Fund HR & Risk Mgt Total $ $ 1,829,625 2,951,560 2,204,924 26,825,620 33,811,729 Innovation & Technology** Innovation 2591 & Technology - Technology $ Innovation 2592 & Technology - Technology Projects Innovation & Technology Total $ $ $ - $ 6,610,539 514,300 7,124,839 - $ $ 504,916 504,916 Public Affairs** Public Affairs 1000 - General $ Public Affairs Total $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. **Dept. reorganized July 2016. History follows new dept. 433 Schedule F City of Glendale Expenditures/Expenses by Department Fiscal Year 2017 Schedule F DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2016 2016 2016 2017 Mayor's Office Mayor's Office 1000 - General $ Mayor's Office Total $ 391,288 391,288 $ $ $ $ 390,338 390,338 $ $ 368,222 368,222 $ 5,447,549 $ (608,697) $ - $ 3,940,011 Misc. Grants & Misc Capital Grants Total $ 5,447,549 $ (608,697) $ - $ 3,940,011 10,026,202 200,000 10,226,202 $ $ 9,976,202 200,000 10,176,202 $ 17,876,424 200,000 18,076,424 78,014,086 5,720,917 2,481,886 1,929,586 359,377 88,505,852 $ 76,799,224 1,282,600 2,481,886 855 359,377 80,923,942 $ 10,120,735 114,000 163,497 33,000 175,000 1,162,922 81,818 83 11,851,055 $ 10,119,994 1,118,934 555 83 11,239,566 $ - Misc. Grants & Misc Capital Grants Misc. Grants 1840 - Other Federal and State Grants Non-Departmental Non-Departmental 1000 - General $ Non-Departmental 1200 - Utility Bill Donation Non-Departmental Total $ $ - $ $ Police Services Police Services 1000 - General $ Police Services 1440 - DIF-Police Faciliti pre SB1525 Police Services 1840 - Other Federal and State Grants Police Services 1860 - RICO Funds Police Services 2040 - Public Safety Construction Police Services 2530 - Training Facility Revenue Fund Police Services Total $ $ $ - $ $ 84,738,048 1,148,565 5,805,168 2,501,744 1,202,685 372,758 95,768,968 Public Facilities & Events** Public Facilities 1000 -&General Events $ Public Facilities 1460 -&DIF-Citywide Events Public Facilities 1480 -&DIF-Citywide Events RecFac pre SB1525 Public Facilities 1520 -&DIF-Citywide Events Open Spaces Public Facilities 1540 -&DIF-Parks Events Dev Zone1 pre SB1525 Public Facilities 1560 -&DIF-Parks Events Dev Zone2 pre SB1525 Public Facilities 1580 -&DIF-Parks Events Dev Zone3 pre SB1525 Public Facilities 1840 -&Other Events Federal and State Grants Public Facilities 1880 -&Parks Events & Recreation Self Sust Public Facilities 1885 -&Parks Events & Recreation Designated Public Facilities 2060 -&Parks Events Construction Public Facilities 2070 -&General Events Gov Capital Projects Public Facilities 2130 -&Cultural Events Facility Bond Fund Public Facilites & Events Total $ (38,000) $ 40,000 42,695 $ 44,695 $ $ 11,780,970 1,067,000 318,460 175,000 62,895 50,000 400,000 100,000 13,954,325 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. **Dept. reorganized July 2016. History follows new dept. 434 Schedule F City of Glendale Expenditures/Expenses by Department Fiscal Year 2017 Schedule F DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2016 2016 2016 2017 Public Works Public Works 1000 - General $ Public Works 1120 - Vehicle Replacement Public Works 1340 - Highway User Gas Tax Public Works 1480 - DIF-Citywide RecFac pre SB1525 Public Works 1600 - DIF-Roadway Improve pre SB1525 Public Works 1620 - DIF-General Government Public Works 1650 - Transportation Grants Public Works 1660 - Transportation Sales Tax Public Works 1760 - Airport Special Revenue Public Works 1920 - HURF Debt Service Public Works 1970 - Transportation Debt Service Public Works 1980 - Streets Constr. - 1999 Auth Public Works 2000 - Hurf Street Bonds Public Works 2070 - General Gov Capital Projects Public Works 2080 - Gov't Facilities - 1999 Auth Public Works 2120 - Airport Capital Projects Public Works 2180 - Flood Control Construction Public Works 2210 - Transportation Capital Project Public Works 2440 - Landfill Public Works 2480 - Sanitation Public Works 2530 - Training Facility Revenue Fund Public Works 2590 - Fleet Services Public Works Total $ 10,424,929 4,500,000 9,357,636 925,555 19,134,936 13,512,235 638,647 1,975,800 7,147,999 251,149 20,654,378 2,234,438 4,838,303 1,680,158 24,647,442 20,717,201 16,922,717 478,385 9,007,510 169,049,418 $ 2,036,148 $ $ $ 9,809,674 3,191,895 9,324,621 105,483 408,759 12,418,996 649,260 1,975,800 7,147,999 468,459 9,245,240 507,237 180,446 117,713 3,568,607 12,341,549 13,737,768 471,688 8,002,284 93,673,478 $ 8,096,952 4,732,500 10,302,762 5,000 725,030 16,143,008 13,247,233 680,884 7,149,000 1,120,440 21,038,574 7,730,846 5,755,161 2,213,114 13,757,015 18,085,234 17,117,892 503,174 9,163,611 157,567,430 $ $ 160,547,044 160,547,044 $ 693,000,000 5,988,252 314,351 (484,221) (2,666,351) (3,321,901) 