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 Preliminary 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. Annual Budget | 2008-2009 City of Glendale, Arizona CITY OF GLENDALE, AZ Table of Contents CITY OF GLENDALE, ARIZONA FY 2008-09 ANNUAL BUDGET TABLE OF CONTENTS Page Introduction Table of Contents Mayor’s Message 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 22 Budget Summaries Budget Summary Revenues Expenditures Conclusion 29 41 52 67 Financial Guidelines Five-Year Financial Forecast Financial Plan Financial Policies 68 84 96 Operating Budget Appointed & Elected Officials Mayor & City Council City Attorney City Clerk City Court 100 106 110 114 i CITY OF GLENDALE, AZ Table of Contents Page Administrative Services Administrative Services Administration Finance Lease Payments Human Resources Information Technology Management & Budget Employee Groups 120 121 125 126 131 135 140 Community Development Community Development Administration Building Safety Environmental Resources Planning 141 142 146 151 Community Services Community Services Administration Code Compliance Community Partnerships Neighborhood Improvement Grants Residential Infill Housing Library & Arts Parks and Recreation 155 156 161 165 166 167 172 Facilities and Financial Management Facilities & Financial Mgt Administration Glendale Civic Center Economic Development Rebates & Incentives Marketing and Communications Convention Center, Media Center and Parking Garage 182 183 187 191 192 199 Internal Services City Auditor City Manager’s Office Community Action Program Intergovernmental Programs 200 204 208 209 ii CITY OF GLENDALE, AZ Table of Contents Page Public Safety Glendale Fire Department Glendale Police Department Homeland Security 213 221 227 Public Works Public Works Administration Engineering Field Operations Transportation Utilities 231 232 238 243 250 Other Grants Non-Departmental 255 256 2009-2018 Capital Improvement Plan CIP Table of Contents CIP Ten-Year Plan 257 259 Schedules Why Include Schedules? Schedule 1: Fund Balance Analysis by Category; by Fund Schedule 2: Operating Revenues by Category; by Fund Schedule 3: Operating Budgets by Program and Fund 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 527 528 533 546 568 569 570 605 611 614 623 624 628 632 Appendix Miscellaneous Statistics Acronyms Glossary Frequently Asked Questions 645 648 651 656 iii CITY OF GLENDALE, AZ Mayor’s Message To The Citizens of Glendale: Glendale's FY 2009 operating and capital budgets have been structured to sustain and enhance quality city services as well as continue prudent, strategic investments in our dynamic community. City Council’s vision of ‘one community’ as expressed in our strategic goals and key objectives forms the foundation of our budgets. Those strategic goals, which we reaffirmed in November 2007, are listed below. 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. • • • • Providing you with the best level of public safety services is, and always will be, one of our highest priorities. In developing our FY 2009 operating budget, the City Council approved 41 new positions for our Police Department and 11 new positions for our Fire Department. With these additions, City Council has added a total of 178 new positions to our Police and Fire Departments since June 2006. On September 11, 2007 Glendale held a special election at which you, our voters, passed Proposition 207. As a result, the rate for city sales tax dedicated to Public Safety services has been increased from one-tenth of one cent to one-half of one cent. The revenue collected from this tax can only be used by our Police and Fire Departments to fund additional positions, equipment and other items necessary for them to carry out their missions. Public safety positions currently funded out of the General Fund will remain in the General Fund as there can be no supplanting with the additional funds expected from the rate adjustment. Your approval of Proposition 207 demonstrated the importance you also place on ensuring our Police and Fire Departments will always have the staffing and equipment they need. The revenue derived from the passage of Proposition 207 is providing the funding needed for all of the new public safety positions that will be added in FY 2009. Another of the City Council's strategic goals is to help create and sustain strong neighborhoods. To achieve this goal, we have committed $600,000 to the Neighborhood Improvements Grant program. This program was created to encourage older neighborhoods to plan and implement 1 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message projects that promote private investment for the preservation and improvement of physical conditions within the city. Since the inception of the Neighborhood Improvements Grant Program, $8.09 million has been provided to fund 191 neighborhood requests. Accompanying private investment, through contributions of cash and sweat equity, totals an additional $886,000. Recognizing that commercial centers are often the “front door” to our neighborhoods, we have included $150,000 in our FY 2009 budget to continue our long-running, highly successful Visual Improvement (VIP) Program. This program assists business owners in the renovation and improvement of the exteriors of their business properties. VIP has been the catalyst in helping to bring many properties up to current building code standards and at the same time improving the appearance of large, very visible parcels throughout our city. Well maintained infrastructure is an important element of strong neighborhoods, and is critical for the attraction of quality economic development. To that end, funding will continue for our city's Pavement Management Program. Overlay work on arterial and residential streets will be possible with $11.5 million in our capital program for FY 2009. The use of 2 inches or more of rubberized asphalt overlay on our arterial streets will double the life of those roadways to15-20 years. Rubberized asphalt has the added benefit of minimizing road noise for the surrounding residential neighborhoods and business centers. Approximately 10-12 miles of arterial roads are planned for overlay work in FY 2009 with approximately 25 miles planned for residential streets. We are also continuing our commitment to enhance the economic and social vitality of Glendale's “city center”. Our City Center area is defined in our General Plan as three square miles in size, bounded by 43rd Avenue on the east, 67th Avenue on the west, Orangewood Avenue on the north, and Maryland Avenue on the south. Two programs begun in FY 2008 that address this City Council strategic goal are the downtown beautification program and the Glendale Express shuttle between our historic downtown and the sports and entertainment district in western Glendale. Both of these programs will be continued through FY 2009. A public investment completed in FY 2008 that moves us forward in creating a vibrant city center is our new downtown parking garage located at the southeast corner of 58th Avenue and Palmaire. This 600-space structure replaces a 140-space surface parking lot and includes 11,000 square feet of retail, restaurant, and office space. The garage's brick facade echoes Glendale's important historic heritage. A second public investment in Glendale's city center that was completed in FY 2008 was a project totaling $19 million of infrastructure, landscape, and streetscape improvements. This project brought improved important infrastructure and enhanced visual appeal to our Old Towne and Catlin Court areas. Recently the City Council formally initiated work on a third public investment in our city center area. That project is a much-needed city court complex which will be built at 4715 W. Glendale Avenue. The contract for the design of the facility was awarded in February 2008. Funds for the 2 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message construction of the $42 million building are included in the city's capital plan for FY 2009. We expect our new city court to open early in FY 2010. During our November 2007 council retreat, City Council identified the need for a citywide redevelopment plan as one part of a multi-faceted effort to continue attracting quality economic development to Glendale. For FY 2009, we have committed ongoing funds for a new Redevelopment Program that will lead to