City of Glendale, Arizona Annual Budget 2006-07 CITY OF GLENDALE, AZ 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 TOC located at the bottom of each page. Note that if within the CIP, clicking on Back to TOC will take you back to the CIP table of contents. 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. N CITY OF GLENDALE, AZ Table of Contents CITY OF GLENDALE, ARIZONA FY 2006-07 ANNUAL BUDGET TABLE OF CONTENTS Page City of Glendale, AZ Table of Contents Mayor’s Message FY 2005-06 Budget Presentation Award Mayor & City Council City Management City Organizational Chart City Council District Map Map of Glendale and Neighboring Communities Financial Organizational Chart How to Make the Most of this Document Budget Calendar Budget Process Budget Message City Manager’s Budget Message i 1 7 8 9 10 11 12 13 15 17 19 23 Budget Summaries Budget Summary Revenues Expenditures Conclusion 29 39 49 62 Financial Guidelines Five-Year Financial Forecast Financial Plan Financial Policies 63 79 94 Operating Budget Appointed & Elected Officials Mayor & City Council City Attorney City Clerk City Court 98 103 107 111 i CITY OF GLENDALE, AZ Table of Contents Page Administrative Services Administrative Services Administration Economic Development Rebates & Incentives Finance Lease Payments Information Technology Management & Budget 115 116 119 120 124 127 130 Community Development Community Development Administration Building Safety Code Compliance Engineering Planning Transportation 132 133 136 139 144 148 Community Services Community Services Administration Community Partnership Neighborhood Improvement Grants Residential Infill Housing Library & Arts Parks and Recreation 153 154 158 159 160 164 Internal Services City Auditor City Manager’s Office Community Action Program Glendale Civic Center Human Resources Employee Groups Intergovernmental Programs Marketing and Communications Convention Center, Media Center and Parking Garage 169 173 177 178 181 185 186 190 195 Public Safety Glendale Fire Department Glendale Police Department Homeland Security 196 201 206 ii CITY OF GLENDALE, AZ Table of Contents Page Public Works Public Works Administration Environmental Resources Field Operations Utilities 210 211 216 222 Other Grants Non-Departmental 227 228 2007-2016 Capital Improvement Plan CIP Table of Contents CIP Ten-Year Plan CIP 2006-2016 Appropriation by Fund 229 231 440 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 Appendix Miscellaneous Statistics Acronyms Glossary Frequently Asked Questions 473 474 476 487 513 514 515 550 556 560 568 569 574 578 622 625 628 632 iii CITY OF GLENDALE, AZ Mayor’s Message To The Citizens of Glendale: I am pleased to report the City of Glendale is in a sound and stable financial position to continue supporting the exceptional city services provided to the Glendale community. We are firmly on course to our best possible future to enhance the high quality of life that characterizes the Glendale community. Our budget for the coming year reflects our determination to allocate resources wisely. It provides the means to maintain vital city programs while moving forward with strategies and programs that ensure a positive, exciting future by building upon the city’s strong and stable financial position. The foundation for our FY 2007 operating and capital budgets is Council’s vision of ‘one community’ and the supporting strategic goals and key objectives. Council’s strategic goals and key objectives include: 1. 2. 3. 4. 5. 6. supporting strong neighborhoods, fostering quality economic development, continuing the development of a vibrant city center, maintaining an active partnership with Luke Air Force Base, providing high quality services for citizens, and continuing with fiscally sound financial management practices. Clearly, the intent of our FY 2007 operating and capital budgets is to enhance quality city services and continue with prudent, strategic investments in the Glendale community. Public safety remains our highest priority. For our FY 2007 budget, Council approved the addition of 41 new positions for police and fire services. Coupled with civilianization of administrative positions and 13 COPS universal hiring grant positions approved in early 2006, the increase in the police department’s staff will result in 31 more police officers being deployed to respond to the community’s needs. For the fire department, there will be an additional 16 firefighters, trainers, and fire inspectors. These additions to current public safety staffing will further enhance the direct public safety services already provided to the Glendale community. Critical to the provision of quality public safety services to the community is the implementation and operation of two large-scale public safety capital projects; our new emergency operations center (EOC) and the initial phase of a regional public safety training facility. Both facilities will open in FY 2007. 1 back to TOC CITY OF GLENDALE, AZ Mayor’s Message The new EOC will enhance our city’s abilities to coordinate public safety, public works, traffic, and communication needs when natural or man-made catastrophic incidents occur. It will also serve as the command center when our city hosts national events such as the annual Fiesta Bowl, the new college football Bowl Championship Series (BCS) game, and the Super Bowl. Glendale will host the Fiesta Bowl and BCS games for the first time in FY 2007, and the following fiscal year will see Glendale hosting the Super Bowl. For all three events, the city anticipates hosting many related special events such as the National Band Championship event and the Fiesta Bowl Concert Series, all of which should bring tens of thousands of additional visitors to our great community. The first phase of the new West Valley Regional Public Safety Training facility will provide the infrastructure necessary to train police and fire personnel in the most up-to-date methods for providing essential public safety services to our residents and businesses. Glendale is partnering with the cities of Avondale, Surprise, and Peoria, as well as the Maricopa County Community College District, to enhance the function and value of training police and fire personnel for the protection of our communities. The four partner agencies recently signed formal, written commitments to share the costs of construction and operations. One of our strategic goals is to support strong neighborhoods. Building on past successes with our Neighborhood Improvement Grants program, we committed another $700,000 to the program for FY 2007. This allocation builds on the $700,000 committed in the FY 2006 budget, which was $200,000 or 40.0% more than the amount budgeted in the FY 2005. These funds are used to beautify our community through projects such as the enhancement of neighborhood entryways and right of ways in order to provide visual, aesthetic, and social benefits to all who live, work, or visit Glendale. Since the program’s inception, 155 grant requests from 85 different neighborhood associations have been funded at a cost of over $7.0 million. Accompanying private investment, through contributions of cash and sweat equity, total more than $781,000. One complement to the Neighborhood Improvement Grants program is our commitment to provide $50,000 for the implementation of a Neighborhood Revitalization Plan. Part of the funding will be used for our community mediation/conflict resolution program. The larger share of funding is dedicated to providing direct assistance and service such as the elimination of challenging conditions in the Glendale community. Another complement to our efforts to strengthen Glendale neighborhoods is the allocation of $22,500 for our Neighborhood Focus Program. This is a concentrated neighborhood preservation effort that targets resources for aging neighborhoods. The program funds roll-off containers for voluntary community cleanups that engage residents in improving their neighborhoods. The Councilmembers and I continued our commitment to investing in the maintenance of our streets by allocating a total of $3 million to our pavement management program, an increase of $750,000 or 33.3% over the FY 2006 budget of $2.25 million. The pavement management program is a long-term maintenance plan to preserve the high quality of our roadway network. 2 back to TOC CITY OF GLENDALE, AZ Mayor’s Message To ensure 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. Since the program started in 2001, transit service has been expanded to include weekend and evening bus service. As a result, transit ridership has increased nearly 70%. Fourteen street projects and bicycle projects have been constructed, and 12 street projects are in construction, with another 26 street projects in design. In addition, there are nine bicycle projects under design. We are continuing our commitment to another Council strategic goal, increasing the economic and social vitality in downtown Glendale. A vibrant city center is critical to creating an urban village that combines unique residential living options with offices, retail stores, restaurants, and city-owned facilities. Several exciting capital investments by the city and private investors that help us build upon past successes in our nationally acclaimed, downtown historic district were recently completed, and several more are underway. We have just completed a $4.2 million development of a pedestrian-friendly, downtown campus adjacent to our Civic Center. As part of this project, an existing bank building was converted into much-needed additional meeting room space for the Glendale Civic Center. Also included in the downtown campus project was the construction of additional classroom and display space for The Bead Museum. This cultural treasure is an important component of our tourism program that brings more than 30,000 visitors annually to our downtown. 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 districts. Beginning in 2006, Vanguard CityHome will invest more than $20.0 million to develop a mixed-use urban village that will feature 62 town homes that will range in price from $250,000 to $400,000. A recent complement to the downtown area is the emergence of a growing dining district that caters to lunchtime and evening crowds. The owners of each of these unique dining establishments in our center city have made substantial private investments in their enterprises, and the result has been crowded restaurants in the day and evening hours. Also nearing completion is the state’s 5-year, $100 million modernization of one of the Valley’s oldest and most important thoroughfares, Grand Avenue. For years the six-way intersection of Grand, Glendale, and 59th Avenues has been an impediment to increased economic development opportunities in downtown Glendale. With the reconstructed intersection, Grand Avenue will now function as a divided highway that will pass under Glendale and 59th Avenues, both of which are key roadways leading into downtown Glendale. The completion of this long-awaited capital investment will open new doors of opportunity in the Glendale business community. 3 back to TOC CITY OF GLENDALE, AZ Mayor’s Message On the operations side of our city’s budget, FY 2007 funding includes an additional $125,000 to supplement existing budgets for Glendale’s seven signature festivals that draw nearly one million visitors to the center city. Council also allocated $165,000 for “That Thursday Thing!”, a new signature event in downtown Glendale. This event was created in October 2005 as a pilot project to attract visitors to downtown Glendale shops, restaurants, and museums during evening hours. Glendale’s signature events have been so successful at bringing visitors to the Glendale community that attendance at these festivals has more than quadrupled since 1995. We continue to see success with economic development related projects that enhance our community’s financial stability and attract new capital investment. Through it all, we are retaining our “home town identity” by preserving our history, revitalizing our downtown, and engaging our neighborhoods in our civic life. More stores have opened in the Northern Crossing power center, 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. It is now anchored by a WalMart Super Center and a Lowe’s Home Improvement Center, with several complementary stores opening in the past year. In fact, this development has been so successful that the city has already recouped its initial investment of $14.5 million through the sale of land parcels and city sales tax proceeds from the stores in the center. We also completed a landmark agreement with a quality, nationally known firm, AAA Arizona and the California State Automobile Association. In coming to Glendale, AAA will create a new major information technology and customer service center as it expands its regional presence and centralizes services to its members in several western states. AAA expects to add 1,400 new jobs at its Glendale facility over the next three years, making it one of the city’s largest employers. More than half of the jobs will be considered high-wage positions, paying $75,000 or more annually. These jobs also come with benefits. It is estimated that over 10 years Glendale will see direct revenues of $12 million, and the regional direct benefit is estimated at $1.8 million. This project is one of the top economic development gains for Glendale and represents the next step for us in building a total, balanced community. Major employers in the private business sector also have been investing heavily in Glendale, especially those employers in the critical knowledge-based economy that attracts talent, technology, and high-paying jobs. Some of those investments include the following: • Midwestern University, an osteopathic medical school located in Glendale, recently announced a $140 million expansion plan as it expects student enrollment to expand from its current enrollment of 1,300 students to 3,000. This significant private investment will allow for an increase in size of the medical class, a new Ph.D. program in biomedical science, a new graduate program in clinical psychology, and a new dental school. 4 back to TOC CITY OF GLENDALE, AZ Mayor’s Message • Banner Thunderbird Medical Center, another major Glendale employer, announced a $198 million expansion project that includes the construction of a 200-bed patient wing, an expansion of its current emergency room services, and other key infrastructure projects. This additional capacity will allow Banner Thunderbird to pursue growth opportunities and become a tertiary level-of-care facility. • Arrowhead Hospital is nearing completion of a $50 million, 174,000 square foot facility that includes an addition of two operating rooms, the addition of an epilepsy center, and an expansion of its facilities for newborn babies and their mothers. Other economic development projects that reflect the strength of the Glendale economy can be found in the western area of our city, where a sports, retail, commercial, residential, and entertainment corridor is rapidly developing on land adjacent to the Loop 101, a critical freeway that connects all parts of the entire Phoenix metropolitan area. There you will find two worldclass sports venues, our Glendale Arena and the Arizona Cardinals Stadium, as well as quality retail, office, and residential housing development that will generate significant ongoing revenue for our city. The city-owned Glendale Arena hosts the National Hockey League (NHL) Phoenix Coyotes’ team and the National Lacrosse League (NLL) Arizona Sting team. The arena also hosts other events, including the country’s top five concert tours of 2005: the Rolling Stones, U2, Paul McCartney, the Eagles, and Elton John. Nearly 400,000 people attended ticketed events at the Glendale Arena in 2005. The stellar quality of our arena as a performing venue was recognized in early 2005 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 US Airways Arena in Phoenix. The multi-purpose stadium being built just south of our Glendale Arena is a state-of-the-art facility for the Arizona Cardinals professional football team. The facility’s inaugural season as a new football site is the 2006 National Football League (NFL) season. As I mentioned earlier, the new stadium will be home to the annual Fiesta Bowl national collegiate football game beginning in 2007, the very first BCS college championship game that will be played on January 8, 2007, and also the Super Bowl in 2008. The investments in Glendale have already triggered a flurry of new activity, including ten additional commercial and residential projects underway in the nearby area. Construction of 500,000 square feet for the first phase of the Westgate development directly in front of the Glendale Arena, is expected to open in the fall of 2006 and will provide retail, restaurant, movie, and other entertainment opportunities for football, hockey, and concert fans attending events at our Glendale Arena and the Cardinals Stadium. 5 back to TOC CITY OF GLENDALE, AZ Mayor’s Message Also at the Westgate development are two residential projects that will soon be under construction. The “Quarter” will feature 171 owner-occupied condominiums, and “Alexan” will be a 251-unit luxury apartment community. Construction has already begun on a privately financed, 320-room, four diamond Marriott Renaissance Hotel and Spa that will be situated immediately west of our Glendale Arena. Other facilities to be constructed in conjunction with this exciting hotel project is an 80,000 square foot conference center and accompanying parking garage, as well as a world-class Media Center and a new Cable Studio for our city’s own public cable station, KGLN 11. Another capital investment of particular note in Glendale’s emerging sports, entertainment, office, and residential corridor is the Zanjero project on the north side of Glendale Avenue, directly across from the Westgate development. A 165,000 square foot Cabela’s store will anchor the broader Zanjero development, which is expected to bring an additional 400,000 square feet of retail, employment, and commercial space by mid 2008, as well as several hotels. Construction has begun already on over 500 units of luxury residential units in the Zanjero project. We are especially excited about the new Cabela’s store that is expected to open in the summer of 2006. Cabela’s is the world’s foremost outfitter of hunting, fishing, camping, and outdoor gear. The Glendale Cabela’s store is expected to employ more than 400 people, all new jobs for the Glendale community. It also is expected to serve as a tourist attraction as Cabela’s anticipates drawing more than 4 million visitors to its Glendale location in the first year alone. More than 30% of the visitors will be from neighboring states because the Glendale store will be Cabela’s first location in the southwestern United States. These out-of-state visitors are expected to spend $300 - $400 million on services such as lodging, food, and entertainment. Overall, the message is clear: Glendale is leading the way locally, regionally, and nationally in terms of the quality, quantity, and diversity of economic development projects that ensure our city’s ability to continue funding high quality city services for our community. The City of Glendale clearly is committed to enhancing our citizens’ quality of life through quality economic development projects and ongoing investments in the public’s capital assets, such as roads, parks, and water and wastewater pipelines and treatment facilities. We will also 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 6 back to TOC CITY OF GLENDALE, AZ Distinguished Budget Presentation Award The Government Finance Officers Association of the United State 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, 2005. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 7 back to TOC CITY OF GLENDALE, AZ Mayor & City Council 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 Councilmember Councilmember David M. Goulet Ocotillo District H. Philip Lieberman Cactus District Manuel D. Martinez Cholla District 8 back to TOC CITY OF GLENDALE, AZ City Management CITY MANAGEMENT Mayor ELAINE M. SCRUGGS Councilmembers Thomas R. Eggleston Vice Mayor Barrel District Joyce V. Clark Yucca District Steven E. Frate Sahuaro District David M. Goulet Ocotillo District H. Philip Lieberman Cactus District Manuel D. Martinez Cholla District Management Staff Ed Beasley City Manager Pam Kavanaugh Assistant City Manager Art Lynch Deputy City Manager Administrative Services Horatio Skeete Deputy City Manager Community Development Department Heads and Directors Roger Bailey Utilities Director Rebecca Benna Parks & Recreation Director Larry Broyles City Engineer Candace MacLeod City Auditor Deborah Mazoyer Building Safety Director Jamsheed Mehta Transportation Director Mark Burdick Fire Chief Alma Carmicle Human Resources Director Chuck Murphy Chief Information Technology Officer Steven Conrad Police Chief Sherry Schurhammer Management and Budget Director Elizabeth Finn Presiding City Judge Ray Shuey Chief Financial Officer Julie Frisoni Marketing Director Erik Strunk Community Partnership Director Jon Froke Planning Director Dan Gunn Code Compliance Director Rob Gunter Homeland Security Director Craig Tindall City Attorney Karen Thorenson Economic Development Director Pamela Hanna City Clerk Dana Tranberg Intergovernmental Relations Director Gloria Santiago-Espino Deputy City Manager Community Services Stuart Kent Field Operations Director Rodeane Widom Library Director Kenneth A. Reedy Deputy City Manager Public Works Doug Kukino Environmental Resources Director 9 back to TOC Mayor & Council City Clerk Pam Hanna Boards & Commissions Intergovernmental Programs Dana Tranberg Marketing & Communications Julie Frisoni City Auditor Candace MacLeod Community Action Program Norma Alvarez Deputy City Manager Gloria Santiago-Espino City Manager Ed Beasley City Court Judge Elizabeth Finn Assistant City Manager Pam Kavanaugh Special Projects Council Agenda Meaghan Ellsworth Assistant to the Mayor Steven Methvin Human Resources Alma Carmicle Council Office Kristen Kennedy Deputy City Manager Art Lynch Deputy City Manager Ken Reedy City Attorney Craig Tindall Police Chief Steven Conrad Fire Chief Mark Burdick City Manager Relations Cathy Gorham Mega Events Strategic Initiatives Homeland Security Rob Gunter Deputy City Manager Horatio Skeete Parks & Recreation Rebecca Benna Envir. Resources Doug Kukino Finance Ray Shuey Transportation Jamsheed Mehta Library Rodeane Widom Field Operations Stuart Kent Budget & Mgt. Sherry Schurhammer Planning Jon Froke Comm. Partnerships Erik Strunk Utilities Roger Bailey Economic Dev. Karen Thoreson Engineering Larry Broyles Information Tech. Chuck Murphy Code Compliance Dan Gunn Building Safety Deborah Mazoyer March 2006 10 back to TOC CITY OF GLENDALE, AZ Glendale District Boundaries GLENDALE COUNCIL DISTRICT BOUNDARIES 11 back to TOC CITY OF GLENDALE, AZ Map of Glendale and Neighboring Communities MAP OF GLENDALE AND NEIGHBORING COMMUNITIES 12 back to TOC CITY OF GLENDALE FINANCIAL ORGANIZATIONAL CHART Total FY 2006-07 Budget $913,000,000 OPERATING BUDGET CONTINGENCIES $336,951,045 $87,996,793 General Fund Enterprise Funds Grants Other Funds General Fund Enterprise Funds Other Funds $166,944,710 $64,988,258 $21,491,455 $83,526,622 $16,567,799 $7,500,000 $63,928,994 Appointed & Elected Officials $9,776,176 Public Safety Water & Sewer Housing Benefits Trust Fund Streets Water & Sewer Construction Funds $76,523,609 $43,161,911 $8,374,212 $19,600,000 $16,433,972 $5,000,000 $55,891,248 Administrative Services Public Works Sanitation Transportation Transportation $7,646,704 $14,117,452 $10,349,635 General Services Fund $8,769,440 Landfill $9,865,491 Community Development Block Grant $4,230,482 $2,000,000 $3,598,432 Community Delvelopment NonDepartmental Landfill Other Grants National Events Tech. Replacement Sanitation National Events $11,847,461 $1,603,774 $7,359,349 $5,607,109 $5,010,276 $3,658,702 $500,000 $2,859,593 Community Services Rebates & Incentives Training Facility HOME Fund Vehicle Replacement Risk Management $23,721,947 $6,600,920 $1,832,418 $3,173,741 Police Special Assessment $3,056,258 Internal Services Lease Payments RICO Fund Revolving Funds Police Special Access $9,310,984 $10,047,644 $897,360 Risk Management Trust Fund $2,760,000 $2,492,706 $329,721 $444,492 Stadium Operations & Agreements $1,886,412 Fire Special Assessment $1,838,262 Emergency Shelter Grants $105,382 Workers' Comp Trust Fund $1,407,000 Civic Center $349,546 CAP Grant Fund $933,085 Telephone Fund Airport $892,090 $573,636 Arts Commission Court $233,572 $298,871 Other Funds $158,964 13 back to TOC $1,250,000 CITY OF GLENDALE FINANCIAL ORGANIZATIONAL CHART (Continued) DEBT SERVICE CAPITAL IMPROVEMENT BUDGET $435,014,486 $53,037,676 Municipal Property Corp. $11,505,779 General Obligation 6% Bonds $25,380,198 Development Impact Fee Other Funds $179,104,630 General Obligation 20% Bonds $26,756,606 $18,219,796 $185,553,256 Water & Sewer Flood Control Public Safety Transportation General Fund Obligations $176,310,540 $13,596,503 $17,477,896 $7,288,893 $93,107,144 Landfill Parks Streets Park Dev. Zones $1,505,696 $12,376,772 $6,739,148 $2,564,267 Transportation Grants & Construction $69,538,421 Sanitation Open Space Economic Development Citywide Parks $1,288,394 $783,331 $535,221 $2,425,021 Cultural Facility Libraries General Fund $474,232 $1,572,807 $6,063,274 Transit Recreation Facilities Grant Funds $139,012 $1,523,308 $3,279,938 Library Public Safety Facilities Airport Capital $14,689 $1,217,590 $2,227,715 General Government Civic Center $693,058 $423,934 Citywide Open Spaces Arts Commission $487,226 $350,000 Library Books Housing $304,871 $275,000 Library Buildings Street Fund $142,755 $149,370 Water & Sewer Landfill G.O. Bonds Streets Other Funds Enterprise Funds $17,174,401 $215,578 $17,547,639 $4,731,888 $1,862,391 14 back to TOC Street Revenue Bonds $10,138,460 CITY OF GLENDALE, AZ How to Make the Most of this Document HOW TO MAKE THE MOST OF THIS DOCUMENT This budget document serves two primary, but distinct purposes. One purpose is to present the City Council and the public with a clear picture of the services the city provides and of the policy alternatives that are available. The other purpose is to provide city management with a financial and operating plan that adheres to the city’s financial policies. It also communicates the vision of the City Council and 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 document, the following guide is provided. The document begins with the Mayor’s message that provides an overview of the key policy issues and organizational priorities built into the current year budget. A financial organization chart follows this message and provides a high level look at the operating, capital, debt service and contingency budgets. The budget calendar and a description of the budget process will help the user understand the time and effort that the City puts into developing a balance budget. Budget Message The city manager’s budget message outlines key components of the upcoming budget and discusses underlying administrative practices that support the city’s organizational goals. Budget Summary The budget summary offers an overview of the city’s finances and examines the following areas: • The budget components, process and budget amendment policy • Financial and operational summaries for all major funds • Historical trends for revenues, expenditures and staffing Financial Guidelines This section offers an overview of the City’s financial planning practices including the following: • The Five-Year Forecast provides the long-range financial outlook for city operations with details on how the revenue and expenditure projections are established, • The Financial Plan discusses short- and long-term strategies that comprise the city’s approach to financial planning, and • The Financial Policies that form the framework and guidelines for overall fiscal planning and management. Operating Budget This section provides a closer look at the various functions of each department. Each department has provided a description of their core job functions, goals and objectives for the upcoming 15 back to TOC CITY OF GLENDALE, AZ How to Make the Most of this Document year, as well as recent accomplishments and other relevant statistics. The budget summaries include both historical and current year financial data for programs and services offered by the department. They also include a summary of the type of expenditures incurred by the department as well as trends on authorized staffing. Capital Improvement Plan The Capital Improvement Plan section outlines all infrastructure improvements and additions and their respective funding sources, along with estimates for the associated operating impacts of each capital project. It starts with a narrative summary and is followed by detailed information such as project number, project description and planned capital and operating expenditures by year and funding source for the entire ten-year plan. Schedules This 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 areas: • • • • • • • • • • • • • Schedule 1 includes 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 revenues Schedule 3 is a multi-year look at operating expenditures Schedule 4 is a summary of scheduled inter-fund transfers for the upcoming fiscal year Schedule 5 is an analysis of the City’s current and proposed property tax levy & rate Schedule 6 is a multi-year listing of departmental authorized staffing by position Schedule 7 is a multi-year look at the long-term debt service obligations Schedule 8 is a multi-year look at 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 some key city statistics regarding population, household income, occupational distribution, school enrollment and much, much more. You can also find information on the number of parks, libraries, fire and police stations. 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, is also included. 16 back to TOC CITY OF GLENDALE, AZ Budget Calendar FY 2007 BUDGET CALENDAR October thru December 2005 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 2007-2015 document. November 2005 30 Operating Budget Input Kickoff Meeting December 2005 1 FY 2007 budget input by departments begins and continues though Dec. 31 31 Last day for FY 2007 budget input by departments January 2006 TBD Recommended CIP to the Planning Commission in January (Engineering Dept) 10 Supplemental Reviews/Presentations to ACM, DCMs & Chiefs (Sessions I & II) 12 Supplemental Reviews/Presentations to ACM, DCMs & Chiefs (Session III) 25 First Pre-Balancing Meeting 31 Second Pre-Balancing Meeting February 2006 14 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 2006 15 First Budget Balancing Meeting with the City Manager’s Leadership Team 23 Final Budget Balancing Meeting with the City Manager’s Leadership Team 17 back to TOC CITY OF GLENDALE, AZ Budget Calendar March 2006 3 Delivery of the City Manager’s recommended FY 2007 operating budget document to City Council for discussion at the budget workshops scheduled for March and April 2006 14 Presentation of the FY 2007 General Fund (GF) revenue projection to City Council, along with the FY 2006 second quarter report on GF revenues and expenditures. 14 1:30 PM – 5:00 PM, budget workshop 21 8:30 PM – 5:00 PM, budget workshop 28 9:30 AM – 12:00 Noon, budget workshop April 2006 4 8:30 AM – 12:00 Noon, budget workshop 11 May 2006 26 8:30 AM – 12:00 Noon, final budget workshop 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. Preliminary FY 2007 budget to City Council for June 6 council meeting June 2006 13 City Council public hearing and preliminary budget adoption 15, 22 Final adoption and tax levy adoption meeting dates published in Glendale Star. AG - required budget information published with the meeting dates. 27 City Council public hearing and final budget adoption Public hearing on the adoption of the property tax levy at regular City Council meeting July 2006 1 5 Start of FY 2007 FY 2007 budget document complete and available for distribution September 2006 TBD Clean up ordinance to Council re: FY 2006 budget transfers 18 back to TOC CITY OF GLENDALE, AZ Budget Process FY 2007 BUDGET PROCESS OVERVIEW: During FY 2006, Council established its vision of ‘one community’ and the supporting strategic goals and key objectives that are in the following bulleted list. • • • • • • supporting strong neighborhoods, fostering quality economic development, continuing the development of a vibrant city center, maintaining an active partnership with Luke Air Force Base, providing high quality services for citizens, and continuing with fiscally sound financial management practices. Council met with the City Manager to discuss this vision and supporting strategic goals and key objectives and identify the things they would like to see accomplished during the upcoming budget process. For the upcoming year, Council expressed a desire to continue providing exceptional city services to support a high quality of life for the entire Glendale community, with an ongoing commitment toward various public safety functions. In addition, key objectives related to the upcoming national events were established during FY 2006. They are as follows: • • • • • • • Complete capital and major economic development projects such as the Emergency Operations Center and the Media Center/Conference Center/Parking Garage located adjacent to the city’s professional sports facilities. Ensure safe and attractive public areas. Maximize resident, neighborhood, and business participation and involvement. Promote Glendale’s amenities to capture an increase in tourism and economic development. Create a cross-functional, one-stop, expedited permit center. Modify relevant city codes and ordinances related to life and safety issues. Ensure fiscal accountability. These messages were conveyed to the city’s deputy city managers, department heads and budget experts through a variety of meetings led by executive staff. 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 2007 budget process. The 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 19 back to TOC CITY OF GLENDALE, AZ Budget Process on the prior year ongoing appropriation for that division, with any one-time funds in the current fiscal year’s budget excluded from the target base budget for the upcoming fiscal year. 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. All salary items are calculated and established separately by the Budget Department. The Budget Department compiled all budget data in early January 2006 to prepare for a series of high-level reviews held in mid- to late-January 2006. The assistant city manager led the reviews and was joined by the deputy city managers and police and fire chiefs. These reviews gave departments the opportunity to present and justify their funding requests, as well as address any questions that the review team might have. These reviews enabled the review team to envision the “big picture” so they could better prioritize needs when it came 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. The high-level review team evaluated each supplemental request because there were many more requests than it would be possible to fund. The high-level review team then made a recommendation to the Leadership Team, which the city manager leads. The team includes the assistant city manager, deputy city managers, police and fire chiefs, political appointees (city attorney, presiding judge, city clerk), human resources director and the city auditor. The Leadership Team determined which supplemental requests to recommend to Council. City Council reviewed the recommended budget during the five budget workshop sessions that were conducted in March and April 2006. At the conclusion of these budget workshops, the proposed budget was presented to Council for tentative adoption. The adoption of the tentative budget set the expenditure limitation for FY 2007. The budget was then transmitted to the general public in the form of public hearing notices. After completing the public hearings, the Council adopted a final budget and tax levy consistent with the City Charter and state law in June 2006. 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 1996, 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 20 back to TOC CITY OF GLENDALE, AZ Budget Process 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 2002, 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 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 FY 2005, a special revenue fund (18) was created to track revenues received from the operation of the new Coyote’s arena and expenditures related to the arena renewal and replacement agreement. Separate Water/Sewer (07) and Transportation (24) grant funds were also established in FY 2005 to help track grant related capital projects for these two areas. However, in FY 2007 the Water/Sewer (07) capital grant fund will no longer be used. Starting in FY 2006, a new fund titled National Events (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.). In addition to the city setting aside funding to cover expenses associated with these events, any external reimbursements for city services provided at the events will also be tracked in this fund. 21 back to TOC CITY OF GLENDALE, AZ Budget Process A separate fund (39) was also created in FY 2006 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 a fund titled Transportation Construction (33) was created to track expenditures related to capital construction projects separately from the normal transportation operating budget expenditures within Fund 25. During FY 2006, a separate fund titled Stadium Agreement SR (45) was created to track stadium related sales tax associated with the AZSTA stadium tax refund agreement. Another fund titled General Fund Revenue Obligations (95) was created to track capital projects associated with the ongoing development and infrastructure improvements surrounding the Glendale Arena, as well as the Public Safety Training Facility. The Marketing Self-Sustaining Fund (52) was created so that Marketing Department events would no longer be included within the Parks & Recreation Department’s self-sustaining fund (73). A separate program number was created for each of the City’s signature events (i.e. Glendale Glitters, Jazz Festival, Chocolate Affair, etc.) within Fund 52 so that the revenues and expenditures could be isolated for each event. The Public Safety Training Facility Fund (2530) was created to track all the revenues and operating expenses associated with the new regional training facility that will be completed in FY 2007. The facility is being built with capital contributions from City of Glendale (74.8%), Maricopa County Community College District (8.2%), the City of Surprise (6.6%), the City of Peoria (6.5%), the City of Avondale (3.9%) and the Federal Government. Operating costs associated with the facility will be shared proportionately with the partners based upon the initial capital contribution. In FY 2007 the City will no longer net merchant fees associated with credit card payments, and advisor fees associated with bond investment advisors, with the associated revenues from each. The revenues will be recorded at their gross amounts and the fees associated with these transactions will be recorded as expenditures within the appropriate operating budgets. The Finance Department, in conjunction with the Budget Department, will be rolling out a new chart of accounts (COA) in FY 2007. The new COA will feature expanded numbering options to allow for additional fund, department and account number combinations. The budget documents and schedules contained in this document will show not only the old, but also the new COA numbers to help facilitate a seamless transition of this update in FY 2007. 22 back to TOC BUDGET MESSAGE Westgate City Center is located at Glendale Avenue and the Loop 101, and at full build out will encompass 225 acres of urban development. Westgate is destined to become a super-regional destination, projected to attract 22 million visitors annually. BUDGET MESSAGE City Manager’s Budget Message Honorable Mayor and Council: The City of Glendale enters FY 2007 in a strong financial position as a result of implementing the economic development strategies you directed us to pursue over the last several years. The focus of these strategies is on attracting quality economic development projects that produce tangible results for the community, such as highpaying jobs in stable, technology-related business sectors. These strategies also focus on attracting business opportunities that translate into direct benefits for the Glendale community, such as steady, ongoing revenue to maintain quality city services that support a high quality of life for the the entire Glendale community. objectives, as identified below: 1. 2. 3. 4. 5. 6. The FY 2007 operating and capital budgets are balanced. They were built around Council’s strategic goals and key supporting strong neighborhoods, fostering quality economic development, continuing the development of a vibrant city center, maintaining an active partnership with Luke Air Force Base, providing high quality services for citizens, and continuing with fiscally sound financial management practices. Council’s adoption of these strategic goals and objectives provided a comprehensive and broad perspective for developing the recommended budgets because they allowed staff to focus their requests for supplemental funding on your priorities. They also provided a means to integrate the full range of human, equipment, and technical needs to address when adding staff and equipment for the direct services provided to the Glendale community. The recommended budgets address these strategic goals and objectives. They also identify other community needs, with public safety having a high priority, while also focusing on fiscal responsibility. The intent of the recommended budgets is to better provide quality city services that support a high quality of life for the entire Glendale community. The recommended budgets also reflect continued investment in the community as a result of Council’s prudent direction. On the operating side, City Council approved memorandums of understanding with both police and fire personnel to ensure we obtain and retain 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 continue to be based on a market survey of other Valley cities. Overall, City Council approved the addition of $5.2M to the General Fund (GF) base budget to implement these important pay adjustments. 23 back to TOC BUDGET MESSAGE City Manager’s Budget Message In keeping with the strategy of addressing staffing issues as part of the FY 2007 budget, City Council added a total of 115.5 new positions, with 82.5 positions added to the General Fund base budget and 33 positions added to the base budget of other funds. Another 13 positions were added mid-year FY 2006 as a result of a federal grant to facilitate the hiring of new police officers. Steadily increasing demands for city services have occurred over the past several years as Glendale’s population continues to grow, especially with the rapid transformation of Glendale’s western area. Now ongoing revenue sources have increased sufficiently to support additional staff. Examples of some of the positions added to the FY 2007 budget are explained below. • As a result of additional staff for the Police Department as well as civilianization of several positions, 31 officers will be deployed to provide direct services to the Glendale community. Some of the additional ongoing staffing for the Police Department includes 22 new patrol officer positions (includes 13 officer positions attributable to the federal government’s COPS universal hiring grant awarded early in 2006), and a training academy officer. The non-sworn positions include three accident investigators, one impound administrator, one identification technician, one communication specialist, one detention officer, one research and planning analyst, one stadium events coordinator, one stadium events scheduler, and three case managers to be assigned to the criminal investigations bureau. • The Fire Department will see the addition of 16 new, ongoing positions, including 14 firefighter positions, two of which will be dedicated to the new training facility, as well as two fire inspector positions. Included in this new staffing is phase II 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; • The Homeland Security Department will receive six new, ongoing positions, including staff needed to start up and operate the Emergency Operations Center as it opens in FY 2007. • The City Attorney’s Office will receive six new, ongoing positions, with all being assigned to the City Prosecutor’s Office, 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. • Five new, ongoing positions will supplement the current staffing of the City Court, including the conversion of two grant-funded positions to full-time, ongoing positions. • The staffing of the Parks and Recreation Department will be supplemented by the addition of 11 new, ongoing positions, including nine positions for the Foothills Recreation and Aquatic Center. The center is an exciting new facility that will open in FY 2007 and offer diverse recreational opportunities that meet the needs of the community. 24 back to TOC BUDGET MESSAGE City Manager’s Budget Message • Four new, ongoing building inspector positions will help the Building Safety Department address the service needs of the prolonged and ongoing increase in new construction activity underway in the Glendale community. • One marketing and event coordinator for the Glendale’s Civic Center will address the ongoing increase in business volume that the facility has experienced over the past few years. The addition of another full-time event coordinator will allow staff to be more proactive in soliciting business, attracting and working with clients to ensure facility expectations are understood, and event planning and implementation to ensure smooth operations for the duration of various events. • Two new, ongoing equipment mechanics for the city’s equipment management facility will help to service and repair the city’s growing fleet of vehicles that now totals 1,268. • The Utilities Department will see the addition of 18 new, ongoing positions to address the growing service demands of the city’s water and wastewater customers. Aside from increases to staffing levels, other additions to the FY 2007 operating budget include the following: • approximately $1.6 million in one-time funds to address specialized equipment needs of the Police Department, as well as overtime, some vehicle maintenance cost increases that may not be of an ongoing nature, and recruitment costs for new positions; • approximately $2 million in one-time funds to replace specialized fire equipment used to provide direct services to the Glendale community, provide additional paramedic training in advanced life support, and add another rescue medic unit so engine and ladder companies can improve their response and reliability performance for real fire situations; • approximately $3 million in funds for the city’s pavement management program, an amount that is $750,000 or 33% more than the FY 2006 allocation of $2.25 million; and • $700,000 for the Neighborhood Improvement Grants program to provide capital improvements to various neighborhoods throughout the city such as right-of-way landscaping enhancements and neighborhood entryways. The principal issue Glendale faces in FY 2007 is related to our status as host city for the national Fiesta Bowl and first-ever Bowl Championship Game. These two events are coming to Glendale for the first time in FY 2007. As I noted in my messages in the FY 2005 and FY 2006 budget books, the costs associated with providing public safety services and 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 $7 million in a National Events Fund ($1 million in FY 2005 plus $5 million in FY 2006 plus $1 million in FY 2007) for the 2007 Fiesta Bowl and Bowl Championship Series events plus the 2008 Super Bowl and related events. 25 back to TOC BUDGET MESSAGE City Manager’s Budget Message During FY 2006, key objectives related to the upcoming national events were established. They are as follows: • Complete capital and major economic development projects such as the Emergency Operations Center and the Media Center/Conference Center/Parking Garage located adjacent to the city’s professional sports facilities. • Ensure safe and attractive public areas. • Maximize resident, neighborhood, and business participation and involvement. • Promote Glendale’s amenities to capture an increase in tourism and economic development. • Create a cross-functional, one-stop, expedited permit center. • Modify relevant city codes and ordinances related to life and safety issues. • Ensure fiscal accountability. While much work on accomplishing these objectives occurred in FY 2006, more work is planned for FY 2007. Specifically, we have budgeted funds to address these key objectives as well as other costs associated with hosting these national football events and related activities. We anticipate spending a total of approximately $4 million out of the National Events Fund in FY 2007. An additional $1 million is appropriated in the event unplanned expenses requiring timely decisions surface. As we work through these events for the first time, staff will continue to evaluate the costs associated with hosting these world class events to ensure prudent and fiscally responsible use of city funds. On the capital side, construction on phase I of the Public Safety Training Facility and the Emergency Operations Center is expected to continue into FY 2007, with both facilities opening after the fiscal year begins. Construction on a new facility for Fire Station 151 is expected to commence in FY 2007. Fire Station 151 will be moving from its current location in a residential neighborhood to a new location that should facilitate better response times with less disruption to residential neighbors. Also underway are studies for a downtown parking garage and new police and fire administration facilities in the center city area. In the emerging sports, entertainment, retail, commercial, and residential corridor in west Glendale, construction has begun on a privately financed Marriott Renaissance Hotel and Spa. Other facilities to be constructed in conjunction with this exciting hotel project are an 80,000 square foot conference center and parking garage, a first-class Media Center, and a new Cable Studio for the city’s own cable station, KGLN 11. Numerous water, wasterwater, and sewer capital projects are also scheduled for FY 2007 as the city continues to devote the necessary resources to maintain and upgrade the city’s potable water system and sanitary sewer system. Overall, the FY 2007 capital budget reflects the city’s commitment to making the capital investments needed to meet the needs of our residential and business community. 26 back to TOC BUDGET MESSAGE City Manager’s Budget Message The FY 2007 GF revenue projection is fiscally prudent and reasonable and is linked to forecasts by experts on the Arizona economy. The consensus among experts on the Arizona economy is that next year will see a continuation of the vibrant, strong economy we are experiencing today. Nevertheless, we took a cautious approach to establishing the GF revenue projection for FY 2007. An indication of the strength in today’s economy is the growth Glendale has experienced with GF ongoing revenue. Between FY 2002 and FY 2005, GF ongoing revenue increased 26% or $30.2M. City sales tax revenue increased 27% or $11.1 million over the same period of time, with state-shared revenue rising 6% or $2.8 million. These ongoing revenue sources have continued to grow in the current fiscal year. For example, FY 2006 state-shared revenue is expected to come in $5.2 million or 10.5%, ahead of collections in FY 2005. The city is well on its way to meeting that expectation. At the end of nine months, FY 2006 state-shared revenue source is already $5.7 million or almost 16% ahead of collections in FY 2005. The story is the same for city sales tax receipts. FY 2006 city sales tax revenue is expected to come in $6.2 million or 12% ahead of collections in FY 2005. Again, the city is well on its way to meeting that expectation. At the end of nine months, FY 2006 receipts are more than $4.0 million or 10% ahead of FY 2005 collections for the same period. As with state-shared revenue, city sales tax collections typically are higher during the last half of the fiscal year. While the city has experienced some outstanding rates of growth in its ongoing GF revenue over the past few years, the FY 2007 GF revenue projection reflects continued but more moderate growth. Specifically, the GF ongoing revenue projection assumes a cautious growth rate of 4.3%, which equates to $6.8 million more than the GF revenue we expect to collect this fiscal year. For city sales tax, our projection reflects a 5.9% growth rate. For state-shared revenue, our projection reflects a 4% growth rate after adjusting for the expected impact of the mid-decade census on the distribution of state-shared revenues. We expect the city’s revenue to continue growing in FY 2007 as the phase I development of the Westgate project is expected to open its committed retail, restaurant, and entertainment venues totaling approximately 500,000 square feet. In addition, development in and around Glendale’s professional sports facilities is moving forward at a rapid pace. Of particular note is the southwest region’s first Cabela’s store that is expected to open in late summer 2006. It will be situated in the Zanjero development, which is directly north of the city’s professional sports facilities. Cabela’s is the world’s foremost outfitter of hunting, fishing, camping, and outdoor gear, and its Glendale store is expected to bring millions of tourists from surrounding states to the Glendale store to take in the unique shopping experience that Cabela’s provides for its shoppers. Complementary tourist businesses, such as hotels and restaurants, are also coming out of the ground in the Zanjero development. 27 back to TOC BUDGET MESSAGE City Manager’s Budget Message The realized and anticipated growth in ongoing revenue is significant because it means we can support and maintain quality, ongoing city services to sustain a high quality of life for the Glendale community. This kind of healthy growth is a result of the economic development strategies that are based on Council’s guidance. These economic development strategies have led to Glendale’s strong financial position that positions us for a bright future. While the economy is strong, we continue to employ fiscally conservative spending practices. For example, we continue 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 except in very limited instances, which means that unspent but appropriated funds at the end of each fiscal year are returned to the General Fund. Capital projects are reviewed annually for all operating and maintenance costs impacting the General Fund For the future, we will continue to monitor expenditures and revenues during the course of the fiscal year to ensure we are on the path we have charted for the city. We also will continue providing quarterly reports to Council on the performance of the General Fund. These reports will keep you apprised of how revenues and expenditures are doing when compared with the revenue and expenditure budget established for FY 2007. In closing, 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 28 back to TOC BUDGET SUMMARIES The Glendale Stadium will offer air-conditioned enjoyment with seating for 63,000 fans. The venue is expandable to 73,000 seats for “mega events” such as the Tostitos Fiesta Bowl and NFL Super Bowl. Glendale Stadium will be a step-up from their old home, as all seats will have backs, arm rests and cup holders as opposed to bleacher seats. The new stadium will also have an increased number of restrooms and concession points-of-sale. BUDGET SUMMARIES 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 $337.0 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 $435.0 million. The debt service budget is used to repay money borrowed by the city, primarily for capital improvements, and amounts to $53.0 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 $88.0 million. The total budget, including all four components, is $913.0 million. City of Glendale Total FY 2007 Appropriations Capital 47% Contingency 10% Operating 37% Debt Service 6% How the Annual Budget is Developed The development of Glendale’s Fiscal Year (FY) 2007 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. 29 back to TOC BUDGET SUMMARIES Budget Summary The foundation for the FY 2007 operating and capital budgets is Council’s vision of one community and the supporting strategic goals and key objectives. Council’s strategic goals and key objectives were formed during FY 2006 and include: 1. 2. 3. 4. 5. 6. Supporting strong neighborhoods, Fostering quality economic development, Continuing the development of a vibrant city center, Maintaining an active partnership with Luke Air Force Base, Providing high quality services for citizens, and Continuing with fiscally sound financial management practices. The Council workshops on the FY 2007 budget are briefly discussed below. The first budget workshop with Council occurred on March 14, 2006. City Council was presented with a status report on the FY 2006 GF revenue and expenditure budget, through the second quarter of FY 2006. As part of this report, Council reviewed the FY 2007 GF revenue projection, in preparation for discussions about the FY 2007 operating and capital budget workshops scheduled later in March/April 2006. City Council was also presented with the Police Department staffing study and a proposed long-term implementation plan to systematically address meeting the community’s needs. The second budget workshop with Council occurred on March 21, 2006. This workshop covered an overview of the FY 2007 general fund proposed budget, the base budget and supplemental operating budget requests for the Police Department, Fire Department, Homeland Security, the Appointed Officials and Elected Officials Group, Mega Events, Community Services Group and Non-Departmental. The third budget workshop with Council occurred on March 28, 2006. This workshop covered the base budget and supplemental operating budget requests for departments that comprise the Community Development Group and the Public Works Group (excluding Utilities which was presented during the April 4, 2006 workshop). The fourth budget workshop with Council occurred on April 4, 2006. This workshop covered the base budget and supplemental operating budget requests for departments that comprise the Administrative Services Group, Internal Services Group (with the exception of the total compensation supplemental requests which were addressed at the April 11 budget workshop) and Utilities. Also presented was the Preliminary CIP 2007-16 report (previously distributed on March 15, 2006), which includes the pay-as-you-go (PAYGO) program and supplemental requests related to the operation and maintenance of capital projects coming on line in FY 2007. The fifth and final budget workshop with Council occurred on April 11, 2006. This workshop covered follow-up items and utility rates. Council was presented written responses on follow-up items concerning neighborhood traffic mitigation, the traffic signal warrant and construction program, the Civic Center maintenance reserve, the acceleration of landscape improvements in 30 back to TOC BUDGET SUMMARIES Budget Summary high impact areas and mega events. Council also reviewed the final balancing information regarding the FY 2007 base budget and supplemental operating budget requests, as well as the Preliminary CIP 2007-16, with the recommended changes that were discussed over the course of the March and April 2006 budget workshops. Capital Improvement Projects Budget The city annually updates the Ten-Year CIP, which is now based on FY 2007 through 2016 and includes approximately $1.7 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 the following five years. Projects include upgrades to city buildings, street improvements, parks 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. In an effort to control costs, the city now reviews all CIP projects in great detail for their projected 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 adequately covered when the project is completed. For FY 2007, the City of Glendale plans on making the following capital investments with a $435.0 million budget (figures are rounded and in millions): Water & Sewer Transportation & Streets G. F. Revenue Obligations Parks & Recreation Public Safety Flood Control Other Grants Airport Library Landfill Sanitation Open Space & Trails General Government Cultural Facility Economic Development Other Total CIP 31 back to TOC $176.3 $94.0 $93.1 $18.9 $18.7 $13.6 $3.3 $2.2 $2.0 $1.5 $1.3 $1.3 $0.7 $0.5 $0.5 $7.1 $435.0 BUDGET SUMMARIES Budget Summary Operating Budget In preparing Glendale’s FY 2007 budget, the city faced a dramatically different situation than four years ago. 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 various services, 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 40.0% 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 2006 has exceeded expectations in terms of revenue receipts and budget savings to date. At the time this document was written, more than $2.7 million in operating budget salary savings were generated, and city sales tax receipts alone exceeded the city sales tax revenue budget by $1.9 million, or 4.5%, through the 3rd quarter of FY 2006. State-shared revenues also were performing exceptionally well through the 3rd quarter of FY 2006, coming in $6.7 million , or 18.9%, ahead of budget. These conditions lay the groundwork for the development of the FY 2007 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 $913.0 million for FY 2007. 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. 32 back to TOC BUDGET SUMMARIES Budget Summary 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. 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 charges a fee for a specific service, such as sanitation collection, just like any other business would do. Unlike other businesses, the ending fund balances in these funds should have minimal contingency appropriation left over, with rates adjusted 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 entire ending balance in the General Fund, after accounting for operating, capital and operating transfers, was conservatively appropriated as contingency appropriation that can only be used as directed by Council during the fiscal year. Streets Fund: The Streets 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 33 back to TOC BUDGET SUMMARIES Budget Summary and shared with cities and counties based on a complex distribution formula. The Streets Fund supports street cleaning and maintenance, traffic signs and signals, street lighting and related activities. The Streets 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 onethird 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 and expenses. Fund balances will decrease in both funds by $263,000 for police and $277,000 for fire due to onetime equipment purchases planned for FY 2007. Civic Center Fund: The Civic Center Fund was created to track the revenue and expenses for the downtown facility that contains over 34,000 square feet of meeting space. The Civic Center accommodates up to 1,500 people attending a variety of events including weddings, trade shows and conventions. A projected transfer from the General Fund of $632,000 will supplement revenues of $485,000 generated from Civic Center activities in FY 2007 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 2007, which will supplement revenues of $49.1 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 2007. 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 as development of Westgate progresses around the Glendale Arena and NFL Cardinal’s Stadium. The Airport Fund is projected to receive a transfer of $200,000 from the General Fund in FY 2007. Arena, Stadium and National Events Funds: The Arena and Stadium Special Revenue Funds track the revenues received and the costs incurred as a result of the construction and operation of these facilities. 34 back to TOC BUDGET SUMMARIES Budget Summary The National Events Fund was established in FY 2005 to 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 Fiesta Bowl, BCS Bowl Game and Super Bowl. $1.0 million was set-aside in FY 2005, $5.0 million in FY 2006 and another $1.0 million will be added to this fund in FY 2007. 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. 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 by two primary sources: a security surcharge paid by persons convicted of traffic or misdemeanor offenses in City Court, and timed 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 timed payment fee may be used for general court services. Training Facility Revenue Fund: The Public Safety Training Facility Fund (2530) was created to track the revenues and operating expenses associated with the new regional training facility that will be completed in FY 2007. The facility is being built with capital contributions from the City of Glendale (74.8%), Maricopa County Community College District (8.2%), City of Surprise (6.6%), City of Peoria (6.5%), City of Avondale (3.9%) and the federal government. Operating costs associated with the facility will be shared proportionately with the partners based upon the initial capital contribution. 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 35 back to TOC BUDGET SUMMARIES Budget Summary 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 $104.3 million to $22.0 million in FY 2007 because of planned capital expenditures. A $5.0 million contingency appropriation exists for FY 2007. There will be a 15% rate increase instituted during FY 2007 in order to cover increased costs. 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 Fund to dispose of solid waste at the landfill. The fund balance is expected to decrease from about $4.0 million to $3.4 million in FY 2007. 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 for the purpose of covering 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 2007 is projected to be $18.3 million. It is projected to decrease to $16.2 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. 36 back to TOC BUDGET SUMMARIES Budget Summary For FY 2007, the city employees will continue to 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 seven months in FY 2003, and for all of FY 2004, for a total of nineteen 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. 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 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 were restored to a 75% funding level for FY 2006, and are 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 $3.9 to $3.1 million in the Vehicle Replacement Fund, and from $2.5 to $800,000 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 Marketing Department receives contributions from sponsors and fees from vendors for Special Events and is projected to receive a transfer of $401,000 from the General Fund. 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 37 back to TOC BUDGET SUMMARIES Budget Summary 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, Enterprise Funds, 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 unanticipated project costs. 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. 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. 38 back to TOC BUDGET SUMMARY Revenues REVENUES Total revenues available to the city in FY 2007 from all sources are estimated at $637.4 million, of which $152.4 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 2007. Table 1 Total Revenues by Fund—FY 2006 vs. 2007 (All Dollars in Thousands) Fund 01-General Fund 02-Police Spec. Rev. 04-Fire Spec. Revenue 06-Civic Center 12-Streets 13-L.T.A.F. 15-Airport 16-General Services 18-Arena Special Rev. 19-Housing 24-Transport. Grants 25-Transportation 27-Telephone 41-Vehicle Replacement 42-Tech. Replacement 50-Water/Sewer Fund 55-Landfill Fund 57-Sanitation Fund 72-Court Fund 73-Recreation Self-Sustaining 75-Library Books 76-Risk Mgmt Trust Fund 77-Workers' Comp Fund 79-Benefits Trust Fund Total Operating Capital and Other Revenue Grand Total FY 2006 Estimate $143,330 $2,949 $1,474 $450 $16,468 $1,160 $365 $7,169 $4,257 $8,297 $332 $22,859 $782 $1,850 $1,669 $146,307 $8,978 $14,501 $324 $945 $337 $2,586 $1,256 $18,864 $407,509 $118,258 $525,766 39 back to TOC FY 2007 Projection $152,361 $3,123 $1,561 $485 $15,838 $1,160 $367 $8,752 $8,357 $8,501 $5,098 $49,122 $890 $2,332 $1,943 $159,326 $9,045 $15,279 $327 $945 $337 $2,780 $1,150 $20,096 $469,174 $168,253 $637,427 Change FY 06 to FY 07 $9,031 $174 $87 $35 ($630) $0 $2 $1,584 $4,099 $203 $4,766 $26,263 $108 $483 $274 $13,019 $67 $778 $3 $0 $0 $194 ($106) $1,232 $61,665 $49,995 $111,660 BUDGET SUMMARY Revenues General Fund Revenues Total resources available in FY 2007 to support General Fund services include the estimated beginning fund balance of $45.0 million, revenues of $152.4 million and transfer-in of $741,000. Estimated total revenues for FY 2007 increased approximately $9.0 million (6.3%) from the FY 2006 year-end estimate. The increase from the prior year-end estimate is attributable primarily to increases in city sales tax, state revenues and development related fees. 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 Revenue (Excludes Street Funds) Sales Tax 41% Development Fees 4% Property Tax 3% Miscellaneous 7% Court/Lic./Fees 5% Franchise Fees 3% State Shared 37% 40 back to TOC BUDGET SUMMARY Revenues City Sales Tax: City sales tax represents 40.8% of the General Fund total operating resources and is Glendale’s largest source of locally generated revenue. The General Fund receives 1.2% of the city’s 1.8% sales taxed on all retail sales occurring within the city. For FY 2007 the adopted revenue budget is $62.2 million, which is approximately a $3.5 million, or a 5.9% increase over the FY 2006 year-end estimate of $58.7 million. City Sales Tax 10-Year Fiscal History Thousands $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 This revenue source has performed very strongly in recent years and is expected to continue growing as new retail development expands to undeveloped areas of the city. $10,000 $0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 State-Shared Revenues: State-shared State Shared Revenue revenues include state income tax, state sales 10-Year Fiscal History tax, and motor vehicle in-lieu tax, which are Thousands shared with all cities and towns throughout the $60,000 state. The formula for distribution of the sales $50,000 and income tax revenue is based upon the relation of the city’s population to the total $40,000 state population. Under this distribution method, mature cities reaching build-out will $30,000 see their portion of state-shared tax revenues $20,000 decrease, as rapidly growing cities receive a greater share of the revenue distribution. The $10,000 motor vehicle in-lieu distribution is based on $0 the city’s population in relation to the total '98 '99 '00 '01 '02 '03 '04 '05 incorporated population of Maricopa County. Sales Income MV In-lieu The State Department of Revenue collects and distributes funds to cities and towns for these revenue sources. '06 '07 A mid-decade census was conducted in FY 2006 for Maricopa County. Originally the city expected to see a loss in FY 2007 state-shared revenue as a result of the mid-decade census, but due to economic growth the city is expected to realize a $2.2 million or 4.0% increase over the FY 2006 year-end estimate of $54.9 million. State-shared revenues represents 37.5% of the General Fund total operating revenue resources and is Glendale’s second largest source of revenue after city sales tax revenue. For FY 2007 the adopted revenue budget for state-shared income tax is $25.0 million, which is approximately a $2.1 million or a 9.0% increase over the FY 2006 year-end estimate of $22.9 41 back to TOC BUDGET SUMMARY Revenues million. Income tax disbursements to cities lag behind collections by two years, so strong performance in FY 2007 will reflect Arizona income tax collections from FY 2005. Cities and towns share in a 5.0% sales tax collected by the state. Since FY 2005, 15.0% of state sales tax has been allocated to cities and towns. The forecast calls for FY 2007 state-shared sales tax of $21.9 million. State motor vehicle in-lieu tax is part of the vehicle license fees collected by the state. The adopted budget for FY 2007 is $10.2 million. A conservative approach was taken in projections for both states sales tax and motor vehicle inlieu tax. State sales tax was held flat and motor vehicle in-lieu has a slight increase of $143,144 over the FY 2006 year-end estimate of $10.1 million. Primary Property Tax: Using Maricopa County estimates for assessed valuation a primary property tax rate of $0.2925 per $100 of assessed valuation will result in revenues of approximately $3.8 million. This is a slight increase from FY 2006 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 $6.2 million in FY 2007. This represents an increase of nearly $1.0 million from the FY 2006 estimate. This is attributable to a development fee rate increase and major new developments, such as those related to the arena, stadium and their surrounding areas. Primary Property Tax 10-Year Fiscal History Thousands $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 Development Fee Revenue 10-Year Fiscal History Thousands $7,000 $6,000 Traffic Eng. $5,000 Engineering $4,000 Rezoning $3,000 Plan Check ROW $2,000 Bdg Permits $1,000 $0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 42 back to TOC BUDGET SUMMARY Revenues 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 $4.1 million for FY 2007. Franchise Fee Revenue 10-Year Fiscal History Thousands $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 Gas/Elec. License and Fee Revenue 10-Year Fiscal History Thousands $6,000 $5,000 Bus/Prof Cemetery $4,000 Library SRP $3,000 Fire Rec. $2,000 Bus. Lic. Liquor $1,000 Sales Tax Arena $0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 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 2007. Cable 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 $5.2 million in FY 2007. This represents an increase from the FY 2006 year-end estimate, primarily due to the expected revenue generated from recreation fees at the new Foothills Recreation Center. Court Revenue 10-Year Fiscal History Thousands $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 Other Revenues: This revenue category '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 includes interest, staff and administrative chargebacks, rental income, capital lease proceeds, sale of assets and miscellaneous revenues. The forecast calls for FY 2007 revenues of approximately $11.1 million versus an expected FY 2006 year-end estimate of $11.0 million. 43 back to TOC BUDGET SUMMARY Revenues Police and Fire Special Revenue Funds Special Sales Tax: The source of revenue for these funds is the 0.1% sales tax designated for Police and Fire services adopted by voters in 1994. Two-thirds of the revenues are allocated to Police and one-third to Fire. 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 2007 is $3.1 million for Police and $1.6 million for Fire. Police And Fire Special Revenue 10-Year Fiscal History Thousands $5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '98 '99 '00 '01 '02 Police '03 '04 '05 '06 '07 Fire Street Fund Revenues Street Fund revenues come from the state-shared Highway User Revenue Fund (HURF), which consists of gasoline and other fuel taxes, driver’s licenses and vehicle registration fees, and other transportation-related fees and taxes. These revenues are distributed to cities based on a city’s population in relation to the state’s total population. They must be accounted for separately and used for street maintenance and transportation services. HURF Revenue 10-Year Fiscal History Thousands HURF Revenue: HURF collections are affected by the general health of the economy, as well as the vigor of 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 2007 the adopted revenue budget for HURF is $15.8 million, which is a $629,801 or a 3.8% decrease over the FY 2006 year-end estimate of $16.5 million. $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 44 back to TOC BUDGET SUMMARY Revenues Airport Fund Revenues Airport revenues consist of user fees (60.5%), lease proceeds (4.0%) and a transfer from the General Fund (35.3%). Airport User Vevenue 10-Year Fiscal History Thousands $400 $350 $300 $250 $200 $150 $100 $50 $0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 Airport User Fees: Airport user fee revenue comes from a combination of terminal space rentals, land leases, fuel-related fees, tie-down and hangar fees and other aviation-related fees. The city has achieved a 100% building lease rate for the last few years. Glendale is now aggressively pursuing additional airport facility users with an ultimate goal of airport selfsufficiency. 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 2007 are projected to be $367,080. Transportation Fund Revenues Transportation Funding Sources The primary source of transportation Grant revenue for operations is sales tax Funds revenue received from the Bonds 9% Transportation Referendum Tax (0.5%) 44% approved by voters in 2001. This tax Lottery funds the Glendale Onboard (GO!) 2% Transportation Program, and is expected to generate an estimated $22.2 million in FY 2006 and $23.5 million in FY 2007. These funds are used for various transit-related projects and General Transport. expanding existing services. Other Fund Tax sources of revenue within the Misc. 2% 42% 1% transportation fund include $200,000 in transit revenues and $447,000 in interest earnings. In total, revenues are projected to be $49.1 million in FY 2007, which is a $26.3 million or almost a 114.9% increase over the FY 2006 year-end estimate of $22.9 million. The increase is due to the planned issuance of bonds in FY 2007 of $25.0 million, which will be used to fund capital improvements related to transportation. 45 back to TOC BUDGET SUMMARY Revenues Other revenue sources include the city’s allocation from the Local Transportation Assistance Fund, which is funded from state lottery revenues and is projected to total $1.2 million in FY 2007. Grants will contribute about $5.1 million more. The General Fund will transfer $900,000 into the Transportation Fund this year to help sustain the delivery of transportation services. These funds and the GO! program are guided with the help of the Citizen’s Transportation Oversight Commission (CTOC). Water/Sewer Fund Revenues Water & Sewer Revenues In FY 2007, water sales and sewer fees will make up $59.5 million of total revenues for this fund. Bond proceeds will yield an additional $88.3 million and development impact fees (DIF) $10.3 million. Overall revenues for the Water/Sewer Fund amount to $159.3 million in FY 2007. Water and Sewer fees in FY 2007 will increase 15.0% for each service. This increase is necessary to ensure the funding of costs related to providing services and capital projects. Other Revenue 1% Bond Proceeds 56% Water Revenue 22% 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 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. Thousands $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 Water Sew er Revenue 15% Sewer 46 back to TOC BUDGET SUMMARY Revenues Landfill Fund Revenues Landfill Re v e nue s Glendale’s internal divisions are charged an internal rate for use of the city landfill, and will generate $2.5 million of landfill revenues. Outside users are expected to account for $2.6 million of FY 2007 landfill revenues. The recycling program is projected to bring in $2.8 million. Additional miscellaneous revenue comes from interest, development fees, chargebacks and other fees, and accounts for $1.1 million. Total projected revenues for FY 2007 are $9.0 million. M is c. 12% Internal Charge s 28% Re cycling 31% External Charge s 29% Internal Division Tipping Fees: The current internal tipping fee paid by city divisions is $13.28 per ton, which is an increase from the rate of $12.57 charged in FY 2005. The rate will increase in FY 2007 to $14.35 per ton. Internal tipping fees will generate $2.5 million for the Landfill Fund in FY 2007. External User Tipping Fees: Tipping fees paid by private haulers and other cities using the Glendale Landfill will generate $2.6 million in revenue in FY 2007. The drop after FY 2002 was due to two major clients not renewing their contracts. The tonnage rate will also increase from $26.25 in FY 2006 to $27.25 in FY 2007. City Internal Tipping Fees 10-Year Fiscal History External User Tipping Fees 10-Year Fiscal History Thousands Thousands $4,000 $4,500 $3,500 $4,000 $3,000 $3,500 $3,000 $2,500 $2,500 $2,000 $2,000 $1,500 $1,500 $1,000 $1,000 $500 $500 $0 $0 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 47 back to TOC BUDGET SUMMARY Revenues Sanitation Fund Revenues Sanitation Revenues The city has prepared five-year financial plans for the Sanitation and Landfill Enterprise Funds. These Residential Commercial plans consider operating and capital 63% 28% costs, equipment replacement, 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 operation, Misc. landfill rates have a major impact on 9% sanitation rates. Glendale’s sanitation rate for FY 2007 is $14.90, which was increased in FY 2006 from $14.50. The fee adjustment was necessary to cover the increased cost of doing business. The FY 2007 revenues of $15.3 million for the Sanitation Fund come primarily from two sources: residential fees, projected at $9.7 million, and commercial fees, projected at $4.3 million. Sanitation Service Fees: Commercial fees charged to business and apartment accounts will amount to approximately 27.9% of revenues in FY 2007. 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 FY 2006 Published Rates) Thousands (Per Month) $25.00 $10,000 $9,000 $20.00 $8,000 $7,000 $15.00 $6,000 $10.00 $5,000 $4,000 $5.00 48 back to TOC Phoenix Mesa Avondale Tempe Chandler '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 Glendale $0 Scottsdale $0.00 $1,000 Peoria $2,000 Gilbert $3,000 BUDGET SUMMARIES Expenditures EXPENDITURES The FY 2007 Operating Budget The FY 2007 Operating Budget totals $337.0 million, which is an increase of $47.0 million or 16.2% over the FY 2006 budget of $290.0 million. One-time additions to the budget account for $24.8 million. These additions will not recur in future years, and include costs related to the stadium, arena, Westgate development, pay-as-yougo capital, economic development redevelopment/land acquisition, early pay-down of the lease debt and other one-time expenditures to prepare for the City’s national events in FY 2007. Ongoing additions to the budget total $26.3 million. A significant portion of this ongoing expense is related to employee merit and pay range adjustments, Foothills Recreation & Aquatics Center operations, motor fuels, pavement management, O&M expenses related to the convention center/media/cable/parking structure at Westgate, water/sewer expenses, lease debt service, right-of-way maintenance, prisoner maintenance and additional staffing throughout the city. Operating Budget Changes There are several significant additions to the city’s operating budget. In FY 2007, an emphasis was placed on staffing throughout the city to meet the everyday demand for city services. Year over year, the City’s authorized staffing increased by 115.5 full-time equivalents (FTE’s). Examples of some of the permanent positions added to the FY 2007 budget include: • The Police Department added 13 permanent police officers “off-cycle” in January as part of a COPS Universal grant and an additional 25 positions during the “normal” budget process that included nine patrol officers, three accident investigators, three case managers, an ID technician, a communication specialist, a detention officer, a training officer and six other positions. • The Fire Department added 16 positions that will be used for North Battalion incident safety staffing, backfill in all stations, fire inspections, Public Safety Training Facility operations and as part of the Rapid Response Team. • City Council approved the initial staffing request (six positions) for the Homeland Security Department. This department will be in charge of the new Emergency Operations Center coming on line in FY 2007. • The City Court added four court clerks and an administrative secretary, while the City Attorney’s Office added three assistant city prosecutors and three additional support staff to meet the growing demand for services in this area. 49 back to TOC BUDGET SUMMARIES Expenditures • The Parks & Recreation Department added nine staff persons for the Foothill’s Recreation and Aquatics Center that opens in the first quarter of FY 2007. They also added two positions for the Sahauro Ranch Historic Site operations. • The Building Safety Department added four additional permanent positions to meet the demand for mechanical/plumbing, building, electrical and tenant improvement inspections • The Utilities Department added 19 positions in various divisions including wastewater collection, meter maintenance, pretreatment, reclamation, security and information management. Comparison of Operating Budget Comparison of Program Budgets Millions Millions $70 $350 FY 2005 FY 2006 $60 FY 2007 $300 $50 $40 $250 $30 $200 $20 $10 $150 Carryover Fi re H R es U til iti ps O FY 2007 One-Time Inc Tr an sp . Pa rk s/ R Li ec br ar y & Ar ts Ongoing Inc Fi el d FY 2006 Base Budget Po lic e $0 $100 Aside from additions to staffing levels, other additions to the FY 2007 operating budget include: • $7.0 million in one-time funds to pay-down the lease debt obligation related to Northern Crossing. Strong revenues and parcel sales at this location have allowed the city to retire a large portion of the debt that was incurred when the property was first acquired for re-development. • $5.2 million for compensation related expenditures, including pay range and merit adjustments. In addition, mandatory retirement system increases required an additional $1.8 million of operational funding. • $1.5 million was appropriated to address increases in both the cost and usage of motor fuels, including gas and diesel fuel, for city-wide operations. 50 back to TOC BUDGET SUMMARIES Expenditures • $1.2 million to enhance 217,000 square feet of existing right-of-ways in high impact areas including Bell Road, Camelback Road, Glendale Avenue and Grand Avenue. • $700,000 for the Neighborhood Improvement Grants program to provide capital improvements to various neighborhoods throughout the city. • $408,800 was set aside for the purchase and maintenance of 18 biphasic heart monitors that benefit the community by contributing to increased defibrillation success rates and reduce myocardial damage of patients. Table 2 Selected FY 2007 Budget Supplementals (All Dollars in Thousands) Department % Increase from FY 2006 Operating Budget Amount Police Department $7,446 15.7% Field Operations $5,319 11.6% Fire Department $4,077 16.1% Utilities $4,234 12.2% Parks & Recreation $2,782 21.9% Transportation $1,702 10.8% Building Safety $1,292 26.5% City Attorney $1,196 46.5% Info. Technology $457 7.1% Engineering $268 5.3% All Other $22,279 24.9% Total Supplementals $51,052 17.6% 51 back to TOC BUDGET SUMMARIES Expenditures 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 2005 to FY 2007. The “other” category includes stadium, arena and grant related costs, which are mostly self-funded. Table 3 Operating Budget Summaries FY 2005 to FY 2007 (All Dollars in Thousands) 01-General Fund 02-Police Spec. Rev. 04-Fire Spec. Revenue 06-Civic Center 12-Streets 15-Airport 16-General Services 19-Housing 25-Transportation 41-Vehicle Replacement 42-Tech. Replacement 50-83-84-Water/Sewer Fund 54-Cable Equip. Rental 55-Landfill Fund 57-Sanitation Fund 72-Court Fund 73-Self-Sustaining Fund 75-Library Books 76-Risk Mgmt Trust Fund 77-Workers Comp Fund 79-Benefits Trust Fund Other 2005 Budget $126,500 $3,020 $1,451 $709 $12,764 $557 $5,756 $8,186 $9,401 $2,507 $1,786 $35,809 $55 $8,240 $14,002 $320 $2,236 $521 $2,250 $1,407 $13,356 $17,168 2006 Budget $143,751 $3,215 $1,317 $755 $14,426 $566 $7,169 $8,360 $9,820 $2,439 $1,786 $39,087 $55 $7,348 $13,196 $345 $2,306 $524 $2,250 $1,407 $13,692 $16,187 2007 Budget $166,945 $3,056 $1,838 $933 $16,434 $574 $8,769 $8,374 $10,350 $3,174 $3,659 $43,162 $56 $7,359 $14,117 $299 $2,157 $336 $2,760 $1,407 $19,600 $21,592 2007 vs. 2006 16.1% -4.9% 39.5% 23.7% 13.9% 1.4% 22.3% 0.2% 5.4% 30.1% 104.9% 10.4% 3.1% 0.1% 7.0% -13.3% -6.5% -35.9% 22.7% 0.0% 43.1% 33.4% Total Operating Budget $268,000 $290,000 $336,951 16.2% Fund 52 back to TOC BUDGET SUMMARIES Expenditures Percentage of Operating Budget by Group for All Funds Public Works 27% Public Safety 26% Comm. Dev. 9% Non-Dept & Grants 1% Appointed & Elected Officials 3% Comm. Svcs. 12% Internal Svcs. 11% Admin. Svcs. 11% The largest operating group, regardless of funding source, is the Public Works Group, which accounts for 27.6% ($93.0 million) of the total operating budget. The public works group includes the Utilities, Field Operations, Engineering and Environmental Resources departments. These departments provide water and sewer treatment and transmission services, street and rightof-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 $88.5 million is Public Safety, which makes up 26.3% 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. Glendale’s Police Department is accredited through the independent Commission on Accreditation for Law Enforcement and the Fire Department is accredited by the Commission of Fire Accreditation International. The Community Services Group provides services that are probably the most visable to the public and includes the following departments: Community Partnerships, Library & Arts, Neighborhood Improvement Grants, Parks & Recreation and Residential Infill Housing. The 53 back to TOC BUDGET SUMMARIES Expenditures 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. This group accounts for 12.3% of the total operating budget, or $41.5 million. The Administrative Services Group accounts for $36.4 million (10.8%) of the operating budget. Departments within this group include Economic Development, Finance, Info. Technology, Management & Budget and specialty departments to account for and track lease payments, fees and rebates/incentives. Some of the services these departments provide include financial, accounting, and payroll services; revenue collection services; information systems development and management; grants coordination and budgeting services. The Internal Services Group includes those operations reporting directly to the city manager or assistant city manager. These departments account for 10.6% ($35.8 million) of the total operating budget. They include the City Auditor, City Manager’s Office, Civic Center, Community Action Program, Employee Groups, Human Resources, Intergovernmental Programs and Marketing and Communications. Some of the services these departments provide include marketing, tourism, and special events services; personnel services related to recruiting, hiring, and training staff; and performance management services. The Community Development Group represents 8.8% ($29.6 million) of the total operating budget. Departments in this group include Building Safety, Code Compliance, Engineering, Planning and Transportation. 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 3.0% ($10.1 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 less than 0.6% ($2.2 million) of the operating budget. 54 back to TOC BUDGET SUMMARIES Expenditures 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 2002-03 2003-04 2004-05 2005-06 2006-07 01-General Fund 02-Police Spec. Rev. 04-Fire Spec. Revenue 06-Civic Center 11-C.D.B.G. 12-Streets 15-Airport 16-General Services 18-91-96-Arena Dev/Rvw/Inspec 19-Housing 25-26-Transportation 27-Telephone 46-47-48-Other Grants Fund 50-83-84-Water/Sewer Fund 55-Landfill Fund 57-Sanitation Fund 70-Arts Commission 71-Training Fac - Rev 72-Court Fund 73-Self-Sustaining Fund 92-Stadium Special Rev. 1,170.55 33.00 18.00 6.00 8.75 96.00 5.00 42.00 11.00 23.00 40.25 1.00 11.00 181.25 42.00 62.00 1.00 0.00 1.00 1.00 0.00 1,187.05 33.00 18.00 6.00 8.75 96.00 5.00 42.00 12.00 23.00 42.25 1.00 11.00 181.25 37.00 65.00 1.00 0.00 3.00 2.00 6.00 1,260.91 33.00 18.00 6.00 8.75 96.00 5.00 42.00 1.00 25.00 42.25 1.00 11.00 191.25 38.00 68.00 1.00 0.00 3.00 4.00 20.00 1,300.26 33.00 18.00 6.00 8.75 96.00 5.00 39.00 0.00 25.00 43.25 1.00 10.50 200.25 39.00 69.00 1.00 0.00 3.00 5.00 13.00 1,388.76 33.00 18.00 7.00 8.75 97.00 5.00 42.00 0.00 25.00 49.25 1.00 10.50 220.25 42.00 70.00 1.00 4.00 1.00 5.00 3.00 Total 1,753.80 1,780.30 1,875.16 1,916.01 2,031.51 55 back to TOC BUDGET SUMMARIES Expenditures 7 6 5 4 3 2 1 0 '98 '99 '00 '01 '02 '03 '04 '05 '06 Employees Per 1,000 Population FY 2006 11.9 12 10.5 11.1 9.2 8.5 9 7.2 7.6 56 back to TOC Tempe Scottsdale 3 Phoenix 6 Mesa 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. Please note that all cities employee to 1,000-population ratio is from FY 2006 except for the City of Glendale’s, which represents the FY 2007 ratio. 8 FY07-Glendale The total authorization of 2,031.51 FTE positions will serve an estimated population of 238,347 by July 2006. This results in a staffing ratio of 8.52 employees per 1,000 residents in FY 2007. 9 Peoria The FY 2007 budget increases the total authorized staffing by 115.50 FTE’s. Some of the departments receiving additional staff include Police, Fire, Homeland Security, City Court, City Attorney, Parks & Rec, Building Safety, Fields Operations, Transportation and the Utilities Department. Schedule 6 (pg. 515), found in the Schedules section of this document, provides detail on the city’s authorized staffing by position for all departments. Authorized Staffing Per 1,000 Population 10-Year Fiscal History Avondale 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. '07 BUDGET SUMMARIES Expenditures General Fund Expenditures Included in the General Fund total is the Streets Fund. The total General Fund operating budget for FY 2007 is $183.4 million. At 41.7% or $76.5 million, Public Safety is the largest component of the General Fund budget, followed by the Administrative Services group at 14.5% and Community Services group at 12.9%. The accompanying graph displays the General Fund budgets by group as a percentage of the whole. Percentage of General Fund Budget by Group Public Safety 42% Public Works 10% Comm Dev. 10% Non-Dept 1% Internal Svcs. 5% Appointed Officials 5% Comm. Services 13% Admin. Services 14% All street-related costs eligible for Highway User Revenue Fund (HURF) allotment are budgeted as expenses of the Streets Fund and included in the Public Works group. The following table compares the FY 2007 General Fund operating budgets by group to FY 2006. Table 5 General Fund Budget By Group Comparison (All Dollars in Thousands) Group Public Safety Administrative Svcs Community Services Community Dev. Public Works Internal Services Appointed Officials Non-Departmental Total FY 2006 Budget $63,796 $21,877 $21,428 $16,907 $16,482 $7,966 $8,137 $1,584 $158,178 57 back to TOC FY 2007 FY 2007 % Budget of Total $76,524 41.7% $26,514 14.5% $23,722 12.9% $18,128 9.9% $17,800 9.7% $9,311 5.1% $9,776 5.3% $1,604 0.9% $183,379 100% BUDGET SUMMARIES Expenditures Transfers to Other Funds The General Fund supports a number of other funds within the city. A net transfer amount of $10.8 million will be transferred to other funds in FY 2007. The largest of these transfers is $4.7 million to the Street Debt Fund for Highway User Revenue debt service obligations. A transfer of $3.0 million will go to the Municipal Property Corporation debt, the National Events Fund will receive $1.0 million and another $900,000 will go to the Transportation Fund. Other transfers will go to the Civic Center, Airport, Court, Housing, Marketing Special Events, various grant funds and the Stadium. Transfers between funds are detailed in Schedule 4 (pg. 513) 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 $3.1 million will be appropriated from the Police Special Revenue Fund to provide police services, and $1.8 million from the Fire Special Revenue Fund is designated to provide fire protection and emergency medical services. The Police fund supports 23 police officers, six police detention officers and four police communication specialists; while the Fire fund supports 14 fire fighters and four fire engineers. Airport Fund Expenditures The Airport Fund operating budget is $573,636, 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 national events occurring in Glendale, could make the city’s airport a self-sustaining transportation hub for the West Valley. Transportation Fund Expenditures Transportation Fund Expenditures Capital 86% The Transportation Fund includes operating and capital expenses related to providing public transit services in accordance with the Glendale Onboard (GO!) Transportation Program. Approximately $63.9 million is budgeted for capital outlays, and the total operating budget for the Transportation Fund is $10.3 million. Operations 14% 58 back to TOC BUDGET SUMMARIES Expenditures The largest portion of operating expenses is used to pay for the fixed-route service, which amounts to $4.9 million. These services were recently expanded in Glendale as part of the voterapproved GO! initiative. In addition, $2.8 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 Capital 75% Operations 18% Debt Service 7% 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 obtain and treat, Glendale water rates are reasonable when compared to both local and national standards. The operating budget for this fund is $43.2 million for FY 2007, with $176.3 million in capital outlays and $17.2 million in debt service payments planned from this fund. Landfill Fund Expenditures The total operating budget for FY 2007 is $7.4 million, compared to $7.3 million in FY 2006. The FY 2007 capital budget includes $1.5 million for equipment replacement and fiber optics installation and debt service payments of $215,578. FY 2007 will be the sixth 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 total operating budget for FY 2007 is $14.1 million, up 7.0% from $13.2 million in FY 2006. Both the curb service and loose trash divisions increased their respective shop and fuel budgets this year to keep pace with rising fuel costs and the cost for maintenance and repairs. The FY 2007 capital budget includes $1.3 million for the purchase of both front and side load trucks, as well as equipment replacement. 59 back to TOC BUDGET SUMMARIES Expenditures 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 $19.6 million for FY 2007. The beginning fund balance is projected to be approximately $7.5 million and will be used to help offset the increasing costs of health, dental and life insurance expenses in future years. Capital Improvement Budget Summary Capital Improvement Plan FY 2007 Projects by Type Economic Development 22% Trans./ Streets 22% Flood Control 3% Other 4% Parks 5% Public Safety 4% Water/Sewer 40% The total capital improvement budget for FY 2007 is $435.0 million. This includes a carryover from FY 2006 of $178.2 million to complete existing projects and $256.8 million for new projects. This is an increase of $108.5 million, or 33.2%, compared to the FY 2006 capital improvement budget of $326.5 million. For more details, please refer to the Capital Improvement Budget section (pg. 230) of this document. The accompanying graph provides a percentage breakdown of new projects by type. 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. The Government Finance Officers Association recommends local governments develop a formal comprehensive 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 60 back to TOC BUDGET SUMMARIES Expenditures 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. Debt Service Budget MPC Bonds 22% G.O. Bonds 37% HURF Bonds 9% Water/Sewer Bonds 32% Landfill 0.4% The total debt service budget for FY 2007 is $53.0 million, compared to $47.0 million in FY 2006. 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 in this budget document. 61 back to TOC BUDGET SUMMARY Conclusion CONCLUSION This Budget Summary is intended to provide a general overview of the FY 2007 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 the 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 Council goals 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 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 and Debt Management Plan, available from the Finance Department; The Glendale General Plan, which was overwhelmingly approved by voters in 2002 and is available from the Planning Department; and the Glendale Connection Newsletters distributed by the Marketing Department. Questions, comments or observations regarding this 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 62 back to TOC FINANCIAL GUIDELINES Cabela’s, the world’s foremost outfitter of hunting, fishing and outdoor gear is scheduled to open its doors in Glendale on July 28. The Cabela’s store is estimated to draw four million visitors to the city annually, making it one of the largest tourist attractions in the state. FINANCIAL GUIDELINES 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. For instance, your actual versus forecast results will be very different if, when you try to start your car in the 63 back to TOC FINANCIAL GUIDELINES Five-Year Forecast 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. 64 back to TOC FINANCIAL GUIDELINES 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? 65 back to TOC FINANCIAL GUIDELINES 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 departments to identify future staffing needs to accommodate population growth and related 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. 66 back to TOC FINANCIAL GUIDELINES 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 92%. In terms of real purchasing power, $103.60 in goods purchased in 1984 would cost approximately $198.90 in 2005. The following table shows the historical percentage increase in the CPI-U since 1984. CPI - Urban Users (Western Region) Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 Index 103.6 108.0 110.5 114.3 119.0 124.6 131.5 137.3 142.0 146.2 149.6 % Increase Base Yr 4.25% 2.31% 3.44% 4.11% 4.71% 5.54% 4.41% 3.42% 2.96% 2.27% Year 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 67 back to TOC Index 153.5 157.6 161.4 164.4 168.9 174.8 181.2 184.7 188.6 193.0 198.9 % Increase 2.61% 2.67% 2.41% 1.86% 2.74% 3.49% 3.66% 1.93% 2.11% 2.33% 3.06% FINANCIAL GUIDELINES Five-Year Forecast The general inflation rate has been averaging about 3.0% since 1995. From 2000 to 2005, the average inflation rate has been lower, averaging 2.8%. The current forecasting model estimates an inflation rate of about 3.0% for FY 2006, gradually increasing to 3.3% by FY 2011. 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 1.5% for 2001 through 2004, and is projected to average 1.6% 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 1997 Population 117,348 122,392 127,486 132,581 137,675 142,769 148,134 151,558 155,916 161,688 168,874 182,615 186,500 191,612 % Increase 4.49% 4.30% 4.16% 4.00% 3.84% 3.70% 3.76% 2.31% 2.88% 3.70% 4.44% 8.14% 2.13% 2.74% Year Population 1998 196,820 1999 208,095 2000 219,705 2001 224,703 2002 227,763 2003 231,288 2004 233,281 2005 235,987 2006* 238,347 2007* 240,304 2008* 242,466 2009* 244,406 2010* 246,361 2011* 248,331 % Increase 2.72% 5.73% 5.58% 2.27% 1.36% 1.55% 0.86% 1.16% 1.00% 0.82% 0.90% 0.80% 0.80% 0.80% 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 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. With the guidance of the Human Resources Department, Council sets a target of providing a pay range adjustment that is based on 68 back to TOC FINANCIAL GUIDELINES Five-Year Forecast a market survey of other Valley cities and therefore will vary depending on whether a job classification is below market, at market or above market. In previous years, the pay range adjustment was tied solely to the consumer price index and the western region inflation rate. In addition, the city’s performance management system works on the basis of merit increases, typically in 4% increments, for those who receive “meets expectations” on their respective annual performance evaluations. Starting in FY 2007, the city will add two more categories for merit pay adjustments: “improvement needed” (2%) and “above expectations” (5%). As in previous years, if an employee “does not meet expectations” they would not receive a merit increase. This methodology covers all non-sworn employees. Pay range adjustments and merit increases are not automatically given to non-sworn employees; Council must specifically approve merit and/or pay range adjustments for non-sworn 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 (“sworn” positions) to ensure we obtain the most highly qualified staff to provide public safety services to our residential and business communities. This pay plan is based upon years of service, or steps, and “merit” increases are automatic as the sworn employee completes each year of service within the city. In addition, public safety personnel representatives meet with the city manager each year to discuss employment issues. Any changes in employee compensation derived from these meetings are incorporated into the annual budget through an agreed upon memorandum of understanding. For FY 2007, 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. In general, employees will receive a 1% pay range adjustment and eligible employees also will receive a merit increase based on their annual performance review. Overall, City Council approved the addition of $5.2 million to the GF base budget to implement these important pay adjustments, as well as increases for hourly, temporary employees. 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 2007 Glendale’s roadway system requires a $6.9 million operating budget for street maintenance and repairs. As part of that overall operating budget, a 69 back to TOC FINANCIAL GUIDELINES Five-Year Forecast total of $750,000 was added to the pavement management program, a long-term maintenance plan to preserve the high quality of our roadway network. 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. We anticipate adding a minimum of $1.5 million in ongoing street maintenance related funding between FY 2008 and FY 2011. 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 2007 budget, City Council provided clear direction to continue to fund these kinds of programs and services at a higher level. The Five-Year Forecast includes $2.0 million in ongoing public safety needs. Mandatory expenses of $8.3 million account for over 40% of the expenses built into the FiveYear Forecast. These include yearly increases in the public safety step pay plan, retirement and health benefit systems, as well as the cost of insurance to cover everyday city operations. In addition to the supplemental items added to the operating budget for FY 2007, as outlined in Schedule 13 (pg. 578), 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 2011. These expenses total $7.5 million and account for the majority of the ongoing expense needs over the forecast period. They are discussed in more detail below. OPERATING COSTS ASSOCIATED WITH THE 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 $3.2 million for FY 2007. The remaining years in the forecast include additional operational funding for capital projects that will be coming on line in the later half of FY 2007 including the Emergency Operations Center, Public Safety Training Facility, park and feature fields around the Arizona Cardinal’s Stadium and the convention/media/cable/parking facility being built in the Westgate area. Additional ongoing operating expenses are included for the Western Area Regional Park currently scheduled to come on line in FY 2010. 70 back to TOC FINANCIAL GUIDELINES Five-Year Forecast TECHNOLOGY AND VEHICLE REPLACEMENT FUNDS 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, respectively. 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 and continued to receive regularly scheduled replacements of key service related equipment. GF contributions resumed at the 50% level in FY 2005. The current forecast includes GF contributions at the 75% level for FY 2006 and 100% level for FY 2007 and beyond. 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. 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 (pg. 556) for a listing of the capital lease debt service for the city’s various funds. The forecast also includes a $2.0 million increase in the long-term debt service for the Streets Fund as the city issued $15.7 million in Highway User Revenue Bonds in April 2006. See Schedule 7 (pg. 550) for a detailed listing of the current Street Revenue Bonds Debt Service. 71 back to TOC FINANCIAL GUIDELINES Five-Year Forecast 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 2011, 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 2006 and FY 2007. 