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 Return to TOC located at the bottom of each page. Note that if within the CIP, clicking on Return to CIP 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. Proceed to TOC City of Glendale, Arizona Annual Budget | 2007-2008 CITY OF GLENDALE, AZ Table of Contents CITY OF GLENDALE, ARIZONA FY 2007-08 ANNUAL BUDGET TABLE OF CONTENTS Page City of Glendale, AZ Table of Contents Mayor’s Message FY 2006-07 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 i 1 6 7 8 9 10 11 12 14 16 18 Budget Message City Manager’s Budget Message 21 Budget Summaries Budget Summary Revenues Expenditures Conclusion 27 37 47 60 Financial Guidelines Five-Year Financial Forecast Financial Plan Financial Policies 61 77 91 Operating Budget Appointed & Elected Officials Mayor & City Council City Attorney City Clerk City Court 95 101 105 110 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 115 116 120 121 125 126 130 Community Development Community Development Administration Building Safety Code Compliance Engineering Planning Transportation 135 136 140 144 149 153 Community Services Community Services Administration Community Partnership Neighborhood Improvement Grants Residential Infill Housing Library & Arts Parks and Recreation 159 160 164 165 166 171 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 179 182 186 187 191 196 197 201 206 Public Safety Glendale Fire Department Glendale Police Department Homeland Security 207 213 219 ii CITY OF GLENDALE, AZ Table of Contents Page Public Works Public Works Administration Environmental Resources Field Operations Utilities 223 224 229 235 Other Grants Non-Departmental 240 241 2008-2017 Capital Improvement Plan CIP Table of Contents CIP Ten-Year Plan 242 244 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 529 530 532 543 567 568 569 605 611 614 622 623 628 633 Appendix Miscellaneous Statistics Acronyms Glossary Frequently Asked Questions 659 662 665 670 iii CITY OF GLENDALE, AZ Mayor’s Message To The Citizens of Glendale: The foundation for our FY 2008 operating and capital budgets is the City Council’s vision of ‘one community’ and our supporting strategic goals and key objectives. The councilmembers and I met in a one-day planning session in November 2006 and developed the following as our strategic goals. • One community with strong neighborhoods, • One community focused on public safety for citizens and visitors, • 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. As with prior fiscal year budgets, the intent of our FY 2008 operating and capital budgets is to enhance quality city services and continue with prudent, strategic investments in our community. Public safety remains our highest priority. For our FY 2008 budget, the City Council approved the addition of 14 new positions for our Police Department and 6 new positions for our Fire Department. These additions to public safety staffing will further enhance the direct services provided to the Glendale community. One of the City Council’s strategic goals is to support strong neighborhoods. To assist in achieving this goal, we approved funding related to strengthening mature neighborhoods and supporting the development of successful new neighborhoods. We committed $700,000 to the Neighborhood Improvements Grant program for FY 2008, with direction that the funds be used to provide visual, aesthetic, and social benefits for all who live, work, or visit Glendale. Since the inception of the Neighborhood Improvements Grant Program, $7.8 million has been provided to fund 169 grant requests from 85 different neighborhood associations. Accompanying private investment, through contributions of cash and sweat equity, total more than $879,500. The FY 2008 operating budget also includes the addition of two code compliance inspectors and one city prosecutor committed to code compliance cases. These additional resources are dedicated to promoting and preserving the health, safety, and quality living environment in Glendale’s neighborhoods. In addition, the Neighborhood Focus Program will receive ongoing funding in FY 2008 to continue targeting resources to mature neighborhoods. One-time funds for the implementation of the Neighborhood Revitalization Plan will continue in FY 2008. These funds will provide direct assistance to residents related to neighborhood problem-solving, community education, and volunteer projects to improve neighborhood conditions. 1 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message Preservation of our city’s vast roadway infrastructure is extremely important to our City Council. The capital program now includes a total of $11.5 million annually for our city’s pavement management program, an increase of $8 million or 267% over the FY 2006 budget of $3 million. Revenues from the Glendale Onboard (GO!) Transportation Program, which is funded with the city’s one-half cent sales tax dedicated for transportation, will pay the annual debt service on the $11.5 million in bonds to be issued each year. The dedicated half-cent sales tax was approved by Glendale voters in 2001 and has no sunset provisions. To ensure our residents have the transportation resources they need, Glendale is continuing to improve mobility both locally and regionally. The GO! Transportation Program incorporates long-range projects that are beneficial to Glendale, the Northwest Valley and the entire region. Since the program started in 2001, the expansion of transit service has resulted in a 76% increase in ridership. Twenty-one street and bicycle projects have been constructed, 19 street projects are in construction, and another 22 street projects are under design. In addition, there are nine bicycle projects under design. We are continuing our commitment to increase economic and social vitality in downtown Glendale, which is another City Council strategic goal. Glendale experienced a 40% increase in visitors in calendar year 2006, from 1 million to 1.4 million. The visitors came to our downtown to shop, dine at restaurants, attend the city’s signature special events, and attend meetings or other events in downtown Glendale. Among the public investments completed in 2006 were the new Civic Center Annex, the Downtown Pedestrian Plaza, and the transformation of the six-way intersection of Grand, Glendale, and 59th Avenues into a four-lane expressway. These investments will be enhanced by two additional public commitments in downtown Glendale. One is our city’s new downtown parking garage that will add 600 spaces and include 11,000 square feet of ground floor retail to complement the pedestrian character of the area. Construction on this project began in early 2007 and the facility is expected to open in December 2007. We are also adding another $19 million of infrastructure, landscape, and streetscape improvements to welcome visitors into our downtown area. Our City Council also made a commitment to provide ongoing resources to improve the aesthetic appeal of the downtown area with diverse efforts coordinated through a new multi-departmental downtown beautification program. We continue to see success with economic development related projects that enhance our community’s financial stability and attract new capital investment. The City Council recognizes that making the most of development opportunities in our city’s western area is one of the ways we will achieve our vision for an excellent future for our city. The western area of our city is where Glendale’s Sports and Entertainment District — a sports, retail, commercial, residential, and entertainment corridor — is rapidly developing on land along a stretch of the Loop 101, a freeway that connects to several of the metropolitan area’s other freeways. Our Sports and Entertainment District is where you will find two world-class sports venues. Glendale’s Jobing.com Arena is home to both the National Hockey League’s Coyotes and the 2 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message National Lacrosse League’s Arizona Sting. The University of Phoenix Stadium is home to the National Football League’s Arizona Cardinals. Other important and popular sports events are accommodated at the facilities too. Adjacent to our city’s world-class sporting venues is Westgate City Center. This complex is being built with a $1 billion private investment and will encompass 6.5 million square feet of retail, office, and residential space at build-out. Phase I opened in the fall of 2006 with more than 615,000 square feet of retail and office space. An additional 1.1 million square feet of residential and hotel space is under construction. For example, a 320-room Renaissance Hotel and Spa will open in just a few months. The city of Glendale constructed complementary facilities on property adjacent to the hotel. These facilities include an 88,000 square foot convention center, a 30,000 square foot expo hall, and a 910-space parking structure. The unique and exciting Westgate City Center has quickly established itself as one of the valley’s most vibrant destinations. In May 2007 Westgate City Center hosted the AVP Open Pro Beach Volleyball, which moved to Glendale from the southeast valley. This was just the first year of a five-year contract that makes Glendale just one of 18 cities nationwide to host this increasingly popular sport. In August 2006, the University of Phoenix Stadium opened. The stadium features 64,000 seats, a retractable roof, and retractable grass playing field. Those amenities and its iconic design earned recognition for the stadium in Business Week as one of the top 10 sporting structures in the world. It was the only facility in the United States to make the list. Since the facility’s opening, our city has welcomed the Arizona Cardinals, Monday Night Football, the Fiesta Bowl, the nation’s first Bowl Championship Series (BCS) game, and the BCS National Band Competition. The direct economic impact of visitor spending for the college football games is estimated to be $154.3 million, and we can say with certainty that Glendale captured a healthy share of that spending. This direct visitor spending represents additional city sales tax revenue to support excellent city services, and a high quality of life, for the Glendale community. The councilmembers and I are especially proud of the exemplary service our city’s employees provided to its citizens and visitors in the inaugural year of these high profile events. Through our employees’ dedication and talent, the national events were positive experiences for our residents, businesses, and partners. Those positive experiences encourage visitors to return to our community and to tell other potential visitors about the wonderful city of Glendale, Arizona. Just north of the sports venues and the Westgate City Center development is Zanjero. This is a 150-acre mixed use project that is planned to include mid-rise residential towers and loft condominiums, several hotels, office space, and retail development totaling about 4.6 million square feet. Over 1 million square feet of space is open already, including Cabela’s, the world’s 3 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message foremost outfitter of hunting, fishing, camping, and outdoor gear, a luxury apartment complex, and a restaurant. As these large-scale projects blossom, additional high quality development is being attracted to the immediate vicinity. For example, just to the east of the Zanjero development is a 22-acre, mixed-used site that will serve as the regional corporate training center for Wells Fargo Bank. To the south of the Westgate City Center is the Opus West development of a 22-acre corporate office campus. It is anticipated the Glendale Corporate Center will assist in the creation and retention of up to 1,500 jobs. Phase One represents a capital investment by the developer of more than $38 million. Completion of Phase One is expected by the spring of 2008, with Phase Two scheduled to commence immediately thereafter. While these two projects are smaller in scale than the Westgate and Zanjero developments, they represent the continuation of quality corporate development locating in and around the Loop 101. These opportunities are critical to bringing more high-paying, quality jobs to the Glendale community. We fully expect more of these opportunities to develop as the area continues to grow. Another economic development engine for the Glendale community is the Bell Road corridor in north Glendale. This area also has experienced positive growth and change. For example, last year I reported on the commitment AAA made to create a major information technology and customer service center in Glendale as it expands it regional presence and centralizes services to its members in several western states. AAA completed its move in FY 2006-07, bringing with it over 750 jobs that will grow to 1,200 jobs. About 79,000 square feet of new, Class A office space was completed just west of Arrowhead Towne Center, Glendale’s regional mall along Bell Road. Additionally, more than 150,000 square feet of mixed use retail and office space was completed in the area north of the Bell Road Corridor. The corporate headquarters for Delta Dental, Arizona’s largest dental insurance carrier, were also relocated to this area. Glendale has several major employers in the critical knowledge-based economy that attracts talent, technology, and high-paying jobs. They include four institutions of higher education, Arizona State University—West Campus, the Thunderbird School of Global Management, Midwestern University, and Glendale Community College, as well two major medical facilities, Banner Thunderbird Hospital and Arrowhead Hospital. Several of these major employers have been investing heavily in Glendale. Specifically, • Midwestern University, an osteopathic medical school located in Glendale, has moved from the planning stage to the implementation stage for 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 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message • Banner Thunderbird Medical Center, another major Glendale employer, also has moved from the planning stage to the implementation stage by undertaking a $198 million expansion project. The expansion project 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 moved to completion of its $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. Overall, the message is clear: Glendale continues to lead 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 the community. The City of Glendale remains committed to enhancing our citizens’ quality of life through ongoing investments in the public’s capital assets, such as roads, flood control projects, and water and wastewater pipelines and treatment facilities. We also will continue to partner with other cities on regional concerns such as transportation, economic development, and homeland security. Through this unified and proactive approach, we can assure that our region’s truly extraordinary potential achieves full benefits for the Glendale community and all West Valley residents. Sincerely, Elaine M. Scruggs Mayor 5 Return 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, 2006. 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. 6 Return to TOC CITY OF GLENDALE, AZ Mayor & City Council MAYOR & CITY COUNCIL 7 Return to TOC CITY OF GLENDALE, AZ City Management CITY MANAGEMENT Mayor ELAINE M. SCRUGGS Councilmembers Manuel D. Martinez Vice Mayor Cholla District Joyce V. Clark Yucca District Steven E. Frate Sahuaro District David M. Goulet Ocotillo District Yvonne J. Knaack Barrel District H. Philip Lieberman Cactus 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 8 Return to TOC CITY OF GLENDALE, AZ City Organizational Chart CITY ORGANIZATIONAL CHART CITIZENS OF GLENDALE Mayor & Council Boards & Commissions City Auditor Candace MacLeod Community Action Program Norma Alvarez Intergovernmental Programs Dana Tranberg Marketing & Communications Julie Frisoni Deputy City Manager Administrative Services Art Lynch City Manager Ed Beasley City Attorney Craig Tindall City Clerk Pam Hanna Assistant City Manager Pam Kavanaugh Assistant to the Mayor Steven Methvin Council Office Kristen Kennedy Human Resources Alma Carmicle Special Projects Council Agenda Rachel Hut Fire Chief Mark Burdick Police Chief Steven Conrad Homeland Security Rob Gunter Mega Events Strategic Initiatives Cathy Gorham Deputy City Manager Community Services Gloria Santiago-Espino Deputy City Manager Community Development Horatio Skeete City Court Judge Elizabeth Finn Deputy City Manager Public Works Ken Reedy Economic Development Karen Thoreson Building Safety Deborah Mazoyer Community Partnerships Erik Strunk Envir. Resources Doug Kukino Finance Ray Shuey Code Compliance Dan Gunn Library & Arts Rodean Widom Field Operations Stuart Kent Information Technology Chuck Murphy Engineering Larry Broyles Parks & Recreation Rebecca Benna Utilities Roger Bailey Management & Budget Sherry Schurhammer Planning Jon Froke Transportation Jamsheed Mehta 9 Return to TOC CITY OF GLENDALE, AZ Glendale District Boundaries GLENDALE COUNCIL DISTRICT BOUNDARIES 10 Return to TOC CITY OF GLENDALE, AZ Map of Glendale & Neighboring Communities MAP OF GLENDALE AND NEIGHBORING COMMUNITIES 11 Return to TOC CITY OF GLENDALE, AZ Financial Organizational Chart 12 Return to TOC CITY OF GLENDALE, AZ Financial Organization Chart 13 Return to TOC 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 14 Return 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 (CIP) The CIP section outlines all infrastructure improvements and additions and their respective funding sources, along with estimates for the associated operating impacts of each capital project. It starts with a narrative summary and is followed by detailed information such as funding source, project number and project description for both capital and operating costs by year for the first five years of the plan. In addition, the CIP includes five additional “out years” for future planning and discussion purposes. Schedules This is the heart of the budget document as an operating and financial plan. These schedules summarize the City’s financial activities in 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. 15 Return to TOC CITY OF GLENDALE, AZ Budget Calendar FY 2008 BUDGET CALENDAR October thru December 2006 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 2008-2016 document. November 2006 30 Operating Budget Input Kickoff Meeting December 2006 1 FY 2008 budget input by departments begins and continues though Dec. 31 31 Last day for FY 2008 budget input by departments January 2007 25 Budget Retreat/Administrative Review - Pre-Balancing Meeting February 2007 15 Budget Balancing Meeting with the City Manager’s Leadership Team March 2007 13-19 Delivery of the City Manager’s recommended FY 2008 operating budget document and the Preliminary FY 2008-2016 CIP document to City Council for discussion at the budget workshops scheduled for March and April 2007. 20 Presentation of the FY 2008 General Fund (GF) revenue projection to City Council, along with the FY 2007 second quarter report on GF revenues and expenditures. 27 1:30 PM – 5:00 PM, 1st budget workshop April 2007 3 8:30 AM – 5:00 PM, 2nd budget workshop 10 1:30 PM – 5:00 PM, 3rd budget workshop 17 1:30 PM – 5:00 PM, final budget workshop 16 Return to TOC CITY OF GLENDALE, AZ Budget Calendar May 2007 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. 3 Recommended CIP to the Planning Commission (Planning Dept.) 25 Preliminary FY 2008 budget to City Council for June 12 council meeting June 2007 12 City Council public hearing and preliminary budget adoption 14, 21 Final adoption and tax levy adoption meeting dates published in Glendale Star. AG - required budget information published with the meeting dates. 26 City Council public hearing and final budget adoption Public hearing on the adoption of the property tax levy at regular City Council meeting July 2007 1 Start of FY 2008 2 FY 2008 budget document complete and available for distribution September 2007 TBD Clean up ordinance to Council re: FY 2007 inter-fund budget transfers 17 Return to TOC CITY OF GLENDALE, AZ Budget Process FY 2008 BUDGET PROCESS OVERVIEW: Council created the FY 2008 operating and capital budgets based upon its vision of ‘one community.’ They met in a one-day planning session in November 2006 to identify the things they would like to see accomplished during the upcoming budget year and they developed the following strategic goals. • • • • • • • One community with strong neighborhoods, One community focused on public safety for citizens and visitors, 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. As with prior fiscal year budgets, the intent of our FY 2008 operating and capital budgets is to enhance quality city services, continue with prudent, strategic investments in our community and to enhance the resources for various public safety functions. In addition, key multi-year objectives related to the upcoming national events that were established during FY 2006 were re-visited and are as follows: • • • • • • 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 2008 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 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 18 Return to TOC CITY OF GLENDALE, AZ Budget Process amount to better reflect current operations during the budget input phase that kicked off in December 2006. All salary & benefit related items are calculated and established separately by the Budget Department. 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. These requests are reviewed and evaluated in January and February 2007 because there were many more requests than it would be possible to fund. A final balancing meeting with executive leaderships occurred in mid- to late- February. Decisions at this meeting resulted in the recommended budget presented to City Council. This year, City Council was presented two budget scenarios for the GF during a series of budget workshops during March and April 2007. The first scenario was restricted to expected in the GF. The second scenario was developed to address Council’s stated desire to implement the public safety needs assessments over a three to four-year period and therefore relied on an adjustment to the existing public safety sales tax rate. At the conclusion of these budget workshops, the proposed budget was presented to Council for tentative adoption and then, two weeks later, for final adoption. The budget was transmitted to the general public in the form of public hearing notices. After completing the public hearings, the Council adopted a final budget setting the expenditure limitation for FY 2008 and the property tax levy for FY 2008, consistent with the City Charter and state law, in June 2007. VARIATIONS IN BUDGETING METHODS: The budgets of general government type funds, such as the General Fund, Public Safety Special Revenue Fund, Streets Fund and Transportation Fund are prepared on a modified accrual basis. This means that unpaid financial obligations, such as outstanding purchase orders, are immediately reflected as encumbrances when the cost is estimated, although the items may not have been received yet. However, in most cases revenue is recognized only after it is measurable and actually available. 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, Landfill and Transportation Funds) are prepared using the full accrual method. Enterprise funds also recognize expenditures as encumbered when a commitment is made (e.g., through a purchase order). Revenues, on the other hand, are recognized when they are obligated to the city (for example, water user fees are recognized as revenue when service is provided). Purchase orders for goods and services received prior to the end of the current fiscal year will be eligible for payment for a period of sixty days following the close of the fiscal year. Encumbrances for all other purchase orders will automatically lapse. 19 Return to TOC CITY OF GLENDALE, AZ Budget Process 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 when paid on a budget basis. c. Capital outlays within the enterprise funds are recorded as assets on a GAAP basis and expended on a budget basis. d. Inventory is expensed at the time it is used. e. Depreciation expense is not budgeted as an expense. ACCOUNTING CHANGES: Starting in FY 2006, a new fund titled National Events (Fund 1010) was established to help track revenues and expenditures related to national events such as the Fiesta Bowl, BCS Bowl, and Super Bowl. 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 also have been tracked in this fund. Expenses and expenditure reimbursement revenue associated with the Fiesta Bowl were moved to the GF on an ongoing basis effective FY 2008. This is the same approach used for the expenses and expenditure reimbursement revenue associated with the Glendale Arena. The Super Bowl is the only event scheduled to have activity in the National Events Fund in FY 2008. The Public Safety Training Facility Fund (Fund 2530) was created to track all the revenues and operating expenses associated with the new regional training facility that was completed in FY 2007. The facility was 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. The Finance Department, in conjunction with the Budget Department, rolled out a new chart of accounts (COA) in FY 2007. The new COA features expanded numbering options to allow for additional fund, department and account number combinations. The budget documents and schedules contained in the FY 2007 document showed not only the old COA numbers, but also the new COA numbers to help facilitate a seamless transition of this update. The FY 2008 budget book will only include the new COA figures now that this transition has been completed successfully. 20 Return to TOC BUDGET MESSAGE BUDGET MESSAGE City Manager’s Budget Message Honorable Mayor and Council: Similar to past fiscal years, the City of Glendale enters FY 2008 in a strong financial position. This position is a result of prudent management of city resources. As a result, the city’s budget for the coming fiscal year provides the means to maintain essential city services while moving forward with strategies that ensure a positive, sustainable future by building upon the city’s strong financial position. One of those strategies involves asking voters in a September 2007 election whether to increase the sales tax dedicated for public safety from one-tenth of one cent (.1%) to one-half of one cent (.5%). Another strategy is to lower the city’s combined property tax rate a total of ten cents ($0.10) as a result of assessed valuation rising 33% in one year. This rate decrease still allows the city to move forward with planned capital projects such as a new city court facility and a downtown parking garage; absorb $49 million in cost increases as a result of soaring construction and land costs; and meet its debt service obligations for the general obligation bond categories. Related to this strategy is the May 15, 2007, bond election regarding voter consideration of $270 million in additional voter authorization. Voters approved a total of $218.4 million, with $102.6 million for public safety capital projects, $79.1 million for streets and parking facilities, $20.6 million for flood control facilities, and $16.1 million for parks and recreation facilities. A third strategy that has been in place for several years is an annual review of the rates charged for water, sewer, sanitation collection, and landfill disposal services to ensure incoming revenues are sufficient to support operating and capital expenditures for those individual operations. Other fees, such as those charged for plan review and building inspections, are also periodically reviewed and adjusted as needed. As a result of these reviews, water and sewer rates and various other fees will be adjusted. Given this background, the FY 2008 operating and capital budgets reflected in this budget document are balanced between revenues and expenditures and are fiscally sound. As with the FY 2007 budgets, they are based on council’s continued vision of ‘one community’ and the supporting strategic goals and key objectives. The recommended budgets integrate these guiding principles for FY 2007-08 with public safety as the highest priority. Council’s updated strategic goals include: 1. One community with strong neighborhoods, 2. One community focused on public safety for citizens and visitors, 3. One community with quality economic development, 21 Return to TOC BUDGET MESSAGE City Manager’s Budget Message 4. 5. 6. 7. 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. The overall intent of the recommended budgets is to continue providing 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’s infrastructure based on Council’s prudent direction. Finally, the recommended budgets provide the resources to continue supporting critical city services as a result of strategies that ensure a sustainable future. While public safety has been a high priority for Council for several years, staffing and equipment assessments presented by the police and fire chiefs in January 2007 demonstrated a critical need for more resources. Therefore, during the FY 2008 budget development process, Council decided to refer to voters a proposed increase to the sales tax dedicated for public safety. If voters approve this proposed change, then the public safety additions for FY 2008 initially budgeted with General Fund (GF) monies would be funded by the public safety sales tax fund. Additional public safety personnel and related expenses also would be funded with the new public safety sales tax revenue. The resulting capacity in the GF then would be allocated to fund needs in other GF departments. All of this would be accomplished with a council workshop discussion after the September election, and later formalized with an amendment to the city’s operating budget. An important feature of the recommended operating budget is the incorporation of the full operation and maintenance costs of major capital facilities such as the public safety training facility, the downtown parking garage (to open in December 2007), the new Oasis water treatment plant, a new park and ride lot, and the new media center, convention center and parking garage facilities in the west area. These are important public facilities that will provide many benefits for the Glendale community, now and in the future. Also included in the recommended operating budget are pay and benefits adjustments for city staff to ensure we remain competitive in recruiting and retaining the best qualified staff. Staff covered by the public safety labor agreements will receive a 5% step adjustment. Pay adjustments for other city staff continue to be based on a market survey of other Valley cities. Overall, City Council approved the addition of $5.2M (all funds), with $3.9 million in the GF, to implement these important pay adjustments. Approximately $1.3 million (all funds) was added to the base budget to address cost increases for employee benefit packages. This increase in the City’s share of the costs is supplemented by an increase in the employees’ share of the costs. Retirement contributions for the various state retirement plans also increased for both the employer and employee as contribution rates were adjusted to ensure they are sufficiently funded. 22 Return to TOC BUDGET MESSAGE City Manager’s Budget Message In keeping with the strategy of addressing staffing needs for public safety, City Council will add a total of 20 new positions for police and fire services. These positions would be in addition to the 41 new positions for police and fire services added as part of the FY 2007 budget. Coupled with civilianization of administrative positions, the 14 new positions in the police department’s staff would result in 12 more police officers being deployed to respond to the community’s needs. For the fire department, there will be an additional 6 positions. These additions to public safety staffing will further enhance the direct public safety services already provided to the Glendale community. If voters approve the proposed adjustment to the existing public safety sales tax, the police and fire departments would add a total of 67 positions for FY 2008, or 47 more than the 20 positions to be added without the dedicated sales tax adjustment. Citywide, the total number of new positions added is 56 with 15 positions added to the GF base budget and 41 positions added to the base budget of other funds. 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. In addition to the new public safety positions discussed above, some other examples are noted below. • Two ongoing code compliance inspectors will address Council’s desire to support seven-day-a-week coverage for this critical neighborhood service. One city prosecutor dedicated to code compliance cases also will be added to address the growing number of code cases being referred to the municipal city court system. • One ongoing special events position will address the increased workload in implementing the city’s signature downtown events that draw hundreds of thousands of visitors to Glendale’s vibrant city center. • One ongoing administrative support position will help the GO! Transportation Program to address a sustained increase in the volume of customer contacts and customer requests for service. • Six ongoing, direct service positions for the city’s sanitation collection and landfill disposal services program will address a sustained increase in the residential and commercial sectors’ use of these essential city services. • Twenty-one positions for the Utilities Department will address the growing service demands on the city’s water and wastewater collection, treatment, and distribution systems. Thirteen positions will be assigned to the city’s new water treatment facility. This facility was built to add water production capacity to ensure the city will meet summer peak water demands. Another six positions will enhance security for the city’s water supply, treatment plants, and distribution system. The remaining two positions will be assigned to the wastewater collection and treatment divisions. 23 Return to TOC BUDGET MESSAGE City Manager’s Budget Message Aside from changes to staffing levels to address sustained increases in the demand for city services, other critical elements of the FY 2008 operating and capital budgets include the following: • $11.5 million for the city’s pavement management program, an amount that is $8.5 million or 267% more than the FY 2007 allocation of $3 million. • $2.2 million for the design and initial development of a new city court facility, with construction planned for FY 2009. • $1.8 million for upgrades to the police digital communication system. • $1.3 million for the purchase of 25 additional police cruisers and other essential vehicles for the Police Department. These are needed to accommodate the higher peak demand for vehicles resulting from overlapping shift schedules that are used to better serve the community during times of the day when the volume of calls for service is high. • $225,000 for renovations to 3 fire stations that are over 25 years old. • Approximately $925,000 to address the sustained increase in fuel prices for the city’s fleet that includes police cruisers and motorcycles, fire apparatus, sewer vactor trucks, traffic signal bucket trucks, and other service vehicles. • $700,000 for the Neighborhood Improvement Grants program to provide small-scale capital improvements to various neighborhoods such as right-of-way landscaping enhancements and neighborhood entryways. • $22,500 for the Neighborhood Focus Program that targets resources to mature neighborhoods. • Approximately $800,000 for the downtown beautification and promotion program that creates an ongoing effort to maintain recent physical enhancements to Glendale’s central city and supports the establishment of an attractive and safe atmosphere for visitors, residents, and business owners. I mentioned in my message last fiscal year that a new and significant operational issue Glendale faced in FY 2007 was related to our status as host city for the national Fiesta Bowl and first-ever Bowl Championship Series Game. I am pleased to report the city successfully met that challenge. The city and its employees were widely recognized for the seamless service provided during the FY 2007 events that resulted in making the national events a positive experience for our residents, businesses, and partners. 24 Return to TOC BUDGET MESSAGE City Manager’s Budget Message For FY 2008, Glendale will host the Fiesta Bowl again, as well as the biggest game of all, the 2008 Super Bowl. The experience we gained from hosting the 2007 national events has been excellent preparation for the Super Bowl game and its related events. While work remains to be done, I know the employees will provide the same exemplary service they provided to the Glendale community and visitors during FY 2007. As I noted in my prior budget messages, the costs associated with providing public safety services and other city services to these world-class sports facilities can be significant. The $2 million in ongoing costs for the stadium-related events have been incorporated into the city’s GF operating budget for FY 2008 now that we have a better idea of what it takes to staff those events. This is the same approach used when the Jobing.com Arena opened a few years ago. For the 2008 Super Bowl, the city will cover costs using the estimated remaining $3.4 million from the National Events Fund. This fund was created when City Council prudently set aside a total of $7 million out of the GF ($1 million in FY 2005 plus $5 million in FY 2006 plus $1 million in FY 2007) to address the first-time costs for the 2007 Fiesta Bowl and Bowl Championship Series events and the one-time costs for the 2008 Super Bowl and related events. The economic vitality of the region has been remarkable, and the impact of this strong economic growth on Glendale has been significant. As the following table illustrates, Glendale has experienced dramatic and sustained growth in GF ongoing revenues. Fiscal Year 2001-02 2002-03 2003-04 2004-05 Ongoing Actuals (1x revenues excluded) $116.5M $122.2M $138.1M $146.5M % Change From Prior FY --4.9% 13.0% 6.1% 2005-06 2006-07 estimate 2007-08 projection $166.5M $173.7M $186.1M 13.6% 4.3% 7.1% The consensus among experts on the Arizona economy is that strong growth will continue in FY 2008. This expected growth is fueled by continued increases in population growth and job creation, and complemented by healthy gains in personal income. Further support for the FY 2008 projection is found in the third quarter ongoing revenue receipts. These receipts indicate that Glendale currently is experiencing overall growth of 6% rather than the 4.3% estimated earlier in the budget development process. This means that the estimate of $173.7 million for this fiscal year is likely to be surpassed by $2 - $3 million. 25 Return 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 excellent, ongoing city services to sustain a high quality of life for the Glendale community. This kind of healthy growth is, in large part, a result of the economic development strategies that Council has guided. These economic development strategies have led to Glendale’s strong financial position that assures us a bright future. While the economy remains very 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 warranted 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 GF. • Capital projects are reviewed annually for all operating and maintenance costs impacting the GF. 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 the Council has 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 2008. In closing, I continue to be confident that the Mayor and Council’s vision will ensure a superb quality of life for the Glendale community and secure our position as a world-class destination city. Sincerely, Ed Beasley City Manager 26 Return to TOC BUDGET SUMMARIES Return to TOC BUDGET SUMMARY 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 $363.2 million. The capital improvement budget funds the construction of city facilities, such as police/fire stations and libraries, in addition to the construction of roads, public amenities and other infrastructure throughout the city. This year the capital improvement budget totals $418.8 million. The debt service budget is used to repay money borrowed by the city, primarily for capital improvements, and amounts to $74.4 million. The final component of the budget is the contingency appropriation, which is made up of fund reserves and is available to cover emergency expenses or revenue shortages should they arise during the fiscal year. The contingency appropriation for this fiscal year totals $85.6 million. The total budget, including all four components, is $942.0 million for Fiscal Year (FY) 2008. This represents an increase of only 3.2% from the FY 2007 total budget of $913.0 million. As you can see from the graph below, the operating (39%) and the capital (44%) appropriations are the largest components of the FY 2008 budget and account for 83% of the total appropriations. Both are discussed on the following pages. City of Glendale Total FY 2008 Appropriations Capital 44% Contingency 9% Debt Service 8% Operating 39% 27 Return to TOC BUDGET SUMMARY Budget Summary Operating Budget The development of Glendale’s FY 2008 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. During the fall of 2006, staff updated the city’s Five-Year Financial Forecast. The forecast is a computer model that allows a number of budget scenarios to be tested for their effect on the city’s financial condition on a long-range basis. At the same time, the city’s CIP Management Team met to begin the process of updating the Ten-Year Capital Improvement Plan. In November, the City Council met in a day-long, goals-setting retreat and updated their strategic goals and key objectives. These City Council Goals, which are detailed in the Mayor’s Message, became the driving force for the entire budget development process. In December, the Budget Office presented the budget address to the organization as part of an operating budget input kickoff session. This address focused on the City Council goals and the projected economic condition of the city, and provided the city manager’s policy direction to the organization to be followed in development of individual departmental budget requests. This year, departments were once again required to balance their base budget requests to a target equaling 100% of their FY 2007 ongoing base budget. This required departments to absorb inflationary increases within their base budgets. The lone exception related to fuel budgets. Due to significant price increases, a city-wide supplemental was submitted to cover this very important base budget line item for the next fiscal year. In many cases, managers exhibited considerable innovation in developing better methods and practices so they could serve more citizens without increasing their non-salary base budgets. In some cases, managers found it necessary to request supplemental funding to cover growth or to provide new or expanded services to meet Council goals and objectives. In those cases, they were required to submit detailed justifications of their requests including a description of the request, the service benefit, cost recovery potential and other innovations they implemented prior to requesting supplemental funding. After the operating managers submitted their budget requests, they were reviewed by their group’s deputy city manager in order to prioritize the requests. The entire management team met in February to develop the city manager’s recommended budget. This balanced budget was then reviewed by the City Council in a series of five public, televised workshop sessions beginning on March 27 and concluding on April 17. Approximately 18 hours of workshop hearings were held to discuss the pertinent issues surrounding the operating, capital and debt service budgets for the upcoming fiscal year. The proposed budget, as revised by the Council, became the preliminary budget, which was published and made available for further public review prior to the preliminary and final public hearings and adoption in June. 28 Return to TOC BUDGET SUMMARY Budget Summary Capital Improvement Plan Budget The city annually updates the Ten-Year Capital Improvement Plan (CIP), which is now based on FY 2008 through FY 2017 and includes over $2.3 billion in projects. 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. Projects include upgrades to city buildings, street improvements, parks construction and enhancements, as well as upgrades to water treatment and wastewater collection facilities. 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 manage total costs, the city reviews all CIP projects in great detail for not only their capital costs to construct, but also their projected impact on the operating budget once they are completed. Projects with high operating costs may need to be deferred to a year when the city can ensure that the operating impact can be adequately covered when the project is completed. For FY 2008, the City of Glendale plans on making the following capital investments with a $418.8 million budget (figures are rounded): Table 1: Capital Improvements (All Dollars in Millions) Water & Sewer $147.6 Transportation Construct. $106.0 Street/Parking $29.9 Public Safety $18.7 General Fund Rev Oblig. $17.0 Transportation Grants $15.6 Flood Control $15.1 Airport Capital $10.9 DIF – Roadway Imp.’s $10.2 Street Rev Bonds (HURF) $8.6 General Fund Paygo $7.4 Parks $5.2 Other Grants $3.9 DIF - Libraries $3.7 Sanitation $2.8 Other $16.2 Total CIP $418.8 Refer to the Capital Improvement Plan section for more detailed information regarding the projects included in these categories, as well as the funding sources available for each. 29 Return to TOC BUDGET SUMMARY Budget Summary Amending the Budget Once the City Council adopts the annual budget, total expenditures cannot exceed the final appropriation that is $942.0 million for FY 2008. However, with City 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. These inter-fund transfers are primarily approved by City Council as part of the normal course of city business when various council communications detailing pending construction awards, grant awards or professional service agreements are presented to Council at public meetings. Interfund transfers processed during the year that did not come forward in a formal council communication are summarized by the Budget Office and presented to City Council at the end of the fiscal year via the annual clean-up ordinance at a formal evening meeting. 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 typically reviewed by the relevant operating managers and the Budget Office 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 Office and tracked in the city’s computerized financial system. Fund Descriptions and Fund Balances The City of Glendale uses fund accounting to track revenues and expenditures. Some funds, such as the Streets Fund, are required by state legislation. Others were adopted by the city to track and document revenues and expenditures to 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. Ending fund balances in each of these funds are composed of the ending balance plus the contingency appropriation, which should remain unspent barring emergencies. General/Special Revenue Funds: 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. Nearly the entire amount of the ending fund balance, after accounting for operating and capital expenditures and transfers, was conservatively appropriated as contingency appropriation that can only be used as directed by Council during the fiscal year. 30 Return to TOC BUDGET SUMMARY Budget Summary 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 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 fund generally has a minimal projected ending balance in any given fiscal year as revenues (including budget transfers) are usually enough to cover planned expenditures. A General Fund transfer into this fund is typically 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. The FY 2008 budget reflects the addition of nine police officers and three fire fighter positions bringing the totals to 42 positions for police and 21 for fire that are paid from this fund. The Police and Fire Revenue Funds are used to track these revenues and expenses. Fund balances will decrease slightly in both funds due primarily to one-time equipment purchases for Police and one-time training exercises for Fire planned for FY 2008. 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. 100% of the revenues and operating expenditures are accounted for in this fund. However, a separate Transportation Construction Fund exists to track transportation related capital expenditures. Each year, the Transportation Fund transfers cash into the Transportation Construction Fund to cover or offset capital expenditures made throughout the year in the capital fund. The fund will see a large influx of cash in FY 2008 due to a planned bond issuance of $90.0 million. This bond issuance will be used to fund the completion of several large capital projects in FY 2008, including Grand Avenue access improvements, Northern Avenue super-street engineering, downtown pedestrian circulation improvements, a park and ride lot, as well as numerous street construction projects. 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 $1.1 million in FY 2008. Civic Center Fund: The Civic Center Fund was created to track the revenue and expenses for the downtown facility that contains over 33,000 square feet of meeting and event space. The Civic Center hosted over 65,000 people in FY 2007 for a variety of events including weddings, trade shows and conventions. A projected transfer from the General Fund of $642,313 will supplement revenues of $500,000 generated from Civic Center activities in FY 2008 to cover operating and capital related expenditures. It is the city’s goal for the Civic Center to be a selfsustaining operation in the future. 31 Return to TOC BUDGET SUMMARY Budget Summary Airport Operating Fund: This fund was established to track the 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 Jobing.com Arena and University of Phoenix Stadium. The Airport Fund is projected to receive a transfer of $212,738 from the General Fund to augment projected revenue collections of $378,060 in FY 2008. Employee Groups Fund: This fund was created to track activity related to an employee group known as Glendale’s Exceptional Municipal Staff (GEMS). GEMS plans, organizes and sponsors events such as the annual holiday employee luncheon, conducts fund raising activities for local non-profits and plans periodic social events to provide a setting for informal networking outside of the work environment, with the assistance of various planning committees and employee volunteers. The General Fund transfers a fixed amount of $37,909 each year into the fund and vending machine revenues received primarily from City of Glendale employee purchases throughout the year is projected to bring in another $47,000 to the fund in FY 2008. Zanjero Special Revenue Fund: This fund is used to track the revenue generated by the Zanjero development just north of Westgate on Glendale Avenue. The Zanjero development is a 150-acre, mixed use project that is planned to include residential, office, retail and hotel space totaling about 4.6 million square feet. This site is anchored by Cabela's, the world’s foremost outfitter of outdoor gear. Revenues collected in the fund are transferred to the MPC debt service fund and used to pay the debt service related to infrastructure improvements completed by the city for this development. Arena, Stadium and National Events Funds: The Arena and Stadium Special Revenue Funds track the revenues received from their respective events, as well as the city costs associated with each venue and the day-to-day operations of city-owned facilities surrounding them. For example, the Glendale Youth Sports Complex adjacent to the stadium features five fields that have been developed to fill a community need for additional youth sporting opportunities in the West Valley. The complex will also provide additional parking amenities to the new University of Phoenix Stadium in Glendale, Arizona. 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 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 was added to this fund in FY 2007. The economic impact of these events is expected to be beneficial to not only the City of Glendale, but the entire state as well. Planned expenditures directly related to the upcoming Super Bowl are the only items budgeted in the fund for FY 2008. These expenditures include public safety, transportation, marketing and a city-wide signage project. The expenditures related to the Fiesta Bowl are now included in the General Fund in FY 2008 as it is an annual event. 32 Return to TOC BUDGET SUMMARY Budget Summary Training Facility Special Revenue Fund: All revenues and expenditures associated with the new Glendale Regional Public Safety Training Facility are tracked in this fund. The facility was built with capital contributions from the City of Glendale (74.8%), Maricopa County Community College District (8.2%), City of Surprise (6.6%), City of Peoria (6.5%), the City of Avondale (3.9%) and the federal government. The new training center will provide fire and police departments with the tools required to train new firefighters and police officers to conduct their jobs in an effective and safe manner while providing high quality services to the citizens of Glendale and neighboring West Valley cities. Operating costs associated with the facility will be shared proportionately with the police and fire partners based upon the initial capital contribution. Community Housing Services Fund: The Housing Fund supports Glendale’s public housing program, which is part of the Community Partnerships Department. The fund is almost entirely financed by federal housing grants. Grant Funds: The city created a number of individual funds to track grants received from various federal, state and county sources. Individual funds allow the city to comply with the specific financial and reporting requirements of each grantor agency. Separate funds are used to track Community Development Block Grant, HOME and Emergency Shelter Grant funds received from the federal government. Another fund tracks the Community Action Program grant funds received from Maricopa County. A Transportation Grant Fund was established in FY 2005 to track grant activity for projects covered by the Glendale Onboard (GO!) 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 typically do not carry a fund balance from year to year unless they have a specified reserve balance requirement. 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. 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. Enterprise Funds: Water/Sewer Enterprise Fund: The Water/Sewer Enterprise Fund supports the provision of water and sewer service to Glendale residents and businesses. It is completely self-supported through water sales, sewer user fees and other related user fees. The fund receives no tax 33 Return to TOC BUDGET SUMMARY Budget Summary revenue and pays an annual contribution to the General Fund for administrative 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 $129.8 million to $23.7 million in FY 2008 because of planned capital expenditures totaling $147.6 million and the debt service requirements associated with revenue bond funded projects. Examples of capital projects include the Oasis Water Campus and groundwater treatment plant improvements, as well as planned line replacements and extensions. Sanitation Enterprise Fund: This 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 $5.4 million to $3.0 million in FY 2008 as planned expenditures for large capital equipment (i.e., roll-off trucks, front and sideload trucks, loose trash equipment, etc.) totaling $2.8 million will be made using fund balance. 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 major landfill improvements, major equipment purchases and the eventual closure costs. The city's successful recycling program has helped to extend the life of the landfill and contribute to our community’s effort to improve the environment. The balance of the Landfill Fund at the beginning of FY 2008 is projected to be $18.4 million. It is projected to decrease to $16.3 million by the end of this fiscal year, with another $2.0 million appropriated for contingency purposes. Revolving/Internal Service Funds: Risk Management and Worker’s Compensation Trust Funds: The Risk Management and Worker’s Compensation Trust Funds support the provision of liability, insurance and worker’s compensation coverage for the city. Income to the funds comes from premiums charged to each city department based upon a number of factors including the number of employees, size of operating budget, actual claims history, etc. The funds are used to pay claims against the city and to cover premiums for certain types of outside coverage. 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 34 Return to TOC BUDGET SUMMARY Budget Summary employee contributions for medical, dental and vision insurance are deposited into this fund. Premium payments to insurance carriers and related claims expenses are made directly from the fund. The ending fund balance serves as a reserve to cover incurred but not reported claims, as well as a buffer against rising health care costs. In FY 2008, $1.0 million of fund balance will be used to offset medical and dental premium increases. Vehicle and Technology Replacement Funds: These replacement funds were designed to allow the city to accumulate the money needed to replace its fleet of cars, trucks and other equipment and its personal computers, telephone system and other technology-related equipment at regular intervals. Typically, each department pays annually into each fund based on the amount of equipment in its inventory, the expected life span of the equipment in use and any residual value of the equipment. Replacement equipment is then purchased according to the established replacement schedule and paid for out of the appropriate replacement fund. Fund balances in both fluctuate from year to year according to the replacement schedules. 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 by lowering any inflationary type rate increases the following year. Marketing Special Events, Park Self-Sustaining, Library & Cable TV Revolving Funds: These funds track the use of special revenue sources dedicated to the specific service areas that collect them. Examples include vendor rental fees for downtown special events, 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 $881,798 from the General Fund. In addition, the Parks and Recreation Department has agreements with several local school districts covering maintenance of city pools on school property and jointly owned city/school district parks. The school districts and the city make annual payments into the fund to cover major maintenance and restoration costs. Stadium Agreement Fund: This fund was created to track specific stadium revenues that are required to be refunded to the Arizona Sports and Tourism Authority (AZSTA) in accordance with signed development, construction and operating agreements with the city. All revenues collected in this clearing house type fund are subsequently dispersed to the AZSTA. 35 Return to TOC BUDGET SUMMARY Budget Summary Construction Funds: Construction funds account for financial resources used for the acquisition or construction of major capital facilities and equipment. They are based on the type of general obligation bonds and alternative financing that the city issues. Considerable detail on planned capital projects, their potential operating impacts on the General Fund, Enterprise Funds, debt policies and tax implications are included in the Capital Improvement Plan section of this document. Any remaining fund balances in the capital construction funds are appropriated to contingency to cover unanticipated project costs or the unanticipated acceleration of key projects. Development Impact Fee Funds: These funds are based on the type of development impact fees the city collects from developers to address the city’s capital costs associated with accommodating growth. Further information about these types of funds is included in the Capital Improvement Plan section of this document. 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 and 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 Plan section of this document and the associated debt schedules that show the principal and interest payments by year are included in the Schedules section. Fund balances in the General Obligation and Municipal Property Corporation 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, Streets and Arena Special Revenue funds. 36 Return to TOC BUDGET SUMMARY Revenues REVENUES Total revenues available to the city in FY 2008 from all sources are estimated at $630.0 million, of which $171.3 million goes into the General Fund. Table 1 shows changes expected in the revenue funds included in the table. Please note that numbers in parentheses denote a decrease in revenues in FY 2008 from FY 2007. Table 1: Total Revenues by Fund—FY 2007 vs. 2008 (All Dollars in Thousands) Fund 1000-General Fund 1040-General Services 1100-Telephone 1120-Vehicle Replacement 1140-Tech. Replacement 1240-Court Fund 1260-Library Books 1340-Streets 1640-L.T.A.F. 1650-Transport. Grants 1660-Transportation 1700-Police Spec. Rev. 1720-Fire Spec. Revenue 1740-Civic Center 1760-Airport 1780-Arena Special Rev. 1880-Park Self Sustain. 2360-Water/Sewer Fund 2440-Landfill Fund 2480-Sanitation Fund 2500-Housing 2540-Risk Mgmt Trust Fund 2560-Workers Comp Fund 2580-Benefits Trust Fund Total Operating Capital and Other Revenue Grand Total FY 2007 Estimate $157,339 $8,343 $890 $2,082 $1,943 $327 $328 $16,818 $1,132 $700 $27,061 $3,133 $1,667 $485 $374 $8,550 $945 $112,658 $10,188 $15,450 $8,117 $2,880 $1,150 $20,096 $402,656 $195,508 $598,164 37 Return to TOC FY 2008 Change FY 07 Projection to FY 08 $171,343 $14,004 $9,206 $862 $1,071 $181 $2,909 $827 $2,398 $455 $333 $6 $337 $8 $16,986 $168 $1,118 ($14) $15,024 $14,324 $119,140 $92,079 $3,734 $600 $1,867 $200 $500 $15 $378 $4 $8,627 $77 $945 $0 $118,593 $5,935 $10,256 $68 $15,617 $167 $8,117 $0 $2,913 $33 $1,117 ($33) $22,066 $1,971 $534,594 $131,938 $95,385 ($100,123) $629,979 $31,815 BUDGET SUMMARY Revenues General Fund Revenues Total resources available in FY 2008 to support General Fund services include the estimated beginning fund balance of $46.9 million and revenues of $171.3 million. Estimated total revenues for FY 2008 are expected to increase approximately $14.0 million (8.9%) from the FY 2007 year-end estimate. The increase from the prior year-end estimate is attributable primarily to increases in city sales tax, state-shared revenues and license and fee revenues. The city’s overall General Fund revenue projections are based on historic trend data, expected population increases, disposable personal income, inflation, performance of the national, state and local economies and statistical analyses. Summary of General Fund Revenue (Excludes Street Funds) Sales Tax 39% Development Fees 3% Property Tax 2% Miscellaneous 5% Court/Lic./Fees 7% State Shared 41% Franchise Fees 3% 38 Return to TOC BUDGET SUMMARY Revenues City Sales Tax 10-Year Fiscal History Thousands $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 City Sales Tax: City sales tax represents 39.4% of the General Fund total operating resources and is expected to be Glendale’s second largest source of locally generated revenue. The General Fund receives 1.2% of the city’s 1.8% sales tax on all retail sales occurring within the city. For FY 2008 the adopted revenue budget is $67.6 million, which is approximately a $3.9 million, or a 6.1% increase over the FY 2007 year-end estimate of $63.6 million. This forecast is in line with the forecasts of retail sales growth in the 5% - 7% range that experts on the Arizona economy have projected. '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 This revenue source has performed very strongly in recent years as reflected in an annual average growth rate of 9.7% between FY 2002 and FY 2006. It is expected to continue growing as new retail development expands to undeveloped areas of the city. State-Shared Revenues: State-shared revenues include state income tax, state sales tax, and motor vehicle in-lieu tax, which are shared with all cities and towns throughout the state. The formula for distribution of the sales and income tax revenue is based upon the relation of the city’s population to the total state population. Under this distribution method, mature cities reaching build-out will see their portion of stateshared tax revenues decrease, as rapidly growing cities receive a greater share of the revenue distribution. The motor vehicle in-lieu distribution is based on the city’s population in relation to the total incorporated population of Maricopa County. The State Department of Revenue collects and distributes funds to cities and towns for these revenue sources. State Shared Revenue 10-Year Fiscal History Thousands $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 Sales Income MV In-lieu 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 continues to see revenue growth. The city is expected to realize an $8.4 million or 13.8% increase over the FY 2007 year-end estimate of $61.2 million. Stateshared revenue represents 40.6% of the General Fund total operating revenue resources and is expected to be Glendale’s largest source of revenue. 39 Return to TOC BUDGET SUMMARY Revenues For FY 2008 the adopted revenue budget for state-shared income tax is $34.1 million, which is approximately a $6.6 million or a 24.0% increase over the FY 2007 year-end estimate of $27.5 million. Income tax disbursements to cities lag behind collections by two years, so strong performance in FY 2008 reflects a 28.5% increase in Arizona income tax collections from FY 2006. Cities and towns share in a 5.0% sales tax collected by the state. The forecast calls for FY 2008 state-shared sales tax of $24.6 million reflecting a growth rate consistent with that used for the city sales tax. State motor vehicle in-lieu tax is part of the vehicle license fees collected by the state. The adopted budget for FY 2008 is $10.9 million. Primary Property Tax: As a result of increasing assessed valuation the city reduced the primary property tax from $0.2925 to $0.2681 for FY 2008. Using Maricopa County estimates for assessed valuation, a primary property Primary Property Tax tax rate of $0.2681 per $100 of assessed 10-Year Fiscal History valuation will result in revenues of Thousands approximately $3.9 million. This is a slight $4,000 increase from FY 2007 receipts and the $3,500 increase is attributable primarily to $3,000 appreciation of existing property values as $2,500 well as new construction in the city. To $2,000 ease the tax burden for existing residents $1,500 the property tax rate was reduced from $1,000 $1.72 to $1.62. The current levy is below $500 the legal maximum, and the city is in $0 compliance with applicable property tax '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 law. Development Fees: Development-related fees include building permits, right-of-way permits, plan review fees, rezoning fees and engineering and traffic engineering plan Development Fee Revenue check fees. Fee revenues tend to reflect the 10-Year Fiscal History Thousands economic health of the construction sector. $7,000 Development fee revenue is predicted to decrease to almost $5.4 million in FY 2008. Traffic Eng. $6,000 This represents a decrease of nearly $1.0 Engineering $5,000 million from the FY 2007 estimate, which Rezoning $4,000 represented a spike in major new Plan Check $3,000 developments, such as the commercial, ROW $2,000 retail, and housing construction activity around the Glendale Arena, University of Bdg Permits $1,000 Phoenix Stadium and the Loop 101. $0 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 40 Return 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 $4.3 million for FY 2008. 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 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 Gas/Elec. License and Fee Revenue 10-Year Fiscal History Cable License and Fee Revenues: This revenue category includes business and professional $9,000 Security licenses, sales tax licenses, liquor licenses, $8,000 Bus/Prof special regulatory licenses, recreation fees, $7,000 Cemetery fire department fees, library fines and fees, $6,000 Library cemetery fees, arena fees, rental income and $5,000 SRP security fees related to partial reimbursement Fire $4,000 of public safety service costs for game days at Rec. $3,000 Bus. Lic. the University of Phoenix Stadium. As a $2,000 Liquor group they are expected to generate $8.6 $1,000 Sales Tax million in FY 2008. This represents an $0 Arena increase from the FY 2007 year-end estimate, '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 primarily due to the expected revenue generated from recreation fees at the new Foothills Recreation Center and new fees related to mega event security. Thousands Rent 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 $3.1 million in FY 2008. Thousands Court Revenue 10-Year Fiscal History $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 Other Revenues: This revenue category includes interest, staff and administrative chargebacks, rental income, capital lease proceeds, sale of assets and miscellaneous revenues. The forecast calls for FY 2008 revenues of approximately $8.9 million, a slight decrease from the FY 2007 estimate. 41 Return 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. This revenue source is subject to the same economic fluctuations as the general sales tax. The projected revenue for FY 2008 is $3.7 million for Police and $1.9 million for Fire. Streets Fund Revenues Police And Fire Special Revenue 10-Year Fiscal History Thousands $6,000 $5,500 $5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '99 '00 '01 '02 '03 Police '04 '05 '06 '07 '08 Fire Street Fund revenues come from the state’s Highway User Revenue Fund (HURF), which consists of gasoline and other fuel taxes (the taxes are based on volume not on price of fuel), driver’s license and vehicle registration fees, and other transportation-related fees and taxes. The state distributes the revenue based on a complex distribution formula that spreads a portion of the money across the state solely on the basis of population while the remaining money flows to those areas with the highest gasoline and other fuel sales. This revenue must be accounted for separately and used only for eligible street and highway purposes. HURF Revenue 10-Year Fiscal History 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 2008 the adopted revenue budget for HURF is $17.0 million, which is a $168,169 or a 1.0% increase over the FY 2007 year-end estimate of $16.8 million. Thousands $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $0 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 42 Return to TOC BUDGET SUMMARY Revenues Airport Fund Revenues Airport revenues consist of user fees (60.0%), lease proceeds (4.0%) and a transfer from the General Fund (36.0%). Airport User Revenue 10-Year Fiscal History Thousands $400 $350 $300 $250 $200 $150 $100 $50 $0 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 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 Jobing.com Arena and University of Phoenix Stadium, in conjunction with planned improvements to attract corporate jet customers, has and should continue to provide additional business opportunities for the airport. Revenues for FY 2008 are projected to be $378,060. Transportation Fund Revenues Transportation Funding Sources The primary source of transportation revenue for operations is sales tax General revenue received from the Fund 1% Misc. Transportation Referendum Tax (0.5%) 1% approved by voters in 2001. This tax Transport. funds the Glendale Onboard (GO!) Tax 23% Transportation Program, and is expected to generate an estimated $26.0 million in FY 2007 and $27.6 million in FY 2008. These funds are used for various transit-related projects Lottery and expanding public transit services. 1% Other sources of revenue within the Bonds Transportation Fund include $200,000 Grant Funds 74% in transit revenues and $1.0 million in 0% interest earnings. In total, revenues are projected to be $119.1 million in FY 2008, which is a $92.1 million or a 340.3% increase over the FY 2007 year-end estimate of $27.1 million. The increase is due to the planned issuance of bonds in FY 2008 of $90.0 million, which will be used to fund capital improvements related to transportation. 43 Return 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 $1.1 million in FY 2008. 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 2008, water sales and sewer fees will make up $58.2 million of total revenues for Bond Sewer this fund. Bond proceeds will yield an Proceeds Revenue additional $53.1 million and development 45% 20% impact fees (DIF) $5.0 million. Overall revenues for the Water/Sewer Fund amount to $118.6 million in FY 2008. Effective October 2007, water and sewer fee Other adjustments will result in a 13.0% and 12.0% Revenue 2% increase in revenues. Based on the city’s Water Dev. Fees block rate structure, those using less water Revenue 4% 29% will experience a smaller overall rate increase. The cumulative impact on the median single-family customer will be an increase of $4.16, or just under a 9% increase, from $46.27 to $50.43 per month. These increases are necessary to ensure the funding of costs related to providing high quality services and capital projects. 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 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 Water Sewer 44 Return to TOC BUDGET SUMMARY Revenues Landfill Fund Revenues Glendale’s internal divisions are charged an internal rate for use of the city landfill, and will generate $2.8 million of landfill revenues. Outside users are expected to account for $3.3 million of FY 2008 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 $1.4 million. Total projected revenues for FY 2008 are $10.3 million. Landfill Revenues Misc. 13% Internal Charges 27% Recycling 27% External Charges 33% Internal Division Tipping Fees: The current internal tipping fee paid by city divisions is $14.35 per ton, which is an increase from the rate of $13.28 charged in FY 2006. Internal tipping fees will generate $2.8 million for the Landfill Fund in FY 2008. External User Tipping Fees: Tipping fees paid by private haulers and other cities using the Glendale Landfill will generate $3.3 million in revenue in FY 2008. The drop after FY 2002 was due to two major clients not renewing their contracts. The tonnage rate will also increase from $27.25 in FY 2007 to $29.25 in FY 2008. 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 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 45 Return to TOC BUDGET SUMMARY Revenues Sanitation Fund Revenues The city has prepared five-year Sanitation Revenues financial plans for the Sanitation and Landfill Enterprise Funds. These Commercial plans consider operating and capital Residential 29% costs, equipment replacement, rate 61% 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, landfill rates have a major impact on sanitation Misc. rates. Glendale’s residential 10% sanitation rate for FY 2008 is $14.90 and was last changed in December 2004. Upward adjustments to some of the commercial sanitation rates will be effective FY 2008. The residential and commercial fees are reviewed annually to ensure revenues are sufficient to cover operating costs, capital costs, and provide a cushion for unanticipated expenses. The FY 2008 revenues of $15.6 million come primarily from two sources: residential fees, projected at $9.6 million, and commercial fees, projected at $4.5 million. Sanitation Service Fees: Commercial fees charged to business and apartment accounts will amount to approximately 29.0% of revenues in FY 2008. The Sanitation Division has dedicated a position to help secure new business accounts, and commercial rates are being reviewed. Residential Sanitation Fees 10-Year Fiscal History Valley Sanitation Rates (Based on FY 2007 Published Rates) (Per Month) Thousands $25.00 $10,000 $9,000 $20.00 $8,000 $7,000 $15.00 $6,000 $10.00 $5,000 $4,000 46 Return to TOC Phoenix Mesa Tempe Gilbert Avondale '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 Chandler $0 Glendale $0.00 $1,000 Scottsdale $2,000 Peoria $5.00 $3,000 BUDGET SUMMARY Expenditures EXPENDITURES The FY 2008 Operating Budget The FY 2008 Operating Budget totals $363.2 million, which is an increase of $26.3 million or 7.8% higher than the FY 2007 budget of $337.0 million. One-time additions to the budget account for $14.9 million. These additions will not recur in future years, and include costs related to equipment purchases for both new and existing facilities, staffing and training costs related to the Super Bowl, contractual services for Westgate and other major developments, downtown beautification and promotion projects and other onetime expenditures related to new hires throughout the city. Ongoing additions to the budget total $28.5 million. These additions are attributable to employee merit and pay range adjustments, operations and maintenance expenses related to the Convention Center-Media Center-Cable Studio-Parking Structure at Westgate and the Public Safety Training Facility, staffing expenses for NFL football games and other events, water/sewer expenses, motor fuels and additional staffing throughout the city. Operating Budget Changes There are several significant additions to the city’s operating budget. In FY 2008, public safety was once again a priority, but Council still managed to address critical operating needs throughout the organization as well. In fact, the overall staffing throughout the organization was increased to meet the everyday demand for city services. The City’s authorized staffing increased by 69.0 full-time equivalents (FTE’s) over last year. Examples of some of the permanent positions and other significant non-staffing additions to the FY 2008 budget include: • The Police Department added 14 permanent positions, five in the General Fund and nine in the Police Special Revenue Fund. These positions consisted of ten police officers, two management aides and two police communication specialists. Other non-staffing related base budget increases addressed needs for prisoner maintenance, vehicle and systems maintenance, additional patrol cars, motor fuels and equipment to outfit public safety personnel. • The Fire Department added six firefighter positions in FY 2008, three within the General Fund and three within the Fire Special Revenue Fund to augment the six positions they received during FY 2007 for the Glendale Regional Public Safety Training Facility. Other non-staffing related base budget increases addressed needs for costs associated with dispatching and communications through the Phoenix Regional Dispatch service, emergency medical services overtime, vehicle repairs, motor fuels and building maintenance. 47 Return to TOC BUDGET SUMMARY Expenditures • To address goals related to a vibrant city center, Council approved four full-time positions (two service workers and two security guards) that are dedicated to the downtown area. A special events coordinator was also added to help coordinate the various signature events that take place during the year in downtown Glendale. In addition, two code compliance officers were added to help serve the entire city and provide expanded coverage seven days a week. • The Transportation Department will be adding just over $5.0 million in ongoing funding within the Transportation Fund. The funding will be used to cover increasing costs associated with pavement management, fixed route expansion, streetlight maintenance, traffic mitigation and operations and maintenance costs associated with the new Loop 101 park-n-ride facility. Comparison of Program Budgets Comparison of Operating Budget Millions $80 $70 $60 $50 $40 $30 $20 $10 $0 $310 $240 Po lic e Fi el d O ps Ut ilit ie s $170 $100 FY 2007 Base Budget Ongoing Inc FY 2008 One-Time Inc Carryover FY 2006 FY 2007 FY 2008 Fi re $380 HR Tr an sp Pa . rk s/ Li Re br c ar y & Ar ts Millions • The Utilities Department added 21 positions, with 11 of those positions stationed at the new water treatment plant called the Oasis Water Campus. Other positions were added to bolster security at water/sewer facilities and within the West Area Plant and Wastewater Collection Division. Non-staffing additions to address rising chemical, electricity and line supplies costs that are essential to all water/sewer facilities are the driving forces behind the $5.8 million that will be added to the Utilities base budget in FY 2008. • The Field Operations Department will add a service worker to the Landfill Fund and will increase the base budget to cover growth related expenditures like parts, maintenance, radios and recycling containers. The Sanitation Fund will add five additional FTEs to handle increased work loads in the Loose Trash and Sanitation Roll-off Divisions. 48 Return to TOC BUDGET SUMMARY Expenditures Table 2 includes the ongoing and one-time supplemental requests for various city departments. It also calculates the percentage increase for the department from the FY 2007 operating budget. Table 2: Selected FY 2008 Budget Supplementals (All Dollars in Thousands) Department % Increase from FY 2007 Amount Police Department $9,062 13.4% Utilities $7,185 15.4% Transportation $6,366 27.5% Fire Department $3,943 11.3% Field Operations $2,477 4.9% Conv./Media/Parking $1,352 58.9% Building Safety $1,332 28.2% Economic Development $993 45.9% Neighborhood Imp. Gr $700 44.3% City Attorney $678 20.2% Marketing and Comm. $512 12.2% Info. Technology $464 6.2% City Court $446 8.9% Homeland Security $421 33.5% Code Compliance $222 13.2% Intergovt. Programs $108 17.1% Comm. Partnerships $83 0.5% Engineering $55 1.4% Library & Arts $41 0.4% Parks & Recreation $27 0.2% $6,869 19.4% $43,337 12.9% All Other Total Supplementals 49 Return to TOC BUDGET SUMMARY Expenditures Operating Budget Summary In most cases, Glendale’s fund structure coincides with the city’s organizational and program structure. Table 3 shows the year over year changes in the operating budgets for some of the City’s largest operating funds. It is sorted in descending order based upon the size of the FY 2008 operating budget. The “other” category includes approximately 20 remaining internal service, grant and/or special revenue funds. Table 3: Operating Budget Summaries FY 2007 & FY 2008 (All Dollars in Thousands) 2007 Budget 2008 Budget $166,945 $172,173 3.1% Water/Sewer Fund-2360 $43,162 $51,994 20.5% Benefits Trust Fund-2580 $19,600 $23,066 17.7% Transportation-1660 $10,350 $15,634 51.1% Sanitation Fund-2480 $14,117 $14,693 4.1% Streets-1340 $16,434 $13,965 -15.0% General Services-1040 $8,769 $9,206 5.0% Housing-2500 $8,374 $8,707 4.0% Other Grants Fund-1840 $5,607 $8,707 55.3% C.D.B.G.-1320 $4,230 $4,119 -2.6% Police Spec. Rev.-1700 $3,056 $4,002 31.0% National Events Res.-1010 $5,010 $3,411 -31.9% Vehicle Replacement-1120 $3,174 $3,030 -4.5% Risk Mgmt Trust Fund-2540 $2,760 $2,760 0.0% Tech. Replacement-1140 $3,659 $2,608 -28.7% Training Fac - Rev-2530 $350 $2,188 526.0% Fire Spec. Revenue-1720 $1,838 $2,071 12.7% Stadium Agrmt. Rev.-1790 $1,123 $1,700 51.4% HOME Fund-1300 $1,832 $1,594 -13.0% Workers Comp Fund-2560 $1,407 $1,407 0.0% Park Self Sustain.-1880 $1,355 $1,358 0.2% $13,798 $14,839 7.5% $336,951 $363,230 7.8% Fund General Fund-1000 Other Total Operating Budget 50 Return to TOC 2008 vs. 2007 BUDGET SUMMARY Expenditures Percentage of Operating Budget by Group for All Funds Public Works 27% Public Safety 28% Com m . Dev. 10% Non-Dept & Grants 1% Appointed & Elected Officials 3% Com m . Svcs. 12% Adm in. Svcs. 8% Internal Svcs. 11% The largest group, regardless of funding source, is Public Safety at $103.7 million, which makes up 28.5% of the total operating budget. Services provided by this group include police and fire protection, emergency medical services, related support services such as 9-1-1 dispatch and emergency preparedness and response. 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 Homeland Security Department is also part of this group. The second operating group is the Public Works Group, which accounts for $100.0 million or 27.5% of the total operating budget. The public works group includes the Utilities, Field Operations and Environmental Resources departments. These departments provide water/sewer treatment and transmission services; street and right-of-way maintenance; solid waste collection and disposal services, as well as recycling operations; building and equipment maintenance services; 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 Community Services Group provides services that are probably the most visible to the public and includes the following departments: Community Partnerships, Library & Arts, Neighborhood Improvement Grants, Parks & Recreation and Residential Infill Housing. The services include the provision of parks, open space, and recreation activities; library services such as programs that promote life long learning, literacy and the love of reading; and the public 51 Return to TOC BUDGET SUMMARY Expenditures 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 11.5% of the total operating budget, or $41.9 million. The Internal Services Group includes those operations reporting directly to the city manager or assistant city manager. These departments account for 11.2% ($40.8 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 & 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 9.9% ($36.0 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 Administrative Services Group accounts for $28.0 million (7.7%) of the total operating budget. Departments within this group include Economic Development, Finance, Information 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 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% ($10.7 million) of the operating budget and includes the operation of the Mayor’s Office, City Council Office, City Clerk’s Office, City Attorney’s Office 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 little over 0.6% ($2.2 million) of the operating budget. 52 Return to TOC BUDGET SUMMARY 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 2003-04 2004-05 2005-06 2006-07 2007-08 1,188.05 1,260.91 1,300.26 1,388.76 1,411.76 181.25 191.25 200.25 220.25 241.25 Streets-1340 96.00 96.00 96.00 97.00 97.00 Sanitation Fund-2480 65.00 68.00 69.00 70.00 75.00 Transportation-1660 42.25 42.25 43.25 49.25 50.25 Landfill Fund-2440 37.00 38.00 39.00 42.00 43.00 General Services-1040 42.00 42.00 39.00 42.00 42.00 Police Spec. Rev.-1700 33.00 33.00 33.00 33.00 42.00 Housing-2500 23.00 25.00 25.00 25.00 25.00 Fire Spec. Revenue-1720 18.00 18.00 18.00 18.00 21.00 Training Fac - Rev-2530 0.00 0.00 0.00 4.00 12.00 11.00 11.00 10.50 10.50 11.50 C.D.B.G.-1320 8.75 8.75 8.75 8.75 8.75 Civic Center-1740 6.00 6.00 6.00 7.00 7.00 Airport-1760 5.00 5.00 5.00 5.00 5.00 Park Self Sustain.-1880 2.00 4.00 5.00 5.00 5.00 Telephone-1100 1.00 1.00 1.00 1.00 1.00 Tech. Replacement-1140 0.00 0.00 0.00 0.00 1.00 Court Fund-1240 3.00 3.00 3.00 1.00 1.00 Arts Commission-1220 1.00 1.00 1.00 1.00 0.00 Stadium Special Rev.-1280 6.00 20.00 13.00 3.00 0.00 11.00 1.00 0.00 0.00 0.00 1,780.30 1,875.16 1,916.01 2,031.51 2,100.51 General Fund-1000 Water/Sewer Fund-2360 Other Grants Fund-1820-1840-1860 Arena Dev/Rvw/Inspec-2260 Total 53 Return to TOC BUDGET SUMMARY Expenditures 7 6 5 4 3 2 1 0 '99 '00 '01 '02 '03 '04 '05 '06 '07 Employees Per 1,000 Population FY 2007 - Valley Cities 12 10.6 11.1 11.5 9.2 9 8.3 8.5 7.3 54 Return to TOC Scottsdale Phoenix 3 Tempe 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 2007 except for the City of Glendale’s, which represents the FY 2008 ratio. 8 FY08-Glendale The total authorization of 2,100.51 FTE positions will serve an estimated population of 246,160 by July 2007. This results in a staffing ratio of 8.53 employees per 1,000 residents in FY 2008. 9 Peoria The FY 2008 budget increases the total authorized staffing by 69.0 FTE’s. Some of the departments receiving additional staff include Police, Fire, City Court, Marketing and Communications, Code Compliance, Fields Operations, Transportation and the Utilities Departments. Schedule 6, found in the Schedules section of this document, provides detail on the city’s authorized staffing by position for all departments. COGAuthorizedStaffing 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. '08 BUDGET SUMMARY Expenditures General Fund Expenditures Included in the General Fund total is the Streets Fund. The total General Fund operating budget for FY 2008 is $186.1 million. At 46.0% or $85.6 million, Public Safety is the largest component of the General Fund budget, followed by the Community Services group at 13.0% and Community Development group at 10.3%. The accompanying graph displays the General Fund budgets by group as a percentage of the whole. P e rc e n ta g e o f G e n e ra l F u n d B u d g e t b y G ro u p P u b lic W o rk s 8% C o m m D e v. 10% Ap p o in te d O fficia ls 6% Com m . S e rvic e s 13% Ad m in . S e rvice s 10% In te rn a l S vcs . 6% P u b lic S a fe ty 46 % N o n -D e p t 1% 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 2008 General Fund operating budgets by group to FY 2007. Table 5: General Fund Budget By Group Comparison (All Dollars in Thousands) Group Public Safety Community Services Community Dev. Administrative Svcs Public Works Internal Services Appointed Officials Non-Departmental Total FY 2007 Budget $76,524 $23,722 $18,128 $26,514 $17,800 $9,311 $9,776 $1,604 $183,379 55 Return to TOC FY 2008 Budget $85,642 $24,205 $19,079 $18,893 $15,302 $11,024 $10,361 $1,632 $186,138 FY 2008 Percent of Total 46.0% 13.0% 10.3% 10.2% 8.2% 5.9% 5.6% 0.9% 100% BUDGET SUMMARY Expenditures General Fund Transfers to Other Funds The General Fund supports a number of other funds within the city. A net transfer amount of $23.5 million will be transferred to other funds in FY 2008. The largest of these transfers include $15.7 million to the Municipal Property Corporation debt service fund and $3.7 million for the Streets Debt Fund for HURF debt service obligations. A transfer of $881,798 will be made to the Marketing Special Events Fund and another $900,000 will go to the Transportation Fund. Other transfers will go to the Civic Center, Airport, Housing, various grant funds and the Stadium. Transfers between funds are detailed in Schedule 4 of the Schedules section of this document. Police and Fire Special Revenue Funds Expenditures These fund resources are primarily designated to support the salaries of additional police officers and firefighters. A total of $4.0 million will be appropriated from the Police Special Revenue Fund to provide police services, and $2.1 million from the Fire Special Revenue Fund is designated to provide fire protection and emergency medical services. The Police fund supports 32 police officers, six police detention officers and four police communication specialists; while the Fire fund supports 17 firefighters and four fire engineers. Transportation Fund Expenditures The Transportation Fund includes Transportation Fund Budget operating and capital expenses related to providing public transit services in Capital accordance with the (GO!) 87% Transportation Program. Although the majority of expenditures from this fund totaling $106.0 million are budgeted for capital outlays, the total operating budget exceeds $15.6 million. The largest portion of Operations operating expenses is for the 13% Transportation Program Management Division which includes $5.5 million of funding for the pavement preservation program, as well as various other items. The second largest portion is used to pay for the fixed-route service, which amounts to $5.1 million. These services were recently expanded in Glendale as part of the voterapproved GO! initiative. In addition, $3.0 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. 56 Return to TOC BUDGET SUMMARY Expenditures Airport Fund Expenditures The Airport Fund operating budget is $590,798, which is funded by airport revenues of $378,060 with the remainder 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. Water/Sewer Fund Expenditures In Arizona’s desert environment, water treatment and delivery is one of the most essential services the city provides. Glendale is fortunate to have reliable, long-term sources of water from the Salt River Project, the Central Arizona Project (Colorado River water) Water/Sewer Fund Budget and groundwater. Although water from these sources is becoming more expensive to obtain and treat, Glendale water rates are reasonable when Operations 24% compared to both local and national Capital 67% standards. Debt Service 9% The operating budget for this fund is $52.0 million for FY 2008, with $147.6 million in capital outlays and $20.0 million in debt service payments planned from this fund. Landfill Fund Expenditures The total operating budget for FY 2008 is $7.5 million, compared to $7.4 million in FY 2007. The FY 2007 capital budget includes $2.6 million for equipment replacement and fiber optics installation that was scheduled for last year but will be carried over into FY 2008, as well as debt service payments totaling $216,039. FY 2008 will be the seventh 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. 57 Return to TOC BUDGET SUMMARY Expenditures Sanitation Fund Expenditures The total operating budget for FY 2008 is $14.7 million, up 4.1% from $14.1 million in FY 2007. Increasing demands within the residential loose trash division will require the addition of three service workers and a crew leader in FY 2008. The cost to pay and outfit the additional crew is $362,207. The sanitation roll-off division will also be adding one additional employee to keep up with growth and there were increases related to the cost for disposal fees that further increased the base budget in FY 2008. The FY 2008 capital budget includes $2.8 million for the purchase of both front and side load trucks, as well as equipment replacement. Benefits Trust Fund Expenditures The Benefits 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 $23.1 million for FY 2008, which represents an increase of 17.7% from FY 2007 and reflects the rising costs of healthcare premiums and medical claims payments, as well as an increase in the number of FTE’s employed by the City. The beginning fund balance is projected to be approximately $4.7 million. $1.0 million of this amount will be used during FY 2008 to help offset the increasing costs of health, dental and life insurance expenses. Therefore, the ending fund balance is projected to be $3.7 million in FY 2008. Capital Improvement Plan Expenditures Percentage of Capital Improvement Plan Projects by Type Economic Development 4% Trans./ Streets 40% Other 9% Flood Control 4% Parks 3% Water/Sewer 35% Public Safety 5% The total capital improvement budget for FY 2008 is $418.8 million. This includes carryover appropriation from FY 2007 of $195.0 million to complete existing projects and $223.8 million for new projects. This is a slight decrease of $16.2 million, or 3.7%, compared to the FY 2007 capital improvement budget of $435.0 million. For more details, please refer to the Capital Improvement Plan section of this document. 58 Return to TOC BUDGET SUMMARY Expenditures Debt Service Expenditures The City has used debt financing for a number of years to finance most capital projects. 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 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 G.O. Bonds 33% MPC Bonds 34% Revenue Bonds 27% HURF Bonds 6% The total debt service budget for FY 2008 is $74.4 million, compared to $53.0 million in FY 2007. This represents an increase of 40.3% or $21.4 million which was driven by previous Municipal Property Corporation debt issuances for some capital projects such as the Convention Center/Media Center/Parking Garage facilities in west Glendale, as well as the Public Safety Training Facility. 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 section in this budget document. 59 Return to TOC BUDGET SUMMARY Conclusion CONCLUSION This Budget Summary is intended to provide a general overview of the FY 2008 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 were initiated in FY 2004 and continue to be based on the City Council’s strategic priorities. In future city budgets, the Mayor and Council’s vision for the community will continue to 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 and expenditures, debt service 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 Annual Report 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 60 Return to TOC FINANCIAL GUIDELINES 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 and special revenue 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 61 Return 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 is guided by City Council’s continued vision of ‘one community’ and the supporting strategic goals and key objectives. 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. Consequently, the Five-Year Forecast identifies the direction in which the city is headed based on information known at the time it is updated for the annual budget document. The forecasting process is continuous, with fine-tuning adjustments 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. 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 GF. The model is updated and refined each year before the city’s annual budgeting process begins. 62 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast 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, Bank One Economy Outlook Center, the L. William Seidman Research Institute at 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 each module, the modeling program generates updated fiscal projections. 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. 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 help generate estimates with likely short-term and long-term financial consequences and overall fund balances. As with all financial 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? HOW ARE COSTS AND REVENUES ESTIMATED? In order to achieve the most reasonable projections for anticipated revenues and expenditures, 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. 63 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast 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 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. 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 64 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast 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 99%. In terms of real purchasing power, $103.60 in goods purchased in 1984 would cost approximately $205.70 in 2006. 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 1995 Index 103.6 108.0 110.5 114.3 119.0 124.6 131.5 137.3 142.0 146.2 149.6 153.5 % Increase Base Yr 4.25% 2.31% 3.44% 4.11% 4.71% 5.54% 4.41% 3.42% 2.96% 2.27% 2.61% Year 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Index 157.6 161.4 164.4 168.9 174.8 181.2 184.7 188.6 193.0 198.9 205.7 n/a % Increase 2.67% 2.41% 1.86% 2.74% 3.49% 3.66% 1.93% 2.11% 2.33% 3.06% 3.42% n/a The general inflation rate has been averaging about 2.70% since 1997 (ten years). From 2002 to 2006, the five-year average inflation rate has been lower, averaging 2.57%. However, the last two years have averaged 3.24%. During the first three months of 2007, the inflation factors have 65 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast increased to 207.8, 209.0 and 210.8. The March figure reflects a 3.07% increase from 2006. Therefore, we took a conservative approach in the current forecasting model and estimated an average inflation rate of about 3.42% for each year. Even though this is the highest inflation rate we have seen in five-years, we felt it was prudent given the current economy. POPULATION CHANGES Arizona experienced rapid population growth over the past two decades. Glendale’s population was no exception as it almost doubled over 20 years, from 117,348 residents in 1984, to approximately 233,281 residents in 2004—a 98.8% increase. Population growth appeared to level off in 2005 with an increase of 1.16%. However, the increase of 7,894, or 3.35% for 2006 reflects a new base population of 242,396 as determined by the September 2005 mid-decade census. The following table shows the historical and projected population growth and percentage increases for years 1984 through 2011, 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 at Start of Fiscal Year 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% d Year 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007* 2008* 2009* 2010* 2011* Population 196,820 208,095 219,705 224,703 227,763 231,288 233,281 235,987 243,881 246,160 248,621 251,107 253,618 256,154 % Increase 2.72% 5.73% 5.58% 2.27% 1.36% 1.55% 0.86% 1.16% 3.35% 0.93% 1.00% 1.00% 1.00% 1.00% 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 d Increase reflects new base population from September 2005 Census survey All population counts and estimates from 1995 forward include Luke AFB 66 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast EMPLOYEE SALARY ADJUSTMENTS The forecasting models are programmed to include pay range adjustments (previously referred to as a cost of living adjustment or COLA) for city employees. With the guidance of the Human Resources Department, Council sets a target of providing a pay range adjustment that is based on a market survey of other Valley cities and therefore may 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. Pay range adjustments and merit increases are not automatically given to non-step plan employees; Council must specifically approve merit and/or pay range adjustments for non-step plan employees for the upcoming fiscal year as part of the budget development process. 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. They are called step plans and apply to sworn positions not classified as managerial. These pay plans are based upon years of service, or steps, and merit increases are automatic as the 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. In FY 2008, the city will increase by 3% the minimum and maximum salary for all job classifications not included in the public safety step plan. This adjustment creates earning potential for employees depending on their performance appraisal. In other words, if an employee were at the top of the range for their job classification, that employee normally would not receive any additional compensation for a favorable performance appraisal. However, since the top of the pay range was adjusted up 3%, these employees now have the additional earnings potential that accompanies a positive performance appraisal. In addition, the city’s performance management system works on the basis of merit increases, typically in 4% or 5% increments, for those who receive “meets expectations” on their respective annual performance evaluations. The Human Resources Department anticipates that over 75% of the workforce will fall into this category. In FY 2008, the city will pay a 5% merit to those employees who meet expectations and will continue to administer two additional categories for merit pay adjustments: “improvement needed” (2%) and “above expectations” (6%). As in previous years, if an employee “does not meet expectations” that employee would not receive a merit increase. This methodology covers all employees not included in the public safety step plans. 67 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast EXPECTED CHANGES TO EXPENDITURES The identification of issues and concerns that will affect the overall cost of providing the high quality services that our citizens have come to expect is a critical part of the forecasting process. For example, 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. The need for additional public safety services is likely to increase as Glendale’s population continues to grow. Over the course of the FY 2008 budget workshops, City Council provided clear direction to allocate more funds for public safety services. As a result, the current FiveYear Forecast includes over $22 million of costs for GF ongoing public safety needs including additional staffing (both sworn and non-sworn), scheduled merit/pay plan increases, and routine operating expenses like vehicle and prisoner maintenance. These costs make up 66% of the costs included in the Five-Year Forecast. The City of Glendale has also proposed an increase in the dedicated Public Safety Sales Tax from 1/10th of one cent to one-half of one cent in order to accelerate the enhancement of public safety services for the community. This measure will go to the voters in September 2007. Other mandatory type expenditures, including retirement costs, health benefits and rising fuel costs make up another $3 million in the current GF Five-Year Forecast. The remaining components of the Five-Year Forecast are discussed in the following sections. OPERATING COSTS ASSOCIATED WITH THE CIP The operating and maintenance costs associated with the capital improvement plan (CIP) comprise 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 ongoing operations and maintenance (O&M) costs associated with capital projects scheduled to come on line in the next five years. The current GF forecast includes operational and maintenance expenses of $6.0 million related to CIP projects. Examples of CIP projects that will be coming on-line during the forecast period, and that will have a GF operations and maintenance impact, include the following: • • • • • Convention Center/Media Center/Parking Garage facilities at the Westgate development, Downtown parking garage, City court building, Public safety communications equipment and upgrades, West area pool, 68 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast • • • West area library. Right-of-way and street maintenance crews and equipment, and Various renovations and improvements to parks and recreation facilities. Refer to the CIP section of this budget book for additional details on these projects. 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 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 and continued to receive regularly scheduled replacements of key service related equipment. GF contributions resumed at the 50% level in FY 2005 (half in ongoing funds and half in onetime funds), at 75% in FY 2006 (50% ongoing and 25% one-time), and 100% in FY 2007 (75% ongoing and 25% one-time). For FY 2008, the funding level will remain at 100% (75% ongoing and 25% one-time) and this amounts to just under $1 million dollars. The city has been 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. Refer to Schedule 8 in the appendix of the budget book for a listing of the capital lease debt service for the city’s various funds. The forecast also includes a $9 million increase in the long-term Municipal Property Corporation (MPC) debt service associated with the new regional public safety training facility, infrastructure improvements for the Zanjero development, and the new convention center/media center/parking garage facilities at the Westgate development. Refer to Schedule 7 for a detailed listing of the current principal and interest payments related to the City’s debt service agreements based on the financing in place at the time the annual budget document was produced. 69 Return 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. Ongoing revenues are expected to continue increasing through FY 2012, 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 2007 and FY 2008. The other notable GF revenue sources include HURF, the primary property tax, municipal court fees, and user fees and charges for city services like building inspections, plan reviews, 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) $250,000 $200,000 $150,000 $100,000 $50,000 $0 '95 '96 '97 City Sales Tax '98 '99 '00 State Shared '01 '02 '03 '04 Prim Prop Tax 70 Return to TOC '05 '06 '07 HURF '08 Fees '09 '10 '11 Other '12 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 Management and Budget Department 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 39.4% of the city’s GF revenue budget for FY 2008. This percentage has been stable, fluctuating slightly between 34% and 40% since FY 1999. The FY 2008 city sales tax forecast calls for an increase of $3.9 million, or 6.2%, over the FY 2007 yearend estimate of $63.6 million. This forecast is in line with the forecasts of retail sales growth in the 5% - 7% range that experts on the Arizona economy have projected. 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) 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 '03 '04 '05 '06 '07 Actual '08 Projected 71 Return to TOC '09 '10 '11 '12 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 and adjusted for the revenue actually collected by the state as its distribution to the cities lags by two year. 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. The most significant component of state-shared revenue is income tax. The city’s share of state income tax revenue for FY 2007-08 will reflect the personal income growth experienced in 2006. Glendale’s share of state income tax revenue is expected to increase 24.0%, from $27.5 million in FY 2007 to $34.1 million in FY 2008. This sizable increase is expected because the state’s net income tax collection in 2006 grew 28.5%, from $3.5 billion in 2005 to $4.5 billion in 2006. For FY 2008, our projection reflects an overall growth rate of 13.8% for state-shared revenue. State-Shared Revenue Summary In Thousands ($000) 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 '03 '04 '05 '06 '07 Actual '08 Projected 72 Return to TOC '09 '10 '11 '12 FINANCIAL GUIDELINES Five-Year Forecast 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. Property tax revenue can be challenging to predict because of the number and types of variables that affect this revenue source. The driving force in forecasting property tax revenue is the assessed valuation of property. The city’s property tax projection must consider the rate of growth in assessed valuation, the assessment ratios for different types of property, and the components of growth associated with new properties as well as appreciation of existing properties. For FY 2008, Glendale’s total property tax will be reduced from $1.72 per $100 of assessed valuation to $1.62 per $100 of assessed valuation because of the ongoing assessed valuation growth due to appreciation (versus new construction). The decrease will ease the tax burden for existing residents. This rate had remained unchanged at $1.72 since FY 2001. For the future, the city plans to continue lowering the primary property tax rate and increasing the secondary property tax rate by the same amount 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 2007 consists of $0.2925 for the primary tax rate and $1.4275 for the secondary property tax rate. 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). The primary property tax revenue accounts for approximately 2.4% of GF revenues. For FY 2008 the combined property tax levy will consist of $0.2681 for the primary tax rate and $1.3519 for the secondary property tax. These rates are expected to generate a total of $28.6 million ($3.9 million from the primary rate and $24.7 million from the secondary rate). 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, as seen on the next page, reflects a conservative 4% growth in primary property tax revenue for the forecast period. 73 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast 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 '03 '04 '05 '06 '07 Actual '08 '09 '10 '11 '12 Projected Highway User Revenue Fees (HURF) This revenue source is commonly referred to as the gasoline tax. However, there are several additional transportation-related fees that comprise this revenue source, including a portion of vehicle license taxes. Arizona cities and towns receive 27.5% of highway user revenues. The intent of the complex distribution formula the state uses is to spread a portion of the money across the state solely on the basis of population while the remaining money flows to those areas with the highest gasoline and other fuel sales. 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 2008, the city expects to receive $17.0 million in HURF monies, and this amount is expected to grow to $17.7 million by FY 2012. In FY 2008, HURF monies are projected to comprise 9.1% 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, rental income, cemetery services and several 74 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast 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 $19.2 million in FY 2007 to $20.9 million in FY 2012. By FY 2012, this category of revenue is expected to account for about 9.6% of General Fund revenues. Other Revenue This category includes interest income, capital lease proceeds, miscellaneous revenues and general staff and administrative service charges. 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 as well as the self-supporting Transportation Fund. These are services that enterprise fund operations would have to pay outside contractors to provide the services if city departments did not provide them. Consequently, each enterprise fund operation is required to pay its fair share of the cost for these services, which are called general staff and administrative service charges. The Management and Budget Department established these charges based on an indirect cost allocation model that uses various accepted allocation methods and is updated annually. The charges are applied against enterprise fund’s operating budget 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 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 GF 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 general staff and administrative service charges for FY 2007 are $8.0 million. This amount is scheduled to decrease slightly in FY 2008. These revenues are included in the “Other” category in the chart summarizing GF revenue sources. 75 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast 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, as has been done in prior fiscal years. If this does occur, the city would ensure that doing so would not have a significant impact on future years. The city is well aware that use of remaining fund balance to initiate an ongoing program would significantly alter the long-range forecast and have a lasting impact on the capacity of the city to maintain projected levels of services in a balanced budget environment. CONCLUSION Long-range forecasting and modeling are powerful management and decision-making tools. A key objective in long-range forecasting is to estimate the future consequences of past and present decisions. The Five-Year Forecast process reminds us to lift our eyes from the road directly ahead, cast a glance in the rear-view mirror to see where we have been and take a look through the windshield into the future to assess where we are going. The current Five-Year Forecast indicates that if we continue to exercise fiscal discretion and restraint, examine carefully any projects that entail ongoing expenses, practice prudent fiscal management and remain conservative in our financial and strategic planning, we can continue to achieve the following: • Accomplish the goals and objectives set by City Council in this budget year; • Maintain our quality of service commitments to Glendale residents in future years; • Ensure the city’s capacity to meet its future growth and infrastructure needs even in times of national economic uncertainty; and • Balance our annual budgets while retaining adequate contingency reserves. In order to go significantly beyond the commitments outlined earlier in this section, the city would have to increase its revenue base by adding new revenue sources or experience betterthan-anticipated economic performance, and/or decrease its operating expenses by reducing or curtailing programs and services that the city currently provides. 76 Return to TOC FINANCIAL GUIDELINES Financial Plan FINANCIAL PLAN INTRODUCTION The foundation for our FY 2008 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 General Fund 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. 77 Return 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 prior legislative discussions to modify the amount of state-shared income tax revenue to be distributed to municipalities. For FY 2008, state-shared revenue will be distributed in the same manner used for the FY 2007 distributions. 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 prudent approach and assumed growth based on forecasts by experts on the Arizona economy. In April, cities received preliminary estimates of the distribution amounts for FY 2008 and the estimates for Glendale are consistent with those used to build the FY 2008 General Fund revenue budget. 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. This expected growth is fueled by continued increases in population growth and job creation, and complemented by healthy gains in personal income that will be reflected in the FY 2008 state income tax revenue distributed to Glendale. 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 prudent approach to projecting these other revenues for FY 2008. A more detailed discussion of these other revenue sources and the projection for FY 2008 is found in the Budget Revenue Summary section. Population Growth Arizona has experienced phenomenal growth in the past few decades. It is consistently rated in the top tier 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 state-shared revenue. 78 Return to TOC FINANCIAL GUIDELINES Financial Plan 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 Glendale 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. 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 2008 operating budget. For example, a total of 69 new positions have been authorized, with 15 permanent positions added to the General Fund base budget and 54 positions added to the base budget of other funds. 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 that is anchored by the Jobing.com Arena, University of Phoenix Stadium, Westgate and Zanjero. Now ongoing revenue sources have increased sufficiently to support additional staff. Routine Operating Expenses The cost associated with 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 2008 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. The price has hovered around $3.10/gallon since. 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 79 Return to TOC FINANCIAL GUIDELINES Financial Plan 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. 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 2007 and will again in FY 2008 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. Although medical cost increases will add approximately $905,000 to FY 2008 base budgets throughout the city, another $1 million will come from the fund balance to mitigate the overall increase. In addition, premium payments will increase for employees, as will co-pays and other fees for some services. 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 partnered with the cities of Avondale, Surprise, and Peoria, as well as the Maricopa County Community College District, to enhance the function and value of the Glendale Regional Public Safety Training Facility that opened in FY 2007. The facility will train police and fire personnel for the protection of our growing communities. The four partner agencies 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 just to the east of Glendale’s professional sports facilities, the University of Phoenix Stadium and Jobing.com 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. By using this approach, the city takes steps to ensure that new developments pay their fair share for the costs associated with the city services needed to support such developments. A development impact fee update was underway at the time of this document’s publication in June 2007. 