the establishment of strategies to improve and enhance under-performing or under-utilized areas of the city. The purpose of this effort is to encourage local business growth that will benefit the Glendale community and generate higher levels of sales tax revenues. Our FY 2009 capital budget also includes $13.7 million for economic development related projects such as land acquisition, new development infrastructure, and redevelopment of older infrastructure. The overall goal of these capital projects is to attract high quality projects that create or retain well-paying jobs in Glendale, enhance the city's financial stability and attract new capital investment. Preserving Luke Air Force Base has been a long-standing goal for the City of Glendale. City Council continues to support this strategic goal in FY 2009 by providing funds to continue a consulting contract to protect the base's mission as a key component of our nation's defense and security. Our strategic goal of keeping Glendale “a city with high quality services for citizens” will be furthered with the new branch library planned as a part of our municipal campus at 83rd Avenue and Bethany Home Road. In January 2008, City Council approved the contract for architectural and interior design. Funds for the construction of the new facility are included in the FY 2009 and FY 2010 capital budget. Another project that will enhance service delivery to citizens is the relocation of our Community Action Program’s offices to a more accessible site. Our Community Action Program helps citizens become self-sufficient while they are experiencing a financial hardship or crisis in their lives. Some of the services provided include temporary assistance with utility bills and financial assistance for appliance repairs, home repairs, and telephone bills. Transportation needs are being addressed proactively through our Glendale Onboard (GO!) Transportation Program. The GO! Program incorporates long-range projects that improve mobility both locally and regionally. The GO! Transportation Program is funded with our city's dedicated one-half cent sales tax that you and other Glendale voters approved in 2001. Since the inception of the GO! Program, construction of thirty street/intersection, nine bicyclepedestrian, two transit, and five airport projects have been completed. Projects under construction include seven street/intersection and two bicycle-pedestrian projects. Transit options have continued to improve with extensions and increases in hours of operation and frequency on 3 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message existing bus routes. Additionally, new services have been added such as neighborhood circulators and a taxi-subsidy program. Capital projects planned for FY 2009 include enhanced bus stops and shelters, design of the Northern Parkway, continued improvements along the 67th Avenue corridor, Grand Avenue access enhancements and beautification, and further implementation of smart traffic signals. To make using public transit easier and, therefore, a more viable option, we recently opened a Park and Ride facility at 99th and Glendale Avenues. This facility has 392 available parking spaces. The site offers express bus service to and from Phoenix, a drop-off/pick-up location, security during business hours, bike racks, and a bike locker. Future plans allow for an additional 254 parking spaces. There is no doubt that Glendale is both progressive and aggressive in maintaining the quality of our existing facilities and services and well as providing for the continually expanding wants and needs of all in our community. Your well-being and satisfaction with our city is City Council’s paramount goal. To do all that we have planned and all that we see on our horizon, we must remain fiscally sound and we have stated that as one of our strategic goals. Strong financial management is the foundation for the city's overall financial health and continues with our FY 2009 operating and capital budgets. Glendale was recognized again for its strength in this area, as evidenced by the Government Finance Officers Association's annual award to the city's Management and Budget Department and Finance Department for outstanding budget and financial reports. In addition, the city has enhanced its traditionally strong bond rating because of the city's prudent fiscal management practices. This is a troublesome time for our national economy and our state economy. Yet, it is important to City Council to continue our efforts to reduce the tax burden on you, our citizens. Following on last year’s 10 cent reduction in our city property tax rate, we will lower your property tax another 2.5 cents per hundred dollars of assessed valuation. This means our overall property tax rate will decrease to $1.5951 for FY 2009. These decreases have been largely made possible by the new commercial development occurring in Glendale over the last few years. While the residential real estate market in the metropolitan area is in transition and valuation decreases are expected through FY 2010, we are experiencing a robust growth in commercial development. Of the $442 million of development currently permitted in Glendale, $412 million is attributable to non-residential projects. Several years ago City Council directed that Glendale’s tax base be diversified and that more emphasis be placed on commercial, office, and industrial development. That action is helping us weather the current economic situation better than most municipalities. The revenue from new development is providing the resources needed to meet today’s rising costs in providing existing services and also giving us the opportunity to continue to expand our offerings to you, the citizens of our city. It is clear, then, why City Council has made “one community with quality economic development” one of our strategic goals. 4 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message Glendale’s Sports and Entertainment District, which is developing at an unparalleled rate, is the area most responsible for the generation of new revenues in our city. Westgate City Center, which opened in November 2006, already includes 2.8 million square feet of retail, lodging, restaurants, entertainment and office uses. Another 1.35 million square feet of development is completed and open in Zanjero, the mixed-use development just north of Westgate. The next phases of both Westgate and Zanjero are under construction at this time. Rightpath Limited, the developer of Zanjero, has received zoning to move forward with Main Street which will also include entertainment, retail, office, and residential communities along with resort and golf amenities. Main Street is adjacent to Glendale’s new Cactus League Spring Training Stadium. In February 2009 the Los Angeles Dodgers and the Chicago White Sox will establish our stadium as their home for spring training baseball games. Rightpath Limited also recently became the Fixed Base Operator (FBO) at our Glendale Airport. Rightpath’s enhancements to the 20-year-old FBO facilities include improved and expanded amenities that will increase the level of service available to corporate and private travelers. These and other notable private and public investments have greatly enhanced Glendale’s economic vitality, have added significantly to our employment base, and are contributing to the financial resources needed for us to continue to serve you, our citizens, at the highest level of quality. The councilmembers and I are pleased to present our FY 2009 budgets to you. We pledge our continued commitment to making Glendale a “city of choice, not chance” for all residents and businesses. Thank you for your confidence and support. 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, 2007. 