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 bellow is followed by a brief discussion about some of the major components of GF revenues. General and Streets Funds Summary of Major Revenue Sources In Thousands ($000) $200,000 $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0 '94 '95 '96 City Sales Tax '97 '98 '99 State Shared '00 '01 '02 '03 Prim Prop Tax 72 back to TOC '04 '05 '06 HURF '07 Fees '08 '09 '10 Other '11 FINANCIAL GUIDELINES Five-Year Forecast City Sales Tax City sales tax is “elastic” revenue, meaning it varies directly with the economy. During economic expansion, elastic tax revenues increase, due to higher levels of consumer spending. During an economic downturn, the opposite is true and tax revenue levels decline. City sales tax for the following five years is projected using a combination of econometric modeling and formula calculations. The Budget Office obtains its initial projection from a linear regression model, using state disposable personal income as a primary variable. The resulting figures are modified to account for other key variables directly related to the City. For example, since increased employment is usually accompanied by a rise in purchasing volume and increased sales tax revenue, Maricopa County’s five-year employment growth estimate is incorporated into the city’s sales tax forecasting model. City sales tax receipts comprise 37.0% of the city’s GF revenue budget for FY 2007. This percentage has been stable, fluctuating slightly between 34% and 40% since FY 1999. The FY 2007 city sales tax forecast calls for an increase of $3.5 million, or 5.9%, over the FY 2006 yearend estimate of $58.7 million. Management and budget staff expects the 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 below provides a historical look at city sales tax revenue. City Sales Tax Rev. In Thousands ($000) 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 '02 '03 '04 '05 '06 Actual '07 Projected 73 back to TOC '08 '09 '10 '11 FINANCIAL GUIDELINES Five-Year Forecast State-Shared Revenue Cities and towns in Arizona are beneficiaries of a state-shared revenue program that distributes state-collected revenues to Arizona municipalities. State-shared revenues in this document specifically refer to state sales tax receipts, state income receipts and motor vehicle in-lieu receipts. The forecast for each state revenue source is developed separately and compared to the state’s forecast for these revenue sources. State income tax projections are based on a trend forecast. Forecasts done by Arizona economists, who use projected state personal income growth as a key variable, are also considered in the development of our projections. State sales tax estimates are based on a model similar to the city sales tax forecast. The forecast model assumes that the motor vehicle in-lieu will increase at its historic rate. For FY 2007 our projection reflects a 4% growth rate after adjusting for the expected impact of the mid-decade census on the distribution of state-shared revenues. State-Shared Revenue Summary In Thousands ($000) 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 '02 '03 '04 '05 '06 Actual '07 '08 '09 '10 '11 Projected Property Tax 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. 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 74 back to TOC FINANCIAL GUIDELINES Five-Year Forecast 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. The combined property tax levy for Glendale residents for FY 2006 consists of $0.3064 for the primary tax rate and $1.4136 for the secondary property tax rate. 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 2.5% of GF revenues. For FY 2007 the combined property tax levy will consist of $0.2925 for the primary tax rate and $1.4275 for the secondary property tax. These rates are expected to generate a total of $23.4 million ($3.8 million from the primary rate and $19.6 million from the secondary rate). 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 3% 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 '02 '03 '04 '05 '06 Actual '07 Projected 75 back to TOC '08 '09 '10 '11 FINANCIAL GUIDELINES Five-Year Forecast 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 2007, the city expects to receive $15.8 million in HURF monies, and this amount is expected to grow to $16.2 million by FY 2011. In FY 2007, HURF monies are projected to comprise 9.4% of all GF revenues. 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 $15.1 million in FY 2006 to $18.0 million in FY 2011. By FY 2011, this category of revenue is expected to account for about 9.5% of General Fund revenues. 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 refinancings occurred in FY 2000 ($8.3 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 76 back to TOC FINANCIAL GUIDELINES Five-Year Forecast 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 2006 are $7.8 million. This amount is scheduled to increase to approximately $8.0 million in FY 2007, primarily as a result of the increased costs associated with GF operations for FY 2006. 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 77 back to TOC FINANCIAL GUIDELINES Five-Year Forecast 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. 78 back to TOC FINANCIAL GUIDELINES Financial Plan FINANCIAL PLAN INTRODUCTION The foundation for our FY 2007 operating and capital budgets is Council’s vision of ‘one community.’ That foundation is supported by additional strategic goals and key objectives, as discussed in the Mayor’s and City Manager’s budget messages, including the continuation of fiscally sound financial management practices. Glendale’s Financial Plan addresses the critical issues that must be addressed with each fiscal year’s budget, as well as the strategies that are used to sustain Council’s strategic goals while accommodating fluctuations in the economy. It is critical for a local government to respond quickly and comprehensively to changes in the political and economic environment so that city services are not compromised. The City of Glendale engages in financial planning in order to avoid curtailing basic services or delaying needed infrastructure improvements when revenue sources are adversely affected. The following discussion highlights the principal issues facing the city of Glendale (operating budget constraints) and the long-term and short-term key strategies for addressing the changing economic and political environment in which we operate. OPERATING BUDGET CONSIDERATIONS 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 special-purpose revenues include public safety and transportation sales tax revenues, highway user revenue fees (HURF), water, sewer, landfill, and sanitation user fees, and development impact fees. The General Fund covers costs for essential city services like police, fire, parks/recreation, library services and neighborhood preservation, as well as critical support functions like financial and budget management services, human resources and legal services. Many city departments must rely exclusively on General Fund revenues to finance their operating costs, whereas others receive at least some GF financial support. The city’s primary ongoing General Fund revenue sources are state-shared revenues and city sales taxes. These sources typically account for approximately two-thirds of the city’s ongoing general fund revenue budget. State-shared revenues and local sales tax revenues 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 could decline, although that is not always the case. 79 back to TOC FINANCIAL GUIDELINES Financial Plan State-shared revenues are comprised of state income tax and state sales tax revenues, as well as state motor vehicle licensing revenue. The state of Arizona distributes to incorporated towns and cities a portion of these state receipts based on each entity’s population in proportion to the state’s total population of incorporated areas. State-shared revenue is subject to fluctuation due to changes in the economic environment, as well as the political environment, as evidenced by the current legislative discussion to modify the amount of state-shared income tax revenue to be distributed to municipalities. For the most part, past reductions in state-shared revenue have been the result of negotiations between the state and the cities. In addition, past reductions occurred with state income tax revenue that provided Glendale and other cities sufficient time to plan for the reduction. Because of the two-year lag in this revenue source, the last reduction occurred in FY 2004 and FY 2005, as a result of decisions made in FY 2002, after the last downturn in the economy. In planning for next fiscal year’s collection of state-shared revenue, Glendale took a conservative approach and assumed relatively small increases. The legislative proposals discussed to date have reflected state-shared revenue distributions that are more than the conservative amounts included in next fiscal year’s budget. Another factor that will impact distribution of all state-shared revenue, beginning with FY 2007, is the mid-decade census that was conducted for the Phoenix metropolitan area. According to the October 2003 Maricopa Association of Governments’ (MAG) estimate of the mid-decade census impact on state-shared revenues, Glendale is expected to lose $3.4 million. However, growth in the state’s overall population, aggregate retail sales, and per capita income is expected to offset all of that loss and, in fact, result in an increase of state-shared revenues for Glendale. Nevertheless, to develop the FY 2007 revenue projection, we took a conservative, prudent approach to estimating the impact on Glendale’s state-shared revenues. In terms of the middecade census impact, we used $4.2 million rather than the $3.4 million estimate that MAG provided in October 2003. We used the more conservative figure of $4.2 million because the MAG estimate is over 2 ½ years old, and the state’s economy and population have grown dramatically since that estimate was produced. Then we developed a pro-rata share of how that $4.2 million would be distributed among the state revenue sources that are based on population. Overall, the consensus of local experts on the Arizona economy is that the robust growth of the past few years will continue into next year, although at a more moderate pace. Accordingly, the general fund revenue projection for FY 2007 reflects this optimism that is tempered by caution. The overall rate of growth assumed for all ongoing General Fund revenue is 4.3%. We believe this is a conservative estimate of overall growth given the robust growth Glendale has experienced in ongoing GF revenues over the last several years. As you can see in the table below, Glendale experienced 4.9% growth in ongoing GF revenues from FY 2002 to FY 2003 despite the economic downturn that affected the nation’s economy after the terrorist attacks in September 2001. The growth Glendale experienced at that time is higher than the projected increase from FY 2006 to FY 2007 that is shown below. 80 back to TOC FINANCIAL GUIDELINES Financial Plan Fiscal Year Percent Change From Prior FY 2001-02 Ongoing Actuals Excluding 1X Revenues (Dollars in Millions) $116.5 2002-03 $122.2 4.9% 2003-04 $138.3 13.2% 2004-05 $146.7 6.1% 2005-06 $158.9 8.3% 2006-07 $165.7 4.3% -- Other sources of city revenue, such as property taxes, franchise fees, and development permits and fees, are also subject to external economic and political 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. State limits on property tax rates also constrain the use of this revenue source for general fund operations. Therefore, we took a conservative, prudent approach to projecting these other revenues for FY 2007. A more detailed discussion of these other revenue sources and the projection for FY 2007 is found in the Budget Revenue Summary section. Population Growth Arizona has experienced phenomenal growth in the past few decades. It is consistently rated as one of the states experiencing the highest levels of growth in the nation. Growth in population is often accompanied by job growth, which is often a reflection of a healthy local and regional economy. A growing population tends to fuel consumer spending as homes are purchased, and consumer goods for those homes are bought. In addition, the state-shared revenues discussed in the previous section are based on a city’s population in comparison to the total population, so there is an unintended incentive to encourage population growth in order to receive more stateshared revenue. Nevertheless, growth is often a double-edged sword. Rapid and prolonged population growth places a great deal of strain 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 growth-related 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, development impact fee assessments, and the creation of improvement districts. These are discussed in more detail in the Ten-Year Capital Improvement Plan section. 81 back to TOC FINANCIAL GUIDELINES 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 ongoing operating costs of these new facilities. For these kinds of projects, the city staggers the opening of them in order to adequately absorb the additional operating costs that come with their operation. Also, Glendale prefers to use conservative population estimates in its planning process to ensure the revenues needed to operate the facility are 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. The impact of population growth is reflected in many ways in the FY 2007 operating budget. For example, a total of 115.5 new positions have been authorized, with 82.5 permanent positions added to the General Fund base budget and 33 positions added to the base budget of other funds. Another 13 positions were added mid-year FY 2006 as a result of a federal grant to facilitate the hiring of new police officers. Steadily increasing demands for city services have occurred over the past several years as Glendale’s population continues to grow, especially with the rapid transformation of Glendale’s western area. Now ongoing revenue sources have increased sufficiently to support additional staff. Routine Operating Expenses The cost of many routine operating necessities, such as fuel, are continuing to rise. While Glendale has taken a proactive approach to minimizing the impact of such cost increases, some level of cost escalation is inevitable in order to maintain a high level of service for the Glendale community. In developing the FY 2007 operating budget, these routine operating cost increases were at the top of the list of items that had to be addressed before allocating funds for other purposes. One example of a dramatic increase in a routine operating expense is motor fuel. Motor fuel is used in city vehicles as different as police cruisers, fire trucks, solid waste collection vehicles (garbage trucks), and public transportation vehicles. Diesel fuel was $1.89/gallon in November 2005; in May 2006, it was $2.61/gallon, a 38.1% increase. Unleaded gasoline was a $1.96 in November 2005; in May 2006, it was $3.10/gallon, a 58.2% increase. Compounding the increase in the cost of fuel is the fact that Glendale employees will drive 25% more miles, or 1.9 million miles more than 5 years ago, with much of the mileage related to public safety and solid waste collection. Further compounding the problem is that the rising costs for oil has affected other oil-based products, including asphalt, vehicle parts, and tires. For FY 2006, Council appropriated a one-time fuel reserve of $909,000 that was distributed to departments throughout the fiscal year to accommodate fuel cost increases. The reserve was established as one-time funding because, at the time the FY 2006 budget was developed, the outlook for fuel costs was uncertain. Over the course of FY 2006, it became clear that higher fuel costs are of a long-term nature. Therefore, the budget for motor fuel purchases by departments was increased $1.5 million for FY 2007, with $1.1 million as an increase in the base budget, and $438,000 as a one-time increase. 82 back to TOC FINANCIAL GUIDELINES Financial Plan Employment benefits such as retirement and medical insurance also comprise an ongoing operating cost that has experienced sustained increases over the past several years for both the employer and employee. Retirement costs increased in FY 2006 and will again in FY 2007 as contribution rates rose to improve the financial health and stability of the various stateadministered retirement funds. These increases are occurring against a backdrop of significant contribution rate decreases in the late 1990s, when investment returns were robust. On the other hand, plan modifications for the city’s medical benefits have led to more appropriate and efficient use of the resources available. Consequently, no cost increases for the city’s medical insurance plan are expected for FY 2007. Capital Expense Considerations Large capital improvement projects take many years to plan, finance and complete. Funds for these projects often will be needed long before the number of residents moving into the area can support the construction costs although it might be several more years before population growth is sufficient to generate the revenue needed for ongoing operating expenses. Under virtually any population growth scenario, traditional bond financing and development impact fee revenues would be hard pressed to keep up with the normal demand for new or expanded streets, storm sewers, fire stations and other facilities. To meet the need for the construction of new capital facilities, Glendale has pursued some unique partnering arrangements to cover the capital costs. For example, Glendale is partnering with the cities of Avondale, Surprise, and Peoria, as well as the Maricopa County Community College District, to enhance the function and value of Glendale’s new Public Safety Training Facility that is scheduled to open in FY 2007. The facility will train police and fire personnel for the protection of our growing communities. The four partner agencies recently signed formal, written commitments to share the costs of construction and operations. Another example of partnership in capital construction is found with the Youth Sports Field facilities under construction just to the east of Glendale’s professional sports facilities, the Cardinals Stadium and Glendale Arena. Both the Fiesta Bowl college football organization and the Arizona Sports and Tourism Authority contributed funds to the construction of this project. Glendale also continues partnering opportunities with local school districts in the construction of parks, playgrounds, and sports facilities adjacent to school facilities. Glendale also assesses development impact fees for commercial and residential construction. These fees are used to supplement property tax revenues for the construction of public safety facilities, parks and recreation facilities, libraries, and other capital projects. Finally, Glendale pursues grant funds to enhance capital projects. Recent examples include state of Arizona Heritage Funds and federal Bureau of Reclamation dollars for parks, trails, and open space projects. As a result of these outside grant dollars, the planned capital projects were accelerated and/or expanded to provide better facilities for the Glendale community. 83 back to TOC FINANCIAL GUIDELINES Financial Plan National Events Consideration One of the principal issues that Glendale faces in FY 2007 is related to our status as host city for the national Fiesta Bowl and first-ever college Bowl Championship Game. These two events are coming to Glendale for the first time in FY 2007. As noted in the FY 2005 and FY 2006 budget books, the costs associated with providing public safety services and 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 $7.0 million in a National Events Fund ($1.0 million in FY 2005 plus $5.0 million in FY 2006 plus $1.0 million in FY 2007). In addition, partnership opportunities have been pursued to minimize the cost of these events. A West Valley Coalition was formed with other west valley agencies, plus the Maricopa County Sheriff’s Office and the Arizona Department of Public Safety (state police), to provide public safety services outside the new Cardinals Stadium, which will open in August 2006. Also, negotiations are currently in progress with the Stadium Management Group for interior security for all events at the facility. During FY 2006, key objectives related to the upcoming national events were established. They are as follows: • • • • • • • Complete capital and major economic development projects such as the Emergency Operations Center and the Media Center/Conference Center/Parking Garage located adjacent to the city’s professional sports facilities. Ensure safe and attractive public areas. Maximize resident, neighborhood, and business participation and involvement. Promote Glendale’s amenities to capture an increase in tourism and economic development. Create a cross-functional, one-stop, expedited permit center. Modify relevant city codes and ordinances related to life and safety issues. Ensure fiscal accountability. While much work on accomplishing these objectives occurred in FY 2006, more work is planned for FY 2007. Specifically, we have budgeted funds to address these key objectives as well as other costs associated with hosting these national football events and related activities. We anticipate spending a total of approximately $4.0 million out of the National Events Fund in FY 2007. An additional $1.0 million is appropriated in the event unplanned expenses requiring timely decisions surface. As we work through these events for the first time, staff will continue to evaluate the costs associated with hosting these world class events to ensure prudent and fiscally responsible use of city funds. 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: 84 back to TOC FINANCIAL GUIDELINES Financial Plan • • • 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 short-term 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. LONG-TERM STRATEGIES Adjusting Staff Levels Although Glendale has one of the Valley’s lowest ratios of city authorized staff positions to population (8.52:1,000) personnel-related costs account for 68% 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. 85 back to TOC FINANCIAL GUIDELINES Financial Plan 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 nonelection years. Another 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. 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. 86 back to TOC FINANCIAL GUIDELINES Financial Plan 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 an economic downturn that started in FY 2002, General Fund 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. General Fund contributions resumed in FY 2005 at the 50% level, stepped up to the 75% level in FY 2006, and will return to the 100% level for FY 2007. The city has been able to follow this phased-in approach for General Fund operations by extending the life of non-public safety equipment during the years when General Fund 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 were funded, in part, by drawing down the fund balance, which had steadily grown over from FY 1998 thru FY 2002. This will continue in FY 2007, although to a lesser extent, assuming that all vehicles scheduled for replacement are actually replaced. Experience has shown that many vehicles are not replaced as scheduled because they do not need to be replaced, and we expect that experience will continue into the future. Nevertheless, we closely monitor this replacement fund to ensure that it provides sufficient funds to replace essential vehicles and equipment as needed. The technology replacement fund balance not only covers the systematic replacement of desktop computers, but also annual software licensing costs for a wide range of software used in city operations, virus and security maintenance costs, citywide data storage, database servers, and cable/video equipment and presentation systems. The fund balance is expected to decline in FY 2007 as a result of the scheduled replacement of some heavily used police communications equipment. However, the fund balance is expected to increase in FY 2008 and remain stable thereafter. 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 because 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 deplete 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 87 back to TOC FINANCIAL GUIDELINES Financial Plan or service demands. The introduction to Glendale’s 2007-2016 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. The primary property tax revenue is included in the General Fund. However, because Glendale has minimized its use of the primary property tax levy, this revenue source is expected to be only 2% of the city’s anticipated General Fund revenues in FY 2007. 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. This revenue source provides more ‘bang for the buck’ because it can be leveraged to borrow more funds to pay for capital projects. Therefore, the secondary property tax levy is optimized in relation to the primary property tax levy. Although many cities in other parts of the country use the property tax rate to make short-term operating budget adjustments, changes in Glendale’s tax structure or rates are viewed as longterm 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. 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 Ten-Year 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- 88 back to TOC FINANCIAL GUIDELINES Financial Plan 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 2005, Glendale received approximately $19.5 million in property tax revenue. Approximately $3.6 million of that amount came from the primary property tax levy. The combined property tax levy for Glendale residents for FY 2006 remained unchanged at $1.72 per $100 of assessed valuation. This rate is 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 combined property tax rate will remain unchanged for FY 2007 at $1.72 per $100 of assessed valuation, with $3.8 million expected from the primary property tax rate and $19.6 million anticipated from the secondary property tax rate. Property Tax R ates 10-Year Fiscal H istory (Per $100 of Assessed Valuation) $2.0000 $1.7500 $1.5000 $1.2500 $1.0000 $0.7500 $0.5000 $0.2500 $0.0000 '98 '99 '00 '01 '02 Primary '03 '04 Secondary 89 back to TOC '05 '06 '07 FINANCIAL GUIDELINES Financial Plan SHORT-TERM STRATEGIES The following short-term financial strategies play an important role in: (1) maintaining the delicate year-to-year equilibrium between revenues and expenses; (2) responding to temporary changes in economic conditions; and/or (3) absorbing or avoiding anticipated revenue shortfalls. Sales Tax Stabilization Sales tax revenues 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 minimized the likelihood that annual budgeted operating expenses would 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 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 2005 and FY 2006 budgets, this approach was further modified because this revenue source has performed so strongly in recent years, as shown in the chart below. Fiscal Year Percent Change From Prior FY 2001-02 City Sales Tax Receipts (Dollars in Millions) $41.4 2002-03 $43.5 5.1% 2003-04 $49.8 14.5% 2004-05 $52.5 5.4% 2005-06 $58.7 11.8% 2006-07 $62.2 5.9% 90 back to TOC -- FINANCIAL GUIDELINES Financial Plan For FY 2007, we assumed a growth rate of about 5.9% over this FY’s estimate of $58.7M, for a FY 2007 projection of almost $62.2M. This rate of growth in aggregate retail sales is in line with the experts’ prognostications. For example, the governor’s budget is assuming a growth rate of 8.5% over this FY’s estimate for aggregate retail sales. Marshall Vest at the University of Arizona, who has 25 years of experience in evaluating the Arizona economy, is forecasting 6.3% growth for the Phoenix metro area and 6.8% growth rate for Arizona as a whole for calendar year 2006. In addition, when compared to the actual growth in city sales tax receipts that Glendale has experienced over the past several FYs, the 5.9% assumed increase is reasonable. As you can see in the preceding table, Glendale experienced 5.1% growth in ongoing GF revenues from FY 2002 to FY 2003 despite the economic downturn that affected the nation’s economy after the terrorist attacks in September 2001. The growth Glendale experienced at that time is only slightly lower than the projected increase from FY 2006 to FY 2007. 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. 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 91 back to TOC FINANCIAL GUIDELINES Financial Plan 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 one-time projects, restoring them becomes the highest budgeting priority after assuring that adequate operating funds are available to support essential services and infrastructure needs. The sales tax stabilization 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 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. 92 back to TOC FINANCIAL GUIDELINES Financial Plan 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. By FY 2006, it is clear that the economy has rebounded. Although 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. 93 back to TOC FINANCIAL GUIDELINES 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 one-time revenues are reduced or removed. Some corollaries to this policy are: A. Cash balance should be used only for one-time expenditures, such as capital equipment and building improvements, or contingency appropriations and related 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. 94 back to TOC FINANCIAL GUIDELINES Financial Plan 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 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, telephone charges, and technology and vehicle replacement 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 6% annually to qualified employees based on the city's ability to pay. To reflect increases related to market pay range adjustments and inflation, Council sets a target that is based on a Human Resources market survey of other Valley cities and therefore will vary depending on whether the majority of city job classifications are below market, at market or above market. 95 back to TOC FINANCIAL GUIDELINES Financial Policies 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, determines 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 shortterm 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 appropriation 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. 96 back to TOC FINANCIAL GUIDELINES Financial Plan 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. 97 back to TOC OPERATING BUDGET Upon completion, Westgate City Center will include more than 6.5 million square feet of retail, entertainment, restaurants, office, residential and hotels, making Westgate one of the largest commercial real estate developments in North America. Court Room inside Glendale City Court APPOINTED & ELECTED OFFICIALS OFFICE OF THE MAYOR COUNCIL OFFICE CITY ATTORNEY CITY CLERK CITY COURT Council Chamber in Downtown City of Glendale OPERATING BUDGET Mayor and City Council MAYOR AND CITY COUNCIL The Mayor and City Council constitute the elected legislative and policy-making body of the city. The Mayor is elected atlarge 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 Glendale’s six districts. The Mayor hosts numerous community events throughout the year, while Councilmembers host district 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 Council Goals The City Council established strategic goals for FY 2007: One community with strong neighborhoods; One community with quality economic development; One community with a vibrant city center; One community with an active partnership with Luke Air Force Base; A city with high quality services for citizens; and A city that is fiscally sound. 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 • • • • • Announced the location of a regional corporate office for AAA in Talavi Business Park. The office will house up to 1,400 jobs in the next three years, making it one of the city’s largest employers. A significant number of jobs will be considered high-wage positions, paying $75,000 or more. Continued to promote Northern Crossing, a 55-acre center located at Northern and 59th Avenues. This project continues to develop with the grand openings of Golden Corral Restaurant, Petsmart and Ross Store. Finalized a development agreement with the nation's top hotelier, John Q. Hammons Hotels, to build a privately financed, 320-room, four-diamond hotel. This property will more than double the number of hotel rooms in Glendale. Also partnered with Hammons to build an 80,000 sf conference center as part of this project. Approved rezoning for the Vanguard CityHome project in historic downtown Glendale. Plans are to put 62 residences within walking distance of Glendale City Hall and historic downtown shops and restaurants. This loft style project is the first new downtown housing in more than 50 years. Supported the expansions of Midwestern University, Banner Thunderbird Medical Center and Arrowhead Hospital. 98 back to TOC OPERATING BUDGET Mayor and City Council Transportation • • Invested money to build an enhanced pedestrian walkway over Grand Avenue in partnership with ADOT. This is part of the Grand Avenue construction project. The area will include lush landscaping and architectural features. Both the accessibility and appearance of Grand Avenue will be enhanced by this project. Approved conversion of approximately 8800 low-pressure sodium streetlights to highpressure sodium streetlights for better visibility. The project is scheduled to be completed in two years and will cost $3.2 million. Currently there are over 18,000 streetlights in the city. Quality of Life • • • • • • • • • Construction begun and is nearly completed on 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. The center, near the corner of 55th Ave. and Union Hills Drive, is scheduled to open in late summer of 2006. Opened the city’s ninth fire station to enhance response times to citizens. Fire Station 159, located on 63rd Ave. north of Bell Rd., features a Rapid Response Team that enhances our capabilities in responding to special rescues and large-scale emergencies. Renovation completed on Rose Lane Pool. The new Rose Lane Aquatics Center includes a zero entry leisure pool with a 22-foot high, 150-foot long water slide, and an eight-lane competitive pool. Awarded $31,400 in Performing Arts Grants to support local organizations for their 2005-06 seasons. Completed renovation of the Glendale Civic Center and The Bead Museum. This project adds much needed meeting space to the Civic Center, expanded gallery space in The Bead Museum and a new outdoor plaza. Completed improvements to Murphy Park located at 7017 North 58th Ave. Murphy Park serves as a venue for a number of events such as Glitter & Glow and the Jazz & Blues Festival. New features include a decorative fountain, bicycle racks, park benches, a seating wall, widening of the existing brick sidewalks, landscaping and irrigation. Broke ground on the Glendale Regional Public Safety Training Facility for West Valley police officers and firefighters. The facility, which is the first of its kind in the area, will include the latest technology, classrooms, a driving track, a five-story fire training tower, special operations tools, railroad props, and other amenities. The facility and 57-acre training ground is scheduled to open in spring of 2007. Opening the new Emergency Operation Center in FY 2007. This facility will serve as a command center during national events and improve communication between city departments during emergency situations. Approved $700,000 in Neighborhood Improvement Grants and $50,000 for the implementation of a Neighborhood Revitalization Plan. 99 back to TOC OPERATING BUDGET Mayor and City Council Youth & Teens • • • Commended members of the Mayor’s Youth Advisory Commission as they volunteered over 1,000 community service hours in the city of Glendale. Recognized members of the Mayor’s Youth Advisory Commission for collecting over 6,000 comfort items to send to the men and women of Luke Air Force Base who were stationed in Iraq and Afghanistan over the winter holidays. Reappointed four Glendale teens to serve as full voting members on the Library Advisory Board and Parks & Recreation Commission. Interesting facts… The Glendale Arena was named “Best New Major Concert Venue in North America” by Pollstar. The soon to be completed Cardinals Stadium was named one of the “10 most impressive sports facilities on the globe” by BusinessWeek magazine - the only facility in North America to receive the honor. Glendale was named one of eight “Sports Illustrated Good Sports Communities.” The award is given to communities that support positive values, skill development, parent involvement and inclusiveness in their youth sports and recreation programs. 100 back to TOC City of Glendale Budget Summary by Department Mayor FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual (1000) Office of the Mayor Total - Mayor BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $282,838 $312,059 $314,781 $331,550 6% $282,838 $312,059 $314,781 $331,550 6% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $238,159 $37,554 $268,365 $35,672 $268,365 $38,394 $287,340 $35,172 7% -1% Internal Premiums $4,017 $4,988 $4,988 $5,864 18% Internal Service Charges $3,108 $3,034 $3,034 $3,174 5% $282,838 $312,059 $314,781 $331,550 6% Total - Mayor STAFFING BY PROGRAM Office of the Mayor Total -Mayor FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 4 4 4 4 0% 4 4 4 4 0% 101 back to TOC Percent Over Last Year City of Glendale Budget Summary by Department Council Office FUND NUMBER / BUDGET BY PROGRAM (1000) Barrel District (1000) Cactus District (1000) Cholla District FY 04-05 Actual FY 05-06 Budget $52,883 $51,345 $67,517 $67,465 FY 05-06 Estimate $47,522 $49,786 FY 06-07 Budget Percent Over Last Year $75,656 $75,443 12% 12% $56,064 $67,677 $45,177 $75,877 12% (1000) Council Office (1000) Ocotillo District $469,036 $47,545 $495,379 $67,625 $495,379 $50,090 $547,961 $74,610 11% 10% (1000) Sahuaro District $40,827 $67,462 $44,962 $75,662 12% (1000) Yucca District $41,359 $67,438 $59,138 $75,577 12% $759,059 $900,563 $792,054 $1,000,786 11% Total - Council Office BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Wages/Salaries/Benefits $557,531 $599,978 $599,978 $651,983 9% Supplies and Contracts Internal Premiums $174,629 $14,546 $270,679 $17,757 $162,170 $17,757 $315,679 $22,090 17% 24% Internal Service Charges Total - Council Office $12,353 $12,149 $12,149 $11,034 -9% $759,059 $900,563 $792,054 $1,000,786 11% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Barrel District 1 1 1 1 0% Cactus District Cholla District 1 1 1 1 1 1 1 1 0% 0% Council Office 7 7 7 7 0% Ocotillo District 1 1 1 1 0% Sahuaro District Yucca District 1 1 1 1 1 1 1 1 0% 0% 13 13 13 13 0% STAFFING BY PROGRAM Total -Council Office 102 back to TOC OPERATING BUDGET City Attorney CITY ATTORNEY Department Description: The City Attorney’s Office is the City’s in-house legal department. The civil division attorneys and staff provide legal advice and guidance related to City governance, operations and transactions. The criminal division of the City Attorney’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: Provide the highest level of legal services to the City and its officials. To adhere to professional standards, garner strong understanding of City operations, and incorporate all relevant information into the legal advice and guidance provided. Quotes: The law is an ordinance of reason for the common good, made by those who have care of the community. -St. Thomas Aquinas In the state of nature…all men are born equal, but they cannot continue in this equality. Society makes them lose it, and they recover it only by the protection of law. -Charles de Montesquieu To serve the people of Arizona by prosecuting violations of the City Code and misdemeanor violations of state law in an ethical manner in order to assure that justice is done. Business Practice/Service Delivery Improvement: The City Attorney’s Office provides legal advice to the City Council, City Manager and approximately 28 departments. It also staffs various city boards and commissions; represents the city in legal proceedings; and ensures that city operations comply with all federal, state and local laws. 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, the attorneys work with the departments they represent in providing general legal advice, negotiating transactions, preparing ordinances/resolutions, and reviewing 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. Certain situations require specialized expertise. In those instances, attorneys with that expertise will 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. 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. 103 back to TOC OPERATING BUDGET City Attorney Accomplishments: FY 2006 • Provided timely transactional support to several economic development activities. • Assured city operations complied with all federal, state and local laws. • Continued to represent the city in litigation brought by third parties. • 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. FY 2005 • Assured city operations complied with all federal, state and local laws. • Continued to represent the city in litigation brought by third parties. • 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. 2005-06 Goal Updates: CITY ATTORNEY 05-06 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. None CITY ATTORNEY 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Do justice. Yes. Staffing levels created significant challenges that the department continually struggled to overcome. The goal was met nonetheless. Attend 100% of the meetings/hearings as needed or requested. Obtained 85% conviction rate or plea agreements on misdemeanor charges. 2006-07 Goals: CITY ATTORNEY 06-07 Goal #1 High quality, professional and timely legal services to the Mayor, City Council and city staff. Related Council Goal A city with high-quality services for citizens Activities Continue to provide excellent legal and procedural guidance to City Council and administrative bodies as needed for city operation. 104 back to TOC Desired Outcomes (Performance Measurement) Develop strong relationships with departments and attend 100% of the meetings or hearings as needed or requested. OPERATING BUDGET City Attorney CITY ATTORNEY 06-07 Goal #2 Related Council Goal Activities Desired Outcomes (Performance Measurement) Provide timely and valuable guidance in the negotiation of significant economic development transactions. One community with quality economic development Develop strong understanding of the business terms, incorporate necessary legal considerations, develop negotiation strategies, and create solutions to perceived issues. Relevant legal issues are addressed in a timely manner and significant value is added to each transaction. CITY ATTORNEY 06-07 Goal #3 Related Council Goal Activities Desired Outcomes (Performance Measurement) Serve the people of Arizona by assuring the consistent and ethical application of criminal justice. A city with high-quality services for citizens Continue to aggressively prosecute City Code and state law misdemeanor violations. Obtain 85% conviction rate or plea agreements on misdemeanor charges. Prosecutor’s Office New Cases -- 1996 through 2005 14,000 # of New Cases 12,000 10,000 8,000 6,000 4,000 2,000 0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 105 back to TOC City of Glendale Budget Summary by Department City Attorney FUND NUMBER / BUDGET BY PROGRAM (1000) Attorney-Spec Proj Fees/Costs (1000) City Attorney Total - City Attorney BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums Internal Service Charges FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate $475,000 $2,099,167 $475,000 $2,099,167 $575,000 $2,768,151 21% 32% $2,256,901 $2,574,167 $2,574,167 $3,343,151 30% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate City Attorney Total -City Attorney FY 06-07 Budget Percent Over Last Year $1,576,121 $1,870,064 $1,870,364 $2,435,496 30% $645,975 $668,098 $667,798 $845,429 27% $21,000 $7,494 $29,200 $6,805 $29,200 $6,805 $40,629 $6,597 39% -3% $2,574,167 $2,574,167 $3,343,151 $6,311 STAFFING BY PROGRAM Percent Over Last Year $526,573 $1,730,328 Operating Capital Total - City Attorney FY 06-07 Budget $2,256,901 $15,000 30% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 21 21 21 27 29% 21 21 21 27 29% 106 back to TOC Percent Over Last Year OPERATING BUDGET City Clerk CITY CLERK Department Description: The City Clerk Department is responsible for preserving permanent documents and retaining other public documents as Trivia Question: required by state statute, coordinating citywide record management and training, improving the retention and access to What was the date that the public records through technology, conducting municipal City of Glendale became elections and receiving campaign finance filings, preparing and incorporated? maintaining the official record of City Council meetings, (See last page for answer) 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 and gathering information to preserve an accurate historical record of events in the City of Glendale. Business Practice/Service Delivery Improvement: In an effort to allow the public to make requests for public records without having to make a trip to our City Hall Office, the Public Records Request Form was put online. The Requestor is able to make the request 24 hours a day, 7 days a week through the City’s Webpage. This enables the City Clerk Department to initiate the process of the Public Records Request as soon as we arrive in the office. Accomplishments: FY 2006 • The City Clerk Department, Records Division, in an effort to provide additional storage space reorganized the Clerk storage areas. This reorganization included the installation of moving storage shelves to allow for the optimal use of a limited space and a complete inventory of all items contained in the Records Center. 107 back to TOC OPERATING BUDGET City Clerk • The City Clerk Department continues to recognize and savor the accomplishments of its employees. In this FY we had two graduates of the Glendale Leadership Academy for Development (GLAD) as well as having staff continuously train in aspects of their positions to benefit the City. This includes passport training, clerk certification training, college coursework, Secretary of State classes, elections training and safety classes. The department believes that the department can only meet and exceed its goals with the service and dedication of our quality employees. FY 2005 • 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. 2005-06 Goal Updates: CITY CLERK 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Utilize technology including Internet, intranet, optical and other electronic media to deliver information to and to retain information for the citizens and the organization. The City Clerk Department continues to leverage technology to provide the most up to date information on the Internet and intranet as well as continuing to research ways to proactively provide information to citizens and the organization while maintaining compliance with current Federal and State Laws and City Code. The Clerk Department continues to seek and cultivate partnerships with City Departments to provide the best service and most current information available to the citizens and the organization. The Clerk Department continues to research ways including educating ourselves, to use the technology available to provide the best service possible to the citizens and the organization. CITY CLERK 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Compliance with Federal and State Public Record Laws. The City Clerk Department continues to provide Public Records consistently complying with Federal and State Public Record Laws. 108 back to TOC It is sometimes a challenge to gather information from multiple departments to provide the requestor with the sought after document, however, the departments continue to meet and surpass expectations. OPERATING BUDGET City Clerk 2006-07 Goals: CITY CLERK 06-07 Goal #1 Provide timely, convenient and efficient election services in compliance with State and Federal Laws, City Code and Charter CITY CLERK 06-07 Goal #2 Related Council Goal Activities A city with high quality services for citizens Convenient and Prepare candidate nomination packets; informative election maintain updated initiative, referendum and recall packets; accept nomination petition and services. campaign finance filings; proof and approve ballots; prepare and print publicity pamphlets, early ballot postcards, information flyer/early ballot request forms; publish and post election results. Related Council Goal Activities A city with high quality services for citizens Electronic Records Management Planning Desired Outcomes (Performance Measurement) Desired Outcomes (Performance Measurement) Comprehensive plan formulated, written and presented to staff. Form a steering committee with representation from across city departments. Establish standards for equipment and use of any scanning/optical programs. Establish policies, procedures and good practices to be used with the system. Develop a plan to move forward with City Wide Electronic Records Management. Records Storage Activity at Records Center *New shelves installed in August 2005 1800 1600 1400 1200 1000 800 600 400 200 0 1501 1603 Records Purged 1193 Records Added 491 216 183 159 53 2004 Total Records 57 2005 YTD 2006 Trivia Question Answer and Interesting Facts: Trivia Question Answer: June 19, 1910 • The City Clerk Department is in possession of the pen used by the Governor of the State of Arizona to sign the original Charter for the City of Glendale. • The City of Glendale has enough paper documents to fill the entire subbasement floor of City Hall, wall to wall and floor to ceiling. 109 back to TOC City of Glendale Budget Summary by Department City Clerk FUND NUMBER / BUDGET BY PROGRAM (1000) City Clerk (1000) Elections FY 04-05 Actual $263,054 $44,729 (1000) Passport Services (1000) Records Management Total - City Clerk BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 05-06 Budget $277,500 $94,188 FY 05-06 Estimate $349,551 $18,060 FY 06-07 Budget $372,814 $290,453 Percent Over Last Year 34% 208% $527 $2,500 $2,500 $2,500 $180,678 $253,200 $253,200 $204,948 -19% $488,988 $627,388 $623,311 $870,715 39% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget 0% Percent Over Last Year $351,803 $106,458 $314,605 $263,402 $390,658 $190,473 $431,074 $390,424 37% 48% $27,905 $38,866 $38,866 $45,217 16% $2,822 $2,830 $3,314 $4,000 41% $623,311 $870,715 39% Internal Service Charges Operating Capital $7,685 Total - City Clerk STAFFING BY PROGRAM City Clerk Records Management Total -City Clerk $488,988 $627,388 FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year 4 2 4 2 4 2 4 2 0% 0% 6 6 6 6 0% 110 back to TOC OPERATING BUDGET 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. Trivia Question: What is Law Day? (See last page for answer) 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: Seeking to maximize revenue collection in compliance with Arizona Supreme Court guidelines, City Court initiated efforts to begin participation in the interim Fines Fees and Restitution Enforcement (F.A.R.E.) program in 2005. The F.A.RE. program targets defendants in arrears on overdue court financial obligations through skip tracing and other automated efforts developed by the Supreme Court and its private contracted vendor. In addition to current systems of payment at the court, F.A.R.E. offers payment by debit and credit card through the Internet and a 24-hour interactive voice response system. Following the preparation for electronic transfer of court data and data clean up, all software and data elements were completed in October 2005. Court staff and judges participated in F.A.R.E. training, and collection efforts via F.A.R.E. were implemented in November 2005. During its first five months of operation, F.A.R.E. resulted in more than $900,000 in court collections. Among its features, F.A.R.E. provides a direct data link to the State Department of Revenue for T.I.P. (Tax Intercept Program). T.I.P. supplies court accounts receivable data electronically to the Department of Revenue and the State Lottery via a Supreme Court centralized clearinghouse to electronically intercept overdue fines and fees. In FY 2005, T.I.P. collected $108,273. F.A.R.E. eliminated the need for a court clerk to manually pursue this collection method. Accomplishments: FY 2006 • Our Treatment Court caseload continues to grow requiring all partners to restructure calendars and procedures. Several operational enhancements were implemented to accommodate its ever-increasing enrollment of DUI and domestic violence defendants. Judicial monitoring was increased from two calendars per month to six, electronic transfer of defendants’ clinical progress reports was achieved, and we added a grantfunded Court Compliance Specialist position. As a result Treatment Court caseload reviews grew from approximately 50 per week to 200 defendants per week. 111 back to TOC OPERATING BUDGET City Court • The court formed partnerships with the Glendale Police and Information Technology Departments, the Prosecutors’ Office, Prehab of Arizona, and the Glendale Domestic Violence Task Force, to acquire $400,000 in federal funding for a variety of domestic violence (DV) enhancements. The award resulted in the hiring of a Court Compliance Specialist to monitor the program and identify Treatment Court program enhancements; provide pro tem judge coverage for lunch-hour protective order hearings; add a part-time domestic violence advocate; procure cell phones for DV detectives and advocates; develop an interactive DV website; provide overtime pay for DV detectives to serve outstanding warrants; and other benefits. FY 2005 • City Court 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. 2005-06 Goal Updates: CITY COURT 05-06 Goal #1 Fully utilize the AZTEC Wizard software application to enhance the Supreme Court case management system. CITY COURT 05-06 Goal #2 Develop IVR (interactive voice recognition) system for customer convenience in conducting court business. Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met AZTEC Wizard was installed on all networked court computers in 2005 completing the first project phase on schedule. IVR is available for payment of delinquent fines only. The goal to have IVR this fiscal year was met; however, the system must be enhanced to provide a broader range of services. 112 back to TOC A competitive labor market delayed the hiring of a computer programmer. IVR for all court customers is dependent on Glendale IT resources. OPERATING BUDGET City Court 2006-07Goals: CITY COURT 06-07 Goal #1 Achieve the highest quality records management standards to provide maximum customer satisfaction while maintaining the integrity of court-archived records. CITY COURT 06-07 Goal #2 Improve the ease and increase the accuracy of submitting traffic citations from Glendale Police patrol officers to the court's case management system. Related Council Goal Activities A City with High Quality Services for Citizens Outsource the data input for court citations. Related Council Goal Activities A City with High Quality Services for Citizens Conduct a field study and analysis to determine the feasibility of deploying electronic ticketing devices for automated transfer of civil traffic citations directly from patrol officers to the court's case management system. Desired Outcomes (Performance Measurement) Receive the first batch of civil traffic case data transfers from the State Supreme Court's outsourcing vendor by June 30, 2007. Desired Outcomes (Performance Measurement) Complete the feasibility study by October 1, 2006. If electronic ticketing is feasible, achieve Arizona Supreme Court approval to utilize grant funds to develop this project. Purchase and deploy a minimum of three hand-held electronic ticketing devices for Glendale Police Traffic Enforcement Officers. $'s in thousands Taxes Intercepted $120 $110 $100 $90 $80 $70 $60 02/03 03/04 04/05 05/06 thru 4/15 Fiscal Year Trivia Question Answer: Law Day is a national day set aside to celebrate the rule of law. Law Day underscores how law and the legal process have contributed to the freedoms that all Americans share. Law Day began in 1957 when the president of the American Bar Association envisioned a special day for celebrating our legal system. May 1st is usually when Law Day is celebrated. Glendale City Court celebrates Law Day by hosting local students to educate them about court processes. 113 back to TOC City of Glendale Budget Summary by Department City Court FUND NUMBER / BUDGET BY PROGRAM (1000) City Court (1240) Court Security & Improvements FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $3,435,221 $182,871 $3,723,004 $196,603 $3,778,521 $196,603 (1240) Court Time Payments $80,069 $85,568 $85,568 $0 (1240) Fill the Gap $20,417 $62,541 $43,541 $61,000 -2% $3,718,578 $4,067,716 $4,104,233 $4,528,845 11% Total - City Court BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate $4,229,974 $237,871 FY 06-07 Budget 14% 21% -100% Percent Over Last Year $2,962,316 $599,155 $3,291,184 $610,723 $3,378,570 $594,954 $3,727,988 $672,703 13% 10% Internal Premiums $64,871 $71,356 $71,356 $61,012 -14% Internal Service Charges $65,669 $77,453 $59,353 $63,142 -18% Operating Capital $26,567 $17,000 $4,000 -76% $3,718,578 $4,067,716 $4,528,845 11% Total - City Court STAFFING BY PROGRAM City Court Court Security & Improvements Court Time Payments Total -City Court $4,104,233 FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year 43 1 43 1 43 1 50 1 16% 0% 51 11% 2 2 2 46 46 46 114 back to TOC Talavi Business Park ADMINISTRATIVE SERVICES ADMINISTRATIVE SERVICES ADMINISTRATION ECONOMIC DEVELOPMENT REBATES & INCENTIVES FINANCE LEASE PAYMENTS INFORMATION TECHNOLOGY MANAGEMENT & BUDGET City of Glendale Payment/Customer Service Center City of Glendale Budget Summary by Department Admin Svcs Admin. FUND NUMBER / BUDGET BY PROGRAM (1000) Admin Svcs Admin. Total - Admin Svcs Admin. BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $179,194 $507,978 $317,140 $252,526 -50% $179,194 $507,978 $317,140 $252,526 -50% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $157,926 $15,777 $349,434 $152,707 $251,796 $59,507 $237,039 $7,707 -32% -95% Internal Premiums $4,171 $4,654 $4,654 $6,392 37% Internal Service Charges $1,320 $1,183 $1,183 $1,388 17% $179,194 $507,978 $317,140 $252,526 -50% Total - Admin Svcs Admin. STAFFING BY PROGRAM Admin Svcs Admin. Total -Admin Svcs Admin. FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 1 3 3 2 -33% 1 3 3 2 -33% 115 back to TOC Percent Over Last Year OPERATING BUDGET 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. Interesting Facts: Cabelas attracts 4,000,000 visitors annually -- as many as the Grand Canyon! Mission Statement: The Economic Development Department’s mission is to 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: Staff actively participates as full team members on the special projects team to achieve maximum results and provide excellent customer service. The cooperation among departments resulted in the California State Automobile Association choosing Glendale for their regional headquarters, information technology (IT) division and call center. Accomplishments: FY 2006 • CSAA chose to relocate their regional headquarters, IT division, and call center from San Francisco to Glendale. They will create 1,100 – 1,400 jobs. • Cabelas, the foremost outfitter of fishing, hunting and outdoor gear, constructed a new 165,000 sf retail store with museum in Zanjero. They will create 400 new jobs. FY 2005 • 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 1,200 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. 116 back to TOC OPERATING BUDGET Economic Development • Redevelopment of Northern Crossing moved towards completion with the opening of Lowe’s Home Improvement, Carl’s Jr., and PetsMart. 2005-06 Goal Updates: ECONOMIC DEVELOPMENT 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met ECONOMIC DEVELOPMENT 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Attract new quality employers. Redevelop underperforming properties. Yes, new businesses coming into Glendale will create more than 2,000 new jobs. Yes, five Visual Improvement Program projects were completed. None None 2006-07 Goals: ECONOMIC DEVELOPMENT 06-07 Goal #1 Attract new businesses. ECONOMIC DEVELOPMENT 06-07 Goal #2 City Center Revitalization Related Council Goal Activities One community with quality economic development Generate leads and convert to locates. Related Council Goal Activities One community with a vibrant city center Establish effective partnerships with real estate brokers, developers, contractors, design consultants and Economic Development agencies. Promote the City Center area to infill and adaptive reuse developers and to end-users, including mixed-use, retail and residential projects. Undertake a study for parking facilities to address long-term parking solutions to the City Center area. 117 back to TOC Desired Outcomes (Performance Measurement) 10 new business or expansions and/or 500 new jobs. Desired Outcomes (Performance Measurement) One new mixed –use project approved. Construction of downtown parking garage begins. City of Glendale Budget Summary by Department Economic Development FUND NUMBER / BUDGET BY PROGRAM (1000) Economic Development (1000) Super Bowl Event Pre-Planning FY 04-05 Actual $713,226 $44,081 (1010) National Events Pre-Planning (1280) Stadium -Economic Development Total - Economic Development BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 05-06 Budget FY 05-06 Estimate $730,172 $85,000 FY 06-07 Budget $830,072 $85,000 $947,118 $180,000 $0 $0 $0 $1,000,000 $227,266 $239,891 $239,891 $252,517 $984,573 $1,055,063 $1,154,963 $2,379,635 FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year 30% 112% NA 5% 126% Percent Over Last Year $514,981 $459,186 $543,208 $498,169 $541,408 $599,869 $667,494 $1,698,970 Internal Premiums $8,390 $11,111 $11,111 $11,151 0% Internal Service Charges $2,016 $2,575 $2,575 $2,020 -22% $984,573 $1,055,063 $1,154,963 $2,379,635 126% Total - Economic Development STAFFING BY PROGRAM Economic Development Total -Economic Development 23% 241% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 7 5 5 6 20% 7 5 5 6 20% 118 back to TOC Percent Over Last Year City of Glendale Budget Summary by Department Rebates & Incentives FUND NUMBER / BUDGET BY PROGRAM (1000) Rebates & Incentives (1000) Redevelopment Land Acquisition (1000) Visual Improvement Program Total - Rebates & Incentives BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts FY 04-05 Actual $2,510,752 $0 FY 05-06 Budget $3,869,200 $3,000,000 $3,369,200 $375,618 FY 06-07 Budget $3,843,400 $2,489,752 Percent Over Last Year -1% -17% $196,483 $619,404 $50,000 $267,768 -57% $2,707,235 $7,488,604 $3,794,818 $6,600,920 -12% FY 04-05 Actual $2,707,235 FY 05-06 Budget $7,488,604 Operating Capital Total - Rebates & Incentives FY 05-06 Estimate FY 05-06 Estimate $3,451,276 FY 06-07 Budget Percent Over Last Year $6,600,920 -12% $6,600,920 -12% $343,542 $2,707,235 $7,488,604 119 back to TOC $3,794,818 OPERATING BUDGET Finance FINANCE Department Description: The Finance Department provides information to the Trivia Question: public, state agencies, bondholders, grantors, auditors, City Council and management. Finance Administration How many consecutive years has is responsible for debt management, banking services, the City of Glendale been awarded investment management and special financial analysis. the GFOA Certificate of The Accounting Division prepares external financial Achievement for Excellence in reports, manages the city payroll process, pays vendors, Financial Reporting for the accounts for improvement district assessments and Comprehensive Annual Financial provides financial management consulting to Report (CAFR)? departments. The Sales Tax and Collections Division (See last page for answer) 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. Materials Management is responsible for procuring needed supplies, materials and services. Materials Control supports city departments with needed supplies and services, while maintaining a just-in-time inventory and utilizing surplus property. Mission Statement: The department is composed of seven divisions: Finance Administration, Accounting, Sales Tax and Collections, Customer Service Office, and Regulatory and Telecommunications Office, Materials Management and Materials Control. 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. Materials Management maximizes the effectiveness of the tax dollar while maintaining timely and adequate support of the city’s needs for materials and services. Materials Control seeks to exceed expectations in purchasing, warehousing, inventory and logistical support through teamwork, communication and exceptional customer service. 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” 120 back to TOC OPERATING BUDGET Finance monthly meeting format. This allows both departments to react faster and provide a more global financial picture of the city. Accomplishments: FY 2006 • In addition, Finance completed its third-floor remodel and reorganization, which enhanced overall productivity. The addition of two deputy directors enabled the Chief Financial Officer to concentrate on Council and City Manager objectives. • Materials control implemented an on-line notification system for vendors interested in submitting RFQs/RFPs for upcoming projects. Vendors now have the option of registering and receiving automatic invitations to bid as projects are posted. FY 2005 • 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. 2005-06 Goal Updates: FINANCE 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met 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). Allowed access to all of the city’s financial information in one comprehensive document. This document was posted on the city’s Internet for downloading and/or reviewing by citizens, staff and other interested parties. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting, known as the CAFR. None FINANCE 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Ensure timely and accurate payments to employees by reviewing Federal and State payroll tax changes. Reviewed and tested system software tax updates throughout the year. Paychecks were calculated according to the latest Federal and State payroll tax code. 121 back to TOC None OPERATING BUDGET Finance 2006-07 Goals: FINANCE 06-07 Goal #1 Improve Customer Relations FINANCE 06-07 Goal #2 Stewardship of city assets Related Council Goal Activities A city with high quality Services for citizens Provide efficient and effective customer service via the telephone by responding to customer inquiries. Related Council Goal Activities A city with high quality Services for citizens Billing review and adjustment – Accurate recording of monies owed to the city. Desired Outcomes (Performance Measurement) (1) 80% satisfaction rating (2) 6-30-07 – completion date. Desired Outcomes (Performance Measurement) (1) 98% satisfaction rating (2) 6-30-07 – completion date. Trivia Question Answer: The City of Glendale has been awarded the GFOA Certificate of Achievement for Excellence in Financial Reporting for the Comprehensive Annual Financial Report (CAFR) 17 Consecutive years. 122 back to TOC City of Glendale Budget Summary by Department Finance FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual (1000) Accounting Services (1000) Finance Administration $1,030,560 $689,750 (1000) L.I.D. Administration (1000) License/Collection (1000) Purchasing (1000) Regulatory & Communication FY 05-06 Budget FY 05-06 Estimate $1,081,396 $841,370 $1,081,396 $841,370 FY 06-07 Budget Percent Over Last Year $1,248,028 $706,512 15% -16% $0 $9,000 $9,000 $9,000 $912,955 $390,123 $987,420 $447,822 $987,420 $447,822 $883,572 $473,647 -11% 6% 0% -16% $66,319 $72,563 $72,563 $61,176 (1000) Warehouse $337,844 $371,224 $363,095 $394,658 6% (1280) Stadium -Finance (1790) AZTSA - Stadium Tax Refund $260,000 $0 $0 $0 $0 $850,000 $0 $1,123,143 NA NA NA (2260) Arena - Finance (2360) Customer Service Office Total - Finance BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts $49,364 $0 $0 $0 $2,417,041 $2,562,226 $2,562,226 $2,725,616 6% $6,153,956 $6,373,021 $7,214,892 $7,625,352 20% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $4,697,459 $1,403,994 $5,361,712 $844,018 $5,375,596 $1,725,080 $5,574,180 $2,008,418 4% 138% Internal Premiums $94,876 $77,125 $77,125 $92,912 20% Internal Service Charges $37,669 $47,266 $47,823 $50,842 8% $25,028 ($105,070) $143,900 ($101,000) $90,442 ($101,174) Operating Capital Work Order Credits Total - Finance $6,153,956 $6,373,021 $7,214,892 ($101,000) $7,625,352 0% 20% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Accounting Services 17 18 18 21 17% Finance Administration 6 7 7 7 0% 11.5 11.5 11.5 9.5 -17% 5 1 5 1 5 1 5 1 0% 0% Warehouse 6.75 5.75 5.75 5.75 0% Arena - Finance Customer Service Office 1 33.5 34.5 34.5 35.5 3% 81.75 82.75 82.75 84.75 2% STAFFING BY PROGRAM License/Collection Purchasing Regulatory & Communication Total -Finance 123 back to TOC City of Glendale Budget Summary by Department Lease Pmts/OtherFees FUND NUMBER / BUDGET BY PROGRAM (1000) 01 Advisor Fees (1000) Lease Payments FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $0 $4,231,189 $0 $4,691,420 $0 $4,691,420 $163,852 $9,763,792 (1000) Merchant Fees $0 $0 $0 $120,000 NA (1980) 31 Advisor Fees (2000) 61 Advisor Fees $0 $0 $0 $0 $0 $0 $3,844 $6,299 NA NA (2040) 60 Advisor Fees $0 $0 $0 $5,107 NA (2060) 36 Advisor Fees $0 $0 $0 $15,047 NA (2130) 28 Advisor Fees (2140) 35 Advisor Fees $0 $0 $0 $0 $0 $0 $1,732 $771 NA NA (2180) 65 Advisor Fees $0 $0 $0 $1,838 NA (2360) 50 Advisor Fees (2400) 83 Advisor Fees $0 $0 $0 $0 $0 $0 $4,702 $16,130 NA NA (2420) 84 Advisor Fees Total - Lease Pmts/OtherFees BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Lease Pmts/OtherFees $0 $0 $0 $5,678 $4,231,189 $4,691,420 $4,691,420 $10,108,792 FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget NA 108% NA 115% Percent Over Last Year $4,231,189 $4,691,420 $4,691,420 $10,108,792 115% $4,231,189 $4,691,420 $4,691,420 $10,108,792 115% 124 back to TOC OPERATING BUDGET 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. Trivia Question: In 1981, Osborne Computer introduced the world's first portable computer -- the Osborne I. The Osborne I wasn't very portable by today's standards, but it was light enough to carry and could fit under an airplane seat. The Osborne I, which sold for $1,795, came with a 5-inch display, modem port, two 5 1/4 floppy drives, battery pack, and 64 kilobytes of memory. How much did it weigh? (See last page for answer) Business Practice/Service Delivery Improvement: A key service improvement for this year was the implementation of the Select Alert application as part of the City’s e-services offering. Select Alert is the application name and is available by selecting the Sign up for City Bulletins link located in the top right-hand corner of the City’s Internet page. This system allows citizens or interested parties to select topics of interest for which they would like to receive notification. The system can send phone, email, fax or TTY messages to the requestor. A simple registration is required to use the service. Accomplishments: FY 2006 • Implemented electronic online enrollment for employee benefits. This will be used in May 2006 for open enrollment. • Completed the GIS Strategic Plan in addition to a portfolio book of GIS projects for City Council review. FY 2005 • 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. • 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. 125 back to TOC OPERATING BUDGET Information Technology 2005-06 Goal Updates: INFORMATION TECHNOLOGY 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met INFORMATION TECHNOLOGY 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Implement an Automated Citizen Information System to streamline citizen access to basic city information. Implement an electronic payment capability for Utility Billing. The project was completed per schedule. The technology portion of the project was significantly completed per schedule. None Delays were encountered due to banking partner evaluation and payment gateway selection. 2006-07 Goals: INFORMATION TECHNOLOGY 06-07 Goal #1 Related Council Goal Activities A city with high quality services for citizens This service will permit residents to submit utility payments using credit card or check, using the web or via phone on a 24/7 basis. INFORMATION TECHNOLOGY 06-07 Goal #2 Related Council Goal Activities Continued implementation of eServices. Complete utility billing. Implement IWR/IVR for permitting and inspection. Implementation of web based viewing capability for GIS data. A city with high quality services for citizens This service will permit citizens, interested parties and city staff to view specific and appropriate GIS information using web technology. Desired Outcomes (Performance Measurement) Complete utility billing eservice implementation. Continue with online payment capability for permits. Complete these online applications by 10/07. Desired Outcomes (Performance Measurement) Implement web based viewing capability by 12/07. Trivia Question Answer: The Osborne I weighed 24 pounds. Modern laptop computers can weigh as little as two pounds. 126 back to TOC City of Glendale Budget Summary by Department Info. Technology FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) Information Technology (1100) Telephones $2,827,308 $999,371 $3,846,052 $817,197 $3,497,339 $817,197 $3,928,405 $892,090 2% 9% (1140) Technology Replacement $1,542,957 $1,785,816 $1,785,816 $3,658,702 105% $5,369,636 $6,449,065 $6,100,352 $8,479,197 31% Total - Info. Technology BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Wages/Salaries/Benefits $2,216,325 $2,437,470 $2,437,470 $2,707,522 11% Supplies and Contracts Internal Premiums $2,278,551 $257,804 $3,241,817 $382,936 $2,893,104 $382,936 $3,757,606 $387,036 16% 1% Internal Service Charges Operating Capital Total - Info. Technology $46,906 $24,155 $24,155 $14,501 -40% $570,050 $362,687 $362,687 $1,612,532 345% $5,369,636 $6,449,065 $6,100,352 $8,479,197 31% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Information Technology 26 26 26 28 8% Telephones 1 1 1 1 0% 27 27 27 29 7% STAFFING BY PROGRAM Total -Info. Technology 127 back to TOC OPERATING BUDGET 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. Interesting Fact: Hundreds of residents contribute to From the Heart by adding $1.00 to their monthly utility payment or mailing a check to the city made out to From the Heart. BHHS Legacy Foundation also contributes 50¢ for every dollar donated. To date, From the Heart has distributed $914,588 to social service agencies that agree to use the funds to help Glendale residents. 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: • • Revised the budget set up for the revenues and expenditures related to the city’s special event programs in the Marketing & Communication Department to better track eventgenerated revenue for each event. Also created a quarterly report for the Marketing & Communication Department so staff can better monitor and evaluate performance related to the revenues and expenditures for the city’s special events. Updated the budget input system to reflect the planned implementation of the city’s new chart of accounts with the start of FY 2007. 128 back to TOC OPERATING BUDGET Management and Budget • Finalized and distributed the Grants City Manager Directive, and the Grants Policies and Procedures Manual to departments. Also posted a copy of the Manual on the city’s website. The Manual is designed to assist departments as they go through the internal grant process from the project selection phase through final approval, award and implementation. Accomplishments: FY 2006 • Completed a thorough update and rewrite of the city’s development impact fee report, which included several meetings with representatives from the homebuilders and multifamily housing associations. After presentation of the material to City Council, the Management & Budget Department proceeded to complete the state of Arizona’s implementation process for fee adjustments; the new fees will become effective in September 2006. • Assisted the Community Development Group with a fee analysis for inspections related to building safety, street improvements, etc. • In addition to obtaining over $ 1 million grant awards from previous resources, such as Heritage Fund and the Federal Bureau of Reclamation, the Grants Office worked with other departments and several community agencies to identify and successfully pursue new funding sources, including the federal Preserve America Program and the Tribal State-Shared Revenue Program. FY 2005 • Implemented upgrade of financial management system as part of a cross-departmental team. Incorporated commitment control feature (budget) of the upgraded financial management system. • 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 heavyduty vehicles (e.g. garbage trucks, fire trucks, etc.). 2005-06 Goal Updates: MANAGEMENT AND BUDGET 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Use the same information to produce a reliable annual budget document that meets the financial objectives of the city. Yes, received the GFOA Distinguished Budget Presentation Award for the FY beginning July 1, 2005. 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. 129 back to TOC Obstacles Encountered that Challenged or Prevented Goal from Being Met None None OPERATING BUDGET Management and Budget MANAGEMENT AND BUDGET 05-06 Goal #2 Provide a centralized grantscoordination function to seek external funding resources and to maximize grant funding alternatives. Were Desired Outcomes Met? What were the Performance Measures? Yes, consistently provided city departments with advice and assistance in writing and administering grants. Obstacles Encountered that Challenged or Prevented Goal from Being Met None 2006-07 Goals: MANAGEMENT AND BUDGET 06-07 Goal #1 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. MANAGEMENT AND BUDGET 06-07 Goal #2 Provide a centralized grants coordination function to ensure grant match funding and future funding when grants are received. Related Council Goal A city that is fiscally sound Related Council Goal A city that is fiscally sound Activities Desired Outcomes (Performance Measurement) 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 June. Activities Desired Outcomes (Performance Measurement) 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. 130 back to TOC 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 FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) Budget & Research (1000) Grants Administration $512,122 $100,960 $576,335 $140,665 $576,335 $140,665 $626,271 $154,578 9% 10% (1840) Grant Match Funds - Mgt & Bdgt $150,000 $210,000 $210,000 $150,000 -29% $763,082 $927,000 $927,000 $930,849 0% Total - Management & Budget BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Wages/Salaries/Benefits $569,520 $662,496 $662,496 $725,226 9% Supplies and Contracts Internal Premiums $183,264 $7,958 $251,163 $10,777 $251,163 $10,777 $190,774 $12,417 -24% 15% Internal Service Charges Total - Management & Budget STAFFING BY PROGRAM Budget & Research Grants Administration Total -Management & Budget $2,340 $2,564 $2,564 $2,432 -5% $763,082 $927,000 $927,000 $930,849 0% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year 0% 6.15 6 6 6 1 1.5 1.5 1.5 0% 7.15 7.5 7.5 7.5 0% 131 back to TOC Gus the Bus a Glendale Urban Shuttle COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT ADMINISTRATION BUILDING SAFETY CODE COMPLIANCE ENGINEERING PLANNING TRANSPORTATION Intersection of 59th Avenue and Glendale Avenue City of Glendale Budget Summary by Department Community Dev Admin FUND NUMBER / BUDGET BY PROGRAM (1000) CD Deputy City Manager Total - Community Dev Admin BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual CD Deputy City Manager Total -Community Dev Admin FY 06-07 Budget Percent Over Last Year $442,546 $443,046 $427,215 -3% $414,361 $442,546 $443,046 $427,215 -3% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $387,740 $23,739 $377,011 $61,379 $377,011 $61,879 $411,680 $11,379 $2,750 $3,919 $3,919 $3,922 0% $132 $237 $237 $234 -1% $414,361 $442,546 $443,046 $427,215 -3% Internal Service Charges STAFFING BY PROGRAM FY 05-06 Estimate $414,361 Internal Premiums Total - Community Dev Admin FY 05-06 Budget 9% -81% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 4 4 4 4 0% 4 4 4 4 0% 132 back to TOC Percent Over Last Year OPERATING BUDGET Building Safety BUILDING SAFETY Department Description: Interesting Fact: 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: Lights installed at the new Cardinal’s Stadium consist of 37 electrical rooms, 400 electrical panels, 170 miles of conduit, 4 million feet of wire, 7000 receptacles and 4000 fire alarm devices. There are 15,000 lighting fixtures of which 1,100 of these are used to illuminate the playing field. 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: Our Development Services Division is now accepting debit or credit card payments for any fees or purchases made at the Building Safety counter. This feature also enables customers to pay outstanding plan review or permit fees by telephone. Accomplishments: FY 2006 • Implemented customer service enhancements that streamlined the development process and reduced review times. • The creativity of our Building Inspectors is keeping the Cabela's project moving forward. This project was already on a fast track and the plans were fully approved when Cabela's decided to revise the entire interior of the store. Everyday several revisions are faxed to the jobsite and the inspectors are not waiting for those to be approved in our offices prior to inspecting to them. The inspectors are reviewing the changes and inspecting them at the same time, saving time and money for the customer. At the end of the project, an as-built set will be submitted and kept as the plans of record. This reviewing and inspecting, "on the fly", has never been done in our department and very rarely by any municipality on such a large project. This project, start to finish, took only 6 months to complete. FY 2005 • 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). 133 back to TOC OPERATING BUDGET Building Safety 2005-06 Goal Updates: BUILDING SAFETY 05-06 Goal #1 Administer and enforce construction codes and development regulations that produce a safe, durable, efficient and accessible built environment. BUILDING SAFETY 05-06 Goal #2 Provide responsive, pro-active, efficient, consistent and cost effective service. Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Yes, continual feedback on work quality has improved the work product for all divisions. A new streamlined Certificate of Occupancy process was implemented. We exceeded the performance measurement in timeliness of inspections – 93% of inspections were made within 24 business hours of the request. None None 2006-07 Goals: BUILDING SAFETY 06-07 Goal #1 Related Council Goal Activities N/A; City Manager Priority-Safety and Service Continue the quality assurance program in plan review and inspection to ensure consistency and accuracy. BUILDING SAFETY 06-07 Goal #2 Related Council Goal Activities Administer and enforce construction codes and development regulations that produce a safe, durable, efficient and accessible built environment. Provide responsive, pro-active, efficient, consistent and cost effective service. N/A; City Manager Priority-Service Meet published review schedule on 90% of all plans reviewed. 134 back to TOC Desired Outcomes (Performance Measurement) Achieve a 90% rating on accuracy of plan review and inspection for each employee. Desired Outcomes (Performance Measurement) 90% rating for the department to meet established review times. City of Glendale Budget Summary by Department Building Safety FUND NUMBER / BUDGET BY PROGRAM (1000) Building Safety (1000) Development Services Center FY 04-05 Actual $1,685,642 $491,204 FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget $1,895,690 $730,188 $1,893,015 $682,183 $2,337,504 $724,654 Percent Over Last Year 23% -1% (1000) Westgate-Bldg Safety Rvw/Insp. $322,914 $985,456 $985,456 $977,908 -1% (1280) Stadium -Development Services (2260) Arena - Development Services $1,164,340 $20,649 $1,026,820 $0 $953,820 $0 $73,832 $0 -93% NA (2400) Cross Connection Control Total - Building Safety BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits $120,943 $231,223 $212,523 $215,145 $3,805,692 $4,869,377 $4,726,997 $4,329,043 FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget -7% -11% Percent Over Last Year $3,070,857 $3,989,611 $3,967,809 $3,736,742 -6% Supplies and Contracts $303,338 $656,041 $546,612 $349,534 -47% Internal Premiums Internal Service Charges $127,359 $67,180 $138,203 $66,822 $138,203 $74,373 $168,557 $74,210 22% 11% $4,726,997 $4,329,043 -11% Operating Capital Total - Building Safety $236,958 $18,700 $3,805,692 $4,869,377 FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Building Safety 22 22 22 26 18% Development Services Center 10 10 10 10 0% Westgate-Bldg Safety Rvw/Insp. Stadium -Development Services 6 18 10 11 10 11 10 3 0% -73% STAFFING BY PROGRAM Cross Connection Control Total -Building Safety 1.75 2.75 2.75 2.75 0% 57.75 55.75 55.75 51.75 -7% 135 back to TOC OPERATING BUDGET 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. Interesting Fact: Almost 8,000 illegal signs were removed from City rights of way. Over 16,000 code violations were abated in 2005. Business Practice/Service Delivery Improvement: Service delivery was improved by the merging of Code’s website information and services to the city’s Automated Citizen Information System (ACIS). The ACIS allows Code Compliance to provide valuable information to citizens with Internet capabilities, as well as those who only have standard phone services. The information is provided to citizens via a recorded telephone message and is available 24/7. Among the information provided includes the Code Compliance Department FAQ’s and information on the Neighborhood Focus Program (NFP). Accomplishments: FY 2006 • Completed a major remodel of the Code Compliance offices that allowed a total of five more workspaces to be added within the existing space. With the shortage of office space throughout City buildings, Code staff was very innovative in creating a pleasing work environment for staff as well as reorganizing the offices to allow for more personnel in the available office space. • Designed and implemented a user-friendly court report in Hansen that will allow inspectors to prepare a court report more efficiently, thus eliminating the need to enter information into a separate system. The information entered is more consistent and accurate which is critical for successful prosecution on noncompliance cases. FY 2005 • 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. 136 back to TOC OPERATING BUDGET Code Compliance 2005-06 Goal Updates: CODE COMPLIANCE 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Develop and implement a program to address code related issues in aging neighborhoods. No. Generate 3,000 new code cases by conducting inspections in assigned neighborhood focus areas. The goal was 86% accomplished due to the necessary reworking of the program prior to roll out and the program not being staffed the entire fiscal year. CODE COMPLIANCE 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide Glendale residents effective and efficient access to Code Compliance services. Yes. Develop and implement a system for tracking complaints directly related to service delivery. None 2006-07 Goals: CODE COMPLIANCE 06-07 Goal #1 Related Council Goal Maintain community standards that promote a clean, safe and healthy living environment. One community Conduct inspections to ensure compliance with with strong City codes and neighborhoods ordinances. CODE COMPLIANCE 06-07 Goal #2 Related Council Goal Maintain community standards that promote a clean, safe and healthy living environment. A city with high quality services for citizens Activities Activities Provide education to the community at the point of contact as well as through collaborative efforts with other departments. 137 back to TOC Desired Outcomes (Performance Measurement) Respond to call-in complaints within 2 business days of receiving the complaint 95% of the time. Desired Outcomes (Performance Measurement) Conduct a minimum of twelve educational programs to make citizens more aware of City codes. City of Glendale Budget Summary by Department Code Compliance FUND NUMBER / BUDGET BY PROGRAM (1000) Code Compliance Total - Code Compliance BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $1,061,342 $1,371,020 $1,370,920 $1,425,557 4% $1,061,342 $1,371,020 $1,370,920 $1,425,557 4% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $903,894 $71,102 $1,169,559 $94,370 $1,169,559 $64,790 $1,255,344 $61,870 Internal Premiums $42,578 $44,056 $44,056 $46,298 5% Internal Service Charges Operating Capital $30,262 $13,506 $36,035 $27,000 $40,885 $51,630 $62,045 72% $1,061,342 $1,371,020 $1,370,920 $1,425,557 4% Total - Code Compliance STAFFING BY PROGRAM Code Compliance Total -Code Compliance 7% -34% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 16.5 19.5 19.5 19.5 0% 16.5 19.5 19.5 19.5 0% 138 back to TOC Percent Over Last Year OPERATING BUDGET 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. Trivia Question: Do you know how many projects the CIP Division/Engineering Department managed during Fiscal Year 2006? (See last page for answer) 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 CIP Division is in the process of developing, establishing, implementing and maintaining complete, centralized project controls system for project management of over 200 CIP projects, totaling over $300 million annually. This includes separate monitoring and updating of GO Glendale Onboard Transportation Program. This program allows submission of regular monthly project scheduling reports to the CIP Manager, Project Managers, Transportation Management Team and Citizen Transportation Oversight Committee (CTOC). Implementation will allow overall project management and control for design and construction to be monitored by engineering management as well as project specific personnel. The new system will help engineering project managers complete projects on time and within schedule. They can decide with client departments how to best control projects more efficiently. They can better determine when and where specific project milestones are required and how to go about meeting them. With the assistance of engineering consultants and contractors providing baseline/target schedules, staff can determine which projects need specialized adjustments to meet required City deadlines. In the land development division engineering inspection services is making significant changes in their business operating practices. With the implementation of the Hansen tracking system, we have the ability to record a multitude of disciplines reflecting the project status. The information placed into the Hansen system is generated from daily inspection reports as well as construction materials laboratory and field test results. Within the previous fiscal year we have witnessed considerable growth in Glendale’s development. In conjunction with the City Council directive addressing the western area strip annexation, it is critical for engineering inspection services to be maintained. With these improved operating practices documents will be available to clients upon request. These improvements will also lead to an increase in quality of services to our clients and will easily demonstrate compliance with federally mandated land development 139 back to TOC OPERATING BUDGET Engineering requirements: the new ADEQ (AZ Department of Environmental Quality) water quality and SWPPP (Storm Water Pollution Discharge Elimination System). Accomplishments: FY 2006 • Completed design and awarded construction contracts for Oasis Water Campus (Zone 4 WTP), the Cholla Water Treatment Plant Filter Retrofit and Enhancement Project, the first phase of the EOC/Public Safety Training Facility, phase one of the Youth Sport Fields located at the northwest corner of 91st Avenue and Bethany Home Road alignment, the Foothills Aquatic and Recreation Center, street improvements in 91st Avenue, between Maryland and Missouri avenues and on Bethany Home Road, between 91st Avenue and the Loop 101, Olive Avenue storm drain between 51st and 47th avenues, scallop street improvements and bridge safety improvements, improvements at Bonsall Park South, Old Roma Alley Pedestrian Project, Catlin Court Alley Beautification, Thunderbird Paseo Improvements and Landscape Study, renovation of Older Parks (Delicias, New World, Myrtle and Lawrence) and Western Area Regional Park Phase II. • Complete construction of 91st Avenue Landscaping between Bethany Home and Ocotillo Roads, Loop 101 Noise Walls Phase 4, between 59th and 67th avenues, relocation of 83rd Avenue Sewage Lift Station north of Bell Road, Downtown Plaza, Bead Museum & Civic Center Annex Renovations, 2005-06 Rubberized Asphalt Overlay Program, renovation of Desert Valley Park located at 61st and Sweetwater avenues, renovation of Murphy Park, renovation of Rose Lane Pool, Airport East Access Road to provide access to three parcels on the east side of the airport, street beautification on 51st Ave. Greenway to Thunderbird, 63rd & Northern Park/safety city bike park, Neighborhood Improvements/Skyview west perimeter wall and Orange Grove wall. • Began design of a new neighborhood park at 87th and Missouri avenues, Park & Feature Fields-Pendergast/Youth Sports Fields, Phase I, local drainage projects and 95th Ave. Odor Control Dosing. • Water Security System Enhancements, 67th Ave. and Greenway lift station, street beautification at Bell Rd and 69th Ave., scalloped street/Orangewood Ave. 69th Ave. to 71st Ave., Greenbrier 59th to 61st Ave., 63rd Butler Park Development, 71st Orangewood Park Development. • Completed property acquisition for the expansion of the Field Operation Complex construction of the Oasis Water Campus (Zone 4 WTP), relocation of Fire Station No. 151, for the future relocation of the main City Court and\or Public Safety Facility and acquisition of rights-of-way for various street-widening projects. Complete the sale of the former Adult Center and former First Baptist Church properties. • Some of our biggest accomplishments include: design and construction of the entire infrastructure for the Cardinal’s Stadium and the Zanjero Development, design and construction of phase I of GO! Program projects, design and construction of Bethany Home Road / Loop 101 Interchange and Maryland overpass. 140 back to TOC OPERATING BUDGET Engineering FY 2005 • The Capital Improvement Division is working with new Project Management software, Primavera Project Planner P3. This internal tool is a scheduling program for Capital Improvement Plan projects designed to help project managers prioritize, plan, and manage multiple projects. The first phase of this project is complete and includes project data entry and project scheduling sorted by project manager. • The City Engineering Standards were updated in FY 2005 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. Also, the appearance of the document was “freshened up” with a more modern look in keeping with Glendale’s emerging name recognition and as a destination location. 2005-06 Goal Updates: ENGINEERING 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Ensure all private development projects constructed within Glendale are constructed in a timely and cost effective manner. Yes. • 75% of the Right-of-way Permits were completed within established timelines. • 95% of the construction plan reviews were complete within the established timelines. • Inspection Services, 80% completion rate. None ENGINEERING 05-06 Goal #2 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. • 80% of in-house designs were complete within approved time. None N/A • Meet 75% of scheduled project completion dates The implementation of the program and training that helps keeping track of this information was not completed on time for this report. 141 back to TOC OPERATING BUDGET Engineering 2006-07 Goals: ENGINEERING 06-07 Goal #1 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. ENGINEERING 06-07 Goal #2 Ensure all private development projects constructed within Glendale are constructed in a timely and cost effective manner. Related Activities Council Goal A city with high quality services for citizens Procure and manage Engineering and Construction Consultant Services: Provide procurement and management engineering and construction Consultant Services to all city department for the city's capital and operating projects Desired Outcomes (Performance Measurement) Related Council Goal Activities Desired Outcomes (Performance Measurement) A city with high quality services for citizens Plan Review Service: Provides plan review for drainage, grading, and right of way construction plans that come to the city for review. Conduct a Final Project Report on 100% of all completed projects. Complete 90% within established timelines. Dollar Value Of Projects Managed/Supported by Engineering Department $200,000,000 $180,000,000 $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $FY02 FY03 FY04 FY05 FY06 FY07 Est. Trivia Question Answer: The CIP Division/Engineering Department managed approximately 135 projects during Fiscal Year 2006. 142 back to TOC City of Glendale Budget Summary by Department Engineering FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) BofA Bank Building (1000) CIP Administration $547,120 $29,107 $434,000 $226,269 $434,000 $229,458 $444,750 $374,070 2% 65% (1000) CIP Construction $217,888 $283,948 $283,948 $302,478 7% (1000) CIP Design (1000) Construction Inspection $323,934 $535,429 $339,720 $568,615 $339,720 $568,615 $353,931 $610,084 4% 7% (1000) Engineering Administration $352,789 $397,241 $397,241 $418,248 5% (1000) Land Development Division $455,166 $515,057 $510,377 $399,836 -22% (1000) Mapping and Records (1000) Materials Testing $246,878 $216,328 $339,310 $292,875 $358,157 $242,875 $288,201 $257,695 -15% -12% (1000) New River 404 Permit $1,380 $50,000 $50,000 $50,000 0% (1000) Property Management (1000) Special Projects Admin. $169,908 $0 $259,023 $3,189 $240,176 $0 $274,237 $0 6% -100% (1000) Utility Inspection $172,421 $200,384 $205,064 $219,693 (1000) Westgate-Engineering Rvw/Insp $0 $500,000 $0 $0 -100% (1280) Stadium -Engineering Rvw/Insp (1660) Transportation Engineering Pgm $0 $54,937 $500,000 $101,257 $0 $101,257 $0 $105,655 -100% 4% $3,323,285 $5,010,888 $3,960,888 $4,098,878 -18% Total - Engineering BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums Internal Service Charges Operating Capital FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget 10% Percent Over Last Year $3,022,164 $3,710,925 $3,706,636 $3,763,399 $729,735 $1,818,702 $762,494 $814,204 -55% 1% $74,991 $67,974 $105,544 $37,717 $105,544 $48,214 $127,407 $55,868 21% 48% $90,197 Work Order Credits ($661,776) Total - Engineering $3,323,285 ($662,000) $5,010,888 ($662,000) $3,960,888 ($662,000) $4,098,878 0% -18% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year CIP Administration 8 9 9 10 11% CIP Construction CIP Design 5 4 3 4 3 4 3 4 0% 0% Construction Inspection 7 7 7 7 0% Engineering Administration 4 4 4 4 0% Land Development Division Mapping and Records 4 5 5 4 5 4 4 3 -20% -25% Materials Testing 3 3 3 3 0% Property Management Utility Inspection 2 2 3 3 3 3 3 3 0% 0% STAFFING BY PROGRAM Transportation Engineering Pgm Total -Engineering 1 1 1 1 0% 45 46 46 45 -2% 143 back to TOC OPERATING BUDGET 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. Trivia Question: The city of Glendale has a Historic Preservation Commission and has three historic neighborhood districts. Do you know what they are? (See last page for answer) The Current Planning and Zoning Administration function manages the processing and review of land use applications including: general plan amendments, rezoning, 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, 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. 144 back to TOC OPERATING BUDGET Planning Business Practice/Service Delivery Improvement: The Planning and Building Safety Departments have teamed-up to provide better customer service to the citizens of Glendale. The On-Call Planner Program was implemented in March of this year to ensure that a Planner is on-call and available to assist the Development Services Counter with the more complex planning inquiries. As a result of this effort, citizens are serviced more quickly than having to go through the more formal Service Request process. Building Safety reports a ten percent decrease in the number of service requests submitted since the implementation of the program. This partnership not only assists external customers more efficiently, but also provides advanced learning opportunities for the Development Services staff. Accomplishments: FY 2006 • On April 6, 2006, the State Historic Preservation Office informed the Planning Department that the Floralcroft Historic District was officially listed on the National Register of Historic Places. • Enhanced customer service by creating a dedicated telephone line and e-mail address for planning related inquiries. Implemented the On-Call Planner Program to ensure that a Planner is on-call and available at all times to assist the DSC Counter with the more complex planning inquiries. Continue to make more information and forms available online. FY 2005 • Completed extensive review and update of Residential Design and Development Manual, which was adopted by the City Council. • Completed 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. 2005-06 Goal Updates: PLANNING 05-06 Goal #1 Process land development and Zoning Ordinance administration applications with efficiency and strong customer service results. Were Desired Outcomes Met? What were the Performance Measures? Yes. Updated web site for ease of use and to provide more information. Improved Hansen for better project tracking. Customer surveys show “excellent” rating increased by 8% over last year to 85%. Majority of movement was from good to excellent. 12% good, 3% fair and 0% poor. 145 back to TOC Obstacles Encountered that Challenged or Prevented Goal from Being Met None OPERATING BUDGET Planning PLANNING 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Plan the future and preserve the past. Obstacles Encountered that Challenged or Prevented Goal from Being Met Yes. Continue to make progress on None Loop 303 annexations and updating the General Plan. Floralcroft Historic District listed on National Register. 3rd Annual Historic Preservation Tour scheduled for May 13, 2006. 2006-07Goals: PLANNING 06-07 Goal #1 Use technology to improve customer service. Improve “excellent” rating to 90%. PLANNING 06-07 Goal #2 Implement Special Projects citywide with an emphasis on the Western Area and Mega Events. Related Council Goal Activities Desired Outcomes (Performance Measurement) A City with High Quality Services for Citizens Provide all Planning Department forms for downloading on the Internet. Provide General Plan and Zoning maps online, as well as other links related to planning and development information. To provide convenience and ease of use to customers. Increase utilization of the Planning Department’s web site. Reduction in general calls about the process, guidelines, regulations and request for forms. Related Council Goal Activities Desired Outcomes (Performance Measurement) One Community with a Vibrant City Center Provide expedited processing of commercial destination, hotels and other major commercial opportunities. Provide ongoing development review of residential and commercial developments. Provide written comments at each preapplication meeting. Amend the General Plan and Zoning Ordinance to be consistent with future development visions. Trivia Question Answer: Glendale’s three historic neighborhood districts are: • Catlin Court 72 contributing properties 52 contributing properties • Floralcroft 14 contributing properties • Glendale Tract 146 back to TOC Reduce misunderstanding or confusion by applicants and/or consultants regarding staff reviews and recommendations. More efficient development process and increased customer satisfaction. City of Glendale Budget Summary by Department Planning FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) Current Planning (1000) Long-Range Planning & Research $526,362 $291,367 $583,967 $283,900 $583,967 $283,900 $821,578 $294,978 41% 4% (1000) Planning Administration $417,003 $471,140 $471,040 $486,993 3% (1000) Zoning Admin & Tech. Asst. $294,726 $332,869 $332,869 $357,851 $1,529,458 $1,671,876 $1,671,776 $1,961,400 Total - Planning BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 04-05 Actual FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $1,359,610 $106,721 $1,541,508 $90,784 $1,537,327 $94,865 $1,808,383 $109,459 17% 21% $29,119 $35,049 $35,049 $38,806 11% $4,698 $4,535 $4,535 $4,752 5% $1,671,876 $1,671,776 $1,961,400 Internal Service Charges Operating Capital FY 05-06 Budget 8% 17% $29,310 Total - Planning $1,529,458 17% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Current Planning Long-Range Planning & Research 7 3 7 3 7 3 9 3 29% 0% Planning Administration 5 5 5 5 0% Zoning Admin & Tech. Asst. 4 4 4 4 0% 19 19 19 21 11% STAFFING BY PROGRAM Total -Planning 147 back to TOC OPERATING BUDGET 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. Interesting Fact: An average diesel powered bus gets 4.5 miles per gallon. That is 1/10th of a gallon per mile per passenger. If you are commuting to work by yourself, a typical sedan would need to get 210 miles per gallon to be as efficient. Business Practice/Service Delivery Improvement: The Transportation Department has recently reorganized staff and functions into four divisions: Administration, Airport, Traffic Engineering, and Transportation Planning and Programs. This reorganization recognizes the increasing demands for transportation services for the citizens of Glendale. Accomplishments: FY 2006 • Installed ten miles of fiber optic cable to connect six additional city facilities (EOC, Gateway Public Safety, Cholla Water Treatment Plant, West Area Water Reclamation Facility, Landfill and Foothills Library) giving them access to the city network through fiber optic cable. We also added six intersections to our Intelligent Transportation System. • Completed the Thunderbird Paseo Shared Use Pathway project, which closed a gap in the 55th Avenue bicycle route that stretches from Union Hills Drive to Camelback Road. • Completed 185 traffic counts, 6 speed tables, 4 radar speed signs, 1 raised landscaped median and 23 speed humps in over 80 neighborhoods. FY 2005 • 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. 