CityofGlendale,Arizona 7ddkWb8kZ][j , & # + & (& City of Glendale Budget Book Navigation Tips BUDGET BOOK NAVIGATION TIPS There are a number of ways to navigate through the budget book. Listed below are the three easiest options: 1. Both the Annual Budget Book Table of Contents and the CIP Table of Contents contain links to all sections of the book. To go directly to the section you would like to see, simply click on the section name or page number directly in either of the table of contents. If at any time you would like to return to the table of contents, click on Back to Table of Contents (or Back to CIP Table of Contents if you are within the CIP) located at the bottom of each page. 2. Click on the Bookmarks tab to the left of the window to view all of the bookmarked pages; the format is similar to the table of contents. To expand a subsection, click the “+”. To go to a section you would like to see, simply click on the section name. 3. At the bottom of the window enter the page number you would like to go to and press enter, you will be taken directly to that page. The “◄” and “►” buttons take you back and forward one page at a time. The “▐◄” and “►▌” take you to the first and last page of the document, respectively. City of Glendale Annual Budget CITY OF GLENDALE, ARIZONA FY 2005-06 ANNUAL BUDGET Table of Contents Page Budget Book Navigation Tips i Table of Contents ii Mayor’s Message 1 Mayor and Council Photo 6 City Officials List 7 Map of Glendale and Neighboring Communities 8 City Council District Map 9 Financial Organizational Chart 10 FY 2004-05 Budget Presentation Award 12 How to Make the Most of this Document 13 Budget Calendar 15 Budget Process 17 City Manager’s Budget Message 20 Budget Summary Budget Summary Revenue Section Budget Summary Expenditure Section 24 35 45 Five-Year Financial Forecast 61 Glendale Strategic Financial Plan 77 City Financial Policies 88 City of Glendale Annual Budget Page Operating Budget Appointed Officials Mayor/City Council City Attorney City Clerk City Court 92 97 101 105 Community Development Community Development Administration Building Safety Code Compliance Economic Development Rebates & Incentives Planning Transportation 109 110 113 116 119 120 124 Community Info. & Services Community Information & Services Administration Community Partnership Neighborhood Improvement Grants Residential Infill Housing Library Parks and Recreation 129 130 134 135 136 140 Internal Services City Auditor’s Office City Manager’s Office Community Action Program Finance Lease Payments Human Resources Employee Groups Information Technology Intergovernmental Programs Management and Budget Marketing and Communications 145 148 152 153 157 158 162 163 167 171 175 Public Safety Fire Department Police Department 179 184 City of Glendale Annual Budget Page Public Works Public Works Administration Engineering Environmental Resources Field Operations Utilities 190 191 197 201 206 Homeland Security and Special Projects Special Projects Administration Civic Center Materials Management and Control 211 215 218 Other Non-Departmental Grants 221 222 Capital Improvement Budget Capital Improvement Budget, Table of Contents Capital Improvement Budget, Ten-Year Plan Capital Improvement Budget, FY 2005-06 Line Item Appropriation 223 225 432 Schedules Why Include Schedules? Schedule 1 Fund Balance Analysis Schedule 2 Operating Revenues Schedule 3 Operating Budgets By Fund and Department Schedule 4 Transfers Between Funds Schedule 5 Expenditure Limitation and Property Tax Rate Schedule 6 Authorized Staffing Schedule 7 Long Term Debt Service Detail Schedule 8 Scheduled Lease Payments Schedule 9 Internal Service Premiums Schedule 10 General Staff and Administrative Service Charges Schedule 11 Operating Capital List Schedule 12 Carryover Savings Budgets Schedule 13 Supplemental Budget Items 459 460 464 475 494 495 496 534 540 544 552 553 557 562 Appendix Miscellaneous Statistics Acronyms Glossary FAQs 581 584 587 591 To The Citizens of Glendale: I am very pleased to report that the City of Glendale successfully weathered the downturn in the economy that started in 2001 and continued through the early part of calendar year 2003. Since the spring of 2003, the economy has improved dramatically, as evidenced by our growing city sales tax revenues and state-shared revenues. Nevertheless, our resources are not without limits. Our budget for the coming year reflects our determination to allocate resources wisely to maintain vital city programs while moving forward with activities that will generate future revenue and provide financial stability. Ensuring public safety for our community is our highest priority. For the FY05-06 budget, Council approved the implementation of a new pay plan for both police and fire personnel to ensure our competitiveness in recruiting and retaining highly qualified staff. We are also accelerating the design and construction of a new emergency operations center (EOC) and the initial phase of a regional public safety training facility. The new EOC will enhance our city’s abilities to coordinate the public safety, public works, traffic, and communication needs at those times when natural or man-made catastrophic incidents occur. It will also serve as the command center when our city hosts upcoming national events such as the annual Fiesta Bowl, the new college Bowl Championship game, the Super Bowl, and the National Hockey League’s All-Star Game. The new West Valley Regional Public Safety Training facility will be built in phases. The initial phase will provide police and fire departments with the facilities needed to train personnel in the most up-to-date methods for providing essential public safety services to our residents and businesses. The commitment of these resources represents a continuation of our efforts to provide the community with exceptional public safety services. We continue to see success with projects we have actively pursued over the past few years to provide financial stability, bring in new capital investment, and promote economic development. In April 2004, the first store opened in the newly developed Northern Crossing power center, more than two years ahead of the time frame set in the contractual agreements signed with the developer. This site was once a nearly vacant shopping center that had been underperforming for several years. Now it is anchored by the Wal-Mart Super Center that is already producing revenues that rank it among the top 5% of all Wal-Mart stores in the country. In December 2004, a Lowe’s Home Improvement Center opened as the development’s second anchor. Another 10 businesses are expected to open during FY05-06 at this dynamic site at 59th and Northern Avenues. 1 Back to Table of Contents We also completed agreements to bring businesses to Glendale to create and retain quality jobs for Glendale citizens. For example, the following businesses will be coming to Glendale in FY05-06: • California Casualty is expected to generate 100 jobs to operate and manage an auto and home insurance services company. The firm will enhance the corporate impact of the Talavi Business Park in north Glendale. • Cosmopolitan Medical Communications is expected to employ 100 people to operate and manage a 24-hour contact center providing facilitation of health care services to over 3,000 area physicians and many HMOs. This firm also will be located in the Talavi Business Park in north Glendale. • Arizona School Furnishing is expected to generate 35-50 full-time jobs with an overall average salary of $52,000. The firm is buying land at the Glendale Airpark to build a 70,000 square foot distribution/showroom/office facility so it can continue to serve as the leading supplier of furnishings to public and private schools in Arizona. There are two additional projects of note that further Glendale’s goal of bringing in new capital investment and promoting economic development for FY05-06 and beyond. One is the Arrowhead Ranch Plaza development, which recently opened at 59th Avenue and Union Hills Drive. This project features 68,000 square feet of office condos, all of which are sold, and 64,000 square feet of retail, all of which is fully leased. The other project is the development at the southeast corner of 67th Avenue and Beardsley; two retail and office centers, Arrowhead Plaza and Corte Freccia, comprise this site. This property was once a largely vacant retail center that is now home to approximately 80,000 square feet of retail and food stores and office uses such as Paradise Bakery, Sportsman’s Fine Spirits, Fidelity National Title, AllState Insurance, Farmer’s Insurance, Ben & Jerry’s Ice Cream, and Ace Hardware. Our commitment to increasing the economic and social vitality in downtown Glendale, a nationally recognized historic district, and the broader city center area, continues. Our goal is to create an urban village by combining unique residential living options with existing businesses and adding offices, stores, restaurants, and city-owned facilities. Several exciting projects are underway that will help us attain this goal. One step toward reaching this goal was our decision to commit $4.5M to the development of a downtown campus adjacent to our Civic Center. This project is now underway and we expect to see the benefits of it in FY05-06 and beyond. As part of this project, the city obtained ownership of the former Wells Fargo building just outside the front door of the Glendale Civic Center. This building will receive a new facade and the interior will be converted into much-needed additional meeting room space for the Glendale Civic Center. 2 Back to Table of Contents Also included in the downtown campus project is the construction of additional classroom and display space for the Bead Museum. This facility is a unique cultural treasure and an important component of our tourism program that brings more than 30,000 visitors annually to our downtown. To connect the three buildings into an attractive campus setting, a parking area will be converted into a downtown plaza to enhance pedestrian use and enjoyment of the area. Another step toward attaining our goal of creating an urban village is a project that will transform a vacant church, and four nearby acres, into one of the Valley’s premiere retail and residential district. In response to the city’s request for proposals, Vanguard CityHome submitted plans to develop a live-work concept incorporating more than 90 residential lofts with retail and entertainment space in the heart of Historic Downtown Glendale. Negotiations on a development agreement with CityHome are underway and are expected to conclude shortly. We recently purchased 6 acres of vacant property, a site previously used as a car dealership, on Glendale Avenue at 47th Avenue. Our future plans for the site include converting the existing building into a new headquarters for our police department and constructing a 90,000 square foot city court building to be completed in 2008. To complement this facility, we also purchased property nearby, at 52nd Avenue and Lamar, for the construction of a new fire station. Overall, these projects are expected to bring several hundred employees and visitors to this section of downtown Glendale. We anticipate that the additional pedestrian traffic in the area will spur additional private sector investment in the area to further our commitment to increasing the economic and social vitality in downtown Glendale. For FY05-06, we have allocated $3M to continue acquiring underperforming properties in the downtown area. Our plans are to hold the property until it can be sold to private sector partners who share our vision for redevelopment and revitalization of the area. Glendale also is committed to aggressively seeking partners to achieve the best possible future for the western area of our city, where world-class sports venues – the Glendale Arena and the Arizona Cardinals Stadium – and surrounding development will generate significant ongoing revenue for our city. As I mentioned in my message for the FY04-05 budget book, Glendale's new multi-purpose arena opened on time in December 2003 in western Glendale. The Glendale Arena hosts the National Hockey League (NHL) Phoenix Coyotes’ team and the National Lacrosse League (NLL) Arizona Sting team, which finished the season as the Western Division Champions. In addition to sports events, the arena hosts concerts, including the most popular performers in the country such as U2, Elton John, Paul McCartney, and Bette Midler. In 2004, there were 20 concerts that included sold-out performances by four of the top ten grossing tours in the United States. The stellar quality of the arena as a performing venue was recognized when the most recent ranking of the top 100 arenas for total tickets sold to non-sporting events had the Glendale Arena as #54 in the entire world. This phenomenal ranking was achieved in the arena’s first year and put us ahead of venues such as the MGM Grand Garden Arena in Las Vegas, the American Airlines Arena in Miami, the Forum in Los Angeles, and America West Arena in Phoenix. 3 Back to Table of Contents At the end of September 2004, construction began on 500,000 square feet of development directly in front of the Glendale Arena, with retail, restaurants, and entertainment features. This first phase of the Westgate project is expected to open during FY05-06, and will bring exceptional economic resources to our city. It has already triggered a flurry of new activity, including 10 additional commercial and residential projects underway in the nearby area. The most visible of those projects is the $370M multi-purpose stadium that is being built just south of our Glendale Arena. This state-of-the-art facility is planned for completion in time for the Arizona Cardinals’ 2006 National Football League (NFL) season. The new stadium will be home to the annual Fiesta Bowl national collegiate football game beginning in 2007 and the Super Bowl in 2008. Recently, the Fiesta Bowl was awarded the very first BCS college championship game, which will also be played in Glendale in 2007. In April 2005, the city and a private hotel developer agreed to build a privately financed, 320room, four diamond Marriott Renaissance Hotel and spa, with a projected opening in the fall of 2006. The addition of this luxury project will more than double the number of hotel rooms in Glendale. In addition, the city and the developer are expected to partner to build an adjacent 80,000 square foot conference center, with a parking garage to be built by the city. The conference center will also serve as a year-round activity center with state-of-the-art technology that will make it a preferred location for media centers and other high-profile uses. When Glendale pursued the opportunities to have these world-class sports facilities located in Glendale, we made a commitment that these facilities would be a true community asset to be enjoyed by everyone. One very important step toward that goal is our recently completed agreement with the Arizona Interscholastic Association (AIA). This agreement establishes the Glendale Arena as the venue for all Arizona high school state championships in basketball, wrestling, and spiritline for the next five years. These events, which occur over the period of one month each year, brought 80,000 people to our Glendale Arena this year in the very first “February Frenzy”. We can easily expect the AIA games to attract the same number of visitors, and possibly more, every year to our Glendale Arena and the surrounding retail, restaurant, and entertainment development that is currently under construction. Glendale’s leadership in the area of managing growth, preserving neighborhoods, and enhancing the quality of life for residents is evidenced by the capital investments that our city continues to make. Long before the Glendale Arena, Westgate, or the Cardinals Stadium, city planners, engineers, and public safety officials identified the infrastructure needed to support the commercial and residential development we want to attract to Glendale. More than $100M has been spent already on building a new fire station in north Glendale, a new public safety station in west Glendale, several parks, and a wastewater treatment plant. We are also committing $700,000 to the Neighborhood Improvement Grants program for FY0506, an amount that is $200,000 or 40% more than the amount budgeted for FY04-05. These funds are used to provide capital improvements to various neighborhoods throughout the city such as right-of-way landscaping enhancements, entryway features, etc. 4 Back to Table of Contents The Council members and I reiterated our commitment to maintenance of our streets by allocating a total of $2.25M to our pavement management program in FY05-06, a long-term maintenance plan to preserve the high quality of our roadway network. This amount represents a $1.1M or 96% increase over the FY04-05 funding for this program. To ensure that our residents have the transportation resources they need, Glendale is continuing to improve mobility both locally and regionally. The Glendale Onboard, or GO! Program, incorporates long-range projects over a 25-year period that are beneficial to Glendale, the Northwest Valley and the entire region. This program is funded with a voter-approved transportation sales tax. The City of Glendale is committed to improving our citizens’ quality of life. We will continue to work together with the other West Valley cities and towns on regional concerns such as transportation, economic development, and homeland security. Through this unified approach, we can assure that our region’s truly extraordinary potential achieves full benefits for all West Valley residents. Sincerely, Elaine M. Scruggs Mayor 5 Back to Table of Contents MAYOR & CITY COUNCIL Mayor Elaine M. Scruggs Vice Mayor Thomas R. Eggleston Barrel District Councilmember Joyce V. Clark Yucca District Councilmember Steven E. Frate Sahuaro District Councilmember David M. Goulet Ocotillo District Councilmember H. Philip Lieberman Cactus District Councilmember Manuel D. Martinez Cholla District 6 Back to Table of Contents City Management Mayor____________ ELAINE M. SCRUGGS Councilmembers___ Thomas R. Eggleston Vice Mayor Barrel District Department Heads and Directors_______ Roger Bailey Utilities Director Joyce V. Clark Yucca District Preston Becker Acting Police Chief Steven E. Frate Sahuaro District Rebecca Benna Parks & Recreation Director David M. Goulet Ocotillo District Larry Broyles City Engineer H. Philip Lieberman Cactus District Mark Burdick Fire Chief Manuel D. Martinez Cholla District Alma Carmicle Human Resources Director Management Staff____ Elizabeth Finn Presiding City Judge Ed Beasley City Manager Pam Kavanaugh Assistant City Manager Gloria Santiago-Espino Deputy City Manager Community Info & Services Art Lynch Deputy City Manager Special Projects Kenneth A. Reedy Deputy City Manager Public Works Doug Kukino Environmental Resources Director Candace MacLeod City Auditor Deborah Mazoyer Building Safety Director Chuck Murphy Chief Information Technology Officer Julie Frisoni Marketing Director Jon Froke Planning Director & Acting Transportation Director Miryam Gutier Intergovernmental Relations Director Pamela Hanna City Clerk Sherry Schurhammer Management and Budget Director Ray Shuey Chief Financial Officer Erik Strunk Community Partnership Director Craig Tindall City Attorney Iain Vasey Economic Development Director Rodeane Widom Library Director Stuart Kent Field Operations Director Horatio Skeete Deputy City Manager Community Development 7 Back to Table of Contents GLENDALE, ARIZONA AND NEIGHBORING COMMUNITIES 8 Back to Table of Contents GLENDALE COUNCIL DISTRICT BOUNDARIES Manuel D. Martinez Cholla District Elaine M. Scruggs Mayor Steven E. Frate Sahuaro District David M. Goulet Ocotillo District Thomas R. Eggleston Barrel District Joyce V. Clark Yucca District H. Philip Lieberman Cactus District 9 Back to Table of Contents City of Glendale Financial Organizational Chart Total FY 2005-06 Budget $730,000,000 OPERATING BUDGET CONTINGENCIES $290,000,000 $66,040,642 General Fund Enterprise Funds Grants Other Funds General Fund Enterprise Funds Other Funds $143,751,437 $59,631,029 $21,524,495 $65,093,039 $17,543,512 $4,500,000 $43,997,130 Water and Sewer Transportation Appointed Officials Non-DepartPublic mental Safety Water & Sewer Housing Streets Tech. Replacement $8,137,181 $1,281,293 $63,796,003 $39,087,091 $8,359,523 $14,426,076 $1,785,816 $2,000,000 $3,288,609 Community Information & Services Public Works Sanitation Transportation Civic Center Sanitation Police Special Access $21,428,199 $11,866,627 $13,195,551 Community Development Block Grant $4,184,389 $9,819,711 $754,512 $500,000 $500,000 Community Development Special Projects Landfill Airport Fire Special Access $1,327,024 $7,348,387 Police Special Assessment Landfill $7,911,948 Emergency Shelter Grants $2,000,000 $250,000 Internal Services $97,576 $565,547 Rebates & Incentives Home Fund $7,488,604 $1,570,446 Fire Special Assessment Risk Management $15,520,401 Risk Management Trust Fund $1,317,339 $3,500,000 NonDepartmental Lease Payments CAP Grant Fund $4,691,420 $434,999 $1,407,000 General Services Fund National Events $1,584,030 Workers' Comp Trust Fund $7,168,655 $500,000 RICO Fund Benefits Trust Fund Vehicle Replacement CIP Construction $380,890 $13,692,468 $2,439,433 $35,958,521 Water Grants Telephone Fund $90,000 $817,197 Stadium Special Revenue $1,939,890 Other Federal & State Revolving Funds Court $2,829,713 $344,712 Arts Commission Other Funds $227,465 $92,609 $6,406,672 $2,250,000 10 $3,214,896 Back to Table of Contents City of Glendale Financial Organizational Chart Continued DEBT SERVICE CAPITAL IMPROVEMENT BUDGET $326,540,684 $47,418,674 Municipal Property Corp. Water & Sewer Landfill G.O. Bonds Streets Other Funds Enterprise Funds General Obligation 20% Bonds General Obligation 6% Bonds Other Funds $11,679,329 $14,295,500 $214,622 $16,635,366 $2,727,831 $1,866,026 $123,418,006 $42,818,853 $42,072,866 $118,230,959 Water and Sewer Parks Facilities Grant Funds Transportation/ Trans. Grants $121,490,298 $31,859,364 $1,437,708 $3,473,716 $15,389,771 Sanitation Open Space Public Safety Housing $1,808,176 $1,520,939 $29,578,901 Street Revenue Bonds $20,512,898 Landfill Flood Control Streets Development Impact Fee $9,438,550 $6,449,512 $12,602,266 Library Airport Capital $238,930 $11,891,296 Economic Development Arts Commission “Pay as you Go” $1,100,536 $1,374,811 $509,560 Cultural Transportation $3,267,279 $46,382,137 $119,532 Facility 11 Back to Table of Contents Construction $900,000 General Fund “Pay as you Go” $4,815,754 Street Fund “Pay as you Go” $378,750 Civic Center The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Glendale, Arizona for its annual budget for the fiscal year beginning July 1, 2004. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and we are submitting it to GFOA to determine its eligibility for another award. 12 Back to Table of Contents City of Glendale 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 conforms to the city’s financial policies. It also communicates the vision of the City Council and leadership team for the City of Glendale and presents the organizational and financial operations for each of the City’s departments. In an effort to assist users in navigating through this budget document, the following guide has been provided. The document begins with the Mayor’s message that provides an overview of the key policy issues and operational priorities within the FY 2005-06 budget. A financial organization chart precedes this message and provides a high level look at the operating, capital, debt service and contingency budgets. Budget Message & Summary The budget message is from the city manager. It outlines key features of the FY05-06 budget and discusses underlying administrative practices that support the city’s budget goals. The budget summary offers an overview of the city’s finances and examines the following areas: • • • • The budget process and budget amendment policy Financial and operational summaries for all major operating funds Historical trends for revenues, expenditures and staffing Charts and graphs showing the City’s distribution of funding Financial Policies & Guidelines This summary offers an overview of the City’s financial planning practices including the following: • • • The Five-Year Forecast, which provides the long-range financial outlook for city operations, The Financial Plan that discusses short- and long-term strategies that comprise the city’s approach to financial planning, and The Financial Policies that form the framework for overall fiscal planning and management. 13 Back to Table of Contents City of Glendale How to Make the Most of this Document Operating Budget The section provides a closer look at the various functions of each department. The summaries include the departmental budget information on services, budget trends and staffing by department. Capital Budget The Capital Improvement Plan section outlines all infrastructure improvements and additions and their respective funding sources, along with the associated operating impacts of the capital projects. It starts with a narrative summary and is followed by detailed information such as project number, project description and planned capital and operating expenditures by year for the entire ten-year plan. Schedules This section is the heart of the budget document as an operating and financial plan. These schedules summarize the City’s financial activities in a comprehensive, financial format. This section includes detailed analyses and reports for the following functions: • • • • • • • • • • • • • Schedule 1 includes the estimates for beginning fund balances, revenues, inter-fund transfers and expenditures to arrive at a projected ending balance for each fund Schedule 2 is a multi-year look at all revenues Schedule 3 is a multi-year look at operating expenditures Schedule 4 shows the scheduled inter-fund transfers Schedule 5 provides an analysis of the City’s current and proposed property tax levy and property tax rate Schedule 6 is a multi-year listing of departmental staffing by position Schedule 7 details the City’s long-term debt service obligations and payment requirements for bonds Schedule 8 details the City’s long-term debt-service obligations and payment requirements for capital leases Schedule 9 is a listing of internal services premiums by fund and department Schedule 10 is a listing of general staff and administrative service charges Schedule 11 lists department’s operating capital budgets Schedule 12 lists any carryover savings budgeted by fund and department Schedule 13 is a summary of year over year additions to the operating budget Appendix This section includes a glossary of important financial and budgetary terms that are used throughout the City’s budget document and a “frequently asked questions” section, which helps address many of the most important aspects regarding the budget document. 14 Back to Table of Contents City of Glendale Budget Calendar FY 2005-06 BUDGET CALENDAR August thru December Capital budget preparation, which involves • input by departments; • cost reviews of project budgets and operating and maintenance budgets by engineering, budget, and facilities management staff; • prioritization of projects by deputy city managers and police and fire chiefs; • discussion of various financing options by the CIP finance team; • and preparation of the Preliminary CIP 2006-2015 document. December 13 FY05-06 budget input by departments begins and continues through January 9, 2004 January 9 Last day for FY05-06 budget input by departments 10 Operating budgets and supplemental requests due to Budget TBD Recommended CIP to the Planning Commission in January (Engineering Dept) February 14 Budget Balancing Meeting with the City Manager’s Leadership Team 15 Delivery of the Preliminary CIP 2006-2015 document to City Council for discussion at one or more of the budget workshops scheduled for March and April 2005 15 Presentation of the FY05-06 General Fund (GF) revenue projection to City Council, along with the FY04-05 second quarter report on GF revenues and expenditures. 28 Delivery of the City Manager’s recommended FY05-06 operating budget document to City Council for discussion at the budget workshops scheduled for March and April 2005 March 15 1:30 PM – 5:00 PM, budget workshop 15 Back to Table of Contents City of Glendale Budget Calendar 22 1:30 PM – 5:00 PM, budget workshop 29 8:30 AM – 4:30 PM, budget workshop April 5 8:30 AM – 12:00 Noon, budget workshop 12 1:30 PM – 5:00 PM, budget workshop 19 1:30 PM – 5:00 PM, budget workshop 26 8:30 AM – 12:00 Noon, final budget workshop May The final budget document is prepared. This includes preparing all schedules like the fund balance analysis, summary of revenues, operating budgets by program and fund, debt service schedules, transfers between funds, summary of tax levy and tax rate, etc. The preparation of all material takes two months. 26 Preliminary 05-06 budget to City Council for June 14 council meeting June 14 City Council public hearing and preliminary budget adoption 16, 23 Final adoption and tax levy adoption meeting dates published in Glendale Star. AG-required budget information published with the meeting dates. 28 City Council public hearing and final budget adoption Public hearing on the adoption of the property tax levy at regular City Council meeting July 1 12 FY 2005-06 budget document complete and available for distribution. Clean up ordinance to Council re: FY04-05 budget transfers 16 Back to Table of Contents City of Glendale Budget Process FY 2005-06 BUDGET PROCESS OVERVIEW: As in past years, the Glendale City Council has assumed a more strategic focus when formulating their goals and objectives for the upcoming budget year. Council met with the City Manager to discuss their goals and objectives for the city and what they would like to see accomplished during the upcoming budget process. For the upcoming year, Council expressed a desire to address employee pay competitiveness, as well as continue its commitment toward various public safety functions, while maintaining quality service levels within the other city operations. The city manager and budget director conveyed this message to department heads and budget experts in November 2004. The Budget Department also conducted training to inform staff about changes in budget policies for the upcoming year and instructed staff on how to use the new budget inputting system developed for the FY 2005-06 budget process. The Management and Budget Department continues to recommend the “base budget” approach to control expenditures and promote fiscal conservatism, while helping to maintain existing service levels throughout the organization. With base budgeting, divisions are allocated a target base expenditure amount to support all ongoing operations for the fiscal year. Allocations are based on the prior year appropriation for that division. Departments are encouraged to shift allocations for non-salary items within the target base amount to better reflect current operations during the budget input phase completed in December 2004. All salary items are calculated and established separately by the Budget Office. All one-time expenditures from the previous year are not re-allocated to departments in the upcoming fiscal year. The Budget Department compiled all budget data in January 2005 to prepare for a series of Leadership Team reviews held in February 2005. These reviews give departments the opportunity to present and justify their base budgets to the Leadership Team. Leadership Team members also have the opportunity to ask questions about each department’s budget. This enables the Leadership Team to envision the “big picture” and be better able to prioritize needs when it comes time to balance the budget. In some cases, the allotted base budget is not sufficient to support existing departmental operations, or a department may wish to promote a new or expanded program. In these cases where additional funding is desired, departments may submit a “supplemental” request. All supplemental requests are closely reviewed by the Management and Budget Department and the Leadership Team, and must compete for limited funding. The Leadership Team determines which supplemental requests to take forward to Council, and once approved by Council, the funding associated with these requests are then added into the department’s base budget as either a one time expense or an ongoing expense. 17 Back to Table of Contents City of Glendale Budget Process The City has attempted to create incentives for department staff to save funds for future needs within the organization. The purpose of the city’s carryover policy is to encourage departments to save as much as possible through the end of the fiscal year. In previous years, year-end savings could be “carried over” and added to the next year’s budget to fund one-time expenses such as supplies, equipment, special contracts, etc. In FY 200506, carryover will only be permitted if a FY 2004-05 budgeted item has not been received or paid for by July 1. Department managers still need to justify carryover requests to the Leadership Team and Council by proposing uses of the funds that are directly related to the needs of the community. The City Manager’s proposed budget is presented to Council during a series of budget workshops held in March and April 2005. At the conclusion of these budget workshops, the proposed budget is presented to Council for tentative adoption. The adoption of the tentative budget sets the expenditure limitation for the fiscal year. The budget is then transmitted to the general public in the form of a series of newspaper inserts and public hearing notices. After completing the public hearings, the Council will adopt a final budget and tax levy consistent with the City Charter and state law in June 2005. VARIATIONS IN BUDGETING METHODS: The budgets of general government type funds, such as the General Fund, Public Safety Fund, Streets and Transportation Funds are prepared on a modified accrual basis. This means that unpaid financial obligations, such as outstanding purchase orders, are immediately reflected as expenditures when the cost is estimated, although the items may not have been received yet. However, in most cases revenue is recognized only after it is measurable and actually available. Since FY 1995-96, sales tax revenues have been recorded in the period in which they are due to the city (i.e. at the point of sale). Enterprise Funds (Water/Sewer, Sanitation and Landfill) also recognize expenditures as encumbered when a commitment is made (e.g., through a purchase order). Revenues, on the other hand, are recognized when they are obligated to the city (for example, water user fees are recognized as revenue when service is provided). Purchase orders for goods and services received prior to the end of the current fiscal year will be eligible for payment for a period of sixty days following the close of the fiscal year. Encumbrances for all other purchase orders will automatically lapse. The Comprehensive Annual Financial Report (CAFR) presents the status of the city's finances on the basis of Generally Accepted Accounting Principles (GAAP). Since FY 2001-02, the CAFR has been prepared in compliance with Governmental Accounting Standards Board (GASB) Statement 34 requirements. The CAFR shows fund expenditures and revenues on both a GAAP basis and Budget basis for comparison 18 Back to Table of Contents City of Glendale Budget Process purposes. In most cases, this conforms to the way the city prepares its budget with the following exceptions: a. Compensated absences liabilities that are expected to be liquidated with expendable available financial resources are accrued as earned by employees 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 on a Budget basis. c. Capital outlays within the Enterprise Funds are recorded as assets on a GAAP basis and expended on a Budget basis. d. Inventory is expensed at the time it is used. e. Depreciation expense is not budgeted as an expense. ACCOUNTING CHANGES: In the FY 2002-03 Budget, general staff and administrative charges were recognized as direct expenses of the Water/Sewer, Landfill and Sanitation Enterprise Funds just as they are on a GAAP basis. Commencing with the FY 2003-04 budget, the credit to the receiving fund has been shown as revenue, similar to how equipment management shop charges have been recognized in the past. Several new funds were established during FY 2003-04. A series of new capital project funds (29, 44, 53, 74, 80, 81, 85, 86, 87, 88, 93, 94 and 97) are budgeted for the development impact fees (DIF) based on the category and designated use of the revenues derived from each fee. In previous years, DIF activity was budgeted under one fund (14). In FY 2004-05, a special revenue fund (18) was created to track revenues received from the operation of the new Coyote’s arena. Separate Water/Sewer (07) and Transportation (24) grant funds were established to help track grant related capital projects for these two critical areas. A separate fund is being used to track development, inspection and review expenditures associated with the construction of the new Cardinal’s football stadium (92). Starting in FY 2005-06, a new fund (03) was established to help track revenues and expenditures related to national events (NHL All-Star Game, Fiesta Bowl, BCS Bowl, NFL Super Bowl, etc.). A separate fund (39) was created to track revenues and expenditures related to employee groups, including GEMS, Diversity Committee and HICMA. In addition, a separate fund (38) was created to account for grant activity related to emergency shelter grants and fund (33) was created to track expenditures related to transportation construction projects. 19 Back to Table of Contents 9_joCWdW][hÊi 8kZ][jC[iiW][ TheGlendaleArenaopened tomuchfanfareDecember27,2003. Sinceopeningitsdoors,thecity-ownedarena hashostednearly200events,fromfamily-oriented, communityeventstosold-outworld-classconcerts. Honorable Mayor and Council: The FY05-06 operating and capital budgets are balanced. On the operating side, City Council approved new pay plans for both police and fire personnel to ensure we obtain the most highly qualified staff to provide public safety services to our residential and business communities. In addition, City Council approved pay adjustments for the rest of city staff to ensure we remain competitive in recruiting and retaining the best qualified staff. The pay adjustments are based on a market survey of other Valley cities and therefore will vary depending on whether a classification is below market, at market, or above market. Overall, City Council approved the addition of $4.2M to the General Fund (GF) base budget to implement these important pay adjustments. City Council also added 14.5 positions to the General Fund base budget and 13.5 positions to the base budget of other funds. Examples of some of the positions added to the FY05-06 budget are: • three fire captains to staff phase I of the Rapid Response Team, an urban rescue team trained to respond to threats or acts of terrorism, a program that City Council approved in July 2004 when the city formally accepted a federal homeland security grant; • two inspectors to ensure compliance with city codes that promote public health and safety, eliminate conditions that contribute to blight and deterioration, and preserve the quality of life in neighborhoods; • one recreation supervisor to work with the construction manager on equipment purchases and to set up the staffing and program needs prior to the opening of the new Foothills Recreation & Aquatic Center, the construction of which commenced in the spring of 2005; • one service worker to work on the city’s graffiti abatement team; • two electronic information specialists to address the ongoing duties related to maintaining an up-to-date, sophisticated city website that offers residents and businesses access to e-services and other information; • nine staff persons for the city’s expanding water, wastewater, and sewer capital operations; and • one equipment operator to address customer growth in the city’s residential trash and recycling collection program. 20 Back to Table of Contents Thirty-six (36) additional officers are expected to be on the street by December 2005 as a result of filling numerous officer vacancies and realigning duties so officers could return to patrol duties. Staff would then return to Council in early 2006 to report on the impact these officers is having on the Police Department’s current calls for service and the department’s ability to provide service to the community. Aside from additions to staffing levels, other additions to the FY05-06 operating budget include • approximately $570,000 in one-time funds to address specialized equipment needs of the Police Department, and $1.3M in one-time funds for overtime, vehicle maintenance and background investigations; • approximately $712,450 in one-time funds to provide paramedic training in advanced life support for staff assigned to the new fire station that is scheduled to open in north Glendale in early FY05-06; • approximately $120,000 in one-time funds to provide consolidated training and consulting services for the city’s PeopleSoft enterprise software package used for a variety of functions related to finance, purchasing, asset management, budget, and human resources; • approximately $1.4M in ongoing funds for the city’s pavement management program (for a total of $2.25M), a long term maintenance plan to preserve the high quality of the city’s network of streets; and • approximately $200,000 for the Neighborhood Improvement Grants program (for a total of $700,000) to provide capital improvements to various neighborhoods throughout the city such as right-of-way landscaping enhancements. On the capital side, City Council moved forward to FY05-06 and FY06-07 the design and construction of the emergency operations center (EOC) and the initial phase of the public safety training facility. Construction of the Foothills Recreation and Aquatic Center is underway, with the facility expected to open in late FY05-06. Numerous water, wasterwater, and sewer capital projects are expected to commence construction during FY05-06 as the city continues to devote the necessary resources to maintain and upgrade the city’s potable water system and sanitary sewer system. In addition, several critical flood control projects are planned for FY05-06. Overall, the city is committed to making the capital investments needed to meet the needs of our residential and business community. FY05-06 operating and capital revenues are expected to continue to grow, with the most notable increase expected in city sales tax revenues. This source alone is 38% of the city’s general fund (GF) revenue budget for FY05-06. This revenue source has performed very strongly in recent years. For example, in FY03-04, city sales tax revenue actuals were $6.2M, or 14.4%, higher the actuals received in FY02-03. For FY04-05, we are projecting city sales tax actuals to come in $2.4M, or 4.8%, higher than the FY03-04 actuals. At the end of the 3rd quarter, city sales tax receipts already are $2.1M ahead of FY03-04 actuals. For FY05-06, we are expecting $3.5M more than the amount we expect to 21 Back to Table of Contents receive in FY04-05, with $1.9M of that amount attributable to the addition of city sales tax to franchise fees, a new revenue stream that voters approved in a May 2005 election. City Council wisely held state-shared revenues, which represent 32% of the city’s GF revenue budget, to the actuals received in FY03-04. We are taking this conservative approach because of the expected decrease in state-shared revenues in FY06-07. A mid-decade census will be conducted during FY05-06, and the recalculation of Glendale’s pro rata portion of state-shared revenues is expected to mean a $3.4M loss to Glendale beginning in FY06-07. By taking this approach, we are not building into our operating budget additional ongoing expenses supported by state-shared revenues. At the end of the third quarter, collections for state-shared revenues are 4.6% or $1.6M ahead of collections through the 3rd quarter for FY03-04. The Joint Legislative Budget Committee, a bipartisan committee that includes respected economists from the private sector and the universities, is projecting robust growth – 6.6% for state sales tax receipts, 8.4% for state individual income tax receipts, and 19.1% for state corporate income tax receipts – for FY05-06. Given this outlook and the city’s conservative approach to budgeting this revenue source, we believe that the impact of the mid-decade census on state-shared revenues will not result in any operating budget reductions for the city. Even though the economy has rebounded and we have seen the positive impact of this renewed vigor, we continue to be conservative in our spending. For example, we have continued to follow many of the cost-saving measures that were implemented in FY02-03, such as: No transfers of salary savings to operating budgets except in very limited instances. No unbudgeted carryover savings – all carryover will be returned to the General Fund Capital projects are reviewed for all operating and maintenance costs impacting the General Fund City Council’s vision for Glendale includes many exciting projects. As a result of Glendale’s proactive economic development practices,the city has attracted new capital investment that provides residents with new job opportunities, and generates sales taxes and property taxes that promote financial stability for city operations. Of particular note are two projects. One is the Northern Crossing development. This new retail site at 59th and Northern Avenues was an underperforming property that struggled for many years as an old-style mall that steadily lost tenants and customers. Now it is a redeveloped retail site, with a Wal-Mart Super Center and a Lowe’s Home Improvement Center as the two anchors. The Wal-Mart Super Center, which opened only 1 year ago, in April 2004, is now producing revenues that rank it among the top 5% of all Wal-mart stores in the country. The other project is centered at the sports and entertainment complex that is developing around the Glendale Arena, home to the National Hockey League’s Phoenix Coyotes and the National Lacrosse League’s Arizona Sting team, and the Arizona Cardinals Multipurpose Stadium. As the Mayor’s Message notes, the Glendale Arena has performed exceptionally well, exceeding everyone’s expectations for the kinds of international acts it has been able to attract. The Cardinals Multipurpose Stadium is under construction and is expected to be completed in time for the Arizona Cardinals’ 2006 season. 22 Back to Table of Contents To complement these facilities, there is the Westgate project, a 223-acre, mixed-use development that will include class A offices, restaurants, entertainment, recreational facilities, and residential uses. The first phase is expected to open during FY05-06. In very close proximity to the Westgate project, there will be a privately financed, 320-room, four diamond Marriott Renaissance Hotel and spa, along with a conference center and parking garage. The city and a private developer announced this new project in April 2005. The hotel is expected to open its doors in time for the Fiesta Bowl’s national collegiate football championship game in January 2007. These world class facilities will certainly spur adjacent development in the area that will further increase our sales tax revenues and boost our city’s assessed valuation. This development will also create an entertainment destination unique to the rapidly growing West Valley. As I noted in my message to the FY04-05 budget book, the costs associated with providing public safety services, as well as other city services, to these world-class sports facilities can be significant. To prepare the city for this situation, City Council prudently set aside a total of $4 million of the General Fund balance for the 2008 Super Bowl and $2M for the Feista Bowl/Bowl Championship Series events. Staff also continues to evaluate the potential costs associated with hosting such world class events so the city can be thoroughly prepared to provide the essential city services and cover the costs to be incurred in providing them. I continue to be confident that the Mayor and Council’s vision will ensure a superior quality of life in Glendale and secure our position as a world-class destination city in the near future. Sincerely, Ed Beasley City Manager 23 Back to Table of Contents 8kZ][j IkccWho TheFoothillsRecreationandAquaticsCenter, scheduledtoopeninsummer2006,willoȔerresidentsawide rangeofamenities,includingaclimbingwall, indoorracquetballcourts,anindoortrack, aÞtnessareaandagameroom. Theaquaticsportionwillfeaturetwowaterslides, azero-depthentrypool,alazyriver,anaquaticsplayground, waterÞtnessclasses,andadivingandlappool. City of Glendale Budget Summary BUDGET SUMMARY The annual budget for the City of Glendale is divided into four major components, which include all appropriations for the city. The operating budget finances the day-to-day provision of city services and totals $290 million. The capital improvement budget funds the construction of city facilities, such as roads and buildings like libraries. This year the capital improvement budget totals $326.5 million. The debt service budget is used to repay money borrowed by the city, primarily for capital improvements, and amounts to $47.4 million. The final component of the budget is the contingency appropriation, which is made up of fund reserves and is available to cover emergency expenses or revenue shortages should they arise during the fiscal year. The contingency appropriation for this fiscal year totals $66.1 million. The total budget, including all four components, is $730 million. City of Glendale Total FY 2005-06 Appropriations Capital 45% Contingency 9% Debt Service 6% Operating 40% 24 Back to Table of Contents City of Glendale Budget Summary How the Annual Budget is Developed The development of Glendale’s Fiscal Year (FY) 2006 budget was an open process designed to reflect the needs and desires of the community. Throughout the year, the Mayor, City Council and city staff obtained input from the community through neighborhood meetings, citizen boards and commissions, surveys and other contacts with individuals and groups. The overall budget process was changed during FY 2004 in response to City Council’s comments and suggestions. Some of the more significant modifications include the following: o Council now receives formal quarterly presentations on General Fund (GF) revenues and expenditures; o Council now receives periodic presentations throughout the year on enterprise fund issues, such as water and sewer rate adjustments; and o Council now reviews the Capital Improvement Plan (CIP) budget at the same time as the operating budgets for the upcoming fiscal year, as evidenced by the inclusion of CIP operating and maintenance supplementals as part of the operating budget process. The Council workshops on the FY 2006 budget are briefly discussed below. On February 15, 2005, City Council was presented with a status report on the FY 2005 GF revenue and expenditure budget, through the second quarter of FY 2005. As part of this report, Council reviewed the FY 2006 GF revenue projection, in preparation for discussions about the FY 2006 operating and capital budget workshops scheduled in March/April 2005. The first budget workshop with Council occurred on March 15, 2005. This workshop covered an overview of the FY 2006 general fund proposed budget, the recommended City Manager priority supplemental requests related to total compensation and risk management, as well as the base budget and supplemental operating budget requests for the Human Resources Dept. The second budget workshop with Council occurred on March 22, 2005. This workshop covered the base budget and supplemental operating budget requests for the Fire Department, Police Department, Homeland Security/Special Projects, the Appointed Officials and Elected Officials Group, and the Internal Services Group. The third budget workshop with Council occurred on March 29, 2005. This workshop covered the base budget and supplemental operating budget requests for departments that comprise the Public Works Group, the Community Information and Services Group (with the 25 Back to Table of Contents City of Glendale Budget Summary exception of the Parks and Recreation Department,), and the Community Development Group. The fourth budget workshop with Council occurred on April 5, 2005. This workshop covered the Preliminary CIP 2006-2015 report, which was distributed to City Council on February 15, 2005. The fifth budget workshop with Council occurred on April 12, 2005. The workshop covered the CIP material not completed at the 4th budget workshop, including pay-as-you-go capital projects; CIP operating and maintenance (O&M) supplemental requests for the General Fund; the Parks Department’s base budget and supplemental operating budget requests; the Utilities Department’s needs assessment, capital budget requests, CIP O&M supplemental requests, and base budget and supplemental operating budget requests; and the Glendale Onboard (GO) Transportation operating and capital base budget and supplemental operating budget requests. The sixth budget workshop with Council occurred on April 19, 2005. This workshop covered the operating budget supplemental requests related to the Multi-Purpose (Cardinals) Stadium and Westgate developments. As part of the these discussions, information about the overall revenue and expenditure situation for city services provided for the Multi-Purpose Stadium development was presented, along with information about debt service requirements for the Glendale Arena, and the expected revenue from Glendale Arena and Westgate operations. Also discussed at the April 19, 2005, workshop were supplemental operating budget requests related to national sporting events such as the Super Bowl, college Bowl Championship Series (BCS), and Fiesta Bowl, events that are scheduled for future years at the Multi-Purpose Stadium. The workshop closed with a discussion about the financing options available to move the Emergency Operations Center (EOC) and related infrastructure, along with Phase I of the regional public safety training facility, forward to FY 2006 and FY 2007. Included in this discussion was information about capital projects that Council could chose to defer in order to move forward the EOC and training facility projects. On April 26, 2005, Council reviewed the final balancing information regarding the FY 2006 base budget and supplemental operating budget requests, as well as the preliminary FY 200615 CIP, with the recommended changes that were discussed over the course of the March and April 2005 budget workshops. Capital Improvement Projects Budget The city annually updates the Ten-Year CIP, which is now based on fiscal years 2006 through 2015 and includes approximately $1.9 billion in projects. The CIP document is both a work plan for upcoming capital projects (first five years), and also a general priority list for five to ten years from now. Projects include upgrades to city buildings, street improvements, parks 26 Back to Table of Contents City of Glendale Budget Summary and water/sewer lines. Glendale utilizes a CIP Management Team in conjunction with its Engineering, Budget and Finance Departments to carefully review all capital projects. The city, in an effort to control costs, now reviews all CIP projects in great detail for their economic impact to the city’s operating budget, and those with a high operating cost may be deferred to ensure that the operating impact can be covered when the project is completed. For FY 2006, the City of Glendale plans on making the following capital investments with a $326.5 million budget (figures are rounded and in millions): Water & Sewer Transportation Parks & Recreation Public Safety Streets Airport Flood Control Miscellaneous General Fund Cultural Facility Government Facilities Library Sanitation Open Space & Trails Arts Housing Civic Center Total CIP $121.5 $68.3 $35.3 $29.6 $27.3 $11.9 $9.4 $4.8 $4.8 $3.3 $2.2 $2.0 $1.8 $1.5 $1.4 $.9 $.5 $326.5 Operating Budget In preparing Glendale’s FY 2006 budget, the city faced a dramatically different situation than two years ago, in the spring of 2003. In the spring of 2003, a gap of $18.8 million between General Fund revenues and expenditures was anticipated. Employees met the challenge and proposed a total of $9.5 million in cuts of the department’s base operating budgets for FY 2004. In addition, $13.9 million in one-time solutions were identified. Council also took steps to strengthen the revenue stream for the future by increasing fees for service, approving a change in the telecommunications tax, and approving several refinancing packages to take advantage of the very low costs of borrowing. Employees also exceeded expectations by generating $12.6 million in FY 2003 operating budget savings, an incredible 27 Back to Table of Contents City of Glendale Budget Summary 40% more than the planned $9.0 million in savings. As a result, FY 2003 ended in a positive financial position. Starting with FY 2004, all departments were required to submit formal business plans to the City Manager, who is appointed by the Mayor and Council to act as the city’s chief executive officer. These business plans are based on a business model development by the city’s management team, and the strategic priorities set by the City Council. The idea is to formally and publicly state the methods and programs through which city departments will accomplish the community’s goals specified by the Council. The plans will also make clear how much it costs to accomplish all of the city’s objectives and ultimately the priorities of the Council and citizens. FY 2005 has exceeded expectations in terms of revenue receipts and budget savings to date. At the time this document was written, more than $4.1 million in operating budget salary savings were generated, and city sales tax receipts alone exceeded the city sales tax revenue budget by $3.4 million, or 9.4%, through the 3rd quarter of FY 2005. State-shared revenues also were performing exceptionally well through the 3rd quarter of FY 2005, coming in $2.4 million , or 7.1%, ahead of budget. These conditions lay the groundwork for the development of the FY 2006 budget. For more information about the details of the adopted budget, please see the sections of this book that address the operating and capital budgets. Amending the Budget Once the City Council adopts the annual budget, total expenditures cannot exceed the final appropriation that is $730 million for FY 2006. However, with Council’s formal approval, the city can adjust the total appropriations within the funds provided that the budget remains in balance. This means that if one fund’s total appropriation is increased, other fund appropriations must be reduced by an equal amount. The City Council may also approve the transfer of appropriations between funds. This occurs most often when savings are realized in capital improvement projects, and those funds supplement another project in a different fund. Amendments that transfer appropriations across funds and/or use contingency accounts require formal City Council approval. The City Charter gives the City Manager the authority to approve transfers of appropriations within the same fund without City Council approval. These types of budget transfer requests are reviewed by the relevant operating managers and the Budget staff before being sent to management for final approval. Line item changes within the same department do not require such approvals. All administrative budget transfers are documented by the Budget Department and tracked in the city’s computerized financial system. 28 Back to Table of Contents City of Glendale Budget Summary Policies Guiding the Budget Process The City Council's Strategic Priorities are the primary driving force behind the development of the City of Glendale’s Annual Budget. In addition, City Council has traditionally directed that the annual budget be developed in conformance with several important policy documents. The Financial Plan includes strategies designed to promote short- and long-term financial stability in the city. The Financial Policies document was developed in conjunction with the Finance Department to guide daily financial decision-making. Please see these sections for a detailed description of each. Fund Descriptions and Fund Balances The City of Glendale uses fund accounting to track revenues and expenditures. Some funds, such as the Street Fund, are required by state legislation. Others were adopted by the city to track and document revenues and ensure accountability. Enterprise Funds are expected to be self-supporting through revenue generated from the services provided. For these funds, the city often charges a fee for a specific service, such as sanitation, just like any other business would. Unlike other businesses the ending fund balances in these funds should only have some contingency appropriations left over and adjust rates accordingly to provide citizens an affordable, self-sustaining service. General Fund: The General Fund includes all sources of revenue the city receives that are not designated for a specific purpose. General Fund money may be used by the City Council for any legal public purpose. Most city departments receive at least some support from the General Fund. The ending balance in the General Fund, after accounting for operating and contingency appropriations as well as operating transfers, is conservatively projected to be $3.1 million. Street Fund: The Street Fund is used to track Highway User Revenue Fund (HURF) money received from the State of Arizona. HURF revenues are generated from gasoline and other fuel taxes, driver’s license and vehicle registration fees and other related fees collected by the state and shared with cities and counties based on a complex distribution formula. The Street Fund supports street cleaning and maintenance, traffic signs and signals, street lighting and related activities. The Street Fund is not projected to have an ending balance. The General Fund transfer into this fund is made to balance the planned operating and capital expenditures to zero. Police and Fire Special Revenue Funds: In 1994, Glendale voters passed a citizen initiative that increased the local sales tax by 0.1% to add police and fire personnel and related equipment. The proposition specified that two-thirds of the revenue would go to Police operations and one-third to Fire operations. Currently 33 police and 18 firefighter positions are paid from this fund. The Police and Fire Revenue Funds are used to track these revenues 29 Back to Table of Contents City of Glendale Budget Summary and expenses. Fund balances will decrease in both funds to $201,000 for police and $163,000 for fire. Civic Center Fund: The Civic Center Fund was created to track the revenue and expenses for the downtown facility that contains over 30,000 square feet of meeting space. The Civic Center accommodates up to 1,300 people attending a variety of events including weddings, trade shows and conventions. A projected transfer from the General Fund of $708,000 will supplement revenues of $430,000 generated from Civic Center activities in FY 2006 to cover operating and capital related expenditures. It is the city’s goal for the Civic Center to be a self-sustaining operation in the future. Transportation Fund: The Transportation Fund supports the provision of transit services in Glendale. The fund is primarily supported by sales tax revenue received from the Transit Referendum Tax (0.5%) approved by voters in 2001. The General Fund transfer will be $900,000 in FY 2006, which will supplement revenues of $27.6 million. Local Transportation Assistance Fund: The Local Transportation Assistance Fund (LTAF) is used to receive state lottery funds distributed to the cities on a population basis. Glendale transfers 100% of its LTAF funds into the Transportation Fund. The transfer will be $1.2 million in FY 2006. Airport Operating Fund: This fund was established to track the ongoing operating revenues and expenses of the Glendale Municipal Airport. Currently, the Airport Fund receives a transfer from the General Fund and carries no year-to-year fund balance. 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 should be able to attract more commercial business with the opening of the NHL Coyotes Arena and NFL Cardinal’s Stadium. The Airport Fund is projected to receive a transfer of $198,000 from the General Fund in FY 2006. Arena, Stadium and National Events Funds: The Arena and Stadium Special Revenue Funds are used to track revenues and expenditures received/incurred in association with the construction oversight and ultimate operation of these facilities. City departments working on these projects with revenues and expenditures being tracked within this fund include the Building Safety, Engineering, Attorney, Finance and Fire Marshall’s Offices. The National Events Fund was established in FY 2005 to help track General Fund cash that has been reserved, or set aside, by Mayor and Council to help pay for community improvements and operations associated with the NHL All-Star Game, Fiesta Bowl, BCS Bowl Game and the Super Bowl. $1M was set-aside in FY 2005 and another $5M will be added to this fund in FY 2006. The economic impact of each of these events is expected to be extremely beneficial to not only the City of Glendale, but the entire state as well. 30 Back to Table of Contents City of Glendale Budget Summary Community Housing Services Fund: The Housing Fund supports Glendale’s public housing program, which is part of the Community Housing & Revitalization Department. The fund is almost entirely financed by federal housing grants. Grant Funds: The city created a number of individual funds used to track grants received from various federal, state and county sources. Individual funds allow the city to comply with the specific financial and reporting requirements of each grantor agency. One fund tracks Community Development Block Grant (CDBG) funds from the federal government and another tracks HOME funds also from the federal government. A third fund tracks the Community Action Program (CAP) grant funds received from Maricopa County. A Transportation Grant Fund was established in FY 2005 to track grant activity for projects covered by the GO Glendale transportation program. Most other grants are tracked through the Other State and Local Grants Fund. Most grant funds come in on a reimbursement basis so these funds do not typically carry a fund balance from year to year. RICO Fund: Federal anti-racketeering laws permit law enforcement agencies to seize and sell property and proceeds acquired by individuals as a result of their involvement in certain types of criminal activities such as the sale of illegal drugs. The city’s RICO Fund tracks the revenue generated from such seizures. This revenue must be used for purposes that improve public safety or crime prevention programs. Court Special Revenue Fund: The Court Revenue Fund is funded from two primary sources: a security surcharge paid by persons convicted of traffic or misdemeanor offenses in City Court, and time payment fees charged to persons who choose to pay their fines in installments. Security surcharge revenue must be used for security services and facility improvements at the City Court. The time payment fee may be used for general court services. Water/Sewer Enterprise Fund: The Water/Sewer Enterprise Fund supports the provision of water and sewer service to Glendale residents and businesses. It is completely self-supported through water sales, sewer user fees and other related user fees. The fund receives no tax revenue and pays an annual contribution to the General Fund for support services, such as accounting, personnel, and legal services that General Fund departments provide. If the General Fund departments did not provide these services, the enterprise fund would have to contract with vendors to receive the services. The Water/Sewer Enterprise fund balance is expected to decrease from $57.3 million to $1.0 million in FY 2006 because of planned capital expenditures. A $2 million contingency appropriation exists for FY 2006. Sanitation Enterprise Fund: The Sanitation Enterprise Fund supports refuse collection and disposal service to homes and businesses in the city. It is supported through monthly charges paid by sanitation customers. The divisions in the Sanitation Enterprise Fund pay the Landfill 31 Back to Table of Contents City of Glendale Budget Summary Fund to dispose of solid waste at the landfill. The fund balance is expected to decrease from about $3.5 million to $2.2 million in FY 2006. Landfill Enterprise Fund: The Landfill Enterprise Fund supports the operation of the Glendale Landfill. City departments, and all private haulers, pay tipping fees (based on tonnage disposed) to use the city’s landfill. Non-city customers pay higher tipping fees. City Code requires that any excess of budgeted revenues over budgeted expenditures be reserved each year with the budget process for the purpose of providing for major landfill improvements or major equipment purchases. In addition, the city's recycling program will help extend the life of the landfill and contribute to our community’s effort to improve the environment. The balance of the Landfill Fund at the beginning of FY 2006 is projected to be $18.0 million. It is projected to decrease to $16.3 million by the end of this fiscal year, with another $2.0 million appropriated for contingency purposes. Risk Management and Worker’s Compensation Trust Funds: The Risk Management and Worker’s Compensation Trust Funds support the provision of liability and worker’s compensation coverage for the city. The funds are used to pay claims against the city and to cover premiums for certain types of outside coverage. Income to the funds comes from premiums charged to each city department. Benefits Trust Fund: The Benefits Trust Fund was created in FY 2001. An actuarial study of health insurance funding indicated that creating a separate fund, and holding the excess payments and accumulated interest in it, would be the best way to develop reserves to meet future cost increases for health-related insurance. During the course of the year, employer and employee contributions for medical, dental and vision insurance are deposited into this fund. For FY 2006, the city employees will contribute $25.00 per month to help cover the costs of continually rising health insurance expenditures. Premium payments to insurance carriers are made directly from the fund. The remaining fund balance, if any, will be kept in the fund for future use. The Benefits Trust Fund also contains minimal reserves. Vehicle and Technology Replacement Funds: These replacement funds were designed to allow the city to replace outdated, or worn out equipment at regular intervals. Typically, each department pays annually into each fund based on the amount of equipment in its inventory and the expected life span and any residual value of the equipment. Due to the economic downturn of 2001-2003, GF contributions to these funds were halted for five months in FY 2003, and for all of FY 2004, for a total of seventeen months. The enterprise funds continued to pay into these replacement funds at the 100% level over this time period. GF contributions resumed at the 50% level in FY04-05. 32 Back to Table of Contents City of Glendale Budget Summary With the exception of Public Safety vehicles, the useful life of city vehicles was extended one year in FY 2003. The savings from this extension helped the city to offset other inflationary increases within the existing budget. In addition, the level of past contributions created a cushion in the replacement fund balances that has allowed the city to continue replacing critical equipment at regular intervals. GF contributions to these funds have been restored to a 75% funding level for FY 2006, and are scheduled to be at the 100% funding level for FY 2007. Fund balances in both funds fluctuate from year to year according to the replacement schedules, and are decreasing from $4.5 to $3.9 million in the Vehicle Replacement Fund, and from $3.1 to $3.0 million for the Technology Replacement Fund. General Services and Telephone Funds: The General Services and Telephone Funds are used to track income and expenses of the internal services provided to city departments. These include vehicle maintenance, fuel and telephone services. City departments pay for these services on an actual usage basis. These charges go into the General Services Fund as revenues that support the cost of providing the services. The General Services Fund generally carries only a small fund balance because the rate structures are designed to recover only actual costs. Small annual surpluses may occur from time to time, but these are returned to city departments through lower rates or smaller rate increases the following year. Self-Sustaining, Library and Cable TV Revolving Funds: These funds track the use of special revenue sources dedicated to the specific service areas that collect them. Examples include recreation classes for which fees are charged, library book sales and rental fees for the cable TV studio and van. The Parks and Recreation Department has agreements with several local school districts covering maintenance of city pools on school property and jointly owned city/school district parks. The school districts and the city make annual payments into the fund to cover major maintenance and restoration costs. In turn, each fund will experience a reduction in their respective Self-Sustaining fund balance as accumulated reserves are spent. Capital Construction Funds: These funds track the resources, generally from bond sales and development impact fees, and capital expenses related to the construction of major capital improvements. Considerable detail on planned capital projects, their potential operating impacts on the General Fund, debt policies and tax implications are included in the Capital Improvement Budget section of this document. Any remaining fund balances in the capital construction funds are appropriated to contingency to cover any unanticipated projects, or project acceleration. Debt Service Funds: These funds are used to track payments made on the city’s outstanding debt obligations. Each type of debt (General Obligation, Street Revenue Bond, Local Improvement District, Municipal Property Corporation) is tracked in a separate fund. 33 Back to Table of Contents City of Glendale Budget Summary The city’s debt policies and long-range debt management plans are described in detail in the Capital Improvement Budget section of this document. Debt schedules are included in the Schedules section at the end of this document. Fund balances in the General Obligation, Local Improvement District and MPC Funds fluctuate according to established debt payment schedules. The Street Revenue Bond Debt fund carries little or no fund balance. Both the MPC and Street Revenue Bond funds are balanced annually with transfers from the General, Street and Arena Special Revenue funds. 34 Back to Table of Contents City of Glendale Budget Revenue Summary REVENUES Total revenues available to the city in FY 2006 from all sources are estimated at $499 million, of which $132 million goes into the General Fund. Table 1 shows changes expected in some revenue funds. Please note that numbers in parentheses denote a decrease in revenues in FY 2006. Table 1: Total Revenues by Fund—FY 2005 v FY 2006 (All Dollars in Thousands) Fund 0001-General Fund 0002-Police Spec. Rev. 0004-Fire Spec. Revenue 0006-Civic Center 0012-Streets 0013-L.T.A.F. 0015-Airport 0016-General Services 0018-Arena Special Rev. 0019-Housing 0024-Transport. Grants 0025-Transportation 0027-Telephone 0041-Vehicle Replacement 0042-Tech. Replacement 0050-Water/Sewer Fund* 0055-Landfill Fund 0057-Sanitation Fund 0072-Court Fund 0073-Self-Sustaining Fund 0075-Library Books 0076-Risk Mgmt Trust Fund 0077-Workers Comp Fund 0079-Benefits Trust Fund Total Operating Capital and Other Revenue Grand Total FY 2005 Estimate $127,978 $2,670 $1,335 $425 $15,395 $1,186 $350 $6,019 $2,555 $7,697 $418 $19,843 $811 $1,553 $1,428 $56,110 $9,333 $13,259 $315 $1,255 $331 $2,320 $1,270 $14,847 $288,704 $48,757 $337,461 FY 2006 Change FY 05 to Projection FY 06 $131,807 $3,828 $2,849 $179 $1,424 $89 $430 $5 $15,174 ($222) $1,160 ($26) $367 $17 $7,012 $994 $5,429 $2,875 $8,422 $725 $15,390 $14,972 $27,623 $7,780 $782 ($29) $1,850 $297 $1,654 $226 $120,728 $64,618 $8,004 ($1,329) $14,276 $1,017 $324 $9 $1,695 $440 $337 $5 $2,576 $255 $1,256 ($15) $18,595 $3,747 $389,163 $100,460 $110,029 $61,272 $499,192 $161,732 *The increase is mostly attributable to Bond/Loan Proceeds of $50 million occurring in FY 2006, instead of FY 2005 35 Back to Table of Contents City of Glendale Budget Revenue Summary General Fund Revenues Total resources available in FY 2006 to support General Fund services include the estimated beginning fund balance of $49.3 million and revenues of $132 million. The city’s overall General Fund revenue projections are based on historic trend data, expected population increases, projected inflation, performance of the national, state and local economies and statistical analyses. Summary of General Fund General Fund Revenue (Excludes Street Funds) Franchise Fees 3% Court/Lic./Fee 5% State Shared 35% Miscellaneous 9% Property Tax 3% Development Fees 4% Sales Tax 41% 36 Back to Table of Contents City of Glendale Budget Revenue Summary City Sales Tax: Glendale’s largest source of locally generated revenue is the city sales tax. The General Fund receives 1.2 percent on all retail sales occurring within the city. The city expects to receive $55.7 million in sales tax collections for FY 2006. City Sales Tax Revenue 10-Year Fiscal History (In Thousands) $60,000 $50,000 $40,000 This revenue source has performed very strongly in recent years. For example, in $20,000 FY 2004, city sales tax revenue actuals were $6.2 million, or 14.4%, higher the actuals $10,000 received in FY 2003. For FY 2005, we are $0 projecting city sales tax actuals to come in '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 $2.4 million, or 4.8%, higher than the FY 2004 actuals. At the end of the 3rd quarter, city sales tax receipts already are $2.1 million ahead of FY 2004 actuals. For FY 2006, we are expecting $3.5 million more than the amount we expect to receive in FY 2005, with $1.9 million of that amount attributable to the addition of city sales tax to franchise fees, a new revenue stream that voters approved in a May 2005 election. $30,000 State-Shared Revenues: The State of Arizona shares a portion of its sales, income and motor vehicle taxes with cities based on population formulas established by state law. State-Shared Revenue 10-Year Fiscal History (In Thousands) $50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 '97 '98 For FY 2006, City Council held state-shared revenues, which represent 32 percent of the city’s GF revenue budget, to the actuals received in FY 2004 ($47 million). This conservative approach is being used because '99 '00 '01 '02 '03 '04 '05 '06 of the expected decrease in state-shared Sales Income MV In-Lieu revenues in FY 2007. A mid-decade census will be conducted during FY 2006, and the recalculation of Glendale’s pro rata portion of state-shared revenues is expected to mean a $3.4 million loss to Glendale beginning in FY 2007. By taking this approach, the city is not building into its operating budget additional ongoing expenses supported by state-shared revenues. In terms of actual performance, this revenue source has done very well. At the end of the third quarter in FY 2005, collections for state-shared revenues are 4.6 percent or $1.6 million ahead of collections through the 3rd quarter for FY 2004. The Joint Legislative Budget Committee, a bipartisan committee that includes respected economists from the private sector and the universities, is projecting robust growth – 6.6 percent for state sales tax receipts, 8.4 37 Back to Table of Contents City of Glendale Budget Revenue Summary percent for state individual income tax receipts, and 19.1 percent for state corporate income tax receipts – for FY 2006. Given this outlook and the city’s conservative approach to budgeting this revenue source, the impact of the mid-decade census on state-shared revenues should not result in any operating budget reductions for the city. The largest state-shared revenue is the state income tax, which is expected to generate $19.7 million in FY 2006. Income tax disbursements to cities lag behind collections by two years, so weak performance in FY 2004 reflected the waning economy in Arizona since 2002. In FY 2000, cities received 15.8 percent of the state income tax revenue. In FY 2001, cities distribution was reduced to 15.0 percent. This resulted in a reduction of over $1.0 million dollars to Glendale’s share of state-shared income tax revenue in the first year following the change. In FY 2003 and FY 2004, the state legislature further reduced the percentage to 14.8 percent and returned it to 15.0 percent in FY 2005 as it will remain for FY 2006. For FY 2006, the city projects it will receive $18.4 million from state sales tax and $8.9 million from motor vehicle taxes. Primary Property Tax: Using Maricopa County estimates for assessed valuation, a primary property tax rate of $0.3064 per $100 of assessed valuation will result in revenues of $3.7 million. This is a slight increase from FY 2005 receipts and the increase is attributable to new construction and rising property values in the city. The City Council made a policy decision to stabilize the property tax rate at $1.72 to ease the tax burden for existing residents. The current levy is well below the legal maximum, and the city is in compliance with applicable property tax law. Development Fees: Development-related fees include building permits, right-of-way permits, plan review fees, rezoning fees and engineering and traffic engineering plan check fees. Fee revenues are cyclical in nature and tend to reflect the economic health of the construction sector. Development fee revenue is predicted to increase to almost $5.4 million in FY 2006. This represents a small increase from FY 2005 and a large jump from FY 2002 low point. This is attributable to a development fee rate increase and major new developments, such as those related to the arena and stadium. Primary Property Tax Revenue 10-Year Fiscal History (In Thousands) $5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Development Fee Revenue 10-Year Fiscal History (In Thousands) $6,000 $5,000 Traffic Eng. $4,000 Engineering Rezoning $3,000 Plan Check $2,000 Right-of-Way $1,000 Bdg Permits $0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 38 Back to Table of Contents City of Glendale Budget Revenue Summary Franchise Fees: Franchise fees are paid to the city by the electric, gas and cable companies operating within the city. These fees tend to increase in response to population growth and rate increases by the various utilities. In all cases, the fees due the city are based on gross receipts for the franchised organization. Anticipated revenues from this source are approximately $3.6 million for FY 2006. (In Thousands) License and Fee Revenue 10-Year Fiscal History (In T h o u s a n d s ) $ 4 ,0 0 0 $ 3 ,5 0 0 $ 3 ,0 0 0 $ 2 ,5 0 0 $ 2 ,0 0 0 $ 1 ,5 0 0 $ 1 ,0 0 0 $500 $0 '9 7 Cemetery $3,500 Library $3,000 SRP $2,500 Fire $2,000 Rec $1,500 Bus. Lic. $1,000 Liquor $500 Sales Tax $0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Bus./Prof. Court Revenues: 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 amount of revenue generated from fines can be affected by changes in the level of enforcement provided by the Police Department. Court revenue is estimated to reach $2.7 million in FY 2006. '9 8 '9 9 '0 0 '0 1 '0 2 G a s /E le c tric Arena $4,000 F ra n c h is e F e e R e ve n u e 1 0 -Y e a r F is c a l H is to ry '0 3 '0 4 '0 5 '0 6 C a b le License and Fee Revenues: This revenue category includes business and professional licenses, sales tax licenses, liquor licenses, special regulatory licenses, recreation fees, fire department fees, library fees, cemetery fees, and arena fees. As a group they are expected to generate $3.7 million in FY 2006. This represents an increase from FY 2005, primarily due to new revenue generated from arena fees and the cemetery’s revenue being re-directed as a general fund source. C o u rt R ev en u e 10-Y ear F iscal H isto ry (In T housands) $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Other Revenues: This revenue category includes interest, staff and administrative chargebacks, rental income, capital lease proceeds, sale of assets and miscellaneous revenues. This amounts to $10.1 million in FY 2006, compared to $11.7 million in FY 2005, and $12.4 million in FY 2004. The higher amounts are attributable to one-time capital lease proceeds, and city’s policy, implemented in FY 2004, of charging other funds for General Fund department staff and administrative costs. 39 Back to Table of Contents City of Glendale Budget Revenue Summary Police and Fire Special Revenue Funds Special Sales Tax: The source of revenue for these funds is the 0.1 percent sales tax designated for Police and Fire services adopted by voters in 1994. Because this revenue source is subject to the same economic volatility as the general sales tax, the city’s sales tax stabilization strategy applies. The projected revenue for FY 2006 is $2.8 million for Police and $1.4 million for Fire. Police and Fire Special Revenue 10-Year Fiscal History (In Thousands) $5,000 $4,000 $3,000 $2,000 $1,000 $0 Street Fund Revenues '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Police Fire Street Fund revenues come from the state-shared Highway User Revenue Fund (HURF), which consists of gasoline and other fuel taxes, drivers licenses and vehicle registration fees, and other transportation-related fees and taxes. They must be accounted for separately and used for street maintenance and transportation services. HURF revenues will contribute $15.2 million of Street Fund resources. HURF Revenue: HURF collections are affected by the general health of the economy, as well as specific industries such as tourism and trucking. Formula modifications made from time to time by the state legislature have affected Glendale’s share of HURF dollars. For FY 2006, the state is projecting a decrease in HURF distributions to Glendale of 1.5 percent under FY 2005. HURF Revenue 10-Year Fiscal History (In Thousands) $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 40 Back to Table of Contents City of Glendale Budget Revenue Summary Airport Fund Revenues Airport revenues consist of user fees (61 percent), lease proceeds (4 percent) and a transfer from the General Fund (35 percent). Airport User Fees: Airport user fee revenue comes from a combination of terminal space rentals, land leases, fuel-related fees, tiedown and hangar fees and other aviationrelated fees. The city has achieved a 100 percent building lease rate for the last few years. Glendale is now aggressively pursuing additional airport facility users with an ultimate goal of airport self-sufficiency. Construction of the NHL Coyotes Arena and NFL Cardinals Stadium in conjunction with planned improvements to attract corporate jet customers should provide additional business opportunities for the airport. Revenues for FY 2006 are projected to be $367,080. Airport User Revenue 10-Year Fiscal History (In Thousands) $400 $350 $300 $250 $200 $150 $100 $50 $0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Transportation Fund Revenues The primary source of transportation revenue is sales tax revenue received from the Transportation Referendum Tax (0.5%) approved by voters in 2001. This tax funds the Glendale Onboard (GO!) Transportation Program, and is expected to generate an estimated $19.3 million in FY 2005 and is projected to raise $20.5 million in FY 2006. Total revenues are projected to be 27.6 million in FY 2006. These funds are used for various transit-related projects and expanding existing services. The General Fund will transfer $900,000 into this fund this year to help sustain the delivery of transportation services. Transportation Funding Sources Operating Revenue Interest 2% General Fund 3% Grant Funds 22% Lottery 4% Fares 1% 41 Back to Table of Contents Transport. Tax 68% City of Glendale Budget Revenue Summary These funds and the GO! program are guided with the help of the Citizen’s Transportation Oversight Commission (CTOC). Other revenue sources include the city’s allocation from the Local Transportation Assistance Fund, which is funded from state lottery revenues, is projected to total $1.2 million in FY 2006. Grants will contribute about $6.4 million more, with another $200,000 coming from transit revenues and $447,000 in interest earnings. Water/Sewer Fund Revenues Water/Sewer Revenues In FY 2006, water sales and sewer fees will make up $52.2 million of total revenues for this fund. Bond proceeds will yield an additional $59.6 million and development impact fees (DIF) $7.7 million. It is not expected that Water DIF and Sewer DIF revenue will increase significantly over FY 2005. Overall revenues for the Water/Sewer Fund amount to $120.7 million in FY 2006. Other Revenue 1% Sewer Revenue 18% Water Revenue 26% Bond Proceeds 49% Dev. Fees 6% Water Sales: Revenues from water sales are influenced by rate changes, weather conditions and population growth. Water & Sewer Revenue 10-Year Fiscal History (In Thousands) $60,000 $50,000 $40,000 Sewer Water $30,000 $20,000 $10,000 $0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Sewer User Fees: Though it is possible to measure actual water used each month, it is impossible to measure exact sewer usage. However, there is a strong correlation between water and sewer usage. Therefore, sewer user rates are set each year based on water usage in the months of January, February and March. The sewer user fee schedule was updated in 2002. A four percent revenue increase in 2003 and 2004 was needed to ensure that sewer user fees cover the actual cost of providing the service. 42 Back to Table of Contents City of Glendale Budget Revenue Summary Landfill Fund Revenues Landfill Revenues Glendale’s internal divisions are charged an internal rate for use of the city landfill, generating $2.3 million of landfill revenues. Outside users accounted for $2.5 million of FY 2006 landfill revenues. The recycling program is projected to bring in $2.1 million. Additional miscellaneous revenue comes from interest, development fees, chargebacks and other fees, and accounts for $1.1 million. Total projected revenues for FY 2006 are $8.0 million. Internal Charges 29% Misc. 13% External Charges 32% Recycling 26% Internal Division Tipping Fees: The current internal tipping fee paid by city divisions is $12.57 per ton, which is a drop from the rate of $19.50 charged in FY 2004. The rate will increase in FY 2006 to $13.28 per ton. Internal tipping fees will generate $2.3 million for the Landfill Fund in FY 2006. External User Tipping Fees: External User Tipping Fees 10-Year Fiscal History City Internal Tipping Fees 10-Year Fiscal History (In Thousands) (In Thousands) $5,000 $4,000 $4,000 $3,000 $3,000 $2,000 $2,000 $1,000 $1,000 $0 $0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Tipping fees paid by private haulers and other cities using the Glendale Landfill will generate $2.5 million in revenue in FY 2006. The drop after FY 2002 was due to two major clients not renewing their contracts. There is no planned increase of the tonnage rate of $26.00 charged to private haulers in FY 2006. 43 Back to Table of Contents City of Glendale Budget Revenue Summary Sanitation Fund Revenues The city has prepared five-year financial plans for the Sanitation and Landfill Enterprise Funds. These plans consider operating and capital costs, equipment replacements, rate structures and service demands. Budget decisions are largely based on these long-range plans. Since landfill fees represent a significant part of the expenses incurred by the sanitation enterprise, landfill rates have a major effect on sanitation rates. Glendale’s sanitation rate for FY 2006 is $14.90, which was increased in FY 2005 from $14.50. The fee adjustment will simply cover the increased cost of doing business. Sanitation Revenues Residential 68% Misc. 2% DIF 0% Commercial 30% The FY 2006 revenues of $14.3 million for the Sanitation Fund come primarily from two sources: residential fees, projected at $9.6 million, and commercial fees, projected at $4.2 million. Sanitation Service Fees: Commercial fees charged to business and apartment accounts will amount to almost a third of revenues in FY 2006. The Sanitation division has dedicated a position to help secure new business accounts, and commercial rates are being reviewed. Valley Sanitation Rates Residential Sanitation Fees 10-Year Fiscal History (Based on FY2005 published rates) (Per Month) $25.00 (In Thousands) $22.50 $10,000 $20.00 $8,000 $17.50 $6,000 $15.00 $4,000 44 Back to Table of Contents Phoenix Mesa Tempe Glendale '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Scottsdale $0 Peoria $10.00 Gilbert $2,000 Chandler $12.50 City of Glendale Budget Expenditure Summary EXPENDITURES The FY 2006 Operating Budget The FY 2006 Operating Budget totals $290 million, which is an increase of $22 million or 8.2 percent over the FY 2005 budget of $268 million. One-time additions to the budget account for $16.3 million. These additions will not recur in future years, and include costs related to the stadium, arena, Westgate development, pay-asyou-go capital and economic development redevelopment/land acquisition. Ongoing additions to the budget total $15.4 million. A significant portion of this ongoing expense is related to employee merit and pay range adjustments, motor fuels, pavement management, water/sewer expenses, lease debt service increases and additional staffing throughout the city. Operating Budget Changes There are several significant additions to the city’s operating budget in FY 2006. They are summarized below. On the operating side, City Council approved new pay plans for both police and fire personnel to ensure we obtain the most highly qualified staff to provide public safety services to our residential and business communities. In addition, City Council approved pay adjustments for the rest of city staff to ensure we remain competitive in recruiting and retaining the best qualified staff. The pay adjustments are based on a market survey of other Valley cities and therefore will vary depending on whether a classification is below market, at market or above market. Overall, City Council approved the addition of $4.2 million to the General Fund (GF) base budget to implement these important pay adjustments. City Council also added 14.5 ongoing positions to the General Fund base budget and 13.5 ongoing positions to the base budget of other funds. Examples of some of the positions added to the FY 2006 budget are: • three fire captains to staff phase I of the Rapid Response Team, an urban rescue team trained to respond to threats or acts of terrorism, a program that City Council approved in July 2004 when the city formally accepted a federal homeland security grant; • two inspectors and a support secretary to ensure compliance with city codes that promote public health and safety, eliminate conditions that contribute to blight and deterioration, and preserve the quality of life in neighborhoods; • one recreation supervisor to work with the construction manager on equipment purchases and to set up the staffing and program needs prior to 45 Back to Table of Contents City of Glendale Budget Expenditure Summary the opening of the new Foothills Recreation & Aquatic Center, the construction of which commenced in the spring of 2005; • one service worker to work on the city’s graffiti abatement team; • two electronic information specialists to address the ongoing duties related to maintaining an up-to-date, sophisticated city website that offers residents and businesses access to e-services and other information; • nine staff persons for the city’s expanding water, wastewater, and sewer capital operations; and • one equipment operator to address customer growth in the city’s residential trash and recycling collection program, and one service worker for landfill operations. Comparison of Operating Budget Comparison of Program Budgets $300,000,000 $50,000,000 $40,000,000 $250,000,000 $30,000,000 $20,000,000 $200,000,000 FY2006 $10,000,000 Library Parks/Rec Fire Transp. One-Time Inc HR FY2006 Utilities Ongoing Inc Field Ops FY2005 Police $0 $150,000,000 Base Budget FY2004 FY2005 Aside from additions to staffing levels, other additions to the FY 2006 operating budget include • approximately $570,000 in one-time funds to address specialized equipment needs of the Police Department, and $1.3 million in one-time funds for overtime, vehicle maintenance and background investigations; • approximately $712,450 in one-time funds to provide paramedic training in advanced life support for staff assigned to the new fire station that is scheduled to open in north Glendale in early FY 2006; • approximately $120,000 in one-time funds to provide consolidated training and consulting services for the city’s PeopleSoft enterprise software package used for a variety of functions related to finance, purchasing, asset management, budget, and human resources; 46 Back to Table of Contents City of Glendale Budget Expenditure Summary • approximately $1.4 million in ongoing funds for the city’s pavement management program (for a total budget of $2.25 million), a long term maintenance plan to preserve the high quality of the city’s network of streets; and • approximately $200,000 for the Neighborhood Improvement Grants program (for a total budget of $700,000) to provide capital improvements to various neighborhoods throughout the city such as right-of-way landscaping enhancements. • approximately $519,084 in one-time funds to equip and $71,420 of ongoing funds to initially staff the new Foothills Recreation and Aquatic Center in FY 2006; While no police officer positions were added to the FY 2006 budget, thirty-six (36) additional officers are expected to be on the street by December 2005 as a result of filling numerous officer vacancies and realigning duties so officers can return to patrol duties. Staff plans to return to Council in early 2006 to report on the impact these officers is having on the Police Department’s current calls for service and the department’s ability to provide service to the community. Table 2 Selected FY 2006 Budget Supplementals Department Amount % Increase from FY 2005 Police Department $2,063,491 4.8% Field Operations $4,161,515 9.2% Fire Department $1,534,663 7.0% Information Technology Engineering Utilities $1,473,529 $1,282,158 $3,604,913 26.5% 24.7% 11.7% $2,044,774 $874,587 $602,632 $566,000 $13,461,917 $31,670,179 40.0% 7.5% 4.1% 24.3% 16.3% 11.8% Building Safety Parks & Recreation Transportation City Attorney All Other Total Supplementals 47 Back to Table of Contents City of Glendale Budget Expenditure Summary Operating Budget Summary In most cases, Glendale’s fund structure coincides with the cities organizational and program structure. Table 3 shows the operating budgets for each operating fund from FY 2004 to FY 2006. The “other” category includes stadium, arena and grant related costs, which are mostly self-funded. Table 3 Operating Budget Summaries FY 2004 to FY 2006 (All Dollars in Thousands) Fund General Fund Streets General Services Transportation Airport Operating Cable Equip. Repl. Court Water and Sewer Landfill Sanitation Risk Management Tech Replacement Benefits Trust Fund Vehicle Replacement Self-Sustaining Fund Housing Library Police Special Assessment Fire Special Assessment Civic Center Worker's Comp Fund Other Total 2004 Budget $104,309 $11,461 $5,564 $9,019 $540 $55 $276 $31,424 $8,394 $13,760 $2,250 $1,786 $12,577 $800 $2,047 $8,018 $400 $2,395 $1,485 $671 $1,407 $18,362 $237,000 2005 Budget $126,500 $12,764 $5,756 $9,401 $557 $55 $320 $35,809 $8,240 $14,002 $2,250 $1,786 $13,356 $2,507 $2,236 $8,186 $521 $3,020 $1,451 $709 $1,407 $17,167 $268,000 48 Back to Table of Contents 2006 Budget $143,751 $14,426 $7,169 $9,820 $566 $55 $345 $39,087 $7,348 $13,196 $2,250 $1,786 $13,692 $2,439 $2,306 $8,360 $524 $3,215 $1,317 $755 $1,407 $16,186 $290,000 2006 vs. 2005 13.6% 13.0% 24.5% 4.5% 1.5% 0.0% 7.7% 9.2% (10.8%) (5.8%) 0.0% 0.0% 2.5% (2.7%) 3.1% 2.1% 0.6% 6.5% (9.2%) 6.4% 0.0% (5.7%) 8.2% City of Glendale Budget Expenditure Summary Expenditures T o taTotal l O peOperating r a tin g FFund und E x pe n dit ur e s Percentage ofgOperating All Funds Pe r c e nta e o f O peBudget r a ti ngfor B udg e t N o n -D e p t & G r a n ts 1% P u b lic S fty 25% Comm Info In te r n a l S vc s. 15% C o& m Svcs. m S vc s. 13% S p e c ia l P r o j. 1% C o m m D e v. 11% A p p o in te d O ffic ia ls 3% P u b lic W o r k s 31% The largest operating group, regardless of funding source, is the Public Works Group, which accounts for 31 percent ($87.8 million) of the total operating budget. The public works group includes the Utilities Department, Field Operations Department, Engineering Department, and the Environmental Resources Department. These departments provide water and sewer treatment and transmission services, street and right-of-way maintenance services, solid waste collection and disposal services, as well as recycling operations; building and equipment maintenance services; cemetery services; construction engineering services and capital program management for the city’s capital improvement program; water conservation programs for residents and city departments; water quality testing services for the city’s drinking water and reclaimed water services; and long-term water resource planning. The second largest group at $72.8 million is Public Safety, which makes up 25 percent of the total operating budget. Services provided by this group include police and fire protection, emergency medical services and related support services such as 911 dispatch. The Community Information & Services Group includes the following departments: Parks and Recreation, Library Services, the Public Arts Program, Community Partnerships, and Community Housing and Revitalization. This group accounts for 13 percent of the total operating budget, or $39 million. The City Manager’s Group, now called the Internal Services Group, includes those operations reporting directly to the city manager or assistant city manager. These departments account for 15 percent ($44.2 million) of the total operating budget. They include the City Manager’s Office, Human Resources, Community Action Program, Intergovernmental Relations, City Auditor, Marketing and Communications, Finance, Information Technology, and Management & Budget. Some of the services these departments provide include financial, 49 Back to Table of Contents City of Glendale Budget Expenditure Summary accounting, and payroll services; revenue collection services; information systems development and management; grants coordination and budgeting services; marketing, tourism, and special events services; personnel services related to recruiting, hiring, and training staff; and performance management services. The Community Development Group represents 11 percent ($32.6 million) of the total operating budget. Departments in this group include Planning, Transportation, Building Safety, Code Compliance and Economic Development. Some of the services these departments provide include the issuance of building permits; inspections related to new construction; services related to traffic engineering, streetlights, traffic signals, traffic signs and markings; public transit, and airport operations. The Appointed and Elected Officials Group is made up of departments whose department heads are appointed by the Mayor and Council or are elected to office. The group accounts for 3 percent ($8.5 million) of the operating budget and includes the operation of the mayor’s office, city council office, city clerk, city attorney and the city court. Non-departmental expenses include annual dues for membership agencies like the National League of Cities and Maricopa Association of Government, outside legal fees, unemployment benefit payments, etc. Non-Departmental and miscellaneous grant administrative expenses account for 1 percent ($3.1 million) of the operating budget. A new group named Special Projects accounts for the remaining 1 percent of the budget total ($2.1 million) and includes the operation of homeland security coordination, materials management and warehouse services, the civic center, and financial analysis of new, largescale projects related to economic development opportunities. 50 Back to Table of Contents City of Glendale Budget Expenditure Summary Staffing and Personnel Issues As with any service organization, personnel costs are a significant part of the total operating budget of the city. Table 4 provides a comparison of staffing levels in recent years. Table 4: Staffing Levels by Fund (Full-Time Equivalents) Fund General Fund Streets General Services Transportation Airport Housing C.D.B.G. Other Grants Water/Sewer Sanitation Landfill Art and Parks Police (Special Assess.) Fire (Special Assess.) Civic Center Arena Court Fund Stadium Development Telephone Total 2001-02 2002-03 1,160.55 1,170.55 96.00 96.00 40.00 42.00 26.25 40.25 5.00 5.00 23.00 23.00 8.75 8.75 9.50 11.00 181.00 181.25 65.00 62.00 43.00 42.00 1.00 2.00 33.00 33.00 18.00 18.00 6.00 6.00 0.00 11.00 0.00 1.00 0.00 0.00 1.00 1.00 1,717.05 1,753.80 2003-04 1,187.05 96.00 42.00 42.25 5.00 23.00 8.75 11.00 181.25 65.00 37.00 3.00 33.00 18.00 6.00 12.00 3.00 6.00 1.00 1,780.30 51 Back to Table of Contents 2004-05 1,260.91 96.00 42.00 42.25 5.00 25.00 8.75 11.00 191.25 68.00 38.00 5.00 33.00 18.00 6.00 1.00 3.00 20.00 1.00 1,875.16 2005-06 1,300.26 96.00 39.00 43.25 5.00 25.00 8.75 10.50 200.25 69.00 39.00 6.00 33.00 18.00 6.00 0.00 3.00 13.00 1.00 1,916.01 City of Glendale Budget Expenditure Summary Overall, the city takes a conservative approach to adding new positions and expanding its service delivery system to ensure that basic services can be sustained regardless of revenue and expense fluctuations. Staff increases are typically closely tied to population growth. Authorized Staffing Per 1,000 Population 10-Year Fiscal History 9.0 8.0 7.0 The FY 2006 budget increases the total authorized staffing by 40.85 FTE’s. Some of the areas receiving additional staff include Code Compliance, Information Technology, Public Safety and the Utilities Department. Schedule 6, found in the Schedules section of this document, provides detail on the city’s authorized staffing. 6.0 5.0 4.0 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Employees per 1,000 Population FY 2005 The total authorization of 1,916.01 full-time equivalent (FTE) positions will serve an estimated population of 236,037 by July 2006. This results in a staffing ratio of 8.12 employees per 1,000 residents in FY 2006. 12.0 9.2 9.8 10.8 10.2 8.1 9.0 7.4 6.9 52 Back to Table of Contents Tempe Phoenix Scottsdale Mesa FY06Glendale Peoria 3.0 As the accompanying graph indicates, Glendale maintains one of the lowest staff to population ratios of any city in the metro Phoenix area, and does so without sacrificing the quality of services provided to residents. Chandler 6.0 City of Glendale Budget Expenditure Summary General Fund Expenditures Included in the General Fund total is the Streets Fund. The total General Fund operating budget for FY 2006 is $158.2 million. At 40 percent or $63.8 million, Public Safety is the largest component of the General Fund budget, followed by the Community Information & Services group at 14 percent and Public Works at 13 percent. The accompanying graph displays the General Fund budgets by group as a percentage of the whole. All street-related costs eligible for Highway User Revenue Fund (HURF) allotment are budgeted as expenses of the Street Fund. In addition, the debt payment on street revenue bonds comes from the Street Fund in the form of a transfer to the Street Debt Service Fund. T o t a l G e ne ra l F u n d E x pe n d it u re s P e r ce n ta g e o f G e n e ra l Fu n d B u dg e t P u b lic S a fe ty 40% P u b lic W o r k s 13% C om m D ev . 13% A p p o in te d C o m m In fo & O ffic ia ls Svcs. 5% 14% N o n -D e p t. 1% In te r n a l S v c s . 13% S p e c ia l P r o js . 1% Table 5 compares the FY 2006 General Fund budgets by group to FY 2005. Table 5 General Fund Budget By Group Comparison (All Dollars in Thousands) Group Public Safety Community Info & Svcs Public Works Community Development Internal Services Appointed Officials Special Projects Non–Departmental Total FY 2005 Budget $55,829 $18,357 $19,384 $18,153 $17,782 $7,520 $957 $1,281 $139,264 53 Back to Table of Contents FY 2006 FY 2006 Percent Budget Of Total $63,796 40.3% $21,428 13.5% $20,892 13.2% $20,801 13.2% $20,212 12.8% $8,137 5.1% $1,327 0.8% $1,584 1.0% $158,214 100.0% City of Glendale Budget Expenditure Summary Operating Budget Highlights This section addresses the major changes made to each area’s operating budgets effective with the start of FY 2006. Public Safety: The Public Safety Group provides police and fire protection, emergency medical services and related support services such as 911 dispatch and communications. Glendale’s Fire Department is accredited by the Commission on Fire Accreditation International. Glendale’s Police Department also is accredited through the independent Commission on Accreditation for Law Enforcement. Glendale’s public safety personnel remain committed to the community and continue innovative programs and partnerships. City Council continued its commitment to ensuring public safety for the community by approving one-time funding increases for FY 2006 to address specialized equipment needs of the Police Department, overtime needs, increased costs for vehicle maintenance, the cost of background investigations for new police hires, and paramedic training in advanced life support for staff assigned to the new fire station that is scheduled to open in north Glendale. In addition, three fire captain positions were added to staff phase I of the Rapid Response Team, an urban rescue team trained to respond to threats or acts of terrorism, a program that City Council approved in July 2004 when the city formally accepted a federal homeland security grant. Public Works: This group includes the Utilities, Field Operations, Engineering, and the Environmental Resources departments. The group provides city services that are often overlooked or taken for granted, yet are essential to the healthy operation of the city. The Utilities Department, for instance, provides millions of gallons of clean water each day by treating water to meet regulatory requirements, delivering water to residents and businesses and delivering wastewater to sewer treatment plants. A total of nine new positions were added for the Utilities Department to address the city’s expanding water, wastewater, sewer capital operations plant operations and funding increases were approved for the rising costs of wastewater transmission, treatment, odor control and the delivery of raw water, among other things. The Environmental Resources Department developed a drought management plan in case the region’s drought worsens, and it offers many classes about desert landscaping and other water conservation strategies. This department also is responsible for all water quality testing for the city’s drinking water. The Engineering Department received one-time funding increases to address operating and maintenance expenses related to a city-owned facility that is, in part, leased to private businesses, and to add one contractual employee to work as a property agent. 54 Back to Table of Contents City of Glendale Budget Expenditure Summary The city’s Field Operations Department maintains over 700 miles of city streets as well as all city buildings, from water treatment plants to recreation facilities to city hall. This department also provides solid waste services, including refuse and recycling collection, refuse disposal, and recycling processing. The Field Operations Department also maintains and repairs all city vehicles and equipment. Funding increases were approved for the rising costs of motor vehicle fuel and the addition of a staff person for the city’s graffiti abatement program. Most notable is the addition of $1.4 million in ongoing funds for the city’s pavement management program (for a total of $2.25 million), a long-term maintenance plan to preserve the high quality of the city’s network of streets. Community Information & Services: This group provides services that probably are the most visible to the public. The services include the provision of parks, open space, and recreation activities, library services like programs that promote life long learning, literacy and the love of reading, and the public arts program. In addition, citizen education services and neighborhood partnership programs are provided through this group, as well as rental assistance and housing services for eligible applicants under the Section 8 and Low Rent Public Housing programs, which are federally funded. Staffing additions were approved for the parks and recreation department for after school programs and a new park. Other notable additions to the FY 2006 budget include • approximately $60,178 in ongoing funds to expand the Audio/Visual Production capabilities housed in the Parks and Recreation Department in FY 2006; • approximately $63,250 in one-time funds to continue park ranger coverage at the city’s parks and open space amenities; and • approximately $200,000 for the Neighborhood Improvement Grants program (for a total of $700,000) to provide capital improvements to various neighborhoods throughout the city such as right-of-way landscaping enhancements. Community Development: Departments in the Community Development Group include Planning, Transportation, Building Safety, Code Compliance, and Economic Development. Some of the services these departments provide include the issuance of building permits; inspections related to new construction; services related to traffic engineering, streetlights, traffic signals, traffic signs and markings; public transit, and airport operations. New positions added for the departments in this group include one cross connection control inspector, two code compliance inspectors and one secretary and several one time inspector positions for building inspections at the Westgate and Cardinals Stadium sites. Funding increases were approved to cover new traffic signal installation, Dial-A-Ride services and the cost of airtime cards for laptop computers used in the field by the city’s building and code compliance inspectors. There is $3 million budgeted for redevelopment land acquisition. 