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 Jon Froke Interim Deputy City Manager Community Development Julie Frisoni Asst. Deputy City Manager Marketing & Communications Department Heads and Directors Roger Bailey Utilities Director Rebecca Benna Parks & Recreation Director Larry Broyles City Engineer Doug Kukino Environmental Resources Director Candace MacLeod City Auditor Deborah Mazoyer Building Safety Director Jamsheed Mehta Transportation Director Chuck Murphy Chief Information Technology Officer Mark Burdick Fire Chief Sherry Schurhammer Management and Budget Director Ed Beasley City Manager Alma Carmicle Human Resources Director Ray Shuey Chief Financial Officer Pam Kavanaugh Assistant City Manager Steven Conrad Police Chief Art Lynch Deputy City Manager Facilities & Financial Mgmt Judge Elizabeth Finn Presiding City Judge Erik Strunk Community Partnership Director Management Staff Horatio Skeete Deputy City Manager Administrative Services Gloria Santiago-Espino Deputy City Manager Community Services Kenneth A. Reedy Deputy City Manager Public Works Dan Gunn Code Compliance Director Rob Gunter Homeland Security Director Craig Tindall City Attorney Brian Friedman Interim Economic Development Director Pamela Hanna City Clerk Jessica Blazina Intergovernmental Relations Director Stuart Kent Field Operations Director Sue Komernicky Library Director 8 Return to TOC CITY OF GLENDALE, AZ City Organizational Chart CITY ORGANIZATIONAL CHART CITIZENS OF GLENDALE Mayor & Council Boards & Commissions City Clerk Pam Hanna Mgmt Asst To the City Manager Jean Moreno Director City Manager Relations Cathy Gorham City Auditor Candace MacLeod Airport Operations Mega events Intergovernmental Programs Jessica Blazina Ethics Committee Contract Management Strategic Initiatives Internal Communications Deputy City Manager Facilities & Financial Mgmt Art Lynch Asst Deputy City Mgr Julie Frisoni Marketing & Communications Graphics/Special Events Civic Center/T ourism Cable/Web Public Information Officers Environmental Development Brian Friedman Interim Director Special Projects & Facilities Finance/ Property Mgmt City Court Judge Elizabeth Finn City Manager Ed Beasley Community Action Program Norma Alvarez Assistant City Manager Pam Kavanaugh Assistant to the Mayor Steven Methvin Deputy City Manager Public Works Ken Reedy City Attorney Craig Tindall Police Chief Steve Conrad Fire Chief Mark Burdick Homeland Security Rob Gunter Council Services Administrator Kristen Kennedy Deputy City Manager Administrative Services Horatio Skeete Deputy City Manager Community Services Gloria Santiago-Espino Interim Deputy City Mgr Community Development Jon Froke Engineering Larry Broyles Finance Ray Shuey Parks & Recreation Rebecca Benna Planning Jim May Interim Director Field Operations Stuart Kent Budget & Mgmt Sherry Schurhammer Library & Arts Sue Komernicky Building Safety Deborah Mazoyer Utilities Roger Bailey Human Resources Alma Carmicle Code Compliance Dan Gunn Environmental Resources Doug Kukino Transportation Jamsheed Mehta Information Technology Chuck Murphy Community Partnerships Erik Strunk Community/Business Redevelopment 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 FINANCIAL ORGANIZATIONAL CHART Total FY 2008-09 Budget $925,000,000 OPERATING BUDGET CONTINGENCIES $376,869,586 $76,925,593 General Fund Enterprise Funds Grants Other Funds General Fund Enterprise Funds Other Funds $168,725,222 $72,667,882 $24,155,917 $111,320,565 $18,499,846 $12,500,000 $45,925,747 Appointed & Elected Officials $10,397,693 Administrative Services Water & Sewer Other Grants Benefits Trust Fund Transportation Water & Sewer CIP Funds $12,346,020 $50,499,647 $9,059,005 $24,481,185 $13,080,092 $10,000,000 $37,251,819 Community Delvelopment Community Services Landfill Housing Streets Sanitation Transportation $6,375,285 $25,737,171 $14,822,613 $8,761,451 Police Special Assessment $16,370,001 $12,939,686 $2,000,000 $7,000,000 Facilities & Financial Management $6,812,337 Internal Services Sanitation Fire Special Assessment $8,631,958 Risk Management $7,345,622 General Services Fund $9,774,246 Landfill $2,746,829 Community Development Block Grant $3,093,418 $500,000 $3,000,000 NonDepartmental Public Safety HOME Fund Tech. Replacement National Events $1,108,917 $82,734,955 $1,418,124 Stadium & Arena Operations $4,871,624 $3,764,888 $683,000 Public Works Rebates & Incentives RICO Fund Vehicle Replacement $12,542,539 $4,858,869 $1,299,146 $3,029,741 Self Sustaining & Designated $2,785,634 Lease Payments CAP Grant Fund $3,064,607 $426,892 Risk Management Trust Fund $2,760,000 Stadium & Arena Agreements $1,977,000 Training Facility $1,931,449 Workers' Comp Trust Fund $1,407,000 Telephone Fund Civic Center $1,015,462 $941,053 Airport Court $656,426 $611,558 Arts Commission Other Funds $127,787 $163,775 Emergency Shelter Grants $97,881 12 Return to TOC CITY OF GLENDALE, AZ Financial Organization Chart FINANCIAL ORGANIZATIONAL CHART (Continued) DEBT SERVICE CAPITAL IMPROVEMENT BUDGET $391,890,277 $79,314,544 Municipal Water G.O. Property & Sewer Bonds Corp. $19,269,422 $24,989,576 $21,071,400 Transportation $7,327,331 Streets $4,706,806 Other Enterprise General General Development Other Funds Funds Obligation Obligation Impact Fee Funds $1,950,009 $108,719,510 6% Bonds $28,554,323 20% Bonds $95,600,234 $14,424,606 $144,591,604 Water Economic Public Transportation Transportation & Sewer Development Safety Grants & $56,565,942 $4,880,778 Construction $120,580,883 Libraries $97,394,372 $14,216,732 Landfill Library Flood Bonds Control $8,565,594 $6,788,621 $21,944,390 Sanitation Cultural Parks Facility $2,759,544 $3,132,957 Bonds $15,135,798 Library General Buildings Fund $5,421,618 $9,151,174 $2,687,122 $6,728,826 Government Streets Recreation Airport Facilities Capital $7,397,090 $1,287,270 $785,569 Facility $2,127,352 For a description of major fund sources please refer to the Budget Summary on page 32. You can navigate to the description by clicking the major funding source you would like more information about. Open Public Safety General Fund Space Facilities Obligations $541,638 $1,023,910 $581,416 Park Dev. Arts Zones Commission $576,816 $500,000 General Street Government Fund $558,144 $179,112 Citywide Open Spaces Civic Center $177,609 $100,000 Library Books $100,000 13 Return to TOC Street Revenue 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 financial and organizational 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 Summaries 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. 2009-2018 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. 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 2009 BUDGET CALENDAR October thru December 2007 Capital improvement plan (CIP) budget preparation. This process involves input by departments; the review of project budgets and operating and maintenance budgets by engineering, budget, and facilities management staff; the prioritization of projects based on City Council’s strategic priorities and financial constraints; a discussion of various financing options by the CIP finance team; and preparation of the Preliminary CIP 20092018 document for City Council review. November 2007 15 Operating Budget Input Kickoff Meeting 26 FY 2009 budget input by departments begins and continued through December 21. December 2007 21 Last day for FY 2008 budget input by departments January 2008 Budget staff and Deputy City Manager for Administrative Services meet with each department to review supplemental requests and begin to develop General Fund balancing scenarios. Budget staff completes revenue projections for FY 2009 in conjunction with staff from the various departments. February 2008 1–22 Management and Budget Department staff and Deputy City Manager for Administrative Services present various General Fund balancing scenarios to the Executive Team. 25 City Manager’s meeting with department directors to present FY 2009 budget strategy. 29 City Manager’s follow up meeting with all department directors. Directors whose operations are supported by the General Fund presented 4.5% ongoing base budget reductions (with the exception of the Police, Fire, and Homeland Security Departments which were not required to make 4.5% reductions). They also discussed their most critical supplemental requests for consideration at the final balancing meeting. 29 City Manager’s final balancing meeting with Assistant City Manager, Deputy City Managers, Police and Fire Chiefs, City Court Presiding Judge, City Attorney, City Clerk, and Management and Budget Department staff. March 2008 14 Delivery of the City Manager’s recommended FY 2009 operating budget document and the preliminary FY 2009-2018 CIP document to City Council for discussion at the budget workshops scheduled for March and April 2008. 25 1:30 PM – 5:00 PM, 1st budget workshop. 