Fiscal Year 2017-2018 Annual Budget Book

Introduction

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Table of Contents
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CITY OF GLENDALE, ARIZONA
FISCAL YEAR 2017-2018
ANNUAL BUDGET
TABLE OF CONTENTS
Introduction
Table of Contents
City of Glendale Mission, Vision and Values
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
Accomplishments

Page
i
1
2
3
4
5
6
13
14
16
18
20
24

Budget Message
City Manager’s Budget Message

25

Financial Guidelines
Five-Year Financial Forecast
Financial Policies

29
50

Budget Summaries
Budget Summary
Revenues
Expenditures
Debt Services

59
72
85
99

Operating Budget
Operating Budget Table of Contents

112

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i

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Table of Contents
____________________________________________________________________________________

Capital Improvement Plan (2018-2027)
CIP Table of Contents
CIP Preparation
CIP Ten-Year Plan

227
231
239

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

345
346
348
355
371
372
373
410
419
420

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/<Uses> and Interfund Transfers
Schedule E: Expenditures/Expenses by Fund
Schedule F: Expenditures/Expenses by Department
Schedule G: Full-Time Employees and Personnel Compensation

429
430
431
436
437
439
444

Appendix
Budget Adoption Resolution
Miscellaneous Statistics
Glossary of Terms
Acronyms
Frequently Asked Questions

447
449
451
455
457

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ii

MISSION STATEMENT
WE IMPROVE THE LIVES OF THE PEOPLE WE SERVE EVERY DAY.

VISION STATEMENT
WE ARE THE COMMUNITY OF CHOICE FOR RESIDENTS, BUSINESSES, AND
EMPLOYEES.

VALUE STATEMENTS
INTEGRITY
WE ARE GUIDED BY INTEGRITY IN ALL THAT WE DO.
Throughout our organization there is an unquestionable level of integrity, ethics, transparency, and
honesty guiding our communications, interactions, and decision‐making. We are fair, principled,
accountable, and inclusive in all that we do. The example is set by City Council, City Management, and
every staff member. We do this to create trust within the organization and throughout the community.

EXCELLENCE
WE ARE COMMITTED TO EXCELLENCE THROUGH OPERATIONAL AND FINANCIAL STEWARDSHIP.
Our approach to excellence begins with a positive attitude. We are committed to delivering high quality
services to our diverse community at an affordable cost, with demonstrated value, in an expeditious
manner. We design our services with our stakeholder’s needs in mind. We provide opportunities to
gather feedback on our services in an inclusive way and look for merit in every idea. We do this to
ensure we are good stewards of taxpayer dollars, to create organizational and community pride in the
services we provide, and to create added value for our community.

INNOVATIVE
WE ARE INNOVATIVE.
We are an organization that constantly examines how we can get better and welcomes creative ideas
and new thinking. We value efficiency, technology, and agility and we have the courage to try new
approaches. We do this to create a flexible organization that can respond quickly to change, to create
value by providing more cost‐effective services, and to provide a means for employee ownership in the
services we provide.

COMMUNITY DRIVEN
WE ARE COMMUNITY DRIVEN.
All people who live, work, do business in, and visit Glendale are our priority. We value community
engagement and we constantly seek feedback to assess the varying needs of our community. We
welcome everyone and value the richness of skills, background, and experience that a diverse
community provides. We do this to honor our heritage, to create openness, and to ensure we are
equitably delivering the services that are most valued and needed in our community.

LEARNING ORGANIZATION
WE ARE A LEARNING ORGANIZATION.
We know that our ability to develop and deliver the highest quality services and to achieve operational
excellence for our stakeholders is dependent upon having a highly trained and developed workforce and
elected representation. We are committed to developing skills and cultivating leaders. We do this to
ensure that we are constantly getting better in everything we do and to create lifelong learners.

___________________________________________________________________________________
1

GLENDALE CITY OFFICIALS

Jerry Weiers
Mayor

Ian Hugh

Bart Turner

Lauren Tolmachoff

Vice Mayor/
Councilmember
Cactus District

Councilmember
Barrell District

Councilmember
Cholla District

Jamie Aldama

Ray Malnar

Joyce Clark

Councilmember
Ocotillo District

Councilmember
Sahuaro District

Councilmember
Yucca District

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2

GLENDALE COUNCIL DISTRICT BOUNDARIES

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3

GLENDALE ORGANIZATIONAL CHART

CITIZENS OF GLENDALE

Mayor & Council

Boards &
Commission

Police
Department
Rick St. John
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
Julie Bower

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

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4

MAP OF GLENDALE AND NEIGHBORING COMMUNITIES

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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
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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, 428 sworn officers and 137 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 department is comprised of 251 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
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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
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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

Sports & Entertainment District

• Gila River Arena, the home of the NHL Arizona Coyotes, and a host to
a variety of national and international concerts and shows
• 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

Special Events

• 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
• 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

Parks & Trails

• 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

www.GlendaleAZ.com
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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
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10

Glendale at a Glance

45 to 59 years
20.4%

30 to 44 years

Trade,
Transportation
& Utilities

8.4%

14.7%

Professional
& Business
Services

19.8%

10.2%

$46,453

Financial
Activities

20 to 29 years

Leisure &
Hospitality

Median
Household
Income

8.4%

15.2%

34.4 years

20.9%

Construction

10 to 19 years

Median Age

Education &
Health Services

12.8%

21.8%

Manufacturing
6%

11.5%

Me di

an H

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om

Pr

ic

Glendale’s Major Employers / # of Employees

6,650

7,000

0

11.8%

Other
Services

,00

13.9%

81

0 to 9 years

$1

4.3%

-

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years

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Po
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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.

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1,000

400

530

811

2,000

1,010

1,065

3,000

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www.GlendaleAZ.com
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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 more than 47,458 school aged children (5-17) in Glendale,
19.3% of the population
Arizona State University
at the West campus

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
Glendale Community College

Other Quick Facts About Glendale
• High School Diploma or Higher
82.5%
• Persons Per Household
2.89
• Non-English Language at Home
32.6%
Thunderbird School of Global
Management at ASU

• Number of Businesses
15,000+
• Land in Square Miles
60

www.GlendaleAZ.com
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12

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13

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Financial Organization Chart
____________________________________________________________________________________

TOTAL FY17-18 BUDGET
$672,000,000

OPERATING
$399,020,913

CONTINGENCY
$44,355,867

General Funds
$204,252,295

Enterprise Funds
$93,610,217

Internal Service
Funds
$54,301,589

Special Revenue
Funds
$46,856,812

1000
General
$200,643,560

2360+
Water and Sewer
$53,312,517

2540
Risk Management
Self Insurance
$2,967,948

1200
Utility Bill Donation
$200,000

1220
Arts Commission
Fund
$247,911

1120
Vehicle
Replacement
$3,608,735

2440
Landfill
$10,153,828

2560
Workers Comp.
Self Insurance
$2,279,542

1240
Court Security/
Bonds
$608,814

1300
Home Grant
$1,678,454

2480
Solid Waste
$14,238,231

2580
Benefits Trust Fund
$28,963,184

1310
Neighborhood
Stabilization Pgm
$227,368

1311
N'hood Stabilization
Pgm III
$227,300

2500
Pub Housing
Budget Activities
$15,905,641

2590
Fleet Services
$9,239,326

1320
C.D.B.G.
$4,215,127

1340
Highway User Gas
Tax
$10,597,408

2591
Technology
$8,323,272

1650
Transportation
Grants
$1,000,000

1660
Transportation
Sales Tax
$13,922,695

2592
Technology
Projects
$2,528,317

1760
Airport Special
Revenue
$692,826

1820
CAP Grant
$1,323,919

1830
Emergency Shelter
Grants
$208,992

1840
Grants
$7,528,537

1860
RICO Funds
$2,258,922

1885
Parks & Recreation
Designated
$68,877

Enterprise Funds
$13,100,000

General Funds
$2,000,000

Internal Service
Funds
$2,428,798

Special Revenue
Funds
$13,675,512

Permanent Funds
$5,735,583

Capital Funds
$7,415,974

2530
Training Facility
Revenue Fund
$1,849,662

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14

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Financial Organization Chart
____________________________________________________________________________________

CAPITAL
OUTLAY
$151,587,414

Capital Project
Funds
$77,654,356

1380
DIF-Libraries Blds
$1,755,029

1441+
DIF-Police Facilities
$332,453

1481+
DIF-Citywide
Recreation Fac
$797,000

1501+
DIF-Libraries
$1,764,424

1520
DIF-Citywide Open
Spaces
$318,100

1541+
DIF-Parks Dev
Zone 1
$552,278

1561+
DIF-Parks Dev
Zone 2
$165,438

1601+
DIF-Roadway
Improvements
$3,115,478

1980
Streets Constr. 1999 Auth
$12,472,714

2000
Hurf Street Bonds
$17,534,795

DEBT SERVICE
$77,035,806

Enterprise Funds
$63,132,697

Special Revenue
Funds
$7,938,140

Internal Service
Funds
$2,862,221

Debt Service
$54,375,573

2360+
Water and Sewer
$55,455,662

1220
Arts Commission
Fund
$883,849

2593
Citywide ERP
Solution
$2,862,221

1900
G.O. Bond Debt
Service
$20,203,317

2440
Landfill
$7,087,454

1650
Transportation
Grants
$218,055

1940
M.P.C. Debt
Service
$18,980,235

2480
Solid Waste
$589,581

2120
Airport Capital
Grants
$6,821,236

1950
Excise Tax Deb
Service
$8,040,521
1970
Transportation Debt
Service
$7,151,500

Enterprise Funds
$22,660,233

2040
Public Safety
Construction
$2,351,250

2060
Park Construction
$50,000

2070
General Gov
Capital Projects
$10,835,421

2100
Econ Dev. Constr1999 Auth
$7,000,000

2130
Cultural Bond Fund
$200,000

2140
Open Space/Trails
Constr-99Auth
$50,000

2180
Flood Control
Construction
$2,128,956

2210
Transportation
Capital Project
$16,231,020

2360+
Water and Sewer
$22,660,233

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15

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
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

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16

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
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.

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17

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Budget Calendar
____________________________________________________________________________________

FY17-18 BUDGET CALENDAR
July 2016 – February 2017
Budget staff analyzed revenue and expenditure data to assess the budget and economic
outlook for FY17-18. Discussions with the City Manager’s Office and other executive
management staff occurred during this time regarding numerous balancing options for
the FY17-18 revenue, operating, and debt service budgets.
Preparation of FY17-18 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.

November 2016 – February 2017
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 2016
A Five – Year Financial Forecast of the General Fund and all major operating funds was
presented to council December 20, 2016 at a council workshop. This discussion primarily
focused on the General Fund and opportunities to strengthen the city’s financial
position. The FY17-18 operating budget kickoff meeting with department directors and
staff to commence budget input was held on December 22, 2016. Input continued
through January 2017.

January 2017
Department’s base budgets submissions were due mid-January 2017. Review meetings
with department and budget office staff to discuss base budget submissions in late
January and continuing into February 2017.

February 2017
Review with City Council information on the upcoming FY17-18 Budget calendar, budget
process and discussion on policy guidance and input. Present information on long-term
and short term options, including items identified in the General Fund five year forecast
for consideration in the FY17-18 budget process.

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18

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Budget Calendar
____________________________________________________________________________________

March 2017
Council discussion continues on upcoming financial strategies. Key revenue projections
are presented. The city’s proposed Ten-year Capital Improvement Plan is also
presented.

April 2017
City Council holds two all day budget workshops for presentations of the Draft FY17-18
operating budget by department. An overview of the draft FY17-18 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 FY17-18 budget.

May 2017
Council holds a follow-up budget workshop on budget requests and items for policy
consideration.
City Council adopted a resolution approving the FY17-18 tentative budget, directing
publication of the tentative budget, giving notice of the June 13th date for the public
hearing on the FY17-18 final budget and a separate public hearing on the FY17-18
property tax levy. Notice is also given of the June 27th date for the adoption of the
FY17-18 property tax levy.

June 2017
City Council conducted a separate public hearing on the FY17-18 budget and convened a
special meeting to adopt a resolution approving the FY17-18 budget. Final adoption of
the FY17-18 Property Tax Levy is approved.

July 2017
Start of fiscal year 2017-2018.

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19

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Budget Process
____________________________________________________________________________________

FY17-18 BUDGET PROCESS
Overview
The FY17-18 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 FY17-18 budget were the challenges of aging infrastructure, the level of
General Fund contractual obligations, and unfunded mandates as a result of recent litigation of
the Arizona Public Safety Retirement System. 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
FY17-18 operating budget and the FY 2018-2027 capital improvement plans were evaluated. A
series of budget workshops were held from February to May 2017. A final balanced plan was
established in May 2017 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 FY17-18 budget, the Council adopted the budget and thereby set the
expenditure limitation for FY17-18. The chart on the following page illustrates the broad outline
of the FY17-18 budget development process.
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20

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Budget Process
____________________________________________________________________________________
Revenue Collections
Analyzed. Tentative FY1718 Operating Budget
Developed. Capital
Budget Requests
Prepared

Budget Staff Compilation
and Analysis
(Dec. '16 - February '17)

Setting Date for Budget
Adoption and Property
Tax Levy Public Hearings
5/23/17

Public Hearing - Adopt
Final Budget
6/13/17

Public Hearing Property
Tax Levy

Adoption of Tentative
Budget 5/23/17

6/13/17
Adoption of Levy
6/27/17

City Managers, Executive
Leadership Team Review

Council Budget Workshop
Sessions

February '17

2/17 - 05/17

Budget Basis of Account
The City prepares its annual budget on a basis which differs from the GAAP basis. A budgetary
comparison schedule for the general fund is included as required supplementary information to
provide a meaningful comparison of actual results to budget on a budget basis. Budgetary
comparison schedules for all other funds are presented as other supplemental information
after the combining statements. In all cases, the budgetary schedules include a reconciliation of
the adjustments required to convert the budgetary revenues and expenditures or changes in
net position on a budgetary basis, to revenues and expenditures/expenses or changes in net
position on a GAAP basis.
Examples of major reconciling items between Budget Basis and GAAP basis revenues and
expenditures are;
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.

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21

ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Budget Process
____________________________________________________________________________________
d. Proceeds from sale of assets is not recognized as revenue on a GAAP basis.
e. Inventory is expensed at the time it is used.
f. Depreciation expense is not budgeted as an expense.
g. Beginning fund balance is not recognized as a revenue on a GAAP basis.
h. Indirect cost allocation of expenditures is not recorded as a GAAP expense and
revenue.
i.

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.

j.

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.

k. Capital outlays within the enterprise funds are recorded as assets on a GAAP basis and
expended on a budget basis.
l.

Inventory is expensed at the time it is used.

m. Depreciation expense is not budgeted as an expense.
The City-wide and proprietary fund financial statements are reported using the economic
resources measurement focus and the accrual basis of accounting. Revenues are recorded
when earned, and expenses are recorded when a liability is incurred, regardless of the timing of
related cash flows. Property taxes are recognized as revenues in the year for which they are
levied. Grants and similar items are recognized as revenue as soon as all eligibility requirements
imposed by the provider have been met.
Governmental fund financial statements are reported using the current financial resources
measurement focus and the modified accrual basis of accounting. Revenues are recognized as
soon as they are both measurable and available except as described below in relation to grants.
Revenues are considered to be available when they are collected within the current period or
soon enough thereafter to pay liabilities of the current period. For this purpose, the City
considers revenues to be available if they are collected within 60 days of the end of the current
fiscal period. Expenditures generally are recorded when a liability is incurred, as under accrual
accounting. However, principal and interest on general long-term debt are recorded as fund
liabilities when due or when amounts have been accumulated in the related debt service fund
for payments to be made shortly after fiscal year-end.

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ANNUAL BUDGET
INTRODUCTION
Fiscal Year 2017-2018
Budget Process
____________________________________________________________________________________
Revenues susceptible to accrual because of their availability include property tax, sales tax,
highway user’s tax, state shared sales tax, vehicle license tax, and interest earned on
investments. Licenses and permits, charges for services, fines and forfeitures, and
miscellaneous revenues are recorded as revenues when received in cash because they are
generally not measurable until actually received. In applying the susceptible to accrual concept
to intergovernmental revenues, the decision to accrue depends on the terms of the
arrangement or agreement. Generally, these resources are reflected as revenue at the time of
receipt or earlier if they meet the available criterion. Certain grant revenues are recognized
based on expenditures recorded.

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 or reclassified for a range
consolidation by account type.

____________________________________________________________________________________
23

2016
Achieved an
unprecedented
3-step G.O.
bond rating
upgrade from
BBB+ to

Staff turnover reduced
from 20.2% in FY 2013
to less than

(Standard
and Poor’s
rating agency)

6 companies
expanded in Glendale
and 7 new businesses
located here, resulting in

CITY OF GLENDALE, AZ

accomplishments
The Police
Department saw
a 7% drop
in theft, burglary
and arson crimes

10%
in 2016

A+

The Fire Department
continued to have the highest
number of fire/EMS calls
per unit in the entire Valley,
responding to 41,566
incidents in 2016

1,398 jobs

350,000
people to downtown
Glendale

$10 million

8,170

14,019

543

public
education events
and classes were
conducted—reaching
17,963 attendees,
34 of them multilingual

Office of Special Events
produced 12 Signature
Festival Events drawing

351,000+
tons of refuse at the landfill
processed, generating over
potholes were
repaired and

Police responded
to 181,333 calls
for service

in revenue

200

miles of street
were swept

24,000,000+
pounds of
materials
recycled

trees
planted

City of Glendale
Public Libraries
earned a

92%
Library Customer

Service Satisfaction
Rate
Glendale libraries offered
a Universal Class database
with over
instructional classes

56,000 people

attended events at the
Glendale Civic Center.
The Glendale Civic
ranking
Center received the
by the Arizona Business Magazine’s
Ranking Arizona publication, for the
6th consecutive year

#1

Innovation and
Technology
implemented
virtual terminals for
library patron use

130

With a coordinated
national and international
media campaign by the
Glendale Convention
and Visitors Bureau,
gross hotel room sales
jumped

400

17%

The building area of all
new permits issued was
Neighborhood
Services assisted

3,521 volunteers

in completing 9,374
hours of service
Community
Revitalization
provided
assistance to

34,825

people through
federal grants

4,080,372 SF

while the valuation of
building permits issued was

$248,573,316

City of Glendale had

90,911

GUS Bus riders

158,911

square feet of turf
was converted to desert
landscaping, which is
equivalent to almost
3.6 million
gallons
in potable water
savings each year

13.9 billion

gallons of water
was treated and
supplied to customers

Fiscal Year 2017-2018 Annual Budget Book

Budget Message

ANNUAL BUDGET
BUDGET MESSAGE
Fiscal Year 2017-2018
City Manager's Budget Message
____________________________________________________________________________________

FY17-18 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 FY17-18 annual
budget and ten-year Capital Improvement Plan. The FY17-18 Final
Budget totals $672.0 million which is a 3% decrease over the prior
year’s budget. The decrease is primarily attributable to a reduction in
the city’s Capital Improvement Plan.
Overall, the goal of the FY17-18 budget is to remain vigilant and
focused on the continued improvement of the city’s financial stability
while maintaining a high quality of service delivery; addressing
previously deferred asset maintenance; and, continuing progress
toward the development of a holistic, thoughtful, strategic plan to
guide service delivery and resource allocation that is aligned throughout the entire organization
with City Council policy. Development of the budget centered around the following key
priorities:






Financial Stability and Sustainability
o $50 million unrestricted fund balance by year FY19-20
o No projected deficits over the 5-year planning forecast
o Continued review of financial policies
Excellence in Service Delivery
o Budget requests are driven by customer and service delivery needs
o Existing programs are retained without cuts in service levels
Investment in Capital Improvements and Infrastructure
o Affordable budget increases to address previously deferred asset maintenance
Strategic Planning
o Implementation of a holistic management framework for the entire organization
o Using data and evidence to guide decision making
o Establishing measurable performance metrics and targets
o Funding for initiatives to improve efficiency

Budget Approach
The city’s financial policies were the guiding principles in developing the FY17-18 financial
forecast and ultimately the recommended budget to the City Council. The overall goals
underlying the city’s financial policies include fiscal conservatism, flexibility, and adherence to
the highest accounting and management practices.

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25

ANNUAL BUDGET
BUDGET MESSAGE
Fiscal Year 2017-2018
City Manager's Budget Message
____________________________________________________________________________________

Strategic Planning Initiatives
It is critical for the city to have an established strategy to guide future budget development and
resource alignment. This strategy must focus on creating long-term and sustainable results for
the community’s future success. A formal strategic plan is the foundation of City Council policy
and creates an emphasis on specific objectives to address resident, business, and organizational
development needs. Every aspect of the strategic plan is rooted in the mission, vision, and
value statements crafted by City Council after gathering insights from both internal and
external focus groups. These statements serve as guiding principles for the organization and
articulate actionable standards the community can expect from their local government.
The city is using the Balanced Scorecard framework for strategic plan development and ongoing
performance management. One of the unique aspects of the Balanced Scorecard is that it
intentionally engages all levels of the organization in the strategy development process, from
line employees through City Council. This “buy-in” approach supports an extremely important
aspect of service delivery – organizational culture. Creating engagement, dialogue, and
ownership of the strategic planning process throughout the entire organization fosters a
positive culture that both supports and requires strategic thinking, leadership development,
cohesiveness, and stewardship.
City-wide strategic objectives have been developed by a multi-disciplinary team of employees
representing various career development stages, tenures, and operational functions. The
strategic objectives concentrate on addressing four themes identified by the executive
leadership team, then approved by City Council. The strategic themes align with the city’s
mission, vision, and value statements and include: Stakeholder Engagement, Community
Livability, Financial Stewardship, and Superior Service Delivery. Implementation of the citywide
strategic plan is expected to begin this Fall after City Council approval.

Revenues
Total revenues for FY17-18 are projected at $536.8 million. The General Fund revenues are the
largest source at $214.4 million. These revenues are primarily used for general government
operations. Key General Fund revenues are sales taxes ($106.4 million), property taxes ($5.6
million), and State Shared Revenues ($63.0 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 $124.5 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 included in the FY17-18 budget; however, city staff is
currently undertaking several rate studies and will continue to monitor the financial viability of
these enterprise funds to ensure adequate fund balances are maintained.

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26

ANNUAL BUDGET
BUDGET MESSAGE
Fiscal Year 2017-2018
City Manager's Budget Message
____________________________________________________________________________________

Operating Budget Highlights
The total FY17-187 Operating Budget is $399 million which is a 2% increase over the FY16-17
Operating Budget of $391 million. A few of the highlights of the proposed budget include:












No increase to the Primary Property Tax Levy
Continued funding of vehicle replacements
Funding for maintenance of police body cameras and related safety equipment
Addition of a half-time position for Code Enforcement and absorption of two Code
Enforcement positions which were previously grant funded
Increased staffing in the city attorney’s office to address the demands of the city’s
specialized Mental Health Court
Increased staffing in Engineering to complete infrastructure projects, funded by the
Enterprise Funds
Funding of a pilot program in the Convention and Visitor’s Bureau (CVB) to increase
hotel occupancy
Increased funding to replace aging residential recycling containers
Funding for strategic initiatives including stakeholder surveys and organizational training
aimed at improving service delivery
Funding to assess the condition and management of the city’s property holdings
Funding to address City Council Office staffing needs

A total of 13.25 new full-time equivalent positions (FTE’s) have been added to the FY17-18
operating budget to address key priorities:
 Service Delivery/Efficiencies – 7 Positions
 Capital and Infrastructure - 5 Positions
 Public Safety – 1.25 Positions
Public Safety remains a top priority for FY17-18. Police and Fire Departments represent the
largest operating budgets within the General Fund, with expenditures totaling $131.5 million,
or 64%. The next largest share of General Fund expenses is Non-Departmental at $15 million.
The Non-Departmental budget includes appropriation for items which are not specific to a
particular department or program. Examples include arena management fees, the second of
five annual payments for the Stadium agreement, and various development agreement and
sales tax rebate payments. Transfers out include a maintenance of effort payment of just over
$1.0 million to the Enterprise Funds as directed by the City Council. Total General Fund
appropriations also include $2.0 million in contingency, which can be used for unforeseen
expenditures or unexpected revenue shortfalls which may occur during the budget year.

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27

ANNUAL BUDGET
BUDGET MESSAGE
Fiscal Year 2017-2018
City Manager's Budget Message
____________________________________________________________________________________

____________________________________________________________________________________
28

Fiscal Year 2017-2018 Annual Budget Book

Financial Guidelines

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
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 FY17-18 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 FY17-18 forecasts were utilized to examine the revenue and expenditure structures for the
five year period of FY17-18 through FY21-22. 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 FY17-18 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

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29

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
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
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 nonpersonnel 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.

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ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
____________________________________________________________________________________
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 FY17-18 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
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

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ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
____________________________________________________________________________________
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, $110. 50 in goods purchased in 1986 would cost approximately $247.
70 in 2016.
The following table shows the historical percentage increase in the CPI-U since 1986 as
reported by the U. S. Department of Labor, Bureau of Labor Statistics.
CPI - Urban Users (Western Region)
Year
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997

Index % Increase
110.5 Base Year
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%
157.6
2.67%
161.4
2.41%

Year
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009

Index % Increase
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%
219.6
3.49%
218.8
-0.36%

Year
Index % Increase
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
243.0
1.74%
2016
247.7
1.93%
2017*
252.5
1.92%
1987 - 2016 Avg
2.80%
2007 - 2016 Avg
1.88%
2012 - 2016 Avg
1.72%
* 2017 = Jan to Apr Average

The annual inflation rate has averaged 2. 80% since 1987. The ten-year period inflation rate
averaged 1. 88% and the five-year inflation rate averaged 1. 73%. Inflationary assumptions used
in the Five-Year Financial Forecasts for non-personnel costs averaged 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 2017
most current population figure is 245,895
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.
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Fiscal Year 2017-2018
Five-Year Financial Forecast
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City of Glendale Population at Start of Fiscal Year
Year
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001

a

b

c

d

Population
117,348
122,392
127,486
132,581
137,675
142,769
148,134
151,558
155,916
161,688
168,874
182,615
186,500
191,612
196,820
208,095
219,705
223,748

% Increase
4.49%
4.30%
4.16%
4.00%
3.84%
3.70%
3.76%
2.31%
2.88%
3.70%
4.44%
8.14%
2.13%
2.74%
2.72%
5.73%
5.58%
1.84%

e

f

g
g
g
g
g

Year
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018*
2019*

Population
225,206
227,712
229,501
231,126
230,455
230,643
230,658
229,241
226,721
227,416
229,008
232,035
234,632
240,126
242,527
245,895
248,354
250,838

% Increase
0.65%
1.11%
0.79%
0.71%
-0.29%
0.08%
0.01%
-0.61%
-1.10%
0.31%
0.70%
1.32%
1.12%
1.00%
1.00%
1.00%
1.00%
1.00%

Notes:
a

1985 Special Census

b

1990 Census

f 2010 Census

c

1995 Special Census - includes Luke AFB

g US Census Bureau - State & County Quick Facts

d

2000 Census

e 2005 Special Census (September 1)

* Projected Population Figures
All population counts and estimates from 1995 forward include Luke AFB

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 FY17-18 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.

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Fiscal Year 2017-2018
Five-Year Financial Forecast
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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 the city’s cost of health
insurance increases would average 4.8% over the five year period.
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
FY17-18 through FY21-22 were estimated as follows.

Arizona State Retirement System
Public Safety Retirement - Police
Public Safety Retirement - Fire
Elected Officials Retirement System

FY17-18 FY18-19 FY19-20 FY20-21 FY21-22
11.50% 11.51% 11.52% 11.53% 11.55%
45.38% 45.43% 45.47% 45.52% 45.56%
42.08% 42.12% 42.16% 42.21% 42.25%
23.50% 23.50% 23.50% 23.50% 23.50%

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.

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Fiscal Year 2017-2018
Five-Year Financial Forecast
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


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 $36. 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 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
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ANNUAL BUDGET
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Fiscal Year 2017-2018
Five-Year Financial Forecast
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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% of the city’s
General Fund revenue through
FY21-22.
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. 8%
in FY17-18 and average approximately 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
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 30. 4%, or $63. 1 million of estimated operating revenue
in FY17-18.
The forecast assumes an overall percentage of State-Shared revenue averaging 30% through
FY21-22. The forecast for each State-Shared 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

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ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
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in future state shared revenue formulae. The average annual growth rate for State-Shared
Revenue is projected to be between 2% and 4% during the five-year forecast period.

Property Tax
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. 7 million forecasted for FY17-18. 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.

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ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
____________________________________________________________________________________
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.
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 FY17-18 were forecasted at $10 million or about 69. 8%
of the other revenue category which is projected to total $14. 3 million in FY17-18. 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 20, 2016 follows:
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Fiscal Year 2017-2018
Five-Year Financial Forecast
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ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
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Other Major Funds
Five-year forecasts for the other major funds were also presented to the Council on December
20, 2016 and used as a basis to set the FY17-18 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
$56 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. 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
FY17-18 Through FY21-22 with FY16-17 Comparative Date
FY12-13
FY16-17
Actual
Budget
Rev Est

FY17-18

FY18-19

Forecast
FY19-20

14,576,183
22,275
-

14,721,945
22,498
-

FY20-21

FY21-22

Revenue & Other Financing Sources
HURF Revenue
Ins. Reimb
Other Revenue
Bond Proceeds
Interest
Transfers In (GO Bonds)

14,288,974
21,836
-

14,288,974
21,836
-

14,431,864
22,054
-

10,000,000

16,500,000

14,310,810

14,310,810

14,453,918

24,598,458

31,244,443

14,891,887

15,040,806

(3,233,562)
(66,600)
(487,306)
(2,937,956)
(2,904,984)
(108,790)
(563,564)
(21,038,574)
-

(3,233,562)
(66,600)
(487,306)
(2,937,956)
(2,904,984)
(108,790)
(563,564)
(10,519,287)
-

(3,298,233)
(66,600)
(497,052)
(2,967,336)
(2,963,084)
(110,966)
(574,835)
(11,000,000)
-

(3,364,198)
(66,600)
(506,993)
(2,997,009)
(3,022,345)
(113,185)
(586,332)
(11,000,000)
-

(3,431,482)
(66,600)
(517,133)
(3,026,979)
(3,082,792)
(115,449)
(598,059)
(11,000,000)
-

(3,500,112)
(66,600)
(527,476)
(3,057,249)
(3,144,448)
(117,758)
(610,020)
(11,000,000)
-

(3,570,114)
(66,600)
(538,025)
(3,087,821)
(3,207,337)
(120,113)
(622,220)
(11,000,000)
-

Total Expenditures & Other Financing Uses

(31,341,336)

(20,822,049)

(21,478,106)

(21,656,662)

(21,838,494)

(22,023,662)

(22,212,230)

Total Income (Loss)

(17,030,526)

(6,511,239)

(7,024,188)

2,941,796

9,405,949

(7,131,775)

(7,171,424)

(720,000)

(300,000)

(500,000)

(500,000)

(500,000)

(500,000)

(500,000)

(17,750,526)

(6,811,239)

(7,524,188)

2,441,796

8,905,949

(7,631,775)

(7,671,424)

19,455,592
1,705,066

19,455,592
12,644,353

12,644,353
5,120,165

5,120,165
7,561,961

7,561,961
16,467,910

16,467,910
8,836,136

8,836,136
1,164,711

Total Revenue & Other Financing Sources

-

14,869,164
22,723
-

15,017,856
22,950
-

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
GO Credit

Contingency
Total Income/(Loss) w/ Contingency

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency
FB Policy 15% of Op Revenue

$ 2,164,780 $

2,186,427 $ 2,208,292 $ 2,230,375 $

2,252,678

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ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
____________________________________________________________________________________
Transportation Sales Tax
The Transportation Sales Tax Funds
support 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. Transportation sales tax
revenues are expected to grow at the same pace as the General Fund sales tax increases over
the five-year forecast period (approximately 2. 5% annually). Capital projects for the five-year
period total $28. 5 million. Transit operations remain stable over the forecast period and do not
include service level reductions. Debt service obligations of approximately $7 million annually
have been incorporated into the five-year forecast as well as nominal inflation for operational
expenses.
Transportation Sales Tax Funds - Five-Year Financial Forecast
FY17-18 Through FY21-22 with FY16-17 Comparative Date
FY16-17
Budget

Rev Est

25,053,441
124,000
140,000
900,000

Forecast
FY17-18

FY18-19

FY19-20

FY20-21

FY21-22

25,053,441
124,000
140,000
900,000

25,930,311
124,000
140,000
900,000

26,708,220
124,000
140,000
900,000

27,509,467
124,000
140,000
900,000

28,059,656
124,000
140,000
900,000

28,340,253
124,000
140,000
900,000

26,217,441

26,217,441

27,094,311

27,872,220

28,673,467

29,223,656

29,504,253

(2,995,765)
(48,000)
(1,130,552)
(6,581,900)
(330,500)
(339,062)
(1,821,454)
(13,757,015)
(7,144,000)
-

(2,995,765)
(48,000)
(1,130,552)
(6,581,900)
(330,500)
(339,062)
(1,821,454)
(13,757,015)
(7,144,000)
-

(3,055,680)
(48,960)
(1,153,163)
(6,713,538)
(337,110)
(345,843)
(1,857,883)
(6,150,935)
(7,146,500)
-

(3,116,794)
(49,939)
(1,176,226)
(6,847,809)
(343,852)
(352,760)
(1,895,041)
(5,918,732)
(7,145,000)
-

(3,179,130)
(50,938)
(1,199,751)
(6,984,765)
(350,729)
(359,815)
(1,932,942)
(3,526,082)
(7,143,400)
-

(3,242,712)
(51,957)
(1,223,746)
(7,124,460)
(357,744)
(367,012)
(1,971,600)
(3,536,162)
(6,810,600)
-

(3,307,567)
(52,996)
(1,248,221)
(7,266,949)
(364,899)
(374,352)
(2,011,032)
(9,389,620)
(6,810,600)
-

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

(34,148,248)

(34,148,248)

(26,809,613)

(26,846,153)

(24,727,552)

(24,685,993)

(30,826,236)

Total Income (Loss)

(7,930,807)

(7,930,807)

284,698

1,026,067

3,945,915

4,537,663

(1,321,983)

Contingency

(2,100,000)

(2,100,000)

(1,300,000)

(1,300,000)

(1,300,000)

(1,400,000)

(1,400,000)

(10,030,807)

(10,030,807)

(1,015,302)

(273,933)

2,645,915

3,137,663

(2,721,983)

38,401,599
28,370,792

38,401,599
28,370,792

28,370,792
27,355,490

27,355,490
27,081,557

27,081,557
29,727,472

29,727,472
32,865,135

32,865,135
30,143,153

Total Expenditures & Other Financing Uses

Total Income/(Loss) w/ Contingency

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency
FB Policy 10% of Op Revenue

$ 2,619,431 $ 2,697,222 $ 2,777,347 $

2,832,366 $ 2,860,425

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ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
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.
PSST - Police Sales Tax Fund - Five-Year Financial Forecast
FY17-18 Through FY21-22 with FY16-17 Comparative Date
FY16-17

Forecast

Budget

Rev Est

FY17-18

FY18-19

FY19-20

16,086,459
16,086,459

FY20-21

FY21-22

16,086,459
-

16,649,485

17,148,970

17,663,439

18,016,708

18,196,875

16,086,459

16,649,485

17,148,970

17,663,439

18,016,708

18,196,875

(16,986,459) (16,986,459)

(17,549,485)

(18,048,970)

(18,563,439) (18,916,708)

(19,096,875)

(16,986,459) (16,986,459)

(17,549,485)

(18,048,970)

(18,563,439) (18,916,708)

(19,096,875)

(900,000)

(900,000)

Revenue & Other Financing Sources
City Sales Tax
Other Revenue
Total Revenue & Other Financing Sources

Expenditures & Other Financing Uses
Transfers Out
Total Expenditures & Other Financing Uses
Total Income (Loss)

Contingency
Total Income/(Loss) w/ Contingency

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency

FB Policy 5% of Op Revenue

(900,000)
-

(900,000)
-

-

-

(900,000)
-

(900,000)
-

(900,000)
-

(900,000)

(900,000)

(900,000)

(900,000)

(900,000)

(900,000)

(900,000)

7,159,623
6,259,623

7,159,623
6,259,623

6,259,623
5,359,623

5,359,623
4,459,623

4,459,623
3,559,623

3,559,623
2,659,623

2,659,623
1,759,623

$

832,474 $

857,449 $

883,172 $

900,835 $

909,844

____________________________________________________________________________________
42

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
____________________________________________________________________________________

PSST - Fire Sales Tax Fund - Five-Year Financial Forecast
FY17-18 Through FY21-22 with FY16-17 Comparative Date
FY16-17

Forecast

Budget

Rev Est

FY17-18

FY18-19

FY19-20

FY20-21

FY21-22

8,100,273

8,100,273

8,383,783

8,635,296

8,894,355

9,072,242

9,162,964

8,100,273

8,100,273

8,383,783

8,635,296

8,894,355

9,072,242

9,162,964

(8,200,273)

(8,200,273)

(8,483,783)

(8,735,296)

(8,994,355)

(9,172,242)

(9,262,964)

(8,200,273)

(8,200,273)

(8,483,783)

(8,735,296)

(8,994,355)

(9,172,242)

(9,262,964)

(100,000)

(100,000)

(100,000)

(100,000)

(100,000)

(100,000)

(100,000)

Revenue & Other Financing Sources
City Sales Tax
Total Revenue & Other Financing Sources

Expenditures & Other Financing Uses
Transfers Out
Total Expenditures & Other Financing Uses
Total Income (Loss)

Contingency
Total Income/(Loss) w/ Contingency

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency
FB Policy 5% of Op Revenue

-

-

-

-

-

-

-

(100,000)

(100,000)

(100,000)

(100,000)

(100,000)

(100,000)

(100,000)

1,060,070
960,070

1,060,070
960,070

960,070
860,070

860,070
760,070

760,070
660,070

660,070
560,070

560,070
460,070

419,189 $

431,765 $

444,718 $

453,612 $

458,148

$

____________________________________________________________________________________
43

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
____________________________________________________________________________________
Solid Waste Enterprise Fund
This fund supports refuse collection and disposal services to homes and businesses in the city.
Over the five-year forecast period, assuming constant revenues and minimal expenditure
growth, a structural deficit exists. It is important to note that, depending on the timing of
capital outlay projects and fund performance, future rate adjustments may be necessary. While
revenues from operations are predicted to sustain operational costs through FY16-17, without
taking additional financial measures, the fund balance will be reduced below the Council
established minimum during the forecast period. Capital purchases, primarily for the
replacement of vehicles, will need to be deferred until there is sufficient fund balance. Staff will
continue to monitor and update the financial plan for potential changes in capital projects or
potential rate adjustments.
Solid Waste Fund - Five-Year Financial Forecast
FY16-17 Through FY20-21 with FY16-17 Comparative Date
Budget

FY16-17
Rev Est

FY17-18

FY18-19

Forecast
FY19-20

FY20-21

FY21-22

Revenue & Other Financing Sources
Commercial Sanitation Revenue
Commercial Sanitation Rolloff
Residential Sanitation
Miscellaneous Bin Service
Internal Charges
Interest
Other Revenue
Transfers In
Lease Proceeds

2,817,000
800,000
10,683,150
100,500
115,000
7,000
101,000
125,392
-

2,817,000
800,000
10,683,150
100,500
115,000
7,000
101,000
125,392
-

1,831,085
804,000
10,736,566
101,003
115,000
7,035
101,000
136,153
-

1,840,240
808,020
10,790,249
101,508
115,000
7,070
101,000
145,714
-

1,849,441
812,060
10,844,200
102,016
115,000
7,105
101,000
148,403
-

1,858,688
816,120
10,898,421
102,526
115,000
7,141
101,000
150,237
-

1,867,981
820,201
10,952,913
103,039
115,000
7,177
101,000
220,026
-

Total Revenue & Other Financing Sources

14,749,042

14,749,042

13,831,842

13,908,801

13,979,225

14,049,133

14,187,337

(3,896,203)
(253,600)
(729,313)
(2,883,822)
(2,534,820)
(1,093,950)
(2,743,923)
(2,982,261)
-

(3,896,203)
(253,600)
(729,313)
(2,883,822)
(2,534,820)
(1,093,950)
(2,743,923)
(2,982,261)
-

(3,974,127)
(253,600)
(743,899)
(2,883,822)
(2,534,820)
(1,093,950)
(2,743,923)
(1,434,224)
-

(4,053,610)
(253,600)
(758,777)
(2,883,822)
(2,534,820)
(1,093,950)
(2,743,923)
(1,842,530)
-

(4,134,682)
(253,600)
(773,953)
(2,883,822)
(2,534,820)
(1,093,950)
(2,743,923)
(1,485,639)
-

(4,217,375)
(253,600)
(789,432)
(2,883,822)
(2,534,820)
(1,093,950)
(2,743,923)
(1,215,845)
-

(4,301,723)
(253,600)
(805,220)
(2,883,822)
(2,534,820)
(1,093,950)
(2,743,923)
(1,494,560)
-

(17,117,892)

(17,117,892)

(15,662,365)

(16,165,032)

(15,904,389)

(15,732,767)

(16,111,618)

(2,368,850)

(2,368,850)

(1,830,523)

(2,256,231)

(1,925,163)

(1,683,634)

(1,924,281)

(200,000)

(200,000)

(200,000)

(200,000)

(200,000)

Expenses & Other Financing Uses
Wages and Salaries
Overtime
Benefits
Supplies and Contracts
Utilities/Landfill
Vehicle Maintenance & Fuel
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
FB Policy 10% of Op Revenue

-

-

(2,368,850)

(2,368,850)

(2,030,523)

(2,456,231)

(2,125,163)

(1,883,634)

(2,124,281)

4,279,325
1,910,475

4,279,325
1,910,475

1,910,475
(120,048)

(120,048)
(2,576,280)

(2,576,280)
(4,701,443)

(4,701,443)
(6,585,077)

(6,585,077)
(8,709,359)

$

1,369,569 $

1,376,309 $

1,383,082 $

1,389,890 $

1,396,731

____________________________________________________________________________________
44

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
____________________________________________________________________________________
Landfill Enterprise Fund

This fund includes the activities at the Glendale Landfill including waste disposal, recycling and
the materials recovery facility. Over the five-year forecast period, revenues are expected to
remain stable with no assumed rate increases. Although there are no planned fee adjustments,
it is important to note that depending on the timing of capital outlay projects and fund
performance, future rate adjustments may be necessary.
A recent permit modification provides an additional four years of waste disposal in the south
cell and will allow the landfill to stage construction activities for the north cell over the next
seven years. This allowed the Landfill enterprise to defer a number of capital projects and
reduced the five-year CIP total to $21. 9 million. It is anticipated that the capital improvement
projects will remain pay-as-you-go until FY21-22 when a bond sale may be necessary. Staff will
continue to monitor the performance of the fund for future financing options.
Landfill Fund - Five-Year Financial Forecast
FY17-18 Through FY21-22 with FY16-17 Comparative Date
FY16-17
Budget

Rev Est

FY17-18

FY18-19

Forecast
FY19-20

FY20-21

FY21-22

Revenue & Other Financing Sources
Recycling Sales
Tipping Fees
Staff & Adm Chargebacks
Internal Charges
Interest
Other Revenue
Transfers In
Bond Proceeds
Transfers In (GO Bonds)
Total Revenue & Other Financing Sources

1,565,500
5,371,644
431,000
2,550,000
45,450
324,625
658,308
-

1,565,500
5,371,644
431,000
2,550,000
45,450
324,625
658,308
-

1,581,155
5,425,360
431,000
2,575,500
45,905
324,625
714,806

1,596,967
5,479,614
431,000
2,601,255
46,364
324,625
764,996
-

1,612,937
5,534,410
431,000
2,627,268
46,828
324,625
779,117
-

1,629,066
5,589,754
431,000
2,653,541
47,296
324,625
788,743
-

1,645,357
5,645,652
431,000
2,680,076
47,769
324,625
1,155,134
10,000,000

10,946,527

10,946,527

11,098,351

11,244,821

11,356,185

11,464,025

21,929,613

(3,056,569)
(79,000)
(429,080)
(4,369,734)
(325,000)
(461,875)
(1,335,668)
(8,028,308)
--

(3,056,569)
(79,000)
(429,080)
(4,369,734)
(325,000)
(461,875)
(1,335,668)
(4,130,509)
--

(3,117,700)
(80,580)
(437,662)
(4,457,129)
(331,500)
(471,113)
(1,362,381)
(3,557,978)
-

(3,180,054)
(82,192)
(446,415)
(4,546,271)
(338,130)
(480,535)
(1,389,629)
(1,028,598)
-

(3,243,655)
(83,835)
(455,343)
(4,637,197)
(344,893)
(490,145)
(1,417,422)
(2,480,176)
-

(3,308,529)
(85,512)
(464,450)
(4,729,941)
(351,790)
(499,948)
(1,445,770)
(3,979,116)
-

(3,374,699)
(87,222)
(473,739)
(4,824,539)
(358,826)
(509,947)
(1,474,685)
(10,903,084)
-

(18,085,234)

(14,187,435)

(13,816,043)

(11,491,824)

(13,152,666)

(14,865,056)

(22,006,743)

(7,138,707)

(3,240,908)

(2,717,691)

(247,002)

(1,796,482)

(3,401,031)

(77,130)

(500,000)

(500,000)

(500,000)

(500,000)

(500,000)

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
FB Policy 15% of Op Revenue

(500,000)

-

(7,638,707)

(3,240,908)

(3,217,691)

(747,002)

(2,296,482)

(3,901,031)

(577,130)

9,049,671
1,410,964

9,049,671
5,808,763

5,808,763
2,591,072

2,591,072
1,844,069

1,844,069
(452,412)

(452,412)
(4,353,443)

(4,353,443)
(4,930,573)

1,557,532 $

1,571,974 $

1,586,560 $

$

1,601,292 $

1,616,172

____________________________________________________________________________________
45

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
____________________________________________________________________________________
Water & Sewer Enterprise Funds
These funds support the delivery of water and sewer treatment services to Glendale residents
and businesses. Activities are completely self-supported through water sales, sewer user fees,
and other related charges. The forecast indicates that without taking one or more additional
financial measures, the fund balance is projected to fall below the minimum level established
by Council policy. In addition, the debt service coverage ratio (Net Annual Operating
Income/Annual Debt Service) which is established in the bond covenants is projected to fall
below the required minimum during the forecasted period. Over the five-year forecast period,
additional financial measures will need to be taken in order to meet all of the financial
obligations of the water and
sewer utility.
The forecast incorporates all
estimated operational costs, with
nominal inflation. The expense
category includes all costs related
to personnel services, contractual
and commodities. Also included
are the current debt service
obligations, averaging $23. 5
million per year plus additional
anticipated bond financing to
support the capital plan starting
in FY18-19. Capital Outlay
included in the plan totals $253
million for the next five years.
Staff will continue to monitor and
update the financial plan for
potential changes in capital
projects, bond funding or
potential rate adjustments.

____________________________________________________________________________________
46

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Five-Year Financial Forecast
____________________________________________________________________________________
Water & Sewer Funds - Five-Year Financial Forecast
FY17-18 Through FY21-22 with FY16-17 Comparative Date
FY16-17

Forecast
FY19-20

Budget

Rev Est

45,484,000
31,830,000
1,820,000
82,000
253,500
3,550,000
8,000,000
229,388
91,248,888

45,484,000
31,830,000
1,820,000
82,000
253,500
3,550,000
734,096
229,388
83,982,984

45,711,420
31,989,150
1,820,000
82,000
253,500
875,000
2,624,329
449,025
83,804,424

45,939,977
32,149,096
1,820,000
82,000
233,500
875,000
25,000,000
11,325,376
481,905
117,906,854

46,169,677
32,309,841
1,820,000
82,000
253,500
875,000
50,000,000
29,211,467
489,218
161,210,703

46,400,525
32,471,390
1,820,000
82,000
253,500
875,000
40,000,000
14,398,840
492,623
136,793,879

46,632,528
32,633,747
1,820,000
82,000
233,500
875,000
10,000,000
940,000
499,673
93,716,448

(13,694,188)
(372,000)
(5,113,287)
(20,702,369)
(4,090,500)
(754,200)
(7,171,269)

(13,694,188)
(372,000)
(5,113,287)
(20,702,369)
(4,090,500)
(754,200)
(7,171,269)

(13,968,072)
(375,720)
(5,215,553)
(20,909,393)
(4,362,996)
(837,772)
(7,396,094)

(14,247,433)
(379,477)
(5,319,864)
(21,118,487)
(4,406,626)
(837,772)
(7,544,016)

(14,532,382)
(383,272)
(5,426,261)
(21,329,671)
(4,450,692)
(837,772)
(7,694,896)

(14,823,029)
(387,105)
(5,534,786)
(21,542,968)
(4,495,199)
(837,772)
(7,848,794)

(15,119,490)
(390,976)
(5,645,482)
(21,758,398)
(4,540,151)
(837,772)
(8,005,770)

(91,892,694)
(8,000,000)
(20,150,983)
(171,941,490)

(19,883,000)
(734,096)
(20,150,983)
(92,665,892)

(34,425,000)
(2,624,329)
(20,125,983)
(110,240,911)

(48,715,000)
(11,325,376)
(22,640,233)
(136,534,284)

(52,349,000)
(29,211,467)
(25,447,783)
(1,921,904)
(163,585,100)

(39,929,000)
(14,398,840)
(25,080,483)
(5,765,711)
(140,643,688)

(19,760,000)
(940,000)
(24,408,733)
(8,840,757)
(110,247,528)

(80,692,602)

(8,682,908)

(26,436,487)

(18,627,430)

(2,374,397)

(3,849,809)

(16,531,080)

(2,000,000)

(2,000,000)

(2,000,000)

(2,000,000)

(2,000,000)

FY17-18

FY18-19

FY20-21

FY21-22

Revenue & Other Financing Sources
Water Revenue
Sewer Revenue
Development Permits/Fees/Impact
Staff & Adm Chargebacks
Interest
Miscellaneous (Includes Rental Income)
Bond Proceeds
Reimb. outside sources (IGA)
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.
Vehicle Replacement
Capital Outlay
Pyramid Peak- Peoria Reimb.(IGA)
Debt Service
Debt Service on New Bonds
Total Expenses & Other Financing Uses
Total Income (Loss)

Contingency
Total Income/(Loss) w/ Contingency

Beginning Fund Balance - With Contingency
Ending Fund Balance - With Contingency
FB Policy 50% of Op Revenue

(2,000,000)

-

(82,692,602)

(8,682,908)

(28,436,487)

(20,627,430)

(4,374,397)

(5,849,809)

(18,531,080)

99,106,995
16,414,393

99,106,995
90,424,087

90,424,087
61,987,600

61,987,600
41,360,170

41,360,170
36,985,773

36,985,773
31,135,964

31,135,964
12,604,884

40,365,535 $

40,549,786 $

40,755,009 $

40,951,208 $

41,138,388

$

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.

____________________________________________________________________________________
47

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
Financial Policies
____________________________________________________________________________________

FINANCIAL POLICIES
A key component of the FY17-18 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 FY17-18 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.

____________________________________________________________________________________
48

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
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.

____________________________________________________________________________________
49

ANNUAL BUDGET
FINANCIAL GUIDELINES
Fiscal Year 2017-2018
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.

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Financial Policies
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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

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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.
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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

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Financial Policies
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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
consideration substantially equal to its expenditure or provides direct assistance to those in
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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.

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a. For FY17-18, debt service is 12.1% 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.
Any usage of this reserve must be approved by the majority of the City Council, and the
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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;
a. The target for Working Capital will be 50% of operating expenses.
b. The Senior Lien Debt Service Coverage Ratio target will be 1.85.
c. The target for Days Cash on Hand will be 250 days.
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.

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Fiscal Year 2017-2018 Annual Budget Book

Budget Summaries

ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
Summary
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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 $672 million for Fiscal Year 2017-2018 (FY17-18). This represents a 3% decrease
over the prior year total budget of $693 million. The budget decrease is mainly attributable to a
reduction in the city’s Capital Improvement Plan.






The operating budget finances the day-to-day provision of city services and totals
$399 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 $151.6 million.
The debt service budget is used to repay money borrowed by the city, primarily for
capital improvements, and totals to $77 million.
The final component of the budget is the contingency appropriation at $44.4 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 (59%) and capital (23%) appropriations are the
largest components of the FY17-18 budget and account for 82% of the total appropriations.
Both are discussed on the following pages.

FY17-18 Total Appropriations
Operations
59%

Capital
23%

Contingency
7%

Debt Service
11%

Total $672 million

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Fiscal Year 2017-2018
Summary
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The following chart outlines the financial plan for FY17-18. 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
7/1/2017
41.4
63.2
5.9
25.8
110.3
17.4
264.0

Total Sources
244.7
103.7
53.7
59.2
148.8
55.8
665.9

Total Uses
243.7
136.1
54.4
85.1
216.5
65.3
801.1

Estimated
Balance
6/30/2018
42.4
30.8
5.2
0
42.6
7.8
128.9

*Other i ncl udes Perma nent Funds

Operating Budget
The development of Glendale’s FY17-18 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 FY17-18 budget was sought at the public hearing on June 13, 2017.
In December 2016, 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.

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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 2016, the Budget and Finance Department kicked off the budget process for FY1718. 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 FY17-18 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 FY17-18 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 third 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 FY1718. 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.

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The Council reviewed the city
manager’s proposed balanced
Operating Budget by Type
budget at the workshop sessions
beginning in February, and
General
concluding in May 2017, where
51%
pertinent issues surrounding the
upcoming fiscal year operating,
capital and debt service budgets
were discussed. The draft budget,
as revised by Council, became the
Special
tentative FY17-18 budget. It was
Revenue
Internal
published and made available for
12%
Service
further public review prior to the
Enterprise
14%
public hearing and formal
23%
adoption of the final budget on
June 13, 2017. 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
2018-2027 totals $1.0 Billion. The first year of the plan is the only year appropriated by Council.
For FY17-18, $151.6 million in capital investments is planned. This includes $59.8 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
22%
Water/Sewer
36%

Grants
5%

Landfill/Solid
Waste
5%

Other
10%

Development

Bond Funds
16%

Total CIP $151.6 million Impact Fees
6%

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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 $672 million for FY17-18. 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 self-supporting through
revenue for the services provided. For these funds, the city charges a fee for a specific service,
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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.

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. 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 FY17-18. 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.
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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
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BUDGET SUMMARIES
Fiscal Year 2017-2018
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
$147,047 to augment projected revenue collections of $545,779 in FY17-18.
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
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 FY17-18 as a
result of planned expenditures related to designated facilities. This fund also includes a
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Fiscal Year 2017-2018
Summary
____________________________________________________________________________________
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
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 $1.6698 to $1.6140. 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 FY17-18 as a result of the recent bond issue/refinancing. All debt service is paid for
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Fiscal Year 2017-2018
Summary
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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.
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 FY17-18. Interest income of
$26,000 will increase the projected FY17-18 ending fund balance to $5.7 million of which the
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BUDGET SUMMARIES
Fiscal Year 2017-2018
Summary
____________________________________________________________________________________
entire amount is appropriated as contingency and can only be used pursuant to the perpetual
care fund ordinance.

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 $38.5
million in FY17-18 due to significant planned capital expenditures totaling $55.5 million.
Examples of FY17-18 capital projects include groundwater treatment plant improvements,
water reclamation facility improvements, as well as planned line replacements and extensions.
A revenue budget of $83 million helps cover the operating and debt service expenditures. The
annual operating budget includes estimated expenses for salaries, electricity, chemical
treatments, supplies, and equipment totaling $53.3 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 million to about $2 million in
FY17-18, primarily due to anticipated large capital expenditures. The FY17-18 operating budget
totals $10 million and planned capital expenditures related to a landfill soil excavation, scalehouse/road relocation project, gas system modifications and heavy equipment purchases total
$7.1 million. The FY17-18 projected revenues total $10.4 million.
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Fiscal Year 2017-2018
Summary
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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 increase from $1.9 million to $2.0
million in FY17-18, which is a result of a planned decrease in expenditures for large capital
equipment (i.e., roll-off trucks, front and side-load trucks, loose trash equipment, etc.).
Projected revenues of $15.4 million are offset by operating expenditures totaling $14.2 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 $15.9
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. FY17-18 projected revenues total just less than $15.5 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 FY17-18 with approximately a $2 million dollar
fund balance, initially unchanged year over year. The Workers’ Compensation Fund ending fund
balance is projected to be approximately $5.7 million in FY17-18. This is based on Council’s
direction to 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.

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Summary
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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.

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BUDGET SUMMARIES
Fiscal Year 2017-2018
Revenues
____________________________________________________________________________________

REVENUES
Total revenues available
to the city in FY17-18
Revenue by Fund Type
from all sources are
estimated at $536.8
Enterprise
General
million, of which $214.4
23%
40%
million or 40% goes into
the General Fund (GF)
group. Other revenues
include Enterprise Funds
Special
23% or $124.6 million,
Revenue
mainly generated through
Capital/Other
19%
user fees. Special
Debt
Service
Internal
4%
Revenue Fund sources at
4%
Service
19% or $102 million are
10%
restricted for the special
Total $536.8 million
purpose of each fund’s
activity. The largest of this type is from the Transportation Sales Tax Fund at $26 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 $214.4 million in total General Fund (GF) revenue in FY17-18. Sales
tax represents the largest category at $106.4 million. In June 2012, the City Council approved an

General Fund Revenue Summary
Sales Tax
50%

State Shared
29%
Misc.
10%

Franchise Fees
2%
Development Property Tax
3%
2%

Lic./Fees
4%

Total $214.4 million
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Fiscal Year 2017-2018
Revenues
____________________________________________________________________________________
increase of 7/10ths of one cent in the city’s sales tax across all categories (such as retails,
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 General Fund 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 FY17-18, 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 FY17-18, this revenue is expected to grow by 4.6% from the FY16-17
estimate. The growth can be attributed to the economic development activities which
are expected to generate additional construction sales tax revenue.
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 FY17-18.
State income tax – this revenue is projected to grow by 7.1% for FY17-18 based on the
improved collections in FY15-16 (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 General Fund 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 FY17-18, city sales tax, state sales tax, state income tax and motor
vehicle in-lieu revenues are expected to comprise 79% of all GF revenue, or $170 million of the
$214.4 million.
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The city’s General Fund 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.

City Sales Tax
This revenue represents 50% of General Fund revenue and is the fund’s largest source. The GF
portion of the city sales tax pays for general 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 FY17-18, the
revenue budget is $106.4 million,
which is a 2.9% increase over the
FY16-17 budget. This year’s sales
tax projection includes tax
received from the Arena,
Stadium, Zanjero and the Bed
Tax.

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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 $63.1 million by
the end of FY17-18, 3% more than the FY6-17 estimate of $61.3 million, as explained below.

The distribution of state sales and income tax revenue is based upon the relation of the city’s
population to the total state 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 FY17-18 will reflect the
income tax the state collected in FY15-16. The state’s 2016 income tax receipts were slightly
higher than the 2015 receipts. As a result, Glendale’s share of state income tax revenue is
expected to increase by $761,681 from $29.4 million in FY16-17 to $30.1 million in FY17-18.
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
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types of sales taxes – such as retail – are used to calculate the distribution amount. The
projection for FY17-18 is $22.8 million. The FY17-18 motor vehicle in-lieu tax projection is
$10.2 million, which is the highest amount during the past ten-year period.
Primary Property Tax
Arizona’s property tax system consists of two tiers. The primary property tax levy has statemandated maximum limits, and a city 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 FY17-18, the primary property tax rate will not increase. As a result, the increase in primary
property taxes received from FY16-17 to FY17-18, or $63,034, is attributed to new properties
only.
Salt River Project
(SRP) in-lieu revenue
represents the quasigovernmental
agency’s payment inlieu of a property tax,
which it is exempt
from paying. This
revenue source is
projected at $278,315
for FY17-18.
Franchise Fees
Franchise fees are paid to the city by the electric, gas and cable companies operating within the
city. These fees increase when the various utilities increase their rates and, to a 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 FY1718 projection of $4.4
million is essentially
flat compared to FY1516. In fact, collections
have been at this level
since FY09-10 due to
minimal customer growth and competition from alternate service providers.

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Revenues
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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 FY17-18 is $3.9 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, and rental income from the use of city facilities. As a
group these sources are expected to generate $8 million in FY17-18.

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 FY17-18 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
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Revenues
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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.

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.

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The original one-tenth
rate includes food for
home consumption (e.g.,
groceries) while the
additional four-tenths
rate excludes food for
home consumption.
Two-thirds of the total
revenue is 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 FY17-18 revenue projection is $16.6 million for Police and $8.4 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.
Transportation Sales Tax (Fund 1660)
The primary source of revenue for this fund is the 0.5% sales tax levied within the city
boundaries, which
include all special
districts
(Arena/Westgate,
Stadium and
Zanjero). The
revenue is deposited
in the
Transportation Sales
Tax Fund (Fund
1660). Proposition
402 was approved
by Glendale voters
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Revenues
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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 $26.2 million in FY17-18 compared to the $25.3 million estimated for FY16-17.
Other sources of FY17-18 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 FY17-18.
Highway User Revenue Fund (HURF) (Fund 1340):
The source of
this fund’s
revenue is
the state’s
Highway User
Revenue
Fund (HURF).
HURF is
commonly
called the
gasoline tax
although
there are
several
additional
transportation-related 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.
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 FY17-18 are expected to be $15.6 million,
which is an increase over the FY16-17 projection of $14.3 million.

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Airport (Fund 1760):
Airport revenues
consist of user fees,
lease proceeds,
commercial activities
and other fees, and
are projected to
generate $545,779
FY17-18.
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.

Enterprise Fund Group
Water/Sewer (Funds 2360, 2400 & 2420)
Water and
Sewer User
Fees,
budgeted at
$87.6 million
(illustrated in
chart above)
represent
nearly 96% of
all utility fees
for FY17-18.
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

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$83.4 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
Total Water &
sewer revenue projection by
applying several factors such
as historical trend data,
Water
statistical analyses, economic
Revenues
and legal consideration as
58%
well consulting with
independent consulting firm.
In FY16-17 the city hired and
independent consultant to
conduct a Utility Rate Study. A
Utility Advisory Committee,
comprised of citizens was
Dev. Fees
establish to help the city
2%
throughout the rate study
process. The final rate study
Total $83.4 million
will be presented to council
for consideration of a rate adjustment in the upcoming FY17-18.

Sewer Revenues
Sewer
Revenue
38%

Other
Revenue
2%

Landfill (Fund 2440)
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.
Various rates are charged to the landfill customers based on activity and location of the
customer. Internal
customers (City
Landfill Revenue
Tipping
Departments) and
Fees
Internal
residents pay a reduced
51%
Charges
tipping fee. External
26%
customers, outside of
the city usually pay a
higher rate to help offset
the rising cost of using
future landfill spaces.
The internal and
Recycling
Misc/Other
residential tipping fees
Staff & Adm
Sales
4%
are projected to
Chargebacks
15%
generate $7.9 million in
Total $10.4 million 4%
revenue for the Landfill.
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The tipping fees paid by private haulers, as well as businesses and individuals not located in
Glendale, will continue to be a higher rate per ton in FY17-18.
Staff prepares
landfill revenue
projection by
applying several
factors such as
historical trend
data, statistical
analyses,
economic and
legal
considerations,
as well as
consulting with
an independent
consulting firm.
In FY17-18, 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 FY17-18 are $10.4 million.

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.
During the FY16-17 the city underwent a comprehensive rate analysis for the Solid Waste
services. A Utility Advisory Committee, comprised of citizens was establish to help the city
throughout the rate study process. The final rate study will be presented to council for
consideration of a rate adjustment in the upcoming FY17-18.

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The FY17-18
total revenue
of $15.3 million
comes
primarily from
two sources:
residential
collection fees
are projected
at $11.4
million, and
commercial
collection fees,
projected at
$3.8 million.
The residential
and
commercial collection programs account for 99% of the solid waste revenues.

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EXPENDITURES
Operating Budget
The FY17-18 operating budget totals $399 million, which is a 2.1% increase over the FY16-17
budget of $391 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 FY17-18 operating budget includes
increases for all salary and personnel related increases, as well as one-time costs for technology
and equipment.

Historical Operating Budgets
410,000,000
400,000,000
390,000,000
380,000,000
370,000,000

360,000,000
350,000,000
340,000,000
330,000,000
320,000,000
2018

2017

2016

2015

2014

310,000,000

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 FY16-17 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.

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Table 1
Comparison of Operating Budgets
Fund Name

FY 2017

FY 2018

General (1000)
Vehicle Replacement (1120)

196,653,699
4,732,500

200,643,560
3,608,735

2.0%
-23.7%

201,386,199

204,252,295

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

13,247,233
10,302,762
5,807,981
2,501,744
3,683,422
1,674,704
227,300
229,443
6,092,550

13,922,695
10,597,408
7,528,537
2,258,922
4,215,127
1,678,454
227,300
227,368
6,201,001

5.1%
2.9%
29.6%
-9.7%
14.4%
0.2%
0.0%
-0.9%
1.8%

Sub-Total Special Rev Fund Group

43,767,139

46,856,812

7.1%

51,897,813
10,056,926
16,047,175
14,135,631

53,312,517
10,153,828
15,905,641
14,238,231

2.7%
1.0%
-0.9%
0.7%

Sub-Total Enterprise Fund Group

92,137,545

93,610,217

1.6%

Benefits Trust Fund (2580)
Risk Management Self Insurance (2540)
Workers Comp. Self Insurance (2560)
Fleet Services ( 2590)
Technology (2591/2592/2593)

26,825,620
2,951,560
2,204,924
9,163,611
12,530,935

28,963,184
2,967,948
2,279,542
9,239,326
10,851,589

8.0%
0.6%
3.4%
0.8%
-13.4%

53,676,650
54,301,589
$390,967,533 $399,020,913

1.2%
2.1%

Sub-Total General Fund Group

Water/Sewer (2360/2400/2420)
Landfill (2440)
Community Housing Services (2500)
Solid Waste (2480)

Sub-Total Internal Svc Fund Group
Grand Total: Operating Budget

% Change

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, parks 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.
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____________________________________________________________________________________
The General Fund has the largest operating budget, totaling $200.6 million for FY17-18. This is a
slight increase of 2.0% over the FY16-17 General Fund amount of $196.7 million. This increase is
due to salary and benefit increases, as well as increases to the city’s contribution to the Public
Safety Personnel Retirement System (PSPRS). New positions were added in a few General Fund
departments, as well as some previously grant funded public safety positions being moved from
Fund 1840 to the General Fund.
The next group is the
special revenue fund
group with an increase of
7.1% in budgeted
expenditures for FY17-18.
Significant changes within
the individual funds
include the Other Federal
and State Grants (Fund
1840) operating budget
increase of $1.7 million,
or 29.6%, and C.D.B.G
(Fund 1320) operating
budget increase of $500K, or 14.4%. 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
Neighborhood Stabilization Program III (Fund 1311), 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 1.6% increase in budget for the Enterprise Fund
Group can be mainly attributable to Water/Sewer operations. The budget increase is primarily
attributed to additional new positions and personnel cost increases from changes in city
policies. The Internal Service Fund Group budget increase is attributable to additional
contributions required to maintain adequate financial reserves in the Benefits Trust Fund and
Workers Compensation Self-Insurance Fund. A decrease in the number of Technology Projects
results in a budget reduction for the Information Technology Fund. 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.