55 Back to Table of Contents City of Glendale Budget Expenditure Summary Internal Services: The City Manager’s Group, now called the Internal Services Group, includes those operations reporting directly to the city manager or assistant city manager. They include the City Manager’s Office, Human Resources, Community Action Program, Intergovernmental Relations, City Auditor, Marketing and Communications, Finance, Information Technology and Management & Budget. A one-time funding increase was approved for the city of Glendale web site redesign. Funding increases were approved for consulting services related to external audits; the addition of one accountant to address financial reporting duties related to capital projects and debt management; and for consulting services related to system analysis for accounting and financial reporting services. Also, funding was increased to address the rise in debt service obligations related to variable interest rates for capital leases. In addition, funding increases were approved for operating equipment and maintenance costs for the city’s cable television station; the addition of a new position for the intergovernmental relations program; and the addition of two electronic information specialists to manage content on the redesigned city of Glendale website. Appointed and Elected Officials: This group includes the operation of the Mayor’s Office, Council Office, City Clerk, City Attorney and the City Court. Funding increases were approved for contract employees and other expenses related to municipal court and city attorney operations. Special Projects: This newly formed group beginning in FY 2006 includes new project/financial analysis, homeland security, and the warehouse, civic center and materials management divisions. The staffing for this group is comprised of positions reassigned from other groups. Transfers to Other Funds The General Fund supports a number of other funds within the city. A total of $12.7 million will be transferred to other funds in FY 2006. The largest of these transfers is $5 million to the National Events Fund. A transfer of $1.8 million will go to the Municipal Property Corporation debt, the Streets Fund will receive $1.8 million, and another $900,000 will go to the Transportation Fund. Other transfers will go to the Civic Center, Airport, Court, Housing, various grant funds and the Stadium. Transfers between funds are detailed in Schedule 4 of the Schedules section of this document. Police and Fire Special Revenue Funds Expenditures These fund resources are primarily designated to support the salaries of additional police officers and firefighters. A total of $3.2 million will be appropriated from the Police Special Revenue Fund to provide police services, and $1.3 million from the Fire Special Revenue Fund is designated to provide fire protection and emergency medical services. Airport Fund Expenditures 56 Back to Table of Contents City of Glendale Budget Expenditure Summary The Airport Fund operating budget is $566,000, which is funded by airport revenues of $367,080 and the remainder is 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, should bring the airport to self-sufficiency in the near future. Once runway and facility improvements are completed, staff believes the Glendale Airport will be able to attract corporate jet customers. This, coupled with uses from professional hockey, football and other major events occurring in Glendale, can make the city’s airport a self-sustaining transportation hub for the West Valley. Transportation Fund Expenditures The Transportation Fund includes operating and capital expenses related to providing public transit services in accordance with the Glendale Onboard (GO!) Transportation Program. Approximately $46.4 million is budgeted for capital outlays, and the total operating budget for the Transportation Fund is $9.8 million. Transportation Fund Expenditures Capital 83% Operations 17% The largest portion of operating expenses is used to pay for the fixed-route service, which amounts to $4.7 million. These services were recently expanded in Glendale as part of the voter-approved GO! initiative. In addition, $2.6 million is allocated for the Dial-a-Ride service, which serves physically challenged residents and individuals with special transportation needs. Program management, engineering, education and traffic mitigation consume the remainder of this budget. Water/Sewer Fund Expenditures Operations 22% Capital 70% Debt Service 8% 57 Back to Table of Contents Water/Sewer Fund Expenditures In Arizona’s desert environment, water is probably 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 City of Glendale Budget Expenditure Summary obtain and treat, Glendale water rates are reasonable when compared to both local and national standards. The operating budget for this fund is $39.1 million for FY 2006, with $121.5 million in capital outlays and $14.3 million in debt payments planned from this fund. Landfill Fund Expenditures The total operating budget for FY 2006 is $7.3 million, compared to $8.2 million in FY 2005. FY 2006 will be the fifth full year of operation for the recycling program, which includes the recycling education and inspection programs and the full cost of the materials recycling facility. Recycling accomplishes a number of city objectives, such as improving the environment, extending the useful life of Glendale’s only landfill, and generating revenue from the sale of reusable materials. Sanitation Fund Expenditures The sanitation divisions will add one additional position this year to address growth in residential trash and recycling collection programs throughout the city. The total operating budget for FY 2006 is $13.2 million, down from $14 million in FY 2005. Benefit Trust Fund The Benefit Trust Fund was created in FY 2001 to track city and employee health care contribution payments and to pay health insurance policy premiums for employees and retirees. The fund has an operating budget of $13.7 million for FY 2006. This fund begins FY 2006 with a balance of $6.2 million to help offset the increasing costs of insurance, and revenues are expected to be $18.6 million. Capital Improvement Budget Summary Capital Improvement Plan FY 2006 Projects by Type The total capital improvement budget for FY 2006 is $326.5 million. This includes a carryover from FY 2005 of $176.6 million to complete existing projects and $149.9 million for new projects. This is an increase of $39.7 million, or 14 percent, compared to the FY 2005 capital improvement budget of $286.9 million. For more details, please refer to the Capital Improvement Budget section of this document. The accompanying graph provides a percentage breakdown of new projects by type. Public Safety 9% Water/Sewer 38% Parks 11% Flood Control 3% Other 10% 58 Back to Table of Contents Trans./Streets 29% City of Glendale Budget Expenditure Summary Debt Service Budget Summary The City has used debt financing for a number of years to finance infrastructure. The amount of debt incurred must be compatible with the City’s goals pertaining to the capital program, the financial plan and the operating budget. Debt Service Budget Water/Sewer Bonds 30.1% HURF Bonds 5.8% Landfill 0.5% MPC Bonds 24.6% The Government Finance Officers Association recommends local governments G.O. Bonds develop a formal comprehensive 38.9% debt management plan. The City maintains a formal Debt Management Plan, which is a separate document that the Finance Department develops in conjunction with the Management and Budget Department. The Debt Management Plan is designed to manage the issuance of the city’s debt obligations and maintain the City’s ability to incur debt and other long-term obligations at favorable interest rates for capital improvements, facilities and equipment beneficial to the city and necessary for essential services. This section is not intended to review the City’s total debt position. That discussion is found in the Debt Management Plan. The total debt service budget for FY 2006 is $47.4 million, compared to $46.6 million in FY 2005. The accompanying graph illustrates how the debt service budget is divided among different types of debt service categories. For a discussion about these debt service categories, please see the “Financing the Capital Improvement Plan (CIP)” section of the CIP discussion in this budget document. 59 Back to Table of Contents City of Glendale Budget Summary Conclusion This Budget Summary is intended to provide a general overview of the FY 2006 budget document and to highlight some of the more significant program changes and policy issues addressed in the budget document. The sections that follow the Budget Summary section provide more detailed information about the city’s organizational structure, its goals and objectives, and operating budgets for each city department. Documents comprising the foundation for Glendale’s annual budgeting process have been included in this budget document as well. The Financial Plan and Financial Policies documents identify and explain the strategies used to meet and stabilize city revenues and expenses, and ensure the continuity and reliability of basic services. The Five-Year Forecast addresses the long-term financial projection for city revenues and expenditures. In addition, the city is continuing to work on implementation of a new business model and departmental business plans that are based on the City Council’s strategic priorities. In future city budgets, the Mayor and Council’s vision for the community will be outlined and then translated into specific actions and programs through departmental business plans. This will then guide the budget process to ensure the broad goals of citizens are achieved through each dollar spent by the city. The long-range blueprint for the financing and construction of large projects is contained in the Ten-Year Capital Improvement Plan. The Schedules section contains detailed information about the City of Glendale's fund accounting system, operating revenues, debt service management and authorized staffing levels. A Frequently Asked Questions (FAQ) guide is included in the appendix to help clarify the words and phrases that may have specialized meaning when applied to municipal government budgeting practices. This FAQ document is a good primer for those who wish to brush up on their financial terminology or want to find parallels between their own personal budgets and the city’s overall budget. The City of Glendale publishes several other documents that may be of interest and assistance in understanding city operations. These include the Comprehensive Annual Financial Report, available from the Finance Department; the Debt Management Plan, also available from the Finance Department; the Glendale General Plan, which was overwhelmingly approved by voters in 2002 and available from the Planning Department; and the Glendale Annual Report, distributed by the Marketing Department. Questions, comments or observations regarding the Glendale Annual Budget document should be directed in writing to: City of Glendale Management and Budget Department 6829 North 58th Drive, Suite 200 Glendale, Arizona 85301 Phone: (623) 930-2264 Fax: (623) 915-2694 Email: mschilz@glendaleaz.com 60 Back to Table of Contents 9_jo <_dWdY_Wb Feb_Y_[i ThecityÕsnewestpublicsafetyfacility, locatedon83rdAvenuesouthofGlendaleAvenue, housesbothaÞreandapolicestationandserves thecityÕsrapidlygrowingwesternarea. City of Glendale Five-Year Forecast FIVE-YEAR FORECAST Introduction Glendale’s annual and long range budgeting process is shaped and guided by the three key foundation documents contained within the Annual Budget. They are the City of Glendale’s Five-Year Forecast, Financial Plan and Financial Policies. Together these documents help the City Council ensure that, regardless of changing economic times, city government has the financial stability and economic resources it needs to provide essential services and maintain Glendale’s high quality of life in future years. This section will focus on the General Fund (GF) given the breadth of GF operations. Nevertheless, much of what is discussed in this section also applies to city operations that are not directly supported by GF revenues, such as the enterprise fund operations. Why Do We Do Forecasts? Forecasting is such an automatic part of our lives that most of us do it every day without giving the process much conscious thought. For example, if you drive to work, you will make many assumptions and predictions each morning about how various factors will affect the length of time it will take to make the trip. These activities are the most basic elements of the forecasting process. From past experience, you can reasonably predict how long the trip takes under normal circumstances assuming you drive at the legal speed limit and meet all traffic requirements such as red lights and stop signs. You might adjust your travel forecast and leave home a little earlier on Mondays when traffic is usually heavier, or if it is raining, or you have to pick up a co-worker on that particular day. You might factor in some extra time for unanticipated but common events such as a traffic accident, a closed freeway lane on your route or other events that might slow your progress and increase your travel time. Once you are on the road, you will be continually fine-tuning your forecast. As you drive you may look ahead to the short-term future, checking the progress of the cars in front of you, and periodically changing traffic lanes to stay on your projected schedule. You might also look a little further into the future, to the next traffic light or the freeway on-ramp. If the access ramp looks too congested, you might decide to alter your route to avoid a possible freeway backup. Continuous monitoring and fine-tuning adjustments are also characteristic of the budget forecasting process. If past experiences, assumptions and predictions regarding future events were reasonably accurate, resulting in a reliable forecast, you should expect to arrive at work on time. However, even with the best information and forecasting tools, there may be rough spots in the road—those unknown or uncontrollable variables that can never be predicted in advance. 61 Back to Table of Contents City of Glendale Five-Year Forecast For instance, your actual versus forecast results will be very different if, when you try to start your car in the morning, you discover the battery is dead. Forecasting our individual, daily routines is relatively simple. However, forecasting becomes increasingly difficult as goals and objectives become more varied and complex, and less reliable as the forecast period lengthens. The number of and potential for unpredictable events and uncontrollable variables also becomes much greater. For example, it is harder to forecast for a vacation next year than to forecast your daily trip to work. It is harder still to plan for that vacation in a way that will not have a negative effect on other, longer-range objectives, such as saving enough money to purchase a home in five years. Most cities go through this type of forecasting process on a much grander scale, using more sophisticated tools to evaluate their current status in relation to their short and long-range goals and objectives. They also make predictions about how future events and circumstances will or may affect their financial stability. The City’s Forecast The Five-Year Forecast provides the contextual framework within which our City Council develops its annual and long-term goals and objectives and the leadership team prepares its annual operating budget. The Management and Budget Department updates the forecast each year to adjust for changes in national and local economic conditions and trends, changes in Council priorities and policies, and other variables that might affect the city’s ability to provide needed services and maintain its financial integrity in future years. The Five-Year Forecast helps our elected officials and executive management identify the direction in which the city is going and where the city will be in five years. The forecasting process is continuous. Fine-tuning adjustments are made each year as part of the normal budgeting process. Forecasting is one of the most powerful tools we have available to help us make informed decisions, based on available information, to ensure the city’s future vitality and economic stability. Shifts in demographics, economic conditions, and societal values impact how the city operates. This is especially notable in growing communities such as Glendale, where the City must continually assess its ability to support existing services and address new service needs well into the future. By evaluating important trends and economic conditions included in long-range forecasting models, the City is better able to gauge its ability to provide essential services over an extended period of time. 62 Back to Table of Contents City of Glendale Five-Year Forecast Long Range Forecasting Models In order to provide the most accurate and timely data, the Management and Budget Department uses a long-range forecasting model for the General Fund (GF). The model is updated and refined each year before the city’s annual budgeting process begins. The Management and Budget Department also uses forecast and rate-setting models for the enterprise funds. These models are used to calculate the likely financial effects of changing internal and external conditions on the city’s enterprise fund balances over a five-year period. The GF financial projection in the upcoming five-year period is based on a number of meaningful economic and demographic factors, as well as a series of assumptions about expected operational needs. The local economic outlook is largely based on expert forecasts from economists at the Economic & Business Research Program at the University of Arizona. We also take into consideration the forecasts produced by the Bank One Economy Outlook Center, the L. William Seidman Research Institute at the Arizona State University, and the Joint Legislative Budget Committee at the State of Arizona. Glendale’s forecasting model is made up of three primary components: the revenue module, the cost module, and the fund summary module. Whenever new data is entered into the revenue and cost modules, the modeling program generates updated fiscal projections in the fund summary module. The enterprise fund models include many of the same components. However, because an enterprise fund is a self-contained business unit, these models incorporate all capital costs, debt service requirements, fixed asset information, and customer data for the specific funds. A customized model is used for each of the enterprise funds—the water and sewer funds, the sanitation fund and the landfill fund. Glendale’s forecasting models enable the management and budget staff to provide City Council and executive leadership with the results of “what-if” scenarios. These “what-if” scenarios in the revenue and cost modules feed into the fund summary module to estimate likely short-term and long-term financial consequences and overall fund balances for five years. As with all such models, the projections are defined by the specific assumptions used, and the limitations of those assumptions. Nevertheless, the city’s forecasting models have been successfully used to explore questions such as: • How will current national and local economies affect the city's operating budget and fund balances? • Can a new service or program that will increase our ongoing costs be added to the operating budget without jeopardizing basic service levels in future years? • What long-term costs are associated with changes in employee pay and benefit-related policies? 63 Back to Table of Contents City of Glendale Five-Year Forecast How Are Costs and Revenues Estimated? In order to achieve the most reasonable projections for anticipated revenues and costs, income and expense categories are analyzed using the most appropriate methodology for each category. Management and budget staff considers all applicable limitations and requirements in projecting each individual revenue and expense source. One or more of the following factors may play an important role in developing revenue and expenditure forecasts. Legal or Mandated Requirements - Some revenue and expense categories are defined by specific legal requirements or restrictions. For example, state statutes place restrictions on the primary property tax levy—the total amount collected—and therefore affects the primary property tax rate charged on property in Glendale. Department Staff Estimates - Management and budget staff asks executive management and department directors and managers to identify future staffing needs to accommodate population growth and equipment costs that will affect the operating budget over the next five years. A strong emphasis is also placed on the operating impacts associated with new capital projects scheduled to come on line over the forecast period. The experience and expertise of department managers also are crucial for accurately projecting expected revenues from sources such as inspection fees, building permits and court fees. Statistical Analysis - Linear regression and other statistical methods are used to refine prediction results. For example, regression analysis showed that historical data on Arizona per capita disposable income is a reliable indicator for projecting city sales tax revenues. The management and budget staff uses other factors such as Glendale population growth, Arizona’s rate of growth in employment, inflation for urban areas of the western United States (the Consumer Price Index or CPI), growth in Glendale’s primary assessed valuation and Glendale’s actual collections for various revenue sources over the past 5-10 years. Causally Related Formulas - Specific city revenues and expenses are directly affected by demographic and economic factors such as local population growth and commercial and residential development. For example, population growth is almost always accompanied by an increase in city and state sales tax revenue, as well as an increased demand for services and additional infrastructure improvements. Balanced Budget Requirement – Arizona state law and Glendale city financial policies require that each annual city budget be a balanced budget. This means that within the forecast period expenditures cannot exceed unrestricted revenue resources. Furthermore, city policy requires the maintenance of a specific level of contingency appropriation—equal to 10% of the city’s GF revenue budget for the upcoming fiscal year— and the funds to back that appropriation, for emergencies and unanticipated expenses. This requirement provides the city with a cushion to offset unexpected shortfalls in revenue caused by an economic downturn, or other unexpected events, that may occur in any given year. 64 Back to Table of Contents City of Glendale Five-Year Forecast General Fund Expenditure Forecast In order to develop a comprehensive Five-Year 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 (GF Revenue Forecast) provide explanations of the key assumptions employed in the current GF forecasting model, as well as the key issues that underlie the GF forecast. INFLATION RATES Inflation has a major impact on all city revenues and expenditures. Salaries, supplies, equipment and contracted services are all subject to inflationary pressures. Therefore, the cumulative effects of general inflation are considered in the forecasting process. Because good historical data is available, and the Western Region Consumer Price Index for Urban Users (CPI-U) is adjusted for regional influences, the forecast model relies on this source of inflation data. The CPI-U assesses consumer patterns by judging the cost of a theoretical “market basket” of goods using a specific base year and comparing it with future years. Since the CPI-U base year, the CPI-U cost index has risen almost 82%. In terms of real purchasing power, $103.60 in goods purchased in 1984 would cost approximately $188.60 in 2003. The following table shows the historical percentage increase in the CPI-U since 1984. Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 CPI - Urban Users (Western Region) % % Index Increase Year Index Increase 103.6 Base Yr 1995 153.5 2.61% 108.0 4.25% 1996 157.6 2.67% 110.5 2.31% 1997 161.4 2.41% 114.3 3.44% 1998 164.4 1.86% 119.0 4.11% 1999 168.9 2.74% 124.6 4.71% 2000 174.8 3.49% 131.5 5.54% 2001 181.2 3.66% 137.3 4.41% 2002 184.7 1.93% 142.0 3.42% 2003 188.6 2.11% 146.2 2.96% 2004 193.0 2.33% 149.6 2.27% 2005* 195.8 1.45% * 1st Quarter Results 65 Back to Table of Contents City of Glendale Five-Year Forecast The general inflation rate has been averaging about 2.86% since 1995. From 2002 to 2004, the average inflation rate has been lower, averaging 2.12%. The current forecasting model estimates an inflation rate of about 2% for FY 2006, gradually increasing to 3% percent by FY 2010. POPULATION CHANGES Arizona experienced rapid population growth over the past two decades. Glendale’s population almost doubled over 20 years, from 117,348 residents in 1984, to approximately 233,281 residents in 2004—a 98.8% increase. Population growth has leveled off at approximately 1.51% for 2001 through 2004, and is projected to average 1.63% from 2005 to 2010. The following table shows the historical and projected population growth and percentage increases for years 1984 through 2010, measured as of the beginning of the fiscal year. The data included in the table was supplied by the Glendale Planning Department. City of Glendale Population Estimates a b c Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 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 % 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% Year Population 1997 191,612 1998 196,820 1999 208,095 2000 219,705 2001 224,703 2002 227,763 2003 231,288 2004 233,281 2005* 236,037 2006* 240,247 2007* 244,457 2008* 248,667 2009* 252,877 2010* 257,088 % Increase 2.67% 2.72% 5.73% 5.58% 2.27% 1.36% 1.55% 0.86% 1.18% 1.78% 1.75% 1.72% 1.69% 1.67% Notes: * Projected Population Figures from a 1985 Special Census City of Glendale’s Planning Dept b 1990 Census c 1995 Special Census – includes Luke AFB All population counts and estimates from 1995 forward include Luke AFB 66 Back to Table of Contents City of Glendale Five-Year Forecast EMPLOYEE SALARY ADJUSTMENTS The forecasting models are programmed to include pay range adjustments (previously referred to as a cost of living adjustment or COLA) for city employees. In accordance with city policy, Council has set a target of providing a pay range adjustment that is derived from the annual CPI-U increase. The pay range adjustment should equal the inflation rate if it is 3% or less. If the rate is higher than 3%, the pay range adjustment should equal 3% plus 75% of the remainder. In addition, the city’s performance management system works on the basis of merit increases, typically in 4-5% increments, for those who receive “meets standards” on their respective annual performance evaluations. Pay range adjustments and merit increases are not automatically given to employees; Council must specifically approve merit and/or pay range adjustments for employees for the upcoming fiscal year as part of the budget development process. Both increases are also based on the city’s ability to pay in any given year. For FY 2006, City Council approved new pay plans for both police and fire personnel to ensure we obtain the most highly qualified staff to provide public safety services to our residential and business communities. The new pay plan for public safety sworn employees will be established for FY 2006. This pay plan will be based upon years of service, or steps, and “merit” increases are automatic as the sworn employee completes each year of service within the city. More detailed information about this new, evolving pay plan will be available in future installments of this budget document. In addition, City Council approved pay adjustments for the rest of city staff to ensure the city remains competitive in recruiting and retaining the best qualified staff. The pay adjustments are based on a market survey of other Valley cities and therefore will vary depending on whether a classification is below market, at market, or above market. In general, employees will receive a 1-2% pay range adjustment and eligible employees also will receive a 4-5% merit increase. Overall, City Council approved the addition of $4.2M to the General Fund (GF) base budget to implement these important pay adjustments. EXPECTED CHANGES TO EXPENDITURES The identification of issues and concerns that will affect the overall cost of providing the high quality and level of services that our citizens have come to expect is a critical part of the forecasting process. The cost of residential and commercial growth and the aging of our city’s infrastructure are critical cost factors that warrant careful consideration during the forecasting process. New residential and commercial development and the maintenance of existing infrastructure will continue to challenge our ability to expand, sustain and improve existing levels of service in future years. For example, in FY 2006 Glendale’s roadway system requires a $6.2 million operating budget for street maintenance and repairs. As part of that overall operating budget, a total of $2.25M was allocated for the pavement management program, a long-term 67 Back to Table of Contents City of Glendale Five-Year Forecast maintenance plan to preserve the high quality of our roadway network. This amount ($2.25M) represents a $1.1M or 96% increase over the FY 2005 funding for this program. Our existing roadway system and the cost to maintain it increase every year. Residential and commercial development of new roads, which include right-of-way landscaping, and the increased cost of repairing aging roadways, will entail increased ongoing maintenance expenses. The need for additional neighborhood-based public safety services, safer streets and neighborhoods, and more parks and recreation amenities is likely to increase as Glendale’s population continues to grow. Over the course of the workshops on the FY 2006 budget, City Council provided clear direction to fund these kinds of programs and services at a higher level. For example, $700,000 was committed to the Neighborhood Improvement Grants program for FY 2006, an amount that is $200,000 or 40% more than the amount budgeted for FY 2005. These funds are used to provide capital improvements to various neighborhoods throughout the city such as right-of-way landscaping enhancements, entryway features, etc. In addition, the FY 2006 budget includes the addition of two inspectors to ensure compliance with city codes that promote public health and safety, eliminate conditions that contribute to blight and deterioration, and preserve the quality of life in neighborhoods. (For more information about Council’s additions to the FY 2006 operating and capital budgets, see the Mayor’s Message and the City Manager’s Message in this book.) In addition to the supplemental items added to the operating budget for FY 2006, as outlined in Schedule Thirteen, the GF expenditure forecast includes anticipated funding increases for the operation and maintenance expenses related to new capital projects expected to come on line through FY 2010. These expenses are discussed in more detail below. The forecast also assumes increased funding for public safety and street maintenance needs. Operating Costs Associated with the Capital Improvement Plan (CIP) - The operating and maintenance (O&M) costs associated with the CIP make up a significant portion of the expenses included over the forecast period. The CIP is a very important part of the forecast because the city needs to make sure that future revenues will be sufficient to cover the O&M costs associated with infrastructure scheduled to come on line in the next five years. The current GF forecast includes ongoing and one-time O&M expenses related to CIP projects of $918,955 for FY 2006. The remaining years in the forecast and listed below are cumulative and net of any potential revenue offsets associated with any particular CIP project: • • • • FY 2007 - $2,684,869 FY 2008 - $4,877,347 FY 2009 - $8,593,024 FY 2010 - $9,387,902 The FY 2006 expenditures include $112,000 to cover the Downtown Campus Project that includes the renovation of the Wells Fargo Building for use as additional space for the Civic 68 Back to Table of Contents City of Glendale Five-Year Forecast Center. The request will fund additional custodial staff, supplies and building maintenance and increased electricity cost. The Field Operations Department will need $111,695 for vehicle replacement charges for right-of-way equipment and funds for property maintenance at the future court facility site. Parks and Recreation will need $59,194 for ongoing maintenance at three new park sites: 63rd Ave & Butler, 87th Ave & Missouri and 63rd Ave & Northern (phase I). The remaining $45,562 in expenses is associated with traffic signals, airport operations and the Civic Center. The new Foothills Recreation and Aquatics Center is expected to come on line in FY 2006. The center located between 55th and 57th Avenues and Union Hills will have an initial impact on the GF operating budget of $590,504 with a total cost of $1.9M in the 4th quarter of FY 2006. The request for additional staff will be presented as a GF contingency request later in FY 2006, as the construction on the project nears completion. The center will be between 55,000 and 62,000 square feet with an adjoining aquatic center. The forecast includes a revenue offset of 78% for the anticipated fees and charges users will pay for the programs, classes and other activities to be offered at the center as presented in the 2004 Foothills Recreation and Aquatic Center Business Plan. In FY 2009, $2.5 million has been included for the O&M associated with a new library branch to serve the western portion of the city. The new library will require staffing of approximately 28 full and part-time positions including branch manager, librarians, circulation clerks, an office assistant and a building maintenance worker. In addition, expenses related to books, periodicals, electronic resources, supplies and contracts are required for everyday operation. Technology and Vehicle Replacement Funds - The forecast also includes a phased reinstatement of GF contributions to both the technology and vehicle replacement funds. Due to the economic downturn that began in late 2001, GF contributions to these funds were halted for five months in FY 2003, and for all of FY 2004, for a total of seventeen months. The enterprise funds continued to pay into these replacement funds at the 100% level over this time period. GF contributions resumed at the 50% level in FY 2005. These replacement funds were designed to allow the city to replace outdated, or worn out equipment at regular intervals. The Field Operations and Information Technology Departments are the administrators of the vehicle and technology replacement programs. The current forecast includes GF contributions at the 75% level for FY 2006 and 100% level for FY 2007 and beyond. The forecast includes contributions from the enterprise funds at the 100% level for all years included in the forecast. The city is able to follow this phased-in approach for GF operations by extending the life of non-public safety equipment during the years when GF contributions were stopped and/or reduced. In addition, the level of past contributions created a cushion in the replacement fund balances that has allowed the city to continue replacing critical equipment at regular intervals. Vehicle replacement purchases during FY 2006 will be funded, in part, by drawing down the fund balance, which had steadily grown over from FY 1998 thru FY 2002. The Technology 69 Back to Table of Contents City of Glendale Five-Year Forecast replacement fund balance is expected to grow slightly as a result of eliminating redundant software licensing and changing the replacement cycle for most PCs from three years to four years. Debt Service Obligations - The forecast also includes the scheduled increases and decreases in capital lease debt service payments associated with capital equipment and land purchases. The capital lease debt service payments are included in the departmental operating budgets. See Schedule 8 for a listing of the capital lease debt service for the city’s various funds. The forecast also includes a $1.4M increase in the long-term debt service for the Streets Fund as the city plans to issue $12.8M in Highway User Revenue Bonds during the spring of 2007. See Schedule 7 for a detailed listing of the current Street Revenue Bonds Debt Service. Mid-Decade Census - The forecast includes the anticipated revenue loss due to the middecade census; the impact is expected to begin in FY 2007. The city expects to lose approximately $3.4M in state-shared revenue as a result of the mid-decade census. The distribution of state-shared revenue is based on the relation of a municipality’s population to the total population of all incorporated cities and towns in the state. Other cities in the state are growing at a much faster rate than Glendale. Consequently, Glendale expects its pro rata share to decrease once the mid-decade census is completed and the state adjusts its distributions of state-shared revenues. General Fund Revenue Forecast Over the past decade there has been steady growth in the actual collections for major GF revenue categories. Revenues are expected to continue increasing through FY 2010, with the overall expected rate of growth fluctuating between 3% and 4%. The following graph provides historical data as well as projections for the major revenues sources of the general fund. For the purposes of the following graph, we have included highway user revenues, commonly known as HURF monies. The spikes in the “other” category in FY 2000 and FY 2003 are the result of capital lease financings and re-financings, respectively. The re-financings in FY 2003 were completed to take advantage of historically low interest rates. Capital lease proceeds are considered revenue to the General Fund when the transaction relates to General Fund capital purchases such as land and public safety communications equipment. The following graph also shows the relative importance of city sales tax and state-shared revenues in comparison to our overall GF revenue base. In fact, city sales tax and state-shared revenue are expected to account for two-thirds of total General Fund revenue in FY 2005 and FY 2006. The other notable GF revenue sources include highway user revenue fees (HURF), the primary property tax, and user fees and charges for city services like plans review, inspections, recreation classes, etc. The graph on the next page is followed by a brief discussion about some of the major components of GF revenues. 70 Back to Table of Contents City of Glendale Five-Year Forecast General and Streets Funds Summary of Major Revenue Sources In Thousands ($000) $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 '90 '92 City Sales Tax '94 '96 '98 State Shared '00 Prim Prop Tax '02 '04 HURF '06 Fees '08 '10 Other City Sales Tax – City sales tax receipts comprise 38% of the city’s GF revenue budget for FY 2006. This percentage has been stable, fluctuating slightly between 34% and 39% since FY 1999 (excluding re-financings). The FY 2006 city sales tax revenue projection assumes that total city sales tax revenues will increase by $3.5 million, or 6.7%, over the FY 2005 city sales tax revenue projection. Approximately $1.9 million of the expected $3.5 million increase will be attributable to the addition of city sales tax to franchise fees, a new revenue stream that voters approved in a May 2005 election. Through the 3rd quarter of FY 2005, city sales tax receipts exceeded the city sales tax revenue budget by $3.4 million. City sales tax estimates for the remaining four years of the forecast period are projected using a combination of econometric modeling and formula calculations. Management and budget staff expects the recent growth in city sales tax receipts to continue throughout the forecast period given the expected growth in Arizona’s population and disposable personal income, as well as the plans for new retail and office development surrounding the Glendale Arena and the Cardinals Stadium. The graph on the following page provides a historical look at city sales tax revenue. 71 Back to Table of Contents City of Glendale Five-Year Forecast City Sales Tax Rev. In Thousands ($000) 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 '90 '92 '94 '96 '98 '00 Actual '02 '04 '06 '08 '10 Projected State-Shared Revenue – Cities and towns in Arizona are beneficiaries of a state-shared revenue program that passes through funds to Arizona municipalities. State-shared revenues in this document specifically refer to state sales tax receipts, state income receipts and vehicle license tax receipts (most commonly called ‘motor vehicle in-lieu revenue’). The forecast for each state revenue source is developed separately and compared to the state’s forecast for these revenue sources, as well as the forecast developed by the League of Arizona Towns & Cities. For FY 2006, the city has held state sales tax, state income tax, and motor vehicle in-lieu tax projections constant with the FY 2004 revenue collections ($47 million). This amounts to 32% of the City’s General Fund revenue budget. In reality, the city expects to collect $48.4 million in FY 2005, which would be $1.4 million or 2.9% more than FY 2004 actuals of $47 million. The city is well on its way toward attaining the FY 2005 estimate of $48.4 million. Through the 3rd quarter of FY 2005, stateshared revenue receipts of $36.3 million are already $1.6 million more than the 3rd quarter FY 2004 receipts of $34.6 million. The conservative FY 2006 revenue budget of $47 million reflects Council’s concern about the anticipated revenue loss due to the mid-decade census, with the revenue impact expected in FY 2007 and beyond. As noted earlier, the city expects to lose approximately $3.4 million in state-shared revenue as a result of the mid-decade census. By holding these revenue sources flat for FY 2006, the city is not adding new ongoing expenditures that require additional stateshared revenues to support them. The projected increases for state-shared revenues from FY 2007 and beyond average 4% for the forecast period and are depicted in the following graph. 72 Back to Table of Contents City of Glendale Five-Year Forecast State-Shared Revenue Summary In Thousands ($000) 60,000 50,000 40,000 30,000 20,000 10,000 0 '90 '92 '94 '96 '98 '00 Actual '02 '04 '06 '08 '10 Projected 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. It is the primary property tax revenue that is included in the General Fund. The secondary property tax is an unlimited levy that can be used only to retire the principal and interest on a municipality’s General Obligation bond debt. While Glendale’s total property tax rate has remained unchanged at $1.72 per $100 of assessed valuation since FY 2001, the city has adjusted the two components of the overall property tax rate. Specifically, the city has continued to lower the primary property tax rate and increase the secondary property tax rate so that all assessed valuation growth due to appreciation (versus new construction) is shifted to the secondary property tax rate. By doing so, the city remains in compliance with the state’s Truth in Taxation law. In FY 2004, Glendale received approximately $18.3 million in property tax revenue. Approximately $3.5 million of that amount came from the primary property tax levy. The combined property tax levy for Glendale residents for FY 2005 remained unchanged at $1.72 per $100 of assessed valuation, consisting of $0.3273 for the primary tax rate and $1.3927 for the secondary property tax rate. These rates are expected to generate a total of $19.5 million ($3.6 million from the primary rate and $15.9 million from the secondary rate). Although the combined property tax rate will remain unchanged for FY 2006 at $1.72 per $100 of assessed valuation, the primary rate will be reduced to $0.3064 and the secondary rate will be increased to $1.4136. These rates are expected to generate a total of $21.6 million ($3.7 million from the primary rate and $17.9 million from the secondary rate). The primary property tax revenue accounts for approximately 2.6% of GF revenues. 73 Back to Table of Contents City of Glendale Five-Year Forecast Property tax revenue is difficult to predict because of the number and types of variables that affect this revenue source. The primary driving force in forecasting property tax revenue is the assessed valuation of property on which the property tax is based. The city’s property tax projection must consider the rate of growth in assessed valuation and the components of growth associated with new properties as well as appreciation of existing properties. The Management and Budget Department analyzes historical property tax data to arrive at reasonable assumptions about long-range trends in assessed valuation. Despite Arizona’s booming construction industry and steady appreciation in property values, our projection reflects a conservative 4% growth in primary property tax revenue for the forecast period. Primary Property Tax Revenue In Thousands ($000) 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 '98 '00 '02 Actual '04 '06 '08 '10 Projected Highway User Revenue Fees (HURF) – This revenue source is commonly referred to as the gasoline tax. However, there are several additional transportation-related fees that comprise this revenue source, including a portion of vehicle license taxes. For FY 2005, Arizona cities and towns received 27.5% of highway user revenues. There is a state constitutional restriction on the use of these revenues. Specifically, these funds must be used solely for street and highway purposes. Eligible expenditures include right-of-way acquisition, construction, reconstruction, maintenance, repair, streets, bridges, and payment of principal and interest on highway and street bonds. In 1999, a law was passed to specifically prohibit the use of these revenues for the enforcement of traffic laws or the administration of traffic safety programs. In FY 2006, the city expects to receive $15.2 million in HURF monies, and this amount is expected to grow to $16.0M by FY 2010. In FY 2006, HURF monies are projected to comprise 10% of all GF revenues. 74 Back to Table of Contents City of Glendale Five-Year Forecast Fees and Charges – This category covers a variety of city fees and charges for city services such as building permits, right-of-way permits, plan reviews, engineering plan reviews, planning and zoning changes, recreation classes, business licenses and liquor licenses. This category also includes revenues from cable/gas/electric franchise fees, court fees, cemetery services and several other fees. The Management and Budget Department calculated the projected revenues for each of these fees separately, and the respective departments were consulted in completing and analyzing the projections. Total projected fees and charges are expected to increase from $14.4 million in FY 2005 to $16.6 million in FY 2010. By FY 2010, this category of revenue is expected to account for about 9.8% of General Fund revenues (including HURF revenue). Other Revenue – This category includes interest income, rental income, capital lease proceeds, miscellaneous revenues and staff/administrative charge-backs. As noted above, capital lease financings and re-financings occurred in FY 2000 ($8.4 million) and FY 2003 ($22.6 million), respectively, and they represent the largest component for the other revenue category for those fiscal years. As of FY 2005, staff and administrative chargeback revenues comprise the largest component of the other revenue category. Departments whose operations are supported by the General Fund, such as the Finance Department, Human Resources Department, City Attorney’s Office, Management and Budget Department, and the Facilities Management Division of the Field Operations Department, provide services to the city’s water and sewer, sanitation and landfill enterprise funds. These are services that enterprise fund operations would have to pay outside contractors to do if city departments did not provide the services. Consequently, each enterprise fund operation is required to pay its fair share of the cost for these services, which are called general staff and administrative service charges. The Management and Budget Department established these charges based on an indirect cost allocation model that uses various accepted allocation methods and is updated annually. The charges are applied against enterprise operating budgets in equal amounts (i.e. 1/12) each month. The City Auditor’s Office reviewed the cost allocation model during FY 2005 to assess the validity and reasonableness of the model. The City Auditor’s Office determined that the model appears to be a reasonable method to allocate GF costs to the enterprise fund departments. Prior to FY 2003, these amounts were recorded as “Transfers In” to the General Fund to contribute to the city's available resources. In FY 2003, the city changed this policy and began recording these charges as credits within the operating budgets that provided the services. This new approach had the effect of offsetting the current operating costs of the departments providing the services to the enterprise funds. However, due to resulting complications in administering the operating credits, the decision was made to record the amounts as revenue in the fund providing the services starting with FY 2004. The total staff and administrative service charges for FY 2005 are $7.2 million. This amount is scheduled to increase to $7.8 million in FY 2006, primarily as a result of the increased costs 75 Back to Table of Contents City of Glendale Five-Year Forecast associated with GF operating budgets for FY 2005. These revenues are included in the “Other” category in the chart summarizing GF revenue sources. Net Revenues & Expenses The final step in completing the Five-Year Forecast is the comparison of the net effects of the projected revenues and expenses on the General and Streets Fund balances. Over the five-year period of this forecast, the city’s operating and capital budgets are balanced. In fact, the forecast shows the city building its GF fund balance over time. While the forecast currently does not show use of any excess fund balance in any given year, it is always possible that this source may be used to fund one-time costs in the future. If this does occur, the city would ensure that doing so would not have a significant impact on future years. The city is well aware that use of remaining fund balance to initiate an ongoing program would significantly alter the long-range forecast and have a lasting impact on the capacity of the city to maintain projected levels of services in a balanced budget environment. Conclusion Long-range forecasting and modeling are powerful management and decision-making tools. A key objective in long-range forecasting is to estimate the future consequences of past and present decisions. The Five-Year Forecast process reminds us to lift our eyes from the road directly ahead, cast a glance in the rear-view mirror to see where we have been and take a look through the windshield into the future to assess where we are going. The current Five-Year Forecast indicates that if we continue to exercise fiscal discretion and restraint, to carefully examine projects that entail ongoing expenses, to continue practicing prudent management and to remain conservative in our financial and strategic planning, we can: • Accomplish the goals and objectives set by City Council in this budget year; • Maintain our quality of service commitments to Glendale residents in future years; • Ensure the city’s capacity to meet its future growth and infrastructure needs even in times of national economic uncertainty; and • Balance our annual budgets while retaining adequate contingency reserves. In order to go significantly beyond the commitments outlined earlier in this section, the city would have to increase its revenue base by adding new revenue sources or experience betterthan-anticipated economic performance, and/or decrease its operating expenses by reducing or curtailing programs and services that the city currently provides. 76 Back to Table of Contents City of Glendale Financial Plan FINANCIAL PLAN INTRODUCTION Glendale is committed to identifying financial mechanisms that can be used to respond to fluctuations in city revenues in ways that least affect the level and quality of essential services the city provides its residents. This process is known as Glendale’s financial plan. Currently, staff is developing a new method for identifying core services, benchmarks, and performance measures by which to gauge resident satisfaction with those services. The resulting process will become the City’s new business model. This business model will include a financial plan that provides long-term strategies for dealing with reasonably predictable revenue and expense fluctuations, and short-term strategies that are more effective in addressing unusual, unpredictable, or time-limited budgetary issues as they arise. The city’s primary revenue sources, which are state-shared revenues and city sales taxes, are subject to fluctuations due to changes in the economic and political environment. Population growth is always accompanied by increased demands for services that translate directly into increases in the city’s ongoing operating expenses. The amount of new revenue generated by new residents through sales and property taxes, etc., may be insufficient to meet the total cost of service expansion, especially if this growth occurs while the state and local economies are cycling downward. The City of Glendale engages in financial planning for changes in its revenues and expenses in order to avoid curtailing basic services or delaying needed infrastructure improvements. The following discussion covers key components of Glendale’s approach to financial planning. Population Growth Growth is often a double-edged sword. Without a growing population to fuel and maintain a healthy local economy, Glendale would not have the financial resources it needs to continue improving and expanding the services and amenities its residents enjoy. However, rapid and prolonged population growth also places a great deal of stress on existing resources. This kind of population growth can make it difficult for the city to maintain current levels of services, repair and replace existing infrastructure as it ages, and finance future growthrelated needs. The city employs various financing strategies and mechanisms to equitably apportion the costs of growth among various sectors of the community, as well as among current and future residents. The financing strategies include bond financing and other types of financing mechanisms, development impact fee assessments, and the creation of improvement districts. These are discussed in the Ten-Year Capital Improvement Plan section. 77 Back to Table of Contents City of Glendale Financial Plan Large, expensive projects like recreation facilities, libraries, water and sewer treatment facilities, and public safety facilities, require a long-term commitment of resources. For these kinds of projects, the city prefers to use conservative population estimates in its planning process to ensure the revenues needed to operate the facility is available when the project is completed. When unusual growth occurs, the city has several short-term, rapid-impact strategies it can employ to accelerate the provision of services and/or infrastructure development. Operating Revenue Considerations A city’s ability to generate additional revenue from existing sources, or create new revenue sources, is limited by social and economic conditions, state statutes, City Council policies, and public sentiment. Municipal tax rates and bonding (borrowing) capacity also are limited by state law and require citizen support and/or voter approval. In addition, some revenues are legally restricted and therefore must be used for specific purposes. Examples of specialpurpose revenues include public safety sales tax revenues, highway user revenue fees (HURF), water, sewer, and sanitation user fees, and development impact fees. Most of the city’s operating costs are paid from General Fund (GF) revenues. Over twothirds of Glendale’s GF revenues come from state-shared revenues (state sales tax, state income tax, and vehicle license tax) and city sales taxes. Many city departments must rely exclusively on General Fund revenues to finance their operating costs, whereas others receive at least some GF financial support. As stated earlier, state-shared revenues and local sales tax revenues can be volatile because they can be sensitive to changes in national, regional and local economic conditions. When the state and local economies are healthy, state-shared and city sales tax revenues normally increase. When the economy enters a downward cycle or recessionary period, these revenue sources typically decline. In addition, any state legislative decisions to reduce the percentage of state-shared revenues it shares with Arizona cities will directly and adversely affect the City’s GF revenue collections. Other, more stable sources of city revenue, such as property taxes, are also subject to external factors. For example, property tax revenues are dependent on total assessed valuation, appreciation of existing property, and the amount and type of new construction as well as the property tax rate approved by Glendale’s City Council. Capital Expense Considerations Under virtually any population growth scenario, existing revenue sources, such as city sales and property taxes, as well as traditional bond financing for capital projects, would be hard pressed to keep up with the normal demand for streets, storm sewers, fire stations and other facilities. Large capital improvement projects take many years to plan, finance and complete. Funds for these projects will be needed long before the number of residents moving into the area can support the construction costs. It might be several more years before population 78 Back to Table of Contents City of Glendale Financial Plan growth is sufficient to generate the revenue needed for ongoing operating expenses. This is a particularly critical issue if the actual growth rate is significantly slower than predicted. Administering a Sound Financial Plan If a prolonged economic downturn occurs, and annual revenues cannot support the cost of essential services and infrastructure development, the city’s options might include: • Increasing revenues from existing sources such as sales and property taxes or creating new taxing sources; • Delaying future growth-related infrastructure development; • Reducing operating expenses by cutting budgets for city services such as recreation classes, public safety services, and development-related services and for capital projects such as city parks and water treatment plants. The purpose of a financial plan is to minimize those times when a city must resort to the above alternatives, except in the most extreme circumstances. It also should include shortterm financial strategies that are useful in responding to unanticipated budgetary needs of short duration, such as single-year revenue and expense anomalies, damage caused by weather emergencies, or unexpected population growth spurts. While developing the city's strategic financial plan, it is important to keep the following caveats in mind: • It is almost impossible to pinpoint service demands and their costs for the distant future; • The reliability of all predictions will decrease in direct proportion to the increase in the length of the time period involved; • It is not prudent to make predictions using only a single variable, such as population growth, when other factors, such as economic conditions, play an important role in future events; and • It is important to design short- and long-term strategies that are flexible enough to meet a broad range of possible outcomes. 79 Back to Table of Contents City of Glendale Financial Plan LONG-TERM STRATEGIES Adjusting Staff Levels Although Glendale has one of the Valley’s lowest ratios of city staff to population (8.12:1,000) personnel-related costs account for 67% of the city’s General Fund operating expenses. The adjustment of staffing levels is an ineffective method for addressing short-term budget deficits because it requires lead-time to implement effectively and it may adversely affect the city’s ability to maintain quality services. However, downsizing, when combined with other strategies, can be an effective method of dealing with prolonged economic slowdowns. The City of Glendale’s leadership team carefully reviews every new position request. When a new position is needed to provide new or expanded services, both the initial (one-time) and ongoing costs associated with providing and maintaining the service must be included with the position request. These procedures help ensure that added services and positions will be sustainable in future years. Alternatives to Permanent Staff Increases The selective use of temporary and contract workers is one of several useful alternatives to meeting predictable but time-limited workload increases without adding regular status employees. It is important to have a definitive policy that limits the length of time a position can be filled by a temporary employee. It also is important to closely monitor the time limit to ensure compliance with the policy. One example of the selective use of temporary employees deals with the staffing of polling sites during city elections. The city’s equalization strategy dictates that the predictable costs for these workers be budgeted as an ongoing operating expense spread evenly between election and non-election years. An example of the selective use of contract employees is the establishment of contract positions for building inspections services at the construction sites for the Glendale Arena and Cardinals Stadium. These contract positions expire once the construction activity is complete. In some cases, contracting for outside services can be less expensive than adding permanent staff to provide selected city services. A further advantage is that it is faster and easier to vary contract amounts on a year-to-year basis than it is to manipulate permanent staffing levels and overhead costs for equipment and building space. For these reasons, Glendale has placed increasing emphasis on negotiating service contracts for areas like parks landscape maintenance, custodial cleaning of city facilities, and specialized legal work. 80 Back to Table of Contents City of Glendale Financial Plan Equalizing Predictable Expenses Two additional strategies the city uses to moderate peaks in ongoing expenses are • • the spreading of routine periodic expenses over multiple budget years; and the pre-funding of replacement equipment such as vehicles and technology equipment (e.g., PCs, servers, etc.) through a rental rate structure that spreads the cost of the replacement over several years. As noted earlier in this discussion, the City Clerk’s Office accrues half of the next election cost in the non-election year to reduce biennial election expense peaks. This amount is carried over and added to an equal amount that is budgeted in the actual election year. Although election expenses will continue to rise as our voter population increases, this practice of dividing known costs across several years substantially levels out the expense curve for scheduled elections. As a result of this approach, the need for one-time election appropriations every two years has been eliminated, leaving only special election expenses, such as bond elections—which occur infrequently—to the one-time budgeting process. Prior to the implementation of the technology and vehicle replacement programs, the city’s ability to replace city vehicles and technological equipment cycled up and down with the local economy. In lean years, urgently needed replacement equipment was purchased at the expense of capital projects or the operating budget. Then, when economic conditions improved, the city would engage in massive “catch-up” efforts. To eliminate this problem, the replacement funds were designed to allow the city to replace outdated, or worn out equipment at regular intervals. Two replacement fund line items were added to each department’s annual operating budget to accrue funds for vehicle and technology replacements, respectively. Due to the recent economic downturn, GF contributions to these funds were halted for five months in FY 2003, and for all of FY 2004. The enterprise funds continued to pay into these replacement funds over this time period. GF contributions resumed in FY 2005 at the 50% level and in FY 2006 they will be at the 75% level. The plan for the future is to increase GF contributions to the 100% level for FY 2007 and beyond. The enterprise funds continue to pay into the replacement funds at the 100% level. The city is able to follow this phased-in approach for GF operations by extending the life of non-public safety equipment during the years when GF contributions were stopped and/or reduced. In addition, the level of past contributions created a cushion in the replacement fund balances that has allowed the city to continue replacing critical equipment at regular intervals. Vehicle replacement purchases during FY 2006 will be funded, in part, by drawing down the fund balance, which had steadily grown over from FY 1998 thru FY 2002. The PC replacement fund balance is expected to grow slightly as a result of eliminating redundant software licensing and changing the replacement cycle for most PCs from 3 years to 4 years. 81 Back to Table of Contents City of Glendale Financial Plan Capital Improvement Plan Development Conservative population and revenue growth projections are used for long-range capital planning to determine when, where, and how capital projects will be implemented. Most large capital construction projects permanently increase the city’s ongoing operating costs for staff, maintenance, repair, utilities, etc. For example, the operating budget impact of the Foothills Library and the Downtown Civic Center, both of which opened in the 1990s, were carefully considered prior to initiation of these projects to ensure revenue growth would cover the increased operating costs. Glendale also analyzes the long-term financial projections of debt service costs prior to every bond sale. Major capital projects can be planned, scheduled, and financed in ways that will not drain needed resources from the annual operating budget or require an increase in Glendale’s secondary property tax. Short-term financial strategies, such as various financing instruments or the acceleration or deceleration of project schedules, can help us meet unusual population growth or service demands. The introduction to Glendale’s 2006-2015 Capital Improvement Plan provides an explanation of the capital project process. Property Tax Stabilization For over a decade, Council policy has been to stabilize the property tax rate and structure at reasonable levels so that property tax revenue is sufficient to meet long-term, foreseeable revenue needs without requiring intermittent adjustments. Capital improvement projects are planned, financed and scheduled for implementation so that the secondary property tax rate can remain relatively stable over the coming decade. Arizona’s property tax levy consists of two tiers. The primary property tax levy has statemandated maximum limits, but it can be used by a city for any lawful purpose. It is the primary property tax revenue that is included in the General Fund. The secondary property tax is an unlimited levy that can be used only to retire the principal and interest on a municipality’s General Obligation bond debt. Although many cities in other parts of the country use the property tax rate to make shortterm operating budget adjustments, changes in Glendale’s tax structure or rates are viewed primarily as long-term financial strategies. Arizona’s tax limitation statute, the relatively minor role of primary property tax revenue on Glendale’s operating budget, and the city’s property tax stabilization policy combine to make property tax adjustment an ineffective short-term strategic tool. As a practical matter, it might take up to a year for a property tax change to be implemented and longer to produce a significant increase in revenues. Growth in the tax base and changes in the assessed valuation rate determined by the county often have a larger impact on the level of revenues raised through property taxation. 82 Back to Table of Contents City of Glendale Financial Plan Given these facts, increasing Glendale’s property tax rate is a more appropriate alternative for addressing a chronic structural imbalance between revenues and expenses than for balancing a single year’s operating budget. For example, when the city reaches full build-out much less revenue will be generated from new tax base growth. If this decrease were not accompanied by sufficient growth in assessed valuation or offset by increases in other revenues or a reduction in operating expenses, a serious imbalance would occur that might trigger a property tax increase. As noted above, secondary property taxes are used to repay voter-authorized General Obligation bond debt. With efficient scheduling of bond sales and capital projects, the TenYear Capital Improvement Plan is designed to keep the secondary property tax rate level. Changes in capital construction schedules, interest rates and several other variables might necessitate a property tax rate adjustment over the longer term; however, most of these situations can be addressed by fine-tuning the primary tax rate and directing the flow of interest earnings on bond proceeds between construction and debt service funds. While Glendale’s total property tax rate has remained unchanged at $1.72 per $100 of assessed valuation since FY 2001, the city has adjusted the two components of the overall property tax rate. Specifically, the city has continued to lower the primary property tax rate and increase the secondary property tax rate so that all assessed valuation growth due to appreciation (versus new construction) is shifted to the secondary property tax rate. By doing so, the city remains in compliance with the state’s Truth in Taxation law. In FY 2004, Glendale received approximately $18.3 million in property tax revenue. Approximately $3.5 million of that amount came from the primary property tax levy. The combined property tax levy for Glendale residents for FY 2005 remained unchanged at $1.72 per $100 of assessed valuation, consisting of $0.3273 for the primary tax rate and $1.3927 for the secondary property tax rate. These rates are expected to generate a total of $19.5 million ($3.6 million from the primary rate and $15.9 million from the secondary rate). Although the combined property tax rate will remain unchanged for FY 2006 at $1.72 per $100 of assessed valuation, the primary rate will be reduced to $0.3064 and the secondary rate will be increased to $1.4136. These rates are expected to generate a total of $21.6 million ($3.7 million from the primary rate and $17.9 million from the secondary rate). The primary property tax revenue accounts for approximately 2.6% of GF revenues. 83 Back to Table of Contents City of Glendale Financial Plan Property Tax Rates 11-Year Fiscal History (Per $100 of Assessed Valuation) $2.5000 $2.0000 $1.5000 $1.0000 $0.5000 $0.0000 '96 '97 '98 '99 '00 Primary '01 '02 '03 '04 '05 '06 Secondary SHORT-TERM STRATEGIES The following short-term financial strategies play an important role in: (1) maintaining the delicate year-to-year equilibrium between revenues and expenses; (2) responding to temporary changes in economic conditions; and/or (3) absorbing or avoiding anticipated revenue shortfalls. Sales Tax Stabilization Sales tax revenues fluctuate and are subject to sudden economic changes like a sudden downturn in the economy, as occurred after September 11, 2001. Prior to FY 2004, Glendale’s stabilization policy required the use of the actual amount of sales tax revenue collected in the prior twelve months as its sales tax revenue base estimate for developing the next year’s operating budget, with no growth rate factor for budgeting purposes. This conservative approach to estimating sales tax revenue reduced the likelihood that annual budgeted operating expenses will significantly exceed actual sales tax revenues in any given year. In fact, actual receipts usually were higher than the prior year because tax revenue increases were attributable to growth in the tax base (i.e. population growth). When actual receipts exceeded the base estimate, excess revenue was applied to the operating capital budget or used to increase the city’s undesignated General Fund contingency reserves. For the FY 2004 budget, a different approach was taken to establishing the FY 2004 revenue budget for city sales tax receipts. The FY 2004 revenue budget for city sales taxes included a 84 Back to Table of Contents City of Glendale Financial Plan full year of estimated sales tax receipts from new development that was expected to open by the start of FY 2004 or shortly after the start of the fiscal year. This approach was taken to avoid severely impacting service levels as a result of sluggish state shared revenues. For the FY 2006 budget, this approach was further modified to develop the FY 2006 revenue budget for city sales tax receipts because this revenue source has performed so strongly in recent years. For example, in FY 2004, city sales tax revenue actuals were $6.2 million, or 14.4 percent, higher the actuals received in FY 2003. For FY 2005, we are projecting city sales tax actuals to come in $2.4 million, or 4.8 percent, higher than the FY 2004 actuals. At the end of the 3rd quarter, city sales tax receipts already are $2.1 million ahead of FY 2004 actuals, so the city is well on its way to attaining the FY 2005 estimate. For FY 2006, we are expecting $3.5 million more than the amount we expect to receive in FY 2005, with $1.9 million of that amount attributable to the addition of city sales tax to franchise fees, a new revenue stream that voters approved in a May 2005 election. Operating Capital Management Operating capital is often referred to as "pay-as-you-go" capital because projects and equipment in this category are funded directly from operating revenues. Operating capital is used to pay for • • • building maintenance and replacement items such as air conditioners, roofing, and floor furnishings, specialized equipment not in the vehicle replacement program, such as sanitation trucks and street resurfacing vehicles, and selected routine infrastructure maintenance activities such as the street resurfacing program. In addition, the initial purchase of a vehicle is funded with operating capital. For example, if a new inspector position is approved for the Building Safety Department, that inspector will need a vehicle. The initial purchase of the new vehicle for the new inspector position is funded with operating capital because it is an addition to the city’s fleet (versus a replacement). Subsequent replacement of that vehicle is then funded through the vehicle replacement program. U U Unlike personnel costs, it is relatively fast and easy to make adjustments to operating equipment budgets without reducing the city’s service capacity or quality. Adjustments to the rate at which operating capital is spent can function as an effective short-term shock absorber to level out temporary revenue fluctuations. Glendale residents will not be materially affected if city fleet vehicle replacements are delayed or accelerated in a single budget year, as long as the replacement program continues and repair and maintenance costs for these vehicles are not unreasonable. For example, delaying a portion of the street resurfacing program in one year does not have major negative consequences if the program is accelerated in the following year. 85 Back to Table of Contents City of Glendale Financial Plan An ongoing, stable revenue source is much less critical for operating capital than it is for maintaining service levels for police, fire and emergency services. It is important to keep in mind that maintaining adequate operating capital levels and adjusting the rate of capital spending minimizes the need to reduce the operating budget or deplete other fund resources. When possible, operating capital budgets are restored before any new programs or employees are added to the ongoing budget. Building and Maintaining Adequate Contingency Reserves By law, Arizona cities are required to prepare and operate under a City Council-approved balanced budget that must be filed annually with the state’s Auditor General. City government is prohibited from spending more than the total amount appropriated in its annual budget document. This limitation raises several interesting questions about how the city can successfully maintain an annually balanced budget in years when General Fund revenue deficits or surpluses occur. General Fund revenue surpluses accrued in one year can be reserved and used to offset revenue deficits that might occur in a subsequent year. The accounting mechanism Glendale uses to reserve GF surplus revenues is referred to as the GF contingency reserve, which is part of the General Fund’s fund balance. Every fiscal year, the GF contingency reserve is established as a GF contingency appropriation. A similar contingency appropriation is established each year for other city funds like the enterprise operations (e.g., sanitation fund and landfill fund). This mechanism enables the city to meet the legal constraints of a balanced annual budget and provides a source to address emergencies and other unanticipated expenses. Like operating capital, contingency reserves can function as a financial shock absorber to smooth out short-term revenue and expense fluctuations. When sluggish economic conditions result in lower-than-projected revenues, a portion of contingency dollars can be allocated to cover budgeted operating expenses. When the economy is healthy, and revenues are higher than predicted for annual budgeting purposes, the excess revenues can be added to the contingency reserves for future use. City Council policies discourage the routine use of contingency reserves to support long-term or ongoing expenses in the operating budget. The City’s financial policy requires the city’s contingency appropriation be equal to 10% of General Fund revenues. The policy prohibits the contingency appropriation falling below 4% for any reason. If reserves are used for onetime projects, restoring them becomes the highest budgeting priority after assuring that adequate operating funds are available to support essential services and infrastructure needs. The sales tax stabilization strategy produces a domino-like effect that supports the city’s ability to maintain adequate contingency reserves during times of high revenue growth. Conservative revenue estimates result in conservative annual budget estimates. Conservative budget estimates limit growth in non-essential operations, and this practice permits a portion of the excess sales tax revenue to be allocated to contingency reserves. These reserves can 86 Back to Table of Contents City of Glendale Financial Plan offset drops in other revenue tax sources, such as building permits, or augment sales tax revenue when unpredictable downturns occur. Once reserves reach the 10% of revenues target level, any further amounts are usually added to the operating capital budget. Fund-related financial information is summarized in Schedule One, which is entitled Fund Balance Analysis. Detailed descriptions of each fund in Glendale’s financial system, including the General Fund, enterprise funds and special revenue funds, are contained in the Budget Summary section of this document. CONCLUSION During the economic downturn that began in late 2001 and continued through early 2003, Glendale employed some of the short-term strategies outlined in the previous sections. While the economy has rebounded, and we have seen the positive impact of this renewed vigor, we continue to be conservative in our spending. For example, we have continued to follow many of the cost-saving measures that were implemented in FY 2003, such as • • • No transfers of salary savings to operating budgets except in very limited instances. No unbudgeted carryover savings – all carryover will be returned to the General Fund Capital projects are reviewed for all operating and maintenance costs impacting the General Fund These strategies, coupled with prudent budgeting practices, allowed Glendale to deal with the recent economic downturn without severely hampering current services and programs. Continuation of these strategies will see us through the future. 87 Back to Table of Contents City of Glendale Financial Policies FINANCIAL POLICIES The financial policies establish the framework for overall fiscal planning and management and set forth guidelines for both current activities and long-range planning. These policies are reviewed annually to ensure the highest standards of fiscal management. The City Manager and the leadership team have the primary role of reviewing financial actions and providing guidance on financial issues to the City Council. Overall Goals The overall financial goals underlying these policies are: 1. Fiscal Conservatism: To ensure that the city is in a solid financial condition at all times. This can be defined as: A. Cash Solvency - the ability to pay bills B. Budgetary Solvency - the ability to balance the budget (all operating, capital and debt service expenditures should be covered by the appropriate revenue sources and meet all statutory requirements prior to the beginning of the year) C. Long Run Solvency - the ability to pay future costs D. Service Level Solvency - the ability to provide needed and desired services 2. Flexibility: To ensure that the city is in a position to respond to changes in the economy or new service challenges without an undue amount of financial stress. 3. Adherence to the Highest Accounting and Management Practices: To comply with the Government Finance Officers' Association (GFOA) standards for financial reporting and budgeting, the Governmental Accounting Standards Board (GASB) and other professional standards. Operating Budget 1. Ongoing operating costs should be supported by ongoing, stable revenue sources. This protects the city from fluctuating service levels and avoids crises when onetime revenues are reduced or removed. Some corollaries to this policy are: A. Cash balance should be used only for one-time expenditures, such as capital equipment and building improvements, or contingency appropriations and purposes. B. Ongoing maintenance costs such as street resurfacing, building maintenance, and swimming pool replastering should be financed through operating revenues, rather than through the issuance of debt. C. Fluctuating federal and state grants should not be used to fund ongoing programs. 88 Back to Table of Contents City of Glendale Financial Policies 2. Revenues from growth or development should be targeted to costs related to development, or invested in improvements that will benefit future residents or make future service provision efficient. While it is tempting to use growth-related revenue to support current operations, doing so can lead to a crisis when the growth rate decreases. This policy implies a commitment to identifying the portions of the city's revenue stream that result from growth. 3. General Fund appropriations should include a contingency appropriation equal to at least 10% of projected General Fund revenues for the upcoming fiscal year. This contingency appropriation essentially serves as the City’s revenue stabilization account (i.e., rainy day account). As such, it can help to minimize the impact of large fluctuations in sales tax revenues, which is the revenue source most sensitive to changes in the economy. It also can be used to mitigate the negative effects of unforeseeable and unexpected financial situations. 4. Enterprise Funds should include a sufficient unappropriated fund balance to absorb fluctuations in annual revenue. Enterprise funds should be charged directly for overhead services—such as those expenses related to services provided by the Human Resources Department, Finance Department, City Attorney’s Office, and the Management and Management and Budget Department—rather than using an indirect service transfer. These services also include expenses related to employee fringe benefits, risk management and workers compensation insurance costs, and telephone charges. Provisions also should be made for interdepartmental charges for services such as solid waste collection and disposal and vehicle maintenance and repair. 5. Replacement of vehicles will be done through the Vehicle Replacement Fund. A rental rate structure will be established annually to provide sufficient funds for replacement of each vehicle. New vehicles added to the existing fleet should be paid initially with operating capital by the requesting department. In addition, a corresponding rental rate payment for the new vehicle should be included within the requesting department’s operating budget. The Field Operations Department should review all vehicle-related purchases. 6. A financial forecasting model should be developed to test the ability of the city to absorb operating costs due to capital improvements, and to react to changes in the economy or service demands. This forecast should cover at least five years and be updated annually. 7. Salary policy and structure should emphasize the provision of predictable salary increases, sustainable over time, that serve to recognize and reward the contributions of experienced and well-trained staff. To this end, the merit pay policy provides for merit increases of up to 5% annually to qualified employees based on the city's ability to pay. To reflect increases related to market pay range adjustments and inflation, Council has set a target of providing increases equal to the increase in the Consumer Price Index up to 2%, also based on the city's ability to pay in any given 89 Back to Table of Contents City of Glendale Financial Policies year. When the CPI exceeds 3%, the target will be 75% of the amount in excess of 3%. 8. Laws and policies related to limitations on revenue sources should be explicitly addressed in the budget process. These include: A. One-third of annual Local Transportation Assistance Funds (LTAF) must be devoted to transit (Regional Public Transportation Authority - RPTA). B. No more than one-half of the prior year's Highway User Revenue Fund (HURF) can be used for debt service (A.R.S. 48-689). C. The city must maintain its level of General Fund support in street maintenance and operations, as provided by state law. 9. Debt Management A. Short-term borrowing or lease/purchase contracts should be considered for financing major operating capital equipment when the Finance Director, along with the city's financial advisors, determined that this is in the city's best financial interest. Lease/purchase decisions should have the concurrence of the appropriate operating manager. See Schedule 8 for a list of the City’s debt service obligations related to short-term borrowing. B. Short-term debt should not exceed 5% of revenue or 20% of total debt. The short-term debt for the city is documented in Schedule 8 of this budget book. C. Debt service on long-term general obligation debt should not exceed 10% of General Fund revenues. The long-term debt for the city is documented in Schedule 7 of this budget book. 10. Budget Amendment Policies A. Total fund appropriations changes must be approved by the City Council. These amendments must also comply with the city's Alternative Expenditure Limitation. In order to provide flexibility, 10% of the total General Fund revenue budget for the upcoming fiscal year should be set aside as a contingency appropriation as long as this contingency is backed by available fund balances. B. Uses of contingency appropriations must be specifically approved by the City Council. C. Shifts in appropriations within fund totals may be done administratively on the authority of the City Manager. In most cases the City Manager will request City Council concurrence with these changes since the item prompting the change will usually go to the City Council (e.g., award of contract, addition of staff, contract change order). Procedures for appropriations transfers and delegation of budget responsibility will be set by the City Manager. 90 Back to Table of Contents City of Glendale Financial Policies D. Salary savings transfers must be approved by the City Manager and are prohibited during the first 6 months of any given fiscal year. However, in the event of an extenuating circumstance, the City Manager may override this policy and authorize a salary savings transfer during the first 6 months of the fiscal year. 11. A Budgetary Control System will be maintained to ensure compliance with the adopted budget. Quarterly budget status reports will be presented to, and reviewed by, the City Council to ensure that the city finances are on track with the adopted budget. 12. Revenue Policies A. Diversified and stable revenues will be maintained to ensure fiscal health and absorb short-run fluctuations in any one revenue source. B. User fees for all operations will be examined annually to ensure that fees cover direct and indirect costs of service. Rate adjustments for enterprise operations will be based on five-year enterprise fund plans. C. Development fees for one-time capital expenses attributable to new development will be reviewed periodically to ensure that fees match development-related expenses. Capital Budget 1. A long-range capital improvement plan should be prepared and updated each year. This plan may include, in years other than the first year of the plan, unfunded projects that carry out the city's strategic and general plans, but it should also include a capital-spending plan that identifies projects that can be completed with known funding sources. All projects are assessed in regards to their necessity, priority, compatibility with Council goals, long-range plans of various departments and the City’s financing capabilities. 2. When planning capital projects, each department must estimate the impact on the city's operating budget. 3. Amendments to capital appropriations fall under the same guidelines as changes to the operating budget noted above, with one exception: any project change exceeding $50,000 should receive specific City Council approval. This approval may accompany a recommendation for award of bid, change order, or other City Council action. While this approval is not a strict legal requirement, it keeps the City Council informed on capital project activity and funding, and ensures that revisions of project priorities are in line with Council expectations. 91 Back to Table of Contents Ef[hWj_d] 8kZ][j GlendaleÕsnewequipmentmanagementfacility, whichopenedinNovemberof2004, servicesmorethan1,300cityßeetvehicles thattravelthecityÕs700milesofroadway. Operating Budget Appointed Officials Mission and Performance Measures Mayor and Council MAYOR AND COUNCIL 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. They regularly appoint citizens to 18 advisory boards and commissions and often form public committees to address specific citywide issues. The Mayor and Council each become involved in the maintenance and economic development of their districts. Council members host district neighborhood meetings every fall and spring to ensure citizens are informed on projects in and around their homes and businesses and to receive input and feedback from the constituencies they represent. City staff who support the Mayor and Council work closely with constituents to resolve any issues or questions they may have about city services. ACCOMPLISHMENTS Economic Vitality • • • • • Supported economic development efforts to bring new businesses to Northern Crossing, located at Northern and 59th Avenues. The shopping center features a Wal-Mart, Lowe’s Home Improvement Center, PETsMART and Wells Fargo Bank. Entered into an agreement with Marriott Renaissance Hotels to explore the development of a hotel and conference center at the Westgate City Center. The 12-story luxury hotel will be the destination spot for future visitors to the West Valley, including attendees of the Fiesta Bowl and the 2008 Super Bowl. Opened a shopping center at the southeast corner of 67th Avenue and Loop 101. In addition to office space, the Corte Freccia Plaza houses retail shops and restaurants including Oggi’s Pizza, ACE hardware, Paradise Bakery, and Sportsmen’s Fine Wines and Spirits. Approved the construction of a new 70,000-square-foot distribution and sales facility at the Glendale Airpark. Scheduled to open in 2006, Arizona School Furnishings will bring 35 to 50 new jobs to the area. Approved the purchase of the old Larry Miller Mazda dealership at 47th and Glendale avenues, which will be renovated into a public safety facility. The redevelopment of Glendale Avenue prompted the oldest dealer in the area, West Valley Nissan, to stay in downtown Glendale. Transportation • Approved the purchase of bus shelters to be installed at twelve bus stops. The shelters will feature a sun cover, bench and lighting. 92 Back to Table of Contents Mission and Performance Measures Mayor and Council • • • Approved signage for the final phase of the Grand Avenue Improvement Project. The reconstruction of the Grand Avenue intersection with Glendale and 59th avenues is to become the gateway to the city and will encourage the further revitalization of Historic Downtown Glendale. Approved several pedestrian walkway and bicycle path projects, including the widening of the bridge on Glendale Avenue over New River, a pathway over the low-flow channel near Marshall Ranch Elementary School, and the construction of a bridge across the Grand Canal at 79th and Missouri avenues. Approved the renovation of the alleyways in Catlin Court, which will make the area more accessible to cyclists and pedestrians. Quality of Life • • • • • • • • • Approved the design and broke ground for the construction of the Foothills Recreation and Aquatic Center. Residents will be able to enjoy a state-of-the-art recreational and swim facility in the northern section of Glendale, near the corner of 55th Avenue and Union Hills Drive in early 2006. Approved $3.2 million in funding to build the ninth fire station in Glendale. Fire Station #159 is expected to officially open in the summer of 2005. Approved the final phase of noise walls along Loop 101. The noise walls will be built along the Loop 101, between 59th and 67th avenues and 67th and 75th avenues, as part of the city’s continuing efforts to reduce freeway traffic noise for residents living nearby. Finalized the renovation of Rose Lane Pool. The oldest pool in the city will emerge as an aquatic facility, consisting of zero depth recreational, lap and fitness pools and an eight-lane competitive pool. Awarded $23,540 in Performing Arts Grants to support local organizations for their 2004-05 seasons. Approved design and renovation of the Civic Center, and the expansion of the Bead Museum. Signed a land lease agreement to construct the Glendale Aircraft Museum for a one-of-a-kind airplane museum, which will include a model plane similar to the one former President Bush was shot down in during WWII. Awarded a contract for the renovation of Murphy Park located at 7017 North 58th Avenue. Murphy Park serves as a venue for a number of events such as Glitter & Glow, and the Jazz & Blues Festival. Improvements to the park include a decorative fountain, bicycle racks, park benches, seating wall, trash receptacles, widening of the existing brick sidewalks, landscaping and irrigation. Approved landscape enhancements to 22 acres of Thunderbird Paseo Park, which include a shared-use pathway, a terraced erosion control wall, and the planting of 710 trees and 400 shrubs. Youth & Teens • Allocated funding to the West Valley Child Crisis Center, Inc. to support the Kids Campus, which houses children who have been abused or neglected. 93 Back to Table of Contents Mission and Performance Measures Mayor and Council • Provided funding to assist Glendale High School Health Care Clinic to provide health care services to 250 medically underserved youth. Interesting facts… Mayor Scruggs was appointed by Gov. Janet Napolitano to serve on one of five new advisory councils that will help to prepare and enhance the state’s homeland security strategies. The new Glendale Arena celebrated its first-year anniversary being ranked among the top 100 entertainment facilities in the country, based on ticket sales to nonsporting events. The American Subcontractors Association of Arizona honored Glendale with the 2004 Project of the Year Over $10 Million Award for the newly constructed Field Operations Complex. 94 Back to Table of Contents City of Glendale Budget Summary by Department Mayor BUDGET BY PROGRAM Office of the Mayor Total - Mayor BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $281,661 $299,551 $279,239 $312,059 4% $281,661 $299,551 $279,239 $312,059 4% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $245,510 $249,378 $241,778 $268,365 8% Supplies and Contracts $31,313 $42,653 $29,941 $35,672 -16% Internal Premiums $1,733 $4,020 $4,020 $4,988 24% Internal Service Charges $3,105 $3,500 $3,500 $3,034 -13% $281,661 $299,551 $279,239 $312,059 Total - Mayor STAFFING BY PROGRAM Office of the Mayor Total -Mayor 4% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 4 4 4 4 0% 4 4 4 4 0% 95 Back to Table of Contents Percent Over Last Year City of Glendale Budget Summary by Department Council Office BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Council Office $440,702 $488,160 $492,160 $495,379 1% Cholla District $40,261 $58,902 $49,402 $67,677 15% Barrel District $44,650 $58,761 $51,261 $67,517 15% Sahuaro District Cactus District $49,971 $59,769 $58,706 $58,709 $51,206 $51,209 $67,462 $67,465 15% 15% Yucca District $58,178 $58,682 $51,182 $67,438 15% Ocotillo District $54,225 $58,709 $51,209 $67,625 15% $747,756 $840,629 $797,629 $900,563 7% Total - Council Office BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $566,020 $596,699 $590,098 $599,978 1% Supplies and Contracts $154,508 $221,353 $184,954 $270,679 22% $5,493 $14,547 $14,547 $17,757 22% $11,070 $8,030 $8,030 $12,149 51% $840,629 $797,629 $900,563 7% Internal Premiums Internal Service Charges Operating Capital Total - Council Office $10,665 $747,756 FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Council Office 7 7 7 7 0% Cholla District 1 1 1 1 0% Barrel District 1 1 1 1 0% Sahuaro District Cactus District 1 1 1 1 1 1 1 1 0% 0% Yucca District 1 1 1 1 0% Ocotillo District 1 1 1 1 0% 13 13 13 13 0% STAFFING BY PROGRAM Total -Council Office 96 Back to Table of Contents Mission and Performance Measures City Attorney CITY ATTORNEY Department Description: The City Attorney’s Office represents the city and its officers and employees in civil suits; provides legal advice to City Council; prepares ordinances and resolutions; drafts or reviews contracts; and issues legal opinions. Other responsibilities include protection of the quantity and quality of the city’s existing and future water supplies through ongoing legal representation in the Gila River Adjudication and other proceedings. The City Prosecutor’s Office handles prosecution of violations of city codes and misdemeanor violations of state law within Glendale and all appeals from City Court to Superior Court. Mission Statement: The City Attorney’s Office provides legal advice to the City Council, City Manager, approximately 28 departments along with various city boards and commissions; represents the city in legal proceedings; and ensures that city operations comply with all federal, state and local laws. The City Prosecutor’s Office prosecutes violations of city codes and misdemeanor violations of state law in a fair, impartial and professional manner. Business Practice/Service Delivery Improvement: Civil Division attorneys represent the city in local, state, and federal courts, as well as before administrative agencies and legislative bodies. In addition to representing the city in litigation and settlement negotiations, city attorneys work with the departments they represent in providing general legal advice, drafting ordinances, contracts and other documents. Each city department has been assigned a general counsel attorney to provide them the legal services necessary to their operations. The advantage of having specific departments assigned allows the attorney to gain a familiarity with the operation of the department and develop expertise in the specific field. The departmental assignment also allows department personnel the opportunity to become comfortable and familiar with their assigned attorney. This assignment process provides for improved relationships between the attorney and department staff and creates an environment where excellent legal work is provided. However, there are situations when a department might need specialized assistance on a legal matter (e.g., property acquisition). In these instances, attorneys are also assigned to particular areas of law in which they have an expertise. This allows a particular attorney to handle a matter in that field of law across departmental lines. By using this combination, the general counsel attorney works with the specialist to provide consistent and expert legal services. Accomplishments: FY 2004-05: • Assured city operations complied with all federal, state and local laws. • Continued to represent the city in litigation brought by third parties. 97 Back to Table of Contents Mission and Performance Measures City Attorney • Vigorously prosecuted all violations of city codes and misdemeanor violations of state law that are supported by probable cause and ensure that justice is served. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met High quality, professional and timely legal services to the Mayor, City Council and city staff. Yes. Attend 100% of the meetings/hearings as needed or requested. The current vacancies in the City Attorney’s Office created a challenge of meeting our goal. 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Do justice. Yes. Obtained 85% conviction rate or plea agreements on misdemeanor charges. None 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) High quality, professional and timely legal services to the Mayor, City Council and city staff. Administrative Meetings. Represent the city, answer legal questions and provide guidance on procedures at various administrative bodies (e.g. Council meetings, Bds & Commissions, Hearings for the State Liquor Board, License Denial, Disputed Utility Bills and Damaged Buildings). Attend 100% of the meetings/hearings as needed or requested. 2005-06 Goals: 98 Back to Table of Contents Mission and Performance Measures City Attorney 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Do justice. Prosecution. Aggressively prosecute City Code and State law misdemeanor offenses occurring in the City of Glendale. Obtain 85% conviction rate or plea agreements on misdemeanor charges. Prosecutor’s Office New Cases -- 1994 through 2004 12000 # of New Cases 10000 8000 6000 4000 2000 0 1995 1996 1997 1998 1999 2000 99 Back to Table of Contents 2001 2002 2003 2004 City of Glendale Budget Summary by Department City Attorney BUDGET BY PROGRAM City Attorney FY 03-04 Actual BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 04-05 Estimate FY 05-06 Budget $1,586,169 $1,856,633 $1,879,573 $2,099,167 $0 $475,000 $216,000 $475,000 $1,586,169 $2,331,633 $2,095,573 $2,574,167 Attorney - Arena/Stadium/Dev. Total - City Attorney FY 04-05 Budget FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year 13% 0% 10% Percent Over Last Year $1,479,244 $1,716,425 $1,716,125 $1,870,064 9% $80,785 $587,060 $351,300 $668,098 14% Internal Premiums $9,150 $21,001 $21,001 $29,200 39% Internal Service Charges $8,548 $7,147 $7,147 $6,805 -5% $2,331,633 $2,095,573 $2,574,167 10% Supplies and Contracts Operating Capital $8,442 Total - City Attorney STAFFING BY PROGRAM City Attorney Total -City Attorney $1,586,169 FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 18 21 21 21 0% 18 21 21 21 0% 100 Back to Table of Contents Percent Over Last Year Mission and Performance Measures City Clerk CITY CLERK Department Description: The City Clerk Department is responsible for preserving permanent documents and retaining other public documents as required by state statute, coordinating citywide record management and training, improving the retention and access to public records through technology, conducting municipal elections and receiving campaign finance filings, preparing and maintaining the official record of City Council meetings, coordinating the publishing and posting of the city’s public notices, digitally recording official documents, codifying ordinances to be included in the Municipal Code and accessed through enhanced multi-media options, and providing passport information and new passport filing services. Mission Statement: To constantly maintain superior service to the citizens, elected officials and staff by providing an accurate and current legislative record including the City Code Book, a comprehensive and accessible records management system, a responsible and effective public notification program, an impartial and efficient municipal election and campaign finance process, and other public services such as passport application assistance and acceptance. Business Practice/Service Delivery Improvement: After research by staff, the city’s online code via the Internet was substantially improved in 2004 by our selection of Municode Corporation. The versatility of the search engine, along with user-friendly software, makes this online Code service effective for the public and staff. In addition, the City Clerk’s Office offers CD copies of the Charter and City Code, customized excerpts on CD for users who frequently utilize specific sections and supplements on-line. The CD versions can be used on laptops and at site locations at which Internet access is not provided Accomplishments: FY 2004-05: • Conducted 2004 Primary and General Elections. • Completed Phase I review and update of record retention schedules by all city departments, completed review by Record Control Committee members, completed review by State of Arizona, Department of Library, Records, and Archives. Phase II is the final review by city and state and is currently in progress. FY 2003-04: • Completed document conversion of all city documents from Papergate to new optical software. • Began digital recording 101 Back to Table of Contents Mission and Performance Measures City Clerk 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Ensure compliance with Arizona’s public meeting laws, City Code and City Charter. Yes, 100% of the legal notices were posted 24 hours in advance of a meeting per state statute. Approximately 95% of notices were posted 3 business days in advance of City Council Meeting. 100% of the time legal advertisements were published in compliance with state statutes. Staff turnover required additional training and monitoring. 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Ensure compliance with State of Arizona and Federal Election Laws, and City Charter. None Yes, 100% polling places selected 6 months before Primary Election 100% of the time (exception- county/city election), state statute recommends at least 5 months before Primary Election; 100% of the time Call of Election submitted at least 5 months before Primary Election: 100% of the time official and sample ballots received at least 40 days in advance of the election fulfilling the requirement by state statutes of 30 days; 100% of time publicity pamphlets mailed prior to early ballot mailing which is 33 days before the election, while state statutes only require mailing 10 days before election; 100% of the time Justice Department submittal mailed 4 months before Primary Election, well in advance of the federal requirement of 3 months. 102 Back to Table of Contents Mission and Performance Measures City Clerk 2005-06 Goals: 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) 95% of the time City Council Information packet and legal notices posted on Internet within 3 business days; 100% of the time election information posted within 3 months prior to election; 95% of the time electronic and scanned documents processed within 3 days of signature completion; 95% of the time City Code Book supplemented on internet within 2 weeks of regular meeting. Utilize technology including Internet, intranet, optical and other electronic media to deliver information to and to retain information for the citizens and the organization. Index, preparation, scanning and/or electronic data transfer to Intranet and Internet. 05-06 Goal #2 Activities Compliance with Federal and State Public Record Laws. Receive record public record requests, research and retrieve records, process through City Attorney’s Office (if applicable), fill record request. Desired Outcomes (Performance Measurement) 100% of the time simple public record requests completed within 24 hours; 100% of the time complex record requests estimated completion date given to requestor within 48 hours. Public Records Requests 70 60 2003 50 40 2004 30 2005 20 10 103 Back to Table of Contents r em be be r D ec em r N ov ct ob e O te m be r us t Se p A ug Ju ly e Ju n ay M il A pr h ar c M ry ua Fe br Ja nu ar y 0 City of Glendale Budget Summary by Department City Clerk BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year City Clerk $283,164 $323,322 $314,296 $277,500 -14% Records Management $165,727 $176,322 $168,959 $253,200 44% $850 $2,500 $2,500 $2,500 0% $152,674 $93,749 $93,749 $94,188 0% $602,415 $595,893 $579,504 $627,388 5% Passport Services Elections Total - City Clerk BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $356,163 $376,798 $371,099 $314,605 -17% Supplies and Contracts $239,626 $181,027 $170,437 $263,402 46% Internal Premiums $4,086 $27,907 $27,907 $38,866 39% Internal Service Charges $2,540 $2,476 $2,376 $2,830 14% $7,685 $7,685 $7,685 0% $602,415 $595,893 $579,504 $627,388 5% Operating Capital Total - City Clerk FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year City Clerk 3 4 4 4 0% Records Management 3 2 2 2 0% 6 6 6 6 0% STAFFING BY PROGRAM Total -City Clerk 104 Back to Table of Contents Mission and Performance Measures City Court CITY COURT 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. In felony matters, the court has the authority to issue search warrants. Mission Statement: To provide a forum for prompt, fair and just resolution of cases in a professional, efficient and courteous manner. Business Practice/Service Delivery Improvement: In November 2004, City Court developed Treatment Court to provide judge monitoring of counseling for all domestic violence and DUI offenders. Following the Drug Court model, the Treatment Court Team (prosecutor, public defender, treatment provider, judge) meet before court to review each case and decide if rewards or sanctions are appropriate. Defendants are being held accountable through swift court intervention resulting in greater compliance to sentencing conditions. In March 2005 the Treatment Court calendar tripled from two dockets per month to six, to accommodate the rapid growth and success of the program. At that time, more than 400 defendants were participating in Treatment Court, with nearly 40 participants already graduating from the program. Accomplishments: FY 2004-05: • Spearheaded a task force comprised of representatives from the Police Department, City Attorney’s Office and City Manager’s Office to recommend updates to the city’s parking ordinance. The City Council adopted the task force’s recommended ordinance changes. • The court entered into an IGA with six other courts to provide the Scottsdale City Court software, AZTEC Wizard, as a “bolt-on” to the Supreme Court’s case management system. The AZTEC Wizard will result in timesavings for court staff and will enhance customer service capabilities. FY 2003-04: • A pilot project between Glendale City Court and the Maricopa County Juvenile Probation Department has resulted in high rates of compliance to probation conditions by Glendale youth. The no-show rate is virtually non-existent which is an anomaly among the court and probation communities. The Court provides a weekly satellite office for a Juvenile Probation Officer and secretary to conduct family interviews and other probation business. Due to high success rates, Judge Campbell is investigating expanding this concept to other City Courts. 105 Back to Table of Contents Mission and Performance Measures City Court • The Capital Improvement Project for a new City Court facility is moving forward. A review team selected an architectural firm to conduct a scope of work study. This study will include a needs assessment for City Court and the Prosecutor’s Office, detention assessment and site selection evaluation. Construction of the new Court building is scheduled to begin in 2008. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide a secure court environment and deliver positive, consistent, timely and efficient customer service that meets the diverse needs of our clients. Yes. Zero documented incidents of weapons past the security checkpoint. All requests for interpreters were responded to in 10 minutes or less. All public service windows manned 8 am to 5 pm each workday. None 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Maximize collection of revenue due the Court in compliance with court ordered enforcement guidelines provided by the Arizona Supreme Court. Yes. Criminal fines and restitution enforced by issuing failure to pay warrants, attempting service of warrants, referring delinquent accounts to a collection agency and intercepting tax refunds through the T.I.P. Program. Plans to become a Supreme Court FARE (fines/fees and restitution enforcement) participant were delayed when additional programming requirements were identified. Meetings with the Supreme Court are still occurring with a target implementation date of summer of 2005. 106 Back to Table of Contents Mission and Performance Measures City Court 2005-06 Goals: 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Fully utilize the AZTEC Wizard software application to enhance the Supreme Court case management system. Complete software testing. Install Wizard on all court computer systems. Train staff on usage. Many screens of data will be condensed into one. Staff will realize considerable timesavings. 05-06 Goal #2 Activities Develop IVR (interactive voice recognition) system for customer convenience in conducting court business. Provide all data and support requited of IT Team for development and installation of system. Desired Outcomes (Performance Measurement) Court customers can access case information through a telephone touch pad and no human interaction. Web payment ability will be available. 107 Back to Table of Contents City of Glendale Budget Summary by Department City Court BUDGET BY PROGRAM City Court Court Security & Improvements Court Time Payments Fill the Gap Total - City Court BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $3,050,831 $3,452,154 $3,452,154 $3,723,004 $268,029 $188,630 $188,630 $196,603 8% 4% $76,837 $89,574 $89,574 $85,568 -4% $21,397 $42,000 $48,459 $62,541 49% $3,417,094 $3,772,358 $3,778,817 $4,067,716 8% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $2,721,222 $2,930,917 $2,990,710 $3,291,184 12% $553,238 $743,028 $629,251 $610,723 -18% Internal Premiums $72,115 $64,873 $64,873 $71,356 10% Internal Service Charges $40,768 $16,540 $76,983 $77,453 368% Supplies and Contracts Operating Capital Total - City Court $29,751 $17,000 $17,000 $17,000 0% $3,417,094 $3,772,358 $3,778,817 $4,067,716 8% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year City Court 40 43 43 43 0% Court Security & Improvements 1 1 1 1 0% Court Time Payments 2 2 2 2 0% 43 46 46 46 0% STAFFING BY PROGRAM Total -City Court 108 Back to Table of Contents Operating Budget Community Development City of Glendale Budget Summary by Department Community Dev Admin BUDGET BY PROGRAM CD Deputy City Manager Total - Community Dev Admin BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $316,886 $392,658 $392,658 $442,546 13% $316,886 $392,658 $392,658 $442,546 13% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $310,636 $365,730 $365,730 $377,011 3% Supplies and Contracts $4,083 $24,028 $24,028 $61,379 155% Internal Premiums $1,848 $2,750 $2,750 $3,919 43% $319 $150 $150 $237 58% $316,886 $392,658 $392,658 $442,546 13% Internal Service Charges Total - Community Dev Admin STAFFING BY PROGRAM CD Deputy City Manager Total -Community Dev Admin FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 2 4 4 4 0% 2 4 4 4 0% 109 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Building Safety BUILDING SAFETY Department Description: The Building Safety Department ensures that at least the minimum building standards are met to safeguard life, health, property, and public welfare by regulating and controlling the design, construction, quality of materials, occupancy, location and maintenance of all buildings and structures in Glendale. The department is the central resource for development, construction and code information, plan review, permit issuance and construction inspection. Mission Statement: The Building Safety Department is a team of professionals dedicated to providing exceptional customer service and through the spirit of cooperation and partnership with our citizens and development customers, we ensure a safer and stronger community. Business Practice/Service Delivery Improvement: Inspectors now have laptops and wireless Internet connections in each vehicle. This gives them the ability to enter inspection results on site, which enables contractors and citizens the luxury of scheduling additional or follow up inspections minutes after their inspection is completed. In the past, inspections could not be rescheduled until the following workday. Accomplishments: FY 2004-05: • Issued 6800 permits and 256 Certificates of Occupancy. • Plan reviewed and inspected over 420,000 sf of new school buildings including two new High Schools (Copper Canyon and Raymond S. Kellis). FY 2003-04: • Issued the Temporary Certificate of Occupancy for the Glendale Arena, which opened on time on December 27, 2003. Building Safety spent over 11,000 hours inspecting and plan reviewing this project. • Began plan review and construction of the Cardinals Multipurpose Facility. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Collaborate in the development of projects, which contribute to Glendale’s economic vitality. Yes, critical economic development projects opened on time without any outstanding life safety issues. Coordinating with 12 different department’s requirements for Certificate of Occupancy with project’s opening dates. 110 Back to Table of Contents Mission and Performance Measures Building Safety 04-05 Goal #2 Administer and enforce construction codes and development regulations that produce a safe, durable, efficient and accessible built environment. Were Desired Outcomes Met? What were the Performance Measures? Most were met. Newly hired staff not fully trained and 100% effective for a period of time affected those that fell short. This required additional efforts by senior staff and management to train and monitor performance. This was difficult combined with a very heavy construction workload. Obstacles Encountered that Challenged or Prevented Goal from Being Met Newly hired staff and job knowledge, which created a strain on existing staff members. 2005-06 Goals: 05-06 Goal #1 Activities Administer and enforce construction codes and development regulations that produce a safe, durable, efficient, and accessible built environment. Continue meetings between plans examiners and inspection division to determine plan review deficiencies and solutions. 05-06 Goal #2 Activities Provide responsive, proactive, efficient, consistent and cost effective service. Process all plans, permits, utility clearances and requests for Certificates of Occupancy in an efficient, accurate and timely manner to ensure all departments have an opportunity to review and identify enforcement issues, and the development customer receives adequate guidance. 