148 back to TOC OPERATING BUDGET Transportation 2005-06 Goal Updates: TRANSPORTATION 05-06 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 1.5% to 89,150. None TRANSPORTATION 05-06 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 were met: takeoffs and landings increased by 14,595 to 132,635. Fuel sales increased by 2,611 gallons to 495,019 gallons and the number of aircraft based at the airport remained at 380. No new hangars came on-line this past year. Twenty-two new hangars are scheduled to become available this coming year. 2006-07 Goals: TRANSPORTATION Related 06-07 Goal #1 Council Goal Activities Desired Outcomes (Performance Measurement) Partner and lead city departments in installing the city’s fiber optic system Locate existing fiber in the ground and map or install locater wire. Bluestake existing lines when requested. Coordinate repairs with fiber contractor when fiber is damaged. Identify fiber optic communication lines citywide and provide assistance in network expansion, provide maintenance, and arrange emergency response to breakdowns in critical areas. A City with high quality services for Citizens 149 back to TOC OPERATING BUDGET Transportation TRANSPORTATION Related 06-07 Goal #2 Council Goal A City with high quality services for Citizens Update the city’s Transportation Master Plan. Activities Desired Outcomes (Performance Measurement) Prepare RFP and hire consultant for the first phase of the plan update. Identify stakeholders and outline initial goals and objectives for the first phase of plan development. Dial-A-Ride Ridership 89,150 87,831 81,768 60,000 76,622 70,000 86,132 80,000 66,527 # of Riders 90,000 50,000 00/01 *Estimate 01/02 02/03 03/04 Fiscal Year 150 back to TOC 04/05 05/06* City of Glendale Budget Summary by Department Transportation FUND NUMBER / BUDGET BY PROGRAM (1010) Transp - BCS Event (1010) Transp - Fiesta Bowl Event (1340) Arena - Transportation Ops. FY 04-05 Actual FY 05-06 Budget $0 $0 FY 05-06 Estimate $0 $0 $0 $0 FY 06-07 Budget Percent Over Last Year $100,000 $130,000 NA NA $0 $78,779 $28,976 $78,779 0% $787,855 $0 $889,406 $0 $889,406 $0 $908,186 $473,000 2% NA $1,541,989 $1,648,498 $1,648,498 $1,640,893 0% $251,618 $271,097 $271,097 $272,773 1% $1,051,479 $324,895 $1,526,378 $454,436 $1,429,432 $453,487 $1,760,466 $485,492 15% 7% (1340) Transportation Administration $429,830 $329,768 $333,546 $579,288 76% (1340) Transportation Planning (1660) Demand Management $126,414 $11,525 $202,527 $118,160 $201,544 $118,160 $81,615 $118,160 -60% 0% (1660) Dial-A-Ride $2,297,147 $2,607,810 $2,607,810 $2,765,804 (1660) Fixed Route $3,682,312 $4,704,394 $4,469,492 $4,935,981 5% $254,564 $97,160 $430,471 $182,162 $430,471 $182,162 $630,246 $259,142 46% 42% (1340) Signs & Markings (1340) Stadium - Transportation Ops. (1340) Street Light Management (1340) Traffic Design and Development (1340) Traffic Signals (1340) Traffic Studies (1660) Intelligent Transportation Sys (1660) Traffic Mitigation (1660) Traffic Signals (1660) Trans. Program Education (1660) Transportation Education (1660) Transportation Program Mgmt (1760) Airport Operations Total - Transportation 6% $0 $5,000 $0 $0 -100% $54,356 $198,486 $125,000 $253,913 $5,000 $253,913 $0 $257,953 -100% 2% $1,071,740 $1,291,544 $1,411,544 $1,276,694 $540,415 $565,547 $565,547 $573,636 $12,721,785 $15,684,890 $15,300,085 $17,328,108 151 back to TOC -1% 1% 10% City of Glendale Budget Summary by Department Transportation BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums Internal Service Charges Operating Capital FY 04-05 Actual $4,816,312 $6,138,260 $5,935,323 $8,080,135 FY 05-06 Estimate $5,950,357 $7,728,523 FY 06-07 Budget Percent Over Last Year $6,469,097 $9,067,884 9% 12% $256,682 $289,132 $289,132 $335,665 16% $1,485,360 $25,475 $1,527,655 $1,468,015 $11,413 $1,562,817 $40,000 2% Work Order Credits ($304) Total - Transportation FY 05-06 Budget $12,721,785 ($147,355) $15,684,890 ($147,355) ($147,355) $15,300,085 $17,328,108 0% 10% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Signs & Markings 10 10 10 10 0% Street Light Management 1 2 2 2 0% Traffic Design and Development Traffic Signals 3 10 3 10 3 10 3 10 0% 0% Traffic Studies 4 4 4 4 0% Transportation Administration 4 3 3 5 67% 2 34.25 2 34.25 2 34.25 1 39.25 -50% 15% Intelligent Transportation Sys 3 4 4 5 25% Traffic Mitigation Transportation Education 1 1 1 1 1 1 1 1 0% 0% Transportation Program Mgmt 2 2 2 2 0% Airport Operations 5 5 5 5 0% 80.25 81.25 81.25 88.25 9% STAFFING BY PROGRAM Transportation Planning Dial-A-Ride Total -Transportation 152 back to TOC Veteran’s Memorial outside of the Main Library COMMUNITY SERVICES COMMUNITY SERVICES ADMINISTRATION COMMUNITY PARTNERSHIP NEIGHBORHOOD IMPROVEMENT GRANTS RESIDENTIAL INFILL HOUSING LIBRARY & ARTS PARKS & RECREATION Rose Lane Aquatic Center City of Glendale Budget Summary by Department Comm. Services Adm FUND NUMBER / BUDGET BY PROGRAM (1000) Comm. Services Admin. Total - Comm. Services Adm BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual Comm. Services Admin. Total -Comm. Services Adm FY 06-07 Budget Percent Over Last Year $278,027 $278,027 $271,243 -2% $234,256 $278,027 $278,027 $271,243 -2% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $220,116 $11,259 $265,333 $11,130 $265,333 $11,130 $257,338 $10,927 -3% -2% $2,725 $1,425 $1,425 $2,758 94% $156 $139 $139 $220 58% $234,256 $278,027 $278,027 $271,243 -2% Internal Service Charges STAFFING BY PROGRAM FY 05-06 Estimate $234,256 Internal Premiums Total - Comm. Services Adm FY 05-06 Budget FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 2 2 2 2 0% 2 2 2 2 0% 153 back to TOC Percent Over Last Year OPERATING BUDGET Community Partnership COMMUNITY PARNERSHIP Department Description: Interesting Fact: The Community Partnerships Department is made up of three operational divisions that provide direct city services, maintain the Glendale University, quality of life and build stronger neighborhoods for all residents. fondly known as GU, has The Community Housing Division is responsible for addressing the been educating residents housing needs of over 4,400 Glendale residents who cannot afford about city services and housing and owns and operates three public housing complexes. programs for more than The Community Revitalization Division provides affordable 10 years. The program housing, housing rehabilitation assistance and emergency home now has more than 500 repair for eligible Glendale residents. It also administers the alumni. federal Community Development Block Grant (CDBG) and other (See last page for more facts) related federal programs. The Neighborhood Partnership Office is responsible for the administration of Glendale University, Homeowners’ Association Training Academy, Neighborhood Improvement Grants Program, Community Mediation Program, Community Volunteer Program and provides direct services to over 180 different registered neighborhood associations. Mission Statement: Connecting people through the power of community. Business Practice/Service Delivery Improvement: The department is responsible for spearheading a new, five-year, multi-departmental effort to implement an extensive neighborhood revitalization strategy. This effort is reflective of community values, the city’s General Plan, the City Center Master Plan and all other city department strategic business plans. The new strategy is also flexible, identifies several new community initiatives that will be pursued, and is founded upon providing the highest level of service possible to Glendale residents and business owners. Accomplishments: FY 2006 • During fiscal year 2006, the department conducted an extensive participation process to gather input from both city staff and residents on their concerns about neighborhoods. The data served as the basis for the new, comprehensive five-year Neighborhood Revitalization Strategy. • Glendale welcomed 113 families impacted by Hurricane Katrina and was able to provide 83 with housing by identifying available federal funds to assist in their recovery. 154 back to TOC OPERATING BUDGET Community Partnership • Managed over $5.8 million dollars in federal funds that provided financial and staff assistance to over 41 different area agencies, non-profits, and infrastructure/physical improvement projects that provided direct services to approximately 14,952 Glendale residents. FY 2005 • During fiscal year 2005, 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 become first time homeowners. 2005-06 Goal Updates: COMMUNITY PARTNERSHIP 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met COMMUNITY PARTNERSHIP 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met 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. 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. Yes. Approximately $400,000 in HOME investment funds are being used to purchase land to build new, affordable, infill housing, resulting in the construction of nine new affordable and/or replacement homes. Federal funds were also used to construct new low-income units for seniors Over the past year, 14 different neighborhood grants were funded, amounting in $540,000 in planned construction for Glendale’s older neighborhoods; the Community Volunteer Program coordinated 82 projects, resulting in $200,821 in volunteered time by 2,682 individuals. 155 back to TOC The escalating price of vacant land is making the purchase price more expensive for infill housing. A reduction in federal funding lead to fewer dollars to distribute to non-profits and to complete revitalization projects. More residents must overcome apathy to become involved in neighborhood and volunteer activities. OPERATING BUDGET Community Partnership 2006-07 Goals COMMUNITY Related PARTNERSHIP Council 06-07 Goal #1 Goal Activities Desired Outcomes (Performance Measurement) Implement the new, 5-year neighborhood revitalization plan. One community with strong neighborhoods City to implement new GIS technology; revise neighborhood grant program; revise CDBG grant process; establish new GU Alumni group; continue infill housing efforts. Implement new GIS by June 30, 2007; institute new grant program rules by September 1, 2006; implement test pilot of new CDBG funding process by September 1, 2006; work with infill partners to administer HOME funds for new housing. COMMUNITY PARTNERSHIP 06-07 Goal #2 Related Council Goal Activities Desired Outcomes (Performance Measurement) Compliance with all federal rules and regulations; conduct spot audits and peer monitoring. Receive high performing status in Housing; receive approval by HUD of the FY 2007 Annual Action Plan. Administer federal grant programs in accordance with federal guidelines so that residents continue to experience excellent service. A city with high quality services for citizens $ Value of Community Volunteer Hours FY 01/02 FY 02/03 FY 03/04 $0 $166,484 $50,000 $99,474 $100,000 $76,502 $150,000 FY 04/05 $200,821 $200,000 $97,805 Value of Hours $250,000 FY 05/06 Fiscal Year More Interesting Facts: • • The Neighborhood Improvements Grants Program has distributed $7.3 million to complete 157 projects over the last ten years. For 14 years in a row, the Glendale Community Housing Division has achieved a “high performer” rating from HUD for providing quality public housing. 156 back to TOC City of Glendale Budget Summary by Department Comm. Partnerships FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) Mega Events - N'Hood/Volunteer (1000) Neighborhood Partnershp Office $0 $368,009 $0 $401,860 $0 $388,860 $48,820 $560,506 (1000) Neighborhood Revitalization $242,603 $463,471 $463,471 $525,335 13% $73,077 $1,489,248 $80,611 $8,359,523 $80,611 $8,359,523 $614 $8,374,212 -99% 0% (1300) HOME Program $473,903 $1,570,446 $466,732 $1,832,418 17% (1320) CDBG Programs $1,985,107 $4,184,389 $2,265,112 $4,230,482 1% $94,320 $97,576 $102,420 $105,382 8% $4,726,267 $15,157,876 $12,126,729 $15,677,769 3% FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget (1000) Neighborhood Volunteer Program (1080) Housing Assistance Program (1830) Emergency Shelter Grant Total - Comm. Partnerships BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual NA 39% Percent Over Last Year $1,902,584 $2,755,046 $2,803,908 $12,195,124 $2,798,568 $9,173,217 $2,968,567 $12,576,987 6% 3% Internal Premiums $67,255 $77,443 $77,443 $94,042 21% Internal Service Charges Operating Capital $26,382 $29,401 $52,000 $29,501 $48,000 $30,173 $8,000 3% -85% $15,157,876 $12,126,729 $15,677,769 Work Order Credits Total - Comm. Partnerships ($25,000) $4,726,267 3% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Neighborhood Partnershp Office 4 4 4 5 25% Neighborhood Revitalization 2 2 2 2 0% Neighborhood Volunteer Program Housing Assistance Program 1 25 1 25 1 25 25 0% 8.75 8.75 8.75 8.75 0% 40.75 40.75 40.75 40.75 0% STAFFING BY PROGRAM CDBG Programs Total -Comm. Partnerships 157 back to TOC City of Glendale Budget Summary by Department Neighborhood Imp. Gr FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual (1000) Neighborhood Improvement Grant $0 Total - Neighborhood Imp. Gr BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Operating Capital Total - Neighborhood Imp. Gr FY 05-06 Budget FY 04-05 Actual FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $1,245,637 $685,059 $1,219,847 -2% $1,245,637 $685,059 $1,219,847 -2% FY 05-06 Budget FY 05-06 Estimate $1,245,637 $1,245,637 158 back to TOC FY 06-07 Budget Percent Over Last Year $1,049,109 $170,738 -16% $685,059 $685,059 $1,219,847 -2% City of Glendale Budget Summary by Department Res. Infill Housing FUND NUMBER / BUDGET BY PROGRAM (1000) Res. Infill Housing Incentives Total - Res. Infill Housing BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Res. Infill Housing FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $24,356 $75,000 $28,056 $96,944 29% $24,356 $75,000 $28,056 $96,944 29% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $24,356 $75,000 $28,056 $96,944 29% $24,356 $75,000 $28,056 $96,944 29% 159 back to TOC OPERATING BUDGET Library and Arts LIBRARY AND ARTS Department Description: The Library serves the needs of Glendale citizens by providing books, programming, audio-visual materials, and electronic resources that inform, educate, and entertain residents. Arts and Culture administers the city’s Public Art and Performing Arts grant programs. Interesting Fact: U. S. Libraries circulate more items every day than FedEx ships packages (5.4 million vs. 5.3 million). (See last page for another fact) Mission Statement: Glendale Public Library provides information, programs and services that promote life long learning, literacy and the love of reading to enrich the quality of life of Glendale residents. The City of Glendale is committed to a Public Art Program that brings meaningful art to citizens and celebrates both diversity and commonality in Glendale. Business Practice/Service Delivery Improvement: Glendale Public Library cardholders can now download more than 1,000 titles to their home computers, anytime – day or night using a service called Overdrive. Free digital audio books and e-Books are available by visiting the library’s website. Popular writers like Nora Roberts and Catherine Coulter, children’s, educational titles, and a wide range of non-fiction topics including business, history and self-help are included in the collection. After the digital book is downloaded, it can be transferred to a portable device or burned directly to CD. When the lending period is up, the digital books disappear with no late fees attached. This is another way for the library to increase access to popular titles, in a different format, and that increases options for patrons. The library benefits from membership in a consortium that gives us better prices for these audio books, a larger choice of items for patrons and additional access to a variety of formats in our collection. Accomplishments: FY 2006 • Began use of a book rental program to provide adequate number of best sellers for patrons. • Completion of the long-range plan, Guidelines for the Arts 2005. FY 2005 • Installation of new library software and hardware that significantly increased functionality for the public and staff. 160 back to TOC OPERATING BUDGET Library and Arts 2005-06 Goal Updates: LIBRARY AND ARTS 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide best sellers in quantity to meet customer demand. Yes. Patrons placed fewer holds on items because more copies were available for use. Hold statistics indicate that we met our goal of a 75% reduction in the number of holds. None LIBRARY AND ARTS 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Distribute arts and culture throughout the city, accessible to all residents. Yes. Three artworks were purchased for the western area Public Safety building, the Foothills Recreation & Aquatics Center and Fire Station #159. Two outdoor artworks were reinstalled at different facilities, and a “Night with the Artist” was held, and the Arts Commission sponsored a youth exhibit. None This has been very successful with positive patron comment. 2006-07 Goals: LIBRARY AND ARTS 06-07 Goal #1 Attract new users through innovative marketing strategies and activities. Related Council Goal Activities Desired Outcomes (Performance Measurement) A City with high quality services for citizens Employ high impact merchandising methods—a cable show, website enhancements, customer focused staff training—to increase recognition of the value of the library to the community. 80% above average rating from customer surveys inquiring about value and appreciation of marketing activities. 161 back to TOC OPERATING BUDGET Library and Arts LIBRARY AND ARTS 06-07 Goal #2 Increase art awareness and appreciation through public art purchases, awarding performing arts grants to support arts projects, to hold exhibitions, and to provide arts education services such as professional development training for arts and classroom teachers. Related Council Goal A City with high quality services for citizens Activities Desired Outcomes (Performance Measurement) Art pieces will be selected and purchased; arts grants will be awarded; exhibitions will be held; and services to teachers will be provided and reported quarterly. Purchase at least three art pieces for city facilities, stage at least 5 exhibitions, award at least 15 arts grants, hold several workshops for teachers with 96 classroom hours per district, and offer a Summer Art Camp with 3- one week workshops for students. Another Interesting Fact: Over the course of one year, library patrons performed 2,306,366 catalog searches in the three libraries, performed 601,730 detailed database searches, and accessed the catalog from home, office or other offsite locations 2,803,878 times. The grand total for these searches is 5,711,974 or 15,649 searches per day. 162 back to TOC City of Glendale Budget Summary by Department Library & Arts FUND NUMBER / BUDGET BY PROGRAM (1000) Historic Sahuaro Ranch (1000) Library FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $104,157 $7,461,550 $92,840 $8,177,426 $92,840 $7,981,626 $234,200 $8,524,979 (1220) Arts Maintenance $157,503 $227,465 $227,465 $233,572 3% (1260) Library Book Fund (1260) Library Special Revenue $158,958 $143,718 $309,003 $215,150 $309,003 $215,150 $231,003 $105,150 -25% -51% (1840) Grant Approp - Library Total - Library & Arts BUDGET BY CATEGORIES OF EXPENDITURES 152% 4% $64,286 $500,000 $500,000 $500,000 0% $8,090,172 $9,521,884 $9,326,084 $9,828,904 3% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Wages/Salaries/Benefits $5,838,434 $6,485,848 $6,485,848 $6,963,775 7% Supplies and Contracts $2,061,411 $2,805,477 $2,609,677 $2,516,882 -10% $132,728 $57,599 $164,184 $66,375 $164,184 $66,375 $266,852 $81,395 63% 23% $8,090,172 $9,521,884 $9,326,084 $9,828,904 3% Internal Premiums Internal Service Charges Total - Library & Arts STAFFING BY PROGRAM FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 86.76 86.76 86.76 86.76 1 1 1 1 0% 87.76 87.76 87.76 88.76 1% Historic Sahuaro Ranch Library Arts Maintenance Total -Library & Arts Percent Over Last Year 1 163 back to TOC 0% OPERATING BUDGET 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 department maintains and manages 66 public parks and open spaces and 18 recreational facilities. Mission Statement: To provide safe, high quality parks, open space and recreational facilities that encourage residents, businesses and visitors to live, invest and play in the community. Business Practice/Service Delivery Improvement: Interesting Fact: In 2005, the City of Glendale was one of only eight cities to be designated as a Sports Illustrated “Good Sports” Community. The City of Glendale Parks and Recreation Department’s Youth Sports programs were highlighted in the December 12, 2005 issue of Sports Illustrated Magazine. In addition, the Parks and Recreation Department also received a $5,000 grant from the National Recreation and Parks Association (NRPA) for youth sports-related programming. The department is completing management plans for all recreation facilities. This will enhance the day-to-day operations and management of department facilities. Staff also developed and implemented a database to track all Capital Improvement Program projects. This database allows staff to provide bi-weekly status updates on the projects to the Mayor, City Council and city leadership staff. Accomplishments: FY 2006 • The new $3.8 million Rose Lane Aquatic Center including a beach entry leisure pool, interactive play structures, water slide, splash pad and a competitive pool was completed and opened in May 2006. • The department was very successful in establishing partnerships and collaborations to better serve the residents. The department collaborated with Tolleson Union High School District to develop and implement a youth development program at Copper Canyon High School for teens on campus. The program includes performing arts, life skill development, culinary arts, sports medicine, public safety, and media production in collaboration with the Phoenix Coyotes, Aramark, Latino Vibe 95.1, Girls Scouts of Arizona Cactus Pine, Call-A-Teen and Touchstone Behavioral Health. Over 150 students have been enrolled in the program. 164 back to TOC OPERATING BUDGET Community Partnership • The renovation of Murphy Park was completed in November 2005. Improvements included the addition of seat walls, trees, large planter pots, and enhanced landscape, a serenity water feature, widened walks, updated irrigation system and additional lighting. The renovation will enhance the park experience for special event visitors and park patrons. FY 2005 • 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. 2005-06 Goal Updates: PARKS AND RECREATION 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Develop programs targeted toward grade school children, teens, families, seniors and special populations. Yes. Participation of various programs included: • Adult Center participation - 142,588 visits • Adult sports – 5,100 participants & 273 teams • Youth sports – 4,000 participants • Swim lessons – 6,000 participants • Special Interest Classes – 4,325 youth & adults in 736 classes • Meals to seniors – 21,000 at the Adult Center and Community Center None 165 back to TOC OPERATING BUDGET Parks and Recreation PARKS AND RECREATION 05-06 Goal #2 To provide safe and attractive open space amenities by protecting Glendale’s parks through preventative maintenance and park renovation. Were Desired Outcomes Met? What were the Performance Measures? Yes. The following parks and facilities were improved: • Glendale community pool • Desert Valley Park • Cholla Park • Basketball and racquetball courts at Montara, Arrowhead Lakes, Oasis, Sunset Vista and Mission parks • Murphy Park • Bonsall Lake Park • Shade structures at Bonsall, Oasis, Sierra Verde, and Arrowhead Lakes Parks • Began improvements of trails at Thunderbird Conservation Park • Rose Lane Aquatics Center • El Barrio Park and Glendale Community Center • O’Neil Community Center • Youth Sports Fields Obstacles Encountered that Challenged or Prevented Goal from Being Met None. Note: • Partnered with neighborhood groups and/or council members to fund shade structures at several parks. • Partnered with the Phoenix Suns and Home Depot to fund improvements at El Barrio Park and the Glendale Community Center. • Partnered with Arizona Sports and Tourism Authority and the Fiesta Bowl to develop Youth Sports Fields near the stadium. 2006-07 Goals: PARKS AND RECREATION 06-07 Goal #1 Activities Provide an equitable distribution of city parks throughout the community. Related Council Goal Provide an equitable One distribution of parks community throughout the city. with strong neighborhoods PARKS AND RECREATION 06-07 Goal #2 Related Council Goal Activities Provide protection of environment by establishing greenways, natural areas and open space. A city with high quality services for citizens. Establish greenways, natural areas and open space. 166 back to TOC Desired Outcomes (Performance Measurement) 90% of city residents are within acceptable level of service standards as defined in the 2002 Parks and Recreation Master Plan. Desired Outcomes (Performance Measurement) Complete the Trails and Open Space Master Plan. City of Glendale Budget Summary by Department Parks & Recreation FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) Adult Center (1000) Aquatics $430,508 $428,260 $386,396 $443,754 $447,566 $443,754 $462,876 $508,299 20% 15% (1000) Audio/Visual $158,420 $193,922 $193,922 $229,374 18% $0 $24,927 $0 $43,357 $54,507 $43,357 $0 $44,048 NA 2% (1000) Copper Canyon HS Youth Dev Prg (1000) Elsie McCarthy Pk. Maintenance (1000) Foothills Recreation Center $0 $592,435 $592,435 $1,908,940 (1000) GESD-Reimb Division $216,867 $0 $164,289 $102,000 NA (1000) Glendale Community Center (1000) Marketing - Parks & Rec $201,503 $151,512 $195,440 $168,142 $196,516 $145,824 $214,901 $173,350 10% 3% (1000) Park Irrigation $279,917 $336,447 $336,447 $359,321 7% (1000) Park Rangers (1000) Parks & Recreation Admin. $335,359 $238,039 $314,147 $440,313 $340,367 $209,614 $386,274 $305,939 23% -31% (1000) Parks Central District $1,875,189 $2,111,307 $2,111,307 $2,244,584 (1000) Parks North District $1,734,633 $1,979,775 $1,962,450 $2,014,419 (1000) Parks Special Operations (1000) Pool Maintenance $424,900 $214,138 $454,925 $248,158 $454,925 $248,158 $296,964 $263,073 -35% 6% (1000) Recreation Support Services $793,494 $711,609 $670,256 $941,530 32% (1000) Special Events and Programs (1000) Sports and Health $415,841 $244,529 $432,534 $266,266 $432,534 $266,266 $493,970 $295,958 14% 11% (1000) Youth and Teen $840,372 $1,294,400 $910,202 $993,639 -23% $0 $0 $0 $310,189 NA $0 $8,846 $500,000 $20,000 $500,000 $0 $500,000 $0 0% -100% (1280) Stadium - Parks Central Dist. (1840) Grant Approp - Parks & Rec (1840) YWCA-Legacy Foundation Grant (1880) Adult Center Self Sustaining 222% 6% 2% $0 $37,000 $77,000 $85,000 130% $6,261 $0 $10,000 $0 $10,000 $0 $10,000 $27,919 0% NA $20,341 $18,000 $18,000 $18,000 0% $8,188 $10,000 $10,000 $10,000 0% (1880) Cardinal Pool Repair (1880) Dedicate A Tree $29,636 $213 $35,000 $5,000 $10,000 $5,000 $35,000 $5,000 0% 0% (1880) Desert Gardens Park $0 $7,000 $0 $7,000 0% $0 $2,947 $7,000 $2,000 $0 $2,000 $7,000 $2,000 0% 0% (1880) Apollo Pool Repair (1880) Aquatic Self Sustaining (1880) Arrowhead Amenities Sinking F (1880) Cactus Pool Repair (1880) Desert Mirage Park (1880) Desert Valley Park (1880) Discovery Park $0 $7,000 $0 $7,000 0% $22,557 $25,000 $15,389 $25,000 0% $0 $0 $7,000 $5,000 $7,000 $5,000 $7,000 $5,000 0% 0% (1880) Ironwood Pool Repair $29,186 $35,000 $20,000 $35,000 0% (1880) Rec Self Sust-Administration (1880) Rec Self Sust-Audio/Visual $1,214 $16,795 $55,000 $21,650 $55,000 $21,650 $55,000 $21,650 0% 0% (1880) Rec Self Sust-Spec Int Classes $190,940 $237,598 $237,598 $137,598 -42% (1880) Spec Events & Prgm Self Sust $329,023 $526,140 $326,140 $164,213 -69% (1880) Sports Self Sustaining (1880) Youth and Teen Self Sustaining $64,330 $217,662 $122,453 $367,719 $122,453 $209,723 $325,067 $365,308 165% -1% $9,956,547 $12,673,887 $11,876,649 $14,404,403 14% (1880) GCC Pool Repair (1880) GESD ES Ballfields (1880) Ironwood HS Lights Total - Parks & Recreation 167 back to TOC City of Glendale Budget Summary by Department Parks & Recreation BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $6,650,286 $2,977,065 $7,801,597 $4,127,717 $7,361,196 $3,765,773 $8,709,503 $5,049,317 12% 22% Internal Premiums $230,273 $285,342 $285,342 $359,674 26% Internal Service Charges Operating Capital $300,371 $30,257 $213,348 $245,883 $218,455 $245,883 $269,609 $16,300 26% -93% $12,673,887 $11,876,649 $14,404,403 14% Work Order Credits Total - Parks & Recreation ($231,705) $9,956,547 FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Adult Center 6 6 6 6 0% Audio/Visual 1 2 2 2 0% Foothills Recreation Center Glendale Community Center 3 1 3 1 3 10 3 900% 0% Marketing - Parks & Rec 1 1 1 1 0% Park Irrigation 4 4 4 4 0% Park Rangers Parks & Recreation Admin. 4 3 4 3 4 3 4 3 0% 0% Parks Central District 18 18 18 18 0% Parks North District Parks Special Operations 12 4 12 4 12 4 12 2 0% -50% Pool Maintenance 3 3 3 3 0% Recreation Support Services 6 6 6 8 33% Special Events and Programs Sports and Health 3.75 3 3.75 3 3.75 3 5.75 3 53% 0% Youth and Teen 11 11 11 9 -18% Spec Events & Prgm Self Sust Youth and Teen Self Sustaining 3 1 3 2 3 2 5 150% 86.75 89.75 89.75 98.75 10% STAFFING BY PROGRAM Total -Parks & Recreation 168 back to TOC The Glendale Civic Center INTERNAL SERVICES CITY AUDITOR CITY MANAGER’S OFFICE COMMUNITY ACTION PROGRAM CIVIC CENTER HUMAN RECOURCES EMPLOYEE GROUPS INTERGOVERNMENTAL PROGRAMS MARKETING AND COMMUNICATIONS CONVENTION CENTER, MEDIA CENTER & PARKING GARAGE Human Resources Reception Hall OPERATING BUDGET City Auditor CITY AUDITOR 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. Trivia Questions: How do auditors add value to the organization? What are some “ Best Practices” in Internal Audit? (See last page for answer) Business Practice/Service Delivery Improvement: As part of Audit’s continuous controls monitoring, ACL desktop software was acquired to: • Analyze data quickly and efficiently on an independent basis; • Analyze transactional data in files of any size; • Identify trends, pinpoint exceptions, and highlight potential areas of concern; and • Identify control issues and ensure compliance with standards. ACL software was utilized to monitor procurement card transactions and identify control exposures such as split transactions, unauthorized cardholders and inappropriate purchases. Accomplishments: FY 2006 • Completed ten operational audits and twelve audit follow-ups. • Conducted three information systems audits and one follow-up. • Performed twelve special projects and consulting engagements. • Assisted with the city’s meet and confer election process. • Participated on eleven citywide teams for internal control. FY 2005 • Hired an information systems auditor to perform systems implementation reviews, application audits and security assessments. • Participated on ten organizational teams and committees to provide internal control advice. 169 back to TOC OPERATING BUDGET City Auditor 2005-06 Goal Updates: CITY AUDITOR’S OFFICE 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Allocate audit resources to the areas that pose the greatest risk to the city. Yes. A quarterly risk-based audit plan was developed that improved business processes and incorporated management’s concerns. CITY AUDITOR’S OFFICE 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Consider the effectiveness of the Yes. Information systems city’s information technology audits were conducted and security and control systems. recommendations were made to enhance security and control systems. Obstacles Encountered that Challenged or Prevented Goal from Being Met None Obstacles Encountered that Challenged or Prevented Goal from Being Met Delays in scheduling audits and obtaining timely responses to audit recommendations. 2006-07 Goals: CITY AUDITOR’S OFFICE 06-07 Goal #1 Allocate audit resources to the areas that pose the greatest risk to the city. Related Activities Council Goal CITY AUDITOR’S OFFICE 06-07 Goal #2 Assess the effectiveness of the city’s information technology security and control systems. Related Activities Council Goal A city that is Develop quarterly riskfiscally sound based audit plans that incorporate management’s concerns. A city that is Conduct audits of city fiscally sound information systems and operations. 170 back to TOC 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 information systems. OPERATING BUDGET City Auditor Trivia Question Answers: How Do Auditor’s Add Value To The Organization? • Obtaining a deep knowledge of the organization: it’s strategy, culture, management style; • Developing a broad knowledge of internal audit “best practices”; • Supporting creativity to adapt these practices to the organization; • Sustaining courage to go beyond what the stakeholders think they want from internal audit. What Are Some “ Best Practices” in Internal Audit? • Risk-Assessment • Continuous monitoring • Consulting services • Risk-based audits • Partnering with management • Participation on teams (e.g.: process design) • System implementation reviews • Internal control training 171 back to TOC City of Glendale Budget Summary by Department City Auditor FUND NUMBER / BUDGET BY PROGRAM (1000) City Auditor Total - City Auditor BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $318,282 $367,269 $367,269 $408,913 11% $318,282 $367,269 $367,269 $408,913 11% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $302,638 $9,822 $353,251 $7,459 $353,251 $7,459 $388,506 $12,459 10% 67% Internal Premiums $4,598 $5,474 $5,474 $6,807 24% Internal Service Charges $1,224 $1,085 $1,085 $1,141 $318,282 $367,269 $367,269 $408,913 Total - City Auditor STAFFING BY PROGRAM City Auditor Total -City Auditor 5% 11% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 4 4 4 4 0% 4 4 4 4 0% 172 back to TOC Percent Over Last Year OPERATING BUDGET 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. Interesting Fact: Glendale’s first City Manager, J.D. Baughman, was appointed on May 1, 1947. Current City Manager Ed Beasley was appointed on January 1, 2001 and is the eighth manager to serve the city. Business Practice/Service Delivery Improvement: The creation of the City Manager’s cross-functional Economic Development Special Projects Team resulted in the city’s ability to respond to new business interests and leads faster than other Valley municipalities. Due to this team’s timely and collaborative approach to economic development negotiations, the city was able to formalize an agreement in just three weeks with the American Automobile Association (AAA) resulting in the location of its Arizona and California regional corporate office in Glendale’s Talavi Business Park. The agreement will create up to 1,400 jobs over three years, making it one of the city’s top five largest employers. Accomplishments: FY 2006 • In alignment with the City Council’s goals, construction began on several significant Capital Improvement Program projects including the Downtown Plaza Project, the Regional Public Safety Training Facility, the Emergency Operations Center, and a Media Center, Conference Center and Parking Garage in the family sports and entertainment district in western Glendale. • Internally, the City Manager worked with Police and Fire to formalize the Organizational Cooperative Process (OCP) through adoption of an ordinance by the City Council that provided the public safety groups a voice in the city’s annual budget process. FY 2005 • 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. 173 back to TOC OPERATING BUDGET City Manager’s Office • • • 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. 2005-06 Goal Updates: CITY MANAGER’S OFFICE 05-06 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 and assist Council in formulating policy & ensuring its effective implementation. Quarterly operational, business plan and financial reviews positioned the city well for development of the proposed FY06-07 budget. Council’s new strategic goals were addressed during the budget process. None CITY MANAGER’S OFFICE 05-06 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 experiencing ongoing difficult socioeconomic conditions or stressful events. The Community Action Program ensured all clients received their informational packets prior to their appointments 100% of the time and assessments were completed within 5 business days. None 174 back to TOC OPERATING BUDGET City Manager’s Office 2006-07 Goals: CITY MANAGER’S OFFICE 06-07 Goal #1 Related Council Goal Activities A city that is fiscally sound 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. CITY MANAGER’S OFFICE 06-07 Goal #2 Related Council Goal Activities Provide leadership, vision and accountability for the organization. Build self-sustainability of individuals and families experiencing ongoing difficult socioeconomic conditions or stressful events. A city with high quality services for its citizens Customer training workshops conducted to educate clients on relevant topics such as personal finance management and energy conservation. 175 back to TOC Desired Outcomes (Performance Measurement) Prepare quarterly financial reviews & presentations to Council; annual departmental & citywide business plan reviews through the Strategic Initiatives Group; and year-end performance report summarizing outcomes aligned with Council goals. Desired Outcomes (Performance Measurement) Provide 100% of clients with information packets prior to client appointment. City of Glendale Budget Summary by Department City Manager FUND NUMBER / BUDGET BY PROGRAM (1000) City Manager Total - City Manager BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 04-05 Actual STAFFING BY PROGRAM City Manager Total -City Manager FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $1,098,160 $1,134,141 $1,207,897 $1,271,327 12% $1,098,160 $1,134,141 $1,207,897 $1,271,327 12% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $911,100 $157,518 $923,029 $177,877 $1,005,103 $169,559 $1,026,085 $215,423 11% 21% $24,634 $28,489 $28,489 $25,504 -10% $4,908 $4,746 $4,746 $4,315 -9% $1,098,160 $1,134,141 $1,207,897 $1,271,327 12% Internal Service Charges Total - City Manager FY 05-06 Budget FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 8 8 8 8 0% 8 8 8 8 0% 176 back to TOC Percent Over Last Year City of Glendale Budget Summary by Department Comm. Action Program FUND NUMBER / BUDGET BY PROGRAM (1000) CAP Local Match (1820) Community Action Program (CAP) Total - Comm. Action Program BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $12,507 $324,891 $20,994 $434,999 $20,994 $434,999 $24,874 $444,492 18% 2% $337,398 $455,993 $455,993 $469,366 3% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Wages/Salaries/Benefits $317,521 $426,612 $426,612 $436,105 Supplies and Contracts $13,482 $13,566 $13,566 $13,566 0% $2,062 $4,333 $3,529 $12,286 $3,529 $12,286 $6,426 $13,269 82% 8% $337,398 $455,993 $455,993 $469,366 3% Internal Premiums Internal Service Charges Total - Comm. Action Program STAFFING BY PROGRAM Community Action Program (CAP) Total -Comm. Action Program 2% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 6.5 7 7 7 0% 6.5 7 7 7 0% 177 back to TOC Percent Over Last Year OPERATING BUDGET Glendale Civic Center GLENDALE CIVIC CENTER Department Description: The Civic Center provides competitively priced function space and services for businesses, social gatherings and the specialevent needs of the community. The ability to provide state-ofthe-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. Interesting Fact: The annual patron attendance served at the Civic Center for banquets, meetings, trade shows, weddings etc. would fill the Glendale Arena three and one-half times. 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: The Civic Center’s web site presence has been significantly enhanced. Visually the site is more appealing; it is more user-friendly by providing information that potential users of the facility would need to know in order to consider hosting an event at the Civic Center. Numerous event packages are available for review on the website that anticipate the needs of clients. Frequently asked questions (FAQ’s) are noted that provide answers to assist in the decision-making process. Facility diagrams and optional services are noted so that when a client contacts the Civic Center, they are knowledgeable & comfortable with services offered. Accomplishments: FY 2006 • Updated the marketing strategy of the Civic Center to include promotion of the Civic Center Annex. • Completed a meeting planners event package to promote the corporate market. FY 2005 • 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%. • Increased 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. 178 back to TOC OPERATING BUDGET Glendale Civic Center 2005-06 Goal Updates: GLENDALE CIVIC CENTER 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Increase facility usage. The Civic Center is on target to surpass last year’s facility usage numbers by 5%. The goal to increase facility usage ties into the 2004-2005 goal to increase awareness of Civic Center services, which resulted in a 7% increase in facility usage from the previous year. GLENDALE CIVIC CENTER 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Maintain a high level of customer satisfaction demonstrated through customer service evaluations. The Civic Center is on target to exceed the minimum service approval rating of 90% through client evaluations. The 2004-2005 goal to maintain a high level of customer satisfaction realized a 98% service approval rating by clients. Obstacles Encountered that Challenged or Prevented Goal from Being Met None Obstacles Encountered that Challenged or Prevented Goal from Being Met None 2006-07 Goals: GLENDALE CIVIC CENTER 06-07 Goal #1 To increase patron attendance at the Civic Center. GLENDALE CIVIC CENTER 06-07 Goal #2 Increase the number of events/event days at the Civic Center. Related Council Goal Activities One community with a vibrant city center. Review and update the marketing strategy along with hiring a new sales/event coordinator. Related Council Goal Activities One community with a vibrant city center. Target sales efforts at corporate meetings, government agencies, associations and medical groups in order to build the important weekday booking markets. 179 back to TOC Desired Outcomes (Performance Measurement) 5% patron attendance increase from the previous year. Desired Outcomes (Performance Measurement) 5% increase in the number of events/event days from the previous year. City of Glendale Budget Summary by Department Civic Center FUND NUMBER / BUDGET BY PROGRAM (1740) Civic Center Total - Civic Center BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $673,370 $754,512 $794,512 $933,085 24% $673,370 $754,512 $794,512 $933,085 24% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $512,078 $127,591 $553,369 $172,593 $568,359 $202,563 $665,953 $239,512 Internal Premiums $10,553 $13,964 $13,964 $17,043 22% Internal Service Charges Operating Capital $13,087 $10,061 $14,586 $9,626 $10,577 -27% $673,370 $754,512 $794,512 $933,085 24% Total - Civic Center STAFFING BY PROGRAM Civic Center Total -Civic Center 20% 39% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 6 6 6 7 17% 6 6 6 7 17% 180 back to TOC Percent Over Last Year OPERATING BUDGET 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. Interesting Fact: 96 employees successfully completed the GLAD (Glendale Leadership and Development) Program’s Supervisor’s Academy at a total cost of $48,000. To send the same number of employees through a similar program outside of the organization would have cost the City $182,304. Business Practice/Service Delivery Improvement: In May of 2006, the City of Glendale Human Resources Department rolled out its first-ever Online Benefits Open Enrollment process for employees. Previously employees had to fill out 2 to 4 pieces of paper and that data had to be manually keyed into the system by Human Resources staff. Now information comes direct from the employees and stays accurate as it moves through the system. In addition to improved accuracy, this process improvement is more efficient, easier for employees to use and understand and increases the ability to maintain the data’s integrity. Accomplishments: FY 2006 • Recruitment and Staffing: Reduced average time-to-fill by 10.6% from 95 days in 2004 to 84 days in 2005 and made improvements to the online employment opportunity website by providing applicants with easier access to recruitment status information. • Strategy and Communications: Began the HR liaison program in four areas – offering an increased level of service and “one-stop” shopping for HR services to larger departments. • Volunteer Program: Increased the number of departments utilizing volunteers and the volunteer hours by approximately 2%. • Risk Management & Safety: Saved 3,564 days and $190,531 in associated costs by returning employees who were injured on-the-job to work in a modified duty capacity. FY 2005 • 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. 181 back to TOC OPERATING BUDGET Human Resources • • 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. 2005-06 Goal Updates: HUMAN RESOURCES Were Desired Outcomes Met? 05-06 Goal #1 What were the Performance Measures? Continuous improvement of Human Resources services in alignment with the strategic priorities of the organization through implementation of a Total Compensation Program. Yes. We maintained market competitiveness by successfully keeping benchmark positions within 5% of market midpoint. We revised and simplified the forms, reports and process for classification reviews and benefits data entry and designed and implemented a new retiree health savings plan to enable employees to save considerable tax dollars to help pay for health expenses in retirement. HUMAN RESOURCES Were Desired Outcomes Met? 05-06 Goal #2 What were the Performance Measures? To provide city departments with an effective and improved human resources system that focuses on implementation of best practices by providing quality employee development programs. Yes. Completed training sessions for all departments to transition to new Performance Management evaluation tool. New Employee Orientation was offered to all new employees within the first two weeks of hire (the majority attended on their first two days). Assisted 115 employees receive educational assistance funds to continue their education. Provided a leadership development series under the GLAD Program for new supervisors. 122 employees completed the program. Developed revised Ethics Training Program for rollout to all employees in 2006. 182 back to TOC Obstacles Encountered that Challenged or Prevented Goal from Being Met None Obstacles Encountered that Challenged or Prevented Goal from Being Met None OPERATING BUDGET Human Resources 2006-07 Goals: HUMAN RESOURCES 06-07 Goal #1 Related Council Goal Activities A city with high quality services for citizens Implement a self-service, automated online application process with the capability to allow hiring supervisors access through their desktop. HUMAN RESOURCES 06-07 Goal #2 Related Council Goal Activities Recruitment Process: Attract and retain a qualified and diverse workforce to support City services. Risk Management & Safety: Provide safety and risk management support services for City departments. A city with high quality services for citizens Assist departments in identifying sources of loss and implementing action plans to eliminate or decrease losses while increasing quality of service and safety of staff and citizens. 183 back to TOC Desired Outcomes (Performance Measurement) Automated application process implemented by June 30, 2007. Desired Outcomes (Performance Measurement) At least two safety management performance reports will be prepared and distributed to departments identifying the leading types, causes and sources of injuries and accidents for use in their loss prevention program. City of Glendale Budget Summary by Department Human Resources FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) Compensation (1000) Employee Benefits $346,467 $393,292 $414,174 $381,520 $389,174 $381,520 $408,425 $370,742 -1% -3% (1000) Employee Relations $222,419 $244,553 $334,553 $284,722 16% (1000) Employment and Staffing (1000) Human Resources Admin. $322,805 $696,672 $367,629 $629,449 $367,629 $726,605 $422,217 $779,933 15% 24% (1000) Organizational Development $361,254 $326,769 $351,769 $428,239 31% (1000) Risk Management/Safety $349,244 $499,947 $509,947 $553,161 11% $3,247,941 $1,426,983 $2,250,000 $1,407,000 $2,250,000 $1,407,000 $2,760,000 $1,407,000 23% 0% $13,704,535 $13,692,468 $13,692,468 $19,600,000 43% $21,071,612 $20,213,509 $20,410,665 $27,014,439 34% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget (2540) Risk Mgmt Trust Fund (2560) Worker's Compensation (2580) Benefit Programs Total - Human Resources BUDGET BY CATEGORIES OF EXPENDITURES Percent Over Last Year Wages/Salaries/Benefits $2,051,042 $2,271,542 $2,368,698 $2,587,676 14% Supplies and Contracts Internal Premiums $18,947,626 $45,572 $17,868,469 $63,597 $17,968,469 $63,597 $24,340,802 $75,300 36% 18% Internal Service Charges $13,191 $9,901 $9,901 $10,661 8% Operating Capital $14,181 $20,213,509 $20,410,665 $27,014,439 FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Total - Human Resources STAFFING BY PROGRAM Compensation Employee Benefits Employee Relations $21,071,612 FY 04-05 Authorized FY 05-06 Authorized 34% 4 4 4 4 0% 4.5 3 3.5 3 3.5 3 3.75 3 7% 0% Employment and Staffing 5 5 5 5.5 10% Human Resources Admin. 5 5.5 5.5 6.75 23% Organizational Development Risk Management/Safety 1 4 2 5 2 5 2 5 0% 0% 26.5 28 28 30 7% Total -Human Resources 184 back to TOC City of Glendale Budget Summary by Department Employee Groups FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1190) Diversity Committee (1190) GEMS $0 $0 $12,636 $12,637 $12,636 $12,637 $12,636 $12,637 (1190) Glendale Hispanic Network $0 $12,636 $12,636 $12,636 0% (1190) Holiday Event $0 $0 $30,000 $30,000 NA $37,909 $67,909 $67,909 79% Total - Employee Groups BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget Supplies and Contracts Total - Employee Groups FY 05-06 Estimate FY 06-07 Budget 0% 0% Percent Over Last Year $37,909 $67,909 $67,909 79% $37,909 $67,909 $67,909 79% 185 back to TOC OPERATING BUDGET 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. Trivia Question: Do you know how many state legislative districts there are in the City of Glendale? (See last page for answer) 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 Intergovernmental Programs Department has traditionally provided coordination with federal, state and local government seeking to foster constructive links between the City and these entities. In addition to continuing these duties, the Intergovernmental Programs Department has created a working plan that emphasizes the need for cultivating positive relationships with local, state and federal elected officials and staff from private organizations. Through these efforts, the IGP Department encourages the city’s strategic priorities of exceptional service and maintaining an enhanced quality of life for Glendale residents. To most effectively and efficiently deliver our services, departmental staff are assigned specific areas of responsibility to enable the department to promptly respond to issues for management and Council. This team approach empowers staff with distinct responsibilities while also working in a collaborative environment and interacting closely as a team. Accomplishments: FY 2006 • Successfully advocated for two direct federal appropriations for the City: o $150,000 for Regional Public Safety Training Facility; o $220,000 for Metropolitan Medical Response System. • Successfully coordinated the Glendale Special Census 2005 project by developing and implementing a successful outreach campaign. FY 2005 • The IGP staff continued to enhance the staffing of the Mayor and City Manager on numerous regional committees including: Maricopa Association of Governments (MAG), 186 back to TOC OPERATING BUDGET Intergovernmental Programs • • 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. 2005-06 Goal Updates: INTERGOVERNMENTAL PROGRAMS 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met INTERGOVERNMENTAL PROGRAMS 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Continue to develop and implement a comprehensive federal program. Foster positive relationships with congressional delegation, state legislators, the Governor’s office, other governmental agencies and the private sector. Yes, staff increased the number of federal issues the city was actively engaged on. Additionally, the city saw an increase in federal dollars received. Yes, increased awareness of Glendale’s issues by organizations, governmental agencies and the private sector. None None 2006-07 Goals: INTERGOVERNMENTAL PROGRAMS 06-07 Goal #1 Successfully advocate the City's position on issues at the legislature, congress and other governmental bodies. Related Council Goal N/A; City Manager Priority-Service Activities Work with Legislators, the Governor's office, Board of Supervisors, Congressman, other elected officials and local and regional decision making bodies to advocate for and against issues which impact Glendale residents. 187 back to TOC Desired Outcomes (Performance Measurement) Successful implementation of the City’s legislative agenda. OPERATING BUDGET Intergovernmental Programs INTERGOVERNMENTAL PROGRAMS 06-07 Goal #2 Educate Glendale residents on the legislative process and encourage their active involvement on issues of importance to the city. Related Council Goal A City with High Quality Services for Citizens Activities Communicate with residents on how a bill becomes law, how to effectively communicate with Legislators, legislative issues of importance to municipalities and issues of importance to neighborhoods. Desired Outcomes (Performance Measurement) Conduct Legislative Link classes with a satisfactory rating by attendees. Trivia Question Answer: There are six state legislative districts in the City of Glendale namely 4, 9, 10, 12, 13 and 14. 188 back to TOC City of Glendale Budget Summary by Department Intergovt. Programs FUND NUMBER / BUDGET BY PROGRAM (1000) Intergovernmental Programs Total - Intergovt. Programs BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $652,821 $734,826 $519,900 $528,626 -28% $652,821 $734,826 $519,900 $528,626 -28% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $374,560 $272,982 $391,974 $333,841 $391,974 $118,915 $402,585 $118,215 Internal Premiums $4,055 $6,260 $6,260 $6,562 5% Internal Service Charges $1,224 $2,751 $2,751 $1,264 -54% $652,821 $734,826 $519,900 $528,626 -28% Total - Intergovt. Programs STAFFING BY PROGRAM Intergovernmental Programs Total -Intergovt. Programs 3% -65% FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget 3 4 4 4 0% 3 4 4 4 0% 189 back to TOC Percent Over Last Year OPERATING BUDGET Marketing/Communications MARKETING/COMMUNICATIONS Department Description: The Marketing/Communications Department consists of the Cable Television, Civic Center, Graphics, Public Information/Communications, Special Events, Tourism and Web Services divisions. This department is responsible for the city’s print and electronic communications with the various publics it serves to promote the city’s many programs and services. Marketing/Communications also produces the city’s six signature festivals that draw almost a million visitors to Downtown Glendale annually. In addition, the department operates the Glendale Civic Center, Glendale Visitor Center and Channel 11, a full-service, city-run cable television studio. Interesting Fact: Did you know that there is a special formula to determine approximately how many people attend a City Special Event? The formula includes the amount of trash left behind based on the national average multiplied by the inhabitable square footage and the tonnage removed! Mission Statement: To ensure that the city’s key messages are delivered to the appropriate audiences in a timely, accurate and cost-effective way and to provide outstanding visitor services while supporting the strategic priorities of the City Council and organizational values. Business Practice/Service Delivery Improvement: The Web Services Division is now contracting with an outside vendor to provide “web hosting” services. By using an external Internet provider to host the city of Glendale’s Web site, Marketing/Communications staff are now able to track the success of various online marketing initiatives through the use of Web statistics; expire and post “time-sensitive” content automatically; publish multiple files at once, which increases productivity; and create templates for various form applications. Another benefit is that the outside contractor provides staff with “24/7” customer service with an on-call representative to provide support during off hours. Accomplishments: FY 2006 • The City of Glendale’s official Web site was redesigned and launched in September 2005. This enormous undertaking was completed in less than six weeks with a staff of two Web Content Managers. The new GlendaleAZ.com, which includes more than 7,000 pages of information, is a virtual neighborhood that serves as a dynamic online community for residents, visitors, city partners, businesses and more. The site was visited more than 222,000 times in January 2006, marking the most visits in the Web site’s history and an extraordinary increase since the Web site’s re-launch with a fresh new design and navigation. This new and improved tool provides another avenue of excellent customer service to residents, as well as internal city departments, and increased customer satisfaction. 190 back to TOC OPERATING BUDGET Marketing/Communications • • “That Thursday Thing!” events were developed in October 2005 to attract visitors to downtown Glendale shops, restaurants and museums during evening hours despite Grand Avenue construction. This new event has a strong call-to-action, which invites and encourages participants to visit downtown businesses. Each event has shopping, dining and entertainment elements and has its own exciting theme. Examples of this year’s themes include: Cirque du Glendale, Recipes to Warm the Heart, Shop Glendale, Get Fit in Historic Downtown Glendale and Celebrate Friendships. “That Thursday Thing!” has provided a direct economic impact to downtown Glendale businesses. The inaugural two-evening event brought nearly 15,000 visitors to the downtown and each subsequent event has attracted over 300 visitors. These events brought increased traffic and sales to the downtown merchants, which resulted in increased retail sales tax revenue as well as positive exposure for the city – positioning Downtown Glendale as a premiere destination. The City’s Web site was visited more than 222,000 times in January 2006, marking the most visits in history and an extraordinary increase since the Web site’s re-launch with a fresh new design and navigation. And most importantly, Web visitors logging onto our site are visiting an average of four-plus pages, meaning we are holding their interest (please see graph on last page of the narrative). FY 2005 • 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. 2005-06 Goal Updates: MARKETING/ Were Desired Outcomes Met? COMMUNICATIONS What were the Performance 05-06 Goal #1 Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Position Glendale as a premiere destination with the development of new economic development projects. None The desired outcomes were met. Marketing worked closely with the Economic Development Department to attract several new companies and new developments to Glendale. Examples of new businesses and development include: Cabela’s, Renaissance Hotel & Spa, Triple AAA and Zanjero. 191 back to TOC OPERATING BUDGET Marketing/Communications MARKETING/ Were Desired Outcomes Met? COMMUNICATIONS What were the Performance 05-06 Goal #2 Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide excellent customer service to residents, as well as internal city departments. The biggest challenge in achieving this goal related to staffing turnover. Two longstanding graphics designers sought new professional development opportunities and were hired in other departments. Contract employees were utilized in the interim until new graphics designers were hired. The desired outcomes were met. The Graphics Division was able to improve customer satisfaction and turn around times. The Graphics Division implemented new logging and tracking procedures and hired a new Graphics Manager and Senior Graphics Designer. 2006-07 Goals: MARKETING/ COMMUNICATIONS 06-07 Goal #1 Related Council Goal Activities Desired Outcomes (Performance Measurement) Increase tourism-related revenue collected by the city and position Glendale as a premiere destination. One Community with a Vibrant City Center & A city that is fiscally sound Link Downtown Glendale to new national sporting events that are now being held in the city’s Sports and Entertainment District in the western part of Glendale. Tie-in one of department’s existing downtown festivals with the Bowl Champion Series title football game that will be played in January 2007 by moving up the date of the event (to the Saturday before the game) and expanding the theme to incorporate a college football “flavor.” 192 back to TOC OPERATING BUDGET Marketing/Communications MARKETING/ COMMUNICATIONS 06-07 Goal #2 Develop a new cable studio and media center at Westgate in conjunction with the Renaissance Hotel & Spa and Conference Center. Related Council Goal Activities One community with quality economic development & A City with High Quality Services for Citizens Construct a new cable studio (15,000 sq. ft) and media center (40,000 sq. ft.) at Westgate. These two facilities will serve as the major hub of activity during all mega events. The new Cable Studio will be home to Channel 11, which provides quality television +programming to Glendale residents. Desired Outcomes (Performance Measurement) Complete construction of both facilities by December 2006 and host Fox Sports in the Media Center during the 2007 Fiesta Bowl and BCS Championship games. # of "Hits" on Website 250,000 200,000 150,000 100,000 50,000 0 Jan-04 Jan-05 Visits 193 back to TOC Jan-06 Visitors City of Glendale Budget Summary by Department Marketing and Comm. FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) Cable Communications (1000) City-Wide Special Events $568,179 $582,283 $814,213 $487,102 $814,213 $211,304 $796,072 $269,643 -2% -45% (1000) Marketing $825,622 $1,084,573 $1,219,573 $1,269,753 17% (1000) Special Events Prod. Support (1000) Tourism $58,040 $444,392 $67,067 $391,374 $67,067 $391,374 $67,083 $579,780 0% 48% (1010) Mkt'g - BCS Event $0 $0 $0 $50,000 NA (1010) Mkt'g - Fiesta Bowl Event $0 $0 $0 $345,000 NA $11,212 $0 $54,700 $0 $54,700 $500,000 $56,417 $25,000 3% NA (1870) Chocolate Affaire $0 $0 $0 $90,000 NA (1870) Enchanted Evening (1870) Glitter and Glow $0 $0 $0 $0 $0 $0 $30,000 $50,000 NA NA (1870) Glitter Spectular $0 $0 $0 $90,000 NA (1870) Glitters Light $0 $0 $0 $235,798 NA (1870) Jazz Festival (1870) Other Special Events $0 $0 $0 $0 $0 $0 $170,000 $60,000 NA NA (1160) Communications Production (1870) 4th of July (1870) Tourism - Souvenir Program $0 $0 $1,500 $51,000 (1880) 4th of July (1880) Tourism - Souvenir Program $495,675 $531 $700,000 $65,000 $0 $0 $0 $0 $2,985,934 $3,664,029 $3,259,731 $4,235,546 Total - Marketing and Comm. BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget NA -100% -100% 16% Percent Over Last Year Wages/Salaries/Benefits $1,563,004 $1,998,060 $1,996,060 $2,219,474 11% Supplies and Contracts $1,266,208 $1,525,605 $1,124,407 $1,858,933 22% Internal Premiums $93,421 $116,614 $116,614 $136,056 17% Internal Service Charges $63,301 $23,750 $22,650 $21,083 -11% $2,985,934 $3,664,029 $3,259,731 $4,235,546 16% Total - Marketing and Comm. FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Cable Communications City-Wide Special Events 6 5 7 3 7 3 7 3 0% 0% Marketing 9 12 12 12 0% Tourism 2 3 3 3.5 17% 22 25 25 25.5 2% STAFFING BY PROGRAM Total -Marketing and Comm. 194 back to TOC City of Glendale Budget Summary by Department Conv./Media/Parking FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual (1000) Convention/Media/Parking FY 05-06 Budget $0 FY 05-06 Estimate $0 $0 Total - Conv./Media/Parking BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Budget $847,474 Percent Over Last Year NA $847,474 FY 04-05 Actual FY 05-06 Budget Supplies and Contracts Internal Service Charges FY 05-06 Estimate FY 06-07 Budget $832,891 $14,583 Total - Conv./Media/Parking $847,474 195 back to TOC Percent Over Last Year Glendale Fire Station No. 157 PUBLIC SAFETY GLENDALE FIRE DEPARTMENT GLENDALE POLICE DEPARTMENT HOMELAND SECURITY Glendale Unified Command Center OPERATING BUDGET Glendale Fire Department GLENDALE FIRE DEPARTMENT Department Description: The Glendale Fire Department provides core life safety services through the following Divisions/Programs: Fire Control and Property Preservation; Basic and Advanced Life Support (Paramedics); Hazardous & Technical Incident Response Teams; 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. Interesting Fact: GFD is proud to present the New Edition of “Glendale 911,” this exclusive TV show gives a behind the scenes look into the Glendale Police and Fire Departments (See last page for other facts) Mission Statement: Fast – Caring - Innovative - Professional 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 2006 • Continued to maintain compliance with the Commission on Fire Accreditation International as an internationally accredited agency. • Public Safety Training Center: This project located at 11550 West Glendale Avenue continues to develop. Phase 1 of the 80-acre site is currently being planned, designed and constructed to keep the project on schedule to open in early 2007. FY 2005 • 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. 196 back to TOC OPERATING BUDGET Glendale Fire Department 2005-06 Goal Updates: GLENDALE FIRE DEPARTMENT 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met 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. Yes. Fire Station 159 opened in July 2005. None The process has begun for relocation of Fire Station 151. Land has been secured and funds have been identified in the CIP for design and construction in FY 2007. None GLENDALE FIRE DEPARTMENT 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met 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. Yes. Staff has received funding for one additional medic unit. This unit demonstrated some improvement in reduced response times. Delay in delivery of new unit impacted three months of response time data. 2006-07 Goals: GLENDALE FIRE DEPARTMENT 06-07 Goal #1 Related Council Goal A City with High Quality Services for Citizens Conduct annual business inspections in high-risk occupancies and every 2-4 years in moderate to low-risk occupancies. GLENDALE FIRE DEPARTMENT 06-07 Goal #2 Related Council Goal Activities Prevent and reduce the loss of life and property within our community through fair and consistent fire code management. Reduce impact of pain and suffering within our community through crisis intervention and response. A City with High Quality Services for Citizens Activities Offer Crisis Intervention to victims, family and witnesses during a traumatic event. Including, but not limited to, transportation, referrals for social services, grief support, and death notification. 197 back to TOC Desired Outcomes (Performance Measurement) All businesses in Glendale to receive inspections in applicable intervals. Desired Outcomes (Performance Measurement) 90% Excellent Rating. Staff the unit 24 hours/7 days a week, based on volunteer availability. Reduced out of service time for Fire Companies, and Police Units. OPERATING BUDGET Glendale Fire Department ALL GFD RESPONSES BY CATEGORY 38,448 RESPONSES FOR 2005 SPL OPS – Special Operations ALS – Advanced Life Support BLS – Basic Life Support ALS 19,857 52% MISC. 1,790 5% SPL OPS 978 2% BLS 10,128 26% FIRE 5,695 15% Interesting Facts: • • • The Glendale Fire Department (GFD) created new Mission Statement: Fast – Caring – Innovative - Professional In an effort to enhance communication within the Fire Department, GFD has created a Fire Intranet Home Page During the year 2005, the Glendale Fire Department responded to approximately 38,475 calls for help. This was an increase of 6,526 calls from the year 2004. Calls include emergency medical situations, car accidents, structure fires, hazardous materials incidents, technical rescues, etc. The Glendale Fire Department offers the following Top Five Safety Reminders to help keep you and your family safe: 1. Check your smoke detectors – Your battery should be checked every month and changed annually. 2. Buckle up – Make sure everyone in your car is wearing a seatbelt and that children are in a child safety seat. 3. Water safety – Always use supervision around water. 4. Be smart with hazardous materials – Utilize and store hazardous materials according to manufacture’s guidelines. 5. Home escape plan – Develop and practice a plan to escape your home in case of a fire. 198 back to TOC City of Glendale Budget Summary by Department Fire Department FUND NUMBER / BUDGET BY PROGRAM (1000) Ambulance Services (1000) Arena - Fire Event Staffing (1000) Fire - EOC (1000) Fire Administration (1000) Fire Assessment & Planning (1000) Fire Community Relations FY 04-05 Actual FY 05-06 Budget $268,322 $83,728 FY 05-06 Estimate $446,584 $303,294 $446,584 $303,294 FY 06-07 Budget Percent Over Last Year $505,014 $304,731 $88,809 $25,856 $25,856 $0 $887,674 $0 $759,661 $80,912 $712,781 $82,412 $757,643 $99,571 13% 0% -100% 0% 23% $0 $109,388 $122,888 $0 -100% $456,947 $109,604 $111,104 $292,480 167% (1000) Fire Financial Resources (1000) Fire Information/Technology $0 $0 $156,216 $62,859 $86,665 $64,359 $154,345 $0 -1% -100% (1000) Fire Life Safety Services Adm. $0 $382,029 $387,029 $231,613 -39% (1000) Fire Logistical Services Adm. (1000) Fire Marshal - Code Developmnt $0 $0 $142,183 $120,721 $144,683 $130,131 $149,762 $0 5% -100% (1000) Fire Community Services (1000) Fire Marshal's Office $775,433 $844,112 $852,312 $1,129,318 34% (1000) Fire Medical Services & Health $291,044 $1,095,239 $455,462 $404,356 -63% $0 $12,292,839 $109,290 $13,782,814 $111,290 $14,365,505 $0 $16,684,352 -100% 21% (1000) Fire Office Systems (1000) Fire Operations (1000) Fire Personnel & Safety (1000) Fire Resource Management (1000) Fire Special Operations (1000) Fire Training $0 $2,650 $4,150 $0 -100% $2,516,541 $262,466 $1,892,182 $330,380 $1,955,138 $345,280 $2,859,379 $255,328 51% -23% $206,519 $222,261 $222,261 $370,337 (1000) Logistical Services $0 $116,629 $118,629 $0 (1000) PS Training Fac - Fire (1000) Stadium - Fire Event Staffing $0 $0 $0 $0 $0 $0 $131,052 $386,770 $11,646 $121,668 $121,668 $0 $0 $0 $0 $0 $0 $0 $263,711 $258,182 (1000) Westgate-Fire Marshal's Office (1010) Fire - BCS Event (1010) Fire - Fiesta Bowl Event (1280) Stadium -Fire Marshal's Office (1720) Fire - Special Revenue Fund (1840) Grant Approp - Fire Dept (1840) Metro Med Response Sys (MMRS) (2260) Arena - Fire Marshal's Office (2530) PS Training Ops - Fire Total - Fire Department 67% -100% NA NA -100% NA NA $128,998 $173,179 $173,179 $0 $1,357,467 $1,317,339 $1,317,339 $1,838,262 40% $586,525 $188,580 $2,425,000 $135,000 $2,425,000 $135,000 $2,425,000 $0 0% -100% $7,473 $0 $0 $0 $0 $0 $0 $192,416 NA $20,411,011 $25,267,050 $25,219,999 $29,693,622 18% 199 back to TOC -100% NA City of Glendale Budget Summary by Department Fire Department BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Wages/Salaries/Benefits Supplies and Contracts $16,418,519 $2,677,538 $20,007,343 $3,605,526 $19,935,737 $3,630,081 $23,607,699 $4,328,556 18% 20% Internal Premiums $571,019 $703,159 $703,159 $771,473 10% Internal Service Charges Operating Capital $899,630 $150,386 $776,022 $175,000 $776,022 $175,000 $909,894 $76,000 17% -57% $25,267,050 $25,219,999 $29,693,622 18% FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year 0% Work Order Credits Total - Fire Department STAFFING BY PROGRAM Percent Over Last Year ($306,081) $20,411,011 FY 04-05 Authorized Ambulance Services 2 2 2 Arena - Fire Event Staffing 1 1 1 1 0% Fire Administration Fire Assessment & Planning 11 4.5 1 4.5 1 3.5 1 -22% 0% Fire Community Relations 1 1 2 100% Fire Community Services 1 1 1 0% Fire Financial Resources Fire Information/Technology 1 1 1 1 2 1 100% 0% Fire Life Safety Services Adm. 4 4 2 -50% Fire Logistical Services Adm. Fire Marshal - Code Developmnt 1 1 1 1 1 1 0% 0% 8.5 9 9 11 22% 2 2 2 2 0% 1 177 2 189 100% 7% Fire Marshal's Office Fire Medical Services & Health Fire Office Systems Fire Operations 163.5 1 177 Fire Resource Management 4 3 3 4 33% Fire Special Operations Fire Training 2 1 3 2 3 2 2 3 -33% 50% 1 0% 0% Logistical Services 1 1 Westgate-Fire Marshal's Office 2 1 1 Stadium -Fire Marshal's Office Fire - Special Revenue Fund 2 18 2 18 2 18 18 Metro Med Response Sys (MMRS) 1 237.5 237.5 251.5 PS Training Ops - Fire Total -Fire Department 2 216 200 back to TOC 6% OPERATING BUDGET 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. Interesting Fact: Communications personnel processes over 600,000 incoming telephone calls. Victim Assistance Caseworkers assisted over 25,000 victims. Mission Statement: The mission of the Glendale Police Department is to consistently deliver the highest 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 Glendale Police Department developed a call expeditor program that provides security for the main public safety building, customer service to callers and walk-in customers as well as support for main station staff members. The call expeditor program was formulated to assist patrol by reducing the number of calls sent to the field. The use of a sworn officer in the main lobby to handle calls for service reduces the number of calls that must be handled by patrol officers. Accomplishments: FY 2006 • In November 2005 the police department was awarded a Community Oriented Policing Services (COPS) grant to hire thirteen new full-time police officers. Glendale is one of only 25 agencies nationwide that was awarded COPS grant funding for this year. • In January 2006 a department Staff Study was completed. The study was intended to provide accurate and comprehensive information regarding police staffing needs. Each year this study will be updated and focus primarily on four basis principles of crime prevention, crime control, community involvement, and fair and equitable treatment internally and externally. 201 back to TOC OPERATING BUDGET Glendale Police Department FY 2005 • 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. 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. 2005-06 Goal Updates: POLICE Were Desired Outcomes Met? What DEPARTMENT were the Performance Measures? 05-06 Goal #1 Provide exceptional customer service through interactive management with both internal and external customers. Yes. • Dedicated an officer to both Joint Terrorism Task Force (JTTF) and Arizona Counter Terrorism Information Center (ACTIC). No. • Crime Analysis Unit responded to nonstandard reports with in 2 business days of receipt 93% of the time. Goal was 100%. 202 back to TOC Obstacles Encountered that Challenged or Prevented Goal from Being Met None Crime analyst assigned extra projects beyond their regular duties and had a vacancy for 10 months out of the year. OPERATING BUDGET Glendale Police Department POLICE Were Desired Outcomes Met? What DEPARTMENT were the Performance Measures? 05-06 Goal #2 Ensure physical well-being, security of personal property, and sense of safety among citizens, business, government, employees and visitors. No. Priority two and three calls had an increased response time, however, priority one calls were responded to in 5:14 minutes, down from 5:34 minutes. Obstacles Encountered that Challenged or Prevented Goal from Being Met Officer vacancies and increase in the time spent on more detailed type reports. 2006-07 Goals: POLICE DEPARTMENT 06-07 Goal #1 Related Council Goal POLICE DEPARTMENT 06-07 Goal #2 Related Council Goal Ensure the efficiency and effectiveness of all processes within the police department. Reduce crime and the fear of crime in the community. A city with high quality services for citizens One community with strong neighborhoods Activities Appropriate patrol units will respond to calls for service, make arrests and complete documentation of bookings, referrals, and reports. Activities Utilize technological advances to fight crime, such as bait vehicles and voice data communications. 203 back to TOC Desired Outcomes (Performance Measurement) Reduce response times for calls for service: • Priority 1 calls - 5:00 minutes • Priority 2 calls to 6:30 minutes • Priority 3 calls 25:00 minutes Desired Outcomes (Performance Measurement) Research, identify and acquire 2 technological advances to assist in law enforcement efforts. City of Glendale Budget Summary by Department Police Department FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget (1000) Arena - PD Event Staffing (1000) Central Patrol Bureau $160,467 $10,571,778 $852,708 $12,278,799 $374,454 $13,217,679 $854,868 $14,970,466 0% 22% (1000) Crime Investigations $5,359,136 $5,778,690 $6,143,908 $6,554,357 13% (1000) Foothills Patrol Bureau (1000) PD - Communications $8,009,325 $0 $8,808,863 $0 $9,413,663 $0 $10,010,355 $477,659 14% NA (1000) PD - Detention $0 $0 $0 $1,560,386 NA (1000) PD - Fiscal Management $0 $0 $0 $2,438,534 NA (1000) PD - Homeland Security (1000) Police Administration $0 $3,421,547 $0 $4,783,086 $0 $3,835,868 $353,344 $3,488,598 NA -27% (1000) Police Legal Services Percent Over Last Year $335,134 $321,356 $330,912 $351,399 $939,315 $7,362,724 $1,641,339 $8,114,630 $1,213,537 $8,500,256 $1,271,280 $7,201,354 (1000) PS Training Fac - Police $0 $0 $0 $131,051 NA (1000) Stadium - PD Event Staffing $0 $0 $0 $997,752 NA (1010) PD - BCS Event (1010) PD - Fiesta Bowl Event $0 $0 $0 $0 $0 $0 $409,130 $1,212,803 NA NA (1700) Patrol - Special Revenue Fund $2,850,449 $3,214,896 $3,169,666 $3,056,258 -5% (1840) Grant Approp - Police Dept (1840) LLEBG 2002 $2,251,338 $98,286 $825,000 $120,000 $825,000 $0 $1,125,000 $0 36% -100% -100% (1000) Police Personnel Management (1000) Police Support Services (1840) LLEBG 2003 9% -23% -11% $149,206 $182,253 $0 $0 (1840) Victims Rights - PD $67,125 $22,800 $22,800 $22,800 0% (1840) VOCA 2002-301 (1840) VOCA 2003-113 $0 $94,966 $67,107 $139,512 $67,107 $139,512 $0 $163,717 -100% 17% (1860) Federal RICO (1860) State RICO (2530) PS Training Ops - Police Total - Police Department $1,221 $135,000 $135,000 $135,000 0% $197,027 $0 $245,890 $0 $245,890 $0 $762,360 $157,130 210% NA $41,869,044 $47,531,929 $47,635,252 $57,705,601 21% 204 back to TOC City of Glendale Budget Summary by Department Police Department BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Wages/Salaries/Benefits Supplies and Contracts $33,968,602 $5,521,096 $39,237,220 $4,570,755 $39,433,459 $4,250,091 $46,467,815 $6,022,887 18% 32% Internal Premiums $1,719,946 $2,095,240 $2,095,240 $2,396,233 14% Internal Service Charges Operating Capital $1,320,521 $161,881 $1,292,264 $336,450 $1,604,713 $390,000 $1,692,621 $1,126,045 31% 235% $47,531,929 $47,635,252 $57,705,601 21% FY 05-06 Estimate FY 06-07 Budget Work Order Credits Total - Police Department STAFFING BY PROGRAM Arena - PD Event Staffing ($823,002) $41,869,044 FY 04-05 Authorized Percent Over Last Year ($138,251) FY 05-06 Authorized Percent Over Last Year 1 1 1 1 0% Central Patrol Bureau 157 155 155 178 15% Crime Investigations Foothills Patrol Bureau 68 109 68 110 68 110 72 114 6% 4% PD - Communications 1 PD - Detention 1 Police Administration Police Legal Services 12 3 14 3 14 3 15 3 7% 0% Police Personnel Management 15 13 13 14 8% Police Support Services Stadium - PD Event Staffing 106 106 106 105 2 -1% Patrol - Special Revenue Fund 33 33 33 33 0% VOCA 2002-301 2 1 1 VOCA 2003-113 State RICO 1 0.5 2 0.5 2 0.5 2 0.5 0% 0% 507.5 506.5 506.5 543.5 PS Training Ops - Police Total -Police Department 2 205 back to TOC 7% OPERATING BUDGET Homeland Security HOMELAND SECURITY Department Description: The Department of Homeland Security coordinates all city departments to effectively prepare for disasters and emergencies. Essential functions include: emergency management, emergency preparedness, homeland security, civil defense, enhancement of the city, state, and federal emergency management partnerships, integration of effective communication during emergency situations and management of the emergency operations support complex. The strategy for the Department of Homeland Security includes five key areas: Area 1: Intelligence, Alert and Warning Area 2: Domestic Counter-Terrorism Area 3: Protecting Critical Infrastructure and Key Assets Area 4: Defending Against Catastrophic Threats Area 5: Emergency Management/Preparedness, Prevention, Response and Recovery Interesting Fact: Typically, the heaviest rain falls during the summer thunderstorm season, or Monsoon, in our state. The rain can accumulate very quickly, resulting in flooded streets or washes, and can even cause deaths via flash flooding. In Phoenix, the greatest rainfall in a 24-hour period was 6.5 inches in 1911. (See last page for more facts) Mission Statement: The Department of Homeland Security coordinates 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 serves as the primary contact during emergency or homeland security related situations and works closely with all city departments to ensure the city maintains an effective emergency management program. Business Practice/Service Delivery Improvement: Over the past year, the newly formed Department of Homeland Security has grown into its role as the emergency management coordination element for the city. As the department continues to build its plans, policies, and procedures in accordance with the National Incident Management System (NIMS), the effectiveness of our overall preparedness strategy is taking shape. The new Glendale Emergency Operations Center will support the departmental strategy and dramatically improve the coordination of disaster preparedness, homeland security and emergency management. 206 back to TOC OPERATING BUDGET Homeland Security Accomplishments: FY 2006 • Led the completion of the National Incident Management System (NIMS) Compliance Assessment for the City. • Coordinated the training of over 800 employees in the new NIMS awareness training course. 2005-06 Goal Updates: HOMELAND SECURITY 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? 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. Yes, the NIMS compliant emergency operations plan is in final draft, and will be presented to council for approval on or around June 2006. HOMELAND SECURITY 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Lead, manage and coordinate the local and regional response to acts of terrorism, natural disasters and other emergencies Yes, the Homeland Security Department has produced the following draft plans and procedures that are currently being reviewed: 1) Emergency Operations Plan 2) Exercise Evaluation Guide 3) Threat Advisory System Guide Obstacles Encountered that Challenged or Prevented Goal from Being Met None The performance measure for this objective was the NIMS compliance requirement for emergency operations plans as well as the emergency management accreditation standard for emergency planning. These plans & procedures are part of a comprehensive emergency management program focused on preparation, mitigation, response and recovery from acts of terrorism, natural disasters and other emergencies. 207 back to TOC Obstacles Encountered that Challenged or Prevented Goal from Being Met Limited department staff created challenges to the coordination of plans across city departments and agencies. OPERATING BUDGET Homeland Security 2006-07 Goals: HOMELAND SECURITY 06-07 Goal #1 Develop a fully functional City of Glendale Emergency Operations Center (COG EOC). Related Council Goal High Quality Services for Citizens Activities • • • HOMELAND SECURITY 06-07 Goal #2 Implement the City of Glendale Emergency Operations Plan Related Council Goal High Quality Services for Citizens Desired Outcomes (Performance Measurement) Field appropriate equipment to communicate, resource, and coordinate emergencies and disasters. Develop EOC Standard Operating Procedures. Implement EOC training program. Activities Develop a city training and exercise program based on the Universal Task List and Target Capabilities outlined in Homeland Security Presidential Directive 8, and in support of the State Exercise Program. City employees identified to work in the COG EOC have completed training and are familiar with their roles and responsibilities. Desired Outcomes (Performance Measurement) Accomplish 75% of the critical tasks identified in the Target Capabilities List during identified exercises. Interesting Facts: Most of the severe weather seen in the Glendale area is caused by microbursts. A "microburst" is a small area of rapidly descending air beneath a thunderstorm. When the descending air hits the ground, it quickly spreads out in all directions, causing very strong, straight-line winds. These winds are commonly as strong as 40-60 mph but can exceed 100 mph at times. Microbursts occur over a rather small space-scale; typically the area affected is less than 2.5 miles in diameter. Area temperature extremes range from 122° F set in June 1990 to 16° F set in January 1913. 208 back to TOC City of Glendale Budget Summary by Department Homeland Security FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual (1000) Emergency Operations Ctr (EOC) (1000) Homeland Security Admin. FY 05-06 Budget $0 $0 FY 05-06 Estimate $0 $0 Total - Homeland Security BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 06-07 Budget $0 $190,838 $1,044,492 $101,663 $190,838 $1,146,155 FY 05-06 Estimate FY 06-07 Budget Wages/Salaries/Benefits $96,838 $584,166 Supplies and Contracts $92,300 $414,288 $1,300 $400 $3,801 $1,200 $190,838 $1,146,155 Internal Premiums Internal Service Charges Operating Capital NA NA Percent Over Last Year $142,700 Total - Homeland Security STAFFING BY PROGRAM Percent Over Last Year FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Emergency Operations Ctr (EOC) 6 Homeland Security Admin. 1 Total -Homeland Security 7 209 back to TOC Percent Over Last Year Wastewater Collection Truck PUBLIC WORKS PUBLIC WORKS ADMINISTRATION ENVIORNOMENTAL RESOURCES FIELD OPERATIONS UTILITIES West Bay of the Field Operations Complex City of Glendale Budget Summary by Department Public Works Admin. FUND NUMBER / BUDGET BY PROGRAM (1000) Public Works Administration Total - Public Works Admin. BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 04-05 Actual FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $173,583 $191,536 $191,536 $200,846 5% $173,583 $191,536 $191,536 $200,846 5% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $164,241 $6,976 $179,938 $8,742 $179,938 $8,742 $189,725 $8,728 $1,406 $1,673 $1,673 $1,225 -27% $960 $1,183 $1,183 $1,168 -1% $173,583 $191,536 $191,536 $200,846 5% Internal Premiums Internal Service Charges Total - Public Works Admin. FY 05-06 Budget 5% 0% STAFFING BY PROGRAM FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Public Works Administration 1 1 1 1 0% 1 1 1 1 0% Total -Public Works Admin. 210 back to TOC Percent Over Last Year OPERATING BUDGET 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/compliance. 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 Conservation Office and Water Quality Laboratory. Interesting Fact: Water resource professionals measure water supply and demand in acre-feet. An acrefoot represents a foot of water covering land an acre in size. An acre-foot is 325,851 gallons. (See last page for more facts) Mission Statement: The Department’s overall mission is to ensure that the city has sufficient water resources for sustainable development and is a leader in environmental stewardship. The Environmental Division’s mission is to establish and implement an environmental management system that assists the city to operate in an environmentally responsible manner. The Water Conservation Office’s mission is to establish and maintain a comprehensive water conservation program that promotes the wise and efficient water use by providing the information and inspiration needed to conserve water. 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. Business Practice/Service Delivery Improvement: It is good business practice to establish and utilize a set of management practices to help achieve organizational goals. In FY 2006, the Department started work on improving and further developing an environmental management system. The first phase of work included a thirdparty review and gap analysis of the Department’s existing environmental management system to identify strengths and opportunities for improvement. An environmental management system is used to effectively and efficiently manage and measure the city’s environmental performance, including meeting or exceeding compliance requirements, improving environmental awareness and employee involvement, and implementing sound environmental practices throughout the organization. 211 back to TOC OPERATING BUDGET Environmental Resources Accomplishments: FY 2006 • The Water Quality Laboratory analyzed (tested) over 21,000 water and wastewater samples without any significant laboratory errors or omissions. • The Environmental Division worked with the City Attorney’s Office and regional partners to successfully negotiate the Arizona Water Settlements Act, which was approved by the Mayor and Council. The Arizona Water Settlements Act was the single largest water settlement legislation in our nation’s history. FY 2005 • 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. • 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. 2005-06 Goal Updates: ENVIRONMENTAL RESOURCES 05-06 Goal #1 To create an organizational culture that strives for highlevel and continual improvement in environmental stewardship and performance. Were Desired Outcomes Met? What were the Performance Measures? Yes. Completed Phase 1 of improving the Department’s existing Environmental Management System. Phase 1 was a third party review and Gap Analysis to identify strengths and opportunities for improvement. Obstacles Encountered that Challenged or Prevented Goal from Being Met ENVIRONMENTAL RESOURCES 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met To provide a comprehensive water conservation program that prepares our city to meet current and future challenges. Yes. The Water Conservation Office redesigned its water conservation program. The number of low water use landscape rebates awarded to homeowners doubled to 150. Requests for water conservation information and assistance tripled over the previous year. Regionally, the city partnered with a number of organizations to promote the wise use of water. 212 back to TOC The Department had to fill a vacant position in the Environmental Division in order to have the needed resources to complete the Phase 1 Gap Analysis and program assessment. The increased activity continued to stretch staff’s ability to respond timely and effectively. The Water Conservation Office utilized volunteers and part-time contract employees to keep service levels at a high-level. OPERATING BUDGET Environmental Resources 2006-07 Goals: ENVIRONMENTAL RESOURCES 06-07 Goal #1 Related Council Goal Activities A City with High Quality Services to Citizens Implement Phase 2 of improving the Department’s existing Environmental Management System. Phase 2 includes implementing recommendations of the Gap Analysis and to establish an environmental auditing program for city facilities. Implementation of high priority recommendations identified in the Environmental Management System Gap Analysis, to develop an environmental auditing program, and to audit at least two city facilities. ENVIRONMENTAL RESOURCES 06-07 Goal #2 Related Council Goal Activities Desired Outcomes (Performance Measurement) To create an organizational culture that strives for highlevel and continual improvement in environmental stewardship and performance. To ensure that the city has sustainable water resources to meet current and future water demand. A City with High Quality Services to Citizens Desired Outcomes (Performance Measurement) Work with Arizona stakeholders to ensure that shortage sharing agreements for Colorado River protects the Arizona’s Colorado River rights. U.S. Secretary of the Interior adopts Arizona’s recommendations for shortage sharing of Colorado River water supplies. Work with the Arizona Municipal Water Users Association to adopt policy positions on key water issues. The Arizona Municipal Water Users Association adopts policy positions that are consistent with the City’s. Monitor and make necessary adjustments to the City’s Assured Water Supply Designation. Maintain Assured Water Supply Designation. Accept the 3,053 acre-feet Central Arizona Project reallocation when it becomes available for the city to acquire. Receipt and payment of the reallocation water. Monitor and assess the Arizona Drought situation and reissue the City’s Drought Management Plan, if deemed appropriate. Curb water demand, if drought declaration is made. Acquire grandfathered irrigation rights through extinguishment. Extinguish at least 2,000 acre-feet. 213 back to TOC OPERATING BUDGET Environmental Resources Water Quality Laboratory: Samples Tested/Analyzed # of Samples 25,000 22,020 21,120 21,062 20,000 15,000 10,000 5,000 0 2003 2004 2005 Calendar Year More Interesting Facts: In 2005, 93 homeowners installed 8.5 acres of low-water use landscaping with the assistance from the city’s landscape rebate program resulting in an estimated water savings of over 7.67 acre-feet (2.5 million gallons) a year. Under the state’s assured water supply requirements, the City is required to have a 100-year water supply. This water resources requirement is one of the most stringent in the nation. 214 back to TOC City of Glendale Budget Summary by Department Env. Resources FUND NUMBER / BUDGET BY PROGRAM (1000) HazMat Incidence Response (1840) Brownfields Assessment Grant (2360) Environmental Resources (2360) Water Quality (2400) Water Conservation Total - Env. Resources BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 04-05 Actual FY 05-06 Budget $23,387 $2,705 $44,477 $0 FY 05-06 Estimate $37,000 $32,298 FY 06-07 Budget Percent Over Last Year $44,477 $167,702 0% NA $376,632 $415,481 $412,551 $435,440 5% $1,042,458 $153,732 $1,242,307 $312,728 $1,242,307 $312,728 $1,309,135 $316,422 5% 1% $1,598,914 $2,014,993 $2,036,884 $2,273,176 13% FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $1,004,101 $1,269,148 $1,269,148 $1,362,722 7% $519,521 $719,834 $736,995 $879,010 22% Internal Premiums $32,239 $12,322 $12,322 $11,597 -6% Internal Service Charges Operating Capital $13,567 $29,486 $13,689 $18,419 $19,847 45% $1,598,914 $2,014,993 $2,036,884 $2,273,176 13% Supplies and Contracts Total - Env. Resources STAFFING BY PROGRAM FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Environmental Resources 4 4 4 4 0% Water Quality 11 11 11 11 0% Water Conservation 1 2 2 2 0% 16 17 17 17 0% Total -Env. Resources 215 back to TOC OPERATING BUDGET Field Operations FIELD OPERATIONS Department Description: The Field Operations Department consists of six primary Trivia Question: operating divisions and several “sub-divisions” that have key operational functions within the primary divisions. The Did you know that the Equipment Management Division has four sub-divisions average garbage truck consisting of fleet maintenance and repairs, fuel services, parts makes about 1,000 acquisitions, and vehicle replacement. The Streets division residential stops a day, and consists of street maintenance and repairs, street cleaning and the average recycle truck right-of-way-maintenance. Sanitation Collection has five service makes about 1,600 functions consisting of commercial roll-off and frontload residential stops a day? services, residential curbside and recycling services, and Why do you think the monthly residential loose trash services. The department also recycle truck makes more has Sanitation Disposal services consisting of a city owned and stops than the garbage operated landfill operation, a materials recovery facility, and gas truck? management systems. The department’s Facilities Management (See last page for answer) Division consists of citywide facility maintenance and repairs, custodial services and graffiti removal. The department also has an Administrative division that supports all the billing and customer service calls associated with the departmental service functions, and oversees the administrative support functions for the city’s memorial cemetery. Mission Statement: The Field Operations Department mission focuses on providing services in support of the City Council’s 2006-2007 Strategic Goals and Key Objectives of providing high quality services for citizens. The department accomplishes its mission by incorporating the City Manager’s strategic priorities of coordinating exceptional service delivery through an integrated approach, maintaining and building quality infrastructure throughout the city, and striving to enhance the quality of life for Glendale residents. Business Practice/Service Delivery Improvement: The department’s Equipment Management division strives to comply with the industry’s ten best practices for fleet maintenance operations. To this end, the division has improved on preventative maintenance compliance of 84% and will complete 30,020 repairs or services for a fleet of 1,300 vehicles that operates in excess of 7.8 million miles annually. This compliance improvement is a 12% increase over last fiscal year, and includes an increase of approximately 2,500 labor hours due to the increased number of repairs or services completed. In September 2005, Graffiti Removal program increased its staffing levels from a two-person operation to a three-person operation. The additional staff resource will assist in removing approximately 4,500 additional acts of graffiti throughout the city annually. 216 back to TOC OPERATING BUDGET Field Operations The cemetery staff has arranged for making electronic copies of historic cemetery lot information, as well as duplicating this information on acid free and tear proof paper for improved records management. In addition, the city Clerk’s office is transferring other cemetery records to a microfilm media for storage. These steps will help ensure the quality and accessibility of important community records for future generations. In an effort to reduce curbside recycling contamination, the Sanitation division engaged its external customers through a newly designed magazine called Clean and Green, which provided educational information regarding the curbside recycling program. The department’s commercial sanitation division has also increased its communication efforts with the city’s commercial customers by providing a newly designed informative marketing packet detailing all the services available. The Sanitation division completely revamped its Household Hazardous Waste Day program from one large event conducted on city property, to having a company who specializes in hazardous materials go to residents’ homes on an appointment basis and pick up the materials from them directly. This business practice change allowed the city to service over 700 residents during a three-week period, for the same cost that the division typically used to service 500 residents on a single day. Accomplishments: FY 2006 • The Facilities Management Graffiti Busters division responds to citizen calls for service within 24 hours of receiving the call and in most cases, removes the graffiti within 48 hours. During the calendar year 2005, (January 1, 2005 to December 31, 2005), the Graffiti Busters program removed 14,540 acts of graffiti throughout the city. This is a 65% increase from the 2004 calendar year, which removed 9,447 acts of graffiti citywide. • In September 2005, the department launched a twelve month, in-house, leadership development program for supervisory staff within the department. Field Operations Superintendents, Supervisors and Crew Leaders are required to attend the leadership development program, which offers one-course option per month. The purpose of this program is to provide staff the continuing opportunities to develop personally and professionally, so that they can perform well in their current jobs, and prepare themselves for possible promotion. Courses include: Hiring and Interviewing, Disciplinary Procedures, Counseling and Performance Evaluations, Customer Service, Active Listening, Press Relations/Crisis Media Management, Budgeting, Procurement Policies and Procedures, Conflicts of Interest and Ethics, Accident Prevention, Safety Training and Accident Investigation and Workers Compensation. The program ends with an employee graduation gathering. FY 2005 • The department’s Sanitation division provided monthly loose trash collection services to ensure cleaner streets and alleys, and minimize illegal dumping. The Sanitation division 217 back to TOC OPERATING BUDGET Field Operations • 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 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. 2005-06 Goal Updates: FIELD OPERATIONS 05-06 Goal #1 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Preserve the physical integrity of city street assets, through effective preventative maintenance and timely repairs. Yes, the Streets division met its goal by completing the seal coating of 64 miles of city streets. The performance measurement was to fog and slurry seal 60-70 miles of the city street network. The division faced obstacles, such as equipment breakdowns and escalating costs of materials needed for both the fog and slurry sealing (oil and sand). FIELD OPERATIONS 05-06 Goal #2 Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Provide efficient and effective preventative maintenance to all city vehicles and equipment. Yes, the Equipment Management division increased the preventative maintenance compliance rate to 84% during the year. The division exceeded their goal of 70% of the vehicles and equipment preventative maintenance services to be completed within 30 days of the scheduled service date. Obstacles in achieving preventative maintenance compliance are effective and timely communication and response between divisional maintenance requests and internal customers. 2006-07 Goals: FIELD OPERATIONS 06-07 Goal #1 Provide quality sanitation inspection services for citizens. Related Council Goal A city with high quality services for citizens Activities Conduct daily residential sanitation inspection services for curbside refuse, recycling, and loose trash. 218 back to TOC Desired Outcomes (Performance Measurement) Conduct a minimum of 50,000 residential sanitation inspections annually: 2,500 refuse, 2,500 loose trash, and 45,000 recycling inspections. OPERATING BUDGET Field Operations FIELD OPERATIONS 06-07 Goal #2 Provide efficient and effective preventative maintenance to all city vehicles and equipment. Related Council Goal A city with high quality services for citizens Activities Desired Outcomes (Performance Measurement) Complete 85% of periodic Provide scheduled preventative maintenance maintenance services within 30 days of the scheduled due date. services to all city vehicles and equipment to ensure maximum life cycle potential and minimize equipment failures. Trivia Question Answer: Recycling trucks typically make more stops than a garbage truck because there is typically less material in each recycle container in comparison to the garbage container, which in turn does not fill up the truck storage area so quickly. The recyclable material also compacts much easier than garbage, leaving more room in the truck allowing for more residential stops each day. 219 back to TOC City of Glendale Budget Summary by Department Field Operations FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) Cemetery (1000) Custodial Services $212,449 $1,325,948 $230,292 $1,399,754 $230,292 $1,359,754 $237,923 $1,388,818 3% -1% (1000) Facilities Management $4,186,616 $4,253,291 $4,270,616 $4,457,955 5% (1000) Field Operations Admin. (1000) Graffiti Removal $1,056,042 $142,707 $1,095,754 $229,778 $985,598 $229,778 $1,077,768 $226,800 -2% -1% (1000) Manistee Ranch Maintenance $7,259 $12,114 $12,114 $12,117 0% (1010) Right-of-Way - Mega Events $0 $0 $0 $1,241,450 NA (1040) Equipment Management (1040) Fuel Services $3,372,290 $2,071,819 $3,330,059 $2,574,179 $3,330,059 $2,574,179 $3,911,558 $3,260,875 17% 27% (1040) Parts Store Operations $1,330,768 $1,264,417 $1,264,417 $1,597,007 26% (1120) Equipment Replacement (1280) Stadium-Facilities Management $2,492,702 $0 $2,439,433 $0 $2,295,433 $0 $3,173,741 $126,731 30% NA 0% (1340) Arena - ROW Maintenance $0 $62,500 $62,500 $62,500 (1340) Right-of-Way Maintenance $1,892,278 $2,308,576 $2,308,576 $2,492,867 8% (1340) Street Cleaning (1340) Street Maintenance $540,038 $4,452,806 $584,691 $6,069,420 $584,691 $6,219,420 $655,438 $6,942,675 12% 14% (2440) Gas Management System $34,638 $84,000 $84,000 $84,000 0% (2440) Landfill (2440) MRF Operations $3,006,525 $8,444,449 $2,987,162 $2,008,618 $2,967,434 $2,008,618 $3,098,530 $2,444,326 4% 22% (2440) Recycling $1,110,785 $1,147,233 $1,147,233 $829,988 -28% $728,240 $871,374 $891,102 $902,505 4% (2480) Curb Service (2480) Residential-Loose Trash Collec $6,888,779 $1,716,182 $6,602,719 $1,819,901 $6,602,719 $1,952,861 $7,418,328 $2,129,649 12% 17% (2480) Sanitation Frontload $3,349,272 $3,428,015 $3,411,015 $3,505,890 2% $742,263 $981,078 $998,078 $1,063,585 8% $49,104,855 $45,784,358 $45,790,487 $52,343,024 14% (2440) Solid Waste Admin (2480) Sanitation Roll-off Total - Field Operations 220 back to TOC City of Glendale Budget Summary by Department Field Operations BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Wages/Salaries/Benefits Supplies and Contracts $13,841,848 $21,315,515 $15,828,702 $14,348,915 $15,696,212 $14,390,166 $16,758,859 $17,382,709 6% 21% $908,991 $1,010,170 $1,010,170 $1,200,803 19% $9,402,953 $3,640,675 $9,859,220 $4,737,351 $9,953,561 $4,740,378 $10,840,994 $6,159,659 10% 30% $45,784,358 $45,790,487 $52,343,024 14% FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Internal Premiums Internal Service Charges Operating Capital Work Order Credits Total - Field Operations STAFFING BY PROGRAM Percent Over Last Year ($5,127) $49,104,855 FY 04-05 Authorized FY 05-06 Authorized Cemetery 2 2 2 2 0% Custodial Services 20 20 20 20 0% Facilities Management Field Operations Admin. 21 10 21 10 21 10 21 8 0% -20% Graffiti Removal 2 3 3 3 0% Equipment Management 42 38 38 41 8% 17 1 17 1 17 1 17 0% 0% Parts Store Operations Right-of-Way Maintenance Street Cleaning 5 5 5 5 0% Street Maintenance Landfill 40 15 40 16 40 16 40 18 0% 13% MRF Operations 11 11 11 11 0% Recycling 5 5 5 6 20% Solid Waste Admin Curb Service 7 37 7 38 7 38 7 40 0% 5% Residential-Loose Trash Collec 14 14 14 14 0% Sanitation Frontload Sanitation Roll-off 14 3 14 3 14 3 13 3 -7% 0% 265 265 265 270 2% Total -Field Operations 221 back to TOC OPERATING BUDGET Utilities UTILITIES Department Description: The Utilities Department operates as an enterprise fund and is responsible for treating and distributing potable water that meets all federal and state drinking water standards; collects and treats the city’s wastewater in compliance with all regulatory requirements; implements odor and roach infestation control measures; and reads all water meters on a monthly basis. 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. Interesting Facts: The Utilities Department treats and delivers 17.8 billion gallons of water per year. Utilities Customer Service Representatives read approximately 60,000 meters per month. Business Practice/Service Delivery Improvement: Construction began on the Oasis Water Treatment Plant - a new surface water treatment plant with an initial capacity of 10 million gallons per day (mgd) and a planned future total capacity of 20 mgd. This water treatment plant will provide additional treatment capacity to meet the city’s growing potable water demands, improve operational flexibility and improve the city’s water quality. Future expansion of this site includes the addition of a 10 mgd groundwater treatment plant and eventual expansion of the surface water treatment plant to 20 mgd. Accomplishments: FY 2006 • Completed the QualServe Peer Review Process, a program managed by the American Water Works Association, in conjunction with the Water Environment Federation, to assist utility managers with assessing the current business practices at their utility department. The peer review team evaluated the twenty-six business process categories and presented their report that identified a number of strengths and opportunities for improvement. In response to the report, the Utilities Department completed an internal report that addressed each of the identified opportunities for improvement and an action plan to implement the recommendations of the QualServe Peer Review Process. • Completed process improvements and enhancements at the Pyramid Peak Water Treatment Plant. These included increased production capacity from 39 million gallons per day (mgd) to 48 mgd and a 10 mgd reservoir. These improvements enhanced production and operational flexibility to ensure the delivery of safe drinking water of the highest quality that meet all federal, state and local regulatory requirements. 222 back to TOC OPERATING BUDGET Utilities FY 2005 • Completed Supervisory Control and Data Acquisition (SCADA) upgrades at all facilities. Water and Wastewater Treatment. Plants are now operating with the most up-todate 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. 2005-06 Goal Updates: UTILITIES 05-06 Goal #1 Continue to operate the Utilities Department in an efficient and effective manner to ensure the highest quality of service to our community. UTILITIES 05-06 Goal #2 To provide safe and reliable water to the city’s service area. Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Were Desired Outcomes Met? What were the Performance Measures? Obstacles Encountered that Challenged or Prevented Goal from Being Met Yes. The Department maintained its high quality of water and sewer services, meeting all regulatory standards and within the allocated budget. Safe and reliable water was provided to all city customers during FY 2006. This was measured by not receiving any citations for regulatory violations and by immediately addressing any and all customer complaints. 