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Table 2
Operating Budgets by Department (All Funds)
Department Name
Police Services
Public Works
Water Services
Fire Services
Community Services
Human Resources & Risk Mgt
Innovation and Technology
Public Facilities, Recreation, & Special Events
Non-Departmental
Budget and Finance
City Court
Development Services
City Attorney
Public Affairs
Mayor & Council
Economic Development
City Manager
City Clerk
City Auditor
Miscellaneous Grants

Total Operating Budget

FY 2017

FY 2018

% Change

90,917,718
71,919,673
48,503,367
45,749,817
29,534,885
33,811,729
12,530,935
12,056,223
18,076,424
7,491,408
5,063,688
5,156,293
3,263,392
2,213,033
1,336,675
999,682
974,440
841,880
375,679
150,592

94,127,820
72,389,719
50,058,317
47,465,448
29,874,048
36,084,298
10,851,589
13,012,111
15,285,275
7,938,539
5,321,346
5,563,522
3,392,597
2,250,448
1,518,032
1,125,563
895,059
730,752
386,430
750,000

3.5%
0.7%
3.2%
3.8%
1.1%
6.7%
-13.4%
7.9%
-15.4%
6.0%
5.1%
7.9%
4.0%
1.7%
13.6%
12.6%
-8.1%
-13.2%
2.9%
398.0%

390,967,533

399,020,913

2.1%

The largest operating budget is the Police Services Department, which accounts for $94.1
million or 24% 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 $72.4
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
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;

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Expenditures
____________________________________________________________________________________








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 $50.1 million, which
makes up 13% 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 $47.5 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.
Human Resources & Risk Management totals $36.1 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 $29.9 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:

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____________________________________________________________________________________




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
Fire Services
12%

Police Services
24%

Public Works
18%
Water Services
13%

Human
Resources
& Risk Mgt
9%

Development
Public Facilities
Svcs
3%
1%
Community
Innovation and
NonServices
Other
Tech
Budget and
Departmental
7%
Departments
3%
Finance
4%
4%
2%
Total $399 million
The Miscellaneous Grants budget increase is for anticipated additional grant opportunities that
may arise during the fiscal year. The Non-Department budget includes various city-wide
expenditures that are not specific to one department or activity. The decrease budget amount
is a result of a one-time payment for the NHL Coyotes at the Gila River Arena that was required
in the prior fiscal year. The Non-Departmental budget for FY17-18 includes funding for Strategic
Initiatives and one-time funding for the AZSTA settlement with the Arizona Cardinals.
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 $16.4
million or 4% of the total operating budget.

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Staffing and Personnel
As with any service organization, personnel costs are a significant part of the total operating
budget of the city. In fact, 52% or $206.2 million of the $399 million FY17-18 operating budget
is attributable to wages, salaries and benefits, as shown in Table 3. Approximately 75% of the
General Fund $200.6 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

99,129,923
15,224,042
23,697,746
5,129,758
$143,181,469

28,907,397
1,687,827
2,508,568
548,132
$33,651,924

13,694,166
1,649,676
4,022,666
713,357
$20,079,865

8,678,613
234,215
371,070
10,868
$9,294,766

Total
Estimated
Personnel
Compensation
150,410,099
18,795,760
30,600,050
6,402,115
$206,208,024

Table 4 on the following page provides a comparison of staffing levels in recent years for all
funds which accounts for all changes in authorized staffing city-wide. For FY17-18 a total of
14.25 Full-Time Equivalent (FTE) positions were added. The bar chart to the below shows the
FY17-18 ratio of 7.3 FTEs per 1,000 in population is less than the 9.6 FTEs per 1,000 in FY08-09.
Schedule 7, found in the Schedules section of this document, provides detail on the city’s
authorized staffing by position.

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Expenditures
____________________________________________________________________________________

Table 4
Staffing Levels by Fund
(Full-Time Equivalents)

Fund

2013-14

2014-15

2015-16

2016-17

2017-18

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

1,010.75
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

1,199.00
235.00
0.00
70.00
0.00
51.25
43.00
46.00
0.00
21.00
9.00
8.75
5.50
0.00
6.00
0.00
2.00
3.75
0.00
19.00
0.00
0.00
0.00
1.00
0.00
1.00
2.00
30.00
32.00

Total

1,712.50

1,726.70

1,742.25

1,771.00

1,785.25

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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 FY17-18. Beginning balances for
all funds are estimated at $264 million and the ending fund balances are estimated at $128.9
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
Est. Beg. Fund
Balance
Fund
General Funds
41,449,083
Special Revenue
63,211,030
Debt Service
5,880,506
Permanent Funds
5,709,583
Capital Projects
25,858,922
Enterprise
110,267,233
Internal Service
11,667,997
Total
$ 264,044,354

Revenue
214,690,313
102,019,693
20,377,342
26,000
22,348,445
124,597,905
52,789,193
$ 536,848,891

Expenditures
206,252,295
68,470,464
54,375,573
5,735,583
85,070,330
192,503,147
59,592,608
$ 672,000,000

Adj. Financial
Resources
49,887,101
96,760,259
(28,117,725)
0
(36,862,963)
42,361,991
4,864,582
$ 128,893,245

Transfers In
30,012,003
1,667,272
33,367,256
0
36,862,963
24,249,909
2,939,693
$ 129,099,096

Transfers Out
(37,453,587)
(67,610,547)
0
0
0
(24,034,962)
0
$ (129,099,096)

Est. Ending
Fund Balance
42,445,517
30,816,984
5,249,531
0
0
42,576,938
7,804,275
$ 128,893,245

General Fund (Fund 1000) Operating Expenditures
The total General Fund operating budget for FY17-18 is $204.3 million (including Vehicle
Replacement Fund). 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 $88.1
million, is the largest component
of the General Fund budget. It is
followed by Fire Services at
approximately 21% or $43.4
million. Public Facilities and
Events represent 6% or $12.9
million. Public Works is at 6% or
$12 million. These departments
represent 76% of the General
Fund operating budget. The
remaining 24% is represented by
all other departments detailed
below.

General Fund Operating Budget
by Department
Police
Services
43%

Other
24%

Public
Facilities &
Events
6%

Fire Services
21%
Public Works
6%

Total $204.3Million

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BUDGET SUMMARIES
Fiscal Year 2017-2018
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 FY16-17 General Fund operating budgets by department to FY17-18.

Table 6
General Fund Operating Budget By Dept
Dept Name

FY 2017
Budget

FY 2018
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

84,738,048
42,560,721
17,876,424
11,780,970
12,829,452
6,066,010
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

88,114,762
43,413,023
15,085,275
12,918,234
12,023,767
5,564,336
5,388,471
4,712,532
4,859,390
3,392,597
2,250,448
1,873,624
1,518,032
1,125,563
895,059
730,752
386,430

4.0%
2.0%
-15.6%
9.7%
-6.3%
-8.3%
8.1%
6.0%
13.9%
4.0%
1.7%
2.4%
13.6%
12.6%
-8.1%
-13.2%
2.9%

$201,386,199

$204,252,295

1.4%

Total

% Change

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 $37.5
million is projected in FY17-18. Included within the transfer is $18.2 million to the Municipal
Property Corporation debt service fund and another $8 million to the Excise Tax Debt Service
Fund are both to cover principal and interest payments related to several capital projects such
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ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________
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. Other transfers help to offset operations of the Airport ($147,047), 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
54%

Operating
46%

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 FY17-18 expenses are
budgeted at $13.9 million for
operations. This includes
services for transit such as
dial-a-ride and fixed route bus
lines. $16.2 million is planned
for Capital Improvements

Airport Fund Expenditures
The Airport Fund operating budget is $692,826. It is funded by airport revenues of $545,779
with the remaining $147,047 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
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.

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ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________

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
39%

Contingency
8%

Operating
37%

Debt
Service
16%

The operating budget for this fund is $53.3 million for FY17-18. Customer and Environmental
Services are budgeted at $3.8 million and service both water and wastewater customers. $11.9
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 $20.9 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 FY17-18 and they account for the $55.5 million in
capital expenditures. Debt service is budgeted at $22.7 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 $12 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.

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BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________

Landfill Fund Expenditures
The total FY17-18 operating budget for the
Landfill Fund is $10.2 million. Landfill
operations total $4.7 million, the materials
recovery facility accounts for $2.6 million
and other recycling is $1.1 million, which
combined accounts for nearly 84% of the
operating budget. The remaining $1.5
million is for solid waste administration and
landfill gas management.
The FY17-18 capital budget totals $7.1. million, and includes funding for modifications to the
landfill gas system,.soil excavation and the phased construction of the north cell, and some
equipment replacement. The fund also has a $700,000 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 FY17-18 is $14.2 million,
relatively unchanged from
FY16-17. Residential curb
service includes trash,
recycling and loose trash
collection and accounts for
$10.6 million or 75% of the
operating budget. The
commercial front-load and
roll-off divisions account for
another $3.6 million.

Solid Waste Fund Budget
Operating
96%

Capital
4%

The FY17-18 capital budget
includes $589,581, mainly for the purchase of replacement 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.

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ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________

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 $29 million for
FY17-18.

Capital Improvement Plan Expenditures
The total capital budget for FY17-18 is $151.6 million. Of this, $59.8 million is carryover funding
from the prior year. The annual budget appropriation for FY17-18 represents the first year of
funding of the ten year Capital Improvement Plan (CIP). Transportation and Street projects total
$49.6 million, representing 33% of the Capital Improvement budget. Water and Sewer projects
total $55.5 million and account for 37% of the CIP budget. For more details, please refer to the
Capital Improvement Plan section of this document.
The carryover funding of $59.8 million represents projects that have been budgeted in prior
years, but not yet completed. New project funding for the FY17-18 CIP totals $91.7 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.

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ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
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
•Moody's
A1
•Standard & Poor's
A+
GO Bond Ratings
planned future capital
projects could result in the
need for additional capital
Senior Lien Excise Tax •Moody's
A1
financing. Decisions
•Standard & Poor's
AA+
Revenue Bonds
regarding the use of debt
will be based in part on the
Subordinate Lien Excise •Moody's
A1
long-term needs of the city,
•Standard
&
Poor's
AA
Tax Revenue Bonds
the limitations mentioned
above and discussed in
more detail in the material
Water and Sewer
•Moody's
A1
following this section, and
•Standard & Poor's
AA
Revenue Obligations
the amount of cash that can
be dedicated in a given
Transporation Excise Tax •Moody's
A2
fiscal year to capital outlay.
•Standard & Poor's
AA
Revenue Bonds
Glendale belief in a
disciplined, systematic
approach to debt management has produced a stable credit ratings. During the previous fiscal
year the city’s bond ratings increased across the board.
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/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

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ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
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 2018 Debt Service by Type
G.O.
26%

Water & Sewer
29%

Transporation
9%

M.P.C.
25%
Excise
11%

Total $77.0 Million

Budgeted Debt Service for FY17-18 totals $77.0 million. The largest type of debt service is
Water and Sewer Bonds totaling $22.6 million or 29% of total debt service. The second largest
type of debt service is GO debt that is not paid from Enterprise Revenues (such as Water and
Sewer revenue for select GO Bonds issued for Water and Sewer projects) is serviced through
the secondary property tax levies. Other debt includes Municipal Property Corporation Debt
(MPC) debt service
totaling $19.0 million,
Excise Tax Debt
Service totaling $8.0
million, the HURF
Debt Service was paid
off in FY15-16. The
MPC and Excise Tax
debt is serviced
directly from General
Fund revenues. Table
1 on the next page
represents the 5-Year
Debt Payment
Schedule.

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BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________

Table 1
5-Year Debt Payment Schedule
Payments**
FY17-18

Bond Description

Payments**
FY18-19

Payments**
FY19-20

Payments**
FY20-21

Payments**
FY21-22

Final
Payment
Date

MPC Tax Funded Debt (Fund 1940)
Existing
MPC Bonds - Series 2003B - T axable

82,584

82,584

82,584

82,584

82,584

2033

-

-

-

-

2018

MPC Bonds - Series 2008A

1,523,600

MPC Bonds - Series 2008B - T axable

4,296,809

4,291,034

4,290,460

4,293,808

MPC Bonds - Series 2012A*

2,203,050

2,439,550

1,104,750

1,359,750

MPC Bonds - Series 2012B*

1,981,000

1,981,000

1,981,000

4,196,000

5,190,250

2033

MPC Bonds - Series 2012C*

8,670,250

8,670,250

8,670,250

12,630,250

12,942,250

2038

192,943

2,237,943

4,578,750

18,950,235

19,702,361

20,707,794

22,562,392

22,505,556

Excise T ax Debt Bonds - Series 2015A*

6,136,500

10,150,750

10,246,500

10,319,500

10,375,000

2033

Excise T ax Debt Bonds - Series 2015B*

544,271

544,271

544,271

544,271

544,271

2033

1,349,750

2,864,750

2,864,300

2,867,500

2,864,200

2033

8,030,521

13,559,771

13,655,071

13,731,271

13,783,471

MPC Bonds - Series 2012D* - T axable
MPC Tax Funded Debt Total

4,290,472
-

-

-

2033
2021

2020

Excise Tax Funded Debt (Fund 1950)
Existing

Excise T ax Debt Bonds - Series 2016*
Excise Tax Funded Debt Total
Property Tax Funded Debt (Fund 1900)
Existing
General Obligation Bonds - Series 2003

4,421,700

-

-

-

-

2018

General Obligation Bonds - Series 2007

4,709,250

-

-

-

-

2018

General Obligation Bonds - Series 2009B

3,588,125

3,559,400

3,533,275

3,504,225

3,474,556

2030

General Obligation Bonds - Series 2010*

2,912,800

5,007,800

4,442,800

3,505,300

3,504,800

2022

General Obligation Bond - Series 2015*

2,597,750

9,493,750

9,493,750

10,990,350

7,701,750

2022

General Obligation Bond - Series 2016A*

548,625

548,625

548,625

548,625

548,625

2036

General Obligation Bond - Series 2016B*

1,100,067

592,438

621,839

629,606

1,601,322

2027

19,878,317

19,202,013

18,640,289

19,178,106

16,831,054

Property Tax Funded Debt Total
Water & Sewer Revenue Funded Debt (Fund 2380)
Existing
Subordinate Lien W&S Rev Bonds - Series 2008

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*

7,853,050

7,851,800

7,481,000

6,813,500

6,482,250

2028

Senior Lien W&S Bonds - Series 2015*

9,955,525

15,957,125

15,960,625

15,956,375

15,958,375

2028

22,640,233

25,447,783

25,080,483

24,408,733

24,079,483

T ransp Sales T ax Obligations Bond - Series 2007

4,551,350

4,549,850

4,548,250

315,450

315,450

2032

T ransp Sales T ax Obligations Bond - Series 2015*

2,595,150

2,595,150

2,595,150

6,495,150

6,495,150

2031

Transportation Sales Tax Funded Debt Total

7,146,500

7,145,000

7,143,400

6,810,600

6,810,600

Water & Sewer Revenue Funded Debt Total

-

-

-

-

2018

Transp. Sales Tax Rev Funded Debt (Fund 1970)
Existing

Total Debt S ervice Payments (All Funds)

$

76,645,806

$

85,056,927

$

85,227,035

$

86,691,102

$

84,010,163

* Refunding
** Does not include fees ($390,000)

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ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
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 FY 2007-16 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, 2017

Public Safety

•$104,473,000

Landfill

•$15,540,000

Library

•$17,096,000

Streets/Parking1,2

•$50,533,000

Cultural/Historical1

•$13,721,000

Transit1

•$6,750,000

Econ. Development

•$22,047,000

Govt.

Facilities1

•$24,000,000

Open Space/Trails

•$50,525,000

Parks

•$14,637,000

Flood Control

•$10,032,000

Water and Sewer

•$10,000,000

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 numbers reflect 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.
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102

ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
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, 2017.

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

$73,633
$0
$73,633

1,2

20% Limitation
Less Direct Bonded Debt to
be Outstanding
Unused 20% Borrowing
Capacity

$245,444
$120,000
$125,444

Based on 2018 limited assessed value of $1,227,220,727

2

Public safety, streets, parking and transportation facilities debt prior to Prop. 104 is included in the 20%
category

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BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________
Capacity is expected to increase as outstanding principal payments are made and as property
values increase. Table 3 below shows that with no planned bond sales in the first five years of
the plan, capacity in both categories is expected to rise. Starting in FY15-16 the city has no
outstanding debt in the 6% category. In FY15-16 the city issued additional bonds in the amount
of $27.2M for the parking lot at Westgate.

Table 3
Projected G.O. Debt Capacity
(All Dollar in Thousands)

Fiscal
Year
2018
2019
2020
2021
2022
1

Projected 1 Limited
Property Value
$1,227,221
$1,264,037
$1,301,958
$1,341,017
$1,381,248

Limitation
(A)
6%
$73,633
$75,842
$78,118
$80,461
$82,875

2

20%
$245,444
$252,807
$260,392
$268,203
$276,250

Outstanding Debt
(B)
6%
$0
$0
$0
$0
$0

2

20%
$120,000
$105,190
$90,500
$75,810
$61,120

Projected
Remaining 1
Capacity (A-B)
6%
20%
$73,633 $125,444
$75,842 $147,617
$78,118 $169,892
$80,461 $192,393
$82,875 $215,130

FY 2017 figure reflects tax year 2016 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 FY17-18 as
well as future
valuations,
projected to grow
3% per year for
FY18-19 through
FY23-24.

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ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________

Secondary Property Tax Rate
For the FY17-18 budget, the total property rate was decreased to $2.0772 from the prior year
rate of $2.1490. The FY17-18 city’s primary property tax rate is $.4632 per $100 of assessed
valuation and the secondary property tax rate is $1.6140 per $100 of assessed valuation.
The Council voted to not increase the secondary property tax rate in FY17-18, 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 FY16-17, the secondary property tax levy was based upon the net secondary assessed
value of Glendale properties. Due to the passage of Proposition 117, FY17-18 is the third 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 $19,587,858 to $19,807,342 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.
 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.

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BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________

Table 4
Assessed Valuation & Tax Rate, Resources and Debt
(All Dollars in Thousands with Exception of Tax Rate)

Fiscal
Year
2018
2019
2020
2021
2022
2023

Primary
Assessed
Valuation
$1,227,221
$1,264,037
$1,301,958
$1,341,017
$1,381,248
$1,422,685

E
Estimated
s
Secondary
t
Property
i
Tax Rate
m
$1.6284
$1.5810
$1.5349
$1.4902
$1.4468
$1.4047

Estimated
Secondary
Property
Tax Rev.
$19,984
$19,984
$19,984
$19,984
$19,984
$19,984

Build
America
Bond
Subsidy
$525
$498
$468
$438
$405
$371

Fund
Total
1480 DIF
Resources
Payment
$152
$160

$20,661
$20,642

$60
$60
$60
$60

$20,512
$20,481
$20,449
$20,415

Total
Debt
Service
$21,332
$19,832
$19,833
$19,833
$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 two
subordinate MPC
bonds. Excise 2016
Bonds were issued on
June 1, 2016 to refund
Series 2003 AMFP Series 16 - Arena.
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BUDGET SUMMARIES
Fiscal Year 2017-2018
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 FY17-18, the General Fund transfer to the excise tax debt service
fund is budgeted at $26.2 million. While the table below 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
2018 162,264,893
2019 167,132,840
2020 172,146,825
2021 175,589,761
2022 177,345,659
1

Senior
Lien Debt
Service
(B)
18,117,563
22,353,939
21,113,864
23,663,413
23,346,777

Subordinate
Lien Debt
Total Excise
Service
Debt Service
(C)
(B+C)
8,863,193
26,980,756
10,908,193
33,262,131
13,249,000
34,362,864
12,630,250
36,293,663
12,942,250
36,289,027

Senior
Subordinate
Covenant
Covenant
(A/B)
(A/(B+C))
8.96
6.01
7.48
5.02
8.15
5.01
7.42
4.84
7.60
4.89

Current yea r i s budgeted, future yea rs a re from the 5-yea r foreca s t

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BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________

Inter-Fund Transfer
Appropriated inter-fund
transfer requests are a
Table 6
necessary mechanism for one
fund to appropriately support
Maintenance of Effort Transfers
the operations of other funds.
2360
2440
2480
For example, a budgeted
Fiscal Year Water/Sewer
Landfill
Sanitation
Total
transfer from the
2016
225,000
315,000
60,000
600,000
Transportation Sales Tax Fund
2017
229,388
658,308
125,392 1,013,088
to the Transportation Capital
2018
419,813
674,772
128,528 1,223,113
Projects Fund is necessary to
fund related capital outlay. As requested by council, the FY17-18 budget also includes maintenance of
effort transfers of $1,223,113 from the General Fund to the Enterprise Funds to support their
operations. Table 6 shows the three years of maintenance of effort transfers. Inter-Fund Transfers for
the FY17-18 budget total $129.1 million.

Table 7
Excise Tax Debt Service to Ongoing Revenue
Fiscal Year
2018
2019
2020
2021
2022

Ongoing GF
MPC & Excise Debt Service
Revenue
Tax Debt
to Revenue
(A)
Service
(B/A)
214,420,313
27,020,756
12.6%
221,979,801
33,302,131
15.0%
228,331,146
34,402,864
15.1%
232,380,682
36,333,663
15.6%
235,350,410
36,329,027
15.4%

Table 7 shows the debt service on
excise tax funded debt obligations for
FY17-18 through FY21-22 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 8
Table 8 shows the percentage of
unrestricted excise tax revenues versus
the MPC and Excise Debt and the percent
of those obligations. In FY17-18, 15.7%
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
Tax Debt
Excise Tax
to Revenue
Service
Fiscal Year
(A)
(B/A)
2018
172,173,780
27,020,756
15.7%
2019
176,475,211
33,302,131
18.9%
2020
182,431,400
34,402,864
18.9%
2021
186,080,028
36,333,663
19.5%
2022
188,643,005
36,329,027
19.3%

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108

ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________

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.
The chart represents
all outstanding Water
and Sewer Bond
principal and interest
Table 9 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 1.21 coverage ratio is projected for FY1718 without a rate increase. This projection will be revisited annually to account for any
significant changes in assumptions about costs and revenues. Water/sewer enterprise fund rate
adjustments will be evaluated in FY17-18. The table reflects no rate increases.

Table 9
Water & Sewer Revenue Funded Debt
Fiscal
Year
2018
2019
2020
2021
2022

Revenue
80,731,070
81,581,478
81,999,236
82,395,039
82,776,448

O and M
Expenses
53,312,517
53,853,675
54,654,946
55,478,654
56,328,038

Net
Revenue Debt Service
27,418,553
22,660,233
27,727,803
25,467,783
27,344,290
25,100,483
26,916,385
24,428,733
26,448,410
24,099,483

Revenue to
Debt Service
Ratio
1.21
1.09
1.09
1.10
1.10

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ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________
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
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 FY0708 revenue bond obligation.
A minimum debt coverage
ratio of 2.0 was established at
the time of the FY07-08
issuance. Voter authorization
is not required for
Transportation Sales Tax
Revenue Obligations. The
chart represents all
outstanding Transportation
Bond principal and interest.

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ANNUAL BUDGET
BUDGET SUMMARIES
Fiscal Year 2017-2018
Expenditures
____________________________________________________________________________________
Table 10, 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 10
Transportation Revenue Bonds
Fiscal
Year
2018
2019
2020
2021
2022

Transportation
Sales Tax
Existing Debt
Total
Annual
Revenue
Service
Debt Service Coverage
$26,194,311 $7,151,500 $7,151,500
3.66
$27,872,220 $7,150,000 $7,150,000
3.90
$28,673,467 $7,148,400 $7,148,400
4.01
$29,223,656 $6,815,600 $6,815,600
4.29
$29,504,253 $6,815,600 $6,815,600
4.33

Please see the Glendale Onboard Annual Report for more information. For a summary of all
FY17-18 debt service obligations please see Schedule 8: Long Term Debt Service.

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111

Fiscal Year 2017-2018 Annual Budget Book

Operating Budget

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Table of Contents
____________________________________________________________________________________

Page
Mayor & Council ................................................................................................. 113
Budget and Finance ............................................................................................ 118
City Attorney....................................................................................................... 124
City Auditor ......................................................................................................... 128
City Clerk............................................................................................................. 131
City Court ............................................................................................................ 136
City Manager’s Office.......................................................................................... 141
Community Services ........................................................................................... 146
Development Services ........................................................................................ 153
Economic Development ...................................................................................... 161
Fire Services ........................................................................................................ 166
Human Resources ............................................................................................... 174
Innovation and Technology................................................................................. 181
Misc Grants ......................................................................................................... 184
Non-Departmental .............................................................................................. 185
Police Services .................................................................................................... 186
Public Affairs ....................................................................................................... 194
Public Facilities, Recreation & Special Events ...................................................... 199
Public Works ....................................................................................................... 206
Water Services .................................................................................................... 220
____________________________________________________________________________________
112

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Mayor and Council
____________________________________________________________________________________

Performance Report

Mayor’s Office
$423,101 4 FTEs

Council Office
$1,094,931 12 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.

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113

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Mayor and Council
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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

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114

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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
2017 – 2018 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.

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115

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Mayor and Council

MAYOR AND CITY COUNCIL
MAYOR ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-10010) Office of the Mayor

Total - Mayor

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$355,975

$368,222

$368,222

$423,101

15%

$355,975

$368,222

$368,222

$423,101

15%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$317,275

$354,333

$354,333

$358,422

Supplies and Contracts

$33,022

$39,673

$39,673

$39,673

0%

Internal Premiums

$2,400

$16,304

$16,304

$20,976

29%

Internal Service Charges

$2,482

$3,385

$3,385

$3,130

($46,373)

($46,373)

Wages/Salaries/Benefits
Supplies and Contracts

$796
Total - Mayor

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM
(1000-10010) Office of the Mayor

Total -Mayor

$355,975

$0

$900

$900

$900

$368,222

$368,222

$423,101

1%

-8%
-100%
0%
15%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

4

4

4

4

0%

4

4

4

4

0%

____________________________________________________________________________________
116

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Mayor and Council

MAYOR AND CITY COUNCIL
COUNCIL OFFICE ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-10110) Council Office

$376,404

$434,003

$434,003

$539,653

24%

(1000-10120) Cholla District

$90,555

$91,217

$91,217

$92,413

1%

(1000-10130) Barrel District

$77,100

$85,908

$85,908

$88,293

3%

(1000-10140) Sahuaro District

$81,103

$95,665

$95,665

$97,055

1%

(1000-10150) Cactus District

$85,353

$91,210

$91,210

$92,413

1%

(1000-10160) Yucca District

$66,215

$85,225

$85,225

$92,463

8%

(1000-10170) Ocotillo District

$81,244

$85,225

$85,225

$92,641

$857,974

$968,453

$968,453

$1,094,931

Total - Council Office

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

9%

13%

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$665,157

$706,905

$706,905

$820,551

Supplies and Contracts

$176,382

$212,183

$212,183

$212,183

0%

$11,103

$41,343

$41,343

$54,840

33%

Internal Premiums
Internal Service Charges

$5,332
Total - Council Office

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

$857,974

16%

$8,022

$8,022

$7,357

-8%

$968,453

$968,453

$1,094,931

13%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-10110) Council Office

5

5

5

6

20%

(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
Total -Council Office

1

1

1

1

0%

11

11

11

12

9%

____________________________________________________________________________________
117

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Budget and Finance
____________________________________________________________________________________

Performance Report
Budget and Finance
$7,938,539

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 Procurement 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

____________________________________________________________________________________
118

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Budget and Finance
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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 a one level bond rating upgrade from A2 to A1 from Moody’s Investor Services
Received the GFOA Certificate of Achievement for Excellence in Financial Reporting
Received the GFOA Distinguished Budget Presentation Award, with Special Performance
Measures Recognition
Completed the upgrade of the NorthStar Customer Information System for billing utility
services
Transitioned Transaction Privilege (Sales) Tax administration and remittance processing to
the Arizona Department of Revenue
Updated and revised Chapter 33 and Chapter 2 of the City of Glendale Municipal Code

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119

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
BBB+
A3

A+
A2

A+
A1

AA
Aa1

AA
A1

AA
A1

AA
A1

AA+
Aa1

.69%

.63%

.97%

1.0%

15

15

19

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
+5%

+1%

+5%

+5%

17%

50%

75%

75%

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

____________________________________________________________________________________
120

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Budget and Finance
____________________________________________________________________________________
Department Goal
Council Priority
Performance Objective

Improve service levels
Creative, Innovative, Efficient Systems
Perform customer service and procurement
activities effectively, accurately and timely.
FY2015
Actual

FY2016
Actual

FY2017
Estimate

FY2018
Target

73%

74%

75%

85%

% of contract renewals completed on‐time
% of sole source/special procurements processed
within 10 days
% of call center calls answered within 1 minute

n/a
1/1
47
85%

34%
0
41
90%

50%
0
40
95%

80%
0
45
97%

76%

71%

70%

90%

73%

66%

63%

80%

% of call center calls abandoned
Number of sales tax audits/reviews completed

2.7%
135

4%
135

5%
110

<=2.5%
120

Performance Measures
% of vendor invoices paid within 30 days of
invoice date
% of employees receiving electronic W‐2’s
Number of vendor protests upheld
Number of RFP’s and IFB’s issued

____________________________________________________________________________________
121

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Budget and Finance

BUDGET AND FINANCE
BUDGET AND FINANCE ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-11310) Finance Administration

$570,877

$784,449

$815,432

$692,220

-12%

(1000-11320) Accounting Services

$882,675

$1,044,841

$1,136,278

$1,407,043

35%

(1000-11340) License/Collection

$1,068,909

$1,192,354

$1,225,283

$1,247,738

5%

(1000-11351) Arena Events

$7,181,800

$0

$0

$0

NA

(1000-11352) AZSTA - Stadium Tax Refund

NA

$4,251,358

$0

$0

$0

(1000-11360) Materials Management

$445,510

$492,142

$493,912

$508,376

3%

(1000-11610) Budget & Research

$273,799

$284,289

$281,118

$434,718

53%

(1000-11620) Grants Administration
(2360-17020) Customer Service Office
Total - Budget and Finance

BUDGET BY CATEGORIES
OF EXPENDITURES

$129,785

$138,630

$138,289

$238,396

72%

$2,619,128

$3,223,804

$3,223,804

$3,079,149

-4%

$17,423,841

$7,160,509

$7,314,116

$7,607,640

6%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$4,523,803

$5,377,716

$5,377,716

$5,684,946

6%

Supplies and Contracts

$12,920,040

$1,506,388

$1,568,928

$1,478,647

-2%

Internal Premiums

$57,564

$337,655

$337,655

$412,557

22%

Internal Service Charges

$58,064

$49,250

$49,250

$50,870

3%

Wages/Salaries/Benefits

($136,138)

($111,000)

($20,000)

($20,000)

-82%

Supplies and Contracts

$508
Total - Budget and Finance

$17,423,841

$500

$567

$620

24%

$7,160,509

$7,314,116

$7,607,640

6%

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-11310) Finance Administration

4

5

5

4

-20%

(1000-11320) Accounting Services

13

13

13

15

15%

(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

4

100%

(1000-11620) Grants Administration

1

1

1

1

0%

29.5

29.5

29.5

26.5

-10%

64.5

65.5

65.5

65.5

0%

(2360-17020) Customer Service Office
Total -Budget and Finance

____________________________________________________________________________________
122

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Budget and Finance

BUDGET AND FINANCE
LEASE PMTS/OTHERFEES ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-11380) Lease Payments

$51,544

$51,546

$0

$0

(1000-11390) Merchant Fees

$260,353

$206,000

$297,000

$257,546

$62,162

$73,353

$73,353

$73,353

0%

$374,059

$330,899

$370,353

$330,899

0%

(1000-89800) 1000 Advisor Fees
Total - Lease Pmts/OtherFees

BUDGET BY CATEGORIES
OF EXPENDITURES

Supplies and Contracts
Total - Lease Pmts/OtherFees

FY 2016
Actual

$374,059
$374,059

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

-100%

25%

Percent Over
FY 2017 Budget

$330,899

$370,353

$330,899

0%

$330,899

$370,353

$330,899

0%

____________________________________________________________________________________
123

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Attorney
____________________________________________________________________________________

Performance Report
At
City Attorney
$3,392,597 27 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.

____________________________________________________________________________________
124

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Attorney
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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. However, this grant will cease December 2017 and is not renewable (loss of
FTEs).
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. However, this grant will cease December 2017 and is not renewable (loss of FTEs).
The Prosecutor's Office continues to use law student interns as well as paralegal students.

____________________________________________________________________________________
125

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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

Provide high‐quality, professional and timely legal
services to the Mayor, City Council and city staff.
Transparency
One community committed to public safety.
FY2018
FY2015
FY2016
FY2017
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
FY2018
FY2015
FY2016
FY2017
Target/
Actual
Actual
Estimate
Projected
5836
5866
6200
95.62%

88%

90.50%

80%

____________________________________________________________________________________
126

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
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

BUDGET BY CATEGORIES
OF EXPENDITURES

Wages/Salaries/Benefits

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$2,722,454

$3,063,392

$3,063,392

$3,192,597

$475,478

$200,000

$200,000

$200,000

0%

$3,197,932

$3,263,392

$3,263,392

$3,392,597

4%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

4%

Percent Over
FY 2017 Budget

$2,530,019

$2,668,483

$2,668,483

$2,930,009

10%

$597,831

$420,391

$420,291

$295,291

-30%

Internal Premiums

$55,404

$136,084

$136,084

$130,554

-4%

Internal Service Charges

$14,678

$21,599

$21,599

$19,808

-8%

$16,835

$16,835

$16,835

0%

$100

$100

$3,263,392

$3,392,597

Supplies and Contracts

Operating Capital
Supplies and Contracts

Total - City Attorney

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

(1000-10610) City Attorney
Total -City Attorney

$3,197,932

$3,263,392

4%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

25

26

26

27

4%

25

26

26

27

4%

____________________________________________________________________________________
127

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Auditor
____________________________________________________________________________________

Performance Report
City Auditor
$386,430 2.0 FTEs

Mission Statement
To provide internal audit services that strengthen controls, reduce risk, maximize efficiency and
enhance government transparency.

Department Description
The City Auditor’s Office conducts internal 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 $399 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 2017-2018
City Auditor
____________________________________________________________________________________

Accomplishments, Enhancements, and Efficiencies




Completed 17 audit reports that identified opportunities to enhance internal controls,
increase efficiency and safeguard assets.
Provided over 200 recommendations to management to strengthen 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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
14

17

17

17

98%

98%

98%

98%

90%
5

85%
2

85%
2

90%
5

____________________________________________________________________________________
128

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
City Auditor

CITY AUDITOR
CITY AUDITOR ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-10710) City Auditor

Total - City Auditor

BUDGET BY CATEGORIES
OF EXPENDITURES
Wages/Salaries/Benefits

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$286,581

$375,679

$375,679

$386,430

3%

$286,581

$375,679

$375,679

$386,430

3%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$276,234

$307,282

$307,282

$318,406

Supplies and Contracts

$7,069

$56,314

$56,314

$56,314

0%

Internal Premiums

$2,156

$10,232

$10,232

$10,012

-2%

Internal Service Charges

$1,122
Total - City Auditor

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM
(1000-10710) City Auditor
Total -City Auditor

$286,581

4%

$1,851

$1,851

$1,698

-8%

$375,679

$375,679

$386,430

3%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

2.5

2

2

2

0%

2.5

2

2

2

0%

____________________________________________________________________________________
129

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Clerk
____________________________________________________________________________________

Performance Report
City Clerk
$730,752 7 FTEs

Records
Management

Elections

Mission Statement
To fairly and impartially provide exceptional customer service and information to the citizens,
customers and employees of the City of Glendale.

Department Description
The Glendale City Clerk's Office prepares and maintains the minutes of City Council meetings;
oversees the timely and accurate accumulation, preservation, and accessibility of public
records; conducts fair and open municipal elections and maintains the Glendale City Charter
and City Code Book. The City Clerk’s Office also maintains City ordinances and resolutions and
ensures legal compliance of all legal postings and public notices. Services provided by the City
Clerk’s Office include:
 Processing public records requests
 Preparing and distributing Council agendas
 Coordinating the records management program
 Codification of the Glendale City Code
 Recording City documents
 Circulating contracts for signatures and retention
 Posting/Publishing Public Notices
 Providing Notary services

____________________________________________________________________________________
131

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Clerk
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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 Clerk’s Office installed two video display boards to display public notices. The video
display boards replace the old bulletin boards that were located outside of the Council
Chambers and will make it much easier for the public to read the public notices.



Beginning in 2017, a new numbering system was introduced for ordinances, resolutions
and contracts to better identify when the document was approved and make retrieval
easier.



In the process of replacing the existing agenda management system with a less
expensive system that provides greater functionality, is easier to administer, is more
user‐friendly and provides improved customer service and support.



The Records Management Division has updated its process for purging records. Instead
of an annual event, which was time, labor and resource intensive, as records reach the
end of their retention, the records are transferred to the Records Management Division
for destruction throughout the year.

____________________________________________________________________________________
132

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Clerk
____________________________________________________________________________________



Successful 2016 Election conducted – Mayor and three Councilmembers seats were
filled at the primary election as well as ratification of the City of Glendale General Plan,
Envision Glendale 2040.



Updated the City Clerk’s Office Mission Statement.



Evaluated and made changes to several processes in the Clerk’s Office to improve
efficiency and effectiveness.

Goals, Objectives, and Performance Measures
Department Goal
Council Priority
Performance Objective

Performance Measures
Agendas/Packets posted 6 days prior to
regular meetings

Department Goal
Council Priority
Performance Objective
Performance Measures
Public Record Requests /% Compliance
Percent of Campaign Finance Reports
posted within 24 hours

Provide timely notice and access to official meetings of
the Glendale City Council
Transparency
All City Council regular voting meeting and workshop
agendas and packets posted online 6 days prior to the
meeting (Statutory requirement is 24 hours prior to
meeting)
FY2015
Actual

FY2016
Actual

FY2017
Estimate

FY2018
Target

41/100%

43/100%

47/98%

44/100%

Provide citizens with timely access to city records
Transparency
Initiate all public record requests within 24 hours of
receipt and post all campaign finance reports within
24 hours of receipt
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
1,656/100% 1,120/100% 1,200/100% 1,300/100%
99%
100%
100%
100%

____________________________________________________________________________________
133

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Clerk
____________________________________________________________________________________

Department Goal
Council Priority
Performance Objective
Performance Measures
Pages scanned
Percent increased/decreased
Pages Indexed
Pounds of Records shredded/recycled

Increase volume of digitized records available to
internet/organization
Transparency
Prioritize indexing and scanning of high demand record
series.
FY2015
Actual

FY2016
Actual

FY2017
Estimate

FY2018
Target

161,100
‐42%
1,836
30,200

254,907
+58%
6,144
78,157

300,000
+15%
5,000
30,000

330,000
+10%
7,500
35,000

____________________________________________________________________________________
134

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
City Clerk

CITY CLERK
CITY CLERK ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-10210) City Clerk

$566,004

$714,130

$713,630

$728,752

(1000-10240) Elections

$43,325

$128,250

$128,250

$2,000

-98%

$609,329

$842,380

$841,880

$730,752

-13%

Total - City Clerk

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

2%

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$504,006

$627,591

$627,091

$630,627

0%

Supplies and Contracts

$94,579

$182,640

$182,590

$56,815

-69%

Internal Premiums

$5,314

$24,744

$24,744

$35,878

45%

Internal Service Charges

$5,430

$7,405

$7,405

$7,357

-1%

$50

$75

$841,880

$730,752

Supplies and Contracts
Total - City Clerk

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM
(1000-10210) City Clerk

Total -City Clerk

$609,329

$842,380

-13%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

6

7

7

7

0%

6

7

7

7

0%

____________________________________________________________________________________
135

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Court
____________________________________________________________________________________

Performance Report

City Court
$5,321,346 45.75 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.

____________________________________________________________________________________
136

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Court
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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








Expanded Mental Health Court settings to accommodate 28% filing increase by working
with City management to obtain ½ contract Public Defender and ½ contract Prosecutor
funding to provide the doubling of these settings.
Began presiding over Rule 11 competency evaluations formerly done by the Superior
Court saving the Court, Prosecutor, Public Defender and prisoner maintenance budget
time and money.
Installed Digital Docket Displays (replacing paper dockets) throughout the courthouse
providing enhanced customer service.
Coordinated all judicial, MVD and legal services for military veterans participating in
Glendale’s 2016 “Stand Up for Veterans” community outreach event.
Revamped the Community Service Program by expanding the number of departments in
the City participating in the program.
Instituted the Community Assistance Program (CAP) to assist defendants in obtaining
their driving privileges in concert with the Access to Fair Justice initiative.
Worked with City IT and State IT resources to replace aging IT building infrastructure.

____________________________________________________________________________________
137

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Court
____________________________________________________________________________________

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.
Each Court judge to attend the annual
Supreme Court judicial education training
conference.

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

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.
FY2015
FY2016
FY2017
FY2018
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

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
64%
65%
70%
85%
84%
85%
86%
93%
n/a

n/a

92%

98%

____________________________________________________________________________________
138

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Court
____________________________________________________________________________________
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

Department Goal
Council Priority
Performance Objective
Performance Measures
Number of processing days from filing to
disposition

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 FY2018.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
n/a

90%

93%

80%

n/a

97%

98%

95%

n/a

n/a

n/a

99%

n/a

n/a

n/a

90%

n/a

n/a

n/a

98%

Increase the processing efficiency on Rule 11 cases by
reducing the time from filing to disposition.
Creative, Innovative, Efficient Systems
Improve on State’s processing time to reach disposition
on Rule 11 cases.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
n/a

105

50

50

____________________________________________________________________________________
139

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
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

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$3,924,251

$4,446,913

$4,446,913

$4,712,532

$261,487

$431,526

$431,526

$443,247

3%

$69,626

$127,951

$114,458

$108,319

-15%

6%

$21,884

$57,298

$23,302

$57,248

0%

$4,277,248

$5,063,688

$5,016,199

$5,321,346

5%

FY 2016
Actual

Wages/Salaries/Benefits

FY 2017
Budget

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$3,618,873

$4,110,555

$4,110,555

$4,288,870

$558,305

$656,213

$603,505

$701,213

7%

Internal Premiums

$34,531

$241,678

$241,678

$286,291

18%

Internal Service Charges

$41,289

$55,242

$54,961

$44,972

-19%

Operating Capital

$24,250

Supplies and Contracts

Total - City Court

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

(1000-10410) City Court
(1240-10510) Court Security

$4,277,248

$5,500
$5,063,688

$5,016,199

$5,321,346

5%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

40.75

41.75

41.75

42

1%
0%

2

(1240-10520) Court Time Payments
Total -City Court

4%

42.75

2

2

2

1.75

1.75

1.75

0%

45.5

45.5

45.75

1%

____________________________________________________________________________________
140

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Manager's Office
____________________________________________________________________________________

Performance Report
City Manager’s Office
$895,059 5 FTEs

Administration

Strategic Initiatives and
Special Projects

Mission Statement
To create organizational strategies for success.

Vision Statement
The organization and community knows where we are going and how we are going to get there.

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; appropriately allocates the resources and support to achieve strategic
objectives; uses data and evidence to analyze and improve organizational performance; and
maintains a highly responsive, effective, and inclusive workforce.

____________________________________________________________________________________
141

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Manager's Office
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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







Assessed the organizational structure and re‐organized departments and positions to create
a focus on Council priorities including the establishment of Public Affairs department to
improve both internal and external communications; consolidating Public Facilities,
Recreation, and Special Events to improve functionality and create an emphasis on
leveraging public assets; and the creation of a Strategic Initiatives & Special Projects
position to manage the development and implementation of the citywide strategic plan and
high level projects.
Implemented recommendations from the citywide Class and Compensation study
addressing pay and classification issues.
Implemented recommendations from the Police and Fire Department Service Level
Assesment.
Negotiated a settlement with the AZSTA and Arizona Cardinals to resolve a long‐standing
legal dispute and re‐established a strong relationship with these stakeholders.
Launched the citywide Balanced Scorecard program for establishing strategic priorities and
performance management across all city departments which included the revision of the
city’s mission, vision, and values.

____________________________________________________________________________________
142

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Manager's Office
____________________________________________________________________________________



Selected to participate in Bloomberg Philanthorpies’ What Works Cities initiative aimed at
helping cities enhance the use of data and anlaytic evidence in the areas of Open Data and
Results Driven Contracting.
Successfully hosted the 2017 NCAA Men’s Final Four, 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.

Goals, Objectives, and Performance Measures
Department Goal
Council Priority

Performance Objective

Performance Measures
Process Improvement
# Employees Trained
# Process Improvement Projects Completed
Leadership Development Activities
Book Club Events/Participants
Alliance for Innovation Events/Participants

Department Goal
Council Priority
Performance Objective

Performance Measures
Balanced Scorecard
# Employees Trained
# Scorecards Implemented

Leadership
Creative, Innovative, Efficient Systems
To equip the organization with the knowledge,
skills, abilities, and resources to achieve
successful outcomes that fulfill the City
Council’s mission and vision for the
organization.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
0

0

0

120
12

0
0

0
0

6/175
4/101

6/200
4/100

Vision
Fiscal Sustainability, Economic Development
To establish strategic direction for the
organization that ensures alignment amongst
all departments and services with the needs of
the community.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
0

0

60
1

100
10

____________________________________________________________________________________
143

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
City Manager's Office
____________________________________________________________________________________

Department Goal
Council Priority
Performance Objective

Performance Measures
# Surveys conducted and integrated into the
strategic planning efforts
Publicly Posted Data sets
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

Department Goal
Council Priority
Performance Objective
Performance Measures
New businesses recruited or existing companies
expanding
Jobs generated by new or expanding companies

Accountability
Transparency, Fiscal Sustainability
Establish systems and tools that assess and
report on organizational performance, identify
target areas for improvement, and publicly
report results to the citizens of Glendale.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
0

0

0

3

0

0

0

10

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

Yes

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
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
12

14

12

10

1352

1136

2081

1000

____________________________________________________________________________________
144

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
City Manager's Office

CITY MANAGER
CITY MANAGER ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-10310) City Manager

Total - City Manager

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$867,766

$974,440

$991,110

$895,059

-8%

$867,766

$974,440

$991,110

$895,059

-8%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$764,578

$876,350

$876,350

$796,435

-9%

Supplies and Contracts

$74,655

$51,870

$68,520

$51,840

0%

Internal Premiums

$25,071

$41,284

$41,284

$42,226

2%

$3,462

$4,936

$4,936

$4,528

-8%

$20

$30

$974,440

$991,110

$895,059

Internal Service Charges
Supplies and Contracts
Total - City Manager

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM
(1000-10310) City Manager
Total -City Manager

$867,766

-8%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

5

5

5

5

0%

5

5

5

5

0%

____________________________________________________________________________________
145

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Community Services
____________________________________________________________________________________

Performance Report
Community Services
$29,874,048 83.25 FTEs

Library and Arts

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.

____________________________________________________________________________________
146

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Community Services
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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.
The Library partnered with 384 individuals for 13,559 hours of volunteer service valued at
$312,794.60.
Community Action Program received $751,671 in grant funds to provide emergency services
such as 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.

____________________________________________________________________________________
147

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Community Services
____________________________________________________________________________________

Goals, Objectives, and Performance Measures
Department Goal
Council Priority

Performance Objective

Performance Measures
Number of activities/projects for the
Neighborhood Services Community Volunteer
program.
Number of electronic library materials (e-books,
e-music, e-movies) check out per resident
Number of physical library materials (books,
DVD's, CD's) checked out per resident
Number of people attending public art programs
Number of households receiving housing
assistance from housing rehabilitation and new
home ownership grants.
Number of households served through
Community Action Program (state/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 Community Services Department.
Create, Innovative, Efficient Systems
Key department managers will continue to
enhance the programs and services offered to
Glendale residents through a variety of diverse
activities which preserve the health, safety and
livability of the community.

FY2015
Actual

FY2016
Actual

FY2017
Estimate

FY2018
Target

52

136

200

165

0.5

.7

.8

.9

7.2

6.1

5.9

6.0

29,000

20,326

16,000

17,000

212

212

239

217

2,420

2,048

1,700

1,700

1,518

1,518

1,209

1,209

____________________________________________________________________________________
148

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Community Services
____________________________________________________________________________________

Department Goal
Council Priority
Performance Objective

Performance Measures
Number of community volunteer hours leveraged
by the department.
Number of partners providing arts programming
to Glendale residents
Number of partners providing library
programming to Glendale residents
Number of CAP collaboration partners providing
social services to low and moderate income
Glendale residents.

Maximize Community Partnerships
Fiscal Sustainability
Key department managers will continue to recruit
new partnerships and/or sustain existing
partnerships to maximize programs and services
for Glendale residents
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
24,385

22,278

21,500

23,000

13

13

17

21

8

17

20

64

70

75

65

____________________________________________________________________________________
149

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Community Services

COMMUNITY SERVICES
COMMUNITY SERVICES ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-14420) CAP Local Match

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$8,348

$16,720

$16,720

$19,461

16%

(1000-14510) Comm. Services Admin.

$808,761

$824,188

$824,188

$212,952

-74%

(1000-15010) Community Revitalization

$253,978

$292,340

$292,340

$274,048

-6%

$0

$0

$181,597

$143,923

NA

$4,419,369

$4,745,404

$4,745,404

$4,913,952

4%

(1220-15310) Arts Program

$188,137

$235,399

$235,399

$247,911

5%

(1300-30001) HOME Program

($31,888)

$887,685

$887,685

$887,685

0%

(1300-30002) Single Family Rehabilitation

$16,475

$375,000

$375,000

$375,000

0%

(1300-30004) Rehab Delivery

$30,393

$23,957

$23,957

$27,707

16%
0%

(1000-15011) neighborhood Services
(1000-15220) Library

(1300-30005) Rehabilitation Delivery

$2,963

$13,062

$13,062

$13,062

(1300-30008) Replacement Housing Prog/NR

$325,505

$375,000

$375,000

$375,000

0%

(1300-30009) Habitat for Humanity

$542,333

$0

$0

$0

NA

(1310-30900) NSP Programs

$239,832

$229,443

$229,443

$227,368

-1%

$0

$227,300

$227,300

$227,300

0%

$2,854,998

$2,854,998

$2,984,897

5%

$63,799

$25,000

$25,000

$43,000

72%

(1311-30910) NSP III
(1320-31001) CDBG Programs
(1320-31002) Voluntary Demo - L/M
(1320-31003) Voluntary Demo - S/B
(1320-31004) Lead-Based Paint Haz Reduction
(1320-31006) Temporary Relocation

(1320-31017) Single Family Residential
(1320-31018) Exterior Improvement Program

($5)
$0

$25,000

$25,000

$75,000

200%

$5,961

$40,000

$40,000

$40,000

0%

$18,764

$34,000

$34,000

$34,000

0%

$163,189

$500,000

$500,000

$785,000

57%

$4,245

$30,000

$30,000

$50,000

67%

$162,946

$500

$500

$500

0%

(1320-31020) Rehabilitation Delivery

$18,742

$7,994

$7,994

$8,000

0%

(1320-31022) Roof Repair Program

$70,393

$75,000

$75,000

$100,000

33%

(1320-31019) Rehabilitation Staff

(1320-31028) General Administration

$344,694

$90,930

$90,930

$94,730

4%

(1320-31030) PS-Com Legal Svcs-Fair Housin

$10,500

$0

$0

$0

NA

(1320-31039) PS YWCA Senior Congregate Meal

$30,000

$0

$0

$0

NA

(1320-31050) PS-SaintVincentDePaul-OLPH-KFT

$62,317

$0

$0

$0

NA

(1320-31065) PI-Community Housing upgrades

$3,455

$0

$0

$0

NA

(1320-31073) PI-Pk & Rec Improv-Aquatics Ct

$2,667

$0

$0

$0

NA

(1320-31079) PS-CAP-Evict Prevnt/Rent Assis

$87,446

$0

$0

$0

NA

(1320-31081) HS-Code Svc-NBRDH Preservation

$44,306

$0

$0

$0

NA

(1320-31096) PF-COG Parks & Rec-ADA Improv

$2,836

$0

$0

$0

NA

$330,835

$0

$0

$0

NA

$1,175

$0

$0

$0

NA

$117,280

$0

$0

$0

NA

(1320-31107) PI-Econ Deve-Visual Improv Prg

$47,622

$0

$0

$0

NA

(1320-31108) PS-YWCA Home Delivered Meals

$30,000

$0

$0

$0

NA

$802

$0

$0

$0

NA

(1320-31112) PI-COG-Parks & Rec-Sonorita

$37,951

$0

$0

$0

NA

(1320-31114) PF-CASS-Vista Colina

$25,635

$0

$0

$0

NA

(1320-31119) PS-Hope For Hunger

$60,000

$0

$0

$0

NA

(1320-31120) PF-Heart For City-Comm Garden

$5,491

$0

$0

$0

NA

(1320-31121) PI-COG-Pk & Rec-Velma Teague

$48,010

$0

$0

$0

NA

(1320-31122) PF-Glendale Womens Club Projec

$5,043

$0

$0

$0

NA

(1320-31123) PF-Hope For Hunger-Renovat Prt

$62,739

$0

$0

$0

NA

(1320-31124) PS-Heart For City

$40,192

$0

$0

$0

NA

(1320-31098) Habitat-Emergency Home Repair
(1320-31101) PF-CASS-Emerg Shelter Improv
(1320-31103) PI-East Catlin Court Improv

(1320-31110) PF-Valley Life-Grp Home Renov

____________________________________________________________________________________
150

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Community Services

COMMUNITY SERVICES
COMMUNITY SERVICES ROLLUP
(1820-32040) Community Action Program (CAP)

$0

$68,611

$68,611

$68,611

0%

$530,841

$558,632

$558,632

$586,458

5%

$60,920

$55,000

$55,000

$60,000

9%

$244,380

$393,198

$393,198

$404,013

3%

$1,280

$1,373

$1,373

$1,462

6%

$200,963

$174,810

$174,810

$161,517

-8%

(1820-32069) ACAA SWG Energy SHARE Progra

$5,443

$13,235

$13,235

$7,147

-46%

(1820-32070) ACAA HEAF Program

$6,725

$7,472

$7,472

$3,597

-52%

(1820-32071) ACAA SW Gas Assistance

$5,000

$5,000

$5,000

$6,500

30%

(1820-32072) ACAA URRD Program

$16,619

$22,487

$22,487

$8,999

-60%

(1820-32073) ACAA SRP Assistance

$19,780

$9,980

$9,980

$10,616

6%

(1820-32074) ACAA APS Assistance

$7,379

$15,000

$15,000

$4,999

-67%

(1830-31900) ESG General Administration

$7,587

$208,992

$208,992

$208,992

0%

(1830-31904) PREHAB Faith House-ESG

$2,250

$0

$0

$0

NA

$25,000

$0

$0

$0

NA

$1,866

$0

$0

$0

NA

$44

$0

$0

$0

NA

(1830-31910) CASS Adult Emergency Shelter

$16,992

$0

$0

$0

NA

(1830-31913) A New Leaf 14/15

$46,365

$0

$0

$0

NA

(1830-31914) CASS Rapid Re-Housing 14/15

$31,470

$0

$0

$0

NA

(1830-31915) Streetlight USA 14/15

$27,266

$0

$0

$0

NA

(1840-36001) State Grant In Aid 2005

$10,110

$0

$0

$0

(1840-36006) Grant Approp - Library

$0

$25,000

$25,000

$275,000

(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

(1830-31905) ESG Emergency Solution Grant

(1830-31908) CAP Homeless Prevention
(1830-31909) CAP Rapid Re-Housing

(1840-36046) Library Donations

NA
1000%

$283

$0

$0

$0

NA

(1840-36048) Library Teen Program Donations

$1,095

$0

$0

$0

NA

(1840-36050) LSTA Create, Connct & Collab

$8,260

$0

$0

$0

NA

(1840-36052) LSTA Go Mobile@ Your Library

$34,967

$0

$0

$0

NA

(1840-36053) LSTA Tell Your Story

$16,536

$0

$0

$0

NA

$0

$0

$23,950

$0

NA

$1,508,212

$16,047,175

$16,047,175

$15,905,641

-1%

$11,550,869

$29,534,885

$29,740,432

$29,874,048

1%

(1840-36054) LSTA Express Yourself Grant
(2500-17910) Community Housing
Total - Community Services

____________________________________________________________________________________
151

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Community Services

COMMUNITY SERVICES
COMMUNITY SERVICES ROLLUP
BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$7,113,662

$7,820,176

$7,938,039

$7,567,499

Supplies and Contracts

$4,695,749

$20,913,334

$20,953,682

$21,358,323

2%

Internal Premiums

$102,566

$469,197

$470,153

$600,483

28%

Internal Service Charges

$113,563

$117,177

$117,177

$123,385

5%

$87,915

$202,501

$202,501

$211,333

4%

$46,373

$0

Operating Capital
Wages/Salaries/Benefits
Supplies and Contracts

Total - Community Services

($573,586)
$11,000

$11,550,869

-3%

$12,500

$12,507

$13,025

4%

$29,534,885

$29,740,432

$29,874,048

1%

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-14510) Comm. Services Admin.

5

7

7

1

-86%

(1000-15010) Community Revitalization

3

2

2

2

0%

(1000-15011) neighborhood Services
(1000-15220) Library

1
42.5

43

43

43

0%

1

1

1

1

0%

(1320-31001) CDBG Programs

8.75

8.75

8.75

8.75

0%

(1820-32056) Case Mgmt Admin

4.5

4.5

4.5

4.5

0%

(1220-15310) Arts Program

(1820-32060) Community Svcs Block Grant-Adm

1

1

1

1

0%

(2500-17910) Community Housing

24

24

24

21

-13%

89.75

91.25

91.25

83.25

-9%

Total -Community Services

____________________________________________________________________________________
152

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Development Services
____________________________________________________________________________________

Performance Report
Development Services
$5,563,522 51.25 FTEs

Building Safety

Planning

Code Compliance

Mission Statement
Development Services provides exceptional customer service to create a quality environment,
ensure safe development, and preserve our Glendale community.

Development Services Divisions and Functions
Building Safety
The Building Safety Division ensures that building code standards are met to safeguard life,
health, property, and public welfare by regulating and controlling the design, construction,
quality of materials, and occupancy of all buildings and 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.
Planning
The Planning Division provides a multitude of services related to Long Range Planning and
Current Planning. We administer the General Plan and Zoning Ordinance regarding new
development projects and redevelopment projects. Planning provides assisiance to the
community in development and the permit review process; carries out plans in strategic

____________________________________________________________________________________
153

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Development Services
____________________________________________________________________________________
locations and provides professional information to decision makers and the public to support
quality growth and focused development for the community.
Mapping and Records is part of the Planning Division. Mapping and Records maintains the GIS
database which includes layers of information relative to City Council districts, water lines,
sewer lines, storm drains, streets, addresses, parcels, and subdivisions. These GIS layers are the
largest database in the City.

Operating Budget

The total City Operating Budget is $399 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 – Performed plan review and construction inspection of a total of 2.6 million
square feet of building development with a construction value of 219 million dollars.
Building Safety ‐ Reviewed and inspected all construction associated with the NCAA Men’s
Final Four Basketball Tournament. This included modificatons made at the University of
Phoenix Stadium, onsite special events and offsite special events.
Code Compliance – Increased proactive case initiation from 31% to 43%.
Code Compliance – Improved vacant structure securement specifications to use
polycarbonate material for structure openings visible from the street.

____________________________________________________________________________________
154

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Development Services
____________________________________________________________________________________







Code Compliance – Executed a Request For Proposals to secure seven contractors (up from
two) to perform lot cleaning and vacant structure securement in support of the Clean and
Lien Program.
Code Compliance – Translated the “Understanding City Codes” brochure into Spanish to
better serve our Spanish‐speaking residents.
Planning ‐ Completed the City‐wide 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 General Plan Update was approved
by Glendale voters on the Primary Election on August 30, 2016.
Planning ‐ Faciliticated the annexation of two areas on 83rd Avenue that will allow in‐fill
development.
Planning – Currently working on a Zoning Text Amendment that will regulate the placement
of Donation Drop Boxes in Glendale.

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

Complete 95% of all plan review submittals within
two review cycles.
Economic Development; Creative, Innovative,
Efficient Systems
Provide thorough and expedient review of
construction plans to support citywide
development by working closely with the
development community.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
6,347
6,498
6,867
7,000
4,254
4,563
4,822
4,900
381
507
340
600
66%
62%
67%
65%
29%
33%
28%
30%
5%
5%
5%
5%

____________________________________________________________________________________
155

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Development Services
____________________________________________________________________________________

Department Goal
Council Priority
Performance Objective
Performance Measures
Number building permits issued
Number of building inspections completed
% of building inspections completed within one
(1) day of inspection request

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

Conduct timely building permit inspections with at
least 99% being performed within one day from
when they are called in and requested.
Economic Development; Creative, Innovative,
Efficient Systems
Provide thorough and timely inspections to
support citywide development and the
development community.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
6,347
6,498
6,867
7,000
21,938
24,463
25,532
26,000
96%

99%

99%

99%

Maintain compliance with City Codes that relate to
nuisances, property maintenance, rental housing
and Zoning Ordinance requirements.
Economic Development; Creative, Innovative,
Efficient Systems
Address and resolve code compliance violations in
an effective and efficient manner.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
7,162
7,162
6,910
7,000
7,066
7,066
6,643
7,200
19,815
19,815
19,530
20,000
2

2

2

2

97%

97%

97%

97%

____________________________________________________________________________________
156

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Development Services
____________________________________________________________________________________

Department Goal
Council Priority
Performance Objective
Performance Measures
% of Code Compliance cases opened proactively
Department Goal
Council Priority

Performance Objective

Performance Measures
Number of service requests filed
Number of filed cases
Planning customers assisted at the Development
Services Center counter

Maintain compliance with City Codes that relate to
nuisances, property maintenance, rental housing
and Zoning Ordinance requirements.
Economic Development; Creative, Innovative,
Efficient Systems
Improve the level of Code Compliance cases
generated proactively.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
32%
31%
43%
50%
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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimated
Target
150
265
265
265
234
256
256
256
1,805

2,230

1,230

1,500

____________________________________________________________________________________
157

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Development Services

DEVELOPMENT SERVICES
BUILDING SAFETY ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-15610) Building Safety

(2400-17510) Cross Connection Control
Total - Building Safety

BUDGET BY CATEGORIES
OF EXPENDITURES

Wages/Salaries/Benefits

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$2,017,444

$2,466,554

$2,466,554

$2,619,334

$135,422

$170,642

$170,642

$175,051

3%

$2,152,866

$2,637,196

$2,637,196

$2,794,385

6%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

6%

Percent Over
FY 2017 Budget

$2,035,611

$2,302,950

$2,302,950

$2,388,396

4%

Supplies and Contracts

$49,611

$107,465

$107,465

$156,265

45%

Internal Premiums

$28,749

$165,775

$165,775

$192,809

16%

Internal Service Charges

$26,497

$39,006

$39,006

$33,715

-14%

$6,800

$6,800

$8,000

18%

$12,398

$15,200

$15,200

$15,200

0%

$2,637,196

$2,637,196

$2,794,385

6%

Operating Capital
Supplies and Contracts

Total - Building Safety

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

(1000-15610) Building Safety
(2400-17510) Cross Connection Control
Total -Building Safety

$2,152,866

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

21

23

23

23

0%

1.75

1.75

1.75

1.75

0%

22.75

24.75

24.75

24.75

0%

____________________________________________________________________________________
158

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Development Services

DEVELOPMENT SERVICES
PLANNING ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-13770) Mapping and Records

(1000-15910) Planning Administration
Total - Planning

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$96,367

$100,952

$100,952

$105,391

4%

$756,393

$1,016,301

$1,016,301

$1,009,691

-1%

$852,760

$1,117,253

$1,117,253

$1,115,082

0%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$748,848

$998,142

$998,142

$1,011,639

Supplies and Contracts

$93,465

$70,591

$77,570

$42,570

-40%

Internal Premiums

$6,784

$36,205

$36,205

$55,945

55%

Internal Service Charges

$3,663

$4,936

$4,936

$4,528

$7,379

$0

$0

$400

$400

$1,117,253

$1,117,253

$1,115,082

Operating Capital
Supplies and Contracts

Total - Planning

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

$852,760

1%

-8%
-100%

0%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-13770) Mapping and Records

1

1

1

1

0%

(1000-15910) Planning Administration

7

9

9

9

0%

8

10

10

10

0%

Total -Planning

____________________________________________________________________________________
159

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Development Services

DEVELOPMENT SERVICES
CODE COMPLIANCE ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-14410) Code Compliance

Total - Code Compliance

BUDGET BY CATEGORIES
OF EXPENDITURES
Wages/Salaries/Benefits

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$1,198,872

$1,401,844

$1,397,844

$1,654,055

18%

$1,198,872

$1,401,844

$1,397,844

$1,654,055

18%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$1,085,083

$1,234,373

$1,234,373

$1,472,006

Supplies and Contracts

$59,291

$59,830

$55,830

$59,830

0%

Internal Premiums

$11,326

$59,533

$59,533

$75,032

26%

Internal Service Charges

$24,210

$32,108

$32,108

$31,187

-3%

Supplies and Contracts

$18,962

$16,000

$16,000

$16,000

$1,401,844

$1,397,844

$1,654,055

Total - Code Compliance

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM
(1000-14410) Code Compliance
Total -Code Compliance

$1,198,872

19%

0%
18%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

14

14

14

16.5

18%

14

14

14

16.5

18%

____________________________________________________________________________________
160

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Economic Development
____________________________________________________________________________________

Performance Report
Economic
$

Development

Economic Development
$1,125,563 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 of
our four core pillars: Business Attraction, Business Retention & Expansion, Redevelopment, and
Business Assistance. 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.

____________________________________________________________________________________
161

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Economic Development
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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
•

•

•

•

Conair announced plans to expand their Glendale campus with the addition of a new
building adjacent to their existing campus. This new structure which has commenced
construction, will be just over 1 million square feet. This expansion will also add 300 new
jobs bringing Conair’s total employment in Glendale to 750. Once the expansion is
complete, the Conair campus in the Glen Harbor Business Park will total 2.3 Million square
feet, making it the second largest corporate campus in the greater valley.
Talavi Tech, formerly Glendale’s largest remaining office building, was purchased by Alaska
USA Federal Credit Union for $17 million. The acquisition of this 185,000 square foot facility
will supplement the company’s existing 22,000 square foot data center located in the Talavi
Business Park. This acquisition demonstrates Alaska USA Federal Credit Union’s continued
commitment to future growth in Glendale.
West Valley RE LLC, an affiliate of the Van Tuyl Group, purchased a parcel of land from the
City for $2.4 million where they will welcome BMW to Glendale. This $30 Million
investment will bring a full‐service BMW car dealership to the 13‐acre parcel just north of
Union Hills on the west side of the Loop 101. BMW expects to employ between 150 and 200
people at the new facility.
Glendale’s unemployment rate decreased from 5.0% in January 2016 to 4.8% in January
2017; and, year over year 3,108 more people joined the labor force and 3,128 more
Glendale residents were employed.