211,217 (109,523) $ 1,967,972 $ 52,001,810 52,001,810 $ 445,264,386 Water Services Water Services 2360+ - Water and Sewer Water Services Total $ 96,581,831 96,581,831 $ 2,471,287 2,471,287 TOTAL ALL DEPARTMENTS $ 632,000,000 $ - * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. **Dept. reorganized July 2016. History follows new dept. 435 Schedule F 436 Schedule G 8.75 44.00 51.25 6.00 5.50 0.00 34.00 1.00 0.00 9.00 164.25 $ - $ - $ DEBT SERVICES FUNDS Total Debt Services Funds CAPITAL PROJECTS FUNDS Total Capital Projects Funds 1.00 $ 3.75 1,168.75 $ 1,168.75 $ SPECIAL REVENUE FUNDS 1220 - Arts Commission Fund 1240 - Court Security/Bonds 1310 - Neighborhd Stab. Pgm 1311 - Neighborhd Stab. Pgm3 1300 - Home Grant 1320 - C.D.B.G. 1340 - Highway User Gas Tax 1660 - Transportation Sales Tax 1760 - Airport Special Revenue 1820 - CAP Grant 1830 - Emergency Shelter Grants 1840 - Grants 1860 - RICO Funds 1885 - Parks & Rec. Designated 2530 - Training Fac. Rev Fund Total Special Revenue Funds GENERAL FUND 1000 - General Total General Fund FUND Full-Time Equivalent (FTE) 2017 - - 76,307 301,098 32,019 25,000 25,000 508,703 2,776,090 3,030,985 347,357 335,963 17,183 4,272,730 56,917 5,200 619,491 12,430,043 98,123,160 98,123,160 Employee Salaries and Hourly Costs 2017 $ $ $ $ $ $ - - 58,233 303,317 344,578 39,842 38,295 0 777,573 6,528 0 149,407 1,782,777 8,041 56,963 23,915,823 23,915,823 Retirement Costs 2017 $ $ $ $ $ $ - - 108,734 487,306 547,217 48,764 70,166 0 371,671 14,457 0 105,547 1,807,366 6,369 47,135 12,888,469 12,888,469 Healthcare Costs 2017 CITY OF GLENDALE Full-Time Employees and Personnel Compensation Fiscal Year 2017 $ $ $ $ $ $ - - 38,849 220,755 251,537 27,178 26,701 0 185,006 4,355 383 37,136 826,654 5,844 28,910 8,535,439 8,535,439 Other Benefit Costs 2017 $ $ $ $ $ $ - - 96,561 434,106 32,019 25,000 25,000 714,519 3,787,468 4,174,317 463,141 471,125 17,183 5,606,980 82,257 5,583 911,581 16,846,840 143,462,891 143,462,891 Total Estimated Personnel Compensation 2017 437 Schedule G TOTAL ALL FUNDS $ 1,771.00 $ 136,755,722 $ $ $ $ $ 2.00 $ 1.00 32.00 30.00 65 $ INTERNAL SERVICE FUNDS 2540 - Risk Management Self Ins. 2560 - Workers Comp. Self Ins. 2590 - Fleet Services 2591 - Technology Total Internal Service Funds 14,066,188 2,644,466 3,502,580 1,394,020 21,607,254 - Employee Salaries and Hourly Costs 2017 159,383 70,588 1,802,776 2,562,518 4,595,265 235.00 $ 44.00 70.00 24.00 373.00 $ - $ ENTERPRISE FUNDS 2360 - Water and Sewer 2440 - Landfill 2480 - Sanitation 2500 - Pub Housing Bdgt Activities Total Enterprise Funds PERMANENT FUNDS Total Permanent Funds FUND Full-Time Equivalent (FTE) 2017 28,653,656 18,281 8,096 206,460 294,316 527,153 1,588,209 291,589 387,374 160,731 2,427,903 - Retirement Costs 2017 $ $ $ $ $ $ - 19,219,458 25,064 14,854 351,252 294,623 685,793 2,420,070 429,080 729,313 259,367 3,837,830 Healthcare Costs 2017 CITY OF GLENDALE Full-Time Employees and Personnel Compensation Fiscal Year 2017 $ $ $ $ $ $ 11,393,141 13,094 5,881 145,264 193,615 357,854 1,105,008 199,514 259,849 108,823 1,673,194 - Other Benefit Costs 2017 = $ $ $ $ $ $ - 196,021,977 215,822 99,419 2,505,752 3,345,072 6,166,065 19,179,475 3,564,649 4,879,116 1,922,941 29,546,181 Total Estimated Personnel Compensation 2017 ANNUAL BUDGET Fiscal Year 2016-2017 ____________________________________________________________________________________ ____________________________________________________________________________________ 438 Fiscal Year 2016-2017 Annual Budget Book Appendix Appendix ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Budget Resolution ____________________________________________________________________________________ RESOLUTION NO. 5124 NEW SERIES A RESOLUTION OF THE COUNCIL OF THE CITY OF GLENDALE, MARICOPA COUNTY, ARIZONA, ADOPTING THE FINAL BUDGET OF THE AMOUNTS REQUIRED FOR THE PUBLIC EXPENSE FOR THE CITY OF GLENDALE FOR THE FISCAL YEAR 2016-17; AND SETTING FORTH THE REVENUE AND THE AMOUNT TO BE RAISED BY DIRECT PROPERTY TAXATION FOR THE VARIOUS PURPOSES; AND ADOPTING THE CITY COUNCIL’S FINANCIAL POLICIES. WHEREAS, pursuant to the provisions of the laws of the United States, the State of Arizona, and the charter and ordinances of the City of Glendale, the Council must adopt a final budget for the fiscal year beginning July 1, 2016 and ending June 30, 2017; and WHEREAS, the tentative budget has been advertised in the City’s newspaper of record; and WHEREAS, the tentative budget was approved by the Glendale City Council on May 24, 2016, by Resolution No. 5111, New Series; and WHEREAS, as of this date the City Council has conducted a public hearing and entered a special meeting in connection with the adoption of the final budget; and