223 back to TOC The inflationary trend in the electricity, chemicals and other line supplies provided challenges but did not prevent the goal from being met in FY 2006. None OPERATING BUDGET Utilities 2006-07 Goals: UTILITIES 06-07 Goal #1 Related Council Goal Activities Desired Outcomes (Performance Measurement) Reassess the Utilities infrastructure needs in conjunction with the financial resources to ensure fiscal stability of the utilities operation. A city with high quality services for citizens Complete a review and evaluation of the utility needs assessment with estimated costs, and update the rates model and Development Impact Fee (DIF) model with the projected revenue flow. Financial stability of the utilities operation. UTILITIES 06-07 Goal #2 Related Council Goal Activities Desired Outcomes (Performance Measurement) Implementation of the Interactive Voice Recognition/Interactive Web Recognition (IVR/IWR) System Complete the implementation process for the interface with the consultant and the city. A city with high quality services for citizens When implemented, this new process will allow Glendale customers the ability to review their utility bill and make payments by telephone and on line. W A T E R P R O D U C T IO N C A P A C IT Y W he n is A d ditional P rod uctio n C apacity N eeded? D em a nd vs. P rod uction C ap a city (in m illio n g a llo ns p e r d ay ) Short T erm 200 4 - 2013 12 0 11 0 Pr o duc tio n C a pa city 7 6 5 10 0 4 3 90 80 Long Term 2014 - 20 2 5 2 1 Pr oje cted M ax D ay D em a n d 70 60 T REE AT E NT X PPANS IO E NSC TS TR AM TM E NET R OJ 50 40 30 20 10 20 0 5 (1 (1)) 2 0 06 e eT e mm p opra ryryC aCpaapa c ity 2 000044 to to 220 0 8: : Utiliz U tiliz Te o ra c ity (2 (2)) 2 e 44WT 2 00006: 8 : Zo Z onne WP T P (O as is W a te r C am p us ) (3 (3)) 2 n en 4e) 4 ) 2 00018: 0 : GGWT W TPP# 1# 1(Zo (Zo (4 (4)) 2 n en 2e) 2 ) 2 00113: 5 : GGWT W TPP# 2# 2(Zo (Zo (5 (5)) 2 n se is4 W WT P rE C x pam a nps u iosnW T P E x p 2 00116: 8 : Zo Oa a te (6 (6)) 2 n en 4e) 4 ) 2 00220: 1 : GGWT W TPP# 3# 3(Zo (Zo (7 (7)) 2 a nn ss ioionn 2 00225: 5 : CChhoolla lla WT W TPPEEx xp pa 20 1 0 20 1 5 224 back to TOC 20 2 0 20 2 5 City of Glendale Budget Summary by Department Utilities FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1840) Grant Approp - Utilities Dept (2340) Water Security Planning $0 $0 $910,000 $90,000 $877,705 $0 $0 $0 (2360) Arrowhead Reclamation Plant -100% -100% $1,594,600 $1,900,521 $1,729,538 $2,139,239 13% (2360) Information Management (2360) Lazy J Trailer Park $572,248 $0 $994,489 $0 $994,489 $56,900 $1,070,642 $0 8% NA (2360) Public Service Representatives $252,849 $233,344 $234,844 $291,518 25% $24,439 $110,406 $110,406 $318,367 188% (2360) Utilities Administration (2360) West Area Plant $5,074,231 $2,141,120 $6,221,228 $2,648,708 $6,240,628 $2,577,983 $6,459,484 $2,971,170 4% 12% (2400) Central System Control $1,165,378 $1,415,043 $1,415,043 $1,411,873 0% (2400) Central System Maintenance (2400) Cholla Treatment Plant $382,645 $1,572,843 $419,772 $2,525,681 $419,772 $2,163,281 $409,831 $3,298,070 -2% 31% (2400) Customer Service - Field $932,880 $985,746 $985,746 $1,286,590 31% (2400) Irrigation $186,020 $177,343 $177,343 $170,283 -4% $233,365 $1,154,109 $457,027 $1,203,075 $303,114 $1,203,075 $332,802 $1,264,641 -27% 5% (2360) System Security (2400) Major Maintenance (2400) Meter Maintenance (2400) Oasis Water Campus $0 $0 $134,813 $670,010 NA (2400) Pyramid Peak Plant (2400) Raw Water Usage $1,284,355 $2,750,140 $1,544,427 $3,164,182 $1,544,427 $3,164,182 $1,624,677 $3,482,182 5% 10% (2400) Water Distribution $2,936,046 $2,727,767 $2,727,767 $3,483,640 28% $398,588 $451,731 $451,012 $548,598 21% $2,596,687 $1,725,447 $3,500,000 $3,142,636 $3,499,873 $3,142,636 $4,000,000 $2,900,026 14% -8% $26,977,990 $34,823,126 $34,154,577 $38,133,643 10% (2420) Pretreatment Program (2420) SROG (91st Av) Plant (2420) Wastewater Collection Total - Utilities 225 back to TOC City of Glendale Budget Summary by Department Utilities BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Wages/Salaries/Benefits Supplies and Contracts $8,675,223 $12,676,488 $10,009,640 $18,096,746 $9,904,288 $17,436,804 $11,511,298 $19,578,276 15% 8% Internal Premiums Internal Service Charges Operating Capital Total - Utilities Percent Over Last Year $838,327 $1,039,353 $1,039,353 $1,017,857 -2% $4,461,516 $326,436 $5,052,187 $625,200 $5,117,318 $656,814 $5,480,692 $545,520 8% -13% $26,977,990 $34,823,126 $34,154,577 $38,133,643 10% STAFFING BY PROGRAM FY 04-05 Authorized FY 05-06 Authorized FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year Arrowhead Reclamation Plant Information Management 7 5 8 5 8 5 12 6 50% 20% Public Service Representatives 3 3 3 4 33% System Security Utilities Administration 1 7 1 8 1 8 2 11 100% 38% West Area Plant 14 13 13 14 8% Central System Control 10 10 10 9 -10% Central System Maintenance Cholla Treatment Plant 5 7 5 7 5 7 5 9 0% 29% Customer Service - Field 15 15 15 15 0% Irrigation Major Maintenance 1 1 1 3 1 3 1 1 0% -67% Meter Maintenance 10 10 10 11 10% Oasis Water Campus 2 Pyramid Peak Plant Water Distribution 9 27 9 27 9 27 10 30 11% 11% 20% Pretreatment Program 5 5 5 6 Wastewater Collection 13 16 16 17 6% 140 146 146 165 13% Total -Utilities 226 back to TOC Manistee Ranch OTHER GRANTS NON-DEPARTMENTAL Historical Park Area of Sahuaro Ranch Park City of Glendale Budget Summary by Department Grants FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual (1840) Domestic Violence Grant (1840) Miscellaneous Grants Total - Grants BUDGET BY CATEGORIES OF EXPENDITURES Total - Grants STAFFING BY PROGRAM FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $0 $606,578 $0 $350,000 $182,734 $167,266 $202,890 $350,000 NA 0% $606,578 $350,000 $350,000 $552,890 58% FY 04-05 Actual Wages/Salaries/Benefits Supplies and Contracts FY 05-06 Budget FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year $150,000 $144,334 $259,133 $606,578 $200,000 $205,666 $293,757 47% $606,578 $350,000 $350,000 $552,890 58% FY 04-05 Authorized FY 05-06 Authorized Domestic Violence Grant FY 05-06 Estimate FY 06-07 Budget 1 Total -Grants 1 227 back to TOC 73% Percent Over Last Year City of Glendale Budget Summary by Department Non-Departmental FUND NUMBER / BUDGET BY PROGRAM FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget Percent Over Last Year (1000) Fund 01 Non-Dept (1000) Outside Agencies $772,157 $227,000 $1,584,030 $0 $2,308,362 $0 $1,603,774 $0 (2360) Fund 50 Non-Dept $253,203 $500,000 $500,000 $0 -100% (2440) Fund 55 Non-Dept (2480) Fund 57 Non-Dept $0 $0 $250,000 $363,838 $250,000 $0 $0 $0 -100% -100% $1,252,360 $2,697,868 $3,058,362 $1,603,774 -41% Total - Non-Departmental BUDGET BY CATEGORIES OF EXPENDITURES FY 04-05 Actual FY 05-06 Budget FY 05-06 Estimate FY 06-07 Budget 1% NA Percent Over Last Year Wages/Salaries/Benefits $245,952 $288,142 $288,142 $350,360 22% Supplies and Contracts $998,881 $1,492,138 $2,216,470 $810,606 -46% -33% Internal Premiums $7,527 Internal Service Charges Total - Non-Departmental $1,252,360 $7,993 $7,993 $5,316 $909,595 $545,757 $437,492 -52% $2,697,868 $3,058,362 $1,603,774 -41% 228 back to TOC CAPITAL IMPROVEMENT BUDGET 10 YEAR PLAN The stadium’s roof has two large retractable panels that can be opened to expose the entire playing field while providing maximum shading for fans. The roof can be closed allowing the stadium to be air conditioned during the hotter months or opened to take advantage of the Valley’s world-famous climate in cooler months. 2007-2016 CAPITAL IMPROVEMENT PLAN CIP Table of Contents CIP TABLE OF CONTENTS Page Table of Contents 229 Introduction 231 Financing the Capital Improvement Plan 236 Impact of the CIP on the Operating Budget 254 Development Impact Fees 256 Construction Fund Schedule 259 Summary by Type of Project 262 Summary of All Capital Projects by Fund 264 Fund Summaries Water & Sewer 50/2360 – Water & Sewer 83/2400 – Water 84/2420 – Sewer 265 266 270 282 Transportation & Streets 33/2210 – Transportation 24/1650 – Transportation Grants 94/1600 – DIF – Roadway Imp 31/1980 – Streets Construction 61/2000 – HURF 12/1340 – Streets 68/2220 – Transit 289 290 309 312 315 319 323 325 Open Space/Trails 35/2140 – Open Space/Trails 86/1520 – DIF – Citywide Open Space 327 328 332 Parks & Recreation 36/2060 – Parks 80/1460 – DIF – Citywide Parks 81/1480 – DIF – Citywide Rec Fac’s 87/1540 – DIF – Park Dev Zone 1 88/1560 – DIF – Park Dev Zone 2 93/1580 – DIF – Park Dev Zone 3 334 335 348 350 352 354 356 229 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN CIP Table of Contents Page Library 64/2160 – Library Bonds 29/1380 – DIF – Library Buildings 44/1400 – DIF – Library Books 85/1500 – DIF – Libraries 358 359 361 363 365 Public Safety 60/2040 – Public Safety 74/1440 – DIF-Police Facilities 53/1420 – DIF-Fire Protect Fac 367 368 377 379 Government Facility / General Government 30/2080 – Government Facility 97/1620 – DIF – General Government 381/384 383 385 Sanitation / Landfill 57/2480 – Sanitation 55/2440 – Landfill 387/391 388 392 Airport / Other Grants 34/2120 – Airport Capital 47/1840 – Other Grants 398/402 399 403 Cultural Facility 28/2130 – Cultural Facility 406 407 Economic Development 32/2100 – Economic Development 95/1270 – G.F. Revenue Obligations 409 410 412 Flood Control 65/2180 – Flood Control 415 416 Other Capital Projects 01/1000 – General Fund 06/1740 – Civic Center 70/1220 – Arts Commission 19/1080 – Housing 421 422 434 436 438 440 Capital Appropriation by Fund All funds have an "old" and "new" fund number. The "new" 4-digit fund number field is listed next to the "old" fund number. 230 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Introduction INTRODUCTION What are Capital Improvements? The capital improvement plan (CIP) is a ten-year roadmap for creating, maintaining and paying for Glendale’s present and future infrastructure needs. The CIP outlines project costs, funding sources and future operating costs associated with each capital improvement. The plan is designed to ensure that capital improvements will be made when and where they are needed, and that the City will have the funds to pay for and maintain them regardless of changes in the external economic environment. 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 and wastewater treatment plants, parks and other recreation facilities, landscape beautification projects and major equipment purchases. Projects in the capital improvement plan generally costs more than $50,000 and last at least five years. 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 1996 include: 1996 1997 1999 1999 2000 2000 2001 2002 2003 2003 2004 2004 2005 2005 2005 2005 2006 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 Fire Station 159 Rose Lane Pool Restoration Foothills Recreation & Aquatic Center 231 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Introduction The following projects have been funded and are in various stages of implementation: • • • • • • • Public Safety Training Facility Phase I Emergency Operations Center Loop 101/Maryland Avenue 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 purchases will I need to forego? What can I afford and how can I pay for it? Do I need outside financing and what will it cost? 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. For a more detailed discussion about this issue see the “Impacts of the CIP on the Operating Budget”. 232 back to TOC 2007-2016 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 requirements; 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 quality 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; Generally cost more than $50,000 and last at least five years. Master plans 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. 233 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Introduction Glendale’s Capital Improvement Plan Process 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 2007 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. Council’s strategic goals and key objectives 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. Prior to Council’s consideration of the proposed CIP, the Finance and Budget Departments evaluate various debt issues to ensure the proposed expenditures meet all debt coverage requirements as discussed in the city’s Debt Management Plan. The Finance Department annually updates the Debt Management Plan to include the most recent debt issuances. The City Council reviews 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 which years of the CIP. The Chief Financial Officer updates the city’s debt management plan to ensure the debt service costs for capital projects (i.e., bond principal and interest expense) 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. 234 back to TOC 2007-2016 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 235 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Financing the CIP FINANCING THE CAPITAL IMPROVEMENT PLAN (CIP) Key to financing the CIP is managing the overall debt incurred for past projects while including bond issues for future projects. Glendale has a formal debt management plan that is produced as a separate document from the annual budget book. For the purposes of this discussion, portions of the Debt Management Plan (DMP) are reflected below. The purpose of the City’s debt management plan is 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 necessary for essential city services. Analysis of the city’s debt position is important, as growth in the City could result in an increased need for capital financing. Decisions regarding the use of debt will be based in part on the long-term needs of the City and the amount of equity (cash) dedicated in a given fiscal year to capital outlay. Glendale believes that a disciplined, systematic approach to debt management will allow the City to maintain its excellent credit ratings. The Chief Financial Officer has instituted a conservative plan of finance for the City’s capital projects. The main objectives of that plan are: • • • • • Evaluate all possible funding mechanisms to insure that the city will receive the best possible terms/conditions on transactions; To use debt structures that match the useful lives of the projects being financed or fall within accepted maturity guidelines; To use revenue-based bond issues, where feasible, e.g., water and sewer and highway user revenue bonds; To use excise tax secured bond issues when appropriate; and To finance, on a general obligation basis, the majority of the remaining project. Furthermore, the DMP states that the city’s direct net tax-supported debt should be maintained at a level considered manageable by the rating agencies based upon current economic conditions, including, among others, population, per capita income, and assessed valuation. A more detailed discussion of the DMP can be found in the City of Glendale’s Debt Management Plan dated May 2006. Within the context of the DMP, the ten-year CIP is developed. 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 Glendale’s dedicated transportation sales tax. In many cases, a large or multi-year project will be financed using a mix of these funding sources. 236 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Financing the CIP 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, county and municipal governments and outside entities. For example, street improvements may need to be coordinated with one or more utility companies to minimize the amount of new street surface that must 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. A project might also 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. These financial projections are jointly coordinated by the Budget Department and the Finance Department and are updated annually to reflect changes in the economic environment. 237 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Financing the CIP GENERAL OBLIGATION 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. 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. 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. In Arizona, state law mandates the separation of city property taxes into two components, the primary tax levy and the secondary tax levy. 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 secondary 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 30, 2006. The amount of debt outstanding excludes debt service fund balances. TABLE 2-1 Constitutional Debt Limitation Water, Light, Sewer, Open Space, General Municipal Purpose Bonds Flood Control and Park Bonds 6% Limitation 20% Limitation $76,174,089 $253,913,629 Less Direct Bonded Debt to be Less Direct Bonded Debt to be Outstanding ($72,180,000) Outstanding ($116,050,000) Unused 6% Borrowing Capacity Unused 20% Borrowing Capacity $137,863,629 $3,994,089 * Based on 2006 secondary assessed value of $1,269,568,147 238 back to TOC 2007-2016 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, 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 General Obligation Debt Capacity Before New Bonds F iscal Y ear F Y 2007 F Y 2008 F Y 2009 F Y 2010 F Y 2011 6% B on d s $20,959,345 $36,712,312 $50,597,204 $64,430,292 $77,817,104 20% B on d s $160,147,815 $174,907,706 $188,699,014 $202,065,975 $216,947,014 T otal $181,107,160 $211,620,018 $239,296,218 $266,496,267 $294,764,118 Table 2-3 summarizes the projected effect on 6% and 20% bond capacities as CIP projects are implemented. In FY 2006 the city sold approximately $29.4 million in G.O. bonds that included $9.1 million refunding. G.O. bond sales are planned throughout the CIP between FY 2007 and FY 2011. TABLE 2-3 Capital Plan Effect on General Obligation Bond Capacity Fiscal Year FY FY FY FY FY 2007 2008 2009 2010 2011 New Bond Sale R emaining Capacity 6% 20% 6% 20% $19,740,000 $11,240,000 $1,219,345 $148,907,815 $12,200,000 $0 $4,772,312 $163,667,706 $12,455,000 $16,690,000 $6,867,204 $160,769,014 $8,320,000 $10,975,000 $14,060,292 $163,160,975 $0 $0 $30,137,104 $178,042,014 239 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Financing the CIP Assessed Valuation Over the past three years the City of Glendale’s assessed valuation increased an average of 8.3%. 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 5.0% growth rate in FY 2008 and 4.0% 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 $2,000,000,000 $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 FY12 FY13 FY14 FY15 Secondary Assessed Valuation 240 back to TOC 2007-2016 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 $1.43 secondary property tax rate in FY 2007 to a $1.47 secondary property tax rate in FY 2011 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 and development impact fee revenue 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, 2005 fund balance was $8.0 million, which is 40.2% of next year’s debt service. Also, the assessed valuation assumptions beginning in FY 2008 are conservative compared to the 8.3% average growth over the last three years. Based on residential notice of values sent to property owners in February 2006, the city will likely realize growth greater than 5% and a subsequent increase in property tax revenue in FY 2008 based on the current tax rate. City Council plans to review property tax rates at a budget workshop in the fall of 2006. The current general obligation debt is documented in Schedule 7 of this budget book. TABLE 2-4 General Obligation Property Tax Bonds Assessed Value Assessed Valuation Fiscal Growth Rate Growth Year FY 2007 7.99% $1,370,989,076 FY 2008 5.00% $1,439,538,530 FY 2009 4.00% $1,497,120,071 FY 2010 4.00% $1,557,004,874 FY 2011 4.00% $1,619,285,069 Estimated Tax Rate $1.4275 $1.4375 $1.4475 $1.4595 $1.4715 * Excludes water, sewer and landfill general obligations. Estimated Property Tax Revenue Existing Debt Proposed Debt $19,570,869 $19,022,776 $968,125 $20,693,367 $18,291,900 $2,982,500 $21,670,814 $16,823,008 $5,247,969 $22,724,487 $16,953,099 $7,666,719 $23,827,780 $16,910,106 $9,356,563 241 back to TOC Total Debt $19,990,901 $21,274,400 $22,070,977 $24,619,818 $26,266,669 2007-2016 CAPITAL IMPROVEMENT PLAN Financing the CIP VOTER AUTHORIZATION Under Arizona law, cities can only borrow money through the use of general obligation bonds with the approval of voters. On November 2, 1999, the City Council placed on the ballot a variety of proposed capital improvements recommended by the Citizen Bond Election Committee and the Management Team. Of the $411.5 million in bond requests, voters approved all $411.5 million. 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. 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 General Obligation Bond Voter Authorization Fiscal Year Public Safety 1 Water & Sewer Landfill Library 2 Streets/Parking Cultural/Historical 2 2 Transit Econ. Development 2 Govt. Facilities Open Space/Trails Parks Flood Control FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 $23,907,100 $11,707,100 $5,937,100 $4,662,100 $4,662,100 $16,343,292 $15,540,000 $17,096,000 $16,343,292 $15,540,000 $17,096,000 $16,343,292 $15,540,000 $10,411,000 $16,343,292 $15,540,000 $10,411,000 $16,343,292 $15,540,000 $10,411,000 $6,918,631 $6,918,631 $6,918,631 $874,631 $874,631 $13,721,248 $13,721,248 $13,721,248 $13,721,248 $13,721,248 $6,750,000 $34,412,154 $6,750,000 $34,412,154 $6,750,000 $34,412,154 $6,750,000 $33,412,154 $6,750,000 $33,412,154 $35,054,000 $50,525,000 $7,446,518 $4,709,745 $35,054,000 $50,525,000 $7,446,518 $4,709,745 $35,054,000 $48,525,000 $0 $2,630,745 $35,054,000 $48,525,000 $0 $0 $35,054,000 $48,525,000 $0 $0 1 $10M of remaining authorization to be used exclusively for septic sewer conversion. 2 Certain General Obligation Bonds or Revenue Bonds can be issued as General Obligation Bonds, Revenue Bonds or a combination thereof. 242 back to TOC 2007-2016 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 2007, the city projects it will collect $15.8 million in Highway User Revenue and realize street operating costs of $16.4 million and HURF debt of $4.7 million resulting in a ($5.3) million shortfall to be funded with general fund monies. 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. 243 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Financing the CIP TABLE 2-6 Capital Plan Projections: Street Revenue Bonds Fiscal Year FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 Highway User Tax Revenues $15,838,113 $15,838,113 $15,838,113 $15,838,113 $15,838,113 Existing New Debt Debt $4,721,238 $4,704,644 $4,696,156 $4,698,656 $4,690,188 $881,875 Total Debt $4,721,238 $4,704,644 $4,696,156 $4,698,656 $5,572,063 Annual Coverage 3.35 3.37 3.37 3.37 2.84 % of Revenues Used 29.81% 29.70% 29.65% 29.67% 35.18% Capital Plan Implications Table 2-7 reflects zero remaining voter authorization for street revenue bonds as of June 30, 2006; therefore, the $6.4 million bond sale scheduled for FY 2010 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 2007 FY 2008 FY 2009 FY 2010 FY 2011 New Bonds Sold $0 $0 $0 $6,430,000 $0 244 back to TOC Remaining Voter Authorization $0 $0 $0 $0 $0 2007-2016 CAPITAL IMPROVEMENT PLAN Financing the CIP 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 one-third 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 sales tax has 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. Table 28 displays proposed revenue bond sales to support capital projects in the Transportation Sales Tax program. Table 2-9 summarizes the impact of transportation revenue bonds, future debt service and coverage ratio. For the purposes of the table, no increase in net revenue is projected. Please see the Glendale Onboard Annual Report for more information. TABLE 2-8 Transportation Revenue Bonds Fiscal Year FY 2007 FY 2008 FY 2009 FY 2010 Bond Sales $25,000,000 $10,000,000 $10,000,000 $0 TABLE 2-9 Capital Plan Projections: Transportation Revenue Bonds 1 Fiscal Transportation Year Net Revenues1 FY 2007 $14,668,000 FY 2008 $14,668,000 FY 2009 $14,668,000 FY 2010 $14,668,000 FY 2011 $14,668,000 Proposed Debt $0 $3,395,000 $4,756,300 $6,115,100 $6,113,400 Annual Coverage 4.32 3.08 2.40 2.40 2.40 For purposes of this table, no increase in net revenue is projected. 245 back to TOC 2007-2016 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 2007-11 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 2007 total $88.2 million. Table 2-10 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 2-10 Water/Sewer Planned Revenue Bonds & Coverage Ratios Annual Coverage Ratio1 Fiscal Year Bond Sales FY 2007 $88,250,000 1.30 FY 2008 $53,100,000 1.00 FY 2009 $64,200,000 0.83 FY 2010 $23,150,000 0.72 1 Due to inflation and dramatic increases in construction costs, the proposed bonds/obligations are not affordable under rate increases adopted to date. Assumes FY 2007 rate increase in progress will be adopted. FY 2008 – FY 2010 assumes no future rate increases. 246 back to TOC 2007-2016 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 residential and commercial solid waste operations. As of June 30, 2006, there were only $786,950 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, 2005, was $15.5 million. LOCAL IMPROVEMENT DISTRICT BONDS Local improvement districts (LIDs) are legally designated geographic areas in which a majority of the affected property owners agree to pay for one or more capital improvements through a supplemental assessment. This financing approach ties the repayment of debt to those property owners who most directly benefit from the improvements financed. The city’s most recent LID was formed in 1993, to finance the construction of improvements on Bell Road from 67th Avenue to 83rd Avenue and the Arrowhead Mall area. 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. 247 back to TOC 2007-2016 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 Municipal Property Corporations to sell MPC bonds to fund several construction projects, including the Glendale Municipal Office Complex and the Glendale Arena. In FY 2006 and FY 2007, a portion of the Regional PS Training Facility, Zanjero mixed-use development, and a new Parking Garage/Convention Center/ Media Center project will be funded with MPC bonds. MPC bonds for these projects as well as future projects are reflected in Table 2-11. Table 2-12 shows the current amount of MPC debt outstanding as of April 30, 2006. The current Municipal Property Corporation debt and the planned FY 2006 and FY 2007 issues are documented in Schedule 7 of this budget book. TABLE 2-11 Future Municipal Property Bonds Fiscal Year FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 MPC Bonds $33,000,000 $97,000,000 $5,000,000 $11,000,000 $12,500,000 248 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Financing the CIP TABLE 2-12 Outstanding Municipal Property Bonds Issue Refunding Bonds Subordinate COPs MPC Bonds MPC Bonds Refunding Subordinate COPs MPC Bonds TOTAL Year Issued 1999 2002B 2003A 2003B 2003C 2004 249 back to TOC Balance Original Amount Outstanding $12,615,000 $4,935,000 $5,055,000 $5,055,000 $49,940,000 $49,940,000 $105,260,000 $96,940,000 $7,250,000 $7,250,000 $10,880,000 $9,160,000 $173,280,000 2007-2016 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. In FY 2007 the City will pay $7.0 million on the Northern Crossing lease to partially reduce the variable rate. The early payment is seen as a favorable transaction with the rating agencies. Table 2-13 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 2-13 Outstanding Leases Year Issued Lease Financing LaSalle Lease Equipment Lease Equipment Lease Hickman/Motorola Lease Library Copier Lease Equipment Lease Equipment Lease Total Lease Financing 2000 2002 2003 2003 2003 2004 2004 2006 Original Amount Total Year Balance Matures Outstanding $24,614,627 $2,297,171 $1,508,000 $291,976 $1,240,330 $613,742 $10,800,000 $10,300,000 $392,915 $229,070 $26,374 $12,513 $665,000 $426,403 $1,370,300 $1,370,300 $15,541,175 2010 2007 2009 2012 2009 2008 2009 2011 Notes1 Downtown Building Purchase 2000A/B $5,279,000 $837,168 2007/08 Nothern Crossing Note 2002 $14,500,000 $11,277,778 2014 Larry Miller Note 2004 $2,700,000 $2,160,000 2009 Total Note Financing $14,274,946 $29,816,121 Grant Total 1 Excludes Wastewater Management Authority of Arizona loan agreements, which are included in the outstanding water and sewer bonded debt. The Northern Crossing Note amount includes the $7.0 million pay-down. 250 back to TOC 2007-2016 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, modified to reduce costs, or funded using alternative means. 251 back to TOC 2007-2016 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 2007 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. 252 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Financing the CIP OTHER FINANCING ALTERNATIVES The City of Glendale’s ongoing challenge 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 lower-end user (i.e., the residential sector) to the higher-end user (i.e., the commercial sector). For example, a shopping center generates more runoff per acre than a residential dwelling, and would pay a proportionately higher storm water utility bill. 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. 253 back to TOC 2007-2016 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. Also, many new capital facilities require the addition of new positions. 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 2006 the estimated operating cost for capital facilities were as follows: • The typical soccer field (Sahuaro Ranch) will cost $15,000/year in electricity and $8,000 for lamp replacements every three years. A smaller ball field like the one at O’Neil Park will cost $7,500/year in electricity and $4,000 for lamp replacements; • $0.17/square foot annually to maintain (including water and electricity) most street medians and right of way landscaping; and • $1.00/sq. ft. to $2.50/sq. ft. annually for electrical costs in a building. These operating costs are carefully considered in deciding which projects move forward in the CIP. This is done so the city’s operating budget is able to absorb the additional costs. City Council carefully staggers capital projects so the operating impacts are manageable. Council reviews operating and maintenance costs associated with capital projects scheduled to come online in the next fiscal year during the operating budget process. Departments are required to submit a supplemental request to receive funding. Supplemental request for CIP operating and maintenance costs are balanced against other requests for additional funding. CIP projects involving land acquisitions in anticipation of future needs (land banking) increase costs in the operating budget. These parcels can mean maintenance costs related to fencing, security, weed control, etc. until the land is needed for new parks, libraries, water treatment facilities, etc. However, given the dramatic growth in assessed valuation over recent years, it would cost the city much more to buy needed land after an area has been fully developed. Many improvements make a positive contribution to the fiscal well being of the city. Capital projects—such as downtown revitalization and the infrastructure expansion needed to support new development—help promote the economic development and growth that generates additional operating revenues. These new revenue sources provide the funding needed to maintain, improve and expand the city’s infrastructure. 254 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN CIP Operating Impact The table below summarizes the projected cumulative impact of the CIP on the city’s operating budget over the next five years, by category. The transportation category includes roadway improvements DIF, streets and parking, HURF and transit. OPERATING IMPACT OF CIP PROJECTS BY PROJECT TYPE IN THOUSANDS ($) Project Type Water & Sewer Projects 2006-07 $1,934 2007-08 $7,063 2008-09 $7,422 2009-10 $7,620 2010-11 $8,206 Transportation Sales Tax Projects $0 $197 $360 $565 $658 All Other Transportation Projects Open Space/Trails Projects $39 $457 $488 $552 $563 $0 $118 $230 $241 $248 $2,102 $2,822 $3,558 $4,406 $5,466 $0 $60 $2,627 $2,706 $2,661 $1,102 $1,350 $3,380 $3,553 $3,674 $168 $634 $809 $928 $1,075 $1,466 $6,801 $6,415 $6,641 $6,875 $437 $613 $630 $647 $711 $7,248 $20,115 $25,919 $27,859 $30,137 Park Projects Library Projects Public Safety Projects Landfill/Sanitation Projects Economic Development Projects Other Projects TOTAL Operating Impact 255 back to TOC 2007-2016 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. In 1994, the City undertook an impact fee study that was completed and implemented on February 1, 1997 to assist in recovering costs related to water and sewer infrastructure, streets, parks (neighborhood and community parks), libraries, police and fire services. 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 2005-06 Transportation DIF was renamed Roadway Improvements DIF. Also, In FY 2005-06 staff completed the 2005 update to the City’s development impact fees and Council expressed a desire to revisit the fees every two years. The updated fees are scheduled to become effective September 12, 2006. 256 back to TOC DIF FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 29: Library Buildings Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $2,695 $2,612 $153 $159 $165 $172 0 0 0 0 0 0 60 78 5 6 7 9 0 2,537 0 0 0 0 143 0 0 0 0 0 $2,612 $153 $159 $165 $172 $181 FUND 44: Library Books Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $305 $0 $0 $0 $0 $0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 305 0 0 0 0 0 $0 $0 $0 $0 $0 $0 FUND 53: Fire Facilities Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses 1 Debt Payment Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $603 $210 $524 $850 $1,195 $1,695 608 608 608 608 608 3,368 18 6 18 34 54 424 718 0 0 0 0 0 0 0 0 0 0 0 301 300 300 298 161 0 FUND 74: Police Facilities Beginning Balance Estimated Development Fees Miscellaneous Revenue Investment Income Project Expenses Carryover Expenses 1 Debt Payment Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $2,291 $2,210 $2,648 $3,113 $3,613 $4,332 770 770 770 770 770 3,850 0 0 0 0 0 0 48 66 93 125 163 217 500 0 0 0 0 0 0 0 0 0 0 0 400 398 397 395 214 0 FUND 80: Parks - Citywide Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $1,920 $0 $3 $3 $4 $4 461 461 461 461 461 2,305 44 0 0 0 0 0 1,949 458 461 461 461 2,189 0 476 0 0 0 0 $0 $3 $3 $4 $4 $121 FUND 81: Rec Facilities - Citywide Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $1,247 $0 $2 $4 $254 $515 250 250 250 250 250 1,250 26 0 0 0 11 26 1,143 248 248 0 0 0 0 380 0 0 0 0 $0 $2 $4 $254 $515 $1,791 FUND 85: Library Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $2,774 $1,716 $12 $97 $156 $189 470 470 470 470 470 2,350 45 51 0 4 7 9 309 2,226 385 414 444 2,041 1,263 0 0 0 0 0 $1,716 $12 $97 $156 $189 $508 $210 $2,210 $524 $2,648 257 back to TOC $850 $3,113 $1,195 $3,613 $1,695 $4,332 $5,487 $8,399 DIF FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 86: Open Space/Trails Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $390 $0 $1 $1 $87 $177 86 86 86 86 86 430 12 0 0 0 4 9 487 85 85 0 0 0 0 0 0 0 0 0 $0 $1 $1 $87 $177 $616 FUND 87: N'hood Parks - Zone 1 Beginning Balance Estimated Development Fees Intergovernmental Revenue Investment Income Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $635 $302 $311 $322 $482 $651 147 147 147 147 147 735 600 0 0 0 0 0 6 9 11 13 22 33 669 147 147 0 0 0 417 0 0 0 0 0 $302 $311 $322 $482 $651 $1,419 FUND 88: N'hood Parks - Zone 2 Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $757 $0 $9 $17 $26 $212 186 186 186 186 186 1,047 4 0 0 1 1 323 178 178 178 0 1,261 623 0 0 0 0 $0 $9 $17 $26 $212 $0 FUND 93: N'hood Parks - Zone 3 Beginning Balance Estimated Development Fees Investment Income Budget Transfer In/Out Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $493 $0 $0 $0 $1 $1 39 39 39 39 39 195 0 0 0 0 0 0 0 0 0 0 0 0 39 39 39 39 39 195 493 0 0 0 0 0 $0 $0 $0 $1 $1 $1 FUND 94: Roadway Improvements Beginning Balance Estimated Development Fees Investment Income Intergovernmental Revenue Project Expenses Carryover Expenses Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $9,239 $4,139 $5,448 $7,099 $8,842 $11,077 2,124 2,374 2,374 2,374 2,150 10,750 65 124 191 284 398 554 0 0 0 0 0 0 3,959 1,189 914 914 314 2,000 3,330 0 0 0 0 0 $4,139 $5,448 $7,099 $8,842 $11,077 $20,380 FUND 97: General Government Beginning Balance Estimated Development Fees Investment Income Project Expenses Carryover Expenses 1 Debt Payment Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $1,924 $1,941 $2,074 $2,234 $2,427 $3,523 1,760 1,760 1,760 1,760 1,587 7,934 71 58 73 89 109 176 576 567 558 549 0 0 117 0 0 0 0 0 1,121 1,118 1,115 1,108 600 0 1 $1,941 $2,074 $2,234 $2,427 $3,523 Debt payment for bond sales for West Public Safety Building (2003) and Field Operations Center (2004). 258 back to TOC $11,633 2007-2016 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 and alternative financing that the city can issue. Beginning balances are based on prior 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 and alternative financing categories used to pay for planned capital projects. Above: Construction of the Foothills Recreation and Aquatic Center located at 5600 West Union Hills Drive, is scheduled to open in 2006. 259 back to TOC CONSTRUCTION FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 28: Cultural Facility Beginning Balance Bond Sales/Proceeds Bond Premium Investment Income Budget Transfer In/Out Project Expenses Carryover Projects Advisor Fee Ending Balance FY 2006-07 $979 0 0 0 0 0 474 2 $503 FY 2007-08 $503 0 0 0 0 0 0 0 $503 FY 2008-09 $503 0 0 0 0 0 0 0 $503 FY 2009-10 $503 0 0 0 0 0 0 0 $503 FY 2010-11 $503 0 0 0 0 0 0 0 $503 FY 2012-16 $503 21,055 0 0 0 21,558 0 0 $0 FUND 30: Gov't Facility Beginning Balance Bond Sales/Proceeds Investment Income Budget Transfer In/Out Project Expenses Carryover Projects Ending Balance FY 2006-07 $352 0 0 0 0 0 $352 FY 2007-08 $352 0 0 0 0 0 $352 FY 2008-09 $352 0 0 0 0 0 $352 FY 2009-10 $352 0 0 0 0 0 $352 FY 2010-11 $352 0 0 0 0 0 $352 FY 2012-16 $352 48,761 79 0 49,193 0 $0 FUND 31: Streets/Parking Beginning Balance Bond Sales/Proceeds Investment Income Miscellaneous Revenue Intergovernmental Revenue Budget Transfer In/Out Project Expenses Carryover Projects Advisor Fee Ending Balance FY 2006-07 $7,756 1,350 65 0 0 0 1,425 5,314 4 $2,428 FY 2007-08 $2,428 FY 2008-09 $2,044 73 0 0 0 458 0 0 $2,044 61 0 0 0 1,458 0 0 $647 FY 2009-10 $647 6,044 23 0 0 0 6,489 0 0 $225 FY 2010-11 $225 0 9 0 0 0 79 0 0 $155 FY 2012-16 $155 14,253 35 0 0 0 14,442 0 0 $0 FUND 32: Economic Development Beginning Balance Bond Sales/Proceeds Bond Premium Investment Income Project Expenses Carryover Projects Ending Balance FY 2006-07 $535 0 0 0 0 535 $0 FY 2007-08 $0 0 0 0 0 0 $0 FY 2008-09 $0 0 0 0 0 0 $0 FY 2009-10 $0 1,000 0 0 1,000 0 $0 FY 2010-11 $0 0 0 0 0 0 $0 FY 2012-16 $0 85,000 0 0 85,000 0 $0 FUND 35: Open Space/Trails Beginning Balance Bond Sales/Proceeds Investment Income Intergovernmental Revenue Project Expenses Carryover Projects Advisor Fee Ending Balance FY 2006-07 $1,213 0 11 0 0 783 1 $440 FY 2007-08 $440 0 13 0 0 0 0 $453 FY 2008-09 $453 2,000 68 0 1,230 0 0 $1,291 FY 2009-10 $1,291 0 45 0 1,000 0 0 $336 FY 2010-11 $336 0 13 0 0 0 0 $349 FY 2012-16 $349 47,329 16 0 47,694 0 0 $0 FUND 36: Park Bonds Beginning Balance Bond Sales/Proceeds Investment Income Miscellaneous Revenue Intergovernmental Revenue Budget Transfer In/Out Project Expenses Carryover Projects Advisor Fee Ending Balance FY 2006-07 $15,456 0 119 0 0 0 1,639 10,738 15 $3,183 FY 2007-08 $3,183 0 95 0 0 0 322 0 0 $2,957 FY 2008-09 $2,957 12,613 89 0 0 0 12,613 0 0 $3,046 FY 2009-10 $3,046 6,097 107 0 0 0 6,097 0 0 $3,153 FY 2010-11 $3,153 0 126 0 0 0 0 0 0 $3,279 FY 2012-16 $3,279 171,800 738 0 0 0 175,817 0 0 $0 260 back to TOC CONSTRUCTION FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 60: Public Safety Bonds Beginning Balance Bond Sales Public Safety Bond Premium MPC Bonds Investment Income Budget Transfer In/Out Project Expenses Carryover Projects Advisor Fee Ending Balance FY 2006-07 $5,899 18,390 0 0 10 0 5,475 12,003 5 $6,816 FY 2007-08 $6,816 12,200 0 0 204 0 3,708 0 0 $15,512 FY 2008-09 $15,512 5,770 0 0 656 0 21,939 0 0 $0 FY 2009-10 $0 1,275 0 0 0 0 1,275 0 0 $0 FY 2010-11 $0 0 0 0 0 0 0 0 0 $0 FY 2012-16 $0 84,073 0 0 0 0 84,073 0 0 $0 FUND 61: Highway User Revenue 1 Beginning Balance Bond Sales/Proceeds Investment Income Intergovernmental Revenue Miscellaneous Revenue Budget Transfer In/Out Project Expenses Operating Transfer Out Carryover Projects Advisor Fee Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $14,292 0 105 0 0 0 183 0 9,955 6 $4,253 $4,253 0 128 0 0 0 2,295 0 0 0 $2,086 $2,086 0 63 0 0 0 784 0 0 0 $1,365 $1,365 6,430 48 0 0 0 6,427 0 0 0 $1,416 $1,416 0 57 0 0 0 0 0 0 0 $1,473 $1,473 8,728 331 0 0 0 10,532 0 0 0 $0 FUND 64: Library Bonds Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Ending Balance FY 2006-07 $15 0 0 0 15 $0 FY 2007-08 $0 0 0 0 0 $0 FY 2008-09 $0 6,685 0 6,685 0 $0 FY 2009-10 $0 0 0 0 0 $0 FY 2010-11 $0 0 0 0 0 $0 FY 2012-16 $0 12,245 0 12,245 0 $0 FUND 65: Flood Control Bonds Beginning Balance Bond Sales/Proceeds Investment Income Miscellaneous Revenue Intergovernmental Revenue Project Expenses Carryover Projects Advisor Fee Ending Balance FY 2006-07 $7,690 11,241 43 0 0 7,803 5,794 2 $5,375 FY 2007-08 $5,375 0 161 0 1,400 5,437 0 0 $1,498 FY 2008-09 $1,498 2,079 45 0 0 2,079 0 0 $1,543 FY 2009-10 $1,543 4,877 64 0 2,600 8,731 0 0 $354 FY 2010-11 $354 0 14 0 0 164 0 0 $203 FY 2012-16 $203 14,727 46 0 2,300 17,276 0 0 $0 FUND 68: Transit Bonds Beginning Balance Bond Sales Investment Income Intergovernmental Revenue Project Expenses Carryover Projects Ending Balance FY 2006-07 $139 0 0 0 0 139 $0 FY 2007-08 $0 0 0 0 0 0 $0 FY 2008-09 $0 0 0 0 0 0 $0 FY 2009-10 $0 0 0 0 0 0 $0 FY 2010-11 $0 0 0 0 0 0 $0 FY 2012-16 $0 0 0 0 0 0 $0 FUND 95: G.F. Revenue Obligations 1 Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Ending Balance FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2012-16 $18,072 87,000 0 88,287 4,820 $11,965 $11,965 0 359 5,000 0 $7,324 $7,324 11,000 220 11,000 0 $7,543 $7,324 12,500 264 12,500 0 $7,588 $7,543 0 304 0 0 $7,847 $7,543 95,193 304 103,040 0 $0 $30,981 $87,000 $12,200 $0 $29,147 $11,000 $19,293 $18,930 $0 $0 $499,243 $103,921 General Obligation Bonds 1 Revenue Bonds 261 back to TOC 2007-2016 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 2007 CIP projects by major category type (does not include carryover). Capital Improvement Plan FY 2007 Projects by Type Water/Sewer 39% Transportation 15% Parks & Open Space 2% Flood Control Bonds 3% Public Safety 3% Other 4% Economic Development 34% 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 262 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Summary 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. All funds and projects have an “old” and “new” number assigned to them in accordance with the new FY 2007 chart of accounts. Projects that include carryover estimates are footnoted on the project detail sheets. Carryover funding is included in the FY 2007 project costs column. New projects are identified with a double asterisk --**-- in the project’s title for the detailed description of each project. Projects that do not have funding in the first year are assigned a T (temporary) number until design or construction begins. 263 back to TOC 2007-16 Capital Improvement Plan Summary of ALL Capital Projects by Fund Old/New Fund # Fund Name 50 / 2360 Water & Sewer Fund 83 / 2400 Water 84 / 2420 Sewer 33 / 2210 Transportation Construct 24 / 1650 Transportation Grants 94 / 1600 DIF-Roadway Imp 31 / 1980 Street Construction 61 / 2000 HURF Bonds 12 / 1340 Street Fund 68 / 2220 Transit Bonds 35 / 2140 Open Space/Trails 86 / 1520 DIF-Citywide Open Spaces 36 / 2060 Park Bond Fund 80 / 1460 DIF-Citywide Parks 81 / 1480 DIF-Citywide Rec Fac's 87 / 1540 DIF-Park Dev Zone 1 88 / 1560 DIF-Park Dev Zone 2 93 / 1580 DIF-Park Dev Zone 3 64 / 2160 Library Bonds 29 / 1380 DIF-Library Buildings 44 / 1400 DIF-Library Books 85 / 1500 DIF-Libraries 60 / 2040 Public Safety 74 / 1440 DIF-Police Facilities 53 / 1420 DIF-Fire Protect Fac 30 / 2080 Government Facility 97 / 1620 DIF-General Government 57 / 2480 Sanitation Fund 55 / 2440 Landfill 34 / 2120 Airport Capital 47 / 1840 Other Grants 28 / 2130 Cultural Facility 32 / 2100 Economic Development 95 / 1270 G.F. Revenue Oblgs 65 / 2180 Flood Control Bonds 01 / 1000 General Fund 06 / 1740 Civic Center 70 / 1220 Arts Commission 19 / 1080 Housing Grand Total FY 06-07* FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 12-16 $10,876,734 $119,882,830 $45,550,976 $63,910,631 $5,627,790 $7,288,893 $6,739,148 $10,138,460 $149,370 $139,012 $783,331 $487,226 $12,376,772 $2,425,021 $1,523,308 $1,086,190 $946,520 $531,557 $14,689 $142,755 $304,871 $1,572,807 $17,477,896 $500,000 $717,590 $0 $693,058 $1,288,394 $1,505,696 $2,227,715 $3,279,938 $474,232 $535,221 $93,107,144 $13,596,503 $6,063,274 $423,934 $350,000 $275,000 $4,491,253 $29,603,559 $19,528,714 $29,783,435 $2,000,000 $1,188,800 $457,677 $2,294,844 $639,500 $0 $0 $85,447 $322,148 $458,307 $248,371 $146,664 $177,629 $38,901 $0 $2,536,942 $0 $2,225,830 $3,708,254 $0 $0 $0 $567,216 $2,133,000 $291,917 $1,379,358 $2,000,000 $0 $0 $5,000,000 $5,437,488 $4,226,082 $100,000 $350,000 $275,000 $6,194,970 $45,598,238 $14,834,122 $19,621,211 $2,000,000 $913,800 $1,457,618 $783,509 $0 $0 $1,230,411 $85,447 $12,612,542 $460,690 $248,371 $146,664 $177,629 $38,901 $6,685,000 $0 $0 $385,340 $21,939,207 $0 $0 $0 $558,144 $1,876,000 $11,336,034 $0 $2,000,000 $0 $0 $11,000,000 $2,079,153 $1,979,481 $100,000 $350,000 $275,000 $1,019,747 $18,434,760 $13,791,376 $19,461,662 $2,000,000 $913,800 $6,489,366 $6,426,587 $0 $0 $1,000,000 $0 $6,096,625 $460,690 $0 $0 $177,629 $38,901 $0 $0 $0 $414,444 $1,275,000 $0 $0 $0 $549,072 $1,896,000 $5,209,096 $0 $2,000,000 $0 $1,000,000 $12,500,000 $8,730,559 $2,081,739 $2,600,000 $350,000 $275,000 $1,383,948 $14,387,655 $15,604,652 $7,581,175 $2,000,000 $313,800 $79,411 $0 $0 $0 $0 $0 $0 $460,690 $0 $0 $0 $38,901 $0 $0 $0 $444,394 $0 $0 $0 $0 $0 $2,709,000 $6,034,250 $0 $2,000,000 $0 $0 $0 $164,400 $959,418 $100,000 $350,000 $275,000 $9,269,056 $42,891,493 $43,279,828 $71,587,551 $10,000,000 $2,000,000 $14,442,102 $10,532,000 $395,000 $0 $47,694,294 $0 $175,816,651 $2,188,615 $0 $0 $1,260,933 $194,504 $12,245,237 $0 $0 $2,040,855 $84,072,627 $0 $0 $49,193,220 $0 $15,445,000 $12,748,859 $0 $10,000,000 $21,557,973 $85,000,000 $103,040,085 $17,276,388 $12,264,836 $17,550,000 $2,100,000 $1,375,000 $435,014,486 $121,696,336 $166,967,482 $115,192,053 $54,886,694 $877,462,107 All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. * FY 2006-07 includes carryover 264 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Water and Sewer WATER AND SEWER Water and sewer capital projects account for the largest portion of the Capital Improvement Plan. Water and sewer projects will be funded from Water and Sewer Fund revenues. The FY 200716 budget reflects the inflationary trend in the construction market and additional costs resulting from the recommendations of the Utilities Security Master Plan. FY 2007 water projects reflect construction of the Oasis Water Treatment Plant in west Glendale; continued funding of the Cholla Water Treatment Plant filter enhancement project; and replacement and rehabilitation of the water distribution system throughout the city. In FY 2007, sewer projects include sewer line replacement; an interceptor sewer to serve new development west of 91st Avenue and south of Glendale Avenue; and inspection and repair of the 99th Avenue sewer line that connects to the Phoenix/Sub-Regional Operating Group (SROG). Combined water and sewer projects in FY 2007 include replacement and implementation of a new utility billing system and security enhancements to the water treatment plants and water reclamation and recharge facilities. Several very large capital projects will be funded over extended time periods. For example, payments to SROG for wastewater treatment plant upgrades will continue through FY 2012-16. Projects are also planned for the replacement and extension of various water and sewer lines throughout the city. The FY 2007-16 CIP reflects recommendations from the Black & Veatch Comprehensive Water Facilities Planning & Design study completed in 2006. Above: The Western Area Water Reclamation Facility will be expanded to a 10 MGD facility. Project 9246/60003 West Area WWRP. 265 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Revenue Fund: Water & Sewer Fund (50) / (2360) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $2,701,967 $0 $0 $0 $0 $0 $688,143 $293,965 $0 $0 $321,023 $1,042,189 9221/60002 *Addtl Recharge Capacity $1,916,973 $0 $0 $0 $0 $4,920,806 9246/60003 *West Area WWRP $3,785,016 $0 $0 $0 $0 $0 $262,037 $0 $0 $0 $0 $0 8050/60000 *Utility Billing System Repl. 9220/60001 *Additional Recharge Capacity 9261/60004 *Arrowhead WRF 9295/60006 Sand Filtrs & Dis Sys - AWRF $303,201 $3,528,049 $5,494,200 $0 $0 $0 $1,219,397 $669,239 $700,770 $1,019,747 $1,062,925 $3,088,431 T216/T2160 **Insertion Machine: W & S Fund $0 $0 $0 $0 $0 $112,450 T217/T2170 **Cashier Security Remodel $0 $0 $0 $0 $0 $105,180 $10,876,734 $4,491,253 $6,194,970 $1,019,747 $1,383,948 $9,269,056 9296/60007 Arrwhd Wtr Reclam Fac Imps Total Water & Sewer Fund Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 266 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water & Sewer Fund (50) / (2360) Category: Revenue Project Number: 8050 / 60000 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: Carryover: $1,201,967 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $1,500,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $106,000 $109,180 $112,455 $115,829 $633,401 Project Number: Project Name: 9220 / 60001 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 water. Project Costs: Funding Source: Water & Sewer Revenues *Additional Recharge Capacity Carryover: $521,701 Operating Impact: FY06-07: $166,442 FY 07-08: $293,965 FY 08-09: $0 FY 09-10: $0 FY10-11: $321,023 FY 12-16: $1,042,189 $0 $0 $0 $0 $0 $0 Project Number: 9221 / 60002 Project Name: *Addtl Recharge Capacity Project Description: Provide contingency recharge capacity for the Arrowhead Ranch Water Reclamation Facility in order to comply with CMOM and prevent possible sanitary sewer overflows due to loss of discharge pathway to Arrowhead amenities during normal operations. Project Costs: Carryover: $1,916,973 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $4,920,806 $0 $0 $0 $0 $0 $256,000 Project Number: 9246 / 60003 Project Name: *West Area WWRP Project Description: Expansion of the existing WAWRF from 4.3/7.0 MGD to 10 MGD. Project Costs: Carryover: $3,785,016 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $88,575 $72,614 $74,792 $77,036 $79,347 $433,904 *Project includes carryover funding ** New Project 267 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water & Sewer Fund (50) / (2360) Category: Revenue Project Number: 9261 / 60004 Project Name: *Arrowhead WRF Project Description: 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. Project Costs: Carryover: $262,037 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9295 / 60006 Project Description: Replace the aging sand filters and ultra violet light disinfection system at the Arrowhead Water Reclamation Facility. Construction cost increased by 40% due to projected materials shortfalls caused by construction efforts in southern United States. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues Sand Filtrs & Dis Sys - AWRF FY06-07: $303,201 FY 07-08: $3,528,049 FY 08-09: $5,494,200 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $75,000 $77,250 $80,000 $437,473 Project Number: 9296 / 60007 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: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $1,219,397 FY 07-08: $669,239 FY 08-09: $700,770 FY 09-10: $1,019,747 FY10-11: $1,062,925 FY 12-16: $3,088,431 $69,128 $71,202 $73,338 $75,538 $77,776 $479,998 Project Number: T216 / T2160 Project Name: **Insertion Machine: W & S Fund Project Description: Replace current insertion machine that is 13 years old and operates at 50% of its initial capability. It performs insertion for all depts, including paychecks & sales tax. If not replaced, this functionality may need to be out-sourced by depts. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $112,450 $0 $0 $0 $0 $0 $45,500 *Project includes carryover funding ** New Project 268 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water & Sewer Fund (50) / (2360) Category: Revenue Project Number: T217 / T2170 Project Name: **Cashier Security Remodel Project Description: This request will protect our employee & monetary assets. This area receives the most walk-in traffic & money in the city. Over 200 residences have their water services interrupted because of nonpayment every week. Employee safety is important. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $105,180 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 269 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Revenue Fund: Water (83) / (2400) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8029/61000 *Pyramid Peak WTP - Solid Exp $1,015,066 $0 $0 $0 $0 $0 8051/61001 *Fire Hydrant Replacement $3,437,163 $3,120,863 $150,000 $0 $0 $0 8055/61002 *Backbone Fiber Optic/Cholla WT $42,326 $0 $0 $0 $0 $0 8056/61003 *Oasis Water Campus $58,050,495 $6,000,340 $0 $0 $0 $0 9009/61004 *CAP Water Purchase $3,420,132 $0 $0 $0 $0 $184,120 9011/61005 *Cholla Telemetry $720,310 $0 $0 $0 $0 $0 9223/61007 *Zone 4 Reservoir Fill Line $6,922,123 $0 $0 $0 $0 $0 9224/61008 *Zone 4 WTP to 83rd/Orangewood $4,909,221 $0 $0 $0 $0 $0 9225/61009 *Drinking Water Well Head Trmt $2,435,428 $574,353 $0 $0 $0 $0 9229/61010 *Zone 3 Pump Improvements $83,255 $0 $0 $0 $0 $0 9232/61011 *Water Zone 4 Improvements $1,249,620 $0 $0 $0 $0 $0 $472,212 $300,792 $0 $0 $0 $0 9249/61013 *Line Replacement & Extension $5,651,265 $4,436,028 $4,787,834 $5,101,851 $5,373,213 $17,323,950 9269/61015 *Outer Loop Effluent Line $1,740,808 $774,300 $0 $0 $0 $0 $448,627 $0 $0 $0 $0 $0 $2,404,792 $0 $0 $0 $0 $0 9276/61018 Addtl Treatment Plant Storage $0 $0 $0 $0 $0 $10,689,400 9277/61019 Storage and Recovery Well 9247/61012 *Irrigation 9272/61016 *Cholla WTP Expansion 9275/61017 *Pyramid Peak Storage $0 $0 $0 $1,740,559 $1,027,073 $692,183 9278/61020 *West Area Reuse Pipelines $1,448,808 $0 $0 $0 $370,621 $1,197,454 9280/61021 *N River/Agua Fria Storage Proj $1,620,170 $58,845 $58,845 $0 $0 $117,690 9285/61023 *Water System Security $4,140,798 $2,786,363 $0 $0 $0 $0 9286/61024 *Cholla Water Plant Process Imp $9,763,278 $0 $0 $0 $0 $0 9287/61025 *Off Project Groundwater Wells $1,470,102 $0 $0 $0 $0 $0 $195,269 $0 $0 $0 $0 $0 $2,122,511 $0 $0 $0 $0 $0 $0 $649,270 $701,630 $0 $0 $0 9292/61031 *Westgate Transmission Line $961,789 $0 $0 $0 $0 $0 9293/61033 *Coyote Lake Fiber Optic $139,272 $0 $0 $0 $0 $0 $1,195,392 $1,938,485 $1,617,174 $0 $0 $0 $612,527 $878,823 $0 $0 $0 $0 9299/61036 Zn4 Groundwater Trtment Plant $1,907,315 $7,202,948 $38,282,755 $11,592,350 $0 $0 9625/61027 *Water Line Extension 9288/61026 *Emergency Water Supply 9289/61028 *Zn 4 WTP to Zn 1 Trans Main 9290/61029 Regional GAC Plant 9297/61034 Orangewood Ave Wtr Trans Mn 9298/61035 83rd Ave Trn Main Orgewd to Gd $1,302,756 $882,149 $0 $0 $201,832 $631,327 T347/T3470 67th Ave. Wtr Mn Brdly to Utopia $0 $0 $0 $0 $889,322 $0 T348/T3480 95th A Wtr Trn Lne Orgewd to Gld $0 $0 $0 $0 $1,146,945 $0 T349/T3490 Acoma Rd Trn Mn Zn 2 GrndTrt P $0 $0 $0 $0 $0 $294,057 T350/T3500 Glendale Ave. Water Trans Mn $0 $0 $0 $0 $0 $3,462,837 270 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Revenue Fund: Water (83) / (2400) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: T351/T3510 Orngewood Ave Wtr Trans Mn $0 $0 $0 $0 $0 $2,363,475 T352/T3520 Zne 2 Grndwater Trtmnt Plant $0 $0 $0 $0 $0 $5,935,000 T353/T3530 Pyramid Pk WTP Train #1 Equip $0 $0 $0 $0 $5,378,649 $0 $119,882,830 $29,603,559 $45,598,238 $18,434,760 $14,387,655 $42,891,493 Total Water Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 271 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: 8029 / 61000 Project Name: *Pyramid Peak WTP - Solid Exp Project Description: Installation of additional solids handling facilities to accommodate increased solids production. Project Costs: Carryover: $1,015,066 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8051 / 61001 Project Description: 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 annual inspection recommendations. We are unable to obtain parts and perform routine maintenance. Project Costs: Funding Source: Water & Sewer Revenues *Fire Hydrant Replacement Carryover: $552,466 Operating Impact: FY06-07: $2,884,697 FY 07-08: $3,120,863 FY 08-09: $150,000 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8055 / 61002 Project Name: *Backbone Fiber Optic/Cholla WT Project Description: A fiber optic backbone communications system to support the computerized signal system that will connect to the Cholla Treatment Plant. Project Costs: Carryover: $42,326 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8056 / 61003 Project Name: *Oasis Water Campus Project Description: Preparation of a "Comprehensive Water Facilities Planning and Design" plan, followed by 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. Project Costs: Carryover: $18,271,284 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $39,779,211 FY 07-08: $6,000,340 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $501,500 $2,948,602 $3,037,060 $3,128,171 $3,220,329 $17,610,076 *Project includes carryover funding ** New Project 272 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: 9009 / 61004 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 final authorization of the Arizona Water Settlements Act. Project Costs: Carryover: $3,420,132 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $184,120 $318,000 $348,042 $369,413 $347,487 $357,912 $1,957,208 Project Number: Project Name: 9011 / 61005 Project Description: 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. Project Costs: Funding Source: Water & Sewer Revenues *Cholla Telemetry Carryover: $720,310 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9223 / 61007 Project Name: *Zone 4 Reservoir Fill Line Project Description: This water transmission main (24"/20") has been identified in the Black & Veatch "Comprehensive Water Facilities Planning and Design" report of September 2003, as a key component of the plan to improve water quality in Water Pressure Zone 4. Project Costs: Carryover: $2,290,422 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $4,631,701 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9224 / 61008 Project Name: *Zone 4 WTP to 83rd/Orangewood Project Description: A 30" water transmission main pipeline intended to convey drinking water from the Zone 4 Water Treatment Plant into the Zone 4 Water Pressure Zone as far as 83rd Avenue and Orangewood. Project Costs: Carryover: $2,577,341 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $2,331,880 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 273 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: 9225 / 61009 Project Name: *Drinking Water Well Head Trmt Project Description: 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. Project Costs: Carryover: $618,351 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $1,817,077 FY 07-08: $574,353 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9229 / 61010 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 *Zone 3 Pump Improvements Carryover: $83,255 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9232 / 61011 Project Name: *Water Zone 4 Improvements Project Description: Water transmission pipeline in Bethany Home Road, 79th to 91st Avenues. Project Costs: Carryover: $1,249,620 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9247 / 61012 Project Name: *Irrigation Project Description: The downtown flood irrigation system needs rehabilitation or repair. The work will be done in phases. Project Costs: Carryover: $472,212 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $300,792 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 274 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: 9249 / 61013 Project Name: *Line Replacement & Extension Project Description: Replacement/Rehabilitation of Water Lines throughout the City. Project Costs: Carryover: $1,571,098 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $4,080,167 FY 07-08: $4,436,028 FY 08-09: $4,787,834 FY 09-10: $5,101,851 FY10-11: $5,373,213 FY 12-16: $17,323,950 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9269 / 61015 Project Description: Project to transport, store, recharge, recover and reuse water for Arrowhead Ranch and area-wide. Project Costs: Funding Source: Water & Sewer Revenues *Outer Loop Effluent Line Carryover: $1,740,808 Operating Impact: FY06-07: $0 FY 07-08: $774,300 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $56,275 $57,963 $59,702 $61,493 $63,338 $346,358 Project Number: 9272 / 61016 Project Name: *Cholla WTP Expansion Project Description: Design and construction of facilities at the Cholla WTP to meet solids handling regulations of the EPA. Project Costs: Carryover: $448,627 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9275 / 61017 Project Name: *Pyramid Peak Storage Project Description: Installation of a new 10-MG Reservoir, piping changes and related process equipment. Project Costs: Carryover: $2,404,792 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 275 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: 9276 / 61018 Project Name: Addtl Treatment Plant Storage Project Description: Additional treated water storage to help meet peak day and fire flow demands in Water Pressure Zones 4 & 2. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $10,689,400 $0 $0 $0 $0 $0 $3,010,400 Project Number: Project Name: 9277 / 61019 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 Storage and Recovery Well Carryover: $0 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $1,740,559 FY10-11: $1,027,073 FY 12-16: $692,183 $0 $0 $0 $0 $300,000 $1,690,523 Project Number: 9278 / 61020 Project Name: *West Area Reuse Pipelines Project Description: Reuse water pipelines for WAWRF effluent transmission & distribution. Project Costs: Carryover: $34,283 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $1,414,525 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $370,621 FY 12-16: $1,197,454 $56,275 $57,963 $59,702 $61,493 $63,338 $346,358 Project Number: 9280 / 61021 Project Name: *N River/Agua Fria Storage Proj Project Description: Ownership in a new underground storage facility that will store additional reclaimed water (effluent) processed at city's expanded West Area Water Reclamation Facility. Project Costs: Carryover: $1,561,325 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $58,845 FY 07-08: $58,845 FY 08-09: $58,845 FY 09-10: $0 FY10-11: $0 FY 12-16: $117,690 $169,910 $175,007 $180,258 $185,665 $191,235 $1,045,753 *Project includes carryover funding ** New Project 276 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: 9285 / 61023 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: $2,004,547 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $2,136,251 FY 07-08: $2,786,363 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $195,890 $201,767 $207,820 $214,054 $219,656 $1,201,170 Project Number: Project Name: 9286 / 61024 Project Description: 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. Project Costs: Funding Source: Water & Sewer Revenues *Cholla Water Plant Process Imp Carryover: $6,268,053 Operating Impact: FY06-07: $3,495,225 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $1,125,508 $1,159,273 $1,194,051 $1,229,873 $6,725,449 Project Number: 9287 / 61025 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. Project Costs: Carryover: $1,470,102 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9288 / 61026 Project Name: *Emergency Water Supply Project Description: 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. Project Costs: Carryover: $195,269 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 277 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: 9289 / 61028 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: $522,571 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $1,599,940 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9290 / 61029 Project Description: Co-ownership of a regional GAC regeneration plant and site. Glendale will be a member of the IGA group on this project. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues Regional GAC Plant FY06-07: $0 FY 07-08: $649,270 FY 08-09: $701,630 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9292 / 61031 Project Name: *Westgate Transmission Line Project Description: 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). Project Costs: Carryover: $961,789 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9293 / 61033 Project Name: *Coyote Lake Fiber Optic Project Description: Joint project to provide fiber optics communication lines. This will provide more reliable and higher speed computer network connections. Project Costs: Carryover: $139,272 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 278 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: 9297 / 61034 Project Name: Orangewood Ave Wtr Trans Mn Project Description: A new 24" and 20" Zone 4 Water Transmission Main on Orangewood Avenue from 83rd to 99th Avenues. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $1,195,392 FY 07-08: $1,938,485 FY 08-09: $1,617,174 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $30,098 $31,001 $31,930 $174,611 Project Number: Project Name: 9298 / 61035 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: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues 83rd Ave Trn Main Orgewd to Gd FY06-07: $612,527 FY 07-08: $878,823 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $30,098 $31,001 $31,930 $32,888 $179,849 Project Number: 9299 / 61036 Project Name: Zn4 Groundwater Trtment Plant Project Description: 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. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $1,907,315 FY 07-08: $7,202,948 FY 08-09: $38,282,755 FY 09-10: $11,592,350 FY10-11: $0 FY 12-16: $0 $0 $582,650 $600,130 $618,133 $636,677 $3,481,613 Project Number: 9625 / 61027 Project Name: *Water Line Extension Project Description: Installation of water line extensions. Project Costs: Carryover: $701,604 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $601,152 FY 07-08: $882,149 FY 08-09: $0 FY 09-10: $0 FY10-11: $201,832 FY 12-16: $631,327 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 279 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: T347 / T3470 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: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $889,322 FY 12-16: $0 $0 $0 $0 $0 $25,000 $136,710 T348 / T3480 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. FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $1,146,945 FY 12-16: $0 $0 $0 $0 $0 $25,000 $136,710 Project Number: T349 / T3490 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: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $294,057 $0 $0 $0 $0 $10,000 $54,684 Project Number: T350 / T3500 Project Name: Glendale Ave. Water Trans Mn Project Description: A new 16" diameter water transmission main which will improve water distribution within Water Pressure Zone 4. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $3,462,837 $0 $0 $0 $0 $0 $12,500 *Project includes carryover funding ** New Project 280 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Water (83) / (2400) Category: Revenue Project Number: T351 / T3510 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: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,363,475 $0 $0 $0 $0 $0 $10,000 T352 / T3520 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. FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $5,935,000 $0 $0 $0 $0 $0 $1,671,000 Project Number: T353 / T3530 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 twenty one years old. The IGA with Peoria will make them responsible for about 23% of the project costs. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $5,378,649 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 281 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Revenue Fund: Sewer (84) / (2420) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $1,056,142 $1,056,142 $2,456,864 $4,004,184 $1,930,426 $8,491,306 8052/63001 *Arrowhead Ranch WRF Bypass $61,969 $0 $0 $0 $0 $0 8905/63002 *83rd Ave & Bell Road Lift Stat $1,442,943 $0 $0 $0 $0 $0 9219/63021 *Sweetwater & 55th Ave SLS $2,039,031 $660,363 $0 $0 $0 $0 9226/63003 *99th Ave Interceptor Line $4,549,928 $141,934 $184,359 $404,311 $3,720,599 $1,121,904 8017/63000 67th - 115th, Northern-C'Back 9227/63004 *Arrowhead Ranch Sewer Odor Con $764,161 $0 $0 $0 $0 $0 $2,729,720 $0 $0 $0 $0 $0 $553,909 $0 $0 $0 $0 $0 9236/63006 *Arrowhead Sewer Lines $1,238,461 $2,668,345 $0 $0 $0 $1,316,053 9237/63020 Security Enhance Wastewtr Ops $4,745,951 $1,890,982 $1,625,184 $1,806,983 $0 $0 9238/63007 *Sewer 99th Ave.W.. Water Meter $1,982,018 $1,573,178 $0 $0 $0 $2,239,555 $874,179 $1,575,820 $0 $0 $0 $1,976,959 $3,024,643 $672,733 $0 $0 $0 $0 $70,175 $0 $0 $0 $0 $0 $12,412,414 $4,442,000 $4,798,000 $5,200,000 $5,290,000 $17,493,000 $97,494 $0 $0 $0 $0 $0 9273/63012 *61st Ave. Sewer Line $441,891 $0 $0 $0 $0 $0 9274/63013 67th Ave. Lift Station $333,460 $1,147,088 $481,823 $0 $0 $0 9281/63014 *67th and 83rd Avenue SLS Mode 9228/63018 Camelback Swr Rehab 9233/63005 *Sewer System Evaluation 9240/63008 *Sewers for Areas on Septic Sys 9248/63009 *67/Ave Swge Lft Sta. Odor Con. 9250/63019 *95th Ave Odor Control Dosing 9258/63010 *91st Ave. Construction 9271/63011 *Sewer Master Plan $483,511 $0 $0 $330,059 $1,550,523 $636,711 9284/63015 *CMOM Implementation $1,229,238 $372,758 $418,590 $0 $470,955 $1,621,800 9623/63016 *Sewer Line Replacement $4,718,383 $3,021,821 $1,831,183 $1,646,743 $2,140,897 $6,937,711 $701,355 $0 $153,084 $399,096 $501,252 $1,444,829 $0 $305,550 $2,885,035 $0 $0 $0 $45,550,976 $19,528,714 $14,834,122 $13,791,376 $15,604,652 $43,279,828 9624/63017 *Sewer Line Extension T361/T3610 Bethany Hme Rd Interceptor Total Sewer Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 282 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Sewer (84) / (2420) Category: Revenue Project Number: 8017 / 63000 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: Funding Source: Water & Sewer Revenues FY06-07: $1,056,142 FY 07-08: $1,056,142 FY 08-09: $2,456,864 FY 09-10: $4,004,184 FY10-11: $1,930,426 FY 12-16: $8,491,306 $191,808 $197,563 $203,490 $209,594 $215,881 $1,180,527 Project Number: Project Name: 8052 / 63001 Project Description: 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). Project Costs: Funding Source: Water & Sewer Revenues *Arrowhead Ranch WRF Bypass Carryover: $61,969 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8905 / 63002 Project Name: *83rd Ave & Bell Road Lift Stat Project Description: Relocation of the 83rd Avenue and Bell Road sewage lift station. Project Costs: Carryover: $1,442,943 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9219 / 63021 Project Name: *Sweetwater & 55th Ave SLS Project Description: The material condition of this SLS (Sewage Lift Stations) has deteriorated and requires equipment upgrades in order to assure customer satisfaction and public safety. Station is essential to satisfy CMOM (Capacity Management Operation and Maint.). Project Costs: Carryover: $103,256 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $1,935,775 FY 07-08: $660,363 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $30,000 $30,900 $31,828 $32,782 $33,628 $183,889 *Project includes carryover funding ** New Project 283 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Sewer (84) / (2420) Category: Revenue Project Number: 9226 / 63003 Project Name: *99th Ave Interceptor Line Project Description: The main sewer line to the Sub-Regional Operating Group (SROG) needs to be inspected and possibly rehabilitated. Project Costs: Carryover: $1,527,496 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $3,022,432 FY 07-08: $141,934 FY 08-09: $184,359 FY 09-10: $404,311 FY10-11: $3,720,599 FY 12-16: $1,121,904 $0 $424,370 $437,101 $450,214 $463,721 $2,535,814 Project Number: Project Name: 9227 / 63004 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: $764,161 Operating Impact: Funding Source: Water & Sewer Revenues *Arrowhead Ranch Sewer Odor Con FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9228 / 63018 Project Name: Camelback Swr Rehab Project Description: 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. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $2,729,720 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9233 / 63005 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: Carryover: $553,909 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 284 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Sewer (84) / (2420) Category: Revenue Project Number: 9236 / 63006 Project Name: *Arrowhead Sewer Lines Project Description: 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. Project Costs: Carryover: $1,238,461 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $2,668,345 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,316,053 $10,000 $10,300 $10,609 $10,930 $11,258 $61,563 Project Number: Project Name: 9237 / 63020 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: Funding Source: Water & Sewer Revenues Security Enhance Wastewtr Ops Carryover: $0 Operating Impact: FY06-07: $4,745,951 FY 07-08: $1,890,982 FY 08-09: $1,625,184 FY 09-10: $1,806,983 FY10-11: $0 FY 12-16: $0 $222,060 $228,722 $235,584 $242,651 $249,868 $1,366,381 Project Number: 9238 / 63007 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 2006), the SROG cities will be required to construct their sewage metering stations. Project Costs: Carryover: $1,982,018 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $1,573,178 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,239,555 $0 $0 $0 $0 $0 $0 Project Number: 9240 / 63008 Project Name: *Sewers for Areas on Septic Sys Project Description: Installation of sewers in areas currently on septic systems. Project Costs: Carryover: $874,179 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $1,575,820 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,976,959 $0 $96,536 $99,432 $102,414 $105,487 $576,848 *Project includes carryover funding ** New Project 285 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Sewer (84) / (2420) Category: Revenue Project Number: 9248 / 63009 Project Name: *67/Ave Swge Lft Sta. Odor Con. Project Description: Permanent hydrogen peroxide chemical dosing stations for odor control. Project Costs: Carryover: $1,933,648 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $1,090,995 FY 07-08: $672,733 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $161,497 $166,342 $171,331 $176,473 $965,021 Project Number: Project Name: 9250 / 63019 Project Description: Hydrogen peroxide chemical dosing stations to control odor of sewer gases. Project Costs: Funding Source: Water & Sewer Revenues *95th Ave Odor Control Dosing Carryover: $70,175 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9258 / 63010 Project Name: *91st Ave. Construction Project Description: 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. Project Costs: Carryover: $2,812,414 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $9,600,000 FY 07-08: $4,442,000 FY 08-09: $4,798,000 FY 09-10: $5,200,000 FY10-11: $5,290,000 FY 12-16: $17,493,000 $0 $0 $0 $0 $0 $0 Project Number: 9271 / 63011 Project Name: *Sewer Master Plan Project Description: A project which will update the City's sewer master plan and sewer model. Project Costs: Carryover: $97,494 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 286 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Sewer (84) / (2420) Category: Revenue Project Number: 9273 / 63012 Project Name: *61st Ave. Sewer Line Project Description: As flows reach build out population proportions, the pumps in the sewage lift station will have to be replaced. Project Costs: Carryover: $441,891 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9274 / 63013 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. The station is essential to satisfy CMOM (Capacity Management Operation and Maintenance). Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues 67th Ave. Lift Station FY06-07: $333,460 FY 07-08: $1,147,088 FY 08-09: $481,823 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $25,000 $33,750 $34,763 $35,806 $36,678 $200,572 Project Number: 9281 / 63014 Project Name: *67th and 83rd Avenue SLS Mode Project Description: This Sewage Lift Station (SLS) located in the Arrowhead Ranch Area, will need to be upsized due to population growth in Northwest Glendale. Due to build-out population projections, the pumps in the sewage lift station will have to be upsized. Project Costs: Carryover: $483,511 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $330,059 FY10-11: $1,550,523 FY 12-16: $636,711 $0 $0 $0 $8,500 $8,755 $47,876 Project Number: 9284 / 63015 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 nationwide. The proposed program will assist in protecting the sewer system. Project Costs: Carryover: $890,257 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $338,981 FY 07-08: $372,758 FY 08-09: $418,590 FY 09-10: $0 FY10-11: $470,955 FY 12-16: $1,621,800 $0 $102,665 $105,744 $108,918 $112,185 $613,473 *Project includes carryover funding ** New Project 287 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Sewer (84) / (2420) Category: Revenue Project Number: 9623 / 63016 Project Name: *Sewer Line Replacement Project Description: Replacement/Rehabilitation of existing sewer lines in various locations. Projects will be developed as funds are available. Project Costs: Carryover: $2,457,563 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $2,260,820 FY 07-08: $3,021,821 FY 08-09: $1,831,183 FY 09-10: $1,646,743 FY10-11: $2,140,897 FY 12-16: $6,937,711 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9624 / 63017 Project Description: Sewer extension at various locations. Project Costs: Carryover: $353,217 Operating Impact: Funding Source: Water & Sewer Revenues *Sewer Line Extension FY06-07: $348,138 FY 07-08: $0 FY 08-09: $153,084 FY 09-10: $399,096 FY10-11: $501,252 FY 12-16: $1,444,829 $0 $0 $0 $0 $0 $0 Project Number: T361 / T3610 Project Name: Bethany Hme Rd Interceptor Project Description: An interceptor sewer along the Bethany Home Road alignment from 83rd to 95th Avenue. 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. Project Costs: Carryover: $0 Operating Impact: Funding Source: Water & Sewer Revenues FY06-07: $0 FY 07-08: $305,550 FY 08-09: $2,885,035 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $30,010 $30,910 $31,838 $271,601 *Project includes carryover funding ** New Project 288 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Transportation TRANSPORTATION This category involves several funding sources including HURF, 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, and bus stop facilities. 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 and 83rd Avenue and 67th Avenue – Camelback to Grand. In FY 2007 and FY 2008 funding is identified for construction of street improvements on 67th Avenue from Peoria to ACDC (Arizona Canal Diversion Channel). Projects funded through Streets G.O. bonds includes the installation of streetscape and aesthetic improvements along various streets throughout the City in accordance with the Arterial Street Landscape Program funded in Street Beautification. Street Scallops a program designed to widen collector streets to City standards will receive carryover funding in FY 2007 from the Transportation Sales Tax. Street projects that will be funded with Development Impact Fees include the matching money for developmental agreements for street arterial improvements in FY 2007 through FY 2010, 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. Lastly, funding is included for Bethany Home Rd from 91st to 83rd Avenue to construct the north side of the road as the property develops. The Transportation Grant fund was established during FY 2004 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 to the Transportation Sales Tax fund as grant revenue when received. Above: buses will be purchased to replace older vehicles and to extend Dial-A-Ride service. Project 9444/65004 Buses/Vans 289 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Transportation Fund: Transportation Construct (33) / (2210) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8064/65000 *Parallel Taxiway and Connector $228,701 $0 $0 $0 $0 $0 8592/65002 *Pavement Preservation $136,452 $0 $0 $0 $0 $0 9380/65064 *Arrowhead Ped Enhanceme $67,485 $581,968 $0 $0 $0 $0 9382/65066 Airport-E/S Utilities (Match) $25,112 $0 $0 $0 $0 $0 $2,335,410 $0 $0 $0 $0 $0 9383/65057 *L101/Bethany Home TI - South 9384/65058 Maryland Ave: 51st-59th Ave $0 $0 $209,879 $1,954,998 $0 $0 9385/65059 *95th Ave Maryland-BH Road $1,446,491 $0 $0 $0 $0 $0 9386/65060 *Scallop Streets $1,300,234 $0 $0 $0 $0 $0 $84,584 $0 $0 $0 $0 $0 $789,834 $140,366 $250,000 $250,000 $250,000 $2,126,041 $4,910,600 $1,833,608 $0 $0 $0 $0 $84,731 $0 $0 $298,559 $307,814 $1,686,387 9447/65007 *Grand Ave Access Enhancements $2,330,601 $2,676,798 $5,409,264 $0 $0 $0 9448/65008 *Intersection Improvements $1,408,130 $0 $0 $0 $0 $0 9450/65010 *51st / Camelback to Peoria $836,833 $4,076,894 $0 $0 $0 $0 9453/65013 *Bus Stops and Shelters $553,525 $272,022 $106,997 $110,206 $113,623 $625,373 9454/65014 *Transit Support Capital 9429/65003 *Mulit-Use Bridge Skunk Creek 9444/65004 *Buses / Vans 9445/65005 *Smart Traffic Signals 9446/65006 *Bus Pullouts $513,819 $209,612 $215,901 $222,378 $229,272 $1,518,237 9455/65015 *L101/Maryland Pk & Ride Lot $6,058,569 $0 $0 $0 $0 $0 9456/65016 *Northern Ave Super Street $1,608,500 $1,000,000 $300,000 $500,000 $500,000 $3,000,000 $256,750 $0 $500,000 $900,000 $2,252,000 $33,086,769 9457/65017 *Rail System 9459/65019 *Bike Rte Imp/ 63rd - Grand Ave $313,052 $267,000 $0 $0 $0 $0 9462/65022 *PE & Oversight for Transp. Pkg $3,403,686 $2,137,275 $1,667,075 $1,733,757 $1,203,228 $0 9463/65023 *59th Ave. Grand to Loop 101 $768,620 $1,369,490 $6,116,342 $10,524,630 $0 $0 9464/65024 *Lane Drop Elimination Project $465,854 $0 $0 $0 $0 $0 $79,149 $0 $0 $0 $0 $0 $494,985 $0 $0 $0 $0 $0 $4,532,159 $0 $0 $0 $0 $0 $52,695 $0 $0 $0 $0 $0 9469/65029 *Smart Traffic Signal Equipment $416,630 $0 $0 $0 $0 $0 9470/65030 *Multi-Use Pathway Grand Canal $51,148 $831,234 $0 $0 $0 $0 $5,000 $0 $0 $0 $0 $0 9465/65025 *Bridge-Grand Canal @ Missouri 9466/65026 *Bethany Home - 83rd to 99th 9467/65027 *Downtown Pedestrian Circ 9468/65028 *Grand Ave Grade Separation Enh 9471/65031 *Airport Master Plan Update 9472/65032 *Bike: Widen Bridge, Glen/New R $110,728 $0 $0 $0 $0 $0 9473/65033 *Northern Ave Pkwy Prelim. $3,108,500 $2,000,000 $0 $0 $0 $0 9474/65034 *Cardinal-Coyote - Ped Circulat $1,672,810 $0 $0 $0 $0 $0 9475/65035 *Replace Fencing - Airport $98,236 $0 $0 $0 $0 $0 9476/65036 *Runway Protection Zone LandPch $91,331 $0 $0 $0 $0 $0 290 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Transportation Fund: Transportation Construct (33) / (2210) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $134,634 $3,461,917 $0 $0 $0 $0 9478/65038 *67th Ave.: Camelback to Grand A $1,843,990 $0 $0 $0 $0 $0 9479/65039 *67th Ave: Olive to Bell Rd Imp 9477/65037 *57th / Skunk Creek $2,284,550 $667,503 $2,840,658 $0 $0 $0 9480/65040 *Catlin Court Alley (Match) $524,015 $0 $0 $0 $0 $0 9482/65042 *51st Ave/Bell Intersection Imp $360,893 $0 $0 $0 $0 $0 $7,978 $0 $0 $0 $0 $0 $0 $12,035 $0 $0 $0 $0 $121,196 $0 $0 $0 $0 $0 $4,856,515 $0 $0 $0 $0 $0 $447,694 $0 $0 $0 $0 $0 9488/65048 Loop 101 North Park & Ride Lot $0 $0 $0 $555,945 $612,972 $3,618,101 9489/65049 *Blunt End Safety Improvements $9,125 $0 $0 $0 $0 $0 9490/65050 *43rd Ave Bethany Hme to Peoria $3,775,011 $0 $0 $0 $0 $0 9491/65051 *59th Ave/Bethany Hme Intersect $1,193,792 $0 $0 $0 $0 $0 $16,380 $0 $0 $0 $0 $0 $0 $0 $539,792 $0 $697,630 $5,934,721 9494/65053 *Northern Ave Pkwy Advance Medi $1,613,500 $1,000,000 $1,000,000 $2,000,000 $1,000,000 $4,000,000 9495/65054 *63rd Ave @ Loop101-Bike Ove $368,177 $2,010,836 $0 $0 $0 $0 9499/65063 *New River - Multi-use Pathway 9483/65043 *Bethany Home: 59th to 67th Saf 9484/65044 Airport - Tower and Radio Upgr 9485/65045 *Signal Computerization 9486/65046 *75th/83rd/Glendale-Street Impr 9487/65047 *75th Ave/Bethany Home - Inters 9492/65067 *83rd/Bell Rd-Loop 101 Rdwy Imp 9493/65052 Transit Center $222,905 $2,868,773 $0 $0 $0 $0 9500/65062 Glendale Sports Facilities-Sgn $2,797,315 $0 $0 $0 $0 $0 9501/65068 **LPS Streetlight Conversion $1,607,954 $1,607,954 $0 $0 $0 $0 $306,750 $314,419 $0 $0 $0 $0 $54,088 $0 $111,328 $0 $0 $0 9504/65071 **L101 - Fiber Backbone $500,000 $0 $0 $0 $0 $0 9505/65072 Expanded Safety Program $51,125 $52,403 $53,975 $111,189 $114,636 $630,945 $172,100 $0 $0 $0 $0 $0 T085/T0850 Airport-Runway/Taxiway Asph. $0 $91,328 $0 $0 $0 $0 T096/T0960 Downtown Park-and-Ride $0 $0 $0 $0 $0 $7,307,059 T099/T0990 LRT St. Related Improvements $0 $0 $0 $0 $0 $6,553,918 T113/T1130 **Airport Matching Funds $0 $300,000 $300,000 $300,000 $300,000 $1,500,000 $63,910,631 $29,783,435 $19,621,211 $19,461,662 $7,581,175 $71,587,551 9502/65069 **Glendale Transportation Plan 9503/65070 **Union Hills/Skunk Cr. Path 9506/65073 Old Roma Alley Ped Project Total Transportation Construct Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 291 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 8064 / 65000 Project Name: *Parallel Taxiway and Connector Project Description: Construct eastside taxiway and parking apron. This project was approved as a part of the Glendale Airport Master Plan and will support the future development on the eastside of the airport. The amount programmed is the city's additional match. Project Costs: Carryover: $62,451 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $166,250 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8592 / 65002 Project Description: This project will crack seal and slurry the airport runway and apron. Project Costs: Carryover: $136,452 Operating Impact: Funding Source: Half Cent Sales Tax *Pavement Preservation FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9380 / 65064 Project Name: *Arrowhead Ped Enhanceme Project Description: Provide pedestrian/bicycle improvements in the Arrowhead Town Center area to increase safety for pedestrians/cyclists and improve connections to stores and services. Project Costs: Carryover: $67,485 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $581,968 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $11,000 $11,330 $11,670 $63,816 Project Number: 9382 / 65066 Project Name: Airport-E/S Utilities (Match) Project Description: Provides matching funds for the design of utilities on the eastside of the Glendale airport for airport development. The amount programmed is the transportation half-cent sales tax match. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $25,112 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 292 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9383 / 65057 Project Name: *L101/Bethany Home TI - South Project Description: Construct south half of new traffic interchange. Project Costs: Carryover: $2,335,410 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9384 / 65058 Project Description: Widen Maryland Avenue between 51st and 59th avenues from a two lane to a four lane facility with curbs, gutters and sidewalks. Project Costs: Funding Source: Half Cent Sales Tax Maryland Ave: 51st-59th Ave Carryover: $0 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $209,879 FY 09-10: $1,954,998 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $300 $1,641 Project Number: 9385 / 65059 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: $1,446,491 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9386 / 65060 Project Name: *Scallop Streets Project Description: A planned program to widen collector streets to city standards in areas where sections remain unimproved. Includes curb, gutter, sidewalk and streetlighting. Project Costs: Carryover: $447,584 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $852,650 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $2,500 $2,575 $2,652 $2,732 $14,939 *Project includes carryover funding ** New Project 293 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9429 / 65003 Project Name: *Mulit-Use Bridge Skunk Creek Project Description: Construction of a multi-use Bridge at Skunk Creek over 71st Ave. alignment drainage facility. Project Costs: Carryover: $84,584 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9444 / 65004 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. Project Costs: Funding Source: Half Cent Sales Tax *Buses / Vans Carryover: $649,834 Operating Impact: FY06-07: $140,000 FY 07-08: $140,366 FY 08-09: $250,000 FY 09-10: $250,000 FY10-11: $250,000 FY 12-16: $2,126,041 $0 $51,000 $52,146 $53,326 $54,542 $298,259 Project Number: 9445 / 65005 Project Name: *Smart Traffic Signals Project Description: 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. Project Costs: Carryover: $2,530,213 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $2,380,387 FY 07-08: $1,833,608 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $27,089 $27,902 $28,739 $157,155 Project Number: 9446 / 65006 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: Carryover: $84,731 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $298,559 FY10-11: $307,814 FY 12-16: $1,686,387 $0 $0 $0 $0 $300 $1,641 *Project includes carryover funding ** New Project 294 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9447 / 65007 Project Name: *Grand Ave Access Enhancements Project Description: Spot street improvements for local access enhancements along Grand Avenue. Project Costs: Carryover: $1,821,351 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $509,250 FY 07-08: $2,676,798 FY 08-09: $5,409,264 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $189,892 $195,589 $1,069,560 Project Number: Project Name: 9448 / 65008 Project Description: Design and construct turning lanes and other improvements (such as median barriers and lane extensions) at warranted intersections. Project Costs: Carryover: $194,010 Operating Impact: Funding Source: Half Cent Sales Tax *Intersection Improvements FY06-07: $1,214,120 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9450 / 65010 Project Name: *51st / Camelback to Peoria Project Description: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters for four intersections along the 51st Ave. corridor at Camelback Rd, Glendale Ave., Northern Ave., Peoria Ave. Project Costs: Carryover: $836,833 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $4,076,894 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $4,470 $4,604 $4,742 $4,884 $26,710 Project Number: 9453 / 65013 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: $252,276 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $301,249 FY 07-08: $272,022 FY 08-09: $106,997 FY 09-10: $110,206 FY10-11: $113,623 FY 12-16: $625,373 $0 $3,863 $3,979 $4,098 $4,221 $23,083 *Project includes carryover funding ** New Project 295 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9454 / 65014 Project Name: *Transit Support Capital Project Description: To continue delivery of transit services, replacement capital expenditures are needed, including computer equipment, support vehicles and radio system. Project Costs: Carryover: $309,319 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $204,500 FY 07-08: $209,612 FY 08-09: $215,901 FY 09-10: $222,378 FY10-11: $229,272 FY 12-16: $1,518,237 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9455 / 65015 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 is available in FY 2006. This project may have a future IGA. Project Costs: *L101/Maryland Pk & Ride Lot Carryover: $6,058,569 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9456 / 65016 Project Name: *Northern Ave Super Street Project Description: Right-of-way acquisition of property within the Northern Parkway corridor alignment. Project Costs: Carryover: $608,500 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $1,000,000 FY 07-08: $1,000,000 FY 08-09: $300,000 FY 09-10: $500,000 FY10-11: $500,000 FY 12-16: $3,000,000 $0 $0 $0 $0 $0 $0 Project Number: 9457 / 65017 Project Name: *Rail System Project Description: Planning studies, design, ROW 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: $256,750 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $500,000 FY 09-10: $900,000 FY10-11: $2,252,000 FY 12-16: $33,086,769 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 296 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9459 / 65019 Project Name: *Bike Rte Imp/ 63rd - Grand Ave Project Description: 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. Project Costs: Carryover: $313,052 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $267,000 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9462 / 65022 Project Description: Professional engineering for preparation of design concepts, and administration cost for purchase of right-of-way. Project Costs: *PE & Oversight for Transp. Pkg Carryover: $1,338,686 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $2,065,000 FY 07-08: $2,137,275 FY 08-09: $1,667,075 FY 09-10: $1,733,757 FY10-11: $1,203,228 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9463 / 65023 Project Name: *59th Ave. Grand to Loop 101 Project Description: Spot improvements along 59th Avenue, including the elimination of lane drops, adding turning lanes, selected widening, medians, landscaping, and the installation of bus shelters. Project Costs: Carryover: $768,620 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $1,369,490 FY 08-09: $6,116,342 FY 09-10: $10,524,630 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $54,000 $295,294 Project Number: 9464 / 65024 Project Name: *Lane Drop Elimination Project Project Description: Elimination of lane drops in congested areas along major arterials within the city. Project Costs: Carryover: $465,854 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 297 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9465 / 65025 Project Name: *Bridge-Grand Canal @ Missouri Project Description: Construct a new bridge over the Grand Canal in the area of Missouri and 79th Avenue for bicycle and pedestrian access. Project Costs: Carryover: $79,149 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9466 / 65026 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: Carryover: $494,985 Operating Impact: Funding Source: Half Cent Sales Tax *Bethany Home - 83rd to 99th FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9467 / 65027 Project Name: *Downtown Pedestrian Circ Project Description: Pedestrian circulation enhancements in the Downtown Central Business District to improve connections to businesses and services. Project Costs: Carryover: $451,095 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $4,081,064 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $70,000 $72,100 $74,263 $76,491 $418,284 Project Number: 9468 / 65028 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: $52,695 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 298 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9469 / 65029 Project Name: *Smart Traffic Signal Equipment Project Description: Purchase of cabinets, trailers, etc for smart traffic signals (ITS). Project Costs: Carryover: $416,630 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9470 / 65030 Project Description: Construct a multi-use pathway from Bethany Home Road at 91st Avenue along the Grand Canal to New River. Project Costs: Carryover: $51,148 Operating Impact: Funding Source: Half Cent Sales Tax *Multi-Use Pathway Grand Canal FY06-07: $0 FY 07-08: $831,234 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $35,130 $36,184 $37,270 $203,804 Project Number: 9471 / 65031 Project Name: *Airport Master Plan Update Project Description: This project will help determine the effects on the airport in connection with all of the nearby development. Project Costs: Carryover: $5,000 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9472 / 65032 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: Carryover: $110,728 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 299 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9473 / 65033 Project Name: *Northern Ave Pkwy Prelim. Project Description: Right-of-way acquisition of property within the Northern Parkway corridor alignment. This will provide local matching funds for construction by 2010. Project Costs: Carryover: $608,500 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $2,500,000 FY 07-08: $2,000,000 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $21,855 $119,510 Project Number: Project Name: 9474 / 65034 Project Description: Acquisition of 22 acres of land located at 99th and Glendale Avenues. Project Costs: Carryover: $172,810 Operating Impact: Funding Source: Half Cent Sales Tax *Cardinal-Coyote - Ped Circulat FY06-07: $1,500,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $31,250 $32,187 $33,153 $34,148 $186,734 Project Number: 9475 / 65035 Project Name: *Replace Fencing - Airport Project Description: This project will replace the existing 4' fence with a new 6' security fence. Project Costs: Carryover: $98,236 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9476 / 65036 Project Name: *Runway Protection Zone LandPch Project Description: Purchase 36 acres of land for the runway protection zone. Project Costs: Carryover: $91,331 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 300 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9477 / 65037 Project Name: *57th / Skunk Creek Project Description: Construction of bridge over Skunk Creek at 57th Ave. Project Costs: Carryover: $134,634 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $3,461,917 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $638 $657 $677 $3,701 Project Number: Project Name: 9478 / 65038 Project Description: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters for 67th Avenue/Glendale Avenue and 67th Avenue/Camelback Road. Project Costs: Funding Source: Half Cent Sales Tax *67th Ave.: Camelback to Grand A Carryover: $1,843,990 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9479 / 65039 Project Name: *67th Ave: Olive to Bell Rd Imp Project Description: Intersection improvements including medians, turning lanes, bus pullouts, bus shelters and lanes for four intersections on 67th Ave from Olive Avenue to Bell Road. Project Costs: Carryover: $2,284,550 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $667,503 FY 08-09: $2,840,658 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $1,057 $1,089 $1,121 $6,132 Project Number: 9480 / 65040 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: Carryover: $524,015 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 301 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9482 / 65042 Project Name: *51st Ave/Bell Intersection Imp Project Description: Intersection improvements including landscaping and a eastbound right turn lane on Bell Road. Project Costs: Carryover: $20,450 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $340,443 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $250 $258 $265 $273 $1,494 Project Number: Project Name: 9483 / 65043 Project Description: 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. Project Costs: Carryover: $7,978 Operating Impact: Funding Source: Half Cent Sales Tax *Bethany Home: 59th to 67th Saf FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9484 / 65044 Project Name: Airport - Tower and Radio Upgr Project Description: Purchase new airport tower radios that will increase safety and reduce maintenance costs. This projects provides the City's grant match. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $12,035 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $1,000 $1,030 $1,061 $1,093 $5,975 Project Number: 9485 / 65045 Project Name: *Signal Computerization Project Description: 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. Project Costs: Carryover: $121,196 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 302 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9486 / 65046 Project Name: *75th/83rd/Glendale-Street Impr 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: $1,847,928 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $3,008,587 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $3,943 $4,061 $4,183 $4,309 $23,561 Project Number: Project Name: 9487 / 65047 Project Description: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters at 75th Avenue and Bethany Home Road. Project Costs: Carryover: $447,694 Operating Impact: Funding Source: Half Cent Sales Tax *75th Ave/Bethany Home - Inters FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9488 / 65048 Project Name: Loop 101 North Park & Ride Lot Project Description: This project includes site selection, land acquisition, design and construction of a paved, landscaped parking area This park-and-ride will enhance transit ridership in the north Glendale area. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $555,945 FY10-11: $612,972 FY 12-16: $3,618,101 $0 $0 $0 $0 $0 $156,250 Project Number: 9489 / 65049 Project Name: *Blunt End Safety Improvements Project Description: Mitigate blunt end structures with safety devices at dangerous locations. Project Costs: Carryover: $9,125 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 303 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9490 / 65050 Project Name: *43rd Ave Bethany Hme to 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: $302,720 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $3,472,291 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $2,213 $2,279 $2,348 $2,418 $13,224 Project Number: Project Name: 9491 / 65051 Project Description: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters at 59th Avenue and Bethany Home Road. Project Costs: Carryover: $20,450 Operating Impact: Funding Source: Half Cent Sales Tax *59th Ave/Bethany Hme Intersect FY06-07: $1,173,342 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $500 $515 $530 $546 $2,988 Project Number: 9492 / 65067 Project Name: *83rd/Bell Rd-Loop 101 Rdwy Imp Project Description: Improvements to 83rd Avenue including additional southbound travel lanes, a median with left turn lanes, new traffic signals at the intersection of 83rd Avenue and Campo Bello Drive. Project Costs: Carryover: $16,380 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9493 / 65052 Project Name: Transit Center Project Description: Acquire land, design and construct a transit center downtown. A site selection study is needed first. This transit center is a project listed in the regional transportation plan, and is earmarked for regional half-cent sales tax funding. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $539,792 FY 09-10: $0 FY10-11: $697,630 FY 12-16: $5,934,721 $0 $0 $0 $5,000 $5,150 $208,162 *Project includes carryover funding ** New Project 304 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9494 / 65053 Project Name: *Northern Ave Pkwy Advance Medi Project Description: Right-of-way acquisition of property within the Northern Parkway corridor alignment. Project Costs: Carryover: $613,500 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $1,000,000 FY 07-08: $1,000,000 FY 08-09: $1,000,000 FY 09-10: $2,000,000 FY10-11: $1,000,000 FY 12-16: $4,000,000 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9495 / 65054 Project Description: Construct an overpass at the Loop 101 near 63rd Avenue for safe bicycle and pedestrian crossing over Loop 101. The amount programmed in the FY08 is Glendale's match. Project Costs: Carryover: $368,177 Operating Impact: Funding Source: Half Cent Sales Tax *63rd Ave @ Loop101-Bike Ove FY06-07: $0 FY 07-08: $2,010,836 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $3,828 $3,943 $4,061 $22,208 Project Number: 9499 / 65063 Project Name: *New River - Multi-use Pathway Project Description: Construct a multi-use pathway along New River from Missouri Avenue to Northern Avenue. Project Costs: Carryover: $222,905 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $2,868,773 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $35,258 $36,316 $37,405 $204,547 Project Number: 9500 / 65062 Project Name: Glendale Sports Facilities-Sgn Project Description: Purchase and installation of variable message signs around the Glendale Sports Facilities. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $2,797,315 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $1,000 $1,030 $1,061 $1,093 $5,975 *Project includes carryover funding ** New Project 305 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9501 / 65068 Project Name: **LPS Streetlight Conversion Project Description: This project will convert 8,579 low pressure sodium streetlight fixtures to high pressure sodium. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $1,607,954 FY 07-08: $1,607,954 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $40,000 $41,200 $42,436 $232,057 Project Number: Project Name: 9502 / 65069 Project Description: Update the 2001 City of Glendale Transportation Plan Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax **Glendale Transportation Plan FY06-07: $306,750 FY 07-08: $314,419 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9503 / 65070 Project Name: **Union Hills/Skunk Cr. Path Project Description: Construct a multi-use path under Union Hills Drive at Skunk Creek for bicyclists and pedestrians. The funds programmed are the local matching funds. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $54,088 FY 07-08: $0 FY 08-09: $111,328 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $600 $618 $3,379 Project Number: 9504 / 65071 Project Name: **L101 - Fiber Backbone Project Description: Purchase and install fiber optic cable on Loop 101 from Camelback Road to 51st Avenue for communications redundancy. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $500,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 306 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: 9505 / 65072 Project Name: Expanded Safety Program Project Description: Provide traffic safety improvements along city streets to improve the safety of motorists. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $51,125 FY 07-08: $52,403 FY 08-09: $53,975 FY 09-10: $111,189 FY10-11: $114,636 FY 12-16: $630,945 $0 $10,000 $13,300 $13,699 $14,110 $77,159 Project Number: Project Name: 9506 / 65073 Project Description: This project will improve the alley between 57th Drive and 58th Avenue, from Glendale Avenue to Glenn Drive. ADOT funds are available to pay for a portion of this project. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax Old Roma Alley Ped Project FY06-07: $172,100 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $15,000 $15,450 $15,914 $16,391 $89,632 Project Number: T085 / T0850 Project Name: Airport-Runway/Taxiway Asph. Project Description: Asphalt edging of the runway and taxiway to mitigate dust on the airport and reduce maintenance costs by eliminating the need to mow the weeds around the runway lights. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $91,328 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: T096 / T0960 Project Name: Downtown Park-and-Ride Project Description: This project includes site selection, land acquisition, design and construction of a paved, landscaped parking area. This park-and-ride will enhance transit ridership in the downtown area. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $7,307,059 $0 $0 $0 $0 $0 $31,250 *Project includes carryover funding ** New Project 307 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Construct (33) / (2210) Category: Transportation Project Number: T099 / T0990 Project Name: LRT St. Related Improvements Project Description: Roadway improvements related to LRT construction. Project Costs: Carryover: $0 Operating Impact: Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $6,553,918 $0 $0 $0 $0 $0 $12,000 Project Number: Project Name: **Airport Matching Funds Project Description: This project will provide matching funds for ongoing airport capital projects. Project Costs: Carryover: $0 Operating Impact: T113 / T1130 Funding Source: Half Cent Sales Tax FY06-07: $0 FY 07-08: $300,000 FY 08-09: $300,000 FY 09-10: $300,000 FY10-11: $300,000 FY 12-16: $1,500,000 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 308 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Transportation Grants (24) / (1650) Project Name: 8075/67502 *Buses/Vans (Grant) 8077/67503 *Loop 101/Maryland P&R Lot 8092/67506 *LTAFII 9390/67505 Grant Match - Capital 9392/67511 Old Roma Alley Ped Project Total Transportation Grants Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $8,458 $0 $0 $0 $0 $0 $3,025,475 $0 $0 $0 $0 $0 $18,857 $0 $0 $0 $0 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $575,000 $0 $0 $0 $0 $0 $5,627,790 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 309 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Grants (24) / (1650) Category: Other Project Number: 8075 / 67502 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: Carryover: $8,458 Funding Source: Grants FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Operating Impact: Project Number: Project Name: 8077 / 67503 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 the amount of $2,819,236 is available in FY 2006. This project may have a future IGA. Project Costs: Funding Source: Grants *Loop 101/Maryland P&R Lot Carryover: $3,025,475 FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Operating Impact: Project Number: 8092 / 67506 Project Name: *LTAFII Project Description: 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. Project Costs: Carryover: $18,857 Operating Impact: Funding Source: Grants FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9390 / 67505 Project Name: Grant Match - Capital Project Description: This represents reserve appropriation for unanticipated grant opportunities that may arise during the fiscal year. Project Costs: Carryover: $0 Operating Impact: Funding Source: Grants FY06-07: $2,000,000 FY 07-08: $2,000,000 FY 08-09: $2,000,000 FY 09-10: $2,000,000 FY10-11: $2,000,000 FY 12-16: $10,000,000 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 310 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transportation Grants (24) / (1650) Category: Other Project Number: 9392 / 67511 Project Name: Old Roma Alley Ped Project Project Description: Design and construct alley improvements between 57th Drive and 58th Avenue, from Glendale Avenue to Glenn Drive. Match funds will be provided by Fund 33. Project Costs: Carryover: $0 Operating Impact: Funding Source: Grants FY06-07: $575,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 311 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Roadway Imp (94) / (1600) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8992/67801 Dev. Agree. - Mjr. Arterials $300,000 $300,000 $300,000 $300,000 $0 $1,000,000 8993/67802 Dev. Agree. - Arterials $300,000 $300,000 $300,000 $300,000 $0 $1,000,000 8994/67803 *Deve. Agree. - Signals $1,142,875 $313,800 $313,800 $313,800 $313,800 $0 9566/67804 *59th Ave-Melinda to Pinncle Pk $3,953,013 $0 $0 $0 $0 $0 $70,000 $0 $0 $0 $0 $0 9585/67806 *Construction Vehicle w Bkt Arm 9587/67807 *Traffic Signals Shop Expansion 9588/67808 Bethany Home Rd-91st - 83rd Av Total DIF-Roadway Imp Projects: $213,505 $0 $0 $0 $0 $0 $1,309,500 $275,000 $0 $0 $0 $0 $7,288,893 $1,188,800 $913,800 $913,800 $313,800 $2,000,000 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 312 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Roadway Imp (94) / (1600) Category: DIF Project Number: 8992 / 67801 Project Name: Dev. Agree. - Mjr. Arterials Project Description: Matching funds for developmental agreements for 5 to 6 lane streets as designated in the transportation plan. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $300,000 FY 07-08: $300,000 FY 08-09: $300,000 FY 09-10: $300,000 FY10-11: $0 FY 12-16: $1,000,000 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8993 / 67802 Project Description: Matching funds for developmental agreements for 4 to 5 lane streets as designated in the Transportation Plan. Project Costs: Funding Source: Development Impact Fees Dev. Agree. - Arterials Carryover: $0 Operating Impact: FY06-07: $300,000 FY 07-08: $300,000 FY 08-09: $300,000 FY 09-10: $300,000 FY10-11: $0 FY 12-16: $1,000,000 $0 $0 $0 $0 $0 $0 Project Number: 8994 / 67803 Project Name: *Deve. Agree. - Signals Project Description: This project provides for the installation or upgrades of traffic signals and Intellegent Transportation Systems equipment at various locations throughout the city. Project Costs: Carryover: $782,005 Operating Impact: Funding Source: Development Impact Fees FY06-07: $360,870 FY 07-08: $313,800 FY 08-09: $313,800 FY 09-10: $313,800 FY10-11: $313,800 FY 12-16: $0 $9,000 $9,270 $9,548 $9,834 $10,130 $55,392 Project Number: 9566 / 67804 Project Name: *59th Ave-Melinda to Pinncle Pk Project Description: Construct roadway improvements to 59th Avenue through Thunderbird Conservation Park between Melinda Lane and Pinnacle Peak Road. Project Costs: Carryover: $2,264,013 Operating Impact: Funding Source: Development Impact Fees FY06-07: $1,689,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $2,500 $2,575 $2,652 $2,732 $14,939 *Project includes carryover funding ** New Project 313 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Roadway Imp (94) / (1600) Category: DIF Project Number: 9585 / 67806 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: Carryover: $70,000 Operating Impact: Funding Source: Development Impact Fees FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9587 / 67807 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: $213,505 Operating Impact: Funding Source: Development Impact Fees *Traffic Signals Shop Expansion FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9588 / 67808 Project Name: Bethany Home Rd-91st - 83rd Av Project Description: Construct the north side of Bethany Home Road as the property developes. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $1,309,500 FY 07-08: $275,000 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $5,480 $5,644 $5,814 $0 $31,792 *Project includes carryover funding ** New Project 314 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Street Construction (31) / (1980) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $47,990 $0 $0 $0 $0 $0 8053/68101 *Intersection Safety Imp's $665,552 $0 $0 $0 $0 $0 8054/68102 *Petition Lighting Program $472,355 $79,411 $79,411 $79,411 $79,411 $449,996 8558/68103 *Street Scallop $556,052 $0 $0 $0 $0 $6,288,070 $2,245,654 $378,266 $260,514 $260,514 $0 $1,522,862 8042/68100 *Traffic Signal Computerization 8559/68104 *Street Beautification 8990/68105 *Grand Ave. Beautification $182,828 $0 $0 $0 $0 $0 9431/68106 *Pathway/ACDC @ Marshall Elem. $28,863 $0 $0 $0 $0 $0 9432/68107 *Pathway/ACDC @ T-bird Paseo Pa $293,895 $0 $0 $0 $0 $0 9434/68109 *S. Bethany Traffic Interchange $234,450 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,092,000 $1,710,229 $0 $1,117,693 $6,149,441 $0 $4,089,174 $301,280 $0 $0 $0 $0 $0 $6,739,148 $457,677 $1,457,618 $6,489,366 $79,411 $14,442,102 9575/68112 Multi-Cultural District 9579/68113 *Downtown Parking Structure 9580/68114 *51st Ave/ACDC - Bike Match Total Street Construction Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 315 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Street Construction (31) / (1980) Category: 6% Project Number: 8042 / 68100 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: Carryover: $47,990 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8053 / 68101 Project Description: This project provides funding for major intersection improvements throughout the city. Improvements include right turn lanes, bus bays, street widening, undergrounding utilities and medians. Project Costs: Carryover: $665,552 Operating Impact: Funding Source: General Obligation Bonds *Intersection Safety Imp's FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8054 / 68102 Project Name: *Petition Lighting Program Project Description: This project installs additional street lighting in areas that have been determined to be inadequate. Project Costs: Carryover: $381,032 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $91,323 FY 07-08: $79,411 FY 08-09: $79,411 FY 09-10: $79,411 FY10-11: $79,411 FY 12-16: $449,996 $0 $4,125 $4,249 $4,376 $4,507 $24,649 Project Number: 8558 / 68103 Project Name: *Street Scallop Project Description: A planned program to widen collector streets to city standards in areas where sections remain unimproved. Includes curb, gutter, sidewalk and streetlighting. Project Costs: Carryover: $556,052 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $6,288,070 $0 $0 $0 $0 $0 $10,000 *Project includes carryover funding ** New Project 316 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Street Construction (31) / (1980) Category: 6% Project Number: 8559 / 68104 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: $911,832 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $1,333,822 FY 07-08: $378,266 FY 08-09: $260,514 FY 09-10: $260,514 FY10-11: $0 FY 12-16: $1,522,862 $29,624 $30,513 $31,428 $32,371 $33,342 $182,328 Project Number: Project Name: 8990 / 68105 Project Description: 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. Project Costs: Carryover: $182,828 Operating Impact: Funding Source: General Obligation Bonds *Grand Ave. Beautification FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9431 / 68106 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: Carryover: $28,863 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9432 / 68107 Project Name: *Pathway/ACDC @ T-bird Paseo Pa Project Description: Design and construction of a multi-use pathway across the ACDC. Project Costs: Carryover: $293,895 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 317 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Street Construction (31) / (1980) Category: 6% Project Number: 9434 / 68109 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: $234,450 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9575 / 68112 Project Description: Emphasize and enhance the neighborhood feel and cultural heritage within the Heart of Glendale with landscape corridors, enhanced lighting, pocket parks, infrastructure improvements, and neighborhood amenities. Project Costs: Funding Source: General Obligation Bonds Multi-Cultural District Carryover: $0 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,092,000 $0 $0 $0 $0 $0 $200,000 Project Number: 9579 / 68113 Project Name: *Downtown Parking Structure Project Description: Design & implement master plan for a downtown parking structure. Promote redevelopment consistent w/CCMP. Project Costs: Carryover: $1,710,229 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $1,117,693 FY 09-10: $6,149,441 FY10-11: $0 FY 12-16: $4,089,174 $0 $0 $0 $46,000 $47,380 $259,093 Project Number: 9580 / 68114 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: $301,280 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 318 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: HURF Fund: HURF Bonds (61) / (2000) Project Name: 8813/68900 67th Ave Cactus to ACDC 8817/68901 *Bethany Home 75th to 83rd 8820/68903 *Bethany Home - 83rd to 99th 9257/68904 *91st Ave. Widening - Camelback 9546/68905 *Signal Computerization 9554/68906 *59th Ave Olive to Brown FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $183,485 $2,294,844 $52,396 $0 $0 $0 $3,020,096 $0 $0 $0 $0 $0 $610,796 $0 $0 $0 $0 $0 $1,654,964 $0 $0 $0 $0 $0 $187,085 $0 $0 $0 $0 $0 $759,121 $0 $0 $0 $0 $0 $3,722,913 $0 $0 $0 $0 $0 9571/68910 75th Ave-Camelback to Glendale $0 $0 $0 $0 $0 $2,121,500 9576/68911 Camelback Imp's-67th to 99th $0 $0 $0 $0 $0 $3,148,000 9577/68912 83rd Ave-Glendale to Northern $0 $0 $261,538 $2,478,462 $0 $0 9578/68913 99th Widening-Camelbck-Northrn $0 $0 $469,575 $3,948,125 $0 $0 9616/68914 Glendale Ave-67th to Litchfeld $0 $0 $0 $0 $0 $5,262,500 $10,138,460 $2,294,844 $783,509 $6,426,587 $0 $10,532,000 9568/68909 *67th Ave-Camelback to Grand Total HURF Bonds Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 319 back to TOC 2007-2016 Capital Improvement Project Detail Fund: HURF Bonds (61) / (2000) Category: HURF Project Number: 8813 / 68900 Project Name: 67th Ave Cactus to ACDC 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: Carryover: $0 Operating Impact: Funding Source: HURF Bonds FY06-07: $183,485 FY 07-08: $2,294,844 FY 08-09: $52,396 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $9,000 $7,210 $7,427 $40,614 Project Number: Project Name: 8817 / 68901 Project Description: Construct street improvements including new bridge over the Grand Canal between 75th and 83rd Avenues. Project Costs: Funding Source: HURF Bonds *Bethany Home 75th to 83rd Carryover: $3,020,096 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8820 / 68903 Project Name: *Bethany Home - 83rd to 99th 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: $610,796 Operating Impact: Funding Source: HURF Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9257 / 68904 Project Name: *91st Ave. Widening - Camelback Project Description: Construct street widening on 91st Avenue from Camelback to Maryland. Project Costs: Carryover: $1,654,964 Operating Impact: Funding Source: HURF Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 320 back to TOC 2007-2016 Capital Improvement Project Detail Fund: HURF Bonds (61) / (2000) Category: HURF Project Number: 9546 / 68905 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: Carryover: $187,085 Operating Impact: Funding Source: HURF Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9554 / 68906 Project Description: Construct street improvements on 59th Avenue between Olive and Mountain View Road. Construction to be partially funded with federal funds ($917,500). Project Costs: Funding Source: HURF Bonds *59th Ave Olive to Brown Carryover: $759,121 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9568 / 68909 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: $3,722,913 Operating Impact: Funding Source: HURF Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9571 / 68910 Project Name: 75th Ave-Camelback to Glendale Project Description: Construct street improvements on 75th Avenue from Camelback to Glendale. Project Costs: Carryover: $0 Operating Impact: Funding Source: HURF Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,121,500 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 321 back to TOC 2007-2016 Capital Improvement Project Detail Fund: HURF Bonds (61) / (2000) Category: HURF Project Number: 9576 / 68911 Project Name: Camelback Imp's-67th to 99th Project Description: Complete street improvements. Project Costs: Carryover: $0 Operating Impact: Funding Source: HURF Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $3,148,000 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9577 / 68912 Project Description: Complete street improvements on 83rd Ave from Glendale to Northern. Project Costs: Carryover: $0 Operating Impact: Funding Source: HURF Bonds 83rd Ave-Glendale to Northern FY06-07: $0 FY 07-08: $0 FY 08-09: $261,538 FY 09-10: $2,478,462 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $2,500 $0 $13,671 Project Number: 9578 / 68913 Project Name: 99th Widening-Camelbck-Northrn Project Description: Complete street improvements on 99th Avenue from Camelback to Northern. Project Costs: Carryover: $0 Operating Impact: Funding Source: HURF Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $469,575 FY 09-10: $3,948,125 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $61,246 Project Number: 9616 / 68914 Project Name: Glendale Ave-67th to Litchfeld Project Description: Complete street improvements in Glendale Avenue - 67th to Litchfield Road. Improvements include construction of curb, gutter, sidewalk and appurtenances. Project Costs: Carryover: $0 Operating Impact: Funding Source: HURF Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $5,262,500 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 322 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Revenue Fund: Street Fund (12) / (1340) Project Name: 8079/69400 *Street Maintenance Equipment 8208/69410 *Right of Way Maintenance Equip T051/T0510 Addl Street Maint. Crew - 6232 Total Street Fund Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $113,750 $240,000 $0 $0 $0 $395,000 $35,620 $226,500 $0 $0 $0 $0 $0 $173,000 $0 $0 $0 $0 $149,370 $639,500 $0 $0 $0 $395,000 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 323 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Street Fund (12) / (1340) Category: Revenue Project Number: 8079 / 69400 Project Name: *Street Maintenance Equipment Project Description: Replace five pieces of equipment that are not in the vehicle replacement program and add these pieces of equipment to the vehicle replacement program once they are purchased. Project Costs: Carryover: $113,750 Operating Impact: Funding Source: Highway User Revenue Fund FY06-07: $0 FY 07-08: $240,000 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $395,000 $0 $24,000 $25,000 $26,000 $27,000 $356,000 Project Number: Project Name: 8208 / 69410 Project Description: Replace four pieces of equipment not in the vehicle replacement prog and add them to the VRP upon purchase. Also, purchase a new 3/4-ton pickup and a 3/4 ton pickup with service body. Project Costs: Carryover: $5,620 Operating Impact: Funding Source: Highway User Revenue Fund *Right of Way Maintenance Equip FY06-07: $30,000 FY 07-08: $226,500 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $157,206 $167,426 $172,713 $178,169 $974,302 Project Number: T051 / T0510 Project Name: Addl Street Maint. Crew - 6232 Project Description: Establish a new Street Maintenance crew in FY08 to maintain current service levels due to growth and purchase required equipment for use by the crew. This equipment will be added to the vehicle replacement program once they are purchased. Project Costs: Carryover: $0 Operating Impact: Funding Source: Highway User Revenue Fund FY06-07: $0 FY 07-08: $173,000 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $224,557 $233,467 $242,792 $252,551 $1,381,052 *Project includes carryover funding ** New Project 324 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Transit Bonds (68) / (2220) Project Name: 8611/8611 *Transit Total Transit Bonds Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $139,012 $0 $0 $0 $0 $0 $139,012 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 325 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Transit Bonds (68) / (2220) Category: 6% Project Number: 8611 / 8611 Project Name: *Transit Project Description: Funds will be used as a match for buses/vans grant funded projects. Project Costs: Carryover: $139,012 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 326 back to TOC 2007-2016 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 2007 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 2009. 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. Left & Below: Thunderbird Paseo Park at 51st Avenue & Cactus through 72nd Avenue & Greenway. Project 8521/70000 Thunderbird Paseo Park Develop. Above: Thunderbird Conservation Park is located at 59th Avenue & Pinnacle Peak Road. Project T163/T1630 Thunderbird Park Improvements. 327 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Open Space/Trails (35) / (2140) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $664,620 $0 $0 $0 $0 $3,022,960 $97,720 $0 $0 $0 $0 $0 8524/70002 Grand Canal Linear/Reg. Dev. $0 $0 $1,230,411 $892,720 $0 $4,929,466 8962/70005 West Valley Multi-Modal Corrid $0 $0 $0 $0 $0 $2,044,563 9605/70003 City-Wide Trails System $0 $0 $0 $0 $0 $19,355,305 8521/70000 *Thunderbird Paseo Park Develop 8523/70001 *Skunk Creek Linear Park 9609/70004 *Downtown Greenbelt $20,991 $0 $0 $0 $0 $0 T160/T1600 Equestrian Bridge $0 $0 $0 $107,280 $0 $0 T161/T1610 WARP - Trail System $0 $0 $0 $0 $0 $3,192,500 T162/T1620 **Land Aquisition $0 $0 $0 $0 $0 $5,000,000 T163/T1630 **Thunderbird Park Improvements $0 $0 $0 $0 $0 $10,149,500 $783,331 $0 $1,230,411 $1,000,000 $0 $47,694,294 Total Open Space/Trails Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 328 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Open Space/Trails (35) / (2140) Category: 20% Project Number: 8521 / 70000 Project Name: *Thunderbird Paseo Park Develop Project Description: Thunderbird Paseo Improvements. Project Costs: Carryover: $664,620 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $3,022,960 $0 $0 $0 $0 $0 $598,729 Project Number: Project Name: 8523 / 70001 Project Description: 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. Project Costs: Carryover: $97,720 Operating Impact: Funding Source: General Obligation Bonds *Skunk Creek Linear Park FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8524 / 70002 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). Future improvements from SR-101 to New River. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $1,230,411 FY 09-10: $892,720 FY10-11: $0 FY 12-16: $4,929,466 $0 $0 $107,500 $110,725 $114,047 $623,654 Project Number: 8962 / 70005 Project Name: West Valley Multi-Modal Corrid Project Description: Multi-Modal trail system along New River and Agua Fria River Corridor as per the M.A.G. West Valley Rivers Trails Plan. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,044,563 $0 $0 $0 $0 $0 $131,347 *Project includes carryover funding ** New Project 329 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Open Space/Trails (35) / (2140) Category: 20% Project Number: 9605 / 70003 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: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $19,355,305 $0 $0 $0 $0 $0 $1,118,705 Project Number: Project Name: 9609 / 70004 Project Description: Land acquisition and development of open space and boulevards in city center. Project Costs: Carryover: $20,991 Operating Impact: Funding Source: General Obligation Bonds *Downtown Greenbelt FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: T160 / T1600 Project Name: Equestrian Bridge Project Description: Equestrian Bridge to cross AZ Canal at identified location to link equestrian neighborhood to T-Bird Paseo & Sun Circle Trail. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $107,280 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $5,253 $5,415 $29,606 Project Number: T161 / T1610 Project Name: WARP - Trail System Project Description: Develop and enhance trail system in the Western Area Regional Park. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $3,192,500 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 330 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Open Space/Trails (35) / (2140) Category: 20% Project Number: T162 / T1620 Project Name: **Land Aquisition Project Description: Following the Parks and Recreation Master Plan and the Trails and Open Space Master Plan, acquire parcels that are needed for parks, open space, and trailheads in various locations that are identified throughout the City. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $5,000,000 $0 $0 $0 $0 $0 $0 T163 / T1630 Funding Source: General Obligation Bonds **Thunderbird Park Improvements To implement improvements to Thunderbird Conservation Park as identified in the 2006 Park Master Plan. FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $10,149,500 $0 $0 $0 $0 $0 $239,262 *Project includes carryover funding ** New Project 331 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Citywide Open Spaces (86) / (1520) Project Name: 9030/70451 **Equestrian Staging Area Total DIF-Citywide Open Spaces Project FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $487,226 $85,447 $85,447 $0 $0 $0 $487,226 $85,447 $85,447 $0 $0 $0 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 332 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Citywide Open Spaces (86) / (1520) Category: DIF Project Number: 9030 / 70451 Project Name: **Equestrian Staging Area Project Description: Design and develop a five to ten acre Equestrain Staging Area and park node along the Grand Canal Linear Park to meet growing service demands. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $487,226 FY 07-08: $85,447 FY 08-09: $85,447 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $118,270 $121,818 $125,473 $129,238 $706,720 *Project includes carryover funding ** New Project 333 back to TOC 2007-2016 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. Projects scheduled for FY 2007, include funding in Park Redevelopment to renovate older parks per the Parks & Recreation Commission and staff recommendation. Renovations include armadas, turf, irrigation, playgrounds, sports courts and ballfield, security lighting and landscaping. In FY 2007 DIF will be used to complete the development of Phase II of a 5-acre park at 63rd & Butler; 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: Construction of Foothills Recreation and Aquatic Center at 5600 W. Union Hills Drive is expected to be completed by the end of the summer. Project 8048/70504 Foothills Rec & Aquatics Ctr 334 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Park Bond Fund (36) / (2060) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $3,229,499 $0 $1,675,409 $0 $0 $18,308,124 8028/70502 71st & Orangewood Soccer Cmplx $0 $0 $0 $0 $0 $4,442,682 8030/70503 Rose Lane Rec. Center Developm $0 $0 $0 $0 $0 $13,130,860 $2,019,196 $0 $0 $0 $0 $656,697 $8,675 $165,698 $1,022,654 $0 $0 $788,125 8026/70500 *Parks Redevelopment 8048/70504 *Foothills Rec & Aquatics Ctr 8503/70506 *63rd & Northern Park Dev. 8504/70507 Rose Lane Pool Construction $0 $0 $0 $0 $0 $890,850 8505/70508 Murphy Park Improvements $0 $0 $0 $0 $0 $654,450 8510/70509 Manistee Ranch Development $0 $0 $0 $0 $0 $177,500 $295,525 $0 $517,250 $0 $0 $6,807,815 $0 $0 $0 $0 $0 $3,800,000 $149,094 $0 $513,063 $0 $0 $5,349,437 8525/70513 Bonsall Park Improvements $0 $0 $0 $0 $0 $1,786,500 8528/70514 O'Neil Center Expansion $0 $0 $0 $0 $0 $4,470,102 8530/70515 *T'Bird Park Improvements $240,758 $0 $205,500 $0 $0 $2,305,024 8531/70516 GCC Community Pool Rest. $0 $0 $0 $0 $0 $358,128 8532/70517 Cardinal Pool Restore $0 $0 $0 $0 $0 $331,476 8544/70518 Apollo Pool Restoration $0 $0 $253,823 $0 $0 $0 8545/70519 O'Neil Pool Restoration $0 $0 $0 $0 $0 $331,476 8550/70520 Sahuaro Ranch Park Improv. $0 $0 $3,178,500 $0 $0 $1,602,400 8923/70521 Indoor Multi-Sport/Acquatics $0 $0 $0 $0 $0 $26,914,725 8924/70522 Outdoor Multi-Sport Complex $0 $0 $0 $0 $0 $19,455,000 8928/70523 79th/Orangewood $0 $0 $755,837 $0 $0 $0 8931/70524 *Park Development-63rd/Maryland $149,232 $0 $0 $0 $0 $830,998 8935/70525 *Barnyard Additions $154,210 $0 $317,902 $0 $0 $0 8941/70526 *Soccer Lights $699,020 $0 $0 $0 $0 $2,593,251 8942/70527 West Area Pool $0 $0 $3,152,854 $0 $0 $3,154,876 8943/70528 Family Recreation Center- West $0 $0 $0 $0 $0 $15,120,000 8944/70529 Zero Depth Aquatic Features $0 $0 $0 $0 $0 $1,592,800 $79,018 $0 $0 $0 $0 $0 $0 $156,450 $822,250 $0 $0 $0 $5,335,528 $0 $0 $6,096,625 $0 $1,500,000 8949/70533 Parks Maint. Bldg. - North $0 $0 $0 $0 $0 $1,812,489 8950/70534 Parks Maint. Bldg. - West $0 $0 $0 $0 $0 $1,194,577 8954/70535 Paseo Raquet Center Park $0 $0 $0 $0 $0 $2,925,000 9001/70537 Outdoor Adventure Ctr. - West $0 $0 $0 $0 $0 $1,664,460 9137/70538 Park & Feature Fields $0 $0 $0 $0 $0 $9,298,125 8517/70510 *Park Enhancements 8518/70511 Land Acquisition 8519/70512 *Facilities Renovation 8946/70530 *Skating Park North 8947/70531 Sahuaro Ranch Visitor Ctr. 8948/70532 *Western Area Regional Park 335 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Park Bond Fund (36) / (2060) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $17,017 $0 $0 $0 $0 $0 T170/T1700 Sierra Verde Prk Eff & Irr Pmp $0 $0 $197,500 $0 $0 $0 T171/T1710 Adult Center Expansion $0 $0 $0 $0 $0 $5,405,504 T175/T1750 **Park & Feature Field-Phase 2 $0 $0 $0 $0 $0 $4,183,200 T176/T1760 **River Walk $0 $0 $0 $0 $0 $11,980,000 $12,376,772 $322,148 $12,612,542 $6,096,625 $0 $175,816,651 9138/70539 *Bonsall Lake Expansion Total Park Bond Fund Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 336 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 8026 / 70500 Project Name: *Parks Redevelopment Project Description: Parks Master Plan strategy to renovate older parks over the next ten years per P&R Commission and staff recommendation. Renovations include ramadas, turf, irrigation, playgrounds, sport courts and ballfield, security lighting and landscaping. Project Costs: Carryover: $1,590,874 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $1,638,625 FY 07-08: $0 FY 08-09: $1,675,409 FY 09-10: $0 FY10-11: $0 FY 12-16: $18,308,124 $50,522 $52,038 $53,599 $85,084 $87,636 $479,229 Project Number: Project Name: 8028 / 70502 Project Description: Phased development of a 40+ acre soccer field complex and community park. Project Costs: Funding Source: General Obligation Bonds 71st & Orangewood Soccer Cmplx Carryover: $0 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $4,442,682 $0 $0 $0 $0 $0 $2,959,628 Project Number: 8030 / 70503 Project Name: Rose Lane Rec. Center Developm Project Description: Conversion of existing recreation building into a multi-purpose recreation center. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $13,130,860 $0 $0 $0 $0 $0 $3,436,691 Project Number: 8048 / 70504 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: Carryover: $2,019,196 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $656,697 $1,897,411 $1,960,197 $2,019,005 $2,079,574 $2,141,963 $11,713,125 *Project includes carryover funding ** New Project 337 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 8503 / 70506 Project Name: *63rd & Northern Park Dev. Project Description: Community park includes playground, restroom, ramada, open turf area, parking, landscaping and meandering concrete path. Phase II includes parking expansion, looped concrete pathway/trail, native grass, landscaping and low flow crossing. Project Costs: Carryover: $8,675 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $165,698 FY 08-09: $1,022,654 FY 09-10: $0 FY10-11: $0 FY 12-16: $788,125 $0 $0 $119,552 $123,138 $126,832 $693,574 Project Number: Project Name: 8504 / 70507 Project Description: Replastering of the pools and deck restoration in FY14. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds Rose Lane Pool Construction FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $890,850 $0 $0 $0 $0 $0 $0 Project Number: 8505 / 70508 Project Name: Murphy Park Improvements Project Description: Improvements to the park to enhance city image and increase special events capacity. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $654,450 $0 $0 $0 $0 $0 $0 Project Number: 8510 / 70509 Project Name: Manistee Ranch Development Project Description: Park development and enhancements. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $177,500 $0 $0 $0 $0 $0 $11,250 *Project includes carryover funding ** New Project 338 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 8517 / 70510 Project Name: *Park Enhancements Project Description: Construct park improvements at existing park sites. Project Costs: Carryover: $295,525 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $517,250 FY 09-10: $0 FY10-11: $0 FY 12-16: $6,807,815 $5,489 $5,654 $13,201 $13,597 $14,005 $995,579 Project Number: Project Name: 8518 / 70511 Project Description: 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. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds Land Acquisition FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $3,800,000 $0 $0 $0 $0 $0 $25,000 Project Number: 8519 / 70512 Project Name: *Facilities Renovation Project Description: Restoration of existing sport courts, fields, parking, restrooms and park facilities. Project Costs: Carryover: $149,094 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $513,063 FY 09-10: $0 FY10-11: $0 FY 12-16: $5,349,437 $0 $0 $2,025 $2,086 $2,148 $11,748 Project Number: 8525 / 70513 Project Name: Bonsall Park Improvements Project Description: Future funding for community park and lake renovation. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,786,500 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 339 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 8528 / 70514 Project Name: O'Neil Center Expansion Project Description: Renovate and expand existing neighborhood recreation center. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $4,470,102 $0 $0 $0 $0 $0 $675,914 Project Number: Project Name: 8530 / 70515 Project Description: Enhancements to Thunderbird Conservation Park. Project Costs: Carryover: $240,758 Operating Impact: Funding Source: General Obligation Bonds *T'Bird Park Improvements FY06-07: $0 FY 07-08: $0 FY 08-09: $205,500 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,305,024 $0 $0 $0 $30,739 $31,662 $672,716 Project Number: 8531 / 70516 Project Name: GCC Community Pool Rest. Project Description: Replastering of the pool & deck restoration in FY14. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $358,128 $0 $0 $0 $0 $0 $0 Project Number: 8532 / 70517 Project Name: Cardinal Pool Restore Project Description: Replastering of the pool & deck restoration in FY13. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $331,476 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 340 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 8544 / 70518 Project Name: Apollo Pool Restoration Project Description: Replastering of the pool & deck restoration. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $253,823 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8545 / 70519 Project Description: Replastering of the pool, deck restoration and installation of new fencing in FY12. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds O'Neil Pool Restoration FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $331,476 $0 $0 $0 $0 $0 $0 Project Number: 8550 / 70520 Project Name: Sahuaro Ranch Park Improv. Project Description: Renovation of aging infrastructure and new amenities at this regional park. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $3,178,500 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,602,400 $0 $0 $59,396 $121,286 $124,924 $683,138 Project Number: 8923 / 70521 Project Name: Indoor Multi-Sport/Acquatics Project Description: This center is a Park Master Plan action strategy to provide sports complexes throughout the city. A multi-faceted recreation/aquatics center for the north/central portion of the city. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $26,914,725 $0 $0 $0 $0 $0 $7,871,440 *Project includes carryover funding ** New Project 341 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 8924 / 70522 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. Amenities may include sports fields and community center. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $19,455,000 $0 $0 $0 $0 $0 $2,757,871 Project Number: Project Name: 8928 / 70523 Project Description: Develop a neighborhood/school joint use park to serve one mile radius as per GESD and Parks and Recreation Master Plan. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds 79th/Orangewood FY06-07: $0 FY 07-08: $0 FY 08-09: $755,837 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8931 / 70524 Project Name: *Park Development-63rd/Maryland Project Description: Six-acre shared use park with Glendale Elementary School District at 63rd Avenue and Maryland. Project Costs: Carryover: $149,232 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $830,998 $0 $0 $0 $0 $0 $199,078 Project Number: 8935 / 70525 Project Name: *Barnyard Additions Project Description: Completion of a farm implement building, tractor/vehicle maintenance shed and additonal restrooms in Sahuaro Ranch Park. This facility will be used for housing museum collections and staging special events. Project Costs: Carryover: $154,210 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $317,902 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $18,250 $18,798 $19,361 $105,876 *Project includes carryover funding ** New Project 342 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 8941 / 70526 Project Name: *Soccer Lights Project Description: Installation of sports field and court lights. Project Costs: Carryover: $699,020 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,593,251 $53,332 $54,932 $56,581 $58,277 $60,026 $328,244 Project Number: Project Name: 8942 / 70527 Project Description: Construction of a new aquatic center to accomodate new area growth in the western section of the city. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds West Area Pool FY06-07: $0 FY 07-08: $0 FY 08-09: $3,152,854 FY 09-10: $0 FY10-11: $0 FY 12-16: $3,154,876 $0 $0 $0 $503,825 $518,090 $2,847,471 Project Number: 8943 / 70528 Project Name: Family Recreation Center- West Project Description: Construction of a family recreation center to provide gymnasium multi-purpose rooms, activity areas and exercise centers. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $15,120,000 $0 $0 $0 $0 $0 $5,087,075 Project Number: 8944 / 70529 Project Name: Zero Depth Aquatic Features Project Description: Install aquatic features/splash pad at O'Neil pool. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,592,800 $0 $0 $0 $0 $0 $624,938 *Project includes carryover funding ** New Project 343 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 8946 / 70530 Project Name: *Skating Park North Project Description: Construction of in-line hockey court and a specialized facility for skateboards. Project Costs: Carryover: $79,018 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8947 / 70531 Project Description: Construction of a 5,000 square foot visitor's center for Sahuaro Ranch Park and the historic site. Project Costs: Funding Source: General Obligation Bonds Sahuaro Ranch Visitor Ctr. Carryover: $0 Operating Impact: FY06-07: $0 FY 07-08: $156,450 FY 08-09: $822,250 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $225,564 $232,331 $0 $1,280,470 Project Number: 8948 / 70532 Project Name: *Western Area Regional Park Project Description: Phased development of an 88 acre regional park and municipal campus. Project Costs: Carryover: $5,335,528 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $6,096,625 FY10-11: $0 FY 12-16: $1,500,000 $65,634 $67,603 $205,228 $211,384 $1,192,138 $6,519,100 Project Number: 8949 / 70533 Project Name: Parks Maint. Bldg. - North Project Description: Construction of a parks maintenance building and vehicle/equipment yard. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,812,489 $0 $0 $0 $0 $0 $211,949 *Project includes carryover funding ** New Project 344 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 8950 / 70534 Project Name: Parks Maint. Bldg. - West Project Description: Construction of a parks maintenance area at Western Area Regional Park. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,194,577 $0 $0 $0 $0 $0 $208,363 Project Number: Project Name: 8954 / 70535 Project Description: Seating, shade structures, landscape, lighting, and facility improvements to Paseo Racquet Center ballfield complex. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds Paseo Raquet Center Park FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,925,000 $0 $0 $0 $0 $0 $0 Project Number: 9001 / 70537 Project Name: Outdoor Adventure Ctr. - West Project Description: Construction of outdoor adventure center/park to possibly include in-line skate/skate board court, climbing wall and BMX track. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,664,460 $0 $0 $0 $0 $0 $1,051,135 Project Number: 9137 / 70538 Project Name: Park & Feature Fields Project Description: The former Hickman site (17 acres) will be developed as sport fields to be used for youth and amateur sports and recreation facilities when not being used as overflow turf parking for Cardinals and special events. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $9,298,125 $0 $0 $0 $0 $0 $2,963,723 *Project includes carryover funding ** New Project 345 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: 9138 / 70539 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: $17,017 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: Sierra Verde Prk Eff & Irr Pmp Project Description: Pumphouse and equipment to pump effluent water from retention lake to park for park irrigation. Project Costs: Carryover: $0 Operating Impact: T170 / T1700 Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $197,500 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $22,670 $23,353 $0 $127,705 Project Number: T171 / T1710 Project Name: Adult Center Expansion Project Description: Improvements to the unfinished interior space on the 2nd level of the Adult Center. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $5,405,504 $0 $0 $0 $0 $0 $1,556,099 Project Number: T175 / T1750 Project Name: **Park & Feature Field-Phase 2 Project Description: The city & the AZSTA will develop a youth/amateur sports & recreational facility adjacent to the Cardinals Stadium to be used for sporting & recreation activities when not being used as overflow turf parking. This is the final phase of the project. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $4,183,200 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 346 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Park Bond Fund (36) / (2060) Category: 20% Project Number: T176 / T1760 Project Name: **River Walk Project Description: Develop a mixed use River Walk development on approximately 28 acres of land designated for Commercial Development that creates activity in and around the Cardinals Football Stadium and AZSTA Facility. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $11,980,000 $0 $0 $0 $0 $0 $6,135,795 *Project includes carryover funding ** New Project 347 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Citywide Parks (80) / (1460) Project Name: 8906/72503 **Park Enhancements - City Wide 8933/72500 *Park Development-71st/Orange Total DIF-Citywide Parks Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $888,258 $458,307 $460,690 $460,690 $460,690 $2,188,615 $1,536,763 $0 $0 $0 $0 $0 $2,425,021 $458,307 $460,690 $460,690 $460,690 $2,188,615 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 348 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Citywide Parks (80) / (1460) Category: DIF Project Number: 8906 / 72503 Project Name: **Park Enhancements - City Wide Project Description: Develop and update parks citywide to accommodate growth per Parks and Recreation Master Plan. Funding will be used to enhance various parks and facilities throughout the City including the Bethany Home Outfall Channel. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $888,258 FY 07-08: $458,307 FY 08-09: $460,690 FY 09-10: $460,690 FY10-11: $460,690 FY 12-16: $2,188,615 $0 $135,417 $191,480 $302,225 $518,293 $2,834,231 Project Number: Project Name: 8933 / 72500 Project Description: Phase II construction of multi-use football/soccer field complex and community park. Project Costs: Carryover: $476,328 Operating Impact: Funding Source: Development Impact Fees *Park Development-71st/Orange FY06-07: $1,060,435 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $41,758 $43,010 $44,300 $45,631 $249,523 *Project includes carryover funding ** New Project 349 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Citywide Rec Fac's (81) / (1480) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $380,170 $0 $0 $0 $0 $0 9594/72802 **Soccer Com - 71st & Orangewood $1,143,138 $248,371 $248,371 $0 $0 $0 Total DIF-Citywide Rec Fac's Projects: $248,371 $248,371 $0 $0 $0 9591/72800 *Soccer Field Complex $1,523,308 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 350 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Citywide Rec Fac's (81) / (1480) Category: DIF Project Number: 9591 / 72800 Project Name: *Soccer Field Complex Project Description: Phase I of soccer complex and community park. Project Costs: Carryover: $380,170 Operating Impact: Funding Source: Development Impact Fees FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9594 / 72802 Project Description: Phase II construction of lighted multi-use football/soccer complex at 71st Ave and Orangewood. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees **Soccer Com - 71st & Orangewood FY06-07: $1,143,138 FY 07-08: $248,371 FY 08-09: $248,371 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $374,861 $386,107 $397,691 $409,622 $2,239,978 *Project includes carryover funding ** New Project 351 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Park Dev Zone 1 (87) / (1540) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8955/73100 *87th Ave. - Missouri (Zone 1) $416,921 $0 $0 $0 $0 $0 8958/73103 **87th Ave and Missouri $290,064 $0 $0 $0 $0 $0 9031/73104 **79th Ave & Orangewood $379,205 $146,664 $146,664 $0 $0 $0 $1,086,190 $146,664 $146,664 $0 $0 $0 Total DIF-Park Dev Zone 1 Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 352 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 1 (87) / (1540) Category: DIF Project Number: 8955 / 73100 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: $416,921 Operating Impact: Funding Source: Development Impact Fees FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8958 / 73103 Project Description: Phased development of a 10-acre joint use park site with the Pendergast Elementary School District. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees **87th Ave and Missouri FY06-07: $290,064 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9031 / 73104 Project Name: **79th Ave & Orangewood Project Description: Phased development of a 10- acre neighborhood/school joint use park to serve one mile radius as per Parks and Recreation Master Plan. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $379,205 FY 07-08: $146,664 FY 08-09: $146,664 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $78,662 $81,022 $83,453 $85,956 $470,043 *Project includes carryover funding ** New Project 353 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Park Dev Zone 2 (88) / (1560) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8919/73400 Park Improvements/Enhance $134,447 $177,629 $177,629 $177,629 $0 $284,206 8932/73401 *63rd - Butler Park Dvlpt. (Z2) $812,073 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $976,727 $946,520 $177,629 $177,629 $177,629 $0 $1,260,933 8952/73402 69th Ave. - Diana (Zone 2) Total DIF-Park Dev Zone 2 Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 354 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 2 (88) / (1560) Category: DIF Project Number: 8919 / 73400 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: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $134,447 FY 07-08: $177,629 FY 08-09: $177,629 FY 09-10: $177,629 FY10-11: $0 FY 12-16: $284,206 $0 $16,599 $24,436 $32,674 $41,586 $251,366 Project Number: Project Name: 8932 / 73401 Project Description: Phase II of a 5 acre neighborhood park. Project Costs: Carryover: $623,341 Operating Impact: Funding Source: Development Impact Fees *63rd - Butler Park Dvlpt. (Z2) FY06-07: $188,732 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $27,278 $28,096 $28,939 $29,808 $30,702 $170,135 Project Number: 8952 / 73402 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: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $976,727 $0 $0 $0 $0 $0 $191,905 *Project includes carryover funding ** New Project 355 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Park Dev Zone 3 (93) / (1580) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8047/73700 *Park Enhancements/Ren $531,557 $38,901 $38,901 $38,901 $38,901 $194,504 Total DIF-Park Dev Zone 3 Projects: $531,557 $38,901 $38,901 $38,901 $38,901 $194,504 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 356 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 3 (93) / (1580) Category: DIF Project Number: 8047 / 73700 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: $492,656 Operating Impact: Funding Source: Development Impact Fees FY06-07: $38,901 FY 07-08: $38,901 FY 08-09: $38,901 FY 09-10: $38,901 FY10-11: $38,901 FY 12-16: $194,504 $2,820 $5,725 $8,716 $11,798 $14,972 $74,873 *Project includes carryover funding ** New Project 357 back to TOC 2007-2016 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 2008 and FY 2009. Library bonds will be used to fund the renovation and expansion of the Velma Teague Library in the last five years of the plan. Above: The Velma Teague Library will be relocating in the last five years of the CIP. Project T280/T2800 Velma Teague Library Right: Foothills Library has implemented an “Express Check Station” where citizens can check-out library material on their own. Glendale libraries will continue to implement and update this service. Project 9655/74002 Library Automation System. 358 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Library Bonds (64) / (2160) Project Name: 8099/74000 West Branch Library 9655/74002 *Library Automation System T280/T2800 Velma Teague Library Total Library Bonds Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $0 $0 $6,685,000 $0 $0 $0 $14,689 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,245,237 $14,689 $0 $6,685,000 $0 $0 $12,245,237 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 359 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Library Bonds (64) / (2160) Category: 6% Project Number: 8099 / 74000 Project Name: West Branch Library Project Description: Construction and purchase of library materials for a branch to serve the western portion of the city. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $6,685,000 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $59,890 $2,627,114 $2,705,927 $2,661,093 $15,393,423 Project Number: Project Name: 9655 / 74002 Project Description: Implement/update automation solutions needed to efficiently operate the library system. Project Costs: Carryover: $14,689 Operating Impact: Funding Source: General Obligation Bonds *Library Automation System FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: T280 / T2800 Project Name: 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 FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $12,245,237 $0 $0 $0 $0 $0 $2,038,241 *Project includes carryover funding ** New Project 360 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Library Buildings (29) / (1380) Project Name: 8076/74250 West Branch Library 8081/74251 *Expanded Library Auto Infrastr Total DIF-Library Buildings Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $0 $2,536,942 $0 $0 $0 $0 $142,755 $0 $0 $0 $0 $0 $142,755 $2,536,942 $0 $0 $0 $0 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 361 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Library Buildings (29) / (1380) Category: DIF Project Number: 8076 / 74250 Project Name: West Branch Library Project Description: Design and purhcase of Library materials and equipment for a branch library to serve the western portion of the City. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $0 FY 07-08: $2,536,942 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8081 / 74251 Project Description: Expanded automation infrastructure to support expansion of library services in the west area of Glendale. Project Costs: Carryover: $142,755 Operating Impact: Funding Source: Development Impact Fees *Expanded Library Auto Infrastr FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 362 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Library Books (44) / (1400) Project Name: 8082/74500 *Library Books/Population Growt Total DIF-Library Books Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $304,871 $0 $0 $0 $0 $0 $304,871 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 363 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Library Books (44) / (1400) Category: DIF Project Number: 8082 / 74500 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: $304,871 Operating Impact: Funding Source: Development Impact Fees FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 364 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Libraries (85) / (1500) Project Name: 8960/74750 West Branch Library/Books 8961/74751 *Library Books - Pop. Growth Total DIF-Libraries Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $0 $1,887,961 $0 $0 $0 $0 $1,572,807 $337,869 $385,340 $414,444 $444,394 $2,040,855 $1,572,807 $2,225,830 $385,340 $414,444 $444,394 $2,040,855 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 365 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Libraries (85) / (1500) Category: DIF Project Number: 8960 / 74750 Project Name: West Branch Library/Books Project Description: Construction and purchase of library materials for a branch library to serve the western portion of the City. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $0 FY 07-08: $1,887,961 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8961 / 74751 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 openning day collection of the West Branch Library. Project Costs: *Library Books - Pop. Growth Carryover: $1,263,409 Operating Impact: Funding Source: Development Impact Fees FY06-07: $309,398 FY 07-08: $337,869 FY 08-09: $385,340 FY 09-10: $414,444 FY10-11: $444,394 FY 12-16: $2,040,855 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 366 back to TOC 2007-2016 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 2007 carryover funds, Public Safety G. O. bonds and Municipal Property Corporation (MPC) bonds will be issued for the completion of the Emergency Operations Center and Phase 1 of the Public Safety Training facility. In FY 2007 Police Facilities Development Impact Fees will be used for the Public Safety Needs Assessment project to assess the downtown space facility needs for the police department. 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. Right: Phase I of the Public Safety Training Center is currently under construction at 11550 W. Glendale Avenue. Project 9421/75019 EOC/Training Facility Phase I Below: Fire Station 151 is being relocated, the vacant building will be used for fire equipment repair and storage. Project 8021/75000 Fire Station Relocation 367 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Public Safety (60) / (2040) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $4,972,006 $0 $0 $0 $0 $0 8023/75002 Hazardous Materials Vehicle $0 $0 $0 $275,000 $0 $0 9020/75024 800MHz Communications Equip. $0 $808,000 $0 $0 $0 $0 9021/75004 New Fire Station Construction $0 $0 $0 $0 $0 $9,585,997 9401/75005 PS Microwave Network $0 $0 $0 $0 $0 $7,000,000 8021/75000 Fire Station Relocation 9406/75010 911 System Upgrades $0 $0 $0 $0 $0 $200,000 9408/75012 *Police Digital Comm. System $590,396 $1,750,000 $500,000 $500,000 $0 $1,400,000 9412/75014 *Fire 800 MHz System $429,644 $0 $0 $0 $0 $0 9418/75017 Upgrade of Police Digital Comm $0 $0 $0 $0 $0 $21,000,000 9420/75018 Fingerprint Identification Sys $0 $0 $0 $0 $0 $500,000 $10,963,474 $0 $0 $0 $0 $0 $503,119 $950,254 $21,439,207 $0 $0 $0 $19,257 $0 $0 $0 $0 $0 9426/75025 Emergency Operations Center $0 $0 $0 $0 $0 $0 T252/T2520 Infor & Imaging Systems $0 $0 $0 $0 $0 $500,000 T255/T2550 EOD Total Containment Vessel $0 $0 $0 $0 $0 $300,000 T256/T2560 PS Security Upgrades $0 $0 $0 $0 $0 $2,700,000 T257/T2570 Tactical Vehicles/Events Van $0 $0 $0 $0 $0 $1,000,000 T258/T2580 Police Air Unit $0 $0 $0 $0 $0 $6,733,872 T259/T2590 Additional portable radios $0 $200,000 $0 $0 $0 $0 T260/T2600 Replace 2 Engine Pumpers $0 $0 $0 $0 $0 $1,505,050 T261/T2610 Replace 2 Engine Pumpers $0 $0 $0 $0 $0 $1,505,050 T262/T2620 New Police Station $0 $0 $0 $0 $0 $11,904,292 T266/T2660 Communications Van Repl $0 $0 $0 $0 $0 $2,000,000 T267/T2670 Fire Department Command Van $0 $0 $0 $0 $0 $962,347 T269/T2690 Fire Admin Relocation $0 $0 $0 $500,000 $0 $8,162,918 T441/T4410 Replace 2 Fire Engine Pumpers $0 $0 $0 $0 $0 $1,505,050 T442/T4420 Replace Fire Ladder Truck $0 $0 $0 $0 $0 $1,429,708 T443/T4430 Fire Ladder Truck & Tender $0 $0 $0 $0 $0 $2,673,293 T444/T4440 Replace 2 Fire Engine Pumpers $0 $0 $0 $0 $0 $1,505,050 $17,477,896 $3,708,254 $21,939,207 $1,275,000 $0 $84,072,627 9421/75019 *EOC/Training Facility Phase I 9423/75020 City Court Building 9425/75023 *Digital Comm Software Upgrade Total Public Safety Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 368 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Public Safety (60) / (2040) Category: 6% Project Number: 8021 / 75000 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: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $4,972,006 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $112,470 $117,778 $123,440 $115,385 $545,167 Project Number: Project Name: 8023 / 75002 Project Description: Replace the 13 year old support vehicle for the hazardous materials team. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds Hazardous Materials Vehicle FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $275,000 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $42,600 $232,955 Project Number: 9020 / 75024 Project Name: 800MHz Communications Equip. Project Description: Purchase 800MHz portable and mobile radios for the Phoenix Regional Wireless Network. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $808,000 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $207,450 $213,674 $220,084 $1,203,508 Project Number: 9021 / 75004 Project Name: New Fire Station Construction Project Description: Land purchase, site development, design, construction and furniture, fixtures and equipment for one new, 16,000 sqft., 4-bay fire station, with firefighter quarters for 18 personnel, office space and storage. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $9,585,997 $0 $0 $0 $0 $0 $2,218,883 *Project includes carryover funding ** New Project 369 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Public Safety (60) / (2040) Category: 6% Project Number: 9401 / 75005 Project Name: PS Microwave Network Project Description: Implement regional data base systems, network system, dispatch, police records managment system (crime reports), booking, property/evidence tracking. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $7,000,000 $0 $0 $0 $0 $0 $275,000 Project Number: Project Name: 9406 / 75010 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: $0 Operating Impact: Funding Source: General Obligation Bonds 911 System Upgrades FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $200,000 $0 $0 $0 $0 $0 $125,000 Project Number: 9408 / 75012 Project Name: *Police Digital Comm. System Project Description: Digital radio system enhancements, hardware and software. Project Costs: Carryover: $590,396 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $1,750,000 FY 08-09: $500,000 FY 09-10: $500,000 FY10-11: $0 FY 12-16: $1,400,000 $125,000 $128,750 $132,613 $136,591 $140,689 $769,343 Project Number: 9412 / 75014 Project Name: *Fire 800 MHz System Project Description: Upgrade Fire radio system to 800MHz to comply with FCC regulations. Project Costs: Carryover: $429,644 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 370 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Public Safety (60) / (2040) Category: 6% Project Number: 9418 / 75017 Project Name: Upgrade of Police Digital Comm Project Description: Replacement of digital voice communications system that is used by all city departments. This project will allow the city to own an antenna site and protect it from any future issues with rental or lease agreements. It will also provide revenue. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $21,000,000 $0 $0 $0 $0 $0 $280,000 Project Number: Project Name: 9420 / 75018 Project Description: Upgrade of the fingerprint identification system making it available at the various substations. This tool has been invaluable in solving cases and it will need to be replaced or updated every six years. Project Costs: Funding Source: General Obligation Bonds Fingerprint Identification Sys Carryover: $0 Operating Impact: FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $500,000 $0 $0 $0 $0 $0 $500,000 Project Number: 9421 / 75019 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: $10,963,474 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9423 / 75020 Project Name: City Court Building Project Description: The proposed new court facility is needed to meet service demands as the court caseload continues its steady growth, requiring additional facilities and staff. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $503,119 FY 07-08: $950,254 FY 08-09: $21,439,207 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $2,052,334 $2,182,802 $2,248,286 $12,294,547 *Project includes carryover funding ** New Project 371 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Public Safety (60) / (2040) Category: 6% Project Number: 9425 / 75023 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: Carryover: $19,257 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9426 / 75025 Project Description: Construction and Equipping of an EOC Emergency Operations Center. The request reflects Operating & Maintenance costs only. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds Emergency Operations Center FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $977,390 $1,093,634 $854,743 $880,388 $906,798 $4,958,740 Project Number: T252 / T2520 Project Name: Infor & Imaging Systems Project Description: 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. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $500,000 $0 $0 $0 $0 $0 $50,000 Project Number: T255 / T2550 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: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $300,000 $0 $0 $0 $0 $0 $35,000 *Project includes carryover funding ** New Project 372 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Public Safety (60) / (2040) Category: 6% Project Number: T256 / T2560 Project Name: PS Security Upgrades Project Description: A review of security issues at the city's police stations revealed a need to increase the security measures for all of the facilities. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,700,000 $0 $0 $0 $0 $0 $25,000 T257 / T2570 Funding Source: General Obligation Bonds Tactical Vehicles/Events Van Purchase two rescue/response vehicles and one events van. The rapid response vehicles will be used for civil disorder and tactical response. The vehicles will allow for the rapid deployment of personnel to these situations. FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,000,000 $0 $0 $0 $0 $0 $83,500 Project Number: T258 / T2580 Project Name: Police Air Unit Project Description: This project provides aerial surveillance, command and control, suspect apprehensions, and homeland security utilizing both fixed wing and helicopter aircraft. Construction of aircraft hangar and staff quarters. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $6,733,872 $0 $0 $0 $0 $0 $957,249 Project Number: T259 / T2590 Project Name: Additional portable radios Project Description: Additional portable radios and batteries available for critical events and interoperability capabilities with other jurisdictions. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $200,000 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $15,000 $15,450 $15,914 $0 $87,021 *Project includes carryover funding ** New Project 373 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Public Safety (60) / (2040) Category: 6% Project Number: T260 / T2600 Project Name: Replace 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: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,505,050 $0 $0 $0 $0 $0 $209,763 Project Number: Project Name: Replace 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: T261 / T2610 Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,505,050 $0 $0 $0 $0 $0 $209,763 Project Number: T262 / T2620 Project Name: New Police Station Project Description: The proposed substation would address the perceived growth within the strip-annexation area phase 1 & 2 of the loop 303 corridor. The substation would be located along the loop 303 corridor. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $11,904,292 $0 $0 $0 $0 $0 $460,595 Project Number: T266 / T2660 Project Name: Communications Van Repl Project Description: Replacement funds for interoperability command van purchased in fiscal year 04/05. This van is utilized as a mobile emergency operation center, back-up communications center and as a forward mobile command center. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,000,000 $0 $0 $0 $0 $0 $400,000 *Project includes carryover funding ** New Project 374 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Public Safety (60) / (2040) Category: 6% Project Number: T267 / T2670 Project Name: Fire Department Command Van Project Description: Purchase and equip a mobile command van for fire operations. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $962,347 $0 $0 $0 $0 $0 $122,387 T269 / T2690 Funding Source: General Obligation Bonds Fire Admin Relocation Land acquisition in FY 2010, and facility design and construction beginning in FY 2011, to relocate fire administration into a larger facility. FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $500,000 FY10-11: $0 FY 12-16: $8,162,918 $0 $0 $0 $0 $0 $162,774 Project Number: T441 / T4410 Project Name: Replace 2 Fire Engine Pumpers Project Description: Replace two fire engine pumpers per fire department 10-year plan. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,505,050 $0 $0 $0 $0 $0 $209,763 Project Number: T442 / T4420 Project Name: Replace Fire Ladder Truck Project Description: Replace 1 fire ladder truck per fire department 10-year plan. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,429,708 $0 $0 $0 $0 $0 $139,484 *Project includes carryover funding ** New Project 375 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Public Safety (60) / (2040) Category: 6% Project Number: T443 / T4430 Project Name: Fire Ladder Truck & Tender Project Description: Addition to Fleet: 1 fully equipped ladder truck and ladder tender vehicle for western Glendale protection, per fire department 10-year plan. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $2,673,293 $0 $0 $0 $0 $0 $2,110,566 Project Number: Project Name: Replace 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: T444 / T4440 Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,505,050 $0 $0 $0 $0 $0 $209,763 *Project includes carryover funding ** New Project 376 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Police Facilities (74) / (1440) Project Name: 8153/77301 **Public Safety Master Plan Total DIF-Police Facilities Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $500,000 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 377 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Police Facilities (74) / (1440) Category: DIF Project Number: 8153 / 77301 Project Name: **Public Safety Master Plan Project Description: A needs assessment study will be conducted for the Police Department. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $500,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 378 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Fire Protect Fac (53) / (1420) Project Name: 9032/77003 **Fire Station Relocation Total DIF-Fire Protect Fac Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $717,590 $0 $0 $0 $0 $0 $717,590 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 379 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-Fire Protect Fac (53) / (1420) Category: DIF Project Number: 9032 / 77003 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: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees FY06-07: $717,590 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 380 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Government Facilities GOVERNMENT FACILITIES The first phase of the Field Operations Complex was completed in 2006 and included an equipment management facility, new warehouse, tenant improvements to current space on site, and off-street improvements to Orangewood Avenue. An additional $39.2 million will be needed in later years for the second Phase of the Field Operations Complex. In FY 2012-16, funding of $10.0 million 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. Above & Right: Outside and inside of the Field Operations Complex, Phase II is scheduled to start in the last five years. Project 8563/77500 Operations Center Expansion. 381 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Government Facility (30) / (2080) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8563/77500 Operations Center Expansion $0 $0 $0 $0 $0 $39,193,220 8566/77501 City Office Building $0 $0 $0 $0 $0 $10,000,000 $0 $0 $0 $0 $0 $49,193,220 Total Government Facility Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 382 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Government Facility (30) / (2080) Category: 6% Project Number: 8563 / 77500 Project Name: Operations Center Expansion Project Description: Second phase of the Field Operations Complex renovation and includes construction of new Utilities and Street maintenance facilities, possible expansion of Warehouse, Sanitation and Dial a Ride offices and demolition of Spring City building. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $39,193,220 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8566 / 77501 Project Description: Purchase of an existing office building or construction of a new facility to supplement current office space for city operations. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds City Office Building FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $10,000,000 $0 $0 $0 $0 $0 $1,966,000 *Project includes carryover funding ** New Project 383 back to TOC 2007-2016 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 2007-2010 for the lease purchase of 5+ acres of land along Glendale Avenue for a Public Safety and City Court Complex. Above: City Hall will undergo a reconfiguration in the basement level and will also have a space study done. Project 8020/77751 City Hall Remodel & Space Stdy. 384 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-General Government (97) / (1620) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8020/77751 *City Hall Remodel & Space Stdy $116,770 $0 $0 $0 $0 $0 9422/77752 Land for City Court Building $576,288 $567,216 $558,144 $549,072 $0 $0 Total DIF-General Government Projects: $693,058 $567,216 $558,144 $549,072 $0 $0 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 385 back to TOC 2007-2016 Capital Improvement Project Detail Fund: DIF-General Government (97) / (1620) Category: DIF Project Number: 8020 / 77751 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: Carryover: $116,770 Operating Impact: Funding Source: Development Impact Fees FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9422 / 77752 Project Description: Lease payment (land) for a new 89,400 sq. ft. city court complex. Project Costs: Carryover: $0 Operating Impact: Funding Source: Development Impact Fees Land for City Court Building FY06-07: $576,288 FY 07-08: $567,216 FY 08-09: $558,144 FY 09-10: $549,072 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 386 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Sanitation SANITATION In FY 2007 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: Sanitation has a number of vehicles scheduled for replacement over the next 10 years including front-loader trucks, sideloader trucks and pick-up trucks. Loose trash pick up will be acquiring replacement rear-loader trucks, a new crew and a supervisor in FY 2008. Project 9634/78004 Loose Trash Equipment – 6280. 387 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Sanitation Fund (57) / (2480) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $370,676 $0 $0 $0 $0 $0 $14,354 $192,000 $50,000 $0 $236,000 $1,083,000 9632/78002 *Frontloader Trucks - 6271 $261,080 $273,000 $292,000 $624,000 $334,000 $1,705,000 9633/78003 *Sideload Refuse Trucks - 6272 $558,237 $1,112,000 $1,188,000 $1,272,000 $2,040,000 $10,019,000 9634/78004 *Loose Trash Equipment - 6280 $84,047 $556,000 $240,000 $0 $99,000 $2,558,000 $0 $0 $106,000 $0 $0 $80,000 $1,288,394 $2,133,000 $1,876,000 $1,896,000 $2,709,000 $15,445,000 9630/78000 *Capital Lease Purchases - 57 9631/78001 *Rolloff Trucks - 6269 T240/T2400 Repl Pickup Trucks -Sanitation Total Sanitation Fund Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 388 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Sanitation Fund (57) / (2480) Category: Other Project Number: 9630 / 78000 Project Name: *Capital Lease Purchases - 57 Project Description: Vehicle replacement in Sanitation. Project Costs: Carryover: $370,676 Operating Impact: Funding Source: Sanitation Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9631 / 78001 Project Description: Purchase of six rolloff trucks and containers over a 10-year period. Service life is projected to be 10 years. None of this equipment is in the city's vehicle replacement fund. Project Costs: Carryover: $14,354 Operating Impact: Funding Source: Sanitation Revenues *Rolloff Trucks - 6269 FY06-07: $0 FY 07-08: $192,000 FY 08-09: $50,000 FY 09-10: $0 FY10-11: $236,000 FY 12-16: $1,083,000 $0 $102,600 $105,678 $108,848 $112,114 $613,084 Project Number: 9632 / 78002 Project Name: *Frontloader Trucks - 6271 Project Description: Replacement of 10 frontload trucks and replacement of one commercial sideload truck over a 10-year period that will have reached the end of their service life. Service life is projected to be 9 years. These are not in the vehicle replacement fund. Project Costs: Carryover: $6,080 Operating Impact: Funding Source: Sanitation Revenues FY06-07: $255,000 FY 07-08: $273,000 FY 08-09: $292,000 FY 09-10: $624,000 FY10-11: $334,000 FY 12-16: $1,705,000 $0 $0 $0 $0 $0 $0 Project Number: 9633 / 78003 Project Name: *Sideload Refuse Trucks - 6272 Project Description: Replacement of 40 automated sideload refuse trucks over a 10-year period and adding five additional trucks due to growth. Service life is projected to be approx 9 years for newly purchased equipment. These are not in the vehicle replacement fund. Project Costs: Carryover: $38,237 Operating Impact: Funding Source: Sanitation Revenues FY06-07: $520,000 FY 07-08: $1,112,000 FY 08-09: $1,188,000 FY 09-10: $1,272,000 FY10-11: $2,040,000 FY 12-16: $10,019,000 $102,494 $105,569 $217,504 $224,029 $346,075 $2,666,516 *Project includes carryover funding ** New Project 389 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Sanitation Fund (57) / (2480) Category: Other Project Number: 9634 / 78004 Project Name: *Loose Trash Equipment - 6280 Project Description: Replacement of Loose Trash rearload trucks and tractors that have reached the end of their service life. Service life is projected to be approx 10 yrs for rearloaders and 8 years for tractors. Addition of a new crew and supervisor in FY08. Project Costs: Carryover: $8,547 Operating Impact: Funding Source: Sanitation Revenues FY06-07: $75,500 FY 07-08: $556,000 FY 08-09: $240,000 FY 09-10: $0 FY10-11: $99,000 FY 12-16: $2,558,000 $0 $355,925 $366,603 $377,601 $388,929 $2,126,822 Project Number: Project Name: Repl Pickup Trucks -Sanitation Project Description: These pickups will replace aging existing pickup trucks. Project Costs: Carryover: $0 Operating Impact: T240 / T2400 Funding Source: Sanitation Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $106,000 FY 09-10: $0 FY10-11: $0 FY 12-16: $80,000 $0 $0 $13,250 $13,648 $14,057 $92,928 *Project includes carryover funding ** New Project 390 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Landfill LANDFILL In FY 2007, the Landfill will replace a fuel tanker and landfill compactors that have reached the end of their serviceable life. Also, the Landfill will continue 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. Above: Various vehicles & equipment associated with the landfill are scheduled for replacement in the first five years of the CIP. 391 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Landfill (55) / (2440) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8034/78500 Bioractor Project $0 $0 $0 $0 $0 $1,264,693 8037/78502 Landfill Screening Berm $0 $0 $715,450 $0 $0 $0 8038/78503 Landfill Closure (South) $0 $0 $0 $0 $334,080 $7,080,670 8044/78505 Landfill Liner Installation $0 $0 $204,953 $4,796,468 $4,796,468 $0 8083/78506 Landfill Repl Pickup Truck $0 $0 $73,503 $0 $0 $90,044 8141/78508 *Landfill Stormwater Drain $88,782 $74,015 $76,236 $78,525 $80,880 $429,310 8142/78509 *MRF Forklifts $24,720 $25,641 $26,225 $27,012 $27,822 $152,142 8143/78510 *MRF Replacement Vehicles $24,444 $0 $0 $0 $0 $0 8144/78511 Landfill Compactor Replacement $850,000 $0 $902,000 $0 $0 $1,077,000 8145/78512 Fuel Tanker Replacement $220,000 $0 $0 $0 $0 $0 8146/78513 **Fiber Optics Installation $272,750 $0 $0 $0 $0 $0 $25,000 $0 $81,000 $87,000 $0 $40,000 9604/78507 Landfill Soil Excavation $0 $0 $8,085,667 $0 $0 $0 T232/T2320 Landfill Bulldozers Replacemen $0 $0 $746,000 $0 $0 $1,200,000 T235/T2350 Landfill Water Pull Tractor Re $0 $0 $0 $0 $535,000 $0 T236/T2360 Landfill Motorgrader Replaceme $0 $0 $0 $0 $260,000 $0 T237/T2370 Landfill Auger Scraper Replace $0 $0 $0 $0 $0 $1,415,000 T238/T2380 MRF Roll-Off Trucks Repalcemen $0 $192,261 $0 $220,091 $0 $0 T420/T4200 MRF Loader Replacement $0 $0 $425,000 $0 $0 $0 $1,505,696 $291,917 $11,336,034 $5,209,096 $6,034,250 $12,748,859 8147/78514 Inspector Trucks-6273 Total Landfill Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 392 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Landfill (55) / (2440) Category: Other Project Number: 8034 / 78500 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: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,264,693 $0 $0 $0 $0 $0 $125,000 Project Number: Project Name: 8037 / 78502 Project Description: Design, construction and landscaping of screening berms along east boundary of north landfill expansion area. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues Landfill Screening Berm FY06-07: $0 FY 07-08: $0 FY 08-09: $715,450 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8038 / 78503 Project Name: Landfill Closure (South) Project Description: 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 10-11. Closure will take place during FY 1112. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $334,080 FY 12-16: $7,080,670 $0 $0 $0 $0 $0 $900,000 Project Number: 8044 / 78505 Project Name: Landfill Liner Installation Project Description: This project is required for the development of the northern portion of the landfill and includes installation of liner and leachate collection system. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $204,953 FY 09-10: $4,796,468 FY10-11: $4,796,468 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 393 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Landfill (55) / (2440) Category: Other Project Number: 8083 / 78506 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: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $73,503 FY 09-10: $0 FY10-11: $0 FY 12-16: $90,044 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8141 / 78508 Project Description: Construction of stormwater diversion devices to protect landfill cover erosion as landfill is being developed. Project Costs: Carryover: $16,922 Operating Impact: Funding Source: Landfill Revenues *Landfill Stormwater Drain FY06-07: $71,860 FY 07-08: $74,015 FY 08-09: $76,236 FY 09-10: $78,525 FY10-11: $80,880 FY 12-16: $429,310 $0 $0 $0 $0 $0 $0 Project Number: 8142 / 78509 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: Carryover: $24,720 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $25,641 FY 08-09: $26,225 FY 09-10: $27,012 FY10-11: $27,822 FY 12-16: $152,142 $0 $0 $0 $0 $0 $0 Project Number: 8143 / 78510 Project Name: *MRF Replacement Vehicles Project Description: Replacement of pickup truck that will reach the end of its servicable life in FY 06-07. Project Costs: Carryover: $3,044 Operating Impact: Funding Source: Landfill Revenues FY06-07: $21,400 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 394 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Landfill (55) / (2440) Category: Other Project Number: 8144 / 78511 Project Name: Landfill Compactor Replacement Project Description: Replacement of landfill compactors that will reach the end of their serviceable life in FY 06-07, FY 08-09 and FY 13-14. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $850,000 FY 07-08: $0 FY 08-09: $902,000 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,077,000 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8145 / 78512 Project Description: Replacement of a fuel tanker that will reach the end of its serviceable life in FY 06-07. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues Fuel Tanker Replacement FY06-07: $220,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8146 / 78513 Project Name: **Fiber Optics Installation Project Description: Joint project with Public Safety Training Facility and Western Area Water Reclamation Facility to provide fiber optics communication line to the respective facilities. This will provide more reliable and higher speed computer network connections. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $272,750 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8147 / 78514 Project Name: Inspector Trucks-6273 Project Description: Sanitation inspectors enforce that the regulations related to refuse collection, recycling collection and loose trash services are followed. They contact residents to respond to questions and to educate residents on proper procedures for services. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $25,000 FY 07-08: $0 FY 08-09: $81,000 FY 09-10: $87,000 FY10-11: $0 FY 12-16: $40,000 $65,353 $69,545 $106,229 $203,537 $213,595 $1,198,228 *Project includes carryover funding ** New Project 395 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Landfill (55) / (2440) Category: Other Project Number: 9604 / 78507 Project Name: Landfill Soil Excavation Project Description: Excavation of north expansion area to prepare for future cell development. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $8,085,667 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 T232 / T2320 Funding Source: Landfill Revenues Landfill Bulldozers Replacemen 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). FY06-07: $0 FY 07-08: $0 FY 08-09: $746,000 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,200,000 $0 $0 $0 $0 $0 $0 Project Number: T235 / T2350 Project Name: Landfill Water Pull Tractor Re Project Description: Replacement of water pull tractor that will reach the end of its serviceable life in FY 10-11. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $535,000 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: T236 / T2360 Project Name: Landfill Motorgrader Replaceme Project Description: Replacement of motorgrader that will reach the end of its serviceable life in FY 10-11. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $260,000 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 396 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Landfill (55) / (2440) Category: Other Project Number: T237 / T2370 Project Name: Landfill Auger Scraper Replace Project Description: Replacement of auger scraper that will reach the end of its serviceable life in FY 12-13. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,415,000 $0 $0 $0 $0 $0 $0 T238 / T2380 Funding Source: Landfill Revenues MRF Roll-Off Trucks Repalcemen Replacement of two roll-off trucks that will reach the end of their serviceable life in FY 07-08 and FY 09-10. FY06-07: $0 FY 07-08: $192,261 FY 08-09: $0 FY 09-10: $220,091 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: T420 / T4200 Project Name: MRF Loader Replacement Project Description: Replacement of loader used to move recyclables from truck tipping floor to Materials Recovery Facility processing line. Project Costs: Carryover: $0 Operating Impact: Funding Source: Landfill Revenues FY06-07: $0 FY 07-08: $0 FY 08-09: $425,000 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 397 back to TOC 2007-2016 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. Carryover will continue in FY 2007 for 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. 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. Top: Entrance to main terminal at the Glendale Municipal Airport Above: Flying lessons are available at the airport Right: The control tower will get upgraded equipment in FY 2008. Project 8084/79503 Airport - Tower & Radio Upgrad. 398 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Airport Capital (34) / (2120) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $138,653 $0 $0 $0 $0 $0 8084/79503 Airport - Tower & Radio Upgrad $0 $160,608 $0 $0 $0 $0 8086/79505 *Airport - Eastside Access Road $1,880,852 $0 $0 $0 $0 $0 $208,210 $0 $0 $0 $0 $0 $0 $1,218,750 $0 $0 $0 $0 $2,227,715 $1,379,358 $0 $0 $0 $0 8071/79502 *Replace Airport Fencing 8188/79508 Eastside Utilities T141/T1410 Airport-Runway/Taxiway Asph. Total Airport Capital Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 399 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Airport Capital (34) / (2120) Project Number: 8071 / 79502 Project Name: *Replace Airport Fencing Project Description: Replace airport fencing Project Costs: Carryover: $138,653 Operating Impact: Category: Other Funding Source: Grants/City Match FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8084 / 79503 Project Description: Purchase new airport tower radios that will increase safety and reduce maintenance costs. Project Costs: Funding Source: Grants/City Match Airport - Tower & Radio Upgrad Carryover: $0 Operating Impact: FY06-07: $0 FY 07-08: $160,608 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8086 / 79505 Project Name: *Airport - Eastside Access Road Project Description: Design and construct the street improvements along the eastside of the Glendale Airport. This will provide auto access to eastside business park. Project Costs: Carryover: $1,880,852 Operating Impact: Funding Source: Grants/City Match FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8188 / 79508 Project Name: Eastside Utilities Project Description: Design utilities on the eastside of the Glendale airport for airport development. Fund 33 local match available. Project Costs: Carryover: $0 Operating Impact: Funding Source: Grants/City Match FY06-07: $208,210 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 400 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Airport Capital (34) / (2120) Category: Other Project Number: T141 / T1410 Project Name: Airport-Runway/Taxiway Asph. 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. Local matching funds available from Fund 33. Project Costs: Carryover: $0 Operating Impact: Funding Source: Grants/City Match FY06-07: $0 FY 07-08: $1,218,750 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 401 back to TOC 2007-2016 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 CIP Grant Reserve Appropriation represents a contingency appropriation for unanticipated grant opportunities that may arise during the fiscal year. Above: Skunk Creek Rd bridge at 57th Avenue. Project 8049/80012 Bike & Ped/Skunk Creek @BellRd 402 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Other Grants (47) / (1840) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $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 8062/80002 *83rd&87th Bethany Hm Trans-Cnl $90,000 $0 $0 $0 $0 $0 8066/80003 *Glendale Sports Facilities ITS $48,729 $0 $0 $0 $0 $0 8067/80004 *Bell Road ITS Design $68,114 $0 $0 $0 $0 $0 8068/80014 *Purchase of ITS Trailers 8049/80012 *Bike & Ped/Skunk Creek @BellRd 8059/80013 Grant Funds - Capital Projects $22,196 $0 $0 $0 $0 $0 8588/80007 *Grand Canal Trail Renovation $9,781 $0 $0 $0 $0 $0 9584/80008 *Catlin Court Alley Beautificat $565,018 $0 $0 $0 $0 $0 $3,279,938 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 Total Other Grants Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 403 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Other Grants (47) / (1840) Category: Other Project Number: 8049 / 80012 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: $476,100 Operating Impact: Funding Source: Grants FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8059 / 80013 Project Description: This represents a contingency appropriation amount for unanticipated grant opportunities that may arise during the fiscal year. Project Costs: Carryover: $0 Operating Impact: Funding Source: Grants Grant Funds - Capital Projects FY06-07: $2,000,000 FY 07-08: $2,000,000 FY 08-09: $2,000,000 FY 09-10: $2,000,000 FY10-11: $2,000,000 FY 12-16: $10,000,000 $0 $0 $0 $0 $0 $0 Project Number: 8062 / 80002 Project Name: *83rd&87th Bethany Hm Trans-Cnl Project Description: Grant funded project for Bethany Home Canal. Project Costs: Carryover: $90,000 Operating Impact: Funding Source: Grants FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8066 / 80003 Project Name: *Glendale Sports Facilities ITS Project Description: Provide the foundation for facilitating event traffic from the arena and stadium. Project Costs: Carryover: $48,729 Operating Impact: Funding Source: Grants FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 404 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Other Grants (47) / (1840) Category: Other Project Number: 8067 / 80004 Project Name: *Bell Road ITS Design Project Description: Intelligent transportation system for Bell Road. Project Costs: Carryover: $68,114 Operating Impact: Funding Source: Grants FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8068 / 80014 Project Description: Purchase of trailers that will be used by Intelligent Transportation System staff. Project Costs: Carryover: $22,196 Operating Impact: Funding Source: Grants *Purchase of ITS Trailers FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8588 / 80007 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: Carryover: $9,781 Operating Impact: Funding Source: Grants FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9584 / 80008 Project Name: *Catlin Court Alley Beautificat Project Description: 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. Project Costs: Carryover: $565,018 Operating Impact: Funding Source: Grants FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 405 back to TOC 2007-2016 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 last five years. Also slated for the last five years, is a project to establish capital for the acquisition and restoration of historic properties to act as a catalyst for historic preservation in the city. The Downtown Campus project will be completed in early FY 2007. 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. Right & Above: The Glendale Civic Center and Civic Center Annex are part of the Downtown Campus. Project 8872/84302 Downtown Campus. 406 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Cultural Facility (28) / (2130) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8870/84300 Cultural Arts Facility $0 $0 $0 $0 $0 $16,567,034 8871/84301 Acq/Rest. Of Historic Prop. $0 $0 $0 $0 $0 $4,990,939 $474,232 $0 $0 $0 $0 $0 $474,232 $0 $0 $0 $0 $21,557,973 8872/84302 *Downtown Campus Total Cultural Facility Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 407 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Cultural Facility (28) / (2130) Category: 6% Project Number: 8870 / 84300 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. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $16,567,034 $0 $0 $0 $0 $0 $1,580,597 Project Number: Project Name: 8871 / 84301 Project Description: 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. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds Acq/Rest. Of Historic Prop. FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $4,990,939 $0 $0 $0 $0 $0 $40,000 Project Number: 8872 / 84302 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: $474,232 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 408 back to TOC 2007-2016 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. In FY 2007 new projects resulting from recent development agreements have been added to a new fund – Fund 95: General Fund Revenue Obligations. It is anticipated that the debt service on these obligations would be paid by city sales tax receipts generated by specific projects that benefit from the capital improvements, such as the Cabela’s development. Until the revenues are generated, the General Fund operating budget will cover those debt service costs. Above: Infrastructure improvements are needed for the area around Cabela’s. Project 8220/85000 Cabela's Retail. Right: Infrastructure improvements have been made to spur development in Zanjero like Courtney Vista Apartments. Project 8221/85001 Zanjero Improvements. 409 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Economic Development (32) / (2100) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 9600/84400 *Downtown Land Acquisition $535,221 $0 $0 $1,000,000 $0 $20,000,000 9606/84401 Redevelopment Land Acquist. $0 $0 $0 $0 $0 $25,000,000 9607/84402 Bus. Pk. Infrastructure $0 $0 $0 $0 $0 $20,000,000 T133/T1330 **Auto Dlr retention/relocation $0 $0 $0 $0 $0 $20,000,000 $535,221 $0 $0 $1,000,000 $0 $85,000,000 Total Economic Development Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 410 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Economic Development (32) / (2100) Category: 6% Project Number: 9600 / 84400 Project Name: *Downtown Land Acquisition Project Description: Purchase of land in the downtown area which can be used to provide assistance to different types of businesses and establishments to locate in the downtown redevelopment area and to begin implementation of the City Center Master Plan. Project Costs: Carryover: $535,221 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $1,000,000 FY10-11: $0 FY 12-16: $20,000,000 $0 $0 $0 $2,251 $2,311 $20,000 Project Number: Project Name: 9606 / 84401 Project Description: Acquisition of land to promote quality development and redevelopment citywide. This includes older and underperforming properties that could be acquired, sites prepared & redeveloped with private sector partners, generating revenues for the city. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds Redevelopment Land Acquist. FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $25,000,000 $0 $0 $0 $0 $0 $20,000 Project Number: 9607 / 84402 Project Name: Bus. Pk. Infrastructure Project Description: Acquisition, development & infrastructure costs to build business and commercial parks as sites for relocation of industrial users from downtown & other incompatible areas. Includes assistance with relocation costs & feasibility studies. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $20,000,000 $0 $0 $0 $0 $0 $27,342 Project Number: T133 / T1330 Project Name: **Auto Dlr retention/relocation Project Description: Includes costs of appraisals, site characteristics studies, acquisition of properties, surplus site preparation, and business relocation costs to encourage auto dealers to move to new auto mall location in the city. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $20,000,000 $0 $0 $0 $0 $0 $30,000 *Project includes carryover funding ** New Project 411 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: G.F. Revenue Oblgs (95) / (1270) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8220/85000 *Cabela's Retail $2,350,194 $0 $0 $0 $0 $0 8221/85001 *Zanjero Improvements $2,470,223 $0 $0 $0 $0 $0 8224/85005 **Convention Center $25,233,667 $0 $0 $0 $0 $0 8225/85006 **Parking Structure $11,415,230 $0 $0 $0 $0 $0 8226/85007 **Media Center/Cable Studio $23,431,263 $0 $0 $0 $0 $0 8227/85004 Training Facility Phase I $25,206,567 $0 $0 $0 $0 $60,768,085 $500,000 $3,000,000 $9,000,000 $5,000,000 $0 $6,272,000 $2,500,000 $2,000,000 $2,000,000 $7,500,000 $0 $36,000,000 $93,107,144 $5,000,000 $11,000,000 $12,500,000 $0 $103,040,085 8228/85008 **Loop 303 Infrastructure 8229/85009 **New Development Infrastructure Total G.F. Revenue Oblgs Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 412 back to TOC 2007-2016 Capital Improvement Project Detail Fund: G.F. Revenue Oblgs (95) / (1270) Category: Other Project Number: 8220 / 85000 Project Name: *Cabela's Retail Project Description: This project includes 29 acres of land, public amenities and infrastructure improvements (water, sewer, streets, lighting, sidewalks, right of way and landscaping). Cabela's will lease the land from the City. Project Costs: Carryover: $2,350,194 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8221 / 85001 Project Description: This project includes infrastructure improvements (water, sewer, streets, lighting, sidewalks, right of way and landscaping) for Zanjero a planned area development. The roadway improvements will provide the backbone infrastructure for Zanjero and help promote future economic development activity. Project Costs: *Zanjero Improvements Carryover: $2,470,223 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8224 / 85005 Project Name: **Convention Center Project Description: In conjunction with the Renaissance Hotel & Spa the city of Glendale will develop a conference center/media center, cable studio, and parking structure at Westgate. This CIP request is for costs associated with the conference center. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $25,233,667 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $1,116,225 $3,887,935 $4,004,573 $4,124,712 $4,248,451 $23,232,274 Project Number: 8225 / 85006 Project Name: **Parking Structure Project Description: In conjunction with the Renaissance Hotel & Spa the city of Glendale will develop a conference center/media center, cable studio, and parking structure at Westgate. This CIP request is for costs associated with the parking structure. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $11,415,230 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 413 back to TOC 2007-2016 Capital Improvement Project Detail Fund: G.F. Revenue Oblgs (95) / (1270) Category: Other Project Number: 8226 / 85007 Project Name: **Media Center/Cable Studio Project Description: In conjunction with the Renaissance Hotel & Spa the city of Glendale will develop a conference center/media center, cable studio, and parking structure at Westgate. This CIP request is for costs associated with the media center and cable studio. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $23,431,263 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8227 / 85004 Project Description: 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: $0 Operating Impact: Funding Source: General Fund Training Facility Phase I FY06-07: $25,206,567 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $60,768,085 $349,546 $2,900,799 $2,397,886 $2,501,200 $2,610,751 $14,276,661 Project Number: 8228 / 85008 Project Name: **Loop 303 Infrastructure Project Description: Per Dev Agreement, city is responsible for up to $10 million in infrastructure improvements for the 105 acre auto mall at 303 & Peoria w/in 2 years. Add'l infrastructure assistance will also be needed to encourage other development along the 303. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $500,000 FY 07-08: $3,000,000 FY 08-09: $9,000,000 FY 09-10: $5,000,000 FY10-11: $0 FY 12-16: $6,272,000 $0 $11,900 $12,257 $12,625 $13,003 $71,108 Project Number: 8229 / 85009 Project Name: **New Development Infrastructure Project Description: Funding to provide new infrastructure to recruit and encourage new high quality private development to the city. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $2,500,000 FY 07-08: $2,000,000 FY 08-09: $2,000,000 FY 09-10: $7,500,000 FY10-11: $0 FY 12-16: $36,000,000 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 414 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Flood Control FLOOD CONTROL Flood Control Bonds will finance CIP flood control projects. Carryover projects include the completion of several storm drains along Bethany Home – 75th to 83rd Avenues and drainage channel improvements along the Bethany Home Road alignment and adjacent to the Grand Canal. Additional funding in FY 2007 has been slated for the completion of storm drains along 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 2007 through FY 2012-16. Above: Skunk Creek – West of 51st Avenue Alignment. 415 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Flood Control Bonds (65) / (2180) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $2,180,451 $1,571,955 $1,571,955 $2,569,623 $0 $0 8013/79001 Bethany Home 58th - 51st $0 $0 $0 $0 $0 $3,473,550 8014/79002 67th Ave/Peoria to ACDC 8012/79000 *Bethany Home Outfall Channel $208,700 $3,076,890 $192,261 $0 $0 $0 9111/79003 *59th Ave. Brown to Olive $1,282,250 $0 $0 $0 $0 $0 9127/79004 *Local Drainage Problems $551,098 $107,905 $107,905 $107,905 $0 $745,181 9300/79010 *Storm Water Master Plan $521,250 $0 $0 $0 $0 $1,211,000 9302/79005 *Collector Drains $130,776 $529,750 $0 $529,750 $0 $3,103,500 9306/79006 *AZDES Permit $385,399 $150,988 $156,125 $159,263 $164,400 $832,000 9307/79007 Greenway Drain - 53rd to 71st $0 $0 $0 $0 $0 $3,293,159 9308/79008 *Northern Drain - 45th to 63rd $5,105,975 $0 $0 $0 $0 $0 9311/79009 *Bethany Home - 75th to 83rd Av $3,230,604 $0 $0 $0 $0 $0 T290/T2900 Bethany Home, 75th-67th (SD) $0 $0 $50,907 $5,313,093 $0 $0 T291/T2910 Bethany Home, 67th-58th (SD) $0 $0 $0 $50,925 $0 $4,617,998 $13,596,503 $5,437,488 $2,079,153 $8,730,559 $164,400 $17,276,388 Total Flood Control Bonds Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 416 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Flood Control Bonds (65) / (2180) Category: 20% Project Number: 8012 / 79000 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) schedule. Project Costs: Carryover: $608,496 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $1,571,955 FY 07-08: $1,571,955 FY 08-09: $1,571,955 FY 09-10: $2,569,623 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8013 / 79001 Project Description: Construct a storm drain on Bethany Home - 58th to 51st including mainline pipe, catch basins, and appurtanances. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds Bethany Home 58th - 51st FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $3,473,550 $0 $0 $0 $0 $0 $0 Project Number: 8014 / 79002 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: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $208,700 FY 07-08: $3,076,890 FY 08-09: $192,261 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9111 / 79003 Project Name: *59th Ave. Brown to Olive Project Description: Construct a storm drain on 59th Avenue from Olive to Brown. Construction to be constructed concurrent Transportation Sales Tax project on 59th Avenue. Project Costs: Carryover: $157,575 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $1,124,675 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 417 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Flood Control Bonds (65) / (2180) Category: 20% Project Number: 9127 / 79004 Project Name: *Local Drainage Problems Project Description: Construct storm drain improvements to mitigate drainage or flooding problems. Project Costs: Carryover: $443,193 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $107,905 FY 07-08: $107,905 FY 08-09: $107,905 FY 09-10: $107,905 FY10-11: $0 FY 12-16: $745,181 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9300 / 79010 Project Description: Citywide stormwater master plan to determine adequacy of existing facilities and prioritize new facilities. Project Costs: Carryover: $521,250 Operating Impact: Funding Source: General Obligation Bonds *Storm Water Master Plan FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,211,000 $0 $0 $0 $0 $0 $0 Project Number: 9302 / 79005 Project Name: *Collector Drains Project Description: Construct storm drain improvements on collector streets or to mitigate drainage and flooding problems. Project Costs: Carryover: $130,776 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $529,750 FY 08-09: $0 FY 09-10: $529,750 FY10-11: $0 FY 12-16: $3,103,500 $0 $0 $0 $0 $0 $0 Project Number: 9306 / 79006 Project Name: *AZDES Permit Project Description: Conform to the requirements of the Arizona Dept. of Environmental Quality (ADEQ) permit requirements. Project Costs: Carryover: $223,611 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $161,788 FY 07-08: $150,988 FY 08-09: $156,125 FY 09-10: $159,263 FY10-11: $164,400 FY 12-16: $832,000 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 418 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Flood Control Bonds (65) / (2180) Category: 20% Project Number: 9307 / 79007 Project Name: Greenway Drain - 53rd to 71st Project Description: Construct a storm drain on Greenway Road from 67th to 53rd Avenue. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $3,293,159 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 9308 / 79008 Project Description: Construct a storm drain in Northern Avenue from the basin at 63rd Avenue to approximately 45th Avenue. Project Costs: Funding Source: General Obligation Bonds *Northern Drain - 45th to 63rd Carryover: $478,325 Operating Impact: FY06-07: $4,627,650 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 9311 / 79009 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. Project Costs: Carryover: $3,230,604 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: T290 / T2900 Project Name: Bethany Home, 75th-67th (SD) Project Description: Construct a storm drain on Bethany Home Road from 75th Avenue to 67th Avenue. Construction costs to be shared with MCFCD ($2,620,000). Project Costs: Carryover: $0 Operating Impact: Funding Source: General Obligation Bonds FY06-07: $0 FY 07-08: $0 FY 08-09: $50,907 FY 09-10: $5,313,093 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 419 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Flood Control Bonds (65) / (2180) Category: 20% Project Number: T291 / T2910 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 FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $50,925 FY10-11: $0 FY 12-16: $4,617,998 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 420 back to TOC 2007-2016 CAPITAL IMPROVEMENT PLAN Other Capital Projects OTHER CAPITAL PROJECTS General Fund Projects General Fund projects which are typically referred to as pay as you go projects are funded with General Fund operating dollars, therefore they are balanced against base budget operations, vehicle & technology replacement premiums, supplemental requests and possible salary increases. This year you’ll notice new maintenance projects based on the results of the independent facilities audit. Civic Center Projects Projects in this category are considered pay as you go projects and funded with General Fund operating dollars. A reserve account for regular facility maintenance that began in FY 2005 will continue through FY 2012-16 is included in the CIP. Carryover funding is requested to complete the Civic Center Landscape and Light Improvements. This project will create unique landscape design improvements to the outdoor Fountain Terrace Courtyard. 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. 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 2012-16 for capital improvements at the city’s public housing developments. Right: a youth and amateur sports and recreation facility is adjacent to Cardinal’s Stadium and will be used for overflow parking during stadium events. Project 8217/81022 Park & Feature Fields 421 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: General Fund (01) / (1000) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: 8202/81001 *Fire Panel & Alarm Systm Repla $61,148 $0 $0 $0 $0 $0 8203/81002 *Public Safety/Court Complex $10,230 $0 $0 $0 $0 $0 8204/81003 *Glendale Muni Office Complex $39,873 $0 $0 $0 $0 $0 8205/81004 *Replace Floor Covering in City $152,190 $0 $0 $0 $0 $0 8206/81005 *Replace HVAC Controls System $46,180 $0 $0 $0 $0 $0 8207/81006 *Citywide Evaluation of ADA Acc $222,847 $0 $0 $0 $0 $0 8209/81008 *Citywide Pool Bath House Renov $39,961 $0 $0 $0 $0 $0 $484,553 $0 $0 $0 $0 $0 $8,387 $0 $0 $0 $0 $0 $31,314 $0 $0 $0 $0 $0 8216/81021 *City Hall - HVAC System $247,082 $1,683,800 $0 $0 $0 $0 8217/81022 *Park & Feature Fields $783,880 $0 $0 $0 $0 $0 8218/81023 *EOC Equipment $899,723 $0 $0 $0 $0 $0 $44,000 $0 $0 $0 $0 $0 8301/81025 **Environmental (ADA Compliance) $335,080 $174,735 $174,735 $0 $0 $0 8302/81026 **Fire Protection Upgrades $320,000 $0 $0 $0 $0 $0 8303/81027 **Exterior Closure (Roofing) $398,285 $367,678 $229,434 $259,567 $60,605 $297,832 8304/81028 **Audio Visual Equipment $120,000 $0 $0 $0 $0 $0 8305/81029 **FD-Heart Monitors $388,800 $0 $0 $0 $0 $0 8306/81030 **FD-Emergency Rescue Vehicles $388,527 $0 $0 $0 $0 $0 8307/81031 *Fire Engine - Station TBD $357,392 $0 $0 $0 $0 $0 8984/81013 *Bldg. Maintenance Reserve $386,664 $100,000 $100,000 $100,000 $100,000 $500,000 9622/81014 *Property Acquisition $297,158 $300,000 $350,000 $350,000 $0 $1,850,000 T005/T0050 New River Bike Trail $0 $0 $0 $0 $0 $367,400 T026/T0260 **Insertion Machine: Gen Fund $0 $0 $0 $0 $0 $60,550 T027/T0270 **Interior Finishes (Flooring) $0 $194,317 $247,624 $204,140 $193,279 $1,197,096 T028/T0280 **Interior Finishes (Paint) $0 $45,333 $118,541 $45,978 $57,147 $898,780 T029/T0290 **Manistee Ranch Bldg. Painting $0 $150,000 $150,000 $0 $0 $0 T460/T4600 **Mechanical Upgrades $0 $48,834 $74,440 $703,726 $185,613 $0 T461/T4610 **Recarpet Velma Teague Library $0 $0 $0 $0 $0 $100,720 T462/T4620 **Resurface Library Parking Lots $0 $0 $0 $0 $0 $73,340 T463/T4630 **Sales Tax System $0 $0 $0 $0 $0 $1,500,000 T464/T4640 **Roof & HVAC BOA Plaza bldg $0 $269,000 $0 $0 $0 $0 T465/T4650 **A/V PAYGO Repl. Reserve $0 $100,000 $100,000 $100,000 $100,000 $500,000 T466/T4660 **Cable Technology Repl. Reserve $0 $100,000 $100,000 $100,000 $100,000 $500,000 T467/T4670 **Downtown Maintenance Reserve $0 $0 $0 $0 $0 $3,283,000 8210/81016 *Fire Pumper Trk - Station 159 8211/81017 *Fire Ambulance - SW Contract 8215/81020 *Auditorium Seats 8300/81024 **Fourth Floor Renovation 422 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: General Fund (01) / (1000) Project Name: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: T468/T4680 **Electrical/Lighting Upgrades $0 $110,543 $115,663 $115,818 $109,818 $658,906 T470/T4700 **Exterior Closure (Carpentry) $0 $22,137 $0 $20,637 $0 $0 T471/T4710 **Exterior Closure (Paint) $0 $59,705 $219,044 $81,873 $52,956 $477,212 $6,063,274 $3,726,082 $1,979,481 $2,081,739 $959,418 $12,264,836 Total General Fund Projects: *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 423 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: 8202 / 81001 Project Name: *Fire Panel & Alarm Systm Repla Project Description: 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. Project Costs: Carryover: $61,148 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8203 / 81002 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: Carryover: $10,230 Operating Impact: Funding Source: General Fund *Public Safety/Court Complex FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8204 / 81003 Project Name: *Glendale Muni Office Complex Project Description: 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. Project Costs: Carryover: $39,873 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8205 / 81004 Project Name: *Replace Floor Covering in City 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: $152,190 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 424 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: 8206 / 81005 Project Name: *Replace HVAC Controls System Project Description: Replace heating, ventilating and air conditioning [HVAC] control system for the Main Public Safety/Court Complex. Project Costs: Carryover: $46,180 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8207 / 81006 Project Description: Citywide evaluation of ADA compliance in accommodating the physically challenged. Project Costs: Carryover: $222,847 Operating Impact: Funding Source: General Fund *Citywide Evaluation of ADA Acc FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8209 / 81008 Project Name: *Citywide Pool Bath House Renov Project Description: 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. Project Costs: Carryover: $39,961 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8210 / 81016 Project Name: *Fire Pumper Trk - Station 159 Project Description: New fire pumper truck for station 159 located at 63rd & Bell Rd. Project Costs: Carryover: $484,553 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 425 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: 8211 / 81017 Project Name: *Fire Ambulance - SW Contract Project Description: 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. Project Costs: Carryover: $8,387 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8215 / 81020 Project Description: 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. Project Costs: Carryover: $31,314 Operating Impact: Funding Source: General Fund *Auditorium Seats FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8216 / 81021 Project Name: *City Hall - HVAC System Project Description: 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. These upgrades will improve indoor air quality. Project Costs: Carryover: $11,057 Operating Impact: Funding Source: General Fund FY06-07: $236,025 FY 07-08: $1,683,800 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8217 / 81022 Project Name: *Park & Feature Fields Project Description: The city & the AZSTA will develop a youth & amateur sports & recreational facility adjacent to the Cardinals Stadium to be used for sporting & recreation activities when not being used as overflow turf parking. This is Phase 1 of the project. Project Costs: Carryover: $783,880 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $436,920 $450,028 $463,529 $477,434 $491,757 $2,689,131 *Project includes carryover funding ** New Project 426 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: 8218 / 81023 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 Project Costs: Carryover: $399,723 Operating Impact: Funding Source: General Fund FY06-07: $500,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8300 / 81024 Project Description: Funds to construct a semi-private lobby for the Office of the Mayor. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund **Fourth Floor Renovation FY06-07: $44,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8301 / 81025 Project Name: **Environmental (ADA Compliance) Project Description: Make citywide ADA upgrades that would require a total of $684,550 over a 3-year period to bring all the necessary facility components into ADA compliance. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $335,080 FY 07-08: $174,735 FY 08-09: $174,735 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8302 / 81026 Project Name: **Fire Protection Upgrades Project Description: Make citywide fire protection upgrades. The upgrades would require a total of $320,000 in 2007 to ensure that seven identified city buildings have the proper fire protection systems in place to meet federal regulation safety mandates. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $320,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $122,485 $126,160 $129,944 $133,844 $731,906 *Project includes carryover funding ** New Project 427 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: 8303 / 81027 Project Name: **Exterior Closure (Roofing) Project Description: Make citywide roofing upgrades that would require a total of $1,613,401 over a 10-year period to improve the condition age of several facilities and extend the useful life of the infrastructure. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $398,285 FY 07-08: $367,678 FY 08-09: $229,434 FY 09-10: $259,567 FY10-11: $60,605 FY 12-16: $297,832 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8304 / 81028 Project Description: This is a request for ongoing replacement of the audio/visual and presentation equipment in B-3, Council Chambers, Council Chambers Control Room and the 4th Floor Conference Room. This supplemental was approved by Council and moved to PAYGO. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund **Audio Visual Equipment FY06-07: $120,000 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8305 / 81029 Project Name: **FD-Heart Monitors Project Description: The purpose of this request is to replace outdated monophasic Life Pak (LP) 11 heart monitors with the purchase of 18 biphasic heart monitors. This supplemental was approved by Council and moved to PAYGO. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $388,800 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: 8306 / 81030 Project Name: **FD-Emergency Rescue Vehicles Project Description: Funding requested to purchase, equip and maintain one additional rescue unit. These units are assigned to rove various areas of the city as service demands requires. This supplemental was approved by Council and moved to PAYGO. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $388,527 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 428 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: 8307 / 81031 Project Name: *Fire Engine - Station TBD Project Description: New fire pumper trk for station TBD. Project Costs: Carryover: $357,392 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8984 / 81013 Project Description: This project is intended to be a reserve account to support an emergency replacement of building components. Project Costs: Carryover: $286,664 Operating Impact: Funding Source: General Fund *Bldg. Maintenance Reserve FY06-07: $100,000 FY 07-08: $100,000 FY 08-09: $100,000 FY 09-10: $100,000 FY10-11: $100,000 FY 12-16: $500,000 $0 $0 $0 $0 $0 $0 Project Number: 9622 / 81014 Project Name: *Property Acquisition Project Description: Funds appropriated for land acquisition for various uses. Project Costs: Carryover: $297,158 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $300,000 FY 08-09: $350,000 FY 09-10: $350,000 FY10-11: $0 FY 12-16: $1,850,000 $0 $0 $0 $0 $0 $0 Project Number: T005 / T0050 Project Name: New River Bike Trail Project Description: Construct a multi-use pathway along the east side of New River from Paraiso Drive alignment to Hillcrest Boulevard. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $367,400 $0 $0 $0 $0 $0 $2,040 *Project includes carryover funding ** New Project 429 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: T026 / T0260 Project Name: **Insertion Machine: Gen Fund Project Description: Replace current insertion machine that is 13 years old and operates at 50% of its initial capability. It performs insertion for all depts, including paychecks & sales tax. If not replaced, this functionality may need to be out-sourced by depts. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $60,550 $0 $0 $0 $0 $0 $24,500 T027 / T0270 Funding Source: General Fund **Interior Finishes (Flooring) Make citywide interior flooring upgrades that would require a total of $2,036,456 over a 10-year period to improve the condition age of several facilities and extend the useful life of the infrastructure. FY06-07: $0 FY 07-08: $194,317 FY 08-09: $247,624 FY 09-10: $204,140 FY10-11: $193,279 FY 12-16: $1,197,096 $0 $0 $0 $0 $0 $0 Project Number: T028 / T0280 Project Name: **Interior Finishes (Paint) Project Description: Make citywide Interior Paint and Wall Covering upgrades that would require a total of $1,165,779 over a 10-year period to improve the condition age of several facilities and extend the useful life of the infrastructure. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $45,333 FY 08-09: $118,541 FY 09-10: $45,978 FY10-11: $57,147 FY 12-16: $898,780 $0 $0 $0 $0 $0 $0 Project Number: T029 / T0290 Project Name: **Manistee Ranch Bldg. Painting Project Description: Paint the exterior of the main house, garage, mercantile and granary. The cost of $150,000 has been programmed in 2008 and 2009 for a total cost of $300,000. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $150,000 FY 08-09: $150,000 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 430 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: T460 / T4600 Project Name: **Mechanical Upgrades Project Description: Make citywide improvements to mechanical systems. The citywide mechanical upgrades would require a total of $1,012,613 over a 4-year period to improve the condition age of several facilities and extend the useful life of the infrastructure. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $48,834 FY 08-09: $74,440 FY 09-10: $703,726 FY10-11: $185,613 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: Project Name: **Recarpet Velma Teague Library Project Description: This project is to replace the carpeting at Velma Teague Branch Library. Project Costs: Carryover: $0 Operating Impact: T461 / T4610 Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $100,720 $0 $0 $0 $0 $0 $0 Project Number: T462 / T4620 Project Name: **Resurface Library Parking Lots Project Description: 1 1/2" Overlay of asphalt for approx. 91,654 sq ft of existing pavement at Main Library. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $73,340 $0 $0 $0 $0 $0 $0 Project Number: T463 / T4630 Project Name: **Sales Tax System Project Description: Replace current sales tax system that is approximately fifteen years old. This will align the system that supports sales tax and licensing with the current technology thus providing more service delivery options to the taxpayers. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $1,500,000 $0 $0 $0 $0 $0 $750,000 *Project includes carryover funding ** New Project 431 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: T464 / T4640 Project Name: **Roof & HVAC BOA Plaza bldg Project Description: Replace original roof and obsolete HVAC components for the Bank of America Plaza building, as recommended in 2004 city facilities analysis report. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $269,000 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 T465 / T4650 Funding Source: General Fund **A/V PAYGO Repl. Reserve Establishes a reserve account to support emergency replacement of audio/visual components not covered in the Technology Replacement Fund (TRF). It would only be used to replace equipment that breaks down during the year that is not in TRF. FY06-07: $0 FY 07-08: $100,000 FY 08-09: $100,000 FY 09-10: $100,000 FY10-11: $100,000 FY 12-16: $500,000 $0 $20,000 $20,000 $20,000 $20,000 $100,000 Project Number: T466 / T4660 Project Name: **Cable Technology Repl. Reserve Project Description: Establishes a reserve PAYGO account to support emergency replacement of broadcasting components not covered in the Technology Replacement Fund. It would only be used to replace equipment that breaks down during the year that is not in TRF. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $100,000 FY 08-09: $100,000 FY 09-10: $100,000 FY10-11: $100,000 FY 12-16: $500,000 $0 $20,000 $20,000 $20,000 $20,000 $100,000 Project Number: T467 / T4670 Project Name: **Downtown Maintenance Reserve Project Description: Funds to beautify and maintain the downtown streetscapes and pedestrian amenities in the downtown area. General maintenance and upkeep of light poles, benches, flowerpots/greenery, trash cans, etc and powerwashing of brick sidewalks and crosswalks. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $3,283,000 $0 $0 $0 $0 $0 $1,350,000 *Project includes carryover funding ** New Project 432 back to TOC 2007-2016 Capital Improvement Project Detail Fund: General Fund (01) / (1000) Category: Other Project Number: T468 / T4680 Project Name: **Electrical/Lighting Upgrades Project Description: Make citywide electrical and lighting upgrades. The upgrades would require a total of $1,110,748 over a 10-year period to improve the electrical and lighting capacities of several facilities. Project Costs: Carryover: $0 Operating Impact: Project Number: Project Name: Project Description: Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $110,543 FY 08-09: $115,663 FY 09-10: $115,818 FY10-11: $109,818 FY 12-16: $658,906 $0 $0 $0 $0 $0 $0 T470 / T4700 Funding Source: General Fund **Exterior Closure (Carpentry) Make citywide carpentry related upgrades that would require a total of $42,774 over a 3-year period (2008-2010) to ensure that 17 identified buildings receive the proper carpentry related upgrades required to extend the useful life of the buildings. FY06-07: $0 FY 07-08: $22,137 FY 08-09: $0 FY 09-10: $20,637 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: T471 / T4710 Project Name: **Exterior Closure (Paint) Project Description: Make citywide painting related upgrades that would require a total of $890,790 over a 10-year period to improve the condition age of several facilities and extend the useful life of the infrastructure. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $59,705 FY 08-09: $219,044 FY 09-10: $81,873 FY10-11: $52,956 FY 12-16: $477,212 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 433 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Civic Center (06) / (1740) Project Name: 8088/84554 *Maintenance Reserve Fund 8584/84551 Civic Center Renovation 9141/84552 *Civic Ctr Landscape & Light T035/T0350 **Civic Center Expansion Total Civic Center Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $171,074 $100,000 $100,000 $100,000 $100,000 $500,000 $0 $0 $0 $2,500,000 $0 $0 $252,860 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $17,050,000 $423,934 $100,000 $100,000 $2,600,000 $100,000 $17,550,000 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 434 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Civic Center (06) / (1740) Category: Other Project Number: 8088 / 84554 Project Name: *Maintenance Reserve Fund Project Description: This is a reserve fund for regular facility repairs & maintenance, furniture, fixtures, & equipment replacement. The reserve will ensure the civic center facility remains a competitive & desirable event venue. During the FY 2006-07 final budget workshop Council approved an additional $50,000 for additional improvements to the Center. Project Costs: Carryover: $21,074 Operating Impact: Funding Source: General Fund FY06-07: $150,000 FY 07-08: $100,000 FY 08-09: $100,000 FY 09-10: $100,000 FY10-11: $100,000 FY 12-16: $500,000 $0 $0 $0 $0 $0 $0 Project Number: Project Name: 8584 / 84551 Project Description: Civic Center renovation and enhancement to include a unique, skylighted, atrium-type event space enclosing the east courtyard along with creating functional use space to the green "commons" area to the south of the building. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund Civic Center Renovation FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $2,500,000 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $45,760 $239,336 Project Number: 9141 / 84552 Project Name: *Civic Ctr Landscape & Light Project Description: Create unique landscape design improvements to the outdoor Fountain Terrace Courtyard. (Design has been completed by E-Group). Project Costs: Carryover: $252,860 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $0 $0 $0 $0 $0 $0 $0 Project Number: T035 / T0350 Project Name: **Civic Center Expansion Project Description: 40,000 square foot expansion to the civic center (includes 5,000 sq. ft. storage and 35,000 sq. ft. of flexible, multi-purpose event space) to attract national and regional conventions and trade shows. Project Costs: Carryover: $0 Operating Impact: Funding Source: General Fund FY06-07: $0 FY 07-08: $0 FY 08-09: $0 FY 09-10: $0 FY10-11: $0 FY 12-16: $17,050,000 $0 $0 $0 $0 $0 $650,137 *Project includes carryover funding ** New Project 435 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Arts Commission (70) / (1220) Project Name: 9700/84650 Art Commission Total Arts Commission Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $350,000 $350,000 $350,000 $350,000 $350,000 $2,100,000 $350,000 $350,000 $350,000 $350,000 $350,000 $2,100,000 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 436 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Arts Commission (70) / (1220) Category: Other Project Number: 9700 / 84650 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: $0 Operating Impact: Funding Source: Capital Plan FY06-07: $350,000 FY 07-08: $350,000 FY 08-09: $350,000 FY 09-10: $350,000 FY10-11: $350,000 FY 12-16: $2,100,000 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 437 back to TOC FY 2007-16 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Housing (19) / (1080) Project Name: 8475/84500 Housing Capital Total Housing Projects: FY 06-07: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 12-16: $275,000 $275,000 $275,000 $275,000 $275,000 $1,375,000 $275,000 $275,000 $275,000 $275,000 $275,000 $1,375,000 *Project includes carryover funding ** New Project ***All funds and projects have an "old" and "new" number assigned to them in accordance with the new FY 2007 chart of accounts. 438 back to TOC 2007-2016 Capital Improvement Project Detail Fund: Housing (19) / (1080) Category: Other Project Number: 8475 / 84500 Project Name: Housing Capital Project Description: Interior and exterior upgrades to the Public Housing units; upgrade to utilities and water for Public Housing units; and management and administrative fees for these projects, as approved by Federal Department of Housing and Urban Development grants. Project Costs: Carryover: $0 Operating Impact: Funding Source: Housing FY06-07: $275,000 FY 07-08: $275,000 FY 08-09: $275,000 FY 09-10: $275,000 FY10-11: $275,000 FY 12-16: $1,375,000 $0 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 439 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund General Fund Program Name Fire Panel & Alarm Systm Re Account Account Name 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Total Fire Panel & Alarm Systm Repla General Fund Public Safety/Court Complex 8330 Prof & Contr - Cap Proj Glendale Muni Office Comple 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP Total Glendale Muni Office Complex Replace Floor Covering in Cit 8400 Equipment Replace HVAC Controls Syst 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP Total Replace HVAC Controls System Citywide Evaluation of ADA Fire Pumper Trk - Station 159 City Hall - HVAC System Carryover 0001-8204 629 Carryover 0001-8204 31,276 2,065 Carryover Carryover 0001-8204 0001-8204 Carryover 0001-8205 3,065 Carryover 0001-8206 41,000 Carryover 0001-8206 2,115 Carryover 0001-8206 152,190 61,372 Carryover 0001-8207 8300 Imp. - Non Bldg. 8000 CIP Projects Contingenc 100,000 50,000 Carryover Carryover 0001-8207 0001-8207 1,000 Carryover 0001-8207 Carryover 0001-8209 Carryover 0001-8210 Carryover 0001-8211 Carryover 0001-8215 Carryover Carryover 0001-8216 0001-8216 $222,847 8400 Equipment 39,961 $39,961 8400 Equipment 484,553 $484,553 8,387 $8,387 8400 Equipment Total Auditorium Seats General Fund 5,903 8330 Prof & Contr - Cap Proj Fire Ambulance - SW Contrac 8400 Equipment Auditorium Seats 0001-8203 0001-8207 0001-8207 Total Fire Ambulance - SW Contract General Fund Carryover 10,230 Carryover Carryover Total Fire Pumper Trk - Station 159 General Fund 0001-8202 3,125 7,350 Total Citywide Pool Bath House Renov General Fund Carryover 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI Total Citywide Evaluation of ADA Acc Citywide Pool Bath House Re 7,700 $46,180 8800 Artwork General Fund 0001-8202 0001-8202 $152,190 8400 Equipment General Fund Carryover Carryover $39,873 Total Replace Floor Covering in City General Fund 250 53,198 $10,230 8800 Artwork General Fund Funding Type Account $61,148 Total Public Safety/Court Complex General Fund FY 06-07 Budget 31,314 $31,314 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 8,607 2,450 8974 Engineering Chgbk - CI 11,025 New Funding 0001-8216 8330 Prof & Contr - Cap Proj 225,000 New Funding 0001-8216 Total City Hall - HVAC System $247,082 440 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name General Fund Park & Feature Fields Account Account Name 8330 Prof & Contr - Cap Proj Total Park & Feature Fields General Fund EOC Equipment Fourth Floor Renovation 8400 Equipment 8400 Equipment Environmental (ADA Compli 8300 Imp. - Non Bldg. Fire Protection Upgrades 8400 Equipment Exterior Closure (Roofing) 8400 Equipment Audio Visual Equipment 8400 Equipment FD-Heart Monitors 8400 Equipment 8400 Equipment FD-Emergency Rescue Vehicl 8400 Equipment Fire Engine - Station TBD Bldg. Maintenance Reserve 8400 Equipment Property Acquisition 8320 Misc Cap Projects 8320 Misc Cap Projects 8100 Land 8000 CIP Projects Contingenc Total Maintenance Reserve Fund Civic Ctr Landscape & Light Carryover 0001-8307 100,000 New Funding 0001-8984 286,664 Carryover 0001-8984 297,158 Carryover 0001-9622 Carryover 0006-8088 $6,063,274 8000 CIP Projects Contingenc Civic Center 357,392 $297,158 Total General Fund Maintenance Reserve Fund 388,527 New Funding 0001-8306 $386,664 Total Property Acquisition Civic Center 388,800 New Funding 0001-8305 $357,392 Total Bldg. Maintenance Reserve General Fund 120,000 New Funding 0001-8304 $388,527 Total Fire Engine - Station TBD General Fund 398,285 New Funding 0001-8303 $388,800 Total FD-Emergency Rescue Vehicles General Fund 320,000 New Funding 0001-8302 $120,000 Total FD-Heart Monitors General Fund 335,080 New Funding 0001-8301 $398,285 Total Audio Visual Equipment General Fund 44,000 New Funding 0001-8300 $320,000 Total Exterior Closure (Roofing) General Fund 500,000 New Funding 0001-8218 399,723 Carryover 0001-8218 $335,080 Total Fire Protection Upgrades General Fund 0001-8217 $44,000 Total Environmental (ADA Compliance) General Fund Carryover $899,723 Total Fourth Floor Renovation General Fund 783,880 Funding Type Account $783,880 Total EOC Equipment General Fund FY 06-07 Budget 21,074 150,000 New Funding 0006-8088 $171,074 8000 CIP Projects Contingenc 8974 Engineering Chgbk - CI 8800 Artwork 8300 Imp. - Non Bldg. Total Civic Ctr Landscape & Light 2,325 15,367 Carryover Carryover 0006-9141 0006-9141 2,328 Carryover 0006-9141 232,840 Carryover 0006-9141 $252,860 441 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Account Account Name Total Civic Center Street Fund Street Maintenance Equipmen 8400 Equipment 8400 Equipment Total Right of Way Maintenance Equip 8320 Misc Cap Projects $275,000 Loop 101/Maryland P&R Lot 8400 Equipment Grant Match - Capital Carryover Carryover 0024-8077 0024-8077 8330 Prof & Contr - Cap Proj 391,000 Carryover 0024-8077 39,170 Carryover 0024-8077 Carryover 0024-8092 $3,025,475 8200 Buildings Old Roma Alley Ped Project 8320 Misc Cap Projects 2,000,000 New Funding 0024-9390 $2,000,000 8974 Engineering Chgbk - CI 26,629 New Funding 0024-9392 8330 Prof & Contr - Cap Proj 8800 Artwork 50,520 New Funding 0024-9392 4,929 New Funding 0024-9392 8300 Imp. - Non Bldg. Total Old Roma Alley Ped Project 492,922 New Funding 0024-9392 $575,000 Total Transportation Grants Downtown Campus 18,857 $18,857 Total Grant Match - Capital Transportation Grants 0024-8075 79,698 2,515,607 Total LTAFII Transportation Grants Carryover 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8800 Artwork LTAFII 8,458 $8,458 Total Loop 101/Maryland P&R Lot Transportation Grants 0012-8208 275,000 New Funding 0019-8475 Total Housing Transportation Grants Carryover 30,000 New Funding 0012-8208 $275,000 Buses/Vans (Grant) 0012-8079 $149,370 Total Buses/Vans (Grant) Cultural Facility 5,620 Total Housing Capital Transportation Grants Carryover $35,620 Total Street Fund Housing Capital 113,750 $113,750 Right of Way Maintenance Eq 8400 Equipment Housing Funding Type Account $423,934 Total Street Maintenance Equipment Street Fund FY 06-07 Budget $5,627,790 8800 Artwork 14,803 Carryover 0028-8872 8974 Engineering Chgbk - CI 23,291 Carryover 0028-8872 436,138 Carryover 0028-8872 8300 Imp. - Non Bldg. Total Downtown Campus $474,232 Total Cultural Facility $474,232 442 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name DIF-Library Buildings Expanded Library Auto Infras Street Construction Account Account Name 8400 Equipment 8330 Prof & Contr - Cap Proj Intersection Safety Imp's 8300 Imp. - Non Bldg. Petition Lighting Program 8974 Engineering Chgbk - CI Total Petition Lighting Program Street Scallop 8300 Imp. - Non Bldg. Street Beautification 236,015 Carryover 0031-8053 Grand Ave. Beautification 863 New Funding 0031-8054 556,052 Carryover 0031-8558 764,369 Carryover 0031-8559 108,305 5,078 Carryover Carryover 0031-8559 0031-8559 8330 Prof & Contr - Cap Proj 225,278 New Funding 0031-8559 8974 Engineering Chgbk - CI 8800 Artwork 11,461 Carryover 0031-8559 10,240 New Funding 0031-8559 8000 CIP Projects Contingenc 22,619 Carryover 0031-8559 8000 CIP Projects Contingenc 8300 Imp. - Non Bldg. 51,200 New Funding 0031-8559 1,023,993 New Funding 0031-8559 8974 Engineering Chgbk - CI 23,111 New Funding 0031-8559 $2,245,654 8300 Imp. - Non Bldg. 175,428 Carryover 0031-8990 7,400 Carryover 0031-8990 Carryover 0031-9431 Carryover 0031-9432 Carryover 0031-9434 $182,828 8300 Imp. - Non Bldg. Total Pathway/ACDC @ Marshall Elem. 28,863 $28,863 Pathway/ACDC @ T-bird Pas 8300 Imp. - Non Bldg. Total Pathway/ACDC @ T-bird Paseo Pa S. Bethany Traffic Interchang 86,250 New Funding 0031-8054 381,032 Carryover 0031-8054 8330 Prof & Contr - Cap Proj 8800 Artwork Total Grand Ave. Beautification Pathway/ACDC @ Marshall 4,210 New Funding 0031-8054 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Street Construction 0031-8053 $556,052 Total Street Beautification Street Construction Carryover $472,355 Total Street Scallop Street Construction 429,537 $665,552 8800 Artwork Street Construction 0031-8042 47,990 $47,990 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Street Construction Carryover $142,755 8300 Imp. - Non Bldg. Street Construction 0029-8081 Total DIF-Library Buildings Traffic Signal Computerizatio Funding Type Account Carryover $142,755 Total Intersection Safety Imp's Street Construction 142,755 Total Expanded Library Auto Infrastr Total Traffic Signal Computerization Street Construction FY 06-07 Budget 8320 Misc Cap Projects Total S. Bethany Traffic Interchange 293,895 $293,895 234,450 $234,450 443 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Street Construction Program Name Account Downtown Parking Structure Account Name 8330 Prof & Contr - Cap Proj 8100 Land Total Downtown Parking Structure Street Construction 1,516,667 193,562 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Total 51st Ave/ACDC - Bike Match Carryover Carryover 0031-9579 0031-9579 2,800 Carryover 0031-9580 18,480 Carryover 0031-9580 280,000 Carryover 0031-9580 Carryover 0032-9600 $301,280 Total Street Construction $6,739,148 8100 Land 535,221 Total Downtown Land Acquisition $535,221 Total Economic Development $535,221 Transportation Constru Parallel Taxiway and Connect 8320 Misc Cap Projects 8300 Imp. - Non Bldg. Total Parallel Taxiway and Connector Transportation Constru Pavement Preservation 8300 Imp. - Non Bldg. Carryover 0033-8592 8974 Engineering Chgbk - CI 2,782 Carryover 0033-9380 8330 Prof & Contr - Cap Proj 64,703 Carryover 0033-9380 $67,485 8320 Misc Cap Projects Total Airport-E/S Utilities (Match) 25,112 New Funding 0033-9382 $25,112 Transportation Constru L101/Bethany Home TI - Sout 8300 Imp. - Non Bldg. 8800 Artwork 8974 Engineering Chgbk - CI Total L101/Bethany Home TI - South Transportation Constru 95th Ave Maryland-BH Road 136,452 $136,452 Total Arrowhead Ped Enhanceme Transportation Constru Airport-E/S Utilities (Match) 166,250 New Funding 0033-8064 62,451 Carryover 0033-8064 $228,701 Total Pavement Preservation Transportation Constru Arrowhead Ped Enhanceme Funding Type Account $1,710,229 51st Ave/ACDC - Bike Match 8800 Artwork Economic Development Downtown Land Acquisition FY 06-07 Budget 2,209,158 Carryover 0033-9383 6,252 Carryover 0033-9383 120,000 Carryover 0033-9383 $2,335,410 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 70,300 82,500 Carryover Carryover 0033-9385 0033-9385 8330 Prof & Contr - Cap Proj 500,000 Carryover 0033-9385 793,691 Carryover 0033-9385 8300 Imp. - Non Bldg. Total 95th Ave Maryland-BH Road $1,446,491 444 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Transportation Constru Scallop Streets Account Account Name 39,600 New Funding 0033-9386 436,000 Carryover 0033-9386 8300 Imp. - Non Bldg. 805,000 New Funding 0033-9386 8800 Artwork 8800 Artwork 8,050 New Funding 0033-9386 4,360 Carryover 0033-9386 8974 Engineering Chgbk - CI 7,224 72,284 Carryover 0033-9429 8974 Engineering Chgbk - CI 8800 Artwork 11,000 1,300 Carryover Carryover 0033-9429 0033-9429 $84,584 8400 Equipment 384,000 Carryover 0033-9444 8320 Misc Cap Projects 265,834 Carryover 0033-9444 8400 Equipment 140,000 New Funding 0033-9444 $789,834 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 8800 Artwork 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Total Smart Traffic Signals Transportation Constru Bus Pullouts 2,365,351 Carryover 0033-9445 204,089 New Funding 0033-9445 108,204 Carryover 0033-9445 42,854 New Funding 0033-9445 18,312 Carryover 0033-9445 21,123 New Funding 0033-9445 2,112,321 New Funding 0033-9445 38,346 Carryover 0033-9445 $4,910,600 8300 Imp. - Non Bldg. Total Bus Pullouts Transportation Constru Grand Ave Access Enhancem 0033-9386 8400 Equipment Total Buses / Vans Transportation Constru Smart Traffic Signals Carryover $1,300,234 Total Mulit-Use Bridge Skunk Creek Transportation Constru Buses / Vans Funding Type Account 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Total Scallop Streets Transportation Constru Mulit-Use Bridge Skunk Cree FY 06-07 Budget 84,731 Carryover 0033-9446 $84,731 8330 Prof & Contr - Cap Proj 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8800 Artwork Total Grand Ave Access Enhancements 500,000 New Funding 0033-9447 289,023 Carryover 0033-9447 1,514,848 $2,330,601 445 back to TOC Carryover 0033-9447 9,250 New Funding 0033-9447 17,480 Carryover 0033-9447 City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Transportation Constru Intersection Improvements Account Account Name 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 0033-9448 0033-9448 8974 Engineering Chgbk - CI 27,126 Carryover 0033-9448 8800 Artwork 8974 Engineering Chgbk - CI 10,583 New Funding 0033-9448 43,000 New Funding 0033-9448 $1,408,130 8330 Prof & Contr - Cap Proj 151,612 Carryover 0033-9450 8300 Imp. - Non Bldg. 685,221 Carryover 0033-9450 $836,833 8300 Imp. - Non Bldg. 8800 Artwork 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 8800 Artwork Total Bus Stops and Shelters 8400 Equipment 8400 Equipment 8330 Prof & Contr - Cap Proj 8320 Misc Cap Projects Total L101/Maryland Pk & Ride Lot 2,646 New Funding 0033-9453 5,414 13,000 Carryover Carryover 0033-9453 0033-9453 232,526 Carryover 0033-9453 1,336 Carryover 0033-9453 309,319 Carryover 0033-9454 204,500 New Funding 0033-9454 4,426,875 Carryover 0033-9455 24,055 Carryover 0033-9455 1,607,639 Carryover 0033-9455 $6,058,569 8100 Land 1,000,000 New Funding 0033-9456 8100 Land 8974 Engineering Chgbk - CI 100,357 21,155 Carryover Carryover 0033-9456 0033-9456 8330 Prof & Contr - Cap Proj 486,988 Carryover 0033-9456 Carryover 0033-9457 Total Northern Ave Super Street $1,608,500 8320 Misc Cap Projects Total Rail System Transportation Constru Bike Rte Imp/ 63rd - Grand A 25,563 New Funding 0033-9453 8,469 New Funding 0033-9453 $513,819 Transportation Constru L101/Maryland Pk & Ride Lo 8300 Imp. - Non Bldg. Transportation Constru Rail System 264,571 New Funding 0033-9453 $553,525 Total Transit Support Capital Transportation Constru Northern Ave Super Street 102,250 New Funding 0033-9448 Carryover Carryover 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI Transportation Constru Transit Support Capital 87,780 Carryover 0033-9448 1,058,287 New Funding 0033-9448 8,954 70,150 Total 51st / Camelback to Peoria Transportation Constru Bus Stops and Shelters Funding Type Account 8800 Artwork 8330 Prof & Contr - Cap Proj Total Intersection Improvements Transportation Constru 51st / Camelback to Peoria FY 06-07 Budget 256,750 $256,750 8330 Prof & Contr - Cap Proj 70,380 Carryover 0033-9459 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 2,698 239,974 Carryover Carryover 0033-9459 0033-9459 Total Bike Rte Imp/ 63rd - Grand Ave $313,052 446 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Transportation Constru PE & Oversight for Transp. P Account Account Name 8320 Misc Cap Projects 8320 Misc Cap Projects Total PE & Oversight for Transp. Pkg Transportation Constru 59th Ave. Grand to Loop 101 2,065 Carryover 0033-9463 8330 Prof & Contr - Cap Proj 266,628 Carryover 0033-9463 499,927 Carryover 0033-9463 $768,620 8300 Imp. - Non Bldg. 242,993 Carryover 0033-9464 8330 Prof & Contr - Cap Proj 222,861 Carryover 0033-9464 Carryover 0033-9465 Carryover Carryover 0033-9466 0033-9466 Total Lane Drop Elimination Project $465,854 8300 Imp. - Non Bldg. Total Bridge-Grand Canal @ Missouri Transportation Constru Bethany Home - 83rd to 99th 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 9,698 Carryover 0033-9467 3,944,962 New Funding 0033-9467 8330 Prof & Contr - Cap Proj 8800 Artwork 441,397 Carryover 0033-9467 39,450 New Funding 0033-9467 8974 Engineering Chgbk - CI 96,652 New Funding 0033-9467 $4,532,159 8974 Engineering Chgbk - CI 15,515 Carryover 0033-9468 8330 Prof & Contr - Cap Proj 34,396 Carryover 0033-9468 2,784 Carryover 0033-9468 Carryover 0033-9469 Carryover Carryover 0033-9470 0033-9470 Carryover 0033-9471 Carryover 0033-9472 8800 Artwork Total Grand Ave Grade Separation Enh Transportation Constru Smart Traffic Signal Equipme $52,695 8400 Equipment Total Smart Traffic Signal Equipment Transportation Constru Multi-Use Pathway Grand Ca 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 49,039 2,109 $51,148 8300 Imp. - Non Bldg. Total Airport Master Plan Update Transportation Constru Bike: Widen Bridge, Glen/Ne 416,630 $416,630 Total Multi-Use Pathway Grand Canal Transportation Constru Airport Master Plan Update 471,500 23,485 $494,985 Total Downtown Pedestrian Circ Transportation Constru Grand Ave Grade Separation 79,149 $79,149 Total Bethany Home - 83rd to 99th Transportation Constru Downtown Pedestrian Circ 2,065,000 New Funding 0033-9462 1,338,686 Carryover 0033-9462 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Transportation Constru Bridge-Grand Canal @ Misso Funding Type Account $3,403,686 Total 59th Ave. Grand to Loop 101 Transportation Constru Lane Drop Elimination Projec FY 06-07 Budget 5,000 $5,000 8300 Imp. - Non Bldg. Total Bike: Widen Bridge, Glen/New R 110,728 $110,728 447 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Account Transportation Constru Northern Ave Pkwy Prelim. Account Name 8100 Land 8100 Land 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj Total Northern Ave Pkwy Prelim. 499,031 Carryover 0033-9473 20,025 Carryover 0033-9474 1,500,000 New Funding 0033-9474 8330 Prof & Contr - Cap Proj 149,152 Carryover 0033-9474 Carryover 0033-9475 $1,672,810 8300 Imp. - Non Bldg. 98,236 $98,236 8100 Land 33,622 Carryover 0033-9476 8320 Misc Cap Projects 57,709 Carryover 0033-9476 Carryover Carryover 0033-9477 0033-9477 4,352 Carryover 0033-9478 1,810,913 Carryover 0033-9478 28,725 Carryover 0033-9478 72,340 Carryover 0033-9479 20,124 1,938,827 Carryover Carryover 0033-9479 0033-9479 253,259 Carryover 0033-9479 Carryover 0033-9480 $91,331 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 4,279 130,355 $134,634 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Total 67th Ave.:Camelback to Grand A $1,843,990 Transportation Constru 67th Ave: Olive to Bell Rd Im 8974 Engineering Chgbk - CI 8800 Artwork 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Total 67th Ave: Olive to Bell Rd Imp $2,284,550 8300 Imp. - Non Bldg. Total Catlin Court Alley (Match) Transportation Constru 51st Ave/Bell Intersection Im 0033-9473 0033-9474 Total 57th / Skunk Creek Transportation Constru Catlin Court Alley (Match) Carryover Carryover Total Runway Protection Zone LandPch Transportation Constru 67th Ave.:Camelback to Gran 7,219 3,633 Total Replace Fencing - Airport Transportation Constru 57th / Skunk Creek 2,500,000 New Funding 0033-9473 102,250 Carryover 0033-9473 8974 Engineering Chgbk - CI Total Cardinal-Coyote - Ped Circulat Transportation Constru Runway Protection Zone Lan Funding Type Account $3,108,500 Transportation Constru Cardinal-Coyote - Ped Circula 8300 Imp. - Non Bldg. 8100 Land Transportation Constru Replace Fencing - Airport FY 06-07 Budget 524,015 $524,015 8300 Imp. - Non Bldg. 316,397 New Funding 0033-9482 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 19,495 955 8974 Engineering Chgbk - CI 20,882 New Funding 0033-9482 8800 Artwork Total 51st Ave/Bell Intersection Imp Carryover Carryover 0033-9482 0033-9482 3,164 New Funding 0033-9482 $360,893 Transportation Constru Bethany Home: 59th to 67th S 8320 Misc Cap Projects Total Bethany Home: 59th to 67th Saf 7,978 $7,978 448 back to TOC Carryover 0033-9483 City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Transportation Constru Signal Computerization Account Account Name 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj Total Signal Computerization 18,349 Carryover 0033-9486 2,907,512 New Funding 0033-9486 Carryover 0033-9486 8974 Engineering Chgbk - CI 72,000 New Funding 0033-9486 8974 Engineering Chgbk - CI 44,954 Carryover 0033-9486 27,023 7,140 Carryover Carryover 0033-9487 0033-9487 409,437 Carryover 0033-9487 4,094 Carryover 0033-9487 Carryover 0033-9489 $4,856,515 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj Total 75th Ave/Bethany Home - Inters $447,694 Transportation Constru Blunt End Safety Improvemen 8300 Imp. - Non Bldg. Total Blunt End Safety Improvements 9,125 $9,125 8974 Engineering Chgbk - CI 82,234 New Funding 0033-9490 8800 Artwork 8974 Engineering Chgbk - CI 33,565 New Funding 0033-9490 29,177 Carryover 0033-9490 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. 8800 Artwork Total 43rd Ave Bethany Hme to Peoria 267,251 Carryover 0033-9490 3,356,492 New Funding 0033-9490 6,292 Carryover 0033-9490 $3,775,011 8330 Prof & Contr - Cap Proj 19,495 8974 Engineering Chgbk - CI 48,000 New Funding 0033-9491 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 1,114,200 New Funding 0033-9491 955 Carryover 0033-9491 8800 Artwork Total 59th Ave/Bethany Hme Intersect Carryover 0033-9491 11,142 New Funding 0033-9491 $1,193,792 8300 Imp. - Non Bldg. Total 83rd/Bell Rd-Loop 101 Rdwy Imp Transportation Constru Northern Ave Pkwy Advance 29,075 New Funding 0033-9486 8800 Artwork 8300 Imp. - Non Bldg. 8800 Artwork Transportation Constru 83rd/Bell Rd-Loop 101 Rdwy 0033-9485 0033-9485 1,784,625 8300 Imp. - Non Bldg. Transportation Constru 59th Ave/Bethany Hme Inters Carryover Carryover 8300 Imp. - Non Bldg. Total 75th/83rd/Glendale-Street Impr Transportation Constru 43rd Ave Bethany Hme to Pe 100,988 20,208 Funding Type Account $121,196 Transportation Constru 75th/83rd/Glendale-Street Imp 8800 Artwork Transportation Constru 75th Ave/Bethany Home - Int FY 06-07 Budget 16,380 Carryover 0033-9492 Carryover 0033-9494 $16,380 8330 Prof & Contr - Cap Proj 8100 Land 8100 Land 8974 Engineering Chgbk - CI Total Northern Ave Pkwy Advance Medi 491,988 100,357 Carryover 0033-9494 1,000,000 New Funding 0033-9494 21,155 $1,613,500 449 back to TOC Carryover 0033-9494 City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Account Transportation Constru 63rd Ave @ Loop101-Bike O Account Name 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj Total 63rd Ave @ Loop101-Bike Ove FY 06-07 Budget 4,755 363,422 Funding Type Account Carryover Carryover 0033-9495 0033-9495 $368,177 Transportation Constru New River - Multi-use Pathwa 8330 Prof & Contr - Cap Proj 218,533 Carryover 0033-9499 8974 Engineering Chgbk - CI 4,372 Carryover 0033-9499 Total New River - Multi-use Pathway $222,905 Transportation Constru Glendale Sports Facilities-Sgn 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 8400 Equipment Total Glendale Sports Facilities-Sgn Transportation Constru LPS Streetlight Conversion 8400 Equipment 8800 Artwork 8300 Imp. - Non Bldg. Total LPS Streetlight Conversion 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 8320 Misc Cap Projects 8320 Misc Cap Projects 8320 Misc Cap Projects Airport - Eastside Access Roa 8330 Prof & Contr - Cap Proj Eastside Utilities 138,653 Carryover 0034-8071 Carryover 0034-8086 $138,653 8330 Prof & Contr - Cap Proj Total Airport - Eastside Access Road Airport Capital 172,100 New Funding 0033-9506 $63,910,631 Total Replace Airport Fencing Airport Capital 51,125 New Funding 0033-9505 $172,100 Total Transportation Construct Replace Airport Fencing 500,000 New Funding 0033-9504 $51,125 Total Old Roma Alley Ped Project Airport Capital 48,728 New Funding 0033-9503 5,360 New Funding 0033-9503 $500,000 Total Expanded Safety Program Transportation Constru Old Roma Alley Ped Project 306,750 New Funding 0033-9502 $54,088 Total L101 - Fiber Backbone Transportation Constru Expanded Safety Program 23,678 New Funding 0033-9501 493,293 New Funding 0033-9501 $306,750 Total Union Hills/Skunk Cr. Path Transportation Constru L101 - Fiber Backbone 1,086,050 New Funding 0033-9501 4,933 New Funding 0033-9501 $1,607,954 Total Glendale Transportation Plan Transportation Constru Union Hills/Skunk Cr. Path 245,400 New Funding 0033-9500 2,539,890 New Funding 0033-9500 $2,797,315 8974 Engineering Chgbk - CI Transportation Constru Glendale Transportation Plan 12,025 New Funding 0033-9500 1,880,852 $1,880,852 8300 Imp. - Non Bldg. 8800 Artwork 179,975 New Funding 0034-8188 1,800 New Funding 0034-8188 8974 Engineering Chgbk - CI 11,000 New Funding 0034-8188 8330 Prof & Contr - Cap Proj 15,435 New Funding 0034-8188 Total Eastside Utilities $208,210 450 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Account Account Name Total Airport Capital Open Space/Trails Thunderbird Paseo Park Deve Skunk Creek Linear Park 8330 Prof & Contr - Cap Proj Downtown Greenbelt 8330 Prof & Contr - Cap Proj 8330 Prof & Contr - Cap Proj 8330 Prof & Contr - Cap Proj 8976 Acct. Chgs - CIP Park Enhancements Carryover 0035-9609 110,290 New Funding 0036-8026 5,859 Carryover 0036-8026 13,999 New Funding 0036-8026 1,477,258 27,673 Carryover Carryover 0036-8026 0036-8026 8000 CIP Projects Contingenc 73,139 New Funding 0036-8026 8976 Acct. Chgs - CIP 8330 Prof & Contr - Cap Proj 32,085 New Funding 0036-8026 40,339 Carryover 0036-8026 9,212 New Funding 0036-8026 $3,229,499 8330 Prof & Contr - Cap Proj 2,019,196 Carryover 0036-8048 $2,019,196 8976 Acct. Chgs - CIP 468 Carryover 0036-8503 8800 Artwork 1,783 Carryover 0036-8503 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 903 5,521 Carryover Carryover 0036-8503 0036-8503 Total 63rd & Northern Park Dev. Park Bond Fund 20,991 8300 Imp. - Non Bldg. 8320 Misc Cap Projects Total Foothills Rec & Aquatics Ctr 63rd & Northern Park Dev. 0035-8523 1,399,900 New Funding 0036-8026 39,745 Carryover 0036-8026 8974 Engineering Chgbk - CI Park Bond Fund Carryover 8300 Imp. - Non Bldg. 8000 CIP Projects Contingenc Total Parks Redevelopment Foothills Rec & Aquatics Ctr 97,720 $783,331 8800 Artwork Park Bond Fund 0035-8521 $20,991 Total Open Space/Trails Parks Redevelopment Carryover $97,720 Total Downtown Greenbelt Park Bond Fund 664,620 $664,620 Total Skunk Creek Linear Park Open Space/Trails Funding Type Account $2,227,715 Total Thunderbird Paseo Park Develop Open Space/Trails FY 06-07 Budget $8,675 8330 Prof & Contr - Cap Proj 16,998 Carryover 0036-8517 8974 Engineering Chgbk - CI 3,639 Carryover 0036-8517 8976 Acct. Chgs - CIP 8800 Artwork 3,166 2,327 Carryover Carryover 0036-8517 0036-8517 8320 Misc Cap Projects 11,579 Carryover 0036-8517 23,161 234,655 Carryover Carryover 0036-8517 0036-8517 8000 CIP Projects Contingenc 8300 Imp. - Non Bldg. Total Park Enhancements $295,525 451 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Park Bond Fund Program Name Account Facilities Renovation Account Name 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. T'Bird Park Improvements 0036-8519 0036-8519 1,400 Carryover 0036-8530 8330 Prof & Contr - Cap Proj 165,357 Carryover 0036-8530 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 69,008 4,675 Carryover Carryover 0036-8530 0036-8530 318 Carryover 0036-8530 Carryover 0036-8931 153,962 Carryover 0036-8935 248 Carryover 0036-8935 $149,094 8800 Artwork 8976 Acct. Chgs - CIP Total T'Bird Park Improvements Park Bond Fund Park Development-63rd/Mary $240,758 8330 Prof & Contr - Cap Proj Total Park Development-63rd/Maryland Park Bond Fund Barnyard Additions 8330 Prof & Contr - Cap Proj Total Barnyard Additions Soccer Lights $154,210 8976 Acct. Chgs - CIP 7,418 Carryover 0036-8941 543,613 53,746 Carryover Carryover 0036-8941 0036-8941 5,436 Carryover 0036-8941 8320 Misc Cap Projects 8974 Engineering Chgbk - CI 26,019 11,749 Carryover Carryover 0036-8941 0036-8941 8000 CIP Projects Contingenc 51,039 Carryover 0036-8941 Carryover 0036-8946 26,397 Carryover 0036-8948 317,020 44,016 Carryover Carryover 0036-8948 0036-8948 2,522,945 Carryover 0036-8948 32,311 152,482 Carryover Carryover 0036-8948 0036-8948 50,000 Carryover 0036-8948 2,190,357 Carryover 0036-8948 Carryover 0036-9138 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8800 Artwork Total Soccer Lights Park Bond Fund Skating Park North $699,020 8300 Imp. - Non Bldg. Total Skating Park North Park Bond Fund Western Area Regional Park 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8320 Misc Cap Projects 8400 Equipment 8330 Prof & Contr - Cap Proj Total Western Area Regional Park Bonsall Lake Expansion 79,018 $79,018 8000 CIP Projects Contingenc 8976 Acct. Chgs - CIP Park Bond Fund 149,232 $149,232 8976 Acct. Chgs - CIP Park Bond Fund 16,358 132,736 Funding Type Account Carryover Carryover Total Facilities Renovation Park Bond Fund FY 06-07 Budget $5,335,528 8300 Imp. - Non Bldg. Total Bonsall Lake Expansion 17,017 $17,017 Total Park Bond Fund $12,376,772 452 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name DIF-Library Books Account Account Name Library Books/Population Gro 8320 Misc Cap Projects FY 06-07 Budget 304,871 Carryover 0044-8082 405,000 Carryover 0047-8049 8800 Artwork 8330 Prof & Contr - Cap Proj 4,050 47,205 Carryover Carryover 0047-8049 0047-8049 8974 Engineering Chgbk - CI 19,845 Carryover 0047-8049 Total Library Books/Population Growt $304,871 Total DIF-Library Books $304,871 Other Grants Bike & Ped/Skunk Creek @B 8300 Imp. - Non Bldg. Total Bike & Ped/Skunk Creek @BellRd Other Grants CIP Grant Reserve Approp $476,100 8320 Misc Cap Projects Total CIP Grant Reserve Approp Other Grants Total 83rd&87th Bethany Hm Trans-Cnl Glendale Sports Facilities ITS Bell Road ITS Design 8330 Prof & Contr - Cap Proj Purchase of ITS Trailers 8330 Prof & Contr - Cap Proj 8400 Equipment Total Grand Canal Trail Renovation Catlin Court Alley Beautificat 8300 Imp. - Non Bldg. Water Quality Instrument Addtl Recharge Capacity Carryover 0047-8067 22,196 Carryover 0047-8068 9,781 Carryover 0047-8588 565,018 Carryover 0047-9584 Carryover 0050-8050 8320 Misc Cap Projects 1,201,967 8320 Misc Cap Projects 1,500,000 New Funding 0050-8050 $2,701,967 8400 Equipment 521,701 8400 Equipment 166,442 New Funding 0050-9220 Total Water Quality Instrument Water & Sewer Fund 68,114 $3,279,938 Total Utility Billing System Repl. Water & Sewer Fund 0047-8066 $565,018 Total Other Grants Utility Billing System Repl. Carryover $9,781 Total Catlin Court Alley Beautificat Water & Sewer Fund 48,729 $22,196 Grand Canal Trail Renovation 8300 Imp. - Non Bldg. Other Grants 0047-8062 $68,114 Total Purchase of ITS Trailers Other Grants Carryover $48,729 Total Bell Road ITS Design Other Grants 90,000 $90,000 Total Glendale Sports Facilities ITS Other Grants 2,000,000 New Funding 0047-8059 $2,000,000 83rd&87th Bethany Hm Trans 8330 Prof & Contr - Cap Proj Other Grants Funding Type Account Carryover 0050-9220 $688,143 8800 Artwork 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8320 Misc Cap Projects Total Addtl Recharge Capacity 7,920 Carryover 0050-9221 792,000 1,092,053 Carryover Carryover 0050-9221 0050-9221 25,000 Carryover 0050-9221 $1,916,973 453 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Water & Sewer Fund Account West Area WWRP Account Name 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8800 Artwork 8100 Land Total West Area WWRP Water & Sewer Fund Arrowhead WRF Sand Filtrs & Dis Sys - AWR 8300 Imp. - Non Bldg. Carryover 0050-9246 76,775 31,500 Carryover Carryover 0050-9246 0050-9246 835,343 Carryover 0050-9246 Carryover 0050-9261 262,037 3,201 New Funding 0050-9295 $303,201 Arrwhd Wtr Reclam Fac Imps 8974 Engineering Chgbk - CI 14,613 New Funding 0050-9296 8800 Artwork 8000 CIP Projects Contingenc 9,900 New Funding 0050-9296 30,000 New Funding 0050-9296 8330 Prof & Contr - Cap Proj 8976 Acct. Chgs - CIP 164,884 New Funding 0050-9296 10,000 New Funding 0050-9296 8300 Imp. - Non Bldg. 990,000 New Funding 0050-9296 $1,219,397 Fire Station Relocation $10,876,734 8400 Equipment 717,590 New Funding 0053-9032 Total Fire Station Relocation $717,590 Total DIF-Fire Protect Fac $717,590 Landfill Stormwater Drain 8800 Artwork MRF Forklifts Carryover 0055-8141 3,455 Carryover 0055-8141 677 New Funding 0055-8141 12,810 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 3,510 New Funding 0055-8141 67,673 New Funding 0055-8141 Carryover 0055-8141 $88,782 8400 Equipment Total MRF Forklifts MRF Replacement Vehicles 657 8300 Imp. - Non Bldg. Total Landfill Stormwater Drain Landfill 1,877,298 8974 Engineering Chgbk - CI 8974 Engineering Chgbk - CI 8800 Artwork Landfill 0050-9246 0050-9246 300,000 New Funding 0050-9295 Total Water & Sewer Fund Landfill Carryover Carryover 8330 Prof & Contr - Cap Proj Total Arrwhd Wtr Reclam Fac Imps DIF-Fire Protect Fac 14,000 950,100 $262,037 Total Sand Filtrs & Dis Sys - AWRF Water & Sewer Fund Funding Type Account $3,785,016 Total Arrowhead WRF Water & Sewer Fund FY 06-07 Budget 24,720 Carryover 0055-8142 Carryover 0055-8143 $24,720 8400 Equipment 8400 Equipment Total MRF Replacement Vehicles 3,044 21,400 New Funding 0055-8143 $24,444 454 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Landfill Program Name Account Account Name Landfill Compactor Replacem 8400 Equipment Total Landfill Compactor Replacement Landfill Fuel Tanker Replacement Fiber Optics Installation 8400 Equipment 8300 Imp. - Non Bldg. 8800 Artwork Total Fiber Optics Installation Sanitation Inspect Trucks-627 8400 Equipment Rolloff Trucks - 6269 8400 Equipment Frontloader Trucks - 6271 8400 Equipment Sideload Refuse Trucks - 627 8400 Equipment 8400 Equipment 8400 Equipment Total Sideload Refuse Trucks - 6272 Loose Trash Equipment - 628 8400 Equipment Total Loose Trash Equipment - 6280 0057-9630 14,354 Carryover 0057-9631 6,080 Carryover 0057-9632 255,000 New Funding 0057-9632 38,237 Carryover 0057-9633 520,000 New Funding 0057-9633 75,500 New Funding 0057-9634 8,547 Carryover 0057-9634 $84,047 Total Sanitation Fund Fire Station Relocation Carryover $558,237 8400 Equipment Public Safety 370,676 $261,080 8400 Equipment Sanitation Fund 25,000 New Funding 0055-8147 $14,354 Total Frontloader Trucks - 6271 Sanitation Fund 2,500 New Funding 0055-8146 $370,676 Total Rolloff Trucks - 6269 Sanitation Fund 16,500 New Funding 0055-8146 3,750 New Funding 0055-8146 $1,505,696 Total Capital Lease Purchases - 57 Sanitation Fund 250,000 New Funding 0055-8146 $25,000 Total Landfill Capital Lease Purchases - 57 220,000 New Funding 0055-8145 $272,750 Total Sanitation Inspect Trucks-6273 Sanitation Fund 850,000 New Funding 0055-8144 $220,000 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP Landfill Funding Type Account $850,000 Total Fuel Tanker Replacement Landfill FY 06-07 Budget $1,288,394 8330 Prof & Contr - Cap Proj 972,000 New Funding 0060-8021 8400 Equipment 137,170 New Funding 0060-8021 8000 CIP Projects Contingenc 8320 Misc Cap Projects 388,800 New Funding 0060-8021 71,928 New Funding 0060-8021 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI 8800 Artwork 8400 Equipment Total Fire Station Relocation 2,916,000 New Funding 0060-8021 58,320 New Funding 0060-8021 71,928 New Funding 0060-8021 29,160 New Funding 0060-8021 326,700 New Funding 0060-8021 $4,972,006 455 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Public Safety Program Name Account Police Digital Comm. System Account Name 8400 Equipment 8300 Imp. - Non Bldg. Total Police Digital Comm. System Public Safety Fire 800 MHz System 8400 Equipment EOC/Training Facility Phase I 8400 Equipment 8974 Engineering Chgbk - CI Digital Comm Software Upgr Bethany Home 75th to 83rd 0060-9421 0060-9421 8300 Imp. - Non Bldg. 6,749,984 Carryover 0060-9421 $10,963,474 8974 Engineering Chgbk - CI 3,119 New Funding 0060-9423 8330 Prof & Contr - Cap Proj 500,000 New Funding 0060-9423 $503,119 8300 Imp. - Non Bldg. 91st Ave. Widening - Camelb Carryover 0060-9425 $17,477,896 8974 Engineering Chgbk - CI 4,010 New Funding 0061-8813 8976 Acct. Chgs - CIP 8330 Prof & Contr - Cap Proj 4,475 New Funding 0061-8813 175,000 New Funding 0061-8813 $183,485 8330 Prof & Contr - Cap Proj 8976 Acct. Chgs - CIP 1,022,407 49,849 Carryover Carryover 0061-8817 0061-8817 8300 Imp. - Non Bldg. 8800 Artwork 1,869,921 23,800 Carryover Carryover 0061-8817 0061-8817 54,119 Carryover 0061-8817 511,295 Carryover 0061-8820 8800 Artwork 42,021 Carryover 0061-8820 8974 Engineering Chgbk - CI 57,480 Carryover 0061-8820 139,878 1,072,124 Carryover Carryover 0061-9257 0061-9257 17,245 Carryover 0061-9257 425,717 Carryover 0061-9257 $3,020,096 8300 Imp. - Non Bldg. Total Bethany Home - 83rd to 99th HURF Bonds 19,257 $19,257 Total Bethany Home 75th to 83rd Bethany Home - 83rd to 99th 0060-9421 0060-9421 0060-9421 8974 Engineering Chgbk - CI HURF Bonds Carryover Carryover Carryover Carryover Total 67th Ave Cactus to ACDC HURF Bonds 750,000 70,297 Carryover Total Public Safety 67th Ave Cactus to ACDC 0060-9412 750,000 2,346,110 Total Digital Comm Software Upgrade HURF Bonds Carryover 429,644 297,083 Total City Court Building Public Safety 0060-9408 0060-9408 8000 CIP Projects Contingenc 8330 Prof & Contr - Cap Proj Total EOC/Training Facility Phase I City Court Building Carryover Carryover $429,644 8976 Acct. Chgs - CIP Public Safety 500,000 90,396 Funding Type Account $590,396 Total Fire 800 MHz System Public Safety FY 06-07 Budget $610,796 8976 Acct. Chgs - CIP 8300 Imp. - Non Bldg. 8800 Artwork 8330 Prof & Contr - Cap Proj Total 91st Ave. Widening - Camelback $1,654,964 456 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name HURF Bonds Account Signal Computerization Account Name 8330 Prof & Contr - Cap Proj 59th Ave Olive to Brown 0061-9546 9,800 5,500 Carryover Carryover 0061-9554 0061-9554 19,951 Carryover 0061-9554 592,341 131,529 Carryover Carryover 0061-9554 0061-9554 3,570,179 10,000 Carryover Carryover 0061-9568 0061-9568 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI 27,344 17,685 Carryover Carryover 0061-9568 0061-9568 8330 Prof & Contr - Cap Proj 97,705 Carryover 0061-9568 Carryover 0064-9655 Carryover 0065-8012 $187,085 8800 Artwork 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Total 59th Ave Olive to Brown HURF Bonds 67th Ave-Camelback to Gran $759,121 8300 Imp. - Non Bldg. 8800 Artwork Total 67th Ave-Camelback to Grand $3,722,913 Total HURF Bonds Library Bonds Library Automation System 187,085 $10,138,460 7520 Other Line Supplies 14,689 Total Library Automation System $14,689 Total Library Bonds $14,689 Flood Control Bonds Bethany Home Outfall Chann 8974 Engineering Chgbk - CI 29,831 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 19,455 New Funding 0065-8012 37,500 New Funding 0065-8012 8300 Imp. - Non Bldg. 8800 Artwork 8800 Artwork 8976 Acct. Chgs - CIP 8000 CIP Projects Contingenc Total Bethany Home Outfall Channel Flood Control Bonds 67th Ave/Peoria to ACDC Funding Type Account Carryover Total Signal Computerization HURF Bonds FY 06-07 Budget 1,500,000 New Funding 0065-8012 23,000 Carryover 0065-8012 15,000 New Funding 0065-8012 59,363 496,302 Carryover Carryover 0065-8012 0065-8012 $2,180,451 8976 Acct. Chgs - CIP 8330 Prof & Contr - Cap Proj 5,000 New Funding 0065-8014 200,000 New Funding 0065-8014 8974 Engineering Chgbk - CI 3,700 New Funding 0065-8014 Total 67th Ave/Peoria to ACDC $208,700 457 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Flood Control Bonds 59th Ave. Brown to Olive Account Account Name 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI Local Drainage Problems 8330 Prof & Contr - Cap Proj 8800 Artwork 145,000 New Funding 0065-9111 9,050 New Funding 0065-9111 8300 Imp. - Non Bldg. 905,000 New Funding 0065-9111 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP 8974 Engineering Chgbk - CI 8800 Artwork Total Local Drainage Problems Collector Drains 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj AZDES Permit 4,016 New Funding 0065-9127 100,375 New Funding 0065-9127 2,327 Carryover 0065-9127 1,004 Carryover 0065-9127 435,846 Carryover 0065-9127 2,510 New Funding 0065-9127 4,016 Carryover 0065-9127 1,004 New Funding 0065-9127 24,500 496,750 Carryover Carryover 0065-9300 0065-9300 $521,250 8330 Prof & Contr - Cap Proj 106,539 Carryover 0065-9302 8974 Engineering Chgbk - CI 12,250 Carryover 0065-9302 8976 Acct. Chgs - CIP 11,987 Carryover 0065-9302 Total Collector Drains Flood Control Bonds 0065-9111 $551,098 Total Storm Water Master Plan Flood Control Bonds Carryover $1,282,250 8800 Artwork Storm Water Master Plan 22,625 New Funding 0065-9111 43,000 New Funding 0065-9111 157,575 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP Flood Control Bonds Funding Type Account 8330 Prof & Contr - Cap Proj Total 59th Ave. Brown to Olive Flood Control Bonds FY 06-07 Budget $130,776 8976 Acct. Chgs - CIP 8300 Imp. - Non Bldg. 166 Carryover 0065-9306 15,000 New Funding 0065-9306 8320 Misc Cap Projects 2,375 New Funding 0065-9306 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 7,209 214,236 8330 Prof & Contr - Cap Proj 140,000 New Funding 0065-9306 8974 Engineering Chgbk - CI 8320 Misc Cap Projects 4,263 New Funding 0065-9306 2,000 Carryover 0065-9306 8800 Artwork Total AZDES Permit back to TOC 0065-9306 0065-9306 150 New Funding 0065-9306 $385,399 458 Carryover Carryover City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Flood Control Bonds Northern Drain - 45th to 63rd Account Account Name 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8320 Misc Cap Projects 8320 Misc Cap Projects Bethany Home - 75th to 83rd Arts Commission DIF-Police Facilities DIF-Citywide Parks 81,400 New Funding 0065-9308 102,250 New Funding 0065-9308 20,000 Carryover 0065-9308 Carryover 0065-9308 8330 Prof & Contr - Cap Proj 450,000 Carryover 0065-9308 40,993 689,827 Carryover Carryover 0065-9311 0065-9311 8976 Acct. Chgs - CIP 39,544 Carryover 0065-9311 8300 Imp. - Non Bldg. 8800 Artwork 2,424,000 36,240 Carryover Carryover 0065-9311 0065-9311 Carryover 0068-8611 $5,105,975 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj $3,230,604 Total Flood Control Bonds Transit 44,000 New Funding 0065-9308 4,400,000 New Funding 0065-9308 8,325 Total Bethany Home - 75th to 83rd Av Transit Bonds $13,596,503 8400 Equipment 139,012 Total Transit $139,012 Total Transit Bonds $139,012 Art Commission 8320 Misc Cap Projects 350,000 New Funding 0070-9700 Total Art Commission $350,000 Total Arts Commission $350,000 Public Safety Master Plan 8320 Misc Cap Projects 500,000 New Funding 0074-8153 Total Public Safety Master Plan $500,000 Total DIF-Police Facilities $500,000 Park Enhancements - City Wi Funding Type Account 8974 Engineering Chgbk - CI Total Northern Drain - 45th to 63rd Flood Control Bonds FY 06-07 Budget 8330 Prof & Contr - Cap Proj 94,590 New Funding 0080-8906 8000 CIP Projects Contingenc 8320 Misc Cap Projects 62,040 New Funding 0080-8906 75,000 New Funding 0080-8906 8974 Engineering Chgbk - CI 8800 Artwork 13,416 New Funding 0080-8906 6,306 New Funding 0080-8906 8300 Imp. - Non Bldg. 630,600 New Funding 0080-8906 8976 Acct. Chgs - CIP 6,306 New Funding 0080-8906 Total Park Enhancements - City Wide $888,258 459 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund DIF-Citywide Parks Program Name Account Account Name Park Development-71st/Orang 8000 CIP Projects Contingenc 8976 Acct. Chgs - CIP 803,000 New Funding 0080-8933 8330 Prof & Contr - Cap Proj 8800 Artwork 120,450 New Funding 0080-8933 8,030 New Funding 0080-8933 8300 Imp. - Non Bldg. 476,328 Total DIF-Citywide Parks $2,425,021 8300 Imp. - Non Bldg. DIF-Citywide Rec Fac's Soccer Com - 71st & Orange 8800 Artwork Carryover 0081-9591 8,770 New Funding 0081-9594 8330 Prof & Contr - Cap Proj 8976 Acct. Chgs - CIP 130,800 New Funding 0081-9594 8,720 New Funding 0081-9594 8000 CIP Projects Contingenc 87,750 New Funding 0081-9594 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 877,000 New Funding 0081-9594 30,098 New Funding 0081-9594 $1,143,138 Total DIF-Citywide Rec Fac's $1,523,308 Pyramid Peak WTP - Solid Ex 8300 Imp. - Non Bldg. 1,015,066 Carryover 0083-8029 Carryover Carryover 0083-8051 0083-8051 $1,015,066 8800 Artwork 8974 Engineering Chgbk - CI 6,000 14,700 8976 Acct. Chgs - CIP 35,000 New Funding 0083-8051 8800 Artwork 8300 Imp. - Non Bldg. 26,160 New Funding 0083-8051 531,766 Carryover 0083-8051 8000 CIP Projects Contingenc 150,000 New Funding 0083-8051 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 2,616,000 New Funding 0083-8051 57,537 New Funding 0083-8051 Total Fire Hydrant Replacement Backbone Fiber Optic/Cholla 0080-8933 $380,170 Total Pyramid Peak WTP - Solid Exp Water 380,170 Total Soccer Com - 71st & Orangewood Fire Hydrant Replacement Carryover 39,708 New Funding 0080-8933 $1,536,763 Total Soccer Field Complex Water 81,217 New Funding 0080-8933 8,030 New Funding 0080-8933 Total Park Development-71st/Orange DIF-Citywide Rec Fac's Soccer Field Complex Funding Type Account 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Water FY 06-07 Budget $3,437,163 8300 Imp. - Non Bldg. Total Backbone Fiber Optic/Cholla WT 42,326 $42,326 460 back to TOC Carryover 0083-8055 City of Glendale 2007-2016 Capital Appropriation by Fund Fund Water Program Name Oasis Water Campus Account Account Name 1,000,000 New Funding 0083-8056 36,700,000 New Funding 0083-8056 8300 Imp. - Non Bldg. 18,176,917 Cholla Telemetry 367,000 New Funding 0083-8056 145,211 New Funding 0083-8056 $58,050,495 8320 Misc Cap Projects 3,420,132 Carryover 0083-9009 46,000 Carryover 0083-9011 650,961 Carryover 0083-9011 4,280 2,850 Carryover Carryover 0083-9011 0083-9011 16,219 Carryover 0083-9011 $3,420,132 8330 Prof & Contr - Cap Proj 8320 Misc Cap Projects 8800 Artwork 8974 Engineering Chgbk - CI Total Cholla Telemetry Zone 4 Reservoir Fill Line 1,017,000 New Funding 0083-8056 94,367 Carryover 0083-8056 8800 Artwork 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Water 0083-8056 550,000 New Funding 0083-8056 Total CAP Water Purchase Water Carryover 8976 Acct. Chgs - CIP Total Oasis Water Campus CAP Water Purchase Funding Type Account 8000 CIP Projects Contingenc 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8976 Acct. Chgs - CIP Water FY 06-07 Budget $720,310 8000 CIP Projects Contingenc 190,000 New Funding 0083-9223 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 79,051 New Funding 0083-9223 308,000 New Funding 0083-9223 8800 Artwork 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP 39,650 New Funding 0083-9223 3,965,000 New Funding 0083-9223 50,000 New Funding 0083-9223 8320 Misc Cap Projects 24,000 Carryover 0083-9223 8800 Artwork 8974 Engineering Chgbk - CI 16,000 4,133 Carryover Carryover 0083-9223 0083-9223 8330 Prof & Contr - Cap Proj 740,883 Carryover 0083-9223 1,505,406 Carryover 0083-9223 8300 Imp. - Non Bldg. Total Zone 4 Reservoir Fill Line $6,922,123 461 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Water Program Name Account Account Name 1,683,702 Carryover 0083-9224 1,988,000 New Funding 0083-9224 8976 Acct. Chgs - CIP 30,000 New Funding 0083-9224 Drinking Water Well Head Tr 60,000 New Funding 0083-9224 179,000 New Funding 0083-9224 8800 Artwork 8974 Engineering Chgbk - CI 19,880 New Funding 0083-9224 37,000 Carryover 0083-9224 8800 Artwork 17,000 8800 Artwork 1,180 0083-9225 113,000 New Funding 0083-9225 8000 CIP Projects Contingenc 8974 Engineering Chgbk - CI 150,000 New Funding 0083-9225 41,097 New Funding 0083-9225 8800 Artwork 14,980 New Funding 0083-9225 8974 Engineering Chgbk - CI 12,000 Carryover 0083-9225 Carryover 0083-9229 Carryover 0083-9232 $2,435,428 8300 Imp. - Non Bldg. 83,255 $83,255 Water Zone 4 Improvements 1,249,620 8300 Imp. - Non Bldg. $1,249,620 8800 Artwork 1,000 Carryover 0083-9247 8320 Misc Cap Projects 8974 Engineering Chgbk - CI 2,570 5,782 Carryover Carryover 0083-9247 0083-9247 8330 Prof & Contr - Cap Proj 18,000 Carryover 0083-9247 444,860 Carryover 0083-9247 Carryover Carryover 0083-9249 0083-9249 Total Irrigation Line Replacement & Extensio Carryover 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. Water 0083-9224 605,171 Carryover 0083-9225 1,498,000 New Funding 0083-9225 Total Zone 3 Pump Improvements Irrigation Carryover $4,909,221 Total Water Zone 4 Improvements Water 0083-9224 0083-9224 8000 CIP Projects Contingenc 8330 Prof & Contr - Cap Proj Total Drinking Water Well Head Trmt Water Carryover Carryover 55,000 New Funding 0083-9224 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Zone 3 Pump Improvements 814,139 25,500 8974 Engineering Chgbk - CI Total Zone 4 WTP to 83rd/Orangewood Water Funding Type Account Zone 4 WTP to 83rd/Orangew 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8320 Misc Cap Projects Water FY 06-07 Budget $472,212 8320 Misc Cap Projects 8974 Engineering Chgbk - CI 13,425 4,386 8974 Engineering Chgbk - CI 15,377 New Funding 0083-9249 8976 Acct. Chgs - CIP 8330 Prof & Contr - Cap Proj 40,000 New Funding 0083-9249 915,000 New Funding 0083-9249 8300 Imp. - Non Bldg. 3,079,000 New Funding 0083-9249 8800 Artwork 8300 Imp. - Non Bldg. 30,790 New Funding 0083-9249 1,553,287 Carryover 0083-9249 Total Line Replacement & Extension $5,651,265 462 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Water Program Name Outer Loop Effluent Line Account Account Name 8300 Imp. - Non Bldg. 8320 Misc Cap Projects 8974 Engineering Chgbk - CI 8800 Artwork Total Outer Loop Effluent Line Water Cholla WTP Expansion Pyramid Peak Storage 8300 Imp. - Non Bldg. 8300 Imp. - Non Bldg. Total Pyramid Peak Storage West Area Reuse Pipelines N River/Agua Fria Storage Pr 8300 Imp. - Non Bldg. 24,000 Carryover 0083-9269 3,400 Carryover 0083-9269 Carryover 0083-9272 2,327,279 Carryover 0083-9275 47,513 30,000 Carryover Carryover 0083-9275 0083-9275 448,627 1,300,000 New Funding 0083-9278 13,000 New Funding 0083-9278 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 26,525 New Funding 0083-9278 15,000 New Funding 0083-9278 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 34,283 Carryover 0083-9278 60,000 New Funding 0083-9278 $1,448,808 8300 Imp. - Non Bldg. 8100 Land Total N River/Agua Fria Storage Proj Water System Security 0083-9269 0083-9269 8800 Artwork 8320 Misc Cap Projects Water Carryover Carryover $2,404,792 Total West Area Reuse Pipelines Water 1,705,908 7,500 $448,627 8974 Engineering Chgbk - CI 8800 Artwork Water Funding Type Account $1,740,808 Total Cholla WTP Expansion Water FY 06-07 Budget 502,480 1,058,845 Carryover Carryover 0083-9280 0083-9280 58,845 New Funding 0083-9280 $1,620,170 8000 CIP Projects Contingenc 18,000 New Funding 0083-9285 8800 Artwork 8974 Engineering Chgbk - CI 14,400 New Funding 0083-9285 37,851 New Funding 0083-9285 8976 Acct. Chgs - CIP 20,000 New Funding 0083-9285 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 606,000 New Funding 0083-9285 1,440,000 New Funding 0083-9285 8400 Equipment 1,063,996 Carryover 0083-9285 940,551 Carryover 0083-9285 8320 Misc Cap Projects Total Water System Security $4,140,798 463 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Water Program Name Cholla Water Plant Process I Account Account Name 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8800 Artwork 8974 Engineering Chgbk - CI 8000 CIP Projects Contingenc 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj Carryover 0083-9287 Carryover 0083-9288 3,000 Carryover 0083-9289 18,376 296,695 Carryover Carryover 0083-9289 0083-9289 4,500 Carryover 0083-9289 195,269 8974 Engineering Chgbk - CI 43,000 New Funding 0083-9289 8800 Artwork 8000 CIP Projects Contingenc 12,940 New Funding 0083-9289 50,000 New Funding 0083-9289 8330 Prof & Contr - Cap Proj 185,000 New Funding 0083-9289 15,000 New Funding 0083-9289 $2,122,511 8800 Artwork 8300 Imp. - Non Bldg. 3,520 715,269 Carryover Carryover 0083-9292 0083-9292 8330 Prof & Contr - Cap Proj 200,000 Carryover 0083-9292 8974 Engineering Chgbk - CI 43,000 Carryover 0083-9292 Carryover 0083-9293 Total Westgate Transmission Line $961,789 8300 Imp. - Non Bldg. Total Coyote Lake Fiber Optic Orangewood Ave Wtr Trans 1,470,102 200,000 Carryover 0083-9289 1,294,000 New Funding 0083-9289 8976 Acct. Chgs - CIP Water 0083-9286 0083-9286 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. Total Zn 4 WTP to Zn 1 Trans Main Coyote Lake Fiber Optic Carryover Carryover $195,269 8320 Misc Cap Projects Water 3,050,000 New Funding 0083-9286 $1,470,102 Zn 4 WTP to Zn 1 Trans Main 8800 Artwork Westgate Transmission Line 74,725 New Funding 0083-9286 300,000 New Funding 0083-9286 $9,763,278 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Water 30,500 New Funding 0083-9286 40,000 New Funding 0083-9286 Total Emergency Water Supply Water 0083-9286 0083-9286 8976 Acct. Chgs - CIP Off Project Groundwater Well 8330 Prof & Contr - Cap Proj Emergency Water Supply Carryover Carryover 16,210 5,400 Total Off Project Groundwater Wells Water 1,485,464 4,760,979 Funding Type Account 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP Total Cholla Water Plant Process Imp Water FY 06-07 Budget 139,272 $139,272 8974 Engineering Chgbk - CI 21,442 New Funding 0083-9297 8330 Prof & Contr - Cap Proj 8800 Artwork 264,000 New Funding 0083-9297 8,950 New Funding 0083-9297 8300 Imp. - Non Bldg. 895,000 New Funding 0083-9297 8976 Acct. Chgs - CIP 6,000 New Funding 0083-9297 Total Orangewood Ave Wtr Trans Mn $1,195,392 464 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Water Program Name 83rd Ave Trn Main Orgewd t Account Account Name 425,000 New Funding 0083-9298 122,000 New Funding 0083-9298 8000 CIP Projects Contingenc 40,000 New Funding 0083-9298 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 17,527 New Funding 0083-9298 3,750 New Funding 0083-9298 Total 83rd Ave Trn Main Orgewd to Gd Zn4 Groundwater Trtment Pla 8330 Prof & Contr - Cap Proj 1,900,000 New Funding 0083-9299 8974 Engineering Chgbk - CI 7,315 New Funding 0083-9299 Water Line Extension $1,907,315 8800 Artwork 8974 Engineering Chgbk - CI 8320 Misc Cap Projects 8976 Acct. Chgs - CIP 8330 Prof & Contr - Cap Proj 7,000 New Funding 0083-9625 100,000 New Funding 0083-9625 Carryover 0083-9625 4,750 New Funding 0083-9625 $1,302,756 $119,882,830 67th - 115th, Northern-C'Back 8974 Engineering Chgbk - CI 6,362 New Funding 0084-8017 8300 Imp. - Non Bldg. 978,000 New Funding 0084-8017 8800 Artwork 8976 Acct. Chgs - CIP 9,780 New Funding 0084-8017 14,000 New Funding 0084-8017 8330 Prof & Contr - Cap Proj 48,000 New Funding 0084-8017 $1,056,142 8330 Prof & Contr - Cap Proj Total Arrowhead Ranch WRF Bypass 83rd Ave & Bell Road Lift St 0083-9625 686,754 Total 67th - 115th, Northern-C'Back Sewer Carryover 8300 Imp. - Non Bldg. Total Water Arrowhead Ranch WRF Bypa 3,750 475,000 New Funding 0083-9625 8,600 Carryover 0083-9625 Total Water Line Extension Sewer 2,500 Carryover 0083-9625 14,402 New Funding 0083-9625 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8800 Artwork Sewer 4,250 New Funding 0083-9298 $612,527 Total Zn4 Groundwater Trtment Plant Water Funding Type Account 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 8800 Artwork Water FY 06-07 Budget 61,969 Carryover 0084-8052 Carryover 0084-8905 $61,969 8300 Imp. - Non Bldg. Total 83rd Ave & Bell Road Lift Stat 1,442,943 $1,442,943 465 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Sewer Program Name Sweetwater & 55th Ave SLS Account Account Name 3,909 99,347 8000 CIP Projects Contingenc 50,000 New Funding 0084-9219 8800 Artwork 8974 Engineering Chgbk - CI 17,030 New Funding 0084-9219 40,745 New Funding 0084-9219 8976 Acct. Chgs - CIP 8330 Prof & Contr - Cap Proj Total Sweetwater & 55th Ave SLS 99th Ave Interceptor Line Arrowhead Ranch Sewer Odo 29,208 New Funding 0084-9226 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP 1,069,814 Carryover 0084-9226 40,000 New Funding 0084-9226 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 420,001 Carryover 0084-9226 2,920,776 New Funding 0084-9226 8800 Artwork 11,000 Carryover 0084-9226 8974 Engineering Chgbk - CI 26,681 Carryover 0084-9226 5,480 Carryover 0084-9227 735,117 23,564 Carryover Carryover 0084-9227 0084-9227 $4,549,928 8800 Artwork 30,000 New Funding 0084-9228 8976 Acct. Chgs - CIP 30,000 New Funding 0084-9228 Total Camelback Swr Rehab Arrowhead Sewer Lines 72,000 New Funding 0084-9228 2,572,000 New Funding 0084-9228 25,720 New Funding 0084-9228 $2,729,720 8300 Imp. - Non Bldg. Total Sewer System Evaluation Sewer $764,161 8000 CIP Projects Contingenc 8800 Artwork Sewer System Evaluation 25,000 New Funding 0084-9219 100,000 New Funding 0084-9219 8800 Artwork 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Sewer 1,703,000 New Funding 0084-9219 32,448 New Funding 0084-9226 Total Arrowhead Ranch Sewer Odor Con Camelback Swr Rehab 0084-9219 0084-9219 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI Sewer Carryover Carryover $2,039,031 Total 99th Ave Interceptor Line Sewer Funding Type Account 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. Sewer FY 06-07 Budget 553,909 Carryover 0084-9233 5,588 Carryover 0084-9236 7,872 13,440 Carryover Carryover 0084-9236 0084-9236 1,211,561 Carryover 0084-9236 $553,909 8800 Artwork 8320 Misc Cap Projects 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Total Arrowhead Sewer Lines $1,238,461 466 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Sewer Program Name Security Enhance Wastewtr O Account Account Name 8800 Artwork 8976 Acct. Chgs - CIP Sewer 99th Ave.W.. Water M 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 4,100,000 New Funding 0084-9237 44,951 New Funding 0084-9237 8330 Prof & Contr - Cap Proj 400,000 New Funding 0084-9237 $4,745,951 8300 Imp. - Non Bldg. Sewers for Areas on Septic Sy 8300 Imp. - Non Bldg. 67/Ave Swge Lft Sta. Odor C 91st Ave. Construction Sewer Master Plan 61st Ave. Sewer Line 5,870 67th Ave. Lift Station Carryover 0084-9248 9,770 New Funding 0084-9248 45,000 Carryover 0084-9248 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 1,867,074 Carryover 0084-9248 90,000 New Funding 0084-9248 8974 Engineering Chgbk - CI 27,225 New Funding 0084-9248 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 900,000 New Funding 0084-9248 11,791 Carryover 0084-9248 8000 CIP Projects Contingenc 55,000 New Funding 0084-9248 3,913 Carryover 0084-9248 Carryover 0084-9250 $3,024,643 8300 Imp. - Non Bldg. 70,175 $70,175 8320 Misc Cap Projects 9,600,000 New Funding 0084-9258 8320 Misc Cap Projects 8300 Imp. - Non Bldg. 2,781,273 31,141 Carryover Carryover 0084-9258 0084-9258 Carryover 0084-9271 Carryover 0084-9273 $12,412,414 8300 Imp. - Non Bldg. 97,494 $97,494 8300 Imp. - Non Bldg. Total 61st Ave. Sewer Line Sewer 0084-9240 8320 Misc Cap Projects 8330 Prof & Contr - Cap Proj Total Sewer Master Plan Sewer Carryover 8320 Misc Cap Projects Total 91st Ave. Construction Sewer 874,179 9,000 New Funding 0084-9248 Total 95th Ave Odor Control Dosing Sewer 0084-9238 8800 Artwork Total 67/Ave Swge Lft Sta. Odor Con. 95th Ave Odor Control Dosin Carryover $874,179 8800 Artwork Sewer 1,982,018 $1,982,018 Total Sewers for Areas on Septic Sys Sewer 41,000 New Funding 0084-9237 60,000 New Funding 0084-9237 100,000 New Funding 0084-9237 Total Sewer 99th Ave.W.. Water Meter Sewer Funding Type Account 8000 CIP Projects Contingenc Total Security Enhance Wastewtr Ops Sewer FY 06-07 Budget 441,891 $441,891 8330 Prof & Contr - Cap Proj 8320 Misc Cap Projects 319,455 New Funding 0084-9274 5,220 New Funding 0084-9274 8974 Engineering Chgbk - CI 8,785 New Funding 0084-9274 Total 67th Ave. Lift Station $333,460 467 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Sewer Program Name 67th and 83rd Avenue SLS M Account Account Name 8300 Imp. - Non Bldg. Total 67th and 83rd Avenue SLS Mode Sewer CMOM Implementation 8000 CIP Projects Contingenc 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 8330 Prof & Contr - Cap Proj 6,031 New Funding 0084-9284 881,180 Carryover 0084-9284 8320 Misc Cap Projects 3,690 Carryover 0084-9284 Carryover Carryover 0084-9623 0084-9623 $1,229,238 8300 Imp. - Non Bldg. 8330 Prof & Contr - Cap Proj 2,318,563 139,000 430,000 New Funding 0084-9623 1,731,000 New Funding 0084-9623 25,000 New Funding 0084-9623 8000 CIP Projects Contingenc 43,000 New Funding 0084-9623 8974 Engineering Chgbk - CI 8800 Artwork 14,510 New Funding 0084-9623 17,310 New Funding 0084-9623 $4,718,383 8330 Prof & Contr - Cap Proj 85,000 New Funding 0084-9624 8974 Engineering Chgbk - CI 6,888 New Funding 0084-9624 8976 Acct. Chgs - CIP 8800 Artwork 3,750 New Funding 0084-9624 2,500 New Funding 0084-9624 8300 Imp. - Non Bldg. 250,000 New Funding 0084-9624 8330 Prof & Contr - Cap Proj 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. Total Sewer Line Extension 87,600 2,409 Carryover Carryover 0084-9624 0084-9624 263,208 Carryover 0084-9624 Carryover 0085-8961 $701,355 Total Sewer Library Books - Pop. Growth 3,690 New Funding 0084-9284 0084-9284 Total Sewer Line Replacement DIF-Libraries 3,260 New Funding 0084-9284 326,000 New Funding 0084-9284 Carryover 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP Sewer Line Extension 0084-9281 5,387 8330 Prof & Contr - Cap Proj Sewer Carryover 8974 Engineering Chgbk - CI Total CMOM Implementation Sewer Line Replacement 483,511 Funding Type Account $483,511 8320 Misc Cap Projects Sewer FY 06-07 Budget $45,550,976 8320 Misc Cap Projects 8320 Misc Cap Projects 1,263,409 309,398 New Funding 0085-8961 Total Library Books - Pop. Growth $1,572,807 Total DIF-Libraries $1,572,807 468 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name Account DIF-Citywide Open Sp Equestrian Staging Area Account Name 8330 Prof & Contr - Cap Proj 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP FY 06-07 Budget 55,050 New Funding 0086-9030 367,000 New Funding 0086-9030 3,670 New Funding 0086-9030 8800 Artwork 8000 CIP Projects Contingenc 3,670 New Funding 0086-9030 37,156 New Funding 0086-9030 8974 Engineering Chgbk - CI 20,680 New Funding 0086-9030 Total Equestrian Staging Area $487,226 Total DIF-Citywide Open Spaces $487,226 DIF-Park Dev Zone 1 87th Ave. - Missouri (Zone 1) 8000 CIP Projects Contingenc 19,200 Carryover 0087-8955 8974 Engineering Chgbk - CI 11,000 Carryover 0087-8955 1,200 6,000 Carryover Carryover 0087-8955 0087-8955 1,800 377,721 Carryover Carryover 0087-8955 0087-8955 8800 Artwork 8320 Misc Cap Projects 8976 Acct. Chgs - CIP 8300 Imp. - Non Bldg. Total 87th Ave. - Missouri (Zone 1) DIF-Park Dev Zone 1 87th Ave and Missouri $416,921 8000 CIP Projects Contingenc 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP 8330 Prof & Contr - Cap Proj 8800 Artwork Total 87th Ave and Missouri DIF-Park Dev Zone 1 79th Ave & Orangewood 208,000 New Funding 0087-8958 5,200 New Funding 0087-8958 31,200 New Funding 0087-8958 2,080 New Funding 0087-8958 8300 Imp. - Non Bldg. 286,000 New Funding 0087-9031 8976 Acct. Chgs - CIP 8800 Artwork 2,840 New Funding 0087-9031 2,860 New Funding 0087-9031 8974 Engineering Chgbk - CI 16,116 New Funding 0087-9031 8000 CIP Projects Contingenc 8330 Prof & Contr - Cap Proj 28,489 New Funding 0087-9031 42,900 New Funding 0087-9031 $379,205 Total DIF-Park Dev Zone 1 Park Improvements/Enhance 31,863 New Funding 0087-8958 11,721 New Funding 0087-8958 $290,064 Total 79th Ave & Orangewood DIF-Park Dev Zone 2 Funding Type Account $1,086,190 8800 Artwork 8300 Imp. - Non Bldg. 8976 Acct. Chgs - CIP 8000 CIP Projects Contingenc 8974 Engineering Chgbk - CI Total Park Improvements/Enhance 1,150 New Funding 0088-8919 115,000 New Funding 0088-8919 1,150 New Funding 0088-8919 11,490 New Funding 0088-8919 5,657 New Funding 0088-8919 $134,447 469 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name DIF-Park Dev Zone 2 Account 63rd - Butler Park Dvlpt. (Z2) Account Name 8330 Prof & Contr - Cap Proj 8000 CIP Projects Contingenc 8976 Acct. Chgs - CIP 8300 Imp. - Non Bldg. 140,500 New Funding 0088-8932 Total DIF-Park Dev Zone 2 $946,520 Park Enhancements/Ren 8800 Artwork 8300 Imp. - Non Bldg. 8000 CIP Projects Contingenc 8974 Engineering Chgbk - CI 8976 Acct. Chgs - CIP 328 New Funding 0093-8047 10,000 476,856 3,280 New Funding 0093-8047 4,800 Carryover 0093-8047 328 New Funding 0093-8047 Total DIF-Park Dev Zone 3 $531,557 8320 Misc Cap Projects Dev. Agree. - Arterials 8320 Misc Cap Projects 300,000 New Funding 0094-8993 $300,000 8800 Artwork 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8800 Artwork Total Dev. Agree. - Signals 59th Ave-Melinda to Pinncle 300,000 New Funding 0094-8992 $300,000 Total Dev. Agree. - Arterials Dev. Agree. - Signals 0093-8047 0093-8047 32,800 New Funding 0093-8047 $531,557 Dev. Agree. - Mjr. Arterials Carryover Carryover 2,165 New Funding 0093-8047 1,000 Carryover 0093-8047 Total Park Enhancements/Ren Total Dev. Agree. - Mjr. Arterials DIF-Roadway Imp 1,405 New Funding 0088-8932 $812,073 8974 Engineering Chgbk - CI 8800 Artwork DIF-Roadway Imp 3,512 New Funding 0088-8932 623,341 Carryover 0088-8932 11,000 New Funding 0088-8932 8000 CIP Projects Contingenc 8300 Imp. - Non Bldg. DIF-Roadway Imp 21,075 New Funding 0088-8932 11,240 New Funding 0088-8932 Total 63rd - Butler Park Dvlpt. (Z2) DIF-Park Dev Zone 3 Funding Type Account 8300 Imp. - Non Bldg. 8974 Engineering Chgbk - CI 8800 Artwork DIF-Roadway Imp FY 06-07 Budget 3,450 New Funding 0094-8994 768,205 Carryover 0094-8994 10,800 Carryover 0094-8994 345,000 New Funding 0094-8994 12,420 New Funding 0094-8994 3,000 Carryover 0094-8994 $1,142,875 8800 Artwork 15,000 New Funding 0094-9566 8000 CIP Projects Contingenc 8330 Prof & Contr - Cap Proj 120,000 New Funding 0094-9566 2,264,013 Carryover 0094-9566 8300 Imp. - Non Bldg. 1,500,000 New Funding 0094-9566 8974 Engineering Chgbk - CI Total 59th Ave-Melinda to Pinncle Pk 54,000 New Funding 0094-9566 $3,953,013 470 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund DIF-Roadway Imp Program Name Account Account Name Construction Vehicle w Bkt A 8400 Equipment Total Construction Vehicle w Bkt Arm DIF-Roadway Imp G.F. Revenue Oblgs Traffic Signals Shop Expansio 8300 Imp. - Non Bldg. 8400 Equipment Bethany Home Rd-91st - 83rd 8100 Land 8000 CIP Projects Contingenc Total DIF-Roadway Imp $7,288,893 Zanjero Improvements Convention Center 8300 Imp. - Non Bldg. 8100 Land 8100 Land 0094-9587 0094-9587 1,297 2,348,897 Carryover Carryover 0095-8220 0095-8220 2,470,223 Carryover 0095-8221 $2,470,223 8976 Acct. Chgs - CIP 8400 Equipment 20,000 New Funding 0095-8224 3,622,000 New Funding 0095-8224 8330 Prof & Contr - Cap Proj 8800 Artwork 1,000,000 New Funding 0095-8224 180,000 New Funding 0095-8224 18,000,000 New Funding 0095-8224 8320 Misc Cap Projects 8974 Engineering Chgbk - CI 795,767 New Funding 0095-8224 115,900 New Funding 0095-8224 8000 CIP Projects Contingenc 1,500,000 New Funding 0095-8224 Total Convention Center Parking Structure Carryover Carryover $2,350,194 8300 Imp. - Non Bldg. G.F. Revenue Oblgs 0094-9585 1,034,500 New Funding 0094-9588 275,000 New Funding 0094-9588 $1,309,500 Total Zanjero Improvements G.F. Revenue Oblgs 73,808 139,697 Total Bethany Home Rd-91st - 83rd Av Cabela's Retail Carryover $213,505 Total Cabela's Retail G.F. Revenue Oblgs 70,000 Funding Type Account $70,000 Total Traffic Signals Shop Expansion DIF-Roadway Imp FY 06-07 Budget $25,233,667 8800 Artwork 95,052 New Funding 0095-8225 8000 CIP Projects Contingenc 8330 Prof & Contr - Cap Proj 500,000 New Funding 0095-8225 500,000 New Funding 0095-8225 8974 Engineering Chgbk - CI 115,000 New Funding 0095-8225 8320 Misc Cap Projects 8400 Equipment 500,000 New Funding 0095-8225 100,000 New Funding 0095-8225 8976 Acct. Chgs - CIP 100,000 New Funding 0095-8225 8300 Imp. - Non Bldg. 9,505,178 New Funding 0095-8225 Total Parking Structure $11,415,230 471 back to TOC City of Glendale 2007-2016 Capital Appropriation by Fund Fund Program Name G.F. Revenue Oblgs Media Center/Cable Studio Account Account Name 1,500,000 New Funding 0095-8226 1,878,263 New Funding 0095-8226 8400 Equipment 7,728,000 New Funding 0095-8226 8800 Artwork 8976 Acct. Chgs - CIP 110,000 New Funding 0095-8226 200,000 New Funding 0095-8226 8974 Engineering Chgbk - CI 115,000 New Funding 0095-8226 Total Media Center/Cable Studio Training Facility Phase I 8000 CIP Projects Contingenc New Development Infrastruct 8400 Equipment 8800 Artwork 750,000 New Funding 0095-8227 210,000 New Funding 0095-8227 8976 Acct. Chgs - CIP 160,000 New Funding 0095-8227 $25,206,567 8330 Prof & Contr - Cap Proj 497,046 New Funding 0095-8228 8974 Engineering Chgbk - CI 2,954 New Funding 0095-8228 $500,000 8974 Engineering Chgbk - CI 7,192 New Funding 0095-8229 8000 CIP Projects Contingenc 8100 Land 104,027 New Funding 0095-8229 2,000,000 New Funding 0095-8229 8330 Prof & Contr - Cap Proj 388,781 New Funding 0095-8229 Total New Development Infrastructure $2,500,000 Total G.F. Revenue Oblgs $93,107,144 DIF-General Governme City Hall Remodel & Space St 7330 Prof. & Contractual Total City Hall Remodel & Space Stdy DIF-General Governme Land for City Court Building 21,000,000 New Funding 0095-8227 150,000 New Funding 0095-8227 80,850 New Funding 0095-8227 Total Loop 303 Infrastructure G.F. Revenue Oblgs 2,855,717 New Funding 0095-8227 8400 Equipment 8974 Engineering Chgbk - CI Total Training Facility Phase I Loop 303 Infrastructure 900,000 New Funding 0095-8226 11,000,000 New Funding 0095-8226 $23,431,263 8300 Imp. - Non Bldg. G.F. Revenue Oblgs Funding Type Account 8330 Prof & Contr - Cap Proj 8000 CIP Projects Contingenc 8320 Misc Cap Projects 8300 Imp. - Non Bldg. G.F. Revenue Oblgs FY 06-07 Budget 116,770 Carryover 0097-8020 Base Base 0097-9422 0097-9422 $116,770 7813 Lease Purchase Pmt Inte 7812 Lease Purchase Pmt Prin 36,288 540,000 Total Land for City Court Building $576,288 Total DIF-General Government $693,058 Total Capital Budget $435,014,486 472 back to TOC SCHEDULES Equivalent to three football fields in size, the soon-to-open Cabela’s is much more than a retail store and will provide unique attractions for every member of the family, including a conservation mountain with running waterfall and stream; more than 400 animals in museum-quality dioramas; a 40,000-gallon walk-through aquarium stocked with indigenous fish; as well as a boat showroom and much more. SCHEDULES Why Have 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. 473 back to TOC Schedule One FY 2007 Fund Balance Analysis (All Dollars in Thousands) Beginning Fund Balance 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 $741 $1,709 $0 $0 $2,060 $0 $632 $200 $38 $0 $0 $639 $1,000 $505 $0 $0 $0 $0 $143 $150 $0 $0 Enterprise Funds: Water and Sewer 50/2360* $104,276 $159,326 Sanitation 57/2480 $4,026 $15,279 Landfill 55/2440 $18,270 $9,045 Public Safety Training Fac. 71/2530 $0 $350 *Water and Sewer also includes the following funds: 51/2380, 83/2400 and 84/2420 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $401 $0 $0 $0 $0 76/2540 77/2560 79/2580 41/1120 42/1140 16/1040 27/1100 52/1870 73/1880 75/1260 45/1790 54/1160 $44,990 $3,768 $755 $460 $27,427 $0 $340 $6 $23 $0 $0 $315 $6,000 $1,200 $0 $0 $7 $357 $0 $43 $530 $384 Transfers In $152,361 $15,838 $3,123 $1,561 $49,122 $1,160 $485 $367 $28 $0 $8,357 $550 $870 $8,501 $105 $1,832 $4,224 $327 $302 $8,734 $5,098 $513 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 Marketing Self Sust. Parks Self Sust Library Book Sales Stadium Agreement SR Cable Equipment Replacement 01/1000 12/1340 02/1700 04/1720 25/1660 13/1640 06/1740 15/1760 39/1190 96/2260 18/1780 92/1280 03/1010 19/1080 38/1830 10/1300 11/1320 72/1240 46/1820 47/1840 24/1650 48/1860 Projected Revenues $3,227 $4,358 $7,455 $3,936 $2,516 $28 $2 $0 $425 $0 $0 $40 $2,780 $1,150 $20,096 $2,332 $1,943 $8,752 $890 $401 $945 $337 $1,123 $42 Transfers Out ($8,517) ($4,732) $0 $0 ($64,661) ($1,160) $0 $0 $0 $0 ($8,357) ($741) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Operations Capital Outlay Debt Service ($166,945) ($16,434) ($3,056) ($1,838) ($10,350) $0 ($933) ($574) ($68) $0 $0 ($763) ($5,010) ($8,374) ($105) ($1,832) ($4,230) ($299) ($444) ($5,607) $0 ($897) ($6,063) ($149) $0 $0 $0 $0 ($424) $0 $0 $0 $0 $0 $0 ($275) $0 $0 $0 $0 $0 ($3,280) ($5,628) $0 $0 $0 $0 $0 ($43,162) ($14,117) ($7,359) ($350) ($176,311) ($1,288) ($1,506) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($2,760) ($1,407) ($19,600) ($3,174) ($3,659) ($8,769) ($892) ($802) ($1,355) ($336) ($1,123) ($56) 474 back to TOC $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($17,174) $0 ($216) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Approp. Ending Fund Balance ($16,568) $0 ($330) $0 ($3,598) $0 $0 $0 $0 $0 $0 $0 ($2,860) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($189,576) ($16,583) ($3,386) ($1,838) ($13,948) $0 ($1,357) ($574) ($68) $0 $0 ($763) ($7,870) ($8,649) ($105) ($1,832) ($4,230) ($299) ($444) ($8,887) ($5,628) ($897) $0 $0 $492 $183 $0 $0 $100 $0 $21 $0 $0 $0 $0 $1,557 $0 $0 $0 $385 $0 $40 $0 $0 ($5,000) ($500) ($2,000) $0 ($241,647) ($15,906) ($11,081) ($350) $21,955 $3,399 $16,234 $0 ($1,250) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($4,010) ($1,407) ($19,600) ($3,174) ($3,659) ($8,769) ($892) ($802) ($1,355) ($336) ($1,123) ($56) $1,997 $4,101 $7,951 $3,095 $800 $11 $0 $0 $15 $0 $0 $26 Schedule One FY 2007 Fund Balance Analysis (All Dollars in Thousands) Beginning Fund Balance Projected Revenues Transfers In Transfers Out Construction Funds: Open Space/Trails Bonds Library Bonds Public Safety Parks Flood Control Arena Construction General Fund Rev Obligations 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 35/2140 64/2160 60/2040 36/2060 65/2180 91/2240 95/1270 70/1220 34/2120 31/1980 62/2020 61/2000 68/2220 33/2210 30/2080 32/2100 80/1460 81/1480 86/1520 53/1420 74/1440 97/1620 29/1380 85/1500 44/1400 87/1540 88/1560 93/1580 94/1600 28/2130 82/2280 $1,213 $15 $5,899 $15,456 $7,690 $0 $18,072 $2,059 $0 $7,756 $0 $14,292 $139 $0 $352 $535 $1,920 $1,247 $390 $603 $2,291 $1,924 $2,695 $2,774 $305 $635 $757 $493 $9,239 $979 $4,860 $11 $0 $18,400 $119 $11,284 $0 $87,000 $990 $2,228 $1,415 $0 $105 $0 $0 $0 $0 $505 $276 $98 $626 $818 $1,831 $60 $515 $0 $753 $190 $39 $2,189 $0 $122 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $63,911 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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 20/1900 22/1920 21/1960 23/1940 $9,345 $60 $139 $800 $19,571 $0 $10 $25 $0 $4,732 $0 $11,306 $0 $0 $0 $0 $350,099 $637,427 $88,167 *****TOTAL***** ($88,167) 475 back to TOC Operations ($1) $0 ($5) ($15) ($2) $0 $0 ($234) $0 ($4) $0 ($6) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($2) $0 $0 $0 $0 $0 ($336,951) Capital Outlay Debt Service ($783) ($15) ($17,478) ($12,377) ($13,597) $0 ($93,107) ($350) ($2,228) ($6,739) $0 ($10,138) ($139) ($63,911) $0 ($535) ($2,425) ($1,523) ($487) ($718) ($500) ($693) ($143) ($1,573) ($305) ($1,086) ($947) ($532) ($7,289) ($474) $0 $0 $0 $0 $0 ($435,014) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($301) ($400) ($1,121) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($17,548) ($4,732) ($40) ($11,506) ($53,038) Contingency ($440) $0 ($6,816) ($3,183) ($5,375) $0 ($11,965) ($2,465) $0 ($2,428) $0 ($4,253) $0 $0 ($352) $0 $0 $0 $0 ($210) ($2,210) ($1,941) ($2,612) ($1,716) $0 ($302) $0 $0 ($4,139) ($503) ($4,982) $0 $0 $0 $0 ($87,997) Total Approp. Ending Fund Balance ($1,224) ($15) ($24,299) ($15,575) ($18,974) $0 ($105,072) ($3,049) ($2,228) ($9,171) $0 ($14,397) ($139) ($63,911) ($352) ($535) ($2,425) ($1,523) ($487) ($1,229) ($3,109) ($3,755) ($2,755) ($3,289) ($305) ($1,388) ($947) ($532) ($11,428) ($979) ($4,982) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($17,548) ($4,732) ($40) ($11,506) $11,368 $60 $109 $626 ($913,000) $74,526 Schedule Two Summary of Revenues FY 04 Actual FY 05 Actual City Sales Tax $49,765,774 $52,498,591 $58,697,568 $62,171,903 State Income Tax $19,730,139 $20,114,852 $22,901,912 $24,961,237 State Shared Sales Tax $18,408,695 $20,270,810 $21,919,109 $21,919,109 Motor Vehicle In-Lieu $8,866,005 $9,367,664 $10,066,005 $10,209,149 Staff & Adm Chargebacks $8,077,256 $7,182,999 $7,835,000 $7,991,000 Property Tax $3,479,689 $3,575,616 $3,680,000 $3,784,000 Building Permits $2,790,758 $2,747,443 $2,872,277 $3,398,122 Court Revenue $2,706,825 $2,673,137 $2,676,000 $2,700,079 Gas/Elect. Franchise Fee $2,004,716 $2,065,011 $2,537,725 $2,598,626 $482,139 $669,839 $577,348 $2,062,524 $1,336,074 $1,432,595 $1,483,041 $1,518,631 $933,979 $1,039,193 $1,048,767 $1,458,204 ($245,292) $2,047,392 $1,000,000 $1,163,852 Fund Description FY 06 Estimate FY 07 Budget General Fund (0001/1000) Recreation Revenue Cable Franchise Fees Plan Check Fees Interest Miscellaneous $348,668 $331,785 $300,000 $1,067,508 Fire Department Fees $587,054 $898,051 $730,755 $904,952 City Property Rental $772,568 $876,914 $877,000 $877,000 Arena Fees $142,598 $105,895 $442,561 $761,196 Sales Tax Licenses $489,212 $527,128 $531,984 $536,771 Right-of-Way Permits $537,041 $520,832 $505,297 $509,844 Engineering Plan Check $485,339 $412,904 $416,709 $470,458 Planning/Zoning $295,253 $307,051 $309,880 $312,668 Library Fines/Fees $271,020 $280,360 $282,943 $285,489 Cemetery Revenue $193,785 $286,251 $245,000 $252,350 Liquor Licenses $160,892 $167,823 $169,369 $170,893 Bus./Prof. Licenses $87,341 $106,896 $107,881 $108,851 Business Licenses $142,353 $75,502 $76,199 $76,884 SRP In-Lieu $40,210 $36,781 $40,797 $43,245 Traffic Engineering Plan $55,182 $24,430 $40,974 $41,343 Miscellaneous CD Fees $5,198 $671 $5,351 $5,399 Facility Rental Income $4,075 $162,292 $166,340 $100,000 $7,269,960 $809,479 $852,767 $130,386,951 $131,620,235 $143,330,219 $152,361,287 City Sales Tax $2,547,410 $2,637,593 $2,948,830 $3,122,810 Total - Police Spec. Rev.: $2,547,410 $2,637,593 $2,948,830 $3,122,810 Water Revenues Lease Proceeds Northern Crossing Total - General Fund: $153 Police Spec. Rev. (0002/1700) 476 back to TOC Schedule Two Summary of Revenues Fund Description FY 04 Actual FY 05 Actual FY 06 Estimate FY 07 Budget National Events (0003/1010) Miscellaneous $869,869 Total - National Events: $869,869 Fire Spec. Revenue (0004/1720) City Sales Tax $1,273,705 $1,318,796 $1,474,410 $1,561,400 Total - Fire Spec. Revenue: $1,273,705 $1,318,796 $1,474,410 $1,561,400 Facility Rental Income $242,085 $283,566 $270,000 $291,000 Miscellaneous $155,133 $165,076 $148,500 $160,050 $29,470 $34,915 $31,500 $33,950 $426,688 $483,557 $450,000 $485,000 Grants $707,926 $490,287 $466,732 $1,832,418 Total - HOME Fund: $707,926 $490,287 $466,732 $1,832,418 Grants $2,599,079 $2,255,881 $2,265,112 $4,223,728 Total - C.D.B.G.: $2,599,079 $2,255,881 $2,265,112 $4,223,728 $15,148,769 $15,908,717 $16,467,914 $15,838,113 $15,173,769 $15,908,717 $16,467,914 $15,838,113 LTAF - Lottery $1,206,952 $1,185,898 $1,159,521 $1,159,521 Total - L.T.A.F.: $1,206,952 $1,185,898 $1,159,521 $1,159,521 Civic Center (0006/1740) Audio/Video Rental Total - Civic Center: HOME Fund (0010/1300) C.D.B.G. (0011/1320) Streets (0012/1340) Highway User Revenues Miscellaneous Total - Streets: $25,000 L.T.A.F. (0013/1640) Airport (0015/1760) Airport Fees $325,028 $383,485 $343,350 $343,350 Lease Proceeds $19,800 $21,600 $20,680 $22,680 Miscellaneous $1,195 $1,290 $1,050 $1,050 $346,023 $406,375 $365,080 $367,080 Internal Charges $5,857,495 $6,395,923 $7,168,655 $8,752,354 Total - General Services: $5,857,495 $6,395,923 $7,168,655 $8,752,354 Total - Airport: General Services (0016/1040) 477 back to TOC Schedule Two Summary of Revenues FY 04 Actual FY 05 Actual City Sales Tax $1,110,346 $432,330 $735,594 $4,795,329 Arena Fees $1,365,168 $1,160,654 $3,521,885 $3,561,284 $31,789 $12,264 $2,507,303 $1,605,248 $4,257,479 $8,356,613 Grants $1,547,526 $1,489,258 $8,297,483 $8,500,910 Total - Housing: $1,547,526 $1,489,258 $8,297,483 $8,500,910 $14,841,054 $15,845,914 $17,946,615 $19,570,869 Fund Description FY 06 Estimate FY 07 Budget Arena Special Rev. (0018/1780) Interest Total - Arena Special Rev.: Housing (0019/1080) G.O. Bond Debt (0020/1900) Property Tax Miscellaneous SRP In-Lieu $10 $163,446 $156,509 $310 $114,899 $15,004,810 $16,117,322 $17,946,625 $19,570,869 $321,804 $21,628 $14,308 $7,200 $51,038 $7,214 $12,865 $3,000 $372,842 $28,842 $27,173 $10,200 $42,000 $25,000 $143,747 $42,000 $25,000 Grants $790,607 $331,960 $5,098,000 Total - Transport. Grants: $790,607 $331,960 $5,098,000 Interest Total - G.O. Bond Debt: Special Assess. Bond (0021/1960) Special Assessments Rev. Interest Total - Special Assess. Bond: Street Bond Debt (0022/1920) Interest $39,304 Bond Proceeds $57,169 Total - Street Bond Debt: $57,169 $39,304 $177,911 $55,135 MPC Bond Debt (0023/1940) Interest Miscellaneous Total - MPC Bond Debt: $88,612 $177,911 Transport. Grants (0024/1650) 478 back to TOC Schedule Two Summary of Revenues Fund Description FY 04 Actual FY 05 Actual FY 06 Estimate FY 07 Budget Transportation (0025/1660) Bond Proceeds City Sales Tax $25,000,000 $19,024,308 $19,827,346 $22,166,973 $23,474,824 Interest $341,502 $599,405 $512,000 $447,000 Transit Revenue $166,524 $184,457 $180,000 $200,000 $2,833 $1,343 $260 $260 $227,645 $3,612 $19,762,812 $20,616,163 $22,859,233 $49,122,084 Internal Charges $835,518 $811,176 $782,000 $889,750 Total - Telephone: $835,518 $811,176 $782,000 $889,750 Miscellaneous Grants Total - Transportation: Telephone (0027/1100) Cultural Facility (0028/2130) Bond Proceeds $4,580,345 Total - Cultural Facility: $4,580,345 DIF-Library Bldg's (0029/1380) Interest $42,261 $54,132 $66,000 $60,000 Total - DIF-Library Bldg's: $42,261 $54,132 $66,000 $60,000 $1,128,000 $1,350,000 $93,000 $65,000 Facilities Bonds (0030/2080) Bond Proceeds Interest Total - Facilities Bonds: $8,669,573 $38,317 $5,903 $8,707,890 $5,903 Street/Parking Bonds (0031/1980) Bond Proceeds Interest $5,141,283 $28,282 $124,255 Grants $5,846 Miscellaneous Total - Street/Parking Bonds: $0 $833 $5,169,565 $130,101 $1,221,833 $7,867 $3,594 $2,000 $1,415,000 Economic Dev. Bonds (0032/2100) Interest Bond Proceeds Total - Economic Dev. Bonds: $1,019,269 $7,867 $1,022,863 $2,000 $1,909,482 $57,753 $103,342 $2,227,715 $12 $22 $1,909,494 $57,775 $103,342 $2,227,715 Airport Capital (0034/2120) Grants Interest Total - Airport Capital: 479 back to TOC Schedule Two Summary of Revenues Fund Description FY 04 Actual FY 05 Actual FY 06 Estimate FY 07 Budget Open Space Bonds (0035/2140) Interest $27,916 $31,908 Grants Total - Open Space Bonds: $16,000 $11,000 $2,449 $27,916 $34,357 $16,000 $11,000 $198,735 $558,439 $251,000 $119,000 Parks Bonds (0036/2060) Interest Miscellaneous Bond Proceeds $6,382 $16,598,994 $7,760,000 Grants $11,224 $569,663 $8,017,382 $119,000 Grants $94,322 $102,420 $105,382 Total - Emer. Shelter Grants: $94,322 $102,420 $105,382 Miscellaneous $25,210 $28,000 $28,000 Total - Employee Groups: $25,210 $28,000 $28,000 $336,324 $1,110,860 $1,601,939 $2,082,439 Miscellaneous $83,438 $167,145 $150,000 $150,000 Interest $95,741 $109,034 $97,665 $100,000 $515,503 $1,387,039 $1,849,604 $2,332,439 $345,099 $1,226,098 $1,605,208 $1,943,311 $48,181 $58,672 $64,155 Total - Parks Bonds: $16,797,729 Emer. Shelter Grants (0038/1830) Employee Groups (0039/1190) Vehicle Replacement (0041/1120) Internal Charges Total - Vehicle Replacement: Tech. Replacement (0042/1140) Internal Charges Interest Miscellaneous $12,697 $393,280 $1,297,467 $1,669,363 Interest $8,084 $7,791 $8,000 Total - DIF-Library Books: $8,084 $7,791 $8,000 City Sales Tax $982,991 $850,000 $1,123,143 Total - Stadium Agreement Speci $982,991 $850,000 $1,123,143 Total - Tech. Replacement: $1,943,311 DIF-Library Books (0044/1400) Stadium Agreement Special Revenue (0045/1790) 480 back to TOC Schedule Two Summary of Revenues FY 04 Actual FY 05 Actual Grants $159,610 $286,699 $286,699 $301,699 Total - CAP Grant Fund: $159,610 $286,699 $286,699 $301,699 $2,712,872 $3,609,681 $6,255,000 $8,734,000 Fund Description FY 06 Estimate FY 07 Budget CAP Grant Fund (0046/1820) Other Grant Funds (0047/1840) Grants Other Miscellaneous $9,813 $725,189 $881,522 Recreation Revenue $7,982 $2,024 Interest $7,758 $7,783 $3,453,801 $4,510,823 $6,255,000 $8,734,000 $336,244 $178,989 $200,000 $402,641 Federal Forfeitures $12,306 $26,459 $100,000 $100,000 Interest $10,162 $14,740 $10,367 $10,367 $358,712 $220,188 $310,367 $513,008 $80,000,000 $88,250,000 Total - Other Grant Funds: RICO Fund (0048/1860) State Forfeitures Total - RICO Fund: Water/Sewer Fund (0050/2360) Bond Proceeds $83,202,725 Water Revenues $27,275,918 $26,885,707 $31,021,800 $34,873,400 Sewer Revenue $19,121,167 $19,361,296 $21,169,100 $24,647,300 Water Development Impact $3,346,151 $5,210,566 $5,462,800 $7,144,000 Sewer DIF $2,138,535 $2,175,061 $2,262,696 $3,123,900 Interest $778,355 $1,618,202 $980,600 $1,040,000 Staff & Adm Chargebacks $120,000 $120,000 $210,000 $212,000 Miscellaneous $579,277 $2,206,411 $5,200,000 $35,100 $8,427 $38,809 $146,306,996 $159,325,700 Miscellaneous $401,000 $401,000 Total - Mkt'g Special Events: $401,000 $401,000 Grants Loan Proceeds $893,497 Lease Proceeds Total - Water/Sewer Fund: $200,000 $57,816,052 $137,464,052 Mkt'g Special Events (0052/1870) DIF-Fire Protect Fac (0053/1420) Development Impact Fees Interest Total - DIF-Fire Protect Fac: $632,130 $508,257 $608,000 $608,000 $29,407 $17,370 $7,000 $18,000 $661,537 $525,627 $615,000 $626,000 481 back to TOC Schedule Two Summary of Revenues Fund Description FY 04 Actual FY 05 Actual FY 06 Estimate FY 07 Budget Cable Equip. Rental (0054/1160) Audio/Video Rental Interest $31,404 $32,991 $42,000 $42,000 $95 $99 $97 $97 Grants $25,000 Total - Cable Equip. Rental: $56,499 $33,090 $42,097 $42,097 Recycling Sales $2,238,490 $2,955,109 $2,815,010 $2,815,010 Tipping Fees $2,828,750 $2,603,556 $2,599,633 $2,599,817 Internal Charges Landfill Fund (0055/2440) $3,396,035 $2,810,200 $2,431,717 $2,501,938 Interest $307,329 $397,617 $479,713 $480,000 Staff & Adm Chargebacks $370,070 $369,999 $370,000 $369,752 Development Impact Fees $206,597 $167,419 $181,329 $181,329 Miscellaneous $223,353 $109,653 $100,539 $96,821 Residential Recycling Fee $891,998 $319,183 $10,462,622 $9,732,736 $8,977,941 $9,044,667 Residential Sanitiation $8,115,499 $9,007,372 $9,529,326 $9,672,266 Commercial Sanitation Fro $3,363,097 $3,235,463 $3,471,259 $3,323,327 Total - Landfill Fund: Sanitation Fund (0057/2480) Lease Proceeds $655,000 Commercial Sanitation Rol $679,567 $644,760 $700,000 $750,000 Internal Charges $198,671 $270,643 $297,989 $290,000 Outside City Commercial $284,231 $229,836 $214,473 $190,000 Interest $19,442 $33,194 $70,923 $70,000 Miscellaneous Bin Service $56,806 $79,881 $60,000 $60,000 $107,018 $112,712 $56,064 $56,625 $33,117 $39,505 $41,749 $31,010 $38,899 $51,338 $40,000 $3,578 $10,047 $9,647 $9,743 $13,513,919 $13,695,924 $14,500,524 $15,278,710 $6,590,496 $12,250,000 $18,390,000 Sanitation DIF $775,000 Staff & Adm Chargebacks Miscellaneous Recycling Sales Total - Sanitation Fund: Public Safety Bonds (0060/2040) Bond Proceeds Interest $22,536 Total - Public Safety Bonds: $22,536 $10,000 $6,590,496 482 back to TOC $12,250,000 $18,400,000 Schedule Two Summary of Revenues Fund Description FY 04 Actual FY 05 Actual FY 06 Estimate FY 07 Budget Street Revenue Bonds (0061/2000) Interest $15,713 Miscellaneous Bond Proceeds $210,627 $145,481 $272,367 $4,453 $11,550,000 $15,745,000 Grants $4,580 $916,000 $11,565,713 $487,574 $16,810,934 Interest $266 $1,806 Total - Street Const. GO: $266 $1,806 Interest $5,722 $1,707 $455 Total - Library Bonds: $5,722 $1,707 $455 Total - Street Revenue Bonds: $105,000 $105,000 Street Const. GO (0062/2020) Library Bonds (0064/2160) Flood Control (0065/2180) Bond Proceeds Interest $6,777,003 $8,607 $79,690 $7,886,000 $11,241,000 $56,000 $43,000 Miscellaneous $164,592 Grants $700,000 Total - Flood Control: $79,690 $6,785,610 $8,806,592 $11,284,000 $973,633 $973,633 Arts Commission (0070/1220) Miscellaneous Interest $15,735 $21,385 $16,051 $16,051 Total - Arts Commission: $15,735 $21,385 $989,684 $989,684 Training Fac - Rev (0071/2530) Miscellaneous $349,546 Total - Training Fac - Rev: $349,546 Court Fund (0072/1240) Court Revenue $268,886 $284,347 $288,000 $291,000 Miscellaneous $32,757 $33,570 $31,000 $31,000 $4,746 $5,289 $4,700 $4,700 $306,389 $323,206 $323,700 $326,700 Recreation Revenue $747,713 $836,320 $895,000 $945,000 Miscellaneous $332,069 $298,364 $32,186 $46,131 $50,000 $1,111,968 $1,180,815 $945,000 Interest Total - Court Fund: Parks Self Sustain. (0073/1880) Facility Rental Income Total - Parks Self Sustain.: 483 back to TOC $945,000 Schedule Two Summary of Revenues Fund Description FY 04 Actual FY 05 Actual FY 06 Estimate FY 07 Budget $864,421 $628,036 $770,000 $770,000 $36,454 $40,976 $48,000 $48,000 DIF-PD Facilities (0074/1440) Development Impact Fees Interest Miscellaneous $670 $900,875 $669,682 $818,000 $818,000 $248,345 $268,087 $335,000 $335,000 $1,057 $75 $1,500 $1,500 $249,402 $268,162 $336,500 $336,500 $2,299,999 $2,300,980 $2,556,257 $2,760,062 $19,181 $64,902 $30,000 $20,000 $2,319,180 $2,365,882 $2,586,257 $2,780,062 $1,133,000 $1,132,999 $1,137,500 $1,024,892 $115,758 $93,812 $118,085 $125,000 $1,248,758 $1,226,811 $1,255,585 $1,149,892 City Contributions $9,238,441 $10,273,468 $12,781,978 $13,634,110 Employee Contributions $2,532,337 $2,806,834 $3,548,819 $3,785,407 Retiree Contributions $1,484,575 $1,665,784 $2,188,819 $2,405,080 Interest $73,739 $117,366 $234,684 $271,300 Miscellaneous $13,204 $9,892 $110,066 $13,342,296 $14,873,344 $18,864,366 $20,095,897 $430,739 $393,742 $486,000 $461,000 $14,590 $27,992 $38,000 $44,000 $445,329 $421,734 $524,000 $505,000 $233,714 $213,691 $393,000 $250,000 $7,979 $15,358 $21,000 $26,000 $241,693 $229,049 $414,000 $276,000 Total - DIF-PD Facilities: Library Books (0075/1260) Library Fines/Fees Miscellaneous Total - Library Books: Risk Mgmt Trust Fund (0076/2540) Internal Charges Interest Total - Risk Mgmt Trust Fund: Workers Comp Fund (0077/2560) Internal Charges Interest Total - Workers Comp Fund: Benefits Trust Fund (0079/2580) Total - Benefits Trust Fund: DIF-Citywide Parks (0080/1460) Development Impact Fees Interest Total - DIF-Citywide Parks: DIF-Citywide Rec Fac (0081/1480) Development Impact Fees Interest Total - DIF-Citywide Rec Fac: 484 back to TOC Schedule Two Summary of Revenues Fund Description FY 04 Actual FY 05 Actual FY 06 Estimate FY 07 Budget Cemetery Perp. Care (0082/2280) Interest Cemetery Revenue Miscellaneous Total - Cemetery Perp. Care: $75,629 $96,944 $118,500 $121,500 $105,600 $96,944 $118,500 $121,500 $513,658 $469,548 $470,000 $470,000 $24,383 $42,199 $56,000 $45,000 $538,041 $511,747 $526,000 $515,000 $79,984 $73,106 $100,000 $86,000 $2,718 $5,235 $7,000 $12,000 $82,702 $78,341 $107,000 $98,000 $109,000 $600,000 ($31) $30,002 DIF-Libraries (0085/1500) Development Impact Fees Interest Total - DIF-Libraries: DIF-Citywide Open Sp (0086/1520) Development Impact Fees Interest Total - DIF-Citywide Open Sp: DIF-Park Dev Zone 1 (0087/1540) Grants Development Impact Fees $171,962 $194,452 $147,000 $147,000 $6,727 $7,846 $11,000 $6,000 $178,689 $202,298 $267,000 $753,000 $122,270 $115,513 $197,000 $186,000 $20,807 $25,671 $31,000 $4,000 $143,077 $141,184 $228,000 $190,000 Interest $263,786 $49,104 $11,850 Total - Arena Construction: $263,786 $49,104 $11,850 $113,400 $229,294 Interest Total - DIF-Park Dev Zone 1: DIF-Park Dev Zone 2 (0088/1560) Development Impact Fees Interest Total - DIF-Park Dev Zone 2: Arena Construction (0091/2240) Stadium Special Rev. (0092/1280) Building Permits Recreation Revenue Engineering Plan Check City Sales Tax Right-of-Way Permits Plan Check Fees Fire Department Fees Total - Stadium Special Rev.: $500,000 $50,000 $11,827 $17,574 $738,840 $1,650 $102 $229,502 $416,283 $4,605 $2,652 $1,099,824 $665,905 485 back to TOC $550,000 Schedule Two Summary of Revenues FY 04 Actual Fund Description FY 05 Actual FY 06 Estimate FY 07 Budget DIF-Park Dev Zone 3 (0093/1580) Development Impact Fees $51,754 $5,882 $46,000 $9,045 $10,118 $12,000 $60,799 $16,000 $58,000 $39,000 $3,058,370 $2,123,829 $2,124,000 $2,124,000 Interest $69,360 $142,765 $196,000 $65,000 Grants $150,487 $2,266,594 $2,320,000 $2,189,000 Bond Proceeds $33,000,000 $87,000,000 Total - G.F. Revenue Oblgs: $33,000,000 $87,000,000 Interest Total - DIF-Park Dev Zone 3: $39,000 DIF-Roadway Improvements (0094/1600) Development Impact Fees Total - DIF-Roadway Improvem $3,278,217 G.F. Revenue Oblgs (0095/1270) Arena Dev/Rvw/Inspec (0096/2260) Traffic Engineering Plan $8,913 Engineering Plan Check $41,754 Interest $305 Fire Department Fees Plan Check Fees $61,682 $125,000 $192,120 $61,682 $125,000 $1,435,724 $1,140,149 $1,760,000 $1,760,000 $53,280 $52,202 $50,000 $71,000 $1,489,004 $1,192,351 $1,810,000 $1,831,000 $446,495,561 $335,439,520 $525,766,417 $637,426,658 $18,229 $3,483 Right-of-Way Permits Building Permits $117,324 $2,112 Total - Arena Dev/Rvw/Inspec: DIF-General Gov't (0097/1620) Development Impact Fees Interest Total - DIF-General Gov't: Grand Total : 486 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $179,194 $507,978 $317,140 $252,526 $689,750 $1,030,560 $912,955 $66,319 $390,123 $337,844 $3,427,551 $841,370 $1,081,396 $9,000 $987,420 $72,563 $447,822 $371,224 $3,810,795 $841,370 $1,081,396 $9,000 $987,420 $72,563 $447,822 $363,095 $3,802,666 $706,512 $1,248,028 $9,000 $883,572 $61,176 $473,647 $394,658 $3,776,593 $4,231,189 $4,691,420 $4,691,420 $4,231,189 $4,691,420 $4,691,420 $9,763,792 $120,000 $163,852 $10,047,644 $2,827,308 $3,846,052 $3,497,339 $3,928,405 Management & Budget (2410 / 11610) Budget & Research (2415 / 11620) Grants Administration Total for Management & Budget $512,122 $100,960 $613,082 $576,335 $140,665 $717,000 $576,335 $140,665 $717,000 $626,271 $154,578 $780,849 Economic Development (2008 / 16030) Super Bowl Event Pre-Plannin (5409 / 16010) Economic Development Total for Economic Development $44,081 $713,226 $757,307 $85,000 $730,172 $815,172 $85,000 $830,072 $915,072 $180,000 $947,118 $1,127,118 $2,510,752 $196,483 $2,707,235 $3,869,200 $619,404 $3,000,000 $7,488,604 $3,369,200 $50,000 $375,618 $3,794,818 $3,843,400 $267,768 $2,489,752 $6,600,920 $14,742,866 $21,877,021 $17,735,455 $26,514,055 $282,838 $312,059 $314,781 $331,550 General Fund (0001/1000) Administrative Svcs (2205 / 11210) Administration