____________________________________________________________________________________
162

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Economic Development
____________________________________________________________________________________
•

•

•

•

•

The city has partnered with Westmarc, MAG and the other west valley communities on a
comprehensive workforce strategy to help better understand and market the west valley to
potential employers. The project has included collecting workforce data, outreach to
industry and education leaders, a SWOT analysis and presently the development of a tool
demonstrating the existing workforce we have by place of residence instead of place of
business at an occupational level.
Collaborated with valued partner organizations to sponsor, co‐host and support hiring
events, a procurement fair, and small business assistance seminars to benefit the Glendale
community. Partners included: SCORE, Goodwill Industries, WESTMARC, and the Glendale
Chamber of Commerce.
Created new comprehensive Business Resource Guide that provides a one‐stop guide for
planning, starting, operating and growing a business in Glendale. The comprehensive guide
will be available on the Economic Development Department website and hard copies will be
made available for visitors at the Glendale IDEA Center.
Worked with Urban Land Institute (ULI) to conduct an AzTAP (Technical Assistance Program)
studying Centerline’s midtown area. The AzTAP Panel Day brought in 12 subject matter
experts to examine the midtown district and discuss the issues around land use,
placemaking, education, housing, economic development, and financing and investment
tools. This endeavor resulted in a final report and presentation to City Council with detailed
strategies to revitalize Downtown Glendale.
Through a partnership with Arizona State University’s Entrepreneurship Outreach Network
and in conjunction with the Glendale Public Library, the Economic Development Team has
begun facilitating Start Up School classes at the Main Library. The interactive courses are
part of a six‐part series that is offered free to the public, and provides entrepreneurs and
small businesses access to curriculum and resources for developing a successful business
venture.

Goals, Objectives, and Performance Measures

____________________________________________________________________________________
163

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Economic Development
____________________________________________________________________________________

Department Goal
Council Priority
Performance Objective
Performance Measures
New Businesses & Expansions
Jobs Generated
GPEC Project Responses
Participation in Recruitment Initiatives

Department Goal
Council Priority
Performance Objective
Performance Measures
CDBG Grant Award (to the department)
Visual Improvement Program: # of
Projects Grant Awards

Department Goal
Council Priority
Performance Objective
Performance Measures
Targeted Outreach Contacts
Business Assistance Events

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
12
14
12
10
1,352
1,136
2,081
1,000
41
48
37
37
5
5
5
6
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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
$0
$0
$52,202
$40,000
4
5
4
3
$27,087
$42,141
$55,262
$90,000
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.)
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
169
199
270
200
6
6
16
10

____________________________________________________________________________________
164

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Economic Development

ECONOMIC DEVELOPMENT
ECONOMIC DEVELOPMENT ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-16010) Economic Development

$772,948

$846,455

$846,455

$861,036

2%

(1000-16025) Business Development

$131,907

$153,227

$153,227

$264,527

73%

$904,855

$999,682

$999,682

$1,125,563

13%

Total - Economic Development

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$712,425

$750,194

$750,194

$760,575

1%

Supplies and Contracts

$183,569

$220,309

$220,209

$330,209

50%

Internal Premiums

$5,458

$23,625

$23,625

$29,585

25%

Internal Service Charges

$3,403

$5,554

$5,554

$5,094

-8%

$100

$100

$999,682

$1,125,563

Supplies and Contracts
Total - Economic Development

$904,855

$999,682

13%

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-16010) Economic Development

6

6

6

6

0%

6

6

6

6

0%

Total -Economic Development

____________________________________________________________________________________
165

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Fire Services
____________________________________________________________________________________

Performance Report
Fire Services
$47,465,448 285 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.

____________________________________________________________________________________
166

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Fire Services
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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









Electronic Patient Care Reporting (ePCR) completed its first year of service; 29,749 patient
care reports were generated in the field.
Low Acuity unit “LA151,” completed its first year of deployment, responding out of Fire
Station 151 (located at 52nd Ave. and Glendale Ave.). This 2‐person unit was in service 40
hours per week responding to non‐emergency incidents during peak demand times. The
unit’s 1,509 responses.
A second Low Acuity unit, LA157, was deployed out of fire station 157 (located at 59th Ave.
and Mountain View Rd.). In its first 6‐months of service it responded to 732 incidents.
Eleven GFD members attended Paramedic school at Glendale Community College and
graduated in January 2017. All Paramedics and EMT’s successfully transitioned to the new
certification standards required by the National Registry of Emergency Medical Technicians.
The department received recertification as a Certified Training Center through AZ
Department of Health Services, to conduct in‐house EMT and Paramedic instruction.
Emergency water support was provided for the City’s Water Department during waterline
disruptions in the community. Ten thousand bottles of water were distributed and 15,000
gallons of potable water were dispensed from the department’s water tanker.
Crisis Response Volunteers donated over 13,001 hours to the Glendale Fire Department.

____________________________________________________________________________________
167

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Fire Services
____________________________________________________________________________________

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. Station notification to arrival. Does not include call
intake and processing.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target

th

Response time at the 90
percentile, emergency calls
Glendale fire suppression calls
Glendale ALS/BLS emergency calls
Glendale other call types
Automatic Aid Received
Automatic Aid Given
Maintain quality Insurance
Services Office (ISO) rating of 3 or
better

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; National Fire
Protection Association standards

6:48

6:28

6:30

6:30

1,100
26,054
2,873
4,035
6,283

1,174
27,867
2,745
4,386
6,630

1,200
29,900
2,700
4,300
6,600

1,200
31,500
2,700
4,300
6,600

2

2

2

2

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
242

216

216

216

115
47.5%

210
97%

216
100%

216
100%

100%

100%

100%

100%

100%

100%

100%

100%

____________________________________________________________________________________
168

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Fire Services
____________________________________________________________________________________
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
Cause Determination %
Department Goal
Council Priority
Performance Objective
Performance Measures
Number of life safety classes and
events held annually
Customer contacts

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
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
1,720

4,216

4,200

4,200

1,119

915

950

950

1,400

1,955

1,900

1,900

97%

96%

95%

95%

65
73%

97
65%

85
70%

85
70%

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
380

543

500

525

15,269

17,963

16,000

16,500

____________________________________________________________________________________
169

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Fire Services

FIRE SERVICES
FIRE DEPARTMENT ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-12410) Fire Administration

(1000-12421) Fire Special Operations
(1000-12422) Fire Operations
(1000-12433) Fire Resource Management
(1000-12434) Fire Training

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$2,057,790

$2,113,255

$2,113,255

$2,480,609

17%

$12,465

$47,625

$47,625

$47,625

0%

$29,163,202

$31,348,614

$30,319,783

$33,837,753

8%

$3,778,790

$3,994,557

$3,994,557

$3,815,952

-4%

$0

$25,500

$25,500

$25,500

0%

(1000-12436) Fire Medical Services & Health

$209,148

$320,703

$320,703

$256,563

-20%

(1000-12438) Fire-Emergency Mgmt

$425,006

$562,503

$562,503

$605,694

8%

(1000-12441) Fire Marshal's Office

$885,262

$1,023,845

$1,023,845

$1,042,189

2%

$15,091

$22,250

$22,250

$22,250

0%

$365,088

$704,457

$704,457

$795,878

13%

(1000-12444) Fire Community Services
(1000-12491) LA Services
(1000-12493) FD - NCAA Final 4

$0

$213,932

$213,932

$0

$42,006

$61,789

$61,789

$62,788

(1000-12495) Stadium - Fire Event Staffing

$392,683

$322,444

$322,444

$0

(1000-12496) Arena - Fire Event Staffing

(1000-12494) Fire - Fiesta Bowl Event

-100%
2%
-100%

$149,425

$139,178

$139,178

$149,874

(1000-12497) CBRanch - Fire Event Staffing

$53,439

$55,964

$55,964

$60,030

7%

(1000-12498) Fire - College FB Playoffs

$46,629

$0

$0

$0

NA

(1000-12499) Glendale Health Center

$23,754

$48,101

$48,101

$46,180

-4%

$0

$2,000,000

$2,000,000

$3,028,831

51%

(1840-34007) Employee Recognition-Donations

$8,894

$0

$0

$0

NA

(1840-34008) Crisis Response - Donations

$1,719

$0

$0

$0

NA

$502

$0

$0

$0

NA

$580,096

$0

$0

$0

NA

$184

$0

$0

$0

$1,213,534

$302,221

$1,331,052

$76,922

$34,703

$0

$0

$0

NA

$431

$0

$0

$0

NA

$6,927

$0

$0

$0

NA

(1840-34095) TO Firefighter Turnout Gear

$49,999

$0

$0

$0

NA

(1840-34096) 2015 UADSI GFD RRT

$52,090

$0

$0

$0

NA

(1840-34098) 2014 UADSI GFD RRT Realloc

$27,000

$0

$0

$0

NA

$647,735

$886,875

$886,875

$946,672

7%

$40,243,592

$44,193,813

$44,193,813

$47,301,310

7%

(1840-34001) Grant Approp - Fire Dept

(1840-34033) Fire Dept Cadet Pgm-Donations
(1840-34072) AHIMT-Wildland Special Ops
(1840-34079) Fire Comm. Services Donations
(1840-34088) 2013 Safer Grant
(1840-34090) 2014 UASI GFD RRT

(1840-34091) 2014 UASI GFD TLO Sustainment
(1840-34092) 2014 SHSGP GFD MMRS

(2530-12590) PS Training Ops - Fire

Total - Fire Department

8%

NA
-75%

____________________________________________________________________________________
170

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Fire Services

FIRE SERVICES
FIRE DEPARTMENT ROLLUP
BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

Wages/Salaries/Benefits

$35,128,971

$38,946,745

$37,917,914

$41,143,822

6%

Supplies and Contracts

$3,238,784

$3,244,130

$3,244,130

$3,107,641

-4%

Internal Premiums

$788,855

$1,912,877

$1,912,877

$1,945,486

2%

Internal Service Charges

$385,163

$412,953

$412,953

$398,422

-4%

Operating Capital

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$20,341

Wages/Salaries/Benefits

($1,028,831)

Supplies and Contracts

$681,478

Total - Fire Department

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

$40,243,592

$0

$0

$705,939

$705,939

$705,939

-100%
0%

$44,193,813

$44,193,813

$47,301,310

7%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-12410) Fire Administration

16

16

16

17

6%

(1000-12422) Fire Operations

220

221

221

237

7%

(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

6

6

6

0%

(1840-34088) 2013 Safer Grant

15

15

15

(2530-12590) PS Training Ops - Fire
Total -Fire Department

5

5

5

5

0%

277

282

282

284

1%

____________________________________________________________________________________
171

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
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

BUDGET BY CATEGORIES
OF EXPENDITURES
Supplies and Contracts

Total - GRPS Training Center - Fire

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$437,763

$642,827

$642,827

$0

-100%

$437,763

$642,827

$642,827

$0

-100%

FY 2016
Actual
$437,763

$437,763

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$642,827

$642,827

$0

-100%

$642,827

$642,827

$0

-100%

____________________________________________________________________________________
172

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
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

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

$913,177

$913,177

$164,138

-82%

$1,059,186

$913,177

$913,177

$164,138

-82%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

$696,998

$621,036

$621,036

Supplies and Contracts

$356,731

$270,413

$270,413

$3,774

$21,728

$913,177

Internal Premiums
Internal Service Charges

(1000-12492) Air-Med & Logistics Ops (HALO)
Total -Air Med & Logistics Ops

FY 2018
Budget

Percent Over
FY 2017 Budget

$142,354

-77%

$21,728

$21,784

0%

$913,177

$164,138

-82%

$613

Supplies and Contracts

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

Percent Over
FY 2017 Budget

$1,059,186

Wages/Salaries/Benefits

Total - Air Med & Logistics Ops

FY 2018
Budget

$1,070
$1,059,186

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

4

3

3

1

-67%

4

3

3

1

-67%

____________________________________________________________________________________
173

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-20018
Human Resources
____________________________________________________________________________________

Performance Report
Human Resources
$36,084,298 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.

____________________________________________________________________________________
174

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-20018
Human Resources
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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





Implemented recommendations from the classification and compensation study that
significantly reduced non-represented turnover from over 20% to an estimated 8% for FY1617
Also achieved the the following as a result of implementing the results of the classification
and compensation study:
o Salary ranges were adjusted to be within +/-5% of the average midpoint for
comparative organizations allowing the City to be more market competitive
o Provided salary adjustments to employees based on defined criteria which moved
30% of regular full-time employees to a market competitive rate between the 50th
and 75th percentiles of the salary range
o Increased the quality and quantity of applicants for open recruitments. Received
22,909 applications in 2016
Implemented organizational Anti-Harassment Training. Will have trained over 600
employees by June 30, 2017

____________________________________________________________________________________
175

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-20018
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

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
2

3

8

8

n/a

7

38

40

125

400

1071

1200

Increase diversity ratio of new hires

n/a

*See below

Increase our diversity ratio to better
reflect the Glendale community

n/a

*See below

Continue to
better
**See below reflect the
Glendale
Community
Same as
**See below
above

*New Hires FY15/16 Actual – White 60.4%, Black/AA 9.3%, Hispanic/Latino 25.8%, Asian 1.1%,
American Indian 1.1%, Native Hawaiian and Other Pacific Islander .6%, Not Specified 1.7%
**New Hires FY16/17 Estimate – White 56.3%, Black/AA 7.1%, Hispanic/Latino 31.0%, Asian
1.6%, American Indian .8%, Native Hawaiian and Other Pacific Islander .8%, Not Specified 2.4%
*Community and Employee Ratios FY15/16 Actual – White 51.7% Community (69.0%EE),
Black/AA 5.0% Community (5.0%EE), Hispanic/Latino 34.9% Community (23.0%EE), Asian 5.1%
Community (2.0%EE), American Indian 0.4% Community (1.0%EE), Native Hawaiian and Other
Pacific Islander 0.1% Community (0%EE)
**Community and Employee Ratios FY16/17 Estimate – White 51.7% Community (65.8%EE),
Black/AA 5.0% Community (5.0%EE), Hispanic/Latino 34.9% Community (23.0%EE), Asian 5.1%
Community (2.2%EE), American Indian 0.4% Community (.8%EE), Native Hawaiian and Other
Pacific Islander 0.1% Community (.04%EE), Not Specified (3.3%EE)

____________________________________________________________________________________
176

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-20018
Human Resources
____________________________________________________________________________________

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

Reduction of overall health insurance
costs

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
7-1-15
At medical
7-1-14
At medical
7-1-16
rate of
.1% above
rate of
2% above
inflation
inflation
487
476
565
678
participants participants participants participants
28%
-4.1%
21%
20%
increase
decrease
increase
increase
over prior
over prior
over prior
over prior
year
year
year
year
n/a

n/a

n/a

1%

____________________________________________________________________________________
177

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-20018
Human Resources
____________________________________________________________________________________
Department Goal
Council Priority

Performance Objective

Performance Measures
Reduce legal fees through utilization
of in-house counsel and settling
claims

*Experience Modification Rate for
Worker’s Compensation Claims at 1.0
or less
Maintain total operating cost of risk at
< 2%

Provide and maintain a low risk, safe environment for City
of Glendale employees and its citizens.
Fiscal Sustainability
1. Utilize risk avoidance, risk reduction, risk
transfer and risk retention strategies to protect
against losses that would negatively impact City
assets and its ability to provide ongoing
services.
2. Manage property and liability claims to
minimize costs.
3. Promote employee safety awareness programs.
FY2015
Actual

FY2016
Actual

FY2017
Estimate

FY2018
Target

As of
12/31/14
.89

Cost of legal
fees
$493,697
10%
reduction
As of
12/31/15
.86

Cost of legal
fees
$463,697
6%
reduction
As of
12/31/16
.85

Cost of legal
fees
$445,097
4%
reduction
As of
12/31/17
.85

1%

1%

1%

1%

Cost of legal
fees
$501,834

*The Experience Modification Rate is an indicator of how well a worker’s compensation
program is performing as compared to other similar business types within a State (in our case
against other cities within Arizona)

____________________________________________________________________________________
178

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-20018
Human Resources
____________________________________________________________________________________

Department Goal
Council Priority

Performance Objective

Performance Measures
Reduce turnover for non-represented
employees
Salary ranges are within +/- 5% of the
average midpoint for comparative
organizations

Implement and maintain a competitive non-represented
compensation structure, policy, practices and philosophy in
order to attract, motivate and retain highly skilled
employees.
Creative, Innovative, Efficient Systems
1. Monitor external market on regular basis to
ensure competitiveness.
2. Complete job studies as appropriate in a timely
manner to ensure classifications are current.
3. Comply with appropriate federal and state laws.
4. Complete classification and compensation study
to determine critical areas requiring attention.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
14.5%

9.1%

8.0%

8.0% or less

n/a

n/a

Completed
7/1/16

Remain at
+/-5%

____________________________________________________________________________________
179

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-20018
Human Resources

HR & RISK MGT
HUMAN RESOURCES ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-11020) Benefits

$325,865

$457,536

$457,436

$434,792

-5%

(1000-11030) Human Resources Administration

$530,439

$401,171

$401,171

$416,095

4%

(1000-11040) Employment Services

$321,513

$346,589

$346,439

$360,122

4%

(1000-11050) Employee Relations

$205,368

$264,555

$264,555

$293,273

11%

(1000-11060) Compensation

$367,851

$173,456

$173,606

$183,279

6%

(1000-11070) Organizational Development

$101,913

$126,318

$126,418

$126,063

0%

$19,089

$60,000

$60,000

$60,000

0%

(2540-18010) Risk Mgmt Trust Fund

$3,626,947

$2,951,560

$2,951,560

$2,967,948

1%

(2560-18110) Worker's Compensation

$1,569,073

$2,204,924

$2,204,924

$2,279,542

3%

$25,953,784

$26,825,620

$26,825,620

$28,963,184

8%

$33,021,842

$33,811,729

$33,811,729

$36,084,298

7%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

(1000-11080) Employee Programs

(2580-18210) Benefit Programs
Total - Human Resources

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2018
Budget

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$1,743,818

$1,940,176

$1,935,776

$2,061,116

Supplies and Contracts

$31,243,671

$31,783,862

$31,788,162

$33,917,326

7%

Internal Premiums

$15,382

$69,178

$69,178

$91,041

32%

Internal Service Charges

$11,411

$18,513

$18,513

$14,715

-21%

$100

$100

$33,811,729

$33,811,729

$36,084,298

Operating Capital

6%

$7,560

Supplies and Contracts
Total - Human Resources

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

$33,021,842

7%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-11020) Benefits

4

5

5

4

-20%

(1000-11030) Human Resources Administration

3

3

3

3

0%

(1000-11040) Employment Services

3

3

3

3

0%

(1000-11050) Employee Relations

3

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

2

0%

(2560-18110) Worker's Compensation

1

1

1

2

100%

19

20

20

20

0%

Total -Human Resources

____________________________________________________________________________________
180

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Innovation and Technology
____________________________________________________________________________________

Performance Report
Innovation and Technology
$10,851,589 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

____________________________________________________________________________________
181

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Innovation and Technology
____________________________________________________________________________________

The total City Operating Budget is $399 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




Achieved PCI compliance to the SAQ A‐EP level.
Implemented operational IT metrics and SLAs.
Completed enterprise migration of Microsoft technology to the G‐Tenant Cloud.

Goals, Objectives, and Performance Measures
Department Goal
Council Priority
Performance Objective

Performance Measures
% City external website uptime
Service Level Agreement (SLA) Compliance
(New Metric)
First Call Resolution (FCR) (New Metric)
Customer Satisfaction Rating (New Metric)

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
99.74
99.74
99.88
99.9%
*

*

*

90%

*
*

*
*

*
*

85%
90%

____________________________________________________________________________________
182

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Innovation and Technology

INNOVATION & TECH
INNOVATION & TECHNOLOGY ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(2591-18400) Telephones

$1,167,386

$1,146,234

$1,146,234

$1,154,089

1%

(2591-18401) Technology Replacement

$2,788,885

$1,576,674

$1,576,674

$1,463,344

-7%

(2591-18402) Information Technology

$2,507,784

$5,660,302

$5,660,302

$5,705,839

1%

$747,236

$4,147,725

$4,147,725

$2,528,317

-39%

$7,211,291

$12,530,935

$12,530,935

$10,851,589

-13%

FY 2017
Budget

FY 2017
Estimate

(2592-18500) Technology Projects
Total - Innovation & Technology

BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2018
Budget

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$2,556,668

$3,345,072

$3,345,072

$3,440,433

3%

Supplies and Contracts

$4,332,827

$8,449,429

$8,449,429

$6,622,921

-22%

Internal Premiums

$23,367

$16,970

$16,970

$28,459

68%

Internal Service Charges

$15,184

$21,464

$21,464

$19,776

-8%

Operating Capital

$350,548

$696,000

$696,000

$738,000

6%

Wages/Salaries/Benefits

($69,481)

Supplies and Contracts
Total - Innovation & Technology

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM
(2591-18400) Telephones

$2,178
$7,211,291

$2,000

$2,000

$2,000

$12,530,935

$12,530,935

$10,851,589

0%
-13%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

1

1

1

1

0%

(2591-18401) Technology Replacement

1

(2591-18402) Information Technology

25

29

29

29

0%

27

30

30

30

0%

Total -Innovation & Technology

____________________________________________________________________________________
183

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Misc . Grants

MISCELLANEOUS GRANTS
GRANTS ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1840-32105) Victim's Rights-Cty Atty

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$10,098

$0

$0

$0

NA

$170,877

$0

$0

$0

NA

(1840-32109) Nina Mason Pulliam Grant

$7,204

$0

$0

$0

NA

(1840-32111) Donations - Glendale Univ.

$2,711

$0

$0

$0

NA

(1840-32115) MYAC Fundraising

$1,381

$0

$0

$0

$0

$150,000

$150,000

$750,000

(1840-32132) Historic Plaques

$4,096

$0

$0

$0

(1840-32149) Centennial HP Bus Tour Donat

$1,236

$0

$0

$0

NA

(1840-32156) STOP Violence Prosecutors Off

$144,676

$592

$592

$0

-100%
NA

(1840-32108) Prop. 302

(1840-32118) Miscellaneous Grants

(1840-32159) MAG CMAQ Street Sweeper Grant
(1840-36505) Glendale Habitat Garden Educ
Total - Grants

BUDGET BY CATEGORIES
OF EXPENDITURES

$0

$0

$241,043

$0

$4,275

$0

$5,594

$0

$346,554

$150,592

$397,229

$750,000

FY 2016
Actual

Wages/Salaries/Benefits

$136,554

Supplies and Contracts

$210,000

Internal Premiums

FY 2017
Budget
$150,000

FY 2017
Estimate
$150,000

FY 2018
Budget

NA
400%
NA

NA
398%

Percent Over
FY 2017 Budget

$750,000

400%

$0

-100%

$750,000

398%

$5,594
$592

Operating Capital

$592

$241,043
Total - Grants

$346,554

$150,592

$397,229

____________________________________________________________________________________
184

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
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

BUDGET BY CATEGORIES
OF EXPENDITURES

Wages/Salaries/Benefits
Supplies and Contracts
Internal Premiums

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$9,843,949

$17,876,424

$20,794,667

$15,085,275

$200,000

$200,000

$200,000

$200,000

$10,043,949

$18,076,424

$20,994,667

$15,285,275

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

$197,486

$215,000

$215,000

$215,000

$1,361,512

$16,434,199

$19,352,442

$14,715,511

$8,484,951
Total - Non-Departmental

FY 2018
Budget

$10,043,949

Percent Over
FY 2017 Budget
-16%

0%
-15%

Percent Over
FY 2017 Budget

0%
-10%

$1,427,225

$1,427,225

$354,764

-75%

$18,076,424

$20,994,667

$15,285,275

-15%

____________________________________________________________________________________
185

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Police Services
____________________________________________________________________________________

Performance Report
Police Services
$94,127,820

Operations Bureau

564 FTEs
Investigative and Administrative
Services Bureau

Foothills Patrol
Division

Administrative
Services Division

Gateway Patrol
Division

Criminal
Investigations Division

Support Services
Division

Special Operations
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
____________________________________________________________________________________
186

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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 Support Services
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 Support Services
Division provides auxiliary functions in furtherance of department operations including
Communications, Detention and Records, and Technology



The Investigative and Administrative Services Bureau includes three Divisions; the
Criminal Investigations Division, the Special Operations Division and the Administrative
Services Division. Criminal Investigations is primarily responsible for the investigation of
crime and the prosecution of offenders. The Special Operations Division includes three
units; the Emergency Response Unit, the Special Events Planning & Operations Unit, and
the Traffic Unit. The Administrative Services Division is responsible for the departments
Training Unit, Personnel Management, Budget, and Planning and Ressearch.

Operating Budget

The total City Operating Budget is $399 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

____________________________________________________________________________________
187

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Police Services
____________________________________________________________________________________

Accomplishments, Enhancements, and Efficiencies






Implementing/Developing new technologies – Completing the Records management
implementation, full deployment of body worn cameras to officers in enforcement roles,
replacement of in car cameras and implementation of intelligence lead policing.
Implemented 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.
Following 21st Century Policing directives to include initiating open data such as response to
resistance within our Public Safety Crime Viewer.
Intelligence Led Policing Center functional and active
New contractual relationships with All Animal Rescue and Transport, and AZ Humane
Society to handle stray and neglected/abuse related calls for service.

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
FY2018
Actual
Actual
Estimate
Target
174,535
185,306
204,683
222,253

77.7%
55.0%
1,120
1,174

77%
55.1%
1,413
685

76.3%
55.2%
1,706
750

75.6%
55.3%
1,999
825

56,213
24,573

69,270
30,197

82,327
35,821

95,384
41,445

n/a

83.42%
Prt. 1: 77.2%
Prt 2.: 72.8%

84%
Prt. 1: 77.5%
Prt 2.: 73%

86%
Prt. 1: 77.7%
Prt 2.: 73.2%

47.1%

____________________________________________________________________________________
188

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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
FY2018
Actual
Actual
Estimate
Target
‐0.4%
‐6.8%
13,679
926
12,753

+13.6%
+4.2%%
14,513
1,079
12,884

16.1%
48.4%
13.5%

19.0%
25.0%
18.0%
30.0%
40.4%
[334/1130]
[364/902]
29.5%
12.2%
[2685/13,434]
[1346/11,045]
20.0%

‐1.6%
‐.2%
15,193
1,209
13,984

‐1.3%
‐.2%
15,873
1,339
14,534

21.9%
34.0%
23.0%
39.3%
[411/1209]
33%
[3216/13984]
23%

24.8%
43.0%
27.5%
40%
[575/1339]
43%
[3924/14534]
27%

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
FY2017
FY2018
Actual
Actual
Estimate
Target
25
33
25
25
36
21
$75,000
119
51 of 101
28 of 46
1 of 31
23 of 31

35
21
$100,000
108
54 of 108
24 of 46
1 of 20
5 of 10

20
21
$100,000
100
43 of 85
24 of 39
1 of 32
24 of 32

20
21
$100,000
100
40 of 82
24 of 39
1 of 27
24 of 32

____________________________________________________________________________________
189

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Police Services

POLICE SERVICES
POLICE DEPARTMENT ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-12120) Police Administration

$2,738,110

$2,894,852

$2,909,307

$3,759,106

30%

(1000-12121) PD - Stadium Event Staffing

$1,742,471

$1,414,819

$1,414,819

$784,140

-45%

(1000-12122) PD - Fiesta Bowl Event

$148,692

$221,728

$221,728

$70,868

-68%

(1000-12123) PD - Arena Event Staffing

$471,265

$548,511

$548,511

$577,417

5%

(1000-12124) PD - College FB Playoffs

$272,955

$0

$0

$0

NA

(1000-12125) PD - CBRanch Event Staffing

$7,529

$30,757

$30,757

$32,549

$0

$786,005

$786,005

$0

$16,789,632

$18,173,024

$18,250,580

$20,541,540

13%

$2,230,932

$3,069,150

$3,069,009

$2,300,567

-25%

$13,197,731

$14,939,996

$14,951,625

$14,895,269

0%

$640,930

$758,211

$758,580

$802,347

6%

(1000-12170) Foothills Patrol Bureau

$17,252,221

$19,376,485

$19,303,283

$21,189,825

9%

(1000-12180) Police Support Services

$2,508,337

$3,600,160

$3,592,619

$3,573,115

-1%

(1000-12210) PD - Fiscal Management

$4,275,311

$2,946,920

$2,966,620

$3,524,573

20%

(1000-12215) PD - Tow Administration

$63,587

$71,419

$71,419

$74,140

4%

(1000-12220) PD - Detention

$2,912,382

$3,048,321

$3,208,733

$3,343,278

10%

(1000-12230) PD - Communications

$4,087,607

$3,743,353

$3,743,353

$3,698,359

-1%

(1000-12233) PD - Special Operations

$7,891,713

$8,471,510

$8,483,796

$8,947,669

6%

$1,486

$0

$0

$0

NA

(1840-33002) Victim Rights - PD

$82,367

$89,928

$89,928

$76,086

(1840-33006) Police K-9 Donation

$6,666

$0

$0

$0

NA

$35,096

$0

$0

$0

NA

$2,832

$0

$0

$0

$130,794

$123,594

$123,594

$110,048

(1000-12126) PD - NCAA Final 4

(1000-12130) Gateway Patrol
(1000-12135) Training
(1000-12150) Crime Investigations
(1000-12160) Police Personnel Management

(1840-33001) DARE

(1840-33010) PD DEA Grant - Overtime
(1840-33014) CAT Donations
(1840-33018) VOCA
(1840-33021) Grant Approp - Police Dept

6%
-100%

-15%

NA
-11%

$0

$2,000,000

$2,000,000

$2,000,000

0%

(1840-33032) Joint Terrorism Task Force-OT

$25,581

$0

$0

$0

NA

(1840-33041) DPS VTTF

$92,148

$0

$0

$0

NA

(1840-33047) Advocacy Donations

$11,301

$0

$0

$0

NA

(1840-33105) DEA OCDETF Overtime

$63,262

$0

$0

$0

NA

(1840-33135) ICAC Task Force

$6,000

$0

$0

$0

NA

(1840-33165) FCTF/MFTF

$5,554

$0

$0

$0

NA

(1840-33169) USS Electronic Crime Task Forc

$1,000

$0

$0

$0

NA

$502

$0

$0

$0

NA

(1840-33181) HIDTA

$55,538

$0

$0

$0

NA

(1840-33205) 2013 JAG

$87,641

$0

$0

$0

NA

(1840-33211) Police Awards Ceremony Donate

$10,950

$0

$0

$0

NA

$123,920

$441,572

$441,572

$407,041

-8%

(1840-33180) USPS Taskforce

(1840-33213) 2013 COPS Hiring Program

(1840-33217) Police Safety Eq ARS12-116.04A

$544

$0

$0

$0

NA

$1,370

$0

$0

$0

NA

(1840-33220) 2015 GOHS DUI/High Visibility

$23,126

$0

$0

$0

NA

(1840-33221) 2015 GOHS Selective Traffic En

$12,102

$0

$0

$0

NA

(1840-33222) 2015 GOHS Occupant Protection

$20,639

$0

$0

$0

NA

(1840-33223) 2014 UASI Glendale PD RRT Sust

$3,549

$0

$0

$0

NA

(1840-33224) 2014 UASI Glendale PD TLO Sust

$1,446

$0

$0

$0

NA

$75,590

$0

$0

$0

NA

(1840-33226) TO Nation Mobile Tablet Grant

$3,744

$0

$0

$0

NA

(1840-33227) 2016 DUIAC Know Your Limit

$25,912

$0

$0

$0

NA

(1840-33218) 2015 GOHS DUI/Impaired Driving

(1840-33225) 2014 JAG Grant

____________________________________________________________________________________
190

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Police Services

POLICE SERVICES
POLICE DEPARTMENT ROLLUP
(1840-33228) School Resource Officer IGAs

$614,833

$650,074

$650,074

$779,609

20%

(1840-33231) W. Valley Drug Enforcement TF

$77,640

$0

$0

$0

NA

(1840-33232) DUIAC DUI Enforcement OT

$49,998

$0

$0

$0

NA

(1840-33233) FY2015 JAG

$72,675

$0

$0

$0

NA

(1840-33235) 2015 UASI GPD RRT

$75,571

$0

$0

$0

NA

$2,366

$0

$0

$0

NA

(1840-33237) 2016 GOHS DUI/OT

$46,367

$0

$0

$0

NA

(1840-33238) 2016 GOHS STEP OT

$20,410

$0

$0

$0

NA

(1840-33239) 2016 GOHS Occup. Protection OT

$14,463

$0

$0

$0

NA

$0

$0

$377,279

$0

NA

(1840-33241) Voca Victims Assist Crisis Int

$3,666

$0

$0

$0

NA

(1840-33244) 2014 UASI Realloc GPD Grant

$10,254

$0

$0

$0

NA

$6,471

$225,000

$225,000

$225,000

$902,708

$2,276,744

$2,276,744

$2,033,922

(1840-33236) 2015 UASI GPD TLO Sustainment

(1840-33240) Body Worn Camera Project

(1860-32020) Federal RICO
(1860-32030) State RICO
(2530-12390) PS Training Ops - Police

Total - Police Department

0%
-11%

$341,590

$372,758

$372,758

$381,352

2%

$80,381,077

$90,274,891

$90,867,693

$94,127,820

4%

____________________________________________________________________________________
191

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Police Services

POLICE SERVICES
POLICE DEPARTMENT ROLLUP
BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

Wages/Salaries/Benefits

$69,865,901

$78,055,609

$78,055,609

$81,293,071

Supplies and Contracts

$7,145,588

$7,218,332

$7,763,371

$7,561,772

5%

Internal Premiums

$2,315,765

$3,672,414

$3,672,414

$4,253,090

16%

Internal Service Charges

$1,034,881

$1,012,007

$937,516

$904,339

-11%

$234,868

$427,712

$427,712

$427,712

($999,775)

($999,775)

Operating Capital
Wages/Salaries/Benefits

($1,146,185)

Supplies and Contracts

$930,259

Total - Police Department

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

$80,381,077

FY 2017
Estimate

FY 2018
Budget

($1,146,134)

Percent Over
FY 2017 Budget
4%

0%
15%

$888,592

$1,010,846

$833,970

-6%

$90,274,891

$90,867,693

$94,127,820

4%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-12120) Police Administration

20

19

19

23

21%

(1000-12121) PD - Stadium Event Staffing

2

2

2

2

0%

(1000-12123) PD - Arena Event Staffing

1

1

1

1

0%

(1000-12130) Gateway Patrol

131

129

129

135

5%

(1000-12135) Training

17

17

17

9

-47%

(1000-12150) Crime Investigations

91

96

96

89

-7%

(1000-12160) Police Personnel Management

5

5

5

5

0%

(1000-12170) Foothills Patrol Bureau

131

131

131

137

5%

(1000-12180) Police Support Services

28.5

34.5

34.5

33.5

-3%

(1000-12215) PD - Tow Administration

1

1

1

1

0%

(1000-12220) PD - Detention

19

19

19

19

0%

36.5

36.5

36.5

36.5

0%

(1000-12233) PD - Special Operations

51

51

51

51

0%

(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%

(1840-33228) School Resource Officer IGAs

7

7

7

7

0%

(1860-32030) State RICO

1

1

1

1

0%

(1000-12230) PD - Communications

(2530-12390) PS Training Ops - Police
Total -Police Department

2

2

2

2

0%

556

564

564

564

0%

____________________________________________________________________________________
192

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
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

BUDGET BY CATEGORIES
OF EXPENDITURES
Supplies and Contracts

Total - GRPS Training Center - Police

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$437,763

$642,827

$642,827

$0

-100%

$437,763

$642,827

$642,827

$0

-100%

FY 2016
Actual
$437,763

$437,763

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$642,827

$642,827

$0

-100%

$642,827

$642,827

$0

-100%

____________________________________________________________________________________
193

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Public Affairs
____________________________________________________________________________________

Performance Report
Public Affairs
$2,250,448 15.5 FTEs

Public Affairs
Administration

Cable
Communications

Mission Statement
The mission of the Public Affairs Administration Divison is to develop and implement
comprehensive strategies and programs that effectively and accurately communicate the city’s
key messages to their targeted audiences.

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
Users Association (AMWUA), the Arizona League of Cities and Towns, the National League of
Cities (NLC), Westmarc and others. We also supervise the Council Office staff.
We develop and implement the comprehensive and strategically planned public information
program for the city. We manage public information outreach and marketing programs for city
departments. We originate, plan, and compose news items, newspaper articles placement,
stories, bulletins, speeches, reports, letters, and radio and television scripts. We communicate
with and responds to inquiries from city employees, media, business, stakeholders and the
public regarding city activities. We coordinate the interaction of members of the news media,
department, city staff, and public in presenting information. We coordinate with city
____________________________________________________________________________________
194

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Public Affairs
____________________________________________________________________________________
departments to plan and develop education programs and materials for use of employees, the
public and a variety of audiences. Attend neighborhood meetings, community events and
assists in communication of city and departmental information and programs. In addition, we
maintain the city website and digital/social media accounts. As well as providing the creative
design services for city departments.
The Cable Communications division includes Glendale 11 & the Media Center. This division
serves as the city’s government television channel and provider of all online video content for
the city’s web and social media sites, video content (YouTube, Facebook Live etc) and online
views. The media center is also available for rent by outside agencies.

Operating Budget

The total City Operating Budget is $399 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 departments.
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.

____________________________________________________________________________________
195

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
1252
1361
1200
1300
528

395

526

400

324

374

300

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.
FY2015
FY2016
FY2017
FY2018
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

____________________________________________________________________________________
196

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
87
87
85
90
6

6

15

10

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
5

5

4

5

5

5

4

4

12

12

12

12

____________________________________________________________________________________
197

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Public Affairs

PUBLIC AFFAIRS
PUBLIC AFFAIRS ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-10810) Communications

$841,091

$0

$0

$0

(1000-10891) Media Center Operations

$140,588

$0

$0

$0

NA

(1000-10910) Public Affairs Admin

$501,719

$1,367,596

$1,378,396

$1,357,653

-1%

(1000-10920) Cable Communications

$0

$845,437

$834,637

$892,795

6%

(1000-14120) Cable Communications

$338,667

$0

$0

$0

NA

$1,822,065

$2,213,033

$2,213,033

$2,250,448

2%

Total - Public Affairs

BUDGET BY CATEGORIES
OF EXPENDITURES
Wages/Salaries/Benefits

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

NA

Percent Over
FY 2017 Budget

$1,555,166

$1,570,816

$1,570,816

$1,598,595

2%

$221,791

$338,185

$338,185

$313,185

-7%

Internal Premiums

$15,390

$263,997

$263,997

$310,140

17%

Internal Service Charges

$28,150

$40,033

$38,433

$26,926

-33%
80000%

Supplies and Contracts

Supplies and Contracts

$1,568
Total - Public Affairs

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

$1,822,065

FY 2016
Actual

(1000-10810) Communications

10

(1000-10891) Media Center Operations

1

(1000-10910) Public Affairs Admin

3

(1000-10920) Cable Communications

(1000-14120) Cable Communications
Total -Public Affairs

$2

$1,602

$1,602

$2,213,033

$2,213,033

$2,250,448

FY 2017
Budget

FY 2017
Estimate

2%

FY 2018
Budget

Percent Over
FY 2017 Budget

11

11

11

0%

4.5

4.5

4.5

0%

15.5

15.5

15.5

0%

3.5
17.5

____________________________________________________________________________________
198

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Public Facilities, Recreation & Special Events
____________________________________________________________________________________

Performance Report
Public Facilities, Recreation &
Special Events
$13,012,111 62 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 City‐wide signature events
in collaboration with community partners to better connect residents and visitors with
Glendale, to foster a greater sense of community pride. The Special Events Division plays an
important role in attracting tourism and potential shoppers.
The Glendale Convention & Visitors Bureau positions and brands Glendale 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 the downtown Glendale Civic Center, basketball, tennis,
and skate courts; the Historic Sahuaro Ranch; the Foothills Recreation and Aquatics Center; the
Glendale Adult Center; and five neighborhood community centers.
____________________________________________________________________________________
199

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Public Facilities, Recreation & Special Events
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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 61 outreach city‐wide events to engage the public, educate on department
programs and services, and build stronger relationships with Glendale residents.
 Successfully maintained approximately 2100 acres of designated park land, conservation
areas and recreational amenities at one of the lowest costs per acre in Maricopa
County.
 Hosted the local Major League Baseball “Pitch Hit & Run” event in May 2017 and
successfully worked with the L.A. Dodgers and Chicago White Sox to leverage new youth
programs at Camelback Ranch.

____________________________________________________________________________________
200

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Public Facilities, Recreation & Special Events
____________________________________________________________________________________

Special Events
 Implemented six free, festival events that brought an estimated 350,000 visitors and
residents to the Historic Downtown Centerline.
 Coordinated and implemented the Glendale Folk and Heritage Festival, the Antique
Tractor Show, Surviving the Summer Event at Westgate, Touch a Truck, the “Spring
Venture” in Catlin Court, Summer Band, and the dedications of the Rodgers
Amphitheater plaque and H. Phil Lieberman plaque.
 Won three different awards for “best” categories from the Arizona Talent in Event
Concepts (AzTEC) organization and six from the International Festivals and Events
Association (IFEA).
Glendale Convention & Visitors Bureau
 Hotel occupancy increased by 3.9%, the “average daily rate” increased by 4.1% over the
previous year (the highest ever), which generated gross hotel room sales of $47.2
million.
 The search engine marketing campaign resulted in 38,000 clicks, and a record breaking
11.36% “Click Through Rate”, (the industry average is 2.7%), Won the Arizona
Governor’s Tourism Award for Advertising Campaign and Glendale rated #1 “emerging
destination” in the nation by Trivago. In addition, Visit Glendale was named the Sports
Events 2017 Readers’ Choice Award Winner for favorite sports events destinations.
Public Facilities
 The Civic Center placed first in “Ranking Arizona – Best of Arizona Businesses” for sixth
consecutive year (beating out private‐sector businesses such as the Four Seasons Resort
in Scottsdale, Loews Ventana Canyon, Legacy Golf Resort, Hotel Valley Ho, etc.).
 Opened a new, nearly $180,000, 16‐lane archery range at Heroes Regional Park by
leveraging city dollars with community donations and outside grants.
 Added eight additional hours of operation per week at the Glendale Adult Center – at no
cost to the City ‐ to encourage additional patronage and use.

____________________________________________________________________________________
201

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
3

8

8

10

24,385

34,659

11,665*

12,248

$2,210
29,673
n/a

$2,375
46,904
9

$2,529
58,000
45

$2,578
59,740
50

*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 10%
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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
305,000

310,000

350,000

367,500

30,693

40,628

154,212

160,000

$129,600

$77,150

$86,200

$95,000

n/a

$4.15 mil.

$4.5 mil.

$4.75 mil.

____________________________________________________________________________________
202

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Public Facilities, Recreation & Special Events
____________________________________________________________________________________

Department Goal

Council Priority
Performance Objective
Performance Measures
Increase in Gross Hotel Room Sales (CY)
Increase in Hotel Occupancy (CY)
Increase in digital advertising impressions
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 attend Civic Center
events and programs

Enhance Glendale Marketing and Promotion. Increase
visitation to the area; increase conference, travel and
trade bookings; 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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
$36,441,195 $47,268,137 $48,000,000 $48,500,000
67%
67%
69%
69%
n/a
121,022
3,900,000
5,500,000
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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
8,030

6,981

7,331

7,500

18,130

22,068

30,000

30,000*

3,750

7,722

7,722

11,674

143,091

151,354

151,890

156,447

432,135

373,907

363,221

374,118

57,517

50,292

51,525

54,101

*Includes all hours of use including those for maintenance.

____________________________________________________________________________________
203

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Public Facilities, Recreation & Special Events

PUB FAC, REC & EVT
PUBLIC FAC, REC & EVENTS ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-10890) Convention/Media/Parking

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$119,870

$0

$0

$0

$4,917,567

$5,311,631

$5,238,940

$5,476,379

3%

$247,658

$270,910

$270,910

$407,602

50%

$8,248

$30,000

$30,000

$30,000

0%

$232

$5,000

$5,000

$5,000

0%

(1000-14104) Glitter Spectacular

$111,052

$124,913

$116,313

$124,891

0%

(1000-14105) December Weekends

$123,197

$89,315

$123,816

$89,294

0%

(1000-14106) Glitter and Glow

$134,094

$95,791

$102,867

$95,772

0%

(1000-14107) Chocolate Affaire

$114,340

$102,699

$116,840

$102,688

0%

(1000-14108) Glitters Light

$154,182

$154,182

$154,182

$154,182

0%

$76,968

$102,415

$90,000

$92,415

-10%

(1000-13040) Parks Maintenance
(1000-14100) City Sales Tax - Bed Tax
(1000-14102) Glendale CVB - Memberships
(1000-14103) Tourism - Souvenir Program

(1000-14109) Other Special Events
(1000-14110) City-Wide Special Events

NA

$331,171

$470,785

$470,785

$514,784

9%

(1000-14111) Summer Band

$11,256

$8,435

$7,500

$8,435

0%

(1000-14112) Special Events Permitting

$23,944

$69,765

$69,765

$71,402

2%

(1000-14130) Glendale CVB - Bed Tax

$402,355

$419,569

$419,569

$457,993

9%

(1000-14610) Parks & Recreation Admin.

$0

$0

$85,836

$672,218

NA

(1000-14630) Recreation Admin & Events

$507,365

$669,084

$682,457

$707,432

6%

(1000-14640) Adult Center

$132,570

$294,435

$302,209

$306,032

4%

$0

$196,670

$196,670

$191,472

-3%

(1000-14650) Youth and Teen

(1000-14670) Sports and Health

$0

$210,324

$210,324

$209,161

-1%

(1000-14680) Aquatics Rose Lane & Splash Pa

$393,997

$421,736

$421,736

$425,147

1%

(1000-14690) Audio/Visual/Support Services

$307,157

$311,928

$311,928

$312,981

0%

(1000-14710) Park Rangers

$196,341

$262,471

$263,971

$287,514

10%

$1,201,826

$1,450,253

$1,499,165

$1,466,350

1%

$485,098

$627,245

$641,297

$629,015

0%

(1000-14760) Historic Sahuaro Ranch

$0

$81,414

$81,414

$80,075

-2%

(1000-15015) Neighborhood Services

$117,422

$187,358

$5,761

$0

$0

$25,000

$25,000

$25,000

0%

$1,360

$0

$0

$0

NA

(1000-14720) Foothills Recreation Center
(1000-14725) Civic Center

(1840-35004) Grant Approp - Parks & Rec
(1840-35021) P&R Youth Scholarship Donation
(1840-35023) Glendale Adult Ctr Donation

-100%

$4,395

$0

$0

$0

NA

(1840-35025) AZSTA Tbird Pak Trails Enhance

$30,324

$0

$0

$0

NA

(1840-35027) Shooting Range Grant

$49,742

$0

$0

$0

NA

(1880-14820) Rec. Admin & Events Self Sust.

$15,130

$0

$0

$0

NA

(1880-14825) Adult Center Self Sustaining

$131,028

$0

$0

$0

NA

(1880-14830) Rec Self Sust-Foothills Rec

$220,414

$0

$0

$0

NA

(1880-14840) Sports Self Sustaining

$244,776

$0

$0

$0

NA

(1880-14850) Youth and Teen Self Sustaining

$257,135

$0

$0

$0

NA

(1880-14860) SRPHA Sahuaro Ranch Hist

$90,315

$0

$0

$0

NA

(1880-14890) Aquatics Rose Lane Self Sust.

$11,900

$0

$0

$0

NA

$2,464

$2,000

$2,000

$2,000

0%

(1885-13180) Desert Valley Park

$0

$6,000

$6,000

$6,000

0%

(1885-13210) Desert Mirage Park

$0

$5,000

$5,000

$5,000

0%

(1885-13220) Desert Gardens Park

$0

$8,000

$8,000

$8,000

0%

(1885-13230) Discovery Park

$0

$4,000

$4,000

$4,000

0%

$27,259

$12,895

$12,895

$18,877

46%

$0

$25,000

$25,000

$25,000

0%

(1885-13170) Dedicate A Tree

(1885-13235) Elsie McCarthy Pk. Maint
(1885-13237) Paseo Racquet Center

____________________________________________________________________________________
204

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Public Facilities, Recreation & Special Events

PUB FAC, REC & EVT
PUBLIC FAC, REC & EVENTS ROLLUP
Total - Public Fac, Rec & Events

BUDGET BY CATEGORIES
OF EXPENDITURES

$11,204,152

$12,056,223

$12,007,150

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

$13,012,111

FY 2018
Budget

8%

Percent Over
FY 2017 Budget

Wages/Salaries/Benefits

$5,407,427

$5,927,130

$5,809,267

$6,606,843

Supplies and Contracts

$5,266,726

$5,389,877

$5,604,151

$5,624,101

4%

Internal Premiums

$122,767

$346,884

$345,928

$410,148

18%

Internal Service Charges

$116,057

$142,459

$64,304

$167,519

18%

Operating Capital

11%

$94,309

Wages/Salaries/Benefits
Supplies and Contracts
Total - Public Fac, Rec & Events

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

$196,866
$11,204,152

$46,373

$0

$0

$203,500

$183,500

$203,500

-100%
0%

$12,056,223

$12,007,150

$13,012,111

8%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(1000-13040) Parks Maintenance

20

21

21

21

0%

(1000-14100) City Sales Tax - Bed Tax

2.5

2.5

2.5

4

60%

(1000-14110) City-Wide Special Events

4

4

4

4

0%

(1000-14610) Parks & Recreation Admin.

6

(1000-14630) Recreation Admin & Events

6

7

7

7

0%

(1000-14640) Adult Center

2

2

2

2

0%

(1000-14650) Youth and Teen

2

2

2

0%

(1000-14680) Aquatics Rose Lane & Splash Pa

3

3

3

3

0%

(1000-14690) Audio/Visual/Support Services

4

4

4

4

0%

(1000-14710) Park Rangers

3

2

2

2

0%

(1000-14720) Foothills Recreation Center

3

4

4

4

0%

(1000-14725) Civic Center

3

3

3

3

0%

(1000-15015) Neighborhood Services

1

1

1

(1880-14830) Rec Self Sust-Foothills Rec

1

55.5

55.5

62

12%

(1880-14850) Youth and Teen Self Sustaining
Total -Public Fac, Rec & Events

4
56.5

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Public Works
____________________________________________________________________________________

Performance Report
Public Works
$72,389,644

Engineering

293.25 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 downtown pedestrian lights.
Manages and assists with property acquisition and disposition, procuring easements,
and developing license agreements.
Oversees floodplain management and city‐adopted National Flood Insurance Program.

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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, recycle material sorting and marketing, 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 oversight, planning, management, 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, the coordination of fixed
route bus service and taxi voucher programs and the regional ADA paratransit service.
Participation in regional planning and coordination of such projects as Northern
Parkway and Loop 303.
Traffic engineering and operations services, including working with the public on traffic
concerns, coordination, review and approval of new development traffic improvements.
Management, operations and maintenance of traffic signals and intelligent
transportation systems, traffic signs, pavement markings, work zone traffic control and
large event traffic management.
Design and planning for city capital 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 (both developed and undeveloped),
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.

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Fiscal Year 2017-2018
Public Works
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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 130 Capital Improvement Projects
with an estimated total project value of $287.7 million (25 projects completed FY to date).
Engineering staff completed the in‐house design and managed the construction of the P1
Parking Improvements (now known as the Y Lot). The new parking lot contains 2,700 spaces
and is located at the southwest corner of 91st and Maryland Avenues. The project had an
agrressive schedule and was finalized within budget and on time for the opening of the
2016/17 Arizona Cardinals Football Season. Total construction cost $3.85M.
The Engineering Division has developed a Pavement Management Program consisting of
contracts for three different pavement treatments:
Mill & Overlay – The Mill & Overlay Project was awarded with an expenditure
authorization of $7.7M/term and an option for the contract to be renewed 4 times
for a potential total project cost of $38.5M. It is anticipated that the first term of the
Mill & Overlay will be completed in the Spring of 2017 and renewed for a seocnd
term.
Slurry Seal – The slurry Seal Project was awarded with an expenditure limit of
$1.95M. It is anticipated that the project will be complete in the Spring of 2017. In

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Public Works
____________________________________________________________________________________







addition, the Slurry Seal treatment of Camelback Road was completed with a total
project cost of $0.38M. The next Slurry Seal project will be out for bid later this year
with an exception limit of $2.0M/term and an option to renew for 4 additional
terms.
Crack Seal – The Crack Seal Project was awarded with an expenditure limit of $0.9M.
The Project was completed in March 2017. The next Crack Seal Project has been
advertised and will be awarded with an expenditure limit of $1.2M/term with an
option for the contract to be renewed for 4 additional terms for a potential project
cost of $4.8M.
Engineering staff assumed the maintenance of the downtown pedestrian decorative lights
in July, 2016. Upon taking over the responsibility of the maintenance, the system was
assessed and a plan developed to number all of the poles, clean the globes, relamp the
entire system and make repairs or replace streetlight components to standardize the
system where possible. All of these tasks were accomplished by the end of October 2016, in
time for the annual Glendale Glitters and the associated downtown events.
Engineering staff assisted with the implementation of the Honorary Street Naming in
downtown Glendale and the Westgate Sports and Entertainment District. The Honorary
streets include; Dr. Martin Luther King, Jr. Boulevard, along Maryland Avenue, between 91st
and 95th Avenues; Cesar Chavez Boulevard along 59th Avenue, between Ocotillo Road and
Orangewood Avenues; and Marty Robbins Boulevard along Glendale Avenue, between 51st
and 62nd Avenues.
Staff has completed the speed cushion program, installing or replacing 24 speed cushions;
and, staff prepared construction documents facilitating the installation of 26 infill street
lights.

Field Operations








The new administration, maintenance and scale house building were completed as part of
the Landfill’s planning for the transition from the current South cell to the North cell. The
$6.6 million project also included a new access road. The enhanced facilities provide
additional scales to provide more efficient service to our customers.
The Solid Waste division provided garbage collection services for several Mega Events that
occurred in the city last year, including the Fiesta Bowl (Dec. 31), Glendale Glitter & Glow
Block Party (Jan 7), Glendale Chocolate Affaire (Feb. 11‐12).
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.
Approximately two (2) years ago the City of Glendale Public Works Department began
meeting with Luke Air Force Base (LAFB) to engage in partnering for services. This program
better known as the P4 Shared Services program allows the Air Force to procure goods and
services with surrounding municipalities. In September 2016, the Solid Waste Divisions
entered into an Intergovernmental Agreement (IGA) with LAFB to provide on‐site solid
waste and recycling collection. On October 1, 2016, collection services were implemented

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Fiscal Year 2017-2018
Public Works
____________________________________________________________________________________









at the base, providing service 6‐days a week. Containers serviced at Luke include; 8 roll‐off
bins, 160 90‐gallon recycling barrels, and 201 bins for trash and front‐load collection. This
IGA was the first formal agreement with the Air Force and will be used as a model moving
forward. To date, 887 tons of refuse and recycling has been collected and this account is
estimated to generate $255,000 in revenue annually.
The Glendale Municipal Landfill (LF) and Materials Recycling Facility (MRF) serve
approximately 53,000 Glendale households and many surrounding communities. The LF
receives 351,000 tons of refuse and the MRF processes approximately 19,500 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.
Facilities Management completed over 1,000 preventive and 2,500 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: cooling tower replacement at city hall, HVAC design at main public safety and
equipment management buildings, exterior sealing and roofing at the Sine building to avoid
impact to customer business operations and save energy.
Equipment Management maintained and serviced the city fleet of 1,305 vehicles and
equipment. This year staff have prepared 122 new vehicles for service, processed 108
vehicles for auction, performed 6,522 repairs, and completed 3,752 preventative
maintenance services. In total, Vehicle Technicians clocked 27,126 labor hours as the city
fleet drove 6.6 million miles during the course of providing service to the community.
The fire pumper fleet has been upgraded to enhance reliability with the average age of our
frontline pumpers reduced from 8.5 years to 1.3 years by replacing 6 of the 7 frontline
pumpers between the last year and the upcoming year. This allows the overall fleet to be
reduced from 17 to 14, and allows the Fire Department a reduction in their fleet
maintenance costs. The 3 pumpers last year were part of the overall 92 new vehicles
acquired last fiscal year.

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).
Transportation Systems Management staff provided special event traffic control for 10
preseason and regular season AZ Cardinals games, the Fiesta Bowl, the 2017 NCAA Final
Four, Arizona Coyotes games, and other Mega Events. Staff also provided traffic control for
the Downtown Special Events and the Christmas Parade. The City is also managing the
NCAA Final Four Basketball gmes in April of 2017.
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 was developed as a surface parking lot containing 2,710
spaces. Construction was completed in time for the 2016 football season. This parking lot is
intended to enable the City to meet the event parking requirements at the Sports and

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Fiscal Year 2017-2018
Public Works
____________________________________________________________________________________














Entertainment District, as well as providing additional parking to the general public visiting
the Westgate area.
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 are 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 9,000 graffiti tags throughout the city this year.
Staff also repaired 9,000 potholes, 56,000 square feet of asphalt, 600 feet of curb/ gutter,
and 8,000 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.
The airport replaced the main windsock. A total of 70,509 operations (landings and takeoffs)
occurred. 321 aircraft were based at the airport.
Flashing yellow arrows were installed at six intersections.
Design for improvements at 59th Avenue and Olive Avenue has been completed.
Design was completed for the HAWK at 65th Avenue and Bethany Home Road
50 miles of arterial and collector roadwayws wer restriped and 600 signs were replaced by
city staff.
600 traffic signal issues were responded to.

Goals, Objectives, and Performance Measures
Department Goal
Council Priority
Performance Objective
Performance Measures
% of projected cash flow expended in the
fiscal year

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
n/a

n/a

66%

90%

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Fiscal Year 2017-2018
Public Works
____________________________________________________________________________________

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
Crack Seal
Total
Department Goal
Council Priority
Performance Objective

Performance Measures
Residential containers missed pickup –
reduce by 5%
Increase compaction of garbage at Landfill
by 2% ‐ Measured in pounds per cubic
yard compaction
Decrease residuals at Material Recovery
Facility by 3%

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).
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
.63%

.63%

<1%

<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 $10.7M per year.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
n/a
$7.6M
$7.5M
$7.5M
n/a
$1.4M
$2.3M
$2.0M
n/a
n/a
$0.9M
$1.2M
$9.0M
$10.7M
$10.7M
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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
251

385

725

688

1,650

1,650

1,825

1,860

34%

34%

33%

31%

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ANNUAL BUDGET
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Fiscal Year 2017-2018
Public Works
____________________________________________________________________________________

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
Department Goal
Council Priority
Performance Objective
Performance Measures
Development of Transportation Plan
Update
Finalize Airport Layout Plan Update

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
74%

74%

76%

85%

63%
4.61%

63%
4.61%

71.3%
4.2%

70%
<5%

n/a

n/a

80%

86%

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
n/a

n/a

50%

100%

n/a

n/a

95%

100%

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Fiscal Year 2017-2018
Public Works
____________________________________________________________________________________

Department Goal
Council Priority
Performance Objective
Performance Measures
% signalized intersections connected to
the central signal system (201 total
signalized intersections, including three
HAWK pedestrian crosswalks)
% traffic signal cabinet PM program
Flashing Yellow Arrow Study – Number of
intersections studied – 45 locations
Flashing Yellow Arrow Installation Program
– Number of intersections updated
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

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
80%

81%

84%

87%

50%

45%

50%

75%

5

5

45

n/a

n/a

2

6

11

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
2.64

2.65

2.85

3.0

2,785,097

2,618,584

2,640,000

2,700,000

24%

14%

15%

15%

480

546

600

650

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Public Works
____________________________________________________________________________________

Department Goal
Council Priority

Performance Objective

Performance Measures
% Respond to Requests for Services (RFS),
email, online hotline, and other call‐ins
within 24 hours
Crack‐Sealing Program
Oversight of Pavement Management
Program

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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
90%

90%

95%

95%

No data*

No data*

44.5 miles

44.5 miles

No data*

No data*

50 miles

53 miles

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____________________________________________________________________________________
Fiscal Year 2017-2018
Public Works

PUBLIC WORKS
PUBLIC WORKS ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(1000-11890) Stadium - Transportation Ops.

(1000-11891) Transp - Fiesta Bowl Event
(1000-11892) Arena - Transportation Ops.

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$715,268

$792,682

$640,954

$756,828

-5%

$51,737

$142,668

$132,268

$65,319

-54%
240%

$9,503

$14,973

$14,973

$50,980

(1000-13410) Field Operations Admin.

$175,200

$180,210

$180,210

$188,978

5%

(1000-13420) Cemetery

$223,575

$225,584

$218,838

$220,184

-2%
0%

(1000-13440) Graffiti Removal
(1000-13450) Facilities Management

(1000-13460) Custodial Services
(1000-13556) CBRanch - ROW Maintenance

$4,116

$17,110

$17,157

$17,104

$4,072,683

$3,864,334

$4,167,774

$3,941,855

2%

$790,656

$938,016

$901,818

$929,433

-1%

$12,950

$16,080

$16,080

$16,080

0%

$586,136

$528,863

$528,863

$528,863

0%

$46,810

$60,312

$60,312

$60,312

0%

(1000-13720) Engineering Administration

$555,374

$650,218

$651,083

$799,633

23%

(1000-13730) CIP Administration

($21,655)

($249,369)

($249,369)

($102,589)

-59%

$75,295

$136,051

$136,051

$132,946

-2%

(1000-13790) Construction Inspection

$661,164

$779,220

$780,473

$809,106

(1120-13610) Equipment Replacement

$3,003,602

$5,805,000

$4,732,500

$3,608,735

(1340-16710) Right-of-Way Maintenance

$2,550,321

$2,982,981

$2,981,028

$2,793,586

-6%

(1340-16720) Street Maintenance

$1,249,083

$1,436,424

$1,346,545

$1,612,828

12%
2%

(1000-13710) BofA Bank Building
(1000-13715) Promenade at Palmaire

(1000-13780) Land Development Division

(1340-16731) Graffiti Removal - ROW

(1340-16810) Traffic Signals
(1340-16820) Signs & Markings
(1340-16910) Transportation Administration

4%
-38%

$152,874

$164,667

$158,111

$167,849

$1,098,365

$1,221,906

$1,226,906

$1,229,060

1%

$602,232

$587,057

$569,887

$711,068

21%
-2%

$99,366

$123,775

$123,875

$121,306

$2,192,822

$2,654,060

$2,654,060

$2,658,784

0%

(1340-16925) Pavement Management

$524,626

$602,620

$602,620

$841,767

40%

(1340-16940) Traffic Studies

$142,208

$242,219

$242,219

$166,425

-31%

(1340-16950) Traffic Design and Development

$172,890

$287,053

$294,222

$294,735

3%

$0

$1,000,000

$847,122

$1,000,000

0%

(1650-37202) New Freedom - GUS 3

$13,923

$0

$0

$0

NA

(1650-37210) HSIP Traffic Signals

(1340-16920) Street Light Management

(1650-37200) Grant Approp - Transportation

$34,771

$0

$0

$0

NA

(1650-37212) FTA AZ-95-X027

$0

$0

$206,823

$0

NA

(1650-37213) FTA AZ-90-X136

$0

$0

$513,316

$0

NA

(1650-37214) FTA AZ-16-X005

$0

$0

$62,500

$0

NA

(1650-37215) FTA AZ-90-X137

$0

$0

$13,919

$0

NA

$423,231

$500,000

$500,000

$500,000

0%

$2,096,493

$2,462,574

$2,468,197

$2,661,807

8%

(1660-16520) Transportation Education

$174,970

$199,200

$198,010

$203,315

2%

(1660-16525) Transit Management

$380,798

$336,103

$336,054

$463,256

38%

(1660-16530) Dial-A-Ride

$2,322,717

$2,849,318

$3,060,912

$2,922,822

3%

(1660-16540) Fixed Route

$4,281,303

$4,761,516

$4,661,448

$4,908,199

3%

$15,255

$40,300

$21,721

$40,300

0%

(1660-16570) Intelligent Transportation Sys

$710,705

$641,479

$679,603

$659,855

3%

(1660-16580) Traffic Mitigation

$243,803

$424,536

$419,036

$530,934

25%

(1660-16590) Transportation CIP O&M

$496,491

$913,344

$559,498

$913,344

0%

$1,387

$10,050

$17,673

$10,050

0%

$0

$53,813

$35,900

$53,813

0%

$59,139

$55,000

$50,796

$55,000

0%

$671,008

$680,884

$772,824

$692,826

2%

(1660-16311) GO Street Light Mgmt
(1660-16510) Transportation Program Mgmt

(1660-16550) Demand Management

(1660-16610) GO Traffic Signals
(1660-16620) GO Signs & Marking
(1660-16640) Rail Transit
(1760-16410) Airport Operations

____________________________________________________________________________________
216

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Public Works

PUBLIC WORKS
PUBLIC WORKS ROLLUP
(2440-17710) Landfill
(2440-17720) Gas Management System
(2440-17730) Solid Waste Admin

(2440-17740) Recycling

$4,594,622

$4,585,422

$4,872,422

$4,738,929

$106,537

$166,800

$166,800

$166,945

3%
0%

$1,440,311

$1,640,061

$1,656,319

$1,495,544

-9%

$947,813

$1,010,727

$1,086,902

$1,148,473

14%

$2,047,739

$2,653,916

$1,994,030

$2,603,937

-2%

(2480-17810) Solid Waste Roll-off

$699,106

$737,944

$737,784

$756,273

2%

(2480-17820) Sanitation Frontload

$3,163,362

$2,864,719

$2,887,853

$2,852,333

0%

(2480-17830) Curb Service

$6,919,225

$7,445,341

$7,307,500

$7,454,989

0%

(2480-17840) Residential-Loose Trash Collec

$2,912,439

$3,087,627

$3,084,120

$3,174,636

3%

$497,264

$503,174

$545,048

$521,638

4%

(2590-18300) Fleet Management

$3,913,592

$4,276,440

$4,244,068

$4,326,288

1%

(2590-18301) Fuel Services

$2,169,517

$3,168,166

$2,817,616

$2,826,149

-11%

(2440-17750) MRF Operations

(2530-13480) PS Training Ops - Fac. Mgmt.

(2590-18302) Parts Store Operations
Total - Public Works

$1,748,884

$1,719,005

$2,017,184

$2,086,889

21%

$62,833,606

$72,992,173

$71,972,456

$72,389,719

-1%

____________________________________________________________________________________
217

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Public Works

PUBLIC WORKS
PUBLIC WORKS ROLLUP
BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

Wages/Salaries/Benefits

$20,125,245

$22,944,577

$22,944,577

$24,257,566

6%

Supplies and Contracts

$26,759,932

$30,026,795

$29,698,308

$30,470,964

1%

Internal Premiums

$1,236,391

$2,282,652

$2,282,652

$2,430,497

6%

Internal Service Charges

$8,943,632

$9,252,311

$8,701,642

$9,284,313

0%

Operating Capital

$3,227,369

$6,830,000

$6,330,761

$4,751,835

-30%

($1,375,528)

76%

Wages/Salaries/Benefits

($405,173)

Supplies and Contracts

$2,946,210

Total - Public Works

$62,833,606

($782,675)

FY 2017
Estimate

($782,675)

FY 2018
Budget

Percent Over
FY 2017 Budget

$2,438,513

$2,797,191

$2,569,997

5%

$72,992,173

$71,972,456

$72,389,644

-1%

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 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

6

6

7

17%

(1000-13730) CIP Administration

3

3

3

9

200%

(1000-13780) Land Development Division

1

1

1

1

0%

(1000-13790) Construction Inspection

8

8

8

8

0%

(1340-16710) Right-of-Way Maintenance

11

14

14

12

-14%

(1340-16720) Street Maintenance

6

6

6

8

33%

(1340-16731) Graffiti Removal - ROW

2

2

2

2

0%

(1340-16810) Traffic Signals

6

6

6

6

0%

(1340-16820) Signs & Markings

5

4

4

5

25%

(1340-16910) Transportation Administration

1

1

1

1

0%

(1340-16920) Street Light Management

1

1

1

1

0%

(1340-16925) Pavement Management

5

5

5

7

40%

(1340-16940) Traffic Studies

3

2

2

1

-50%

(1340-16950) Traffic Design and Development

2

3

3

3

0%

(1660-16510) Transportation Program Mgmt

7

9

9

8

-11%

(1660-16520) Transportation Education

1

1

1

1

0%

(1660-16525) Transit Management

4

3

3

4

33%

(1660-16530) Dial-A-Ride

32.25

32.25

32.25

32.25

0%

(1660-16570) Intelligent Transportation Sys

5

4

4

4

0%

(1660-16580) Traffic Mitigation

1

2

2

2

0%

(1760-16410) Airport Operations

6

6

6

6

0%

(2440-17710) Landfill

16

16

16

17

6%

(2440-17730) Solid Waste Admin

14

14

14

12

-14%

(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

20

20

20

20

0%

____________________________________________________________________________________
218

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Public Works

PUBLIC WORKS
PUBLIC WORKS ROLLUP
(2530-13480) PS Training Ops - Fac. Mgmt.