111 Back to Table of Contents Desired Outcomes (Performance Measurement) • Hold joint inspector/plans examiner meetings monthly to review deficiencies/question. Desired Outcomes (Performance Measurement) • Create internal customer survey to determine service gaps. • 90% of inspections are made within 24 business hours of request. • Implement a revised Certificate of Occupancy process to streamline and gain efficiency and increase compliance by customers. City of Glendale Budget Summary by Department Building Safety BUDGET BY PROGRAM Building Safety FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $1,575,494 $1,773,995 $1,766,582 $1,895,690 7% Cross Connection Control $116,587 $128,175 $128,175 $231,223 80% Arena - Development Services $616,424 $180,803 $25,000 $0 -100% Stadium - Development Services Westgate-Bldg Safety Rvw/Insp. $774,499 $0 $1,618,051 $652,657 $1,549,636 $640,624 $1,026,820 $985,456 -37% 51% Development Services Center Total - Building Safety BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits $456,267 $752,856 $652,409 $730,188 -3% $3,539,271 $5,106,537 $4,762,426 $4,869,377 -5% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $2,653,510 $3,913,961 $3,870,444 $3,989,611 2% $789,648 $708,878 $417,844 $656,041 -7% Internal Premiums $29,630 $125,796 $125,796 $138,203 10% Internal Service Charges $51,692 $70,302 $64,142 $66,822 -5% Supplies and Contracts Operating Capital Total - Building Safety STAFFING BY PROGRAM Building Safety Cross Connection Control $14,791 $287,600 $284,200 $18,700 -93% $3,539,271 $5,106,537 $4,762,426 $4,869,377 -5% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year 21 1.75 22 1.75 22 1.75 22 2.75 0% 57% Arena - Development Services 8 0 0 0 N/A Stadium - Development Services 4 18 18 11 -39% Westgate-Bldg Safety Rvw/Insp. Development Services Center 0 10 6 10 6 10 10 10 67% 0% 44.75 57.75 57.75 55.75 -3% Total -Building Safety 112 Back to Table of Contents Mission and Performance Measures Code Compliance CODE COMPLIANCE Department Description: Code Compliance is responsible for ensuring compliance with various city codes that promote public health and safety, eliminate conditions that contribute to blight and deterioration, and preserve the quality of life in neighborhoods. Mission Statement: To maintain established community standards that preserve and promote the health, safety and living environment of the community and neighborhoods. Business Practice/Service Delivery Improvement: Service delivery was improved by modifying the Vacant Parcel Inspection Program. Code Compliance maintains a database of over 500 vacant parcels in the city. Previously, in an effort to ensure vacant parcels were maintained to city code standards, every parcel in the database was being inspected at least once each quarter. While the desired results were achieved it was a time consuming process. To determine the effectiveness of the program, an evaluation of the program was completed. The review included an evaluation of current procedures and practices as well as an analysis of total inspections performed versus the actual number of properties in violation. Using the recently implemented Hansen database management system, it was possible to efficiently track those properties that frequently had violations and those that did not. This has allowed Code to reduce the number of properties needing to be inspected each quarter by 80%. Through this service delivery improvement Code is able to more effectively utilize its resources and place more emphasis on properties with frequent, recurring violations. Accomplishments: FY 2004-05: • Continued implementation of the Hansen database management system and adaptation of internal policies and procedures. o Improved historical electronic documentation and research of code cases. o Hard files were reorganized to better accommodate the new system. o Statistical analysis and tracking of data was significantly improved. • Implemented proactive inspections utilizing the Property Maintenance Codes on both rental and owner-occupied properties. FY 2003-04: • Implemented the Property Maintenance Codes adopted by the City Council. • Implemented the Hansen database management system for Code Compliance. 113 Back to Table of Contents Mission and Performance Measures Code Compliance 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide Glendale residents No. Service delivery effective and efficient access complaints were to be to Code Compliance services. tracked daily. Code did not have the ability to effectively and efficiently track complaints related to service delivery until the Hansen system was fully implemented. 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Maintain community standards that promote a clean, safe, and healthy living environment. Yes, inspections were conducted within 2 business days 95% of the time and a 99% voluntary compliance rate was achieved. None. 05-06 Goal #1 Activities Develop and implement a program to address code related issues in aging neighborhoods. Conduct proactive general code inspections on nuisance related issues in assigned neighborhood focus areas. Desired Outcomes (Performance Measurement) Generate 3,000 new code cases by conducting inspections in assigned neighborhood focus areas. 05-06 Goal #2 Activities Provide Glendale residents effective and efficient access to Code Compliance services. Administration manages Code Compliance operations and personnel to ensure that Code staff provides professional and courteous service to Glendale citizens. 2005-06 Goals: 114 Back to Table of Contents Desired Outcomes (Performance Measurement) Develop and implement a system for tracking complaints directly related to service delivery. This assessment will be conducted in subsequent years. City of Glendale Budget Summary by Department Code Compliance BUDGET BY PROGRAM Code Compliance Total - Code Compliance BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $903,325 $1,054,916 $1,054,916 $1,371,020 30% $903,325 $1,054,916 $1,054,916 $1,371,020 30% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $799,378 $935,708 $935,708 $1,169,559 25% Supplies and Contracts $60,595 $41,378 $45,688 $94,370 128% $8,649 $42,580 $42,580 $44,056 3% $34,703 $35,250 $30,940 $36,035 2% $903,325 $1,054,916 $1,054,916 $1,371,020 Internal Premiums Internal Service Charges Operating Capital Total - Code Compliance STAFFING BY PROGRAM Code Compliance Total -Code Compliance $27,000 30% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 14 16.5 16.5 19.5 18% 14 16.5 16.5 19.5 18% 115 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Economic Development ECONOMIC DEVELOPMENT Department Description: The Economic Development Department directs programs to attract and retain businesses that create jobs, increase the tax base, improve land values and enhance central city vitality. The department strives to provide high quality service and spur rapid well-managed growth in the City of Glendale. It is dedicated to maximizing customer service through continual professional development and networking opportunities with local Economic Development agencies and real estate partners necessary to retain and attract local and national business clients. Mission Statement: Create high quality jobs, develop financially sound projects that increase the city’s tax base, and enhance underperforming properties to increase the quality of life for current businesses and the community. Business Practice/Service Delivery Improvement: A City Center Redevelopment Team has been formed to better coordinate the various aspects of business relations, development and marketing of Downtown Glendale. This team consists of members from Economic Development, Marketing, Planning, and Community Partnerships departments. Accomplishments: FY 2004-05: • The first major mixed-use redevelopment project in the City Center area was approved. Vanguard City Home will build a mixed-use project with residential, commercial and retail components. • 28 projects resulted in the attraction and retention of over 1200 jobs and a capital investment of over $45 million. Examples of new corporate citizens to Glendale are California Casualty, Cosmopolitan Medical Communications, Arizona School Furnishings, and Bootz & Duke Sign Company. • Groundbreaking for the first phase of construction of the entertainment district in Westgate was held in September 2004. • Redevelopment of Northern Crossing moved towards completion with the opening of Lowe’s Home Improvement, Carl’s Jr., and PetsMart. FY 2003-04: • 16 completed projects resulted in the attraction and retention of 1,537 jobs and a capital investment of $252,450,000. • The construction of the Glendale Arena was completed in December 2003. NHL Coyotes played their first game in the arena on December 26, 2003. 116 Back to Table of Contents Mission and Performance Measures Economic Development 2004-05 Goal Updates: 04-05 Goal #1 Attract new businesses. 04-05 Goal #2 Remove blight and under-performing properties. Were Desired Outcomes Met? What were the Performance Measures? Yes. Staff worked directly with 28 businesses which opened or expanded operations in Glendale and created over 1000 jobs. Obstacles Encountered that Challenged or Prevented Goal from Being Met Additional business attraction program funding would enhance marketing to companies and create more jobs. Were Desired Outcomes Met? What were the Performance Measures? Yes, sites were redeveloped through issuance of RFPs and through Visual Improvement Assistance. Obstacles Encountered that Challenged or Prevented Goal from Being Met More requests for VIP assistance than available funding. Funds for acquiring of redevelopment property was needed. 2005-06 Goals: 05-06 Goal #1 Activities Attract new quality employers. Host prospects to community/site visits. Update marketing materials and website. 05-06 Goal #2 Activities Redevelop underperforming properties. Identify and develop feasibility studies of targeted sites. Proceed to get Management & Council authorization for acquisitions. 117 Back to Table of Contents Desired Outcomes (Performance Measurement) At least 10 new quality employers creating a total of 500 jobs with an average of $31,000/yr and result in 300,000 sf of new construction or absorption of existing space. Desired Outcomes (Performance Measurement) Successful acquisition and redevelopment of parcels utilizing $3 million in budgeted funds. City of Glendale Budget Summary by Department Economic Development BUDGET BY PROGRAM FY 03-04 Actual Super Bowl Economic Development BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 05-06 Budget Percent Over Last Year $7,681 $50,000 $50,000 $85,000 70% $813,103 $764,088 $730,172 -10% $6,851 $0 $0 $0 NA $25,200 $1,352,163 $0 $0 $0 $0 $0 $0 NA NA Stadium-Economic Development Total - Economic Development FY 04-05 Estimate $523,115 Redevelopment Economic Opportunities Fund Arena - Economic Development FY 04-05 Budget $0 $0 $227,266 $239,891 NA $1,915,010 $863,103 $1,041,354 $1,055,063 22% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $429,496 $623,075 $578,075 $543,208 -13% $1,478,808 $229,237 $452,488 $498,169 117% Internal Premiums $4,390 $8,391 $8,391 $11,111 32% Internal Service Charges $2,316 $2,400 $2,400 $2,575 7% $1,915,010 $863,103 $1,041,354 $1,055,063 Supplies and Contracts Total - Economic Development STAFFING BY PROGRAM Economic Development Redevelopment Total -Economic Development 22% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year 5 1 7 0 7 0 5 0 -29% N/A 6 7 7 5 -29% 118 Back to Table of Contents City of Glendale Budget Summary by Department Rebates & Incentives BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Rebates & Incentives $0 $5,954,745 $3,037,916 $3,869,200 -35% Visual Improvement Program $0 $150,000 $10,922 $619,404 313% Redevelopment Land Acquisition $0 $0 $0 $3,000,000 NA $6,104,745 $3,048,838 $7,488,604 23% Total - Rebates & Incentives BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Rebates & Incentives FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $6,104,745 $3,048,838 $7,488,604 23% $6,104,745 $3,048,838 $7,488,604 23% 119 Back to Table of Contents Mission and Performance Measures Planning PLANNING Department Description: The Planning Department has three major functions, Long Range Planning and Research, Current Planning and Zoning Administration, and Administration. The Long Range Planning and Research function is responsible for the long-range physical planning of the monitoring and update of the General Plan, special studies, research, quarterly population estimates, GIS and mapping services, annexation analysis, and application processing. In addition, the division administers the Historic Preservation Ordinance, maintains the program, coordinates preparation of national and local register nominations, and staffs the Historic Preservation Commission. The Current Planning and Zoning Administration function manages the processing and review of land use applications including: general plan amendments, rezonings, conditional use permits, preliminary and final plats, residential and commercial reviews, variances, group home review, appeals, zoning administrative review and relief requests, commercial tenant improvements, special events, liquor licenses, business license reviews, and custom home reviews. The Administration function prepares staff reports for City Council, Planning Commission, Historic Preservation Commission, and Board of Adjustment public hearings and workshops. This function also assures proper advertising and notification processes are complete and in conformance with state open meeting laws. The Administrative function manages the Citizen Participation Ordinance, RSF (Request for Service) inquiries, and provides staff for City Council, Planning Commission, Historic Preservation Commission, and Board of Adjustment public hearings and workshops. Mission Statement: The Glendale Planning Department provides professional quality service in a friendly and responsive manner. The mission includes: • Assist elected and appointed officials in planning for future land use, development, and redevelopment in harmony with community values. • Facilitate community involvement in the decision-making process. • Administer adopted regulations and guidelines in a fair and impartial manner. • Manage the zoning, subdivision and Design Review process efficiently. • Resolve to the best of our ability the inevitable issues and conflicts associated with changing land use and development. Business Practice/Service Delivery Improvement: The Planning Department and the Building Safety Department now hold monthly meetings of management level staffs to discuss common issues and solutions on how to improve the coordination and processes of each department. The result has been better service to both internal and external customers. 120 Back to Table of Contents Mission and Performance Measures Planning Accomplishments: FY 2004-05: • Completed extensive review and update of Residential Design and Development Manual, which was adopted by the City Council. • Completed Coordinated a major annexation analysis for the strip annex area that resulted in City Council direction for city staff to be proactive in seeking annexation of the Loop 303 corridor and consider all other annexation requests within the strip annex area. FY 2003-04: • Obtain a $20,000 CLG-Federal Pass Through matching grant for cultural diversity historic resources survey, analysis and listing of top historic resources and preparation of National Register nominations. • Completed and adopted the first ever annexation policy for the city. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Yes. Customer surveys show 72% excellent, 26 % good, 2% fair and 0% poor. Obstacles Encountered that Challenged or Prevented Goal from Being Met Need additional staff and equipment to meet increased workloads and maintain customer service standards. Were Desired Outcomes Met? What were the Performance Measures? Yes. Increasing workload/ customer demands Obstacles Encountered that Challenged or Prevented Goal from Being Met Need additional staff and equipment to meet increased workloads and maintain customer service standards. 05-06 Goal #1 Activities Process land development and Zoning Ordinance administration applications with efficiency and strong customer service results. Processing service requests and cases Desired Outcomes (Performance Measurement) Satisfactorily and accurately complete all cases with required Customer Service Rating of 75% Excellence. Foster quality and timely development throughout Glendale. 04-05 Goal #2 Respond to changes in Community Development needs. 2005-06 Goals: 121 Back to Table of Contents Mission and Performance Measures Planning 05-06 Goal #2 Activities Plan the future and preserve the past Update General Plan Special Studies/Research Loop 303 Annexations National Register Designations Historic Preservation Awareness Desired Outcomes (Performance Measurement) • Adopt Plan Amendments • Complete all Annexations • National Designations • Historic Preservation Tour NEW APPLICATIONS (General Plan, Zoning, Conditional Use Permit, Preliminary Plat, Final Plat, Variance, Design Review, Minor Land Divisions, Group Homes, Special Events and Annexation requests) 350 300 250 200 150 100 50 Back to Table of Contents 03 02 04 20 20 20 00 01 20 99 98 97 96 122 20 19 19 19 19 94 93 92 95 19 19 19 19 19 91 0 City of Glendale Budget Summary by Department Planning BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Planning Administration $421,606 $434,201 $435,837 $471,140 9% Zoning Admin & Tech. Asst. $241,332 $315,451 $315,451 $332,869 6% Current Planning $466,232 $544,216 $544,216 $583,967 7% Long-Range Planning & Research $267,429 $291,379 $289,743 $283,900 -3% $1,396,599 $1,585,247 $1,585,247 $1,671,876 5% Total - Planning BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $1,299,344 $1,441,939 $1,440,239 $1,541,508 Supplies and Contracts $71,404 $109,257 $111,041 $90,784 -17% Internal Premiums $21,050 $29,123 $29,123 $35,049 20% $4,801 $4,928 $4,844 $4,535 -8% $1,396,599 $1,585,247 $1,585,247 $1,671,876 5% Internal Service Charges Total - Planning 7% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Planning Administration 5 5 5 5 0% Zoning Admin & Tech. Asst. 4 4 4 4 0% Current Planning Long-Range Planning & Research 7 3 7 3 7 3 7 3 0% 0% 19 19 19 19 0% STAFFING BY PROGRAM Total -Planning 123 Back to Table of Contents Mission and Performance Measures Transportation TRANSPORTATION Department Description: The Transportation Department provides transportation planning, traffic engineering, traffic signals, signs, striping, street lighting, transit, airport operation and educational program services to meet the transportation needs of the City of Glendale. Mission Statement: To ensure the safe, efficient transportation of people and goods in the City of Glendale. Business Practice/Service Delivery Improvement: A review of the Transportation Departments business practices identified one area where customer service needed to be improved. The Streetlight Management division was experiencing an increase in repeat outage requests from citizens. In an effort to improve the division’s customer service and reduce the delay and complaints from citizens, the Traffic Administration division implemented a tracking procedure where the citizen is called back once the light has been repaired and surveyed as to whether they are satisfied with the service. This procedure is reducing the number of repeat calls for the same light. Accomplishments: FY 2004-05: • Implemented the Gus 3 Bus service to provide circulator service to several senior residential complexes, the Adult Center, Main Library, Glendale Community College and Northern Crossing. The service connects with Gus 1 and 2 to allow passengers access to central Glendale. • The City of Glendale’s Transportation Department received the 2004 Golden Spoke Award at Valley Metro’s annual Clean Air Campaign Awards Luncheon for its Bike Box program. This program specifically addresses traffic injury prevention and “defensive driving” techniques among children. All city elementary schools, libraries, fire and police have been issued a Bike Box to use within the community. FY 2003-04: • The airport completed the runway expansion project. This included lengthening and widening the runway, and increasing the strength of the runway and taxiway. The runway and taxiway lights were also replaced; along with installing 2 touch screen lighting control systems. • The Intelligent Transportation Systems group completed construction of the Traffic Management Center (TMC). This project included the implementation of ICONS as the signal system software to manage the "Smart Signal System" and Camera Chameleon software to manipulate the CCTV cameras. 124 Back to Table of Contents Mission and Performance Measures Transportation 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide transportation alternatives to the citizens of Glendale. Yes, Dial-A-Ride ridership increased by 5.4% to 86,132. Overall Transit ridership was 2,379,323. None 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Promote economic development and activities at the Glendale Municipal Airport. 2 out of 3 of the outcomes were successful. Fuel sales increased by 130,025 gallons to 492,408 gallons and the number of aircraft based at the airport increased by 56 to 380. Corporate takeoffs and landings were up. However, the flight training activity was not as high as anticipated. Takeoffs and landings rose by 29,691 to 118,140, not the 121,275 estimated. Note: Airport runway was under construction in 2003. 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Provide transportation alternatives to the citizens of Glendale. Transit marketing: Market the advantages of using public transportation to conduct daily business and personal excursions. Increase transit awareness and availability as an option to driving. Increase Dial-A-Ride ridership by 3% to 88,715. 2005-06 Goals: 125 Back to Table of Contents Mission and Performance Measures Transportation 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Promote economic development and activities at the Glendale Municipal Airport. Develop east side of airport in an effort to attract new business and increase the number of aircraft in the existing development. Advertise and market airport services. Increase takeoffs and landings by 5% to 124,047 annually. Increase fuel sales by 5% to 517,028 gallons annually. Increase the number of aircraft based at the Airport by 5% to 399. Dial-A-Ride Ridership # of Riders 90000 80000 70000 60000 00/01 01/02 02/03 03/04 Fiscal Year 126 Back to Table of Contents 04/05 est. City of Glendale Budget Summary by Department Transportation BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Airport Operations $535,652 $557,322 $557,322 $565,547 1% Traffic Admin. & Engineering $305,008 $383,866 $383,866 $329,768 -14% Traffic Signals $1,014,446 $1,194,952 $1,194,952 $1,531,378 28% Signs & Markings Streetlight Management $818,059 $1,423,187 $839,069 $1,597,531 $839,069 $1,597,531 $889,406 $1,648,498 6% 3% Transportation Planning Traffic Studies Traffic Design and Development Transportation Program Mgmt Transportation Education Dial-A-Ride Fixed Route Demand Management $68,982 $167,574 $167,574 $202,527 21% $302,368 $255,384 $423,978 $254,887 $380,415 $254,887 $454,436 $271,097 7% 6% $1,092,425 $1,272,504 $1,094,780 $1,291,544 1% $178,412 $247,778 $247,778 $253,913 2% $2,256,076 $4,268,553 $2,431,298 $4,587,444 $2,431,298 $4,587,444 $2,607,810 $4,704,394 7% 3% $9,690 $118,160 $118,160 $118,160 0% Trans. Program Education Intelligent Transportation Sys $16,034 $168,561 $125,000 $337,424 $125,000 $337,424 $125,000 $430,471 0% 28% Traffic Mitigation $116,723 $186,504 $186,504 $182,162 -2% $0 $111,074 $36,836 $78,779 -29% $12,829,560 $14,836,365 $14,540,840 $15,684,890 Arena - Transportation Ops. Total - Transportation 127 Back to Table of Contents 6% City of Glendale Budget Summary by Department Transportation BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $4,733,339 $5,569,753 $5,509,961 $5,935,323 7% Supplies and Contracts $6,416,442 $7,577,941 $7,335,956 $8,080,135 7% Internal Premiums Internal Service Charges $206,536 $256,228 $256,228 $289,132 13% $1,466,646 $1,565,798 $1,560,050 $1,527,655 -2% $7,605 $20,000 $20,000 ($1,008) ($153,355) ($141,355) Operating Capital Work Order Credits Total - Transportation $12,829,560 $14,836,365 ($147,355) $14,540,840 $15,684,890 -4% 6% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Airport Operations 5 5 5 5 0% Traffic Admin. & Engineering 4 4 4 3 -25% Traffic Signals Signs & Markings 10 10 10 10 10 10 10 10 0% 0% Streetlight Management 1 1 1 2 100% Transportation Planning Traffic Studies 2 4 2 4 2 4 2 4 0% 0% Traffic Design and Development 3 3 3 3 0% Transportation Program Mgmt 2 2 2 2 0% 1 34.25 1 34.25 1 34.25 1 34.25 0% 0% Intelligent Transportation Sys 3 3 3 4 33% Traffic Mitigation 1 1 1 1 0% 80.25 80.25 80.25 81.25 1% STAFFING BY PROGRAM Transportation Education Dial-A-Ride Total -Transportation 128 Back to Table of Contents Percent Over Last Year Operating Budget Community Information and Services City of Glendale Budget Summary by Department Comm Info & Svcs Adm BUDGET BY PROGRAM Comm Info & Services Admin Total - Comm Info & Svcs Adm BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $178,146 $232,920 $232,920 $278,027 19% $178,146 $232,920 $232,920 $278,027 19% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $156,491 $219,449 $219,449 $265,333 21% Supplies and Contracts $20,027 $10,468 $10,518 $11,130 6% $1,352 $2,403 $2,403 $1,425 -41% $276 $600 $550 $139 -77% $178,146 $232,920 $232,920 $278,027 19% Internal Premiums Internal Service Charges Total - Comm Info & Svcs Adm STAFFING BY PROGRAM FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Comm Info & Services Admin 2 2 2 2 0% 2 2 2 2 0% Total -Comm Info & Svcs Adm 129 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Community Partnerships COMMUNITY PARTNERSHIPS Department Description: The Community Partnerships Department is made up of three main divisions that help provide essential city services and maintain the quality of life for all residents. The Community Housing Division is responsible for addressing the rental housing needs of Glendale residents who cannot afford housing in the private market. The Community Revitalization Division provides affordable housing and housing rehabilitation assistance for eligible Glendale residents and administers the federal Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME) program, American Dream Downpayment Initiative (ADDI) funds, and Emergency Shelter Grants (ESG) programs. The Neighborhood Partnership Office is responsible for the administration of the Glendale University, the Homeowners’ Association Training Academy, the Neighborhood Improvement Grants Program, the Community Mediation Program and the Community Volunteer Program. Mission Statement: A partnership of employees and community working together to enhance the quality of life through civic education, housing assistance, housing rehabilitation, community volunteerism, affordable housing, neighborhood services, conflict resolution and neighborhood revitalization. Business Practice/Service Delivery Improvement: Over the past year, the Community Housing Division, Community Revitalization Division and Neighborhood Partnership Office were structurally reorganized into one department. This “merger” has resulted in all three divisions working more closely together to combine resources and provide a “seamless” array of neighborhood and community-based programs and services to improve the quality of life in Glendale’s neighborhoods. Accomplishments: FY 2004-05: • During fiscal year 2004-05, the department collaborated with 15 agencies to sponsor four community-based Earned Income Tax Credit (EITC) sites resulting in approximately $300,000 in federal tax dollars returned to eligible Glendale residents. • The Community Revitalization Division successfully implemented the American Dream Downpayment Initiative Program (ADDI), which will result in 25 Glendale residents becoming homeowners for the first time. • The Community Housing Division successfully implemented the “Section 8 Homeownership Program,” which affords eligible housing clients the opportunity to 130 Back to Table of Contents Mission and Performance Measures Community Partnerships • become first time homeowners. FY 2003-04: • Applied for and received over $318,000 in Federal funding for neighborhood improvements. • Community Housing implemented a Section 8 Homeownership Program for first time homebuyers who have successfully completed one year in the Section 8 Rental Program. Currently, there are three active participants, and one has qualified for financing to secure a home. 2004-05 Goal Updates: Neighborhood Partnership 04-05 Goal Develop relationships to encourage greater involvement in community building, volunteerism and the revitalization of Glendale’s neighborhoods. Were Desired Outcomes Met? What were the Performance Measures? Yes. Coordinated 13,513 donated hours by 2,628 community volunteers, valued at $232,302; successfully offered direct services (neighborhood grants; newsletters; problem solving; training; special events) to all registered neighborhood associations. Obstacles Encountered that Challenged or Prevented Goal from Being Met Resources continue to be an issue – although performance benchmarks were achieved, the demand for services provided by both programs surpasses the amount available. Community Housing 04-05 Goal Administer federal grant programs in accordance with federal guidelines by effectively administering the Section 8 Housing Choice Voucher and Public Housing Programs. Were Desired Outcomes Met? What were the Performance Measures? Yes. Community Housing received acceptable scores on HUD annual reporting system (SEMAP), through which the number of units under lease is tracked. Community Housing was recognized by HUD as a High Performer. Obstacles Encountered that Challenged or Prevented Goal from Being Met Changes in the methodology used by the federal government to fund local housing programs. This factor did not negatively affect the ability to ensure the safe and sanitary condition of all housing subsidized. Community Revitalization 04-05 Goal Administer federal grant programs in accordance with federal guidelines by effectively administering the Community Development Block Grant (CDBG) and HOME Investment Partnership Programs. Were Desired Outcomes Met? What were the Performance Measures? Yes. Community Revitalization administered all CDBG, HOME and ADDI funds for the benefit of all Glendale residents; oversaw the development of a new 5-year Consolidated Plan; and successfully sponsored and administered the FY 2005/06 CDBG/HOME application process. Obstacles Encountered that Challenged or Prevented Goal from Being Met The ability of Federal Government to interpret rules and regulations to meet local community development needs are a constant challenge. Even so, this did not affect our ability to implement all federally funded programs. 131 Back to Table of Contents Mission and Performance Measures Community Partnership 2005-06 Goals: Goal #1 Support More Infill Housing Activities Desired Outcomes (Performance Measurement) In conjunction with our nonprofit partners (Habitat for Humanity; Chicanos por La Causa; Community Services of Arizona), acquire vacant, infill properties for the construction of new affordable housing. Approximately $400,000 in HOME investment funds will be used by our partners to build affordable, infill housing. Acquire and construct 19 new affordable housing units to further the stability of Glendale neighborhoods in the City Center area. Goal #2 Increase Neighborhood Participation Activities Desired Outcomes (Performance Measurement) Seek out and develop new relationships to leverage resources for our neighborhoods and encourage greater involvement in community building, volunteerism and the revitalization of Glendale’s older neighborhoods. Aggressively market the Neighborhood Partnership Program. Increase the number of registered neighborhoods from 174 to 200. $ Value of Community Volunteer Hours $250,000 $200,000 $150,000 $76,502 $100,797 $232,302 $0 $97,805 $50,000 $75,978 $100,000 FY 00/01 FY 01/02 FY 02/03 FY 03/04 FY 04/05 132 Back to Table of Contents City of Glendale Budget Summary by Department Comm. Partnerships BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Neighborhood Revitalization $207,830 $256,678 $256,678 $463,471 81% Community Partnerships $369,805 $401,337 $401,337 $401,860 0% $55,198 $73,859 $73,859 $80,611 9% $1,548,075 $2,294,319 $8,186,221 $4,162,357 $8,186,221 $2,126,561 $8,359,523 $4,184,389 2% 1% $697,840 $1,456,082 $676,973 $1,570,446 8% $0 $0 $99,167 $97,576 NA $5,173,067 $14,536,534 $11,820,796 $15,157,876 4% FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Community Volunteer Program Community Housing & Revit. CDBG Programs HOME Program Emergency Shelter Grant Total - Comm. Partnerships BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual Percent Over Last Year Wages/Salaries/Benefits $2,379,610 $2,631,112 $2,651,454 $2,803,908 7% Supplies and Contracts $2,717,840 $11,795,237 $9,059,856 $12,195,124 3% Internal Premiums $77,462 $67,260 $67,260 $77,443 15% Internal Service Charges $23,155 $33,925 $30,226 $29,401 -13% $9,000 $12,000 $52,000 478% $14,536,534 $11,820,796 $15,157,876 Operating Capital Work Order Credits Total - Comm. Partnerships ($25,000) $5,173,067 4% STAFFING BY PROGRAM FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Neighborhood Revitalization 2 2 2 2 0% Community Partnerships 4 4 4 4 0% Community Volunteer Program Community Housing & Revit. 1 23 1 25 1 25 1 25 0% 0% CDBG Programs Total -Comm. Partnerships 8.75 8.75 8.75 8.75 0% 38.75 40.75 40.75 40.75 0% 133 Back to Table of Contents City of Glendale Budget Summary by Department Neighborhood Imp. Gr BUDGET BY PROGRAM FY 03-04 Actual Neighborhood Improvement Grant FY 04-05 Budget $0 FY 04-05 Estimate $0 $0 Total - Neighborhood Imp. Gr BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Budget $1,245,637 Percent Over Last Year NA $1,245,637 FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate Supplies and Contracts FY 05-06 Budget $1,245,637 Total - Neighborhood Imp. Gr $1,245,637 134 Back to Table of Contents Percent Over Last Year City of Glendale Budget Summary by Department Res. Infill Housing BUDGET BY PROGRAM FY 03-04 Actual Res. Infill Housing Incentives $0 Total - Res. Infill Housing BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Res. Infill Housing FY 04-05 Budget FY 03-04 Actual FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $50,000 $25,000 $75,000 50% $50,000 $25,000 $75,000 50% FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $50,000 $25,000 $75,000 50% $50,000 $25,000 $75,000 50% 135 Back to Table of Contents Mission and Performance Measures Library LIBRARY Department Description: The Library serves the needs of Glendale citizens by providing books, programming, audiovisual materials and electronic resources that inform, educate and entertain residents. Arts and Culture administers the city’s Public Art and Performing Arts granting programs. Mission Statement: Glendale Public Library provides information, programs and services that support life-long learning, promote community and instill a love of reading that enriches the quality of life of Glendale residents. The City of Glendale Public Art Program brings meaningful art to the citizens and celebrates diversity and commonality in Glendale. Business Practice/Service Delivery Improvement: The review and approval process for public art purchases was streamlined during 2004/2005 which facilitated input from stakeholders for projects, Art Commissioners and Council Members. The Library installed a new software/hardware platform for all library computer modules. The platform is consistent with city standards and provides residents with enhanced features and capabilities in using library resources. Accomplishments: FY 2004-05: • Installation of new library software and hardware that significantly increased functionality for the public and staff. • Completion of the long-range Public Art Plan 2005. FY 2003-04: • A Library Services and Construction Act grant of $79,635 funded the Directions & Connections: Life Options for Mature Adults grant. Speakers, programs and events are geared toward increasing awareness of retirement, volunteer and life style options for pre and retired people. • The Young Adult Library Services Association (YALSA), a division of the American Library Association (ALA), selected 25 outstanding programs as winners of the Excellence in Library Service to Young Adults. Foothills Branch Library is a winner for "Teen Time Special", a program designed for the special needs population at Foothills. 2004-05 Goal Updates: 136 Back to Table of Contents Mission and Performance Measures Library Library 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Ensure library resources and materials are easy to find and use. Yes. Patron survey indicated a 94% satisfaction rating in locating materials. N/A Library 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Develop programs targeted toward gradeschool children, teens, families, seniors and special populations Yes. Provided services or funded programs through Performing Arts Grants. Numbers and statistics of populations served as reported at the end of the fiscal year. N/A Arts and Culture 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met To provide preventative maintenance to the City’s public art collection. Yes. Did preventative maintenance to public art collection, re-installed portable artworks in city buildings. Did repairs as needed. Performance Measurements: Numbers of artworks, which received maintenance or preventative maintenance as reported at end of fiscal year. None 2005-06 Goals: 137 Back to Table of Contents Mission and Performance Measures Library Library 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Provide best sellers in Investigate book rental programs. quantity to meet customer demand Reduce best seller hold lists by 75 %. Arts and Culture 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Distribute arts and culture throughout the city, accessible to all residents. Public art purchases, awarding grants to support arts projects and providing arts education services such as Artists-in-Schools. Numbers of purchases, grants awarded and services provided as reported quarterly. Arts and Culture 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Facilitate partnership opportunities for arts and culture. Professional development opportunities for Glendale teachers produced in partnership with Glendale area school districts. Numbers of workshops, participants and partners. Written evaluations. Reports done quarterly. 138 Back to Table of Contents City of Glendale Budget Summary by Department Library BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Arts Commission $8,638 $92,403 $92,403 $92,840 0% Arts Maintenance $179,094 $217,203 $217,203 $227,465 5% $7,076,719 $7,505,835 $7,305,835 $8,177,426 9% $150,172 $127,608 $306,053 $215,150 $306,053 $182,200 $309,003 $215,150 1% 0% Library Library Book Fund Library Special Revenue Grant Approp - Library Total - Library BUDGET BY CATEGORIES OF EXPENDITURES $104,471 $500,000 $500,000 $500,000 0% $7,646,702 $8,836,644 $8,603,694 $9,521,884 8% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $5,700,280 $5,874,999 $5,947,015 $6,485,848 10% Supplies and Contracts $1,793,621 $2,763,498 $2,458,532 $2,805,477 2% Internal Premiums $56,240 $132,732 $132,732 $164,184 24% Internal Service Charges $99,061 $65,415 $65,415 $66,375 1% $8,836,644 $8,603,694 $9,521,884 8% Work Order Credits ($2,500) Total - Library STAFFING BY PROGRAM Arts Maintenance Library Total -Library $7,646,702 FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year 1 86.75 1 86.76 1 86.76 1 86.76 0% 0% 87.75 87.76 87.76 87.76 0% 139 Back to Table of Contents Mission and Performance Measures Parks and Recreation PARKS AND RECREATION Department Description: The Parks and Recreation Department provides parks and recreation facilities and programs to meet the social, physical and mental health needs of the community. Glendale citizens – from toddler to senior adult – have the opportunity to participate in a wide variety of programs and events. The parks maintenance staff maintains more than 60 public parks, recreational facilities and open spaces. Mission Statement: Glendale’s Parks and Recreation system provides safe and high quality parks, open space and recreational facilities that encourage residents and visitors to live, invest and play in the community. Strive to develop recreation programs that promote memorable experiences in people’s lives. Business Practice/Service Delivery Improvement: At the March Parks and Recreation Commission meeting, staff presented the new Parks Landscape Maintenance Standards that were developed as a result of recommendations in the Parks Master Plan adopted by City Council in 2002. The standards were developed in accordance with National Park Maintenance Guidelines and through an analysis of best practices by park systems in the western United States. These new standards were implemented in the new Parks Landscape Maintenance Service contract for 2005-06. The new standards identify service levels for each park, retention and facility as one of four modes based on use, amenities and landscape surroundings. This practice will improve park appearance in a more uniform and efficient manner. Accomplishments: FY 2004-05: • The Groundbreaking Ceremony for the Foothills Recreation and Aquatics Center was held on April 28, 2005. The facility will be located at Foothills Regional Park and will contain a recreation building of 69,800 square feet. It will have active and social recreation areas, community meeting rooms, gymnasium, elevated running track, craft and games rooms, a fitness area, racquetball courts and locker rooms. The aquatics portion of the facility will include a diving well, a 6-lane lap swim and competition pool, a zero-depth play pool, lazy-river and two water slides. The facility is scheduled for completion in the summer of 2006. • The Grand Canal Linear Park received a “Best of the West” award from the Western Maricopa Coalition in October. This project demonstrates the effective use of open space along canals and flood control facilities. FY 2003-04: • Implemented a National Parks & Recreation program Hearts N' Parks. The benefit is to increase awareness of heart healthy life styles and activities to the public. Many 140 Back to Table of Contents Mission and Performance Measures Parks and Recreation • Parks & Recreation programs fell right in line with the Heart N' Parks goals. Conducted 20 educational presentations throughout the year as part of the Eagle Eye Neighborhood Park Watch program. This resulted in a 33% decrease in the number of vandalism occurrences, and a 28% decrease in labor hours and 12% decrease in cost. Enhanced vandalism tracking and communication with police and park rangers increases the potential for cost recovery through restitution. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Develop programs targeted toward grade-school children, teens, families, seniors and special populations. Yes. Participation of key programs include: • GRASP – 102,396 visits • Summer Drop-In – 30,564 visits • Adult Sports- 4,840 • Youth Sports – 4,281 • Teens – 17,050 • Swim lessons – 6,267Par • Recreation swim – 36,771 • Adult Center – 167,343 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? To provide safe and attractive open space amenities by protecting Glendale’s parks through preventative maintenance and park renovation. Yes. • New Park Landscape Maintenance Standards were developed and implemented resulting in more uniform landscape maintenance by city staff and contracted services. Weekly park inspections serve as performance measures. These inspections assure that the level of service in city parks, retention areas and facilities meet the expectations of the citizens of Glendale • Older Park Development, older parks were prioritized by the Parks and Recreation Commission for a schedule of renovation. Extensive public input was received for the design renovations of the first four of these older parks, each to fit neighborhood needs. 141 Back to Table of Contents Obstacles Encountered that Challenged or Prevented Goal from Being Met Construction of the new Rose Lane pool will be completed in mid-July. A shuttle system to other pools for swim lessons and recreation swim is being implemented until the pool opens at that time. Obstacles Encountered that Challenged or Prevented Goal from Being Met None Mission and Performance Measures Parks and Recreation 2005-06 Goals: 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Develop programs targeted toward grade school children, teens, families, seniors and special populations. • Provide programming specific to the needs of the community to include after school programs, youth and adult sports, Special Interest Classes, lunch programs, and adaptive recreation. • Utilize existing department resources, programs, and activities to promote a more active lifestyle for our citizens. • Receive 85% satisfaction rating on participant surveys. • Increase participation rate in our programs by 5% overall. 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) To provide safe and attractive open space amenities by protecting Glendale’s parks through preventative maintenance and park renovation. This includes developing and enforcing maintenance standards and scheduling and renovating older parks in the system. • 142 Back to Table of Contents Maintain 90% satisfactory rating during weekly parks inspections. • Complete renovation on four neighborhood parks annually, or as capital funding is appropriated. City of Glendale Budget Summary by Department Parks & Recreation BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Parks & Recreation Admin. $253,042 $288,094 $288,094 $440,313 53% Glendale Community Center $155,116 $198,165 $198,165 $195,440 -1% Recreation Support Services $718,982 $663,939 $663,939 $711,609 Adult Center Central District Recreation $334,020 $724,370 $428,614 $1,528,313 $428,614 $1,287,227 $386,396 $1,294,400 North District Recreation $406,829 $424,839 $424,839 $432,534 2% Recreation Special Operations Aquatics $234,839 $351,084 $250,334 $443,754 $250,334 $443,754 $266,266 $443,754 6% 0% Audio/Visual 7% -10% -15% $94,728 $117,708 $117,708 $193,922 65% $157,689 $158,796 $158,796 $168,142 6% $5,688 $0 $55,000 $0 $55,000 $0 $55,000 $37,000 0% NA Rec Self Sust-Spec Int Classes $200,585 $274,598 $274,598 $237,598 -13% Rec Self Sust-Spec Operations Rec Self Sust-Central District $68,235 $212,836 $122,453 $290,509 $122,453 $290,509 $122,453 $367,719 0% 27% Rec Self Sust-North District $274,731 $533,629 $323,317 $526,140 -1% Rec Self Sust-Audio/Visual $9,353 $21,650 $21,650 $21,650 0% Foothills Rec Apollo Pool Repair $0 $5,263 $0 $10,000 $0 $10,000 $592,435 $10,000 NA 0% Cardinal Pool Repair $7,632 $10,000 $35,000 $35,000 250% Cactus Pool Repair GCC Pool Repair $6,052 $5,657 $10,000 $10,000 $10,000 $25,000 $10,000 $25,000 0% 150% Marketing - Parks & Rec Rec Self Sust-Administration Adult Ctr- Spec Revenue Ironwood HS Lights $607 $5,000 $5,000 $5,000 0% $6,437 $10,000 $35,000 $35,000 250% Dedicate A Tree Pool Maintenance $40 $216,343 $5,000 $232,277 $5,000 $232,277 $5,000 $248,158 0% 7% Park Irrigation Ironwood Pool Repair $292,691 $328,746 $328,746 $336,447 2% Parks Special Operations Parks Central District $364,558 $1,669,407 $409,599 $2,016,488 $409,599 $2,019,088 $454,925 $2,111,307 11% 5% Parks North District $1,673,046 $1,882,872 $1,882,872 $1,979,775 5% $0 $2,000 $2,000 $2,000 $0 $243,585 $93,000 $327,978 $7,000 $327,978 $7,000 $314,147 Desert Mirage Park $0 $0 $7,000 $7,000 NA Desert Gardens Park Discovery Park $0 $0 $0 $0 $7,000 $7,000 $7,000 $7,000 NA NA Arrowhead Amenities $24,752 $18,000 $18,000 $18,000 0% Elsie McCarthy Pk. Maintenance $35,296 $43,342 $43,342 $43,357 0% YWCA-Legacy Foundation Grant Grant Approp - Parks & Rec $6,590 $80,263 $20,000 $500,000 $20,000 $500,000 $20,000 $500,000 0% 0% $8,840,346 $11,734,697 $11,285,899 $12,673,887 8% Desert Valley Park GESD ES Ballfields Park Rangers Total - Parks & Recreation 143 Back to Table of Contents 0% -92% -4% City of Glendale Budget Summary by Department Parks & Recreation BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $5,822,935 $7,410,983 $7,062,935 $7,801,597 5% Supplies and Contracts $2,550,868 $3,860,744 $3,775,268 $4,127,717 7% Internal Premiums $145,032 $230,282 $230,282 $285,342 24% Internal Service Charges $335,277 $232,688 $217,414 $213,348 -8% Operating Capital Work Order Credits Total - Parks & Recreation $46,015 $245,883 ($59,781) $8,840,346 $11,734,697 $11,285,899 $12,673,887 8% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Parks & Recreation Admin. 3 3 3 3 0% Glendale Community Center 3 3 3 3 0% Recreation Support Services Adult Center 6 5.65 6 6 6 6 6 6 0% 0% STAFFING BY PROGRAM Central District Recreation 9 11 11 11 0% 3.75 3 3.75 3 3.75 3 3.75 3 0% 0% Audio/Visual 1 1 1 2 100% Marketing - Parks & Rec 1 1 1 1 0% Rec Self Sust-Central District Rec Self Sust-North District 1 1 1 3 1 3 2 3 100% 0% Foothills Rec 0 0 0 1 N/A Pool Maintenance Park Irrigation 3 4 3 4 3 4 3 4 0% 0% North District Recreation Recreation Special Operations Parks Special Operations 4 4 4 4 0% Parks Central District 16 18 18 18 0% Parks North District Park Rangers 12 4 12 4 12 4 12 4 0% 0% 80.4 86.75 86.75 89.75 3% Total -Parks & Recreation 144 Back to Table of Contents Operating Budget Internal Services Mission and Performance Measures City Auditor CITY AUDITOR’S OFFICE Department Description: The City Auditor’s Office provides audit and consulting services to management. These services help the city accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and governance processes. Mission Statement: To conduct independent, objective assurance and consulting activities that add value and improve operations. These activities are conducted in accordance with government auditing standards and professional standards for the practice of internal auditing. Business Practice/Service Delivery Improvement: An assessment of city sponsored employee groups was conducted. A number of opportunities were identified to enhance internal controls including: • Consolidating group budgets on a citywide basis. • Developing procedures to track event revenues and expenditures. • Developing operating policies and procedures. • Providing cash handling training to board members. • Providing designated staff with online access to financial reports. Accomplishments: FY 2004-05: • Participated on over ten organizational teams and committees to provide internal control advice • Hired an information systems auditor to perform new systems implementation reviews, application audits, and security assessments • Instituted a continuous monitoring program to review the city's high-risk transactions, including finance and payroll • Scheduled visits to offsite locations to better understand business operations FY 2003-04: • Developed systems to record and monitor economic development agreements and incentive payments. • Developed systems to track and report special event revenues and expenditures. 145 Back to Table of Contents Mission and Performance Measures City Auditor 2004-05 Goal Updates: 04-05 Goal #1 Foster trust, teamwork, and participation with city management and staff. 04-05 Goal #2 Promote integrity, public accountability, and improve the efficiency and effectiveness of citywide business processes. Were Desired Outcomes Met? What were the Performance Measures? Yes, 95% of audit recommendations implemented by management. Obstacles Encountered that Challenged or Prevented Goal from Being Met None Were Desired Outcomes Met? What were the Performance Measures? Yes, 100% of reports distributed to city management and the respective city departments. Obstacles Encountered that Challenged or Prevented Goal from Being Met None 2005-06 Goals: 05-06 Goal #1 Activities Allocate audit resources to the areas that pose the greatest risk to the city. Develop a risk-based audit plan that incorporates management’s concerns. 05-06 Goal #2 Activities Consider the effectiveness of the city’s information technology security and control systems. Conduct audits of city information systems and operations. Desired Outcomes (Performance Measurement) Quarterly risk-based audit plan that focuses on improved business processes. Desired Outcomes (Performance Measurement) Every audit includes a review of applicable business systems. City Auditor's Office Summary by Type of Service Provided IT Audits 13% Consulting Engagements 20% Operational Audits 37% Follow Up Audits 30% 146 Back to Table of Contents City of Glendale Budget Summary by Department City Auditor BUDGET BY PROGRAM City Auditor Total - City Auditor BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $234,868 $317,223 $317,223 $367,269 16% $234,868 $317,223 $317,223 $367,269 16% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $224,783 $306,884 $306,884 $353,251 15% Supplies and Contracts $7,221 $4,240 $4,240 $7,459 76% Internal Premiums $1,743 $4,599 $4,599 $5,474 19% Internal Service Charges $1,121 $1,500 $1,500 $1,085 -28% $234,868 $317,223 $317,223 $367,269 16% Total - City Auditor STAFFING BY PROGRAM City Auditor Total -City Auditor FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 4 4 4 4 0% 4 4 4 4 0% 147 Back to Table of Contents Percent Over Last Year Mission and Performance Measures City Manager’s Office CITY MANAGER’S OFFICE Department Description: The City Manager’s Office is responsible for providing policy advice to the City Council and to ensure Council goals are implemented and met through administration of the day-to-day operations of the city. Mission Statement: To enhance the quality of life for Glendale residents by providing collaborative and supportive leadership for the organization as it implements City Council policy in the provision of valued services to the community. Business Practice/Service Delivery Improvement: • • • • Reorganization of the Deputy City Managers’ office to meet changing needs of Homeland Security. The “Think Big” program was enhanced with increased recognition at the annual innovation fair in Murphy Park Based on input from the Internal Communications Task Force, “Communication” was added as a core competency, with each department developing a strategic plan to address more effective internal communication. Encourage staff to “move outside the box” by using the strategic initiative process as a vehicle to form city-wide teams to work together to address broad base issues (e.g., Annexation, Building Standards, Departmental Fees/Revenues, Victims’ Services) Accomplishments: FY 2004-05: In meeting Council’s vision for our community, the City Manager’s office has been instrumental in meeting the following accomplishments for FY 04-05: • Negotiated the AIA Agreement and the Hotel/Convention Proposal • Moved ahead with major downtown property redevelopment: o Purchased Larry Miller property for new Court/Public Safety complex o Purchased property south of Glendale to house a new fire station o Issued RFP for the Adult Center and Southern Baptist Church properties based on developer interest for loft housing/mixed use concepts – loft proposal accepted • Assisted Council in adoption of the Annexation Ordinance for annexation west of 115th Avenue, with priority given to the Loop 303 area • Transformed the city’s fiscal position from a difficult financial situation to one of the strongest financial positions within the Valley and State • Reorganized the Intergovernmental Programs office to include a comprehensive Federal Legislative Program 148 Back to Table of Contents Mission and Performance Measures City Manager’s Office FY 2003-04: • Continued to work with Council on making Glendale an international destination by marketing the city to become the host city for Super Bowl 2008 and starting construction on the Tourism and Sports Authority’s Multi-Purpose Stadium. • Opened the new Western Area Public Safety Facility, an expanded Glendale Community Center in the downtown city center area, and a new skate park and neighborhood park in north Glendale. 2004-05 Goal Update: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide leadership, vision and accountability for the organization by directing the activities of staff and departments to achieve the Council’s goals and strategic priorities. Desired outcomes were successfully met. The SIG task force completed its initial citywide report and recommendations in August 2004 and presented to management in October 2004. Recommendations are in the process of being implemented. None. 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Build self-sustainability of individuals and families who are experiencing ongoing difficult socioeconomic conditions or stressful events. Desired outcomes were successfully met. In a recent audit January 2005 from Maricopa County, there were no corrective actions and no disallowances. It was also determined that no technical assistance was needed. Goals were exceeded despite an increase in difficult clients and insufficient program services funds. 149 Back to Table of Contents Mission and Performance Measures City Manager’s Office 2005-06 Goals: 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Provide leadership, vision and accountability for the organization. Operational and financial review of business processes for adherence to Council direction; timely and effective implementation of programs; and measurement of program impact and cost efficiency. 95% Satisfactory Rating. Management approval of staff reports and recommendations. Council demonstrates satisfaction with business process implementation and results. 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Build self-sustainability of individuals and families experiencing ongoing difficult socioeconomic conditions or stressful events. Customer training workshops conducted to education clients on relevant topics such as personal finance management and energy conservation. Assess clients and match with appropriate assistance category. Provide 100% of clients with information packets prior to client appointment. 150 Back to Table of Contents 50% of clients achieve selfsufficiency. City of Glendale Budget Summary by Department City Manager BUDGET BY PROGRAM City Manager Total - City Manager BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $866,703 $1,036,119 $1,034,934 $1,134,141 9% $866,703 $1,036,119 $1,034,934 $1,134,141 9% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $781,120 $859,526 $856,125 $923,029 7% Supplies and Contracts $57,911 $144,959 $147,175 $177,877 23% Internal Premiums $22,595 $24,634 $24,634 $28,489 16% $5,077 $7,000 $7,000 $4,746 -32% $866,703 $1,036,119 $1,034,934 $1,134,141 Internal Service Charges Total - City Manager STAFFING BY PROGRAM City Manager Total -City Manager 9% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 7 8 8 8 0% 7 8 8 8 0% 151 Back to Table of Contents Percent Over Last Year City of Glendale Budget Summary by Department Comm. Action Program BUDGET BY PROGRAM CAP Local Match Community Action Program Total - Comm. Action Program BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $7,515 $19,556 $19,556 $20,994 7% $311,114 $374,280 $374,280 $434,999 16% $318,629 $393,836 $393,836 $455,993 16% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $301,505 $365,893 $365,893 $426,612 17% Supplies and Contracts $12,955 $13,566 $13,566 $13,566 0% $39 $2,063 $2,063 $3,529 71% $4,130 $12,314 $12,314 $12,286 0% $318,629 $393,836 $393,836 $455,993 16% Internal Premiums Internal Service Charges Total - Comm. Action Program STAFFING BY PROGRAM Community Action Program Total -Comm. Action Program FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 6.5 6.5 6.5 7 8% 6.5 6.5 6.5 7 8% 152 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Finance FINANCE Department Description: The Finance Department provides information to the public, state agencies, bondholders, grantors, auditors, City Council and management. Finance Administration is responsible for debt management, banking services, investment management and special financial analysis. The Accounting Division prepares external financial reports, manages the city payroll process, pays vendors, accounts for improvement district assessments and provides financial management consulting to departments. The Sales Tax and Collections Division licenses and administers the sales tax code to ensure compliance. The Customer Service Office bills customers for municipal services and processes cash receipts. The Regulatory and Telecommunications Office is responsible for cable television, telecommunications, liquor, adult business, bingo and off-track wagering licensing and regulation. Mission Statement: The department is composed of five divisions: Finance Administration, Accounting, Sales Tax and Collections, Customer Service Office, and Regulatory and Telecommunications Office. Finance Administration’s mission is to provide and maintain capital, which will facilitate the delivery of services and the building of our city. Accounting provides accurate and timely financial information and analysis to all internal and external customers. Sales Tax and Collections ensures compliance in the privilege (sales) tax and licensing areas with emphasis on the fair and equitable treatment of all of our businesses. Customer Service provides utility billing and cash receipts processing services and information for our customers. Regulatory and Telecommunications ensures compliance with Federal, State, and local regulations concerning cable television, telecommunications, liquor, adult businesses and wagering. Business Practice/Service Delivery Improvement: The Finance Department, in cooperation with the Budget Department, has streamlined communications between both departments. One aspect of this new process provides a seamless communication channel that incorporates members from both departments in a “think tank” monthly meeting format. This allows both departments to react faster and provide a more global financial picture of the city. Accomplishments: FY 2004-05: • Responded to 156,900 phone calls to assist customers, maintained a 99.9% accuracy rate in billing and payment processing, and maintained a 2-day turn around for Sales Tax System updates on returns, changes, applications and notices. • Filed the annual Security Exchange Commission (SEC) disclosure documents with the Nationally Recognized Municipal Securities Information Repositories by the required due date. 153 Back to Table of Contents Mission and Performance Measures Finance FY 2003-04: • Performed over 42,000 business inspections. • Continued to produce a national award-winning Comprehensive Annual Financial Report (CAFR). 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Project a professional and coordinated service delivery system to the public in order to meet the immediate and ongoing needs of a diverse client base. Yes. Average customer wait None time is less than 1.5 minutes on our Automatic Call Distribution. Answer 80% of the calls within 2 minutes. (industry standard) 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Support the organizational decision making process by providing timely and accurate financial data. Yes. Payments to vendors in the fiscal year were processed and posted to the general ledger in a timely manner. None. 05-06 Goal #1 Activities Provide accurate and complete information on the city’s finances and fiscal stability. Compile the information to produce an approved Comprehensive Annual Financial Report (CAFR). Allow access to all of the city’s financial information in one comprehensive document known as the CAFR. This document is posted on the city’s Internet for downloading and/or reviewing by citizens, staff and other interested parties. Desired Outcomes (Performance Measurement) Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting. 2005-06 Goals: 154 Back to Table of Contents Mission and Performance Measures Finance 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Ensure timely and accurate payments to employees by reviewing Federal and State payroll tax changes. Review and test system Paychecks are calculated software tax updates throughout according to the latest the year. Federal and State payroll tax code. 155 Back to Table of Contents City of Glendale Budget Summary by Department Finance BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Finance Administration $576,276 $597,877 $597,877 $841,370 41% Accounting Services $953,693 $1,042,394 $962,394 $1,081,396 4% $9,000 $9,000 $9,000 $9,000 Arena - Finance Arena - Prof & Contractual $44,514 $479,449 $59,830 $250,000 $59,830 $250,000 $0 $0 License/Collection $917,462 $927,581 $927,581 $987,420 6% $114,733 $2,249,311 $66,848 $2,519,013 $66,848 $2,519,013 $72,563 $2,562,226 9% 2% $5,344,438 $5,472,543 $5,392,543 $5,553,975 1% LID Administration Regulatory & Communication Customer Service Office Total - Finance BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget 0% -100% -100% Percent Over Last Year Wages/Salaries/Benefits $3,992,448 $4,253,141 $4,210,742 $4,609,376 Supplies and Contracts $1,365,085 $1,159,130 $1,127,529 $809,976 -30% Internal Premiums $51,256 $71,247 $71,247 $50,848 -29% Internal Service Charges $37,939 $39,025 $39,025 $40,875 5% $51,000 $45,000 $143,900 182% ($102,290) ($101,000) ($101,000) ($101,000) 0% Operating Capital Work Order Credits Total - Finance STAFFING BY PROGRAM $5,344,438 FY 03-04 Authorized $5,472,543 FY 04-05 Authorized $5,392,543 FY 04-05 Estimate $5,553,975 8% 1% FY 05-06 Budget Percent Over Last Year Finance Administration 6 6 6 7 17% Accounting Services Arena - Finance 17 1 17 1 17 1 18 0 6% -100% License/Collection 11.5 11.5 11.5 11.5 0% Regulatory & Communication Customer Service Office 2 31.5 1 33.5 1 33.5 1 34.5 0% 3% 69 70 70 72 3% Total -Finance 156 Back to Table of Contents City of Glendale Budget Summary by Department Lease Payments BUDGET BY PROGRAM Lease Payments Total - Lease Payments BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Lease Payments FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $2,015,016 $4,390,688 $4,390,688 $4,691,420 7% $2,015,016 $4,390,688 $4,390,688 $4,691,420 7% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $2,015,016 $4,390,688 $4,390,688 $4,691,420 7% $2,015,016 $4,390,688 $4,390,688 $4,691,420 7% 157 Back to Table of Contents Mission and Performance Measures Human Resources HUMAN RESOURCES Department Description: The Glendale Human Resources 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. Mission Statement: Collaborates and partners with our internal and external customers to hire, compensate, support and develop a diverse workforce committed to delivering the highest quality of service. Business Practice/Service Delivery Improvement: The Human Resources Department implemented several new self-service features to the employment process as a way to improve the level of customer service we provide: • An application drop-box is located in the HR lobby area so that applicants can drop their application off without waiting in line at the front reception window • A new application center offers self-service application packets so the customer can pick and choose which employment opportunities they want to apply for without waiting for assistance • A newly-remodeled tri-pod workstation has been added to the HR Lobby allowing additional space for applicants wanting to complete their applications on-site • Improvements to the online employment opportunity website now enables applicants the ability to complete and save their applications online and submit them via email 2004-05 Accomplishments and Goal Updates: FY 2004-05: • The Employee Development Division successfully integrated organizational core competencies into all training programs; developed and delivered mandated Sexual Harassment training to city employees; completed the pilot Performance Management Program; and increased the number of training opportunities offered from 60 last fiscal year to an anticipated 180 this fiscal year. • The Recruitment Division outsourced the background and reference checking process, which reduces the city’s liability and saves time and money. • The Risk Management and Safety Division re-negotiated insurance contracts resulting in a reduction in the cost to purchase insurance coverage. FY 2003-04: • The Employee Relations Division made great strides toward Glendale’s commitment to a drug-free workplace. They were instrumental in revising the Drug, Alcohol and Substance Abuse Policy to raise the level of discipline for being under the influence of alcohol. They also developed the new “City of Glendale Anti-Drug Program for 158 Back to Table of Contents Mission and Performance Measures Human Resources • Safety Sensitive Employees” in compliance with the U.S. Department of Transportation and Federal Transit Authority. The Risk Management/Safety Division completed the final phase of conversion to a "paperless" claims management system. Interlinks to the Legal Department system were developed and have been valuable in coordinating efforts in litigation management. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Yes, 88% of 366 liability claims during fiscal 2003-04 were brought to a resolution prior to fiscal year-end. Obstacles Encountered that Challenged or Prevented Goal from Being Met None Were Desired Outcomes Met? What were the Performance Measures? Yes, in FY05 several PeopleSoft HRMS features were added providing PA preparers additional access to input and retrieve data on employees within their departments. Obstacles Encountered that Challenged or Prevented Goal from Being Met Technology infrastructure and staffing are two challenges we tackle on an ongoing basis. 05-06 Goal #1 Activities Continuous improvement of Human Resources services in alignment with the strategic priorities of the organization. Total Compensation Program: Management of pay, benefits and comprehensive and collective intangible reward systems to ensure the city’s attractiveness and competitiveness in the market. Desired Outcomes (Performance Measurement) • Maintain market competitiveness by successfully keeping benchmark positions within 5% of market midpoint. • Maintain benefit competitiveness by benchmarking tangible and intangible reward programs annually. Minimize insurance coverage costs through effective claims management. 04-05 Goal #2 Improve access to Human Resourcesrelated information through increased use of technology. 2005-06 Goals: 159 Back to Table of Contents Mission and Performance Measures Human Resources 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) To provide city departments with an effective and improved human resources system that focuses on implementation of best practices. Employee Development Program: • 100% of departments will Provide employee development be trained and will programs including New transition to the new Employee Orientation, in-house Performance Management professional and career Program by 7/1/05. development programs, and the • All new employees will city's performance management attend New Employee program. Orientation Program within three weeks of hire. • At least two new professional development opportunities will be made available to employees in FY 04-05. Number of Positions Filled By Calendar Year 350 300 250 200 320 264 150 226 100 50 0 2002 2003 160 Back to Table of Contents 2004 City of Glendale Budget Summary by Department Human Resources BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Risk Management/Safety $359,368 $382,469 $382,469 $499,947 31% Employee Benefits $390,559 $407,909 $407,909 $381,520 -6% Worker's Compensation $1,195,177 $1,407,000 $1,407,000 $1,407,000 0% Benefit Programs Risk Mgmt. Trust Fund $12,360,351 $2,714,230 $13,355,518 $2,250,000 $13,355,518 $2,250,000 $13,692,468 $2,250,000 3% 0% Human Resources Admin. $455,866 $499,463 $608,439 $629,449 26% Employment and Staffing Employee Relations $374,108 $471,289 $381,547 $259,995 $344,545 $194,031 $367,629 $244,553 -4% -6% Compensation $305,961 $351,762 $351,762 $414,174 18% $0 $383,878 $449,842 $326,769 -15% $18,626,909 $19,679,541 $19,751,515 $20,213,509 FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Organizational Development Total - Human Resources BUDGET BY CATEGORIES OF EXPENDITURES 3% Percent Over Last Year Wages/Salaries/Benefits $1,814,538 $2,000,952 $2,062,926 $2,271,542 14% Supplies and Contracts $16,770,331 $17,616,420 $17,610,809 $17,868,469 1% Internal Premiums $28,297 $45,119 $45,119 $63,597 41% Internal Service Charges $13,743 $17,050 $18,480 $9,901 -42% $18,626,909 $19,679,541 $19,751,515 $20,213,509 Operating Capital Total - Human Resources $14,181 3% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Risk Management/Safety Employee Benefits 4 4.5 4 4.5 4 4.5 5 3.5 25% -22% Human Resources Admin. 4.25 5 5 5.5 10% Employment and Staffing Employee Relations 6 4 5 3 5 3 5 3 0% 0% 3.75 4 4 4 0% 0 1 1 2 100% 26.5 26.5 26.5 28 6% STAFFING BY PROGRAM Compensation Organizational Development Total -Human Resources 161 Back to Table of Contents City of Glendale Budget Summary by Department Employee Groups BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year GEMS $0 $0 $0 $12,637 NA Diversity Committee $0 $0 $0 $12,636 NA Glendale Hispanic Network $0 $0 $0 $12,636 NA Total - Employee Groups BUDGET BY CATEGORIES OF EXPENDITURES $37,909 FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate Supplies and Contracts FY 05-06 Budget $37,909 Total - Employee Groups $37,909 162 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Information Technology INFORMATION TECHNOLOGY Department Description: Information Technology provides local and wide area network computer system management and operations; application systems analysis, design, programming, and support; data communications; end-user PC integration and support; Graphical Information Systems (GIS) services Internet & intranet support; and citywide telephone analysis and communications. Mission Statement: Provide maximum value to the city through the implementation of agile and cost effective solutions that improve service, reduce costs and leverage information across city departments. Business Practice/Service Delivery Improvement: An electronic telephone directory has been developed and made available on both the city’s Intranet and also as a selection in Microsoft Outlook. The phonebook derives its data from Peoplesoft, which provides the most current information available. Previous paper based phone directories were typically outdated soon after publication. Accomplishments: FY 2004-05: • Information Technology worked with Finance to complete a major upgrade of Peoplesoft to the latest release supporting a web interface. This project is significant as it brings Peoplesoft implementations to a common operational platform allowing the city to expand existing services. • Information Technology Staff implemented a project to evaluate cell phone vendors resulting in the selection of ALLTEL as the primary vendor of cell phone services. This project generates cost savings by minimizing vendors, pooling minutes and standardizing on equipment. • Information Technology (IT) and select business partners implemented a technology training center in the Light and Life Church located in the Orchard Glen Neighborhood. The technology staff took a lead role in the project by obtaining funding from business partners and configuring the training lab. • Geographical information system support is a service that Information Technology provides to the city. A pilot project using leading edge technology was deployed in selected police vehicles that provides real time mapping capability for service calls. Maps are automatically displayed in vehicles based on address transmissions from dispatch. FY 2003-04: • Inventoried all Geographic Information Systems (GIS) software using in the City of Glendale, formed GIS Advisory group from existing city users, interviewed all city departments to determine GIS needs, developed framework for implementation and developed a prototype to demonstrate GIS in key departments. 163 Back to Table of Contents Mission and Performance Measures Information Technology • Implemented Hansen modules for permits, code compliance and planning, established Hansen steering committee and standards task force and implementation of Hansen billing system. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Collect and categorize all technology-related problems reported to Information Technology. Identify and eliminate chronic issues thereby reducing the cost of operation. Yes. Desired outcome was to User’s capabilities and skills identify top 3 reoccurring directly relate to volume of requests for service Helpdesk calls. 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Reduce administrative time associated with telephony chargeback management. Streamline the process. Yes. Desired outcome was to None develop and implement a streamlined chargeback process. Performance measure was to track Helpdesk work orders by priority in Track-It. Obstacles Encountered that Challenged or Prevented Goal from Being Met Performance measure was to have the model approved by city budget department. 2005-06 Goals: 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Implement an Automated Citizen Information System to streamline citizen access to basic city information. This service will permit citizens to obtain consistent and accurate FAQ information via web or phone on a 24X7 basis. Service implemented and operational. 164 Back to Table of Contents Mission and Performance Measures Information Technology 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Implement an electronic payment capability for Utility Billing. This service will permit residents to submit utility payments using credit card or check, using the web or via phone on a 24X7 basis. Service implemented and operational. 165 Back to Table of Contents City of Glendale Budget Summary by Department Info. Technology BUDGET BY PROGRAM Information Technology FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $2,518,979 $2,951,276 $2,951,276 $3,846,052 30% Telephones $810,737 $814,288 $841,804 $817,197 0% Technology Replacement $500,033 $1,785,816 $1,150,736 $1,785,816 0% $3,829,749 $5,551,380 $4,943,816 $6,449,065 16% Total - Info. Technology BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $2,078,158 $2,245,479 $2,231,168 $2,437,470 9% Supplies and Contracts $1,599,330 $3,002,096 $2,408,843 $3,241,817 8% Internal Premiums $36,305 $257,805 $257,805 $382,936 49% Internal Service Charges $59,835 $46,000 $46,000 $24,155 -47% $5,551,380 $4,943,816 $6,449,065 Operating Capital Total - Info. Technology STAFFING BY PROGRAM Information Technology Telephones Total -Info. Technology $56,121 $3,829,749 $362,687 16% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year 26 1 26 1 26 1 26 1 0% 0% 27 27 27 27 0% 166 Back to Table of Contents Mission and Performance Measures Intergovernmental Programs INTERGOVERNMENTAL PROGRAMS Department Description: The City of Glendale Intergovernmental Programs Department (IGP) coordinates the city’s dealings with federal, state and other local governments, seeking to foster constructive links between the city and these entities. The IGP Department keeps the Mayor and Council informed about intergovernmental issues and often represents the city’s interests in these matters. In addition, the IGP Department handles special projects as assigned by the Mayor, Council and city management. Mission Statement: The mission of the Intergovernmental Programs Department is to develop, represent and advocate the city’s legislative policy decisions by consistently and effectively interacting with other governmental and non-governmental entities. Business Practice/Service Delivery Improvement: The addition of another Deputy Director focusing on a federal program and public safety allowed Glendale to have a greater presence on the federal level with issues relating to military, homeland security, transportation, community needs and grants. A strategic federal program was created and is currently being implemented. The increased federal presence ensures that existing federal programs and grants are continuously monitored and that funding needs for projects important to Glendale are pursued. Accomplishments and Goal Updates: FY 2004-05 • The IGP staff continued to enhance the staffing of the Mayor and City Manager on numerous regional committees including: Maricopa Association of Governments (MAG), the Regional Public Transit Authority (RPTA), Valley Metro Rail, the Governor’s Regional Advisory Council on Homeland Security, Westmarc and Luke West Valley Council. • With the successful passage of Proposition 400, which authorized the extension of the Maricopa County half-cent sales tax for transportation, the IGP and Transportation staff began coordinating the development of appropriate policies and procedures to implement the projects included in the Regional Transportation Plan. • IGP staff, in coordination with the League of Cities and Towns, successfully defeated numerous bills that would have had a negative fiscal impact on the city and/or a negative impact on municipal operations. FY 2003-04 • The IGP staff and Transportation staff took the lead in the West Valley to coordinate the West Valley Agenda and negotiate on specific issues during the Regional Transportation Plan process and drafting of the legislation. The IGP staff was successful in the passage of the legislation authorizing a half-cent sales tax increase 167 Back to Table of Contents Mission and Performance Measures Intergovernmental Programs • measure on the November 04 ballot. The measure includes all of the west valley projects intact. The IGP staff took the lead in coordinating and obtaining resolutions from all the West Valley communities opposing the El Paso Natural Gas storage facility located near Luke Air Force Base. The IGP department also successfully negotiated the West Valley’s interests at the legislature to ensure passage of HB2134 which prohibited the storage facility from being built in the proposed location. 2004-05 Goal Updates: 04-05 Goal #1 Preserve the mission of Luke Air Force Base. Were Desired Outcomes Met? Obstacles Encountered that What were the Performance Challenged or Prevented Measures? Goal from Being Met Yes. Legislation passed in prior years to assist in keeping Luke AFB off the BRAC list, was maintained through meetings with various stakeholder groups and legislators. No legislation was introduced in the 2005 legislative session that would have had a negative impact on the base. In addition, IGP staff worked closely with O’Brien and Associates to secure funding for an underpass at Litchfield Road and for housing needs. IGP staff accompanied the Mayor and a contingency from the West Valley to visit Congress and Department of Defense officials on behalf of Luke AFB. 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Educate Glendale IGP staff created Legislative Link, residents on the conducted two training sessions legislative process educating more than 70 Glendale and encourage their residents on how a bill becomes law, active involvement on how to effectively communicate with issues of importance legislators on issues of importance to to the City of neighborhoods and the city, and Glendale and their provided interested residents with neighborhoods. periodic email updates on legislative activities. 168 Back to Table of Contents Obstacles Encountered that Challenged or Prevented Goal from Being Met None. Mission and Performance Measures Intergovernmental Programs 2005-06 Goals: Goal #1 Continue to develop and implement a comprehensive federal program. Activities Desired Outcomes (Performance Measurement) Actively advocate for the city federal agenda Assure that existing through consistent emphasis on the priorities. grant funding to the city is continued. Regularly meet with Glendale Dept. Increase federal Directors to assure full coordination on city priorities. Work with other state, local and issues the IGP staff private entities to leverage Glendale’s becomes actively influence. Cultivate relationships with involved with. Glendale’s congressional delegation through Increase the federal dollars received by routine meetings with members and their the City of staff, both in the district and in Washington D.C. Glendale. Goal #2 Activities Foster positive relationships with congressional delegation, state legislators, the Governor’s office, other governmental agencies and the private sector. Continuously communicate with the legislature, their staff, the Governor’s office, other governmental agencies and the private sector on issues of importance to the City of Glendale. 169 Back to Table of Contents Desired Outcomes (Performance Measurement) Increase awareness of Glendale’s issues by organizations, governmental agencies and the private sector. City of Glendale Budget Summary by Department Intergovt. Programs BUDGET BY PROGRAM Intergovernmental Programs Total - Intergovt. Programs BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $366,908 $585,874 $361,086 $734,826 25% $366,908 $585,874 $361,086 $734,826 25% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $257,766 $262,948 $262,948 $391,974 49% Supplies and Contracts $106,000 $316,663 $91,875 $333,841 5% Internal Premiums $1,875 $4,057 $4,057 $6,260 54% Internal Service Charges $1,267 $2,206 $2,206 $2,751 25% $366,908 $585,874 $361,086 $734,826 25% Total - Intergovt. Programs STAFFING BY PROGRAM Intergovernmental Programs Total -Intergovt. Programs FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 3 3 3 4 33% 3 3 3 4 33% 170 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Management and Budget MANAGEMENT AND BUDGET Department Description: The Budget Department provides budget development and budget management services to city departments, executive management and City Council. The Budget Department provides these services by conducting independent, objective and accurate expenditure and revenue analyses, as well as expenditure and revenue forecasts. These analyses and forecasts are based on the information available at the time they are produced and are developed in conjunction with all other city departments. Grants Administration 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 senior management. The grants administrator disseminates information about grant opportunities, writes grant applications, provides technical assistance in grant writing and implementation, maintains a grant database, administers the Grant Matching Fund and maintains positive relationships with government and private funders. Mission Statement: Management and Budget helps the city to accomplish its financial management objectives by: • promoting integrity and public accountability in the budget planning and implementation process, • increasing public trust in the city’s fiscal planning and implementation efforts , and • improving the efficiency and effectiveness of citywide business processes to ensure prudent fiscal management of the city’s resources. Business Practice/Service Delivery Improvement: • • Developed and implemented an online method for budgeting revenue for the upcoming fiscal year. Documented the numerous steps involved in the General Fund indirect cost allocation model. Subjected model to audit by City Auditor’s office. Prepared documentation manual. Prepared plain English explanatory write-up for the enterprise fund departments so they could better understand the purpose of the model and the methods used to calculate the charges. Accomplishments: FY 2004-05: • Implemented upgrade of financial management system as part of a cross-departmental team. Incorporated commitment control feature (budget) of the upgraded financial management system. 171 Back to Table of Contents Mission and Performance Measures Management and Budget • Developed tiered rate structure for vehicle maintenance and repair services. One tier is for light duty vehicles (e.g. pickup trucks, police cruisers, etc.) and one tier is for heavy-duty vehicles (e.g. garbage trucks, fire trucks, etc.). • Management and Budget staff took the lead in developing and continuously updating the financial planning model and budgeting model for the city’s Capital Improvement Plan. As a result, a balanced 2006-2015 Capital Improvement Plan was developed in conjunction with the Engineering Department. FY 2003-04: • Management and Budget staff took the lead in developing and continuously updating the financial planning model and budgeting model for the city’s Capital Improvement Plan. As a result, a balanced 2005-2014 Capital Improvement Plan was developed in conjunction with the Engineering Department. • Wrote grant applications totaling in excess of $2.1 million during FY 2004, including an application to the Environmental Protection Agency for $200,000 to initiate a Brownfields Program in Glendale’s downtown area. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Collect, analyze and provide accurate and useful information to city departments, city management and the Mayor and Council as it relates to the city budget. Yes, provided quarterly reports and a FY end report for Council, executive management and departments. None 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide a centralized grantscoordination function to seek external funding resources and to maximize grant funding alternatives. Yes, consistently provided city departments with advice and assistance in writing and administering grants. None 172 Back to Table of Contents Mission and Performance Measures Management and Budget 2005-06 Goals: 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Collect, analyze and provide accurate and useful information to city departments, city management and the Mayor and Council as it relates to the city budget. Use the same information to produce a reliable annual budget document that meets the financial objectives of the city. Perform quarterly status report on GF revenues and expenditures as well as the annual council workshops for the operating & capital budget of the upcoming FY. Production of the budget document allows city departments, residents and outside agencies to receive information about the city’s annual financial plan for the current FY. Completion and presentation of quarterly reports and council workshops in a timely, understandable and organized manner leading to the adoption of the annual budget by the 2nd week in July. 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Provide a centralized grants coordination function to ensure grant match funding and future funding when grants are received. Work with departments to identify projects for which grant funds are available, help prepare accurate and complete grant applications and resolve grant administration issues that might arise once funding is awarded. Percentage of grant applications written by the Grants Administration staff that are funded. 173 Back to Table of Contents Receive the GFOA Distinguished Budget Award by achieving the highest rating in accordance with award criteria for the annual budget document. City of Glendale Budget Summary by Department Management & Budget BUDGET BY PROGRAM Budget & Research Grants Administration Grant Match Pool Total - Management & Budget BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $511,641 $623,220 $623,220 $576,335 -8% $89,885 $91,300 $91,300 $140,665 54% $135,627 $230,000 $230,000 $210,000 -9% $737,153 $944,520 $944,520 $927,000 -2% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $564,912 $603,187 $603,187 $662,496 10% Supplies and Contracts $165,918 $330,966 $330,966 $251,163 -24% Internal Premiums $3,785 $7,962 $7,962 $10,777 35% Internal Service Charges $2,538 $2,405 $2,405 $2,564 7% $737,153 $944,520 $944,520 $927,000 -2% Total - Management & Budget STAFFING BY PROGRAM Budget & Research Grants Administration Total -Management & Budget FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year 6.15 1 6.15 1 6.15 1 6 1.5 -2% 50% 7.15 7.15 7.15 7.5 5% 174 Back to Table of Contents Mission and Performance Measures Marketing and Communications MARKETING AND COMMUNICATIONS Department Description: The Marketing/Communications Department consists of the Marketing, Cable Television, Special Events, Graphics and Tourism divisions. This department oversees the city’s printed, televised, electronic and web communications with the public to enhance the city’s image and promote its programs and services. It also runs seven signature special events, a tourism program and the Visitor Center, bringing economic benefits to the city. Mission Statement: To ensure that the city’s key messages are delivered to the appropriate audiences in a timely, accurate and cost-effective way, while supporting the strategic priorities of the City Council and organizational values. Business Practice/Service Delivery Improvement: One of the specific business practice improvements this year came about in the Cable division. The division established a detailed, six-month production schedule. Specifically, the new schedule details all known, established shoots and the staff time/personnel required for the shoot. The schedule, which is continuously updated, is discussed at weekly staff meetings. A schedule for edit suites and studio bookings has also been developed. The division also hired a producer, who will also write and host original programs such as Destination Glendale, among others. These improvements in business practices will dramatically improve the quality of programming for residents, as well as efficiency in covering all news events going on in the city. Accomplishments: FY 2004-05: • Coordinated the most successful year for Glendale’s signature special events. Several innovations and additions to the festivals resulted in rave reviews, and attendance and revenue increased substantially, despite downtown construction and road closures toward the end of the event season. • Completed a needs assessment to more effectively run the department, which resulted in a reorganization for the public information officers, graphics and administrative personnel. This reorganization results in improved service delivery to residents, media and internal city departments. FY 2003-04: • The Special Events Division continued to position festivals nationally with the Chocolate Affaire named the “National Special Event of the Weekend” on the NBC Today Show, the Jazz & Blues Festival included in a Wall Street Journal article entitled “The Jazziest Month,” and Glendale Glitters highlighted in David Seidman’s new travel book “Holiday Lights.” 175 Back to Table of Contents Mission and Performance Measures Marketing and Communications • The Glendale Office of Tourism distributed a record number of Arizona Avenues Visitor Guides (55,000) to consumers, chambers, visitor centers, travel planners and tour guide operators worldwide. 2004-05 Goal Updates: Communications Division 04-05 Goal #1 To administer the city’s media relations program. Were Desired Outcomes Met? What were the Performance Measures? Develop events to inform residents through the use of positive media placements. One example is the Renaissance hotel announcement, in which a press conference was held, generating extensive media coverage on all TV outlets, as well as radio and print. Obstacles Encountered that Challenged or Prevented Goal from Being Met Challenges constantly arise in the arena of public perception. Ongoing strategies are continually evaluated to improve relationships with media and to increase awareness internally, thereby avoiding negative impacts on the organization. Glendale 11-Cable Division 04-05 Goal #1 Educate and inform audiences of city services and programs and operations. Were Desired Outcomes Met? What were the Performance Measures? Increase live programming and coordinate live truck shoots. Completed three live programs including the Mayor’s State of the City Business Address, Glendale Fire Prevention Parade and Glendale Glitters Spectacular. Obstacles Encountered that Challenged or Prevented Goal from Being Met Outdated equipment does not perform up to industry standards. Equipment upgrades are ongoing, in an effort to improve performance and deliver better quality programming to residents. Tourism Division 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Launched a new advertising campaign to market downtown Glendale, and conducted focus groups to determine effectiveness, which proved to be favorable. Sales tax numbers have increased, as well. Obstacles Encountered that Challenged or Prevented Goal from Being Met One challenge is the ongoing Grand Avenue construction, which has an effect on downtown traffic. Through special shopping promotions, staff hopes to combat the effects of construction on merchants. Increase the awareness of Glendale as a tourism destination within Maricopa County. 176 Back to Table of Contents Mission and Performance Measures Marketing and Communications Special Events Division 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? New advertising campaign encompassed marketing signature special events, and focus groups also proved favorable impression of Glendale. Overall attendance and revenue is up quite substantially at festivals. Obstacles Encountered that Challenged or Prevented Goal from Being Met Grand Ave. construction also has been an obstacle for downtown events, but continued marketing efforts will focus on bringing people downtown. 05-06 Goal #1 Activities Position Glendale as a premiere destination with the development of new economic development projects. Partner with the Economic Development Department to market to top businesses nationally. Desired Outcomes (Performance Measurement) Attracting several new companies and high-end retail outlets, bringing jobs and tax revenue, to the city. 05-06 Goal #2 Activities Provide excellent customer service to residents, as well as internal city departments. Improving efficiency of project management between departments and graphic designers/public information officers. Use special events/festivals to market the city of Glendale while providing positive economic impact to the business community. 2005-06 Goals: Desired Outcomes (Performance Measurement) Increased customer satisfaction, resulting in improved and more direct contact with graphic designers. Downtown Sales Tax $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 2002 2003 Year 177 Back to Table of Contents 2004 City of Glendale Budget Summary by Department Marketing and Comm. BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Marketing $840,450 $851,731 $896,731 $1,084,573 27% Tourism $285,086 $347,215 $405,792 $391,374 13% Special Events Prod. Support $67,816 $67,044 $67,044 $67,067 0% City-Wide Special Events Tourism - Souvenir Program $569,062 $15,311 $633,282 $65,000 $574,705 $65,000 $487,102 $65,000 -23% 0% Events - Special Revenue $320,993 $700,000 $700,000 $700,000 0% Cable Communications Communications Production $478,153 $11,817 $556,932 $54,700 $556,932 $54,700 $814,213 $54,700 46% 0% PEG-Public Safety Total - Marketing and Comm. BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits $20,836 $0 $0 $0 NA $2,609,524 $3,275,904 $3,320,904 $3,664,029 12% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $1,574,508 $1,752,880 $1,797,702 $1,998,060 14% $948,059 $1,405,611 $1,406,827 $1,525,605 9% Internal Premiums $19,564 $93,423 $93,423 $116,614 25% Internal Service Charges $21,111 $23,990 $22,952 $23,750 -1% $3,275,904 $3,320,904 $3,664,029 12% Supplies and Contracts Operating Capital Total - Marketing and Comm. $46,282 $2,609,524 FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Marketing 9 9 9 12 33% Tourism City-Wide Special Events 2 4 2 5 2 5 3 3 50% -40% STAFFING BY PROGRAM Cable Communications Total -Marketing and Comm. 6 6 6 7 17% 21 22 22 25 14% 178 Back to Table of Contents Operating Budget Public Safety Mission and Performance Measures Glendale Fire and Life Safety Services GLENDALE FIRE AND LIFE SAFETY SERVICES Department Description: The Glendale Fire Department provides life safety services such as: Fire Control and Property Preservation; Basic and Advanced Life Support (Paramedics); Hazardous Incident Response Team; Bicycle Medic Team; Child Safety Car Seat Installation; Fire Code Enforcement; Fire Investigation; Urban Survival Instructors; Tactical Operations Unit Paramedics; Disaster Management Programs; Alternative Response; Juvenile Fire Setter Program; Community Education. Mission Statement: The Glendale Fire Department is dedicated to the safety of our community by providing quality fire and life safety services. Business Practice/Service Delivery Improvement: Benchmarking continues to be our standard to measure our success. What the department has now incorporated from the Business Plan is benchmarking with local and national cities. Each division within the Fire Department is also doing its own benchmarking. This analysis assists in recognizing challenges and strengths and the implementation of appropriate adjustments to improve overall efficiencies. The Fire Department Accreditation process created opportunities for internal analysis and procedural changes tied to benchmarking. Accomplishments: FY 2004-05: • Maintained compliance with the Commission on Fire Accreditation International as an internationally accredited agency. • Worked to reduce response times and train new paramedics by placing Medic 155 into service; the result of a first ever public-private partnership between the Glendale Fire Department and Southwest Ambulance. • Placed Ladder 159 into service in January 2005, filling a critical void in support functions on emergency scenes. Although we have not met the standards set by NFPA 1710 we are working towards compliance. • Published the second annual “Size-Up Report” in March 2005 outlining current measurements, benchmarking and critical needs of the Glendale Fire Department. FY 2003-04: • ZERO child drownings: For the first time in three years, there were no child drownings in Glendale. The low statistics are being attributed to the department’s Water Safety Walks. In 2003, approximately 35,000 door hangers with water safety message printed on them were hand delivered to people’s homes. • Published a “Size-Up” Report outlining history, current measurements, benchmarking and critical needs of the Glendale Fire Department. This report was instrumental in identifying our needs to provide a consistent level of service to our customers. 179 Back to Table of Contents Mission and Performance Measures Glendale Fire and Life Safety Services 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Provide fast, effective emergency response through proper deployment of staffing, apparatus and equipment. Desired outcomes were not met. GFD goal is under 4 minutes 90% of the time. In 2004 we obtained an average of 66%. Our best station (FS152) was 72% and our worst (FS155) was 49%. 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Prevent and reduce the loss of life and property within our community through fair and consistent fire code management. The Fire Marshal’s Office was successful in surveying all commercial occupancies within the City of Glendale and entering it into an Access database program. 180 Back to Table of Contents Obstacles Encountered that Challenged or Prevented Goal from Being Met • • • • Call volume Reliability Out of service time Natural manmade barriers Obstacles Encountered that Challenged or Prevented Goal from Being Met • • • 5,100 occupancies to survey (3 months) 45 million square feet 3 months to enter into the Access Database Mission and Performance Measures Glendale Fire and Life Safety Services 2005-06 Goals: 05-06 Goal #1 Activities Complete design and • construction of Fire Station 159 at 17159 N. 63rd Ave. by July 1, 2005 and begin • the process for the relocation of Fire Station 151 at 52nd Ave. and Lamar Rd. Desired Outcomes (Performance Measurement) Open Fire Station 159 at 63rd Avenue and Bell Road. Purchase property to relocate Fire Station 151. • • Operational July 2005 Start design and construction in FY 06-07 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Place in service a second peak-time two person advanced life support unit to reduce response times in areas of the city that are not meeting the desired response time goals. Provide protection to citizens in the event of fires, hazardous materials release, medical, special rescue or disaster incidents by delivering fully trained and equipped firefighters/paramedics from strategically located fire stations. First engine on the scene in four minutes and/or first alarm assignment on the scene in eight minutes 90 percent of the time for structural fires. First unit on the scene in four minutes 90 percent of the time for medical incidents First advanced life support unit on the scene within eight minutes 90 percent of the time for medical incidents requiring paramedics. ALL GFD RESPONSES BY CATEGORY 31,949 TOTAL RESPONSES FOR 2004 FIRE 5,125 16% SPL OPS 621 2% MISC 1,793 6% BLS 10,913 34% 181 Back to Table of Contents ALS 13,497 42% City of Glendale Budget Summary by Department Fire Department BUDGET BY PROGRAM Fire Administration FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $1,073,955 $1,350,358 $734,127 $759,661 -44% Fire Financial Resources $0 $0 $0 $156,216 NA Fire Life Safety Services Adm. $0 $0 $0 $382,029 NA $10,521,645 $1,330,920 $12,055,919 $1,450,632 $12,657,651 $1,371,081 $13,782,814 $1,317,339 14% -9% -12% Fire Emergency Services Fire - Special Revenue Fund Fire Support Services $1,462,762 $2,153,594 $2,461,970 $1,892,182 Fire Logistical Services Adm. Fire Essential Services $0 $0 $0 $0 $0 $0 $142,183 $116,629 NA NA Fire Office Systems $0 $0 $0 $109,290 NA Fire Information/Technology $0 $0 $0 $62,859 NA Fire Marshal's Office Fire Marshal - Code Developmnt $643,101 $0 $773,217 $0 $839,445 $0 $844,112 $120,721 9% NA Arena - Fire Marshal's Office $123,510 $25,971 $8,277 $0 -100% Stadium -Fire Marshal's Office Westgate-Fire Marshal's Office $83,172 $0 $218,579 $241,966 $145,500 $126,776 $173,179 $121,668 -21% -50% Fire Medical Services & Health $215,929 $384,424 $310,725 $1,095,239 185% $0 $0 $615,572 $446,584 NA $49,602 $120,851 $311,776 $19,137 $197,331 $354,137 $303,294 $109,604 -3% 473% $0 $0 $0 $109,388 NA $0 $96,543 $0 $90,979 $0 $203,456 $80,912 $222,261 NA 144% Ambulance Services Arena - Fire Event Staffing Fire Community Relations Fire Community Services Fire Assessment & Planning Fire Training Fire Personnel Services $0 $0 $0 $2,650 NA Fire Special Operations $347,363 $218,030 $244,732 $330,380 52% Emergency Operations Center Grant Approp - Fire Dept $68,969 $512,276 $30,461 $2,285,255 $117,407 $2,285,255 $25,856 $2,425,000 -15% 6% Metro Med Response Sys (MMRS) Total - Fire Department $259,565 $207,800 $134,876 $135,000 -35% $16,910,163 $21,818,098 $22,808,318 $25,267,050 16% 182 Back to Table of Contents City of Glendale Budget Summary by Department Fire Department BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Wages/Salaries/Benefits $14,090,641 $16,537,483 $17,657,095 $20,007,343 21% Supplies and Contracts $1,835,116 $3,923,505 $3,874,544 $3,605,526 -8% Internal Premiums $377,593 $570,926 $628,897 $703,159 23% Internal Service Charges $654,768 $697,784 $730,457 $776,022 11% Operating Capital $115,650 $88,400 $67,325 $175,000 98% $22,808,318 $25,267,050 16% Work Order Credits Total - Fire Department ($163,605) $16,910,163 Percent Over Last Year ($150,000) $21,818,098 FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Fire Administration 8 11 11 4.5 -59% Fire Financial Resources 0 0 0 1 N/A 0 145.5 0 163.5 0 163.5 4 177 N/A 8% Fire - Special Revenue Fund 18 18 18 18 0% Fire Support Services Fire Logistical Services Adm. 5 0 4 0 4 0 3 1 -25% N/A Fire Essential Services 0 0 0 1 N/A Fire Office Systems 0 0 0 1 N/A 0 7.5 0 8.5 0 8.5 1 9 N/A 6% Fire Marshal - Code Developmnt 0 0 0 1 N/A Arena - Fire Marshal's Office Stadium -Fire Marshal's Office 2 2 0 2 0 2 0 2 N/A 0% Westgate-Fire Marshal's Office 0 2 2 1 -50% Fire Medical Services & Health 1 2 2 2 0% Ambulance Services Arena - Fire Event Staffing 0 0 0 1 0 1 2 1 N/A 0% Fire Community Relations 1 0 0 1 N/A Fire Community Services Fire Assessment & Planning 0 0 0 0 0 0 1 1 N/A N/A Fire Training 2 1 1 2 100% Fire Special Operations 3 2 2 3 50% Metro Med Response Sys (MMRS) 1 1 1 0 -100% 196 216 216 237.5 10% STAFFING BY PROGRAM Fire Life Safety Services Adm. Fire Emergency Services Fire Information/Technology Fire Marshal's Office Total -Fire Department 183 Back to Table of Contents Mission and Performance Measures Glendale Police Department GLENDALE POLICE DEPARTMENT Department Description: The Glendale Police Department provides a wide range of public safety services that entail much more than law enforcement and crime control. Police officers are called upon to resolve family problems, deal with various citizen conflicts and respond to many non-criminal emergencies. Citizens, in partnership with the police are vital for effective maintenance of order and crime control; therefore, the department is continuing to expand the community policing philosophy into all aspects of police activity. The Glendale Police Department understands and embraces the concept that public safety is not just law enforcement but also a combined effort of all city departments such as Parks and Recreation, Public Works and Community Partnerships. Mission Statement: The mission of the Glendale Police Department is to consistently deliver the highest level of professional law enforcement services to our community, while assisting in preserving peace and preventing criminal activity through effective partnerships with the citizens we proudly serve. Business Practice/Service Delivery Improvement: The Police Department upgraded mobile data computers in patrol vehicles. The new system includes capabilities for officers to have neighborhood mapping readily available which will enhance their ability to respond to emergencies and address neighborhood concerns. The department also upgraded the fingerprint analysis system, which has resulted in a significant increase in the identification of criminals. Investigative leads provided to the detectives by Automated Fingerprint Identification System (AFIS) hits have nearly doubled from last year. Accomplishments: FY 2004-05: • The Glendale Police Department worked in partnership with community members, youth and other city departments to enhance interaction with our citizens and businesses: o Provided educational classes at 17 sites and participated in the Annual Youth Fishing Tournament for 150 youth, the Cardinal’s Youth Event for 120 youth, Hook a Kid on Golf, and a Summer Youth Internship Program providing 9 young people an opportunity to serve as interns with the department. o Community policing efforts in the form of the Backward L Focus Area resulted in 156 arrests, 74 of which were felony offenses. This effort created relationships and partnerships with the community residents and apartment managers. 184 Back to Table of Contents Mission and Performance Measures Glendale Police Department o Established monthly meetings with the Chamber of Commerce to present crime prevention information to business members. o Increased presence of patrol officers at neighborhood meetings and Council District meetings. o Established partnership with Arrowhead Community Bank in an effort to combat economic crime. • The Glendale Police Department strives to utilize technology in ways to enhance communication with our citizens and focus on crime reduction and prevention: o An automated crime search was created for the Internet and provides a dynamic link to the records management system. This provides the end user the ability to search specific areas and specific time periods for criminal offense information from 1999 to 2005. o Enhanced the webpage to provide more user-friendly access to frequently requested information and recruitment information. o Debut of new Public Safety Show on Channel 11, highlighting the city’s public safety efforts and giving a “behind the scenes” look at the Police and Fire Departments. o Development of an overtime tracking database, which defines the type of crime and type of activity that created the need for overtime usage. This will assist the department in planning for staffing and budget needs. FY 2003-04: • Received recognition for a “Weed and Seed” site. “Weed and Seed” is a national strategy focused on crime prevention and restoration of high crime areas across the nation by use of partnerships between law enforcement, residents, the community and the private sector. • Participated in a mock Weapons of Mass Destruction disaster scenario with local police departments, fire departments, hospitals and private organizations. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Utilize technology to engage Yes. in enforcement activities • and projects that will help reduce the current crime • trends in Glendale. Obstacles Encountered that Challenged or Prevented Goal from Being Met None 45% increase in latent print comparisons Over 100% increase in web site visits to our enhanced website and automated crime search. 185 Back to Table of Contents Mission and Performance Measures Glendale Police Department 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Ensure the physical well-being, security of personal property and sense of safety among citizens, business, government, employees and visitors. Yes. • None • • Crime Scene Technicians responded to calls for service, collecting and preserving evidence, 100% of the time. Priority one and two calls for service were dispatched within 60 seconds 100% of the time. Specially trained officers utilizing advanced training and equipment responded to highrisk search warrants, civil unrest, mutual aid requests, incidents involving explosives, etc. 100% of the time when necessary. 2005-06 Goals: 05-06 Goal #1 Provide exceptional customer service through interactive management with both internal and external customers. Activities • • Desired Outcomes (Performance Measurement) Identify crime trends, patterns, series and suspect information through review of intelligence, criminal reports, and crime statistics. Identify resources and partnerships to proactively pursue homeland security issues. 186 Back to Table of Contents • • Provide specific, non-standard reports and analysis of crime within 2 business days of receipt of request 100% of the time. Maintain representation in at least one multijurisdictional task force dedicated to pursuing homeland security issues. Mission and Performance Measures Glendale Police Department 05-06 Goal #2 Activities Ensure physical wellbeing, security of personal property, and sense of safety among citizens, business, government, employees and visitors. • Desired Outcomes (Performance Measurement) Appropriate patrol units will respond to calls for service, make arrests and complete documentation of bookings, referrals, and report submittals. They will also transport prisoners to appropriate facilities, process crime scenes for evidence, investigate traffic accidents, provide other traffic services, and respond to other emergency situations requiring police action. • Reduce response time for: o Priority 1 – from 5:34 to 5:00 minutes o Priority 2 – from 6:43 to 6:00 minutes o Priority 3 – from 25:15 to 25:00 Crime Analysis Pages - Quarterly Results 3,500 3,000 2,500 2,000 1,500 1,000 500 0 1st 2nd 3rd 4th Crime Analysis Home Visits On-line Crime Statistics Crimes by Grid - PDF document 187 Back to Table of Contents City of Glendale Budget Summary by Department Police Department BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Police Legal Services $298,904 $300,819 $314,248 $321,356 7% Police Administration $2,375,142 $3,575,412 $3,365,537 $4,783,086 34% Central Patrol Bureau $9,270,147 $10,888,776 $10,594,901 $12,278,799 13% Patrol - Special Revenue Fund Western Area Safety Building $2,268,490 $26,694 $3,019,797 $0 $2,791,612 $0 $3,214,896 $0 6% NA Crime Investigations $5,834,927 $5,507,187 $5,672,897 $5,778,690 5% Police Personnel Management Foothills Patrol Bureau $410,450 $7,285,891 $1,212,984 $8,092,442 $1,237,315 $8,239,879 $1,641,339 $8,808,863 35% 9% Arena - Police Event Staffing $204,784 $848,618 $172,425 $852,708 0% $6,914,311 $7,772,797 $7,885,266 $8,114,630 4% Victims Rights Grant Federal RICO $55,859 $114,316 $22,800 $135,000 $22,800 $9,000 $22,800 $135,000 0% 0% State RICO $150,029 $245,223 $243,437 $245,890 0% Grant Approp - Police Dept VOCA 2002-301 $798,566 $83,491 $801,313 $118,510 $801,313 $118,510 $825,000 $67,107 3% -43% Police Support Services VOCA 2003-373 $29,071 $72,530 $72,530 $139,512 92% LLEBG 2002 $110,969 $120,000 $145,672 $120,000 0% LLEBG 2003 $11,716 $182,253 $182,253 $182,253 $36,243,757 $42,916,461 $41,869,595 $47,531,929 Total - Police Department 188 Back to Table of Contents 0% 11% City of Glendale Budget Summary by Department Police Department BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Wages/Salaries/Benefits $31,122,775 $35,920,248 $35,057,934 $39,237,220 9% Supplies and Contracts $3,235,567 $4,184,593 $3,885,930 $4,570,755 9% Internal Premiums $1,038,482 $1,719,380 $1,719,380 $2,095,240 22% Internal Service Charges $1,193,078 $955,493 $1,078,081 $1,292,264 35% $23,703 $318,943 $325,388 $336,450 5% ($369,848) ($182,196) ($197,118) Operating Capital Work Order Credits Total - Police Department STAFFING BY PROGRAM $36,243,757 FY 03-04 Authorized $42,916,461 FY 04-05 Authorized $41,869,595 $47,531,929 FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year 11% Percent Over Last Year Police Legal Services 3 3 3 3 0% Police Administration 17 12 12 14 17% 150.75 33 157 33 157 33 155 33 -1% 0% Crime Investigations 63 68 68 68 0% Police Personnel Management Foothills Patrol Bureau 4 95 15 109 15 109 13 110 -13% 1% 0% Central Patrol Bureau Patrol - Special Revenue Fund Arena - Police Event Staffing 1 1 1 1 103.25 106 106 106 0% Victims Rights Grant State RICO 1 0.5 0 0.5 0 0.5 0 0.5 N/A 0% VOCA-DPS #00-912 1 0 0 0 N/A VOCA Grant VOCA 2002-301 1 0 0 2 0 2 0 1 N/A -50% Police Support Services VOCA 2003-373 Total -Police Department 0 1 1 2 100% 473.5 507.5 507.5 506.5 0% 189 Back to Table of Contents Operating Budget Public Works City of Glendale Budget Summary by Department Public Works Admin. BUDGET BY PROGRAM Public Works Administration Total - Public Works Admin. BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 03-04 Actual FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $170,876 $176,096 $176,096 $191,536 9% $170,876 $176,096 $176,096 $191,536 9% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $165,744 $164,543 $164,543 $179,938 9% $3,590 $7,916 $8,046 $8,742 10% $310 $1,407 $1,407 $1,673 19% $1,232 $2,230 $2,100 $1,183 -47% $170,876 $176,096 $176,096 $191,536 Supplies and Contracts Internal Premiums Internal Service Charges Total - Public Works Admin. FY 04-05 Budget 9% STAFFING BY PROGRAM FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Public Works Administration 1 1 1 1 0% 1 1 1 1 0% Total -Public Works Admin. 