WHEREAS, it appears that the sums to be raised by taxation, as specified in the tentative budget, do not in the aggregate, exceed that amount for primary property taxes as computed in A.R.S. §42-17051(A); and NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE as follows: SECTION 1. That the schedules contained in Exhibit A are adopted for the purpose as set forth in the final budget for the City of Glendale for the fiscal year 2016-2017. SECTION 2. That the Council will set the property tax levy on June 28, 2016. SECTION 3. That upon the recommendation by the City Manager and with the approval of the City Council, expenditures may be made from the appropriation for contingencies. SECTION 4. That money from any fund may be used for any and all of these appropriations, except monies specifically restricted by federal and state law, or the Glendale City Charter and ordinances. SECTION 5. That all sums contained in the final budget estimates expenditures are considered as specific appropriation and authority for the expenditures, as provided in the final budget, the laws of the United States Government, the State of Arizona, the charter and ordinances of the City of Glendale. ____________________________________________________________________________________ 439 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Budget Resolution ____________________________________________________________________________________ ____________________________________________________________________________________ 440 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Miscellaneous Statistics ____________________________________________________________________________________ Year Founded: •1892 Date Incorporated •June 18, 1910 Form of Government •Council/City Manager County •Maricipa Elevation: •1,152 Ft. Top Five Glendale Employers Luke AFB Banner Health CSAA/AAA Insurance Arrowhead Hospital Humana Annexed Area in Sq. Miles Year 1910 1910-1969 1970-1979 1980-1989 1990-2003 2004 2005 2006-2009 2010-2016 Population 1970 1980 1990 (Census) 2000 (Census) 2010 (Census) 2015 (Estimate 2016 (Estimate) * All population numbers 1995 and after include the population of Luke AFB. City Authorized Staffing (FY 2017) Full-Time &Part-Time, Permanent Elections Number of votes cast: August 2014 Primary Elec. (3 Districts) November 2014 General Elec. (3 Districts) Building Permits (FY) 5,100 3,000 1,065 1,000 940 Total 1 15 39 49 54 56 57 58 60 36,228 97,172 148,134 218,812 226,721 234,766 237,114 1,771 12,398 21,017 Fiscal Year 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Number 7,925 6,944 5,439 6,299 4,819 6,980 6,844 6,185 6,883 5,289 5,181 5,594 5,278 6,383 4,107 4,622 6,295 Value of Buildings $292,105,521 $287,722,622 $219,539,420 $327,352,955 $359,027,305 $546,094,645 $445,703,739 $582,249,673 $452,658,952 $324,754,646 $158,806,092 $115,544,634 $172,102,612 $271,481,707 $211,043,961 $309,334,480 $207,203,096 Fire Protection (CY 2015) Number of Stations 9 Number of Incidents (includes Automatic Aid): EMS 33,225 Fire 3,341 Miscellaneous 1,867 Special Operations 676 Total Calls 39,109 Fire FTE’s (FY 2017) 285 Police Protection (CY 2015) Number of Stations 3 Calls Processed* 431,881 Vehicular Patrol Units** 126 Number of Reserves 3 *Includes incoming, outgoing and 911 calls **Marked by lights/sirens & uniformed patrol officers Police FTE’s (FY 2017) 564 Court Offenses Processed (FY 2015) DUI Serious Traffic Other Criminal Traffic Civil Traffic Non-Traffic Misdemeanor Total Citations Issued Protective Orders 1,541 292 1,901 19,859 7,070 30,663 3,304 Percentage of registered voters voting in: 23.21% August 2014 Primary Elec. November 2014 General Elec. 40.53% November 2015 Special Recall 25.18% ____________________________________________________________________________________ 441 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Miscellaneous Statistics ____________________________________________________________________________________ Parks and Recreation (FY 2016) Number of: Neighborhood Parks Community Parks Sports Complexes Total Park Acreage Playgrounds Ramadas Tennis Courts Racquetball Courts Basketball Courts Volleyball Courts Soccer/Football Fields Softball Fields Swimming Pools Splash Pads Dog Parks Skate Parks Reservable Ramadas Area Lights Park Benches Drinking Fountains Barbeques Picnic Tables Miles of Trails Linear Feet of Multiuse Walkways Landfill & MRF (FY 2015) Number of Customer Transactions Tonnage Processed Residential Commercial Recycle Total Sanitation (FY 2015) Number of Customers 55 9 4 2,188.5 97 146 38 46 56 47 54 54 2 2 3 2 48 1,493 542 139 252 703 46 92,892 160,502 228,436 116,771 18,975 364,182 53,000 Transportation Services (FY 2016) Number