2

2

2

2

0%

(2590-18300) Fleet Management

30

31

31

31

0%

(2590-18302) Parts Store Operations

1

1

1

1

0%

280.25

285.25

285.25

293.25

3%

Total -Public Works

____________________________________________________________________________________
219

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Water Services
____________________________________________________________________________________

Performance Report
Water Services
$50,058,317 206.75 FTEs

Plant
Operations

System
Operations

Environmental
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 62,000 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, and the Material Control Warehouse (MCW). The
environmental programs include: water resources and sustainability, water quality testing,
wastewater pre‐treatment, storm water quality management, hazardous material management
and air quality monitoring. The MWC inventories over 1,800 items for quick access by city‐
departments.
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.
____________________________________________________________________________________
220

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Water Services
____________________________________________________________________________________

Operating Budget

The total City Operating Budget is $399 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










Plant Operations
At the Pyramid Peak Water Treatment Plant, a new Process Analysis Plan was implemented
resulting in a 100,000 gallon reduction in chemical usage and reduction in chlorine residual
during the most challenging water treatment months
At the Oasis Water Treatment Plant, five new underdrains were placed that have provided
superior air and water distribution for effective backwashing during the water treatment
process. This enhancement has provided cleaner filters, longer filter life, higher water
quality, more product water, and less waste
Three staff positions were reassigned to improve the administrative support of the
department and plant operation processes, and provide an entry level position for plant
operations mentoring
Central System Maintenance staff formed a cross‐divisional team to identify deficiencies
and make recommendations for a computerized maintenance management system
Awarded a check for $24,077.61 from the Arizona Public Service Peak Solution program for
reducing electricity use during high demand periods
System Operations
The Water Distribution division was awarded the Large Water Distribution System of the
Year by the Arizona Water Association

____________________________________________________________________________________
221

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
Water Services
____________________________________________________________________________________
















Significant savings of over $220,000 was achieved by staff by completing an in‐house 24
inch valve replacement at the Zone 4 reservoir, a 24 inch raw water meter installation, and
piping repair for the wash‐water clarifiers t the Cholla Water Treatment Plant
Wastewater Technicians Hydro‐cleaned over 265 miles of sewer pipe
Water Services Representatives read over 744,000 water meters for billing
Storm water crews completed 1,784 storm water manhole inspections, and 5,003 storm
water catch basins inspected with 555 cleaned
Water Distribution Technicians inspected and exercised over 9,300 valves and 6,400
hydrants
Environmental Programs
The Conservation and Sustainable Living Division received an Award of Merit in
Environmental Education by Arizona Forward for their work on the Habitat Garden
Education program and the creation of the guide “Welcome Wildlife to Your Garden”
Held 14 Green‐Living Adult Classes with 761 participants
Water Conservation’s Youth Education Program provided information to 2,811 students
Conservation and Sustainable Living volunteers gave 900 hours of program assistance and
Xeriscape Garden maintenance
Over 147,000 square feet of grass was converted to xeriscape landscape through the Single‐
Family Rebate Program
Conducted 70 inspections of City facilities to ensure environmental compliance
Established a program to identify and maintain the estimated 240 dry wells located
throughout the City
Coordinated City‐wide efforts for the Spring City warehouse clean up event with an
emphasis on reuse and recycle with the purpose to limit items going to the landfill
Held the second annual Citywide Environmental Summit highlighting best practices for
emergency management of spill and hazardous materials response with 59 staff attending
representing over 25 divisions

____________________________________________________________________________________
222

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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
Wastewater collected and treated (billion
gallons)
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
# of 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.
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
12.80

13.86

13.62

13.80

$13.6

$14.7

$17.4

$18.8

$1.06

$1.06

$1.28

$1.36

1,830

2,780

2,800

2,500

7,240

7,344

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)
FY2015
FY2016
FY2017
FY2018
Actual
Actual
Estimate
Target
6.12
6.23
6.29
6.35
$10.0

$10.4

$12.2

$12.0

$1.63

$1.67

$1.94

$1.89

95%
0.26

99%
0.13

119%
0.13

100%
<1.00

____________________________________________________________________________________
223

ANNUAL BUDGET
OPERATING BUDGET
Fiscal Year 2017-2018
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.
FY2015
Actual
100%

FY2016
Actual
100%

FY2017
Estimate
100%

FY2018
Target
100%

97%

97%

95%

95%

100%

100%

100%

100%

100%

100%

100%

100%

2

0

0

0

____________________________________________________________________________________
224

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Water Services

WATER SERVICES
WATER SERVICES ROLLUP
FUND & DEPARTMENT NUMBER
BUDGET BY PROGRAM
(2360-17010) Environmental Resources

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

$578,838

$618,840

$618,840

$747,456

$8,007,759

$7,744,421

$7,716,361

$8,123,409

(2360-17115) Operating Administration

$129,958

$150,112

$145,112

$784,607

423%

(2360-17120) Information Management

$948,042

$1,261,238

$1,304,238

$1,555,809

23%

(2360-17130) Public Service Representatives

$681,696

$892,650

$1,113,030

$931,967

4%

(2360-17140) System Security

$466,404

$656,765

$656,765

$578,044

-12%
-15%

(2360-17110) Water Services Administration

(2360-17150) Property Management

21%

5%

$51,222

$66,131

$66,131

$56,164

(2360-17160) Arrowhead WRF

$1,626,023

$2,094,241

$2,043,241

$2,232,604

7%

(2360-17170) West Area WRF

$3,011,176

$3,508,460

$3,411,460

$3,360,465

-4%
3%

(2360-17180) Materials Control Warehouse

$152,999

$197,747

$197,747

$202,834

(2360-17420) Water Quality

$1,240,321

$1,410,797

$1,410,797

$1,431,681

1%

(2400-17210) Customer Service - Field

$1,072,507

$1,209,506

$1,217,506

$1,108,851

-8%

(2400-17220) Irrigation

$252,534

$215,390

$215,390

$230,613

7%

(2400-17230) Raw Water Usage

$3,089,531

$4,199,002

$4,019,002

$4,200,392

0%

(2400-17240) Central System Control

$1,502,547

$1,424,115

$1,424,115

$1,464,583

3%

(2400-17250) Pyramid Peak WTP

$2,125,069

$2,088,706

$2,232,706

$2,088,679

0%

(2400-17260) Cholla Treatment Plant

$2,812,556

$2,822,788

$2,912,788

$3,130,388

11%

(2400-17280) Central System Maintenance

$1,490,907

$1,635,829

$1,635,829

$1,800,572

10%

(2400-17290) Water Distribution

$2,974,909

$3,522,573

$3,467,573

$4,658,836

32%

(2400-17300) Meter Maintenance

$965,833

$1,162,130

$1,183,130

$136,106

-88%

(2400-17310) Oasis Surface WTP

$2,102,975

$3,023,224

$2,969,224

$2,787,354

-8%

(2400-17320) Oasis Groundwater WTP

$104,185

$362,318

$262,318

$332,897

-8%

(2400-17410) Water Conservation

$422,808

$467,433

$467,433

$477,792

2%

(2420-17610) Pretreatment Program

$416,804

$493,924

$493,924

$517,610

5%

$3,311,775

$3,549,939

$3,549,939

$3,551,787

$45,083

$100,200

$75,200

$75,248

-25%

$2,408,685

$2,943,724

$2,860,724

$2,783,201

-5%

$591,459

$681,164

$658,164

$708,368

4%

$42,584,605

$48,503,367

$48,328,687

$50,058,317

3%

(2420-17620) SROG - 91st Ave WWTP

(2420-17625) 99th Avenue Interceptor
(2420-17630) Wastewater Collection
(2420-17699) Storm Water
Total - Water Services

0%

____________________________________________________________________________________
225

ANNUAL BUDGET
OPERATING BUDGET
____________________________________________________________________________________
Fiscal Year 2017-2018
Water Services

WATER SERVICES
WATER SERVICES ROLLUP
BUDGET BY CATEGORIES
OF EXPENDITURES

FY 2016
Actual

FY 2017
Budget

Wages/Salaries/Benefits

$15,508,016

$17,083,047

$17,083,047

$18,202,505

Supplies and Contracts

$19,482,045

$23,445,100

$23,213,420

$23,386,871

0%

$760,385

$1,238,559

$1,238,559

$1,435,810

16%

$6,107,523

$6,187,661

$6,135,661

$6,369,631

3%

$65,191

$85,000

$169,000

$159,000

87%

Internal Premiums
Internal Service Charges
Operating Capital
Supplies and Contracts

$661,445
Total - Water Services

FUND & DEPARTMENT NUMBER
STAFFING BY PROGRAM

$42,584,605

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget
7%

$464,000

$489,000

$504,500

9%

$48,503,367

$48,328,687

$50,058,317

3%

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Percent Over
FY 2017 Budget

(2360-17010) Environmental Resources

6

5

5

6

20%

(2360-17110) Water Services Administration

13

14

14

15

7%

(2360-17115) Operating Administration

1

1

1

6

500%

(2360-17120) Information Management

8

8

8

10

25%

(2360-17130) Public Service Representatives

7

7

7

7

0%

(2360-17140) System Security

7

7

7

6

-14%

(2360-17160) Arrowhead WRF

9

8

8

9

13%

(2360-17170) West Area WRF

12

13

13

10

-23%

1.75

1.75

1.75

1.75

0%

(2360-17420) Water Quality

11

11

11

11

0%

(2400-17210) Customer Service - Field

15

14

14

13

-7%

(2400-17240) Central System Control

7

7

7

7

0%

(2400-17250) Pyramid Peak WTP

9

9

9

8

-11%

(2400-17260) Cholla Treatment Plant

7

7

7

10

43%

(2400-17280) Central System Maintenance

17

16

16

17

6%

(2400-17290) Water Distribution

26

26

26

32

23%

(2360-17180) Materials Control Warehouse

(2400-17300) Meter Maintenance

8

8

8

2

-75%

(2400-17310) Oasis Surface WTP

10

11

11

8

-27%

(2400-17410) Water Conservation

3

3

3

3

0%

(2420-17610) Pretreatment Program

5

5

5

5

0%

(2420-17630) Wastewater Collection

17

17

17

15

-12%

(2420-17699) Storm Water
Total -Water Services

4

5

5

5

0%

203.75

203.75

203.75

206.75

1%

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Capital Improvement Plan

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Page

Capital Improvements Plan Table of Content

227

Capital Improvements Plan Preparation

231

Summary by Funding Type

239

Fund Summaries
Bond Construction Funds
Street/Parking
1980 – Street/Parking Bonds

240

Open Space & Trails
2140 – Open Space/Trails Construction

243

Parks
2060 – Parks Construction

247

Library
2160 – Library Construction

255

Public Safety
2040 – Public Safety Construction

256

Cultural Facilities/Historical Preservation
2130 – Cultural Facility Construction

260

Economic Development
2100 – Economic Development Construction

261

Flood Control
2180 – Flood Control Construction

262

Development Impact Fee Funds
Roadway Improvements
1601+ – DIF – Roadway Improvements

265

Open Space
1520+ – DIF – Citywide Open Space

268

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

270
271
275
278
279

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Page
Library
1380+ – DIF – Library Buildings
1500+ – DIF – Libraries

280
281

Public Safety
1420+ – DIF-Fire Protection Facilities

283

Enterprise and other Funds
Water & Sewer
2360 – Water & Sewer
2400 – Water
2420 – Sewer

284
288
298

Transportation
2210 – Transportation Construction
2000 – HURF/Street Bonds
1650 – Transportation Grants

305
315
318

Solid Waste
2480 – Solid Waste

319

Landfill
2440 – Landfill

322

Airport Capital Grants
2120 – Airport Capital Grants

330

Other Capital Project Funds
1840 – Other Federal and State Grants
2070 – General Government
2593 – City-Wide ERP Solution
1220 – Arts Commission

332
333
343
344

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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;
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 flood control drainage channels, storm drains and retention basins;
 major equipment purchases such as landfill compactors, street sweepers and solid
waste 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.

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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
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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 Budget and Finance 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 Budget and Finance 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
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service are not limitless. Therefore, implementation timetables are established to stagger
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.
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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, solid waste, 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.
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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
Solid waste is not usually funded with revenue bonds. Instead solid waste 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.
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
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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.

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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
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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.
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Summary by Funding Type
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Fund # - Name

Carryover

BOND CONSTRUCTION FUNDS
1980 - Street/Parking Bonds
2140 - Open Space/Trails
2060 - Parks
2160 - Library
2040 - Public Safety

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

847,264

11,625,450

5,275,450

5,275,450

5,275,450

5,275,450

8,811,900

0

50,000

15,056

0

176,795

0

7,259,516

50,000

0

0

0

0

0

143,200,786

0

0

0

0

0

0

11,590,260

0

2,351,250

2,351,250

0

0

0

134,411,111

2130 - Cultural Facility
2100 - Economic Development

100,000

100,000

84,550

0

0

0

0

7,000,000

0

0

0

0

0

0

2180 - Flood Control

1,028,476

1,100,480

324,230

324,230

324,230

0

20,324,701

$9,025,740

$15,227,180

$8,050,536

$5,599,680

$5,776,475

$5,275,450

$325,598,274

668,212

2,447,266

684,553

791,650

1,500,000

0

34,553

1520 - Citywide Open Space
1461 - Citywide Parks

178,943

139,157

34,944

150,000

0

0

0

0

332,453

0

0

0

0

0

1481 - Citywide Rec Facility

797,000

0

126,983

0

0

0

3,469

1541 - Park Dev Zone 1
1561 - Park Dev Zone 2

0

552,278

3,469

0

0

0

3,469

0

165,438

3,469

0

0

0

3,469

1581 - Park Dev Zone 3

0

0

3,469

0

0

0

3,469

Sub-Total
DIF FUNDS
1601 - Roadway Improvements

1380 - Library Buildings
1501 - Libraries
1441 - Police Dept Facilities
1421 - Fire Protection Facilities
Sub-Total

0

1,755,029

0

0

0

0

0

407,875

1,356,549

152,592

0

0

0

17,563

0

0

0

0

0

0

0

0

0

15,654

0

0

0

15,654

$2,052,030

$6,748,170

$1,025,133

$941,650

$1,500,000

$0

$81,646

ENTERPRISE/OTHER FUNDS
2360 - Water & Sewer
2400 - Water

9,975,589

8,988,412

17,008,526

17,853,062

16,600,000

6,600,000

2,500,000

5,883,985

23,801,426

38,054,458

59,308,145

29,127,840

5,550,000

68,223,225

2420 - Sewer

2,546,250

4,260,000

4,978,000

4,400,000

8,600,000

8,550,000

25,900,000

2210 - Transportation Construction
2000 - HURF/Street Bonds

4,296,374

11,934,647

5,877,193

3,483,811

3,680,732

8,723,374

144,682,836

9,694,206

7,840,589

3,490,373

3,495,373

3,126,523

3,126,523

16,285,640

68,055

150,000

0

0

0

0

0

1650 - Transportation Grants
2480 - Solid Waste
2440 - Landfill

0

589,581

3,231,928

2,641,597

2,161,910

2,752,283

14,244,061

5,916,824

1,170,630

1,106,281

2,998,401

4,641,954

10,724,397

20,317,180

2120 - Airport Capital Grants

4,646,219

2,175,017

1,000,000

1,000,000

0

0

5,005,056
0

1840 - Other Federal & State Grants
1000 - General Fund
2070 - General Gov Cap
2593 - City-Wide ERP Solution
1220 - Arts Commission

0

15,000

0

0

0

0

0

0

0

0

0

0

0

5,060,601

5,774,820

2,900,602

3,423,574

2,336,752

2,336,752

29,168,844

0

2,862,221

1,132,837

0

0

0

0

683,849

200,000

200,000

142,943

0

0

0

Sub-Total

$48,771,952

$69,762,343

$78,980,198

$98,746,906

$70,275,711

$48,363,329

$326,326,842

Grand Total
Total FY 2018 Funding

$59,849,722

$91,737,693
$151,587,415

$88,055,867 $105,288,236

$77,552,186

$53,638,779

$652,006,762

____________________________________________________________________________________
239

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1980-Street/Parking Bonds
FY 2018:

Capital Project Expenses

Carryover

Category: 20%

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
68103 Street Scallop

344,431

0

0

0

0

0

967,700

502,833
0
0
847,264

0
3,100,000
2,900,000
6,000,000

0
0
0
0

0
0
0
0

0
0
0
0

0
0
0
0

2,568,750
0
0
3,536,450

0
0
0

5,275,450
350,000
5,625,450

5,275,450
0
5,275,450

5,275,450
0
5,275,450

5,275,450
0
5,275,450

5,275,450
0
5,275,450

5,275,450
0
5,275,450

$847,264 $11,625,450

$5,275,450

$5,275,450

$5,275,450

$5,275,450

$8,811,900

Replacement of Existing Assets
68122 Capital Bridge Repair Program
68127 Pedestrian Infra. Improvements
68128 95th Avenue Extension (1980)

Sub-Total - Existing Assets

New Assets
0
68125 *Street Reconstruction Program
68129 *Westgate Area Signage

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

$12,472,714

PROJECT DETAIL: 1980-Street/Parking Bonds

Category: 20%

Project: 68103 - Street Scallop (I)
Project Description:

Capital Costs
Design

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$32,431

$0

$0

$0

$0

$0

$0

Construction

$0

$0

$0

$0

$0

$0

$900,000

Construction

$300,000

$0

$0

$0

$0

$0

$0
$13,500

Finance Charges

$0

$0

$0

$0

$0

$0

Engineering Charges

$9,000

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$0

$0

$0

$0

$0

$43,200

Arts

$0

$0

$0

$0

$0

$0

$9,000

Arts

$3,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$2,000

$344,431

$0

$0

$0

$0

$0

$967,700

Contingency
TOTAL

Operating Description:

O and M costs are not expected for this project.

____________________________________________________________________________________
240

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1980-Street/Parking Bonds

Category: 20%

Project: 68122 - Capital Bridge Repair Program (R)
Project Description:

Capital Costs

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$34,000

$0

$0

$0

$0

$0

$0

Design

$0

$0

$0

$0

$0

$0

$150,000

Construction

$0

$0

$0

$0

$0

$0

$2,250,000

Construction

$450,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$36,000

Engineering Charges

$14,333

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$0

$0

$0

$0

$0

$110,250

Arts

$4,500

$0

$0

$0

$0

$0

$0

Arts

$0

$0

$0

$0

$0

$0

$22,500

$502,833

$0

$0

$0

$0

$0

$2,568,750

Finance Charges

TOTAL

Operating Description:

No additional O and M is required.

Project: 68127 - Pedestrian Infra. Improvements (R)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

General Obligation Bonds

Design and construction of a pedestrian underpass, pedestrian bridges over the SRP Canal and Outfall channel and
needed ramp and sidewalks. This will allow pedestrian to travel efficiently and safety from the new PS parking lot south
of Bethany Home Road to the existing Stadium site. The City's share of the cost and expense to construct and complete
this project is $3.1M.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$3,100,000

$0

$0

$0

$0

$0

$0

$3,100,000

$0

$0

$0

$0

$0

Operating Description:

Project: 68128 - 95th Avenue Extension (1980) (R)
Project Description:
Capital Costs

Funding Source:

General Obligation Bonds

Project will complete 95th Avenue between Camelback Road and Bethany Home Road. It will include, ROW
acquisition, phase I environmental clearance, geotechnical investigation, utility coordination, survey and construction.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$900,000

$0

$0

$0

$0

$0

Construction

$0

$2,000,000

$0

$0

$0

$0

$0

$0

$2,900,000

$0

$0

$0

$0

$0

TOTAL

Operating Description:

____________________________________________________________________________________
241

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1980-Street/Parking Bonds

Category: 20%

Project: 68125* - Street Reconstruction Program (N)
Project Description:
Capital Costs
Construction

Funding Source:

General Obligation Bonds

Project provides for reconstruction of arterial and collector streets as identified in the Pavement Management Plan.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$5,000,000

$5,000,000

$5,000,000

$5,000,000

$5,000,000

$5,000,000
$50,000

Finance Charges

$0

$50,000

$50,000

$50,000

$50,000

$50,000

Engineering Charges

$0

$75,450

$75,450

$75,450

$75,450

$75,450

$75,450

Arts

$0

$50,000

$50,000

$50,000

$50,000

$50,000

$50,000

Miscellaneous/Other

$0

$100,000

$100,000

$100,000

$100,000

$100,000

$100,000

$0

$5,275,450

$5,275,450

$5,275,450

$5,275,450

$5,275,450

$5,275,450

TOTAL

Operating Description:

Project: 68129* - Westgate Area Signage (N)
Project Description:
Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

General Obligation Bonds

Install multiple signs located in Westgate area
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$350,000

$0

$0

$0

$0

$0

$0

$350,000

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
242

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2140-Open Space/Trails Construction
FY 2018:

Capital Project Expenses

Carryover

Category: 20%

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

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
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

0
0
0
0
0
0

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

$50,000

$15,056

$0

$176,795

$0

$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 2018 Funding:

$50,000

PROJECT DETAIL: 2140-Open Space/Trails Construction
Project: 70000 - Thunderbird Paseo Park Develop (I)
Project Description:

Capital Costs

Category: 20%

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Supplies/Contr

$0

$0

$0

$0

$0

$96,174

Landscape

$0

$0

$0

$0

$0

$315,188

____________________________________________________________________________________
243

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
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%

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$15,056

$0

$0

$0

$0

$0

$0

$15,056

$0

$0

$0

$0

Operating Description:

Project: 70007* - Open Space/Trails Master Plan (I)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$50,000

$0

$0

$0

$0

$0

$0

$50,000

$0

$0

$0

$0

$0

Operating Description:

Project: 70008* - Thunderbird Park Imprvmnt 2140 (I)
Project Description:
Capital Costs

Funding Source:

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

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$0

$0

$0

$154,000

$0

$0

Engineering Charges

$0

$0

$0

$0

$12,000

$0

$0

Arts

$0

$0

$0

$0

$1,540

$0

$0

Contingency

$0

$0

$0

$0

$9,255

$0

$0

$0

$0

$0

$0

$176,795

$0

$0

TOTAL

Operating Description:

____________________________________________________________________________________
244

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2140-Open Space/Trails Construction
Project: T1630 - TCP Trail Improvements (I)
Project Description:

Capital Costs

Category: 20%

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

FY 2019

FY 2020

FY 2021

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 2022
$0
$0

FYs 23-27
$458,320

$0

$70,248
$17,214

$0
$0

$11,097

$5,865

____________________________________________________________________________________
245

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2140-Open Space/Trails Construction
Project: 70003 - City-Wide Trails System (N)
Project Description:

Capital Costs

Category: 20%

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Staffing
Supplies/Contr

$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

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

____________________________________________________________________________________
246

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2060-Parks Construction
FY 2018:

Capital Project Expenses

Carryover

Category: 20%
FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

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
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

10,921,641
2,902,993
3,914,523
0
2,874,890

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
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
5,460,000
57,663,103
25,000
143,200,786

$50,000

$0

$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
T1822 O'Neil Park Improvements
T1823 Heroes Park Buildout
T1824 Heroes Park Digital Sign

Sub-Total - Existing Assets
Total Project Expenses:
Total FY 2018 Funding:

$0 $143,200,786

$50,000

PROJECT DETAIL: 2060-Parks Construction

Category: 20%

____________________________________________________________________________________
247

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2060-Parks Construction

Category: 20%

Project: 70510 - Park Enhancements (I)
Project Description:

Capital Costs

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

____________________________________________________________________________________
248

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2060-Parks Construction

Category: 20%

Project: 70515 - T-Bird Park Improvements (I)
Project Description:

Capital Costs

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

FY 2019

FY 2020

FY 2021

Staffing

$0

$0

$0

$0

Supplies/Contr
Utilities

$0
$0

$0
$0

$0
$0

$0
$0

FY 2022
$0
$0

FYs 23-27
$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

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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.

____________________________________________________________________________________
249

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2060-Parks Construction

Category: 20%

Project: 70546* - Sahuaro Ranch Park Master Plan (I)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$50,000

$0

$0

$0

$0

$0

$0

$50,000

$0

$0

$0

$0

$0

$0

Operating Description:

Project: T1715 - Play Structure Improvements (I)
Project Description:

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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.

____________________________________________________________________________________
250

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2060-Parks Construction

Category: 20%

Project: 70500 - Parks Redevelopment (R)
Project Description:

Capital Costs

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

FY 2019

FY 2020

FY 2021

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 2022
$0
$0
$0

Funding Source:

FYs 23-27
$36,990
$31,574
$17,600

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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.

____________________________________________________________________________________
251

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2060-Parks Construction

Category: 20%

Project: 70526 - Multiuse Sports Field Lighting (R)
Project Description:

Capital Costs

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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.

____________________________________________________________________________________
252

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2060-Parks Construction

Category: 20%

Project: T1712 - Aquatic Facility Renovation (R)
Project Description:

Capital Costs

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$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.

____________________________________________________________________________________
253

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2060-Parks Construction

Category: 20%

Project: T1822 - O'Neil Park Improvements (R)
Project Description:

Capital Costs

Funding Source:

General Obligation Bonds

This is a project request for improvements at O’Neil Park. The park was originally constructed in 1961 and these
improvements would replace existing facilities, amenities and park infrastructure that have significantly aged, are past
their recommended lifespan and need to be brought up to current federal, state, county and local
guidelines/requirements as well as to address the demographics and demands of the surrounding community which
have changed significantly.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$0

$0

$0

$525,000

Construction

$0

$0

$0

$0

$0

$0

$3,500,000

Engineering Charges

$0

$0

$0

$0

$0

$0

$875,000

Arts

$0

$0

$0

$0

$0

$0

$35,000

Contingency

$0

$0

$0

$0

$0

$0

$350,000

Miscellaneous/Other

$0

$0

$0

$0

$0

$0

$175,000

$0

$0

$0

$0

$0

$0

$5,460,000

TOTAL

Operating Description:

Project: T1823 - Heroes Park Buildout (R)
Project Description:

Capital Costs

Funding Source:

General Obligation Bonds

This project is a Council request for a capital project placeholder to complete the construction of Heroes Park. The cost
estimates are based on the current approved master plan and would include: lighted four field softball/baseball complex,
two lighted flat fields for soccer, lacrosse and flag football, control/restroom building, parking, a recreation center, and an
aquatic center.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$0

$0

$0

$7,276,101

Construction

$0

$0

$0

$0

$0

$0

$27,985,005

Engineering Charges

$0

$0

$0

$0

$0

$0

$11,459,860

Arts

$0

$0

$0

$0

$0

$0

$363,805

Contingency

$0

$0

$0

$0

$0

$0

$4,197,751

Miscellaneous/Other
TOTAL

$0

$0

$0

$0

$0

$0

$6,380,581

$0

$0

$0

$0

$0

$0

$57,663,103

Operating Description:

Project: T1824 - Heroes Park Digital Sign (R)
Project Description:
Capital Costs
Construction
TOTAL

Funding Source:

General Obligation Bonds

This is a Council request for a capital project placeholder to purchase a new digital sign for Heroes Park. The sign would
include a double sided, full color LED display, mounted in a dual leg mount cabinet.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$0

$0

$25,000

$0

$0

$0

$0

$0

$0

$25,000

Operating Description:

____________________________________________________________________________________
254

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2160-Library Construction
FY 2018:

Capital Project Expenses

Carryover

Category: 6%

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

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 2018 Funding:

$0 $11,590,260

$0

PROJECT DETAIL: 2160-Library Construction

Category: 6%

Project: T2810 - Library Renovation (I)
Project Description:

Capital Costs

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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:

____________________________________________________________________________________
255

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2040-Public Safety Construction
FY 2018:

Capital Project Expenses

Carryover

Category: 20%

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
75037 *Regional Wireless Cooperative

0

2,351,250

2,351,250

0

0

0

0

0
0
0
0

0
0
0
2,351,250

0
0
0
2,351,250

0
0
0
0

0
0
0
0

0
0
0
0

1,408,819
3,920,612
73,193,750
78,523,181

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

$2,351,250

$2,351,250

$0

$0

Replacement of Existing Assets
75024 800MHz Comm Equip
75034 Engine & Ladder Replacement
T1820 Public Safety Bldgs. Renewal

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 2018 Funding:

$0 $134,411,111

$2,351,250

PROJECT DETAIL: 2040-Public Safety Construction
Project: 75037* - Regional Wireless Cooperative (I)
Project Description:

Capital Costs
IT/Phone/Security
TOTAL

Category: 20%
Funding Source:

General Obligation Bonds

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 2018

FY 2019

$0

$2,351,250

$2,351,250

FY 2020
$0

FY 2021
$0

FY 2022
$0

FYs 23-27
$0

$0

$2,351,250

$2,351,250

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
256

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2040-Public Safety Construction
Project: 75024 - 800MHz Comm Equip (R)
Project Description:

Capital Costs

Category: 20%
Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

Supplies/Contr

$0

FY 2019
$0

FY 2020
$0

Project: 75034 - Engine & Ladder Replacement (R)
Project Description:

Capital Costs

FY 2021

FY 2022

$0

$0

Funding Source:

FYs 23-27
$224,476

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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.

Project: T1820 - Public Safety Bldgs. Renewal (R)
Project Description:
Capital Costs

Funding Source:

General Obligation Bonds

This project is to replace two fire stations(152 & 153), modernize two police stations, and renew three public safety
buildings
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$0

$0

$0

$6,968,750

Construction

$0

$0

$0

$0

$0

$0

$65,500,000

Engineering Charges

$0

$0

$0

$0

$0

$0

$725,000

$0

$0

$0

$0

$0

$0

$73,193,750

TOTAL

Operating Description:

____________________________________________________________________________________
257

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2040-Public Safety Construction
Project: 75020 - City Court Building (N)
Project Description:

Capital Costs

Category: 20%
Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

FY 2019

FY 2020

FY 2021

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 2022
$0
$0
$0
$0
$0
$0

FYs 23-27
$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

____________________________________________________________________________________
258

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2040-Public Safety Construction
Project: T5536 - Fire Station - Western Area (N)
Project Description:

Capital Costs

Category: 20%
Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

____________________________________________________________________________________
259

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2130-Cultural Facility Construction
FY 2018:

Capital Project Expenses

Carryover

Category: 6%

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
84309 *Sahuaro Ranch Park Improvments

Sub-Total - Existing Assets
Total Project Expenses:

100,000
100,000

100,000
100,000

84,550
84,550

0
0

0
0

0
0

0
0

$100,000

$100,000

$84,550

$0

$0

$0

$0

Total FY 2018 Funding:

$200,000

PROJECT DETAIL: 2130-Cultural Facility Construction
Project: 84309* - Sahuaro Ranch Park Improvments (I)
Project Description:

Capital Costs

Category: 6%

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$87,165

$75,000

$0

$0

$0

$0

Construction

$87,165

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$5,753

$4,950

$0

$0

$0

$0

Engineering Charges

$0

$5,753

$0

$0

$0

$0

$0

Arts

$872

$0

$0

$0

$0

$0

$0

Arts

$0

$872

$750

$0

$0

$0

$0

Contingency

$0

$6,210

$3,850

$0

$0

$0

$0

Contingency

$6,210

$0

$0

$0

$0

$0

$0

$100,000

$100,000

$84,550

$0

$0

$0

$0

TOTAL

Operating Description:

____________________________________________________________________________________
260

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2100-Economic Development Constructio
FY 2018:

Capital Project Expenses

Carryover

Category: 6%

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

New Assets
0
84408 *Parking Lot P2-BHR and 95th

Sub-Total - New Assets
Total Project Expenses:

7,000,000
7,000,000

0
0

0
0

0
0

0
0

0
0

0
0

$7,000,000

$0

$0

$0

$0

$0

$0

Total FY 2018 Funding:

$7,000,000

PROJECT DETAIL: 2100-Economic Development Construction
Project: 84408* - Parking Lot P2-BHR and 95th (N)
Project Description:
Capital Costs
Design

Category: 6%

Funding Source:

General Obligation Bonds

Design and construction for a surface parking lot located south of Bethany Home Road between 91st and 95th avenues.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$27,853

$0

$0

$0

$0

$0

$0

$6,621,647

$0

$0

$0

$0

$0

$0

Engineering Charges

$80,500

$0

$0

$0

$0

$0

$0

Arts

$70,000

$0

$0

$0

$0

$0

$0

$200,000

$0

$0

$0

$0

$0

$0

$7,000,000

$0

$0

$0

$0

$0

$0

Construction

Miscellaneous/Other
TOTAL

Operating Description:

Electricity for 400 lights, pavement maintenance and striping every 5 years, and landscaping and Irrigation.

____________________________________________________________________________________
261

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2180-Flood Control Construction
FY 2018:

Capital Project Expenses

Carryover

Category: 20%

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
79004 Local Drainage Problems

Sub-Total - Existing Assets

1,028,476
1,028,476

1,100,480
1,100,480

324,230
324,230

324,230
324,230

324,230
324,230

0
0

322,230
322,230

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
3,125,030
3,127,030
20,002,471

$1,028,476

$1,100,480

$324,230

$324,230

$324,230

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 2018 Funding:

$0 $20,324,701

$2,128,956

PROJECT DETAIL: 2180-Flood Control Construction
Project: 79004 - Local Drainage Problems (I)
Project Description:

Capital Costs
Design

Category: 20%
Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$30,000

$0

$0

$0

$0

$0

Construction

$1,012,676

$0

$0

$0

$0

$0

$0

Construction

$0

$1,000,000

$300,000

$300,000

$300,000

$0

$300,000

Finance Charges

$0

$15,480

$4,530

$4,530

$4,530

$0

$4,530

Engineering Charges

$0

$43,000

$14,700

$14,700

$14,700

$0

$14,700

Arts

$15,800

$0

$0

$0

$0

$0

$0

Arts

$0

$10,000

$3,000

$3,000

$3,000

$0

$3,000

Contingency

$0

$2,000

$2,000

$2,000

$2,000

$0

$0

$1,028,476

$1,100,480

$324,230

$324,230

$324,230

$0

$322,230

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.

____________________________________________________________________________________
262

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2180-Flood Control Construction
Project: 79013 - Bethany Home SD, 79th-67th (N)
Project Description:

Capital Costs

Category: 20%
Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

Funding Source:

General Obligation Bonds

Project will construct a storm drain in 59th Avenue between the Thunderbird Road intersection and the Arizona Canal
Drainage Channel.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

Contingency

$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.

____________________________________________________________________________________
263

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2180-Flood Control Construction
Project: T2910 - Bethany Home SD, 67th-58th (N)
Project Description:

Capital Costs

Category: 20%
Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

Contingency
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

Funding Source:

General Obligation Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$0

$500,000

$0

$0

$0

$0

$0

$0

$2,500,000

$0

$0

$0

$0

$0

$0

$45,030

Engineering Charges

$0

$0

$0

$0

$0

$0

$55,000

Arts

$0

$0

$0

$0

$0

$0

$25,000

$0

$0

$0

$0

$0

$0

$3,125,030

TOTAL

Operating Description:

Project: T7902 - Camelback Rd. 51st to 58th (N)
Project Description:
Capital Costs

Funding Source:

General Obligation Bonds

Installation of storm drain Camelback Rd. from 51st to 58th Ave. Identified in the Stormwater Management Plan
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

$45,030

Engineering Charges

$0

$0

$0

$0

$0

$0

$55,000

Arts

$0

$0

$0

$0

$0

$0

$25,000

Contingency
TOTAL

$0

$0

$0

$0

$0

$0

$2,000

$0

$0

$0

$0

$0

$0

$3,127,030

Operating Description:

____________________________________________________________________________________
264

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1600-DIF-Roadway Improvements
FY 2018:

Capital Project Expenses

Carryover

Category: DIF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
67814 59th & Olive Ave (1600)

205,900
0
360,688

0
1,486,915
360,351

0
0
0

0
0
0

0
0
0

0
0
0

0
0
0

65,110
0
0
0
631,698

0
0
600,000
0
2,447,266

0
34,553
0
650,000
684,553

0
0
0
791,650
791,650

0
0
0
1,500,000
1,500,000

0
0
0
0
0

0
34,553
0
0
34,553

36,514
36,514

0
0

0
0

0
0

0
0

0
0

0
0

$668,212

$2,447,266

$684,553

$791,650

$1,500,000

$0

$34,553

67820 *59th & Olive Ave (1601)
67880 *59th & Olive Ave (1602)

Replacement of Existing Assets
67802 Dev. Agree. - Arterials
67809 DIF Update
67821 95th Avenue Extension (1601)
67930 Bethany Hm 83rd -91st (1603)

Sub-Total - Existing Assets

New Assets
0
67803 Dev. Agree. - Signals

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

$3,115,478

PROJECT DETAIL: 1600-DIF-Roadway Improvements
Project: 67814 - 59th & Olive Ave (1600) (I)
Project Description:
Capital Costs
Miscellaneous/Other
TOTAL

Operating Description:

Funding Source:

Capital Costs

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$205,900

$0

$0

$0

$0

$0

$0

$205,900

$0

$0

$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: 67820* - 59th & Olive Ave (1601) (I)
Project Description:

Category: DIF

Funding Source:

Development Impact Fees

This project includes constructing improvements at the 59th and Olive avenues intersection.
intersection include installation of turn lanes and bus bays.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$1,440,640

$0

$0

$0

$0

Engineering Charges

$0

$39,600

$0

$0

$0

$0

$0

Arts

$0

$6,675

$0

$0

$0

$0

$0

$0

$1,486,915

$0

$0

$0

$0

$0

TOTAL

Operating Description:

$0

This project is to add capacity to the existing intersection. No additional O and M is anticipated based on current
information.

____________________________________________________________________________________
265

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1600-DIF-Roadway Improvements
Project: 67880* - 59th & Olive Ave (1602) (I)
Project Description:
Capital Costs
Land

Category: DIF
Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$125,030

$0

$0

$0

$0

$0

$0

Construction

$0

$360,351

$0

$0

$0

$0

$0

Construction

$126,251

$0

$0

$0

$0

$0

$0

Contingency

$109,407

$0

$0

$0

$0

$0

$0

$360,688

$360,351

$0

$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: 67809 - DIF Update (R)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

Development Impact Fees

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
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$34,553

$0

$0

$0

$34,553

$0

$0

$34,553

$0

$0

$0

$34,553

Operating Description:

Project: 67821 - 95th Avenue Extension (1601) (R)
Project Description:
Capital Costs

Funding Source:

Development Impact Fees

Project will complete 95th Avenue between Camelback Road and Bethany Home Road. It will include, ROW acquisition,
phase I environmental clearance, geotechnical investigation, utility coordination, survey and construction.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Land

$0

$500,000

$0

$0

$0

$0

$0

Design

$0

$100,000

$0

$0

$0

$0

$0

$0

$600,000

$0

$0

$0

$0

$0

TOTAL

Operating Description:

Project: 67930 - Bethany Hm 83rd -91st (1603) (R)
Project Description:
Capital Costs

Funding Source:

Development Impact Fees

ROW Acquisition, design and construction of Bethany Home North of Center Line. (Stone Haven development
agreement).
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Land

$0

$0

$650,000

$641,650

$0

$0

Design

$0

$0

$0

$150,000

$0

$0

$0

Construction

$0

$0

$0

$0

$1,500,000

$0

$0

$0

$0

$650,000

$791,650

$1,500,000

$0

$0

TOTAL

$0

Operating Description:

____________________________________________________________________________________
266

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1600-DIF-Roadway Improvements
Project: 67803 - Dev. Agree. - Signals (N)
Project Description:

Capital Costs

Operating Description:

Carryover

Development Impact Fees

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$36,514

$0

$0

$0

$0

$0

$0

$36,514

$0

$0

$0

$0

$0

$0

O and M costs are for the electricity and maintenance of new traffic signal installations. A supplemental budget request
will be made as new equipment is added to the system.

Operating Costs
Utilities
Equip. Maint.

Funding Source:

Fees charged to developers are used to improve intersections that have experienced increased vehicular traffic
generated by new development. This project provides for the installation or upgrades of traffic signals and Intelligent
Transportation Systems equipment at various locations throughout the city.

Design
TOTAL

Category: DIF

FY 2018
$121,550
$60,780

FY 2019
$125,190
$62,600

FY 2020
$128,950
$64,480

FY 2021
$132,820
$66,410

FY 2022
$0
$0

FYs 23-27
$726,310
$363,160

____________________________________________________________________________________
267

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1520-DIF-Citywide Open Space
FY 2018:

Capital Project Expenses

Carryover

Category: DIF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

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:

178,943
0
0
0
178,943

0
139,157
0
0
139,157

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
0
0
0
0

$178,943

$139,157

$34,944

$150,000

$0

$0

$0

Total FY 2018 Funding:

$318,100

PROJECT DETAIL: 1520-DIF-Citywide Open Space
Project: 70453 - Discovery Park (I)
Project Description:

Capital Costs
Construction
Engineering Charges
Arts
Contingency
TOTAL

Operating Description:

Funding Source:

Capital Costs
Construction
TOTAL

Operating Description:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$150,000

$0

$0

$0

$0

$0

$0

$12,000

$0

$0

$0

$0

$0

$0

$1,500

$0

$0

$0

$0

$0

$0

$15,443

$0

$0

$0

$0

$0

$0

$178,943

$0

$0

$0

$0

$0

$0

No additional O and M is needed at this time.

Project: 70454 - Pasadena Park (I)
Project Description:

Category: DIF

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$139,157

$0

$0

$0

$0

$0

$0

$139,157

$0

$0

$0

$0

$0

No additional O and M is needed at this time.

____________________________________________________________________________________
268

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1520-DIF-Citywide Open Space
Project: 70455* - Thunderbird Park Imprvmts 1520 (I)
Project Description:

Capital Costs

Category: DIF
Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$0

$0

$121,700

$0

$0

$0

Engineering Charges

$0

$0

$0

$12,000

$0

$0

$0

Arts

$0

$0

$0

$1,217

$0

$0

$0

Contingency
TOTAL

$0

$0

$0

$15,083

$0

$0

$0

$0

$0

$0

$150,000

$0

$0

$0

Operating Description:

Project: 70456* - T-Bird Park Mstr Plan 1520 (I)
Project Description:
Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

Development Impact Fees

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 $15,056.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$34,944

$0

$0

$0

$0

$0

$0

$34,944

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
269

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1460-DIF-Citywide Parks
FY 2018:

Capital Project Expenses

Carryover

Category: DIF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
72505 * Orangewood Vista 1460
73475 Citywide Park Improv (1461)

Sub-Total - Existing Assets
Total Project Expenses:
Total FY 2018 Funding:

0
0
0

226,536
105,917
332,453

0
0
0

0
0
0

0
0
0

0
0
0

0
0
0

$0

$332,453

$0

$0

$0

$0

$0

$332,453

PROJECT DETAIL: 1460-DIF-Citywide Parks

Category: DIF

Project: 72505* - Orangewood Vista 1460 (I)
Project Description:

Capital Costs

Funding Source:

Development Impact Fees

The project would include the construction of additional basketball courts at Heroes Regional Park, Rose Lane and
O'Neil community parks to accommodate increased use and population growth. Additionally, we need to add to existing
play structures to accommodate the age category 6 months to two years. Current playground events are designed for
children ages 2 - 5 and 5 - 12. Recent ASTM and CPSC standards have indictated a need to provide play events for the
younger age group. This project meets the 2011 Parks and Recreation Master Plan's primary action plan goals of
"Develop and improve shade structures and amenities in parks" and "Revitalize conditions of neighborhood parks".
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$210,536

$0

$0

$0

$0

Engineering Charges

$0

$13,895

$0

$0

$0

$0

$0

Arts

$0

$2,105

$0

$0

$0

$0

$0

$0

$226,536

$0

$0

$0

$0

$0

TOTAL

$0

Operating Description:

Project: 73475 - Citywide Park Improv (1461) (I)
Project Description:

Capital Costs
Equipment
TOTAL

Funding Source:

Development Impact Fees

The project would include the construction of additional basketball courts at Heroes Regional Park, Rose Lane and
O'Neil community parks to accommodate increased use and population growth. Additionally, we need to add to existing
play structures to accommodate the age category 6 months to two years. Current playground events are designed for
children ages 2 - 5 and 5 - 12. Recent ASTM and CPSC standards have indictated a need to provide play events for the
younger age group. This project meets the 2011 Parks and Recreation Master Plan's primary action plan goals of
"Develop and improve shade structures and amenities in parks" and "Revitalize conditions of neighborhood parks".
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$105,917

$0

$0

$0

$0

$0

$0

$105,917

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
270

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1480-DIF-Citywide Rec Facility
FY 2018:

Capital Project Expenses

Carryover

Category: DIF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
72806 *Grand Canal Linear Prk Staging
72807 *Heroes Regional Park Study
72808 *Thunderbird Park Imprvmt 1480
72810 *Parks Master Plan Update
72811 *FRAC Enhancements
72812 *Heroes Regional Park
72813 *Southern Park Maintenance Area

23,150
30,000
0
10,000
30,000
564,012
139,838

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
797,000

0
0

3,469
126,983

0
0

0
0

0
0

3,469
3,469

$797,000

$0

$126,983

$0

$0

$0

$3,469

Replacement of Existing Assets
72801 DIF Update

Sub-Total - Existing Assets
Total Project Expenses:
Total FY 2018 Funding:

$797,000

PROJECT DETAIL: 1480-DIF-Citywide Rec Facility
Project: 72806* - Grand Canal Linear Prk Staging (I)
Project Description:

Capital Costs
Construction
Engineering Charges
Arts
TOTAL

Category: DIF
Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$15,000

$0

$0

$0

$0

$0

$0

$8,000

$0

$0

$0

$0

$0

$0

$150

$0

$0

$0

$0

$0

$0

$23,150

$0

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
271

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
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
Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$30,000

$0

$0

$0

$0

$0

$0

$30,000

$0

$0

$0

$0

$0

$0

Operating Description:

Project: 72808* - Thunderbird Park Imprvmt 1480 (I)
Project Description:

Capital Costs

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$0

$110,410

$0

$0

$0

$0

Engineering Charges

$0

$0

$12,000

$0

$0

$0

$0

Arts
TOTAL

$0

$0

$1,104

$0

$0

$0

$0

$0

$0

$123,514

$0

$0

$0

$0

Operating Description:

Project: 72810* - Parks Master Plan Update (I)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$10,000

$0

$0

$0

$0

$0

$0

$10,000

$0

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
272

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1480-DIF-Citywide Rec Facility
Project: 72811* - FRAC Enhancements (I)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Category: DIF
Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$30,000

$0

$0

$0

$0

$0

$0

$30,000

$0

$0

$0

$0

$0

$0

Operating Description:

Project: 72812* - Heroes Regional Park (I)
Project Description:

Capital Costs
Construction
Engineering Charges
Arts
Contingency
TOTAL

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$487,000

$0

$0

$0

$0

$0

$0

$32,142

$0

$0

$0

$0

$0

$0

$4,870

$0

$0

$0

$0

$0

$0

$40,000

$0

$0

$0

$0

$0

$0

$564,012

$0

$0

$0

$0

$0

$0

Operating Description:

Project: 72813* - Southern Park Maintenance Area (I)
Project Description:

Capital Costs
Construction
Engineering Charges
Arts
TOTAL

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$126,572

$0

$0

$0

$0

$0

$0

$12,000

$0

$0

$0

$0

$0

$0

$1,266

$0

$0

$0

$0

$0

$0

$139,838

$0

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
273

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1480-DIF-Citywide Rec Facility
Project: 72801 - DIF Update (R)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Category: DIF
Funding Source:

Development Impact Fees

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
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$3,469

$0

$0

$0

$3,469

$0

$0

$3,469

$0

$0

$0

$3,469

Operating Description:

____________________________________________________________________________________
274

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1540-DIF-Park Dev Zone 1
FY 2018:

Capital Project Expenses

Carryover

Category: DIF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
73105 Orangewood Vista 1540
73525 *Picnic Ramada Expansion 1541
73575 *Picnic Ramada Expansion 1542
73576 Bike Park Foothills Park 1542
73625 *New River Trail Zn 2 W 1543

0
0
0
0
0

124,085
52,303
177,578
140,000
58,312

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
552,278

3,469
3,469

0
0

0
0

0
0

3,469
3,469

$0

$552,278

$3,469

$0

$0

$0

$3,469

Replacement of Existing Assets
73102 DIF Update

Sub-Total - Existing Assets
Total Project Expenses:
Total FY 2018 Funding:

$552,278

PROJECT DETAIL: 1540-DIF-Park Dev Zone 1

Category: DIF

Project: 73105 - Orangewood Vista 1540 (I)
Project Description:

Capital Costs

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$5,500

$0

$0

$0

$0

$0

Construction

$0

$106,520

$0

$0

$0

$0

$0

Engineering Charges

$0

$11,000

$0

$0

$0

$0

$0

Arts

$0

$1,065

$0

$0

$0

$0

$0

$0

$124,085

$0

$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.

____________________________________________________________________________________
275

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1540-DIF-Park Dev Zone 1

Category: DIF

Project: 73525* - Picnic Ramada Expansion 1541 (I)
Project Description:

Capital Costs

Funding Source:

Development Impact Fees

The Parks, Recreation and Neighborhood Division's picnic ramadas can be used for both drop-in use as well as rentals.
Ramada rentals generate approximately $140,000 each year and staff have identified several parks that do not currently
have picnic ramadas and other parks that are experiencing additional demand for ramada rentals. Parks such as
Chapparal, Hillcrest, Oasis and Utopia are just a few parks in this development zone that have a high demand for
ramada use.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$40,000

$0

$0

$0

$0

$0

Engineering Charges

$0

$8,000

$0

$0

$0

$0

$0

Arts

$0

$400

$0

$0

$0

$0

$0

Contingency

$0

$3,903

$0

$0

$0

$0

$0

$0

$52,303

$0

$0

$0

$0

$0

TOTAL

Operating Description:

Project: 73575* - Picnic Ramada Expansion 1542 (I)
Project Description:

Capital Costs

Funding Source:

Development Impact Fees

The Parks, Recreation and Neighborhood Division's picnic ramadas can be used for both drop-in use as well as rentals.
Ramada rentals generate approximately $140,000 each year and staff have identified several parks that do not currently
have picnic ramadas and other parks that are experiencing additional demand for ramada rentals. Parks such as
Heritage, Lions, Dos Lagos, Mondo, Sunset do not have ramadas, but have increased activity and demand to warrant
the addition.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

$14,078

$0

$0

$0

$0

$0

$0

$177,578

$0

$0

$0

$0

$0

TOTAL

$0

Operating Description:

Project: 73576 - Bike Park Foothills Park 1542 (I)
Project Description:

Capital Costs
Construction
TOTAL

Funding Source:

Development Impact Fees

This is a new project request for a bike park at Foothills Park. The new project request is to construct a bike park
adjacent to the existing Sk8 Court at Foothills Park. The existing Sk8 court was designed and built as a skate only facility
and the Recreation staff and Park Rangers regularly encounter bikes in the skate court. This request will meet a growing
need for a bike facility is this area of the city, keep the existing skate only park safer and reduce additional damage that
bikes cause in the skate only facility.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$140,000

$0

$0

$0

$0

$0

$0

$140,000

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
276

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1540-DIF-Park Dev Zone 1

Category: DIF

Project: 73625* - New River Trail Zn 2 W 1543 (I)
Project Description:

Capital Costs

Funding Source:

Development Impact Fees

The New River Trail system is an important link to a region-wide multi-use trail system that meanders throughout
Glendale and Maricopa County. During the past several years of budget and funding reductions, the Parks, Recreation
and Neighborhood Services staff have leveraged limited funding with other internal (City of Glendale Transportation
Department) and external partners (Maricopa County Flood Control District) to continue the development and
enhancement of alternate transportation options for Glendale residents. These options are part of a larger regional
network of multi-modal trails which connect to other communities and recreational amenities.
Carryover

FY 2018

FY 2019

FY 2022

Engineering Charges

$0

$8,000

$0

$0

$0

$0

$0

Arts

$0

$450

$0

$0

$0

$0

$0

Operating Description:

Capital Costs
Miscellaneous/Other
TOTAL

$0

$0

$0

$4,862

$0

$0

$0

$0

$0

$0

$58,312

$0

$0

$0

$0

$0

No new additional O & M will be required

Project: 73102 - DIF Update (R)
Project Description:

$0

FYs 23-27

$45,000

TOTAL

$0

FY 2021

$0

Contingency

$0

FY 2020

Construction

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$3,469

$0

$0

$0

$3,469

$0

$0

$3,469

$0

$0

$0

$3,469

Operating Description:

____________________________________________________________________________________
277

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1560-DIF-Park Dev Zone 2
FY 2018:

Capital Project Expenses

Carryover

Category: DIF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
73404 Paseo Linear Park Additions

0

165,438

0

0

0

0

0

0
0

0
165,438

3,469
3,469

0
0

0
0

0
0

3,469
3,469

$0

$165,438

$3,469

$0

$0

$0

$3,469

Replacement of Existing Assets
73403 DIF Update

Sub-Total - Existing Assets
Total Project Expenses:
Total FY 2018 Funding:

$165,438

PROJECT DETAIL: 1560-DIF-Park Dev Zone 2

Category: DIF

Project: 73404 - Paseo Linear Park Additions (I)
Project Description:
Capital Costs

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$137,000

$0

$0

$0

$0

Engineering Charges

$0

$12,000

$0

$0

$0

$0

$0

Arts

$0

$1,370

$0

$0

$0

$0

$0

Contingency
TOTAL

Operating Description:

$0

$15,068

$0

$0

$0

$0

$0

$0

$165,438

$0

$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

$0

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$3,469

$0

$0

$0

$3,469

$0

$0

$3,469

$0

$0

$0

$3,469

Operating Description:

____________________________________________________________________________________
278

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1580-DIF-Park Dev Zone 3
FY 2018:

Capital Project Expenses

Carryover

Category: DIF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

New Assets
0
73702 DIF Update

Sub-Total - New Assets
Total Project Expenses:

0
0

0
0

3,469
3,469

0
0

0
0

0
0

3,469
3,469

$0

$0

$3,469

$0

$0

$0

$3,469

Total FY 2018 Funding:

$0

PROJECT DETAIL: 1580-DIF-Park Dev Zone 3

Category: DIF

Project: 73702 - DIF Update (N)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$3,469

$0

$0

$0

$3,469

$0

$0

$3,469

$0

$0

$0

$3,469

Operating Description:

____________________________________________________________________________________
279

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1380-DIF-Library Buildings
FY 2018:

Capital Project Expenses

Carryover

Category: DIF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

New Assets
0
74252 *Western Area Library 1380

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

0
0

1,755,029
1,755,029

0
0

0
0

0
0

0
0

0
0

$0

$1,755,029

$0

$0

$0

$0

$0

$1,755,029

PROJECT DETAIL: 1380-DIF-Library Buildings

Category: DIF

Project: 74252* - Western Area Library 1380 (N)
Project Description:

Capital Costs

Funding Source:

Development Impact Fees

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 2018

FY 2020

$0

$0

FYs 23-27

$0

$49,680

$0

$0

$0

$0

$0

Arts

$0

$13,800

$0

$0

$0

$0

$0

Operating Description:

$0

FY 2022

Engineering Charges

TOTAL

$0

FY 2021

$0

Contingency

$1,380,000

FY 2019

Construction

$0

$0

$311,549

$0

$0

$0

$0

$0

$0

$1,755,029

$0

$0

$0

$0

$0

O&M is included in project Western Area Library 1500.

____________________________________________________________________________________
280

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1500-DIF-Libraries

Category: DIF

FY 2018:

Capital Project Expenses

Carryover

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Replacement of Existing Assets
74752 DIF Update

0
0

0
0

17,563
17,563

0
0

0
0

0
0

17,563
17,563

79,261
328,614
407,875

310,000
1,046,549
1,356,549

135,029
0
135,029

0
0
0

0
0
0

0
0
0

0
0
0

$407,875

$1,356,549

$152,592

$0

$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 2018 Funding:

$1,764,424

PROJECT DETAIL: 1500-DIF-Libraries

Category: DIF

Project: 74752 - DIF Update (R)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$17,563

$0

$0

$0

$17,563

$0

$0

$17,563

$0

$0

$0

$17,563

Operating Description:

Project: 74751 - Library Books - Pop. Growth (N)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Operating Description:

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$79,261

$0

$0

$0

$0

$0

$0

$0

$310,000

$135,029

$0

$0

$0

$0

$79,261

$310,000

$135,029

$0

$0

$0

$0

No additional O and M is needed for this project.

____________________________________________________________________________________
281

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 1500-DIF-Libraries

Category: DIF

Project: 74755* - Western Area Library 1500 (N)
Project Description:

Capital Costs
Design
Construction

Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$318,263

$0

$0

$0

$0

$0

$0

$0

$1,003,861

$0

$0

$0

$0

$0

Engineering Charges

$10,351

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$32,649

$0

$0

$0

$0

$0

Arts
TOTAL

Operating Description:

$0

$10,039

$0

$0

$0

$0

$0

$328,614

$1,046,549

$0

$0

$0

$0

$0

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.

____________________________________________________________________________________
282

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1420-DIF-Fire Protection Facilities
FY 2018:

Capital Project Expenses

Carryover

Category: DIF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Replacement of Existing Assets
77001 DIF Update

Sub-Total - Existing Assets
Total Project Expenses:

0
0

0
0

15,654
15,654

0
0

0
0

0
0

15,654
15,654

$0

$0

$15,654

$0

$0

$0

$15,654

Total FY 2018 Funding:

$0

PROJECT DETAIL: 1420-DIF-Fire Protection Facilities
Project: 77001 - DIF Update (R)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Category: DIF
Funding Source:

Development Impact Fees

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$15,654

$0

$0

$0

$15,654

$0

$0

$15,654

$0

$0

$0

$15,654

Operating Description:

____________________________________________________________________________________
283

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2360-Water & Sewer
FY 2018:

Capital Project Expenses

Carryover

Category: Revenue
FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
60007 Arrwhd Wtr Reclam Fac Imps
60008 WAWRF Phase IV
60016 West Area WRF Improvements

7,000,000
2,500,000
0

3,308,412
600,000
3,500,000

7,038,526
500,000
4,800,000

8,853,062
500,000
6,300,000

9,300,000
500,000
6,000,000

0
0
6,100,000

0
0
0

187,429
8,160
0
9,695,589

0
450,000
750,000
8,608,412

0
300,000
750,000
13,388,526

0
0
500,000
16,153,062

0
0
500,000
16,300,000

0
0
500,000
6,600,000

0
0
2,500,000
2,500,000

200,000
0
80,000
280,000

300,000
0
80,000
380,000

1,500,000
2,000,000
120,000
3,620,000

1,200,000
500,000
0
1,700,000

300,000
0
0
300,000

0
0
0
0

0
0
0
0

$8,988,412 $17,008,526

$17,853,062

$16,600,000

$6,600,000

$2,500,000

Replacement of Existing Assets
60010 Lab Data Management System
60014 SCADA Study & Replacement
60019 Vehicle 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:

$9,975,589

Total FY 2018 Funding:

$18,964,001

PROJECT DETAIL: 2360-Water & Sewer

Category: Revenue

Project: 60007 - Arrwhd Wtr Reclam Fac Imps (I)
Project Description:

Capital Costs
Design

Funding Source:

Water & Sewer Revenues

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
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$230,000

$383,500

$484,250

$507,000

$0

$0
$0

Construction

$0

$2,700,000

$5,900,000

$7,400,000

$7,800,000

$0

Engineering Charges

$0

$81,412

$106,026

$154,812

$135,000

$0

$0

Arts

$0

$27,000

$59,000

$74,000

$78,000

$0

$0

Contingency

$0

$270,000

$590,000

$740,000

$780,000

$0

$0

$0

$3,308,412

$7,038,526

$8,853,062

$9,300,000

$0

$0

TOTAL

Operating Description:

____________________________________________________________________________________
284

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2360-Water & Sewer

Category: Revenue

Project: 60008 - WAWRF Phase IV (I)
Project Description:
Capital Costs
Design

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$254,185

$0

$0

$0

$0

$0

$0

Construction

$0

$510,000

$420,000

$420,000

$420,000

$0

$0

Construction

$1,773,442

$0

$0

$0

$0

$0

$0

Finance Charges

$33,300

$0

$0

$0

$0

$0

$0

Engineering Charges

$99,344

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$33,900

$33,800

$33,800

$33,800

$0

$0

Arts

$26,946

$0

$0

$0

$0

$0

$0

Arts

$0

$5,100

$4,200

$4,200

$4,200

$0

$0

Contingency

$0

$51,000

$42,000

$42,000

$42,000

$0

$0

Contingency

$123,500

$0

$0

$0

$0

$0

$0

Miscellaneous/Other
TOTAL

$189,283

$0

$0

$0

$0

$0

$0

$2,500,000

$600,000

$500,000

$500,000

$500,000

$0

$0

Operating Description:

Project: 60016 - West Area WRF Improvements (I)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$315,000

$382,750

$480,000

$470,375

$570,375

$0

Construction

$0

$2,800,000

$3,900,000

$5,100,000

$4,900,000

$4,900,000

$0

Engineering Charges

$0

$77,000

$88,250

$159,000

$90,625

$90,625

$0

Arts

$0

$28,000

$39,000

$51,000

$49,000

$49,000

$0

Contingency
TOTAL

$0

$280,000

$390,000

$510,000

$490,000

$490,000

$0

$0

$3,500,000

$4,800,000

$6,300,000

$6,000,000

$6,100,000

$0

Operating Description:

Project: 60010 - Lab Data Management System (R)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Operating Description:

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$187,429

$0

$0

$0

$0

$0

$0

$187,429

$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.

____________________________________________________________________________________
285

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2360-Water & Sewer

Category: Revenue

Project: 60014 - SCADA Study & Replacement (R)
Project Description:

Capital Costs
Equipment
Miscellaneous/Other
TOTAL

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$400

$0

$0

$0

$0

$0

$0

$0

$450,000

$300,000

$0

$0

$0

$0

$7,760

$0

$0

$0

$0

$0

$0

$8,160

$450,000

$300,000

$0

$0

$0

$0

Operating Description:

Project: 60019 - Vehicle Replacement (R)
Project Description:
Capital Costs
Equipment
TOTAL

Funding Source:

Water & Sewer Revenues

Replacement of vehicles, trucks, and excavation equipment.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$750,000

$750,000

$500,000

$500,000

$500,000

$2,500,000

$0

$750,000

$750,000

$500,000

$500,000

$500,000

$2,500,000

Operating Description:

Project: 60015 - Asset Mangement Program (N)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

Study the current asset management information system functions and operational needs. Procure new management
system and implement.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Miscellaneous/Other

$0

$300,000

$1,500,000

$1,200,000

$300,000

$0

$0

Miscellaneous/Other

$200,000

$0

$0

$0

$0

$0

$0

$200,000

$300,000

$1,500,000

$1,200,000

$300,000

$0

$0

TOTAL

Operating Description:

Project: 60017 - Integrated Water Master Plan (N)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Operating Description:

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$2,000,000

$500,000

$0

$0

$0

$0

$0

$2,000,000

$500,000

$0

$0

$0

No additional O and M is needed at this time.

____________________________________________________________________________________
286

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2360-Water & Sewer

Category: Revenue

Project: 60018* - Laboratory Equipment (N)
Project Description:
Capital Costs
Equipment
TOTAL

Water & Sewer Revenues

Replace aging ion chromatograph and deionized water system.
Carryover
$0

Miscellaneous/Other

Funding Source:

FY 2018
$80,000

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$120,000

$0

$0

$0

$0

$80,000

$0

$0

$0

$0

$0

$0

$80,000

$80,000

$120,000

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
287

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2400-Water

Category: Revenue
FY 2018:

Capital Project Expenses

Carryover

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
61023 Water System Security
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
61062 *67th Ave Water line improv

20,900
1,000,000
913,280
371,672
35,430
623,250
583,385
0
0

150,000
3,550,000
3,087,139
600,000
1,150,000
1,000,000
500,000
1,000,000
0

150,000
7,602,099
4,775,302
500,000
850,000
250,000
500,000
1,500,000
600,000

150,000
15,200,000
6,164,517
1,250,000
600,000
0
500,000
500,000
1,000,000

150,000
3,000,000
7,700,000
0
400,000
600,000
500,000
0
500,000

150,000
0
2,000,000
0
0
0
0
0
0

500,000
6,100,000
6,100,000
0
0
0
0
7,000,000
0

29,142
1,000,000
517,363
0
0
5,094,422

1,350,000
3,000,000
1,000,000
0
1,000,000
17,387,139

850,000
2,000,000
1,350,000
500,000
2,000,000
23,427,401

0
1,500,000
1,000,000
0
1,000,000
28,864,517

0
0
950,000
0
0
13,800,000

0
0
0
0
0
2,150,000

0
0
0
0
0
19,700,000

0
0
0
0
321,260
0
468,303
789,563

0
0
0
600,000
400,000
3,500,000
1,914,287
6,414,287

0
300,000
0
600,000
0
3,500,000
10,227,057
14,627,057

700,000
650,000
0
700,000
600,000
0
27,793,628
30,443,628

700,000
500,000
0
700,000
800,000
0
12,627,840
15,327,840

2,900,000
0
0
500,000
0
0
0
3,400,000

3,000,000
0
43,023,225
2,500,000
0
0
0
48,523,225

$5,883,985 $23,801,426

$38,054,458

$59,308,145

$29,127,840

Replacement of Existing Assets
61001 Fire Hydrant Replacement
61013 Water Line Replacement
61048 City Wide Well Rehab
61060 Water Supply Redundancy
61061 Water Capital Equipment

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 15MGD Exp.

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

PROJECT DETAIL: 2400-Water

$5,550,000 $68,223,225

$29,685,411

Category: Revenue

____________________________________________________________________________________
288

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2400-Water

Category: Revenue

Project: 61023 - Water System Security (I)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

Installation of equipment citywide to further enhance security of the city's water supply, treatment plants, and distribution
system.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$125,000

$0

$0

$0

$0

$0

Construction

$0

$0

$125,000

$125,000

$125,000

$125,000

$500,000

Engineering Charges

$0

$25,000

$11,250

$11,250

$11,250

$11,250

$0

Arts

$0

$0

$1,250

$1,250

$1,250

$1,250

$0

Contingency
Miscellaneous/Other
TOTAL

Operating Description:

$0

$0

$12,500

$12,500

$12,500

$12,500

$0

$20,900

$0

$0

$0

$0

$0

$0

$20,900

$150,000

$150,000

$150,000

$150,000

$150,000

$500,000

No additional O and M is needed for this project.