190 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Engineering ENGINEERING Department Description: The Engineering Department provides design, survey, construction inspection and materials testing services for public works projects constructed within the city. The department also provides various private development-related services that include engineering plan reviews, property management and acquisition, landscaping plan review and inspection, mapping, records and floodplain ordinance administration. Mission Statement: To be recognized as an important resource in developing and designing capital projects, reviewing and inspecting private development and maintaining accurate mapping and property records to successfully meet the needs of our community. Business Practice/Service Delivery Improvement: The Engineering Department now is using Hansen database to track plans reviews and permitting information. Hansen enables the centralized tracking and storage of all plan review and permitting information about development projects in the city. Engineering staff can check the on-line system to determine what new projects have been submitted for review and what the due dates are. Plan review comments are entered into the system for viewing by other staff and to memorialize the comments for later reference. Finally, Hansen allows the tracking of staff function, that is, how many sheets are processed per month, the fees generated by staff per month, and the average review time spent per sheet. Prior to Hansen, tracking of plans, status, and review comments for private development projects was all done on paper. One had to physically track down people in the various disciplines to ascertain the review status of a project. The benefit of Hansen is that anyone on staff can now ascertain the review and permitting status of a development project by accessing the project in the Hansen database. Accomplishments: FY 2004-05: • The Capital Improvement Division is working with a new Project Management software, the Primavera Project Planner P3. This internal tool is a scheduling program for the Capital Improvement Plan projects that will help the project managers prioritize, plan, and manage multiple projects. The first phase of this project is complete and it includes project data entry and project scheduling sorted by project manager. • The City Engineering Standards were updated in FY 04/05 from the previous edition published in 2002. The update included changes in technology that are reflected in the technical specifications and the processes used in construction. Changes originating with ADA are also reflected in the update. The appearance of the document was also 191 Back to Table of Contents Mission and Performance Measures Engineering “freshened up” with a more modern look in keeping with Glendale’s emerging name recognition and as a destination location. • After 17 years, all of the quarter section maps were completed in an electronic format with land base and utility information. This information will be incorporated into a seamless GIS base map of Glendale. Staff also implemented EMS, a program that provides users with a tool for researching "as-built" information electronically and from one's own workstation. When this program is fully functional, hours of physical research time will be eliminated for the mapping division and information delivered "immediately" to the individual requesting the information. FY 2003-04: • Completed 20 capital improvements designs. • Completed a total of 1,421 Right of Way permits. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met To provide the City of Glendale with a Capital Improvement Program that assures accurate information, optimizes available resources and provides needed projects for our community. Yes. • None. • • • The 05-06 Capital Improvement Plan was approved by City Council. 85% of the public meetings were conducted effectively. A total of 16 design projects were completed and a total of 10 construction projects were completed. 80% of in-house designs were completed within approved timeline. 192 Back to Table of Contents Mission and Performance Measures Engineering 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Ensure all private development projects constructed within Glendale are constructed in a timely and cost effective manner. Yes. • • • Obstacles Encountered that Challenged or Prevented Goal from Being Met None. 75% of the Right-of-way Permits were completed within established timelines. 95% of the construction plan reviews were complete within established timelines. 95% of the landscape and drainage plan reviews were complete within established timelines. 04-05 Goal #3 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide All employees and public with access to maps and information of city real property and infrastructure in GIS-integratable format. Yes. • None. • Completed 3 digital quartersection maps each quarter of the year with all public utilities locations and facilities. Maintain current number of backlogged as-built drawings that need to be processed on the quarter section maps. 2005-06 Goals: 05-06 Goal #1 Ensure all private development projects constructed within Glendale are constructed in a timely and cost effective manner. Activities • • • Desired Outcomes (Performance Measurement) Righ-of-way Permit Administration Construction Plan Review Services Inspection Services • • • 193 Back to Table of Contents Complete 75% within the established timelines Complete 95% within the established timelines 80% completion rate Mission and Performance Measures Engineering 05-06 Goal #2 Activities To provide the City of Glendale with a Capital Improvement Program that assures accurate information, optimizes available resources and provides needed projects for our community. • • • Desired Outcomes (Performance Measurement) • Development of the city’s annual Capital Improvement Plan. Procure and manage engineering and construction consultant Services for capital projects. Provide In-house design services to the city’s capital projects. • • Achieve City Council and public approval by April each year. Meet 75% of scheduled project completion dates. 80% of in-house designs will be completed within approved timeline. Dollar Value Of Projects Managed/Supported by Engineering Department $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $FY01 FY02 FY03 FY04 FY05 194 Back to Table of Contents FY06 Est. City of Glendale Budget Summary by Department Engineering BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Special Projects Admin. $108,621 $0 $0 $3,189 NA O&M Downtown Building $312,263 $434,000 $491,970 $434,000 0% Engineering Administration $433,936 $384,277 $384,277 $397,241 3% CIP Administration CIP Design $77,433 $379,632 $114,822 $316,040 $113,622 $316,040 $226,269 $339,720 97% 7% CIP Construction $5,233 $364,865 $364,865 $283,948 -22% $383,473 $196,310 $179,161 $387,829 $179,161 $387,829 $259,023 $339,310 45% -13% Westgate-Engineering Rvw/Insp $0 $500,000 $75,000 $500,000 0% New River 404 Permit $0 $50,000 $0 $50,000 0% $0 $559,694 $1,000,000 $0 $0 $0 $500,000 $0 -50% NA Property Management Mapping & Records Stadium - Engineering Rvw/Insp Arena - Engineering Rvw/Insp Land Development Division Construction Inspection Materials Testing Utility Inspection Transp. Engineering Program Total - Engineering $82,800 $383,421 $384,621 $515,057 34% $645,670 $205,424 $532,293 $289,440 $532,293 $239,440 $568,615 $292,875 7% 1% 22% $0 $164,700 $164,700 $200,384 $3,013 $94,819 $94,819 $101,257 7% $3,393,502 $5,195,667 $3,728,637 $5,010,888 -4% 195 Back to Table of Contents City of Glendale Budget Summary by Department Engineering BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $2,859,142 $3,377,774 $3,375,780 $3,710,925 10% Supplies and Contracts $1,125,679 $2,327,477 $801,563 $1,818,702 -22% Internal Premiums $32,705 $73,181 $73,181 $105,544 44% Internal Service Charges $56,504 $45,235 $48,143 $37,717 -17% $34,000 $91,970 ($662,000) ($662,000) ($662,000) 0% Operating Capital Work Order Credits Total - Engineering ($680,528) $3,393,502 $5,195,667 $3,728,637 $5,010,888 -4% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Special Projects Admin. 2 0 0 0 N/A Engineering Administration 5 4 4 4 0% CIP Administration CIP Design 8 5 8 4 8 4 9 4 13% 0% CIP Construction 3 5 5 3 -40% Property Management Mapping & Records 5 2 2 5 2 5 3 4 50% -20% Land Development Division 1 4 4 5 25% Construction Inspection 9 7 7 7 0% Materials Testing Utility Inspection 3 0 3 2 3 2 3 3 0% 50% STAFFING BY PROGRAM Transp. Engineering Program Total -Engineering 1 1 1 1 0% 44 45 45 46 2% 196 Back to Table of Contents Mission and Performance Measures Environmental Resources ENVIRONMENTAL RESOURCES Department Description: The Environmental Resources Department provides policy analysis and planning services to elected officials, city leadership and departments on issues pertaining to water resources, water quality, air quality and environmental management. The Department assists the city in conducting its operations in an environmentally responsible manner and creates an organizational culture that strives for excellence in environmental stewardship and performance. The department is comprised of the Environmental Division, Water Quality Laboratory and the Water Conservation Office. Mission Statement: The department’s overall mission is to ensure that the city has sustainable water resources to meet current and future demand, complies with environmental requirements, and is a leader in environmental stewardship. The Water Quality Laboratory’s mission is to protect public health and the environment by testing and documenting the quality of drinking and reclaimed water, and reporting the results to regulatory agencies and the public. The mission of the Water Conservation Office is to establish and maintain a comprehensive water conservation program that promotes efficient water use by providing the information and inspiration needed to conserve water. Business Practice/Service Delivery Improvement: It is a good business practice to involve employees in the development and implementation of environmental policies and procedures. In FY 2005, the department (in partnership with the Risk Management/Safety Division) re-instituted the Environmental, Health and Safety Advisory Committee. The committee is comprised of staff liaisons from departments throughout the city. The committee serves as a resource to the city on environmental, health and safety matters by facilitating communications among departments, establishing departmental accountability, and providing a forum for integrated problem-solving through employee involvement. The committee meets monthly. Accomplishments: FY 2004-05: • Negotiated and obtained Council approval to be a 20% partner in a new regional aquifer storage facility (New River Agua-Fria Underground Storage Project) to store Glendale’s effluent and generate long-term water storage credits. 197 Back to Table of Contents Mission and Performance Measures Environmental Resources • Prepared two water resources supply and demand assessments to assist the Council in making policy decisions regarding annexation of lands west of 115th Avenue and associated water services. • Developed a water budgeting program for city facilities and homeowner associations to identify/implement effective water saving practices and track the results. FY 2003-04: • Adopted and implemented a city drought management plan and ordinance. • Approved over 75 landscape rebates to residents converting to low water use landscaping that saved an estimated 6 million gallons per year. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met To ensure that the city has sustainable water resources to meet current and future water demand. Yes. Continuing to maintain a water resources supply portfolio that allowed the city to provide normal water services during one of the most severe droughts on historical record. While the city has substantial amounts of stored water credits on which to rely upon, groundwater production capacity is the primary limiting factor in water production during droughts and emergencies. 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met To protect public health and the environment by limiting public exposure to unacceptable risks. Partially. Redesigned and provided inhouse environmental awareness training opportunities for city employees who deal with environmental issues. A total of 370 employees attended the training program. City employees are very busy in performing their job duties and find it difficult to attend the environmental awareness training session. 198 Back to Table of Contents Mission and Performance Measures Environmental Resources 2005-06 Goals: 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) • Update the department’s website monthly. To create an organizational culture that strives for highlevel and continual improvement in environmental stewardship and performance. Update and make improvements to the Department’s Website. Update and make improvements to the city’s Environmental Management System. • Increase department involvement in the Environmental, Health and Safety Advisory Committee • Increase the number of employees who receive environmental training. • Begin environmental facility audits of city facilities. 05-06 Goal #2 Activities To provide a comprehensive water conservation program that prepares our city to meet current and future challenges. Develop and maintain programs that meet and/or exceed the Reasonable Conservation Measures recommended by the state. Desired Outcomes (Performance Measurement) • Update and improve the landscape rebate program. • Increase public outreach efforts to targeted audiences. • Update water conservation ordinances. Glendale Drinking Water Demand 4 2 0 % Change -2 Percent Change Over Previous Year -4 -6 2001 2002 2003 2004 Year 199 Back to Table of Contents City of Glendale Budget Summary by Department Env. Resources BUDGET BY PROGRAM Environmental Resources HazMat Incidence Response Water Conservation Water Quality Total - Env. Resources BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $350,026 $377,936 $364,641 $415,481 $18,730 $44,477 $25,000 $44,477 0% $137,988 $167,828 $167,828 $312,728 86% $1,016,581 $1,215,007 $1,215,007 $1,242,307 2% $1,523,325 $1,805,248 $1,772,476 $2,014,993 12% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget 10% Percent Over Last Year Wages/Salaries/Benefits $995,993 $1,110,748 $1,110,748 $1,269,148 14% Supplies and Contracts $483,179 $648,557 $581,885 $719,834 11% Internal Premiums $30,608 $32,243 $32,243 $12,322 -62% Internal Service Charges $13,545 $13,700 $13,600 $13,689 0% $1,523,325 $1,805,248 $1,772,476 Operating Capital Total - Env. Resources $34,000 $2,014,993 12% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Environmental Resources 4 4 4 4 0% Water Conservation 1 1 1 2 100% Water Quality 11 11 11 11 0% 16 16 16 17 6% STAFFING BY PROGRAM Total -Env. Resources 200 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Field Operations FIELD OPERATIONS Department Description: The Field Operations Department consists of six operating divisions including Equipment Management, Facilities Management, Streets and Rights-of-Way Management, Sanitation and Recycling Collections, Landfill Disposal and Recycling Processing, and Field Operations Administration. Mission Statement: The Field Operations Department mission focuses on providing services in support of three strategic priorities of the Glendale City Council. These three are coordinating exceptional service delivery through an integrated approach, maintain/build quality infrastructure throughout the city, and enhancing the quality of life for Glendale residents. Business Practice/Service Delivery Improvement: The Field Operations Department’s Solid Waste division engaged the services of a professional solid waste consulting firm to conduct an operational and financial assessment of the solid waste operation. The department’s adopted recommendations include an updated financial model, and revised loose trash and commercial sanitation routes and scheduling. The Department’s Equipment Management division awarded an automotive parts contract to NAPA Auto Parts to expand its parts inventory and expertise, which allows for greater customer service for the organization’s internal customers. Solid waste staff completely revamped the Household Hazardous Waste Day event from a large event conducted on city property, to having a contractor go to residents’ homes on an appointment basis and pick the material up from them directly. The city serviced over 700 residents during a 30-day period for the same cost that the division typically serviced 500 residents on a single day. Cemetery revenues recovered all operating costs of the site for the first time in three years. A business plan prioritizing residents and a market based rate structure, combined with partnering with agencies for low cost labor services, has produced positive results. Accomplishments: FY 2004-05: • The department’s Sanitation division provided monthly loose trash collection services to ensure cleaner streets and alleys, and minimize illegal dumping. The Sanitation division collected 100% of all eligible materials, and properly placed materials for residential loose trash pick up as scheduled. • The Equipment Management division contracted with NAPA Auto Parts to improve parts acquisition and delivery in support of the vehicle maintenance operation. As a result of the contract, the number of parts being stocked has increased by 275% and 201 Back to Table of Contents Mission and Performance Measures Field Operations the number of vehicles down awaiting parts has dropped 11%. However, there are still challenges with NAPA’s familiarity of the division’s specialized parts and equipment needs, as well as communication efforts with staff on the status of ordered parts. Staff is working on identifying remedies to these challenges. • The Field Operations Department celebrated its success by conducting an employee appreciation picnic for departmental employees and their families. This was the first ever employee/family picnic conducted for the department. The picnic was entirely funded through funds raised by employees who participated in a department-wide raffle, and through private contributions. FY 2003-04: • Materials Recovery Facility increased recycled commodity sales by $361,000 over the previous fiscal year. • Facilities Management responded to 7,738 incidents of graffiti within public view. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Meet residents’ expectations for loose trash services by conducting a monthly collection of all properly placed, uncontained loose trash, according to the publicized schedule. Yes, the Sanitation division collected 100% of all eligible material, and properly placed, residential loose trash as publicized to residents on the residential loose trash schedule. Obstacles that challenged the division were residents not fully understanding the guidelines for loose trash set out. Examples are: Placement of materials, placing materials out on time, inappropriate materials and length restrictions of materials. 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide graffiti abatement services of graffiti found anywhere in the city, by responding to and eliminating 100% of reported graffiti incidents. No, the Facilities Management division responded to all reported incidents of graffiti within 24 hours of being reported or detected, but faced challenges in identifying and responding to numerous un-reported incidents of graffiti in the city. The division faced an increase in the number of unreported graffiti incidents, creating a strain on divisional resources. The division also faced some challenges by private property owners not allowing access onto the property for graffiti abatement services, as well as challenges with safety zone areas on freeway ramps. 202 Back to Table of Contents Mission and Performance Measures Field Operations 2005-06 Goals: Goal #1 Activities Desired Outcomes (Performance Measurement) Preserve the physical integrity of city street assets, through effective preventative maintenance and timely repairs. This service allows for a safe transportation environment for the community through proper maintenance of city streets. Fog seal and slurry seal 60-70 miles of the city street network (approximately 8-10% of the overall street network of 704 miles). Goal #2 Activities Desired Outcomes (Performance Measurement) Provide efficient and effective preventative maintenance to all city vehicles and equipment. This service provides preventative maintenance and repairs for the all city department’s automotive and equipment fleet. Complete 70% of the vehicles and equipment preventative maintenance services within 30 days of the scheduled service date. Graffiti Removal 2004 1400 1207 1200 1000 939 841 800 345 856 770 696 600 400 1143 1080 687 460 423 200 0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Quarters per Calendar Year 203 Back to Table of Contents Downtown W. of Grand N. of Northern City of Glendale Budget Summary by Department Field Operations BUDGET BY PROGRAM Field Operations Admin. FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $726,748 $1,036,831 $1,036,831 $1,095,754 6% $1,812,849 $2,290,281 $2,140,281 $2,308,576 1% $229,306 $219,861 $219,861 $230,292 5% Street Maintenance Street Cleaning $4,132,567 $492,556 $4,837,299 $538,166 $4,837,299 $538,166 $6,069,420 $584,691 25% 9% Landfill $2,555,110 $2,992,558 $3,089,799 $2,987,162 0% $31,738 $102,536 $12,110 $129,660 $12,110 $129,660 $12,114 $229,778 0% 77% Equipment Management $4,307,937 $4,295,045 $3,139,501 $3,330,059 -22% Facilities Management $4,194,632 $4,445,235 $4,447,835 $4,253,291 -4% Custodial Services Equipment Replacement $1,265,080 $766,650 $1,428,226 $2,507,433 $1,428,226 $2,507,433 $1,399,754 $2,439,433 -2% -3% Fuel Services $1,558,053 $1,361,052 $1,681,292 $2,574,179 89% $0 $863,437 $0 $1,144,348 $1,097,958 $907,255 $1,264,417 $981,078 NA -14% Sanitation Frontload $3,326,437 $3,785,107 $3,440,654 $3,428,015 -9% Curb Service $6,563,603 $6,949,098 $6,541,901 $6,602,719 -5% $964,380 $35,657 $1,039,224 $84,000 $1,039,224 $63,768 $1,147,233 $84,000 10% 0% MRF Operations $2,783,128 $2,865,643 $2,865,643 $2,008,618 -30% Woodwaste Operations Loose Trash Service $108,252 $1,618,938 $0 $2,123,209 $0 $1,793,086 $0 $1,819,901 NA -14% $937,342 $838,353 $798,385 $871,374 4% $0 $125,000 $125,000 $62,500 -50% $39,376,936 $45,047,739 $43,881,168 $45,784,358 Right-of-Way Maintenance Cemetery Manistee Ranch Maintenance Graffiti Removal Parts Store Operations Sanitation Roll-off Recycling Gas Management System Solid Waste Admin Arena - ROW Maintenance Total - Field Operations 204 Back to Table of Contents 2% City of Glendale Budget Summary by Department Field Operations BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Wages/Salaries/Benefits $14,089,377 $15,084,434 $14,961,299 $15,828,702 5% Supplies and Contracts $13,333,909 $14,406,209 $14,814,511 $14,348,915 0% Internal Premiums Percent Over Last Year $761,913 $907,997 $907,997 $1,010,170 11% Internal Service Charges $9,415,606 $10,210,518 $9,485,403 $9,859,220 -3% Operating Capital $1,779,955 $4,438,581 $3,711,958 $4,737,351 7% $45,047,739 $43,881,168 $45,784,358 2% Work Order Credits Total - Field Operations ($3,824) $39,376,936 FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Field Operations Admin. 10 10 10 10 0% Right-of-Way Maintenance 17 17 17 17 0% Cemetery Street Maintenance 2 40 2 40 2 40 2 40 0% 0% STAFFING BY PROGRAM Street Cleaning 5 5 5 5 0% Landfill Graffiti Removal 14 2 15 2 15 2 16 3 7% 50% Equipment Management 37 42 42 38 -10% Facilities Management 26 21 21 21 0% Custodial Services Fabrication/Welding 20 2 20 0 20 0 20 0 0% N/A Paint/Body Shop 3 0 0 0 N/A Parts Store Operations Sanitation Roll-off 0 3 0 3 0 3 1 3 N/A 0% Sanitation Frontload 14 14 14 14 0% Curb Service 37 37 37 38 3% Recycling MRF Operations 5 11 5 11 5 11 5 11 0% 0% Loose Trash Service 11 14 14 14 0% Solid Waste Admin 7 7 7 7 0% 266 265 265 265 0% Total -Field Operations 205 Back to Table of Contents Mission and Performance Measures Utilities UTILITIES Department Description: The Utilities Department operates as an enterprise fund and is responsible for producing and distributing water that meets all state and federal drinking water standards; operating the collection and treatment of the city’s wastewater; implementing odor and roach infestation control measures; and monthly reading of water services. Mission Statement: To provide safe and reliable water and wastewater services to its citizens; comply with all environmental and health standards; anticipate and respond to emergencies in a timely, appropriate manner; and accommodate growth and new demand within the city. Business Practice/Service Delivery Improvement: The West Area Water Reclamation Facility Expansion Project was completed, successfully increasing treatment capacity from 7 million gallons per day to 10 million gallons per day. This will allow for the city's increasing demands and enable Glendale's Water Reclamation division to continue to provide economically and ecologically sound service to its customers. Accomplishments: FY 2004-05: • Completed Supervisory Control and Data Acquisition (SCADA) upgrades at all facilities. Water and Wastewater Treatment. Plants are now operating with the most up-to-date control software technology. • Administered an internal comprehensive self-assessment survey, QualServe, for the Utilities Department. The American Water Works Association, in conjunction with the Water Environment Federation, provided the survey questions and is compiling the responses. The QualServe self-assessment survey is designed to help improve performance and increase customer satisfaction on a continuing basis. • Presented the annual utilities needs assessment update to the Mayor and City Council in April 2005. The update focused on Glendale’s water resources, historical and projected water demands, current treatment capacity and the need for new treatment facilities. Key challenges presented were growth, water resources, water quality, drought and emergencies, and construction costs. • Finalized re-rating of the Pyramid Peak Water Treatment Plant from 39 million gallons per day (mgd) to 48 mgd contingent upon the completion of the process improvements and the 10 million gallon reservoir project. FY 2003-04: • The Pyramid Peak Water Treatment Plant was re-rated from an average day treatment capacity of 29 mgd to 39 mgd. This will enhance the Department’s ability to meet the growing customer demand. 206 Back to Table of Contents Mission and Performance Measures Utilities • Construction of a solids handling facility at the Cholla water treatment plant was completed in FY 2003-2004. This facility will help to ensure that the Department remains in compliance with federal regulations administered by the US Environmental Protection Agency. 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Continue to operate the Utilities Department in an efficient and effective manner to ensure the highest quality of service to our community. Maintained 100% compliance with EPA and ADEQ and notification within 30 minutes in the event of a main break or system out of compliance. N/A 04-05 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide continuous, exceptional service to our customers while assisting them in meeting their growing diverse needs. Staff responded within 24 hours to all citizen telephone inquiries received by the Utilities Department . N/A 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Continue to operate the Utilities Department in an efficient and effective manner to ensure the highest quality of service to our community. Evaluate the results of the Address and respond to QualServe self-assessment the results of the survey. survey, begin implementing strategies for improvement, and begin the second phase of the program, the Peer Review. 2005-06 Goals: 207 Back to Table of Contents Mission and Performance Measures Utilities Goal #2 To provide safe and reliable water to the city’s service area. Activities Desired Outcomes (Performance Measurement) Provide the City of Glendale customers and its wholesale customers (City of Peoria) with a reliable supply of water produced. Meet all customer demands for water 100% of the time. Water Production Capacity How Did the City Meet Critical Demands in 2004? Total Available Capacity 71.6 mgd Reserve Capacity 10.6 mgd (15%) Total Available Capacity 42.6 mgd Wells 13.6 mgd PPWTP 30 mgd Reserve Capacity 6.4 mgd (15%) Wells 13.6 mgd Demand 61 mgd PPWTP 30 mgd Cholla WTP 28 mgd Actual Demand 36.3 mgd JANUARY MAX DAY (During SRP Dry-Up) MAX DAY (July 1st) 208 Back to Table of Contents City of Glendale Budget Summary by Department Utilities BUDGET BY PROGRAM Irrigation FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $168,565 $172,826 $172,826 $177,343 3% Utilities Administration $6,086,634 $5,285,653 $5,085,653 $6,221,228 18% Raw Water Usage $2,621,682 $3,299,182 $3,299,182 $3,164,182 -4% $509,540 $193,109 $730,129 $247,921 $730,129 $247,921 $994,489 $233,344 36% -6% Central System Control $1,285,145 $1,357,516 $1,357,516 $1,415,043 4% Pyramid Peak Plant Cholla Treatment Plant $1,137,312 $1,734,001 $1,505,836 $1,720,761 $1,505,836 $1,720,761 $1,544,427 $2,525,681 3% 47% Major Maintenance $427,779 $333,534 $309,225 $457,027 37% Pretreatment Program $418,255 $440,478 $440,478 $451,731 3% Central System Maintenance Arrowhead Reclamation Plant $382,462 $1,497,495 $405,756 $1,724,903 $400,756 $1,724,903 $419,772 $1,900,521 3% 10% SROG (91st Av) Plant $3,094,535 $2,616,127 $2,616,127 $3,500,000 34% West Area Plant System Security $2,107,329 $0 $2,534,997 $127,391 $2,566,735 $90,336 $2,648,708 $110,406 4% -13% Water Distribution $2,650,174 $2,896,020 $2,898,220 $2,727,767 -6% Meter Maintenance $1,120,960 $1,163,432 $1,163,432 $1,203,075 3% Wastewater Collection Customer Service - Field $1,472,582 $947,746 $2,090,131 $1,093,737 $2,050,131 $993,737 $3,142,636 $985,746 50% -10% Water Security Planning $0 $90,000 $90,000 $90,000 Grant Approp - Utilities Dept $0 $910,000 $910,000 $910,000 $27,855,305 $30,746,330 $30,373,904 $34,823,126 Utilities Information Mgmt. Public Service Representatives Total - Utilities 209 Back to Table of Contents 0% 0% 13% City of Glendale Budget Summary by Department Utilities BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $8,263,701 $9,104,437 $8,959,529 $10,009,640 10% Supplies and Contracts $12,779,897 $16,291,745 $16,186,673 $18,096,746 11% Internal Premiums $1,015,313 $837,529 $839,729 $1,039,353 24% Internal Service Charges $5,455,309 $4,350,444 $4,307,427 $5,052,187 16% $341,085 $162,175 $80,546 $625,200 286% $27,855,305 $30,746,330 $30,373,904 $34,823,126 13% Operating Capital Total - Utilities FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Irrigation 1 1 1 1 0% Utilities Administration 7 7 7 8 14% Utilities Information Mgmt. 3 5 5 5 0% Public Service Representatives Central System Control 3 10 3 10 3 10 3 10 0% 0% Pyramid Peak Plant 7 9 9 9 0% Cholla Treatment Plant Major Maintenance 6 1 7 1 7 1 7 3 0% 200% Pretreatment Program 5 5 5 5 0% Central System Maintenance 6 5 5 5 0% Arrowhead Reclamation Plant West Area Plant 9 12 7 14 7 14 8 13 14% -7% STAFFING BY PROGRAM Percent Over Last Year System Security 0 1 1 1 0% Water Distribution Meter Maintenance 13 10 27 10 27 10 27 10 0% 0% Transmission Line Maintenance 12 0 0 0 N/A Wastewater Collection 12 13 13 16 23% Customer Service - Field Total -Utilities 15 15 15 15 0% 132 140 140 146 4% 210 Back to Table of Contents Operating Budget Special Projects Mission and Performance Measures Special Projects SPECIAL PROJECTS Department Description: The Financial Analysis and Homeland Security area is responsible for the newly created Department of Homeland Security and also provides financial analysis and development assistance related to special projects. The Department of Homeland Security works closely with all city departments with special focus on the Police and Fire Departments, as well as the Field Operations, Materials Management Division and Materials Control Center, to effectively prepare for potential disasters. Essential functions include: emergency management/preparedness, homeland security, civil defense, enhancement of the city-state-federal emergency management partnerships, provision of effective communication during emergency situations, and management of the emergency operations support complex. The strategy for the Department of Homeland Security includes six key areas: Area 1: Intelligence, Alert and Warning Area 2: Coordination of Immigration Enforcement and Transportation Security Efforts Area 3: Domestic Counter-Terrorism Area 4: Protecting Critical Infrastructure and Key Assets Area 5: Defending against catastrophic threats Area 6: Emergency Management/Preparedness, Prevention, Response and Recovery Financial analysis and development assistance is provided on a wide-range of special projects throughout the city. This assistance enables city leaders to make informed decisions and provides long-range financial forecasting and economic impact models on potential projects and future developments in Glendale. Current projects include a hotel development at Westgate, a redevelopment mixed-use project in the downtown, the development of a state-ofthe-art emergency operations center and a regional public safety training facility. Mission Statement: The Department of Homeland Security will coordinate plans and programs that prepare the city to effectively prevent, respond to and recover from the effects of catastrophic disasters and emergencies whether natural or human caused. This department will serve as the primary contact during emergency or homeland security related situations and will work closely with all city departments. Financial Analysis & Development Assistance will provide accurate, timely, and essential information to city leaders, which will enable them to make informed decisions based on long-range financial forecasting and economic impact models. The analysis will demonstrate and reflect the impact potential projects and future developments will have on Glendale’s economy. 211 Back to Table of Contents Mission and Performance Measures Special Projects Business Practice/Service Delivery Improvement: In an effort to ensure that the city has the capability to respond quickly and efficiently in disaster or emergency situations, the Department of Homeland Security was created. This new department will ensure that Glendale is a disaster resistant community and is prepared for the future. The Materials Management Division and the Materials Control Center will work cooperatively with the Department of Homeland Security to develop a full-range logistics support program to implement during emergency operations and natural disasters. This new department will work to protect the residents of Glendale and communicate with citizens and other public agencies during emergency situations or homeland security related events. The creation of this new department will take the City of Glendale to the next level in disaster preparedness, homeland security and emergency management. 2005-06 Goals: Homeland Security 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Identify and understand the local and regional threats, assess vulnerabilities, determine potential impacts and disseminate timely information to our regional homeland security partners, the state and federal government and the citizens of Glendale. (1) Partner with law enforcement and other city departments to develop a terrorism early warning system and a city Intelligence Fusion center. (2) Identify and assess the vulnerability of critical infrastructure and key assets. (3) Develop timely, actionable and valuable information based on intelligence analysis. (4) Ensure quick and accurate dissemination of information to regional partners and the public. (5) Serve as the city’s portal for homeland security and emergency management information and expertise. A finalized and updated emergency management plan that can be implemented throughout the city. The plan will identify the local and regional threats, determine potential impacts, and will provide a procedure for disseminating information to our regional homeland security partners, the state and federal government and the citizens of Glendale. 212 Back to Table of Contents Mission and Performance Measures Special Projects Homeland Security 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Lead, manage and coordinate the local and regional response to acts of terrorism, natural disasters and other emergencies (1) Review and re-publish the City’s Emergency Operations Plan (EOP) (2) Reduce the loss of life and property by strengthening our city’s preparedness. (3) Coordinate scalable and robust all-hazard response capabilities Develop plans & procedures that will provide the City of Glendale the tools to lead, manage and coordinate the local and regional response to acts of terrorism, natural disasters and other emergencies. Financial Analysis & Development Assistance 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Provide efficient, timely and accurate financial analysis and development assistance related to special projects. Provide financial analysis and development assistance on a wide range of projects including the Westgate hotel deal. Provide staff support and finalize a hotel deal at Westgate, as well as finalize other retail and development projects throughout the city. 213 Back to Table of Contents City of Glendale Budget Summary by Department Special Projects Adm BUDGET BY PROGRAM Spec. Projects Admin Total - Special Projects Adm BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $87,959 $146,426 $146,426 $507,978 247% $87,959 $146,426 $146,426 $507,978 247% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $75,203 $135,108 $136,508 $349,434 159% Supplies and Contracts $9,508 $6,340 $4,940 $152,707 2309% Internal Premiums $1,899 $4,171 $4,171 $4,654 12% Internal Service Charges $1,349 $807 $807 $1,183 47% $87,959 $146,426 $146,426 $507,978 Total - Special Projects Adm STAFFING BY PROGRAM Spec. Projects Admin Total -Special Projects Adm 247% FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 4 1 1 3 200% 4 1 1 3 200% 214 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Glendale Civic Center GLENDALE CIVIC CENTER Department Description: The Civic Center provides competitively priced function space and services for businesses, social gatherings and the special-event needs of the community. The ability to provide stateof-the-art conference support and technology has an appeal to business groups and associations looking for a full service conference center. The Civic Center serves as a hospitality venue that introduces residents and non-residents to downtown Glendale, which produces a positive economic impact for Glendale. Mission Statement: The Civic Center will provide high-quality meeting and banquet facilities and service to encourage local economic growth and to promote a positive identity for Glendale. Business Practice/Service Delivery Improvement: A contact management strategy and account development initiative were developed in an effort to increase the contact base of potential users of the Civic Center. Partnering with the Economic Development Department and Tax & License has increased the database of potential clients. The system allows the Civic Center to routinely promote the facility to those persons or businesses within the database. Accomplishments: FY 2004-05: • Exceeded the Civic Center goal of 90% client approval rating with a rating of 98%. • Surpassed last year’s revenue and attendance numbers by 7%. • Saw an increase in the use of the Civic Center by groups originating outside of Glendale and the West Valley (50% over previous year). • Introduced the Civic Center facilities to over 100 meeting planners throughout the Valley and received business referrals from attendees. FY 2003-04: • Introduced Civic Center services to the Leadership Consortium whose members serve on the multi-cultural advisory group for the Phoenix Convention and Visitors Bureau. • Worked with engineering department to provide CAD drawing capabilities for Civic Center event schematics. 215 Back to Table of Contents Mission and Performance Measures Glendale Civic Center 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? The Civic Center revenue and attendance numbers increased by 7%. This exceeded the goal of increasing by 5%. Obstacles Encountered that Challenged or Prevented Goal from Being Met Limited marketing dollars challenges staff to develop innovative and creative ways to promote the Civic Center. Were Desired Outcomes Met? What were the Performance Measures? Exceeded the goal of 90% client approval rating with a rating of 98%. Obstacles Encountered that Challenged or Prevented Goal from Being Met Competition from other venues for the same clients continues to strengthen and challenge the Civic Center. 05-06 Goal #1 Activities Desired Outcomes (Performance Measurement) Increase facility usage. Continue to direct sales and 5% combined increase to marketing efforts to coincide annual attendance, number with trends in the industry and of events and revenue. fluctuating economy and creatively find news ways of doing business. 05-06 Goal #2 Activities Desired Outcomes (Performance Measurement) Maintain a high level of customer satisfaction demonstrated through customer service evaluations. Provide optimum service delivery through on-going training and service monitoring. Minimum 90% customer service rating of “good or better” through customer service evaluations. To increase the awareness of Civic Center services within Maricopa County. 04-05 Goal #2 To provide top-quality meeting and banquet facilities and services that create a positive economic impact while promoting a positive identity for Glendale. 2005-06 Goals: 216 Back to Table of Contents City of Glendale Budget Summary by Department Civic Center BUDGET BY PROGRAM Civic Center Total - Civic Center BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $647,056 $709,217 $709,217 $754,512 6% $647,056 $709,217 $709,217 $754,512 6% FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $504,044 $524,767 $523,067 $553,369 5% Supplies and Contracts $129,317 $153,611 $151,011 $172,593 12% Internal Premiums $5,901 $10,554 $10,554 $13,964 32% Internal Service Charges $7,794 $9,360 $13,660 $14,586 56% $10,925 $10,925 $647,056 $709,217 $709,217 $754,512 6% Operating Capital Total - Civic Center STAFFING BY PROGRAM Civic Center Total -Civic Center FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget 6 6 6 6 0% 6 6 6 6 0% 217 Back to Table of Contents Percent Over Last Year Mission and Performance Measures Materials Management and Control MATERIALS MANAGEMENT AND CONTROL Department Description: The Materials Management Division effectively obtains the materials and services necessary to meet the city’s operational needs. The Materials Control Division maintains adequate inventory levels of supplies and parts to support departments’ service delivery and recover the cost of unused city merchandise. Mission Statement: The Materials Management Division will provide superior service to city departments in the procurement of goods and services that are the best value available. The system will maximize the effectiveness of the tax dollar, while maintaining timely and adequate support of the city’s needs for materials and services. The Materials Control Center (MCC) will provide exceptional customer service and assist departments in attaining their goals by maintaining inventory stock items and surplus assets. The MCC will exceed expectations in purchasing, warehousing, inventory and logistical support through teamwork, communication and exceptional customer service. Business Practice/Service Delivery Improvement: The Materials Management intranet site was restructured and the content was increased. It now provides access to procedures and guidance on methods to use for purchases depending on the estimated amount to be spent. Accomplishments: FY 2004-05: • Materials management implemented the PeopleSoft upgrade to version 8.8. • Completed construction of the new warehouse and moved to the new facility with no interruption of service to city departments. • Development of inventory supplies for emergency operations. FY 2003-04: • Materials Management co-sponsored the “Mastering the Purchasing Maze,” at ASU West, where over 800 local businesses attended a trade fair on doing business with local government. • The Materials Manager was elected to the board of directors for the Grand Canyon Minority Supplier Development Council. 218 Back to Table of Contents Mission and Performance Measures Materials Management and Control 2004-05 Goal Updates: 04-05 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Institute a logistics plan with a goal of establishing the methodology to provide needed supplies and services in the support of “first responders” at emergency scenes. The plan was initiated. Meetings and workshops were held with Fire, Police, Public Works, and Transportation to match situations with materials and service needs. Obstacles Encountered that Challenged or Prevented Goal from Being Met Various scenarios were presented by departments for both emergency operations and natural disasters that expanded the type of materials and services which may be necessary for support of operations. The logistics support plan continues to evolve. 2005-06 Goals: Materials Management 05-06 Goal #1 Activities Expand the use of PeopleSoft for increased automation and reporting of current purchasing processes. Review the available functionality of PeopleSoft purchasing. The analysis will involve participation with Information Technology and Finance. Materials Control 05-06 Goal #1 Activities Continue to develop a logistics support plan for emergency operations and natural disasters. Desired Outcomes (Performance Measurement) Implement on line receiving reports by the end of the fiscal year. Desired Outcomes (Performance Measurement) Coordinate with the Provide logistical support to responding departments responding departments for needed supplies and services. to provide each with 1) Support to be provided from initial training class and those items on hand, or 2) follow up networking available through contracts and sessions to review the agreements, or through plan and make Materials Management and appropriate modifications Materials Control staff to ensure appropriate purchases. logistics support. 219 Back to Table of Contents City of Glendale Budget Summary by Department Purchasing/Warehouse BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Purchasing $365,673 $415,505 $440,505 $447,822 8% Warehouse $387,667 $395,426 $395,426 $371,224 -6% $753,340 $810,931 $835,931 $819,046 1% Total - Purchasing/Warehouse BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Wages/Salaries/Benefits $696,945 $743,621 $741,279 $752,336 1% Supplies and Contracts $31,932 $39,639 $65,885 $34,042 -14% Internal Premiums $13,998 $21,783 $21,783 $26,277 21% Internal Service Charges $10,465 $5,888 $6,984 $6,391 9% $753,340 $810,931 $835,931 $819,046 1% Total - Purchasing/Warehouse STAFFING BY PROGRAM FY 03-04 Authorized FY 04-05 Authorized FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Purchasing 5 5 5 5 0% Warehouse 6.75 6.75 6.75 5.75 -15% 11.75 11.75 11.75 10.75 -9% Total -Purchasing/Warehouse 220 Back to Table of Contents Operating Budget Other City of Glendale Budget Summary by Department Non-Departmental BUDGET BY PROGRAM FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year Non-Dept - Fund 01 $1,367,874 $1,050,048 $1,023,753 $1,584,030 Non-Dept - Fund 16 $0 $100,000 $100,000 $0 -100% Non-Dept - Fund 50 $248,071 $1,654,436 $250,000 $500,000 -70% Non-Dept - Fund 55 Non-Dept - Fund 57 $2,559 $0 $420,000 $0 $3,000 $0 $250,000 $363,838 -40% NA -100% Outside Agencies Development Agreements Total - Non-Departmental BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums $270,700 $231,245 $231,245 $0 $1,774,624 $0 $0 $0 $3,663,828 $3,455,729 $1,607,998 $2,697,868 FY 03-04 Actual FY 04-05 Budget FY 04-05 Estimate $223,441 $287,782 $287,782 $288,142 $3,431,165 $3,160,420 $1,312,689 $1,492,138 $9,222 $7,527 $7,527 $7,993 Internal Service Charges Total - Non-Departmental FY 05-06 Budget 51% NA -22% Percent Over Last Year 0% -53% 6% $909,595 $3,663,828 $3,455,729 221 Back to Table of Contents $1,607,998 $2,697,868 -22% City of Glendale Budget Summary by Department Grants BUDGET BY PROGRAM Miscellaneous Grants Total - Grants BUDGET BY CATEGORIES OF EXPENDITURES FY 03-04 Actual FY 04-05 Budget Total - Grants FY 05-06 Budget Percent Over Last Year $353,064 $350,000 $350,000 $350,000 0% $353,064 $350,000 $350,000 $350,000 0% FY 03-04 Actual FY 04-05 Budget Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Estimate FY 04-05 Estimate FY 05-06 Budget Percent Over Last Year $150,000 $150,000 $150,000 0% $353,064 $200,000 $200,000 $200,000 0% $353,064 $350,000 $350,000 $350,000 0% 222 Back to Table of Contents 9Wf_jWb?cfhel[c[dj 8kZ][j J[dO[WhFbWd Thecityhasaccelerateditsplannedinfrastructuresurrounding theCardinalsStadiumcurrentlyunderconstruction. Thefacility,whichwillboastthemostimpressive, state-of-the-artNFLstadiumamenitiesinthenation, willalsobethehomeoftheFiestaBowl. Itisscheduledtobereadyforthe2006footballseason. 2006-2015 Capital Improvement Plan Table of Contents Page Table of Contents 223-224 Introduction 225-231 Financing the Capital Improvement Plan 232-246 Impact of the CIP on the Operating Budget 247-248 Development Impact Fees 249-252 Construction Fund Schedule 253-255 Summary by Type of Project 256 Summary of All Capital Projects by Fund 257 Fund Summaries Water & Sewer 50 – Water & Sewer Fund 83 – Water 84 – Sewer 258 259-262 263-275 276-281 Transportation & Streets 33 – Transportation Fund 24 – Transportation Grants 94 – DIF – Roadway Imp 31 – Streets Construction 61 – HURF 12 – Streets Fund 282 283-301 302-304 305-308 309-313 314-318 319-320 Open Space/Trails 35 – Open Space/Trails 86 – DIF – Citywide Open Space 321 322-324 325-326 Parks & Recreation 36 – Park Bond Fund 80 – DIF – Citywide Parks 81 – DIF – Citywide Rec Fac’s 87 – DIF – Park Dev Zone 1 88 – DIF – Park Dev Zone 2 93 – DIF – Park Dev Zone 3 327 328-339 340-341 342-343 344-345 346-347 348-349 223 Back to Table of Contents 2006-2015 Capital Improvement Plan Table of Contents Page Library 64 – Library Bonds 29 – DIF – Library Buildings 44 – DIF – Library Books 85 – DIF – Libraries 350 351-352 353-354 355-356 357-358 Public Safety 60 – Public Safety 74 – DIF-Police Facilities 53 – DIF-Fire Protect Fac 359 360-372 373-374 375-376 Government Facility / General Government 30 – Government Facility 97 – DIF – General Government 377 / 380 378-379 381-382 Sanitation / Landfill 57 – Sanitation Fund 55 – Landfill 383 / 387 384-386 388-393 Airport / Other Grants 34 – Airport Capital 47 – Other Grants 394 / 398 395-397 399-402 Cultural Facility 28 – Cultural Facility 403 404-405 Economic Development 32 – Economic Development 406 407-409 Flood Control 65 – Flood Control 410 411-415 Other Capital Projects 01 – General Fund 06 – Civic Center 70 – Arts Commission 19 – Housing 11 – C.B.D.G. 416 417-422 423-425 426-427 428-429 430-431 Capital Appropriation by Fund 432-458 224 Back to Table of Contents 2006-2015 Capital Improvement Plan Introduction INTRODUCTION What are Capital Improvements? The capital improvement plan (CIP) identifies capital projects to be completed over the next ten years. The CIP outlines project costs, funding sources and future operating costs associated with each capital improvement. Capital improvements make up the bricks and mortar, or infrastructure that all cities must have in place in order to provide essential services to current residents and support new growth and development. Capital improvements consist of streets, fire and police stations, water treatment plants, parks, landscape beautification projects and major equipment purchases. Capital improvement project costs can range from $50,000 for a one-time acquisition of large equipment, to millions of dollars for the construction of a new library or fire station. Rapidly growing municipalities, including Glendale, face a special set of complex problems. These cities need to build new streets, add amenities such as parks and libraries, and expand public safety services to accommodate new residents, while simultaneously maintaining, replacing and/or upgrading facilities in older parts of the city. Glendale has kept pace with its rapid growth through many significant public improvements. Notable projects since 1995 include: 1995 1995 1996 1997 1999 1999 2000 2000 2001 2002 2003 2003 2004 2004 2005 2005 Fire Station 156 Landfill Landscape Improvements Union Hills Bridge at 83rd Avenue Fire Station 157 Foothills Branch Library Glendale Civic Center Arrowhead Wastewater Plant Expansion West Area Wastewater Treatment Plant Tourism Visitor Center Manistee Land Redevelopment Western Area Public Safety Building NHL Coyotes Arena New Adult Center Facility Pyramid Peak WTP – Solid Handling Exp 99th Avenue Metering Station Improvements Field Operations Center 225 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Introduction The following projects have been funded and are in various stages of implementation: • • • • • • • • • Fire Station 159 Site development of Public Safety Training Facility Foothills Recreation & Aquatic Center West Area Water Reclamation Facility Expansion Loop 101/Maryland Overpass Downtown Campus Bethany Home Outfall Channel Grand Canal Linear Park Loop 101 Sound Walls To ensure that all Glendale residents share equally in high-quality city services and amenities, infrastructure expansion and improvement must continue as our population increases and city facilities age, without regard to external forces, such as economic conditions, that may severely limit our ability to pay for them. Paying for Capital Improvements In many respects, the city planning process for selecting, scheduling and financing capital improvements—assessing many valid competing needs, determining priorities, evaluating costs and financing options (i.e. increasing revenues, reducing expenses or increasing debt) and establishing realistic completion timeframes—parallels the way an individual might plan for buying a new house or car. Initially, it must be decided if the purchase is a higher priority than other equally pressing needs. The analysis process involves many familiar questions. • • • • • • Do I need a new home or car or just “want” one? Can I wait another year or two? Are there other alternatives such as remodeling, using public transit or carpooling? What other things will I need to forego? What can I afford and how can I pay for it? Do I need outside financing and what will it cost? If the purchase plan moves forward, a decision needs to be made about the down payment. A good planner might have started a “replacement fund” a few years ago in anticipation of the need. Other cash sources might include a savings account or a “rainy day” emergency fund. The city, just like most families, needs to find longer-term bank financing to cover certain costs for capital improvements. Repaying 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, might delay the plan. Similarly, most large capital improvements cannot be financed solely from a single year’s annual operating budget by simply increasing income or decreasing expenses. 226 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Introduction Increasing Revenue by Raising Sales Tax Rates City sales tax and state-shared revenues account for about 2/3rds of city general fund operating revenues. These revenue sources fluctuate based on economic conditions. Furthermore, the amount of state-shared revenue a city receives is dependent upon state legislative actions. Due to its volatility, sales tax revenue is not considered a good source of funding for long term or time-sensitive capital improvement projects. However, this source is appropriate for smaller equipment purchases. During difficult economic times, older equipment might be repaired rather than replaced so that the purchase can be postponed a year or two. However, building a new fire station or increasing police services in response to population growth cannot be postponed “until the economy improves” without threatening the welfare of the entire community. Decreasing Expenses by Curtailing or Eliminating Services The city creates a 10-year capital improvement plan and updates it every year to look ahead and carefully plan its infrastructure and finances. However, if ‘same-year-pay-as-you-go’ financing from the city’s annual operating budget was the only funding mechanism available to pay for capital projects, the city might free operating budget dollars for a needed capital project by reducing its same-year operating expenses. If the city had to fund the construction of a new fire station, it would take approximately $4 million of revenue generated in the same year. The same amount as the entire budget for the traffic signals, streetlight management and signs & markings programs. The short-term operating budget approach to financing large capital improvements depends heavily on General Fund balances and the state of the economy at the time a project needs to be implemented. It also places an unfair burden on existing residents to pay the entire cost for new facilities and services that will primarily benefit future residents. Long-Range Pay-As-You-Go Cash Financing One of the most valuable aspects of integrating the city’s forecasting results with the capital improvement planning process is the ability it gives us to accrue and pay cash for ambitious or unique capital projects by scheduling them at “just the right time” along the economic cycle curve. The most recent example of the successful synchronization of a major capital project with the far end of a prosperous economic cycle is the Glendale Civic Center. The City Council began planning for the civic center when our forecast indicated the city could expect healthy and continuous revenue growth for about five more years. Each year the city carefully controlled its expenditure levels, setting aside enough revenues to fund the civic center by the time our forecast predicted a slowdown in local economic growth. By paying cash for the facility and using grants and operating budget resources for other related elements, the city’s operating budget was able to continue to support high service levels, while also saving the costs associated with the financing of debt. 227 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Introduction Issuance of City Bonds Issuing city bonds is a major source of funding for large capital improvements. However, Arizona state law and the city’s internal financial policies limit Glendale’s capacity to issue bonds and the amounts and purposes for which bond funds may be used. Arizona law requires citizen approval for the sale of general obligation (G.O.) and revenue bonds. On November 2, 1999, the last election in which bond issues were included, the City Council placed on the ballot a variety of proposed capital improvements recommended by the Citizen Bond Election Committee and the Management Team. Of the $411.5 million in bond requests, voters approved all $411.5 million. Transportation Sales Tax On November 6, 2001, Glendale held a special election where voters passed a new half-cent sales tax to fund a new transportation plan to improve service for all modes of transportation, including transit, street, 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, which became effective January 1, 2002. The revenues are dedicated to funding the implementation of the Glendale Onboard (GO!) Transportation Plan. While the sales tax will fund more than half of the plan, almost onethird will come from federal matching funds, state and/or regional sources and 10% from other sources, including transit user fees and city general funds. The city will also utilize alternative financing mechanisms as necessary to expedite the completion of some projects. The sales tax will have no termination date because it will be used for future transit operating costs that are ongoing. The transportation capital and operating budgets will be balanced yearly. Please see the Glendale Onboard Annual Report for more information. 228 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Introduction Guidelines and Policies Used in Developing the CIP City Council directives and the city’s financial policies also affect the use and issuance of bonds for CIP projects. Glendale’s CIP must comply with the following requirements and limitations without requiring an increase in the secondary property tax rate. The CIP must: • • • • Support City Council goals and objectives; Satisfactorily address all state and city legal and financial limitations; Maintain the city's favorable investment ratings and financial integrity; Ensure that all geographic areas of the city have comparable quality and types of services defined in the Public Facilities section of the General Plan. Capital projects should: • • • • • Prevent the deterioration of the city’s existing infrastructure, and respond to and anticipate future growth in the city; Encourage and sustain Glendale’s economic development; Be financed through growth in the tax base or development fees, when possible, if constructed in response to residential or commercial development; Be responsive to the needs of residents and businesses, within the constraints of reasonable taxes and fees; Take maximum advantage of improvements provided by other units of government where appropriate. General plan threshold requirements help determine which projects will be included in the CIP and the timeframes in which the projects should be completed. For example, the Parks and Recreation Master Plan guidelines for neighborhood parks mandate one acre 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 park development priority list. The City Center Master Plan, Parks Master Plan, Storm Water Master Plan and Five-Year Enterprise Plans for Landfill and Sanitation also provide valuable guidance in the preparation of the Capital Plan. Economic forecasts are a critical source of information and guidance throughout the capital planning process. They provide the contextual framework within which our City Council develops its annual and long-term goals and objectives. The forecasts assess external factors such as the economic environment, population growth and other variables that may affect the city’s ability to finance needed services and capital projects. 229 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Introduction Glendale’s Capital Improvement Plan Glendale’s CIP or capital plan document is our ten-year roadmap for creating, maintaining and paying for Glendale’s present and future infrastructure needs. The plan is designed to ensure capital improvements will be made when and where they are needed, and that the city will have the funds to pay for and maintain them regardless of changes in the external economic environment. Accordingly, the financial agencies that issue bond ratings consider it very important for the City to have a well-considered capital improvement programming process and to adopt and follow the program closely. In conjunction with the annual budgeting process, the Management and Budget Department coordinates the citywide process of revising and updating the city’s capital plan. Projects included in the CIP will form the basis for appropriations in the FY 2005-06 budget. The remaining nine years offer a glimpse of infrastructure needs over the next decade. Some projects will have a short-term effect on the city’s operating budget. Others will affect the city’s operating budget for many years. Glendale’s elected officials determine the broad parameters for adding new capital improvement projects to the CIP. City staff members from all departments participate in an extensive review of past project accomplishments 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 an important factor considered during the capital planning process, along with ensuring that projects remain within legal limits and financial resources. Once the projects are selected for inclusion in the Capital Plan, staff must decide which projects need to be implemented in each of the first five years. Determining how and when to schedule projects is a complicated process. It must take into account all of the variables that affect the city’s ability to generate the funds to pay for these projects without jeopardizing its ability to provide routine, ongoing services and one-time or emergency services when needed. The City Council will review all projects, consider citizen requests and evaluate financial, management and planning staff recommendations before making the final decision about which projects should be included in the CIP. After the new capital plan is adopted by the City Council, the finance director will update the city’s debt management plan to ensure the debt service costs for capital projects (i.e., bond principal and interest expenses) are adequately addressed in the annual operating budget. The first year of the plan is the only year appropriated by Council. 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 City Council. In FY 2005-06, City Council made the decision to move the Emergency Operations Center (EOC) and Phase I of the Public Safety Training facility forward to FY 2005-06 and the Western Area Regional Park back to FY 2009-10. 230 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Introduction Citizen Involvement in the Capital Improvement Planning 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 on 18 different city boards and commissions and from individual citizens through the public hearing and comment process. City residents have alerted staff about infrastructure development and renovation needs, essential quality-of-life enhancements and environmental and historic preservation issues that should be addressed in the Capital Plan. Citizens had additional opportunities to modify the projects included in the CIP when they participated in Glendale’s November 1999 election, which included a new bond authorization request. Glendale voters approved 100% of the $411.5 million in bond requests. We encourage and welcome your comments and suggestions for improving Glendale’s annual CIP. Please share your thoughts, concerns and suggestions with the city staff in the Management and Budget Department. City of Glendale Management and Budget Department 6829 North 58th Drive, Suite 200 Glendale, Arizona 85301 Phone: (623) 930-2264 Fax: (623) 915-2694 Email: mschilz@glendaleaz.com 231 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP FINANCING THE CAPITAL IMPROVEMENT PLAN (CIP) The ten-year CIP list includes most of the projects the city will need to implement during the capital plan period. Potential funding sources are identified for each CIP project. For example, a street project might be funded through highway user revenue (HURF) bonds, general obligation (G.O.) bonds, federal or state grants, local improvement districts (LIDs), development impact fees (DIFs) or the new transportation sales tax. In many cases, a large or multi-year project will be financed using a mix of these funding sources. Financial constraints and limited staff resources make it impossible for the city to fund every project on its priority list without establishing an implementation timetable that staggers the projects over time and maximizes the use of available financing mechanisms. Legal limitations may also affect the city’s ability to implement all of its projects in a given time period. For example, the need for street improvements may be just as great as the need for new parks. However, G.O. bonds are a major financing source for both of these project categories, and the state’s constitutional limit on parks G.O. bond debt is three times greater than its limit for street bond debt. These limits affect the number of park and street projects that can be scheduled in the CIP. Departments within the city coordinate their capital projects to reduce duplication of effort and eliminate unnecessary expenses. The city must also coordinate the timing of many of its capital projects with federal, state, adjacent governments and outside entities. For example, Grand Avenue beautification projects must await Arizona Department of Transportation decisions regarding the reconfiguration of overpasses along Grand Avenue. Street improvements may need to be coordinated with one or more utility companies to minimize the amount of new street surface that needs to be cut to lay new utility lines. The availability of unanticipated financing, such as federal or state grants, may cause the city to accelerate or delay a particular project. These grants sometimes permit the city to accelerate other projects. A project might be accelerated if a resident group formed a Local Improvement District, described later in this narrative, to help pay for needed neighborhood capital improvements. Occasionally, a scheduled project may be delayed in order to take advantage of an unusual onetime opportunity. This situation occurred when city residents asked the City Council to preserve historic Manistee Ranch. Funds previously dedicated to complete other park projects were used to provide the required matching funds for over $400,000 in Heritage Fund land acquisition and historic preservation grants. The financial projections used to develop the CIP are based on staff's best prediction of future bond sales, interest rates and other relevant variables. 232 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP GENERAL OBLIGATION BONDS General Obligation (G.O.) bonds are direct and general obligations of the city. Municipalities use G.O. bonds to fund many large-scale capital improvement projects. These bonds are backed by "the full faith and credit" of the city, and are usually considered to be a relatively safe investment for bondholders. In Arizona, state law mandates the separation of city property taxes into two components, the primary tax levy and the secondary tax levy. Municipalities pay the principal and interest on G.O. bonds through the secondary property tax levy. Glendale uses secondary property tax revenue to repay its debts on G.O. bonds. Utility revenues are primarily used to pay for water/sewer bond debt. However, if adequate utility revenue is not available, the city can fall back on the secondary property tax. Debt Limit There are limitations to the issuance of bonds, as defined by the State constitution. Arizona’s State Constitution limits the total outstanding principal on most G.O. bonds to 6% of the city's total assessed valuation. The 6% constitutional limitation applies to all capital projects funded with general obligation bonds except parks, flood control, open space, artificial light or water/sewer projects, including storm sewers. In these categories, the total outstanding indebtedness cannot exceed 20% of assessed value at the time of a bond sale. Table 2-1 reflects the city’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation as of April 1, 2005. The amount of debt outstanding excludes debt service fund balances. TABLE 2-1 Constitutional Debt Limitation General Municipal Purpose Bonds 6% Limitation $68,673,001 Less Direct Bonded Debt to be Outstanding (56,560,000) Unused 6% Borrowing Capacity $12,113,001 Parks, Open Space & Flood Control 20 Limitation $89,140,000 Less Direct Bonded Debt to be Outstanding (108,678,491) Unused 20% Borrowing Capacity ($19,538,491) 233 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP Table 2-2 shows the maximum dollar amounts (the bond capacity) available for the 6% and 20% limitation bond categories (i.e., before future bond sales) based on current outstanding bonds over the next five years. The “Total” column shows the amount of additional bonds that could be sold in the next five years without violating the state constitutional limits. The city’s bond capacity will grow as assessed value grows, and as outstanding bonds are paid off. TABLE 2-2 Projected G.O. Debt Capacity Before New Bonds Fiscal Year FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 6% Bonds $29,674,089 $43,331,637 $57,320,719 $70,605,389 $84,200,546 20% Bonds $176,353,629 $188,515,175 $200,907,495 $215,505,453 $229,657,823 Total $206,027,718 $231,846,811 $258,228,215 $286,110,842 $313,858,369 Table 2-3 summarizes the projected effect on 6% and 20% bond capacities as CIP projects are implemented. In FY 2005 the city sold approximately $12 million in G.O. bonds. G.O. bond sales are planned throughout the CIP between FY 2006 and FY 2010. TABLE 2-3 Capital Plan Effect on Bond Capacity Fiscal Year FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 New Bond Sale 6% 20% $11,960,000 $13,378,000 12,960,000 $15,393,000 13,241,000 $11,000,000 $15,857,685 14,613,000 $8,685,000 14,828,000 234 Back to CIP Table of Contents Remaining Capacity 6% 20% $153,001 $126,360,003 $4,336,089 $140,358,629 $2,600,637 $139,279,175 $5,589,719 $151,671,495 $3,016,704 $151,656,453 $7,926,861 $150,980,823 2006-2015 Capital Improvement Plan Financing the CIP Assessed Valuation Over the past three years the City of Glendale’s assessed valuation increased an average of 8% annually over the past five years. The increases are the result of both the rise in property values, as well as growth in new construction activity. Fluctuations in the annual assessed valuation will have a direct impact on Glendale's ability to finance capital improvement projects through G.O. bond sales. Increases allow the city to generate additional property tax revenue without raising the tax rate. The additional valuation also increases the city’s debt capacity and ability to finance capital projects. While we have seen some dramatic increases in assessed valuation over the past few years, we are assuming a conservative 4% growth rate for future years. With this approach, we prudently budget capital projects. The following graph shows the historic and projected assessed valuation rates for the city. Historic and Projected Assessed Valuation $1,800,000,000 $1,600,000,000 $1,400,000,000 Dollars $1,200,000,000 $1,000,000,000 $800,000,000 $600,000,000 $400,000,000 $200,000,000 $0 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 Secondary Assessed Valuation 235 Back to CIP Table of Contents FY12 FY13 FY14 FY15 2006-2015 Capital Improvement Plan Financing the CIP Capital Plan Implications Bonds are typically paid back over 10 to 15 years by taxpayers or ratepayers as the improvement is used. Capital projects are staged over time and new debt is issued for new projects only as existing debt is paid off and as new residents and businesses increase the tax base. Therefore, the use of municipal bonds partially fulfills the Council’s objective of having future users pay their fair share of the cost of improvements from which they will benefit. Table 2-4 summarizes the impact of issuing general obligation bonds. The estimated tax rate assumes a $1.41 secondary property tax rate in FY 2006 to a $1.45 secondary property tax rate in FY 2010 per $100 of assessed valuation. The increase in the secondary property tax rate assumes no change to the combined tax rate and the increase is the direct result of a corresponding decrease in the primary property tax rate. Also, the table reflects the estimated debt service payment with future bond sales. While the estimated tax revenue is less than the proposed debt service payment the city is able to use debt service fund balance to meet future debt payments. Over the years, the city has built a fund balance in the debt service fund for future uses. The city will strive to maintain a debt service fund balance of at least 10% of next year’s debt service in the secondary property tax debt service fund. The city’s June 30, 2004 fund balance was $8,559,000, which is 49% of next year’s debt service. Also, the assessed valuation assumptions beginning in FY 2006-07 are a conservative 4% compared to the 6.5% average growth the city experienced from 2001-2005. If the assessed valuation growth is greater than 4% the city will realize an increase in property tax revenue. The current general obligation debt is documented in Schedule 7 of this budget book. TABLE 2-4 General Obligation Property Tax Bonds Fiscal Year Assessed Value Growth Rate FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 10.92% 4.00% 4.00% 4.00% 4.00% Assessed Valuation Growth $1,269,568,147 $1,320,350,873 $1,373,164,908 $1,428,091,504 $1,485,215,164 Estimated Tax Rate 1.4136 1.4236 1.4336 1.4436 1.4536 Estimated Property Tax Revenue $17,946,615 $18,796,515 $19,685,692 $20,615,929 $21,589,088 236 Back to CIP Table of Contents Existing Debt $18,462,292 $16,512,527 $15,880,299 $14,104,501 $12,768,031 Proposed Debt Future Debt $1,836,944 $4,342,438 $6,838,363 $9,133,588 $11,654,519 $18,462,292 $20,854,965 $22,718,662 $23,238,089 $24,422,550 2006-2015 Capital Improvement Plan Financing the CIP Voter Authorization Under Arizona law, cities can only borrow money through the use of bonds with the approval of voters. The last bond election in Glendale was held in November 1999. The time between a bond election varies depending on how much the voters approve in a given election and how many capital improvements are needed. 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. Table 2-5 shows the projected remaining voter authorization for G.O. bonds by bond authorization category. Beginning in FY 2005-06, the remaining authorization in the streets and parking category will also reflect the sale of HURF Bonds, utilizing such authorization from the November 1999 bond election. It is important to note that, there is no formal debt limit for non-general obligation bonds. However, the city’s ability to issue non-general obligation bonds is limited to existing additional bond tests found in the authorizing ordinances and or project or other revenue available for debt. TABLE 2-5 Projected Remaining G.O. Bond Voter Authorization Fiscal Year Public Safety Library Streets/Parking Cultural/Historical Transit Econ. Development Govt. Facilities Open Space/Trails Parks Flood Control FY 2006 $54,897,000 $17,096,000 $12,341,989 $13,721,000 $6,750,000 $34,412,000 $35,054,000 $50,525,000 $15,206,872 $23,836,745 FY 2007 $42,647,000 $17,096,000 $11,213,989 $13,721,000 $6,750,000 $34,412,000 $35,054,000 $50,525,000 $9,206,872 $16,876,745 FY 2008 $27,254,000 $17,096,000 $11,213,989 $13,721,000 $6,750,000 $34,412,000 $35,054,000 $50,525,000 $9,206,872 $3,635,745 237 Back to CIP Table of Contents FY 2009 $16,254,000 $17,096,000 $2,213,989 $13,721,000 $6,750,000 $34,412,000 $35,054,000 $50,525,000 $9,206,872 $3,635,745 FY 2010 $2,354,000 $17,089,315 $262,989 $13,721,000 $6,750,000 $34,412,000 $35,054,000 $48,525,000 $0 $3,635,745 2006-2015 Capital Improvement Plan Financing the CIP REVENUE BONDS The City of Glendale currently uses three types of revenue bonds (street revenue bonds, water/sewer bonds and landfill bonds) to fund street, water/sewer and landfill CIP projects. The principal and interest on these bonds will be paid from future revenue sources. Although revenue bonds may incur slightly higher interest costs than G.O. bonds, one of the major advantages of this financing mechanism is that revenue bonds do not affect the city's G.O. bond capacity, however they do require voter authorization unless an alternative form of financing is chosen. STREET REVENUE BONDS The State of Arizona shares a portion of the revenues it collects from highway users (e.g., fuel taxes) with cities to be used for street and highway purposes. This revenue is commonly called Highway User Revenue (HURF). The city of Glendale uses HURF revenue to pay street operating cost and the principal and interest on street revenue bonds (i.e. HURF bonds). As with General Obligation bonds, revenue bond-funded projects can only be undertaken after voter approval through a citywide bond election. By state law, when a city sells this type of bond, the maximum projected annual total debt service payment cannot exceed one-half of the previous year’s revenue allocation. Because of the volatility of highway user revenues, the City Council directed staff to cap the street bond debt service to total highway user revenue ratio slightly below the state limit of .50. The city’s target for CIP purposes is to remain at or near a .45 debt service to revenue ratio. The Arizona Legislative has in the past altered and may in the future alter the type and/or rate of taxes, fees and charges for Highway User Tax revenues and the allocation of monies among the Arizona Department of Transportation (ADOT), cities, counties and other purposes. As a result, the revenue collected is not enough to support street operating costs and the debt service payment for street related capital projects. Therefore, general fund operating funds are used to support the shortfall. In FY 2005-06, the city projects it will collect $15.2 million in Highway User Revenue and realize street operating costs of $14.2 million and HURF debt of $2.7 million resulting in a ($1.7) million shortfall to be funded with general fund monies. By FY 2006-07, the city’s general fund will be paying an additional $1.4 million for debt service on HURF bonds. Table 2-6 summarizes the impact of capital plan projects on street revenue bond capacity, future coverage and the effect of additional bond sales on future debt service costs. The current HURF debt is documented in Schedule 7 of this budget book. 238 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP TABLE 2-6 Capital Plan Projections: Street Revenue Bonds Fiscal Year FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Highway User Tax Revenues $15,173,769 $15,371,028 $15,570,851 $15,773,272 $15,962,552 Existing Debt New Debt $2,727,831 $2,723,969 $1,448,333 $2,723,369 $1,447,250 $2,728,381 $2,670,000 $2,727,231 $2,669,700 Total Debt $2,727,831 $4,172,302 $4,170,619 $5,398,381 $5,396,931 Annual Coverage 5.56 3.68 3.73 2.92 2.96 % of Revenues Used 17.98% 27.14% 26.78% 34.22% 33.81% Capital Plan Implications Table 2-7 reflects the remaining voter authorization for street revenue bonds, as of June 30, 2004, at $9.8 million. Given Glendale’s legal bond capacity, this amount should be sufficient to cover the cost of the majority of the needs ($9.8 million of the $12.8 million) for FY 2005-06. All remaining HURF specific voter authorization will be utilized in FY 2005-06, therefore, the $2.9 million shortfall in FY 2005-06 and the $9 million bond sale scheduled for FY 2007-08 will utilize the voter authorization from the streets and parking G.O. category. TABLE 2-7 Street Revenue Bonds Remaining Voter Authorization Fiscal Year FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 New Bonds Sold $12,800,000 $0 $9,000,000 $0 $0 Remaining Voter Authorization $9,880,000 $0 $0 $0 $0 239 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP WATER/SEWER REVENUE BONDS In addition to water/sewer G.O. bonds, the city is permitted to sell bonds that pledge water and sewer utility revenues as payment for bond debt service. Water/sewer revenue bond sales are limited by Ordinance 1323 New Series (adopted in 1984) and Ordinance 1784 New Series (adopted in 1993). This city bond covenant stated that net utility revenue (i.e., revenues less operating costs) will be at least 1.2 times the maximum debt service due in any succeeding fiscal year. This is considered to be the bond debt service “coverage ratio.” Adjustments in net revenue may be made in certain 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. FY 2006-10 water/sewer CIP projects will be funded from operating revenues, subordinate lien water and/or sewer revenue obligations. In December 2003, the city entered into a Trust Agreement and issued subordinate lien obligations. Subordinate lien obligations are not bonds and are junior and subordinate to existing City revenue bonds’ lien on water and sewer system revenues. Obligations offer the City the ability to take advantage of historically low interest rates at a time when adequate bond authorization is unavailable. Bonds scheduled in FY 200506 total $59.6 million. Table 2-8 displays projected water and sewer bond sales and coverage ratios. The current water and sewer debt is documented in Schedule 7 of this budget book. TABLE 2-8 Water/Sewer Planned Revenue Bonds & Coverage Ratios Year FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Bond Sales $59,600,000 $26,300,000 $12,600,000 $8,300,000 $9,000,000 Coverage Ratio W ater & Sewer Fund 1.23 1.53 1.24 1.10 1.05 240 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP LANDFILL REVENUE BONDS Landfill revenue bonds fund environmental improvements required by federal and state law and other improvements relating to constructing, extending, improving and repairing the Glendale Municipal Landfill. Users of the Glendale Municipal Landfill include both outside haulers and the city’s solid waste operation. As of April 2004, there were only $870,345 landfill general obligation bonds outstanding. Landfill CIP projects will be funded from operating revenues over the next few years. The voter authorization for landfill revenue bonds as of June 30, 2004, was $15,540,000 million. LOCAL IMPROVEMENT DISTRICT BONDS Local improvement districts (LIDs) are legally designated geographic areas in which a majority of the affected property owners agree to pay for one or more capital improvements through a supplemental assessment. This financing approach ties the repayment of debt to those property owners who most directly benefit from the improvements financed. The city’s most recent LID was formed in 1993, to finance the construction of improvements on Bell Road from 67th Avenue to 83rd Avenue and the Arrowhead Mall area. There are several financial and practical constraints that can limit the formation of such districts. While LID bonds are not subject to specific debt limits, LID debt appears in the city's financial statements as an obligation of the city, and can affect the city’s bond ratings. In addition, it may be difficult to obtain the consent of the number of property owners needed to create a LID. Moreover, residential property owners and business property owners in the same area may have different concerns, priorities and financial assets. Finally, a LID is usually not a viable option in lower-income areas. For capital plan purposes, it is assumed that any new LIDs will either be fully funded by private property owners or the city’s financial participation will be limited to a small “general city contribution” for the share of improvements that benefits property owners outside the district. The formation of an LID can affect the CIP positively by accelerating the completion of a capital improvement already in the CIP or negatively by delaying other scheduled projects in order to finance the city’s LID contribution. 241 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP MUNICIPAL PROPERTY CORPORATION BONDS A city may form a municipal property corporation (MPC) to finance a large capital project. An MPC is a non-profit organization over which the city exercises significant oversight authority, including the appointment of its governing board. This mechanism allows the city to finance a needed capital improvement and then purchase the improvement from the corporation over a period of years. In order for the MPC to market MPC bonds, a city will typically pledge excise taxes (e.g., city sales tax, franchise fees and certain state-shared taxes). In fact, MPC debt service is paid with general fund operating dollars and these debt service payments are included in the general fund operating budget. This is a serious limitation of MPC debt. While the city has a large amount of potential MPC bond capacity, a large issuance of MPC bonds could place a significant strain on the operating budget. Before entering into a purchase agreement with the MPC, the city will also pledge that, actual annual excise tax collections will be at least three times the maximum annual debt service payment for all MPC bonds. The city has formed and entered into agreements with MPCs to sell MPC bonds to fund several construction projects, including the Glendale Municipal Office Complex and the NHL Coyotes Arena. In FY 2005-06, a portion of the Emergency Operations Center and the Regional PS Training Facility will be funded with MPC bonds. Table 2-9 shows the amount of MPC debt outstanding. The current Municipal Property Corporation debt is documented in Schedule 7 of this budget book. TABLE 2-9 Outstanding Municipal Property Bonds Year Issued Issue Refunding Bonds 1999 Subordinate COPs 2002B MPC Bonds 2003A MPC Bonds 2003B Refunding Subordinate COPs 2003C MPC Bonds 2004 TOTAL Balance Original Amount Outstanding $12,615,000 $7,785,000 $5,055,000 $5,055,000 $49,940,000 $49,940,000 $105,260,000 $97,040,000 $7,250,000 $7,250,000 $10,880,000 $10,880,000 $177,950,000 242 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP LEASE Lease financing provides long-term financing of equipment or other capital improvements through a lease (with a mandatory purchase provision) that does not affect the city’s G.O. bond capacity and does not 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. At the end of the lease term title to the asset is transferred to the city. Table 2-10 reflects the number of capital leases and notes under contract by the city. The current lease/note debt is documented in Schedule 8 of this budget book. TABLE 2-10 Outstanding Leases Year Issued Lease Financing Pitney Bowes Lease 1998 LaSalle Lease 2000 Equipment Lease 2002 Equipment Lease 2003 Hickman/Motorola Lease 2003 Key Government Finance Lease 2003 Copier Leas 2004 Equipment Lease 2004 Total Lease Financing Notes Downtown Building Purchase 2000A Downtown Building Purchase 2000B Northern Crossing 2002 Total Note Financing Original Amount Total Balance Year Outstanding Matures $4,233,000 $24,614,627 $1,508,000 $1,240,330 $10,800,000 $392,915 $26,374 $665,000 $490,504 $11,397,338 $930,324 $1,043,150 $10,800,000 $358,825 $23,384 $665,000 $25,708,525 2005 2014 2007 2009 2012 2009 2008 2009 $3,500,000 $1,779,000 $14,500,000 $1,500,000 $1,088,502 $14,500,000 $17,088,502 2007 2008 2014 Grand Total $42,797,027 243 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP GRANTS The majority of Glendale’s grants for capital projects come from the federal or state government. There are two major types of grants. Open, competitive grant programs usually offer a great deal of latitude in developing a proposal and grants are awarded through a competitive review process. The former Federal Community-Oriented Policing Services (COPS) grants for police officers and existing Heritage Fund grants for parks are examples of competitive grants. Entitlement or categorical grants are allocated to qualified governmental entities based on a formula basis (e.g., by population, income levels, etc.). Entitlement funds must be used for a specific grantor-defined purpose. Community Development Block Grants (CDBG) are considered entitlement grants and typically must benefit low-moderate income residents. It is important to note that most federal and state grant programs, with the exception of some public housing programs, require the applicant to contribute to the cost of the project. The required contribution, referred to as local “match,” can vary from 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 with local matching requirements that will come from the city’s operating budget and/or the 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 (DIFs). There is always a possibility that some of the grant funded projects will be delayed or not be completed if government grants fail to materialize. CIP projects adversely affected by changes in the availability of grants may be postponed until the needed grant funds are acquired or funded using alternative means. 244 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP OPERATING BUDGET PAY-AS-YOU-GO Many capital improvements and purchases of large pieces of equipment are included in the operating budget on a pay-as-you-go basis. The city’s FY 2005-06 operating budget also provides for the maintenance of capital assets and expenses associated with the growth and depreciation of city facilities and equipment. A vehicle replacement fund for most city vehicles, including police cars, and a technology replacement fund for computer servers, optical scanning equipment, and other technologies, are included in the operating budget. Typically, each department pays annually into each fund based on the equipment in its inventory and the expected life span and value of the equipment. Specialized vehicles, such as street sweepers, and recurring maintenance costs, such as street asphalt overlay and pool re-plastering, are also funded from the operating budget. Some capital improvements are paid for on a cash basis in order to avoid the interest costs incurred with other financing mechanisms. A good example of this is water and sewer capital improvements that are funded from development fee revenues in the utility fund budget. 245 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Financing the CIP OTHER FINANCING ALTERNATIVES The City of Glendale’s ongoing struggle to balance the service and infrastructure needs of its current residents with those of its future residents is not unique. Every city that experiences prolonged periods of explosive growth is looking for ways to more equitably distribute the cost of capital improvements based on usage levels and derived benefit. Forming New Utilities Some cities are forming new utilities, similar to water/sewer utilities, to finance and maintain infrastructure improvements such as streetlights and storm sewers, and to generate new revenue sources to fund capital projects. Rates for these services might be set according to the expected level of facility usage. For example, monthly storm sewer billing rates could be set according to the amount of runoff typically generated by different types and sizes of property. One advantage of usage-based rates is that some of the cost burden is redistributed from the lowerend user (i.e., the residential sector) to the higher-end user (i.e., the commercial sector). For example, a shopping center generates more runoff per acre than a residential dwelling, and would pay a proportionately higher storm water utility bill. Currently, the city does not use this method. Creating Community Facilities Districts Community facilities districts (CFDs), enabled by the Arizona legislature, can provide another mechanism for targeting the funding of capital improvements to the specific area or population that benefits from the improvement. The CFD is conceptually similar to local improvement districts, but a CFD is given much broader authority in the type of tax or fee implemented and the use of the revenue than an LID. As an example, a CFD can levy a tax or fee for the ongoing maintenance of a capital improvement. Currently, the city does not use this method. 246 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan CIP Operating Impact IMPACT OF THE CIP ON THE OPERATING BUDGET Glendale’s operating budget is directly affected by the CIP. Almost every new capital improvement entails ongoing expenses for routine operation, repair and maintenance upon completion or acquisition. As they age, city facilities and equipment that were once considered state-of-the-art will require rehabilitation, renovation or upgrades for new uses and/or safety and structural improvements. Older facilities usually involve higher maintenance and repair costs as well. Pay-as-you-go capital projects, grant-matching funds, and payments for HURF bonds and lease/purchase capital expenses also come directly from the operating budget. The costs of future operations and maintenance for new CIP projects are estimated by each department based on past experience and anticipated increases in the costs of materials, labor, and other project components. For instance, in FY 2005-06 the estimated operating cost for capital facilities were as follows: • To maintain one acre of park property: $2,250 for contract maintenance (1 acre of turf), $900 to irrigate that acre using potable water and $551 for supplies and other expenses; • $.17/square foot annually to maintain (including water and electricity) most street medians and right of way landscaping; and • $1.00/sq. ft. to $2.50/sq. ft. for electrical costs in a building. CIP projects involving land acquisitions in anticipation of future needs (land banking) increase costs in the operating budget. These parcels can mean maintenance costs related to fencing, security, weed control, etc. until the land is needed for new parks, libraries, water treatment facilities, etc. However, given the dramatic growth in assessed valuation over recent years, it would cost the city much more to buy needed land after an area has been fully developed. Many improvements make a positive contribution to the fiscal well being of the city. Capital projects—such as downtown revitalization and the infrastructure expansion needed to support new development—help promote the economic development and growth that generates additional operating revenues. These new revenue sources provide the funding needed to maintain, improve and expand the city’s infrastructure. The table on the following page summarizes the projected cumulative impact of the CIP on the city’s operating budget over the next five years, by category. The transportation category includes roadway improvements DIF, streets and parking, HURF and transit. 247 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan CIP Operating Impact OPERATING IMPACT OF CIP PROJECTS BY PROJECT TYPE IN THOUSANDS ($) Project Type Cultural Facility Projects 2005-06 2006-07 2007-08 2008-09 2009-10 $112 $161 $166 $171 $176 $1,625 $6,585 $6,988 $7,248 $7,477 Transportation Sales Tax Projects $52 $239 $674 $693 $724 All Other Transportation Projects Open Space/Trails Projects $35 $307 $349 $385 $372 $0 $0 $0 $0 $109 $650 $3,795 $4,136 $4,581 $4,893 Library Projects $0 $0 $60 $2,463 $2,536 Public Safety Projects $0 $935 $1,268 $3,606 $3,795 $104 $104 $105 $13 $14 Landfill/Sanitation Projects $68 $435 $467 $749 $772 Other Projects $31 $1,027 $1,082 $1,117 $1,166 $2,676 $13,588 $15,295 $21,026 $22,032 Water & Sewer Projects Park Bond Projects Government Facility Projects TOTAL Operating Impact 248 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Development Impact Fees DEVELOPMENT IMPACT FEES The city’s financial policy states that, “Where possible, projects that are constructed in response to growth in the community should be financed through growth in the tax base or through development fees.” The City Council’s implementation of development impact fees (DIFs) helps achieve this objective. Developers pay development impact fees when they construct new residential and commercial developments. These fees cover the increased cost to the city of providing new infrastructure in the following categories: parks, libraries, streets, police, fire, solid waste services, roadway improvements, general government and water/sewer. Parks and water/sewer fees have existed for a number of years. Fees for streets, library and public safety were implemented in 1997. In 2000, fees were implemented for solid waste (sanitation and landfill), roadways and general government. The public safety fees were also separated into police facilities and fire/emergency medical services categories. Based on planning and zoning information, the city can reasonably estimate the amount of impact fee revenue that will be generated when a defined geographical area is fully developed. For example, the area in which the new western branch library will be located is not fully developed. Using future DIF revenues, the city can build a library to serve existing residents. As the area grows, the cost of the facility will be shared by all of the developers in that area. Parks DIF have a citywide component for parks, recreation facilities and open space and trails, as well as a neighborhood park component. The neighborhood parks portion of the fee may only be used for neighborhood park improvements in the geographic area in which the development took place. For purposes of tracking and spending this revenue in accordance with this requirement, the city was divided into three park zones. In FY 2003-04 separate fund numbers by category were established to make it easier for end users to access information about projects. The chart on the following page projects parks, roadway improvements, library, police, fire and EMS, solid waste and general government DIF revenues and expenses during the next five to ten years. In FY 2004-05 staff began work to complete an update to the City’s development impact fees per City Council’s desire to revisit the fees every three years. Lastly, In FY 2005-06 Transportation DIF was renamed Roadway Improvements DIF. 249 Back to CIP Table of Contents DIF FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 29: Library Buildings Beginning Balance Estimated Development Fees Investment Income Project Expenses 1 Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $2,622 $2,514 $2,589 $130 $134 $140 0 0 0 0 0 0 42 75 78 5 5 6 0 0 2,537 0 0 0 150 0 0 0 0 0 $2,514 $2,589 $130 $134 $140 $146 FUND 44: Library Books Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $393 $22 $22 $22 $22 $22 0 0 0 0 0 0 10 0 0 0 0 0 0 0 0 0 0 0 381 0 0 0 0 0 $22 $22 $22 $22 $22 $22 FUND 53: Fire Facilities Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Debt Payment2 Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $378 $823 $1,295 $1,781 $2,292 $2,834 748 748 748 748 748 3,368 9 25 39 62 92 128 0 0 0 0 0 0 10 0 0 0 0 0 302 301 300 300 298 161 $823 $1,295 $1,781 $2,292 $2,834 $6,169 FUND 74: Police Facilities Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Debt Payment2 Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $2,141 $2,687 $3,270 $3,873 $4,515 $5,154 903 903 903 903 903 4,066 54 81 98 136 131 232 0 0 0 0 0 9,224 10 0 0 0 0 0 401 400 398 397 395 214 $2,687 $3,270 $3,873 $4,515 $5,154 $14 FUND 80: Parks - Citywide Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $1,606 $1,514 $942 $1,457 $1,994 $2,560 486 486 486 486 486 2,431 29 25 28 51 80 115 0 1,084 0 0 0 3,827 0 607 0 0 0 0 $1,514 $942 $1,457 $1,994 $2,560 $1,278 FUND 81: Rec Facitilies - Citywide Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $886 $919 $1,339 $1,772 $2,227 $2,709 393 393 393 393 393 1,964 22 28 40 62 89 122 0 0 0 0 0 0 0 382 0 0 0 0 $919 $1,339 $1,772 $2,227 $2,709 $4,795 250 Back to CIP Table of Contents DIF FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 85: Library Beginning Balance Estimated Development Fees Investment Income Project Expenses 1 Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $2,357 $1,985 $2,598 $1,981 $2,529 $3,079 864 864 864 864 864 3,863 36 60 78 69 101 139 878 309 1,559 385 414 2,041 393 0 0 0 0 0 $1,985 $2,598 $1,981 $2,529 $3,079 $5,040 FUND 86: Open Space/Trails Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $301 $441 $589 $741 $902 $1,073 135 135 135 135 135 673 8 13 18 26 36 48 0 0 0 0 0 0 2 0 0 0 0 0 $441 $589 $741 $902 $1,073 $1,794 FUND 87: N'hood Parks - Zone 1 Beginning Balance Estimated Development Fees Intergovernmental Revenue Investment Income Project Expenses Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $430 $311 $883 $1,172 $1,476 $1,798 263 263 263 263 263 1,313 109 300 0 0 0 0 11 9 26 41 59 81 221 0 0 0 0 0 280 0 0 0 0 0 $311 $883 $1,172 $1,476 $1,798 $3,192 FUND 88: N'hood Parks - Zone 2 Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $1,325 $156 $54 $136 $221 $310 197 197 197 197 197 989 33 5 2 5 9 16 222 304 117 117 117 1,283 1,178 0 0 0 0 0 $156 $54 $136 $221 $310 $33 FUND 93: N'hood Parks - Zone 3 Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $548 $103 $112 $120 $152 $187 122 122 122 122 122 609 14 3 3 4 6 8 117 117 117 93 93 584 463 0 0 0 0 0 $103 $112 $120 $152 $187 $220 FUND 94: Roadway Improvements Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $8,310 $4,287 $4,118 $5,426 $7,046 $9,006 2,374 2,374 2,374 2,374 2,374 11,495 133 129 124 160 186 405 1,708 2,672 1,189 914 600 2,628 4,823 0 0 0 0 0 $4,287 $4,118 $5,426 $7,046 $9,006 $18,278 251 Back to CIP Table of Contents DIF FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 97: General Government Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Debt Payment2 Ending Balance 1 2 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $3,099 $3,006 $3,159 $3,329 $3,533 $3,777 1,760 1,760 1,760 1,760 1,760 7,934 50 90 95 117 141 170 585 576 567 558 549 2,575 193 0 0 0 0 0 1,124 1,121 1,118 1,115 1,108 600 $3,006 $3,159 $3,329 $3,533 $3,777 $8,706 West Branch Library Expenses in FY 2007-08. Proposed debt payment for bond sales for West Public Safety Building (2003) and Field Operations Center (2004). 252 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Construction Funds CONSTRUCTION FUNDS Construction funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities. They are based on the type of general obligation bonds that the city can issue. Beginning balances are based on prior general obligation bond proceeds until expended. Additional bond sales during the specified years, along with estimated investment income, and expected grant revenues, increase the beginning balances. Project expenses and carryover reduce the beginning balances. The chart on the following pages summarize anticipated revenue and expenses during the next five to ten years for the general obligation bond categories used to pay for planned capital projects. Above: Construction of the Rose Lane Aquatic Center located near 51st Avenue and Marlette Avenue, south of Glendale. The aquatic center is scheduled to open mid summer 2005. 253 Back to CIP Table of Contents CONSTRUCTION FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 28: Cultural Facility Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Ending Balance FY 2005-06 $3,713 0 0 1,548 1,719 $446 FY 2006-07 $446 0 0 0 0 $446 FY 2007-08 $446 0 0 0 0 $446 FY 2008-09 $446 0 0 0 0 $446 FY 2009-10 $446 0 0 0 0 $446 FY 2011-15 $446 18,077 0 18,523 0 $0 FUND 30: Gov't Facility Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Ending Balance FY 2005-06 $1,473 0 2 0 1,438 $37 FY 2006-07 $37 0 1 0 0 $38 FY 2007-08 $38 0 1 0 0 $39 FY 2008-09 $39 1 0 0 $40 FY 2009-10 $40 0 1 0 0 $42 FY 2011-15 $42 49,347 2 49,390 0 $0 FUND 31: Streets/Parking Beginning Balance Bond Sales/Proceeds Investment Income Intergovernmental Revenue Project Expenses Carryover Projects Ending Balance FY 2005-06 $7,553 1,128 69 280 1,128 5,322 $2,581 FY 2006-07 $2,581 0 65 0 1,663 0 $983 FY 2007-08 $983 FY 2008-09 $634 1,951 19 0 1,951 0 $654 FY 2009-10 $654 6,410 23 0 6,410 0 $677 FY 2011-15 $677 11,760 27 0 12,464 0 $0 FUND 32: Economic Development Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Ending Balance FY 2005-06 $1,099 0 2 548 552 $0 FY 2006-07 $0 0 0 0 0 $0 FY 2007-08 $0 0 0 0 0 $0 FY 2008-09 $0 0 0 0 0 $0 FY 2009-10 $0 1,000 0 1,000 0 $0 FY 2011-15 $0 65,772 0 65,773 0 $0 FUND 35: Open Space/Trails Beginning Balance Bond Sales/Proceeds Investment Income Intergovernmental Revenue Project Expenses Carryover Projects Ending Balance FY 2005-06 $1,963 0 28 0 0 1,521 $470 FY 2006-07 $470 0 12 0 0 0 $482 FY 2007-08 $482 0 14 0 0 0 $496 FY 2008-09 $496 2,000 15 0 1,230 0 $1,281 FY 2009-10 $1,281 0 45 0 1,000 0 $326 FY 2011-15 $326 46,392 13 0 46,731 0 $0 FUND 36: Park Bonds Beginning Balance Bond Sales/Proceeds Investment Income Misc Revenue Intergovernmental Revenue Project Expenses Carryover Projects Ending Balance FY 2005-06 $28,852 6,000 476 0 0 6,000 25,859 $3,469 FY 2006-07 $3,469 0 87 0 0 939 0 $2,617 FY 2007-08 $2,617 0 78 0 0 322 0 $2,373 FY 2008-09 $2,373 12,613 71 0 860 12,613 0 $3,305 FY 2009-10 $3,305 6,097 116 0 0 6,097 0 $3,422 FY 2011-15 $3,422 132,966 137 0 200 136,725 0 $0 FUND 60: Public Safety Bonds Beginning Balance Bond Sales Public Safety MPC Bonds Investment Income Project Expenses Carryover Projects Ending Balance FY 2005-06 $8,094 12,250 12,000 23 22,047 7,532 $2,788 FY 2006-07 $2,788 15,393 0 20 15,393 0 $2,808 FY 2007-08 $2,808 11,000 0 84 3,118 0 $10,774 FY 2008-09 $10,774 13,900 0 323 21,782 0 $3,216 FY 2009-10 $3,216 1,275 0 113 1,275 0 $3,328 FY 2011-15 $3,328 219,628 0 133 223,090 0 $0 29 0 378 0 $634 254 Back to CIP Table of Contents CONSTRUCTION FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 61: Highway User Revenue 1 Beginning Balance Bond Sales/Proceeds Investment Income Intergovernmental Revenue Project Expenses Operating Transfer Out Carryover Projects Ending Balance FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2011-15 $7,660 12,800 186 916 13,009 0 7,504 $1,050 $1,050 0 26 0 183 0 0 $893 $893 9,000 27 0 2,295 0 0 $7,625 $7,625 0 229 0 784 0 0 $7,070 $7,070 0 247 0 6,427 0 0 $892 $892 9,605 36 0 10,532 0 0 $0 FUND 64: Library Bonds Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Ending Balance FY 2005-06 $362 0 6 0 239 $130 FY 2006-07 $130 0 3 0 0 $133 FY 2007-08 $133 0 4 0 0 $137 FY 2008-09 $137 6,685 4 6,685 0 $141 FY 2009-10 $141 0 5 0 0 $146 FY 2011-15 $146 9,654 6 9,806 0 $0 FUND 65: Flood Control Bonds Beginning Balance Bond Sales/Proceeds Investment Income Intergovernmental Revenue Project Expenses Carryover Projects Ending Balance FY 2005-06 $2,550 6,960 64 700 6,960 2,479 $835 FY 2006-07 $835 13,241 21 1,300 7,803 0 $7,595 FY 2007-08 $7,595 228 1,400 5,438 0 $3,785 FY 2008-09 $3,785 0 114 0 2,079 0 $1,820 FY 2009-10 $1,820 8,731 64 2,600 8,731 0 $4,485 FY 2011-15 $4,485 9,102 179 2,300 16,066 0 $0 $26,338 $12,800 $28,634 $0 $11,000 $9,000 $37,149 $0 $23,513 $0 $562,698 $9,605 General Obligation Bonds 1 Revenue Bonds 255 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Summary SUMMARY BY TYPE OF PROJECT Glendale’s capital improvement plan contains a wide range of projects that make up a wellrounded, long-range program for municipal improvements. One of the most useful ways to view the capital improvement plan and understand its components is to group projects into similar types or categories. Since city revenue sources are often limited to specific categories (e.g., streets, water/sewer utility) and bonds are authorized by major categories (e.g., public safety, parks), this approach is also helpful when evaluating bond issues. The graph below shows FY 2005-06 CIP projects by major category type. Capital Improvement Plan FY 2005-06 Projects by Type Public Safety 9% All Other 10% Flood Control 3% Water/Sewer 37% Library 1% Parks & Rec 11% Transportation 29% The following section includes a summary of all capital projects by fund. A narrative description of the major CIP categories precedes the project detail sheets for each project. Each detail sheet contains a project identification number and name, a short project description, the anticipated funding source, projected costs for each of the first five years (including carryover funding from the previous years CIP, if applicable), a five-year aggregate estimate for the second five years and the operating impact, if any. For example, if a grant match is required from the city’s operating budget, the match amount will appear in the operating impact line. Projects that include carryover estimates are footnoted on the project detail sheets. Carryover funding is included in the FY 2005-06 project costs column. New projects or projects that do not have funding in the first year are assigned a T (temporary) number until design or construction begins. 256 Back to CIP Table of Contents 2006-15 Capital Improvement Plan Summary of ALL Capital Projects by Fund Fund # Fund Name 50 83 84 33 24 94 31 61 12 35 86 36 80 81 87 88 93 64 29 44 85 60 74 53 30 97 57 55 34 47 28 32 65 01 06 70 19 11 Water & Sewer Fund Water Sewer Transportation Construct Transportation Grants DIF-Roadway Imp Street Construction HURF Bonds Street Fund Open Space/Trails DIF-Citywide Open Space Park Bond Fund DIF-Citywide Parks DIF-Citywide Rec Fac's DIF-Park Dev Zone 1 DIF-Park Dev Zone 2 DIF-Park Dev Zone 3 Library Bonds DIF-Library Buildings DIF-Library Books DIF-Libraries Public Safety DIF-Police Facilities DIF-Fire Protect Fac Government Facility DIF-General Government Sanitation Fund Landfill Airport Capital Other Grants Cultural Facility Economic Development Flood Control Bonds General Fund Civic Center Arts Commission Housing C.D.B.G. Grand Total FY 05-06* FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 11-15 $9,029,948 $82,152,750 $30,307,600 $46,382,137 $15,389,771 $6,530,524 $6,449,512 $20,512,898 $378,750 $1,520,939 $1,900 $31,859,364 $607,349 $382,070 $500,847 $1,399,814 $579,722 $238,930 $149,561 $380,873 $1,271,809 $29,578,901 $9,500 $10,300 $1,437,708 $777,997 $1,808,176 $119,532 $11,891,296 $3,395,561 $3,267,279 $1,100,536 $9,438,550 $4,815,754 $509,560 $1,374,811 $900,000 $78,155 $3,228,624 $30,309,603 $8,677,258 $58,590,466 $2,801,982 $2,671,833 $1,662,522 $183,485 $328,000 $0 $0 $938,625 $1,083,825 $0 $0 $304,128 $116,800 $0 $0 $0 $309,398 $15,392,806 $0 $0 $0 $576,288 $715,500 $994,808 $4,574,031 $2,000,000 $0 $0 $7,802,738 $2,103,511 $100,000 $350,000 $275,000 $0 $2,428,907 $27,029,372 $10,113,499 $19,239,319 $2,000,000 $1,188,800 $378,266 $2,294,844 $278,000 $0 $0 $322,148 $0 $0 $0 $116,800 $116,800 $0 $2,536,942 $0 $1,558,990 $3,118,455 $0 $0 $0 $567,216 $1,232,100 $299,956 $0 $2,000,000 $0 $0 $5,437,549 $3,349,239 $100,000 $350,000 $275,000 $0 $5,451,447 $6,869,735 $11,300,977 $9,505,479 $2,000,000 $913,800 $1,950,707 $783,509 $0 $1,230,411 $0 $12,612,542 $0 $0 $0 $116,800 $93,440 $6,685,000 $0 $0 $385,340 $21,782,125 $0 $0 $0 $558,144 $1,843,894 $1,713,513 $0 $2,000,000 $0 $0 $2,079,216 $955,300 $100,000 $350,000 $275,000 $0 $534,713 $3,066,827 $3,259,375 $5,377,703 $2,000,000 $600,000 $6,409,955 $6,426,587 $0 $1,000,000 $0 $6,096,625 $0 $0 $0 $116,800 $93,440 $0 $0 $0 $414,444 $1,275,000 $0 $0 $0 $549,072 $1,521,000 $254,390 $0 $2,000,000 $0 $1,000,000 $8,730,624 $750,000 $2,600,000 $350,000 $275,000 $0 $3,890,108 $65,373,211 $36,186,016 $140,747,637 $288,318,670 $2,627,600 $12,464,194 $10,532,000 $0 $46,730,863 $0 $136,724,967 $3,827,250 $0 $0 $1,282,826 $584,000 $9,805,517 $0 $0 $2,040,855 $223,089,616 $9,223,620 $0 $49,390,000 $2,575,125 $10,912,972 $33,645,844 $0 $10,000,000 $18,523,458 $65,772,500 $16,065,726 $4,480,650 $500,000 $2,100,000 $1,375,000 $0 $326,540,684 $146,091,231 $86,332,202 * FY 2005-06 includes carryover 257 Back to CIP Table of Contents $91,556,379 $54,701,555 $1,208,790,225 2006-2015 Capital Improvement Plan Water and Sewer WATER AND SEWER Water and sewer capital projects account for the largest portion of CIP funds. Most water and sewer projects will be funded from Water and Sewer Fund revenue. The FY 2006-2015 budget reflects increases in the price of steal and concrete. In FY 2004-05, sewer projects include the installation of sewers in areas currently on septic systems, water main replacement in the area bounded by Grand to 63rd Avenues and an interceptor sewer to serve new development west of 91st Avenue and south of Glendale Avenue and the replacement and implementation of a new utility billing system. FY 2005-06 water projects reflect continued funding of the Cholla Water Treatment Plant filter enhancement project; Pyramid Peak Water Treatment Plant reservoir and lagoon/solids handling project; the third water treatment plant in west Glendale and phase three of the radio telemetry project that will add microwave radio communication equipment at the different water facilities in Glendale. Several very large capital projects will be funded over extended time periods. For example, payments to Phoenix/Sub-Regional Operating Group (SROG) for wastewater treatment plant upgrades will continue through FY 2011-15. Projects are also planned for the replacement and extension of various water and sewer lines throughout the city. The FY 2006-15 CIP reflects recommendations from the Black & Veatch Comprehensive Water Facilities Planning & Design study completed in 2003. Above: City of Glendale West Area Water Reclamation Facility. In 2002 the facility was selected as one of six merit finalists for the Outstanding Civil Engineering Achievement Award. 258 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Water & Sewer Fund (50) Project Name: 8050 *Utility Billing System Repl. Category: Revenue FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $1,359,568 $0 $0 $0 $0 $0 9219 **Sweetwater & 55th Ave SLS $103,909 $786,818 $262,273 $0 $0 $0 9220 *Water Quality Instrument $525,000 $125,000 $200,000 $0 $0 $900,000 9221 *Addtl Recharge Capacity $2,000,000 $1,000,000 $0 $0 $0 $0 9246 West Area WWRP $4,672,275 $0 $0 $0 $0 $0 9261 *Arrowhead WRF $369,196 $0 $0 $0 $0 $0 T210 Arrwhd Wtr Reclam Fac Imps $0 $15,000 $1,489,825 $0 $534,713 $2,990,108 T212 Sand Filtrs & Dis Sys - AWRF $0 $0 $457,303 $5,451,447 $0 $0 T213 Security Enhance Wastewtr Ops $0 $1,301,806 $19,506 $0 $0 $0 $9,029,948 $3,228,624 $2,428,907 $5,451,447 $534,713 $3,890,108 Total Water & Sewer Fund Projects: *Project includes carryover funding ** New Project 259 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water & Sewer Fund (50) Category: Revenue Project Number: 8050 Project Name: *Utility Billing System Repl. Project Description: Replacement and implementation of a new utility billing system. The cost includes software, professional services and fees and annual service and maintenance. Project Costs: FY05-06: $0 Carryover: $1,359,568 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9219 Funding Source: Water & Sewer Revenues **Sweetwater & 55th Ave SLS The material condition of this SLS (Sewage Lift Stations) has deteriorated and requires equipment upgrades in order to assure customer satisfaction and public safety. This station is essential to satisfy CMOM (Capacity Assurance Management Operation and Maintenance Program) regulations taking effect in the near future. Carryover: $0 Operating Impact: FY05-06: $103,909 FY 06-07: $786,818 FY 07-08: $262,273 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $30,000 $30,900 $31,828 $32,782 $179,264 Project Number: 9220 Project Name: *Water Quality Instrument Project Description: Funding a five-year replacement program for the major analytical instrumentation at the city's Water Quality Laboratory. Highly sensitive and precise analytical instrumentation is required for the regulatory analysis of the city's drinking water and wastewater, to ensure that the city provides safe drinking water, and to protect public health. Project Costs: Carryover: $150,000 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $1,000,000 Operating Impact: Funding Source: Water & Sewer Revenues FY05-06: $375,000 FY 06-07: $125,000 FY 07-08: $200,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $900,000 $0 $0 $0 $0 $0 $0 9221 Funding Source: Water & Sewer Revenues *Addtl Recharge Capacity Provide additional recharge capacity for the continued increase of effluent at the Arrowhead Ranch Water Reclamation Facility due to growth in the Arrowhead Ranch area. This will ensure the ARWR Facility will remain in compliance with existing state permits as a 100 percent consumptive reuse wastewater treatment facility. FY05-06: $1,000,000 FY 06-07: $1,000,000 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $330,000 $339,900 $350,098 $360,601 $1,971,908 *Project includes carryover funding ** New Project 260 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water & Sewer Fund (50) Category: Revenue Project Number: 9246 Project Name: West Area WWRP Project Description: Expansion of the existing WAWRF from 4.3/7.0 MGD to 10 MGD. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $4,672,275 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $40,000 $41,200 $42,436 $43,709 $239,019 9261 Funding Source: Water & Sewer Revenues *Arrowhead WRF The Arrowhead Wastewater Reclamation Plant is being expanded to increase capacity from 2.2 to 5.5 million gallons per day. The plant provides treated effluent for use in landscaped areas in northern Glendale. FY05-06: $0 Carryover: $369,196 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: T210 Project Name: Arrwhd Wtr Reclam Fac Imps Project Description: To ensure reliable and safe treatment of wastewater in the Arrowhead area, the treatment plant processes will be upgraded or expanded. This will enable the plant to consistently meet the A+ effluent water quality requirements. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues $0 FY 06-07: $15,000 FY 07-08: $1,489,825 FY 08-09: $0 FY09-10: $534,713 FY 11-15: $2,990,108 $5,000 $5,150 $5,305 $5,464 $84,561 T212 Funding Source: Water & Sewer Revenues Sand Filtrs & Dis Sys - AWRF Replace the aging sand filters and ultra violet light disinfection system at the Arrowhead Water Reclamation Facility. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $457,303 FY 08-09: $5,451,447 FY09-10: $0 FY 11-15: $0 $0 $0 $75,000 $77,250 $422,435 *Project includes carryover funding ** New Project 261 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water & Sewer Fund (50) Category: Revenue Project Number: T213 Project Name: Security Enhance Wastewtr Ops Project Description: Add various security enhancements to the Water Reclamation Facilities, the various effluent recharge facilities, and the various sewer lift stations to achieve compliance with the anticipated requirements of the federal Homeland Security regulations. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY05-06: $0 $0 FY 06-07: $1,301,806 FY 07-08: $19,506 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $5,000 $165,150 $170,105 $175,208 $958,107 *Project includes carryover funding ** New Project 262 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Water (83) Category: Revenue Project Name: FY 05-06: 8029 *Pyramid Peak WTP - Solid Exp $552,826 $0 $0 $0 $0 $0 $1,323,158 $1,706,925 $1,706,925 $0 $0 $0 $406,221 $0 $0 $0 $0 $0 $33,053,126 $12,996,453 $0 $0 $0 $0 $3,441,760 $0 $0 $0 $0 $184,120 $724,865 $0 $0 $0 $0 $0 $28,524 $0 $0 $0 $0 $0 9223 *Zone 4 Reservoir Fill Line $2,606,620 $1,184,590 $0 $0 $0 $0 9224 *Zone 4 WTP to 83rd & Orangewo $2,593,639 $643,220 $0 $0 $0 $0 $637,750 $0 $0 $0 $0 $0 9229 *Zone 3 Pump Improvements $84,466 $0 $0 $0 $0 $0 9232 *Water Zone 4 Improvements $1,488,174 $0 $0 $0 $0 $0 $40,458 $0 $0 $0 $0 $0 $632,533 $0 $202,541 $0 $0 $0 $2,243,152 $3,066,827 $3,066,827 $3,066,827 $3,066,827 $12,267,307 $271,024 $0 $0 $0 $0 $0 9269 *Outer Loop Effluent Line $1,753,426 $0 $536,500 $0 $0 $0 9272 *Cholla WTP Expansion $1,927,951 $0 $0 $0 $0 $0 9275 *Pyramid Peak Storage $8,225,686 $0 $0 $0 $0 $0 9276 *Addtl Treatment Plant Storage $1,200,221 $2,459,061 $0 $0 $0 $3,735,471 $0 $0 $0 $0 $0 $1,945,288 $34,500 $1,061,000 $0 $0 $0 $1,061,000 $1,571,198 $58,845 $58,845 $58,845 $0 $117,690 $212,600 $0 $0 $0 $0 $0 9285 *Water System Security $2,717,551 $0 $0 $0 $0 $0 9286 *Cholla Water Plant Process Imp $9,432,286 $3,492,790 $0 $0 $0 $0 9287 *Off Project Groundwater Wells $1,479,398 $0 $0 $0 $0 $0 9288 *Emergency Water Supply $196,504 $0 $0 $0 $0 $0 9289 Zn 4 WTP to Zn 1 Trans Main $525,876 $708,874 $0 $0 $0 $0 8051 *Fire Hydrant Replacement 8055 *Backbone Fiber Optic/Cholla WT 8056 *Additional Water Capacity 9009 *CAP Water Purchase 9011 *Cholla Telemetry 9213 *Capacity Improvements 9225 *Drinking Water Well Head Trmt 9234 *Water Distrib. System Eval. 9247 *Irrigation 9249 *Line Replacement & Extension 9263 *Zone 4 Res. & Booster Station 9277 Storage and Recovery Well 9278 *West Area Reuse Pipelines 9280 *N River/Agua Fria Storage Proj 9283 *SRP Well 14 & 16 FY 06-07: FY 07-08: 263 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Water (83) Category: Revenue Project Name: FY 05-06: FY 06-07: FY 07-08: 9290 **Regional GAC Plant $488,133 $488,134 $488,135 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 9292 **Stadium Water Line $1,507,520 $0 $0 $0 $0 $0 9625 *Water Line Extension $701,604 $103,440 $264,850 $0 $0 $580,170 T340 Zn 4 Grndwater Trtment Plant $0 $1,192,131 $19,258,363 $3,024,162 $0 $2,935,453 T344 83rd Ave. Trn Main Orgewd to Gld $0 $460,429 $610,921 $0 $0 $0 T345 Orngewood Ave Wtr Trans Mn $0 $686,884 $835,465 $719,901 $0 $0 T347 67th Ave. Wtr Mn Brdly to Utopia $0 $0 $0 $0 $0 $440,321 T348 95th A Wtr Trn Lne Orgewd to Gld $0 $0 $0 $0 $0 $561,308 T349 Acoma Rd Trn Mn Zn 2 GrndTrt P $0 $0 $0 $0 $0 $774,837 T350 Glendale Ave. Water Trans Mn $0 $0 $0 $0 $0 $1,523,460 T351 Orngewood Ave Wtr Trans Mn $0 $0 $0 $0 $0 $1,041,094 T352 Zne 2 Grndwater Trtmnt Plant $0 $0 $0 $0 $0 $35,121,192 T353 **Pyramid Pk WTP Train #1 Equip $0 $0 $0 $0 $0 $3,084,500 $82,152,750 $30,309,603 $27,029,372 $6,869,735 $3,066,827 $65,373,211 9291 **Close Site at 28101 N.63rd Av. Total Water Projects: *Project includes carryover funding ** New Project 264 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: 8029 Project Name: *Pyramid Peak WTP - Solid Exp Project Description: Installation of additional solids handling facilities to accommodate increased solids production. Project Costs: FY05-06: $0 Carryover: $552,826 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8051 Funding Source: Water & Sewer Revenues *Fire Hydrant Replacement Replacement of approximately 930 old fire hydrants. These hydrants are in excess of 25 years old and do not meet current City design guidelines or AWWA M-17 annual inspection recommendations. We are unable to obtain parts and perform routine maintenance which could affect the reliability of the fire hydrant. Not growth related. Carryover: $702,458 Operating Impact: FY05-06: $620,700 FY 06-07: $1,706,925 FY 07-08: $1,706,925 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 8055 Project Name: *Backbone Fiber Optic/Cholla WT Project Description: A fiberoptic backbone communications system to support the computerized signal system that will connect to the Cholla Treatment Plant. Project Costs: FY05-06: $0 Carryover: $406,221 Operating Impact: Project Number: Project Name: Project Description: Project Costs: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8056 Funding Source: Water & Sewer Revenues *Additional Water Capacity Preparation of a "Comprehensive Water Facilities Planning and Design" plan, followed by siting, design and construction of a new 10 million gallon per day (MGD) surface water treatment plant to serve mainly western Glendale with fresh drinking water. Carryover: $31,205,512 Operating Impact: Funding Source: Water & Sewer Revenues FY05-06: $1,847,614 FY 06-07: $12,996,453 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $134,194 $2,647,100 $2,726,513 $2,808,308 $2,892,556 $15,817,690 *Project includes carryover funding ** New Project 265 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: 9009 Project Name: *CAP Water Purchase Project Description: Glendale is expected to purchase an additional allocation of 3,053 acre-feet per year of Central Arizona Project water, pending Congressional approval of the Arizona Water Settlements Act. Project Costs: FY05-06: $0 Carryover: $3,441,760 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $184,120 $270,435 $278,548 $286,904 $295,512 $1,615,979 9011 Funding Source: Water & Sewer Revenues *Cholla Telemetry The completion of Phase three of the radio telemetry project will add 1.2 GHz microwave radio communication equipment at the ARWRF, Cholla WTP, PPWTP, WAWRF and the Utilities Department office at the Field Operations Center. Carryover: $370,516 Operating Impact: FY05-06: $354,349 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $1,500 $1,545 $1,591 $1,639 $18,963 Project Number: 9213 Project Name: *Capacity Improvements Project Description: A pilot study to test the ability of membrane filtration to treat water at the Cholla Water Treatment Plant. This process improves the taste and smell of water. Project Costs: FY05-06: $0 Carryover: $28,524 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $662,025 Operating Impact: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9223 Funding Source: Water & Sewer Revenues *Zone 4 Reservoir Fill Line A dedicated water transmission main (24"/20") to convey drinking water from the proposed Zone 4 Water Treatment Plant (to be located at or near 75th Avenue & Northern) to the existing Zone 4 Reservoir at 79th Avenue & Bethany. A routing study will be needed to determine the best route from the WTP to the Reservoir. FY05-06: $1,944,595 FY 06-07: $1,184,590 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $24,720 $25,462 $26,225 $27,012 $147,713 *Project includes carryover funding ** New Project 266 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: 9224 Project Name: *Zone 4 WTP to 83rd & Orangewoo Project Description: A 30" water transmission main pipeline intended to convey drinking water from the Zone 4 Water Treatment Plant (exact location not yet determined) into the Zone 4 Water Pressure Zone as far as 83rd Avenue and Orangewood. Project Costs: Carryover: $514,139 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $2,079,500 FY 06-07: $643,220 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $24,000 $24,720 $25,462 $26,225 $143,412 9225 Funding Source: Water & Sewer Revenues *Drinking Water Well Head Trmt Conduct an engineering study to evaluate the various treatment technologies available to treat arsenic and/or radon at various drinking water wells throughout the City. The USEPA has proposed more stringent Maximum Contaminant Levels that will become effective in the near future. Carryover: $506,526 Operating Impact: FY05-06: $131,224 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $8,000 $8,240 $8,487 $8,742 $47,804 Project Number: 9229 Project Name: *Zone 3 Pump Improvements Project Description: This improvement will provide better water pressure for the area of the City located west of 67th Avenue and north of Deer Valley Road. Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $0 Carryover: $84,466 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: Project Name: *Water Zone 4 Improvements Project Description: Water transmission pipeline in Bethany Home Road, 79th to 91st Avenues. Project Costs: Carryover: $1,488,174 Operating Impact: 9232 Funding Source: Water & Sewer Revenues FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 267 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: 9234 Project Name: *Water Distrib. System Eval. Project Description: Project to determine the physical condition of the City's water distribution system. Project Costs: FY05-06: $0 Carryover: $40,458 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9247 Funding Source: Water & Sewer Revenues *Irrigation The downtown flood irrigation system needs some rehabilitation or repair. The work will be done in phases. Carryover: $505,181 Operating Impact: FY05-06: $127,352 FY 06-07: $0 FY 07-08: $202,541 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 9249 Project Name: *Line Replacement & Extension Project Description: Replacement/Rehabilitation of Water Lines, throughout the City. Project Costs: Carryover: $1,321,391 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $271,024 Operating Impact: Funding Source: Water & Sewer Revenues FY05-06: $921,761 FY 06-07: $3,066,827 FY 07-08: $3,066,827 FY 08-09: $3,066,827 FY09-10: $3,066,827 FY 11-15: $12,267,307 $0 $0 $0 $0 $0 $0 9263 Funding Source: Water & Sewer Revenues *Zone 4 Res. & Booster Station Installation of a reservoir and booster station to provide additional capacity to the water distribution system in Zone 4. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 268 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: 9269 Project Name: *Outer Loop Effluent Line Project Description: Project to transport, store, recharge, recover and reuse effluent for Arrowhead Ranch and area-wide. Project Costs: Carryover: $1,216,926 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $536,500 FY 06-07: $0 FY 07-08: $536,500 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $56,275 $57,963 $59,702 $61,493 $336,271 9272 Funding Source: Water & Sewer Revenues *Cholla WTP Expansion Design and construction of facilities at the Cholla WTP to meet solids handling regulations of the EPA. FY05-06: $0 Carryover: $1,927,951 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 9275 Project Name: *Pyramid Peak Storage Project Description: Installation of a new 10-MG Reservoir, piping changes and related process equipment. Project Costs: Carryover: $5,122,186 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $1,200,221 Operating Impact: Funding Source: Water & Sewer Revenues FY05-06: $3,103,500 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $231,340 $238,280 $245,429 $252,792 $1,382,368 9276 Funding Source: Water & Sewer Revenues *Addtl Treatment Plant Storage Additional treated water storage to help meet peak day and fire flow demands in Water Pressure Zones 4 & 2. FY05-06: $0 $0 FY 06-07: $2,459,061 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $3,735,471 $0 $0 $0 $0 $3,000,000 *Project includes carryover funding ** New Project 269 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: 9277 Project Name: Storage and Recovery Well Project Description: Project to install one or more water wells for recharge of effluent and recovery of groundwater credits. Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,945,288 $0 $0 $0 $0 $325,000 Project Number: Project Name: *West Area Reuse Pipelines Project Description: Reuse water pipelines for WAWRF effluent transmission & distribution. Project Costs: 9278 Funding Source: Water & Sewer Revenues FY05-06: $0 Carryover: $34,500 Operating Impact: $0 FY 06-07: $1,061,000 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,061,000 $56,275 $57,963 $59,702 $61,493 $336,271 Project Number: 9280 Project Name: *N River/Agua Fria Storage Proj Project Description: A new West Valley underground storage facility that will store additional reclaimed water (effluent) processed at city's expanded West Area Water Reclamation Facility. Project Costs: Carryover: $512,353 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $212,600 Operating Impact: Funding Source: Water & Sewer Revenues FY05-06: $1,058,845 FY 06-07: $58,845 FY 07-08: $58,845 FY 08-09: $58,845 FY09-10: $0 FY 11-15: $117,690 $47,680 $169,910 $175,008 $180,258 $185,665 $1,015,296 9283 Funding Source: Water & Sewer Revenues *SRP Well 14 & 16 Utilize SRP wells #14 (located at 51st/Cactus) and #16 (located at 75th/Bethany Home) for additional water resources. Regulatory requirements require the reduction of trihalomethanes in the system. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 270 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: 9285 Project Name: *Water System Security Project Description: Installation of additional or new equipment to provide greater security to the city's water source supply, treatment plants and distribution system. Project Costs: Carryover: $1,440,551 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $1,277,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $189,800 $195,494 $201,359 $207,399 $1,134,146 9286 Funding Source: Water & Sewer Revenues *Cholla Water Plant Process Imp Improvements to the Cholla WTP to meet water treatment regulations. Work to be performed during the current 10-yr. CIP will consist mainly of improvements to the existing sand filters and addition of new filters. Carryover: $5,790,276 Operating Impact: FY05-06: $3,642,010 FY 06-07: $3,492,790 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $800,000 $1,092,727 $1,125,508 $1,067,600 $1,099,628 $6,013,217 Project Number: 9287 Project Name: *Off Project Groundwater Wells Project Description: The City will drill additional drinking water wells located off of the SRP area. Up to five new wells will serve pressure Zone 2 and pressure Zone 3. Three wells will be completed by June 2004 and up to two more wells will be completed in June 2006. Project Costs: FY05-06: $0 Carryover: $1,479,398 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $196,504 Operating Impact: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9288 Funding Source: Water & Sewer Revenues *Emergency Water Supply Arizona Administrative Code (R18-4-116), requires provision for an alternate source of water in case of a loss of water supply due to major component failure. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 271 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: 9289 Project Name: Zn 4 WTP to Zn 1 Trans Main Project Description: A dedicated 24"water transmission main to convey drinking water from the planned Zone 4 Water Treatment Plant (exact location not yet established) to the existing Zone 1 Transmission Main near 67th Avenue & Orangewood. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $525,876 FY 06-07: $708,874 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $24,000 $24,720 $25,462 $26,225 $143,412 9290 Funding Source: Water & Sewer Revenues **Regional GAC Plant Co-ownership of a regional GAC regeneration plant and site. Glendale will be a member of the IGA group on this project. Carryover: $0 Operating Impact: FY05-06: $488,133 FY 06-07: $488,134 FY 07-08: $488,135 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 9291 Project Name: **Close Site at 28101 N.63rd Av. Project Description: Site closure at 28101 N. 63rd Ave.(Pyramid Peak Water Treatment Plant PPWTP). Project Costs: FY05-06: $50,000 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 9292 Funding Source: Water & Sewer Revenues **Stadium Water Line Installation of new water mains to provide adequate water flows and pressures to the western area immediately adjacent to the new Stadium. This was identified in the Black and Veatch Study (October 2003). FY05-06: $1,507,520 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $10,300 $10,609 $10,927 $11,255 $61,547 *Project includes carryover funding ** New Project 272 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: 9625 Project Name: *Water Line Extension Project Description: Installation of water line extensions. Project Costs: Carryover: $436,754 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $264,850 FY 06-07: $103,440 FY 07-08: $264,850 FY 08-09: $0 FY09-10: $0 FY 11-15: $580,170 $0 $5,305 $5,464 $5,628 $5,797 $31,700 T340 Funding Source: Water & Sewer Revenues Zn 4 Grndwater Trtment Plant A new water treatment plant intended to treat 10 million gallons per day (MGD) of groundwater to remove nitrates and other contaminants. This facility will provide needed drinking water when surface water plants are off line during canal dry-ups, etc. and it will help meet peak water demands during the summer months. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $1,192,131 FY 07-08: $19,258,363 FY 08-09: $3,024,162 FY09-10: $0 FY 11-15: $2,935,453 $530,000 $545,900 $562,277 $579,147 $3,167,014 Project Number: T344 Project Name: 83rd Ave. Trn Main Orgewd to Gld Project Description: A 20" water transmission main to convey water from the new Water Zone 4 Transmission Main in Orangewood to the existing Zone 4 Transmission Main on Glendale Avenue. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues $0 FY 06-07: $460,429 FY 07-08: $610,921 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $24,000 $24,720 $25,462 $139,234 T345 Funding Source: Water & Sewer Revenues Orngewood Ave Wtr Trans Mn A new 24" and 20" Zone 4 Water Transmission Main on Orangewood Avenue from 83rd to 99th Avenues. FY05-06: $0 $0 FY 06-07: $686,884 FY 07-08: $835,465 FY 08-09: $719,901 FY09-10: $0 FY 11-15: $0 $0 $0 $24,000 $24,720 $135,179 *Project includes carryover funding ** New Project 273 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: T347 Project Name: 67th Ave. Wtr Mn Brdly to Utopia Project Description: A new 12" diameter water main which will improve water distribution within Water Pressure Zone 2. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $440,321 $0 $0 $0 $0 $25,000 T348 Funding Source: Water & Sewer Revenues 95th A Wtr Trn Lne Orgewd to Gld A new 16" diameter water transmission main which will improve water distribution within Water Pressure Zone 4. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $561,308 $0 $0 $0 $0 $25,000 Project Number: T349 Project Name: Acoma Rd Trn Mn Zn 2 GrndTrt P Project Description: A new 24" diameter water transmission main which will convey water from the planned Zone 2 Groundwater Treatment Plant into Water Pressure Zone 2. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $774,837 $0 $0 $0 $0 $5,000 T350 Funding Source: Water & Sewer Revenues Glendale Ave. Water Trans Mn A new 16" diameter water transmission main which will improve water distribution within Water Pressure Zone 4. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,523,460 $0 $0 $0 $0 $12,500 *Project includes carryover funding ** New Project 274 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Water (83) Category: Revenue Project Number: T351 Project Name: Orngewood Ave Wtr Trans Mn Project Description: A new 16" water transmission main which will improve water distribution within Water Pressure Zone 4. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,041,094 $0 $0 $0 $0 $10,000 T352 Funding Source: Water & Sewer Revenues Zne 2 Grndwater Trtmnt Plant A new "off project" water treatment plant intended to treat 10 million gallons per day (MGD) of groundwater to remove nitrates and other contaminants. This facility will provide needed drinking water when surface water plants are off line during canal dry-ups, etc. and it will help meet peak water demands during the summer months. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $35,121,192 $0 $0 $0 $0 $1,230,000 Project Number: T353 Project Name: **Pyramid Pk WTP Train #1 Equip Project Description: Replace all equipment related to train #1 and any other original treatment equipment at Pyramid Peak WTP. This equipment will be approximately thirty years old. The IGA with Peoria will make them responsible for about 23% of the project costs, estimated at $709,435. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $3,084,500 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 275 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Sewer (84) Category: Revenue Project Name: FY 05-06: FY 06-07: FY 07-08: 8017 67th - 115th, Northern-C'Back $514,200 $652,076 $652,076 $3,242,295 $0 $6,484,360 8052 *Arrowhead Ranch WRF Bypass $87,324 $0 $0 $0 $0 $0 8905 *83rd Ave & Bell Road Lift Stat $5,778,074 $0 $0 $0 $0 $0 9226 *99th Ave Interceptor Line $3,192,381 $0 $51,170 $62,004 $0 $1,135,745 9227 *Arrowhead Ranch Sewer Odor Co $768,993 $0 $0 $0 $0 $0 9228 **Camelback Swr Rehab $873,904 $2,058,596 $0 $0 $0 $0 9233 *Sewer System Evaluation $561,580 $0 $0 $0 $0 $0 9236 *Arrowhead Sewer Lines $1,246,293 $0 $1,802,510 $0 $0 $0 9238 *Sewer 99th Ave.W.. Water Meter $1,998,603 $0 $0 $0 $0 $2,535,998 $886,824 $0 $1,061,000 $0 $0 $1,061,000 9248 *67/Ave Swge Lft Sta. Odor Con. $2,035,193 $457,855 $457,855 $304,337 $0 $0 9258 91st Ave. Construction $7,700,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $15,000,000 $98,110 $0 $0 $0 $0 $0 $457,531 $0 $0 $0 $0 $0 $0 $315,143 $791,308 $260,769 $0 $0 9281 *67th and 83rd Avenue SLS Mode $486,569 $0 $0 $0 $0 $1,322,870 9284 *CMOM Implementation $905,821 $254,536 $254,536 $263,733 $0 $1,316,920 $2,362,983 $1,675,927 $2,043,044 $2,013,906 $0 $6,082,148 $353,217 $263,125 $0 $97,613 $259,375 $1,246,975 $0 $0 $0 $2,056,320 $0 $0 $30,307,600 $8,677,258 $10,113,499 $11,300,977 $3,259,375 $36,186,016 9240 *Sewers for Areas on Septic Sys 9271 *Sewer Master Plan 9273 *61st Ave. Sewer Line 9274 67th Ave. Lift Station 9623 *Sewer Line Replacement 9624 *Sewer Line Extension T361 Bethany Hme Rd Interceptor Total Sewer Projects: *Project includes carryover funding ** New Project 276 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: Sewer (84) Category: Revenue Project Number: 8017 Project Name: 67th - 115th, Northern-C'Back Project Description: Installation of new sewer lines to relieve existing sewer mains as identified by HDR Sewer Depth Study of December 2000. These sewers are growth related. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $514,200 FY 06-07: $652,076 FY 07-08: $652,076 FY 08-09: $3,242,295 FY09-10: $0 FY 11-15: $6,484,360 $10,440 $15,903 $16,382 $16,873 $17,379 $95,030 8052 Funding Source: Water & Sewer Revenues *Arrowhead Ranch WRF Bypass A study will look into the changes and improvements necessary to divert the sanitary sewer flow from the ARWRF to the 91st Avenue Wastewater Treatment Plant (WWTP). FY05-06: $0 Carryover: $87,324 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 8905 Project Name: *83rd Ave & Bell Road Lift Stat Project Description: Relocation of the 83rd Avenue and Bell Road sewage lift station. Project Costs: FY05-06: $0 Carryover: $5,778,074 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $2,014,700 Operating Impact: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9226 Funding Source: Water & Sewer Revenues *99th Ave Interceptor Line The main sewer line to the Sub-Regional Operating Group (SROG) needs to be inspected and possibly rehabilitated. FY05-06: $1,177,681 FY 06-07: $0 FY 07-08: $51,170 FY 08-09: $62,004 FY09-10: $0 FY 11-15: $1,135,745 $400,000 $412,000 $424,360 $437,091 $450,204 $2,461,897 *Project includes carryover funding ** New Project 277 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Sewer (84) Category: Revenue Project Number: 9227 Project Name: *Arrowhead Ranch Sewer Odor Con Project Description: Permanent hydrogen peroxide chemical dosing stations will be built along the larger diameter (15" 42") sewer mains in the Arrowhead Ranch area to control the odor of sewer gases. Project Costs: Carryover: $191,949 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $577,044 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $23,411 $50,573 $52,091 $53,654 $55,264 $302,201 9228 Funding Source: Water & Sewer Revenues **Camelback Swr Rehab To replace the sewer and concrete structures in this area over the next two fiscal years. Two former meter station structures need to be permanently abandoned and one 24-inch sewer pipe has to be permanently plugged and abandoned. Three sewer siphons need to be replaced as they will conflict with the drainage line for the Flood Control District. Carryover: $0 Operating Impact: FY05-06: $873,904 FY 06-07: $2,058,596 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 9233 Project Name: *Sewer System Evaluation Project Description: A 5- year project, now in its 4th year, to evaluate the condition of the City's sewer system and develop a systematic plan for rehabilitating and replacing deteriorated sewers and manholes. Project Costs: FY05-06: $0 Carryover: $561,580 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $660,593 Operating Impact: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9236 Funding Source: Water & Sewer Revenues *Arrowhead Sewer Lines The rehabilitation or replacement of various wastewater collection lines in the Arrowhead Ranch area will improve sewer flow conditions and reduce sewer odors. The work will be done in phases. FY05-06: $585,700 FY 06-07: $0 FY 07-08: $1,802,510 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $10,000 $10,300 $10,609 $10,927 $59,755 *Project includes carryover funding ** New Project 278 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Sewer (84) Category: Revenue Project Number: 9238 Project Name: *Sewer 99th Ave.W.. Water Meter Project Description: The multi-cities SROG organization is currently testing a prototype sewage metering station in Scottsdale. Upon completion of the study (about March 2004), the SROG cities will be required to construct their sewage metering stations equal to the approved prototype metering station. Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $0 Carryover: $1,998,603 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $2,535,998 $0 $0 $0 $0 $109,552 $0 Project Number: Project Name: *Sewers for Areas on Septic Sys Project Description: Installation of sewers in areas currently on septic systems. Project Costs: 9240 Funding Source: Water & Sewer Revenues FY05-06: $0 Carryover: $886,824 Operating Impact: $0 FY 06-07: $0 FY 07-08: $1,061,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,061,000 $93,936 $96,754 $99,656 $102,646 $561,312 Project Number: 9248 Project Name: *67/Ave Swge Lft Sta. Odor Con. Project Description: Permanent hydrogen peroxide chemical dosing stations will be built along the larger diameter (15" 48") sewer mains located south of Bell Road to control the odor of sewer gases. The target locations for these permanent sites will be identified by the Utilities Department prior to the start of design. Project Costs: Carryover: $1,577,338 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY05-06: $457,855 FY 06-07: $457,855 FY 07-08: $457,855 FY 08-09: $304,337 FY09-10: $0 FY 11-15: $0 $100,373 $117,034 $133,745 $150,508 $167,324 $914,989 9258 Funding Source: Water & Sewer Revenues 91st Ave. Construction Payments to Phoenix/SubRegional Operating Group (SROG) for Glendale's participation in the wastewater treatment plant upgrades and expansion to the existing 153 million gallons (mgd) per day facility. FY05-06: $7,700,000 FY 06-07: $3,000,000 FY 07-08: $3,000,000 FY 08-09: $3,000,000 FY09-10: $3,000,000 FY 11-15: $15,000,000 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 279 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Sewer (84) Category: Revenue Project Number: 9271 Project Name: *Sewer Master Plan Project Description: A project which will update the City's sewer master plan and sewer model. Project Costs: FY05-06: $0 Carryover: $98,110 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9273 Funding Source: Water & Sewer Revenues *61st Ave. Sewer Line As flows reach build out population proportions, the pumps in the sewage lift station will have to be replaced. FY05-06: $0 Carryover: $457,531 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 9274 Project Name: 67th Ave. Lift Station Project Description: The material condition of this SLS (Sewage Lift Station) has deteriorated and requires equipment upgrades in order to assure customer satisfaction and public safety. This station is both essential to satisfy CMOM (Capacity Assurance Management Operation and Maintenance Program) regulations taking effect in the near future. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $486,569 Operating Impact: Funding Source: Water & Sewer Revenues $0 FY 06-07: $315,143 FY 07-08: $791,308 FY 08-09: $260,769 FY09-10: $0 FY 11-15: $0 $25,000 $33,750 $34,763 $35,806 $195,798 9281 Funding Source: Water & Sewer Revenues *67th and 83rd Avenue SLS Mode This Sewage Lift Station (SLS) located in the Arrowhead Ranch Area, will need to be upsized due to population growth in Northwest Glendale. As wastewater flow reaches build-out population projections, the pumps in the sewage lift station will have to be replaced beginning in FY 2011. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,322,870 $0 $0 $0 $0 $90,000 *Project includes carryover funding ** New Project 280 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Sewer (84) Category: Revenue Project Number: 9284 Project Name: *CMOM Implementation Project Description: The United States Environmental Protection Agency (USEPA) has mandated a new Capacity Management Operations and Maintenance (CMOM) program for the sanitary sewer systems nation wide. The proposed program will assist in protecting the sewer system from sanitary sewer overflows. Project Costs: Carryover: $651,285 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Water & Sewer Revenues FY05-06: $254,536 FY 06-07: $254,536 FY 07-08: $254,536 FY 08-09: $263,733 FY09-10: $0 FY 11-15: $1,316,920 $58,489 $62,648 $64,527 $66,463 $68,457 $374,349 9623 Funding Source: Water & Sewer Revenues *Sewer Line Replacement Replacement/Rehabilitation of existing sewer lines in various locations. Projects will be developed as funds are available. Carryover: $2,062,864 Operating Impact: FY05-06: $300,119 FY 06-07: $1,675,927 FY 07-08: $2,043,044 FY 08-09: $2,013,906 FY09-10: $0 FY 11-15: $6,082,148 $0 $0 $0 $0 $0 $0 Project Number: 9624 Project Name: *Sewer Line Extension Project Description: Sewer extension at various locations. Project Costs: Carryover: $263,208 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY05-06: $90,009 FY 06-07: $263,125 FY 07-08: $0 FY 08-09: $97,613 FY09-10: $259,375 FY 11-15: $1,246,975 $50,489 $46,355 $47,746 $49,178 $50,654 $276,993 T361 Funding Source: Water & Sewer Revenues Bethany Hme Rd Interceptor An interceptor sewer along the Bethany Home Road alignment from 83rd to 95th Avenues. The interceptor is designed to intercept flows from the existing sewers in 83rd & 91st Avenues that had to be altered due to construction of the Bethany Home Outfall Channel (DHOC) project being installed by the Maricopa County Flood Control District (MCFCD). FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $2,056,320 FY09-10: $0 FY 11-15: $0 $0 $0 $30,000 $30,900 $266,474 *Project includes carryover funding ** New Project 281 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Transportation TRANSPORTATION This category involves several funding sources including street revenue, G.O. Bonds, Development Impact Fees and the half-cent transportation sales tax approved by voters in 2001. The half-cent sales tax will help fund improvement projects for all modes of transportation including transit, street, bicycle, pedestrian and aviation. Over the next few years, transit projects from the half-cent sales tax will include projects dealing with bus service levels, mini-buses, bus stop facilities and light rail transit. The street element of the Transportation Plan emphasizes improvements at major intersections as well as improvements along major streets. Other projects and programs in the Transportation Plan include closing the gaps in the bicycle system, enhancing pedestrian facilities in activity centers and supporting economic development activities at the airport. Projects funded through HURF revenue bonds include the completion of many street improvements. These include Bethany Home Road between 75th Avenue and 83rd Avenue, 67th Avenue – Camelback to Grand, and construction of a sound wall along Loop 101 between 75th and 51st Avenues. In FY 2005-06 funding is identified for construction of street improvements on Bethany Home from 91st to 99th Avenue. Projects funded through Streets G.O. bonds include street beautification and bicycle underpass across 51st Avenue and Cactus Road at the Arizona Canal. Street Beautification includes the installation of streetscape and aesthetic improvements along various streets throughout the City in accordance with the Arterial Street Landscape Program. Street Scallops a program designed to widen collector streets to City standards will receive FY 2006-15 funding from the Transportation Sales Tax and carryover in Street Construction bonds. Street projects that will be funded with Development Impact Fees include the matching money for developmental agreements for street arterial improvements in FY 2005-06 through FY 200910, the installation of traffic signals at various locations throughout the City as required by growth; and the acquisition of necessary right of way and ½ street improvements, including an adjacent frontage road, upon development of south half of Missouri Avenue. The Transportation Grant fund was established during FY 2003-04 to accommodate Transportation grants for capital projects from federal and state government. The grants in this category are open, competitive grant programs and are awarded through a competitive review process. Grant projects are budgeted in Transportation grants when the city receives notification that the project has been approved for grant funding. Transportation projects in which the city applies for reimbursement in a future year are budgeted in the Transportation Sales Tax fund and any reimbursements are credited as grant revenue when received. Above: Luke Link Bus 282 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Construct (33) Category: Transportation Project Name: FY 05-06: 8592 *Pavement Preservation $136,452 $0 $0 $0 $0 $0 9380 Arrowhead Ped Enhancements $67,485 $793,384 $0 $0 $0 $0 9381 Airport-Northwest Land Purch. $50,000 $0 $0 $0 $0 $0 9382 Airport - Eastside Utilities $18,125 $0 $0 $0 $0 $0 9383 **L101/BH TI-South Half $6,441,750 $0 $0 $0 $0 $0 $204,500 $1,886,512 $0 $0 $0 $0 $3,985,800 $0 $0 $0 $0 $0 9386 **Street Scallop $447,584 $718,597 $720,651 $1,231,881 $723,730 $3,592,987 9444 *Buses / Vans $644,635 $220,000 $140,336 $439,196 $267,680 $2,472,027 $2,663,533 $2,040,890 $0 $0 $0 $0 $29,719 $0 $0 $289,091 $297,764 $1,628,296 9447 Grand Ave Access Enhancements $2,063,967 $5,371,815 $2,228,072 $0 $0 $0 9448 *Intersection Improvements $1,469,440 $1,046,062 $0 $0 $0 $0 9450 51st / Camelback to Peoria $1,046,127 $5,184,653 $0 $0 $0 $0 9453 *Bus Stops and Shelters $254,637 $104,806 $107,950 $111,189 $114,525 $626,266 9454 *Transit Support Capital $309,319 $209,612 $215,901 $222,378 $229,049 $1,445,939 $1,989,008 $0 $0 $0 $0 $0 9456 Northern Pkwy L101 - Grand $613,500 $321,730 $224,550 $111,189 $114,525 $626,266 9457 Light Rail Transit System $306,750 $419,225 $1,079,504 $1,111,890 $1,145,246 $106,971,923 9459 *63rd/Grand Ave-Olive Bike Rte $305,440 $760,892 $0 $0 $0 $0 9462 *General Engineering Contract $2,810,050 $1,068,637 $833,537 $0 $0 $0 9463 *59th Ave.: Grand to Loop 101 $768,623 $7,873,938 $7,544,294 $0 $0 $0 9464 *Lane Drop Elimination Project $222,861 $0 $0 $0 $0 $0 $61,172 $0 $0 $0 $0 $0 $1,311,000 $0 $0 $0 $0 $0 9467 Downtown Ped Circulation $533,892 $4,002,302 $0 $0 $0 $0 9468 *Grand Ave Grade Separation Enh $377,695 $0 $0 $0 $0 $0 9469 *Smart Traffic Signal Equipment $475,208 $0 $0 $0 $0 $0 9470 Grand Canal Multi-use Pathway $51,148 $736,788 $0 $0 $0 $0 9384 **Maryland Ave.:51st-59th 9385 **95th Ave Maryland-BH Road 9445 *Smart Traffic Signals 9446 *Bus Pullouts 9455 *L101/Maryland Park and Ride 9465 *Bridge-Grand Canal @ Missouri 9466 *Bethany Home - 83rd to 99th FY 06-07: FY 07-08: 283 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Construct (33) Project Name: 9471 *Airport Master Plan Update Category: Transportation FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $5,000 $0 $0 $0 $0 $0 9472 *Bike: Widen Bridge, Glen/New R $125,900 $0 $0 $0 $0 $0 9473 Northern Pkwy L303 - Dysart $613,500 $1,661,398 $5,919,974 $4,006,742 $0 $0 9474 *Cardinal-Coyote - Ped Circulat $679,571 $2,278,425 $0 $0 $0 $0 $8,049 $0 $0 $0 $0 $0 9476 *Runway Protection Zone LandPch $283,622 $0 $0 $0 $0 $0 9477 57th / Skunk Creek $228,000 $2,729,173 $0 $0 $0 $0 9478 *67th Ave.:Camelback to Grand $1,998,305 $0 $0 $0 $0 $0 9479 *67th Ave.: Olive to Bell $2,085,133 $0 $0 $0 $0 $0 $539,015 $0 $0 $0 $0 $0 $3,803,419 $294,404 $0 $0 $0 $0 9482 51st Ave/Bell Intersection Imp $20,450 $291,361 $0 $0 $0 $0 9483 *Bethany Home:59th-67th Safety $33,420 $0 $0 $0 $0 $0 9484 *Airport-Tower & Radio Upgrade $20,773 $0 $0 $0 $0 $0 $223,500 $0 $0 $0 $0 $0 $2,282,810 $1,721,146 $0 $0 $0 $0 $447,694 $0 $0 $0 $0 $0 $20,000 $0 $0 $1,111,890 $0 $3,866,954 $135,660 $0 $0 $0 $0 $0 $1,163,605 $1,707,795 $0 $0 $0 $0 $20,450 $343,765 $0 $0 $0 $0 $0 $2,685,000 $0 $673,229 $2,141,610 $3,796,390 9494 Northern Pkwy Dysart - L101 $613,500 $321,730 $224,550 $111,189 $114,525 $626,266 9495 63rd Ave @ Loop101-Bike Bridge $261,760 $3,053,006 $0 $0 $0 $0 9496 *Airport - Security Upgrade $128,750 $0 $0 $0 $0 $0 9497 *Airport - Eastside Access Road $727,251 $0 $0 $0 $0 $0 $30,675 $429,706 $0 $0 $0 $0 9499 New River - Multi-use Pathway $222,905 $2,606,531 $0 $0 $0 $0 T085 Airport-Runway/Taxiway Asph. $0 $26,201 $0 $0 $0 $0 9475 *Replace Fencing - Airport 9480 *Catlin Court Alley (Match) 9481 *L101/Maryland Overpass to P&R 9485 *Signal Computerization 9486 *75th/83rd/Glendale - St. Imp. 9487 *75th Ave/Bethany Home 9488 *L101 North Park & Ride Lot 9489 *Blunt End Safety Improvements 9490 43rd Ave Bethany Home-Peoria 9491 59th Ave/Bethany Hme Intersect 9493 Transit Center 9498 75th Ave.:D. Valley-Hillcrest 284 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Construct (33) Project Name: Category: Transportation FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: T094 Old Roma Alley Ped Project $0 $226,982 $0 $0 $0 $0 T096 Downtown Park-and-Ride $0 $0 $0 $0 $0 $7,300,191 T097 Expanded Safety Program $0 $0 $0 $85,615 $229,049 $1,252,535 T099 LRT St. Related Improvements $0 $0 $0 $0 $0 $6,541,597 T108 **Glendale Sports Facilities $0 $2,454,000 $0 $0 $0 $0 T301 Loop 101 North Park & Ride $0 $3,000,000 $0 $0 $0 $0 $46,382,137 $58,590,466 $19,239,319 $9,505,479 $5,377,703 $140,747,637 Total Transportation Construct Projects: *Project includes carryover funding ** New Project 285 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 8592 Project Name: *Pavement Preservation Project Description: This project will Crack seal and slurry the airport runway and apron. Project Costs: FY05-06: $0 Carryover: $136,452 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9380 Funding Source: Half Cent Sales Tax Arrowhead Ped Enhancements Provide pedestrian/bicycle improvements in the Arrowhead Town Center area to increase safety for pedestrians/cyclists, and improve connections to stores and services. Project cost decreased due to reassessment of area needs. FY05-06: $67,485 Carryover: $0 Operating Impact: $0 FY 06-07: $793,384 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $11,000 $11,330 $11,670 $63,816 Project Number: 9381 Project Name: Airport-Northwest Land Purch. Project Description: Purchase six acres at the southeast corner of Glendale and Glen Harbor Blvd to ensure continuity of land use. FAA/ADOT grant funding in the amount of $950,000 will be available in FY 2006. Project Costs: FY05-06: $50,000 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9382 Funding Source: Half Cent Sales Tax Airport - Eastside Utilities Install utilities east of the Glendale airport for the Airport Business Park. FAA/ADOT grants for $237,500 in FY 2006. Transportation half cent sales tax funds (Fund 33) will provide a $18,125 match for this project in FY 2006. FY05-06: $18,125 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 286 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9383 Project Name: **L101/BH TI-South Half Project Description: Construct south half of new traffic interchange. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY05-06: $6,441,750 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: **Maryland Ave.:51st-59th Project Description: Widening existing street from two lane to four lane facility with curbs, gutters and sidewalks. Project Costs: 9384 Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY05-06: $204,500 FY 06-07: $1,886,512 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $600 $618 $637 $3,481 Project Number: 9385 Project Name: **95th Ave Maryland-BH Road Project Description: Provide funding and construction administration for street improvements and bridge construction on 95th Avenue over the Grand Canal and Bethany Home Outfall Channel. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY05-06: $3,985,800 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $7,486 $7,711 $7,942 $8,181 $44,733 9386 Funding Source: Half Cent Sales Tax **Street Scallop A planned program to widen collector streets to city standards in areas where sections remain unimproved. Includes curb, gutter, sidewalk and streetlighting. FY05-06: $447,584 FY 06-07: $718,597 FY 07-08: $720,651 FY 08-09: $1,231,881 FY09-10: $723,730 FY 11-15: $3,592,987 $0 $2,500 $2,575 $2,652 $2,732 $14,939 *Project includes carryover funding ** New Project 287 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9444 Project Name: *Buses / Vans Project Description: Additional buses and vans will be needed to replace worn out buses and vans. New buses will be added to expand Dial-A-Ride and circulator service to include weekend, evening and more frequent service. Project Costs: Carryover: $260,635 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $384,000 FY 06-07: $220,000 FY 07-08: $140,336 FY 08-09: $439,196 FY09-10: $267,680 FY 11-15: $2,472,027 $13,200 $50,600 $51,000 $51,000 $51,000 $278,889 9445 Funding Source: Half Cent Sales Tax *Smart Traffic Signals A smart traffic signal system will be implemented that includes more left turn arrows, roadway sensors and fiber optic connections to a control center to make traffic signals more responsive. Carryover: $534,130 Operating Impact: FY05-06: $2,129,403 FY 06-07: $2,040,890 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $26,300 $27,089 $27,902 $28,739 $29,601 $161,870 Project Number: 9446 Project Name: *Bus Pullouts Project Description: Bus pull-outs will be provided at major intersections where there are bus route extensions and new bus routes. Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $0 Carryover: $29,719 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $289,091 FY09-10: $297,764 FY 11-15: $1,628,296 $0 $0 $300 $309 $1,690 Project Number: Project Name: Grand Ave Access Enhancements Project Description: Spot street improvements for local access enhancements along Grand Avenue. Project Costs: Carryover: $0 Operating Impact: 9447 Funding Source: Half Cent Sales Tax FY05-06: $2,063,967 FY 06-07: $5,371,815 FY 07-08: $2,228,072 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $189,282 $194,960 $200,809 $1,098,107 *Project includes carryover funding ** New Project 288 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9448 Project Name: *Intersection Improvements Project Description: Design and construct turning lanes and other improvements (such as median barriers and lane extensions) at warranted intersections. Project Costs: Carryover: $446,940 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $1,022,500 FY 06-07: $1,046,062 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 9450 Funding Source: Half Cent Sales Tax 51st / Camelback to Peoria Intersection improvements including medians, turning lanes, bus pullouts and bus shelters for five intersections. The City of Glendale will apply for a $500,000 Hazard Elimination System grant in 2006 and 2007 and a $2.6 million Congestion Mitigation Air Quality Grant (CMAQ) in 2010. Carryover: $0 Operating Impact: FY05-06: $1,046,127 FY 06-07: $5,184,653 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $4,470 $4,604 $4,742 $4,884 $26,710 Project Number: 9453 Project Name: *Bus Stops and Shelters Project Description: Bus shelters, with shade and seating, will be provided where bus transfers occur and at other highdemand locations. Benches will be provided at other bus stops as warranted. Project Costs: Carryover: $101,262 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $104,819 Operating Impact: Funding Source: Half Cent Sales Tax FY05-06: $153,375 FY 06-07: $104,806 FY 07-08: $107,950 FY 08-09: $111,189 FY09-10: $114,525 FY 11-15: $626,266 $3,750 $3,863 $3,978 $4,098 $4,221 $23,080 9454 Funding Source: Half Cent Sales Tax *Transit Support Capital For delivery of transit services, additional capital expenditures are needed, including computer equipment, support vehicles and radio system. FY05-06: $204,500 FY 06-07: $209,612 FY 07-08: $215,901 FY 08-09: $222,378 FY09-10: $229,049 FY 11-15: $1,445,939 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 289 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9455 Project Name: *L101/Maryland Park and Ride Project Description: Construct a Park-and-Ride lot near Loop 101 and Maryland Avenue. This project includes paving for the parking area. An FTA grant for $2,819,236 is available in FY 2006. This project may have a future IGA. Total funding for this project is $4,426,875. Project Costs: Carryover: $381,369 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $1,607,639 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $33,000 $33,990 $35,010 $36,060 $197,191 9456 Funding Source: Half Cent Sales Tax Northern Pkwy L101 - Grand Preliminary engineering and design, right-of-way acquisition, interim roadway construction on Northern Avenue to facilitate the flow of east-west traffic. Carryover: $0 Operating Impact: FY05-06: $613,500 FY 06-07: $321,730 FY 07-08: $224,550 FY 08-09: $111,189 FY09-10: $114,525 FY 11-15: $626,266 $0 $20,600 $21,218 $21,855 $22,510 $123,095 Project Number: 9457 Project Name: Light Rail Transit System Project Description: Planning studies, design, land acquisition and construction of light rail facility to be located on an alignment to be determined. Federal and regional grants will fund 60% of the project. This project may have a future IGA. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $240,000 Operating Impact: Funding Source: Half Cent Sales Tax FY05-06: $306,750 FY 06-07: $419,225 FY 07-08: $1,079,504 FY 08-09: $1,111,890 FY09-10: $1,145,246 FY 11-15: $106,971,923 $0 $0 $15,000 $15,450 $15,914 $87,022 9459 Funding Source: Half Cent Sales Tax *63rd/Grand Ave-Olive Bike Rte Roadway widening, paving and striping of approximately 1.5 miles along 63rd Avenue. Project supports Park and Recreation proposed bicycle facility/park development near 63rd and Northern. FY05-06: $65,440 $0 FY 06-07: $760,892 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 290 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9462 Project Name: *General Engineering Contract Project Description: Professional engineering for preparation of design concepts and oversight of final design and construction of transportation projects. Project Costs: Carryover: $228,800 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $2,581,250 FY 06-07: $1,068,637 FY 07-08: $833,537 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 9463 Funding Source: Half Cent Sales Tax *59th Ave.: Grand to Loop 101 Spot improvements along 59th Avenue, including the elimination of lane drops, adding turn lanes, selected widening, medians and landscaping. Carryover: $499,927 Operating Impact: FY05-06: $268,696 FY 06-07: $7,873,938 FY 07-08: $7,544,294 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $54,000 $55,620 $57,289 $313,278 Project Number: 9464 Project Name: *Lane Drop Elimination Project Project Description: Elimination of lane drops in congested areas along major arterials within the city. Project Costs: FY05-06: $0 Carryover: $222,861 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $61,172 Operating Impact: Funding Source: Half Cent Sales Tax $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9465 Funding Source: Half Cent Sales Tax *Bridge-Grand Canal @ Missouri Construct a new bridge over the Grand Canal in the area of Missouri and 79th Avenue for bicycle and pedestrian access. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 291 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9466 Project Name: *Bethany Home - 83rd to 99th Project Description: Major street improvements. This project will assist in the completion of an existing Engineering Capital Project (Project Number 8820). Construction of new roadway, as an extension of Bethany Home Road (in cooperation with the Flood Control District). Project Costs: FY05-06: $0 Carryover: $1,311,000 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9467 Funding Source: Half Cent Sales Tax Downtown Ped Circulation Pedestrian circulation enhancements in the Downtown Central Business District to improve connections to stores and services. The city will pursue a Congestion Mitigation Air Quality (CMAQ) grant in FY 2010. Carryover: $0 Operating Impact: FY05-06: $533,892 FY 06-07: $4,002,302 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $70,000 $72,100 $74,263 $406,101 Project Number: 9468 Project Name: *Grand Ave Grade Separation Enh Project Description: Provides funds to enhance the beautification of the ADOT bridge structure at Northern Avenue. Project Costs: Carryover: $42,765 Operating Impact: Funding Source: Half Cent Sales Tax FY05-06: $334,930 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: *Smart Traffic Signal Equipment Project Description: Purchase of cabinets, trailers, etc for smart traffic signals (ITS). Project Costs: Carryover: $475,208 Operating Impact: 9469 Funding Source: Half Cent Sales Tax FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 292 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9470 Project Name: Grand Canal Multi-use Pathway Project Description: Construct a multi-use pathway from Bethany Home Road at 91st Avenue along Grand Avenue to New River. Project Costs: FY05-06: $51,148 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax $0 FY 06-07: $736,788 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $32,130 $33,094 $34,087 $35,109 $191,992 9471 Funding Source: Half Cent Sales Tax *Airport Master Plan Update This project will help determine the effects on the airport in connection with all of the nearby development. FY05-06: $0 Carryover: $5,000 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 9472 Project Name: *Bike: Widen Bridge, Glen/New R Project Description: Bridge reconstruction and widening for bicycle and pedestrian access over New River on Glendale Avenue. Project Costs: FY05-06: $0 Carryover: $125,900 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9473 Funding Source: Half Cent Sales Tax Northern Pkwy L303 - Dysart Preliminary engineering and design, right-of-way acquisition, interim roadway construction on Northern Avenue to facilitate the flow of east-west traffic. FY05-06: $613,500 FY 06-07: $1,661,398 FY 07-08: $5,919,974 FY 08-09: $4,006,742 FY09-10: $0 FY 11-15: $0 $0 $20,000 $20,600 $21,218 $21,855 $119,510 *Project includes carryover funding ** New Project 293 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9474 Project Name: *Cardinal-Coyote - Ped Circulat Project Description: Pedestrian circulation facilities in the Cardinal/Coyote stadium and arena complex. Project Costs: Carryover: $520,000 Operating Impact: Funding Source: Half Cent Sales Tax FY05-06: $159,571 FY 06-07: $2,278,425 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $30,625 $31,544 $32,490 $177,669 Project Number: Project Name: *Replace Fencing - Airport Project Description: This project will replace the existing 4' fence with a new 6' security fence. Project Costs: 9475 Funding Source: Half Cent Sales Tax FY05-06: $0 Carryover: $8,049 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 9476 Project Name: *Runway Protection Zone LandPch Project Description: Purchase 36 acres of land for the runway protection zone. Project Costs: Carryover: $33,622 Operating Impact: Funding Source: Half Cent Sales Tax FY05-06: $250,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 57th / Skunk Creek Project Description: Construction of bridge on 57th Avenue over Skunk Creek. Project Costs: Carryover: $0 Operating Impact: 9477 Funding Source: Half Cent Sales Tax FY05-06: $228,000 FY 06-07: $2,729,173 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $638 $657 $677 $3,701 *Project includes carryover funding ** New Project 294 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9478 Project Name: *67th Ave.:Camelback to Grand Project Description: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters for 67th Avenue/Glendale Avenue and 67th Avenue/Camelback Road. The funding programmed in FY 2005/2006 is for construction. Project Costs: Carryover: $1,530,000 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $468,305 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $533 $1,600 $1,648 $1,697 $1,748 $9,561 9479 Funding Source: Half Cent Sales Tax *67th Ave.: Olive to Bell Intersection improvements including medians, turning lanes, bus pullouts and bus shelters lanes for four intersections on 67th Ave from Olive Avenue to Bell Road. Carryover: $343,259 Operating Impact: FY05-06: $1,741,874 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $957 $986 $1,015 $1,046 $5,719 Project Number: 9480 Project Name: *Catlin Court Alley (Match) Project Description: Project includes underground utilities, night safety street lighting, realigning and widening the existing path, landscaping, seating walls and niches, public art alcoves, alley entry/exit features, shared used etiquette and signage. Project Costs: FY05-06: $0 Carryover: $539,015 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $2,800,191 Operating Impact: Funding Source: Half Cent Sales Tax $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9481 Funding Source: Half Cent Sales Tax *L101/Maryland Overpass to P&R Construct an overpass with HOV connection to the park and ride lot. In July 2004 the City of Glendale entered into an Intergovernmental Agreement (IGA) with ADOT for final design of this overpass. FY05-06: $1,003,228 FY 06-07: $294,404 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 295 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9482 Project Name: 51st Ave/Bell Intersection Imp Project Description: Intersection improvements including medians, turning lanes, bus pullouts, and bus shelters at 51st Avenue and Bell Road. Project Costs: FY05-06: $20,450 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY 06-07: $291,361 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $250 $258 $265 $1,450 $0 9483 Funding Source: Half Cent Sales Tax *Bethany Home:59th-67th Safety Install lighting improvements and median island for bicyclist and pedestrian safety. Total construction cost is $528,000 with ADOT paying 94.3% or $498,000 of total construction cost. ADOT will oversee the project. FY05-06: $30,000 Carryover: $3,420 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $190 $196 $202 $208 $1,135 Project Number: 9484 Project Name: *Airport-Tower & Radio Upgrade Project Description: The radios in the tower are very old and outdated. The new radios will increase safety and reduce maintenance costs. Project Costs: FY05-06: $13,191 Carryover: $7,582 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $117,512 Operating Impact: Funding Source: Half Cent Sales Tax $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $1,000 $1,030 $1,061 $1,093 $5,975 9485 Funding Source: Half Cent Sales Tax *Signal Computerization Funding for this project provides for the installation of fiber optic cable & conduit to support the computerized signal system. This project will provide the match for a Congestion Mitigation Air Quality (CMAQ) grant project administered by ADOT. Project cost reflect Glendale's share. The Federal share of the cost is $894,000. FY05-06: $105,988 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 296 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9486 Project Name: *75th/83rd/Glendale - St. Imp. Project Description: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters at 75th Ave and Glendale Avenue and Camelback Road. Project also includes street widening along Glendale Ave from 75th to 83rd Ave. Project Costs: Carryover: $384,641 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $1,898,169 FY 06-07: $1,721,146 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $3,828 $3,943 $4,061 $4,183 $4,308 $23,560 9487 Funding Source: Half Cent Sales Tax *75th Ave/Bethany Home Intersection improvements including medians, turning lanes, bus pullouts and bus shelters at 75th Avenue and Bethany Home Road. Carryover: $7,140 Operating Impact: FY05-06: $440,554 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $250 $258 $265 $273 $1,494 Project Number: 9488 Project Name: *L101 North Park & Ride Lot Project Description: Acquisition of land in FY 2008-09 for Park-and-Ride lot near Loop 101 in north Glendale, and design and construct Park-&-Ride in Fiscal Year 2014. This project may have a IGA. Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $0 Carryover: $20,000 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $1,111,890 FY09-10: $0 FY 11-15: $3,866,954 $0 $0 $0 $11,000 $76,653 Project Number: Project Name: *Blunt End Safety Improvements Project Description: Mitigate blunt end structures with safety devices at dangerous locations. Project Costs: Carryover: $135,660 Operating Impact: 9489 Funding Source: Half Cent Sales Tax FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 297 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9490 Project Name: 43rd Ave Bethany Home-Peoria Project Description: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters for five intersections on 43rd Ave from Bethany Home Road to Peoria Avenue. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $1,163,605 FY 06-07: $1,707,795 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $2,213 $2,279 $2,348 $2,418 $13,224 9491 Funding Source: Half Cent Sales Tax 59th Ave/Bethany Hme Intersect Intersection improvements including medians, turning lanes, bus pullouts and bus shelters at 59th Avenue and Bethany Home Road. FY05-06: $20,450 Carryover: $0 Operating Impact: $0 FY 06-07: $343,765 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $500 $515 $530 $546 $2,988 Project Number: 9493 Project Name: Transit Center Project Description: Design and acquire land for transit center in the downtown area to support bus transfers, future light rail center and provide multi-modal facility. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax $0 FY 06-07: $2,685,000 FY 07-08: $0 FY 08-09: $673,229 FY09-10: $2,141,610 FY 11-15: $3,796,390 $0 $0 $0 $0 $50,000 9494 Funding Source: Half Cent Sales Tax Northern Pkwy Dysart - L101 Preliminary engineering and design, right-of-way acquisition, interim roadway construction on Northern Avenue to facilitate the flow of east-west traffic. FY05-06: $613,500 FY 06-07: $321,730 FY 07-08: $224,550 FY 08-09: $111,189 FY09-10: $114,525 FY 11-15: $626,266 $0 $20,600 $21,218 $21,855 $22,510 $123,095 *Project includes carryover funding ** New Project 298 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9495 Project Name: 63rd Ave @ Loop101-Bike Bridge Project Description: Construct an overpass at the Loop 101 near 63rd Avenue for safe bicycle and pedestrian crossing over Loop 101. The city is pursuing Transportatation Enhancement funds through ADOT as well as Congestion Mitigation Air Quality (CMAQ) funds for this project. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $261,760 FY 06-07: $3,053,006 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $3,828 $3,943 $4,061 $22,208 9496 Funding Source: Half Cent Sales Tax *Airport - Security Upgrade The FAA has recently made security the highest funding priority. The airport operations will need to upgrade airport security using available technology to accomodate increased operations and the arrival of larger aircraft. FY05-06: $76,199 Carryover: $52,551 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 9497 Project Name: *Airport - Eastside Access Road Project Description: Construct street improvements along the eastside of the Glendale Airport. This will provide auto access to eastside business park. Project Costs: Carryover: $113,751 Operating Impact: Funding Source: Half Cent Sales Tax FY05-06: $613,500 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $5,562 $5,729 $5,901 $6,078 $6,260 $34,233 Project Number: Project Name: 75th Ave.:D. Valley-Hillcrest Project Description: Street widening and construction of median, curbs, gutters and sidewalk. Project Costs: Carryover: $0 Operating Impact: 9498 Funding Source: Half Cent Sales Tax FY05-06: $30,675 $0 FY 06-07: $429,706 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $3,000 $3,090 $3,183 $17,404 *Project includes carryover funding ** New Project 299 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: 9499 Project Name: New River - Multi-use Pathway Project Description: Construct a multi-use pathway along New River from Missouri Avenue to Northern Avenue. The City of Glendale will pursue a Congestion Mitigation Air Quality (CMAQ) grant in FY 2009. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $222,905 FY 06-07: $2,606,531 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $35,258 $36,316 $37,405 $204,547 T085 Funding Source: Half Cent Sales Tax Airport-Runway/Taxiway Asph. FAA/ADOT grants will be available in the amount of $497,830. Transportation half cent sales tax funds (Fund 33) will provide the match amount of $26,201. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $26,201 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: T094 Project Name: Old Roma Alley Ped Project Project Description: This project will improve the alley between 57th Drive and 58th Avenue, from Glendale Avenue to Glenn Drive. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax $0 FY 06-07: $226,982 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $15,000 $15,450 $15,914 $87,022 T096 Funding Source: Half Cent Sales Tax Downtown Park-and-Ride Design and construct a Park-and-Ride lot to serve the Light Rail Transit system. This project includes land acquisition and paving for the parking area (in conjunction with the Light Rail Transit system). This project may have a future IGA. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $7,300,191 $0 $0 $0 $0 $33,000 *Project includes carryover funding ** New Project 300 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Construct (33) Category: Transportation Project Number: T097 Project Name: Expanded Safety Program Project Description: Provide traffic safety improvements to reduce accidents at high-incident locations. This project may have a future IGA. Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $85,615 FY09-10: $229,049 FY 11-15: $1,252,535 $0 $0 $0 $0 $0 Project Number: Project Name: LRT St. Related Improvements Project Description: Street related improvements to accommodate light rail transit facility. Project Costs: T099 Funding Source: Half Cent Sales Tax FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $6,541,597 $0 $0 $0 $0 $12,000 Project Number: T108 Project Name: **Glendale Sports Facilities Project Description: Purchase and installation of variable message signs around the Glendale Sports Facilities. Project Costs: Funding Source: Half Cent Sales Tax FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $2,454,000 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $1,000 $1,030 $1,061 $5,801 Project Number: Project Name: Loop 101 North Park & Ride Project Description: Acquisition of land for Park-and-Ride lot near Loop 101. Project Costs: Carryover: $0 Operating Impact: T301 Funding Source: Half Cent Sales Tax FY05-06: $0 $0 FY 06-07: $3,000,000 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 301 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Grants (24) Category: Other Project Name: FY 05-06: 8073 *Light Rail Transit System $153,000 $0 $0 $0 $0 $278,318,670 8074 *Bus Stops and Shelters (Grants $56,253 $0 $0 $0 $0 $0 8075 *Buses/Vans (Grant) $54,558 $0 $0 $0 $0 $0 8077 *Loop 101/Maryland P&R Lot $7,452,350 $0 $0 $0 $0 $0 8078 *L101/Maryland Overpass $5,373,610 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 9390 **Grant Match Funds - Capital $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 T073 **Old Roma Alley Ped Project $0 $801,982 $0 $0 $0 $0 Total Transportation Grants Projects: $15,389,771 $2,801,982 $2,000,000 $2,000,000 $2,000,000 $288,318,670 8092 *LTAFII FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 302 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: Transportation Grants (24) Category: Other Project Number: 8073 Project Name: *Light Rail Transit System Project Description: Planning studies, design and construction of light rail facility to be located on an alignment to be determined from 43rd Avenue to downtown. Federal and regional grants will fund 60% of the project. This project may have a future IGA. Project Costs: FY05-06: $0 Carryover: $153,000 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Grants $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $278,318,670 $0 $0 $0 $0 $0 8074 Funding Source: Grants *Bus Stops and Shelters (Grants Bus shelters, with shade and seating, will be provided where bus transfers occur and at other highdemand locations. Benches will be provided at other bus stops as warranted. FY05-06: $0 Carryover: $56,253 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 8075 Project Name: *Buses/Vans (Grant) Project Description: Additional buses will be needed to replace worn out buses and new buses added to expand Dial-ARide and circulator service to include weekend, evening, and more frequent service. Project Costs: FY05-06: $0 Carryover: $54,558 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $3,025,475 Operating Impact: Funding Source: Grants $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8077 Funding Source: Grants *Loop 101/Maryland P&R Lot Construct a Park-and-Ride lot near Loop 101 and Maryland Avenue. This project includes paving for the parking area. An FTA grant for the amount of $2,819,236 is available in FY 2006. This project may have a future IGA. FY05-06: $4,426,875 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 303 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Transportation Grants (24) Category: Other Project Number: 8078 Project Name: *L101/Maryland Overpass Project Description: Construct an overpass with HOV connection to the park and ride lot. In July 2004 the City of Glendale entered into an Intergovernmental Agreement (IGA) with ADOT for final design of this overpass. Project Costs: Carryover: $1,887,989 Funding Source: Grants FY05-06: $3,485,621 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: 8092 Funding Source: Grants *LTAFII LTAFII program funds are derived from Powerball lottery revenues and provide for additional public transportation funding in Arizona if revenues from Powerball sales meet a preset threshold. Funds are available only in years when revenues from Powerball sales attain the limit set in the legislation. The funds will allow the Transit Division to purchase two vehicles. FY05-06: $0 Carryover: $300,000 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 9390 Project Name: **Grant Match Funds - Capital Project Description: This represents a reserve appropriation for unanticipated grant opportunities that may arise during the fiscal year. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Grants FY05-06: $2,000,000 FY 06-07: $2,000,000 FY 07-08: $2,000,000 FY 08-09: $2,000,000 FY09-10: $2,000,000 FY 11-15: $10,000,000 $0 $0 $0 $0 $0 $0 T073 Funding Source: Grants **Old Roma Alley Ped Project Design and construct alley improvements between 57th Drive and 58th Avenue, from Glendale Avenue to Glenn Drive. FY05-06: $0 $0 FY 06-07: $801,982 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 304 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Roadway Imp (94) Project Name: Category: DIF FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 8040 *83rd Ave/Union Hills Bridge $40,648 $0 $0 $0 $0 $0 8992 *Dev. Agree. - Mjr. Arterials $877,448 $300,000 $300,000 $300,000 $300,000 $1,000,000 $1,219,607 $300,000 $300,000 $300,000 $300,000 $1,000,000 $842,093 $313,800 $313,800 $313,800 $0 $627,600 $2,564,508 $0 $0 $0 $0 $0 $393,920 $448,533 $0 $0 $0 $0 9585 *Construction Vehicle w Bkt Arm $70,000 $0 $0 $0 $0 $0 9586 *DIF Update $22,300 $0 $0 $0 $0 $0 9587 *Traffic Signal Shop Expansion $225,000 $0 $0 $0 $0 $0 9588 **Bethany Hm Rd - 91st-83rd $275,000 $1,309,500 $275,000 $0 $0 $0 $6,530,524 $2,671,833 $1,188,800 $913,800 $600,000 $2,627,600 8993 *Dev. Agree. - Arterials 8994 *Dev. Agree. - Signals 9566 *59th Ave-Melinda to Pinncle Pk 9567 Missouri Ave: 91st to 95th Ave Total DIF-Roadway Imp Projects: *Project includes carryover funding ** New Project 305 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Roadway Imp (94) Category: DIF Project Number: 8040 Project Name: *83rd Ave/Union Hills Bridge Project Description: Design and construction of a four lane bridge on 83rd Ave. south of Union Hills. Project also includes widening Union Hills Drive between 83rd Ave. and the Loop 101 Freeway. Project Costs: FY05-06: $0 Carryover: $40,648 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Development Impact Fees FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 8992 Funding Source: Development Impact Fees *Dev. Agree. - Mjr. Arterials Matching funds for developmental agreements for 5 to 6 lane streets as designated in the transportation plan. Carryover: $577,448 Operating Impact: FY05-06: $300,000 FY 06-07: $300,000 FY 07-08: $300,000 FY 08-09: $300,000 FY09-10: $300,000 FY 11-15: $1,000,000 $0 $0 $0 $0 $0 $0 Project Number: 8993 Project Name: *Dev. Agree. - Arterials Project Description: Matching funds for developmental agreements for 4 to 5 lane streets as designated in the Transportation Plan. Project Costs: Carryover: $919,607 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $528,293 Operating Impact: Funding Source: Development Impact Fees FY05-06: $300,000 FY 06-07: $300,000 FY 07-08: $300,000 FY 08-09: $300,000 FY09-10: $300,000 FY 11-15: $1,000,000 $0 $0 $0 $0 $0 $0 8994 Funding Source: Development Impact Fees *Dev. Agree. - Signals This project provides for the installation of traffic signals at various locations throughout the city due to the population growth and street congestion. FY05-06: $313,800 FY 06-07: $313,800 FY 07-08: $313,800 FY 08-09: $313,800 FY09-10: $0 FY 11-15: $627,600 $15,000 $77,000 $61,000 $77,000 $0 $205,000 *Project includes carryover funding ** New Project 306 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Roadway Imp (94) Category: DIF Project Number: 9566 Project Name: *59th Ave-Melinda to Pinncle Pk Project Description: Widen to four lanes with center turn lane. Project Costs: FY05-06: $0 Carryover: $2,564,508 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Development Impact Fees $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9567 Funding Source: Development Impact Fees Missouri Ave: 91st to 95th Ave Acquisition of necessary right of way and 1/2 street improvements, including an adjacent frontage road, upon development of south half of Missouri Ave. Carryover: $0 Operating Impact: FY05-06: $393,920 FY 06-07: $448,533 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $8,000 $8,240 $8,487 $46,411 Project Number: 9585 Project Name: *Construction Vehicle w Bkt Arm Project Description: The installation of video cameras and detection components associated with the City's Intelligent Transportation System work best at mounting heights greater than 50 feet. This request is for the purchase a bucket truck with an adequate working height. Project Costs: FY05-06: $0 Carryover: $70,000 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $22,300 Operating Impact: Funding Source: Development Impact Fees $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9586 Funding Source: Development Impact Fees *DIF Update One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 307 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Roadway Imp (94) Category: DIF Project Number: 9587 Project Name: *Traffic Signal Shop Expansion Project Description: Funding will be used to purchase work stations, cabinets and equipment needed to make the new office location suitable for the traffic signal divisions needs. Project Costs: Carryover: $100,000 Operating Impact: Funding Source: Development Impact Fees FY05-06: $125,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: **Bethany Hm Rd - 91st-83rd Project Description: Construct the north side of Bethany Home Road as the property developes. Project Costs: Carryover: $0 Operating Impact: 9588 Funding Source: Development Impact Fees FY05-06: $275,000 FY 06-07: $1,309,500 FY 07-08: $275,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $5,480 $5,644 $5,814 $31,792 *Project includes carryover funding ** New Project 308 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Street Construction (31) Category: 6% Project Name: FY 05-06: 8042 *Traffic Signal Computerization $395,144 $0 $0 $0 $0 $0 8053 *Intersection Safety Imp's $465,514 $0 $0 $413,800 $0 $4,241,450 8054 *Petition Lighting Program $392,188 $158,700 $0 $158,700 $0 $529,000 8558 *Street Scallop $601,012 $0 $0 $0 $0 $0 $1,494,229 $1,333,822 $378,266 $260,514 $260,514 $1,522,862 $512,449 $0 $0 $0 $0 $0 9431 *Pathway/ACDC @ Marshall Elem. $34,844 $0 $0 $0 $0 $0 9432 *Pathway/ACDC @ T-bird Paseo P $302,381 $0 $0 $0 $0 $0 9434 *S. Bethany Traffic Interchange $238,294 $170,000 $0 $0 $0 $0 9574 *Downtown Entertainment Distrct $193,786 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,092,000 $1,518,391 $0 $0 $1,117,693 $6,149,441 $4,078,882 $301,280 $0 $0 $0 $0 $0 $6,449,512 $1,662,522 $378,266 $1,950,707 $6,409,955 $12,464,194 8559 *Street Beautification 8990 *Grand Ave. Beautification 9575 Multi-Cultural District 9579 *Downtown Urban Design Plan 9580 51st Ave/ACDC - Bike Match Total Street Construction Projects: FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 309 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: Street Construction (31) Category: 6% Project Number: 8042 Project Name: *Traffic Signal Computerization Project Description: This project provides for the installation of hardware and software to complete the computerized signal system throughout Glendale. This project will also provide fiber optic backbone. Project Costs: FY05-06: $0 Carryover: $395,144 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8053 Funding Source: General Obligation Bonds *Intersection Safety Imp's This project provides funding for major intersection improvements throughout the city. Improvements include right turn lanes, bus bays, street widening, undergrounding utilities and medians. FY05-06: $0 Carryover: $465,514 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $413,800 FY09-10: $0 FY 11-15: $4,241,450 $0 $0 $0 $0 $0 Project Number: 8054 Project Name: *Petition Lighting Program Project Description: This project installs additional street lighting in areas that have been determined to be inadequate. Project Costs: FY05-06: $0 Carryover: $392,188 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $601,012 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $158,700 FY 07-08: $0 FY 08-09: $158,700 FY09-10: $0 FY 11-15: $529,000 $9,000 $12,600 $14,600 $16,600 $79,197 8558 Funding Source: General Obligation Bonds *Street Scallop A planned program to widen collector streets to City standards in areas where sections remain unimproved. Includes curb, gutter, sidewalk, landscaping, streetlighting and utility underground conversion. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 310 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Street Construction (31) Category: 6% Project Number: 8559 Project Name: *Street Beautification Project Description: Installation of streetscape and aesthetic improvements along various streets throughout the City in accordance with the Arterial Street Landscape Program. Project Costs: Carryover: $832,810 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds FY05-06: $661,419 FY 06-07: $1,333,822 FY 07-08: $378,266 FY 08-09: $260,514 FY09-10: $260,514 FY 11-15: $1,522,862 $0 $29,624 $30,513 $31,428 $32,371 $177,018 8990 Funding Source: General Obligation Bonds *Grand Ave. Beautification Beautification of Grand Avenue in accordance with the 2001 Grand Avenue Image Improvement Study. Supplemental Grand Avenue improvement funding and projects in the GO Transportation Fund. FY05-06: $0 Carryover: $512,449 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 9431 Project Name: *Pathway/ACDC @ Marshall Elem. Project Description: Construction of a multi-use pathway across the ACDC. Design costs are covered under separate grant. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $34,844 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: Project Name: *Pathway/ACDC @ T-bird Paseo Pa Project Description: Design and construction of a multi-use pathway across the ACDC. Project Costs: Carryover: $302,381 Operating Impact: 9432 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 311 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Street Construction (31) Category: 6% Project Number: 9434 Project Name: *S. Bethany Traffic Interchange Project Description: Matching funds for the construction of the south half of Bethany Home Road and Loop 101 traffic interchange. Project Costs: Carryover: $73,294 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $165,000 FY 06-07: $170,000 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: *Downtown Entertainment Distrct Project Description: Promote development of a downtown entertainment district in the area of the Sugar Beet Factory. Project Costs: 9574 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $193,786 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 9575 Project Name: Multi-Cultural District Project Description: Emphasize and enhance the neighborhood feel and cultural heritage within the Heart of Glendale and attract authentic restaurants and shops in the immediate area (area encompasses 51st to 57th, Glendale to Grand). Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $1,518,391 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $2,092,000 $0 $0 $0 $0 $200,000 9579 Funding Source: General Obligation Bonds *Downtown Urban Design Plan Design & implement a master downtown design plan for the Downtown Plaza including a parking garage, an enhanced walking loop around Old Towne connecting Catlin Court and the Civic Center, streetscape improvements and outdoor seating areas. Promote redevelopment consistent with the City Center Master Plan. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $1,117,693 FY09-10: $6,149,441 FY 11-15: $4,078,882 $0 $0 $0 $46,000 $251,547 *Project includes carryover funding ** New Project 312 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Street Construction (31) Category: 6% Project Number: 9580 Project Name: 51st Ave/ACDC - Bike Match Project Description: This project constructs a bicycle underpass across 51st Avenue and Cactus Road at the Arizona Canal. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $301,280 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 313 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: HURF Bonds (61) Project Name: 8813 67th Ave Peoria to ACDC (ST) Category: Revenue FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $0 $183,485 $2,294,844 $52,396 $0 $0 8817 *Bethany Home 75th to 83rd (ST) $3,634,448 $0 $0 $0 $0 $0 8820 *Bethany Home-91st to 99th (ST) $6,505,349 $0 $0 $0 $0 $0 9257 *91st Ave., Camelback-Maryland $2,974,049 $0 $0 $0 $0 $0 $292,457 $0 $0 $0 $0 $0 $1,272,992 $0 $0 $0 $0 $0 $154,493 $0 $0 $0 $0 $0 $63,445 $0 $0 $0 $0 $0 $3,802,001 $0 $0 $0 $0 $0 9571 75th Ave-Camelback to Glendale $0 $0 $0 $0 $0 $2,121,500 9576 Camelback Imp's-67th to 99th $0 $0 $0 $0 $0 $3,148,000 9577 83rd Ave-Glendale to Northern $0 $0 $0 $261,538 $2,478,462 $0 9578 99th, Camelback-Northern $0 $0 $0 $469,575 $3,948,125 $0 9616 Glendale Ave-67th to Litchfeld $0 $0 $0 $0 $0 $5,262,500 $1,813,664 $0 $0 $0 $0 $0 $20,512,898 $183,485 $2,294,844 $783,509 $6,426,587 $10,532,000 9546 *Signal Computerization 9554 *59th Ave Olive-Mt.View (ST) 9557 *67th Ave. Paving - Isabell 9564 *67th Ave.- ACDC to Bell Road 9568 *67th Ave-Camelback to Grand 9627 *Sound Walls Total HURF Bonds Projects: *Project includes carryover funding ** New Project 314 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: HURF Bonds (61) Category: Revenue Project Number: 8813 Project Name: 67th Ave Peoria to ACDC (ST) Project Description: Widen 67th Avenue to four lanes with a continuous left turn lane. Project will include curb, gutter, sidewalk, street lighting, underground utility conversion and landscaping. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: HURF Bonds $0 FY 06-07: $183,485 FY 07-08: $2,294,844 FY 08-09: $52,396 FY09-10: $0 FY 11-15: $0 $0 $0 $7,000 $7,210 $39,427 8817 Funding Source: HURF Bonds *Bethany Home 75th to 83rd (ST) Construct street improvements including new bridge over the Grand Canal between 75th and 83rd Avenues. Carryover: $885,648 Operating Impact: FY05-06: $2,748,800 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $3,625 $3,734 $3,846 $3,961 $21,661 Project Number: 8820 Project Name: *Bethany Home-91st to 99th (ST) Project Description: Purchase ROW for Bethany Home Road between 91st and 99th Avenue and the Maryland Avenue overpass from 95th to 99th Avenue. Project Costs: Carryover: $1,850,099 Operating Impact: Funding Source: HURF Bonds FY05-06: $4,655,250 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $7,962 $8,201 $8,447 $8,700 $47,576 Project Number: Project Name: *91st Ave., Camelback-Maryland Project Description: Construct street widening on 91st Avenue from Camelback to Maryland. Project Costs: Carryover: $207,549 Operating Impact: 9257 Funding Source: HURF Bonds FY05-06: $2,766,500 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $4,000 $4,120 $4,244 $4,371 $23,901 *Project includes carryover funding ** New Project 315 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: HURF Bonds (61) Category: Revenue Project Number: 9546 Project Name: *Signal Computerization Project Description: This project provides for the installation of hardware and software to complete the computerized signal system throughout Glendale. Project Costs: FY05-06: $0 Carryover: $292,457 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: HURF Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9554 Funding Source: HURF Bonds *59th Ave Olive-Mt.View (ST) Construct street improvements on 59th Avenue between Olive and Mountain View Road. Construction to be partially funded with federal funds ($917,500). Carryover: $153,192 Operating Impact: FY05-06: $1,119,800 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $4,500 $4,635 $4,774 $26,107 Project Number: 9557 Project Name: *67th Ave. Paving - Isabell Project Description: Construct street improvements in 67th Avenue between Pinnacle Peak to Isabell. Repayment is needed to Transportation Program for accelerated funding. Project Costs: Funding Source: HURF Bonds FY05-06: $0 Carryover: $154,493 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: Project Name: *67th Ave.- ACDC to Bell Road Project Description: The widening of the road to include frontage roads. Project Costs: Carryover: $63,445 Operating Impact: 9564 Funding Source: HURF Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 316 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: HURF Bonds (61) Category: Revenue Project Number: 9568 Project Name: *67th Ave-Camelback to Grand Project Description: Construct street improvements on 67th Avenue from Camelback to Grand Ave. The Transportation Sales Tax will fund design and construction of 67th Ave at Camelback & Glendale Ave. Project Costs: Carryover: $2,621,501 Operating Impact: Funding Source: HURF Bonds FY05-06: $1,180,500 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $9,000 $9,270 $9,549 $9,835 $53,779 Project Number: Project Name: 75th Ave-Camelback to Glendale Project Description: Construct street improvements on 75th Avenue from Camelback to Glendale. Project Costs: 9571 Funding Source: HURF Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $2,121,500 $0 $0 $0 $0 $0 Project Number: 9576 Project Name: Camelback Imp's-67th to 99th Project Description: Complete street improvements. Project Costs: Funding Source: HURF Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $3,148,000 $0 $0 $0 $0 $0 Project Number: Project Name: 83rd Ave-Glendale to Northern Project Description: Complete street improvements on 83rd Ave from Glendale to Northern. Project Costs: Carryover: $0 Operating Impact: 9577 Funding Source: HURF Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $261,538 FY09-10: $2,478,462 FY 11-15: $0 $0 $0 $0 $5,000 $27,342 *Project includes carryover funding ** New Project 317 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: HURF Bonds (61) Category: Revenue Project Number: 9578 Project Name: 99th, Camelback-Northern Project Description: Complete street improvements on 99th Avenue from Camelback to Northern. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: HURF Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $469,575 FY09-10: $3,948,125 FY 11-15: $0 $0 $0 $0 $0 $61,246 9616 Funding Source: HURF Bonds Glendale Ave-67th to Litchfeld Complete street improvements in Glendale Avenue - 67th to Litchfield Park Road. Improvements include construction of curb, gutter, sidewalk and appurtenances. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $5,262,500 $0 $0 $0 $0 $0 Project Number: 9627 Project Name: *Sound Walls Project Description: Construct a noise wall along Loop 101 between 75th and 51st Avenues. Project Costs: Carryover: $1,275,664 Operating Impact: Funding Source: HURF Bonds FY05-06: $538,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 318 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Street Fund (12) Category: Revenue Project Name: FY 05-06: 8079 *Street Maintenance Equipment $293,750 $0 $225,000 $0 $0 $0 $85,000 $155,000 $53,000 $0 $0 $0 $0 $173,000 $0 $0 $0 $0 $378,750 $328,000 $278,000 $0 $0 $0 8208 Right of Way Maintenance Equip T051 **Additional Street Maint. Crew Total Street Fund Projects: FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 319 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: Street Fund (12) Category: Revenue Project Number: 8079 Project Name: *Street Maintenance Equipment Project Description: Replace two pieces of equipment that are not in the vehicle replacement program. Project Costs: Carryover: $180,000 Operating Impact: Funding Source: Highway User Revenue Fund FY05-06: $113,750 FY 06-07: $0 FY 07-08: $225,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $11,375 $11,830 $34,803 $36,195 $37,643 $219,957 Project Number: Project Name: Right of Way Maintenance Equip Project Description: Replace three pieces of equipment that are not in the vehicle replacement program. Project Costs: 8208 Carryover: $0 Operating Impact: Funding Source: Highway User Revenue Fund FY05-06: $85,000 FY 06-07: $155,000 FY 07-08: $53,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $8,500 $24,340 $30,614 $31,838 $33,111 $186,494 Project Number: T051 Project Name: **Additional Street Maint. Crew Project Description: One additional street maintenance crew will need to be added in FY07 to maintain current service levels due to growth. Street maintenance crews repair, sweep, inspect and perform preventative maintenance on all city streets. Project Costs: Carryover: $0 Operating Impact: Funding Source: Highway User Revenue Fund FY05-06: $0 $0 FY 06-07: $173,000 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $130,560 $136,276 $142,119 $148,092 $815,902 *Project includes carryover funding ** New Project 320 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Open Space and Trails OPEN SPACE AND TRAILS This category will enable the city to acquire land for the preservation of open space and to construct multi-use trails and linear parks. FY 2005-06 includes carryover funds for the continuation of Phase II of Thunderbird Paseo improvements, which includes additional turf. Funding for the development of the Grand Canal Linear / Regional Development is scheduled for FY 2008-09. Future proposals include a citywide trail system that will link parks and existing trails, as well land acquisition and development of open space and boulevards in the city center. Above: Grand Canal Linear Park at 83rd Ave & Bethany Homes Rd. Above: Ramadas, picnic tables, barbeques and about 20 miles of multiuse hiking trails are available at Thunderbird Park on 59th Ave between Dear Valley Rd and Pinnacle Peak Rd. 321 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Open Space/Trails (35) Category: 20% Project Name: FY 05-06: 8521 *Thunderbird Paseo Improvements $833,765 $0 $0 $0 $0 $2,490,896 8523 *Skunk Creek Linear Park $135,323 $0 $0 $0 $0 $0 8524 *Grand Canal Linear/Reg. Dev. $522,517 $0 $0 $1,230,411 $892,720 $4,929,466 $0 $0 $0 $0 $0 $2,044,563 $8,291 $0 $0 $0 $0 $21,024,760 $21,043 $0 $0 $0 $0 $13,048,678 T160 Equestrian Bridge $0 $0 $0 $0 $107,280 $0 T161 **WARP - Trail System $0 $0 $0 $0 $0 $3,192,500 $1,520,939 $0 $0 $1,230,411 $1,000,000 $46,730,863 8962 West Valley Multi-Modal Corrid 9605 *City-Wide Trails System 9609 *Downtown Greenbelt Total Open Space/Trails Projects: FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 322 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: Open Space/Trails (35) Category: 20% Project Number: 8521 Project Name: *Thunderbird Paseo Improvements Project Description: Phase II Thunderbird Paseo Improvements. Project Costs: FY05-06: $0 Carryover: $833,765 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $2,490,896 $0 $0 $0 $0 $472,162 8523 Funding Source: General Obligation Bonds *Skunk Creek Linear Park Construction of multi-use and equestrian trails system, which will connect anchor parks along the creek. The project includes 3-1/2 miles of trails, landscaping and rest stations. FY05-06: $0 Carryover: $135,323 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 8524 Project Name: *Grand Canal Linear/Reg. Dev. Project Description: Design and development of the Bethany Home Outfall Channel Grand Canal Linear Park (Reach C 75th Avenue to 83rd Avenue). Project Costs: FY05-06: $0 Carryover: $522,517 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $1,230,411 FY09-10: $892,720 FY 11-15: $4,929,466 $0 $0 $0 $104,550 $571,722 8962 Funding Source: General Obligation Bonds West Valley Multi-Modal Corrid Multi-Modal trail system along New River and Agua Fria River Corridor as per the M.A.G. West Valley Rivers Trails Plan. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $2,044,563 $0 $0 $0 $0 $107,038 *Project includes carryover funding ** New Project 323 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Open Space/Trails (35) Category: 20% Project Number: 9605 Project Name: *City-Wide Trails System Project Description: Implementation of master plan recommendations for open space acquisition, trailhead land purchases, pedestrian, bicycle and equestrian paths and trails and connectivity between areas of interest city-wide. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $8,291 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $21,024,760 $0 $0 $0 $0 $615,400 $0 Project Number: Project Name: *Downtown Greenbelt Project Description: Land acquisition and development of open space and boulevards in city center. Project Costs: 9609 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $21,043 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $13,048,678 $0 $0 $0 $0 $904,164 $0 Project Number: T160 Project Name: Equestrian Bridge Project Description: Equestrian Bridge to cross AZ Canal @ Sunnyside and 51st Drive linking equestrian neighborhood to T-Bird Paseo & Sun Circle Trail. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $107,280 FY 11-15: $0 $0 $0 $0 $4,368 $23,883 $0 T161 Funding Source: General Obligation Bonds **WARP - Trail System Develop and enhance trail system in the Western Area Regional Park to provide connectivity to Grand Canal Linear Park Trail. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $3,192,500 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 324 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Citywide Open Space (86) Project Name: Category: DIF FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 9024 *DIF Update $1,900 $0 $0 $0 $0 $0 Total DIF-Citywide Open Space Projects: $1,900 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 325 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Citywide Open Space (86) Category: DIF Project Number: 9024 Project Name: *DIF Update Project Description: One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. Project Costs: Carryover: $1,900 Operating Impact: Funding Source: Development Impact Fees FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 326 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Parks PARKS Park projects are traditionally funded by a combination of Park G.O. Bonds and Development Impact Fees (DIF). Park land acquisitions, renovations and enhancements to existing facilities will continue to be a major CIP priority during the next ten years. Carryover funds will complete construction of the Foothills Recreation & Aquatic center; the renovation of Rose Lane Pool to an aquatic center; improvements to Thunderbird Park; and improvements to Murphy Park to enhance the city image and increase special events capacity. Projects scheduled for FY 2005-06, include completion of infrastructure of Phase 1 of the Western Area Regional Park and the installation of lighted ball field lights at Copper Canyon High School and Raymond Kellis High School in exchange for use of facilities for sports programs. In FY 2005-06 DIF will complete the development of a 40-acre soccer field complex and community park at 71st & Orangewood Park; and the continued development of a joint city/school park site with Pendergast Unified School District; as well as finance enhancements and renovations to neighborhood and community parks, defined as follows: DIF Parks – Citywide (CW): Funds are eligible for use citywide. DIF Parks – Zone 1: Funds are restricted to areas west of 75th Avenue, south of Greenway Road. DIF Parks – Zone 2: Funds are restricted to areas east of 75th Avenue and south of Greenway Road. DIF Parks – Zone 3: Funds are restricted to area north of Greenway Road. The following detail sheets provide specific information about all of the recreational projects included in the CIP. Above: Foothills Skate Court Plaza located at 57th Ave & Union Hills Dr. 327 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Park Bond Fund (36) Project Name: 8026 *Parks Redevelopment Category: 20% FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $2,459,903 $938,625 $0 $1,675,409 $0 $18,308,124 8028 71st & Orangewood Soccer Cmplx $0 $0 $0 $0 $0 $4,442,682 8030 Rose Lane Rec. Center Developm $0 $0 $0 $0 $0 $13,131,860 $14,676,354 $0 $0 $0 $0 $692,667 8503 *63rd & Northern Park Dev. $602,891 $0 $165,698 $1,022,654 $0 $788,125 8504 *Rose Lane Pool Restoration $4,033,151 $0 $0 $0 $0 $883,350 8505 *Murphy Park Improvements $566,035 $0 $0 $0 $0 $654,450 $0 $0 $0 $0 $0 $177,500 $887,368 $0 $0 $517,250 $0 $6,807,815 $0 $0 $0 $0 $0 $1,650,000 $344,756 $0 $0 $513,063 $0 $5,349,437 $22,332 $0 $0 $0 $0 $1,786,500 $0 $0 $0 $0 $0 $4,470,102 $211,472 $0 $0 $205,500 $0 $2,277,812 $1,306 $0 $0 $0 $0 $299,676 8532 Cardinal Pool Restoration $0 $0 $0 $0 $0 $273,930 8544 Apollo Pool Restoration $0 $0 $0 $253,823 $0 $0 8545 O'Neil Pool Restoration $0 $0 $0 $0 $0 $273,930 8550 Sahuaro Ranch Park Improv. $0 $0 $0 $3,178,500 $0 $1,602,400 8923 Indoor Multi-Sport/Aquatics $0 $0 $0 $0 $0 $25,778,025 8924 Outdoor Multi-Sport Complex $0 $0 $0 $0 $0 $17,215,000 8928 79th/Orangewood $0 $0 $0 $755,837 $0 $948,696 8931 *Park Development-63rd/Maryland $149,535 $0 $0 $0 $0 $0 8935 *Barnyard Additions $109,390 $0 $0 $317,902 $0 $0 $1,039,143 $0 $0 $0 $0 $2,593,251 8942 West Area Pool $0 $0 $0 $3,152,854 $0 $870,260 8943 Family Recreation Center- West $0 $0 $0 $0 $0 $15,120,000 8944 Zero Depth Aquatic Features $0 $0 $0 $0 $0 $1,375,500 $132,142 $0 $0 $0 $0 $0 8048 *Foothills Rec & Aquatics Ctr 8510 Manistee Ranch Development 8517 *Park Enhancements 8518 Land Acquisition 8519 *Facilities Renovation 8525 *Bonsall Park Improvements 8528 O'Neil Center Expansion 8530 *T'Bird Park Improvements 8531 *GCC Community Pool Rest. 8941 *Soccer Lights 8946 *Skating Park North 328 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Park Bond Fund (36) Project Name: 8947 Sahuaro Ranch Visitor Ctr. Category: 20% FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $0 $0 $156,450 $822,250 $0 $0 $5,872,859 $0 $0 $0 $6,096,625 $1,500,000 8949 Parks Maint. Bldg. - North $0 $0 $0 $0 $0 $1,311,404 8950 Parks Maint. Bldg. - West $0 $0 $0 $0 $0 $1,194,577 $250,727 $0 $0 $0 $0 $484,175 8999 63rd/Maryland $0 $0 $0 $0 $0 $830,998 9001 Outdoor Adventure Ctr. - West $0 $0 $0 $0 $0 $1,664,460 $500,000 $0 $0 $0 $0 $0 T170 Sierra Verde Prk Eff & Irr Pmp $0 $0 $0 $197,500 $0 $0 T171 **Adult Center Expansion $0 $0 $0 $0 $0 $1,603,961 T174 **Desert Valley Renovation $0 $0 $0 $0 $0 $364,300 $31,859,364 $938,625 $322,148 $12,612,542 $6,096,625 $136,724,967 8948 *Western Area Regional Park 8954 *Paseo Raquet Center Park 9137 **Park & Feature Fields Total Park Bond Fund Projects: *Project includes carryover funding ** New Project 329 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 8026 Project Name: *Parks Redevelopment Project Description: Parks Master Plan strategy to renovate five older parks per year over the next ten years. Renovations include ramadas, turf, irrigation, playgrounds, sport courts and ballfield, security lighting and landscaping. Project Costs: Carryover: $1,759,903 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $700,000 FY 06-07: $938,625 FY 07-08: $0 FY 08-09: $1,675,409 FY09-10: $0 FY 11-15: $18,308,124 $0 $43,370 $44,672 $46,011 $47,391 $259,157 Project Number: Project Name: 71st & Orangewood Soccer Cmplx Project Description: Development of a 40+ acre soccer field complex and community park. Project Costs: 8028 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $4,442,682 $0 $0 $0 $0 $2,758,628 Project Number: 8030 Project Name: Rose Lane Rec. Center Developm Project Description: Conversion of existing recreation building into a multi-purpose recreation center. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $13,131,860 $0 $0 $0 $0 $3,372,460 Project Number: Project Name: *Foothills Rec & Aquatics Ctr Project Description: Replacement of major equipment and the renovation of the pools and pool decking in FY 2015. Project Costs: 8048 Carryover: $14,676,354 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $0 $590,504 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $692,667 $1,866,744 $1,922,746 $1,980,428 $2,039,842 $11,154,690 *Project includes carryover funding ** New Project 330 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 8503 Project Name: *63rd & Northern Park Dev. Project Description: Community park includes playground, ramada, open turf area, parking, landscaping and meandering concrete path. Phase II includes parking expansion, looped concrete pathway, native grass, landscaping and low flow crossing. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $602,891 Operating Impact: $0 FY 06-07: $0 FY 07-08: $165,698 FY 08-09: $1,022,654 FY09-10: $0 FY 11-15: $788,125 $0 $0 $49,695 $98,373 $537,944 Project Number: Project Name: *Rose Lane Pool Restoration Project Description: Replastering of the pools and deck restoration in FY14. Project Costs: 8504 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $4,033,151 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $883,350 $0 $0 $0 $0 $0 Project Number: 8505 Project Name: *Murphy Park Improvements Project Description: Improvements to the park to enhance city image and increase special events capacity. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $566,035 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $654,450 $0 $0 $0 $0 $0 Project Number: Project Name: Manistee Ranch Development Project Description: Park development and enhancements. Project Costs: Carryover: $0 Operating Impact: 8510 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $177,500 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 331 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 8517 Project Name: *Park Enhancements Project Description: Construct park improvements at existing park sites. Project Costs: Carryover: $587,368 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds FY05-06: $300,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $517,250 FY09-10: $0 FY 11-15: $6,807,815 $0 $7,192 $7,409 $7,631 $7,860 $42,978 8518 Funding Source: General Obligation Bonds Land Acquisition Per the Parks and Recreation Master Plan and Trails and Open Space Master Plan, acquisition of parcels that are needed for parks in various locations of the city, including neighborhood parks and critical open space. FY05-06: $0 Carryover: $0 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,650,000 $0 $0 $0 $0 $0 $0 Project Number: 8519 Project Name: *Facilities Renovation Project Description: Restoration of existing sport courts, fields, parking, restrooms and park facilities. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $344,756 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $513,063 FY09-10: $0 FY 11-15: $5,349,437 $2,086 $2,148 $2,213 $2,279 $12,463 Project Number: Project Name: *Bonsall Park Improvements Project Description: Future funding for community park and lake renovation. Project Costs: Carryover: $22,332 Operating Impact: 8525 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,786,500 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 332 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 8528 Project Name: O'Neil Center Expansion Project Description: Renovate and expand existing neighborhood recreation center. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $4,470,102 $0 $0 $0 $0 $368,944 Project Number: Project Name: *T'Bird Park Improvements Project Description: Enhancement to conservation park per Thunderbird Regional Park Master Plan. Project Costs: 8530 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $211,472 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $205,500 FY09-10: $0 FY 11-15: $2,277,812 $0 $0 $6,709 $6,910 $415,599 Project Number: 8531 Project Name: *GCC Community Pool Rest. Project Description: Replastering of the pool & deck restoration in FY14. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $1,306 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $299,676 $0 $0 $0 $0 $0 Project Number: Project Name: Cardinal Pool Restoration Project Description: Replastering of the pool & deck restoration in FY13. Project Costs: Carryover: $0 Operating Impact: 8532 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $273,930 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 333 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 8544 Project Name: Apollo Pool Restoration Project Description: Replastering of the pool, deck restoration and the installation of fencing required by Maricopa County. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $253,823 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: O'Neil Pool Restoration Project Description: Replastering of the pool, deck restoration and installation of new fencing in FY13. Project Costs: 8545 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $273,930 $0 $0 $0 $0 $0 Project Number: 8550 Project Name: Sahuaro Ranch Park Improv. Project Description: Renovation of aging infrastructure and new amenities at this regional park. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $3,178,500 FY09-10: $0 FY 11-15: $1,602,400 $0 $0 $0 $13,068 $71,461 8923 Funding Source: General Obligation Bonds Indoor Multi-Sport/Aquatics This center is a Park Master Plan action strategy to provide sports complexes throughout the city. A multi-faceted recreation/aquatic center for the north/central portion of the city. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $25,778,025 $0 $0 $0 $0 $7,371,745 *Project includes carryover funding ** New Project 334 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 8924 Project Name: Outdoor Multi-Sport Complex Project Description: The 2002 Parks and Recreation Master Plan specifically recommends adventure centers that could provide outdoor recreation facilities for adventure sport enthusiasts. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $17,215,000 $0 $0 $0 $0 $5,083,695 8928 Funding Source: General Obligation Bonds 79th/Orangewood Develop a neighborhood/school joint use park to serve one mile radius as per GESD and Parks and Recreation Master Plan. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $755,837 FY09-10: $0 FY 11-15: $948,696 $0 $0 $510 $54,169 $296,209 Project Number: 8931 Project Name: *Park Development-63rd/Maryland Project Description: Development of 5 acre neighborhood park located adjacent to school: IGA with school district. Project Costs: FY05-06: $0 Carryover: $149,535 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $109,390 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8935 Funding Source: General Obligation Bonds *Barnyard Additions Completion of a farm implement building, tractor/vehicle maintenance shed and additonal restrooms in the Historical Area of Sahuaro Ranch Park. This facility will be used for housing museum collections and staging special events in the historical area. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $317,902 FY09-10: $0 FY 11-15: $0 $8,463 $8,705 $18,250 $18,786 $102,726 *Project includes carryover funding ** New Project 335 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 8941 Project Name: *Soccer Lights Project Description: Installation of baseball/softball/soccer lights. Project Costs: Carryover: $339,143 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $700,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $2,593,251 $0 $74,967 $77,216 $79,532 $81,918 $447,964 Project Number: Project Name: West Area Pool Project Description: Construction of a new aquatic center to accomodate new area growth in the western section of the city. Project Costs: 8942 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $3,152,854 FY09-10: $0 FY 11-15: $870,260 $0 $0 $0 $55,039 $1,194,301 Project Number: 8943 Project Name: Family Recreation Center- West Project Description: Multi-Generational Facility approximately 55,000 square feet to provide gymnasium multi-purpose rooms, activities and exercise centers. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $15,120,000 $0 $0 $0 $0 $2,696,459 Project Number: Project Name: Zero Depth Aquatic Features Project Description: Install aquatic features/splash pads at Sahuaro Ranch and O'Neil pools. Project Costs: Carryover: $0 Operating Impact: 8944 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,375,500 $0 $0 $0 $0 $456,940 *Project includes carryover funding ** New Project 336 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 8946 Project Name: *Skating Park North Project Description: Construction of in-line hockey court and a specialized facility for skateboards. Project Costs: FY05-06: $0 Carryover: $132,142 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8947 Funding Source: General Obligation Bonds Sahuaro Ranch Visitor Ctr. Construction of a 5,000 square foot visitor's center for Sahuaro Ranch Park and the historic site. Will house Sahuaro Ranch Foundation Glendale Historical Society and Park Ranger staff. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $156,450 FY 08-09: $822,250 FY09-10: $0 FY 11-15: $0 $0 $0 $225,564 $232,331 $1,280,470 Project Number: 8948 Project Name: *Western Area Regional Park Project Description: Development of an 88 acre regional park and municipal campus. Project Costs: Carryover: $2,072,859 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $3,800,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $6,096,625 FY 11-15: $1,500,000 $0 $0 $179,143 $184,517 $190,053 $1,039,286 Project Number: Project Name: Parks Maint. Bldg. - North Project Description: Construction of a parks maintenance building and vehicle/equipment yard. Project Costs: Carryover: $0 Operating Impact: 8949 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,311,404 $0 $0 $0 $0 $201,800 *Project includes carryover funding ** New Project 337 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 8950 Project Name: Parks Maint. Bldg. - West Project Description: Construction of a parks maintenance area at Western Area Regional Park. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,194,577 $0 $0 $0 $0 $231,849 8954 Funding Source: General Obligation Bonds *Paseo Raquet Center Park Seating and shade structures at Paseo ballfields and interior landscape evaluation and recommended improvements to Paseo Racquet Center and ballfield complex. FY05-06: $0 Carryover: $250,727 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $484,175 $0 $0 $0 $0 $0 Project Number: 8999 Project Name: 63rd/Maryland Project Description: Six-acre shared use park with Glendale Elementary School District at 63rd Avenue and Maryland. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $830,998 $0 $0 $0 $0 $150,035 9001 Funding Source: General Obligation Bonds Outdoor Adventure Ctr. - West Construction of outdoor adventure center to possibly include in-line skate, skate board, climbing wall and BMX track. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,664,460 $0 $0 $0 $0 $531,385 *Project includes carryover funding ** New Project 338 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Park Bond Fund (36) Category: 20% Project Number: 9137 Project Name: **Park & Feature Fields Project Description: Development of youth sports fields and turf parking. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $500,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $1,588,378 $1,636,028 $1,685,110 $1,735,664 $9,491,319 Project Number: Project Name: Sierra Verde Prk Eff & Irr Pmp Project Description: Pumphouse and operation to pump effluent water from retention lake to park for park irrigation. Project Costs: T170 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $197,500 FY09-10: $0 FY 11-15: $0 $0 $0 $22,825 $23,513 $128,578 Project Number: T171 Project Name: **Adult Center Expansion Project Description: Improvements to the interior space on the 2nd level of the Adult Center. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,603,961 $0 $0 $0 $0 $603,144 T174 Funding Source: General Obligation Bonds **Desert Valley Renovation Redevelop the 19 year old park to resolve current issues and reflect the needs that were expressed in neighborhood meetings. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $364,300 $0 $0 $0 $0 $113,512 *Project includes carryover funding ** New Project 339 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Citywide Parks (80) Category: DIF Project Name: FY 05-06: 8933 *Park Development-71st/Orange $488,806 $1,083,825 $0 $0 $0 $3,827,250 $1,900 $0 $0 $0 $0 $0 9008 *Bonsall Lake Expansion $116,643 $0 $0 $0 $0 $0 Total DIF-Citywide Parks Projects: $607,349 $1,083,825 $0 $0 $0 $3,827,250 8940 *DIF Update FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 340 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: DIF-Citywide Parks (80) Category: DIF Project Number: 8933 Project Name: *Park Development-71st/Orange Project Description: Development of 40+ acre soccer field complex and community park. Project Costs: FY05-06: $0 Carryover: $488,806 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Development Impact Fees $0 FY 06-07: $1,083,825 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $3,827,250 $112,240 $157,834 $162,568 $167,447 $915,665 8940 Funding Source: Development Impact Fees *DIF Update One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. FY05-06: $0 Carryover: $1,900 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 9008 Project Name: *Bonsall Lake Expansion Project Description: Expansion of Bonsall Lake to meet minimum requirements to be designated an Urban Fishing Lake and possible acquisition of property for enhanced park amenities. Project Costs: Carryover: $116,643 Operating Impact: Funding Source: Development Impact Fees FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 341 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Citywide Rec Fac's (81) Category: DIF Project Name: FY 05-06: 9591 *Soccer Field Complex $380,170 $0 $0 $0 $0 $0 $1,900 $0 $0 $0 $0 $0 $382,070 $0 $0 $0 $0 $0 9592 *DIF Update Total DIF-Citywide Rec Fac's Projects: FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 342 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: DIF-Citywide Rec Fac's (81) Category: DIF Project Number: 9591 Project Name: *Soccer Field Complex Project Description: Phase I of soccer complex and community park. Project Costs: FY05-06: $0 Carryover: $380,170 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $1,900 Operating Impact: Funding Source: Development Impact Fees $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9592 Funding Source: Development Impact Fees *DIF Update One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 343 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Park Dev Zone 1 (87) Category: DIF Project Name: FY 05-06: 8955 *87th Ave. - Missouri (Zone 1) $498,947 $0 $0 $0 $0 $0 $1,900 $0 $0 $0 $0 $0 $500,847 $0 $0 $0 $0 $0 9025 *DIF Update Total DIF-Park Dev Zone 1 Projects: FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 344 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 1 (87) Category: DIF Project Number: 8955 Project Name: *87th Ave. - Missouri (Zone 1) Project Description: Development of a 10-acre joint city/school park site with Pendergast Unified School District. Project Costs: Carryover: $277,747 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $1,900 Operating Impact: Funding Source: Development Impact Fees FY05-06: $221,200 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $45,557 $46,923 $48,332 $49,781 $272,225 9025 Funding Source: Development Impact Fees *DIF Update One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 345 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Park Dev Zone 2 (88) Category: DIF Project Name: FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 8919 *Park Improvements/Enhance $655,672 $116,800 $116,800 $116,800 $116,800 $306,099 8932 *63rd - Butler Park Dvlpt. (Z2) $742,242 $187,328 $0 $0 $0 $0 $0 $0 $0 $0 $0 $976,727 $1,900 $0 $0 $0 $0 $0 $1,399,814 $304,128 $116,800 $116,800 $116,800 $1,282,826 8952 69th Ave. - Diana (Zone 2) 9026 *DIF Update Total DIF-Park Dev Zone 2 Projects: *Project includes carryover funding ** New Project 346 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 2 (88) Category: DIF Project Number: 8919 Project Name: *Park Improvements/Enhance Project Description: Parks Master Plan action strategies to develop, renovate, enhance, and improve parks in Zone 2. Project Costs: Carryover: $433,674 Operating Impact: Funding Source: Development Impact Fees FY05-06: $221,998 FY 06-07: $116,800 FY 07-08: $116,800 FY 08-09: $116,800 FY09-10: $116,800 FY 11-15: $306,099 $0 $0 $0 $0 $0 $0 Project Number: Project Name: *63rd - Butler Park Dvlpt. (Z2) Project Description: 5 acre neighborhood park. Project Costs: 8932 Carryover: $742,242 Operating Impact: Funding Source: Development Impact Fees FY05-06: $0 FY 06-07: $187,328 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $59,194 $29,063 $29,935 $30,833 $31,758 $175,908 Project Number: 8952 Project Name: 69th Ave. - Diana (Zone 2) Project Description: Five to ten acre neighborhood park development per Parks and Recreation Master Plan. Park name to be determined upon completion. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $1,900 Operating Impact: Funding Source: Development Impact Fees $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $976,727 $0 $0 $0 $0 $146,774 9026 Funding Source: Development Impact Fees *DIF Update One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 347 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Park Dev Zone 3 (93) Category: DIF Project Name: FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 8047 *Park Enhancements/Ren $565,134 $116,800 $116,800 $93,440 $93,440 $584,000 $12,688 $0 $0 $0 $0 $0 $1,900 $0 $0 $0 $0 $0 $579,722 $116,800 $116,800 $93,440 $93,440 $584,000 8929 *71st/Paradise Park Dev. - Z3 9027 *DIF Update Total DIF-Park Dev Zone 3 Projects: *Project includes carryover funding ** New Project 348 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 3 (93) Category: DIF Project Number: 8047 Project Name: *Park Enhancements/Ren Project Description: Enhancements and renovations to neighborhood and community parks in Zone 3 DIF (north of Greenway Road). Project Costs: Carryover: $448,334 Operating Impact: Funding Source: Development Impact Fees FY05-06: $116,800 FY 06-07: $116,800 FY 07-08: $116,800 FY 08-09: $93,440 FY09-10: $93,440 FY 11-15: $584,000 $0 $16,872 $23,391 $29,896 $36,405 $88,303 Project Number: Project Name: *71st/Paradise Park Dev. - Z3 Project Description: Development of an eight-acre neighborhood park. Project Costs: 8929 Funding Source: Development Impact Fees FY05-06: $0 Carryover: $12,688 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 9027 Project Name: *DIF Update Project Description: One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. Project Costs: Carryover: $1,900 Operating Impact: Funding Source: Development Impact Fees FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 349 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Library LIBRARY Glendale citizens are among the highest library service users in the Valley. The continuing demand for high-quality, accessible, neighborhood-based library services is addressed in the CIP. Over the next ten years, Development Impact Fees (DIFs) will be used to purchase new library books for branch libraries in order to keep pace with projected population growth as residential development continues. Resources are earmarked for the design, construction, and purchase of books for a new branch library to serve the western quadrant of the city in FY 2007-08 and FY 2008-09. Library bonds will be used to fund the renovation and expansion of the Velma Teague Library in the last five years of the plan. Top: Glendale Main Library - 59th Ave & Brown. Above: Foothills Branch Library - 57th Ave & Union Hills. Above: Veteran’s Memorial - Main Library. Right: Circulation desk at the Velma Teague Branch Library - Murphy Park in Historical Downtown Glendale. 350 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Library Bonds (64) Project Name: 8099 West Branch Library 9655 *Library Automation System T280 New Velma Teague Library Total Library Bonds Projects: Category: 6% FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $0 $0 $0 $6,685,000 $0 $0 $238,930 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,805,517 $238,930 $0 $0 $6,685,000 $0 $9,805,517 *Project includes carryover funding ** New Project 351 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Library Bonds (64) Category: 6% Project Number: 8099 Project Name: West Branch Library Project Description: Design, construction and purchase of library materials for a branch to serve the western portion of the city. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $6,685,000 FY09-10: $0 FY 11-15: $0 $0 $59,890 $2,462,596 $2,536,474 $14,233,514 Project Number: Project Name: *Library Automation System Project Description: Implement/update automation solutions needed to efficiently operate the library system. Project Costs: 9655 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $238,930 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: T280 Project Name: New Velma Teague Library Project Description: Facility design and construction and the purchase of additional library materials for the relocation of the Velma Teague Branch Library to better serve the central portion of the city. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $9,805,517 $0 $0 $0 $0 $1,358,011 *Project includes carryover funding ** New Project 352 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Library Buildings (29) Project Name: 8076 West Branch Library Category: DIF FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $0 $0 $2,536,942 $0 $0 $0 8081 *Expanded Library Auto Infrastr $149,561 $0 $0 $0 $0 $0 Total DIF-Library Buildings Projects: $149,561 $0 $2,536,942 $0 $0 $0 *Project includes carryover funding ** New Project 353 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Library Buildings (29) Category: DIF Project Number: 8076 Project Name: West Branch Library Project Description: Design, construction and purhcase of Library materials for a branch library to serve the western portion of the City. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $149,561 Operating Impact: Funding Source: Development Impact Fees $0 FY 06-07: $0 FY 07-08: $2,536,942 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8081 Funding Source: Development Impact Fees *Expanded Library Auto Infrastr Expanded automation infrastructure to support expansion of library services in the west area of Glendale. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 354 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Library Books (44) Category: DIF Project Name: FY 05-06: FY 06-07: FY 07-08: 8082 *Library Books/Population Growt $380,873 $0 $0 $0 $0 $0 Total DIF-Library Books Projects: $380,873 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 355 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: DIF-Library Books (44) Category: DIF Project Number: 8082 Project Name: *Library Books/Population Growt Project Description: Funds to continue the phased in approach of increasing the number of library books to keep up with the growth of the City. Funds are included for the opening day collection of the West Branch Library. Project Costs: Carryover: $380,873 Operating Impact: Funding Source: Development Impact Fees FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 356 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Libraries (85) Project Name: 8960 West Branch Library 8961 *Library Books - Pop. Growth 9023 *DIF Update Total DIF-Libraries Projects: Category: DIF FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $0 $0 $1,221,121 $0 $0 $0 $1,263,409 $309,398 $337,869 $385,340 $414,444 $2,040,855 $8,400 $0 $0 $0 $0 $0 $1,271,809 $309,398 $1,558,990 $385,340 $414,444 $2,040,855 *Project includes carryover funding ** New Project 357 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Libraries (85) Category: DIF Project Number: 8960 Project Name: West Branch Library Project Description: Design, construction and purchase of library materials for a branch library to serve the western portion of the City. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Development Impact Fees $0 FY 06-07: $0 FY 07-08: $1,221,121 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8961 Funding Source: Development Impact Fees *Library Books - Pop. Growth Funds to continue the phased in approach of increasing the number of library books to keep up with the growth of the City. Funds are included for the openning day collection of the West Branch Library. Carryover: $385,013 Operating Impact: FY05-06: $878,396 FY 06-07: $309,398 FY 07-08: $337,869 FY 08-09: $385,340 FY09-10: $414,444 FY 11-15: $2,040,855 $0 $0 $0 $0 $0 $0 Project Number: 9023 Project Name: *DIF Update Project Description: One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. Project Costs: Carryover: $8,400 Operating Impact: Funding Source: Development Impact Fees FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 358 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Public Safety PUBLIC SAFETY Public Safety projects are funded by a combination of Public Safety G.O. bonds and Development Impact Fees. In FY 2005-06 carryover will be used for the completion of a new fire station on 63rd Avenue & Bell Rd to accommodate growth. Also, carryover funds are included to complete the levee design and construction at the Public Safety Training Facility site. Public Safety G. O. bonds and Municipal Property Corporation (MPC) bonds will be issued for the development, design and construction of an Emergency Operations Center and Phase 1 of a Public Safety Training facility in FY 2005-06 and FY 2006-07. During the second five-year phase of the CIP, Public Safety G.O. bonds will be used for advanced technologies, system upgrades for public safety services and Fire Engine Pumpers and Fire Ladder truck replacement. Above: The newest public safety facility to the City of Glendale is both a Police and Fire station. It is located on 83rd Ave South of Glendale Ave. Above: Fire Station #157 located on 59th Avenue between Olive and Peoria Avenues. 359 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Public Safety (60) Project Name: Category: 6% FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 8021 Fire Station Relocation $0 $4,972,006 $0 $0 $0 $0 8023 Hazardous Materials Vehicle $0 $0 $0 $0 $275,000 $0 $2,325,899 $0 $0 $0 $0 $0 9020 800MHz Communications Equip. $0 $0 $808,000 $0 $0 $0 9021 New Fire Station Construction $0 $0 $0 $0 $0 $8,233,425 9401 PS Microwave Network $0 $0 $0 $0 $0 $7,000,000 $750,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,100,000 9406 *911 System Upgrades $214,500 $0 $0 $0 $0 $200,000 9408 Police Digital Comm. System $500,000 $500,000 $500,000 $500,000 $500,000 $1,400,000 9412 *Fire 800 MHz System $429,871 $0 $0 $0 $0 $0 9413 Jail Facility $0 $0 $0 $0 $0 $44,725,761 9418 Upgrade of Police Digital Comm $0 $0 $0 $0 $0 $18,000,000 $221,841 $0 $0 $0 $0 $500,000 $23,922,633 $9,920,800 $0 $0 $0 $60,768,085 $0 $0 $1,610,455 $21,282,125 $0 $0 $1,214,157 $0 $0 $0 $0 $0 T250 Tactical Ops Center/EOC $0 $0 $0 $0 $0 $20,377,456 T251 Investigations Facilities $0 $0 $0 $0 $0 $5,538,561 T252 Infor & Imaging Systems $0 $0 $0 $0 $0 $500,000 T253 MDC Data Transfer Project $0 $0 $0 $0 $0 $275,000 T254 Antenna Site $0 $0 $0 $0 $0 $3,000,000 T255 EOD Total Containment Vessel $0 $0 $0 $0 $0 $250,000 T256 PS Security Upgrades $0 $0 $0 $0 $0 $7,700,000 T257 Tactical Vehicles/Events Van $0 $0 $0 $0 $0 $900,000 T258 Police Air Unit $0 $0 $0 $0 $0 $5,947,875 T259 Additional portable radios $0 $0 $200,000 $0 $0 $0 T260 **Repl 2 Engine Pumpers $0 $0 $0 $0 $0 $1,415,706 T261 **Repl 2 Engine Pumpers $0 $0 $0 $0 $0 $1,415,706 9019 *New Fire Station Construction 9403 PS MDT Replacement 9404 Stolen Vehicle Tracking 9420 *Fingerprint Identification Sys 9421 *EOC/Training Facility Phase I 9423 City Court Building 9425 *Digital Comm Software Upgrade 360 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Public Safety (60) Project Name: Category: 6% FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: T262 **New Police Station $0 $0 $0 $0 $0 $9,832,667 T263 **Communications Shop $0 $0 $0 $0 $0 $3,918,322 T264 **Digital Voice Record Sys $0 $0 $0 $0 $0 $250,000 T265 **Internt Acces Kiosks-Public $0 $0 $0 $0 $0 $200,000 T266 **Communications Van Repl $0 $0 $0 $0 $0 $4,000,000 T267 **Fire Department Command Van $0 $0 $0 $0 $0 $938,875 T268 **Remodel Police sub-station $0 $0 $0 $0 $0 $1,500,000 T269 **Fire Admin Relocation $0 $0 $0 $0 $500,000 $6,617,015 T441 **Repl 2 Fire Engine Pumprs $0 $0 $0 $0 $0 $1,415,706 T442 **Repl Fire Ladder Truck $0 $0 $0 $0 $0 $1,308,750 T443 **Fire Ladder Trk & Tnder $0 $0 $0 $0 $0 $2,445,000 T444 **Repl 2 Fire Engine Pumpers $0 $0 $0 $0 $0 $1,415,706 $29,578,901 $15,392,806 $3,118,455 $21,782,125 $1,275,000 $223,089,616 Total Public Safety Projects: *Project includes carryover funding ** New Project 361 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: 8021 Project Name: Fire Station Relocation Project Description: Design, construction and furniture, fixtures and equipment to move existing Fire Station 151 out of the residential neighborhood at 55th Ave. and Orangewood. Vacated building would be used for fire department equipment repair and storage. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $4,972,006 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $104,525 $107,661 $110,892 $606,395 Project Number: Project Name: Hazardous Materials Vehicle Project Description: Replace the 12 year old support vehicle for the hazardous materials team. Project Costs: 8023 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $275,000 FY 11-15: $0 $0 $0 $0 $41,500 $226,939 Project Number: 9019 Project Name: *New Fire Station Construction Project Description: Site development, design, construction and equipment for one new fire station. Equipment includes fire apparatus and emergency response equipment, dispatch equipment, furnishings, appliances, wares, etc. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $2,325,899 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: Project Name: 800MHz Communications Equip. Project Description: Purchase 800MHz radios for Phoenix Regional Wireless Network. Project Costs: Carryover: $0 Operating Impact: 9020 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $808,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $155,348 $160,008 $874,989 *Project includes carryover funding ** New Project 362 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: 9021 Project Name: New Fire Station Construction Project Description: Land, site development, design, construction and furniture, fixtures and equipment for one new, 4-bay fire station, with firefighter quarters for 12 firefighters, office space and storage. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $8,233,425 $0 $0 $0 $0 $1,883,622 $0 9401 Funding Source: General Obligation Bonds PS Microwave Network Implement regional data base systems, network system, dispatch, police records managment system (crime reports), booking, property/evidence tracking. FY05-06: $0 Carryover: $0 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $7,000,000 $0 $0 $0 $0 $275,000 $0 Project Number: 9403 Project Name: PS MDT Replacement Project Description: Upgrade of new technology of the mobile data terminals currently in use in patrol vehicles. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $750,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $160,000 $164,800 $169,744 $174,836 $956,077 Project Number: Project Name: Stolen Vehicle Tracking Project Description: This system tracks police vehicles and supports apprehension programs (bait vehicle programs). Project Costs: Carryover: $0 Operating Impact: 9404 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,100,000 $0 $0 $0 $0 $110,000 *Project includes carryover funding ** New Project 363 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: 9406 Project Name: *911 System Upgrades Project Description: Replace and upgrade the current 9-1-1 telephone system and equipment for the public safety answering point. This would include global positioning system for pinpoint locations. Project Costs: Carryover: $14,500 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $200,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $200,000 $0 $0 $0 $0 $0 $0 Project Number: Project Name: Police Digital Comm. System Project Description: Digital radio system enhancements, hardware and software. Project Costs: 9408 Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $500,000 FY 06-07: $500,000 FY 07-08: $500,000 FY 08-09: $500,000 FY09-10: $500,000 FY 11-15: $1,400,000 $0 $283,250 $291,748 $300,500 $309,515 $1,692,554 Project Number: 9412 Project Name: *Fire 800 MHz System Project Description: Upgrade Fire radio system to 800MHz to comply with FCC regulations. Additional funding to cover adjusted cost of in-building radio coverage, which resulted in more infrastructure costs than originally planned. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $429,871 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: Project Name: Jail Facility Project Description: Design, construction and equipment for new police jail facility. Project Costs: Carryover: $0 Operating Impact: 9413 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $44,725,761 $0 $0 $0 $0 $3,500,000 *Project includes carryover funding ** New Project 364 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: 9418 Project Name: Upgrade of Police Digital Comm Project Description: Replacement of digital voice communications system that is used by all city departments. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $18,000,000 $0 $0 $0 $0 $250,000 9420 Funding Source: General Obligation Bonds *Fingerprint Identification Sys Upgrade of the fingerprint identification system making it available at the various substations. This tool has been invaluable in solving cases and it will need to be replaced or updated every six years. FY05-06: $0 Carryover: $221,841 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $500,000 $0 $0 $0 $0 $0 Project Number: 9421 Project Name: *EOC/Training Facility Phase I Project Description: Construction of a 10,800 EOC (Emergency Operations Center) along with Phase I of a joint Police/Fire Training Facility, which will include a shooting range, driving track, berms, classrooms, burn tower, fire props. Project Costs: Carryover: $3,325,892 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $20,596,741 FY 06-07: $9,920,800 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $60,768,085 $0 $491,768 $691,521 $712,267 $733,635 $4,011,816 9423 Funding Source: General Obligation Bonds City Court Building The proposed new court facility is needed to meet service demands as the court caseload continues its steady growth, requiring additional facilities and staff. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $1,610,455 FY 08-09: $21,282,125 FY09-10: $0 FY 11-15: $0 $0 $0 $2,145,132 $2,248,245 $12,294,322 *Project includes carryover funding ** New Project 365 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: 9425 Project Name: *Digital Comm Software Upgrade Project Description: This project is a software upgrade to the digital radio system purchased on June 25, 2002. This purchase will provide the system with the most current software upgrade available, including voice encryption capability for the ability to communicate securely, as well as system security components. Project Costs: FY05-06: $0 Carryover: $1,214,157 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 T250 Funding Source: General Obligation Bonds Tactical Ops Center/EOC Facility equipped to house a full contingent of city staff for critical incidents. The facility will also house a communications area, a crime lab and a police tactical operations center. FY05-06: $0 Carryover: $0 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $20,377,456 $0 $0 $0 $0 $1,307,754 $0 Project Number: T251 Project Name: Investigations Facilities Project Description: This project includes a family center for domestic violence victims and child victims of sex crimes. Facility will also house economic crimes investigation units. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $5,538,561 $0 $0 $0 $0 $94,500 $0 T252 Funding Source: General Obligation Bonds Infor & Imaging Systems This project will replace obsolete digital system utilized for crime scene documentation. Image reporting would enhance the current web site to allow police reporting, communications and query capability. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $500,000 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 366 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: T253 Project Name: MDC Data Transfer Project Project Description: This airmobile project would allow the department to handle large data exchanges and software updates for the mobile data computers in the police vehicles over a wireless local area network. Officers would have the capability of uploading reports into the system via the MDC in police vehicles. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $275,000 $0 $0 $0 $0 $50,000 T254 Funding Source: General Obligation Bonds Antenna Site This project will allow the city to own an antenna site and protect it from any future issues with rental or lease agreements. It would also protect the city's radio system and provide a revenue stream for future development of the system. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $3,000,000 $0 $0 $0 $0 $30,000 Project Number: T255 Project Name: EOD Total Containment Vessel Project Description: Explosive disposal equipment will be utilized in all critical incidents. This equipment allows on site disposal of explosive ordinance and other weapons of mass destruction. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $250,000 $0 $0 $0 $0 $25,000 T256 Funding Source: General Obligation Bonds PS Security Upgrades A review of security issues at the city's police stations revealed a need to increase the security measures for all of the facilities. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $7,700,000 $0 $0 $0 $0 $250,000 *Project includes carryover funding ** New Project 367 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: T257 Project Name: Tactical Vehicles/Events Van Project Description: Purchase two rescue/reponse vehicles and one events van. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $900,000 $0 $0 $0 $0 $90,000 T258 Funding Source: General Obligation Bonds Police Air Unit This project provides aerial surveillance utilization both fixed wing and helicopter. Construction of air unit hanger and staff space. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $5,947,875 $0 $0 $0 $0 $947,249 Project Number: T259 Project Name: Additional portable radios Project Description: Additional portable radios and batteries available for critical events and interoperability capabilities with other jurisdictions. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $200,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $15,000 $15,450 $15,914 $87,021 Project Number: Project Name: **Repl 2 Engine Pumpers Project Description: Replace two fire engine pumpers in the fire department fleet, per the fire department 10-year plan. Project Costs: Carryover: $0 Operating Impact: T260 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,415,706 $0 $0 $0 $0 $139,478 *Project includes carryover funding ** New Project 368 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: T261 Project Name: **Repl 2 Engine Pumpers Project Description: Replace two fire engine pumpers in the fire department fleet, per the fire department 10-year plan. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,415,706 $0 $0 $0 $0 $139,478 $0 T262 Funding Source: General Obligation Bonds **New Police Station A new police substation needed for expanded growth which will enhance the response and service to our community. FY05-06: $0 Carryover: $0 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $9,832,667 $0 $0 $0 $0 $355,595 $0 Project Number: T263 Project Name: **Communications Shop Project Description: Construction of a 8,000 sq ft. communications shop for the city to service communication equipment. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $3,918,322 $0 $0 $0 $0 $176,160 T264 Funding Source: General Obligation Bonds **Digital Voice Record Sys Replacement of current system which is very outdated. This system is used to provide officers the opportunity to voice dictate their reports for transcription by Records personnel. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $250,000 $0 $0 $0 $0 $25,000 *Project includes carryover funding ** New Project 369 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: T265 Project Name: **Internt Acces Kiosks-Public Project Description: Locate kiosks in prime locations for public use to apply for current police vacancies, file police reports, etc. Locations may include shopping malls, grocery stores and banks. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $200,000 $0 $0 $0 $0 $30,000 Project Number: Project Name: **Communications Van Repl Project Description: Replacement funds for interoperability command van purchased in fiscal year 04/05. Project Costs: T266 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $4,000,000 $0 $0 $0 $0 $0 Project Number: T267 Project Name: **Fire Department Command Van Project Description: Purchase and equip a mobile command van for fire operations. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $938,875 $0 $0 $0 $0 $105,000 Project Number: Project Name: **Remodel Police sub-station Project Description: Remodel the police sub-station to a property/evidence facility. Project Costs: Carryover: $0 Operating Impact: T268 Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,500,000 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 370 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: T269 Project Name: **Fire Admin Relocation Project Description: Land acquisition in FY 2010, and facility design and construction beginning in FY 2011, to relocate fire administration into a larger facility. Project Costs: Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $500,000 FY 11-15: $6,617,015 $0 $0 $0 $0 $159,620 Project Number: Project Name: **Repl 2 Fire Engine Pumprs Project Description: Replace two fire engine pumpers per fire department 10-year plan. Project Costs: T441 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,415,706 $0 $0 $0 $0 $139,478 Project Number: T442 Project Name: **Repl Fire Ladder Truck Project Description: Replace 1 fire ladder truck per fire department 10-year plan. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,308,750 $0 $0 $0 $0 $130,875 T443 Funding Source: General Obligation Bonds **Fire Ladder Trk & Tnder Addition to Fleet: 1 fully equipped ladder truck and ladder tender vehicle for western Glendale protection, per fire department 10-year plan. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $2,445,000 $0 $0 $0 $0 $1,650,444 *Project includes carryover funding ** New Project 371 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Public Safety (60) Category: 6% Project Number: T444 Project Name: **Repl 2 Fire Engine Pumpers Project Description: Replace two fire engine pumpers in fire department fleet per fire department 10-year plan. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,415,706 $0 $0 $0 $0 $139,478 *Project includes carryover funding ** New Project 372 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Police Facilities (74) Project Name: 8152 *DIF Update T481 **New Police Station Total DIF-Police Facilities Projects: Category: DIF FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $9,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,223,620 $9,500 $0 $0 $0 $0 $9,223,620 *Project includes carryover funding ** New Project 373 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Police Facilities (74) Category: DIF Project Number: 8152 Project Name: *DIF Update Project Description: One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. Project Costs: FY05-06: $0 Carryover: $9,500 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 T481 Funding Source: Development Impact Fees **New Police Station A new police substation needed for expanded growth which will enhance the response and service to our community. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $9,223,620 $0 $0 $0 $0 $245,595 *Project includes carryover funding ** New Project 374 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-Fire Protect Fac (53) Project Name: Category: DIF FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 9028 *DIF Update $10,300 $0 $0 $0 $0 $0 Total DIF-Fire Protect Fac Projects: $10,300 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 375 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: DIF-Fire Protect Fac (53) Category: DIF Project Number: 9028 Project Name: *DIF Update Project Description: One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. Project Costs: Carryover: $10,300 Operating Impact: Funding Source: Development Impact Fees FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 376 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Government Facilities GOVERNMENT FACILITIES Government Facilities carryover funds will complete the construction of the first phase of the new Field Operations Complex. The first phase of the Field Operations Complex included construction of an equipment management facility, new warehouse, tenant improvements to current space on site, and off-street improvements to Orangewood Avenue. An additional $39,390,000 will be needed in later years to complete the construction of the Field Operations Complex. In FY 2011-15, funding of $10,000,000 has been earmarked for the purchase of an existing office building or construction of a new facility to supplement current office space for city operations. Left: Main entrance and west bays of the Field Operations Complex. Larger fleet vehicles are serviced in these bays. Right: West bay of the Field Operations Center. 377 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Government Facility (30) Project Name: 8563 *Operations Center Expansion 8566 City Office Building Total Government Facility Projects: Category: 6% FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $1,437,708 $0 $0 $0 $0 $39,390,000 $0 $0 $0 $0 $0 $10,000,000 $1,437,708 $0 $0 $0 $0 $49,390,000 *Project includes carryover funding ** New Project 378 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Government Facility (30) Category: 6% Project Number: 8563 Project Name: *Operations Center Expansion Project Description: Project includes construction of a new equipment management shop, new warehouse, tenant improvements to current space on site and off-street improvements to Orangewood Avenue. Project Costs: Carryover: $1,437,708 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $39,390,000 $12,000 $12,360 $12,731 $13,113 $13,506 $73,857 8566 Funding Source: General Obligation Bonds City Office Building Purchase of an existing office building or construction of a new facility to supplement current office space for city operations. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $10,000,000 $0 $0 $0 $0 $1,966,000 *Project includes carryover funding ** New Project 379 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan General Government GENERAL GOVERNMENT General Government DIF carryover funds will complete the new space study for the City’s Municipal offices. Also, funding has been earmarked from FY 2006-2010 for the lease purchase of 5+ acres of land along Glendale Avenue for a Public Safety and City Court Complex. Glendale City Hall 380 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: DIF-General Government (97) Category: DIF Project Name: FY 05-06: 8020 *City Hall Remodel & Space Stdy $180,737 $0 $0 $0 $0 $0 9422 Land for City Court Building $585,360 $576,288 $567,216 $558,144 $549,072 $0 $11,900 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,575,125 $777,997 $576,288 $567,216 $558,144 $549,072 $2,575,125 9424 *DIF Update T400 **New Cable TV Studio Total DIF-General Government Projects: FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 381 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: DIF-General Government (97) Category: DIF Project Number: 8020 Project Name: *City Hall Remodel & Space Stdy Project Description: This project includes the reconfiguration of the basement area to accommodate the growth of the Human Resources Department, and a new Space Study for the City's Municipal Offices. Project Costs: Funding Source: Development Impact Fees FY05-06: $0 Carryover: $180,737 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: Land for City Court Building Project Description: Lease payment (land) for a new 89,400 sq. ft. city court complex. Project Costs: 9422 Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY05-06: $585,360 FY 06-07: $576,288 FY 07-08: $567,216 FY 08-09: $558,144 FY09-10: $549,072 FY 11-15: $0 $91,820 $91,820 $91,820 $0 $0 $0 Project Number: 9424 Project Name: *DIF Update Project Description: One-time funding to complete an update to the City's development impact fee schedule per City Council's desire to revisit the fees every three years. The cost of preparing the fee is included in future calculations. Project Costs: FY05-06: $0 Carryover: $11,900 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 T400 Funding Source: Development Impact Fees **New Cable TV Studio Purchase of land and construction of new facility for the City of Glendale's Cable TV station and studio. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $2,575,125 $0 $0 $0 $0 $1,069,920 *Project includes carryover funding ** New Project 382 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Sanitation SANITATION In FY 2005-06 funds will be used to replace older rolloff trucks, frontload trucks, sideload refuse trucks and loose trash equipment trucks that have reached the end of their serviceable life. Above: The Sanitation Department Building inside the Field Operations Complex. Left: Curb Service Bottom: Hard working employees of the Loose Trash Service Division. 383 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Sanitation Fund (57) Category: Other Project Name: FY 05-06: 9630 *Capital Lease Purchases - 57 $370,676 $0 $0 $0 $0 $0 9631 **Rolloff Trucks - 6269 $136,500 $0 $0 $0 $0 $732,000 9632 **Frontloader Trucks-6271 $210,000 $215,000 $226,000 $237,000 $500,000 $1,500,000 9633 **Sideload Refuse Trucks-6272 $630,000 $441,000 $926,100 $972,400 $1,021,000 $7,404,875 9634 **Loose Trash Equipment - 6280 $461,000 $59,500 $0 $634,494 $0 $1,236,097 $0 $0 $80,000 $0 $0 $40,000 $1,808,176 $715,500 $1,232,100 $1,843,894 $1,521,000 $10,912,972 T240 Repl Pickup Trucks -Sanitation Total Sanitation Fund Projects: FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 384 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: Sanitation Fund (57) Category: Other Project Number: 9630 Project Name: *Capital Lease Purchases - 57 Project Description: Vehicle replacement in Sanitation. Project Costs: Funding Source: Sanitation Revenues FY05-06: $0 Carryover: $370,676 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: **Rolloff Trucks - 6269 Project Description: Replacement of older rolloff trucks that have reached the end of their service life. Project Costs: 9631 Carryover: $0 Operating Impact: Funding Source: Sanitation Revenues FY05-06: $136,500 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $732,000 $0 $0 $0 $0 $0 $0 Project Number: 9632 Project Name: **Frontloader Trucks-6271 Project Description: Replacement of older frontload trucks and replacement of a commercial sideload truck that have reached the end of their service life. Service life is projected to be approximately 9 years. None of these vehicles are in the city's vehicle replacement fund. All will be purchased through lease purchase funding. Project Costs: Carryover: $0 Operating Impact: Funding Source: Sanitation Revenues FY05-06: $210,000 FY 06-07: $215,000 FY 07-08: $226,000 FY 08-09: $237,000 FY09-10: $500,000 FY 11-15: $1,500,000 $0 $0 $0 $0 $0 $0 Project Number: Project Name: **Sideload Refuse Trucks-6272 Project Description: Replacement of automated sideload refuse trucks and adding additional trucks due to growth. Project Costs: Carryover: $0 Operating Impact: 9633 Funding Source: Sanitation Revenues FY05-06: $630,000 FY 06-07: $441,000 FY 07-08: $926,100 FY 08-09: $972,400 FY09-10: $1,021,000 FY 11-15: $7,404,875 $67,500 $139,050 $143,222 $221,276 $227,914 $1,677,983 *Project includes carryover funding ** New Project 385 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Sanitation Fund (57) Category: Other Project Number: 9634 Project Name: **Loose Trash Equipment - 6280 Project Description: Replacement of Loose Trash Rearload Truck and Case Tractor equipment. Project Costs: Carryover: $0 Operating Impact: Funding Source: Sanitation Revenues FY05-06: $461,000 FY 06-07: $59,500 FY 07-08: $0 FY 08-09: $634,494 FY09-10: $0 FY 11-15: $1,236,097 $0 $241,535 $248,781 $445,352 $458,713 $2,508,427 Project Number: Project Name: Repl Pickup Trucks -Sanitation Project Description: These pick ups will replace aging existing pickup trucks. Project Costs: Carryover: $0 Operating Impact: T240 Funding Source: Sanitation Revenues FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $80,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $40,000 $0 $10,608 $10,926 $11,254 $68,060 *Project includes carryover funding ** New Project 386 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Landfill LANDFILL In FY 2005-06, the Landfill will replace older forklifts, utility vehicles and a pickup truck that have reached the end of their serviceable life. In FY 2005-06 the Landfill will also begin construction of storm water diversion devices to protect landfill cover erosion. In future years projects include the movement of the landfill entrance, a scale house and truck scales to conform with current and future landfill site development, closure of the completed south area of the landfill, and the installation of a landfill liner and leachate collection system for the north expansion area of the landfill. Left: A recycling truck heading to the Materials Recovery Facility. Bottom: A recycling truck unloading recyclable material at the Materials Recovery Facility. 387 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Landfill (55) Project Name: Category: Other FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 8034 Bioractor Project $0 $0 $0 $0 $0 $546,623 8036 Landfill Entrance $0 $0 $0 $0 $0 $841,820 8037 Landfill Screening Berm $0 $0 $0 $0 $0 $2,739,949 8038 Landfill Closure (South) $0 $0 $0 $0 $0 $6,771,052 8043 Effluent Reuse Project $0 $0 $0 $0 $0 $711,888 8044 Landfill Liner Installation $0 $0 $0 $0 $0 $8,822,776 8083 Landfill Repl Pickup Truck $0 $0 $0 $63,300 $0 $80,200 8141 **Landfill Stormwater Drainage $69,812 $71,908 $74,065 $76,288 $78,578 $429,602 8142 **MRF Forklifts $24,720 $0 $25,641 $26,225 $27,012 $27,822 8143 **MRF Replacement Vehicles $25,000 $19,900 $0 $0 $0 $0 9604 Landfill Soil Excavation $0 $0 $0 $0 $0 $9,001,412 T232 Landfill Bulldozers $0 $0 $0 $492,700 $0 $873,600 T233 Landfill Fuel Tanker $0 $200,000 $0 $0 $0 $0 T234 Landfill Compactors $0 $683,000 $0 $725,000 $0 $840,000 T235 Water Pull Tractor $0 $0 $0 $0 $0 $430,500 T236 Motorgrader $0 $0 $0 $0 $0 $233,400 T237 Auger Scraper $0 $0 $0 $0 $0 $1,275,200 T238 **MRF Roll-Off Trucks $0 $0 $140,250 $0 $148,800 $0 T420 **MRF Loader $0 $0 $0 $290,000 $0 $0 T423 **Inspector trucks - 6273 $0 $20,000 $60,000 $40,000 $0 $20,000 $119,532 $994,808 $299,956 $1,713,513 $254,390 $33,645,844 Total Landfill Projects: *Project includes carryover funding ** New Project 388 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Landfill (55) Category: Other Project Number: 8034 Project Name: Bioractor Project Project Description: Construction of cell in north expansion area for landfill bioreactor demonstration project. Bioreactor technology will result in accelerated waste decomposition and additional waste capacity in the landfill. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Landfill Revenues FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $546,623 $0 $0 $0 $0 $125,000 $0 8036 Funding Source: Landfill Revenues Landfill Entrance Move landfill entrance, scalehouse and truck scales to Northern Avenue to conform with future landfill site development. FY05-06: $0 Carryover: $0 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $841,820 $0 $0 $0 $0 $0 $0 Project Number: 8037 Project Name: Landfill Screening Berm Project Description: Design, construction and landscaping of screening berms along east boundary of landfill and Glendale and Northern Avenues. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $2,739,949 $0 $0 $0 $0 $0 $0 8038 Funding Source: Landfill Revenues Landfill Closure (South) Closure of completed south area of landfill. It is projected that the 140 acres in the south half of the landfill will reach approved refuse capacity during FY 12-13. Closure will take place during FY 1314. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $6,771,052 $0 $0 $0 $0 $273,156 *Project includes carryover funding ** New Project 389 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Landfill (55) Category: Other Project Number: 8043 Project Name: Effluent Reuse Project Project Description: Construction of wastewater effluent line from Western Area Water Reclaimation Facility to support landfill operation and environmental campus projects. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Landfill Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $711,888 $0 $0 $0 $0 $0 8044 Funding Source: Landfill Revenues Landfill Liner Installation This project is required for the development of the northern portion of the landfill and includes installation of liner and leachate collection system. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $8,822,776 $0 $0 $0 $0 $0 Project Number: 8083 Project Name: Landfill Repl Pickup Truck Project Description: Replacement of three pickup trucks that will reach the end of their serviceable life in FY 08-09 and three in FY 11-12 for a total of six vehicles. Project Costs: Funding Source: Landfill Revenues FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $63,300 FY09-10: $0 FY 11-15: $80,200 $0 $0 $0 $0 $0 Project Number: Project Name: **Landfill Stormwater Drainage Project Description: Construction of stormwater diversion devices to protect landfill cover erosion. Project Costs: Carryover: $0 Operating Impact: 8141 Funding Source: Landfill Revenues FY05-06: $69,812 $0 FY 06-07: $71,908 FY 07-08: $74,065 FY 08-09: $76,288 FY09-10: $78,578 FY 11-15: $429,602 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 390 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Landfill (55) Category: Other Project Number: 8142 Project Name: **MRF Forklifts Project Description: Replacement of five forklifts reaching the end of serviceable their life in FY 05-06, FY 07-08, FY 0809, FY 09-10 and FY 10-11. Project Costs: FY05-06: $24,720 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Landfill Revenues FY 06-07: $0 FY 07-08: $25,641 FY 08-09: $26,225 FY09-10: $27,012 FY 11-15: $27,822 $0 $0 $0 $0 $0 $0 8143 Funding Source: Landfill Revenues **MRF Replacement Vehicles Replacement of division vehicles that will reach the end of their servicable life in FY 05-06 (utility vehicle) and FY 06-07 (pickup truck). FY05-06: $25,000 Carryover: $0 Operating Impact: FY 06-07: $19,900 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 9604 Project Name: Landfill Soil Excavation Project Description: Excavation of north expansion area to prepare for future cell development. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $9,001,412 $0 $0 $0 $0 $0 T232 Funding Source: Landfill Revenues Landfill Bulldozers Replacement of two landfill bulldozers that will reach the end of their serviceable life in FY 08-09 (Model D-8) and FY 13-14 (Model D-9). FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $492,700 FY09-10: $0 FY 11-15: $873,600 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 391 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Landfill (55) Category: Other Project Number: T233 Project Name: Landfill Fuel Tanker Project Description: Replacement of a fuel tanker that will reach the end of its serviceable life in FY 06-07. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Landfill Revenues $0 FY 06-07: $200,000 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 T234 Funding Source: Landfill Revenues Landfill Compactors Replacement of landfill compactors that will reach the end of their serviceable life in FY 06-07, FY 08-09 and FY 13-14. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $683,000 FY 07-08: $0 FY 08-09: $725,000 FY09-10: $0 FY 11-15: $840,000 $0 $0 $0 $0 $0 Project Number: T235 Project Name: Water Pull Tractor Project Description: Replacement of water pull tractor that will reach the end of its serviceable life in FY 10-11. Project Costs: Funding Source: Landfill Revenues FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $430,500 $0 $0 $0 $0 $0 Project Number: Project Name: Motorgrader Project Description: Replacement of motorgrader that will reach the end of its serviceable life in FY 10-11. Project Costs: Carryover: $0 Operating Impact: T236 Funding Source: Landfill Revenues FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $233,400 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 392 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Landfill (55) Category: Other Project Number: T237 Project Name: Auger Scraper Project Description: Replacement of auger scraper that will reach the end of its serviceable life in FY 12-13. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Landfill Revenues FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $1,275,200 $0 $0 $0 $0 $0 $0 T238 Funding Source: Landfill Revenues **MRF Roll-Off Trucks Replacement of two roll-off trucks that will reach the end of their serviceable life in FY 07-08 and FY 09-10. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $140,250 FY 08-09: $0 FY09-10: $148,800 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: T420 Project Name: **MRF Loader Project Description: Replacement of loader used to move recyclables from truck tipping floor to Materials Recovery Facility processing line. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $290,000 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 T423 Funding Source: Landfill Revenues **Inspector trucks - 6273 Sanitation inspectors ensure that refuse disposal complies with health and safety requirements and recycling contaminants in containers are minimized. Growth of city housing stock requires an increase in the number of inspectors and the number of pick up trucks they use to perform their daily inspections. FY05-06: $0 $0 FY 06-07: $20,000 FY 07-08: $60,000 FY 08-09: $40,000 FY09-10: $0 FY 11-15: $20,000 $54,825 $64,426 $71,824 $73,979 $407,805 *Project includes carryover funding ** New Project 393 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Airport AIRPORT During the next decade, Glendale Airport will continue to grow in response to the business and recreational needs of Glendale and West Valley residents. Like most municipal airports, Glendale’s airport relies heavily on federal and state grants to accomplish capital improvements and will now also be funded with the voter-approved, half-cent sales transportation tax. A project to construct an eastside taxiway and aircraft parking apron to develop the east side and to accommodate the aircraft associated with stadium and arena events will continue in FY 200506. Ninety-seven and one half percent of the cost of these improvements will be grant-funded (95% federal, and 2.5% state). The city’s match of two and one half percent will come from the voterapproved, half-cent sales transportation tax. Above: Entrance to main terminal at the Glendale Municipal Airport. Left: Flying lessons are available at the airport. Bottom: View from main terminal at airport with Cardinal’s Stadium in the background. 394 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Airport Capital (34) Project Name: 8025 *Taxiway Stubs & Aprons Category: Other FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $6,262,100 $0 $0 $0 $0 $0 $186,034 $0 $0 $0 $0 $0 8085 *Airport - Security Upgrade $2,073,107 $0 $0 $0 $0 $0 8086 *Airport - Eastside Access Road $2,114,430 $0 $0 $0 $0 $0 8090 Northwest Land Purchase $1,000,000 $0 $0 $0 $0 $0 $255,625 $0 $0 $0 $0 $0 T141 Runway/Taxiway Asphalt Edge $0 $524,031 $0 $0 $0 $0 T146 **Runway Land Purchase $0 $4,050,000 $0 $0 $0 $0 $11,891,296 $4,574,031 $0 $0 $0 $0 8084 Tower & Radio Upgrade 8188 Eastside Utilities Total Airport Capital Projects: *Project includes carryover funding ** New Project 395 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Airport Capital (34) Category: Other Project Number: 8025 Project Name: *Taxiway Stubs & Aprons Project Description: Construct an eastside taxiway and aircraft parking apron. This is needed to develop the eastside and to accommodate the aircraft associated with stadium and arena events. Funding for construction will be provided by FAA 90%, State 5% and Local 5%. Project Costs: FY05-06: $0 Carryover: $6,262,100 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Grants/City Match FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 8084 Funding Source: Grants/City Match Tower & Radio Upgrade The radios in the tower are very old and outdated. The new radios will increase safety and reduce maintenance costs. Carryover: $0 Operating Impact: FY05-06: $186,034 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 8085 Project Name: *Airport - Security Upgrade Project Description: The FAA has recently made security the highest funding priority. With the anticipated increase in airport operations along with the arrival of larger aircraft, the airport needs to upgrade airport security using available technology. The Transportation Sales Tax will match $76,199 in FY 2006. Project Costs: Carryover: $998,449 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $2,114,430 Operating Impact: Funding Source: Grants/City Match FY05-06: $1,074,658 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $2,500 $2,575 $14,081 8086 Funding Source: Grants/City Match *Airport - Eastside Access Road Design and construct the street improvements along the eastside of the Glendale Airport. This will provide auto access to eastside business park. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 396 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Airport Capital (34) Category: Other Project Number: 8090 Project Name: Northwest Land Purchase Project Description: Purchase the six acres at the southeast corner of Glendale and Glen Harbor Blvd. to ensure continuity of land use. The Transportation Sales Tax will match $50,000 in FY 2006. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Grants/City Match FY05-06: $1,000,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 8188 Funding Source: Grants/City Match Eastside Utilities Install utilities east of the Glendale airport for the Airport Business Park. A Transportation Fund match of $18,125 will be available in FY 2006. Project cost increased from $216,339 to $255,625 due to project cost update. Carryover: $0 Operating Impact: FY05-06: $255,625 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: T141 Project Name: Runway/Taxiway Asphalt Edge Project Description: Asphalt edging will assist to control dust on the airport and reduce maintenance costs by eliminating the need to mow the weeds around the runway lights. The Transportation Sales Tax will match $26,201 in FY 2007. Project Costs: Funding Source: Grants/City Match FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $524,031 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: Project Name: **Runway Land Purchase Project Description: Purchase 36 acres of land for the runway protection zone. Project Costs: Carryover: $0 Operating Impact: T146 Funding Source: Grants/City Match FY05-06: $0 $0 FY 06-07: $4,050,000 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 397 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Other Grants OTHER GRANTS The majority of Glendale’s grants for capital projects come from the federal or state government. The grants in this category are open, competitive grant programs and are awarded through a competitive review process. The Bike & Ped/Skunk Creek @ Bell Rd project will widen the existing bridge over Skunk Creek to provide safer pedestrian and bicycle access across the bridge over Skunk Creek between 67th and 75th Avenues. Above: Skunk Creek Rd bridge at 57th Ave. 398 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Other Grants (47) Category: Other Project Name: FY 05-06: 8049 *Bike & Ped/Skunk Creek @BellRd $476,100 $0 $0 $0 $0 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 8061 *79th Ave/Missouri Trans-Canal $18,804 $0 $0 $0 $0 $0 8062 *83rd&87th Bethany Hm Trans-Cnl $90,000 $0 $0 $0 $0 $0 8066 *Glendale Sports Facilities ITS $48,729 $0 $0 $0 $0 $0 8067 *Bell Road ITS Design $81,998 $0 $0 $0 $0 $0 8068 *Purchase of ITS Trailers $22,196 $0 $0 $0 $0 $0 8069 *W Area Regional Parks-Grant $31,801 $0 $0 $0 $0 $0 8588 *Grand Canal Trail Renovation $9,781 $0 $0 $0 $0 $0 9584 *Catlin Court Alley Beautificat $616,152 $0 $0 $0 $0 $0 $3,395,561 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 8059 Grant Funds - Capital Projects Total Other Grants Projects: FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 399 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: Other Grants (47) Category: Other Project Number: 8049 Project Name: *Bike & Ped/Skunk Creek @BellRd Project Description: This project will widen the existing bridge over Skunk Creek, to provide pedestrian and bicycle access. 95% of this project is funded by a Congestion Mitigation Air Quality (CMAQ) grant with 5% City matching funds ($25,650). The City match is budgeted in project 31-8083. Project Costs: Carryover: $47,205 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: Grants FY05-06: $428,895 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 8059 Funding Source: Grants Grant Funds - Capital Projects This represents a contingency appropriation amount for unanticipated grant opportunities that may arise during the fiscal year. Carryover: $0 Operating Impact: FY05-06: $2,000,000 FY 06-07: $2,000,000 FY 07-08: $2,000,000 FY 08-09: $2,000,000 FY09-10: $2,000,000 FY 11-15: $10,000,000 $0 $0 $0 $0 $0 $0 Project Number: 8061 Project Name: *79th Ave/Missouri Trans-Canal Project Description: Parks Master Plan strategy to renovate five older parks per year over the next ten years. Project Costs: Funding Source: Grants FY05-06: $0 Carryover: $18,804 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: Project Name: *83rd&87th Bethany Hm Trans-Cnl Project Description: Parks Master Plan strategy to renovate five older parks per year over the next ten years. Project Costs: Carryover: $90,000 Operating Impact: 8062 Funding Source: Grants FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 400 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Other Grants (47) Category: Other Project Number: 8066 Project Name: *Glendale Sports Facilities ITS Project Description: Provide the foundation for facilitating event traffic from the arena and stadium. Project Costs: Funding Source: Grants FY05-06: $0 Carryover: $48,729 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: *Bell Road ITS Design Project Description: Intelligent transportation system for Bell Road. Project Costs: 8067 Funding Source: Grants FY05-06: $0 Carryover: $81,998 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 8068 Project Name: *Purchase of ITS Trailers Project Description: Purchase of trailers that will be used by Intelligent Transportation System staff. Project Costs: FY05-06: $0 Carryover: $22,196 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $31,801 Operating Impact: Funding Source: Grants $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8069 Funding Source: Grants *W Area Regional Parks-Grant Development of an 88 acre regional park and municipal building. Heritage Fund Grant to provide funding for skate court, splash pad, fencing, landscaping and other infrastructure. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 401 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Other Grants (47) Category: Other Project Number: 8588 Project Name: *Grand Canal Trail Renovation Project Description: Design and development of the Bethany Home Outfall Channel Grand Canal Linear Park. Arizona Heritage Fund Grant. Project Costs: FY05-06: $0 Carryover: $9,781 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $616,152 Operating Impact: Funding Source: Grants $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9584 Funding Source: Grants *Catlin Court Alley Beautificat Project includes underground utilities, street night safety lighting, realigning and widening the existing path, landscaping, seating walls and niches, public art alcoves, alley entry/exit features, shared use etiquette and signage. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 402 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Cultural Facility CULTURAL FACILITY This general obligation category will help fund the construction of a performing arts center for community theater groups, small venue concerts, films and other performances in the second five years. Also slated for the second five years, is a project to establish a capital fund for the acquisition and restoration of historic properties to act as a catalyst for historic preservation in the city. The Downtown Campus project will continue in FY 2005-06. The Downtown Campus is a comprehensive plan that integrates the Civic Center and adjacent properties into a cohesive theme. The Downtown Campus project will fully utilize the buildings and properties to increase space usage for the Bead Museum and the Civic Center as well as provide more open space for downtown pedestrians. Upper Left: Side view of The Bead Museum. Middle: The Glendale Civic Center. Bottom: Inside of The Bead Museum. 403 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Cultural Facility (28) Project Name: Category: 6% FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 8870 Cultural Arts Facility $0 $0 $0 $0 $0 $13,532,519 8871 Acq/Rest. Of Historic Prop. $0 $0 $0 $0 $0 $4,990,939 8872 *Downtown Campus $3,267,279 $0 $0 $0 $0 $0 Total Cultural Facility Projects: $3,267,279 $0 $0 $0 $0 $18,523,458 *Project includes carryover funding ** New Project 404 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Cultural Facility (28) Category: 6% Project Number: 8870 Project Name: Cultural Arts Facility Project Description: Construction of a 52,860 sq. ft. cultural arts center for theater, dance, and music performance with a 1,500 seat main stage, 400 seat little theater, 300 seat recital hall, 4-acres for building/parking (parking-620 cars), 7-acres. Prior to construction, a feasibility study will be conducted to determine location and possible tenants. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $13,532,519 $0 $0 $0 $0 $2,642,587 8871 Funding Source: General Obligation Bonds Acq/Rest. Of Historic Prop. Establish a capital fund for the acquisition and restoration of historic properties. Prior to establishing this fund, conduct a feasibility study and prepare a business plan to identify properties to be aquired and restored. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $4,990,939 $0 $0 $0 $0 $40,000 Project Number: 8872 Project Name: *Downtown Campus Project Description: The Downtown Campus is a comprehensive plan that integrates the Civic Center and adjacent properties into a cohesive theme. The Downtown Campus project will fully utilize the buildings and properties to increase space usage for the Bead Museum and the Civic Center as well as provide more open space for downtown pedestrians. Project Costs: Carryover: $1,718,879 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $1,548,400 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $112,000 $161,106 $165,938 $170,917 $176,043 $962,674 *Project includes carryover funding ** New Project 405 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Economic Development ECONOMIC DEVELOPMENT This general obligation bond category will enable the city to promote new private sector job creation through development and redevelopment programs in Glendale. FY 2005-06 reflects funding for the purchase of land in the downtown area, which can be used for city facilities or to provide incentives to different types of businesses to locate in the downtown area; and for land acquisition and infrastructure development for economic development of the western area. Above: The Federated Insurance building in Talavi Technology Park at SE corner of 59th Avenue and Bell Road. Below: Lowe’s at Northern Crossing, SE Corner of 59th and Northern Avenues. Other tenants include Walmart, Petsmart, Wells Fargo and Carl’s Jr. 406 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Economic Development (32) Project Name: Category: 6% FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 9600 *Downtown Land Acquisition $1,016,068 $0 $0 $0 $1,000,000 $20,000,000 9606 Redevelopment Land Acquist. $0 $0 $0 $0 $0 $25,000,000 9607 Bus. Pk. Infrastructure $0 $0 $0 $0 $0 $10,000,000 9712 *Downtown Campus $84,468 $0 $0 $0 $0 $0 T131 **Convention Center $0 $0 $0 $0 $0 $10,772,500 $1,100,536 $0 $0 $0 $1,000,000 $65,772,500 Total Economic Development Projects: *Project includes carryover funding ** New Project 407 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Economic Development (32) Category: 6% Project Number: 9600 Project Name: *Downtown Land Acquisition Project Description: Purchase of land in the downtown area which can be used to provide incentives to different types of businesses and establishments to locate in the downtown area and to begin implementation of the City Center Master Plan. Mayor and Council have directed staff to target downtown and in particular "auto row" for redevelopment. Project Costs: Carryover: $467,668 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $548,400 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $1,000,000 FY 11-15: $20,000,000 $0 $2,060 $2,122 $2,185 $2,251 $12,309 Project Number: Project Name: Redevelopment Land Acquist. Project Description: Acquisition of land to promote quality development and redevelopment citywide. Project Costs: 9606 Funding Source: General Obligation Bonds FY05-06: $0 Carryover: $0 Operating Impact: FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $25,000,000 $0 $0 $0 $0 $20,000 $0 Project Number: 9607 Project Name: Bus. Pk. Infrastructure Project Description: Development and infrastructure costs for business and commercial parks. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $84,468 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $10,000,000 $0 $0 $0 $5,000 $27,342 9712 Funding Source: General Obligation Bonds *Downtown Campus The Downtown Campus is a comprehensive plan that integrates the Civic Center and adjacent properties into a cohesive theme. The Downtown Campus project will fully utilize the buildings and properties to increase space usage for the Bead Museum and the Civic Center. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 408 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Economic Development (32) Category: 6% Project Number: T131 Project Name: **Convention Center Project Description: Design and construction of a convention center to be located in the western area of the city. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $10,772,500 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 409 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Flood Control FLOOD CONTROL Flood Control Bonds will finance the CIP flood control projects. Carryover projects from FY 2004-05 include funds for the maintenance and repair of collector drains, storm drains (pictured below) and drainage channel improvements along the Bethany Home Road alignment. Funding has also been slated for the completion of several storm drains along Bethany Home – 75th to 83rd Avenues and on Northern Avenue from 63rd Avenue to approximately 45th Avenue. Arizona Pollution Discharge Elimination System Permit required by the EPA and ADEQ after new regulations are adopted, is earmarked for FY 2005-06 through FY 2011-2015. Above: Skunk Creek – West of 51st Avenue Alignment. 410 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Flood Control Bonds (65) Project Name: 8012 *Bethany Home Outfall Channel Category: 20% FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: $3,072,091 $1,571,955 $1,571,955 $1,571,955 $2,569,623 $0 8013 Bethany Home 58th - 51st $0 $0 $0 $0 $0 $3,473,550 8014 67th Ave/Peoria to ACDC $0 $208,700 $3,076,890 $192,261 $0 $0 9111 *59th Ave. Brown to Olive $157,678 $1,124,675 $0 $0 $0 $0 9127 *Local Drainage Problems $445,596 $107,905 $107,905 $107,905 $107,905 $745,181 9300 **Storm Water Master Plan $524,500 $0 $0 $0 $0 $0 $1,293,690 $0 $529,750 $0 $529,750 $3,103,500 $302,861 $161,853 $151,049 $156,188 $159,328 $832,338 $0 $0 $0 $0 $0 $3,293,159 $478,325 $4,627,650 $0 $0 $0 $0 $3,163,809 $0 $0 $0 $0 $0 T290 Bethany Home, 75th-67th (SD) $0 $0 $0 $50,907 $5,313,093 $0 T291 Bethany Home, 67th-58th (SD) $0 $0 $0 $0 $50,925 $4,617,998 $9,438,550 $7,802,738 $5,437,549 $2,079,216 $8,730,624 $16,065,726 9302 *Collector Drains 9306 *AZDES Permit 9307 Greenway Drain - 53rd to 71st 9308 Northern Drain - 45th to 63rd 9311 *Bethany Home - 75th to 83rd Av Total Flood Control Bonds Projects: *Project includes carryover funding ** New Project 411 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Flood Control Bonds (65) Category: 20% Project Number: 8012 Project Name: *Bethany Home Outfall Channel Project Description: Design and construct drainage channel improvements in the Bethany Home Road Alignment - 99th to 83rd Avenues and adjacent to the Grand Canal from 83rd to 67th Avenue. Funds were changed to match Maricopa County Flood Control District (MCFCD) schedules. Project Costs: Carryover: $661,760 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds FY05-06: $2,410,331 FY 06-07: $1,571,955 FY 07-08: $1,571,955 FY 08-09: $1,571,955 FY09-10: $2,569,623 FY 11-15: $0 $0 $0 $0 $0 $0 $0 8013 Funding Source: General Obligation Bonds Bethany Home 58th - 51st Construct a storm drain on Bethany Home - 58th to 51st including mainline pipe, catch basins, and appurtanances. FY05-06: $0 Carryover: $0 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $3,473,550 $0 $0 $0 $0 $0 Project Number: 8014 Project Name: 67th Ave/Peoria to ACDC Project Description: Construct a storm drain on 67th Avenue - Peoria to ACDC. Construction costs of the storm drain to be shared by MCFCD ($1,500,000). Construction to be done concurrent with paving project (618813). Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $157,678 Operating Impact: Funding Source: General Obligation Bonds $0 FY 06-07: $208,700 FY 07-08: $3,076,890 FY 08-09: $192,261 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 9111 Funding Source: General Obligation Bonds *59th Ave. Brown to Olive Construct a storm drain on 59th Avenue from Olive to Brown. Construction to be constructed concurrent Transportation Sales Tax project on 59th Avenue. FY05-06: $0 $0 FY 06-07: $1,124,675 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 412 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Flood Control Bonds (65) Category: 20% Project Number: 9127 Project Name: *Local Drainage Problems Project Description: Construct storm drain improvements to mitigate drainage or flooding problems. Project Costs: Carryover: $337,691 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $107,905 FY 06-07: $107,905 FY 07-08: $107,905 FY 08-09: $107,905 FY09-10: $107,905 FY 11-15: $745,181 $0 $0 $0 $0 $0 $0 Project Number: Project Name: **Storm Water Master Plan Project Description: Prepare a storm water master plan. Project Costs: 9300 Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $524,500 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 9302 Project Name: *Collector Drains Project Description: Construct storm drain improvements on collector streets or to mitigate drainage and flooding problems. Project Costs: Carryover: $763,940 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $162,092 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $529,750 FY 06-07: $0 FY 07-08: $529,750 FY 08-09: $0 FY09-10: $529,750 FY 11-15: $3,103,500 $0 $0 $0 $0 $0 $0 9306 Funding Source: General Obligation Bonds *AZDES Permit Conform to the requirements of the Arizona Dept. of Environmental Quality (ADEQ) permit requirements. FY05-06: $140,769 FY 06-07: $161,853 FY 07-08: $151,049 FY 08-09: $156,188 FY09-10: $159,328 FY 11-15: $832,338 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 413 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Flood Control Bonds (65) Category: 20% Project Number: 9307 Project Name: Greenway Drain - 53rd to 71st Project Description: Construct a storm drain on Greenway Road from 67th to 53rd Avenue. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Obligation Bonds $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $3,293,159 $0 $0 $0 $0 $0 9308 Funding Source: General Obligation Bonds Northern Drain - 45th to 63rd Construct a storm drain in Northern Avenue from the basin at 63rd Avenue to approximately 45th Avenue. Carryover: $0 Operating Impact: FY05-06: $478,325 FY 06-07: $4,627,650 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 9311 Project Name: *Bethany Home - 75th to 83rd Av Project Description: Construct a storm drain on Bethany Home Road from the Outfall Channel at Grand Canal to 75th Ave. Additional funds were added to include storm drain to the east on Bethany Home Road, as well as to the west on 83rd Ave. Construction costs to be shared with MCFCD ($1,567,000 total project). Project Costs: Carryover: $395,569 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $2,768,240 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 T290 Funding Source: General Obligation Bonds Bethany Home, 75th-67th (SD) Construct a storm drain on Bethany Home Road from 75th Avenue to 67th Avenue. Construction costs to be shared with MCFCD ($2,620,000). FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $50,907 FY09-10: $5,313,093 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 414 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Flood Control Bonds (65) Category: 20% Project Number: T291 Project Name: Bethany Home, 67th-58th (SD) Project Description: Construct a storm drain on Bethany Home Road from 67th to 58th Avenue. Construction costs to be shared with MCFCD ($2,225,000). Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $50,925 FY 11-15: $4,617,998 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 415 Back to CIP Table of Contents 2006-2015 Capital Improvement Plan Other Capital Projects OTHER CAPITAL PROJECTS General Fund Projects Major capital projects accounted for in the General Fund section of the CIP include: • Building Maintenance Reserve to support emergency replacement of building components; • $211,475 is allocated to a citywide evaluation of ADA compliance; and • Neighborhood Improvement Grants (01-8968) given to residents from older neighborhoods for revitalization projects was moved to the Neighborhood Services operating budget in FY 2005-06 (01-4420). The FY 2004-05 projected carryover request is $545,637. Civic Center Projects The projects in this category are accounted for in the General Fund. Planned Civic Center projects include: • • • A reserve account for regular facility maintenance that began in FY 2004-05 will continue through FY 2009-10 is included in the CIP; Civic Center Landscape and Light Improvements will create unique landscape design improvements to the outdoor Fountain Terrace Courtyard; and Civic Center Annex FF&E will provide furniture, fixtures and equipment to include audio/visual linking capabilities between the Civic Center and the Wells Fargo building. Art In Public Places Projects The Municipal Art Fund promotes the creative use of art in public places. One percent of the cost of every public construction project is set aside for the purchase of public art. The Glendale Arts Commission was formed to select works of art to be commissioned or purchased through the Municipal Arts Fund. Five percent of the fund is dedicated for the preservation and maintenance of Glendale’s substantial public art collection. Art Fund dollars have been used to purchase the award-winning brick sculpture, “Tribute to Firefighters,” at Fire Station 157, and the Veterans Memorial, located on the east side of the Main Library and other art pieces in various locations. Public Housing Projects • The city anticipates receiving about $275,000 per year in Federal Department of Housing and Urban Development grants through FY 2011-15 for capital improvements at the city’s public housing developments. 416 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: General Fund (01) Category: Other Project Name: FY 05-06: 8200 Bead Museum $450,000 $0 $0 $0 $0 $0 $94,858 $0 $0 $0 $0 $0 $9,596 $0 $0 $0 $0 $0 8204 *Glendale Muni Office Complex $198,262 $71,747 $0 $0 $0 $0 8205 *Carpet replacement $208,516 $200,000 $200,000 $200,000 $100,000 $500,000 8206 *Replace HVAC Controls System $145,947 $0 $0 $0 $0 $0 8207 *Citywide Evaluation of ADA Acc $247,847 $107,489 $107,489 $0 $0 $0 8209 *Citywide Pool Bath House Renov $203,394 $125,000 $100,000 $0 $0 $0 8210 *Fire Pumper Trk - Station 159 $484,553 $0 $0 $0 $0 $0 8211 *Fire Ambulance - SW Contract $244,000 $0 $0 $0 $0 $0 8213 Roof replacement program $52,150 $263,250 $157,950 $105,300 $0 $263,250 8215 **Auditorium Seats $99,000 $0 $0 $0 $0 $0 8216 **City Hall - HVAC System $52,450 $236,025 $1,683,800 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 8218 EOC Equipment $500,000 $500,000 $500,000 $0 $0 $0 8901 *City Hall Projects $199,039 $0 $0 $0 $0 $0 $26,142 $0 $0 $0 $0 $0 8984 Bldg. Maintenance Reserve $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 9622 Property Acquisition $300,000 $300,000 $300,000 $350,000 $350,000 $1,850,000 $0 $0 $0 $0 $0 $367,400 $4,815,754 $2,103,511 $3,349,239 $955,300 $750,000 $4,480,650 8202 *Fire Panel & Alarm Systm Repla 8203 *Public Safety/Court Complex 8217 **Park & Feature Fields 8970 *Redevelopment Projects T005 New River Bike Trail Total General Fund Projects: FY 06-07: FY 07-08: *Project includes carryover funding ** New Project 417 Back to CIP Table of Contents FY 08-09: FY 09-10: FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: General Fund (01) Category: Other Project Number: 8200 Project Name: Bead Museum Project Description: Funding for renovations to the Bead Museum as part of the downtown campus project. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Fund FY05-06: $450,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 8202 Funding Source: General Fund *Fire Panel & Alarm Systm Repla The existing fire alarm equipment is out dated and maintenance issues have become a major problem because of a shortage of parts. The system uses component technology that is over 20 years old. FY05-06: $0 Carryover: $94,858 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 8203 Project Name: *Public Safety/Court Complex Project Description: The existing access control system was installed in 1991 and is no longer supported by the manufacturer. This system using the BLUE CARDS is a "dos" based system that relys on 20 year old computer technology. Project Costs: FY05-06: $0 Carryover: $9,596 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $126,730 Operating Impact: Funding Source: General Fund $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8204 Funding Source: General Fund *Glendale Muni Office Complex Remodel selected restrooms in City Hall and the Council Chamber to accommodate the handicapped. Doors in the buildings are substandard and in some cases need to be wider. FY05-06: $71,532 $0 FY 06-07: $71,747 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 418 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: General Fund (01) Category: Other Project Number: 8205 Project Name: *Carpet replacement Project Description: Carpet replacement in the Glendale Office Complex, Public Safety/Court Complex, Foothills Public Safety Facility, Parks & Recreation Centers and Fire Stations. Project Costs: Carryover: $8,516 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Fund FY05-06: $200,000 FY 06-07: $200,000 FY 07-08: $200,000 FY 08-09: $200,000 FY09-10: $100,000 FY 11-15: $500,000 $0 $0 $0 $0 $0 $0 8206 Funding Source: General Fund *Replace HVAC Controls System Replace heating, ventilating and air conditioning [HVAC] control system for the Main Public Safety/Court Complex. Carryover: $2,832 Operating Impact: FY05-06: $143,115 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: 8207 Project Name: *Citywide Evaluation of ADA Acc Project Description: Citywide evaluation of ADA compliance in accommodating the physically challenged. Project Costs: Carryover: $36,372 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $28,394 Operating Impact: Funding Source: General Fund FY05-06: $211,475 FY 06-07: $107,489 FY 07-08: $107,489 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 8209 Funding Source: General Fund *Citywide Pool Bath House Renov The condition of the City's pool bath houses is beyond routine maintenance. The facilities that need renovating include Apollo, Cactus, Cardinal, GCC, Ironwood, O'Neil and Rose Lane bath houses. FY05-06: $175,000 FY 06-07: $125,000 FY 07-08: $100,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 419 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: General Fund (01) Category: Other Project Number: 8210 Project Name: *Fire Pumper Trk - Station 159 Project Description: New fire pumper truck for station 159 located at 63rd & Bell Rd. Project Costs: FY05-06: $0 Carryover: $484,553 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Fund $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8211 Funding Source: General Fund *Fire Ambulance - SW Contract Additional training ambulance that will be used for training new medics that will be available for added coverage at sports venues and large city events. Negotiated in the renewal of Patient Transport contract with Southwest Ambulance, Inc. FY05-06: $0 Carryover: $244,000 Operating Impact: $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 Project Number: 8213 Project Name: Roof replacement program Project Description: The roof systems at many older City facilities has exceeded the expected life. The Operations Center buildings, older Recreation Centers, older Fire Stations, Main Library and Cholla Water Treatment Plant have been routinely maintained but should be replaced. Some of the roof systems contain asbestos. Project Costs: FY05-06: $52,150 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund $0 FY 06-07: $263,250 FY 07-08: $157,950 FY 08-09: $105,300 FY09-10: $0 FY 11-15: $263,250 $0 $25,000 $25,750 $26,522 $145,033 8215 Funding Source: General Fund **Auditorium Seats To replace public seating in the Main Library auditorium in order to prevent further injuries to library patron. The project will also include replacement of worn carpet in the auditorium and meeting room areas. This will be coordinated with the installation of the seating. FY05-06: $99,000 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 420 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: General Fund (01) Category: Other Project Number: 8216 Project Name: **City Hall - HVAC System Project Description: Indoor air quality has become an issue in City Hall. The existing heating, ventilating and air conditioning [HVAC] system is incapable of keeping up with the demands of the current occupancy and use of the building that has exceeded the original design concept for the system. Project Costs: Funding Source: General Fund FY05-06: $52,450 Carryover: $0 Operating Impact: FY 06-07: $236,025 FY 07-08: $1,683,800 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: **Park & Feature Fields Project Description: Development of youth sports fields and turf parking. Project Costs: 8217 Carryover: $0 Operating Impact: Funding Source: General Fund FY05-06: $1,000,000 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $993,962 $1,023,781 $1,054,494 $1,086,129 $5,939,399 Project Number: 8218 Project Name: EOC Equipment Project Description: The City of Glendale has a need to purchase state of the art equipment and software for the Emergency Operations Center (EOC). This equipment and software is needed to assist in the management of resouces involved in the operation of this center for major events. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY05-06: $500,000 FY 06-07: $500,000 FY 07-08: $500,000 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: *City Hall Projects Project Description: Improvements to the Glendale Municipal Office Complex. Project Costs: Carryover: $199,039 Operating Impact: 8901 Funding Source: General Fund FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 421 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: General Fund (01) Category: Other Project Number: 8970 Project Name: *Redevelopment Projects Project Description: Reserved for downtown improvements as directed by City Council. Possible projects include appraisals and studies regarding the downtown area or landscaping projects. Project Costs: FY05-06: $0 Carryover: $26,142 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Fund $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8984 Funding Source: General Fund Bldg. Maintenance Reserve This project is intended to be a reserve account to support an emergency replacement of building components. Carryover: $0 Operating Impact: FY05-06: $300,000 FY 06-07: $300,000 FY 07-08: $300,000 FY 08-09: $300,000 FY09-10: $300,000 FY 11-15: $1,500,000 $0 $0 $0 $0 $0 $0 Project Number: 9622 Project Name: Property Acquisition Project Description: Funds appropriated for land acquisition for various uses. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY05-06: $300,000 FY 06-07: $300,000 FY 07-08: $300,000 FY 08-09: $350,000 FY09-10: $350,000 FY 11-15: $1,850,000 $0 $1,061 $1,093 $1,126 $1,160 $6,343 T005 Funding Source: General Fund New River Bike Trail Construct a multi-use pathway along the east side of New River from Paraiso Drive alignment to Hillcrest Boulevard. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $367,400 $0 $0 $0 $0 $2,040 *Project includes carryover funding ** New Project 422 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Civic Center (06) Project Name: Category: Other FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 8087 *Performance Lighting Improveme $25,000 $0 $0 $0 $0 $0 8088 *Maintenance Reserve $31,000 $100,000 $100,000 $100,000 $100,000 $500,000 $0 $0 $0 $0 $2,500,000 $0 9141 Civ Ctr Lndscpe & Light Imprs $252,860 $0 $0 $0 $0 $0 9142 **Civ Ctr Annex FF&E $200,700 $0 $0 $0 $0 $0 Total Civic Center Projects: $509,560 $100,000 $100,000 $100,000 $2,600,000 $500,000 8584 Civic Center Renovation *Project includes carryover funding ** New Project 423 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Civic Center (06) Category: Other Project Number: 8087 Project Name: *Performance Lighting Improveme Project Description: Improve the event and performance lighting for the Civic Center. Project Costs: FY05-06: $0 Carryover: $25,000 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Funding Source: General Fund FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 8088 Funding Source: General Fund *Maintenance Reserve This is a reserve fund for regular facility repair and maintenance. The Civic Center needs to be kept in excellent condition to be a desirable facility to host events and to remain competitive. FY05-06: $25,000 Carryover: $6,000 Operating Impact: FY 06-07: $100,000 FY 07-08: $100,000 FY 08-09: $100,000 FY09-10: $100,000 FY 11-15: $500,000 $0 $0 $0 $0 $0 $0 Project Number: 8584 Project Name: Civic Center Renovation Project Description: Facility renovation and enhancement to include additional meeting rooms and exhibit space. The Civic Center would attract additional business from corporate clients that presently do not use the center due to lack of sufficient breakout meeting space. Additional exhibit space would allow the Civic Center to host moderate sized trade shows. Project Costs: FY05-06: $0 Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $2,500,000 FY 11-15: $0 $0 $0 $0 $9,821 $291,045 9141 Funding Source: General Fund Civ Ctr Lndscpe & Light Imprs Create unique landscape design improvements to the outdoor Fountain Terrace Courtyard. (Design has been completed by E-Group). FY05-06: $252,860 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $25,000 $29,435 $30,318 $31,228 $32,164 $175,888 *Project includes carryover funding ** New Project 424 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Civic Center (06) Category: Other Project Number: 9142 Project Name: **Civ Ctr Annex FF&E Project Description: Furniture, fixtures and equipment to include audio/visual linking capabilities between the Civic Center and the Wells Fargo building for functionality. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY05-06: $200,700 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 425 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Arts Commission (70) Project Name: Category: Other FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 9700 *Art Commission $1,374,811 $350,000 $350,000 $350,000 $350,000 $2,100,000 Total Arts Commission Projects: $1,374,811 $350,000 $350,000 $350,000 $350,000 $2,100,000 *Project includes carryover funding ** New Project 426 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: Arts Commission (70) Category: Other Project Number: 9700 Project Name: *Art Commission Project Description: City Council Ordinance No. 1226 created a Municipal Art Fund which provides for the purchase of works of art for public places. The Arts Commission selects the art work that will be purchased and/or commissioned each year. Project Costs: Carryover: $1,024,811 Operating Impact: Funding Source: Capital Plan FY05-06: $350,000 FY 06-07: $350,000 FY 07-08: $350,000 FY 08-09: $350,000 FY09-10: $350,000 FY 11-15: $2,100,000 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 427 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Housing (19) Category: Other Project Name: FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: 8475 *Housing Capital $900,000 $275,000 $275,000 $275,000 $275,000 $1,375,000 Total Housing Projects: $900,000 $275,000 $275,000 $275,000 $275,000 $1,375,000 *Project includes carryover funding ** New Project 428 Back to CIP Table of Contents FY 11-15: 2006-2015 Capital Improvement Project Detail Fund: Housing (19) Category: Other Project Number: 8475 Project Name: *Housing Capital Project Description: Various housing related capital projects, as approved through Federal Department of Housing and Urban Development federal grants. Project Costs: Carryover: $625,000 Operating Impact: Funding Source: Housing FY05-06: $275,000 FY 06-07: $275,000 FY 07-08: $275,000 FY 08-09: $275,000 FY09-10: $275,000 FY 11-15: $1,375,000 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 429 Back to CIP Table of Contents FY 2006-15 Capital Improvement Program Capital Projects By Fund and Project Number Fund: C.D.B.G. (11) Project Name: Category: Other FY 05-06: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 11-15: 8654 *Ltng Str (59-61Av) CDBG $38,000 $0 $0 $0 $0 $0 8670 *Downtown Campus $40,155 $0 $0 $0 $0 $0 Total C.D.B.G. Projects: $78,155 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 430 Back to CIP Table of Contents 2006-2015 Capital Improvement Project Detail Fund: C.D.B.G. (11) Category: Other Project Number: 8654 Project Name: *Ltng Str (59-61Av) CDBG Project Description: C.D.B.G. grant for Glendale. Project Costs: FY05-06: $0 Carryover: $38,000 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $40,155 Operating Impact: Funding Source: Grants $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 8670 Funding Source: Grants *Downtown Campus The Downtown Campus is a comprehensive plan that integrates the Civic Center and adjacent properties into a cohesive theme. The Downtown Campus project will fully utilize the buildings and properties to increase space usage for the Bead Museum and the Civic Center. FY05-06: $0 $0 FY 06-07: $0 FY 07-08: $0 FY 08-09: $0 FY09-10: $0 FY 11-15: $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 431 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund General Fund Program Name Account Bead Museum Account Name 8800 Artwork 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Total Bead Museum General Fund Fire Panel & Alarm Systm Repla 8330 Prof & Contr - Cap Proj Public Safety/Court Complex 8330 Prof & Contr - Cap Proj Glendale Muni Office Complex 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Total Glendale Muni Office Complex Replace Floor Covering in City 8400 Equipment Total Replace Floor Covering in City Replace HVAC Controls System 8300 Imp. - Non Bldg. Total Replace HVAC Controls System Carryover 0001-8203 5,903 New Funding 0001-8204 2,065 New Funding 0001-8204 629 New Funding 0001-8204 126,730 Carryover 0001-8204 62,935 New Funding 0001-8204 8,516 Carryover 0001-8205 200,000 New Funding 0001-8205 2,832 Carryover 0001-8206 141,000 New Funding 0001-8206 2,115 New Funding 0001-8206 1,000 New Funding 0001-8207 36,372 Carryover 0001-8207 8974 Engineering Chgbk - CI 7,350 New Funding 0001-8207 Total Citywide Evaluation of ADA Acc Citywide Pool Bath House Renov Fire Pumper Trk - Station 159 8330 Prof & Contr - Cap Proj 8400 Equipment 50,000 New Funding 0001-8207 50,000 New Funding 0001-8207 28,394 Carryover 0001-8209 175,000 New Funding 0001-8209 $203,394 8400 Equipment Total Fire Pumper Trk - Station 159 Fire Ambulance - SW Contract 3,125 New Funding 0001-8207 100,000 New Funding 0001-8207 $247,847 Total Citywide Pool Bath House Renov General Fund 9,596 Citywide Evaluation of ADA Acc 8800 Artwork 8330 Prof & Contr - Cap Proj 8000 CIP Projects Contingenc 8330 Prof & Contr - Cap Proj General Fund 0001-8202 $145,947 8976 Acct. Chgs - CIP 8300 Imp. - Non Bldg. General Fund Carryover $208,516 8400 Equipment 8976 Acct. Chgs - CIP General Fund 94,858 $198,262 8400 Equipment General Fund 27,602 New Funding 0001-8200 418,216 New Funding 0001-8200 $9,596 8800 Artwork General Fund 4,182 New Funding 0001-8200 $94,858 Total Public Safety/Court Complex General Fund Funding Type Account $450,000 Total Fire Panel & Alarm Systm Repla General Fund FY 05-06 Budget 484,553 Carryover 0001-8210 Carryover 0001-8211 $484,553 8400 Equipment Total Fire Ambulance - SW Contract 244,000 $244,000 432 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund General Fund Program Name Account Roof Replacement Program Account Name Auditorium Seats 50,000 New Funding 0001-8213 8974 Engineering Chgbk - CI 2,150 New Funding 0001-8213 $52,150 8400 Equipment Total Auditorium Seats General Fund City Hall - HVAC System 8330 Prof & Contr - Cap Proj 50,000 New Funding 0001-8216 8974 Engineering Chgbk - CI 2,450 New Funding 0001-8216 Park & Feature Fields $52,450 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI Total Park & Feature Fields General Fund EOC Equipment 8400 Equipment City Hall Projects 8330 Prof & Contr - Cap Proj Redevelopment Projects 8320 Misc Cap Projects Bldg. Maintenance Reserve 8320 Misc Cap Projects Property Acquisition 8100 Land Performance Lighting Improveme 8400 Equipment Maintenance Reserve Fund 8000 CIP Projects Contingenc 8000 CIP Projects Contingenc 8000 CIP Projects Contingenc 8800 Artwork 8974 Engineering Chgbk - CI Total Civic Ctr Landscape & Light Im Civic Ctr Annex FF&E 300,000 New Funding 0001-8984 300,000 New Funding 0001-9622 25,000 Carryover 0006-8087 25,000 New Funding 0006-8088 6,000 Carryover 0006-8088 $31,000 8300 Imp. - Non Bldg. Civic Center 0001-8970 $25,000 Total Maintenance Reserve Fund Civic Ctr Landscape & Light Im Carryover $4,815,754 Total Performance Lighting Improveme Civic Center 26,142 $300,000 Total General Fund Civic Center 0001-8901 $300,000 Total Property Acquisition Civic Center Carryover $26,142 Total Bldg. Maintenance Reserve General Fund 199,039 $199,039 Total Redevelopment Projects General Fund 500,000 New Funding 0001-8218 $500,000 Total City Hall Projects General Fund 958,773 New Funding 0001-8217 41,227 New Funding 0001-8217 $1,000,000 Total EOC Equipment General Fund 99,000 New Funding 0001-8215 $99,000 Total City Hall - HVAC System General Fund Funding Type Account 8330 Prof & Contr - Cap Proj Total Roof Replacement Program General Fund FY 05-06 Budget 2,325 New Funding 0006-9141 232,840 New Funding 0006-9141 2,328 New Funding 0006-9141 15,367 New Funding 0006-9141 $252,860 8400 Equipment 200,700 New Funding 0006-9142 Total Civic Ctr Annex FF&E $200,700 Total Civic Center $509,560 433 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund C.D.B.G. Program Name Account Ltng Str (59-61Av) CDBG Account Name 8330 Prof & Contr - Cap Proj Total Ltng Str (59-61Av) CDBG C.D.B.G. Streets Downtown Campus 8330 Prof & Contr - Cap Proj $40,155 Total C.D.B.G. $78,155 Street Maintenance Equipment 8400 Equipment 8400 Equipment Right of Way Maintenance Equip 8400 Equipment Housing Capital 8320 Misc Cap Projects 8320 Misc Cap Projects 275,000 New Funding 0019-8475 625,000 Carryover 0019-8475 Total Housing $900,000 Light Rail Transit System 8330 Prof & Contr - Cap Proj Bus Stops and Shelters (Grants 8300 Imp. - Non Bldg. Buses/Vans (Grant) Carryover 0024-8073 56,253 Carryover 0024-8074 Carryover 0024-8075 $56,253 8400 Equipment 54,558 $54,558 Loop 101/Maryland P&R Lot 8800 Artwork 39,170 New Funding 0024-8077 8974 Engineering Chgbk - CI 79,698 New Funding 0024-8077 Total Loop 101/Maryland P&R Lot L101/Maryland Overpass to P&R 3,025,475 Carryover 0024-8077 3,917,007 New Funding 0024-8077 391,000 New Funding 0024-8077 $7,452,350 8300 Imp. - Non Bldg. 3,369,377 New Funding 0024-8078 8300 Imp. - Non Bldg. 8800 Artwork 1,887,989 Carryover 0024-8078 33,694 New Funding 0024-8078 8974 Engineering Chgbk - CI Total L101/Maryland Overpass to P&R LTAFII 153,000 $153,000 8330 Prof & Contr - Cap Proj Transport. Grants 85,000 New Funding 0012-8208 $900,000 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Transport. Grants 0011-8670 113,750 New Funding 0012-8079 180,000 Carryover 0012-8079 Total Housing Capital Total Buses/Vans (Grant) Transport. Grants Carryover $378,750 Total Bus Stops and Shelters (Grants Transport. Grants 0011-8654 $85,000 Total Light Rail Transit System Transport. Grants Carryover $293,750 Total Streets Transport. Grants 40,155 Total Downtown Campus Total Right of Way Maintenance Equip Housing 38,000 Funding Type Account $38,000 Total Street Maintenance Equipment Streets FY 05-06 Budget 82,550 New Funding 0024-8078 $5,373,610 8400 Equipment Total LTAFII 300,000 $300,000 434 Back to CIP Table of Contents Carryover 0024-8092 City of Glendale 2006-2015 Capital Appropriation by Fund Fund Transport. Grants Program Name Account Grant Match - Capital Account Name 8320 Misc Cap Projects Total Grant Match - Capital 2,000,000 New Funding 0024-9390 $15,389,771 Downtown Campus 8300 Imp. - Non Bldg. 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 1,718,879 Total Cultural Facility $3,267,279 149,561 Total Expanded Library Auto Infrastr $149,561 Total DIF-Library Bldg's $149,561 Operations Center Expansion 8300 Imp. - Non Bldg. 1,437,708 Total Operations Center Expansion $1,437,708 Total Facilities Bonds $1,437,708 Street/Parking Bond Traffic Signal Computerization 8330 Prof & Contr - Cap Proj Total Traffic Signal Computerization Street/Parking Bond Intersection Safety Imp's Total Intersection Safety Imp's 0029-8081 Carryover 0030-8563 Carryover 0031-8042 465,514 Carryover 0031-8053 Carryover 0031-8054 Carryover 0031-8558 $465,514 8300 Imp. - Non Bldg. Total Petition Lighting Program Street/Parking Bond Street Scallop 395,144 Carryover $395,144 8300 Imp. - Non Bldg. Street/Parking Bond Petition Lighting Program 0028-8872 1,480,306 New Funding 0028-8872 53,291 New Funding 0028-8872 $3,267,279 8400 Equipment Carryover 14,803 New Funding 0028-8872 Total Downtown Campus DIF-Library Bldg's Expanded Library Auto Infrastr Facilities Bonds Funding Type Account $2,000,000 Total Transport. Grants Cultural Facility FY 05-06 Budget 392,188 $392,188 8300 Imp. - Non Bldg. Total Street Scallop 601,012 $601,012 Street/Parking Bond Street Beautification 8000 CIP Projects Contingenc 25,389 New Funding 0031-8559 8974 Engineering Chgbk - CI 8800 Artwork 11,461 New Funding 0031-8559 5,078 New Funding 0031-8559 8300 Imp. - Non Bldg. 507,776 New Funding 0031-8559 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 832,810 Carryover 0031-8559 111,715 New Funding 0031-8559 Total Street Beautification $1,494,229 Street/Parking Bond Grand Ave. Beautification 8300 Imp. - Non Bldg. Total Grand Ave. Beautification 512,449 Carryover 0031-8990 Carryover 0031-9431 $512,449 Street/Parking Bond Pathway/ACDC @ Marshall Elem 8300 Imp. - Non Bldg. Total Pathway/ACDC @ Marshall Elem. 34,844 $34,844 435 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Account Name Street/Parking Bond Pathway/ACDC @ T-bird Paseo P 8300 Imp. - Non Bldg. Total Pathway/ACDC @ T-bird Paseo Pa Street/Parking Bond S. Bethany Traffic Interchange 8320 Misc Cap Projects 8320 Misc Cap Projects Total S. Bethany Traffic Interchange Street/Parking Bond Downtown Entertainment Distrct 8100 Land Total Downtown Urban Design Plan 0031-9432 $302,381 165,000 New Funding 0031-9434 73,294 Carryover 0031-9434 193,786 Carryover 0031-9574 1,518,391 Carryover 0031-9579 $1,518,391 8800 Artwork 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Total 51st Ave/ACDC - Bike Match 2,800 New Funding 0031-9580 18,480 New Funding 0031-9580 280,000 New Funding 0031-9580 $301,280 Total Street/Parking Bonds $6,449,512 Economic Dev. Bon Downtown Land Acquisition 8100 Land 8100 Land Total Downtown Land Acquisition Economic Dev. Bon Downtown Campus 548,400 New Funding 0032-9600 467,668 Carryover 0032-9600 Carryover 0032-9712 Carryover 0033-8592 $1,016,068 8300 Imp. - Non Bldg. Total Downtown Campus 84,468 $84,468 Total Economic Dev. Bonds $1,100,536 Transp Construction Pavement Preservation 8300 Imp. - Non Bldg. Total Pavement Preservation 136,452 $136,452 Transp Construction Arrowhead Ped Enhancements 8974 Engineering Chgbk - CI 2,782 New Funding 0033-9380 8330 Prof & Contr - Cap Proj 64,703 New Funding 0033-9380 Total Arrowhead Ped Enhancements Transp Construction Airport-Northwest Land Purch $67,485 8320 Misc Cap Projects Total Airport-Northwest Land Purch Transp Construction Airport-Eastside Utilities 50,000 New Funding 0033-9381 $50,000 8320 Misc Cap Projects Total Airport-Eastside Utilities Transp Construction L101/Bethany Home TI - South Carryover $193,786 8330 Prof & Contr - Cap Proj Street/Parking Bond 51st Ave/ACDC - Bike Match 302,381 Funding Type Account $238,294 Total Downtown Entertainment Distrct Street/Parking Bond Downtown Urban Design Plan FY 05-06 Budget 18,125 New Funding 0033-9382 $18,125 8300 Imp. - Non Bldg. 8800 Artwork 8974 Engineering Chgbk - CI Total L101/Bethany Home TI - South 6,259,158 New Funding 0033-9383 62,592 New Funding 0033-9383 120,000 New Funding 0033-9383 $6,441,750 436 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Transp Construction Maryland Ave: 51st-59th Ave Account Name 199,074 New Funding 0033-9384 8974 Engineering Chgbk - CI 5,426 New Funding 0033-9384 $204,500 8330 Prof & Contr - Cap Proj 8976 Acct. Chgs - CIP 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Total 95th Ave Maryland-BH Road Transp Construction Scallop Streets Funding Type Account 8330 Prof & Contr - Cap Proj Total Maryland Ave: 51st-59th Ave Transp Construction 95th Ave Maryland-BH Road FY 05-06 Budget 500,000 New Funding 0033-9385 82,500 New Funding 0033-9385 33,000 New Funding 0033-9385 3,300,000 New Funding 0033-9385 70,300 New Funding 0033-9385 $3,985,800 8300 Imp. - Non Bldg. 436,000 New Funding 0033-9386 8800 Artwork 4,360 New Funding 0033-9386 8974 Engineering Chgbk - CI 7,224 New Funding 0033-9386 Total Scallop Streets $447,584 Transp Construction Buses / Vans 8320 Misc Cap Projects 260,635 8400 Equipment 384,000 New Funding 0033-9444 Total Buses / Vans Carryover 0033-9444 $644,635 Transp Construction Smart Traffic Signals 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8800 Artwork 8330 Prof & Contr - Cap Proj Total Smart Traffic Signals 534,130 Carryover 0033-9445 38,346 New Funding 0033-9445 1,831,221 New Funding 0033-9445 18,312 New Funding 0033-9445 241,524 New Funding 0033-9445 $2,663,533 Transp Construction Bus Pullouts 8300 Imp. - Non Bldg. Total Bus Pullouts 29,719 Carryover 0033-9446 $29,719 Transp Construction Grand Ave Access Enhancements 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 1,747,995 New Funding 0033-9447 278,731 New Funding 0033-9447 8800 Artwork 8974 Engineering Chgbk - CI 17,480 New Funding 0033-9447 19,761 New Funding 0033-9447 Total Grand Ave Access Enhancements Transp Construction Intersection Improvements $2,063,967 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8800 Artwork 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Total Intersection Improvements 895,447 New Funding 0033-9448 27,126 New Funding 0033-9448 8,954 New Funding 0033-9448 446,940 Carryover 0033-9448 90,973 New Funding 0033-9448 $1,469,440 437 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Transp Construction 51st / Camelback to Peoria Account Name Funding Type Account 8300 Imp. - Non Bldg. 709,463 New Funding 0033-9450 8330 Prof & Contr - Cap Proj 8800 Artwork 314,000 New Funding 0033-9450 7,095 New Funding 0033-9450 8974 Engineering Chgbk - CI Total 51st / Camelback to Peoria Transp Construction Bus Stops and Shelters FY 05-06 Budget 15,569 New Funding 0033-9450 $1,046,127 8300 Imp. - Non Bldg. 101,262 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 5,414 New Funding 0033-9453 133,625 New Funding 0033-9453 8800 Artwork 8330 Prof & Contr - Cap Proj Total Bus Stops and Shelters Carryover 0033-9453 1,336 New Funding 0033-9453 13,000 New Funding 0033-9453 $254,637 Transp Construction Transit Support Capital 8400 Equipment 8400 Equipment Total Transit Support Capital 204,500 New Funding 0033-9454 104,819 Carryover 0033-9454 $309,319 Transp Construction L101/Maryland Park and Ride Lo 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj Total L101/Maryland Park and Ride Lo Transp Construction Northern Ave Super Street $1,989,008 8974 Engineering Chgbk - CI 21,155 New Funding 0033-9456 8100 Land 100,357 New Funding 0033-9456 8330 Prof & Contr - Cap Proj 491,988 New Funding 0033-9456 Total Northern Ave Super Street Transp Construction Rail System 1,607,639 New Funding 0033-9455 381,369 Carryover 0033-9455 $613,500 8320 Misc Cap Projects Total Rail System 306,750 New Funding 0033-9457 $306,750 Transp Construction Bike Rte Imp/ 63rd - Grand Ave 8330 Prof & Contr - Cap Proj 62,742 New Funding 0033-9459 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 2,698 New Funding 0033-9459 240,000 Carryover 0033-9459 Total Bike Rte Imp/ 63rd - Grand Ave Transp Construction PE & Oversight for Transp. Pkg $305,440 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj Total PE & Oversight for Transp. Pkg Transp Construction 59th Ave.: Grand to Loop 101 - Carryover 0033-9462 Carryover 0033-9463 8300 Imp. - Non Bldg. 499,927 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 266,628 New Funding 0033-9463 2,068 New Funding 0033-9463 $768,623 8330 Prof & Contr - Cap Proj Total Lane Drop Elimination Project Transp Construction Bridge-Grand Canal @ Missouri 228,800 $2,810,050 Total 59th Ave.: Grand to Loop 101 Transp Construction Lane Drop Elimination Project 2,581,250 New Funding 0033-9462 222,861 Carryover 0033-9464 Carryover 0033-9465 $222,861 8300 Imp. - Non Bldg. Total Bridge-Grand Canal @ Missouri 61,172 $61,172 438 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Transp Construction Bethany Home - 83rd to 99th Account Name 8300 Imp. - Non Bldg. Total Bethany Home - 83rd to 99th Transp Construction Downtown Pedestrian Circ 8974 Engineering Chgbk - CI 9,698 New Funding 0033-9467 $533,892 8974 Engineering Chgbk - CI Total Grand Ave Grade Separation Enh Total Smart Traffic Signal Equipment 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. 0033-9469 2,109 New Funding 0033-9470 49,039 New Funding 0033-9470 5,000 Carryover 0033-9471 125,900 Carryover 0033-9472 8100 Land 8330 Prof & Contr - Cap Proj 102,250 New Funding 0033-9473 504,031 New Funding 0033-9473 8974 Engineering Chgbk - CI 7,219 New Funding 0033-9473 $613,500 8974 Engineering Chgbk - CI 3,633 New Funding 0033-9474 8330 Prof & Contr - Cap Proj 155,938 New Funding 0033-9474 8300 Imp. - Non Bldg. Total Cardinal-Coyote - Ped Circulat 520,000 Carryover 0033-9474 Carryover 0033-9475 $679,571 8300 Imp. - Non Bldg. Total Replace Fencing - Airport 8,049 $8,049 Transp Construction Runway Protection Zone LandPch 8100 Land 8320 Misc Cap Projects Total Runway Protection Zone LandPch Transp Construction 57th / Skunk Creek Carryover $125,900 Total Northern Ave Superstreet Eng. Transp Construction Replace Fencing - Airport 475,208 $5,000 Total Bike: Widen Bridge, Glen/New R Transp Construction Cardinal-Coyote - Ped Circulat 38,201 New Funding 0033-9468 2,784 New Funding 0033-9468 $51,148 Total Airport Master Plan Update Transp Construction Northern Ave Superstreet Eng. 278,430 New Funding 0033-9468 42,765 Carryover 0033-9468 $475,208 Total Multi-Use Pathway Grand Canal Transp Construction Bike: Widen Bridge, Glen/New R 15,515 New Funding 0033-9468 $377,695 8400 Equipment Transp Construction Airport Master Plan Update 0033-9466 524,194 New Funding 0033-9467 8330 Prof & Contr - Cap Proj 8800 Artwork Transp Construction Multi-Use Pathway Grand Canal Carryover 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Transp Construction Smart Traffic Signal Equipment 1,311,000 Funding Type Account $1,311,000 Total Downtown Pedestrian Circ Transp Construction Grand Ave Grade Separation Enh FY 05-06 Budget 33,622 Carryover 0033-9476 250,000 New Funding 0033-9476 $283,622 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI Total 57th / Skunk Creek 223,721 New Funding 0033-9477 4,279 New Funding 0033-9477 $228,000 439 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Transp Construction 67th Ave.:Camelback to Grand A Account Name 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. 8800 Artwork Total 67th Ave.:Camelback to Grand A Transp Construction 67th Ave: Olive to Bell Rd Imp 8800 Artwork 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Total 67th Ave: Olive to Bell Rd Imp Total Catlin Court Alley (Match) 8300 Imp. - Non Bldg. 8800 Artwork 8974 Engineering Chgbk - CI Total L101/Maryland Overpass to P&R 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 8320 Misc Cap Projects Total Bethany Home: 59th to 67th Saf 8320 Misc Cap Projects Total Airport - Tower and Radio Upgr 343,259 Carryover 0033-9479 539,015 Carryover 0033-9480 956,552 New Funding 0033-9481 2,800,191 Carryover 0033-9481 9,566 New Funding 0033-9481 37,110 New Funding 0033-9481 19,495 New Funding 0033-9482 955 New Funding 0033-9482 30,000 New Funding 0033-9483 3,420 Carryover 0033-9483 13,191 New Funding 0033-9484 7,582 Carryover 0033-9484 $20,773 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj Total Signal Computerization Transp Construction 75th/83rd/Glendale - Street Im 16,653 New Funding 0033-9479 1,665,271 New Funding 0033-9479 $33,420 8400 Equipment Transp Construction Signal Computerization 59,950 New Funding 0033-9479 $20,450 8330 Prof & Contr - Cap Proj Transp Construction Airport - Tower and Radio Upgr 4,352 New Funding 0033-9478 $3,803,419 Total 51st Ave/Bell Intersection Imp Transp Construction Bethany Home: 59th to 67th Saf 435,228 New Funding 0033-9478 1,530,000 Carryover 0033-9478 $539,015 8330 Prof & Contr - Cap Proj Transp Construction 51st Ave/Bell Intersection Imp 28,725 New Funding 0033-9478 $2,085,133 8300 Imp. - Non Bldg. Transp Construction L101/Maryland Overpass to P&R Funding Type Account $1,998,305 8974 Engineering Chgbk - CI Transp Construction Catlin Court Alley (Match) FY 05-06 Budget 105,988 New Funding 0033-9485 117,512 Carryover 0033-9485 $223,500 8800 Artwork 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Total 75th/83rd/Glendale - Street Im 18,349 New Funding 0033-9486 44,954 New Funding 0033-9486 384,641 Carryover 0033-9486 1,834,866 New Funding 0033-9486 $2,282,810 440 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Transp Construction 75th Ave/Bethany Home - Inters Account Name 8330 Prof & Contr - Cap Proj 8800 Artwork 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Total 75th Ave/Bethany Home - Inters Transp Construction Loop 101 North Park & Ride Lot 8100 Land Total Blunt End Safety Improvements 0033-9487 4,094 New Funding 0033-9487 27,023 New Funding 0033-9487 409,437 New Funding 0033-9487 20,000 Carryover 0033-9488 135,660 Carryover 0033-9489 $135,660 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8800 Artwork Total 43rd Ave Bethany Hme to Peoria Transp Construction 59th Ave/Bethany Hme Intersect Carryover $20,000 8300 Imp. - Non Bldg. Transp Construction 43rd Ave Bethany Hme to Peoria 7,140 Funding Type Account $447,694 Total Loop 101 North Park & Ride Lot Transp Construction Blunt End Safety Improvements FY 05-06 Budget 29,177 New Funding 0033-9490 1,123,196 New Funding 0033-9490 11,232 New Funding 0033-9490 $1,163,605 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI Total 59th Ave/Bethany Hme Intersect 19,495 New Funding 0033-9491 955 New Funding 0033-9491 $20,450 Transp Construction Northern Ave Pkwy Advance Med 8100 Land 8330 Prof & Contr - Cap Proj 100,357 New Funding 0033-9494 491,988 New Funding 0033-9494 8974 Engineering Chgbk - CI 21,155 New Funding 0033-9494 Total Northern Ave Pkwy Advance Medi $613,500 Transp Construction 63rd Ave @ Loop101-Bike Overp 8330 Prof & Contr - Cap Proj 257,005 New Funding 0033-9495 8974 Engineering Chgbk - CI 4,755 New Funding 0033-9495 Total 63rd Ave @ Loop101-Bike Overpa Transp Construction Airport - Security Upgrade $261,760 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj Total Airport - Security Upgrade Transp Construction Airport - Eastside Access Road $128,750 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 570,167 New Funding 0033-9497 37,631 New Funding 0033-9497 8320 Misc Cap Projects 8800 Artwork 113,751 Carryover 0033-9497 5,702 New Funding 0033-9497 Total Airport - Eastside Access Road Transp Construction 75th Ave: D. Valley-Hillcrest $727,251 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI Total 75th Ave: D. Valley-Hillcrest Transp Construction New River - Multi-use Pathway 76,199 New Funding 0033-9496 52,551 Carryover 0033-9496 29,242 New Funding 0033-9498 1,433 New Funding 0033-9498 $30,675 8330 Prof & Contr - Cap Proj 218,533 New Funding 0033-9499 8974 Engineering Chgbk - CI 4,372 New Funding 0033-9499 Total New River - Multi-use Pathway $222,905 441 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Account Name Total Transp Construction Airport Capital Taxiway Stubs & Aprons 8300 Imp. - Non Bldg. Airport - Tower & Radio Upgrad 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Total Airport - Tower & Radio Upgrad Airport - Security Upgrade 0034-8085 8,818 New Funding 0034-8085 41,726 New Funding 0034-8085 2,114,430 Carryover 0034-8086 $2,114,430 8100 Land Total Northwest Land Purchase 1,000,000 New Funding 0034-8090 $1,000,000 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 8800 Artwork Total Eastside Utilities 219,888 New Funding 0034-8188 11,838 New Funding 0034-8188 21,700 New Funding 0034-8188 2,199 New Funding 0034-8188 $255,625 Total Airport Capital $11,891,296 Open Space Bonds Thunderbird Paseo Park Develop 8330 Prof & Contr - Cap Proj Total Thunderbird Paseo Park Develop Open Space Bonds Skunk Creek Linear Park 8330 Prof & Contr - Cap Proj Open Space Bonds Grand Canal Linear/Reg. Dev. Carryover 0035-8521 135,323 Carryover 0035-8523 Carryover 0035-8524 Carryover 0035-9605 Carryover 0035-9609 $135,323 8300 Imp. - Non Bldg. Total Grand Canal Linear/Reg. Dev. Open Space Bonds City-Wide Trails System 833,765 $833,765 Total Skunk Creek Linear Park 522,517 $522,517 8330 Prof & Contr - Cap Proj Total City-Wide Trails System Open Space Bonds Downtown Greenbelt Carryover 53,732 New Funding 0034-8085 88,582 New Funding 0034-8085 $2,073,107 8330 Prof & Contr - Cap Proj Eastside Utilities 11,000 New Funding 0034-8084 158,251 New Funding 0034-8084 998,449 Total Airport - Eastside Access Road Airport Capital 1,583 New Funding 0034-8084 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Northwest Land Purchase 15,200 New Funding 0034-8084 881,800 New Funding 0034-8085 Total Airport - Security Upgrade Airport Capital 0034-8025 8300 Imp. - Non Bldg. 8800 Artwork Airport - Eastside Access Road Carryover $186,034 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj Airport Capital 6,262,100 $6,262,100 8800 Artwork Airport Capital Funding Type Account $46,382,137 Total Taxiway Stubs & Aprons Airport Capital FY 05-06 Budget 8,291 $8,291 8330 Prof & Contr - Cap Proj Total Downtown Greenbelt 21,043 $21,043 442 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Account Name Total Open Space Bonds Parks Bonds Parks Redevelopment 8330 Prof & Contr - Cap Proj 8,250 New Funding 0036-8026 8974 Engineering Chgbk - CI 8800 Artwork 3,743 New Funding 0036-8026 5,500 New Funding 0036-8026 8300 Imp. - Non Bldg. 8000 CIP Projects Contingenc 1,759,903 Carryover 0036-8026 49,834 New Funding 0036-8026 8320 Misc Cap Projects 27,673 New Funding 0036-8026 8300 Imp. - Non Bldg. 550,000 New Funding 0036-8026 $2,459,903 Foothills Rec & Aquatics Ctr 8330 Prof & Contr - Cap Proj 63rd & Northern Park Dev. 8300 Imp. - Non Bldg. Rose Lane Pool Construction 8330 Prof & Contr - Cap Proj Murphy Park Improvements 8300 Imp. - Non Bldg. Park Enhancements 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 8320 Misc Cap Projects 8300 Imp. - Non Bldg. 8000 CIP Projects Contingenc 8976 Acct. Chgs - CIP 8300 Imp. - Non Bldg. Total Park Enhancements Facilities Renovation 8300 Imp. - Non Bldg. Bonsall Park Improvements 8300 Imp. - Non Bldg. T'Bird Park Improvements Parks Bonds GCC Community Pool Rest. 4,033,151 Carryover 0036-8504 566,035 Carryover 0036-8505 3,639 New Funding 0036-8517 2,327 New Funding 0036-8517 23,159 New Funding 0036-8517 11,579 New Funding 0036-8517 587,368 Carryover 0036-8517 23,161 New Funding 0036-8517 3,474 New Funding 0036-8517 232,661 New Funding 0036-8517 344,756 Carryover 0036-8519 22,332 Carryover 0036-8525 Carryover 0036-8530 Carryover 0036-8531 Carryover 0036-8931 $22,332 8330 Prof & Contr - Cap Proj Total T'Bird Park Improvements Parks Bonds 0036-8503 $344,756 Total Bonsall Park Improvements Parks Bonds Carryover $887,368 Total Facilities Renovation Parks Bonds 602,891 $566,035 8800 Artwork Parks Bonds 0036-8048 $4,033,151 Total Murphy Park Improvements Parks Bonds Carryover $602,891 Total Rose Lane Pool Construction Parks Bonds 14,676,354 $14,676,354 Total 63rd & Northern Park Dev. Parks Bonds 55,000 New Funding 0036-8026 8976 Acct. Chgs - CIP Total Foothills Rec & Aquatics Ctr Parks Bonds Funding Type Account $1,520,939 Total Parks Redevelopment Parks Bonds FY 05-06 Budget 211,472 $211,472 8300 Imp. - Non Bldg. 1,306 Total GCC Community Pool Rest. $1,306 Park Development-63rd/Maryland 8330 Prof & Contr - Cap Proj 149,535 Total Park Development-63rd/Maryland $149,535 443 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Parks Bonds Program Name Account Barnyard Additions Account Name 8330 Prof & Contr - Cap Proj Total Barnyard Additions Parks Bonds Soccer Lights 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI 8,105 New Funding 0036-8941 11,749 New Funding 0036-8941 8330 Prof & Contr - Cap Proj Total Soccer Lights 5,436 New Funding 0036-8941 54,039 New Funding 0036-8941 543,613 New Funding 0036-8941 51,039 New Funding 0036-8941 339,143 Carryover 0036-8941 Carryover 0036-8946 Carryover 0036-8948 $1,039,143 Skating Park North 8300 Imp. - Non Bldg. Total Skating Park North 132,142 $132,142 Western Area Regional Park 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 8400 Equipment 8320 Misc Cap Projects 8300 Imp. - Non Bldg. 8000 CIP Projects Contingenc 8330 Prof & Contr - Cap Proj 8800 Artwork Total Western Area Regional Park Paseo Raquet Center Park 8300 Imp. - Non Bldg. Park & Feature Fields 2,072,859 32,311 New Funding 0036-8948 49,500 New Funding 0036-8948 50,000 New Funding 0036-8948 153,077 New Funding 0036-8948 2,835,735 New Funding 0036-8948 317,020 New Funding 0036-8948 334,000 New Funding 0036-8948 28,357 New Funding 0036-8948 $5,872,859 Total Paseo Raquet Center Park Parks Bonds 0036-8935 26,019 New Funding 0036-8941 8000 CIP Projects Contingenc Parks Bonds Carryover 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. Parks Bonds 109,390 Funding Type Account $109,390 8800 Artwork Parks Bonds FY 05-06 Budget 250,727 Carryover 0036-8954 $250,727 8330 Prof & Contr - Cap Proj 476,644 New Funding 0036-9137 8974 Engineering Chgbk - CI 23,356 New Funding 0036-9137 Total Park & Feature Fields $500,000 Total Parks Bonds $31,859,364 DIF-Library Books Library Books/Population Growt 8320 Misc Cap Projects 380,873 Total Library Books/Population Growt $380,873 Total DIF-Library Books $380,873 Other Grants Fund Bike & Ped/Skunk Creek @BellR 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 8800 Artwork Total Bike & Ped/Skunk Creek @BellRd Back to CIP Table of Contents 0044-8082 405,000 New Funding 0047-8049 19,845 New Funding 0047-8049 47,205 Carryover 0047-8049 4,050 New Funding 0047-8049 $476,100 444 Carryover City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Other Grants Fund CIP Grant Contingency Approp Account Name 8320 Misc Cap Projects Total CIP Grant Contingency Approp Other Grants Fund 79th Ave/Missouri Trans-Canal Total 79th Ave/Missouri Trans-Canal 2,000,000 New Funding 0047-8059 18,804 Carryover 0047-8061 Carryover 0047-8062 Carryover 0047-8066 Carryover 0047-8067 Carryover 0047-8068 Carryover 0047-8069 Carryover 0047-8588 Carryover 0047-9584 Carryover 0050-8050 $18,804 Other Grants Fund 83rd&87th Bethany Hm Trans-Cn 8330 Prof & Contr - Cap Proj Total 83rd&87th Bethany Hm Trans-Cnl 90,000 $90,000 8330 Prof & Contr - Cap Proj Total Glendale Sports Facilities ITS Other Grants Fund Bell Road ITS Design Funding Type Account $2,000,000 8330 Prof & Contr - Cap Proj Other Grants Fund Glendale Sports Facilities ITS FY 05-06 Budget 48,729 $48,729 8330 Prof & Contr - Cap Proj Total Bell Road ITS Design 81,998 $81,998 Other Grants Fund Purchase of ITS Trailers 8400 Equipment Total Purchase of ITS Trailers Other Grants Fund W Area Regional Parks-Grant $22,196 8300 Imp. - Non Bldg. Total W Area Regional Parks-Grant Other Grants Fund Grand Canal Trail Renovation 31,801 $31,801 8300 Imp. - Non Bldg. Total Grand Canal Trail Renovation Other Grants Fund Catlin Court Alley Beautificat 22,196 9,781 $9,781 8300 Imp. - Non Bldg. Total Catlin Court Alley Beautificat 616,152 $616,152 Total Other Grants Fund $3,395,561 Water/Sewer Fund Utility Billing System Repl. 8320 Misc Cap Projects Total Utility Billing System Repl. Water/Sewer Fund Sweetwater & 55th Ave SLS 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI Total Sweetwater & 55th Ave SLS Water/Sewer Fund Water Quality Instrument 100,000 New Funding 0050-9219 3,909 New Funding 0050-9219 $103,909 8400 Equipment 375,000 New Funding 0050-9220 8400 Equipment 150,000 Total Water Quality Instrument Water/Sewer Fund Addtl Recharge Capacity 1,359,568 $1,359,568 Carryover 0050-9220 Carryover 0050-9221 $525,000 8330 Prof & Contr - Cap Proj 8800 Artwork 1,000,000 7,920 New Funding 0050-9221 8330 Prof & Contr - Cap Proj 8320 Misc Cap Projects 149,197 New Funding 0050-9221 25,000 New Funding 0050-9221 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 792,000 New Funding 0050-9221 25,883 New Funding 0050-9221 Total Addtl Recharge Capacity $2,000,000 445 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Water/Sewer Fund West Area WWRP Account Name 8100 Land 3,150,000 New Funding 0050-9246 14,000 New Funding 0050-9246 8330 Prof & Contr - Cap Proj 1,000,000 New Funding 0050-9246 8800 Artwork 8974 Engineering Chgbk - CI 31,500 New Funding 0050-9246 76,775 New Funding 0050-9246 8300 Imp. - Non Bldg. Total Arrowhead WRF 7330 Prof. & Contractual $10,300 Total DIF-Fire Protect Fac $10,300 Landfill Stormwater Drain 8974 Engineering Chgbk - CI Total Landfill Stormwater Drain MRF Forklifts 8400 Equipment MRF Replacement Vehicles 8400 Equipment Capital Lease Purchases - 57 8400 Equipment Rolloff Trucks - 6269 65,700 New Funding 0055-8141 657 New Funding 0055-8141 24,720 New Funding 0055-8142 25,000 New Funding 0055-8143 370,676 Carryover 0057-9630 $370,676 8400 Equipment Total Rolloff Trucks - 6269 136,500 New Funding 0057-9631 $136,500 Frontloader Trucks - 6271 8400 Equipment Total Frontloader Trucks - 6271 210,000 New Funding 0057-9632 $210,000 8400 Equipment Total Sideload Refuse Trucks - 6272 Loose Trash Equipment - 6280 3,455 New Funding 0055-8141 $119,532 Total Capital Lease Purchases - 57 Sanitation Fund 0053-9028 $25,000 Total Landfill Fund Sideload Refuse Trucks - 6272 Carryover $24,720 Total MRF Replacement Vehicles Sanitation Fund 0050-9261 $69,812 Total MRF Forklifts Sanitation Fund 10,300 Total DIF Update 8300 Imp. - Non Bldg. 8800 Artwork Sanitation Fund Carryover $9,029,948 DIF-Fire Protect Fa DIF Update Sanitation Fund 369,196 $369,196 Total Water/Sewer Fund Landfill Fund 400,000 New Funding 0050-9246 $4,672,275 Water/Sewer Fund Arrowhead WRF Landfill Fund Funding Type Account 8300 Imp. - Non Bldg. 8320 Misc Cap Projects Total West Area WWRP Landfill Fund FY 05-06 Budget 630,000 New Funding 0057-9633 $630,000 8400 Equipment Total Loose Trash Equipment - 6280 461,000 New Funding 0057-9634 $461,000 Total Sanitation Fund $1,808,176 446 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Public Safety Bonds New Fire Station Construction Account Name 8300 Imp. - Non Bldg. Total New Fire Station Construction Public Safety Bonds PS MDT Replacement 8400 Equipment 8400 Equipment 8400 Equipment Total 911 System Upgrades 0060-9019 750,000 New Funding 0060-9403 14,500 Carryover 0060-9406 200,000 New Funding 0060-9406 $214,500 Public Safety Bonds Police Digital Comm. System 8400 Equipment Total Police Digital Comm. System Public Safety Bonds Fire 800 MHz System 500,000 New Funding 0060-9408 $500,000 8400 Equipment Total Fire 800 MHz System 429,871 Carryover 0060-9412 Carryover 0060-9420 $429,871 Public Safety Bonds Fingerprint Identification Sys 8400 Equipment Total Fingerprint Identification Sys Public Safety Bonds Public Safety Multi-Use Fac 8800 Artwork 167,589 New Funding 0060-9421 17,058,855 New Funding 0060-9421 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI 300,000 New Funding 0060-9421 70,297 New Funding 0060-9421 8000 CIP Projects Contingenc 750,000 New Funding 0060-9421 8330 Prof & Contr - Cap Proj 8330 Prof & Contr - Cap Proj 1,500,000 New Funding 0060-9421 3,325,892 Carryover 0060-9421 8400 Equipment Total Public Safety Multi-Use Fac Public Safety Bonds Digital Comm Software Upgrade 221,841 $221,841 8300 Imp. - Non Bldg. 750,000 New Funding 0060-9421 $23,922,633 8300 Imp. - Non Bldg. Total Digital Comm Software Upgrade 1,214,157 Carryover 0060-9425 $1,214,157 Total Public Safety Bonds $29,578,901 Bethany Home 75th to 83rd 8330 Prof & Contr - Cap Proj 8976 Acct. Chgs - CIP 885,648 Carryover 0061-8817 50,000 New Funding 0061-8817 8800 Artwork 8330 Prof & Contr - Cap Proj 23,800 New Funding 0061-8817 240,000 New Funding 0061-8817 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Total Bethany Home 75th to 83rd Bethany Home - 83rd to 99th Carryover $750,000 Public Safety Bonds 911 System Upgrades HURF Bonds 2,325,899 Funding Type Account $2,325,899 Total PS MDT Replacement HURF Bonds FY 05-06 Budget 2,380,000 New Funding 0061-8817 55,000 New Funding 0061-8817 $3,634,448 8100 Land 1,850,099 8300 Imp. - Non Bldg. 8800 Artwork 4,500,000 New Funding 0061-8820 45,000 New Funding 0061-8820 8974 Engineering Chgbk - CI Total Bethany Home - 83rd to 99th Back to CIP Table of Contents 0061-8820 110,250 New Funding 0061-8820 $6,505,349 447 Carryover City of Glendale 2006-2015 Capital Appropriation by Fund Fund HURF Bonds Program Name Account 91st Ave. Widening - Camelback Account Name 8800 Artwork 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP 8330 Prof & Contr - Cap Proj Total 91st Ave. Widening - Camelback HURF Bonds Signal Computerization 8330 Prof & Contr - Cap Proj 59th Ave Olive to Brown 292,457 Carryover 0061-9546 20,000 New Funding 0061-9554 8800 Artwork 8330 Prof & Contr - Cap Proj 9,800 New Funding 0061-9554 153,192 Carryover 0061-9554 8330 Prof & Contr - Cap Proj 67,000 New Funding 0061-9554 67th Ave. Paving - Isabell 8330 Prof & Contr - Cap Proj 67th Ave.