80 Return to TOC FINANCIAL GUIDELINES Financial Plan 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. National Events Consideration One of the principal issues that Glendale faces in FY 2008 is related to our status as host city for the Super Bowl. The Super Bowl event is coming to Glendale for the first time in FY 2008. As noted in the FY 2005 - FY 2007 budget books, the costs associated with providing public safety services and other city services to Glendale’s 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). The fund is expected to have a balance of approximately $3.6 million to fund city expenditures in FY 2008 related to the Super Bowl. In addition, partnership opportunities have been pursued to minimize the cost of this event. 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 University of Phoenix Stadium, which opened in August 2006. 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 and FY 2007, more work is planned for FY 2008. 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. As we continue to work through these events, staff will continue to evaluate the costs associated with hosting these world class events to ensure prudent and fiscally responsible use of city funds. 81 Return to TOC FINANCIAL GUIDELINES Financial Plan Administering a Sound Financial Plan If a prolonged economic downturn occurs, and annual revenues cannot support the cost of essential services and infrastructure development, the city’s options might include: • • • Increasing revenues from existing sources such as sales and property taxes or creating new taxing sources; Delaying future growth-related infrastructure development; Reducing operating expenses by cutting budgets for city services such as recreation classes 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 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 (8.53:1,000) personnel-related costs account for 64% 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. 82 Return 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 intense development going on at Westgate. 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. 83 Return 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. Experience has shown that many vehicles are not replaced as originally scheduled because of low mileage or good maintenance history, 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. As is the case with the vehicle replacement fund, experience has shown that the useful life of some technology equipment can be extended and thus the fund accumulates a level of reserve funding for emergency replacements and/or upgrades to existing inventory. 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 or service demands. The introduction to Glendale’s 2008-2017 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 2008. 84 Return to TOC FINANCIAL GUIDELINES Financial Plan 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 might 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 finetuning 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 remained unchanged at $1.72 per $100 of assessed valuation from FY 2001 to FY 2007, the city adjusted the two components of the overall property tax rate. Specifically, the city 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 remained in compliance with the state’s Truth in Taxation law. In FY 2006, Glendale received approximately $21.3 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 2007 remained unchanged at $1.72 per $100 of assessed valuation. This rate generated a total of $23.4 million ($3.8 million from the primary rate and $19.6 million from the secondary rate). The combined property tax rate for FY 85 Return to TOC FINANCIAL GUIDELINES Financial Plan 2008 will be lowered to $1.62 per $100 of assessed valuation, with $3.9 million expected from the primary property tax rate and $24.7 million anticipated from the secondary property tax rate. The property tax rate was lowered in FY 2008 as assessed valuation numbers rose significantly for many properties in cities and towns throughout Arizona. However, the rising costs of construction coupled with the scheduled construction of significant public amenities prevented Council from lowering the rate even further. Therefore, the overall increase in secondary property tax revenue is needed to support the CIP approved by Council. The following graph shows a 10-year history of the property tax rate assessed by the City of Glendale. Property Tax Rates 10-Year Fiscal History (Per $100 of Assessed Valuation) $2.0000 $1.7500 $1.5000 $1.2500 $1.0000 $0.7500 $0.5000 $0.2500 $0.0000 '99 '00 '01 '02 '03 Primary 86 '04 '05 Secondary Return to TOC '06 '07 '08 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 GF fund balance. 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 growth in state shared revenues. For the FY 2005 - FY 2007 budgets, this approach was further modified because this revenue source has performed so strongly in recent years, as shown in the chart below. Percent Change From Prior FY 2001-02 City Sales Tax Receipts $41.4 M 2002-03 $43.5 M 5.1% 2003-04 $49.8 M 14.5% 2004-05 $52.5 M 5.4% 2005-06 $59.7 M 13.7% 2006-07 Est. $63.6 M 6.5% 2007-08 Proj. $67.6 M 6.2% Fiscal Year 87 Return to TOC -- FINANCIAL GUIDELINES Financial Plan For FY 2008, we assumed a growth rate of about 6.2% over this FY’s estimate of $63.6 million, for a FY 2008 projection of almost $67.6 million. This rate of growth in aggregate retail sales is in line with the experts’ prognostications. Furthermore, growth in personal income for the Phoenix metro area is estimated to be between 6.8% - 7.4% for 2007 and 6.6% in 2008 according to a range of experts on the Arizona economy. When compared to the actual growth in city sales tax receipts that Glendale has experienced over the past several FYs, the 6.2% assumed increase is reasonable. As you can see in the preceding table, Glendale experienced an average annual growth rate of 9.7% in city sales tax revenue between FY 2002 and FY 2006 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 2007 to FY 2008. 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 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. 88 Return to TOC FINANCIAL GUIDELINES Financial Plan Building and Maintaining Adequate Contingency Reserves By law, Arizona cities are required to prepare and operate under a City Council-approved balanced budget 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 General Fund surplus revenues is referred to as the General Fund contingency reserve, which is part of the General Fund’s fund balance. Every fiscal year, the contingency reserve is established as a General Fund 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. 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. 89 Return to TOC FINANCIAL GUIDELINES Financial Plan 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, including • • • 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. 90 Return 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 vehicle repair and maintenance, 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. 91 Return to TOC FINANCIAL GUIDELINES Financial Policies 2. Revenues from growth or development should be targeted to costs related to development, or invested in improvements that will benefit future residents or make future service provision efficient. While it is tempting to use growth-related revenue to support current operations, doing so can lead to a crisis when the growth rate decreases. This policy implies a commitment to identifying the portions of the city's revenue stream that result from growth. 3. General Fund appropriations should include a contingency appropriation equal to at least 10% of projected General Fund revenues for the upcoming fiscal year. This contingency appropriation essentially serves as the City’s revenue stabilization account (i.e., rainy day account). As such, it can help to minimize the impact of large fluctuations in sales tax revenues, which is the revenue source most sensitive to changes in the economy. It also can be used to mitigate the negative effects of unforeseeable and unexpected financial situations. 4. Enterprise Funds should include a sufficient unappropriated fund balance to absorb fluctuations in annual revenue. Enterprise funds should also be charged directly for overhead services whenever possible, rather than using an indirect cost allocation. These services include expenses related to employee fringe benefits, risk management and workers compensation insurance costs, telephone charges, and technology and vehicle replacement charges. Provisions should also be made for interdepartmental charges for services such as solid waste collection and disposal, as well as 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 on an ongoing basis. 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. 8. Laws and policies related to limitations on revenue sources should be explicitly addressed in the budget process. These include: 92 Return to TOC FINANCIAL GUIDELINES Financial Policies 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 and Management & Budget Directors, 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. 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. Long-term debt. The City will maintain a secondary property tax rate to support existing and future property tax supported debt. The City should maintain a general obligation debt service fund balance of at least 10% of next year's property tax supported debt service. 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. Inter-fund transfers must be specifically approved by City Council. Any inter-fund transfer that was not approved by City Council during the fiscal year (e.g., award of contract, addition of staff, contract change order) shall be included on the fiscal year end Clean-Up Ordinance. 93 Return to TOC FINANCIAL GUIDELINES Financial Policies D. Salary savings transfers must be approved by the City Manager and are prohibited during the first 6 months of any given fiscal year. However, in the event of an extenuating circumstance, the City Manager may override this policy and authorize a salary savings transfer during the first 6 months of the fiscal year. 11. A Budgetary Control System will be maintained to ensure compliance with the adopted budget. Quarterly budget status reports will be presented to, and reviewed by the City Council to ensure that the city finances are on track with the adopted budget. 12. Revenue Policies A. Diversified and stable revenues will be maintained to ensure fiscal health and absorb short-run fluctuations in any one revenue source. B. User fees for all operations will be examined annually to ensure that fees cover direct and indirect costs of service. Rate adjustments for enterprise operations will be based on five-year enterprise fund plans and/or other comprehensive rate studies. 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. The first five years of the 10-year plan should identify projects that can be completed with identified funding sources, with only the first year of the plan actually appropriated. This 10-year plan may include unfunded projects in the last five years of the plan that carry out the city's strategic and general plans. All projects are assessed regarding 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 associated 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. 94 Return to TOC OPERATING BUDGET City of Glendale Municipal Office Complex APPOINTED & ELECTED OFFICIALS OFFICE OF THE MAYOR COUNCIL OFFICE CITY ATTORNEY CITY CLERK CITY COURT Council Chamber in Downtown City of Glendale Return to TOC Mission and Performance Measure 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 at-large every four years. Councilmembers also are elected to fouryear 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 decisionmaking 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. Councilmembers host meetings in their districts or meet with small groups of citizens throughout the year to resolve local issues. These meetings ensure citizens are informed on projects in and around their homes and businesses and give the Mayor and Council input and feedback from their constituents. The Mayor and Council also communicate with citizens through electronic media such as electronic bulletins and programming on Glendale 11, the city’s cable station. City staff who support the Mayor and Council work closely with constituents to resolve any issues or questions they may have about city services. CITY COUNCIL STRATEGIC GOALS Our Vision for Glendale: “One Community” One Community With Strong Neighborhoods One Community Focused On Public Safety For Citizens And Visitors 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 A City That Is Fiscally Sound ACCOMPLISHMENTS Strong Neighborhoods • Engaged citizens by hosting more than 20 community events such as Community Conversations with Mayor Scruggs, CITY S.A.F.E. events, Council District Meetings and Special District Events. • Improved neighborhoods by awarding an estimated $550,000 in Neighborhood improvement grants throughout Glendale; continuing to support Glendale’s 178 Registered Neighborhoods & HOAs; and re-established the Neighborhood Focus 95 Return to TOC Mission and Performance Measure Mayor and City Council • Program in an effort to protect Glendale’s neighborhoods from the negative impact of blight and deterioration through code compliance. Implemented a Neighborhood Protection Plan designed to ensure residents who live near the University of Phoenix Stadium would continue to have access to their neighborhood during major events, while eliminating cut through traffic and neighborhood parking. Public Safety for Citizens and Visitors • Continued construction on the Glendale Regional Public Safety Training Center and the Emergency Operation Center (EOC). The Training Center will be the first of its kind in the area and will include the latest technology, classrooms, a driving track, a five story fire training tower, special operations tools and other amenities. The EOC will serve as a command center during national events and improve communication between city departments during emergency situations. • Received a new DUI Processing Vehicle funded by a grant from the Governor’s Office of Highway Safety. The van is being used by the Glendale Police along with Arizona DUI Task Forces to target DUI, speed, aggressive driving and seat belt violations. Quality Economic Development • Welcomed new employers Delta Dental, Cabela’s, Coca Cola Enterprises, Westgate City Center, and AAA to Glendale. AAA’s new Glendale location currently has 750 employees. • Joined new businesses to celebrate at groundbreaking ceremonies for Lund Cadillac on Bell Road and two new Marriott hotels in Glendale’s Sports and Entertainment District. Also broke ground on a new city-owned Park and Ride facility. The Park and Ride is a “green” design and the first environmentally friendly structure of its kind. • Announced a partnership to bring the Los Angeles Dodgers and Chicago White Sox to Glendale for MLB Spring Training. • Successfully hosted the Fiesta Bowl and BCS National Championship games in January 2007, resulting in a record economic impact of $171.5 million. Many media events were held at Glendale’s state-of-the-art Media Center, which was professionally designed with input from members of the media and is attached to a hotel and 80,000 sq. ft. convention center. • Supported the new business and civic leaders organization, Glendale First. The nonprofit group’s mission is to identify and act upon opportunities to build and promote business and community partnerships to strengthen economic vitality and the quality of life in the city. A Vibrant City Center • Celebrated the completion of the Grand Avenue Improvements including the Grand Avenue underpass between 56th and Myrtle avenues. Benefits include new-and-improved attractive entryways to downtown Glendale and a safer, more efficient intersection. • Encouraged new restaurants to locate in Downtown Glendale with the Downtown Dining District, a program developed to help great restaurants by offering interior improvement 96 Return to TOC Mission and Performance Measure Mayor and City Council • grants and low interest loans that can be applied to equipment, restroom facilities, pipes and wiring and more. Began work on Glendale’s Downtown Pedestrian Enhancements Project and a new multipurpose downtown parking structure. The new parking garage will provide an additional 600 new parking spaces and incorporate a mix of uses, such as restaurant, retail, and office space. An Active Partnership with Luke Air Force Base • Instituted innovative measures, together with Luke Air Force Base, other local communities, the State of Arizona and our Congressional delegation, that are helpful to Luke conducting its F-16 mission. • Supported Luke Air Force Base personnel deployed overseas through the Mayor’s Youth Advisory Council (MYAC). MYAC members led a drive to collect “comfort items” for the troops; the project resulted in more than 5,000 items being donated. • Published links to sites that support Luke Air Force Base’s mission on the city of Glendale Web site. Links to the Western Maricopa County/Luke Air Force Base Regional Compatibility Plan and Arizona Revised Statutes relating to Military Airports are included. High Quality Services for Citizens • Celebrated the opening of Foothills Recreation and Aquatics Center and Northern Horizon Park. Nearing completion of phase I and II of the western area regional park which includes the X-court and park infrastructure. Future plans for the park include an urban fishing lake, baseball/softball fields, tennis courts, volleyball courts, a dog park, a playground and ramadas. • Received the Associations of Metropolitan Water Agencies 2006 Gold Competitiveness Achievement Award. The city of Glendale was one of seven recipients nationwide, and the only Arizona Municipal Water Utility to receive the prestigious Gold Award. • Awarded $48,200 in Performing Arts Grants for 20 projects, supporting local organizations for their 2006-07 seasons. • Introduced online bill pay, making it quick and easy for residents to pay for city utility services. • Authorized conversion to high pressure sodium street lights and installation of a remote street light monitoring system that will utilize new technology to provide a more efficient street lighting management system. Fiscally Sound • Received the Distinguished Budget Presentation Award from the Government Finance Officers Association. This award represents a significant achievement by the organization reflecting the commitment of elected officials, city manager and staff to meeting the highest principles of governmental budgeting. • Received an upgraded Glendale Bond rating of AA+ from Standard and Poor’s Investor Service, the nation’s leading provider of independent credit ratings, research and financial information. 97 Return to TOC Mission and Performance Measure Mayor and City Council • Awarded the 2006 Best Practices Award by the National Institute of Governmental Purchasing (NIGP.) Interesting Facts • Mayor Elaine Scruggs was one of six elected officials from cities across the country selected as finalists for the Women in Municipal Government Leadership Award. • Glendale was ranked the 12th best walking city in the United States by Prevention Magazine and was elected as one of ten cities nationwide to host a 10-week walking program, sponsored by the American Association of Retired Persons (AARP) and the National Recreation and Parks Association (NRPA). • Glendale’s From The Heart program has collected and awarded agencies serving Glendale residents more than $1.3 million since the program began in 1997. The money is being used every day by local, non-profit social service agencies to help make life better for hundreds of Glendale residents. • Thunderbird, the Garvin School of Global Management was recently ranked the number one international business school in the nation by US News and World Report and the Wall Street Journal. 98 Return to TOC City of Glendale Budget Summary by Department Mayor FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual (1000) Office of the Mayor Total - Mayor BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $281,154 $331,550 $336,484 $365,488 10% $281,154 $331,550 $336,484 $365,488 10% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $239,990 $33,142 $287,340 $35,172 $298,274 $29,172 $315,449 $41,123 Internal Premiums $4,988 $5,864 $5,864 $5,433 -7% Internal Service Charges $3,034 $3,174 $3,174 $3,483 10% $281,154 $331,550 $336,484 $365,488 10% Total - Mayor STAFFING BY PROGRAM Office of the Mayor Total -Mayor 10% 17% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 4 4 4 4 0% 4 4 4 4 0% 99 Return 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 05-06 Actual FY 06-07 Budget $48,786 $74,966 $75,656 $75,443 FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $76,074 $75,861 $96,301 $96,143 27% 27% $53,107 $75,877 $76,295 $101,600 34% (1000) Council Office (1000) Ocotillo District $466,134 $59,382 $547,961 $74,610 $547,961 $75,028 $582,716 $95,389 6% 28% (1000) Sahuaro District $72,333 $75,662 $76,080 $96,362 27% (1000) Yucca District $50,109 $75,577 $81,045 $96,279 27% $824,817 $1,000,786 $1,008,344 $1,164,790 16% Total - Council Office BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Wages/Salaries/Benefits $575,952 $651,983 $744,491 $816,527 25% Supplies and Contracts Internal Premiums $218,959 $17,757 $315,679 $22,090 $230,729 $22,090 $316,128 $20,868 0% -6% Internal Service Charges Total - Council Office $12,149 $11,034 $11,034 $11,267 $824,817 $1,000,786 $1,008,344 $1,164,790 2% 16% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 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 100 Return to TOC Mission and Performance Measure City Attorney's Office CITY ATTORNEY'S OFFICE Craig Tindall 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. Quote: "The primary duty of a lawyer engaged in public prosecution is not to convict, but to see that justice is done." Canons of Professional Ethics, Canon 5 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. 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Provide high-quality, professional and timely legal services to the Mayor, City Council and city staff. A city with high-quality services for citizens Continue to provide excellent legal and procedural guidance to City Council and administrative bodies as needed for city operations. Develop strong relationships with departments and attend 100% of the meetings or hearings as needed or requested. Serve the people of Arizona by assuring the consistent and ethical application of criminal justice. One community focused on public safety for citizens and visitors Continue to aggressively prosecute City Code and state law misdemeanor violations. Obtain 85% conviction rate or plea agreements on misdemeanor charges. 101 Return to TOC Mission and Performance Measure City Attorney's Office FISCAL YEAR 2007 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. City 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. Accomplishments: • 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. • Continued to represent the city in litigation brought by third parties. GOAL UPDATES Goal High quality, professional and timely legal services to the Mayor, City Council and city staff. A city with high-quality services for citizens Yes Related Council Goal Was the goal met? What were the Attend 100% of the meetings/hearings as needed or requested. Performance Measures? None Obstacles/Challenges Goal Related Council Goal Was the goal met? Provide timely and valuable guidance in the negotiation of significant economic development transactions. One community with quality economic development Yes 102 Return to TOC Mission and Performance Measure City Attorney's Office Relevant legal issues are addressed in a timely manner and What were the Performance Measures? significant value is added to each transaction. None Obstacles/Challenges FISCAL YEAR 2006 Accomplishments: • Provided timely transactional support to several economic development activities. • Assured city operations complied with all federal, state and local laws. GOAL UPDATES Goal High quality, professional and timely legal services to the Mayor, City Council and city staff. Yes Was the goal met? What were the Attend 100% of the meetings/hearings as needed or requested. Performance Measures? None Obstacles/Challenges Goal Do justice. Yes Was the goal met? Obtained 85% conviction rate or plea agreements on misdemeanor What were the Performance Measures? charges. Staffing levels created significant challenges that the department Obstacles/Challenges continually struggled to overcome. The goal was met nonetheless. 103 Return to TOC Mission and Performance Measure City Clerk's Office CITY CLERK'S OFFICE Pam Hanna Department Description: Interesting Department Fact: The City Clerk Department is responsible for The City Clerk Department scanned preserving permanent documents and retaining 101 sets of City Council mintues that other public documents as required by state statute, date back from 1910 through 1914 for coordinating citywide record management and a joint project with the State of training, improving the retention and access to Arizona Library, Archives and Public public records through technology, conducting Records Department. These municipal elections and receiving campaign finance documents will be posted on the State filings, preparing and maintaining the official Archive’s, Arizona Memories record of City Council meetings, coordinating the Internet page. 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Utilize technology including Internet, intranet, optical and other electronic media to deliver information to and to retain information for the citizens and the organization. A city with high quality services for citizens Internet posting of City Council packets, minutes, summary minutes; city public notices; election information code book and digital recording Comply with all city and state laws; provide citizens and staff easy access to city documents. Strict adherence to city purchasing and contracting procedures. A city that is fiscally sound Actively pursue best price and value, coordination of purchasing activities with Materials Management, pursuit of grant funds. 105 Return to TOC Mission and Performance Measure City Clerk's Office Desired Outcomes (Perf. Measures) Careful budget preparation; budget maintenance; knowledgeable and prudent purchasing and budget balancing. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The City Clerk’s Department responded to citizen concerns regarding exposure of their personal information on the early ballot request postcard when mailed to the County. After reviewing several designs, the City Clerk Department determined that a tri-fold mailer design would protect the identity of the voter and their personal information. This mailer was utilized for the 2006 city elections. This resulted in no voter complaints on the issue of identity theft and the benefit was an increased number of voters utilizing the early voter request form and registering for the permanent early voter list. Accomplishments: • The successful planning and implementation of the City of Glendale 2006 Primary and General Election including all aspects of the candidate process. As well as, planning and implimentation of the Special Bond Election in May of 2007. • The successful planning and implementation of Record Purge Day: 24 city departments participated in an organized purging of records per their record retention and disposition schedules. For the first time, through the cooperation of the Field Operations Department a total of 17,200 lbs. of purged records were shredded and recycled. GOAL UPDATES Goal Related Council Goal Was the goal met? Provide timely, convenient and efficient election services in compliance with state and federal laws, city code and charter A city with high quality services for citizens Citizens received timely and efficient service during the 2006 Primary and General Elections as well as 2007 Bond Election 100% of the time: Call of Election 4 months, contract with county 5 months, final ballot proof 60 days, before regular elections. What were the Performance Measures? 100% of the time met all legal notice, state and federal notice requirements. Obstacles/Challenges Goal Related Council Goal Was the goal met? Translation of all legal documents; coordination of work with other departments and outside entities. Electronic records management planning A city with high quality services for citizens Citizen and organization requirements for service were met. 106 Return to TOC Mission and Performance Measure City Clerk's Office 100% of the time: City Council Packet posted on Internet as required by City Manager’s Office, summary minutes posted within three days, public notices posted as required, Internet City What were the Code Book supplemented within two weeks of ordinance Performance Measures? approval, legal documents scanned within three days of completion., election material posted on Internet three months prior to election. Challenge to coordinate with other departments and outside Obstacles/Challenges entities. FISCAL YEAR 2006 Accomplishments: • The City Clerk Department’s 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. • 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. GOAL UPDATES Utilize technology including Internet, intranet, optical and other electronic media to deliver information to and to retain information for the citizens and the organization. Yes Was the goal met? 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 What were the Performance Measures? 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 Obstacles/Challenges 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. Goal 107 Return to TOC Mission and Performance Measure City Clerk's Office Goal Compliance with federal and state public record laws. Yes Was the goal met? The City Clerk Department continues to provide public records What were the Performance Measures? consistently complying with federal and state public record laws. It is sometimes a challenge to gather information from multiple departments to provide the requestor with the sought after Obstacles/Challenges document, however, the departments continue to meet and surpass expectations. 108 Return to TOC Mission and Performance Measure City Court CITY COURT Judge Finn 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. Interesting Department Fact: The next two years will be very exciting for court administration and staff, as we approach the design and construction phases of the new court building. An architectural design consultant has been selected to collaborate with a construction manager at risk for the project, which was approved by Glendale voters in the 1999 bond election. The new facility, to be constructed at 47th and Glendale Avenues, will occupy approximately 90,000 square feet on five acres of land. Mission Statement: To provide a forum for prompt, fair and just resolution of cases in a professional, efficient and courteous manner. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) To demonstrate a solid commitment to public safety and enhancing staff security. One community focused on public safety for citizens and visitors All court customers are screened by security staff upon entering the building. Zero incidents of weapons beyond the security checkpoint. To provide timely, fair justice and superior service to all court customers. A city with high quality services for citizens Monitor court calendars for settings, sizes and trends. Respond to growth with increased access and better service to customers. Add settings to address increases in cases. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The court continued to implement technological enhancements aimed at reducing or eliminating manual methods of data entry and other non-automated reporting requirements 110 Return to TOC Mission and Performance Measure City Court involved in case processing. This has been accomplished through reductions in the court's reliance on paper forms and the advent of recent automation projects such as Fines/Fees and Restitution Enforcement (FARE) and the AZTEC Wizard case management system upgrade. The Court and Police Department are participating in a pilot project to deploy electronic handheld citation ticketing devices. The court's file room has been equipped with a bar code labeling system for quick and easy tracking of all case files. Delays in file retrievals have been significantly reduced, and staff workload has been positively impacted through elimination of previous manual retrieval methods. The Court has completely redesigned its website to include information on a multitude of court topics, convenient payment options, forms and links to useful and related websites. Accomplishments: • Treatment Court was developed in 2004 to provide frequent ongoing judicial review of domestic violence and DUI offenders in Glendale. Since its inception, Treatment Court has been challenged with managing its ever-increasing caseload volume. This fiscal year was no exception. Two half-days of calendared Treatment Court proceedings have been added. Treatment providers were tasked with supplying automated progress reports on participants to streamline case flow. The Treatment Court matrix was revised to bring swift and consistent sanctions. Meanwhile, Treatment Court continues to benefit from enhancements made possible through its Department of Justice domestic violence grant. Specific enhancements are listed below under FY 2006 accomlishments. • To provide timely, fair justice and service to all court customers, the court significantly increased courtroom availability. Public defender pre-trial slots increased from 180 to 300, resulting in the addition of six half-courtroom days. Two new part-time public defenders, two court room clerks and an additional pro tem judge were hired. Protective Order Hearings increased from two days per week to three. Two additional half-days of Treatment Court have been added. A special half-day Treatment Court was held on December 4, 2006. GOAL UPDATES Goal Related Council Goal Was the goal met? Achieve the highest quality records management standards to provide maximum customer satisfaction while maintaining the integrity of court-archived records. A city with high quality services for citizens This goal is in progress. City Court has been identified as the pilot department for an electronic records management system. Phase one of a fully-integrated, enterprise-wide electronic records management (ERM) system would implement or upgrade electronic records in the City’s Finance, Building Safety, Field Operations and City Clerk Departments. Additionally, the Court entered into an agreement with Iron Mountain Storage facility for physical court records storage. 111 Return to TOC Mission and Performance Measure City Court Collaboration with the City Clerk’s Office resulting in the What were the Performance Measures? submittal of a supplemental budget request to fund ERM. Funding for ERM is contingent on council approval of the Obstacles/Challenges supplemental budget request submitted by the City Clerk’s Office Goal Related Council Goal Was the goal met? Improve the ease and increase the accuracy of submitting traffic citations from Glendale Police patrol officers to the court's case management system. A city with high quality services for citizens This goal is in progress. Five electronic ticketing devices have been deployed to Glendale patrol officers. Electronic data transfer is being developed. A grant application is pending which would add 15 additional ticketing devices. What were the Deployment of electronic citation ticketing devices. Performance Measures? In partnership, the court and police rely on outside funding for this Obstacles/Challenges project. FISCAL YEAR 2006 Accomplishments: • 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. • 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. GOAL UPDATES Goal Was the goal met? Fully utilize the AZTEC Wizard software application to enhance the Supreme Court case management system. Yes 112 Return to TOC Mission and Performance Measure City Court AZTEC Wizard was installed on all networked court computers in What were the Performance Measures? 2005 completing the first project phase on schedule. A competitive labor market delayed the hiring of a computer Obstacles/Challenges programmer. Develop IVR (interactive voice recognition) system for customer convenience in conducting court business. Yes Was the goal met? IVR is available for payment of delinquent fines only. The goal to What were the have IVR this fiscal year was met; however, the system must be Performance Measures? enhanced to provide a broader range of services. IVR for all court customers is dependent on Glendale IT Obstacles/Challenges resources. Goal CITY COURT STATISTICS FY 06 Actuals FY 07 Estimate FY 08 Budget Inputs: Number of full-time employees Number of full-time Judges Department operating expenditures 46 4 $4,061,289 51 4 $4,631,108 51 4 $4,985,112 Outputs: Revenues generated* Number of cases filed with the court Number of hearings held Number of trials held Number of cases disposed Number of warrants issued Number of walk-in visitors $7,411,000 52,310 703 59 57,105 22,142 95,171 FY 06-FY 07 % Change $8,000,400** 7.95% 56,587** 8.18% 592** -15.79% 70** 18.64% 66,210** 15.94% 26,672** 20.46% 119,995** 26.08% $1,381,000 $115,000 FY 06-FY 07 % Change $1,441,200** 4.36% $115,000** 0.00% Effectiveness Measures: Fines, Assessment & Restitution Enforcement (FARE) collections Taxes intercepted Efficiency Measures: Department expenditures per capita $17.21 $18.99 Number of warrants issued per FTE Number of walk-in visits per FTE Number of trials and hearings per FT judge 481 2,069 191 523 2,353 166 *Revenues include pass through revenue for the state and county **Estimates based on YTD numbers through April 113 Return to TOC $20.25 FY 06-FY 07 % Change 8.65% 13.72% -13.12% City of Glendale Budget Summary by Department City Court FUND NUMBER / BUDGET BY PROGRAM (1000) City Court (1240) Court Security FY 05-06 Actual $3,718,089 $239,500 FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget $4,229,974 $237,871 $4,224,737 $264,371 $4,599,468 $299,644 Percent Over Last Year 9% 26% (1240) Court Time Payments $64,189 $0 $100,000 $44,000 NA (1240) Fill the Gap $39,511 $61,000 $42,000 $42,000 -31% $4,061,289 $4,528,845 $4,631,108 $4,985,112 10% Total - City Court BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $3,307,648 $626,449 $3,727,988 $672,703 $3,730,377 $776,499 $4,036,243 $820,146 Internal Premiums $71,356 $61,012 $61,012 $55,243 -9% Internal Service Charges $55,836 $63,142 $59,220 $69,480 10% $4,000 $4,000 $4,000 $4,061,289 $4,528,845 $4,631,108 $4,985,112 Operating Capital Total - City Court STAFFING BY PROGRAM City Court Court Security Court Time Payments 8% 22% 0% 10% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year 43 1 50 1 50 1 50 1 0% 0% 51 51 51 0% 2 Total -City Court 46 114 Return to TOC Westgate City Center in Glendale, AZ ADMINISTRATIVE SERVICES ADMINISTRATIVE SERVICES ADMINISTRATION ECONOMIC DEVELOPMENT REBATES & INCENTIVES FINANCE LEASE PAYMENTS INFORMATION TECHNOLOGY MANAGEMENT & BUDGET Construction on Marriott’s Springhill Suites at Zanjero in Glendale Return to TOC City of Glendale Budget Summary by Department Admin Svcs Admin. FUND NUMBER / BUDGET BY PROGRAM (1000) Administration Services Admin. Total - Admin Svcs Admin. BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $275,403 $252,526 $252,526 $266,047 5% $275,403 $252,526 $252,526 $266,047 5% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $244,832 $24,734 $237,039 $7,707 $237,039 $7,707 $250,737 $8,881 6% 15% Internal Premiums $4,654 $6,392 $6,392 $4,781 -25% Internal Service Charges $1,183 $1,388 $1,388 $1,648 19% $275,403 $252,526 $252,526 $266,047 5% Total - Admin Svcs Admin. STAFFING BY PROGRAM Administration Services Admin. Total -Admin Svcs Admin. FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 3 2 2 2 0% 3 2 2 2 0% 115 Return to TOC Percent Over Last Year Mission and Performance Measure Economic Development ECONOMIC DEVELOPMENT Karen Thoreson Department Description: Interesting Department Fact: The Economic Development Department directs One out of every 52 jobs in the programs to attract and retain businesses that create United States is in Arizona. One out jobs, increase the tax base, improve land values and of every 20 jobs created in the U.S. in enhance central city vitality. The Department 2006 was in Arizona. (source: Elliott strives to provide high quality service and spur Pollack) rapid well-managed growth in the City of Glendale. It is dedicated to maximizing customer service to enhance the city’s business friendly environment. The department is committed to working with development partners in order to promote high quality projects, economic development opportunities, and attraction and retention of businesses and employers. 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Attract employers to create highly-skilled, high wage, quality jobs and positive tax revenue. One community with quality economic development Make presentations to site selectors and corporate real estate professionals and targeted industries to promote the competitive advantages of Glendale. Market the speculative office program. Ten business locates or expansions and/or 500 net new jobs. City Center revitalization One community with a vibrant City Center Promote the City Center area to infill and adaptive reuse developers and encourage mixed-use, retail and residential projects. Utilize the VIP and Dining District programs to encourage redevelopment. Assemble sites for redevelopment. Retail space in downtown parking structure is fully leased; 3 new restaurants open or expand in downtown; 5 properties upgraded through Visual Improvement Program. 116 Return to TOC Mission and Performance Measure Economic Development FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: In order to have the best information of sites that are available for redevelopment as well as current and new uses of facilities, staff has compiled informational resource maps and documents providing an inventory of property uses within the Redevelopment Area, a list of available buildings over 10,000 sf in size, and information on vacant and underperforming shopping centers. The maps and spreadsheets are updated regularly so that staff always has a good overview of the opportunities for development in Glendale. Accomplishments: • Created the Downtown Dining District to encourage restaurants to locate or expand in the downtown thus providing a greater variety of dining opportunities. • Construction began on the 600-space mixed-use downtown parking garage (with expected completion in late 2007) GOAL UPDATES Goal Related Council Goal Was the goal met? Attract new businesses. One community with quality economic development Yes More than 1000 new jobs are being created through new What were the Performance Measures? businesses starting operations in Glendale. Obstacles/Challenges Goal Related Council Goal Was the goal met? None City Center revitalization One community with a vibrant City Center Yes Four Visual Improvement Projects were completed and another What were the Performance Measures? three new projects were approved and began renovations. Obstacles/Challenges None FISCAL YEAR 2006 Accomplishments: • 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. 117 Return to TOC Mission and Performance Measure Economic Development GOAL UPDATES Goal Attract new quality employers. Yes Was the goal met? New businesses coming into Glen-dale will create more than What were the Performance Measures? 2,000 new jobs. None Obstacles/Challenges Goal Redevelop under-performing properties. Yes Was the goal met? What were the Five Visual Improvement Program projects were completed. Performance Measures? None Obstacles/Challenges 118 Return to TOC City of Glendale Budget Summary by Department Economic Development FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual (1000) Downtown Beaut. & Promotion (1000) Economic Development $0 $813,236 (1000) Super Bowl Event Pre-Planning (1010) National Events Pre-Planning (1280) Stadium - Economic Development Total - Economic Development BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $0 $947,118 $0 $947,118 $38,063 $180,000 $180,000 $0 -100% $0 $239,891 $1,000,000 $252,517 $75,295 $252,517 $85,000 $303,021 -92% 20% $1,091,190 $2,379,635 $1,454,930 $2,165,615 -9% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate $806,018 $971,576 FY 07-08 Budget NA 3% Percent Over Last Year Wages/Salaries/Benefits $547,788 $667,494 $669,253 $889,888 33% Supplies and Contracts $529,716 $1,698,970 $772,506 $1,220,531 -28% $11,111 $11,151 $11,151 $16,227 46% $2,575 $2,020 $2,020 $6,969 $32,000 245% $1,091,190 $2,379,635 $1,454,930 $2,165,615 -9% Internal Premiums Internal Service Charges Operating Capital Total - Economic Development STAFFING BY PROGRAM FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate 5 6 6 6 0% 5 6 6 10 67% Downtown Beaut. & Promotion Economic Development Total -Economic Development FY 07-08 Budget Percent Over Last Year 4 119 Return to TOC 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 Operating Capital Total - Rebates & Incentives FY 05-06 Actual $1,321,031 $400,102 FY 06-07 Budget $3,843,400 $2,489,752 FY 06-07 Estimate $2,163,482 $297,604 FY 07-08 Budget Percent Over Last Year $2,918,400 $1,592,148 -24% -36% $226,357 $267,768 $32,823 $561,898 110% $1,947,490 $6,600,920 $2,493,909 $5,072,446 -23% FY 05-06 Actual $1,603,948 FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $6,600,920 $2,493,909 $5,072,446 -23% $6,600,920 $2,493,909 $5,072,446 -23% $343,542 $1,947,490 120 Return to TOC Mission and Performance Measure Finance FINANCE Ray Shuey Department Description: Interesting Department Fact: The Finance Department provides information to In FY2006-07, IWR (Integrated Web the public, state agencies, bondholders, grantors, Recognition) was implemented. auditors, City Council and management. Finance Glendale water customers can now Administration is responsible for debt management, pay their bills online. Currently, over banking services, investment management and 10% of our water customers have special financial analysis. The Accounting signed up for the service. Division prepares external financial reports, manages the city payroll and accounts payable processes, maintains, updates and tests accounting systems changes, accounts for financial transactions such as capital assets, debt service, and grants as well as providing financial information management to departments. The Tax and Licensing Division administers the sales tax code to ensure compliance. The Billing Services and Customer Relations Divisions bill customers for municipal services, process cash receipts and respond to various city inquiries. 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 Finance Department’s mission is to provide responsible stewardship of public funds through timely and compliant financial management and exceptional customer service while supporting city leadership goals. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Customer Relations: Improve customer relations A city with high quality services for citizens Improve customer service response times via telephone. Maintain a high level of service to customers with an 85% response rating. Accounting: Compile the information to produce an approved Comprehensive Annual Financial Report (CAFR). A City that is fiscally sound Prepare and compile the financial information necessary to complete in camera ready form the CAFR audited by the external auditors. 121 Return to TOC Mission and Performance Measure Finance Desired Outcomes (Perf. Measures) Post on the city’s Internet for downloading and/or reviewing by citizens, staff and other interested parties. Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: Accounts Payable (AP): Provided the use of control groups for Parks and Recreation and the Library. This service will allow for quicker turnarounds with check requests. Payroll: Conduct presentations at new employee orientation allowing us to interact with all new city employees and inform them of our availability to assist with any payroll related issues. During the presentation we also provide an overview of bi-weekly time sheets as well as the information on employee paychecks. Customer Relations/ Billing Services: Implemented Integrated Web Response (IWR). This service improvement enabled all municipal billing customers to pay their utility bill on-line, safely and securely and in the comfort of their home or office. This service is available 7 days a week, 24 hours a day. Inclusive of this new service is the personal technological support given to customers who need assistance in the initial set up of their account and payment entry. Accomplishments: • Installed telephone recording equipment on collection and customer relations telephones to monitor quality assurance. • Received the "National Best Practice Award for 2006" from the National Institute of Governmental Purchasing. GOAL UPDATES Goal Improve customer relations A city with high quality services for citizens Related Council Goal The goal was met 79% of the time. Was the goal met? The percent was based on the number of calls answered vs. total What were the Performance Measures? received. Maintaining adequate staffing levels during peak call times. Obstacles/Challenges Goal Related Council Goal Was the goal met? Stewardship of city assets A city with high quality services for citizens -CAFR, Bond election process and implementation of new chart of accounts were all completed. -Materials Control auctioned off $387,350 in surplus items. 122 Return to TOC Mission and Performance Measure Finance -Clean opinion on CAFR received from the external auditors Heinfeld and Meech. What were the -The new chart of accounts performance measurement was the Performance Measures? reporting of the 06-07 financial transactions in the Budget Control Report effective 7/1/06. -None in completing CAFR. -Training the department users on the new chart of accounts and Obstacles/Challenges changing the various systems to meet the new account structure. FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Provide accurate and complete information on the city’s finances and fiscal stability. Compile the information to produce an Goal approved Comprehensive Annual Financial Report (CAFR). Yes Was the goal met? 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 What were the Performance Measures? other interested parties. Received the GFOA Certificate of Achievement for Excellence in Financial Reporting, known as the CAFR. None Obstacles/Challenges Ensure timely and accurate payments to employees by reviewing Federal and State payroll tax changes. Yes Was the goal met? Reviewed and tested system software tax updates throughout the What were the year. Paychecks were calculated according to the latest Federal Performance Measures? and State payroll tax code. None Obstacles/Challenges Goal 123 Return to TOC City of Glendale Budget Summary by Department Finance FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual (1000) Accounting Services (1000) Finance Administration $1,040,906 $785,665 (1000) L.I.D. Administration (1000) License/Collection (1000) Purchasing (1000) Regulatory & Communication FY 06-07 Budget $1,248,028 $706,512 FY 06-07 Estimate $1,332,028 $768,612 FY 07-08 Budget Percent Over Last Year $1,286,886 $746,200 3% 6% $9,000 $9,000 $9,000 $9,000 0% $882,945 $440,521 $883,572 $473,647 $922,472 $473,647 $882,604 $494,688 0% 4% 23% $37,912 $61,176 $61,176 $75,060 $357,872 $394,658 $397,233 $412,038 4% (1780) Arena Renewal & Replacement (1790) AZSTA - Stadium Tax Refund $137,250 $2,167,347 $0 $1,123,143 $161,000 $1,623,143 $270,750 $1,700,000 NA 51% (2360) Customer Service Office $2,482,139 $2,725,616 $2,725,616 $2,826,252 4% $8,341,557 $7,625,352 $8,473,927 $8,703,478 14% (1000) Warehouse Total - Finance BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Wages/Salaries/Benefits $4,922,392 $5,574,180 $5,588,531 $5,793,623 4% Supplies and Contracts Internal Premiums $3,332,008 $77,125 $2,008,418 $92,912 $2,842,129 $92,912 $2,839,355 $118,589 41% 28% Internal Service Charges $48,122 $50,842 $51,355 $52,911 4% Operating Capital $81,614 Work Order Credits ($119,704) Total - Finance STAFFING BY PROGRAM Accounting Services Finance Administration License/Collection Purchasing Regulatory & Communication Warehouse Customer Service Office Total -Finance $8,341,557 ($101,000) $7,625,352 ($101,000) $8,473,927 ($101,000) $8,703,478 0% 14% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year 18 7 21 7 21 7 21 7 0% 0% 11.5 9.5 9.5 9.5 0% 5 5 5 5 0% 1 5.75 1 5.75 1 5.75 1 5.75 0% 0% 34.5 35.5 35.5 35.5 0% 82.75 84.75 84.75 84.75 0% 124 Return to TOC City of Glendale Budget Summary by Department Lease Pmts/OtherFees FUND NUMBER / BUDGET BY PROGRAM (1000) 1000 Advisor Fees (1000) Lease Payments FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $0 $4,170,820 $163,852 $9,763,792 $103,200 $9,763,792 $112,680 $2,841,092 -31% -71% (1000) Merchant Fees $0 $120,000 $120,000 $160,000 33% (1270) 1270 Advisor Fees (1660) 1660 Advisor Fees $0 $0 $0 $0 $16,730 $4,550 $26,664 $7,282 NA NA (1980) 1980 Advisor Fees $0 $3,844 $3,000 $5,418 41% (2000) 2000 Advisor Fees $0 $6,299 $4,500 $2,745 -56% (2040) 2040 Advisor Fees (2060) 2060 Advisor Fees $0 $0 $5,107 $15,047 $960 $6,000 $2,239 $11,643 -56% -23% (2130) 2130 Advisor Fees $0 $1,732 $0 $1,732 0% (2140) 2140 Advisor Fees (2180) 2180 Advisor Fees $0 $0 $771 $1,838 $0 $3,000 $771 $4,123 0% 124% (2360) 2360 Advisor Fees $0 $4,702 $4,080 $5,831 24% (2400) 2400 Advisor Fees $0 $16,130 $18,720 $30,245 88% (2420) 2420 Advisor Fees $0 $5,678 $9,000 $13,627 140% $4,170,820 $10,108,792 $10,057,532 $3,226,092 -68% FY 06-07 Budget FY 06-07 Estimate $4,170,820 $10,108,792 $10,057,532 $3,226,092 -68% $4,170,820 $10,108,792 $10,057,532 $3,226,092 -68% Total - Lease Pmts/OtherFees BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Lease Pmts/OtherFees FY 05-06 Actual 125 Return to TOC FY 07-08 Budget Percent Over Last Year Mission and Performance Measure Information Technology INFORMATION TECHNOLOGY Chuck Murphy 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. Interesting Department Fact: Over 90% of email coming into the city is either spam which is blocked, or contains hostile content that must be neutralized prior to forwarding the email on. 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Complete the implementation of integrated voice response (IVR) for utility bill payment. A City with high quality services for citizens Currently testing IVR components ensure Spanish translation is accurate, test transactions generated by IVR. IVR implemented in English and Spanish for utility bill payment. Implement the Peoplesoft Employee Profile module. A City with high quality services for citizens Work with Human Resources to implement eProfile; develop a training plan for employees. Employees have the ability to manage their personal information in Peoplesoft. Reduces work load on departmental staff. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The capability to accept web based payments for utility billing is now in production. This provides a convenience to citizens while reducing manual processing of payments by city staff. 126 Return to TOC Mission and Performance Measure Information Technology Accomplishments: • Helpdesk business processes were modified to reduce time spent on both new PCs and recycled units. Information Technology worked with the computer vendor to have city software pre-installed prior to delivery, which minimizes setup time required by Helpdesk staff. Materials Management also was leveraged in the process to expedite the disposal of recycled computers. These actions combine to provide more time to Helpdesk staff to perform service related tasks. • The City’s Media Center and Emergency Operations Center came online simultaneously in time for two national events. These facilities required a significant amount of work to be performed by Information Technology Staff. Most notable is the EOC which has an extensive technology infrastructure that must integrate and communicate with various state and federal agencies. GOAL UPDATES Goal Related Council Goal Was the goal met? Continued implementation of eServices. Complete utility billing. Implement IVR/IWR (Integrated Web Response) for permitting and inspection. A city with high quality services for citizens In process, Utility billing is being completed per schedule. Permitting and Inspection are on hold due to vendor issues. What were the Deliver functionality in 2007. IWR operational, IVR in testing. Performance Measures? Vendor issues Obstacles/Challenges Goal Related Council Goal Was the goal met? Implementation of web based viewing capability for GIS data. A city with high quality services for citizens In process, the initial web site is scheduled for a May release. Initial implementation in 2007. Expedite access to GIS data by What were the Performance Measures? making common GIS map sets available on a web platform. Obstacles/Challenges GIS positions staffed late in budget year. Delays encountered in obtaining necessary data. FISCAL YEAR 2006 Accomplishments: • Implemented electronic online enrollment for employee benefits. This is now for open enrollment. • Completed the GIS Strategic Plan in addition to a portfolio book of GIS projects for City Council review. 127 Return to TOC Mission and Performance Measure Information Technology GOAL UPDATES Goal Implement an Automated Citizen Information System to streamline citizen access to basic city information. Yes Was the goal met? What were the The project was completed per schedule. Performance Measures? None Obstacles/Challenges Goal Implement an electronic payment capability for Utility Billing. Yes Was the goal met? The technology portion of the project was significantly completed What were the Performance Measures? per schedule. Delays were encountered due to banking partner evaluation and Obstacles/Challenges payment gateway selection. 128 Return to TOC City of Glendale Budget Summary by Department Info. Technology FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year (1000) Information Technology (1100) Telephones $3,226,434 $778,868 $3,928,405 $892,090 $3,661,551 $892,090 $3,911,880 $1,013,617 (1140) Technology Replacement $1,154,739 $3,658,702 $3,370,702 $2,607,583 -29% $5,160,041 $8,479,197 $7,924,343 $7,533,080 -11% Total - Info. Technology BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget 0% 14% Percent Over Last Year Wages/Salaries/Benefits $2,268,879 $2,707,522 $2,707,522 $2,874,403 6% Supplies and Contracts Internal Premiums $2,388,738 $382,936 $3,757,606 $387,036 $3,490,752 $387,036 $3,298,629 $398,312 -12% 3% Internal Service Charges $24,151 $14,501 $14,501 $17,191 19% Operating Capital $95,337 $1,612,532 $1,324,532 $944,545 -41% $5,160,041 $8,479,197 $7,924,343 $7,533,080 -11% Total - Info. Technology FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Information Technology 26 28 28 28 0% Telephones Technology Replacement 1 1 1 1 1 0% 27 29 29 30 3% STAFFING BY PROGRAM Total -Info. Technology 129 Return to TOC Mission and Performance Measure Management & Budget MANAGEMENT & BUDGET Sherry Schurhammer 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 other city departments. Interesting Department Fact: Budget staff is located in satellite offices in the Sine Building, which was originally built in 1912 as a hardware store. The City of Glendale restored the building in 1998 and now uses the building for offices. Grants Administration is responsible for coordinating the city’s efforts to identify and obtain alternative funding for priority projects that advance the mission, goals and objectives established by the City Council and senior management. The grants administrator disseminates information about grant opportunities, writes grant applications, provides technical assistance in grant writing and implementation, maintains a grant database, administers the Grant Matching Fund and maintains positive relationships with government and private funders. Mission Statement: Management and Budget helps the city to accomplish its financial management objectives by: • promoting integrity and public accountability in the budget planning and implementation process; • increasing public trust in the city’s fiscal planning and implementation efforts; and • improving the efficiency and effectiveness of citywide business processes to ensure prudent fiscal management of the city’s resources. FISCAL YEAR 2008 GOALS Goal Collect, analyze and provide accurate and useful information to city departments, city management and the Mayor & Council as it relates to the city budget. Using the same information produce an accurate, reliable annual budget document that meets the financial objectives of the city. Related Council Goal A city that is fiscally sound 130 Return to TOC Mission and Performance Measure Management & Budget Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Prepare quarterly status reports on the General Fund, enterprise funds and special revenue funds regarding revenues, expenditures and transfer activity. Prepare annual council workshops on the upcoming FY's operating, capital and debt service budgets. Prepare reports on capital related budget items, such as development impact fees and capital budget financial options, as needed. The annual budget document provides city departments, residents and outside agencies information about the city's annual financial plan, financial policies and expenditure & revenue plan for the current fiscal year. Completion and presentation of quarterly reports and council workshops in a timely, understandable & organized manner leading to the adoption of the annual budget by the 2nd week in July. -06/29/2007 – Complete By Date. -Receive the GFOA Distinguished Budget Award by achieving the highest rating in accordance with award criteria. Provide a centralized grants coordination function to ensure grant match funding and future funding when grants are received. A city that is fiscally sound 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. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: Staff created a new CIP report that is sent to departments on a monthly basis. It provides a snapshot of the progress of all projects by funding source. The report identifies each project’s annual budget, transfers, encumbrances, expenditures and available balance and summarizes these figures for a bottom-;ine fund total. This reports is an improvement from the on-line budget control report. Accomplishments: • The Budget Control Reports (BCRs) are used by departments as a tool for monitoring their budget. In the current fiscal year staff identified a number of instances where there were discrepancies between the actual ledger and budget ledger. Budget staff was also able to identify a fix that was provided to Finance (the department responsible for updating the BCR’s) for testing and implementation. 131 Return to TOC Mission and Performance Measure Management & Budget • A stadium-tracking database has been created that consolidates staffing expenses for various departments related to events at University of Phoenix Stadium. Multiple queries and reports have been designed for reporting in a number of formats (i.e. staffing costs by department for each event or staffing by event for each department). The consolidation of the staffing into a single database has provided management a report with a uniform format for all departments. The reports have also been used to assist departments in developing their supplemental requests for Stadium Activities and National Events. GOAL UPDATES Goal Related Council Goal Was the goal met? Collect, analyze and provide accurate and useful information to city departments, city management and the Mayor and Council as it relates to the city budget. Use the same information to produce a reliable annual budget document that meets the financial objectives of the city. A city that is fiscally sound Yes The 1st Quarter & 2nd Quarter reports have been presented to Council, management and departments. Council Packets were delivered March 13 in preperation for the budget workshops. What were the Performance Measures? The GFOA Distinguished Budget Award was obtained for the FY 2007 Budget Book and the department plans to continue the trend for FY 2008. None Obstacles/Challenges Provide a centralized grants coordination function to ensure grant match funding and future funding when grants are received. A city that is fiscally sound Related Council Goal Yes Was the goal met? The centralized grant coordinator function is in place and What were the Performance Measures? operational. Some departments have decided to forego pursuing grant Obstacles/Challenges opportunities due to current workload. Goal FISCAL YEAR 2006 Accomplishments: • Revised the budget reporting set-up for the revenues and expenditures related to the city’s special event programs in the Marketing & Communication Department to better track event-generated financial transactions. Also created a quarterly report so staff can better monitor and evaluate performance related to the revenues and expenditures for the city’s special events. 132 Return to TOC Mission and Performance Measure Management & 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. GOAL UPDATES Goal Was the goal met? Collect, analyze and provide accurate and useful information to city departments, city management and the Mayor and Council as it relates to the city budget. Yes Provided quarterly reports and a FY end report for Council, executive management and departments. What were the Performance Measures? Received the GFOA Distinguished Budget Presentation Award for the FY beginning July 1, 2005. None Obstacles/Challenges Provide a centralized grants-coordination function to seek external funding resources and to maximize grant funding alternatives. Yes Was the goal met? Consistently provided city departments with advice and assistance What were the Performance Measures? in writing and administering grants. None Obstacles/Challenges Goal 133 Return to TOC City of Glendale Budget Summary by Department Management & Budget FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year (1000) Budget & Research (1000) Grants Administration $575,039 $126,146 $626,271 $154,578 $626,271 $154,578 $684,231 $160,960 (1840) Grant Match Funds - Mgt & Bdgt $209,805 $150,000 $150,000 $150,000 0% $910,990 $930,849 $930,849 $995,191 7% Total - Management & Budget BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget 9% 4% Percent Over Last Year Wages/Salaries/Benefits $657,125 $725,226 $725,226 $789,005 9% Supplies and Contracts Internal Premiums $240,524 $10,777 $190,774 $12,417 $190,774 $12,417 $191,859 $12,505 1% 1% Internal Service Charges Total - Management & Budget STAFFING BY PROGRAM Budget & Research Grants Administration Total -Management & Budget $2,564 $2,432 $2,432 $1,822 $910,990 $930,849 $930,849 $995,191 FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate -25% 7% FY 07-08 Budget Percent Over Last Year 0% 6 6 6 6 1.5 1.5 1.5 1.5 0% 7.5 7.5 7.5 7.5 0% 134 Return to TOC Luke Link provides transportation between Downtown Glendale and the base commissary and hospital. COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT ADMINISTRATION BUILDING SAFETY CODE COMPLIANCE ENGINEERING PLANNING TRANSPORTATION Grand Avenue underpass traveling SE under 59th and Glendale Avenues Return to TOC 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 05-06 Actual CD Deputy City Manager Total -Community Dev Admin FY 07-08 Budget Percent Over Last Year $427,215 $428,365 $461,513 8% $447,248 $427,215 $428,365 $461,513 8% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $381,301 $61,791 $411,680 $11,379 $411,680 $12,529 $445,978 $11,703 $3,919 $3,922 $3,922 $3,497 -11% $237 $234 $234 $335 43% $447,248 $427,215 $428,365 $461,513 8% Internal Service Charges STAFFING BY PROGRAM FY 06-07 Estimate $447,248 Internal Premiums Total - Community Dev Admin FY 06-07 Budget 8% 3% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 4 4 4 4 0% 4 4 4 4 0% 135 Return to TOC Percent Over Last Year Mission and Performance Measure Building Safety BUILDING SAFETY Deborah Mazoyer Department Description: The Building Safety Department ensures that at least the minimum building standards are met to safeguard life, health, property, and public welfare by regulating and controlling the design, construction, quality of materials, occupancy, location and maintenance of all buildings and structures in Glendale. The department is the central resource for development, construction and code information, plan review, permit issuance and construction inspection. Interesting Department Fact: The Development Services Center greets an average of 80 walk-in customers per day and answers over 200 phone calls per week. These four employees take plans in for review for commercial construction projects, issue permits for small residential projects (pools, patio covers, gas lines) and answer all general development questions. Mission Statement: The Building Safety Department is a team of professionals dedicated to providing exceptional customer service and through the spirit of cooperation and partnership with our citizens and development customers, we ensure a safer and stronger community. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Administer and enforce construction codes and development regulations that produce a safe, durable and accessible built environment. A community with high quality services for citizens Continue the quality assurance program in plan review and inspection to ensure consistency and accuracy and develop and maintain policy and procedure manuals to increase consistency and accuracy. Through input from quality assurance program, achieve a 90% rating on accuracy of plan review and inspection for each employee. Provide responsive, proactive, efficient, consistent and costeffective service. A community with high quality services for citizens Review existing project review times to determine which departments are consistently meeting or missing time goals and report to each department monthly and deputy city manager quarterly. 136 Return to TOC Mission and Performance Measure Building Safety Desired Outcomes (Perf. Measures) 90% rating for Building Safety in meeting established review times. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: Service delivery to both our internal and external customers for business licenses was evaluated. Business licenses are reviewed for compliance with development and life safety regulations prior to them being issued by the Finance Department. This two year-old process needed to be streamlined and is still a valuable tool for the city and customer. When license applications are not reviewed prior to issuance, businesses have located in buildings that were not suitable for their business use. It was then time consuming for staff and costly for the business to determine what correction needed to be made in the building or if they needed to relocate. A new database listing all applications has been created, allowing staff from Community Development, Fire and Finance to look up the status of the application and enter their comments—ensuring that the customer is always kept up to date on their application. Accomplishments: • The newly implemented P.A.S.S. (Permit and Safety Sequence) program has assisted 6 hotels in reaching their timeline goals for obtaining building permits and hopefully be open by the Super Bowl 2008. The program was designed to shorten the length of time a project would be in plan review by assisting owners and developers with the review and permitting process. The process is streamlined to provide extra customer service and includes all steps from initial submittal requirements through obtaining certificate of occupancy. • The 2006 sports season was highlighted with Habitat for Humanity completing a home within one week. The building inspection team was on call everyday to perform the needed inspections –even on the weekend and during the evening. GOAL UPDATES Administer and enforce construction codes and development regulations that produce a safe, durable, efficient and accessible Goal built environment. A community with high quality services for citizens Related Council Goal Yes Was the goal met? Achieve a 90% rating on accuracy of plan review and inspection What were the Performance Measures? for each employee. A number of new inspectors were still learning their jobs and the Obstacles/Challenges high workload has also been an obstacle. Goal Related Council Goal Provide responsive, pro-active, efficient, consistent and cost effective service. A community with high quality services for citizens 137 Return to TOC Mission and Performance Measure Building Safety Yes Was the goal met? What were the 90% rating for Building Safety to meet established review times. Performance Measures? High workload has been an obstacle. Obstacles/Challenges FISCAL YEAR 2006 Accomplishments: • Implemented customer service enhancements that streamlined the development process and reduced review times. • The creativity of our Building Inspectors kept the Cabela's project moving forward. This project was 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 were faxed to the jobsite and the inspectors were not waiting for those to be approved in our offices prior to inspecting to them. The inspectors were 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 was submitted and kept as the plans of record. This reviewing and inspecting, "on the fly", had 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. GOAL UPDATES Administer and enforce construction codes and development regulations that produce a safe, durable, efficient, and accessible built environment. Yes Was the goal met? Continual feedback on work quality has improved the work What were the Performance Measures? product for all divisions. None Obstacles/Challenges Goal Goal Provide responsive, pro-active, efficient, consistent and cost effective service. Was the goal met? A new streamlined Certificate of Occupancy process was implemented. We exceeded the performance measurement in What were the Performance Measures? timeliness of inspections – 93% of inspections were made within 24 business hours of the request. None Obstacles/Challenges 138 Return to TOC City of Glendale Budget Summary by Department Building Safety FUND NUMBER / BUDGET BY PROGRAM (1000) Building Safety (1000) Development Services Center FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget $1,786,559 $623,763 $2,337,504 $724,654 $2,337,304 $724,654 $2,518,943 $736,061 (1000) Westgate-Bldg Safety Rvw/Insp. $544,561 $977,908 $977,908 $1,239,552 (1280) Stadium - Development Services (2400) Cross Connection Control $775,734 $186,665 $73,832 $215,145 $73,832 $215,145 $0 $225,447 $3,917,282 $4,329,043 $4,328,843 $4,720,003 Total - Building Safety BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year 8% 2% 27% -100% 5% 9% Percent Over Last Year $3,466,201 $3,736,742 $3,737,698 $4,242,469 14% Supplies and Contracts $234,257 $349,534 $340,182 $250,720 -28% Internal Premiums $138,203 $168,557 $168,557 $155,571 -8% $78,621 $74,210 $82,406 $71,243 -4% $3,917,282 $4,329,043 $4,328,843 $4,720,003 9% Internal Service Charges Total - Building Safety STAFFING BY PROGRAM FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Building Safety Development Services Center 22 10 26 10 26 10 26 10 0% 0% Westgate-Bldg Safety Rvw/Insp. 10 10 10 15 50% Stadium - Development Services Cross Connection Control 11 2.75 3 2.75 3 2.75 2.75 0% 55.75 51.75 51.75 53.75 4% Total -Building Safety 139 Return to TOC Mission and Performance Measure Code Compliance CODE COMPLIANCE Dan Gunn 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. Interesting Department Fact: Through the “Let’s Dump It” component of the Neighborhood Focus Program large roll-off trash containers are made available to neighborhoods for organized cleanups. These voluntary cleanups engage area residents in improving their neighborhoods by eliminating potential safety hazards and other city code violations. Through this cooperative effort 135 tons of trash and debris were removed in an eight month period. Mission Statement: To maintain established community standards that preserve and promote the health, safety and living environment of the community and neighborhoods. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Maintain an increased level of code compliance within residential neighborhoods. A city with high quality services for citizens Increase proactive and responsive code enforcement with a concentration on reducing recidivism. Increase proactive inspections in residential neighborhoods by 10% and increase court action taken on repeat offenders by 25%. To protect mature residential neighborhoods from the negative impact of blight and deterioration. One community with strong neighborhoods Continue to expand the Neighborhood Focus Program and ensure that compliance in high needs focus areas are maintained. Generate 3,000 new code cases in assigned focus areas and maintain a maximum three-month inspection rotation in areas with a high violation rate. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: Code Compliance manages the Vacant Parcel Program that contains a database of 425 vacant parcels citywide. Typical violations associated with vacant parcels are excessive overgrown 140 Return to TOC Mission and Performance Measure Code Compliance vegetation and/or accumulation of trash/debris. Left unchecked these conditions become safety hazards and contribute to blight. An analysis of inspection data revealed that regular inspections were not being maintained due to increased demand in other service areas. Service delivery improvements were accomplished by changing business practices and training volunteers to assist in identifying violations at vacant parcels. Through these improvements inspection timeframes were improved and the need to involve professional code inspection staff was significantly reduced. This has enabled management to more effectively utilize resources and enhance support to the community and neighborhoods. Accomplishments: • In collaboration with the Attorney’s Office, City Court and the Police Department, Code Compliance implemented a civil citation process that provides code inspectors the ability to issue civil citations for non-compliance. This improved process expedites compliance and brings accelerated relief to impacted neighborhoods. • Process improvements were made to the Neighborhood Focus Program. A new notification process was implemented that better informs citizens when focus area inspectors will be working in their neighborhoods. This notification provides area residents an opportunity to correct violations prior to initial inspections. The “Let’s Dump It” program was created that proactively provides large roll-off trash containers to neighborhoods for organized cleanups. The program has had a very positive impact. GOAL UPDATES Maintain community standards that promote a clean, safe and healthy living environment. One community with strong neighborhoods Related Council Goal Yes Was the goal met? Respond to call-in complaints within two business days of receiving the complaint 95% of the time and achieve a 99% What were the Performance Measures? voluntary compliance rate in correcting city code violations that negatively impact neighborhoods. None Obstacles/Challenges Goal Maintain community standards that promote a clean, safe and healthy living environment. A city with high quality services for citizens Related Council Goal Yes Was the goal met? Decrease the number of complaints that are directly related to Code Compliance service delivery. Analysis of data resulted in the What were the Performance Measures? determination that there were no credible complaints related to inadequate service delivery by Code Compliance staff. None Obstacles/Challenges Goal 141 Return to TOC Mission and Performance Measure Code Compliance FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Develop and implement a program to address code related issues in aging neighborhoods. No Was the goal met? Generate 3,000 new code cases by conducting inspections in What were the Performance Measures? 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 Obstacles/Challenges the entire fiscal year. Goal Provide Glendale residents effective and efficient access to Code Compliance services. Yes Was the goal met? Develop and implement a system for tracking complaints directly What were the Performance Measures? related to service delivery. None Obstacles/Challenges Goal 142 Return to TOC 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 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $1,208,784 $1,425,557 $1,411,857 $1,685,573 18% $1,208,784 $1,425,557 $1,411,857 $1,685,573 18% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $1,050,278 $43,521 $1,255,344 $61,870 $1,255,344 $60,950 $1,444,623 $91,334 15% 48% Internal Premiums $44,056 $46,298 $46,298 $50,188 8% Internal Service Charges Operating Capital $43,298 $27,631 $62,045 $49,265 $66,928 $32,500 8% $1,208,784 $1,425,557 $1,411,857 $1,685,573 Total - Code Compliance STAFFING BY PROGRAM Code Compliance Total -Code Compliance 18% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 19.5 19.5 19.5 21.5 10% 19.5 19.5 19.5 21.5 10% 143 Return to TOC Percent Over Last Year Mission and Performance Measure Engineering ENGINEERING Larry Broyles Department Description: The Engineering Department provides design, survey, construction inspection and materials testing services for public works projects constructed within the city. The department also provides various private development-related services that include engineering plan reviews, property management and acquisition, landscaping plan review and inspection, mapping, records and floodplain ordinance administration. Mission Statement: To be recognized as an important resource in developing and designing capital projects, reviewing and inspecting private development and maintaining accurate mapping and property records to successfully meet the needs of our community. Interesting Department Fact: The CIP group in the Engineering Department procure and manage around 200 design and construction contracts per year; the Land Development group review 2,800 constructions drawing sheets, provide 3,500 civil construction and utilities inspections; complete 6,000 material lab tests per year; and the GIS/Mapping group received and helped an average of 7,500 customers contacts, producing 11,000+prints and copies of maps, quarter sections, and as-builts of City’s Facilities. While maintaining and adding to the current GIS data sets for water (7,942 fire hydrant, 23,469 valves, and 1,000 miles water mains); wastewater (13,316 manholes, 1,733 cleanouts, and 703 miles sewer mains); and land base (58,115 address and 45,277 apn). FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Ensure all private development projects constructed within Glendale are reviewed in a timely manner. 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. Testing services: Services required by City Code 30-24, provides for the proper installation through specified field and laboratory construction material testing of soils, concrete, aggregate and asphalt. Complete 90% plan review within established timelines (20 working days) Complete 90% of scheduled material test within 48 hours. 144 Return to TOC Mission and Performance Measure Engineering Goal Related Council Goal Provide a Capital Improvement Program that assures accurate information, optimizes available resources and provides needed projects for our community. A city that is fiscally sound One community with a vibrant city center A city with high quality services for citizens Procure and manage engineering and construction consultant services to all city departments for the city’s capital and operating projects. Activities Desired Outcomes (Perf. Measures) Manage public relations for capital projects: Provides public information on current capital projects through the use of neighborhood meetings, newsletters and press releases. -Conduct an end of project report on 100% of all completed projects. -Conduct a survey at 100% of neighborhood meetings to gauge public relations effectiveness FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: CIP Division Customer Service was improved by increasing client contact and by providing our client departments regularly scheduled project reporting for each project. Previously, our clients departments were not formally informed of the financial status, scheduling or progress of each project. This resulted in the client relying on their project managers’, and his/her availability, to provide or discuss information on the progress or issues of each of their projects. In fact, in a few occasions, clients were given no information or inaccurate information regarding the projects. After a comprehensive review and evaluation, the CIP Division developed a new process to ensure our clients are updated on each of their projects on a regular basis. This resulted in an increased awareness of project budget and schedule status, and the ability to resolve issues in a timely manner. This new process includes required monthly project review meetings with each client (department head and their staff) where they meet with the CIP administrative group and project managers to provide monthly financial status reports, schedule reports and provide updates on progress reports for each project the CIP division managed for the client. This new process has increased the communication of each project specific’s between the client and the project managers and has fostered a spirit of client collaboration and ownership, and has decreased issues that may have arisen due to miscommunication. It has also improved the communication of project information to client management for timely decisions. 145 Return to TOC Mission and Performance Measure Engineering Accomplishments: • Began the Design of Downtown Parking Garage; Ciy Court Building; Relocation of Fire Station 151; Pendergast Youth Field Phase II; T-Bird Paseo-Culvert Drainage; 84th Ave. and Berridge-street Island; 59th Ave. Storm Drain, Brown to Olive, Street Improvements at 67th Ave. Olive to Bell Rd.; Coyote Lake Fiber Optic Telemetry Improvements; ARWRF Additional Recharge Wells; Cholla WTP/Telemetry Improvements Phase III; Street Scallop: Greenbrier-59th Ave. to 61st Ave.; Parks Redevelopment:Bicentenial, Sands, Butler & Rose Ln.; Multi-use Pathway Grand Canal; New River Multi-Use Pathway; Grand Ave, Access Enhancements; Sunnyside Bridge; West Area Reuse Pipelines; Water Line Replacement: City Wide Program Phase II-B; Sweetwater & 55th SLS; 67th & Beardsley Mod.; Sand Filters & Distribution System AWRF/AWRF; Zone 4 Groundwater Treatment Plant; Arrowhead Sewer Lines; and Fire Station 151 Relocation. • Complete the construction of 63rd & Northern Park; Desert Valley Park Improvements; Park and Future Fields Phase I; Westgate transmission line; Street Improvements at 91st Ave. Camelback to Maryland; Improvements to crosswalk at 50th, 60th and 61th Ave.; Glendale Airport Replace Fencing; Drainage Improvements at 47th & Missouri; Older Parks Renovations; Civic Center Landscape & Lighting; Westgate Hickman Lots Cadinals Overflow Parking; Bell Rd. median Island 51st-67th; West Area WWRP/ Facility Vegetation Removal; Glen Harbor Boulevard Landscape; Catlin Court Neighborhood Improvements; Bethany Home Rd. between 91st Ave. and Loop 101; Water Security System Enhancement Phase I; Mary Silva Park Improvements; Bethany Home Rd. Improvements; 61st Ave. Relief Sewer; Improvements to 91st Ave from Missouri-Glendale; Foothills Recreation & Aquatic Center; Pyramid Peak WTP 10MGD Reservoir-Phase II; Western Area Regional Park Phase II; Western Area Regional Facility Skate Park; 95th Odor Control Dosing Station; 75th Ave. & Camelback Sewer Rehab.; 61st Ave Sewer Line-Northern Ave. to Alice Ave.; Street Improvements at 75th/83rd/Glendale; 75th Ave. Deer Valley to Hillcrest Street; Cabelas’ Retail offsite Improvements; and construction of Western Area Regional Facility Skate Park. GOAL UPDATES Goal Related Council Goal Was the goal 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. A city with high quality services for citizens Yes A survey was conducted to 100% of the neighborhood meeting. What were the During FY 2007, an end of project report was conducted to 100% Performance Measures? of all completed projects. Obstacles/Challenges None 146 Return to TOC Mission and Performance Measure Engineering Ensure all private development projects constructed within Glendale are constructed in a timely and cost effective manner. A city with high quality services for citizens Related Council Goal Yes Was the goal met? -Complete 90% Plan reviews services within the established timelines (20 workings days) What were the Performance Measures? -Complete 90% of scheduled inspections (material testing within 48 hours) Temporary shortage of staff. Obstacles/Challenges Goal FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Ensure all private development projects constructed within Glendale are constructed in a timely and cost effective manner. Yes Was the goal met? 75% of the Right-of-way Permits were completed within established timelines, 95% of the construction plan reviews were What were the Performance Measures? complete within the established timelines, Inspection Services, 80% completion rate. None Obstacles/Challenges Goal Goal 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 Was the goal met? What were the 80% of in-house designs were complete within approved time. Performance Measures? None Obstacles/Challenges 147 Return to TOC City of Glendale Budget Summary by Department Engineering FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year (1000) BofA Bank Building (1000) CIP Administration $434,000 $213,472 $444,750 $374,070 $444,750 $374,070 $320,221 $305,479 -28% -18% (1000) CIP Construction $276,478 $302,478 $302,478 $330,551 9% (1000) CIP Design (1000) Construction Inspection $341,650 $542,403 $353,931 $610,084 $353,931 $609,364 $341,351 $645,026 -4% 6% (1000) Engineering Administration $392,606 $418,248 $418,048 $433,383 4% (1000) Land Development Division $333,441 $399,836 $384,554 $498,176 25% (1000) Mapping and Records (1000) Materials Testing $272,876 $244,536 $288,201 $257,695 $288,801 $255,695 $289,979 $253,794 1% -2% (1000) New River 404 Permit $0 $50,000 $0 $0 -100% (1000) Property Management (1000) Utility Inspection $206,766 $191,441 $274,237 $219,693 $273,637 $237,695 $236,211 $230,728 -14% 5% (1660) Transportation Engineering Pgm Total - Engineering BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits $90,856 $105,655 $105,655 $111,635 6% $3,540,525 $4,098,878 $4,048,678 $3,996,534 -2% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $3,321,471 $3,763,399 $3,760,484 $3,821,644 Supplies and Contracts $736,699 $814,204 $731,656 $625,212 -23% Internal Premiums Internal Service Charges $105,544 $67,586 $127,407 $55,868 $127,407 $91,131 $144,441 $67,237 13% 20% Work Order Credits ($690,775) Total - Engineering $3,540,525 ($662,000) $4,098,878 ($662,000) $4,048,678 ($662,000) $3,996,534 2% 0% -2% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year CIP Administration 9 10 10 9 -10% CIP Construction 3 3 3 3 0% CIP Design Construction Inspection 4 7 4 7 4 7 4 7 0% 0% Engineering Administration 4 4 4 4 0% Land Development Division Mapping and Records 5 4 4 3 4 3 5 3 25% 0% Materials Testing 3 3 3 3 0% Property Management 3 3 3 3 0% Utility Inspection Transportation Engineering Pgm 3 1 3 1 3 1 3 1 0% 0% 46 45 45 45 0% STAFFING BY PROGRAM Total -Engineering 148 Return to TOC Mission and Performance Measure Planning PLANNING Jon Froke Department Description: The Planning Department has three major functions, Long Range Planning and Research, Current Planning and Zoning Administration. Interesting Department Fact: Glendale will host the Arizona Planning Association Conference in 2007. Glendale also hosted the conference in 2003. The Long Range Planning and Research function is responsible for the long-range physical planning of the monitoring and update of the General Plan, special studies, research, quarterly population estimates, GIS and mapping services, annexation analysis and application processing. In addition, the division administers the Historic Preservation Ordinance, maintains the program, coordinates preparation of national and local register nominations and staffs the Historic Preservation Commission. The Current Planning and Zoning Administration function manages the processing and review of land use applications including: general plan amendments, 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 and provides staff support for City Council, Planning Commission, Historic Preservation Commission, and Board of Adjustment public hearings and workshops. This function also ensures proper advertising and notification processes are complete and in conformance with state open meeting laws. The Administrative function also manages the departmental budget, Citizen Participation Ordinance and RFS (Request for Service) inquiries. 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. 149 Return to TOC Mission and Performance Measure Planning FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Use Technology to improve customer service. A city with high quality service for citizens Provide a list of finalized and pending staff reports for Planning Commission and City Council public hearings. The ability to refer citizens to the Internet to access the information they need. This will save staff time by reducing the number of calls requesting the reports and will be more convenient for citizens. Enhance general plan and historic preservation by planning the future and preserving the past. One community with a vibrant city center Restore the Morcomb site and gas station, amend the General Plan and Zoning Map in the downtown for conformance, and prepare specific plans to address area development needs. -The preservation and enhancement of a historic entryway to downtown Glendale. -Additional downtown development and an economically stronger city. -A better understanding by developers and staff of the General Plan and Zoning Ordinance FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The Planning Department optimized customer service provided to citizens by creating a dedicated “Planning Hotline” where citizen can leave their planning/zoning related inquiries and have them answered within a 24 hour period. A Planning Information link was added to the website so citizens can e-mail the department directly with questions. Accomplishments: • HP Element Adoption. • Processed eight annexations totaling 550 acres. GOAL UPDATES Goal Related Council Goal Was the goal met? Improve “excellent” rating to 90% per customer service surveys. A city with high quality services for citizens Almost – Excellent rating was 85.7% 150 Return to TOC Mission and Performance Measure Planning 90% of customers responding to the survey felt the service was What were the Performance Measures? good or excellent. Realizing that people who have positive experiences are less likely to submit the survey than those with negative experiences, we Obstacles/Challenges believe the main obstacle was the fact that those with positive experiences did not return the surveys. Implement special projects citywide with an emphasis on the western area and mega events. One community with a vibrant city center Related Council Goal Yes Was the goal met? A design package was created for the city entry monument and What were the Performance Measures? Signage Program that was approved by Council. None Obstacles/Challenges Goal FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Process land development and Zoning Ordinance administration applications with efficiency and strong customer service results. Yes Was the goal met? Updated web site for ease of use and to provide more information. Improved Hansen for better project tracking. Customer surveys What were the show “excellent” rating increased by 8% over last year to 85%. Performance Measures? Majority of movement was from good to excellent. 12% good, 3% fair and 0% poor. None Obstacles/Challenges Goal Goal Plan the future and preserve the past Yes Was the goal met? Continue to make progress on Loop 303 annexations and updating the General Plan. Floralcroft Historic District listed on National What were the Performance Measures? Register. 3rd Annual Historic Preservation Tour scheduled for May 13, 2006. None Obstacles/Challenges 151 Return to TOC City of Glendale Budget Summary by Department Planning FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year (1000) Current Planning (1000) Long-Range Planning & Research $631,056 $276,533 $821,578 $294,978 $821,578 $294,978 $751,615 $278,179 (1000) Planning Administration $495,846 $486,993 $486,793 $522,292 7% (1000) Zoning Admin & Tech. Assist. $314,167 $357,851 $357,851 $411,281 15% $1,717,602 $1,961,400 $1,961,200 $1,963,367 0% Total - Planning BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 05-06 Actual FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $1,584,726 $93,266 $1,808,383 $109,459 $1,808,383 $109,259 $1,823,296 $93,688 $35,049 $38,806 $38,806 $39,349 1% $4,561 $4,752 $4,752 $7,034 48% $1,717,602 $1,961,400 $1,961,200 $1,963,367 0% Internal Service Charges Total - Planning FY 06-07 Budget -9% -6% 1% -14% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Current Planning 7 9 9 8 -11% Long-Range Planning & Research Planning Administration 3 5 3 5 3 5 3 5 0% 0% STAFFING BY PROGRAM Zoning Admin & Tech. Assist. Total -Planning 4 4 4 5 25% 19 21 21 21 0% 152 Return to TOC Mission and Performance Measure Transportation TRANSPORTATION Jamsheed Mehta 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 Department Fact: The Transit Division of the Transportation Department received the 2007 Outstanding Transit Organization by the Arizona Transit Association. Staff was honored with this award in recognition of the quality transportation service options provided in Glendale. Services provided include fixed route, Dial-A-Ride, Gus Bus, ADA (Americans with Disability Act), taxisubsidy program and special transportation services. These programs provided over 2.6 million rides in Glendale last year. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Complete the Park and Ride Project at Loop 101 and Glendale Avenue and identify Transit Center sites in the downtown and Arrowhead areas. A city with high quality services for citizens Construction of Park and Ride lot and viable site identification for Transit center locations downtown and Arrowhead areas. This goal will be achieved by providing transportation options for Glendale commuters and visitors and improving access to the sports, retail and entertainment amenities in the city. Park and Ride project completed in FY 2008. Transit Center site alternatives and recommendations to management by December 2007. Initiate a barricade and lane restriction process that will minimize the construction impacts in the city’s right-of-way to the traveling public. A city with high quality services for citizens Marketing and outreach to development and construction contractors are in process. In addition, permit tracking and detail fee collection processes need to be integrated with the current city system. Training and certification of staff for program 153 Return to TOC Mission and Performance Measure Transportation implementation also is scheduled to occur. This goal will be achieved by providing additional oversight within construction zones that will minimize the duration of roadway construction and travel restrictions. Desired Outcomes (Perf. Measures) Program in place by December 2007. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The Transportation Department is currently installing a remote monitoring system for the city's streetlighting system. This cutting edge technology will allow the Transportation Department to respond immediately when a streetlight is out. Currently the department relies on citizens to report outages and conducts periodic night time "sweeps" to check the streetlights. With the new Remote Operation Asset Management (ROAM) devices deployed on the streetlighting system, staff will be able to respond to outages more quickly and know with a click of a mouse what specifically is wrong with the streetlight. The level of service will greatly improve by reducing the time a streetlight is out. Accomplishments: • The Transportation Department served as the lead group on the successful development of a comprehensive transportation management plan to safely direct approximately 330,000 event related vehicles to and from theUniversity of Phoenix Stadium for 12 football games held during the inaugural season. Together with the Police Department, the Transportation Department was also an integral partner in implementation of the plan including deployment of hundreds of traffic signs and thousands of traffic cones as well as transporting approximately 6,000 football fans via shuttle for each game. • It has been a banner year for the GO Program. Construction contracts have been awarded to improve 11 intersections (including: bus bays, turning lanes, landscaping, signal modifications, and lighting) for a cost of $15 million. Construction of Downtown Pedestrian Improvements (including: street widening, parking, landscaping, pedestrian lighting, crosswalks, and aesthetic improvements) has begun for $16 million, and on the Northern Parkway Project, 7 parcels for the advance purchase of right-of-way for the future parkway have been purchased at total cost of $3.4 million. GOAL UPDATES Partner and lead city departments in installing the city’s fiber optic system A City with high quality services for Citizens Related Council Goal Yes Was the goal met? Identify fiber optic communication lines citywide and provide What were the Performance Measures? assistance in network expansion, maintenance, and arrange Goal 154 Return to TOC Mission and Performance Measure Transportation emergency response to breakdowns in critical areas. Obstacles/Challenges Documentation of fiber communications lines and use of the infrastructure in order to expand the system is complex and challenging. Transportation has taken the lead to purchase software to track this critical infrastructure. Goal Update the city’s Transportation Master Plan. A City with high quality services for Citizens` Related Council Goal Yes-in process Was the goal met? Develop a strategy for implementation, review current plan What were the performance, and identify new plan elements based on the Performance Measures? changing environment. This is a very large multi-faceted project. All forms of transportation will be explored including: transit, pedestrian, bicycle, and motor vehicle modes. A consultant to assist with the Master Plan update has been chosen and initial steps are Obstacles/Challenges underway. The Master Plan update will have several public participation components including a citizen survey and public meetings to discuss the transportation needs of the city. FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Goal Provide transportation alternatives to the citizens of Glendale. Yes Was the goal met? What were the Dial-A-Ride ridership increased by 1.5% to 89,150. Performance Measures? None Obstacles/Challenges Goal Was the goal met? Promote economic development and activities at the Glendale Municipal Airport. 2 out of 3 were met 155 Return to TOC Mission and Performance Measure Transportation Takeoffs and landings increased by 14,595 to 132,635. Fuel sales What were the increased by 2,611 gallons to 495,019 gallons and the number of Performance Measures? aircraft based at the airport remained at 380. No new hangars came on-line this past year. Twenty-two new Obstacles/Challenges hangars are scheduled to become available this coming year. TRANSPORTATION STATISTICS FY 06 FY 07 ACTUALS ESTIMATE FY 08 BUDGET Inputs: Number of full time employees - Transportation Admin. Number of full time employees - Traffic Engineering Number of full time employees - Signs & Markings Number of full time employees - Traffic Signals Number of full time employees - Airport Operations Number of full time employees - Transit Department operating expenditures 3 11 10 10 5 42.25 $13,815,938 5 10 10 10 5 48.25 $15,912,992 5 10 10 10 5 49.25 $23,135,539 18.5 15 25 25 15 45 61.5 41 73 500 3,900 550* 5,200* 650 6,000 180 189 194 96,258 97,717* 99,671 143,798 165,854* 182,440 407.90 400.67 404.90 18.0 390 50 28,760 18.9 520 55 33,171 19.4 600 65 36,488 Outputs: Transportation Management Systems Miles of fiber optic cable connecting traffic signal system Number of CCTV cameras at city intersections Number of intersections with remote access Transportation Signs and Markings Number of miles striped Number of traffic signs repaired Traffic Signals Signalized Intersections Transit - Fixed Route Ridership for Glendale Urban Shuttle (GUS) Effectiveness Measures: Airport Operations Number of operations (takeoffs or landings) Transit - Fixed Route GUS ridership per 1,000 population Efficiency Measures: Number of intersections with signals maintained per FTE Number of traffic signs repaired per FTE Miles of striping installed per FTE Number of airport operations per FTE *Estimates based on YTD numbers through May 156 Return to TOC City of Glendale Budget Summary by Department Transportation FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget (1010) Transp - BCS Event (1010) Transp - Fiesta Bowl Event $0 $129,805 (1010) Transp - Super Bowl Event $0 $0 $773,212 (1340) Arena - Transportation Ops. (1340) Signs & Markings (1340) Stadium - Transportation Ops. FY 06-07 Estimate $100,000 $130,000 FY 07-08 Budget Percent Over Last Year $100,000 $130,000 $0 $0 -100% -100% $0 $0 $439,729 NA $78,779 $908,186 $11,676 $908,186 $78,779 $940,508 0% 4% 53% $0 $473,000 $473,000 $723,113 (1340) Street Light Management $1,683,086 $1,640,893 $1,640,893 $1,615,702 -2% (1340) Traffic Design and Development (1340) Traffic Signals $286,349 $1,321,485 $272,773 $1,760,466 $272,773 $1,390,466 $300,512 $1,647,536 10% -6% (1340) Traffic Studies $333,055 $485,492 $435,492 $488,296 1% (1340) Transp - Fiesta Bowl Event (1340) Transportation Administration $0 $440,009 $0 $579,288 $0 $579,088 $106,623 $608,761 NA 5% (1340) Transportation Planning $88,560 $81,615 $81,615 $79,605 -2% (1660) Demand Management $15,601 $118,160 $28,185 $65,310 -45% $2,491,886 $3,581,056 $2,765,804 $4,935,981 $3,030,326 $3,833,621 $2,990,075 $5,111,711 (1660) Intelligent Transportation Sys $399,593 $630,246 $630,246 $679,652 8% (1660) Red Light Enforcement (1660) Traffic Mitigation $0 $147,046 $0 $259,142 $0 $259,142 $402,200 $370,640 NA 43% (1660) Trans. Program Education $7,940 $0 $1,572 $0 NA (1660) Transportation CIP O&M $0 $0 $0 $81,413 NA $211,201 $1,353,187 $257,953 $1,276,694 $257,953 $1,275,122 $266,955 $5,547,621 (1660) Dial-A-Ride (1660) Fixed Route (1660) Transportation Education (1660) Transportation Program Mgmt (1760) Airport Operations Total - Transportation $552,867 $573,636 $573,636 $590,798 $13,815,938 $17,328,108 $15,912,992 $23,135,539 157 Return to TOC 8% 4% 3% 335% 3% 34% 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 05-06 Actual $5,356,423 $6,620,211 FY 06-07 Budget $6,469,097 $9,067,884 FY 06-07 Estimate $6,499,384 $7,325,613 5% 18% 39% $289,132 $335,665 $335,665 $465,256 $1,562,817 $40,000 $1,612,330 $140,000 $1,791,238 $3,500,000 $13,815,938 $17,328,108 $15,912,992 $23,135,539 ($147,355) Percent Over Last Year $6,767,976 $10,679,713 $1,538,759 $11,413 Work Order Credits Total - Transportation FY 07-08 Budget ($68,644) 15% 8650% -53% 34% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Signs & Markings 10 10 10 10 0% Street Light Management 2 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 3 5 5 5 0% 2 34.25 1 39.25 1 39.25 1 39.25 0% 0% Intelligent Transportation Sys 4 5 5 5 0% Traffic Mitigation Transportation Education 1 1 1 1 1 1 1 1 0% 0% Transportation Program Mgmt 2 2 2 3 50% Airport Operations 5 5 5 5 0% 81.25 88.25 88.25 89.25 1% STAFFING BY PROGRAM Transportation Planning Dial-A-Ride Total -Transportation 158 Return to TOC World’s first suspended playground at Sahuaro Ranch Park COMMUNITY SERVICES COMMUNITY SERVICES ADMINISTRATION COMMUNITY PARTNERSHIP NEIGHBORHOOD IMPROVEMENT GRANTS RESIDENTIAL INFILL HOUSING LIBRARY & ARTS PARKS & RECREATION Aquatic playground, lazy river and slides at Foothills Recreation & Aquatic Center Return to TOC 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 05-06 Actual Comm. Services Admin. Total -Comm. Services Adm FY 07-08 Budget Percent Over Last Year $271,243 $271,243 $282,995 4% $261,695 $271,243 $271,243 $282,995 4% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $248,686 $11,445 $257,338 $10,927 $257,338 $10,927 $269,034 $11,051 $1,425 $2,758 $2,758 $2,520 -9% $139 $220 $220 $390 77% $261,695 $271,243 $271,243 $282,995 4% Internal Service Charges STAFFING BY PROGRAM FY 06-07 Estimate $261,695 Internal Premiums Total - Comm. Services Adm FY 06-07 Budget 5% 1% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 2 2 2 2 0% 2 2 2 2 0% 159 Return to TOC Percent Over Last Year Mission and Performance Measure Community Partnership COMMUNITY PARTNERSHIP Erik Stunk Department Description: Interesting Department Fact: The Community Partnerships Department is made In FY 2007, the Community up of three operational divisions that provide direct Partnerships Department leveraged city services, maintain the quality of life and build approximately $7.1 million in stronger neighborhoods for all residents. The matching funds, volunteer activities, Community Housing Division is responsible for and community donations of addressing the housing needs of over 4,400 materials and cash. Glendale residents who cannot afford housing and owns and operates three public housing complexes. The Community Revitalization Division provides affordable housing, housing rehabilitation assistance and emergency home repair for eligible Glendale residents. It also administers the federal Community Development Block Grant (CDBG) and other 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 190 different registered neighborhood associations. Mission Statement: Connecting people through the power of community. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Maintain the financial stability of the Community Housing and Community Revitalization divisions. • A city that is financially sound • A city with high quality services for citizens Continue to identify streamlined business practices to mitigate the impact of reduced federal funding on residents and other clients. Hold our clients “harmless” from any reduction in federal funding. Continue the implementation of the City’s five-year neighborhood revitalization plan. One community with strong neighborhoods a) Continued implementation of the new “Neighborhood GIS” (Geographic Information System); b) Conduct a physical assessment of Glendale’s neighborhoods. 160 Return to TOC Mission and Performance Measure Community Partnership Desired Outcomes (Perf. Measures) a) Addition of new Phase II and Phase III indicators to new Neighborhood GIS system; b) Completion of a physical assessment of Glendale neighborhoods, with accompanying report and presentation. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The Community Revitalization Division is responsible for the administration of the federallyfunded Community Development Block Grant program (CDBG). In FY 2007, we partnered with the Valley of the Sun United Way to automate the CDBG application process. As a result, the division was able to transition its traditional paper-based application process to an on-line, intranet-based application process. This innovation resulted in a substantial improvement to customer service levels and a significant reduction in the amount of staff time it took to assemble paper-based applications for review and consideration by the members of the Community Development Advisory Committee (CDAC). Accomplishments: • The Neighborhood Partnership Office implemented significant changes to the Neighborhood Improvement Grants Program and established a new “Small Grants Program.” The grants program was modified to allow different community partners (schools, businesses, non-profits, etc.) to take a lead role and apply for grant funds – as a long as they are working with the proper neighborhood leadership. • The department addressed concerns about cut-through traffic and on-street parking in the neighborhoods adjacent to University of Phoenix Stadium. As a result, the department distributed 39,736 event notification postcards, developed a parking placard system for residents, and administered a new telephone hotline that was set up to take calls by area residents with concerns. GOAL UPDATES Goal Implement the new, 5-year neighborhood revitalization plan. One community with strong neighborhoods Related Council Goal Yes Was the goal met? Implementation of the new Neighborhood GIS in June 2007; 190 What were the registered neighborhood associations; COX Communications’ Performance Measures? $10,000 donation to GU; success of the infill housing program. Availability of financial and staff resources. Obstacles/Challenges Goal Related Council Goal Was the goal met? Administer federal grant programs in accordance with federal guidelines so residents continue to experience excellent service. A city with high quality services for citizens Yes 161 Return to TOC Mission and Performance Measure Community Partnership Community Housing received “high performer” status as a result What were the Performance Measures? of its annual public housing assessment inspection. Reduced federal funding impacts made the timely maintenance of Obstacles/Challenges public housing facilities more difficult. FISCAL YEAR 2006 Accomplishments: • During FY 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 & was able to provide 83 with housing by identifying available federal funds to assist in their recovery. GOAL UPDATES In conjunction with our nonprofit partners (Habitat for Humanity; Chicanos por La Causa; Community Services of Arizona), acquire Goal vacant, infill properties for the construction of new affordable housing. Yes Was the goal met? Approximately $400,000 in HOME investment funds are being used to purchase land to build new infill housing resulting in the What were the construction of nine new affordable and/or replacement homes. Performance Measures? Federal funds were also used to construct new low-income units for seniors. The escalating price of vacant land is making the purchase price Obstacles/Challenges more expensive for infill housing. Seek out and develop new relationships to leverage resources for our neighborhoods and encourage greater involvement in Goal community building, volunteerism and the revitalization of Glendale’s older neighborhoods. Yes Was the goal met? Over the past year, 14 different neighborhood grants were funded, totaling $540,000 in planned construction for Glendale’s older What were the neighborhoods; the Community Volunteer Program coordinated Performance Measures? 82 projects, resulting in an estimated $200,821 of volunteered time by 2,682 individuals. A reduction in federal funding lead to fewer dollars to distribute to non-profits and to complete revitalization projects. Obstacles/Challenges More residents must overcome apathy to become involved in neighborhood and volunteer activities. 162 Return to TOC City of Glendale Budget Summary by Department Comm. Partnerships FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year (1000) Community Revitalization (1000) Mega Events - N'Hood/Volunteer $475,690 $0 $525,335 $48,820 $512,835 $0 $526,020 $73,434 (1000) Neighborhood Partnership $389,451 $560,506 $520,280 $579,733 (1000) Neighborhood Volunteer Program (1300) HOME Program $79,762 $271,874 $614 $1,832,418 $0 $1,033,915 $0 $1,593,837 -100% -13% -3% (1320) CDBG Programs 0% 50% 3% $1,574,027 $4,230,482 $2,417,699 $4,118,886 (1320) Comm Housing Upgrades-CDBG $9,700 $0 $0 $0 NA (1830) Emergency Shelter Grant (1830) Glendale Human Srvs Council-ES $0 $19,201 $105,382 $0 $102,436 $0 $99,946 $0 -5% NA (2500) Community Housing Total - Comm. Partnerships BUDGET BY CATEGORIES OF EXPENDITURES $1,615,522 $8,374,212 $8,649,212 $8,706,854 4% $4,435,227 $15,677,769 $13,236,377 $15,698,710 0% FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget FY 05-06 Actual Percent Over Last Year Wages/Salaries/Benefits $2,534,609 $2,968,567 $2,947,702 $3,065,536 3% Supplies and Contracts Internal Premiums $1,720,211 $75,476 $12,576,987 $93,472 $9,881,460 $94,042 $12,205,128 $121,552 -3% 30% $25,169 $30,129 $30,173 $31,494 5% $8,000 $283,000 $275,000 3338% $15,677,155 $13,236,377 $15,698,710 FY 07-08 Budget Percent Over Last Year Internal Service Charges Operating Capital Total - Comm. Partnerships STAFFING BY PROGRAM Community Revitalization $4,355,465 FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate 2 2 2 2 0% 5 5 0.5 5 0% 8.75 8.75 8.75 8.75 0% 25 25 25 25 0% 40.75 40.75 40.75 41.25 1% Mega Events - N'Hood/Volunteer Neighborhood Partnership 4 Neighborhood Volunteer Program 1 CDBG Programs Community Housing Total -Comm. Partnerships 0% 163 Return to TOC City of Glendale Budget Summary by Department Neighborhood Imp Gr FUND NUMBER / BUDGET BY PROGRAM (1000) Neighborhood Improvement Grant Total - Neighborhood Imp Gr BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Operating Capital Total - Neighborhood Imp Gr FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $444,150 $1,219,847 $366,502 $1,580,345 30% $444,150 $1,219,847 $366,502 $1,580,345 30% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $313,817 $130,333 $1,049,109 $170,738 $366,502 $1,398,067 $182,278 33% 7% $444,150 $1,219,847 $366,502 $1,580,345 30% 164 Return to TOC 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 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $56,243 $96,944 $46,512 $100,432 4% $56,243 $96,944 $46,512 $100,432 4% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $56,243 $96,944 $46,512 $100,432 4% $56,243 $96,944 $46,512 $100,432 4% 165 Return to TOC Mission and Performance Measure Library & Arts LIBRARY & ARTS RODEANE WIDOM 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. The Arts and Culture maintenance division administers the city’s Public Art and Performing Arts grant programs. Interesting Department Fact: Last year the library circulated 3,738,960 pounds of materials--and each day 3,646 citizens visit the libraries in Glendale. 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Increase citizen access to a broad range of arts and cultural experiences. A city with high quality services for citizens -Commission public art projects, -Award grants to fully or partially fund arts projects, -Produce new programs with in-house staff and resources, and -Market programs to a broad-based audience of visitors and Residents. -Sponsor public art and performing arts and education programs, including but not limited to libraries, community centers, schools and other public settings. -Commission and support production and presentation of the arts that is as diverse as Glendale’s population Increase citizen access to library resources. A city with high quality services for citizens -Access to resources available through direct and remote delivery. -State-of-the-art technology and staff resources are optimized to provide access to information and services. -Tools and resources are created to assist in locating information. 166 Return to TOC Mission and Performance Measure Library & Arts Desired Outcomes (Perf. Measures) -Number of: remote users, searches on library catalog, hours of electronic workstation usage, automated phone renewals, materials self-checked, phones calls for holds, customer placed holds, database hits and patrons using wireless Internet provided at all Glendale Public Libraries. -Statistics on usage of web subscriptions, indices and full text databases. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: Perfetto de Café opened on April 1, 2006, and is a full-service coffee bar just inside the north entrance of Glendale Main Library. Attractive, comfortable tables and chairs are placed in the outer lobby to make lingering over a delicious drink or meal an enjoyable experience. The coffee bar is open during library hours. Accomplishments: • All three Glendale Public Libraries began offering free wireless Internet service for library users during the month of September 2006. • The library’s new cable show “Check It Out @ the Library” premiered on City Cable station, Channel 11. The library will continue to promote programs and services by producing two shows per year. GOAL UPDATES Goal Related Council Goal Was the goal met? Attract new users through innovative marketing strategies and activities. A city with high quality services for citizens Yes There are currently 159,422 registered library borrowers, up 16% What were the Performance Measures? over the same time last year when the number was 137,867. Obstacles/Challenges Goal Related Council Goal Was the goal met? None Increase art awareness and appreciation through public art purchases, awarding performing arts grants to support arts projects, hold exhibitions and to provide arts education services such as professional development training for arts and classroom teachers. A city with high quality services for citizens Yes 167 Return to TOC Mission and Performance Measure Library & Arts A downtown art feature and 30 portable art works were purchased. Two art exhibits were staged in cooperation with the Glendale Arts Council and seven art exhibits were staged at the Glendale What were the Adult Center. Twenty arts grants were awarded, three workshops Performance Measures? were held for preschool and elementary school teachers and a Summer Art Camp was held with three one-week sessions for students. None Obstacles/Challenges FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Goal Provide best sellers in quantity to meet customer demand. Yes Was the goal met? Patrons placed fewer holds on items because more copies were What were the available for use. Hold statistics indicate that we met our goal of a Performance Measures? 75% reduction in the number of holds. None Obstacles/Challenges Distribute arts and culture throughout the city, accessible to all residents. Yes Was the goal met? Three artworks were purchased for the western area Public Safety building, Foothills Recreation & Aquatics Center and Fire Station What were the #159. Two outdoor artworks were reinstalled at different Performance Measures? facilities, a “Night with the Artist” was held and the Arts Commission sponsored a youth exhibit. None Obstacles/Challenges Goal LIBRARY STATISTICS FY 05 ACTUALS FY 06 FY 07 ACTUALS ESTIMATE FY 08 BUDGET Inputs: Total number of full time employees Service population Number of Librarians Number of temporary staff Number of Public Service hours Department Expenditures* 86.76 233,281 35.25 32.29 10,004 $7,749,041 168 Return to TOC 86.76 235,987 37.25 22.99 10,004 $8,148,485 86.76 243,881 37.25 22.99 10,021 $8,861,132 86.76 246,160 37.25 22.99 10,028 $8,880,321 Mission and Performance Measure Library & Arts Outputs: 531,279 6,752 36,444 34,711 233,762 22,207 508,152 15,924 28,018 37,138 220,572 21,186 482,745 19,246 26,043 39,737 212,289 20,167 FY 06-FY 07 % Change -5.00%** 20.86% -7.05%** 7.00% -3.76%** -4.81%** 631 2,394 613 3,049 640 3,112 4.40% 2.07% Material Number of printed materials Number of electronic books Number of audio materials Number of video materials Number of printed materials for children Number of other material for children Programs Number of adult programs held Number of youth & teen programs held Public Use Computers Number of Internet computers available for public use Meeting Rooms Number of meeting/study/class rooms available for public use 119 148 150 1.35% 8 8 8 0.00% Effectiveness Measures: FY 06-FY 07 % Change Material Total number of reference / information transactions handled all public service Total number of circulation transactions Total circulation of children material Total number of active registrations Total number of registered borrowers (Ages 0-14) Number of Interlibrary loans provided Number of Interlibrary loans received Library walk-in count Programs Total attendance of programs held Total attendance of youth & teen programs held Public Use Computers Number of Users of Public Internet Computers 537,906 559,950 563,498*** 0.63% 2,473,267 1,186,506 116,407 20,953 4,206 3,023 1,388,541 2,492,640 1,191,778 140,168 25,078 4,965 3,253 1,294,500 2,508,830*** 1,196,779*** 162,237 29,202 4,752*** 3,387*** 1,184,383*** 0.65% 0.42% 15.74% 16.44% -4.29% 4.12% -8.51% 101,365 83,484 117,409 101,179 138,824*** 102,696*** 18.24% 1.50% 417,040 347,245 349,252*** 0.58% Efficiency Measures: FY 06-FY 07 % Change Material Number of reference / information transactions handled per FT Library Staff Number of reference / information transactions handled per hour all public locations Interlibrary loans provided to loans received ratio 6,200 6,454 6,495 0.63% 53.77 55.97 56.23 0.46% 1.39 1.53 1.40 -8.08% 79 33.51 77 32.06 80 37.00 4.40% 15.40% Programs Number of programs held / study room available Average attendance of all programs held Public Use Computers Number of people using internet computers / number of public internet computers available Library Department Department expenditures per capita *Excludes grant funding **Decreases in materials due to extensive remodel of the libraries ***Estimates based on YTD numbers through May 169 Return to TOC 3,505 2,346 2,328 -0.76% $33.22 $34.53 $36.33 $36.08 City of Glendale Budget Summary by Department Library & Arts FUND NUMBER / BUDGET BY PROGRAM (1000) Arts Maintenance - Admin. (1000) Historic Sahuaro Ranch FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $0 $84,101 $0 $234,200 $142,552 $0 $153,911 $0 $7,915,063 $8,524,979 $8,524,979 $8,544,168 $167,783 $141,084 $233,572 $231,003 $87,354 $231,003 $127,787 $231,003 (1260) Library Special Revenue $92,338 $105,150 $105,150 $105,150 0% (1840) Computer Training for Teens $23,580 $0 $0 $0 NA (1840) Grant Approp - Library (1840) LSTA Operation Health Outreach $0 $12,585 $500,000 $0 $158,419 $0 $500,000 $0 0% NA NA (1000) Library (1220) Arts Maintenance (1260) Library Book Fund (1840) Summer of Cinema (1840) Women Business Bldrs Online Total - Library & Arts BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums Internal Service Charges Total - Library & Arts STAFFING BY PROGRAM Arts Maintenance Total -Library & Arts 0% -45% 0% $750 $0 $0 $0 $24,936 $0 $0 $0 NA $8,462,220 $9,828,904 $9,249,457 $9,662,019 -2% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $6,350,416 $1,806,778 $6,821,223 $2,440,387 $6,810,094 $2,106,269 $7,005,982 $2,390,370 3% -2% $162,656 $266,540 $266,540 $197,693 -26% $58,269 $66,554 $66,554 $67,974 2% $8,378,119 $9,594,704 $9,249,457 $9,662,019 1% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate 86.76 1 86.76 1 86.76 1 1 1 87.76 88.76 88.76 Arts Maintenance - Admin. Historic Sahuaro Ranch Library NA -100% FY 07-08 Budget Percent Over Last Year 1 170 Return to TOC 86.76 0% 87.76 -1% Mission and Performance Measure Parks & Recreation PARKS & RECREATION Rebecca Benna Department Description: The Parks and Recreation Department offers opportunties to enhance the social, physical, mental and economic health 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, protects and manages parks, open spaces, trails and aquatic and recreational facilities located throughout the community. Interesting Department Fact: The Parks and Recreation Department recently received a $150,000 grant from the National Recreation and Park Association and USA Football. The “Youth Football Hub” program will provide national recognition for Glendale as one of five communities in the country leading this effort to improve and grow youth football. 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Provide safe and attractive park and open space amenities through preventative maintenance and park redevelopment. One community with strong neighborhoods Conduct redevelopment of three parks in conjuction with the Parks and Recreation Advisory Commission in determining prioritization of parks scheduled for redevelopment. Inspect parks and facilities frequently and perform preventative maintenance to ensure safety and protection of amenities. Renovate a minimum of three older parks. Provide opportunities for residents to participate in the redevelopment of older parks facilities. One community with strong neighborhoods Public meetings, interactive website, emails and surveys. Opportunities for public input are provided for all park improvement projects 100% of the time, measured by public input opportunities. 171 Return to TOC Mission and Performance Measure Parks & Recreation FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The Parks and Recreation Department recently partnered with the Information Technology Department to create a state-of-the-art park locator on the Parks and Recreation web page. Citizens and staff can access the web page and find any Glendale park they choose and can determine if the park amenities are suitable for their activity. By simply clicking on "need directions" the park finder will provide directions from the patron’s door step to the park. Accomplishments: • The Foothills Recreation and Aquatics Center opened to the public on September 30, 2006 with over 1,200 visitors attending the dedication ceremony. The 69,800 square foot center features a full size gymnasium, six classrooms, culinary arts kitchen, two exercise studios, child care room, activity room that is free to the public, jogging track, walking track, rock climbing wall, three indoor racquetball courts, fitness area and a multipurpose room with catering kitchen. The 13,000 square foot outdoor aquatics center features a heated 6-lane lap pool, diving well, lazy river, two giant slides, leisure pool with aquatic playground and an outdoor concessions area.. The center currently hosts 18,000 users on a monthly basis. • Northern Horizon Community Park was dedicated in August. The 11-acre community park includes a ramada, three-acre dog park, play structure and multi-use pathway. In addition, Parks and Recreation partnered with the Transportation Department to provide a bicycle safety course in the park. The New Times magazine voted this facility the Best Dog Park in 2006. GOAL UPDATES Provide an equitable distribution of city parks throughout the community. One community with strong neighborhoods Related Council Goal Yes Was the goal met? -The Parks and Recreation Master Plan is followed to ensure equitable distribution of parks and facilities. The most recent additions include: Northern Horizon Community Park, additional nodes along Grand Canal Linear Park, Youth Sports Complex near the University of Phoenix Stadium, Foothills Recreation and Aquatic Center and Phase I of a joint-use park at 79th Avenue and What were the Performance Measures? Orangewood. -Projects under construction include: a ten-acre park at 87th Avenue and Missouri, an equestrian staging area, major infrastructure improvements and a multi-use BMX/Skate Court at the regional park site located at 83rd Avenue and Bethany Home Road. Goal 172 Return to TOC Mission and Performance Measure Parks & Recreation Obstacles/Challenges The rapid growth in the valley has utility service providers working diligently to keep up with demands for service causing some delays during the construction process. Provide protection of environment by establishing greenways, natural areas and open space. A city with high quality services for citizens Related Council Goal Yes Was the goal met? The department offers programs and events for a mix of sports, cultural and historical programs and special events, dance, exercise and other self-improvement classes, adaptive recreation, senior/adult, pre-school, before and after school programs and clubs, teen events, outdoor activities and a new workforce development program. Facilities and programs are located throughout the city to assure accessibility. Senior programs are What were the Performance Measures? offered at Glendale Community Center, Glendale Adult Center and Foothills Recreation and Aquatics Center. Programs fees are reviewed through a recreation management staff fees committee to determine if they fit the Council-adopted fee philosophy for core programs or tiered programs assuring economically accessible programs. Many program flyers are prepared and distributed in both the English and Spanish language. A 580% increase in the number of participants at the renovated Rose Lane Aquatics Center has required more aquatics staff than Obstacles/Challenges anticipated. Demand across the valley for certified lifeguards remains very high and competitive. Goal FISCAL YEAR 2006 Accomplishments: • The new $3.8 million Rose Lane Aquatic Center that includes 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 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. 173 Return to TOC Mission and Performance Measure Parks & Recreation GOAL UPDATES Develop programs targeted toward grade school children, teens, families, seniors and special populations. Yes Was the goal met? 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 What were the Performance Measures? (6,000 participants), Special Interest Classes (4,325 youth & adults in 736 classes), Meals to seniors at the Adult Center and Community Center (21,000). None Obstacles/Challenges Goal To provide safe and attractive open space amenities by protecting Glendale’s parks through preventative maintenance and park Goal renovation. Yes Was the goal met? 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 What were the structures were added at Bonsall, Oasis, Sierra Verde and Performance Measures? 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 and Youth Sports Fields None Obstacles/Challenges PARKS & RECREATION STATISTICS FY 06 ACTUALS FY 07 ESTIMATE FY 08 BUDGET Inputs: Parks Administration & Support Staff Total number of full time employees Department expenditures* Park & Pool Maintenance and Park Rangers Total number of full time employees Department expenditures* Recreation Total number of full time employees Department expenditures* Aquatics Total number of staff including temporary/seasonal Department expenditures* Adult, Community & Recreation Centers Total number of full time employees Department expenditures* 174 Return to TOC 12 $1,528,298 14 $1,579,580 13 $1,655,316 45 $5,425,004 43 $6,137,872 42 $5,978,260 22.75 $2,511,429 22.75 $2,921,287 24.25 $3,200,100 156 (Seasonal) $479,667 206 (Seasonal) $636,282 1 FTE+Seasonal $631,163 10 $1,026,159 19 $2,586,717 19 $2,573,701 Mission and Performance Measure Parks & Recreation FY 06 FY 07 ACTUALS ESTIMATE FY 08 BUDGET Outputs: 117 1 3 70 2,149 6 13,098 58 63 104 140 27,000 42 FY 06-FY 07 % Change 8.33% 0.00% 50.00% 2.94% 2.11% N/A N/A 1.75% N/A N/A N/A N/A N/A 8 17 14 10 18 13 25.00% 5.88% -7.14% 7 66 388 1,508 1,237 2,746 909 8 86 478 1,912 1,413 3,324.75 1,020 14.29% 30.30% 23.20% 26.74% 14.22% 21.09% 12.21% 5 6 1,800 18,000 1,245 55 20.00% N/A N/A 69.16% 0.00% Park & Pool Maintenance and Park Rangers Number of ramadas Number of skate parks maintained Number of dog parks maintained Number of developed parks maintained Number of acreage maintained by Parks & Recreation Number of municipal facilities maintained Number of trees maintained Number of playgrounds maintained Number of athletic fields maintained Number of athletic courts maintained Number of irrigation systems maintained Number of sprinkler heads maintained Number of park restrooms cleaned/maintained Recreation Special events Number of summer youth program sites Number of after-school drop-in sites Aquatics** Number of public pools Days open for public use during season (any pool) Scheduled days open for public swim & programs (all pools) Hours for public swim Hours for programs (lessons, swim & dive teams) Total hours of operation (pools) Scheduled number of lessons offered all pools Adult, Community & Recreation Centers Number of adult & community centers Days open to the public Hours open to the public Number of special interest classes offered Number of programs offered by the Adult Center 108 1 2 68 2,105 57 736 55 Effectiveness Measures: FY 06-FY 07 % Change 1,500 N/A Park & Pool Maintenance and Park Rangers Number of ramada rentals Recreation Youth and adult sports participants Summer youth program participants After-school drop-in participants Special event attendance Aquatics** Number of recreation swim participants Number of swim lesson participants Number of swim/dive team participants Adult, Community & Recreation Centers Meals to seniors (Adult Center) Adult Center members Participation in programs offered by the Adult Center 9,100 1,201 12,639 9,577 8,700 1,307 13,502 16,888 88,439 5,532 474 21,000 134,678 175 Return to TOC -4.40% 8.83% 6.83% 76.34% N/A N/A N/A 25,000 3,800 139,783 19.05% N/A 3.79% Mission and Performance Measure Parks & Recreation FY 06 FY 07 ACTUALS ESTIMATE Adult, Community & Recreation Centers Participation in special events hosted by the Adult Center Number of rentals/group use (Adult Center) Total attendance Foothills Rec. & Aquatics Center (nine months) Special interest class participants 5,649 314 FY 08 BUDGET 4,325 6,612 471 196,923 6,097 17.05% 50.00% N/A 40.97% $6.48 $6.48 $6.72 70.17 $1,943 $22.99 71.65 $1,981 $25.17 N/A N/A $24.29 $10.64 $11.98 $13.00 $174.70 $5.08 $2.03 $191.38 N/A $2.61 N/A N/A $2.56 N/A $143.71 N/A $7.09 $7.40 N/A N/A $4.35 727 $10.61 N/A $10.46 Efficiency Measures: Parks Administration & Support Staff Expenditures per capita Park & Pool Maintenance and Park Rangers Number of acres maintained per full time employee Maintenance cost per acres maintained Expenditures per capita Recreation Expenditures per capita Aquatics Per hour cost of operation Cost of service provided per participant (rec swim/lessons/teams) Expenditures per capita Adult, Community & Recreation Centers Per hour cost of operation Cost of service provided per participant (Programs/Special Events/ Interest Classes/Foothills Attendance) Avg. daily attendance at Foothills Recreation & Aquatic Center Expenditures per capita*** *Excludes grant funding **Program runs over two fiscal years, data is for the first fiscal year (i.e. season starts in May of 2006 and ends in Sept. of 2007 = FY07) ***Foothills Recreation & Aquatic Center opened during FY 07; does not take revenue generation into account 176 Return to TOC City of Glendale Budget Summary by Department Parks & Recreation FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year (1000) Adult Center (1000) Aquatics $415,814 $477,431 $462,876 $508,299 $462,876 $608,363 $431,542 $585,244 -7% 15% (1000) Audio/Visual $234,032 $229,374 $229,374 $251,894 10% $64,906 $0 $0 $32,490 NA (1000) Elsie McCarthy Pk. Maintenance (1000) Foothills Recreation Center $31,085 $415,704 $44,048 $1,908,940 $44,048 $1,908,940 $44,048 $1,904,051 0% 0% (1000) GESD-Reimb Division $103,348 $102,000 $102,000 $0 (1000) Glendale Community Center (1000) Historic Sahuaro Ranch $194,641 $0 $214,901 $0 $214,901 $290,545 $238,108 $339,247 11% NA (1000) Marketing - Parks & Rec $170,624 $173,350 $173,350 $156,608 -10% (1000) Park Irrigation $315,981 $359,321 $359,321 $370,296 3% (1000) Park Rangers (1000) Parks & Recreation Admin. $339,411 $215,546 $386,274 $305,939 $382,274 $231,326 $383,541 $242,827 -1% -21% 11% (1000) Copper Canyon HS Youth Dev Prg (1000) Parks CIP & Planning -100% $330,434 $296,964 $296,964 $330,725 $2,129,031 $1,960,315 $2,244,584 $2,014,419 $2,244,584 $2,014,419 $4,131,720 $0 (1000) Pool Maintenance $256,795 $263,073 $263,073 $267,741 (1000) Recreation Support Services $908,096 $941,530 $945,530 $1,003,987 (1000) Special Events and Programs (1000) Sports and Health $314,574 $274,439 $493,970 $295,958 $212,763 $348,185 $213,443 $511,375 (1000) Youth and Teen $899,955 $993,639 $941,412 $924,921 -7% $0 $9,497 $310,189 $500,000 $310,189 $0 $267,189 $500,000 -14% 0% (1000) Parks Maintenance (1000) Parks North District (1280) Glendale Youth Sports Complex (1840) Grant Approp - Parks & Rec (1840) Youth Football Hub Grant 84% -100% 2% 7% -57% 73% $0 $0 $0 $60,211 NA (1880) Adult Center Self Sustaining $17,910 $85,000 $85,000 $85,000 0% (1880) Apollo Pool Repair (1880) Aquatic Self Sustaining $10,573 $2,236 $10,000 $27,919 $10,000 $27,919 $10,000 $45,919 0% 64% (1880) Arrowhead Amenities Sinking F $13,158 $18,000 $18,000 $18,000 0% $8,435 $9,505 $10,000 $35,000 $10,000 $35,000 $10,000 $10,000 0% -71% (1880) Cactus Pool Repair (1880) Cardinal Pool Repair (1880) Dedicate A Tree $136 $5,000 $5,000 $5,000 0% (1880) Desert Gardens Park $0 $7,000 $7,000 $7,000 0% (1880) Desert Mirage Park (1880) Desert Valley Park $0 $0 $7,000 $2,000 $7,000 $2,000 $7,000 $2,000 0% 0% (1880) Discovery Park (1880) GCC Pool Repair (1880) GESD ES Ballfields (1880) Ironwood HS Lights $0 $7,000 $7,000 $7,000 0% $2,935 $0 $25,000 $7,000 $25,000 $7,000 $10,000 $7,000 -60% 0% $0 $5,000 $5,000 $5,000 0% $17,210 $35,000 $35,000 $35,000 0% $4,575 $4,936 $55,000 $21,650 $55,000 $21,650 $55,000 $21,650 0% 0% (1880) Rec Self Sust-Spec Int Classes $191,304 $137,598 $137,598 $207,598 51% (1880) Spec Events & Prgm Self Sust (1880) Sports Self Sustaining $58,624 $229,366 $164,213 $325,067 $36,759 $325,067 $164,213 $277,067 0% -15% (1880) Ironwood Pool Repair (1880) Rec Self Sust-Administration (1880) Rec Self Sust-Audio/Visual (1880) Youth and Teen Self Sustaining Total - Parks & Recreation $347,492 $365,308 $365,308 $368,096 1% $10,980,054 $14,404,403 $13,811,738 $14,548,751 1% 177 Return to TOC City of Glendale Budget Summary by Department Parks & Recreation BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $6,915,852 $3,341,867 $8,709,503 $5,049,317 $8,761,467 $4,397,425 $8,977,780 $4,829,334 3% -4% Internal Premiums $285,342 $359,674 $359,986 $412,642 15% Internal Service Charges $373,100 $269,609 $275,985 $328,995 22% $63,893 $16,300 $16,875 $10,980,054 $14,404,403 $13,811,738 $14,548,751 1% Operating Capital Total - Parks & Recreation FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Adult Center Aquatics 6 6 6 6 1 0% Audio/Visual 2 2 2 2 0% STAFFING BY PROGRAM Copper Canyon HS Youth Dev Prg Foothills Recreation Center Glendale Community Center 0.75 1 3 10 3 10 3 Marketing - Parks & Rec Park Irrigation 1 4 1 4 1 4 1 4 Park Rangers 4 4 4 4 0% Parks & Recreation Admin. 3 3 3 2 -33% Parks CIP & Planning Parks Maintenance 4 18 2 18 2 18 3 28 50% 56% Parks North District 12 12 12 Pool Maintenance Recreation Support Services 3 6 3 8 3 8 3 8 0% 0% Special Events and Programs -65% Historic Sahuaro Ranch 10 3 0% 0% 3 0% 0% 3.75 5.75 5.75 2 Sports and Health 3 3 3 5 67% Youth and Teen Youth Football Hub Grant 11 9 9 7.5 1 -17% Spec Events & Prgm Self Sust 3 Youth and Teen Self Sustaining Total -Parks & Recreation 2 5 5 5 0% 89.75 98.75 98.75 99.25 1% 178 Return to TOC The Glendale Convention & Media Center with the Renaissance Phoenix-Glendale Hotel in the background. 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 The Glendale Civic Center Return to TOC Mission and Performance Measure City Auditor's Office CITY AUDITOR'S OFFICE Candace MacLeod 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. Interesting Department Fact: It is estimated that fraud costs the United States $652 billion annually. The median loss is $159,000. Fraud losses are much smaller in organizations with anonymous fraud hotlines, internal audit departments, and where anti-fraud training is provided to employees. Mission Statement: To conduct independent, objective assurance and consulting activities that add value and improve operations. These activities are conducted in accordance with generally accepted government auditing standards. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Allocate audit resources to the areas that pose the greatest risk to the city. A city that is fiscally sound Develop a quarterly risk-based audit plan that incorporates management’s concerns. Risk-based audit plan with focus on improved business processes. Assess the risk of the city’s information technology environment. A city with high quality services for citizens Allocate resources to the areas that pose the greatest risk to the city. Every audit includes recommendations to reduce associated risks to the city. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: Expanded the citywide continuous monitoring program to include payroll transactions and contracts. 179 Return to TOC Mission and Performance Measure City Auditor's Office Accomplishments: • Performed ten performance audits, six audit follow-ups and 12 contract audits. • Conducted four information technology audits and one follow-up. GOAL UPDATES Allocate audit resources to the areas that pose the greatest risk to the city. A city that is fiscally sound Related Council Goal Yes Was the goal met? Developed a quarterly risk-based audit plan that incorporated What were the Performance Measures? management’s concerns. None Obstacles/Challenges Goal Goal Assess the effectiveness of the city’s information technology security and control systems. A city that is fiscally sound Yes Related Council Goal Was the goal met? What were the Every audit included a review of applicable business systems. Performance Measures? None Obstacles/Challenges FISCAL YEAR 2006 Accomplishments: • Completed ten operational audits and twelve audit follow-ups. • Conducted three information systems audits and one follow-up. GOAL UPDATES Allocate audit resources to the areas that pose the greatest risk to the city. Yes Was the goal met? A quarterly risk-based audit plan was developed that improved What were the Performance Measures? business processes and incorporated management’s concerns. None Obstacles/Challenges Goal Consider the effectiveness of the city’s information technology security and control systems. Yes Was the goal met? Information systems audits were conducted and recommendations What were the Performance Measures? were made to enhance security and control systems. Delays in scheduling audits and obtaining timely responses to Obstacles/Challenges audit recommendations. Goal 180 Return 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 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $373,885 $408,913 $408,913 $428,272 5% $373,885 $408,913 $408,913 $428,272 5% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $359,660 $7,666 $388,506 $12,459 $388,506 $12,459 $408,265 $12,333 Internal Premiums $5,474 $6,807 $6,807 $6,187 -9% Internal Service Charges $1,085 $1,141 $1,141 $1,487 30% $373,885 $408,913 $408,913 $428,272 5% Total - City Auditor STAFFING BY PROGRAM City Auditor Total -City Auditor 5% -1% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 4 4 4 4 0% 4 4 4 4 0% 181 Return to TOC Percent Over Last Year Mission and Performance Measure 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 and goals in the provision of valued services to the community. Interesting Department Fact: From August 2006 through March 2007, just over one million people visited University of Phoenix Stadium. The City Manager’s Office responded to less than 200 requests for service (75% of which came from out-of-town visitors) related to the first eight months of stadium operations. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Ensure the best possible visitor experience for the 2008 Super Bowl and associated events without impact to delivery of public services to residents and businesses A city with high quality services for citizens Coordinate and manage the city's Super Bowl planning efforts with internal and external partners including the NFL, AZ Super Bowl Host Committee, Global Spectrum, AZ Sports and Tourism Authority and other Valley cities. Develop and implement a strategic plan that prioritizes public safety, transportation, beautification, marketing, and community involvement & outreach. A coordinated multi-disciplinary approach to successful staging of Super Bowl XLII on February 3, 2008. Provide leadership, vision and accountability for the organization as economic development opportunities surface and require Council action. One community with quality economic development Identify, build upon and complete priority economic development agreements, partnerships and projects in the areas of downtown Glendale, the sports and entertainment district, and Loop 303. • Cactus League Training agreements completed and construction on facility and surrounding office and retail begins. • Six new hotels opened before 2008 Super Bowl in the sports and entertainment district. • Downtown parking garage constructed with retail component. 182 Return to TOC Mission and Performance Measure City Manager's Office FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: During FY06/07 the City Manager’s Office reviewed the process of compiling and producing the agendas and made a number of changes to enhance the agenda process for departments across the city: o Added the Agenda Manual and all associated agenda forms to the City Manager’s intranet site. With the addition of these forms to the intranet, departments have ready access to all necessary forms as well as the agenda manual to assist them in understanding the submission and review process and the proper completion of the forms. o A review of the forms required for departmental submission of agenda items revealed that there was redundancy in signature requirements. Several forms that were unnecessary were removed from the process. o With Information Technology’s assistance, a shared network drive in which departments could place large, unusual backup documentation needed for an agenda item can be placed. Large documents no longer need to be emailed and departments no longer need to provide 15 hard copies for addition to the agenda book. o Working with a new contract mail/duplication service, a file transfer protocol (FTP) process which allows documents to be sent directly to the contractor for processing was implemented. Turnaround time for the agenda printing was reduced from two days to four hours. Accomplishments: • In alignment with the City Council’s goal of one community with quality economic development, Cabela’s, the University of Phoenix Stadium and Westgate City Center all opened in the sports and entertainment district in a span of three months. • Internally, the City Manager’s Office implemented new ethics guidelines (with a handbook) and a mandatory training program for all employees. GOAL UPDATES Goal Provide leadership, vision and accountability for the organization. A city that is fiscally sound Related Council Goal Yes Was the goal met? Quarterly operational, business plan and financial reviews positioned the city well for development of the proposed FY07-08 What were the Performance Measures? budget. Council’s strategic goals were addressed during the budget process. None Obstacles/Challenges Goal Ensure the best possible visitor experience for all Glendale mega events without impact to delivery of public services to residents and businesses. 183 Return to TOC Mission and Performance Measure City Manager's Office A city with high quality services for citizens Yes Bi-monthly stakeholder meetings (internal & external) resulted in successful implementation of all elements of the mega event What were the strategic plan focused on public safety, transportation, Performance Measures? beautification, marketing and community involvement and outreach. Communication across all city departments and with six major Obstacles/Challenges external stakeholder groups. Related Council Goal Was the goal met? FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Goal Provide leadership, vision and accountability for the organization. Yes Was the goal met? Quarterly operational, business plan and financial reviews positioned the city well for development of the proposed FY06-07 What were the Performance Measures? budget. Council’s new strategic goals were addressed during the budget process. None Obstacles/Challenges Build self-sustainability of individuals and families experiencing ongoing difficult socioeconomic conditions or stressful events. Yes Was the goal met? The Community Action Program ensured all clients received their What were the informational packets prior to their appointments 100% of the Performance Measures? time and assessments were completed within 5 business days. None Obstacles/Challenges Goal 184 Return to TOC 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 05-06 Actual STAFFING BY PROGRAM City Manager Total -City Manager FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $1,175,429 $1,271,327 $1,271,327 $1,343,725 6% $1,175,429 $1,271,327 $1,271,327 $1,343,725 6% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $980,843 $161,351 $1,026,085 $215,423 $1,020,222 $221,286 $1,099,577 $210,221 7% -2% $28,489 $25,504 $25,504 $28,890 13% $4,746 $4,315 $4,315 $5,037 17% $1,175,429 $1,271,327 $1,271,327 $1,343,725 6% Internal Service Charges Total - City Manager FY 06-07 Budget FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 8 8 8 8 0% 8 8 8 8 0% 185 Return 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 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $15,431 $396,481 $24,874 $444,492 $24,874 $444,492 $26,181 $466,128 5% 5% $411,912 $469,366 $469,366 $492,309 5% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Wages/Salaries/Benefits $391,385 $436,105 $436,105 $457,741 5% Supplies and Contracts $11,415 $13,566 $16,566 $16,566 22% $3,529 $5,583 $6,426 $13,269 $6,426 $10,269 $7,299 $10,703 14% -19% $411,912 $469,366 $469,366 $492,309 5% Internal Premiums Internal Service Charges Total - Comm. Action Program STAFFING BY PROGRAM Community Action Program (CAP) Total -Comm. Action Program FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 7 7 7 7 0% 7 7 7 7 0% 186 Return to TOC Percent Over Last Year Mission and Performance Measure Glendale Civic Center GLENDALE CIVIC CENTER John Moses Department Description: Interesting Department Fact: The Civic Center provides competitively priced The Glendale Civic Center has been function space and services for businesses, social rated one of the top ten meeting / gatherings and the special-event needs of the convention centers in the state of community. The ability to provide state-of-the-art Arizona by the Arizona Business conference support and technology has an appeal to Magazine for 2007. business groups and associations looking for a fullservice conference center. The Civic Center serves as a hospitality venue that introduces residents and non-residents to downtown Glendale, which produces a positive economic impact for Glendale. Mission Statement: The Civic Center will provide high-quality meeting and banquet facilities and service to encourage local economic growth and to promote a positive identity for Glendale. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Increase patron attendance at the Glendale Civic Center. One community with a vibrant city center Proactively book events utilizing the civic center’s inside sales and new outside sales program. 5% increase in patron attendance over the previous fiscal year. Maintain a high level of customer satisfaction demonstrated through customer service evaluations. A city with high quality services for citizens All staff to provide outstanding customer service and create a positive guest experience for all attendees of civic center events. Exceed the minimum service approval rating of 90% through client evaluations. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The Civic Center has been able to implement a new outside sales program with the addition of a new sales/event coordinator. Previously, sales and networking were limited to in-house event coordinators. The high volume of inquiries for meeting facilities and event space precluded 187 Return to TOC Mission and Performance Measure Glendale Civic Center instituting an outside sales effort with the prior staffing levels. It is anticipated the new outside sales program will have a significant impact in acquiring new business for the Civic Center. Accomplishments: • The new caterer for the civic center, the RK Group, agreed and committed personnel and resources to assist in a new “outside sales” program designed to increase sales for the civic center. The program will include familiarization tours and new client receptions to introduce the services of the facility to new clients. • The Fountain Terrace, an outdoor courtyard, was completely renovated to provide a more desirable location for outdoor events. Some of the improvements include the installation of three pergolas, a fountain and pond along with improved landscape and hardscape areas. GOAL UPDATES Goal Related Council Goal Was the goal met? To increase patron attendance at the Civic Center. One community with a vibrant city center Yes - YTD Increase in event attendance over the previous fiscal year. The Civic Center is on track to surpass last year’s patron attendance What were the Performance Measures? numbers. The first 9 months show an increase in attendance of 1,292 people. Obstacles/Challenges Goal Related Council Goal Was the goal met? Increase in local competition. Increase the number of events/event days at the Civic Center. One community with a vibrant city center Yes - YTD Increase in event bookings/event days over the previous fiscal year. The Civic Center is on track to surpass last year’s What were the bookings/event days. The first 9 months show an increase of 42 Performance Measures? event days over the previous year. Obstacles/Challenges Increase in local competition. FISCAL YEAR 2006 Accomplishments: • 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. 188 Return to TOC Mission and Performance Measure Glendale Civic Center GOAL UPDATES Goal Increase facility usage. Yes Was the goal met? 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 What were the 2004-2005 goal to increase awareness of Civic Center services, Performance Measures? which resulted in a 7% increase in facility usage from the previous year. None Obstacles/Challenges Maintain a high level of customer satisfaction demonstrated through customer service evaluations. Yes Was the goal met? The Civic Center is on target to exceed the minimum service approval rating of 90% through client evaluations. The 2004-2005 What were the Performance Measures? goal to maintain a high level of customer satisfaction realized a 98% service approval rating by clients. None Obstacles/Challenges Goal 189 Return to TOC 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 Internal Premiums FY 05-06 Actual STAFFING BY PROGRAM Civic Center Total -Civic Center FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $758,463 $933,085 $933,085 $908,313 -3% $758,463 $933,085 $933,085 $908,313 -3% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $527,579 $209,576 $665,953 $239,512 $647,653 $257,512 $675,058 $197,121 1% -18% $13,964 $17,043 $17,043 $20,360 19% $7,344 $10,577 $10,877 $15,774 49% $758,463 $933,085 $933,085 $908,313 -3% Internal Service Charges Total - Civic Center FY 06-07 Budget FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 6 7 7 7 0% 6 7 7 7 0% 190 Return to TOC Percent Over Last Year Mission and Performance Measure Human Resources HUMAN RESOURCES Alma Carmicle 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. Interesting Department Fact: Collectively Human Resources staff has over 480 years of service in the human resources and risk management/safety fields to help meet the needs of our customers. Mission Statement: Collaborate and partner with our internal and external customers to hire, compensate, support and develop a diverse workforce committed to delivering the highest quality of service. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Implement online application system (Candidate Gateway) A city with high quality services for citizens In partnership with Information Technology, we will implement the Candidate Gateway module into PeopleSoft. Complete installation of Candidate Gateway by June 2008 Implement components of the Workforce Development Plan A city that is fiscally sound •Develop and implement strategies to attract a more diverse pool of applicants, including retirees, ex-military and high school students, into critical positions •Develop and implement an internship program for high school students for critical positions in the city (e.g., Utilities, Building Safety). Reach out to retirees to assist with program •Attract a more diverse pool of applicants for critical positions •Establish two internship programs, one in Utilities and one in Building Safety, to introduce high school students to career opportunities in the city of Glendale for critical positions by the Fall of 2007 •Provide an opportunity for potential retirees to become mentors and contribute to the organization beyond retirement 191 Return to TOC Mission and Performance Measure Human Resources FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: 1. The Performance Management forms were modified to improve usefulness. The previous forms did not allow the user to use certain features such as “spell check”, formatting, or “track changes.” The modified forms provide greater flexibility to the users. The new forms were made available to the organization in April, thus allowing managers, supervisors and employees the opportunity to use them for the annual performance review period in June 2007. 2. With receipt of over 10,000 applications each year, the time to process an application has increased. Human Resources staff reviewed and redesigned the application process to allow the entry of applications into PeopleSoft as they are received rather than after the position closes. This change reduced the time to get the eligibility lists to the hiring departments from 17 days to approximately 5 days while, at the same time, reducing the time it takes to notify the applicant that their application was received. 3. Human Resources redesigned and improved the applicant notification process by adding additional points of contact for applicants and by working more closely with hiring departments to ensure continued notification throughout the process, including: • HR now sends three additional forms to communicate the applicants’ status in the recruitment process. This is in addition to the card the applicant already received indicating receipt of their application. • A memo is given to hiring supervisor along with the applications and eligibility lists that remind them to notify candidates interviewed but not selected in a timely manner. • A report indicating the status of recruitments is posted on the HR website and updated on a weekly basis. • A one-page handout describing the entire application and recruitment process was developed and is being given out at the front desk or e-mailed upon receipt of an application. This handout is also available on the Internet. Accomplishments: • In partnership with Information Technology, Budget and Accounting, the Human Resources Information System (PeopleSoft) upgrade was completed in April 2007. The new version provides a central means to manage the entire workforce and provides improved reporting systems and security controls. • The Employee Relations division met with all managers and supervisors in the city to provide information on how Employee Relations can assist managers and supervisors to effectively address potential employee issues/concerns and to assist in reaching resolution. GOAL UPDATES Goal Related Council Goal Recruitment Process: Attract and retain a qualified and diverse workforce to support City services. A city with high quality services for citizens 192 Return to TOC Mission and Performance Measure Human Resources Yes We utilize more non-traditional resources to reach out to different segments of the community to attract a more diverse applicant pool. We offer classes to citizens on applying for a job in What were the Glendale; we advertise in market-specific media; and we attend Performance Measures? job fairs. Through employee education and outreach, the percentage of employees terminating employment for reasons other than retirement is lower than the previous fiscal year. As the labor market gets tighter, we are receiving fewer applicants per recruitment, making it more difficult to quickly find qualified Obstacles/Challenges people to fill our vacancies. Was the goal met? Risk Management & Safety: Provide safety and risk management support services for City departments. A city with high quality services for citizens Related Council Goal Yes Was the goal met? Keep the cost of risk as percent of operating budget below the national benchmark standard of 2% (we are at 1.2%). To help achieve this performance, we: published a Safety Management Performance Report including benchmarks for major departments; realigned existing staffing to dedicate two rather than one position What were the Performance Measures? exclusively for safety; instituted a Safety Coordinator Committee composed of representatives from seven key departments that have the highest risk exposure; conducted supervisor safety training classes, new-hire basic OSHA training; and coordinated annual refresher OSHA training classes. None Obstacles/Challenges Goal FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Goal Continuous improvement of Human Resources services in alignment with the strategic priorities of the organization. 193 Return to TOC Mission and Performance Measure Human Resources 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 What were the reviews and benefits data entry and designed and implemented a Performance Measures? new retiree health savings plan to enable employees to save considerable tax dollars to help pay for health expenses in retirement. None Obstacles/Challenges Was the goal met? To provide city departments with an effective and improved human resources system that focuses on implementation of best Goal practices. Yes Was the goal met? 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). What were the Assisted 115 employees receive educational assistance funds to Performance Measures? 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. None Obstacles/Challenges 194 Return to TOC City of Glendale Budget Summary by Department Human Resources FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year (1000) Compensation (1000) Employee Benefits $374,561 $385,542 $408,425 $370,742 $381,366 $361,230 $431,447 $365,951 6% -1% (1000) Employee Relations $364,704 $284,722 $284,499 $185,400 -35% (1000) Employment Services (1000) Human Resources Administration $378,707 $660,321 $422,217 $779,933 $424,495 $830,528 $441,104 $904,025 4% 16% (1000) Organizational Development $365,100 $428,239 $389,486 $346,071 -19% (1000) Risk Management/Safety $468,732 $553,161 $551,550 $556,407 1% $2,132,637 $979,111 $2,760,000 $1,407,000 $2,760,000 $1,407,000 $2,760,000 $1,407,000 0% 0% $17,244,122 $19,600,000 $19,600,000 $23,066,000 18% $23,353,537 $27,014,439 $26,990,154 $30,463,405 13% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 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 $2,290,923 $2,587,676 $2,596,718 $2,676,508 3% Supplies and Contracts Internal Premiums $20,988,636 $63,585 $24,340,802 $75,300 $24,308,469 $75,300 $27,702,702 $70,724 14% -6% Internal Service Charges Total - Human Resources STAFFING BY PROGRAM Compensation Employee Benefits Employee Relations Employment Services Human Resources Administration Organizational Development Risk Management/Safety Total -Human Resources $10,393 $10,661 $9,667 $13,471 26% $23,353,537 $27,014,439 $26,990,154 $30,463,405 13% FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year 0% FY 05-06 Authorized FY 06-07 Authorized 4 4 4 4 3.5 3.75 3.75 3.75 0% 3 5 3 5.5 3 5.5 2 5.75 -33% 5% 5.5 6.75 6.75 7.5 11% 2 5 2 5 2 5 2 5 0% 0% 28 30 30 30 0% 195 Return to TOC City of Glendale Budget Summary by Department Employee Groups FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate (1190) Diversity Committee (1190) GEMS $10,489 $15,583 $12,636 $12,637 $12,636 $12,637 (1190) Glendale Hispanic Network $19,391 $12,636 (1190) Holiday Event $36,530 $30,000 $81,993 $67,909 Total - Employee Groups BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Employee Groups FY 05-06 Actual FY 06-07 Budget FY 07-08 Budget Percent Over Last Year $54,909 $0 335% -100% $12,636 $0 -100% $30,000 $30,000 0% $67,909 $84,909 25% FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $81,993 $67,909 $67,909 $84,909 25% $81,993 $67,909 $67,909 $84,909 25% 196 Return to TOC Mission and Performance Measure Intergovernmental Programs INTERGOVERNMENTAL PROGRAMS Dana Tranberg Department Description: The City of Glendale Intergovernmental Programs Interesting Department Fact: Department (IGP) coordinates the city’s dealings During the 2007 State Legislative with federal, state and other local governments, Session, 1,526 bills were introduced. seeking to foster constructive links between the city and these entities. The IGP Department keeps the Mayor and Council informed about intergovernmental issues and often represents the city’s interests in these matters. In addition, the IGP Department handles special projects as assigned by the Mayor, Council and city management. Mission Statement: The mission of the Intergovernmental Programs Department is to develop, represent and advocate the city’s legislative policy decisions by consistently and effectively interacting with other governmental and non-governmental entities. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Educate Glendale residents on the state legislative process and encourage their active involvement on issues of importance to the city. One community with strong neighborhoods Communicate with residents on how a bill becomes a law and how to effectively communicate with legislators. Communicate with residents on legislative issues of importance to municipalities and issues of importance to neighborhoods. Conduct Glendale Legislative Link classes and have a satisfactory rating with the quality of the sessions. During the session, provide weekly neighborhood email updates to residents subscribed in a useful format. Administer a federal program that assures full participation in federal issues of all types to enhance the quality of life for Glendale residents. • A city with high quality services for citizens • One community focused on public safety for citizens and visitors • One community with quality economic development Actively work with Congress and agencies to assure issues arising at the federal level promote quality of life for city residents through beneficial legislation, grant opportunities and regulatory revisions. 197 Return to TOC Mission and Performance Measure Intergovernmental Programs Desired Outcomes (Perf. Measures) Increase federal issues the IGP department becomes involved with and is actively engaged in at the federal level resulting in favorable results for the city. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: Departmental functions were streamlined by reallocating resources. Customer service delivery was improved by assigning each department an Intergovernmental Liaison to provide enhanced engagement on city issues and priorities. Accomplishments: • Successful state legislative session in which numerous negative legislative proposals were defeated and proactive measures enacted. • Secured federal representation to elevate Glendale federal priorities and issues with Members of Congress, the Arizona Delegation and the Administration. GOAL UPDATES Goal Related Council Goal Was the goal met? Successfully advocate the City's position on issues at the legislature, congress and other governmental bodies. A city with high quality services for citizens Yes Succesfully advocated for bills with positive municipal impacts and against bills with a negative impact on the city. Successfully What were the Performance Measures? defeated problematic bills and reached compromise amendments on other legislative measures. Obstacles/Challenges Goal None Educate Glendale residents on the legislative process and encourage their active involvement on issues of importance to the city. A city with high quality services for citizens Yes A new, six-session Neighborhood Legislative Link Program was designed and implemented. The program is designed to educate What were the Glendale residents about the legislative process and keep them Performance Measures? engaged throughout the session. Measurement was positive feedback from residents on the program. None Obstacles/Challenges Related Council Goal Was the goal met? 198 Return to TOC Mission and Performance Measure Intergovernmental Programs FISCAL YEAR 2006 Accomplishments: • Successfully advocated for two direct federal appropriations for the City: $150,000 for Regional Public Safety Training Facility; $220,000 for Metropolitan Medical Response System. • Successfully coordinated the Glendale Special Census 2005 project by developing and implementing a successful outreach campaign. GOAL UPDATES Continue to develop and implement a comprehensive federal program. Yes Was the goal met? Staff increased the number of federal issues the city was actively What were the engaged on. Additionally, the city saw an increase in federal Performance Measures? dollars received. None Obstacles/Challenges Goal Foster positive relationships with congressional delegation, state legislators, the Governor’s office, other governmental agencies Goal and the private sector. Yes Was the goal met? Increased awareness of Glendale’s issues by organizations, What were the Performance Measures? governmental agencies and the private sector. None Obstacles/Challenges 199 Return 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 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $552,154 $528,626 $528,626 $631,513 19% $552,154 $528,626 $528,626 $631,513 19% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $374,267 $170,176 $402,585 $118,215 $402,585 $118,215 $397,083 $227,296 -1% 92% Internal Premiums $6,260 $6,562 $6,562 $5,835 -11% Internal Service Charges $1,451 $1,264 $1,264 $1,299 $552,154 $528,626 $528,626 $631,513 Total - Intergovt. Programs STAFFING BY PROGRAM Intergovernmental Programs Total -Intergovt. Programs 3% 19% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 4 4 4 4 0% 4 4 4 4 0% 200 Return to TOC Percent Over Last Year Mission and Performance Measure Marketing/Communications MARKETING/COMMUNICATIONS Julie Frisoni Department Description: Interesting Department Fact: Marketing/Communications consists of eight Glendale hotel properties saw a 9% divisions, including Administration, Glendale Civic increase in room sales from calendar Center, Glendale 11, Graphics, Public Information / year 2005 to 2006. With several new Communications, Special Events, Tourism & Web hotels slated to come on-line in the Services. The department is also responsible for the next several years, the city can expect management of the new Glendale Media Center / to see this number continue to grow Cable Studio, located at Westgate City Center. The in the years to come. city’s special events, which are produced within this department, draw almost one-half million visitors to Downtown Glendale annually. Marketing/Communications produces and oversees Glendale’s print and electronic communications with the public as well as develops communication strategies and marketing campaigns that enhance the city’s image. Mission Statement: To develop and implement marketing services, resident communications, visitors services and programs that promote Glendale and ensure the city’s key messages are delivered to target audiences in a timely, accurate and cost-effective manner. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Position Glendale as a premiere destination with Valley residents and out-of-state visitors. One community with quality economic development Promote, publicize and market Glendale as home to Super Bowl VXII and a vibrant downtown destination; produce signature downtown festivals; quality programming on Glendale 11 and advertising buys in key media markets. Increase number of inquiries at visitor center, increase attendance at special events and reach specific geographic markets through advertising campaign. Develop Web and e-newsletter strategies to better “message” City services and programs to residents and others. A city with high quality services for citizens Work with departments and customize new web features and pages, such as weekly or monthly e-newsletters and subscription-based informational services, to educate residents on City programs. 201 Return to TOC Mission and Performance Measure Marketing/Communications Desired Outcomes (Perf. Measures) Increase number of participating departments by 20%. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: Each year, the Public Information/Communications Division researches and tracks current issues affecting the City. Based on this research and information, the public information officers adjust how they approach various media strategies. With the execution of the mega events over the past year, the division focused on “pitching” national media more so than in any other year. A subscription to a national media database and media clipping services was purchased and proved to be a valuable tool for staff as they were able to track their interaction with national media representatives. This enabled them to create a database of media contacts that will enable staff to continue to capitalize on these relationships throughout the coming year. Accomplishments: • The city of Glendale received unprecedented media coverage during the months of October, November, December 2006 and January 2007. Hundreds of media inquiries resulted in thousands of television, print, radio and Internet stories. Glendale was mentioned 8,487 times in print and Internet stories during this time period. • For the 5th year in a row, the Glendale Visitor Center received a perfect score on its Local Visitor Information Center evaluation from the Arizona Office of Tourism. GOAL UPDATES Increase tourism-related revenue collected by the city and position Glendale as a premiere destination. One community with a vibrant city center Related Council Goal Yes Was the goal met? This year, 1,055 Glendale gift cards were sold (Glendale’s private label gift card program) totaling $11,799. The cards are redeemed at participating shops in historic downtown Glendale. The Gift Card program debuted in November 2005, and there was a 46% increase in sales from year to year (the program operated 8 months during the previous fiscal year). The Visitor Center Gift Shop What were the Performance Measures? increased retail sales in calendar year 2006 by 9% and added Glendale's Got Game merchandise and apparel items. The city produced the first edition of a Glendale Pocket Guide this year and 50,000 copies were printed. The guides were distributed to the media, chambers/visitors centers statewide, Phoenix Sky Harbor International Airport, Columbus Regional Airport and Fiesta Bowl Alumni, as well as to downtown visitors. The pocket guide featured a user-friendly map, visitor information, an overview of Goal 202 Return to TOC Mission and Performance Measure Marketing/Communications Glendale and provided a listing of local businesses. Local, fullservice restaurants were given the opportunity to be included in What were the Performance Measures? the guide for a nominal fee, 33 restaurants chose to participate in the guide. (continued) Obstacles/Challenges Increased programs and sales without the addition of staff. Develop a new cable studio and media center at Westgate in conjunction with the Renaissance Hotel & Spa and Conference Center. One community with quality economic development Related Council Goal Yes Was the goal met? This year the city developed a state-of-the-art cable studio and media center that meets the needs of both our Glendale Channel 11 (full-service, city-run cable television station) and the local / national media who will be utilizing the space during mega events. What were the Performance Measures? The new media center and expo hall were used by the media and for special events during the 2007 Fiesta Bowl and BCS Championship Game. The facility was also used for press conferences this year as well. Construction constraints and timelines Obstacles/Challenges Goal FISCAL YEAR 2006 Accomplishments: • 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. • “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 203 Return to TOC Mission and Performance Measure Marketing/Communications 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. GOAL UPDATES Position Glendale as a premiere destination with the development of new economic development projects. Yes Was the goal met? Marketing worked closely with the Economic Development Department to attract several new companies and new What were the developments to Glendale. Examples of new businesses and Performance Measures? development include: Cabela’s, Renaissance Hotel & Spa, AAA and Zanjero. None Obstacles/Challenges Goal Provide excellent customer serviceto residents, as well as internal city departments. Yes Was the goal met? The Graphics Division was able to improve customer satisfaction and turn around times. The division implemented new logging What were the Performance Measures? and tracking procedures and hired a new graphics manager and senior graphics designer. The biggest challenge in achieving this goal related to staffing turnover. Two long-standing graphics designers sought new professional development opportunities and were hired in other Obstacles/Challenges departments. Contract employees were utilized in the interim until new graphics designers were hired. Goal 204 Return to TOC City of Glendale Budget Summary by Department Marketing and Comm. FUND NUMBER / BUDGET BY PROGRAM (1000) Cable Communications (1000) City-Wide Special Events (1000) Marketing (1000) Mkt'g - Fiesta Bowl Event (1000) Special Events Prod. Support (1000) Tourism FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $812,586 $193,380 $796,072 $269,643 $796,072 $269,643 $827,269 $342,705 4% 27% $1,165,609 $1,269,753 $1,269,753 $1,221,272 -4% $0 $64,199 $0 $67,083 $0 $67,083 $169,000 $67,083 NA 0% $383,829 $579,780 $579,780 $441,136 -24% (1010) Mkt'g - BCS Event $0 $50,000 $50,000 $0 -100% (1010) Mkt'g - Fiesta Bowl Event (1010) Mkt'g - Super Bowl Event $0 $0 $345,000 $0 $345,000 $0 $0 $194,000 -100% NA (1160) Communications Production $11,783 $56,417 $56,417 $54,700 -3% (1870) 4th of July (1870) Arvizu Events $38,936 $0 $25,000 $0 $40,000 $30,000 $40,000 $30,000 60% NA (1870) Chocolate Affaire $109,772 $90,000 $90,000 $90,000 0% (1870) Enchanted Evening $110,628 $30,000 $55,000 $75,000 150% $0 $84,736 $0 $50,000 $0 $100,000 $60,000 $100,000 NA 100% (1870) Fiesta Glendale (1870) Glitter and Glow (1870) Glitter Spectacular $123,772 $90,000 $111,000 $111,000 23% (1870) Glitters Light (1870) Jazz Festival $160,000 $138,142 $235,798 $170,000 $185,798 $150,000 $175,798 $160,000 -25% -6% (1870) Other Special Events $102,615 $60,000 $30,000 $30,000 -50% $2,298 $51,000 $10,000 $10,000 -80% $3,502,285 $4,235,546 $4,235,546 $4,198,963 -1% (1870) Tourism - Souvenir Program Total - Marketing and Comm. BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Wages/Salaries/Benefits $1,912,302 $2,219,474 $2,222,539 $2,404,424 8% Supplies and Contracts Internal Premiums $1,450,174 $116,614 $1,858,933 $136,056 $1,856,424 $136,056 $1,621,231 $144,926 -13% 7% Internal Service Charges Total - Marketing and Comm. $23,195 $21,083 $20,527 $28,382 35% $3,502,285 $4,235,546 $4,235,546 $4,198,963 -1% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Cable Communications 7 7 7 7 0% City-Wide Special Events Marketing 3 12 3 12 3 12 4 12 33% 0% STAFFING BY PROGRAM Tourism Total -Marketing and Comm. Percent Over Last Year 3 3.5 3.5 3.5 0% 25 25.5 25.5 26.5 4% 205 Return to TOC City of Glendale Budget Summary by Department Conv./Media/Parking FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual (1000) Convention/Media/Parking FY 06-07 Budget $0 Total - Conv./Media/Parking BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual Wages/Salaries/Benefits Supplies and Contracts FY 06-07 Estimate Percent Over Last Year $847,474 $847,474 $2,295,474 171% $847,474 $847,474 $2,295,474 171% FY 06-07 Budget $832,891 FY 06-07 Estimate $822,474 Internal Premiums FY 07-08 Budget $98,634 $1,810,882 Percent Over Last Year 117% $324,958 Internal Service Charges Total - Conv./Media/Parking STAFFING BY PROGRAM FY 07-08 Budget FY 05-06 Authorized $14,583 $25,000 $61,000 318% $847,474 $847,474 $2,295,474 171% FY 06-07 Authorized Convention/Media/Parking FY 06-07 Estimate FY 07-08 Budget 1 Total -Conv./Media/Parking 1 206 Return to TOC Percent Over Last Year The Glendale Emergency Operation Center PUBLIC SAFETY GLENDALE FIRE DEPARTMENT GLENDALE POLICE DEPARTMENT HOMELAND SECURITY The Public Safety Training Facility will be utilized by MCCCD, Surprise, Peoria, Avondale & Glendale. Return to TOC Mission and Performance Measure Glendale Fire Department GLENDALE FIRE DEPARTMENT Chief Mark Burdick Department Description: The Glendale Fire Department (GFD) provides core life safety services through the following divisions and programs: Fire Suppression and Property Preservation; Basic and Advanced Life Support (Paramedics); Hazardous and Technical Response Teams; Bicycle Medic Team; Child Safety Car Seat Installation; Fire Code Enforcement; Fire Investigation; Urban Survival Instructors; S.W.A.T Paramedics; Disaster Management Programs; Alternative Response; Juvenile Fire Setter Program; Community Education. Interesting Department Fact: For the period 2001 to 2006 Glendale Fire's historical employee injury costs were 36% below the benchmark for fire departments and the number of injury claims was 38% below the benchmark. In a recent survey comparing fire departments in the metropolitan Phoenix area for 2006, Glendale Fire lost 39% fewer days due to on-the-job injuries than their peer departments. Mission Statement: Fast – Caring - Innovative - Professional FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Provide fast, effective emergency response to our community through proper support and deployment of staffing, apparatus and equipment. One community focused on public safety for citizens and visitors One-time funding has allowed the GFD to staff two, two person fast response vehicles during peak demand hours, which has shown to improve response times to our community. Obtain ongoing funding to staff both medic units 12-hours per day. Respond within four minutes travel time 90% of the time to medical incidents, which require Basic Life Support, and within eight minutes travel time 90% of the time to medical incidents, which require Advanced Life Support. Improve our internal and external customer service through continuous assessment, progressive management and quality personnel practices. One community focused on public safety for citizens and visitors Hire additional firefighters that are certified to provide basic life support, cardio pulmonary resuscitation and to utilize automatic external defibrillators. 207 Return to TOC Mission and Performance Measure Glendale Fire Department Desired Outcomes (Perf. Measures) By strategically increasing the number of firefighters available to meet fire department training and staffing needs, the citizens of Glendale will experience limited reduction in emergency response services. Additionally, increasing staffing levels will reduce overtime requests in future budgets. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: During FY 2007 the GFD worked diligently in researching and compiling the department’s critical needs. Through the development of the 2007 – 2010 Needs Assessment document the department identified and prioritized the organizations service delivery demands and resources needed to provide the highest level of service to the citizens of Glendale. Accomplishments: • GFD is one of approximately 100 Fire Departments worldwide that is Internationally Accredited. Recently the GFD was recommended for renewal of accreditation for an additional five years. • Completion of the Glendale Regional Public Training Faciltiy with the first Fire Academy class scheduled to begin July 23, 2007. GOAL UPDATES Prevent and reduce the loss of life and property within our community through fair and consistent fire code management. A city with high quality services for citizens Related Council Goal Yes Was the goal met? Plan review business practice: Complete plan review of first submittal for new commercial construction in 17 business days, 90 percent of the time. Complete plan review for tenet improvement in 10 business days, 90 percent of the time. New construction business practice: Respond to a request for an What were the inspection within two business days, 90 percent of the time. Performance Measures? Existing commercial building inspection business practice: Inspect 100 percent of identified existing buildings according to risk-based inspection program. Fire investigations: Conduct a comprehensive cause and origin fire investigation of working fires. Staffing issues were the primary obstacles/challenges in meeting Obstacles/Challenges this goal. Goal Goal Related Council Goal Reduce impact of pain and suffering within our community through crisis intervention and response. A city with high quality services for citizens 208 Return to TOC Mission and Performance Measure Glendale Fire Department No 90% excellent rating. Staff the unit 24 hours, seven days a week, What were the (based on volunteer availability). Reduce the out of service time Performance Measures? for fire companies and police units. The Crisis Response Team continues to serve the needs of the community when volunteer staffing is available and makes a positive impact on the community. Limited resources and Obstacles/Challenges operating budget are the major challenges for meeting the programs 24/7 goal. Due to growth in the West Valley, the demand for this type of service continues to exceed our capacity. Was the goal met? FISCAL YEAR 2006 Accomplishments: • Continued to maintain compliance with the Commission on Fire Accreditation International as an internationally accredited agency. • Glendale Regional Public Safety Training Facility: This project located at 11550 West Glendale Avenue continues to develop. Phase I of the 80-acre site is currently being planned, designed and constructed to keep the project on schedule to open in early 2007. GOAL UPDATES Goal Was the goal 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. What were the The process has begun for relocation of Fire Station 151. Land has Performance Measures? been secured and funds have been identified in the CIP for design and construction in FY 2007. None Obstacles/Challenges Place in service a second peak-time two person advanced life support unit to reduce response times in areas of the city that are Goal not meeting the desired response time goals. Yes Was the goal met? Staff has received funding for one additional medic unit. This unit What were the Performance Measures? demonstrated some improvement in reduced response times. Delay in delivery of new unit impacted three months of response Obstacles/Challenges time data. 209 Return to TOC Mission and Performance Measure Glendale Fire Department GLENDALE FIRE STATISTICS (reported on a calendar year (CY) basis unless noted otherwise) CY 05 ACTUALS CY 06 CY 07 ACTUALS ESTIMATE Inputs: Number of authorized positions (fiscal year)* Number of firefighting positions (excludes admin staff) Number of Emergency Medical Technicians Number of Paramedics Number of Fire Inspection Staff Number of Public Education Officers Number of firefighting authorized apparatus Number of pumper companies with minimum four (persons) Department expenditures (fiscal year)* 215 187 N/A N/A 9 1 28 9 $19,043,578 237.5 207 111 92 8 1 34 10 $21,989,144 251.5 223 114 114 9.5 1 38 10 $27,446,027 38,448 29,985 5,695 978 1,790 39,561 34,181 3,956 474 950 40,748 35,206 4,075 489 978 35 39 46 225 3,091.00 76 225 2,725.00 101 237 707** 125 31,102 30,183 31,000 93% 93% 93% 91% 90% 90% 28.62 0.80 3.29 28.39 0.88 3.64 24.60 0.91 3.89 Outputs: Fire Alarms Total alarms EMS alarms Fire alarms Special Operations alarms Miscellaneous alarms Operations Number of staff vehicles for fire service personnel Fire Prevention Fire prevention presentations Fire prevention inspections Fire investigations completed by Fire Marshal's Office Training Continuous education hours Effectiveness Measures: Response times: percent of time on scene in 6 min. or less Reported to dispatch within 120 seconds Effeciency Measures: Average number of inspections per inspector per month Number of firefighting positions per 1,000 population Number of firefighting positions per square mile *Excludes grant funded FTE's (Fund 1840) and grant funding **Through first quarter of calendar year 2006 210 Return 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 - Fiesta Bowl Event FY 05-06 Actual FY 06-07 Budget $461,487 $172,597 FY 06-07 Estimate $505,014 $304,731 FY 07-08 Budget Percent Over Last Year $503,189 $304,731 $487,005 $311,733 -4% 2% $0 $0 $0 $264,726 NA (1000) Fire Administration (1000) Fire Assessment & Planning $712,488 $88,072 $757,643 $99,571 $693,300 $99,571 $823,622 $110,632 9% 11% (1000) Fire Community Services $235,885 $292,480 $294,537 $391,749 34% (1000) Fire Financial Resources $123,416 $154,345 $158,845 $162,526 5% (1000) Fire Life Safety Services Adm. (1000) Fire Logistical Services Adm. $331,018 $159,262 $231,613 $149,762 $235,027 $148,706 $437,244 $0 89% -100% (1000) Fire Marshal's Office $750,180 $1,129,318 $1,168,750 $1,150,106 2% $425,370 $14,356,840 $404,356 $16,684,352 $368,926 $16,505,921 $515,885 $18,056,067 28% 8% (1000) Fire Medical Services & Health (1000) Fire Operations (1000) Fire Resource Management $2,265,782 $2,859,379 $2,875,697 $3,124,060 (1000) Fire Special Operations $192,292 $255,328 $299,673 $128,235 -50% (1000) Fire Training (1000) PS Training Fac - Fire $271,611 $0 $370,337 $131,052 $368,003 $131,052 $440,833 $720,820 19% 450% (1000) Stadium - Fire Event Staffing $0 $386,770 $386,770 $517,099 (1010) Fire - BCS Event (1010) Fire - Fiesta Bowl Event $0 $0 $263,711 $258,182 $263,711 $258,182 $0 $0 (1010) Fire - Super Bowl Event (1720) Fire - Special Revenue Fund (1840) Grant Approp - Fire Dept (2530) PS Training Ops - Fire Total - Fire Department 9% 34% -100% -100% $0 $0 $0 $921,409 NA $1,442,844 $1,838,262 $1,838,262 $2,070,860 13% $208,154 $0 $2,425,000 $192,416 $2,225,000 $192,416 $3,025,000 $1,097,725 25% 470% $22,197,298 $29,693,622 $29,320,269 $34,757,336 17% 211 Return to TOC City of Glendale Budget Summary by Department Fire Department BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Wages/Salaries/Benefits Supplies and Contracts $18,983,747 $1,742,585 $23,607,699 $4,328,556 $23,463,050 $4,071,009 $26,265,329 $6,199,076 11% 43% Internal Premiums $730,401 $771,473 $771,473 $889,050 15% Internal Service Charges Operating Capital $856,253 $131,710 $909,894 $76,000 $938,737 $76,000 $1,107,205 $296,676 22% 290% $29,693,622 $29,320,269 $34,757,336 17% Work Order Credits Total - Fire Department Percent Over Last Year ($247,398) $22,197,298 FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Ambulance Services 2 2 2 2 0% Arena - Fire Event Staffing 1 1 1 1 0% Fire Administration Fire Assessment & Planning 4.5 1 3.5 1 3.5 1 4.5 1 29% 0% Fire Community Relations 1 2 2 Fire Community Services 1 1 1 4 300% Fire Financial Resources Fire Information/Technology 1 1 2 1 2 1 2 0% Fire Life Safety Services Adm. 4 2 2 3 50% Fire Logistical Services Adm. Fire Marshal - Code Developmnt 1 1 1 1 1 1 Fire Marshal's Office 9 11 11 12 9% Fire Medical Services & Health 2 2 2 3 50% 1 177 2 189 2 189 192 2% Fire Resource Management 3 4 4 7 75% Fire Special Operations Fire Training 3 2 2 3 2 3 1 4 -50% 33% Logistical Services 1 1 1 Westgate-Fire Marshal's Office 1 Stadium -Fire Marshal's Office Fire - Special Revenue Fund 2 18 18 18 21 17% 2 2 6 200% 251.5 251.5 263.5 5% STAFFING BY PROGRAM Fire Office Systems Fire Operations PS Training Ops - Fire Total -Fire Department 237.5 212 Return to TOC Mission and Performance Measure Glendale Police Department GLENDALE POLICE DEPARTMENT Chief Steve Conrad Department Description: Interesting Department Fact: The Glendale Police Department (GPD) provides a For calendar year 2006, the Detention wide range of public safety services that entail personnel processed over 11,000 much more than law enforcement and crime bookings and the vehicle fleet control. Police officers are called upon to resolve traveled over 2.9 million miles. 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 GPD understands and embraces the concept that public safety is not just law enforcement but also a combined effort of all city departments such as Parks and Recreation, Public Works and Community Partnerships. Mission Statement: The mission of the GPD is to protect the lives and property of the people we serve. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Focus on known and repeat offenders. One community focused on public safety for citizens and visitors Work with other police agencies, County Attorney’s Office and internal divisions to focus repeat offenders. Successful coordination of efforts with Patrol and Criminal Investigation Divisions to increase utilization of the Repeat Offender Program (ROP); creation of a known sex offender verification program; continued routine tracking updates of probation and parole offenders; and increase of violent offender warrants arrests. Increased traffic safety. One community focused on public safety for citizens and visitors Enhanced speed and DUI enforcement through public education and increased focus on impaired driving. Increases in DUI and speed enforcement campaigns through public education, targeted enforcements efforts, and focus on high volume accident locations. 213 Return to TOC Mission and Performance Measure Glendale Police Department FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The GPD implemented a “Stakeholders” group that met weekly to discuss the operations of the stadium/arena events and bowl games. This group consisted of representatives that varied from event to event, depending on the size or complexity of the event. The city departments included members from Police, Fire, City Manager’s Office, Transportation and Special Events. Other stakeholders often attending included outside police agencies (DPS, MCSO, FBI and ACTIC) and our partners from the Stadium (Global Spectrum, ProEm, SAFE, NFL and Fiesta Bowl Committee members). The purpose of these weekly meetings was to discuss upcoming events, routine operations, identify problems or concerns, suggest solutions, describe procedures and share information. These meetings have strengthened partnerships and relationships with the stakeholders, fostered better communications and fine tuned planning efforts. Accomplishments: • Department reorganization – The GPD conducted a major structural reorganization and now consists of three functional bureaus – Patrol, Support and Administration. The most significant change in the Support Bureau was the newly formed Special Events Planning Unit and the centralized Traffic Unit. The most significant change in the Patrol Bureau has been the re-institution of the Neighborhood Response Squads and the new Downtown Squad. These squads are responsible for problem solving and proactive policing efforts in Glendale’s neighborhoods. • Opening of the Unified Command Center (UCC) and the Glendale Regional Public Safety Training Facility – The UCC was utilized during the many Cardinal games, Fiesta Bowl, BCS National Championship and other mega events. GOAL UPDATES Goal Related Council Goal Was the goal met? What were the Performance Measures? Obstacles/Challenges Goal Related Council Goal Was the goal met? Ensure the efficiency and effectiveness of all processes within the GPD. A city with high quality services for citizens Yes Accredited by the Commission on Accreditation for Law Enforcement (CALEA) in August 2007. Providing proof of compliance with hundreds of standards every year and re-accreditation every third year. Reduce crime and the fear of crime in the community. One community with strong neighborhoods No 214 Return to TOC Mission and Performance Measure Glendale Police Department Reduce response times for calls for service. Priority one and two calls to five minutes, priority three to 15 minutes, and priority four to 35 minutes. The outcome was a decrease in priority one calls What were the from 5:19 to 5:10 minutes; priority two calls increased from 6:41 Performance Measures? to 7:11 minutes; priority three calls decreased from 28:42 to 26:47 minutes; and priority four (report only) calls decreased from 49:28 to 47:52 minutes. Inadequate staffing, many vacancies created by retirements and/or Obstacles/Challenges separations, and increased population and traffic congestions. FISCAL YEAR 2006 Accomplishments: • In November 2005 the GPD 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 that 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. GOAL UPDATES Provide exceptional customer service through interactive management with both internal and external customers. Yes Was the goal met? Dedicated an officer to both Joint Terrorism Task Force (JTTF) What were the Performance Measures? and Arizona Counter Terrorism Information Center (ACTIC). None Obstacles/Challenges Goal Goal Was the goal met? Ensure physical well-being, security of personal property and sense of safety among citizens, business, government, employees and visitors. No Priority one calls were responded to in 5:14 minutes, down from What were the 5:34 minutes. However, priority two and three calls had an Performance Measures? increased response time. Obstacles/Challenges Officer vacancies and increase in the time spent on more detailed type reports. 215 Return to TOC Mission and Performance Measure Glendale Police Department GLENDALE POLICE STATISTICS FY 05 Actuals FY 06 Actuals FY 07 Estimate FY 08 Budget 371 138.5 509.5 233,281 $39,082,866 384 138.5 522.5 235,987 $46,404,324 395 151.5 546.5 243,881 $56,236,837 401 156.5 557.5 246,160 $65,689,401 Inputs: Number of sworn personnel Number of non-sworn personnel Total number of authorized personnel Estimated Population (July 1 of FY) Department expenditures* Outputs: 13,144 148,634 FY 06-FY 07 % Change 14,639** 11.37% 154,624** 4.03% 0:05:17 0:05:13 0:05:11 FY 06-FY 07 % Change -0.64% Number of sworn personnel per 1,000 population Number of support staff per sworn personnel 1.590 0.37 1.627 0.36 1.620 0.38 Number Part 1 crimes per 1,000 population Number of calls for service per 1,000 population 62.32 679.47 55.70 629.84 60.02 634.02 14,537 158,508 Total Part 1 Crimes Calls for service Effectiveness Measures: Average response time - Priority 1 Call Efficiency Measures: *Excludes grant funding **Projected using YTD numbers as of May 31, 2007 216 Return to TOC 1.629 0.39 FY 06-FY 07 % Change 7.77% 0.66% City of Glendale Budget Summary by Department Police Department FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year (1000) Arena - PD Event Staffing (1000) Central Patrol Bureau $587,631 $13,121,762 $854,868 $14,970,466 $829,284 $14,559,844 $847,751 $11,284,505 -1% -25% (1000) Crime Investigations $5,897,766 $6,554,357 $6,402,175 $7,983,289 22% (1000) Foothills Patrol Bureau (1000) PD - Communications $9,187,852 $0 $10,010,355 $477,659 $9,739,725 $482,474 $9,897,958 $2,363,738 -1% 395% (1000) PD - Detention $0 $1,560,386 $1,560,386 $3,066,045 96% (1000) PD - Fiesta Bowl Event $0 $0 $0 $1,455,822 NA (1000) PD - Fiscal Management (1000) PD - Homeland Security $0 $0 $2,438,534 $353,344 $2,438,534 $341,544 $3,802,812 $0 56% -100% (1000) PD - Special Operations $0 $0 $275 $4,139,461 NA (1000) Police Administration (1000) Police Legal Services $3,727,920 $334,765 $3,488,598 $351,399 $3,557,758 $341,140 $2,822,332 $412,458 -19% 17% (1000) Police Personnel Management $1,107,767 $1,271,280 $1,238,800 $1,933,737 52% (1000) Police Support Services $8,736,262 $7,201,354 $7,161,728 $4,670,222 -35% (1000) PS Training Fac - Police (1000) Stadium - PD Event Staffing $0 $0 $131,051 $997,752 $131,051 $997,752 $720,819 $1,621,611 450% 63% (1010) PD - BCS Event $0 $409,130 $409,130 $0 -100% (1010) PD - Fiesta Bowl Event (1010) PD - Super Bowl Event $0 $0 $1,212,803 $0 $1,212,803 $0 $0 $1,039,362 -100% NA (1700) Patrol - Special Revenue Fund $3,244,433 $3,056,258 $3,056,258 $4,002,264 31% (1840) Grant Approp - Police Dept $431,708 $1,125,000 $2,125,000 $3,697,737 229% (1840) Victim Rights - PD (1840) VOCA 2003-113 $69,887 $101,003 $22,800 $163,717 $22,800 $163,717 $22,800 $179,023 0% 9% (1860) Federal RICO (1860) State RICO (2530) PS Training Ops - Police Total - Police Department $0 $135,000 $135,000 $225,000 67% $458,166 $0 $762,360 $157,130 $762,360 $157,130 $1,095,714 $384,557 44% 145% $47,006,922 $57,705,601 $57,826,668 $67,669,017 17% 217 Return to TOC City of Glendale Budget Summary by Department Police Department BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Wages/Salaries/Benefits Supplies and Contracts $39,071,802 $4,895,672 $46,467,815 $6,022,887 $45,463,495 $7,067,505 $50,048,555 $10,406,328 8% 73% Internal Premiums $2,095,240 $2,396,233 $2,396,233 $2,849,041 19% Internal Service Charges Operating Capital $1,655,974 $265,829 $1,692,621 $1,126,045 $1,710,544 $1,214,552 $2,506,258 $1,858,835 48% 65% $57,705,601 $57,826,668 $67,669,017 17% FY 06-07 Estimate FY 07-08 Budget Work Order Credits Total - Police Department STAFFING BY PROGRAM Arena - PD Event Staffing ($977,595) $47,006,922 FY 05-06 Authorized Percent Over Last Year ($25,661) FY 06-07 Authorized Percent Over Last Year 1 1 1 1 0% Central Patrol Bureau 155 178 178 134 -25% Crime Investigations Foothills Patrol Bureau 68 110 72 114 72 114 81 113 13% -1% PD - Communications 1 1 30.25 2925% PD - Detention 1 1 12 1100% -27% PD - Special Operations Police Administration 14 15 15 42 11 Police Legal Services 3 3 3 4 33% 13 106 14 105 14 105 19 61.75 36% -41% 2 2 2 0% Patrol - Special Revenue Fund 33 33 33 42 27% VOCA 2002-301 VOCA 2003-113 1 2 2 2 2 0% 0.5 0.5 0.5 0.5 0% 2 2 2 0% 543.5 543.5 557.5 3% Police Personnel Management Police Support Services Stadium - PD Event Staffing State RICO PS Training Ops - Police Total -Police Department 506.5 218 Return to TOC Mission and Performance Measure Homeland Security HOMELAND SECURITY Rob Gunter Department Description: The Department of Homeland Security coordinates all city departments to effectively prepare for disasters and emergencies. Essential functions include: emergency management and 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. Interesting Department Fact: The City of Glendale is one of over 19,500 municipal governments in the United States. If they are ranked from largest to smallest in terms of population, the Glendale Homeland Security Department is responsible for the 73rd largest city in America and the 4th largest city, by population, in Arizona. 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Develop a long term disaster recovery plan. One community focused on public safety for citizens and visitors Plan development. Yes/No a long-term recovery plan is developed, properly reviewed and promulgated by the appropriate city authority by June 30, 2008. Develop an emergency preparedness training program. One community focused on public safety for citizens and visitors Training needs assessment and course catalog development. Yes/No – Emergency preparedness training program will be developed, classes will be scheduled and curriculum created by June 30, 2008. 219 Return to TOC Mission and Performance Measure Homeland Security FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: The department completed a National Incident Management System (NIMS) compliant Standard Operating Procedure (SOP) for the city’s Emergency Operations Center (EOC). This procedure delineates the full range of complex processes used to coordinate or respond to threats or acts of terrorism, emergencies or disasters. Consistent with the model provided in the NIMS, the EOC can be partially or fully activated in the context of a threat, anticipation of a significant event, or the response to a significant event. The SOP is used in conjunction with the city’s Emergency Operations Plan (EOP) to selectively implement specific components in unique situations or can be fully implemented to coordinate the full efforts and resources of the city. The procedures outlined will ensure critical actions are not inadvertently overlooked under the pressures associated with disaster response activities. The procedure was validated during the January 2007 Fiesta and BCS Games. Accomplishments: • In FY 2007, the department brought on line the city’s EOC. In just over 13 months, the EOC went from concept design to fully operational. This facility is the cornerstone of the emergency management program, providing a physical location where the coordination of information and resources to support incident management and recovery activities takes place. The EOC integrates state of the art geospatial, communications, and incident management technology to provide situational awareness to city decision makers day to day, and in times of emergency. This facility greatly enhances the city’s ability to communicate, synthesize information, and coordinate response efforts for both planned and unplanned events. The EOC will also serve as the command center for national events such as Super Bowl XLII in 2008. • In FY 2007 the department completely revised the city’s EOP to comply with the most current Federal and State guidelines. The EOP identifies the roles, responsibilities and actions of city government during emergencies or disasters. This plan addresses the ability to direct, control, coordinate and manage emergency operations, and delineates emergency response procedures, responsibilities, lines of authority and continuity of government. In accordance with this plan, the city will modify normal operations and redirect resources to assist and support incident management actions in saving lives, relieving human suffering, sustaining survivors, protecting property and reestablishing essential services. Using an emergency support functional approach to providing assistance, the plan format is compatible with the State of Arizona Emergency Response and Recovery Plan, and the National Response Plan (NRP). GOAL UPDATES Goal Related Council Goal Was the goal met? Develop a fully functional City of Glendale EOC. High quality services for citizens Yes 220 Return to TOC Mission and Performance Measure Homeland Security Yes/No – A primary emergency operations center was designed, What were the Performance Measures? built and prepared for operation by December 31, 2006. Timelines were tight but were overcome through teamwork. Obstacles/Challenges Goal Implement the City of Glendale EOP. High quality services for citizens Related Council Goal Yes Was the goal met? Yes/No – An EOP is developed, properly reviewed and prepared What were the Performance Measures? for promulgation by city council before June 30, 2007. Staff review process has been a challenge, however cooperation Obstacles/Challenges has been wonderful. FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Identify and understand the local and regional threats, assess vulnerabilities, determine potential impacts and disseminate Goal timely information to our regional homeland security partners, the state and federal government and the citizens of Glendale. Yes Was the goal met? The performance measure for this objective was the NIMS compliance requirement for emergency operations plans as well as What were the Performance Measures? the emergency management accreditation standard for emergency planning. None Obstacles/Challenges Lead, manage and coordinate the local and regional response to acts of terrorism, natural disasters and other emergencies. Yes Was the goal met? The Homeland Security Department has produced the following draft plans and procedures that are currently being reviewed: What were the 1) Emergency Operations Plan Performance Measures? 2) Exercise Evaluation Guide 3) Threat Advisory System Guide Limited department staff created challenges to the coordination of Obstacles/Challenges plans across city departments and agencies. Goal 221 Return to TOC City of Glendale Budget Summary by Department Homeland Security FUND NUMBER / BUDGET BY PROGRAM (1000) Emergency Operations Ctr (EOC) (1000) Homeland Security Admin. FY 05-06 Actual $0 $138,364 (1010) EOC - Super Bowl Event Total - Homeland Security BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Budget FY 06-07 Estimate $1,044,492 $101,663 $975,492 $101,663 FY 07-08 Budget $854,845 $122,542 Percent Over Last Year -18% 21% $0 $0 $0 $279,350 NA $138,364 $1,146,155 $1,077,155 $1,256,737 10% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Wages/Salaries/Benefits $98,444 $584,166 $584,166 $777,176 33% Supplies and Contracts Internal Premiums $39,794 $414,288 $3,801 $412,166 $3,801 $232,553 $12,709 -44% 234% 342% Internal Service Charges $126 Operating Capital Total - Homeland Security $138,364 $3,322 $5,299 $73,700 $229,000 60% $1,146,155 $1,077,155 $1,256,737 10% FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Emergency Operations Ctr (EOC) 6 6 6 0% Homeland Security Admin. 1 1 1 0% 7 7 7 0% STAFFING BY PROGRAM FY 05-06 Authorized $1,200 $142,700 Total -Homeland Security 222 Return to TOC Sanitation Sideloader Truck PUBLIC WORKS PUBLIC WORKS ADMINISTRATION ENVIORNOMENTAL RESOURCES FIELD OPERATIONS UTILITIES Water Conservation staff member talks to kids about saving water Return to TOC 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 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $188,536 $200,846 $200,846 $208,080 4% $188,536 $200,846 $200,846 $208,080 4% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $178,195 $7,485 $189,725 $8,728 $189,725 $8,728 $196,447 $8,696 4% 0% Internal Premiums $1,673 $1,225 $1,225 $1,731 41% Internal Service Charges $1,183 $1,168 $1,168 $1,206 3% $188,536 $200,846 $200,846 $208,080 4% Total - Public Works Admin. STAFFING BY PROGRAM FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Public Works Administration 1 1 1 1 0% 1 1 1 1 0% Total -Public Works Admin. 223 Return to TOC Percent Over Last Year Mission and Performance Measure Environmental Resources ENVIRONMENTAL RESOURCES Doug Kukino 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/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. Interesting Department Fact: The department obtained 7,832 acrefeet (or approx. 2.6 billion gallons) of water by retiring grandfathered groundwater irrigation water rights in FY 2007 acquired at nominal cost to the City. The water right is valued at $845,000, an amount equal to 37% of the department’s entire budget for the year. The department is comprised of the Environmental Division, Water Conservation Office and Water Quality Laboratory. 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 develop a progressive and comprehensive water conservation program that promotes efficient water use by providing the information and inspiration needed to save 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and performance. A city with high quality services to citizens To negotiate a new Municipal Separate Storm Sewer System (MS4) permit with the Arizona Department of Environmental Quality. 224 Return to TOC Mission and Performance Measure Environmental Resources Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Obtain a new storm water permit that is legally and technically sound. The storm water permit must be practical and economically feasible. To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and performance. A city with high quality services to citizens Implement an environmental compliance facility assessment program. To complete environmental compliance visits for at least three City facilities/operations. The compliance visits help to achieve and maintain sound environmental practices at facilities/operations. The program can result in reducing environmental liabilities and costs. It also helps to build and retain knowledge regarding good environmental practices and housekeeping at the facility-level. FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: One of the major challenges facing the department is the loss of employees due to retirements, transfers and resignations. The department has developed a knowledge retention program to capture and retain key knowledge from current employees and communicate that knowledge to future employees. The ultimate result should be a more seamless transition in the quality of city services even when a valued and seasoned employee leaves city service. Accomplishments: • Completed and began the use of the regional New River Agua Fria Underground Storage Facility. The facility provides Glendale with an additional 6,000 acre-feet per year capacity to store water for future use. • Prepared and implemented (with the Utilities Department) the City’s annual water production plan enabling the City to provide normal water services throughout the year even though Arizona is in the midst of a long-term drought. GOAL UPDATES Goal Related Council Goal Was the goal met? To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and performance. A city with high quality services to citizens Yes 225 Return to TOC Mission and Performance Measure Environmental Resources Prepared a new air quality plan for particulate pollution as part of the regional Maricopa Association of Governments (MAG) plan What were the development and submittal to the United States Environmental Performance Measures? Protection Agency. The plan included several changes to existing city ordinances. The City had to work with other MAG member agencies to determine the package of air emission control measures to include in the plan. The City also had to work with the state legislature to Obstacles/Challenges determine the legislative package required to assist in implementing the air emission control measures. To ensure that the city has sustainable water resources to meet current and future water demand. A city with high quality services to citizens Related Council Goal Yes Was the goal met? Prepare a set of policy statements to voice the concerns of the Arizona Municipal Water Users Association (AMWUA) regarding What were the the Central Arizona Groundwater Replenishment District Performance Measures? (CAGRD). The satisfaction level of the Mayor and the City Manager with the quality of staff work. Obtaining a consensus position in AMWUA and to effectively address a vitally important issue of maintaining a sustainable Obstacles/Challenges water supply for Central Arizona. Goal FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and performance. Yes Was the goal met? Completed Phase I of improving the department’s existing Environmental Management System. Phase I was a third party What were the Performance Measures? review and Gap Analysis to identify strengths and opportunities for improvement. Goal 226 Return to TOC Mission and Performance Measure Environmental Resources Obstacles/Challenges The department had to fill a vacant position in the Environmental Division in order to have the needed resources to complete the Phase I Gap Analysis and program assessment. To provide a comprehensive water conservation program that prepares our city to meet current and future challenges. Yes Was the goal met? 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 What were the Performance Measures? 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. The increased activity continued to stretch staff’s ability to respond timely and effectively. The Water Conservation Office Obstacles/Challenges utilized volunteers and part-time contract employees to keep service levels at a high-level. Goal 227 Return 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 05-06 Actual $32,635 $13,112 FY 06-07 Budget $44,477 $167,702 FY 06-07 Estimate $35,000 $13,162 FY 07-08 Budget Percent Over Last Year $44,477 $0 0% -100% $411,506 $435,440 $424,977 $570,042 31% $1,024,585 $264,514 $1,309,135 $316,422 $1,309,135 $316,422 $1,210,370 $323,770 -8% 2% $1,746,352 $2,273,176 $2,098,696 $2,148,659 -5% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $1,115,229 $1,362,722 $1,351,850 $1,423,312 $601,616 $879,010 $716,407 $685,984 -22% Internal Premiums $12,322 $11,597 $11,597 $20,253 75% Internal Service Charges $17,185 $19,847 $18,842 $19,110 -4% $1,746,352 $2,273,176 $2,098,696 $2,148,659 -5% Supplies and Contracts Total - Env. Resources STAFFING BY PROGRAM Environmental Resources Water Quality Water Conservation Total -Env. Resources 4% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year 4 11 4 11 4 11 5 10 25% -9% 2 2 2 2 0% 17 17 17 17 0% 228 Return to TOC Mission and Performance Measure Field Operations FIELD OPERATIONS Stuart Kent Department Description: Interesting Department Fact: The Field Operations Department consists of six Did you know that the average primary operating divisions and several “subgarbage truck makes about 1,000 divisions” that have key operational functions residential stops a day, and the within the primary divisions. The Equipment average recycle truck makes about Management Division has four sub-divisions 1,600 residential stops a day? The consisting of fleet maintenance and repairs, fuel reason is that there is typically less services, parts acquisitions, and vehicle material in each recycle container in replacement. The Streets division consists of street comparison to the garbage container, maintenance and repairs, street cleaning and rightwhich in turn does not fill up the of-way-maintenance. Sanitation Collection has five truck storage area so quickly. The service functions consisting of commercial roll-off recyclable material also compacts and frontload services, residential curbside and much easier than garbage, leaving recycling services, and monthly residential loose more room in the truck allowing for trash services. The department also has Sanitation more residential stops each day. Disposal services consisting of a city owned and operated landfill operation, a materials recovery facility, and gas management systems. The department’s Facilities Management 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Provide efficient and effective preventative maintenance to all city vehicles and equipment. A city with high quality services for citizens. Provide scheduled preventative maintenance services to all city vehicles and equipment to ensure maximum life cycle potential and minimize equipment failures. 229 Return to TOC Mission and Performance Measure Field Operations Desired Outcomes (Perf. Measures) Complete 85% of periodic maintenance services within 30 days of the scheduled due date. Goal Provide quality sanitation inspection services for citizens. A city with high quality services for citizens. Conduct daily residential sanitation inspection services for curbside refuse, recycling and loose trash. Conduct a minimum of 50,000 residential sanitation inspections annually: 2,500 refuse, 2,500 loose trash and 45,000 recycling inspections. Related Council Goal Activities Desired Outcomes (Perf. Measures) FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: 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 twice a year. This business practice change allowed the city to service three times more residents during two separate three-week periods. Accomplishments: • The Streets division met its goal by completing the sealcoating of 64 miles of city streets. • The Equipment Management division increased the preventative maintenance compliance rate to 84% during the year. GOAL UPDATES Goal Provide quality sanitation inspection services for citizens. A city with high quality services for citizens. Yes, the Sanitation Division has increased the number of Was the goal met? inspections to 17,431 quarterly. Conduct a minimum of 50,000 residential sanitation inspections What were the annually: 2,500 refuse, 2,500 loose trash, and 45,000 recycling Performance Measures? inspections. The sanitation inspectors also complete special events, household Obstacles/Challenges hazardous waste collections and educational events. Related Council Goal Goal Related Council Goal Was the goal met? Provide efficient and effective preventative maintenance to all city vehicles and equipment. A city with high quality services for citizens. The division has completed 84% of periodic maintenance within 30 days of the scheduled due date. 230 Return to TOC Mission and Performance Measure Field Operations Complete 85% of periodic maintenance services within 30 days of What were the Performance Measures? the scheduled due date. The division is going to work closely with larger departments to Obstacles/Challenges more efficiently coordinate scheduled maintenance activities. FISCAL YEAR 2006 Accomplishments: • 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. GOAL UPDATES Preserve the physical integrity of city street assets, through effective preventative maintenance and timely repairs. Yes Was the goal met? The Streets division met its goal by completing the seal coating of What were the 64 miles of city streets. The performance measurement was to fog Performance Measures? 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 Obstacles/Challenges sealing (oil and sand). Goal Goal Was the goal met? Provide efficient and effective preventative maintenance to all city vehicles and equipment. Yes 231 Return to TOC Mission and Performance Measure Field Operations The Equipment Management division increased the preventative maintenance compliance rate to 84% during the year. The What were the division exceeded their goal of 70% of the vehicles and equipment Performance Measures? 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 Obstacles/Challenges divisional maintenance requests and internal customers. 232 Return to TOC City of Glendale Budget Summary by Department Field Operations FUND NUMBER / BUDGET BY PROGRAM (1000) Cemetery (1000) Custodial Services (1000) Downtown Parking Garage (1000) Facilities Management (1000) Field Operations Admin. (1000) Graffiti Removal FY 05-06 Actual FY 06-07 Budget $226,486 $1,287,025 FY 06-07 Estimate $237,923 $1,388,818 $237,923 $1,345,011 FY 07-08 Budget Percent Over Last Year $245,567 $1,453,820 3% 5% $0 $0 $0 $124,367 NA $4,306,560 $1,009,066 $4,457,955 $1,077,768 $4,437,955 $1,077,768 $4,469,878 $1,106,465 0% 3% 4% $265,362 $226,800 $290,607 $236,840 (1000) Manistee Ranch Maintenance $10,978 $12,117 $12,117 $12,117 0% (1000) Right-of-Way Maintenance (1010) Right-of-Way - Mega Events $0 $0 $0 $1,241,450 $0 $1,241,450 $24,000 $452,088 NA -64% (1040) Equipment Management $3,626,333 $3,911,558 $3,971,558 $4,194,451 7% (1040) Fuel Services (1040) Parts Store Operations $2,999,455 $1,720,104 $3,260,875 $1,597,007 $3,260,875 $1,537,007 $3,261,139 $1,750,075 0% 10% (1120) Equipment Replacement $2,097,240 $3,173,741 $3,173,741 $3,029,741 -5% $0 $126,731 $126,731 $126,731 0% $24,762 $2,106,033 $62,500 $2,492,867 $62,500 $2,492,867 $62,500 $2,579,905 0% 3% (1280) Stadium-Facilities Management (1340) Arena - ROW Maintenance (1340) Right-of-Way Maintenance (1340) Street Cleaning $650,580 $655,438 $655,438 $696,228 (1340) Street Maintenance (2440) Gas Management System $5,901,848 $32,054 $6,942,675 $84,000 $7,260,675 $84,000 $4,037,409 $84,000 -42% 0% (2440) Landfill $2,905,204 $3,098,530 $3,098,530 $3,124,645 1% (2440) MRF Operations $2,169,398 $2,444,326 $2,444,326 $2,578,006 5% (2440) Recycling (2440) Solid Waste Admin $1,115,123 $838,986 $829,988 $902,505 $829,988 $902,505 $866,467 $892,236 4% -1% (2480) Curb Service $6,866,720 $7,418,328 $7,418,328 $7,275,497 -2% (2480) Residential-Loose Trash Collec (2480) Sanitation Frontload $1,875,274 $3,349,368 $2,129,649 $3,505,890 $2,129,649 $3,505,890 $2,621,349 $3,565,037 23% 2% $983,471 $1,063,585 $1,063,585 $1,230,639 16% $0 $0 $0 $705,972 NA $46,367,430 $52,343,024 $52,661,024 $50,807,169 -3% (2480) Sanitation Roll-off (2530) PS Training Ops - Fac. Mgmt. Total - Field Operations 233 Return to TOC 6% City of Glendale Budget Summary by Department Field Operations BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Wages/Salaries/Benefits Supplies and Contracts $14,869,612 $16,320,996 $16,758,859 $17,382,709 $17,003,715 $17,377,608 $18,036,331 $17,021,930 8% -2% Internal Premiums Internal Service Charges Operating Capital Total - Field Operations Percent Over Last Year $1,010,170 $1,200,803 $1,200,803 $1,266,936 6% $10,001,103 $4,165,549 $10,840,994 $6,159,659 $10,601,239 $6,477,659 $11,045,143 $3,436,829 2% -44% $46,367,430 $52,343,024 $52,661,024 $50,807,169 -3% FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Cemetery Custodial Services 2 20 2 20 2 20 2 20 0% 0% Facilities Management 21 21 21 21 0% Field Operations Admin. Graffiti Removal 10 3 8 3 8 3 8 3 0% 0% Equipment Management 38 41 41 41 0% Parts Store Operations 1 1 1 1 0% Right-of-Way Maintenance Street Cleaning 17 5 17 5 17 5 17 5 0% 0% Street Maintenance 40 40 40 40 0% Landfill MRF Operations 16 11 18 11 18 11 19 11 6% 0% Recycling 5 6 6 6 0% Solid Waste Admin 7 7 7 7 0% Curb Service Residential-Loose Trash Collec 38 14 40 14 40 14 40 18 0% 29% Sanitation Frontload 14 13 13 13 0% Sanitation Roll-off PS Training Ops - Fac. Mgmt. 3 3 3 4 4 33% 265 270 270 280 4% STAFFING BY PROGRAM Total -Field Operations 234 Return to TOC Mission and Performance Measure Utilities UTILITIES Roger Bailey Department Description: Interesting Department Fact: The Utilities Department operates as an enterprise Did you know that Glendale’s water fund and is responsible for treating and distributing distribution system utilizes enough potable water that meets all federal and state pipeline to stretch from Glendale to drinking water standards; collects and treats the San Diego and back? 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. FISCAL YEAR 2008 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Begin the design and construction phase of the 10 million gallon per day (MGD) groundwater treatment plant located at the Oasis Water Campus. This facility will augment existing water supplies and help meet peak demands. A city with high quality services for citizens •Hire a consultant for the design and construction management; •Hire a contractor and construction manager at risk for preconstruction and the start of construction. •Completion of the preliminary design of the groundwater treatment plant. To start-up and operate the new fully automated and computer controlled state of the art 10 MGD water treatment plant located at the Oasis Water Campus by October 2007. • A city with high quality services for citizens • A city that is fiscally sound •Provide oversight and contractor/designer interface for the final construction activities and start up of the plant. •Comply with the Maricopa County Health Services Department regulatory requirements. A water treatment plant that is operationally effective, on schedule, and within budget. 235 Return to TOC Mission and Performance Measure Utilities FISCAL YEAR 2007 Business Practice/Service Delivery Improvement: A new business practice of the Utilities Department is the implementation of a Criteria-Based Promotion Program to better attract and retain skilled utilities employees. The program will provide cross-training opportunities for employees through the different divisions of the operation. An employee who successfully completes different training modules will have the ability to operate in a variety of areas in the Utilities operation. Also, employees will receive remuneration for each training module successfully completed. The program was developed by Utilities staff in conjunction with the Human Resources Department to develop more knowledgeable, experienced and capable Utilities staff that provide a higher level and quality of service to customers. Accomplishments: • Received the prestigious “Gold Award for Competitiveness Achievement” from the Association of Metropolitan Water Agencies for providing quality drinking water to residents. The department was one of seven drinking water utilities across the nation and the only Arizona water agency so honored. The department was recognized for its current plant expansion, water main replacement program and meter testing and reading program. • Updated the current Utilities miscellaneous customer service fees. The proposed customer service fees will provide the revenue necessary to maintain the current high level of customer service and will include after-hour water reconnection services. GOAL UPDATES Reassess the Utilities infrastructure needs in conjunction with the financial resources to ensure fiscal stability of utilities operations. A city with high quality services for citizens Related Council Goal Yes Was the goal met? •Completed an updated infrastructure needs assessment; What were the Performance Measures? •Completed CIP budget consistent with the needs assessment. Increasing costs of construction, electricity, chemicals and other Obstacles/Challenges line supplies provided challenges that staff have successfully met. Goal Implementation of the Interactive Voice Recognition/Interactive Web Recognition (IVR/IWR) System. A city with high quality services for citizens Related Council Goal The IWR was successfully launched in March 2007 and is functional and providing quality service to an ever-increasing Was the goal met? number of customers. The IVR will be completed in the near future. Provide customers with the ability to utilize the internet and What were the Performance Measures? telephone to pay their Utility bills. Goal 236 Return to TOC Mission and Performance Measure Utilities Obstacles/Challenges Staff had to deal with unforeseen technological challenges in launching the IVR system. FISCAL YEAR 2006 Accomplishments: • 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 26 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 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. GOAL UPDATES Continue to operate the Utilities Department in an efficient and effective manner to ensure the highest quality of service to our Goal community. Yes Was the goal met? The department maintained its high quality of water and sewer What were the services, meeting all regulatory standards and within the allocated Performance Measures? budget. The inflationary trend in the electricity, chemicals and other line supplies provided challenges but did not prevent the goal from Obstacles/Challenges being met in FY 2006. Goal To provide safe and reliable water to the city’s service area. Yes Was the goal met? Safe and reliable water was provided to all city customers during FY 2006. This was measured by not receiving any citations for What were the Performance Measures? regulatory violations and by immediately addressing any and all customer complaints. None Obstacles/Challenges 237 Return to TOC City of Glendale Budget Summary by Department Utilities FUND NUMBER / BUDGET BY PROGRAM (2360) Arrowhead Reclamation Plant (2360) Information Management (2360) Lazy J Trailer Park (2360) Public Service Representatives (2360) Safety Administration (2360) System Security FY 05-06 Actual $1,653,337 $958,294 FY 06-07 Budget FY 06-07 Estimate $2,139,239 $1,070,642 $2,139,239 $1,070,642 FY 07-08 Budget Percent Over Last Year $2,219,154 $1,109,945 4% 4% $62,036 $0 $0 $0 NA $254,637 $0 $291,518 $0 $291,518 $0 $310,120 $138,970 6% NA 129% $40,408 $318,367 $318,367 $728,979 (2360) Utilities Administration $6,493,405 $6,459,484 $6,459,484 $6,552,552 1% (2360) West Area Plant (2400) Central System Control $2,602,891 $1,272,124 $2,971,170 $1,411,873 $2,946,170 $1,411,873 $3,151,448 $1,521,349 6% 8% (2400) Central System Maintenance $415,866 $409,831 $409,831 $775,580 89% $3,153,121 $1,004,200 $3,298,070 $1,286,590 $2,918,070 $1,036,590 $3,699,583 $1,348,005 12% 5% (2400) Irrigation $208,848 $170,283 $170,283 $200,105 (2400) Major Maintenance $236,688 $332,802 $332,802 $0 -100% (2400) Meter Maintenance (2400) Oasis Water Campus $1,417,129 $40,104 $1,264,641 $670,010 $1,264,641 $420,010 $1,364,145 $5,453,389 8% 714% (2400) Pyramid Peak Plant $1,304,470 $1,624,677 $1,624,677 $1,585,300 -2% (2400) Raw Water Usage (2400) Water Distribution $2,138,035 $2,953,533 $3,482,182 $3,483,640 $3,482,182 $3,335,639 $3,482,182 $3,876,773 0% 11% (2400) Cholla Treatment Plant (2400) Customer Service - Field (2420) Pretreatment Program (2420) SROG (91st Ave) Plant (2420) Wastewater Collection Total - Utilities 18% $481,450 $548,598 $573,598 $559,509 2% $2,288,319 $4,000,000 $4,000,000 $5,400,000 35% $2,199,322 $2,900,026 $2,900,026 $3,311,317 14% $31,178,217 $38,133,643 $37,105,642 $46,788,405 23% 238 Return to TOC City of Glendale Budget Summary by Department Utilities BUDGET BY CATEGORIES OF EXPENDITURES FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Wages/Salaries/Benefits Supplies and Contracts $9,608,539 $14,745,359 $11,511,298 $19,578,276 $11,728,591 $18,872,314 $13,750,281 $25,486,990 19% 30% Internal Premiums $1,039,353 $1,017,857 $1,017,857 $1,173,773 15% Internal Service Charges Operating Capital $5,268,524 $516,442 $5,480,692 $545,520 $5,383,053 $103,827 $5,496,968 $880,393 0% 61% $31,178,217 $38,133,643 $37,105,642 $46,788,405 23% Total - Utilities Percent Over Last Year STAFFING BY PROGRAM FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Arrowhead Reclamation Plant Information Management 8 5 12 6 12 6 13 6 8% 0% Public Service Representatives 3 4 4 4 0% 300% -9% Safety Administration System Security 1 2 2 1 8 Utilities Administration 8 11 11 10 West Area Plant 13 14 14 14 0% Central System Control Central System Maintenance 10 5 9 5 9 5 10 6 11% 20% Cholla Treatment Plant 7 9 9 9 0% Customer Service - Field Irrigation 15 1 15 1 15 1 15 1 0% 0% Major Maintenance 3 1 1 Meter Maintenance 10 11 11 11 0% Oasis Water Campus Pyramid Peak Plant 9 2 10 2 10 15 9 650% -10% Water Distribution 27 30 30 30 0% Pretreatment Program Wastewater Collection 5 16 6 17 6 17 6 18 0% 6% 146 165 165 186 13% Total -Utilities 239 Return to TOC Catlin Court in Historical Downtown Glendale OTHER GRANTS NON-DEPARTMENTAL The Equipment Exhibit at Manistee Ranch Return to TOC City of Glendale Budget Summary by Department Grants FUND NUMBER / BUDGET BY PROGRAM FY 05-06 Actual (1840) Domestic Violence Grant (1840) Miscellaneous Grants Total - Grants BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $53,107 $390,246 $202,890 $350,000 $202,890 $342,500 $71,937 $500,000 -65% 43% $443,353 $552,890 $545,390 $571,937 3% FY 05-06 Actual FY 06-07 Budget FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year Wages/Salaries/Benefits $46,262 $259,133 $258,112 $221,937 -14% Supplies and Contracts $397,091 $293,757 $287,278 $350,000 19% $443,353 $552,890 $545,390 $571,937 3% Total - Grants STAFFING BY PROGRAM FY 05-06 Authorized FY 06-07 Authorized FY 06-07 Estimate FY 07-08 Budget 1 1 1 0% 1 1 1 0% Domestic Violence Grant Total -Grants 240 Return to TOC Percent Over Last Year City of Glendale Budget Summary by Department Non-Departmental FUND NUMBER / BUDGET BY PROGRAM (1000) Fund 1000 Non-Dept Total - Non-Departmental BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 05-06 Actual FY 06-07 Estimate FY 07-08 Budget Percent Over Last Year $762,290 $1,603,774 $2,349,281 $1,631,667 2% $762,290 $1,603,774 $2,349,281 $1,631,667 2% FY 05-06 Actual $164,138 $590,159 FY 06-07 Budget $350,360 $810,606 $7,993 Internal Service Charges Total - Non-Departmental FY 06-07 Budget $762,290 FY 06-07 Estimate $1,270,285 $636,188 FY 07-08 Budget $350,360 $911,307 0% 12% -15% $5,316 $5,316 $437,492 $437,492 $370,000 $1,603,774 $2,349,281 $1,631,667 241 Return to TOC Percent Over Last Year 2% CAPITAL IMPROVEMENT PLAN 2008 - 2017 Return to TOC 2008-2017 CAPITAL IMPROVEMENT PLAN CIP Table of Contents CIP TABLE OF CONTENTS Page Table of Contents 242 Introduction 244 Financing the CIP 249 Impact of the CIP on the Operating Budget 265 Development Impact Fees 267 Construction Fund Schedule 271 Summary by Type of Project 275 Summary of All Capital Projects by Fund 276 Fund Summaries Water & Sewer 2360 – Water & Sewer 2400 – Water 2420 – Sewer 277 278 286 305 Transportation & Streets 2210 – Transportation 1650 – Transportation Grants 1600 – DIF – Roadway Imp 1980 – Streets Construction 2000 – HURF 1340 – Streets 316 317 342 345 349 354 359 Open Space/Trails 2140 – Open Space/Trails 1520 – DIF – Citywide Open Space 361 362 370 Parks & Recreation 2060 – Parks 1460 – DIF – Citywide Parks 1480 – DIF – Citywide Rec Fac’s 1540 – DIF – Park Dev Zone 1 1560 – DIF – Park Dev Zone 2 1580 – DIF – Park Dev Zone 3 372 373 401 404 406 409 412 242 Return to TOC 2008-2017 CAPITAL IMPROVEMENT PLAN CIP Table of Contents Page Library 2160 – Library Bonds 1380 – DIF – Library Buildings 1400 – DIF – Library Books 1500 – DIF – Libraries 414 415 417 419 421 Public Safety 2040 – Public Safety 1440 – DIF-Police Facilities 1420 – DIF-Fire Protect Fac 423 424 448 450 Government Facility / General Government 2080 – Government Facility 1620 – DIF – General Government 452/456 453 457 Sanitation / Landfill 2480 – Sanitation 2440 – Landfill 459/465 460 466 Airport / Other Grants 2120 – Airport Capital 1840 – Other Grants 476/480 477 481 Cultural Facility 2130 – Cultural Facility 485 486 Economic Development 2100 – Economic Development 1270 – G.F. Revenue Obligations 489 490 493 Flood Control 2180 – Flood Control 496 497 Other Capital Projects 1000 – General Fund 1740 – Civic Center 2150 – Technology Infrastructure 1220 – Arts Commission 503 504 519 522 527 243 Return to TOC 2008-2017 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 improvement projects are non-routine capital expenditures that generally cost more than $50,000 resulting in the purchase of equipment, construction, renovation or acquisition of land, infrastructure and/or buildings with an expected useful life of at least five years. Capital improvement projects are designed to prevent the deterioration of the city’s existing infrastructure, and respond to and anticipate the future growth of the city. 