Project: 61024 - Cholla Water Plant Process Imp (I)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

Improve and rehabilitate all process areas and key component systems throughout the treatment plant, administration
building, reservoir, and at the booster station.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$269,704

$0

$0

$0

$0

$0

$0

Design

$0

$310,000

$447,000

$1,258,000

$325,000

$0

$1,000,000

Construction

$299,750

$0

$0

$0

$0

$0

$0

Construction

$0

$2,800,000

$6,400,000

$12,200,000

$2,500,000

$0

$5,000,000

$49,500

$0

$0

$0

$0

$0

$0

Engineering Charges

Finance Charges

$0

$132,000

$108,699

$150,000

$150,000

$0

$38,333

Engineering Charges

$0

$146,151

$0

$0

$0

$0

$0

Arts

$52,647

$0

$0

$0

$0

$0

$0

Arts

$0

$28,000

$6,400

$122,000

$25,000

$0

$50,000

Contingency

$0

$280,000

$640,000

$1,470,000

$0

$0

$0

Miscellaneous/Other

$182,248

$0

$0

$0

$0

$0

$0

Miscellaneous/Other

$0

$0

$0

$0

$0

$0

$11,667

$1,000,000

$3,550,000

$7,602,099

$15,200,000

$3,000,000

$0

$6,100,000

TOTAL

Operating Description:

____________________________________________________________________________________
289

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2400-Water

Category: Revenue

Project: 61043 - Pyramid Peak WTP Process Imp. (I)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$189,000

$724,052

$267,159

$686,000

$226,250

Design

$513,280

$0

$0

$0

$0

$0

$950,000
$0

Construction

$0

$2,580,000

$3,500,000

$5,250,000

$6,200,000

$1,500,000

$5,000,000

Construction

$200,000

$0

$0

$0

$0

$0

$0

Finance Charges

$10,111

$0

$0

$0

$0

$0

$0

Finance Charges

$0

$0

$0

$0

$0

$0

$33,889

Engineering Charges

$0

$34,339

$166,250

$69,858

$132,000

$108,750

$52,838

Engineering Charges

$62,162

$0

$0

$0

$0

$0

$0

Arts

$0

$25,800

$35,000

$52,500

$62,000

$15,000

$50,000

Arts

$58,000

$0

$0

$0

$0

$0

$0

$0

$258,000

$350,000

$525,000

$620,000

$150,000

$0

Miscellaneous/Other

$0

$0

$0

$0

$0

$0

$13,273

Miscellaneous/Other

$69,727

$0

$0

$0

$0

$0

$0

$913,280

$3,087,139

$4,775,302

$6,164,517

$7,700,000

$2,000,000

$6,100,000

Contingency

TOTAL

Operating Description:

No additional O and M is required for this project.

Project: 61045 - Thunderbird Reservoir Misc. Im (I)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$47,500

$45,000

$77,000

$0

$0

$0

Construction

$0

$475,000

$385,000

$1,025,000

$0

$0

$0

Construction

$351,672

$0

$0

$0

$0

$0

$0

$2,500

$0

$0

$0

$0

$0

$0

$10,222

$0

$0

$0

$0

$0

$0
$0

Finance Charges
Engineering Charges
Engineering Charges

$0

$25,500

$27,650

$44,475

$0

$0

Arts

$2,300

$0

$0

$0

$0

$0

$0

Arts

$0

$4,500

$3,850

$1,025

$0

$0

$0

$4,978

$0

$0

$0

$0

$0

$0

Contingency
Contingency
TOTAL

$0

$47,500

$38,500

$102,500

$0

$0

$0

$371,672

$600,000

$500,000

$1,250,000

$0

$0

$0

Operating Description:

____________________________________________________________________________________
290

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2400-Water

Category: Revenue

Project: 61047 - Citywide Meter Vault Imp (I)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$200,000

$0

$0

$0

$0

Design

$10,000

$0

$0

$0

$0

$0

$0
$0

Construction

$0

$1,000,000

$522,000

$547,200

$348,950

$0

Engineering Charges

$4,000

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$40,000

$23,000

$23,000

$23,000

$0

$0

Arts

$0

$10,000

$5,000

$5,500

$3,750

$0

$0

Arts

$11,430

$0

$0

$0

$0

$0

$0

$0

$100,000

$100,000

$24,300

$24,300

$0

$0

Contingency
Miscellaneous/Other
TOTAL

Operating Description:

$10,000

$0

$0

$0

$0

$0

$0

$35,430

$1,150,000

$850,000

$600,000

$400,000

$0

$0

No additional O and M is needed for this project.

Project: 61049 - Zone 3 Water Supply Imp. (I)
Project Description:

Capital Costs
Design

Funding Source:

Water & Sewer Revenues

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
$0

FY 2018
$80,000

FY 2019
$226,500

FY 2020
$0

FY 2021
$0

FY 2022
$0

FYs 23-27
$0

Construction

$573,250

$0

$0

$0

$0

$0

$0

Construction

$0

$800,000

$0

$0

$525,000

$0

$0

Engineering Charges

$29,700

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$32,000

$23,500

$0

$17,250

$0

$0

Arts

$4,500

$0

$0

$0

$0

$0

$0

Arts

$0

$8,000

$0

$0

$5,250

$0

$0

Contingency

$0

$80,000

$0

$0

$52,500

$0

$0

Miscellaneous/Other
TOTAL

Operating Description:

$15,800

$0

$0

$0

$0

$0

$0

$623,250

$1,000,000

$250,000

$0

$600,000

$0

$0

No additional O and M is needed at this time.

____________________________________________________________________________________
291

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2400-Water

Category: Revenue

Project: 61054 - Distrib Sys Imprv - Citywide (I)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$200,000

$0

$0

$0

$0

$0

$0

Design

$0

$475,000

$0

$0

$0

$0

$0

Construction

$295,635

$0

$0

$0

$0

$0

$0

Construction

$0

$0

$425,000

$425,000

$425,000

$0

$0

Engineering Charges

$48,450

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$25,000

$28,250

$28,250

$28,250

$0

$0

Arts

$10,000

$0

$0

$0

$0

$0

$0

Arts

$0

$0

$4,250

$4,250

$4,250

$0

$0

Contingency
Miscellaneous/Other
TOTAL

$0

$0

$42,500

$42,500

$42,500

$0

$0

$29,300

$0

$0

$0

$0

$0

$0

$583,385

$500,000

$500,000

$500,000

$500,000

$0

$0

Operating Description:

Project: 61055 - Oasis WTP Improvements (I)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$72,000

$87,500

$0

$0

$0

$1,200,000

Construction

$0

$800,000

$1,250,000

$0

$0

$0

$5,500,000

Finance Charges

$0

$0

$0

$0

$0

$0

$32,881

Engineering Charges

$0

$40,000

$25,000

$0

$0

$0

$68,861

Arts

$0

$8,000

$12,500

$0

$0

$0

$55,000

Contingency

$0

$80,000

$125,000

$0

$0

$0

$0

Miscellaneous/Other

$0

$0

$0

$500,000

$0

$0

$143,258

$0

$1,000,000

$1,500,000

$500,000

$0

$0

$7,000,000

TOTAL

Operating Description:

____________________________________________________________________________________
292

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2400-Water

Category: Revenue

Project: 61062* - 67th Ave Water line improv (I)
Project Description:
Capital Costs

Carryover

FY 2018

$0

$0

Construction

$0

Engineering Charges

$0

Arts
Contingency
TOTAL

Water & Sewer Revenues

Assess and rehabilitate water lines and connections south of Jomax along 67th Avenue.

Design

Miscellaneous/Other

Funding Source:

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$150,000

$0

$0

$0

$0

$0

$0

$875,000

$424,001

$0

$0

$0

$45,000

$28,750

$28,250

$0

$0

$0

$0

$15,000

$8,750

$5,249

$0

$0

$0

$0

$0

$87,500

$42,500

$0

$0

$0

$0

$390,000

$0

$0

$0

$0

$0

$0

$600,000

$1,000,000

$500,000

$0

$0

Operating Description:

Project: 61001 - Fire Hydrant Replacement (R)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$29,142

$0

$0

$0

$0

$0

$0

Design

$0

$216,000

$85,000

$0

$0

$0

$0

Construction

$0

$1,000,000

$660,000

$0

$0

$0

$0

Engineering Charges

$0

$33,000

$32,400

$0

$0

$0

$0

Arts

$0

$1,000

$6,600

$0

$0

$0

$0

Contingency
TOTAL

Operating Description:

$0

$100,000

$66,000

$0

$0

$0

$0

$29,142

$1,350,000

$850,000

$0

$0

$0

$0

No additional O and M is needed for this project.

____________________________________________________________________________________
293

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2400-Water

Category: Revenue

Project: 61013 - Water Line Replacement (R)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$480,663

$0

$0

$0

$0

$0

$0

Design

$0

$0

$130,650

$90,000

$0

$0

$0

Construction

$326,363

$0

$0

$0

$0

$0

$0

Construction

$0

$2,700,000

$1,650,000

$1,237,500

$0

$0

$0

$44,954

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$27,000

$37,850

$36,625

$0

$0

$0

Engineering Charges

$54,538

$0

$0

$0

$0

$0

$0

Arts

$40,000

$0

$0

$0

$0

$0

$0

Arts

$0

$3,000

$16,500

$12,375

$0

$0

$0

Finance Charges

Contingency
Miscellaneous/Other
TOTAL

Operating Description:

$0

$270,000

$165,000

$123,500

$0

$0

$0

$53,482

$0

$0

$0

$0

$0

$0

$1,000,000

$3,000,000

$2,000,000

$1,500,000

$0

$0

$0

No additional O and M is needed for this project.

Project: 61048 - City Wide Well Rehab (R)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$79,500

$88,800

$62,000

$0

Design

$205,162

$0

$0

$0

$0

$0

$0

Construction

$0

$865,000

$1,100,000

$785,000

$800,000

$0

$0

Construction

$200,897

$0

$0

$0

$0

$0

$0

Finance Charges

$0

$4,500

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$39,850

$49,500

$39,850

$0

$0

$0

Engineering Charges

$17,504

$0

$0

$0

$0

$0

$0

Arts

$14,000

$0

$0

$0

$0

$0

$0

Arts

$0

$8,650

$11,000

$7,850

$8,000

$0

$0

Contingency

$0

$86,500

$110,000

$78,500

$80,000

$0

$0

Contingency
TOTAL

Operating Description:

$75,300

$0

$0

$0

$0

$0

$0

$517,363

$1,000,000

$1,350,000

$1,000,000

$950,000

$0

$0

No additional O and M is needed for this project.

____________________________________________________________________________________
294

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2400-Water

Category: Revenue

Project: 61060 - Water Supply Redundancy (R)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

Water Supply Redundancy
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$38,500

$0

$0

$0

$0

Construction

$0

$0

$385,000

$0

$0

$0

$0

Engineering Charges

$0

$0

$34,150

$0

$0

$0

$0

Arts

$0

$0

$3,850

$0

$0

$0

$0

Contingency

$0

$0

$38,500

$0

$0

$0

$0

$0

$0

$500,000

$0

$0

$0

$0

TOTAL

Operating Description:

Project: 61061 - Water Capital Equipment (R)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

Replacement of capital equipment at water facilities. Includes PLC and VFD.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$80,000

$180,000

$80,000

$0

$0

$0

Construction

$0

$880,000

$1,760,000

$880,000

$0

$0

$0

Engineering Charges

$0

$32,000

$44,000

$32,000

$0

$0

$0

Arts

$0

$8,000

$16,000

$8,000

$0

$0

$0

$0

$1,000,000

$2,000,000

$1,000,000

$0

$0

$0

TOTAL

Operating Description:

Project: 61019 - Storage and Recovery Well (N)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$360,000

$132,400

$0

$0

Construction

$0

$0

$0

$0

$200,000

$2,610,000

$2,800,000

Engineering Charges

$0

$0

$0

$66,000

$66,600

$29,000

$49,601

Arts

$0

$0

$0

$0

$20,000

$0

$28,000

Contingency

$0

$0

$0

$0

$281,000

$0

$0

Miscellaneous/Other

$0

$0

$0

$274,000

$0

$261,000

$122,399

$0

$0

$0

$700,000

$700,000

$2,900,000

$3,000,000

TOTAL

Operating Description:
Operating Costs

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Supplies/Contr

$0

$0

$0

$0

$0

$338,310

Utilities

$0

$0

$0

$0

$0

$241,650

Equip. Maint.

$0

$0

$0

$0

$0

$108,740

____________________________________________________________________________________
295

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2400-Water

Category: Revenue

Project: 61027 - Water Line Extension (N)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$260,000

$63,000

$48,000

$0

$0

Construction

$0

$0

$0

$500,000

$390,000

$0

$0

Engineering Charges

$0

$0

$14,700

$32,000

$18,000

$0

$0

Arts

$0

$0

$2,300

$5,000

$4,000

$0

$0

Contingency

$0

$0

$23,000

$50,000

$40,000

$0

$0

$0

$0

$300,000

$650,000

$500,000

$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

Funding Source:

Water & Sewer Revenues

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

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$0

$0

$0

$3,500,000

Construction

$0

$0

$0

$0

$0

$0

$35,000,000

Finance Charges

$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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$600,000

$600,000

$700,000

$700,000

$500,000

$2,500,000

$0

$600,000

$600,000

$700,000

$700,000

$500,000

$2,500,000

No additional O and M is needed at this time.

____________________________________________________________________________________
296

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2400-Water

Category: Revenue

Project: 61052 - Recharge Storage Assessment (N)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

Assessment of additional aquifer recharge capacity options and related hydrologic analyses required for obtaining
required regulatory approvals and permits. Construct recharge infrastructure.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$370,000

$0

$0

$0

$0

$0

Design

$321,260

$0

$0

$0

$0

$0

$0
$0

Construction

$0

$0

$0

$525,000

$700,000

$0

Engineering Charges

$0

$30,000

$0

$17,250

$23,000

$0

$0

Arts

$0

$0

$0

$5,250

$7,000

$0

$0

Contingency

$0

$0

$0

$52,500

$70,000

$0

$0

$321,260

$400,000

$0

$600,000

$800,000

$0

$0

TOTAL

Operating Description:

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

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

$0

$3,500,000

$3,500,000

FY 2020
$0

FY 2021
$0

FY 2022
$0

FYs 23-27
$0

$0

$3,500,000

$3,500,000

$0

$0

$0

$0

Operating Description:

Project: 61058* - Pyramid Peak WTP 15MGD Exp. (N)
Project Description:

Capital Costs
Design

Funding Source:

Water & Sewer Revenues

Expand plant treatment capacity to 15 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 2018

FY 2019
$0

FY 2020
$0

FY 2021
$0

FY 2022
$0

FYs 23-27

$439,428

$0

$0

Design

$0

$1,850,000

$425,000

$1,100,000

$781,420

$0

$0

Construction

$0

$0

$8,755,573

$23,795,000

$10,500,000

$0

$0

Engineering Charges

$28,875

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$64,287

$83,372

$281,178

$191,420

$0

$0

Arts

$0

$0

$87,555

$237,950

$105,000

$0

$0

Contingency

$0

$0

$875,557

$2,379,500

$1,050,000

$0

$0

$468,303

$1,914,287

$10,227,057

$27,793,628

$12,627,840

$0

$0

TOTAL

Operating Description:

____________________________________________________________________________________
297

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2420-Sewer

Category: Revenue
FY 2018:

Capital Project Expenses

Carryover

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
63006 Arrowhead Sewer Lines
63010 91st Ave. Construction
63030 Lift Station Recond. Program

192,286
223,000
500,000

500,000
710,000
0

250,000
528,000
500,000

500,000
500,000
500,000

2,000,000
500,000
500,000

2,450,000
500,000
0

0
2,500,000
2,000,000

500,000
900,000
230,964
0
0
0
0
2,546,250

500,000
500,000
1,000,000
0
0
500,000
500,000
4,210,000

100,000
1,100,000
500,000
0
0
500,000
500,000
3,978,000

0
1,000,000
500,000
0
0
500,000
500,000
4,000,000

0
3,000,000
500,000
1,100,000
0
0
0
7,600,000

0
2,100,000
500,000
2,550,000
0
0
0
8,100,000

0
7,000,000
3,250,000
2,000,000
5,650,000
0
0
22,400,000

0
0
0
0
0

50,000
0
0
0
50,000

0
600,000
400,000
0
1,000,000

0
400,000
0
0
400,000

0
1,000,000
0
0
1,000,000

0
0
450,000
0
450,000

0
0
0
3,500,000
3,500,000

$2,546,250

$4,260,000

$4,978,000

$4,400,000

$8,600,000

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
63031 Wastewater Capital Equipment
63032 Wastewater Collect-Imprv

Sub-Total - Existing Assets

New Assets
0
63008 Sewers for Areas on Septic Sys
63017 Sewer Line Extension
63029 *Sewer vactor truck
T3611 Glendale Ave 93rd-99th Ave

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

PROJECT DETAIL: 2420-Sewer

$8,550,000 $25,900,000

$6,806,250

Category: Revenue

____________________________________________________________________________________
298

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2420-Sewer

Category: Revenue

Project: 63006 - Arrowhead Sewer Lines (I)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$115,500

$0

$277,418

$0

Design

$50,000

$0

$0

$0

$0

$0

$0

Construction

$0

$420,000

$115,500

$420,000

$1,295,000

$2,250,000

$0

Construction

$92,042

$0

$0

$0

$0

$0

$0

Engineering Charges

$24,020

$0

$0

$0

$0

$0

$0
$0

Engineering Charges

$0

$0

$33,800

$19,000

$33,800

$65,082

$124,750

Arts

$3,000

$0

$0

$0

$0

$0

$0

Arts

$0

$4,200

$0

$4,200

$10,000

$5,250

$0

Contingency

$23,224

$0

$0

$0

$0

$0

$0

Contingency

$0

$42,000

$0

$42,000

$352,500

$20,000

$0

Miscellaneous/Other

$0

$0

$0

$0

$0

$50,000

$0

$192,286

$500,000

$250,000

$500,000

$2,000,000

$2,450,000

$0

TOTAL

Operating Description:

No additional O and M is needed for this project.

Project: 63010 - 91st Ave. Construction (I)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Miscellaneous/Other

$0

$710,000

$528,000

$500,000

$500,000

$500,000

$2,500,000

Miscellaneous/Other

$223,000

$0

$0

$0

$0

$0

$0

$223,000

$710,000

$528,000

$500,000

$500,000

$500,000

$2,500,000

TOTAL

Operating Description:

No additional O and M is needed for this project.

____________________________________________________________________________________
299

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2420-Sewer

Category: Revenue

Project: 63030 - Lift Station Recond. Program (I)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$400,000

$0

$0

$0

$0

$0

$0

Design

$0

$0

$41,500

$41,500

$41,500

$0

$400,000

Construction

$0

$0

$400,000

$400,000

$400,000

$0

$1,300,000

Engineering Charges

$0

$0

$14,500

$14,500

$14,500

$0

$32,241

Engineering Charges

$7,586

$0

$0

$0

$0

$0

$0

$0

$0

$4,000

$4,000

$4,000

$0

$13,000

Contingency

$0

$0

$40,000

$40,000

$40,000

$0

$0

Miscellaneous/Other

$0

$0

$0

$0

$0

$0

$254,759

Arts

Miscellaneous/Other
TOTAL

Operating Description:

$92,414

$0

$0

$0

$0

$0

$0

$500,000

$0

$500,000

$500,000

$500,000

$0

$2,000,000

No additional O and M is needed at this time.

Project: 63003 - 99th Ave Interceptor Line (R)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$49,700

$0

$0

$0

$0

$0

Construction

$0

$390,000

$0

$0

$0

$0

$0

Engineering Charges

$0

$17,400

$0

$0

$0

$0

$0

Arts

$0

$3,900

$0

$0

$0

$0

$0

Contingency

$0

$39,000

$0

$0

$0

$0

$0

Miscellaneous/Other

$0

$0

$100,000

$0

$0

$0

$0

Miscellaneous/Other

$500,000

$0

$0

$0

$0

$0

$0

$500,000

$500,000

$100,000

$0

$0

$0

$0

TOTAL

Operating Description:

No additional O and M is needed.

____________________________________________________________________________________
300

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2420-Sewer

Category: Revenue

Project: 63016 - Sewer Line Replacement (R)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$475,000

$0

$80,000

$192,500

$170,000

Design

$480,000

$0

$0

$0

$0

$0

$0

Construction

$0

$0

$950,000

$800,000

$2,500,000

$1,700,000

$5,700,000

Construction

$173,039

$0

$0

$0

$0

$0

$0

$53,352

$0

$0

$0

$0

$0

$0
$29,000

Finance Charges
Finance Charges

$1,100,000

$0

$0

$0

$0

$0

$0

Engineering Charges

$77,334

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$25,000

$45,500

$32,000

$32,500

$26,500

$39,714

Arts

$0

$0

$9,500

$8,000

$25,000

$18,500

$47,000

Arts

$61,800

$0

$0

$0

$0

$0

$0

$0

$0

$95,000

$80,000

$250,000

$185,000

$0

Miscellaneous/Other

$0

$0

$0

$0

$0

$0

$84,286

Miscellaneous/Other

$54,475

$0

$0

$0

$0

$0

$0

$900,000

$500,000

$1,100,000

$1,000,000

$3,000,000

$2,100,000

$7,000,000

Contingency

TOTAL

Operating Description:

No additional O and M is needed for this project.

Project: 63024 - Citywide Manhole Rehab (R)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

Program to rehabilitate existing sewer manholes located throughtout the city based on the Sewer Master Plan in annual
phases.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$150,000

$0

$0

$0

$0

$0

$0

Design

$0

$0

$41,500

$41,500

$41,500

$41,500

$375,000

Construction

$62,866

$0

$0

$0

$0

$0

$0

Construction

$0

$875,000

$400,000

$400,000

$400,000

$400,000

$2,500,000

Finance Charges

$0

$0

$0

$0

$0

$0

$39,100

Engineering Charges

$0

$28,750

$14,500

$14,500

$14,500

$14,500

$46,250

Arts

$0

$8,750

$4,000

$4,000

$4,000

$4,000

$25,000

Arts

$18,098

$0

$0

$0

$0

$0

$0

Contingency

$0

$87,500

$40,000

$40,000

$40,000

$40,000

$0

Miscellaneous/Other

$0

$0

$0

$0

$0

$0

$264,650

$230,964

$1,000,000

$500,000

$500,000

$500,000

$500,000

$3,250,000

TOTAL

Operating Description:

No additional O and M is needed for this project.

____________________________________________________________________________________
301

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2420-Sewer

Category: Revenue

Project: 63026 - Arrowhead Sewer Lines-phase 2 (R)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$0

$276,640

$0

$0

Construction

$0

$0

$0

$0

$500,000

$2,400,000

$2,000,000

Engineering Charges

$0

$0

$0

$0

$28,360

$76,000

$0

Arts

$0

$0

$0

$0

$5,000

$24,000

$0

Contingency

$0

$0

$0

$0

$290,000

$0

$0

Miscellaneous/Other
TOTAL

$0

$0

$0

$0

$0

$50,000

$0

$0

$0

$0

$0

$1,100,000

$2,550,000

$2,000,000

Operating Description:

Project: 63027 - Arrowhead Sewer Lines-phase 3 (R)
Project Description:

Capital Costs

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

$83,000

Arts

$0

$0

$0

$0

$0

$0

$40,000

$0

$0

$0

$0

$0

$0

$5,650,000

TOTAL

Operating Description:

Project: 63031 - Wastewater Capital Equipment (R)
Project Description:
Capital Costs
Equipment
TOTAL

Funding Source:

Water & Sewer Revenues

Replacement of capital equipment at wastewater facilities. Includes PLC and VFD.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$500,000

$500,000

$500,000

$0

$0

$0

$0

$500,000

$500,000

$500,000

$0

$0

$0

Operating Description:

____________________________________________________________________________________
302

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2420-Sewer

Category: Revenue

Project: 63032 - Wastewater Collect-Imprv (R)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

Study, design and construct improvements to wastewater collection system. Includes air relief valves, odor control, and
force mains.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$190,000

$0

$190,000

$0

$0

$0

Construction

$0

$200,000

$475,000

$200,000

$0

$0

$0

Engineering Charges

$0

$40,500

$20,500

$40,500

$0

$0

$0

Arts

$0

$2,000

$4,500

$2,000

$0

$0

$0

Contingency
TOTAL

$0

$67,500

$0

$67,500

$0

$0

$0

$0

$500,000

$500,000

$500,000

$0

$0

$0

Operating Description:

Project: 63008 - Sewers for Areas on Septic Sys (N)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Operating Description:

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 2018

FY 2019

FY 2020

Capital Costs

FY 2021

FY 2022

FYs 23-27

$0

$50,000

$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:

Water & Sewer Revenues

Funding Source:

Water & Sewer Revenues

Extend the sewer line from 95th Avenue to the west. Includes oversizing the sewer line and lift station.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$138,000

$0

$82,500

$0

$0

Construction

$0

$0

$400,000

$350,000

$800,000

$0

$0

Engineering Charges

$0

$0

$18,000

$11,500

$29,500

$0

$0

Arts

$0

$0

$4,000

$3,500

$8,000

$0

$0

Contingency

$0

$0

$40,000

$35,000

$80,000

$0

$0

$0

$0

$600,000

$400,000

$1,000,000

$0

$0

TOTAL

Operating Description:

No additional O and M is needed for this project.

____________________________________________________________________________________
303

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2420-Sewer

Category: Revenue

Project: 63029* - Sewer vactor truck (N)
Project Description:

Capital Costs
Equipment
TOTAL

Funding Source:

Water & Sewer Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$400,000

$0

$0

$450,000

$0

$0

$0

$400,000

$0

$0

$450,000

$0

Operating Description:

Project: T3611 - Glendale Ave 93rd-99th Ave (N)
Project Description:
Capital Costs

Funding Source:

Water & Sewer Revenues

Design and construct a parallel relief sewer line on Glendale Avenue from 93rd to 99th Avenue as growth occurs in the
area.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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.

____________________________________________________________________________________
304

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2210-Transportation Construction
FY 2018:

Capital Project Expenses

Carryover

Category: Transportation

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
65005 ITS Upgrades
65006 Bus Pullouts
65016 Northern Parkway
65022 Transp. Prog. Engr. Consultant
65023 *59th Avenue Improvements
65042 *51st Ave & Bell Rd
65069 Glendale Transportation Plan
65078 Airport Matching Funds
65088 Downtown Alley Improvements
65089 Pavement Management

436,814
0
644,476
0
0
0
337,966
163,240
23,479
224,803

0
0
666,247
261,350
0
0
0
88,142
0
2,000,000

528,318
327,175
666,247
270,687
0
0
0
100,000
0
2,000,000

0
335,223
666,247
276,642
0
0
0
50,000
0
2,000,000

0
343,369
666,247
281,116
0
0
0
0
0
2,000,000

0
351,611
0
287,863
0
0
0
0
0
2,000,000

0
1,880,024
5,557,465
1,540,969
22,289,979
1,440,153
890,936
160,000
0
10,000,000

0
0
154,888
0
0
1,985,666

0
72,600
140,000
6,188,150
0
9,416,489

0
9,900
0
0
0
3,902,327

0
0
0
0
0
3,328,112

0
0
0
0
0
3,290,732

0
9,900
0
0
0
2,649,374

650,365
121,325
0
0
827,620
45,358,836

0
183,379
723,834
0
0
286,089
0
1,000,000
117,406
2,310,708

0
0
0
1,850,000
247,431
0
234,456
0
186,271
2,518,158

0
0
0
1,850,000
0
0
0
0
124,866
1,974,866

0
0
0
0
0
0
0
0
155,699
155,699

390,000
0
0
0
0
0
0
0
0
390,000

6,074,000
0
0
0
0
0
0
0
0
6,074,000

99,324,000
0
0
0
0
0
0
0
0
99,324,000

$4,296,374 $11,934,647

$5,877,193

$3,483,811

$3,680,732

Replacement of Existing Assets
65004 Buses/Vans
65014 Transit Support Capital
65083 Speed Cushions
65102 Arterial Roadway Improvements
T1803 91st Avenue Improv. Turn Lane

Sub-Total - Existing Assets

New Assets
0
65017 Light Rail Design/Construction
65062 Glendale Sports Facilities Sgn
65063 New River - Multi-use Pathway
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 2018 Funding:

$8,723,374 $144,682,836

$16,231,021

PROJECT DETAIL: 2210-Transportation Construction

Category: Transportation

____________________________________________________________________________________
305

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2210-Transportation Construction
Project: 65005 - ITS Upgrades (I)
Project Description:

Capital Costs
Design

TOTAL

Operating Description:

Funding Source:

Carryover

FY 2018

FY 2019

FY 2020

Capital Costs

FY 2021

FY 2022

FYs 23-27

$295,695

$0

$0

$0

$0

$0

$0

$0

$0

$528,318

$0

$0

$0

$0

$141,119

$0

$0

$0

$0

$0

$0

$436,814

$0

$528,318

$0

$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.

Project: 65006 - Bus Pullouts (I)
Project Description:

Half Cent Sales Tax

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.

Construction
Miscellaneous/Other

Category: Transportation

Funding Source:

Half Cent Sales Tax

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$49,076

$50,283

$51,505

$52,742

$282,004

Construction

$0

$0

$278,099

$284,940

$291,864

$298,869

$1,598,020

$0

$0

$327,175

$335,223

$343,369

$351,611

$1,880,024

TOTAL

Operating Description:

No additional O and M is needed.

Project: 65016 - Northern Parkway (I)
Project Description:

Capital Costs

TOTAL

Operating Description:

Half Cent Sales Tax

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
Miscellaneous/Other

Funding Source:

$0

FY 2018
$666,247

FY 2019
$666,247

FY 2020
$666,247

FY 2021

FY 2022

$666,247

$0

FYs 23-27
$5,557,465

$644,476

$0

$0

$0

$0

$0

$0

$644,476

$666,247

$666,247

$666,247

$666,247

$0

$5,557,465

O and M costs are for landscape, water, electrical and other maintenance based on current design. Supplemental
budget

Operating Costs

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Utilities

$0

$0

$0

$0

$0

$0

Landscape

$0

$0

$0

$0

$0

$0

____________________________________________________________________________________
306

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2210-Transportation Construction
Project: 65022 - Transp. Prog. Engr. Consultant (I)
Project Description:

Capital Costs

Category: Transportation
Funding Source:

Half Cent Sales Tax

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$0

$0

$287,863

Miscellaneous/Other

$0

$261,350

$270,687

$276,642

$281,116

$0

$0

$0

$261,350

$270,687

$276,642

$281,116

$287,863

$1,540,969

TOTAL

Operating Description:

No additional O and M is needed.

Project: 65023* - 59th Avenue Improvements (I)
Project Description:

Capital Costs

$1,540,969

Funding Source:

Half Cent Sales Tax

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$0

$0

$0

$3,641,210

Construction

$0

$0

$0

$0

$0

$0

$18,648,769

$0

$0

$0

$0

$0

$0

$22,289,979

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

Funding Source:

Half Cent Sales Tax

Intersection improvements including landscaping and a eastbound right turn lane on Bell Road.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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.

____________________________________________________________________________________
307

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2210-Transportation Construction
Project: 65069 - Glendale Transportation Plan (I)
Project Description:
Capital Costs

Carryover

FY 2018

FY 2019

FY 2020

Capital Costs

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$13,364

$0

$0

$0

$0

$0

$0

$877,572

$337,966

$0

$0

$0

$0

$0

$890,936

This Plan update does not require O and M funding.

Project: 65078 - Airport Matching Funds (I)
Project Description:

Half Cent Sales Tax

$337,966
Miscellaneous/Other

Operating Description:

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.

Finance Charges
TOTAL

Category: Transportation

Funding Source:

Half Cent Sales Tax

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

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$13,221

$40,000

$25,000

$0

$0

Design

$7,239

$0

$0

$0

$0

$0

$0

Construction

$0

$74,921

$60,000

$25,000

$0

$0

$136,000

Construction

$153,732

$0

$0

$0

$0

$0

$0

$2,269

$0

$0

$0

$0

$0

$0

$163,240

$88,142

$100,000

$50,000

$0

$0

$160,000

Arts
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.

Project: 65088 - Downtown Alley Improvements (I)
Project Description:

Capital Costs

Operating Description:

Carryover

Half Cent Sales Tax

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$23,479

$0

$0

$0

$0

$0

$0

$23,479

$0

$0

$0

$0

$0

$0

O and M includes $2,438 for the maintenance of 10 pedestrian lights, $1,200 for water, $300 for landscape
maintenance by an outside company, $2,200 for contracting maintenance and $300 for electricity. A supplemental
budget request will be submitted once the project is near completion.

Operating Costs
Supplies/Contr
Utilities

Funding Source:

Design and construct transformation of existing service alley into a safe environment for pedestrian circulation and
limited
vehicular traffic. This area has been evaluated and determined that there is a need to address pavement, drainage
conditions and alley improvements.

Construction
TOTAL

$24,000

FY 2018
$26,520
$3,180

FY 2019
$27,320
$3,280

FY 2020

FY 2021

FY 2022

FYs 23-27

$28,140
$3,380

$28,980
$3,480

$0
$0

$158,470
$19,030

Equip. Maint.

$25,860

$26,640

$27,440

$28,260

$0

$154,540

Water

$12,730

$13,510

$13,920

$0

$0

$76,120

____________________________________________________________________________________
308

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2210-Transportation Construction
Project: 65089 - Pavement Management (I)
Project Description:
Capital Costs

Category: Transportation
Funding Source:

Half Cent Sales Tax

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

Carryover
$0

$1,912,046

$1,912,046

$1,912,046

$1,912,046

$1,912,046

$9,560,230

Construction

$154,057

$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

Arts

$19,120

$0

$0

$0

$0

$0

$0

$0

$51,626

$51,626

$51,626

$51,626

$51,626

$258,126

Contingency
Contingency
TOTAL

Operating Description:

$51,626

$0

$0

$0

$0

$0

$0

$224,803

$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: 65004 - Buses/Vans (R)
Project Description:

Capital Costs
Equipment
TOTAL

Funding Source:

Half Cent Sales Tax

This project replaces buses and vans for local circulators and Dial-a-Ride service. The buses are replaced every four
years or when mileage exceeds recommended limits. The funding identified is to match federal funds secured for
replacement buses and vans.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$0

$0

$650,365

$0

$0

$0

$0

$0

$0

$650,365

Operating Description:

Project: 65014 - Transit Support Capital (R)
Project Description:
Capital Costs
Equipment
TOTAL

Operating Description:

Funding Source:

Half Cent Sales Tax

To continue delivery of transit services, the replacement of capital items are needed, including computer equipment,
support vehicles and radio systems.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$72,600

$9,900

$0

$0

$9,900

$121,325

$0

$72,600

$9,900

$0

$0

$9,900

$121,325

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.

____________________________________________________________________________________
309

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2210-Transportation Construction
Project: 65083 - Speed Cushions (R)
Project Description:

Capital Costs

Category: Transportation
Funding Source:

Half Cent Sales Tax

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Miscellaneous/Other

$0

$140,000

$0

$0

$0

$0

$0

Miscellaneous/Other

$154,888

$0

$0

$0

$0

$0

$0

$154,888

$140,000

$0

$0

$0

$0

$0

TOTAL

Operating Description:

No additional O and M is needed.

Project: 65102 - Arterial Roadway Improvements (R)
Project Description:
Capital Costs

Funding Source:

Half Cent Sales Tax

Design fees, ROW acquisition and construction costs for various arterial streets within the City of Glendale.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Land

$0

$1,700,000

$0

$0

$0

$0

Design

$0

$200,000

$0

$0

$0

$0

$0

Construction

$0

$4,000,000

$0

$0

$0

$0

$0

Finance Charges

$0

$112,650

$0

$0

$0

$0

$0

Engineering Charges

$0

$92,500

$0

$0

$0

$0

$0

Arts

$0

$73,000

$0

$0

$0

$0

$0

Miscellaneous/Other

$0

$10,000

$0

$0

$0

$0

$0

$0

$6,188,150

$0

$0

$0

$0

$0

TOTAL

$0

Operating Description:

Project: T1803 - 91st Avenue Improv. Turn Lane (R)
Project Description:
Capital Costs

Funding Source:

Half Cent Sales Tax

Project will construct a right turn lane into a Parking Lot at 91st Ave. and Maryland Ave.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$0

$0

$0

$0

$0

$750,000

Finance Charges

$0

$0

$0

$0

$0

$0

$12,870

Engineering Charges

$0

$0

$0

$0

$0

$0

$32,250

Arts

$0

$0

$0

$0

$0

$0

$7,500

Contingency

$0

$0

$0

$0

$0

$0

$25,000

$0

$0

$0

$0

$0

$0

$827,620

TOTAL

Operating Description:

____________________________________________________________________________________
310

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2210-Transportation Construction
Project: 65017 - Light Rail Design/Construction (N)
Project Description:

Capital Costs

Funding Source:

Carryover

TOTAL

FY 2022

FYs 23-27

$0

FY 2018
$0

FY 2019
$0

FY 2020
$0

$390,000

$6,074,000

$99,324,000

$0

$0

$0

$0

$390,000

$6,074,000

$99,324,000

Capital Costs
Equipment
TOTAL

Operating Description:

FY 2021

A supplemental budget request will be submitted once the project is near completion in FY 2026.

Project: 65062 - Glendale Sports Facilities Sgn (N)
Project Description:

Half Cent Sales Tax

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.

Miscellaneous/Other

Operating Description:

Category: Transportation

Funding Source:

Half Cent Sales Tax

This provides local funds for design and construction of one potential federally funded and one locally funded
Intelligent Transportation Systems projects. These projects includes design, purchase and installation of Dynamic
Message Signs on arterial streets and lane control signs around the Glendale Sports Facilities in addition to the
communications connections of the signs to the central traffic control system. Once these projects are complete, the
message boards will be used for traffic information dissemination as well as parking management.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$183,379

$0

$0

$0

$0

$0

$0

$183,379

$0

$0

$0

$0

$0

$0

O and M for this project is for electrical costs of the message signs. Annual equipment maintenance costs throughout
the 10-year expected life of the equipment with an additional $5,000 per year after five years. A supplemental budget
request will be made when project is close to completion.

Operating Costs

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Supplies/Contr

$11,940

$12,300

$12,670

$13,050

$0

$71,360

Utilities

$11,940

$12,300

$12,670

$13,050

Equip. Maint.

$53,040

$54,630

$56,270

$57,960

$0
$0

$316,950

Project: 65063 - New River - Multi-use Pathway (N)
Project Description:

Capital Costs
Construction
TOTAL

Operating Description:

Half Cent Sales Tax

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.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$723,834

$0

$0

$0

$0

$0

$0

$723,834

$0

$0

$0

$0

$0

$0

O and M associated with 8 foot wide landscaped area along a 12,200 foot long multiuse pathway. A supplemental
budget

Operating Costs
Utilities
Landscape

Funding Source:

$71,360

FY 2018
$100,530
$120,630

FY 2019
$103,540
$124,250

FY 2020
$106,650
$127,980

FY 2021
$109,850
$131,820

FY 2022
$0
$0

FYs 23-27
$600,700
$720,840

____________________________________________________________________________________
311

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2210-Transportation Construction
Project: 65091 - Airport RPZ Acquisition (N)
Project Description:
Capital Costs

Funding Source:

Carryover

TOTAL

FY 2018

FY 2019

$0

$1,850,000

$1,850,000

FY 2020
$0

$0

$0

$0

$0

$1,850,000

$1,850,000

$0

$0

$0

$0

Capital Costs

FY 2022

FYs 23-27

Funding Source:

Half Cent Sales Tax

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

Miscellaneous/Other
TOTAL

Operating Description:

FY 2021

No additional O and M is anticipated due to this project.

Project: 65097 - New River North Shareduse Path (N)
Project Description:

Half Cent Sales Tax

Acquire land north of Runway 19 and provide perimeter fencing around new Airport property. ADOT will fund a portion of
this land acquisition.

Land

Operating Description:

Category: Transportation

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$247,431

$0

$0

$0

$0

$0

$0

$247,431

$0

$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

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Utilities

$0

$20,000

$20,600

$21,220

$0

$116,030

Landscape

$0

$24,000

$24,720

$25,460

$0

$139,230

Project: 65098 - Widen 55th Ave for bike lanes (N)
Project Description:

Capital Costs
Land
Finance Charges
Contingency
Miscellaneous/Other
TOTAL

Operating Description:

Funding Source:

Half Cent Sales Tax

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

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$104,837

$0

$0

$0

$0

$0

$0

$3,710

$0

$0

$0

$0

$0

$0

$20,000

$0

$0

$0

$0

$0

$0

$157,542

$0

$0

$0

$0

$0

$0

$286,089

$0

$0

$0

$0

$0

$0

There is no additional O and M anticipated due to this project.

____________________________________________________________________________________
312

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2210-Transportation Construction
Project: 65099 - Neighborhood Pathways Connect (N)
Project Description:

Capital Costs

Funding Source:

Half Cent Sales Tax

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

Miscellaneous/Other
TOTAL

Operating Description:

Category: Transportation

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$234,456

$0

$0

$0

$0

$0

$0

$234,456

$0

$0

$0

$0

$0

O and M associated with approximately 1,000 sq ft of additional landscape maintenance and irrigation.

Operating Costs

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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:

Funding Source:

Half Cent Sales Tax

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.

Capital Costs

Carryover

Miscellaneous/Other

$1,000,000

$0

$0

$0

$0

$0

$0

$1,000,000

$0

$0

$0

$0

$0

$0

TOTAL

Operating Description:

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

This is a study project, which will not create O & M costs.

____________________________________________________________________________________
313

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2210-Transportation Construction
Project: 65101* - Sidewalk and Curb Improvements (N)
Project Description:

Capital Costs

Category: Transportation
Funding Source:

Half Cent Sales Tax

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Land

$0

$0

$6,000

$0

$0

$0

$0

Design

$0

$100,000

$52,000

$0

$0

$0

$0

Design

$80,506

$0

$0

$0

$0

$0

$0

$0

$42,844

$30,990

$147,025

$0

$0

$0

Construction
Engineering Charges

$4,900

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$6,999

$4,066

$7,204

$0

$0

$0

Arts

$0

$428

$310

$1,470

$0

$0

$0

Equipment

$0

$6,000

$1,500

$0

$0

$0

$0

Equipment

$2,000

$0

$0

$0

$0

$0

$0

Miscellaneous/Other

$0

$30,000

$30,000

$0

$0

$0

$0

Miscellaneous/Other

$30,000

$0

$0

$0

$0

$0

$0

$117,406

$186,271

$124,866

$155,699

$0

$0

$0

TOTAL

Operating Description:

Installation of missing curb, gutter, and sidewalk along existing roadways.

____________________________________________________________________________________
314

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2000-HURF/Street Bonds
FY 2018:

Capital Project Expenses

Carryover

Category: HURF

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
68917 Pavement Management-HURF

9,263,000

1,590,650

3,310,373

3,315,373

2,946,523

2,946,523

16,285,640

193,782
0
9,456,782

0
180,000
1,770,650

0
180,000
3,490,373

0
180,000
3,495,373

0
180,000
3,126,523

0
180,000
3,126,523

0
0
16,285,640

237,424
0
0
237,424

0
5,740,150
329,789
6,069,939

0
0
0
0

0
0
0
0

0
0
0
0

0
0
0
0

0
0
0
0

$9,694,206

$7,840,589

$3,490,373

$3,495,373

$3,126,523

Replacement of Existing Assets
68921 Citywide Concrete/Asphalt Imp.
68922 Rusted Street Pole Replacement

Sub-Total - Existing Assets

New Assets
0
68918 Infill Lighting Program
68919 *Street Lighting LED Conversion
68923 *Emergency Vehicle Preemption

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

$3,126,523 $16,285,640

$17,534,795

PROJECT DETAIL: 2000-HURF/Street Bonds

Category: HURF

Project: 68917 - Pavement Management-HURF (I)
Project Description:

Capital Costs
Design
Construction
Construction

Funding Source:

HURF Bonds

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.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$40,000

$40,000

$40,000

$40,000

$0

$9,127,627

$0

$0

$0

$0

$0

$0
$15,498,775

$0

$1,590,650

$3,150,000

$3,150,000

$2,800,000

$2,800,000

Finance Charges

$57,500

$0

$0

$0

$0

$0

$0

Finance Charges

$0

$0

$57,500

$57,500

$42,150

$42,150

$287,500

Engineering Charges

$4,373

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$0

$26,373

$26,373

$26,373

$26,373

$131,865

Arts

$0

$0

$31,500

$31,500

$28,000

$28,000

$342,500

Arts

$68,500

$0

$0

$0

$0

$0

$0

Miscellaneous/Other

$5,000

$0

$0

$0

$0

$0

$0

Miscellaneous/Other

$0

$0

$5,000

$10,000

$10,000

$10,000

$25,000

$9,263,000

$1,590,650

$3,310,373

$3,315,373

$2,946,523

$2,946,523

$16,285,640

TOTAL

Operating Description:

No additional O and M is needed at this time.

____________________________________________________________________________________
315

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2000-HURF/Street Bonds

Category: HURF

Project: 68922 - Rusted Street Pole Replacement (R)
Project Description:
Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

HURF Bonds

The purpose of this project is to remove and replace existing streetlight poles that have been identified for replacement in
the Rusted Pole Inspection Program due to excessive rust as the base of the streetlight pole.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$180,000

$180,000

$180,000

$180,000

$180,000

$0

$0

$180,000

$180,000

$180,000

$180,000

$180,000

$0

Operating Description:

Project: 68918 - Infill Lighting Program (N)
Project Description:
Capital Costs
Construction
Engineering Charges
Arts
TOTAL

Operating Description:

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 2018

FY 2019

FY 2020

Capital Costs

FY 2021

FY 2022

FYs 23-27

$224,552

$0

$0

$0

$0

$0

$0

$10,572

$0

$0

$0

$0

$0

$0

$2,300

$0

$0

$0

$0

$0

$0

$237,424

$0

$0

$0

$0

$0

$0

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:

HURF Bonds

Funding Source:

HURF Bonds

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$5,500,000

$0

$0

$0

$0

$0

Finance Charges

$0

$82,650

$0

$0

$0

$0

$0

Engineering Charges

$0

$92,500

$0

$0

$0

$0

$0

Arts

$0

$55,000

$0

$0

$0

$0

$0

Miscellaneous/Other

$0

$10,000

$0

$0

$0

$0

$0

$0

$5,740,150

$0

$0

$0

$0

$0

TOTAL

Operating Description:

____________________________________________________________________________________
316

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2000-HURF/Street Bonds

Category: HURF

Project: 68923* - Emergency Vehicle Preemption (N)
Project Description:

Capital Costs

Funding Source:

HURF Bonds

*Previous Project # 70809* 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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$311,416

$0

$0

$0

$0

Engineering Charges

$0

$15,259

$0

$0

$0

$0

$0

Arts

$0

$3,114

$0

$0

$0

$0

$0

$0

$329,789

$0

$0

$0

$0

$0

TOTAL

Operating Description:

$0

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%).

____________________________________________________________________________________
317

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1650-Transportation Grants
FY 2018:

Capital Project Expenses

Carryover

Category: Other

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

New Assets
0
67505 CIP Transport. Grant Reserve
67556 FTA AZ 90-X124

Sub-Total - New Assets
Total Project Expenses:

0
68,055
68,055

150,000
0
150,000

0
0
0

0
0
0

0
0
0

0
0
0

0
0
0

$68,055

$150,000

$0

$0

$0

$0

$0

Total FY 2018 Funding:

$218,055

PROJECT DETAIL: 1650-Transportation Grants

Category: Other

Project: 67505 - CIP Transport. Grant Reserve (N)
Project Description:

Capital Costs
Contingency
TOTAL

Operating Description:

Funding Source:

This represents reserve appropriation for unanticipated transportation related grant opportunities that may arise during
the
fiscal year.
Carryover

FY 2018

FY 2019

FY 2020

Capital Costs
TOTAL

Operating Description:

FY 2021

FY 2022

FYs 23-27

$0

$150,000

$0

$0

$0

$0

$0

$0

$150,000

$0

$0

$0

$0

$0

No additional O and M is needed.

Project: 67556 - FTA AZ 90-X124 (N)
Project Description:

Grants

Funding Source:

Grants

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$68,055

$0

$0

$0

$0

$0

$0

$68,055

$0

$0

$0

$0

$0

$0

No additional O & M funds needed. The project replaces existing buses that are being maintained.

____________________________________________________________________________________
318

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2480-Solid Waste

Category: Other

FY 2018:

Capital Project Expenses

Carryover

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

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-Solid Waste
78008 Street Sweeper Replacement

Sub-Total - Existing Assets

0
0
0
0
0
0
0

0
306,911
282,670
0
0
0
589,581

234,605
629,167
1,158,946
635,566
25,375
245,269
2,928,928

0
322,448
1,187,920
651,454
25,375
251,400
2,438,597

0
330,509
1,217,618
385,408
25,375
0
1,958,910

252,644
338,771
1,248,058
684,435
25,375
0
2,549,283

550,941
2,199,383
5,902,359
3,383,509
76,125
1,116,744
13,229,061

0
0
0

0
0
0

203,000
100,000
303,000

203,000
0
203,000

203,000
0
203,000

203,000
0
203,000

1,015,000
0
1,015,000

$0

$589,581

$3,231,928

$2,641,597

$2,161,910

New Assets
0
78006 *Solid Waste Office Space Study
78007 *Solid Waste Information System

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

$589,581

PROJECT DETAIL: 2480-Solid Waste

Category: Other

Project: 78001 - Rolloff Trucks-Commercial (R)
Project Description:

Capital Costs

$2,752,283 $14,244,061

Funding Source:

Sanitation Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$3,467

$0

$0

$3,734

$8,142

Equipment

$0

$0

$231,138

$0

$0

$248,910

$542,799

$0

$0

$234,605

$0

$0

$252,644

$550,941

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

Funding Source:

Sanitation Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$9,298

$4,765

$4,884

$5,006

$32,503

Equipment

$0

$306,911

$619,869

$317,683

$325,625

$333,765

$2,166,880

$0

$306,911

$629,167

$322,448

$330,509

$338,771

$2,199,383

TOTAL

Operating Description:

No additional O and M is needed since this is the replacement of existing equipment.

____________________________________________________________________________________
319

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2480-Solid Waste

Category: Other

Project: 78003 - Sideload Trucks-Residential (R)
Project Description:

Capital Costs

Funding Source:

Sanitation Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$17,127

$17,555

$17,994

$18,444

$79,247

Equipment

$0

$282,670

$1,141,819

$1,170,365

$1,199,624

$1,229,614

$5,823,112

$0

$282,670

$1,158,946

$1,187,920

$1,217,618

$1,248,058

$5,902,359

TOTAL

Operating Description:

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

Funding Source:

Sanitation Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$9,393

$9,627

$5,696

$10,115

$50,003

Equipment

$0

$0

$626,173

$641,827

$379,712

$674,320

$3,333,506

$0

$0

$635,566

$651,454

$385,408

$684,435

$3,383,509

TOTAL

Operating Description:

No additional O and M is needed since this is the replacement of existing equipment.

Project: 78005 - Repl Pickup Trucks-Solid Waste (R)
Project Description:

Capital Costs

Funding Source:

Sanitation Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$375

$375

$375

$375

$1,125

Equipment

$0

$0

$25,000

$25,000

$25,000

$25,000

$75,000

$0

$0

$25,375

$25,375

$25,375

$25,375

$76,125

TOTAL

Operating Description:

No additional O and M is needed since this is the replacement of existing equipment.

____________________________________________________________________________________
320

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2480-Solid Waste

Category: Other

Project: 78008 - Street Sweeper Replacement (R)
Project Description:
Capital Costs
Finance Charges
Equipment
TOTAL

Funding Source:

Sanitation Revenues

Replace street sweeper trucks assigned to Solid Waste
Carryover
$0

FY 2018

FY 2019

$0

$3,625

FY 2020

FY 2021

FY 2022

$3,715

$0

$0

FYs 23-27
$16,152

$0

$0

$241,644

$247,685

$0

$0

$1,100,592

$0

$0

$245,269

$251,400

$0

$0

$1,116,744

Operating Description:

Project: 78006* - Solid Waste Office Space Study (N)
Project Description:
Capital Costs

Funding Source:

Sanitation Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Construction

$0

$0

$200,000

$200,000

$200,000

$200,000

Finance Charges

$0

$0

$3,000

$3,000

$3,000

$3,000

$15,000

$0

$0

$203,000

$203,000

$203,000

$203,000

$1,015,000

TOTAL

Operating Description:

New furniture and office technology.

Project: 78007* - Solid Waste Information System (N)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

$1,000,000

Funding Source:

Sanitation Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$100,000

$0

$0

$0

$0

$0

$0

$100,000

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
321

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2440-Landfill

Category: Other
FY 2018:

Capital Project Expenses

Carryover

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
78523 Scalehouse & Road Relocation
78526 LF Gas System Modifications
78527 MRF Process Line Improvements
78528 Northern Ave LF Improvements

294,537
0
1,219,257
247,725

0
300,000
0
0

0
0
0
0

0
375,000
0
0

0
0
0
235,000

0
0
0
0

0
0
0
0

0
0
0
0
25,334
0
0
0
0
0
0
0
0
1,786,853

62,400
0
100,000
0
0
0
0
0
0
0
26,390
56,840
0
545,630

75,000
0
0
0
0
0
0
0
0
0
26,390
0
54,891
156,281

0
0
500,000
0
44,995
0
0
741,031
0
837,375
0
0
0
2,498,401

0
43,399
1,310,242
0
30,416
1,306,147
474,962
0
0
0
637,103
0
29,685
4,066,954

0
90,272
0
0
0
1,358,393
0
0
0
0
0
0
0
1,448,665

274,723
99,743
2,091,750
244,017
138,440
1,800,489
577,865
315,931
807,350
1,926,449
0
0
64,215
8,340,972

483,422
3,210,924
0
435,625
4,129,971

0
500,000
125,000
0
625,000

325,000
500,000
125,000
0
950,000

125,000
250,000
125,000
0
500,000

350,000
100,000
125,000
0
575,000

500,000
250,000
8,525,732
0
9,275,732

750,000
7,546,235
3,679,973
0
11,976,208

$5,916,824

$1,170,630

$1,106,281

$2,998,401

$4,641,954 $10,724,397

$20,317,180

Replacement of Existing Assets
78506 Landfill Repl Pickup Trucks
78509 MRF Forklifts
78511 Landfill Compactor Replacement
78512 Fuel Tanker Replacement
78514 Sanitation Inspection Trucks
78520 Landfill Bulldozer Replacement
78521 MRF Loader Replacement
78522 LF Water Pull Tractor Replace
78524 Landfill Motor Grader Replace
78525 Landfill Scraper Equipment
78530 Manlift MRF
78531 Light Duty Vehicle Replacement
T1808 Auxilliary 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 2018 Funding:

PROJECT DETAIL: 2440-Landfill

$7,087,454

Category: Other

____________________________________________________________________________________
322

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2440-Landfill

Category: Other

Project: 78523 - Scalehouse & Road Relocation (I)
Project Description:

Capital Costs
Construction
TOTAL

Operating Description:

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 2018

FY 2019

FY 2020

Capital Costs
Design
TOTAL

Operating Description:

Capital Costs
Finance Charges
Equipment
TOTAL

FY 2022

FYs 23-27

$294,537

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

No additional O and M is required for this project.

Funding Source:

Landfill Revenues

The City is required by federal and state environmental regulations to install and maintain an active gas collection
system within the landfill. Project provides for improvements to the existing gas collection system including retrofits,
extensions, additions, and modifications to the vertical and horizontal extraction wells and lateral collection pipes.
Because the gas wells and collection pipes presently are located above-ground level within the active landfill area, it is
necessary to complete the gas well modifications and improvements ahead of filling the landfill sections with additional
waste. Project includes burying of the above-ground lateral collection pipes to allow for simpler waste filling operations.
Project scope also includes expansion of the horizontal and/or vertical gas collection wells in the final filling area (i.e.
scale area). Project is required to maintain sequencing plan developed for waste filling in the landfill through the end of
FY2017.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$300,000

$0

$375,000

$0

$0

$0

$0

$300,000

$0

$375,000

$0

$0

$0

No additional O and M is needed at this time.

Project: 78527 - MRF Process Line Improvements (I)
Project Description:

FY 2021

$294,537

Project: 78526 - LF Gas System Modifications (I)
Project Description:

Landfill Revenues

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$19,305

$0

$0

$0

$0

$0

$0

$1,199,952

$0

$0

$0

$0

$0

$0

$1,219,257

$0

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
323

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2440-Landfill

Category: Other

Project: 78528 - Northern Ave LF Improvements (I)
Project Description:

Capital Costs
Design
Construction
Engineering Charges
Arts
Contingency
Miscellaneous/Other
TOTAL

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$235,000

$0

$0

$167,493

$0

$0

$0

$0

$0

$0

$12,012

$0

$0

$0

$0

$0

$0

$1,820

$0

$0

$0

$0

$0

$0

$41,400

$0

$0

$0

$0

$0

$0

$25,000

$0

$0

$0

$0

$0

$0

$247,725

$0

$0

$0

$235,000

$0

$0

Operating Description:

Project: 78506 - Landfill Repl Pickup Trucks (R)
Project Description:

Capital Costs
Equipment
TOTAL

Operating Description:

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 2018

FY 2019

FY 2020

Capital Costs
Finance Charges
Equipment
TOTAL

Operating Description:

FY 2021

FY 2022

FYs 23-27

$0

$62,400

$75,000

$0

$0

$0

$274,723

$0

$62,400

$75,000

$0

$0

$0

$274,723

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: 78509 - MRF Forklifts (R)
Project Description:

Landfill Revenues

Funding Source:

Landfill Revenues

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
$0

FY 2018
$0

FY 2019

FY 2020

$0

$0

FY 2021
$641

FY 2022

FYs 23-27

$1,334

$1,474

$0

$0

$0

$0

$42,758

$88,938

$98,269

$0

$0

$0

$0

$43,399

$90,272

$99,743

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.

____________________________________________________________________________________
324

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2440-Landfill

Category: Other

Project: 78511 - Landfill Compactor Replacement (R)
Project Description:

Capital Costs
Equipment
TOTAL

Operating Description:

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 2018

FY 2019

FY 2020

Capital Costs

FY 2021

FY 2022

FYs 23-27

$0

$100,000

$0

$500,000

$1,310,242

$0

$2,091,750

$0

$100,000

$0

$500,000

$1,310,242

$0

$2,091,750

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:

Landfill Revenues

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$0

$0

$0

$0

$3,606

Equipment

$0

$0

$0

$0

$0

$0

$240,411

$0

$0

$0

$0

$0

$0

$244,017

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: 78514 - Sanitation Inspection Trucks (R)
Project Description:

Capital Costs

TOTAL

Operating Description:

Landfill Revenues

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
$25,334

Equipment

Funding Source:

FY 2018
$0

FY 2019
$0

FY 2020
$0

FY 2021

FY 2022

$0

$0

FYs 23-27
$0

$0

$0

$0

$44,995

$30,416

$0

$138,440

$25,334

$0

$0

$44,995

$30,416

$0

$138,440

No additional O and M is needed for this project.

____________________________________________________________________________________
325

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2440-Landfill

Category: Other

Project: 78520 - Landfill Bulldozer Replacement (R)
Project Description:

Capital Costs

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$0

$0

$19,303

$20,075

$234,846

Equipment

$0

$0

$0

$0

$1,286,844

$1,338,318

$1,565,643

$0

$0

$0

$0

$1,306,147

$1,358,393

$1,800,489

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

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$0

$0

$7,019

$0

$8,540

Equipment

$0

$0

$0

$0

$467,943

$0

$569,325

$0

$0

$0

$0

$474,962

$0

$577,865

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: 78522 - LF Water Pull Tractor Replace (R)
Project Description:

Capital Costs

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$0

$10,951

$0

$0

$41,208

Equipment

$0

$0

$0

$730,080

$0

$0

$274,723

$0

$0

$0

$741,031

$0

$0

$315,931

TOTAL

Operating Description:

No additional O and M is needed since new equipment will replace aging existing equipment.

____________________________________________________________________________________
326

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2440-Landfill

Category: Other

Project: 78524 - Landfill Motor Grader Replace (R)
Project Description:

Capital Costs

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$0

$0

$0

$0

$6,159

Equipment

$0

$0

$0

$0

$0

$0

$410,571

Contingency

$0

$0

$0

$0

$0

$0

$390,620

$0

$0

$0

$0

$0

$0

$807,350

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

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$0

$12,375

$0

$0

$28,470

Equipment

$0

$0

$0

$825,000

$0

$0

$1,897,979

$0

$0

$0

$837,375

$0

$0

$1,926,449

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: 78530 - Manlift MRF (R)
Project Description:
Capital Costs

Funding Source:

Landfill Revenues

Replace Manlift assigned to MRF
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$390

$390

$0

$9,415

$0

$0

Equipment

$0

$26,000

$26,000

$0

$627,688

$0

$0

$0

$26,390

$26,390

$0

$637,103

$0

$0

TOTAL

Operating Description:

____________________________________________________________________________________
327

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2440-Landfill

Category: Other

Project: 78531 - Light Duty Vehicle Replacement (R)
Project Description:
Capital Costs

Funding Source:

Landfill Revenues

Replace light duty vehicles assigned to Landfill and MRF
Carryover

Finance Charges

FY 2018

$0

Equipment
TOTAL

$840

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$0

$0

$56,000

$0

$0

$0

$0

$0

$0

$56,840

$0

$0

$0

$0

$0

Operating Description:

Project: T1808 - Auxilliary Equipment (R)
Project Description:
Capital Costs

Funding Source:

Landfill Revenues

Replace auxilliary equipment assigned to the Landfill and MRF, which may include skid steers, kubotas, lube trailer, etc.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$0

$0

$811

$0

$439

$0

$949

Equipment

$0

$0

$54,080

$0

$29,246

$0

$63,266

$0

$0

$54,891

$0

$29,685

$0

$64,215

TOTAL

Operating Description:

Project: 78503 - Landfill Closure (South) (N)
Project Description:

Capital Costs

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$325,000

$125,000

$350,000

$500,000

Design

$10,000

$0

$0

$0

$0

$0

$0

$376,320

$0

$0

$0

$0

$0

$0

$10,859

$0

$0

$0

$0

$0

$0

Engineering Charges

$7,216

$0

$0

$0

$0

$0

$0

Arts

$3,763

$0

$0

$0

$0

$0

$0

$75,264

$0

$0

$0

$0

$0

$0

$483,422

$0

$325,000

$125,000

$350,000

$500,000

$750,000

Construction
Finance Charges

Contingency
TOTAL

Operating Description:

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
Supplies/Contr

$750,000

FY 2018
$2,205,540

FY 2019
$2,205,540

FY 2020

FY 2021

$2,205,540

$2,205,540

FY 2022
$0

FYs 23-27
$11,027,700

____________________________________________________________________________________
328

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2440-Landfill

Category: Other

Project: 78505 - LF Phase Construction (North) (N)
Project Description:

Capital Costs
Design

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$500,000

$500,000

$250,000

$100,000

$250,000

$7,546,235

$3,208,144

$0

$0

$0

$0

$0

$0

Finance Charges

$1,542

$0

$0

$0

$0

$0

$0

Engineering Charges

$1,238

$0

$0

$0

$0

$0

$0

$3,210,924

$500,000

$500,000

$250,000

$100,000

$250,000

$7,546,235

Construction

TOTAL

Operating Description:

No additional O and M is needed for this project.

Project: 78507 - Landfill Soil Excavation (N)
Project Description:

Capital Costs
Construction
TOTAL

Operating Description:

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 2018

FY 2019

FY 2020

Capital Costs

FY 2021

FY 2022

FYs 23-27

$0

$125,000

$125,000

$125,000

$125,000

$8,525,732

$3,679,973

$0

$125,000

$125,000

$125,000

$125,000

$8,525,732

$3,679,973

No additional O and M is needed at this time.

Project: 78529* - New Bulldozer Purchase (N)
Project Description:

Landfill Revenues

Funding Source:

Landfill Revenues

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Finance Charges

$6,375

$0

$0

$0

$0

$0

$0

Arts

$4,250

$0

$0

$0

$0

$0

$0

Equipment
TOTAL

$425,000

$0

$0

$0

$0

$0

$0

$435,625

$0

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
329

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2120-Airport Capital Grants
FY 2018:

Capital Project Expenses

Carryover

Category: Other

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
T1472 Airport EA for Channelization

0

0

0

0

0

0

286,590

96,219
4,500,000
0
0
0
4,596,219

0
1,525,662
0
315,000
334,355
2,175,017

0
1,000,000
0
0
0
1,000,000

0
1,000,000
0
0
0
1,000,000

0
0
0
0
0
0

0
0
0
0
0
0

0
0
4,718,466
0
0
5,005,056

50,000
50,000

0
0

0
0

0
0

0
0

0
0

0
0

$4,646,219

$2,175,017

$1,000,000

$1,000,000

$0

$0

$5,005,056

Replacement of Existing Assets
79521 Rehabilitate Apron
79524 North Apron R&R
79526 South Apron R&R
79527 *AWOS Weather Reporting Equip.
79532 FAR Part 150 Update

Sub-Total - Existing Assets

New Assets
0
79519 Airport-Capacity Study

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

$6,821,236

PROJECT DETAIL: 2120-Airport Capital Grants
Project: T1472 - Airport EA for Channelization (I)
Project Description:

Capital Costs
Design
TOTAL

Operating Description:

Funding Source:

Capital Costs
Design
Construction
Miscellaneous/Other
TOTAL

Operating Description:

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$0

$0

$286,590

$0

$0

$0

$0

$0

$0

$286,590

No additional O and M is required for this project.

Project: 79524 - North Apron R&R (R)
Project Description:

Category: Other

Funding Source:

Grants/City Match

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$225,000

$150,000

$150,000

$0

$0

$0

$0

$1,300,662

$850,000

$850,000

$0

$0

$0

$4,500,000

$0

$0

$0

$0

$0

$0

$4,500,000

$1,525,662

$1,000,000

$1,000,000

$0

$0

$0

This project rebuilds and rehabilitates existing pavement on the north apron.

____________________________________________________________________________________
330

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2120-Airport Capital Grants
Project: 79526 - South Apron R&R (R)
Project Description:

Capital Costs

Category: Other
Funding Source:

Grants/City Match

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$0

$0

$0

$707,770

Construction

$0

$0

$0

$0

$0

$0

$4,010,696

$0

$0

$0

$0

$0

$0

$4,718,466

TOTAL

Operating Description:

This project rebuilds and rehabilitates existing pavement on the south apron.

Project: 79527* - AWOS Weather Reporting Equip. (R)
Project Description:
Capital Costs
Construction
TOTAL

Operating Description:

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 2018

FY 2019

FY 2020

Capital Costs
Design
TOTAL

Operating Description:

Capital Costs
TOTAL

Operating Description:

FY 2022

FYs 23-27

$0

$315,000

$0

$0

$0

$0

$0

$315,000

$0

$0

$0

$0

$0

This project replaces exisitng AWOS equipment.

Funding Source:

Grants/City Match

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$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.

Project: 79519 - Airport-Capacity Study (N)
Project Description:

FY 2021

$0

Project: 79532 - FAR Part 150 Update (R)
Project Description:

Grants/City Match

Funding Source:

Grants/City Match

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$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.