- ACDC to Bell Road 980,000 New Funding 0061-9554 $1,272,992 154,493 Carryover 0061-9557 Carryover 0061-9564 $154,493 8300 Imp. - Non Bldg. 63,445 Total 67th Ave.- ACDC to Bell Road $63,445 67th Ave-Camelback to Grand 8300 Imp. - Non Bldg. 1,000,000 New Funding 0061-9568 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 2,621,501 Carryover 0061-9568 100,000 New Funding 0061-9568 8800 Artwork 10,000 New Funding 0061-9568 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 43,000 New Funding 0061-9568 27,500 New Funding 0061-9568 Sound Walls $3,802,001 8300 Imp. - Non Bldg. 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Library Bonds 140,000 New Funding 0061-9257 207,549 Carryover 0061-9257 8976 Acct. Chgs - CIP Total 67th Ave-Camelback to Grand HURF Bonds 2,150,000 New Funding 0061-9257 43,000 New Funding 0061-9554 Total 67th Ave. Paving - Isabell HURF Bonds 55,000 New Funding 0061-9257 400,000 New Funding 0061-9257 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. HURF Bonds 21,500 New Funding 0061-9257 $292,457 Total 59th Ave Olive to Brown HURF Bonds Funding Type Account $2,974,049 Total Signal Computerization HURF Bonds FY 05-06 Budget 1,275,664 500,000 New Funding 0061-9627 33,000 New Funding 0061-9627 $1,813,664 Total HURF Bonds $20,512,898 8400 Equipment 238,930 Total Library Automation System $238,930 Total Library Bonds $238,930 448 Back to CIP Table of Contents 0061-9627 5,000 New Funding 0061-9627 Total Sound Walls Library Automation System Carryover Carryover 0064-9655 City of Glendale 2006-2015 Capital Appropriation by Fund Fund Flood Control Program Name Account Bethany Home Outfall Channel Account Name 8000 CIP Projects Contingenc 8300 Imp. - Non Bldg. 8800 Artwork 59th Ave. Brown to Olive $3,072,091 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Total Local Drainage Problems 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI Collector Drains 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP Total Collector Drains AZDES Permit 8320 Misc Cap Projects 1,004 New Funding 0065-9127 100,375 New Funding 0065-9127 337,691 Carryover 0065-9127 500,000 New Funding 0065-9300 24,500 New Funding 0065-9300 12,250 New Funding 0065-9302 5,000 New Funding 0065-9302 763,940 Carryover 0065-9302 500,000 New Funding 0065-9302 12,500 New Funding 0065-9302 2,000 New Funding 0065-9306 8330 Prof & Contr - Cap Proj 8330 Prof & Contr - Cap Proj 135,000 New Funding 0065-9306 162,092 Carryover 0065-9306 8974 Engineering Chgbk - CI 3,769 New Funding 0065-9306 $302,861 Northern Drain - 45th to 63rd 8974 Engineering Chgbk - CI 8,325 New Funding 0065-9308 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj 20,000 New Funding 0065-9308 450,000 New Funding 0065-9308 Total Northern Drain - 45th to 63rd Flood Control 2,510 New Funding 0065-9127 4,016 New Funding 0065-9127 $1,293,690 Total AZDES Permit Flood Control 0065-9111 $524,500 8800 Artwork Flood Control Carryover $445,596 Total Storm Water Master Plan Flood Control 157,678 $157,678 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI Storm Water Master Plan 2,300,000 New Funding 0065-8012 23,000 New Funding 0065-8012 57,500 New Funding 0065-8012 8800 Artwork Flood Control 0065-8012 29,831 New Funding 0065-8012 8330 Prof & Contr - Cap Proj Local Drainage Problems Carryover 8976 Acct. Chgs - CIP Total 59th Ave. Brown to Olive Flood Control 661,760 Funding Type Account 8974 Engineering Chgbk - CI Total Bethany Home Outfall Channel Flood Control FY 05-06 Budget Bethany Home - 75th to 83rd Av $478,325 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI 40,000 New Funding 0065-9311 55,000 New Funding 0065-9311 8800 Artwork 8330 Prof & Contr - Cap Proj 24,240 New Funding 0065-9311 395,569 Carryover 0065-9311 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Total Bethany Home - 75th to 83rd Av 2,424,000 New Funding 0065-9311 225,000 New Funding 0065-9311 $3,163,809 449 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account Account Name Total Flood Control Arts Commission Art Commission 8320 Misc Cap Projects Total Arts Commission $1,374,811 DIF Update 7330 Prof. & Contractual 9,500 Total DIF Update $9,500 Total DIF-PD Facilities $9,500 8300 Imp. - Non Bldg. DIF-Citywide Parks DIF Update 488,806 Carryover 0070-9700 Carryover 0074-8152 Carryover 0080-8933 Carryover 0080-8940 Carryover 0080-9008 Carryover 0081-9591 Carryover 0081-9592 Carryover 0083-8029 $488,806 7330 Prof. & Contractual Total DIF Update 1,900 $1,900 DIF-Citywide Parks Bonsall Lake Expansion 8300 Imp. - Non Bldg. 116,643 Total Bonsall Lake Expansion $116,643 Total DIF-Citywide Parks $607,349 DIF-Citywide Rec F Soccer Field Complex 8300 Imp. - Non Bldg. Total Soccer Field Complex 380,170 $380,170 DIF-Citywide Rec F DIF Update 7330 Prof. & Contractual Total DIF Update 1,900 $1,900 Total DIF-Citywide Rec Fac $382,070 Pyramid Peak WTP - Solid Exp 8300 Imp. - Non Bldg. Total Pyramid Peak WTP - Solid Exp Fire Hydrant Replacement 8300 Imp. - Non Bldg. 600,000 New Funding 0083-8051 8300 Imp. - Non Bldg. 8800 Artwork 702,458 Carryover 0083-8051 6,000 New Funding 0083-8051 8974 Engineering Chgbk - CI Backbone Fiber Optic/Cholla WT 552,826 $552,826 Total Fire Hydrant Replacement Water Sub-Fund 1,024,811 $1,374,811 Total Park Development-71st/Orange Water Sub-Fund 350,000 New Funding 0070-9700 Total Art Commission DIF-Citywide Parks Park Development-71st/Orange Water Sub-Fund Funding Type Account $9,438,550 8320 Misc Cap Projects DIF-PD Facilities FY 05-06 Budget 14,700 New Funding 0083-8051 $1,323,158 8300 Imp. - Non Bldg. Total Backbone Fiber Optic/Cholla WT 406,221 $406,221 450 Back to CIP Table of Contents Carryover 0083-8055 City of Glendale 2006-2015 Capital Appropriation by Fund Fund Water Sub-Fund Program Name Account Additional Water Capacity Account Name 94,367 New Funding 0083-8056 8974 Engineering Chgbk - CI 8800 Artwork 16,047 New Funding 0083-8056 17,200 New Funding 0083-8056 8300 Imp. - Non Bldg. Total Additional Water Capacity CAP Water Purchase 8320 Misc Cap Projects Cholla Telemetry 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. 8320 Misc Cap Projects Total Cholla Telemetry Capacity Improvements 8300 Imp. - Non Bldg. Zone 4 Reservoir Fill Line 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8330 Prof & Contr - Cap Proj 8800 Artwork 8974 Engineering Chgbk - CI Total Zone 4 Reservoir Fill Line Zone 4 WTP to 83rd & Orangewo 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Drinking Water Well Head Trmt 46,000 New Funding 0083-9011 16,219 New Funding 0083-9011 2,850 New Funding 0083-9011 370,516 Carryover 0083-9011 285,000 New Funding 0083-9011 4,280 New Funding 0083-9011 28,524 Carryover 0083-9213 1,600,000 New Funding 0083-9223 24,000 New Funding 0083-9223 270,000 New Funding 0083-9223 662,025 Carryover 0083-9223 16,000 New Funding 0083-9223 34,595 New Funding 0083-9223 1,700,000 New Funding 0083-9224 37,000 New Funding 0083-9224 17,000 New Funding 0083-9224 514,139 Carryover 0083-9224 25,500 New Funding 0083-9224 8330 Prof & Contr - Cap Proj 300,000 New Funding 0083-9224 $2,593,639 8300 Imp. - Non Bldg. 118,044 New Funding 0083-9225 8300 Imp. - Non Bldg. 8800 Artwork 506,526 Carryover 0083-9225 1,180 New Funding 0083-9225 8974 Engineering Chgbk - CI Total Drinking Water Well Head Trmt Zone 3 Pump Improvements 0083-9009 8330 Prof & Contr - Cap Proj 8320 Misc Cap Projects Total Zone 4 WTP to 83rd & Orangewoo Water Sub-Fund Carryover $2,606,620 8800 Artwork Water Sub-Fund 3,441,760 $28,524 8320 Misc Cap Projects Water Sub-Fund 0083-8056 $724,865 Total Capacity Improvements Water Sub-Fund Carryover $3,441,760 8800 Artwork Water Sub-Fund 1,720,000 New Funding 0083-8056 31,205,512 $33,053,126 Total CAP Water Purchase Water Sub-Fund Funding Type Account 8976 Acct. Chgs - CIP 8300 Imp. - Non Bldg. Water Sub-Fund FY 05-06 Budget 12,000 New Funding 0083-9225 $637,750 8300 Imp. - Non Bldg. Total Zone 3 Pump Improvements 84,466 $84,466 451 Back to CIP Table of Contents Carryover 0083-9229 City of Glendale 2006-2015 Capital Appropriation by Fund Fund Water Sub-Fund Program Name Account Water Zone 4 Improvements Account Name 8300 Imp. - Non Bldg. Total Water Zone 4 Improvements Water Sub-Fund Water Distrib. System Eval. 8330 Prof & Contr - Cap Proj Irrigation 0083-9247 2,570 New Funding 0083-9247 18,000 New Funding 0083-9247 8800 Artwork 8974 Engineering Chgbk - CI 1,000 New Funding 0083-9247 5,782 New Funding 0083-9247 $632,533 Line Replacement & Extension 8320 Misc Cap Projects 8800 Artwork Zone 4 Res. & Booster Station 8330 Prof & Contr - Cap Proj Outer Loop Effluent Line 1,321,391 Carryover 0083-9249 895,000 New Funding 0083-9249 4,386 New Funding 0083-9249 271,024 Carryover 0083-9263 $271,024 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Total Outer Loop Effluent Line Cholla WTP Expansion 13,425 New Funding 0083-9249 8,950 New Funding 0083-9249 $2,243,152 8320 Misc Cap Projects 8800 Artwork 500,000 New Funding 0083-9269 1,216,926 Carryover 0083-9269 7,500 New Funding 0083-9269 5,000 New Funding 0083-9269 24,000 New Funding 0083-9269 $1,753,426 8300 Imp. - Non Bldg. Total Cholla WTP Expansion 1,927,951 Carryover 0083-9272 $1,927,951 Pyramid Peak Storage 8974 Engineering Chgbk - CI 8800 Artwork 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Total Pyramid Peak Storage 73,500 New Funding 0083-9275 30,000 New Funding 0083-9275 3,000,000 New Funding 0083-9275 5,122,186 Carryover 0083-9275 $8,225,686 Addtl Treatment Plant Storage 8300 Imp. - Non Bldg. Total Addtl Treatment Plant Storage Water Sub-Fund Carryover 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. Water Sub-Fund 0083-9234 505,181 Total Zone 4 Res. & Booster Station Water Sub-Fund Carryover 8300 Imp. - Non Bldg. Total Line Replacement & Extension Water Sub-Fund 40,458 100,000 New Funding 0083-9247 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Water Sub-Fund 0083-9232 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Water Sub-Fund Carryover $40,458 Total Irrigation Water Sub-Fund 1,488,174 Funding Type Account $1,488,174 Total Water Distrib. System Eval. Water Sub-Fund FY 05-06 Budget West Area Reuse Pipelines 1,200,221 Carryover 0083-9276 Carryover 0083-9278 $1,200,221 8300 Imp. - Non Bldg. Total West Area Reuse Pipelines 34,500 $34,500 452 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Water Sub-Fund Program Name Account N River/Agua Fria Storage Proj Account Name 8100 Land 8300 Imp. - Non Bldg. Total N River/Agua Fria Storage Proj Water Sub-Fund SRP Well 14 & 16 8320 Misc Cap Projects Water System Security Off Project Groundwater Wells 35,400 New Funding 0083-9286 1,479,398 Carryover 0083-9287 Carryover 0083-9288 $1,479,398 8330 Prof & Contr - Cap Proj 196,504 $196,504 8320 Misc Cap Projects 8974 Engineering Chgbk - CI 4,500 New Funding 0083-9289 18,376 New Funding 0083-9289 3,000 New Funding 0083-9289 300,000 New Funding 0083-9289 200,000 New Funding 0083-9289 $525,876 8300 Imp. - Non Bldg. 8800 Artwork 8974 Engineering Chgbk - CI Total Regional GAC Plant 466,666 New Funding 0083-9290 4,667 New Funding 0083-9290 16,800 New Funding 0083-9290 $488,133 8100 Land Total Close Site @ 28101 N 63rd Ave Stadium Water Line 3,540,000 New Funding 0083-9286 5,790,276 Carryover 0083-9286 $9,432,286 Total Zn 4 WTP to Zn 1 Trans Main Water Sub-Fund 0083-9285 8800 Artwork 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Close Site @ 28101 N 63rd Ave Carryover 5,400 New Funding 0083-9286 61,210 New Funding 0083-9286 8800 Artwork Water Sub-Fund 0083-9283 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj Emergency Water Supply Regional GAC Plant Carryover 1,440,551 Total Emergency Water Supply Water Sub-Fund 212,600 $2,717,551 Cholla Water Plant Process Imp Zn 4 WTP to Zn 1 Trans Main 0083-9280 8320 Misc Cap Projects Total Off Project Groundwater Wells Water Sub-Fund Carryover 1,277,000 New Funding 0083-9285 Total Cholla Water Plant Process Imp Water Sub-Fund 512,353 8400 Equipment 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Water Sub-Fund 1,058,845 New Funding 0083-9280 $212,600 Total Water System Security Water Sub-Fund Funding Type Account $1,571,198 Total SRP Well 14 & 16 Water Sub-Fund FY 05-06 Budget 50,000 New Funding 0083-9291 $50,000 8330 Prof & Contr - Cap Proj 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Total Stadium Water Line 200,000 New Funding 0083-9292 12,520 New Funding 0083-9292 1,252,000 New Funding 0083-9292 43,000 New Funding 0083-9292 $1,507,520 453 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Water Sub-Fund Program Name Account Water Line Extension Account Name 250,000 New Funding 0083-9625 8300 Imp. - Non Bldg. 8320 Misc Cap Projects 436,754 Carryover 0083-9625 3,750 New Funding 0083-9625 8800 Artwork 2,500 New Funding 0083-9625 8974 Engineering Chgbk - CI 8,600 New Funding 0083-9625 $701,604 Total Water Sub-Fund $82,152,750 67th - 115th, Northern-C'Back 8330 Prof & Contr - Cap Proj 8800 Artwork 8300 Imp. - Non Bldg. Arrowhead Ranch WRF Bypass 8974 Engineering Chgbk - CI 5,095 New Funding 0084-8017 $514,200 8330 Prof & Contr - Cap Proj 83rd Ave & Bell Road Lift Stat 8300 Imp. - Non Bldg. 99th Ave Interceptor Line Carryover 0084-8905 26,681 New Funding 0084-9226 1,100,000 New Funding 0084-9226 40,000 New Funding 0084-9226 8330 Prof & Contr - Cap Proj 2,014,700 Carryover 0084-9226 11,000 New Funding 0084-9226 $3,192,381 23,564 New Funding 0084-9227 5,480 New Funding 0084-9227 8300 Imp. - Non Bldg. 548,000 New Funding 0084-9227 8300 Imp. - Non Bldg. 191,949 Total Arrowhead Ranch Sewer Odor Con 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8800 Artwork 8974 Engineering Chgbk - CI Total Camelback Swr Rehab Sewer Sub-Fund 5,778,074 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Arrowhead Ranch Sewer Odor Co 8974 Engineering Chgbk - CI 8800 Artwork Camelback Swr Rehab 0084-8052 8974 Engineering Chgbk - CI 8800 Artwork Sewer Sub-Fund Carryover $5,778,074 Total 99th Ave Interceptor Line Sewer Sub-Fund 87,324 $87,324 Total 83rd Ave & Bell Road Lift Stat Sewer Sub-Fund 4,500 New Funding 0084-8017 450,000 New Funding 0084-8017 6,605 New Funding 0084-8017 Total Arrowhead Ranch WRF Bypass Sewer Sub-Fund 48,000 New Funding 0084-8017 8320 Misc Cap Projects Total 67th - 115th, Northern-C'Back Sewer Sub-Fund Funding Type Account 8300 Imp. - Non Bldg. Total Water Line Extension Sewer Sub-Fund FY 05-06 Budget Carryover 0084-9227 $768,993 750,000 New Funding 0084-9228 100,000 New Funding 0084-9228 7,500 New Funding 0084-9228 16,404 New Funding 0084-9228 $873,904 Sewer System Evaluation 8300 Imp. - Non Bldg. Total Sewer System Evaluation 561,580 $561,580 454 Back to CIP Table of Contents Carryover 0084-9233 City of Glendale 2006-2015 Capital Appropriation by Fund Fund Sewer Sub-Fund Program Name Account Arrowhead Sewer Lines Account Name 8320 Misc Cap Projects 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Total Arrowhead Sewer Lines Sewer Sub-Fund Sewer 99th Ave.W.. Water Meter 8300 Imp. - Non Bldg. Sewers for Areas on Septic Sys 8300 Imp. - Non Bldg. 67/Ave Swge Lft Sta. Odor Con. 8974 Engineering Chgbk - CI 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj 8800 Artwork Total 67/Ave Swge Lft Sta. Odor Con. 91st Ave. Construction 8320 Misc Cap Projects Sewer Master Plan 8300 Imp. - Non Bldg. 61st Ave. Sewer Line 8300 Imp. - Non Bldg. 67th and 83rd Avenue SLS Mode 8300 Imp. - Non Bldg. Carryover 0084-9238 886,824 Carryover 0084-9240 11,791 New Funding 0084-9248 391,281 New Funding 0084-9248 1,577,338 Carryover 0084-9248 5,870 New Funding 0084-9248 45,000 New Funding 0084-9248 3,913 New Funding 0084-9248 7,700,000 New Funding 0084-9258 98,110 Carryover 0084-9271 457,531 Carryover 0084-9273 CMOM Implementation 486,569 Carryover 0084-9281 $486,569 8320 Misc Cap Projects 3,690 New Funding 0084-9284 8330 Prof & Contr - Cap Proj 8330 Prof & Contr - Cap Proj 245,459 New Funding 0084-9284 651,285 Carryover 0084-9284 8974 Engineering Chgbk - CI 5,387 New Funding 0084-9284 Total CMOM Implementation Sewer Sub-Fund 1,998,603 $457,531 Total 67th and 83rd Avenue SLS Mode Sewer Sub-Fund 0084-9236 $98,110 Total 61st Ave. Sewer Line Sewer Sub-Fund Carryover $7,700,000 Total Sewer Master Plan Sewer Sub-Fund 13,440 New Funding 0084-9236 660,593 $2,035,193 Total 91st Ave. Construction Sewer Sub-Fund 5,588 New Funding 0084-9236 558,800 New Funding 0084-9236 $886,824 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Sewer Sub-Fund 7,872 New Funding 0084-9236 $1,998,603 Total Sewers for Areas on Septic Sys Sewer Sub-Fund Funding Type Account $1,246,293 Total Sewer 99th Ave.W.. Water Meter Sewer Sub-Fund FY 05-06 Budget $905,821 Sewer Line Replacement 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8800 Artwork 8300 Imp. - Non Bldg. 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj Total Sewer Line Replacement 150,000 New Funding 0084-9623 2,824 New Funding 0084-9623 1,500 New Funding 0084-9623 2,062,864 Back to CIP Table of Contents 0084-9623 6,795 New Funding 0084-9623 139,000 New Funding 0084-9623 $2,362,983 455 Carryover City of Glendale 2006-2015 Capital Appropriation by Fund Fund Sewer Sub-Fund Program Name Sewer Line Extension Account Account Name 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI Total Sewer Line Extension Library Books - Pop. Growth DIF Update 8320 Misc Cap Projects 8320 Misc Cap Projects 7330 Prof. & Contractual 87,600 New Funding 0084-9624 2,409 New Funding 0084-9624 878,396 New Funding 0085-8961 385,013 Carryover 0085-8961 8,400 7330 Prof. & Contractual 1,900 $1,900 Total DIF-Citywide Open Sp $1,900 Carryover 0086-9024 8976 Acct. Chgs - CIP 1,800 New Funding 0087-8955 8300 Imp. - Non Bldg. 120,000 New Funding 0087-8955 8300 Imp. - Non Bldg. 8320 Misc Cap Projects 277,747 Carryover 0087-8955 6,000 New Funding 0087-8955 8330 Prof & Contr - Cap Proj 62,000 New Funding 0087-8955 8800 Artwork 8974 Engineering Chgbk - CI 1,200 New Funding 0087-8955 11,000 New Funding 0087-8955 8000 CIP Projects Contingenc 19,200 New Funding 0087-8955 Total 87th Ave. - Missouri (Zone 1) $498,947 7330 Prof. & Contractual Total DIF Update 1,900 Carryover 0087-9025 $1,900 Total DIF-Park Dev Zone 1 DIF-Park Dev Zone Park Improvements/Enhance 0085-9023 $1,271,809 Total DIF Update DIF-Park Dev Zone DIF Update Carryover $8,400 Total DIF-Libraries DIF-Park Dev Zone 87th Ave. - Missouri (Zone 1) 0084-9624 $1,263,409 Total DIF Update DIF-Citywide Open DIF Update Carryover $30,307,600 Total Library Books - Pop. Growth DIF-Libraries 263,208 Funding Type Account $353,217 Total Sewer Sub-Fund DIF-Libraries FY 05-06 Budget $500,847 8000 CIP Projects Contingenc 18,600 New Funding 0088-8919 8300 Imp. - Non Bldg. 186,000 New Funding 0088-8919 8300 Imp. - Non Bldg. 8320 Misc Cap Projects 433,674 Carryover 0088-8919 4,750 New Funding 0088-8919 8800 Artwork 1,860 New Funding 0088-8919 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 8,928 New Funding 0088-8919 1,860 New Funding 0088-8919 Total Park Improvements/Enhance $655,672 456 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account DIF-Park Dev Zone 63rd - Butler Park Dvlpt. (Z2) Account Name 8300 Imp. - Non Bldg. Total 63rd - Butler Park Dvlpt. (Z2) DIF-Park Dev Zone DIF Update 7330 Prof. & Contractual 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI 8800 Artwork 8300 Imp. - Non Bldg. 8000 CIP Projects Contingenc 8300 Imp. - Non Bldg. Total Park Enhancements/Ren DIF-Park Dev Zone 71st/Paradise Park Dev. - Z3 1,900 Carryover 0088-9026 8300 Imp. - Non Bldg. DIF-Park Dev Zone DIF Update 1,000 New Funding 0093-8047 4,800 New Funding 0093-8047 1,000 New Funding 0093-8047 448,334 Carryover 0093-8047 10,000 New Funding 0093-8047 100,000 New Funding 0093-8047 $565,134 Total 71st/Paradise Park Dev. - Z3 12,688 Carryover 0093-8929 Carryover 0093-9027 Carryover 0094-8040 $12,688 7330 Prof. & Contractual Total DIF Update 1,900 $1,900 Total DIF-Park Dev Zone 3 $579,722 DIF-Roadway Imp 83rd Ave/Union Hills Bridge 8300 Imp. - Non Bldg. Total 83rd Ave/Union Hills Bridge DIF-Roadway Imp Dev. Agree. - Mjr. Arterials 40,648 $40,648 8320 Misc Cap Projects 8320 Misc Cap Projects Total Dev. Agree. - Mjr. Arterials 300,000 New Funding 0094-8992 577,448 Carryover 0094-8992 $877,448 8320 Misc Cap Projects 300,000 New Funding 0094-8993 8320 Misc Cap Projects 919,607 Total Dev. Agree. - Arterials Carryover 0094-8993 $1,219,607 8300 Imp. - Non Bldg. 300,000 New Funding 0094-8994 8300 Imp. - Non Bldg. 8800 Artwork 528,293 Carryover 0094-8994 3,000 New Funding 0094-8994 8974 Engineering Chgbk - CI Total Deve. Agree. - Signals 10,800 New Funding 0094-8994 $842,093 8330 Prof & Contr - Cap Proj Total 59th Ave-Melinda to Pinncle Pk DIF-Roadway Imp Missouri Ave: 91st to 95th Ave 0088-8932 $1,399,814 DIF-Park Dev Zone Park Enhancements/Ren DIF-Roadway Imp 59th Ave-Melinda to Pinncle Pk Carryover $1,900 Total DIF-Park Dev Zone 2 DIF-Roadway Imp Deve. Agree. - Signals 742,242 Funding Type Account $742,242 Total DIF Update DIF-Roadway Imp Dev. Agree. - Arterials FY 05-06 Budget 2,564,508 Carryover 0094-9566 $2,564,508 8330 Prof & Contr - Cap Proj 80,000 New Funding 0094-9567 8974 Engineering Chgbk - CI 3,920 New Funding 0094-9567 8100 Land Total Missouri Ave: 91st to 95th Ave 310,000 New Funding 0094-9567 $393,920 457 Back to CIP Table of Contents City of Glendale 2006-2015 Capital Appropriation by Fund Fund Program Name Account DIF-Roadway Imp Construction Vehicle w Bkt Arm Account Name 8400 Equipment Total Construction Vehicle w Bkt Arm DIF-Roadway Imp DIF Update 7330 Prof. & Contractual Carryover 0094-9585 22,300 Carryover 0094-9586 Carryover 0094-9587 $22,300 DIF-Roadway Imp Traffic Signals Shop Expansion 8300 Imp. - Non Bldg. 100,000 8400 Equipment 125,000 New Funding 0094-9587 Total Traffic Signals Shop Expansion DIF-Roadway Imp Bethany Home Rd-91st - 83rd Av $225,000 8000 CIP Projects Contingenc Total Bethany Home Rd-91st - 83rd Av 275,000 New Funding 0094-9588 $275,000 Total DIF-Roadway Imp $6,530,524 DIF-General Gov't City Hall Remodel & Space Stdy 7330 Prof. & Contractual Total City Hall Remodel & Space Stdy 180,737 Carryover 0097-8020 Base Base 0097-9422 0097-9422 Carryover 0097-9424 $180,737 7812 Lease/Purch Princ. 7813 Lease/Purch Int. Total Land for City Court Building DIF-General Gov't DIF Update 70,000 Funding Type Account $70,000 Total DIF Update DIF-General Gov't Land for City Court Building FY 05-06 Budget 540,000 45,360 $585,360 7330 Prof. & Contractual Total DIF Update 11,900 $11,900 Total DIF-General Gov't $777,997 Total Capital Budget $326,540,684 458 Back to CIP Table of Contents IY^[Zkb[i TheWestgateCityCenteriswellunderwaytobecoming thepremierentertainmentdistrictintheValley. PhaseI,currentlyunderconstruction,willinclude restaurants,shoppingandatheatrecomplex. City of Glendale Why Include Schedules? WHY INCLUDE SCHEDULES? The budget schedules are intended to give the reader a brief glance at the city's financial situation. Schedule One is the most significant schedule, offering a summary of all pertinent financial information for the city. The reader can readily determine the starting and ending fund balances, transfers in and out of each fund, expenditures for both operating and capital projects, revenues, and debt for each fund. The remaining schedules provide in-depth detail of budgetary information which is necessary for the smooth operation of the city. For instance, the revenue projections for the various funds are located in Schedule Two. These projections become the base for the city's revenue group who will monitor revenues throughout the year. Schedule Eleven lists all items to be purchased with carryover funding. If the anticipated savings do not occur, these carryover allocation items will need to be adjusted to stay within actual savings. All the schedules serve as handy reference materials to City of Glendale employees and to the public. 459 Back to Table of Contents Schedule One Fund Balance Analysis (All Dollars in Thousands) Fund Balance 6/30/05 Projected Revenues Transfers In Transfers Out Operations General/Special Rev. Funds: General Fund Streets Police Special Revenue Fund Fire Special Revenue Fund Transportation Local Transportation Assistance Civic Center Fund Airport Operating Employee Groups Arena Planning & Development Arena Special Revenue Stadium Special Revenue National Events Community Housing Services Emergency Shelter Grants HOME Fund Community Dvpmt Block Grant Court Fund CAP Grant Fund Other State and Local Grants Transportation Grants RICO Fund $49,338 $565 $1,067 $306 $30,558 $0 $127 $0 $0 $0 $0 $0 $1,000 $437 $0 $62 $263 $207 $0 $0 $525 $771 $131,807 $15,174 $2,849 $1,424 $27,623 $1,160 $430 $367 $0 $0 $5,429 $500 $0 $8,422 $98 $1,509 $4,000 $324 $287 $9,592 $15,390 $310 $750 $1,794 $0 $0 $2,060 $0 $708 $198 $38 $0 $0 $1,440 $5,000 $430 $0 $0 $0 $40 $148 $210 $0 $0 ($12,677) ($2,728) $0 $0 ($47,132) ($1,160) $0 $0 $0 $0 ($5,429) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($143,751) ($14,426) ($3,215) ($1,317) ($9,820) $0 ($755) ($566) ($38) $0 $0 ($1,940) $0 ($8,360) ($98) ($1,570) ($4,184) ($345) ($435) ($6,407) $0 ($381) $57,268 $3,457 $17,967 $0 $120,728 $14,276 $8,004 $90 $0 $0 $0 $0 $0 $0 $0 $0 ($39,087) ($13,196) ($7,348) ($90) $3,843 $4,573 $6,212 $4,533 $3,155 $407 $158 $631 $188 $18 $2,576 $1,256 $18,595 $1,850 $1,654 $7,012 $782 $1,695 $337 $42 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($2,250) ($1,407) ($13,692) ($2,439) ($1,786) ($7,169) ($817) ($2,306) ($524) ($55) Enterprise Funds: Water and Sewer Sanitation Landfill Water Grants Revolving/Internal Service Funds: Risk Management Trust Fund Worker's Comp Trust Fund Benefits Trust Fund Vehicle Replacement Fund Technology Replacement Fund General Services Fund Telephone Self-Sustaining Fund Library Book Sales Cable Equipment Replacement 460 Back to Table of Contents Schedule One Fund Balance Analysis (All Dollars in Thousands) Capital Outlay Debt Service Contingencies Total Appropriation Ending Fund Balance General/Special Rev. Funds, continued General Fund Streets Police Special Revenue Fund Fire Special Revenue Fund Transportation Local Transportation Assistance Civic Center Fund Airport Operating Employee Groups Arena Planning & Development Arena Special Revenue Stadium Special Revenue National Events Community Housing Services Emergency Shelter Grants HOME Fund Community Dvpmt Block Grant Court Fund CAP Grant Fund Other State and Local Grants Transportation Grants RICO Fund ($4,816) ($379) $0 $0 $0 $0 ($510) $0 $0 $0 $0 $0 $0 ($900) $0 $0 ($78) $0 $0 ($3,396) ($15,390) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($17,544) $0 ($500) ($250) ($3,289) $0 $0 $0 $0 $0 $0 $0 ($500) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($166,111) ($14,805) ($3,715) ($1,567) ($13,108) $0 ($1,264) ($566) ($38) $0 $0 ($1,940) ($500) ($9,260) ($98) ($1,570) ($4,263) ($345) ($435) ($9,802) ($15,390) ($381) $3,106 $0 $201 $163 $0 $0 $0 $0 $0 $0 $0 $0 $5,500 $30 $0 $0 $0 $226 $0 $0 $525 $700 ($2,000) ($500) ($2,000) $0 ($176,873) ($15,504) ($9,683) ($90) $1,124 $2,230 $16,289 $0 ($3,500) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($5,750) ($1,407) ($13,692) ($2,439) ($1,786) ($7,169) ($817) ($2,306) ($524) ($55) $669 $4,421 $11,114 $3,943 $3,024 $251 $123 $20 $0 $5 Enterprise Funds, continued Water and Sewer Sanitation Landfill Water Grants ($121,490) ($1,808) ($120) $0 ($14,296) $0 ($215) $0 Revolving/Internal Service Funds, continued Risk Management Trust Fund Worker's Comp Trust Fund Benefits Trust Fund Vehicle Replacement Fund Technology Replacement Fund General Services Fund Telephone Self-Sustaining Fund Library Book Sales Cable Equipment Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 461 Back to Table of Contents Schedule One Fund Balance Analysis (All Dollars in Thousands) Fund Balance 6/30/05 Construction Funds: Open Space/Trails Bonds Library Bonds Public Safety Parks Flood Control Arena Construction Arts Commission Airport Capital Street/Parking Bonds Street Constr. G.O. Street Revenue Bonds (HURF) Transit Bonds Transportation Construction Facilities Bonds Economic Development Bonds DIF- Citywide Parks DIF- Citywide Rec Facility DIF- Citywide Open Space DIF- Fire Protection Facilities DIF- Police Dept Facilities DIF- General Gov't DIF- Library Buildings DIF- Libraries DIF- Library Books DIF- Park Dev Zone 1 DIF- Park Dev Zone 2 DIF- Park Dev Zone 3 DIF- Roadway Improvements Cultural Facility Cemetery Perpetual Care Projected Revenues Transfers In Transfers Out $1,963 $361 $8,095 $28,852 $2,551 $480 $613 $0 $7,551 $153 $7,660 $0 $0 $1,473 $1,099 $1,609 $888 $303 $378 $2,141 $3,099 $2,623 $2,357 $392 $431 $1,327 $550 $8,310 $3,713 $4,692 $28 $6 $24,273 $6,477 $7,724 $0 $990 $11,891 $1,477 $0 $13,902 $0 $0 $2 $2 $515 $415 $143 $757 $956 $1,810 $42 $900 $10 $383 $230 $136 $2,506 $0 $48 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $46,382 $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 $7,363 $60 $160 $5,422 $17,947 $0 $15 $17 $0 $2,728 $0 $7,201 $0 $0 $0 $0 $294,304 $499,192 $69,126 Operations $0 $0 $0 $0 $0 $0 ($227) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Debt Service Funds: G.O. Bond Debt Street Revenue Bond Debt Local Improvement Districts Municipal Property Corporation TOTAL 462 Back to Table of Contents ($69,126) $0 $0 $0 $0 ($290,000) Schedule One Fund Balance Analysis (All Dollars in Thousands) Capital Outlay Construction Funds, continued Open Space/Trails Bonds Library Bonds Public Safety Parks Flood Control Arena Construction Arts Commission Airport Capital Street/Parking Bonds Street Constr. G.O. Street Revenue Bonds (HURF) Transit Bonds Transportation Construction Facilities Bonds Economic Development Bonds DIF- Citywide Parks DIF- Citywide Rec Facility DIF- Citywide Open Space DIF- Fire Protection Facilities DIF- Police Dept Facilities DIF- General Gov't DIF- Library Buildings DIF- Libraries DIF- Library Books DIF- Park Dev Zone 1 DIF- Park Dev Zone 2 DIF- Park Dev Zone 3 DIF- Roadway Improvements Cultural Facility Cemetery Perpetual Care ($1,521) ($239) ($29,579) ($31,859) ($9,439) $0 ($1,375) ($11,891) ($6,450) $0 ($20,513) $0 ($46,382) ($1,438) ($1,101) ($607) ($382) ($2) ($10) ($10) ($778) ($150) ($1,272) ($381) ($501) ($1,400) ($580) ($6,531) ($3,267) $0 Debt Service Contingencies $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($302) ($401) ($1,124) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($470) ($129) ($2,789) ($3,470) ($836) ($480) $0 $0 ($2,579) ($153) ($1,049) $0 $0 ($37) $0 ($1,517) ($921) ($444) ($823) ($2,687) ($3,006) ($2,515) ($1,985) ($21) ($313) ($157) ($107) ($4,286) ($446) ($4,740) Total Appropriation Ending Fund Balance ($1,991) ($367) ($32,368) ($35,329) ($10,275) ($480) ($1,602) ($11,891) ($9,028) ($153) ($21,562) $0 ($46,382) ($1,475) ($1,101) ($2,124) ($1,303) ($446) ($1,135) ($3,097) ($4,909) ($2,665) ($3,257) ($402) ($814) ($1,557) ($686) ($10,816) ($3,713) ($4,740) $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 ($16,635) ($2,728) ($39) ($11,679) $8,674 $60 $136 $961 ($730,000) $63,496 Debt Service Funds, continued G.O. Bond Debt Street Revenue Bond Debt Local Improvement Districts Municipal Property Corporation TOTAL $0 $0 $0 $0 ($326,541) ($16,635) ($2,728) ($39) ($11,679) ($47,419) 463 Back to Table of Contents $0 $0 $0 $0 ($66,041) Schedule Two Summary of Revenues FY 03 Actual FY 04 Actual City Sales Tax $43,510,901 $49,765,774 $52,165,775 $55,654,228 State Income Tax $23,288,414 $19,730,139 $20,119,737 $19,730,140 State Shared Sales Tax $17,112,805 $18,408,695 $19,413,688 $18,408,696 Motor Vehicle In-Lieu $8,618,996 $8,866,005 $8,866,005 $8,866,005 $8,077,256 $7,183,000 $7,835,000 Fund Description FY 05 Estimate FY 06 Budget General Fund (0001) Staff & Adm Chargebacks Property Tax $3,371,214 $3,479,689 $3,595,000 $3,680,000 Building Permits $2,610,458 $2,790,758 $2,832,620 $2,872,277 Court Revenue $2,907,472 $2,706,825 $2,598,000 $2,676,000 Gas/Electric Franchise Fees $1,936,305 $2,004,716 $2,072,876 $2,132,990 Cable Franchise Fees $1,301,347 $1,336,074 $1,381,501 $1,421,564 $1,000,000 $1,000,000 Interest Plan Check Fees Recreation Revenue ($2,084,613) ($245,292) $1,023,507 $933,979 $947,990 $961,262 $393,660 $482,139 $932,038 $945,087 Arena Fees $142,598 $233,997 $761,196 Right-of-Way Permits $638,665 $537,041 $728,611 $738,811 City Property Rental $753,662 $772,568 $700,000 $700,000 Fire Department Fees $526,749 $587,054 $532,135 $597,694 Other $293,241 $348,668 $513,221 $544,461 Engineering Plan Check Revenu $438,940 $485,339 $402,955 $508,596 Sales Tax Licenses $354,955 $489,212 $496,551 $503,503 Planning/Zoning $237,788 $295,253 $283,820 $287,793 Library Fines/Fees $205,874 $271,020 $253,217 $256,762 $193,785 $245,000 $245,000 Cemetery Revenue Liquor Licenses $140,014 $160,892 $163,305 $165,592 Business Licenses $148,163 $142,353 $131,950 $133,797 Bus./Prof. Licenses $122,624 $87,341 $88,651 $89,892 SRP In-Lieu $38,568 $40,210 $41,457 $43,944 Traffic Engineering Plan Check $72,768 $55,182 $50,000 $41,168 $31,145 $5,198 $5,277 $5,351 $127,978,377 $131,806,809 Miscellaneous CD Fees Loan Proceeds Northern Crossing Facility Rental Income $14,500,000 $2,569,012 $7,269,960 $701 $4,075 Water Revenues Lease Proceeds Total - General Fund: $153 $8,082,172 $162,292 $133,145,507 $130,386,951 464 Back to Table of Contents Schedule Two Summary of Revenues FY 03 Actual FY 04 Actual $14,183,180 $15,148,769 $6,871 $25,000 $14,190,051 City Sales Tax Total - Police Spec. Rev.: Fund Description FY 05 Estimate FY 06 Budget Streets (0012) Highway User Revenues $15,395,347 $15,173,769 $15,173,769 $15,395,347 $15,173,769 $2,251,979 $2,547,410 $2,670,246 $2,848,805 $2,251,979 $2,547,410 $2,670,246 $2,848,805 City Sales Tax $1,125,989 $1,273,705 $1,335,123 $1,424,403 Total - Fire Spec. Revenue: $1,125,989 $1,273,705 $1,335,123 $1,424,403 $16,787,695 $19,024,308 $19,251,638 $20,534,000 Grants $654,417 $227,645 Interest $296,994 $341,502 $391,000 $447,000 Transit Revenue $170,320 $166,524 $200,000 $200,000 $3,141 $2,833 $260 $260 $17,912,567 $19,762,812 $19,842,898 $27,623,010 LTAF - Lottery $1,228,273 $1,206,952 $1,185,578 $1,159,521 Total - L.T.A.F.: $1,228,273 $1,206,952 $1,185,578 $1,159,521 Facility Rental Income $215,702 $242,085 $275,000 $275,000 Other $116,973 $155,133 $120,000 $123,000 $24,181 $29,470 $30,000 $32,000 $356,856 $426,688 $425,000 $430,000 $331,935 $325,028 $327,000 $343,350 $23,400 $19,800 $21,600 $22,680 $4,285 $1,195 $1,000 $1,050 $359,620 $346,023 $349,600 $367,080 Other Total - Streets: Police Spec. Rev. (0002) Fire Spec. Revenue (0004) Transportation (0025) City Sales Tax Other Total - Transportation: $6,441,750 L.T.A.F. (0013) Civic Center (0006) Equipment Rental Total - Civic Center: Airport (0015) Airport Fees Lease Proceeds Other Total - Airport: 465 Back to Table of Contents Schedule Two Summary of Revenues Fund Description FY 03 Actual FY 04 Actual FY 05 Estimate FY 06 Budget Arena Dev/Rvw/Inspec (0096) Plan Check Fees $808,721 $3,483 Traffic Engineering Plan Check $38,250 $8,913 Engineering Plan Check Revenu $266,301 $41,754 Building Permits $460,537 $2,112 Right-of-Way Permits $122,813 $117,324 $91 $305 $25,359 $18,229 Interest Fire Department Fees Bond Proceeds $12,546,411 Total - Arena Dev/Rvw/Inspec: $14,268,483 $192,120 Arena Special Rev. (0018) Arena Fees $1,365,168 $1,065,258 $2,521,885 City Sales Tax $1,110,346 $464,316 $1,882,570 $1,000,000 $1,000,000 $31,789 $25,000 $25,000 $2,507,303 $2,554,574 $5,429,455 Building Permits $113,400 $229,294 $500,000 Plan Check Fees $229,502 $416,283 $11,827 $17,574 Other Interest $556 Bond Proceeds $4,889,165 Total - Arena Special Rev.: $4,889,721 Stadium Special Rev. (0092) Engineering Plan Check Revenu City Sales Tax $738,840 Fire Department Fees $4,605 $2,652 Right-of-Way Permits $1,650 $102 $1,099,824 $665,905 $500,000 Total - Stadium Special Rev.: Housing (0019) Grants $1,386,761 $1,547,526 $7,697,249 $8,422,495 Total - Housing: $1,386,761 $1,547,526 $7,697,249 $8,422,495 Grants $99,167 $97,576 Total - Emer. Shelter Grants: $99,167 $97,576 Emer. Shelter Grants (0038) HOME Fund (0010) Grants $675,217 $707,926 $690,698 $1,508,570 Total - HOME Fund: $675,217 $707,926 $690,698 $1,508,570 466 Back to Table of Contents Schedule Two Summary of Revenues FY 03 Actual FY 04 Actual FY 05 Estimate FY 06 Budget Grants $2,556,198 $2,599,079 $2,615,568 $3,999,557 Total - C.D.B.G.: $2,556,198 $2,599,079 $2,615,568 $3,999,557 $278,770 $268,886 $280,000 $288,000 $32,757 $30,000 $31,000 $7,122 $4,746 $4,500 $4,700 $285,542 $306,389 $314,500 $323,700 Grants $159,610 $159,610 $286,699 $286,699 Total - CAP Grant Fund: $159,610 $159,610 $286,699 $286,699 $1,905,826 $2,712,872 $6,273,209 $9,592,233 $8,554 $7,982 $15,584 $7,758 Miscellaneous $1,098,959 $725,189 Total - Other Grant Funds: $3,028,923 $3,453,801 $6,273,209 $9,592,233 Grants $418,000 $15,389,771 Total - Transport. Grants: $418,000 $15,389,771 Fund Description C.D.B.G. (0011) Court Fund (0072) Court Revenue Other Interest Total - Court Fund: ($350) CAP Grant Fund (0046) Other Grant Funds (0047) Grants Recreation Revenue Interest Transport. Grants (0024) RICO Fund (0048) State Forfeitures Federal Forfeitures Interest Total - RICO Fund: $238,952 $266,211 $450,000 $200,000 $10,509 $12,306 $130,000 $100,000 $2,930 $10,162 $10,264 $10,367 $252,391 $288,679 $590,264 $310,367 467 Back to Table of Contents Schedule Two Summary of Revenues FY 03 Actual FY 04 Actual Bond Proceeds $14,127,377 $83,202,725 Water Revenues $27,265,649 $27,275,918 $26,683,708 $31,021,800 Sewer Revenue $19,048,917 $19,121,167 $19,573,672 $21,169,100 Water Development Impact Fees $3,316,903 $3,346,151 $5,184,424 $5,462,800 Sewer Development Impact Fees $2,017,175 $2,138,535 $2,261,849 $2,262,696 $778,355 $1,507,779 $980,600 $120,000 $120,000 $210,000 $518,078 $21,400 Fund Description FY 05 Estimate FY 06 Budget Water/Sewer Fund (0050) Interest ($335,015) Staff & Adm Chargebacks Other $466,327 $579,336 Grants $33,202 $8,427 $9,511,126 $893,497 Loan Proceeds Miscellaneous $59,600,000 ($59) Lease Proceeds $260,671 $75,451,661 $137,464,052 $56,110,181 $120,728,396 Residential Sanitiation $7,235,886 $8,115,499 $8,673,650 $9,629,200 Commercial Sanitation Frontloa $3,854,369 $3,363,097 $3,238,562 $3,240,000 $76,656 $679,567 $629,579 $701,286 Outside City Commercial $420,746 $284,231 $240,758 $226,919 Internal Charges $128,116 $198,671 $234,339 $212,000 Sanitation Development Impact $115,966 $107,018 $84,096 $70,000 Other $81,654 $31,010 $32,468 $70,000 Miscellaneous Bin Service $76,877 $56,806 $58,197 $58,000 $33,118 $39,505 $19,442 $24,282 $20,000 $3,578 $9,534 $9,000 Total - Water/Sewer Fund: Sanitation Fund (0057) Commercial Sanitation Rolloff Staff & Adm Chargebacks Interest $8,968 Recycling Sales Lease Proceeds $774,299 $655,000 $12,773,537 $13,513,919 $13,258,583 $14,275,910 Tipping Fees $2,290,751 $2,828,750 $2,490,243 $2,490,243 Internal Charges $3,508,935 $3,396,035 $2,748,806 $2,329,676 Recycling Sales $1,653,031 $2,238,490 $2,696,434 $2,112,800 $431,594 $307,329 $395,127 $400,127 $370,070 $370,000 $370,000 Total - Sanitation Fund: Landfill Fund (0055) Interest Staff & Adm Chargebacks Development Impact Fees $209,383 $206,597 $178,400 $171,400 Other $366,263 $223,353 $134,888 $129,888 Residential Recycling Fee $969,809 $891,998 $319,183 $9,429,766 $10,462,622 $9,333,081 Total - Landfill Fund: 468 Back to Table of Contents $8,004,134 Schedule Two Summary of Revenues Fund Description FY 03 Actual FY 04 Actual FY 05 Estimate FY 06 Budget Landfill Bonds (0067) Interest $262 Total - Landfill Bonds: $262 Water Grants (0007) Grants $115,000 $90,000 $90,000 Total - Water Grants: $115,000 $90,000 $90,000 Risk Mgmt Trust Fund (0076) Internal Charges $1,800,000 $2,299,999 $2,300,980 $2,556,257 $47,946 $19,181 $19,373 $19,567 $1,847,946 $2,319,180 $2,320,353 $2,575,824 $1,400,000 $1,133,000 $1,153,250 $1,137,500 $171,218 $115,758 $116,916 $118,085 $1,571,218 $1,248,758 $1,270,166 $1,255,585 City Contributions $9,185,766 $9,238,441 $10,069,572 $12,781,978 Employee Contributions $2,514,602 $2,532,337 $2,743,364 $3,548,819 Retiree Contributions $1,274,189 $1,484,575 $1,953,228 $2,188,819 $90,119 $73,739 $74,476 $75,221 $4,579 $13,204 $6,730 $13,069,255 $13,342,296 $14,847,370 $18,594,837 Internal Charges $801,184 $336,324 $1,296,004 $1,601,939 Other $125,051 $83,438 $160,000 $150,000 Interest $179,621 $95,741 $96,698 $97,665 $1,105,856 $515,503 $1,552,702 $1,849,604 $1,095,056 $345,099 $1,379,770 $1,605,208 Interest $89,363 $48,181 $48,663 $49,150 Other $71,968 $1,256,387 $393,280 $1,428,433 $1,654,358 $5,856,351 $5,857,495 $6,018,751 $7,012,455 $5,857,495 $6,018,751 $7,012,455 Interest Total - Risk Mgmt Trust Fund: Workers Comp Fund (0077) Internal Charges Interest Total - Workers Comp Fund: Benefits Trust Fund (0079) Interest Other Total - Benefits Trust Fund: Vehicle Replacement (0041) Total - Vehicle Replacement: Tech. Replacement (0042) Internal Charges Total - Tech. Replacement: General Services (0016) Internal Charges Other Total - General Services: ($273) $5,856,078 469 Back to Table of Contents Schedule Two Summary of Revenues FY 03 Actual FY 04 Actual Internal Charges $902,795 $835,518 $811,174 $781,899 Total - Telephone: $902,795 $835,518 $811,174 $781,899 Recreation Revenue $707,062 $747,713 $810,000 $900,000 Other $285,193 $332,069 $400,000 $750,000 $32,186 $45,000 $45,000 $992,255 $1,111,968 $1,255,000 $1,695,000 $206,954 $248,345 $331,000 $335,000 $2,531 $1,057 $250 $1,500 $209,485 $249,402 $331,250 $336,500 $43,067 $31,404 $42,000 $42,000 Interest $5,358 $95 $96 $97 Grants $75,000 $25,000 $123,425 $56,499 $42,096 $42,097 $9,465 $27,916 $28,000 $28,000 $27,916 $28,000 $28,000 Fund Description FY 05 Estimate FY 06 Budget Telephone (0027) Parks Self Sustain. (0073) Facility Rental Income Total - Parks Self Sustain.: Library Books (0075) Library Fines/Fees Other Total - Library Books: Cable Equip. Rental (0054) Equipment Rental Total - Cable Equip. Rental: Open Space Bonds (0035) Interest Bond Proceeds $2,774,566 Total - Open Space Bonds: $2,784,031 Library Bonds (0064) Interest ($10,827) $5,722 $2,000 $6,000 Total - Library Bonds: ($10,827) $5,722 $2,000 $6,000 $6,466,000 $12,250,000 Public Safety Bonds (0060) Bond Proceeds $15,069,202 Lease Proceeds $3,287,741 Interest $12,000,000 $66,095 $22,536 $22,761 $22,989 $18,423,038 $22,536 $6,488,761 $24,272,989 $21,748,524 $16,598,994 Interest $72,726 $198,735 $477,000 $477,000 Recreation Revenue $26,593 $16,797,729 $477,000 $6,477,000 Total - Public Safety Bonds: Parks Bonds (0036) Bond Proceeds Other Total - Parks Bonds: $6,000,000 $1,268 $21,849,111 470 Back to Table of Contents Schedule Two Summary of Revenues Fund Description FY 03 Actual FY 04 Actual $4,469,851 $6,777,003 FY 05 Estimate FY 06 Budget Flood Control (0065) Bond Proceeds $6,960,000 Other-Intergovernmental Interest Total - Flood Control: $700,000 $9,706 $8,607 $103,000 $64,000 $4,479,557 $6,785,610 $103,000 $7,724,000 $263,786 $40,000 $263,786 $40,000 Arena Construction (0091) Interest Other ($90,521) ($1,096) Bond Proceeds $139,757,906 Total - Arena Construction: $139,666,289 Arts Commission (0070) Other $973,633 Interest $22,301 $15,735 $15,892 $16,051 Total - Arts Commission: $22,301 $15,735 $15,892 $989,684 $1,786,809 $1,909,482 $34,500 $11,891,296 $12 $20 $12 $1,786,797 $1,909,494 $34,520 $11,891,308 $1,272,736 $5,141,283 Airport Capital (0034) Grants Interest Total - Airport Capital: ($12) Street/Parking Bonds (0031) Bond Proceeds $1,128,000 Other-Intergovernmental Interest Total - Street/Parking Bonds: $280,000 ($62,868) $1,209,868 $28,282 $129,000 $69,000 $5,169,565 $129,000 $1,477,000 Street Const. GO (0062) Interest ($5,763) $266 $1,200 Total - Street Const. GO: ($5,763) $266 $1,200 Street Revenue Bonds (0061) Bond Proceeds $11,550,000 $12,800,000 Other-Intergovernmental $916,000 Interest ($22,057) Grants $354,949 Total - Street Revenue Bonds: $332,892 $15,713 $218,000 $186,000 $11,565,713 $218,000 $13,902,000 471 Back to Table of Contents Schedule Two Summary of Revenues Fund Description FY 03 Actual FY 04 Actual FY 05 Estimate FY 06 Budget Transit Bonds (0068) Interest $202 Grants $139,903 Total - Transit Bonds: $140,105 Facilities Bonds (0030) Interest $28,709 $38,317 $26,000 $2,000 Bond Proceeds $8,145,514 $8,669,573 Total - Facilities Bonds: $8,174,223 $8,707,890 $26,000 $2,000 $7,867 $4,000 $2,000 Dev. Impact Fees (0014) Development Impact Fees Interest Total - Dev. Impact Fees: $7,625,907 $370,823 $7,996,730 Economic Dev. Bonds (0032) Interest ($12,521) Bond Proceeds Total - Economic Dev. Bonds: $1,000,000 ($12,521) $7,867 $1,004,000 $2,000 $430,739 $486,000 $486,000 $14,590 $15,000 $29,000 $445,329 $501,000 $515,000 $233,714 $264,000 $393,000 $7,979 $15,000 $22,000 $241,693 $279,000 $415,000 $79,984 $90,000 $135,000 $2,718 $5,000 $8,000 $82,702 $95,000 $143,000 $632,130 $697,000 $748,000 $29,407 $32,000 $9,000 $661,537 $729,000 $757,000 DIF-Citywide Parks (0080) Development Impact Fees Interest Total - DIF-Citywide Parks: DIF-Citywide Rec Fac (0081) Development Impact Fees Interest Total - DIF-Citywide Rec Fac: DIF-Citywide Open Sp (0086) Development Impact Fees Interest Total - DIF-Citywide Open Sp: DIF-Fire Protect Fac (0053) Development Impact Fees Interest Total - DIF-Fire Protect Fac: 472 Back to Table of Contents Schedule Two Summary of Revenues Fund Description FY 03 Actual FY 04 Actual FY 05 Estimate FY 06 Budget DIF-PD Facilities (0074) Development Impact Fees $864,421 $854,000 $903,000 $36,454 $43,000 $53,000 $900,875 $897,000 $956,000 $1,435,724 $1,699,000 $1,760,000 $53,280 $53,000 $50,000 $1,489,004 $1,752,000 $1,810,000 Interest $42,261 $41,000 $42,000 Total - DIF-Library Bldg's: $42,261 $41,000 $42,000 $513,658 $580,000 $864,000 $24,383 $35,000 $36,000 $538,041 $615,000 $900,000 Interest $8,084 $16,000 $10,000 Total - DIF-Library Books: $8,084 $16,000 $10,000 $171,962 $176,000 $263,000 Interest Total - DIF-PD Facilities: DIF-General Gov't (0097) Development Impact Fees Interest Total - DIF-General Gov't: DIF-Library Bldg's (0029) DIF-Libraries (0085) Development Impact Fees Interest Total - DIF-Libraries: DIF-Library Books (0044) DIF-Park Dev Zone 1 (0087) Development Impact Fees Other-Intergovernmental $109,000 Interest Total - DIF-Park Dev Zone 1: $6,727 $6,000 $11,000 $178,689 $182,000 $383,000 $122,270 $132,000 $197,000 $20,807 $30,000 $33,000 $143,077 $162,000 $230,000 $51,754 $82,000 $122,000 $9,045 $13,000 $14,000 $60,799 $95,000 $136,000 DIF-Park Dev Zone 2 (0088) Development Impact Fees Interest Total - DIF-Park Dev Zone 2: DIF-Park Dev Zone 3 (0093) Development Impact Fees Interest Total - DIF-Park Dev Zone 3: 473 Back to Table of Contents Schedule Two Summary of Revenues FY 03 Actual FY 04 Actual FY 05 Estimate FY 06 Budget $3,058,370 $2,548,000 $2,374,000 Interest $69,360 $132,000 $132,000 Grants $150,487 $2,680,000 $2,506,000 Fund Description DIF-Roadway Improvements (0094) Development Impact Fees $3,278,217 Total - DIF-Roadway Improvem Cultural Facility (0028) Bond Proceeds $4,494,000 Total - Cultural Facility: $4,494,000 Cemetery Perp. Care (0082) Interest $109,747 $75,629 Other $353,035 $30,002 Cemetery Revenue ($2,908) Total - Cemetery Perp. Care: $47,260 $47,733 ($31) $459,874 $105,600 $47,260 $47,733 Property Tax $13,440,202 $14,841,054 $15,940,148 $17,946,615 SRP In-Lieu $148,403 $163,446 $156,510 Interest $158,879 $310 $1,686 $13,747,484 $15,004,810 $16,098,344 $17,946,615 G.O. Bond Debt (0020) Total - G.O. Bond Debt: Street Bond Debt (0022) Bond Proceeds $57,169 Total - Street Bond Debt: $57,169 Special Assess. Bond (0021) Special Assessments Revenue $766,821 $321,804 $21,600 $8,200 Interest $857,713 $51,038 $7,200 $7,200 $1,624,534 $372,842 $28,800 $15,400 $31,065 $177,911 $35,000 $17,000 Total - Special Assess. Bond: MPC Bond Debt (0023) Interest Bond Proceeds $5,246,404 Miscellaneous $88,612 Total - MPC Bond Debt: Grand Total : $5,277,469 $177,911 $123,612 $17,000 $550,723,806 $446,425,528 $337,460,531 $499,192,148 474 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget $281,661 $299,551 $279,239 $312,059 $44,650 $59,769 $40,261 $440,702 $54,225 $49,971 $58,178 $747,756 $58,761 $58,709 $58,902 $488,160 $58,709 $58,706 $58,682 $840,629 $51,261 $51,209 $49,402 $492,160 $51,209 $51,206 $51,182 $797,629 $67,517 $67,465 $67,677 $495,379 $67,625 $67,462 $67,438 $900,563 $283,164 $152,674 $850 $165,727 $602,415 $323,322 $93,749 $2,500 $176,322 $595,893 $314,296 $93,749 $2,500 $168,959 $579,504 $277,500 $94,188 $2,500 $253,200 $627,388 $3,050,831 $3,452,154 $3,452,154 $3,723,004 $1,586,169 $1,586,169 $475,000 $1,856,633 $2,331,633 $216,000 $1,879,573 $2,095,573 $475,000 $2,099,167 $2,574,167 $6,268,832 $7,519,860 $7,204,099 $8,137,181 $178,146 $232,920 $232,920 $278,027 General Fund Appointed Officials Office of the Mayor Council Office Barrel District Cactus District Cholla District Council Office Ocotillo District Sahuaro District Yucca District Total for Council Office City Clerk City Clerk Elections Passport Services Records Management Total for City Clerk City Court City Attorney Attorney - Arena/Stadium/Dev. City Attorney Total for City Attorney TOTAL - Appointed Officials: Comm. Info & Svcs Comm Info & Services Admin 475 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name Parks & Recreation Adult Center Aquatics Audio/Visual Central District Recreation Elsie McCarthy Pk. Maintenance Foothills Rec Glendale Community Center Marketing - Parks & Rec North District Recreation Park Irrigation Park Rangers Parks & Recreation Admin. Parks Central District Parks North District Parks Special Operations Pool Maintenance Recreation Special Operations Recreation Support Services Total for Parks & Recreation FY 04 Actual FY 05 Budget FY 05 Estimate $334,020 $351,084 $94,728 $724,370 $35,296 $428,614 $443,754 $117,708 $1,528,313 $43,342 $428,614 $443,754 $117,708 $1,287,227 $43,342 $155,116 $157,689 $406,829 $292,691 $243,585 $253,042 $1,669,407 $1,673,046 $364,558 $216,343 $234,839 $718,982 $7,925,625 $198,165 $158,796 $424,839 $328,746 $327,978 $288,094 $2,016,488 $1,882,872 $409,599 $232,277 $250,334 $663,939 $9,743,858 $198,165 $158,796 $424,839 $328,746 $327,978 $288,094 $2,019,088 $1,882,872 $409,599 $232,277 $250,334 $663,939 $9,505,372 $386,396 $443,754 $193,922 $1,294,400 $43,357 $592,435 $195,440 $168,142 $432,534 $336,447 $314,147 $440,313 $2,111,307 $1,979,775 $454,925 $248,158 $266,266 $711,609 $10,613,327 $50,000 $25,000 $75,000 $401,337 $73,859 $256,678 $731,874 $401,337 $73,859 $256,678 $731,874 $401,860 $80,611 $463,471 $945,942 Res. Infill Housing Incentives Comm. Partnerships Community Partnerships Community Volunteer Program Neighborhood Revitalization Total for Comm. Partnerships $369,805 $55,198 $207,830 $632,833 $1,245,637 Neighborhood Improvement Grant Library Arts Commission Library Total for Library TOTAL - Comm. Info & Svcs: FY 06 Budget $8,638 $7,076,719 $7,085,357 $92,403 $7,505,835 $7,598,238 $92,403 $7,305,835 $7,398,238 $92,840 $8,177,426 $8,270,266 $15,821,961 $18,356,890 $17,893,404 $21,428,199 $316,886 $392,658 $392,658 $442,546 $1,575,494 $456,267 $1,773,995 $752,856 $652,657 $3,179,508 $1,766,582 $652,409 $640,624 $3,059,615 $1,895,690 $730,188 $985,456 $3,611,334 Community Dev. CD Deputy City Manager Building Safety Building Safety Development Services Center Westgate-Bldg Safety Rvw/Insp. Total for Building Safety $2,031,761 476 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name Planning Current Planning Long-Range Planning & Research Planning Administration Zoning Admin & Tech. Asst. Total for Planning Economic Development Economic Development Economic Opportunities Fund Redevelopment Super Bowl Total for Economic Development Rebates & Incentives Rebates & Incentives Redevelopment Land Acquisition Visual Improvement Program Total for Rebates & Incentives FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget $466,232 $267,429 $421,606 $241,332 $1,396,599 $544,216 $291,379 $434,201 $315,451 $1,585,247 $544,216 $289,743 $435,837 $315,451 $1,585,247 $583,967 $283,900 $471,140 $332,869 $1,671,876 $523,115 $25,200 $6,851 $7,681 $562,847 $813,103 $764,088 $730,172 $50,000 $863,103 $50,000 $814,088 $85,000 $815,172 $5,954,745 $3,037,916 $150,000 $6,104,745 $10,922 $3,048,838 $3,869,200 $3,000,000 $619,404 $7,488,604 Code Compliance $903,325 $1,054,916 $1,054,916 $1,371,020 TOTAL - Community Dev.: $5,211,418 $13,180,177 $9,955,362 $15,400,552 City Manager $866,703 $1,036,119 $1,034,934 $1,134,141 City Auditor $234,868 $317,223 $317,223 $367,269 Intergovernmental Programs $366,908 $585,874 $361,086 $734,826 Marketing and Comm. Cable Communications City-Wide Special Events Marketing Special Events Prod. Support Tourism Total for Marketing and Comm. $478,153 $569,062 $840,450 $67,816 $285,086 $2,240,567 $556,932 $633,282 $851,731 $67,044 $347,215 $2,456,204 $556,932 $574,705 $896,731 $67,044 $405,792 $2,501,204 $814,213 $487,102 $1,084,573 $67,067 $391,374 $2,844,329 $7,515 $19,556 $19,556 $20,994 Internal Services CAP Local Match 477 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget $305,961 $390,559 $471,289 $374,108 $455,866 $359,368 $2,357,151 $351,762 $407,909 $259,995 $381,547 $499,463 $383,878 $382,469 $2,667,023 $351,762 $407,909 $194,031 $344,545 $608,439 $449,842 $382,469 $2,738,997 $414,174 $381,520 $244,553 $367,629 $629,449 $326,769 $499,947 $2,864,041 $953,693 $576,276 $917,462 $9,000 $114,733 $2,571,164 $1,042,394 $597,877 $927,581 $9,000 $66,848 $2,643,700 $962,394 $597,877 $927,581 $9,000 $66,848 $2,563,700 $1,081,396 $841,370 $987,420 $9,000 $72,563 $2,991,749 Lease Payments $2,015,016 $4,390,688 $4,390,688 $4,691,420 Information Technology $2,518,979 $2,951,276 $2,951,276 $3,846,052 $511,641 $89,885 $601,526 $623,220 $91,300 $714,520 $623,220 $91,300 $714,520 $576,335 $140,665 $717,000 $13,780,397 $17,782,183 $17,593,184 $20,211,821 Non-Departmental Non-Departmental Development Agreements Non-Dept - Fund 01 Outside Agencies Total for Non-Departmental $1,774,624 $1,367,874 $270,700 $3,413,198 $1,050,048 $231,245 $1,281,293 $1,023,753 $231,245 $1,254,998 $1,584,030 TOTAL - Non-Departmental: $3,413,198 $1,281,293 $1,254,998 $1,584,030 $204,784 $9,270,147 $5,834,927 $7,285,891 $2,375,142 $298,904 $410,450 $6,914,311 $26,694 $32,621,250 $848,618 $10,888,776 $5,507,187 $8,092,442 $3,575,412 $300,819 $1,212,984 $7,772,797 $172,425 $10,594,901 $5,672,897 $8,239,879 $3,365,537 $314,248 $1,237,315 $7,885,266 $852,708 $12,278,799 $5,778,690 $8,808,863 $4,783,086 $321,356 $1,641,339 $8,114,630 $38,199,035 $37,482,468 $42,579,471 Human Resources Compensation Employee Benefits Employee Relations Employment and Staffing Human Resources Admin. Organizational Development Risk Management/Safety Total for Human Resources Finance Accounting Services Finance Administration License/Collection LID Administration Regulatory & Communication Total for Finance Management & Budget Budget & Research Grants Administration Total for Management & Budget TOTAL - Internal Services: Public Safety Police Department Arena - Police Event Staffing Central Patrol Bureau Crime Investigations Foothills Patrol Bureau Police Administration Police Legal Services Police Personnel Management Police Support Services Western Area Safety Building Total for Police Department 478 Back to Table of Contents $1,584,030 Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget $49,602 $68,969 $1,073,955 $311,776 $30,461 $1,350,358 $615,572 $197,331 $117,407 $734,127 $120,851 $19,137 $354,137 $10,521,645 $12,055,919 $12,657,651 $643,101 $215,929 $773,217 $384,424 $839,445 $310,725 $347,363 $1,462,762 $96,543 $14,600,720 $218,030 $2,153,594 $90,979 $241,966 $17,629,861 $244,732 $2,461,970 $203,456 $126,776 $18,863,329 $446,584 $303,294 $25,856 $759,661 $80,912 $109,604 $109,388 $13,782,814 $116,629 $156,216 $62,859 $382,029 $142,183 $120,721 $844,112 $1,095,239 $109,290 $2,650 $330,380 $1,892,182 $222,261 $121,668 $21,216,532 $47,221,970 $55,828,896 $56,345,797 $63,796,003 HazMat Incidence Response $18,730 $44,477 $25,000 $44,477 Public Works Administration $170,876 $176,096 $176,096 $191,536 Field Operations Cemetery Custodial Services Facilities Management Field Operations Admin. Graffiti Removal Manistee Ranch Maintenance Total for Field Operations $229,306 $1,265,080 $4,194,632 $726,748 $102,536 $31,738 $6,550,040 $219,861 $1,428,226 $4,445,235 $1,036,831 $129,660 $12,110 $7,271,923 $219,861 $1,428,226 $4,447,835 $1,036,831 $129,660 $12,110 $7,274,523 $230,292 $1,399,754 $4,253,291 $1,095,754 $229,778 $12,114 $7,220,983 Fire Department Ambulance Services Arena - Fire Event Staffing Emergency Operations Center Fire Administration Fire Assessment & Planning Fire Community Relations Fire Community Services Fire Emergency Services Fire Essential Services Fire Financial Resources Fire Information/Technology Fire Life Safety Services Adm. Fire Logistical Services Adm. Fire Marshal - Code Developmnt Fire Marshal's Office Fire Medical Services & Health Fire Office Systems Fire Personnel Services Fire Special Operations Fire Support Services Fire Training Westgate-Fire Marshal's Office Total for Fire Department TOTAL - Public Safety: FY 05 Estimate FY 06 Budget Public Works 479 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name Engineering CIP Administration CIP Construction CIP Design Construction Inspection Engineering Administration Land Development Division Mapping & Records Materials Testing New River 404 Permit O&M Downtown Building Property Management Special Projects Admin. Utility Inspection Westgate-Engineering Rvw/Insp Total for Engineering TOTAL - Public Works: FY 04 Actual FY 05 Budget $77,433 $5,233 $379,632 $645,670 $433,936 $82,800 $196,310 $205,424 $114,822 $364,865 $316,040 $532,293 $384,277 $383,421 $387,829 $289,440 $50,000 $434,000 $179,161 $113,622 $364,865 $316,040 $532,293 $384,277 $384,621 $387,829 $239,440 $2,830,795 $164,700 $500,000 $4,100,848 $164,700 $75,000 $3,633,818 $226,269 $283,948 $339,720 $568,615 $397,241 $515,057 $339,310 $292,875 $50,000 $434,000 $259,023 $3,189 $200,384 $500,000 $4,409,631 $9,570,441 $11,593,344 $11,109,437 $11,866,627 $87,959 $146,426 $146,426 $507,978 $365,673 $387,667 $753,340 $415,505 $395,426 $810,931 $440,505 $395,426 $835,931 $447,822 $371,224 $819,046 $841,299 $957,357 $982,357 $1,327,024 $102,129,516 $126,500,000 $122,338,638 $143,751,437 $312,263 $383,473 $108,621 FY 05 Estimate $491,970 $179,161 FY 06 Budget Special Projects Spec. Projects Admin Purchasing/Warehouse Purchasing Warehouse Total for Purchasing/Warehouse TOTAL - Special Projects: TOTAL - General Fund 480 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget Community Dev. Transportation Arena - Transportation Ops. Signs & Markings Streetlight Management Traffic Admin. & Engineering Traffic Design and Development Traffic Signals Traffic Studies Transportation Planning Total for Transportation $818,059 $1,423,187 $305,008 $255,384 $1,014,446 $302,368 $68,982 $4,187,434 $111,074 $839,069 $1,597,531 $383,866 $254,887 $1,194,952 $423,978 $167,574 $4,972,931 $36,836 $839,069 $1,597,531 $383,866 $254,887 $1,194,952 $380,415 $167,574 $4,855,130 $78,779 $889,406 $1,648,498 $329,768 $271,097 $1,526,378 $454,436 $202,527 $5,400,889 TOTAL - Community Dev.: $4,187,434 $4,972,931 $4,855,130 $5,400,889 Public Works Field Operations Arena - ROW Maintenance Right-of-Way Maintenance Street Cleaning Street Maintenance Total for Field Operations $1,812,849 $492,556 $4,132,567 $6,437,972 $125,000 $2,290,281 $538,166 $4,837,299 $7,790,746 $125,000 $2,140,281 $538,166 $4,837,299 $7,640,746 $62,500 $2,308,576 $584,691 $6,069,420 $9,025,187 TOTAL - Public Works: $6,437,972 $7,790,746 $7,640,746 $9,025,187 $10,625,406 $12,763,677 $12,495,876 $14,426,076 $2,268,490 $3,019,797 $2,791,612 $3,214,896 $2,268,490 $3,019,797 $2,791,612 $3,214,896 $2,268,490 $3,019,797 $2,791,612 $3,214,896 $1,330,920 $1,450,632 $1,371,081 $1,317,339 $1,330,920 $1,450,632 $1,371,081 $1,317,339 $1,330,920 $1,450,632 $1,371,081 $1,317,339 Streets TOTAL - Streets Police Spec. Rev. Public Safety Patrol - Special Revenue Fund TOTAL - Public Safety: TOTAL - Police Spec. Rev. Fire Spec. Revenue Public Safety Fire - Special Revenue Fund TOTAL - Public Safety: TOTAL - Fire Spec. Revenue 481 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget Transportation Community Dev. Transportation Demand Management Dial-A-Ride Fixed Route Intelligent Transportation Sys Traffic Mitigation Traffic Signals Trans. Program Education Transportation Education Transportation Program Mgmt Total for Transportation $9,690 $2,256,076 $4,268,553 $168,561 $116,723 $118,160 $2,431,298 $4,587,444 $337,424 $186,504 $118,160 $2,431,298 $4,587,444 $337,424 $186,504 $16,034 $178,412 $1,092,425 $8,106,474 $125,000 $247,778 $1,272,504 $9,306,112 $125,000 $247,778 $1,094,780 $9,128,388 $118,160 $2,607,810 $4,704,394 $430,471 $182,162 $5,000 $125,000 $253,913 $1,291,544 $9,718,454 TOTAL - Community Dev.: $8,106,474 $9,306,112 $9,128,388 $9,718,454 $3,013 $94,819 $94,819 $101,257 $3,013 $94,819 $94,819 $101,257 $8,109,487 $9,400,931 $9,223,207 $9,819,711 $647,056 $709,217 $709,217 $754,512 TOTAL - Special Projects: $647,056 $709,217 $709,217 $754,512 TOTAL - Civic Center $647,056 $709,217 $709,217 $754,512 $535,652 $557,322 $557,322 $565,547 $535,652 $557,322 $557,322 $565,547 $535,652 $557,322 $557,322 $565,547 Public Works Transp. Engineering Program TOTAL - Public Works: TOTAL - Transportation Civic Center Special Projects Civic Center Airport Community Dev. Airport Operations TOTAL - Community Dev.: TOTAL - Airport 482 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget Other Grant Funds Internal Services Employee Groups Diversity Committee GEMS Glendale Hispanic Network Total for Employee Groups $12,636 $12,637 $12,636 $37,909 TOTAL - Internal Services: $37,909 $37,909 TOTAL - Other Grant Funds Arena Dev/Rvw/Inspec Community Dev. $180,803 $25,000 $1,968,587 $180,803 $25,000 Internal Services Finance Arena - Finance Arena - Prof & Contractual Total for Finance $44,514 $479,449 $523,963 $59,830 $250,000 $309,830 $59,830 $250,000 $309,830 TOTAL - Internal Services: $523,963 $309,830 $309,830 $123,510 $25,971 $8,277 $123,510 $25,971 $8,277 $516,604 $343,107 Arena - Development Services Arena - Economic Development TOTAL - Community Dev.: $616,424 $1,352,163 Public Safety Arena - Fire Marshal's Office TOTAL - Public Safety: Public Works Arena - Engineering Rvw/Insp TOTAL - Public Works: TOTAL - Arena Dev/Rvw/Inspec $559,694 $559,694 $3,175,754 483 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget $774,499 $1,618,051 $1,549,636 $1,026,820 $227,266 $239,891 Stadium Special Rev. Community Dev. Stadium - Development Services Stadium-Economic Development TOTAL - Community Dev.: $774,499 $1,618,051 $1,776,902 $1,266,711 $83,172 $218,579 $145,500 $173,179 $83,172 $218,579 $145,500 $173,179 Public Safety Stadium -Fire Marshal's Office TOTAL - Public Safety: Public Works Stadium - Engineering Rvw/Insp TOTAL - Public Works: TOTAL - Stadium Special Rev. $1,000,000 $500,000 $1,000,000 $500,000 $857,671 $2,836,630 $1,922,402 $1,939,890 $1,548,075 $8,186,221 $8,186,221 $8,359,523 $1,548,075 $8,186,221 $8,186,221 $8,359,523 $1,548,075 $8,186,221 $8,186,221 $8,359,523 $99,167 $97,576 $99,167 $97,576 $99,167 $97,576 Housing Comm. Info & Svcs Community Housing & Revit. TOTAL - Comm. Info & Svcs: TOTAL - Housing Other Grant Funds Comm. Info & Svcs Emergency Shelter Grant TOTAL - Comm. Info & Svcs: TOTAL - Other Grant Funds 484 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget $697,840 $1,456,082 $676,973 $1,570,446 $697,840 $1,456,082 $676,973 $1,570,446 $697,840 $1,456,082 $676,973 $1,570,446 $2,294,319 $4,162,357 $2,126,561 $4,184,389 $2,294,319 $4,162,357 $2,126,561 $4,184,389 $2,294,319 $4,162,357 $2,126,561 $4,184,389 Appointed Officials City Court Court Security & Improvements Court Time Payments Fill the Gap Total for City Court $268,029 $76,837 $21,397 $366,263 $188,630 $89,574 $42,000 $320,204 $188,630 $89,574 $48,459 $326,663 $196,603 $85,568 $62,541 $344,712 TOTAL - Appointed Officials: $366,263 $320,204 $326,663 $344,712 $366,263 $320,204 $326,663 $344,712 $311,114 $374,280 $374,280 $434,999 $311,114 $374,280 $374,280 $434,999 $311,114 $374,280 $374,280 $434,999 HOME Fund Comm. Info & Svcs HOME Program TOTAL - Comm. Info & Svcs: TOTAL - HOME Fund C.D.B.G. Comm. Info & Svcs CDBG Programs TOTAL - Comm. Info & Svcs: TOTAL - C.D.B.G. Court Fund TOTAL - Court Fund CAP Grant Fund Internal Services Community Action Program TOTAL - Internal Services: TOTAL - CAP Grant Fund 485 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget Other Grant Funds Comm. Info & Svcs Parks & Recreation Grant Approp - Parks & Rec YWCA-Legacy Foundation Grant Total for Parks & Recreation $80,263 $6,590 $86,853 $500,000 $20,000 $520,000 $500,000 $20,000 $520,000 $500,000 $20,000 $520,000 Grant Approp - Library $104,471 $500,000 $500,000 $500,000 $191,324 $1,020,000 $1,020,000 $1,020,000 Grant Match Pool $135,627 $230,000 $230,000 $210,000 TOTAL - Internal Services: $135,627 $230,000 $230,000 $210,000 $353,064 $350,000 $350,000 $350,000 $353,064 $350,000 $350,000 $350,000 $798,566 $110,969 $11,716 $55,859 $83,491 $29,071 $1,089,672 $801,313 $120,000 $182,253 $22,800 $118,510 $72,530 $1,317,406 $801,313 $145,672 $182,253 $22,800 $118,510 $72,530 $1,343,078 $825,000 $120,000 $182,253 $22,800 $67,107 $139,512 $1,356,672 $512,276 $259,565 $771,841 $2,285,255 $207,800 $2,493,055 $2,285,255 $134,876 $2,420,131 $2,425,000 $135,000 $2,560,000 $1,861,513 $3,810,461 $3,763,209 $3,916,672 $910,000 $910,000 $910,000 $910,000 $910,000 $910,000 $6,320,461 $6,273,209 $6,406,672 TOTAL - Comm. Info & Svcs: Internal Services Miscellaneous Grants Miscellaneous Grants TOTAL - Miscellaneous Grants: Public Safety Police Department Grant Approp - Police Dept LLEBG 2002 LLEBG 2003 Victims Rights Grant VOCA 2002-301 VOCA 2003-373 Total for Police Department Fire Department Grant Approp - Fire Dept Metro Med Response Sys (MMRS) Total for Fire Department TOTAL - Public Safety: Public Works Grant Approp - Utilities Dept TOTAL - Public Works: TOTAL - Other Grant Funds $2,541,528 486 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget Public Safety Police Department Federal RICO State RICO Total for Police Department $114,316 $150,029 $264,345 $135,000 $245,223 $380,223 $9,000 $243,437 $252,437 $135,000 $245,890 $380,890 TOTAL - Public Safety: $264,345 $380,223 $252,437 $380,890 TOTAL - RICO Fund $264,345 $380,223 $252,437 $380,890 RICO Fund 487 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget $116,587 $128,175 $128,175 $231,223 $116,587 $128,175 $128,175 $231,223 $2,249,311 $2,519,013 $2,519,013 $2,562,226 $2,249,311 $2,519,013 $2,519,013 $2,562,226 Non-Dept - Fund 50 $248,071 $1,654,436 $250,000 $500,000 TOTAL - Non-Departmental: $248,071 $1,654,436 $250,000 $500,000 $350,026 $137,988 $1,016,581 $1,504,595 $377,936 $167,828 $1,215,007 $1,760,771 $364,641 $167,828 $1,215,007 $1,747,476 $415,481 $312,728 $1,242,307 $1,970,516 $1,497,495 $1,285,145 $382,462 $1,734,001 $947,746 $168,565 $427,779 $1,120,960 $418,255 $193,109 $1,137,312 $2,621,682 $3,094,535 $1,724,903 $1,357,516 $400,756 $1,720,761 $993,737 $172,826 $309,225 $1,163,432 $440,478 $247,921 $1,505,836 $3,299,182 $2,616,127 $90,336 $5,085,653 $730,129 $2,050,131 $2,898,220 $2,566,735 $29,373,904 $1,900,521 $1,415,043 $419,772 $2,525,681 $985,746 $177,343 $457,027 $1,203,075 $451,731 $233,344 $1,544,427 $3,164,182 $3,500,000 $110,406 $6,221,228 $994,489 $3,142,636 $2,727,767 $2,648,708 $33,823,126 $31,121,380 $35,793,642 Water/Sewer Fund Community Dev. Cross Connection Control TOTAL - Community Dev.: Internal Services Customer Service Office TOTAL - Internal Services: Non-Departmental Public Works Env. Resources Environmental Resources Water Conservation Water Quality Total for Env. Resources Utilities Arrowhead Reclamation Plant Central System Control Central System Maintenance Cholla Treatment Plant Customer Service - Field Irrigation Major Maintenance Meter Maintenance Pretreatment Program Public Service Representatives Pyramid Peak Plant Raw Water Usage SROG (91st Av) Plant System Security Utilities Administration Utilities Information Mgmt. Wastewater Collection Water Distribution West Area Plant Total for Utilities $6,086,634 $509,540 $1,472,582 $2,650,174 $2,107,329 $27,855,305 $1,724,903 $1,357,516 $405,756 $1,720,761 $1,093,737 $172,826 $333,534 $1,163,432 $440,478 $247,921 $1,505,836 $3,299,182 $2,616,127 $127,391 $5,285,653 $730,129 $2,090,131 $2,896,020 $2,534,997 $29,746,330 TOTAL - Public Works: $29,359,900 $31,507,101 488 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name TOTAL - Water/Sewer Fund FY 04 Actual $31,973,869 FY 05 Budget $35,808,725 FY 05 Estimate $34,018,568 FY 06 Budget $39,087,091 Sanitation Fund Non-Departmental Non-Dept - Fund 57 $363,838 TOTAL - Non-Departmental: $363,838 Public Works Field Operations Curb Service Loose Trash Service Sanitation Frontload Sanitation Roll-off Total for Field Operations $6,563,603 $1,618,938 $3,326,437 $863,437 $12,372,415 $6,949,098 $2,123,209 $3,785,107 $1,144,348 $14,001,762 $6,541,901 $1,793,086 $3,440,654 $907,255 $12,682,896 $6,602,719 $1,819,901 $3,428,015 $981,078 $12,831,713 TOTAL - Public Works: $12,372,415 $14,001,762 $12,682,896 $12,831,713 $12,372,415 $14,001,762 $12,682,896 $13,195,551 Non-Dept - Fund 55 $2,559 $420,000 $3,000 $250,000 TOTAL - Non-Departmental: $2,559 $420,000 $3,000 $250,000 Public Works Field Operations Gas Management System Landfill MRF Operations Recycling Solid Waste Admin Woodwaste Operations Total for Field Operations $35,657 $2,555,110 $2,783,128 $964,380 $937,342 $108,252 $7,383,869 $84,000 $2,992,558 $2,865,643 $1,039,224 $838,353 $63,768 $3,089,799 $2,865,643 $1,039,224 $798,385 $84,000 $2,987,162 $2,008,618 $1,147,233 $871,374 $7,819,778 $7,856,819 $7,098,387 TOTAL - Public Works: $7,383,869 $7,819,778 $7,856,819 $7,098,387 $7,386,428 $8,239,778 $7,859,819 $7,348,387 TOTAL - Sanitation Fund Landfill Fund Non-Departmental TOTAL - Landfill Fund 489 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget Water Grants Public Works $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $90,000 $2,714,230 $2,250,000 $2,250,000 $2,250,000 $2,714,230 $2,250,000 $2,250,000 $2,250,000 $2,714,230 $2,250,000 $2,250,000 $2,250,000 $1,195,177 $1,407,000 $1,407,000 $1,407,000 $1,195,177 $1,407,000 $1,407,000 $1,407,000 $1,195,177 $1,407,000 $1,407,000 $1,407,000 Benefit Programs $12,360,351 $13,355,518 $13,355,518 $13,692,468 TOTAL - Internal Services: $12,360,351 $13,355,518 $13,355,518 $13,692,468 $12,360,351 $13,355,518 $13,355,518 $13,692,468 $766,650 $2,507,433 $2,507,433 $2,439,433 $766,650 $2,507,433 $2,507,433 $2,439,433 $766,650 $2,507,433 $2,507,433 $2,439,433 Water Security Planning TOTAL - Public Works: TOTAL - Water Grants Risk Mgmt Trust Fund Internal Services Risk Mgmt. Trust Fund TOTAL - Internal Services: TOTAL - Risk Mgmt Trust Fund Workers Comp Fund Internal Services Worker's Compensation TOTAL - Internal Services: TOTAL - Workers Comp Fund Benefits Trust Fund Internal Services TOTAL - Benefits Trust Fund Vehicle Replacement Public Works Equipment Replacement TOTAL - Public Works: TOTAL - Vehicle Replacement 490 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget $500,033 $1,785,816 $1,150,736 $1,785,816 $500,033 $1,785,816 $1,150,736 $1,785,816 $500,033 $1,785,816 $1,150,736 $1,785,816 Non-Dept - Fund 16 $100,000 $100,000 TOTAL - Non-Departmental: $100,000 $100,000 $3,330,059 $2,574,179 $1,264,417 $7,168,655 Tech. Replacement Internal Services Technology Replacement TOTAL - Internal Services: TOTAL - Tech. Replacement General Services Non-Departmental Public Works Field Operations Equipment Management Fuel Services Parts Store Operations Total for Field Operations $4,307,937 $1,558,053 $4,295,045 $1,361,052 $5,865,990 $5,656,097 $3,139,501 $1,681,292 $1,097,958 $5,918,751 TOTAL - Public Works: $5,865,990 $5,656,097 $5,918,751 $7,168,655 $5,865,990 $5,756,097 $6,018,751 $7,168,655 $810,737 $814,288 $841,804 $817,197 $810,737 $814,288 $841,804 $817,197 $810,737 $814,288 $841,804 $817,197 TOTAL - General Services Telephone Internal Services Telephones TOTAL - Internal Services: TOTAL - Telephone 491 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget $10,000 $18,000 $10,000 $35,000 $5,000 $7,000 $7,000 $2,000 $7,000 $25,000 $7,000 $5,000 $35,000 $55,000 $21,650 $290,509 $323,317 $274,598 $122,453 $1,260,527 $37,000 $10,000 $18,000 $10,000 $35,000 $5,000 $7,000 $7,000 $2,000 $7,000 $25,000 $7,000 $5,000 $35,000 $55,000 $21,650 $367,719 $526,140 $237,598 $122,453 $1,540,560 Parks Self Sustain. Comm. Info & Svcs Parks & Recreation Adult Ctr- Spec Revenue Apollo Pool Repair Arrowhead Amenities Cactus Pool Repair Cardinal Pool Repair Dedicate A Tree Desert Gardens Park Desert Mirage Park Desert Valley Park Discovery Park GCC Pool Repair GESD ES Ballfields Ironwood HS Lights Ironwood Pool Repair Rec Self Sust-Administration Rec Self Sust-Audio/Visual Rec Self Sust-Central District Rec Self Sust-North District Rec Self Sust-Spec Int Classes Rec Self Sust-Spec Operations Total for Parks & Recreation $607 $6,437 $5,688 $9,353 $212,836 $274,731 $200,585 $68,235 $827,868 $10,000 $93,000 $5,000 $10,000 $55,000 $21,650 $290,509 $533,629 $274,598 $122,453 $1,470,839 TOTAL - Comm. Info & Svcs: $827,868 $1,470,839 $1,260,527 $1,540,560 Internal Services Marketing and Comm. Events - Special Revenue Tourism - Souvenir Program Total for Marketing and Comm. $320,993 $15,311 $336,304 $700,000 $65,000 $765,000 $700,000 $65,000 $765,000 $700,000 $65,000 $765,000 TOTAL - Internal Services: $336,304 $765,000 $765,000 $765,000 $1,164,172 $2,235,839 $2,025,527 $2,305,560 Comm. Info & Svcs Library Library Book Fund Library Special Revenue Total for Library $150,172 $127,608 $277,780 $306,053 $215,150 $521,203 $306,053 $182,200 $488,253 $309,003 $215,150 $524,153 TOTAL - Comm. Info & Svcs: $277,780 $521,203 $488,253 $524,153 $277,780 $521,203 $488,253 $524,153 TOTAL - Parks Self Sustain. $5,263 $24,752 $6,052 $7,632 $40 $10,000 $18,000 $10,000 $10,000 $5,000 $2,000 $5,657 Library Books TOTAL - Library Books 492 Back to Table of Contents Schedule Three Operating Budget by Program and Fund Program Name FY 04 Actual FY 05 Budget FY 05 Estimate FY 06 Budget Cable Equip. Rental Internal Services Marketing and Comm. Communications Production PEG-Public Safety Total for Marketing and Comm. $11,817 $20,836 $32,653 $54,700 $54,700 $54,700 $54,700 $54,700 $54,700 TOTAL - Internal Services: $32,653 $54,700 $54,700 $54,700 $32,653 $54,700 $54,700 $54,700 $179,094 $217,203 $217,203 $227,465 TOTAL - Comm. Info & Svcs: $179,094 $217,203 $217,203 $227,465 TOTAL - Arts Commission $179,094 $217,203 $217,203 $227,465 $215,303,015 $268,000,000 $255,036,181 $290,000,000 TOTAL - Cable Equip. Rental Arts Commission Comm. Info & Svcs Arts Maintenance TOTAL - OPERATING BUDGET 493 Back to Table of Contents Schedule Four Transfers Between Funds (All Dollars in Thousands) T R General (01) Streets (12) A N S F E R Arena Spec Rev (18) Streets (12) F R O Transport. (25) M LTAF (13) $1,794 Total In: $1,794 General Fund (01) $750 $750 $2,728 $2,728 T $7,201 R $2,060 A $46,382 N $198 $198 S $40 $40 F * CAP Grants (46) $148 $148 E * Other Grants (47) $210 $210 R * Civic Center (06) $708 $708 T Street Debt (22) R MPC Debt (23) $1,772 A Transport. (25) $900 N * Transport. Constr. (33) S * Airport Operating (15) F Court (72) E R $5,429 $1,160 $46,382 T National Events (03) $5,000 $5,000 T O * Stadium (92) $1,440 $1,440 O $38 $38 Comm. Housing (19) $430 $430 Total Out: $12,677 Employee Groups (39) T $2,728 R A N $5,429 S F E R $47,132 F R O $1,160 $69,126 M * Transfer amounts will vary based on actual revenues, expenses, grant opportunities, etc. 494 Back to Table of Contents Schedule Five Expenditure Limitation and Summary of Tax Levy and Tax Rate Information Estimated 2004-05 2005-06 Fiscal Year Fiscal Year $430,769,018 $ 446,468,466 $653,000,000 730,000,000 ($257,553,986) (330,611,618) $395,446,014 $399,388,382 Expenditure Limitation Voter Approved Expenditure Limitation Estimated Expenditures Estimated Amount of Exclusions Total Estimated Expenditures Subject to Limitation 1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051.A) $8,848,778 $9,238,801 $3,595,000 $15,940,148 $19,535,148 $3,680,000 $17,946,615 $21,626,615 2. Amount Received from Primary Property Taxation in the 2004-05 Fiscal Year in Excess of the Sum of that Year's Maximum Allowable Primary Property Tax Levy (ARS 42-302.C.14) plus Amount of Escaped Taxes Collected (ARS 42-17005) 3. Property Tax Levy Amounts A. Primary Property Taxes B. Secondary Property Taxes C. Total Property Tax Levy Amounts 4. Property Taxes Collected* A. Primary Property Taxes 1. 2004-05 Levy 2. Prior Years' Levies 3. Total Primary Property Taxes B. Secondary Property Taxes 1. 2004-05 Levy 2. Prior Years' Levies 3. Total Secondary Property Taxes $3,523,100 $71,900 $3,595,000 $15,621,345 $318,803 $15,940,148 5. Property Tax Rates A. City of Glendale Tax Rate 1. Primary Property Tax Rate $0.3273/$100 2. Secondary Property Tax Rate $1.3927/$100 Total Glendale Tax Rate $1.7200/$100 B. Special Assessment District Tax Rates Secondary Property Tax rates - As of the date the proposed budget was prepared, Glendale was operating no special assessment districts for which secondary property taxes are levied. 6. Truth In Taxation Calculation A. Current Primary Net Assessed Valuation of Property Subject to Taxation in Prior Year B. Current Primary Net Assessed Valuation C. New Property Subject to Taxation D. Change in Primary Net Assessed Valuation Due to New Property E. Maxmimum Truth in Taxation Tax Levy F. Amount Over/(Under) Truth in Taxation Tax Levy $0.3064/$100 $1.4136/$100 $1.7200/$100 $1,173,272,020 $1,200,935,992 $27,663,972 2.4% $3,680,000 $0 * Includes actual property taxes collected as of the date the proposed budget was prepared plus estimated property tax collections for the remainder of the year. 495 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 1 0 0 0 1 0.5 1 3.5 1 0 0 0 1 0.5 1 3.5 0 0 1 1 1 0 0.5 3.5 0 0 1 1 1 0 0.5 3.5 0 1 1 0 1 0 1 4 0 1 1 0 1 0 1 4 0 1 1 0 1 0 1 4 3.5 3.5 3.5 3.5 4 4 4 0001 0001 0001 3 1 1 5 3 1 1 5 4 1 2 7 4 1 2 7 4 1 2 7 4 1 2 7 4 1 2 7 0001 1 1 1 1 1 1 1 0001 0001 1 0 1 1 0 1 1 0 1 1 0 1 0 1 1 0 1 1 0 1 1 1123 Sahuaro District Council Member 0001 1 1 1 1 1 1 1 1124 Cactus District Council Member 0001 1 1 1 1 1 1 1 1125 Yucca District Council Member 0001 1 1 1 1 1 1 1 1126 Ocotillo District Council Member 0001 1 1 1 1 1 1 1 11 11 13 13 13 13 13 1 1 0 0 1 3 1 1 0 0 1 3 1 1 0 1 0 3 1 1 0 1 0 3 1 0 1 1 0 3 1 1 1 0 1 4 1 1 1 0 1 4 Mayor - 111 1110 Office of the Mayor Admin. Assistant to the Mayor Assistant to the Mayor Executive Assistant Management Assistant, Senior Mayor Secretary Secretary, Senior Program Total: Mayor Total: Council Office - 112 1120 Council Office Council Assistant Council Services Administrator Secretary, Senior Program Total: 1121 Cholla District Council Member 1122 Barrel District Council Member Vice Mayor Program Total: Council Office Total: City Clerk - 121 1210 City Clerk City Clerk Deputy City Clerk Office Assistant Secretary Secretary, Sr. 0001 0001 0001 0001 0001 Program Total: 496 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 City Clerk - 121 1211 Records Management Management Aide Office Assistant Secretary Secretary, Senior 0001 0001 0001 0001 Program Total: 1 0 1 0 2 1 1 1 0 3 1 1 0 1 3 1 1 0 1 3 1 1 0 1 3 0 1 0 1 2 1 1 0 0 2 City Clerk Total: 5 6 6 6 6 6 6 1 1 1 0 1 1 0 0 1 0 0 1 0 0 7 1 1 1 0 1 1 0 0 1 0 0 1 0 0 7 0 1 1 0 0 1 0 1 0 1 0 1 1 0 7 0 1 1 0 0 1 0 1 0 1 0 1 0 0 6 0 1 1 0 0 1 1 1 0 1 0 1 0 0 7 0 1 1 1 0 2 0 1 1 1 0 0 0 0 8 0 1 1 1 0 2 0 1 0 1 0 0 0 1 8 7 7 7 6 7 8 8 Program Total: 1 1 1 0 1 4 1 1 1 0 1 4 1 1 0 1 0 3 1 1 1 1 0 4 1 1 1 1 0 4 1 1 1 1 0 4 1 1 1 1 0 4 City Auditor Total: 4 4 3 4 4 4 4 0 0 0 1 1 0 1 0 3 0 0 0 1 1 0 1 0 3 0 0 0 1 1 0 0 1 3 0 0 0 1 1 0 0 1 3 0 1 0 1 0 0 0 1 3 0 1 0 1 0 1 0 0 3 1 0 1 1 0 1 0 0 4 City Manager - 131 1310 City Manager Admin. Asst to the City Manager Assistant City Manager City Manager Director of City Mgr Relations Director of Council & Management Executive Admin Assistant Management Assistant (fm 2415) Management Assistant II Management Assistant,Senior Management Asst to City Mgr Office Assistant Secretary, Senior Special Asst to the City Manager Special Projects Administrator Program Total: 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 City Manager Total: City Auditor - 132 1620 City Auditor Assistant City Auditor City Auditor Internal Auditor Management Aide Secretary 0001 0001 0001 0001 0001 Intergovt. Programs - 133 1810 Intergovernmental Programs Intergov Prgm Deputy Director Intergov Programs Coordinator Intergov Programs Deputy Dir Intergovernmental Programs Dir Intergovernmental Rltns Asst Management Aide Secretary Secretary, Senior Program Total: 0001 0001 0001 0001 0001 0001 0001 0001 497 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 3 3 3 3 3 3 4 0050 0050 0050 0050 0050 0050 0050 0050 1 0 0 1 1 0 0 1 4 1 0 0 1 1 0 0 1 4 0 2 1 0 1 0 0 0 4 0 2 1 0 1 0 1 0 5 0 2 1 0 1 0 0 0 4 0 2 1 0 1 0 0 0 4 0 2 1 0 0 1 0 0 4 0083 0083 0 1 1 0 1 1 0 1 1 0 1 1 0 1 1 1 0 1 1 1 2 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 5 1 0 1 0 1 1 0 0 1 10 5 1 0 1 0 1 1 0 0 1 10 5 1 0 2 0 1 1 0 0 1 11 5 0 0 2 0 1 1 1 0 0 10 5 0 0 2 0 1 1 1 1 0 11 5 0 0 2 0 1 1 1 1 0 11 5 0 0 2 0 1 1 1 1 0 11 15 15 16 16 16 16 17 Intergovt. Programs - 133 Intergovt. Programs Total: Env. Resources - 135 1330 Environmental Resources Environmental Compliance Coord. Environmental Program Manager Environmental Res Director Environmental Resources Admin. Secretary Secretary, Sr Water Quality Program Coordinator Water Resources Analyst Program Total: 6411 Water Conservation Environmental Program Manager Water Conservation Coordinator Program Total: 6429 Water Quality Chemist Chemist, Senior Inorganic Chemist Laboratory Technician Organic Chemist Public Service Representative Water Quality Data Coordinator Water Quality Lab Manager Water Quality Program Coordina Water Quality Supervisor Program Total: Env. Resources Total: 498 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title City Court - 141 1410 City Court Accountant 1 Assistant City Judge City Judge Collections Representative Court Administrator Court Clerk I Court Clerk II Court Clerk III Court Hearing Officer Court Interpreter Court Supervisor Court Tech. Services Supervisor Courts Accounting Supervisor Judicial Assistant Judicial Enforcement Supervisor Management Assistant Office Manager Police Officer Presiding City Judge Program Total: 1411 Court Security & Improvements Police Officer 1412 Court Time Payments Court Clerk I Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 2 1 0 1 0 19 0 0 0 0 1 0 0 1 1 1 2 0 29 0 2 1 0 1 0 19 0 0 0 0 1 0 0 1 1 1 2 0 29 0 2 1 0 1 0 21 0 0 0 0 1 0 0 1 1 1 2 0 31 0 2 1 1 1 0 19 3 0 2 3 1 1 0 1 1 1 2 0 39 1 0 2 1 1 4 17 3 1 2 3 0 1 1 0 0 0 2 1 40 1 0 2 1 1 4 20 3 1 2 3 0 1 1 0 0 0 2 1 43 1 0 2 1 1 4 20 3 1 2 3 0 1 1 0 0 0 2 1 43 0072 0 0 0 1 1 1 1 0072 0 0 0 0 2 2 2 29 29 31 40 43 46 46 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 1 4 0 1 1 2 1 1 2 1 2 16 1 4 0 1 1 2 1 1 2 1 2 16 2 4 0 1 1 2 1 1 3 1 3 19 2 4 0 1 1 2 1 0 3 1 3 18 2 4 0 1 1 2 1 0 3 1 3 18 3 5 0 1 1 2 1 0 2 2 4 21 3 4 1 1 1 2 1 0 2 2 4 21 0050 0050 1 1 2 1 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 18 18 19 18 18 21 21 City Court Total: City Attorney - 151 1510 City Attorney Assistant City Attorney Assistant City Prosecutor Assistant City Prosecutor, Sr. City Attorney City Prosecutor Deputy City Attorney Executive Legal Assistant Juvenile/Adult Diversion Coord Legal Assistant Secretary Secretary, Senior Program Total: 1512 City Attorney-Utilities Assistant City Attorney Legal Assistant Program Total: City Attorney Total: 499 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Marketing and Comm. - 154 1710 Marketing Communications & Marketing Mgr Communications Director Electronic Information Specialist Graphics Designer Graphics Manager Graphics Supervisor Management Aide Marketing & Comm Administrator Marketing & Comm Coordinator Marketing & Comm Mgr, Senior Marketing & Communications Mgr Marketing Director Secretary Secretary, Senior Program Total: 1714 Tourism Communications Assistant Dir Management Assistant Office Assistant Tourism Assistant Tourism Manager Program Total: 4244 City-Wide Special Events Management Aide Management Assistant Secretary, Senior Special Events Coordinator Special Events Manager Program Total: 4520 Cable Communications Audio/Video Production Specialist Cable Manager Television Producer/Host Television Production Manager Video Playback Operator Video Production Coordinator Writer/Producer Program Total: Marketing and Comm.Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 2 0 1 1 0 1 0 0 0 0 0 1 1 0 7 2 0 1 2 0 1 0 0 1 0 0 1 1 0 9 2 0 1 2 0 1 1 0 1 0 0 1 0 0 9 1 0 0 2 0 1 1 1 1 0 0 1 0 1 9 1 1 0 2 1 0 1 1 1 0 0 0 0 1 9 1 1 0 2 1 0 1 1 1 0 0 0 0 1 9 1 1 2 3 0 0 0 1 1 1 1 0 0 1 12 0001 0001 0001 0001 0001 0 0 0 0 1 1 0 0 1 0 1 2 0 0 1 0 1 2 0 0 1 0 1 2 0 0 1 0 1 2 1 0 1 0 0 2 1 1 0 1 0 3 0001 0001 0001 0001 0001 1 0 0 1 0 2 3 0 1 1 0 5 0 0 1 3 1 5 0 0 0 3 1 4 0 0 0 3 1 4 0 1 0 3 1 5 0 0 0 3 0 3 0001 0001 0001 0001 0001 0001 0001 3 1 0 0 1 0 0 5 3 0 0 1 1 0 1 6 0 0 0 1 1 3 1 6 0 1 0 0 1 3 1 6 0 1 0 0 1 3 1 6 0 0 0 1 1 3 1 6 0 0 1 1 1 3 1 7 15 22 22 21 21 22 25 500 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Comm. Action Program - 171 7116 Community Action Program Community Action Program Admin Community Eligibility Rep Community Eligibility Specist Customer Assistance Rep Management Aide Office Assistant Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0046 0046 0046 0046 0046 0046 1 2 0 0 1 1 5 1 2 0 0 1 1 5 1 2 0 0 1 1 5 1 2.5 0 1 1 1 6.5 1 2.5 0 1 1 1 6.5 1 2.5 0 1 1 1 6.5 1 1.5 2 1 1 0.5 7 5 5 5 6.5 6.5 6.5 7 0001 0001 0001 0001 0001 0001 0001 1 1 0 0 1 1 0 4 1 1 0 1 1 0 0 4 1 1 0 1 1 0 0 4 1 1 0 1 1 0 0 4 1 1 0 1 1 0 0 4 1 0 1 1 1 0 0 4 1 0 1 1 1 0 1 5 0001 0001 0001 0001 0001 0001 0001 0001 1 0 1 0 0 0 0.5 1 3.5 0 0 1.5 0 1 0 0 1 3.5 0 0 1.5 0 1 0 0 1 3.5 0 0 1.5 0 1 1 0 1 4.5 0 0 1.5 0 1 1 0 1 4.5 0 0 1.5 1 0 1 0 1 4.5 0 0 1.5 1 0 1 0 0 3.5 0001 0001 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Comm. Action ProgramTotal: Human Resources - 191 1430 Risk Management/Safety Employee Safety Coordinator Management Aide Risk and Safety Coordinator Risk and Safety Program Mgr Risk Management Claims Analyst Risk Manager Worker's Comp. Claims Analyst Program Total: 1431 Employee Benefits Employee Benefits Analyst, Senior Employee Benefits Manager Employee Benefits Rep Human Resources Analyst, Sr Human Resources Manager Occupational Health Nurse Office Assistant Worker's Comp. Claims Analyst Program Total: 1432 Employee Relations Claims Analyst Employee Safety Manager Program Total: 501 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Human Resources - 191 1910 Human Resources Admin. Customer Assistance Rep HR Assistant Director HRIS Analyst Human Resources Analyst Human Resources Analyst, Senior Human Resources Director Human Resources Program Coord Human Resources Program Mgr Human Resources Specialist Management Aide Management Assistant Management Assistant,Senior Secretary Secretary, Senior Program Total: 1915 Employment and Staffing Customer Assistance Rep HR Assistant Director HR Program Manager Human Resources Analyst Human Resources Analyst, Sr Human Resources Deputy Director Human Resources Manager Human Resources Specialist Human Resources Technician Management Assistant,Sr Secretary Program Total: 1920 Employee Relations Employee Development Coord Human Resources Analyst Human Resources Analyst, Sr. Human Resources Manager Human Resources Program Mgr Human Resources Specialist Management Assistant, Senior Secretary Secretary, Senior Program Total: 1925 Compensation HR Comp & Benifits Mgr HRMS Analyst Human Resources Analyst Human Resources Analyst, Sr Human Resources Manager Human Resources Technician Human Resources Technician, Sr Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0.4 0 0 0 1 1 0 0 0 0 0 0 0 1 3.4 0.5 0 0 0 1 1 0 0 0 0 0 0 0 1 3.5 1 0 1 0 0 1 0 0 0 0 0 1 0 1 5 0 0 0.25 0 0 1 0 0 0 0 0 1 0 1 3.25 0 0 0.25 0 0 1 1 0 0 1 0 1 0 0 4.25 1 0 0 0 0 1 1 1 0 0 1 0 0 0 5 0.5 1 0 0 0 1 1 1 0 0 1 0 0 0 5.5 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 0 0 4 1 0 0 0 0 0 0.6 5.6 0 0 0 3 0 0 1 0 0 0 1 5 0 0 0 2 1 0 1 0 1 0 0 5 2 0 0 2 1 1 0 0 1 0 0 7 1 1 0 2 1 0 0 0 1 0 0 6 0 1 1 2 0 0 0 0 1 0 0 5 0 0 1 1 0 0 0 1 1 1 0 5 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 1 1 0 0 1 1 0 1 5 0 1 1 2 0 0 1 0 1 6 0 0 2 1 0 0 0 0 0 3 1 1 1 1 0 0 0 0 0 4 1 1 1 1 0 0 0 0 0 4 0 1 1 0 1 0 0 0 0 3 0 0 1 0 1 0 0 1 0 3 0001 0001 0001 0001 0001 0001 0001 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 1 1 0 3 0 0.75 1 0 1 1 0 3.75 0 0.75 1 0 1 1 0 3.75 1 1 0 1 0 1 0 4 1 1 0 1 0 0 1 4 502 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Human Resources - 191 1930 Organizational Development Employee Development Coord Human Resources Analyst Human Resources Program Mgr Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0 0 0 0 0 0 0 0 1 0 0 1 0 0 0 0 0 0 0 0 0 0 1 1 0 1 1 2 21.5 22 24.5 26.5 26.5 26.5 28 1 0 0 0 1 1 1 4 1 0 0 0 1 1 1 4 1 0 1 1 1 0 0 4 1 0 1 1 1 0 0 4 1 0 1 1 1 0 0 4 1 0 0 0 0 0 0 1 1 1 0 0 1 0 0 3 4 4 4 4 4 1 3 0001 0001 0001 0001 0001 0001 0001 0001 1 0 1 0 0 1 2 0 5 1 0 1 0 0.5 1 2.5 0 6 1 0 1 0 0.5 1 2.5 0 6 1 0 1 0 0.5 1 2.5 0 6 1 0 1 0 0.5 1 2.5 0 6 1 0 1 0 0.5 1 1.5 1 6 0 2 1 1 0.5 0 1.5 1 7 0001 0001 0001 0001 0001 0001 0001 3 1 4 3 2 0 2 15 4 1 4 3 2 0 2 16 4 1 4 4 2 0 2 17 4 1 4 4 2 0 2 17 4 1 4 4 2 0 2 17 4 1 4 4 2 0 2 17 4 0 4 5 2 1 2 18 0091 0096 0 0 0 0 0 0 0 0 0 1 0 1 0 1 1 0 1 1 0 0 0 Human Resources Total: Special Projects Adm - 220 2205 Spec. Projects Admin Deputy City Manager Emerg Mgmt/Homeland Sec Admin Executive Admin Assistant II Executive Assistant Management Assistant,Senior Office Support Supervisor Secretary, Senior Program Total: 0001 0001 0001 0001 0001 0001 0001 Special Projects Adm Total: Finance - 221 2210 Finance Administration Controller/Asst Finance Dir Deputy Finance Director Finance Director/CFO Financial Admin Coordinator Office Assistant Office Support Supervisor Secretary Secretary, Sr. Program Total: 2220 Accounting Services Account Specialist Account Specialist, Senior Accountant 1 Accountant 2 Accounting Manager Payroll & Accts Payable Supvr Payroll Specialist Program Total: 2225 Arena - Finance Accountant 2 Accountant 2 Program Total: 503 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Finance - 221 2230 License/Collection Account Specialist Billing & Compliance Specialist Billing/Compliance Spec, Sr. Collections Representative License & Compliance Specialis Office Support Supervisor Revenue Administrator Secretary Tax and License Manager Tax and License Supervisor Tax Auditor Program Total: 2235 Regulatory & Communication Billing & Compliance Specialist Regulatory Licensing Analyst Regulatory/Communications Mgr. Program Total: 2240 Customer Service Office Account Specialist Account Specialist II Account Specialist, Senior Billing and Compliance Spec. Billing Supervisor Business Equipment Technician Cashier Collections Representative Customer Assistance Rep., Sr. Customer Relations Supervisor Duplicating Coordinator License & Compliance Specialis Office Assistant Revenue Recovery Supervisor Program Total: 2330 Duplicating/Mail Business Equipment Technician Duplicating Coordinator Program Total: 2332 Print Shop Business Equipment Technician Finance Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0.5 1 2 1 0 1 1 1 0 1 3 11.5 0.5 1 2 1 0 1 1 1 1 0 3 11.5 0.5 1 2 1 0 1 1 1 1 0 3 11.5 0.5 0 2 1 1 1 1 1 1 0 3 11.5 0.5 0 2 1 1 1 1 1 1 0 3 11.5 0.5 0 2 1 1 1 1 1 1 0 3 11.5 0.5 0 2 1 1 1 1 1 1 0 3 11.5 0001 0001 0001 1 0 1 2 0 1 1 2 0 1 1 2 0 1 1 2 0 1 1 2 0 1 0 1 0 1 0 1 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 3 2 3 5 1 2 6 3 2 1 0 0 1 1 30 3 2 3 5.5 1 2 6 3 2 1 0 0 1 1 30.5 3 2 3 5.5 1 2 6 3 2 1 1 0 1 1 31.5 3 2 3 0.5 1 2 6 3 2 1 1 5 1 1 31.5 3 2 3 0.5 1 2 6 3 2 1 1 5 1 1 31.5 3 2 3 1.5 1 2 6 4 2 1 1 5 1 1 33.5 2 3 4 3 1 2 6 3 2.5 1 1 4 1 1 34.5 0016 0016 1 1 2 1 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0016 1 0 0 0 0 0 0 66.5 68 68 69 69 70 72 504 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Info. Technology - 231 2310 Information Technology Account Specialist App Analyst, Web Programmer Sr App Analyst, Web Progrm Intrmd Associate Systems Analyst Chief Information Technology O Communication Network Manager Computer Operations Supv. Computer Operator 1 Database Administrator Electronic Information Spclst Help Desk Manager Help Desk Support Spec Interme HRIS Analyst Information Systems Manager IT Mgr Applications IT Mgr Finance & HRMS IT Mgr PC Support IT Project Manager IT Tech Mgr Computer Opertions Network Engineer PC Support Specialist 1 PC Support Specialist II PC Support Supervisor PeopleSoft Administrator Secretary Sr. Network Engineer Systems Admin, Intermediate Systems Administrator, Assoc Systems Analyst Systems Analyst, Senior Voice Communications Admin Voice Communications Coordinator Program Total: 2325 Telephones Voice Communications Administr Info. Technology Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 0 0 0 1 1 1 3 1 0 0 0 1.5 1 0 0 0 0 0 2 1 4 1 1 1 0 0 0 4 1 0 1 25.5 0 0 0 0 1 1 1 3 1 0 0 0 1.5 1 0 0 0 0 0 2 1 4 1 0 1 0 0 0 5 1 0 1 25.5 0 0 0 0 1 1 0 3 2 0 0 0 0 1 0 0 0 0 0 3 2 3 1 0 1 0 0 0 6 1 0 1 26 0 0 0 0 1 0 0 1 2 1 1 0 0 1 0 0 0 0 0 3 2 3 0 0 1 1 0 0 7 1 0 1 26 1 0 0 0 1 0 0 0 1 1 0 0 0 0 1 1 1 0 1 1 0 4 0 0 0 1 2 1 7 1 0 1 26 1 1 0 1 1 0 0 0 1 1 0 3 0 0 1 1 1 1 1 1 0 0 0 0 0 1 2 1 6 0 1 0 26 1 1 1 0 1 0 0 0 1 0 0 3 0 0 1 1 1 1 1 1 0 0 0 0 0 1 2 2 6 0 1 0 26 0027 1 1 1 1 1 1 1 26.5 26.5 27 27 27 27 27 505 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Management & Budget - 241 2410 Budget & Research Budget Analyst, Sr. Budget and Rate Manager Budget Assistant Director Budget Coordinator Management & Budget Analyst Management and Budget Director Management Assistant Secretary Secretary, Senior Program Total: 2415 Grants Administration Grants Administrator Management Assistant Secretary Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 0 0 0 2 1 0.65 0 1 4.65 0 1 0 0 2 1 0.65 0 1 5.65 0 1 0 0 2 1 0.65 0.5 1 6.15 0 1 0 0 2 1 0.65 0.5 1 6.15 0 1 0 0 2 1 0.65 0.5 1 6.15 0 1 0 1 3 1 0.15 0 0 6.15 2 0 1 1 1 1 0 0 0 6 0001 0001 0001 1 0 0 1 1 1 0 2 1 1 0 2 1 1 0 2 1 0 0 1 1 0 0 1 1 0 0.5 1.5 5.65 7.65 8.15 8.15 7.15 7.15 7.5 0001 0001 0001 0001 0001 0001 2 2 0 0 1 0.5 5.5 2 2 0 0 1 0.5 5.5 1 3 0 0 1 0 5 1 3 0 0 1 0 5 1 3 0 0 1 0 5 0 0 3 1 1 0 5 0 0 3 1 1 0 5 0001 0001 0001 0001 0001 0 0 1 1 4 6 1 0 1 0 4 6 1 0 1 0.75 4 6.75 1 0 1 0.75 4 6.75 1 0 1 0.75 4 6.75 1 4 1 0.75 0 6.75 1 3 1 0.75 0 5.75 11.5 11.5 11.75 11.75 11.75 11.75 10.75 1 1 1 3 1 1 1 3 1 2 0 3 1 2 0 3 1 2 0 3 1 2 0 3 1 2 0 3 Management & Budget Total: Purchasing/Warehouse - 260 2420 Purchasing Buyer 1 Buyer 2 Contract Analyst Contract Specialist Materials Manager Secretary Program Total: 2421 Warehouse Materials Control Assistant Materials Control Specialist Materials Control Supervisor Secretary Storekeeper Program Total: Purchasing/Warehouse Total: Police Department - 312 3120 Police Legal Services Deputy City Attorney Police Officer Police Sergeant 0001 0001 0001 Program Total: 506 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 3210 Police Administration Assistant Police Chief Assistant Police Director Management Aide Management Assistant Office Support Supervisor Police Captain Police Chief Police Crim/Statistical Analys Police Crime Prevention Spcist Police Lieutenant Police Officer Police Sergeant Secretary Victim Assistance Caseworker Program Total: 3220 Central Patrol Bureau Office Support Supervisor Police Aide Police Captain Police Communications Spec. Police Crime Prevention Specialist Police Lieutenant Police Officer Police Officer (Assignment) Police Records Technician Police Sergeant Police Traffic Investigator Secretary Program Total: 3221 Patrol - Special Revenue Fund Police Communication Sp. Police Detention Officer Police Officer Program Total: 3225 Western Area Safety Building Police Captain Police Communications Specialist Police Crime Prevention Specialist Police Crime/Statistical Analyst Police Lieutenant Police Officer Police Records Technician Police Sergeant Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 1 0 0 1 1 0 1 0 0 1 0 0 1 0 6 1 0 0 1 1 0 1 0 0 1 0 1 1 0 7 1 0 0 1 1 0 1 0 0 1 0 2 1 1 9 1 0 0 1 1 0 1 0 0 1 0 2 1 1 9 1 0 0 1 1 1 1 3 0 2 0 5 1 1 17 1 0 1 1 0 1 1 0 0 0 1 4 1 1 12 0 1 1 1 0 1 1 0 1 0 2 4 1 1 14 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 1 0 1 0.5 0 4 65 5 0 14 2 0 92.5 1 0 1 0.5 3 3 82 6 0 15 2 0 113.5 1 0 1 0.5 3 3 98 5 0 16 2 1 130.5 1 0 1 0 3 3 75 5 0 12 0 0 100 1 0 1 0 4 4 117 5 0.75 17 0 1 150.75 1 1 3 0 5 4 122 2 0 18 0 1 157 1 1 3 0 3 4 122 2 0 18 0 1 155 0002 0002 0002 4 4 23 31 4 6 23 33 4 6 23 33 4 6 23 33 4 6 23 33 4 6 23 33 4 6 23 33 0001 0001 0001 0001 0001 0001 0001 0001 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 1 0 24 3 0 32 1 2 2 1 3 45 2.25 8 64.25 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 0 507 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 3230 Crime Investigations Assistant Police Chief Office Support Supervisor Police Captain Police Crim/Statistical Analys Police Identificaiton Tech Police Lieutenant Police Officer Police Officer (Assignment) Police Polygraph Examiner Police Records Technician Police Sergeant Police Tec Svc Bur Administrat Secretary Secretary, Sr Victim Assistance Caseworker Victim Assistance Supervisor Program Total: 3236 Police Personnel Management Police Captain Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Security Officer Security Services Coordinator Program Total: 3240 Foothills Patrol Bureau Office Support Supervisor Police Captain Police Crime Prevention Specia Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Secretary Service Worker 1 Program Total: 3245 Arena - Police Event Staffing Public Safety Arena Scheduler Police Sergeant Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 1 1 2 0 3 44 8 1 3.5 6 0 1 0 2 1 73.5 0 1 1 0 0 3 33 6 1 0 4 0 0 0 2 1 52 0 1 1 0 0 3 29 5 1 0 4 0 0 0 1 1 46 1 1 0 0 0 1 29 4 0 0 4 0 0 0 1 1 42 0 1 0 0 4 2 41 5 0 0 6 1 0 0 2 1 63 0 0 0 3 4 2 44 4 0 0 6 1 0 1 2 1 68 1 0 0 3 4 2 45 2 0 0 6 1 0 1 2 1 68 0001 0001 0001 0001 0001 0001 0001 0 0 2 1 1 0 0 4 0 0 2 1 1 0 0 4 0 0 2 1 1 0 0 4 0 0 2 1 1 0 0 4 0 0 2 1 1 0 0 4 1 2 4 1 2 4 1 15 0 2 3 1 2 4 1 13 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 1 0 2 63 2 10 0.5 1 79.5 0 1 2 3 77 1 11 1.5 1 97.5 0 1 2 3 66 2 13 0.5 0 87.5 0 1 2 3 67 1 11 1 0 86 0 0 3 4 74 0 13 1 0 95 0 0 2 4 89 0 13 1 0 109 0 1 3 4 88 0 13 1 0 110 0001 0018 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 1 1 0 1 508 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 0 1 1 0 25.5 4 9 5 0 6 4 1 1 19 0 1 0 3 10.5 2 1 0 2 5 1 0 1 2.5 0 1 106.5 1 0 1 1 0 25.5 4 9 0 2 6 4 1 1 19 0 1 0 3 14 2 1 0 2 5 1 0 1 2.5 0 1 108 1 0 1 1 0 25.5 4 9 0 2 6 4 1 1 17 0 1 0 3 14 2 1 0 2 5 1 0 1 2.5 1 1 107 1 0 1 1 0 26 4 9 0 2 6 4 1 1 18 0 1 1 3 14.25 2 1 0 2 5 1 0 1 3.5 1 1 110.75 1 1 1 1 1 28 4 9 0 0 6 0 1 0 16 0 1 1 3 15.75 2 0 0 2 5 0 0 1 2.5 0 1 103.25 1 1 1 0 0 31 4 9 0 0 9 0 1 0 15 0 1 1 3 16.5 1 0 0 2 5 0 0 1 2.5 0 1 106 1 1 1 0 0 32 4 9 0 0 9 0 1 0 14 0 1 1 3 16.5 1 0 2 2 3 0 0 1 2.5 0 1 106 0047 0 1 1 1 1 0 0 7077 State RICO Secretary 0048 0 0.5 0.5 0.5 0.5 0.5 0.5 7084 VOCA-DPS #00-912 Victim Assistance Caseworker 0047 0 1 1 1 1 0 0 7628 VOCA Grant Victim Assistance Caseworker 0047 1 1 1 1 1 0 0 7652 VOCA 2002-301 Victim Assistance Caseworker 0047 0 0 0 0 0 2 1 Police Department - 312 3250 Police Support Services Customer Assistance Rep Management Assistant PC Support Specialist II Police Aide Police Captain Police Communications Specialist Police Communications Sup Police Community Svcs Officer Police Crime Prevention Specialist Police Crime/Statistical Analyst Police Detention Officer Police ID Technician Police Identification Supervis Police Lieutenant Police Officer Police Officer (Assignment) Police Operations Manager Police Polygraph Examiner Police Property/Evidence Cust. Police Records Technician Police Sergeant Police Tech Srvcs Bureau Admin. Police Tech Support Serv Supv Police Technical Services Mgr Police Technical Services Sup. Police Traffic Investigator Police Traffic Supervisor Property Room Supervisor Secretary Service Worker 1 Service Worker 3 Program Total: 7039 Victims Rights Grant Victim Assistance Caseworker 509 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 Police Department - 312 7653 VOCA 2003-373 Victim Assistance Caseworker 0047 0 0 0 0 0 1 2 397 421.5 455.5 455.5 473.5 507.5 506.5 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 1 0 1 0 0 1 1 0 1 0 5 1 0 1 0 0 1 1 0 1 0 5 1 0 1 0 0 1 1 0 1 0 5 1 2 1 0 0 1 1 0 1 0 7 1 2 1 1 0 1 1 0 1 0 8 2 2 1 1 1 1 1 1 0 1 11 0 1 1 0 0 1 1 0 0.5 0 4.5 0001 0 0 0 0 0 0 1 0001 0001 0001 0001 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 4 0001 0001 0001 0001 0001 0001 0001 1 32 33 60 0 0 0 126 1 33 33 59 0 0 0 126 4 36 34 73 0 0 1 148 5 35 36 72 0 0 0 148 4 38 39 64 0 0.5 0 145.5 3 41 41 77 1 0.5 0 163.5 3 43 36 95 0 0 0 177 0004 0004 0 18 18 0 18 18 0 18 18 0 18 18 0 18 18 1 17 18 1 17 18 Police Department Total: Fire Department - 331 3310 Fire Administration Assistant Fire Chief Fire Battalion Chief Fire Chief Fire Marshal Fire Volunteer Coordinator Management Aide Management Assistant Management Assistant, Sr Secretary Secretary, Sr. Program Total: 3315 Fire Financial Resources Management Assistant 3319 Fire Life Safety Services Adm. Assistant Fire Chief Fire Battalion Chief Fire Volunteer Coordinator Secretary Program Total: 3320 Fire Emergency Services Fire Battalion Chief Fire Captain Fire Engineer Fire Fighter Public Safety Info Supervisor Secretary Service Worker 1 Program Total: 3321 Fire - Special Revenue Fund Fire Engineer Fire Fighter (52 Hours) Program Total: 510 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 1 1 1 0 1 0 1 5 1 1 1 0 1 0 1 5 1 1 1 0 1 0 1 5 1 0 0 1 3 0 0 5 0 1 0 1 2 1 0 5 0 1 0 1 1 1 0 4 0 1 0 0 1 1 0 3 0001 0 0 0 0 0 0 1 3334 Fire Essential Services Fire Battalion Chief (40 Hrs) 0001 0 0 0 0 0 0 1 3336 Fire Office Systems Fire Captain (40 Hours) 0001 0 0 0 0 0 0 1 3338 Fire Information/Technology Management Aide 0001 0 0 0 0 0 0 1 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 0 4 0 0 1 0 0 0.5 1 1 0 7.5 0 0 4 0 0 1 0 0 0.5 1 1 0 7.5 0 0 4 0 0 1 0 0 0.5 1 1 0 7.5 0 0 4 0 1 1 0 0 0 1 1 0.5 8.5 1 0 0 4 0 0 0 0 0 1 1 0.5 7.5 1 0 0 4 0 0 1 0 0 1 1 0.5 8.5 1 1 0 4 0 0 1 1 0 0 1 0 9 0001 0 0 0 0 0 0 1 0091 0096 0 0 0 0 0 0 0 0 0 2 0 2 0 2 2 0 0 0 0 0 0 0092 0 0 0 0 2 2 2 Fire Department - 331 3330 Fire Support Services Assistant Fire Chief Fire Battalion Chief Fire Captain Secretary Service Worker 1 Service Worker 2 Support Service Supervisor Program Total: 3331 Fire Logistical Services Adm. Assistant Fire Chief 3340 Fire Marshal's Office Fire Battalion Chief (40 Hrs) Fire Captain Fire Inspector Fire Inspector II Fire Inspector/Educator Fire Marshal Fire Protection Engineer (40 Hrs) Management Aide Office Assistant Office Support Supervisor Plans Examiner Secretary Program Total: 3341 Fire Marshal - Code Developmnt Fire Marshal 3345 Arena - Fire Marshal's Office Fire Inspector Fire Inspector I Program Total: 3346 Stadium -Fire Marshal's Office Fire Inspector I 511 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 Fire Department - 331 3347 Westgate-Fire Marshal's Office Fire Inspector I 0001 0 0 0 0 0 2 1 0001 0001 0001 2 0 0 2 2 0 0 2 2 0 0.5 2.5 1 0 0.5 1.5 1 0 0 1 2 0 0 2 1 1 0 2 0001 0001 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 2 0001 0 0 0 0 0 1 1 3350 Fire Medical Services & Health Fire Battalion Chief Fire Captain (40 Hrs) Secretary Program Total: 3351 Ambulance Services Paramedic Coordinator Secretary Program Total: 3355 Arena - Fire Event Staffing Secretary 3360 Fire Community Relations Fire Captain Fire Community Relations Specialist Public Safety INFO Supervisor Program Total: 3362 Fire Community Services Fire Community Servs Admin 0001 0001 0001 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 0 1 1 0 0 0 0 1 0 0 1 0001 0 0 0 0 0 0 1 3364 Fire Assessment & Planning Management Assistant,Senior 0001 0 0 0 0 0 0 1 0001 0001 3 0 3 3 0 3 3 0 3 1 1 2 1 1 2 0 1 1 1 1 2 0001 0001 0001 0001 0001 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 1 1 1 0 0 1 3 1 1 0 0 0 2 0 1 1 1 0 3 0047 0 0 0 1 1 1 0 167.5 167.5 190 195 196 216 237.5 0 0 0 1 0 1 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 3370 Fire Training Fire Battalion Chief (52 Hrs) Fire Captain (52 Hours) Program Total: 3380 Fire Special Operations Emergency Services Coordinator Fire Battalion Chief Fire Captain (52 Hrs) Human Resouces Analyst, Sr Management Assistant Program Total: 7899 Metro Med Response Sys (MMRS) Fire Captain (52 Hours) Fire Department Total: Comm Info & Svcs Adm - 411 4110 Comm Info & Services Admin Deputy City Manager Management Assistant,Senior Program Total: 0001 0001 512 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0 1 2 2 2 2 2 0001 0001 0001 0001 0 0 0 1 1 0 0 0 1 1 0 1 1 1 3 0 1 1 1 3 0 1 1 1 3 1 0 1 1 3 1 0 1 1 3 0001 0001 0001 0001 0 0 0 0 0 1 0 1 1 3 1 0 1 1 3 1 0 1 1 3 1 0 1 1 3 1 0 1 1 3 0 1 1 1 3 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 1 1 1 1 0 1 1 1 1 2 1 1 1 13 1 1 1 1 0 0 0 0 0 2 1 0 0 7 1 1 1 1 0 0 0 0 0 2 1 0 0 7 1 1 0 1 0 0 0 0 0 2 1 0 0 6 1 0 0 1 0 0 0 0 0 3 1 0 0 6 1 0 0 0 1 0 0 0 0 3 1 0 0 6 1 0 0 0 1 0 0 0 0 3 1 0 0 6 0001 0001 0001 0001 0001 0.65 2 1 0 0 3.65 0.65 1 1 0 0 2.65 0.65 2 1 1 1 5.65 0.65 2 1 1 1 5.65 0.65 2 1 1 1 5.65 0 2 1 2 1 6 0 2 1 2 1 6 0001 0001 0001 0001 0001 0001 0001 0 0 3 0.5 0.75 0 1 5.25 0 0 2 0 6 0 1 9 0 0 2 0 0 6 1 9 0 0 2 0 0 6 1 9 0 0 2 0 0 6 1 9 0 1 1 0 0 8 1 11 1 0 1 0 0 8 1 11 Comm Info & Svcs Adm - 411 Comm Info & Svcs AdmTotal: Parks & Recreation - 421 4210 Parks & Recreation Admin. Management Assistant, Sr. Museum Administrator Museum Education Curator Parks and Recreation Director Program Total: 4239 Glendale Community Center Rec Center/Program Supervisor Rec Coordinator, Sr. Recreation Coordinator Recreation Programmer Program Total: 4240 Recreation Support Services Accountant 1 Customer Assistance Representative Graphics Designer Office Manager Office Support Supervisor Park Ranger Park Ranger Supervisor Parks & Recreation Superintendent Recreation Manager Secretary Secretary, Senior Service Worker 2 Support Service Supervisor Program Total: 4241 Adult Center Office Assistant Recreation Coordinator Recreation Supervisor Secretary Service Worker 1 Program Total: 4242 Central District Recreation Rec Coordinator, Sr. Recreation Center/Program Sup Recreation Coordinator Recreation Leader 1 Recreation Leader 3 Recreation Programmer Recreation Supervisor Program Total: 513 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0 0 0 0 0 0 0 0 2 0.75 0 1 2 5.75 0 2 0 0.75 1 0 3.75 0 2 0 0.75 1 0 3.75 0 2 0 0.75 1 0 3.75 0 2 0 0.75 1 0 3.75 1 1 0 0.75 1 0 3.75 0001 0001 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 0001 1 0 0 0 0 0 0 0001 1 1 1 1 1 1 2 0001 0001 0 0 0 0 0 0 0 0 0 1 0 1 1 0 1 1 0 1 0 1 1 0073 0073 1 0 1 0 0 0 0 0 0 0 1 1 0 0 0 0 0 0 0 0 0 0073 0 0 0 0 1 1 2 4267 Rec Self Sust-North District Recreation Programmer 0073 0 0 0 0 1 3 3 4272 Foothills Rec Recreation Supervisor 0001 0 0 0 0 0 0 1 6220 Pool Maintenance Service Worker 2 Service Worker 3 0001 0001 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 0 3 3 0001 0001 0001 1 2 1 4 1 2 1 4 1 2 1 4 1 2 1 4 1 2 1 4 1 2 1 4 1 1 2 4 Parks & Recreation - 421 4243 North District Recreation Rec Coordinator, Sr. Recreation Coordinator Recreation Leader 3 Recreation Programmer Recreation Supervisor Service Worker 2 Program Total: 4245 Recreation Special Operations Recreation Coordinator Recreation Supervisor Program Total: 4247 Aquatics Recreation Supervisor 4248 Audio/Visual Audio/Video Production Spec. 4250 Marketing - Parks & Rec Graphics Designer Management Assistant Program Total: 4261 Recreation Self-Sustaining Recreation Coordinator Recreation Programmer Program Total: 4266 Rec Self Sust-Central District Recreation Programmer Program Total: 6221 Park Irrigation Crewleader Service Worker 2 Service Worker 3 Program Total: 514 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 6223 Parks Special Operations Crewleader Deputy Director, Parks & Rec Park Ranger Park Ranger Supervisor Parks & Recreation Projects Coord. Parks & Recreation Superintendent Parks Supervisor Service Worker 1 Service Worker 2 Service Worker 3 Support Service Supervisor Program Total: 6226 Parks Central District Crewleader Deputy Director, Parks & Rec Lndscp Gardener/Horticulturist Parks & Rec Projects Coord Parks & Recreation Superintendent Parks Supervisor Playground Equip Serv Worker Service Worker 1 Service Worker 2 Service Worker 3 Program Total: 6227 Parks North District Crewleader Deputy Director, Parks & Rec Heavy Equipment Operator Parks & Recreation Proj Coord Parks & Recreation Superintendent Parks Supervisor Playground Equip Serv Worker Service Worker 1 Service Worker 2 Service Worker 3 Sr Heavy Equip Service Worker Program Total: 6234 Park Rangers Park Ranger Park Ranger Supervisor Program Total: Parks & Recreation Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 0 0 0 2 1 1 0 0 0 0 4 0 0 3 1 0 1 1 0 1 0 1 8 0 0 3 1 0 1 1 0 1 0 1 8 0 0 0 0 0 1 1 0 1 0 1 4 0 1 0 0 0 0 1 0 1 0 1 4 0 1 0 0 0 0 1 0 1 0 1 4 0 1 0 0 0 0 1 0 1 0 1 4 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 2 0 0 0 0 1 0 3 6 2 14 2 0 0 1 1 1 0 3 6 2 16 2 0 1 1 1 1 1 3 4 2 16 2 0 1 1 1 1 1 3 4 2 16 2 1 1 1 0 1 1 3 4 2 16 2 1 1 1 0 1 1 4 4 3 18 2 1 1 1 0 1 1 4 4 3 18 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 1 0 1 0 0 1 0 1 5 1 0 10 1 0 1 1 1 1 0 1 3 1 0 10 1 0 0 1 1 1 0 1 5 1 1 12 1 0 0 1 1 1 0 1 5 1 1 12 1 1 0 1 0 1 0 1 5 1 1 12 1 1 0 1 0 1 1 1 4 1 1 12 1 1 0 1 0 1 1 0 5 1 1 12 0001 0001 0 0 0 0 0 0 0 0 0 3 1 4 3 1 4 3 1 4 3 1 4 63.9 73.4 78.4 79.4 80.4 86.75 89.75 515 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Civic Center - 431 1720 Civic Center Civic Center Manager Civic Center Event Coordinator Civic Center Manager Civic Center Operations Coord Secretary Service Worker 1 Service Worker 3 Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0006 0006 0006 0006 0006 0006 0 0 1 1 1 0 1 4 0 1 1 1 1 0 1 5 0 2 1 0 1 1 1 6 0 2 1 1 1 0 1 6 0 2 1 1 1 0 1 6 0 2 1 1 1 0 1 6 0 2 1 1 1 0 1 6 4 5 6 6 6 6 6 0001 0001 0001 0001 1 0 0 1 2 1 0 0 1 2 1 0 0 1 2 1 0 0 1 2 1 0 0 1 2 0 0 1 1 2 0 1 1 0 2 0001 0001 0001 0001 0001 0001 0001 0018 0018 0018 0 0 0 1 1 0 1 0 0 0 3 0 1 0 1 0 1 1 0 0 0 4 0 1 1 1 0 1 1 0 0 0 5 0 0 1 1 0 1 1 0 0 0 4 0 0 1 1 0 2 0 0 0 0 4 1 0 1 1 0 1 0 0 0 0 4 1 0 0 1 0 1 1 0 0 0 4 0001 0 0 0 1 1 1 1 Civic Center Total: Comm. Partnerships - 441 4410 Neighborhood Revitalization Grants Accountant Revitalization Administrator Revitalization Grants Supervis Revitalization Manager Program Total: 4412 Community Partnerships Community Education Coord Community Volunteer Coordinator Dir of Community Partnerships Management Aide Management Assistant Management Assistant,Senior Neighborhood Partnership Admin. Management Aide Management Assistant Neighborhood Partnership Admin. Program Total: 4414 Community Volunteer Program Community Volunteer Coordinato 516 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Comm. Partnerships - 441 4424 Community Housing & Revit. Account Specialist Accountant 1 Building Maintenance Worker Comm Housing & Revit Director Dir of Community Partnerships Housing Assistance Rep., Senior Housing Assistance Represent. Housing Maintenance Serv. Mngr Housing Modernization Coord Housing Servs Administrator Management Assistant Management Assistant,Sr Secretary Secretary, Senior Service Worker 1 Service Worker 2 Program Total: 7110 CDBG Programs Account Specialist II Management Assistant Revitalization Coordinator Revitalization Supervisor Secretary Secretary, Senior Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0019 0019 0019 0019 0019 0019 0019 0019 0019 0019 0019 0019 0019 0019 0019 0019 1 1 3 1 0 1 7 1 0 1 1 0 2 1 0 1 21 1 1 3 1 0 1 8 1 1 1 1 0 2 1 0 1 23 1 1 3 1 0 1 8 1 1 1 1 0 2 1 0 1 23 1 1 2 1 0 1 8 1 1 1 1 0 2 1 1 1 23 1 1 2 1 0 0 8 1 1 1 1 1 2 1 1 1 23 1 1 3 1 0 0 10 1 1 1 1 1 2 1 1 0 25 1 1 3 0 1 0 10 1 1 1 1 1 2 1 1 0 25 0011 0011 0011 0011 0011 0011 1 0 3 1 1 1 7 1 0 4 1 1 1 8 1 0 4 1 1.75 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 33 37 38.75 38.75 38.75 40.75 40.75 0 0 0 0 0 0 0 1 1 0 1 1 1 0 1 1 0 1 1 0 1 Comm. PartnershipsTotal: Library - 452 4217 Arts Maintenance Dep Dir, Arts/Culture/Museum Manager of Arts and Culture Program Total: 0070 0070 517 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Library - 452 4510 Library Account Specialist Computer Oeprations Supervisor Courier Graphics Designer Librarian Librarian I Librarian II Librarian III Librarian, Senior Library Assistant 1 Library Assistant 2 Library Assistant 3 Library Circulation Clerk Library Director Library Manager Library Operations Supervisor Library Technology Supervisor Management Assistant Office Assistant PC Support Specialist I PC Support Specialist II Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 1 1 1 1 17.25 0 0 0 12 7 5 12.75 12 1 5 4 0 1 0.5 2 1 84.5 1 1 1 1 17.25 0 0 0 12 7.25 5 12.75 11.75 1 5 4 0 1 2.75 0 3 86.75 1 1 1 1 0 17.25 7 6 0 3.5 7 13.75 11.5 1 5 4 0 1 2.75 0 3 86.75 1 1 1 1 0 17.25 7 6 0 2.5 7 14.75 12 1 5 4 0 1 2.25 0 3 86.75 1 1 1 1 1.5 16.75 7 6 0 3 5.75 14.75 11.75 1 5 4 0 1 2.25 0 3 86.75 1 1 1 1 1.5 16.75 7 6 0 3 5.75 14.75 11.76 1 5 4 0 1 2.25 0 3 86.76 1 1 1 1 0 4.5 22.75 6 0 2.5 5 13.75 11.26 1 5 5 1 1 2 0 2 86.76 84.5 86.75 87.75 87.75 87.75 87.76 87.76 1 0 0 0 1 1 0 0 0 1 1 0 0 1 2 1 0 0 1 2 1 0 0 1 2 1 1 1 1 4 1 1 1 1 4 1 1 2 2 2 4 4 Library Total: Community Dev Admin - 511 5111 CD Deputy City Manager Deputy City Manager Executive Admin Assistant II Executive Assistant Management Assistant,Senior Program Total: 0001 0001 0001 0001 Community Dev AdminTotal: 518 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Building Safety - 521 5210 Building Safety Building Inspection Manager Building Inspector, General Building Inspector, Specialist Building Inspector, Sr Building Safety Director Building Safety Manager Management Assistant Plan Review Manager Plans Examiner Plans Examiner, Senior Plans Examiner, Structural Secretary Secretary, Senior Program Total: 5211 Cross Connection Control Building Inspector, General Cross Connection Control Spec. Secretary Program Total: 5215 Arena - Development Services Building Inspector Building Inspector, Specialist Cross Connection Control Specialist Development Plans Technician Plans Examiner Plans Examiner, Structural Building Inspector, General Building Inspector, Specialist Development Plan Technician Plans Examiner Plans Examiner, Structural Program Total: 5216 Stadium - Development Services Building Inspector, General Building Inspector, Senior Building Inspector, Specialist Development Plans Technician Plans Examiner Plans Examiner, Sr Plans Examiner, Structural Secretary Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 1 7 3 1 1 0 0 1 3 1 1 0 0 19 1 7 3 1 1 0 0 1 3 1 1 0 0 19 0 7 3 1 1 0 1 1 3 1 1 0 1 20 0 6 3 2 1 1 1 0 3 1 1 1 1 21 0 6 3 2 1 1 1 0 3 1 1 1 1 21 0 6 4 2 1 1 1 0 3 1 1 1 1 22 0 6 4 2 1 1 1 0 3 1 1 1 1 22 0083 0083 0083 0 1 0.5 1.5 0 1 0.5 1.5 0 1 0.5 1.5 0 1 0.75 1.75 0 1 0.75 1.75 0 1 0.75 1.75 1 1 0.75 2.75 0091 0091 0091 0091 0091 0091 0096 0096 0096 0096 0096 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 1 3 1 1 1 1 0 0 0 0 0 8 0 0 0 0 0 0 2 3 1 1 1 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0092 0092 0092 0092 0092 0092 0092 0092 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 2 0 2 0 0 0 0 0 4 1 1 11 1 1 1 1 1 18 0 0 11 0 0 0 0 0 11 519 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Building Safety - 521 5217 Westgate-Bldg Safety Rvw/Insp. Building Inspector, General Building Inspector, Senior Building Inspector, Specialist Development Plans Technician Plans Examiner Secretary Program Total: 5510 Development Services Center Building Safety Manager Customer