of: Streetlights 20,141 Signalized Intersections 197 High-Intensity Activated Crosswalks 3 Total Bus Stops 544 Bus Stops w/ Shelters 172 Bus Stops w/ Benches Only 58 Total Glendale Transit Ridership 2,673,112 Dial-a-Ride Total/ADA 73,883/22,601 Glendale Urban Shuttle (GUS) 91,012 Taxi Program 5,901 Fixed Route 2,502,316 Avg. Monthly Aircraft Based at Airport 294 Transportation (FY 2016) Miles of Streets Maintained Arterial Residential Collector Major Collector Minor Alleys Water Services (FY 2015) Number of Customers Miles of Distribution lines Storage Capacity Treatment Plant Capacities Cholla WTP Pyramid Peak WTP Oasis WTP Groundwater Wells Total Capacity Annual Consumption Average Daily Water Treated Average gallons/used/year Wastewater Services (FY 2015) Number of Customers Miles of Collection Lines Treatment Plant Capacities West Area WRF Arrowhead WRF 91st Ave WWTP Total Capacity Annual Wastewater Treated Average Daily Water Treated 108.5 488.5 81.5 70.5 25 62,167 994 67.0 MG 30.0 MGD 37.0 MGD 22.5 MGD 14.6 MGD 104.1 MGD 12.80 BG 35.1 MGD 207 KG 57,588 707 11.5 MGD 4.5 MGD 13.2 MGD 29.2 MGD 6.1 BG 16.8 MGD Sources: Various City of Glendale Department Records U.S. Census ____________________________________________________________________________________ 442 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Glossary ____________________________________________________________________________________ GLOSSARY OF TERMS 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. A ACCRUAL BASIS OF ACCOUNTING: The most commonly used accounting method, which reports income when earned and expenses when incurred, as opposed to cash basis accounting, which reports income when received and expenses when paid. 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. B BALANCED BUDGET: Arizona law (Title 42 Arizona Revised Statutes) requires the City Council to annually adopt a balanced budget by purpose of public expense. The city charter also requires an annual balanced budget. The charter specifically states that “the total amounts in the budget proposed for expenditure shall not exceed the total amounts proposed for expenditure in the published estimates. BASE BUDGET: Ongoing expenses for personnel, contractual services, supplies and replacement of equipment to maintain service levels for each program as authorized by the City Council. BUDGET ADOPTION: A formal action taken by the City Council which sets the expenditure spending limits for the fiscal year. 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 generated from providing a specific service such as water/sewer or landfill operations. C CAPITAL BUDGET: The appropriation of bond funds or operating revenues used to fund improvements to city facilities including buildings, streets, water/sewer lines and parks. CAPITAL IMPROVEMENT PROJECT: Non-routine capital expenditures that generally cost more than $50,000 resulting in the construction, renovation or acquisition of land, infrastructure, buildings and/or the purchase of equipment, with an expected useful life of at least five years. Capital improvement projects are designed to prevent the deterioration of the city's existing infrastructure and respond to the future growth needs of the city. CARRYOVER: Projected year-end savings that can be carried forward to cover any onetime expenses such as supplies, equipment, or special contracts when approved by Council. ____________________________________________________________________________________ 443 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Glossary ____________________________________________________________________________________ D DEBT RATIO: Total debt divided by total assets. Used by finance and budget staff to assess fiscal health, internal controls, etc. DEBT SERVICE: Principal and interest payments on outstanding bonds. DEPRECIATION: The decline in the value of an asset due to general wear and tear or obsolescence. DEVELOPMENT IMPACT FEE: Fees requiring new development to cover the increased cost to the city of providing new infrastructure when they construct new residential and commercial developments. E ENCUMBRANCE: The formal accounting recognition of commitments to expend resources in the future. ENTERPRISE FUND: Funds that are accounted for in a manner similar to a private business. Enterprise funds are intended to be self-sufficient with all costs supported primarily by user fees. The city maintains three enterprise funds: water/sewer, landfill and sanitation. 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 1980 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. F 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 (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 employee working 20 hours per week would be equivalent to a 0.5 FTE (20 hours times 52 weeks divided by 2,080 hours). 