16 Return to TOC CITY OF GLENDALE, AZ Budget Calendar April 2008 1 1:30 PM – 5:00 PM, 2nd budget workshop 15 8:30 AM – 12:00 PM, 3rd budget workshop 22 1:30 PM – 5:00 PM, final budget workshop May 2008 The final budget document is prepared. This includes preparation of all schedules such as fund balance analyses, summary of revenues, operating budgets by program and fund, debt service schedules, transfers between funds, summary of tax levy and tax rate, etc, departmental narratives, budget message, etc. which takes about 6 weeks. 30 Preliminary FY 2009 budget to City Council for June 10 council meeting June 2008 5 The Planning Department presents the CIP to the Planning Commission as required by Arizona state law for review to ensure consistency with the City’s General Plan. 10 City Council public hearing and preliminary budget adoption. 12 Final adoption and tax levy adoption meeting dates published in Glendale Star. Summary budget information required under Arizona state law is published with the June 24 meeting date and time for the final budget adoption, the setting of the property tax levy for FY 2009, and the respective public hearings for the two actions. 19 Final adoption and tax levy adoption meeting dates published in Glendale Star. Summary budget information required under Arizona state law is published with the June 24 meeting date and time for the final budget adoption, the setting of the property tax levy for FY 2009, and the respective public hearings for the two actions. 24 City Council public hearing and final budget adoption, and City Council public hearing and adoption of the property tax levy at regular City Council evening meeting. July 2008 1 Start of FY 2009 2 FY 2009 budget document complete and available for distribution September 2008 TBD Clean up ordinance to Council re: FY 2008 inter-fund budget transfers 17 Return to TOC CITY OF GLENDALE, AZ Budget Process FY 2009 BUDGET PROCESS OVERVIEW: Council created the FY 2009 operating and capital budgets based upon its vision of ‘one community.’ The strategic goals that they had originally established in November 2006 were reaffirmed by Council this year and remain as follows: • • • • • • • 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 2009 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. 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 Management and Budget Department also conducted training to inform staff about changes for the upcoming year and instructed staff on how to use the budget inputting system for the FY 2009 budget process. The Management and Budget Department continues to recommend the “base budget” approach to control expenditures and promote fiscal conservatism, while helping to maintain existing service levels throughout the organization. With base budgeting, divisions are allocated a target base expenditure amount to support all ongoing operations for the fiscal year. Allocations are based on the prior year ongoing appropriation for that division, with any one-time funds in the current fiscal year’s budget excluded from the target base budget for the upcoming fiscal year. Departments are encouraged to shift allocations for non-salary items within the target base amount to better reflect current operations during the budget input phase that kicked off in November 2007. All salary & benefit related items are calculated and established separately by the Management and 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 were reviewed and evaluated in January and February 2008 because there were many more requests than it would be possible to fund. A final balancing meeting with executive leadership occurred in February. Decisions at this meeting resulted in the recommended budget presented to City Council at a series of budget workshops held in March and April. 18 Return to TOC CITY OF GLENDALE, AZ Budget Process 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 2009 and the property tax levy for FY 2009, consistent with the City Charter and state law, in June 2008. The chart below illustrates how the budget process works once Council has established their goals for the upcoming year and that direction is conveyed to the organization by the city manager. Department Operating, Capital & Supplemental Requests Prepared Public Hearing to Adopt Tentative Budget Set Date for Property Tax Levy Adoption 6/10/08 Budget Staff Compilation And Analysis 12/26/07 - 1/4/08 City Manager and Leadership Team Review 2/7/08 - 3-14/08 Public Hearing Adopt Final Budget 6/24/08 Council Budget Workshop Sessions 3/25/08 - 4/22/08 Public Hearing Adopt Property Tax Levy 6/24/08 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. 19 Return to TOC CITY OF GLENDALE, AZ Budget Process Enterprise funds (Water/Sewer, Sanitation and Landfill) 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. However, encumbrances for all other purchase orders will automatically lapse. The Comprehensive Annual Financial Report (CAFR) presents the status of the city's finances on the basis of Generally Accepted Accounting Principles (GAAP). Since 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: The Training Facility Debt Service Fund (Fund 2533) was created to track capital construction contributions from outside agencies, or “partners,” for the new Glendale Regional Public Safety Training Center 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. The capital costs were 100% bond financed by the City of Glendale, therefore capital contributions received from the partners will be used to go towards future debt service payments related to this construction. A transfer from this fund to the MPC Debt Service Fund equal to the current debt principal and interest payment will be made from this fund until all proceeds are exhausted at which time the City of Glendale will pick up the remaining payments. Another new debt service fund was created during FY 2008 titled Transportation Bond Debt (Fund 1970). All debt service payments related to GO! Transportation revenue bonds issuances will be made from this fund. The fund will receive an inter-fund transfer from the 20 Return to TOC CITY OF GLENDALE, AZ Budget Process Transportation Fund (Fund 1660) in an amount equal to the current years scheduled debt service principal and interest payment. Two new special revenue funds were added in FY 2008 to track revenues and expenditures related to public safety, transportation and marketing services provided by the city at events held at the University of Phoenix Stadium and Jobing.com Arena. The funds are titled Stadium Event Operations (Fund 1281) and Arena Event Operations (Fund 1282). Reimbursements for city services, in accordance with signed agreements, are recorded as revenue. Both funds are scheduled to receive an inter-fund transfer from the General Fund equal to the total expenditure amount that is over and above the projected reimbursement revenue. Therefore, these funds should always end the year with a zero fund balance. A portion of the Parks & Recreation Self-Sustaining Fund (Fund 1880) was split into a new Parks & Recreation Designated Fund (Fund 1885). This change was made to better account for the monies that are designated for a specific purpose or use. For example, a portion of the revenue received from public pools located at school sites is set aside for the maintenance and up keep of that specific pool in accordance with signed operating agreements. These funds can be used only for stated purposes at this designated facility. The Parks & Recreation Self-Sustaining Fund (Fund 1880) will continue to be used for tracking the revenues and expenditures associated with conducting sports and special interest type classes offered to the city at fees that are designed to recoup the costs associated with conducting those classes. 