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. 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 Union Hills Bridge at 83rd Avenue 1997 Fire Station 157 1999 Foothills Branch Library 1999 Glendale Civic Center 2000 Arrowhead Wastewater Plant Expansion 2001 Tourism Visitor Center 2002 Manistee Land Redevelopment 2003 NHL Coyotes Arena 2004 New Adult Center Facility 2004 Pyramid Peak WTP – Solid Handling Exp 2005 99th Avenue Metering Station Improvements 2006 Field Operations Complex 2006 Fire Station 159 244 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Introduction 2006 Rose Lane Pool Restoration 2007 Foothills Recreation & Aquatic Center 2007 Downtown Campus 2007 Emergency Operations Center 2007 Convention Center/Media Center/Parking Garage The following projects have been funded and are in various stages of implementation: • Public Safety Training Facility Phase I • Bethany Home Outfall Channel • Grand Canal Linear Park 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. 245 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Introduction 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”. 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 with an expected useful life of 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, Water & Sewer 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 246 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Introduction such as the economic environment, population growth and other variables that may affect the city’s ability to finance needed services and capital projects. Glendale’s CIP 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 2008 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. 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. These decisions are made during the Council budget workshops held each spring. Citizen Involvement in the CIP Process The CIP is an important financial, planning and public communication tool. It gives residents and businesses a clear and concrete view of the city's long-term direction for capital improvements and a better understanding of the city’s ongoing needs for stable revenue sources to fund large or multi-year capital projects. Input into the annual CIP updating process is obtained from citizens on 18 different city boards and commissions and from individual citizens through the public hearing and comment process. 247 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Introduction 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. In 2006, City Council established an Ad-Hoc Citizens Bond Election Committee to consider whether additional bond authorization was needed to complete the Council approved CIP. On May 15, 2007, voters approved $218 million of the $270 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 248 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP FINANCING THE 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) issued in May 2006 are reflected below. The purpose of the City’s DMP 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 rating. 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 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 projects. 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. 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. 249 Return to CIP TOC 2008-2017 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 a new library 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 library bond debt. These limits affect the number of park and library 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 LID, 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 and Finance Departments and are updated annually to reflect changes in the economic environment. 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. 250 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP In Arizona, state law mandates the separation of city property taxes into two components, the primary tax levy and the secondary tax levy. Municipalities pay the principal and interest on G.O. bonds using the revenue generated from the secondary property tax levy. Utility revenues are primarily used to pay for water/sewer G.O. bond debt. However, if adequate utility revenue is not available, the city can fall back on the secondary property tax for water/sewer G.O. bond debt. 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. Previously, the 6% constitutional limitation applied to all capital projects funded with G.O. 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. Voter approved Proposition 104 moved public safety, streets/parking and transportation facilities into the 20% category. Table 2-1 reflects the city’s outstanding G.O. indebtedness with respect to its constitutional G.O. debt limitation as of May 1, 2007. Public safety, streets/parking and transportation facilities debt outstanding are not reflected in the table below. The amount of debt outstanding excludes debt service fund balances. TABLE 2-1 Constitutional Debt Limitation IN THOUSANDS ($) Water, Light, Sewer, Open Space, Flood Control,and Park Bonds General Municipal Purpose Bonds 6% Limitation1 Less Direct Bonded Debt to be Outstanding Unused 6% Borrowing Capacity $82,259 $61,630 $20,629 20% Limitation1 Less Direct Bonded Debt to be Outstanding Unused 20% Borrowing Capacity 1 Based on the 2007 secondary assessed value of $1,370,989,076. 1 20% outstanding debt does not include public safety, streets/parking and transportation facilities. 251 Return to CIP TOC $274,197 $174,720 $99,477 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-2 shows the projected maximum dollar amounts (the bond capacity) available for the 6% and 20% limitation bond categories, before future bond sales, based on current outstanding bonds over the next five years. The “Total” column shows the amount of additional bonds that could be sold in the next five years without violating the state constitutional limits. The city’s bond capacity will grow as assessed value grows and as outstanding bonds are paid off. TABLE 2-2 Projected G.O. Debt Capacity Before New Bonds IN THOUSANDS ($) Fiscal Year FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 6% Bonds $59,961 $74,776 $89,576 $103,969 $116,321 20% Bonds $252,404 $269,295 $285,886 $304,120 $325,666 Total $312,365 $344,071 $375,462 $408,089 $441,987 Table 2-3 summarizes the projected effect on 6% and 20% bond capacities as CIP projects are implemented. TABLE 2-3 Capital Plan Effect on G.O. Bond Capacity IN THOUSANDS ($) Fiscal Year FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 New Bond Sale 6% 20% $0 $12,200 $7,852 $32,642 $1,025 $21,635 $0 $4,834 $0 $0 Remaining Capacity 6% 20% $59,961 $240,204 $66,924 $236,653 $88,551 $264,251 $103,969 $299,286 $116,321 $325,666 Assessed Valuation Over the past three years the City of Glendale’s assessed valuation increased an average of 8%. For FY 2008 the city realized a 33% increase in secondary assessed valuation. The increases are the result of both the rise in property values, as well as continued growth in new construction activity. The city will continue to see growth due to new development throughout the city. 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 252 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP generate additional property tax revenue without raising the tax rate. The additional valuation also increases the city’s debt capacity and ability to finance capital projects. While we have seen some dramatic increases in assessed valuation over the past few years, we are assuming a conservative 4.0% growth rate in FY 2009 and 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 $2,500,000,000 $2,000,000,000 Dollars $1,500,000,000 $1,000,000,000 $500,000,000 $0 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Secondary Assessed Valuation 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 G.O. bonds. The estimated tax rate assumes a $1.3519 secondary property tax rate per $100 of assessed valuation in FY 2008 thru FY 2012. 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 253 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP 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, 2006 fund balance was $9.6 million, which is 40% of next year’s debt service. Also, the assessed valuation assumptions beginning in FY 2009 are conservative compared to the 8% average growth over the last three years. The current G.O. debt is documented in Schedule 7 of this budget book. TABLE 2-4 General Obligation Property Tax Bonds IN THOUSANDS ($) Fiscal Year FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Assessed Value Growth Rate 33.00% 4.00% 4.00% 4.00% 4.00% Assessed Estimated Valuation Estimated Property Existing Proposed Growth Tax Rate Tax Rev. Debt* Debt* Total Debt $1,827,019 $1.3519 $24,699 $24,301 $24,301 $1,900,099 $1.3519 $25,687 $22,800 $1,376 $24,176 $1,976,103 $1.3519 $26,715 $22,930 $6,621 $29,551 $2,055,148 $1.3519 $27,784 $22,883 $9,699 $32,582 $2,137,354 $1.3519 $28,895 $23,750 $10,355 $34,106 * Excludes water, sewer and landfill general obligations. Voter Authorization Under Arizona law, cities can only borrow money through the use of G.O. 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. In 2006, City Council established an Ad-Hoc Citizens Bond Election Committee to consider whether additional authorization was needed to support the Council approved FY 2007-16 CIP. On May 15, 2007, voters approved $218 million of the $270 million bond request recommended by the 2006 Ad-Hoc Citizen Bond Election Committee. The time between a bond election varies depending on how much the voters approve in a given election and how many capital projects are needed. Bond sale proceeds must be used for the purposes specified in the bond authorization election. Remaining bond funds in one bond category may not be used to fund projects in another bond category. 254 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-5 shows the projected remaining voter authorization for G.O. bonds by bond authorization category. The remaining authorization numbers reflect authorization from October 1981, March 1987, November 1999 and May 2007 bond elections. TABLE 2-5 Projected Remaining G.O. Bond Voter Authorization IN THOUSANDS ($) Category FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Public Safety Water & Sewer1 Landfill Library Streets/Parking2 $116,773 $104,573 $91,082 $86,951 $86,951 $16,343 $15,540 $17,096 $16,343 $15,540 $17,096 $16,343 $15,540 $9,244 $16,343 $15,540 $9,244 $16,343 $15,540 $9,244 $67,335 $67,335 $56,713 $56,713 $56,713 $13,721 $13,721 $13,721 $13,721 $13,721 $6,750 $34,412 $6,750 $34,412 $6,750 $34,412 $6,750 $33,387 $6,750 $33,387 $34,725 $50,525 $23,602 $24,107 $34,725 $50,525 $23,602 $24,107 $34,725 $48,586 $10,888 $19,609 $34,725 $48,586 $4,170 $8,823 $34,725 $48,586 $4,170 $3,989 Cultural/Historical 2 2 Transit Econ. Development Govt. Facilities3 Open Space/Trails Parks Flood Control 1 $10M of remaining authorization to be used exclusively for septic sewer conversion. 2 Certain G.O. Bonds or Revenue Bonds can be issued as G.O. Bonds, Revenue Bonds or a combination thereof. 3 Government Facilities includes October 1981 authorization for an Operations Center in North Glendale. 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). 255 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP As with G.O. 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 HURF 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 2008, the city projects it will collect $16.9 million in HURF revenue and realize street operating costs of $14.5 million and HURF debt of $4.7 million resulting in a $2.4 million shortfall to be funded in part with General Fund operating budget monies and $1 million in funding from the GO! Transportation Program. Table 2-6 summarizes the impact of capital plan projects on street revenue bond capacity, future coverage and the effect of additional bond sales on future debt service costs. For the purpose of the table, no increase in revenue is projected. The current HURF debt is documented in Schedule 7 of this budget book. TABLE 2-6 Street Revenue Bonds IN THOUSANDS ($) Fiscal Year FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Highway User Tax Revenues $16,986 $16,986 $16,986 $16,986 $16,986 Existing Debt $4,715 $4,707 $4,709 $4,700 $4,700 New Debt $881 $881 Total Debt $4,715 $4,707 $4,709 $5,581 $5,581 Annual Coverage 3.60 3.61 3.61 3.04 3.04 % of Revenues Used 28% 28% 28% 33% 33% Table 2-7 reflects zero remaining voter authorization for street revenue bonds as of June 30, 2006; therefore, the $10.6 million bond sale scheduled for FY 2009 will utilize the voter authorization from the streets and parking G.O. category. 256 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP TABLE 2-7 Street Revenue Bonds Remaining Voter Authorization IN THOUSANDS ($) Fiscal Year FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 New Bonds Sold $0 $10,622 $0 $0 $0 Remaining Voter Authorization $0 $0 $0 $0 $0 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. The proposed bond sales include an additional $11.5 million in FY 2008 – FY 2012 for the Pavement Management Program (1-inch and 2-inch overlay). The table also summarizes the impact of transportation revenue bonds, future debt service and coverage ratio. For the purposes of the table, no increase in transportation sales tax revenue is projected. Please see the Glendale Onboard Annual Report for more information. 257 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP TABLE 2-8 Capital Plan Projections: Transportation Revenue Bonds IN THOUSANDS ($) Fiscal Transportation Sales Tax Year Revenue1 FY 2008 $23,215 FY 2009 $23,215 FY 2010 $23,215 FY 2011 $23,215 FY 2012 $23,215 1 Bond Sales $101,500 $51,500 $41,500 $91,500 $101,500 Proposed Debt Annual Coverage $9,409 $14,459 $18,709 $27,407 2.47 1.61 1.24 0.85 For purposes of this table, no increase in transportation sales tax revenue is projected. Water/Sewer Revenue Bonds In addition to water/sewer G.O. bonds, the city sells bonds that pledge water/sewer utility revenues as payment for bond debt service. Water/sewer revenue bond sales are limited by Ordinance 1323 New Series (adopted in 1984) and Ordinance 1784 New Series (adopted in 1993). This city bond covenant stated that net utility revenue (i.e., revenues less operating costs) will be at least 1.2 times the maximum debt service due in any succeeding fiscal year. This is considered to be the bond debt service “coverage ratio.” 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 2008-12 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/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 2008 total $65.5 million. Table 2-9 displays projected water/sewer bond sales and coverage ratios. The current water/sewer debt is documented in Schedule 7 of this budget book. 258 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP TABLE 2-9 Water/Sewer Planned Revenue Bonds & Coverage Ratios IN THOUSANDS ($) Fiscal Year FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 Bond Sales $65,500 $66,500 $56,500 $42,500 $34,000 Annual Coverage Ratio 1.26 1.25 1.25 1.25 1.25 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. 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, 2006, 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. 259 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP The formation of a LID can affect the CIP positively by accelerating the completion of a capital improvement already in the CIP or negatively by delaying other scheduled projects in order to finance the city’s LID contribution. Municipal Property Corporation Bonds A city may form a Municipal Property Corporation (MPC) to finance a large capital project. An MPC is a non-profit organization over which the city exercises significant oversight authority, including the appointment of its governing board. This mechanism allows the city to finance a needed capital improvement and then purchase the improvement from the corporation over a period of years. In order for the MPC to market MPC bonds, a city will typically pledge excise taxes (e.g., city sales tax, franchise fees and certain state-shared taxes). 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 overall 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 to sell MPC bonds to fund several construction projects, including the Glendale Municipal Office Complex, Jobing.com Arena, a portion of the Regional PS Training Facility, the Zanjero mixed-use development and a new Parking Garage/Convention Center/ Media Center. MPC bonds for future projects are reflected in Table 2-10. TABLE 2-10 Future MPC Bonds IN THOUSANDS ($) Fiscal Year FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 MPC Bonds $5,075 $11,134 $12,738 $0 $0 Table 2-11 shows the current amount of MPC principal debt outstanding as of June 30, 2006. It is anticipated that the debt service on these obligations would be paid by city sales tax receipts by the projects that benefit from the capital improvements. The current Municipal Property Corporation debt is documented in Schedule 7 of this budget book. 260 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP TABLE 2-11 Outstanding MPC Bonds IN THOUSANDS ($) Issue MPC Bonds AMFP - Arena AMFP - Refunding - Arena MPC Bonds - Arena Taxable MPC Bonds - Arena Tax Exempt MPC Bonds - Refund Imp Dist MPC Bonds - GRPSTF/Zanjero MPC Bonds - H/Conv/Media TOTAL Year Issued 1999 2002 2003 2003B 2003A 2004A 2006A 2006B Principal Balance Outstanding $3,380,000 $5,055,000 $7,250,000 $96,840,000 $49,625,000 $8,415,000 $33,030,000 $96,450,000 $300,045,000 Lease Lease financing provides long-term financing of equipment or other capital improvements through a lease (with a mandatory purchase provision) that does not affect the city’s G.O. bond capacity and does not require voter approval. In a lease transaction the asset being financed can include new capital needs, assets under existing lease agreements, or, in some cases, equipment purchased in the past for which the government or municipal unit would prefer to be reimbursed and paid over time. At the end of the lease term title to the asset is transferred to the city. Table 2-12 reflects the principal balance of capital leases and notes under contract by the city. The current lease/note debt is documented in Schedule 8 of this budget book. 261 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP TABLE 2-12 Outstanding Leases IN THOUSANDS ($) Year Issued 2000 2003 2003 2003 2004 2004 2006 2007 Original Amount $24,614,627 $1,240,330 $10,800,000 $392,915 $26,374 $665,000 $1,370,300 $1,368,800 Notes1 Downtown Building Purchase 2000B Northern Crossing Note 2002 Larry Miller Note 2004 Total Note Financing $1,779,000 $14,500,000 $2,700,000 Lease Financing LaSalle Lease Equipment Lease Hickman/Motorola Lease Library Copier Lease Equipment Lease Equipment Lease Equipment Lease Total Lease Financing Grant Total Total Balance Year Outstanding Matures $1,668,440 2010 $420,715 2009 $9,800,000 2012 $148,150 2009 $4,722 2008 $309,258 2009 $1,119,032 2011 $1,368,800 2016 $14,839,117 $380,968 $4,277,778 $1,620,000 $6,278,746 2008 2012 2009 $21,117,863 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. 262 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP 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. 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. 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 2008 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. 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. 263 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Financing the CIP 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 LID’s, 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. 264 Return to CIP TOC 2008-2017 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 2007 the estimated operating cost for capital facilities were as follows: • $0.143/sq. ft. for building water usage; • $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 requests 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. 265 Return to CIP TOC 2008-2017 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. This year detailed operating cost and descriptions are included in the project detail section of the CIP. If applicable, each detailed sheet contains an operating and maintenance description and projected operating costs for the first five years and a five-year aggregate estimate for the second five years for personnel, supplies, utilities, insurance, etc. OPERATING IMPACT BY CIP PROJECT TYPE IN THOUSANDS ($) Project Type Water & Sewer Projects 2007-08 2008-09 2009-10 2010-11 2011-12 $4,937 $5,725 $6,106 $7,406 $8,146 Transportation Sales Tax Projects $101 $343 $661 $932 $960 All Other Transportation Projects (DIF, HURF and Streets) Open Space/Trails Projects $146 $497 $520 $552 $569 $45 $224 $236 $243 $246 Park Projects $349 $708 $1,440 $1,497 $1,551 Library Projects $0 $2,675 $2,755 $2,838 $2,923 Public Safety Projects $0 $2,662 $2,616 $2,901 $3,213 $467 $596 $633 $851 $877 Economic Development Projects $0 $0 $2 $2 $2 Other Projects $0 $23 $43 $114 $135 $6,044 $13,453 $15,012 $17,336 $18,622 Landfill/Sanitation Projects TOTAL Operating Impact 266 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Development Impact Fees DEVELOPMENT IMPACT FEES The city’s financial policy, as published in this document, states that, “Revenues from growth or development should be targeted to development, or invested in improvements that will benefit future residents or make service provisions efficient.” 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, 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. 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. Lastly, staff is currently working on the 2007 update to the City’s development impact fees with an anticipated effective date in the fall of 2007. Above: Equestrian Staging Area project funded with development impact fees. Project 1520-70451. 267 Return to CIP TOC DIF FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 1380: Library Buildings Beginning Balance Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2007-08 FUND 1400: Library Books Beginning Balance Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2007-08 FUND 1420: Fire Facilities FY 2007-08 Beginning Balance Development Fees Investment Income Project Expenses Carryover Expenses 1 Debt Payment Ending Balance $2,638 0 60 2,537 0 $161 $309 0 0 0 305 $4 FY 2008-09 $161 0 6 0 0 $167 FY 2008-09 FY 2009-10 $167 0 7 0 0 $173 FY 2009-10 $4 0 0 0 0 $4 FY 2008-09 FY 2010-11 $173 0 8 0 0 $181 FY 2010-11 $4 0 0 0 0 $4 FY 2009-10 $4 0 0 0 0 $4 FY 2010-11 FY 2011-12 $181 0 9 0 0 $190 FY 2011-12 $4 0 0 0 0 $4 FY 2011-12 FY 2013-17 $190 0 45 0 0 $236 FY 2013-17 $4 0 0 0 0 $4 FY 2013-17 $798 608 24 0 718 300 $412 608 14 0 0 300 $735 608 29 0 0 298 $1,075 608 28 0 0 161 $1,550 608 20 0 0 0 $2,178 3,368 100 0 0 0 $412 $735 $1,075 $1,550 $2,178 $5,646 FUND 1440: Police Facilities Beginning Balance Development Fees Miscellaneous Revenue Investment Income Project Expenses Carryover Expenses 1 Debt Payment Ending Balance FY 2007-08 FUND 1460: Parks Citywide Beginning Balance Development Fees Investment Income Project Expenses Budget Transfer Out Carryover Expenses Ending Balance FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 $1,499 770 0 45 0 216 398 $1,701 770 0 60 0 0 397 $2,133 770 0 85 0 0 395 $2,594 770 0 87 0 0 214 $3,237 770 0 87 0 0 0 $4,093 3,850 0 435 0 0 0 $1,701 $2,133 $2,594 $3,237 $4,093 $8,378 $1,737 414 52 404 0 1,740 $60 FUND 1480: Rec Facilities - FY 2007-08 Citywide Beginning Balance $1,294 Development Fees 230 Investment Income 39 Project Expenses 229 Carryover Expenses 1,296 Ending Balance $37 FY 2008-09 FY 2009-10 $60 414 2 404 0 0 $72 FY 2008-09 $37 230 1 229 0 $40 FY 2010-11 $72 414 3 404 0 0 $85 FY 2009-10 $85 414 4 404 0 0 $99 FY 2010-11 $40 230 2 0 0 $271 268 Return to CIP TOC $271 230 12 0 0 $514 FY 2011-12 $99 414 5 404 0 0 $114 FY 2011-12 $514 230 26 0 0 $769 FY 2013-17 $114 2,070 28 2,020 0 0 $192 FY 2013-17 $769 1,150 120 0 0 $2,039 DIF FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 1500: Library Beginning Balance Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2007-08 $3,245 497 97 2,291 1,459 $89 FUND 1520: Open Space/Trails Beginning Balance Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2007-08 FUND 1540: N'hood Parks - Zone 1 Beginning Balance Development Fees Intergovernmental Investment Income Project Expenses Carryover Expenses Ending Balance FY 2007-08 FUND 1560: N'hood Parks - Zone 2 Beginning Balance Development Fees Investment Income Project Expenses Carryover Expenses Ending Balance FY 2007-08 FUND 1580: N'hood Parks - Zone 3 Beginning Balance Development Fees Investment Income Budget Transfer In/Out Project Expenses Carryover Expenses Ending Balance FY 2007-08 FUND 1600: Roadway Improvements Beginning Balance Development Fees Investment Income Intergovernmental Project Expenses Budget Transfer Out Carryover Expenses Ending Balance FY 2007-08 $457 76 14 75 459 $12 $1,109 147 0 0 148 881 $227 $923 130 28 118 923 $40 $234 18 1 0 39 214 $0 $7,719 2,374 80 0 1,461 0 8,712 $0 FY 2008-09 $89 497 3 385 0 $204 FY 2008-09 FY 2009-10 $204 497 8 414 0 $295 FY 2009-10 $12 76 0 75 0 $13 FY 2008-09 $227 147 0 8 148 0 $235 FY 2008-09 FY 2009-10 $0 2,374 0 0 1,179 0 0 $1,195 FY 2010-11 $90 76 4 0 0 $170 FY 2010-11 $235 147 0 9 0 0 $391 FY 2009-10 $391 147 0 9 0 0 $546 FY 2010-11 $54 130 2 95 0 $91 FY 2009-10 $0 27 0 0 27 0 $0 FY 2008-09 $295 497 13 444 0 $360 $13 76 1 0 0 $90 $40 130 1 118 0 $54 FY 2008-09 FY 2010-11 $91 130 4 0 0 $225 FY 2010-11 $0 27 0 0 20 0 $7 FY 2009-10 $7 27 0 0 20 0 $14 FY 2010-11 $1,195 2,374 48 0 1,179 0 0 $2,438 269 Return to CIP TOC $2,438 2,150 110 0 1,179 0 0 $3,519 FY 2011-12 $360 497 18 475 0 $401 FY 2011-12 $170 76 8 0 0 $254 FY 2011-12 $546 147 0 7 0 0 $701 FY 2011-12 $225 130 11 0 0 $367 FY 2011-12 $14 27 0 0 20 0 $21 FY 2011-12 $3,519 2,150 176 0 1,179 0 $4,666 FY 2013-17 $401 2,484 100 2,041 0 $944 FY 2013-17 $254 380 40 0 0 $674 FY 2013-17 $701 735 0 35 0 0 $1,471 FY 2013-17 $367 650 92 969 0 $140 FY 2013-17 $21 135 0 0 100 0 $56 FY 2013-17 $4,666 10,750 1,945 0 13,017 0 0 $4,344 DIF FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 1620: General Government Beginning Balance Development Fees Investment Income Project Expenses Carryover Expenses 1 Debt Payment Ending Balance 1 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 $2,072 1,760 62 567 111 1,118 $2,098 1,760 73 558 0 1,115 $2,259 1,760 90 549 0 1,108 $2,453 1,587 90 0 0 600 $3,530 1,587 90 0 0 0 $5,207 7,934 455 0 0 0 $2,098 $2,259 $2,453 $3,530 $5,207 $13,596 Debt payment for bond sales for West Public Safety Building (2003) and Field Operations Center (2004). 270 Return to CIP TOC 2008-2017 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 Downtown Parking Garage. Project 1980-68113. 271 Return to CIP TOC CONSTRUCTION FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 1220: Arts Commission Beginning Balance Revenue Budget Transfer In Project Expenses Operating Expense Budget Transfer Out Carryover Projects Ending Balance FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 $3,243 990 0 350 128 0 0 $3,755 $3,755 0 0 350 0 0 0 $3,405 $3,405 0 0 350 0 0 0 $3,055 $3,055 0 0 350 0 0 0 $2,705 $2,705 0 0 350 0 0 $2,355 $2,355 0 1,477 2,100 0 0 0 $1,732 FUND 1270: G.F. Revenue 1 Obligations Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Advisor Fee Ending Balance FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2010-12 FY 2013-17 FUND 1980: Streets/Parking FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 Beginning Balance Bond Sales/Proceeds Revenue Bonds Investment Income Miscellaneous Revenue Intergovernmental Revenue Budget Transfer In/Out Project Expenses Carryover Projects Advisor Fee Ending Balance FUND 2000: Highway User 1 Revenue Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Budget Transfer Out Advisor Fee Ending Balance $21,986 5,075 108 5,075 11,929 27 $10,139 $25,139 0 8,000 0 0 0 0 25,937 3,980 5 $3,216 $10,139 11,134 124 11,134 0 0 $10,263 $3,216 0 8,000 0 0 0 0 8,082 0 0 $3,134 $10,263 12,738 124 12,738 0 0 $10,387 $3,134 0 8,000 0 0 0 0 9,373 0 0 $1,761 $10,387 0 124 0 0 0 $10,511 $1,761 0 8,000 0 0 0 0 8,082 0 0 $1,679 $10,511 0 124 0 0 0 $10,635 $1,679 0 8,000 0 0 0 0 8,000 0 0 $1,679 $10,635 29,523 2,659 42,817 0 $0 $1,679 120,579 36,000 420 0 0 0 158,678 0 0 $0 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 $9,596 0 38 2,610 5,971 0 3 $1,050 $1,050 10,622 32 2,939 0 0 0 $8,765 $8,765 0 22 8,481 0 0 0 $306 272 Return to CIP TOC $306 0 12 0 0 0 0 $318 $318 0 14 0 0 0 0 $333 $333 8,205 83 8,621 0 0 0 $0 CONSTRUCTION FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 2040: Public Safety Bonds Beginning Balance Bond Sales Public Safety Investment Income Project Expenses Carryover Projects Budget Transfer Out Advisor Fee Ending Balance FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 FUND 2060: Park Bonds FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Advisor Fee Ending Balance FUND 2080: Gov't Facility Beginning Balance Bond Sales/Proceeds Miscellaneous Revenue Investment Income Budget Transfer In/Out Project Expenses Carryover Projects Ending Balance FUND 2100: Economic Development Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Ending Balance FUND 2130: Cultural Facility Beginning Balance Bond Sales/Proceeds Investment Income Budget Transfer In/Out Project Expenses Carryover Projects Advisor Fee Ending Balance $22,940 12,200 0 4,809 13,861 0 2 $16,468 $8,602 0 58 692 4,547 12 $3,409 $16,468 13,491 0 27,679 0 0 0 $2,280 $3,409 12,714 67 12,714 0 0 $3,476 $2,280 4,131 0 4,131 0 0 0 $2,280 $3,476 6,718 97 9,514 0 0 $777 $2,280 0 0 0 0 0 0 $2,280 $777 0 31 432 0 0 $376 $2,280 0 0 0 0 0 0 $2,280 $376 0 20 344 0 0 $51 $2,280 124,013 0 126,293 0 0 0 $0 $51 204,645 85 204,780 0 0 $1 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 $248 0 0 0 0 0 240 $8 $8 0 0 0 0 0 0 $8 $8 0 0 0 0 0 0 $8 $8 0 0 0 0 0 0 $8 $8 0 0 0 0 0 0 $8 $8 63,087 0 0 0 63,095 0 $0 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 $549 0 0 0 524 $25 $25 0 0 0 0 $25 $25 1,025 0 1,025 0 $25 $25 0 0 0 0 $25 $25 0 0 0 0 $25 $25 89,156 0 89,181 0 $0 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 $921 $919 $919 $919 $919 $919 0 0 0 0 0 25,483 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 26,401 0 0 0 0 0 0 2 0 0 0 0 0 $919 $919 $919 $919 $919 $0 273 Return to CIP TOC CONSTRUCTION FUNDS BUDGET PROJECTIONS (All Dollars in Thousands) (Excludes Contingency Appropriation) FUND 2140: Open Space/Trails FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 Beginning Balance Bond Sales/Proceeds Investment Income Intergovernmental Revenue Project Expenses Carryover Projects Advisor Fee Ending Balance FUND 2160: Library Bonds Beginning Balance Bond Sales/Proceeds Investment Income Project Expenses Carryover Projects Ending Balance $1,151 0 35 0 0 674 1 $510 $510 1,939 15 0 1,234 0 0 $1,230 $1,230 0 43 0 1,241 0 0 $32 $32 0 1 0 0 0 0 $34 $34 0 2 0 0 0 0 $35 $35 73,815 9 0 73,859 0 0 $0 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 $10 0 0 0 0 $10 $10 7,852 0 7,852 0 $10 $10 0 0 0 0 $10 $10 0 0 0 0 $10 $10 0 0 0 0 $10 $10 12,445 3 12,458 0 $0 FUND 2180: Flood Control Bonds Beginning Balance Bond Sales/Proceeds Investment Income Intergovernmental Revenue Project Expenses Carryover Projects Advisor Fee Ending Balance FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 FUND 2280: Cemetary Perpetual Care Beginning Balance Revenue Project Expenses Carryover Projects Ending Balance FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2013-17 G.O. Bond Sales 1 Revenue Bond Sales $15,016 0 20 950 5,809 9,281 4 $891 $5,102 126 0 0 $5,228 $12,200 $5,075 $891 4,498 27 950 4,499 0 0 $1,867 $5,228 0 0 0 $5,228 $40,494 $21,756 $1,867 10,786 15 1,935 10,783 0 0 $3,820 $5,228 0 0 0 $5,228 $22,660 $12,738 274 Return to CIP TOC $3,820 4,834 3 3,185 8,695 0 0 $3,147 $5,228 0 0 0 $5,228 $4,834 $0 $3,147 0 0 2,250 5,396 0 0 $1 $5,228 0 0 0 $5,228 $0 $0 $1 17,579 0 0 17,580 0 0 $1 $5,228 0 0 0 $5,228 $730,802 $37,728 2008-2017 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 CIP 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 2008 CIP projects by major category type (does not include carryover). FY 2007-08 CIP Projects by Type Economic Flood Control Development Bonds 3% Other 9% 2% Public Safety 2% Parks & Open Space 1% Water/Sewer 32% Transportation 51% The following section includes a summary of all capital projects by fund. A narrative description of the major CIP categories precedes the project detail sheets for each project. Each detail sheet contains a project identification number and name, a short project description, the anticipated funding source, projected costs for each of the first five years (including carryover funding from the previous years CIP, if applicable), a five-year aggregate estimate for the second five years and the operating impact, if any. This year the operating impact is expanded to show how much will be spent on personnel, supplies, utilities, insurance, etc. along with a description of the operating impact. 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. 275 Return to CIP TOC 2008 - 2017 Capital Improvement Plan Summary of ALL Capital Projects by Fund Fund # Fund Name FY 07-08* FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 13-17 2360 Water & Sewer Fund $11,965,931 $4,837,706 $3,980,637 $2,861,269 $5,101,281 $5,237,813 2400 Water $84,383,071 $48,986,414 $42,113,970 $15,580,554 $15,697,672 $72,613,299 2420 Sewer $51,268,769 $18,603,552 $16,450,328 $22,538,527 $25,840,043 $54,667,752 2210 Transportation Construct $106,041,021 $37,471,934 $26,289,094 $70,818,557 $80,011,830 $146,107,752 1650 Transportation Grants $15,555,025 $8,900,000 $9,100,000 $8,700,000 $2,000,000 $10,000,000 1600 DIF-Roadway Imp $10,172,572 $1,178,645 $1,178,645 $1,178,645 $1,178,645 $13,017,128 1980 Street Construction $29,917,640 $8,081,843 $9,372,860 $8,081,843 $8,000,000 $158,678,141 2000 HURF Bonds $8,581,311 $2,938,552 $8,480,939 $0 $0 $8,620,763 1340 Street Fund $502,000 $0 $0 $0 $0 $635,000 2140 Open Space/Trails $674,474 $1,234,143 $1,241,055 $0 $0 $73,858,509 1520 DIF-Citywide Open Spaces $534,306 $75,327 $0 $0 $0 $0 2060 Park Bond Fund $5,239,010 $12,713,860 $9,514,191 $432,243 $344,481 $204,780,298 1460 DIF-Citywide Parks $2,143,859 $403,924 $403,924 $403,924 $403,924 $2,019,619 1480 DIF-Citywide Rec Fac's $1,525,270 $228,962 $0 $0 $0 $0 1540 DIF-Park Dev Zone 1 $1,028,773 $147,538 $0 $0 $0 $0 1560 DIF-Park Dev Zone 2 $1,040,187 $117,600 $95,256 $0 $0 $968,993 1580 DIF-Park Dev Zone 3 $252,880 $27,001 $20,000 $20,000 $20,000 $100,000 2160 Library Bonds $0 $7,852,125 $0 $0 $0 $12,458,191 1380 DIF-Library Buildings $2,536,942 $0 $0 $0 $0 $0 1400 DIF-Library Books $304,871 $0 $0 $0 $0 $0 1500 DIF-Libraries $3,749,859 $385,340 $414,444 $444,394 $474,605 $2,040,855 2040 Public Safety $18,670,015 $27,678,954 $4,131,262 $0 $0 $126,293,307 1440 DIF-Police Facilities $215,725 $0 $0 $0 $0 $0 1420 DIF-Fire Protect Fac $717,590 $0 $0 $0 $0 $0 2080 Government Facility $240,296 $0 $0 $0 $0 $63,094,790 1620 DIF-General Government $678,573 $558,144 $549,072 $0 $0 $0 2480 Sanitation Fund $2,814,594 $1,612,050 $1,732,800 $2,238,120 $1,659,240 $17,267,088 2440 Landfill $2,599,832 $11,319,102 $5,001,082 $6,159,512 $246,000 $14,698,067 2120 Airport Capital $10,916,499 $0 $0 $0 $0 $0 1840 Other Grants $3,939,066 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 2130 Cultural Facility 2100 Economic Development 1270 $0 $0 $0 $0 $0 $26,401,373 $523,951 $0 $1,025,000 $0 $0 $89,181,250 G.F. Revenue Oblgs $17,003,601 $11,133,791 $12,738,390 $0 $0 $42,816,816 2180 Flood Control Bonds $15,090,705 $4,498,841 $10,783,433 $8,694,773 $5,395,736 $17,579,904 1000 General Fund $7,439,300 $1,829,481 $1,981,739 $1,209,418 $1,487,194 $13,740,611 1740 Civic Center $134,000 $100,000 $2,600,000 $100,000 $100,000 $17,622,000 2150 Technology Infrastructure $0 $0 $0 $0 $0 $23,925,246 1220 Arts Commission $350,000 $350,000 $350,000 $350,000 $350,000 $2,100,000 $418,751,518 $215,264,829 $171,548,121 $151,811,779 $150,310,651 $1,230,524,565 Grand Total * FY 2007-08 includes carryover 276 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Water/Sewer WATER/SEWER Water and sewer capital projects account for the largest portion of the capital improvement plan. These projects will be funded from water/sewer fund revenues. The FY 2008-17 budget reflects the inflationary trend in the construction market and recommendations from the Red Oak Consulting study completed in 2007. FY 2008 carryover in the water fund (fund 2400) reflect completion of the Oasis Water Treatment Plant in west Glendale; continued funding of the Cholla Water Treatment Plan filter enhancement project; and replacement and rehabilitation of the water distribution system throughout the city. In FY 2008, sewer (fund 2420) 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/sewer (fund 2360) projects in FY 2008 include carryover for replacement and implementation of a new utility billing system and security enhancements to the water treatment plants and water reclamation and recharge facilities. Funding continues for construction/expansion of the 91st Ave wastewater treatment plant coowned by the City of Phoenix and the Sub-Regional Operating Group (SROG). Projects are also planned for the replacement and extension of various water and sewer lines throughout the city. Above: The Western Area Water Reclamation Facility expanded to a 10 MGD facility. Project 2360-60003 West Area WWRP. 277 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Revenue Fund: Water & Sewer Fund (2360) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $2,701,967 $0 $0 $0 $0 $0 $527,805 $147,000 $0 $0 $0 $1,042,189 60002 *Addtl Recharge Capacity $2,399,370 $0 $0 $0 $0 $0 60003 *West Area WWRP $1,798,162 $0 $0 $0 $0 $0 $258,316 $0 $0 $0 $0 $0 60006 *Sand Filtrs & Dis Sys - AWRF $1,352,707 $3,711,823 $1,825,399 $0 $0 $3,502,773 60007 *Arrwhd Wtr Reclam Fac Imps $2,927,604 $978,883 $2,155,238 $468,419 $2,649,920 $500,635 T2160 Insertion Machine: W & S Fund $0 $0 $0 $0 $0 $66,000 T2170 Cashier Security Remodel $0 $0 $0 $0 $0 $126,216 T2230 **WAWRF RSPS Improvements $0 $0 $0 $2,392,850 $0 $0 T2240 **WAWRF ARF Improvements $0 $0 $0 $0 $541,688 $0 T2250 **WAWRF Clarifier Replacement $0 $0 $0 $0 $271,863 $0 T2270 **WAWRF Fine Screen Replacement $0 $0 $0 $0 $670,250 $0 T2280 **WAWRF Odor ControlReplacement $0 $0 $0 $0 $967,560 $0 $4,837,706 $3,980,637 $2,861,269 $5,101,281 $5,237,813 60000 *Utility Billing System Repl. 60001 *Water Quality Lab Instruments 60004 *Arrowhead WRF Total Water & Sewer Fund Projects: $11,965,931 *Project includes carryover funding ** New Project 278 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: 60000 - *Utility Billing System Repl. Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Funding Source: Replacement and implementation of a new utility billing system. The cost includes software, professional services and fees, and annual service and maintenance. Carryover 2008 2009 2010 Capital Costs: Equipment TOTAL Operating Description: Capital Costs: 2012 2013-2017 $2,701,967 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 No O&M at this time. Funding Source: Water & Sewer Revenues A replacement program for major analytical instrumentation at the city's water quality laboratory. Highly sensitive and precise analytical instrumentation is required for regulatory analysis of the city's water. Carryover 2008 2009 2010 2011 2012 2013-2017 $527,805 $0 $147,000 $0 $0 $0 $1,042,189 $527,805 $0 $147,000 $0 $0 $0 $1,042,189 No O&M at this time. Project: 60002 - *Addtl Recharge Capacity Project Description: 2011 $2,701,967 Project: 60001 - *Water Quality Lab Instruments Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Provide contingency recharge capacity for the Arrowhead Ranch Water Reclamation Facility to comply with Capacity Management Operation and Maintenance (CMOM) and prevent possible sanitary sewer overflows due to loss of discharge pathway to Arrowhead amenities during normal operations. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $150,000 $0 $0 $0 $0 $0 Design $0 $150,000 $0 $0 $0 $0 $0 $559,450 $0 $1,400,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction Finance Charges Engineering Charges Arts Miscellaneous/Other TOTAL Operating Description: $0 $43,000 $0 $0 $0 $0 $0 $7,920 $14,000 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $592,370 $1,807,000 $0 $0 $0 $0 $0 Well maintenance rehab is listed under equipment maintenance. Operating Costs: Equip. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $30,000 $30,900 $31,827 $174,043 $0 $0 $30,000 $30,900 $31,827 $174,043 *Project includes carryover funding ** New Project 279 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: 60003 - *West Area WWRP Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Expansion of Western Area Water Reclamation Facility (WAWRF). Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $31,500 $0 $0 $0 $0 $0 $0 Land $767,376 $0 $0 $0 $0 $0 $0 Design Engineering Charges $908,511 $76,775 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $14,000 $0 $0 $0 $0 $0 $0 $1,798,162 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. Project: 60004 - *Arrowhead WRF Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: Water & Sewer Revenues 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $258,316 $0 $0 $0 $0 $0 $0 $258,316 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 280 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: 60006 - *Sand Filtrs & Dis Sys - AWRF Project Description: Capital Costs: Engineering Charges Carryover 2008 2009 2010 $3,201 $10,506 $33,823 $16,399 $0 $0 $31,773 $0 $0 $9,000 $5,000 $33,000 $45,000 $16,000 $40,000 $0 $0 $0 $0 $31,000 $40,000 $3,100,000 Construction Operating Description: 2011 2012 2013-2017 $0 $900,000 $3,300,000 $1,600,000 $0 $0 $300,000 $125,000 $0 $0 $0 $0 $0 $0 $0 $300,000 $153,000 $0 $0 $300,000 $303,201 $1,049,506 $3,711,823 $1,825,399 $0 $0 $3,502,773 Contingency TOTAL Water & Sewer Revenues Replace aging sand filters and ultra violet light disinfection system at the Arrowhead Ranch Water Reclamation Facility. Arts Finance Charges Design Funding Source: Electrical power requirements for the new disinfection system are expected to increase due to additional equipment. This new system has not been designed at this time but is expected to be either UV with a secondary Ozone system or an Ozone system, which does require a higher electrical use than the current UV system. The current system is not adequate and regulatory issues have arisen due to incomplete disinfection. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Equip. Maint. $0 $0 $0 $0 $5,305 $29,007 Utilities $0 $0 $0 $0 $81,955 $448,161 $0 $0 $0 $0 $87,260 $477,168 TOTAL Project: 60007 - *Arrwhd Wtr Reclam Fac Imps Project Description: Capital Costs: Funding Source: Water & Sewer Revenues To ensure reliable and safe treatment of wastewater in the Arrowhead area, the treatment plant processes will be upgraded or expanded to meet A+ effluent water quality requirements. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $164,884 $820,000 $0 $0 $463,000 $0 $0 Construction Finance Charges $595,603 $10,000 $1,060,000 $30,000 $870,000 $10,000 $1,900,000 $34,000 $0 $0 $2,300,000 $40,000 $490,000 $0 Engineering Charges $14,613 $22,004 $10,183 $22,238 $5,419 $26,920 $5,735 Contingency Arts $30,000 $9,900 $160,000 $10,600 $80,000 $8,700 $180,000 $19,000 $0 $0 $260,000 $23,000 $0 $4,900 $825,000 $2,102,604 $978,883 $2,155,238 $468,419 $2,649,920 $500,635 TOTAL Operating Description: Equipment maintenance is to purchase supplies and performance preventative maintenance on equipment beginning January 2011. Operating Costs: Equip. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $15,000 $15,450 $90,000 $0 $0 $0 $15,000 $15,450 $90,000 *Project includes carryover funding ** New Project 281 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: T2160 - Insertion Machine: W & S Fund Project Description: Capital Costs: Carryover TOTAL 2008 2009 2010 2013-2017 $0 $0 $0 $0 $0 $66,000 $0 $0 $0 $0 $0 $66,000 This piece of equipment will be included in the technology replacement fund. A one year service preventative maintenance agreement (PMA) is built into the cost of $15,000 for the next five years (33% cost to water and sewer fund = $24,750, 33% cost to general fund = $24,750 and 34% to sanitation = $25,500). 2008 TOTAL 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $24,750 $0 $0 $0 $0 $0 $24,750 Project: T2170 - Cashier Security Remodel Funding Source: Water & Sewer Revenues Bullet-proof security glass and related improvements for cashier area. This request will protect our employee and monetary assets. This area receives the most walk-in traffic and money in the city. Employee safety is important, especially when a water customer is upset due to a service interruption caused by non-payment. Carryover Engineering Charges Construction $0 $0 Arts Miscellaneous/Other Design TOTAL Operating Description: 2012 $0 Equip. Maint. Capital Costs: 2011 $0 Operating Costs: Project Description: Water & Sewer Revenues Replace current insertion machine. The machine performs insertion for all departments, including sales tax, water and sewer, sanitation, marketing, human resources, council, landfill and payroll. Equipment Operating Description: Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $840 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $21,036 $10,000 $0 $0 $0 $0 $0 $0 $126,216 No O&M at this time. *Project includes carryover funding ** New Project 282 Return to CIP TOC $10,340 $84,000 2008-2017 Capital Improvement Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: T2230 - **WAWRF RSPS Improvements Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The current pumps at the Raw Sewage pumping Station are costly to operate and maintain. These pumps have been in service for five years and have experienced repetitive bearing failures. These pumps should be replaced due to the high maintenance cost Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $300,000 $0 $0 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $1,785,000 $35,000 $0 $0 $0 $0 Engineering Charges $0 $0 $0 $0 $55,000 $0 $0 Arts Contingency $0 $0 $0 $0 $0 $0 $0 $0 $17,850 $200,000 $0 $0 $0 $0 $0 $0 $0 $0 $2,392,850 $0 $0 TOTAL Operating Description: Equipment maintenance begins FY 2013. No additional utilities. Operating Costs: 2008 Equip. Maint. TOTAL 2009 2010 Capital Costs: 2012 2013-2017 $0 $0 $0 $0 $0 $75,000 $0 $0 $0 $0 $0 $75,000 Project: T2240 - **WAWRF ARF Improvements Project Description: 2011 Funding Source: Water & Sewer Revenues The West Area Water Reclamation Facility Aquifer Recharge Facility requires the installation of telemetry improvements and power sources to more effectively and efficiently operate the system. This will help assure compliance with required regulatory sampling. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $52,000 $0 Construction $0 $0 $0 $0 $0 $460,000 $0 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,088 $4,600 $0 $0 $0 $0 $0 $0 $0 $541,688 $0 TOTAL Operating Description: Electrical cost is estimated at $2,500 per year starting in FY 2014 due to lighting and electric sampling equipment. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Bldg. Maint. $0 $0 $0 $0 $0 Utilities $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $30,000 TOTAL *Project includes carryover funding ** New Project 283 Return to CIP TOC $20,000 2008-2017 Capital Improvement Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: T2250 - **WAWRF Clarifier Replacement Project Description: Capital Costs: Funding Source: Water & Sewer Revenues This request is to repair and replace the clarifier mechanical drive units and associated equipment at the WAWRF in three of the six clarifiers. These structures are mechanical in nature with equipment that includes heavy drive motors, pulleys, chains, bearings and scrapers, all of which will wear out over time. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $0 $227,000 $0 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,593 $2,270 $0 $0 Design $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $0 $271,863 $0 TOTAL Operating Description: Other than equipment maintenance no increased costs for O&M is expected as the new equipment replaces existing equipment being maintained. Operating Costs: 2008 Bldg. Maint. TOTAL 2009 2010 Capital Costs: 2012 2013-2017 $0 $0 $0 $0 $0 $16,000 $0 $0 $0 $0 $0 $16,000 Project: T2270 - **WAWRF Fine Screen Replacement Project Description: 2011 Funding Source: Water & Sewer Revenues The WAWRF fine screens are mechanical devices removing solid materials from the WAWRF influent flows. These mechanical devices are subject to wear and tear and need to be replaced periodically. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $50,000 $0 Construction Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $585,000 $29,400 $0 $0 Arts $0 $0 $0 $0 $0 $5,850 $0 $0 $0 $0 $0 $0 $670,250 $0 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 284 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: T2280 - **WAWRF Odor Control Replacement Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The West Area Water Reclamation Facility odor control system is required to meet air quality regulatory standards and eliminate odor complaints from nearby property owners. The odor control system will require replacement in the outgoing CIP years due to wear & tear. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $8,000 $0 Design Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $120,000 $800,000 $0 $0 Engineering Charges $0 $0 $0 $0 $0 $39,560 $0 $0 $0 $0 $0 $0 $967,560 $0 TOTAL Operating Description: Equipment maintenance to keep system in operation is estimated at $3,000 per year. Chemicals and supplies to operate the odor control system are estimated to be $37,500 per year starting in FY 2012. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Equip. Maint. $0 $0 $0 $0 $0 $15,000 Supplies/Contr $0 $0 $0 $0 $37,500 $205,065 $0 $0 $0 $0 $37,500 $220,065 TOTAL *Project includes carryover funding ** New Project 285 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Revenue Fund: Water (2400) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $180,927 $0 $0 $0 $0 $0 $3,687,560 $0 $0 $0 $1,916,750 $3,546,500 61003 *Oasis Water Campus $33,393,456 $4,381,700 $0 $0 $0 $0 61004 *CAP Water Purchase $3,420,132 $0 $0 $0 $0 $184,120 $913,685 $0 $0 $0 $0 $0 61007 *Zone 4 Reservoir Fill Line $6,708,839 $0 $0 $0 $0 $0 61008 *Zone 4 WTP to 83rd/Orangewood $3,302,201 $0 $0 $0 $0 $0 61009 *Drinking Water Well Head Trmt $1,901,303 $2,202,922 $0 $0 $0 $0 $78,395 $0 $0 $0 $0 $0 $0 $339,554 $541,030 $0 $0 $0 $7,041,306 $6,765,600 $6,353,618 $6,530,677 $5,483,923 $35,665,713 $210,000 $0 $0 $1,215,538 $786,220 $1,236,228 $72,808 $0 $0 $0 $0 $0 $2,233,338 $0 $0 $0 $0 $0 61000 *Pyramid Peak WTP-Solid Exp 61001 *Fire Hydrant Replacement 61005 *Cholla Telemetry 61010 *Zone 3 Pump Improvements 61012 Irrigation 61013 *Line Replacement & Extension 61015 *Outer Loop Effluent Line 61016 *Cholla WTP Expansion 61017 *Pyramid Peak Storage 61019 Storage and Recovery Well $0 $0 $0 $0 $0 $4,737,988 61020 *West Area Reuse Pipelines $647,346 $637,670 $0 $0 $810,415 $1,697,750 61021 *N River/Agua Fria Storage Proj $879,015 $58,845 $0 $0 $0 $117,690 61023 *Water System Security $6,078,865 $0 $0 $0 $0 $0 61024 *Cholla Water Plant Process Imp $3,870,357 $0 $0 $0 $0 $0 $506,125 $272,553 $287,980 $302,458 $317,835 $1,774,600 $2,122,511 $0 $0 $0 $0 $0 $0 $1,058,400 $451,500 $0 $0 $0 $61,789 $0 $0 $0 $0 $0 61035 *83rd Ave Trn Main Orgewd to Gd $2,407,990 $0 $0 $0 $0 $0 61036 *Zn4 Groundwater Trtment Plant $4,665,123 $33,073,505 $30,679,512 $0 $0 $0 T3470 67th Ave. Wtr Mn Brdly to Utop $0 $0 $0 $0 $1,135,675 $0 T3480 **95th A Wtr Trn Lne Orgewd to G $0 $0 $0 $0 $1,464,000 $0 T3490 **Acoma Rd Trn Mn Zn 2 GrndTrt P $0 $0 $0 $0 $0 $393,375 T3500 Glendale Ave. Water Trans Mn $0 $0 $0 $0 $0 $3,503,800 T3510 **Orngewood Ave Wtr Trans Mn $0 $0 $0 $0 $339,465 $2,810,535 T3520 Zne 2 Grndwater Trtmnt Plant $0 $0 $0 $0 $0 $16,945,000 T3530 Pyramid Pk WTP Train #1 Equip $0 $0 $0 $3,284,811 $3,443,389 $0 T3540 **WTPs Chlorine Gas Elimination $0 $0 $3,482,630 $4,247,070 $0 $0 61027 *Water Line Extension 61028 *Zone 4 WTP to Zn 1 Trans Main 61029 Regional GAC Plant 61031 *Westgate Transmission Line 286 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Revenue Fund: Water (2400) Project Name: T3550 **Hillcrest Ranch Booster Rehab Total Water Projects: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $0 $195,665 $317,700 $0 $0 $0 $84,383,071 $48,986,414 $42,113,970 $15,580,554 $15,697,672 $72,613,299 *Project includes carryover funding ** New Project 287 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61000 - *Pyramid Peak WTP-Solid Exp Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: Installation of additional solids handling facilities to accommodate increased solids production. Carryover 2008 2009 2010 Capital Costs: Construction 2011 2012 2013-2017 $180,927 $0 $0 $0 $0 $0 $0 $180,927 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 61001 - *Fire Hydrant Replacement Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Replacement of old fire hydrants in excess of 25 years old that do not meet current city design guidelines or AWWA annual inspection recommendations. Carryover 2008 2009 2010 2011 2012 2013-2017 $661,413 $2,670,000 $0 $0 $0 $1,870,000 Finance Charges $35,000 $0 $0 $0 $0 $0 $0 Engineering Charges $72,237 $40,050 $0 $0 $0 $28,050 $51,900 $32,160 $150,000 $26,700 $0 $0 $0 $0 $0 $0 $0 $18,700 $0 $34,600 $0 $950,810 $2,736,750 $0 $0 $0 $1,916,750 $3,546,500 Arts Contingency TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 288 Return to CIP TOC $3,460,000 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61003 - *Oasis Water Campus Project Description: Capital Costs: Construction Finance Charges Engineering Charges Arts Funding Source: Water & Sewer Revenues Completion of a new 10 million gallon per day (MGD) surface water treatment plant to serve mainly western Glendale with fresh drinking water. Carryover 2008 2009 2010 2011 2012 2013-2017 $15,489,872 $13,000,000 $4,300,000 $0 $0 $0 $0 $644,367 $129,836 $200,000 $117,000 $0 $38,700 $0 $0 $0 $0 $0 $0 $0 $0 $366,497 $130,000 $43,000 $0 $0 $0 $0 Contingency $1,000,000 $1,300,000 $0 $0 $0 $0 $0 Design $1,015,884 $0 $0 $0 $0 $0 $0 $18,646,456 $14,747,000 $4,381,700 $0 $0 $0 $0 TOTAL Operating Description: O&M estimated needs includes additional staff: (1 WTP Supervisor at $70,000 per year, 5 WTP operators at $50,000 per operator per year, 3 maintenance. staff at $40,000 per person per year and 1 admin staff at $40.000 per year), raw water, power, chemicals, replacement parts and other materials and services. Operating Costs: 2008 Landscape 2009 2010 2011 2012 2013-2017 $5,000 $5,150 $5,305 $5,464 $5,628 $30,774 PC/Vehicle Replacement $339,880 $350,076 $360,579 $371,396 $382,538 $2,091,874 Insurance Equip. Maint. $25,480 $180,000 $26,244 $185,400 $27,032 $190,962 $27,843 $196,691 $28,678 $202,592 $156,823 $1,107,854 Bldg. Maint. Utilities Supplies/Contr Staffing TOTAL $2,500 $2,575 $2,652 $2,732 $2,814 $15,387 $555,000 $571,650 $588,800 $606,463 $624,657 $3,415,883 $2,614,593 $820,592 $2,693,031 $845,210 $2,773,822 $870,566 $2,857,036 $896,683 $2,942,747 $923,584 $16,092,149 $5,050,533 $4,543,045 $4,679,336 $4,819,718 $4,964,308 $5,113,238 $27,961,277 Project: 61004 - *CAP Water Purchase Project Description: Funding Source: Water & Sewer Revenues 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. Capital Costs: Carryover Miscellaneous/Other $3,420,132 $0 $0 $0 $0 $0 $184,120 $3,420,132 $0 $0 $0 $0 $0 $184,120 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 289 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61005 - *Cholla Telemetry Project Description: Capital Costs: Carryover $30,651 $4,280 Engineering Charges Design Arts Operating Description: 2008 2009 2010 $0 $0 $0 $0 $0 $0 $16,219 $0 $0 $0 $0 $0 $0 $45,885 $2,850 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $99,885 $813,800 $0 $0 $0 $0 $0 After warranty annual maintenance is required. 2008 2009 2010 2011 2012 $0 $0 $0 $10,000 $15,000 $10,300 $15,450 $10,609 $15,914 $10,927 $87,022 $59,755 $0 $10,000 $25,300 $26,059 $26,841 $146,777 Project: 61007 - *Zone 4 Reservoir Fill Line Finance Charges Construction Engineering Charges Arts Miscellaneous/Other Design TOTAL Operating Description: 2013-2017 $0 $0 TOTAL Contingency 2012 $0 $0 Equip. Maint. Utilities Capital Costs: 2011 $0 $813,800 Operating Costs: Project Description: Water & Sewer Revenues Completion of phase III of the radio telemetry project will add 1.2 GHz microwave radio communication equipment to the Arrowhead Water Reclamation Facility, Cholla Water Treatment Plant, Pyramid Peak Water Treatment Plant, West Area Water Reclamation Facility and the Utilities department at the Field Operations Center. Construction Miscellaneous/Other TOTAL Funding Source: Funding Source: 2013-2017 Water & Sewer Revenues Completion of water transmission main to improve water quality in Water Pressure Zone 4. Carryover 2008 2009 2010 2011 2012 2013-2017 $190,000 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 $5,424,860 $0 $0 $0 $0 $0 $0 $52,722 $55,650 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $24,000 $0 $0 $0 $0 $0 $0 $911,607 $0 $0 $0 $0 $0 $0 $6,708,839 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 290 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61008 - *Zone 4 WTP to 83rd/Orangewood Project Description: Funding Source: Water & Sewer Revenues 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. Capital Costs: Carryover Finance Charges $30,000 $0 $0 $0 $0 $0 $0 $92,000 $2,262,439 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges Construction Design 2008 2009 2010 2011 2012 2013-2017 $795,382 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $25,500 $0 $0 $0 $0 $0 $0 Contingency Arts $60,000 $36,880 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,302,201 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. Project: 61009 - *Drinking Water Well Head Trmt Project Description: Capital Costs: Engineering Charges Miscellaneous/Other Arts Construction Contingency TOTAL Operating Description: Funding Source: Water & Sewer Revenues Conduct an engineering study to evaluate the various treatment technologies available to treat nitrates, arsenic and/or radon at various drinking water wells throughout the City. Test leased equipment as pilot projects. Carryover $53,097 $0 2008 2009 $16,078 $25,000 2010 2011 2012 2013-2017 $55,922 $127,000 $0 $0 $0 $0 $0 $0 $0 $0 $16,160 $5,750 $20,000 $0 $0 $0 $0 $1,050,218 $150,000 $575,000 $10,000 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,269,475 $631,828 $2,202,922 $0 $0 $0 $0 Additional power and chemical costs at the well sites for treatment equipment will be required. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Equip. Maint. Utilities $0 $0 $0 $12,000 $15,000 $12,360 $15,450 $12,731 $15,914 $13,113 $87,022 $71,706 Supplies/Contr $0 $30,000 $30,900 $31,827 $32,782 $179,264 $0 $42,000 $58,260 $60,008 $61,809 $337,992 TOTAL *Project includes carryover funding ** New Project 291 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61010 - *Zone 3 Pump Improvements Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: This improvement will provide better water pressure for the area of the City located west of 67th Avenue and north of Deer Valley Road. Carryover 2008 2009 2010 Capital Costs: 2011 2012 2013-2017 $78,395 $0 $0 $0 $0 $0 $0 $78,395 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 61012 - Irrigation Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues The downtown flood irrigation system needs rehabilitation or repair. The work will be done in phases. Irrigation pipelines and irrigation structures will be rehabilitated or replaced to stop existing irrigation leaks. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $18,000 $0 $0 $0 $0 Miscellaneous/Other $0 $0 $43,000 $0 $0 $0 $0 Contingency Arts $0 $0 $0 $0 $4,000 $2,600 $4,000 $5,100 $0 $0 $0 $0 $0 $0 Construction $0 $0 $260,000 $510,000 $0 $0 $0 Engineering Charges $0 $0 $11,954 $21,930 $0 $0 $0 $0 $0 $339,554 $541,030 $0 $0 $0 TOTAL Operating Description: Annual equipment maintenance will begin at close of warranty on 6/30/2011. Operating Costs: Bldg. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $35,000 $191,394 $0 $0 $0 $0 $35,000 $191,394 *Project includes carryover funding ** New Project 292 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61013 - *Line Replacement & Extension Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Replacement/rehabilitation of water lines, throughout the city. Carryover Contingency 2008 2009 2010 2011 2012 2013-2017 $0 $225,000 $500,000 $600,000 $250,000 $460,000 $1,530,000 $30,790 $40,000 $52,000 $47,000 $52,000 $40,000 $300,000 Miscellaneous/Other Design $13,425 $915,000 $0 $915,000 $0 $930,000 $0 $915,000 $0 $950,000 $0 $915,000 $0 $3,432,000 Construction Arts $773,405 $4,000,000 $5,200,000 $4,700,000 $5,200,000 $4,000,000 $30,000,000 Finance Charges $40,000 $50,000 $60,000 $70,000 $55,000 $50,000 $275,000 Engineering Charges $19,763 $18,923 $23,600 $21,618 $23,677 $18,923 $128,713 $1,792,383 $5,248,923 $6,765,600 $6,353,618 $6,530,677 $5,483,923 $35,665,713 TOTAL Operating Description: No O&M at this time. Project: 61015 - *Outer Loop Effluent Line Project Description: Capital Costs: Arts Funding Source: Water & Sewer Revenues Project to transport, store, recharge, recover and reuse water for Arrowhead Ranch and area-wide. Carryover 2008 2009 2010 2011 2012 2013-2017 $3,400 $0 $0 $0 $11,750 $7,600 $11,950 Construction Miscellaneous/Other $176,023 $6,577 $0 $0 $0 $0 $0 $0 $1,175,000 $0 $760,000 $0 $1,195,000 $0 Engineering Charges $24,000 $0 $0 $0 $28,788 $18,620 $29,278 $210,000 $0 $0 $0 $1,215,538 $786,220 $1,236,228 TOTAL Operating Description: Annual maintenance begins on 12/01/2014 following warranty. Operating Costs: 2008 Equip. Maint. TOTAL 2009 2010 Capital Costs: Construction TOTAL Operating Description: 2012 2013-2017 $0 $0 $0 $0 $0 $75,000 $0 $0 $0 $0 $0 $75,000 Project: 61016 - *Cholla WTP Expansion Project Description: 2011 Funding Source: Water & Sewer Revenues Design and construction of facilities at the Cholla WTP to meet solids handling regulations of the EPA. Carryover 2008 2009 2010 2011 2012 2013-2017 $72,808 $0 $0 $0 $0 $0 $0 $72,808 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 293 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61017 - *Pyramid Peak Storage Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Installation of a new 10-MGD reservoir, piping changes and related process equipment. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $47,513 $0 $0 $0 $0 $0 $0 Arts $30,000 $0 $0 $0 $0 $0 $0 $2,155,825 $0 $0 $0 $0 $0 $0 $2,233,338 $0 $0 $0 $0 $0 $0 Construction TOTAL Operating Description: No O&M at this time. Project: 61019 - Storage and Recovery Well Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The project is a long term project to install one or more groundwater recharge and recovery wells for the purpose of recharging effluent and/or recovering recharge credits by pumping groundwater using a large 2 MGD turbine pump recovery well. The goal is to pump the recovered groundwater to Arrowhead amenities. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $400,000 $600,000 Construction $0 $0 $0 $0 $0 $0 $3,575,000 Finance Charges $0 $0 $0 $0 $0 $0 $50,000 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $77,238 $35,750 $0 $0 $0 $0 $0 $0 $4,737,988 TOTAL Operating Description: Three years of O&M costs only. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Equip. Maint. $0 $0 $0 $0 $0 $45,000 Utilities $0 $0 $0 $0 $0 $240,000 $0 $0 $0 $0 $0 $285,000 TOTAL *Project includes carryover funding ** New Project 294 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61020 - *West Area Reuse Pipelines Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Malcolm Pirnie prepared a water reuse master plan for the reuse of effluent from WAWRF. Reuse pipelines projects will be developed and scheduled as required. Carryover Contingency 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $155,000 Arts Engineering Charges $13,000 $26,525 $3,000 $9,435 $6,200 $11,470 $0 $0 $0 $0 $5,800 $14,615 $15,000 $27,750 Finance Charges $15,000 $0 $0 $0 $0 $0 $0 Design $60,000 $210,000 $0 $0 $0 $210,000 $0 Construction $10,386 $300,000 $620,000 $0 $0 $580,000 $1,500,000 $124,911 $522,435 $637,670 $0 $0 $810,415 $1,697,750 TOTAL Operating Description: Pipeline maintenance will be required on 3.5 miles of existing pipeline and following the new construction warranty period annual maintenance will begin on the new pipelines. Operating Costs: 2008 Equip. Maint. TOTAL 2009 2010 2011 2012 $0 $0 $47,000 $63,000 $64,890 $354,845 $0 $0 $47,000 $63,000 $64,890 $354,845 Project: 61021 - *N River/Agua Fria Storage Proj Project Description: Capital Costs: Land Miscellaneous/Other TOTAL Operating Description: 2013-2017 Funding Source: Water & Sewer Revenues A new underground storage facility that will store additional reclaimed water (effluent) processed at WAWRF. Carryover 2008 2009 2010 $761,325 $58,845 $0 $58,845 $0 $58,845 $0 $0 $0 $0 $0 $0 $0 $117,690 $820,170 $58,845 $58,845 $0 $0 $0 $117,690 No O&M at this time. *Project includes carryover funding ** New Project 295 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61023 - *Water System Security Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Installation of additional or new equipment to provide greater security to the city's water source supply, treatment plants and distribution system. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $993,055 $0 $0 $0 $0 $0 $0 Arts Miscellaneous/Other $14,400 $747,579 $37,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Design $0 $61,000 $0 $0 $0 $0 $0 Construction $46,401 $3,700,000 $0 $0 $0 $0 $0 Finance Charges Engineering Charges $20,000 $37,851 $34,000 $69,579 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Contingency TOTAL Operating Description: $18,000 $300,000 $0 $0 $0 $0 $0 $1,877,286 $4,201,579 $0 $0 $0 $0 $0 Staffing required for the security monitoring facility. The water treatment department will fund four of the FTEs for manning of the monitoring facility in 2008. Security software in the amount of $11,846 has been budget started in FY2008. Equipment maintenance begins July 2009. Operating Costs: 2008 2009 2010 2011 2012 PC/Vehicle Replacement Electrical $21,966 $0 $22,625 $12,201 $23,304 $12,567 $24,003 $12,944 $24,723 $13,333 $7,840 $8,075 $8,317 $8,567 $8,824 $48,253 $0 $0 $75,000 $77,250 $79,568 $435,108 $1,440 $218,130 $1,483 $224,674 $1,528 $231,414 $1,574 $238,357 $1,621 $245,507 $8,863 $1,342,534 $249,376 $269,058 $352,130 $362,695 $373,576 $2,042,862 Insurance Equip. Maint. Supplies/Contr Staffing TOTAL *Project includes carryover funding ** New Project 296 Return to CIP TOC 2013-2017 $135,195 $72,909 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61024 - *Cholla Water Plant Process Imp Project Description: Capital Costs: Arts Water & Sewer Revenues Improvements to Cholla WTP to meet water treatment regulations. Work consists of improvements to existing sand filters and addition of new filters. Carryover Construction Finance Charges Engineering Charges Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $2,200,000 $0 $0 $0 $0 $0 $45,400 $56,415 $0 $72,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,500 $22,000 $0 $0 $0 $0 $0 Contingency $300,000 $175,000 $0 $0 $0 $0 $0 Design $969,042 $0 $0 $0 $0 $0 $0 $1,401,357 $2,469,000 $0 $0 $0 $0 $0 TOTAL Operating Description: Additional power costs at the well sites for treatment of equipment will be required. Equipment maintenance begins July 2009. Operating Costs: 2008 Equip. Maint. Utilities TOTAL 2009 2010 2011 2012 $0 $0 $0 $4,371 $18,000 $4,502 $18,540 $4,638 $19,096 $4,777 $104,426 $26,121 $0 $4,371 $22,502 $23,178 $23,873 $130,547 Project: 61027 - *Water Line Extension Project Description: Capital Costs: 2013-2017 Funding Source: Water & Sewer Revenues Installation of water line extensions. Carryover Contingency 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $3,750 $0 $0 $0 $0 $0 $0 Arts $7,250 $1,500 $2,650 $2,800 $2,000 $2,100 $15,000 $23,002 $7,000 $4,625 $0 $4,903 $0 $5,180 $0 $5,458 $0 $5,735 $0 $29,600 $0 Construction $108,998 $150,000 $265,000 $280,000 $200,000 $210,000 $1,500,000 Design $100,000 $100,000 $0 $0 $95,000 $100,000 $100,000 $250,000 $256,125 $272,553 $287,980 $302,458 $317,835 $1,774,600 Engineering Charges Finance Charges TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 297 Return to CIP TOC $130,000 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61028 - *Zone 4 WTP to Zn 1 Trans Main Project Description: Funding Source: Water & Sewer Revenues 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 Avenue. Capital Costs: Carryover Construction 2008 2009 2010 2011 2012 2013-2017 $1,590,695 $0 $0 $0 $0 $0 $0 Finance Charges Engineering Charges $15,000 $61,376 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Arts $15,940 $0 $0 $0 $0 $0 $0 Contingency Miscellaneous/Other $50,000 $4,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $385,000 $0 $0 $0 $0 $0 $0 $2,122,511 $0 $0 $0 $0 $0 $0 Design TOTAL Operating Description: No O&M at this time. Project: 61029 - Regional GAC Plant Project Description: Capital Costs: Carryover TOTAL 2008 2009 2010 Capital Costs: 2011 2012 2013-2017 $0 $0 $1,058,400 $451,500 $0 $0 $0 $0 $0 $1,058,400 $451,500 $0 $0 $0 No O&M at this time. Project: 61031 - *Westgate Transmission Line Project Description: Water & Sewer Revenues Co-ownership of a regional GAC regeneration plant and site. Glendale will be a member of the IGA group on this project. Miscellaneous/Other Operating Description: Funding Source: Funding Source: Water & Sewer Revenues Installation of new water mains to provide adequate water flows and pressures to western Glendale. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $15,269 $0 $0 $0 $0 $0 $0 Engineering Charges Arts $43,000 $3,520 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $61,789 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 298 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: 61035 - *83rd Ave Trn Main Orgewd to Gd Project Description: Capital Costs: Funding Source: Water & Sewer Revenues A 20" water transmission main to convey water from the new water zone 4 transmission main in Orangewood Avenue to the existing zone 4 transmission main in Glendale Avenue. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $122,000 $35,000 $0 $0 $0 $0 $0 Construction Finance Charges $425,000 $3,750 $1,560,000 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $17,527 $43,863 $0 $0 $0 $0 $0 $4,250 $15,600 $0 $0 $0 $0 $0 $40,000 $116,000 $0 $0 $0 $0 $0 $612,527 $1,795,463 $0 $0 $0 $0 $0 Engineering Charges Arts Contingency TOTAL Operating Description: Staffing needs: 0.4 FTE, utilities crew member @ $35,000 per crew member per year. Supplies will need to be purchased in order to provide routine and emergency maintenance on the pipes and valves. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Insurance Supplies/Contr $0 $0 $2,014 $10,321 $2,074 $10,630 $2,136 $10,949 $2,200 $11,278 $12,033 $61,671 Staffing $0 $19,609 $20,197 $20,803 $21,427 $117,174 $0 $31,944 $32,901 $33,888 $34,905 $190,878 TOTAL Project: 61036 - *Zn4 Groundwater Trtment Plant Project Description: Capital Costs: Funding Source: Water & Sewer Revenues An expansion of the Oasis water treatment plant intended to treat 10 million gallons per day (MGD) of groundwater. This facility will provide needed drinking water when surface water plants are off line during canal dry-ups. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction Contingency $0 $0 $2,980,000 $400,000 $30,300,000 $1,050,000 $27,790,000 $1,000,000 $0 $0 $0 $0 $0 $0 Arts $0 $29,800 $303,000 $277,900 $0 $0 $0 Finance Charges $0 $40,000 $300,000 $300,000 $0 $0 $0 $192,685 $7,315 $1,000,000 $15,323 $1,000,000 $120,505 $1,200,000 $111,612 $0 $0 $0 $0 $0 $0 $200,000 $4,465,123 $33,073,505 $30,679,512 $0 $0 $0 Design Engineering Charges TOTAL Operating Description: Staffing needs: estimate 3 FTEs, WTP Operators @ $50,000 per operator per year. Other O&M estimates are based roughly on Cholla WTP estimated O&M costs. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Insurance $0 $0 $0 $6,409 $6,601 $36,098 Equip. Maint. $0 $0 $0 $0 $50,000 $273,420 Utilities Supplies/Contr $0 $0 $0 $0 $0 $0 $54,636 $360,600 $56,275 $371,418 $307,737 $2,031,065 Staffing TOTAL $0 $0 $0 $212,918 $219,305 $1,199,252 $0 $0 $0 $634,563 $703,599 $3,847,572 *Project includes carryover funding ** New Project 299 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: T3470 - 67th Ave. Wtr Mn Brdly to Utop Project Description: Capital Costs: Funding Source: A new 12" diameter water main which will improve water distribution within Water Pressure Zone 2. This new water main will be located within 67th Avenue from Beardsley Road south to Utopia Road. This will serve as a Zone 2 water line running parallel to the existing 12-inch main in 67th Avenue that serves Water Pressure Zone 3. Carryover 2008 2009 2010 2011 2012 Construction Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Arts $0 $0 $0 $0 Engineering Charges Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 2008 Supplies/Contr TOTAL 2009 $0 $0 $0 $8,750 $0 $0 $0 $41,925 $10,000 $0 $0 $0 $0 $100,000 $0 $0 $0 $1,135,675 $0 2011 2012 2013-2017 $0 $0 $0 $0 $0 $60,000 $0 $0 $0 $0 $0 $60,000 Funding Source: Water & Sewer Revenues A new 16" diameter water transmission main which will improve water distribution within Water Pressure Zone 4. This new water line will be located within 95th Avenue from Orangewood Avenue south to Glendale Avenue. The source water will come from the Oasis Water Campus. Carryover Construction Contingency $0 $0 Arts Finance Charges Design Engineering Charges TOTAL Operating Description: $875,000 $100,000 2010 Project: T3480 - **95th A Wtr Trn Lne Orgewd to G Capital Costs: 2013-2017 Preventative maintenance and future regulations by distribution management operation and maintenance (DMOM) are the driving factor for the O&M adjustments. O&M is estimated at $15,000 per year beginning in FY 2014. Operating Costs: Project Description: Water & Sewer Revenues 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $1,100,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $11,000 $0 $0 $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $190,000 $43,000 $0 $0 $0 $0 $0 $0 $0 $1,464,000 $0 Preventative maintenance and future regulations by distribution management operation and maintenance (DMOM) are the driving factor for the O&M adjustments. O&M is estimated at $7,000 per year beginning in FY 2013. Operating Costs: Supplies/Contr TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $35,000 $0 $0 $0 $0 $0 $35,000 *Project includes carryover funding ** New Project 300 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: T3490 - **Acoma Rd Trn Mn Zn 2 GrndTrt P Project Description: Capital Costs: Carryover TOTAL 2008 2009 2010 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $375,000 $18,375 $0 $0 $0 $0 $0 $0 $393,375 Preventative maintenance and future regulations by distribution management operation and maintenance (DMOM) are the driving factor for the O&M adjustments. 2008 Supplies/Contr TOTAL 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $28,162 $0 $0 $0 $0 $0 $28,162 Project: T3500 - Glendale Ave. Water Trans Mn Capital Costs: 2011 $0 $0 Operating Costs: Project Description: Water & Sewer Revenues A new 24" diameter water transmission main which will convey water from the planned Zone 2 Groundwater Treatment Plant into Water Pressure Zone 2. This new water line will generally follow the Acoma Road alignment from approximately 69th Avenue east to 67th Avenue. The source water will be the Zone 2 Groundwater Treatment Plant. Design Engineering Charges Operating Description: Funding Source: Funding Source: Water & Sewer Revenues A new 16" diameter water transmission main which will improve water distribution within Water Pressure Zone 4. This new water line will be located within Glendale Avenue from 99th Avenue west to 109th Avenue. The source water will be the Zone 4 Reservoir and Booster Station. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $0 $25,000 Contingency Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $105,000 $61,050 Design $0 $0 $0 $0 $0 $0 $800,000 Construction $0 $0 $0 $0 $0 $0 $2,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $12,750 $0 $0 $0 $0 $0 $0 $3,503,800 TOTAL Operating Description: Assumes an estimate of $10,000 per year per mile of water main for maintenance on new water lines beginning July 2014. Operating Costs: Supplies/Contr TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $30,000 *Project includes carryover funding ** New Project 301 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: T3510 - **Orngewood Ave Wtr Trans Mn Project Description: Capital Costs: Funding Source: Water & Sewer Revenues A new 16" water transmission main which will improve water distribution within Water Pressure Zone 4. This new water line will be located within Orangewood Avenue from 99th Avenue west to 105th Avenue. The source water will be the Oasis Water Campus. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $333,000 $0 Finance Charges Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,465 $22,000 $48,535 Arts $0 $0 $0 $0 $0 $0 $25,000 Contingency Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $215,000 $2,500,000 $0 $0 $0 $0 $0 $339,465 $2,810,535 TOTAL Operating Description: A new 16" water transmission main will improve water distribution within Water Pressure Zone 4. Due to the complexity of the line additional maintenance costs are necessary in years 2013-2017. In addition to the preventative maintenance costs, future regulations of distribution management and operations maintenance (DMOM) are a driving factor for the increased maintenance costs. Although the project design is for .75 miles of main it is estimated an additional $10,000 is necessary for maintenance costs beginning July 2014. Operating Costs: 2008 Supplies/Contr TOTAL 2009 2010 Capital Costs: 2012 2013-2017 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $30,000 Project: T3520 - Zne 2 Grndwater Trtmnt Plant Project Description: 2011 $0 Funding Source: Water & Sewer Revenues 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. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $2,840,000 Contingency $0 $0 $0 $0 $0 $0 $1,800,000 Construction $0 $0 $0 $0 $0 $0 $9,000,000 Finance Charges Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $115,000 Arts $0 $0 $0 $0 $0 $0 $90,000 Land $0 $0 $0 $0 $0 $0 $3,000,000 $0 $0 $0 $0 $0 $0 $16,945,000 TOTAL Operating Description: Staffing needs: estimate 3 FTEs, WTP operators @ $50,000 per operator per year. Other O&M costs are based roughly on Cholla WTP estimated O&M costs. *Project includes carryover funding ** New Project 302 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: T3530 - Pyramid Pk WTP Train #1 Equip Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Replace all equipment related to water pathway #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. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $0 $0 $0 $0 $44,311 $48,189 $0 Arts Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $23,500 $40,000 $30,200 $45,000 $0 $0 Construction $0 $0 $0 $0 $2,350,000 $3,020,000 $0 Design Contingency $0 $0 $0 $0 $0 $0 $0 $0 $427,000 $400,000 $0 $300,000 $0 $0 $0 $0 $0 $0 $3,284,811 $3,443,389 $0 TOTAL Operating Description: No O&M at this time. Project: T3540 - **WTPs Chlorine Gas Elimination Project Description: Capital Costs: Funding Source: Water & Sewer Revenues This project includes the removal of the on site storage and use of chlorine gas for the disinfection of the drinking water. The chlorine gas will be replaced with the on site generation of Sodium Hypochlorite as the disinfection chemical for the two water treatment plants. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $680,000 $0 $0 $0 Construction $0 $0 $0 $2,500,000 $3,720,000 $0 $0 Finance Charges $0 $0 $0 $35,000 $40,000 $0 $0 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $42,630 $25,000 $49,870 $37,200 $0 $0 $0 $0 Contingency $0 $0 $0 $200,000 $400,000 $0 $0 $0 $0 $0 $3,482,630 $4,247,070 $0 $0 TOTAL Operating Description: Additional annual cost for supplies and electricity are $20,000 and $15,000 respectively. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Utilities $0 $0 $0 $0 $15,000 $82,026 Supplies/Contr $0 $0 $0 $0 $20,000 $109,368 $0 $0 $0 $0 $35,000 $191,394 TOTAL *Project includes carryover funding ** New Project 303 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Water (2400) Category: Revenue Project: T3550 - **Hillcrest Ranch Booster Rehab Project Description: Capital Costs: Funding Source: Water & Sewer Revenues This drinking water booster station went out of service in 1998 when the drinking water reservoir went online at the Pyramid Peak Water Treatment Plant (PPWTP). To serve as an emergency back up supply of water pressure for the Zone 3 water pressure zone, the pumps and electrical controls will be rehabilitated or replaced. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $1,600 $3,000 $0 $0 $0 Design Construction $0 $0 $0 $0 $25,000 $160,000 $0 $300,000 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $0 $9,065 $14,700 $0 $0 $0 $0 $0 $195,665 $317,700 $0 $0 $0 TOTAL Operating Description: Following construction warranty equipment maintenance will be $18,000 per year. Operating Costs: Bldg. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $18,000 $98,431 $0 $0 $0 $0 $18,000 $98,431 *Project includes carryover funding ** New Project 304 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Revenue Fund: Sewer (2420) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $0 $2,754,458 $0 $4,551,205 $5,102,863 $9,642,336 $59,969 $0 $0 $0 $0 $0 $294,126 $0 $0 $0 $0 $0 $4,375,267 $0 $2,311,772 $3,846,878 $4,912,049 $1,336,572 63004 *Arrowhead Ranch Sewer Odor Con $665,164 $0 $0 $0 $0 $0 63005 *Sewer System Evaluation $305,634 $0 $0 $0 $0 $0 $2,298,085 $0 $0 $2,064,046 $427,275 $1,313,694 $0 $0 $0 $601,083 $3,815,788 $3,289,729 $100,096 $75,245 $231,414 $243,799 $255,518 $1,764,841 $2,913,648 $0 $0 $0 $0 $0 63000 67th - 115th, Northern-C'Back 63001 *Arrowhead Ranch WRF Bypass 63002 *83rd Ave & Bell Rd Lift Stat 63003 *99th Ave Interceptor Line 63006 *Arrowhead Sewer Lines 63007 Sewer 99th Ave.W.. Water Meter 63008 *Sewers for Areas on Septic Sys 63009 *67/Ave Swge Lft Sta. Odor Con. 63010 *91st Ave. Construction $14,205,967 $8,139,000 $6,025,000 $7,378,000 $8,377,435 $10,000,000 63012 *61st Ave. Sewer Line $307,751 $0 $0 $0 $0 $0 63013 *67th Ave. Lift Station $1,968,805 $220,500 $0 $0 $0 $0 $483,511 $0 $0 $0 $0 $4,579,138 63014 *67th and 83rd Avenue SLS Mode 63015 *CMOM Implementation $1,137,200 $0 $0 $573,494 $0 $0 63016 *Sewer Line Replacement $3,685,813 $3,226,075 $3,813,168 $2,601,392 $2,244,219 $10,104,570 63017 *Sewer Line Extension $963,766 $275,766 $287,557 $301,847 $317,929 $1,763,940 63018 *Camelback Ser Rehab $3,602,692 $634,723 $0 $0 $0 $0 $26,857 $0 $0 $0 $0 $0 63020 *Security Enhance Wastewtr Ops $4,553,667 $2,802,833 $3,781,417 $376,783 $386,967 $5,795,333 63021 *Sweetwater & 55th Ave SLS $4,661,031 $0 $0 $0 $0 $0 63022 **95th Ave Sewer Connection $683,400 $0 $0 $0 $0 $0 $3,976,320 $149,032 $0 $0 $0 $1,762,099 $0 $325,920 $0 $0 $0 $3,315,500 $51,268,769 $18,603,552 $16,450,328 $22,538,527 $25,840,043 $54,667,752 63019 *Western Area Odor Control 63023 **City Wide Sewer Odor Control T3610 Bethany Hme Rd Interceptor Total Sewer Projects: *Project includes carryover funding ** New Project 305 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63000 - 67th - 115th, Northern-C'Back Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Installation of new sewer lines to relieve existing sewer mains. These sewers are growth related. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $2,130,000 $0 $3,650,000 $4,012,000 $7,570,000 Finance Charges $0 $0 $33,000 $0 $40,000 $22,000 $150,000 Engineering Charges Arts $0 $0 $0 $0 $15,158 $21,300 $0 $0 $24,705 $36,500 $28,743 $40,120 $51,636 $75,700 Contingency $0 $0 $200,000 $0 $400,000 $300,000 $900,000 Design $0 $0 $355,000 $0 $400,000 $700,000 $895,000 $0 $0 $2,754,458 $0 $4,551,205 $5,102,863 $9,642,336 TOTAL Operating Description: No O&M at this time. Project: 63001 - *Arrowhead Ranch WRF Bypass Project Description: Capital Costs: Design TOTAL Operating Description: Funding Source: Funding to review changes and improvements necessary to divert sanitary sewer flow from ARWRF to 91st Avenue WTP. Carryover 2008 2009 2010 Capital Costs: Construction TOTAL Operating Description: 2011 2012 2013-2017 $59,969 $0 $0 $0 $0 $0 $0 $59,969 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 63002 - *83rd Ave & Bell Rd Lift Stat Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Relocation of 83rd Avenue and Bell Road sewage lift station. Carryover 2008 2009 2010 2011 2012 2013-2017 $294,126 $0 $0 $0 $0 $0 $0 $294,126 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 306 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63003 - *99th Ave Interceptor Line Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Rehabilitate the main sewer line to the Sub-Regional Operating Group (SROG). Carryover Contingency 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $200,000 $300,000 $470,000 $245,340 $0 $0 $0 $550,000 $600,000 $0 $3,990,590 $40,000 $0 $0 $0 $0 $2,040,000 $30,000 $2,887,000 $45,000 $3,700,000 $60,000 $1,200,000 $0 Engineering Charges $59,129 $0 $0 $21,372 $36,008 $45,049 $12,572 Arts $40,208 $0 $0 $20,400 $28,870 $37,000 $12,000 $4,375,267 $0 $0 $2,311,772 $3,846,878 $4,912,049 $1,336,572 Design Construction Finance Charges TOTAL Operating Description: Rehabilitation of the interceptor is scheduled starting in 2011 but continuing chemical treatment is required to prevent recurrence. Operating Costs: 2008 Supplies/Contr TOTAL 2009 2010 Capital Costs: Arts Construction Engineering Charges TOTAL Operating Description: Capital Costs: Construction TOTAL Operating Description: 2012 2013-2017 $0 $0 $0 $424,360 $437,091 $2,390,192 $0 $0 $424,360 $437,091 $2,390,192 Funding Source: Water & Sewer Revenues Permanent hydrogen peroxide chemical dosing stations will be built along the larger diameter (15" - 42") sewer mains near Arrowhead Ranch to control sewer gases. Carryover 2008 2009 2010 2011 2012 2013-2017 $5,376 $636,224 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $23,564 $0 $0 $0 $0 $0 $0 $665,164 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 63005 - *Sewer System Evaluation Project Description: 2011 $0 Project: 63004 - *Arrowhead Ranch Sewer Odor Con Project Description: $112,000 Funding Source: Water & Sewer Revenues A 5- year project, now in its 4th year, to rehabilitate and replace deteriorated sewers and manholes. Carryover 2008 2009 2010 2011 2012 2013-2017 $305,634 $0 $0 $0 $0 $0 $0 $305,634 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 307 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63006 - *Arrowhead Sewer Lines Project Description: Capital Costs: Engineering Charges Water & Sewer Revenues Rehabilitation/replacement of various wastewater collection lines in Arrowhead Ranch to improve sewer flow conditions and reduce sewer odors. Carryover Design Construction Finance Charges Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $410,000 $0 $0 $350,000 $420,000 $0 $173,100 $0 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $17,000 $0 $0 $1,160,000 $15,000 $20,094 $13,440 $33,085 $0 $0 $32,046 $7,275 Arts $5,588 $15,000 $0 $0 $15,000 $0 $11,600 Contingency Miscellaneous/Other $0 $7,872 $140,000 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $107,000 $0 $200,000 $2,098,085 $0 $0 $2,064,046 $427,275 $1,313,694 TOTAL Operating Description: No O&M at this time. Project: 63007 - Sewer 99th Ave.W.. Water Meter Project Description: Capital Costs: Funding Source: Water & Sewer Revenues This project will construct sewage metering stations located on 99th Avenue south of Camelback Road and Northern Avenue equal to the approved design studied by the SROG prototype meter station project in Scottsdale. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $585,000 $3,375,000 $2,900,000 Contingency $0 $0 $0 $0 $0 $300,000 $280,000 Arts $0 $0 $0 $0 $5,850 $33,750 $29,000 Engineering Charges Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $10,233 $0 $59,038 $48,000 $50,729 $30,000 $0 $0 $0 $0 $601,083 $3,815,788 $3,289,729 TOTAL Operating Description: The metering stations will require specialized contracted maintenance on a consistent basis. Additional power requirements for the new electric services will cause a higher standard monthly charge than the former sites. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Equip. Maint. $0 $0 $0 $0 $250,000 Utilities $0 $0 $0 $0 $5,464 $29,877 $0 $0 $0 $0 $255,464 $1,396,979 TOTAL *Project includes carryover funding ** New Project 308 Return to CIP TOC $1,367,102 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63008 - *Sewers for Areas on Septic Sys Project Description: Capital Costs: Water & Sewer Revenues Installation of sewers in areas currently on septic systems. This is a citizen driven program in which citizens must request that their area (subdivision, neighborhood, street, etc.) be served by the city. Carryover Design Construction Engineering Charges Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $50,000 $0 $0 $0 $250,000 $0 $48,992 $0 $0 $1,104 $70,000 $1,545 $200,000 $4,414 $212,000 $4,679 $0 $5,518 $1,710,000 $37,741 $17,100 Arts $0 $0 $700 $2,000 $2,120 $0 Contingency $0 $0 $3,000 $25,000 $25,000 $0 $0 $48,992 $51,104 $75,245 $231,414 $243,799 $255,518 $1,764,841 TOTAL Operating Description: Sewer maintenance required for sewers installed through this program is estimated at approximately $10,000 per mile of sewer per year. Operating Costs: 2008 Supplies/Contr TOTAL 2009 2010 Capital Costs: 2012 2013-2017 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000 Project: 63009 - *67/Ave Swge Lft Sta. Odor Con. Project Description: 2011 Funding Source: Water & Sewer Revenues Permanent hydrogen peroxide chemical dosing stations for odor control. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $55,000 $0 $0 $0 $0 $0 $0 Miscellaneous/Other Arts $15,640 $12,913 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges Construction Design TOTAL Operating Description: $39,016 $0 $0 $0 $0 $0 $0 $2,656,079 $0 $0 $0 $0 $0 $0 $135,000 $0 $0 $0 $0 $0 $0 $2,913,648 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 63010 - *91st Ave. Construction Project Description: Funding Source: Water & Sewer Revenues Expansion of 91st Avenue WTP from 153 MGD to 250 MGD. Capital Costs: Carryover Miscellaneous/Other $3,409,826 $10,765,000 $8,139,000 $6,025,000 $7,378,000 $8,377,435 $31,141 $0 $0 $0 $0 $0 $0 $3,440,967 $10,765,000 $8,139,000 $6,025,000 $7,378,000 $8,377,435 $10,000,000 Construction TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 309 Return to CIP TOC 2011 2012 2013-2017 $10,000,000 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63012 - *61st Ave. Sewer Line Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: Pump replacement in the sewage lift station. Carryover 2008 2009 2010 Capital Costs: 2011 2012 2013-2017 $307,751 $0 $0 $0 $0 $0 $0 $307,751 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 63013 - *67th Ave. Lift Station Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Equipment upgrades to the sewage lift station on 67th Avenue to ensure the system remains fully functional and does not violate regulations. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $72,150 $110,000 $0 $0 $0 $0 $0 Construction $98,375 $1,500,000 $200,000 $0 $0 $0 $0 $8,785 $44,275 $5,500 $0 $0 $0 $0 $0 $0 $15,000 $115,000 $2,000 $13,000 $0 $0 $0 $0 $0 $0 $0 $0 $5,220 $0 $0 $0 $0 $0 $0 $184,530 $1,784,275 $220,500 $0 $0 $0 $0 Engineering Charges Arts Contingency Miscellaneous/Other TOTAL Operating Description: Increase in power costs for an odor control system will require additional funding. However, the annual maintenance costs will not experience an increase (except inflation) until 2011 due to the new construction warranty and the new hours for the equipment. Landscape maintenance has recently become an issue and requires the indicated funding. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape Equip. Maint. $2,000 $0 $2,060 $0 $2,122 $0 $2,185 $28,000 $2,251 $28,840 $12,309 $157,709 Utilities $6,000 $6,180 $6,365 $6,556 $6,753 $36,928 $8,000 $8,240 $8,487 $36,741 $37,844 $206,946 TOTAL *Project includes carryover funding ** New Project 310 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63014 - *67th and 83rd Avenue SLS Mode Project Description: Capital Costs: Water & Sewer Revenues Equipment upgrades to the sewage lift station near Arrowhead Ranch to ensure the system remains fully functional and does not violate regulations. Carryover Arts Design Construction Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $33,750 $0 $483,511 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $700,000 $3,375,000 Engineering Charges $0 $0 $0 $0 $0 $0 $75,388 Contingency $0 $0 $0 $0 $0 $0 $350,000 Finance Charges TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $45,000 $483,511 $0 $0 $0 $0 $0 $4,579,138 Additional power requirements are due to larger capacity odor control equipment. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape Equip. Maint. $0 $0 $2,000 $0 $2,060 $0 $2,122 $0 $2,185 $0 $11,951 $60,000 Utilities $0 $0 $0 $0 $0 $50,000 $0 $2,000 $2,060 $2,122 $2,185 $121,951 TOTAL Project: 63015 - *CMOM Implementation Project Description: Capital Costs: Design Funding Source: Water & Sewer Revenues 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $423,636 $668,000 $0 $0 $554,000 $0 $0 Engineering Charges Contingency $11,418 $3,260 $23,506 $0 $0 $0 $0 $0 $19,494 $0 $0 $0 $0 $0 Miscellaneous/Other $7,380 $0 $0 $0 $0 $0 $0 $445,694 $691,506 $0 $0 $573,494 $0 $0 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 311 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63016 - *Sewer Line Replacement Project Description: Capital Costs: Design Funding Source: Water & Sewer Revenues Replacement/rehabilitation of existing sewer lines in various locations. Carryover 2008 2009 2010 2011 2012 2013-2017 $542,544 $460,000 $490,000 $0 $520,000 $190,000 $570,000 Contingency $43,000 $200,000 $220,000 $315,000 $200,000 $200,000 $900,000 Arts Engineering Charges $17,310 $0 $15,400 $11,275 $24,500 $16,575 $34,000 $19,168 $18,200 $13,192 $18,000 $11,219 $84,000 $50,570 $806,284 $1,540,000 $2,450,000 $3,400,000 $1,820,000 $1,800,000 $8,400,000 $25,000 $25,000 $25,000 $45,000 $30,000 $25,000 $100,000 $1,434,138 $2,251,675 $3,226,075 $3,813,168 $2,601,392 $2,244,219 $10,104,570 Construction Finance Charges TOTAL Operating Description: No O&M at this time. Project: 63017 - *Sewer Line Extension Project Description: Capital Costs: Design Contingency Arts Engineering Charges Construction Finance Charges TOTAL Operating Description: Funding Source: Sewer extension at various locations due to growth. These extensions will convey wastewater from new developments. Carryover 2008 2009 2010 2011 2012 2013-2017 $172,600 $0 $150,000 $0 $100,000 $50,000 $140,000 $0 $2,500 $0 $2,550 $20,000 $1,000 $20,000 $2,600 $25,000 $1,700 $20,000 $2,400 $160,000 $14,200 $9,297 $4,861 $4,766 $4,957 $5,147 $5,529 $29,740 $513,208 $255,000 $100,000 $260,000 $170,000 $240,000 $1,420,000 $3,750 $0 $0 $0 $0 $0 $0 $701,355 $262,411 $275,766 $287,557 $301,847 $317,929 $1,763,940 No O&M at this time. Project: 63018 - *Camelback Ser Rehab Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding to replace 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. Capital Costs: Carryover 2008 Construction Finance Charges $1,767,095 $30,000 $1,510,000 $0 $550,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $72,000 $52,777 $19,223 $0 $0 $0 $0 Arts $25,720 $15,100 $5,500 $0 $0 $0 $0 Contingency $30,000 $100,000 $60,000 $0 $0 $0 $0 $1,924,815 $1,677,877 $634,723 $0 $0 $0 $0 TOTAL Operating Description: 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 312 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63019 - *Western Area Odor Control Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: Hydrogen peroxide chemical dosing stations to control sewer gases. Carryover 2008 2009 2010 2011 2012 2013-2017 $26,857 $0 $0 $0 $0 $0 $0 $26,857 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 63020 - *Security Enhance Wastewtr Ops Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Add various security enhancements to the city's water reclamation facilities, effluent recharge facilities and sewer lift stations to meet anticipated requirements of Homeland Security. Capital Costs: Carryover 2008 2009 2010 Construction $1,654,049 $1,700,000 $2,200,000 $3,350,000 $370,000 $380,000 $41,000 $17,000 $22,000 $33,500 $3,700 $3,800 $52,000 Contingency $100,000 $200,000 $200,000 $330,000 $0 $0 $500,000 Design Engineering Charges $400,000 $44,951 $300,000 $16,667 $300,000 $20,833 $0 $27,917 $0 $3,083 $0 $3,167 $0 $43,333 $60,000 $20,000 $60,000 $40,000 $0 $0 $0 $2,300,000 $2,253,667 $2,802,833 $3,781,417 $376,783 $386,967 $5,795,333 Arts Finance Charges TOTAL Operating Description: 2011 2012 2013-2017 $5,200,000 Staffing required for the security monitoring facility. Operating Costs: 2008 2009 2010 2011 2012 PC/Vehicle Replacement 2013-2017 $10,984 $11,314 $11,653 $12,003 $12,363 $67,604 Insurance $3,920 $4,038 $4,159 $4,283 $4,412 $24,127 Equip. Maint. Supplies/Contr $720 $1,670 $742 $1,720 $764 $1,772 $787 $1,825 $810 $1,880 $4,431 $10,278 $119,075 $122,647 $126,327 $130,116 $134,020 $732,876 $136,369 $140,461 $144,675 $149,014 $153,485 $839,316 Staffing TOTAL *Project includes carryover funding ** New Project 313 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63021 - *Sweetwater & 55th Ave SLS Project Description: Capital Costs: Design Funding Source: Water & Sewer Revenues Equipment upgrades to the sewage lift station near 55th Avenue & Sweetwater to ensure the system remains fully functional and does not violate regulations. Carryover 2008 2009 2010 2011 2012 2013-2017 $196,347 $0 $0 $0 $0 $0 $0 $1,703,000 $25,000 $2,300,000 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $44,654 $72,000 $0 $0 $0 $0 $0 Arts $17,030 $23,000 $0 $0 $0 $0 $0 Contingency $50,000 $200,000 $0 $0 $0 $0 $0 $2,036,031 $2,625,000 $0 $0 $0 $0 $0 Construction Finance Charges TOTAL Operating Description: No O&M at this time. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape Equip. Maint. $0 $0 $2,000 $0 $2,060 $9,000 $2,122 $9,270 $2,185 $9,548 $11,951 $52,213 Utilities $0 $5,000 $5,150 $5,305 $5,464 $29,877 $0 $7,000 $16,210 $16,697 $17,197 $94,041 TOTAL Project: 63022 - **95th Ave Sewer Connection Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The existing sewer connection at the NE corner of 95th Avenue and Camelback Road will be improved to allow a free flow of wastewater from the 36-inch sewer line in 95th Avenue entering the 48-inch sewer line in Camelback Road. Currently the crowns of the two sewer lines match elevations. The top of the 36-inch line will be raised. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $6,000 $0 $0 $0 $0 $0 Contingency Engineering Charges $0 $0 $10,000 $29,400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction $0 $600,000 $0 $0 $0 $0 $0 Design $0 $38,000 $0 $0 $0 $0 $0 $0 $683,400 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 314 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sewer (2420) Category: Revenue Project: 63023 - **City Wide Sewer Odor Control Project Description: Capital Costs: Funding Source: Water & Sewer Revenues This project will add permanent hydrogen peroxide chemical dosing stations to various sewer lines for odor control. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $3,400,000 $145,000 $0 $0 $0 $1,450,000 Finance Charges Engineering Charges $0 $0 $40,000 $62,320 $0 $2,582 $0 $0 $0 $0 $0 $0 $20,000 $27,599 Arts $0 $34,000 $1,450 $0 $0 $0 $14,500 Contingency $0 $340,000 $0 $0 $0 $0 $150,000 Design TOTAL Operating Description: $0 $100,000 $0 $0 $0 $0 $100,000 $0 $3,976,320 $149,032 $0 $0 $0 $1,762,099 Additional dosing stations will increase the annual usage and cost of the hydrogen peroxide chemical used by the dosing stations. No FTEs will be required but one vehicle will be required for general maintenance work. Operating Costs: 2008 PC/Vehicle Replacement Equip. Maint. $0 $0 2009 2010 2011 2012 2013-2017 $24,253 $530 $24,981 $546 $25,730 $563 $26,502 $580 $144,926 $3,170 Bldg. Maint. $0 $530 $546 $563 $580 $3,170 Utilities Supplies/Contr $0 $0 $5,570 $500,000 $5,737 $515,000 $5,909 $530,450 $6,087 $546,364 $33,285 $2,987,740 $0 $530,883 $546,810 $563,215 $580,113 $3,172,291 TOTAL Project: T3610 - Bethany Hme Rd Interceptor Project Description: Capital Costs: Funding Source: Water & Sewer Revenues This project will fund 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. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 Design $0 $0 $320,000 $0 $0 $0 $0 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,000,000 $30,000 Engineering Charges $0 $0 $5,920 $0 $0 $0 $55,500 Arts $0 $0 $0 $0 $0 $0 $30,000 $0 $0 $325,920 $0 $0 $0 $3,315,500 TOTAL Operating Description: $200,000 It is estimated that interceptor sewer maintenance will cost approximately $20,000 per mile per year for 1.5 miles. Additional staffing will be required in 2013-2017 for routine cleaning and preventative maintenance. Operating Costs: Supplies/Contr Staffing TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $180,000 $97,500 $0 $0 $0 $0 $0 $277,500 *Project includes carryover funding ** New Project 315 Return to CIP TOC 2008-2017 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 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, 67th Avenue – Camelback to Grand and street improvements on 67th Avenue from Peoria to ACDC (Arizona Canal Diversion Channel). Projects funded through streets G.O. bonds include the completion of the downtown parking garage and installation of streetscape and aesthetic improvements along various streets throughout the City in accordance with the arterial street landscape program within the street beautification project. The street scallops project is designed to widen collector streets to City standards and is funded in the last five years of the plan (FY 2013-17). Street projects that will be funded with development impact fees include the matching money for developmental agreements for street arterial improvements in FY 2008 through FY 2017, 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 the completion of street improvements on Bethany Home Road from 91st to 83rd Avenues & 75th to 83rd Avenues and 59th Avenue from Melinda to Pinnacle Peak. 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. Picture: Intersection improvements along 43rd Avenue between Bethany Home Road and Peoria Avenue. 316 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Transportation Fund: Transportation Construct (2210) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $84,584 $0 $0 $0 $0 $0 $507,500 $507,500 $257,500 $257,500 $257,500 $1,664,105 $3,757,299 $727,149 $0 $727,149 $0 $727,149 $37,688 $0 $0 $0 $0 $364,827 65007 *Grand Ave Access Enhancements $9,829,599 $8,080,000 $0 $0 $0 $0 65008 *Intersection Improvements $1,565,996 $0 $0 $0 $0 $0 65010 *51st / Camelback to Peoria $7,761,175 $0 $0 $0 $0 $0 65013 *Bus Stops and Shelters $388,477 $107,243 $110,459 $113,884 $115,505 $626,808 65014 *Transit Support Capital $270,327 $159,676 $164,866 $170,306 $176,012 $975,963 65015 *L101/Glendale Pk & Ride Lot $8,958,228 $0 $0 $0 $0 $0 65016 *Northern Ave Super Street 65003 *Multi-Use Bridge Skunk Creek 65004 Buses / Vans 65005 *Smart Traffic Signals 65006 *Bus Pullouts $3,388,646 $300,000 $0 $1,200,000 $1,200,000 $1,200,000 65017 *Rail System $206,750 $1,026,824 $1,060,196 $10,720,921 $17,945,472 $56,896,139 65019 *Bike Rte Imp/ 63rd - Grand Ave $348,051 $0 $0 $0 $0 $0 65022 *PE & Oversight for Transp. Pkg $2,758,102 $1,683,745 $1,751,094 $1,215,260 $0 $0 65024 *Lane Drop Elimination Project $79,349 $0 $0 $0 $0 $0 $9,077,922 $0 $0 $0 $0 $0 $52,695 $0 $0 $0 $0 $0 65029 *Smart Traffic Signal Equipment $383,278 $0 $0 $0 $0 $0 65030 *Multi-Use Pathway Grand Canal $308,173 $837,825 $0 $0 $0 $0 65032 *Bike- Widen Bridge, Glen/New R $100,415 $0 $0 $0 $0 $0 $10,187,366 $3,000,000 $15,400,000 $28,800,000 $0 $14,800,000 65037 *57th / Skunk Creek $4,403,314 $0 $0 $0 $0 $0 65038 *67th Ave.:Camelback to Grand $1,467,636 $0 $0 $0 $0 $0 65039 *67th Ave: Olive to Bell Rd Imp $3,986,409 $5,789,904 $0 $0 $0 $0 $524,015 $0 $0 $0 $0 $0 65042 *51st Ave/Bell Intersection Imp $20,450 $572,831 $572,831 $0 $0 $0 65044 Airport - Tower and Radio Upgr $15,700 $0 $0 $0 $0 $0 $4,958,593 $0 $0 $0 $0 $0 $65,284 $0 $0 $0 $0 $0 65027 *Downtown Ped Circ 65028 *Grand Ave Grade Separation Enh 65033 *Northern Ave Superstreet Eng. 65040 *Catlin Court Alley (Match) 65046 75ht/83rd/Glendale-Street Impr 65047 *75th Ave/Bethany Home - Inters 65048 Loop 101 North Park & Ride Lot $0 $0 $0 $0 $0 $1,010,000 65050 *43rd Ave/Bethany Hm to Peoria $8,076,508 $0 $0 $0 $0 $0 65051 *59th Ave/Bethany Hme Intersect $20,450 $2,224,492 $2,296,788 $0 $0 $0 $509,250 $1,765,450 $1,765,450 $0 $0 $0 65052 Transit Center 317 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Transportation Fund: Transportation Construct (2210) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 65053 *Northern Ave Pkwy Advance Medi $4,024,584 $600,000 $2,300,000 $27,000,000 $59,700,000 $51,600,000 65054 *63rd Ave/Loop101-Bike Overpass $5,169,780 $0 $0 $0 $0 $0 65060 *Street Scallops $1,300,234 $0 $0 $0 $0 $0 65062 *Glendale Sports Fac-Sign $3,014,654 $0 $0 $0 $0 $0 65063 *New River Multi-use Pathway $178,215 $4,657,223 $0 $0 $0 $0 65064 *Arrowhead Ped Enhancements $43,512 $0 $0 $0 $0 $0 65065 *Airport-Northwest Land Purch $1,006,600 $0 $0 $0 $0 $0 65068 *LPS Streetlight Conversion $3,169,985 $0 $0 $0 $0 $0 $821,169 $0 $0 $0 $0 $0 $76,288 $82,304 $0 $0 $0 $0 65072 Expanded Safety Program $403,150 $406,451 $409,910 $413,537 $417,341 $650,643 65073 *Old Roma Alley Ped Project $172,100 $0 $0 $0 $0 $0 65077 Airport-Runway/Taxiway Asph. $135,705 $0 $0 $0 $0 $0 65078 Airport Matching Funds $700,000 $200,000 $200,000 $200,000 $200,000 $1,500,000 $1,209,706 $1,248,417 $0 $0 $0 $0 $516,110 $2,084,640 $0 $0 $0 $0 T0960 Downtown Park-and-Ride $0 $0 $0 $0 $0 $7,472,661 T0990 LRT St. Related Improvements $0 $0 $0 $0 $0 $6,619,457 T7400 **51st Avenue HES Projects $0 $1,410,260 $0 $0 $0 $0 $106,041,021 $37,471,934 $26,289,094 $70,818,557 $80,011,830 $146,107,752 65069 *Glendale Transportation Plan 65070 *Union Hills/Skunk Cr. Path 65079 **95th Ave-Glendale to Cabela 65080 **Arrowhead Mall Transit Center Total Transportation Construct Projects: *Project includes carryover funding ** New Project 318 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65003 - *Multi-Use Bridge Skunk Creek Project Description: Capital Costs: Engineering Charges Arts Equipment TOTAL Operating Description: Construction of a multi-use Bridge at Skunk Creek over 71st Ave. alignment drainage facility. Carryover 2008 2009 2010 2011 2012 2013-2017 $11,000 $0 $0 $0 $0 $0 $0 $1,300 $0 $0 $0 $0 $0 $0 $72,284 $0 $0 $0 $0 $0 $0 $84,584 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 65004 - Buses / Vans Project Description: Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: Buses and vans will be needed to replace worn out buses and vans. Buses will be purchased to expand circulator service. Capital Costs: Carryover Finance Charges $0 $7,500 $7,500 $7,500 $7,500 $7,500 $37,500 Equipment $0 $500,000 $500,000 $250,000 $250,000 $250,000 $1,626,605 $0 $507,500 $507,500 $257,500 $257,500 $257,500 $1,664,105 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O & M associated with staffing 3 drivers in 2009 and vehicle maintenance. Operating Costs: Equip. Maint. Staffing TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $51,200 $118,038 $52,736 $121,579 $54,318 $125,227 $55,948 $128,983 $305,945 $705,334 $0 $169,238 $174,315 $179,545 $184,931 $1,011,279 *Project includes carryover funding ** New Project 319 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65005 - *Smart Traffic Signals Project Description: Capital Costs: A smart traffic signal system will be implemented that includes more left turn arrows, roadway sensors and fiber optic connections to a control center to make traffic signals more responsive. Carryover Finance Charges Engineering Charges Construction TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 $0 $18,336 $7,199 $0 $7,199 $0 $7,199 $81,200 $1,784,720 $33,010 $1,627,117 $12,950 $700,000 $0 $0 $12,950 $700,000 $0 $0 $12,950 $700,000 Design Arts Half Cent Sales Tax Funding Source: $0 $157,210 $0 $0 $0 $0 $0 $39,435 $16,271 $7,000 $0 $7,000 $0 $7,000 $1,905,355 $1,851,944 $727,149 $0 $727,149 $0 $727,149 O & M costs associated with electricity for new signal heads, cameras and communication equipment as well as maintenance of fiber optic connections. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Equip. Maint. $0 $23,484 $24,189 $24,914 $25,662 $140,330 Utilities $0 $3,605 $3,713 $3,825 $3,939 $21,540 $0 $27,089 $27,902 $28,739 $29,601 $161,870 TOTAL Project: 65006 - *Bus Pullouts Project Description: Capital Costs: Half Cent Sales Tax Funding Source: Bus pull-outs relieve congestion, improve air quality, and provide traffic and pedestrian safety. Bus pull-outs will be provided at major intersections where there are bus route extensions and new bus routes. Carryover 2008 2009 2010 2011 2012 2013-2017 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $36,482 $37,688 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $270,089 $4,051 Engineering Charges $0 $0 $0 $0 $0 $0 $15,022 Arts $0 $0 $0 $0 $0 $0 $2,701 $37,688 $0 $0 $0 $0 $0 $364,827 Construction Finance Charges TOTAL Operating Description: $36,482 O & M associated with maintenance of landscaping around bus pullouts. Operating Costs: Landscape TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $1,690 $0 $0 $0 $0 $0 $1,690 *Project includes carryover funding ** New Project 320 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65007 - *Grand Ave Access Enhancements Project Description: Capital Costs: This project will construct street improvements for local access along Grand Avenue including changes in access control and beautification. Carryover Finance Charges Construction Engineering Charges Arts TOTAL Operating Description: 2008 2009 2010 $86,693 $80,000 $0 $0 $0 $0 $1,944,579 $35,975 $0 $0 $0 $0 $0 $0 $0 $0 $17,480 $23,425 $19,446 $0 $0 $0 $0 $0 $6,000,000 $6,000,000 $0 $0 $0 $0 $787,009 $255,409 $0 $0 $0 $0 $0 $1,073,508 $8,756,091 $8,080,000 $0 $0 $0 $0 O & M associated with landscaping maintenance and water. 2008 TOTAL 2009 2010 Arts TOTAL Operating Description: 2012 2013-2017 $0 $0 $18,990 $170,900 $19,560 $176,027 $20,146 $181,308 $110,169 $991,465 $0 $0 $189,890 $195,587 $201,454 $1,101,634 Half Cent Sales Tax Funding Source: Design and construct turning lanes and other improvements (such as median barriers and lane extensions) at warranted intersections. Carryover 2008 2009 2010 2011 2012 2013-2017 $9,711 $0 $0 $0 $0 $0 $0 $0 $1,531,500 $0 $0 $0 $0 $0 $5,248 $0 $0 $0 $0 $0 $0 $19,537 $0 $0 $0 $0 $0 $0 $34,496 $1,531,500 $0 $0 $0 $0 $0 Contingency Engineering Charges 2011 $0 $0 Project: 65008 - Intersection Improvements Design 2013-2017 $2,342,503 $48,061 Water Landscape Capital Costs: 2012 $0 Operating Costs: Project Description: 2011 $259,769 $9,250 Land Design Half Cent Sales Tax Funding Source: No O&M at this time. *Project includes carryover funding ** New Project 321 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65010 - *51st / Camelback to Peoria Project Description: Capital Costs: Half Cent Sales Tax Funding Source: This project will construct intersection improvements at 51st & Glendale Avenues, 51st & Peoria Avenues, and 59th Avenue & Camelback Road. This project will add medians, bus bays, bus shelters, right turn lanes, asphalt pavement overlays, traffic signal relocations and street lighting at the intersections. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $0 $120,000 $0 $0 $0 $0 $0 Arts Finance Charges $0 $0 $50,000 $51,700 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,518,367 $5,000,000 $0 $0 $0 $0 $0 $21,108 $0 $0 $0 $0 $0 $0 $2,539,475 $5,221,700 $0 $0 $0 $0 $0 Construction Design TOTAL Operating Description: O & M associated with landscaping and other maintenance of medians, turning lanes, bus pullouts, and bus shelters. Operating Costs: 2008 Landscape TOTAL 2009 2010 Capital Costs: Construction Engineering Charges Arts Design TOTAL Operating Description: 2012 2013-2017 $4,470 $4,604 $4,742 $4,884 $5,031 $27,512 $4,470 $4,604 $4,742 $4,884 $5,031 $27,512 Project: 65013 - *Bus Stops and Shelters Project Description: 2011 Half Cent Sales Tax Funding Source: Bus shelters with shade and seating will be provided where bus transfers occur and at other high-demand locations. Benches will be provided at other bus stops as needed. Carryover $0 $13,883 2008 $300,000 $10,419 2009 2010 2011 $93,850 $3,254 $96,246 $3,351 $99,435 $3,455 2012 $100,000 $3,505 2013-2017 $549,051 $19,016 $3,982 $3,000 $939 $962 $994 $1,000 $5,491 $27,193 $30,000 $9,200 $9,900 $10,000 $11,000 $53,250 $45,058 $343,419 $107,243 $110,459 $113,884 $115,505 $626,808 O & M associated with the maintenance of bus shelters. Operating Costs: 2008 2009 2010 2011 2012 Equip. Maint. $15,000 $10,000 $10,300 $10,609 $10,927 $59,755 $15,000 $10,000 $10,300 $10,609 $10,927 $59,755 TOTAL *Project includes carryover funding ** New Project 322 Return to CIP TOC 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65014 - *Transit Support Capital Project Description: Capital Costs: Equipment TOTAL Operating Description: Funding will be used for replacement of computer equipment, support vehicles and radio systems. These items are not included in the vehicle or technology replacement funds. Carryover 2008 2009 2010 2011 2012 2013-2017 $115,602 $154,725 $159,676 $164,866 $170,306 $176,012 $975,963 $115,602 $154,725 $159,676 $164,866 $170,306 $176,012 $975,963 O&M for equipment and vehicle maintenance costs. Operating Costs: 2008 Equip. Maint. TOTAL 2009 2010 2011 2012 2013-2017 $4,500 $4,635 $4,774 $4,917 $5,065 $27,696 $4,500 $4,635 $4,774 $4,917 $5,065 $27,696 Project: 65015 - *L101/Glendale Pk & Ride Lot Project Description: Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: This project provides funds to construct a park and ride lot near Loop 101 and Glendale Avenue. This project includes paving for the parking area. An FTA grant for $2,819,236 is available in FY07. This project may have a future IGA. Capital Costs: Carryover 2008 Construction $4,466,115 $2,986,694 $0 $0 $0 $0 $0 $0 $0 $44,800 $73,174 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges Engineering Charges Arts Miscellaneous/Other TOTAL Operating Description: 2009 2010 2011 2012 2013-2017 $0 $29,867 $0 $0 $0 $0 $0 $1,357,578 $0 $0 $0 $0 $0 $0 $5,823,693 $3,134,535 $0 $0 $0 $0 $0 O & M associated with landscaping and other maintenance of park and ride lot. Operating Costs: 2008 2009 2010 2011 2012 Landscape $33,000 $33,990 $35,010 $36,060 $37,142 $203,107 $33,000 $33,990 $35,010 $36,060 $37,142 $203,107 TOTAL *Project includes carryover funding ** New Project 323 Return to CIP TOC 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65016 - *Northern Ave Super Street Project Description: Capital Costs: Engineering Charges Land Design Right-of-way acquisition for protection of the Northern Parkway corridor alignment between Grand Avenue and L101 is targeted for completion by 2026. When completed the Northern Parkway will have six thru lanes and grade separations at major arterials. It will be a partially accessed controlled facility. Carryover Operating Description: 2008 2009 2010 Capital Costs: TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $1,182,000 $0 $1,182,000 $0 $1,182,000 $0 $0 $45,000 $0 $0 $18,000 $18,000 $18,000 $388,646 $3,000,000 $300,000 $0 $1,200,000 $1,200,000 $1,200,000 Ownership of O & M costs associated with right-of-way acquisition is yet to be determined. Capital Costs: Half Cent Sales Tax Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $0 $0 $15,402 $15,903 $160,814 $269,182 $853,442 $106,750 $100,000 $1,011,422 $1,044,293 $10,560,107 $17,676,290 $56,042,697 $106,750 $100,000 $1,026,824 $1,060,196 $10,720,921 $17,945,472 $56,896,139 Ownership of O & M costs associated with right-of-way acquisition is yet to be determined. Project: 65019 - *Bike Rte Imp/ 63rd - Grand Ave Project Description: 2013-2017 $2,955,000 $0 Finance Charges Miscellaneous/Other 2012 $0 $367,491 Project: 65017 - *Rail System Project Description: 2011 $21,155 Finance Charges TOTAL Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: Provide bicycle improvements on 63rd Avenue, Frier Drive, and 61st Avenue from Alice Avenue to Grand Avenue at Myrtle Avenue. The project will improve the streets for safer and more convenient bicycling. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $21,995 $0 $0 $0 $0 $0 $0 Construction $92,672 $0 $0 $0 $0 $0 $0 $0 $233,384 $0 $0 $0 $0 $0 $114,667 $233,384 $0 $0 $0 $0 $0 Miscellaneous/Other TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 324 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65022 - *PE & Oversight for Transp. Pkg Project Description: Capital Costs: Professional engineering for preparation of design concepts, and administration cost for purchase of right-of-way. Carryover Miscellaneous/Other Design Operating Description: 2008 2009 2010 Capital Costs: Design Construction TOTAL Operating Description: Capital Costs: 2013-2017 $2,137,275 $1,667,075 $1,733,757 $1,203,228 $0 $0 $0 $0 $0 $0 $0 $0 $0 $21,372 $16,670 $17,337 $12,032 $0 $0 $599,455 $2,158,647 $1,683,745 $1,751,094 $1,215,260 $0 $0 No O&M at this time. Half Cent Sales Tax Funding Source: Elimination of lane drops in congested areas along major arterials within the city. Carryover 2008 2009 2010 2011 2012 2013-2017 $78,500 $0 $0 $0 $0 $0 $849 $0 $0 $0 $0 $0 $0 $79,349 $0 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 65027 - *Downtown Ped Circ Project Description: 2012 $0 Project: 65024 - *Lane Drop Elimination Project Project Description: 2011 $599,455 Finance Charges TOTAL Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: This project provides for pedestrian circulation enhancements in the Downtown Central Business District to improve connections to businesses and services. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $689,517 $7,922,167 $0 $0 $0 $0 $0 Finance Charges Engineering Charges $0 $109,983 $118,833 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Arts TOTAL Operating Description: $38,200 $79,222 $0 $0 $0 $0 $0 $837,700 $8,240,222 $0 $0 $0 $0 $0 O & M is for landscape maintenance, irrigation, site furnishings and signage elements. Operating Costs: 2008 2009 2010 2011 2012 Landscape $35,000 $36,050 $37,132 $38,245 $39,393 $215,416 $35,000 $36,050 $37,132 $38,245 $39,393 $215,416 TOTAL *Project includes carryover funding ** New Project 325 Return to CIP TOC 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65028 - *Grand Ave Grade Separation Enh Project Description: Capital Costs: Half Cent Sales Tax Funding Source: Provides funds to enhance the beautification of the ADOT bridge structure at Northern Avenue. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $34,396 $0 $0 $0 $0 $0 $0 Engineering Charges $15,515 $0 $0 $0 $0 $0 $0 $2,784 $0 $0 $0 $0 $0 $0 $52,695 $0 $0 $0 $0 $0 $0 Arts TOTAL Operating Description: No O&M at this time. Project: 65029 - *Smart Traffic Signal Equipment Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Purchase of cabinets, trailers, etc for smart traffic signals (ITS). Carryover 2008 2009 2010 Capital Costs: Design 2011 2012 2013-2017 $383,278 $0 $0 $0 $0 $0 $0 $383,278 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 65030 - *Multi-Use Pathway Grand Canal Project Description: Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: Construct a multi-use path from Loop 101 Freeway to New River. The project will provide a safe and convenient, off-street facility for bicyclists and pedestrians that extends the existing Grand Canal Linear Park path to the future New River Pathway. Carryover 2008 2009 2010 2011 2012 2013-2017 $306,064 $0 $0 $0 $0 $0 $0 $2,109 $0 $39,600 $0 $0 $0 $0 Arts Construction $0 $0 $0 $0 $7,788 $778,755 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $11,682 $0 $0 $0 $0 $308,173 $0 $837,825 $0 $0 $0 $0 Engineering Charges TOTAL Operating Description: O & M associated with the maintenance of benches, drinking fountain, trash receptacles, lighting, and 30 feet of landscaped area along a 6,300 linear foot multi-use pathway. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $0 $618 $637 $656 $3,585 Landscape Equip. Maint. $0 $0 $0 $0 $33,094 $3,090 $34,087 $3,183 $35,110 $3,278 $191,996 $17,925 $0 $0 $36,802 $37,907 $39,044 $213,506 TOTAL *Project includes carryover funding ** New Project 326 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65032 - *Bike- Widen Bridge, Glen/New R Project Description: Capital Costs: Construction TOTAL Operating Description: Bridge reconstruction and widening for bicycle and pedestrian access over New River on Glendale Avenue. Carryover 2008 2009 2010 Capital Costs: Design Construction TOTAL Operating Description: 2013-2017 $0 $0 $0 $0 $0 $100,415 $0 $0 $0 $0 $0 $0 No O&M at this time. Half Cent Sales Tax Funding Source: This project provides funds for right-of-way acquisition of property within the Northern Parkway corridor alignment and advances construction funding. Regional funds will pay 70% of the cost with local matching funds focused on right-of-way acquisition. Carryover 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $149,682 $279,926 $0 $143,850 $1,981,017 $4,300,000 $3,000,000 $0 $0 $0 $0 $499,130 $0 $3,271,903 $0 $0 $0 $0 $14,968,168 $0 $27,992,569 $0 $0 $0 $14,384,993 Finance Charges Engineering Charges 2012 $0 Arts Land 2011 $100,415 Project: 65033 - *Northern Ave Superstreet Eng. Project Description: Half Cent Sales Tax Funding Source: $0 $115,500 $0 $224,523 $419,734 $0 $215,775 $7,219 $12,597 $0 $57,627 $107,771 $0 $55,382 $2,487,366 $7,700,000 $3,000,000 $15,400,000 $28,800,000 $0 $14,800,000 Ownership of O & M costs associated with right-of-way acquisition is yet to be determined. Operating Costs: Landscape TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $21,855 $22,511 $123,097 $0 $0 $0 $21,855 $22,511 $123,097 *Project includes carryover funding ** New Project 327 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65037 - *57th / Skunk Creek Project Description: Capital Costs: This project will construct a bridge over Skunk Creek at 57th Avenue. The proposed bridge will provide safe access for vehicular, bicycle, and pedestrian traffic during storm flows. Carryover Arts Engineering Charges Finance Charges Design Operating Description: 2008 2009 2010 2011 2012 2013-2017 $0 $41,464 $0 $0 $0 $0 $0 $4,279 $0 $101,587 $62,196 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $47,374 $0 $0 $0 $0 $0 $0 $0 $4,146,414 $0 $0 $0 $0 $0 $51,653 $4,351,661 $0 $0 $0 $0 $0 Construction TOTAL Half Cent Sales Tax Funding Source: O&M for landscape maintenance and electricity. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $500 $515 $530 $546 $2,988 Landscape $0 $638 $657 $677 $697 $3,811 $0 $1,138 $1,172 $1,207 $1,243 $6,799 TOTAL Project: 65038 - *67th Ave.:Camelback to Grand Project Description: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters for 67th Avenue/Glendale Avenue and 67th Avenue/Camelback Road. Capital Costs: Carryover Arts Construction $4,352 $1,434,559 Engineering Charges TOTAL Operating Description: Half Cent Sales Tax Funding Source: 2008 2009 $0 $0 2010 $0 $0 2011 $0 $0 2012 $0 $0 2013-2017 $0 $0 $0 $0 $28,725 $0 $0 $0 $0 $0 $0 $1,467,636 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 328 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65039 - *67th Ave: Olive to Bell Rd Imp Project Description: Capital Costs: Engineering Charges Design Construction Intersection improvements including medians, turning lanes, bus pullouts, bus shelters and lanes for four intersections on 67th Avenue from Olive Avenue to Bell Road. Carryover 2008 2009 $72,340 $39,068 $80,932 $0 $0 $0 $0 $229,272 $769,722 $0 $2,688,666 $0 $5,569,730 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges Arts Operating Description: 2010 $40,330 $83,545 $0 $0 $0 $0 $55,697 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $1,091,458 $2,894,951 $5,789,904 $0 $0 $0 $0 O & M for landscaping and maintenance of medians ($544), turn lanes ($213), bus pullouts and bus shelters ($300). 2008 TOTAL 2009 2010 TOTAL Operating Description: 2011 2012 2013-2017 $0 $0 $1,088 $1,121 $1,154 $6,312 $0 $0 $1,088 $1,121 $1,154 $6,312 Project: 65040 - *Catlin Court Alley (Match) Construction 2013-2017 $26,887 Landscape Capital Costs: 2012 $0 Operating Costs: Project Description: 2011 $20,124 Land TOTAL Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $524,015 $0 $0 $0 $0 $0 $0 $524,015 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 329 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65042 - *51st Ave/Bell Intersection Imp Project Description: Capital Costs: Design Half Cent Sales Tax Funding Source: This project provides for intersection improvements including landscaping and an eastbound right turn lane on Bell Road. Carryover 2008 2009 2010 2011 2012 2013-2017 $19,495 $0 $0 $0 $0 $0 $0 $955 $0 $0 $0 $535,446 $8,031 $535,446 $8,031 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $0 $24,000 $24,000 $0 $0 $0 Arts $0 $0 $5,354 $5,354 $0 $0 $0 $20,450 $0 $572,831 $572,831 $0 $0 $0 Construction Finance Charges TOTAL Operating Description: O&M is for water and landscape maintenance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $0 $0 $273 $281 $1,539 Landscape $0 $0 $0 $273 $281 $1,539 $0 $0 $0 $546 $562 $3,078 TOTAL Project: 65044 - Airport - Tower and Radio Upgr Project Description: Capital Costs: This is an FAA grant funded project to replace radio communications equipment in the air traffic control tower (ATCT) and the runway/taxiway precision approach path indicator (PAPI) lighting. This new equipment will increase safety, efficiency and reduce maintenance costs. Carryover Miscellaneous/Other TOTAL Operating Description: Half Cent Sales Tax Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $15,700 $0 $0 $0 $0 $0 $0 $15,700 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 330 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65046 - 75ht/83rd/Glendale-Street Impr Project Description: Half Cent Sales Tax Funding Source: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters at 75th Avenue, Glendale Avenue and Camelback Road. Project also includes street widening along Glendale Avenue from 75th to 83rd Avenues. Capital Costs: Carryover Finance Charges $0 $70,870 $0 $0 $0 $0 $0 Engineering Charges Construction $0 $0 $115,756 $4,724,720 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Arts $0 $47,247 $0 $0 $0 $0 $0 $0 $4,958,593 $0 $0 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 2008 Landscape TOTAL 2009 2010 Design Construction Engineering Charges Arts TOTAL Operating Description: 2013-2017 2011 2012 2013-2017 $3,943 $4,061 $4,183 $4,309 $4,438 $24,268 $3,943 $4,061 $4,183 $4,309 $4,438 $24,268 Project: 65047 - *75th Ave/Bethany Home - Inters Capital Costs: 2012 O&M for landscape maintenance. Operating Costs: Project Description: 2011 Half Cent Sales Tax Funding Source: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters at 75th Avenue and Bethany Home Road. Carryover 2008 2009 2010 2011 2012 2013-2017 $7,132 $0 $0 $0 $0 $0 $0 $29,121 $27,023 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,008 $0 $0 $0 $0 $0 $0 $65,284 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 331 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65048 - Loop 101 North Park & Ride Lot Project Description: Capital Costs: Half Cent Sales Tax Funding Source: This project includes site selection and land acquisition to enhance transit ridership in the north Glendale area. Carryover 2008 2009 2010 2011 2012 2013-2017 Land $0 $0 $0 $0 $0 $0 $1,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $1,010,000 TOTAL Operating Description: O&M for landscaping, electricity and other maintenance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape $0 $0 $0 $0 $0 $146,875 Utilities $0 $0 $0 $0 $0 $9,375 $0 $0 $0 $0 $0 $156,250 TOTAL Project: 65050 - *43rd Ave/Bethany Hm to Peoria Project Description: Half Cent Sales Tax Funding Source: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters for five intersections on 43rd Ave from Bethany Home Road to Peoria Avenue. Capital Costs: Carryover 2008 Finance Charges Construction $0 $6,802,760 $16,428 $1,095,235 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Arts $39,857 $10,952 $0 $0 $0 $0 $0 Engineering Charges $63,276 $48,000 $0 $0 $0 $0 $0 $6,905,893 $1,170,615 $0 $0 $0 $0 $0 TOTAL Operating Description: 2009 2010 2011 2012 2013-2017 O&M for this project is for water and landscape maintenance. Operating Costs: Water Landscape TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $515 $530 $546 $563 $3,077 $3,000 $3,090 $3,183 $3,278 $3,377 $18,464 $3,000 $3,605 $3,713 $3,824 $3,940 $21,541 *Project includes carryover funding ** New Project 332 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65051 - *59th Ave/Bethany Hme Intersect Project Description: Capital Costs: Half Cent Sales Tax Funding Source: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters at 59th Avenue and Bethany Home Road & 59th Avenue and Camelback Road. Carryover Engineering Charges 2008 2009 2010 2011 2012 2013-2017 $0 $0 $51,930 $53,617 $0 $0 $0 $20,450 $0 $0 $0 $0 $31,794 $0 $32,827 $0 $0 $0 $0 $0 $0 Construction $0 $0 $2,119,572 $2,188,459 $0 $0 $0 Arts $0 $0 $21,196 $21,885 $0 $0 $0 $20,450 $0 $2,224,492 $2,296,788 $0 $0 $0 Design Finance Charges TOTAL Operating Description: O&M associated with landscape maintenance of 5,000 sq. ft. Operating Costs: 2008 Water Landscape TOTAL 2009 2010 Capital Costs: 2012 2013-2017 $0 $0 $0 $1,093 $1,126 $6,155 $2,000 $2,060 $2,122 $2,185 $2,251 $12,309 $2,000 $2,060 $2,122 $3,278 $3,377 $18,464 Project: 65052 - Transit Center Project Description: 2011 Half Cent Sales Tax Funding Source: Acquire land, design and construct a transit center downtown. The site selection study and design concept will be accomplished as part of the Updated Transportation System Plan. This transit center is a project listed in the regional transportation plan, and is earmarked for regional half-cent sales tax funding. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $1,700,000 $1,700,000 $0 $0 $0 Finance Charges $0 $0 $17,000 $17,000 $0 $0 $0 Engineering Charges $0 $9,250 $31,450 $31,450 $0 $0 $0 Arts Design $0 $0 $0 $500,000 $17,000 $0 $17,000 $0 $0 $0 $0 $0 $0 $0 $0 $509,250 $1,765,450 $1,765,450 $0 $0 $0 TOTAL Operating Description: O & M associated with maintenance of property, utilities, landscaping and building maintenance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape $0 $0 $0 $5,305 $5,464 $29,877 Bldg. Maint. $0 $0 $0 $210,058 $216,360 $1,183,145 Utilities $0 $0 $0 $12,731 $13,113 $71,706 $0 $0 $0 $228,094 $234,937 $1,284,728 TOTAL *Project includes carryover funding ** New Project 333 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65053 - *Northern Ave Pkwy Advance Medi Project Description: Capital Costs: Design Engineering Charges Construction Right-of-way acquisition of property within the Northern Parkway corridor alignment and funds to advance construction. Carryover Operating Description: 2009 2010 Capital Costs: 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $95,796 $24,882,149 $223,400 $58,025,950 $137,333 $35,670,901 $0 $0 $0 $0 $248,821 $580,260 $356,709 $516,509 $2,955,001 $600,000 $2,265,500 $1,400,000 $0 $14,900,000 $0 $45,000 $0 $34,500 $373,234 $870,390 $535,057 $1,024,583 $3,000,001 $600,000 $2,300,000 $27,000,000 $59,700,000 $51,600,000 Ownership of O & M costs associated with right-of-way acquisition is yet to be determined. Project: 65054 - *63rd Ave/Loop101-Bike Overpas Project Description: 2011 $21,155 $0 Finance Charges TOTAL 2008 $486,919 Arts Land Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: Construct an overpass at Loop 101 near 63rd Avenue for safe bicycle and pedestrian crossing over Loop 101. The amount programmed in the FY08 is Glendale's match. Carryover 2008 2009 2010 2011 2012 2013-2017 Miscellaneous/Other $0 $484,640 $0 $0 $0 $0 $0 Arts Engineering Charges $0 $0 $43,183 $105,798 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges Design Construction TOTAL Operating Description: $0 $64,775 $0 $0 $0 $0 $0 $153,108 $0 $0 $4,318,276 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $153,108 $5,016,672 $0 $0 $0 $0 $0 O & M associated with maintenance of the bicycle/pedestrian overpass. These O & M costs include electricity. Operating Costs: Landscape TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $3,828 $3,943 $4,061 $4,183 $22,874 $0 $3,828 $3,943 $4,061 $4,183 $22,874 *Project includes carryover funding ** New Project 334 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65060 - *Street Scallops Project Description: Half Cent Sales Tax Funding Source: A planned program to widen collector streets to city standards in areas where sections remain unimproved. Includes curb, gutter, sidewalk and streetlighting. Capital Costs: Carryover Construction $1,241,000 $0 $0 $0 $0 $0 $0 $46,824 $12,410 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,300,234 $0 $0 $0 $0 $0 $0 Engineering Charges Arts TOTAL Operating Description: 2008 2009 2010 Capital Costs: 2012 2013-2017 No O&M at this time. Project: 65062 - *Glendale Sports Fac-Sign Project Description: 2011 Half Cent Sales Tax Funding Source: This project includes design, purchase, and installation of full matrix arterial street dynamic message signs (DMS) around the Glendale Sports Facilities in addition to the communications connections of the signs to the central control system. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges Design $12,025 $184,168 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equipment $213,923 $2,565,470 $0 $0 $0 $0 $0 $0 $39,068 $0 $0 $0 $0 $0 $410,116 $2,604,538 $0 $0 $0 $0 $0 Finance Charges TOTAL Operating Description: O & M for this project is for electrical costs of the message signs. Operating Costs: Electrical Supplies/Contr TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $1,000 $1,000 $1,030 $1,030 $1,061 $1,061 $1,093 $1,093 $5,975 $5,975 $0 $2,000 $2,060 $2,122 $2,186 $11,950 *Project includes carryover funding ** New Project 335 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65063 - *New River Multi-use Pathway Project Description: Capital Costs: Construct a multi-use path from the Bethany Home Road alignment to Northern Avenue. The project will provide a safe and convenient, off-street facility for bicyclists and pedestrians. This project is part of the regional West Valley Rivers Multimodal Corridor Master Plan. Carryover Construction Finance Charges Engineering Charges TOTAL Operating Description: 2008 2009 2010 $4,437,563 $0 $0 $0 $0 $0 $0 $66,564 $108,720 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $44,376 $0 $0 $0 $0 $173,843 $0 $0 $0 $0 $0 $0 $178,215 $0 $4,657,223 $0 $0 $0 $0 O & M associated with 17 feet of landscaped area along a 12,200 linear foot multi-use pathway. 2008 TOTAL 2009 2010 2011 2012 TOTAL Operating Description: $0 $36,316 $37,405 $38,527 $210,681 $0 $0 $36,316 $37,405 $38,527 $210,681 Half Cent Sales Tax Funding Source: Provide pedestrian/bicycle improvements in the Arrowhead Town Center area to increase safety for pedestrians/cyclists and improve connections to stores and services. Carryover 2008 2009 2010 2011 2012 2013-2017 $43,512 $0 $0 $0 $0 $0 $0 $43,512 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 65065 - *Airport-Northwest Land Purch Project Description: 2013-2017 $0 Project: 65064 - *Arrowhead Ped Enhancements Design 2013-2017 $0 Landscape Capital Costs: 2012 $0 $4,372 Operating Costs: Project Description: 2011 $0 Arts Design Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: Purchase of land at the southeast corner of Glendale and Glen Harbor Blvd. to ensure continuity of land use. Capital Costs: Carryover Land $1,006,600 $0 $0 $0 $0 $0 $0 $1,006,600 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 336 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65068 - *LPS Streetlight Conversion Project Description: Capital Costs: This project will convert 8,579 low pressure sodium streetlight fixtures to high pressure sodium. The low pressure sodium fixtures have experienced an increase in maintenance and/or replacement over the past year. Carryover Finance Charges Equipment Engineering Charges Construction Arts TOTAL Operating Description: 2008 2009 2010 $16,168 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $493,293 $493,293 $0 $0 $0 $0 $0 $4,933 $4,933 $0 $0 $0 $0 $0 $1,536,984 $1,633,001 $0 $0 $0 $0 $0 O & M cost is for electricity only. The maintenance is already in the operating budget. Electrical usage to be funded by General Fund. 2008 2009 2010 2011 2012 $0 $40,000 $41,200 $42,436 $43,709 $239,019 $0 $40,000 $41,200 $42,436 $43,709 $239,019 Project: 65069 - *Glendale Transportation Plan TOTAL Operating Description: 2013-2017 $1,086,050 $32,557 TOTAL Miscellaneous/Other 2012 $0 Electrical Capital Costs: 2011 $1,015,080 $23,678 Operating Costs: Project Description: Half Cent Sales Tax Funding Source: 2013-2017 Half Cent Sales Tax Funding Source: This project will update the 2001 City of Glendale Transportation Plan. This plan will include elements that address streets, transit, bicycle, pedestrian, ITS and public involvement. Carryover 2008 2009 2010 2011 2012 2013-2017 $306,750 $514,419 $0 $0 $0 $0 $0 $306,750 $514,419 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 337 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65070 - *Union Hills/Skunk Cr. Path Project Description: Capital Costs: Construct a 10-foot wide, concrete multi-use path under the Union Hills Drive bridge at Skunk Creek. The project will connect existing segments of the Skunk Creek multi-use path on each side of Union Hills Drive allowing pathway users a safer crossing of this busy arterial street. Carryover Construction Engineering Charges Design Operating Description: 2008 2009 2010 $0 $43,753 $0 $0 $0 $0 $8,113 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $438 $0 $0 $0 $0 $54,088 $22,200 $82,304 $0 $0 $0 $0 O & M associated with the maintenance of 3,750 sq. ft of landscaping. 2008 TOTAL 2009 2010 Carryover TOTAL Miscellaneous/Other TOTAL Operating Description: 2013-2017 $0 $600 $618 $637 $3,483 $0 $0 $600 $618 $637 $3,483 Half Cent Sales Tax Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $403,150 $406,451 $409,910 $413,537 $417,341 $650,643 $0 $403,150 $406,451 $409,910 $413,537 $417,341 $650,643 No O&M at this time. Project: 65073 - *Old Roma Alley Ped Project Capital Costs: 2012 Provide traffic safety improvements along city streets to improve the safety of motorists. Examples include safety mitigation at bridge crossing (blunt ends), lighting, signing, pedestrian and bicyclist safety improvements, discontinuous roadway sections (dropoffs) and access management. Miscellaneous/Other Project Description: 2011 $0 Project: 65072 - Expanded Safety Program Operating Description: 2013-2017 $2,200 $20,000 Landscape Capital Costs: 2012 $0 Operating Costs: Project Description: 2011 $5,360 $48,728 Arts TOTAL Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $172,100 $0 $0 $0 $0 $0 $0 $172,100 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 338 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65077 - Airport-Runway/Taxiway Asph. Project Description: Capital Costs: This is an FAA grant funded project to place a 2-inch layer of asphalt that will extend 15 feet from the edge of runway and taxiway into the infield area. The additional asphalt will reduce maintenance costs by eliminating the need to mow weeds in this area and around runway lighting. Carryover Miscellaneous/Other TOTAL Operating Description: 2008 2009 2010 Capital Costs: $135,705 $0 $0 $0 $0 $0 $0 $135,705 $0 $0 $0 $0 $0 Half Cent Sales Tax Funding Source: Carryover 2008 2009 2010 2011 2012 2013-2017 $0 $700,000 $200,000 $200,000 $200,000 $200,000 $1,500,000 $0 $700,000 $200,000 $200,000 $200,000 $200,000 $1,500,000 No O&M at this time. Project: 65079 - **95th Ave-Glendale to Cabela Capital Costs: 2013-2017 This project will provide matching funds for ongoing airport capital projects. Anticipated projects include (1) security upgrades; (2) purchase 36 acres of land north of Glendale Avenue as part of the runway protection zone; and (3) eastside improvements. TOTAL Project Description: 2012 No O&M at this time. Miscellaneous/Other Operating Description: 2011 $0 Project: 65078 - Airport Matching Funds Project Description: Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: This project will widen 95th Avenue by 1,340 feet and include curb, gutter, storm drain, medians, sidewalk, fencing, access gates, box culvert, street lights, pavement markings (stripping), street signage, utility relocations, and landscaping. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $11,456 $11,823 $0 $0 $0 $0 Engineering Charges Construction $0 $0 $35,433 $1,145,633 $36,567 $1,182,293 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges $0 $17,184 $17,734 $0 $0 $0 $0 $0 $1,209,706 $1,248,417 $0 $0 $0 $0 TOTAL Operating Description: O&M for 1,340 sq. ft. of landscaping. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $0 $500 $515 $530 $2,901 Landscape $0 $0 $2,000 $2,060 $2,122 $11,603 $0 $0 $2,500 $2,575 $2,652 $14,504 TOTAL *Project includes carryover funding ** New Project 339 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65080 - **Arrowhead Mall Transit Center Project Description: Half Cent Sales Tax Funding Source: This project will construct a Transit Center at Arrowhead Mall to serve the needs of transit passengers from multiple bus routes. The Transit Center will include benches, canopies, lights, trash cans, a transit information center security building and other amenities to provide a comfortable location for transit riders. Capital Costs: Carryover Finance Charges $0 $5,110 $20,640 $0 $0 $0 $0 Design Construction $0 $0 $500,000 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $11,000 $44,000 $0 $0 $0 $0 Arts $0 $0 $20,000 $0 $0 $0 $0 $0 $516,110 $2,084,640 $0 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O & M for this project are for maintenance items including spray wash, trash collection, landscape and various upkeep. Operating Costs: 2008 2009 2010 2011 $0 $0 $0 $0 Landscape $0 $0 $1,000 $1,030 $1,061 $5,801 Supplies/Contr $0 $0 $38,000 $39,140 $40,314 $220,455 $0 $0 $40,000 $41,200 $42,435 $232,058 Project: T0960 - Downtown Park-and-Ride Project Description: Capital Costs: $515 $515 2013-2017 Refuse Water TOTAL $500 $500 2012 $530 $530 $2,901 $2,901 Half Cent Sales Tax Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,000,000 $574,055 Finance Charges $0 $0 $0 $0 $0 $0 $73,986 Arts $0 $0 $0 $0 $0 $0 $40,000 Engineering Charges Land $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $84,620 $2,700,000 $0 $0 $0 $0 $0 $0 $7,472,661 TOTAL Operating Description: O&M for general maintenance and electricity. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape $0 $0 $0 $0 $0 $29,375 Utilities $0 $0 $0 $0 $0 $1,875 $0 $0 $0 $0 $0 $31,250 TOTAL *Project includes carryover funding ** New Project 340 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: T0990 - LRT St. Related Improvements Project Description: Capital Costs: Half Cent Sales Tax Funding Source: Roadway improvements related to light rail transit construction. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $0 $57,634 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Finance Charges Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $65,539 $5,763,405 Design $0 $0 $0 $0 $0 $0 $640,379 $0 $0 $0 $0 $0 $0 $6,619,457 TOTAL Operating Description: O & M associated with the maintenance of landscaping and light rail transit stops. Operating Costs: 2008 Landscape TOTAL 2009 2010 Capital Costs: 2012 2013-2017 $0 $0 $0 $0 $0 $12,000 $0 $0 $0 $0 $0 $12,000 Project: T7400 - **51st Avenue HES Projects Project Description: 2011 Half Cent Sales Tax Funding Source: This project provides for intersection capacity and safety improvements at the intersections of 51st Avenue & Camelback Rd and 51st Avenue & Northern Avenue. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $13,290 $0 $0 $0 $0 Construction $0 $0 $1,329,035 $0 $0 $0 $0 Finance Charges Engineering Charges $0 $0 $0 $0 $19,935 $48,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,410,260 $0 $0 $0 $0 TOTAL Operating Description: O&M costs are for landscape maintenance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $515 $530 $546 $563 $3,077 Landscape $0 $515 $530 $546 $563 $3,077 $0 $1,030 $1,060 $1,092 $1,126 $6,154 TOTAL *Project includes carryover funding ** New Project 341 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Transportation Grants (1650) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 67503 *Loop 101/Glendale P&R Lot $2,897,330 $0 $0 $0 $0 $0 67505 Grant Match - Capital $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $557,695 $0 $0 $0 $0 $0 $10,100,000 $6,900,000 $2,100,000 $3,600,000 $0 $0 $0 $0 $5,000,000 $3,100,000 $0 $0 $15,555,025 $8,900,000 $9,100,000 $8,700,000 $2,000,000 $10,000,000 67511 *Old Roma Alley Ped Project 67517 **Northern Pkwy Sarival - Dysart T0740 **Northern Pkwy Dysart - Loop101 Total Transportation Grants Projects: *Project includes carryover funding ** New Project 342 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Grants (1650) Category: Other Project: 67503 - *Loop 101/Glendale P&R Lot Project Description: Capital Costs: Arts Engineering Charges Construction Design TOTAL Operating 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. Carryover 2008 2009 2010 Capital Costs: $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $390,855 $0 $0 $0 $0 $0 $0 $2,897,330 $0 $0 $0 $0 $0 $0 No O&M at this time. Arts Engineering Charges Construction Design TOTAL Operating Description: Grants Funding Source: This represents a reserve appropriation for unanticipated grant opportunities that may arise during the fiscal year. Carryover 2008 2009 2010 2011 2012 2013-2017 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 No O&M at this time. Project reflects appropriation only. Project: 67511 - *Old Roma Alley Ped Project Capital Costs: 2013-2017 $0 TOTAL Project Description: 2012 $79,698 $2,415,607 Miscellaneous/Other Operating Description: 2011 $11,170 Project: 67505 - Grant Match - Capital Project Description: Grants Funding Source: Grants Funding Source: Design and construct alley improvements between 57th Drive and 58th Avenue, from Glendale Avenue to Glenn Drive. Match funds will be provided by Glendale Onboard. Carryover 2008 2009 2010 2011 2012 2013-2017 $4,929 $0 $0 $0 $0 $0 $0 $26,629 $492,922 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $33,215 $0 $0 $0 $0 $0 $0 $557,695 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 343 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Transportation Grants (1650) Category: Other Project: 67517 - **Northern Pkwy Sarival - Dysart Project Description: Grants Funding Source: This project provides grant funds for right-of-way acquisition of property within the Northern Parkway corridor alignment and advances construction funding. Regional funds will pay 70% of the cost with local matching funds focused on right-of-way acquisition. Capital Costs: Carryover Finance Charges $0 $150,000 $103,500 $31,500 $54,000 $0 $0 Land $0 $9,950,000 $6,796,500 $2,068,500 $3,546,000 $0 $0 $0 $10,100,000 $6,900,000 $2,100,000 $3,600,000 $0 $0 TOTAL Operating Description: 2008 2009 2010 2013-2017 Grants Funding Source: This project provides grant funding for right-of-way acquisition of property within the Northern Parkway corridor alignment and funds to advance construction. Capital Costs: Carryover Finance Charges Land $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 2012 No O&M at this time. Project: T0740 - **Northern Pkwy Dysart - Loop101 Project Description: 2011 2008 2009 2010 2011 $0 $0 $75,000 $4,925,000 $46,500 $3,053,500 $0 $0 $0 $0 $0 $5,000,000 $3,100,000 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 344 Return to CIP TOC 2012 2013-2017 FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Roadway Imp (1600) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 67801 Dev. Agree. - Mjr. Arterials $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 67802 Dev. Agree. - Arterials $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 67803 *Dev. Agree. - Signals $1,040,937 $578,645 $578,645 $578,645 $578,645 $2,730,403 67804 *59th Ave/Melinda to Pinncle Pk $6,708,980 $0 $0 $0 $0 $0 67808 *Bethany Home Rd-91st - 83rd Av $691,375 $0 $0 $0 $0 $7,286,725 67810 *Bethany Home Rd - 75th-83rd $493,215 $0 $0 $0 $0 $0 67811 *99th Ave Maryland-BH Road $638,065 $0 $0 $0 $0 $0 $10,172,572 $1,178,645 $1,178,645 $1,178,645 $1,178,645 $13,017,128 Total DIF-Roadway Imp Projects: *Project includes carryover funding ** New Project 345 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Roadway Imp (1600) Category: DIF Project: 67801 - Dev. Agree. - Mjr. Arterials Project Description: Capital Costs: Carryover TOTAL 2008 2009 2010 Capital Costs: $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 $0 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 Funding Source: Carryover 2008 2009 2010 TOTAL Operating Description: 2012 2013-2017 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 $0 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 Funding Source: Development Impact Fees Funds will be used to improve intersections that have experienced increased vehicular traffic generated by new development. This project provides for the installation or upgrades of traffic signals and intelligent transportation systems equipment at various locations throughout the city. Carryover 2008 2009 2010 2011 2012 $0 $10,000 $10,000 $10,000 $10,000 $10,000 $50,000 $0 $432,622 $40,000 $500,000 $40,000 $500,000 $40,000 $500,000 $40,000 $500,000 $40,000 $500,000 $40,000 $2,500,000 Finance Charges Engineering Charges Arts 2011 No O&M at this time. Land Design Construction Development Impact Fees $0 Project: 67803 - *Dev. Agree. - Signals Capital Costs: 2013-2017 This program will fund partial street improvements agreed to in development agreements for arterial streets as an incentive to the developer. Some of the improvements could include pavement widening, curb and gutter, sidewalks, landscaping, and street lights. TOTAL Project Description: 2012 No O&M at this time. Miscellaneous/Other Operating Description: 2011 $0 Project: 67802 - Dev. Agree. - Arterials Project Description: Development Impact Fees This program will fund partial street improvements agreed to in development agreements for major arterials as an incentive to the developer. Some of the improvements could include widening, curb and gutter, sidewalks, landscaping, and street lights. Miscellaneous/Other Operating Description: Funding Source: 2013-2017 $0 $14,113 $14,113 $14,113 $14,113 $14,113 $70,565 $23,220 $6,450 $9,532 $5,000 $9,532 $5,000 $9,532 $5,000 $9,532 $5,000 $9,532 $5,000 $44,838 $25,000 $462,292 $578,645 $578,645 $578,645 $578,645 $578,645 $2,730,403 O & M costs are for the electricity and maintenance of new traffic signal installations. Operating Costs: 2008 2009 2010 2011 2012 Equip. Maint. Utilities $5,090 $10,180 $5,243 $10,485 $5,400 $10,800 $5,562 $11,124 $5,729 $11,458 $31,328 $62,655 $15,270 $15,728 $16,200 $16,686 $17,187 $93,983 TOTAL *Project includes carryover funding ** New Project 346 Return to CIP TOC 2013-2017 2008-2017 Capital Improvement Project Detail Fund: DIF-Roadway Imp (1600) Category: DIF Project: 67804 - *59th Ave/Melinda to Pinncle Pk Project Description: Capital Costs: Arts Funding Source: Development Impact Fees Construct roadway improvements to 59th Avenue through Thunderbird Conservation Park between Melinda Lane and Pinnacle Peak Road. Carryover 2008 2009 2010 2011 2012 2013-2017 $15,000 $0 $0 $0 $0 $0 $0 $2,216,898 $54,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Contingency $120,000 $0 $0 $0 $0 $0 $0 Construction $4,303,082 $0 $0 $0 $0 $0 $0 $6,708,980 $0 $0 $0 $0 $0 $0 Design Engineering Charges TOTAL Operating Description: No O&M at this time. Project: 67808 - *Bethany Home Rd-91st - 83rd Av Project Description: Capital Costs: Land Funding Source: Development Impact Fees Project will pay for the construction of the north side of Bethany Home Road between 83rd and 91st Avenues only if the roadway is developed next to the Grand Canal by the developer. Funds will not be needed until a developer constructs the roadway in the future. Carryover 2008 2009 2010 2011 2012 2013-2017 $134,500 $0 $0 $0 $0 $0 $5,700,000 Construction Finance Charges $0 $0 $0 $6,875 $0 $0 $0 $0 $0 $0 $0 $0 $1,100,000 $177,725 Engineering Charges $0 $0 $0 $0 $0 $0 $48,000 Arts $0 $0 $0 $0 $0 $0 $11,000 $275,000 $275,000 $0 $0 $0 $0 $250,000 $409,500 $281,875 $0 $0 $0 $0 $7,286,725 Contingency TOTAL Operating Description: No O&M at this time. Project: 67810 - *Bethany Home Rd - 75th-83rd Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: Development Impact Fees Construct street improvements including new bridge over the Grand Canal between 75th and 83rd Avenues. Carryover 2008 2009 2010 2011 2012 2013-2017 $493,215 $0 $0 $0 $0 $0 $0 $493,215 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 347 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Roadway Imp (1600) Category: DIF Project: 67811 - *99th Ave Maryland-BH Road Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: Development Impact Fees Construct street improvements along 99th Ave & Maryland. Carryover 2008 2009 2010 2011 2012 2013-2017 $638,065 $0 $0 $0 $0 $0 $0 $638,065 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 348 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Street Construction (1980) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $267,279 $81,843 $81,843 $81,843 $0 $408,608 $0 $0 $0 $0 $0 $8,991,986 $1,337,653 $0 $1,291,017 $0 $0 $6,409,952 68113 *Downtown Parking Structure $20,312,708 $0 $0 $0 $0 $20,551,000 68115 **Arterial Streets Overlay-2 in $8,000,000 $8,000,000 $8,000,000 $8,000,000 $8,000,000 $35,537,145 T1210 **Orangewood 99th to Glendale $0 $0 $0 $0 $0 $18,849,767 T1220 **Myrtle, 99th to Glendale $0 $0 $0 $0 $0 $13,527,837 T1230 **New River Bridge at Maryland $0 $0 $0 $0 $0 $54,401,846 $29,917,640 $8,081,843 $9,372,860 $8,081,843 $8,000,000 $158,678,141 68102 *Petition Lighting Program 68103 Street Scallop 68104 *Street Beautification Total Street Construction Projects: *Project includes carryover funding ** New Project 349 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Street Construction (1980) Category: 20% Project: 68102 - *Petition Lighting Program Project Description: Capital Costs: Arts Construction TOTAL Operating Description: Carryover 2008 2009 2010 2012 2013-2017 $0 $3,326 $1,996 $1,996 $1,996 $0 $9,375 $6,828 $4,097 $4,097 $4,097 $0 $20,483 $863 $125,802 $1,250 $125,000 $750 $75,000 $750 $75,000 $750 $75,000 $0 $0 $3,750 $375,000 $130,875 $136,404 $81,843 $81,843 $81,843 $0 $408,608 O & M costs are for electricity and maintenance of new street lighting. 2008 Equip. Maint. TOTAL 2009 2010 2011 2012 2013-2017 $6,125 $5,309 $5,468 $5,632 $5,801 $31,724 $6,125 $5,309 $5,468 $5,632 $5,801 $31,724 Project: 68103 - Street Scallop Capital Costs: 2011 $4,210 Operating Costs: Project Description: General Obligation Bonds This project installs additional street lighting in areas that have been determined to be inadequate. Finance Charges Engineering Charges Funding Source: Funding Source: General Obligation Bonds The scallop street program is used to complete street improvements to reduce traffic accidents, enhance traffic flow, provide safety to adjacent pedestrian traffic, and to mitigate property flooding. Projects are selected based on need and available funding from a scallop street inventory maintained by the Engineering department. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $0 $0 $8,567,000 Finance Charges $0 $0 $0 $0 $0 $0 $219,316 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $120,000 $85,670 $0 $0 $0 $0 $0 $0 $8,991,986 TOTAL Operating Description: O&M for landscape maintenance and electricity for approximately 9 lights and 13,200 sq. ft. of landscaping. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape $0 $0 $0 $0 $0 $11,220 Electrical $0 $0 $0 $0 $0 $4,950 $0 $0 $0 $0 $0 $16,170 TOTAL *Project includes carryover funding ** New Project 350 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Street Construction (1980) Category: 20% Project: 68104 - *Street Beautification Project Description: Funding Source: General Obligation Bonds The street beautification program is used to complete landscaping improvements that were not required of the developer at the time of development. The objective of the program is to create an aesthetically pleasing landscape continuity. Capital Costs: Carryover Finance Charges $0 $31,488 $0 $31,488 $0 $0 $156,340 $0 $46,636 $17,229 $1,230,000 $0 $0 $17,229 $1,230,000 $0 $0 $0 $0 $85,542 $6,107,000 $0 $12,300 $0 $12,300 $0 $0 $61,070 $46,636 $1,291,017 $0 $1,291,017 $0 $0 $6,409,952 Engineering Charges Construction Arts TOTAL Operating Description: 2008 2009 2010 Capital Costs: Land 2012 2013-2017 No O&M at this time. Project: 68113 - *Downtown Parking Structure Project Description: 2011 Funding Source: General Obligation Bonds Construction of mixed-use parking structure at Bank of America site - one level below grade and 4 above grade, approx. 600 spaces, and 11,000 sq. ft of retail/office component. Carryover 2008 2009 2010 2011 2012 2013-2017 $193,562 $0 $0 $0 $0 $0 $3,609,208 $0 $0 $0 $0 $0 $0 Construction Finance Charges $0 $0 $15,500,000 $263,695 $0 $0 $0 $0 $0 $0 $0 $0 $4,000,000 $475,000 Engineering Charges $0 $139,500 $0 $0 $0 $0 $36,000 Arts $0 $155,000 $0 $0 $0 $0 $40,000 Contingency $0 $451,743 $0 $0 $0 $0 $1,000,000 $3,802,770 $16,509,938 $0 $0 $0 $0 $20,551,000 Design TOTAL Operating Description: $15,000,000 First year O&M reflects ongoing funding including electricity utility charges and service contracts (such as elevator, fire alarm & suppression, access control, CCTV contracts) and one-time expenses such as building services test equipment and communication equipment. Years 2 and forward reflects all estimated O&M costs to continue maintaining the garage (without consideration of any retail revenue component). Estimated need is one building maintenance worker and one custodian; 1 fully-equipped truck, building maintenance supplies and line supplies. Costs are doubled in out years for possibility of second parking structure. Operating Costs: 2008 PC/Vehicle Replacement Electrical $0 $20,100 $2,500 $131,400 $2,575 $135,342 $2,652 $139,402 $2,732 $143,584 $29,878 $785,178 Equip. Maint. 2009 2010 2011 2012 2013-2017 $0 $9,500 $9,785 $10,079 $10,381 $113,534 Bldg. Maint. Utilities $0 $87,600 $7,200 $135,342 $7,416 $139,402 $7,638 $143,584 $7,868 $147,892 $43,023 $808,733 Supplies/Contr $16,667 $75,500 $77,765 $80,098 $82,501 $451,149 $0 $107,155 $110,370 $113,681 $117,091 $1,170,910 $124,367 $468,597 $482,655 $497,134 $512,049 $3,402,405 Staffing TOTAL *Project includes carryover funding ** New Project 351 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Street Construction (1980) Category: 20% Project: 68115 - **Arterial Streets Overlay-2 in Project Description: Capital Costs: Funding Source: General Obligation Bonds Funding to implement an ongoing 2-inch rubberized asphalt overlay program for the arterial street network to double the life of the street condition to 15-20 years compared to 7-10 years as typically seen through a one-inch overlay. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $77,277 $77,277 $77,277 $77,277 $77,277 $343,354 Construction Finance Charges $0 $0 $7,727,650 $195,073 $7,727,650 $195,073 $7,727,650 $195,073 $7,727,650 $195,073 $7,727,650 $195,073 $34,335,406 $858,385 $0 $8,000,000 $8,000,000 $8,000,000 $8,000,000 $8,000,000 $35,537,145 TOTAL Operating Description: No O&M at this time. Project: T1210 - **Orangewood 99th to Glendale Project Description: Capital Costs: Funding Source: General Obligation Bonds This project will construct the extension of Orangewood Avenue west of 99th Avenue and connect back to Glendale Avenue east of the New River Bridge. The improvements include pavement, curb, gutter, raised median, sidewalks, landscaping, and street lights. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $3,651,025 Construction $0 $0 $0 $0 $0 $0 $4,239,254 Finance Charges Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $459,750 $92,500 Arts $0 $0 $0 $0 $0 $0 $42,393 Contingency $0 $0 $0 $0 $0 $0 $1,327,645 Land $0 $0 $0 $0 $0 $0 $9,037,200 $0 $0 $0 $0 $0 $0 $18,849,767 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 352 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Street Construction (1980) Category: 20% Project: T1220 - **Myrtle, 99th to Glendale Project Description: Capital Costs: Funding Source: General Obligation Bonds This project will construct the extension of Myrtle Avenue west of 99th Avenue and connect back to Glendale Avenue east of the New River Bridge. The improvements include pavement, curb, gutter, raised medians, sidewalks, landscaping, and street lights. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $0 $0 $3,121,489 Contingency Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $950,849 $31,215 Finance Charges $0 $0 $0 $0 $0 $0 $329,947 Design Land $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,614,835 $6,387,002 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 $0 $0 $0 $0 $0 $0 $13,527,837 TOTAL Operating Description: No O&M at this time. Project: T1230 - **New River Bridge at Maryland Project Description: Capital Costs: Funding Source: General Obligation Bonds This project will construct a new bridge over New River on the Maryland Avenue extension. The improvements include a bridge, pavement, curb, gutter, sidewalks, and street lighting to complete the necessary extension of the existing roadway to handle the increase in traffic volume. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $3,841,916 Land $0 $0 $0 $0 $0 $0 $25,757,040 Design Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,565,270 $12,662,125 Finance Charges $0 $0 $0 $0 $0 $0 $1,326,874 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $122,000 $126,621 $0 $0 $0 $0 $0 $0 $54,401,846 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 353 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: HURF Fund: HURF Bonds (2000) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 68900 *67th Ave Cactus to ACDC $2,793,692 $2,207,099 $0 $0 $0 $0 68901 *Bethany Home - 75th to 83rd $1,613,711 $0 $0 $0 $0 $0 $560,455 $0 $0 $0 $0 $0 $54,058 $0 $0 $0 $0 $0 $3,559,395 $0 $0 $0 $0 $0 68911 Camelback Imp's-67th to 99th $0 $0 $0 $0 $0 $3,226,700 68912 83rd Ave-Glendale to Northern $0 $261,670 $2,480,205 $0 $0 $0 68913 99th Widening-Camelbck-Northrn $0 $469,783 $6,000,734 $0 $0 $0 68914 Glendale Ave-67th to Litchfeld $0 $0 $0 $0 $0 $5,394,063 $8,581,311 $2,938,552 $8,480,939 $0 $0 $8,620,763 68904 *91st Ave. Widening - Camelback 68906 *59th Ave Olive to Brown 68909 *67th Ave-Camelback to Grand Total HURF Bonds Projects: *Project includes carryover funding ** New Project 354 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: HURF Bonds (2000) Category: HURF Project: 68900 - *67th Ave Cactus to ACDC Project Description: Capital Costs: Design HURF Bonds Funding Source: Project will widen 67th Avenue to four through lanes and a continuous left turn lane. Construction will include curb, gutter, sidewalk, street lighting, underground utility conversion and landscaping. Carryover 2008 2009 2010 2011 2012 2013-2017 $175,000 $375,000 $150,000 $0 $0 $0 $0 Construction Finance Charges $0 $4,281 $2,000,000 $63,668 $0 $53,832 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $4,010 $51,733 $3,267 $0 $0 $0 $0 Arts $0 $20,000 $0 $0 $0 $0 $0 Contingency Land $0 $0 $0 $100,000 $2,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $183,291 $2,610,401 $2,207,099 $0 $0 $0 $0 TOTAL Operating Description: O&M for landscape maintenance at $0.17/square foot and power and electricity for approximately 40 street lights. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape $0 $2,000 $2,060 $2,122 $2,185 $11,951 Utilities $0 $5,000 $5,150 $5,305 $5,464 $29,877 $0 $7,000 $7,210 $7,427 $7,649 $41,828 TOTAL Project: 68901 - *Bethany Home - 75th to 83rd Project Description: Capital Costs: Arts HURF Bonds Funding Source: Construct street improvements including new bridge over the Grand Canal between 75th and 83rd Avenues. Carryover 2008 2009 2010 2011 2012 2013-2017 $1,212 $0 $0 $0 $0 $0 $0 Design $963,737 $0 $0 $0 $0 $0 $0 Construction Finance Charges $547,921 $46,722 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $54,119 $0 $0 $0 $0 $0 $0 $1,613,711 $0 $0 $0 $0 $0 $0 Engineering Charges TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 355 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: HURF Bonds (2000) Category: HURF Project: 68904 - *91st Ave. Widening - Camelback Project Description: Capital Costs: Arts HURF Bonds Funding Source: Construct street widening on 91st Avenue from Camelback to Maryland. Carryover 2008 2009 2010 2011 2012 2013-2017 $17,245 $0 $0 $0 $0 $0 $0 Finance Charges $139,136 $0 $0 $0 $0 $0 $0 Design Construction $144,693 $259,381 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $560,455 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. Project: 68906 - *59th Ave Olive to Brown Project Description: HURF Bonds Funding Source: Construct street improvements on 59th Avenue between Olive and Mountain View Road. Construction to be partially funded with federal funds ($917,500). Capital Costs: Carryover Construction Finance Charges $19,526 $19,232 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $5,500 $0 $0 $0 $0 $0 $0 Arts $9,800 $0 $0 $0 $0 $0 $0 $54,058 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 Capital Costs: Engineering Charges Design Construction 2012 2013-2017 No O&M at this time. Project: 68909 - *67th Ave-Camelback to Grand Project Description: 2011 HURF Bonds Funding Source: Construct street improvements on 67th Avenue from Camelback to Grand Ave. The Glendale Onboard program will fund design and construction of 67th Avenue at Camelback & Glendale Avenue. Carryover 2008 2009 2010 2011 2012 2013-2017 $17,685 $0 $0 $0 $0 $0 $0 $97,705 $3,410,554 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Arts $10,000 $0 $0 $0 $0 $0 $0 Finance Charges $23,451 $0 $0 $0 $0 $0 $0 $3,559,395 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 356 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: HURF Bonds (2000) Category: HURF Project: 68911 - Camelback Imp's-67th to 99th Project Description: Capital Costs: HURF Bonds Funding Source: Complete street improvements on Camelback Road between 67th and 99th Avenues. Work will include curb, gutter, sidewalk, streetlights, landscaping. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $500,000 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,500,000 $78,700 Engineering Charges $0 $0 $0 $0 $0 $0 $55,500 Arts $0 $0 $0 $0 $0 $0 $25,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $67,500 $0 $0 $0 $0 $0 $0 $3,226,700 TOTAL Operating Description: No O&M at this time. Project: 68912 - 83rd Ave-Glendale to Northern Project Description: Capital Costs: HURF Bonds Funding Source: Complete street improvements on 83rd Ave from Glendale to Northern. Improvements include curb, gutter, sidewalk, streetlights, and landscaping. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $20,000 $0 $0 $0 Design Construction $0 $0 $0 $0 $250,000 $0 $350,000 $2,000,000 $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $6,382 $60,493 $0 $0 $0 Engineering Charges $0 $0 $5,288 $49,712 $0 $0 $0 $0 $0 $261,670 $2,480,205 $0 $0 $0 TOTAL Operating Description: O&M for landscape maintenance at $0.17/square foot and power and electricity for approximately 20 street lights ($125 ea/year). Operating Costs: Landscape Utilities TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $6,285 $2,500 $6,474 $2,575 $6,668 $2,652 $36,462 $14,504 $0 $0 $8,785 $9,049 $9,320 $50,966 *Project includes carryover funding ** New Project 357 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: HURF Bonds (2000) Category: HURF Project: 68913 - 99th Widening-Camelbck-Northrn Project Description: Capital Costs: HURF Bonds Funding Source: Complete street improvements on 99th Avenue from Camelback to Northern Avenues as the property develops. Improvements include curb, gutter, sidewalk, streetlights, landscaping and a bridge widening over the Grand Canal. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $2,000,000 $0 $0 $0 Arts Engineering Charges $0 $0 $0 $0 $0 $8,325 $35,000 $69,375 $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $11,458 $146,359 $0 $0 $0 Design Construction $0 $0 $0 $0 $450,000 $0 $250,000 $3,500,000 $0 $0 $0 $0 $0 $0 $0 $0 $469,783 $6,000,734 $0 $0 $0 TOTAL Operating Description: O&M for approximately 132 street lights ($125 ea/yr). Landscaping will be maintained by the commercial developer adjacent to the roadway. Operating Costs: 2008 Utilities TOTAL 2009 2010 Capital Costs: 2012 2013-2017 $0 $0 $0 $16,500 $16,995 $92,936 $0 $0 $0 $16,500 $16,995 $92,936 Project: 68914 - Glendale Ave-67th to Litchfield Project Description: 2011 HURF Bonds Funding Source: Complete street improvements along Glendale Avenue - 99th Avenue to Litchfield Road. Improvements include construction of curb, gutter, sidewalk and appurtenances. The street improvements between 67th and 99th Avenue will be completed by developers and Glendale Onboard. Carryover 2008 2009 2010 2011 2012 2013-2017 Miscellaneous/Other $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $500,000 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,500,000 $131,563 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $45,000 $0 $0 $0 $0 $0 $0 $5,394,063 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 358 Return to CIP TOC $125,000 FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Street Fund (1340) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 69400 Street Maintenance Equipment $240,000 $0 $0 $0 $0 $635,000 69410 Right of Way Maintenance Equip $262,000 $0 $0 $0 $0 $0 $502,000 $0 $0 $0 $0 $635,000 Total Street Fund Projects: *Project includes carryover funding ** New Project 359 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Street Fund (1340) Category: Other Project: 69400 - Street Maintenance Equipment Project Description: Capital Costs: Highway User Revenue Fund Replace five pieces of equipment that are not in the vehicle replacement program, purchase a new sweeper, and add this equipment to the vehicle replacement program when purchased. In FY08, purchase one milling machine at a cost of $240,000. Carryover Equipment TOTAL Operating Description: Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $240,000 $0 $0 $0 $0 $635,000 $0 $240,000 $0 $0 $0 $0 $635,000 An Equipment Operator is needed to operate the new street sweeper to be purchased in FY13. Staffing cost for this position in FY13 is projected to be $62,500 including benefits. Vehicle replacement charges are based on a 10-year lifecycle with a 4% inflation adjustment. Additional equipment maintenance costs are only needed for the sweeper as all other equipment will replace existing equipment. All of this equipment will be added to the vehicle replacement fund and the annual rental rate for this replacement equipment will be paid from the operating budget. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 $88,900 Equip. Maint. Staffing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $38,036 $62,500 $0 $0 $0 $0 $0 $189,436 TOTAL Project: 69410 - Right of Way Maintenance Equip Project Description: Capital Costs: Highway User Revenue Fund Replace 4 pieces of equipment not in the vehicle replacement fund (VRP) and add them to the VRP upon purchase. Funding in FY08 for a 3/4 ton pickup with service body at a cost of $31,500, a grade tractor at a cost of $55,000, one small dump truck at a cost of $67,000, two one-ton trucks with service body at a cost of $45,000 each and a 3/4-ton pickup at a cost of $18,500. Carryover Equipment TOTAL Operating Description: Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $262,000 $0 $0 $0 $0 $0 $0 $262,000 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 360 Return to CIP TOC 2008-2017 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 2008 includes carryover funds for the continuation of phase II of Thunderbird Paseo improvements that include additional turf and new amenities. Funding for further development of the Grand Canal Linear Park is scheduled for FY 2009 and FY 2010. DIF funds will be used to complete the construction of a ten acre equestrian staging area and park node located at 82nd Avenue and Bethany Home along the Grand Canal Linear Park. Left & Below: Thunderbird Paseo Park at 51st Avenue & Cactus through 72nd Avenue & Greenway. Above: Thunderbird Conservation Park is located at 59th Avenue & Pinnacle Peak Road. Improvements are slated for the last five years of the capital plan (project 2140-T1630) 361 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Open Space/Trails (2140) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $564,046 $0 $0 $0 $0 $1,619,390 $97,063 $0 $0 $0 $0 $0 $0 $1,234,143 $894,489 $0 $0 $4,937,247 $13,365 $0 $0 $0 $0 $19,239,264 70005 West Valley Multi-Modal Corrid $0 $0 $0 $0 $0 $2,044,673 T1600 Equestrian Bridge $0 $0 $346,566 $0 $0 $0 T1610 WARP - Trail System $0 $0 $0 $0 $0 $3,182,882 T1620 Land Acquisition $0 $0 $0 $0 $0 $26,136,000 T1630 Thunderbird Park Improvements $0 $0 $0 $0 $0 $4,545,628 T1760 River Walk $0 $0 $0 $0 $0 $12,153,425 $674,474 $1,234,143 $1,241,055 $0 $0 $73,858,509 70000 *Thunderbird Paseo Park Develop 70001 *Skunk Creek Linear Park 70002 Grand Canal Linear Park 70003 *City-Wide Trails System Total Open Space/Trails Projects: *Project includes carryover funding ** New Project 362 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: 70000 - *Thunderbird Paseo Park Develop Project Description: Capital Costs: Funding Source: General Obligation Bonds Thunderbird Paseo Linear Park improvements. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $0 $0 $1,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $39,790 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $43,000 $10,000 Equipment $0 $0 $0 $0 $0 $0 $83,000 Contingency $0 $0 $0 $0 $0 $0 $143,600 $564,046 $0 $0 $0 $0 $0 $300,000 $564,046 $0 $0 $0 $0 $0 $1,619,390 Design TOTAL Operating Description: O & M would vary based upon the specific type of future landscape improvements that are implemented. The staffing example is for part-time assistances. Additional O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water, $.143 per square foot for building water and $320 per month for trash services. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $3,750 Water Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $333 $69,870 Insurance $0 $0 $0 $0 $0 $2,711 Equip. Maint. $0 $0 $0 $0 $0 $75,000 Bldg. Maint. Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $90,000 $174,967 Staffing $0 $0 $0 $0 $0 $85,626 $0 $0 $0 $0 $0 $502,257 TOTAL Project: 70001 - *Skunk Creek Linear Park Project Description: Capital Costs: Design TOTAL Operating Description: Funding Source: General Obligation Bonds 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $97,063 $0 $0 $0 $0 $0 $0 $97,063 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 363 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: 70002 - Grand Canal Linear Park Project Description: Capital Costs: Funding Source: General Obligation Bonds Funding for design, development and enhancement of the Grand Canal Linear Park and trail from 75th Avenue to New River. Improvements include enhanced trail segments and amenities to meet the growing demand for multi-use pathways. This project has a partnership with the Flood Control District of Maricopa County (FCDMC). Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $9,426 $7,809 $0 $0 $37,097 Equipment Engineering Charges $0 $0 $0 $0 $0 $16,328 $0 $11,763 $0 $0 $0 $0 $68,245 $64,409 Finance Charges $0 $0 $30,101 $21,816 $0 $0 $120,420 Construction Design $0 $0 $0 $0 $942,631 $141,394 $780,910 $0 $0 $0 $0 $0 $3,709,661 $566,449 Contingency $0 $0 $94,263 $72,191 $0 $0 $370,966 $0 $0 $1,234,143 $894,489 $0 $0 $4,937,247 TOTAL Operating Description: Supplies/contracts include $601 per acre x 20 acres. Building maintenance includes electricity maintenance of 50 low-level security light along the trail system. Landscape includes maintenance at $.090 per sq. ft. x 871,200 (area of the trail system), ramada cleaning (3) x $4,000, and landscape water $.045 sq. ft. x 871,200 sq. ft. Water for park without restroom using potable water is $1,370 per acre x 20 acres. Operating Costs: Water Landscape 2008 2009 $0 $0 2010 $1,207 $129,612 $1,243 $133,500 2011 $1,281 $137,505 2012 2013-2017 $1,319 $141,631 $7,212 $774,494 Bldg. Maint. $0 $4,400 $4,532 $4,668 $4,808 $26,292 Supplies/Contr $0 $12,020 $12,381 $12,752 $13,135 $71,825 $0 $147,239 $151,656 $156,206 $160,893 $879,823 TOTAL *Project includes carryover funding ** New Project 364 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: 70003 - *City-Wide Trails System Project Description: Capital Costs: General Obligation Bonds 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. This project relates to the Council goal of "Creating a Vibrant City Center" by connecting these multi-use trails to the downtown area. Carryover Design Construction Finance Charges Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,245,950 $14,973,000 $13,365 $0 $0 $0 $0 $0 $258,284 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $115,000 $149,730 Contingency $0 $0 $0 $0 $0 $0 $1,497,300 $13,365 $0 $0 $0 $0 $0 $19,239,264 TOTAL Operating Description: Specific scope will determine the additional operations and maintenance to include utilities for additional lighting and signage maintenance, contracts for cleaning trails and rest nodes, landscape maintenance, water costs, and building maintenance for repairs and maintenance of drinking fountains. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $0 $0 $0 $0 $103,355 Landscape PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $38,758 $18,000 Bldg. Maint. $0 $0 $0 $0 $0 $100,000 Utilities Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $336,329 $155,889 $0 $0 $0 $0 $0 $752,331 TOTAL *Project includes carryover funding ** New Project 365 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: 70005 - West Valley Multi-Modal Corrid Project Description: Capital Costs: Funding Source: General Obligation Bonds Multi-modal trail system along New River and Agua Fria River Corridor as per the Maricopa Association of Governments West Valley Rivers Trails Plan. Trail system will link with other trails in and around the City of Glendale connecting parks and other recreation facilities. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $154,441 Design Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $231,662 $1,544,414 Finance Charges $0 $0 $0 $0 $0 $0 $49,870 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $48,842 $15,444 $0 $0 $0 $0 $0 $0 $2,044,673 TOTAL Operating Description: Supplies and contracts include $601 x 10 acres. Building maintenance costs include 34 low-level security lights for rest nodes and trail at $75 per and $13 per lamp for bulb replacement. Landscape includes maintenance of approximately 435,600 sq. ft. x $.090 per sq. ft., water at $.045 per sq. ft. x 435,600 sq. ft., and ramada cleaning/maintenance at $4,000 per ramada x three ramadas. Water includes park without restroom (three drinking fountains) x $60.39 annually. Operating Costs: Water Landscape 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,114 $435,793 Bldg. Maint. $0 $0 $0 $0 $0 $18,415 Supplies/Contr $0 $0 $0 $0 $0 $36,990 $0 $0 $0 $0 $0 $492,312 TOTAL *Project includes carryover funding ** New Project 366 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: T1600 - Equestrian Bridge Project Description: Capital Costs: Funding Source: Equestrian bridge to cross AZ Canal on the south side of Thunderbird Paseo Linear Park and west of 51st Ave and south of Cactus Ave. to link equestrian neighborhood to T-Bird Paseo & Regional Sun Circle Trail. This project supports Council goals to "Create Strong Neighborhoods and providing Quality Services For Citizens." Carryover 2008 2009 2010 Design Construction $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 Engineering Charges Arts $0 $0 $0 $0 Contingency $0 $0 TOTAL Operating Description: General Obligation Bonds 2011 2012 2013-2017 $27,067 $270,670 $0 $0 $0 $0 $0 $0 $0 $4,466 $0 $0 $0 $0 $0 $14,589 $2,707 $0 $0 $0 $0 $0 $0 $0 $0 $27,067 $0 $0 $0 $0 $0 $346,566 $0 $0 $0 Supplies/contract is to clean, inspect, and make any repairs to the bridge that are needed on an annual basis computed at $55.50 a linear foot. Equipment maintenance is electricity for bridge lighting @ $75 for each of two poles. Building Maintenance is $1.25 sq. ft. X bridge surface (840 sq. ft). Landscape maintenance computed at $.090 cents for about 1,000 square feet of area at each end of the bridge. Operating Costs: 2008 Landscape Equip. Maint. 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $180 $150 $185 $155 $191 $159 Bldg. Maint. $0 $0 $1,050 $1,082 $1,116 $6,103 Supplies/Contr $0 $0 $3,885 $4,005 $0 $21,901 $0 $0 $5,265 $5,427 $1,466 $29,918 TOTAL Project: T1610 - WARP - Trail System Project Description: Capital Costs: Funding Source: $1,044 $870 General Obligation Bonds Develop and enhance an approx. 2.5 miles of meandering trail system in the western area regional park. This project will link with existing Grand Canal Linear Park Trail and create a seamless trail system throughout the western area regional park without crossing surface streets. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $0 $77,631 Design Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $363,125 $242,083 Construction $0 $0 $0 $0 $0 $0 $2,420,835 $0 $0 $0 $0 $0 $0 $3,182,882 TOTAL Operating Description: $55,000 $24,208 Operating and maintenance costs are included in the Western Area Regional Park (2060-70532) operation and maintenance. *Project includes carryover funding ** New Project 367 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: T1620 - Land Acquisition Project Description: Capital Costs: Carryover TOTAL 2008 2009 2010 Capital Costs: 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $26,136,000 $0 $0 $0 $0 $0 $0 $26,136,000 No O&M at this time. Project: T1630 - Thunderbird Park Improvements Project Description: General Obligation Bonds Funds to acquire property for future parks, open space and trailheads in various location identified in the Parks and Recreation 2002 Master Plan. Land Operating Description: Funding Source: Funding Source: General Obligation Bonds Implementation of improvements to the park as identified in the 2006 Thunderbird Conservation Park Master Plan. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $0 $0 $3,000,000 Contingency $0 $0 $0 $0 $0 $0 $450,000 Equipment Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $18,000 $30,000 Finance Charges $0 $0 $0 $0 $0 $0 $75,478 Design $0 $0 $0 $0 $0 $0 $900,000 Engineering Charges $0 $0 $0 $0 $0 $0 $72,150 $0 $0 $0 $0 $0 $0 $4,545,628 TOTAL Operating Description: Supplies are at $601 per acre X 5 acres plus ramada cleaning contract at $4,000 per ramada per yr. Utilities at $1.75 sq. ft. X 2,000 sq. ft. plus inflation plus 10 light poles @ $75 each. Building Maintenance @ $7.00 X 2,000 square feet, refuse @ 3,864 per year. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $22,498 Landscape $0 $0 $0 $0 $0 $187,057 PC/Vehicle Replacement Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $7,500 Bldg. Maint. $0 $0 $0 $0 $0 $70,000 Utilities $0 $0 $0 $0 $0 $17,500 Supplies/Contr $0 $0 $0 $0 $0 $213,775 $0 $0 $0 $0 $0 $523,330 TOTAL *Project includes carryover funding ** New Project 368 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: T1760 - River Walk Project Description: Capital Costs: Funding Source: General Obligation Bonds Dedication of approximately 10 acres of vacant land to develop a linear park as a result of development of a mixed use "River Walk " on approximately 28 acres of land designated for commercial development. The project's purpose is to create activity near the Cardinals Football Stadium and AZSTA Facility. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $2,460,000 Contingency Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,000,000 $8,200,000 Finance Charges $0 $0 $0 $0 $0 $0 $296,425 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $115,000 $82,000 $0 $0 $0 $0 $0 $0 $12,153,425 TOTAL Operating Description: Based on information provided by an outside consultant the River Walk O & M includes circulation pumps, an aerator, motor repairs and equipment maintenance, testing of discharge water, paint and light poles, sidewalk/wall repairs, landscaping, refuse clean-up, utilities, fish supply, and (1) maintenance waterway manager ($44,088) and (1) service worker II ($57,131). O&M costs for 1 year are estimated at $1.2 million. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $50,000 Water Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $1,500,000 Electrical $0 $0 $0 $0 $0 $100,000 Insurance Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,700 $2,000,000 Bldg. Maint. $0 $0 $0 $0 $0 $1,000,000 Utilities $0 $0 $0 $0 $0 $1,000,000 Supplies/Contr Staffing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $506,095 $0 $0 $0 $0 $0 $6,685,795 TOTAL *Project includes carryover funding ** New Project 369 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Citywide Open Spaces (1520) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $484,579 $0 $0 $0 $0 $0 70452 **Park Improvements - City Wide $49,727 $75,327 $0 $0 $0 $0 Total DIF-Citywide Open Spaces Project $534,306 $75,327 $0 $0 $0 $0 70451 *Equestrian Staging Area *Project includes carryover funding ** New Project 370 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Citywide Open Spaces (1520) Category: DIF Project: 70451 - *Equestrian Staging Area Project Description: Capital Costs: Funding Source: Development Impact Fees Complete the construction of the ten acre equestrian staging area and park node located at 82nd Avenue and Bethany Home Road along the Grand Canal Linear Park to meet growing service demands. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $37,156 $1,445 $0 $0 $0 $0 $0 Arts Engineering Charges $3,670 $20,680 $158 $8,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges Construction Design TOTAL Operating Description: $3,670 $0 $0 $0 $0 $0 $0 $339,000 $15,750 $0 $0 $0 $0 $0 $55,050 $0 $0 $0 $0 $0 $0 $459,226 $25,353 $0 $0 $0 $0 $0 Staffing includes one Service Worker I. Additional O&M assumes $601 per acre for supplies and contracts, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water and $.143 per square foot for building water. O&M based on 435,600 square feet of landscape and 3 ramadas. Operating Costs: 2008 2009 2010 2011 2012 Landscape $18,092 $18,635 $19,194 $19,770 $20,363 $9,510 $9,795 $10,089 $10,392 $10,704 $58,532 $17,128 $48,096 $49,539 $51,025 $52,556 $287,396 $44,730 $76,526 $78,822 $81,187 $83,623 $457,280 Supplies/Contr Staffing TOTAL Project: 70452 - **Park Improvements - City Wide Project Description: Capital Costs: $111,352 Development Impact Fees Develop and update parks city-wide to accommodate growth per the Parks and Recreation 2002 Master Plan. Funding will be used to develop facilities and parks to accommodate increased use by residents from new or growing residential developments. Carryover 2008 Contingency Arts $0 $0 Engineering Charges $0 Construction $0 $0 $49,727 TOTAL Operating Description: Funding Source: 2013-2017 $4,050 $405 2009 2010 2011 2012 2013-2017 $6,135 $614 $0 $0 $0 $0 $0 $0 $0 $0 $4,772 $7,228 $0 $0 $0 $0 $40,500 $61,350 $0 $0 $0 $0 $75,327 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 371 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Parks PARKS Park projects are traditionally funded by a combination of park G.O. bonds and DIF. Park land acquisitions, renovations and enhancements to existing facilities will continue to be a major CIP priority during the next ten years. Park redevelopment continues in FY 2008 and FY 2009 to renovate older parks per the Parks & Recreation Commission and staff recommendation. Renovations include armadas, turf, irrigation, playgrounds, sports courts and ballfields, security lighting and landscaping. In FY 2008 DIF carryover will be used to complete phase II construction of a multi-use football/soccer field complex and community park at 71st and Orangewood Avenue. DIF funds will continue to be used for 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 areas north of Greenway Road. The following detail sheets provide specific information about all of the recreational projects included in the CIP. Above: Foothills Recreation & Aquatics Center completed in FY 2007. 372 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Park Bond Fund (2060) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $1,971,823 $1,675,845 $0 $0 $0 $18,409,272 70502 71st & Orangewood Soccer Cmplx $0 $0 $0 $0 $0 $4,466,557 70503 Rose Lane Rec. Center Renov. $0 $0 $0 $0 $0 $13,236,172 70504 *Foothills Center Restoration $129,374 $0 $0 $0 $0 $1,183,350 70506 *63rd & Northern Park Dev $188,840 $1,025,694 $0 $0 $0 $792,363 70507 Rose Lane Pool Restoration $0 $0 $0 $0 $0 $893,903 70508 Murphy Park Improvements $0 $0 $0 $0 $0 $658,296 70509 Manistee Ranch Development $0 $0 $0 $0 $0 $173,487 70510 Park Enhancements $0 $519,902 $0 $0 $0 $6,844,026 $143,450 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,150,000 70500 *Parks Redevelopment 70510 *Park Enhancements 70511 Land Acquisition 70512 *Facilities Renovation $391,815 $512,463 $261,462 $432,243 $344,481 $5,343,215 70513 Bonsall Park Improvements $0 $0 $0 $0 $0 $1,796,568 70514 O'Neil Center Expansion $0 $0 $0 $0 $0 $4,497,292 70515 *T'Bird Park Improvements $87,297 $206,074 $0 $0 $0 $2,319,087 70516 GCC Community Pool Rest. $0 $0 $0 $0 $0 $359,450 70517 Cardinal Pool Restoration $0 $0 $0 $0 $0 $332,690 70518 Apollo Pool Restoration $0 $253,823 $0 $0 $0 $0 70519 O'Neil Pool Restoration $0 $0 $0 $0 $0 $332,690 70520 Sahuaro Ranch Park Improv. $0 $3,195,086 $0 $0 $0 $1,610,761 70521 Indoor Multi-Sport/Aquatics $0 $0 $0 $0 $0 $46,967,349 70522 Outdoor Multi-Sport Complex $0 $0 $0 $0 $0 $22,899,300 70523 79th/Orangewood $0 $757,993 $0 $0 $0 $0 70524 *Park Development-63rd/Maryland $148,897 $0 $0 $0 $0 $835,755 70525 *Barnyard Additions $153,864 $319,443 $0 $0 $0 $0 70526 *Multi-use Sports Lighting $690,794 $0 $0 $0 $0 $2,629,125 70527 West Area Pool $0 $3,421,900 $3,184,035 $0 $0 $0 70528 Family Recreation Center- West $0 $0 $0 $0 $0 $26,992,760 70529 Zero Depth Aquatic Features $0 $0 $0 $0 $0 $1,601,101 70530 *Skating Park North 70531 Sahuaro Ranch Visitor Ctr. 70532 *Western Area Regional Park 70533 Parks Maint. Bldg. - North $53,693 $0 $0 $0 $0 $0 $160,568 $825,637 $0 $0 $0 $0 $1,118,595 $0 $6,068,694 $0 $0 $8,767,348 $0 $0 $0 $0 $0 $2,189,300 373 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Park Bond Fund (2060) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 70534 Parks Maint. Bldg. - West $0 $0 $0 $0 $0 $1,266,666 70535 Paseo Racquet Center Park $0 $0 $0 $0 $0 $3,183,906 70537 Outdoor Adventure Ctr. - West $0 $0 $0 $0 $0 $1,648,118 70538 Park & Feature Fields $0 $0 $0 $0 $0 $9,325,068 T1710 Adult Center Expansion $0 $0 $0 $0 $0 $7,075,323 Total Park Bond Fund Projects: $5,239,010 $12,713,860 $9,514,191 $432,243 $344,481 $204,780,298 *Project includes carryover funding ** New Project 374 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70500 - *Parks Redevelopment Project Description: Capital Costs: Engineering Charges Arts Contingency Miscellaneous/Other TOTAL Operating Description: General Obligation Bonds Master Plan strategy to renovate older parks. Older parks are reviewed for priority renovation through the Parks and Recreation Advisory Commission. Renovations include items, such as ramadas, turf, irrigation, playgrounds, sport courts, ballfields, security lighting and landscaping. Carryover Design Construction Finance Charges Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $195,182 $0 $0 $0 $2,115,600 $1,773,470 $34,585 $0 $0 $1,294,550 $32,363 $0 $0 $0 $0 $0 $0 $14,104,000 $449,006 $9,212 $0 $9,674 $0 $0 $0 $105,326 $13,999 $112,884 $0 $0 $12,946 $131,130 $0 $0 $0 $0 $0 $0 $141,040 $1,494,300 $27,673 $0 $0 $0 $0 $0 $0 $1,971,823 $0 $1,675,845 $0 $0 $0 $18,409,272 O & M cost estimates are based on 2006 park renovations. Improvements may include additional concrete, trees, turf , shrubs, open space, and/or active and passive recreation areas. Supplies and contract costs will increase by 33% over previous costs prior to the renovation. Supplies & contracts would include renovation of 20 acres of which 7 acres would include new improvements x $601. Building maintenance includes the addition of two volleyball courts and two basketball courts, including the operation and maintenance of court lighting at $750 per court x 4 courts and $133 per courts for lamp replacement. Other Building maintenance costs will be the addition of 8 low level security lights per park x five parks x $75 per light pole and x $13 per lamp for replacement. Landscape maintenance costs will be calculated at 7 acres x $.090 and landscape water will be calculated at 7 acres of improvements x $.045, and ramada cleaning would include 4 additional ramadas x $4,000. Water includes the addition of 4 drinking fountains at $61 per fountain. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $244 $251 $259 $267 $1,458 Landscape $0 $57,164 $58,879 $60,645 $62,465 $341,582 Bldg. Maint. Supplies/Contr $0 $0 $7,052 $4,207 $7,264 $4,333 $7,481 $4,463 $7,706 $4,597 $42,139 $25,139 $0 $68,667 $70,727 $72,848 $75,035 $410,318 TOTAL *Project includes carryover funding ** New Project 375 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70502 - 71st & Orangewood Soccer Cmplx Project Description: Capital Costs: Funding Source: General Obligation Bonds Phase III development of a 40+ acre multi-use field complex and community park at 71st Avenue and Orangewood. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $0 $0 $3,400,608 Contingency Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $340,260 $34,006 Finance Charges $0 $0 $0 $0 $0 $0 $108,940 Design $0 $0 $0 $0 $0 $0 $510,390 Engineering Charges $0 $0 $0 $0 $0 $0 $72,353 $0 $0 $0 $0 $0 $0 $4,466,557 TOTAL Operating Description: Staffing - 2 Service Workers, one Building Maintenance Worker and 2 Part-time employees. Supplies/contracts include $601 per acre x 40-acres. Utilities includes $1.75 per sq. ft.. x 3,000 sq. ft. Building maintenance costs include lights for five soccer fields x $15,000 per field, and five soccer fields x $2,666 per field for lamp replacement. Forty additional low level security lights will be maintained x $75 per fixture, $13 for lamp replacement per fixture, $3.70 per sq. ft. to maintain the plumbing in 800 sq. ft. restroom, HVAC and maintenance is $1.50 per sq. ft. x 3,000 sq. ft. control building, $1.80 per sq. ft. x 3,000 sq. ft. control building for custodial service, and $3.70 per sq. ft. for plumbing maintenance of the control building. Insurance is $610 per new employee. PC/Vehicle Replacement includes a one time charge $21,000 for a one-ton truck and $1,350 per year vehicle replacement charge. Refuse includes a 6-yard container x 3 pick-ups per week. Landscape and water operating costs are included in FY06-07 in projects 1460-72503, 1460-72500, and 1480-72802. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $11,879 PC/Vehicle Replacement Electrical $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $29,309 $3,693 Insurance $0 $0 $0 $0 $0 $15,018 Bldg. Maint. Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $712,799 $32,312 Supplies/Contr $0 $0 $0 $0 $0 $147,960 Staffing $0 $0 $0 $0 $0 $1,157,720 $0 $0 $0 $0 $0 $2,110,690 TOTAL *Project includes carryover funding ** New Project 376 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70503 - Rose Lane Rec. Center Renov. Project Description: Capital Costs: Funding Source: General Obligation Bonds Conversion of existing recreation building into a multi-purpose recreation center as recommended in the 2002 Parks and Recreation Master Plan. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $2,610,255 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $8,700,851 $322,833 Engineering Charges $0 $0 $0 $0 $0 $0 $115,000 Arts $0 $0 $0 $0 $0 $0 $87,009 Equipment Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $1,300,224 $0 $0 $0 $0 $0 $0 $13,236,172 TOTAL Operating Description: Staffing includes one Recreation Manager, two Senior Recreation Coordinator, one Clerical staff, three Recreation Programmers, one Service Worker II, and one Service Worker III and 10 part-time Rec. Programmers. Supplies and contracts at 35,000 sq. ft. x $1.51sq. ft. Utilities includes electricity at $1.75 per sq. ft. x 35,000 sq. ft.. Building maintenance includes HVAC at $1.50 per sq. ft. x 35,000 sq. ft., custodial services at $1.80 per sq. ft. x 35,000 sq. ft. and plumbing maintenance at $3.70 per sq. ft. Insurance is $610 x the number of staff. Fire alarm is $600 per year. PC/Vehicle replacement includes a one-time purchase of a 1/2 ton pick up at $18,000 and two cars at $18,000, $1,350 per vehicle for vehicle replacement, one time purchase of eight PC's at $1,189 per unit and eight color printers at $1,806. Refuse is based on a 6-yard container x 3 pick-ups per week. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Electrical $0 $0 $0 $0 $0 $3,693 Insurance $0 $0 $0 $0 $0 $60,070 Bldg. Maint. Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,225,000 $306,250 Supplies/Contr $0 $0 $0 $0 $0 $264,250 Staffing $0 $0 $0 $0 $0 $4,995,366 $0 $0 $0 $0 $0 $6,952,817 TOTAL *Project includes carryover funding ** New Project 377 Return to CIP TOC $11,879 $86,309 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70504 - *Foothills Center Restoration Project Description: Capital Costs: Design Funding Source: General Obligation Bonds Replastering of the pools, deck restoration, and the replacement of center equipment such as fitness and audio/visual equipment in FY 2015. Carryover 2008 2009 2010 2011 2012 2013-2017 $129,374 $0 $0 $0 $0 $0 $0 Engineering Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $39,600 $300,000 Contingency $0 $0 $0 $0 $0 $0 $75,000 Arts $0 $0 $0 $0 $0 $0 $7,500 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $750,000 $11,250 $129,374 $0 $0 $0 $0 $0 $1,183,350 TOTAL Operating Description: No O&M at this time. Project: 70506 - *63rd & Northern Park Dev Project Description: Capital Costs: Funding Source: General Obligation Bonds This park includes playground, restroom, ramada, open turf area, parking, landscaping and meandering concrete path. Phase II includes a looped concrete pathway/trail, native grass, landscaping and low flow crossing to complete the existing trail system located within the park. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $87,905 $0 $0 $0 Design $0 $161,263 $0 $0 $0 $0 $89,944 $11,313 $0 $879,781 $0 $0 $0 $597,706 Finance Charges Engineering Charges $383 $5,521 $4,142 $4,435 $25,016 $24,194 $0 $0 $0 $0 $0 $0 $19,325 $18,910 Arts $1,783 $0 $8,798 $0 $0 $0 $5,977 $19,000 $169,840 $1,025,694 $0 $0 $0 $792,363 Construction TOTAL Operating Description: $60,501 Supplies and contracts: $601 x 30 acres for supplies and contracts and $6,600 for restroom cleaning contract. Utilities: $1.75 x 800 sq. ft. restroom electricity. Building Maintenance: electrical for 40 additional low-level security lights at $75 per, and $13 for lamp replacement x 40 lamps. PC/Vehicle Replacement: one time cost for purchasing a 1/2-ton pick up and $1,350 ongoing vehicle replacement cost. Since most of the area will be designed with native grasses, the cost of maintaining the facility will be less. Landscape Maintenance is 1,306,800 sq. ft. x $.045 per sq. ft., landscape water is 1,306,800 sq. ft. x $.0225 per sq. ft., ramada cleaning x $4,000. Water would include 800 sq. ft. restroom x $.143 per sq. ft. and one drinking fountain x $61 per fountain. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $175 $180 $186 $191 $1,046 Landscape PC/Vehicle Replacement $0 $0 $92,209 $1,350 $94,975 $1,391 $97,825 $1,432 $100,759 $1,475 $550,993 $26,067 Insurance $0 $610 $628 $647 $667 $3,645 Bldg. Maint. Utilities $0 $0 $3,520 $1,400 $3,626 $1,442 $3,734 $1,485 $3,846 $1,530 $21,034 $8,366 Supplies/Contr $0 $24,630 $25,369 $26,130 $26,914 $147,176 $0 $123,894 $127,611 $131,439 $135,382 $758,327 TOTAL *Project includes carryover funding ** New Project 378 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70507 - Rose Lane Pool Restoration Project Description: Capital Costs: Funding Source: General Obligation Bonds Replastering of the pools and deck restoration in FY14. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $0 $0 $750,000 Contingency $0 $0 $0 $0 $0 $0 $75,000 Arts Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,500 $21,803 Engineering Charges $0 $0 $0 $0 $0 $0 $39,600 $0 $0 $0 $0 $0 $0 $893,903 TOTAL Operating Description: No O&M at this time. Project: 70508 - Murphy Park Improvements Project Description: Capital Costs: Funding Source: General Obligation Bonds Improvements to the park to enhance city image and increase special events capacity. This project will focus on amphitheater improvements that will meet the growing demands of special events and activities. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $73,260 Construction $0 $0 $0 $0 $0 $0 $488,400 Finance Charges Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $16,056 $27,521 Arts $0 $0 $0 $0 $0 $0 $4,884 Contingency $0 $0 $0 $0 $0 $0 $48,175 $0 $0 $0 $0 $0 $0 $658,296 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 379 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70509 - Manistee Ranch Development Project Description: Funding Source: General Obligation Bonds Enhance various aspects of the historical area that would positively influence the appearance of certain areas and improve how the park functions. This may include additional lighting, enhanced pathways, and/or landscape improvements. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $4,231 Contingency Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,560 $125,600 Arts $0 $0 $0 $0 $0 $0 $1,256 Engineering Charges Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,000 $18,840 $0 $0 $0 $0 $0 $0 $173,487 TOTAL Operating Description: 2008 2009 2010 2008 Bldg. Maint. TOTAL 2009 2010 Design Construction 2013-2017 2011 2012 2013-2017 $0 $0 $0 $0 $0 $22,403 $0 $0 $0 $0 $0 $22,403 Project: 70510 - *Park Enhancements Capital Costs: 2012 OM& reflects low level security lights ($75 per security light) and lights for bulb replacement ($13 per bulb). Operating Costs: Project Description: 2011 Funding Source: General Obligation Bonds Construct park improvements at existing park sites per the Parks and Recreation Master Plan. Carryover 2008 2009 2010 2011 2012 2013-2017 $0 $106,676 $0 $0 $59,643 $397,191 $0 $0 $0 $0 $0 $0 $784,297 $5,228,652 Finance Charges $2,902 $0 $12,680 $0 $0 $0 $166,927 Engineering Charges Arts $3,639 $2,327 $0 $0 $6,531 $3,972 $0 $0 $0 $0 $0 $0 $85,969 $52,287 $18,686 $0 $39,885 $0 $0 $0 $525,894 $9,220 $0 $0 $0 $0 $0 $0 $143,450 $0 $519,902 $0 $0 $0 $6,844,026 Contingency Miscellaneous/Other TOTAL Operating Description: O & M will be affected slightly with additional amenities, such as additional ramada, upgrade irrigation, and additional low level lighting. Supplies/contracts include $601 x 4 acre. Building maintenance includes an average of 10 additional low level security lighting x $75 for electricity and $13 per lamp for replacement. Landscape maintenance $.090 per x 43,560 sq. ft. and landscape water at $.045 per sq. ft. x 43,560 sq. ft. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape $0 $5,730 $5,902 $6,079 $6,261 $102,717 Bldg. Maint. $0 $880 $906 $934 $962 $15,774 Supplies/Contr $0 $2,404 $2,476 $2,550 $2,627 $43,095 $0 $9,014 $9,284 $9,563 $9,850 $161,586 TOTAL *Project includes carryover funding ** New Project 380 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70511 - Land Acquisition Project Description: Capital Costs: Carryover TOTAL 2008 2009 2010 $0 $0 $0 $0 $0 $6,150,000 $0 $0 $0 $0 $6,150,000 Landscape and landscape water are added to the project for dust and weed control. O&M assumes $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water and $.143 per square foot for building water. O&M estimated at 50 acres. 2008 2009 2010 Carryover $0 $0 Engineering Charges $0 $0 $0 $0 $0 $250,470 $0 $0 $0 $0 $250,470 Funding Source: General Obligation Bonds 2008 2009 2010 2011 2012 $31,285 $3,129 $44,147 $4,429 $22,591 $2,259 $37,347 $3,735 $29,764 $2,976 2013-2017 $461,822 $46,165 $0 $5,988 $8,478 $4,324 $7,149 $5,697 $88,364 $312,850 $442,910 $225,911 $373,469 $297,642 $4,616,542 $0 $8,831 $12,499 $6,377 $10,543 $8,402 $130,322 $29,732 $362,083 $512,463 $261,462 $432,243 $344,481 $5,343,215 No O&M at this time. Project: 70513 - Bonsall Park Improvements Capital Costs: 2013-2017 $29,732 Finance Charges Project Description: 2012 Restoration of infrastructure at existing park sites per the Parks & Recreation Master Plan and ongoing park assessments. Contingency Arts Operating Description: 2011 $0 Project: 70512 - *Facilities Renovation TOTAL 2013-2017 $0 TOTAL Construction 2012 $0 Landscape Capital Costs: 2011 $0 Operating Costs: Project Description: General Obligation Bonds 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. Land Operating Description: Funding Source: Funding Source: General Obligation Bonds Update and enhance the community park and renovate urban lake. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $140,000 Design Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $202,500 $1,353,713 Finance Charges $0 $0 $0 $0 $0 $0 $43,818 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $13,537 $0 $0 $0 $0 $0 $0 $1,796,568 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 381 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70514 - O'Neil Center Expansion Project Description: Capital Costs: Funding Source: General Obligation Bonds Renovate and expand existing neighborhood recreation center an additional 10,000 sq. ft. to accommodate the growing need for additional participation and recreation programming. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $0 $0 $0 $0 $0 $0 $70,208 Finance Charges Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $109,690 $489,394 Construction $0 $0 $0 $0 $0 $0 $3,300,000 Design $0 $0 $0 $0 $0 $0 $495,000 Arts $0 $0 $0 $0 $0 $0 $33,000 $0 $0 $0 $0 $0 $0 $4,497,292 TOTAL Operating Description: Staffing includes 1 Recreation Programmer and 1 Recreation Coordinator. Utilities includes additional electrical for 10,000 square feet x $1.75 per sq. ft. Building maintenance includes $1.50 per sq. ft. for operating and maintaining an additional 10,000 square feet for HVAC, custodial service is an $1.80 per sq. ft. x 10,000 sq. ft. and plumbing maintenance is $3.70 x 10,000 sq. ft. Insurance is $610 x additional staff. Electrical includes $600 annually for fire alarm. PC/Vehicle Replacement includes one time charge for three laptops x $1,189, and three color printers x $1,806. Landscape include landscape maintenance at 10,000 per sq. ft. x $.090 and landscape water at 10,000 sq. ft. x $.045 per sq. ft. Water include building water at $.143 per sq. ft. x 10,000 sq. ft. Refuse includes 6-yard container x 3 pick-ups per week. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $11,879 Water $0 $0 $0 $0 $0 $8,801 Landscape PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $8,309 $8,985 Electrical $0 $0 $0 $0 $0 $3,693 Insurance $0 $0 $0 $0 $0 $7,509 Bldg. Maint. Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $430,832 $107,708 Staffing $0 $0 $0 $0 $0 $781,012 $0 $0 $0 $0 $0 $1,368,728 TOTAL *Project includes carryover funding ** New Project 382 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70515 - *T'Bird Park Improvements Project Description: Capital Costs: Funding Source: General Obligation Bonds Enhancements to Thunderbird Conservation Park based on the master plan completed in 2006. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $21,964 $0 $23,401 $0 $0 $0 $325,000 Construction $59,142 $0 $156,010 $0 $0 $0 $1,700,000 Finance Charges Engineering Charges $116 $4,675 $0 $0 $5,026 $4,476 $0 $0 $0 $0 $0 $0 $56,563 $50,524 Arts $1,400 $0 $1,560 $0 $0 $0 $17,000 $0 $0 $15,601 $0 $0 $0 $170,000 $87,297 $0 $206,074 $0 $0 $0 $2,319,087 Contingency TOTAL Operating Description: Improvements in early years have minimal O&M impact. Staffing O&M in years 2013-2017 will require a Service Worker I and contracted labor assistance. Additional O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water, $.143 per square foot for building water and $320 per month for trash services. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $1,930 $1,988 $2,048 $11,197 Landscape $0 $0 $5,489 $5,654 $0 $30,917 PC/Vehicle Replacement Electrical $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $6,000 Equip. Maint. $0 $0 $750 $773 $796 $4,353 Bldg. Maint. $0 $0 $2,870 $2,956 $3,045 $16,650 Utilities Supplies/Contr $0 $0 $0 $0 $2,625 $45,000 $2,706 $46,350 $2,787 $47,741 $15,241 $261,065 Staffing $0 $0 $0 $0 $0 $299,263 $0 $0 $58,664 $60,427 $56,417 $649,686 TOTAL Project: 70516 - GCC Community Pool Rest. Project Description: Capital Costs: Funding Source: General Obligation Bonds Replastering of the pool and deck restoration in FY14. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $0 $0 $0 $0 $0 $0 $19,681 Arts $0 $0 $0 $0 $0 $0 $2,982 Finance Charges Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $8,767 $298,200 Contingency $0 $0 $0 $0 $0 $0 $29,820 $0 $0 $0 $0 $0 $0 $359,450 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 383 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70517 - Cardinal Pool Restoration Project Description: Capital Costs: Funding Source: General Obligation Bonds Replastering of the pool and deck restoration in FY13. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $0 $8,114 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $18,216 $2,760 Contingency $0 $0 $0 $0 $0 $0 $27,600 $0 $0 $0 $0 $0 $0 $332,690 TOTAL Operating Description: No O&M at this time. Project: 70518 - Apollo Pool Restoration Project Description: Capital Costs: $276,000 Funding Source: General Obligation Bonds Replastering of the pool and deck restoration in FY09. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $21,689 $0 $0 $0 $0 Construction $0 $0 $210,000 $0 $0 $0 $0 Finance Charges $0 $0 $6,174 $0 $0 $0 $0 Engineering Charges Arts $0 $0 $0 $0 $13,860 $2,100 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $253,823 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. Project: 70519 - O'Neil Pool Restoration Project Description: Funding Source: General Obligation Bonds Replastering of the pool, deck restoration and installation of new fencing. Capital Costs: Carryover Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $276,000 $8,114 Engineering Charges $0 $0 $0 $0 $0 $0 $18,216 Arts $0 $0 $0 $0 $0 $0 $2,760 Contingency $0 $0 $0 $0 $0 $0 $27,600 $0 $0 $0 $0 $0 $0 $332,690 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 384 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70520 - Sahuaro Ranch Park Improv. Project Description: Funding Source: General Obligation Bonds The renovation or replacement of aging infrastructure and the addition of new amenities at this major destination regional park. Capital Costs: Carryover Finance Charges $0 $0 $77,928 $0 $0 $0 $39,286 Engineering Charges Design $0 $0 $0 $0 $52,045 $359,559 $0 $0 $0 $0 $0 $0 $26,128 $181,327 Construction $0 $0 $2,453,677 $0 $0 $0 $1,231,000 Arts $0 $0 $24,537 $0 $0 $0 $12,310 Contingency $0 $0 $227,340 $0 $0 $0 $120,710 $0 $0 $3,195,086 $0 $0 $0 $1,610,761 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 The only additional O & M expected is for the additional ramadas in the park area. Operating Costs: Landscape TOTAL 2008 2009 2010 2011 2012 $0 $20,600 $21,218 $21,855 $22,510 $123,095 $0 $20,600 $21,218 $21,855 $22,510 $123,095 *Project includes carryover funding ** New Project 385 Return to CIP TOC 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70521 - Indoor Multi-Sport/Aquatics Project Description: Capital Costs: Funding Source: General Obligation Bonds This center is a Department Master Plan action strategy to provide sports complexes throughout the city. A multifaceted recreation/aquatics center for the north/central portion of the city. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 $1,560,143 Land Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,500,000 $7,400,400 Construction $0 $0 $0 $0 $0 $0 $24,668,000 Finance Charges $0 $0 $0 $0 $0 $0 $1,145,545 IT/Phone/Security Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $157,500 $246,680 Contingency $0 $0 $0 $0 $0 $0 $4,165,618 Engineering Charges $0 $0 $0 $0 $0 $0 $123,463 $0 $0 $0 $0 $0 $0 $46,967,349 TOTAL Operating Description: Rec staff; 1 Mgr. $84,055 incl. benefits, 3 Senior Rec. Coord. $72,029 each, 3 Rec. Programmers $53,616 each, 1 Service Worker II $51,397, 1 Office Support Supervisor $60,965, 2 Secretaries $43,336 each, . Hourly Rec. staff = $306,478 per year. Aquatics staff; hourly, 1 Pool Coordinator, $15.93, 1 pool manager $13.97, hourly guards, $10.92-12.85, cashier $9.78, 1 Service Worker III for $58,395, 1 Recreation Programmer $53,616 = $349,712 per year. Building Maint. Worker $57,942, and 2 Custodians at $37,442 each, with benefits. Contracts for specialty equipment = $69,870, Utilities @ $2.50 sq.ft.= $175,000; Bldg. Maint. is $.75 sq. ft. plus 1 Service Worker III at $58,395 =$180,895; Insurance is for 14 staff at $610 per employee; electrical is $625 month security monitering; landscaping @ $5,572 per acre X 9 acres; building water is $.143 per sq.ft. X 70,000 sq. ft. Refuse at $400 month. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 Water $0 $0 $0 $0 $0 $50,050 Landscape PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,740 $71,400 Electrical $0 $0 $0 $0 $0 $37,500 Insurance Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $42,700 $125,000 Bldg. Maint. $0 $0 $0 $0 $0 $904,475 Utilities $0 $0 $0 $0 $0 $850,000 Supplies/Contr Staffing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,746,750 $7,245,200 $0 $0 $0 $0 $0 $11,347,815 TOTAL *Project includes carryover funding ** New Project 386 Return to CIP TOC $24,000 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70522 - Outdoor Multi-Sport Complex Project Description: Capital Costs: Funding Source: General Obligation Bonds The 2002 Parks and Recreation Master Plan recommends adventure centers that can provide outdoor and indoor recreation facilities for adventure enthusiasts. Amenities may include sports fields and a community center. The project would be designed in FY13 and constructed in FY14. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 $840,000 Arts Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,800 $115,000 IT/Phone/Security $0 $0 $0 $0 $0 $0 $150,000 Finance Charges Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $558,520 $2,030,980 Construction $0 $0 $0 $0 $0 $0 $10,080,000 Land $0 $0 $0 $0 $0 $0 $6,000,000 Design $0 $0 $0 $0 $0 $0 $3,024,000 $0 $0 $0 $0 $0 $0 $22,899,300 TOTAL Operating Description: Staffing includes 1 Recreation Manager @ $84,055, 2 Senior Recreation Coordinators @ $73,942 each, 1 Secretary @ $46,139, 3 Recreation Programmers @ $54,867, 1 Service Worker II @ $50,151, 1 Service Worker III @ $56,952, Building Maintenance Worker @ $57,942, and 3 Custodians @ $37,442 each (all FTE positions include benefits), and 10 PT Rec. Programmers @ $20,328 each. Supplies & Contracts at $1.51 X 40,000 sq. ft. Utilities are electricity @ $2.60 X 40,000 square feet. Building Maintenance includes HVAC at $1.50 X 40,000 sq. ft., custodial services at $1.80 X 40,000 sq. ft., and plumbing maintenance at $3.70 X 40,000 sq. ft. all plus inflation. Insurance is $610 X staffing plus inflation. Electrical is fire alarm monitoring at $600 per year plus inflation. PC/Vehicle replacement includes a one-time purchase of a 1/2 ton truck at $18,000, two cars at $18,000 each, $1,350 per vehicle for vehicle replacement, and purchase of eight PC's at $1,189 each and eight color printers at $1,806. Landscape Maintenance is $3,920 per acre, and Water is $.143 X building size. Refuse is based on a 6-yard container with 3 pick-ups per week. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse Water $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,879 $33,304 Landscape $0 $0 $0 $0 $0 $45,648 PC/Vehicle Replacement Electrical $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $86,309 $3,494 Insurance $0 $0 $0 $0 $0 $67,483 Bldg. Maint. $0 $0 $0 $0 $0 $1,630,307 Utilities Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $605,542 $351,680 Staffing $0 $0 $0 $0 $0 $5,486,243 $0 $0 $0 $0 $0 $8,321,889 TOTAL *Project includes carryover funding ** New Project 387 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70523 - 79th/Orangewood Project Description: Funding Source: General Obligation Bonds Develop a 10-acre neighborhood/school joint use park to serve one-mile radius as per GESD and Parks and Recreation Master Plan. Due to growth in the area, the school district moved its portion of the project forward to 2006. Funding FY09 will be used to complete the joint-use park Capital Costs: Carryover Finance Charges $0 $0 $18,490 $0 $0 $0 $0 Engineering Charges Arts $0 $0 $0 $0 $39,600 $6,305 $0 $0 $0 $0 $0 $0 $0 $0 Contingency $0 $0 $63,054 $0 $0 $0 $0 Construction $0 $0 $630,544 $0 $0 $0 $0 $0 $0 $757,993 $0 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 Capital Costs: 2012 2013-2017 O & M funding included in the new 79th Ave & Orangewood project in DIF 1540-73104. Project: 70524 - *Park Development-63rd/Maryland Project Description: 2011 Funding Source: General Obligation Bonds Shared use neighborhood park with Glendale Elementary School District at 63rd Avenue and Maryland. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $0 $6,251 Contingency $0 $0 $0 $0 $0 $0 $60,510 Engineering Charges Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,863 $20,384 Construction Design TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $625,100 $148,897 $0 $0 $0 $0 $0 $92,647 $148,897 $0 $0 $0 $0 $0 $835,755 Staffing includes 1/2 Building Maintenance worker. Additional O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water and $.143 per square foot for building water. Cost based on 6 acres and 261,360 sq. ft. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape $0 $0 $0 $0 $0 Insurance $0 $0 $0 $0 $0 $2,393 Utilities Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $13,500 $16,530 Staffing TOTAL $166,655 $0 $0 $0 $0 $0 $178,309 $0 $0 $0 $0 $0 $377,387 *Project includes carryover funding ** New Project 388 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70525 - *Barnyard Additions Project Description: Capital Costs: Finance Charges General Obligation Bonds Completion of a farm implement building and additional restrooms in Sahuaro Ranch Park. This facility will be used for housing museum collections, special events, retreats, corporate meetings, and parties. Carryover Equipment Contingency Design Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $17,652 $0 $0 $0 $0 $0 $153,801 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $63 $0 $7,791 $0 $0 $0 $0 Arts $0 $0 $2,500 $0 $0 $0 $0 Engineering Charges Construction $0 $0 $0 $0 $16,500 $250,000 $0 $0 $0 $0 $0 $0 $0 $0 $153,864 $0 $319,443 $0 $0 $0 $0 TOTAL Operating Description: O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance and $.045 per square foot for landscape water. Project will include 1,600 square feet building with 22,000 square feet of landscaping. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $229 $236 $243 $250 $1,368 Landscape Bldg. Maint. $0 $0 $2,970 $8,320 $3,059 $8,570 $3,151 $8,827 $3,245 $9,091 $17,747 $49,716 Utilities $0 $2,800 $2,884 $2,971 $3,060 $16,731 Supplies/Contr $0 $2,960 $3,049 $3,140 $3,234 $17,687 $0 $17,279 $17,798 $18,332 $18,880 $103,249 TOTAL *Project includes carryover funding ** New Project 389 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70526 - *Multi-use Sports Lighting Project Description: Capital Costs: Design Funding Source: General Obligation Bonds Renovation or replacement of existing sports lights that have depreciated or fallen below the acceptable and/or safe levels of illumination. In addition, this funding will provide the installation of additional athletic field and court lighting in the City to address user demand. Carryover 2008 2009 2010 2011 2012 2013-2017 $46,527 $0 $0 $0 $0 $0 $290,000 $6,583 $543,441 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $64,125 $2,000,000 Miscellaneous/Other $26,019 $0 $0 $0 $0 $0 $0 Contingency Arts $51,039 $5,436 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $20,000 Engineering Charges $11,749 $0 $0 $0 $0 $0 $55,000 $690,794 $0 $0 $0 $0 $0 $2,629,125 Finance Charges Construction TOTAL Operating Description: O&M includes additional staffing and building maintenance costs at $15,000 per field and lamp replacement at $2,666 per field. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Bldg. Maint. $0 $0 $0 $0 $0 Staffing $0 $0 $0 $0 $0 $178,309 $0 $0 $0 $0 $0 $721,957 TOTAL *Project includes carryover funding ** New Project 390 Return to CIP TOC $543,648 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70527 - West Area Pool Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of a new aquatic center to accommodate new growth in the western section of the city. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $280,150 $515,150 $0 $0 $0 Equipment $0 $0 $0 $14,000 $0 $0 $0 Arts Construction $0 $0 $0 $0 $26,515 $2,651,500 $25,000 $2,500,000 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $0 $50,274 $42,226 $0 $0 $0 IT/Phone/Security $0 $0 $5,000 $10,000 $0 $0 $0 Design Finance Charges $0 $0 $0 $0 $325,000 $83,461 $0 $77,659 $0 $0 $0 $0 $0 $0 $0 $0 $3,421,900 $3,184,035 $0 $0 $0 TOTAL Operating Description: FTE Programmer = $53,616. Hourly staffing = $330,000. 1 pool manager @ $14.27, 2 assistant pool managers @ $12.48, 3 cashiers @ $7.51, 36 lifeguards @ $8.75-10.40. Water = $10,000,Pool Maintenance = $10,000. Pool Chemicals = $10,000. Landscape Maintenance= $20,000. Electricity = $33,949. Natural Gas = $45,000. Maintenance = $14,853. Aquatic Supplies = $27,741. Building Maintenance 1/2 Staff = $28,971, 1/2 Line Supplies = $35,400, 1/2 Equipment Repair & Fuel = $4,750, 1/2 Vehicle Replacement = $1,250. Operating Costs: 2010 2011 2012 Water $0 $0 $10,000 $10,300 $10,609 $58,014 Landscape $0 $0 $20,000 $20,600 $21,218 $116,029 PC/Vehicle Replacement $0 $0 $1,850 $1,906 $1,963 $10,733 Insurance Equip. Maint. $0 $0 $0 $0 $557 $4,750 $574 $4,893 $591 $5,039 $3,231 $27,557 Bldg. Maint. $0 $0 $14,853 $15,298 $15,757 $86,166 Utilities Supplies/Contr $0 $0 $0 $0 $78,949 $83,141 $81,317 $85,635 $83,757 $88,204 $458,018 $482,337 Staffing $0 $0 $415,587 $428,055 $440,896 $2,411,001 $0 $0 $629,687 $648,578 $668,034 $3,653,086 TOTAL 2008 2009 *Project includes carryover funding ** New Project 391 Return to CIP TOC 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70528 - Family Recreation Center- West Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of a 70,000 sq. ft. family recreation center to provide gymnasium, multi-purpose rooms, activity areas and exercise centers. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $0 $0 $0 $0 $0 $0 $122,000 Contingency Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,764,000 $176,400 Finance Charges $0 $0 $0 $0 $0 $0 $658,360 Construction $0 $0 $0 $0 $0 $0 $17,640,000 Design Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,292,000 $1,340,000 $0 $0 $0 $0 $0 $0 $26,992,760 TOTAL Operating Description: Staffing includes 1 Recreation Manager - $84,055, one Office Support Supervisor - $59,451, three Senior Recreation Coordinator - $73,942, two Clerical staff - $46,139, three Recreation Programmers - $54,867, one Service Worker II - $50,151, and one Service Worker III - $56,952, two Building Maintenance Workers at $56,942 (all FTE positions include benefits), and 10 PT Rec. Programmer's at $20,328 each. Supplies/Contracts include $1.50 sq. ft. x 70,000 sq. ft. facility. Utilities include $1.75 sq. ft. for electricity x 70,000 sq. ft. Building maintenance includes HVAC at $1.50 sq. ft. x 70,000, custodial services are $1.80 per sq. ft. x 70,000, plumbing costs are $3.70 per sq. ft. x 70,000 sq. ft. Insurance includes $610 x 15 employees. Electrical includes fire alarm system at $600 per year. PC/Vehicle replacement includes one time charge for 8 PC at $1,087 each and 8 color printers at $1,906 each, 2 1/2 ton pick up trucks at $18,000 each and one car at $18,000. Landscape maintenance and water costs are located in project 2060-70532. Refuse includes two 6-yard containers x 3 pickups per week. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $23,757 PC/Vehicle Replacement $0 $0 $0 $0 $0 $64,619 Electrical Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,693 $56,316 Bldg. Maint. $0 $0 $0 $0 $0 $3,015,824 Utilities $0 $0 $0 $0 $0 $753,956 Supplies/Contr Staffing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $646,248 $6,440,804 $0 $0 $0 $0 $0 $11,005,217 TOTAL *Project includes carryover funding ** New Project 392 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70529 - Zero Depth Aquatic Features Project Description: Capital Costs: Funding Source: General Obligation Bonds Install aquatic features/splash pad at O'Neil Pool. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $153,750 Contingency $0 $0 $0 $0 $0 $0 $123,000 Arts Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,300 $43,000 Construction $0 $0 $0 $0 $0 $0 $1,230,000 Finance Charges $0 $0 $0 $0 $0 $0 $39,051 $0 $0 $0 $0 $0 $0 $1,601,101 TOTAL Operating Description: Staffing includes additional lifeguard hours. Additional O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water, $.143 per square foot for building water and $320 per month for trash services. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Insurance $0 $0 $0 $0 $0 $5,088 Bldg. Maint. Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000 $60,000 Supplies/Contr $0 $0 $0 $0 $0 $110,000 Staffing $0 $0 $0 $0 $0 $75,000 $0 $0 $0 $0 $0 $350,088 TOTAL Project: 70530 - *Skating Park North Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: $20,000 $60,000 General Obligation Bonds Construction of in-line hockey court and a specialized facility for skateboards. Carryover 2008 2009 2010 2011 2012 2013-2017 $53,693 $0 $0 $0 $0 $0 $0 $53,693 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 393 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70531 - Sahuaro Ranch Visitor Ctr. Project Description: Funding Source: General Obligation Bonds Construction of a visitor's center that will serve as a point of contact for the Sahuaro Ranch Park historical area and information area for the park. Capital Costs: Carryover Finance Charges $0 $0 $20,137 $0 $0 $0 $0 Construction Arts $0 $0 $3,911 $39 $680,000 $6,800 $0 $0 $0 $0 $0 $0 $0 $0 Equipment $0 $0 $13,874 $0 $0 $0 $0 Contingency $0 $0 $68,000 $0 $0 $0 $0 Design Engineering Charges $0 $0 $150,000 $6,618 $0 $29,240 $0 $0 $0 $0 $0 $0 $0 $0 IT/Phone/Security TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $7,586 $0 $0 $0 $0 $0 $160,568 $825,637 $0 $0 $0 $0 Staffing includes two part-time hourly staff. Additional O&M assumes $601 per acre for supplies and contracts, $1.75 per square foot for utilities, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water and $.143 per square foot for building water. O&M assumes 20,000 square feet of landscaping and a 5,000 square feet building. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water Landscape $0 $0 $715 $2,700 $736 $2,781 $759 $2,864 $781 $2,950 $4,272 $16,134 Insurance $0 $1,830 $1,885 $1,941 $2,000 $10,935 Equip. Maint. Bldg. Maint. $0 $0 $0 $35,000 $0 $36,050 $0 $37,132 $0 $38,245 $5,468 $209,142 Utilities $0 $8,750 $9,013 $9,283 $9,561 $52,285 Supplies/Contr $0 $7,500 $7,725 $7,957 $8,195 $44,816 Staffing $0 $30,000 $30,900 $31,827 $32,782 $179,264 $0 $86,495 $89,090 $91,763 $94,514 $522,316 TOTAL *Project includes carryover funding ** New Project 394 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70532 - *Western Area Regional Park Project Description: Capital Costs: Engineering Charges Funding Source: General Obligation Bonds Phased development of an 88 acre regional park and municipal campus. Developing the park amenities and infrastructure will help meet the recommended guidelines proposed in the Parks and Recreation Master Plan and the park site master plan . Carryover 2008 2009 2010 2011 2012 2013-2017 $32,311 $0 $0 $46,983 $0 $0 $68,017 Equipment Contingency $50,000 $317,020 $0 $0 $0 $0 $0 $461,208 $0 $0 $0 $0 $0 $710,149 Miscellaneous/Other $152,482 $0 $0 $0 $0 $0 $0 Arts Design $15,652 $513,433 $0 $0 $0 $0 $46,930 $703,031 $0 $0 $0 $0 $71,015 $710,149 Construction Finance Charges TOTAL Operating Description: $0 $0 $0 $4,692,968 $0 $0 $7,101,496 $37,697 $0 $0 $117,574 $0 $0 $106,522 $1,118,595 $0 $0 $6,068,694 $0 $0 $8,767,348 Landscape includes landscape maintenance for 348,480 square feet. Operating Costs: Landscape TOTAL 2008 2009 2010 2011 2012 2013-2017 $121,991 $125,651 $129,420 $133,304 $137,301 $750,823 $121,991 $125,651 $129,420 $133,304 $137,301 $750,823 *Project includes carryover funding ** New Project 395 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70533 - Parks Maint. Bldg. - North Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of a parks maintenance building and vehicle/equipment yard. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $216,023 Equipment $0 $0 $0 $0 $0 $0 $202,640 Arts Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,460 $43,000 IT/Phone/Security $0 $0 $0 $0 $0 $0 $75,000 Finance Charges $0 $0 $0 $0 $0 $0 $53,397 Construction Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $945,985 $283,795 Land $0 $0 $0 $0 $0 $0 $360,000 $0 $0 $0 $0 $0 $0 $2,189,300 TOTAL Operating Description: O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water and $.143 per square foot for building water. O&M estimates based on 130,680 square feet of landscaping and 5,000 square feet building. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Electrical $0 $0 $0 $0 $0 $3,693 Equip. Maint. $0 $0 $0 $0 $0 $15,000 Bldg. Maint. Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $169,255 $53,854 Supplies/Contr $0 $0 $0 $0 $0 $11,097 $0 $0 $0 $0 $0 $365,876 TOTAL *Project includes carryover funding ** New Project 396 Return to CIP TOC $4,401 $108,576 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70534 - Parks Maint. Bldg. - West Project Description: Funding Source: General Obligation Bonds Construction of a parks maintenance building at the Western Area Regional Park. The facility is needed to station maintenance staff and equipment closer to parks and facilities in the western area of Glendale. Capital Costs: Carryover IT/Phone/Security $0 $0 $0 $0 $0 $0 $75,000 Design Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $192,148 $660,495 Contingency $0 $0 $0 $0 $0 $0 $64,049 Equipment $0 $0 $0 $0 $0 $0 $202,640 Engineering Charges Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $36,664 $29,065 Arts TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $6,605 $0 $0 $0 $0 $0 $0 $1,266,666 O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water and $.143 per square foot for building water. O&M estimates based on 130,680 square feet of landscaping and 5,000 square feet building. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse Water $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,879 $4,401 Landscape $0 $0 $0 $0 $0 $108,576 Electrical $0 $0 $0 $0 $0 $3,693 Bldg. Maint. Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $169,255 $53,854 Supplies/Contr TOTAL $0 $0 $0 $0 $0 $11,097 $0 $0 $0 $0 $0 $362,755 Project: 70535 - Paseo Racquet Center Park Project Description: Capital Costs: Funding Source: General Obligation Bonds Spectator seating, landscape, lighting, and facility improvements to Paseo Racquet Center ballfield and Racquet Center complex in FY 2013. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $0 $20,000 Engineering Charges Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $55,000 $77,656 Construction $0 $0 $0 $0 $0 $0 $2,000,000 Design $0 $0 $0 $0 $0 $0 $600,000 Contingency $0 $0 $0 $0 $0 $0 $431,250 $0 $0 $0 $0 $0 $0 $3,183,906 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 397 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70537 - Outdoor Adventure Ctr. - West Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of outdoor adventure center/park to possibly include in-line skate/skate board court, climbing wall and BMX track. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $0 $12,420 Engineering Charges Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $43,000 $40,198 Construction $0 $0 $0 $0 $0 $0 $1,242,000 Design $0 $0 $0 $0 $0 $0 $186,300 Contingency $0 $0 $0 $0 $0 $0 $124,200 $0 $0 $0 $0 $0 $0 $1,648,118 TOTAL Operating Description: Staffing includes two Recreation Programmers and two Service Worker II's. Additional O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water, $.143 per square foot for building water and $320 per month for trash services. O&M based on 87,120 square feet, 2 ramadas and on 6-yard refuse container. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 Water $0 $0 $0 $0 $0 $17,603 Landscape Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $121,624 $15,018 Bldg. Maint. $0 $0 $0 $0 $0 $28,595 Supplies/Contr Staffing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $48,019 $1,141,244 $0 $0 $0 $0 $0 $1,383,982 TOTAL *Project includes carryover funding ** New Project 398 Return to CIP TOC $11,879 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70538 - Park & Feature Fields Project Description: Capital Costs: Funding Source: General Obligation Bonds The former Hickman site (17 acres) currently serves as a paved parking lot for stadium and special events. This site may be transformed in the future to accommodate 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. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $702,500 Miscellaneous/Other Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $45,000 Arts $0 $0 $0 $0 $0 $0 $70,250 Engineering Charges Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $92,500 $236,068 Construction $0 $0 $0 $0 $0 $0 $7,025,000 Design $0 $0 $0 $0 $0 $0 $1,053,750 $0 $0 $0 $0 $0 $0 $9,325,068 TOTAL Operating Description: Staffing includes the Hickman site two Service Worker I and one Building Maintenance Worker. Additional O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water, $.143 per square foot for building water and $320 per month for trash services. O&M based on 740,520 square feet of landscape, 4 ramadas and 5 fields. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 Insurance $0 $0 $0 $0 $0 $3,754 Equip. Maint. Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $61,547 $570,729 Utilities $0 $0 $0 $0 $0 $32,312 Supplies/Contr Staffing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $62,883 $925,255 Refuse $0 $0 $0 $0 $0 $23,757 Water $0 $0 $0 $0 $0 $149,622 Landscape $0 $0 $0 $0 $0 $713,759 $0 $0 $0 $0 $0 $2,591,927 TOTAL *Project includes carryover funding ** New Project 399 Return to CIP TOC $48,309 2008-2017 Capital Improvement Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: T1710 - Adult Center Expansion Project Description: Capital Costs: Funding Source: General Obligation Bonds Improvements to the unfinished interior space on the 2nd level of the Adult Center. Expansion will help meet the needs for additional programming to accommodate growing use of the facility. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 IT/Phone/Security Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $99,225 $172,568 Construction $0 $0 $0 $0 $0 $0 $3,944,000 Contingency $0 $0 $0 $0 $0 $0 $900,359 Arts Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $39,440 $644,031 Design TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $1,183,200 $0 $0 $0 $0 $0 $0 $7,075,323 Staffing includes 1 Senior Recreation Coordinator, 1 Recreation Programmer, 1 FTE Office Support Supervisors, 1 Custodian and 19 hour Recreation Programmers. Additional O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water, $.143 per square foot for building water and $320 per month for trash services. O&M based on a 17,000 square feet building. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $0 $0 $0 $0 $12,155 PC/Vehicle Replacement $0 $0 $0 $0 $0 $18,152 Electrical Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,402 $18,308 Equip. Maint. $0 $0 $0 $0 $0 $30,013 Bldg. Maint. $0 $0 $0 $0 $0 $314,500 Utilities Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $182,750 $127,500 Staffing $0 $0 $0 $0 $0 $1,382,740 $0 $0 $0 $0 $0 $2,091,520 TOTAL *Project includes carryover funding ** New Project 400 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Citywide Parks (1460) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 72500 *Park Development-71st/Orange $1,325,852 $0 $0 $0 $0 $0 72503 *Park Enhancements - City Wide $518,120 $0 $0 $0 $0 $0 72504 **Park Enhancements - City Wide $299,887 $403,924 $403,924 $403,924 $403,924 $2,019,619 $2,143,859 $403,924 $403,924 $403,924 $403,924 $2,019,619 Total DIF-Citywide Parks Projects: *Project includes carryover funding ** New Project 401 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Citywide Parks (1460) Category: DIF Project: 72500 - *Park Development-71st/Orange Project Description: Funding Source: Development Impact Fees Phase II construction of multi-use football/soccer field complex and community park. Capital Costs: Carryover Construction 2008 2009 2010 2011 2012 2013-2017 $1,124,171 $0 $0 $0 $0 $0 $0 Finance Charges $8,030 $0 $0 $0 $0 $0 $0 Engineering Charges Arts $9,608 $8,030 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Contingency Design TOTAL Operating Description: $56,217 $0 $0 $0 $0 $0 $0 $119,796 $0 $0 $0 $0 $0 $0 $1,325,852 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 72503 - *Park Enhancements - City Wide Project Description: Capital Costs: Funding Source: Development Impact Fees Develop and update parks to accommodate growth per the Parks and Recreation 2002 Master Plan. FY 08 funding will be used to support construction of park amenities and maintenance of the Grand Canal Linear Park. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $13,416 $10,145 $0 $0 $0 $0 $0 Design Finance Charges $94,590 $6,306 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Arts Contingency Miscellaneous/Other Construction TOTAL Operating Description: $6,306 $845 $0 $0 $0 $0 $0 $62,040 $8,904 $0 $0 $0 $0 $0 $75,000 $156,028 $0 $84,540 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $413,686 $104,434 $0 $0 $0 $0 $0 Staffing includes one Service Worker I. Additional O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water and $.143 per square foot for building water. O&M based on 435,600 square feet of landscape and 3 ramadas. Operating Costs: Landscape TOTAL 2008 2009 2010 2011 2012 2013-2017 $115,827 $119,301 $122,881 $126,568 $130,365 $651,825 $115,827 $119,301 $122,881 $126,568 $130,365 $651,825 *Project includes carryover funding ** New Project 402 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Citywide Parks (1460) Category: DIF Project: 72504 - **Park Enhancements - City Wide Project Description: Capital Costs: Funding Source: Development Impact Fees Develop and update parks and recreation facilities city-wide to accommodate growth per the Parks and Recreation 2002 Master Plan. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $24,150 $32,830 $32,830 $32,830 $32,830 $164,150 Design Construction $0 $0 $24,030 $244,300 $32,830 $328,300 $32,830 $328,300 $32,830 $328,300 $32,830 $328,300 $164,150 $1,641,500 Engineering Charges $0 $4,964 $6,681 $6,681 $6,681 $6,681 $33,404 Arts $0 $2,443 $3,283 $3,283 $3,283 $3,283 $16,415 $0 $299,887 $403,924 $403,924 $403,924 $403,924 $2,019,619 TOTAL Operating Description: O & M costs are calculated based on two acres of improvements or enhancements each year. O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water and $.143 per square foot for building water. O&M based on 1 lighted sport court and 87,120 square feet of landscape. Operating Costs: 2008 2009 2010 2011 2012 Landscape $11,760 $23,873 $36,349 $49,199 $62,435 $341,420 Bldg. Maint. $1,663 $3,376 $5,140 $6,957 $8,829 $48,281 Supplies/Contr $1,202 $2,440 $3,715 $5,028 $6,381 $34,894 $14,625 $29,689 $45,204 $61,184 $77,645 $424,595 TOTAL *Project includes carryover funding ** New Project 403 Return to CIP TOC 2013-2017 FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Citywide Rec Fac's (1480) Project Name: 72800 *Soccer Field Complex 72802 *71st & Orangewood Park Total DIF-Citywide Rec Fac's Projects: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $330,170 $0 $0 $0 $0 $0 $1,195,100 $228,962 $0 $0 $0 $0 $1,525,270 $228,962 $0 $0 $0 $0 *Project includes carryover funding ** New Project 404 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Citywide Rec Fac's (1480) Category: DIF Project: 72800 - *Soccer Field Complex Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: Phase I of soccer complex and community park. Carryover 2008 2009 2010 Capital Costs: 2011 2012 2013-2017 $330,170 $0 $0 $0 $0 $0 $0 $330,170 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 72802 - *71st & Orangewood Park Project Description: Development Impact Fees Funding Source: Development Impact Fees Phase II construction of lighted multi-use sports complex at 71st Ave and Orangewood. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency Arts $87,750 $8,770 $27,750 $1,870 $27,750 $1,870 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $30,098 $12,342 $12,342 $0 $0 $0 $0 Finance Charges Construction $8,720 $700,000 $0 $187,000 $0 $187,000 $0 $0 $0 $0 $0 $0 $0 $0 Design $130,800 $0 $0 $0 $0 $0 $0 $966,138 $228,962 $228,962 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 405 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Park Dev Zone 1 (1540) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 73100 *87th Ave - Missouri (Zone 1) $236,966 $0 $0 $0 $0 $0 73103 *87th Ave and Missouri $265,064 $0 $0 $0 $0 $0 73104 *79th Ave & Orangewood $526,743 $147,538 $0 $0 $0 $0 $1,028,773 $147,538 $0 $0 $0 $0 Total DIF-Park Dev Zone 1 Projects: *Project includes carryover funding ** New Project 406 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 1 (1540) Category: DIF Project: 73100 - *87th Ave - Missouri (Zone 1) Project Description: Capital Costs: Finance Charges Funding Source: Development Impact Fees Development of a 10-acre joint city/school park site with Pendergast Unified School District. Carryover 2008 2009 2010 2011 2012 2013-2017 $1,800 $0 $0 $0 $0 $0 $0 Engineering Charges $11,000 $0 $0 $0 $0 $0 $0 Arts Contingency $1,200 $19,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Miscellaneous/Other Construction TOTAL Operating Description: $6,000 $0 $0 $0 $0 $0 $0 $197,766 $0 $0 $0 $0 $0 $0 $236,966 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 73103 - *87th Ave and Missouri Project Description: Capital Costs: Funding Source: Development Impact Fees Phased development of a 10-acre joint use park site with the Pendergast Elementary School District. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $11,721 $0 $0 $0 $0 $0 $0 Design $31,200 $0 $0 $0 $0 $0 $0 $5,200 $2,080 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Contingency $31,863 $0 $0 $0 $0 $0 $0 Construction $183,000 $0 $0 $0 $0 $0 $0 $265,064 $0 $0 $0 $0 $0 $0 Finance Charges Arts TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 407 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 1 (1540) Category: DIF Project: 73104 - *79th Ave & Orangewood Project Description: Capital Costs: Funding Source: Development Impact Fees Develop a neighborhood/school joint use park to serve a one-mile radius as per the Parks and Recreation 2002 Master Plan. Due to growth in the area, the Glendale Elementary School District moved its portion of the project forward to 2006. Funding FY 08 & 09 will be used to complete the joint-use park. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $28,489 $12,500 $12,500 $0 $0 $0 $0 Design Construction $42,900 $286,000 $0 $125,500 $0 $125,500 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges Engineering Charges Arts TOTAL Operating Description: $2,840 $0 $0 $0 $0 $0 $0 $16,116 $2,860 $8,283 $1,255 $8,283 $1,255 $0 $0 $0 $0 $0 $0 $0 $0 $379,205 $147,538 $147,538 $0 $0 $0 $0 O & M represents the typically cost required to maintain a ten acre park. Glendale Elementary School District will share cost of O&M. O&M assumes $601 per acre for supplies and contracts, $1.25 to $1.75 for building maintenance, $.090 per square foot for landscape maintenance, $.045 per square foot for landscape water and $.143 per square foot for building water. O&M based on two lighted basketball courts and 435,600 square feet of landscape. Operating Costs: 2008 2009 2010 2011 2012 Landscape Insurance $62,622 $480 $64,501 $494 $66,436 $509 $68,429 $525 $70,482 $0 $385,422 $2,868 Bldg. Maint. $3,966 $4,085 $4,208 $4,334 $4,464 $24,410 Supplies/Contr $6,010 $6,190 $6,376 $6,567 $6,764 $36,990 $73,078 $75,270 $77,529 $79,855 $81,710 $449,690 TOTAL *Project includes carryover funding ** New Project 408 Return to CIP TOC 2013-2017 FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Park Dev Zone 2 (1560) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 73400 *Park Improvements/Enhance $221,506 $117,600 $95,256 $0 $0 $0 73401 *63rd - Butler Park Dvlpt. (Z2) $818,681 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $968,993 $1,040,187 $117,600 $95,256 $0 $0 $968,993 73402 69th Ave. - Diana (Zone 2) Total DIF-Park Dev Zone 2 Projects: *Project includes carryover funding ** New Project 409 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 2 (1560) Category: DIF Project: 73400 - *Park Improvements/Enhance Project Description: Capital Costs: Contingency Funding Source: Development Impact Fees Develop and update parks and recreation facilities to accommodate growth in Zone 2. Carryover 2008 2009 2010 2011 2012 2013-2017 $11,490 $10,000 $10,000 $8,100 $0 $0 $0 Arts $1,150 $1,000 $1,000 $810 $0 $0 $0 Engineering Charges Finance Charges $5,657 $1,150 $6,600 $0 $6,600 $0 $5,346 $0 $0 $0 $0 $0 $0 $0 $84,459 $100,000 $100,000 $81,000 $0 $0 $0 $103,906 $117,600 $117,600 $95,256 $0 $0 $0 Construction TOTAL Operating Description: Ramada and associated cleaning @ $4,000 a year, electrical @ $75 per pole, water for drinking fountains @ $60 per year and maintenance costs for drinking fountain repairs are included in the O & M. Operating Costs: 2008 Water Bldg. Maint. Utilities Supplies/Contr TOTAL 2009 2010 Capital Costs: Contingency Arts Finance Charges Construction Design TOTAL Operating Description: 2012 2013-2017 $60 $62 $64 $66 $68 $371 $4,079 $2,640 $5,506 $3,960 $7,434 $5,280 $7,664 $5,443 $7,894 $5,606 $43,167 $30,657 $9,940 $14,970 $19,960 $20,577 $21,194 $115,899 $16,719 $24,498 $32,738 $33,750 $34,762 $190,094 Project: 73401 - *63rd - Butler Park Dvlpt. (Z2) Project Description: 2011 Funding Source: Development Impact Fees Phase II of a 5 acre neighborhood park. Carryover 2008 2009 2010 2011 2012 2013-2017 $11,240 $0 $0 $0 $0 $0 $0 $1,405 $0 $0 $0 $0 $0 $0 $3,512 $715,653 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $86,871 $0 $0 $0 $0 $0 $0 $818,681 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 410 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 2 (1560) Category: DIF Project: 73402 - 69th Ave. - Diana (Zone 2) Project Description: Capital Costs: Funding Source: Development Impact Fees Five to ten acre neighborhood park development per the Parks and Recreation 2002 Master Plan. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 Arts $0 $0 $0 $0 $0 $0 $7,400 Engineering Charges Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $36,593 $740,000 Design $0 $0 $0 $0 $0 $0 $111,000 $0 $0 $0 $0 $0 $0 $968,993 TOTAL Operating Description: $74,000 Supplies & contracts include $601 per acre x 10 acres. Building maintenance includes one volleyball and one basketball court x $750 per court, $133 for lamp replacement and 20 low-level security lights x $75. Landscape includes landscape maintenance at $.090 x 435,600 square feet, landscape water at $.045 square feet x 435,600 square feet, and ramada cleaning at $4,000 each. Operating Costs: Water Landscape 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $84,302 $386,555 Bldg. Maint. $0 $0 $0 $0 $0 $20,181 Supplies/Contr $0 $0 $0 $0 $0 $36,990 $0 $0 $0 $0 $0 $528,028 TOTAL *Project includes carryover funding ** New Project 411 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Park Dev Zone 3 (1580) Project Name: 73700 *Park Enhancements/Ren Total DIF-Park Dev Zone 3 Projects: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $252,880 $27,001 $20,000 $20,000 $20,000 $100,000 $252,880 $27,001 $20,000 $20,000 $20,000 $100,000 *Project includes carryover funding ** New Project 412 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Park Dev Zone 3 (1580) Category: DIF Project: 73700 - *Park Enhancements/Ren Project Description: Capital Costs: Funding Source: Development Impact Fees Develop and update parks and recreation facilities to accommodate growth in zone 3. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $3,280 $2,700 $1,999 $1,999 $1,999 Arts $0 $328 $226 $167 $167 $167 $837 $0 $214,307 $2,165 $32,800 $1,491 $22,584 $1,104 $16,730 $1,104 $16,730 $1,104 $16,730 $5,521 $83,650 $214,307 $38,573 $27,001 $20,000 $20,000 $20,000 $100,000 Engineering Charges Construction TOTAL Operating Description: $9,992 Supplies and contracts include $601 per acre x 5 acres, Building maintenance includes one volleyball and one basketball court x $750 each, $133 for lamp replacement and 20 low-level security lights x $75. Operating Costs: Bldg. Maint. Utilities Supplies/Contr TOTAL 2008 2009 2010 2011 2012 2013-2017 $3,133 $3,227 $3,324 $3,424 $3,526 $609 $927 $1,255 $1,293 $1,331 $7,281 $3,005 $3,095 $3,188 $3,284 $3,382 $18,495 $6,747 $7,249 $7,767 $8,001 $8,239 $45,060 *Project includes carryover funding ** New Project 413 Return to CIP TOC $19,284 2008-2017 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, DIF funds 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. In later years, Library bonds will be used to fund the renovations and enhancements at Velma Teague, Main and Foothills libraries. Above: The Velma Teague, Foothills and Main (not pictured) libraries will undergo renovation and enhancements in the last five years of the plan. 414 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Library Bonds (2160) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 74000 West Branch Library $0 $7,852,125 $0 $0 $0 $0 T2810 **Renovation Library Facilities $0 $0 $0 $0 $0 $12,458,191 $0 $7,852,125 $0 $0 $0 $12,458,191 Total Library Bonds Projects: *Project includes carryover funding ** New Project 415 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Library Bonds (2160) Category: 6% Project: 74000 - West Branch Library Project Description: Capital Costs: Funding Source: General Obligation Bonds Design and construction of a 33,500 sq ft facility on approximately 7 acres of land at the Western Area Regional Facility site. Equipment includes 3M security system, gates, 2 self checks, radio frequency identification technology. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $1,000,000 $0 $0 $0 $0 Arts Engineering Charges $0 $0 $0 $0 $65,000 $120,000 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $167,125 $0 $0 $0 $0 Construction $0 $0 $6,500,000 $0 $0 $0 $0 $0 $0 $7,852,125 $0 $0 $0 $0 TOTAL Operating Description: 1 branch manager, 2 librarian III, 7 librarian I, 1 library operations supervisor, 4 library assistant III, 1 library assistant II, 1 library assistant I, 7 p/t circulation clerks, 1 office assistant, 1 p/t courier, 1 PC support specialist II, 1 building maintenance worker, books, periodicals, electronic resources, supplies/contracts ( including contracted custodial services), equipment maintenance, utilities and insurance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water $0 $47,905 $49,342 $50,822 $52,347 Landscape $0 $12,574 $12,951 $13,340 $13,740 $75,136 PC/Vehicle Replacement Electrical $0 $0 $118,778 $45,780 $122,341 $47,153 $126,011 $48,568 $129,791 $50,025 $709,752 $273,557 Insurance $0 $13,450 $13,854 $14,269 $14,697 $80,369 Equip. Maint. Bldg. Maint. $0 $0 $0 $90,005 $0 $92,705 $0 $95,486 $0 $98,351 $172,459 $537,824 Utilities $0 $94,208 $97,034 $99,945 $102,943 $562,935 Supplies/Contr $0 $1,162,497 $1,197,372 $1,233,293 $1,270,292 $6,946,477 Staffing $0 $1,089,822 $1,122,517 $1,156,192 $1,190,878 $6,512,209 $0 $2,675,019 $2,755,269 $2,837,926 $2,923,064 $16,156,973 TOTAL Project: T2810 - **Renovation Library Facilities Project Description: Capital Costs: General Obligation Bonds Renovations and enhancements to all three library facilities. This includes upgrading the current automation system. Carryover Equipment Arts $0 $0 Engineering Charges Construction TOTAL Operating Description: Funding Source: $286,255 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $6,594,700 $0 $0 $0 $0 $0 $0 $12,458,191 No O&M at this time. *Project includes carryover funding ** New Project 416 Return to CIP TOC $5,677,544 $65,947 FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Library Buildings (1380) Project Name: 74250 West Branch Library Total DIF-Library Buildings Projects: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $2,536,942 $0 $0 $0 $0 $0 $2,536,942 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 417 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Library Buildings (1380) Category: DIF Project: 74250 - West Branch Library Project Description: Capital Costs: Funding Source: Development Impact Fees Design and construction of a 33,500 sq ft facility on approximately 7 acres of land at the Western Area Regional Facility site. Equipment includes 3M security system, gates, 2 self checks, radio frequency identification technology. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $613,288 $0 $0 $0 $0 $0 Equipment Arts $0 $0 $1,079,089 $1,582 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $34,754 $0 $0 $0 $0 $0 Construction Design $0 $0 $158,229 $650,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,536,942 $0 $0 $0 $0 $0 TOTAL Operating Description: O&M listed in project 2160-74000. *Project includes carryover funding ** New Project 418 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Library Books (1400) Project Name: 74500 *Library Books/Population Growt Total DIF-Library Books Projects: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $304,871 $0 $0 $0 $0 $0 $304,871 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 419 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Library Books (1400) Category: DIF Project: 74500 - *Library Books/Population Growth Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Funding Source: Development Impact Fees 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $304,871 $0 $0 $0 $0 $0 $0 $304,871 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 420 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Libraries (1500) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 74750 West Branch Library/Books $1,953,096 $0 $0 $0 $0 $0 74751 *Library Books - Pop. Growth $1,796,763 $385,340 $414,444 $444,394 $474,605 $2,040,855 $3,749,859 $385,340 $414,444 $444,394 $474,605 $2,040,855 Total DIF-Libraries Projects: *Project includes carryover funding ** New Project 421 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Libraries (1500) Category: DIF Project: 74750 - West Branch Library/Books Project Description: Capital Costs: Funding Source: Development Impact Fees Design and construction of a 33,500 sq ft facility on approximately 7 acres of land at the Western Area Regional Facility site. Equipment includes 3M security system, gates, 2 self checks, radio frequency identification technology. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $175,276 $0 $0 $0 $0 $0 Equipment Arts $0 $0 $227,635 $14,247 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $51,287 $0 $0 $0 $0 $0 IT/Phone/Security Construction $0 $0 $60,000 $1,424,651 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,953,096 $0 $0 $0 $0 $0 TOTAL Operating Description: O&M listed in project 2160-74000. Project: 74751 - *Library Books - Pop. Growth Project Description: Funding Source: Development Impact Fees Request is for 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. Capital Costs: Carryover Miscellaneous/Other $1,458,894 $337,869 $385,340 $414,444 $444,394 $474,605 $2,040,855 $1,458,894 $337,869 $385,340 $414,444 $444,394 $474,605 $2,040,855 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 422 Return to CIP TOC 2011 2012 2013-2017 2008-2017 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 2008 carryover funds will be used for the completion of the phase 1 of Glendale Regional Public Safety Training Facility. In FY 2008 DIF carryover continues for the public safety needs assessment project. 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, fire engine pumpers and fire ladder truck replacement. Above: Phase I of the Public Safety Training Center construction continues. Project 75019 Left: Fire Station 151 is being relocated; the vacant building will be used for fire equipment repair and storage. Project 75000 Fire Station Relocation 423 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Public Safety (2040) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $4,871,278 $0 $0 $0 $0 $0 $794,375 $0 $0 $0 $0 $0 $1,793,750 $512,500 $512,500 $0 $0 $2,844,375 $304,536 $0 $0 $0 $0 $0 75017 Upgrade of Police Digital Comm $0 $0 $0 $0 $0 $21,525,000 75018 Fingerprint Identification Sys $0 $0 $0 $0 $0 $512,500 75019 *EOC/Training Facility Phase I $8,184,660 $0 $0 $0 $0 $0 75020 *City Court Building $2,721,416 $27,166,454 $0 $0 $0 $0 75024 800MHz Communications Equip. $0 $0 $828,200 $0 $0 $0 T2520 Infor & Imaging Systems $0 $0 $0 $0 $0 $512,500 T2550 EOD Total Containment Vessel $0 $0 $0 $0 $0 $307,500 T2600 Replace 2 Engine Pumpers $0 $0 $0 $0 $0 $1,505,050 T2610 Replace 2 Engine Pumpers $0 $0 $0 $0 $0 $1,505,968 T2690 Fire Admin Relocation $0 $0 $2,790,562 $0 $0 $8,162,918 T4410 Replace 2 Fire Engine Pumpers $0 $0 $0 $0 $0 $1,505,050 T4420 Replace Fire Ladder Truck $0 $0 $0 $0 $0 $1,429,708 T4430 Fire Ladder Truck & Tender $0 $0 $0 $0 $0 $2,676,274 T4440 Replace 2 Fire Engine Pumpers $0 $0 $0 $0 $0 $1,505,050 T5310 **DNA/Blood Lab $0 $0 $0 $0 $0 $1,281,045 T5320 **EOC Equipment Replacement $0 $0 $0 $0 $0 $3,130,798 T5330 **Refurbish Gatwy & Fthls Statn $0 $0 $0 $0 $0 $1,765,659 T5340 **Mobile Command Center Upgrade $0 $0 $0 $0 $0 $300,000 T5350 **Fire Station - 99th & Maryland $0 $0 $0 $0 $0 $14,618,412 T5360 **Radio Upgrade to IP $0 $0 $0 $0 $0 $4,260,000 T5370 **Training Facility Phase II $0 $0 $0 $0 $0 $34,081,378 T5380 **Purchase HazMat Vehicle $0 $0 $0 $0 $0 $691,875 T5390 **Replace Utility Truck $0 $0 $0 $0 $0 $615,000 T5400 **Replace 1 Brush Truck $0 $0 $0 $0 $0 $307,500 T5410 **800MHz Communication Equip. $0 $0 $0 $0 $0 $2,365,700 T5420 **Ballistic Vests $0 $0 $0 $0 $0 $212,278 T5430 **Specialty Delivery Truck $0 $0 $0 $0 $0 $205,000 T5440 **3000 Gallon Fuel Truck $0 $0 $0 $0 $0 $102,500 T5450 **30 Heart Monitors $0 $0 $0 $0 $0 $799,500 75000 *Fire Station Relocation 75002 Hazardous Materials Vehicle 75012 Police Digital Comm. System 75014 *Fire 800 MHz System 424 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Public Safety (2040) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: T5460 **Rebuild Fire Station 153 $0 $0 $0 $0 $0 $10,996,371 T5470 **Electronic Charting $0 $0 $0 $0 $0 $174,250 T5480 **Inspection Data Software/Tech $0 $0 $0 $0 $0 $174,250 T5490 **Replace 1 Pumper w/Equip. $0 $0 $0 $0 $0 $717,500 T5500 **Upgrade Station Generators $0 $0 $0 $0 $0 $256,250 T5510 **Security Fencing $0 $0 $0 $0 $0 $1,691,148 T5520 **Public Safety Vehicle Technolo $0 $0 $0 $0 $0 $2,700,000 T5530 **911 Center Technology Enhancem $0 $0 $0 $0 $0 $855,000 $18,670,015 $27,678,954 $4,131,262 $0 $0 $126,293,307 Total Public Safety Projects: *Project includes carryover funding ** New Project 425 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: 75000 - *Fire Station Relocation Project Description: Capital Costs: Miscellaneous/Other Funding Source: General Obligation Bonds Design, construction, 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $71,928 $0 $0 $0 $0 $0 $0 $871,500 $2,915,996 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges $58,096 $0 $0 $0 $0 $0 $0 Engineering Charges Arts $71,928 $29,160 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equipment $463,870 $0 $0 $0 $0 $0 $0 Contingency $388,800 $0 $0 $0 $0 $0 $0 $4,871,278 $0 $0 $0 $0 $0 $0 Design Construction TOTAL Operating Description: No O&M at this time. Project: 75002 - Hazardous Materials Vehicle Project Description: Funding Source: General Obligation Bonds Replace the 13 year old support vehicle for the hazardous materials team. A second hazmat vehicle is being requested in a separate CIP project as an addition to the Fire Departments fleet. These vehicles are used on a daily basis due to growth. Capital Costs: Carryover Finance Charges $0 $19,375 $0 $0 $0 $0 $0 Equipment $0 $775,000 $0 $0 $0 $0 $0 $0 $794,375 $0 $0 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O&M includes 10 year vehicle replacement and maintenance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement Equip. Maint. $0 $0 $50,000 $14,000 $51,500 $14,420 $53,045 $14,853 $54,636 $15,298 $298,774 $83,657 TOTAL $0 $64,000 $65,920 $67,898 $69,934 $382,431 *Project includes carryover funding ** New Project 426 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: 75012 - Police Digital Comm. System Project Description: Funding Source: General Obligation Bonds This project will fund upgrades to the digital communications (radio) system used by the police, transportation, sanitation, airport, public works and utilities departments. Capital Costs: Carryover Finance Charges $0 $43,750 $12,500 $12,500 $0 $0 $69,375 Equipment $0 $1,750,000 $500,000 $500,000 $0 $0 $2,775,000 $0 $1,793,750 $512,500 $512,500 $0 $0 $2,844,375 TOTAL Operating Description: 2008 2009 2010 2008 Equip. Maint. TOTAL 2009 2010 Equipment TOTAL Operating Description: 2011 2012 2013-2017 $0 $128,750 $132,613 $136,591 $140,689 $769,343 $128,750 $132,613 $136,591 $140,689 $769,343 Funding Source: General Obligation Bonds Upgrade Fire radio system to 800MHz to comply with FCC regulations. Carryover 2008 2009 2010 2011 2012 2013-2017 $304,536 $0 $0 $0 $0 $0 $0 $304,536 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 75017 - Upgrade of Police Digital Comm Project Description: 2013-2017 $0 Project: 75014 - *Fire 800 MHz System Capital Costs: 2012 No O&M in FY08. Maintenance costs on hardware/software. The costs associated with equipment maintenance includes the additional fees of $125,000 per year (including a 3% inflation rate) for the software subscription agreement which upgrades the actual software that operates the handheld and mobile radios. Operating Costs: Project Description: 2011 Funding Source: General Obligation Bonds 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 could also provide revenue. Capital Costs: Carryover Finance Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $525,000 $21,000,000 $0 $0 $0 $0 $0 $0 $21,525,000 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Maintenance costs of software/hardware. This will also include the cost of batteries and generators. Operating Costs: Equip. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $280,000 $0 $0 $0 $0 $0 $280,000 *Project includes carryover funding ** New Project 427 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: 75018 - Fingerprint Identification Sys Project Description: Capital Costs: Funding Source: General Obligation Bonds Upgrade 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. Includes biometric devices to capture and return fingerprints and photos to officers in minutes. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 $500,000 Finance Charges $0 $0 $0 $0 $0 $0 $12,500 $0 $0 $0 $0 $0 $0 $512,500 TOTAL Operating Description: Supplies/Contracts: 100 units x $50 monthly aircard x 12 months x 5 years = $300,000. PC/Vehicle Replacement: $500,000/6 years x 5 years (2013-2017) for replacement fund = $416,666. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 Supplies/Contr $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $716,666 TOTAL Project: 75019 - *EOC/Training Facility Phase I Project Description: Capital Costs: Funding Source: $416,666 General Obligation Bonds 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. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $750,000 $0 $0 $0 $0 $0 $0 Equipment $750,000 $0 $0 $0 $0 $0 $0 $6,357,598 $296,765 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,297 $0 $0 $0 $0 $0 $0 $8,184,660 $0 $0 $0 $0 $0 $0 Design Finance Charges Engineering Charges TOTAL Operating Description: O&M funded in FY 2006-07. *Project includes carryover funding ** New Project 428 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: 75020 - *City Court Building Project Description: Capital Costs: Funding Source: General Obligation Bonds The new court building is an 89,400 square foot facility. The proposed new court facility is needed to meet service demands as the court caseload continues its steady growth, requiring additional facilities and staff. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $3,119 $12,158 $109,842 $0 $0 $0 $0 Miscellaneous/Other Contingency $0 $0 $0 $0 $20,241 $3,457,025 $0 $0 $0 $0 $0 $0 $0 $0 Arts $0 $0 $194,690 $0 $0 $0 $0 IT/Phone/Security $0 $0 $1,253,100 $0 $0 $0 $0 Finance Charges Construction $0 $0 $54,175 $0 $662,596 $19,468,960 $0 $0 $0 $0 $0 $0 $0 $0 $497,106 $2,154,858 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $500,225 $2,221,191 $27,166,454 $0 $0 $0 $0 Design Equipment TOTAL Operating Description: Staffing-additional 3 city judges, 10 court clerks. Professional Development, professional and contractual, line supplies, office supplies, duplication fees. Utilities-estimates obtained from Field Operations. Building maintenance (year 1)-2.25 building maintenance workers, preventative maintenance, 2 service trucks and 1 crew truck, start-up materials, maintenance and line supplies, equipment repair and fuel, uniforms, communication equipment, custodial service equipment, 6 custodians, 1 day porter. Building maintenance (years 2 and thereafter) is same as year one minus one-time costs (trucks, communication equipment, custodial service equipment plus 3% inflationary adjustment where applicable. Electrical-monitoring service for fire/intrusion alarms. Landscape maintenance, landscape water based on 44,000 square feet. Right of way based on 17,500 square feet. Refuse based on two six-yard containers with pick-up three times per week. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $4,095 $4,218 $4,344 $4,475 $24,470 Water $0 $13,551 $13,958 $14,376 $14,808 $80,974 Landscape PC/Vehicle Replacement $0 $0 $9,451 $6,063 $9,735 $6,245 $10,027 $6,432 $10,327 $6,625 $56,474 $36,229 Electrical $0 $2,400 $2,472 $2,546 $2,623 $14,341 Insurance Equip. Maint. $0 $0 $7,587 $900 $7,815 $927 $8,049 $955 $8,291 $983 $45,336 $5,378 Bldg. Maint. $0 $978,718 $881,699 $908,150 $935,394 $5,115,120 Utilities $0 $350,000 $360,500 $371,315 $382,454 $2,091,418 Supplies/Contr Staffing $0 $0 $65,260 $1,031,273 $67,218 $1,062,211 $69,234 $1,094,078 $71,311 $1,126,900 $389,960 $6,162,350 $0 $2,469,298 $2,416,998 $2,489,506 $2,564,191 $14,022,050 TOTAL *Project includes carryover funding ** New Project 429 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: 75024 - 800MHz Communications Equip. Project Description: Funding Source: General Obligation Bonds Purchase 180 portable and mobile radios and 10 gang chargers for the 800MHz Phoenix Regional Wireless Network. Capital Costs: Carryover Finance Charges $0 $0 $0 $20,200 $0 $0 Equipment $0 $0 $0 $808,000 $0 $0 $0 $0 $0 $0 $828,200 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 2012 2013-2017 $0 Technical services fees, radio replacement, and network fees on 800MHz portable and mobile radios. Operating Costs: 2008 Supplies/Contr TOTAL 2009 2010 2011 2012 2013-2017 $0 $0 $0 $207,450 $213,674 $1,168,454 $0 $0 $0 $207,450 $213,674 $1,168,454 Project: T2520 - Infor & Imaging Systems Project Description: 2011 Funding Source: General Obligation Bonds 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. This system is needed to manage the 165,000 digital images captured each year. Capital Costs: Carryover Equipment Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $12,500 $0 $0 $0 $0 $0 $0 $512,500 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 This project will entail establishing a maintenance agreement with a vendor to provide updated software, hardware and IT technical support on a contract basis for several years. Operating Costs: Equip. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000 *Project includes carryover funding ** New Project 430 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T2550 - EOD Total Containment Vessel Project Description: Capital Costs: Funding Source: General Obligation Bonds This equipment allows on site disposal of explosive ordinance and other weapons of mass destruction. This trailer is different from the current one in that it contains the explosive and the current one vents it upward. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $0 $7,500 $0 $0 $0 $0 $0 $0 $307,500 TOTAL Operating Description: $300,000 The costs for the vehicle includes $5,000 per year for maintenance and $5,000 per year for a metal stress test which is a requirement (x 5 years). The replacement cost will be $25,000 per year based on a 12 year period (x 5 years). Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $175,000 TOTAL Project: T2600 - Replace 2 Engine Pumpers Project Description: Funding Source: $125,000 General Obligation Bonds Replace two fire engine pumpers in the fire department fleet, per the Support Services 10-year plan. Currently there are at least three front line fire pumpers that have over 150,000 miles and need to be moved into reserve status. These pumpers ensure the reliability of supplying emergency services. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $36,708 Equipment $0 $0 $0 $0 $0 $0 $1,468,342 $0 $0 $0 $0 $0 $0 $1,505,050 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Vehicle replacement for two fire engine pumpers, on a 7 year replacement schedule. Equipment maintenance includes estimated shop and fuel charges. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $209,763 $15,000 TOTAL $0 $0 $0 $0 $0 $224,763 *Project includes carryover funding ** New Project 431 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T2610 - Replace 2 Engine Pumpers Project Description: Funding Source: General Obligation Bonds Replace two fire engine pumpers in the fire department fleet, per the Support Services 10-year plan. Currently there are at least three front line fire pumpers that have over 150,000 miles and need to be moved into reserve status. These pumpers ensure the reliability of supplying emergency services. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $37,626 Equipment $0 $0 $0 $0 $0 $0 $1,468,342 $0 $0 $0 $0 $0 $0 $1,505,968 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Vehicle replacement for two fire engine pumpers, on a 7 year replacement schedule. Equipment maintenance includes estimated amount for shop and fuel. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $224,763 TOTAL Project: T2690 - Fire Admin Relocation Project Description: Capital Costs: Funding Source: $209,763 General Obligation Bonds Purchase 2.5 acres of land in FY 2010, to be followed by design and construction beginning in FY 2011 of a 22,000 sq. ft. office building to house all of Fire Administration and the Fire Marshal's Office staff. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $44,220 Equipment Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $620,838 $50,160 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Finance Charges Design $0 $0 $0 $0 $0 $0 $68,062 $0 $0 $0 $0 $0 $167,200 $1,672,000 Land $0 $0 $0 $2,722,500 $0 $0 $0 IT/Phone/Security $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $2,790,562 $0 $0 $8,162,918 TOTAL Operating Description: $5,016,000 O&M includes supplies, office equipment, utilities, vehicle and PC replacement, custodial, landscape, water and refuse x 5 years. No staffing has been assumed for this project. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $9,660 Water Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,730 $15,000 PC/Vehicle Replacement $0 $0 $0 $0 $0 $48,555 Equip. Maint. Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $198,275 $224,335 Utilities $0 $0 $0 $0 $0 $220,595 Supplies/Contr $0 $0 $0 $0 $0 $107,110 $0 $0 $0 $0 $0 $839,260 TOTAL *Project includes carryover funding ** New Project 432 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T4410 - Replace 2 Fire Engine Pumpers Project Description: Funding Source: General Obligation Bonds Replace two fire engine pumpers in the fire department fleet, per the Support Services 10-year plan. Currently there are at least three front line fire pumpers that have over 150,000 miles and need to be moved into reserve status. These pumpers ensure the reliability of supplying emergency services. Capital Costs: Carryover Finance Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $36,708 $1,468,342 $0 $0 $0 $0 $0 $0 $1,505,050 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Vehicle replacement for two fire engine pumpers on a 7 year replacement schedule. O&M includes estimated shop and fuel charges. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 $209,763 Equip. Maint. $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $224,763 TOTAL Project: T4420 - Replace Fire Ladder Truck Project Description: Funding Source: General Obligation Bonds Replace a 1987 fire ladder truck per fire department 5-year plan. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $34,871 Equipment $0 $0 $0 $0 $0 $0 $1,394,837 $0 $0 $0 $0 $0 $0 $1,429,708 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O&M includes estimated shop and fuel charges and vehicle replacement on 10 year cycle. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 $139,484 Equip. Maint. $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $154,484 TOTAL *Project includes carryover funding ** New Project 433 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T4430 - Fire Ladder Truck & Tender Project Description: Funding Source: General Obligation Bonds 1 fully equipped ladder truck and ladder tender vehicle, and staffing of 18 firefighters. Furnishings to accommodate additional ladder company in existing station. Growth, call volume and demand for the ladder services will determine the location of which station it will be located. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $66,866 Equipment Miscellaneous/Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,555,408 $54,000 $0 $0 $0 $0 $0 $0 $2,676,274 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Salaries and benefits for 18 FTE: 12 firefighters, 3 captain and 3 engineer promotions, training, supplies and dispatching, vehicle and equipment maintenance, and vehicle replacement for both vehicles, and one-time cost of recruit, test, hire and academy. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 $255,541 Insurance Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,512 $49,544 Supplies/Contr $0 $0 $0 $0 $0 $528,028 Staffing $0 $0 $0 $0 $0 $1,768,013 $0 $0 $0 $0 $0 $2,611,638 TOTAL Project: T4440 - Replace 2 Fire Engine Pumpers Project Description: Funding Source: General Obligation Bonds Replace two fire engine pumpers in the fire department fleet, per the Support Services 10-year plan. Currently there are at least three front line fire pumpers that have over 150,000 miles and need to be moved into reserve status. These pumpers ensure the reliability of supplying emergency services. Capital Costs: Carryover Finance Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $36,708 $1,468,342 $0 $0 $0 $0 $0 $0 $1,505,050 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Vehicle replacement for two fire engine pumpers on a 7 year replacement schedule. O&M includes estimated shop and fuel charges. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 $209,763 Equip. Maint. $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $224,763 TOTAL *Project includes carryover funding ** New Project 434 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5310 - **DNA/Blood Lab Project Description: Capital Costs: Funding Source: General Obligation Bonds Project assumes that a DNA/Blood lab will be located either as a rehabilitated space in the current public safety building or as a part of the new public safety location. The Glendale Police Department is currently the single largest contributor of DNA evidence to the Arizona Department of Public Safety (DPS). DPS DNA analysis currently takes two years. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $0 $31,245 Construction Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $300,000 $927,000 $0 $0 $0 $0 $0 $0 $1,281,045 TOTAL Operating Description: $19,800 $3,000 Staffing = 3 lab techs at $57,500 per year x 5 years = $862,500. Supplies/contracts are estimated at $125,600 per year per employee (per Census of Publicly Funded Forensic Crime Labs, 2002). $125,600 x 3 employees x 5 years = $1,884,000. Utilities: 750 sq ft x $2.52 = $1,890 x 5 years = $9,450. Bldg Maint: 750 sq ft x 1.80 = $1,350 x 5 years = $6,750. Insurance: $1,020,431/546/ employee = $1,868 x 3 techs = $5,604 x 5 years = $28,020. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Insurance Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Utilities $0 $0 $0 $0 $0 $9,450 Supplies/Contr Staffing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,884,000 $862,500 $0 $0 $0 $0 $0 $2,790,720 TOTAL Project: T5320 - **EOC Equipment Replacement Project Description: Funding Source: $28,020 $6,750 General Obligation Bonds Replace telecommunication, audio/visual, computer infrastructure, radios and furniture in the City EOC. The average life of electronic based EOC equipment is approximately 7 years due to improvements in technology and use. The average life of EOC furniture is approximately 8 years based on use. The EOC will be 7 years old in 2013. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $120,750 IT/Phone/Security Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,578,798 $431,250 $0 $0 $0 $0 $0 $0 $3,130,798 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 435 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5330 - **Refurbish Gatwy & Fthls Statn Project Description: Capital Costs: Funding Source: General Obligation Bonds Refurbish Gateway and Foothills public safety facilities. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $0 $15,000 Construction $0 $0 $0 $0 $0 $0 $1,500,000 Finance Charges Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $39,759 $156,900 Engineering Charges $0 $0 $0 $0 $0 $0 $54,000 $0 $0 $0 $0 $0 $0 $1,765,659 TOTAL Operating Description: No O&M at this time. Project: T5340 - **Mobile Command Center Upgrade Project Description: Capital Costs: Funding Source: General Obligation Bonds This project replaces all phone and computer technology currently located in the Police Department's Mobile Command Center. The MCC was originally purchased and outfitted with equipment in 1999. Due to the ever occurring changes in technology, a complete replacement of the infrastructure will be needed. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $24,999 Construction $0 $0 $0 $0 $0 $0 $251,399 Finance Charges Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,544 $13,544 Arts $0 $0 $0 $0 $0 $0 $2,514 $0 $0 $0 $0 $0 $0 $300,000 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 436 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5350 - **Fire Station - 99th & Maryland Project Description: Capital Costs: Funding Source: General Obligation Bonds Design and construction of a 15,000 sq. ft., 4-bay fire station, with firefighter quarters for 18 personnel, furniture/fixtures/equipment, office space and storage. Equipment includes 1 engine. This facility will respond to the surrounding residential and the Westgate area between Northern and Camelback west of Loop 101. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $0 $66,903 Equipment Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,601,040 $92,500 IT/Phone/Security $0 $0 $0 $0 $0 $0 $140,000 Finance Charges Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $364,996 $2,007,090 Land $0 $0 $0 $0 $0 $0 $2,395,800 Contingency $0 $0 $0 $0 $0 $0 $1,259,783 Construction $0 $0 $0 $0 $0 $0 $6,690,300 $0 $0 $0 $0 $0 $0 $14,618,412 TOTAL Operating Description: Salary & benefits for 12 firefighters, 3 captains & 3 engineer promotions, training, medic pay, station supplies, station and equipment maintenance, insurance and a 1-time cost to recruit, test, hire, training academy for 18 and medic school for 6. Utilities calculated at 1.54/sq ft x 5 years . Staffing also includes 1/2 a Bldg Maint worker @ $40K/year x 5 years. Build. Maint. includes supplies at .30/sq. ft. per year and custodial at $1.90/sq ft per year x 5 years. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $1,000 Water Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,860 $6,100 PC/Vehicle Replacement $0 $0 $0 $0 $0 $27,000 Electrical Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $23,800 $10,995 Equip. Maint. $0 $0 $0 $0 $0 $15,000 Bldg. Maint. $0 $0 $0 $0 $0 $165,000 Utilities Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $115,500 $528,028 Staffing $0 $0 $0 $0 $0 $1,968,013 $0 $0 $0 $0 $0 $2,863,296 TOTAL *Project includes carryover funding ** New Project 437 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5360 - **Radio Upgrade to IP Project Description: Funding Source: General Obligation Bonds This project upgrades the City's current digital radio system to Motorola version 7.X which is an internet based technology as opposed to the current, traditional radio functionality. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $107,139 Contingency Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $290,268 $69,568 Construction $0 $0 $0 $0 $0 $0 $3,260,421 Design $0 $0 $0 $0 $0 $0 $500,000 Arts $0 $0 $0 $0 $0 $0 $32,604 $0 $0 $0 $0 $0 $0 $4,260,000 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O&M for .5 Radio System Network Specialist, service agreement with vendor. Operating Costs: Supplies/Contr Staffing TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $350,000 $45,000 $0 $0 $0 $0 $0 $395,000 *Project includes carryover funding ** New Project 438 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5370 - **Training Facility Phase II Project Description: Capital Costs: Funding Source: General Obligation Bonds Phase II of the Glendale Western Regional Public Safety Training Facility will include a driver's training track building and simulator, maintenance & tire shop, swift water prop, fire bldg. props (strip mall, gas station, single family house, big box store, apt. bldg), other multi fire props and simulated police station, and PD simulation village. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency Miscellaneous/Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $4,560,600 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,803,000 $677,353 IT/Phone/Security $0 $0 $0 $0 $0 $0 $528,250 Engineering Charges $0 $0 $0 $0 $0 $0 $122,000 Arts Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $228,030 $601,545 $0 $0 $0 $0 $0 $0 $34,081,378 TOTAL Operating Description: $2,280,300 $2,280,300 O&M includes salaries and benefits for 1 Battalion Chief, 2 Captains, 1 Secretary and 1 Records Technician. Supplies/contracts includes a 3-year maintenance contract at $72,000 for driving simulator. Landscape maintenance. and water usage is calculated at 10 acres (438,600 x $0.084 per sq. ft.). Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $5,000 Water Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $58,772 $55,263 PC/Vehicle Replacement $0 $0 $0 $0 $0 $7,210 Insurance $0 $0 $0 $0 $0 $186,538 Equip. Maint. Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $14,000 $399,128 Supplies/Contr $0 $0 $0 $0 $0 $123,975 Staffing $0 $0 $0 $0 $0 $380,566 $0 $0 $0 $0 $0 $1,230,452 TOTAL *Project includes carryover funding ** New Project 439 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5380 - **Purchase HazMat Vehicle Project Description: Capital Costs: Funding Source: General Obligation Bonds Purchase of a second HazMat vehicle for the hazardous materials team to have as a back-up in the event that the other vehicle is out of service, and/or serving at a Mega Event. This second support truck will ensure continued service to the citizens. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 $675,000 Finance Charges $0 $0 $0 $0 $0 $0 $16,875 $0 $0 $0 $0 $0 $0 $691,875 TOTAL Operating Description: O&M includes 10 year vehicle replacement and maintenance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $14,000 TOTAL $0 $0 $0 $0 $0 $64,000 Project: T5390 - **Replace Utility Truck Project Description: Funding Source: General Obligation Bonds Replacement of six year old utility truck with 68,000. This is a specialized vehicle used in the fire service for: 1) exterior lighting tower; 2) mobile fresh breathing air station; 3) mobile rehabilitation/rehydration unit and 4) provides electricity for fans and lights inside buildings. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $15,000 Equipment $0 $0 $0 $0 $0 $0 $600,000 $0 $0 $0 $0 $0 $0 $615,000 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O&M includes 10 year vehicle replacement and maintenance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 $6,000 Equip. Maint. $0 $0 $0 $0 $0 $14,000 $0 $0 $0 $0 $0 $20,000 TOTAL *Project includes carryover funding ** New Project 440 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5400 - **Replace 1 Brush Truck Project Description: Capital Costs: Funding Source: General Obligation Bonds Replace the departments existing and only brush truck within Fire's fleet. This vehicle provides fire suppression off-road when dealing with brush fires requiring a specialized 4-wheel drive or a "brush truck" unit. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $0 $7,500 $0 $0 $0 $0 $0 $0 $307,500 TOTAL Operating Description: $300,000 O&M includes a 10-year vehicle replacement and maintenance x 5 years. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 $150,000 Equip. Maint. $0 $0 $0 $0 $0 $70,000 $0 $0 $0 $0 $0 $220,000 TOTAL Project: T5410 - **800MHz Communication Equip. Project Description: Capital Costs: Funding Source: General Obligation Bonds Purchase of 250 XTS5000 800 MHz portable and mobile radios and communication equipment to meet FCC requirements. Valley fire departments have been preparing for several years installing infrastructure for 800 MHz. The system is scheduled to come online in 2008. Current portable radios cannot transmit on 800 MHz so this request is for 800 MHz portal. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 $2,308,000 Finance Charges $0 $0 $0 $0 $0 $0 $57,700 $0 $0 $0 $0 $0 $0 $2,365,700 TOTAL Operating Description: O&M includes technical services fees, radio replacement, and network fees on communication equipment. Operating Costs: Supplies/Contr TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $1,203,508 $0 $0 $0 $0 $0 $1,203,508 *Project includes carryover funding ** New Project 441 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5420 - **Ballistic Vests Project Description: Funding Source: General Obligation Bonds Replacement of ballistic vests throughout the Fire Department. Fire personnel respond to a variety of dangerous situations such as; shootings, stabbings, domestic disputes, drug labs and generally violent patients. Our policy states that Fire personnel wear their vest on any of the above dispatched emergencies for their safety. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $5,178 Equipment $0 $0 $0 $0 $0 $0 $207,100 $0 $0 $0 $0 $0 $0 $212,278 TOTAL Operating Description: 2008 2009 2010 2012 2013-2017 No O&M at this time. Project: T5430 - **Specialty Delivery Truck Project Description: 2011 Funding Source: General Obligation Bonds Purchase of a specialty delivery truck to replace a smaller vehicle already at capacity. This vehicle carries emergency medical supplies and various fire fighting supplies it has a specialized shelving system and a rollup large door for stock access. Used for replenishing all emergency medical and fire related supplies. Capital Costs: Carryover Finance Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $200,000 $0 $0 $0 $0 $0 $0 $205,000 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O&M includes a 7-year vehicle replacement and maintenance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 $0 $14,000 $0 $0 $0 $0 $0 $42,571 TOTAL *Project includes carryover funding ** New Project 442 Return to CIP TOC $28,571 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5440 - **3000 Gallon Fuel Truck Project Description: Funding Source: General Obligation Bonds Purchase of a 3,000 gallon fuel truck for the Fire department to adequately prepare for disasters of all types. It would fill a resource need during disasters such as: fuel shortages and would provide the ability to refuel at fires that require pumping all day & all night. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $2,500 Equipment $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $102,500 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O&M includes a 10-year vehicle replacement and maintenance x 5 years. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $70,000 TOTAL $0 $0 $0 $0 $0 $120,000 Project: T5450 - **30 Heart Monitors Project Description: Funding Source: General Obligation Bonds Purchase of 30 "state of the art" cardiac monitors. Recent purchase of these monitors will replace 10-year old monitors. The life span is difficult to gauge as wear and tear is a factor that plays into how long these units last. These monitors are used multiple times daily. 80% of calls for service relate to emergency medical incidents. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $19,500 Equipment $0 $0 $0 $0 $0 $0 $780,000 $0 $0 $0 $0 $0 $0 $799,500 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O&M includes the on-going maintenance cost and batteries x 5 years. Operating Costs: Equip. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000 *Project includes carryover funding ** New Project 443 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5460 - **Rebuild Fire Station 153 Project Description: Capital Costs: Funding Source: General Obligation Bonds FS 153 was built 1973. This project includes rebuilding fire station 153 to a 15,000 sq. ft., 4-bay fire station to house modern-sized fire equipment with firefighter quarters to include physical fitness room and computer work stations, office space and storage. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 $500,000 Construction Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,690,300 $1,043,374 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $188,000 Arts Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $66,903 $92,500 IT/Phone/Security $0 $0 $0 $0 $0 $0 $140,000 Design $0 $0 $0 $0 $0 $0 $2,007,090 Finance Charges $0 $0 $0 $0 $0 $0 $268,204 $0 $0 $0 $0 $0 $0 $10,996,371 TOTAL Operating Description: Utilities calculated at $1.54/sq ft = $23,100 x 5 years. No new FTE's have been assumed. Bldg. Maint. includes custodial services estimated at $1.80/sq ft x 5 yrs. Electrical is calculated for IT network hardware costs provided by IT x 5 years. Landscape includes cost for ROW maintenance at $.17/sq. ft. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 $800 Water $0 $0 $0 $0 $0 $10,725 Landscape Electrical $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,875 $120,000 Bldg. Maint. $0 $0 $0 $0 $0 $135,000 Utilities $0 $0 $0 $0 $0 $115,500 $0 $0 $0 $0 $0 $404,900 TOTAL Project: T5470 - **Electronic Charting Project Description: Funding Source: General Obligation Bonds Electronic charting for documentation of incidents, and skills. This is a paperless system for gathering patient information meeting (HIPPA standards) on-scene and downloading into a database. This reduces the manual workload of filing hand-written documents and providing efficiency in transferring data to records. Capital Costs: Carryover Finance Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,250 $170,000 $0 $0 $0 $0 $0 $0 $174,250 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 444 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5480 - **Inspection Data Software/Tech Project Description: Capital Costs: Funding Source: General Obligation Bonds Purchase of 10 tablet style laptops to be used by Fire Inspectors when conducting business inspections. This project will save over 500 hours a year in data inputting by the inspectors allowing an increase in the number of business inspections. Several cities are currently evaluating similar technology for their inspections. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 $170,000 Finance Charges $0 $0 $0 $0 $0 $0 $4,250 $0 $0 $0 $0 $0 $0 $174,250 TOTAL Operating Description: No O&M at this time. Project: T5490 - **Replace 1 Pumper w/Equip. Project Description: Funding Source: General Obligation Bonds Replace one fire engine pumper with equipment in the fire department fleet, per the Support Services 10-year plan. Currently there are at least three front line fire pumpers that have over 150,000 miles and need to be moved into reserve status. Pumpers ensure the reliability of supplying emergency services. Capital Costs: Carryover Finance Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $17,500 $700,000 $0 $0 $0 $0 $0 $0 $717,500 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 O & M includes equipment maintenance and vehicle replacement on a 7 year replacement schedule. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $119,882 TOTAL Project: T5500 - **Upgrade Station Generators Project Description: Funding Source: $104,882 General Obligation Bonds Upgrade station generators and wiring at all fire stations to 80% load for emergency. In case of large or small catastrophes fire stations can operate without the need for outside power for extended periods of times. Currently most stations operate only lighting and will not sustain extended periods of power loss due to extreme temperatures. Capital Costs: Carryover Finance Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,250 $250,000 $0 $0 $0 $0 $0 $0 $256,250 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 445 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5510 - **Security Fencing Project Description: Funding Source: General Obligation Bonds Security fencing at six stations, including gate loops, safety and security devices for doors to meet Homeland Security recommendations. As new fire stations are built, fencing is included in the construction, therefore security fencing is only needed at older stations. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $41,248 Equipment $0 $0 $0 $0 $0 $0 $1,649,900 $0 $0 $0 $0 $0 $0 $1,691,148 TOTAL Operating Description: 2008 2009 2010 2012 2013-2017 O&M includes annual equipment maintenance of $4,000 x 5 years. Operating Costs: 2008 Equip. Maint. TOTAL 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $20,000 Project: T5520 - **Public Safety Vehicle Technolo Project Description: 2011 Funding Source: General Obligation Bonds Places digital mobile video camera in each patrol car; places a mobile data computer (MDC), modem, and radio in all marked and unmarked patrol vehicles. Funding will be used to purchase ruggedized laptops for all officers and customize automatic vehicle Locators (AVL) for the Fire Dept. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $60,000 Equipment $0 $0 $0 $0 $0 $0 $2,400,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $240,000 $0 $0 $0 $0 $0 $0 $2,700,000 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Replacement cost for hardware and software licensing fees. Operating Costs: Equip. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $225,000 $1,230,392 $0 $0 $0 $0 $225,000 $1,230,392 *Project includes carryover funding ** New Project 446 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Public Safety (2040) Category: 20% Project: T5530 - **911 Center Technology Enhancem Project Description: Capital Costs: Funding Source: General Obligation Bonds Adds 8 additional 911 call-taking consoles - 4 at the back up center and 4 primary center. Adds 4 additional radio dispatch consoles to primary center. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $76,000 Finance Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $19,000 $760,000 $0 $0 $0 $0 $0 $0 $855,000 TOTAL Operating Description: Maintenance on hardware and software $45,000 x 5 years = $225,000. Operating Costs: Equip. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $225,000 $0 $0 $0 $0 $0 $225,000 *Project includes carryover funding ** New Project 447 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Police Facilities (1440) Project Name: 77301 *Public Safety Master Plan Total DIF-Police Facilities Projects: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $215,725 $0 $0 $0 $0 $0 $215,725 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 448 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Police Facilities (1440) Category: DIF Project: 77301 - *Public Safety Master Plan Project Description: Capital Costs: Design TOTAL Operating Description: Funding Source: Development Impact Fees A needs assessment study will be conducted for the Police Department. Carryover 2008 2009 2010 2011 2012 2013-2017 $215,725 $0 $0 $0 $0 $0 $0 $215,725 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 449 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-Fire Protect Fac (1420) Project Name: 77003 *Fire Station Relocation Total DIF-Fire Protect Fac Projects: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $717,590 $0 $0 $0 $0 $0 $717,590 $0 $0 $0 $0 $0 *Project includes carryover funding ** New Project 450 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-Fire Protect Fac (1420) Category: DIF Project: 77003 - *Fire Station Relocation Project Description: Capital Costs: Equipment TOTAL Operating Description: Funding Source: Development Impact Fees Design, construction, furniture, fixtures and equipment to move existing Fire Station 151 out of the residential neighborhood at 55th Avenue and Orangewood. Vacated building would be used for fire department equipment repair and storage. Carryover 2008 2009 2010 2011 2012 2013-2017 $717,590 $0 $0 $0 $0 $0 $0 $717,590 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 451 Return to CIP TOC 2008-2017 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 $49.6 million will be needed in later years for the second Phase of the Field Operations Complex. Carryover will continue in FY 2008 for fire protection upgrades and exterior roofing improvements. These projects were originally slated for funding in the General Fund PAYGO plan. Due to the life span of the improvements the projects were moved to this G.O. bond category. Above & Right: Outside and inside of the Field Operations Complex-Phase I. 452 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Government Facility (2080) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 77500 Operations Center Expansion $0 $0 $0 $0 $0 $49,634,490 77501 City Office Building $0 $0 $0 $0 $0 $13,460,300 $93,011 $0 $0 $0 $0 $0 77503 *Exterior Closure (Roofing) $147,285 $0 $0 $0 $0 $0 Total Government Facility Projects: $240,296 $0 $0 $0 $0 $63,094,790 77502 *Fire Protection Upgrades *Project includes carryover funding ** New Project 453 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Government Facility (2080) Category: 6% Project: 77500 - Operations Center Expansion Project Description: Capital Costs: Funding Source: General Obligation Bonds Funds to complete Phase II of the Field Operations Center that includes renovation and construction of new utilities and street maintenance facilities, possible expansion of the warehouse, construction of sanitation offices, demolition of the Spring City building and incorporation of the adjacent trailer park into the site. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $1,000,000 Arts Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $442,000 $182,490 Finance Charges $0 $0 $0 $0 $0 $0 $610,000 Construction Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $44,200,000 $3,200,000 $0 $0 $0 $0 $0 $0 $49,634,490 TOTAL Operating Description: Operating and maintenance costs for the first phase of construction were approved during the 2005-06 budget development process. Operating and maintenance costs for the 2nd phase will be developed as the project moves closer to construction. Project: 77501 - City Office Building Project Description: Capital Costs: Funding Source: General Obligation Bonds Purchase of an existing office building or construction of a new facility to supplement current office space for city operations. There is not a specific site envisioned for the project at this time. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $0 $117,000 Engineering Charges $0 $0 $0 $0 $0 $0 $115,000 Finance Charges Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $328,300 $11,700,000 Design $0 $0 $0 $0 $0 $0 $1,200,000 $0 $0 $0 $0 $0 $0 $13,460,300 TOTAL Operating Description: Utilities for approx. 70,000 sq. ft. building. Electrical at $180,000 per year and water at $9,100 per year. Building maintenance includes maintenance program of $1.75 sq. ft., ongoing supplies at $0.25 sq. ft., custodial services at $160,000 per year. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape $0 $0 $0 $0 $0 $9,600 Bldg. Maint. Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $600,000 $756,400 $0 $0 $0 $0 $0 $1,366,000 TOTAL *Project includes carryover funding ** New Project 454 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Government Facility (2080) Category: 6% Project: 77502 - *Fire Protection Upgrades Project Description: Capital Costs: Design TOTAL Operating Description: Funding Source: Citywide fire protection upgrades. The upgrades would require a total of $320,000 to ensure that seven identified city buildings have the proper fire protection systems in place to meet federal regulation safety mandates. Carryover 2008 2009 2010 Capital Costs: Design TOTAL Operating Description: 2011 2012 2013-2017 $93,011 $0 $0 $0 $0 $0 $0 $93,011 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 77503 - *Exterior Closure (Roofing) Project Description: General Obligation Bonds Funding Source: General Obligation Bonds Citywide roofing upgrades to improve the condition of several facilities and extend the useful life of the infrastructure. Carryover 2008 2009 2010 2011 2012 2013-2017 $147,285 $0 $0 $0 $0 $0 $0 $147,285 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 455 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN General Government GENERAL GOVERNMENT Carryover funds will complete the new space study for the City’s municipal offices. Also, funding continues from FY 2008-2010 for the lease purchase of 5+ acres of land along Glendale Avenue for the new City Court Complex. Above: City Hall will undergo a reconfiguration in the basement level and will also have a space study done. 456 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: DIF Fund: DIF-General Government (1620) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 77751 *City Hall Remodel & Space Stdy $111,357 $0 $0 $0 $0 $0 77752 Land for City Court Building $567,216 $558,144 $549,072 $0 $0 $0 $678,573 $558,144 $549,072 $0 $0 $0 Total DIF-General Government Projects: *Project includes carryover funding ** New Project 457 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: DIF-General Government (1620) Category: DIF Project: 77751 - *City Hall Remodel & Space Stdy Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Funding Source: 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 municipal office complex. Carryover 2008 2009 2010 Capital Costs: 2012 2013-2017 $111,357 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 No O&M at this time. Funding Source: Development Impact Fees Lease payment (land) for a new 89,400 sq. ft. city court complex. Carryover Land TOTAL Operating Description: 2011 $111,357 Project: 77752 - Land for City Court Building Project Description: Development Impact Fees 2008 2009 2010 2011 2012 2013-2017 $0 $567,216 $558,144 $549,072 $0 $0 $0 $0 $567,216 $558,144 $549,072 $0 $0 $0 O&M funding received in FY 2005-06. *Project includes carryover funding ** New Project 458 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Sanitation SANITATION In FY 2008 carryover 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. 459 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Sanitation Fund (2480) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 78000 *Capital Lease Purchases - 57 $370,676 $0 $0 $0 $0 $0 78001 *Rolloff Trucks - 17810 $226,019 $51,500 $0 $196,495 $420,220 $1,068,438 78002 *Frontloader Trucks - 17820 $509,130 $265,500 $568,000 $304,225 $0 $2,927,400 78003 *Sideload Refuse Trucks - 17830 $1,094,445 $1,011,800 $1,082,400 $1,737,400 $1,239,020 $9,891,450 78004 *Loose Trash Equipment - 17840 $614,324 $231,750 $0 $0 $0 $3,273,600 T2400 Repl Pickup Trucks -Sanitation $0 $51,500 $82,400 $0 $0 $38,200 T2410 **Insertion Machine: Sanitation $0 $0 $0 $0 $0 $68,000 $2,814,594 $1,612,050 $1,732,800 $2,238,120 $1,659,240 $17,267,088 Total Sanitation Fund Projects: *Project includes carryover funding ** New Project 460 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sanitation Fund (2480) Category: Other Project: 78000 - *Capital Lease Purchases - 57 Project Description: Capital Costs: Equipment TOTAL Operating Description: Carryover funds for vehicle replacement in sanitation. Carryover 2008 2009 2010 Capital Costs: Equipment Operating Description: 2012 2013-2017 $0 $0 $0 $0 $0 $0 $370,676 $0 $0 $0 $0 $0 $0 No O&M at this time. Sanitation Revenues Funding Source: Purchase of eight rolloff trucks and containers over a 10-year period. Service life of rolloff trucks is projected to be eight years. None of this equipment is in the city's vehicle replacement fund. In FY08 one growth truck will be purchased at a cost of $155,500 and ten 40-yard rolloff containers will be purchased at a cost of $5,000 each. Carryover 2008 2009 2010 2011 2012 2013-2017 $14,354 $205,500 $50,000 $0 $190,500 $408,000 $1,038,238 $0 $6,165 $1,500 $0 $5,995 $12,220 $30,200 $14,354 $211,665 $51,500 $0 $196,495 $420,220 $1,068,438 Finance Charges TOTAL 2011 $370,676 Project: 78001 - *Rolloff Trucks - 17810 Project Description: Sanitation Revenues Funding Source: Staffing includes salary and benefits. One equipment operator will be added to operate a new truck in FY08 at a cost of $53,900 and another equipment operator will be added in FY13 at a cost of $62,500. Equipment maintenance cost includes repairs, tires, and fuel. Insurance cost is based on the current average cost ($2,841) per employee. Operating Costs: Insurance 2008 2009 2010 2011 2012 2013-2017 $1,336 $1,376 $1,417 $1,460 $1,504 $8,223 Equip. Maint. $50,000 $51,500 $53,045 $54,636 $56,275 $615,474 Staffing $53,900 $55,517 $57,183 $58,898 $60,665 $663,482 $105,236 $108,393 $111,645 $114,994 $118,444 $1,287,179 TOTAL *Project includes carryover funding ** New Project 461 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sanitation Fund (2480) Category: Other Project: 78002 - *Frontloader Trucks - 17820 Project Description: Sanitation Revenues Funding Source: Replacement of ten frontload trucks, one sideload truck, and one container delivery 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 and will be lease-purchased. One replacement frontload truck in FY08 at a cost of $242,000. Capital Costs: Carryover Equipment Finance Charges $261,080 $0 $242,000 $6,050 $259,000 $6,500 $554,000 $14,000 $297,000 $7,225 $0 $0 $2,856,000 $71,400 $261,080 $248,050 $265,500 $568,000 $304,225 $0 $2,927,400 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Staffing includes salary and benefits. Two equipment operators will be added to operate a new truck and a new container delivery truck in FY13 at a cost of $62,500 each. Equipment maintenance cost includes repairs, tires, and fuel. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Insurance $0 $0 $0 $0 $0 $39,836 Equip. Maint. Staffing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $680,716 $733,516 $0 $0 $0 $0 $0 $1,454,068 TOTAL Project: 78003 - *Sideload Refuse Trucks - 17830 Project Description: Capital Costs: Equipment Purchase of 48 automated sideload refuse trucks over a 10-year period including four additional trucks due to growth. Service life is projected to be approximately nine years for newly purchased equipment. These are not in the vehicle replacement fund. In FY08 four replacement trucks at a cost of $230,500 each. Carryover Operating Description: 2008 2009 2010 2011 2012 2013-2017 $149,445 $922,000 $986,800 $1,056,000 $1,695,000 $1,208,800 $9,650,200 $0 $23,000 $25,000 $26,400 $42,400 $30,220 $241,250 $149,445 $945,000 $1,011,800 $1,082,400 $1,737,400 $1,239,020 $9,891,450 Finance Charges TOTAL Sanitation Revenues Funding Source: Staffing includes salary and benefits. One additional equipment operator position will be added to operate new trucks at a present annual cost of $52,300 in each of the following fiscal years: FY09, FY11, FY13 and FY15. Equipment maintenance cost includes repairs, tires, and fuel. Insurance cost is based on the current average cost ($2,841) per employee. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Insurance $0 $3,014 $3,104 $6,395 $6,587 $65,151 Equip. Maint. $0 $51,500 $53,045 $109,273 $112,551 $1,113,282 Staffing $0 $55,495 $57,160 $117,748 $121,280 $1,199,635 $0 $110,009 $113,309 $233,416 $240,418 $2,378,068 TOTAL *Project includes carryover funding ** New Project 462 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sanitation Fund (2480) Category: Other Project: 78004 - *Loose Trash Equipment - 17840 Project Description: Capital Costs: Equipment Replacement of loose trash rearload trucks and tractors that have reached the end of their service life. Service life is projected to be approximately ten years for rearloaders and eight years for tractors. Addition of a threeperson crew and crew leader in FY 08 and FY 13. In FY08 two growth rearloaders, two tractors, one pickup truck. Carryover Operating Description: 2008 2009 2010 2011 2012 2013-2017 $6,524 $593,000 $225,000 $0 $0 $0 $3,193,500 $0 $14,800 $6,750 $0 $0 $0 $80,100 $6,524 $607,800 $231,750 $0 $0 $0 $3,273,600 Finance Charges TOTAL Sanitation Revenues Funding Source: Staffing includes salary and benefits. In FY08, three additional equipment operators are added at a per person cost of $53,900 each and an additional amount for a crew leader at $59,500 due to growth. In FY13, one new growth crew is added at a per person cost of $62,460 each. Equipment maintenance cost includes repairs, tires, and fuel. Insurance cost is based on current average cost ($2,841) per employee. Replacement cost assume adding a new pick up to the vehicle replacement fund with an expected service life of eight years. Operating Costs: 2008 PC/Vehicle Replacement 2009 2010 2011 2012 2013-2017 $2,875 $2,961 $3,050 $3,142 $3,236 $17,695 Insurance Equip. Maint. $9,382 $128,750 $9,663 $132,613 $9,953 $136,591 $10,252 $140,689 $10,560 $144,909 $57,744 $1,585,000 Staffing $221,200 $227,836 $234,671 $241,711 $248,963 $2,356,250 $362,207 $373,073 $384,265 $395,794 $407,668 $4,016,689 TOTAL Project: T2400 - Repl Pickup Trucks -Sanitation Project Description: Sanitation Revenues Funding Source: Pick-up trucks to replace aging trucks. Capital Costs: Carryover Finance Charges $0 $0 $1,500 $2,400 $0 $0 $1,200 Equipment $0 $0 $50,000 $80,000 $0 $0 $37,000 $0 $0 $51,500 $82,400 $0 $0 $38,200 2009 2010 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 No O&M at this time. Operating Costs: 2008 2011 2012 2013-2017 PC/Vehicle Replacement $0 $5,000 $13,100 $13,493 $13,898 $81,325 TOTAL $0 $5,000 $13,100 $13,493 $13,898 $81,325 *Project includes carryover funding ** New Project 463 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Sanitation Fund (2480) Category: Other Project: T2410 - **Insertion Machine: Sanitation Project Description: Capital Costs: Replace current insertion machine. The machine performs insertion for all departments, including sales tax, water and sewer, sanitation, marketing, human resources, council, landfill and payroll. Carryover Equipment TOTAL Operating Description: Sanitation Revenues Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $68,000 $0 $0 $0 $0 $0 $0 $68,000 This piece of equipment will be included in the technology replacement fund. A one year service preventative maintenance agreement (PMA) is built into the cost of $15,000 for the next five years (33% cost to water and sewer fund = $24,750, 33% cost to general fund = $24,750 and 34% to sanitation = $25,500). Operating Costs: Equip. Maint. TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $25,500 $0 $0 $0 $0 $0 $25,500 *Project includes carryover funding ** New Project 464 Return to CIP TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Landfill LANDFILL In FY 2008, the Municipal Recycling Facility (MRF) will undergo a series of improvements including a perimeter fence to control liter, process line improvements and replacement of forklifts and roll-off trucks that have reached the end of their serviceable life. Future year projects include a landfill soil excavation project, 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 and MRF are scheduled for replacement in the first five years of the CIP. 465 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Landfill (2440) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 78500 Landfill Bioreactor Project $0 $0 $0 $0 $0 $1,264,693 78502 Landfill Screening Berm $0 $715,450 $0 $0 $0 $0 78503 Landfill Closure (South) $0 $0 $0 $334,080 $0 $7,080,670 78505 Landfill Liner Installation $0 $204,953 $4,796,468 $4,796,468 $0 $0 78506 Landfill Pickup Truck Replacem $0 $73,503 $0 $0 $0 $90,044 78507 Landfill Soil Excavation $0 $8,085,667 $0 $0 $0 $0 78508 *Landfill Stormwater Drain $148,750 $81,114 $83,549 $86,054 $0 $0 78509 MRF Forklift Replacements $31,750 $32,590 $33,415 $34,235 $0 $238,210 $7,145 $0 $0 $0 $0 $0 $11,349 $924,550 $0 $0 $0 $2,026,425 78512 *Landfill Fuel Tanker Replacem $220,000 $0 $0 $0 $246,000 $0 78513 *Fiber Optics Installation $266,560 $0 $0 $0 $0 $0 78510 *MRF Replacement Vehicles 78511 *Landfill Compactor Replacement 78514 *Sanitation Insp Trucks - 17740 $8,756 $0 $87,650 $93,800 $0 $87,650 78515 MRF RollOff Truck Replacement $155,400 $0 $0 $0 $0 $0 78516 **MRF Facility Improvements $168,405 $0 $0 $0 $0 $0 78517 **Landfill Gas System Expansion $467,925 $0 $0 $0 $0 $0 78518 **MRF Process Line Improvements $612,850 $0 $0 $0 $0 $0 78519 **Landfill Entrance Signal $500,942 $0 $0 $0 $0 $0 T2320 Landfill Bulldozer Replacement $0 $764,650 $0 $0 $0 $1,230,000 T2350 Landfill Water Pull Tractor Re $0 $0 $0 $548,375 $0 $717,500 T2360 Landfill Motorgrader Replaceme $0 $0 $0 $266,500 $0 $0 T2370 Landfill Auger Scraper Replace $0 $0 $0 $0 $0 $1,450,375 T4200 MRF Loader Replacement $0 $436,625 $0 $0 $0 $512,500 $2,599,832 $11,319,102 $5,001,082 $6,159,512 $246,000 $14,698,067 Total Landfill Projects: *Project includes carryover funding ** New Project 466 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Landfill (2440) Category: Other Project: 78500 - Landfill Bioreactor Project Project Description: Capital Costs: Landfill Revenues Funding Source: Construction of cell in north expansion area for landfill bioreactor demonstration project. Bioreactor technology may result in accelerated waste decomposition and additional waste capacity in the landfill. Wastewater effluent from Western Area Water Reclamation Facility to be used for bioreactor project. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $113,200 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,079,800 $17,895 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $10,798 $0 $0 $0 $0 $0 $0 $1,264,693 TOTAL Operating Description: Annual cost for effluent wastewater. Operating Costs: 2008 Utilities TOTAL 2009 2010 Capital Costs: 2012 2013-2017 $0 $0 $0 $0 $0 $125,000 $0 $0 $0 $0 $0 $125,000 Project: 78502 - Landfill Screening Berm Project Description: 2011 Landfill Revenues Funding Source: Design, construction and landscaping of screening berms along east boundary of north landfill expansion area. This will provide for visual improvements for residents in the area. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts Design $0 $0 $0 $0 $6,000 $70,000 $0 $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $600,000 $0 $0 $0 $0 Finance Charges $0 $0 $10,050 $0 $0 $0 $0 Engineering Charges $0 $0 $29,400 $0 $0 $0 $0 $0 $0 $715,450 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 467 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Landfill (2440) Category: Other Project: 78503 - Landfill Closure (South) Project Description: Capital Costs: Landfill Revenues Funding Source: Closure of completed south areas of landfill. It is projected that the 140 acres in the south half of the landfill will reach approved refuse capacity during FY12. Closure will take place during FY13. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $0 $0 $0 $0 $0 $65,000 Engineering Charges Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $4,205 $4,875 $0 $0 $88,295 $102,375 Design $0 $0 $0 $0 $325,000 $0 $325,000 Construction $0 $0 $0 $0 $0 $0 $6,500,000 $0 $0 $0 $0 $334,080 $0 $7,080,670 TOTAL Operating Description: Annual cost for post closure landscape maintenance and irrigation of desert landscape after site is closed. Operating Costs: 2008 Landscape TOTAL 2009 2010 Capital Costs: Carryover $0 $0 Engineering Charges Finance Charges Construction TOTAL $0 $0 $0 $0 $900,000 $0 $0 $0 $0 $0 $900,000 Capital Costs: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $200,000 $45,363 $100,000 $45,363 $100,000 $0 $0 $0 $0 $0 $0 $1,953 $45,273 $45,273 $0 $0 $0 $0 $3,000 $69,544 $69,544 $0 $0 $0 $0 $0 $4,536,288 $4,536,288 $0 $0 $0 $0 $204,953 $4,796,468 $4,796,468 $0 $0 No O&M at this time. Landfill Revenues Funding Source: Replacement of three pickup trucks that will reach the end of their serviceable life in FY09 and three in FY12 for a total of six vehicles. Landfill vehicles and equipment are not included in the vehicle replacement fund. Carryover Equipment TOTAL Operating Description: Landfill Revenues Funding Source: Project: 78506 - Landfill Pickup Truck Replacem Project Description: 2013-2017 This project is required for the development of the northern portion of the landfill and includes phased installation of liner and leachate collection system. It is anticipated that the north portion of the landfill will be accepting waste in 2012 Arts Design Operating Description: 2012 $0 Project: 78505 - Landfill Liner Installation Project Description: 2011 2008 2009 2010 2011 2012 2013-2017 $0 $0 $73,503 $0 $0 $0 $90,044 $0 $0 $73,503 $0 $0 $0 $90,044 No O&M at this time. *Project includes carryover funding ** New Project 468 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Landfill (2440) Category: Other Project: 78507 - Landfill Soil Excavation Project Description: Capital Costs: Landfill Revenues Funding Source: Excavation of north expansion area to prepare for future waste cell development. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $50,000 $0 $0 $0 $0 Arts $0 $0 $77,487 $0 $0 $0 $0 Engineering Charges Construction $0 $0 $0 $0 $92,500 $7,748,700 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $116,980 $0 $0 $0 $0 $0 $0 $8,085,667 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. Project: 78508 - *Landfill Stormwater Drain Project Description: Capital Costs: Arts Construction Construction of stormwater diversion devices to protect landfill cover erosion as landfill is being developed. Carryover TOTAL Operating Description: 2008 2009 2010 2013-2017 $697 $718 $740 $762 $0 $0 $69,703 $71,795 $73,950 $76,168 $0 $0 $0 $3,750 $3,862 $3,978 $4,097 $0 $0 $6,965 $4,600 $4,739 $4,881 $5,027 $0 $0 $70,000 $78,750 $81,114 $83,549 $86,054 $0 $0 Repairs to drains will be completed by staff on site, no additional contractual maintenance is anticipated until closure of the south half of the landfill occurs in FY2013. Landfill Revenues Funding Source: Forklifts have an estimated service life of six years. MRF vehicles and equipment are not included in the vehicle replacement fund. Capital Costs: Carryover Equipment Finance Charges TOTAL Operating Description: 2012 $1,334 Project: 78509 - MRF Forklift Replacements Project Description: 2011 $61,701 Finance Charges Engineering Charges Landfill Revenues Funding Source: 2008 2009 2010 2011 $0 $0 $31,000 $750 $31,800 $790 $32,600 $815 $33,400 $835 $0 $0 $232,400 $5,810 $0 $31,750 $32,590 $33,415 $34,235 $0 $238,210 No O&M at this time. *Project includes carryover funding ** New Project 469 Return to CIP TOC 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Landfill (2440) Category: Other Project: 78510 - *MRF Replacement Vehicles Project Description: Capital Costs: Equipment TOTAL Operating Description: Replacement of pickup trucks in FY 06-07. Carryover 2008 2009 2010 Capital Costs: Equipment Operating Description: Capital Costs: $0 $0 $0 $0 $7,145 $0 $0 $0 $0 $0 $0 No O&M at this time. TOTAL Operating Description: Landfill Revenues Funding Source: Replacement of landfill compactors that will reach the end of their serviceable lives in FY09, FY13, and FY16. Landfill vehicles and equipment are not included in the vehicle replacement fund. Carryover 2008 2009 2010 2011 2012 2013-2017 $11,349 $0 $902,000 $0 $0 $0 $1,977,000 $0 $0 $22,550 $0 $0 $0 $49,425 $11,349 $0 $924,550 $0 $0 $0 $2,026,425 No O&M at this time. Landfill Revenues Funding Source: Replacement of a fuel tanker that will reach the end of its serviceable life in FY 12. Landfill vehicles and equipment are not included in the vehicle replacement fund. Carryover Finance Charges Equipment 2013-2017 $0 Project: 78512 - *Landfill Fuel Tanker Replacem Project Description: 2012 $0 Finance Charges TOTAL 2011 $7,145 Project: 78511 - *Landfill Compactor Replacement Project Description: Landfill Revenues Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $6,000 $0 $220,000 $0 $0 $0 $0 $240,000 $0 $220,000 $0 $0 $0 $0 $246,000 $0 No O&M at this time. *Project includes carryover funding ** New Project 470 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Landfill (2440) Category: Other Project: 78513 - *Fiber Optics Installation Project Description: Capital Costs: Finance Charges Engineering Charges Construction Arts TOTAL Operating 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. Carryover 2008 2009 2010 Capital Costs: TOTAL Operating Description: 2012 2013-2017 $3,750 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,500 $0 $0 $0 $0 $0 $0 $266,560 $0 $0 $0 $0 $0 $0 No O&M at this time. Landfill Revenues Funding Source: Sanitation inspectors enforce the regulations related to refuse collection, recycling collection, and loose trash services. They contact residents to respond to questions and educate residents on proper procedures for services. Demand for the work inspection staff performs is anticipated to grow as housing increases. Carryover Finance Charges Equipment 2011 $16,500 $243,810 Project: 78514 - *Sanitation Insp Trucks - 17740 Project Description: Landfill Revenues Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $2,150 $2,300 $0 $2,150 $8,756 $0 $0 $85,500 $91,500 $0 $85,500 $8,756 $0 $0 $87,650 $93,800 $0 $87,650 Staffing includes salary and benefits. Due to projected residential growth, an additional inspector is added in FY 10-11 at a cost of $58,864. In FY 15-16 another new inspector is planned at a projected cost of $68,240. Equipment maintenance costs are included for planned new growth trucks. Insurance cost is based on the current average cost ($2,841) per employee. Vehicle replacement costs are based on an 8-year life. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $10,689 $22,449 $23,122 $147,209 Insurance $0 $0 $0 $3,197 $3,293 $29,132 Equip. Maint. Staffing $0 $0 $0 $0 $0 $0 $8,742 $58,864 $9,004 $60,630 $79,651 $536,328 $0 $0 $10,689 $93,252 $96,049 $792,320 TOTAL *Project includes carryover funding ** New Project 471 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Landfill (2440) Category: Other Project: 78515 - MRF RollOff Truck Replacement Project Description: Capital Costs: Replacement of a roll-off truck. Service life of roll-off trucks is projected to be eight years. MRF vehicles and equipment are not included in the vehicle replacement fund. Carryover Equipment TOTAL Operating Description: 2008 2009 2010 Capital Costs: 2011 2012 2013-2017 $0 $155,400 $0 $0 $0 $0 $0 $0 $155,400 $0 $0 $0 $0 $0 No O&M at this time. Project: 78516 - **MRF Facility Improvements Project Description: Landfill Revenues Funding Source: Landfill Revenues Funding Source: A variety of projects to improve the MRF facility including: a perimeter fence for controlling litter ($40,000), a maintenance shop, parts warehouse, office ($100,000) and shelving for the parts warehouse ($10,000). Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $150,000 $0 $0 $0 $0 $0 Finance Charges $0 $4,905 $0 $0 $0 $0 $0 Engineering Charges Arts $0 $0 $12,000 $1,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $168,405 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. Project: 78517 - **Landfill Gas System Expansion Project Description: Landfill Revenues Funding Source: Expand landfill gas collection system in FY08 in the south area of landfill to remain compliant with Landfill's Title V air permit. Capital Costs: Carryover Finance Charges Construction $0 $0 $10,625 $425,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $28,050 $0 $0 $0 $0 $0 Arts $0 $4,250 $0 $0 $0 $0 $0 $0 $467,925 $0 $0 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Operating and maintenance costs include routine replacement parts. Operating Costs: Supplies/Contr TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $25,000 *Project includes carryover funding ** New Project 472 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Landfill (2440) Category: Other Project: 78518 - **MRF Process Line Improvements Project Description: Landfill Revenues Funding Source: Improvements to the MRF recyclable materials processing line. Improvements will aid in increasing production throughput, and separation quality of processed materials. Improvements include the addition of a line load leveler, two container blower systems, additional conveyor belts and a separation screen. Capital Costs: Carryover Finance Charges $0 $17,850 $0 $0 $0 $0 $0 Equipment $0 $595,000 $0 $0 $0 $0 $0 $0 $612,850 $0 $0 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 Capital Costs: 2012 2013-2017 No O&M at this time. Project: 78519 - **Landfill Entrance Signal Project Description: 2011 Landfill Revenues Funding Source: Construction of deceleration lane into landfill and traffic signal. A traffic signal and right hand deceleration and turn lane will improve safety at the intersection. Design of such a signal will also allow the staff and visitors of the public safety training facility to integrate into this signal once it is merited. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction Arts $0 $0 $452,000 $4,520 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $29,832 $0 $0 $0 $0 $0 Finance Charges $0 $14,590 $0 $0 $0 $0 $0 $0 $500,942 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. Project: T2320 - Landfill Bulldozer Replacement Project Description: Landfill Revenues Funding Source: Replacement of two landfill bulldozers that will reach the end of their serviceable life in FY09 (Model D-8) and FY14 (Model D-9). Landfill vehicles and equipment are not included in the vehicle replacement fund. Capital Costs: Carryover Finance Charges $0 $0 $18,650 $0 $0 $0 $30,000 Equipment $0 $0 $746,000 $0 $0 $0 $1,200,000 $0 $0 $764,650 $0 $0 $0 $1,230,000 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 473 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Landfill (2440) Category: Other Project: T2350 - Landfill Water Pull Tractor Re Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of water pull tractor that will reach the end of its serviceable life in FY11. This machine is critical to reducing dust and staying compliant with the existing air quality permit. Landfill vehicles and equipment are not included in the vehicle replacement fund. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $535,000 $0 $700,000 Finance Charges $0 $0 $0 $0 $13,375 $0 $17,500 $0 $0 $0 $0 $548,375 $0 $717,500 TOTAL Operating Description: No O&M at this time. Project: T2360 - Landfill Motorgrader Replaceme Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of motorgrader that will reach the end of its serviceable life in FY11. Landfill vehicles and equipment are not included in the vehicle replacement fund. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $260,000 $0 $0 Finance Charges $0 $0 $0 $0 $6,500 $0 $0 $0 $0 $0 $0 $266,500 $0 $0 TOTAL Operating Description: No O&M at this time. Project: T2370 - Landfill Auger Scraper Replace Project Description: Landfill Revenues Funding Source: Replacement of the auger scraper at the end of its serviceable life when it will be 11 years old with 15,000 to 17,000 hours. Rebuilding of major components such as brakes, differentials, and transmissions, will extend the normal service life. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Capital Costs: Carryover Finance Charges Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $35,375 $1,415,000 $0 $0 $0 $0 $0 $0 $1,450,375 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 474 Return to CIP TOC 2011 2012 2013-2017 2008-2017 Capital Improvement Project Detail Fund: Landfill (2440) Category: Other Project: T4200 - MRF Loader Replacement Project Description: Landfill Revenues Funding Source: Replacement of loader used to move recyclables from truck tipping floor to Materials Recovery Facility (MRF) processing line. The current unit was purchased in 2000 and will be 8 years old when replaced in FY09. MRF vehicles and equipment are not included in the vehicle replacement fund. Capital Costs: Carryover Finance Charges $0 $0 $11,625 $0 $0 $0 $12,500 Equipment $0 $0 $425,000 $0 $0 $0 $500,000 $0 $0 $436,625 $0 $0 $0 $512,500 TOTAL Operating Description: 2008 2009 2010 No O&M at this time. *Project includes carryover funding ** New Project 475 Return to CIP TOC 2011 2012 2013-2017 2008-2017 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. Carryover will continue in FY 2008 for a project to construct an eastside taxiway and aircraft parking apron to accommodate the increase in aircraft traffic 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 (2120-79503). 476 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Airport Capital (2120) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $6,207,303 $0 $0 $0 $0 $0 79503 Airport - Tower & Radio Upgrad $314,000 $0 $0 $0 $0 $0 79505 *Airport - Eastside Access Road $1,902,604 $0 $0 $0 $0 $0 $208,210 $0 $0 $0 $0 $0 $2,284,382 $0 $0 $0 $0 $0 $10,916,499 $0 $0 $0 $0 $0 79501 *Taxiway Stubs & Aprons 79508 *Eastside Utilities 79512 Airport-Runway/Taxiway Asph. Total Airport Capital Projects: *Project includes carryover funding ** New Project 477 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Airport Capital (2120) Category: Other Project: 79501 - *Taxiway Stubs & Aprons Project Description: Grants/City Match Funding Source: Construct an eastside taxiway and aircraft parking apron. Capital Costs: Carryover Construction $6,207,303 $0 $0 $0 $0 $0 $0 $6,207,303 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 2008 2009 2010 Capital Costs: Carryover TOTAL Capital Costs: Design TOTAL Operating Description: Grants/City Match Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $314,000 $0 $0 $0 $0 $0 $0 $314,000 $0 $0 $0 $0 $0 O & M programmed in Fund 2210-65044. Project: 79505 - *Airport - Eastside Access Road Project Description: 2013-2017 This is an FAA grant funded project to replace radio communications equipment in the Air Traffic Control Tower (ATCT) and the runway/taxiway precision approach path indicator (PAPI) lighting. The radio equipment is 19 years old, this new equipment will increase safety and efficiency and reduce maintenance costs. Equipment Operating Description: 2012 No O&M at this time. Project: 79503 - Airport - Tower & Radio Upgrad Project Description: 2011 Grants/City Match Funding Source: Design and construct the street improvements along the eastside of the Glendale Airport. This will provide auto access to eastside business park. Carryover 2008 2009 2010 2011 2012 2013-2017 $1,902,604 $0 $0 $0 $0 $0 $0 $1,902,604 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 478 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Airport Capital (2120) Category: Other Project: 79508 - *Eastside Utilities Project Description: Capital Costs: Arts Engineering Charges Construction Design TOTAL Operating Description: Design utilities on the eastside of the Glendale airport for airport development. Carryover 2008 2009 2010 Capital Costs: 2011 2012 2013-2017 $1,800 $0 $0 $0 $0 $0 $0 $11,000 $0 $0 $0 $0 $0 $0 $179,975 $15,435 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $208,210 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 79512 - Airport-Runway/Taxiway Asph. Project Description: Grants/City Match Funding Source: Grants/City Match Funding Source: This is an FAA grant funded project to place a 2-inch layer of asphalt that will extend 15 feet from the edge of runway and taxiway into the infield area. Asphalt edging will assist with dust control and reduce erosion along the airport runway and taxiways. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts $0 $18,879 $0 $0 $0 $0 $0 Engineering Charges $0 $55,000 $0 $0 $0 $0 $0 Finance Charges $0 $22,617 $0 $0 $0 $0 $0 Construction Design $0 $0 $1,887,886 $300,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,284,382 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 479 Return to CIP TOC 2008-2017 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 – widened to provide pedestrian and bicycle access. This project was funded by a Congestion Mitigation Air Quality (CMAQ) grant. 480 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Other Grants (1840) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 80002 *83rd&87th Bethany Hm Trans-Cnl $90,000 $0 $0 $0 $0 $0 80003 *Glendale Sports Facilities ITS $48,729 $0 $0 $0 $0 $0 80004 *Bell Road ITS Design $68,114 $0 $0 $0 $0 $0 80008 *Catlin Court Alley Beautificat $555,431 $0 $0 $0 $0 $0 80012 *Bike & Ped/Skunk Creek @BellRd $476,100 $0 $0 $0 $0 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 80022 *87th Ave & Missouri Jt Use Prk $480,325 $0 $0 $0 $0 $0 80025 *Sunnyside Dr Bridge/Trail Ren $220,367 $0 $0 $0 $0 $0 $3,939,066 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 80013 Grant Funds - Capital Projects Total Other Grants Projects: *Project includes carryover funding ** New Project 481 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Other Grants (1840) Category: Other Project: 80002 - *83rd&87th Bethany Hm Trans-Cnl Project Description: Capital Costs: Design TOTAL Operating Description: Grant funded project for Bethany Home Canal. Carryover 2008 2009 2010 Capital Costs: Design TOTAL Operating Description: Capital Costs: Design TOTAL Operating Description: Capital Costs: Construction TOTAL Operating Description: 2013-2017 $0 $0 $0 $0 $0 $90,000 $0 $0 $0 $0 $0 $0 No O&M at this time. Grants Funding Source: Provide the foundation for facilitating event traffic from the arena and stadium. Carryover 2008 2009 2010 2011 2012 2013-2017 $48,729 $0 $0 $0 $0 $0 $0 $48,729 $0 $0 $0 $0 $0 $0 No O&M at this time. Grants Funding Source: Intelligent transportation system for Bell Road. Carryover 2008 2009 2010 2011 2012 2013-2017 $68,114 $0 $0 $0 $0 $0 $0 $68,114 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 80008 - *Catlin Court Alley Beautification Project Description: 2012 $0 Project: 80004 - *Bell Road ITS Design Project Description: 2011 $90,000 Project: 80003 - *Glendale Sports Facilities ITS Project Description: Grants Funding Source: Grants Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $555,431 $0 $0 $0 $0 $0 $0 $555,431 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 482 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Other Grants (1840) Category: Other Project: 80012 - *Bike & Ped/Skunk Creek @Bell Rd Project Description: Capital Costs: Arts Engineering Charges Construction Design TOTAL Operating 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). Carryover 2008 2009 2010 Capital Costs: $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $47,205 $0 $0 $0 $0 $0 $0 $476,100 $0 $0 $0 $0 $0 $0 No O&M at this time. Construction TOTAL Operating Description: Grants Funding Source: This represents a contingency appropriation amount for unanticipated grant opportunities that may arise during the fiscal year. Carryover 2008 2009 2010 2011 2012 2013-2017 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 No O&M at this time. Project reflects appropriation only. Project: 80022 - *87th Ave & Missouri Jt Use Prk Capital Costs: 2013-2017 $0 TOTAL Project Description: 2012 $4,050 Miscellaneous/Other Operating Description: 2011 $19,845 $405,000 Project: 80013 - Grant Funds - Capital Projects Project Description: Grants Funding Source: Grants Funding Source: Development of a 10-acre joint city/school park site with Pendergast Unified School District. Carryover 2008 2009 2010 2011 2012 2013-2017 $480,325 $0 $0 $0 $0 $0 $0 $480,325 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 483 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Other Grants (1840) Category: Other Project: 80025 - *Sunnyside Dr Bridge/Trail Ren Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Grants Funding Source: Park and trail renovations. Carryover 2008 2009 2010 2011 2012 2013-2017 $220,367 $0 $0 $0 $0 $0 $0 $220,367 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 484 Return to CIP TOC 2008-2017 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 for the acquisition and restoration of historic properties to act as a catalyst for additional historic preservation in the city. Right & Above: The Glendale Civic Center and Civic Center Annex are part of the Downtown Campus. The Downtown Campus project was completed in FY 2007. 485 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Cultural Facility (2130) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 84300 Cultural Arts Facility $0 $0 $0 $0 $0 $21,346,073 84301 Acq/Rest. Of Historic Prop. $0 $0 $0 $0 $0 $5,055,300 $0 $0 $0 $0 $0 $26,401,373 Total Cultural Facility Projects: *Project includes carryover funding ** New Project 486 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Cultural Facility (2130) Category: 6% Project: 84300 - Cultural Arts Facility Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of a cultural arts facility. The type of facility, size, location and community partners will be determined via conducting a feasibility study. Examples of cultural arts facilities to be considered include venues for the performing arts, visual arts and arts education. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $1,421,300 Design Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500,000 $14,212,997 Finance Charges $0 $0 $0 $0 $0 $0 $431,391 IT/Phone/Security Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $60,000 $115,000 Arts $0 $0 $0 $0 $0 $0 $142,130 Land $0 $0 $0 $0 $0 $0 $3,659,040 Equipment $0 $0 $0 $0 $0 $0 $804,215 $0 $0 $0 $0 $0 $0 $21,346,073 TOTAL Operating Description: Full-time staff - one supervisor, three arts coordinators, one secretary, one office assistant, two maintenance and three custodians. Part-time staff - hourly for box office and arts assistants. Building operating expenses are typical. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Landscape $0 $0 $0 $0 $0 PC/Vehicle Replacement $0 $0 $0 $0 $0 $27,516 Electrical Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $105,720 $39,644 Equip. Maint. $0 $0 $0 $0 $0 $80,000 Bldg. Maint. $0 $0 $0 $0 $0 $267,653 Utilities Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $128,450 $514,800 Staffing $0 $0 $0 $0 $0 $399,242 $0 $0 $0 $0 $0 $1,580,597 TOTAL *Project includes carryover funding ** New Project 487 Return to CIP TOC $17,572 2008-2017 Capital Improvement Project Detail Fund: Cultural Facility (2130) Category: 6% Project: 84301 - Acq/Rest. Of Historic Prop. Project Description: Capital Costs: Funding Source: General Obligation Bonds Establish funds for acquisition and restoration of historic properties. A feasibility study and business plan will be prepared to identify properties to be acquired and restored. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $411,500 Design Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $353,625 $2,057,500 Finance Charges $0 $0 $0 $0 $0 $0 $123,300 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,575 $33,800 Land TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $5,055,300 No O&M at this time. *Project includes carryover funding ** New Project 488 Return to CIP TOC 2008-2017 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. Projects resulting from recent development agreements are included in Fund 1270: 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. Until the revenues are generated, the General Fund operating budget will cover those debt service costs. Above: Glendale Conference Center, Media Center and Parking Garage. 489 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 6% Fund: Economic Development (2100) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 84400 *Downtown Land Acquisition $523,951 $0 $1,025,000 $0 $0 $22,556,250 84401 Redevelopment Land Acquist. $0 $0 $0 $0 $0 $25,625,000 84402 Bus. Pk. Infrastructure $0 $0 $0 $0 $0 $20,500,000 T1330 Auto Dlr retention/relocation $0 $0 $0 $0 $0 $20,500,000 $523,951 $0 $1,025,000 $0 $0 $89,181,250 Total Economic Development Projects: *Project includes carryover funding ** New Project 490 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Economic Development (2100) Category: 6% Project: 84400 - *Downtown Land Acquisition Project Description: Funding Source: General Obligation Bonds Purchase of underperforming properties in the downtown area which can be assembled and remarketed to businesses and establishments that desire to locate in the downtown redevelopment area. City will undertake RFPs to identify and negotiate development agreements. Continue implementation of the City Center Master Plan. Capital Costs: Carryover Finance Charges Land $0 $523,951 $0 $0 $0 $0 $25,000 $1,000,000 $0 $0 $0 $0 $56,250 $22,500,000 $523,951 $0 $0 $1,025,000 $0 $0 $22,556,250 TOTAL Operating Description: 2008 2009 2010 2012 2013-2017 Minimal O&M associated with this project - land acquisition only. Acquired land would be offered to developer for purchase and development as desired by city within scope of a development agreement. Estimate for weed control and maintenance. Operating Costs: 2008 Landscape TOTAL 2009 2010 2011 2012 2013-2017 $0 $0 $2,251 $2,311 $2,400 $25,000 $0 $0 $2,251 $2,311 $2,400 $25,000 Project: 84401 - Redevelopment Land Acquist. Project Description: 2011 Funding Source: General Obligation Bonds 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. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $625,000 Land $0 $0 $0 $0 $0 $0 $25,000,000 $0 $0 $0 $0 $0 $0 $25,625,000 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Minimal O&M associated with this project - land acquisition only. Acquired land would be offered to developer for purchase and development as desired by city within scope of a development agreement. Estimate for weed control and maintenance. Operating Costs: Landscape TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $20,000 *Project includes carryover funding ** New Project 491 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Economic Development (2100) Category: 6% Project: 84402 - Bus. Pk. Infrastructure Project Description: Funding Source: General Obligation Bonds Acquisition and infrastructure costs to build business and commercial parks as sites for relocation of industrial users from downtown and other incompatible areas. Includes feasibility studies and appraisals. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $500,000 Land $0 $0 $0 $0 $0 $0 $20,000,000 $0 $0 $0 $0 $0 $0 $20,500,000 TOTAL Operating Description: 2008 2009 2010 2012 2013-2017 O&M for landscape maintenance. Operating Costs: 2008 Landscape TOTAL 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $27,342 $0 $0 $0 $0 $0 $27,342 Project: T1330 - Auto Dlr retention/relocation Project Description: 2011 Funding Source: General Obligation Bonds Includes costs of appraisals, site characteristics studies, acquisition of properties, and surplus site preparation to encourage auto dealers to move to new auto mall location in the city. Capital Costs: Carryover Finance Charges $0 $0 $0 $0 $0 $0 $500,000 Land $0 $0 $0 $0 $0 $0 $20,000,000 $0 $0 $0 $0 $0 $0 $20,500,000 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 Minimal O&M - acquired properties would be offered to developers for purchase and development. Estimate for weed control and maintenance. Operating Costs: Landscape TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $30,000 *Project includes carryover funding ** New Project 492 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: G.F. Revenue Oblgs (1270) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 85004 *Training Facility Phase I $2,717,979 $0 $0 $0 $0 $0 85005 *Convention Center $2,431,069 $0 $0 $0 $0 $0 85007 *Media Center $6,779,471 $0 $0 $0 $0 $0 85008 Loop 303 Infrastructure $3,044,682 $9,103,290 $5,050,890 $0 $0 $5,916,816 85009 New Development Infrastructure $2,030,400 $2,030,501 $7,687,500 $0 $0 $36,900,000 $17,003,601 $11,133,791 $12,738,390 $0 $0 $42,816,816 Total G.F. Revenue Oblgs Projects: *Project includes carryover funding ** New Project 493 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: G.F. Revenue Oblgs (1270) Category: Other Project: 85004 - *Training Facility Phase I Project Description: Capital Costs: Arts Equipment Contingency Finance Charges TOTAL Operating Description: Phase I of a joint Police/Fire Training Facility, which will include a shooting range, driving track, berms, classrooms, burn tower, fire props. Carryover 2008 2009 2010 Capital Costs: Finance Charges Engineering Charges Arts Contingency Miscellaneous/Other TOTAL Operating Description: Capital Costs: Miscellaneous/Other Construction Finance Charges Engineering Charges Arts Contingency Equipment TOTAL Operating Description: 2012 2013-2017 $78,484 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $160,000 $0 $0 $0 $0 $0 $0 $2,717,979 $0 $0 $0 $0 $0 $0 O&M funded in FY 2006-07. General Fund Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $20,000 $0 $0 $0 $0 $0 $0 $123,837 $0 $0 $0 $0 $0 $0 $180,000 $1,311,465 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $795,767 $0 $0 $0 $0 $0 $0 $2,431,069 $0 $0 $0 $0 $0 $0 O&M funded in FY 2006-07. Project: 85007 - *Media Center Project Description: 2011 $900,000 $1,579,495 Project: 85005 - *Convention Center Project Description: General Fund Funding Source: General Fund Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $900,000 $0 $0 $0 $0 $0 $0 $9,071 $0 $0 $0 $0 $0 $0 $200,000 $115,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $110,000 $0 $0 $0 $0 $0 $0 $1,878,263 $3,567,137 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,779,471 $0 $0 $0 $0 $0 $0 O&M funded in FY 2006-07. *Project includes carryover funding ** New Project 494 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: G.F. Revenue Oblgs (1270) Category: Other Project: 85008 - Loop 303 Infrastructure Project Description: Capital Costs: General Fund Funding Source: Construction of infrastructure improvements and other development costs for an auto mall at Peoria & Loop 303. Assistance with infrastructure costs for other projects will be a tool to encourage developers to create the type of projects the city desires in the Loop 303 area. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $932,572 $886,373 $0 $0 $0 $500,000 Construction Finance Charges $0 $0 $2,000,000 $74,250 $7,863,000 $222,000 $4,849,682 $123,175 $0 $0 $0 $0 $3,000,000 $144,300 Engineering Charges $0 $17,860 $53,287 $29,536 $0 $0 $21,316 Arts Contingency $0 $0 $20,000 $0 $78,630 $0 $48,497 $0 $0 $0 $0 $0 $30,000 $2,040,200 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $181,000 $0 $3,044,682 $9,103,290 $5,050,890 $0 $0 $5,916,816 TOTAL Operating Description: No O&M at this time. Project: 85009 - New Development Infrastructure Project Description: Capital Costs: Funding to provide new infrastructure to recruit and encourage new high quality private development to the city. Carryover 2008 2009 2010 Miscellaneous/Other Land $0 $0 $17,350 $0 $0 $0 Construction $0 $1,900,000 Finance Charges Engineering Charges $0 $0 $47,500 $46,550 Arts $0 $0 TOTAL Operating Description: General Fund Funding Source: 2011 2012 2013-2017 $0 $7,500,000 $0 $0 $0 $0 $1,916,869 $0 $0 $0 $0 $47,500 $46,963 $187,500 $0 $0 $0 $0 $0 $900,000 $0 $19,000 $19,169 $0 $0 $0 $0 $2,030,400 $2,030,501 $7,687,500 $0 $0 $36,900,000 No O&M at this time. *Project includes carryover funding ** New Project 495 Return to CIP TOC $0 $36,000,000 2008-2017 CAPITAL IMPROVEMENT PLAN Flood Control FLOOD CONTROL Carryover projects include the completion of several storm drains along Bethany Home Road, 75th to 83rd Avenues, and drainage channel improvements along the Bethany Home Road alignment and adjacent to the Grand Canal. Funding continues in FY 2008 for the completion of storm drains along Northern Avenue from 63rd Avenue to approximately 45th Avenue. Left: Drainage channel improvements along Bethany Home Road alignment 31,000 lb storm drain pipe. Above: Skunk Creek – West of 51st Avenue Alignment. 496 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: 20% Fund: Flood Control Bonds (2180) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $1,675,115 $2,931,451 $4,711,261 $2,512,673 $0 $0 $0 $0 $0 $0 $0 $4,614,601 79002 *67th Ave/Peoria to ACDC $3,287,554 $1,246,606 $0 $0 $0 $0 79003 *59th Ave. Brown to Olive $1,281,487 $0 $0 $0 $0 $0 79004 *Local Drainage Problems $609,155 $108,030 $108,030 $108,030 $108,030 $745,856 79005 *Collector Drains $651,649 $0 $530,181 $0 $530,181 $3,129,362 79006 *AZDES Permit $706,341 $160,925 $160,925 $160,925 $160,925 $160,925 $0 $0 $0 $0 $0 $3,684,619 79008 *Northern Drain - 45th to 63rd $4,750,693 $0 $0 $0 $0 $0 79009 *Bethany Home - 75th to 83rd Av $1,736,526 $0 $0 $0 $0 $0 79000 Bethany Home Outfall Channel 79001 Bethany Home 58th - 51st 79007 Greenway Drain - 67th-61st 79010 *Storm Water Master Plan $392,185 $0 $0 $0 $0 $1,446,275 T2900 Bethany Home, 75th-67th (SD) $0 $51,829 $5,221,102 $3,295,966 $0 $0 T2910 Bethany Home, 67th-58th (SD) $0 $0 $51,934 $2,617,179 $4,596,600 $113,647 T2940 **Greenway Drain 59th-53rd $0 $0 $0 $0 $0 $3,684,619 Total Flood Control Bonds Projects: $15,090,705 $4,498,841 $10,783,433 $8,694,773 $5,395,736 $17,579,904 *Project includes carryover funding ** New Project 497 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: 79000 - Bethany Home Outfall Channel Project Description: Carryover Finance Charges Engineering Charges Arts Construction TOTAL 2008 2009 2010 $0 $40,000 $70,000 $112,500 $60,000 $0 $0 $0 $0 $19,115 $16,000 $33,451 $28,000 $53,761 $45,000 $28,673 $24,000 $0 $0 $0 $0 $0 $1,600,000 $2,800,000 $4,500,000 $2,400,000 $0 $0 $0 $1,675,115 $2,931,451 $4,711,261 $2,512,673 $0 $0 Capital Costs: 2011 2012 2013-2017 O&M for the outfall channel currently maintained by Park & Recreation. Project: 79001 - Bethany Home 58th - 51st Project Description: General Obligation Bonds 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. Also included is a storm drain in Camelback Road between 75th and 59th Avenue. Capital Costs: Operating Description: Funding Source: Funding Source: General Obligation Bonds Construct a storm drain along Bethany Home Rd. between 58th to 51st Avenues including mainline pipe, catch basins, and appurtenances. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $0 $0 $0 $0 $0 $0 Arts $0 $0 $0 $0 $0 $0 $40,000 Finance Charges Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $112,551 $4,000,000 Design $0 $0 $0 $0 $0 $0 $300,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $82,500 $0 $0 $0 $0 $0 $0 $4,614,601 TOTAL Operating Description: No O&M at this time. Project: 79002 - *67th Ave/Peoria to ACDC Project Description: Capital Costs: Design $79,550 Funding Source: General Obligation Bonds Construct a storm drain on 67th Avenue - Peoria to ACDC to include mainline piping, catch basins and appurtenances. Carryover 2008 2009 2010 2011 2012 2013-2017 $200,000 $101,600 $0 $0 $0 $0 $0 Construction Finance Charges $0 $4,908 $2,820,000 $75,096 $1,182,500 $30,405 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $3,700 $54,050 $21,876 $0 $0 $0 $0 $0 $28,200 $11,825 $0 $0 $0 $0 $208,608 $3,078,946 $1,246,606 $0 $0 $0 $0 Arts TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 498 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: 79003 - *59th Ave. Brown to Olive Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain on 59th Avenue from Olive to Brown. Construction to be constructed concurrent with Glendale Onboard project on 59th Avenue. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $904,906 $0 $0 $0 $0 $0 $0 Arts Design $9,050 $302,468 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $43,000 $0 $0 $0 $0 $0 Finance Charges $22,063 $0 $0 $0 $0 $0 $0 $1,281,487 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. Project: 79004 - *Local Drainage Problems Project Description: Capital Costs: Construction Funding Source: General Obligation Bonds Construct localized storm drain improvements to mitigate drainage or flooding problems. Ongoing program. Carryover 2008 2009 2010 2011 2012 2013-2017 $486,487 $100,375 $100,375 $100,375 $100,375 $100,375 $697,784 Finance Charges $4,598 $2,635 $2,635 $2,635 $2,635 $2,635 $13,175 Engineering Charges Arts $8,032 $2,008 $4,016 $1,004 $4,016 $1,004 $4,016 $1,004 $4,016 $1,004 $4,016 $1,004 $27,919 $6,978 $501,125 $108,030 $108,030 $108,030 $108,030 $108,030 $745,856 TOTAL Operating Description: No O&M at this time. Project: 79005 - *Collector Drains Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct storm drain improvements on collector streets or to mitigate drainage and flooding problems. Ongoing program. Carryover Construction Arts 2008 2009 2010 2011 2012 2013-2017 $0 $0 $500,000 $5,000 $0 $0 $500,000 $5,000 $0 $0 $500,000 $5,000 $3,000,000 $30,000 Finance Charges $11,934 $12,931 $0 $12,931 $0 $12,931 $25,862 Design $97,284 $0 $0 $0 $0 $0 $0 Engineering Charges $12,250 $12,250 $0 $12,250 $0 $12,250 $73,500 $121,468 $530,181 $0 $530,181 $0 $530,181 $3,129,362 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 499 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: 79006 - *AZDES Permit Project Description: Capital Costs: Miscellaneous/Other Design Carryover Operating Description: 2008 2009 2010 Capital Costs: 2012 2013-2017 $157,000 $0 $157,000 $0 $157,000 $0 $157,000 $0 $157,000 $0 $157,000 $0 $0 $10,175 $3,925 $3,925 $3,925 $3,925 $3,925 $11,471 $150 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $289,166 $417,175 $160,925 $160,925 $160,925 $160,925 $160,925 O&M of storm water monitoring will be done by United States Geological Survey through an IGA through annual payments. Project: 79007 - Greenway Drain - 67th-61st Project Description: 2011 $4,375 $273,170 Equipment TOTAL General Obligation Bonds In 1999, the City of Glendale obtained a permit under the Clean Water Act for the National Pollutant Discharge Elimination System. The permit requires monitoring of stormwater flows and preparation of annual reports. Funding will support the physical inventory of the city's storm drain system and generate an electronic map of the storm drain system. Finance Charges Engineering Charges Arts Funding Source: Funding Source: General Obligation Bonds Construct a storm drain on Greenway Road from 67th to 61st Avenue to include mainline piping, catch basins, and appurtenances. This project will intercept stormwater flows east of 67th Avenue. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $0 $0 $0 $500,000 Finance Charges $0 $0 $0 $0 $0 $0 $89,869 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $64,750 $30,000 Construction $0 $0 $0 $0 $0 $0 $3,000,000 $0 $0 $0 $0 $0 $0 $3,684,619 TOTAL Operating Description: No O&M at this time. Project: 79008 - *Northern Drain - 45th to 63rd Project Description: Capital Costs: Engineering Charges Arts Construction Design Miscellaneous/Other TOTAL Operating Description: Funding Source: General Obligation Bonds Construct a storm drain in Northern Avenue from the basin at 63rd Avenue to approximately 45th Avenue. Carryover 2008 2009 2010 2011 2012 2013-2017 $89,725 $44,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,307,085 $0 $0 $0 $0 $0 $0 $187,633 $122,250 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,750,693 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 500 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: 79009 - *Bethany Home - 75th to 83rd Av Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain on Bethany Home Road from the Outfall Channel at Grand Canal to 75th Avenue. 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. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $688,944 $0 $0 $0 $0 $0 $0 Construction Finance Charges $962,218 $38,137 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40,993 $0 $0 $0 $0 $0 $0 $6,234 $0 $0 $0 $0 $0 $0 $1,736,526 $0 $0 $0 $0 $0 $0 Engineering Charges Arts TOTAL Operating Description: No O&M at this time. Project: 79010 - *Storm Water Master Plan Project Description: Capital Costs: Engineering Charges Contingency Design Funding Source: General Obligation Bonds Citywide stormwater master plan to determine adequacy of existing facilities and prioritize new facilities. Project will include detailed aerial mapping and hydrologic modeling to determine stormwater flow and volume. Carryover 2008 2009 2010 2011 2012 2013-2017 $24,500 $0 $0 $0 $0 $0 $11,000 $0 $367,685 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $200,000 Finance Charges $0 $0 $0 $0 $0 $0 $35,275 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $1,000,000 $392,185 $0 $0 $0 $0 $0 $1,446,275 TOTAL Operating Description: No O&M at this time. Project: T2900 - Bethany Home, 75th-67th (SD) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct storm drain pipe, inlets, and other appurtenances in Bethany Home Road from 75th Avenue to 67th Avenue. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $50,000 $250,000 $150,000 $0 $0 Construction Finance Charges $0 $0 $0 $0 $0 $1,264 $4,740,000 $127,344 $3,000,000 $80,389 $0 $0 $0 $0 Engineering Charges $0 $0 $565 $56,358 $35,577 $0 $0 Arts $0 $0 $0 $47,400 $30,000 $0 $0 $0 $0 $51,829 $5,221,102 $3,295,966 $0 $0 TOTAL Operating Description: Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. *Project includes carryover funding ** New Project 501 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: T2910 - Bethany Home, 67th-58th (SD) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain on Bethany Home Road from 67th to 58th Avenue. Construction costs to be shared with MCFCD ($3,500,000). Project will include storm drain pipe, catch basins and appurtenances. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $0 $0 $50,000 $500,000 $285,000 $0 Miscellaneous/Other Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000 $0 $41,000 $110,875 $0 Engineering Charges $0 $0 $0 $667 $33,345 $58,488 $0 Construction $0 $0 $0 $0 $2,000,000 $4,100,000 $0 Finance Charges $0 $0 $0 $1,267 $63,834 $112,112 $2,772 $0 $0 $0 $51,934 $2,617,179 $4,596,600 $113,647 TOTAL Operating Description: Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. Project: T2940 - **Greenway Drain 59th-53rd Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain on Greenway Road between 59th and 53rd Avenues to include mainline piping, catch basins, and appurtenances. Carryover 2008 2009 2010 2011 2012 2013-2017 Arts Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,000 $500,000 Construction $0 $0 $0 $0 $0 $0 $3,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $89,869 Engineering Charges $0 $0 $0 $0 $0 $0 $64,750 $0 $0 $0 $0 $0 $0 $3,684,619 TOTAL Operating Description: Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. *Project includes carryover funding ** New Project 502 Return to CIP TOC 2008-2017 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 (PAYGO) projects funded with General Fund operating dollars. Therefore they are balanced against base budget operations, vehicle & technology replacement premiums, supplemental requests and possible salary increases. Maintenance projects continue in FY 2008 – FY 2017 based on the results of the independent facilities audit completed in FY 2006. Civic Center Projects Projects in this category are considered PAYGO projects and funded with General Fund operating dollars. A reserve account for regular facility maintenance that began in FY 2005 will continue through FY 2017 and is included in the CIP. Technology Infrastructure In FY 2008 a new fund was added to the General Fund PAYGO category. New information technology projects have been added to the last five years of the capital plan. The Strategic Initiatives Group (SIG) submitted projects in this category. SIG, with representatives from all city departments, was initiated to provide a viable, consolidated request for information technology infrastructure. SIG compiled a list of information technology needs that meet three criteria: (1) direct customer service benefits to citizens; (2) creation of efficiencies in operations and cost savings; and (3) technology that is crucial to operations using the current number of employees. 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. This fund has 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. 503 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: General Fund (1000) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: 81001 *Fire Panel & Alarm Systm Repla $4,824 $0 $0 $0 $0 $0 81005 *Replace HVAC Controls System $5,982 $0 $0 $0 $0 $0 81013 *Bldg. Maintenance Reserve $245,710 $100,000 $100,000 $100,000 $100,000 $500,000 81014 Property Acquisition $300,000 $350,000 $350,000 $350,000 $350,000 $1,850,000 $1,806,658 $0 $0 $0 $0 $4,939,493 81022 *Park & Feature Fields $552,786 $0 $0 $0 $0 $0 81023 *EOC Equipment $515,124 $0 $0 $0 $0 $0 $21,519 $0 $0 $0 $0 $0 81025 *Environmental (ADA Compliance) $418,609 $174,735 $0 $0 $0 $0 81027 Exterior Closure (Roofing) $367,678 $229,434 $259,567 $60,605 $59,567 $297,835 81028 *Audio Visual Equipment $66,916 $0 $0 $0 $0 $0 81021 *City Hall - HVAC System 81024 *Fourth Floor Renovation 81030 *FD-Emergency Rescue Vehicles $317,205 $0 $0 $0 $0 $0 81032 *Archive Writer $49,121 $0 $0 $0 $0 $0 81034 *Hickman Site Paving $18,644 $0 $0 $0 $0 $0 81035 *Ladder Tender/Equip & TICs $693,000 $0 $0 $0 $0 $0 81036 *Cultural/Historic Markings $34,205 $0 $0 $0 $0 $0 81037 *Insertion Machine/Copier $20,000 $0 $0 $0 $0 $0 81038 Interior Finishes (Flooring) $194,317 $247,624 $204,140 $193,279 $207,964 $989,132 $45,333 $118,541 $45,978 $57,147 $334,633 $564,147 $100,000 $100,000 $0 $0 $0 $0 $48,834 $74,440 $703,726 $185,613 $0 $0 81042 Roof & HVAC BOA Plaza bldg $322,800 $0 $0 $0 $0 $0 81043 AV Replacement Reserve $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 81044 Electrical/Lighting Upgrades $110,543 $115,663 $115,818 $109,818 $109,818 $549,088 81045 Exterior Closure (Carpentry) $22,137 $0 $20,637 $0 $0 $0 81046 Exterior Closure (Paint) 81039 Interior Finishes (Paint) 81040 Manistee Ranch Bldg. Painting 81041 Mechanical Upgrades $59,705 $219,044 $81,873 $52,956 $225,212 $252,000 81047 **Fire Administration Relocation $472,650 $0 $0 $0 $0 $0 81048 **Fire Building Maintenance $225,000 $0 $0 $0 $0 $0 81049 **Technology for Prosecutors $90,000 $0 $0 $0 $0 $0 81050 **Records Management - Clerk $210,000 $0 $0 $0 $0 $0 T0050 New River Bike Trail $0 $0 $0 $0 $0 $367,400 T0260 Insertion Machine: Gen Fund $0 $0 $0 $0 $0 $66,000 T4610 Recarpet Libraries $0 $0 $0 $0 $0 $553,497 504 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: General Fund (1000) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: T4620 Resurface Library Parking Lots $0 $0 $0 $0 $0 $154,887 T4630 Sales Tax System $0 $0 $0 $0 $0 $1,500,000 T4670 Downtown Maintenance Reserve $0 $0 $0 $0 $0 $461,000 T4730 **Fuel Sites Equipment Upgrade $0 $0 $0 $0 $0 $196,132 $7,439,300 $1,829,481 $1,981,739 $1,209,418 $1,487,194 $13,740,611 Total General Fund Projects: *Project includes carryover funding ** New Project 505 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81001 - *Fire Panel & Alarm System Repla Project Description: Capital Costs: Arts Engineering Charges TOTAL Operating 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. Carryover 2008 2009 2010 Capital Costs: Design TOTAL Operating Description: Capital Costs: 2012 2013-2017 $250 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,824 $0 $0 $0 $0 $0 $0 $0 No O&M at this time. General Fund Funding Source: Replace heating, ventilating and air conditioning [HVAC] control system for the Main Public Safety/Court Complex. Carryover 2008 2009 2010 2011 2012 2013-2017 $5,982 $0 $0 $0 $0 $0 $0 $5,982 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 81013 - *Bldg. Maintenance Reserve Project Description: 2011 $4,574 Project: 81005 - *Replace HVAC Controls System Project Description: General Fund Funding Source: General Fund Funding Source: This project is intended to be a reserve account to support an emergency replacement of building components. Repairs in the recent past have included premature failure of the roof at the main public safety building, and replacement of two air conditioning compressors at City Hall. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $99,347 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $46,363 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $145,710 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 506 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81014 - Property Acquisition Project Description: Capital Costs: Funds appropriated for acquisition of real property to meet specific Council goals. Carryover Land TOTAL Operating Description: 2008 2009 2010 Capital Costs: 2011 2012 2013-2017 $0 $300,000 $350,000 $350,000 $350,000 $350,000 $1,850,000 $0 $300,000 $350,000 $350,000 $350,000 $350,000 $1,850,000 No O&M at this time. Project: 81021 - *City Hall - HVAC System Project Description: General Fund Funding Source: General Fund Funding Source: The existing heating, ventilating and air conditioning (HVAC) system at city hall 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 and provide a new HVAC system life capacity for an additional 20+ years. Carryover 2008 2009 2010 2011 2012 2013-2017 Construction $0 $150,000 $0 $0 $0 $0 $1,256,000 Contingency Equipment $0 $0 $100,000 $1,376,393 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,633,840 Engineering Charges Design Arts TOTAL Operating Description: $13,475 $5,907 $0 $0 $0 $0 $37,093 $109,383 $0 $50,000 $1,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,560 $122,858 $1,683,800 $0 $0 $0 $0 $4,939,493 No O&M at this time. Project: 81022 - *Park & Feature Fields Project Description: Capital Costs: Design Construction Equipment TOTAL Operating Description: General Fund Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $298,520 $0 $0 $0 $0 $0 $0 $389 $0 $0 $0 $0 $0 $0 $253,877 $0 $0 $0 $0 $0 $0 $552,786 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 507 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81023 - *EOC Equipment Project Description: Capital Costs: Miscellaneous/Other Equipment Construction TOTAL Operating 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 resources involved in the operation of this center Carryover 2008 2009 2010 Capital Costs: Construction TOTAL Operating Description: Capital Costs: Design Equipment TOTAL Operating Description: 2012 2013-2017 $0 $0 $0 $0 $0 $0 $8,384 $504,998 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $515,124 $0 $0 $0 $0 $0 $0 No O&M at this time. General Fund Funding Source: Funds to construct a semi-private lobby for the Office of the Mayor. Carryover 2008 2009 2010 2011 2012 2013-2017 $21,519 $0 $0 $0 $0 $0 $0 $21,519 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 81025 - *Environmental (ADA Compliance) Project Description: 2011 $1,742 Project: 81024 - *Fourth Floor Renovation Project Description: General Fund Funding Source: General Fund Funding Source: Make citywide ADA upgrades to bring all the necessary facility components into ADA compliance. Some of the compliance projects include; raising sinks and counter tops, converting bathroom stalls into one to better accommodate wheel chair accessibility. Carryover 2008 2009 2010 2011 2012 2013-2017 $243,874 $0 $0 $174,735 $0 $174,735 $0 $0 $0 $0 $0 $0 $0 $0 $243,874 $174,735 $174,735 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 508 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81027 - Exterior Closure (Roofing) Project Description: Capital Costs: Make citywide roofing upgrades that would require a total of $1,274,686 over a 10-year period to improve the condition age of several facilities and extend the useful life of the infrastructure. There will be a total of approximately 89 different roofing related projects completed on all city buildings over a 10-year period. Carryover Equipment TOTAL Operating Description: 2008 2009 2010 Capital Costs: Equipment TOTAL Operating Description: Capital Costs: Equipment TOTAL Operating Description: 2012 2013-2017 $367,678 $229,434 $259,567 $60,605 $59,567 $297,835 $0 $367,678 $229,434 $259,567 $60,605 $59,567 $297,835 No O&M at this time. General Fund Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $66,916 $0 $0 $0 $0 $0 $0 $66,916 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 81030 - *FD-Emergency Rescue Vehicles Project Description: 2011 $0 Project: 81028 - *Audio Visual Equipment Project Description: General Fund Funding Source: General Fund Funding Source: 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. Carryover 2008 2009 2010 2011 2012 2013-2017 $317,205 $0 $0 $0 $0 $0 $0 $317,205 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 509 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81032 - *Archive Writer Project Description: Capital Costs: Equipment TOTAL Operating Description: Purchase archive writer equipment for City Clerk. Carryover 2008 2009 2010 Capital Costs: Construction TOTAL Operating Description: Capital Costs: Miscellaneous/Other Equipment TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: 2013-2017 $0 $0 $0 $0 $0 $49,121 $0 $0 $0 $0 $0 $0 No O&M at this time. General Fund Funding Source: Paving of former Hickman Egg Ranch property. Carryover 2008 2009 2010 2011 2012 2013-2017 $18,644 $0 $0 $0 $0 $0 $0 $18,644 $0 $0 $0 $0 $0 $0 No O&M at this time. General Fund Funding Source: New fire tender truck with equipment. Carryover 2008 2009 2010 2011 2012 2013-2017 $35,000 $0 $0 $0 $0 $0 $0 $658,000 $0 $0 $0 $0 $0 $0 $693,000 $0 $0 $0 $0 $0 $0 No O&M at this time. Project: 81036 - *Cultural/Historic Markings Project Description: 2012 $0 Project: 81035 - *Ladder Tender/Equip & TICs Project Description: 2011 $49,121 Project: 81034 - *Hickman Site Paving Project Description: General Fund Funding Source: General Fund Funding Source: Funds for historic/cultural land marking and tourism plan. Carryover 2008 2009 2010 2011 2012 2013-2017 $34,205 $0 $0 $0 $0 $0 $0 $34,205 $0 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 510 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81037 - *Insertion Machine/Copier Project Description: Capital Costs: Equipment TOTAL Operating Description: Replace insertion machine that performs insertions for all depts, including paychecks and sales tax receipts. Carryover 2008 2009 2010 Capital Costs: $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $0 No O&M at this time. 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. There will be a total of approximately 104 different flooring related projects completed on all city buildings over a 10-year period. Carryover 2008 2009 2010 2011 2012 2013-2017 $0 $194,317 $247,624 $204,140 $193,279 $207,964 $989,132 $0 $194,317 $247,624 $204,140 $193,279 $207,964 $989,132 No O&M at this time. General Fund Funding Source: 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. There will be a total of approximately 142 paint/wall covering related projects completed on all city buildings over a 10-year period. Carryover Equipment TOTAL Operating Description: General Fund Funding Source: Project: 81039 - Interior Finishes (Paint) Capital Costs: 2013-2017 $0 TOTAL Project Description: 2012 $0 Equipment Operating Description: 2011 $20,000 Project: 81038 - Interior Finishes (Flooring) Project Description: General Fund Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $45,333 $118,541 $45,978 $57,147 $334,633 $564,147 $0 $45,333 $118,541 $45,978 $57,147 $334,633 $564,147 No O&M at this time. *Project includes carryover funding ** New Project 511 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81040 - Manistee Ranch Bldg. Painting Project Description: Capital Costs: This project would include the basic exterior painting of the Manistee Ranch buildings. This will include porches, dormers and all exterior structural elements. During the process the window sashes will need to be stripped so that when the frames are repainted, the windows are still operable. Carryover Equipment TOTAL Operating Description: 2008 2009 2010 Capital Costs: $100,000 $100,000 $0 $0 $0 $0 $0 $100,000 $100,000 $0 $0 $0 $0 General Fund Funding Source: Carryover 2008 2009 2010 $0 $48,834 $74,440 $703,726 $185,613 $0 $0 $0 $48,834 $74,440 $703,726 $185,613 $0 $0 2011 2012 2013-2017 No O&M at this time. Project: 81042 - Roof & HVAC BOA Plaza bldg Capital Costs: 2013-2017 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. There will be a total of 26 HVAC related projects completed on 18 different city buildings over a 4-year period. TOTAL Project Description: 2012 No O&M at this time. Equipment Operating Description: 2011 $0 Project: 81041 - Mechanical Upgrades Project Description: General Fund Funding Source: General Fund Funding Source: Repair original roof and replace obsolete HVAC components for the Bank of America Plaza building, as recommended in 2004 city facilities analysis audit report. Carryover 2008 2009 2010 2011 2012 2013-2017 Engineering Charges $0 $19,800 $0 $0 $0 $0 $0 Arts $0 $3,000 $0 $0 $0 $0 $0 Construction $0 $300,000 $0 $0 $0 $0 $0 $0 $322,800 $0 $0 $0 $0 $0 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 512 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81043 - AV Replacement Reserve Project Description: Capital Costs: 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. Carryover Equipment TOTAL Operating Description: General Fund Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 This cost assumes the entire PAYGO account is spent during the year. PC/vehicle replacement assumes a fiveyear average replacement cycle ($100,000/5 = $20,000 annually). Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $20,000 $40,000 $60,000 $80,000 $437,473 TOTAL $0 $20,000 $40,000 $60,000 $80,000 $437,473 Project: 81044 - Electrical/Lighting Upgrades Project Description: Capital Costs: The upgrades to the lighting and electrical systems would require a total of $1,110,748 over a 10-year period to improve the electrical and lighting capacities of several facilities. These upgrades will considerably reduce the consumption of electricity usage citywide, with an anticipated return on investment savings in approximately 3 1/2 years. Carryover Equipment TOTAL Operating Description: 2008 2009 2010 Capital Costs: 2012 2013-2017 $110,543 $115,663 $115,818 $109,818 $109,818 $549,088 $0 $110,543 $115,663 $115,818 $109,818 $109,818 $549,088 No O&M at this time. General Fund Funding Source: 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. Carryover Equipment TOTAL Operating Description: 2011 $0 Project: 81045 - Exterior Closure (Carpentry) Project Description: General Fund Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $22,137 $0 $20,637 $0 $0 $0 $0 $22,137 $0 $20,637 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 513 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81046 - Exterior Closure (Paint) Project Description: Capital Costs: 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. Carryover Equipment TOTAL Operating Description: 2008 2009 2010 Capital Costs: 2011 2012 2013-2017 $0 $59,705 $219,044 $81,873 $52,956 $225,212 $252,000 $0 $59,705 $219,044 $81,873 $52,956 $225,212 $252,000 No O&M at this time. Project: 81047 - **Fire Administration Relocation Project Description: General Fund Funding Source: General Fund Funding Source: Funds to temporarily relocate the fire administration staff. Costs will cover FF&E, tenant improvements and a study to find a permanent location. Carryover 2008 2009 2010 2011 2012 2013-2017 Design $0 $15,000 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $125,000 $0 $0 $0 $0 $0 Contingency Equipment $0 $0 $25,000 $200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Arts $0 $500 $0 $0 $0 $0 $0 Engineering Charges $0 $7,150 $0 $0 $0 $0 $0 Construction IT/Phone/Security $0 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $472,650 $0 $0 $0 $0 $0 TOTAL Operating Description: O&M for former Coyotes suite will run approx. $3,300 per month. Operating Costs: 2008 Supplies/Contr TOTAL 2009 2010 Capital Costs: 2013-2017 $3,300 $3,399 $3,501 $3,606 $19,719 $0 $3,300 $3,399 $3,501 $3,606 $19,719 General Fund Funding Source: Funds will be used for O&M items such as roll up door maintenance contracts at fire stations, update generators and wiring at all fire stations to 80% load for emergency operations, replacement of outdated vehicle exhaust emission systems in six fire stations. This supplemental was approved by Council and moved to PAYGO. Carryover Miscellaneous/Other TOTAL Operating Description: 2012 $0 Project: 81048 - **Fire Building Maintenance Project Description: 2011 2008 2009 2010 2011 2012 2013-2017 $0 $225,000 $0 $0 $0 $0 $0 $0 $225,000 $0 $0 $0 $0 $0 No O&M at this time. *Project includes carryover funding ** New Project 514 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: 81049 - **Technology for Prosecutors Project Description: Capital Costs: Funds will be used to purchase software for an integrated data management system among the Police Department, City Court and Prosecutor's Office. The audio visual equipment will allow the office to produce visuals during jury and non-jury trials. This supplemental was approved by Council and moved to PAYGO. Carryover Miscellaneous/Other TOTAL Operating Description: 2008 2009 2010 Capital Costs: $90,000 $0 $0 $0 $0 $0 $0 $90,000 $0 $0 $0 $0 $0 General Fund Funding Source: Carryover 2008 2009 2010 2011 2012 2013-2017 $0 $210,000 $0 $0 $0 $0 $0 $0 $210,000 $0 $0 $0 $0 $0 No O&M at this time. Project: T0050 - New River Bike Trail Capital Costs: 2013-2017 Funding will be used for consulting services to evaluate the current imaging system, prepare a needs assessment, prepare phasing analysis, prepare request for proposal, and move forward with phase I of a fully integrated, enterprise-wide electronic records management system (ERM). This supplemental was approved by Council and moved to PAYGO. TOTAL Project Description: 2012 No O&M at this time. Miscellaneous/Other Operating Description: 2011 $0 Project: 81050 - **Records Management - Clerk Project Description: General Fund Funding Source: General Fund Funding Source: Construct a 1,500-foot long multi-use path from an existing pathway just north of the Paraiso Drive alignment to Hillcrest Boulevard. The project will complete a safe and convenient, off-street connection from Pinnacle Peak Road to existing Hillcrest Road and 75th Avenue bike routes. Carryover 2008 2009 2010 2011 2012 2013-2017 Land Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $30,000 Construction $0 $0 $0 $0 $0 $0 $270,000 Engineering Charges $0 $0 $0 $0 $0 $0 $14,700 Arts $0 $0 $0 $0 $0 $0 $2,700 $0 $0 $0 $0 $0 $0 $367,400 TOTAL Operating Description: O & M associated with 17 feet of landscaped area along a 12,200 linear foot multi-use pathway. Operating Costs: Landscape TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $11,156 $0 $0 $0 $0 $0 $11,156 *Project includes carryover funding ** New Project 515 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: T0260 - Insertion Machine: Gen Fund Project Description: Capital Costs: Replace current insertion machine. The machine performs insertion for all departments, including sales tax, water and sewer, sanitation, marketing, human resources, council, landfill and payroll. Carryover Equipment TOTAL Operating Description: 2008 2009 2010 $0 $0 $0 $0 $0 $66,000 $0 $0 $0 $0 $66,000 This piece of equipment will be included in the technology replacement fund. A one year service preventative maintenance agreement (PMA) is built into the cost of $15,000 for the next five years (33% cost to water and sewer fund = $24,750, 33% cost to general fund = $24,750 and 34% to sanitation = $25,500). 2008 2009 2010 Carryover TOTAL 2013-2017 $0 $0 $0 $0 $0 $24,750 $0 $0 $0 $0 $24,750 General Fund Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $553,497 $0 $0 $0 $0 $0 $0 $553,497 No O&M at this time. Project: T4620 - Resurface Library Parking Lots General Fund Funding Source: 1 1/2" overlay of asphalt for approximately 91,654 sq ft of existing pavement at Main Library and 114,862 sq ft of existing pavement at Foothills Branch. Carryover Miscellaneous/Other TOTAL Operating Description: 2012 This project is to replace the carpeting at Main Library, Foothills Branch and Velma Teague Branch Library. Miscellaneous/Other Capital Costs: 2011 $0 Project: T4610 - Recarpet Libraries Project Description: 2013-2017 $0 TOTAL Operating Description: 2012 $0 Equip. Maint. Capital Costs: 2011 $0 Operating Costs: Project Description: General Fund Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $154,887 $0 $0 $0 $0 $0 $0 $154,887 No O&M at this time. *Project includes carryover funding ** New Project 516 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: T4630 - Sales Tax System Project Description: Capital Costs: 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. Carryover IT/Phone/Security TOTAL Operating Description: 2008 2009 2010 2012 2013-2017 $0 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 $1,500,000 Annual operating and maintenance cost of $75,000 software licensing and updates, assuming 20 concurrent users. $75,000 x 5 years (FY2013-2017) = $375,000. 2008 Supplies/Contr TOTAL 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $375,000 $0 $0 $0 $0 $0 $375,000 Project: T4670 - Downtown Maintenance Reserve Capital Costs: 2011 $0 Operating Costs: Project Description: General Fund Funding Source: General Fund Funding Source: 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 power washing of brick sidewalks and crosswalks. Carryover 2008 2009 2010 2011 2012 2013-2017 Design Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,000 $11,000 Equipment $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $461,000 TOTAL Operating Description: Repair and/or addition of streetscape items in downtown Glendale such as trash dumpsters, benches, landscaping, signage and newspaper racks. Additional staffing for code enforcement, parking management, "safety team", downtown maintenance workers, and increased level of service in Murphy Park. Building maintenance includes restoration to historical facades. Operating Costs: Landscape Equip. Maint. 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $2,000,000 Bldg. Maint. $0 $0 $0 $0 $0 $600,000 Utilities $0 $0 $0 $0 $0 $350,000 Staffing $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $5,550,000 TOTAL *Project includes carryover funding ** New Project 517 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: General Fund (1000) Category: Other Project: T4730 - **Fuel Sites Equipment Upgrade Project Description: Capital Costs: General Fund Funding Source: This project is to replace fuel dispensing equipment that has reached its maximum useful life, install fuel monitoring and tank leak detection systems, and replace the fuel tracking system for the city’s three fueling sites. Completion of this project will ensure equipment is working properly and improve customer service. Carryover 2008 2009 2010 2011 2012 2013-2017 Contingency $0 $0 $0 $0 $0 $0 $23,810 Construction Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $158,735 $12,000 Arts $0 $0 $0 $0 $0 $0 $1,587 $0 $0 $0 $0 $0 $0 $196,132 TOTAL Operating Description: No O&M at this time. *Project includes carryover funding ** New Project 518 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Civic Center (1740) Project Name: 84551 Civic Center Renovation 84554 *Maintenance Reserve Fund T0350 Civic Center Expansion Total Civic Center Projects: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $0 $0 $2,500,000 $0 $0 $0 $134,000 $100,000 $100,000 $100,000 $100,000 $500,000 $0 $0 $0 $0 $0 $17,122,000 $134,000 $100,000 $2,600,000 $100,000 $100,000 $17,622,000 *Project includes carryover funding ** New Project 519 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Civic Center (1740) Category: Other Project: 84551 - Civic Center Renovation Project Description: Capital Costs: Renovations to the Civic Center will enhance amenities, attract clients & allow the facility to remain competitive in the surrounding market. Potential enhancements may include an atrium area that would enclose the east courtyard allowing for year round use as well as creating functional use space to the outside grass area south of the building. Carryover 2008 2009 2010 Equipment Miscellaneous/Other $0 $0 $0 $0 $0 $0 Design $0 $0 Construction IT/Phone/Security $0 $0 $0 $0 Engineering Charges $0 Arts $0 Contingency TOTAL Operating Description: General Fund Funding Source: 2011 2012 2013-2017 $129,250 $38,750 $0 $0 $0 $0 $0 $0 $0 $465,000 $0 $0 $0 $0 $0 $1,550,000 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $55,000 $0 $0 $0 $0 $0 $15,500 $0 $0 $0 $0 $0 $0 $211,500 $0 $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 The Civic Center is event driven & uses part time temporary labor, no benefits or insurance is required. 2 part time temporary employees - 38 hour a week at $10 an hour . Supplies - $0.64 a square foot & $2,000 for a window cleaning contract. Utilities - $2.73 per square foot; Building Maintenance - $1.50 per square foot; Equipment Maintenance -$0.30 per square foot. Civic Center currently has a company that maintains the landscaping in the areas addressed in this request, so no new funding is needed for landscaping or refuse. Building water usage - $0.143 per square foot. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Water Electrical $0 $0 $0 $0 $0 $0 $715 $1,800 $736 $1,854 Equip. Maint. $0 $0 $0 $1,500 $1,545 $8,449 Bldg. Maint. $0 $0 $0 $7,500 $7,725 $42,243 Utilities Supplies/Contr $0 $0 $0 $0 $0 $0 $13,650 $5,200 $14,060 $5,356 $76,883 $29,289 Staffing $0 $0 $0 $19,760 $20,353 $111,297 $0 $0 $0 $50,125 $51,629 $282,326 TOTAL Project: 84554 - *Maintenance Reserve Fund Project Description: Capital Costs: Contingency TOTAL Operating Description: $4,027 $10,138 General Fund Funding Source: The Civic Center's maintenance reserve is used for the facility's regular maintenance, repairs and upgrades, as well as the replacement of furniture, fixtures, and equipment. The reserve will ensure that the Civic Center remains a competitive and high quality event venue and it is essential to the continued success of the facility. Carryover 2008 2009 2010 2011 2012 2013-2017 $34,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 $34,000 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 No O&M at this time. *Project includes carryover funding ** New Project 520 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Civic Center (1740) Category: Other Project: T0350 - Civic Center Expansion Project Description: Capital Costs: General Fund Funding Source: The Civic Center opened in 1999 and in order to stay competitive and attract clientele it is essential that the facility offer a high quality product, provide outstanding amenities, and have the flexibility to meet the needs of their clients. It is also essential that the facility expand to meet the demands of the community and attract new clients. Carryover 2008 2009 2010 2011 2012 2013-2017 Miscellaneous/Other Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $72,000 $11,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $275,000 IT/Phone/Security Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $115,000 Arts $0 $0 $0 $0 $0 $0 $110,000 Equipment $0 $0 $0 $0 $0 $0 $500,000 Contingency Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,650,000 $3,300,000 $0 $0 $0 $0 $0 $0 $17,122,000 TOTAL Operating Description: 2 full time Event Coordinators; 1 Building Maintenance worker; 3 full time Service Workers and 10 part time temporary setup/custodial staff. 6 computers (including replacement costs) & 1 printer - $9,873. All O&M costs are based on 40,000 square feet of facility space: supplies - $.85 per square foot; utilities - $2.63 per square foot; building maintenance - $2.25 per square foot; equipment maintenance - $.40 per square foot. Insurance is based on the recommended guideline of $865 per person. Electrical costs include a fire panel & building security/monitoring service. Landscape - $.84 per square foot; water - $.42 per square foot based on 5,000 square feet; refuse-two 6 yard containers - $10,000 a year. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Refuse $0 $0 $0 $0 $0 Water $0 $0 $0 $0 $0 $2,100 Landscape PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $27,000 $9,873 Electrical $0 $0 $0 $0 $0 $102,000 Insurance Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,325 $16,000 Bldg. Maint. $0 $0 $0 $0 $0 $90,000 Utilities $0 $0 $0 $0 $0 $105,200 Supplies/Contr Staffing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $34,000 $443,670 $0 $0 $0 $0 $0 $844,168 TOTAL *Project includes carryover funding ** New Project 521 Return to CIP TOC $10,000 FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Technology Infrastructure (2150) Project Name: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: T7000 **City Fiber Optic Communication $0 $0 $0 $0 $0 $16,220,625 T7010 **Event Management Center Upgrad $0 $0 $0 $0 $0 $1,025,000 T7020 **Streetlight Remote Monitoring $0 $0 $0 $0 $0 $1,281,250 T7030 **Project/Permit Tracking System $0 $0 $0 $0 $0 $2,500,000 T7040 **Cemetery Records Management $0 $0 $0 $0 $0 $89,000 T7050 **Facility Audio/Visual Systems $0 $0 $0 $0 $0 $1,820,000 T7060 **RFID Security System $0 $0 $0 $0 $0 $808,771 T7070 **Security System $0 $0 $0 $0 $0 $180,600 $0 $0 $0 $0 $0 $23,925,246 Total Technology Infrastructure Projects: *Project includes carryover funding ** New Project 522 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7000 - **City Fiber Optic Communication Project Description: General Fund Funding Source: Installation of conduit and fiber optic cable on arterial streets and some minor streets to connect city facilities and signal system to support traffic operations, city business, and security MESH network. Building out the system will eliminate monthly lease fees, improving network speeds, remote control of signals, cameras, and message signs. Capital Costs: Carryover IT/Phone/Security Equipment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $395,625 $15,825,000 $0 $0 $0 $0 $0 $0 $16,220,625 TOTAL Operating Description: 2008 2009 2010 Capital Costs: 2012 2013-2017 No O&M at this time. Project: T7010 - **Event Management Center Upgrad Project Description: 2011 General Fund Funding Source: The city’s traffic management center was opened in January 2004. This project will replace outdated A/V equipment and upgrade communications equipment in the city’s mobile command vehicle to allow the Transportation and Police Departments to continue to coordinate when managing event and day-to-day traffic in the city. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 $1,000,000 IT/Phone/Security $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $1,025,000 TOTAL Operating Description: No O&M at this time. Project: T7020 - **Streetlight Remote Monitoring Project Description: Capital Costs: General Fund Funding Source: This project will provide the equipment necessary to monitor and report streetlight fixtures that have failed and identifies the type of failure. It would also reduce the need for citizen reporting of street light outages and decrease the time lights are out of service, increasing the safety of Glendale neighborhoods. Carryover 2008 2009 2010 2011 2012 2013-2017 Equipment $0 $0 $0 $0 $0 $0 IT/Phone/Security $0 $0 $0 $0 $0 $0 $31,250 $0 $0 $0 $0 $0 $0 $1,281,250 TOTAL Operating Description: $1,250,000 O & M costs are $162,000 annually, paid monthly, to the equipment manufacturer for web hosting services. Operating Costs: Supplies/Contr TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $997,068 $0 $0 $0 $0 $0 $997,068 *Project includes carryover funding ** New Project 523 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7030 - **Project/Permit Tracking System Project Description: Capital Costs: The current project/permit system provides automated tracking of all construction projects and city assets. It is also used as a computerized maintenance management system for the city. The system is used by Building Safety, Planning, Transportation, Utilities, Sanitation, Fire, Engineering, Code Compliance, and Economic Development. Carryover Miscellaneous/Other TOTAL Operating Description: General Fund Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $0 $2,500,000 The $133,900 is required for the ongoing service and maintenance agreement associated with the software purchase. Staffing is for a Project/Permit Coordinator. This FTE would provide much needed ongoing technical assistance and support to the nine departments using the system. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Supplies/Contr $0 $0 $0 $0 $0 $133,900 Staffing $0 $0 $0 $0 $0 $90,969 $0 $0 $0 $0 $0 $224,869 TOTAL Project: T7040 - **Cemetery Records Management Project Description: General Fund Funding Source: Cemetery records cover 100 years of burials for up to 17,000 lots. Two automation enhancements are recommended for Glendale Memorial Park Cemetery: (1) establish a full and integrated system to manage records and accounting ($63,500) and (2) make appropriate records accessible through installation of a selfservice kiosk at the facility ($25,500). Capital Costs: Carryover IT/Phone/Security $0 $0 $0 $0 $0 $0 $89,000 $0 $0 $0 $0 $0 $0 $89,000 TOTAL Operating Description: 2008 2009 2010 2011 2012 2013-2017 A service contract to ensure system support is estimated to be $2,533 in FY 13-14 based on inflation of 3%. Operating Costs: Supplies/Contr TOTAL 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $10,600 $0 $0 $0 $0 $0 $10,600 *Project includes carryover funding ** New Project 524 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7050 - **Facility Audio/Visual Systems Project Description: Capital Costs: The replacement of audio/visual equipment in community services departments that are not currently in the technology replacement fund. These systems are approaching or have surpassed their expected useful life. Carryover Equipment TOTAL Operating Description: General Fund Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $1,820,000 $0 $0 $0 $0 $0 $0 $1,820,000 Total payments for the five year period to the technology replacement fund. Assumes capital cost will be equally spread over the five year period and a six-year life cycle for the equipment. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 $849,333 TOTAL $0 $0 $0 $0 $0 $849,333 Project: T7060 - **RFID Security System Project Description: Capital Costs: To purchase and install self check machines using radio frequency identification technology. This improved system addresses security, inventory control, and enhanced circulation efficiency. Carryover Equipment TOTAL Operating Description: General Fund Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $808,771 $0 $0 $0 $0 $0 $0 $808,771 O&M for adding equipment to the technology replacement fund. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 Equip. Maint. $0 $0 $0 $0 $0 $22,780 Supplies/Contr PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $58,948 $38,626 TOTAL $0 $0 $0 $0 $0 $120,354 *Project includes carryover funding ** New Project 525 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7070 - **Security System Project Description: Capital Costs: Install security system for the libraries. It includes new security gates, software, computer, infra-red detectors, and a camera system for the interior and exterior of the buildings. Carryover Equipment TOTAL Operating Description: General Fund Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $0 $0 $0 $0 $0 $180,600 $0 $0 $0 $0 $0 $0 $180,600 O&M to add gates and security equipment to the technology replacement fund and routine equipment maintenance. Operating Costs: 2008 2009 2010 2011 2012 2013-2017 PC/Vehicle Replacement $0 $0 $0 $0 $0 $11,520 Equip. Maint. $0 $0 $0 $0 $0 $2,200 $0 $0 $0 $0 $0 $13,720 TOTAL *Project includes carryover funding ** New Project 526 Return to CIP TOC FY 2008 - 2017 Capital Improvement Program Capital Projects By Fund and Project Number Category: Other Fund: Arts Commission (1220) Project Name: 84650 Art Commission Total Arts Commission Projects: FY 07-08: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 13-17: $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 527 Return to CIP TOC 2008-2017 Capital Improvement Project Detail Fund: Arts Commission (1220) Category: Other Project: 84650 - Art Commission Project Description: Capital Costs: 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. Carryover Miscellaneous/Other TOTAL Operating Description: Capital Plan Funding Source: 2008 2009 2010 2011 2012 2013-2017 $0 $350,000 $350,000 $350,000 $350,000 $350,000 $2,100,000 $0 $350,000 $350,000 $350,000 $350,000 $350,000 $2,100,000 Maintenance and restoration of the public art collection is maintained with existing funds. *Project includes carryover funding ** New Project 528 Return to CIP TOC SCHEDULES SCHEDULES Why Include Schedules? WHY INCLUDE SCHEDULES? The budget schedules are intended to give the reader a brief glance at the city's financial situation. Schedule One is the most significant schedule, offering a summary of all pertinent financial information for the city. The reader can readily determine the starting and ending fund balances, transfers in and out of each fund, expenditures for both operating and capital projects, revenues, and debt for each fund. The remaining schedules provide in-depth detail of budgetary information which is necessary for the smooth operation of the city. For instance, the revenue projections for the various funds are located in Schedule Two. These projections become the base for the city's revenue group who will monitor revenues throughout the year. Schedule Eleven lists all items to be purchased with carryover funding. If the anticipated savings do not occur, these carryover allocation items will need to be adjusted to stay within actual savings. All the schedules serve as handy reference materials to City of Glendale employees and to the public. 529 Return to TOC Schedule One FY 2008 Fund Balance Analysis (All Dollars in Thousands) Fund Balance 7/01/07 General/Special Rev. Funds: 1000 General Fund 1340 Streets 1700 Police Special Revenue Fund 1720 Fire Special Revenue Fund 1660 Transportation 1640 Local Transportation Assistance 1740 Civic Center Fund 1760 Airport Operating 1190 Employee Groups 1770 Zanjero Special Revenue 1780 Arena Special Revenue 1280 Stadium Special Revenue 1010 National Events 2500 Community Housing Services 1830 Emergency Shelter Grants 1300 HOME Fund 1320 Community Dvpmt Block Grant 1240 Court Fund 1820 CAP Grant Fund 1840 Other State and Local Grants 1650 Transportation Grants 1860 RICO Fund $46,932 $1,256 $564 $231 $8,346 $0 $100 $0 $70 $62 $0 $50 $3,577 $647 $0 $0 $0 $269 $0 $0 $531 $1,578 Projected Revenues $171,343 $16,986 $3,734 $1,867 $119,140 $1,118 $500 $378 $47 $1,038 $8,627 $50 $0 $8,117 $100 $1,594 $4,119 $333 $287 $12,649 $15,024 $420 Transfers In $0 $0 $0 $0 $2,018 $0 $642 $213 $38 $0 $0 $597 $0 $505 $0 $0 $0 $0 $179 $150 $0 $0 Enterprise Funds: 2360+ Water and Sewer $129,762 $118,593 2480 Sanitation $5,356 $15,617 2440 Landfill $18,418 $10,256 2530 Public Safety Training Fac. $0 $2,188 *Water and Sewer also includes the following funds: 51/2380, 83/2400 and 84/2420 Revolving/Internal Service Funds: 2540 Risk Management Trust Fund 2560 Worker's Comp Trust Fund 2580 Benefits Trust Fund 1120 Vehicle Replacement Fund 1140 Technology Replacement Fund 1040 General Services Fund 1100 Telephone 1870 Mkt'g Special Events 1880 Parks Self Sustain. 1260 Library Book Sales 1790 Stadium Agreement SR 1160 Cable Equipment Replacement $3,530 $4,632 $4,695 $3,323 $1,607 $0 $16 $0 $611 $170 $1,055 $68 $2,913 $1,117 $22,066 $2,909 $2,398 $9,206 $1,071 $401 $945 $337 $1,700 $25 Transfers Out Operations ($19,831) ($3,715) $0 $0 ($107,041) ($1,118) $0 $0 $0 ($1,100) ($8,357) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($7,439) ($502) $0 $0 $0 $0 ($134) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($3,939) ($15,555) $0 ($147,618) ($2,815) ($2,600) $0 $0 $0 $0 $0 ($51,994) ($14,693) ($7,545) ($2,188) $0 $0 $0 $0 $0 $0 $0 $882 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($2,760) ($1,407) ($23,066) ($3,030) ($2,608) ($9,206) ($1,014) ($882) ($1,358) ($336) ($1,700) ($55) 530 Total Ending Fund Debt Service Contingency Appropriation Bal. 6/30/08 ($172,173) ($13,965) ($4,002) ($2,071) ($15,634) $0 ($908) ($591) ($85) $0 ($271) ($697) ($3,411) ($8,707) ($100) ($1,594) ($4,119) ($386) ($466) ($8,707) $0 ($1,321) $0 $0 $0 $0 Return to TOC Capital Outlay $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($19,999) $0 ($216) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($18,613) $0 $0 $0 ($6,829) $0 $0 $0 $0 $0 $0 $0 ($166) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($198,225) ($14,467) ($4,002) ($2,071) ($22,463) $0 ($1,042) ($591) ($85) $0 ($271) ($697) ($3,577) ($8,707) ($100) ($1,594) ($4,119) ($386) ($466) ($12,646) ($15,555) ($1,321) $219 $60 $295 $26 $0 $0 $200 $0 $70 $0 $0 $0 $0 $562 $0 $0 $0 $216 $0 $153 $0 $678 ($5,000) ($500) ($2,000) $0 ($224,611) ($18,007) ($12,361) ($2,188) $23,743 $2,965 $16,313 $0 ($2,000) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($4,760) ($1,407) ($23,066) ($3,030) ($2,608) ($9,206) ($1,014) ($882) ($1,358) ($336) ($1,700) ($55) $1,683 $4,342 $3,695 $3,203 $1,398 $0 $74 $401 $198 $170 $1,055 $38 Schedule One FY 2008 Fund Balance Analysis (All Dollars in Thousands) Fund Balance 7/01/07 Projected Revenues Transfers In Transfers Out Construction Funds: 2140 Open Space/Trails Bonds 2160 Library Bonds 2040 Public Safety 2060 Parks 2180 Flood Control 1270 General Fund Rev Obligations 1220 Arts Commission 2120 Airport Capital 1980 Street/Parking Bonds 2000 Street Revenue Bonds (HURF) 2220 Transit Bonds 2210 Transportation Construction 2080 Facilities Bonds 2100 Economic Development Bonds 1460 DIF- Citywide Parks 1480 DIF- Citywide Rec Facility 1520 DIF- Citywide Open Space 1420 DIF- Fire Protection Facilities 1440 DIF- Police Dept Facilities 1620 DIF- General Gov't 1380 DIF- Library Buildings 1500 DIF- Libraries 1400 DIF- Library Books 1540 DIF- Park Dev Zone 1 1560 DIF- Park Dev Zone 2 1580 DIF- Park Dev Zone 3 1600 DIF- Roadway Improvements 2130 Cultural Facility 2280 Cemetery Perpetual Care $1,151 $10 $22,940 $8,602 $15,016 $21,986 $3,243 $0 $25,139 $9,597 $0 $0 $248 $549 $1,738 $1,294 $456 $798 $1,500 $2,072 $2,639 $3,245 $309 $1,109 $922 $234 $7,719 $921 $5,102 $35 $0 $12,200 $58 $970 $5,183 $990 $10,916 $8,000 $38 $0 $0 $0 $0 $466 $269 $90 $632 $815 $1,822 $60 $594 $0 $147 $158 $19 $2,454 $0 $126 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $106,041 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $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: 1900 G.O. Bond Debt 1920 Street Revenue Bond Debt 1960 Local Improvement Districts 1940 Municipal Property Corporation $11,995 $75 $0 $0 $24,699 $0 $0 $25 $0 $4,715 $0 $25,182 $0 $0 $0 $0 $388,065 $629,979 $141,162 *****TOTAL***** Operations ($141,162) 531 Return to TOC ($1) $0 ($2) ($12) ($4) ($27) ($128) $0 ($5) ($3) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($2) $0 $0 $0 $0 $0 ($363,230) Capital Outlay Total Ending Fund Debt Service Contingency Appropriation Bal. 6/30/08 ($674) $0 ($18,670) ($5,239) ($15,091) ($17,004) ($350) ($10,916) ($29,918) ($8,581) $0 ($106,041) ($240) ($524) ($2,144) ($1,525) ($534) ($718) ($216) ($679) ($2,537) ($3,750) ($305) ($1,029) ($1,040) ($253) ($10,173) $0 $0 $0 $0 $0 $0 ($418,752) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($300) ($398) ($1,118) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($22,485) ($4,715) $0 ($25,207) ($74,438) ($510) ($10) ($16,468) ($3,409) ($891) ($10,139) ($3,755) $0 ($3,216) ($1,051) $0 $0 ($8) ($25) ($60) ($38) ($12) ($412) ($1,701) ($2,098) ($162) ($89) ($4) ($227) ($40) $0 $0 ($919) ($5,228) $0 $0 $0 $0 ($85,580) ($1,186) ($10) ($35,140) ($8,660) ($15,986) ($27,169) ($4,233) ($10,916) ($33,139) ($9,635) $0 ($106,041) ($248) ($549) ($2,204) ($1,563) ($546) ($1,430) ($2,315) ($3,894) ($2,699) ($3,839) ($309) ($1,256) ($1,080) ($253) ($10,173) ($921) ($5,228) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($22,485) ($4,715) $0 ($25,207) $14,209 $75 $0 $0 ($942,000) $76,044 Schedule Two Summary of Revenues FY 05 Actual FY 06 Actual City Sales Tax $52,498,591 $59,740,654 $63,627,592 $67,551,573 State Income Tax $20,114,852 $22,909,486 $27,523,029 $34,140,907 State Shared Sales Tax $20,270,811 $23,297,507 $23,191,554 $24,583,047 Motor Vehicle In-Lieu $9,367,664 $10,444,385 $10,444,385 $10,862,160 Staff & Adm Chargebacks $7,183,000 $7,835,000 $7,991,000 $7,986,000 Property Tax $3,575,617 $3,643,481 $3,784,000 $3,888,000 Court Revenue $2,673,137 $2,932,134 $2,961,458 $3,093,745 Building Permits $2,747,443 $2,943,051 $3,398,122 $2,718,498 Gas/Elect. Franchise Fee $2,065,011 $2,345,331 $2,598,626 $2,598,626 $669,840 $634,162 $1,189,752 $2,114,143 $637,508 $2,095,487 Fund Description FY 07 Estimate FY 08 Budget 1000 - General Fund Recreation Revenue Security Revenue Cable Franchise Fees $1,432,596 $1,587,256 $1,647,819 $1,710,690 Fire Department Fees $898,052 $1,101,608 $1,362,608 $1,288,097 $1,039,194 $1,126,881 $1,458,204 $1,166,563 City Property Rental Plan Check Fees $876,914 $883,300 $800,000 $775,587 Arena Fees $105,896 $783,695 $740,385 $756,080 Sales Tax Licenses $527,128 $590,956 $596,866 $602,834 Right-of-Way Permits $520,832 $554,081 $559,622 $559,622 $2,047,393 $3,404,771 $500,000 $500,000 Planning/Zoning $307,051 $481,966 $486,786 $491,654 Miscellaneous $331,786 $999,514 $430,000 $430,000 Engineering Plan Check $412,905 $398,528 $420,458 $420,458 Library Fines/Fees $280,360 $310,591 $313,697 $316,834 Cemetery Revenue $286,251 $232,299 $252,350 $252,350 Liquor Licenses $167,823 $176,383 $170,893 $172,602 Bus./Prof. Licenses $106,896 $90,519 $91,424 $92,338 Business Licenses $75,503 $87,713 $76,725 $77,492 SRP In-Lieu $36,781 $34,846 $37,630 $50,801 Traffic Engineering Plan $24,430 $14,920 $41,343 $41,756 $672 $1,506,164 $5,399 $5,453 Northern Crossing $809,480 $1,345,786 Lease Proceeds $166,340 $165,974 $131,620,249 $152,602,942 $157,339,235 $171,343,397 Interest Miscellaneous CD Fees Total - General Fund: 1010 - National Events Miscellaneous $434,936 Total - National Events: $434,936 532 Return to TOC Schedule Two Summary of Revenues FY 05 Actual FY 06 Actual FY 07 Estimate FY 08 Budget Internal Charges $6,395,923 $8,207,445 $8,343,347 $9,205,665 Total - General Services: $6,395,923 $8,207,445 $8,343,347 $9,205,665 Internal Charges $811,176 $781,899 $889,750 $1,071,211 Total - Telephone: $811,176 $781,899 $889,750 $1,071,211 $1,110,861 $1,637,653 $2,082,439 $2,909,243 Miscellaneous $167,145 $340,758 Interest $109,034 $156,095 $1,387,040 $2,134,506 $2,082,439 $2,909,243 $1,226,099 $1,681,686 $1,943,311 $2,398,259 Interest $58,672 $106,767 Miscellaneous $12,698 $17,582 $1,297,469 $1,806,035 $1,943,311 $2,398,259 $32,991 $33,032 $5,000 $25,000 $99 $184 $97 $50 $33,090 $33,216 $5,097 $25,050 Miscellaneous $25,211 $103,683 $100,000 $47,000 Total - Employee Groups: $25,211 $103,683 $100,000 $47,000 $973,633 $973,633 Fund Description 1040 - General Services 1100 - Telephone 1120 - Vehicle Replacement Internal Charges Total - Vehicle Replacement: 1140 - Tech. Replacement Internal Charges Total - Tech. Replacement: 1160 - Cable Equip. Rental Audio/Video Rental Interest Total - Cable Equip. Rental: 1190 - Employee Groups 1220 - Arts Commission Miscellaneous Interest $21,385 $69,206 $20,254 $16,051 Total - Arts Commission: $21,385 $69,206 $993,887 $989,684 Court Revenue $284,348 $288,486 $291,000 $296,000 Miscellaneous $33,571 $34,047 $31,000 $32,000 $5,289 $11,539 $4,700 $4,800 $323,208 $334,072 $326,700 $332,800 1240 - Court Fund Interest Total - Court Fund: 533 Return to TOC Schedule Two Summary of Revenues Fund Description FY 05 Actual FY 06 Actual FY 07 Estimate FY 08 Budget $268,088 $269,840 $326,820 $335,000 $75 $103 $1,500 $1,500 $268,163 $269,943 $328,320 $336,500 $32,232,382 $87,000,000 $5,075,000 $117,000 $108,000 $87,117,000 $5,183,000 $50,000 $50,000 1260 - Library Books Library Fines/Fees Miscellaneous Total - Library Books: 1270 - G.F. Revenue Oblgs Bond Proceeds Interest $32,232,382 Total - G.F. Revenue Oblgs: 1280 - Stadium Special Rev. Recreation Revenue Building Permits Fire Department Fees Plan Check Fees Engineering Plan Check Right-of-Way Permits $229,294 $500,000 $2,652 $110 $416,283 $17,574 $102 $665,905 $110 $550,000 $50,000 Grants $490,287 $687,262 $946,908 $1,593,837 Total - HOME Fund: $490,287 $687,262 $946,908 $1,593,837 Grants $2,255,882 $2,443,776 $2,410,945 $4,118,886 Total - C.D.B.G.: $2,255,882 $2,443,776 $2,410,945 $4,118,886 Highway User Revenues $15,908,717 $16,888,186 $16,818,259 $16,986,428 Total - Streets: $15,908,717 $16,888,186 $16,818,259 $16,986,428 Interest $54,132 $94,320 $57,000 $60,000 Total - DIF-Library Bldg's: $54,132 $94,320 $57,000 $60,000 Interest $7,791 $10,609 $2,377 Total - DIF-Library Books: $7,791 $10,609 $2,377 Total - Stadium Special Rev.: 1300 - HOME Fund 1320 - C.D.B.G. 1340 - Streets 1380 - DIF-Library Bldg's 1400 - DIF-Library Books 534 Return to TOC Schedule Two Summary of Revenues Fund Description FY 05 Actual FY 06 Actual FY 07 Estimate FY 08 Budget $508,257 $524,632 $608,000 $608,000 $17,370 $19,570 $16,000 $24,000 $525,627 $544,202 $624,000 $632,000 $628,036 $603,098 $770,000 $770,000 $40,976 $79,070 $45,000 $45,000 $669,683 $682,168 $815,000 $815,000 $393,742 $416,683 $414,000 $414,000 $27,992 $58,046 $43,000 $52,000 $421,734 $474,729 $457,000 $466,000 $213,691 $226,109 $230,000 $230,000 $15,358 $33,267 $22,000 $39,000 $229,049 $259,376 $252,000 $269,000 $469,548 $496,858 $497,000 $497,000 $42,199 $87,270 $43,000 $97,000 $511,747 $584,128 $540,000 $594,000 $73,106 $77,436 $76,000 $76,000 $5,235 $11,304 $11,000 $14,000 $78,341 $88,740 $87,000 $90,000 $194,452 $178,597 $147,000 $147,000 1420 - DIF-Fire Protect Fac Development Impact Fees Interest Total - DIF-Fire Protect Fac: 1440 - DIF-PD Facilities Development Impact Fees Interest Miscellaneous Total - DIF-PD Facilities: $671 1460 - DIF-Citywide Parks Development Impact Fees Interest Total - DIF-Citywide Parks: 1480 - DIF-Citywide Rec Fac Development Impact Fees Interest Total - DIF-Citywide Rec Fac: 1500 - DIF-Libraries Development Impact Fees Interest Total - DIF-Libraries: 1520 - DIF-Citywide Open Sp Development Impact Fees Interest Total - DIF-Citywide Open Sp: 1540 - DIF-Park Dev Zone 1 Development Impact Fees Grants Interest Total - DIF-Park Dev Zone 1: $600,000 $7,846 $16,398 $8,000 $202,298 $194,995 $755,000 $147,000 $115,513 $152,554 $130,000 $130,000 $25,671 $40,051 $10,000 $28,000 $141,184 $192,605 $140,000 $158,000 1560 - DIF-Park Dev Zone 2 Development Impact Fees Interest Total - DIF-Park Dev Zone 2: 535 Return to TOC Schedule Two Summary of Revenues Fund Description FY 05 Actual FY 06 Actual FY 07 Estimate FY 08 Budget 1580 - DIF-Park Dev Zone 3 Development Impact Fees $5,882 $3,806 $20,341 $18,000 Interest $10,118 $16,070 $12,000 $1,000 Total - DIF-Park Dev Zone 3: $16,000 $19,876 $32,341 $19,000 $2,123,830 $1,928,806 $2,124,000 $2,374,000 $142,765 $312,784 $124,000 $80,000 $2,266,595 $2,241,590 $2,248,000 $2,454,000 $1,140,150 $1,162,744 $1,760,000 $1,760,000 $52,202 $98,557 $72,000 $62,000 $1,192,352 $1,261,301 $1,832,000 $1,822,000 LTAF - Lottery $1,185,899 $1,158,998 $1,131,731 $1,117,962 Total - L.T.A.F.: $1,185,899 $1,158,998 $1,131,731 $1,117,962 Grants $790,608 $794,263 $700,000 $15,024,000 Total - Transport. Grants: $790,608 $794,263 $700,000 $15,024,000 1600 - DIF-Roadway Improvements Development Impact Fees Interest Total - DIF-Roadway Improvem 1620 - DIF-General Gov't Development Impact Fees Interest Total - DIF-General Gov't: 1640 - L.T.A.F. 1650 - Transport. Grants 1660 - Transportation Bond Proceeds City Sales Tax $90,000,000 $19,827,347 $23,215,361 $26,001,000 $27,613,000 $599,405 $1,045,256 $533,000 $1,000,000 $1,343 $327,182 $327,000 $327,000 $184,457 $187,715 $200,000 $200,000 $20,616,165 $24,775,514 $27,061,000 $119,140,000 City Sales Tax $2,637,594 $3,084,637 $3,133,490 $3,733,520 Total - Police Spec. Rev.: $2,637,594 $3,084,637 $3,133,490 $3,733,520 City Sales Tax $1,318,797 $1,542,318 $1,666,510 $1,866,648 Total - Fire Spec. Revenue: $1,318,797 $1,542,318 $1,666,510 $1,866,648 Interest Miscellaneous Transit Revenue Grants Total - Transportation: $3,613 1700 - Police Spec. Rev. 1720 - Fire Spec. Revenue 536 Return to TOC Schedule Two Summary of Revenues FY 05 Actual FY 06 Actual Facility Rental Income $283,567 $339,024 $291,000 $300,000 Miscellaneous $165,077 $148,683 $160,050 $165,000 $34,916 $39,902 $33,950 $35,000 $483,560 $527,609 $485,000 $500,000 $383,486 $383,983 $350,000 $353,650 Lease Proceeds $21,600 $23,400 $22,680 $23,360 Miscellaneous $1,290 $710 $1,050 $1,050 $406,376 $408,093 $373,730 $378,060 City Sales Tax $144,380 $978,000 $1,038,000 Total - Zanjero Special Rev.: $144,380 $978,000 $1,038,000 $432,331 $1,196,513 $4,795,329 $4,795,329 $2,160,655 $3,689,251 $3,561,284 $3,561,284 $193,600 $270,750 $4,885,764 $8,550,213 $8,627,363 Fund Description FY 07 Estimate FY 08 Budget 1740 - Civic Center Audio/Video Rental Total - Civic Center: 1760 - Airport Airport Fees Total - Airport: 1770 - Zanjero Special Rev. 1780 - Arena Special Rev. City Sales Tax Arena Fees Miscellaneous Interest Total - Arena Special Rev.: $12,265 $2,605,251 1790 - Stadium Agreement Special Revenue City Sales Tax $982,991 $1,423,878 $1,700,000 $1,700,000 Total - Stadium Agreement Speci $982,991 $1,423,878 $1,700,000 $1,700,000 $301,699 $287,329 1820 - CAP Grant Fund Grants Miscellaneous $286,699 $286,699 Total - CAP Grant Fund: $286,699 $286,699 $301,699 $287,329 Grants $94,323 $97,174 $102,436 $100,000 Total - Emer. Shelter Grants: $94,323 $97,174 $102,436 $100,000 1830 - Emer. Shelter Grants 537 Return to TOC Schedule Two Summary of Revenues Fund Description FY 05 Actual FY 06 Actual FY 07 Estimate FY 08 Budget $3,609,682 $5,202,910 $8,734,000 $12,649,000 1840 - Other Grant Funds Grants Recreation Revenue Miscellaneous $2,024 ($1,107) $881,523 $913,918 Other $9,814 $15,025 Interest $7,783 $1,295 $4,510,826 $6,132,041 $8,734,000 $12,649,000 Total - Other Grant Funds: 1860 - RICO Fund State Forfeitures $178,989 $1,116,555 $1,235,000 $400,000 Interest $14,740 $59,675 $100,000 $10,000 Federal Forfeitures $26,460 $99,198 $10,000 $10,000 $220,189 $1,275,428 $1,345,000 $420,000 Miscellaneous $345,356 $401,000 $401,000 Total - Mkt'g Special Events: $345,356 $401,000 $401,000 $836,320 $887,052 $945,000 $945,000 $46,132 $62,678 $298,364 $367 $1,180,816 $950,097 $945,000 $945,000 Property Tax $15,845,915 $17,743,484 $19,570,869 $24,699,472 SRP In-Lieu $156,509 $158,450 Interest $114,899 $33,001 $16,117,323 $17,934,935 $19,570,869 $24,699,472 Interest $39,305 $4,712 Total - Street Bond Debt: $39,305 $4,712 Interest $55,135 $83,229 $113,500 $25,000 Miscellaneous $88,612 $83,229 $113,500 $25,000 Total - RICO Fund: 1870 - Mkt'g Special Events 1880 - Parks Self Sustain. Recreation Revenue Facility Rental Income Miscellaneous Total - Parks Self Sustain.: 1900 - G.O. Bond Debt Total - G.O. Bond Debt: 1920 - Street Bond Debt 1940 - MPC Bond Debt Total - MPC Bond Debt: $143,747 538 Return to TOC Schedule Two Summary of Revenues Fund Description FY 05 Actual FY 06 Actual FY 07 Estimate FY 08 Budget 1960 - Special Assess. Bond Interest $7,214 $13,287 $7,000 Special Assessments Rev. $21,629 $15,756 $5,200 Total - Special Assess. Bond: $28,843 $29,043 $12,200 $1,145,557 $20,000,000 $221,176 $66,000 1980 - Street/Parking Bonds Bond Proceeds Interest $124,256 Miscellaneous Grants Total - Street/Parking Bonds: $8,000,000 $833 $5,847 $130,103 $1,367,566 $20,066,000 $8,000,000 $210,628 $173,909 $103,000 $38,000 $103,000 $38,000 $28,175,000 $12,200,000 $12,883,969 $28,175,000 $12,200,000 $572,955 $106,000 $58,000 $106,000 $58,000 2000 - Street Revenue Bonds Interest Bond Proceeds Miscellaneous Grants $15,932,114 $272,367 $4,453 $4,580 $487,575 $16,110,476 Interest $1,807 $4,344 Total - Street Const. GO: $1,807 $4,344 $6,590,496 $12,786,113 Total - Street Revenue Bonds: 2020 - Street Const. GO 2040 - Public Safety Bonds Bond Proceeds Interest Total - Public Safety Bonds: $97,856 $6,590,496 2060 - Parks Bonds Interest $558,439 Bond Proceeds $7,882,788 Miscellaneous $21,382 Grants Total - Parks Bonds: $11,224 $8,477,125 $569,663 2080 - Facilities Bonds Bond Proceeds $330,000 Miscellaneous $1,405 Interest $5,903 Total - Facilities Bonds: $5,903 $1,405 539 Return to TOC $330,000 Schedule Two Summary of Revenues Fund Description FY 05 Actual FY 06 Actual FY 07 Estimate FY 08 Budget 2100 - Economic Dev. Bonds Interest $3,594 $8,640 Bond Proceeds $1,019,270 Total - Economic Dev. Bonds: $1,022,864 $8,640 $57,754 $190,731 $23 $43 $57,777 $190,774 2120 - Airport Capital Grants Interest Total - Airport Capital: $99,906 $10,916,499 $99,906 $10,916,499 2130 - Cultural Facility Interest $29,496 Bond Proceeds $4,580,346 Total - Cultural Facility: $4,580,346 $29,496 Interest $31,908 $35,376 $11,000 $35,000 Grants $2,450 $34,358 $35,376 $11,000 $35,000 Interest $1,707 $4,105 Total - Library Bonds: $1,707 $4,105 2140 - Open Space Bonds Total - Open Space Bonds: 2160 - Library Bonds 2180 - Flood Control Miscellaneous Interest $164,592 $79,690 $950,000 $71,266 $20,000 $8,010,732 $12,398,000 $79,690 $8,246,590 $12,418,000 Interest $49,105 $78,326 Total - Arena Construction: $49,105 $78,326 Bond Proceeds Total - Flood Control: 2240 - Arena Construction 2260 - Arena Dev/Rvw/Inspec Building Permits Interest ($29) $61,682 $156,568 Fire Department Fees Total - Arena Dev/Rvw/Inspec: $759 $157,298 $61,682 540 Return to TOC $20,000 $970,000 Schedule Two Summary of Revenues Fund Description FY 05 Actual FY 06 Actual FY 07 Estimate FY 08 Budget 2280 - Cemetery Perp. Care Interest $96,944 $170,479 $190,000 $125,500 Total - Cemetery Perp. Care: $96,944 $170,479 $190,000 $125,500 $83,044,058 $45,000,000 $53,100,000 2360 - Water/Sewer Fund Bond Proceeds Water Revenues $26,885,707 $29,183,161 $34,873,400 $34,459,600 Sewer Revenue $19,361,296 $18,200,183 $24,647,300 $23,720,900 Water Development Impact $5,210,567 $5,793,071 $3,500,000 $3,500,000 Interest $1,618,204 $2,614,569 $2,000,000 $1,500,000 Sewer DIF $2,175,061 $1,868,089 $1,500,000 $1,500,000 Miscellaneous $2,206,410 $8,414,976 $800,000 $500,000 $120,000 $210,000 $212,000 $212,000 $125,000 $100,000 Staff & Adm Chargebacks City Property Rental Grants Lease Proceeds $38,809 $21,381 $200,000 $57,816,054 $149,349,488 $112,657,700 $118,592,500 Tipping Fees $2,603,556 $2,675,623 $3,300,000 $3,300,000 Recycling Sales $2,955,109 $2,692,192 $2,800,000 $2,800,000 Internal Charges $2,810,201 $2,459,114 $2,685,000 $2,798,153 Interest $397,617 $642,056 $850,000 $850,000 Staff & Adm Chargebacks $370,000 $370,000 $370,000 $370,000 Miscellaneous $109,654 $155,582 $110,000 $98,000 Development Impact Fees $167,420 $154,110 $73,252 $40,000 Residential Recycling Fee $319,183 $9,148,677 $10,188,252 $10,256,153 Total - Water/Sewer Fund: 2440 - Landfill Fund Total - Landfill Fund: $9,732,740 541 Return to TOC Schedule Two Summary of Revenues FY 05 Actual FY 06 Actual FY 07 Estimate FY 08 Budget Residential Sanitiation $9,023,205 $9,459,977 $9,597,562 $9,597,562 Commercial Sanitation Fro $3,235,464 $3,267,939 $3,330,000 $3,300,000 Commercial Sanitation Rol $628,928 $690,933 $950,000 $1,000,000 $1,370,300 $669,312 $840,500 Fund Description 2480 - Sanitation Fund Lease Proceeds Internal Charges $270,643 $300,789 $359,069 $365,000 Outside City Commercial $229,836 $217,014 $238,675 $225,000 Interest $33,194 $87,689 $150,000 $150,000 Staff & Adm Chargebacks $33,118 $39,505 $41,749 $41,749 Miscellaneous $38,900 $55,056 $55,000 $40,000 Miscellaneous Bin Service $79,882 $64,800 $31,622 $30,000 Sanitation DIF $112,712 $51,117 $16,563 $17,000 Recycling Sales $10,048 $7,529 $10,000 $10,000 $13,695,930 $15,612,648 $15,449,552 $15,616,811 Grants $1,489,258 $1,609,038 $8,116,814 $8,116,814 Total - Housing: $1,489,258 $1,609,038 $8,116,814 $8,116,814 Miscellaneous $349,546 $2,188,254 Total - Training Fac - Rev: $349,546 $2,188,254 Total - Sanitation Fund: 2500 - Housing 2530 - Training Fac - Rev 2540 - Risk Mgmt Trust Fund Internal Charges $2,300,980 $2,556,244 $2,760,062 $2,812,791 $64,902 $95,995 $120,000 $100,000 $2,365,882 $2,652,239 $2,880,062 $2,912,791 $1,133,000 $1,137,500 $1,024,892 $991,514 $93,812 $152,686 $125,000 $125,000 $1,226,812 $1,290,186 $1,149,892 $1,116,514 $10,273,468 $11,260,808 $13,634,110 $14,534,530 Employee Contributions $2,806,835 $3,822,489 $3,785,407 $4,520,116 Retiree Contributions $1,665,784 $2,105,603 $2,405,080 $2,756,797 $117,366 $248,769 $271,300 $255,000 $9,893 $116,496 $14,873,346 $17,554,165 $20,095,897 $22,066,443 $336,439,592 $536,109,880 $598,163,851 $629,978,593 Interest Total - Risk Mgmt Trust Fund: 2560 - Workers Comp Fund Internal Charges Interest Total - Workers Comp Fund: 2580 - Benefits Trust Fund City Contributions Interest Miscellaneous Total - Benefits Trust Fund: Grand Total : 542 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget $275,403 $252,526 $252,526 $266,047 $785,665 $1,040,906 $9,000 $882,945 $37,912 $440,521 $357,872 $3,554,821 $706,512 $1,248,028 $9,000 $883,572 $61,176 $473,647 $394,658 $3,776,593 $768,612 $1,332,028 $9,000 $922,472 $61,176 $473,647 $397,233 $3,964,168 $746,200 $1,286,886 $9,000 $882,604 $75,060 $494,688 $412,038 $3,906,476 $4,170,820 $9,763,792 $120,000 $103,200 $9,986,992 $2,841,092 $160,000 $112,680 $3,113,772 1000 - General Fund Administrative Svcs 11210 Administration Services Admin. Finance 11310 Finance Administration 11320 Accounting Services 11330 L.I.D. Administration 11340 License/Collection 11350 Regulatory & Communication 11360 Purchasing 11370 Warehouse Total for Finance Lease Pmts/OtherFees 11380 Lease Payments 11390 Merchant Fees 89800 1000 Advisor Fees Total for Lease Pmts/OtherFees $4,170,820 $9,763,792 $120,000 $163,852 $10,047,644 11510 Information Technology $3,226,434 $3,928,405 $3,661,551 $3,911,880 $575,039 $126,146 $701,185 $626,271 $154,578 $780,849 $626,271 $154,578 $780,849 $684,231 $160,960 $845,191 $813,236 $38,063 $947,118 $180,000 $947,118 $180,000 $971,576 $851,299 $1,127,118 $1,127,118 $806,018 $1,777,594 $1,321,031 $226,357 $400,102 $1,947,490 $3,843,400 $267,768 $2,489,752 $6,600,920 $2,163,482 $32,823 $297,604 $2,493,909 $2,918,400 $561,898 $1,592,148 $5,072,446 $14,727,452 $26,514,055 $22,267,113 $18,893,406 $281,154 $331,550 $336,484 $365,488 Management & Budget 11610 Budget & Research 11620 Grants Administration Total for Management & Budget Economic Development 16010 Economic Development 16030 Super Bowl Event Pre-Planning 16040 Downtown Beaut. & Promotion Total for Economic Development Rebates & Incentives 16210 Rebates & Incentives 16220 Visual Improvement Program 16230 Redevelopment Land Acquisition Total for Rebates & Incentives TOTAL - Administrative Svcs: Appointed Officials 10010 Office of the Mayor 543 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget Council Office 10110 Council Office 10120 Cholla District 10130 Barrel District 10140 Sahuaro District 10150 Cactus District 10160 Yucca District 10170 Ocotillo District Total for Council Office $466,134 $53,107 $48,786 $72,333 $74,966 $50,109 $59,382 $824,817 $547,961 $75,877 $75,656 $75,662 $75,443 $75,577 $74,610 $1,000,786 $547,961 $76,295 $76,074 $76,080 $75,861 $81,045 $75,028 $1,008,344 $582,716 $101,600 $96,301 $96,362 $96,143 $96,279 $95,389 $1,164,790 City Clerk 10210 City Clerk 10220 Records Management 10230 Passport Services 10240 Elections Total for City Clerk $334,705 $221,997 $261 $12,447 $569,410 $372,814 $204,948 $2,500 $290,453 $870,715 $372,814 $204,948 $2,500 $105,453 $685,715 $404,673 $184,247 $2,000 $277,990 $868,910 10410 City Court $3,718,089 $4,229,974 $4,224,737 $4,599,468 City Attorney 10610 City Attorney 10620 Attorney-Spec Proj Fees/Costs Total for City Attorney $2,078,324 $785,924 $2,864,248 $2,768,151 $575,000 $3,343,151 $2,768,151 $575,000 $3,343,151 $2,787,567 $575,000 $3,362,567 TOTAL - Appointed Officials: $8,257,718 $9,776,176 $9,598,431 $10,361,223 $447,248 $427,215 $428,365 $461,513 Building Safety 15610 Building Safety 15620 Development Services Center 15630 Westgate-Bldg Safety Rvw/Insp. Total for Building Safety $1,786,559 $623,763 $544,561 $2,954,883 $2,337,504 $724,654 $977,908 $4,040,066 $2,337,304 $724,654 $977,908 $4,039,866 $2,518,943 $736,061 $1,239,552 $4,494,556 Planning 15910 Planning Administration 15920 Zoning Admin & Tech. Assist. 15930 Current Planning 15940 Long-Range Planning & Research Total for Planning $495,846 $314,167 $631,056 $276,533 $1,717,602 $486,993 $357,851 $821,578 $294,978 $1,961,400 $486,793 $357,851 $821,578 $294,978 $1,961,200 $522,292 $411,281 $751,615 $278,179 $1,963,367 14410 Code Compliance $1,208,784 $1,425,557 $1,411,857 $1,685,573 Community Dev. 15510 CD Deputy City Manager 544 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget $434,000 $392,606 $213,472 $341,650 $276,478 $206,766 $272,876 $333,441 $542,403 $244,536 $191,441 $444,750 $418,048 $374,070 $353,931 $302,478 $273,637 $288,801 $384,554 $609,364 $255,695 $237,695 $320,221 $433,383 $305,479 $341,351 $330,551 $236,211 $289,979 $498,176 $645,026 $253,794 $230,728 $3,943,023 $3,884,899 Engineering 13710 BofA Bank Building 13720 Engineering Administration 13730 CIP Administration 13740 CIP Design 13750 CIP Construction 13760 Property Management 13770 Mapping and Records 13780 Land Development Division 13790 Construction Inspection 13800 Materials Testing 13820 Utility Inspection 13830 New River 404 Permit Total for Engineering $3,449,669 $444,750 $418,248 $374,070 $353,931 $302,478 $274,237 $288,201 $399,836 $610,084 $257,695 $219,693 $50,000 $3,993,223 TOTAL - Community Dev.: $9,778,186 $11,847,461 $11,784,311 $12,489,908 $261,695 $271,243 $271,243 $282,995 $256,795 $315,981 $330,434 $2,129,031 $1,960,315 $31,085 $215,546 $194,641 $908,096 $415,814 $899,955 $314,574 $274,439 $477,431 $234,032 $170,624 $339,411 $415,704 $103,348 $64,906 $263,073 $359,321 $296,964 $2,244,584 $2,014,419 $44,048 $305,939 $214,901 $941,530 $462,876 $993,639 $493,970 $295,958 $508,299 $229,374 $173,350 $386,274 $1,908,940 $102,000 $263,073 $359,321 $296,964 $2,244,584 $2,014,419 $44,048 $231,326 $214,901 $945,530 $462,876 $941,412 $212,763 $348,185 $608,363 $229,374 $173,350 $382,274 $1,908,940 $102,000 $267,741 $370,296 $330,725 $4,131,720 $10,052,162 $12,239,459 $290,545 $12,274,248 $32,490 $339,247 $12,363,808 $56,243 $96,944 $46,512 $100,432 Community Services 14510 Comm. Services Admin. Parks & Recreation 13010 Pool Maintenance 13020 Park Irrigation 13030 Parks CIP & Planning 13040 Parks Maintenance 13050 Parks North District 13060 Elsie McCarthy Pk. Maintenance 14610 Parks & Recreation Admin. 14620 Glendale Community Center 14630 Recreation Support Services 14640 Adult Center 14650 Youth and Teen 14660 Special Events and Programs 14670 Sports and Health 14680 Aquatics 14690 Audio/Visual 14700 Marketing - Parks & Rec 14710 Park Rangers 14720 Foothills Recreation Center 14730 GESD-Reimb Division 14740 Copper Canyon HS Youth Dev Prg 14760 Historic Sahuaro Ranch Total for Parks & Recreation 15110 Res. Infill Housing Incentives 545 Return to TOC $44,048 $242,827 $238,108 $1,003,987 $431,542 $924,921 $213,443 $511,375 $585,244 $251,894 $156,608 $383,541 $1,904,051 Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget $475,690 $389,451 $79,762 $512,835 $520,280 $526,020 $579,733 $1,033,115 $73,434 $1,179,187 $366,502 $1,580,345 $8,544,168 $153,911 $8,698,079 Comm. Partnerships 15010 Community Revitalization 15015 Neighborhood Partnership 15020 Neighborhood Volunteer Program 15025 Mega Events - N'Hood/Volunteer Total for Comm. Partnerships $944,903 $525,335 $560,506 $614 $48,820 $1,135,275 15120 Neighborhood Improvement Grant $444,150 $1,219,847 $84,101 $7,915,063 $234,200 $8,524,979 $7,999,164 $8,759,179 $8,524,979 $142,552 $8,667,531 $19,758,317 $23,721,947 $22,659,151 $24,204,846 $1,175,429 $1,271,327 $1,271,327 $1,343,725 10710 City Auditor $373,885 $408,913 $408,913 $428,272 10910 Intergovernmental Programs $552,154 $528,626 $528,626 $631,513 $1,165,609 $383,829 $64,199 $1,269,753 $579,780 $67,083 $1,269,753 $579,780 $67,083 $193,380 $812,586 $2,619,603 $269,643 $796,072 $2,982,331 $269,643 $796,072 $2,982,331 $1,221,272 $441,136 $67,083 $169,000 $342,705 $827,269 $3,068,465 $847,474 $847,474 $2,295,474 $24,874 $24,874 $26,181 Library & Arts 15210 Historic Sahuaro Ranch 15220 Library 15230 Arts Maintenance - Admin. Total for Library & Arts TOTAL - Community Services: Internal Services 10310 City Manager Marketing and Comm. 10810 Marketing 10820 Tourism 10830 Special Events Prod. Support 10840 Mkt'g - Fiesta Bowl Event 14110 City-Wide Special Events 14120 Cable Communications Total for Marketing and Comm. 10890 Convention/Media/Parking 14420 CAP Local Match $15,431 546 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget Human Resources 11010 Risk Management/Safety 11020 Employee Benefits 11030 Human Resources Administration 11040 Employment Services 11050 Employee Relations 11060 Compensation 11070 Organizational Development Total for Human Resources $468,732 $385,542 $660,321 $378,707 $364,704 $374,561 $365,100 $2,997,667 $553,161 $370,742 $779,933 $422,217 $284,722 $408,425 $428,239 $3,247,439 $551,550 $361,230 $830,528 $424,495 $284,499 $381,366 $389,486 $3,223,154 $556,407 $365,951 $904,025 $441,104 $185,400 $431,447 $346,071 $3,230,405 TOTAL - Internal Services: $7,734,169 $9,310,984 $9,286,699 $11,024,035 11801 Fund 1000 Non-Dept $762,290 $1,603,774 $2,349,281 $1,631,667 TOTAL - Non-Departmental: $762,290 $1,603,774 $2,349,281 $1,631,667 $334,765 $3,727,920 $13,121,762 $5,897,766 $1,107,767 $9,187,852 $8,736,262 $587,631 $351,399 $3,488,598 $14,970,466 $6,554,357 $1,271,280 $10,010,355 $7,201,354 $854,868 $353,344 $2,438,534 $1,560,386 $477,659 $997,752 $131,051 $341,140 $3,557,758 $14,559,844 $6,402,175 $1,238,800 $9,739,725 $7,161,728 $829,284 $341,544 $2,438,534 $1,560,386 $482,474 $997,752 $131,051 $275 $412,458 $2,822,332 $11,284,505 $7,983,289 $1,933,737 $9,897,958 $4,670,222 $847,751 $50,661,403 $49,782,470 Non-Departmental Public Safety Police Department 12110 Police Legal Services 12120 Police Administration 12130 Central Patrol Bureau 12150 Crime Investigations 12160 Police Personnel Management 12170 Foothills Patrol Bureau 12180 Police Support Services 12190 Arena - PD Event Staffing 12200 PD - Homeland Security 12210 PD - Fiscal Management 12220 PD - Detention 12230 PD - Communications 12231 Stadium - PD Event Staffing 12232 PS Training Fac - Police 12233 PD - Special Operations 12234 PD - Fiesta Bowl Event Total for Police Department $42,701,725 547 Return to TOC $3,802,812 $3,066,045 $2,363,738 $1,621,611 $720,819 $4,139,461 $1,455,822 $57,022,560 Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget $712,488 $123,416 $331,018 $192,292 $14,356,840 $159,262 $2,265,782 $271,611 $425,370 $88,072 $750,180 $235,885 $172,597 $461,487 $757,643 $154,345 $231,613 $255,328 $16,684,352 $149,762 $2,859,379 $370,337 $404,356 $99,571 $1,129,318 $292,480 $304,731 $505,014 $693,300 $158,845 $235,027 $299,673 $16,505,921 $148,706 $2,875,697 $368,003 $368,926 $99,571 $1,168,750 $294,537 $304,731 $503,189 $20,546,300 $386,770 $131,052 $24,716,051 $386,770 $131,052 $24,542,698 $823,622 $162,526 $437,244 $128,235 $18,056,067 $0 $3,124,060 $440,833 $515,885 $110,632 $1,150,106 $391,749 $311,733 $487,005 $264,726 $517,099 $720,820 $27,642,342 $138,364 $101,663 $1,044,492 $1,146,155 $101,663 $975,492 $1,077,155 $122,542 $854,845 $977,387 $63,386,389 $76,523,609 $75,402,323 $85,642,289 12910 HazMat Incidence Response $32,635 $44,477 $35,000 $44,477 13310 Public Works Administration $188,536 $200,846 $200,846 $208,080 $1,009,066 $226,486 $10,978 $265,362 $4,306,560 $1,287,025 $1,077,768 $237,923 $12,117 $226,800 $4,457,955 $1,388,818 $1,077,768 $237,923 $12,117 $290,607 $4,437,955 $1,345,011 $7,105,477 $7,401,381 $7,401,381 $1,106,465 $245,567 $12,117 $236,840 $4,469,878 $1,453,820 $124,367 $24,000 $7,673,054 $7,326,648 $7,646,704 $7,637,227 $7,925,611 $131,731,169 $166,944,710 $160,984,536 $172,172,985 Fire Department 12410 Fire Administration 12415 Fire Financial Resources 12420 Fire Life Safety Services Adm. 12421 Fire Special Operations 12422 Fire Operations 12430 Fire Logistical Services Adm. 12433 Fire Resource Management 12434 Fire Training 12436 Fire Medical Services & Health 12437 Fire Assessment & Planning 12441 Fire Marshal's Office 12444 Fire Community Services 12490 Arena - Fire Event Staffing 12491 Ambulance Services 12515 Fire - Fiesta Bowl Event 12520 Stadium - Fire Event Staffing 12521 PS Training Fac - Fire Total for Fire Department Homeland Security 12810 Homeland Security Admin. 12820 Emergency Operations Ctr (EOC) Total for Homeland Security TOTAL - Public Safety: $138,364 FY 07 Estimate FY 08 Budget Public Works Field Operations 13410 Field Operations Admin. 13420 Cemetery 13430 Manistee Ranch Maintenance 13440 Graffiti Removal 13450 Facilities Management 13460 Custodial Services 13461 Downtown Parking Garage 16710 Right-of-Way Maintenance Total for Field Operations TOTAL - Public Works: TOTAL - General Fund 548 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 1010 - National Events Res. Administrative Svcs 16120 National Events Pre-Planning $1,000,000 $75,295 $85,000 TOTAL - Administrative Svcs: $1,000,000 $75,295 $85,000 $130,000 $100,000 $130,000 $100,000 Community Dev. Transportation 16350 Transp - Fiesta Bowl Event 16355 Transp - BCS Event 16360 Transp - Super Bowl Event Total for Transportation $129,805 $129,805 $230,000 $230,000 $439,729 $439,729 $129,805 $230,000 $230,000 $439,729 Internal Services Marketing and Comm. 14180 Mkt'g - Fiesta Bowl Event 14181 Mkt'g - BCS Event 14182 Mkt'g - Super Bowl Event Total for Marketing and Comm. $345,000 $50,000 $345,000 $50,000 $395,000 $395,000 $194,000 $194,000 TOTAL - Internal Services: $395,000 $395,000 $194,000 $1,212,803 $409,130 $1,212,803 $409,130 TOTAL - Community Dev.: Public Safety Police Department 12350 PD - Fiesta Bowl Event 12355 PD - BCS Event 12360 PD - Super Bowl Event Total for Police Department Fire Department 12550 Fire - Fiesta Bowl Event 12555 Fire - BCS Event 12560 Fire - Super Bowl Event Total for Fire Department $1,621,933 $1,621,933 $258,182 $263,711 $258,182 $263,711 $521,893 $521,893 $1,039,362 $1,039,362 $921,409 $921,409 $279,350 12399 EOC - Super Bowl Event TOTAL - Public Safety: $2,143,826 $2,143,826 $2,240,121 $1,241,450 $1,241,450 $452,088 Public Works 13500 Right-of-Way - Mega Events 549 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget $1,241,450 $1,241,450 $452,088 $129,805 $5,010,276 $4,085,571 $3,410,938 Public Works Field Operations 13510 Equipment Management 13520 Fuel Services 13530 Parts Store Operations Total for Field Operations $3,626,333 $2,999,455 $1,720,104 $8,345,892 $3,911,558 $3,260,875 $1,597,007 $8,769,440 $3,971,558 $3,260,875 $1,537,007 $8,769,440 $4,194,451 $3,261,139 $1,750,075 $9,205,665 TOTAL - Public Works: $8,345,892 $8,769,440 $8,769,440 $9,205,665 $8,345,892 $8,769,440 $8,769,440 $9,205,665 11520 Telephones $778,868 $892,090 $892,090 $1,013,617 TOTAL - Administrative Svcs: $778,868 $892,090 $892,090 $1,013,617 $778,868 $892,090 $892,090 $1,013,617 13610 Equipment Replacement $2,097,240 $3,173,741 $3,173,741 $3,029,741 TOTAL - Public Works: $2,097,240 $3,173,741 $3,173,741 $3,029,741 $2,097,240 $3,173,741 $3,173,741 $3,029,741 11530 Technology Replacement $1,154,739 $3,658,702 $3,370,702 $2,607,583 TOTAL - Administrative Svcs: $1,154,739 $3,658,702 $3,370,702 $2,607,583 $1,154,739 $3,658,702 $3,370,702 $2,607,583 TOTAL - Public Works: TOTAL - National Events Res. 1040 - General Services TOTAL - General Services 1100 - Telephone Administrative Svcs TOTAL - Telephone 1120 - Vehicle Replacement Public Works TOTAL - Vehicle Replacement 1140 - Tech. Replacement Administrative Svcs TOTAL - Tech. Replacement 550 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 1160 - Cable Equip. Rental Internal Services 14210 Communications Production $11,783 $56,417 $56,417 $54,700 TOTAL - Internal Services: $11,783 $56,417 $56,417 $54,700 $11,783 $56,417 $56,417 $54,700 Internal Services Employee Groups 11110 GEMS 11120 Diversity Committee 11130 Glendale Hispanic Network 11140 Holiday Event Total for Employee Groups $15,583 $10,489 $19,391 $36,530 $81,993 $12,637 $12,636 $12,636 $30,000 $67,909 $12,637 $12,636 $12,636 $30,000 $67,909 $30,000 $84,909 TOTAL - Internal Services: $81,993 $67,909 $67,909 $84,909 $81,993 $67,909 $67,909 $84,909 15310 Arts Maintenance $167,783 $233,572 $87,354 $127,787 TOTAL - Community Services: $167,783 $233,572 $87,354 $127,787 TOTAL - Arts Commission $167,783 $233,572 $87,354 $127,787 Appointed Officials City Court 10510 Court Security 10520 Court Time Payments 10530 Fill the Gap Total for City Court $239,500 $64,189 $39,511 $343,200 $237,871 $61,000 $298,871 $264,371 $100,000 $42,000 $406,371 $299,644 $44,000 $42,000 $385,644 TOTAL - Appointed Officials: $343,200 $298,871 $406,371 $385,644 $343,200 $298,871 $406,371 $385,644 TOTAL - Cable Equip. Rental 1190 - Employee Groups TOTAL - Employee Groups $54,909 1220 - Arts Commission Community Services 1240 - Court Fund TOTAL - Court Fund 551 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget Community Services Library & Arts 15410 Library Book Fund 15420 Library Special Revenue Total for Library & Arts $141,084 $92,338 $233,422 $231,003 $105,150 $336,153 $231,003 $105,150 $336,153 $231,003 $105,150 $336,153 TOTAL - Community Services: $233,422 $336,153 $336,153 $336,153 $233,422 $336,153 $336,153 $336,153 89811 1270 Advisor Fees $16,730 $26,664 TOTAL - Administrative Svcs: $16,730 $26,664 $16,730 $26,664 1260 - Library Books TOTAL - Library Books 1270 - G.F. Revenue Oblgs Administrative Svcs TOTAL - G.F. Revenue Oblgs 552 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 16110 Stadium - Economic Development $239,891 $252,517 $252,517 $303,021 TOTAL - Administrative Svcs: $239,891 $252,517 $252,517 $303,021 15710 Stadium - Development Services $775,734 $73,832 $73,832 TOTAL - Community Dev.: $775,734 $73,832 $73,832 13290 Glendale Youth Sports Complex $310,189 $310,189 $267,189 TOTAL - Community Services: $310,189 $310,189 $267,189 13470 Stadium-Facilities Management $126,731 $126,731 $126,731 TOTAL - Public Works: $126,731 $126,731 $126,731 $1,015,625 $763,269 $763,269 $696,941 30001 HOME Program $271,874 $1,832,418 $1,033,915 $1,593,837 TOTAL - Community Services: $271,874 $1,832,418 $1,033,915 $1,593,837 $271,874 $1,832,418 $1,033,915 $1,593,837 1280 - Stadium Special Rev. Administrative Svcs Community Dev. Community Services Public Works TOTAL - Stadium Special Rev. 1300 - HOME Fund Community Services TOTAL - HOME Fund 553 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget $1,574,027 $4,230,482 $2,417,699 $4,118,886 $1,583,727 $4,230,482 $2,417,699 $4,118,886 $1,583,727 $4,230,482 $2,417,699 $4,118,886 $1,321,485 $773,212 $1,760,466 $908,186 $78,779 $473,000 $1,390,466 $908,186 $11,676 $473,000 $440,009 $1,683,086 $88,560 $333,055 $286,349 $4,925,756 $579,288 $1,640,893 $81,615 $485,492 $272,773 $6,280,492 $579,088 $1,640,893 $81,615 $435,492 $272,773 $5,793,189 $1,647,536 $940,508 $78,779 $723,113 $106,623 $608,761 $1,615,702 $79,605 $488,296 $300,512 $6,589,435 TOTAL - Community Dev.: $4,925,756 $6,280,492 $5,793,189 $6,589,435 Public Works Field Operations 16710 Right-of-Way Maintenance 16720 Street Maintenance 16730 Street Cleaning 16740 Arena - ROW Maintenance Total for Field Operations $2,106,033 $5,901,848 $650,580 $24,762 $8,683,223 $2,492,867 $6,942,675 $655,438 $62,500 $10,153,480 $2,492,867 $7,260,675 $655,438 $62,500 $10,471,480 $2,579,905 $4,037,409 $696,228 $62,500 $7,376,042 TOTAL - Public Works: $8,683,223 $10,153,480 $10,471,480 $7,376,042 $13,608,979 $16,433,972 $16,264,669 $13,965,477 1320 - C.D.B.G. Community Services 31001 CDBG Programs 31065 Comm Housing Upgrades-CDBG TOTAL - Community Services: TOTAL - C.D.B.G. $9,700 1340 - Streets Community Dev. Transportation 16810 Traffic Signals 16820 Signs & Markings 16830 Arena - Transportation Ops. 16840 Stadium - Transportation Ops. 16845 Transp - Fiesta Bowl Event 16910 Transportation Administration 16920 Street Light Management 16930 Transportation Planning 16940 Traffic Studies 16950 Traffic Design and Development Total for Transportation TOTAL - Streets 554 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 1660 - Transportation Administrative Svcs 89812 1660 Advisor Fees $4,550 $7,282 TOTAL - Administrative Svcs: $4,550 $7,282 Community Dev. $90,856 $105,655 $105,655 $111,635 $1,353,187 $211,201 $2,491,886 $3,581,056 $15,601 $7,940 $399,593 $147,046 $1,276,694 $257,953 $2,765,804 $4,935,981 $118,160 $5,547,621 $266,955 $2,990,075 $5,111,711 $65,310 $630,246 $259,142 $1,275,122 $257,953 $3,030,326 $3,833,621 $28,185 $1,572 $630,246 $259,142 $8,207,510 $10,243,980 $9,316,167 $679,652 $370,640 $81,413 $402,200 $15,515,577 $8,298,366 $10,349,635 $9,421,822 $15,627,212 $8,298,366 $10,349,635 $9,426,372 $15,634,494 12310 Patrol - Special Revenue Fund $3,244,433 $3,056,258 $3,056,258 $4,002,264 TOTAL - Public Safety: $3,244,433 $3,056,258 $3,056,258 $4,002,264 $3,244,433 $3,056,258 $3,056,258 $4,002,264 12610 Fire - Special Revenue Fund $1,442,844 $1,838,262 $1,838,262 $2,070,860 TOTAL - Public Safety: $1,442,844 $1,838,262 $1,838,262 $2,070,860 $1,442,844 $1,838,262 $1,838,262 $2,070,860 16310 Transportation Engineering Pgm Transportation 16510 Transportation Program Mgmt 16520 Transportation Education 16530 Dial-A-Ride 16540 Fixed Route 16550 Demand Management 16560 Trans. Program Education 16570 Intelligent Transportation Sys 16580 Traffic Mitigation 16590 Transportation CIP O&M 16600 Red Light Enforcement Total for Transportation TOTAL - Community Dev.: TOTAL - Transportation 1700 - Police Spec. Rev. Public Safety TOTAL - Police Spec. Rev. 1720 - Fire Spec. Revenue Public Safety TOTAL - Fire Spec. Revenue 555 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 11710 Civic Center $758,463 $933,085 $933,085 $908,313 TOTAL - Internal Services: $758,463 $933,085 $933,085 $908,313 $758,463 $933,085 $933,085 $908,313 16410 Airport Operations $552,867 $573,636 $573,636 $590,798 TOTAL - Community Dev.: $552,867 $573,636 $573,636 $590,798 $552,867 $573,636 $573,636 $590,798 1740 - Civic Center Internal Services TOTAL - Civic Center 1760 - Airport Community Dev. TOTAL - Airport 1780 - Arena Special Rev. Administrative Svcs 11420 Arena Renewal & Replacement $137,250 $161,000 $270,750 TOTAL - Administrative Svcs: $137,250 $161,000 $270,750 $137,250 $161,000 $270,750 TOTAL - Arena Special Rev. 1790 - Stadium Agrmt. Rev. Administrative Svcs 11400 AZSTA - Stadium Tax Refund $2,167,347 $1,123,143 $1,623,143 $1,700,000 TOTAL - Administrative Svcs: $2,167,347 $1,123,143 $1,623,143 $1,700,000 $2,167,347 $1,123,143 $1,623,143 $1,700,000 TOTAL - Stadium Agrmt. Rev. 556 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 32040 Community Action Program (CAP) $396,481 $444,492 $444,492 $466,128 TOTAL - Internal Services: $396,481 $444,492 $444,492 $466,128 $396,481 $444,492 $444,492 $466,128 1820 - CAP Grant Fund Internal Services TOTAL - CAP Grant Fund 1830 - Emergency Shelter Community Services Comm. Partnerships 31901 Glendale Human Srvs Council-ES 31905 Emergency Shelter Grant Total for Comm. Partnerships $19,201 $19,201 $105,382 $105,382 $102,436 $102,436 $99,946 $99,946 TOTAL - Community Services: $19,201 $105,382 $102,436 $99,946 $19,201 $105,382 $102,436 $99,946 TOTAL - Emergency Shelter 557 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 32010 Grant Match Funds - Mgt & Bdgt $209,805 $150,000 $150,000 $150,000 TOTAL - Administrative Svcs: $209,805 $150,000 $150,000 $150,000 $9,497 $500,000 $9,497 $500,000 1840 - Other Grants Fund Administrative Svcs Community Services Parks & Recreation 35004 Grant Approp - Parks & Rec 35008 Youth Football Hub Grant Total for Parks & Recreation $500,000 $60,211 $560,211 Library & Arts 36006 Grant Approp - Library 36018 LSTA Operation Health Outreach 36019 Women Business Bldrs Online 36020 Computer Training for Teens 36021 Summer of Cinema Total for Library & Arts $500,000 $158,419 $500,000 $12,585 $24,936 $23,580 $750 $61,851 $500,000 $158,419 $500,000 TOTAL - Community Services: $71,348 $1,000,000 $158,419 $1,060,211 Miscellaneous Grants Grants 32118 Miscellaneous Grants 32123 Domestic Violence Grant Total for Grants $390,246 $53,107 $443,353 $350,000 $202,890 $552,890 $342,500 $202,890 $545,390 $500,000 $71,937 $571,937 TOTAL - Miscellaneous Grants: $443,353 $552,890 $545,390 $571,937 Public Safety Police Department 33002 Victim Rights - PD 33018 VOCA 2003-113 33021 Grant Approp - Police Dept Total for Police Department $69,887 $101,003 $431,708 $602,598 $22,800 $163,717 $1,125,000 $1,311,517 $22,800 $163,717 $2,125,000 $2,311,517 $22,800 $179,023 $3,697,737 $3,899,560 34001 Grant Approp - Fire Dept $208,154 $2,425,000 $2,225,000 $3,025,000 TOTAL - Public Safety: $810,752 $3,736,517 $4,536,517 $6,924,560 $13,112 $167,702 $13,162 Public Works 36501 Brownfields Assessment Grant 558 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name TOTAL - Public Works: FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget $13,112 $167,702 $13,162 $1,548,370 $5,607,109 $5,403,488 $8,706,708 Public Safety Police Department 32020 Federal RICO 32030 State RICO Total for Police Department $458,166 $458,166 $135,000 $762,360 $897,360 $135,000 $762,360 $897,360 $225,000 $1,095,714 $1,320,714 TOTAL - Public Safety: $458,166 $897,360 $897,360 $1,320,714 TOTAL - RICO Fund $458,166 $897,360 $897,360 $1,320,714 $2,298 $38,936 $123,772 $110,628 $84,736 $109,772 $138,142 $160,000 $102,615 $51,000 $25,000 $90,000 $30,000 $50,000 $90,000 $170,000 $235,798 $60,000 $10,000 $40,000 $111,000 $55,000 $100,000 $90,000 $150,000 $185,798 $30,000 $30,000 $870,899 $801,798 $801,798 $10,000 $40,000 $111,000 $75,000 $100,000 $90,000 $160,000 $175,798 $30,000 $30,000 $60,000 $881,798 $870,899 $801,798 $801,798 $881,798 $870,899 $801,798 $801,798 $881,798 TOTAL - Other Grants Fund 1860 - RICO Fund 1870 - Mkt'g Special Events Internal Services Marketing and Comm. 14310 Tourism - Souvenir Program 14320 4th of July 14321 Glitter Spectacular 14322 Enchanted Evening 14323 Glitter and Glow 14324 Chocolate Affaire 14325 Jazz Festival 14326 Glitters Light 14327 Other Special Events 14328 Arvizu Events 14329 Fiesta Glendale Total for Marketing and Comm. TOTAL - Internal Services: TOTAL - Mkt'g Special Events 559 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget $10,000 $35,000 $10,000 $25,000 $35,000 $5,000 $2,000 $7,000 $18,000 $7,000 $7,000 $7,000 $55,000 $85,000 $137,598 $325,067 $365,308 $36,759 $21,650 $5,000 $27,919 $1,227,301 $10,000 $10,000 $10,000 $10,000 $35,000 $5,000 $2,000 $7,000 $18,000 $7,000 $7,000 $7,000 $55,000 $85,000 $207,598 $277,067 $368,096 $164,213 $21,650 $5,000 $45,919 $1,357,543 1880 - Self-Sustaining Fund Community Services Parks & Recreation 13120 Apollo Pool Repair 13130 Cardinal Pool Repair 13140 Cactus Pool Repair 13150 GCC Pool Repair 13160 Ironwood Pool Repair 13170 Dedicate A Tree 13180 Desert Valley Park 13190 GESD ES Ballfields 13200 Arrowhead Amenities Sinking F 13210 Desert Mirage Park 13220 Desert Gardens Park 13230 Discovery Park 14820 Rec Self Sust-Administration 14825 Adult Center Self Sustaining 14830 Rec Self Sust-Spec Int Classes 14840 Sports Self Sustaining 14850 Youth and Teen Self Sustaining 14860 Spec Events & Prgm Self Sust 14870 Rec Self Sust-Audio/Visual 14880 Ironwood HS Lights 14890 Aquatic Self Sustaining Total for Parks & Recreation $2,236 $918,395 $10,000 $35,000 $10,000 $25,000 $35,000 $5,000 $2,000 $7,000 $18,000 $7,000 $7,000 $7,000 $55,000 $85,000 $137,598 $325,067 $365,308 $164,213 $21,650 $5,000 $27,919 $1,354,755 TOTAL - Community Services: $918,395 $1,354,755 $1,227,301 $1,357,543 $918,395 $1,354,755 $1,227,301 $1,357,543 89802 1980 Advisor Fees $3,844 $3,000 $5,418 TOTAL - Administrative Svcs: $3,844 $3,000 $5,418 $3,844 $3,000 $5,418 89807 2000 Advisor Fees $6,299 $4,500 $2,745 TOTAL - Administrative Svcs: $6,299 $4,500 $2,745 $6,299 $4,500 $2,745 TOTAL - Self-Sustaining Fund $10,573 $9,505 $8,435 $2,935 $17,210 $136 $13,158 $4,575 $17,910 $191,304 $229,366 $347,492 $58,624 $4,936 1980 - Street/Parking Bonds Administrative Svcs TOTAL - Street/Parking Bonds 2000 - HURF Bonds Administrative Svcs TOTAL - HURF Bonds 560 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 2040 - Public Safety Bonds Administrative Svcs 89806 2040 Advisor Fees $5,107 $960 $2,239 TOTAL - Administrative Svcs: $5,107 $960 $2,239 $5,107 $960 $2,239 89804 2060 Advisor Fees $15,047 $6,000 $11,643 TOTAL - Administrative Svcs: $15,047 $6,000 $11,643 $15,047 $6,000 $11,643 TOTAL - Public Safety Bonds 2060 - Parks Bonds Administrative Svcs TOTAL - Parks Bonds 2130 - Cultural Facility Administrative Svcs 89801 2130 Advisor Fees $1,732 $1,732 TOTAL - Administrative Svcs: $1,732 $1,732 TOTAL - Cultural Facility $1,732 $1,732 89803 2140 Advisor Fees $771 $771 TOTAL - Administrative Svcs: $771 $771 TOTAL - Open Space Bonds $771 $771 2140 - Open Space Bonds Administrative Svcs 561 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 2180 - Flood Control Administrative Svcs 89808 2180 Advisor Fees $1,838 $3,000 $4,123 TOTAL - Administrative Svcs: $1,838 $3,000 $4,123 $1,838 $3,000 $4,123 TOTAL - Flood Control 562 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget $2,482,139 $2,725,616 $2,725,616 $2,826,252 $4,702 $16,130 $5,678 $26,510 $4,080 $18,720 $9,000 $31,800 $5,831 $30,245 $13,627 $49,703 $2,482,139 $2,752,126 $2,757,416 $2,875,955 17510 Cross Connection Control $186,665 $215,145 $215,145 $225,447 TOTAL - Community Dev.: $186,665 $215,145 $215,145 $225,447 2360 - Water/Sewer Fund Administrative Svcs 17020 Customer Service Office Lease Pmts/OtherFees 89805 2360 Advisor Fees 89809 2400 Advisor Fees 89810 2420 Advisor Fees Total for Lease Pmts/OtherFees TOTAL - Administrative Svcs: Community Dev. Non-Departmental 11809 Fund 2360 Non-Dept $528,000 TOTAL - Non-Departmental: $528,000 Public Works Env. Resources 17010 Environmental Resources 17410 Water Conservation 17420 Water Quality Total for Env. Resources $411,506 $264,514 $1,024,585 $1,700,605 563 Return to TOC $435,440 $316,422 $1,309,135 $2,060,997 $424,977 $316,422 $1,309,135 $2,050,534 $570,042 $323,770 $1,210,370 $2,104,182 Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget $6,552,552 $138,970 $1,109,945 $310,120 $728,979 Utilities 17110 Utilities Administration 17115 Safety Administration 17120 Information Management 17130 Public Service Representatives 17140 System Security 17150 Lazy J Trailer Park 17160 Arrowhead Reclamation Plant 17170 West Area Plant 17210 Customer Service - Field 17220 Irrigation 17230 Raw Water Usage 17240 Central System Control 17250 Pyramid Peak Plant 17260 Cholla Treatment Plant 17270 Major Maintenance 17280 Central System Maintenance 17290 Water Distribution 17300 Meter Maintenance 17310 Oasis Water Campus 17610 Pretreatment Program 17620 SROG (91st Ave) Plant 17630 Wastewater Collection Total for Utilities $6,493,405 $6,459,484 $6,459,484 $958,294 $254,637 $40,408 $62,036 $1,653,337 $2,602,891 $1,004,200 $208,848 $2,138,035 $1,272,124 $1,304,470 $3,153,121 $236,688 $415,866 $2,953,533 $1,417,129 $40,104 $481,450 $2,288,319 $2,199,322 $31,178,217 $1,070,642 $291,518 $318,367 $1,070,642 $291,518 $318,367 $2,139,239 $2,971,170 $1,286,590 $170,283 $3,482,182 $1,411,873 $1,624,677 $3,298,070 $332,802 $409,831 $3,483,640 $1,264,641 $670,010 $548,598 $4,000,000 $2,900,026 $38,133,643 $2,139,239 $2,946,170 $1,036,590 $170,283 $3,482,182 $1,411,873 $1,624,677 $2,918,070 $332,802 $409,831 $3,335,639 $1,264,641 $420,010 $573,598 $4,000,000 $2,900,026 $37,105,642 $775,580 $3,876,773 $1,364,145 $5,453,389 $559,509 $5,400,000 $3,311,317 $46,788,405 TOTAL - Public Works: $32,878,822 $40,194,640 $39,156,176 $48,892,587 $35,547,626 $43,161,911 $42,656,737 $51,993,989 Public Works Field Operations 17710 Landfill 17720 Gas Management System 17730 Solid Waste Admin 17740 Recycling 17750 MRF Operations Total for Field Operations $2,905,204 $32,054 $838,986 $1,115,123 $2,169,398 $7,060,765 $3,098,530 $84,000 $902,505 $829,988 $2,444,326 $7,359,349 $3,098,530 $84,000 $902,505 $829,988 $2,444,326 $7,359,349 $3,124,645 $84,000 $892,236 $866,467 $2,578,006 $7,545,354 TOTAL - Public Works: $7,060,765 $7,359,349 $7,359,349 $7,545,354 $7,060,765 $7,359,349 $7,359,349 $7,545,354 TOTAL - Water/Sewer Fund $2,219,154 $3,151,448 $1,348,005 $200,105 $3,482,182 $1,521,349 $1,585,300 $3,699,583 2440 - Landfill Fund TOTAL - Landfill Fund 564 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget Public Works Field Operations 17810 Sanitation Roll-off 17820 Sanitation Frontload 17830 Curb Service 17840 Residential-Loose Trash Collec Total for Field Operations $983,471 $3,349,368 $6,866,720 $1,875,274 $13,074,833 $1,063,585 $3,505,890 $7,418,328 $2,129,649 $14,117,452 $1,063,585 $3,505,890 $7,418,328 $2,129,649 $14,117,452 $1,230,639 $3,565,037 $7,275,497 $2,621,349 $14,692,522 TOTAL - Public Works: $13,074,833 $14,117,452 $14,117,452 $14,692,522 $13,074,833 $14,117,452 $14,117,452 $14,692,522 17910 Community Housing $1,615,522 $8,374,212 $8,649,212 $8,706,854 TOTAL - Community Services: $1,615,522 $8,374,212 $8,649,212 $8,706,854 $1,615,522 $8,374,212 $8,649,212 $8,706,854 12390 PS Training Ops - Police $157,130 $157,130 $384,557 12590 PS Training Ops - Fire $192,416 $192,416 $1,097,725 TOTAL - Public Safety: $349,546 $349,546 $1,482,282 2480 - Sanitation Fund TOTAL - Sanitation Fund 2500 - Housing Community Services TOTAL - Housing 2530 - Training Fac - Rev Public Safety Public Works 13480 PS Training Ops - Fac. Mgmt. $705,972 TOTAL - Public Works: $705,972 $349,546 TOTAL - Training Fac - Rev 565 Return to TOC $349,546 $2,188,254 Schedule Three Operating Budget by Program and Fund Program Name FY 06 Actual FY 07 Budget FY 07 Estimate FY 08 Budget 18010 Risk Mgmt Trust Fund $2,132,637 $2,760,000 $2,760,000 $2,760,000 TOTAL - Internal Services: $2,132,637 $2,760,000 $2,760,000 $2,760,000 $2,132,637 $2,760,000 $2,760,000 $2,760,000 18110 Worker's Compensation $979,111 $1,407,000 $1,407,000 $1,407,000 TOTAL - Internal Services: $979,111 $1,407,000 $1,407,000 $1,407,000 $979,111 $1,407,000 $1,407,000 $1,407,000 18210 Benefit Programs $17,244,122 $19,600,000 $19,600,000 $23,066,000 TOTAL - Internal Services: $17,244,122 $19,600,000 $19,600,000 $23,066,000 $17,244,122 $19,600,000 $19,600,000 $23,066,000 $260,023,797 $336,951,045 $326,131,953 $363,230,487 2540 - Risk Mgmt Trust Fund Internal Services TOTAL - Risk Mgmt Trust Fund 2560 - Workers Comp Fund Internal Services TOTAL - Workers Comp Fund 2580 - Benefits Trust Fund Internal Services TOTAL - Benefits Trust Fund TOTAL - OPERATING BUDGET 566 Return to TOC Schedule Four Transfers Between Funds (All Dollars in Thousands) T R General (1000) MPC Debt (1940) R Transportation (1660) A * Transp. Constr. (2210) N * Airport Oper. (1760) S N Streets (1340) Street Debt (1920) T A S F E * Arena Spec Rev (1780) R F * Zanjero (1770) R O M * Transport. (1660) $3,715 LTAF (1640) $1,000 $15,725 $8,357 Total In: $4,715 $1,100 $25,182 T $2,018 R $106,041 A $213 $213 N * CAP Grants (1820) $179 $179 S F * Other Grants (1840) $150 $150 F E * Civic Center (1740) $642 $642 E R National Events (1010) $0 $0 R * Stadium Ops. (1280) $597 $597 T Mkt'g Spec Events (1870) $882 $882 T O Employee Groups (1190) $38 $38 O Comm. Housing (2500) $505 $505 Total Out: $19,831 $900 $1,118 $106,041 T $3,715 R A $8,357 N S F $1,100 E 567 R Return to TOC $107,041 F R O $1,118 M $141,162 Schedule Five Expenditure Limitation and Summary of Tax Levy and Tax Rate Information Estimated 2006-07 2007-08 Fiscal Year Fiscal Year $467,943,180 $ 500,024,647 $913,000,000 942,000,000 ($459,205,727) (445,908,541) $453,794,273 $496,091,459 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) $9,690,107 $4,045,609 $3,784,000 $19,570,869 $23,354,869 $3,888,000 $24,699,472 $28,587,472 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. 2006-07 Levy 2. Prior Years' Levies 3. Total Primary Property Taxes B. Secondary Property Taxes 1. 2006-07 Levy 2. Prior Years' Levies 3. Total Secondary Property Taxes $3,708,320 $75,680 $3,784,000 $19,179,452 $391,417 $19,570,869 5. Property Tax Rates A. City of Glendale Tax Rate 1. Primary Property Tax Rate 0.2925/$100 2. Secondary Property Tax Rate 1.4275/$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 0.2681/$100 1.3519/$100 $1.6200/$100 $1,411,303,054 $1,450,039,205 $38,736,151 2.7% $3,888,000 $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. 568 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Fund '03-04 '04-05 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 1 1 1 1 1 4 1 1 4 1 1 4 1 1 1 4 4 4 4 4 4 4 1000 1000 1000 4 1 2 7 4 1 2 7 4 1 2 7 4 1 2 7 4 1 2 7 1000 1000 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1000 1 1 1 1 1 10150 Cactus District Council Member 1000 1 1 1 1 1 10160 Yucca District Council Member 1000 1 1 1 1 1 10170 Ocotillo District Council Member 1000 1 1 1 1 1 13 13 13 13 13 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 1 1 4 1 1 4 Mayor - 111 10010 Office of the Mayor Assistant to the Mayor Exec Administrative Asst II Executive Admin Assistant Management Assistant, Sr Mayor Secretary, Senior Program Total: Mayor Total: Council Office - 112 10110 Council Office Council Assistant Council Services Administrator Secretary, Senior Program Total: 10120 Cholla District Council Member Vice Mayor Program Total: 10130 Barrel District Council Member Vice Mayor Program Total: 10140 Sahuaro District Council Member 1000 1000 Council Office Total: City Clerk - 121 10210 City Clerk City Clerk Deputy City Clerk Mgmt Aide Office Assistant Secretary Secretary, Senior 1000 1000 1000 1000 1000 1000 Program Total: 1 3 569 Return to TOC 1 1 4 Schedule Six Authorized Staffing Dept Program Name Position Title City Clerk - 121 10220 Records Management Management Aide Office Assistant Records Mgmt Asst Records Supv Secretary, Senior Program Total: Fund '03-04 '04-05 '05-06 '06-07 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 City Clerk Total: City Manager - 131 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: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 '07-08 1 1 1 3 1 2 2 2 2 6 6 6 6 6 1 1 1 1 1 2 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 1 7 8 1 8 1 8 1 8 7 8 8 8 8 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Program Total: 4 4 4 1 4 1 4 City Auditor Total: 4 4 4 4 4 2 1 1 1 1 1 1 1 1 1 1 City Manager Total: City Auditor - 132 10710 City Auditor Assistant City Auditor City Auditor Internal Auditor Management Aide Management Assistant 1000 1000 1000 1000 1000 Intergovt. Programs - 133 10910 Intergovernmental Programs Intergov Prgm Deputy Director Intergov Programs Coordinator Intergovernmental Programs Dir Legislative Coordinator Management Aide Secretary, Senior Program Total: 1000 1000 1000 1000 1000 1000 Intergovt. Programs Total: 570 Return to TOC 1 1 1 1 1 1 3 3 4 4 4 3 3 4 4 4 Schedule Six Authorized Staffing Dept Program Name Position Title Env. Resources - 135 17010 Environmental Resources Environmental Program Manager Environmental Resources Dir. Secretary Secretary, Senior Program Total: 17410 Water Conservation Environmental Program Manager Water Conservation Coordinator Program Total: 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 '03-04 '04-05 '05-06 '06-07 '07-08 2360 2360 2360 2360 2 1 1 2 1 1 2 1 2 1 3 1 4 4 1 4 1 4 1 5 1 1 2 1 1 2 5 1 3 5 2400 2400 1 1 1 1 1 2 5 5 5 2 1 1 1 1 11 2 1 1 1 1 11 2 1 1 1 1 11 1 1 1 1 11 10 16 16 17 17 17 1 1 1 2 1 1 1 4 17 3 1 2 3 1 2 1 2 1 1 1 4 20 3 1 2 3 1 2 1 2 1 1 1 4 20 3 1 2 3 1 2 1 40 43 43 1 1 2 1 1 1 6 24 3 1 2 2 1 2 1 1 50 2 2 1 1 1 4 26 3 1 2 1 1 2 1 1 50 1240 1 1 1 1 1 1240 2 2 2 43 46 46 51 51 2360 2360 2360 2360 2360 2360 2360 Env. Resources Total: City Court - 141 10410 City Court Account Spec II Accountant I 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 Judicial Assistant Police Officer Presiding City Judge Sr Secretary Program Total: 10510 Court Security Police Officer 10520 Court Time Payments Court Clerk I 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 City Court Total: 571 Return to TOC 1 3 1 Schedule Six Authorized Staffing Dept Program Name Position Title City Attorney - 151 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: Fund '03-04 '04-05 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 4 3 5 1 1 2 1 3 1 1 2 1 2 3 4 1 1 1 2 1 2 1 3 2 4 2 4 18 21 21 3 7 1 1 1 2 1 2 1 2 5 1 27 3 7 1 1 1 2 1 2 1 2 5 1 27 18 21 21 27 27 1 1 1 1 1 1 2 1 1 2 1 1 2 1 2 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 9 9 12 1 1 City Attorney Total: Marketing and Comm. - 154 10810 Marketing Communications Director Dep Comm Dir Electronic Information Specialist Graphics Designer Graphics Manager Management Aide Management Assistant Marketing & Comm Administrator Marketing & Comm Coordinator Marketing & Comm Mgr, Senior Marketing & Communications Mgr Secretary, Senior Web Content Program Mgr Program Total: 10820 Tourism Communications Assistant Dir Customer Assistance Rep Management Assistant Office Assistant Tourism Assistant Tourism Coordinator Tourism Manager Program Total: 14110 City-Wide Special Events Management Assistant Special Events Coordinator Special Events Division Mgr Special Events Manager Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 572 Return to TOC 2 3 2 1 2 12 1 1 1 1 2 12 1 0.5 1 0.5 1 1 3.5 1 1 3.5 1 2 3 1 1 2 4 1 1 1 1 1 2 2 3 3 1 3 3 1 4 1 5 3 Schedule Six Authorized Staffing Dept Program Name Position Title Marketing and Comm. - 154 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 '03-04 1000 1000 1000 1000 1000 1000 1000 1000 1 Marketing and Comm.Total: Conv./Media/Parking - 155 10890 Convention/Media/Parking Chief Broadcast Engineer '04-05 '05-06 1 3 1 6 1 1 3 1 6 1 1 1 3 1 7 21 22 25 '06-07 '07-08 1 1 1 1 1 1 4 4 7 7 25.5 26.5 1000 1 Conv./Media/Parking Total: Comm. Action Program - 171 32040 Community Action Program (CAP) Community Action Program Admin Community Eligibility Rep Community Eligibility Specialist Customer Assistance Rep Management Aide Office Assistant Program Total: 1 1820 1820 1820 1820 1820 1820 Comm. Action ProgramTotal: Human Resources - 191 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: 11020 Employee Benefits Employee Benefits Rep Human Resources Analyst, Sr Human Resources Manager Occupational Health Nurse Worker's Comp. Claims Analyst Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 573 Return to TOC 1 2.5 1 2.5 1 1 1 6.5 1 1.5 2 1 1 0.5 7 1 1.5 2 1 1 0.5 7 1 1.5 2 1 1 0.5 7 1 1 1 6.5 6.5 6.5 7 7 7 1 1 1 1 1 1 1 1 1 1 1 4 4 1 1 1 1 5 1 1 1 1 5 1 1 1 1 5 1.5 1.5 1 1.5 1 1.75 1 1.75 1 1 1 4.5 1 1 1 3.5 3.75 3.75 1 1 1 4.5 Schedule Six Authorized Staffing Dept Program Name Position Title Human Resources - 191 11030 Human Resources Administration 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 Program Total: 11040 Employment Services Customer Assistance Rep HR Assistant Director Human Resources Analyst Human Resources Analyst, Sr Human Resources Program Mgr Human Resources Specialist Human Resources Technician Management Assistant, Sr Sr HR Program Analyst Program Total: 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: 11060 Compensation HR Analyst HR Comp & Benifits Mgr HRMS 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 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 '03-04 1 1 574 1 0.5 1 '06-07 '07-08 0.75 1 0.75 2 2 1 2 1 1 0.75 1 1 1 1 1 1 1 1 1 1 5 5.5 6.75 7.5 1 2 1 2 1 2 1 2.5 1 0.75 5.5 1 5.75 1 1 1 1 4.25 1 1 2 1 1 1 1 1 1 1 1 6 5 5 1 1 1 1 1 1 1 1 1 1 3 3 1 1 1 1 1 1 1 1 3 1 0.75 1 1 1 2 1 1 1 1 1 1 4 1 1 4 1 1 3.75 Return to TOC '05-06 0.25 4 1000 1000 1000 1000 1000 1000 1000 1000 1000 '04-05 4 4 Schedule Six Authorized Staffing Dept Program Name Position Title Human Resources - 191 11070 Organizational Development Human Resources Analyst Human Resources Deputy Director Human Resources Program Mgr Sr HR Analyst Program Total: Fund 1000 1000 1000 1000 Human Resources Total: Admin Svcs Admin. - 220 11210 Administration Services Admin. Deputy City Manager Emerg Mgmt/Homeland Sec Admin Executive Admin Assistant II Executive Assistant Management Assistant, Sr Program Total: 1000 1000 1000 1000 1000 Admin Svcs Admin.Total: Finance - 221 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: 11320 Accounting Services Account Specialist Account Specialist, Senior Accountant I Accountant II Accounting Manager Office Support Supv Payroll & Accts Payable Supvr Payroll Specialist Secretary Program Total: '03-04 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 575 Return to TOC '04-05 '05-06 '06-07 '07-08 1 1 1 1 1 1 1 2 2 1 2 26.5 26.5 28 30 30 1 1 1 1 1 1 1 1 1 4 1 1 3 1 2 1 2 4 1 3 2 2 1 1 1 1 2 1 1 2 1 1 0.5 1 2.5 6 0.5 1 1.5 1 6 2 1 1 0.5 1.5 1 7 2 1 7 2 1 7 4 1 4 4 2 4 1 4 4 2 4 4 4 4 5 2 2 2 1 2 17 17 18 5 5 2 1 1 2 1 21 5 5 2 1 1 2 1 21 Schedule Six Authorized Staffing Dept Program Name Position Title Finance - 221 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: 11350 Regulatory & Communication Regulatory Licensing Analyst Regulatory/Communications Mgr. Program Total: 11360 Purchasing Buyer I Buyer II Contract Analyst Contract Specialist Materials Manager Program Total: 11370 Warehouse Materials Control Assistant Materials Control Specialist Materials Control Supervisor Secretary Storekeeper Program Total: 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: Fund '03-04 '04-05 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 0.5 0.5 0.5 2 1 1 1 1 1 2 1 1 1 1 1 2 1 1 1 1 1 0.5 1 2 1 0.5 1 2 1 1 3 11.5 1 3 11.5 1 3 11.5 1 1 3 9.5 1 1 3 9.5 1 1 2 1 1 1 1 1 1 1 1 3 1 1 5 3 1 1 5 3 1 1 5 3 1 1 5 1 4 1 0.75 1 3 1 0.75 1 2.75 1 1 1 2.75 1 1 6.75 5.75 5.75 5.75 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 4 5 7 1 2 6 3 2.5 1 1 1 1 35.5 1 1 35.5 1000 1000 1000 1000 1000 1000 1000 1 3 1000 1000 1000 1000 1000 1 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 576 Return to TOC 1 5 1 0.75 4 6.75 3 2 3 0.5 1 2 6 3 2 1 1 5 1 1 31.5 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '03-04 '04-05 Finance - 221 2225 Arena - Finance Accountant II 2260 1 1 80.75 1 Finance Total: Info. Technology - 231 11510 Information Technology Account Specialist App Analyst, Web Programmer Sr App Analyst, Web Progrm Intrmd Associate Systems Administrator Chief Info Technology Officer Database Administrator Dep Chief Info Tech Officer Electronic Information Spclst Help Desk Support Spec Help Desk Supv 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 II Sr GIS Analyst Sr. Network Engineer Systems Admin, Intermediate Systems Analyst Systems Analyst, Senior Voice Communications Admin Voice Communications Coordinator Program Total: 11520 Telephones Voice Communications Administr 11530 Technology Replacement Mgmt Aide 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1100 '05-06 '06-07 '07-08 81.75 82.75 84.75 84.75 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 2 1 1 1 1 1 2 1 1 1 1 3 3 3 1 1 1 1 1 1 1 1 1 1 1 4 1 1 1 1 1 1 1 1 1 1 2 7 1 1 2 6 1 2 6 1 1 1 1 1 4 6 2 1 1 26 26 28 28 1 1 1 1 1 1 27 577 Return to TOC 1 1 4 7 1 26 1140 Info. Technology Total: 1 1 1 27 27 29 30 Schedule Six Authorized Staffing Dept Program Name Position Title Management & Budget - 241 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: 11620 Grants Administration Grants Administrator Secretary Program Total: Fund '05-06 '06-07 '07-08 2 2 2 1 1 1 1 1 1 1 1 1 6.15 6 6 6 1 1 1 1 1 0.5 1.5 1 0.5 1.5 1 0.5 1.5 7.15 7.15 7.5 7.5 7.5 1000 1000 2 1 3 2 1 3 2 1 3 2 1 3 3 1 4 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 2 1 1 2 1 1 1 1 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 Management & Budget Total: Police Department - 312 12110 Police Legal Services Police Officer Public Safety Staff Attorney Program Total: 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 Plan & Research Analyst Police Sergeant Secretary Sr Secretary Victim Assistance Caseworker Program Total: 578 Return to TOC '03-04 '04-05 1 1 2 1 0.65 0.5 1 6.15 1 1 1 1 1 3 1 0.15 1 1 1 1 3 2 2 1 1 1 2 2 5 1 4 1 4 1 4 1 1 17 1 12 1 14 1 15 1 1 2 1 1 11 Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 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 Police Volunteer Coord Secretary Program Total: 12150 Crime Investigations Assistant Police Chief Mgmt Aide Office Support Supervisor Police Captain Police Crim/Statistical Analys Police Crisis Srvcs Coord 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: 12160 Police Personnel Management Police Captain Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Security Officer Security Services Coordinator Program Total: 12170 Foothills Patrol Bureau Police Captain Police Crime Prevention Specialist Police Lieutenant Police Officer Police Sergeant Secretary Program Total: Fund 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 579 Return to TOC '03-04 '05-06 '06-07 '07-08 1 1 1 3 5 4 122 2 1 1 3 3 4 122 2 1 1 1 4 3 3 5 139 2 18 18 18 1 157 1 155 1 178 14 1 1 134 1 1 3 2 5 3 3 3 4 2 44 4 6 1 1 2 1 68 4 2 45 2 6 1 1 2 1 68 5 2 45 2 6 1 1 2 1 72 4 1 2 4 1 2 4 1 15 2 3 1 2 4 1 13 2 4 1 2 4 1 14 1 1 9 1 2 4 1 19 3 4 74 13 1 95 2 4 89 13 1 109 1 3 4 88 13 1 110 1 3 4 92 13 1 114 1 3 5 90 13 1 113 1 1 4 4 117 5 0.75 17 1 150.75 '04-05 1 1 3 4 108 1 4 2 41 5 6 1 2 1 63 2 1 1 1 3 1 5 4 48 1 7 1 1 2 81 Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 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 Detention Officer Police Hiring Coord Police ID Technician Police Identification Supervisor Police Officer Police Operations Manager Police Polygraph Examiner Police Property/Evidence Cust. Police Records Technician Police Sergeant Police Support Serv Supervisor Police Technical Services Mgr Property Room Supervisor Secretary Service Worker 3 Sr Secretary Sys Analyst Program Total: 12190 Arena - PD Event Staffing Police Sergeant Public Safety Arena Scheduler Program Total: 12220 PD - Detention Police Detention Officer Police Support Srvcs Supv Police Tech Srvcs Mgr Program Total: 12230 PD - Communications Police Comm Spec Police Comm Supv Police Comm Sys Spec Police Comm Sys Tech Police Ops Mgr Program Total: Fund '03-04 '04-05 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 1 1 1 1 1 1000 1000 28 4 9 6 31 4 9 9 32 4 9 9 1 1 30 4 9 9 1 16 1 1 3 15.75 2 5 2 1 2.5 1 1 15 1 1 3 16.5 1 5 2 1 2.5 1 1 14 1 1 3 16.5 1 5 2 1 2.5 1 1 14 1 1 3 16.5 1 5 2 1 2.5 1 103.25 106 106 1 105 1 3 1 61.75 1 1 1 1 1 1 1 1 1 8 3 1 12 1 1000 1000 1000 1000 1000 1 1 580 Return to TOC 1 3 15.5 1 2 1 1 1 1 1000 1000 1000 8.25 1 8 1 1 1 1 10 23.25 4 1 1 1 30.25 Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 12231 Stadium - PD Event Staffing Mgmt Aide Police Support Srvcs Supv Public Safety Arena Scheduler Program Total: 12233 PD - Special Operations Mgmt Aide Police Aide Police Commander Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Police Support Srvcs Supv Program Total: 12310 Patrol - Special Revenue Fund Police Communication Sp. Police Detention Officer Police Officer Program Total: 12390 PS Training Ops - Police Police Lieutenant Security Officer Program Total: 32030 State RICO Secretary Fund '03-04 '04-05 '05-06 1000 1000 1000 '06-07 1 1 1 2 1000 1000 1000 1000 1000 1000 1000 1000 1700 1700 1700 4 6 23 33 1860 0.5 33002 Victim Rights - PD Victim Assistance Caseworker 1840 1 33018 VOCA 2003-113 Victim Assistance Caseworker 1840 7084 VOCA-DPS #00-912 Victim Assistance Caseworker 1840 1 7628 VOCA Grant Victim Assistance Caseworker 1840 1 7652 VOCA 2002-301 Victim Assistance Caseworker 1840 473.5 581 Return to TOC 1 2 1 3 1 2 24 1 9 1 42 4 6 23 33 4 6 23 33 2530 2530 Police Department Total: '07-08 4 6 23 33 4 6 32 42 1 1 2 1 1 2 0.5 0.5 0.5 0.5 1 2 2 2 2 1 507.5 506.5 543.5 557.5 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 12410 Fire Administration Assistant Fire Chief Fire Battalion Chief Fire Chief Fire Finance/Budget Coord Fire Marshal Fire Volunteer Coordinator Management Aide Management Assistant Management Assistant, Sr Secretary Secretary, Senior Program Total: 12415 Fire Financial Resources Fire Finance Coord Management Assistant Mgmt Aide Program Total: 12420 Fire Life Safety Services Adm. Asst Fire Chief Executive Asst. Fire Chief Fire Battalion Chief Fire Volunteer Coordinator Secretary Program Total: 12421 Fire Special Operations Emergency Services Coordinator Fire Battalion Chief Fire Captain Human Resources Analyst, Sr Management Assistant Program Total: 12422 Fire Operations Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain Fire Engineer Fire Fighter Fire Volunteer Coord Public Safety Info Supervisor Secretary Program Total: 12430 Fire Logistical Services Adm. Assistant Fire Chief Fund '03-04 '04-05 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 2 1 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0.5 0.5 0.5 4.5 3.5 4.5 1 1 1 2 1 2 1 2 1 1 1 8 1 11 1000 1000 1000 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 582 Return to TOC 1 1 1 1 4 1 1 1 1 1 1 2 3 1 1 1 1 1 1 1 3 2 3 2 1 4 3 3 38 39 64 41 41 77 43 36 95 1 3 49 42 94 1 4 49 43 94 1 0.5 145.5 1 0.5 163.5 177 189 192 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 12433 Fire Resource Management Fire Battalion Chief Fire Battalion Chief (52 Hrs) Fire Captain (40 Hrs) Management Assistant Secretary Service Worker 1 Service Worker 2 Sys Analyst Program Total: 12434 Fire Training Fire Battalion Chief Fire Battalion Chief (40 Hrs) Fire Captain Fire Captain (40 Hrs) Program Total: 12436 Fire Medical Services & Health Fire Battalion Chief Fire Captain Fire Captain (52 Hrs) Program Total: 12437 Fire Assessment & Planning Fire Budget & Project Mgr Management Assistant, Sr. Mgmt Asst II Program Total: 12441 Fire Marshal's Office Assistant Fire Marshal Fire Battalion Chief Fire Captain Fire Inspector I Fire Inspector II Fire Protection Engineer Management Aide Office Support Supervisor Plans Examiner Secretary Program Total: 12444 Fire Community Services Fire Battalion Chief (40 Hrs) Fire Captain Fire Comm Outreach Coord Public Safety Info Supervisor Program Total: 12490 Arena - Fire Event Staffing Secretary Fund '03-04 '04-05 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 5 4 3 4 1 1 1 7 1 1 2 1 1 2 4 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 2 1 2 3 1 2 1 1 1 1 1 2 2 2 1000 1000 1000 1000 1000 1000 1000 1000 583 Return to TOC 1 3 1 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 1 1 1 1 1 2 4 1 1 1 1 1 1 4 4 1 4 1 1 1 1 2 4 1 1 1 1 0.5 7.5 1 1 0.5 8.5 1 1 1 9 11 12 1 1 1 3 1 1 1 1 1 4 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fund Fire Department - 331 12491 Ambulance Services Fire Captain (40 Hrs) Paramedic Coordinator Secretary 1000 1000 1000 Program Total: 12510 Westgate-Fire Marshal's Office Fire Inspector I 12590 PS Training Ops - Fire Fire Battalion Chief (40 Hrs) Fire Captain (40 Hrs) Mgmt Aide Mgmt Asst. Secretary Srvc Worker II Program Total: 12610 Fire - Special Revenue Fund Fire Engineer Fire Fighter Program Total: 12710 Stadium -Fire Marshal's Office Fire Inspector I 3334 Logistical Services Fire Battalion Chief 3336 Fire Office Systems Fire Battalion Chief (40 Hrs) Fire Captain (40 Hours) Program Total: 3338 Fire Information/Technology Management Aide Systems Analyst Program Total: 3341 Fire Marshal - Code Developmnt Fire Marshal 3345 Arena - Fire Marshal's Office Fire Inspector I 3362 Fire Community Relations Fire Comm Educ Coord Fire Community Servs Admin Program Total: 34011 Metro Med Response Sys (MMRS) Fire Captain (52 Hours) '03-04 '04-05 '05-06 1 1 2 1000 2 1280 18 18 1 17 18 1 17 18 2 2 2 1000 1000 1000 1000 1000 584 Return to TOC 1 1 2 1 2 1 1 2 1 1 1 1 1 1 6 4 14 18 4 17 21 1 1 1 1 1 1 2 1 1 1 1 1 2 1000 1000 1840 1 1 1000 2260 '07-08 1 2530 2530 2530 2530 2530 2530 1720 1720 '06-07 2 1 1 1 1 2 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '03-04 '04-05 '05-06 '06-07 '07-08 196 216 237.5 251.5 263.5 1000 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 2 1 1 1 Fire Department - 331 Fire Department Total: Homeland Security - 341 12810 Homeland Security Admin. Emergency Mgmt Admin 12820 Emergency Operations Ctr (EOC) Asst Homeland Security Dir Building Maintenance Worker Info Technology Manager Management Assistant Mgmt Aide Operations & Training Officer Secretary Sys Admin Sys Analyst Program Total: 1 1 1 Homeland Security Total: Comm. Services Adm - 411 14510 Comm. Services Admin. Deputy City Manager Management Assistant, Sr. Program Total: 1000 1000 Program Total: 13030 Parks CIP & Planning Deputy Director, Parks & Rec Parks & Rec Projects Coord Parks Supervisor Service Worker 2 Support Service Supervisor Program Total: 7 1 1 2 1 1 2 1 1 2 1 1 2 2 2 2 2 2 1000 1000 1 2 3 1 2 3 3 3 3 3 3 3 1000 1000 1000 1 2 1 4 1 2 1 4 1 1 2 4 1 1 2 4 1 1 2 4 1000 1000 1000 1000 1000 1 1 1 1 1 2 1 1 1 4 1 1 1 4 1 1 1 4 1 Program Total: 13020 Park Irrigation Crewleader Service Worker 2 Service Worker 3 7 1 1 2 Comm. Services AdmTotal: Parks & Recreation - 421 13010 Pool Maintenance Service Worker 2 Service Worker 3 6 1 1 6 585 Return to TOC 2 3 Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 13040 Parks Maintenance Crewleader Deputy Director, Parks & Rec Lndscp Gardener/Horticulturist Park Mgr Parks & Rec Projects Coord Parks Supervisor Playground Equip Svc Worker Secretary Service Worker 1 Service Worker 2 Service Worker 3 Sr Heavy Equip Srvc Worker Program Total: 13050 Parks North District Crewleader Deputy Director, Parks & Rec Parks & Rec Projects Coord Parks Supervisor Playground Equip Svc Worker Service Worker 1 Service Worker 2 Service Worker 3 Sr Heavy Equip Service Worker Program Total: 14610 Parks & Recreation Admin. Management Assistant, Sr. Museum