____________________________________________________________________________________
331

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1840-Other Federal and State Grants
FY 2018:

Capital Project Expenses

Carryover

Category: Other

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Replacement of Existing Assets
80031 Saguaro Ranch Park Improvement

Sub-Total - Existing Assets
Total Project Expenses:

0
0

15,000
15,000

0
0

0
0

0
0

0
0

0
0

$0

$15,000

$0

$0

$0

$0

$0

Total FY 2018 Funding:

$15,000

PROJECT DETAIL: 1840-Other Federal and State Grants
Project: 80031 - Saguaro Ranch Park Improvement (R)
Project Description:
Capital Costs
Miscellaneous/Other
TOTAL

Category: Other

Funding Source:

Grants

Smith Family Donation for Historic Saguaro Ranch Park
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$15,000

$0

$0

$0

$0

$0

$0

$15,000

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
332

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2070-General Gov Capital Proje
FY 2018:

Capital Project Expenses

Carryover

Category: Other

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

Existing Assets
Improvement of Existing Assets
70800 Building Maint. Reserve
70801 Camelback Ranch Maint. Reserve
70802 Barrel District Imp
70803 Capital Repair-Arena
70804 *Tennis Courts at Paseo Park
70810 *TDMA Upgrade for RWC
84551 Civic Center Renovation
F0003 *Electrical Repairs/Replacement
F0004 *Exterior Repairs/Replacements
F0005 *City Hall - HVAC System
T1160 City Hall Parking Garage

2,703,307
752,729
15,000
500,000
89,565
0
0
0
0
0
0

750,000
836,752
0
500,000
0
1,183,422
0
0
0
0
0

750,000
836,752
0
500,000
0
0
0
0
0
0
0

1,000,000
836,752
0
500,000
0
0
0
0
0
0
0

1,000,000
836,752
0
500,000
0
0
0
0
0
0
0

1,000,000
836,752
0
500,000
0
0
0
0
0
0
0

2,500,000
4,183,760
0
2,500,000
0
0
4,123,974
1,500,000
500,000
3,452,250
1,675,193

1,000,000
0
0
0
0
0
0
0
0
0
0
5,060,601

0
836,000
1,000,000
0
0
0
0
0
0
0
0
5,106,174

0
813,850
0
0
0
0
0
0
0
0
0
2,900,602

0
0
0
0
0
0
0
0
0
0
0
2,336,752

0
0
0
0
0
0
0
0
0
0
0
2,336,752

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
29,168,844

0
0

668,646
668,646

0
0

1,086,822
1,086,822

0
0

0
0

0
0

$5,060,601

$5,774,820

$2,900,602

$3,423,574

$2,336,752

Replacement of Existing Assets
70805 Heart Monitors
70806 Replacement of Airpacks
70811 CBR Scoreboard
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

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

$2,336,752 $29,168,844

$10,835,421

PROJECT DETAIL: 2070-General Gov Capital Proje

Category: Other

____________________________________________________________________________________
333

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2070-General Gov Capital Proje
Project: 70800 - Building Maint. Reserve (I)
Project Description:
Capital Costs

Category: Other
Funding Source:

Other

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
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$1,760

$0

$0

$0

$0

$0

$0

$749,655

$0

$0

$0

$0

$0

$0

Miscellaneous/Other

$756,454

$0

$0

$0

$0

$0

$0

Miscellaneous/Other

$1,195,438

$0

$0

$0

$0

$0

$0

Miscellaneous/Other

$0

$750,000

$750,000

$1,000,000

$1,000,000

$1,000,000

$2,500,000

$2,703,307

$750,000

$750,000

$1,000,000

$1,000,000

$1,000,000

$2,500,000

Equipment

TOTAL

Operating Description:

Project: 70801 - Camelback Ranch Maint. Reserve (I)
Project Description:
Capital Costs

Funding Source:

Other

Camelback Ranch Maint. Reserve
Carryover
$40,577

FY 2018
$0

FY 2019
$0

FY 2020
$0

FY 2021

FY 2022

$0

$0

FYs 23-27
$0

Design

$176,832

$0

$0

$0

$0

$0

$0

Design

$0

$100,000

$100,000

$100,000

$100,000

$100,000

$500,000

Construction

$0

$525,000

$525,000

$525,000

$525,000

$525,000

$2,625,000

Construction

$198,879

$0

$0

$0

$0

$0

$0

Engineering Charges

$0

$9,250

$9,250

$9,250

$9,250

$9,250

$46,250

Engineering Charges

$18,500

$0

$0

$0

$0

$0

$0

Arts

$10,500

$0

$0

$0

$0

$0

$0

Arts

$0

$5,250

$5,250

$5,250

$5,250

$5,250

$26,250

Miscellaneous/Other

$0

$197,252

$197,252

$197,252

$197,252

$197,252

$986,260

Miscellaneous/Other
TOTAL

$307,441

$0

$0

$0

$0

$0

$0

$752,729

$836,752

$836,752

$836,752

$836,752

$836,752

$4,183,760

Operating Description:

Project: 70802 - Barrel District Imp (I)
Project Description:
Capital Costs
TOTAL

Funding Source:

Other

Extend concrete pathway adjacent to fruit packing structure at Sahuaro Ranch Park
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$15,000

$0

$0

$0

$0

$0

$0

$15,000

$0

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
334

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2070-General Gov Capital Proje
Project: 70803 - Capital Repair-Arena (I)
Project Description:
Capital Costs
Miscellaneous/Other
Miscellaneous/Other
TOTAL

Category: Other
Funding Source:

Other

City's contractual obligation to annually fund the capital repair at the arena per the July 8, 2013 agreement.
Carryover
$0

FY 2018
$500,000

FY 2019
$500,000

FY 2020
$500,000

FY 2021
$500,000

FY 2022
$500,000

FYs 23-27
$2,500,000

$500,000

$0

$0

$0

$0

$0

$0

$500,000

$500,000

$500,000

$500,000

$500,000

$500,000

$2,500,000

Operating Description:

Project: 70804* - Tennis Courts at Paseo Park (I)
Project Description:
Capital Costs
Miscellaneous/Other
TOTAL

Funding Source:

Other

Tennis court resurfacing at Paseo Park
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$89,565

$0

$0

$0

$0

$0

$0

$89,565

$0

$0

$0

$0

$0

$0

Operating Description:

Project: 70810* - TDMA Upgrade for RWC (I)
Project Description:

Capital Costs
IT/Phone/Security
TOTAL

Funding Source:

Other

This project is a multi-year funded project for the TDMA upgrade of the Regional Wireless Cooperative (RWC)
communications system. The TDMA technology will allow the RWC to almost double its capacity without the addition of
more frequencies. Frequencies are limited in quantity and difficult to obtain. As the valley increases its hosting of major
events, the radio system will be taxed. The TDMA technology will ease this burden. While not yet Federally mandated,
TDMA in an inevitable technology upgrade. The scope of work includes 100% of the TDMA costs to the city.
Departments using the RWC include Police, Fire, Field Ops, and Water Services.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$1,183,422

$0

$0

$0

$0

$0

$0

$1,183,422

$0

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
335

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2070-General Gov Capital Proje
Project: 84551 - Civic Center Renovation (I)
Project Description:

Capital Costs

Category: Other
Funding Source:

Other

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.
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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
TOTAL

$0

$0

$0

$0

$0

$0

$70,000

$0

$0

$0

$0

$0

$0

$4,123,974

Operating Description:
Operating Costs

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Staffing
Supplies/Contr

$0
$0

$0
$0

$0
$0

$0
$0

$0
$0

$5,312,960
$337,190

Utilities

$0

$0

$0

$0

$0

$700,000

Bldg. Maint.

$0

$0

$0

$0

$499,550

Equip. Maint.
Insurance

$0
$0

$0
$0

$0
$0

$0
$0

$0
$0

Electrical

$0

$0

$0

Water

$0

$0

$0

Project: F0003* - Electrical Repairs/Replacement (I)
Project Description:

Capital Costs
Equipment
TOTAL

$0

$99,910
$60,690

$0

$0

$89,920

$0

$0

$35,720

Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$0

$0

$1,500,000

$0

$0

$0

$0

$0

$0

$1,500,000

Operating Description:

____________________________________________________________________________________
336

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2070-General Gov Capital Proje
Project: F0004* - Exterior Repairs/Replacements (I)
Project Description:

Capital Costs
Equipment
TOTAL

Category: Other
Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$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

Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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:

____________________________________________________________________________________
337

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2070-General Gov Capital Proje
Project: T1160 - City Hall Parking Garage (I)
Project Description:

Capital Costs

Category: Other
Funding Source:

Other

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

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Design

$0

$0

$0

$0

$0

$0

$150,000

Construction

$0

$0

$0

$0

$0

$0

$1,300,000

Finance Charges

$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
Equipment
TOTAL

Operating Description:

Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$1,000,000

$0

$0

$0

$0

$0

$0

$1,000,000

$0

$0

$0

$0

$0

$0

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.

____________________________________________________________________________________
338

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2070-General Gov Capital Proje
Project: 70806 - Replacement of Airpacks (R)
Project Description:

Capital Costs
Equipment
TOTAL

Operating Description:

Funding Source:

Capital Costs
Equipment
TOTAL

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$836,000

$813,850

$0

$0

$0

$0

$0

$836,000

$813,850

$0

$0

$0

$0

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: 70811 - CBR Scoreboard (R)
Project Description:

Category: Other

Funding Source:

Other

Purchase of scoreboard for Camelback Ranch
Carryover

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$1,000,000

$0

$0

$0

$0

$0

$0

$1,000,000

$0

$0

$0

$0

$0

Operating Description:

Project: 77503* - Exterior Closure (Roofing) (R)
Project Description:

Capital Costs
Equipment
TOTAL

Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$0

$0

$2,500,000

$0

$0

$0

$0

$0

$0

$2,500,000

Operating Description:

____________________________________________________________________________________
339

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2070-General Gov Capital Proje
Project: 81067 - Civic Ctr. Maintenance (R)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Operating Description:

Funding Source:

Capital Costs
Equipment
TOTAL

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$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

Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$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

Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$0

$0

$0

$0

$0

$1,500,000

$0

$0

$0

$0

$0

$0

$1,500,000

Operating Description:

____________________________________________________________________________________
340

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2070-General Gov Capital Proje
Project: T4620 - Resurface Library Parking Lots (R)
Project Description:

Capital Costs

Funding Source:

Carryover

TOTAL

FY 2018

FY 2019

FY 2020

FY 2022

FYs 23-27

$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 2018

Bldg. Maint.

$0

FY 2019
$0

FY 2020
$0

Project: T4730 - Fuel Sites Equipment Upgrade (R)

Capital Costs

FY 2021

$0

Operating Costs

Project Description:

Other

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 2021

FY 2022

$0

$0

FYs 23-27
$609,580

Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$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 2018
$0

FY 2019
$0

FY 2020
$0

FY 2021
$0

FY 2022
$0

FYs 23-27
$10,000

____________________________________________________________________________________
341

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

PROJECT DETAIL: 2070-General Gov Capital Proje
Project: T5320 - EOC Equipment Replacement (R)
Project Description:

Capital Costs

Category: Other
Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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 2018

PC/Vehicle Replacement

$0

FY 2019
$0

FY 2020
$0

Project: T5380 - Replace HazMat Vehicle (R)
Project Description:

Capital Costs

FY 2021

FY 2022

$0

$0

FYs 23-27
$8,177,030

Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

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

Funding Source:

Other

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

$0

$668,646

$0

$1,086,822

$0

$0

$0

$0

$668,646

$0

$1,086,822

$0

$0

$0

Operating Description:

____________________________________________________________________________________
342

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 2593 - City-Wide ERP Solution
FY 2018:

Capital Project Expenses

Carryover

Category: Other

FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

New Assets
0
72000 City-Wide ERP Solution

Sub-Total - New Assets
Total Project Expenses:
Total FY 2018 Funding:

0
0

2,862,221
2,862,221

1,132,837
1,132,837

0
0

0
0

0
0

0
0

$0

$2,862,221

$1,132,837

$0

$0

$0

$0

$2,862,221

PROJECT DETAIL: 2593 - City-Wide ERP Solution
Project: 72000 - City-Wide ERP Solution (N)
Project Description:

Capital Costs
Miscellaneous/Other
TOTAL

Category: Other
Funding Source:

General Fund

Replacement of the City's ERP system including modules for financials, procurement, budget, and HR. This a mult-year
phased project. The current Peoplesoft system will be reaching it's end of life and vendor
support within the next two years. This system will replace all PS applications.
Carryover

FY 2018

FY 2019

$0

$2,862,221

$1,132,837

FY 2020
$0

FY 2021
$0

FY 2022
$0

FYs 23-27
$0

$0

$2,862,221

$1,132,837

$0

$0

$0

$0

Operating Description:

____________________________________________________________________________________
343

ANNUAL BUDGET
FY2018-2028 CAPITAL IMPROVEMENT PLAN
Fiscal Year 2017-2018
Project Details
____________________________________________________________________________________

FUND SUMMARY: 1220-Arts Commission
FY 2018:

Capital Project Expenses

Carryover

Category: Other
FY 2019:

FY 2020:

FY 2021:

FY 2022:

FYs 23-27:

New Funding

New Assets
0
84650 Municipal Arts Program

Sub-Total - New Assets
Total Project Expenses:

683,849
683,849

200,000
200,000

200,000
200,000

142,943
142,943

0
0

0
0

0
0

$683,849

$200,000

$200,000

$142,943

$0

$0

$0

Total FY 2018 Funding:

$883,849

PROJECT DETAIL: 1220-Arts Commission

Category: Other

Project: 84650 - Municipal Arts Program (N)
Project Description:

Capital Costs

Funding Source:

Capital Plan

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 2018

FY 2019

FY 2020

FY 2021

FY 2022

FYs 23-27

Contingency

$285,049

$0

$0

$0

$0

$0

$0

Miscellaneous/Other

$398,800

$0

$0

$0

$0

$0

$0

Miscellaneous/Other
TOTAL

Operating Description:

$0

$200,000

$200,000

$142,943

$0

$0

$0

$683,849

$200,000

$200,000

$142,943

$0

$0

$0

Total O&M for maintaining the city art inventory is $173,162.

____________________________________________________________________________________
344

Fiscal Year 2017-2018 Annual Budget Book

Schedules

ANNUAL BUDGET
SCHEDULES
Fiscal Year 2017-2018
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 title
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/<Uses> and Inter-fund Transfers
Schedule E - Expenditures/Expenses by Fund
Schedule F - Expenditures/Expenses by Department
Schedule G - Full-Time Employees and Personnel Compensation

____________________________________________________________________________________
345

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 Designated

Airport Capital Grants

Training Facility Revenue Fund
Sub-Total Special Revenue Fund

1320

1340

1650

1660

1700

1720

1760

1820

1830

1840

1860
1885

2120

2530

M.P.C. Debt Service

Excise Tax Deb Service

Transportation Debt Service
Sub-Total Debt Service Funds

1940

1950

1970

Sub-Total Permanent Funds

Cemetery Perpetual Care

DIF Library Blds
661,997
437,725

1461+ DIF-Citywide Parks

1,527,536

1,775,843

5,709,583

5,709,583

194,315
5,880,506

22,648

2,623,542

3,040,001

130,300
63,211,030

-

2,267,105
196,027

2,060,399

-

-

-

960,070

6,259,623

30,470,792

-

18,901,221

-

90,559

111,253

101,450

465,821

1,143,800

52,610

41,449,083

41,265,832
183,251

1441+ DIF-Police Facilities

1421+ DIF-Fire Protection Facilities

1380

Capital Project Funds

2280

Permanent Funds

G.O. Bond Debt Service

1900

Debt Service Funds

Neighborhood Stabilization Pgm

N'hood Stabilization Pgm III

1310

Home Grant

1300

1311

Arts Commission Fund

Court Security/Bonds

1220

1240

Utility Bill Donation

1200

Special Revenue Funds

Sub-Total General Fund

General
Vehicle Replacement

General Fund

1000
1120

Beginning Fund
Balance

1,679

94,294

254,762

10,000

26,000

26,000

20,377,342

-

-

20,377,342

393,736
102,019,693

6,821,236

1,015,000
6,480

16,338,650

208,992

1,259,620

545,779

8,383,783

16,649,485

26,194,311

1,218,055

15,616,779

4,215,127

227,300

298,816

1,708,454

447,890

304,800

165,400

214,690,313

214,420,313
270,000

Projected
Revenues

-

-

-

-

-

-

7,146,500
33,367,256

8,040,521

18,180,235

1,455,926
1,667,272

-

-

-

-

64,299

147,047

-

-

-

-

-

-

-

-

-

-

-

-

30,012,003

26,403,268
3,608,735

Transfer In

-

-

-

-

-

-

-

-

-

(67,610,547)

-

-

-

-

-

-

(8,483,783)

(17,919,485)

(23,672,484)

-

(17,534,795)

-

-

-

-

-

-

-

(37,453,587)

(37,453,587)
-

Transfer Out

-

-

-

-

-

-

-

-

-

-

(1,849,662)
(46,856,812)

-

(2,258,922)
(68,877)

(7,528,537)

(208,992)

(1,323,919)

(692,826)

-

-

(13,922,695)

(1,000,000)

(10,597,408)

(4,215,127)

(227,300)

(227,368)

(1,678,454)

(608,814)

(247,911)

(200,000)

(204,252,295)

(200,643,560)
(3,608,735)

Operations

City of Glendale
Schedule 1 - Fund Balance Analysis

(332,453)

-

-

(1,755,029)

-

-

-

-

-

-

(7,938,140)

(6,821,236)

-

(15,000)

-

-

-

-

-

-

(218,055)

-

-

-

-

-

-

(883,849)

-

-

-

Capital Outlay

-

-

(7,151,500)
(54,375,573)

(8,040,521)

(18,980,235)

(20,203,317)

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Debt Service

(106,951)

(756,291)

(1,782,298)

(30,814)

(5,735,583)

(5,735,583)

-

-

-

-

(13,675,512)

-

-

(10,855,512)

-

-

-

-

-

(2,100,000)

-

(720,000)

-

-

-

-

-

-

-

(2,000,000)

(2,000,000)
-

Contingency

(439,404)

(756,291)

(1,782,298)

(1,785,843)

(5,735,583)

(5,735,583)

(7,151,500)
(54,375,573)

(8,040,521)

(18,980,235)

(20,203,317)

(1,849,662)
(68,470,464)

(6,821,236)

(2,258,922)
(68,877)

(18,399,049)

(208,992)

(1,323,919)

(692,826)

-

-

(16,022,695)

(1,218,055)

(11,317,408)

(4,215,127)

(227,300)

(227,368)

(1,678,454)

(608,814)

(1,131,760)

(200,000)

(206,252,295)

(202,643,560)
(3,608,735)

Total
Appropriation

-

-

-

-

-

-

189,315
5,249,531

22,648

1,823,542

3,214,026

130,300
30,816,984

-

1,023,183
133,630

-

-

-

-

860,070

4,989,623

16,969,924

-

5,665,797

-

90,559

182,701

131,450

304,897

316,840

18,010

42,445,517

41,992,266
453,251

Ending Fund
Balance

ANNUAL BUDGET
SCHEDULE ONE
Fiscal
Year 2017-2018
Fund Balance Analysis
____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________
346

-

Open Space/Trails Constr-99 Au

Flood Control Construction
Transportation Capital Project

2140

2180
2210

Solid Waste
Pub Housing Budget Activities

2480
2500

Technology

Technology Projects
Citywide ERP Solution

2591

2592
2593

2,050,448

-

-

264,044,354

Fleet Services

2590

TOTAL

Benefits Trust Fund

2580

536,848,891

52,789,193

477,869
-

8,752,070

9,239,326

28,963,184

4,001,466
1,355,278

1,963,275

124,597,905

15,339,883
15,519,078

10,383,545

83,355,399

22,348,445

-

-

-

7,000,000

-

-

2,351,250

-

11,625,450

818

820,140

429

1,265

171,448

2,546

13,172

1,192

Projected
Revenues

7,654,274

11,667,997

Workers Comp. Self Insurance

2560

110,267,233

1,910,475
-

9,049,671

99,307,087

25,858,922

2,128,956
-

226,795

262,088

7,888,273

121,728

357,506

-

847,264

163,370

Sub-Total Internal Service Funds

Risk Management Self Insurance

2540

Internal Service Funds

Sub-Total Enterprise Funds

Landfill

2440

2360+ Water and Sewer

Enterprise Funds

Sub-Total Capital Fund

Cultural Facility Bond Fund

2130

Parks Construction

2060

General Gov Capital Projects

Public Safety Construction

2040

Economic Dev. Constr-1999 Auth

HURF Street Bonds

2000

2070

Streets Constr. - 1999 Auth

1980

2100

DIF-General Government

1620

5,140,163

1581+ DIF-Parks Dev Zone 3

1601+ DIF-Roadway Improvements

457,670

1561+ DIF-Parks Dev Zone 2

509,016
445,013

DIF-Citywide Open Spaces

795,808
2,112,171

1541+ DIF-Parks Dev Zone 1

1520

1501+ DIF-Libraries

1481+ DIF-Citywide Recreation Fac

Beginning Fund
Balance

129,099,096

2,939,693

2,939,693

-

-

-

-

-

24,249,909

128,528
386,563

674,772

23,060,046

36,862,963

16,231,020

3,097,148

-

-

17,534,795

-

-

-

-

-

-

-

-

-

Transfer In

(129,099,096)

-

-

-

-

-

-

-

(24,034,962)

-

(214,915)

(23,820,047)

-

-

-

-

-

-

-

-

-

-

-

-

-

Transfer Out

(399,020,913)

(54,301,589)

(2,528,317)

(8,323,272)

(9,239,326)

(28,963,184)

(2,279,542)

(2,967,948)

(93,610,217)

(14,238,231)
(15,905,641)

(10,153,828)

(53,312,517)

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Operations

City of Glendale
Schedule 1 - Fund Balance Analysis

(151,587,414)

(2,862,221)

(2,862,221)

-

-

-

-

-

(63,132,697)

(589,581)
-

(7,087,454)

(55,455,662)

(77,654,356)

(2,128,956)
(16,231,020)

(50,000)

(200,000)

(7,000,000)

(10,835,421)

(50,000)

(2,351,250)

(17,534,795)

(12,472,714)

-

(3,115,478)

-

(165,438)

(552,278)

(318,100)

(1,764,424)

(797,000)

Capital Outlay

(77,035,806)

-

-

-

-

-

-

-

(22,660,233)

(22,660,233)

-

Debt Service

(44,355,867)

(2,428,798)

-

(428,798)

-

-

(1,000,000)

(1,000,000)

(13,100,000)

(400,000)
-

(700,000)

(12,000,000)

(7,415,974)

-

(176,795)

(62,088)

-

(150,000)

(71,728)

(357,506)

-

-

(164,188)

(2,844,825)

(429)

(293,497)

(64,183)

(193,462)

(360,919)

-

Contingency

(672,000,000)

(59,592,608)

(2,528,317)
(2,862,221)

(8,752,070)

(9,239,326)

(28,963,184)

(3,279,542)

(3,967,948)

(192,503,147)

(15,227,812)
(15,905,641)

(17,941,282)

(143,428,412)

(85,070,330)

(2,128,956)
(16,231,020)

(226,795)

(262,088)

(7,000,000)

(10,985,421)

(121,728)

(2,708,756)

(17,534,795)

(12,472,714)

(164,188)

(5,960,303)

(429)

(458,935)

(616,461)

(511,562)

(2,125,343)

(797,000)

Total
Appropriation

128,893,245

7,804,275

77,472

-

-

-

5,730,010

1,996,793

42,576,938

2,151,074
-

1,951,791

38,474,073

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Ending Fund
Balance

ANNUAL BUDGET
SCHEDULE ONE
Fiscal
Year 2017-2018
Fund Balance Analysis
____________________________________________________________________________________________________________________

____________________________________________________________________________________________________________________
347

ANNUAL BUDGET
SCHEDULES TWO
_______________________________________________________________________________________________________________________________________
Fiscal Year 2017-2018
Summary of Revenues

FY2016
ACTUAL

FUND DESCRIPTION
GENERAL FUNDS
1000 - General Fund
City Sales Tax
State Income Tax
State Shared Sales Tax
Motor Vehicle In-Lieu
Staff & Adm Chargebacks
Property Tax
Miscellaneous
Court Revenue
Gas/Electric Franchise Fees
Arena Fees
Recreation Revenue
Facility Rental Income
Fire Department Other Fees
Cable Franchise Fees
Building Permits
City Property Rental
Sales Tax Licenses
Plan Check Fees
Right-of-Way Permits
Lease Proceeds
Fire Dept CD Fees
Interest
Library Fines/Fees
SRP In-Lieu
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
Security Revenue
Water Revenues
Grants
Airport Fees
1000 - General Fund Total

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

101,832,179
27,297,178
21,482,333
9,350,998
9,700,000
5,468,366
3,978,107
3,194,082
2,913,876
1,641,167
1,234,386
1,854,604
2,507,350
1,407,924
1,629,220
987,672
947,834
1,137,377
577,354
427,419
486,330
675,926
263,088
325,834
319,948
187,337
200,139
220,111
209,447
61,121
71,436
39,516
53,239
12,589
14,419
1,287,454
21,272
6,272
(26,105)
203,998,799

FY2017
BUDGET

FY2017
ESTIMATE

FY2018
BUDGET

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

103,449,149
29,376,937
22,601,416
9,329,684
9,700,000
5,621,452
5,036,995
2,810,562
2,856,280
2,702,446
2,213,516
1,986,963
2,510,149
1,572,061
1,343,924
1,336,176
676,878
728,139
590,877
508,040
361,258
400,041
270,002
278,315
239,300
188,145
185,806
145,310
141,557
112,653
81,930
62,480
54,065
31,181
25,503
747,940
210,277,130

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

103,449,149
29,376,937
22,601,416
9,329,684
9,700,000
5,621,452
5,036,995
2,810,562
2,856,280
2,702,446
2,213,516
1,986,963
2,510,149
1,572,061
1,343,924
1,336,176
676,878
728,139
590,877
508,040
361,258
400,041
270,002
278,315
239,300
188,145
185,806
145,310
141,557
112,653
81,930
62,480
54,065
31,181
25,503
747,940
210,277,130

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

106,417,818
30,138,618
22,823,614
10,180,951
10,000,000
5,684,486
4,287,998
3,038,219
2,884,843
2,721,676
2,446,331
2,018,728
1,896,928
1,572,061
1,412,355
1,336,176
771,708
745,089
643,816
561,476
464,772
442,117
298,401
278,315
264,470
191,343
188,965
160,594
159,913
114,568
81,930
69,051
59,752
35,046
28,185
214,420,313

$
$
$
$
$

250,000
20,000
270,000

$
$
$
$
$

250,000
20,000
270,000

$
$
$
$
$

250,000
20,000
270,000

1120 - Vehicle Replacement
Miscellaneous
Interest
Water Revenues
Arena Fees
1120 - Vehicle Replacement Total

TOTAL - GENERAL FUNDS

$
$
$
$
$

269,607
23,008
2,574
2,574
297,763

$ 204,296,562 $ 210,547,130 $ 210,547,130 $ 214,690,313

_______________________________________________________________________________________________________________________________________
348

ANNUAL BUDGET
SCHEDULES TWO
_______________________________________________________________________________________________________________________________________
Fiscal Year 2017-2018
Summary of Revenues

FUND

FY2016
ACTUAL

DESCRIPTION

FY2017
BUDGET

FY2017
ESTIMATE

FY2018
BUDGET

SPECIAL REVENUE FUNDS
1200 - Utility Bill Donation
Other
Miscellaneous
Interest
1200 - Utility Bill Donation Total

$
$
$
$

98,956
75,000
1,228
175,184

$
$
$
$

$
$
$

235,254 $
5,280 $
240,534 $

$
$
$
$

439,600
28,092
1,960
469,652

$
$
$

822,446 $
30,429 $
852,875 $

$
$
$

80,000
75,000
400
155,400

$
$
$
$

80,000
75,000
600
155,600

$
$
$
$

90,000
75,000
400
165,400

277,973 $
4,200 $
282,173 $

277,973 $
4,600 $
282,573 $

300,000
4,800
304,800

383,700
30,000
1,190
414,890

416,700
28,000
1,190
445,890

$
$
$
$

416,700
30,000
1,190
447,890

1,674,704 $
$
1,674,704 $

1,674,704 $
65,000 $
1,739,704 $

1,708,454
1,708,454

272,113 $
78,972 $
351,085 $

136,555 $
92,888 $
229,443 $

167,731 $
65,000 $
232,731 $

233,816
65,000
298,816

$
$
$

-

$
$
$

227,300 $
$
227,300 $

227,300 $
$
227,300 $

227,300
227,300

$
$
$

1,870,311 $
40,384 $
1,910,695 $

3,663,211 $
20,211 $
3,683,422 $

3,663,211 $
20,211 $
3,683,422 $

4,194,916
20,211
4,215,127

$
$
$

14,624,539 $
239,026 $
14,863,565 $

14,288,974 $
21,836 $
14,310,810 $

14,288,974 $
6,275 $
14,295,249 $

15,608,779
8,000
15,616,779

$
$
$

1,305,547 $
$
1,305,547 $

1,000,000 $
15,143,008 $
16,143,008 $

1,643,680 $
2,850,000 $
4,493,680 $

1,000,000
218,055
1,218,055

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

1310 - Neighborhood Stabilization Pgm
Grants
Miscellaneous
1310 - N'hood Stabilization Pgm Total

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
Grants
Miscellaneous
1650 - Transportation Grants Total

1660 - Transportation Sales Tax
City Sales Tax
Interest
Transit Revenue
Grants
Miscellaneous
1660 - Transportation Sales Tax Total

$
$
$
$
$
$

25,686,079
222,618
113,719
710,785
484,880
27,218,081

$
$
$
$
$
$

25,053,441
140,000
124,000
25,317,441

$
$
$
$
$
$

25,053,441
140,000
124,000
25,317,441

$
$
$
$
$
$

25,930,311
140,000
124,000
26,194,311

_______________________________________________________________________________________________________________________________________
349

ANNUAL BUDGET
SCHEDULES TWO
_______________________________________________________________________________________________________________________________________
Fiscal Year 2017-2018
Summary of Revenues

FY2016
ACTUAL

FUND DESCRIPTION
1700 - Police Special Revenue
City Sales Tax
City Sales Tax - PS .4
Miscellaneous
1700 - Police Special Revenue Total

$
$
$
$

3,490,465
12,096,430
15,586,895

FY2017
BUDGET
$
$
$
$

FY2017
ESTIMATE

12,386,573
3,699,886
16,086,459

$
$
$
$

12,386,573
3,699,886
16,086,459

FY2018
BUDGET
$
$
$
$

12,820,103
3,829,382
16,649,485

1720 - Fire Special Revenue
City Sales Tax - PS .4

$

6,048,225 $

6,237,210 $

6,237,210 $

6,455,513

City Sales Tax
1720 - Fire Special Revenue Total

$
$

1,745,132 $
7,793,357 $

1,863,063 $
8,100,273 $

1,863,063 $
8,100,273 $

1,928,270
8,383,783

1760 - Airport Special Revenue
Airport Fees
Miscellaneous
Lease Proceeds
1760 - Airport Special Revenue Total

$
$
$
$

483,875
33,975
60
517,910

$
$
$
$

481,860
63,919
545,779

$
$
$
$

481,860
63,919
545,779

$
$
$
$

481,860
63,919
545,779

1820 - CAP Grant
Grants
Miscellaneous
1820 - CAP Grant Total

$
$
$

1,038,391 $
60,946 $
1,099,337 $

1,163,593 $
96,906 $
1,260,499 $

1,163,593 $
96,906 $
1,260,499 $

1,163,593
96,027
1,259,620

$
$

158,581 $
158,581 $

208,992 $
208,992 $

208,992 $
208,992 $

208,992
208,992

1830 - Emergency Shelter Grants
Grants
1830 - Emergency Shelter Grants Total

1840 - Grants
Grants
Miscellaneous
Interest
Library Fines/Fees
1840 - Grants Total

$
$
$
$
$

3,737,518
559,140
1,878
1,378
4,299,914

$
$
$
$
$

14,821,313
669,087
15,490,400

$
$
$
$
$

14,754,005
626,713
15,380,718

$
$
$
$
$

15,712,529
626,121
16,338,650

$
$
$
$
$

773,070
16,477
107,144
14,826
911,517

$
$
$
$
$

1,000,000
15,000
1,015,000

$
$
$
$
$

1,000,000
15,000
1,015,000

$
$
$
$
$

1,000,000
15,000
1,015,000

$
$
$
$
$

663,044
111,891
53,195
25
828,155

$
$
$
$
$

1860 - RICO Funds
State Forfeitures
Federal Forfeitures
Miscellaneous
Interest
1860 - RICO Funds Total

1880 - Parks & Recreation Self Sust
Recreation Revenue
Facility Rental Income
Miscellaneous
Airport Fees
1880 - Parks & Re Self Sust Total

-

$
$
$
$
$

-

$
$
$
$
$

-

1885 - Parks & Recreation Designated
Recreation Revenue
Interest
1885 - Parks & Rec Designated Total

$
$
$

8,821 $
483 $
9,304 $

9,000 $
300 $
9,300 $

9,000 $
300 $
9,300 $

6,000
480
6,480

2120 - Airport Capital Grants
Grants
Miscellaneous
Interest
2120 - Airport Capital Grants Total

$
$
$
$

322,145
2
322,147

$
$
$
$

5,116,338
638,823
5,755,161

$
$
$
$

5,116,338
638,823
5,755,161

$
$
$
$

6,821,236
6,821,236

_______________________________________________________________________________________________________________________________________
350

ANNUAL BUDGET
SCHEDULES TWO
_______________________________________________________________________________________________________________________________________
Fiscal Year 2017-2018
Summary of Revenues

FY2016
ACTUAL

FUND DESCRIPTION
2530 - Training Facility Revenue Fund
Partner Revenue
Miscellaneous
2530 - Training Fac Revenue Fund Total

TOTAL - SPECIAL REVENUE FUNDS

$
$
$

FY2017
BUDGET

1,448,738 $
872 $
1,449,610 $

FY2017
ESTIMATE

1,644,474 $
$
1,644,474 $

FY2018
BUDGET

1,644,474 $
$
1,644,474 $

393,736
393,736

$ 80,363,945 $ 112,554,928 $ 100,880,245 $ 102,019,693

DEBT SERVICE FUNDS
1900 - G.O. Bond Debt Service
Property Tax
Miscellaneous
Bond Proceeds
Interest
1900 - G.O. Bond Debt Service Total

$
$
$
$
$

19,095,679
584,015
378,289
6
20,057,989

$
$
$
$
$

19,587,858
570,000
20,157,858

$
$
$
$
$

19,807,342
570,000
20,377,342

$
$
$
$
$

19,807,342
570,000
20,377,342

1940 - M.P.C. Debt Service
Bond Proceeds
Interest
1940 - M.P.C. Debt Service Total

$
$
$

126,834 $
819 $
127,653 $

-

$
$
$

-

$
$
$

-

$
$
$

886 $
$
886 $

-

$
$
$

-

$
$
$

-

$
$
$

23 $
$
23 $

-

$
$
$

-

$
$
$

-

1950 - Excise Tax Debt Service
Interest
Miscellaneous
1950 - Excise Tax Debt Service Total

1970 - Transportation Debt Service
Interest
Miscellaneous
1970 - Transportation Debt Service Total

TOTAL - DEBT SERVICE FUNDS

$ 20,186,551 $ 20,157,858 $ 20,377,342 $ 20,377,342

CAPITAL PROJECTS FUNDS
1380 - DIF Library Blds
Interest

$

10,150 $

11,040 $

10,705 $

10,000

1380 - DIF Library Blds Ttal
1421+ - DIF-Fire Protection Facilities

$

10,150 $

11,040 $

10,705 $

10,000

Development Impact Fees
Interest
1421+ - DIF-Fire Protection Fac. Total

$
$
$

353,731 $
6,107 $
359,838 $

220,000 $
4,066 $
224,066 $

379,600 $
7,019 $
386,619 $

249,587
5,175
254,762

$
$
$

80,247 $
9,747 $
89,994 $

79,000 $
10,440 $
89,440 $

90,800 $
12,001 $
102,801 $

90,800
3,494
94,294

$
$
$

1,913 $
$
1,913 $

2,000 $
$
2,000 $

1,901 $
$
1,901 $

1,679
1,679

$
$
$

7,478 $
$
7,478 $

7,900 $
$
7,900 $

7,467 $
$
7,467 $

1,192
1,192

1441+ - DIF-Police Facilities
Development Impact Fees
Interest
1441+ - DIF-Police Facilities Total

1461+ - DIF-Citywide Parks
Interest
Development Impact Fees
1461+ - DIF-Citywide Parks Total

1481+ - DIF-Citywide Recreation Fac
Interest
Development Impact Fees
1481+ - DIF-Citywide Rec Fac Total

_______________________________________________________________________________________________________________________________________
351

ANNUAL BUDGET
SCHEDULES TWO
_______________________________________________________________________________________________________________________________________
Fiscal Year 2017-2018
Summary of Revenues

FY2016
ACTUAL

FUND DESCRIPTION
1501+ - DIF-Libraries
Interest
Development Impact Fees
1501+ - DIF-Libraries Total

FY2017
BUDGET

FY2017
ESTIMATE

FY2018
BUDGET

$

15,336 $

16,200 $

10,372 $

13,172

$

15,336 $

16,200 $

10,372 $

13,172

$
$

2,911 $
2,911 $

3,000 $
3,000 $

2,912 $
2,912 $

2,546
2,546

$
$
$

202,939 $
2,844 $
205,783 $

202,000 $
3,010 $
205,010 $

167,500 $
3,480 $
170,980 $

167,500
3,948
171,448

$
$
$

1,025 $
$
1,025 $

1,070 $
$
1,070 $

1,260 $
$
1,260 $

1,265
1,265

$
$
$

498 $
$
498 $

520 $
$
520 $

520 $
$
520 $

429
429

$
$
$

1,139,073 $
26,387 $
1,165,460 $

1,180,000 $
27,900 $
1,207,900 $

1,492,580 $
36,042 $
1,528,622 $

796,054
24,086
820,140

$
$

938 $
938 $

1,000 $
1,000 $

1,000 $
1,000 $

818
818

$
$

10,590,606 $
10,590,606 $

-

$
$

-

$
$

$
$

1,617 $
1,617 $

-

$
$

-

$
$

1520 - DIF-Citywide Open Spaces
Interest
1520 - DIF-Citywide Open Spaces Total

1541+ - DIF-Parks Dev Zone 1
Development Impact Fees
Interest
1541+ - DIF-Parks Dev Zone 1 Total

1561+ - DIF-Parks Dev Zone 2
Interest
Development Impact Fees
1561+ - DIF-Parks Dev Zone 2 Total

1581+ - DIF-Parks Dev Zone 3
Interest
Development Impact Fees
1581+ - DIF-Parks Dev Zone 3 Total

1601+ - DIF-Roadway Improvements
Development Impact Fees
Interest
1601+ - DIF-Roadway Impv Total

1620 - DIF-General Government
Interest
1620 - DIF-General Government Total

1980 - Streets Constr. - 1999 Auth
Bond Proceeds
1980 - Streets Constr. - 1999 Auth Total

11,625,450
11,625,450

2000 - Hurf Street Bonds
Interest
2000 - Hurf Street Bonds Total

-

2040 - Public Safety Construction
Bond Proceeds
Interest
2040 - Public Safety Construction Total

$
$
$

-

$
$
$

-

$
$
$

-

$
$
$

$
$

1,183,421 $
1,183,421 $

-

$
$

-

$
$

$
$

16,893,027 $
16,893,027 $

10,545,000 $
10,545,000 $

-

$
$

2,351,250
2,351,250

2070 - General Gov Capital Projects
Miscellaneous
2070 - Gen Gov Capital Projects Total

-

2100 - Economic Dev. Constr-1999 Auth
Bond Proceeds
2100 - Econ Dev. Constr-1999 Auth Total

7,000,000
7,000,000

2140 - Open Space/Trails Constr-99 Au
Interest
2140 - Open Space/Trls Con-99 Au Total

$
$

-

$
$

-

$
$

-

$
$

-

6,837 $
6,837 $
13,674 $

-

$
$
$

-

$
$
$

-

2210 - Transportation Capital Project
Miscellaneous
Grants
2210 - Transportation Cap Project Total

TOTAL - CAPITAL PROJECTS FUNDS

$
$
$

$ 30,543,669 $ 12,314,146 $

2,225,159 $ 22,348,445

_______________________________________________________________________________________________________________________________________
352

ANNUAL BUDGET
SCHEDULES TWO
_______________________________________________________________________________________________________________________________________
Fiscal Year 2017-2018
Summary of Revenues

FUND

FY2016
ACTUAL

DESCRIPTION

FY2017
BUDGET

FY2017
ESTIMATE

FY2018
BUDGET

PERMANENT FUNDS
2280 - Cemetery Perpetual Care
Interest
2280 - Cemetery Perpetual Care Total

TOTAL - PERMANENT FUNDS

$
$

32,713 $
32,713 $

26,000 $
26,000 $

27,000 $
27,000 $

26,000
26,000

$

32,713 $

26,000 $

27,000 $

26,000

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

$
$
$
$
$
$
$
$
$
$
$

46,228,644
31,723,439
2,240,837
958,601
553,455
540,478
82,000
62,108
5,980
1,626
82,397,168

$
$
$
$
$
$
$
$
$
$
$

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

$
$
$
$
$
$
$
$
$
$
$

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

$
$
$
$
$
$
$
$
$
$
$

44,661,750
31,518,875
4,948,274
1,120,000
700,000
253,500
82,000
65,000
6,000
83,355,399

$
$
$
$
$
$
$
$
$

5,439,176
2,942,702
1,414,827
431,000
167,300
62,281
9
10,457,295

$
$
$
$
$
$
$
$
$

5,371,644
2,550,000
1,565,500
431,000
215,000
109,625
45,450
10,288,219

$
$
$
$
$
$
$
$
$

5,371,644
2,550,000
1,565,500
431,000
215,000
109,625
45,450
10,288,219

$
$
$
$
$
$
$
$
$

5,272,815
2,728,500
1,581,155
431,000
215,000
109,625
45,450
10,383,545

$
$
$
$
$
$
$
$
$

10,768,680
3,331,171
737,943
133,144
110,322
102,542
10,076
68,204
15,262,082

$
$
$
$
$
$
$
$
$

10,683,150
2,817,000
800,000
115,000
100,500
101,000
7,000
14,623,650

$
$
$
$
$
$
$
$
$

10,683,150
2,817,000
800,000
115,000
100,500
101,000
7,000
14,623,650

$
$
$
$
$
$
$
$
$

11,380,760
2,831,085
804,000
115,000
101,003
101,000
7,035
15,339,883

15,959,127 $
$
15,959,127 $

15,519,078
15,519,078

2440 - Landfill
Tipping Fees
Internal Charges
Recycling Sales
Staff & Adm Chargebacks
Miscellaneous
Other
Interest
Residential Recycling Fees
2440 - Landfill Total

2480 - Sanitation
Residential Sanitiation
Commercial Sanitation Frontload
Commercial Sanitation Rolloff
Internal Charges
Miscellaneous Bin Service
Miscellaneous
Interest
Outside City Commercial
2480 - Sanitation Total

2500 - Pub Housing Budget Activities
Grants
Miscellaneous
2500 - Pub Housing Bdgt Activities Total

TOTAL - ENTERPRISE FUNDS

$
$
$

1,507,218 $
1,000 $
1,508,218 $

15,959,127 $
$
15,959,127 $

$ 109,624,763 $ 131,890,496 $ 131,890,496 $ 124,597,905

_______________________________________________________________________________________________________________________________________
353

ANNUAL BUDGET
SCHEDULES TWO
_______________________________________________________________________________________________________________________________________
Fiscal Year 2017-2018
Summary of Revenues

FUND

FY2016
ACTUAL

DESCRIPTION

FY2017
BUDGET

FY2017
ESTIMATE

FY2018
BUDGET

INTERNAL SERVICE FUNDS
2540 - Risk Management Self Insurance
Internal Charges
Miscellaneous
Security Revenue
Interest
2540 - Risk Mgt Self Insurance Total

$
$
$
$
$

2,998,721
559,331
71,836
19,457
3,649,345

$
$
$
$
$

$

2,299,827 $
$
43,787 $
12,208
2,355,822 $

3,058,001
100,000
30,000
20,000
3,208,001

$
$
$
$
$

3,058,001
100,000
30,000
20,000
3,208,001

$
$
$
$
$

3,851,466
100,000
30,000
20,000
4,001,466

2,300,014 $
30,000 $
26,000 $

2,300,014 $
30,000 $
26,000 $

1,299,278
30,000
26,000

2,356,014 $

2,356,014 $

1,355,278

2560 - Workers Comp. Self Insurance
Internal Charges
Security Revenue
Interest
Miscellaneous
2560 - Workers Comp. Self Ins Total

$
$
$

2580 - Benefits Trust Fund
City Contributions
Employee Contributions
Retiree Contributions
Miscellaneous
Right-of-Way Permits
Interest
Internal Charges
2580 - Benefits Trust Fund Total

$
$
$
$
$
$
$
$

17,696,301
5,652,113
3,675,237
283
2,952
25
27,026,911

$
$
$
$
$
$
$
$

15,946,287
5,946,545
4,825,836
104,552
1,620
780
26,825,620

$
$
$
$
$
$
$
$

15,946,287
5,946,545
4,825,836
104,552
1,620
780
26,825,620

$
$
$
$
$
$
$
$

18,083,924
5,946,472
4,825,836
104,552
1,620
780
28,963,184

2590 - Fleet Services
Internal Charges
Miscellaneous
2590 - Fleet Services Total

$
$
$

7,897,510 $
12,656
7,910,166 $

9,177,762 $

9,177,762 $

9,239,326

9,177,762 $

9,177,762 $

9,239,326

$
$
$
$
$
$

6,719,240
16,104
5,910
5,910
4,646
6,751,810

7,219,923
7,219,923

7,219,923
7,219,923

$
$
$
$
$
$

8,752,070
8,752,070

$
$

3,234,800 $
3,234,800 $

1,427,225 $
1,427,225 $

477,869
477,869

2591 - Technology
Internal Charges
Miscellaneous
Arena Fees
Water Revenues
Interest
2591 - Technology Total

$
$
$
$
$
$

$
$
$
$
$
$

2592 - Technology Projects
Internal Charges
2592 - Technology Projects Total

1,427,225 $
1,427,225 $

TOTAL - INTERNAL SERVICE FUNDS

$ 50,928,854 $ 50,214,545 $ 50,214,545 $ 52,789,193

TOTAL REVENUE - ALL FUNDS

$ 495,977,057 $ 537,705,103 $ 516,161,917 $ 536,848,891

_______________________________________________________________________________________________________________________________________
354

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$570,877
$882,675
$1,068,909
$7,181,800
$4,251,358
$445,510
$273,799
$129,785
$14,804,713

$784,449
$1,044,841
$1,192,354

$815,432
$1,136,278
$1,225,283

$817,168
$1,407,043
$1,247,738

$492,142
$284,289
$138,630
$3,936,705

$493,912
$281,118
$138,289
$4,090,312

$508,376
$405,656
$142,510
$4,528,491

$51,544
$260,353
$62,162
$374,059

$51,546
$206,000
$73,353
$330,899

$0
$297,000
$73,353
$370,353

$0
$257,546
$73,353
$330,899

$15,178,772

$4,267,604

$4,460,665

$4,859,390

$2,722,454
$475,478
$3,197,932

$3,063,392
$200,000
$3,263,392

$3,063,392
$200,000
$3,263,392

$3,192,597
$200,000
$3,392,597

CITY AUDITOR GROUP
City Auditor
10710 City Auditor

$286,581

$375,679

$375,679

$386,430

CITY CLERK GROUP
City Clerk
10210 City Clerk
10240 Elections
Dept. Total - City Clerk

$566,004
$43,325
$609,329

$714,130
$128,250
$842,380

$713,630
$128,250
$841,880

$728,752
$2,000
$730,752

$3,924,251

$4,446,913

$4,446,913

$4,712,532

$867,766

$974,440

$991,110

$895,059

Program Name

GENERAL FUNDS
1000 - GENERAL
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
Lease Pmts/OtherFees
11380 Lease Payments
11390 Merchant Fees
89800 1000 Advisor Fees
Dept. Total - Lease Pmts/OtherFees
Group Total - BUDGET AND FINANCE:
CITY ATTORNEY GROUP
City Attorney
10610 City Attorney
10615 Outside Legal Fees
Dept. Total - City Attorney

CITY COURT GROUP
City Court
10410 City Court
CITY MANAGER GROUP
City Manager
10310 City Manager

____________________________________________________________________________________
355

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name
COMMUNITY SERVICES GROUP
Community Services
14420 CAP Local Match
14510 Comm. Services Admin.
15010 Community Revitalization
15011 neighborhood Services
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

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

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$8,348
$808,761
$253,978

$16,720
$824,188
$292,340

$4,419,369
$5,490,456

$4,745,404
$5,878,652

$16,720
$824,188
$292,340
$181,597
$4,745,404
$6,060,249

$19,461
$212,952
$274,048
$143,923
$4,913,952
$5,564,336

$376,404
$90,555
$77,100
$81,103
$85,353
$66,215
$81,244
$857,974

$434,003
$91,217
$85,908
$95,665
$91,210
$85,225
$85,225
$968,453

$434,003
$91,217
$85,908
$95,665
$91,210
$85,225
$85,225
$968,453

$539,653
$92,413
$88,293
$97,055
$92,413
$92,463
$92,641
$1,094,931

$2,017,444

$2,466,554

$2,466,554

$2,619,334

$1,198,872

$1,401,844

$1,397,844

$1,654,055

$96,367
$756,393
$852,760

$100,952
$1,016,301
$1,117,253

$100,952
$1,016,301
$1,117,253

$105,391
$1,009,691
$1,115,082

$4,069,076

$4,985,651

$4,981,651

$5,388,471

$772,948
$131,907
$904,855

$846,455
$153,227
$999,682

$846,455
$153,227
$999,682

$861,036
$264,527
$1,125,563

$1,059,186

$913,177

$913,177

$164,138

$2,057,790
$12,465
$29,163,202

$2,113,255
$47,625
$31,348,614

$2,113,255
$47,625
$30,319,783

$2,480,609
$47,625
$33,837,753

____________________________________________________________________________________
356

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name
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 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$3,778,790

$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

$3,815,952
$25,500
$256,563
$605,694
$1,042,189
$22,250
$795,878

$42,006
$392,683
$149,425
$53,439
$46,629
$23,754
$37,619,778

$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

$48,101
$41,004,717

$48,101
$39,975,886

$62,788
$0
$149,874
$60,030
$0
$46,180
$43,248,885

$437,763

$642,827

$642,827

$0

$39,116,727

$42,560,721

$41,531,890

$43,413,023

$325,865
$530,439
$321,513
$205,368
$367,851
$101,913
$19,089
$1,872,038

$457,536
$401,171
$346,589
$264,555
$173,456
$126,318
$60,000
$1,829,625

$457,436
$401,171
$346,439
$264,555
$173,606
$126,418
$60,000
$1,829,625

$0
$434,792
$416,095
$360,122
$293,273
$183,279
$126,063
$60,000
$1,873,624

$209,148
$425,006
$885,262
$15,091
$365,088

GRPS Training Center - Fire

12521 PS Training Ctr - Fire
Group Total - FIRE SERVICES:
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
INNOVATION & TECH GROUP
Innovation & Technology
11510 Information Technology

MAYOR'S OFFICE GROUP
Mayor
10010 Office of the Mayor
NON-DEPARTMENTAL GROUP
Non-Departmental
11801 Fund 1000 Non-Dept

$0

$355,975

$368,222

$368,222

$423,101

$9,843,949

$17,876,424

$20,794,667

$15,085,275

____________________________________________________________________________________
357

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name
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
12230 PD - Communications
12233 PD - Special Operations
Dept. Total - Police Department
Group Total - POLICE SERVICES:

PUB FAC, REC & EVT GROUP
Public Fac, Rec & 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
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
14610 Parks & Recreation Admin.
14630 Recreation Admin & Events
14640 Adult Center
14650 Youth and Teen
14670 Sports and Health

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$437,763

$642,827

$642,827

$0

$2,738,110
$1,742,471
$148,692
$471,265
$272,955
$7,529

$2,894,852
$1,414,819
$221,728
$548,511

$2,909,307
$1,414,819
$221,728
$548,511

$16,789,632
$2,230,932
$13,197,731
$640,930
$17,252,221
$2,508,337
$4,275,311
$63,587
$2,912,382
$4,087,607
$7,891,713
$77,231,405

$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
$3,743,353
$8,471,510
$84,095,221

$30,757
$786,005
$18,250,580
$3,069,009
$14,951,625
$758,580
$19,303,283
$3,592,619
$2,966,620
$71,419
$3,208,733
$3,743,353
$8,483,796
$84,310,744

$3,759,106
$784,140
$70,868
$577,417
$0
$32,549
$0
$20,541,540
$2,300,567
$14,895,269
$802,347
$21,189,825
$3,573,115
$3,524,573
$74,140
$3,343,278
$3,698,359
$8,947,669
$88,114,762

$77,669,168

$84,738,048

$84,953,571

$119,870
$4,917,567
$247,658
$8,248
$232
$111,052
$123,197
$134,094
$114,340
$154,182
$76,968
$331,171
$11,256
$23,944
$402,355

$5,311,631
$270,910
$30,000
$5,000
$124,913
$89,315
$95,791
$102,699
$154,182
$102,415
$470,785
$8,435
$69,765
$419,569

$5,238,940
$270,910
$30,000
$5,000
$116,313
$123,816
$102,867
$116,840
$154,182
$90,000
$470,785
$7,500
$69,765
$419,569
$85,836
$682,457
$302,209
$196,670
$210,324

$507,365
$132,570

$669,084
$294,435
$196,670
$210,324

$5,476,379
$407,602
$30,000
$5,000
$124,891
$89,294
$95,772
$102,688
$154,182
$92,415
$514,784
$8,435
$71,402
$457,993
$672,218
$707,432
$306,032
$191,472
$209,161

____________________________________________________________________________________
358

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name
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 Fac, Rec & Events

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$393,997
$307,157
$196,341
$1,201,826
$485,098

$421,736
$311,928
$262,471
$1,450,253
$627,245
$81,414
$187,358
$11,968,328

$421,736
$311,928
$263,971
$1,499,165
$641,297
$81,414
$5,761
$11,919,255

$425,147
$312,981
$287,514
$1,466,350
$629,015
$80,075
$0
$12,918,234

$1,367,596
$845,437

$1,378,396
$834,637

$1,357,653
$892,795

$117,422
$10,117,910

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

$338,667
$1,822,065

$2,213,033

$2,213,033

$2,250,448

PUBLIC WORKS GROUP
Public Works
11890 Stadium - Transportation Ops.
11891 Transp - Fiesta Bowl Event
11892 Arena - Transportation Ops.
13410 Field Operations Admin.
13420 Cemetery
13440 Graffiti Removal
13450 Facilities Management
13460 Custodial Services
13556 CBRanch - ROW Maintenance
13710 BofA Bank Building
13715 Promenade at Palmaire
13720 Engineering Administration
13730 CIP Administration
13780 Land Development Division
13790 Construction Inspection
Dept. Total - Public Works

$715,268
$51,737
$9,503
$175,200
$223,575
$4,116
$4,072,683
$790,656
$12,950
$586,136
$46,810
$555,374
-$21,655
$75,295
$661,164
$7,958,812

$792,682
$142,668
$14,973
$180,210
$225,584
$17,110
$3,864,334
$938,016
$16,080
$528,863
$60,312
$650,218
-$249,369
$136,051
$779,220
$8,096,952

$640,954
$132,268
$14,973
$180,210
$218,838
$17,157
$4,167,774
$901,818
$16,080
$528,863
$60,312
$651,083
-$249,369
$136,051
$780,473
$8,197,485

$756,828
$65,319
$50,980
$188,978
$220,184
$17,104
$3,891,855
$929,433
$16,080
$528,863
$60,312
$849,633
-$102,589
$132,946
$809,106
$8,415,032

$184,143,636

$196,654,199

$199,197,422

$200,643,560

$3,003,602

$5,805,000

$4,732,500

$3,608,735

$3,003,602

$5,805,000

$4,732,500

$3,608,735

Fund Total - GENERAL:

$841,091
$140,588
$501,719

1120 - VEHICLE REPLACEMENT
PUBLIC WORKS GROUP
Public Works
13610 Equipment Replacement
Fund Total - VEHICLE REPLACEMENT:

____________________________________________________________________________________
359

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name

TOTAL - GENERAL FUNDS

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$187,147,238

$202,459,199

$203,929,922

$204,252,295

$200,000

$200,000

$200,000

$200,000

$200,000

$200,000

$200,000

$200,000

$188,137

$235,399

$235,399

$247,911

$188,137

$235,399

$235,399

$247,911

$261,487
$69,626
$21,884
$352,997

$431,526
$127,951
$57,298
$616,775

$431,526
$114,458
$23,302
$569,286

$443,247
$108,319
$57,248
$608,814

$352,997

$616,775

$569,286

$608,814

-$31,888
$16,475
$30,393
$2,963
$325,505
$542,333
$885,781

$887,685
$375,000
$23,957
$13,062
$375,000

$887,685
$375,000
$23,957
$13,062
$375,000

$887,685
$375,000
$27,707
$13,062
$375,000

$1,674,704

$1,674,704

$1,678,454

$885,781

$1,674,704

$1,674,704

$1,678,454

$229,443

$229,443

$227,368

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
Dept. Total - Community Services
Fund Total - HOME GRANT:

1310 - NEIGHBORHOOD STABILIZATION PGM
COMMUNITY SERVICES GROUP
Community Services
30900 NSP Programs

$239,832

____________________________________________________________________________________
360

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

Fund Total - NEIGHBORHOOD STABILIZATION PGM:

$239,832

$229,443

$229,443

$227,368

$227,300

$227,300

$227,300

$227,300

$227,300

$227,300

$2,854,998
$25,000
$25,000
$40,000
$34,000
$500,000
$30,000
$500
$7,994
$75,000
$90,930

$2,854,998
$25,000
$25,000
$40,000
$34,000
$500,000
$30,000
$500
$7,994
$75,000
$90,930

$2,984,897
$43,000
$75,000
$40,000
$34,000
$785,000
$50,000
$500
$8,000
$100,000
$94,730

$3,683,422

$3,683,422

$4,215,127

1311 - N'HOOD STABILIZATION PGM III
COMMUNITY SERVICES GROUP
Community Services
30910 NSP III
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
31050 PS-SaintVincentDePaul-OLPH-KFT
31073 PI-Pk & Rec Improv-Aquatics Ct
31079 PS-CAP-Evict Prevnt/Rent Assis
31081 HS-Code Svc-NBRDH Preservation
31096 PF-COG Parks & Rec-ADA Improv
31098 Habitat-Emergency Home Repair
31101 PF-CASS-Emerg Shelter Improv
31103 PI-East Catlin Court Improv
31107 PI-Econ Deve-Visual Improv Prg
31108 PS-YWCA Home Delivered Meals
31110 PF-Valley Life-Grp Home Renov
31112 PI-COG-Parks & Rec-Sonorita
31119 PS-Hope For Hunger
31120 PF-Heart For City-Comm Garden
31121 PI-COG-Pk & Rec-Velma Teague
31122 PF-Glendale Womens Club Projec
31123 PF-Hope For Hunger-Renovat Prt
31124 PS-Heart For City
Dept. Total - Community Services
Human Services
31065 PI-Community Housing upgrades

-$5
$63,799
$5,961
$18,764
$163,189
$4,245
$162,946
$18,742
$70,393
$344,694
$10,500
$30,000
$62,317
$2,667
$87,446
$44,306
$2,836
$330,835
$1,175
$117,280
$47,622
$30,000
$802
$37,951
$60,000
$5,491
$48,010
$5,043
$62,739
$40,192
$1,879,940
$3,455

____________________________________________________________________________________
361

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$1,909,030

$3,683,422

$3,683,422

$4,215,127

$1,909,030

$3,683,422

$3,683,422

$4,215,127

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

$2,550,321
$1,249,083
$152,874
$1,098,365
$602,232
$99,366
$2,192,822
$524,626
$142,208
$172,890
$8,784,787

$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

$2,981,028
$1,346,545
$158,111
$1,226,906
$569,887
$123,875
$2,654,060
$602,620
$242,219
$294,222
$10,199,473

$2,793,586
$1,612,828
$167,849
$1,229,060
$711,068
$121,306
$2,658,784
$841,767
$166,425
$294,735
$10,597,408

Fund Total - HIGHWAY USER GAS TAX:

$8,784,787

$10,302,762

$10,199,473

$10,597,408

$1,000,000

$847,122

$1,000,000

$48,694

$1,000,000

$206,823
$513,316
$62,500
$13,919
$1,643,680

$1,000,000

$48,694

$1,000,000

$1,643,680

$1,000,000

$423,231
$2,096,493
$174,970
$380,798
$2,322,717
$4,281,303
$15,255

$500,000
$2,462,574
$199,200
$336,103
$2,849,318
$4,761,516
$40,300

$500,000
$2,468,197
$198,010
$336,054
$3,060,912
$4,661,448
$21,721

$500,000
$2,661,807
$203,315
$463,256
$2,922,822
$4,908,199
$40,300

Program Name
31114 PF-CASS-Vista Colina
Dept. Total - Human Services

Group Total - COMMUNITY SERVICES:
Fund Total - C.D.B.G.:

FY 2016
Actual
$25,635
$29,090

1340 - HIGHWAY USER GAS TAX

1650 - TRANSPORTATION GRANTS
PUBLIC WORKS GROUP
Public Works
37200 Grant Approp - Transportation
37202 New Freedom - GUS 3
37210 HSIP Traffic Signals
37212 FTA AZ-95-X027
37213 FTA AZ-90-X136
37214 FTA AZ-16-X005
37215 FTA AZ-90-X137
Dept. Total - Public Works

Fund Total - TRANSPORTATION GRANTS:

$13,923
$34,771

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

____________________________________________________________________________________
362

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$710,705
$243,803
$496,491
$1,387

$59,139
$11,206,292

$641,479
$424,536
$913,344
$10,050
$53,813
$55,000
$13,247,233

$679,603
$419,036
$559,498
$17,673
$35,900
$50,796
$13,008,848

$659,855
$530,934
$913,344
$10,050
$53,813
$55,000
$13,922,695

$11,206,292

$13,247,233

$13,008,848

$13,922,695

$671,008

$680,884

$772,824

$692,826

$671,008

$680,884

$772,824

$692,826

$530,841
$60,920
$244,380
$1,280
$200,963
$5,443
$6,725
$5,000
$16,619
$19,780
$7,379
$1,099,330

$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

$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

$68,611
$586,458
$60,000
$404,013
$1,462
$161,517
$7,147
$3,597
$6,500
$8,999
$10,616
$4,999
$1,323,919

$1,099,330

$1,324,798

$1,324,798

$1,323,919

$208,992

$208,992

$208,992

Program Name
16570 Intelligent Transportation Sys
16580 Traffic Mitigation
16590 Transportation CIP O&M
16610 GO Traffic Signals
16620 GO Signs & Marking
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
31913 A New Leaf 14/15
31914 CASS Rapid Re-Housing 14/15

$7,587
$2,250
$25,000
$1,866
$44
$16,992
$46,365
$31,470

____________________________________________________________________________________
363

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name
31915 Streetlight USA 14/15
Dept. Total - Community Services
Fund Total - EMERGENCY SHELTER GRANTS:

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$27,266
$158,840

$208,992

$208,992

$208,992

$158,840

$208,992

$208,992

$208,992

$25,000

$25,000

$275,000

$25,000

$23,950
$48,950

$275,000

$2,000,000

$2,000,000

$3,028,831

1840 - GRANTS
COMMUNITY SERVICES GROUP
Community Services
36001 State Grant In Aid 2005
36006 Grant Approp - Library
36046 Library Donations
36048 Library Teen Program Donations
36050 LSTA Create, Connct & Collab
36052 LSTA Go Mobile@ Your Library
36053 LSTA Tell Your Story
36054 LSTA Express Yourself Grant
Dept. Total - Community Services

FIRE SERVICES GROUP
Fire Department
34001 Grant Approp - Fire Dept
34007 Employee Recognition-Donations
34008 Crisis Response - Donations
34033 Fire Dept Cadet Pgm-Donations
34072 AHIMT-Wildland Special Ops
34079 Fire Comm. Services Donations
34088 2013 Safer Grant
34090 2014 UASI GFD RRT
34091 2014 UASI GFD TLO Sustainment
34092 2014 SHSGP GFD MMRS
34095 TO Firefighter Turnout Gear
34096 2015 UADSI GFD RRT
34098 2014 UADSI GFD RRT Realloc
Dept. Total - Fire Department
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
32149 Centennial HP Bus Tour Donat
32156 STOP Violence Prosecutors Off
32159 MAG CMAQ Street Sweeper Grant
36505 Glendale Habitat Garden Educ

$10,110

$283
$1,095
$8,260
$34,967
$16,536
$71,251

$8,894
$1,719
$502
$580,096
$184
$1,213,534
$34,703
$431
$6,927
$49,999
$52,090
$27,000
$1,976,079

$0

$302,221

$1,331,052

$76,922

$2,302,221

$3,331,052

$3,105,753

$150,000

$150,000

$750,000

$592

$592
$241,043
$5,594

$0

$10,098
$170,877
$7,204
$2,711
$1,381
$4,096
$1,236
$144,676
$4,275

____________________________________________________________________________________
364

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name
Dept. Total - Grants
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
33105 DEA OCDETF Overtime
33135 ICAC Task Force
33165 FCTF/MFTF
33169 USS Electronic Crime Task Forc
33180 USPS Taskforce
33181 HIDTA
33188 State Farm Safety Education
33205 2013 JAG
33208 STEP Overtime
33209 DUI Enforcement Overtime
33210 2014 Occupant Protection OT
33211 Police Awards Ceremony Donate
33213 2013 COPS Hiring Program
33216 2014 DUIAC DUI Enforcement
33217 Police Safety Eq ARS12-116.04A
33218 2015 GOHS DUI/Impaired Driving
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
33231 W. Valley Drug Enforcement TF
33232 DUIAC DUI Enforcement OT
33233 FY2015 JAG
33235 2015 UASI GPD RRT
33236 2015 UASI GPD TLO Sustainment
33237 2016 GOHS DUI/OT
33238 2016 GOHS STEP OT
33239 2016 GOHS Occup. Protection OT
33240 Body Worn Camera Project
33241 Voca Victims Assist Crisis Int

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$346,554

$150,592

$397,229

$750,000

$89,928

$89,928

$76,086

$123,594
$2,000,000

$123,594
$2,000,000

$110,048
$2,000,000
$0
$0

$1,486
$82,367
$6,666
$35,096
$2,832
$130,794
$25,581
$92,148
$11,301
$63,262
$6,000
$5,554
$1,000
$502
$55,538

$0

$0
$87,641

$0
$0
$0
$10,950
$123,920
$544
$1,370
$23,126
$12,102
$20,639
$3,549
$1,446
$75,590
$3,744
$25,912
$614,833
$77,640
$49,998
$72,675
$75,571
$2,366
$46,367
$20,410
$14,463

$441,572

$441,572

$407,041
$0

$0
$0
$0

$650,074

$650,074

$0
$779,609
$0

$0
$0
$0
$377,279

$3,666

____________________________________________________________________________________
365

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name
33243 2016 DUIAC Know Your Limit
33244 2014 UASI Realloc GPD Grant
Dept. Total - Police Department
PUB FAC, REC & EVT GROUP
Public Fac, Rec & Events
35004 Grant Approp - Parks & Rec
35021 P&R Youth Scholarship Donation
35023 Glendale Adult Ctr Donation
35025 AZSTA Tbird Pak Trails Enhance
35027 Shooting Range Grant
Dept. Total - Public Fac, Rec & Events

Fund Total - GRANTS:

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget
$0

$10,254
$1,898,903

$3,305,168

$3,682,447

$3,372,784

$25,000

$25,000

$25,000

$1,360
$4,395
$30,324
$49,742
$85,821

$25,000

$25,000

$25,000

$4,378,608

$5,807,981

$7,484,678

$7,528,537

$6,471
$902,708
$909,179

$225,000
$2,276,744
$2,501,744

$225,000
$2,276,744
$2,501,744

$225,000
$2,033,922
$2,258,922

$909,179

$2,501,744

$2,501,744

$2,258,922

1860 - RICO FUNDS
POLICE SERVICES GROUP
Police Department
32020 Federal RICO
32030 State RICO
Dept. Total - Police Department
Fund Total - RICO FUNDS:

1880 - PARKS & RECREATION SELF SUST
PUB FAC, REC & EVT GROUP
Public Fac, Rec & 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.
Dept. Total - Public Fac, Rec & Events

Fund Total - PARKS & RECREATION SELF SUST:

$15,130
$131,028
$220,414
$244,776
$257,135
$90,315
$11,900
$970,698

$0
$0

$0

$0

$970,698

1885 - PARKS & RECREATION DESIGNATED
PUB FAC, REC & EVT GROUP
Public Fac, Rec & Events
13170 Dedicate A Tree
13180 Desert Valley Park
13210 Desert Mirage Park
13220 Desert Gardens Park

$2,464

$2,000
$6,000
$5,000
$8,000

$2,000
$6,000
$5,000
$8,000

$2,000
$6,000
$5,000
$8,000

____________________________________________________________________________________
366

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
Program Name
13230 Discovery Park
13235 Elsie McCarthy Pk. Maint
13237 Paseo Racquet Center
Dept. Total - Public Fac, Rec & Events

Fund Total - PARKS & RECREATION DESIGNATED:

FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$29,723

$4,000
$12,895
$25,000
$62,895

$4,000
$12,895
$25,000
$62,895

$4,000
$18,877
$25,000
$68,877

$29,723

$62,895

$62,895

$68,877

$27,259

2530 - TRAINING FACILITY REVENUE FUND
FIRE SERVICES GROUP
Fire Department
12590 PS Training Ops - Fire

$647,735

$886,875

$886,875

$946,672

POLICE SERVICES GROUP
Police Department
12390 PS Training Ops - Police

$341,590

$372,758

$372,758

$381,352

PUBLIC WORKS GROUP
Public Works
13480 PS Training Ops - Fac. Mgmt.