21 Return to TOC Budget Message 2008-2009 BUDGET MESSAGE City Manager’s Budget Message Honorable Mayor and Council: Similar to past fiscal years, the City of Glendale enters FY 2009 in a solid financial position despite the downturn in the economy that the country is experiencing. This position is a result of prudent management of city resources as well as wise strategic investments in the community over the last several years. As a result, the city’s budget for the coming fiscal year continues to provide the resources to maintain essential city services while moving forward with strategies that ensure a positive, sustainable future. The FY 2009 operating and capital budgets reflected in this document are balanced between revenues and expenditures. They are based on council’s continued vision of ‘one community’ and the supporting strategic goals and key objectives. Council’s specific strategic goals that were affirmed at a November 2007 retreat are: • • • • • • • 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. The recommended budgets integrate these guiding principles for FY 2009 and include resources to address the identified goals, with public safety and redevelopment having a high priority. The overall intent of the recommended budgets is to continue providing exceptional 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. The current economic environment created challenges for us to address in the FY 2009 operating and capital budgets. The national economy has changed significantly since FY 2008 began. Across the country the housing market is in flux as a new equilibrium point between buyers and sellers is established, especially in the hard-hit Phoenix metropolitan area. Credit also has tightened, for consumers as well as for the business community. Business investment has slowed. These changes are reflected most prominently in the contraction of consumer spending. Locally, however, Glendale has fared better than other valley cities as a result of strategic decisions to diversify the local economy. No longer is Glendale a bedroom community. As the development of the west area around the Loop 101 freeway demonstrates, Glendale continues to 22 Return to TOC BUDGET MESSAGE City Manager’s Budget Message lead the way locally, regionally, and nationally in terms of the quality, quantity, and diversity of economic development projects that ensure the city’s ability to continue funding high quality city services for the community. Through the third quarter of FY 2008, General Fund (GF) revenue has grown approximately 5% over FY 2007 revenue for the same period. That growth has been attributable primarily to development permits and related fees and state income tax revenue. City and state sales taxes, which comprise 49% of the FY 2008 revenue budget, have declined only 2% from the prior fiscal year despite the softening of consumer spending. Given this background, the GF ongoing revenue budget for FY 2009 was established to be fiscally prudent and reasonable. For FY2009, we are expecting about $185 million for the General Fund, which is about $4.1M or 2.3% more than the $180.9M expected for FY 2008. Revenue from development permits and related fees are expected to be strong in FY 2009 because of significant commercial, medical, and office development in three parts of the city – the west area around the Loop 101 freeway, the Thunderbird Road medical corridor, and the Bell Road corridor. Sales tax receipts are expected to grow modestly. At the same time we are experiencing modest revenue growth, we are also experiencing an escalation in fixed operating costs and construction costs. The cost of fuel for city vehicles – from police patrol cars and fire engines to sanitation collection trucks – continues to rise. When we developed the FY 2009 budget, we believed the base budget funds for fuel ($3.3 million) would be sufficient in FY 2009 as a result of increasing that allocation by $1 million over the last two fiscal years. However, if the current elevated prices ($3.50 or more per gallon at the retail pump) continue over the long term, then that resource could be strained. Related to the rising cost of fuel are escalating prices for oil-based products such as tires for vehicles and asphalt for street repairs. The cost to purchase electricity also has risen over the past year, with additional increases expected over the next year or so given that fuel is the electric industry’s largest single expense. Other fixed operating costs such as water for landscaping, retirement contributions, competitive pay for existing employees, and prisoner maintenance for those individuals arrested in Glendale and housed in Maricopa County’s jail system, also continue to increase. This situation strains the existing operating budgets for departments throughout the city and consumes a large share of additional capacity that is available for supplemental budget requests. These challenges are different than those faced when we developed the FY 2008 budget. I mentioned in my FY 2008 message that a new and significant operational issue Glendale faced in FY 2008 was our role as host for the 2008 Super Bowl and many of its affiliated events. I am pleased to report the city successfully met that challenge. In fact, in an example of creative partnerships, the city cooperatively worked with regional public safety authorities to create a central command that the National Football League declared as the new standard for future Super Bowl events. Overall, the city and its employees were widely recognized for the seamless service provided during the events leading up to and including the February 2008 Super Bowl game. 23 Return to TOC BUDGET MESSAGE City Manager’s Budget Message To address the different challenges we face in FY 2009, the city has undertaken a number of initiatives. First, a 4.5% reduction to the ongoing base budget for all GF departments, except police, fire, and homeland security, was implemented about halfway through FY 2008. As a result of this reduction, ongoing funds were reallocated to address a variety of critical needs for FY 2009, including the escalation of fixed costs. Second, in September 2007 Glendale’s voters approved the proposed increase to the sales tax dedicated to public safety from one-tenth of one cent (.1%) to one-half of one cent (.5%). Collection of the additional revenue from that rate adjustment began in November 2007. FY 2009 will represent the first full fiscal year of collections at the one-half of one cent (.5%) rate. These additional funds will help address the staffing issues identified in the Police and Fire Departments’ needs assessments. They also will help address the rising operating costs associated with new public safety positions in areas such as vehicle repair, maintenance, and fuel, employer contributions for public safety retirement plans, and prisoner maintenance expenses. Third, as we have done in the past several years, an annual review of the rates charged for water, sewer, sanitation collection, and landfill disposal services was completed. These annual reviews are done 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, sewer, sanitation and landfill rates will be adjusted for FY 2009. Finally, the capital budget development process included a reconsideration of the projects in the city’s current capital plan (FY 2008-17) based on financial constraints and council’s strategic goals and objectives. This reassessment resulted in a realignment of capital projects that is reflected in the plan for FY 2009-18. It is not possible for the city to fund concurrently several large-scale projects that have significant operating budget impacts. Therefore, the first five years of the plan include only two large-scale projects with significant GF operating expenses, the construction of a new municipal court facility (FY 2009) and a new library in the west area of Glendale (FY 2009 and 2010). Consequently, implementation timetables were established that stagger other projects over time resulting in a number of projects being deferred to the later years of the plan while other projects with minimal GF operating impact were accelerated forward. On the one hand, park projects in the first five years of the plan focus on rehabilitation of existing park facilities. New park and recreation facilities present operating and maintenance costs at a time when ongoing revenue streams will be needed for the new courthouse and the west area library. Therefore, new park and recreation facilities were deferred to the last five years of the plan. On the other hand, $28.9 million for economic development capital projects is included in the first five years of the plan, with $13.7 million in FY 2009 alone. These funds are intended for the purchase of land for redevelopment, the upgrade and repair of older infrastructure, and new development infrastructure. 