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. G GENERAL FUND: Primary operating fund of the city. It exists to account for the resources devoted to finance the services traditionally associated with local government. Included in these services are police and fire protection, street and right of way maintenance, parks and recreation, planning and economic development, general administration of the city, and any other activity for which a special fund has not been created. ____________________________________________________________________________________ 444 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Glossary ____________________________________________________________________________________ GOAL: A general and timeless statement created with a purpose based on the needs of the community. I INFRASTRUCTURE: Facilities that support the continuance and growth of a community. Examples include roads, water lines, sewers, public buildings, parks and airports. L LOCAL IMPROVEMENT DISTRICT (LID): LID’s 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 special assessment. O 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. OPERATING AND MAINENANCE (O & M) COSTS: The day-to-day costs of a municipality including personnel, gas, electric and utility bills, telephone expenses, reproduction costs, postage and vehicle maintenance. OPERATING BUDGET: The day-to-day costs of delivering city services. P PAY-AS-YOU-GO (PAYGO) CAPITAL PROJECTS: Capital projects funded by General Fund operating revenues. 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 became effective with the FY 2003 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 tax 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. R RESOURCES: Total amounts available for appropriation including fund balances, estimated revenues and fund transfers. ____________________________________________________________________________________ 445 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Glossary ____________________________________________________________________________________ REVENUE: Financial resources received from taxes, user charges and other levels of government. Actual vs. Budget: 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 through the end of the fiscal year. S SALARY SAVINGS TRANSFER: A transfer of savings from salary & benefit accounts to non-salary, operational accounts like office supplies, equipment maintenance, etc. Normal employee turnover, retirements and terminations can create salary savings situations. This action requires Council approval. SECONDARY PROPERTY TAX: A tax levy restricted to the payment of principal and interest on general obligation bonds. SERVICE LEASE: A lessor maintains and services an asset under a service lease. SPECIAL REVENUE FUND: A separate fund that accounts for receipts from revenue sources that have been earmarked for specific activities and related expenditures. T 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 could include the transfer of operating resources from the General Fund to the Civic Center or Housing Fund. U USER CHARGES: The payment of a fee in direct receipt of a public service by the party who benefits from the service. W 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 some departments or divisions to help assess its level of service being provided. STATE-SHARED REVENUE: Includes the city’s portion of state sales tax revenues, state income tax receipts and Motor Vehicle In-Lieu taxes. 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 and must be approved by Council. ____________________________________________________________________________________ 446 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Acronyms ____________________________________________________________________________________ A ADA ADOT AFB ARRA AMFP A/V AWRF AZSTA Americans with Disabilities Act Arizona Department of Transportation Air Force Base American Recovery and Reinvestment Act Arizona Municipal Financing Program Audio/Visual Arrowhead Water Reclamation Facility Arizona Sports and Tourism Authority B BofA Bank of America C CAFR CAP CD CDBG CIP CPI CPI-U CVB CY Comprehensive Annual Financial Report Community Action Program Community Development Community Development Block Grant Capital Improvement Plan Consumer Price Index Consumer Price Index for Urban Users Convention & Visitors Bureau Calendar Year D DIF DMP Development Impact Fees Debt Management Plan E EMS EOC Emergency Medical Services Emergency Operations Center F FAA FAQ FT FTA FTE FY Federal Aviation Administration Frequently Asked