Administrator Museum Education Curator Parks & Recreation Director Sr Rec Coord Program Total: 14620 Glendale Community Center Rec Center/Program Supervisor Rec Coordinator, Sr. Recreation Coordinator Recreation Programmer Program Total: 14630 Recreation Support Services Accountant I Management Assistant Office Manager Office Support Supervisor Rec Accounts Coord Secretary Secretary, Senior Srvc Worker II (Parks) Support Service Supervisor Program Total: Fund '03-04 '04-05 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 1 2 1 1 2 1 1 2 1 1 3 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 3 4 2 4 4 3 4 4 3 4 4 3 16 18 18 18 1 1 1 1 1 1 1 1 1 1 4 1 1 12 1 1 1 1 1 1 1 1 1 1 5 1 1 12 5 1 1 12 1 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 5 1 1 12 1 1 1 1 1 1 1 1 1 3 3 3 1 1 3 1000 1000 1000 1000 1 1 1 1 3 1 1 3 1 1 1 3 1 1 1 3 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 586 Return to TOC 2 1 4 9 4 1 28 2 2 1 3 1 1 1 1 3 1 3 1 3 1 6 6 6 1 1 3 1 1 1 8 1 3 1 1 1 8 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '03-04 '04-05 '05-06 '06-07 '07-08 Parks & Recreation - 421 14640 Adult Center Office Assistant Recreation Coordinator Recreation Supervisor Secretary Service Worker 1 1000 1000 1000 1000 1000 0.65 2 1 1 1 5.65 2 1 2 1 6 2 1 2 1 6 2 1 2 1 6 2 1 2 1 6 1 1 1 2 6 1 9 1 1 8 1 11 1 8 1 11 1 6 1 9 1 4.5 1 7.5 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 1 2 2 1 3 2 1 3 2 1 3 2 1 3 1 3 1 5 Program Total: 14650 Youth and Teen Rec Coordinator, Sr. Recreation Center/Program Sup Recreation Coordinator Recreation Programmer Recreation Supervisor Program Total: 14660 Special Events and Programs Rec Coordinator, Sr. Recreation Coordinator Recreation Programmer Recreation Supervisor Program Total: 14670 Sports and Health Dep Parks & Rec Dir Recreation Coordinator Recreation Supervisor Program Total: 14680 Aquatics Sr Rec Coord 14690 Audio/Visual Audio/Video Coordinator Audio/Video Production Spec. Program Total: 14700 Marketing - Parks & Rec Graphics Designer Management Assistant Program Total: 14710 Park Rangers Park Mgr Park Ranger Park Ranger Supervisor Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 587 Return to TOC 1 1 2 2 2 2 1 1 2 1 1 1 1 1 1 1 3 1 4 3 1 4 3 1 4 1 1 1 1 1 1 1 3 1 4 1 3 4 Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 14720 Foothills Recreation Center Building Maintenance Worker Office Support Supv Rec Programmer Recreation Supervisor Secretary Sr Rec Coord Srvc Worker I (Bldg Maint) Srvc Worker II (Parks) Program Total: 14740 Copper Canyon HS Youth Dev Prg Rec Programmer 14760 Historic Sahuaro Ranch Rec Programmer Sr Rec Coord Program Total: 14850 Youth and Teen Self Sustaining Recreation Programmer Fund '03-04 '04-05 1000 1000 1000 1000 1000 1000 1000 1000 '05-06 1 1 1 1 3 1 1 2 1 10 0.75 1000 1000 1 2 3 1 1 2 14860 Spec Events & Prgm Self Sust Recreation Programmer 1880 1 3 3 35008 Youth Football Hub Grant Rec Coord 1840 Parks & Recreation Total: 1740 1740 1740 1740 1740 Civic Center Total: Comm. Partnerships - 441 15010 Community Revitalization Grants Accountant Revitalization Administrator Revitalization Grants Supervis Revitalization Manager Program Total: 1 3 1 1 2 1 1 10 '07-08 1000 1880 Civic Center - 431 11710 Civic Center Civic Center Event Coordinator Civic Center Manager Civic Center Operations Coord Secretary Service Worker 3 Program Total: '06-07 1000 1000 1000 1000 588 Return to TOC 5 5 1 80.4 86.75 89.75 98.75 99.25 2 1 1 1 1 6 2 1 1 1 1 6 2 1 1 1 1 6 3 1 1 1 1 7 3 1 1 1 1 7 6 6 6 7 7 1 1 1 1 1 1 2 2 2 1 1 2 1 1 2 Schedule Six Authorized Staffing Dept Program Name Position Title Comm. Partnerships - 441 15015 Neighborhood Partnership Community Education Coord Community Volunteer Coord. Dir of Community Partnerships Management Aide Management Assistant, Sr. Neighborhood Partnership Admin. Neighborhood Srvcs Coord Sr Secretary Program Total: 15020 Neighborhood Volunteer Program Community Volunteer Coordinator 15025 Mega Events - N'Hood/Volunteer Rec Programmer 17910 Community Housing Account Spec II Account Specialist Accountant I Bldg Maint Supv Building Maintenance Worker Comm Housing & Revit Director Dir of Community Partnerships Housing Assistance Rep. Housing Maint. Svc Mgr Housing Modernization Coord Housing Supv Housing Svcs Administrator Management Assistant Management Assistant, Sr. Secretary Secretary, Senior Service Worker 1 Service Worker 2 Program Total: 31001 CDBG Programs Account Specialist II Management Assistant Revitalization Coordinator Revitalization Supervisor Secretary Secretary, Senior Program Total: Fund 1000 1000 1000 1000 1000 1000 1000 1000 1000 '03-04 '04-05 '05-06 1 1 '06-07 1 1 1 2 1 1 1 1 1 1 2 1 1 5 4 4 4 1 1 1 1000 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 1320 1320 1320 1320 1320 1320 Comm. PartnershipsTotal: 589 Return to TOC '07-08 1 3 1 5 0.5 1 1 1 1 1 1 1 1 1 1 3 2 1 3 1 3 8 1 1 10 1 1 1 10 1 1 1 9 1 1 1 1 2 1 1 1 23 1 1 1 2 1 1 1 1 1 2 1 1 1 1 1 3 1 1 1 1 1 1 3 1 1 25 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 40.75 40.75 40.75 41.25 1 1 3 1 9 Schedule Six Authorized Staffing Dept Program Name Position Title Fund Library & Arts - 452 15210 Historic Sahuaro Ranch Arts & Cultural Admin 1000 15220 Library Account Specialist Computer Operations Supervisor Courier Graphics Designer Librarian Librarian I Librarian II Librarian III Librarian IV 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: 15230 Arts Maintenance - Admin. Arts & Cultural Admin 15310 Arts Maintenance Dep Dir, Arts/Culture/Museum 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 '04-05 '05-06 1220 1 1 1 1 1.5 16.75 7 6 1 1 1 1 1.5 16.75 7 6 3 5.75 14.75 11.75 1 5 4 3 5.75 14.75 11.76 1 5 4 1 2.25 3 86.75 1 2.25 3 86.76 1 1 1 1 1 1 1 1 2 1 1 1 4.5 22.75 6 5.5 21.75 6 2.5 5 13.75 11.26 1 5 5 1 1 2 2 86.76 3 5 13.25 11.26 1 5 5 1 1 2 2 86.76 3.5 21.25 6 4 3 3 13.75 11.26 1 5 5 1 1 Community Dev AdminTotal: 590 Return to TOC 3 86.76 1 1 1 1 1 87.75 87.76 87.76 88.76 87.76 1 1 1 1 1840 1000 1000 1000 1000 '07-08 1 Grants Total: Community Dev Admin - 511 15510 CD Deputy City Manager Deputy City Manager Executive Admin Assistant Executive Admin Assistant II Management Assistant, Sr. Program Total: '06-07 1000 Library & Arts Total: Grants - 470 32123 Domestic Violence Grant Management Assistant '03-04 1 1 2 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 2 4 4 4 4 Schedule Six Authorized Staffing Dept Program Name Position Title Building Safety - 521 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: 15620 Development Services Center Building Safety Manager Customer Assistance Rep Development Plans Supervisor Development Plans Technician Development Svcs Rep Program Total: 15630 Westgate-Bldg Safety Rvw/Insp. Building Inspector, General Building Inspector, Senior Building Inspector, Specialist Development Plans Technician Plans Examiner Secretary Program Total: 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: 17510 Cross Connection Control Building Inspector, General Cross Connection Control Spec. Secretary Sr Bldg Insp Program Total: Fund '03-04 '04-05 '05-06 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 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 22 1 2 1 2 4 10 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 '06-07 '07-08 1 9 4 3 1 1 4 8 4 1 22 3 1 1 1 1 1 26 3 1 1 1 1 1 26 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 4 1 1 1 10 1 1 11 2 1 10 15 11 3 11 3 4 1 6 1280 1280 1280 1280 1280 1280 1280 1280 2400 2400 2400 2400 591 Return to TOC 2 9 4 1 1 11 1 1 1 1 1 18 1 0.75 1 0.75 1 1 0.75 1 1 0.75 1.75 1.75 2.75 2.75 2 1 0.75 1 2.75 Schedule Six Authorized Staffing Dept Program Name Position Title Building Safety - 521 5215 Arena - Development Services Building Inspector, General Building Inspector, Specialist Development Plans Technician Plans Examiner Plans Examiner, Structural Program Total: Fund '03-04 2260 2260 2260 2260 2260 2 3 1 1 1 8 Building Safety Total: Planning - 531 15910 Planning Administration Management Assistant Planning Director Secretary Secretary, Senior Sr Mgmt Asst Program Total: 15920 Zoning Admin & Tech. Assist. Associate Planner Planner Planner, Senior Zoning Administrator Program Total: 15930 Current Planning Landscape Architect Planner Planner, Associate Planner, Senior Planning Deputy Director Planning Manager Principal Planner Program Total: 15940 Long-Range Planning & Research Graphics Designer Planner, Senior Planning Deputy Director Planning Manager Planning Technician Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 Planning Total: 592 Return to TOC '04-05 '05-06 '06-07 '07-08 44.75 57.75 55.75 51.75 53.75 1 1 2 1 1 1 2 1 1 1 2 1 1 5 5 5 1 2 1 1 5 3 1 5 2 2 1 1 4 1 1 4 1 1 1 1 4 1 1 1 1 4 2 1 1 1 5 3 3 3 1 3 3 3 3 1 1 3 1 3 1 1 1 7 7 7 9 1 8 1 1 1 1 1 1 1 1 1 3 1 1 3 1 3 1 3 1 3 19 19 19 21 21 1 2 1 Schedule Six Authorized Staffing Dept Program Name Position Title Economic Development - 540 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: 16040 Downtown Beaut. & Promotion Security Officer Srvc Worker II Program Total: 5410 Redevelopment Redevelopment Manager Fund 1000 1000 1000 1000 1000 1000 1000 1000 1000 '05-06 1 2 1 2 1 1 1 '06-07 '07-08 2 3 3 1 1 1 1 1 1 1 1 7 5 1 6 1 6 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 Code Compliance Total: Public Works Admin. - 611 13310 Public Works Administration Deputy City Manager '04-05 5 Economic DevelopmentTotal: Code Compliance - 550 14410 Code Compliance Asst Code Compliance Dir Code Compliance Administrator Code Compliance Insp Specialist Code Compliance Inspector Code Compliance Inspector, Sr. Code Compliance Supervisor Management Assistant Office Support Supervisor Secretary Sr Secretary Program Total: '03-04 1000 Public Works Admin.Total: 593 Return to TOC 2 2 4 1 6 7 5 1 2 6 2 1 4 6 1 1 1 4 8 1 1 1 2 1 2.5 1 3.5 14 16.5 14 6 10 1 1 4 7 2 1 1 1 4 7 2 2 1 19.5 2.5 1 19.5 2.5 1 21.5 16.5 19.5 19.5 21.5 1 1 1 1 1 1 1 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 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: 13420 Cemetery Crewleader Service Worker 2 Program Total: 13440 Graffiti Removal Service Worker 1 Service Worker 2 (Airport) Service Worker 2 (Streets) Program Total: 13450 Facilities Management Building Maintenance Leader Building Maintenance Supervisor Building Maintenance Worker Security Officer Security Services Coordinator Supt of Facilities Management Program Total: 13460 Custodial Services Custodial Supervisor Custodian Custodian Lead Program Total: 13480 PS Training Ops - Fac. Mgmt. Building Maintenance Worker Custodian Program Total: Fund '03-04 '04-05 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 2 1 2 1 1 1 10 2 1 3 1 1 1 10 2 1 3 1 1 1 10 2 1 1 1 2 1 1 1 1 8 1 8 1000 1000 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 1000 1000 1000 1 1 1 1 3 2 2 3 1 2 3 1 2 3 1000 1000 1000 1000 1000 1000 2 2 16 4 1 1 26 2 2 16 2 2 16 2 2 16 2 2 16 1 21 1 21 1 21 1 21 1000 1000 1000 2 14 4 20 2 14 4 20 2 14 4 20 2 14 4 20 2 14 4 20 2530 2530 594 Return to TOC 1 3 4 Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 13510 Equipment Management Buyer I Buyer II 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: 13530 Parts Store Operations Buyer II 16710 Right-of-Way Maintenance Crewleader Engineering Insp II Parks Supervisor PC Operator Service Worker 2 Service Worker 3 Streets Supervisor Program Total: 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: 16730 Street Cleaning Equipment Operator Service Worker 3 Program Total: Fund '03-04 '04-05 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1 1 2 5 18 1 1 3 7 16 2 2 1 2 1 1 1 2 1 2 1 1 1 2 1 37 1 2 42 1040 1340 1340 1340 1340 1340 1340 1340 '05-06 2 8 15 2 1 '06-07 '07-08 1 1 2 10 16 1 2 1 2 10 16 1 2 1 1 1 1 1 1 2 1 1 1 2 38 2 2 2 2 1 2 41 1 2 41 1 1 1 2 2 2 1 1 6 7 1 17 1 4 8 1 17 2 2 1 1 7 6 1 1 7 6 17 17 1 7 6 1 17 1340 1340 1340 1340 1340 1340 1340 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 1 1 18 8 3 1 40 7 1 1 1 18 8 3 1 40 1340 1340 4 1 5 4 1 5 4 1 5 4 1 5 4 1 5 595 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 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: 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: 17740 Recycling Recycling Coordinator Sanitation Inspector Sanitation Inspector, Sr Program Total: 17750 MRF Operations Account Specialist II Crewleader Equipment Mechanic 1 Equipment Mechanic 2 Laborer II MRF Laborer Team Leader Sanitation Supervisor Service Worker 1 Service Worker 2 Srvc Worker I (Sanitation) Program Total: 17810 Sanitation Roll-off Equipment Operator Fund '03-04 '04-05 '05-06 '06-07 '07-08 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 1 1 4 1 1 1 1 1 4 1 1 1 1 1 4 1 1 2 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 5 1 1 1 2 2 1 4 19 3 3 3 1 1 3 1 1 3 1 1 1 1 1 2440 2440 2440 2440 2440 2440 2440 2440 1 1 1 7 1 1 7 1 1 7 1 1 7 1 1 7 2440 2440 2440 1 3 1 5 1 3 1 5 1 3 1 5 1 4 1 6 1 4 1 6 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 1 1 1 1 4 2 1 1 1 1 1 4 2 1 1 1 1 1 4 2 1 1 1 1 1 1 1 1 1 11 11 11 1 1 2 3 11 1 1 2 3 11 3 3 3 3 4 2480 596 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 17820 Sanitation Frontload Commercial Sanitation Inspecto Crewleader Equipment Operator Management Assistant Sanitation Supervisor Service Worker 3 Solid Waste Sales Coordinator Program Total: 17830 Curb Service Crewleader Equipment Mechanic 1 Equipment Operator Equipment Operator (Streets) Sanitation Supervisor Service Worker 1 Service Worker 2 Program Total: 17840 Residential-Loose Trash Collec Crewleader Crewleader (Sanitation) Equipment Operator Sanitation Inspector Sanitation Supervisor Program Total: 6256 Fabrication/Welding Fabricator/Welder 6258 Paint/Body Shop Equipment Mechanic 1 Equipment Mechanic 2 Paint and Body Specialist Program Total: Fund '03-04 '04-05 '05-06 '06-07 '07-08 2480 2480 2480 2480 2480 2480 2480 1 1 9 1 1 9 1 1 1 1 1 9 1 1 1 9 1 1 1 1 14 1 1 9 1 1 1 1 1 14 14 13 13 2480 2480 2480 2480 2480 2480 2480 1 1 32 2 1 32 2 1 33 1 1 1 37 2 1 32 2 1 1 1 37 1 1 38 2 1 32 2 1 1 1 40 2480 2480 2480 2480 2480 1 12 1 1 14 12 1 1 14 12 1 1 14 1 15 1 1 18 266 265 265 270 280 1 1 1 2 5 1 1 1 1 1 1 1 2 4 1 2 4 2 4 2 4 11 1040 2 1040 1040 1040 1 1 1 3 Field Operations Total: Engineering - 631 13720 Engineering Administration City Engineer Management Assistant Office Support Supervisor Secretary, Senior Program Total: 9 1 1000 1000 1000 1000 597 Return to TOC 2 40 Schedule Six Authorized Staffing Dept Program Name Position Title Engineering - 631 13730 CIP Administration Assistant City Engineer Associate Civil Engineer Civil Engineer, Senior Engineering Project Manager Engineering Technician, Senior Landscape Architect Management Aide Management Assistant, Sr. Program Total: 13740 CIP Design Engineering & Design Supervisor Engineering Technician 2 Engineering Technician, Senior Program Total: 13750 CIP Construction Civil Engineer, Senior Engineering Project Manager Engineering Technician 2 Engineering Technician, Senior Program Total: 13760 Property Management Engineering Technician 2 Engineering Technician, Senior Property Agent Property Manager Program Total: 13770 Mapping and Records Civil Engineer, Senior Engineering Inspector, Senior Engineering Technician 2 Engineering Technician, Senior Engineering Utility Coordinato Land Development Engineer Special Projects Administrator Program Total: 13780 Land Development Division Assistant City Engineer Civil Engineer, Senior Land Development Engineer Landscape Architect Management Aide Program Total: Fund '03-04 '04-05 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1000 1000 1 1 3 1 1 1 1 3 1 1 4 1 1 4 1 1 1 1 10 1 1 1 9 3 2 1 2 8 1 8 1 1 1 1 9 1000 1000 1000 1 1 3 5 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 1000 1000 1000 1000 1 1 2 1 2 1 2 1 1 3 1 2 1 1 5 3 3 3 2 1 1 1 5 1 1 2 2 1 3 2 1 3 2 1 3 2 1 2 1 2 1 4 3 3 1 2 1 2 1 3 1 1 5 1 4 1 5 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 2 1 1 1 2 1000 1000 1000 1000 1000 598 Return to TOC 1 5 1 2 1 1 1 4 Schedule Six Authorized Staffing Dept Program Name Position Title Engineering - 631 13790 Construction Inspection Assistant City Engineer Construction Eng Supervisor Engineering Inspector 2 Engineering Inspector, Senior Engineering Project Manager Program Total: 13800 Materials Testing Materials Technician Materials Technician, Senior Program Total: 13810 Special Projects Admin. GIS Analyst Special Projects Administrator Program Total: 13820 Utility Inspection Engineering Inspector 2 Engineering Utility Coordinator Utility Inspector Program Total: 16310 Transportation Engineering Pgm Civil Engineer, Senior Fund '03-04 1000 1000 1000 1000 1000 1 1 3 3 1 9 1000 1000 2 1 3 1000 1000 1 1 2 Program Total: 16510 Transportation Program Mgmt Dep Trans Dir Secretary Trans Planner Transportation Coordinator Transportation Prgrm Admin Program Total: 16520 Transportation Education Transportation Coordinator '05-06 '06-07 '07-08 1 3 3 1 3 3 1 3 3 1 3 3 7 7 7 7 2 1 3 2 1 3 2 1 3 2 1 3 2 1 2 1 2 1 2 2 3 3 3 1 1 1 1 1 44 45 46 45 45 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 2 5 1 1 1 1 1000 1000 1000 1660 Engineering Total: Transportation - 632 16410 Airport Operations Airport Manager Crewleader Secretary, Senior Service Worker 2 '04-05 1760 1760 1760 1760 1660 1660 1660 1660 1660 1660 599 Return to TOC 1 1 2 1 1 2 1 1 2 1 2 3 1 1 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Transportation - 632 16530 Dial-A-Ride Dispatcher/Router Lead Transit Oper Management Assistant, Sr. Secretary Secretary, Senior Transit Administrator Transit Coordinator Transit Manager Transit Operator Transit Supervisor Program Total: 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: 16580 Traffic Mitigation Associate Traffic Engineer 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: 16820 Signs & Markings Crewleader Service Worker 2 Service Worker 3 Sign Fabricator Traffic Signs & Markings Supervisor Program Total: 16910 Transportation Administration City Traffic Engineer Intelligent Trans Sys Tech Management Assistant, Sr. Secretary Secretary, Senior Traffic Ed Program Manager Transportation Director Program Total: Fund '03-04 '04-05 '05-06 '06-07 '07-08 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 4.75 4.75 4.75 6.5 1 1 1 1 1 1 1 1 1 1 1 1 1 1 21.5 3 34.25 1 1 21.5 3 34.25 1 1 21.5 3 34.25 1 1 24.75 3 39.25 6.5 6 1 1 1 1 2 2 17.75 1 39.25 1 1 1 1 1 1 3 3 1 1 1 1 4 1 1 1 1 1 5 1 1 1 1 1 5 1660 1 1 1 1 1 1340 1340 1340 1340 1340 1340 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 1 1 1 2 3 2 10 1340 1340 1340 1340 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 1340 1340 1340 1340 1340 1340 1340 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 5 1 5 1660 1660 1660 1660 1660 600 Return to TOC 1 1 1 1 1 1 4 4 Schedule Six Authorized Staffing Dept Program Name Position Title Transportation - 632 16920 Street Light Management Traffic Engineering Specialist Traffic Lighting Manager Program Total: 16930 Transportation Planning Trans Planner Transportation Coordinator Transportation Planning Mgr Program Total: 16940 Traffic Studies Assistant Traffic Engineer Neighrhood Traffic Specialist Sr. Traffic Engineer Traffic Ed Program Manager Traffic Engineering Technician Trans Planning Mgr Program Total: 16950 Traffic Design and Development Assistant Traffic Engineer Dep Trans Dir SR. Traffic Engineering Spec Traffic Engineering Technician Program Total: Fund 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 Transportation Total: Utilities - 641 17110 Utilities Administration Account Specialist Management Assistant, Sr. Secretary Secretary, Senior Sr. Civil Engineer Utilities Accting & Budget Mgr Utilities Assistant Director Utilities Director Program Total: 17115 Safety Administration Sr Mgmt Asst 2360 2360 2360 2360 2360 2360 2360 2360 2360 601 Return to TOC '03-04 '04-05 '05-06 '06-07 '07-08 1 1 1 1 1 1 2 1 1 2 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 4 4 4 1 1 1 4 1 1 1 4 1 1 1 1 1 3 1 1 3 1 1 3 1 1 1 3 1 1 1 3 80.25 80.25 81.25 88.25 89.25 1 1 2 1 1 1 2 1 1 2 2 1 1 1 7 1 1 7 1 1 8 1 2 2 1 1 1 2 1 11 1 1 2 1 1 1 2 1 10 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 17120 Information Management PC Support Specialist 1 PC Support Specialist II Sys Admin Utilities GIS Coordinator Utilities Network Engineer Utilities Technology Manager Utility Data Comm Manager Utility Data Coordinator Utility SCADA Planner Program Total: 17130 Public Service Representatives Public Service Representative 17140 System Security Security Officer Util Saf Secur Emerg Resp Coor Utilities Security Manager Program Total: 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 Program Total: 17170 West Area Plant Plant Instrument Tech Sr Plant Instrument Technician 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 Program Total: 17210 Customer Service - Field Utilities Supervisor Utility Distrib & Coll Supt Water Service Rep, Lead Water Service Representative Program Total: Fund '03-04 '04-05 '05-06 2360 2360 2360 2360 2360 2360 2360 2360 2360 1 1 1 2360 2360 2360 2360 2360 2360 2360 2360 2360 2400 2400 2400 2400 602 Return to TOC '07-08 1 1 1 1 3 1 1 1 5 3 3 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 '06-07 1 1 1 1 1 1 1 1 2 1 1 2 1 1 1 2 1 1 1 1 5 6 6 3 4 4 1 1 1 1 2 5 2 1 8 1 1 1 1 2 2 1 1 2 1 1 1 4 9 3 7 1 4 8 1 7 12 1 7 13 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 7 12 3 7 14 2 6 13 1 1 1 1 1 1 1 7 14 8 14 1 1 1 1 2 12 15 1 1 1 12 15 2 12 15 2 12 15 2 12 15 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '03-04 '04-05 '05-06 '06-07 '07-08 Utilities - 641 17220 Irrigation Crewleader 2400 1 1 1 1 1 2400 2400 2400 2400 2400 2400 1 1 1 1 6 1 1 10 6 1 1 10 1 1 1 5 1 1 10 1 1 1 5 1 9 1 1 1 5 1 1 10 1 1 1 1 1 4 1 7 1 1 6 1 9 1 6 1 9 1 7 1 10 1 6 1 9 1 4 1 6 1 1 4 1 7 1 1 4 1 7 1 1 6 1 9 1 1 6 1 9 1 1 1 1 1 2 1 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 6 5 5 5 1 1 1 6 1 7 4 1 13 2 15 8 2 27 2 15 8 2 27 2 17 9 2 30 1 2 16 9 2 30 17240 Central System Control Plant Operations Supervisor Superintendent of Water Treat Utility Safety & Security Cord Water Control Room Operator Water Plant Operator II Water Plant Operator, Senior Program Total: 17250 Pyramid Peak Plant Plant Instrument Tech Sr Plant Instrument Technician 2 Plant Maintenance Mechanic, Sr Water Plant Operator II Water Plant Operator, Senior Program Total: 17260 Cholla Treatment Plant Plant Instrument Technician 2 Plant Maintenance Mechanic 2 Water Plant Operator II Water Plant Operator, Senior Program Total: 17270 Major Maintenance Plant Operations Supervisor Water Plant Operator, Senior Program Total: 17280 Central System Maintenance Plant Instrument Tech Sr Plant Instrument Technician 1 Plant Instrument Technician 2 Plant Maintenance Mechanic 2 Plant Maintenance Mechanic, Sr Service Worker 2 Water Plant Ops Supv Program Total: 17290 Water Distribution Lead Water Srvc Rep Utilities Supervisor Utility System Tech I Utility System Tech II Utllity System Tech, Sr. Program Total: 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 603 Return to TOC 2 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '03-04 '04-05 '05-06 '06-07 '07-08 Utilities - 641 17300 Meter Maintenance Utilities Supervisor Utility Locator Utility System Tech I Utility System Tech II Utllity System Tech, Sr. 2400 2400 2400 2400 2400 1 3 4 1 1 10 1 3 4 1 1 10 1 3 4 1 1 10 1 4 4 1 1 11 1 4 3 2 1 11 Program Total: 17310 Oasis Water Campus Building Maintenance Worker Custodian Plant Instrument Tech II Public Srvc Rep Sr Plant Instrument Tech Sr Plant Maint Mechanic Sr Water Plant Oper Srvc Worker II (Water) Water Plant Operator II Water Plant Ops Supv Program Total: 17610 Pretreatment Program Pretreatment Inspector Pretreatment Inspector, Sr Pretreatment Officer Program Total: 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: 6444 Transmission Line Maintenance Utilities Supervisor Utility System Tech I Utility System Tech II Utility System Technician, Sr. Program Total: 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2420 2420 2420 2420 2420 2420 2420 2420 2420 2400 2400 2400 2400 Grand Total 2 3 1 6 2 3 1 6 1 4 4 1 5 1 5 1 3 1 5 1 1 1 1 6 3 1 13 1 1 1 8 4 1 16 1 1 1 9 5 1 17 1 9 5 2 18 140 146 165 186 1 6 3 1 12 1 6 4 1 12 132 Utilities Total: 1 2 1 1 1 1 1 1 1 1 6 1 15 1,780.30 1,875.16 1,916.01 2,031.51 2,100.51 604 Return 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 Imp Dist MPC Bonds - Series 2006A - GRPSTF/Zanjero MPC Bonds - Series 2006B - H/Conv/Media MPC Bonds - Series 2006B - Bridge Fin Related 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 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 3,525,750 259,763 340,750 $20,131,655 $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 $3,525,750 $259,763 $340,750 $25,206,655 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 Prelim 1,465,000 1,205,841 1,430,000 2,955,000 2,005,000 1,095,000 1,540,000 2,995,000 $14,690,841 65,925 211,890 1,329,700 1,649,850 1,285,550 367,562 1,232,331 453,250 2,669,121 $9,265,179 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 $345,000 1,535,925 1,422,731 2,764,700 4,609,850 3,295,550 1,467,562 2,777,331 458,250 5,669,121 300,000 $24,301,020 6/1/2000 4/1/2003 12/16/2003 2/7/2006 Prelim 8/1/2002 5,985,000 810,000 610,000 646,627 $8,051,627 1,058,888 453,250 3,972,750 3,716,032 2,192,506 482,155 $11,875,581 5,000 2,000 5,000 5,000 5,000 50,000 $72,000 7,048,888 1,265,250 3,977,750 3,721,032 2,807,506 1,178,782 $19,999,208 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 $ 199,159 $199,159 16,880 $16,880 $ $31,411,627 $42,578,939 Property Tax Funded Debt 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 GO Bonds - Series 2006B (refunding series 2000) General Obligation Bonds - Series 2007 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 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 2007 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 $ $ 650 5,000 5,000 10,650 $ 1,746,319 982,050 1,986,925 4,715,294 Landfill Revenue Funded Debt Service General Obligation Bonds - Series 2000 Sub-Total Landfill Revenue Funded Debt Total Debt Service Payments (All Funds) 6/1/2000 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 605 Return to TOC - 216,039 $216,039 $447,650 $74,438,216 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 Imp Dist MPC Bonds - Series 2006A - GRPSTF/Zanjero MPC Bonds - Series 2006B - H/Conv/Media MPC Bonds - Series 2006B - Bridge Fin Related 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 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 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 Prelim 1,353,173 1,480,000 3,035,000 2,065,000 1,130,000 1,600,000 3,110,000 $13,773,173 150,392 1,279,650 1,561,200 1,215,375 329,237 1,170,731 453,250 2,527,263 $8,687,098 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 $340,000 1,508,565 2,764,650 4,601,200 3,285,375 1,464,237 2,775,731 458,250 5,642,263 300,000 $22,800,271 6/1/2000 4/1/2003 12/16/2003 2/7/2006 Prelim 8/1/2002 6,310,000 835,000 640,000 671,096 $8,456,096 729,712 428,950 3,972,750 3,716,032 2,144,013 457,686 $11,449,143 5,000 2,000 5,000 5,000 5,000 50,000 $72,000 7,044,712 1,265,950 3,977,750 3,721,032 2,789,013 1,178,782 $19,977,239 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 4,706,806 131,827 $131,827 6,723 $6,723 $ - 138,550 $138,550 $32,291,096 $37,634,910 $442,650 $70,368,656 Property Tax Funded Debt 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 GO Bonds - Series 2006B (refunding series 2000) General Obligation Bonds - Series 2007 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 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 2007 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) HURF 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 Total Debt Service Payments (All Funds) 6/1/2000 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 606 Return to TOC 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 Imp Dist MPC Bonds - Series 2006A - GRPSTF/Zanjero MPC Bonds - Series 2006B - H/Conv/Media MPC Bonds - Series 2006B - Bridge Fin Related 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 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 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 GO Bonds - Series 2006B (refunding series 2000) General Obligation Bonds - Series 2007 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 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 2007 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 Prelim 1,565,000 1,535,000 3,135,000 2,150,000 1,170,000 1,660,000 3,235,000 81,380 1,224,150 1,439,800 1,143,100 289,688 1,106,731 453,250 2,402,863 $8,140,962 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 $340,000 1,651,380 2,764,150 4,579,800 3,298,100 1,464,688 2,771,731 458,250 5,642,863 300,000 $22,930,962 $14,450,000 6/1/2000 4/1/2003 12/16/2003 2/7/2006 Prelim 8/1/2002 6,655,000 860,000 665,000 696,490 $8,876,490 382,663 395,550 3,972,750 3,716,032 2,118,413 432,292 $11,017,700 5,000 2,000 5,000 5,000 5,000 50,000 72,000 7,042,663 1,257,550 3,977,750 3,721,032 2,788,413 1,178,782 $19,966,190 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 $0 $ - $0 $32,201,490 $36,210,046 $437,650 $68,849,186 $ $ $ Landfill Revenue Funded Debt Service General Obligation Bonds - Series 2000 Sub-Total Landfill Revenue Funded Debt Total Debt Service Payments (All Funds) 6/1/2000 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 607 Return to TOC Schedule Seven Long Term Debt Service Detail FY 2010-11 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 Imp Dist MPC Bonds - Series 2006A - GRPSTF/Zanjero MPC Bonds - Series 2006B - H/Conv/Media MPC Bonds - Series 2006B - Bridge Fin Related 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 6/1/2006 7/31/2002 7/31/2003 $ 305,000 1,330,000 1,565,000 1,250,000 1,455,000 $5,905,000 $ 5,280,722 2,117,881 343,000 1,494,025 6,019,000 259,763 $15,514,391 $ 5,000 5,000 5,000 $15,000 $ 5,590,722 3,452,881 1,913,000 2,744,025 7,474,000 259,763 $21,434,391 Property Tax Funded Debt 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 GO Bonds - Series 2006B (refunding series 2000) General Obligation Bonds - Series 2007 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 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 2007 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 Prelim 1,600,000 3,245,000 2,235,000 1,210,000 1,720,000 1,625,000 3,365,000 1,162,750 1,314,400 1,057,100 247,275 1,040,331 453,250 2,273,463 $7,548,569 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 $335,000 0 2,767,750 4,564,400 3,297,100 1,462,275 2,765,331 2,083,250 5,643,463 300,000 $22,883,569 $15,000,000 6/1/2000 4/1/2003 12/16/2003 2/7/2006 Prelim 8/1/2002 890,000 2,595,000 3,455,000 1,680,000 722,845 9,342,845 361,150 3,972,750 3,716,032 2,091,813 405,937 10,547,682 5,000 2,000 5,000 5,000 5,000 50,000 72,000 5,000 1,253,150 6,572,750 7,176,032 3,776,813 1,178,782 $19,962,527 6/1/2000 6/1/2004 4/11/2006 2,350,000 1,540,000 3,890,000 373,163 427,025 800,188 $ 5,000 5,000 10,000 2,728,163 1,972,025 4,700,188 $0 $0 $ - $0 $34,137,845 $34,410,828 $432,000 $68,980,674 $ $ $ Landfill Revenue Funded Debt Service General Obligation Bonds - Series 2000 Sub-Total Landfill Revenue Funded Debt Total Debt Service Payments (All Funds) 6/1/2000 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 608 Return to TOC Schedule Seven Long Term Debt Service Detail FY 2011 through FY 2035 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 Imp Dist MPC Bonds - Series 2006A - GRPSTF/Zanjero MPC Bonds - Series 2006B - H/Conv/Media MPC Bonds - Series 2006B - Bridge Fin Related 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 6/1/2006 7/31/2002 7/31/2003 $ 96,065,000 44,400,000 5,295,000 28,370,000 91,145,000 5,055,000 7,250,000 $277,580,000 $ 78,977,054 26,946,413 539,500 12,824,375 95,663,100 5,340,206 8,007,625 $228,298,273 $ $ 5,000 5,000 5,000 15,000 $ 175,047,054 71,351,413 5,839,500 41,194,375 186,808,100 10,395,206 15,257,625 $505,893,273 $ 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 335,000 30,400,488 31,644,550 26,698,388 5,815,231 27,216,288 8,399,500 62,028,713 300,000 $192,503,158 $ 2,000 5,000 5,000 5,000 50,000 67,000 8,696,100 118,404,750 107,550,278 60,402,390 12,466,604 307,520,122 $ 8,183,355 9,831,525 18,014,880 $ - Property Tax Funded Debt 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 GO Bonds - Series 2006B (refunding series 2000) General Obligation Bonds - Series 2007 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 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 2007 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 Prelim 23,125,000 26,965,000 21,955,000 5,285,000 21,545,000 7,440,000 48,295,000 $154,610,000 7,270,488 4,674,550 4,738,388 525,231 5,666,288 954,500 13,728,713 $37,558,158 7,410,000 77,405,000 76,545,000 40,905,000 10,004,877 212,269,877 1,284,100 40,994,750 31,000,278 19,492,390 2,411,727 95,183,245 $ 7,580,000 8,710,000 16,290,000 $ 598,355 1,116,525 1,714,880 $ 5,000 5,000 10,000 $ - $ - $ - $362,754,556 $ 427,000 6/1/2000 4/1/2003 12/16/2003 2/7/2006 Prelim 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 Total Debt Service Payments (All Funds) 6/1/2000 $660,749,877 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 609 Return to TOC $1,023,931,433 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 Imp Dist MPC Bonds - Series 2006A - GRPSTF/Zanjero MPC Bonds - Series 2006B - H/Conv/Media MPC Bonds - Series 2006B - Bridge Fin Related 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 6/1/2006 7/31/2002 7/31/2003 $3,380,000 96,840,000 49,625,000 8,415,000 33,030,000 96,450,000 5,055,000 7,250,000 $300,045,000 $248,990 100,137,675 35,650,288 2,023,776 19,147,225 120,250,000 3,525,750 6,379,257 9,029,875 $296,392,836 $10,000 25,000 25,000 25,000 $85,000 $3,638,990 197,002,675 85,300,288 10,463,776 52,177,225 216,700,000 3,525,750 11,434,257 16,279,875 $596,522,836 6/1/1998 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 Prelim 1,465,000 4,124,014 29,170,000 39,335,000 30,410,000 9,890,000 28,065,000 9,065,000 61,000,000 $212,524,014 65,925 443,662 12,266,738 10,639,800 9,439,513 1,758,994 10,216,413 2,767,501 23,601,422 $71,199,968 5,000 15,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 1,500,000 $1,695,000 1,535,925 4,582,676 41,461,738 49,999,800 39,874,513 11,673,994 38,306,413 11,857,501 84,626,422 1,500,000 $285,418,982 6/1/2000 4/1/2003 12/16/2003 2/7/2006 Prelim 8/1/2002 18,950,000 10,805,000 80,000,000 80,000,000 44,500,000 12,741,935 246,996,935 2,171,263 2,923,000 56,885,750 45,864,406 28,039,135 4,189,797 140,073,351 20,000 10,000 25,000 25,000 25,000 250,000 355,000 21,141,263 13,738,000 136,910,750 125,889,406 72,564,135 17,181,732 387,425,286 6/1/2000 6/1/2004 4/11/2006 4,735,000 11,630,000 14,530,000 30,895,000 512,344 2,201,856 3,185,325 5,899,525 $ 1,950 25,000 25,000 51,950 5,249,294 13,856,856 17,740,325 36,846,475 330,986 $330,986 23,603 $23,603 $ - 354,589 $354,589 $790,791,935 $513,589,283 $2,186,950 $1,306,568,168 Property Tax Funded Debt 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 GO Bonds - Series 2006B (refunding series 2000) General Obligation Bonds - Series 2007 G.O. Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 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 2007 WIFA 2001 Sub-Total W/S Revenue Funded Debt Street Revenue Bonds Debt Service (HURF) HURF 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 Total Debt Service Payments (All Funds) 6/1/2000 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 610 Return to TOC Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2007-08 Northern Crossing ** 1000-11380-560400 1000-11380-560600 2008-09 2009-10 2010-11 2011-12 1,611,111 205,417 1,816,528 Beyond 12 331,528 331,528 363,611 363,611 363,611 363,611 1,055,555 318,750 1,374,305 Remodeling Office Space - '00 LaSalle Lease 1000-11380-560400 193,883 1000-11380-560600 28,540 Total 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 1000-11380-560400 1000-11380-560600 Total 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 1000-12433-560400 54,850 1000-12433-560600 4,822 Total 59,672 56,291 3,381 59,672 57,770 1,902 59,672 29,452 384 29,836 - - Fire Trucks & Equipment - '07 Lease 1000-12433-560400 1000-12433-560600 Total 68,959 24,610 93,569 71,655 21,915 93,569 74,381 19,188 93,569 77,212 16,357 93,569 80,150 13,419 93,569 Bank of America Loans (Note 2000A &B) 1000-11380-560400 281,413 1000-11380-560600 22,867 Total 304,280 99,555 1,685 101,240 - - - - - - - Total Konica 7155 Copier - '03 BofA Lease 1000-11320-560400 1000-11320-560600 Total 1,611,111 68,472 1,679,583 295,643 23,568 319,211 1,704 97 1,801 1,747 54 1,801 889 11 900 Hickman - '03 BofA Lease ** 1000-11380-560400 1000-11380-560600 Total 557,100 557,100 557,100 557,100 628,000 557,100 1,185,100 Motorola - '03 BofA Lease** 1000-11380-560400 1000-11380-560600 Total 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 1000-11030-560400 1000-11030-560600 Total 1,845 133 1,978 1,903 75 1,978 974 15 989 - - - 2,998,112 2,759,145 2,588,420 General Fund (1000) Total: * Account 560400 (Prin) & 560600 (Int) ** Variable Rate Lease 611 Return to TOC 2,000,000 510,000 2,510,000 4,252,962 4,800,000 360,000 5,160,000 7,070,097 - 1,998,795 Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2007-08 2008-09 2009-10 2010-11 2011-12 Beyond 12 Environmental Sweeper - '00 LaSalle Lease 1340-16730-560400 32,859 1340-16730-560600 4,837 Total 37,696 34,813 3,443 38,256 36,883 1,967 38,850 19,256 402 19,658 - - Streets Fund (1340) Total: 37,696 38,256 38,850 19,658 - - 1 Roll-off Truck - '06 Banc of America Lease 2480-17810-560400 23,421 2480-17810-560600 3,461 Total 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 2480-17820-560400 32,284 2480-17820-560600 2,332 Total 34,617 33,301 1,315 34,616 17,042 266 17,308 - - - 1 Sideloader Refuse Truck -'06 Banc of America Lease 2480-17820-560400 39,330 40,803 2480-17820-560600 5,811 4,339 Total 45,141 45,141 42,330 2,811 45,141 43,915 1,226 45,141 - - 1 Frontload Truck - '07 Lease 2480-17820-560400 2480-17820-560600 Total 39,720 7,735 47,455 41,255 6,200 47,455 42,825 4,630 47,455 44,454 3,001 47,455 46,146 1,309 47,455 - Sideloader Truck - 04 BancOne Lease 2480-17830-560400 2480-17830-560600 Total 33,575 2,425 36,000 34,633 1,368 36,001 17,723 277 18,000 - - - Sideloader Refuse Trucks - '03 BofA Lease 2480-17830-560400 122,616 2480-17830-560600 3,538 Total 126,154 62,363 714 63,078 - - - - 3 Sideloader Refuse Trucks -'06 Banc of America Lease 2480-17830-560400 114,268 118,547 2480-17830-560600 16,884 12,605 Total 131,152 131,152 2 Sideloader Refuse Truck - '07 Lease 2480-17830-560400 2480-17830-560600 Total * Account 560400 (Prin) & 560600 (Int) ** Variable Rate Lease 75,735 14,748 90,483 78,661 11,822 90,483 612 Return to TOC 122,986 8,166 131,152 127,591 3,561 131,152 - - 81,654 8,829 90,483 84,762 5,721 90,483 87,988 2,496 90,483 - Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2007-08 2008-09 2009-10 2010-11 2011-12 Beyond 12 Rearloader Trucks (2) - '04 BancOne Lease 2480-17840-560400 54,975 2480-17840-560600 3,971 Total 58,946 56,706 2,240 58,946 29,019 454 29,473 - - - Rearloader Sanitation Truck - '03 BofA Lease 2480-17840-560400 22,967 2480-17840-560600 663 Total 23,630 11,681 134 11,815 - - - - 2 Rearloader Refuse Trucks - '06 Banc of America Lease 2480-17840-560400 64,722 67,146 2480-17840-560600 9,563 7,140 Total 74,286 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 2480-17840-560400 22,784 23,637 2480-17840-560600 3,366 2,513 Total 26,151 26,151 24,522 1,628 26,151 25,441 710 26,151 - - 1 Tractor - '07 Lease 2480-17840-560400 2480-17840-560600 14,376 2,800 17,176 14,932 2,244 17,176 15,500 1,676 17,176 16,090 1,086 17,176 16,702 474 17,176 - Sanitation Fund (2480) Total: 738,072 663,181 523,506 458,725 155,114 - Library Copier- Keybank Lease 1260-15410-560400 1260-15410-560600 Total 78,784 4,016 82,800 61,113 987 62,100 - - - - 5,445 535 5,980 2,808 182 2,990 - - - - 88,780 65,090 - - - - Larry Miller Land Purchase 1620-77752-560400 1620-77752-560600 Total 540,000 27,216 567,216 540,000 18,144 558,144 540,000 9,072 549,072 - - - DIF -Gen Gov't (1620) Total: 567,216 558,144 549,072 - - - 4,429,876 4,083,816 3,699,848 Total Library Copier- Kansas State Bank 1260-15410-560400 1260-15410-560600 Total Library Fund (1260) Total: Grand Total: * Account 560400 (Prin) & 560600 (Int) ** Variable Rate Lease 613 Return to TOC 4,731,346 7,225,211 1,998,795 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 (1000) 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 Conv./Media/Parking Convention/Media/Parking Comm. Action Program CAP Local Match Human Resources Compensation Employee Benefits Employee Relations Employment Services Human Resources Administration Organizational Development $2,156 $96 $3,181 $3,483 $6,790 $311 $13,767 $871 $1,514 $1,514 $3,121 $1,862 $1,514 $871 $2,274 $829 $1,197 $500 $4,209 $4,568 $48 $11,463 $20,257 $350 $8,283 $5,037 $2,377 $63 $3,747 $1,487 $2,719 $96 $3,020 $1,299 $27,200 $7,999 $3,233 $16,811 $21,816 $17,710 $2,851 $1,488 $21,899 $8,359 $4,390 $3,751 $7,254 $191 $2,713 $348 $101 $455 $12,423 $97,384 $3,109 $8,959 $4,554 $1,341 $7,327 $3,369 $6,858 $322,540 $36,000 $4,159 $4,059 $479 $2,418 $71 $3,069 $2,376 $2,193 $1,720 $2,869 $17,931 $1,827 $96 $502 $72 $739 $162 $48 614 Return to TOC $487 $395 $487 $27,123 $487 $9,698 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 Human Resources Risk Management/Safety 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 Police Department Central Patrol Bureau Crime Investigations PD - Communications 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 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 $4,747 $120 $1,326 Vehicle Replacement Telephone $972 $656 $48 $3,407 $1,648 $9,916 $4,134 $5,396 $2,865 $477 $2,866 $619 $2,283 $1,388 $120 $24 $138 $216 $19,548 $12,120 $5,455 $8,935 $2,317 $1,634 $7,391 $4,072 $1,983 $19,682 $5,075 $4,213 $367,718 $14,788 $3,603 $895 $144 $36 $6,855 $972 $1,487 $335 $369 $1,021 $200 $49,275 $1,619 $388,503 $100 $212,476 $978,696 $176,006 $285,458 $387 $24 $1,895 $24 $363 $48 $387 $3,855 $727 $205,002 $1,260 $387 $1,090 $5,371 Technology Replacement $2,398 $2,720 $126,550 $733,661 $134,770 $378,870 $68,902 $4,796 $593 $435 $24 $2,600 $4,261 $4,099 $1,379 $48 $1,093 $335 615 Return 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 Parks & Recreation Adult Center Aquatics Audio/Visual Elsie McCarthy Pk. Maintenance Foothills Recreation Center Glendale Community Center Historic Sahuaro Ranch Marketing - Parks & Rec Park Irrigation Park Rangers Parks & Recreation Admin. Parks CIP & Planning Parks Maintenance Pool Maintenance Recreation Support Services Special Events and Programs Sports and Health Youth and Teen Comm. Partnerships Community Revitalization Neighborhood Partnership Library & Arts Arts Maintenance - Admin. 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. Assist. Economic Development Downtown Beaut. & Promotion Economic Development Code Compliance Code Compliance Public Works Admin. Public Works Administration Worker's Insurance Compensation $126 $971 $2,496 $2,542 $13,370 $22,726 $1,658 $50,510 $6,476 $2,736 $106 $146 $4,680 $1,239 $194 $116 $1,498 $1,977 $341 $2,700 $10,872 $911 $1,189 $2,869 $1,624 $5,770 Vehicle Replacement Technology Replacement Telephone $7,263 $972 $71,584 $19,855 $972 $17,829 $13,382 $7,025 $71,811 $41,950 $540 $487 $1,944 $3,343 $2,261 $35,803 $2,349 $52,416 $540 $5,331 $2,104 $3,114 $3,957 $120 $2,917 $1,366 $8,467 $11,624 $3,416 $2,277 $51,466 $588 $10,854 $5,456 $127,871 $59,274 $2,429 $96 $972 $335 $43,109 $5,094 $5,816 $9,501 $937 $2,893 $20,063 $9,943 $9,310 $7,341 $355 $5,068 $1,750 $10,940 $2,232 $216 $72 $120 $96 $3,888 $2,499 $7,044 $2,484 $991 $656 $2,277 $844 $8,159 $1,969 $15,319 $4,017 $487 $1,206 $46,847 $5,717 $2,940 $3,200 $4,724 $144 $10,392 $708 $1,220 $24 616 Return to TOC $23,769 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 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 $1,818 $10,268 $21,545 $5,496 $2,217 $35 Vehicle Replacement $694 $9,295 $11,870 $192 $1,819 $6,997 $17,245 $45,027 $259 $310 $96 $4,336 $100 $96 $72 $2,048 $72 $2,048 $9,923 $6,008 $43,481 Technology Replacement Telephone $4,876 $4,120 $5,675 $6,221 $30,622 $31,385 $5,768 $4,016 $13,287 $2,891 $4,592 $6,224 $5,915 $1,753 $4,351 $2,453 $5,285 $2,040 $17,734 $4,347 $9,551 $4,648 $1,679,307 $635,802 $1,611,450 $1,925,597 $777,024 $36,440 $24,417 $11,782 $1,595 $11,175 $7,742 $13,377 $11,175 $7,742 $540 $350 $540 $350 General Services (1040) Field Operations Equipment Management Fuel Services Parts Store Operations Total - General Services $24 $36,440 $24,441 Telephone (1100) Info. Technology Telephones $1,084 Total - Telephone $1,084 Tech. Replacement (1140) Info. Technology Technology Replacement Total - Tech. Replacement Arts Commission (1220) Library & Arts Arts Maintenance $1,458 Total - Arts Commission $1,458 617 Return 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 Streets (1340) Field Operations Right-of-Way Maintenance Street Cleaning Street Maintenance Transportation Signs & Markings Street Light Management Traffic Design and Development Traffic Signals Traffic Studies Transportation Administration Transportation Planning Total - Streets $43,202 $8,541 $84,815 $23,480 $3,414 $35,953 $67,658 $155,007 $209,503 $972 $13,396 $11,584 $3,694 $25,428 $5,501 $111,311 $1,187 $9,812 $683 $731 $10,261 $96 $846 $65 $47,993 $1,215 $1,419 $26,315 $1,715 $4,949 $2,649 $3,153 $15,331 $1,623 $308,659 $85,341 $514,355 $38,490 $13,343 $13,677 $13,677 Transportation (1660) Engineering Transportation Engineering Pgm Transportation Dial-A-Ride Fixed Route Intelligent Transportation Sys Traffic Mitigation Transportation Education Transportation Program Mgmt Total - Transportation $74,816 $24 $680 $16,426 $872 $1,467 $24 $92 $48 $1,341 $19,557 $27,434 $4,687 $4,849 $2,501 $3,608 $1,348 $74,816 $18,953 $29,935 $11,664 $24,406 $17,519 $25,629 $149,610 $2,100 $180 $17,519 $25,629 $149,610 $2,100 $180 $10,199 $7,291 $10,199 $7,291 $5,643 $2,344 $1,214 $11,159 $11,774 Police Spec. Rev. (1700) Police Department Patrol - Special Revenue Fund Total - Police Spec. Rev. Fire Spec. Revenue (1720) Fire Department Fire - Special Revenue Fund Total - Fire Spec. Revenue Civic Center (1740) Civic Center Civic Center 618 Return 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 - Civic Center Worker's Insurance Compensation Vehicle Replacement Technology Replacement Telephone $5,643 $2,344 $1,214 $11,159 $11,774 $20,133 $1,252 $4,939 $3,311 $20,321 $20,133 $1,252 $4,939 $3,311 $20,321 Airport (1760) Transportation Airport Operations Total - Airport RICO Fund (1860) Police Department State RICO $40,799 Total - RICO Fund $40,799 Park Self Sustain. (1880) 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 $322 $23 $320 $109 $503 $1,851 Total - Self-Sustaining Fund $972 $3,128 $972 $96 $2,168 $3,779 $7,604 $844 $656 $3,599 $1,378 $32,186 $21,299 $5,679 $453 $3,343 Water/Sewer Fund (2360) Env. Resources Environmental Resources Water Quality Finance Customer Service Office Utilities Arrowhead Reclamation Plant Information Management Public Service Representatives Safety Administration System Security Utilities Administration West Area Plant Total - Water/Sewer Fund $11,760 $308,111 $1,960 $223 $1,038 $5,954 $10,439 $7,153 $9,667 $1,320 $1,750 $16,975 $13,021 $321,831 $22,553 $69,307 $257,329 $165,794 $2,343 $1,546 $2,717 $335 $219,384 $1,980 $142,995 Water Sub-Fund (2400) Env. Resources Water Conservation 619 Return 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 Building Safety Cross Connection Control Utilities Central System Control Central System Maintenance Cholla Treatment Plant Customer Service - Field Irrigation Meter Maintenance Oasis Water Campus Pyramid Peak Plant Water Distribution Total - Water Sub-Fund Worker's Insurance Compensation Vehicle Replacement $759 $3,866 $3,608 $3,022 $5,382 $6,513 $605 $4,883 $1,449 $8,332 $19,394 $10,040 $11,146 $3,326 $24,388 $2,394 $21,371 $25,568 $7,810 $142,944 $25,480 $56,290 $1,960 Technology Replacement Telephone $1,026 $496 $62,880 $2,500 $254,399 $66,623 $3,331 $2,562 $11,524 $15,914 $130,350 $718 $1,960 $14,086 $146,264 $718 $51,686 $14,062 $5,564 $4,608 $1,685 $12,399 $11,435 $2,605 $3,135 $8,359 $4,809 $2,733 $2,130 $51,686 $25,919 $29,574 $18,031 $85,540 $34,434 $64,170 $8,781 $32,580 $11,013 $17,328 $2,932 $1,458 $972 $1,944 $4,353 $192,925 $63,853 $2,875 $4,374 $10,341 $59,972 $3,132 $13,204 $11,575 $59,972 $3,132 $13,204 $11,575 $25,480 Sewer Sub-Fund (2420) Utilities Pretreatment Program Wastewater Collection Total - Sewer Sub-Fund Landfill Fund (2440) Field Operations Landfill MRF Operations Recycling Solid Waste Admin Total - Landfill Fund Sanitation Fund (2480) Field Operations Curb Service Residential-Loose Trash Collec Sanitation Frontload Sanitation Roll-off Total - Sanitation Fund $2,875 Housing (2500) Comm. Partnerships Community Housing Total - Housing 620 Return to TOC $5,988 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 Training Fac - Rev (2530) Police Department PS Training Ops - Police Fire Department PS Training Ops - Fire Field Operations PS Training Ops - Fac. Mgmt. $39,912 $5,400 $9,120 $16,200 $9,120 $4,137 $500 $11,496 $1,000 $1,000 $6,107 Total - Training Fac - Rev $5,137 $1,500 $57,515 $21,600 $18,240 Total Internal Premiums : $2,812,791 $991,514 $2,909,243 $2,398,259 $1,071,211 621 Return 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 $1,018,000 $1,018,000 Water/Sewer Fund Utilities Administration Utilities Administration $4,152,000 $42,120 $42,120 $4,152,000 Landfill Fund Gas Management System Landfill Landfill MRF Operations Recycling Solid Waste Admin Solid Waste Admin $7,000 $53,000 $388,000 $351,000 $178,000 $176,000 $1,100,000 $7,000 $60,000 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: $59,000 $200,690 $858,000 $269,000 $57,614 $54,000 $96,569 $410,000 $179,000 $1,716,000 $113,000 $30,617 $385,490 $7,986,000 $173,000 $385,490 622 Return to TOC $42,120 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2008 Budget General Fund (1000) Police Department PD - Fiscal Management (12210) One-Time Supplemental Patrol Cars, MDT's, Equip (25) Police Administration (12120) One-Time Supplemental Vehicle - Crown Victoria $1,292,300 $44,185 Homeland Security Emergency Operations Ctr (EOC) (12820) Carryover EOC Equipment Neighborhood Imp Gr Neighborhood Improvement Grant (15120 Carryover Arrowhead Ranch Streetscape Carryover West Plaza One Street Paving Carryover Apollo Heights Landscaping Carryover Orchard Glen Design Carryover West Plaza III/IV Improvements Neighborhood Improvement Grant Economic Development Downtown Beaut. & Promotion (16040) One-Time Supplemental 1/2 Ton Pickup - 2 $69,000 $95,448 $46,528 $18,065 $15,347 $6,890 $182,278 $32,000 Code Compliance Code Compliance (14410) One-Time Supplemental Code Comp Insp Veh's (2) GENERAL FUND TOTAL ....................................................................... $32,500 $1,652,263 National Events Res. (1010) Homeland Security EOC - Super Bowl Event (12399) One-Time Supplemental Physical Security Equip. Field Operations Right-of-Way - Mega Events (13500) One-Time Supplemental Construction of 8 Signs One-Time Supplemental Design & Construction Admin Right-of-Way - Mega Events NATIONAL EVENTS RES. TOTAL ...................................................... 623 Return to TOC $160,000 $336,000 $116,088 $452,088 $612,088 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2008 Budget Vehicle Replacement (1120) Field Operations Equipment Replacement (13610) Base Scheduled Vehicle/Equip Repl's Base Scheduled Repl's -Add'l Approp Equipment Replacement $2,394,433 $590,308 $2,984,741 VEHICLE REPLACEMENT TOTAL .................................................... $2,984,741 Tech. Replacement (1140) Info. Technology Technology Replacement (11530) Base Scheduled Technology Repl's Carryover Scheduled Technology Repl's Technology Replacement TECH. REPLACEMENT TOTAL .......................................................... $656,545 $288,000 $944,545 $944,545 Court Fund (1240) City Court Court Security (10510) Base Access Control Upgrades COURT FUND TOTAL ............................................................................ $4,000 $4,000 Transportation (1660) Transportation Transportation Program Mgmt (16510) Ongoing Supplemental Pavement Management TRANSPORTATION TOTAL ................................................................. $3,500,000 $3,500,000 Police Spec. Rev. (1700) Police Department Patrol - Special Revenue Fund (12310) One-Time Supplemental Vehicle - Crown Victoria POLICE SPEC. REV. TOTAL ................................................................. 624 Return to TOC $79,533 $79,533 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2008 Budget Other Grants Fund (1840) Police Department VOCA 2003-113 (33018) Base Equipment over $5000 OTHER GRANTS FUND TOTAL .......................................................... $17,817 $17,817 RICO Fund (1860) Police Department Federal RICO (32020) Base Equipment $100,000 Pch Investigation Veh's (10) $325,000 State RICO (32030) Timed RICO FUND TOTAL ................................................................................ 625 Return to TOC $425,000 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2008 Budget Water/Sewer Fund (2360) Utilities Customer Service - Field (17210) Carryover AMR Hardware/Software Oasis Water Campus (17310) Ongoing Supplemental Ongoing Supplemental Ongoing Supplemental One-Time Supplemental One-Time Supplemental One-Time Supplemental One-Time Supplemental One-Time Supplemental System Security (17140) One-Time Supplemental Communication Equipment Equipment Under $5000 Communication Equipment Vehicles 1 Fully Equipped Truck Crew Truck Building Services Test Equip. Custodial Truck Liftgate Oasis Water Campus Sedan Water Distribution (17290) One-Time Supplemental One-Time Supplemental One-Time Supplemental One-Time Supplemental $5,500 $4,800 $2,600 $196,000 $27,000 $22,000 $12,000 $5,000 $274,900 $16,400 Utilities Administration (17110) Base Equipment Wastewater Collection (17630) Base One-Time Supplemental $250,000 $1,520 Equipment 3/4 Ton Extended Cab Pick Up Wastewater Collection $10,000 $16,323 $26,323 Ten Cubic Yard Dump Truck New Crew Truck New Backhoe New Backhoe Trailer Water Distribution $120,000 $85,000 $80,000 $20,000 $305,000 West Area Plant (17170) Base RSPS Trash Removal WATER/SEWER FUND TOTAL ............................................................ $6,250 $880,393 Housing (2500) Comm. Partnerships Community Housing (17910) Base Misc Cap Projects HOUSING TOTAL .................................................................................... 626 Return to TOC $275,000 $275,000 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2008 Budget Training Fac - Rev (2530) Fire Department PS Training Ops - Fire (12590) Carryover Equipment TRAINING FAC - REV TOTAL ............................................................. Grand Total: 627 Return to TOC $296,676 $296,676 $11,672,056 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2008 Budget General Fund (1000) Mayor Office of the Mayor (10010) Community Activities $6,000 Council Office Barrel District (10130) Small Capital Projects $15,000 Cactus District (10150) Small Capital Projects $15,000 Cholla District (10120) Small Capital Projects $15,000 Ocotillo District (10170) Small Capital Projects $15,000 Sahuaro District (10140) Small Capital Projects $15,000 Yucca District (10160) Small Capital Projects $15,000 City Clerk Elections (10240) 2007 Spring Special Election Independent Election Costs $120,000 $65,000 $185,000 Elections Info. Technology Information Technology (11510) Web/Eservices Hansen Maintenance $211,748 $3,391 Information Technology $215,139 Non-Departmental Fund 1000 Non-Dept (11801) Unbudgeted Carryover Reserve $545,000 Police Department Police Personnel Management (12160) PD Recruit-4/17Wrkshp/ReDevLnd 628 Return to TOC $200,000 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2008 Budget Homeland Security Emergency Operations Ctr (EOC) (12820) EOC Equipment Res. Infill Housing Res. Infill Housing Incentives (15110) Res. Infill Housing Incentives $69,000 $50,432 Comm. Partnerships Neighborhood Partnership (15015) Professional Contractual - GIS $47,840 Maintenance Funds $13,000 Neighborhood Partnership Neighborhood Imp Gr Neighborhood Improvement Grant (15120) Pioneer Streetscape Mary Silva Park Improvements $60,840 $243,584 $196,198 Arrowhead Ranch Streetscape $95,448 Spring 2007 Grants Tierra Buena Park Improvements $65,072 $52,922 Small Grants $48,500 Clavelito Park Improvements West Plaza One Street Paving $47,222 $46,528 Catlin Court Streetscape Apollo Heights Landscaping $44,569 $18,065 Orchard Glen Design $15,347 West Plaza III/IV Improvements $6,890 Neighborhood Improvement Grant $880,345 Rebates & Incentives Redevelopment Land Acquisition (16230) Professional & Contractual $1,592,148 Visual Improvement Program (16220) Property Improvement $411,898 VIP-FY08 Council Budget WS $150,000 Visual Improvement Program GENERAL FUND TOTAL .................................................................................. 629 Return to TOC $561,898 $4,455,802 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2008 Budget Tech. Replacement (1140) Info. Technology Technology Replacement (11530) Scheduled Technology Repl's $288,000 TECH. REPLACEMENT TOTAL ..................................................................... $288,000 HOME Fund (1300) Comm. Partnerships HOME Program (30001) Habitat, VOS-Acq/Rehab-30010 $228,926 Unprogrammed Add'I-30007 S.F. Res Rehab-30002 $165,447 $144,239 S.F.Res Replace-30008 $129,548 HOME/Add'I Match CSA/LOS Vecino-ACQ/REHAB-30006 $79,916 $76,990 Habitat, WV-30012 $40,444 CHRA-1st Time Home Buyer-30011 $20,000 $885,510 HOME Program HOME FUND TOTAL ......................................................................................... 630 Return to TOC $885,510 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2008 Budget C.D.B.G. (1320) Comm. Partnerships CDBG Programs (31001) Boys & Girls Clubhouse-31057 SFR Rehab-30002 $350,000 $189,263 Orchard Glen Streetscape-31031 $185,089 Visual Improvement Prgm-31063 Downtown Streetscape-31062 $164,795 $109,673 Glendale Haciendas-31068 $109,139 Comm Pshp-Clavelito Park-31066 CSA-Emerg Home Repr-31021 $100,000 $85,816 CPLC Infill Hsg-31015 $85,000 Comm Hsg-Util Replmnt-31065 Prehab Faith House-31024 $80,000 $76,565 YWCA Kitchen-31011 Roof Repair-31022 $59,853 $53,883 St Mary's/W-side FB-Prkg-31069 $38,714 VOS School-Cabinets-31008 Vol Demo-L/M-31002 $34,958 $30,825 St Mary's/W-side FB Renv-31059 $30,484 ABIL-31045 Vol Demo-S/B-31003 $18,000 $16,130 YWCA-Exterior-31070 $1,350 CDBG Programs C.D.B.G. TOTAL .................................................................................................. $1,819,537 $1,819,537 Streets (1340) Transportation Traffic Signals (16810) New Signals (2) $370,000 Traffic Studies (16940) Traffic Mit $50,000 STREETS TOTAL ................................................................................................ 631 Return to TOC $420,000 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2008 Budget Transportation (1660) Transportation Red Light Enforcement (16600) Red Light Enforcement $402,200 TRANSPORTATION TOTAL ............................................................................ $402,200 Emergency Shelter (1830) Comm. Partnerships Emergency Shelter Grant (31905) Unprogrammed ESG $2,946 EMERGENCY SHELTER TOTAL .................................................................... $2,946 Water/Sewer Fund (2360) Utilities Customer Service - Field (17210) AMR Hardware/Software $250,000 Oasis Water Campus (17310) Salt for Nitrate Equipment $250,000 SROG (91st Ave) Plant (17620) Professional and Contractual $1,400,000 WATER/SEWER FUND TOTAL ....................................................................... $1,900,000 Training Fac - Rev (2530) Fire Department PS Training Ops - Fire (12590) Equipment $296,676 TRAINING FAC - REV TOTAL ........................................................................ Grand Total: 632 Return to TOC $296,676 $10,470,671 Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* General Fund (1000) Building Safety Building Safety (15610) Shop Chargeback-Fuel Fuel Budget Increase Westgate-Bldg Safety Rvw/Insp. (15630) Authorized Salaries Authorized Salaries Employee Benefits General Retirement Authorized Salaries Authorized Salaries Social Security Overtime Medicare Professional Development Cell Phone Charges Office Supplies Insurance Premium Equipment Repair Uniforms Shop Chargeback-Fuel Workers' Comp. Premium Shop Chargeback-Fuel Other Line Supplies Equipment Under $5,000 Equipment Under $5,000 Shop Chargeback-Fuel Office Supplies Office Supplies Cell Phone Charges Telephone Utilities Shop Chargeback-Fuel Cell Phone Charges Uniform Allowance Office Supplies Office Equip. Maint. Cell Phone Charges Office Supplies Uniforms Telephone Charges Telephone Utilities Office Supplies Office Supplies Salaries Development Plans Technician Employee Benefits General Retirement Senior Building Inspector Salary Social Security Overtime Medicare Training Cell Phones Office Supplies Risk Management Premium Shop Charges Uniform/Drygoods Fuel Workers Comp Premium Fuel Budget Increase Code Books New PC PC PC Recruitment Ads Background Check Air Cards Telephone Charges Fuel Budget Air Card Uniforms Supplies for Copier Maintenance for Copier Cell Phone Business Cards Uniform/Dry Goods Telephony Desk Telephone Charges Background Checks Name Plate & Holder $2,615 $704,099 $110,586 $105,000 $93,052 $81,693 $67,209 $60,982 $20,000 $14,263 $9,900 $9,600 $7,800 $5,816 $5,000 $4,800 $4,000 $2,893 $2,189 $2,000 $1,920 $1,920 $1,920 $1,340 $1,300 $1,200 $1,200 $1,000 $1,000 $1,000 $1,000 $900 $800 $700 $400 $355 $300 $100 $30 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 633 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Building Safety Westgate-Bldg Safety Rvw/Insp. (15630) Westgate-Bldg Safety Rvw/Insp. City Attorney Attorney-Spec Proj Fees/Costs (10620) Prof. & Contractual City Attorney (10610) Temporary Pay General Retirement Employee Benefits Equipment Under $5,000 Social Security Professional Development Equipment Under $5,000 Medicare PC/Tech Repl Chgs Other Line Supplies Telephone Utilities Shop Chargeback-Fuel Fees & Costs $575,000 Assistant City Prosecutor General Retirement Employee Benefits Private Office Furnishings Social Security Dues/CLE for Prosecutor Two Computers (Desk) Medicare Two PC Replacement Legal Publications Two Display Telephones Fuel Budget Increase $73,180 $7,025 $7,000 $5,000 $4,537 $2,200 $1,920 $1,061 $540 $500 $200 $39 $103,202 City Attorney City Clerk City Clerk (10210) Shop Chargeback-Fuel $1,329,267 Fuel Budget Increase $28 City Court City Court (10410) Public Defender Authorized Salaries Temporary Pay Temporary Pay Employee Benefits General Retirement Social Security Professional Development Prof. & Contractual Rental Fees Medicare Duplicating Charges Telephone Charges Telephone Charges Office Supplies Rental Fees Shop Chargeback-Fuel Public Defender Court Clerk II - FARE Compliance Specialist Pro-tem Judge Employee Benefits General Retirement Social Security Training System Trainer 2 State Computers Medicare Duplicating Work Orders Phones Charges Telephone Charges Office Supplies 1 State Computer Fuel Budget Increase $84,000 $70,000 $57,500 $52,000 $21,000 $17,232 $11,129 $10,788 $3,400 $3,000 $2,603 $1,645 $1,000 $1,000 $823 $750 $519 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 634 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* City Court City Court (10410) Telephone Charges Other Line Supplies Other Line Supplies Code Compliance Code Compliance (14410) Authorized Salaries Equipment Employee Benefits Sanitation Charge General Retirement Social Security Shop Chargeback-Fuel Postage Other Line Supplies Equipment Under $5,000 Equipment Under $5,000 Shop Chargeback-Fuel Software Veh/Equip Repl Chgs Equipment Repair PC/Tech Repl Chgs Cell Phone Charges Medicare Equipment Repair Cell Phone Charges Professional Development Other Line Supplies Software Office Supplies Advertising Uniforms Telephone Charges Prof. & Contractual Comm. Action Program CAP Local Match (14420) Shop Chargeback-Fuel Phone Charges Supplies Line Supplies City Court $500 $400 $400 $339,689 Code Compliance Inspectors Vehicles Employee Benefits Service Rolloff Containers General Retirement Social Security Fuel Budget Increase Postage Brochures, Flyers, Post Cards Misc. Equipment Laptop Computers Fuel Hansen Software Licenses Vehicle Replacement Charges Shop Charges Computer Replacement Air Card Charges Medicare Install decals, lights, misc. Cell Phone Charges Professional Development CO's, Brochures, Handouts Hansen Software Maintenance Office Supplies Recruitment Advertising City Logo Shirts Desk Phones Background Checks Code Compliance $99,062 $32,500 $14,000 $12,500 $9,510 $6,142 $5,745 $5,500 $5,000 $5,000 $4,767 $3,333 $3,000 $2,450 $2,200 $1,440 $1,440 $1,436 $1,333 $1,000 $800 $800 $666 $533 $500 $450 $400 $400 $221,907 Fuel Budget Increase $126 Comm. Partnerships Community Revitalization (15010) Temporary Pay Impl Neigh Revit Strategies $30,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 635 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Comm. Partnerships Community Revitalization (15010) Social Security Medicare Shop Chargeback-Fuel Social Security Medicare Fuel Budget Increase Community Revitalization Mega Events - N'Hood/Volunteer (15025) Prof. & Contractual Mega-Events Community Outreach Prof. & Contractual Mega-Events Volunteer Outreach Mega Events - N'Hood/Volunteer Neighborhood Partnership (15015) Shop Chargeback-Fuel Fuel Budget Increase Neighborhood Volunteer Program (15020) Shop Chargeback-Fuel Fuel Budget Increase $1,860 $435 $298 $32,593 $25,000 $25,000 $50,000 $8 $11 Comm. Services Adm Comm. Services Admin. (14510) Shop Chargeback-Fuel Fuel Budget Increase $55 Conv./Media/Parking Convention/Media/Parking (10890) Prof. & Contractual PC/Tech Repl Chgs Telephone Charges Advertising Prof. & Contractual Prof. & Contractual Equipment Maint. Promotion/Publicity Office Supplies Equipment Under $5,000 Other Line Supplies Postage Supply - Tapes Duplicating Management Contract Technology Replacement Telephone charges Media Center Advertising Grand Opening Celebration Equipment Maintenance Contract Fiber Line Repair Media Center Press Conferences Media Center Office Supplies MC Equipment (Fax, PC, Copier) Media Center Line Supplies Media Center Postage Med Cntr/Cble Studio Tapes/DVD Media Center Duplicating Convention/Media/Parking $853,300 $322,540 $36,000 $25,000 $25,000 $20,000 $20,000 $15,000 $10,000 $6,000 $6,000 $5,000 $5,000 $3,000 $1,351,840 Economic Development Downtown Beaut. & Promotion (16040) Prof. & Contractual Rental Fees Authorized Salaries Authorized Salaries Promotion/Publicity That Thursday Thing Event Prod Leased Bus/Shuttle Service Worker II NonSworn Security Officer Increased Downtown Marketing $165,000 $80,000 $73,921 $70,401 $50,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 636 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Economic Development Downtown Beaut. & Promotion (16040) Prof. & Contractual Downtown Streetscape Imp. Other Line Supplies Equipment Prof. & Contractual Employee Benefits Downtown Streetscape Imp. Medical Supplies Promotion/Publicity General Retirement Equipment Under $5,000 Rental Fees Overtime Social Security Equipment Under $5,000 Veh/Equip Repl Chgs Shop Chargeback-Fuel Equipment Repair Cell Phone Charges Medicare Prof. & Contractual Uniform Allowance General Retirement Social Security Other Line Supplies Other Line Supplies Professional Development Medicare Economic Development (16010) Promotion/Publicity Engineering BofA Bank Building (13710) Prof. & Contractual Update CCMP Wayfinding Signage, News Racks Plaza Christmas Tree & Ornmts 1/2 Ton Pickup - 2 Power Washing Sidewalks Qtrly Employee Benefits Replace Landscape, Kiosk, Furn Supplies for Maintenance Team Walking Tour & Historic Signage General Retirement Police Radios (800mhz) Lease Interim Parking Sites Overtime for Safety Team Social Security Maintenance Team Radios Vehicles Replacement Fuel Shop charges Cell Phone Air Time & Service Medicare Police Radios O&M Uniforms for Safety Team General Retirement - OT Social Security - OT Supplies for Safety Team Cell Phones for Safety Team Safety Team Training Medicare - OT Downtown Beaut. & Promotion $50,000 $40,000 $39,876 $32,000 $32,000 $28,000 $27,000 $22,000 $15,000 $13,854 $10,700 $10,000 $9,200 $8,948 $6,000 $3,200 $2,500 $2,500 $2,400 $2,093 $1,736 $1,600 $883 $570 $400 $400 $400 $133 $802,715 GPEC Annual Contract $105,234 Operating Expenses $47,265 CIP Administration (13730) Shop Chargeback-Fuel Fuel Budget Increase $668 CIP Construction (13750) Shop Chargeback-Fuel Fuel Budget Increase $420 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 637 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Engineering Construction Inspection (13790) Shop Chargeback-Fuel Fuel Budget Increase $4,685 Materials Testing (13800) Shop Chargeback-Fuel Fuel Budget Increase $1,310 Utility Inspection (13820) Shop Chargeback-Fuel Fuel Budget Increase $565 Cemetery (13420) Shop Chargeback-Fuel Fuel Budget Increase $381 Custodial Services (13460) Shop Chargeback-Fuel Fuel Budget Increase $3,203 Field Operations Downtown Parking Garage (13461) Electricity Prof. & Contractual Equipment Under $5,000 Equipment Under $5,000 Prof. & Contractual Electricity APS Electric Utility Charges Service Contracts Building Services Test Equip Communication Equipment Timing Credit (Open 8 Months) Timing Credit (Open 8 Months) Downtown Parking Garage $131,400 $25,000 $12,000 $8,100 ($8,333) ($43,800) $124,367 Facilities Management (13450) Shop Chargeback-Fuel Fuel Budget Increase $10,417 Graffiti Removal (13440) Shop Chargeback-Fuel Fuel Budget Increase $2,662 Right-of-Way Maintenance (16710) Landscape Maint. Maintenance (to GF 1000-16710) $24,000 Finance License/Collection (11340) Shop Chargeback-Fuel Fuel Budget Increase $242 Warehouse (11370) Shop Chargeback-Fuel Fuel Budget Increase $569 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 638 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Fire Department Ambulance Services (12491) Shop Chargeback-Fuel Fire - Fiesta Bowl Event (12515) Overtime Other Line Supplies Fire Retirement Overtime Overtime Fire Retirement Fire Retirement Medicare Medicare Medicare Fire Operations (12422) Overtime Overtime Authorized Salaries Fire Retirement Employee Benefits Other Line Supplies Medicare Overtime Overtime Overtime Uniform Allowance Cancer Insurance Fire Resource Management (12433) Prof. & Contractual Equipment Repair Shop Chargeback-Fuel Turnouts Turnouts Other Line Supplies Employee Physicals Fuel Budget Increase $4,918 OT for Exterior Coverage Equipment/Supplies Fire Retirement - Exterior OT for Interior Coverage OT for Fire Training Fire Retirement - Interior Fire Retirement - Training Medicare - Exterior Medicare - Interior Medicare - Training Fire - Fiesta Bowl Event $135,315 $74,476 $21,326 $14,000 $13,000 $2,206 $2,049 $1,962 $203 $189 $264,726 Rescue Unit Overtime (2-12 hr) Rescue Unit OT (2-12 hr) Firefighters (3) Fire Retirement Employee Benefits Academy Fee (4) Medicare Training Officer (1) Training Officer Backfill (1) Interview & Hire Overtime Uniform Allowance Cancer Insurance Premium Fire Operations $358,722 $358,722 $150,507 $140,169 $21,196 $16,007 $12,894 $8,743 $7,449 $5,250 $2,271 $303 $1,082,233 CAD Dispatching & Comm Maint. Vehicle Repair Increase Fuel Budget Increase Turnout Gear - Academy Turnout Gear - Post Academy Drug & Backgrounds Annual Physicals Fire Resource Management $364,860 $94,000 $67,859 $9,084 $9,084 $3,694 $2,307 $550,888 Fire Training (12434) Professional Development OSHA Training Stadium - Fire Event Staffing (12520) Overtime OT for Exterior Coverage $1,514 $139,061 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 639 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Fire Department Stadium - Fire Event Staffing (12520) Overtime Prof. & Contractual Overtime Prof. & Contractual Fire Retirement Fire Retirement Overtime Prof. & Contractual Prof. & Contractual Fire Retirement Medicare Medicare Medicare OT for Interiror Coverage Supplies & Equipment OT for Interior Coverage Equipment Fire Retirement - Interior Fire Retirement - Exterior OT for Training Rental Equipment Contractual Staffing Fire Retirement - Training Medicare - Interior Medicare - Exterior Medicare - Training Stadium - Fire Event Staffing $117,531 $71,330 $55,680 $40,000 $27,298 $21,916 $16,000 $15,000 $6,000 $2,522 $2,511 $2,017 $233 $517,099 Homeland Security Emergency Operations Ctr (EOC) (12820) Equipment Physical Security Equip. Temporary Pay Operations & Training Officers Overtime Super Bowl Overtime Sp. Events Supplies EOC Supplies General Retirement General Retirement Employee Benefits Employee Benefits Social Security Social Security Medicare Medicare Emergency Operations Ctr (EOC) $160,000 $109,215 $60,000 $49,000 $16,245 $14,000 $10,491 $2,454 $421,405 Human Resources Employee Benefits (11020) Authorized Salaries Authorized Salaries Authorized Salaries Employee Benefits Fire Retirement General Retirement Employee Benefits General Retirement Employee Benefits Authorized Salaries Employee Benefits Fire Retirement Elected Off. Retire Police Retirement Police Retirement Merit Inc - GF PSafety STP Inc - GF Merit Inc - Other Funds Medical Increase - GF GF Portion of Ret. Chg - Fire GF Portion of Ret. Chg - Gen'l Medical Increase - Other Other Funds - Gen'l Dental Increase - GF PSafety STP Inc - Other Funds Dental Increase - Other Other Funds - Fire GF Portion of Ret. Chg - Elect Other Funds - Police GF Portion of Ret. Chg - PD Employee Benefits $2,625,068 $1,322,287 $1,208,731 $584,000 $289,526 $249,106 $216,000 $118,222 $77,000 $37,442 $28,000 $20,533 ($12,071) ($15,533) ($290,330) $6,457,981 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 640 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Human Resources Risk Management/Safety (11010) Shop Chargeback-Fuel Fuel Budget Increase $192 Fuel Budget Increase $235 Info. Technology Information Technology (11510) Shop Chargeback-Fuel Intergovt. Programs Intergovernmental Programs (10910) Prof. & Contractual Lease Pmts/OtherFees Merchant Fees (11390) Merchant/Visa Fees Federal Govt Rel/Consultant $108,000 Merchant/Visa Fees - Fund 1000 $40,000 Library & Arts Library (15220) Shop Chargeback-Fuel Fuel Budget Increase $713 Cable Communications (14120) Shop Chargeback-Fuel Fuel Budget Increase $40 Marketing (10810) Authorized Salaries Employee Benefits General Retirement Equipment Under $5,000 Social Security Equipment Under $5,000 Medicare PC/Tech Repl Chgs Telephone Charges Equipment Under $5,000 Shop Chargeback-Fuel Special Event Coordinator Employee Benefits General Retirement Office Furniture Social Security Computer equipment Medicare PC Replacement Telephone Charges Display Phone Fuel Budget Increase Marketing and Comm. Marketing Mkt'g - Fiesta Bowl Event (10840) Advertising Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Fiesta Bowl Advertising Fiesta Bowl Tourism Collateral Fiesta Bowl VIP/Media Rcptns. Fiesta Bowl Promotional Items Fiesta Bowl Press Kits $47,172 $7,000 $4,529 $4,000 $2,925 $1,189 $684 $540 $350 $200 $21 $68,610 $75,000 $30,000 $17,500 $12,500 $10,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 641 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Marketing and Comm. Mkt'g - Fiesta Bowl Event (10840) Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Fiesta Bowl Media Tours Fiesta Bowl Media Briefings Promo DVD Purchase/Duplication Tourism Promotional Items Mkt'g - Fiesta Bowl Event $10,000 $5,000 $5,000 $4,000 $169,000 Neighborhood Imp Gr Neighborhood Improvement Grant (15120) Prof. & Contractual Neighborhood Improvement Grant Prof. & Contractual N'hood Improvement Grants Neighborhood Improvement Grant $600,000 $100,000 $700,000 Non-Departmental Fund 1000 Non-Dept (11801) Shop Chargeback-Fuel Shop Chargeback-Fuel General Fund Depts (GF 3 of 4) Streets Depts (GF 4 of 4) Fund 1000 Non-Dept $325,000 $45,000 $370,000 Parks & Recreation Glendale Community Center (14620) Shop Chargeback-Fuel Fuel Budget Increase $23 Recreation Support Services (14630) Shop Chargeback-Fuel Fuel Budget Increase $27,271 Fuel Budget Increase $103 Planning Planning Administration (15910) Shop Chargeback-Fuel Police Department Central Patrol Bureau (12130) Authorized Salaries Shop Chargeback-Fuel Police Retirement Employee Benefits Overtime Social Security Shop Chargeback-Fuel Uniform Allowance Medicare Equipment Repair Professional Development Police Officers (5) Fuel Budget Increase Police Retirement Employee Benefits Overtime Social Security Fuel Uniform Medicare Vehicle Maintenance Training Central Patrol Bureau $210,892 $77,619 $37,095 $35,039 $32,035 $15,061 $7,435 $5,006 $3,523 $2,503 $1,001 $427,209 Crime Investigations (12150) * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 642 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Police Department Crime Investigations (12150) Rental Fees Shop Chargeback-Fuel Prof. & Contractual Bldg. Maintenance/Repair Utilities Equipment Maint. Other Line Supplies Equipment Maint. Other Line Supplies Foothills Patrol Bureau (12170) Shop Chargeback-Fuel PD - Communications (12230) Equipment Under $5,000 Prof. & Contractual Veh/Equip Repl Chgs PC/Tech Repl Chgs PD - Detention (12220) Prisoner Maintenance Equipment Under $5,000 Equipment Under $5,000 Equipment Under $5,000 Equipment Under $5,000 PD - Fiesta Bowl Event (12234) Overtime Other Line Supplies Temporary Pay Overtime Police Retirement Social Security Social Security Police Retirement Medicare Social Security Medicare Medicare PD - Fiscal Management (12210) Equipment PREHAB of Arizona Rent Fuel Budget Increase Contract Custodian HVAC and misc building repair Increase in electricity Restocking Chemical Reagents Custodial Supplies License Plate Reader Mainten. Bldg Maint Supplies Crime Investigations $60,292 $28,971 $12,960 $9,000 $9,000 $7,500 $5,000 $3,304 $3,000 $139,027 Fuel Budget Increase $68,708 Police Radio (800MHZ) Police Radio O&M MDC Replacement Computer Replacement PD - Communications $26,779 $4,345 $2,720 $200 $34,044 Prisoner Miantenance Funds 4-Yr Taser Repl Program 4-Yr Warranty Extension Tasers for Detention Detention 4-Yr Taser Repl. PD - Detention $500,000 $100,000 $71,029 $21,420 $14,597 $707,046 OT for Glendale PD Officers Supplies & Equipment Coalition Contract EEs OT for Training Police Retirement - GPD Social Security - GPD Social Security - Coalition Police Retirement - Training Medicare - GPD Social Security - Training Medicare - Coalition Medicare - Training PD - Fiesta Bowl Event $510,000 $340,000 $340,000 $100,000 $77,877 $31,620 $21,080 $15,270 $7,395 $6,200 $4,930 $1,450 $1,455,822 Vehicle Purchase $1,292,300 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 643 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Police Department PD - Fiscal Management (12210) Equipment Equipment Maint. Equipment Under $5,000 Bullet Proof Vests PD - Special Operations (12233) Prof. & Contractual Equipment Maint. Police Administration (12120) Equipment Repair Prof. & Contractual Equipment Equipment Under $5,000 Veh/Equip Repl Chgs Equipment Repair Equipment Maint. Equipment Under $5,000 Cell Phone Charges Shop Chargeback-Fuel Cell Phone Charges Other Line Supplies Equipment Under $5,000 Equipment Under $5,000 Equipment Under $5,000 PC/Tech Repl Chgs Telephone Charges Police Legal Services (12110) Shop Chargeback-Fuel Police Personnel Management (12160) Authorized Salaries Prof. & Contractual Vehicle Maint/Replacement Maint. of Crime Scene Compon. Equip. (Weapon, Taser, Vest) Vest Maintenance PD - Fiscal Management $356,525 $43,000 $29,532 $701 $1,722,058 Network Engineer for UCC Maint for SWAT/EOD Robot PD - Special Operations $50,000 $5,145 $55,145 Shop Charges Contract Psychologist Vehicle - Crown Victoria Equipment for Vehicle Vehicle replacement Vehicle Prep & Striping AIMS Maint. Funding for PSU Workstation, Office Furniture Cell Phone Air Time & Service Fuel Budget Increase Cell Phone Line Supplies Computer (Standard) Cost for True Software Office Phone Annual Software License Office Phone Line & Long Dist. Police Administration $527,000 $45,000 $44,185 $32,721 $8,180 $3,938 $3,500 $3,003 $3,003 $1,420 $1,001 $1,001 $806 $561 $167 $160 $100 $675,746 Fuel Budget Increase Signing Bonus Program Background, Medical & Psych Police Personnel Management Police Support Services (12180) Shop Chargeback-Fuel Fuel Budget Increase Stadium - PD Event Staffing (12231) Overtime Temporary Pay Police Retirement OT for Glendale PD Officers Coalition Contract EEs Police Retirement - GPD $1,212 $77,837 $7,307 $85,144 $8,940 $834,960 $353,640 $81,001 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 644 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Police Department Stadium - PD Event Staffing (12231) Overtime Police Retirement Social Security Other Line Supplies Social Security Social Security Police Retirement Medicare Medicare Medicare Social Security Medicare OT for Training Police Retirement Social Security - GPD Supplies & Equipment Social Security - Coalition Social Security Police Retirement - Training Medicare - GPD Medicare - Coalition Medicare Social Security - Training Medicare - Training Stadium - PD Event Staffing $65,000 $46,497 $32,889 $25,000 $21,926 $18,879 $9,926 $7,692 $5,128 $4,415 $4,030 $943 $1,511,926 GENERAL FUND TOTAL ................................................................................................... $22,812,022 National Events Res. (1010) Economic Development National Events Pre-Planning (16120) Organizational Devpt Super Bowl Pre-Planning $85,000 Field Operations Right-of-Way - Mega Events (13500) Imp. - Non Bldg. Prof & Contr - Cap Proj Fire Department Fire - Super Bowl Event (12560) Overtime Prof. & Contractual Prof. & Contractual Fire Retirement Overtime Medicare Fire Retirement Medicare Construction of 8 Signs Design & Construction Admin Right-of-Way - Mega Events $336,000 $116,088 $452,088 OT for Glendale Fire Staff Equipment & Supplies Administration/Contractual Fire Retirement OT for Training Medicare Fire Retirement - Training Medicare - Training Fire - Super Bowl Event $490,761 $186,950 $144,000 $77,344 $13,000 $7,116 $2,049 $189 $921,409 Super Bowl Advertising Super Bowl Tourism Collateral Super Bowl VIP/Media Reptns $100,000 $30,000 $17,500 Marketing and Comm. Mkt'g - Super Bowl Event (14182) Advertising Prof. & Contractual Prof. & Contractual * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 645 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Marketing and Comm. Mkt'g - Super Bowl Event (14182) Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Super Bowl Promotional Items Super Bowl Media Tours Super Bowl Press Kits Super Bowl Media Briefings Super Bowl Promo DVD Pur/Dupl Mkt'g - Super Bowl Event $16,500 $10,000 $10,000 $5,000 $5,000 $194,000 OT for Glendale PD Officers Coalition Contract EEs Police Retirement - GPD Supplies & Equipment OT for Training Social Security - GPD Social Security - Coalition Police Retirement - Training Medicare - GPD Medicare - Coalition Social Security - Training Medicare - Training PD - Super Bowl Event $449,000 $340,000 $68,562 $59,981 $50,000 $27,838 $21,080 $7,635 $6,511 $4,930 $3,100 $725 $1,039,362 Prof & Contractual Overtime Other Line Supplies Fuel Charges General Retirement Social Security Medicare Transp - Super Bowl Event $334,000 $53,500 $35,000 $8,000 $5,136 $3,317 $776 $439,729 NATIONAL EVENTS RES. TOTAL ................................................................................... $3,131,588 Police Department PD - Super Bowl Event (12360) Overtime Temporary Pay Police Retirement Other Line Supplies Overtime Social Security Social Security Police Retirement Medicare Medicare Social Security Medicare Transportation Transp - Super Bowl Event (16360) Prof. & Contractual Overtime Other Line Supplies Shop Chargeback-Fuel General Retirement Social Security Medicare General Services (1040) Field Operations Equipment Management (13510) Prof. & Contractual Parts Store Operations (13530) Vehicle Supp & Maint Prof & Contractual $100,000 Vehicle Supplies & Maintenance $200,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 646 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description GENERAL SERVICES TOTAL ........................................................................................... FY 2008 Budget* $300,000 Vehicle Replacement (1120) Field Operations Equipment Replacement (13610) Veh/Equip Repl Chgs Vehicle/Equipment Rental Rates VEHICLE REPLACEMENT TOTAL ................................................................................. $505,606 $505,606 Tech. Replacement (1140) Info. Technology Technology Replacement (11530) PC/Tech Repl Chgs Authorized Salaries Employee Benefits General Retirement Social Security Equipment Under $5,000 Medicare PC/Tech Repl Chgs Telephone Charges Telephone Utilities Technology Repl Rate Increase Technology Replmnt Fund Admin Employee Benefits General Retirement Social Security Computer Medicare Computer Replacement Telephone Charges Telephone Technology Replacement $403,626 $42,787 $7,000 $4,108 $2,653 $1,920 $620 $540 $350 $200 $463,804 TECH. REPLACEMENT TOTAL ....................................................................................... $463,804 Arts Commission (1220) Library & Arts Arts Maintenance (15310) Community Activities Temporary Pay Social Security Medicare Arts Programming 19 hour temporary employee Social Security Medicare Arts Maintenance $22,500 $16,796 $1,041 $244 $40,581 ARTS COMMISSION TOTAL ............................................................................................ $40,581 Court Fund (1240) City Court Court Security (10510) Prof. & Contractual Prof. & Contractual Security Contract Increase FY 2006/07 Security Increase Court Security $35,740 $26,411 $62,151 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 647 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* City Court Court Time Payments (10520) Prof. & Contractual Automation Training COURT FUND TOTAL ......................................................................................................... $44,000 $106,151 Streets (1340) Field Operations Right-of-Way Maintenance (16710) Shop Chargeback-Fuel Fuel Budget Increase $6,357 Street Cleaning (16730) Shop Chargeback-Fuel Fuel Budget Increase $9,552 Street Maintenance (16720) Shop Chargeback-Fuel Fuel Budget Increase $19,363 Transportation Signs & Markings (16820) Shop Chargeback-Fuel Fuel Budget Increase $5,469 Stadium - Transportation Ops. (16840) Prof. & Contractual Overtime Other Line Supplies Other Line Supplies General Retirement Shop Chargeback-Fuel Social Security Equipment Repair Medicare Prof & Contractual Overtime Line Supplies (ongoing) Line Supplies (1x) General Retirement Fuel Charges Social Security Equipment Repair Medicare Stadium - Transportation Ops. $513,000 $105,000 $51,000 $25,000 $10,080 $8,000 $6,510 $3,000 $1,523 $723,113 Street Light Management (16920) Shop Chargeback-Fuel Fuel Budget Increase $152 Traffic Signals (16810) Shop Chargeback-Fuel Fuel Budget Increase $3,654 Traffic Studies (16940) Shop Chargeback-Fuel Fuel Budget Increase $166 Transp - Fiesta Bowl Event (16845) * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 648 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Transportation Transp - Fiesta Bowl Event (16845) Prof. & Contractual Overtime Shop Chargeback-Fuel General Retirement Social Security Medicare Transportation Administration (16910) Shop Chargeback-Fuel Prof & Contractual Overtime Fuel Charges General Retirement Social Security Medicare Transp - Fiesta Bowl Event Fuel Budget Increase $79,000 $21,000 $3,000 $2,016 $1,302 $305 $106,623 $287 STREETS TOTAL ................................................................................................................. $874,736 Transportation (1660) Transportation Dial-A-Ride (16530) Shop Chargeback-Fuel Fixed Route (16540) Prof. & Contractual Prof. & Contractual Prof. & Contractual Shop Chargeback-Fuel Prof. & Contractual Equipment Maint. Prof. & Contractual Fuel Budget Increase $48,299 Fixed Route Expansion Security Contract L101 P & R Taxi Subsidy Program Fuel Budget Increase Shelter Maintenance Equipment Maintenance Part Year Credit Fixed Route Intelligent Transportation Sys (16570) Veh/Equip Repl Chgs Veh/Equip Repl Chgs Shop Chargeback-Fuel Traffic Mitigation (16580) Other Line Supplies Transportation CIP O&M (16590) Landscape Maint. Prof. & Contractual Other Line Supplies Prof. & Contractual Utilities Bucket Truck Replacement Pickup Truck Replacement Fuel Budget Increase Intelligent Transportation Sys Traffic Mitigation Landscape Maintenance Supplies / Contracts Landscape Maintenance Supplies and Contracts Water Transportation CIP O&M $413,220 $88,000 $70,000 $25,270 $15,000 $4,500 ($36,714) $579,276 $20,000 $4,000 $1,351 $25,351 $150,000 $27,913 $15,000 $13,000 $13,000 $12,500 $81,413 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 649 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Transportation Transportation Education (16520) Shop Chargeback-Fuel Fuel Budget Increase $80 Transportation Program Mgmt (16510) Imp. - Non Bldg. Pavement Management Prof. & Contractual Streetlight Maintenance Contr. Prof. & Contractual Monitoring Contract Ind Chgs - Staff&Adm (GF) Indirect Cost Increase Utilities Electrical Cost Other Line Supplies Streetlight Equipment Authorized Salaries New FTE - Secretary Employee Benefits Employee Benefits General Retirement General Retirement Social Security Social Security Professional Development Professional Development Medicare Medicare Transportation Program Mgmt $3,500,000 $183,000 $167,000 $156,000 $80,000 $70,000 $33,525 $7,000 $3,051 $2,079 $500 $486 $4,202,641 TRANSPORTATION TOTAL .............................................................................................. $5,087,060 Police Spec. Rev. (1700) Police Department Patrol - Special Revenue Fund (12310) Authorized Salaries Equipment Equipment Under $5,000 Police Retirement Employee Benefits Equipment Under $5,000 Overtime Equipment Under $5,000 Office Equip. Maint. Equipment Under $5,000 Social Security Equipment Under $5,000 Office Equip. Maint. Veh/Equip Repl Chgs Equipment Under $5,000 Shop Chargeback-Fuel Prof. & Contractual Uniform Allowance Prof. & Contractual Equipment Repair Medicare Police Officers (9) Vehicle - Crown Victoria Radio Shop Equipment Police Retirement Employee Benefits Equipment for Vehicle Overtime Equip. (Weapon, Taser, Vest) Replace damaged furniture Police Radio (800MHZ) Social Security NRS Equipment New Furniture Fund Vehicle replacement Arming Prisoner Transportation Fuel Background, Medical & Psych Uniform Police Radio O&M Vehicle Prep & Striping Medicare $379,606 $79,533 $75,000 $66,771 $63,070 $58,898 $57,663 $53,158 $50,000 $48,202 $27,110 $25,446 $25,000 $14,724 $14,125 $13,383 $13,153 $9,011 $7,821 $7,088 $6,341 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 650 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Police Department Patrol - Special Revenue Fund (12310) Cell Phone Charges Equipment Under $5,000 Veh/Equip Repl Chgs Equipment Repair Equipment Under $5,000 Other Line Supplies Professional Development Cell Phone Charges PC/Tech Repl Chgs Equipment Under $5,000 Bullet Proof Vests Equipment Under $5,000 PC/Tech Repl Chgs Equipment Under $5,000 PC/Tech Repl Chgs Telephone Charges Cell Phone Air Time & Service Workstation, Office Furniture MDC Replacement Vehicle Maintenance Motorcycle Trunk Box Line Supplies Training Cell Phone PC Replacement/Software Computer (Standard) Vest Maintenance Cost for True Software Computer Replacement Office Phone Annual Software License Office Phone Line & Long Dist. Patrol - Special Revenue Fund $5,405 $5,405 $4,896 $4,505 $3,960 $1,802 $1,802 $1,801 $1,452 $1,451 $1,262 $1,010 $360 $301 $288 $180 $1,130,983 POLICE SPEC. REV. TOTAL ............................................................................................. $1,130,983 Fire Spec. Revenue (1720) Fire Department Fire - Special Revenue Fund (12610) Overtime Authorized Salaries Fire Retirement Professional Development Employee Benefits Other Line Supplies Turnouts Turnouts Overtime Overtime Medicare Overtime Other Line Supplies Employee Physicals Uniform Allowance Professional Development Cancer Insurance Paramedic School Backfill Firefighters (3) Fire Retirement Paramedic Training Fee (10) Employee Benefits Academy Fee (4) Turnout Gear - Academy Turnout Gear - Post Academy Training Officer (1) Training Officer Backfill (1) Medicare Interview & Hire Overtime Drug & Backgrounds Annual Physicals Uniform Allowance OSHA Training Cancer Insurance Premium Fire - Special Revenue Fund $255,000 $150,507 $67,287 $34,500 $21,196 $16,007 $9,084 $9,084 $8,743 $7,449 $6,190 $5,250 $3,694 $2,307 $2,271 $1,514 $303 $600,386 FIRE SPEC. REVENUE TOTAL ......................................................................................... $600,386 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 651 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Mkt'g Special Events (1870) Marketing and Comm. Enchanted Evening (14322) Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Enchanted Evenings Event Produ Enchanted Evenings Entertainme Enchanted Evenings Advertising Enchanted Evenings Signage Enchanted Evenings Downtown De Enchanted Evening $8,250 $4,500 $3,750 $2,250 $1,250 $20,000 Fiesta Glendale Entertainment Fiesta Glendale Event Product Fiesta Glendale Advertising Fiesta Glendale Downtown Deco Fiesta Glendale Signage Other Special Events $18,000 $17,500 $15,000 $5,000 $4,500 $60,000 MKT'G SPECIAL EVENTS TOTAL .................................................................................. $80,000 Other Special Events (14327) Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Prof. & Contractual Water/Sewer Fund (2360) Utilities Arrowhead Reclamation Plant (17160) Equipment Repair Shop Chargeback-Fuel Central System Control (17240) Equipment Repair Central System Maintenance (17280) Equipment Repair Shop Chargeback-Fuel Cholla Treatment Plant (17260) Chemical Costs Electricity Shop Chargeback-Fuel Equipment Repair Customer Service - Field (17210) Other Line Supplies Shop Chargeback-Fuel Equipment Repair Shop Charges Fuel Budget Increase Arrowhead Reclamation Plant Shop Charges $9,000 $2,000 $11,000 $7,000 Shop Charges Fuel Budget Increase Central System Maintenance $12,000 $3,000 $15,000 Increased Chemical Costs Increased Electrical Cost Fuel Budget Increase Shop Charges Cholla Treatment Plant $600,000 $150,000 $7,000 $2,000 $759,000 Line Supplies Fuel Budget Increase Shop Charges Customer Service - Field $25,000 $10,000 $10,000 $45,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 652 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Utilities Information Management (17120) Software Software Software Hansen Software Maintenance Backup Software Maintenance SCADA Software Maintenance Information Management Irrigation (17220) Equipment Repair Shop Charges Meter Maintenance (17300) Other Line Supplies Equipment Repair Line Supply Increase Shop Charges $5,000 Meter Maintenance Oasis Water Campus (17310) Chemical Costs Electricity Office Equip. Maint. Authorized Salaries Chemical Costs Equipment Chemical Costs Chemical Costs Tool Allowance Tool Allowance Other Line Supplies Contracted Equip Maint. Office Equip. Maint. Employee Benefits PC/Tech Repl Chgs General Retirement Authorized Salaries Sanitation Charge Equipment Under $5,000 Chemical Costs Prof. & Contractual Chemical Costs Authorized Salaries Authorized Salaries Authorized Salaries Equipment Maint. Equipment Maint. Authorized Salaries Authorized Salaries Social Security Prof. & Contractual $14,400 $4,408 $4,050 $22,858 Granulated Activated Carbon Electricity Admin. Building Furniture Water Plant Operator II Aluminum Sulfate Vehicles Caustic Soda Sodium Hypo-Chlorite Mechanic's Shop Equipment Instr. Tech's Shop Equipment Other Line Supplies Contracted Equipment Maintence Laboratory Equipment Employee Benefits PCs, Networking, Phone Equip General Retirement Senior Plant Instrument Tech Sanitation Charge Equipment Under $5000 Polymer C-358 Outsourced Services Carbon Dioxide Senior Plant Mechanic Plant Instrument Tech II Building Maintenance Worker II Mechanical Maint. Instrumentation Maintenance Water Plant Operator Service Worker II Social Security Prof & Contractual $75,000 $10,000 $85,000 $1,000,000 $500,000 $300,000 $259,719 $200,000 $196,000 $160,000 $150,000 $125,000 $125,000 $121,000 $100,000 $100,000 $91,000 $62,880 $52,443 $52,008 $50,000 $50,000 $50,000 $50,000 $50,000 $49,531 $47,172 $42,787 $40,000 $40,000 $38,809 $36,961 $34,470 $30,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 653 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Utilities Oasis Water Campus (17310) Authorized Salaries Equipment Insurance Premium Overtime Equipment Veh/Equip Repl Chgs Bldg. Maintenance/Repair Software Other Line Supplies Equipment Under $1,000 Chemical Costs Professional Development Vehicle Supp & Maint Equipment Under $1,000 Medicare Equipment Repair Equipment Under $5,000 Standby Pay Uniform Allowance Shop Chargeback-Fuel Office Supplies Shop Chargeback-Fuel Landfill Charge Other Line Supplies Equipment Contracted Landscape Mnt. Equipment Repair Equipment Under $1,000 Veh/Equip Repl Chgs Uniform Allowance Cell Phone Charges Veh/Equip Repl Chgs Telephone Charges Bldg. Maintenance/Repair General Retirement Membrshp, Train, etc Social Security Workers' Comp. Premium Rental Fees Professional Development Professional Development General Retirement Social Security Custodian 1 Fully Equipped Truck Insurance Premiums Overtime Crew Truck Veh/Equip Repl Charges Building Maint. Supplies Hensen and SCADA Softwere Line Supplies (Startup) Building Services Test Equip. Fluoride Professional Development Equipment Repair & Fuel Communication Equipment Medicare Shop Charges Startup Supplies Standby Pay Uniform Allowance Shop Chargeback - Fuel Office Supplies Fuel Budget Increase Landfill Charges Line Supplies Disposables Custodial Truck Liftgate Landscape Maintenance Equipment Repair Equipment Under $5000 Equipment Replacement Charges Uniforms Cell Phone Charges Vehicle Replacement Charges Telephone Charges Building Maintenance General Retirement - OT Memberships Professional Social Security - OT Workers Comp. Premium Rental Fees Dept. Training & Materials Membership & Subscriptions General Retirement - Standby Social Security - Standby $28,960 $27,000 $25,480 $23,000 $22,000 $17,000 $16,000 $15,100 $15,000 $12,000 $10,000 $10,000 $9,500 $8,100 $8,061 $8,000 $7,534 $7,000 $7,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $4,800 $3,000 $2,689 $2,500 $2,500 $2,500 $2,500 $2,108 $2,000 $1,426 $1,000 $1,000 $1,000 $1,000 $637 $434 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 654 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Utilities Oasis Water Campus (17310) Medicare Medicare Pretreatment Program (17610) Equipment Repair Shop Chargeback-Fuel Public Service Representatives (17130) Shop Chargeback-Fuel System Security (17140) Authorized Salaries Authorized Salaries Employee Benefits General Retirement Equipment Social Security Insurance Premium Professional Development Equipment Under $5,000 Medicare Equipment Repair Shop Chargeback-Fuel Equipment Under $5,000 Cell Phone Charges Veh/Equip Repl Chgs PC/Tech Repl Chgs PC/Tech Repl Chgs Utilities Administration (17110) Merchant/Visa Fees Shop Chargeback-Fuel Equipment Repair Wastewater Collection (17630) Prof. & Contractual Authorized Salaries Equipment Shop Chargeback-Fuel Employee Benefits General Retirement Equipment Repair Medicare - OT Medicare - Standby Oasis Water Campus $334 $102 $4,553,045 Shop Charges Fuel Budget Increase Pretreatment Program $10,000 $2,000 $12,000 Fuel Budget Increase $8,000 Security Monitors Security Supervisor Employee Benefits General Retirement Sedan Social Security Fire & Liability Insurance Professional Devleopment Two Desk Computers Medicare Shop Charges Fuel Two Color Printers Cell Phone Charges Vehicle Replacement Charges Computer Replacement Printer Replacement Charges System Security $200,000 $50,000 $42,000 $22,750 $16,400 $15,500 $11,760 $5,000 $4,920 $3,625 $3,000 $2,500 $2,400 $2,160 $1,750 $1,180 $800 $385,745 Merchant/Visa Fees - Fund 2360 Fuel Budget Increase Shop Charges Utilities Administration $80,000 $8,000 $5,000 $93,000 Hydrogen-Peroxide Chemical Sr. Utility Tech 3/4 Ton Extended Cab Pick Up Fuel Budget Increase Employee Benefits General Retirement Shop Charges $313,860 $55,300 $16,323 $10,000 $7,000 $5,032 $4,000 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 655 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Utilities Wastewater Collection (17630) Social Security Equipment Under $5,000 Shop Chargeback-Fuel Insurance Premium Veh/Equip Repl Chgs Software Medicare PC/Tech Repl Chgs Cell Phone Charges Uniform Allowance Water Distribution (17290) Equipment Other Line Supplies Equipment Equipment Prof. & Contractual Prof. & Contractual Equipment Equipment Repair Veh/Equip Repl Chgs Shop Chargeback-Fuel Shop Chargeback-Fuel Veh/Equip Repl Chgs Veh/Equip Repl Chgs Veh/Equip Repl Chgs West Area Plant (17170) Landscape Maint. Equipment Maint. Authorized Salaries Landscape Maint. Equipment Repair Shop Chargeback-Fuel Employee Benefits General Retirement Electricity Chemical Costs Social Security Landscape Maint. Insurance Premium Medicare Social Security Computer Laptop Shop Chargeback - Fuel Ins Prem-Risk Mgmt Vehicle Replacement Changes Hansen License Fees Medicare PC Replacement Cell Phone Uniform / Boot Allowance Wastewater Collection $3,429 $2,382 $2,000 $1,960 $1,224 $1,100 $802 $718 $420 $325 $425,875 Ten Cubic Yard Dump Truck Increase to Line Supplies New Crew Truck New Backhoe ABC material Cold Patch New Backhoe Trailer Shop Charges Replacement of dump truck Fuel Budget Increase Fuel Replacement of Crew Truck Replacement of backhoe Replacement of trailer Water Distribution $120,000 $100,000 $85,000 $80,000 $50,000 $31,000 $20,000 $15,000 $12,000 $10,000 $10,000 $8,500 $8,000 $3,000 $552,500 West Area ARF Brush removal UV System Parts WRF Operator Salary Landscaping for lift stations Shop Charges Fuel Budget Increase Other Benefits- Medical General Retirement Additional Electric Cost Odor control station chemicals Social Security Landscaping services Fire & Liability Insurance Medicare West Area Plant $50,000 $50,000 $42,787 $18,000 $10,000 $10,000 $7,000 $3,894 $3,000 $3,000 $2,653 $2,000 $1,960 $620 $204,914 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 656 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* WATER/SEWER FUND TOTAL ......................................................................................... $7,184,937 Landfill Fund (2440) Field Operations Landfill (17710) Equipment Under $5,000 Other Line Supplies Shop Chargeback-Fuel Authorized Salaries Contracted Equip Maint. Employee Benefits Equipment Under $5,000 General Retirement Social Security Radio Repairs Medicare Uniforms Prof. & Contractual Radios Parts Fuel Budget Increase Service Worker 1 Maintenance - Misc Equip Other Benefits- Medical Repairs / Replacement General Retirement Social Security Service maint - Motorola Medicare Wearing Apparel Convert to Service Worker 1 Landfill MRF Operations (17750) Contracted Temp. Help Other Line Supplies Equipment Under $5,000 Revenue Share Pmt Other Line Supplies Recycling (17740) Other Line Supplies Other Line Supplies MRF Temporary Money Increase Baler Parts Supply MRF Radio Replacements Avondale IGA Revenue Share Baler Parts MRF Operations Additional Containers Recycling Containers $50,835 $38,250 $36,300 $31,928 $24,250 $7,000 $5,000 $3,065 $1,980 $1,500 $463 $338 ($20,000) $180,909 $75,000 $25,000 $19,000 $13,000 $6,000 $138,000 Recycling $83,000 $10,500 $93,500 LANDFILL FUND TOTAL ................................................................................................... $412,409 Sanitation Fund (2480) Field Operations Residential-Loose Trash Collec (17840) Authorized Salaries Equipment Maint. Landfill Charge Authorized Salaries Employee Benefits Shop Chargeback-Fuel General Retirement Insurance Premium Salaries for LT Equipment Maintenance (S) Landfill Charge Salary for New Crew Leader Employee Benefits Fuel Chargeback (S) General Retirement Insurance Expense $116,426 $108,750 $89,000 $44,926 $28,000 $20,000 $14,683 $11,705 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 657 Return to TOC Schedule Thirteen Supplemental Budget Items Fund Dept Program Account Description FY 2008 Budget* Field Operations Residential-Loose Trash Collec (17840) Social Security Veh/Equip Repl Chgs Other Line Supplies Medicare Social Security Vehicle Replacement Exp (S) Hand-held Radio Medicare Residential-Loose Trash Collec $10,003 $2,875 $2,500 $2,339 $451,207 Landfill Charge Salary for Operator Fuel Chargeback (S) Shop Charges Employee Benefits General Retirement Insurance Social Security Medicare Sanitation Roll-off $50,000 $38,809 $25,000 $25,000 $7,000 $3,532 $2,926 $2,406 $563 $155,236 SANITATION FUND TOTAL .............................................................................................. $606,443 Sanitation Roll-off (17810) Landfill Charge Authorized Salaries Shop Chargeback-Fuel Equipment Repair Employee Benefits General Retirement Insurance Premium Social Security Medicare Grand Total: $43,336,706 * Includes both ongoing and one-time funding. Salary & benefit amounts are from individual supplemental requests. 658 Return to TOC APPENDIX APPENDIX Miscellaneous Statistics MISCELLANEOUS STATISTICS FROM 2005 AMERICAN COMMUNITY SURVEY SCHOOL ENROLLMENT: POPULATION DISTRIBUTION: Age 5 years & Under 5 to 9 years 10 to 14 years 15 to 19 years 20 to 24 years 25 to 34 years 35 to 44 years 45 to 54 years 55 to 59 years 60 to 64 years 65 to 74 years 75 to 84 years 85 years & over Total # 22,463 17,504 17,163 19,022 16,626 34,361 33,884 27,866 13,143 12,200 9,101 5,097 1,483 229,913 Population 3 yrs & older % 9.77% 7.61% 7.46% 8.27% 7.23% 14.95% 14.74% 12.12% 5.72% 5.31% 3.96% 2.22% 0.65% - Enrolled in School Nursery school, preschool Kindergarten Elementary school (grades 1-8) High school (grades 9-12) College or graduate school EDUCATIONAL ATTAINMENT # 115,219 114,694 % 50.11% 49.89% INCOME AND BENEFITS (2005 INFLATION-ADJUSTED $'s): Income Total Households Less than $10,000 $10,000 to $14,999 $15,000 to $24,999 $25,000 to $34,999 $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 or more Population 25 years and over Less than 9th grade 9th to 12th grade, no diploma High school graduate (or equivalent) Some college, no degree Associate's degree Bachelor's degree Graduate or professional degree Attained # % 137,135 9,788 7.14% 13,103 9.55% 36,125 26.34% 36,750 26.80% 13,526 9.86% 18,868 13.76% 8,975 6.54% Percent high school graduate or higher Percent bachelor's degree or higher 114,244 27,843 Education Median age: 31.1 Sex Male Female Enrolled # % 68,595 4,442 6.48% 2,568 3.74% 28,490 41.53% 15,483 22.57% 17,612 25.68% 83.30% 20.30% Households in Range # 79,828 6,872 5,381 8,912 8,967 11,608 16,325 10,503 8,186 2,134 940 % OCCUPATION DISTRIBUTION: 8.61% 78.30% 165.62% 100.62% 129.45% 140.64% 64.34% 77.94% 26.07% 44.05% Occupation Employed (Age 16 & over) Management/Professional Service Sales and office Farming/fishing/forestry Construction/maintenance Prod./transport/Material Moving Median household income: $46,713 Mean household income: $56,642 Median Monthly Owner Cost w/ Mortgage: $1,217 Median Value of Owner Occupied Units: $196,200 Per capita income: $20,699 659 Return to TOC Employed # % 106,692 31,570 29.59% 16,675 15.63% 28,958 27.14% 101 0.09% 15,890 14.89% 13,498 12.65% APPENDIX Miscellaneous Statistics MISCELLANEOUS STATISTICS Year Founded: 1892 Date of Incorporation: June 19, 1910 Elections: Number of votes cast: Primary Election (9/06) 18,555 General Election (11/06)* 9,704 Citywide Special Bond Elec. (5/07) 7,001 Form of Government: Council/City Manager County: Maricopa Elevation: 1,152 Ft. Percentage of registered voters voting in: Primary Election (9/06) 21.22% General Election (11/06)* 59.22% Citywide Special Bond Elec. (5/07) 8.19% *Barrel District only Top Five Glendale Employers: U.S. Air Force-Luke 8,400 Military/Civil Arrowhead Towne Center 2,500 Banner Health System 2,500 City of Glendale 2,101 Glendale Union High School District 1,862 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 2006 1.32 Building Permits: Number Fiscal Year 1999 8561 2000 7925 2001 6944 2002 5439 2003 6299 2004 4819 2005 6980 2006 6844 2007* 4570 *Through March of 2007. Total 1.01 15.25 39.48 50.09 55.05 55.67 56.05 56.88 56.94 57.39 58.71 Value of Buildings $333,138,095 $292,105,521 $287,722,622 $219,539,420 $327,352,955 $359,027,305 $546,094,645 $445,703,739 $495,022,903 Parks and Recreation (as of May 2007): Number of Neighborhood Parks 59 Community Parks 9 Sports Complexes 3 Total Park Acreage 2,149.4 Playgrounds 58 Ramadas 117 Tennis Courts 38 Racquetball Courts 58 Basketball Courts 50 Volleyball Courts 39 Soccer/Football Fields 54 Softball Fields 53 Swimming Pools 8 Dog Parks 3 Group Ramadas 7 Area Lights 1,394 Park Benches 503 Drinking Fountains 130 Barbeques 230 Picnic Tables 579 Miles of Trails 41.5 Feet of Multiuse Walkways 412,045 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 243,881 2007 (Estimate) 246,160 * All population numbers 1995 and after include the population of Luke AFB. City Authorized Staffing as of July 1, 2007: Full-time 2,052.00 Part-time 48.51 Total authorized FTE’s 2,100. 51 660 Return to TOC APPENDIX Miscellaneous Statistics Library (Proj. for FY 2007): 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 2007): Miles of Streets Maintained Arterial Secondary (1/2 Mile Streets) Collector (1/4 Miles Streets) Local Alleys Unpaved Total 3 162,237 2,299,761 1,184,383 349,252 3,112 640 281,425 193,850 75,966 551,241 98.5 64.0 91.0 464.5 18.3 0.0 736.3 Water Utilities (for CY 2006): Number of Active Customers 60,620 Miles of System (lines) 750 Annual Consumption 16,233.2 M Gal Avg. gallons/user/month 22.3 K Gal Avg. gallons/user/year 267.8 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 44.5 M Gal Fire Protection (for CY 2006): Number of Stations 9 Employees 257.5 (227 sworn) Avg. Response Time 4 Min. Number of Calls EMS 34,181 Fire 3,956 Miscellaneous 950 Special Operations 474 Total Calls 38,448 Wastewater Utilities (for CY 2006): Number of Active Customers 60,560 Miles of Collection Lines 669 Treatment Plant Capacities WAWRF 11.5 MGD Arrowhead 4.5 MGD Annual Wastewater Treated 3.175 B Gal Police Protection (for CY 2006): Number of Stations 3 Employees 546.5 (151.5 sworn) Calls Processed* 551,319 Vehicular Patrol Units** 93 Number of Reserves 10 *Includes incoming, outgoing and 911 calls **Marked by lights/sirens & uniformed patrol officers Sanitation (FY through May 2007): Number of Customers 54,357 Landfill & MRF (FY through April 2007): Number of Customer Transactions 159,719 Tonnage Processed Residential 182,385 Commercial 103,368 Recycle 25,663 Total 311,416 City Court Offences Processed (for FY 2006): DUI 1,768 Serious Traffic 706 Other Criminal Traffic 5,763 Civil Traffic 31,242 Non-Traffic Misdemeanor 7,604 Total Citations Issued 47,083 Protective Orders 2,650 Sources: Various City of Glendale Department Records U.S. Census 661 Return to TOC APPENDIX Acronyms ACRONYMS A ACDC ADEQ Arizona Canal Diversion Channel 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 Plan 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 FARE Fines, Assessment & Restitution Enforcement FT Full Time FTA Federal Transit Administration FTE Full Time Equivalent FY Fiscal Year 662 Return 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 663 Return 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 664 Return to TOC 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. not exceed the total amounts proposed for expenditure in the published estimates. A ACCRUAL BASIS OF ACCOUNTING: The most commonly used accounting method, which reports income when earned and expensed when incurred, as opposed to cash basis accounting, which reports income when received and expenses when paid. 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. ADOPTION: A formal action taken by the City Council which sets the spending limits for the fiscal year. BOND: A municipality will issue this debt instrument and agree to repay the face amount of the bond on the designated maturity date. Bonds are primarily used to finance capital projects. APPROPRIATION: An authorization made by the City Council which permits the city to incur obligations and expend resources. General Obligation (GO) Bond: This type of bond is secured by the full faith, credit, and taxing power of the municipality. ASSESSED VALUATION: A valuation placed upon real estate or other property by the County Assessor and the state as a basis for levying taxes. Revenue Bond: This type of bond is secured by the revenues from a specific source such as gas taxes or water revenues. B C BALANCED BUDGET: Arizona law (Title 42 Arizona Revised Statutes) requires the City Council to annually adopt a balanced budget by purpose of public expense. The City Charter also requires an annual balanced budget. The Charter specifically states that “the total amounts in the budget proposed for expenditure shall 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. 665 Return to TOC APPENDIX Glossary CAPITAL IMPROVEMENT PROJECT: Non-routine capital expenditures that generally cost more than $50,000 resulting in the purchase of equipment, construction, renovation or acquisition of land, infrastructure and/or buildings with an expected useful life of at least five years. Capital improvement projects are designed to prevent the deterioration of the city's existing infrastructure, and respond to and anticipate the future growth of the city. ENTERPRISE FUND: Funds that are accounted for in a manner similar to a private business. Enterprise funds are intended to be self-sufficient with all costs supported primarily by user fees. The city maintains three enterprise funds: water/sewer, landfill and sanitation. EXPENDITURE: Represents a decrease in fund resources. EXPENDITURE LIMITATION: An amendment to the Arizona State Constitution which limits annual expenditures of all municipalities. The Economic Estimates Commission uses actual payments of local revenues for FY 1980 as the base limit and adjusts annually for population growth and inflation. All municipalities have the option of Home Rule that requires voters to approve a four-year expenditure limit based on revenues received. Glendale citizens have approved the Home Rule Option since the inception of the expenditure limitation. CARRYOVER: Year-end savings that can be carried forward to cover any one-time expenses such as supplies, equipment, or special contracts. D DEBT RATIO: Total debt divided by total assets. Computed by Finance, and Budget and Research staff to assess fiscal health, internal controls, etc. DEBT SERVICE: Principal and interest payments on outstanding bonds. F DEPRECIATION: The decline in the value of an asset due to general wear and tear or obsolescence. 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. 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. 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. E ENCUMBRANCE: The formal accounting recognition of commitments to expend resources in the future. 666 Return to TOC APPENDIX Glossary FUND: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. L 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. FUND BALANCE: A balance or carry over that occurs when actual revenues exceed budgeted revenues and/or when actual expenditures are less than budgeted expenditures. G O GENERAL FUND: Primary operating fund of the city. It exists to account for the resources devoted to finance the services traditionally associated with local government. Included in these services are police and fire protection, parks and recreation, planning and economic development, general administration of the city, and any other activity for which a special fund has not been created. OBJECTIVE: A measurable output that an organization strives to achieve within a designated time frame. The achievement of the objective advances an organization toward a corresponding goal. OPERATING AND MAINENANCE (O & M) COSTS: The day-to-day operating and maintenance costs of a municipality. These costs include personnel, gas, electric utility bills, telephone expense, reproduction costs, postage, and vehicle maintenance. GOAL: A general and timeless statement created with a purpose based on the needs of the community. OPERATING BUDGET: The day-to-day costs of delivering city services. 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. P PAY AS YOU GO CAPITAL PROJECTS: Capital projects funded by general fund operating revenues. I 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. INFRASTRUCTURE: Facilities that support the continuance and growth of a community. Examples include roads, water lines, sewers, public buildings, parks, and airports. 667 Return to TOC APPENDIX Glossary 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. 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. S PRODUCTIVITY: A measurement of the increase/decrease of city services output compared to the per unit input cost invested. SECONDARY PROPERTY TAX: A tax levy restricted to the payment of principal and interest on general obligation bonds. PROGRAM: A group of related activities performed by one or more organizational units for the purpose of accomplishing a city responsibility. SERVICE LEASE: A lessor maintains and services an asset under a service lease. PROPERTY TAX: The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary rate. SPECIAL REVENUE FUND: A fund that accounts for receipts from revenue sources that have been earmarked for specific activities and related expenditures. Primary Tax: Arizona statute limits the primary property tax levy amount and municipalities may use this tax for any purpose. STATE-SHARED REVENUE: Includes the city’s portion of state sales tax revenues, state income tax receipts, and Motor Vehicle In-Lieu taxes. 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. 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. R RESOURCES: Total amounts available for appropriation including estimated revenues, fund transfers and beginning fund balances. T TAX LEVY: The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. REVENUE: Financial resources received from taxes, user charges and other levels of government. 668 Return to TOC APPENDIX Glossary 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. U USER CHARGES: The payment of a fee in direct receipt of a public service by the party who benefits from the service. W WORKLOAD INDICATORS: Statistical information that indicates the demands for services within a given department or division. Workload indicators are a type of performance measure utilized by departments or divisions to assess its level of service. 669 Return 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 “2008 Annual Budget” or “Fiscal Year 2007-08 (FY 2008)” refers to the period that begins July 1, 2007 and concludes on June 30, 2008. 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 2008 budget will be formally adopted by the City Council at a public meeting in June 2007, 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. 670 Return 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 currently 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. 671 Return 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 $1.62 in property tax per $100 of assessed valuation ($0.2925 primary rate and $1.3275 secondary rate). How much does the city receive from my property tax bill and how is it used? Primary Property tax revenue represents 2.3% of the city’s General Fund revenue, which is estimated at $3.89 million in this year’s budget. Secondary Property Tax, used to pay off General Obligation bonds, will generate approximately $24.70 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. 672 Return 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 2008 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 2008 secondary tax rate of $1.3275 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 41.1% 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 673 Return to TOC GLEND LE City of Glendale Management & Budget Department 5850 West Glendale Avenue Glendale, Arizona 85301 623-930-2264