24 Return to TOC BUDGET MESSAGE City Manager’s Budget Message For the water and sewer capital program, growth-related projects comprise the majority of the capital projects reflected in the 10-year plan. Of the $398.9 million, 10-year capital program for the water system, about 68% ($272 million) is growth related. For the wastewater system, about 54% ($137.9 million) of the $254.9 million, 10-year capital program is growth related. Development impact fees are expected to address the costs of growth-related projects, with non-growth projects to be funded from water and wastewater sales revenue. Overall, the timing of various projects was realigned to lessen the impact of rising construction costs on the rate payers. In developing the FY 2009 operating and capital budgets, public safety continued to have a high priority. The FY 2009 budget includes 52 new public safety positions, with 41 new positions for the Police Department and 11 new positions for the Fire Department. With these additions, City Council has added a total of 178 new positions to the Police and Fire Departments since June 2006. These new positions reflect the progress that has been made in implementing the needs assessments of both departments. On the capital side, the FY 2009 budget provides resources for the ongoing upgrade of the police digital communication system to ensure peak performance for mission critical use. The FY 2009 capital budget also includes the purchase of handheld radios with encryption technology to replace those currently in use that were purchased in 2003. The FY 2009 capital budget also consists of funds for a fire engine and ladder replacement program to maximize the safe use of front line engines. The replacement plan allows front line fire engines to be replaced every 7 years or 100,000 miles. Staffing for the new engine and ladder truck is expected to come forward in a future fiscal year supplemental budget request for the designated sales tax fund for the Fire Department. The FY 2009 recommended operating budget includes pay and benefits adjustments for city staff to ensure we remain competitive in the recruitment and retention of the best qualified staff. Staff covered by the public safety labor agreements will receive base wage increases as spelled out in the Memorandum of Understanding for FY 2009 and FY 2010. 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 million (all funds), with $3.6 million in the GF, to implement these important pay adjustments. Approximately $1.9 million (all funds) was added to the base budget to address cost increases for public safety and elected officials retirement plans to ensure they are sufficiently funded. This increase in the City’s share of the costs is not supplemented by an increase in the employees’ share of the costs because the Arizona state legislature sets, by statute, the employee contribution level for these specific retirement plans. Citywide, the total number of new positions added is 58 with only 4 positions added to the GF base budget. The remaining 54 positions were added to the base budget of other funds, with 52 specifically for the designated sales tax funds for the Police and Fire Departments. An increasing demand for the city’s services has occurred with the steady growth in Glendale’s 25 Return to TOC BUDGET MESSAGE City Manager’s Budget Message population and the rapid transformation of Glendale’s western area. In addition to the new public safety positions, some other examples are noted below: • • • • • One ongoing program manager position for the city’s new Redevelopment Program (described in more detail below). One ongoing, direct service position for the city’s commercial sanitation collection program. One ongoing, direct service position for the Utilities Department to help maintain high service levels related to the maintenance and cleaning of the 12.5 miles of new sewer lines and 500 extra manholes added since January 2007. One traffic engineering technician to provide field and technical review of traffic barricading plans submitted by contractors and utility companies. Construction zones on city streets can average up to 40 per day. This new position will ensure construction barricading is properly implemented in the field so the safety of the traveling public is not affected. Fees charged for barricade permits will offset the cost of this additional position in the GF. One assistant city prosecutor for code compliance cases. Given the current code compliance caseload, an ongoing, full-time assistant city prosecutor position is needed to efficiently obtain resolution for the increased number of civil and criminal cases related to neighborhood code compliance cases. Other critical elements of the FY 2009 operating and capital budgets include the following: • • • • • • $523,500 for the increased cost of electricity and natural gas that is used to operate city buildings and parks. $317,000 for the increased cost of electricity related to the operation of the city’s streetlights. $600,000 for the increased cost of electricity to operate the city’s West Area Water Reclamation Facility. $160,000 for the increased cost of watering the city’s parks and other landscaped facilities. $1.1 million for prisoner maintenance expenses at the Maricopa County Jail with $880,000 from the GF and $220,000 from the Police Special Revenue fund. $100,000 for the increased cost of oil-related products used for streets maintenance work such as asphalt repairs and sealcoating. 26 Return to TOC BUDGET MESSAGE City Manager’s Budget Message • • • • • • • • $600,000 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. $100,000 for a new Redevelopment Program that will lead to the establishment of strategies to improve and enhance under-performing or under-utilized areas of the city. The purpose of this effort is to encourage local business growth that will benefit the Glendale community and generate higher levels of sales tax revenues. $150,000 for continuation of the Visual Improvement Program that helps business owners in the renovation and improvement of the exterior of their businesses. $11.5 million in the Glendale Onboard transportation capital program, which is supported by the designated sales tax for transportation, for the city’s pavement management program, with $3.5 million for residential street overlay and $8 million for arterial street overlay. This funding supplements the $11.5 million that was allocated for the same purposes in the FY 2008 budget. $11.3 million in the general obligation bond program for various flood control projects, including storm drainage improvements along Northern, 67th, and 59th Avenues. $6.6 million in the Landfill Fund for equipment replacement and soil excavation and liner installation in the north expansion area. $6.5 million in the Highway User Revenue Fee capital fund for improvements along 99th Avenue to complement the sports and entertainment, commercial, residential, and office development that has occurred and continues to occur around the Loop 101 freeway in the western area of Glendale. $1.1 million in the general obligation bond program for the rehabilitation and renovation of existing city buildings to include roofing, flooring, electrical, lighting, and interior finishes. As we progress through FY 2009, we will 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 appropriate fund’s fund balance. 27 Return to TOC BUDGET MESSAGE City Manager’s Budget Message • • 4.5% budget reductions to the ongoing base budgets for all GF departments except for the Police, Fire, and Homeland Security Departments, will continue into FY 09. Capital projects are reviewed annually for all operating and maintenance costs impacting the GF and the enterprise operations. We also 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 will continue providing quarterly reports to Council on the performance of the General Fund and the designated sales tax funds. These reports will keep you apprised of how revenues and expenditures are doing when compared with the revenue and expenditure budgets established for FY 2009. In closing, I continue to be confident that the Mayor and Council’s vision will ensure an outstanding quality of life for the Glendale community and further enhance our position as a world-class destination city. Sincerely, Ed Beasley City Manager 28 Return to TOC Budget Summaries 2008-2009 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 $376.9 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 $391.9 million. The debt service budget is used to repay money borrowed by the city, primarily for capital improvements, and amounts to $79.3 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 $76.9 million. The total budget, including all four components, is $925 million for Fiscal Year (FY) 2009. This represents a decrease of 1.8% from the FY 2008 total budget of $942 million. As you can see from the graph below, the operating (40.7%) and the capital (42.4%) appropriations are the largest components of the FY 2009 budget and account for 83.1% of the total appropriations. Both are discussed on the following pages. City of Glendale Total FY 2009 Appropriations Capital 42.4% Contingency 8.3% Debt Service 8.6% Operating 40.7% A summary of the city’s major revenues and expenditures, including other financing sources and uses, provides an overview of the total resources budgeted by the organization. This summary is located in the Schedules section of this book and is titled Schedule One by Category. 