Questions Full Time Federal Transit Administration Full Time Equivalent Fiscal Year G GAAP GASB GF GFOA GIS G.O. GO GUS Generally Accepted Accounting Principles Governmental Accounting Standards Board General Fund Government Finance Officers Association Geographic Information System General Obligation Glendale Onboard Glendale Urban Shuttle ____________________________________________________________________________________ 447 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Acronyms ____________________________________________________________________________________ H HALO HR HUD HURF Helicopter Air-medical and Logistical Operations Human Resources Department of Housing and Urban Development Highway User Revenue Fund I IGA IT Intergovernmental Agreement Innovation & Technology J JAG JARC Juvenile Alternatives of Glendale Job Access and Reverse Commute L LID LTAF Local Improvement Districts Local Transportation Assistance Fund M MGD MPC MRF Million Gallons per Day Municipal Property Corporation Material Recovery Facility N NHL National Hockey League O O and M Operational and Maintenance P PAYGO PC PFC Pay-As-You-Go Capital Personal Computer Public Facilities Corporation R RICO ROW Racketeer Influenced and Corrupt Organizations Right-of-Way S SROG SRP Sub-Regional Operating Group Salt River Project V VOCA Victims of Crime Act WAWRF WIFA WTP Western Area Water Reclamation Facility Water Infrastructure Finance Authority Water Treatment Plant W ____________________________________________________________________________________ 448 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Frequently Asked Questions ____________________________________________________________________________________ FREQUENTLY ASKED QUESTIONS The City of Glendale Annual Budget document is designed to offer citizens and staff an understandable and meaningful financial plan. This user guide to frequently asked questions (FAQ) provides assistance to those unfamiliar with Glendale's budgeting and financial planning processes. What is a “Fiscal Year (FY)” and when does it begin and end? The City of Glendale and State of Arizona follow a Fiscal Year (FY) that starts July 1 and ends June 30. A Fiscal Year is the period designated by the city for the beginning and ending of financial transactions or a budget cycle. What does it mean to, “adopt the budget?” Budget adoption is a formal action taken by the City Council that sets the city’s priorities and spending limits for the upcoming fiscal year. The FY budget will be formally adopted by the City Council at a public meeting in June, though city staff has been preparing the budget for months in advance. How do I get involved or learn about the budget before it’s adopted? At any time of the year citizens can view Glendale’s budget on the city’s website, in city libraries or at City Hall. Residents can discuss it with neighbors, city staff or Council Members. In addition, the City Council has several special Budget Workshops every March and/or April that citizens can attend, watch on KGLN cable channel 11 or borrow on videotape from Glendale’s libraries. What is meant by “budget appropriation?” Budget appropriation refers to authorizations made by the City Council that permit the city to incur obligations and expend resources. When the City Council appropriates funds, they are saying the community should, for example, spend its money on public safety, or make investments that improve the quality of life in Glendale. The city cannot spend money unless it is appropriated, and this ensures the public’s money is spent according to the public’s needs as expressed by the democratically elected City Council. What are municipal bonds? A municipality, such as the City of Glendale, will sell (issue) bonds primarily to finance capital projects. This is similar to a family taking out a mortgage in order to finance a house. Just like a family, the city has basic necessities (infrastructure) like roads and office buildings, but usually does not have cash available for such major purchases. Municipal bonds are like loans that help make large, important purchases affordable. Bonds also effectively spread out the costs of major projects across their useful life, so all those citizens who utilize them can help pay for them. What is the difference between the capital budget and the operating budget? The capital budget, or Capital Improvement Plan, is an appropriation of bonds or operating revenue for improvements to city facilities that may include buildings, parks, streets and water/sewer lines. The operating budget covers the costs of the city’s day-to-day operations, such as employee salaries, supplies and contracts. ____________________________________________________________________________________ 