$497,264

$503,174

$545,048

$521,638

$1,486,589

$1,762,807

$1,804,681

$1,849,662

$33,519,525

$43,767,139

$45,832,167

$46,856,812

Fund Total - TRAINING FACILITY REVENUE FUND:

TOTAL - SPECIAL REVENUE FUNDS

CAPITAL PROJECTS FUNDS
2070 - GENERAL GOV CAPITAL PROJ ECTS
POLICE SERVICES GROUP
Police Department
33258 PetSmart Charities Field Grant

$0

Fund Total - GENERAL GOV CAPITAL PROJECTS:

$0
$0

TOTAL - CAPITAL PROJECTS FUNDS

ENTERPRISE FUNDS
2360 - WATER AND SEWER
BUDGET AND FINANCE GROUP
Budget and Finance
17020 Customer Service Office

$2,619,128

$3,223,804

$3,223,804

$3,079,149

____________________________________________________________________________________
367

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

DEVELOPMENT SERVICES GROUP
Building Safety
17510 Cross Connection Control

$135,422

$170,642

$170,642

$175,051

WATER SERVICES GROUP
Water Services
17010 Environmental Resources
17110 Water Services Administration
17115 Operating 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

$578,838
$8,007,759
$129,958
$948,042
$681,696
$466,404
$51,222
$1,626,023
$3,011,176
$152,999
$1,072,507
$252,534
$3,089,531
$1,502,547
$2,125,069
$2,812,556
$1,490,907
$2,974,909
$965,833
$2,102,975
$104,185
$422,808
$1,240,321
$416,804
$3,311,775
$45,083
$2,408,685
$591,459
$42,584,605

$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

$618,840
$7,716,361
$145,112
$1,304,238
$1,113,030
$656,765
$66,131
$2,043,241
$3,411,460
$197,747
$1,217,506
$215,390
$4,019,002
$1,424,115
$2,232,706
$2,912,788
$1,635,829
$3,467,573
$1,183,130
$2,969,224
$262,318
$467,433
$1,410,797
$493,924
$3,549,939
$75,200
$2,860,724
$658,164
$48,328,687

$747,456
$8,123,409
$784,607
$1,555,809
$931,967
$578,044
$56,164
$2,232,604
$3,360,465
$202,834
$1,108,851
$230,613
$4,200,392
$1,464,583
$2,088,679
$3,130,388
$1,800,572
$4,658,836
$136,106
$2,787,354
$332,897
$477,792
$1,431,681
$517,610
$3,551,787
$75,248
$2,783,201
$708,368
$50,058,317

$45,339,155

$51,897,813

$51,723,133

$53,312,517

$4,594,622
$106,537
$1,440,311
$947,813
$2,047,739
$9,137,022

$4,585,422
$166,800
$1,640,061
$1,010,727
$2,653,916
$10,056,926

$4,872,422
$166,800
$1,656,319
$1,086,902
$1,994,030
$9,776,473

$4,738,929
$166,945
$1,495,544
$1,148,473
$2,603,937
$10,153,828

Program Name

Fund Total - WATER AND SEWER:

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

____________________________________________________________________________________
368

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$9,137,022

$10,056,926

$9,776,473

$10,153,828

$699,106
$3,163,362
$6,919,225
$2,912,439
$13,694,132

$737,944
$2,864,719
$7,445,341
$3,087,627
$14,135,631

$737,784
$2,887,853
$7,307,500
$3,084,120
$14,017,257

$756,273
$2,852,333
$7,454,989
$3,174,636
$14,238,231

$13,694,132

$14,135,631

$14,017,257

$14,238,231

$1,508,212

$16,047,175

$16,047,175

$15,905,641

$1,508,212

$16,047,175

$16,047,175

$15,905,641

$69,678,521

$92,137,545

$91,564,038

$93,610,217

$3,626,947

$2,951,560

$2,951,560

$2,967,948

Fund Total - RISK MANAGEMENT SELF INSURANCE: $3,626,947

$2,951,560

$2,951,560

$2,967,948

$1,569,073

$2,204,924

$2,204,924

$2,279,542

$1,569,073

$2,204,924

$2,204,924

$2,279,542

$25,953,784

$26,825,620

$26,825,620

$28,963,184

Program Name
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
Fund Total - WORKERS COMP. SELF INSURANCE:

2580 - BENEFITS TRUST FUND
HR & RISK MGT GROUP
Human Resources
18210 Benefit Programs

____________________________________________________________________________________
369

ANNUAL BUDGET
SCHEDULE THREE
____________________________________________________________________________________
Fiscal Year 2017-2018
Operating Expenditures by Program and Fund
FY 2016
Actual

FY 2017
Budget

FY 2017
Estimate

FY 2018
Budget

$25,953,784

$26,825,620

$26,825,620

$28,963,184

PUBLIC WORKS GROUP
Public Works
18300 Fleet Management
18301 Fuel Services
18302 Parts Store Operations
Dept. Total - Public Works

$3,913,592
$2,169,517
$1,748,884
$7,831,993

$4,276,440
$3,168,166
$1,719,005
$9,163,611

$4,244,068
$2,817,616
$2,017,184
$9,078,868

$4,326,288
$2,826,149
$2,086,889
$9,239,326

Fund Total - FLEET SERVICES:

$7,831,993

$9,163,611

$9,078,868

$9,239,326

$1,167,386
$2,788,885
$2,507,784
$6,464,055

$1,146,234
$1,576,674
$5,660,302
$8,383,210

$1,146,234
$1,576,674
$5,660,302
$8,383,210

$1,154,089
$1,463,344
$5,705,839
$8,323,272

$6,464,055

$8,383,210

$8,383,210

$8,323,272

$747,236

$4,147,725

$4,147,725

$2,528,317

$747,236

$4,147,725

$4,147,725

$2,528,317

$46,193,088

$53,676,650

$53,591,907

$54,301,589

$336,538,372

$392,040,533

$394,918,034

$399,020,913

Program Name
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
TOTAL - OPERATING BUDGET

____________________________________________________________________________________
370

ANNUAL BUDGET
SCHEDULES FOUR
Fiscal Year 2017-2018
Inter-Fund Transfers
____________________________________________________________________________________

Transfer From
Transfers To

1000 General

2360 Water/
Sewer

1340 Highway
User Gas
Tax

1660 Transportation Sales
Tax

1700 Police
Special
Revenue

1720 Fire Special
Revenue

2440 Landfill

Total
Transfer-In

-

-

-

-

17,919,485

8,483,783

26,403,268

3,608,735

-

-

-

-

-

3,608,735

-

-

-

-

-

-

147,047

-

-

-

-

-

147,047

64,299

-

-

-

-

-

64,299

-

-

-

-

-

-

18,180,235

-

-

-

-

-

18,180,235

8,040,521

-

-

-

-

-

8,040,521

1970 - Transp. Debt Service

-

-

-

7,146,500

-

-

7,146,500

2000 - Hurf Street Bonds

-

-

17,534,795

-

-

-

17,534,795

3,097,148

-

-

-

-

-

3,097,148

2210 - Transp. Capital Project

-

-

-

16,231,020

-

-

16,231,020

2380 - Water/Sewer Debt Service

-

22,640,233

-

-

-

-

22,640,233

2360 Water/Sewer

419,813

-

-

-

-

-

419,813

2440 - Landfill

674,772

-

-

-

-

-

674,772

2480 - Sanitation

128,528

-

-

-

-

-

128,528

2500 - Pub Housing Budget

386,563

-

-

-

-

-

386,563

1000 - General
1120-Vehicle Repl
1660 - Transp. Sales Tax
1760 - Airport Special Revenue
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

2530 - Training Fac Rev Fund

1,455,926

2593 -City-wide ERP Solution

1,250,000

Total Transfer Out

-

1,455,926
1,179,814

294,964

37,453,587 23,820,047 17,534,795 23,672,484 17,919,485

214,915
8,483,783

2,939,693

214,915 129,099,096

* Actual transfer amounts will vary based on actual revenues, expenses, grant opportunities, etc.

____________________________________________________________________________________
371

ANNUAL BUDGET
SCHEDULE FIVE
Fiscal Year 2017-2018
Tax Levy and Tax Rate Information
____________________________________________________________________________________

DESCRIPTION

BUDGET
FY 2014

BUDGET
FY 2015

BUDGET
FY 2016

BUDGET
FY 2017

PROJECTED
FY 2018

Fiscal Year Budget Amount
Qualifiable Exclusions (estimated)
Total Estimated Expenditures
Expenditure Limitation

$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

$672,000,000
$249,924,142
$422,075,858
$568,852,831

$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

$1,227,220,727
$5,912,749

N/A

N/A

N/A

N/A

N/A

$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

$1,227,220,727
$19,807,342
$5,684,486
$25,491,828

$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

$5,684,486
$39,323
$19,807,342
$152,281
$25,491,828
$191,604
$25,683,432

$0.4974
$1.7915
$2.2889

$0.4896
$1.6605
$2.1501

$0.4898
$1.7067
$2.1965

$0.4792
$1.6698
$2.1490

$0.4632
$1.6140
$2.0772

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

$1,227,220,727
$245,444,145

Debt Outstanding as of 07/01/17
Principal Payments FY18
Proposed Debt FY18
Estimated Debt outstanding FY18
Remaining limitation available

$120,000,000
$14,810,000
$0
$105,190,000
$140,254,145

6% Bonds
Secondary Property Value
Bond Indebtedness Limitation
Debt Outstanding as of 07/01/17
Principal Payments FY18
Proposed Debt FY18
Estimated Debt outstanding FY18
Remaining limitation available

$1,227,220,727
$73,633,244
$0
$0
$0
$0
$73,633,244

=

Tax Rate

$5,621,452
=
$1,213,613,780
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

$0.4632

Previous year's primary levy
Current net assessed valuation(AV)

$1,213,613,780
$5,621,452
$0.4792
$0.4632
$13,606,947
$63,027
$0

____________________________________________________________________________________
372

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
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 Specialist
Supervisor, Payroll
Accounting Services Division Total:
11340 License/Collection
Account Spec
Applications Analyst, Sr.
Contracts Program Manager
Customer Service Rep
Licensing & Taxpayer Analyst
Licensing Specialist
Manager, Tax & License
Sr Billing & Compliance Spec
Supervisor, Tax and Licensing
Systems Analyst, Sr
Tax Auditor
License/Collection Division Total:
11360 Materials Management
Administrative Sppt Specialist
Administrator, Procurement
Contract Analyst
Management Assistant

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000
1000
1000

1
1
1
3

1
1
1
1
4

1
1
1
1
4

1
1
1
1
1
5

1
1
1
1
4

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

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

4
4
1
2
1
2
1
15

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

1
1
3
1
1
3
10

1
1
3
1
1
3
10

1
1
3
1
1
3
10

1
1
1
2
1
1
3
10

2
2
1
1
1
3
10

1000
1000
1000
1000

2
-

4
-

3
-

1
1
3
-

1
3
1

____________________________________________________________________________________
373

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
BUDGET AND FINANCE DEPARTMENT
Budget and Finance
11360 Materials Management
Mgmt Aide
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 II
Accountant
Accountant I
Administrative Sppt Assistant
Administrative Sppt Specialist
Billing & Compliance Spec
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
Revenue Recovery Supv
Sr Customer Assistance Rep
Sr Secretary
Supervisor, Customer Service
Customer Service Office Division Total:
BUDGET AND FINANCE DEPARTMENT TOTAL:

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000

2

1
5

1
1
5

5

5

1000
1000
1000
1000
1000

1
1
2
4

1
1
2

1
1
2

1
1
2

1
3
4

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

3
1
9
2
6
1
4
1
2.5
29.5

3
1
9
6
1
1
4
1
1
1.5
1
29.5

3
1
15
1
1
1
4
1
1
0.5
1
29.5

1
2
1
1
15.5
3
1
1
4
29.5

1
1
1
14.5
3
1
1
4
26.5

63.5

63.5

64.5

65.5

65.5

____________________________________________________________________________________
374

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
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
Deputy City Attorney
Exec Legal Asst
Legal Assistant
Legal Assistant, Sr.
Mgmt Asst to the City Attorney
Public Safety Staff Attorney
Records Coordinator
Secretary
Sr Secretary
Victim Assistance Caseworker

Fund

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
Management Assistant
Mgmt Aide
Records Coordinator
Records Mgmt Asst
Records Program Manager
Records Supv
Sr Secretary
City Clerk Division Total:

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

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

1
5
3
6
1
1
1
1
2
3
1
1
1

25

25

25

26

27

1
1
0.5

1
1
0.5

1
1
0.5

1
1
-

1
1
-

2.5

2.5

2.5

2

2

1
1
1
1
4

1
1
1
1
1
1
6

1
1
1
1
1
1
6

1
1
1
1
1
1
1
7

1
1
1
1
1
1
1
7

____________________________________________________________________________________
375

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
CITY CLERK DEPARTMENT
City Clerk
10220 Records Management
Records Mgmt Asst
Records Supv
Records Management Division Total:

Fund

1000
1000

1
1
2

-

-

-

-

6

6

6

7

7

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

1
2
1
1
1
20.2
2
1
1.5
3
1
1
0.8
36.5

1
2
1
1
24.2
2
1
1.5
3
1
1
1
1
40.7

1
2
1
1
23.25
2
1
1.5
3
1
1
1
1
1
40.75

1
1
1
1
2
23.25
2
1
1.5
1
1
1
3
2
41.75

1
1
1
1
2
23.5
2
1
1.5
1
1
1
3
2
42

1240
1240
1240

1
1
2

1
1
2

1
1
2

1
1
2

1
1
2

1240
1240

1
1

-

-

1.75
1.75

1.75
1.75

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
Deputy Court Administrator
Judicial Asst
Judicial Projects Coordinator
Mgmt Asst
Presiding City Judge
Sr Secretary
Supervisor, Court
Systems Analyst
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:

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

____________________________________________________________________________________
376

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title

Fund

CITY COURT DEPARTMENT
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

39.5

42.7

42.75

45.5

45.75

1
1
1
1
1
-

2
1
1
1
-

2
1
1
1
-

1
1
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

1
1

1000
1000
1000
1000
1000

1
1
2

1
1
1
3

1
1
1
3

1
1
2

1
1
2

1000

-

-

-

-

1

1000
1000
1000
1000
1000
1000
1000

1
12.75
3
1

5
1
11.75
-

5
1
11.75
-

5
1
1
12
-

5
1
1
12
-

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
Revitalization Mgr
Supv, Revitalization Grants
Community Revitalization Division Total:
15011 neighborhood Services
Neighborhood Srvcs Prog Mgr
15220 Library
Administrative Librarian
Administrator, Library
Chief Librarian
Librarian
Librarian II
Librarian III
Librarian IV

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

____________________________________________________________________________________
377

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
COMMUNITY SERVICES DEPARTMENT
Community Services
15220 Library
Library Assistant
Library Assistant, Lead
Library Assistant, Sr.
Library Asst I
Library Asst II
Library Asst III
Library Mgr
Library Operations Coordinator
Library Technology Specialist
Public Service Assistant
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 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

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

2.5
1
11.75
2
5.5
3
43.5

2
1.5
10.75
1
5.5
4
42.5

2
1.5
10.75
1
5.5
4
42.5

3.5
4
6
1
1
5.5
3
43

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
2500
2500
2500
2500
2500
2500
2500
2500
2500
2500
2500
2500
2500
2500

1
1
1
2
10
1
1
1
2
1
1
1
1
-

1
1
1
2
10
1
1
1
2
1
1
1
1
-

1
1
1
2
10
1
1
1
2
1
1
1
1
-

1
1
1
2
1
1
2
1
8
1
1
1
1
1
1

1
1
2
1
1
2
1
7
1
1
1
1
1

____________________________________________________________________________________
378

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
COMMUNITY SERVICES DEPARTMENT
Community Services
17910 Community Housing
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
Mgmt Aide
Community Svcs Block Grant-Adm

Fund

24

24

24

24

21

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
1
1
0.75
4
1
8.75

1
1
1
0.75
4
1
8.75

1820
1820
1820
1820
1820
1820

2
1
3

2.5
1
3.5

2.5
1
1
4.5

1
2.5
1
4.5

1
2.5
1
4.5

1820
1820
1820
1820
1820

1
0.5
1
2.5

1
1
2

1
1

1
1

1
1

84.75

93.75

89.75

91.25

83.25

1000
1000
1000
1000

4
1
2
7

3
1
2
6

3
2
5

3
2
5

4
2
6

1000

1

1

1

1

1

1000

1

1

1

1

1

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

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

____________________________________________________________________________________
379

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
COUNCIL DISTRICTS&OF DEPARTMENT
Council Office
10140 Sahuaro District
Council Member
10150 Cactus District
Council Member
10160 Yucca District
Council Member
10170 Ocotillo District
Council Member

Fund

1000

1

1

1

1

1

1000

1

1

1

1

1

1000

1

1

1

1

1

1000

1

1

1

1

1

13

12

11

11

12

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

1
3
3
1
2
1
2
1
4
1
1
1
21

3
3
4
1
2
1
1
1
3
1
1
21

3
3
4
1
2
1
1
1
3
1
1
21

1
2
2
5
1
2
2
1
1
1
4
1
23

1
2
2
5
1
2
2
1
1
1
4
1
23

2400
2400
2400
2400
2400

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

0.75
1
1.75
24.75

1000
1000

-

-

-

1
1

1
1

COUNCIL DISTRICTS&OF DEPARTMENT TOTAL:
DEVELOPMENT SERVICES DEPARTMENT
Building Safety
15610 Building Safety
Administrative Sppt Specialist
Administrator, Building Safety
Bldg Safety Mgr
Building Inspector
Building Inspector Specialist
Building Safety Official
Development Plans Tech
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:
17510 Cross Connection Control
Administrative Sppt Assistant
Administrative Sppt Specialist
Bldg Insp
Building Inspector Specialist
Secretary
Cross Connection Control Division Total:
Building Safety Rollup Total:
Code Compliance
14410 Code Compliance
Administrative Sppt Assistant
Administrative Sppt Specialist

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

____________________________________________________________________________________
380

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
DEVELOPMENT SERVICES DEPARTMENT
Code Compliance
14410 Code Compliance
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:

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:
Planning Rollup Total:

Fund

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

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
6
2
1
2
14

1
8.5
2
1
2
16.5

1000
1000

1
1

1
1

1
1

1
1

1
1

1000
1000
1000
1000
1000
1000
1000
1000

1
1
1
2
1
1
7
8

1
1
1
2
1
1
7
8

1
1
1
2
1
1
7
8

1
1
1
1
2
2
1
9
10

1
1
1
1
2
2
1
9
10

45.75

44.75

44.75

48.75

51.25

1
1
1
1
-

1
1
1
1
-

1
1
1
1
-

1
1
1
1

1
1
2

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

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000
1000

____________________________________________________________________________________
381

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
ECONOMIC DEVELOPMENT DEPARTMENT
Economic Development
16010 Economic Development
Economic Development Spec
Management Assistant
Programs Admin

Fund

1000
1000
1000

2
-

1
1

1
1

1
1
-

1
1
-

6

6

6

6

6

1000
1000
1000
1000
1000

1
2
1
4

1
2
1
4

1
2
1
4

1
1
1
3

1
1

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

2
1
1
1
1
1
1
1
9

2
1
2
1
1
2
1
1
1
3
1
16

2
1
2
1
1
2
1
1
1
3
1
16

1
1
2
2
1
2
1
1
1
1
1
2
16

2
1
2
2
1
2
1
1
1
1
1
2
17

1000
1000
1000
1000
1000

1
2
2
4

1
3
3
4

1
3
2
5

1
1
3
2
5

1
4
7

ECONOMIC DEVELOPMENT 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)
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 Finance/Budget Coord
Fire Mgmt Analyst
Fire Personnel Analyst
Management Assistant
Mgmt Aide
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)

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

____________________________________________________________________________________
382

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
FIRE SERVICES DEPARTMENT
Fire Department
12422 Fire Operations
Fire Captain (40 Hrs)
Fire Captain (52 Hrs)
Fire Comm Outreach 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
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

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000

7
40
1
45
7
74
183

9
44
1
2
47
9
97
220

9
44
1
2
47
12
94
220

15
38
4
45
13
94
221

53
49
123
237

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

1
1
1
1
4

1
1
1
1
1
1
6

1
1
1
1
1
1
6

1
1
1
1
1
1
6

1
1
1
1
1
1
6

1000
1000
1000
1000
1000
1000

1
1
2

1
1
1
3

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
6
1
1
10

1
1
6
1
1
10

1
2
5
1
1
10

1
3
4
1
1
10

1282

1

-

-

-

-

1000

-

-

-

1

1

____________________________________________________________________________________
383

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
FIRE SERVICES DEPARTMENT
Fire Department
12491 LA Services
Fire Captain
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)
Fire Captain (52 Hrs)
Fire Crisis Response Vol Coord
Fire Dept Staff Counselor
Fire EMS Coordinator
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

1000
1000
1000
1000

1
1
2

1
1
2

1
1
2

3
2
6

1
2
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
1720
1720
1720
1720
1720
1720
1720
1720
1720
1720
1720

1
1
3
5
2
1
1
4
5
20
1
2
1
1
48

-

-

-

-

1840

263

15
277

15
277

15
282

284

267

281

281

285

285

3

1
1

-

-

-

FIRE SERVICES DEPARTMENT TOTAL:
HR & RISK MGT DEPARTMENT
Human Resources
11010 Risk Management/Safety
Customer Assistance Rep
Risk & Safety Analyst

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000

____________________________________________________________________________________
384

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
HR & RISK MGT DEPARTMENT
Human Resources
11010 Risk Management/Safety
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
Assistant Director, HR
Business Analyst
Director, HR & Risk Mgmt
HR Coord
Management Assistant
Mgmt Analyst
Human Resources Administration Division
11040 Employment Services
Assistant Director, HR
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
HR Admin
HR Coord
HR Program Manager
HR Specialist
Sr HR Analyst
Sr HR Tech
Compensation Division Total:

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000

1
4

1
3

-

-

-

1000
1000
1000
1000
1000
1000
1000
1000

1
1
1
1
4

1
1
2
4

1
1
2
4

1
1
1
2
5

1
1
1
1
4

1000
1000
1000
1000
1000
1000

1
1
1
3

1
1
1
3

1
1
1
3

1
1
1
3

1
1
1
3

1000
1000
1000
1000

1
2
3

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
1
3

1
1
1
3

1
1
1
3

1000
1000
1000
1000
1000
1000

1
1
2

1
1
2

1
1
2

1
1
2

1
1
2

____________________________________________________________________________________
385

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
HR & RISK MGT DEPARTMENT
Human Resources
11070 Organizational Development
Employee Devel Coord
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
HR Technician
Risk & Safety Analyst
Worker's Compensation Division Total:

Fund

1000
1000

1
1

1
1

1
1

1
1

1
1

2540
2540

-

-

1
1
2

1
1
2

1
1
2

2560
2560
2560

-

-

1
1

1
1

1
1
2

19

18

19

20

20

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

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

-

-

-

1140

1

1

-

-

-

2591

-

-

-

1

1

HR & RISK MGT DEPARTMENT TOTAL:

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
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

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

____________________________________________________________________________________
386

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
INNOVATION & TECH DEPARTMENT
Innovation & Technology
18400 Telephones
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
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

-

-

1
1

1

1

2591

-

-

1

-

-

2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591
2591

-

-

1
1
1
1
1
1
1
2
1
3
1
1
2
3
1
3
1
25

3
1
1
1
1
1
1
1
1
2
1
1
1
4
1
3
1
3
1
29

3
1
1
1
1
1
1
1
1
2
1
1
1
4
1
3
1
3
1
29

28

27

27

30

30

1
1
1
-

1
1
1
-

1
1
1
1

1
1
1
1
-

1
1
1
1
-

3

3

4

4

4

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
MAYOR'S OFFICE DEPARTMENT TOTAL:

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000

____________________________________________________________________________________
387

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
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
Police Volunteer Coordinator
Sr Mgmt Asst
Sr Secretary
Sys Analyst
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

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

2
2
1
1
1
4
1
4
1
1
1
19

2
3
2
1
1
1
4
1
5
1
21

2
3
2
1
1
1
4
1
4
1
20

1
2
1
4
1
4
2
4
19

1
2
2
3
1
2
4
2
5
1
23

1000
1000
1000

-

-

1
1
2

1
1
2

1
1
2

1000

-

-

1

1

1

1000
1000
1000
1000
1000
1000
1000

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

1
1
2
6
111
14
135

1000
1000
1000
1000

-

1
1
8
3
13

1
1
12
3
17

1
1
12
3
17

1
5
3
9

1000
1000
1000

1
-

3
-

3
-

1
3

1
3

____________________________________________________________________________________
388

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
POLICE SERVICES DEPARTMENT
Police Department
12150 Crime Investigations
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
Supervisor, Forensics
Supervisor, Victim Assistance
Victim Assistance Caseworker
Crime Investigations Division Total:
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

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

1
1
1
1
4
3
62
9
1
2
86

1
1
1
4
3
67
10
1
3
94

1
1
1
4
3
64
9
1
4
91

2
1
4
3
66
11
1
1
3
96

1
5
3
61
10
1
1
3
89

1000
1000
1000
1000
1000
1000
1000
1000
1000

4
3
1
1
4
1
14

1
2
1
1
5

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
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

1
1
1
2
3
114
15
137

1000
1000
1000
1000
1000

-

1

1

1
1
1
1
-

1
1
1
-

____________________________________________________________________________________
389

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
POLICE SERVICES DEPARTMENT
Police Department
12180 Police Support Services
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
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:

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

1
1
1
3
10.5
1
1
1
19.5

1
1
1
3
13.5
1
1
1
1
1
25.5

1
1
1
1
4
14.5
1
1
1
1
1
28.5

1
1
5
4
14.5
1
2
2
34.5

1
1
5
4
14.5
1
2
2
33.5

1282

1

1

-

-

-

1000
1000

1
1

1
1

1
1

1
1

1
1

1000
1000
1000
1000

6
1
3
10

14
1
4
19

14
1
4
19

1
14
4
19

1
14
4
19

1000
1000
1000
1000
1000
1000
1000

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

1
30.5
5
36.5

1281
1281

1
1
2

1
1
2

-

-

-

____________________________________________________________________________________
390

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
POLICE SERVICES DEPARTMENT
Police Department
12233 PD - Special Operations
Police Aide
Police Commander
Police Community Srvcs Officer
Police Lieutenant
Police Officer
Police Officer (Assignment)
Police Sergeant
Police Volunteer Coordinator
Security Officer
Supervisor, Support Services
PD - Special Operations Division Total:
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
Secretary
Secur Officer
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

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

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

1
1
3
30
9
5
2
51

1700
1700
1700
1700
1700
1700
1700
1700
1700
1700
1700
1700
1700
1700
1700

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

1
1

1
1

1
1

1840

1

1

1

1

1

1840

1

1

1

1

1

1840

-

10

10

10

10

____________________________________________________________________________________
391

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
POLICE SERVICES DEPARTMENT
Police Department
33228 School Resource Officer IGAs
Police Officer

Fund

1840

-

-

7

7

7

537.5

546.5

556

564

564

1000
1000
1000

0.5
1
1
2.5

0.5
1
1
2.5

-

-

-

1740
1740
1740
1740

2
1
1
4

2
1
3

-

-

-

1000

2

-

-

-

-

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

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

1
1
1
1
3
2
1
9
2
21

1000
1000
1000
1000
1000
1000
1000

-

-

0.5
1
1

1
0.5
1

0.5
1
0.5
1
1

POLICE SERVICES DEPARTMENT TOTAL:

PUB FAC, REC & EVT DEPARTMENT
Public Fac, Rec & Events
10820 Tourism
Customer Assistance Rep
CVB Mgr
Tourism Coordinator
Tourism Division Total:
11710 Civic Center
Civic Center Event Coord
Civic Center Ops Coord
CSG Operations Mgr
Srvc Worker III (Bldg Maint)
Civic Center Division Total:
13010 Pool Maintenance
Srvc Worker III (Parks)
13040 Parks Maintenance
Administrative Sppt Specialist
Crewleader (Parks)
Deputy Director, Parks & Rec
Landscape Gard/Horticulturist
Park Manager
Parks & Rec Admin
Playground Equip Srvc Worker
Rec Mgr
Recreation Coordinator
Service Worker (Parks)
Service Worker, Sr. (Parks)
Sr Secretary
Srvc Worker II (Parks)
Srvc Worker III (Parks)
Support Srvc Supv
Parks Maintenance Division Total:
14100 City Sales Tax - Bed Tax
Administrative Sppt Specialist
Administrator, CVB
Customer Assistance Rep
CVB Mgr
CVB Representative
National Sales Manager
Tourism Coordinator

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

____________________________________________________________________________________
392

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUB FAC, REC & EVT DEPARTMENT
Public Fac, Rec & Events
14100 City Sales Tax - Bed Tax
City Sales Tax - Bed Tax Division Total:
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 Specialist
Administrative Sppt Specialist
Asst Director, PF, Rec & Sp Ev
Community Srvcs Dir
Mgmt Aide
Mgmt Asst
Mktng & Communication Prog Mgr
Pub Fac Rec & SE Prgrm Mgr
Rec Coord
Rec Mgr
Secretary
Sr Secretary
Supervisor, Administrative Support
Parks & Recreation Admin. Division Total:
14630 Recreation Admin & Events
Admin, Recreation
Administrative Sppt Assistant
Administrative Sppt Coord
CSG Operations Mgr
Office Support Supv
Rec Mgr
Recreation Coordinator, Sr.
Recreation Programmer
Secretary
Superintendent, Parks
Recreation Admin & Events Division Total:
14640 Adult Center
Administrative Sppt Assistant
Rec Mgr
Recreation Coordinator
Secretary
Srvc Worker II (Parks)
Adult Center Division Total:

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

-

-

2.5

2.5

4

1000
1000
1000
1000
1000

1
1
2
4

1
1
2
4

1
1
2
4

1
1
1
1
4

1
1
1
1
4

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

1
1
1
1
1
2
1
8

-

-

-

1
1
1
1
1
1
6

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

-

2
1
3

1
1
1
1
2
6

1
2
1
1
1
1
7

1
2
1
1
1
1
7

1000
1000
1000
1000
1000

1
1
1
1
4

1
1
2

1
1
2

1
1
2

1
1
2

____________________________________________________________________________________
393

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUB FAC, REC & EVT DEPARTMENT
Public Fac, Rec & Events
14650 Youth and Teen
Recreation Coordinator
Recreation Programmer
Youth and Teen 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 Specialist
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
Supervisor, Park Rangers
Park Rangers Division Total:
14720 Foothills Recreation Center
Administrative Sppt Coord
Office Support Supv
Rec Programmer
Recreation Coordinator
Recreation Coordinator, Sr.
Foothills Recreation Center Division Total:
14725 Civic Center
Admin, Community Services
Administrator, Civic Center
Civic Center Event Coord
CSG Operations Mgr
Civic Center Division Total:
14830 Rec Self Sust-Foothills Rec
Rec Coord
14850 Youth and Teen Self Sustaining
Rec Programmer
15015 Neighborhood Services
Neighborhood Srvcs Coord

PUB FAC, REC & EVT DEPARTMENT TOTAL:

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000

-

-

-

1
1
2

1
1
2

1000
1000
1000

-

1
2
3

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

1
2
1
4

1000
1000
1000

3
3

3
3

1
2
3

2
2

1
1
2

1000
1000
1000
1000
1000

1
2
1
4

1
1
2

1
1
1
3

1
2
1
4

1
2
1
4

1000
1000
1000
1000

-

-

2
1
3

1
2
3

1
2
3

1880

1

1

1

-

-

1880

4

4

4

-

-

1000

1

1

1

1

-

60.5

52.5

56.5

55.5

62

____________________________________________________________________________________
394

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUBLIC AFFAIRS DEPARTMENT
Public Affairs
10810 Communications
Comm Exec Dir
Communications Director
Creative Designer
Creative Services Mgr
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, Pub Info & Comm
Administrative Sppt Specialist
Assistant Director, Intergov
Asst Director, Communications
Creative Designer
Creative Services Program Mgr.
Digital Content Prgm Manager
Director, Public Affairs
Intergov Programs Admin
Intergov Programs Dir
Intergovernmental Coordinator
Management Assistant
Marketing & Comm Prgm Mgr, Sr
Mktng & Communication 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
Cable Communications Division Total:
PUBLIC AFFAIRS DEPARTMENT TOTAL:

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

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

-

-

1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000
1000

1
1
1
3

1
1
1
3

1
1
1
3

1
1
1
1
1
1
1
2
1
1
11

1
1
1
1
1
1
1
2
2
11

1000
1000

-

-

-

1
3.5
4.5

1
3.5
4.5

1000

1

-

-

-

-

1000
1000

1
3.5
4.5

1
3.5
4.5

3.5
3.5

-

-

20.5

17.5

17.5

15.5

15.5

____________________________________________________________________________________
395

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUBLIC WORKS DEPARTMENT
Public Works
11370 Materials Control Warehouse
Materials Control Spec
Secretary
Materials Control Warehouse Division
13410 Field Operations Admin.
Dep Field Ops Dir
Deputy Director, Public Works
Field Operations Admin. Division Total:
13420 Cemetery
Crewleader (Parks)
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
13510 Equipment Management
Buyer I
Equip Mechanic I
Equip Mechanic II
Equip Mgmt Supt
Equipment Mechanic Spec
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
Cell Site Program Coordinator

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000

1.75
1
2.75

-

-

-

-

1000
1000

1
1

1
1

1
1

1
1

1
1

1000

1

1

1

1

1

1000
1000
1000
1000
1000

1
7
2
10

2
7
1
10

2
7
1
10

1
7
2
10

1
7
2
10

1000
1000
1000
1000

1
6
4
11

4
2
6

4
2
6

3
2
1
6

3
2
1
6

2530
2530

1
1
2

1
1
2

1
1
2

1
1
2

1
1
2

1040
1040
1040
1040
1040
1040
1040
1040

1
3
6
1
14
2
2
1
30

1
3
6
1
14
2
2
1
30

-

-

-

1040

1

1

-

-

-

1000
1000
1000

-

-

-

1
2
-

1
1

____________________________________________________________________________________
396

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUBLIC WORKS DEPARTMENT
Public Works
13720 Engineering Administration
CIP Project Manager
City Engineer
Engineering Project Mgr
Mgmt Asst
Programs Admin
Real Estate PM
Sr Secretary
Supervisor, Engineering Support
Engineering Administration Division Total:
13730 CIP Administration
Civil Engineer, Sr.
Engineering Insp II
Engineering Project Mgr
Principal Engineer
Programs Admin
CIP Administration 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
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

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1000
1000
1000
1000
1000
1000
1000
1000

1
1
1
3

1
1
1
1
1
5

1
1
1
1
1
5

1
1
1
6

1
1
1
1
1
7

1000
1000
1000
1000
1000

1
2
1
1
5

1
2
1
4

1
2
3

1
2
3

3
3
3
9

1000
1000

1
2
3

1
1

1
1

1
1

1
1

1000
1000
1000
1000
1000
1000
1000

2
1
1
4

3
1
1
2
1
8

3
1
1
2
1
8

1
5
2
8

1
5
2
8

1760
1760
1760
1760
1760
1760
1760

1
1
1
3
6

1
1
1
3
6

1
1
1
3
6

1
1
3
1
6

1
1
3
1
6

1660
1660
1660
1660

1

1
-

1
-

1
1
1

1
1
1

____________________________________________________________________________________
397

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUBLIC WORKS DEPARTMENT
Public Works
16510 Transportation Program Mgmt
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
Transportation Program Manager
Transit Management Division Total:
16530 Dial-A-Ride
Administrative Sppt Specialist
Dispatcher/Router
Programs Admin
Supervisor, Transit
Transit Coordinator
Transit Oper
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

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1660
1660
1660
1660
1660
1660
1660
1660
1660
1660
1660

1
1
1
1
1
6

1
1
1
1
1
1
7

1
1
1
1
1
1
7

1
1
1
2
1
9

1
1
1
2
8

1660
1660

1
1

1
1

1
1

1
1

1
1

1660
1660
1660
1660
1660
1660
1660

1
1
2
4

1
1
2
4

1
1
2
4

1
1
1
3

1
1
1
1
4

1660
1660
1660
1660
1660
1660
1660

5.5
1
1
2
16.75
7
33.25

5.5
1
2
16
7.75
32.25

5.5
1
2
16
7.75
32.25

1
5.5
2
1
16
6.75
32.25

1
5.5
2
1
16
6.75
32.25

1660
1660
1660
1660
1660
1660
1660

1
1
1
1
4

1
2
1
1
5

1
2
1
1
5

1
2
1
4

1
2
1
4

____________________________________________________________________________________
398

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUBLIC WORKS DEPARTMENT
Public Works
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 (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
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)
Supervisor, Traffic Engr
Traffic Signs & Markings Supv
Signs & Markings Division Total:

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1660
1660
1660

1
1

1
1

1
1

1
1
2

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
6
5
1
14

1
1
4
5
1
12

1340
1340
1340
1340
1340
1340

2
2
1
5

2
2
1
1
6

2
2
1
1
6

2
2
1
1
6

2
2
2
1
1
8

1340
1340

2
2

2
2

2
2

2
2

2
2

1340
1340
1340
1340
1340
1340
1340

1
1
1
2
1
6

1
1
1
2
1
6

1
1
1
2
1
6

1
1
3
1
6

1
1
3
1
6

1340
1340
1340
1340
1340

2
4
1
7

2
4
6

2
3
5

1
3
4

1
3
1
5

____________________________________________________________________________________
399

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUBLIC WORKS DEPARTMENT
Public Works
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.
Engineer Inspector
Engineering Inspector, Sr.
Engineering Project Mgr
Principal Engineer
Traffic Engineering Technician
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
Account Specialist, Lead
Business Analyst
Cashier
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)

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

1340
1340
1340

1
1
2

1
1

1
1

1
1

1
1

1340
1340

-

1
1

1
1

1
1

1
1

1340
1340
1340
1340
1340
1340

-

-

1
2
1
1
5

1
2
1
1
5

1
2
2
1
1
7

1340
1340
1340
1340
1340
1340

1
1
2
4

1
1
1
3

1
1
1
3

1
1
2

1
1

1340
1340
1340
1340

1
1
2

1
1
2

1
1
2

1
1
1
3

1
1
1
3

2440
2440
2440
2440
2440
2440
2440
2440
2440
2440
2440
2440

3
1
1
1
5
1
1
2

3
1
1
1
5
1
1
2

3
1
1
1
5
1
1
2

1
3
1
1
1
5
3
-

1
1
3
1
1
1
5
3
-

____________________________________________________________________________________
400

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUBLIC WORKS DEPARTMENT
Public Works
17710 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
Administrative Support Coord
Budget and Finance Analyst
Contract Monitor
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
Sr Sanitation Insp
Supervisor, Recycling
SWM Inspector, Lead
Recycling Division Total:
17750 MRF Operations
Account Spec II
Account Specialist
Crewleader (Sanitation)
Crewleader (Sol Wst Mgmt)
Equip Mechanic I
Equip Mechanic II
Equip Mechanic Specialist, Sr
Principal Engineer

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

2440

1
16

1
16

1
16

1
16

1
17

2440
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

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

4
0
1
1
1
1
1
1
1
1
12

2440
2440
2440
2440
2440
2440

1
4
1
6

1
4
1
6

1
4
1
6

4
1
1
6

4
1
1
6

2440
2440
2440
2440
2440
2440
2440
2440

1
1
1
1
-

1
1
2
-

1
1
2
-

1
1
2
-

1
1
1
1

____________________________________________________________________________________
401

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUBLIC WORKS DEPARTMENT
Public Works
17750 MRF Operations
Sanitation Supv
Service Worker
Service Worker (Landfill)
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)
Equipment Operator (SWM)
Solid Waste Roll-off Division Total:
17820 Sanitation Frontload
Account Spec II
Commercial Sanitation Insp
Crewleader (Sol Wst Mgmt)
Equipment Operator (SWM)
Service Worker, Sr (SWM)
Solid Waste Mgmt Inspector
Solid Waste Routing Specialist
Solid Waste Services Rep
Sr Mgmt Asst
Srvc Worker III (Sanitation)
Sanitation Frontload Division Total:
17830 Curb Service
Crewleader (Sanitation)
Crewleader (Sol Wst Mgmt)
Equip Mechanic I
Equip Operator (Sanitation)
Equipment Mechanic Spec
Equipment Operator (SWM)
Sanitation Supv
Service Worker (SWM)
Srvc Worker II (Sanitation)
Supervisor, Solid Waste Mgmt
Curb Service Division Total:
17840 Residential-Loose Trash Collec
Crewleader (Sanitation)
Crewleader (Sol Wst Mgmt)
Equip Operator (Sanitation)
Equipment Operator (Streets)
Equipment Operator (SWM)
Sanitation Insp

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

2440
2440
2440
2440
2440
2440

1
2
1
8

1
2
1
8

1
2
1
8

1
2
1
8

1
2
1
8

2480
2480
2480

1
1
2

1
1

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
9
1
12

1
1
9
1
12

1
9
1
1
12

1
8
1
1
1
12

2480
2480
2480
2480
2480
2480
2480
2480
2480
2480

2
2
30
1
2
37

2
2
30
1
2
37

2
2
30
1
2
37

2
2
30
2
1
37

2
2
30
2
1
37

2480
2480
2480
2480
2480
2480

1
16
2
1

1
16
2
1

1
16
1
1

1
1
16
-

1
1
16
-

____________________________________________________________________________________
402

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
PUBLIC WORKS DEPARTMENT
Public Works
17840 Residential-Loose Trash Collec
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, Sr.
Equip Mgmt Supt
Equipment Mechanic Spec
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:
Public Works
13800 Materials Testing
Materials Tech
Sr Materials Tech
Materials Testing Division Total:

Fund

2480
2480
2480

1
21

1
21

1
20

1
1
20

1
1
20

2590
2590
2590
2590
2590
2590
2590
2590
2590
2590
2590
2590
2590
2590
2590
2590

-

-

1
3
6
1
14
2
2
1
30

1
4
5
14
2
1
1
2
1
31

1
3
6
14
2
1
1
2
1
31

2590
2590

281

276.25

1
1
280.25

1
1
285.25

1
1
293.25

1000
1000

2
1
3

-

-

-

-

284

276.25

280.25

285.25

293.25

3
1
-

1
1
3
1
-

1
1
3
1
-

1
3
1
-

1
3
1
1

PUBLIC WORKS DEPARTMENT TOTAL:
WATER SERVICES DEPARTMENT
Water Services
17010 Environmental Resources
Civil Engineer
Dep Water Srvcs Dir
Environmental Program Mgr
Environmental Resource Dir
Principal Engineer
Safety Program Manager

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

2360
2360
2360
2360
2360
2360

____________________________________________________________________________________
403

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
WATER SERVICES DEPARTMENT
Water Services
17010 Environmental Resources
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 Operating Administration
Safety Program Manager
Superintendent, WS Oper/Maint
Water Srvcs Process Ops Mgr
Water Srvcs Safety/Security Coor
Operating Administration Division Total:
17120 Information Management
Administrator, Info Technology
Applications Analyst, Sr.
GIS Coordinator
Network Engineer
PC Operator
PC Support Specialist II
Supv, Enterprise Asset Mgmt
System Administrator
Systems Administrator, Sr
Utilities Network Engineer
Utilities Technology Mgr

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

2360

1
5

1
7

6

5

6

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
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

1
1
1
1
1
1
4
1
1
1
1
1
15

2360
2360
2360
2360

-

1
1

1
1

1
1

5
1
6

2360
2360
2360
2360
2360
2360
2360
2360
2360
2360
2360

1
1
2
1

1
1
1
-

1
1
1
1
-

1
1
1
1
1
-

1
1
1
1
2
1
1
1
-

____________________________________________________________________________________
404

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
WATER SERVICES DEPARTMENT
Water Services
17120 Information Management
Utility Data Coord
Water Srvcs Data Coordinator
Water Srvcs Network Engineer
Water Srvcs Process Ops Mgr
Water Srvcs Technology Mgr
Information Management Division Total:
17130 Public Service Representatives
Public Service Representative
Public Svc Representative Lead
Sr. Water Srvcs Syst Tech
Supervisor, Water Services
Utility Locator
Public Service Representatives Division
17140 System Security
Security Officer
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

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

2360
2360
2360
2360
2360

1
6

2
2
1
8

2
1
1
8

2
1
8

1
10

2360
2360
2360
2360
2360

5
5

3
1
1
2
7

3
1
1
2
7

3
1
1
2
7

3
1
1
2
7

2360
2360
2360
2360
2360
2360
2360

5
2
1
8

5
1
1
7

5
1
1
7

5
1
1
7

5
1
6

2360
2360
2360
2360
2360
2360
2360
2360

2
1
1
7
1
12

1
7
1
9

1
7
1
9

1
1
6
8

1
1
7
9

2360
2360
2360
2360
2360
2360
2360
2360
2360
2360

1
1
1
1
1
1
8

1
1
8

1
1
8

1
1
1
1
9
-

1
1
8
-

____________________________________________________________________________________
405

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
WATER SERVICES DEPARTMENT
Water Services
17170 West Area WRF
Water Reclam Facility Supv
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 Srvcs Ops Supt
Water Svc Representative, Lead
Customer Service - Field Division Total:
17240 Central System Control
Plant Maint Mechanic II
Sr Water Plant Oper
Supervisor, Water Facilities
Water Control Room Operator
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 Operator II
Water Plant Operator, Lead
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 Operator II
Water Plant Operator, Lead
Water Plant Operator, Sr
Water Services Plant Operator

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

2360
2360
2360

1
15

1
1
12

1
1
12

13

10

2360
2360

-

1.75
1.75

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
10
1
2
15

1
1
10
1
2
15

1
1
10
2
14

1
10
2
13

2400
2400
2400
2400
2400
2400

1
1
5
1
8

6
1
7

6
1
7

1
6
7

1
6
7

2400
2400
2400
2400
2400
2400
2400
2400

1
1
7
1
1
11

7
1
1
9

7
1
1
9

1
1
7
9

1
1
6
8

2400
2400
2400
2400
2400
2400
2400

1
1
5
2
-

5
2
-

6
1
-

1
1
5
-

1
1
7
1

____________________________________________________________________________________
406

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
WATER SERVICES DEPARTMENT
Water Services
17260 Cholla Treatment Plant
Cholla Treatment Plant Division Total:
17280 Central System Maintenance
Industrial Maint Mechanic
Industrial Maintenance Mech 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
Water Srvcs Sys Technician

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

9

7

7

7

10

2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400

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

4
4
3
5
1
17

2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400

2
2
10
12
26

2
1
2
10
11
26

2
1
2
11
10
26

2
1
2
9
12
26

5
3
9
15
32

2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400

1
1
3
3
3
-

1
1
3
3
-

1
1
3
3
-

1
1
3
3

2
-

____________________________________________________________________________________
407

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
WATER SERVICES DEPARTMENT
Water Services
17300 Meter Maintenance
Meter Maintenance Division Total:
17310 Oasis Surface WTP
Building Maintenance Worker
Industrial Maint Mechanic
Plant Instrument Tech II
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
Laboratory Technician, Lead
Water Quality Assurance Coord
Water Quality Data Coord
Water Quality Lab Mgr
Water Srvcs Data Coordinator
Water Quality Division Total:
17610 Pretreatment Program
Admin, Pretreatment Prgm
Pretreatment Inspector
Pretreatment Inspector, Sr.
Pretreatment Program Mgr
Pretreatment Program Division Total:
17630 Wastewater Collection
PC Operator

Fund

FY 2014 FY 2015 FY 2016 FY 2017 FY 2018

11

8

8

8

2

2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400
2400

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

1
1
1
5
8

2400
2400
2400

1
1
2

1
1
2

1
2
3

1
2
3

1
2
3

2360
2360
2360
2360
2360
2360
2360
2360
2360

5
3
1
1
10

5
3
1
1
1
11

5
3
1
1
1
11

1
4
1
3
1
1
11

1
4
1
2
1
1
1
11

2420
2420
2420
2420

4
1
1
6

2
3
1
6

3
1
1
5

1
3
1
5

1
3
1
5

2420

1

1

1

1

-

____________________________________________________________________________________
408

ANNUAL BUDGET
SCHEDULE SIX
____________________________________________________________________________________
Fiscal Year 2017-2018
Authorized Staffing
DEPT/Rollup/Division/Position Title
WATER SERVICES DEPARTMENT
Water Services
17630 Wastewater Collection
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 2014 FY 2015 FY 2016 FY 2017 FY 2018

2420
2420
2420
2420
2420
2420
2420
2420
2420
2420
2420
2420
2420

1
1
1
8
5
17

1
1
8
4
2
17

1
1
8
4
2
17

1
1
2
4
8
17

1
2
4
8
15

2420
2420
2420
2420
2420
2420
2420
2420
2420

1
2
1
4

2
1
1
4

2
1
1
4

1
1
1
2
5

1
1
1
2
5

202

203.75

203.75

203.75

206.75

1,712.50 1,726.70 1,742.25 1,771.00 1,785.25

____________________________________________________________________________________
409

ANNUAL BUDGET
SCHEDULE SEVEN
____________________________________________________________________________________
Fiscal Year
2017-2018
Salary Ranges

Position Description

Grade

# of FTE's

Range Min

Range Mid

Range Max

Account Specialist

309

15.00

$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 Manager

321

1.00

$66,264

$82,830

$99,396

Accounts Payable Specialist

306

2.00

$31,874

$39,843

$47,811

Admin, Community Action Prgm

323

1.00

$73,056

$91,320

$109,584

Admin, Dept Support Svcs

321

2.00

$66,264

$82,830

$99,396

Admin, Envt Programs

323

1.00

$73,056

$91,320

$109,584

Admin, Financial Programs

321

1.00

$66,264

$82,830

$99,396

Admin, Fire Human Services

320

1.00

$63,108

$78,885

$94,662

Admin, Fire Physical Resources

323

1.00

$73,056

$91,320

$109,584

Admin, Police Technical Svcs

326

1.00

$84,571

$105,714

$126,857

Admin, Pretreatment Prgm

318

1.00

$57,241

$71,551

$85,862

Admin, Pub Info & Comm

323

1.00

$73,056

$91,320

$109,584

Admin, Recreation

321

1.00

$66,264

$82,830

$99,396

Admin, Transportation Planning

323

1.00

$73,056

$91,320

$109,584

Admin, Water Quality Lab

323

1.00

$73,056

$91,320

$109,584

Admin,Transportation Systems

323

1.00

$73,056

$91,320

$109,584

Administrative Librarian

319

5.00

$60,103

$75,129

$90,155

Administrative Support Asst

305

9.75

$30,356

$37,945

$45,534

Administrative Support Coord

312

6.00

$42,714

$53,393

$64,071

Administrative Support Spec

309

25.50

$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, Civic Center

321

1.00

$66,264

$82,830

$99,396

Administrator, Civil Engineer

322

1.00

$69,576

$86,970

$104,364

Administrator, Code Compliance

318

2.00

$57,241

$71,551

$85,862

Administrator, Court

326

1.00

$84,571

$105,714

$126,857

Administrator, CVB

318

1.00

$57,241

$71,551

$85,862

Administrator, Housing Service

323

1.00

$73,056

$91,320

$109,584

Administrator, Human Resources

323

2.00

$73,056

$91,320

$109,584

Administrator, Info Technology

325

4.00

$80,544

$100,680

$120,816

Administrator, Library

322

1.00

$69,576

$86,970

$104,364

Administrator, Procurement

323

1.00

$73,056

$91,320

$109,584

Administrator, Revenue

324

0.00

$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

Applications Analyst

318

1.00

$57,241

$71,551

$85,862

Applications Analyst, Sr.

319

1.00

$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

6.00

$66,264

$82,830

$99,396

Assistant City Prosecutor, Sr.

324

1.00

$76,709

$95,886

$115,064

____________________________________________________________________________________
410

ANNUAL BUDGET
SCHEDULE SEVEN
____________________________________________________________________________________
Fiscal Year
2017-2018
Salary Ranges

Position Description

Grade

# of FTE's

Range Min

Range Mid

Range Max

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, Intergov

324

1.00

$76,709

$95,886

$115,064

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

331

2.00

$106,857

$133,571

$160,286

Assistant to the Mayor

321

1.00

$66,264

$82,830

$99,396

Asst Director, PF, Rec & Sp Ev

328

1.00

$93,239

$116,549

$139,859

Benefits & Wellnes Analyst

319

1.00

$60,103

$75,129

$90,155

Budget and Finance Analyst

320

3.00

$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 Maint Worker, Lead

311

1.00

$40,680

$50,850

$61,020

Building Maintenance Worker

310

3.00

$38,743

$48,429

$58,115

Building Safety Official

326

1.00

$84,571

$105,714

$126,857

Business Analyst

319

4.00

$60,103

$75,129

$90,155

Buyer

312

2.75

$42,714

$53,393

$64,071

Cashier

305

3.00

$30,356

$37,945

$45,534

Cell Site Program Coordinator

314

1.00

$47,092

$58,865

$70,638

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

$82,830

$99,396

City Attorney

509

1.00

Negotiated
$107,936

Negotiated
$134,920

Negotiated

City Auditor

346

1.00

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

$127,210

$161,904

City Prosecutor

330

1.00

$101,768

City Traffic Engineer

326

1.00

$84,571

$105,714

$152,652
$126,857

Civic Center Event Coord

313

2.00

$44,850

$56,063

$67,275

Civil Engineer

319

1.00

$60,103

$75,129

$90,155

Civil Engineer, Sr.

322

5.00

$69,576

$86,970

$104,364

Code Compliance Official

323

1.00

$73,056

$91,320

$109,584

Code Inspector

313

8.50

$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 Serices Rep, Sr.

311

2.00

$40,680

$50,850

$61,020

Community Services Rep

310

9.50

$38,743

$48,429

$58,115

Contract Analyst

317

3.00

$54,515

$68,144

$81,773

Contract Monitor

315

2.00

$49,446

$61,808

$74,169

____________________________________________________________________________________
411

ANNUAL BUDGET
SCHEDULE SEVEN
____________________________________________________________________________________
Fiscal Year
2017-2018
Salary Ranges

Position Description

Grade

# of FTE's

Range Min

Range Mid

Contracts Program Manager

321

1.00

$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 Asst

317

4.00

$54,515

$68,144

$81,773

Council Member

502

5.00

$34,000

$34,000

$34,000

Court Clerk

308

25.25

$35,141

$43,926

$52,712

Court Clerk, Sr.

310

2.00

$38,743

$48,429

$58,115

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 Mgr.

318

1.00

$57,241

$71,551

$85,862

Crewleader (Landfill)

312

1.00

$42,714

Crewleader (Parks)

312

2.00

$42,714

Crewleader (Sol Wst Mgmt)

312

5.00

$42,714

$53,393

$64,071

Crewleader (Streets)

312

4.00

$42,714

$53,393

$64,071

Crisis Intervention Specialist

314

2.00

$47,092

$58,865

$70,638

Custodian

302

4.00

$26,223

$32,779

$39,335

Custodian, Lead

305

2.00

$30,356

$37,945

$45,534

Customer Svc Representative

307

14.50

$33,468

$41,835

$50,202

Customer Svc Representative Sr

309

3.00

$36,899

$46,124

$55,349

CVB Representative

0.50
1.00

$30,356
$80,544

$37,945

Data Architect

305
325

$100,680

$45,534
$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 Info 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 Court Administrator

321

1.00

$66,264

$82,830

$99,396

Deputy Director, Parks & Rec

326

1.00

$84,571

$105,714

$126,857

Deputy Director, Public Works

328

1.00

$93,239

$116,549

$139,859

Deputy Director, Transportatio

328

1.00

$93,239

$116,549

$139,859

Deputy Director, Water Service

328

4.00

$93,239

$116,549

$139,859

Negotiated

$53,393
$53,393

Range Max

Negotiated

$64,071
$64,071

Deputy Fire Chief (40 hrs)

327

0.00

$88,799

$110,999

$133,199

Deputy Fire Chief (52 hrs)

327

7.00

$88,799

$110,999

$133,199

Development Plans Tech

310

2.00

$38,743

$48,429

$58,115

Development Srvcs Rep

310

2.00

$38,743

$48,429

$58,115

Digital Content Prgm Manager

318

1.00

$57,241

$71,551

$85,862

Director, Budget and Finance

347
347

1.00
1.00

$113,333
$113,333

$141,666

Director, Community Services

$141,666

$170,000
$170,000

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, HR & Risk Mgmt

347

1.00

$113,333

$141,666

$170,000

Director, Planning

330

1.00

$101,768

$127,210

$152,652

Director, Pub Facil & Events

347

1.00

$113,333

$141,666

$170,000

Director, Public Affairs

347

1.00

$113,333

$141,666

$170,000

Director, Public Works

348

1.00

$118,999

$148,749

$178,499

____________________________________________________________________________________
412

ANNUAL BUDGET
SCHEDULE SEVEN
____________________________________________________________________________________
Fiscal Year
2017-2018
Salary Ranges

Position Description

Grade

# of FTE's

Range Min

Range Mid

Range Max

Director, Water Services

348

1.00

$118,999

$148,749

$178,499

Dispatcher/Router

305

5.50

$30,356

$37,945

$45,534

Economic Dev Program Mgr

320

1.00

$63,108

$78,885

$94,662

Economic Development Officer

325

2.00

$80,544

$100,680

$120,816

Economic Development Spec

317

1.00

$54,515

$68,144

$81,773

Emergency Management Analyst

318

1.00

$57,241

$71,551

$85,862

Emergency Srvcs Coord

319

1.00

$60,103

$75,129

$90,155

Engineering Inspector

315

7.00

$49,446

$61,808

$74,169

Engineering Inspector, Sr.

316

4.00

$51,919

$64,899

$77,879

Engineering Project Mgr

321

5.00

$66,264

$82,830

$99,396

Environmental Program Mgr

322

3.00

$69,576

$86,970

$104,364

Equipment Mechanic

308

3.00

$35,141

$43,926

$52,712

Equipment Mechanic Spec

313

16.00

$44,850

$56,063

$67,275

Equipment Mechanic Spec Sr

315

2.00

$49,446

$61,808

$74,169

Equipment Mechanic, Sr.

310

6.00

$38,743

$48,429

$58,115

Equipment Operator (Streets)

309

1.00

$36,899

$46,124

$55,349

Equipment Operator (SWM)

309

55.00

$36,899

$46,124

$55,349

Exec Asst toCity Mgr

319

1.00

$60,103

$75,129

$90,155

Executive Assistant

310

2.00

$38,743

$48,429

$58,115

Fire Battalion Chief (40 Hrs)

326

2.00

$84,571

$105,714

$126,857

Fire Battalion Chief (52 Hrs)

326

6.00

$84,571

$105,714

$126,857

Fire Chief

1.00
1.00

$124,950
$54,515

$156,188

Fire Data Project Manager

349
317

$68,144

$187,425
$81,773

Fire Dept Staff Counselor

314

1.00

$47,092

$58,865

$70,638

Fire Ed & Comm Outreach Coord

1.00
1.00

$49,446
$54,515

$61,808

Fire EMS Coordinator

315
317

$68,144

$74,169
$81,773

Fire Fighter Trainee

130

0.00

$42,043

$42,043

$42,043

Fire Inspector

311

3.00

$40,680

$50,850

$61,020

Fire Inspector, Sr.

316

4.00

$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 Maint Mechanic

312

4.00

$42,714

$53,393

$64,071

Industrial Maintenance Mech Sr

314

4.00

$47,092

$58,865

$70,638

Info Technology Project Mgr

325

2.00

$80,544

$100,680

$120,816

____________________________________________________________________________________
413

ANNUAL BUDGET
SCHEDULE SEVEN
____________________________________________________________________________________
Fiscal Year
2017-2018
Salary Ranges

Position Description

Grade

# of FTE's

Range Min

Range Mid

Instrumentation Technician

314

3.00

$47,092

$58,865

$70,638

Instrumentation Technician, Sr

315

5.00

$49,446

$61,808

$74,169

Intergovernmental Coordinator

318

1.00

$57,241

$71,551

$85,862

ITS Technician

315

2.00

$49,446

$61,808

$74,169

Judicial Projects Coordinator

321

0.00

$66,264

$82,830

$99,396

Laboratory Technician

310

2.00

$38,743

$48,429

$58,115

Laboratory Technician, Lead

311

1.00

$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 Gard/Horticulturist

310

1.00

$38,743

$48,429

$58,115

Legal Assistant

311

3.00

$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

2.00

$40,680

$50,850

$61,020

Management Analyst

316

4.00

$51,919

$64,899

$77,879

Management Assistant

312

22.75

$42,714

$53,393

$64,071

Manager, Customer Service

322

1.00

$69,576

$86,970

$104,364

Manager, Detention & Fleet Svc

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 Svcs

320

1.00

$63,108

$78,885

$94,662

Manager, Tax & License

322

1.00

$69,576

$86,970

$104,364

Mayor

501

1.00

$48,000

Media Production Specialist

314

4.50

$47,092

$58,865

$70,638

Mgmt Asst to the City Attorney

317

1.00

$54,515

$68,144

$81,773

Mktng & Communication Prog Mgr

316

3.00

$51,919

$64,899

$77,879

Neighborhood Srvcs Prog Mgr

318

1.00

$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

1.00

$31,874

$39,843

$47,811

Payroll Specialist

309

2.00

$36,899

$46,124

$55,349

PC Operator

306

2.00

$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

National Sales Manager

316

1.00

$51,919

$64,899

$77,879

Plans Examiner

316

2.00

$51,919

$64,899

$77,879

Plans Examiner, Sr.

319

1.00

$60,103

$75,129

$90,155

Playground Equip Srvc Worker

309

2.00

$36,899

$46,124

$55,349

Police Aide

307

0.00

$33,468

$41,835

$50,202

$48,000

Range Max

$48,000

____________________________________________________________________________________
414

ANNUAL BUDGET
SCHEDULE SEVEN
____________________________________________________________________________________
Fiscal Year
2017-2018
Salary Ranges

Position Description

Grade

# of FTE's

Range Min

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 Comm Specialist

311

30.50

$40,680

$50,850

$61,020

Police Comm System Tech

313

1.00

$44,850

$56,063

$67,275

Police Commander

328

5.00

$93,239

$116,549

$139,859

Police Communication Sys Spec

315

1.00

$49,446

$61,808

$74,169

Police Community Srvcs Officer

308

6.00

$35,141

$43,926

$52,712

Police Crime Prevention Spec

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

5.00

$42,714

$53,393

$64,071

Police Lieutenant

326

18.00

$84,571

$105,714

$126,857

Police Officer Trainee

210

0.00

$49,026

$49,026

$49,026

Police Personnel Specialist

312

1.00

315

2.00

$42,714
$49,446

$53,393

Police Plan & Research Analyst

$61,808

$64,071
$74,169

Police Property/Evid Spec

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

$56,063

$67,275

Presiding City Judge

507

1.00

Negotiated

Negotiated

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

7.00

$76,709

$95,886

$115,064

Pub Fac Rec & SE Prgrm Mgr

318

1.00

$57,241

$71,551

$85,862

Public Information Prog Mgr

321

0.00

$66,264

$82,830

$99,396

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 Svc Representative Lead

313

1.00

$44,850

$56,063

$67,275

Public Works Program Manager

318

1.00

$57,241

$71,551

$85,862

Real Estate Project Manager

321

1.00

$66,264

$82,830

$99,396

Records Coordinator

305

1.00

$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 (Streets)

308
308

11.00

$35,141
$35,141

$43,926

$52,712
$52,712

Service Worker (SWM)

2.00

Range Mid

$43,926

Range Max

____________________________________________________________________________________
415

ANNUAL BUDGET
SCHEDULE SEVEN
____________________________________________________________________________________
Fiscal Year
2017-2018
Salary Ranges

Position Description

Grade

# of FTE's

Range Min

Range Mid

Range Max

Service Worker, Sr (SWM)

310

1.00

$38,743

$48,429

$58,115

Service Worker, Sr.