29 Return to TOC BUDGET SUMMARY Budget Summary Operating Budget The development of Glendale’s FY 2009 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 2007, staff updated the city’s Five-Year Financial Forecast. The forecast allows various budget scenarios to be tested for their effect on the city’s financial condition on a 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, City Council conducted a goals-setting retreat to update its strategic goals and key objectives. These City Council goals did not change from the previous year and are explained in the Mayor’s Message. In November, the Management and Budget Department kicked off the budget development process for FY 2009. The kickoff meeting focused on the central role of City Council’s goals in the budget development process. This meeting also provided an assessment of current economic trends, the revenue outlook for the upcoming fiscal year and the city manager’s direction for the development of individual departmental budget requests. As part of the budget development process, departments were required to reduce their FY 2008 ongoing General Fund base budgets by 4.5% for all non-salary related items. The Police, Fire and Homeland Security Departments were not affected by the 4.5% reduction. This reduction, coupled by the need for departments to absorb inflationary increases within their base budgets, proved to be quite a challenge. The lone exception related to electricity and utilities budgets. Due to significant price increases, a city-wide supplemental was submitted to cover this critical base budget line item for FY 2009. Managers exhibited considerable innovation in developing better methods and practices. 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 including a description of the service benefit, cost recovery potential and other innovations implemented prior to requesting supplemental funding. FY 2009 budget requests 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. City Council reviewed the city manager’s balanced budget in a series of four public, televised workshop sessions beginning on March 25 and concluding on April 22. Approximately 14 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 City Council, became the preliminary budget, which was published and made available for further public review prior to the public hearings and formal adoption of the final budget on June 24, 2008. 30 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 2009 through FY 2018 and includes over $2.4 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, renovation and rehabilitation, as well as upgrades to water treatment and wastewater collection facilities. The CIP Management Team is comprised of staff from Engineering, Management and Budget, Field Operations 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 their capital costs to construct and 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 2009, the City of Glendale plans on making the following capital investments with a $391.9 million budget (figures are rounded): Table 1: Capital Improvements (All Dollars in Millions) Transportation Construct. (Fund 2210) Water & Sewer (Fund 2360+) Public Safety (Fund 2040) Flood Control (Fund 2180) Transportation Grants (Fund 1650) Street Revenue Bonds –HURF (Fund 2000) Economic Dev. (Fund 2100) Parks (Fund 2060) Landfill (Fund 2440) Street Construction (Fund 1980) Library (Fund 2160) General Fund Pay-As-You-Go (Fund 1000) Other Grants (Fund 1840) DIF – Roadway Improvements (Fund 1600) DIF – Libraries (Fund 1500) Other CIP Funds Total CIP $104.9 $97.4 $56.6 $21.9 $15.7 $15.1 $14.2 $9.2 $8.7 $7.4 $6.8 $6.7 $5.4 $4.9 $3.1 $13.9 $391.9 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. 31 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 $925 million for FY 2009. 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 at public meetings. Inter-fund transfers processed during the year that did not come forward in a formal council communication are summarized by the Management and Budget Department and presented to City Council at the end of the fiscal year via the annual clean-up ordinance. 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 Management and Budget Department staff before being sent to executive management for final approval. Line item changes within the same department do not require such approvals. All administrative budget transfers are documented by the Management and Budget Department 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 related to specific operations. Enterprise funds are expected to be self-supporting through revenue for the services provided. For these funds, the city charges a fee for a specific service, 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 any unforeseen emergencies. General/Special Revenue Funds: General (Fund 1000): The General Fund includes all sources of revenue the city receives that are not designated for a specific purpose. General Fund revenue may be used by the 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 be used only as directed by Council during the fiscal year. 32 Return to TOC BUDGET SUMMARY Budget Summary Streets (Fund 1340): 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 as well as other transportation-related fees. The state collects the revenue and shares it with cities and counties based on a complex distribution formula. There is a state constitutional restriction on the use of HURF revenues; they must be used solely for street and highway purposes such as maintenance, repair, reconstruction and roadside development. In Glendale, the Streets Fund supports street cleaning and maintenance, traffic signs and signals, street lighting and other street-related activities. The fund generally has a minimal projected ending balance in any given fiscal year. Police (Fund 1700) and Fire Special Revenue (Fund 1720): 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. In September 2007, Glendale voters passed a separate initiative that increased the local sales tax by another 0.4%, bringing the total public safety tax rate to 0.5%, effective November 1, 2007. Both taxes specified that two-thirds of the revenue would go to police operations and one-third to fire operations. However, the new tax (0.4%) excludes all grocery related food sales. Both taxes specifically prohibit supplanting existing general fund budgets with the sales tax revenue. The number of positions paid from the designated sales taxes has increased from 42 to 118 for the Police Department, and the Fire Department realized an increase of 21 positions (to 50) since the tax rate adjustment became effective on November 1, 2007. The designated sales tax also covers the associated vehicles, equipment and supplies needed to outfit the additional staffing. The Police and Fire Revenue Funds are used to track these revenues and expenses. Transportation (Fund 1660): The Transportation Fund supports transportation services in Glendale. The fund is primarily supported by designated sales tax revenue received from Proposition 402 (0.5%). In 2001 Glendale voters approved a one-half cent adjustment to the city sales tax rate to fund a comprehensive package of transportation projects including expansion of public transit service, intersection improvements to reduce congestion and other street-related services. 