449 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Frequently Asked Questions ____________________________________________________________________________________ What is carryover? Carryover refers to year-end savings that can be carried forward into the next fiscal year to cover any equipment or special contracts that were budgeted for but not purchased (or paid for) in the previous fiscal year (typically Capital projects). For example, if a piece of equipment was ordered in June (the last month in a fiscal year) but not received until July (the start of the next fiscal year), then the “savings” from the previous budget year could be used to purchase the equipment in the next budget year using carryover appropriation. What is a debt ratio? The debt ratio is total debt divided by total assets. This is one measurement of fiscal health. If the city, or a family, owes substantially more money than the value of the things it owns or its ability to generate revenue, a dangerous financial situation exists. The lower the debt ratio, the better interest rates the city can receive when it wants to sell more bonds to finance additional capital improvements for Glendale. What is debt service? A family’s debt service is the payments they make on loans, such as a mortgage and credit cards. Principal and interest payments on outstanding bonds are referred to as debt service. Just like a family cannot skip on mortgage or credit card payments, the city must always keep up on its debt service, so this will always be a part of the city’s budget. What is an encumbrance? An encumbrance refers to the formal accounting recognition of commitments to expend resources in the future. For example, when a purchase order is issued for equipment, that funding is encumbered until delivery. Once the equipment is received, the invoice is paid and the encumbrance becomes an expense. What is an expenditure? Expenditures represent a decrease in fund resources or, stated simply, a recorded expense. What is an expenditure limitation or permanent base adjustment? Any city or town can permanently adjust its state imposed expenditure limitation base if a majority of the electors voting on the issue at a regular city election vote in favor of the adjustment. In the spring of 2000, Glendale voters approved a permanent base adjustment. What is a full-time equivalent position (FTE)? An FTE (1.0 FTE) refers to one or more employees working 40 hours per week, or 2,080 hours per year. For example, a part-time employee working 20 hours per week would be considered a 0.5 FTE. Two part-time employees each working 20 hours per week would be considered 1.0 FTE. What is the definition of a budget fund? Glendale currently has over 100 budget funds to help keep track of and focus resources. These include the General Fund, Transportation Fund, Sanitation Fund and Water/Sewer Fund, to name just a few. A family might use several funds, too, in order to help manage their finances and determine how close they are to reaching certain goals. For instance, a family might have a children’s college fund, a retirement fund, vacation fund and household expenses fund (such as an IRA, savings and checking account). A budget fund, then, is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. Glendale uses separate funds in order to correctly and legally track revenues and expenditures associated with that particular fund to aid with various financial reporting requirements. ____________________________________________________________________________________ 450 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Frequently Asked Questions ____________________________________________________________________________________ What is a fund balance? Fund balance refers to the remainder or carryover that occurs when actual revenues exceed budgeted revenues and/or when actual expenditures are less than budgeted expenditures at the end of the fiscal year (June 30). If the city budgets (plans to spend) $15.0 million on roads next year, but only spends $14.0 million, the leftover $1.0 million would essentially become fund balance. What does the word "group" in Glendale's budget mean? Every department belongs to an administrative group led by a Department Director, City Manager or Assistant City Manager. These groups include Appointed & Elected Officials, City Auditor, City Manager, Communications, Community Services, Development Services, Economic Development, Finance & Technology, Human Resources & Risk Management, Intergovernmental Programs, Public Safety, Public Works, and Water Services. What are infrastructure and capital improvements? Infrastructure and capital improvements