Assistance Rep Development Plans Supervisor Development Plans Technician Development Services Rep. Development Services Supervisor Development Svcs Rep, Senior Plan Review Coordinator Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 4 0 1 0 6 2 1 4 1 1 1 10 0001 0001 0001 0001 0001 0001 0001 0001 0 0 0 0 6 0 1 1 8 0 0 1 2 5 1 0 0 9 1 2 1 2 5 0 0 0 11 1 2 1 2 4 0 0 0 10 1 2 1 2 4 0 0 0 10 1 2 1 2 4 0 0 0 10 1 2 1 2 4 0 0 0 10 28.5 29.5 32.5 40.75 44.75 57.75 55.75 0001 0001 0001 0001 0001 0001 0001 1 1 1 1 1 0 0 5 1 0 1 1 0 0 0 3 1 0 0 1 0 2 1 5 1 0 0 1 0 2 1 5 1 0 0 1 0 2 1 5 1 0 0 1 0 2 1 5 1 0 0 1 0 2 1 5 0001 0001 0001 0001 0001 1 1 2 1 0 5 1 1 2 1 0 5 2 0 2 0 0 4 2 0 1 0 1 4 2 0 1 0 1 4 2 0 1 0 1 4 1 1 1 0 1 4 0001 0001 0001 0001 0001 0001 1 2 0 2 0 1 6 1 1 1 2 0 1 6 0 3 0 3 0 1 7 0 3 0 3 0 1 7 0 3 0 3 0 1 7 0 3 0 3 0 1 7 0 3 0 3 1 0 7 Building Safety Total: Planning - 531 5310 Planning Administration Management Assistant Planner Planner, Senior Planning Director Planning Manager Secretary Secretary, Senior Program Total: 5311 Zoning Admin & Tech. Asst. Associate Planner Planner Planner, Senior Planning Manager Zoning Administrator Program Total: 5312 Current Planning Graphics Designer Planner Planner, Associate Planner, Senior Planning Deputy Director Planning Manager Program Total: 520 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Planning - 531 5313 Long-Range Planning & Research Graphics Designer Planner Planner, Senior Planning Deputy Director Planning Manager Planning Technician Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0 0 0 0 0 0 0 0 1 0 0 1 0 2 1 0 1 0 1 0 3 1 0 1 0 1 0 3 1 0 1 0 1 0 3 0 0 1 0 1 1 3 0 0 1 1 0 1 3 16 16 19 19 19 19 19 0001 0001 0001 0001 0001 0001 0001 0001 0 2 0 0 1 0 1 0 4 0 2 0 0 1 0 1 0 4 0 2 0 0 1 0 1 0 4 0 2 0 0 1 1 1 0 5 0 2 0 0 1 1 1 0 5 1 2 0 1 1 0 1 1 7 1 0 2 0 1 0 1 0 5 0001 0001 0 1 1 0 1 1 1 1 2 0 1 1 0 1 1 0 0 0 0 0 0 5 5 6 6 6 7 5 1 0 8 0 1 1 2 13 1 0 8 0 1 1 2 13 1 1 8 0 1 1 2 14 1 2 6 0 2 1 2 14 1 2 6 0 2 1 2 14 1 4 6 1 1 1 2.5 16.5 1 4 8 1 1 1 3.5 19.5 13 13 14 14 14 16.5 19.5 1 1 2 1 1 2 1 0 1 1 0 1 1 0 1 1 0 1 1 0 1 2 2 1 1 1 1 1 Planning Total: Economic Development - 540 5409 Economic Development Asst Econ Dev Director Business Development Manager Economic Development Admin Economic Development Analyst Economic Development Director Management Aide Management Assistant Planning Manager Program Total: 5410 Redevelopment Economic Devpt Research Asst. Redevelopment Manager Program Total: Economic DevelopmentTotal: Code Compliance - 550 4411 Code Compliance Code Compliance Administrator Code Compliance Insp Specialis Code Compliance Inspector Code Compliance Inspector, Sr. Code Compliance Supervisor Office Support Supervisor Secretary Program Total: 0001 0001 0001 0001 0001 0001 0001 Code Compliance Total: Public Works Admin. - 611 6110 Public Works Administration Deputy City Manager Senior Management Assistant Program Total: 0001 0001 Public Works Admin.Total: 521 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 6210 Field Operations Admin. Account Specialist II Deputy Director, Field Ops Dispatcher/Router Field Operations Director Management Assistant,Sr Office Manager Secretary Secretary, Senior Program Total: 6224 Right-of-Way Maintenance Crewleader Parks Supervisor PC Operator Service Worker 2 Service Worker 3 Streets Supervisor Program Total: 6225 Cemetery Cemetery Services Coordinator Crewleader Office Assistant Service Worker 2 Program Total: 6232 Street Maintenance Crewleader Engineering Inspector 2 Heavy Equipment Operator PC Operator Service Worker 2 Service Worker 3 Streets Supervisor Superintendent of Streets Program Total: 6233 Street Cleaning Equipment Operator Service Worker 3 Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 1 0 2 1 1 1 1 1 8 1 0 2 1 1 1 1 1 8 1 2 2 1 1 1 1 1 10 1 1 2 1 2 1 1 1 10 1 1 2 1 2 1 1 1 10 1 0 2 1 3 1 1 1 10 1 0 2 1 3 1 1 1 10 0012 0012 0012 0012 0012 0012 2 1 1 3 6 0 13 2 1 1 7 6 0 17 2 1 1 7 6 0 17 2 1 1 7 6 0 17 2 1 1 7 6 0 17 2 1 1 7 6 0 17 2 0 1 7 6 1 17 0001 0001 0001 0001 0 1 0 1 2 0 1 1 2 4 0 1 1 2 4 1 1 0 2 4 0 1 0 1 2 0 1 0 1 2 0 1 0 1 2 0012 0012 0012 0012 0012 0012 0012 0012 7 0 2 1 18 8 3 1 40 7 1 2 1 18 7 3 1 40 7 1 2 1 18 7 3 1 40 7 1 2 1 18 7 3 1 40 7 1 2 1 18 7 3 1 40 7 1 2 1 18 7 3 1 40 7 1 2 1 18 7 3 1 40 0012 0012 4 1 5 4 1 5 4 1 5 4 1 5 4 1 5 4 1 5 4 1 5 522 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 6235 Landfill Crewleader Landfill Inspector Landfill Inspector, Senior Landfill Operator Landfill Supervisor Management Assistant, Senior PC Operator Service Worker 1 Service Worker 2 Sr. Equipment Mechanic Special Weigh Scale Operator Program Total: 6251 Graffiti Removal Service Worker 1 Service Worker 2 Program Total: 6252 Equipment Management Buyer 1 Buyer 2 Equipment Mechanic 1 Equipment Mechanic 2 Equipment Mechanic Specialist Fabricator/Welder Fleet Tire Specialist Paint and Body Specialist Parts Room Attendant PC Support Specialist 1 Service Writer Shop Services Supervisor Shop Shift Coordinator Shop Supervisor Sr Equipment Mechanic Sp Supt of Equipment Management Program Total: 6253 Facilities Management Building Maintenance Leader Building Maintenance Superviso Building Maintenance Worker HVAC Technician, Senior Security Officer Security Services Coordinator Supt of Facilities Management Program Total: 6254 Custodial Services Custodial Supervisor Custodian Custodian Lead Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0055 0055 0055 0055 0055 0055 0055 0055 0055 0055 0055 1 1 1 4 1 1 0 1 0 0 4 14 1 1 1 6 1 1 0 1 1 1 4 18 1 1 1 6 1 1 0 2 1 1 4 19 1 1 0 4 1 0 0 2 1 1 3 14 1 1 0 4 1 0 1 1 2 1 2 14 1 1 0 4 1 0 1 1 2 1 3 15 1 1 0 4 1 0 1 2 2 1 3 16 0001 0001 0 1 1 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 0 3 3 0016 0016 0016 0016 0016 0016 0016 0016 0016 0016 0016 0016 0016 0016 0016 0016 1 1 1 5 15 0 1 0 2 1 1 1 0 2 0 1 32 1 1 2 5 15 0 1 0 2 1 1 1 0 2 0 1 33 1 1 2 5 15 0 1 0 2 1 1 1 0 2 0 1 33 1 1 2 5 18 0 2 0 2 1 1 1 0 2 0 1 37 1 1 2 5 18 0 2 0 2 1 1 1 0 2 0 1 37 1 1 3 7 16 2 2 1 2 1 1 1 2 1 0 1 42 0 0 2 8 15 2 2 1 0 1 1 1 2 1 1 1 38 0001 0001 0001 0001 0001 0001 0001 2 2 13 0 1 1 1 20 2 2 15 0 4 1 1 25 2 2 15 0 4 1 1 25 2 2 15 0 4 1 1 25 2 2 16 0 4 1 1 26 2 2 16 0 0 0 1 21 2 2 16 0 0 0 1 21 0001 0001 0001 2 10 2 14 2 13 5 20 2 13 5 20 2 14 4 20 2 14 4 20 2 14 4 20 2 14 4 20 523 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 6256 Fabrication/Welding Equipment Mechanic Specialist Fabricator/Welder Program Total: 6258 Paint/Body Shop Equipment Mechanic 1 Equipment Mechanic 2 Paint and Body Specialist Program Total: 6259 Parts Store Operations Buyer 2 6269 Sanitation Roll-off Equipment Operator 6270 Sanitation Administration Account Specialist 2 Equipment Mechanic 1 Recycling Coordinator Superintendent of Sanitation Program Total: 6271 Sanitation Frontload Commercial Sanitation Inspecto Crewleader Equipment Operator Management Assistant Sanitation Supervisor Service Worker 3 Solid Waste Sales Coordinator Program Total: 6272 Curb Service Crewleader Equipment Mechanic 1 Equipment Operator Sanitation Inspector Sanitation Inspector, Senior Sanitation Supervisor Service Worker 1 Service Worker 2 Program Total: 6273 Recycling Recycling Coordinator Sanitation Inspector Sanitation Inspector, Sr Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0016 0016 0 2 2 0 3 3 1 2 3 0 2 2 0 2 2 0 0 0 0 0 0 0016 0016 0016 0 1 1 2 2 1 1 4 2 1 1 4 1 1 1 3 1 1 1 3 0 0 0 0 0 0 0 0 0016 0 0 0 0 0 0 1 0057 0 3 3 3 3 3 3 0057 0057 0057 0057 3 1 0 1 5 3 1 1 1 6 3 1 0 1 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0057 0057 0057 0057 0057 0057 0057 1 1 13 0 1 1 0 17 1 1 9 0 1 1 1 14 1 1 9 0 1 1 1 14 1 1 9 0 1 1 1 14 1 1 9 0 1 1 1 14 1 1 9 1 1 1 0 14 1 1 9 1 1 1 0 14 0057 0057 0057 0057 0057 0057 0057 0057 2 0 35 3 1 1 0 0 42 2 0 35 3 1 1 0 0 42 2 0 38 0 0 1 1 1 43 1 1 32 0 0 1 1 1 37 1 1 32 0 0 1 1 1 37 2 1 32 0 0 0 1 1 37 2 1 33 0 0 0 1 1 38 0055 0055 0055 0 0 0 0 0 0 0 0 1 3 1 5 1 3 1 5 1 3 1 5 1 3 1 5 1 3 1 5 524 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 6275 MRF Operations Account Specialist II Crewleader Equipment Mechanic 1 Equipment Mechanic 2 Equipment Operator Laborer I Laborer II MRF Laborer Team Leader Recycling Facility Administrator Sanitation Supervisor Service Worker 1 Service Worker 2 Solid Waste Services Coordinator Welder/Mechanic Program Total: 6276 Woodwaste Operations Crewleader Equipment Operator Landfill Operator Landfill Supervisor Sanitation Supervisor Service Worker 2 Program Total: 6280 Loose Trash Service Crewleader Equipment Operator Sanitation Inspector Sanitation Supervisor Program Total: 6281 Solid Waste Admin Account Specialist II Assistant Director, Field Ops Budget Analyst, Sr. Deputy Director, Field Ops Management & Budget Analyst Management Assistant,Senior Superintendent of Landfill Superintendent of Sanitation Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0055 0055 0055 0055 0055 0055 0055 0055 0055 0055 0055 0055 0055 0055 0 1 0 0 1 0 0 0 1 0 0 1 1 1 6 1 1 0 0 2 0 0 0 1 0 11 2 0 1 19 1 1 1 0 2 0 0 2 0 1 6 2 0 0 16 1 1 1 0 1 2 2 2 0 1 1 0 0 0 12 1 1 1 1 0 0 4 2 0 1 0 0 0 0 11 1 1 1 1 0 0 4 2 0 1 0 0 0 0 11 1 1 1 1 0 0 4 2 0 1 0 0 0 0 11 0055 0055 0055 0055 0055 0055 0 0 1 1 1 0 3 0 1 1 0 1 0 3 0 1 1 0 1 0 3 1 1 1 0 0 1 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0057 0057 0057 0057 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 6 1 0 8 1 9 1 0 11 0 12 1 1 14 0 12 1 1 14 0055 0055 0055 0055 0055 0055 0055 0055 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 0 0 1 0 1 1 1 7 3 0 0 1 0 1 1 1 7 3 0 0 1 1 0 1 1 7 3 1 1 0 0 0 1 1 7 226 266 271 269 266 265 265 0 1 1 0 1 1 1 1 2 1 1 2 1 1 2 0 0 0 0 0 0 Field Operations Total: Engineering - 631 5112 Special Projects Admin. GIS Analyst Special Projects Administrator Program Total: 0001 0001 525 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Engineering - 631 6310 Engineering Administration City Engineer Management Assistant,Senior Office Support Supervisor Secretary Secretary, Senior Program Total: 6331 CIP Administration Assistant City Engineer Associate Civil Engineer Civil Engineer, Senior Engineering Project Manager Engineering Technician, Senior Landscape Architect Management Aide Management Assistant,Senior Sr., Civil Engineer Program Total: 6332 CIP Design Engineering & Design Supvr Engineering Technician 1 Engineering Technician 2 Engineering Technician, Senior Program Total: 6333 CIP Construction Civil Engineer, Sr Engineering Project Manager Engineering Technician 1 Engineering Technician 2 Engineering Technician, Senior Program Total: 6334 Property Management Engineering Technician 1 Engineering Technician 2 Engineering Technician, Senior Property Agent Property Manager Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 1 1 1 1 1 5 1 1 1 0 2 5 1 1 1 0 2 5 1 1 1 0 2 5 1 1 1 0 2 5 1 0 1 0 2 4 1 0 1 0 2 4 0001 0001 0001 0001 0001 0001 0001 0001 0001 1 2 2 1 0 1 0 0 0 7 1 2 2 1 0 2 0 0 0 8 1 2 2 1 0 2 0 0 0 8 1 2 2 1 0 2 0 0 0 8 1 1 3 1 0 2 0 0 0 8 1 0 3 0 1 2 0 1 0 8 1 1 2 0 1 1 1 1 1 9 0001 0001 0001 0001 1 1 2 1 5 1 0 1 3 5 1 0 1 3 5 1 0 1 3 5 1 0 1 3 5 1 0 1 2 4 1 0 1 2 4 0001 0001 0001 0001 0001 0 0 1 0 2 3 0 0 0 1 2 3 0 0 0 1 2 3 0 0 0 1 2 3 1 0 0 1 1 3 1 2 0 1 1 5 1 2 0 0 0 3 0001 0001 0001 0001 0001 1 2 0 0 0 3 0 2 1 1 1 5 0 2 1 1 1 5 0 2 1 1 1 5 0 2 1 1 1 5 0 0 0 1 1 2 0 0 0 2 1 3 526 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Engineering - 631 6335 Mapping & Records Civil Engineer, Sr Engineering Inspector, Senior Engineering Technician 2 Engineering Technician, Senior Engineering Utility Coordinato Land Development Engineer Landscape Architect Property Agent Property Manager Special Projects Administrator Program Total: 6341 Land Development Division Assistant City Engineer Civil Engineer, Sr Land Development Engineer Landscape Architect Management Aide Program Total: 6342 Construction Inspection Assistant City Engineer Construction Engineering Supvs Engineering Inspector 2 Engineering Inspector, Senior Engineering Project Manager Program Total: 6343 Materials Testing Materials Technician Materials Technician, Senior Program Total: 6344 Utility Inspection Engineering Inspector 2 Engineering Utility Coordinato Utility Inspector Program Total: 6359 Transp. Engineering Program Civil Engineer, Sr Engineering Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0001 0001 0001 0001 0001 0001 0001 0001 0001 0001 0 1 0 0 0 1 1 1 1 0 5 0 1 0 0 0 1 0 0 0 0 2 0 1 0 0 0 1 0 0 0 0 2 0 1 0 0 0 1 0 0 0 0 2 0 1 0 0 0 1 0 0 0 0 2 0 0 2 1 1 0 0 0 0 1 5 1 0 2 1 0 0 0 0 0 0 4 0001 0001 0001 0001 0001 0 0 0 0 1 1 0 0 0 0 1 1 0 0 0 0 1 1 0 0 0 0 1 1 0 0 0 0 1 1 1 0 2 0 1 4 1 2 0 1 1 5 0001 0001 0001 0001 0001 1 1 3 3 1 9 1 1 3 3 1 9 1 1 3 3 1 9 1 1 3 3 1 9 1 1 3 3 1 9 0 1 3 3 0 7 0 1 3 3 0 7 0001 0001 1 1 2 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 0001 0001 0001 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 1 0 3 0025 0 0 0 1 1 1 1 41 42 43 44 44 45 46 527 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 Transportation - 632 4230 Dial-A-Ride Dispatcher/Router Secretary Secretary, Senior Transit Coordinator Transit Manager Transit Operator Transit Supervisor 0026 0026 0026 0026 0026 0026 0026 5.75 1 1 0 1 13.5 1 23.25 3.75 1 1 1 1 16.5 2 26.25 3.75 1 1 1 1 16.5 2 26.25 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 0015 0015 0015 0015 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 0012 0012 0012 0012 0012 0012 0012 1 1 1 1 0 0 0 4 1 1 1 1 0 0 1 5 0 1 1 1 0 0 0 3 0 1 1 1 0 0 0 3 0 1 1 1 1 0 0 4 0 1 1 1 1 0 0 4 0 0 1 1 0 1 0 3 0012 0012 0012 0012 0012 0012 1 1 1 2 3 2 10 1 1 1 2 3 2 10 1 1 1 2 3 2 10 1 1 1 2 3 2 10 1 1 2 1 3 2 10 1 1 2 1 3 2 10 1 1 2 2 3 1 10 0012 0012 0012 0012 0012 2 5 1 1 1 10 2 5 1 1 1 10 2 5 1 1 1 10 2 5 1 1 1 10 2 5 1 1 1 10 2 5 1 1 1 10 2 5 1 1 1 10 0012 0012 0 1 1 0 1 1 1 1 2 1 1 2 0 1 1 0 1 1 1 1 2 0012 0012 0012 1 0 0 1 1 0 0 1 0 1 1 2 0 1 1 2 0 1 1 2 0 1 1 2 0 1 1 2 Program Total: 4310 Airport Operations Airport Manager Crewleader Secretary, Senior Service Worker 2 Program Total: 6321 Traffic Admin. & Engineering Assistant Traffic Engineer City Traffic Engineer Secretary Secretary, Senior Traffic Ed Program Manager Transportation Director Transportation Planning Manager Program Total: 6322 Traffic Signals Superintendent of Traffic Oper Traffic Ops Electr Technician Traffic Signal Supervisor Traffic Signal Technician 1 Traffic Signal Technician 2 Traffic Signal Technician 3 Program Total: 6323 Signs & Markings Crewleader Service Worker 2 Service Worker 3 Sign Fabricator Traffic Signs & Markings Spvsr Program Total: 6324 Streetlight Management Traffic Engineering Specialist Traffic Lighting Manager Program Total: 6325 Transportation Planning Bikeways Program Coordinator Transportation Coordinator Transportation Planning Mgr Program Total: 528 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Transportation - 632 6326 Traffic Studies Assistant Traffic Engineer Associate Traffic Engineer Neighrhood Traffic Specialist Sr. Traffic Engineer Traffic Ed Program Manager Traffic Engineering Specialist Traffic Engineering Technician Program Total: 6327 Traffic Design and Development Assistant Traffic Engineer SR. Traffic Engineering Spec Traffic Engineering Technician Program Total: 6350 Transportation Program Mgmt Transportation Coordinator Transportation Prgrm Admin Program Total: 6351 Transportation Education Transportation Coordinator 6353 Dial-A-Ride Dispatcher/Router Management Assistant,Sr Secretary Secretary, Senior Transit Administrator Transit Coordinator Transit Manager Transit Operator Transit Road Supervisor Transit Supervisor Program Total: 6357 Intelligent Transportation Sys Intell Transp System Operator Intelligent Trans Syst Tech Intelligent Transp Systems Mgr Traffic Signal Technician 2 Program Total: 6358 Traffic Mitigation Associate Traffic Engineer Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0012 0012 0012 0012 0012 0012 0012 1 1 0 0 0 2 2 6 1 1 0 0 1 2 2 7 1 1 0 0 1 0 1 4 1 1 0 0 1 0 1 4 1 0 1 1 0 0 1 4 1 0 1 1 0 0 1 4 1 0 0 1 1 0 1 4 0012 0012 0012 0 0 0 0 0 0 0 0 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 1 1 1 3 0025 0025 0 0 0 0 0 0 0 0 0 1 1 2 1 1 2 1 1 2 1 1 2 0025 0 0 0 1 1 1 1 0025 0025 0025 0025 0025 0025 0025 0025 0025 0025 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 4.75 0 1 1 1 1 1 19.5 1 2 32.25 4.75 1 1 1 0 1 1 21.5 0 3 34.25 4.75 1 1 1 0 1 1 21.5 0 3 34.25 4.75 1 1 1 0 1 1 21.5 0 3 34.25 0025 0025 0025 0025 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 3 1 1 1 0 3 1 1 1 0 3 1 1 1 1 4 0025 0 0 0 1 1 1 1 60.25 65.25 65.25 78.25 80.25 80.25 81.25 1 1 1 1 1 1 1 Transportation Total: Utilities - 641 6222 Irrigation Crewleader 0083 529 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 6410 Utilities Administration Account Specialist Management Aide Management Assistant,Senior Office Support Supervisor Secretary Secretary, Senior Superintendent of Utilities Utilities Assistant Director Utilities Director Program Total: 6418 Utilities Information Mgmt. PC Support Specialist 1 Utilities Network Engineer Utilities Technology Manager Utility Data Comm Manager Utility Data Coordinator Utility SCADA Planner Water/Wastewater Plant Operator Program Total: 6419 Public Service Representatives Public Service Representative 6420 Central System Control Plant Operations Supervisor Superintendent of Plant Operations Superintendent of Water Treat Utility Safety & Security Cord Water Control Room Operator Water Plant Operations Supervi Water Plant Operator II Water Plant Operator, Senior Water/Wastewater Plant Operator Program Total: 6421 Pyramid Peak Plant Plant Instrument Tech Sr Plant Instrument Technician 2 Plant Maintenance Mechanic, Sr Water Plant Operator II Water Plant Operator, Senior Water/ Wastewater Plant Operator Water/Wastwtr Plant Operator 2 Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0050 0050 0050 0050 0050 0050 0050 0050 0050 0 0 1 1 2 0 1 0 1 6 3 0 1 1 0 0 1 0 1 7 1 0 1 0 2 1 1 0 1 7 1 0 1 0 2 1 1 0 1 7 1 0 1 0 2 1 0 1 1 7 1 0 1 0 2 1 0 1 1 7 1 0 2 0 2 1 0 1 1 8 0050 0050 0050 0050 0050 0050 0050 0 0 0 0 0 0 0 0 1 0 0 1 0 0 2 4 1 0 0 1 0 2 0 4 1 0 0 1 0 2 0 4 1 0 0 1 0 1 0 3 1 1 0 1 1 1 0 5 1 2 1 0 1 0 0 5 0050 4 4 3 3 3 3 3 0083 0083 0083 0083 0083 0083 0083 0083 0083 1 1 0 0 0 0 0 6 1 9 1 1 0 0 0 0 0 6 2 10 1 1 0 0 6 0 0 1 1 10 1 1 0 0 6 0 0 1 1 10 1 0 1 0 6 0 1 1 0 10 1 0 1 0 6 0 1 1 0 10 0 0 1 1 5 1 1 1 0 10 0083 0083 0083 0083 0083 0083 0083 0 1 1 0 1 5 0 8 0 1 1 0 1 4 0 7 0 1 1 0 1 4 0 7 0 1 1 0 1 4 0 7 0 1 1 0 1 0 4 7 0 1 1 0 1 0 6 9 1 0 1 4 1 0 2 9 530 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 6422 Cholla Treatment Plant Plant Instrument Technician 1 Plant Instrument Technician 2 Plant Maintenance Mechanic 1 Plant Maintenance Mechanic 2 Plant Operations Supervisor Public Service Representative Service Worker 2 Supt. of Plant Operations Water Plant Operator II Water Plant Operator, Senior Water/Wastewater Plant Operator Program Total: 6423 Major Maintenance Plant Maintenance Supv Plant Operations Supervisor Water Plant Operator, Senior Water Reclam Facility Supv Program Total: 6425 Pretreatment Program Pretreatment Inspector Pretreatment Inspector, Sr Pretreatment Officer Program Total: 6426 Central System Maintenance Plant Instrument Tech Sr Plant Instrument Technician Plant Instrument Technician 1 Plant Instrument Technician 2 Plant Maintenance Mechanic 1 Plant Maintenance Mechanic 2 Plant Maintenance Mechanic, Sr Service Worker 2 Program Total: 6430 Arrowhead Reclamation Plant Plant Instrument Tech Sr Plant Instrument Technician 2 Plant Maintenance Mechanic 2 Plant Operations Supervisor Pretreatment Officer Sr Water Reclamation Fac. Oper Supt of Utility Plt Ops Utility System Technician 1 Wastewater Plant Operator, Sr Water Reclam Facility Supv Water Reclamation Fac. Oper II Water/Wastewater Plant Operator Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0083 0083 0083 0083 0083 0083 0083 0083 0083 0083 0083 0 1 0 1 0 0 0 0 0 1 3 6 0 1 0 1 0 0 0 0 0 1 3 6 0 1 0 1 0 0 0 0 0 1 4 7 0 1 0 1 0 0 0 0 0 1 4 7 0 1 0 0 0 0 0 0 4 1 0 6 0 1 0 1 0 0 0 0 4 1 0 7 0 1 0 1 0 0 0 0 4 1 0 7 0083 0083 0083 0083 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1 1 0 0 0 1 0 1 0 0 1 0 1 0 0 1 0 1 1 1 3 0084 0084 0084 4 0 1 5 4 0 1 5 4 0 1 5 4 0 1 5 4 0 1 5 4 0 1 5 1 3 1 5 0083 0083 0083 0083 0083 0083 0083 0083 0 2 0 0 2 0 0 1 5 0 2 0 0 1 0 0 1 4 1 2 0 0 1 0 0 1 5 1 2 0 0 1 0 0 1 5 1 0 1 1 0 1 1 1 6 1 0 1 1 0 0 1 1 5 1 0 1 1 0 0 1 1 5 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0 1 1 1 0 0 0 0 1 0 0 6 10 0 1 1 1 0 0 0 0 1 0 0 3 7 0 1 1 1 0 0 0 1 1 0 0 4 9 0 2 1 1 0 0 0 0 1 0 0 5 10 0 1 1 1 0 0 1 0 1 0 4 0 9 0 1 1 1 0 0 0 0 1 0 3 0 7 1 0 1 0 0 1 0 0 0 1 4 0 8 531 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 6432 West Area Plant Plant Instrument Tech Sr Plant Instrument Technician 2 Plant Maintenance Mechanic 2 Plant Maintenance Mechanic, Sr Sr Water Reclamation Fac. Oper Superintendent of Wastewater Water Reclamation Fac Op I Water Reclamation Fac Oper II Water Reclamation Supt Water/Wastewater Plant Operator Program Total: 6433 System Security Utilities Security Manager 6442 Water Distribution Crewleader Service Worker 2 Service Worker 3 Utilities Supervisor Utility System Tech I Utility System Tech, II Utllity System Technician, Sr. Program Total: 6443 Meter Maintenance Crewleader Service Worker 2 Service Worker 3 Utilities Supervisor Utility Locator Utility System Tech I Utility System Tech, II Utllity System Technician, Sr. Program Total: 6444 Transmission Line Maintenance Crewleader PC Support Specialist 1 Service Worker 2 Service Worker 3 Utilities Supervisor Utility System Tech I Utility System Tech, II Utility System Technician, Sr. Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0050 0050 0050 0050 0050 0050 0050 0050 0050 0050 0 0 0 0 1 0 0 0 0 4 5 0 1 1 0 1 0 0 0 0 4 7 0 1 1 0 5 0 0 0 0 4 11 0 1 1 0 1 0 0 0 0 7 10 0 1 0 1 1 1 1 7 0 0 12 0 1 0 1 1 1 3 7 0 0 14 1 1 0 1 1 0 2 6 1 0 13 0050 0 0 0 0 0 1 1 0083 0083 0083 0083 0083 0083 0083 1 7 4 1 0 0 0 13 1 7 4 1 0 0 0 13 0 0 0 1 7 4 1 13 0 0 0 1 7 4 1 13 0 0 0 1 7 4 1 13 0 0 0 2 15 8 2 27 0 0 0 2 15 8 2 27 0083 0083 0083 0083 0083 0083 0083 0083 1 4 1 1 2 0 0 0 9 1 4 1 1 2 0 0 0 9 0 0 0 1 2 4 1 1 9 0 0 0 1 2 4 1 1 9 0 0 0 1 3 4 1 1 10 0 0 0 1 3 4 1 1 10 0 0 0 1 3 4 1 1 10 0083 0083 0083 0083 0083 0083 0083 0083 1 1 6 4 1 0 0 0 13 1 0 6 4 1 0 0 0 12 0 0 0 0 1 6 4 1 12 0 0 0 0 1 6 4 1 12 0 0 0 0 1 6 4 1 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 532 Back to Table of Contents Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 6445 Wastewater Collection Crewleader PC Operator Service Worker 2 Service Worker 3 Supt of Utility Dist/Collectn Utilities Supervisor Utility System Tech I Utility System Tech, II Utllity System Technician, Sr. Program Total: 6452 Customer Service - Field Customer Service Field Specialist Secretary Utilities Supervisor Water Service Rep, Lead Water Service Representative Program Total: Fund '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 0084 0084 0084 0084 0084 0084 0084 0084 0084 1 1 6 4 0 1 0 0 0 13 1 1 6 4 0 1 0 0 0 13 0 1 0 0 0 1 6 4 1 13 0 1 0 0 0 1 6 4 1 13 0 1 0 0 0 1 6 3 1 12 0 1 0 0 1 1 6 3 1 13 0 1 0 0 1 1 8 4 1 16 0083 0083 0083 0083 0083 1 1 1 1 12 16 0 0 1 2 12 15 0 0 1 2 12 15 0 0 1 2 12 15 0 0 1 2 12 15 0 0 1 2 12 15 0 0 1 2 12 15 124 125 132 132 132 140 146 0050 1 1 0 0 0 0 0 0001 0001 0001 0001 2 1 2 2 7 2 1 2 2 7 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 0047 0 1 1 0 0 0 0 8 9 1 0 0 0 0 Utilities Total: Info. Technology - 999 2312 Information Tech. - Utilities Systems Analyst 5110 CD Admin Support Customer Assistance Representative Office Manager Secretary Secretary, Senior Program Total: 7664 Project Impact-FD Management Assistant Info. Technology Total: Grand Total 1,525.80 1,629.05 1,717.05 1,753.80 1,780.30 1,875.16 1,916.01 533 Back to Table of Contents Schedule Seven Long Term Debt Service Detail FY 2005-06 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Arena taxable MPC Bonds - Arena tax exempt MPC Bonds - Series 2004A AMFP Series 14 AMFP Refunding Series 16 Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 7/31/2002 7/31/2003 $1,465,000 100,000 1,220,000 $2,785,000 $304,450 5,302,342 2,230,706 433,038 259,763 340,750 $8,871,049 $2,280 9,000 9,000 3,000 $23,280 $1,771,730 5,411,342 2,239,706 1,656,038 259,763 340,750 $11,679,329 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 1,190,000 1,335,000 1,085,686 2,570,000 2,825,000 1,910,000 1,005,000 $11,920,686 97,323 191,735 818,063 1,451,813 1,799,813 1,401,350 444,559 $6,204,656 2,350 2,340 1,070 12,060 7,130 2,000 310,000 $336,950 1,289,673 1,529,075 1,904,819 4,033,873 4,631,943 3,313,350 1,449,559 310,000 $18,462,292 3/15/1993 4/1/2003 12/16/2003 4/3/1996 6/1/2000 8/1/2002 5,000 775,000 822,417 5,390,000 600,334 $7,592,751 273 494,388 3,972,750 26,202 1,612,388 528,448 $6,634,449 1,290 5,500 4,500 7,010 50,000 $68,300 5,273 1,270,678 3,978,250 853,119 7,009,398 1,178,782 $14,295,500 6/1/2000 6/1/2004 1,345,000 530,000 $1,875,000 395,831 456,350 $852,181 650 $650 1,741,481 986,350 $2,727,831 6/1/2000 179,314 $179,314 35,308 $35,308 - 214,622 $214,622 36,000 $36,000 3,050 $3,050 50 $50 39,100 $39,100 $24,388,751 $22,600,693 $429,230 $47,418,674 Property Tax Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 1998 General Obligation Bonds-Series 2000 General Obligation Bonds-Series 2002 General Obligation Bonds-Series 2003 General Obligation Bonds-Series 2004 General Obligation Bonds-Series 2005 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 WIFA 1996 Water & Sewer Revenue Bonds Series 2000 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) Highway User Revenue Bonds Series 2000 HURF Revenue Bonds Refunding Series 2004 Landfill Revenue Funded Debt Service General Obligation Bonds-Series 2000 Sub-Total Landfill Revenue Funded Debt $ Special Assessment Debt Improvement District Bonds District #73 Sub-Total Special Assessment Debt Total Debt Service Payments (All Funds) 8/1/1996 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 534 Back to Table of Contents Schedule Seven Long Term Debt Service Detail FY 2006-07 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Arena taxable MPC Bonds - Arena tax exempt MPC Bonds - Series 2004A AMFP Series 14 AMFP Refunding Series 16 Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 7/31/2002 7/31/2003 $1,555,000 100,000 315,000 745,000 $2,715,000 $237,060 5,299,962 2,230,706 402,538 259,763 340,750 $8,770,779 $2,280 9,000 9,000 3,000 $23,280 $1,794,340 5,408,962 2,554,706 1,150,538 259,763 340,750 $11,509,059 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 585,000 1,400,000 1,145,764 1,385,000 2,880,000 1,950,000 1,065,000 $10,410,764 32,468 130,325 763,779 1,374,713 1,736,250 1,344,050 383,228 $5,764,813 2,350 2,340 1,070 12,060 7,130 2,000 310,000 $336,950 619,818 1,532,665 1,910,613 2,771,773 4,623,380 3,296,050 1,448,228 310,000 $16,512,527 3/15/1993 4/1/2003 12/16/2003 4/3/1996 6/1/2000 8/1/2002 790,000 5,680,000 623,051 $7,093,051 476,950 3,972,750 1,342,888 505,731 $6,298,319 1,290 5,500 7,010 50,000 $63,800 1,268,240 3,978,250 7,029,898 1,178,782 $13,455,170 6/1/2000 6/1/2004 1,420,000 535,000 $1,955,000 325,219 443,100 $768,319 6/1/2000 189,236 $189,236 26,342 $26,342 39,000 $39,000 $22,402,051 Property Tax Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 1998 General Obligation Bonds-Series 2000 General Obligation Bonds-Series 2002 General Obligation Bonds-Series 2003 General Obligation Bonds-Series 2004 General Obligation Bonds-Series 2005 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 WIFA 1996 Water & Sewer Revenue Bonds Series 2000 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) Highway User Revenue Bonds Series 2000 HURF Revenue Bonds Refunding Series 2004 650 $650 1,745,869 978,100 $2,723,969 Landfill Revenue Funded Debt Service General Obligation Bonds-Series 2000 Sub-Total Landfill Revenue Funded Debt - 215,578 $215,578 1,043 $1,043 50 $50 40,093 $40,093 $21,629,615 $424,730 $44,456,396 $ Special Assessment Debt Improvement District Bonds District #73 Sub-Total Special Assessment Debt Total Debt Service Payments (All Funds) 8/1/1996 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 535 Back to Table of Contents Schedule Seven Long Term Debt Service Detail FY 2007-08 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Arena taxable MPC Bonds - Arena tax exempt MPC Bonds - Series 2004A AMFP Series 14 AMFP Refunding Series 16 Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 7/31/2002 7/31/2003 $1,645,000 105,000 920,000 100,000 $2,770,000 $163,975 5,297,172 2,222,832 387,638 259,763 340,750 $8,672,130 $2,280 9,000 9,000 3,000 $23,280 $1,811,255 5,411,172 3,151,832 490,638 259,763 340,750 $11,465,410 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 1,465,000 1,205,841 1,430,000 2,955,000 2,005,000 1,095,000 $10,155,841 65,925 706,491 1,329,700 1,649,850 1,285,550 352,342 $5,389,858 2,340 1,070 12,060 7,130 2,000 310,000 $334,600 1,533,265 1,913,402 2,771,760 4,611,980 3,292,550 1,447,342 310,000 $15,880,299 3/15/1993 4/1/2003 12/16/2003 4/3/1996 6/1/2000 8/1/2002 810,000 5,985,000 646,627 $7,441,627 453,250 3,972,750 1,058,888 482,155 $5,967,043 1,290 5,500 7,010 50,000 $63,800 1,264,540 3,978,250 7,050,898 1,178,782 $13,472,470 6/1/2000 6/1/2004 1,495,000 550,000 $2,045,000 250,669 427,050 $677,719 6/1/2000 199,159 $199,159 16,880 $16,880 Property Tax Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 1998 General Obligation Bonds-Series 2000 General Obligation Bonds-Series 2002 General Obligation Bonds-Series 2003 General Obligation Bonds-Series 2004 General Obligation Bonds-Series 2005 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 WIFA 1996 Water & Sewer Revenue Bonds Series 2000 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) Highway User Revenue Bonds Series 2000 HURF Revenue Bonds Refunding Series 2004 650 $650 1,746,319 977,050 $2,723,369 Landfill Revenue Funded Debt Service General Obligation Bonds-Series 2000 Sub-Total Landfill Revenue Funded Debt $ - 216,039 $216,039 Special Assessment Debt Improvement District Bonds District #73 Sub-Total Special Assessment Debt Total Debt Service Payments (All Funds) 8/1/1996 - $ $ $22,611,627 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 536 Back to Table of Contents - $ $20,723,630 - $ $422,330 $43,757,587 Schedule Seven Long Term Debt Service Detail FY 2008-09 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Arena taxable MPC Bonds - Arena tax exempt MPC Bonds - Series 2004A AMFP Series 14 AMFP Refunding Series 16 Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 7/31/2002 7/31/2003 $1,735,000 145,000 1,460,000 605,000 $3,945,000 $85,015 5,293,843 2,199,831 385,138 259,763 340,750 $8,564,340 $2,280 9,000 9,000 3,000 $23,280 $1,822,295 5,447,843 3,668,831 993,138 259,763 340,750 $12,532,620 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 1,353,173 1,480,000 3,035,000 2,065,000 1,130,000 $9,063,173 644,993 1,279,650 1,561,200 1,215,375 317,850 $5,019,068 1,070 12,060 7,130 2,000 $22,260 1,999,236 2,771,710 4,603,330 3,282,375 1,447,850 $14,104,501 3/15/1993 4/1/2003 12/16/2003 4/3/1996 6/1/2000 8/1/2002 835,000 6,310,000 671,096 $7,816,096 428,950 3,972,750 729,712 457,686 $5,589,098 5,500 7,010 50,000 $62,510 1,263,950 3,978,250 7,046,722 1,178,782 $13,467,704 6/1/2000 6/1/2004 1,575,000 570,000 $2,145,000 172,181 410,550 $582,731 6/1/2000 131,827 $131,827 6,723 $6,723 Property Tax Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 1998 General Obligation Bonds-Series 2000 General Obligation Bonds-Series 2002 General Obligation Bonds-Series 2003 General Obligation Bonds-Series 2004 General Obligation Bonds-Series 2005 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 WIFA 1996 Water & Sewer Revenue Bonds Series 2000 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) Highway User Revenue Bonds Series 2000 HURF Revenue Bonds Refunding Series 2004 650 $650 1,747,831 980,550 $2,728,381 Landfill Revenue Funded Debt Service General Obligation Bonds-Series 2000 Sub-Total Landfill Revenue Funded Debt $ - 138,550 $138,550 Special Assessment Debt Improvement District Bonds District #73 Sub-Total Special Assessment Debt Total Debt Service Payments (All Funds) 8/1/1996 - $ $ $23,101,096 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 537 Back to Table of Contents - $ $19,761,960 - $ $108,700 $42,971,756 Schedule Seven Long Term Debt Service Detail FY 2010 through FY 2034 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Arena taxable MPC Bonds - Arena tax exempt MPC Bonds - Series 2004A AMFP Series 14 AMFP Refunding Series 16 Sub-Total Excise Tax Funded Debt - $ - $ 96,590,000 89,546,660 47,245,000 31,227,625 7,710,000 1,251,000 5,055,000 5,859,731 7,250,000 8,348,375 $163,850,000 $136,233,391 $ - $ 186,136,660 78,472,625 8,961,000 10,914,731 15,598,375 $300,083,391 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 10,820,000 26,260,000 33,345,000 26,340,000 7,665,000 $104,430,000 2,121,883 9,657,388 7,428,750 6,938,588 1,033,120 $27,179,729 $ - 12,941,883 35,917,388 40,773,750 33,278,588 8,698,120 $131,609,729 3/15/1993 4/1/2003 12/16/2003 4/3/1996 6/1/2000 8/1/2002 9,160,000 80,000,000 6,655,000 11,424,212 $107,239,212 2,040,800 48,940,250 382,663 3,249,956 $54,613,669 $ 111,000 111,000 11,200,800 129,051,250 7,037,663 14,674,168 $161,963,881 6/1/2000 6/1/2004 1,665,000 10,510,000 $12,175,000 - 1,754,494 11,874,256 $13,628,750 10/1/1999 6/1/2003 6/1/2003 5/5/2004 7/31/2002 7/31/2003 $ Property Tax Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 1998 General Obligation Bonds-Series 2000 General Obligation Bonds-Series 2002 General Obligation Bonds-Series 2003 General Obligation Bonds-Series 2004 General Obligation Bonds-Series 2005 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 WIFA 1996 Water & Sewer Revenue Bonds Series 2000 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) Highway User Revenue Bonds Series 2000 HURF Revenue Bonds Refunding Series 2004 89,494 1,364,256 $1,453,750 $ Landfill Revenue Funded Debt Service General Obligation Bonds-Series 2000 Sub-Total Landfill Revenue Funded Debt 6/1/2000 $ - $ - $ - $ - $ - $ - $ - $ - Special Assessment Debt Improvement District Bonds District #73 Sub-Total Special Assessment Debt Total Debt Service Payments (All Funds) 8/1/1996 $387,694,212 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 538 Back to Table of Contents $219,480,539 $111,000 $607,285,751 Schedule Seven Long Term Debt Service Detail Grand Totals Bond Description Date of Issue Principal Interest Other Fees Total 10/1/1999 6/1/2003 6/1/2003 5/5/2004 7/31/2002 7/31/2003 $6,400,000 97,040,000 49,940,000 10,380,000 5,055,000 7,250,000 $176,065,000 $790,500 110,739,979 40,111,700 2,859,352 6,898,783 9,711,375 $171,111,689 $9,120 36,000 36,000 12,000 $93,120 $7,199,620 207,815,979 90,087,700 13,251,352 11,953,783 16,961,375 $347,269,809 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 1,775,000 4,200,000 15,610,464 33,125,000 45,040,000 34,270,000 11,960,000 $145,980,464 129,791 387,985 5,055,209 15,093,264 14,175,863 12,184,913 2,531,099 $49,558,124 4,700 7,020 4,280 48,240 28,520 8,000 930,000 $1,030,760 1,909,491 4,595,005 20,669,953 48,266,504 59,244,383 46,462,913 14,491,099 930,000 $196,569,348 3/15/1993 4/1/2003 12/16/2003 4/3/1996 6/1/2000 8/1/2002 5,000 12,370,000 80,000,000 822,417 30,020,000 13,965,320 $137,182,737 273 3,894,338 64,831,250 26,202 5,126,539 5,223,976 $79,102,578 3,870 133,000 4,500 28,040 200,000 $369,410 5,273 16,268,208 144,964,250 853,119 35,174,579 19,389,296 $216,654,725 6/1/2000 6/1/2004 7,500,000 12,695,000 $20,195,000 1,233,394 3,101,306 $4,334,700 2,600 $2,600 8,735,994 15,796,306 $24,532,300 6/1/2000 699,536 $699,536 85,253 $85,253 - 784,789 $784,789 75,000 $75,000 4,093 $4,093 100 $100 79,193 $79,193 $480,197,737 $304,196,437 $1,495,990 $785,890,164 Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Arena taxable MPC Bonds - Arena tax exempt MPC Bonds - Series 2004A AMFP Series 14 AMFP Refunding Series 16 Sub-Total Excise Tax Funded Debt Property Tax Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 1998 General Obligation Bonds-Series 2000 General Obligation Bonds-Series 2002 General Obligation Bonds-Series 2003 General Obligation Bonds-Series 2004 General Obligation Bonds-Series 2005 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 1993 General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 WIFA 1996 Water & Sewer Revenue Bonds Series 2000 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) Highway User Revenue Bonds Series 2000 HURF Revenue Bonds Refunding Series 2004 Landfill Revenue Funded Debt Service General Obligation Bonds-Series 2000 Sub-Total Landfill Revenue Funded Debt $ Special Assessment Debt Improvement District Bonds District #73 Sub-Total Special Assessment Debt Total Debt Service Payments (All Funds) 8/1/1996 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 539 Back to Table of Contents Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2005-06 2006-07 2007-08 2008-09 2009-10 1,611,111 841,806 2,452,917 1,611,111 890,139 2,501,250 1,611,111 753,195 2,364,306 1,611,111 616,250 2,227,361 1,611,111 479,306 2,090,417 4,833,334 616,250 5,449,584 183,001 36,301 219,302 193,883 28,540 222,423 205,412 20,317 225,728 217,626 11,605 229,231 113,619 2,374 115,993 Northern Crossing ** 01-2490-7812 01-2490-7813 Total Remodeling Office Space - '00 LaSalle Lease 01-2490-7812 172,730 01-2490-7813 43,627 Total 216,357 Sine Furniture - '00 LaSalle Lease 01-2490-7812 01-2490-7813 Total Sound Walls - '00 LaSalle Lease 01-2490-7812 01-2490-7813 Total 20,575 415 20,990 - - - - Beyond 10 - 192,485 48,617 241,102 203,930 40,453 244,383 216,057 31,804 247,861 228,904 22,640 251,544 242,516 12,932 255,448 126,613 2,646 129,259 Fire Trucks & Equipment - '03 BofA Lease 01-3330-7812 52,257 01-3330-7813 7,645 Total 59,902 53,633 6,269 59,902 55,046 4,856 59,902 56,496 3,406 59,902 57,985 1,917 59,902 29,643 389 30,032 - - - - - - - Phone/Alarm System- Sahuaro Ranch -'00 LaSalle Lease 01-6226-7812 14,978 01-6226-7813 302 Total 15,280 Bank of America Loans 01-2490-7812 01-2490-7813 Total 735,214 141,840 877,054 757,279 78,209 835,488 281,413 22,867 304,280 99,555 1,685 101,240 Konica 7155 Copier - '03 BofA Lease 01-2220-7812 1,623 01-2220-7813 178 Total 1,801 1,663 138 1,801 1,704 97 1,801 1,747 54 1,801 889 11 900 Hickman - '03 BofA Lease 01-2490-7812 01-2490-7813 Total 445,680 445,680 557,100 557,100 557,100 557,100 557,100 557,100 628,000 557,100 1,185,100 Motorola - '03 BofA Lease 01-2490-7812 01-2490-7813 Total 250,000 187,320 437,320 500,000 215,400 715,400 1,000,000 177,900 1,177,900 1,000,000 102,900 1,102,900 372,000 27,900 399,900 * Account 7812 (principal) and account 7813 (interest) ** Variable Rate Lease 540 Back to Table of Contents 6,800,000 870,000 7,670,000 - Schedule Eight Scheduled Lease Payments Lease Desc. & Account* Copier - '04 BancOne Lease 01-1910-7812 01-1910-7813 Total 2005-06 2006-07 2007-08 2008-09 2009-10 Beyond 10 1,734 244 1,978 1,788 190 1,978 1,845 133 1,978 1,903 75 1,978 974 15 989 4,770,381 5,136,604 4,937,551 4,529,554 4,221,887 13,394,868 Environmental Sweeper - '00 LaSalle Lease 12-6233-7812 29,274 12-6233-7813 7,394 Total 36,668 31,015 6,152 37,167 32,859 4,837 37,696 34,813 3,443 38,256 36,883 1,967 38,850 19,256 402 19,658 Streets Fund (12) Total: 37,167 37,696 38,256 38,850 19,658 Airport Sweeper - '00 LaSalle Lease 15-4310-7812 11,439 15-4310-7813 231 Total 11,670 - - - - - Airport Fund (15) Total: - - - - - Water Quality GC/MS and ECD Instruments - '02 BofA Lease 50-6429-7812 24,475 25,420 50-6429-7813 1,662 717 Total 26,137 26,137 - - - - Wtr/Swr Fund (50) Total: 26,137 - - - - Landfill Trash Compactors, Contingency- '00 LaSalle Lease 55-6235-7812 180,937 55-6235-7813 6,824 Total 187,761 - - - - - Water Pull Tractor - '02 BofA Lease 55-6235-7812 71,130 55-6235-7813 4,831 Total 75,961 73,876 2,109 75,985 - - - - Recycling Containers - '00 LaSalle Lease 55-6273-7812 420,138 55-6273-7813 15,846 Total 435,984 89,492 1,526 91,018 - - - - 167,003 - - - - General Fund (01) Total: Landfill Fund (55) Total: 36,668 11,670 26,137 699,706 * Account 7812 (principal) and account 7813 (interest) ** Variable Rate Lease 541 Back to Table of Contents - Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2005-06 2006-07 2007-08 2008-09 2009-10 Beyond 10 Frontloader Refuse Truck - '04 BancOne Lease 57-6271-7812 30,343 57-6271-7813 4,273 Total 34,616 31,298 3,317 34,616 32,284 2,332 34,616 33,301 1,315 34,616 17,042 266 17,308 - Sanitation Frontloaders - '00 LaSalle Lease 57-6271-7812 91,405 57-6271-7813 3,447 Total 94,852 36,170 332 36,502 - - - - Sideloader Truck - 04 BancOne Lease 57-6272-7812 31,556 57-6272-7813 4,444 Total 36,000 32,550 3,450 36,000 33,575 2,425 36,000 34,633 1,368 36,000 17,723 277 18,000 - Sanitation Loaders, Water Tanker, Containers - '00 LaSalle Lease 57-6272-7812 204,723 57,819 57-6272-7813 7,721 744 Total 212,444 58,563 - - - - Sanitation Trucks & Eqt. (5) - '02 BofA Lease 57-6272-7812 164,103 57-6272-7813 11,145 Total 175,248 170,438 4,866 175,304 - - - - 7,642 519 8,161 7,937 224 8,161 - - - - Sideloader Refuse Trucks - '03 BofA Lease 57-6272-7812 117,158 57-6272-7813 8,996 Total 126,154 119,856 6,298 126,154 62,363 714 63,077 - - Sanitation Rearloader - '02 BofA Lease 57-6272-7812 18,598 57-6272-7813 1,263 Total 19,861 19,316 545 19,861 - - - - Rearloader Trucks (2) - '04 BancOne Lease 57-6280-7812 51,669 57-6280-7813 7,277 Total 58,946 53,297 5,649 58,946 54,975 3,971 58,946 56,706 2,240 58,946 29,019 454 29,473 - Stakebed Truck - '02 BofA Lease 57-6272-7812 57-6272-7813 Total * Account 7812 (principal) and account 7813 (interest) ** Variable Rate Lease 122,616 3,538 126,155 542 Back to Table of Contents Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2005-06 Rearloader Sanitation Truck - '03 BofA Lease 57-6280-7812 21,945 57-6280-7813 1,685 Total 23,630 2006-07 2007-08 2008-09 2009-10 Beyond 10 22,450 1,180 23,630 22,967 663 23,630 11,681 134 11,815 - - 789,914 577,737 279,347 204,455 64,782 - 72,940 9,860 82,800 75,806 6,994 82,800 78,784 4,016 82,800 61,113 987 62,100 - - 4,803 1,177 5,980 5,114 866 5,980 5,445 535 5,980 2,808 182 2,990 - - 88,780 88,780 88,780 65,090 - - Larry Miller Land Purchase 97-9422-7812 97-9422-7813 Total 540,000 45,360 585,360 540,000 36,288 576,288 540,000 27,216 567,216 540,000 18,144 558,144 540,000 9,072 549,072 - DIF -Gen Gov't (97) Total: 585,360 576,288 567,216 558,144 549,072 - 7,008,616 6,609,717 5,910,590 5,395,499 4,874,590 Sanitation Fund (57) Total: Library Copier- Keybank Lease 75-4512-7812 75-4512-7813 Total Library Copier- Kansas State Bank 75-4512-7812 75-4512-7813 Total Library Fund (75) Total: Grand Total: * Account 7812 (principal) and account 7813 (interest) ** Variable Rate Lease 543 Back to Table of Contents 13,414,526 Schedule Nine 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 Office based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Department during the fiscal year. Fund Dept / Program Name Name Insurance Worker's Vehicle Technology Compensation Replacement* Replacement* Telephone General Fund Mayor Office of the Mayor Council Office Barrel District Cactus District Cholla District Council Office Ocotillo District Sahuaro District Yucca District City Clerk City Clerk Elections Records Management City Manager City Manager City Auditor City Auditor Intergovt. Programs Intergovernmental Programs City Court City Court City Attorney City Attorney Marketing and Comm. Cable Communications City-Wide Special Events Marketing Special Events Prod. Support Tourism Comm. Action Program CAP Local Match Human Resources Compensation Employee Benefits Employee Relations Employment and Staffing Human Resources Admin. Organizational Development Risk Management/Safety $2,175 $131 $2,682 $3,034 $946 $1,767 $1,559 $2,310 $3,076 $1,545 $946 $6,633 $426 $10,698 $2,253 $307 $1,183 $131 $169 $65 $2,967 $1,215 $30,576 $2,630 $22,723 $282 $5,484 $4,746 $2,233 $79 $3,162 $1,085 $2,814 $98 $3,348 $1,451 $24,139 $32,907 $2,601 $11,709 $11,453 $13,903 $1,752 $930 $12,615 $6,805 $3,615 $5,555 $5,475 $220 $1,734 $1,323 $881 $1,717 $3,901 $78,720 $2,976 $6,678 $3,284 $821 $5,553 $2,661 $4,342 $1,374 $2,950 $1,530 $1,827 $6,492 $3,444 $3,963 $7,251 $551 $607 $64 $2,091 $2,346 $2,679 $1,747 $2,742 $20,704 $1,555 $2,577 $295 $755 $98 $804 $535 $33 $141 $3,780 $5,550 * Departments within the following funds will contribute at a reduced/discounted rate into the Vehicle or Technology Replacement funds during FY 2006: General Fund, Civic Center Fund, Streets Fund, Airport Fund and General Services Fund. 544 Back to Table of Contents Schedule Nine 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 Office based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Department during the fiscal year. Fund Dept / Program Name Name Special Projects Adm Spec. Projects Admin Finance Accounting Services Finance Administration License/Collection Regulatory & Communication Info. Technology Information Technology Management & Budget Budget & Research Grants Administration Non-Departmental Non-Dept - Fund 01 Purchasing/Warehouse Purchasing Warehouse Police Department Police Administration Police Support Services Fire Department Ambulance Services Arena - Fire Event Staffing Emergency Operations Center Fire Administration Fire Community Relations Fire Emergency Services Fire Marshal's Office Fire Medical Services & Health Fire Special Operations Fire Support Services Fire Training Westgate-Fire Marshal's Office Comm Info & Svcs Adm Comm Info & Services Admin Parks & Recreation Adult Center Aquatics Audio/Visual Central District Recreation Elsie McCarthy Pk. Maintenance Insurance Worker's Vehicle Technology Compensation Replacement* Replacement* $778 $192 $8,488 $3,749 $6,470 $517 $629 $179 $282 $33 $17,424 $12,288 $3,876 $597 $357 $73 Telephone $3,684 $1,183 $1,192 $14,304 $11,832 $5,984 $1,573 $2,188 $349,647 $22,155 $5,490 $384 $2,101 $463 $4,410 $3,345 $1,350 $1,155 $4,752 $267,987 $25,954 $138,498 $7,993 $2,882 $3,310 $164 $7,426 $4,740 $888,744 $334,264 $420,468 $1,008 $33 $138,664 $2,306 $224,882 $1,977 $823 $823 $1,123 $411 $377 $1,360 $65 $142 $5,973 $3,969 $312 $5,382 $197 $5,400 $2,463 $20,000 $238,060 $1,902 $8,994 $540 $1,086 $4,902 $1,425 $689 $16,500 $1,032 $5,761 $95,483 $139 $33,425 $5,066 * Departments within the following funds will contribute at a reduced/discounted rate into the Vehicle or Technology Replacement funds during FY 2006: General Fund, Civic Center Fund, Streets Fund, Airport Fund and General Services Fund. 545 Back to Table of Contents Schedule Nine 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 Office based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Department during the fiscal year. Fund Dept / Program Name Name Parks & Recreation Foothills Rec Glendale Community Center Marketing - Parks & Rec North District Recreation Park Irrigation Park Rangers Parks & Recreation Admin. Parks Central District Parks North District Parks Special Operations Pool Maintenance Recreation Special Operations Recreation Support Services Comm. Partnerships Community Partnerships Community Volunteer Program Neighborhood Revitalization Library Arts Commission Library Community Dev Admin CD Deputy City Manager Building Safety Building Safety Development Services Center Westgate-Bldg Safety Rvw/Insp. Planning Current Planning Long-Range Planning & Research Planning Administration Zoning Admin & Tech. Asst. Economic Development Economic Development Code Compliance Code Compliance Public Works Admin. Public Works Administration Field Operations Cemetery Custodial Services Insurance Worker's Vehicle Technology Compensation Replacement* Replacement* $817 Telephone $3,000 $36,661 $370 $143 $2,503 $1,479 $979 $410 $8,732 $5,245 $7,166 $954 $844 $726 $2,508 $540 $1,437 $2,270 $2,268 $11,975 $9,747 $21,112 $1,656 $1,137 $7,569 $848 $53,278 $2,850 $1,029 $2,292 $3,021 $3,757 $6,182 $34,638 $40,525 $484 $189 $3,134 $498 $854 $1,725 $3,420 $384 $7,452 $1,322 $348 $2,700 $303 $50,735 $10 $14,709 $2,879 $1,215 $92,103 $8,517 $50,865 $2,480 $131 $1,308 $237 $47,359 $5,450 $3,926 $6,491 $1,535 $1,132 $18,540 $6,369 $7,571 $6,930 $3,871 $1,850 $12,362 $2,227 $229 $98 $164 $131 $2,787 $2,772 $5,856 $1,638 $946 $362 $1,879 $598 $5,347 $697 $5,067 $2,575 $9,012 $2,561 $16,074 $4,385 $875 $33 $765 $1,183 $1,942 $10,646 $567 $10,804 $765 $2,223 $3,396 $6,807 $1,064 $16,409 $3,261 $6,896 * Departments within the following funds will contribute at a reduced/discounted rate into the Vehicle or Technology Replacement funds during FY 2006: General Fund, Civic Center Fund, Streets Fund, Airport Fund and General Services Fund. 546 Back to Table of Contents Schedule Nine 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 Office based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Department during the fiscal year. Fund Dept / Program Name Name Field Operations Facilities Management Field Operations Admin. Graffiti Removal Manistee Ranch Maintenance Engineering CIP Administration CIP Construction CIP Design Construction Inspection Engineering Administration Land Development Division Mapping & Records Materials Testing Property Management Special Projects Admin. Utility Inspection Total - General Fund Insurance $32,074 $6,713 $1,148 $40 Worker's Vehicle Technology Compensation Replacement* Replacement* $15,405 $795 $416 $26,247 $418 $1,382 $599 $1,458 $138 $131 $787 $566 $65 $8,539 $2,548 $33,474 $4,848 $9,942 Telephone $20,043 $18,996 $3,075 $10,877 $699 $2,921 $377 $1,537,195 $742,956 $872,678 $37,230 $33,470 $108,325 $37,230 $33,470 $108,325 $8,535 $14,019 $8,535 $14,019 Civic Center Civic Center $5,188 Total - Civic Center $4,902 $2,184 $6,549 $4,686 $5,142 $834 $3,111 $900 $7,128 $3,189 $1,113 $6,861 $2,950 $371 $1,206,097 $562,744 $2,377 $6,399 $4,926 $5,188 $2,377 $6,399 $4,926 $22,588 $8,559 $48,823 $14,584 $4,393 $39,601 Police Spec. Rev. Police Department Patrol - Special Revenue Fund Total - Police Spec. Rev. Fire Spec. Revenue Fire Department Fire - Special Revenue Fund Total - Fire Spec. Revenue Civic Center Streets Field Operations Right-of-Way Maintenance Street Cleaning Street Maintenance $39,952 $63,653 $120,676 $765 $8,010 * Departments within the following funds will contribute at a reduced/discounted rate into the Vehicle or Technology Replacement funds during FY 2006: General Fund, Civic Center Fund, Streets Fund, Airport Fund and General Services Fund. 547 Back to Table of Contents Schedule Nine 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 Office based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Department during the fiscal year. Fund Dept / Program Name Name Transportation Signs & Markings Streetlight Management Traffic Admin. & Engineering Traffic Design and Development Traffic Signals Traffic Studies Transportation Planning Total - Streets Insurance Worker's Vehicle Technology Compensation Replacement* Replacement* $8,938 $27,585 $23,315 $2,126 $19,545 $3,108 $1,409 $9,712 $189 $131 $254 $2,455 $316 $285 $165,996 $16,310 $921 $677 Telephone $1,137 $12,828 $11,996 $11,944 $1,072 $3,885 $1,974 $1,863 $71,920 $255,205 $30,462 $11,996 $22,732 $631 $2,917 $1,935 $15,016 $22,732 $631 $2,917 $1,935 $15,016 $35,493 $25,530 $145 $4,294 $997 $8,391 $2,268 $35,493 $25,675 $5,291 $8,391 $2,268 $23,073 $6,611 $11,681 $13,453 $23,073 $6,611 $11,681 $13,453 Airport Transportation Airport Operations Total - Airport General Services Field Operations Equipment Management Fuel Services Total - General Services Housing Comm. Partnerships Community Housing & Revit. Total - Housing Transportation Engineering Transp. Engineering Program Transportation Dial-A-Ride Fixed Route Intelligent Transportation Sys Traffic Mitigation Transportation Education Transportation Program Mgmt Total - Transportation $71,321 $71,321 $33 $794 $23,844 $936 $612 $33 $140 $221 $1,545 $18,245 $4,968 $4,105 $25,819 $1,267 $3,076 $975 $1,267 $11,358 $22,350 * Departments within the following funds will contribute at a reduced/discounted rate into the Vehicle or Technology Replacement funds during FY 2006: General Fund, Civic Center Fund, Streets Fund, Airport Fund and General Services Fund. 548 Back to Table of Contents Schedule Nine 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 Office based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Department during the fiscal year. Fund Dept / Program Name Name Insurance Worker's Vehicle Technology Compensation Replacement* Replacement* Telephone Telephone Info. Technology Telephones $1,356 $33 Total - Telephone $1,356 $33 Water/Sewer Fund Env. Resources Environmental Resources Water Quality Finance Customer Service Office Utilities Arrowhead Reclamation Plant Public Service Representatives System Security Utilities Administration Utilities Information Mgmt. West Area Plant $599 $2,709 $7,040 $1,514 $1,149 $2,788 $3,215 $189 $1,419 $1,817 $6,408 $6,109 $9,368 $6,488 $4,499 $9,970 $282,561 $380,834 $20,658 $44,623 $283,071 $135,366 $63,307 $18,791 $7,455 $5,723 $2,545 $10,194 $12,533 $3,284 $6,216 $7,376 $4,425 $2,950 $1,531 $63,307 $34,514 $32,227 $16,282 Field Operations Curb Service Loose Trash Service Sanitation Frontload Sanitation Roll-off $93,702 $18,088 $85,317 $6,450 $45,251 $15,603 $22,428 $3,304 $1,530 $2,148 $2,040 $3,590 Total - Sanitation Fund $203,557 $86,586 $5,718 $9,518 $1,210 $1,020 Total - Water/Sewer Fund $380,834 $765 $501 $510 $21,418 $112,682 Landfill Fund Field Operations Landfill MRF Operations Recycling Solid Waste Admin Total - Landfill Fund Sanitation Fund $5,928 Arts Commission Library Arts Maintenance * Departments within the following funds will contribute at a reduced/discounted rate into the Vehicle or Technology Replacement funds during FY 2006: General Fund, Civic Center Fund, Streets Fund, Airport Fund and General Services Fund. 549 Back to Table of Contents Schedule Nine 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 Office based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Department during the fiscal year. Fund Dept / Program Name Name Insurance Worker's Vehicle Technology Compensation Replacement* Replacement* Total - Arts Commission $1,210 Telephone $1,020 Self-Sustaining Fund Parks & Recreation Rec Self Sust-Audio/Visual Rec Self Sust-Central District Rec Self Sust-North District Rec Self Sust-Spec Int Classes Rec Self Sust-Spec Operations $33 $949 $2,132 $333 $84 Total - Self-Sustaining Fund $510 $3,531 $510 Water Sub-Fund Env. Resources Water Conservation Building Safety Cross Connection Control Utilities Central System Control Central System Maintenance Cholla Treatment Plant Customer Service - Field Irrigation Major Maintenance Meter Maintenance Pyramid Peak Plant Water Distribution $435 $1,289 $250 $223 $213 $3,229 $525 $223 $6,162 $1,245 $6,646 $6,215 $652 $801 $3,572 $3,113 $20,530 $5,963 $6,712 $1,746 $23,836 $1,244 $873 $11,179 $6,054 $84,030 $49,584 $146,155 $775 $446 $440 $1,738 $13,453 $10,906 $106,578 $440 $15,191 $117,484 $65 $3,356 $2,772 $111 $2,650 $32,957 $1,020 $876 Total - Water Sub-Fund Sewer Sub-Fund Utilities Pretreatment Program Wastewater Collection Total - Sewer Sub-Fund Stadium Special Rev. Fire Department Stadium -Fire Marshal's Office Building Safety Stadium - Development Services * Departments within the following funds will contribute at a reduced/discounted rate into the Vehicle or Technology Replacement funds during FY 2006: General Fund, Civic Center Fund, Streets Fund, Airport Fund and General Services Fund. 550 Back to Table of Contents Schedule Nine 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 Office based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Department during the fiscal year. Fund Dept / Program Name Name Insurance Worker's Vehicle Technology Compensation Replacement* Replacement* Total - Stadium Special Rev. Total Internal Premiums : $2,556,257 Telephone $2,715 $36,313 $3,792 $987 $1,137,500 $1,601,939 $1,605,208 $781,899 * Departments within the following funds will contribute at a reduced/discounted rate into the Vehicle or Technology Replacement funds during FY 2006: General Fund, Civic Center Fund, Streets Fund, Airport Fund and General Services Fund. 551 Back to Table of Contents Schedule Ten General Staff and Administrative Service Charges Note: The following schedule identifies the general staff and administrative charges which are direct expenses of the Enterprise and certain Special Revenue funds but incurred in other funds. The charges are established by the Budget Office based on the indirect cost allocation model which utilizes various accepted allocation methods. Annual amounts should be charged against departmental operating budgets by the Finance Dept at the beginning of each fiscal year. Charges for Customer Service are paid to the Water/Sewer Fund. Charges for Solid Waste Adminstration are paid to the Lanfill Fund. Fund Dept Program Name Name General Fund Indirect Customer Service Solid Waste Administration Sanitation F/L Transportation Transportation Program Mgmt $783,000 $783,000 Water/Sewer Fund Utilities Administration Utilities Administration $4,247,000 $39,505 $39,505 $4,247,000 Landfill Fund Gas Management System Landfill Landfill MRF Operations Recycling Solid Waste Admin Solid Waste Admin $8,000 $50,000 $375,000 $349,000 $139,000 $267,000 $28,000 $78,000 $1,138,000 Sanitation Fund Curb Service Curb Service Curb Service Loose Trash Service Loose Trash Service Sanitation Frontload Sanitation Frontload Sanitation Frontload Sanitation Roll-off Sanitation Roll-off Total General Staff / Administrative Charges: $68,000 $195,650 $859,000 $191,000 $36,700 $64,000 $107,000 $436,000 $181,000 $1,667,000 $132,000 $30,650 $370,000 $7,835,000 $210,000 $370,000 552 Back to Table of Contents $39,505 Schedule Eleven FY 2005-06 Operating Capital List Fund Dept / Program Name Status Item Description FY 06 Budget General Fund City Clerk Records Management Base Optical Disks $7,685 Finance Finance Administration One-Time Supplemental One-Time Supplemental One-Time Supplemental Cubicles (18) Cabinets & Mail Station Furnishings Finance Administration $108,000 $21,000 $10,500 $139,500 Fire Department Fire Medical Services & Health One-Time Supplemental Rescue Vehicle & Equip. Westgate-Fire Marshal's Office One-Time Supplemental Inspector Vehicle Parks & Recreation Foothills Rec One-Time Supplemental City Furnish & Install $155,000 $20,000 $245,883 Code Compliance Code Compliance One-Time Supplemental Field Operations Graffiti Removal One-Time Supplemental Vehicles $27,000 Equipment (Fully Equipped) $25,000 GENERAL FUND TOTAL ....................................................................... $620,068 Police Spec. Rev. Police Department Patrol - Special Revenue Fund One-Time Supplemental One-Time Supplemental Equipment Radio Shop Equipment Patrol - Special Revenue Fund $211,450 $75,000 $286,450 POLICE SPEC. REV. TOTAL ................................................................. $286,450 553 Back to Table of Contents Schedule Eleven FY 2005-06 Operating Capital List Fund Dept / Program Name Status Item Description FY 06 Budget Streets Field Operations Street Maintenance Base Ongoing Supplemental Ongoing Supplemental One-Time Supplemental Pavement Management Program Pavement Management Program Pavement Management Program Pavement Mgt Prog (from F25) Street Maintenance $892,918 $308,000 $300,000 $750,000 $2,250,918 STREETS TOTAL ..................................................................................... $2,250,918 Housing Comm. Partnerships Community Housing & Revit. Base One-Time Supplemental One-Time Supplemental Street Cleaning Office Equip. - Furn/Carpet Equipment Replacement - Copier Community Housing & Revit. $12,000 $25,000 $15,000 $52,000 HOUSING TOTAL .................................................................................... $52,000 Vehicle Replacement Field Operations Equipment Replacement Base Scheduled Replacements VEHICLE REPLACEMENT TOTAL .................................................... $2,394,433 $2,394,433 Tech. Replacement Info. Technology Technology Replacement Base Equipment Over $5,000 TECH. REPLACEMENT TOTAL .......................................................... 554 Back to Table of Contents $362,687 $362,687 Schedule Eleven FY 2005-06 Operating Capital List Fund Dept / Program Name Status Item Description FY 06 Budget Other Grants Fund Police Department LLEBG 2003 Base Equipment OTHER GRANTS FUND TOTAL .......................................................... $40,000 $40,000 RICO Fund Police Department Federal RICO Base Equipment RICO FUND TOTAL ................................................................................ $10,000 $10,000 Water/Sewer Fund Finance Customer Service Office Base Rcpt & Valid Printer Base Compact P/U $4,400 Utilities System Security WATER/SEWER FUND TOTAL ............................................................ $13,975 $18,375 Landfill Fund Field Operations Landfill Base MRF Operations One-Time Supplemental Misc Equipment (Wireless) $12,000 Fall Protection Equipment $45,000 LANDFILL FUND TOTAL ...................................................................... 555 Back to Table of Contents $57,000 Schedule Eleven FY 2005-06 Operating Capital List Fund Dept / Program Name Status Item Description Base Bin Replacement FY 06 Budget Sanitation Fund Field Operations Sanitation Roll-off SANITATION FUND TOTAL ................................................................. $10,000 $10,000 Court Fund City Court Court Security & Improvements Base Access Control Upgrades COURT FUND TOTAL ............................................................................ $17,000 $17,000 Water Sub-Fund Building Safety Cross Connection Control One-Time Supplemental Vehicle $18,700 Utilities Water Distribution Base One-Time Supplemental One-Time Supplemental One-Time Supplemental Equipment Boom & Dump Bed Truck Purchase Case Back-Hoe Purchase Diesel Powered Light Tower Water Distribution $140,839 $91,386 $66,000 $13,000 $311,225 WATER SUB-FUND TOTAL .................................................................. $329,925 Sewer Sub-Fund Utilities Wastewater Collection Base One-Time Supplemental Improvements Other Than Bldgs Combination Jetter/Vac Truck Wastewater Collection $10,000 $290,000 $300,000 SEWER SUB-FUND TOTAL ................................................................... $300,000 Grand Total: 556 Back to Table of Contents $6,748,856 Schedule Twelve FY 2005-06 Carryover Savings Budgets Fund Dept Program Item Description FY06 Budget General Fund Mayor Office of the Mayor MYAC Grant MYAC Fund Raising $5,000 $3,000 Office of the Mayor $8,000 Council Office Barrel District Small Capital Projects $7,500 Small Capital Projects $7,500 Small Capital Projects $7,500 Small Capital Projects $7,500 Small Capital Projects $7,500 Small Capital Projects $7,500 Archive Writer $9,026 Records Management Archive Writer $7,363 Cactus District Cholla District Ocotillo District Sahuaro District Yucca District City Clerk City Clerk Intergovt. Programs Intergovernmental Programs Special Census $214,926 Non-Departmental Non-Dept - Fund 01 Unbudgeted Carryover Reserve 557 Back to Table of Contents $410,899 Schedule Twelve FY 2005-06 Carryover Savings Budgets Fund Dept Program Item Description FY06 Budget Fire Department Fire Emergency Services Medic School E159 $76,300 Medic School Tuition $23,589 Fire Retirement Medicare $7,569 $1,106 Fire Emergency Services Parks & Recreation Parks & Recreation Admin. Temp Labor (w/ FY05 Sal Svgs) $108,564 $145,000 Res. Infill Housing Res. Infill Housing Incentives Res. Infill Housing Incentives Neighborhood Imp. Gr Neighborhood Improvement Grant N'Hood Imp Grants c/o from CIP $25,000 $545,637 Library Library Books $200,000 Rebates & Incentives Visual Improvement Program VIP Agreements $469,404 GENERAL FUND TOTAL .................................................................................. $2,188,819 Police Spec. Rev. Police Department Patrol - Special Revenue Fund Hiring Cost for New Officers POLICE SPEC. REV. TOTAL ............................................................................ 558 Back to Table of Contents $50,000 $50,000 Schedule Twelve FY 2005-06 Carryover Savings Budgets Fund Dept Program Item Description FY06 Budget HOME Fund Comm. Partnerships HOME Program Replacement Housing Single-Family Rehabilitation $292,665 $158,540 Amer Dream Dwnpymnt Initiative $120,687 Habitat for Humanity HOME Match $100,000 $62,500 Admin. Prof. & Contr'l. $44,717 HOME Program HOME FUND TOTAL ......................................................................................... $779,109 $779,109 C.D.B.G. Comm. Partnerships CDBG Programs Single Family Res Rehab (7341) $468,812 Unprogrammed Funds $265,337 Econ. Dev.-Dwntwn Str (7317) Exterior Improvement (7343) $163,511 $135,993 Rehab Staff (7344) $108,385 In-Fill Housing: CPLC (7348) Neigh. Part.-Catlin Crt (7314) $100,000 $81,500 Comm. Rev.-Dwntwn Redev (8670) $70,000 Vol. Demo Clearance (7312) PREHAB Phase II Faith House $46,783 $30,000 Econ. Dev.-Visual Imprv (7318) Valley of the Sun-Upgrd (7324) $30,000 $30,000 Roof Repair/Replacement (7347) $30,000 Glendale Fam Dev-Roof (7384) Rehab Delivery (7345) $24,000 $19,546 DDS Access Project $16,000 Community Legal Srvcs (7363) $5,000 CDBG Programs $1,624,867 C.D.B.G. TOTAL .................................................................................................. $1,624,867 559 Back to Table of Contents Schedule Twelve FY 2005-06 Carryover Savings Budgets Fund Dept Program Item Description FY06 Budget Streets Field Operations Right-of-Way Maintenance Contractual Maint. Funds $150,000 Transportation Traffic Studies Traffic Mitigation $43,563 STREETS TOTAL ................................................................................................ $193,563 Transportation Transportation Transportation Program Mgmt Financial Reporting $177,724 TRANSPORTATION TOTAL ............................................................................ $177,724 Other Grants Fund Management & Budget Grant Match Pool Fire Grant Match Funds OTHER GRANTS FUND TOTAL ...................................................................... $60,000 $60,000 Water/Sewer Fund Non-Departmental Non-Dept - Fund 50 Unbudgeted Carryover Reserve $500,000 Utilities Utilities Administration Modular Building $200,000 WATER/SEWER FUND TOTAL ....................................................................... 560 Back to Table of Contents $700,000 Schedule Twelve FY 2005-06 Carryover Savings Budgets Fund Dept Program Item Description FY06 Budget Landfill Fund Non-Departmental Non-Dept - Fund 55 Unbudgeted Carryover Reserve LANDFILL FUND TOTAL ................................................................................. $250,000 $250,000 Court Fund City Court Fill the Gap Aztec Wizard $20,541 COURT FUND TOTAL ....................................................................................... $20,541 Sewer Sub-Fund Utilities Wastewater Collection Hydrogen Peroxide $40,000 SEWER SUB-FUND TOTAL .............................................................................. Grand Total: 561 Back to Table of Contents $40,000 $6,084,623 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* General Fund Council Office Council Office Prof. & Contractual Professional Development City Clerk Records Management Office Supplies Advanced Leadership Training Staff Development Training Council Office $5,000 $3,000 $8,000 Shelves & Cabinets $60,000 Outside Agency Increase Increase in Prof. Dev. City Manager $17,350 $10,000 $27,350 City Auditor $1,500 $500 $360 $300 $2,660 Deputy Director Position Travel for Deputy Director Legislative Reports General Retirement Other Benefits- Medical Social Security Cell Phone Charges Computer Equipment Mileage Reimbursement Medicare PC/Tech Repl Chgs Office Supplies Postage Charges Telephone Work Order Charges Duplicating Charges Intergovernmental Programs $85,000 $11,000 $7,263 $7,013 $7,000 $5,270 $2,000 $2,000 $1,500 $1,233 $510 $500 $300 $240 $200 $131,029 City Manager City Manager Prof. & Contractual Professional Development City Auditor City Auditor Professional Development Memberships & Subsc. Cell Phone Charges Office Supplies Professional Development Memberships Cell Phone Charges Office Supplies Intergovt. Programs Intergovernmental Programs Salaries Professional Development Professional Development General Retirement Other Benefits- Medical Social Security Telephone Utilities Equipment Under $5,000 Professional Development Medicare PC/Tech Repl Chgs Office Supplies Postage Charges Telephone Charges Duplicating Charges City Court City Court Hourly Employees Prof. & Contractual * Includes both ongoing and one-time funding Protem Salary Contract Employee 562 Back to Table of Contents $39,480 $26,000 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* City Court City Court Social Security Medicare Social Security Medicare City Court $2,448 $572 $68,500 City Attorney Attorney - Arena/Stadium/Dev. Prof. & Contractual Legal/Economic/Fiscal Fees $475,000 City Attorney Prof. & Contractual Professional Development Professional Development Consultant Fees or Software Professional Development State & County Bar Dues $75,000 $15,000 $1,000 $91,000 City Attorney Marketing and Comm. Cable Communications Contracted Equip Maint. Equipment & Maintenance $150,000 Marketing Salaries Other Benefits- Medical General Retirement Social Security Medicare Web Content Managers Other Benefits- Medical General Retirement Social Security Medicare Marketing $130,000 $14,000 $10,725 $8,060 $1,885 $164,670 Merit & Pay Range Adj - GF General Ret. Increase Police Ret. Increase Fire Ret. Increase Tuition Reimburs/Employee Dev Elected Officials Ret Increase Compensation $4,160,756 $1,100,019 $398,985 $293,983 $25,000 $10,600 $5,989,343 Human Resources Compensation Salaries General Retirement Police Retirement Fire Retirement Organizational Devpt Elected Off. Retire Employee Benefits Other Benefits- Medical Other Benefits- Medical Other Benefits- Medical Prof. & Contractual Employment and Staffing Advertising Employee Physicals * Includes both ongoing and one-time funding Medical Increases Dental Increases Life Benefit Increases Contract HR Specialist Employee Benefits $631,234 $129,600 $30,240 $20,957 $812,031 Job Fair/Exhibit Display Post-Offer Employment Exams Employment and Staffing $5,000 $2,000 $7,000 563 Back to Table of Contents Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Special Projects Adm Spec. Projects Admin Prof. & Contractual Professional Development Office Supplies Other Line supplies Vehicle Allowance Cell Phone Charges Office Equip. Maint. Finance Accounting Services Salaries Other Benefits- Medical General Retirement Social Security Medicare Finance Administration Equipment Equipment Equipment Other Office Suppl. Other Office Suppl. Other Office Suppl. Prof & Contractual Professional Development Office Supplies Other Line Supplies Vehicle Allowance Cell Phone Charges Office Equipment Maintenance Spec. Projects Admin $100,000 $24,000 $8,000 $7,000 $5,000 $4,000 $2,000 $150,000 Reprogram FT Accountant II Other Benefits- Medical General Retirement Social Security Medicare Accounting Services $50,351 $7,000 $4,154 $3,122 $730 $65,357 Cubicles (18) Cabinets & Mail Station Furnishings Filing System Window Buzzer Fax/Copier/Printer Finance Administration $108,000 $21,000 $10,500 $6,000 $3,000 $1,500 $150,000 Capital Lease Payments $173,301 Web/Eservices PeopleSoft Training & Consult. Hansen Maint & Service Equipment, Software & Supply Information Technology $452,148 $120,000 $49,315 $20,000 $641,463 Lease Payments Lease Payments Lease/Purch Int. Info. Technology Information Technology Miscellaneous Software Software Equipment Under $5,000 Management & Budget Grants Administration Salaries Prof. & Contractual Other Benefits- Medical General Retirement Social Security Professional Development * Includes both ongoing and one-time funding Half-Time Secretary Contract for Grant Database Other Benefits- Medical General Retirement Social Security Professional Development 564 Back to Table of Contents $16,537 $5,000 $3,500 $1,364 $1,025 $500 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Management & Budget Grants Administration Software Medicare Telephone Charges Non-Departmental Non-Dept - Fund 01 Equip. Repair & Fuel Software Cost Medicare Secretary Telephone Charges Grants Administration $500 $240 $240 $28,906 Motor Fuels (for GF Depts) $545,757 Overtime Vehicle Maintenance Security Guard Svcs Police Retirement Social Security Medicare Police Administration $425,723 $348,000 $61,320 $59,005 $26,395 $6,173 $926,616 Background Investigators $557,375 Management Assistant Life Safety Services Community Services Special Ops Fire Marshal Inspectors & Arson Invst. Office of the Chief Other Benefits- Medical ASU Inst. for Public Exec. General Retirement Social Security Community Interest Medicare Fire Administration $54,856 $16,000 $15,000 $12,000 $9,410 $8,200 $8,000 $7,000 $4,800 $4,526 $3,401 $1,750 $796 $145,739 RRT Team Captains Academy Overtime Academy Turnouts Other Benefits- Medical Fire Retirement Dispatch & Communications $162,674 $31,121 $30,000 $21,000 $19,224 $16,230 Police Department Police Administration Overtime Equip. Repair & Fuel Prof. & Contractual Police Retirement Social Security Medicare Police Personnel Management Prof. & Contractual Fire Department Fire Administration Salaries Professional Development Professional Development Professional Development Professional Development Professional Development Professional Development Other Benefits- Medical Professional Development General Retirement Social Security Professional Development Medicare Fire Emergency Services Salaries Overtime Turnouts Other Benefits- Medical Fire Retirement Prof. & Contractual * Includes both ongoing and one-time funding 565 Back to Table of Contents Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Fire Department Fire Emergency Services Equip. Repair & Fuel Veh/Equip Repl Chgs Prof. & Contractual Wker's Comp. Premium Prof. & Contractual Other Line supplies Medicare Uniform Allowance Professional Development Fire Medical Services & Health Overtime Overtime Equipment Fire Retirement Overtime Veh/Equip Repl Chgs Equip. Repair & Fuel Medicare Prof. & Contractual Westgate-Fire Marshal's Office Salaries Equipment Prof. & Contractual Overtime Other Benefits- Medical General Retirement Equipment Under $5,000 Social Security Other Line supplies Equip. Repair & Fuel Professional Development Medicare Uniform Allowance Cell Phone Charges Office Supplies Wker's Comp. Premium Heavy Rescue Shop/Fuel Heavy Rescue Vehicle Repl. Academy Fee Workers' Comp Premium Drug Screen, Physicals, Backgr RRT Team Supplies Medicare Uniform Allowance OSHA Training Fire Emergency Services $12,556 $5,400 $4,500 $4,500 $3,075 $2,900 $2,810 $2,250 $1,500 $319,740 Rescue 157 Coverage -12hr/shft Medic School Overtime Rescue Vehicle & Equip. Fire Retirement Overtime Rescue 157 Replacement Rescue 157 Shop/Fuel Medicare MCT Support & Maint. Fire Medical Services & Health $265,539 $235,000 $155,000 $52,548 $29,182 $20,000 $12,556 $7,681 $7,500 $785,006 Fire Inspector Inspector Vehicle Westgate Contract Plan Revw Fire Inspector Overtime Other Benefits- Medical General Retirement Fire Inspector Equipment Social Security Fire Inspector Recruitmt, Supp Fire Inspect. Veh Shop/Fuel Fire Inspector Training Medicare Inspector Uniform Allowance Fire Inspect. Cell Phone Usage Fire Inspector Office Supplies Workers' Comp Premium Westgate-Fire Marshal's Office $44,507 $20,000 $20,000 $10,000 $7,000 $4,497 $3,520 $3,379 $2,000 $1,200 $1,000 $790 $750 $600 $500 $377 $120,120 Parks & Recreation Audio/Visual Salaries Other Benefits- Medical General Retirement * Includes both ongoing and one-time funding Salaries Other Benefits- Medical General Retirement 566 Back to Table of Contents $45,623 $7,000 $3,764 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Parks & Recreation Audio/Visual Social Security Software Equipment Under $5,000 Medicare Telephone Utilities Audio/Visual $2,829 $1,300 $1,206 $662 $300 $62,684 Foothills Rec $245,883 $91,655 $59,949 $55,582 $52,902 $41,600 $23,278 $7,000 $4,586 $3,446 $3,000 $817 $806 $590,504 Park Rangers $55,198 $4,100 $3,422 $800 $63,520 New Parks Water New Parks O&M Water - Wells Fargo Court/Security Lights Electric New Park Line Supplies Water Parks Central District $31,585 $19,969 $6,000 $5,800 $1,840 $1,612 $66,806 Part-Time Mediation Coord $13,500 Library Prof. & Contractual Janitorial Contract $40,700 * Includes both ongoing and one-time funding 567 Foothills Rec Equipment Hourly Employees Utilities Salaries Other Line supplies Prof. & Contractual Bldg. Maintenance/Repair Other Benefits- Medical General Retirement Social Security PC/Tech Repl Chgs Insurance Premium Medicare Park Rangers Hourly Employees Other Line supplies Social Security Medicare Parks Central District Utilities Prof. & Contractual Electricity Other Line supplies Utilities Comm. Partnerships Community Partnerships Prof. & Contractual Social Security Star Dwaw Standard Desktop PC Medicare Telphone Charges City Furnish & Install Temp Rec & Aquatic Staff Utilities Recreation Supervisor Rec & Aquatic Ctr. Supplies Prof & Contractual Maintenance Other Benefits- Medical General Retirement Social Security PC/Tech Repl Chgs Insurance Premium Medicare Park Ranger P.T. Line Supplies Social Security Medicare Library Back to Table of Contents Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Community Dev Admin CD Deputy City Manager Bldg. Maintenance/Repair Professional Development Renovations to Conf Rm 2A Increase Professional Dev CD Deputy City Manager $50,000 $2,500 $52,500 Air Card Charges Maintenance IVR Building Safety $13,500 $4,300 $17,800 Salary Contractual Services Salaries Other Benefits- Medical General Retirement Social Security Vehicle Maintenance Overtime Medicare Air Card Charges Training Cell Phone Charges Electricity Risk Management Premium Other Utilities Uniform Allowance Office Supplies Cleaning Services Workers' Comp Premium Monthly Desk Phone Charges Monthly Telephone Charges Westgate-Bldg Safety Rvw/Insp. $400,273 $250,000 $98,243 $70,000 $41,915 $31,497 $11,340 $9,500 $7,371 $7,000 $6,000 $5,600 $4,000 $3,522 $3,000 $1,925 $1,400 $1,200 $1,132 $450 $300 $955,668 Travel & Esentials 2007 Super Bowl Booth - Market Super Bowl $65,000 $20,000 $85,000 Building Safety Building Safety Cell Phone Charges Prof. & Contractual Westgate-Bldg Safety Rvw/Insp. Salaries Prof. & Contractual Salaries Other Benefits- Medical General Retirement Social Security Equip. Repair & Fuel Overtime Medicare Cell Phone Charges Professional Development Cell Phone Charges Electricity Insurance Premium Other Utility Exp. Uniform Allowance Office Supplies Bldg. Maintenance/Repair Wker's Comp. Premium Telephone Utilities Telephone Utilities Economic Development Super Bowl Professional Development Prof. & Contractual Rebates & Incentives Rebates & Incentives Prof. & Contractual Economic Development Incentive Redevelopment Land Acquisition Prof. & Contractual Re-Dev Property Acquistion * Includes both ongoing and one-time funding 568 Back to Table of Contents $500,000 $3,000,000 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Rebates & Incentives Visual Improvement Program Prof. & Contractual Property Improvement $150,000 Code Compliance Code Compliance Salaries Salaries Equipment Other Benefits- Medical Cell Phone Charges General Retirement Social Security Equipment Under $5,000 Software Vehicle Supp & Maint Advertising Equipment Under $5,000 Equipment Under $5,000 Software Equipment Under $5,000 Veh/Equip Repl Chgs PC/Tech Repl Chgs Medicare Equipment Under $5,000 Equipment Under $5,000 Equipment Under $5,000 Equipment Under $5,000 Office Supplies Equipment Under $5,000 Other Line supplies Telephone Charges Postage Cell Phone Charges Equipment Under $5,000 Equipment Under $5,000 Vehicle Supp & Maint Uniforms Telephone Charges Equipment Under $5,000 Telephone Charges Other Line supplies Prof. & Contractual Equipment Under $5,000 Telephone Charges Uniforms * Includes both ongoing and one-time funding Code Compliance Inspectors Secretary Vehicles Other Benefits- Medical Wireless Connection Airtime General Retirement Social Security Laptop Computers Hansen Software Licenses Vehicle Fuel-Maintenance Recruitment Advertising Desks with Return Cubicles Hansen Software License Desktop Computer Veh/Equip Repl Chgs PC/Tech Repl Chgs Medicare Desk with Return Lights Chairs & Guest Chairs Wireless Connection Cards Office Supplies Toolboxes CO's, Brochures, Other Telephone Chargeback Postage Cell Phone Charges Chair & Guest Chair Digital Cameras Decals City Logo Shirts (5) Display Phones Computer Stands Display Phone Interview Materials Background Check Cell Phones Air Card Charges City Logo Shirts (2) 569 Back to Table of Contents $80,000 $30,000 $27,000 $21,000 $10,550 $9,075 $6,820 $6,800 $5,000 $4,000 $3,000 $3,000 $2,750 $2,500 $2,200 $2,000 $1,725 $1,595 $1,500 $1,500 $1,400 $1,100 $1,100 $1,000 $1,000 $900 $800 $720 $700 $600 $600 $450 $400 $400 $350 $300 $300 $200 $160 $100 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Code Compliance Code Compliance Equipment Under $5,000 Assembly Code Compliance $50 $234,645 Field Operations Custodial Services Prof. & Contractual Facilities Management Bldg. Maintenance/Repair Landscape Maint. Sanitation Charge Insurance Premium Prof. & Contractual Electricity Telephone Charges Bldg. Maintenance/Repair Utilities Other Line supplies Landfill Charge Prof. & Contractual Natural Gas Graffiti Removal Salaries Equipment Other Benefits- Medical Other Line supplies Equipment Under $5,000 Equip. Repair & Fuel General Retirement Social Security Veh/Equip Repl Chgs Medicare Cell Phone Charges Right-of-Way Maintenance Electricity Other Line supplies Engineering O&M Downtown Building Prof. & Contractual Custodial - Wells Fargo $40,000 O&M - Wells Fargo Landscape Maint. & Repair Bldg. & Property Clean Up Insurance: Fire & Liability Security Fence Rental SRP Electric Utility Charges QWEST Chargers (two 1FB's) Bldg. Maint. Vandalism Water & Sewer Utility Charges Material & Supplies Landscape Refuse Fire Alarm System Maint & Mon Southwest Gas Utility Charges Facilities Management $66,000 $7,500 $5,000 $5,000 $3,600 $2,400 $1,200 $1,200 $1,200 $1,200 $1,000 $600 $600 $96,500 Salaries Equipment (Fully Equipped) Other Benefits- Medical Line Supplies Spray Rig & Maint Parts Equipment Repair & Fuel General Retirement Social Security Veh/Equip Repl Chgs Medicare Cell Phone Charges Graffiti Removal $35,000 $25,000 $7,000 $6,000 $4,800 $4,500 $2,888 $2,170 $1,500 $508 $480 $89,846 Electricity Landscape Maintenance Right-of-Way Maintenance $2,947 $1,003 $3,950 Operating Expenses Property Management * Includes both ongoing and one-time funding 570 Back to Table of Contents $161,044 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Engineering Property Management Salaries Salaries Other Benefits- Medical General Retirement Social Security Medicare Westgate-Engineering Rvw/Insp Prof. & Contractual Property Agent - Year 1 Property Agent - Year 2 Other Benefits- Medical General Retirement Social Security Medicare Property Management $46,210 $46,210 $14,000 $7,624 $5,730 $1,340 $121,114 Contract Inspection Services $500,000 GENERAL FUND TOTAL ................................................................................................... $19,441,744 Police Spec. Rev. Police Department Patrol - Special Revenue Fund Equipment Equipment Professional Development Equipment Under $5,000 Professional Development Equipment Under $5,000 Equipment Under $5,000 Software Range Supplies Software Supp. for New Offcrs Other Line supplies Other Line supplies Software Equipment Radio Shop Equipment Professional Development Equipment for Special Events Homeland Security Prev. Prog. Ballistic Shields Equipment for Range Inmate Management Software Glock Replacement GIS Mapping Interface Laser Speed Devices Radio Shop Supplies Headset and Headset Equipment Inmate System Support/Main Patrol - Special Revenue Fund $211,450 $75,000 $70,000 $60,000 $40,000 $29,900 $23,500 $20,000 $14,250 $12,500 $9,900 $7,500 $3,500 $2,000 $579,500 POLICE SPEC. REV. TOTAL ............................................................................................. $579,500 Civic Center Civic Center Civic Center Contracted Landscape Mnt. Professional Landscape Service CIVIC CENTER TOTAL ...................................................................................................... * Includes both ongoing and one-time funding 571 Back to Table of Contents $25,000 $25,000 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Streets Field Operations Right-of-Way Maintenance Veh/Equip Repl Chgs Street Maintenance Imp. - Non Bldg. Imp. - Non Bldg. Veh/Equip Repl Chgs VR Charges (CIP #8208) $8,500 Pav. Mgmt System (from F25) Pavement Management Program VR Charges (CIP #8079) Street Maintenance $750,000 $608,000 $11,375 $1,369,375 Transportation Traffic Signals Other Line supplies Other Line supplies New Intersections (3) CIP O&M Traffic Signals $300,000 $15,000 $315,000 STREETS TOTAL ................................................................................................................. $1,692,875 General Services Field Operations Equipment Management Prof. & Contractual Car Wash Supplies & Svc Equipment Maint. Other Office Suppl. Fuel Services Motor Fuels Prof & Contractual Car Wash Supplies & Svs Equipment Maintenance Tool Reimb. & Small Tools Equipment Management Motor Fuels (Gas & Diesel) GENERAL SERVICES TOTAL ........................................................................................... $233,078 $70,000 $12,000 $7,750 $322,828 $1,212,794 $1,535,622 Housing Comm. Partnerships Community Housing & Revit. Equipment Prof. & Contractual Equipment Office Equip. - Furn/Carpet Prof & Contractual Equipment Replacement - Copier Community Housing & Revit. $25,000 $22,000 $15,000 $62,000 HOUSING TOTAL ................................................................................................................ $62,000 * Includes both ongoing and one-time funding 572 Back to Table of Contents Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Transportation Transportation Dial-A-Ride Hourly Employees Equip. Repair & Fuel General Retirement Social Security Medicare Fixed Route Prof. & Contractual Other Line supplies Equip. Repair & Fuel Other Line supplies Intelligent Transportation Sys Salaries Other Line supplies Other Benefits- Medical General Retirement Social Security Medicare Traffic Signals Electricity Hourly Employee Pay Equipment Repair & Fuel General Retirement Social Security Medicare Dial-A-Ride $54,244 $21,200 $4,475 $3,363 $787 $84,069 Fixed Route $100,000 $8,000 $5,200 $3,750 $116,950 Traffic Signal Technician II Equipment Maintenance Other Benefits- Medical General Retirement Social Security Medicare Intelligent Transportation Sys $38,354 $21,300 $7,000 $3,164 $2,378 $556 $72,752 Taxi-subisdy Program Equipment Maintenance Equipment Repair & Fuel Shelter Maintenance Electricity for Signals (6322) $5,000 Landscape Maintenance Electricity Building Maintenance Water Transportation Program Mgmt $5,361 $2,560 $500 $440 $8,861 TRANSPORTATION TOTAL .............................................................................................. $287,632 Transportation Program Mgmt Other Line supplies Electricity Bldg. Maintenance/Repair Utilities Vehicle Replacement Field Operations Equipment Replacement Veh/Equip Repl Chgs Veh/Equip Repl Chgs Increase VEHICLE REPLACEMENT TOTAL ................................................................................. * Includes both ongoing and one-time funding 573 Back to Table of Contents $725,722 $725,722 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Tech. Replacement Info. Technology Technology Replacement PC/Tech Repl Chgs Technology Repl Rate Increase TECH. REPLACEMENT TOTAL ....................................................................................... $832,066 $832,066 CAP Grant Fund Comm. Action Program Community Action Program Salaries Other Benefits- Medical General Retirement Social Security Medicare Half-Time Office Assist-C.A.P. Other Benefits- Medical General Retirement Social Security Medicare Community Action Program $14,985 $3,500 $1,236 $929 $217 $20,867 CAP GRANT FUND TOTAL ................................................................................................ $20,867 Water/Sewer Fund Finance Customer Service Office Salaries Other Benefits- Medical Equipment Under $5,000 General Retirement Social Security Prof. & Contractual Medicare PC/Tech Repl Chgs Professional Development Utilities Arrowhead Reclamation Plant Equipment Maint. Equipment Maint. Equipment Maint. Equipment Maint. Utilities Administration Salaries Other Benefits- Medical General Retirement Social Security * Includes both ongoing and one-time funding Senior Customer Service Assist Other Benefits- Medical Office Equipment General Retirement Social Security Related Hiring Expenses Medicare PC/Tech Repl Chgs Professional Development Customer Service Office $35,624 $7,000 $4,100 $2,939 $2,209 $793 $517 $510 $500 $54,192 Basin Cover Modifications Activated Carbon Replacement UV Disinfection System Maint. Repairs to Clarifiers Arrowhead Reclamation Plant $80,000 $70,000 $68,464 $60,000 $278,464 Management Assistant, Sr Other Benefits- Medical General Retirement Social Security 574 Back to Table of Contents $59,851 $7,000 $4,938 $3,711 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Utilities Utilities Administration Medicare Utilities Information Mgmt. Prof. & Contractual Office Equip. Maint. West Area Plant Overtime Prof. & Contractual General Retirement Social Security Medicare Medicare Utilities Administration $868 $76,368 Software Warranty Contracts Increased Hardware Purchases Utilities Information Mgmt. $63,000 $9,000 $72,000 Overtime for WA training NAUSF General Retirement Social Security Medicare West Area Plant $55,000 $47,680 $4,538 $3,410 $798 $111,426 WATER/SEWER FUND TOTAL ......................................................................................... $592,450 Landfill Fund Field Operations Landfill Contracted Temp. Help Salaries Other Benefits- Medical Overtime General Retirement Social Security Medicare Uniforms Uniform Allowance Reclass to Service Worker 1 Service Worker 1 Other Benefits- Medical Overtime General Retirement Social Security Medicare Uniform Rental Uniform Allowance Landfill MRF Operations Contracted Temp. Help Equipment Contracted Equip Maint. Other Line supplies Other Line supplies Contract Engineering Recycling Prof. & Contractual 3rd Party Day Temps Fall Protection Equipment Contract - Equipment Repair Screen Discs Baling Wire Design and Certification MRF Operations Recycling Container Labels LANDFILL FUND TOTAL ................................................................................................... * Includes both ongoing and one-time funding 575 Back to Table of Contents ($45,626) $29,970 $7,000 $3,000 $2,720 $2,044 $479 $338 $75 $0 $95,500 $45,000 $20,000 $12,000 $10,000 $5,000 $187,500 $37,000 $224,500 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Sanitation Fund Non-Departmental Non-Dept - Fund 57 Equip. Repair & Fuel Motor Fuels (Sanitation Res.) $363,838 Field Operations Curb Service Salaries Equip. Repair & Fuel Other Benefits- Medical General Retirement Social Security Medicare New Side Loader Operator Equipment Repair & Fuel Other Benefits- Medical General Retirement Social Security Medicare Curb Service $34,513 $20,500 $7,000 $2,847 $2,140 $500 $67,500 SANITATION FUND TOTAL .............................................................................................. $431,338 Self-Sustaining Fund Parks & Recreation Rec Self Sust-Central District Salaries Hourly Employees Other Line supplies Other Benefits- Medical Social Security General Retirement Prof. & Contractual Medicare Sunset Ridge PM Program Part Time Temporary Staff Recreation Supplies Other Benefits- Medical Social Security General Retirement Prof & Contractual Medicare Rec Self Sust-Central District $34,752 $30,000 $10,000 $7,000 $4,015 $2,867 $1,500 $939 $91,073 SELF-SUSTAINING FUND TOTAL ................................................................................... $91,073 Risk Mgmt Trust Fund Human Resources Risk Mgmt. Trust Fund Prof. & Contractual Premium Increases RISK MGMT TRUST FUND TOTAL ................................................................................. $200,000 $200,000 Water Sub-Fund Env. Resources Water Conservation Miscellaneous Salaries * Includes both ongoing and one-time funding Rebate Program Water Conservation Prog. Asst. 576 Back to Table of Contents $45,000 $38,500 Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Env. Resources Water Conservation Promotion/Publicity Other Benefits- Medical General Retirement Social Security Equipment Under $5,000 Professional Development Medicare Cell Phone Charges Office Supplies PC/Tech Repl Chgs Equipment Under $5,000 Promotion/Publicity Other Benefits- Medical General Retirement Social Security Computer Professional Development Medicare Cell Phone Charges Office Supplies PC/Tech Repl Chgs Phone Water Conservation $25,000 $7,000 $3,176 $2,387 $1,950 $1,000 $558 $500 $250 $250 $200 $125,771 Salaries Vehicle Other Benefits- Medical General Retirement Office Furniture Social Security Postage Laptop Computer Vehicle Maintenance Hansen User License Training Veh/Equip Repl Chgs Overtime Air Card Charges Recruitment Cell Phone Charges Medicare Code Books Uniform Allowance PC/Tech Repl Chgs Office Supplies Multi-User License w/ Tech Cell Phone Desk Telephone Charges Desk Phone Cross Connection Control $44,507 $18,700 $7,000 $3,755 $3,000 $2,821 $2,000 $1,800 $1,620 $1,500 $1,400 $1,300 $1,000 $1,000 $900 $800 $660 $600 $550 $525 $400 $340 $250 $200 $200 $96,828 Electricity $75,000 Building Safety Cross Connection Control Salaries Equipment Other Benefits- Medical General Retirement Other Line supplies Social Security Postage Equipment Under $5,000 Equip. Repair & Fuel Software Professional Development Veh/Equip Repl Chgs Overtime Cell Phone Charges Prof. & Contractual Cell Phone Charges Medicare Other Line supplies Uniform Allowance PC/Tech Repl Chgs Office Supplies Software Equipment Under $5,000 Telephone Utilities Equipment Under $5,000 Utilities Central System Control Electricity * Includes both ongoing and one-time funding 577 Back to Table of Contents Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Utilities Cholla Treatment Plant Prof. & Contractual GAC Filter Media for 6 Filters $800,000 Plant Operations Supervisor Sr. Plant Operator Other Benefits- Medical General Retirement Social Security Overtime Sr Op Medicare Major Maintenance $55,582 $45,623 $14,000 $8,555 $6,430 $2,500 $1,504 $134,194 Boom & Dump Bed Truck Purchase Case Back-Hoe Purchase Veh/Equip Repl Chgs Diesel Powered Light Tower Water Distribution $91,386 $66,000 $18,000 $13,000 $188,386 WATER SUB-FUND TOTAL ............................................................................................... $1,420,179 Major Maintenance Salaries Salaries Other Benefits- Medical General Retirement Social Security Overtime Medicare Water Distribution Equipment Equipment Veh/Equip Repl Chgs Equipment Sewer Sub-Fund Utilities SROG (91st Av) Plant Prof. & Contractual Wastewater Treatment Costs $883,873 Wastewater Collection Prof. & Contractual Equipment Salaries Veh/Equip Repl Chgs Prof. & Contractual Prof. & Contractual Other Benefits- Medical Other Line supplies Equip. Repair & Fuel General Retirement Utilities Social Security Other Line supplies Other Line supplies Utilities Medicare Electricity Professional Development Contractual work and chemicals Combination Jetter/Vac Truck Utility System Tech, I Veh/Equip Repl Chgs Increase in Chemicals Chemicals & Contractual Work Other Benefits- Medical Line Supplies Fuel & Equipment Charges General Retirement Increase in Utility Charges Social Security Additional Line Suppies Additional Line Supplies Increase in Utilities Medicare Increase in Electricity Seminars & Conferences $400,000 $290,000 $106,872 $40,000 $40,000 $22,000 $21,000 $12,000 $10,000 $8,817 $7,000 $6,627 $6,084 $6,000 $5,000 $1,551 $800 $600 * Includes both ongoing and one-time funding 578 Back to Table of Contents Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Utilities Wastewater Collection Insurance Premium Electricity Increase in Insurance Premium Increase in Electrical Charges Wastewater Collection $440 $411 $985,202 SEWER SUB-FUND TOTAL ................................................................................................ $1,869,075 Stadium Special Rev. Fire Department Stadium -Fire Marshal's Office Salaries Prof. & Contractual Other Benefits- Medical Overtime General Retirement Social Security Equip. Repair & Fuel Professional Development Equipment Under $5,000 Veh/Equip Repl Chgs Uniform Allowance Medicare PC/Tech Repl Chgs Office Supplies Cell Phone Charges Telephone Charges Wker's Comp. Premium Contract Inspector Salaries Contract Plans Review Other Benefits- Medical Inspector & Clerical Overtime General Retirement Social Security Inspector Vehicle Shop/Fuel Inspector Training Inspector Equipment Inspector Vehicle Replacement Inspector Uniform Allowance Medicare PC/Tech Repl Chgs Inspector Office Supplies Inspector Cell Phone Usage Inspector Office Phone Chrg Workers' Comp Premium Stadium -Fire Marshal's Office $87,690 $25,000 $11,396 $11,328 $8,169 $6,139 $2,400 $2,000 $1,800 $1,678 $1,500 $1,436 $1,386 $1,000 $960 $111 $65 $164,058 Salaries Struct Plan Review-Consultant Other Benefits- Medical General Retirement Social Security Senior Inspector OT Veh/Equip Repl Chgs Vehicle Maintenance Overtime Air Card Charges Medicare Cell Phone Charges Training Uniform Allowance Workers' Comp Premium $602,797 $100,000 $77,000 $52,207 $39,234 $20,000 $16,478 $16,200 $10,000 $10,000 $9,176 $8,000 $6,000 $2,750 $2,650 Building Safety Stadium - Development Services Salaries Prof. & Contractual Other Benefits- Medical General Retirement Social Security Overtime Veh/Equip Repl Chgs Equip. Repair & Fuel Overtime Cell Phone Charges Medicare Cell Phone Charges Professional Development Uniform Allowance Wker's Comp. Premium * Includes both ongoing and one-time funding 579 Back to Table of Contents Schedule Thirteen FY 2005-06 Supplemental Budget Items Fund Dept Program Account Description FY06 Budget* Building Safety Stadium - Development Services Telephone Charges Office Supplies PC/Tech Repl Chgs Engineering Stadium - Engineering Rvw/Insp Prof. & Contractual Telephone Charges Office Supplies PC/Tech Repl Chgs Stadium - Development Services $876 $600 $510 $974,478 Contract Inspection Services $500,000 STADIUM SPECIAL REV. TOTAL .................................................................................... Grand Total: * Includes both ongoing and one-time funding 580 Back to Table of Contents $1,638,536 $31,670,179 7ff[dZ_n InApril2005,thenationÕstophotelier, JohnQ.Hammons,announcedplanstobuild aprivatelyÞnanced,320-room, four-diamondMarriottRenaissanceHotelandSpa, withaprojectedopeningoffall2006. TheadditionofthisluxurypropertynexttotheGlendale Arenawillmorethandoublethecurrentnumber ofhotelroomsinGlendaleandbegintomeetthe demandforluxurypropertiesintheWestValley. City of Glendale Miscellaneous Statistics MISCELLANEOUS STATISTICS Population Distribution: School Enrollment: Male Female Total Enrolled Age Group Under 5 9,587 4.38 8,975 4.10 18,562 Enrolled in School: 5-17 yrs. 24,246 11.08 23,054 10.54 47,300 Nursery School or Preschool 3,735 5.68 18-21 yrs. 7,411 3.39 6,469 2.96 13,880 Kindergarten 3,854 5.86 # % # % # Population 3 & Older # % 65,736 - 22-24 yrs. 5,151 2.35 4,587 2.10 9,738 Elementary School (Grades 1-8) 29,724 45.22 25-39 yrs. 26,453 12.09 25,855 11.82 52,308 High School (grades 9-12) 13,364 20.33 40-64 yrs. 29,872 13.65 30,973 14.16 60,845 College of Graduate School 15,059 22.91 65-74 yrs. 4,016 1.84 4,753 2.17 8,769 75-84 yrs. 1,922 0.88 3,556 1.63 5,478 85 & Over 510 0.23 1,422 0.65 1,932 109,168 49.89 109,644 50.11 218,812 Total Educational Attainment: Attained Education Population 25 yrs & over Household Income: # % % - 8,714 6.71 9th to 12th grade, no diploma 14,195 10.93 High School Graduate (and equivalent) 33,278 25.61 37,082 28.54 Less than 9th Grade Households in Range Income # 129,927 Total Households 75,697 - < 10,000 5,590 7.38 Some college, no degree 10,000 to 14,999 4,130 5.46 Associate Degree 9,418 7.25 15,000 to 24,999 9,491 12.54 Bachelor's Degree 18,058 13.90 25,000 to 34,999 9,476 12.52 Graduate or Professional Degrees 35,000 to 49,999 13,223 17.47 Percent high school graduate or higher 82.37 50,000 to 74,999 16,426 21.70 Percent bachelor’s degree or higher 20.97 75,000 to 99,999 8,810 11.64 100,000 to 149,999 6,380 8.43 150,000 to 199,999 1,260 1.66 911 1.20 >= 200,000 Median Household Income: $45,015 Median Monthly Owner Cost w/ Mortgage: $1,084 Median House Value: $118,600 Occupational Distribution: Employed Occupation # % Total Employed (16 yrs & over) 103,474 - Management, professional and related 32,508 31.42 Service 14,678 14.19 Sales and office 31,209 30.16 396 0.38 Farming, fishing & forestry Construction, extraction & maintenance 12,357 11.94 Production, transportation & material moving 12,326 11.91 * Unemployed Rate: 5.00% 581 Back to Table of Contents 9,182 7.07 City of Glendale Miscellaneous Statistics MISCELLANEOUS STATISTICS Year Founded: 1892 Elections: Number of votes cast: Last general election May 2004 Last Citywide Special Election May 2005 Date of Incorporation: June 19, 1910 Form of Government: Council/City Manager 7,444 6,635 Percentage of registered voters voting in: Last general election May 2004 9.17% Last Citywide Special Election May 2005 7.07% County: Maricopa Elevation: 1152 Ft. Building Permits: Number Fiscal Year 1999 8561 2000 7925 2001 6944 2002 5439 2003 6299 2004 4819 2005* 5126 * Through March of 2005. Annexed Area in Sq. Miles: Total Annexed 1910 1.01 1910-1969 15.82 16.83 1970-1979 23.11 39.94 1980-1989 10.15 50.09 1990-1998 4.51 54.60 1999-2000 .63 55.23 2001-2002 .36 55.59 2003 .85 56.44 2004 .06 56.50 2005* * In process, total area if all annexable area was brought into the city: 91 Sq. Miles. Value of Buildings $333,138,095 $292,105,521 $287,722,622 $219,539,420 $327,352,955 $359,027,305 $423,827,363 Parks and Recreation (as of March 2005): Number of Neighborhood Parks 57 Total Park Acreage 2105 Playgrounds 57 Ramadas 47 Tennis Courts 38 Basketball Courts 45 Volleyball Courts 39 Soccer Fields 25 Ball Fields 42 Swimming Pools 7 Sports Complexes 3 Community Parks 6 Group Ramadas 7 Area Lights 1329 Park Benches 474 Drinking Fountains 127 Barbeques 230 Picnic Tables 570 Miles of Trails 41.5 Feet of Multiuse Walkways 406,898 Population: 1970 36,228 1980 97,172 1985 (Special Census) 122,392 1990 (Census) 148,134 1995* (Special Census) 182,615 2000 219,705 2001 224,703 2002 227,763 2003 231,288 2004 233,281 * All population numbers 1995 and after include the population of Luke AFB. City Authorized Staffing as of July 1, 2005: Full-time 1,873.00 Part-time 43.01 Total authorized FTE’s 1,916.01 582 Back to Table of Contents City of Glendale Miscellaneous Statistics Library (as of June 2004): Number of Libraries Cardholders Annual Circulation Number if Items Main Library Foothills Branch Velma Teague Branch Total Items Water Utilities (for CY 2004): Number of Active Customers 58,710 Miles of System (lines) 750 Annual Consumption 13.3 M Gal Avg. gallons/user/month 18.8 K Gal Avg. gallons/user/year 226.0 K Gal Available Storage Capacity 50.0 M Gal Avg. Treatment Plan Capacities Cholla 22.0 MGD Pyramid Peak 26.0 MGD Avg. Daily Water Produced 45.0 M Gal *Glendale provides 1,000 gallons of quality drinking water for less than a gallon of milk: $1.32 per 1,000 gallons of water. 3 111,242 2,548,812 296,433 188,059 115,666 581,748 Fire Protection (for CY 2004): Number of Stations 8* Employees 234 (209 sworn) Avg. Response Time 4.467 Min. Number of Calls EMS 22,022 Fire 4,992 Miscellaneous 2,055 Special Operations 294 Total Calls 29,363 * A 9th station is due to open in summer of 2005 Wastewater Utilities (for CY 2004): Number of Active Customers 55,239 Miles of Collection Lines 659 Avg. Treatment Plant Capacities WAWRF 7.0 MGD Arrowhead 2.9 MGD Annual Wastewater Treated 3.6 B Gal Police Protection (for CY 2004): Number of Stations 3 Employees 371 Calls Processed* 588,731 Citations Issued in FY 2004 DUI 1,061 Other Violations 4,610 Serious Violations 397 Criminal Traffic FTA 714 Civil Traffic 28,288 Misdemeanor Non-Traffic 5,712 Total Citations Issued 40,782 Avg. Personnel Per Shift 25 Vehicular Patrol Units** 99 Number of Reserves 4 *Includes incoming, outgoing and 911 calls **Marked by lights/sirens and uniformed patrol officers Transportation (as of June 2004): Miles of Streets Maintained Arterial Secondary (1/2 Mile Streets) Collector (1/4 Miles Streets) Local Alleys Unpaved Total Sanitation Utilities (FY through April 2005): Number of Active Customers 53,645 Tonnage Processed Residential 103,981 Commercial 144,428 Recycle 27,030 Total 275,439 98.0 64.0 89.0 440.0 18.2 0.0 709.2 Sources: Various City of Glendale Department Records U.S. Census 583 Back to Table of Contents City of Glendale Budget Acronyms ACRONYMS A ACDC Arizona Canal Diversion Channel ADEQ Arizona Department of Environmental Quality AFB Air Force Base AMFP Arizona Municipal Financing Program AWRF Airport Water Reclamation Facility B BofA Bank of America C CAFR Comprehensive Annual Financial Report CAP Community Action Program CD Community Development CDBG Community Development Block Grant CFD Community Facilities Districts CIP Capital Improvement Project CMAQ Congestion, Mitigation and Air Quality Grants COLA Cost of Living Adjustment COPS Community-Oriented Policing Services CPI Consumer Price Index CPI-U Consumer Price Index for Urban Users CTOC Citizen's Transportation Oversight Commission CW Citywide CY Calendar Year D DIF Development Impact Fees E EMS Emergency Medical Services EOC Emergency Operations Center EPA Environmental Protection Agency F FAA Federal Aviation Administration FT Full Time FTA Federal Transit Administration FTE Full Time Equivalent FY Fiscal Year 584 Back to Table of Contents City of Glendale Budget Acronyms G GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board GF General Fund GFOA Government Finance Officers Association GIS Geographic Information System G.O. General Obligation GO! Glendale Onboard H HOA Homeowners Association HOV High Occupancy Vehicle HR Human Resources HUD Department of Housing and Urban Development HURF Highway User Revenue Fund I IGA Intergovernmental Agreement IGP Intergovernmental Programs Department IT Information Technology IVR Interactive Voice Response L LID Local Improvement Districts LLEBG Local Law Enforcement Block Grant LTAF Local Transportation Assistance Fund M MAG Maricopa Association of Governments MGD Million Gallons per Day MPC Municipal Property Corporation N NFL National Football League NFPA National Firefighter Protection Association NHL National Hockey League O O&M Operational and Maintenance OSHA Occupational Safety and Health Administration P P&R Park & Ride PC Personal Computer 585 Back to Table of Contents City of Glendale Budget Acronyms R RICO Racketeer Influenced and Corrupt Organizations RPTA Regional Public Transportation Authority S SROG Sub-Regional Operating Group SRP Salt River Project T TMC Traffic Management Center V VOCA Victims of Crime Act W WIFA Water Infrastructure Finance Authority WRF Water Reclamation Facility WTP Water Treatment Plant WWTP Wastewater Treatment Plant 586 Back to Table of Contents City of Glendale Budget Glossary GLENDALE BUDGET DOCUMENT GLOSSARY The City of Glendale designed the Annual Budget to offer citizens and staff an understandable and meaningful budget document. This glossary provides assistance to those unfamiliar with budgeting terms and specific terms related to the Glendale financial planning process. full faith, credit, and taxing power of the municipality. Revenue Bond: This type of bond is secured by the revenues from a specific source such as gas taxes or water revenues. A ADOPTION: A formal action taken by the City Council which sets the spending limits for the fiscal year. APPROPRIATION: An authorization made by the City Council which permits the city to incur obligations and expend resources. C CAPITAL BUDGET: The appropriation of bonds or operating revenue for improvements to city facilities which may include buildings, streets, water and sewer lines, and parks. ASSESSED VALUATION: A valuation placed upon real estate or other property by the County Assessor and the state as a basis for levying taxes. CARRYOVER: Year-end savings that can be carried forward to cover any onetime expenses such as supplies, equipment, or special contracts. B BASE BUDGET: Ongoing expenses for personnel, contractual services, and the replacement of supplies and equipment to maintain service levels for each program as authorized by the City Council. D DEBT RATIO: Total debt divided by total assets. Computed by Finance, and Budget and Research staff to assess fiscal health, internal controls, etc. 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. DEBT SERVICE: Principal and interest payments on outstanding bonds. General Obligation (GO) Bond: This type of bond is secured by the DEVELOPMENT IMPACT FEE: Fees requiring new development to cover the increased cost to the city of providing new 587 Back to Table of Contents City of Glendale Budget Glossary infrastructure when they construct new residential and commercial developments. 20 hours per week would be equivalent to a 0.5 FTE. E FUND: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. ENCUMBRANCE: The formal accounting recognition of commitments to expend resources in the future. 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. EXPENDITURE: Represents a decrease in fund resources. EXPENDITURE LIMITATION: An amendment to the Arizona State Constitution which limits annual expenditures of all municipalities. The Economic Estimates Commission uses actual payments of local revenues for FY 1979-80 as the base limit and adjusts annually for population growth and inflation. All municipalities have the option of Home Rule that requires voters to approve a four-year expenditure limit based on revenues received. Glendale citizens have approved the Home Rule Option since the inception of the expenditure limitation. G GOAL: A general and timeless statement created with a purpose based on the needs of the community. GROUP: Administrative groups that consist of a number of departments and divisions that provide services. These groups include Administrative Services, Community Development, Public Works, and Public Safety. I F INFRASTRUCTURE: Facilities that support the continuance and growth of a community. Examples include roads, water lines, sewers, public buildings, parks, and airports. 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. L FULL-TIME EQUIVALENT POSITION (FTE): A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time typist working for LOCAL IMPROVEMENT DISTRICT: Local Improvement Districts are legally designated geographic areas in which a majority of the affected property owners agree to pay for one or more capital 588 Back to Table of Contents City of Glendale Budget Glossary voter approval. The Glendale voters approved a permanent base adjust in the spring of 2000 which will become effective with the FY 2002-03 budget year. improvements through a special assessment. M MAINTENANCE AND OPERATION (M & O) COSTS: The day-to-day operating and maintenance costs of a municipality. These costs include personnel, gas, electric utility bills, telephone expense, reproduction costs, postage, and vehicle maintenance. 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. O PROPERTY TAX: The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary rate. 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. Primary Tax: Arizona statute limits the primary property tax levy amount and municipalities may use this tax for any purpose. OPERATING BUDGET: Day-to-day costs of delivering city services. 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. P PAY AS YOU GO 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. R RESOURCES: Total amounts available for appropriation including estimated revenues, fund transfers and beginning fund balances. PERMANENT BASE ADJUSTMENT: An adjustment to the expenditure limitation base established by the Economics Estimate Commission (see expenditure limitation) which requires REVENUE: Financial resources received from taxes, user charges and other levels of government. 589 Back to Table of Contents City of Glendale Budget Glossary TAX RATE: The amount of tax levied for each $100 of assessed valuation. Actual vs. Budgeted: Difference between the amount projected (budgeted) in revenues or expenditures at the beginning of the fiscal year and the actual receipts or expenses which are incurred by the end of the fiscal year. TRANSFER: Movement of resources between two funds. Example: An interfund transfer would include the transfer of operating resources from the General Fund to an Enterprise Fund. S U SECONDARY PROPERTY TAX: A tax levy restricted to the payment of principal and interest on general obligation bonds. USER CHARGES: The payment of a fee in direct receipt of a public service by the party who benefits from the service. SERVICE LEASE: A lessor maintains and services an asset under a service lease. W SPECIAL REVENUE FUND: A fund that accounts for receipts from revenue sources that have been earmarked for specific activities and related expenditures. WORKLOAD INDICATORS: Statistical information that indicates the demands for services within a given department or division. Workload indicators are a type of performance measure utilized by departments or divisions to assess its level of service. 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. T TAX LEVY: The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. 590 Back to Table of Contents City of Glendale Frequently Asked Questions FREQUENTLY ASKED QUESTIONS The City of Glendale designed the Annual Budget to offer citizens and staff an understandable and meaningful budget document. This guide will provide 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. The “2006 Annual Budget” or “Fiscal Year 2005-06 (FY 2006)” refers to the period that begins July 1, 2005 and concludes on June 30, 2006. 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 2006 budget will be formally adopted by the City Council at a public meeting in June 2005, 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 the city’s budget online, 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 collect or spend money unless it is appropriated, and this ensures the public’s money is spent according 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 591 Back to Table of Contents City of Glendale Frequently Asked Questions water and sewer lines. The operating budget covers the costs of the city’s day-to-day operations, such as employee salaries, supplies and contracts. What is carryover? Carryover refers to year-end savings that can be carried forward into the next fiscal year to cover any one-time expenses such as supplies, equipment or special contracts that were budgeted for but not purchased (or paid for) in the previous fiscal year. 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? Arizona municipalities can only spend funds up to a level specified by the State or local voters via Home Rule (see Glendale’s City Charter at www.glendaleaz.com/CodeBook/index.html). This is meant to ensure local government budgets are balanced. Glendale’s voters approved Home Rule that required voters to approve a four-year expenditure limit based on actual revenues the city has received. However, in the spring of 2000, Glendale voters approved a permanent base adjustment, eliminating the need for further expenditure limitation elections. What is a full-time equivalent position (FTE)? An 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. 592 Back to Table of Contents City of Glendale Frequently Asked Questions What is the definition of a budget fund? Glendale has 85 budget funds to help keep track of and focus resources. These include the General Fund, Transportation Fund and Water and 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 by program. 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 million on roads next year, but only spends $14 million, there is a $1 million fund balance. What does the word "group" in Glendale's budget mean? Every department belongs to an administrative group led by a Deputy City Manager, City Manager and Assistant City Manager. These groups include Appointed Officials, Internal Services, Community Development, Community Info & Services, Public Works, Public Safety and Special Projects. 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. 593 Back to Table of Contents City of Glendale Frequently Asked Questions 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 $1.72 in property tax per $100 of assessed valuation ($0.3064 primary rate and $1.4136 secondary rate). How much does the city receive from my property tax bill and how is it used? Primary Property tax revenue represents 2.8 percent of the city’s General Fund revenue, which is estimated at $3,680,000 in this year’s budget. Secondary Property Tax, used to pay off General Obligation bonds, will generate approximately $17,946,615 in FY 2006. 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 FY 2006 primary property tax rate is $0.3064 per $100 of assessed valuation 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. Glendale’s FY 2006 secondary tax rate is $1.4136 per $100 of assessed valuation and is used to pay debt service on 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 state-shared revenues comprise a large portion of most city and town budgets, including 35.7% of Glendale's General Fund. 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. All cities receive a proportional amount of funding based on population. 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. 594 Back to Table of Contents City of Glendale Frequently Asked Questions What is meant by “supplemental increase?” When a department cannot support its increased service needs or lacks the necessary resources required within their budget, the department will submit a request for a supplemental increase. This allowance provides funding for additional personnel, equipment and related expenses that enhance the service level of a program. What is a budget transfer? A budget transfer moves budget appropriation between programs or funds. Transfers within funds may be done on the City Manager's authority; the City Manager is appointed by the City Council to act as the city’s chief executive officer. Transfers between funds require City Council approval. 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 Management and Budget Department 6829 North 58th Drive, Suite 200 Glendale, Arizona 85301 Phone: (623) 930-2264 Fax: (623) 915-2694 Email: mschilz@glendaleaz.com 595 Back to Table of Contents CityofGlendale Management&BudgetDepartment 5850WestGlendaleAvenue Glendale,Arizona85301 623.930.2264