Services Admi Finance (2210 / 11310) Finance Administration (2220 / 11320) Accounting Services (2221 / 11330) L.I.D. Administration (2230 / 11340) License/Collection (2235 / 11350) Regulatory & Communication (2420 / 11360) Purchasing (2421 / 11370) Warehouse Total for Finance Lease Pmts/OtherFees (2490 / 11380) Lease Payments (2491 / 11390) Merchant Fees (2500 / 89800) 1000 Advisor Fees Total for Lease Pmts/OtherFees (2310 / 11510) Information Technology Rebates & Incentives (5450 / 16210) Rebates & Incentives (5451 / 16220) Visual Improvement Program (5452 / 16230) Redevelopment Land Acquisit Total for Rebates & Incentives TOTAL - Administrative Svcs: Appointed Officials (1110 / 10010) Office of the Mayor 487 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget Council Office (1120 / 10110) Council Office (1121 / 10120) Cholla District (1122 / 10130) Barrel District (1123 / 10140) Sahuaro District (1124 / 10150) Cactus District (1125 / 10160) Yucca District (1126 / 10170) Ocotillo District Total for Council Office $469,036 $56,064 $52,883 $40,827 $51,345 $41,359 $47,545 $759,059 $495,379 $67,677 $67,517 $67,462 $67,465 $67,438 $67,625 $900,563 $495,379 $45,177 $47,522 $44,962 $49,786 $59,138 $50,090 $792,054 $547,961 $75,877 $75,656 $75,662 $75,443 $75,577 $74,610 $1,000,786 City Clerk (1210 / 10210) City Clerk (1211 / 10220) Records Management (1215 / 10230) Passport Services (1220 / 10240) Elections Total for City Clerk $263,054 $180,678 $527 $44,729 $488,988 $277,500 $253,200 $2,500 $94,188 $627,388 $349,551 $253,200 $2,500 $18,060 $623,311 $372,814 $204,948 $2,500 $290,453 $870,715 $3,435,221 $3,723,004 $3,778,521 $4,229,974 City Attorney (1510 / 10610) City Attorney (1511 / 10620) Attorney-Spec Proj Fees/Costs Total for City Attorney $1,730,328 $526,573 $2,256,901 $2,099,167 $475,000 $2,574,167 $2,099,167 $475,000 $2,574,167 $2,768,151 $575,000 $3,343,151 TOTAL - Appointed Officials: $7,223,007 $8,137,181 $8,082,834 $9,776,176 $414,361 $442,546 $443,046 $427,215 Building Safety (5210 / 15610) Building Safety (5217 / 15630) Westgate-Bldg Safety Rvw/Ins (5510 / 15620) Development Services Center Total for Building Safety $1,685,642 $322,914 $491,204 $2,499,760 $1,895,690 $985,456 $730,188 $3,611,334 $1,893,015 $985,456 $682,183 $3,560,654 $2,337,504 $977,908 $724,654 $4,040,066 Planning (5310 / 15910) Planning Administration (5311 / 15920) Zoning Admin & Tech. Asst. (5312 / 15930) Current Planning (5313 / 15940) Long-Range Planning & Rese Total for Planning $417,003 $294,726 $526,362 $291,367 $1,529,458 $471,140 $332,869 $583,967 $283,900 $1,671,876 $471,040 $332,869 $583,967 $283,900 $1,671,776 $486,993 $357,851 $821,578 $294,978 $1,961,400 $1,061,342 $1,371,020 $1,370,920 $1,425,557 (1410 / 10410) City Court FY 06 Estimate FY 07 Budget Community Dev. (5111 / 15510) CD Deputy City Manager (4411 / 14410) Code Compliance 488 back to TOC Schedule Three Operating Budget by Program and Fund Program Name Engineering (5112 / 13810) Special Projects Admin. (6248 / 13710) BofA Bank Building (6310 / 13720) Engineering Administration (6331 / 13730) CIP Administration (6332 / 13740) CIP Design (6333 / 13750) CIP Construction (6334 / 13760) Property Management (6335 / 13770) Mapping and Records (6336 / 13840) Westgate-Engineering Rvw/In (6338 / 13830) New River 404 Permit (6341 / 13780) Land Development Division (6342 / 13790) Construction Inspection (6343 / 13800) Materials Testing (6344 / 13820) Utility Inspection Total for Engineering TOTAL - Community Dev.: FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $434,000 $397,241 $229,458 $339,720 $283,948 $240,176 $358,157 $444,750 $418,248 $374,070 $353,931 $302,478 $274,237 $288,201 $1,380 $455,166 $535,429 $216,328 $172,421 $3,268,348 $3,189 $434,000 $397,241 $226,269 $339,720 $283,948 $259,023 $339,310 $500,000 $50,000 $515,057 $568,615 $292,875 $200,384 $4,409,631 $50,000 $510,377 $568,615 $242,875 $205,064 $3,859,631 $50,000 $399,836 $610,084 $257,695 $219,693 $3,993,223 $8,773,269 $11,506,407 $10,906,027 $11,847,461 $234,256 $278,027 $278,027 $271,243 $238,039 $201,503 $793,494 $430,508 $840,372 $415,841 $244,529 $428,260 $158,420 $151,512 $216,867 $440,313 $195,440 $711,609 $386,396 $1,294,400 $432,534 $266,266 $443,754 $193,922 $168,142 $209,614 $196,516 $670,256 $447,566 $910,202 $432,534 $266,266 $443,754 $193,922 $145,824 $164,289 $54,507 $592,435 $248,158 $336,447 $454,925 $2,111,307 $1,962,450 $340,367 $43,357 $10,224,696 $305,939 $214,901 $941,530 $462,876 $993,639 $493,970 $295,958 $508,299 $229,374 $173,350 $102,000 $1,908,940 $263,073 $359,321 $296,964 $2,244,584 $2,014,419 $386,274 $44,048 $12,239,459 $28,056 $96,944 $547,120 $352,789 $29,107 $323,934 $217,888 $169,908 $246,878 Community Services (4110 / 14510) Comm. Services Admin. Parks & Recreation (4210 / 14610) Parks & Recreation Admin. (4239 / 14620) Glendale Community Center (4240 / 14630) Recreation Support Services (4241 / 14640) Adult Center (4242 / 14650) Youth and Teen (4243 / 14660) Special Events and Programs (4245 / 14670) Sports and Health (4247 / 14680) Aquatics (4248 / 14690) Audio/Visual (4250 / 14700) Marketing - Parks & Rec (4251 / 14730) GESD-Reimb Division (4252 / 14740) Copper Canyon HS Youth De (4272 / 14720) Foothills Recreation Center (6220 / 13010) Pool Maintenance (6221 / 13020) Park Irrigation (6223 / 13030) Parks Special Operations (6226 / 13040) Parks Central District (6227 / 13050) Parks North District (6234 / 14710) Park Rangers (6240 / 13060) Elsie McCarthy Pk. Maintena Total for Parks & Recreation $214,138 $279,917 $424,900 $1,875,189 $1,734,633 $335,359 $24,927 $9,008,408 $592,435 $248,158 $336,447 $454,925 $2,111,307 $1,979,775 $314,147 $43,357 $10,613,327 (4254 / 15110) Res. Infill Housing Incentives $24,356 $75,000 489 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget $242,603 $368,009 $73,077 $463,471 $401,860 $80,611 $463,471 $388,860 $80,611 $683,689 $945,942 $932,942 $525,335 $560,506 $614 $48,820 $1,135,275 $1,245,637 $685,059 $1,219,847 $104,157 $7,461,550 $7,565,707 $92,840 $8,177,426 $8,270,266 $92,840 $7,981,626 $8,074,466 $234,200 $8,524,979 $8,759,179 $17,516,416 $21,428,199 $20,223,246 $23,721,947 $1,098,160 $1,134,141 $1,207,897 $1,271,327 (1620 / 10710) City Auditor $318,282 $367,269 $367,269 $408,913 (1810 / 10910) Intergovernmental Programs $652,821 $734,826 $519,900 $528,626 Marketing and Comm. (1710 / 10810) Marketing (1714 / 10820) Tourism (1718 / 10830) Special Events Prod. Support (4244 / 14110) City-Wide Special Events (4520 / 14120) Cable Communications Total for Marketing and Comm. $825,622 $444,392 $58,040 $582,283 $568,179 $2,478,516 $1,084,573 $391,374 $67,067 $487,102 $814,213 $2,844,329 $1,219,573 $391,374 $67,067 $211,304 $814,213 $2,703,531 $1,269,753 $579,780 $67,083 $269,643 $796,072 $2,982,331 Comm. Partnerships (4410 / 15010) Neighborhood Revitalization (4412 / 15015) Neighborhood Partnership (4414 / 15020) Neighborhood Volunteer Prog (4416 / 15025) Mega Events - N'Hood/Volunt Total for Comm. Partnerships (4420 / 15120) Neighborhood Improvement Library & Arts (4215 / 15210) Historic Sahuaro Ranch (4510 / 15220) Library Total for Library & Arts TOTAL - Community Services: FY 06 Estimate FY 07 Budget Internal Services (1310 / 10310) City Manager $847,474 (1721 / 10890) Convention/Media/Parking (4415 / 14420) CAP Local Match $12,507 490 back to TOC $20,994 $20,994 $24,874 Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Human Resources (1430 / 11010) Risk Management/Safety (1431 / 11020) Employee Benefits (1910 / 11030) Human Resources Admin. (1915 / 11040) Employment and Staffing (1920 / 11050) Employee Relations (1925 / 11060) Compensation (1930 / 11070) Organizational Development Total for Human Resources $349,244 $393,292 $696,672 $322,805 $222,419 $346,467 $361,254 $2,692,153 $499,947 $381,520 $629,449 $367,629 $244,553 $414,174 $326,769 $2,864,041 $509,947 $381,520 $726,605 $367,629 $334,553 $389,174 $351,769 $3,061,197 $553,161 $370,742 $779,933 $422,217 $284,722 $408,425 $428,239 $3,247,439 TOTAL - Internal Services: $7,252,439 $7,965,600 $7,880,788 $9,310,984 Non-Departmental Non-Departmental (2440 / 11801) Fund 1000 Non-Dept (2470 / 11802) Outside Agencies Total for Non-Departmental $772,157 $227,000 $999,157 $1,584,030 $2,308,362 $1,603,774 $1,584,030 $2,308,362 $1,603,774 TOTAL - Non-Departmental: $999,157 $1,584,030 $2,308,362 $1,603,774 $335,134 $3,421,547 $10,571,778 $5,359,136 $939,315 $8,009,325 $160,467 $321,356 $4,783,086 $12,278,799 $5,778,690 $1,641,339 $8,808,863 $852,708 $330,912 $3,835,868 $13,217,679 $6,143,908 $1,213,537 $9,413,663 $374,454 $7,362,724 $8,114,630 $8,500,256 $36,159,426 $42,579,471 $43,030,277 $351,399 $3,488,598 $14,970,466 $6,554,357 $1,271,280 $10,010,355 $854,868 $997,752 $7,201,354 $131,051 $353,344 $2,438,534 $1,560,386 $477,659 $50,661,403 Public Safety Police Department (3120 / 12110) Police Legal Services (3210 / 12120) Police Administration (3220 / 12130) Central Patrol Bureau (3230 / 12150) Crime Investigations (3236 / 12160) Police Personnel Management (3240 / 12170) Foothills Patrol Bureau (3245 / 12190) Arena - PD Event Staffing (3247 / 12231) Stadium - PD Event Staffing (3250 / 12180) Police Support Services (3252 / 12232) PS Training Fac - Police (3256 / 12200) PD - Homeland Security (3257 / 12210) PD - Fiscal Management (3258 / 12220) PD - Detention (3259 / 12230) PD - Communications Total for Police Department 491 back to TOC Schedule Three Operating Budget by Program and Fund Program Name Fire Department (3310 / 12410) Fire Administration (3315 / 12415) Fire Financial Resources (3319 / 12420) Fire Life Safety Services Adm. (3320 / 12422) Fire Operations (3330 / 12433) Fire Resource Management (3331 / 12430) Fire Logistical Services Adm. (3334 / 3334) Logistical Services (3336 / 3336) Fire Office Systems (3338 / 3338) Fire Information/Technology (3340 / 12441) Fire Marshal's Office (3341 / 3341) Fire Marshal - Code Developm (3347 / 12510) Westgate-Fire Marshal's Offic (3350 / 12436) Fire Medical Services & Healt (3351 / 12491) Ambulance Services (3352 / 12521) PS Training Fac - Fire (3355 / 12490) Arena - Fire Event Staffing (3357 / 12520) Stadium - Fire Event Staffing (3360 / 12444) Fire Community Services (3362 / 3362) Fire Community Relations (3364 / 12437) Fire Assessment & Planning (3370 / 12434) Fire Training (3375 / 3375) Fire Personnel & Safety (3380 / 12421) Fire Special Operations (3390 / 12423) Fire - EOC Total for Fire Department FY 05 Actual FY 06 Budget $11,646 $291,044 $268,322 $759,661 $156,216 $382,029 $13,782,814 $1,892,182 $142,183 $116,629 $109,290 $62,859 $844,112 $120,721 $121,668 $1,095,239 $446,584 $712,781 $86,665 $387,029 $14,365,505 $1,955,138 $144,683 $118,629 $111,290 $64,359 $852,312 $130,131 $121,668 $455,462 $446,584 $83,728 $303,294 $303,294 $456,947 $109,604 $109,388 $80,912 $222,261 $2,650 $330,380 $25,856 $21,216,532 $111,104 $122,888 $82,412 $222,261 $4,150 $345,280 $25,856 $21,169,481 $887,674 $12,292,839 $2,516,541 $775,433 $206,519 $262,466 $88,809 $18,141,968 Homeland Security (3410 / 12810) Homeland Security Admin. (3411 / 12820) Emergency Operations Ctr (E Total for Homeland Security TOTAL - Public Safety: FY 06 Estimate $190,838 FY 07 Budget $757,643 $154,345 $231,613 $16,684,352 $2,859,379 $149,762 $1,129,318 $404,356 $505,014 $131,052 $304,731 $386,770 $292,480 $99,571 $370,337 $255,328 $0 $24,716,051 $190,838 $101,663 $1,044,492 $1,146,155 $54,301,394 $63,796,003 $64,390,596 $76,523,609 (1335 / 12910) HazMat Incidence Response $23,387 $44,477 $37,000 $44,477 (6110 / 13310) Public Works Administration $173,583 $191,536 $191,536 $200,846 Field Operations (6210 / 13410) Field Operations Admin. (6225 / 13420) Cemetery (6249 / 13430) Manistee Ranch Maintenance (6251 / 13440) Graffiti Removal (6253 / 13450) Facilities Management (6254 / 13460) Custodial Services Total for Field Operations $1,056,042 $212,449 $7,259 $142,707 $4,186,616 $1,325,948 $6,931,021 $1,095,754 $230,292 $12,114 $229,778 $4,253,291 $1,399,754 $7,220,983 $985,598 $230,292 $12,114 $229,778 $4,270,616 $1,359,754 $7,088,152 $1,077,768 $237,923 $12,117 $226,800 $4,457,955 $1,388,818 $7,401,381 Public Works 492 back to TOC Schedule Three Operating Budget by Program and Fund Program Name TOTAL - Public Works: TOTAL - General Fund FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $7,127,991 $7,456,996 $7,316,688 $7,646,704 $117,936,539 $143,751,437 $138,843,996 $166,944,710 $2,850,449 $3,214,896 $3,169,666 $3,056,258 $2,850,449 $3,214,896 $3,169,666 $3,056,258 $2,850,449 $3,214,896 $3,169,666 $3,056,258 Police Spec. Rev. (0002/1700) Public Safety (3221 / 12310) Patrol - Special Revenue Fund TOTAL - Public Safety: TOTAL - Police Spec. Rev. 493 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget National Events Res. (0003/1010) Administrative Svcs $1,000,000 (2005 / 16120) National Events Pre-Planning TOTAL - Administrative Svcs: $1,000,000 Community Dev. Transportation (6362 / 16350) Transp - Fiesta Bowl Event (6363 / 16355) Transp - BCS Event Total for Transportation $130,000 $100,000 $230,000 TOTAL - Community Dev.: $230,000 Internal Services Marketing and Comm. (4522 / 14180) Mkt'g - Fiesta Bowl Event (4523 / 14181) Mkt'g - BCS Event Total for Marketing and Comm. $345,000 $50,000 $395,000 TOTAL - Internal Services: $395,000 Public Safety Police Department (3267 / 12350) PD - Fiesta Bowl Event (3268 / 12355) PD - BCS Event Total for Police Department $1,212,803 $409,130 $1,621,933 Fire Department (3387 / 12550) Fire - Fiesta Bowl Event (3388 / 12555) Fire - BCS Event Total for Fire Department $258,182 $263,711 $521,893 TOTAL - Public Safety: $2,143,826 Public Works $1,241,450 (6260 / 13500) Right-of-Way - Mega Events TOTAL - Public Works: $1,241,450 $5,010,276 TOTAL - National Events Res. 494 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $1,357,467 $1,317,339 $1,317,339 $1,838,262 $1,357,467 $1,317,339 $1,317,339 $1,838,262 $1,357,467 $1,317,339 $1,317,339 $1,838,262 $673,370 $754,512 $794,512 $933,085 $673,370 $754,512 $794,512 $933,085 $673,370 $754,512 $794,512 $933,085 $90,000 $0 $0 $90,000 $0 $0 $90,000 $0 $0 $473,903 $1,570,446 $466,732 $1,832,418 $473,903 $1,570,446 $466,732 $1,832,418 $473,903 $1,570,446 $466,732 $1,832,418 Fire Spec. Revenue (0004/1720) Public Safety (3321 / 12610) Fire - Special Revenue Fund TOTAL - Public Safety: TOTAL - Fire Spec. Revenue Civic Center (0006/1740) Internal Services (1720 / 11710) Civic Center TOTAL - Internal Services: TOTAL - Civic Center Water Grants (0007/2340) Public Works (7685 / 7685) Water Security Planning TOTAL - Public Works: TOTAL - Water Grants HOME Fund (0010/1300) Community Services (7501 / 30001) HOME Program TOTAL - Community Services: TOTAL - HOME Fund 495 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $1,985,107 $4,184,389 $2,265,112 $4,230,482 $1,985,107 $4,184,389 $2,265,112 $4,230,482 $1,985,107 $4,184,389 $2,265,112 $4,230,482 $429,830 $1,051,479 $787,855 $1,541,989 $126,414 $324,895 $251,618 $329,768 $1,526,378 $889,406 $1,648,498 $202,527 $454,436 $271,097 $78,779 $333,546 $1,429,432 $889,406 $1,648,498 $201,544 $453,487 $271,097 $28,976 $4,514,080 $5,400,889 $5,255,986 $579,288 $1,760,466 $908,186 $1,640,893 $81,615 $485,492 $272,773 $78,779 $473,000 $6,280,492 TOTAL - Community Dev.: $4,514,080 $5,400,889 $5,255,986 $6,280,492 Public Works Field Operations (6224 / 16710) Right-of-Way Maintenance (6232 / 16720) Street Maintenance (6233 / 16730) Street Cleaning (6329 / 16740) Arena - ROW Maintenance Total for Field Operations $1,892,278 $4,452,806 $540,038 $6,885,122 $2,308,576 $6,069,420 $584,691 $62,500 $9,025,187 $2,308,576 $6,219,420 $584,691 $62,500 $9,175,187 $2,492,867 $6,942,675 $655,438 $62,500 $10,153,480 TOTAL - Public Works: $6,885,122 $9,025,187 $9,175,187 $10,153,480 $11,399,202 $14,426,076 $14,431,173 $16,433,972 $540,415 $565,547 $565,547 $573,636 $540,415 $565,547 $565,547 $573,636 $540,415 $565,547 $565,547 $573,636 C.D.B.G. (0011/1320) Community Services (7110 / 31001) CDBG Programs TOTAL - Community Services: TOTAL - C.D.B.G. Streets (0012/1340) Community Dev. Transportation (6321 / 16910) Transportation Administratio (6322 / 16810) Traffic Signals (6323 / 16820) Signs & Markings (6324 / 16920) Street Light Management (6325 / 16930) Transportation Planning (6326 / 16940) Traffic Studies (6327 / 16950) Traffic Design and Developme (6360 / 16830) Arena - Transportation Ops. (6361 / 16840) Stadium - Transportation Ops Total for Transportation TOTAL - Streets Airport (0015/1760) Community Dev. (4310 / 16410) Airport Operations TOTAL - Community Dev.: TOTAL - Airport 496 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Public Works Field Operations (6252 / 13510) Equipment Management (6257 / 13520) Fuel Services (6259 / 13530) Parts Store Operations Total for Field Operations $3,372,290 $2,071,819 $1,330,768 $6,774,877 $3,330,059 $2,574,179 $1,264,417 $7,168,655 $3,330,059 $2,574,179 $1,264,417 $7,168,655 $3,911,558 $3,260,875 $1,597,007 $8,769,440 TOTAL - Public Works: $6,774,877 $7,168,655 $7,168,655 $8,769,440 $6,774,877 $7,168,655 $7,168,655 $8,769,440 $1,489,248 $8,359,523 $8,359,523 $8,374,212 $1,489,248 $8,359,523 $8,359,523 $8,374,212 $1,489,248 $8,359,523 $8,359,523 $8,374,212 (6359 / 16310) Transportation Engineering P $54,937 $101,257 $101,257 $105,655 Transportation (6322 / 16810) Traffic Signals (6350 / 16510) Transportation Program Mg (6351 / 16520) Transportation Education (6353 / 16530) Dial-A-Ride (6354 / 16540) Fixed Route (6355 / 16550) Demand Management (6356 / 16560) Trans. Program Education (6357 / 16570) Intelligent Transportation Sys (6358 / 16580) Traffic Mitigation Total for Transportation $1,071,740 $198,486 $2,297,147 $3,682,312 $11,525 $54,356 $254,564 $97,160 $7,667,290 $5,000 $1,291,544 $253,913 $2,607,810 $4,704,394 $118,160 $125,000 $430,471 $182,162 $9,718,454 $1,411,544 $253,913 $2,607,810 $4,469,492 $118,160 $5,000 $430,471 $182,162 $9,478,552 $1,276,694 $257,953 $2,765,804 $4,935,981 $118,160 $630,246 $259,142 $10,243,980 TOTAL - Community Dev.: $7,722,227 $9,819,711 $9,579,809 $10,349,635 $7,722,227 $9,819,711 $9,579,809 $10,349,635 General Services (0016/1040) TOTAL - General Services Housing (0019/2500) Community Services (4424 / 17910) Housing Assistance Program TOTAL - Community Services: TOTAL - Housing Transportation (0025/1660) Community Dev. TOTAL - Transportation 497 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget (2325 / 11520) Telephones $999,371 $817,197 $817,197 $892,090 TOTAL - Administrative Svcs: $999,371 $817,197 $817,197 $892,090 $999,371 $817,197 $817,197 $892,090 Telephone (0027/1100) Administrative Svcs TOTAL - Telephone Cultural Facility (0028/2130) Administrative Svcs $1,732 (2501 / 89801) 2130 Advisor Fees TOTAL - Administrative Svcs: $1,732 TOTAL - Cultural Facility $1,732 Street/Parking Bonds (0031/1980) Administrative Svcs $3,844 (2502 / 89802) 1980 Advisor Fees TOTAL - Administrative Svcs: $3,844 $3,844 TOTAL - Street/Parking Bonds Open Space Bonds (0035/2140) Administrative Svcs $771 (2503 / 89803) 2140 Advisor Fees TOTAL - Administrative Svcs: $771 TOTAL - Open Space Bonds $771 498 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Parks Bonds (0036/2060) Administrative Svcs $15,047 (2504 / 89804) 2060 Advisor Fees TOTAL - Administrative Svcs: $15,047 $15,047 TOTAL - Parks Bonds Emergency Shelter (0038/1830) Community Services $94,320 $97,576 $102,420 $105,382 $94,320 $97,576 $102,420 $105,382 $94,320 $97,576 $102,420 $105,382 Internal Services Employee Groups (1950 / 11110) GEMS (1951 / 11120) Diversity Committee (1952 / 11130) Glendale Hispanic Network (1953 / 11140) Holiday Event Total for Employee Groups $12,637 $12,636 $12,636 $37,909 $12,637 $12,636 $12,636 $30,000 $67,909 $12,637 $12,636 $12,636 $30,000 $67,909 TOTAL - Internal Services: $37,909 $67,909 $67,909 $37,909 $67,909 $67,909 $2,492,702 $2,439,433 $2,295,433 $3,173,741 $2,492,702 $2,439,433 $2,295,433 $3,173,741 $2,492,702 $2,439,433 $2,295,433 $3,173,741 (7736 / 31905) Emergency Shelter Grant TOTAL - Community Services: TOTAL - Emergency Shelter Employee Groups (0039/1190) TOTAL - Employee Groups Vehicle Replacement (0041/1120) Public Works (6255 / 13610) Equipment Replacement TOTAL - Public Works: TOTAL - Vehicle Replacement 499 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $1,542,957 $1,785,816 $1,785,816 $3,658,702 $1,542,957 $1,785,816 $1,785,816 $3,658,702 $1,542,957 $1,785,816 $1,785,816 $3,658,702 $850,000 $1,123,143 $850,000 $1,123,143 $850,000 $1,123,143 Tech. Replacement (0042/1140) Administrative Svcs (2335 / 11530) Technology Replacement TOTAL - Administrative Svcs: TOTAL - Tech. Replacement Stadium Agrmt. Rev. (0045/1790) Administrative Svcs (2229 / 11400) AZTSA - Stadium Tax Refund TOTAL - Administrative Svcs: TOTAL - Stadium Agrmt. Rev. CAP Grant Fund (0046/1820) Internal Services (7116 / 32040) Community Action Program ( TOTAL - Internal Services: TOTAL - CAP Grant Fund $324,891 $434,999 $434,999 $444,492 $324,891 $434,999 $434,999 $444,492 $324,891 $434,999 $434,999 $444,492 500 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $150,000 $210,000 $210,000 $150,000 $150,000 $210,000 $210,000 $150,000 $8,846 $8,846 $20,000 $500,000 $520,000 $500,000 $500,000 $500,000 $500,000 $64,286 $500,000 $500,000 $500,000 $73,132 $1,020,000 $1,000,000 $1,000,000 Miscellaneous Grants Grants (7026 / 32118) Miscellaneous Grants (7875 / 32123) Domestic Violence Grant Total for Grants $606,578 $350,000 $606,578 $350,000 $167,266 $182,734 $350,000 $350,000 $202,890 $552,890 TOTAL - Miscellaneous Grants: $606,578 $350,000 $350,000 $552,890 $67,125 $2,251,338 $22,800 $825,000 $67,107 $139,512 $22,800 $1,125,000 $94,966 $98,286 $149,206 $2,660,921 $22,800 $825,000 $67,107 $139,512 $120,000 $182,253 $1,356,672 $1,054,419 $1,311,517 $586,525 $188,580 $775,105 $2,425,000 $135,000 $2,560,000 $2,425,000 $135,000 $2,560,000 $2,425,000 $3,436,026 $3,916,672 $3,614,419 $3,736,517 $32,298 $167,702 Other Grants Fund (0047/1840) Administrative Svcs (7075 / 32010) Grant Match Funds - Mgt & TOTAL - Administrative Svcs: Community Services Parks & Recreation (7684 / 35001) YWCA-Legacy Foundation G (7820 / 35004) Grant Approp - Parks & Rec Total for Parks & Recreation (7800 / 36006) Grant Approp - Library TOTAL - Community Services: Public Safety Police Department (7039 / 33002) Victims Rights - PD (7651 / 33021) Grant Approp - Police Dept (7652 / 7652) VOCA 2002-301 (7653 / 33018) VOCA 2003-113 (7903 / 33022) LLEBG 2002 (7904 / 33023) LLEBG 2003 Total for Police Department Fire Department (7690 / 34001) Grant Approp - Fire Dept (7899 / 34011) Metro Med Response Sys (M Total for Fire Department TOTAL - Public Safety: $163,717 $2,425,000 Public Works (7702 / 36501) Brownfields Assessment Grant $2,705 501 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $910,000 $877,705 $2,705 $910,000 $910,003 $167,702 $4,268,441 $6,406,672 $6,084,422 $5,607,109 Public Safety Police Department (7076 / 32020) Federal RICO (7077 / 32030) State RICO Total for Police Department $1,221 $197,027 $198,248 $135,000 $245,890 $380,890 $135,000 $245,890 $380,890 $135,000 $762,360 $897,360 TOTAL - Public Safety: $198,248 $380,890 $380,890 $897,360 TOTAL - RICO Fund $198,248 $380,890 $380,890 $897,360 (7840 / 32130) Grant Approp - Utilities Dept TOTAL - Public Works: TOTAL - Other Grants Fund RICO Fund (0048/1860) 502 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $2,417,041 $2,562,226 $2,562,226 $2,725,616 Water/Sewer Fund (0050/2360) Administrative Svcs (2240 / 17020) Customer Service Office $4,702 (2505 / 89805) 2360 Advisor Fees TOTAL - Administrative Svcs: $2,417,041 $2,562,226 $2,562,226 $2,730,318 $253,203 $500,000 $500,000 $253,203 $500,000 $500,000 $376,632 $1,042,458 $1,419,090 $415,481 $1,242,307 $1,657,788 $412,551 $1,242,307 $1,654,858 $435,440 $1,309,135 $1,744,575 $5,074,231 $572,248 $252,849 $1,594,600 $2,141,120 $24,439 $6,221,228 $994,489 $233,344 $1,900,521 $2,648,708 $110,406 $6,459,484 $1,070,642 $291,518 $2,139,239 $2,971,170 $318,367 $9,659,487 $12,108,696 $6,240,628 $994,489 $234,844 $1,729,538 $2,577,983 $110,406 $56,900 $11,944,788 $13,250,420 $11,078,577 $13,766,484 $13,599,646 $14,994,995 $13,748,821 $16,828,710 $16,661,872 $17,725,313 Non-Departmental (2447 / 11809) Fund 2360 Non-Dept TOTAL - Non-Departmental: Public Works Env. Resources (1330 / 17010) Environmental Resources (6429 / 17420) Water Quality Total for Env. Resources Utilities (6410 / 17110) Utilities Administration (6418 / 17120) Information Management (6419 / 17130) Public Service Representatives (6430 / 17160) Arrowhead Reclamation Plant (6432 / 17170) West Area Plant (6433 / 17140) System Security (6434 / 17150) Lazy J Trailer Park Total for Utilities TOTAL - Public Works: TOTAL - Water/Sewer Fund 503 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Mkt'g Special Events (0052/1870) Internal Services Marketing and Comm. (4246 / 14310) Tourism - Souvenir Program (4249 / 14320) 4th of July (4253 / 14321) Glitter Spectacular (4255 / 14322) Enchanted Evening (4256 / 14323) Glitter and Glow (4257 / 14324) Chocolate Affaire (4258 / 14325) Jazz Festival (4259 / 14326) Glitters Light (4260 / 14327) Other Special Events Total for Marketing and Comm. $1,500 $500,000 TOTAL - Internal Services: TOTAL - Mkt'g Special Events $501,500 $51,000 $25,000 $90,000 $30,000 $50,000 $90,000 $170,000 $235,798 $60,000 $801,798 $501,500 $801,798 $501,500 $801,798 Cable Equip. Rental (0054/1160) Internal Services (4525 / 14210) Communications Production TOTAL - Internal Services: TOTAL - Cable Equip. Rental $11,212 $54,700 $54,700 $56,417 $11,212 $54,700 $54,700 $56,417 $11,212 $54,700 $54,700 $56,417 $250,000 $250,000 $250,000 $250,000 Landfill Fund (0055/2440) Non-Departmental (2448 / 11810) Fund 2448 Non-Dept TOTAL - Non-Departmental: Public Works Field Operations (6235 / 17710) Landfill (6273 / 17740) Recycling (6274 / 17720) Gas Management System (6275 / 17750) MRF Operations (6281 / 17730) Solid Waste Admin Total for Field Operations $3,006,525 $1,110,785 $34,638 $8,444,449 $728,240 $13,324,637 $2,987,162 $1,147,233 $84,000 $2,008,618 $871,374 $7,098,387 $2,967,434 $1,147,233 $84,000 $2,008,618 $891,102 $7,098,387 $3,098,530 $829,988 $84,000 $2,444,326 $902,505 $7,359,349 TOTAL - Public Works: $13,324,637 $7,098,387 $7,098,387 $7,359,349 $13,324,637 $7,348,387 $7,348,387 $7,359,349 TOTAL - Landfill Fund 504 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Sanitation Fund (0057/2480) Non-Departmental $363,838 (2449 / 11811) Fund 2449 Non-Dept TOTAL - Non-Departmental: $363,838 Public Works Field Operations (6269 / 17810) Sanitation Roll-off (6271 / 17820) Sanitation Frontload (6272 / 17830) Curb Service (6280 / 17840) Residential-Loose Trash Colle Total for Field Operations $742,263 $3,349,272 $6,888,779 $1,716,182 $12,696,496 $981,078 $3,428,015 $6,602,719 $1,819,901 $12,831,713 $998,078 $3,411,015 $6,602,719 $1,952,861 $12,964,673 $1,063,585 $3,505,890 $7,418,328 $2,129,649 $14,117,452 TOTAL - Public Works: $12,696,496 $12,831,713 $12,964,673 $14,117,452 $12,696,496 $13,195,551 $12,964,673 $14,117,452 TOTAL - Sanitation Fund Public Safety Bonds (0060/2040) Administrative Svcs $5,107 (2506 / 89806) 2040 Advisor Fees TOTAL - Administrative Svcs: $5,107 $5,107 TOTAL - Public Safety Bonds HURF Bonds (0061/2000) Administrative Svcs $6,299 (2507 / 89807) 2000 Advisor Fees TOTAL - Administrative Svcs: $6,299 $6,299 TOTAL - HURF Bonds 505 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Flood Control (0065/2180) Administrative Svcs $1,838 (2508 / 89808) 2180 Advisor Fees TOTAL - Administrative Svcs: $1,838 $1,838 TOTAL - Flood Control Arts Commission (0070/1220) Community Services $157,503 $227,465 $227,465 $233,572 TOTAL - Community Services: $157,503 $227,465 $227,465 $233,572 TOTAL - Arts Commission $157,503 $227,465 $227,465 $233,572 (4217 / 15310) Arts Maintenance Training Fac - Rev (0071/2530) Public Safety (3249 / 12390) PS Training Ops - Police $157,130 (3369 / 12590) PS Training Ops - Fire $192,416 TOTAL - Public Safety: $349,546 $349,546 TOTAL - Training Fac - Rev Court Fund (0072/1240) Appointed Officials City Court (1411 / 10510) Court Security & Improvemen (1412 / 10520) Court Time Payments (1413 / 10530) Fill the Gap Total for City Court $182,871 $80,069 $20,417 $283,357 $196,603 $85,568 $62,541 $344,712 $196,603 $85,568 $43,541 $325,712 $61,000 $298,871 TOTAL - Appointed Officials: $283,357 $344,712 $325,712 $298,871 $283,357 $344,712 $325,712 $298,871 TOTAL - Court Fund 506 back to TOC $237,871 Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Self-Sustaining Fund (0073/1880) Community Services Parks & Recreation (4262 / 14820) Rec Self Sust-Administration (4263 / 14825) Adult Center Self Sustaining (4264 / 14830) Rec Self Sust-Spec Int Classes (4265 / 14840) Sports Self Sustaining (4266 / 14850) Youth and Teen Self Sustainin (4267 / 14860) Spec Events & Prgm Self Sust (4268 / 14870) Rec Self Sust-Audio/Visual (4273 / 14890) Aquatic Self Sustaining (6213 / 13120) Apollo Pool Repair (6214 / 13130) Cardinal Pool Repair (6215 / 13140) Cactus Pool Repair (6216 / 13150) GCC Pool Repair (6217 / 14880) Ironwood HS Lights (6218 / 13160) Ironwood Pool Repair (6219 / 13170) Dedicate A Tree (6229 / 13180) Desert Valley Park (6230 / 13190) GESD ES Ballfields (6236 / 13210) Desert Mirage Park (6237 / 13220) Desert Gardens Park (6238 / 13230) Discovery Park (6239 / 13200) Arrowhead Amenities Sinking Total for Parks & Recreation $55,000 $37,000 $237,598 $122,453 $367,719 $526,140 $21,650 $55,000 $77,000 $237,598 $122,453 $209,723 $326,140 $21,650 $10,000 $10,000 $10,000 $15,389 $5,000 $20,000 $5,000 $2,000 $7,000 $20,341 $939,293 $10,000 $35,000 $10,000 $25,000 $5,000 $35,000 $5,000 $2,000 $7,000 $7,000 $7,000 $7,000 $18,000 $1,540,560 $18,000 $1,151,953 $55,000 $85,000 $137,598 $325,067 $365,308 $164,213 $21,650 $27,919 $10,000 $35,000 $10,000 $25,000 $5,000 $35,000 $5,000 $2,000 $7,000 $7,000 $7,000 $7,000 $18,000 $1,354,755 TOTAL - Community Services: $939,293 $1,540,560 $1,151,953 $1,354,755 Internal Services Marketing and Comm. (4246 / 14310) Tourism - Souvenir Program (4249 / 14320) 4th of July Total for Marketing and Comm. $531 $495,675 $496,206 $65,000 $700,000 $765,000 TOTAL - Internal Services: $496,206 $765,000 $1,435,499 $2,305,560 $1,151,953 $1,354,755 Community Services Library & Arts (4512 / 15410) Library Book Fund (4515 / 15420) Library Special Revenue Total for Library & Arts $158,958 $143,718 $302,676 $309,003 $215,150 $524,153 $309,003 $215,150 $524,153 $231,003 $105,150 $336,153 TOTAL - Community Services: $302,676 $524,153 $524,153 $336,153 $302,676 $524,153 $524,153 $336,153 TOTAL - Self-Sustaining Fund $1,214 $190,940 $64,330 $217,662 $329,023 $16,795 $6,261 $29,636 $8,188 $22,557 $29,186 $213 $2,947 Library Books (0075/1260) TOTAL - Library Books 507 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget $3,247,941 $2,250,000 $2,250,000 $2,760,000 $3,247,941 $2,250,000 $2,250,000 $2,760,000 $3,247,941 $2,250,000 $2,250,000 $2,760,000 $1,426,983 $1,407,000 $1,407,000 $1,407,000 $1,426,983 $1,407,000 $1,407,000 $1,407,000 $1,426,983 $1,407,000 $1,407,000 $1,407,000 $13,704,535 $13,692,468 $13,692,468 $19,600,000 $13,704,535 $13,692,468 $13,692,468 $19,600,000 $13,704,535 $13,692,468 $13,692,468 $19,600,000 Risk Mgmt Trust Fund (0076/2540) Internal Services (1435 / 18010) Risk Mgmt Trust Fund TOTAL - Internal Services: TOTAL - Risk Mgmt Trust Fund Workers Comp Fund (0077/2560) Internal Services (1433 / 18110) Worker's Compensation TOTAL - Internal Services: TOTAL - Workers Comp Fund Benefits Trust Fund (0079/2580) Internal Services (1434 / 18210) Benefit Programs TOTAL - Internal Services: TOTAL - Benefits Trust Fund 508 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Water Sub-Fund (0083/2400) Administrative Svcs $16,130 (2509 / 89809) 2400 Advisor Fees TOTAL - Administrative Svcs: $16,130 Community Dev. (5211 / 17510) Cross Connection Control TOTAL - Community Dev.: $120,943 $231,223 $212,523 $215,145 $120,943 $231,223 $212,523 $215,145 $153,732 $312,728 $312,728 $316,422 $170,283 $3,482,182 $1,411,873 $1,624,677 $3,298,070 $332,802 $409,831 $3,483,640 $1,264,641 $1,286,590 $670,010 $17,434,599 Public Works (6411 / 17410) Water Conservation Utilities (6222 / 17220) Irrigation (6417 / 17230) Raw Water Usage (6420 / 17240) Central System Control (6421 / 17250) Pyramid Peak Plant (6422 / 17260) Cholla Treatment Plant (6423 / 17270) Major Maintenance (6426 / 17280) Central System Maintenance (6442 / 17290) Water Distribution (6443 / 17300) Meter Maintenance (6452 / 17210) Customer Service - Field (6453 / 17310) Oasis Water Campus Total for Utilities $186,020 $2,750,140 $1,165,378 $1,284,355 $1,572,843 $233,365 $382,645 $2,936,046 $1,154,109 $932,880 $177,343 $3,164,182 $1,415,043 $1,544,427 $2,525,681 $457,027 $419,772 $2,727,767 $1,203,075 $985,746 $12,597,781 $14,620,063 $177,343 $3,164,182 $1,415,043 $1,544,427 $2,163,281 $303,114 $419,772 $2,727,767 $1,203,075 $985,746 $134,813 $14,238,563 TOTAL - Public Works: $12,751,513 $14,932,791 $14,551,291 $17,751,021 $12,872,456 $15,164,014 $14,763,814 $17,982,296 TOTAL - Water Sub-Fund 509 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Sewer Sub-Fund (0084/2420) Administrative Svcs $5,678 (2510 / 89810) 2420 Advisor Fees TOTAL - Administrative Svcs: $5,678 Public Works Utilities (6425 / 17610) Pretreatment Program (6431 / 17620) SROG (91st Av) Plant (6445 / 17630) Wastewater Collection Total for Utilities $398,588 $2,596,687 $1,725,447 $4,720,722 $451,731 $3,500,000 $3,142,636 $7,094,367 $451,012 $3,499,873 $3,142,636 $7,093,521 $548,598 $4,000,000 $2,900,026 $7,448,624 TOTAL - Public Works: $4,720,722 $7,094,367 $7,093,521 $7,448,624 $4,720,722 $7,094,367 $7,093,521 $7,454,302 TOTAL - Sewer Sub-Fund 510 back to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Stadium Special Rev. (0092/1280) Administrative Svcs (2227 / 11410) Stadium - Finance $260,000 (5430 / 16110) Stadium - Economic Developm $227,266 $239,891 $239,891 $252,517 $487,266 $239,891 $239,891 $252,517 $1,164,340 $1,026,820 $953,820 $73,832 $953,820 $73,832 TOTAL - Administrative Svcs: Community Dev. (5216 / 15710) Stadium - Development Servic $500,000 (6339 / 13910) Stadium - Engineering Rvw/In TOTAL - Community Dev.: $1,164,340 $1,526,820 Community Services $310,189 (6242 / 13290) Stadium - Parks Central Dist. TOTAL - Community Services: $310,189 Public Safety (3346 / 12710) Stadium -Fire Marshal's Offic TOTAL - Public Safety: $128,998 $173,179 $173,179 $128,998 $173,179 $173,179 Public Works $126,731 (6330 / 13470) Stadium-Facilities Manageme TOTAL - Public Works: TOTAL - Stadium Special Rev. $126,731 $1,780,604 511 back to TOC $1,939,890 $1,366,890 $763,269 Schedule Three Operating Budget by Program and Fund Program Name FY 05 Actual FY 06 Budget FY 06 Estimate FY 07 Budget Arena Dev/Rvw/Inspec (0096/2260) Administrative Svcs (2225 / 2225) Arena - Finance TOTAL - Administrative Svcs: $49,364 $49,364 Community Dev. (5215 / 5215) Arena - Development Services TOTAL - Community Dev.: $20,649 $20,649 Public Safety (3345 / 3345) Arena - Fire Marshal's Office TOTAL - Public Safety: TOTAL - Arena Dev/Rvw/Inspec TOTAL - OPERATING BUDGET $7,473 $7,473 $77,486 $242,914,662 512 back to TOC $290,000,000 $280,115,258 $336,951,045 Schedule Four Transfers Between Funds (All Dollars in Thousands) T General (0001/1000) R A N S F E R Arena Sp Rev Stadium Streets (0012/1340) (0018/1780) (0092/1280) * General (0001/1000) * Streets (0012/1340) F R O M Transport. (0025/1660) LTAF (0013/1640) $741 $741 $959 T Street Debt (0022/1920) R MPC Debt (0023/1940) $2,950 A Transport. (0025/1660) $900 N * Transp Constr. (0033/2210) S * Airport Oper. (0015/1760) F Total In: $750 $1,709 $4,732 $4,732 T $11,306 R $2,060 A $63,911 N $200 $200 S * CAP Grants (0046/1820) $143 $143 F E * Other Grants (0047/1840) $150 $150 E R * Civic Center (0006/1740) $632 $632 R $1,000 $1,000 National Events (0003/1010) $8,357 $1,160 $63,911 T * Stadium (0092/1280) $639 $639 T O Mkt'g Spc Events (0052/1870) $401 $401 O Employee Groups (0039/1190) $38 $38 $505 $505 Comm. Housing (0019/1080) Total Out: $8,517 $4,732 T R A $8,357 N S F $741 E R F $64,661 R O $1,160 M * Transfer amounts will vary based on actual revenues, expenses, grant opportunities, etc. 513 back to TOC $88,167 Schedule Five Expenditure Limitation and Summary of Tax Levy and Tax Rate Information Estimated 2005-06 2006-07 Fiscal Year Fiscal Year $446,468,466 $ 467,943,180 $730,000,000 913,000,000 ($330,611,618) (459,205,727) $399,388,382 $453,794,273 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) $9,238,801 $9,690,107 $3,680,000 $17,946,615 $21,626,615 $3,784,000 $19,570,869 $23,354,869 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. 2005-06 Levy 2. Prior Years' Levies 3. Total Primary Property Taxes B. Secondary Property Taxes 1. 2005-06 Levy 2. Prior Years' Levies 3. Total Secondary Property Taxes $3,606,400 $73,600 $3,680,000 $17,587,693 $358,932 $17,946,625 5. Property Tax Rates A. City of Glendale Tax Rate 1. Primary Property Tax Rate $0.3064/$100 2. Secondary Property Tax Rate $1.4136/$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 $0.2925/$100 $1.4275/$100 $1.7200/$100 $1,257,923,897 $1,293,566,596 $35,642,699 2.8% $3,784,000 $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. 514 back to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Mayor - 111 1110/10010 Office of the Mayor Assistant to the Mayor Exec Administrative Asst II Executive Admin Assistant Management Assistant, Sr Mayor Secretary, Senior Program Total: Fund '03-04 '04-05 '05-06 '06-07 1 1 1 1 1 1 0.5 3.5 1 1 1 1 1 1 1 1 4 1 1 4 1 1 4 1 3.5 4 4 4 4 0001/1000 0001/1000 0001/1000 4 1 2 7 4 1 2 7 4 1 2 7 4 1 2 7 4 1 2 7 0001/1000 1 1 1 1 1 0001/1000 0001/1000 1 1 1 1 1 1 1 1 1 1 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Mayor Total: Council Office - 112 1120/10110 Council Office Council Assistant Council Services Administrator Secretary, Senior Program Total: 1121/10120 Cholla District Council Member 1122/10130 Barrel District Council Member Vice Mayor '02-03 4 Program Total: 1123/10140 Sahuaro District Council Member 0001/1000 1 1 1 1 1 1124/10150 Cactus District Council Member 0001/1000 1 1 1 1 1 1125/10160 Yucca District Council Member 0001/1000 1 1 1 1 1 1126/10170 Ocotillo District Council Member 0001/1000 1 1 1 1 1 13 13 13 13 13 1 1 1 1 1 1 1 1 1 1 1 1 4 1 4 Council Office Total: City Clerk - 121 1210/10210 City Clerk City Clerk Deputy City Clerk Office Assistant Secretary Secretary, Senior 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Program Total: 515 back to TOC 1 1 1 3 3 1 1 4 Schedule Six Authorized Staffing Dept Program Name Position Title City Clerk - 121 1211/10220 Records Management Management Aide Office Assistant Secretary, Senior Program Total: Fund 0001/1000 0001/1000 0001/1000 City Clerk Total: City Manager - 131 1310/10310 City Manager Assistant City Manager City Manager Director of City Mgr Relations Executive Admin Assistant Management Assistant (fm 2415) Management Assistant II Management Assistant, Sr. Management Asst to City Mgr Secretary, Senior Special Projects Administrator Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 '02-03 '03-04 '04-05 '05-06 '06-07 1 1 1 3 1 1 1 3 1 1 2 1 1 1 1 2 2 6 6 6 6 6 1 1 1 1 1 1 1 2 1 1 1 2 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 6 7 6 1 1 1 8 1 8 1 8 7 8 8 8 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Program Total: 4 4 4 4 1 4 City Auditor Total: 4 4 4 4 4 1 1 1 1 2 1 1 1 1 1 1 1 3 4 4 3 4 4 City Manager Total: City Auditor - 132 1620/10710 City Auditor Assistant City Auditor City Auditor Internal Auditor Management Aide Mgmt Asst 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Intergovt. Programs - 133 1810/10910 Intergovernmental Programs Intergov Prgm Deputy Director Intergov Programs Coordinator Intergovernmental Programs Dir Intergovernmental Rltns Asst Legislative Coordinator Management Aide Secretary, Senior Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Intergovt. Programs Total: 516 back to TOC 1 1 1 3 1 3 3 3 Schedule Six Authorized Staffing Dept Program Name Position Title Env. Resources - 135 1330/17010 Environmental Resources Environmental Program Manager Environmental Resources Dir. Secretary Secretary, Senior Water Quality Program Coordinator Program Total: 6411/17410 Water Conservation Environmental Program Manager Water Conservation Coordinator Program Total: 6429/17420 Water Quality Chemist Environmental Program Manager Laboratory Technician Public Service Representative Water Quality Data Coordinator Water Quality Lab Manager Water Quality Program Coordinator Program Total: Fund 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0083/2400 0083/2400 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 Env. Resources Total: City Court - 141 1410/10410 City Court Accountant 1 Assistant City Judge Asst Court Admin City Judge Collections Representative Court Accounting Supervisor Court Administrator Court Clerk I Court Clerk II Court Clerk III Court Hearing Officer Court Interpreter Court Supervisor Court Tech. Services Supervisor Judicial Assistant Judicial Enforcement Supervisor Management Assistant Office Manager Police Officer Presiding City Judge Sr Secretary Program Total: 1411/10510 Court Security & Improvements Police Officer 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0072/1240 517 back to TOC '02-03 '03-04 '04-05 '05-06 '06-07 2 1 1 2 1 1 2 1 1 2 1 2 1 1 5 1 1 4 4 4 4 1 1 1 1 1 1 1 1 2 1 1 2 5 5 5 5 2 1 1 1 10 2 1 1 1 1 11 2 1 1 1 1 11 2 1 1 1 1 11 5 1 3 11 16 16 16 17 17 1 1 1 1 2 1 1 1 4 17 3 1 2 3 2 1 1 1 4 20 3 1 2 3 2 1 1 1 4 20 3 1 2 3 1 2 1 1 1 6 24 3 1 2 2 1 1 1 1 2 1 2 1 2 1 39 40 43 43 2 1 1 50 1 1 1 1 1 2 1 1 1 1 19 3 2 3 1 1 1 1 2 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title City Court - 141 1412/10520 Court Time Payments Court Clerk I Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 City Attorney Total: Marketing and Comm. - 154 1710/10810 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 Mgmt Asst Secretary, Senior Web Content Program Mgr Program Total: 1714/10820 Tourism Communications Assistant Dir Customer Assistance Rep Management Assistant Office Assistant Tourism Assistant Tourism Coordinator Tourism Manager Program Total: '03-04 '04-05 '05-06 2 2 2 40 43 46 46 51 2 4 2 4 3 5 1 1 2 1 3 1 1 2 1 3 1 1 2 1 2 3 4 1 1 1 2 1 2 1 3 1 3 2 4 2 4 18 18 21 21 3 7 1 1 1 2 1 2 1 2 5 1 27 18 18 21 21 27 1 1 1 1 1 2 2 1 2 1 1 1 2 3 1 1 1 1 1 1 0072/1240 City Court Total: City Attorney - 151 1510/10610 City Attorney Assistant City Attorney Assistant City Prosecutor Assistant City Prosecutor, Sr. City Attorney City Prosecutor Deputy City Attorney Executive Legal Assistant Legal Assistant Mgmt Asst to the City Attorney Secretary Secretary, Senior Victim Assistance Caseworker Program Total: '02-03 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 518 back to TOC 1 1 1 1 1 1 1 1 1 1 1 1 1 9 9 9 12 1 1 1 1 1 2 1 2 1 2 1 1 3 '06-07 1 2 1 1 1 2 1 1 2 12 1 0.5 1 1 3.5 Schedule Six Authorized Staffing Dept Program Name Position Title Marketing and Comm. - 154 4244/14110 City-Wide Special Events Management Assistant Special Events Coordinator Special Events Division Mgr Special Events Manager Program Total: 4520/14120 Cable Communications Cable Manager KGLN Writer/Producer Television Exec Prod/Anchor Television Producer/Host Television Production Manager Video Playback Operator Video Production Coordinator Writer/Producer Program Total: Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Marketing and Comm.Total: Comm. Action Program - 171 7116/32040 Community Action Program (CAP) Community Action Program Admin Community Eligibility Rep Community Eligibility Specialist Customer Assistance Rep Management Aide Office Assistant Program Total: 0046/1820 0046/1820 0046/1820 0046/1820 0046/1820 0046/1820 Comm. Action ProgramTotal: Human Resources - 191 1430/11010 Risk Management/Safety Employee Safety Coordinator Management Aide Risk and Safety Coordinator Risk and Safety Program Mgr Risk Management Claims Analyst Worker's Comp. Claims Analyst Program Total: 1431/11020 Employee Benefits Employee Benefits Rep Human Resources Analyst, Sr Human Resources Manager Occupational Health Nurse Worker's Comp. Claims Analyst Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 519 back to TOC '02-03 '03-04 '04-05 '05-06 3 3 1 3 3 1 4 1 4 1 5 3 1 1 1 1 1 3 1 7 '06-07 1 2 3 1 1 1 1 3 1 6 1 3 1 6 1 1 3 1 6 21 21 22 25 25.5 1 2.5 1 2.5 1 2.5 1 1 1 6.5 1 1 1 6.5 1 1 1 6.5 1 1.5 2 1 1 0.5 7 1 1.5 2 1 1 0.5 7 6.5 6.5 6.5 7 7 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 1 1 1 1 5 1 1 1 1 5 1.5 1.5 1 1 1 4.5 1 1 1 4.5 1.5 1 1.5 1 1.75 1 1 1 4.5 1 1 3.5 3.75 4 7 Schedule Six Authorized Staffing Dept Program Name Position Title Human Resources - 191 1910/11030 Human Resources Admin. Customer Assistance Rep HR Assistant Director HR Tech HRIS Analyst Human Resources Analyst, Sr Human Resources Deputy Director Human Resources Director Human Resources Program Coord Human Resources Program Mgr Management Aide Management Assistant Management Assistant, Sr Secretary, Senior Program Total: 1915/11040 Employment and Staffing Customer Assistance Rep HR Assistant Director Human Resources Analyst Human Resources Analyst, Sr Human Resources Deputy Director Human Resources Program Mgr Human Resources Specialist Human Resources Technician Management Assistant, Sr Program Total: 1920/11050 Employee Relations Employee Development Coord Human Resources Analyst Human Resources Analyst, Sr Human Resources Manager Human Resources Program Mgr Secretary Sr HR Program Analyst Program Total: 1925/11060 Compensation HR Comp & Benifits Mgr HRMS Analyst Human Resources Analyst Human Resources Analyst, Sr Human Resources Deputy Director Human Resources Manager Human Resources Technician Human Resources Technician, Sr Sr HR Program Analyst Program Total: Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 520 back to TOC '02-03 '03-04 0.25 0.25 1 1 1 2 2 1 1 '05-06 1 0.5 1 '06-07 0.75 2 2 1 1 1 1 1 1 1 1 1 1 4.25 5 5.5 6.75 1 1 2 1 1 2 1 2 1 1 1 1 3.25 '04-05 1 1 1 1 1 7 6 5 1 1 1 1 5 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 4 3 3 1 3 0.75 1 0.75 1 1 1 1 1 1 1 1 1 1 1 1 1 3.75 3.75 4 1 4 2.5 5.5 1 1 1 1 1 4 Schedule Six Authorized Staffing Dept Program Name Position Title Human Resources - 191 1930/11070 Organizational Development Human Resources Analyst Human Resources Deputy Director Human Resources Program Mgr Program Total: Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Admin Svcs Admin.Total: Finance - 221 2210/11310 Finance Administration Controller/Asst Finance Dir Deputy Finance Director Finance Director/CFO Financial Admin Coordinator Office Assistant Office Support Supervisor Secretary Secretary, Senior Program Total: 2220/11320 Accounting Services Account Specialist Account Specialist, Senior Accountant 1 Accountant 2 Accounting Manager Office Support Supv Payroll & Accts Payable Supvr Payroll Specialist Secretary Program Total: 2225/2225 Arena - Finance Accountant 2 Accountant 2 Program Total: '03-04 0001/1000 0001/1000 0001/1000 Human Resources Total: Admin Svcs Admin. - 220 2205/11210 Admin Svcs Admin. Deputy City Manager Emerg Mgmt/Homeland Sec Admin Executive Admin Assistant II Executive Assistant Management Assistant, Sr Program Total: '02-03 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0091/2240 0096/2260 back to TOC '05-06 '06-07 1 1 1 1 1 1 2 2 26.5 26.5 26.5 28 30 1 1 1 1 1 1 1 4 1 1 1 4 1 1 1 1 3 1 2 4 4 1 3 2 1 1 1 1 1 1 0.5 1 2.5 0.5 1 2.5 2 1 1 6 6 0.5 1 1.5 1 6 2 1 1 0.5 1.5 1 7 2 1 7 4 1 4 4 2 4 1 4 4 2 4 1 4 4 2 4 4 4 5 2 2 2 2 1 2 17 17 17 18 5 5 2 1 1 2 1 21 1 1 1 1 1 1 521 '04-05 Schedule Six Authorized Staffing Dept Program Name Position Title Finance - 221 2230/11340 License/Collection Account Specialist Billing & Compliance Specialist Billing & Compliance Specialist, Sr Collections Representative License & Compliance Specialis Office Support Supervisor Revenue Administrator Secretary Sr Applications Analyst Tax and License Manager Tax Auditor Program Total: 2235/11350 Regulatory & Communication Regulatory Licensing Analyst Regulatory/Communications Mgr. Program Total: 2240/17020 Customer Service Office Account Specialist Account Specialist II Account Specialist, Senior Billing & Compliance Specialist 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: 2420/11360 Purchasing Buyer 1 Buyer 2 Contract Analyst Contract Specialist Materials Manager Program Total: 2421/11370 Warehouse Materials Control Assistant Materials Control Specialist Materials Control Supervisor Secretary Storekeeper Program Total: Fund '02-03 '03-04 '04-05 '05-06 '06-07 0.5 0.5 0.5 0.5 2 1 1 1 1 1 2 1 1 1 1 1 2 1 1 1 1 1 2 1 1 1 1 1 0.5 1 2 1 1 3 11.5 1 3 11.5 1 3 11.5 1 3 11.5 1 1 3 9.5 1 1 2 1 1 2 1 1 1 1 1 1 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 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 1 4 5 7 1 2 6 3 2.5 1 1 1 1 35.5 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 1 3 1 3 1 5 1 5 3 1 1 5 3 1 1 5 3 1 1 5 1 1 1 0.75 4 6.75 1 0.75 4 6.75 1 4 1 0.75 1 3 1 0.75 1 2.75 1 1 6.75 5.75 5.75 80.75 80.75 81.75 82.75 84.75 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Finance Total: 522 back to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Info. Technology - 231 2310/11510 Information Technology Account Specialist App Analyst, Web Programmer Sr App Analyst, Web Progrm Intrmd Associate Systems Administrator Associate Systems Analyst Chief Info Technology Officer Computer Operator 1 Database Administrator Electronic Information Spclst Help Desk Manager Help Desk Support Spec Information Systems Manager IT Mgr Applications IT Mgr Finance & HRMS IT Mgr PC Support IT Project Manager IT Tech Mgr Computer Opertions Mgmt Aide Network Engineer PC Support Specialist I PC Support Specialist II Secretary Sr. Network Engineer Systems Admin, Intermediate Systems Analyst Systems Analyst, Senior Voice Communications Admin Voice Communications Coordinator Program Total: 2325/11520 Telephones Voice Communications Administr Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0027/1100 Info. Technology Total: Management & Budget - 241 2410/11610 Budget & Research Budget Analyst, Sr. Budget and Rate Manager Budget Assistant Director Budget Coordinator Management & Budget Analyst Management & Budget Director Management Assistant Secretary Secretary, Senior Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 523 back to TOC '02-03 1 1 2 1 1 1 3 2 3 1 1 '03-04 '04-05 '05-06 '06-07 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 3 3 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 6 1 2 6 1 1 1 4 7 1 1 2 7 1 1 26 1 26 1 1 26 26 28 1 1 1 1 1 27 27 27 27 29 1 1 1 2 2 1 1 1 1 1 1 1 1 6 6 2 1 0.65 0.5 1 6.15 2 1 0.65 0.5 1 6.15 1 3 1 0.15 6.15 1 4 6 2 Schedule Six Authorized Staffing Dept Program Name Position Title Management & Budget - 241 2415/11620 Grants Administration Grants Administrator Management Assistant Secretary Program Total: Fund '02-03 '03-04 '04-05 '05-06 '06-07 1 1 1 1 1 1 2 1 1 0.5 1.5 0.5 1.5 8.15 7.15 7.15 7.5 7.5 0001/1000 0001/1000 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 1 1 1 1 1 1 1 1 2 1 1 1 1 1 2 4 1 1 14 2 4 1 1 15 1 1 3 5 4 122 2 1 1 3 3 4 122 2 1 1 1 4 3 3 5 139 2 0001/1000 0001/1000 0001/1000 Management & Budget Total: Police Department - 312 3120/12110 Police Legal Services Police Officer Public Safety Staff Attorney Program Total: 3210/12120 Police Administration Assistant Police Chief Assistant Police Director Management Aide Management Assistant Office Support Supervisor Police Captain Police Chief Police Crime Prevention Spcist Police Crime/Stats Analyst Police Lieutenant Police Officer Police Sergeant Secretary Victim Assistance Caseworker Program Total: 3220/12130 Central Patrol Bureau Management Assistant Mgmt Aide Office Support Supervisor Police Aide Police Captain Police Crime Prevention Specialist Police Lieutenant Police Officer Police Officer (Assignment) Police Records Technician Police Sergeant Secretary Program Total: 3221/12310 Patrol - Special Revenue Fund Police Communication Sp. Police Detention Officer Police Officer Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0002/1700 0002/1700 0002/1700 524 back to TOC 1 1 1 1 1 1 1 1 3 2 2 1 1 9 5 1 1 17 1 1 1 1 1 4 1 1 12 1 1 1 1 3 3 75 5 100 1 4 4 117 5 0.75 17 1 150.75 18 1 157 18 1 155 18 1 178 4 6 23 33 4 6 23 33 4 6 23 33 4 6 23 33 4 6 23 33 12 Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 3225/12140 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: 3230/12150 Crime Investigations Assistant Police Chief Mgmt Aide Office Support Supervisor Police Crim/Statistical Analys Police Identificaiton Tech Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Police Tech Svc Bur Admin Secretary, Senior Victim Assistance Caseworker Victim Assistance Supervisor Program Total: 3236/12160 Police Personnel Management Police Captain Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Security Officer Security Services Coordinator Program Total: 3240/12170 Foothills Patrol Bureau Police Captain Police Crime Prevention Specialist Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Secretary Program Total: 3245/12190 Arena - PD Event Staffing Public Safety Arena Scheduler Police Sergeant Program Total: Fund '02-03 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 1 2 2 1 3 45 2.25 8 64.25 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 1 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0018/1780 525 back to TOC '03-04 1 1 1 29 4 4 4 2 41 5 6 1 1 1 42 2 1 63 '04-05 '05-06 '06-07 1 1 3 3 4 2 44 4 6 1 1 2 1 68 3 4 2 45 2 6 1 1 2 1 68 3 5 2 45 2 6 1 1 2 1 72 2 3 1 2 4 1 13 2 4 1 2 4 1 14 2 1 1 2 1 1 4 4 1 2 4 1 2 4 1 15 3 4 74 2 4 89 1 3 4 88 1 3 4 92 13 1 95 13 1 109 13 1 110 13 1 114 1 1 1 1 1 1 1 2 3 67 1 11 1 86 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 3247/12231 Stadium - PD Event Staffing Police Support Srvcs Supv Public Safety Arena Scheduler Program Total: 3249/12390 PS Training Ops - Police Police Lieutenant Security Officer Program Total: 3250/12180 Police Support Services Customer Assistance Rep Management Assistant PC Support Specialist II Police Aide Police Captain Police Comm Sys Specialist Police Comm Sys Technician Police Communication Sp. Police Communications Sup Police Community Svcs Officer Police Crime/Statistical Analyst Police Detention Officer Police ID Technician Police Identification Supervisor Police Lieutenant Police Officer Police Operations Manager Police Polygraph Examiner Police Property/Evidence Cust. Police Records Technician Police Sergeant Police Support Serv Supervisor Police Tech Srvcs Bureau Admin. Police Technical Services Mgr Police Traffic Investigator Property Room Supervisor Secretary Service Worker 1 Service Worker 3 Sys Analyst Program Total: 3258/12220 PD - Detention Police Detention Officer Fund '02-03 '03-04 '04-05 '05-06 '06-07 0001/1000 0001/1000 1 1 2 0071/2530 0071/2530 1 1 2 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 1 1 1 26 4 9 2 6 4 1 1 18 1 1 3 14.25 2 5 1 2 1 1 3.5 1 1 110.75 1 1 1 1 1 1 1 1 1 1 1 1 28 4 9 31 4 9 32 4 9 1 1 30 4 9 6 9 9 9 1 1 1 1 16 1 1 3 15.75 2 5 15 1 1 3 16.5 1 5 14 1 1 3 16.5 1 5 14 1 1 3 16.5 1 5 2 2 2 2 1 2.5 1 2.5 1 2.5 1 2.5 1 1 1 103.25 106 106 1 1 105 0001/1000 1 3259/12230 PD - Communications Police Comm Spec 0001/1000 1 7039/33002 Victims Rights - PD Victim Assistance Caseworker 0047/1840 526 back to TOC 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title '02-03 '03-04 '04-05 '05-06 '06-07 0048/1860 0.5 0.5 0.5 0.5 0.5 7084/7084 VOCA-DPS #00-912 Victim Assistance Caseworker 0047/1840 1 1 7628/7628 VOCA Grant Victim Assistance Caseworker 0047/1840 1 1 7652/7652 VOCA 2002-301 Victim Assistance Caseworker 0047/1840 2 1 7653/33018 VOCA 2003-113 Victim Assistance Caseworker 0047/1840 1 2 2 506.5 543.5 1 1 1 1 1 1 1 0.5 0.5 4.5 3.5 Police Department - 312 7077/32030 State RICO Secretary Fund Police Department Total: Fire Department - 331 3310/12410 Fire Administration Assistant Fire Chief Fire Battalion Chief Fire Chief Fire Marshal Fire Volunteer Coordinator Management Aide Management Assistant Management Assistant, Sr Secretary Secretary, Senior Program Total: 3315/12415 Fire Financial Resources Fire Finance Coord Management Assistant Mgmt Aide Program Total: 3319/12420 Fire Life Safety Services Adm. Asst Fire Chief Executive Asst. Fire Chief Fire Battalion Chief Fire Volunteer Coordinator Secretary Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 455.5 473.5 507.5 1 2 1 1 2 1 1 1 1 1 1 1 1 2 2 1 1 1 1 1 1 7 8 1 11 1 1 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 527 back to TOC 1 1 1 1 4 1 1 2 1 1 2 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 3320/12422 Fire Emergency Services Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain Fire Engineer Fire Fighter Public Safety Info Supervisor Secretary Program Total: 3321/12610 Fire - Special Revenue Fund Fire Engineer Fire Fighter Program Total: 3330/12433 Fire Support Services Assistant Fire Chief Fire Battalion Chief Fire Battalion Chief (52 Hrs) Secretary Service Worker 1 Service Worker 2 Program Total: 3331/12430 Fire Logistical Services Adm. Assistant Fire Chief 3334/12431 Logistical Services Fire Battalion Chief 3336/12432 Fire Office Systems Fire Battalion Chief (40 Hrs) Fire Captain (40 Hours) Program Total: 3338/12442 Fire Information/Technology Management Aide Systems Analyst Program Total: 3340/12441 Fire Marshal's Office Fire Battalion Chief Fire Captain Fire Inspector I Fire Inspector II Fire Inspector/Educator Fire Marshal Fire Protection Engineer Management Aide Office Support Supervisor Plans Examiner Secretary Program Total: Fund '02-03 '03-04 '04-05 '05-06 '06-07 5 4 3 3 35 36 72 38 39 64 43 36 95 148 0.5 145.5 41 41 77 1 0.5 163.5 1 3 49 42 94 177 189 18 18 18 18 1 17 18 1 17 18 4 14 18 1 1 1 1 2 1 5 1 1 1 4 1 1 1 1 3 1 1 4 0001/1000 1 1 0001/1000 1 1 1 1 1 1 2 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0004/1720 0004/1720 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 1 1 3 5 0001/1000 0001/1000 0001/1000 0001/1000 1 1 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 528 back to TOC 4 1 1 1 1 0.5 8.5 1 1 1 1 1 1 4 4 4 1 1 2 4 1 1 1 1 1 1 1 9 11 1 1 0.5 7.5 1 1 0.5 8.5 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 3341/12443 Fire Marshal - Code Developmnt Fire Marshal 3345/3345 Arena - Fire Marshal's Office Fire Inspector Fire Inspector I Program Total: 3346/12710 Stadium -Fire Marshal's Office Fire Inspector I 3347/12510 Westgate-Fire Marshal's Office Fire Inspector I 3350/12436 Fire Medical Services & Health Fire Battalion Chief Fire Captain Secretary Program Total: 3351/12491 Ambulance Services Fire Captain (40 Hrs) Paramedic Coordinator Secretary Program Total: 3355/12490 Arena - Fire Event Staffing Secretary 3360/12444 Fire Community Relations Fire Battalion Chief (40 Hrs) Fire Captain Fire Community Relations Specialist Public Safety Info Supervisor Program Total: 3362/12440 Fire Community Services Fire Comm Educ Coord Fire Community Servs Admin Program Total: 3364/12437 Fire Assessment & Planning Management Assistant, Sr. Mgmt Asst II Program Total: 3369/12590 PS Traning Ops - Fire Fire Battalion Chief (40 Hrs) Fire Captain (40 Hrs) Program Total: Fund '02-03 '03-04 '04-05 0001/1000 0091/2240 0096/2260 2 2 0092/1280 2 2 2 1 1 2 0.5 1.5 1 1 1 1 1 2 2 2 1 1 1 0001/1000 0001/1000 1 1 0001/1000 0001/1000 0001/1000 1 2 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 '06-07 2 2 0001/1000 0001/1000 0001/1000 0001/1000 '05-06 1 2 1 1 1 1 1 1 1 1 1 1 0071/2530 0071/2530 529 back to TOC 1 1 1 2 1 1 2 2 1 1 1 1 2 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 3370/12434 Fire Training Fire Battalion Chief Fire Battalion Chief (40 Hrs) Fire Captain Program Total: 3380/12421 Fire Special Operations Emergency Services Coordinator Fire Battalion Chief Fire Captain Human Resources Analyst, Sr Management Assistant Program Total: 7899/34011 Metro Med Response Sys (MMRS) Fire Captain (52 Hours) Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0047/1840 Fire Department Total: Homeland Security - 341 3410/12810 Homeland Security Admin. Emergency Mgmt Admin 3411/12820 Emergency Operations Ctr (EOC) Asst Homeland Security Dir Building Maintenance Worker Info Technology Manager Mgmt Asst Secretary Program Total: '02-03 '03-04 '04-05 1 1 1 2 1 2 1 1 1 1 1 1 1 1 1 3 2 1 1 1 195 196 216 '05-06 '06-07 1 1 2 1 2 1 1 1 1 3 2 237.5 251.5 1 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 1 1 2 1 1 6 7 0001/1000 0001/1000 Comm Info & Svcs AdmTotal: Parks & Recreation - 421 4210/14610 Parks & Recreation Admin. Management Assistant, Sr. Museum Administrator Museum Education Curator Parks & Recreation Director Sr Rec Coord Program Total: 1 0001/1000 Homeland Security Total: Comm Info & Svcs Adm - 411 4110/14510 Comm Info & Services Admin Deputy City Manager Management Assistant, Sr. Program Total: 3 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 530 back to TOC 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 3 3 3 3 1 1 3 Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 4239/14620 Glendale Community Center Rec Center/Program Supervisor Rec Coordinator, Sr. Recreation Coordinator Recreation Programmer Program Total: 4240/14630 Recreation Support Services Accountant 1 Customer Assistance Representative Office Manager Office Support Supervisor Rec Accounts Coord Secretary Secretary, Senior Srvc Worker II (Parks) Support Service Supervisor Program Total: 4241/14640 Adult Center Office Assistant Recreation Coordinator Recreation Supervisor Secretary Service Worker 1 Program Total: 4242/14650 Neighborhood Activities Rec Coordinator, Sr. Recreation Center/Program Sup Recreation Coordinator Recreation Programmer Recreation Supervisor Program Total: 4243/14660 North District Recreation Rec Coordinator, Sr. Recreation Coordinator Recreation Programmer Recreation Supervisor Program Total: 4245/14670 Recreation Special Operations Recreation Coordinator Recreation Supervisor Program Total: 4248/14690 Audio/Visual Audio/Video Production Spec. 4250/14700 Marketing - Parks & Rec Graphics Designer Management Assistant Program Total: Fund '05-06 '06-07 1 1 3 1 1 1 3 1 1 1 3 1 1 1 1 3 1 3 1 3 1 6 6 6 6 1 1 3 1 1 1 8 0.65 2 1 1 1 5.65 0.65 2 1 1 1 5.65 2 1 2 1 6 2 1 2 1 6 2 1 2 1 6 1 1 2 6 1 9 2 6 1 9 1 1 8 1 11 1 8 1 11 1 6 1 9 2 0.75 1 3.75 2 0.75 1 3.75 2 0.75 1 3.75 1 1 0.75 1 3.75 2 1 1.75 1 5.75 0001/1000 0001/1000 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 0001/1000 1 1 1 2 2 0001/1000 0001/1000 1 1 1 1 1 1 1 1 1 1 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 531 back to TOC '02-03 '03-04 '04-05 1 1 1 1 1 3 1 1 3 1 1 1 1 2 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 4261/14810 Recreation Self-Sustaining Recreation Programmer Fund 0073/1880 '02-03 '03-04 '04-05 '05-06 '06-07 5 1 4266/14850 Rec Self-Sust - Central Dist Recreation Programmer 0073/1880 1 1 2 4267/14860 Rec Self-Sust - North District Recreation Programmer 0073/1880 1 3 3 4272/14720 Foothills Recreation Center Office Support Supv Rec Programmer Recreation Supervisor Secretary Sr Rec Coord Srvc Worker I (Bldg Maint) Srvc Worker II (Parks) Program Total: 6220/13010 Pool Maintenance Service Worker 2 Service Worker 3 Program Total: 6221/13020 Park Irrigation Crewleader Service Worker 2 Service Worker 3 Program Total: 6223/13030 Parks Special Operations Deputy Director, Parks & Rec Parks & Recreation Superintendent Parks Supervisor Service Worker 2 Support Service Supervisor Program Total: 6226/13040 Parks Central District Crewleader Deputy Director, Parks & Rec Lndscp Gardener/Horticulturist Parks & Rec Projects Coord Parks & Recreation Superintendent Parks Supervisor Playground Equip Svc Worker Service Worker 1 Service Worker 2 Service Worker 3 Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 1 1 3 1 1 2 1 1 10 1 0001/1000 0001/1000 1 2 3 1 2 3 1 2 3 3 3 3 3 0001/1000 0001/1000 0001/1000 1 2 1 4 1 2 1 4 1 2 1 4 1 1 2 4 1 1 2 4 1 1 1 1 1 1 1 4 1 1 1 4 1 1 1 4 1 2 1 1 1 2 1 1 1 2 1 1 1 2 1 1 1 1 1 3 4 2 16 1 1 4 4 3 18 1 1 4 4 3 18 1 1 4 4 3 18 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 532 back to TOC 1 1 1 1 4 2 1 1 1 1 1 3 4 2 16 2 Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 6227/13050 Parks North District Crewleader Deputy Director, Parks & Rec Parks & Rec Projects Coord Parks & Recreation Superintendent Parks Supervisor Playground Equip Svc Worker Service Worker 1 Service Worker 2 Service Worker 3 Sr Heavy Equip Service Worker Program Total: 6234/14710 Park Rangers Park Ranger Park Ranger Supervisor Program Total: Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Parks & Recreation Total: Civic Center - 431 1720/11710 Civic Center Civic Center Event Coordinator Civic Center Manager Civic Center Operations Coord Secretary Service Worker 3 Program Total: 0006/1740 0006/1740 0006/1740 0006/1740 0006/1740 Civic Center Total: Comm. Partnerships - 441 4410/15010 Neighborhood Revitalization Grants Accountant Revitalization Administrator Revitalization Grants Supervis Revitalization Manager Program Total: 4412/15015 Neighborhood Partnership Offic Community Education Coord Community Volunteer Coord. Dir of Community Partnerships Management Aide Management Assistant, Sr. Neighborhood Partnership Admin. Sr Secretary Program Total: 4414/15020 Neighborhood Volunteer Program Community Volunteer Coordinator 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 533 back to TOC '02-03 '03-04 '04-05 '05-06 '06-07 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 5 1 1 12 5 1 1 12 1 1 1 1 5 1 1 12 1 5 1 1 12 1 1 1 4 1 1 12 3 1 4 3 1 4 3 1 4 3 1 4 3 1 4 79.4 80.4 86.75 89.75 98.75 2 1 1 1 1 6 2 1 1 1 1 6 2 1 1 1 1 6 2 1 1 1 1 6 3 1 1 1 1 7 6 6 6 6 7 1 1 1 1 1 1 2 2 1 2 1 2 1 1 2 1 1 1 1 1 1 1 1 2 1 1 1 4 4 4 4 1 1 1 1 1 1 1 1 2 1 1 5 Schedule Six Authorized Staffing Dept Program Name Position Title Comm. Partnerships - 441 4424/17910 Housing Assistance Program Account Specialist Accountant 1 Bldg Maint Supv Building Maintenance Worker Comm Housing & Revit Director Dir of Community Partnerships Housing Assistance Rep. Housing Assistance Rep., Senior Housing Maint. Svc Mgr Housing Modernization Coord Housing Svcs Administrator Management Assistant Management Assistant, Sr. Secretary Secretary, Senior Service Worker 1 Service Worker 2 Program Total: 7110/31001 CDBG Programs Account Specialist II Management Assistant Revitalization Coordinator Revitalization Supervisor Secretary Secretary, Senior Program Total: Fund 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0019/1080 0011/1320 0011/1320 0011/1320 0011/1320 0011/1320 0011/1320 Comm. PartnershipsTotal: Library & Arts - 452 4215/15210 Historic Sahuaro Ranch Arts & Cultural Admin 4217/15310 Arts Maintenance Dep Dir, Arts/Culture/Museum Manager of Arts and Culture Program Total: '02-03 '03-04 '04-05 '05-06 '06-07 1 1 1 1 1 1 1 1 2 1 2 1 3 1 3 1 1 1 3 8 1 1 1 1 1 8 10 1 10 1 9 1 1 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 2 1 1 1 23 1 1 1 1 1 2 1 1 1 23 1 1 1 3 1 1 25 25 25 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 38.75 38.75 40.75 40.75 40.75 0001/1000 0070/1220 0070/1220 534 back to TOC 1 1 1 1 1 1 1 1 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Library & Arts - 452 4510/15220 Library Account Specialist Computer Operations Supervisor Courier Graphics Designer Librarian Librarian I Librarian II Librarian III 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 II Program Total: Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Library & Arts Total: Grants - 470 7875/32123 Domestic Violence Grant Management Assistant '02-03 '03-04 '04-05 '05-06 '06-07 1 1 1 1 1 1 1 1 1.5 16.75 7 6 3 5.75 14.75 11.76 1 5 4 1 1 1 1 1 1 1 1 17.25 7 6 2.5 7 14.75 12 1 5 4 1 1 1 1 1.5 16.75 7 6 3 5.75 14.75 11.75 1 5 4 1 2.25 3 86.75 1 2.25 3 86.75 1 2.25 3 86.76 4.5 22.75 6 2.5 5 13.75 11.26 1 5 5 1 1 2 2 86.76 5.5 21.75 6 3 5 13.25 11.26 1 5 5 1 1 2 2 86.76 87.75 87.75 87.76 87.76 88.76 0047/1840 1 Grants Total: Community Dev Admin - 511 5111/15510 CD Deputy City Manager Deputy City Manager Executive Admin Assistant Executive Admin Assistant II Management Assistant, Sr. Program Total: 1 0001/1000 0001/1000 0001/1000 0001/1000 Community Dev AdminTotal: 535 back to TOC 1 1 1 2 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 2 2 2 4 4 4 Schedule Six Authorized Staffing Dept Program Name Position Title Building Safety - 521 5210/15610 Building Safety Asst Bldg Safety Dir Building Inspector, General Building Inspector, Specialist Building Inspector, Sr Building Safety Director Building Safety Manager Management Assistant Plans Examiner Plans Examiner, Senior Plans Examiner, Structural Secretary Secretary, Senior Sr Mgmt Asst Program Total: 5211/17510 Cross Connection Control Building Inspector, General Cross Connection Control Spec. Secretary Program Total: 5215/5215 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 Plans Technician Plans Examiner Plans Examiner, Structural Program Total: 5216/15710 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 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0083/2400 0083/2400 0083/2400 0091/2240 0091/2240 0091/2240 0091/2240 0091/2240 0091/2240 0096/2260 0096/2260 0096/2260 0096/2260 0096/2260 '02-03 '03-04 '04-05 '05-06 6 3 2 1 1 1 3 1 1 1 1 6 3 2 1 1 1 3 1 1 1 1 6 4 2 1 1 1 3 1 1 1 1 6 4 2 1 1 1 3 1 1 1 1 21 21 22 22 3 1 1 1 1 1 26 1 0.75 1.75 1 0.75 1.75 1 0.75 1.75 1 1 0.75 2.75 1 1 0.75 2.75 11 3 11 3 1 3 1 1 1 1 8 0092/1280 0092/1280 0092/1280 0092/1280 0092/1280 0092/1280 0092/1280 0092/1280 back to TOC 1 9 4 3 1 2 3 1 1 1 8 2 2 4 536 '06-07 1 1 11 1 1 1 1 1 18 Schedule Six Authorized Staffing Dept Program Name Position Title Building Safety - 521 5217/15630 Westgate-Bldg Safety Rvw/Insp. Building Inspector, General Building Inspector, Senior Building Inspector, Specialist Development Plans Technician Plans Examiner Secretary Program Total: 5510/15620 Development Services Center Building Safety Manager Customer Assistance Rep Development Plans Supervisor Development Plans Technician Development Svcs Rep Program Total: Fund '03-04 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Building Safety Total: Planning - 531 5310/15910 Planning Administration Management Assistant Planning Director Secretary Secretary, Senior Sr Mgmt Asst Program Total: 5311/15920 Zoning Admin & Tech. Asst. Associate Planner Planner Planner, Senior Zoning Administrator Program Total: 5312/15930 Current Planning Landscape Architect Planner Planner, Associate Planner, Senior Planning Deputy Director Planning Manager Program Total: 5313/15940 Long-Range Planning & Research Graphics Designer Planner, Senior Planning Deputy Director Planning Manager Planning Technician Program Total: '02-03 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Planning Total: 537 back to TOC '04-05 '05-06 1 6 2 1 4 1 1 1 10 10 4 1 '06-07 9 1 1 2 1 2 4 10 1 2 1 2 4 10 1 2 1 2 4 10 1 2 1 2 4 10 1 2 1 2 4 10 40.75 44.75 57.75 55.75 51.75 1 1 2 1 1 1 2 1 1 1 2 1 1 1 2 1 5 5 5 5 1 2 1 1 5 2 2 2 1 1 4 1 1 4 1 1 4 1 1 1 1 4 1 1 1 1 4 3 3 3 3 3 3 3 1 7 1 7 1 7 3 1 1 3 1 3 1 7 9 1 1 1 1 1 1 1 1 1 3 3 1 1 3 1 1 1 3 1 3 19 19 19 19 21 Schedule Six Authorized Staffing Dept Program Name Position Title Economic Development - 540 5409/16010 Economic Development Asst Econ Dev Director Business Development Manager Economic Development Admin Economic Development Analyst Economic Development Director Management Aide Management Assistant Planning Manager Sr Marketing & Comm Mgr Program Total: 5410/5410 Redevelopment Redevelopment Manager Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Economic DevelopmentTotal: Code Compliance - 550 4411/14410 Code Compliance Asst Code Compliance Dir Code Compliance Administrator Code Compliance Insp Specialist Code Compliance Inspector Code Compliance Inspector, Sr. Code Compliance Supervisor Mgmt Asst Office Support Supervisor Secretary Sr Secretary Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 Code Compliance Total: Public Works Admin. - 611 6110/13310 Public Works Administration Deputy City Manager 0001/1000 Public Works Admin.Total: Field Operations - 620 6210/13410 Field Operations Admin. Account Specialist II Asst Field Ops Dir Deputy Director, Field Ops Dispatcher/Router Field Operations Director Management Assistant, Sr. Office Manager Secretary Secretary, Senior Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 538 back to TOC '02-03 '03-04 '04-05 '05-06 2 2 1 2 1 '06-07 2 3 1 1 1 1 1 1 7 5 1 6 6 1 1 1 1 1 1 1 1 5 5 1 1 6 6 7 5 1 2 6 1 2 6 2 2 1 4 6 1 1 1 4 8 1 1 1 2 1 2 1 2.5 1 3.5 14 14 16.5 19.5 2.5 1 19.5 14 14 16.5 19.5 19.5 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 1 1 10 1 2 1 2 1 1 1 10 1 1 2 1 3 1 1 1 10 2 1 3 1 1 1 10 2 1 1 1 1 1 4 7 2 1 1 8 Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 6224/16710 Right-of-Way Maintenance Crewleader Parks Supervisor PC Operator Service Worker 2 Service Worker 3 Streets Supervisor Program Total: 6225/13420 Cemetery Cemetery Services Coordinator Crewleader Service Worker 2 Program Total: 6232/16720 Street Maintenance Crewleader Engineering Inspector 2 Heavy Equipment Operator PC Operator Service Worker 2 Service Worker 3 Streets Supervisor Superintendent of Streets Program Total: 6233/16730 Street Cleaning Equipment Operator Service Worker 3 Program Total: 6235/17710 Landfill Crewleader Landfill Inspector Landfill Operator Landfill Supervisor PC Operator Service Worker 1 (801) Service Worker 1 (801L) Service Worker 2 Sr. Equipment Mechanic Special Weigh Scale Operator Program Total: 6251/13440 Graffiti Removal Service Worker 1 Service Worker 2 (Airport) Service Worker 2 (Streets) Program Total: Fund '02-03 '03-04 '04-05 '05-06 '06-07 2 1 1 7 6 2 1 1 7 6 2 1 1 7 6 2 2 17 17 17 1 7 6 1 17 1 6 7 1 17 0001/1000 0001/1000 0001/1000 1 1 2 4 1 1 2 1 1 2 1 1 2 1 1 2 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 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 1 1 18 8 3 1 40 0012/1340 0012/1340 4 1 5 4 1 5 4 1 5 4 1 5 4 1 5 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 1 1 4 1 2 1 1 4 1 1 1 1 1 4 1 1 1 1 1 4 1 1 2 1 1 3 14 2 1 2 14 2 1 3 15 2 1 3 16 1 1 5 1 1 1 1 2 1 4 18 1 1 1 1 1 1 3 2 2 2 3 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0001/1000 0001/1000 0001/1000 539 back to TOC 1 2 3 Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 6252/13510 Equipment Management Buyer 2 Buyer I Equipment Mechanic 1 Equipment Mechanic 2 Equipment Mechanic Specialist Fleet Sys Coord 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 Welder/Mechanic Program Total: 6253/13450 Facilities Management Building Maintenance Leader Building Maintenance Supervisor Building Maintenance Worker Security Officer Security Services Coordinator Supt of Facilities Management Program Total: 6254/13460 Custodial Services Custodial Supervisor Custodian Custodian Lead Program Total: 6256/6256 Fabrication/Welding Fabricator/Welder Fund '02-03 '03-04 '04-05 '05-06 1 1 2 5 18 1 1 2 5 18 1 1 3 7 16 2 8 15 2 2 2 1 1 1 2 1 1 1 2 2 2 1 2 1 1 1 2 1 1 1 37 37 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 2 2 15 4 1 1 25 0001/1000 0001/1000 0001/1000 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 0016/1040 2 1 '06-07 1 2 10 16 1 2 1 1 2 42 1 1 1 2 1 1 1 2 38 1 2 41 2 2 16 4 1 1 26 2 2 16 2 2 16 2 2 16 1 21 1 21 1 21 2 14 4 20 2 14 4 20 2 14 4 20 2 14 4 20 2 14 4 20 0016/1040 2 2 0016/1040 0016/1040 0016/1040 1 1 1 3 1 1 1 3 1 1 3 3 6258/6258 Paint/Body Shop Equipment Mechanic 1 Equipment Mechanic 2 Paint and Body Specialist Program Total: 6259/13530 Parts Store Operations Buyer 2 0016/1040 6269/17810 Sanitation Roll-off Equipment Operator 0057/2480 540 back to TOC 3 3 3 1 2 2 Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 6271/17820 Sanitation Frontload Commercial Sanitation Inspecto Crewleader Equipment Operator Management Assistant Sanitation Supervisor Service Worker 3 Solid Waste Sales Coordinator Program Total: 6272/17830 Curb Service Crewleader Equipment Mechanic 1 Equipment Operator Equipment Operator (Streets) Sanitation Supervisor Service Worker 1 Service Worker 2 Program Total: 6273/17740 Recycling Recycling Coordinator Sanitation Inspector Sanitation Inspector, Sr Program Total: 6275/17750 MRF Operations Account Specialist II Crewleader Equipment Mechanic 1 Equipment Mechanic 2 Equipment Operator Laborer I Laborer II MRF Laborer Team Leader Sanitation Supervisor Service Worker 1 Service Worker 2 Srvc Worker I (Sanitation) Program Total: 6276/6276 Woodwaste Operations Crewleader Equipment Operator Landfill Operator Service Worker 2 Program Total: 6280/17840 Residential-Loose Trash Collec Crewleader Equipment Operator Sanitation Inspector Sanitation Supervisor Program Total: Fund '02-03 '03-04 '04-05 '05-06 '06-07 1 1 9 1 1 9 1 1 1 14 1 1 1 14 1 1 9 1 1 1 1 1 9 1 1 1 1 1 9 1 14 14 13 0057/2480 0057/2480 0057/2480 0057/2480 0057/2480 0057/2480 0057/2480 1 1 32 1 1 32 2 1 32 2 1 33 1 1 1 37 1 1 1 37 1 1 37 1 1 38 2 1 32 2 1 1 1 40 0055/2440 0055/2440 0055/2440 1 3 1 5 1 3 1 5 1 3 1 5 1 3 1 5 1 4 1 6 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 2 1 4 2 1 4 2 1 11 11 11 1 1 2 3 11 12 1 1 14 12 1 1 14 12 1 1 14 0057/2480 0057/2480 0057/2480 0057/2480 0057/2480 0057/2480 0057/2480 1 2 2 2 1 1 12 0055/2440 0055/2440 0055/2440 0055/2440 1 1 1 1 4 0057/2480 0057/2480 0057/2480 0057/2480 1 6 1 1 9 1 8 11 541 back to TOC 1 Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 6281/17730 Solid Waste Admin Account Specialist II Assistant Director, Field Ops Budget Analyst, Sr. Deputy Director, Field Ops Management & Budget Analyst Management Assistant, Sr Superintendent of Landfill Superintendent of Sanitation Program Total: Fund '02-03 '03-04 '04-05 '05-06 '06-07 3 3 3 1 1 3 1 1 1 1 1 7 1 1 1 7 1 1 3 1 1 1 1 7 1 1 7 1 1 7 269 266 265 265 270 0001/1000 0001/1000 1 1 2 1 1 2 0001/1000 0001/1000 0001/1000 0001/1000 1 1 1 2 5 1 1 1 2 5 1 1 1 2 4 1 2 4 1 1 2 4 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 1 2 2 1 1 1 3 1 1 1 1 3 1 1 4 2 2 1 2 8 8 1 8 1 1 1 1 9 1 1 1 1 10 1 1 3 5 1 1 3 5 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 1 1 5 1 2 1 2 3 3 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 0055/2440 Field Operations Total: Engineering - 631 5112/13810 Special Projects Admin. GIS Analyst Special Projects Administrator Program Total: 6310/13720 Engineering Administration City Engineer Management Assistant Office Support Supervisor Secretary, Senior Program Total: 6331/13730 Engineering Section Assistant City Engineer Associate Civil Engineer Civil Engineer, Senior Engineering Project Manager Engineering Technician, Senior Landscape Architect Management Aide Management Assistant, Sr. Program Total: 6332/13740 Engineering Design Engineering & Design Supervisor Engineering Technician 2 Engineering Technician, Senior Program Total: 6333/13750 Surveying Civil Engineer, Senior Engineering Project Manager Engineering Technician 2 Engineering Technician, Senior Program Total: 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 542 back to TOC 1 2 3 1 1 3 3 Schedule Six Authorized Staffing Dept Program Name Position Title Engineering - 631 6334/13760 Mapping/Records Engineering Technician 2 Engineering Technician, Senior Property Agent Property Manager Program Total: 6335/13770 Property Management Civil Engineer, Sr Engineering Inspector, Senior Engineering Technician 2 Engineering Technician, Senior Engineering Utility Coordinato Land Development Engineer Special Projects Administrator Program Total: 6341/13780 Contract Administration Assistant City Engineer Civil Engineer, Senior Land Development Engineer Landscape Architect Management Aide Program Total: 6342/13790 Inspection Assistant City Engineer Construction Eng Supervisor Engineering Inspector 2 Engineering Inspector, Senior Engineering Project Manager Program Total: 6343/13800 Materials Testing Materials Technician Materials Technician, Senior Program Total: 6344/13820 Utility Inspection Engineering Inspector 2 Engineering Utility Coordinator Utility Inspector Program Total: 6359/16310 Transportation Engineering Pgm Civil Engineer, Senior Fund 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 0001/1000 '02-03 '03-04 '04-05 '05-06 '06-07 2 1 1 1 5 2 1 1 1 5 1 1 2 2 1 3 2 1 3 1 1 1 1 2 2 Engineering Total: 543 back to TOC 2 1 1 2 1 2 1 4 3 1 2 1 2 1 4 1 1 5 1 4 1 3 3 1 3 3 1 3 3 7 7 7 2 1 3 2 1 3 2 1 3 2 1 2 1 3 3 1 5 1 2 1 1 1 1 1 1 3 3 1 9 1 1 3 3 1 9 2 1 3 2 1 3 0001/1000 0001/1000 0001/1000 0025/1660 1 2 2 1 1 1 1 1 44 44 45 46 45 Schedule Six Authorized Staffing Dept Program Name Position Title Transportation - 632 4310/16410 Airport Operations Airport Manager Crewleader Secretary, Senior Service Worker 2 Program Total: 6321/16910 Transportation Administration City Traffic Engineer Intelligent Trans Sys Tech Management Assistant, Sr. Secretary Secretary, Senior Traffic Ed Program Manager Transportation Director Program Total: 6322/16810 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: 6323/16820 Signs & Markings Crewleader Service Worker 2 Service Worker 3 Sign Fabricator Traffic Signs & Markings Supervisor Program Total: 6324/16920 Street Light Management Traffic Engineering Specialist Traffic Lighting Manager Program Total: 6325/16930 Transportation Planning Transportation Coordinator Transportation Planning Mgr Program Total: 6326/16940 Traffic Studies Assistant Traffic Engineer Associate Traffic Engineer Neighrhood Traffic Specialist Sr. Traffic Engineer Traffic Ed Program Manager Traffic Engineering Technician Trans Planning Mgr Program Total: Fund '02-03 '03-04 '04-05 '05-06 '06-07 0015/1760 0015/1760 0015/1760 0015/1760 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 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 4 4 1 3 1 5 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 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 1 1 1 2 3 2 10 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 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 0012/1340 0012/1340 1 1 2 1 1 1 1 1 1 2 1 1 2 0012/1340 0012/1340 1 1 2 1 1 2 1 1 2 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 4 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 0012/1340 544 back to TOC 1 1 1 1 4 Schedule Six Authorized Staffing Dept Program Name Position Title Transportation - 632 6327/16950 Traffic Design and Development Assistant Traffic Engineer Dep Trans Dir SR. Traffic Engineering Spec Traffic Engineering Technician Program Total: 6350/16510 Transportation Program Mgmt Dep Trans Dir Transportation Coordinator Transportation Prgrm Admin Program Total: 6351/16520 Transportation Education Transportation Coordinator 6353/16530 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: 6357/16570 Intelligent Transportation Sys Asst Traffic Engineer Intell Transp System Operator Intelligent Trans Syst Tech Intelligent Transp Systems Mgr Traffic Signal Technician 2 Program Total: 6358/16580 Traffic Mitigation Associate Traffic Engineer Fund '02-03 '03-04 '04-05 '05-06 1 1 1 1 1 1 3 1 1 3 1 1 3 1 1 3 1 1 2 1 1 2 1 1 2 1 1 2 0025/1660 1 1 1 1 1 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 4.75 4.75 1 1 1 4.75 1 1 1 4.75 1 1 1 6.5 1 1 1 0012/1340 0012/1340 0012/1340 0012/1340 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 0025/1660 Transportation Total: Utilities - 641 6222/17220 Irrigation Crewleader 0083/2400 545 back to TOC '06-07 1 1 1 3 1 1 2 1 1 1 1 1 19.5 1 2 32.25 1 1 21.5 1 1 21.5 1 1 21.5 1 1 24.75 3 34.25 3 34.25 3 34.25 3 39.25 1 1 1 1 1 1 1 1 1 3 3 3 1 1 1 1 4 1 1 1 1 1 5 1 1 1 1 1 78.25 80.25 80.25 81.25 88.25 1 1 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 6410/17110 Utilities Administration Account Specialist Management Assistant, Sr. Secretary Secretary, Senior Sr. Civil Engineer Superintendent of Utilities Utilities Accting & Budget Mgr Utilities Assistant Director Utilities Director Program Total: 6418/17120 Information Management PC Support Specialist 1 PC Support Specialist II Utilities GIS Coordinator Utilities Network Engineer Utilities Technology Manager Utility Data Comm Manager Utility Data Coordinator Utility SCADA Planner Program Total: 6419/17130 Public Service Representatives Public Service Representative 6420/17240 Central System Control Plant Operations Supervisor Plant Operations Supervisor Superintendent of Plant Operations Superintendent of Water Treat Utility Safety & Security Cord Water Control Room Operator Water Plant Operator II Water Plant Operator, Senior Water/Wastewater Plant Operator Program Total: 6421/17250 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 Program Total: Fund '02-03 '03-04 '04-05 '05-06 '06-07 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 1 1 2 1 1 1 2 1 1 1 2 1 1 2 2 1 1 2 2 1 1 1 7 1 1 7 1 1 7 1 1 8 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 1 1 1 1 1 2 1 1 1 2 1 1 1 5 6 3 4 1 1 1 1 5 0050/2360 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 546 back to TOC 1 1 2 1 11 1 1 2 4 1 3 1 1 1 5 3 3 3 1 1 1 1 1 1 6 1 1 6 1 1 1 1 5 1 1 10 10 10 9 1 1 4 1 1 1 6 1 1 1 1 6 1 1 7 1 7 9 9 10 6 1 1 10 1 1 1 4 7 1 Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 6422/17260 Cholla Treatment Plant Plant Instrument Technician 2 Plant Maintenance Mechanic 2 Water Plant Operator II Water Plant Operator, Senior Water/Wastewater Plant Operator Program Total: 6423/17270 Major Maintenance Plant Maintenance Supv Plant Operations Supervisor Water Plant Operator, Senior Program Total: 6425/17610 Pretreatment Program Pretreatment Inspector Pretreatment Inspector, Sr Pretreatment Officer Program Total: 6426/17280 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: 6430/17160 Arrowhead Reclamation Plant Plant Instrument Tech Sr Plant Instrument Technician 2 Plant Maintenance Mechanic 2 Plant Operations Supervisor Sr Water Reclamation Fac. Oper Supt of Utility Plt Ops Wastewater Plant Operator, Sr Water Reclam Facility Supv Water Reclamation Fac Oper II Water/Wastewater Plant Operator Program Total: Fund '02-03 '03-04 '04-05 '05-06 '06-07 1 1 1 4 1 1 1 4 1 1 1 4 1 1 1 6 1 6 7 7 9 1 1 1 1 1 1 2 1 3 0084/2420 0084/2420 0084/2420 4 4 4 1 5 1 5 1 5 1 3 1 5 2 3 1 6 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 5 1 1 1 6 1 1 5 1 1 5 1 1 5 2 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 4 3 1 4 1 7 9 7 8 12 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 547 back to TOC 1 4 7 1 1 5 10 1 Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 6432/17170 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 Reclam Facility Supv Water Reclamation Fac Oper I Water Reclamation Fac Oper II Water/Wastewater Plant Operator Program Total: 6433/17140 System Security Security Officer Utilities Security Manager Program Total: 6442/17290 Water Distribution Utilities Supervisor Utility System Tech I Utility System Tech II Utllity System Tech, Sr. Program Total: 6443/17300 Meter Maintenance Utilities Supervisor Utility Locator Utility System Tech I Utility System Tech II Utllity System Tech, Sr. Program Total: 6444/6444 Transmission Line Maintenance Utilities Supervisor Utility System Tech I Utility System Tech II Utility System Technician, Sr. Program Total: 6445/17630 Wastewater Collection PC Operator Supt of Utility Dist/Collection Utilities Supervisor Utility System Tech I Utility System Tech II Utllity System Tech, Sr. Program Total: Fund 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 0050/2360 '02-03 '03-04 '04-05 '05-06 '06-07 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 7 3 7 2 6 1 1 1 1 1 7 12 14 13 14 1 1 1 1 1 1 2 1 7 10 0050/2360 0050/2360 0083/2400 0083/2400 0083/2400 0083/2400 1 7 4 1 13 1 7 4 1 13 2 15 8 2 27 2 15 8 2 27 2 17 9 2 30 0083/2400 0083/2400 0083/2400 0083/2400 0083/2400 1 2 4 1 1 9 1 3 4 1 1 10 1 3 4 1 1 10 1 3 4 1 1 10 1 4 4 1 1 11 0083/2400 0083/2400 0083/2400 0083/2400 1 6 4 1 12 1 6 4 1 12 0084/2420 0084/2420 0084/2420 0084/2420 0084/2420 0084/2420 1 1 1 6 3 1 12 1 1 1 8 4 1 16 1 1 6 4 1 13 1 1 1 6 3 1 13 548 back to TOC 1 9 5 1 17 Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 6452/17210 Customer Service - Field Utilities Supervisor Utility Distrib & Coll Supt Water Service Rep, Lead Water Service Representative Program Total: 6453/17310 Oasis Water Campus Sr Water Plant Oper Water Plant Ops Supv Program Total: Fund 0083/2400 0083/2400 0083/2400 0083/2400 '02-03 '03-04 '04-05 '05-06 1 1 1 1 2 12 15 2 12 15 2 12 15 2 12 15 0083/2400 0083/2400 Grand Total 1 2 12 15 1 1 2 132 Utilities Total: '06-07 132 140 146 165 1,753.80 1,780.30 1,875.16 1,916.01 2,031.51 549 back to TOC Schedule Seven Long Term Debt Service Detail FY 2006-07 Bond Description Date of Issue Principal Interest Total Other Fees Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Series 2003B-Arena taxable MPC Bonds - Series 2003A-Arena tax exempt MPC Bonds - Series 2004A -Refund Improv Dist MPC Bonds - Series 2006 MPC Bonds - Series 2006 AMFP Series 14-Arena AMFP Refunding Series 16-Arena Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 6/1/2006 6/1/2006 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 $5,000 5,000 5,000 5,000 $20,000 $1,797,060 5,404,962 2,550,706 1,152,538 259,763 340,750 $11,505,779 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 585,000 1,400,000 1,145,764 1,385,000 2,880,000 1,950,000 1,065,000 1,300,000 - 32,468 130,325 269,178 1,374,713 1,736,250 1,344,050 404,837 1,494,819 527,533 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 622,468 1,535,325 1,419,942 2,764,713 4,621,250 3,299,050 1,474,837 2,799,819 532,533 $11,710,764 $7,314,173 300,000 $345,000 300,000 $19,369,937 4/1/2003 12/16/2003 2/7/2006 6/1/2000 8/1/2002 790,000 5,680,000 623,051 $7,093,051 476,950 3,972,750 3,716,031 1,342,888 505,731 $10,014,350 2,000 5,000 5,000 5,000 50,000 $67,000 1,268,950 3,977,750 3,721,031 7,027,888 1,178,782 $17,174,401 6/1/2000 6/1/2004 4/11/2006 1,420,000 535,000 1,215,000 3,170,000 325,219 443,100 782,919 1,551,238 $ 189,236 $189,236 26,342 $26,342 $ 39,000 $39,000 $24,917,051 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 General Obligation Bonds-Series 2006A General Obligation Bonds-Series 2006B (Refunding GO Bonds - Series 2000) G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 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 HURF Revenue Bonds Series 2006 $ $ 650 5,000 5,000 10,650 $ 1,745,869 983,100 2,002,919 4,731,888 Landfill Revenue Funded Debt Service General Obligation Bonds-Series 2000 Sub-Total Landfill Revenue Funded Debt 6/1/2000 - 215,578 $215,578 1,043 $1,043 50 $50 40,093 $40,093 $27,677,925 $442,700 $53,037,676 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. 550 back to TOC Schedule Seven Long Term Debt Service Detail FY 2007-08 Bond Description Date of Issue Principal Interest Total Other Fees Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Series 2003B-Arena taxable MPC Bonds - Series 2003A-Arena tax exempt MPC Bonds - Series 2004A -Refund Improv Dist MPC Bonds - Series 2006 MPC Bonds - Series 2006 AMFP Series 14-Arena AMFP Refunding Series 16-Arena Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 6/1/2006 6/1/2006 7/31/2002 7/31/2003 $1,645,000 105,000 920,000 100,000 1,080,000 1,205,000 $5,055,000 $163,975 5,297,172 2,222,832 387,638 1,664,525 6,269,250 259,763 340,750 $16,605,905 $5,000 5,000 5,000 5,000 $20,000 $1,813,975 5,407,172 3,147,832 492,638 2,744,525 7,474,250 259,763 340,750 $21,680,905 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 1,465,000 1,205,841 1,430,000 2,955,000 2,005,000 1,095,000 1,540,000 - 65,925 211,890 1,329,700 1,649,850 1,285,550 367,562 1,232,331 453,250 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 1,535,925 1,422,731 2,764,700 4,609,850 3,295,550 1,467,562 2,777,331 458,250 $11,695,841 $6,596,058 300,000 $340,000 300,000 $18,631,899 4/1/2003 12/16/2003 2/7/2006 6/1/2000 8/1/2002 810,000 5,985,000 646,627 $7,441,627 453,250 3,972,750 3,716,032 1,058,888 482,155 $9,683,075 2,000 5,000 5,000 5,000 50,000 $67,000 1,265,250 3,977,750 3,721,032 7,048,888 1,178,782 $17,191,702 6/1/2000 6/1/2004 4/11/2006 1,495,000 550,000 1,370,000 3,415,000 250,669 427,050 611,925 1,289,644 $ 650 5,000 5,000 10,650 1,746,319 982,050 1,986,925 4,715,294 199,159 $199,159 16,880 $16,880 $ - 216,039 $216,039 $0 $0 $0 $0 $27,806,627 $34,191,562 $437,650 $62,435,839 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 General Obligation Bonds-Series 2006A General Obligation Bonds-Series 2006B (Refunding GO Bonds - Series 2000) G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 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 HURF Revenue Bonds Series 2006 $ $ $ 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 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 551 back to TOC Schedule Seven Long Term Debt Service Detail FY 2008-09 Bond Description Date of Issue Principal Interest Total Other Fees Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Series 2003B-Arena taxable MPC Bonds - Series 2003A-Arena tax exempt MPC Bonds - Series 2004A -Refund Improv Dist MPC Bonds - Series 2006 MPC Bonds - Series 2006 AMFP Series 14-Arena AMFP Refunding Series 16-Arena Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 6/1/2006 6/1/2006 7/31/2002 7/31/2003 $1,735,000 145,000 1,460,000 605,000 1,135,000 1,280,000 $6,360,000 $85,015 5,293,843 2,199,831 385,138 1,610,525 6,190,925 259,763 340,750 $16,365,790 $5,000 5,000 5,000 5,000 $20,000 $1,825,015 5,443,843 3,664,831 995,138 2,745,525 7,470,925 259,763 340,750 $22,745,790 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 1,353,173 1,480,000 3,035,000 2,065,000 1,130,000 1,600,000 - 150,392 1,279,650 1,561,200 1,215,375 329,237 1,170,731 453,250 5,000 5,000 5,000 5,000 5,000 5,000 5,000 1,508,565 2,764,650 4,601,200 3,285,375 1,464,237 2,775,731 458,250 $10,663,173 $6,159,835 300,000 $335,000 300,000 $17,158,008 4/1/2003 12/16/2003 2/7/2006 6/1/2000 8/1/2002 835,000 6,310,000 671,096 $7,816,096 428,950 3,972,750 3,716,032 729,712 457,686 $9,305,130 2,000 5,000 5,000 5,000 50,000 $67,000 1,265,950 3,977,750 3,721,032 7,044,712 1,178,782 $17,188,226 6/1/2000 6/1/2004 4/11/2006 1,575,000 570,000 1,425,000 3,570,000 172,181 410,550 543,425 1,126,156 $ 650 5,000 5,000 10,650 1,747,831 985,550 1,973,425 4,706,806 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 General Obligation Bonds-Series 2006A General Obligation Bonds-Series 2006B (Refunding GO Bonds - Series 2000) G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 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 HURF Revenue Bonds Series 2006 $ $ $ Landfill Revenue Funded Debt Service General Obligation Bonds-Series 2000 Sub-Total Landfill Revenue Funded Debt 131,827 $131,827 6/1/2000 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 $ $28,541,096 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 552 back to TOC $ $32,963,634 $432,650 $ $61,937,380 Schedule Seven Long Term Debt Service Detail FY 2009-10 Bond Description Date of Issue Principal Interest Total Other Fees Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Series 2003B-Arena taxable MPC Bonds - Series 2003A-Arena tax exempt MPC Bonds - Series 2004A -Refund Improv Dist MPC Bonds - Series 2006 MPC Bonds - Series 2006 AMFP Series 14-Arena AMFP Refunding Series 16-Arena Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 6/1/2006 6/1/2006 7/31/2002 7/31/2003 $ 220,000 1,515,000 850,000 1,195,000 1,365,000 $5,145,000 $ 5,288,884 2,163,331 368,500 1,553,775 6,107,725 259,763 340,750 $16,082,728 $ 5,000 5,000 5,000 $15,000 $ 5,513,884 3,683,331 1,223,500 2,748,775 7,472,725 259,763 340,750 $21,242,728 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 General Obligation Bonds-Series 2006A General Obligation Bonds-Series 2006B (Refunding GO Bonds - Series 2000) G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 1,565,000 1,535,000 3,135,000 2,150,000 1,170,000 1,660,000 - 81,380 1,224,150 1,439,800 1,143,100 289,688 1,106,731 453,250 5,000 5,000 5,000 5,000 5,000 5,000 5,000 1,651,380 2,764,150 4,579,800 3,298,100 1,464,688 2,771,731 458,250 $11,215,000 $5,738,099 300,000 $335,000 300,000 $17,288,099 4/1/2003 12/16/2003 2/7/2006 6/1/2000 8/1/2002 860,000 6,655,000 696,490 $8,211,490 395,550 3,972,750 3,716,032 382,663 432,292 $8,899,287 2,000 5,000 5,000 5,000 50,000 $67,000 1,257,550 3,977,750 3,721,032 7,042,663 1,178,782 $17,177,777 6/1/2000 6/1/2004 4/11/2006 1,665,000 580,000 1,485,000 3,730,000 89,494 392,738 486,425 968,657 $ 650 5,000 5,000 10,650 1,755,144 977,738 1,976,425 4,709,307 $0 $ - - $ - Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 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 HURF Revenue Bonds Series 2006 $ $ $ Landfill Revenue Funded Debt Service General Obligation Bonds-Series 2000 Sub-Total Landfill Revenue Funded Debt 6/1/2000 $0 $0 Special Assessment Debt Improvement District Bonds District #73 Sub-Total Special Assessment Debt Total Debt Service Payments (All Funds) 8/1/1996 - $ $28,301,490 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 553 back to TOC $ $31,688,771 $427,650 $ $60,417,911 Schedule Seven Long Term Debt Service Detail FY 2010 through FY 2034 Bond Description Date of Issue Principal Interest Total Other Fees Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Series 2003B-Arena taxable MPC Bonds - Series 2003A-Arena tax exempt MPC Bonds - Series 2004A -Refund Improv Dist MPC Bonds - Series 2006 MPC Bonds - Series 2006 AMFP Series 14-Arena AMFP Refunding Series 16-Arena Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 6/1/2006 6/1/2006 7/31/2002 7/31/2003 $ 96,370,000 45,730,000 6,860,000 29,620,000 92,600,000 5,055,000 7,250,000 $283,485,000 $ 84,257,776 29,064,294 882,500 14,318,400 101,682,100 5,599,969 8,007,625 $243,812,664 $ $ 5,000 5,000 5,000 15,000 $ 180,632,776 74,799,294 7,747,500 43,938,400 194,282,100 10,654,969 15,257,625 $527,312,664 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 General Obligation Bonds-Series 2006A General Obligation Bonds-Series 2006B (Refunding GO Bonds - Series 2000) G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 24,725,000 30,210,000 24,190,000 6,495,000 23,265,000 9,065,000 8,433,238 5,988,950 5,795,488 772,506 6,706,619 1,407,750 5,000 5,000 5,000 5,000 5,000 5,000 33,163,238 36,203,950 29,990,488 7,272,506 29,976,619 10,477,750 $117,950,000 $29,104,551 $ 300,000 330,000 300,000 $147,384,551 8,300,000 80,000,000 80,000,000 10,727,722 $179,027,722 1,645,250 44,967,500 34,716,310 2,817,664 $84,146,724 $ 2,000 5,000 5,000 50,000 62,000 9,947,250 124,972,500 114,721,310 13,595,386 $263,236,446 $ 9,930,000 10,250,000 20,180,000 $ 971,518 1,543,550 2,515,068 $ 5,000 5,000 10,000 $ 10,906,518 11,798,550 22,705,068 $ - $ - $ - $ - $ - $ - $ - $ - Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 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 HURF Revenue Bonds Series 2006 4/1/2003 12/16/2003 2/7/2006 6/1/2000 8/1/2002 6/1/2000 6/1/2004 4/11/2006 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 $600,642,722 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 554 back to TOC $359,579,007 $417,000 $960,638,729 Schedule Seven Long Term Debt Service Detail Grand Totals Bond Description Date of Issue Principal Interest Total Other Fees Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Series 2003B-Arena taxable MPC Bonds - Series 2003A-Arena tax exempt MPC Bonds - Series 2004A -Refund Improv Dist MPC Bonds - Series 2006 MPC Bonds - Series 2006 AMFP Series 14-Arena AMFP Refunding Series 16-Arena Sub-Total Excise Tax Funded Debt 10/1/1999 6/1/2003 6/1/2003 5/5/2004 6/1/2006 6/1/2006 7/31/2002 7/31/2003 $4,935,000 96,940,000 49,940,000 9,160,000 33,030,000 96,450,000 5,055,000 7,250,000 $302,760,000 $486,050 105,437,637 37,880,994 2,426,314 19,147,225 120,250,000 6,639,020 9,370,625 $301,637,865 $15,000 25,000 25,000 25,000 $90,000 $5,436,050 202,402,637 87,845,994 11,611,314 52,177,225 216,700,000 11,694,020 16,620,625 $604,487,865 3/15/1993 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 585,000 2,865,000 5,269,778 30,555,000 42,215,000 32,360,000 10,955,000 29,365,000 9,065,000 32,468 196,250 712,840 13,641,451 12,376,050 10,783,563 2,163,831 11,711,232 3,295,034 5,000 10,000 20,000 25,000 25,000 25,000 25,000 25,000 25,000 622,468 3,071,250 6,002,618 44,221,451 54,616,050 43,168,563 13,143,831 41,101,232 12,385,034 $163,234,778 $54,912,719 1,500,000 $1,685,000 1,500,000 $219,832,497 4/1/2003 12/16/2003 2/7/2006 6/1/2000 8/1/2002 11,595,000 80,000,000 80,000,000 24,630,000 13,364,986 $209,589,986 3,399,950 60,858,500 49,580,437 3,514,151 4,695,528 $122,048,566 10,000 25,000 25,000 20,000 250,000 $330,000 15,004,950 140,883,500 129,605,437 28,164,151 18,310,514 $331,968,552 6/1/2000 6/1/2004 4/11/2006 6,155,000 12,165,000 15,745,000 34,065,000 837,563 2,644,956 3,968,244 7,450,763 $ 2,600 25,000 25,000 52,600 6,995,163 14,834,956 19,738,244 41,568,363 520,222 $520,222 49,945 $49,945 $ - 570,167 $570,167 39,000 $39,000 1,043 $1,043 50 $50 40,093 $40,093 $710,208,986 $486,100,901 $2,157,650 $1,198,467,537 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 General Obligation Bonds-Series 2006A General Obligation Bonds-Series 2006B (Refunding GO Bonds - Series 2000) G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt General Obligation Bonds-Series 2003 Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 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 HURF Revenue Bonds Series 2006 $ $ $ 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 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 555 back to TOC Schedule Eight Scheduled Lease Payments Lease Desc. & Account* Northern Crossing ** 01-2490-7812 01-2490-7813 2006-07 2008-09 2009-10 2010-11 Beyond 11 331,528 331,528 363,611 363,611 363,611 363,611 1,055,555 318,750 1,374,305 Remodeling Office Space - '00 LaSalle Lease 01-2490-7812 183,001 01-2490-7813 36,301 Total 219,302 193,883 28,540 222,423 205,412 20,317 225,729 217,626 11,605 229,231 113,619 2,374 115,993 - Sound Walls - '00 LaSalle Lease 01-2490-7812 01-2490-7813 Total 203,930 40,453 244,383 216,057 31,804 247,861 228,904 22,640 251,544 242,516 12,932 255,447 126,613 2,646 129,259 - Fire Trucks & Equipment - '03 BofA Lease 01-3330-7812 53,446 01-3330-7813 6,226 Total 59,672 54,850 4,822 59,672 56,291 3,381 59,672 57,770 1,902 59,672 29,452 384 29,836 - Bank of America Loans (Note 2000A &B) 01-2490-7812 456,200 01-2490-7813 55,157 Total 511,357 281,413 22,867 304,280 99,555 1,685 101,240 - - - Konica 7155 Copier - '03 BofA Lease 01-2220-7812 1,663 01-2220-7813 138 Total 1,801 1,704 97 1,801 1,747 54 1,801 889 11 900 - - Total 516,250 516,250 2007-08 3,222,222 273,888 3,496,110 Hickman - '03 BofA Lease 01-2490-7812 01-2490-7813 Total 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 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 - - Copier - '04 BancOne Lease 01-1910-7812 01-1910-7813 Total 1,788 190 1,978 1,845 133 1,978 1,903 75 1,978 974 15 989 - - 2,827,243 2,904,543 2,665,575 2,494,850 General Fund (01) Total: * Account 7812 (principal) and account 7813 (interest) ** Variable Rate Lease 556 back to TOC 2,000,000 510,000 2,510,000 4,159,393 4,800,000 360,000 5,160,000 8,656,110 Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2006-07 2007-08 2008-09 2009-10 2010-11 Beyond 11 Environmental Sweeper - '00 LaSalle Lease 12-6233-7812 31,015 12-6233-7813 6,152 Total 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: 37,696 38,256 38,850 19,658 - Water Quality GC/MS and ECD Instruments - '02 BofA Lease 50-6429-7812 24,774 50-6429-7813 722 Total 25,496 - - - - - Wtr/Swr Fund (50) Total: - - - - Landfill Trash Compactors, Contingency ( '00 LaSalle Lease) 55-6235-7812 73,952 55-6235-7813 2,131 Total 76,082 - - - - - Water Pull Tractor - '02 BofA Lease 55-6235-7812 72,955 55-6235-7813 2,075 Total 75,030 - - - - - Recycling Containers - '00 LaSalle Lease 55-6273-7812 77,504 55-6273-7813 1,569 Total 79,073 - - - - - Landfill Fund (55) Total: - - - - - 1 Roll-off Truck - '06 Banc of America Lease 57-6269-7812 22,220 57-6269-7813 4,662 Total 26,882 23,421 3,461 26,882 24,298 2,584 26,882 25,208 1,674 26,882 26,152 730 26,882 - Frontloader Refuse Truck - '04 BancOne Lease 57-6271-7812 31,298 57-6271-7813 3,317 Total 34,615 32,284 2,332 34,617 33,301 1,315 34,616 17,042 266 17,308 - - - - - - - 37,167 25,496 230,186 Sanitation Frontloaders - '00 LaSalle Lease 57-6271-7812 19,401 57-6271-7813 393 Total 19,794 * Account 7812 (principal) and account 7813 (interest) ** Variable Rate Lease - 557 back to TOC Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2006-07 2007-08 2008-09 2009-10 2010-11 Beyond 11 1 Sideloader Refuse Truck -'06 Banc of America Lease 57-6271-7812 37,621 39,330 57-6271-7813 7,520 5,811 Total 45,141 45,141 40,803 4,339 45,141 42,330 2,811 45,141 43,915 1,226 45,141 - Sideloader Truck - 04 BancOne Lease 57-6272-7812 32,550 57-6272-7813 3,450 Total 36,000 34,633 1,368 36,001 17,723 277 18,000 - - Sanitation Loaders, Water Tanker, Containers - '00 LaSalle Lease 57-6272-7812 39,927 57-6272-7813 809 Total 40,736 - - - - - Sanitation Trucks & Eqt. (5) - '02 BofA Lease 57-6272-7812 171,157 57-6272-7813 4,930 Total 176,087 - - - - - Stakebed Truck - '02 BofA Lease 57-6272-7812 57-6272-7813 Total - - - - - 62,363 714 63,078 - - - - - - - 7,950 229 8,179 Sideloader Refuse Trucks - '03 BofA Lease 57-6272-7812 119,856 57-6272-7813 6,298 Total 126,154 Sanitation Rearloader - '02 BofA Lease 57-6272-7812 15,140 57-6272-7813 444 Total 15,584 33,575 2,425 36,000 122,616 3,538 126,154 - 3 Sideloader Refuse Trucks -'06 Banc of America Lease 57-6272-7812 108,408 114,268 57-6272-7813 22,744 16,884 Total 131,152 131,152 118,547 12,605 131,152 122,986 8,166 131,152 Rearloader Trucks (2) - '04 BancOne Lease 57-6280-7812 53,297 57-6280-7813 5,649 Total 58,946 54,975 3,971 58,946 56,706 2,240 58,946 29,019 454 29,473 Rearloader Sanitation Truck - '03 BofA Lease 57-6280-7812 22,450 57-6280-7813 1,180 Total 23,630 22,967 663 23,630 11,681 134 11,815 - * Account 7812 (principal) and account 7813 (interest) ** Variable Rate Lease 558 back to TOC 127,591 3,561 131,152 - - - - - Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2006-07 2007-08 2008-09 2009-10 2010-11 Beyond 11 2 Rearloader Refuse Trucks - '06 Banc of America Lease 57-6280-7812 61,403 64,722 57-6280-7813 12,883 9,563 Total 74,286 74,286 67,146 7,140 74,286 69,660 4,625 74,286 72,269 2,017 74,286 - 2 Case 570 Mxt Tractor/Loader - '06 Banc of America Lease 57-6280-7812 21,616 22,784 57-6280-7813 4,535 3,366 Total 26,151 26,151 23,637 2,513 26,151 24,522 1,628 26,151 25,441 710 26,151 - 368,392 303,611 - Sanitation Fund (57) Total: 843,336 582,958 508,067 75,806 6,994 82,800 78,784 4,016 82,800 61,113 987 62,100 - 5,114 866 5,980 5,445 535 5,980 2,808 182 2,990 88,780 88,780 65,090 Larry Miller Land Purchase 97-9422-7812 97-9422-7813 Total 540,000 36,288 576,288 540,000 27,216 567,216 540,000 18,144 558,144 DIF -Gen Gov't (97) Total: 576,288 567,216 4,628,496 4,181,193 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 - - - - - - - - 540,000 9,072 549,072 - - 558,144 549,072 - - 3,835,133 3,451,165 559 back to TOC 4,482,663 8,656,110 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 Name Dept / Program Name Worker's Insurance Compensation Vehicle Replacement Technology 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 $2,392 $120 $3,352 $3,174 $934 $1,594 $1,608 $2,460 $1,910 $1,594 $934 $7,394 $389 $14,307 $2,276 $316 $1,531 $358 $3,738 $60 $2,644 $1,512 $36,520 $18,545 $299 $6,660 $4,315 $2,578 $82 $4,147 $1,141 $3,811 $120 $2,631 $1,264 $26,954 $16,943 $1,608 $15,507 $14,481 $15,701 $2,880 $1,241 $20,807 $6,568 $5,086 $5,152 $7,675 $225 $2,322 $425 $146 $527 $3,639 $95,100 $2,028 $9,048 $1,567 $770 $5,222 $2,764 $4,727 $3,169 $3,187 $3,751 $4,535 $2,431 $2,991 $8,169 $4,159 $5,029 $487 $7,821 $202 $70 $2,735 $2,457 $1,830 $2,915 $20,905 $1,769 $5,258 $120 $525 $90 $699 $165 $60 $150 560 back to TOC $7,173 $563 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 Name Dept / Program Name Admin Svcs Admin. Administration Services Admin. Finance Accounting Services Finance Administration License/Collection Purchasing Regulatory & Communication Warehouse Info. Technology Information Technology Management & Budget Budget & Research Grants Administration Non-Departmental Fund 1000 Non-Dept Police Department Central Patrol Bureau PD - Fiscal Management Police Administration Police Support Services Fire Department Ambulance Services Arena - Fire Event Staffing Fire Administration Fire Assessment & Planning Fire Community Services Fire Financial Resources Fire Life Safety Services Adm. Fire Logistical Services Adm. Fire Marshal's Office Fire Medical Services & Health Fire Operations Fire Resource Management Fire Special Operations Fire Training Homeland Security Emergency Operations Ctr (EOC) Homeland Security Admin. Comm. Services Adm Comm. Services Admin. Worker's Insurance Compensation Vehicle Replacement Technology Replacement Telephone $2,714 $94 $3,584 $1,388 $9,682 $5,178 $7,181 $3,184 $580 $3,179 $647 $1,791 $1,364 $150 $30 $4,270 $540 $16,708 $15,991 $5,455 $6,830 $1,731 $1,402 $6,161 $4,201 $1,196 $21,651 $11,753 $3,512 $348,861 $12,683 $3,952 $976 $180 $45 $6,292 $972 $2,130 $302 $1,964 $5,316 $1,020,431 $153,617 $265,738 $439 $30 $925 $30 $469 $30 $877 $409 $3,775 $817 $196,153 $1,775 $439 $817 $26,000 $249,296 $274,479 $369 $10,830 $354,036 $29,450 $176,400 $1,350 $1,008 $135,973 $29,049 $133,322 $133,324 $664 $68,351 $2,600 $1,201 $1,606 $60 561 back to TOC $1,092 $220 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 Name Dept / Program Name Parks & Recreation Adult Center Aquatics Audio/Visual Elsie McCarthy Pk. Maintenance Foothills Recreation Center Glendale Community Center Marketing - Parks & Rec Park Irrigation Park Rangers Parks & Recreation Admin. Parks Central District Parks North District Parks Special Operations Pool Maintenance Recreation Support Services Special Events and Programs Sports and Health Youth and Teen Comm. Partnerships Neighborhood Partnership Neighborhood Revitalization Neighborhood Volunteer Program Library & Arts Historic Sahuaro Ranch 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 Worker's Insurance Compensation $4,405 $2,835 $131 $177 $833 $1,233 $147 $1,500 $1,780 $871 $7,199 $4,255 $3,620 $990 $503 $2,992 $1,200 $7,127 $146 $2,795 $2,682 $13,783 $11,650 $17,531 $1,842 $46,050 Vehicle Replacement Technology Replacement Telephone $62,236 $1,650 $1,516 $3,260 $7,268 $1,131 $62,010 $21,416 $3,800 $972 $540 $972 $1,944 $1,288 $1,912 $3,341 $39,356 $2,592 $3,958 $42,846 $5,510 $3,301 $2,228 $150 $5,658 $570 $2,100 $570 $12,827 $7,300 $1,814 $2,831 $312 $57,246 $12,527 $3,839 $191,322 $14,841 $58,567 $2,830 $120 $972 $234 $50,920 $5,813 $7,174 $8,744 $996 $7,201 $20,714 $9,457 $3,771 $8,039 $7,338 $220 $4,314 $1,962 $13,149 $2,462 $210 $90 $150 $120 $3,403 $2,498 $7,085 $1,944 $893 $371 $1,993 $632 $4,385 $150 $6,616 $2,020 $11,680 $900 $14,361 $2,707 562 back to TOC $15,740 $34,179 $1,419 $19,357 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 Name Dept / Program Name Public Works Admin. Public Works Administration Field Operations Cemetery Custodial Services 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 and Records Materials Testing Property Management Utility Inspection Total - General Fund Worker's Insurance Compensation Vehicle Replacement $979 $30 $2,103 $11,734 $24,355 $7,040 $2,355 $41 $651 $20,552 $20,150 $239 $1,828 $4,348 $13,712 $35,436 $312 $937 $120 $4,460 $125 $150 $90 $2,107 $90 $2,107 $9,645 $3,399 $30,970 Technology Replacement Telephone $216 $1,168 $485 $3,580 $6,140 $6,924 $3,353 $26,123 $22,948 $6,556 $2,417 $9,136 $2,700 $7,992 $10,328 $5,935 $1,025 $1,625 $1,792 $7,292 $1,389 $1,560,830 $633,644 $14,785 $1,268 $3,759 $7,256 $5,881 $1,722,976 $650,229 $1,172,099 $40,353 $28,376 $108,325 $40,353 $28,376 $108,325 $7,738 $8,973 $7,738 $8,973 Civic Center Civic Center $5,642 $2,459 $507 $8,435 $6,877 Total - Civic Center $5,642 $2,459 $507 $8,435 $6,877 $29,088 $17,921 $56,439 $972 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 563 back to TOC 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 Name Dept / Program Name Field Operations Street Cleaning Street Maintenance Transportation Signs & Markings Street Light Management Traffic Design and Development Traffic Signals Traffic Studies Transportation Administration Transportation Planning Total - Streets Worker's Insurance Compensation Vehicle Replacement Technology Replacement Telephone $7,163 $75,056 $3,512 $31,692 $129,135 $169,996 $10,368 $8,809 $2,584 $19,672 $3,779 $48,293 $1,801 $11,674 $702 $762 $6,911 $120 $169 $71 $25,228 $1,013 $1,419 $18,813 $1,431 $4,672 $1,997 $2,421 $15,531 $2,288 $206,613 $73,534 $406,727 $38,424 $11,433 $21,025 $1,227 $4,119 $3,311 $19,582 $21,025 $1,227 $4,119 $3,311 $19,582 $38,285 $23,672 $9,166 $1,331 $11,931 $3,724 $3,724 $13,796 $11,433 Airport Transportation Airport Operations Total - Airport General Services Field Operations Equipment Management Fuel Services Parts Store Operations Total - General Services $30 $38,285 $23,702 $10,497 $11,931 $30,163 $4,395 $12,705 $12,075 $30,163 $4,395 $12,705 $12,075 Housing Comm. Partnerships Housing Assistance Program Total - Housing Transportation Engineering Transportation Engineering Pgm Transportation Dial-A-Ride Fixed Route Intelligent Transportation Sys Traffic Mitigation Transportation Education Transportation Program Mgmt $76,848 $30 $1,422 $19,973 $796 $1,494 $30 $114 $60 $1,557 $20,447 $5,827 $486 $4,094 $486 $4,439 564 back to TOC $3,690 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 Name Dept / Program Name Total - Transportation Worker's Insurance Compensation $76,848 $22,497 Vehicle Replacement $3,690 Technology Replacement $13,872 Telephone $24,886 Telephone Info. Technology Telephones $1,259 Total - Telephone $1,259 RICO Fund Police Department State RICO $18,000 Total - RICO Fund $18,000 Water/Sewer Fund Env. Resources Environmental Resources Water Quality Finance Customer Service Office Utilities Arrowhead Reclamation Plant Information Management Public Service Representatives System Security Utilities Administration West Area Plant Total - Water/Sewer Fund $120 $873 $6,340 $2,967 $1,149 $2,600 $322,427 $2,600 $4,591 $418 $3,110 $30 $1,014 $7,338 $6,109 $5,962 $8,782 $2,600 $7,296 $12,570 $338,027 $20,461 $50,808 $10,400 $811 $536 $540 $22,646 $251,428 $141,338 $251,968 $165,331 Cable Equip. Rental Marketing and Comm. Communications Production $1,717 Total - Cable Equip. Rental $1,717 Landfill Fund Field Operations Landfill MRF Operations Recycling Solid Waste Admin Total - Landfill Fund $59,274 $14,732 $8,882 $4,911 $2,075 $3,027 $11,559 $11,415 $3,091 $5,783 $7,448 $3,999 $3,798 $1,676 $59,274 $30,600 $3,027 $31,848 $16,921 565 back to TOC 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 Name Dept / Program Name Worker's Insurance Compensation Vehicle Replacement Technology Replacement Telephone Sanitation Fund Field Operations Curb Service Residential-Loose Trash Collec Sanitation Frontload Sanitation Roll-off $97,717 $23,283 $71,961 $5,898 $38,967 $13,623 $27,739 $3,550 $1,944 $2,014 $1,944 $2,570 $198,859 $83,879 $5,902 $6,830 Library & Arts Arts Maintenance $634 $972 Total - Arts Commission $634 $972 Total - Sanitation Fund $4,260 Arts Commission Self-Sustaining Fund Parks & Recreation Adult Center Self Sustaining Rec Self Sust-Audio/Visual Rec Self Sust-Spec Int Classes Spec Events & Prgm Self Sust Sports Self Sustaining Youth and Teen Self Sustaining $168 $28 $284 $1,197 $80 $2,436 Total - Self-Sustaining Fund $4,193 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 Oasis Water Campus Pyramid Peak Plant Water Distribution $5,200 $258 $1,289 $2,717 $220 $893 $1,929 $1,026 $302 $4,616 $2,447 $4,551 $7,805 $669 $549 $5,958 $5,984 $7,199 $2,773 $21,709 $1,996 $1,187 $11,763 $5,000 $6,054 $94,428 $8,429 $19,586 566 back to TOC 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 Name Dept / Program Name Total - Water Sub-Fund Worker's Insurance Compensation Vehicle Replacement $5,200 $55,761 $161,311 $7,800 $2,457 $11,515 $13,506 $115,401 $7,800 $13,972 $128,907 $2,760,062 $1,024,892 $2,082,439 Technology Replacement Telephone $3,743 $522 $1,943,311 $889,750 Sewer Sub-Fund Utilities Pretreatment Program Wastewater Collection Total - Sewer Sub-Fund Total Internal Premiums : 567 back to TOC 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 Name Dept Program Name General Fund Indirect Customer Service Solid Waste Administration Sanitation F/L Transportation Transportation Program Mgmt $810,000 $810,000 Water/Sewer Fund Utilities Administration Utilities Administration $4,367,000 $41,749 $41,749 $4,367,000 Landfill Fund Gas Management System Landfill Landfill MRF Operations Recycling Solid Waste Admin Solid Waste Admin $7,000 $55,000 $393,000 $317,000 $150,000 $282,000 $21,000 $76,000 $1,149,000 Sanitation Fund Curb Service Curb Service Curb Service Residential-Loose Trash Collec Residential-Loose Trash Collec Sanitation Frontload Sanitation Frontload Sanitation Frontload Sanitation Roll-off Sanitation Roll-off Total General Staff / Administrative Charges: $72,000 $195,212 $891,000 $183,000 $50,995 $64,000 $96,055 $414,000 $177,000 $1,665,000 $136,000 $27,490 $369,752 $7,991,000 $212,000 $369,752 568 back to TOC $41,749 Schedule Eleven FY 2006-07 Operating Capital List Fund Dept / Program Name Status Item Description FY 06 Budget General Fund City Attorney City Attorney One-Time Supplemental Office Remodel $15,000 Police Department Police Administration One-Time Supplemental One-Time Supplemental One-Time Supplemental One-Time Supplemental One-Time Supplemental Crown Victoria's (3) Barcode Tracking System Vehicle (1) Vehicle Vehicle Purchase Police Administration $79,500 $38,995 $26,500 $14,000 $14,000 $172,995 Emergency Operations Ctr (EOC) One-Time Supplemental EOC Equipment One-Time Supplemental Vehicle One-Time Supplemental Office Equipment Emergency Operations Ctr (EOC) Parks & Recreation $90,000 $28,000 $24,700 $142,700 Homeland Security Park Rangers One-Time Supplemental Ranger Truck $16,300 Neighborhood Imp. Gr Neighborhood Improvement Grant Carryover Bethany Heights Neighborhood Carryover Heart of Glendale Neighborhood Carryover Pioneer Neighborhood Neighborhood Improvement Grant $117,509 $35,981 $17,248 $170,738 GENERAL FUND TOTAL ....................................................................... $517,733 Police Spec. Rev. Police Department Patrol - Special Revenue Fund One-Time Supplemental AFIS Upgrade POLICE SPEC. REV. TOTAL ................................................................. 