refer to facilities that need to be in place in order to support the basic needs of residents and businesses in the community. Examples include roads, water lines, sewers, public buildings, parks and airports. What are strategic priorities and benchmarks? Why does Glendale use them? Strategic Priorities, developed by the City Council, are statements of community values that direct the city's operations and help demonstrate progress towards a shared vision. City staff uses these priorities to assist in program development, creating annual budget requests and building department business plans. Benchmarks are established for each activity listed in business plans and represent a desired level of performance that demonstrates the efficient use of city resources to do the most good. City staff measures actual performance throughout the year, makes comparisons to established benchmarks, determines the causes for deviation and evaluates alternative courses of action. What exactly is a “program” in the city budget? A program is a group of related activities performed by one or more organizational units for the purpose of accomplishing a city responsibility. For example, one program in the Field Operations Department is Street Cleaning. Based on staff’s assessment of costs and needs, the desires of citizens and the priorities of the City Council, the Field Operations Department is budgeted a set amount of money to accomplish street cleaning. What is “assessed valuation” and how does it relate to my taxes and the city’s budget? Each year the Maricopa County Assessor’s Office determines the value of all property within the county, including city buildings and individual homes. These assessment values are then used as a basis for levying property taxes. The City of Glendale charges the City Council approved primary and secondary rate in property tax per $100 of assessed valuation. ____________________________________________________________________________________ 451 ANNUAL BUDGET APPENDIX Fiscal Year 2016-2017 Frequently Asked Questions ____________________________________________________________________________________ How much does the city receive from my property tax bill and how is it used? The City of Glendale is one of several entities that receive a portion of the property taxes residents pay, with school districts typically receiving the majority. Each year the Glendale City Council levies the property tax one week after final budget adoption. Primary Tax: Arizona law limits the primary property tax levy amount and municipalities may use revenue from this tax for any lawful purpose. Glendale’s Primary Property tax revenue represents <4% of the city’s General Fund revenue and is used for General Fund operations. Secondary Tax: Arizona 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. Secondary Property Tax is used to pay off General Obligation bonds. Where does the city’s revenue come from? Glendale's revenue comes from a variety of sources, including sales tax, property tax, user charges and other levels of government. What is state-shared revenue? The state of Arizona shares a portion of its tax revenues (from sales, income and motor vehicle in-lieu taxes) with Arizona cities and towns. This funding is divided among the cities and towns using population formulas supplied by state law. These stateshared revenues comprise a large portion of most city and town budgets. State-shared revenue enables local governments to continue providing basic services, such as police and fire protection, without burdening the residents with additional local taxes. Since cities and towns are not equally wealthy, state shared revenue is of great assistance, especially to cities with lesser wealth or greater service needs. Because state-shared revenue distribution is a specified percentage of state revenue collections, as state revenue declines, city revenue declines. Consequently, in difficult economic times, cities 'feel the pinch' just as the State does. What is a budget transfer? A budget transfer moves budget appropriation between city offices, departments, or agencies. What are user charges? User charges are fees paid in direct receipt of a public service by the party who benefits from the service. Fees paid for recreation classes or leagues that citizens elect to sign up for and participate are examples of user charges. City of Glendale Budget and Finance Department 5850 West Glendale Avenue, 3rd Floor Glendale, Arizona 85301 Phone: (623) 930-2480 ____________________________________________________________________________________ 452 City of Glendale Budget and Finance Department 5850 West Glendale Avenue Glendale, Arizona 85301 623.930.2480 / www.GlendaleAZ.com