310

1.00

$38,743

$48,429

$58,115

Service Worker, Sr. (BldgMain)

310

1.00

$38,743

$48,429

$58,115

Service Worker, Sr. (Parks)

4.00
7.00

$38,743
$38,743

$48,429

Service Worker, Sr. (Streets)

310
310

$48,429

$58,115
$58,115

Shop Maintenance Coordinator

314

1.00

$47,092

$58,865

$70,638

Solid Waste Mgmt Inspector

309

5.00

$36,899

$46,124

$55,349

Solid Waste Routing Specialist

313

1.00

$44,850

$56,063

$67,275

Solid Waste Services Rep

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 Mgt

323

1.00

$73,056

$91,320

$109,584

Superintendent, Facilities Mgt

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, Streets

323

1.00

$73,056

$91,320

$109,584

Supervisor, Admin Support

316

4.00

$51,919

$64,899

$77,879

Supervisor, Airport Operations

315

1.00

$49,446

$61,808

$74,169

Supervisor, Court

316

3.00

$51,919

$64,899

$77,879

Supervisor, Customer Service

316

4.00

$51,919

$64,899

$77,879

Supervisor, Engineering Suppt

315

1.00

$49,446

$61,808

$74,169

Supervisor, Fleet

316

2.00

$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, 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, Park Rangers

316

1.00

$51,919

$64,899

$77,879

Supervisor, Payroll

317

1.00

$54,515

$68,144

$81,773

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, 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 Mgmt

316

2.00

$51,919

$64,899

$77,879

Supervisor, Streets

316

1.00

$51,919

$64,899

$77,879

Supervisor, Support Services

315

9.00

$49,446

$61,808

$74,169

Supervisor, Tax and Licensing

318

1.00

$57,241

$71,551

$85,862

Supervisor, Traffic Engr

316

2.00

$51,919

$64,899

$77,879

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

____________________________________________________________________________________
416

ANNUAL BUDGET
SCHEDULE SEVEN
____________________________________________________________________________________
Fiscal Year
2017-2018
Salary Ranges

Position Description

Grade

# of FTE's

Range Min

Range Mid

Supervisor, Water Services

319

10.00

$60,103

$75,129

$90,155

Supt, Solid Waste Mgmt

323

1.00

$73,056

$91,320

$109,584

Supt, Transit Operations

321

1.00

$66,264

$82,830

$99,396

Supt, Water Svcs Ops/Maint

324

5.00

$76,709

$95,886

$115,064

Supv Building Maintenance

316

2.00

$51,919

$64,899

$77,879

Supv, Building Inspection

320

4.00

$63,108

$78,885

$94,662

Supv, Development Services

315

1.00

$49,446

$61,808

$74,169

Supv, Enterprise Asset Mgmt

320

1.00

$63,108

$78,885

$94,662

Supv, Fleet Acquisition & Bill

316

1.00

$51,919

$64,899

$77,879

Supv, Intelligent Transp Sys

319

1.00

$60,103

$75,129

$90,155

Supv, Police Communications

315

5.00

$49,446

$61,808

$74,169

Supv, Revitalization Grants

318

1.00

$57,241

$71,551

$85,862

SWM Inspector, Lead

312

1.00

$42,714

$53,393

$64,071

System Administrator

319

4.00

$60,103

$75,129

$90,155

Systems Administrator, Sr

320

2.00

$63,108

$78,885

$94,662

Systems Analyst

321

7.00

$66,264

$82,830

$99,396

Systems Analyst, Sr

322

2.00

$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 Mgr

315

1.00

$49,446

$61,808

$74,169

Traffic Engineering Spec

315

1.00

$49,446

$61,808

$74,169

Traffic Engineering Spec, Sr

316

0.00

$51,919

$64,899

$77,879

Traffic Engineering Technician

313

2.00

$44,850

$56,063

$67,275

Traffic Ops Electronic Tech

313

1.00

$44,850

$56,063

$67,275

Traffic Signal Tech, Sr

312

3.00

$42,714

$53,393

$64,071

Traffic Signal Technician

310

1.00

$38,743

$48,429

$58,115

Transit Coordinator

310

1.00

$38,743

$48,429

$58,115

Transit Oper

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

Victim Assistance Caseworker

314

6.00

$47,092

$58,865

$70,638

Water Services Representative

308

10.00

$35,141

$43,926

$52,712

Water Conservation Spec

315

2.00

$49,446

$61,808

$74,169

Water Control Room Oper, Lead

315

0.00

$49,446

$61,808

$74,169

Water Control Room Operator

313

6.00

$44,850

$56,063

$67,275

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 Coord

319

1.00

$60,103

$75,129

$90,155

Water Reclam Fac Oper, Lead

315

2.00

$49,446

$61,808

$74,169

$34,000

Range Max

$34,000

____________________________________________________________________________________
417

ANNUAL BUDGET
SCHEDULE SEVEN
____________________________________________________________________________________
Fiscal Year
2017-2018
Salary Ranges

Position Description

Grade

# of FTE's

Range Min

Water Reclam Fac Oper, Sr

313

15.00

$44,850

$56,063

$67,275

Water Services Plant Operator

311

1.00

$40,680

$50,850

$61,020

Water Srvcs Data Coordinator

318

2.00

$57,241

$71,551

$85,862

Water Srvcs Process Ops Mgr

323

1.00

$73,056

$91,320

$109,584

Water Srvcs Sys Tech, Lead

312

6.00

$42,714

$53,393

$64,071

Water Srvcs Sys Tech, Sr

310

16.00

$38,743

$48,429

$58,115

Water Srvcs Sys Technician

307

25.00

$33,468

$41,835

$50,202

Water Svc Representative, Lead

312

2.00

$42,714

$53,393

$64,071

TOTAL NON-REPRESENTED STAFF

Range Mid

Range Max

1150.25

POLICE REPRESENTED STAFF
Police Officer Step 1

211

27.00

$55,116

$55,116

$55,116

Police Officer Step 2

211

29.00

$57,872

$57,872

$57,872

Police Officer Step 3

211

25.00

$60,765

$60,765

$60,765

Police Officer Step 4

211

9.00

$63,804

$63,804

$63,804

Police Officer Step 5

211

6.00

$66,904

$66,904

$66,904

Police Officer Step 6

211

57.00

$70,344

$70,344

$70,344

Police Officer Step 7

211

21.00

$73,861

$73,861

$73,861

Police Officer Step 8

211

171.00

$77,554

$77,554

$77,554

Police Sergeant Step 1

213

1.00

$85,309

$85,309

$85,309

Police Sergeant Step 2

213

3.00

$89,575

$89,575

$89,575

Police Sergeant Step 3

213

53.00

$91,054

$91,054

$91,054

TOTAL POLICE REPRESENTED STAFF:

402.00

FIRE REPRESENTED STAFF
Fire Fighter (52 Hrs) Step 1

131

0.00

$44,146

$44,146

$44,146

Fire Fighter (52 Hrs) Step 2

131

14.00

$46,353

$46,353

$46,353

Fire Fighter (52 Hrs) Step 3

131

8.00

$48,670

$48,670

$48,670

Fire Fighter (52 Hrs) Step 4

131

18.00

$51,103

$51,103

$51,103

Fire Fighter (52 Hrs) Step 5

131

0.00

$53,659

$53,659

$53,659

Fire Fighter (52 Hrs) Step 6

131

7.00

$56,342

$56,342

$56,342

Fire Fighter (52 Hrs) Step 7

131

1.00

$59,159

$59,159

$59,159

Fire Fighter (52 Hrs) Step 8

131

2.00

$62,117

$62,117

$62,117

Fire Fighter (52 Hrs) Step 9

131

75.00

$65,223

$65,223

$65,223

Fire Engineer (52 Hrs) Step 9

132

50.00

$71,908

$71,908

$71,908

Fire Captain (52 Hrs) Step 9

137

57.00

$85,324

$85,324

$85,324

Fire Captain (40 Hrs) Step 9

137

1.00

$85,324

$85,324

$85,324

TOTAL FIRE REPRESENTED STAFF

233.00

GRAND TOTAL

1785.25

____________________________________________________________________________________
418

ANNUAL BUDGET
SCHEDULE EIGHT
________________________________________________________________________________________________
Fiscal Year 2017-2018
Debt Service

Original
Issue

Bond Description

Outstanding
Principal
7/1/2017

FY19-18
Principal

FY19-18
Interest

FY17-18
Fees

Total
Requirements

MPC Tax Funded Debt (Fund 1940)
Existing
MPC Bonds - Series 2003B - Taxable

97,040,000

1,480,000

82,584

5,000

87,584

MPC Bonds - Series 2008A

32,315,000

1,465,000

1,465,000

-

58,600

5,000

1,528,600

MPC Bonds - Series 2008B - Taxable

52,780,000

44,570,000

1,575,000

2,721,809

5,000

4,301,809

MPC Bonds - Series 2012A*

8,665,000

6,490,000

1,950,000

253,050

5,000

2,208,050

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

283,515,000

4,990,000

13,960,235

30,000

18,980,235

Excise Tax Debt Bonds - Series 2015A*

114,130,000

100,430,000

1,115,000

5,021,500

5,000

6,141,500

Excise Tax Debt Bonds - Series 2015B

13,700,000

13,700,000

-

544,271

5,000

Excise Tax Debt Bonds - Series 2016*

33,830,000

33,830,000

-

1,349,750

-

1,349,750

161,660,000

147,960,000

1,115,000

6,915,521

10,000

8,040,521

General Obligation Bonds - Series 2003

66,400,000

4,335,000

4,335,000

86,700

75,605

4,497,305

General Obligation Bonds - Series 2007

61,000,000

4,485,000

4,485,000

224,250

69,456

4,778,706

General Obligation Bonds - Series 2009B

41,650,000

31,355,000

1,970,000

1,618,125

47,424

3,635,549

General Obligation Bonds - Series 2010

38,300,000

16,930,000

2,100,000

812,800

43,609

2,956,409

General Obligation Bond - Series 2015

39,490,000

35,610,000

1,100,000

1,497,750

44,964

2,642,714

General Obligation Bond - Series 2016A

25,687,939

16,705,000

548,625

29,249

577,874

General Obligation Bond - Series 2016B

12,903,178

10,580,000

820,000

280,067

14,692

1,114,759

285,431,117

120,000,000

14,810,000

5,068,317

325,000

20,203,317

3,070,000

MPC Bonds - Series 2012D* - Taxable
MPC Tax Funded Debt Total
Excise Tax Funded Debt (Fund 1950)
Existing

Excise Tax Funded Debt Total

549,271

Property Tax Funded Debt (Fund 1900)
Existing

Property Tax Funded Debt Total

-

Water & Sewer Revenue Funded Debt (Fund 2380)
Existing
Subordinate Lien W&S Rev Bonds - Series 2008

65,500,000

3,070,000

Subordinate Lien W&S Rev Bonds - Series 2010

25,685,000

25,685,000

122,800

5,000

3,197,800

1,638,858

5,000

Senior Lien W&S Bonds - Series 2012*

77,635,000

62,515,000

1,643,858

4,875,000

2,978,050

5,000

Senior Lien W&S Bonds - Series 2015*

121,245,000

7,858,050

121,245,000

4,835,000

5,120,525

5,000

9,960,525

290,065,000

212,515,000

12,780,000

9,860,233

20,000

22,660,233

Transp Sales Tax Obligations Bond - Series 2007

109,110,000

18,725,000

3,730,000

821,350

Transp Sales Tax Obligations Bond - Series 2015*

55,340,000

55,340,000

164,450,000

74,065,000

Water & Sewer Revenue Funded Debt Total

-

Transp. Sales Tax Rev Funded Debt (Fund 1970)
Existing

Transportation Sales Tax Funded Debt Total

3,730,000

5,000

4,556,350

2,595,150

-

2,595,150

3,416,500

5,000

7,151,500
-

Total Debt Service Payments (All Funds)

$ 1,332,281,117

$ 838,055,000

$ 37,425,000

39,220,806 $ 390,000 $

77,035,806

* Refunding

________________________________________________________________________________________________
419

ANNUAL BUDGET
SCHEDULE NINE
____________________________________________________________________________________
Fiscal Year 2017-2018
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

$2,962

$230

-

$17,784

$2,830

Council Office
Barrel District

$585

$58

-

$3,283

-

Cactus District

$598

$58

-

$3,283

-

Cholla District

$598

$58

-

$3,283

-

Council Office

$2,904

$288

-

$28,044

$7,357

Ocotillo District

$584

$58

-

$3,283

-

Sahuaro District

$609

$58

-

$3,283

-

Yucca District

$584

$58

-

$3,283

-

$4,354

$403

-

$31,121

$7,357

City Manager
City Manager

$20,290

$288

-

$21,648

$4,528

City Auditor
City Auditor

$1,662

$40

-

$8,310

$1,698

Public Affairs
Cable Communications

$3,220

$875

-

$258,392

$23,204

$7,418

$633

-

$39,602

$1,698

City Court
City Court

$26,564

$3,068

-

$239,509

$31,693

City Attorney
City Attorney

$17,094

$1,356

-

$112,104

$19,808

City Clerk
City Clerk

Public Affairs Admin

Community Services
CAP Local Match
Comm. Services Admin.
Community Revitalization
Library
neighborhood Services

-

-

-

$8,721

$8,489

$866

$84

-

$5,027

$566

$1,426

$78

-

$17,032

$6,791

$78,202

$3,490

-

$292,922

$75,837

$828

-

-

$3,864

$2,264

Human Resources
Benefits

$3,004

$288

-

$16,415

-

Compensation

$1,174

$115

-

$6,566

-

Employee Relations

$1,773

$173

-

$9,849

-

Employment Services

$1,976

$173

-

$9,849

-

Human Resources Administration

$2,029

$173

-

$31,362

$14,715

$685

$58

-

$3,283

-

Organizational Development

____________________________________________________________________________________
420

ANNUAL BUDGET
SCHEDULE NINE
____________________________________________________________________________________
Fiscal Year 2017-2018
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
Accounting Services
Budget & Research
Finance Administration
Grants Administration

Workers'
Technology
Insurance Compensation
Projects

Technology

Telephone

$7,432

$536

-

$42,679

-

$1,440

$115

-

$8,892

$1,698

$44,759

$213

-

$32,695

$13,017

$713

$58

-

$3,864

$566

License/Collection

$7,102

$463

-

$90,124

$6,791

Materials Management

$3,071

$288

-

$19,904

$1,698

Non-Departmental
Fund 1000 Non-Dept

-

-

$354,764

Police Department
Crime Investigations

-

-

$212,605

$67,269

-

$315,170

-

Foothills Patrol Bureau

$308,129

$102,233

-

$430,076

-

Gateway Patrol

$607,891

$101,372

-

$423,510

-

$1,730

$58

-

$3,283

$1,132

PD - Arena Event Staffing
PD - CBRanch Event Staffing

$76

$6

-

PD - Communications

$22,867

$2,459

-

$119,830

-

PD - Detention

$17,122

$9,535

-

$62,377

-

$548

$212

-

PD - Fiscal Management

$20,510

-

-

$217,186

PD - Special Operations

$162,456

$38,914

-

$168,597

-

$4,239

$1,997

-

$6,566

$1,132

$549

$58

-

$3,283

-

$28,668

$9,295

-

$62,959

-

PD - Fiesta Bowl Event

PD - Stadium Event Staffing

PD - Tow Administration
Police Administration
Police Personnel Management

-

-

-

$256,375

$14,083

$2,525

-

$16,415

-

$308,464

$5,200

-

$173,733

-

$16,745

$13,654

-

$55,811

-

$344

-

-

-

-

CBRanch - Fire Event Staffing

$139

-

-

-

-

Fire - Fiesta Bowl Event

$153

-

-

-

-

Fire Administration

$89,373

$8,379

-

$53,110

-

Fire Marshal's Office

$6,426

$9,383

-

$32,830

-

$183,961

$312,941

-

$722,265

-

$60,562

$3,611

-

$161,298

$132,432

$2,427

$1,544

-

$56,945

-

$114

-

-

$5,155

$7,201

-

Police Support Services
Training

Fire Department
Arena - Fire Event Staffing

Fire Operations
Fire Resource Management
Fire-Emergency Mgmt
Glendale Health Center
LA Services

$19,698

-

____________________________________________________________________________________
421

ANNUAL BUDGET
SCHEDULE NINE
____________________________________________________________________________________
Fiscal Year 2017-2018
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

Air Med & Logistics Ops
Air-Med & Logistics Ops (HALO)

$4,308

$4,344

-

$13,132

-

Public Fac, Rec & Events
Adult Center

$1,643

$1,292

-

$21,683

-

Aquatics Rose Lane & Splash Pa

$2,146

$3,250

-

$10,430

-

Audio/Visual/Support Services

$2,826

$2,964

-

$13,132

-

-

$12

-

City Sales Tax - Bed Tax

$1,584

$1,350

-

$12,859

$3,962

City-Wide Special Events

$2,643

$246

-

$17,202

$2,264

Civic Center

$3,206

$807

-

$14,500

$9,055

-

$26

-

Foothills Recreation Center

$6,018

$5,128

-

Glendale CVB - Bed Tax

$1,037

$326

-

-

-

Glitter and Glow

-

$21

-

-

-

Glitter Spectacular

-

$26

-

-

-

-

-

Chocolate Affaire

December Weekends

Historic Sahuaro Ranch

-

-

-

$14,715

$30,575

-

$217

-

Park Rangers

$1,707

$2,244

-

$6,566

-

Parks & Recreation Admin.

$3,468

$345

-

$24,350

$7,923

$72,776

$17,351

-

$79,991

$6,225

$26,470

$20,940

Parks Maintenance
Recreation Admin & Events

$5,216

$2,126

-

Special Events Permitting

-

$265

-

-

-

Sports and Health

-

$451

-

-

-

Youth and Teen

$1,204

$1,875

-

$6,566

-

Building Safety
Building Safety

$21,442

$13,434

-

$147,022

$10,753

Planning
Mapping and Records

$621

$58

-

$5,609

-

Planning Administration

$6,219

$518

-

$42,920

$4,528

Economic Development
Economic Development

$4,309

$345

-

$24,931

$5,094

$15,534

$1,326

-

$58,172

$10,187

$37

-

-

$6,646

$1,033

-

$3,864

$1,132

CIP Administration

$27,561

$173

-

$9,849

-

Construction Inspection

$14,026

$19,341

-

$32,660

-

Custodial Services

$10,072

$4,461

-

$23,768

-

Code Compliance
Code Compliance

Public Works
Arena - Transportation Ops.
Cemetery

-

-

____________________________________________________________________________________
422

ANNUAL BUDGET
SCHEDULE NINE
____________________________________________________________________________________
Fiscal Year 2017-2018
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
Engineering Administration

$3,823

$379

-

$26,094

$7,923

Facilities Management

$21,298

$11,585

-

$36,900

$12,451

$768

$58

-

$7,353

$17,544

Field Operations Admin.
Graffiti Removal

$28

-

-

$708

$58

-

$1,962

-

-

-

-

$353

-

-

-

-

$2,567,031

$809,115

$354,764

$5,184,664

$758,372

$955

$90

-

$3,283

-

$955

$90

-

$3,283

-

$1,809

$1,118

-

$6,566

-

Court Time Payments

$981

$101

-

$6,327

-

Fill the Gap

$141

$107

-

$2,931

$1,326

-

Land Development Division
Stadium - Transportation Ops.

Transp - Fiesta Bowl Event

Total General Fund

-

-

$3,864

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

$12,893

-

1310 - Neighbor hood Stabilization Pgm
Community Services
NSP Programs

Total Neighborhood Stabilizatio

$68

-

-

-

-

$68

-

-

-

-

1320 - C.D.B.G. Fund
Community Services
CDBG Programs

$11,472

$504

-

$28,726

-

$11,472

$504

-

$28,726

-

$2,856

$5,510

-

$6,566

-

$3,327

$5,682

-

$20,485

-

Right-of-Way Maintenance

$53,441

$33,774

-

$49,451

-

Signs & Markings

$10,444

$11,019

-

$15,458

-

$6,943

$92

-

$3,283

-

$204,533

$16,617

$13,600

$27,838

-

Total C.D.B.G. Fund

1340 - Highway User Gas Tax Fund
Public Works
Graffiti Removal - ROW
Pavement Management

Street Light Management
Street Maintenance

____________________________________________________________________________________
423

ANNUAL BUDGET
SCHEDULE NINE
____________________________________________________________________________________
Fiscal Year 2017-2018
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
Traffic Design and Development

Workers'
Technology
Insurance Compensation
Projects

Technology

Telephone

$2,974

$2,870

-

$11,012

-

Traffic Signals

$25,077

$16,529

-

$22,024

-

Traffic Studies

$2,471

$115

-

$10,055

-

Transportation Administration

$645

$58

-

$5,609

$11,885

Total Highway User Gas Tax F

$312,711

$92,266

$13,600

$171,781

$11,885

$19,227

-

$119,832

$10,753

1660 - Tr anspor tation Sales Tax Fund
Public Works
Dial-A-Ride

$138,184

Fixed Route

$16,988

$351

-

Intelligent Transportation Sys

$5,898

$5,625

-

$27,086

$2,830

Traffic Mitigation

$1,803

$115

-

$7,147

-

Transit Management

$1,942

$173

-

$9,849

-

Transportation Education

$2,011

$179

-

$4,446

-

Transportation Program Mgmt

$5,853

$518

$15,865

$82,189

-

Total Transportation Sales Tax

$172,679

$26,188

$15,865

$250,549

$13,583

$36,452

$6,080

-

$23,187

$3,396

$36,452

$6,080

-

$23,187

$3,396

$2,650

$259

-

$14,774

-

$804

$58

-

$3,283

-

$3,454

$317

-

$18,057

-

$4,784

$8,032

-

$32,830

-

$4,194

$5,622

-

$22,981

-

Victim Rights - PD

$595

$58

-

$3,283

-

VOCA

$678

$244

-

$3,283

-

$6,247

$21,430

-

$49,245

-

$16,498

$35,386

-

$111,622

-

-

-

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

Fire Department
2013 Safer Grant

Total Grants Fund

____________________________________________________________________________________
424

ANNUAL BUDGET
SCHEDULE NINE
____________________________________________________________________________________
Fiscal Year 2017-2018
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

$584

$58

-

$3,283

-

Total RICO Funds

$584

$58

-

$3,283

-

1885 - Par ks & Recr eation Designated
Public Fac, Rec & Events
Elsie McCarthy Pk. Maint

-

$28

-

-

-

Total Parks & Recreation Desig

-

$28

-

-

-

Budget and Finance
Customer Service Office

$24,699

$1,660

-

$121,850

$26,600

Water Services
Arrowhead WRF

2360 - Water and Sewer Fund

$13,881

$6,245

-

$28,008

$13,583

Environmental Resources

$4,557

$288

-

$16,997

$13,017

Information Management

$7,623

$805

-

$238,485

-

Materials Control Warehouse

$3,434

$180

-

$7,490

Operating Administration

$1,319

$58

-

$3,283

$164

-

-

$10,406

$5,465

-

$22,981

-

$5,371

$3,418

-

$22,981

-

$36,113

Property Management
Public Service Representatives
System Security

Water Quality

-

-

$9,854

$6,180

-

Water Services Administration

$14,138

$806

$63,456

$46,544

$144,317

West Area WRF

$18,663

$8,702

-

$43,842

$12,451

$114,109

$33,807

$63,456

$588,574

$209,968

$1,638

$1,202

-

$8,071

Total Water and Sewer Fund

-

2400 - Water Fund
Building Safety
Cross Connection Control
Water Services
Central System Control

-

$9,316

$5,465

-

$22,981

-

Central System Maintenance

$13,978

$13,624

-

$53,110

-

Cholla Treatment Plant

$11,872

$5,465

-

$22,981

$13,583

Customer Service - Field

$20,700

$10,392

-

$45,962

-

Irrigation

$533

$80

-

-

-

Oasis Groundwater WTP

$897

-

-

-

-

Oasis Surface WTP

$16,142

$8,620

-

$37,276

-

Pyramid Peak WTP

$12,519

$7,026

-

$29,547

$11,885

____________________________________________________________________________________
425

ANNUAL BUDGET
SCHEDULE NINE
____________________________________________________________________________________
Fiscal Year 2017-2018
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
Raw Water Usage

Workers'
Technology
Insurance Compensation
Projects

Technology

Telephone

-

-

$10,392

-

-

Water Conservation

$2,837

$411

-

$13,919

Water Distribution

$82,813

$25,814

-

$111,623

$6,791

$183,637

$78,099

-

$345,470

$32,259

$248

-

-

Pretreatment Program

$8,523

$3,903

-

SROG - 91st Ave WWTP

$8,787

-

-

Storm Water

$8,705

$3,903

-

$16,997

-

$52,661

$11,825

-

$55,811

$5,659

$78,924

$19,631

-

$89,223

$5,659

-

-

$38

Landfill

$31,232

$17,932

$4,627

$62,994

MRF Operations

$15,150

$7,606

$3,371

$29,171

Recycling

$10,027

$10,419

$1,866

$28,420

$2,264

$9,087

$4,444

$1,656

$50,032

$1,698

$65,496

$40,401

$11,558

$170,617

$9,056

$82,322

$61,171

$8,664

$124,960

Residential-Loose Trash Collec

$44,862

$35,199

$3,923

$65,660

Sanitation Frontload

$39,205

$20,289

$4,247

$44,629

Solid Waste Roll-off

$3,833

$1,736

$1,790

$3,283

Total Solid Waste Fund

$170,222

$118,395

$18,624

$238,532

$21,295

$6,975

-

$92,747

$13,583

$21,295

$6,975

-

$92,747

$13,583

$1,464

-

$11,799

$15,847

Total Water Fund

-

2420 - Sewer Fund
Water Services
99th Avenue Interceptor

Wastewater Collection

Total Sewer Fund

-

-

$16,415
-

-

2440 - Landfill Fund
Public Works
Gas Management System

Solid Waste Admin

Total Landfill Fund

-

$5,094
-

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

$9,053

____________________________________________________________________________________
426

ANNUAL BUDGET
SCHEDULE NINE
____________________________________________________________________________________
Fiscal Year 2017-2018
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

$8,929

$3,030

-

$118,746

$28,297

Public Works
PS Training Ops - Fac. Mgmt.

$4,832

$1,819

-

$6,566

$15,281

$22,814

$6,313

-

$137,111

$59,425

$1,296

$115

-

-

-

$1,296

$115

-

-

-

$627

$58

-

-

-

$627

$58

-

-

-

Public Works
Fleet Management

$32,469

$22,341

-

Fuel Services

$8,433

-

-

$577

$58

-

$3,283

-

$41,479

$22,399

-

$129,477

$16,413

$26,128

$1,669

-

-

$18,676

$604

$58

-

-

-

Total Technology Fund

$26,732

$1,727

-

-

$18,676

FY 2018 Total Internal
Service Premiums:

$3,851,466

$1,299,278

$477,867

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

Parts Store Operations

Total Fleet Services Fund

$16,413

$126,194
-

-

2591 - Technology Fund
Innovation & Technology
Information Technology
Telephones

$7,599,796

$1,152,275

____________________________________________________________________________________
427

ANNUAL BUDGET
STATE SCHEDULES
Fiscal Year 2017-2018
Table of Contents
____________________________________________________________________________________

Page
Schedule A –
Summary of Estimated Revenues and Expenditures/Expenses

429

Schedule B –
Tax Levy and Tax Rate Information

430

Schedule C –
Revenue Other Than Property Taxes

431

Schedule D –
Other Financing Sources/<Uses> and Interfund Transfers

436

Schedule E –
Expenditures/Expended by Fund

437

Schedule F –
Expenditures/Expended by Department

439

Schedule G –
Full-Time Employee and Personnel Compensation

444

____________________________________________________________________________________
428

429

Schedule A

Actual Expenditures/Expenses**

Fund Balance/Net Position at July 1***

Primary Property Tax Levy

Secondary Property Tax Levy

Estimated Revenues Other than Property Taxes

Other Financing Sources

Other Financing (Uses)

Interfund Transfers In

Interfund Transfers (Out)

Reduction for Amounts Not Available:

2017

2018

2018

2018

2018

2018

2018

2018

2018

2018

E

68,470,464

99,287,448

67,610,547

1,667,272

0

0

102,019,693

63,211,030

45,790,293

76,873,059

54,375,573

59,625,104

0

33,367,256

0

0

570,000

19,807,342

5,880,506

54,667,611

54,667,611

Debt Service Fund

85,070,330

85,070,330

0

36,862,963

0

0

22,348,445

25,858,922

36,888,612

76,828,057

5,735,583

5,735,583

0

0

0

0

26,000

5,709,583

0

5,709,583

2018
672,000,000
672,000,000
249,924,142
422,075,858
568,852,831

2017
693,000,000 $
693,000,000
220,089,427
472,910,573 $
554,464,628 $
$
$

59,592,608

67,396,883

0

2,939,693

0

0

52,789,193

11,667,997

53,358,957

54,843,700

$

192,503,147

235,080,085

24,034,962

24,249,909

0

0

124,597,905

110,267,233

147,270,095

217,691,791

Capital Projects
Enterprise
Internal Service
Fund
Permanent Fund Funds Available
Funds

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

206,252,295

248,697,812

37,453,587

30,012,003

0

0

209,005,827

5,684,486

41,449,083

203,504,668

206,386,199

Special Revenue
Fund

672,000,000

800,893,245

0

0

0

0

129,099,096

129,099,096

0

0

511,357,063

19,807,342

5,684,486

264,044,354

541,480,236

693,000,000

Total All Funds

SCHEDULE A

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).

5/12/2017

*
**
***

Budgeted Expenditures/Expenses

2018

D

D

D

D

C

B

B

E

E

General Fund

FUNDS

The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted.

Total Financial Resources Available

2018

LESS: Amounts for Future Debt Retirement:

Adopted/Adjusted Budgeted Expenditures/Expenses*

2017

Fiscal
Year

S
c
h

City of Glendale
Summary Schedule of Estimated Revenues and Expenditures/Expenses
Fiscal Year 2018

City of Glendale
Tax Levy and Tax Rate Information
Fiscal Year 2018
2017
1. Maximum allowable primary property tax levy.
A.R.S. §42-17051(A)

$

2018

5,732,896

$

5,912,749

5,621,452
19,587,858
25,209,310

$

5,684,486
19,807,342
25,491,828

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

$
$
$
$
$

$

5,565,237
16,002
5,581,239
19,391,979
48,733
19,440,712
25,021,952

5. Property tax rates
A. City/Town tax rate
(1) Primary property tax rate
0.4792
0.4632
(2) Secondary property tax rate
1.6698
1.6140
(3) Total city/town tax rate
2.1490
2.0772
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.

430

Schedule B

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2018
ESTIMATED
REVENUES
2017

SOURCE OF REVENUES

ACTUAL
REVENUES*
2017

ESTIMATED
REVENUES
2018

GENERAL FUND
Local taxes
City Sales Tax
Arena Fees

$

103,449,149
1,249,618

Licenses and permits
Gas/Electric Franchise Fees
Cable Franchise Fees
Building Permits
Fire Department Other Fees
Sales Tax Licenses
Right-of-Way Permits
Fire Dept CD Fees
Liquor Licenses
Planning/Zoning
Bus./Prof. Licenses
Miscellaneous CD Fees
Arena Fees
Engineering Plan Check Revenue
Plan Check Fees
Intergovernmental
State Income Tax
State Shared Sales Tax
Motor Vehicle In-Lieu
Partner Revenue
Arena Fees
Miscellaneous
Charges for services
Internal Charges
Staff & Adm Chargebacks
Arena Fees
Facility Rental Income
Recreation Revenue
Partner Revenue
Audio/Video Rental
Security Revenue
Plan Check Fees
Miscellaneous
Fire Department Other Fees
Right-of-Way Permits
City Property Rental
Engineering Plan Check Revenue
Health Care Revenue
Court Revenue
Camelback Ranch Rev- Fire
Traffic Engineering Plan Check
Equipment Rental

$

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
182,828
9,153
4,137
$

29,376,937
22,601,416
9,329,684

$

350,000

$

103,449,149
1,249,618

$

106,417,818
1,249,618

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
182,828
9,153
4,137

$

2,884,843
1,572,061
1,412,355
1,119,022
771,708
362,824
464,772
188,965
264,470
114,568
160,594
202,058
10,116
4,572

29,376,937
22,601,416
9,329,684

$

30,138,618
22,823,614
10,180,951

350,000

$

350,000

$

9,700,000
920,000
1,986,963
2,213,516

9,700,000
920,000
1,986,963
2,213,516

10,000,000
920,000
2,018,728
2,446,331

25,503
747,940
724,002
490,845
493,047
254,250
332,822
132,404
62,480
56,952
54,065
31,181

25,503
747,940
724,002
490,845
493,047
254,250
332,822
132,404
62,480
56,952
54,065
31,181

28,185
740,517
490,845
493,047
280,992
332,822
149,797
69,051
62,942
59,752
35,046

*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.

431

Schedule C

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2018
ESTIMATED
REVENUES
2017

SOURCE OF REVENUES
Fines and forfeits
Court Revenue
Miscellaneous
Library Fines/Fees

Interest on investments
Interest

ACTUAL
REVENUES*
2017

ESTIMATED
REVENUES
2018

2,753,610
255,278
134,085

2,753,610
255,278
134,085

$

2,784,540
282,128
148,188

420,041

426,431

$

468,507

278,315

278,315

$

278,315

4,436,721
1,004,577
1,003,354
508,040
188,145
135,917

4,789,795
1,004,577
1,003,354
508,040
188,145
135,917

$

4,001,231
233,000
1,003,354
561,476
191,343
150,213

In-lieu property taxes
Contributions
SRP In-Lieu
Miscellaneous
Miscellaneous
Fire Department Other Fees
City Property Rental
Lease Proceeds
Cemetery Revenue
Library Fines/Fees
Other
Total General Fund $

204,821,527

$

205,180,991

$

209,005,827

9,000
300
9,300

$

9,000
300
9,300

$

6,000
480
6,480

7,074,355
210,005
7,284,360

$

7,105,531
247,117
7,352,648

$

14,821,313
669,087
15,490,400

$

14,754,005
626,713
15,380,718

$

14,249,636
9,937,096
1,000,000
15,000
25,201,732

$

14,249,636
9,937,096
1,000,000
15,000
25,201,732

$

SPECIAL REVENUE FUNDS
Public Facilities and Events Funds
Recreation Revenue
Interest

$
$

Community Services Grants
Grants
Miscellaneous

$
$

Other Grants
Grants
Miscellaneous

$
$

Public Safety Funds
City Sales Tax
City Sales Tax - PS .4
State Forfeitures
Federal Forfeitures

$

$

$

$

$

$

$

$

$

$

7,737,071
181,238
7,918,309

15,712,529
626,121
16,338,650

14,748,373
10,284,895
1,000,000
15,000
26,048,268

*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.

432

Schedule C

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2018
ESTIMATED
REVENUES
2017

SOURCE OF REVENUES
Transportation/HURF Funds
City Sales Tax
Grants
Highway User Revenues
Miscellaneous
Airport Fees
Transit Revenue
Interest

$

$

$

25,930,311
7,821,236
15,608,779
289,974
481,860
124,000
140,000
50,396,160

1,644,474
1,644,474

$
$

1,644,474
1,644,474

$
$

393,736
393,736

$

416,700

$

607,437

$

413,700
1,190
414,890

$

416,700

$

607,437

$
$

437,573
437,573

$
$

212,050
212,050

$
$

310,653
310,653

Total Special Revenue Funds $

112,554,928

$

100,624,932

$

102,019,693

$
$

570,000
570,000

$
$

570,000
570,000

$
$

570,000
570,000

Total Debt Service Funds $

570,000

$

570,000

$

570,000

$
$

2,130,480
94,679
2,225,159

$

$

1,681,000
88,146
1,769,146

$

1,303,941
67,804
1,371,745

$

104,151
10,545,000
10,649,151

$

$

20,976,700
20,976,700

Total Capital Projects Funds $

12,418,297

$

2,225,159

$

22,348,445

$
$

26,000
26,000

$
$

27,000
27,000

$
$

26,000
26,000

Total Permanent Funds $

26,000

$

27,000

$

26,000

Fines and forfeits
Court Revenue
Interest
Miscellaneous
Miscellaneous

$

$

25,053,441
6,116,338
14,288,974
15,867,586
481,860
124,000
140,000
62,072,199

$
$
$

ESTIMATED
REVENUES
2018

25,053,441
6,760,018
14,288,974
3,559,017
481,860
124,000
140,000
50,407,310

Charges for services
Partner Revenue

$

ACTUAL
REVENUES*
2017

DEBT SERVICE FUNDS
Miscellaneous

CAPITAL PROJECTS FUNDS
Development Impact Fee Funds
Development Impact Fees
Interest

$

G.O. Bond Funds
Miscellaneous
Bond Proceeds

PERMANENT FUNDS
Cemetery Perpetual Care
Interest

*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.

433

Schedule C

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2018
ESTIMATED
REVENUES
2017

SOURCE OF REVENUES
ENTERPRISE FUNDS
Water/Sewer Funds
Water Revenues
Sewer Revenue
Miscellaneous
Water Development Impact Fees
Sewer Development Impact Fees
Interest
Staff & Adm Chargebacks
City Property Rental
Facility Rental Income

$

ACTUAL
REVENUES*
2017

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

$

$

$

10,683,150
2,817,000
800,000
101,000
115,000
100,500
7,000
14,623,650

$
$

Total Enterprise Funds $

$
Landfill
Tipping Fees
Recycling Sales
Internal Charges
Staff & Adm Chargebacks
Miscellaneous
Other
Interest

$

$
Solid Waste
Residential Sanitiation
Commercial Sanitation Frontload
Commercial Sanitation Rolloff
Miscellaneous
Internal Charges
Miscellaneous Bin Service
Interest

Pub Housing Budget Activities
Grants

$

ESTIMATED
REVENUES
2018

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

$

$

$

10,683,150
2,817,000
800,000
101,000
115,000
100,500
7,000
14,623,650

$

11,380,760
2,831,085
804,000
101,000
115,000
101,003
7,035
15,339,883

15,959,127
15,959,127

$
$

15,959,127
15,959,127

$
$

15,519,078
15,519,078

131,890,496

$

131,890,496

$

124,597,905

$

$

$

$

44,661,750
31,518,875
4,948,274
1,120,000
700,000
253,500
82,000
65,000
6,000
83,355,399

5,272,815
1,581,155
2,728,500
431,000
215,000
109,625
45,450
10,383,545

*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.

434

Schedule C

City of Glendale
Revenues Other Than Property Taxes
Fiscal Year 2018
ESTIMATED
REVENUES
2017

SOURCE OF REVENUES

INTERNAL SERVICE FUNDS
Risk Management Self Insurance
Internal Charges
Security Revenue
Interest
Miscellaneous

$

$
Workers Comp. Self Insurance
Internal Charges
Security Revenue
Interest

$

$
Benefits Trust Fund
City Contributions
Employee Contributions
Retiree Contributions
Miscellaneous
Right-of-Way Permits
Interest

3,058,001
30,000
20,000
100,000
3,208,001

$

2,300,014
30,000
26,000
2,356,014

$

$

$

$

3,058,001
30,000
20,000
100,000
3,208,001

$

2,300,014
30,000
26,000
2,356,014

$

$

$

3,851,466
30,000
20,000
100,000
4,001,466

1,299,278
30,000
26,000
1,355,278

$

$

$

18,083,924
5,946,472
4,825,836
104,552
1,620
780
28,963,184

9,177,762

$

9,177,762

$

9,239,326

$

9,177,762

$

9,177,762

$

9,239,326

$
$

7,219,923
7,219,923

$
$

7,219,923
7,219,923

$
$

8,752,070
8,752,070

$
Total Internal Service Funds $

1,427,225
1,427,225
50,214,545

$
$

1,427,225
1,427,225
50,214,545

$
$
$

477,869
477,869
52,789,193

TOTAL ALL FUNDS $

512,495,793

$

490,733,123

$

511,357,063

Technology
Internal Charges

$

$

15,946,287
5,946,545
4,825,836
104,552
1,620
780
26,825,620

ESTIMATED
REVENUES
2018

15,946,287
5,946,545
4,825,836
104,552
1,620
780
26,825,620

Fleet Services
Internal Charges

$

ACTUAL
REVENUES*
2017

Technology Projects
Internal Charges

*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.

435

Schedule C

City of Glendale
Other Financing Sources/<Uses> and Interfund Transfers
Fiscal Year 2018
OTHER FINANCING
2018
SOURCES
<USES>

FUND
GENERAL FUND
1000 - General
1120 - Vehicle Replacement

INTERFUND TRANSFERS
2018
IN
<OUT>

$

$

$

26,403,268
3,608,735

$

37,453,587

Total General Fund $

$

$

30,012,003

$

37,453,587

$

$

$

17,534,795
23,672,484
17,919,485
8,483,783

$

67,610,547

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
2530 - Training Facility Revenue Fund
Total Special Revenue Funds $
DEBT SERVICE FUNDS
1900 - G.O. Bonds Debt Service
1940 - M.P.C. Debt Service
1950 - Excise Tax Debt Service
1970 - Transportation Debt Service

$

$

$

$

$

147,047
64,299
1,455,926
1,667,272

$
18,180,235
8,040,521
7,146,500

Total Debt Service Funds $

$

$

33,367,256

$

$

$

$

17,534,795
3,097,148
16,231,020

$

Total Capital Projects Funds $

$

$

36,862,963

$

$
Total Permanent Funds $

$
$

$
$

$

$

$

23,060,046
674,772
128,528
386,563

$

23,820,047
214,915

Total Enterprise Funds $

$

$

24,249,909

$

24,034,962

$

$

$

2,939,693

$

Total Internal Service Funds $

$

$

2,939,693

$

TOTAL ALL FUNDS $

$

$

129,099,096

$

CAPITAL PROJECTS FUNDS
2000 - HURF Street Capital Projects
2070 - General Government Capital Projects
2210 - Transportation Capital Projects

PERMANENT FUNDS

ENTERPRISE FUNDS
2360+ - Water/Sewer
2440 - Landfill
2480 - Solid Waste
2500 - Public Housing

INTERNAL SERVICE FUNDS
2593 - Citywide ERP Solution

436

$
$

129,099,096

Schedule D

City of Glendale
Expenditures/Expenses by Fund
Fiscal Year 2018

FUND/DEPARTMENT

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED
2017

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES
2017

GENERAL FUND
Budget and Finance
$
City Attorney
City Auditor
City Clerk
City Court
City Manager
Community Services
Council Districts&Of
Development Services
Economic Development
Fire Services
HR & Risk Mgt
Mayor's Office
Non-Departmental
Police Services
Public Affairs
Public Facilities & Events
Public Works
Contingency
Total General Fund $

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

$

SPECIAL REVENUE FUNDS
City Court
$
Community Services
Fire Services
Misc. Grants
Non-Departmental
Police Services
Public Facilities & Events
Public Works
Contingency
Total Special Revenue Funds $

616,775
8,542,907
5,189,096
3,940,011
200,000
8,679,670
237,895
46,632,222
2,820,000
76,858,576

$

21,311,988
6,925,521

$

DEBT SERVICE FUNDS
General Obligation
$
Excise Tax Bonds
Highway User (HURF)
Municipal Property Corp
Transportation Obligation
Total Debt Service Funds $

19,281,102
7,149,000
54,667,611

ACTUAL
EXPENDITURES/
EXPENSES*
2017
$

4,267,604
3,263,392
375,679
841,880
4,446,913
974,440
6,060,249
968,453
4,981,651
999,682
41,531,890
1,829,625
368,222
20,794,667
84,738,048
2,213,033
11,919,255
12,929,985

$

$

203,504,668

$

$

569,286
7,633,008
4,217,927
397,229
200,000
6,515,075
87,895
26,169,873

$

$

45,790,293

$

$

21,311,988
6,925,521

$

3,000,000

758,454
(3,758,454)
$

23,950
(32,043)

22,576
$

14,483

$

$

437

BUDGETED
EXPENDITURES/
EXPENSES
2018

19,281,102
7,149,000
54,667,611

$

4,859,390
3,392,597
386,430
730,752
4,712,532
895,059
5,564,336
1,094,931
5,388,471
1,125,563
43,413,023
1,873,624
423,101
15,085,275
88,114,762
2,250,448
12,918,234
12,023,767
2,000,000
206,252,295
608,814
9,537,920
6,052,425
6,705,512
200,000
8,513,058
258,877
33,773,858
2,820,000
68,470,464

20,203,317
8,040,521
18,980,235
7,151,500
54,375,573

Schedule E

City of Glendale
Expenditures/Expenses by Fund
Fiscal Year 2018

FUND/DEPARTMENT

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED
2017

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES
2017

ACTUAL
EXPENDITURES/
EXPENSES*
2017

CAPITAL PROJECTS FUNDS
Community Services
$
Economic Development
General Government
Police Services
Public Facilities & Events
Public Works
Contingency
Total Capital Projects Funds $

638,614
16,637,500
9,880,501
2,351,250
1,535,460
38,859,173
6,707,092
76,609,590

$

PERMANENT FUNDS
Contingency
$
Total Permanent Funds $

5,709,583
5,709,583

$
$

$
$

ENTERPRISE FUNDS
Development Services
$
Budget and Finance
Community Services
Public Works
Water Services
Water Services Debt
Contingency
Total Enterprise Funds $

170,642
3,223,804
16,047,175
35,203,126
140,396,061
20,150,983
2,500,000
217,691,791

$

$

$

31,982,104
12,530,935
9,163,611

$

INTERNAL SERVICE FUNDS
HR & Risk Mgt
$
Innovation & Technology
Public Works
City Wide ERP Solution
Contingency
Total Internal Service Funds $
TOTAL ALL FUNDS $

1,400,000
55,076,650
693,000,000

$

$

230,739
2,147
485,965
1,148,565
1,088,646
33,932,550

$

$

36,888,612

$

3,719,453
7,000,000
9,245,940
2,351,250
1,947,169
53,390,544
7,415,974
85,070,330

$
$

5,735,583
5,735,583

170,642
3,223,804
16,047,175
23,793,730
83,883,761
20,150,983

$

$

147,270,095

$

175,051
3,079,149
15,905,641
32,069,094
105,513,979
22,660,233
13,100,000
192,503,147

$

31,982,104
12,297,985
9,078,868

$

(232,950) $
$

53,358,957
541,480,236

$
$

218,467
218,467

(232,950)

$
$

BUDGETED
EXPENDITURES/
EXPENSES
2018

34,210,674
11,280,387
9,239,326
2,862,221
2,000,000
59,592,608
672,000,000

* Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget
was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year.

438

Schedule E

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2018

DEPARTMENT/FUND
City Attorney
City Attorn1000 - General

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

BUDGETED
EXPENDITURES/
EXPENSES

2017

2017

2017

2018

$
City Attorney Total $

3,263,392
3,263,392

$
$

-

$
$

3,263,392
3,263,392

$
$

3,392,597
3,392,597

$
City Auditor Total $

375,679
375,679

$
$

-

$
$

375,679
375,679

$
$

386,430
386,430

$
City Clerk Total $

841,880
841,880

$
$

-

$
$

841,880
841,880

$
$

730,752
730,752

City Court 1000 - General
$
City Court 1240 - Court Security/Bonds
City Court Total $

4,446,913
616,775
5,063,688

$

$

$

$

-

$

4,446,913
569,286
5,016,199

$

4,712,532
608,814
5,321,346

$
City Manager Total $

974,440
974,440

$
$

-

$
$

974,440
974,440

$
$

895,059
895,059

Communit1000 - General
$
Communit1220 - Arts Commission Fund
Communit1300 - Home Grant
Communit1310 - Neighborhood Stabilization Pgm
Communit1311 - Neighborhd Stabilization Pgm3
Communit1320 - C.D.B.G.
Communit1380 - DIF-Library Blds pre SB1525
Communit1500 - DIF-Libraries pre SB1525
Communit1820 - CAP Grant
Communit1830 - Emergency Shelter Grants
Communit1840 - Other Federal and State Grants
Communit2500 - Pub Housing Budget Activities
Community Services Total $
Contingency
Contingency
Contingency
Contingen1000 - General
$
Contingen1340 - Highway User Gas Tax
Contingen1380 - DIF-Library Blds pre SB1525
Contingen1420 - DIF-Fire Protec Fac pre SB1525
Contingen1440 - DIF-Police Faciliti pre SB1525
Contingen1460 - DIF-Citywide Parks pre SB1525
Contingen1500 - DIF-Libraries pre SB1525
Contingen1520 - DIF-Citywide Open Spaces
Contingen1540 - DIF-Parks Dev Zone1 pre SB1525
Contingen1560 - DIF-Parks Dev Zone2 pre SB1525
Contingen1580 - DIF-Parks Dev Zone3 pre SB1525
Contingen1600 - DIF-Roadway Improve pre SB1525
Contingen1620 - DIF-General Government
Contingen1660 - Transportation Sales Tax
Contingen2040 - Public Safety Construction
Contingen2060 - Parks Construction
Contingen2070 - General Gov Capital Projects

6,066,010
919,248
1,674,704
229,443
227,300
3,683,422

$

$

6,060,249
235,399
1,674,704
229,443
227,300
3,683,422
230,739
1,324,798
208,992
48,950
16,047,175
29,971,171

$

5,564,336
1,131,760
1,678,454
227,368
227,300
4,215,127
1,755,029
1,764,424
1,323,919
208,992
525,000
15,905,641
34,527,350

-

$

City Auditor
City Audito1000 - General

City Clerk
City Clerk 1000 - General

City Court

City Manager
City Mana 1000 - General

Community Services

638,614
1,324,798
208,992
275,000
16,047,175
31,294,706

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

81,476

23,950
$

105,426

$

(3,758,454) $

(81,476)

(847,297)
(218,467)

$

-

439

$

2,000,000
720,000
30,814
1,782,298
756,291
106,951
360,919
193,462
64,183
293,497
429
2,844,825
164,188
2,100,000
357,506
71,728
150,000

Schedule F

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2018

DEPARTMENT/FUND
Contingen2130 - Cultural Facility Bond Fund
Contingen2140 - Open Space/Trails Constr-99 Au
Contingen2180 - Flood Control Construction
Contingen2280 - Cemetery Perpetual Care
Contingen2360 - Water and Sewer
Contingen2440 - Landfill
Contingen2480 - Solid Waste
Contingen2540 - Risk Management Self Insurance
Contingen2560 - Workers Comp. Self Insurance
Contingency Total $

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

2017

2017

2017

226,795
75,458
5,709,583
2,000,000
500,000
1,400,000
$

$
Mayor and Council $

968,453
968,453

$
$

Developm 1000 - General
$
$
Developm 2400 - Water
Development Services Total $

4,985,651
170,642
5,156,293

$
$
$

999,682
6,092,500
10,545,000

$

17,637,182

$

4,267,604
20,318,988
20,630,852
3,223,804
5,575,771

$

54,017,019

$

42,560,721
4,302,221
1,749,655
886,875
49,499,472

$

2018

(2,122,410) $

-

$

62,088
176,795
5,735,583
12,000,000
700,000
400,000
1,000,000
1,000,000
33,071,557

-

$
$

968,453
968,453

$
$

1,094,931
1,094,931

-

$
$
$

4,981,651
170,642
5,152,293

$
$
$

5,388,471
175,051
5,563,522

$

999,682
2,666,475
8,808,266
12,474,423

$

1,125,563
7,000,000
668,646
8,794,209

$

4,267,604
20,318,988
20,630,852
3,223,804
5,575,771

$

$

54,017,019

$

$

41,531,890
3,331,052
886,875
45,749,817

$

2,783,284

24,136,675

BUDGETED
EXPENDITURES/
EXPENSES

* Grant Contingency Allocated to Department

Council Office
Council Di1000 - General

Development Services

Economic Development
$
Economic1000 - General
Economic1980 - Streets Constr. - 1999 Auth
Economic2100 - Economic Dev. Constr-1999 Auth
Economic2070 - General Gov Capital Projects
Economic Development Total $

-

$

$

Budget and Finance
$
Budget an1000 - General
Debt Serv1900 - G.O. Bond Debt Service
Debt Serv1940 - M.P.C. Debt Service
Budget an2360 - Water and Sewer
Debt Serv1950 - Excise Tax Debt Service
Budget and Finance
Budget and Finance Total $
Budget and Finance
Fire Services
Budget and Finance
$
Fire Servi1000 - General
Fire Servi1840 - Other Federal and State Grants
Fire Servi2070 - General Gov Capital Projects
Fire Servi2530 - Training Facility Revenue Fund
Fire Servic
Fire Services Total $

-

$

-

440

$

$

4,859,390
20,203,317
18,980,235
3,079,149
8,040,521
55,162,612

43,413,023
5,105,753
1,836,000
946,672
51,301,448

Schedule F

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2018

DEPARTMENT/FUND

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

BUDGETED
EXPENDITURES/
EXPENSES

2017

2017

2017

2018

HR & Risk Mgt
HR & Risk1000 - General
$
HR & Risk2540 - Risk Management Self Insurance
HR & Risk2560 - Workers Comp. Self Insurance
HR & Risk2580 - Benefits Trust Fund
HR & Risk Mgt Total $

1,829,625
2,951,560
2,204,924
26,825,620
33,811,729

$

8,383,210
4,147,725

$

12,530,935

$

$
Public Affairs Total $

2,213,033
2,213,033

$
$

$
Mayor's Office Total $

368,222
368,222

Miscellane1840 - Other Federal and State Grants
$
Misc. Grants & Misc Capital Grants Total $

$

1,829,625
2,951,560
2,204,924
26,825,620
33,811,729

$

$

(232,950) $

8,383,210
3,914,775
12,297,985

$

8,752,070
2,528,317
2,862,221
14,142,608

-

$
$

2,213,033
2,213,033

$
$

2,250,448
2,250,448

$
$

-

$
$

368,222
368,222

$
$

423,101
423,101

4,933,011
4,933,011

$
$

209,000
209,000

$
$

397,229
397,229

$
$

6,705,512
6,705,512

Non-Departmental
Non-Depa1000 - General
$
Non-Depa1200 - Utility Bill Donation
Non-Departmental Total $

17,876,424
200,000
18,076,424

$

3,000,000

$

$

$

3,000,000

$

20,794,667
200,000
20,994,667

15,085,275
200,000
15,285,275

Police Services
Police Ser1000 - General
Police Ser1440 - DIF-Police Faciliti pre SB1525

84,738,048
1,148,565

$

-

$

$

1,873,624
2,967,948
2,279,542
28,963,184
36,084,298

Innovation & Technology
Innovation2591 - Technology
$
Innovation2592 - Technology Projects
Innovation2593 - Citywide ERP Solution
Innovation
Innovation & Technology Total $

$
(232,950)

Public Affairs
Public Affa1000 - General

Mayor's Office
Mayor's O 1000 - General

Misc. Grants & Misc Capital Grants

$

$

$

441

84,738,048
1,148,565

$

$

88,114,762
-

Schedule F

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2018

DEPARTMENT/FUND
Police Ser1840 - Other Federal and State Grants
Police Ser1860 - RICO Funds
Police Ser2040 - Public Safety Construction
Police Ser2070 - General Gov Capital Projects
Police Ser2530 - Training Facility Revenue Fund
Police Ser
Police Services Total $

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

BUDGETED
EXPENDITURES/
EXPENSES

2017

2017

2017

2018

5,805,168
2,501,744
1,202,685
372,758
95,768,968

$

-

$

3,682,447
2,501,744
1,202,685
372,758
93,646,247

$

5,872,784
2,258,922
2,351,250
1,183,422
381,352
100,162,492

Public Facilities & Events
Public Fac1000 - General
$
Public Fac1460 - DIF-Citywide Parks pre SB1525
Public Fac1461 - DIF-Citywide Parks
Public Fac1480 - DIF-Citywide RecFac pre SB1525
Public Fac1520 - DIF-Citywide Open Spaces
Public Fac1540 - DIF-Parks Dev Zone1 pre SB1525
Public Fac1541 - DIF-Parks Dev Zone 1
Public Fac1542 - DIF-Parks & Rec Zone 1 East
Public Fac1543 - DIF-Parks & Rec Zone 2 West101
Public Fac1560 - DIF-Parks Dev Zone2 pre SB1525
Public Fac1840 - Other Federal and State Grants
Public Fac1885 - Parks & Recreation Designated
Public Fac2060 - Parks Construction
Public Fac2070 - General Gov Capital Projects
Public Fac2130 - Cultural Facility Bond Fund
Public Fac2140 - Open Space/Trails Constr-99 Au
Public Fac
Public Facilites & Events Total $

11,780,970
1,067,000
318,460
175,000
62,895
50,000
400,000
100,000

$

$

13,954,325

$

-

$

8,096,952
4,732,500
10,302,762
5,000
725,030

$

758,454

$

11,919,255
20,000
25,000
62,895
12,027,150

$

$

12,918,234
226,536
105,917
797,000
318,100
124,085
52,303
317,578
58,312
165,438
190,000
68,877
50,000
104,565
200,000
50,000
15,746,945

Public Works
$
Public Wo 1000 - General
Public Wo 1120 - Vehicle Replacement
Public Wo 1340 - Highway User Gas Tax
Public Wo 1480 - DIF-Citywide RecFac pre SB1525
Public Wo 1600 - DIF-Roadway Improve pre SB1525
Public Wo 1601 - DIF-Roadway Improvements
Public Wo 1602 - DIF-Streets Zone 1 East
Public Wo 1650 - Transportation Grants
Public Wo 1660 - Transportation Sales Tax
Public Wo 1760 - Airport Special Revenue
Public Wo 1970 - Transportation Debt Service
Public Wo 1980 - Streets Constr. - 1999 Auth
Public Wo 2000 - Hurf Street Bonds
Public Wo 2070 - General Gov Capital Projects
Public Wo 2120 - Airport Capital Projects
Public Wo 2180 - Flood Control Construction

126,251
721,046

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

442

8,197,485
4,732,500
10,199,473
386,419
4,071,764
13,008,848
680,884
7,149,000
7,889,701
5,176,865
681,420
2,020,748

$

8,415,032
3,608,735
10,597,408
1,794,439
600,000
721,039
1,218,055
13,922,695
692,826
7,151,500
12,472,714
17,534,795
7,042,788
6,821,236
2,128,956

Schedule F

City of Glendale
Expenditures/Expenses by Department
Fiscal Year 2018

DEPARTMENT/FUND
Public Wo 2210 - Transportation Capital Project
Public Wo 2440 - Landfill
Public Wo 2480 - Solid Waste
Public Wo 2530 - Training Facility Revenue Fund
Public Wo 2590 - Fleet Services
Public Wo
Public Works Total $

ADOPTED
BUDGETED
EXPENDITURES/
EXPENSES

EXPENDITURE/
EXPENSE
ADJUSTMENTS
APPROVED

ACTUAL
EXPENDITURES/
EXPENSES*

BUDGETED
EXPENDITURES/
EXPENSES

2017

2017

2017

2018

13,757,015
18,085,234
17,117,892
503,174
9,163,611
157,567,430

218,467

$

20,000
11,938,800
17,168,275
503,174
9,078,868
102,904,224

$

16,231,020
17,241,282
14,827,812
521,638
9,239,326
152,783,296

(2,783,284)

104,014,984

$

128,174,212

(2,783,284) $

104,014,984

$

128,174,212

541,480,236

$

672,000,000

1,824,218

$

Water Services
Water Ser 2360+ - Water and Sewer
Water Services
Water Services Total $

160,547,044
160,547,044

$

TOTAL ALL DEPARTMENTS $

693,000,000

$

-

443

$

Schedule F

444

Schedule G

ENTERPRISE FUNDS
2360+ - Water and Sewer
2440 - Landfill
2480 - Sanitation
2500 - Pub Housing
Total Enterprise Funds

Total Permanent Funds

PERMANENT FUNDS

Total Capital Projects Funds

CAPITAL PROJECTS FUNDS

Total Debt Service Funds

DEBT SERVICE FUNDS

SPECIAL REVENUE FUNDS
1220 - Arts Commission Fund
1240 - Court Security/Bonds
1300 - Home Grant
1310 - Neighborhd Stab. Pgm
1311 - Neighborhd Stab. Pgm3
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 - Trng Fac Revenue Fund
Total Special Revenue Funds

GENERAL FUND
1000 - General
Total General Fund

FUND

235.00
43.00
70.00
21.00
369.00

9.00
151.25

19.00
1.00

8.75
46.00
51.25
6.00
5.50

1.00
3.75

1,199.00
1,199

Full-Time
Equivalent (FTE)
2018

$

$

$

$

$
$

$

$

$
$

15,636,823
2,811,619
3,881,148
1,368,156
23,697,746

6,368,458
54,253
5,583
661,270
15,224,042

91,233
307,109
32,019
25,000
25,000
548,811
3,033,534
3,324,614
377,470
369,688

99,129,923
99,129,923

Employee Salaries
and Hourly Costs
2018

$

$

$

$

$
$

$

$

$
$

1,676,200
290,144
396,978
145,246
2,508,568

184,312
1,687,827

608,571
5,796

58,733
322,745
354,771
40,409
39,751

9,169
63,570

28,907,397
28,907,397

Retirement Costs
2018

$

$

$

$

$
$

$

$

$
$

2,574,785
443,143
757,793
246,945
4,022,666

93,974
1,649,676

219,106
15,179

100,663
506,895
545,612
51,249
72,719

6,651
37,628

13,694,166
13,694,166

Healthcare Costs
2018

City of Glendale
Full-Time Employees and Personnel Compensation
Fiscal Year 2018

$

$

$

$

$
$

$

$

$
$

320,912
15,838
10,920
23,400
371,070

15,816
234,215

1,988
27,127
15,856
1,400
5,676
17,183
137,301

1,280
10,588

8,678,613
8,678,613

Other Benefit
Costs
2018

$

$

$

$

$
$

$

$

$
$

20,208,720
3,560,744
5,046,839
1,783,747
30,600,050

108,333
418,895
32,019
25,000
25,000
710,195
3,890,301
4,240,853
470,528
487,834
17,183
7,333,436
75,228
5,583
955,372
18,795,760

150,410,099
150,410,099

Total Estimated
Personnel
Compensation
2018

445

Schedule G

$
$

1,785.25

TOTAL ALL FUNDS

143,181,469

184,755
137,742
1,987,405
2,819,856
5,129,758

2.00
2.00
32.00
30.00
66.00

FUND
INTERNAL SERVICE FUND
2540 - Risk Management Self Ins.
2560 - Workers Comp. Self Ins.
2590 - Fleet Services
2591 - Technology
Total Internal Service Fund
$

Employee Salaries
and Hourly Costs
2018

Full-Time
Equivalent (FTE)
2018

$

$

$

33,651,924

19,737
14,820
212,048
301,527
548,132

Retirement Costs
2018

$

$

$

20,079,865

26,585
19,905
347,817
319,050
713,357

Healthcare Costs
2018

City of Glendale
Full-Time Employees and Personnel Compensation
Fiscal Year 2018

$

$

$

9,294,766

10,868

900
1,468
8,500

Other Benefit
Costs
2018

$

$

$

206,208,024

231,977
173,935
2,555,770
3,440,433
6,402,115

Total Estimated
Personnel
Compensation
2018

ANNUAL BUDGET
Fiscal Year 2017-2018
____________________________________________________________________________________

____________________________________________________________________________________
446

Fiscal Year 2017-2018 Annual Budget Book

Appendix

ANNUAL BUDGET
APPENDIX
Fiscal Year 2017-2018
Budget Resolution
____________________________________________________________________________________
RESOLUTION NO. R17-42
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 2017-2018, SETTING FORTH THE
REVENUE AND THE AMOUNT TO BE RAISED BY DIRECT
PROPERTY TAXATION 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 Glendale City Council must
adopt a final budget for the fiscal year beginning July 1, 2017, and ending June 30, 2018; 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 23,
2017, by Resolution No. R17-38; 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
BE IT RESOLVED BY THE COUNCIL OF THE CITY OF GLENDALE as follows:
SECTION 1. That the schedules contained in Exhibit A to this resolution are adopted for
the purpose as set forth in the final budget for the City of Glendale for the fiscal year 2017-2018.
SECTION 2. That the Council will set the property tax levy on June 27, 2017.
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 estimated 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, and the charter and
ordinances of the City of Glendale.

____________________________________________________________________________________
447

ANNUAL BUDGET
APPENDIX
Fiscal Year 2017-2018
Budget Resolution
____________________________________________________________________________________

____________________________________________________________________________________
448

ANNUAL BUDGET
APPENDIX
Fiscal Year 2017-2018
Miscellaneous Statistics
____________________________________________________________________________________
Year Founded:
•1892
Date Incorporated
•June 18, 1910
Form of Government
•Council/City Manager
County
•Maricipa
Elevation:
•1,152 Ft.
Top Glendale Employers
Luke Air Force Base
Banner Thunderbird Medical Center
CSAA/AAA
Abrazo Arrowhead Campus
Humana Healthcare
Midwestern University
Honeywell Aerospace
Ace Building Maintenance
Lockheed Martin
Conair Corporation
Bechtel Corporation
Annexed Area in Sq. Miles
Year
1910
1910-1969
1970-1979
1980-1989
1990-2003
2004
2005
2006-2009
2010-2017

City Authorized Staffing (FY 2018)
Full-Time &Part-Time, Permanent

1,785.25

Building Permits (FY)

6,650
2,856
1,065
1,010
908
811
723
530
400
360
325
Total
1
15
39
49
54
56
57
58
60

Population
1970
36,228
1980
97,172
1990 (Census)
148,134
2000 (Census)
218,812
2010 (Census)
226,721
2015 (Estimate
240,126
2016 (Estimate)
245,895
* All population numbers 1995 and after
include the population of Luke AFB.
Elections
Number of votes cast:
August 2016 Primary Elec.
25,939
(Citywide)
Percentage of registered voters voting in:
August 2014 Primary Elec.
23.21%
November 2014 General Elec.
40.53%
November 2015 Special Recall
25.18%
August 2016 Primary Elec.
25.37%

Fiscal Year
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017

Number
6,185
6,883
5,289
5,181
5,594
5,278
6,383
4,107
4,622
6,295
6,234

Value of
Buildings
$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
$359,690,425

Fire Protection (CY 2016)
Number of Stations
9
Number of Incidents (includes Automatic Aid):
EMS
35,247
Fire
3,447
Miscellaneous
1,891
Special Operations
981
Total Calls
41,566
Fire FTE’s (FY 2018)
285
Police Protection (CY 2016)
Number of Stations
3
Calls Processed*
435,231
Vehicular Patrol Units**
128
Number of Reserves
6
*Includes incoming, outgoing and 911 calls
**Marked by lights/sirens & uniformed patrol
officers
Police FTE’s (FY 2018)
564
Court Offenses Processed (FY 2016)
DUI
Other Criminal Traffic
Failure to Appear
Civil Traffic
Parking
Non-Traffic Misdemeanor
Total Case Filings
Protective Orders

1,519
2,598
1,031
24,645
3,787
7,936
41,516
3,242

____________________________________________________________________________________
449

ANNUAL BUDGET
APPENDIX
Fiscal Year 2017-2018
Miscellaneous Statistics
____________________________________________________________________________________
Parks and Recreation (FY 2016)
Number of:
Conservation Park
Regional Parks
Neighborhood Parks
Community Parks
Sports Complexes
Total Park Acreage
Disc. Golf
Amphitheater
Sensory Garden
Bird Blind
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 2016)
Number of Customer Transactions
Tonnage Processed
Residential
Commercial
Recycle
Total
Sanitation (FY 2016)
Number of Customers

1
6
55
9
4
2,188.5
1
1
1
1
97
146
38
46
56
47
54
54
2
2
3
2
48
1,493
542
139
252
703
46
92,892

162,423
189,099
161,993
19,531
353,045

54,733

Transportation Services (FY 2016)
Number of:
Streetlights
20,200
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
2,618,584
Dial-a-Ride Total/ADA
74,256/22,372
Glendale Urban Shuttle (GUS)
90,911

Transportation (FY 2016)
Taxi Program
5,648
Fixed Route
2,447,559
Avg. Monthly Aircraft Based at Airport
294
Miles of Streets Maintained
Arterial
108.5
Residential
488.5
Collector Major
81.5
Collector Minor
70.5
Alleys
25
Water Services (FY 2016)
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 annual gallons per user
Wastewater Services (FY 2016)
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

62,443
994
67 MG
30.0 MGD
37.0 MGD
22.5 MGD
14.6 MGD
104.1 MGD
13.86 BG
37.9 MGD
221 KG

57,588
707
11.5 MGD
4.5 MGD
13.2 MGD
29.2 MGD
6.2 BG
17.1 MGD

K = thousand
M = million
B = billion
G = gallon
MGD = million gallons per day
Sources: Various City of Glendale Department
Records
U.S. Census

____________________________________________________________________________________
450

ANNUAL BUDGET
APPENDIX
Fiscal Year 2017-2018
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.

____________________________________________________________________________________
451

ANNUAL BUDGET
APPENDIX
Fiscal Year 2017-2018
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.

____________________________________________________________________________________
452

ANNUAL BUDGET
APPENDIX
Fiscal Year 2017-2018
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.

____________________________________________________________________________________
453

ANNUAL BUDGET
APPENDIX
Fiscal Year 2017-2018
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.
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APPENDIX
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Acronyms
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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

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

G

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Acronyms
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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

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APPENDIX
Fiscal Year 2017-2018
Frequently Asked Questions
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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.

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Frequently Asked Questions
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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.

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Frequently Asked Questions
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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, Community
Services, Development Services, Economic Development, Budget & Finance, Human Resources
& Risk Management, Public Affairs, Police Services, Fire Services, Public Facilities, Recreation
& Special Events, 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.

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Fiscal Year 2017-2018
Frequently Asked Questions
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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

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