569 back to TOC $60,000 $60,000 Schedule Eleven FY 2006-07 Operating Capital List Fund Dept / Program Name Status Item Description FY 06 Budget National Events Res. Police Department PD - Fiesta Bowl Event One-Time Supplemental Mega Event Public Safety Equip NATIONAL EVENTS RES. TOTAL ...................................................... $625,400 $625,400 Fire Spec. Revenue Fire Department Fire - Special Revenue Fund One-Time Supplemental One-Time Supplemental One-Time Supplemental Eliptical Trainers (6) Fitness Equipment at FS153 Treadmill at FS156 Fire - Special Revenue Fund $40,000 $30,000 $6,000 $76,000 FIRE SPEC. REVENUE TOTAL ............................................................ $76,000 Streets Field Operations Street Maintenance Base Base Base Timed One-Time Supplemental Transportation Transportation Administration One-Time Supplemental Pavement Mgt Program Pavement Mgt Program Pavement Mgt Program Pavement Mgt (F25- FY06toFY10) Pavement Mgt Program Street Maintenance ITS Tech Vehicle STREETS TOTAL ..................................................................................... $892,918 $308,000 $300,000 $750,000 $750,000 $3,000,918 $20,000 $3,020,918 Housing Comm. Partnerships Housing Assistance Program Base Street Cleaning HOUSING TOTAL .................................................................................... 570 back to TOC $8,000 $8,000 Schedule Eleven FY 2006-07 Operating Capital List Fund Dept / Program Name Status Item Description FY 06 Budget Transportation Transportation Intelligent Transportation Sys One-Time Supplemental ITS Supervisor Vehicle TRANSPORTATION TOTAL ................................................................. $20,000 $20,000 Vehicle Replacement Field Operations Equipment Replacement Base Base Carryover Scheduled Replacements Scheduled Repl-addtl approp Equipment Replacement Equipment Replacement $2,394,433 $590,308 $144,000 $3,128,741 VEHICLE REPLACEMENT TOTAL .................................................... $3,128,741 Tech. Replacement Info. Technology Technology Replacement Base Equipment Over $5,000 TECH. REPLACEMENT TOTAL .......................................................... $1,612,532 $1,612,532 Other Grants Fund Police Department VOCA 2003-113 Base Equipment over $5000 OTHER GRANTS FUND TOTAL .......................................................... $17,817 $17,817 RICO Fund Police Department Federal RICO Base Equipment Base Pch Investigation Veh's (10) $10,000 State RICO RICO FUND TOTAL ................................................................................ 571 back to TOC $239,833 $249,833 Schedule Eleven FY 2006-07 Operating Capital List Fund Dept / Program Name Status Item Description FY 06 Budget Water/Sewer Fund Utilities System Security One-Time Supplemental Pick Up Truck $18,000 Utilities Administration Base Equipment $1,520 West Area Plant Base One-Time Supplemental RSPS Trash Removal Pick Up Truck West Area Plant $5,000 $18,000 $23,000 WATER/SEWER FUND TOTAL ............................................................ $42,520 Landfill Fund Field Operations MRF Operations One-Time Supplemental Purchase 2nd MRF Compactor LANDFILL FUND TOTAL ...................................................................... $30,000 $30,000 Court Fund City Court Court Security & Improvements Base Access Control Upgrades COURT FUND TOTAL ............................................................................ 572 back to TOC $4,000 $4,000 Schedule Eleven FY 2006-07 Operating Capital List Fund Dept / Program Name Status Item Description FY 06 Budget Water Sub-Fund Utilities Customer Service - Field One-Time Supplemental Oasis Water Campus One-Time Supplemental One-Time Supplemental AMR Hardware and Software $250,000 3/4 Ton Truck w/Lift & Box Sedan Automobile Oasis Water Campus $25,000 $15,000 $40,000 John Deer Backhoe Boom Truck Purchase Water Distribution $78,000 $70,000 $148,000 WATER SUB-FUND TOTAL .................................................................. $438,000 Water Distribution Carryover Carryover Sewer Sub-Fund Utilities Pretreatment Program One-Time Supplemental Pickup Truck & Service Shell $20,000 Equipment Sewer Extended Jetter/Trailer Wastewater Collection $10,000 $35,000 $45,000 SEWER SUB-FUND TOTAL ................................................................... $65,000 Wastewater Collection Base One-Time Supplemental Grand Total: 573 back to TOC $9,916,494 Schedule Twelve FY 2006-07 Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY07 Budget General Fund (0001/1000) Council Office Barrel District (1122/10130) CIP District BARREL $15,000 Cactus District (1124/10150) CIP District CACTUS $15,000 Cholla District (1121/10120) CIP District CHOLLA $15,000 Ocotillo District (1126/10170) CIP District OCOTILLO $15,000 Sahuaro District (1123/10140) CIP District SAHUARO $15,000 Yucca District (1125/10160) CIP District YUCCA $15,000 City Clerk Elections (1220/10240) 2007 Primary/General Election $76,128 City Manager City Manager (1310/10310) Outside Agency Pool $10,292 Info. Technology Information Technology (2310/11510) Tele-Works, Inc. $211,748 Peoplesoft Consulting Hansen Maint and Svc $76,000 $1,965 Information Technology $289,713 Non-Departmental Fund 1000 Non-Dept (2440/11801) Unbudgeted Carryover Reserve $410,899 Res. Infill Housing Res. Infill Housing Incentives (4254/15110) Res. Infill Housing Incentives 574 back to TOC $46,944 Schedule Twelve FY 2006-07 Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY07 Budget Comm. Partnerships Neighborhood Partnership (4412/15015) Maintenance Funds Neighborhood Imp. Gr Neighborhood Improvement Grant (4420/15120) Spring 2006 Grant Funds $13,000 $270,000 Bethany Heights Neighborhood Catlin Court Neighborhood $117,509 $46,109 Heart of Glendale Neighborhood Orchard Glen Neighborhood $35,981 $33,000 Pioneer Neighborhood $17,248 Neighborhood Improvement Grant Rebates & Incentives Rebates & Incentives (5450/16210) Economic Development Incentive Redevelopment Land Acquisition (5452/16230) Professional & Contractual Visual Improvement Program (5451/16220) Professional & Contractual GENERAL FUND TOTAL .................................................................................. $519,847 $500,000 $2,489,752 $267,768 $4,714,343 HOME Fund (0010/1300) Comm. Partnerships HOME Program (7501/30001) Habitat W. Val. (FY04-05)-7550 $237,500 S.F. Res. Rehab-7541 Habitat VOS (FY05-06)-7543 $210,525 $200,000 Unprogrammed ADDI $157,334 HOME Match Replacement Housing-7551 $89,534 $71,321 CHRA-1st Time Home Buyer-7547 CSA/Los Vecinos Acq/Rehab-7548 $50,000 $50,000 HABITAT VOS (FY 04-05)-7539 $37,500 HOME Program HOME FUND TOTAL ......................................................................................... 575 back to TOC $1,103,714 $1,103,714 Schedule Twelve FY 2006-07 Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY07 Budget C.D.B.G. (0011/1320) Comm. Partnerships CDBG Programs (7110/31001) S.F. Res-Rehab-7341,7322,7371 Boys & Girls Clubs Clubhs-7409 $431,005 $250,000 Unprogrammed Funds-CDBG $249,959 S.F. Res.-Staff-7344 Dwntwn Streetscape Econ D-7317 $233,046 $125,696 Glendale Human Svcs Counc-7394 $110,000 S.F. Res-Delivery-7345 Voluntary Demo-7311,7312 $92,402 $79,755 Exterior Rehab-7343,7313 $75,241 PREHAB Faith House-7352 YWCA of MC-Kitchen Rehab-7412 $68,174 $50,500 Chldrns Cntr/Neuro Stdies-7410 Westside Food Bank-7411 $32,425 $27,498 Roof Repair/Replacement-7347 $25,576 CPLC IN-FILL HSG-7349 CSA Emerg Home Repair-7346 $25,000 $17,000 DDS Access Project-Programming $16,000 Comm Legal Svcs-Fair Hsg-7363 $10,000 $1,919,277 CDBG Programs C.D.B.G. TOTAL .................................................................................................. $1,919,277 Streets (0012/1340) Transportation Traffic Signals (6322/16810) Striping Truck $100,000 STREETS TOTAL ................................................................................................ $100,000 Transportation (0025/1660) Transportation Fixed Route (6354/16540) Transit office improvements $234,902 TRANSPORTATION TOTAL ............................................................................ 576 back to TOC $234,902 Schedule Twelve FY 2006-07 Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY07 Budget Vehicle Replacement (0041/1120) Field Operations Equipment Replacement (6255/13610) Equipment Replacement VEHICLE REPLACEMENT TOTAL ............................................................... $144,000 $144,000 Court Fund (0072/1240) City Court Fill the Gap (1413/10530) AZTEC Wizard $19,000 COURT FUND TOTAL ....................................................................................... $19,000 Water Sub-Fund (0083/2400) Utilities Cholla Treatment Plant (6422/17260) GAC Filter Media Water Distribution (6442/17290) John Deer Backhoe Boom Truck Purchase $380,000 $78,000 $70,000 Water Distribution WATER SUB-FUND TOTAL .............................................................................. Grand Total: 577 back to TOC $148,000 $528,000 $8,763,236 Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* General Fund Admin Svcs Admin. Administration Services Admin. PC/Tech Repl Chgs Insurance Premium Building Safety Building Safety Salaries Other Benefits- Medical General Retirement Social Security PC/Tech Repl Chgs Equipment Repair Veh/Equip Repl Chgs Veh/Equip Repl Chgs Insurance Premium Medicare Shop Chargeback-Fuel Cell Phone Charges Cell Phone Charges Overtime Professional Development Insurance Premium Office Supplies Uniform Allowance Cell Phone Charges Workers' Comp. Premium PC/Tech Repl Chgs Development Services Center PC/Tech Repl Chgs Insurance Premium Westgate-Bldg Safety Rvw/Insp. Salaries Prof. & Contractual Other Benefits- Medical General Retirement Social Security Veh/Equip Repl Chgs Equipment Repair Other Utility Exp. Overtime Technology Repl Rate Increase Risk Premium Increase Administration Services Admin. $1,792 $200 $1,992 Salaries Other Benefits- Medical General Retirement Social Security Technology Repl Rate Increase Vehicle Maintenance Vehicle/Equipment Rental Rates Vehicle Replacement Risk Premium Increase Medicare Fuel Budget Increase Cell Phone Charges Air Card Charges Overtime Training Risk Management Premium Office Supplies Uniform Allowance Air Cards Charges Workers Comp Premium Technology Replacement Fund Building Safety $220,198 $28,000 $20,311 $13,840 $10,192 $8,000 $5,270 $5,200 $3,600 $3,239 $3,217 $3,200 $3,000 $3,000 $2,400 $2,016 $1,200 $1,100 $1,000 $800 $330 $339,113 Technology Repl Rate Increase Risk Premium Increase Development Services Center $4,728 $428 $5,156 Salaries Struct Plans Exam.-Consultant Other Benefits- Medical General Retirement Social Security Vehicle Replacement Vehicle Maintenance Rent and Other Utilities Overtime $520,076 $100,000 $70,000 $48,055 $32,741 $30,943 $16,000 $14,800 $8,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 578 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Building Safety Westgate-Bldg Safety Rvw/Insp. Medicare Workers' Comp. Premium Cell Phone Charges Insurance Premium Cell Phone Charges Professional Development Electricity PC/Tech Repl Chgs Veh/Equip Repl Chgs Office Supplies Uniform Allowance Shop Chargeback-Fuel Bldg. Maintenance/Repair Telephone Utilities Insurance Premium Telephone Charges Medicare Workers Comp Premium Air Card Charges Risk Management Premium Cell Phone Charges Training Electricity Technology Replacement Fund Vehicle/Equipment Rental Rates Office Supplies Uniform Allowance Fuel Budget Increase Cleaning Services Monthly Telephone Charges Risk Premium Increase Office Phone Westgate-Bldg Safety Rvw/Insp. $7,659 $7,201 $7,000 $6,683 $5,600 $5,400 $4,000 $3,771 $3,236 $3,000 $2,200 $1,744 $1,200 $600 $491 $220 $900,620 Equipment Replacement $120,000 Rsrve Storm Truck w/ Equipmt 40 Radios and 20 Mobile Chrgrs Extrication Equipment Fire Hose FD-Emergency Rescue Vehicles $170,000 $107,000 $68,027 $43,500 $388,527 Heart Monitors (18) $388,800 Attorney-Spec Proj Fees/Costs Contract Engineering Fees & Costs $575,000 City Attorney Salaries Salaries Prof. & Contractual Salaries Salaries Other Benefits- Medical Salaries Credit Secretary - Six Months Assistant City Prosecutors (3) Half-Time Asst City Prosecutor Victim Assistance Caseworker Legal Assistant Other Benefits- Medical Secretary ($16,597) $217,365 $60,000 $51,493 $44,481 $38,500 $33,193 Capital Budget Audio Visual Equipment Equipment FD-Emergency Rescue Vehicles Equipment Equipment Under $5,000 Equipment Under $5,000 Haz Waste Day Costs FD-Heart Monitors Equipment City Attorney * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 579 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* City Attorney City Attorney Professional Development General Retirement Equipment Under $5,000 Social Security Imp. - Non Bldg. Equipment Under $5,000 Advertising PC/Tech Repl Chgs Office Supplies Professional Development Equipment Under $5,000 Medicare PC/Tech Repl Chgs Other Line Supplies Equipment Under $5,000 Insurance Premium Veh/Equip Repl Chgs Professional Development Professional Development Professional Development Shop Chargeback-Fuel Dues and Continuing Education General Retirement Office Setup Social Security Office Remodel Computer - Desk / Purchase (7) Recruitment Costs Technology Repl Rate Increase Office Supplies Prof. Develop/Dues for ACP Laptop and Screen for Trials Medicare Comp.-Replacement (7) Legal Publications for ACPs Display Telephones Risk Premium Increase Vehicle/Equipment Rental Rates Prof. Develop/Dues for LA Prof. Develop for Victim Asst Prof. Develop for Secretary Fuel Budget Increase City Attorney $32,645 $30,025 $28,000 $20,457 $15,000 $14,336 $9,000 $8,514 $7,000 $6,750 $6,500 $4,793 $3,780 $1,500 $1,400 $1,156 $620 $500 $500 $200 $29 $621,140 Professional Development Technology Repl Rate Increase Office Supplies Memberships and Subscriptions Risk Premium Increase City Auditor $2,500 $2,074 $2,000 $500 $190 $7,264 Technology Repl Rate Increase Risk Premium Increase Fuel Budget Increase City Clerk $1,322 $167 $62 $1,551 Elections $120,000 $756 $23 $120,779 City Auditor City Auditor Professional Development PC/Tech Repl Chgs Office Supplies Memberships & Subsc. Insurance Premium City Clerk City Clerk PC/Tech Repl Chgs Insurance Premium Shop Chargeback-Fuel Elections Prof. & Contractual PC/Tech Repl Chgs Insurance Premium 2007 Spring Special Election Technology Repl Rate Increase Risk Premium Increase Records Management * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 580 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* City Clerk Records Management PC/Tech Repl Chgs Insurance Premium Technology Repl Rate Increase Risk Premium Increase Records Management $18,260 $113 $18,373 One-Time Credit for Six Months GF Xfer Eliminated (Sch 4) FARE Clerks Spec Ops JCEF Other Benefits- Medical Protem Pay Secretary Data Entry Outsourcing Pro-Tem Judge (Half-Time) General Retirement Social Security Public Defender (Half-Time) Technology Repl Rate Increase Furniture Medicare Hourly Pay Inc - Total Comp State Computer Rental Training Risk Premium Increase Computers (2) State Computers Phone Training & Prof Development Training & Prof. Development Vehicle/Equipment Rental Rates Fuel Budget Increase Office Supplies Hourly Pay Inc - Total Comp Supplies Hourly Pay Inc - Total Comp City Court ($36,595) ($40,000) $73,190 $73,190 $66,385 $42,000 $39,480 $38,425 $30,000 $25,000 $19,528 $17,303 $10,500 $7,004 $6,600 $4,046 $3,436 $2,250 $2,000 $1,984 $1,500 $1,500 $1,000 $1,000 $1,000 $804 $761 $400 $213 $200 $50 $394,154 City Court City Court Salaries Salaries Salaries Salaries Salaries Other Benefits- Medical Hourly Employees Salaries Prof. & Contractual Hourly Employees General Retirement Social Security Public Defender PC/Tech Repl Chgs Equipment Under $5,000 Medicare Hourly Employees Prof. & Contractual Professional Development Insurance Premium PC/Tech Repl Chgs Prof. & Contractual Telephone Charges Professional Development Professional Development Veh/Equip Repl Chgs Shop Chargeback-Fuel Office Supplies Social Security Other Line Supplies Medicare City Manager City Manager Prof. & Contractual Hourly Employees PC/Tech Repl Chgs General Retirement Outside Agency Increase Contract Position w/Benefits Technology Repl Rate Increase General Retirement $50,000 $35,000 $3,330 $3,185 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 581 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* City Manager City Manager Social Security Insurance Premium Medicare Code Compliance Code Compliance Sanitation Charge Veh/Equip Repl Chgs Shop Chargeback-Fuel PC/Tech Repl Chgs Other Line Supplies Postage Insurance Premium Comm. Action Program CAP Local Match PC/Tech Repl Chgs Veh/Equip Repl Chgs Shop Chargeback-Fuel Insurance Premium Social Security Risk Premium Increase Medicare City Manager $2,170 $1,365 $508 $95,558 Service Rolloff Containers Vehicle/Equipment Rental Rates Fuel Budget Increase Technology Repl Rate Increase Brochures, Flyers, Post Cards Postage Risk Premium Increase Code Compliance $15,000 $9,678 $7,588 $7,180 $5,000 $2,500 $860 $47,806 Technology Repl Rate Increase Vehicle/Equipment Rental Rates Fuel Budget Increase Risk Premium Increase CAP Local Match $1,594 $1,584 $182 $5 $3,365 Mega-Events Community Outreach Mega-Events Volunteer Outreach Mega Events - N'Hood/Volunteer $27,470 $21,350 $48,820 Professional Contractual PC/Tech Repl Chgs Technology Repl Rate Increase Risk Premium Increase Neighborhood Partnership $47,840 $8,016 $2,406 $244 $58,506 Neigh Revital Support Technology Repl Rate Increase Social Security Vehicle/Equipment Rental Rates Medicare Fuel Budget Increase Risk Premium Increase Neighborhood Revitalization $46,447 $3,650 $2,880 $1,050 $673 $353 $164 $55,217 Comm. Partnerships Mega Events - N'Hood/Volunteer Prof. & Contractual Prof. & Contractual Neighborhood Partnership Prof. & Contractual PC/Tech Repl Chgs PC/Tech Repl Chgs Insurance Premium Neighborhood Revitalization Hourly Employees PC/Tech Repl Chgs Social Security Veh/Equip Repl Chgs Medicare Shop Chargeback-Fuel Insurance Premium Neighborhood Volunteer Program * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 582 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Comm. Partnerships Neighborhood Volunteer Program Veh/Equip Repl Chgs Shop Chargeback-Fuel Vehicle/Equipment Rental Rates Fuel Budget Increase Neighborhood Volunteer Program $570 $44 $614 Technology Repl Rate Increase Risk Premium Increase Comm. Services Admin. $546 $119 $665 Technology Repl Rate Increase Risk Premium Increase CD Deputy City Manager $486 $208 $694 Comm. Services Adm Comm. Services Admin. PC/Tech Repl Chgs Insurance Premium Community Dev Admin CD Deputy City Manager PC/Tech Repl Chgs Insurance Premium Conv./Media/Parking Convention/Media/Parking Sanitation Charge Utilities Electricity Prof. & Contractual Utilities Electricity Other Line Supplies Utilities Electricity Electricity Other Line Supplies Utilities Landscape Maint. Other Line Supplies Electricity Sanitation Charge Utilities Other Line Supplies Timed - Opens in Dec. (5 mo.) Timed - Opens in Dec. (5 mo.) Timed - Opens in Dec. (5 mo.) Management Contract (Cable) Utilities - Convention Center Electric - Convention Center Custodial/Supplies-Conv Center Utilities - Parking Structure Electric - Cable Studio Electric - Parking Structure Custodial/Spplies-Park Struct. Utilities - Cable Studio Landscape/Water - Share Custodial/Spplies-Cable Studio Electric - Media Center Sanitation/Refuse - Share Utilities - Media Center Custodial/Spplies-Media Center Convention/Media/Parking ($10,417) ($122,917) ($135,417) $200,000 $160,000 $150,000 $148,450 $80,000 $75,000 $75,000 $48,000 $45,000 $37,500 $28,000 $25,000 $25,000 $10,000 $9,275 $847,474 Council Office Council Office PC/Tech Repl Chgs Insurance Premium Technology Repl Rate Increase Risk Premium Increase Council Office $7,154 $544 $7,698 Economic Development Economic Development Promotion/Publicity GPEC Annual Contract $92,089 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 583 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Economic Development Economic Development PC/Tech Repl Chgs Insurance Premium Super Bowl Event Pre-Planning Professional Development Prof. & Contractual Prof. & Contractual Technology Repl Rate Increase Risk Premium Increase Economic Development $3,308 $322 $95,719 National Preparedness & Travel Consultant Contract Super Bowl Booth Super Bowl Event Pre-Planning $100,000 $60,000 $20,000 $180,000 Operating Expenses $171,794 Engineering BofA Bank Building Prof. & Contractual CIP Administration Veh/Equip Repl Chgs PC/Tech Repl Chgs Shop Chargeback-Fuel CIP Construction Veh/Equip Repl Chgs PC/Tech Repl Chgs Shop Chargeback-Fuel CIP Design PC/Tech Repl Chgs Construction Inspection Veh/Equip Repl Chgs Shop Chargeback-Fuel PC/Tech Repl Chgs Engineering Administration PC/Tech Repl Chgs Insurance Premium Hourly Employees Social Security Land Development Division Veh/Equip Repl Chgs PC/Tech Repl Chgs Vehicle/Equipment Rental Rates Technology Repl Rate Increase Fuel Budget Increase CIP Administration $4,822 $4,568 $1,155 $10,545 Vehicle/Equipment Rental Rates Technology Repl Rate Increase Fuel Budget Increase CIP Construction $1,700 $1,350 $398 $3,448 Technology Repl Rate Increase $3,996 Vehicle/Equipment Rental Rates Fuel Budget Increase Technology Repl Rate Increase Construction Inspection $7,392 $6,680 $5,164 $19,236 Technology Repl Rate Increase Risk Premium Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Engineering Administration $2,968 $2,280 $19 $1 $5,268 Vehicle/Equipment Rental Rates Technology Repl Rate Increase Land Development Division $634 $512 $1,146 Mapping and Records * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 584 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Engineering Mapping and Records Prof. & Contractual PC/Tech Repl Chgs Materials Testing Shop Chargeback-Fuel Veh/Equip Repl Chgs PC/Tech Repl Chgs Property Management PC/Tech Repl Chgs Utility Inspection Veh/Equip Repl Chgs Shop Chargeback-Fuel PC/Tech Repl Chgs Field Operations Cemetery Veh/Equip Repl Chgs Shop Chargeback-Fuel PC/Tech Repl Chgs Insurance Premium Custodial Services Veh/Equip Repl Chgs Shop Chargeback-Fuel PC/Tech Repl Chgs Insurance Premium Facilities Management Electricity Electricity Prof. & Contractual Veh/Equip Repl Chgs Shop Chargeback-Fuel Electricity PC/Tech Repl Chgs Insurance Premium Field Operations Admin. Prof. & Contractual PC/Tech Repl Chgs Annual Aerial Photograph Upgra Technology Repl Rate Increase Mapping and Records $40,000 $812 $40,812 Fuel Budget Increase Vehicle/Equipment Rental Rates Technology Repl Rate Increase Materials Testing $1,940 $1,880 $896 $4,716 Technology Repl Rate Increase $3,646 Vehicle/Equipment Rental Rates Fuel Budget Increase Technology Repl Rate Increase Utility Inspection $1,208 $1,073 $694 $2,975 Vehicle/Equipment Rental Rates Fuel Budget Increase Technology Repl Rate Increase Risk Premium Increase Cemetery $2,174 $556 $242 $155 $3,127 Vehicle/Equipment Rental Rates Fuel Budget Increase Technology Repl Rate Increase Risk Premium Increase Custodial Services $6,856 $4,462 $1,790 $864 $13,972 Timing Cr. - 6 mo's (622604) Security Lights/Elec. (622601) Pigeon Control Services Vehicle/Equipment Rental Rates Fuel Budget Increase Security Lighting (622604) Technology Repl Rate Increase Risk Premium Increase Facilities Management ($1,875) $52,013 $50,000 $17,718 $14,863 $3,750 $3,070 $1,792 $141,331 Animal Control Contract Technology Repl Rate Increase $26,843 $3,462 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 585 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Field Operations Field Operations Admin. Insurance Premium Graffiti Removal Shop Chargeback-Fuel Veh/Equip Repl Chgs Insurance Premium Manistee Ranch Maintenance Insurance Premium Finance Accounting Services Salaries Other Benefits- Medical General Retirement Social Security Equipment Under $5,000 Prof. & Contractual Insurance Premium Medicare PC/Tech Repl Chgs Office Supplies Finance Administration Interest Income PC/Tech Repl Chgs Insurance Premium License/Collection Postage PC/Tech Repl Chgs Veh/Equip Repl Chgs Insurance Premium Shop Chargeback-Fuel Purchasing PC/Tech Repl Chgs Insurance Premium Risk Premium Increase Field Operations Admin. $518 $30,823 Fuel Budget Increase Vehicle/Equipment Rental Rates Risk Premium Increase Graffiti Removal $3,481 $3,278 $174 $6,933 Risk Premium Increase $3 Accountant I (Grants) Other Benefits- Medical General Retirement Social Security Personal Computer Recruitment Risk Premium Increase Medicare PC Replacement Office Supplies Accounting Services $40,346 $7,000 $3,671 $2,501 $2,048 $1,200 $713 $585 $540 $250 $58,854 Revenue Offset Technology Repl Rate Increase Risk Premium Increase Finance Administration ($225,000) $8,354 $381 ($216,265) Postage Technology Repl Rate Increase Vehicle/Equipment Rental Rates Risk Premium Increase Fuel Budget Increase License/Collection $31,870 $7,996 $982 $529 $402 $41,779 Technology Repl Rate Increase Risk Premium Increase Purchasing Regulatory & Communication Insurance Premium Risk Premium Increase $2,728 $234 $2,962 $43 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 586 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Finance Warehouse Veh/Equip Repl Chgs PC/Tech Repl Chgs Shop Chargeback-Fuel Insurance Premium Fire Department Ambulance Services Veh/Equip Repl Chgs Shop Chargeback-Fuel Fire - EOC Prof. & Contractual Fire Administration Professional Development Insurance Premium Professional Development Professional Development Professional Development Professional Development Professional Development Professional Development Professional Development Professional Development Professional Development Professional Development Other Line Supplies Travel Expenses Travel Expenses Travel Expenses Other Office Suppl. Travel Expenses Other Line Supplies Fire Marshal's Office Salaries Other Benefits- Medical General Retirement Social Security Uniform Allowance Medicare Professional Development Vehicle/Equipment Rental Rates Technology Repl Rate Increase Fuel Budget Increase Risk Premium Increase Warehouse $3,080 $2,100 $849 $234 $6,263 Vehicle/Equipment Rental Rates Fuel Budget Increase Ambulance Services $14,724 $3,731 $18,455 Offset for EM Fee ($16,344) Life Safety Services Risk Premium Increase Special Operations - Homeland Fire Administration Professional Services Fire Inspectors, Arson Invest. Fire Marshal Code Conferences Logistical Services ASU Fire Service Institute (4) Financial Services & Grants Training & Safety Community Services NFPA/IFBC Code Books Accred. Site Visit Team Hotel Accred Site Visit Team Airfare Accred. Site Visit Team Meals Site Visit Team Printing Accred. Site Visit Team Transp Site Visit Team Supplies Fire Administration $16,000 $13,572 $12,000 $11,250 $9,500 $8,200 $7,810 $6,500 $5,200 $4,500 $3,000 $2,500 $2,400 $2,150 $2,000 $1,720 $1,500 $600 $500 $110,902 Fire Insp's (1877 & 1928) Other Benefits- Medical General Retirement Social Security Uniform Allowance Medicare Training & Prof Dev. $90,238 $11,026 $8,212 $5,595 $1,950 $1,308 $1,243 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 587 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Fire Department Fire Marshal's Office Equipment Under $5,000 Fire Medical Services & Health Prof. & Contractual Veh/Equip Repl Chgs Fire Operations Overtime Salaries Fire Retirement Salaries Salaries Veh/Equip Repl Chgs Other Benefits- Medical Other Line Supplies Overtime Overtime Overtime Medicare Turnouts Turnouts Turnouts Turnouts Overtime Overtime Overtime Overtime Other Line Supplies Equipment Under $5,000 Uniform Allowance Prof. & Contractual Prof. & Contractual Workers' Comp. Premium Professional Development Prof. & Contractual Other Line Supplies Turnouts Other Line Supplies Prof. & Contractual Other Line Supplies Cancer Insurance Cell Phone Charges PC/Tech Repl Chgs Other Tools/Equip Fire Marshal's Office $500 $120,072 Maintenance Vehicle/Equipment Rental Rates Fire Medical Services & Health $20,000 $14,424 $34,424 Rescue Unit Overtime (2 units) Fire Captains Fire Retirement Fire Engineer - Rapid Response Fire Fighters Vehicle/Equipment Rental Rates Other Benefits- Medical Rescue Gear Maint/Replacmt Training Officer Backfill Training Officer Backfill (1) Interview & Hire Overtime Medicare Post-Academy Turnout Gear Academy Turnout Gear Turnout Gear - Post Academy Turnout Gear - Academy Training Officer Overtime Academy Training Officer Training Officer (1) Promotional Testing - Engineer EMT, Physicals, Drug & Bkgrd Equipment, Phone, etc. Uniform Allowance Training Academy Fee Annual Physicals Worker's Comp OSHA Training Training Academy Fee (3) Training Academy Fee Turnout Gear - Replacement EMS, Physicals, Drug & Bkgrd Radio and Alpha Pager Promotion Testing Supplies Cancer Insurance Premium Cell Phone Service Technology Repl Rate Increase $480,687 $399,654 $184,767 $156,570 $149,115 $133,322 $84,000 $46,000 $39,000 $19,500 $19,200 $19,041 $18,000 $18,000 $18,000 $18,000 $12,500 $12,500 $12,500 $12,000 $10,980 $10,518 $9,000 $9,000 $8,640 $6,000 $6,000 $4,500 $4,500 $4,000 $3,660 $3,250 $2,500 $1,620 $700 $332 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 588 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Fire Department Fire Operations Fire Resource Management Prof. & Contractual Shop Chargeback-Fuel Lease/Purch Princ. PC/Tech Repl Chgs Prof. & Contractual Equipment Maint. Equipment Maint. Stadium - Fire Event Staffing Overtime Overtime Other Line Supplies Fire Retirement Prof. & Contractual Other Line Supplies Medicare Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Shop Chargeback-Fuel Med. Supplies - Non-Hosp. Prof. & Contractual Other Line Supplies General Retirement Social Security Homeland Security Emergency Operations Ctr (EOC) Salaries Software Equipment Salaries Contracted Temp. Help Equipment Maint. Salaries Salaries Salaries Other Benefits- Medical Electricity General Retirement Fire Operations $1,937,556 Annual Physicals Fuel Budget Increase Ladder Tender, Imagers, SCBA Technology Repl Rate Increase CAD Dispatch & Maintenance Hose Annual Maint Extrication Equip Maint Fire Resource Management $165,600 $95,448 $90,922 $34,176 $24,455 $6,000 $3,000 $419,601 Overtime Overtime - Civilian & Sworn Hazmat Supplies Fire Retirement Hazmat Contracting EMS Supplies Medicare Permitting, Inspections EMS Rentals (4 tents, 4 gator) Ops Rentals (truck, gator) Fire Insp. Rentals (gators) Fuel Costs - Ops EMS Supplies Logistics Rentals (3 gators) Marketing Supplies General Retirement Social Security Stadium - Fire Event Staffing $175,000 $82,948 $43,000 $35,627 $26,000 $5,000 $3,743 $3,600 $2,800 $2,100 $1,600 $1,225 $1,200 $1,200 $1,000 $432 $295 $386,770 Info Tech Employee Emergency Mgt Software EOC Equipment Asst Director Training & Exercise Officer Cable/Phone/Internet Administrative Asst Operations Officer - EOC Bldg Maintenance Worker Other Benefits- Medical Annual Electric Service General Retirement $136,000 $125,000 $90,000 $60,000 $55,000 $55,000 $51,493 $45,000 $42,363 $42,000 $35,000 $30,472 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 589 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Homeland Security Emergency Operations Ctr (EOC) Prof. & Contractual Equipment Maint. Equipment Equipment Miscellaneous Social Security Prof. & Contractual Office Supplies Medicare Telephone Utilities Utilities Miscellaneous Trash Removal Equipment Under $5,000 Software Maint Professional Development PC/Tech Repl Chgs Other Utility Exp. Vehicle Supp & Maint Cell Phone Charges Shop Chargeback-Fuel Other Office Suppl. Postage Memberships & Subsc. Homeland Security Admin. PC/Tech Repl Chgs Temporary Employee Contract Equipment Maintenance Vehicle Office Equipment Data Connectivity Social Security Maricopa County EM Fee Stock Room Supplies Medicare Landline Service Water Recruiting costs Trash Removal Small Equipment & Tools Software Maint Training Computer WS Replacement Internet Access Vehicle Repair Cell phone service Vehicle Fuel Printing Postage Professional Certification Emergency Operations Ctr (EOC) Technology Repl Rate Increase $30,000 $30,000 $28,000 $24,700 $24,000 $20,762 $20,000 $6,000 $4,856 $4,800 $4,500 $4,000 $3,700 $3,500 $3,000 $2,788 $2,600 $2,000 $2,000 $1,500 $1,200 $1,000 $1,000 $500 $993,734 $600 Human Resources Compensation Salaries Police Retirement Fire Retirement General Retirement General Retirement Police Retirement Fire Retirement Elected Off. Retire PC/Tech Repl Chgs Insurance Premium Employee Benefits PC/Tech Repl Chgs Merit/Mkt Adj w/ Benefit/Taxes Police Ret. Inc. - GF Fire Ret. Inc. - GF State Ret. Inc. - GF State Ret. Inc. - Other Funds Police Ret. Inc. - Other Funds Fire Ret. Inc. - Other Funds Elected Ret. Inc. - GF Technology Repl Rate Increase Risk Premium Increase Compensation Technology Repl Rate Increase $4,972,000 $653,297 $491,975 $413,549 $170,111 $40,320 $39,306 $6,244 $1,216 $201 $6,788,219 $1,496 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 590 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Human Resources Employee Benefits Insurance Premium Employee Relations PC/Tech Repl Chgs Insurance Premium Employment and Staffing Salaries Other Benefits- Medical Other Line Supplies General Retirement Social Security PC/Tech Repl Chgs Other Line Supplies Medicare Insurance Premium Human Resources Admin. PC/Tech Repl Chgs Insurance Premium Organizational Development Tuition Reimbursement PC/Tech Repl Chgs Insurance Premium Risk Management/Safety PC/Tech Repl Chgs Veh/Equip Repl Chgs Insurance Premium Shop Chargeback-Fuel Risk Premium Increase Employee Benefits $181 $1,677 Technology Repl Rate Increase Risk Premium Increase Employee Relations $4,084 $135 $4,219 HR Technician Other Benefits- Medical Office Set-Up General Retirement Social Security Technology Repl Rate Increase Recruitment Expenses Medicare Risk Premium Increase Employment and Staffing $42,363 $7,000 $4,978 $3,855 $2,627 $2,080 $780 $614 $214 $64,511 Technology Repl Rate Increase Risk Premium Increase Human Resources Admin. $2,514 $1,539 $4,053 Education Assistance Technology Repl Rate Increase Risk Premium Increase Organizational Development $100,000 $244 $130 $100,374 Technology Repl Rate Increase Vehicle/Equipment Rental Rates Risk Premium Increase Fuel Budget Increase Risk Management/Safety $3,910 $2,268 $387 $275 $6,840 Info. Technology Information Technology PC/Tech Repl Chgs Salaries Prof. & Contractual Software Maint Other Benefits- Medical General Retirement Professional Development Software Technology Repl Rate Increase Senior Systems Analyst/GIS Professional and Contractual Software Maintenance Other Benefits- Medical General Retirement Professional Development Software Expense $172,550 $152,156 $37,000 $14,985 $14,000 $13,846 $13,200 $12,055 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 591 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Info. Technology Information Technology Social Security Equipment Under $5,000 PC/Tech Repl Chgs Medicare Veh/Equip Repl Chgs Insurance Premium Shop Chargeback-Fuel Intergovt. Programs Intergovernmental Programs PC/Tech Repl Chgs Insurance Premium Lease Pmts/OtherFees 1000 Advisor Fees Prof. & Contractual Social Security Computer Equipment Technology Replacement Fund Medicare Vehicle/Equipment Rental Rates Risk Premium Increase Fuel Budget Increase Information Technology $9,434 $8,240 $3,760 $2,206 $1,756 $1,594 $281 $457,063 Technology Repl Rate Increase Risk Premium Increase Intergovernmental Programs $1,316 $280 $1,596 City's Investment Advisor Fee $163,852 Lease Payments Lease/Purch Princ. Northern X-ings Early Paydown Merchant Fees Merchant/Visa Fees Merchant/Visa Fees - Fund 01 $120,000 Arts & Culture Administrator Arts Temporaries Social Security General Retirement Other Benefits- Medical Medicare Risk Premium Increase Historic Sahuaro Ranch $79,882 $37,544 $7,281 $7,269 $7,000 $1,702 $23 $140,701 $7,000,000 Library & Arts Historic Sahuaro Ranch Salaries Hourly Employees Social Security General Retirement Other Benefits- Medical Medicare Insurance Premium Library Other Line Supplies Hourly Employees PC/Tech Repl Chgs PC/Tech Repl Chgs Prof. & Contractual PC/Tech Repl Chgs Equipment Maint. Insurance Premium Equipment Hourly Pay Inc - Total Comp Technology Repl Rate Increase Replacement Fund Janitorial Service Replacement Fund Catch Up Equipment Maintenance Risk Premium Increase $86,726 $66,289 $52,090 $49,736 $40,000 $37,406 $5,980 $4,214 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 592 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Library & Arts Library Social Security Veh/Equip Repl Chgs Shop Chargeback-Fuel Medicare Management & Budget Budget & Research PC/Tech Repl Chgs Insurance Premium Grants Administration PC/Tech Repl Chgs Insurance Premium Hourly Pay Inc - Total Comp Vehicle/Equipment Rental Rates Fuel Budget Increase Hourly Pay Inc - Total Comp Library $4,110 $1,920 $994 $961 $350,426 Technology Repl Rate Increase Risk Premium Increase Budget & Research $3,146 $291 $3,437 Technology Repl Rate Increase Risk Premium Increase Grants Administration $486 $71 $557 Technology Repl Rate Increase Software, Technology, Imaging Vehicle/Equipment Rental Rates Hourly Pay Inc - Total Comp Risk Premium Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Cable Communications $47,550 $25,000 $1,820 $723 $374 $45 $10 $75,522 Technology Repl Rate Increase Risk Premium Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp City-Wide Special Events $1,014 $379 $127 $8 $2 $1,530 Marketing and Comm. Cable Communications PC/Tech Repl Chgs Software Veh/Equip Repl Chgs Hourly Employees Insurance Premium Social Security Medicare City-Wide Special Events PC/Tech Repl Chgs Insurance Premium Hourly Employees Social Security Medicare Marketing Promotion/Publicity Salaries Other Benefits- Medical PC/Tech Repl Chgs General Retirement Social Security Medicare Insurance Premium Shop Chargeback-Fuel Citizen Outreach (122001) Graphic Designer salary Other Benefits- Medical Technology Repl Rate Increase General Retirement Social Security Medicare Risk Premium Increase Fuel Budget Increase Marketing $120,000 $44,481 $7,000 $4,524 $4,048 $2,758 $645 $565 $47 $184,068 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 593 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Marketing and Comm. Special Events Prod. Support Insurance Premium Risk Premium Increase Tourism Prof. & Contractual Salaries Other Benefits- Medical General Retirement PC/Tech Repl Chgs Social Security Medicare Hourly Employees Insurance Premium Social Security Medicare Event Promotion Costs PT Visitor Inform. Specialist Other Benefits- Medical General Retirement Technology Repl Rate Increase Social Security Medicare Hourly Pay Inc - Total Comp Risk Premium Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp $16 Tourism $165,000 $16,596 $3,500 $1,510 $1,382 $1,029 $241 $200 $171 $12 $3 $189,644 Community Activities Technology Repl Rate Increase Risk Premium Increase Office of the Mayor $7,500 $1,676 $176 $9,352 Mayor Office of the Mayor Community Activities PC/Tech Repl Chgs Insurance Premium Neighborhood Imp. Gr Neighborhood Improvement Grant Prof. & Contractual Non-Departmental Fund 1000 Non-Dept Shop Chargeback-Fuel Long Term Disability Prof. & Contractual Memberships & Subsc. Unemployment Insur. Rental Fees Prof. & Contractual Miscellaneous Insurance Premium Parks & Recreation Adult Center Hourly Employees Social Security Medicare Neighborhood Improvement Grant $700,000 General Fund Dept's Long Term Disability Glendale Historical Society Membership Dues Unemployment Insurance Suite Expenses Glendale Human Services Counci Rose Society Annual Contrib Risk Premium Increase Fund 1000 Non-Dept $437,492 $45,218 $25,000 $20,000 $17,000 $12,000 $7,500 $900 $391 $565,501 Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp $789 $49 $11 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 594 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Parks & Recreation Adult Center Aquatics Hourly Employees Social Security Medicare Audio/Visual PC/Tech Repl Chgs Hourly Employees Social Security Medicare Elsie McCarthy Pk. Maintenance Hourly Employees Social Security Insurance Premium Medicare Foothills Recreation Center Hourly Employees Prof. & Contractual Hourly Employees Electricity Other Line Supplies Salaries Salaries Bldg. Maintenance/Repair Other Benefits- Medical Equipment Maint. Salaries Salaries Salaries General Retirement Salaries Social Security Landscape Maint. Office Equip. Maint. Social Security Natural Gas Overtime Medicare Sanitation Charge Adult Center $849 Aquatics $64,447 $3,996 $935 $69,378 Technology Repl Rate Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Audio/Visual $31,118 $253 $16 $4 $31,391 Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Risk Premium Increase Hourly Pay Inc - Total Comp Elsie McCarthy Pk. Maintenance $632 $39 $11 $9 $691 Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Staff - Aquatics Professional & Contractual Hourly Staff - Recreation Electricity Supplies Recreation Programmer Senior Recreation Coordinator Building Maint. Supplies Other Benefits- Medical Equipmt Maint. - Recreation Office Support Supervisor Building Maintenance Worker Service Worker II General Retirement Secretary Social Security - Hourly/OT Landscape Mainentance Office Equipmt Maint.- Rec. Social Security Natural Gas - Pool Overtime Medicare - Hourly/OT Sanitation $273,332 $229,850 $217,602 $180,000 $131,664 $115,274 $113,541 $76,000 $63,000 $58,609 $44,481 $42,363 $36,595 $34,098 $33,193 $30,913 $30,900 $24,000 $23,232 $18,000 $7,659 $7,230 $6,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 595 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Parks & Recreation Foothills Recreation Center Medicare Professional Development Cell Phone Charges Memberships & Subsc. PC/Tech Repl Chgs Vehicle Supp & Maint Veh/Equip Repl Chgs General Retirement GESD-Reimb Division Hourly Employees Social Security Medicare Glendale Community Center Veh/Equip Repl Chgs Hourly Employees PC/Tech Repl Chgs Shop Chargeback-Fuel Social Security Medicare Marketing - Parks & Rec Hourly Employees Social Security Medicare Park Irrigation PC/Tech Repl Chgs Insurance Premium Park Rangers Hourly Employees Equipment Other Line Supplies Social Security Equipment Repair Veh/Equip Repl Chgs Other Line Supplies Medicare Hourly Employees PC/Tech Repl Chgs Medicare Professional Developement Cell Phone Charges Memberships /Subscriptions PC Replacement Vehicle O&M -BM Vehicle Replacement- BM General Retirement - OT Foothills Recreation Center $5,431 $5,000 $4,000 $4,000 $3,800 $2,450 $1,650 $697 $1,824,564 Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp GESD-Reimb Division $1,858 $115 $27 $2,000 Vehicle/Equipment Rental Rates Hourly Pay Inc - Total Comp Technology Repl Rate Increase Fuel Budget Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Glendale Community Center $758 $640 $486 $93 $40 $9 $2,026 Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Marketing - Parks & Rec $400 $25 $6 $431 Technology Repl Rate Increase Risk Premium Increase Park Irrigation $270 $206 $476 Park Ranger P.T. Ranger Truck Ranger Line Supplies Social Security Equip Repair & Fuel, Truck Vehicle Repl Chg, Truck Light Bar and Tool Box Medicare Hourly Pay Inc - Total Comp Technology Repl Rate Increase $79,554 $16,300 $7,360 $4,932 $4,000 $3,260 $2,350 $1,154 $683 $486 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 596 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Parks & Recreation Park Rangers Insurance Premium Social Security Medicare Risk Premium Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Park Rangers Parks & Recreation Admin. PC/Tech Repl Chgs Parks Central District Utilities Other Line Supplies Landscape Maint. Landscape Maint. Other Line Supplies Utilities Other Line Supplies Veh/Equip Repl Chgs Equipment Maint. Bldg. Maintenance/Repair Insurance Premium PC/Tech Repl Chgs Hourly Employees Social Security Medicare Parks North District PC/Tech Repl Chgs Insurance Premium Hourly Employees Veh/Equip Repl Chgs Social Security Medicare Parks Special Operations Veh/Equip Repl Chgs PC/Tech Repl Chgs Insurance Premium Shop Chargeback-Fuel Pool Maintenance Insurance Premium Technology Repl Rate Increase Timing Credit (Open 6 months) Timing Credit (Open 6 months) Timing Credit (Open 6 months) New Parks O & M New Park Line Supplies New Park Water New Park Supplies Vehicle/Equipment Rental Rates New Parks Equipment New Building Maint. Supplies Risk Premium Increase Technology Repl Rate Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Parks Central District $198 $42 $10 $120,329 $972 ($7,419) ($8,877) ($14,636) $56,369 $37,134 $34,034 $17,755 $3,634 $3,000 $1,020 $1,015 $644 $363 $23 $5 $124,064 Technology Repl Rate Increase Risk Premium Increase Hourly Pay Inc - Total Comp Vehicle/Equipment Rental Rates Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Parks North District $956 $857 $668 $566 $41 $10 $3,098 Vehicle/Equipment Rental Rates Technology Repl Rate Increase Risk Premium Increase Fuel Budget Increase Parks Special Operations $31,004 $1,670 $1,290 $35 $33,999 Risk Premium Increase $136 Recreation Support Services * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 597 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Parks & Recreation Recreation Support Services Shop Chargeback-Fuel PC/Tech Repl Chgs Veh/Equip Repl Chgs Insurance Premium Hourly Employees Social Security Medicare Special Events and Programs Salaries Salaries Hourly Employees Other Benefits- Medical General Retirement Social Security Equipment Under $5,000 Overtime Rental Fees Equipment Under $5,000 Other Line Supplies Postage Office Supplies Equipment Under $5,000 Professional Development Medicare PC/Tech Repl Chgs Office Equip. Maint. Equipment Under $5,000 Memberships & Subsc. Hourly Employees Equipment Under $5,000 PC/Tech Repl Chgs Cell Phone Charges Social Security Medicare Sports and Health Hourly Employees Social Security Medicare Youth and Teen Hourly Employees Fuel Budget Increase Technology Repl Rate Increase Vehicle/Equipment Rental Rates Risk Premium Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Recreation Support Services $39,018 $19,678 $10,708 $3,390 $886 $55 $13 $73,748 Events Coordinator Events Programmer Temporary Staffing Other Benefits- Medical General Retirement Social Security Computers x 3 Overtime Rentals - Equipment Laser Printer Line Supplies Postage Office Supplies Copier Professional Development Medicare PC Replacement Funding Office Equipment Maintenance Fax Machine Memberships and Subscriptions Hourly Pay Inc - Total Comp Telephones Technology Repl Rate Increase Cell Phone Charges Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Special Events and Programs $56,771 $38,425 $16,000 $14,000 $8,936 $7,080 $6,144 $3,000 $3,000 $2,400 $2,161 $2,000 $2,000 $2,000 $2,000 $1,656 $1,620 $1,000 $1,000 $1,000 $660 $600 $486 $400 $41 $10 $174,390 Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Sports and Health $1,357 $84 $20 $1,461 Hourly Pay Inc - Total Comp $6,947 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 598 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Parks & Recreation Youth and Teen Social Security Medicare Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Youth and Teen $431 $101 $7,479 New FTE Associate Planner Professional & Contractual Other Benefits- Medical Hansen Software License General Retirement Social Security Technology Repl Rate Increase Professional Development Hansen Software Maintenance Medicare Risk Premium Increase Current Planning $49,040 $10,000 $7,000 $5,000 $4,463 $3,040 $1,702 $1,200 $1,000 $711 $318 $83,474 Technology Repl Rate Increase Risk Premium Increase Long-Range Planning & Research $1,248 $145 $1,393 Technology Repl Rate Increase Risk Premium Increase Vehicle/Equipment Rental Rates Fuel Budget Increase Planning Administration $3,542 $968 $710 $113 $5,333 Technology Repl Rate Increase Risk Premium Increase Zoning Admin & Tech. Asst. $972 $181 $1,153 Fuel Budget Increase $200 Uniform Allow. Inc. - MOU Technology Repl Rate Increase Central Patrol Bureau $96,692 $72,200 $184 $169,076 Planning Current Planning Salaries Prof. & Contractual Other Benefits- Medical Software General Retirement Social Security PC/Tech Repl Chgs Professional Development Software Medicare Insurance Premium Long-Range Planning & Research PC/Tech Repl Chgs Insurance Premium Planning Administration PC/Tech Repl Chgs Insurance Premium Veh/Equip Repl Chgs Shop Chargeback-Fuel Zoning Admin & Tech. Asst. PC/Tech Repl Chgs Insurance Premium Police Department Central Patrol Bureau Shop Chargeback-Fuel Uniform Allowance PC/Tech Repl Chgs Crime Investigations Shop Chargeback-Fuel Standby Pay Police Retirement Social Security Fuel Budget Increase Add'l Standby 2 Detectives-MOU Police Ret - Add'l Standby MOU Social Sec - Add'l Standby MOU $38,691 $26,624 $4,542 $1,651 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 599 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Police Department Crime Investigations Medicare Foothills Patrol Bureau Shop Chargeback-Fuel PD - Communications Software Rental Fees Medicare - Add'l Standby MOU Crime Investigations $386 $71,894 Fuel Budget Increase $96,672 Software subscription System Interface PD - Communications $125,000 $12,000 $137,000 PD - Detention Prisoner Maintenance Prisoner Maintenance $500,000 PD - Fiscal Management Insurance Premium Risk Premium Increase $75,109 PD - Homeland Security Special Events Overtime Police Retirement TOU-Hazard Duty Pay Social Security Police Retirement Medicare Social Security Medicare Police Administration Overtime Salaries Equipment Repair Veh/Equip Repl Chgs Other Benefits- Medical Police Retirement Salaries Professional Development Salaries Uniforms Social Security Equipment Equipment Under $5,000 General Retirement Salaries Equipment Under $5,000 Special Events Overtime Police Retirement K-9 Hazard Duty (4) MOU Social Security Police Retirement - K-9 MOU Medicare Social Security - K-9 MOU Medicare - K-9 MOU PD - Homeland Security $80,186 $13,680 $8,560 $4,972 $1,460 $1,162 $531 $124 $110,675 Overtime Police Officers Vehicle maintenance Vehicle/Equipment Rental Rates Other Benefits- Medical Police Retirement Case Managers (Mgt Aides) Training and Education Police Aides Uniforms and TOU equipment Social Security Crown Victoria's (3) Equipment for Officers General Retirement Events Coord. (Sup Svc Suprvs) Equipment for Vehicle $403,600 $379,188 $311,000 $250,178 $161,000 $133,736 $127,089 $100,000 $99,579 $85,000 $84,188 $79,500 $53,100 $52,230 $49,040 $48,135 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 600 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Police Department Police Administration Salaries Salaries Salaries Salaries Salaries Equipment Salaries Equipment Under $5,000 Salaries Equipment Medicare Veh/Equip Repl Chgs Shop Chargeback-Fuel Equipment Under $5,000 Equipment Equipment Equipment Under $5,000 Overtime Uniform Allowance Equipment Under $5,000 Prof. & Contractual Network Software Equipment Under $5,000 Equipment Repair Equipment Under $5,000 Prof. & Contractual Cell Phone Charges Veh/Equip Repl Chgs PC/Tech Repl Chgs Professional Development Equipment Repair Equipment Repair Other Line Supplies Prof. & Contractual Equipment Under $5,000 Equipment Repair Equipment Under $5,000 PC/Tech Repl Chgs PC/Tech Repl Chgs Shop Chargeback-Fuel Bullet Proof Vests Equipment Under $5,000 Equipment Under $5,000 Identification Technician Planning & Research Analyst Impound Admin. (Mgt Aide) Training Academy Coord. Comm. Specialist Barcode Tracking System Detention Officer Police Radio's Stadium Events Scheduler Vehicle (1) Medicare Veh Repl Chgs Fuel Vehicle Equipment Vehicle Purchase Vehicle Police Radio's (3) Ovetime Uniform Allow Police Radio Radio O&M True Software/Network Connect. Computer Vehicle Prep & Stripping (3) Equipment for Officer Recruitment & Hiring Costs Barcode System Software Maint. Vehicle Repl Chgs MDC Repl. Training Vehicle Maint Vehicle Maint. Line Supplies Medical & Psych Test Computers (3) Vehicle Prep & Striping Office Phone PC Repl Chgs Annual Software License Fuel Budget Increase Vest Maintenance Computer Purchase Computer (1) $44,481 $44,481 $42,363 $42,132 $40,346 $38,995 $38,425 $38,223 $34,852 $26,500 $19,684 $19,398 $18,000 $16,045 $14,000 $14,000 $12,741 $12,300 $9,200 $8,494 $8,483 $7,560 $7,248 $7,080 $5,900 $5,135 $5,000 $4,903 $4,890 $4,600 $4,500 $4,500 $4,400 $3,950 $3,624 $2,360 $2,250 $2,100 $1,920 $1,437 $1,260 $1,208 $1,208 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 601 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Police Department Police Administration Network Software Network Software Uniform Allowance Telephone Charges Telephone Charges PC/Tech Repl Chgs PC/Tech Repl Chgs PC/Tech Repl Chgs PC/Tech Repl Chgs PC/Tech Repl Chgs Other Line Supplies Telephone Charges Bullet Proof Vests True Software/Network Connect True Software/Netwrok Connect. Uniform Allow. Phone Chgs Phone Charges Computer Repl Chgs PC Repl. Chgs Annual Software Licence Annual Sotfware License Software License Lines Supplies Office Phone Chgs Vest Maint. Police Administration $840 $840 $800 $600 $600 $600 $600 $240 $240 $240 $200 $150 $140 $3,052,829 Police Legal Services Shop Chargeback-Fuel Fuel Budget Increase Police Personnel Management Professional Development Recruiment costs $100,000 Technology Repl Rate Increase Fuel Budget Increase Police Support Services $177,018 $11,998 $189,016 Overtime Barricades Police Retirement Social Security Medicare Stadium - PD Event Staffing $400,000 $385,000 $68,240 $24,800 $5,800 $883,840 Technology Repl Rate Increase Risk Premium Increase Public Works Administration $108 $72 $180 GENERAL FUND TOTAL ................................................................................................... $34,572,194 Police Support Services PC/Tech Repl Chgs Shop Chargeback-Fuel Stadium - PD Event Staffing Overtime Prof. & Contractual Police Retirement Social Security Medicare $2,128 Public Works Admin. Public Works Administration PC/Tech Repl Chgs Insurance Premium * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 602 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Police Spec. Rev. Police Department Patrol - Special Revenue Fund Range Supplies Equipment Cell Phone Charges Prof. & Contractual TOU Training EOD Supplies Other Line Supplies Equipment Under $5,000 Uniform Allowance Insurance Premium Ammunition AFIS Upgrade Cell Phones/Equipment Contract Psychologist TOU Supplies EOD Supplies K-9 Supplies Recording Equip/PSU $200 Uniform Allow. Inc. - MOU Risk Premium Increase Patrol - Special Revenue Fund $98,000 $60,000 $39,500 $30,000 $18,632 $12,722 $10,000 $5,000 $4,600 $3,267 $281,721 POLICE SPEC. REV. TOTAL ............................................................................................. $281,721 National Events Res. Economic Development National Events Pre-Planning Dept. Contingency Additional Approp. if Needed $1,000,000 Landscape Enhancements Maint of New Landscape Right-of-Way - Mega Events $1,223,000 $18,450 $1,241,450 Field Operations Right-of-Way - Mega Events Prof. & Contractual Prof. & Contractual Fire Department Fire - BCS Event Other Line Supplies Prof. & Contractual Overtime Fire Retirement Overtime Overtime Overtime Other Line Supplies Overtime Overtime Overtime Overtime Overtime Overtime Overtime Hazmat Supplies Hazmat Contracting Game EMS Personnel (60 for 8h) Fire Retirement Game EMS Tents (16 for 18hr) Planning Staffing (2 for 240h) Game Medics (12 for 18hr) Marketing Supplies Party EMS Tents (8 for 24hr) Concert Medics (12 for 12hr) Party Medics (8 for 24hr) Party Fire Insp. (16 for 8hr) Party Pumper Crews (8 for 8hr) Party Hazmat Crew (8 for 12hr) Game Haz Crews (8 for 12hr) $40,000 $26,000 $19,200 $17,656 $11,520 $11,280 $8,640 $8,000 $7,680 $7,680 $7,680 $5,280 $4,796 $4,440 $4,440 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 603 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Fire Department Fire - BCS Event Professional Development Overtime Prof. & Contractual Overtime Overtime Overtime Overtime Overtime Overtime Prof. & Contractual Prof. & Contractual Prof. & Contractual Overtime Prof. & Contractual Prof. & Contractual Overtime Overtime Overtime Overtime Overtime Medicare Overtime Overtime Overtime Overtime Other Line Supplies Overtime General Retirement Shop Chargeback-Fuel Prof. & Contractual Med. Supplies - Non-Hosp. Prof. & Contractual Social Security Overtime Fire - Fiesta Bowl Event Other Line Supplies Prof. & Contractual Overtime Fire Retirement Prof. & Contractual Overtime Overtime Planning Travel Clowns and PIO Permitting and Inspections Game Brush Crews (4 for 4hr) Game Pumpers (4 for 4hr) Game Fire Insp. (4 for 16hr) Party G.H.A. Team (4 for 12hr) Game G.H.A. Teams (6 for 12hr) Game EMS Supvr (3 for 18hr) Fire Insp Gators (4 for 2 day) EMS Gator Rental (4 for 2days) Ops Gator Rental (4 for 2days) Game Command Crew (4 for 4hr) Hazmat Gators (3 for 2days) EMS Tent Rentals (4 for 2days) Party Command Crew (4 for 4hr) Party Brush Crews (4 for 4hr) Game MMRS Decon (4 for 12hr) Concert Haz Crews (4 for 12h) Party MMRS Decon (4 for 12hr) Medicare Support Svc Crew (2 for 16hr) Planning Support (4 for 32hr) Party Crash Truck (2 for 2hr) Game Crash Truck (2 for 2hr) Water & Ice Concert Fire Insp (2 for 12hr) General Retirement Fuel Contract Plan Review EMS Supplies Crash Truck Rental (2days) Social Security Party Fire Insp. (2 for 8hr) Fire - BCS Event Hazmat Supplies Hazmat Contracting Roving EMS (60 for 8hr) Fire Retirement Gator Rentals (15) Game EMS Tents (16 for 18hr) Event Planning & Prep $4,000 $3,760 $3,600 $3,598 $3,598 $3,520 $3,384 $3,384 $3,240 $3,200 $3,200 $3,200 $2,400 $2,400 $2,400 $2,400 $2,398 $2,256 $2,256 $2,256 $2,026 $1,643 $1,600 $1,598 $1,598 $1,500 $1,320 $1,296 $1,225 $1,200 $1,200 $1,000 $883 $880 $263,711 $83,100 $26,000 $19,200 $13,623 $12,000 $11,520 $11,280 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 604 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Fire Department Fire - Fiesta Bowl Event Overtime Other Line Supplies Overtime Overtime Overtime Overtime Overtime Prof. & Contractual Overtime Overtime Overtime Overtime Overtime Overtime Prof. & Contractual Overtime Overtime Medicare Overtime Prof. & Contractual Overtime Shop Chargeback-Fuel Med. Supplies - Non-Hosp. General Retirement Social Security Marketing and Comm. Mkt'g - BCS Event Prof. & Contractual Mkt'g - Fiesta Bowl Event Prof. & Contractual Prof. & Contractual Prof. & Contractual Other Line Supplies Prof. & Contractual Prof. & Contractual Other Line Supplies Prof. & Contractual Prof. & Contractual Prof. & Contractual Game Medics (12 for 18hr) Marketing Supplies Event EMS Tent (8 for 24hr) Game Hazmat (8 for 18hr) Concert Medics (12 for 12hr) Game EMS Spvr (5 for 18hr) Game GHA Teams (6 for 18hr) Unanticipated Permitting Support Staff (4 for 16hr) Game EMS Supervisors (4) Clowns & Fire PIO Game Pumper Unit (4 for 18hr) Game Brush Truck (4 for 18hr) Concert Hazmat (5 for 12hr) Tent Rental (4) Game MMRS Decon (4 for 12hr) Suppt Services (2 for 16hr) Medicare Game Crash Truck (2 for 18hr) Crash Truck Rental (1) Concert Inspectors (2 for 12h) Fuel Medical Supplies General Retirement Social Security Fire - Fiesta Bowl Event Event Production, Entertainmen Television Ads Tourism Collateral VIP and Media Receptions Press Kits National Clipping Service Film Crew - Glendale Footage Promotional Items USA Today Travel Insert Media Tours Local Media Briefings Mkt'g - Fiesta Bowl Event $8,640 $8,000 $7,680 $5,760 $5,760 $4,560 $4,320 $3,600 $3,328 $3,240 $3,220 $2,880 $2,880 $2,520 $2,400 $1,920 $1,664 $1,497 $1,440 $1,440 $1,320 $1,225 $1,200 $574 $391 $258,182 $50,000 $120,000 $50,000 $35,000 $30,000 $30,000 $20,000 $20,000 $20,000 $15,000 $5,000 $345,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 605 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Police Department PD - BCS Event Overtime Police Retirement Prof. & Contractual Social Security Medicare PD - Fiesta Bowl Event Equipment Overtime Overtime Professional Development Overtime Travel Expenses Police Retirement Overtime Social Security Overtime Food Overtime General Retirement Medicare Overtime Police Retirement Barricades Social Security Medicare PD - BCS Event $300,000 $51,180 $35,000 $18,600 $4,350 $409,130 Mega Event Public Safety Equip Operations Overtime Special Operations Overtime Training & Comm Relations Training Overtime Hotels for Partner Agencies Police Retirement Overtime Social Security Inc. Daily Ops Non-Sowrn OT Food for Event Staff Inc. Daily Ops Sworn OT General Retirement Medicare PD - Fiesta Bowl Event $625,400 $121,950 $84,150 $80,000 $75,000 $60,000 $42,301 $40,000 $21,914 $21,360 $15,000 $11,000 $9,602 $5,126 $1,212,803 Transportation Transp - BCS Event Prof. & Contractual BCS Bowl TMP Implementation $100,000 Transp - Fiesta Bowl Event Prof. & Contractual Fiesta Bowl TMP Implementation $130,000 NATIONAL EVENTS RES. TOTAL ................................................................................... $5,010,276 Fire Spec. Revenue Fire Department Fire - Special Revenue Fund Overtime Equipment Equipment Fire Retirement Professional Development Equipment Maint. Equipment Paramedic School Backfill Eliptical Trainers (6) Fitness Equipment at FS153 Fire Retirement Paramedic Training Tuition (8) Fitness Equipment Maintenance Treadmill at FS156 $201,600 $40,000 $30,000 $28,872 $27,600 $7,500 $6,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 606 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Fire Department Fire - Special Revenue Fund Overtime Medicare Insurance Premium Training/Meetings Medicare Risk Premium Increase Fire - Special Revenue Fund $3,600 $2,975 $627 $348,774 FIRE SPEC. REVENUE TOTAL ......................................................................................... $348,774 Civic Center Civic Center Civic Center Equipment Under $5,000 Equipment Under $5,000 Salaries Other Benefits- Medical General Retirement PC/Tech Repl Chgs Hourly Employees Social Security Equipment Under $5,000 Equipment Under $5,000 Equipment Under $5,000 Medicare PC/Tech Repl Chgs Insurance Premium Telephone Charges Equipment Under $5,000 Social Security Office Supplies Medicare Civic Center Reserve Add'l Maint (Council Added) FTE Event Coordinator Other Benefits- Medical General Retirement Technology Repl Rate Increase Hourly Pay Inc - Total Comp Social Security Desktop Computer Work Station Cubicle Walls, brackets, labor Medicare Technology Replacement Fund Risk Premium Increase Telephone Chargeback Display Phone Hourly Pay Inc - Total Comp General Office Supplies Hourly Pay Inc - Total Comp Civic Center $100,000 $50,000 $49,040 $7,000 $4,463 $3,948 $3,200 $3,040 $2,048 $1,700 $1,055 $711 $540 $415 $240 $200 $198 $100 $46 $227,944 CIVIC CENTER TOTAL ...................................................................................................... $227,944 Streets Field Operations Right-of-Way Maintenance Prof. & Contractual Utilities Landscape Maint. Veh/Equip Repl Chgs Electricity Insurance Premium Utilities Contract Maint. Funding Utilities Landscape Maintenance (633102) Vehicle/Equipment Rental Rates Electricity Risk Premium Increase Water (633102) $173,000 $90,000 $28,624 $28,220 $17,000 $2,298 $1,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 607 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Field Operations Right-of-Way Maintenance Hourly Employees PC/Tech Repl Chgs Social Security Medicare Street Cleaning Veh/Equip Repl Chgs Insurance Premium Street Maintenance Imp. - Non Bldg. Veh/Equip Repl Chgs PC/Tech Repl Chgs Insurance Premium Hourly Pay Inc - Total Comp Technology Repl Rate Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Right-of-Way Maintenance $806 $486 $50 $12 $341,496 Vehicle/Equipment Rental Rates Risk Premium Increase Street Cleaning $64,566 $566 $65,132 Pavement Management Program Vehicle/Equipment Rental Rates Technology Repl Rate Increase Risk Premium Increase Street Maintenance $750,000 $84,998 $6,898 $5,930 $847,826 Vehicle/Equipment Rental Rates Risk Premium Increase Technology Repl Rate Increase Signs & Markings $12,614 $819 $710 $14,143 Stadium TMP Implementation Stadium Opening TMP Implementa Stadium Opening Pking Lot Prep Stadium - Transportation Ops. $420,000 $42,000 $11,000 $473,000 Risk Premium Increase Vehicle/Equipment Rental Rates Street Light Management $696 $506 $1,202 Transportation Signs & Markings Veh/Equip Repl Chgs Insurance Premium PC/Tech Repl Chgs Stadium - Transportation Ops. Prof. & Contractual Prof. & Contractual Prof. & Contractual Street Light Management Insurance Premium Veh/Equip Repl Chgs Traffic Design and Development Insurance Premium Risk Premium Increase Traffic Signals Other Line Supplies Veh/Equip Repl Chgs Other Line Supplies Insurance Premium PC/Tech Repl Chgs Hourly Employees Social Security Medicare New Signals (2) -Council Added Vehicle/Equipment Rental Rates CIP O&M - New Traffic Signals Risk Premium Increase Technology Repl Rate Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp $204 $370,000 $9,406 $9,000 $1,554 $998 $100 $6 $1 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 608 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Transportation Traffic Signals Traffic Signals $391,065 Traffic Mit. -Council Added Technology Repl Rate Increase Vehicle/Equipment Rental Rates Risk Premium Increase Traffic Studies $50,000 $1,210 $716 $299 $52,225 ITS Technician ITS Tech Vehicle Stadium Parking Lot Prep Technology Repl Rate Increase Other Benefits- Medical General Retirement Risk Premium Increase Social Security ITS Tech Fiber Location Equip ITS Tech Equipment - Computer ITS Tech Vehicle Replacement ITS Tech Vehicle Fuel Vehicle/Equipment Rental Rates Medicare Professional Development Technology Replacement Fund ITS Tech Cell Phone ITS Tech Vehicle Maint Transportation Administration $56,771 $20,000 $11,000 $7,406 $7,000 $5,166 $3,815 $3,520 $3,200 $2,750 $2,000 $1,600 $1,336 $823 $800 $718 $500 $400 $128,805 Technology Repl Rate Increase Risk Premium Increase Transportation Planning $1,144 $142 $1,286 STREETS TOTAL ................................................................................................................. $2,316,384 Traffic Studies Other Line Supplies PC/Tech Repl Chgs Veh/Equip Repl Chgs Insurance Premium Transportation Administration Salaries Equipment Prof. & Contractual PC/Tech Repl Chgs Other Benefits- Medical General Retirement Insurance Premium Social Security Other Line Supplies Equipment Under $5,000 Veh/Equip Repl Chgs Shop Chargeback-Fuel Veh/Equip Repl Chgs Medicare Professional Development PC/Tech Repl Chgs Cell Phone Charges Equipment Repair Transportation Planning PC/Tech Repl Chgs Insurance Premium Airport Transportation Airport Operations Veh/Equip Repl Chgs PC/Tech Repl Chgs Insurance Premium Vehicle/Equipment Rental Rates Technology Repl Rate Increase Risk Premium Increase Airport Operations $2,060 $1,656 $373 $4,089 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 609 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description AIRPORT TOTAL ................................................................................................................. FY07 Budget* $4,089 General Services Field Operations Equipment Management Oil Purchases Prof. & Contractual Salaries Salaries Tire Capping Oils & Lubricants Other Benefits- Medical General Retirement Social Security PC/Tech Repl Chgs Veh/Equip Repl Chgs Insurance Premium Equipment Under $500 Medicare PC/Tech Repl Chgs Tool Allowance Hourly Employees Social Security Medicare Fuel Services Veh/Equip Repl Chgs Hourly Employees Social Security Medicare Parts Store Operations Vehicle Supp & Maint Tire - New Professional and Contractual Additional Equipment Mechanic Buyer 1 Tire Capping Oils & Lubricants Increase Other Benefits- Medical General Retirement Social Security Technology Repl Rate Increase Vehicle/Equipment Rental Rates Risk Premium Increase Computer Medicare Technolgy Replacement Fund Tool Allowance Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Equipment Management $109,000 $100,000 $88,962 $44,481 $30,000 $22,000 $21,000 $12,144 $8,274 $5,696 $4,584 $2,355 $2,048 $1,935 $540 $350 $254 $16 $4 $453,643 Vehicle/Equipment Rental Rates Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Fuel Services $666 $440 $27 $6 $1,139 Vehicle Supplies & Maintenance GENERAL SERVICES TOTAL ........................................................................................... $330,000 $784,782 Housing Comm. Partnerships Housing Assistance Program Insurance Premium Hourly Employees Social Security Medicare Risk Premium Increase Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp Hourly Pay Inc - Total Comp $1,981 $160 $10 $2 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 610 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Comm. Partnerships Housing Assistance Program Housing Assistance Program $2,153 HOUSING TOTAL ................................................................................................................ $2,153 Transportation Transportation Dial-A-Ride Medicare Social Security General Retirement Hourly Employees Salaries Other Benefits- Medical Salaries Salaries Salaries General Retirement Social Security Insurance Premium Medicare Fixed Route Prof. & Contractual Intelligent Transportation Sys Salaries Prof. & Contractual Equipment Other Benefits- Medical General Retirement Social Security Equipment Under $5,000 Equipment Under $5,000 Veh/Equip Repl Chgs Shop Chargeback-Fuel Professional Development PC/Tech Repl Chgs Medicare Cell Phone Charges Equipment Repair Traffic Mitigation Other Line Supplies Temp Conversion (FTEs Added) Temp Conversion (FTEs Added) Temp Conversion (FTEs Added) Temp Conversion (FTEs Added) Temp Conversion .75 Driver (3) Other Benefits- Medical Temp Conversion 1 FTE Driver Temp Conversion 1.00 FTE Disp Temp Conversion 0.75 FTE Disp General Retirement Social Security Risk Premium Increase Medicare Dial-A-Ride ($2,207) ($9,438) ($13,852) ($152,219) $69,651 $35,000 $30,957 $29,492 $22,119 $13,852 $9,437 $6,179 $2,208 $41,179 Taxi Subsidy Program $100,000 ITS Supervisor Signal System Modeling & Eval ITS Supervisor Vehicle Other Benefits- Medical General Retirement Social Security ITS Supervisor Printer ITS Supervisor Computer ITS Supervison Veh Replacement ITS Supervisor Vehicle Fuel Professional Development Technology Replacement Fund Medicare ITS Supervisor Cell Phone ITS Supervisor Veh Maint Intelligent Transportation Sys $76,078 $63,000 $20,000 $7,000 $6,923 $4,717 $2,400 $2,048 $2,000 $1,200 $1,200 $1,140 $1,103 $500 $300 $189,609 Mitigation Measures $75,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 611 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Transportation Traffic Mitigation TRANSPORTATION TOTAL .............................................................................................. $405,788 Telephone Info. Technology Telephones Insurance Premium Risk Premium Increase TELEPHONE TOTAL .......................................................................................................... $78 $78 Cultural Facility Lease Pmts/OtherFees 2130 Advisor Fees Prof. & Contractual City's Investment Advisor Fee CULTURAL FACILITY TOTAL ........................................................................................ $1,732 $1,732 Street/Parking Bonds Lease Pmts/OtherFees 1980 Advisor Fees Prof. & Contractual City's Investment Advisor Fee STREET/PARKING BONDS TOTAL ................................................................................. $3,844 $3,844 Open Space Bonds Lease Pmts/OtherFees 2140 Advisor Fees Prof. & Contractual City's Investment Advisor Fee OPEN SPACE BONDS TOTAL ........................................................................................... $771 $771 Parks Bonds Lease Pmts/OtherFees 2060 Advisor Fees Prof. & Contractual City's Investment Advisor Fee PARKS BONDS TOTAL ....................................................................................................... $15,047 $15,047 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 612 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Water/Sewer Fund Finance Customer Service Office Salaries Postage Office Equip. Maint. Other Benefits- Medical General Retirement Social Security Equipment Under $5,000 Equipment Under $5,000 Medicare PC/Tech Repl Chgs Senior Account Specialist Postage Maintenance Other Benefits- Medical General Retirement Social Security Computer Desk Medicare Technology Replacement Fund Customer Service Office $46,705 $14,000 $13,590 $7,000 $4,250 $2,896 $2,048 $1,800 $677 $540 $93,506 Lease Pmts/OtherFees 2360 Advisor Fees Prof. & Contractual Utilities Arrowhead Reclamation Plant Salaries Prof. & Contractual Salaries Other Benefits- Medical Equipment Maint. Equipment Maint. Prof. & Contractual Other Line Supplies General Retirement Electricity Social Security Insurance Premium Electricity Equipment Repair Other Line Supplies Medicare Information Management Salaries Other Benefits- Medical Equipment Under $5,000 General Retirement Equipment Under $5,000 Social Security City's Investment Advisor Fee Reclamation Plant Operators Service of Wells & Lines WRF Plant Mechanic Other Benefits- Medical Aging Infrastructure Maint Equipment Parts and Service Service Contract for Odor Sys Odor Control Chemicals General Retirement Increased Electrical Cost Social Security Insurance Sewage Lift Station Elect Cost Security Equipment Maintenance Personnel Supplies Medicare Arrowhead Reclamation Plant Salaries Other Benefits- Medical Office equipment General Retirement Computer Social Security $4,702 $161,250 $56,275 $46,705 $28,000 $25,000 $25,000 $20,000 $20,000 $18,924 $15,000 $12,894 $10,400 $5,000 $5,000 $5,000 $3,015 $457,463 $51,493 $7,000 $5,000 $4,686 $4,000 $3,193 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 613 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Utilities Information Management Professional Development PC/Tech Repl Chgs Prof. & Contractual Medicare Public Service Representatives Salaries Other Benefits- Medical General Retirement Social Security Medicare System Security Prof. & Contractual Salaries Equipment Repair Equipment Other Benefits- Medical General Retirement Veh/Equip Repl Chgs Insurance Premium Social Security Medicare Utilities Administration Insurance Premium West Area Plant Prof. & Contractual Prof. & Contractual Salaries Equipment Equipment Maint. Other Benefits- Medical General Retirement Social Security Veh/Equip Repl Chgs Insurance Premium Medicare Professional Development PC/ Tech Repl Recruitment Cost Medicare Information Management $2,000 $1,650 $1,000 $747 $80,769 Pubic Service Representative Other Benefits- Medical General Retirement Social Security Medicare Public Service Representatives $38,425 $7,000 $3,497 $2,382 $557 $51,861 Professional and Contracted Utility Security Officer Equipment Maintenance Pick Up Truck Other Benefits- Medical General Retirement Vehicle Replacement Insurance Social Security Medicare System Security $100,000 $34,852 $25,000 $18,000 $7,000 $3,172 $2,600 $2,600 $2,161 $505 $195,890 Risk Premium Increase $20,816 Operating Costs for NAUSP IGA Pipeline Cleaning & Maint Instrument & Controls Tech Pick Up Truck NAUSP IGA Equip Maint cost Other Benefits- Medical General Retirement Social Security Vehicle Replacement Fund Insurance Medicare West Area Plant $162,410 $56,275 $50,000 $18,000 $7,500 $7,000 $4,550 $3,100 $2,600 $2,600 $725 $314,760 WATER/SEWER FUND TOTAL ......................................................................................... $1,219,767 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 614 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Mkt'g Special Events Marketing and Comm. Other Special Events Prof. & Contractual Event Production, Expansion $125,000 MKT'G SPECIAL EVENTS TOTAL .................................................................................. $125,000 Landfill Fund Field Operations Landfill Haz Waste Day Costs Salaries Salaries Other Benefits- Medical General Retirement Overtime Prof. & Contractual Social Security Insurance Premium Equipment Under $5,000 Medicare Uniforms Professional Development Professional Development Uniform Allowance MRF Operations Contracted Temp. Help Prof. & Contractual Contracted Equip Maint. Equipment Other Line Supplies Recycling Salaries Other Benefits- Medical General Retirement Shop Chargeback-Fuel Social Security Advertising Equipment Under $5,000 Equipment Repair Medicare HHW Program Landfill Operator Salary Weigh Scale Operator Salary Other Benefits- Medical General Retirement Overtime Recruitment Costs Social Security Risk Premium Increase Radio and Misc. Equip Medicare Uniform Laundering Training Training Cost Safety Shoes Landfill $77,000 $40,346 $31,612 $14,000 $7,094 $6,000 $5,000 $4,833 $3,717 $1,500 $1,130 $800 $500 $500 $100 $194,132 Contracted Temporary Staff Contracted Repairs Equipment Repair Supplies Purchase 2nd MRF Compactor Maint Parts for Compactor MRF Operations $210,000 $112,000 $103,000 $30,000 $3,000 $458,000 Salaries Other Benefits- Medical General Retirement Fuel Social Security Advertising (recruitment) Equipment < $5,000 (radio) Equipment Repair Medicare $40,346 $7,000 $3,671 $3,000 $2,501 $2,500 $2,000 $2,000 $585 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 615 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Field Operations Recycling Telephone Charges Uniforms Radio Repairs Office Supplies Professional Development Telephone Charges Uniforms Radio Repairs Office Supplies Professional Development Recycling $500 $500 $250 $250 $250 $65,353 LANDFILL FUND TOTAL ................................................................................................... $717,485 Sanitation Fund Field Operations Curb Service Shop Chargeback-Fuel Equipment Repair Salaries Shop Chargeback-Fuel Other Benefits- Medical Insurance Premium Insurance Premium General Retirement Social Security Medicare Residential-Loose Trash Collec Equipment Repair Shop Chargeback-Fuel Landfill Charge Insurance Premium Sanitation Frontload Shop Chargeback-Fuel Insurance Premium Sanitation Roll-off Shop Chargeback-Fuel Insurance Premium Fuel Budget Increase Equipment Repair Salaries Fuel Other Benefits- Medical Risk Premium Increase Insurance General Retirement Social Security Medicare Curb Service $337,811 $198,610 $36,225 $12,208 $7,000 $6,953 $3,494 $3,296 $2,246 $525 $608,368 Equipment Repair Fuel Budget Increase Landfill Charges Risk Premium Increase Residential-Loose Trash Collec $106,553 $75,072 $22,878 $1,719 $206,222 Fuel Budget Increase Risk Premium Increase Sanitation Frontload $128,026 $5,817 $133,843 Fuel Budget Increase Risk Premium Increase Sanitation Roll-off $49,272 $477 $49,749 SANITATION FUND TOTAL .............................................................................................. $998,182 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 616 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Public Safety Bonds Lease Pmts/OtherFees 2040 Advisor Fees Prof. & Contractual City's Investment Advisor Fee PUBLIC SAFETY BONDS TOTAL ..................................................................................... $5,107 $5,107 HURF Bonds Lease Pmts/OtherFees 2000 Advisor Fees Prof. & Contractual City's Investment Advisor Fee HURF BONDS TOTAL ......................................................................................................... $6,299 $6,299 Flood Control Lease Pmts/OtherFees 2180 Advisor Fees Prof. & Contractual City's Investment Advisor Fee FLOOD CONTROL TOTAL ................................................................................................ $1,838 $1,838 Training Fac - Rev Fire Department PS Training Ops - Fire Salaries Salaries Fire Retirement Other Benefits- Medical Uniform Allowance Medicare Deputy Fire Chief Fire Captain Fire Retirement Other Benefits- Medical Uniform Allowance - Fire Medicare PS Training Ops - Fire $88,070 $66,609 $21,763 $14,000 $2,550 $2,243 $195,235 Police Lieutenant Security Guard Other Benefits- Medical Police Retirement Social Security General Retirement Medicare PS Training Ops - Police $79,882 $34,852 $14,000 $13,628 $7,114 $3,172 $1,663 $154,311 Police Department PS Training Ops - Police Salaries Salaries Other Benefits- Medical Police Retirement Social Security General Retirement Medicare * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 617 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description TRAINING FAC - REV TOTAL .......................................................................................... FY07 Budget* $349,546 Court Fund City Court Court Security & Improvements Prof. & Contractual Salary Increase COURT FUND TOTAL ......................................................................................................... $35,000 $35,000 Water Sub-Fund Lease Pmts/OtherFees 2400 Advisor Fees Prof. & Contractual Utilities Cholla Treatment Plant Electricity Salaries Other Benefits- Medical General Retirement Social Security Medicare Customer Service - Field Equipment Shop Chargeback-Fuel Meter Maintenance Salaries Salaries Other Benefits- Medical General Retirement Social Security Medicare Oasis Water Campus Collection Cost Electricity Equipment Equipment Motor Fuels Veh/Equip Repl Chgs City's Investment Advisor Fee $16,130 Increased Electrical Costs Water Plant Operator II Other Benefits- Medical General Retirement Social Security Medicare Cholla Treatment Plant $250,000 $84,726 $14,000 $7,710 $5,254 $1,228 $362,918 AMR Hardware and Software Fuel Budget Increase Customer Service - Field $250,000 $15,433 $265,433 Utility Locator Utility System Technician I Other Benefits- Medical General Retirement Social Security Medicare Meter Maintenance $38,425 $36,595 $14,000 $6,827 $4,651 $1,088 $101,586 Salt for Nitrate Equipment Electricity 3/4 Ton Truck w/Lift & Box Sedan Automobile Fuel Costs Vehicle Replacement $400,000 $50,000 $25,000 $15,000 $6,500 $5,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 618 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Utilities Oasis Water Campus Oasis Water Campus Raw Water Usage Prof. & Contractual $501,500 CAWCD Raw Water Delivery Fees $318,000 Add'l. Line Supplies Asphalt Repairs Utility System Tech I Equipment Repair Fuel Budget Increase Utility System Tech II Increase to Landfill Charges Other Benefits- Medical ABC Backfill Material Uniform Service General Retirement Social Security Risk Mgt Insurance Medicare Boot Allowance Water Distribution $250,000 $149,000 $73,190 $72,354 $46,297 $42,363 $35,000 $21,000 $14,000 $13,440 $10,515 $7,165 $5,200 $1,675 $225 $741,424 WATER SUB-FUND TOTAL ............................................................................................... $2,306,991 Water Distribution Other Line Supplies Prof. & Contractual Salaries Equipment Repair Shop Chargeback-Fuel Salaries Landfill Charge Other Benefits- Medical Other Office Suppl. Uniforms General Retirement Social Security Insurance Premium Medicare Uniform Allowance Sewer Sub-Fund Lease Pmts/OtherFees 2420 Advisor Fees Prof. & Contractual Utilities Pretreatment Program Salaries Equipment Other Benefits- Medical General Retirement Social Security Veh/Equip Repl Chgs Medicare SROG (91st Av) Plant Prof. & Contractual City's Investment Advisor Fee Pretreatment Inspector Pickup Truck & Service Shell Other Benefits- Medical General Retirement Social Security Vehicle replacement Medicare Pretreatment Program Wastewater Treatment Costs $5,678 $42,346 $20,000 $7,000 $3,853 $2,625 $2,600 $614 $79,038 $500,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 619 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Utilities Wastewater Collection Salaries Salaries Equipment Other Benefits- Medical General Retirement Other Line Supplies Prof. & Contractual Insurance Premium Social Security Other Line Supplies Utilities Equipment Under $5,000 Veh/Equip Repl Chgs Equipment Repair Uniforms Medicare Professional Development Shop Chargeback-Fuel Cell Phone Charges Utility System Tech I Utility System Tech II Sewer Extended Jetter/Trailer Other Benefits- Medical General Retirement Additional line supplies Increase in Chemicals Fire and Liability Insurance Social Security Supplies and contracts Utilities Gas Monitor Replacement Funds Repair / Maintenance charges Cleaning Contract Uniforms Medicare Seminars and Conferences Fuel Charges Utility Sys Tech II cell phone Wastewater Collection $73,190 $42,363 $35,000 $21,000 $10,515 $10,000 $10,000 $7,800 $7,165 $5,150 $5,150 $5,000 $3,500 $2,000 $1,850 $1,675 $600 $500 $350 $242,808 SEWER SUB-FUND TOTAL ................................................................................................ $827,524 Stadium Special Rev. Building Safety Stadium - Development Services Salaries Other Benefits- Medical Equipment Repair Overtime General Retirement Social Security Cell Phone Charges Cell Phone Charges Office Supplies Medicare Salaries Other Benefits- Medical Vehicle Maintenance Overtime General Retirement Social Security Cell Phone Charges Air Card Charges Office Supplies Medicare Stadium - Development Services $17,826 $10,500 $6,000 $6,000 $2,169 $1,476 $1,200 $1,200 $450 $345 $47,166 Facility Utility Costs Electrical Stadium-Facilities Management $95,000 $31,731 $126,731 Field Operations Stadium-Facilities Management Utilities Electricity * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 620 back to TOC Schedule Thirteen FY 2006-07 Supplemental Budget Items Fund Dept Program Account Description FY07 Budget* Parks & Recreation Stadium - Parks Central Dist. Prof. & Contractual Landscape Maint. Equipment Under $5,000 Professional Contractual Lndscape Maint/Water/Refuse Mower/Gator/Supplies Stadium - Parks Central Dist. $187,000 $80,189 $43,000 $310,189 STADIUM SPECIAL REV. TOTAL .................................................................................... $484,086 Grand Total: $51,052,402 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 621 back to TOC APPENDIX The first phase of Westgate City Center will encompass 500,000 square feet of office, retail and entertainment space. It will include an AMC Cineplex, an all-star lineup of cafes, bistros and martini hotspots as well as the stunning Village Office Lofts development. CITY OF GLENDALE - APPENDIX Miscellaneous Statistics MISCELLANEOUS STATISTICS FROM 2000 CENSUS School Enrollment: Population Distribution: Male Age Group Under 5 Female # 9,587 % # 4.38 Enrolled Total % 8,975 Population 3 & Older # 4.10 18,562 5-17 yrs. 24,246 11.08 23,054 10.54 47,300 18-21 yrs. 7,411 3.39 6,469 2.96 13,880 # % Enrolled in School: 65,736 - Nursery School or Preschool 3,735 5.68 Kindergarten 3,854 5.86 Elementary School (Grades 1-8) 29,724 45.22 22-24 yrs. 5,151 2.35 4,587 2.10 9,738 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: Less than 9th Grade Households in Range # % Total Households Income 75,697 - < 10,000 5,590 7.38 10,000 to 14,999 4,130 5.46 15,000 to 24,999 9,491 12.54 25,000 to 34,999 9,476 12.52 35,000 to 49,999 13,223 17.47 50,000 to 74,999 16,426 21.70 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 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 Farming, fishing & forestry 396 0.38 Construction, extraction & maintenance 12,357 11.94 Production, transportation & material moving 12,326 11.91 * Unemployed Rate: 5.00% 622 back to TOC 129,927 % - 8,714 6.71 9th to 12th grade, no diploma 14,195 10.93 High School Graduate (and equivalent) 33,278 25.61 Some college, no degree 37,082 28.54 Associate Degree 9,418 7.25 Bachelor's Degree 18,058 13.90 Graduate or Professional Degrees Median Household Income: $45,015 # 9,182 7.07 Percent high school graduate or higher 82.37 Percent bachelor’s degree or higher 20.97 CITY OF GLENDALE - APPENDIX 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 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. Annexed Area in Sq. Miles: Annexed 1910 1.011 1910-1969 14.243 1970-1979 24.224 1980-1989 10.612 1990-1999 4.960 2000-2001 .614 2002 .388 2003 .828 2004 .058 2005 .451 7,444 Building Permits: Number Fiscal Year 1999 8561 2000 7925 2001 6944 2002 5439 2003 6299 2004 4819 2005 5126 2006* 4940 *Through March of 2006. Total 1.01 15.25 39.48 50.09 55.05 55.67 56.05 56.88 56.94 57.39 Value of Buildings $333,138,095 $292,105,521 $287,722,622 $219,539,420 $327,352,955 $359,027,305 $423,827,363 $310,963,140 Parks and Recreation (as of May 2006): Number of Neighborhood Parks 57 Total Park Acreage 2105 Playgrounds 57 Ramadas 108 Tennis Courts 38 Basketball Courts 52 Volleyball Courts 40 Soccer Fields 26 Ball Fields 42 Swimming Pools 7 Sports Complexes 3 Community Parks 6 Group Ramadas 7 Area Lights 1355 Park Benches 570 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 2005 235,987 2006 (Estimate) 238,347 * All population numbers 1995 and after include the population of Luke AFB. City Authorized Staffing as of July 1, 2006: Full-time 1,983.00 Part-time 48.51 Total authorized FTE’s 2,031. 51 623 back to TOC CITY OF GLENDALE - APPENDIX Miscellaneous Statistics Library (as of June 2006): Number of Libraries Cardholders Annual: Circulation Library Visits Public Computer Usage Youth Programs Adult Programs Number if Items: Main Library Foothills Branch Velma Teague Branch Total Items Transportation (as of June 2006): Miles of Streets Maintained Arterial Secondary (1/2 Mile Streets) Collector (1/4 Miles Streets) Local Alleys Unpaved Total 3 137,867 2,473,267 1,388,541 350,852 2,090 631 304,594 196,026 102,459 603,079 98.5 64.0 91.0 461.5 18.3 0.0 733.3 Water Utilities (for CY 2005): Number of Active Customers 60,000 Miles of System (lines) 750 Annual Consumption 15,375.5 M Gal Avg. gallons/user/month 21.4 K Gal Avg. gallons/user/year 256.3 K Gal Available Storage Capacity 62.1 M Gal Avg. Treatment Plan Capacities Cholla 30.0 MGD Pyramid Peak 48.0 MGD Avg. Daily Water Produced 42.0 M Gal *Glendale provides 1,000 gallons of quality drinking water for less than a gallon of milk: $1.27 per 1,000 gallons of water. Fire Protection (for CY 2005): Number of Stations 9 Employees 235.5 (212 sworn) Avg. Response Time 4.43 Min. Number of Calls EMS 29,985 Fire 5,695 Miscellaneous 1,790 Special Operations 978 Total Calls 38,448 Wastewater Utilities (for CY 2005): Number of Active Customers 56,000 Miles of Collection Lines 659.3 Avg. Treatment Plant Capacities WAWRF 10.0 MGD Arrowhead 3.0 MGD Annual Wastewater Treated 4.4 B Gal Police Protection (for CY 2005): Number of Stations 3 Employees 522.5 (384 sworn) Calls Processed* 541,078 Avg. Patrol Personnel Per Shift** 28.76 Vehicular Patrol Units*** 93 Number of Reserves 4 *Includes incoming, outgoing and 911 calls **Based on three shifts ***Marked by lights/sirens and uniformed patrol officers Sanitation (FY through April 2006): Number of Customers 54,061 Landfill & MRF (FY through April 2006): Number of Customer Transactions 144,590 Tonnage Processed Residential 173,182 Commercial 81,778 Recycle 27,639 Total 288,599 City Court Offences Processed (for FY 2005): DUI 1,410 Serious Traffic 595 Other Criminal Traffic 5,414 Civil Traffic 33,565 Non-Traffic Misdemeanor 7,070 Total Citations Issued 48,054 Sources: Various City of Glendale Department Records U.S. Census 624 back to TOC APPENDIX Acronyms ACRONYMS A ACDC Arizona Canal Diversion Channel ADEQ Arizona Department of Environmental Quality AFB Air Force Base AMFP Arizona Municipal Financing Program AWRF Arrowhead Water Reclamation Facility BofA Bank of America B 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 COA Chart of Accounts 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 DIF Development Impact Fees DMP Debt Management Plan D 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 625 back to TOC APPENDIX 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 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 IVR Interactive Voice Response IWR Interactive Web 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 NIMS National Incident Management System O O&M Operational and Maintenance OSHA Occupational Safety and Health Administration 626 back to TOC APPENDIX Acronyms P P&R Park & Ride PC Personal Computer R RICO Racketeer Influenced and Corrupt Organizations RPTA Regional Public Transportation Authority S SROG Sub-Regional Operating Group SRP Salt River Project V VOCA Victims of Crime Act W WAWRF Western Area Water Reclamation Facility WIFA Water Infrastructure Finance Authority WRF Water Reclamation Facility WTP Water Treatment Plant WWTP Wastewater Treatment Plant 627 back to TOC CITY OF GLENDALE - APPENDIX 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. A Revenue Bond: This type of bond is secured by the revenues from a specific source such as gas taxes or water revenues. ADOPTION: A formal action taken by the City Council which sets the spending limits for the fiscal year. C APPROPRIATION: An authorization made by the City Council which permits the city to incur obligations and expend resources. 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 one-time 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. DEVELOPMENT IMPACT FEE: Fees requiring new development to cover the increased cost to the city of providing new infrastructure when they construct new residential and commercial developments. General Obligation (GO) Bond: This type of bond is secured by the full faith, credit, and taxing power of the municipality. 628 back to TOC CITY OF GLENDALE - APPENDIX Glossary 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 1980 as the base limit and adjusts annually for population growth and inflation. All municipalities have the option of Home Rule that requires voters to approve a four-year expenditure limit based on revenues received. Glendale citizens have approved the Home Rule Option since the inception of the expenditure limitation. 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 parttime typist working for 20 hours per week would be equivalent to a 0.5 FTE. 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 improvements through a special assessment. 629 back to TOC CITY OF GLENDALE - APPENDIX Glossary O PRODUCTIVITY: A measurement of the increase/decrease of city services output compared to the per unit input cost invested. 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. PROGRAM: A group of related activities performed by one or more organizational units for the purpose of accomplishing a city responsibility. PROPERTY TAX: The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary rate. OPERATING AND MAINENANCE (O & M) 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. 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. R 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. RESOURCES: Total amounts available for appropriation including estimated revenues, fund transfers and beginning fund balances. REVENUE: Financial resources received from taxes, user charges and other levels of government. PERMANENT BASE ADJUSTMENT: An adjustment to the expenditure limitation base established by the Economics Estimate Commission (see expenditure limitation) which requires voter approval. The Glendale voters approved a permanent base adjust in the spring of 2000 which will become effective with the FY 2003 budget year. 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. 630 back to TOC CITY OF GLENDALE - APPENDIX Glossary U S USER CHARGES: The payment of a fee in direct receipt of a public service by the party who benefits from the service. SECONDARY PROPERTY TAX: A tax levy restricted to the payment of principal and interest on general obligation bonds. W SERVICE LEASE: A lessor maintains and services an asset under a service lease. 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. SPECIAL REVENUE FUND: A fund that accounts for receipts from revenue sources that have been earmarked for specific activities and related expenditures. 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. TAX RATE: The amount of tax levied for each $100 of assessed valuation. TRANSFER: Movement of resources between two funds. Example: An interfund transfer would include the transfer of operating resources from the General Fund to an Enterprise Fund. 631 back to TOC APPENDIX 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 “2007 Annual Budget” or “Fiscal Year 2006-07 (FY 2007)” refers to the period that begins July 1, 2006 and concludes on June 30, 2007. 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 2007 budget will be formally adopted by the City Council at a public meeting in June 2006, 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 to the public’s needs as expressed by the democratically elected City Council. What are municipal bonds? A municipality, such as the City of Glendale, will sell (issue) bonds primarily to finance capital projects. This is similar to a family taking out a mortgage in order to finance a house. Just like a family, the city has basic necessities (infrastructure) like roads and office buildings, but usually does not have cash available for such major purchases. Municipal bonds are like loans that help make large, important purchases affordable. Bonds also effectively spread out the costs of major projects across their useful life, so all those citizens who utilize them can help pay for them. What is the difference between the capital budget and the operating budget? The Capital budget, or Capital Improvement Plan, is an appropriation of bonds or operating revenue for improvements to city facilities that may include buildings, parks, streets and water and sewer lines. The operating budget covers the costs of the city’s day-to-day operations, such as employee salaries, supplies and contracts. 632 back to TOC APPENDIX Frequently Asked Questions What is carryover? Carryover refers to year-end savings that can be carried forward into the next fiscal year to cover any 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 http://www.municode.com/resources/gateway.asp?pid=13944&sid=3). 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. What is the definition of a budget fund? Glendale has 100 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. 633 back to TOC APPENDIX Frequently Asked Questions What is a fund balance? Fund balance refers to the remainder or carryover that occurs when actual revenues exceed budgeted revenues and/or when actual expenditures are less than budgeted expenditures at the end of the fiscal year (June 30). If the city budgets (plans to spend) $15.0 million on roads next year, but only spends $14.0 million, there is a $1.0 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 Administrative Services, Appointed & Elected Officials, Community Development, Community Services, Internal Services, Public Safety and Public Works. What are infrastructure and capital improvements? Infrastructure and capital improvements refer to facilities that need to be in place in order to support the basic needs of residents and businesses in the community. Examples include roads, water lines, sewers, public buildings, parks and airports. What are Strategic Priorities and benchmarks? Why does Glendale use them? Strategic Priorities, developed by the City Council, are statements of community values that direct the city's operations and help demonstrate progress towards a shared vision. City staff uses these priorities to assist in program development, creating annual budget requests, and building department business plans. Benchmarks are established for each activity listed in business plans and represent a desired level of performance that demonstrates the efficient use of city resources to do the most good. City staff measures actual performance throughout the year, makes comparisons to established benchmarks, determines the causes for deviation, and evaluates alternative courses of action. What exactly is a “program” in the city budget? A program is a group of related activities performed by one or more organizational units for the purpose of accomplishing a city responsibility. For example, one program in the Field Operations Department is Street Cleaning. Based on staff’s assessment of costs and needs, the desires of citizens and the priorities of the City Council, the Field Operations Department is budgeted a set amount of money to accomplish street cleaning. What is “assessed valuation” and how does it relate to my taxes and the city’s budget? Each year the Maricopa County Assessor’s Office determines the value of all property within the county, including city buildings and individual homes. These assessment values are then used as a basis for levying property taxes. The City of Glendale charges $1.72 in property tax per $100 of assessed valuation ($0.2925 primary rate and $1.4275 secondary rate). How much does the city receive from my property tax bill and how is it used? Primary Property tax revenue represents 2.5% of the city’s General Fund revenue, which is estimated at $3.8 million in this year’s budget. Secondary Property Tax, used to pay off General Obligation bonds, will generate approximately $19.6 million in FY 2007. 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. 634 back to TOC APPENDIX Frequently Asked Questions 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 2007 primary property tax rate of $0.2925 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 2007 secondary tax rate of $1.4275 per $100 of assessed valuation 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 37.5% 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. 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 635 back to TOC GLEND LE City of Glendale Management & Budget Department 5850 West Glendale Avenue Glendale, Arizona 85301 623-930-2264