100% of the revenues and operating expenditures are accounted for in this fund. A separate Transportation Construction Fund exists to track transportation related capital expenditures that are paid for by the designated sales tax. Typically, the city will issue revenue bonds to fund transportation capital projects and deposit the bond proceeds into the Transportation Construction Fund. Debt service payments are then funded with the revenues collected in the Transportation Fund. Each year the Transportation Fund transfers cash into the Transportation Debt Service Fund to cover debt payments. Transfers also can be made from the Transportation Fund to the Transportation Construction Fund to cover any shortfalls related to capital project construction. Local Transportation Assistance (Fund 1640): The Local Transportation Assistance Fund (LTAF) is used to receive state lottery funds distributed to the cities based on population. Glendale transfers 100% of its LTAF funds into the Transportation Fund. The transfer will be $1 million in FY 2009. 33 Return to TOC BUDGET SUMMARY Budget Summary Civic Center (Fund 1740): 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 70,000 people at 282 events including weddings, trade shows and conventions in FY 2008. A projected transfer from the General Fund of $611,053 will supplement revenues of $530,000 generated from Civic Center activities in FY 2009 to cover operating and capital related expenditures. It is the city’s goal for the Civic Center to be a self-sustaining operation in the future. Airport Operating (Fund 1760): 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 expects to attract more commercial business as development of Westgate progresses around the Jobing.com Arena, University of Phoenix Stadium and the soon to be completed spring training baseball facility. The Airport Fund is projected to receive a transfer of $63,976 from the General Fund to augment projected revenue collections of $521,825 in FY 2009. Employee Groups (Fund 1190): 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, in addition to outside donations and sponsorships, is projected to bring in another $100,000 to the fund in FY 2009. Zanjero Special Revenue (Fund 1770): 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 Special Revenue (Fund 1780): The Arena Special Revenue Fund tracks the revenues generated from Jobing.com Arena events and the surrounding Westgate City Center. It also tracks the operating expenditures associated with the arena renewal and replacement agreement that helps ensure the Jobing.com Arena stays modernized. Revenue collected in the fund includes team fees, parking fees and sales taxes. There is a transfer from this fund to the MPC debt service fund to pay the debt service related to the construction costs associated with the arena. Westgate City Center which opened in November 2006 already includes 2.8 million square feet of retail, lodging, restaurants, entertainment and office uses. Jobing.com Arena is 34 Return to TOC BUDGET SUMMARY Budget Summary home to the National Hockey League’s Phoenix Coyotes and also serves as a first-class venue for concerts, trade shows and other events. Youth Sports Complex (Fund 1280): The Glendale Youth Sports Complex is adjacent to the University of Phoenix Stadium. It features five fields that were developed to fill a community need for additional youth sporting opportunities in the west valley. The complex also provides additional parking amenities to the stadium. Expenditures related to the operations and maintenance of the facility is offset primarily by a General Fund operating transfer that is supplemented by some rental revenue generated through the use of the fields. Stadium (Fund 1281) and Arena Event Operations (Fund 1282): These funds were created to track the city’s operational costs associated with conducting events at the stadium and arena venues. All public safety, transportation and marketing costs related to football, hockey, concerts, trade shows and other events held at these venues are recorded in the corresponding event operations fund. Revenue reimbursement for city services paid by Global Spectrum, the operations management company for both venues, is recorded in the funds. A General Fund operating transfer is made to cover any expenditures that exceed the reimbursement received. National Events (Fund 1010): The National Events Fund was established in FY 2005 to track General Fund cash that was reserved, or set aside, by City Council to pay for community improvements and operations associated with the initial Fiesta Bowl, the 2007 Bowl Championship Series college football game and Super Bowl 2008. $1.0 million was set-aside in FY 2005, $5.0 million in FY 2006 and another $1.0 million was added in FY 2007. These set asides were augmented by the collection of fees associated with these events, including parking and shuttle revenue. With the successful completion of the Super Bowl event in February 2008, the remaining fund balance was retained in the fund and has been appropriated as contingency in FY 2009 until City Council provides direction on future uses of these funds. Public Safety Training Center (Fund 2530): All revenues and expenditures associated with the new Glendale Regional Public Safety Training Center are tracked in this fund. The facility was built with capital contributions from the City of Glendale (74.8%), Maricopa County Community College District (8.2%), City of Surprise (6.6%), City of Peoria (6.5%), City of Avondale (3.9%) and the federal government. The training center provides fire and police departments with the tools required to train new firefighters and conduct continuing education and training for fire and police personnel. Operating costs associated with the facility are shared proportionately with the police and fire partners based upon the initial capital contribution. Community Housing Services (Fund 2500): 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. Court (Fund 1240): The Court 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 35 Return to TOC BUDGET SUMMARY Budget Summary 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 1860): Federal anti-racketeering laws permit law enforcement agencies to seize and sell property and proceeds acquired by individuals as a result of their involvement in certain types of criminal activities such as the sale of illegal drugs. The city’s RICO Fund tracks the revenue generated from such seizures. This revenue must be used for purposes that improve public safety or crime prevention programs and cannot be used to supplant existing funding for law enforcement purposes. 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 (Fund 1320), HOME (Fund 1300) and Emergency Shelter Grant (Fund 1830) funds received from the federal government. Another fund tracks the Community Action Program (Fund 1820) grant funds received from Maricopa County. A Transportation Grant (Fund 1650) fund was established in FY 2005 to track grant activity for projects covered by the Glendale Onboard transportation program. Most other grants are tracked through the Other State and Local Grants Fund (Fund 1840). 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. Enterprise Funds: Water/Sewer (Funds 2360, 2400 & 2420): The Water/Sewer Enterprise Fund supports the provision of water and sewer service to Glendale residents and businesses. It is completely selfsupported through water sales, sewer user fees and other related user fees. The fund receives no tax revenue and pays an annual contribution to the General Fund for administrative support services such as personnel 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. All revenues and expenditures associated solely with providing water services to citizens and businesses in Glendale is captured in Fund 2400 (Water). All activity associated solely with providing sewer services is recorded in Fund 2420 (Sewer). Fund 2360 (Water/Sewer) is used to capture any expenditures that are incurred on behalf of both water and sewer operations. For example, administration costs associated with providing oversight to both operations and finance costs associated with the Customer Service Division that handles the accounts for both water and sewer operations is recorded in Fund 2360. The Water/Sewer Enterprise Fund balance is expected to decrease from $115.3 million to $78.5 million in FY 2009 because of planned capital expenditures totaling $97.4 million and the debt service requirements associated with revenue bond funded projects. Examples of capital projects 36 Return to TOC BUDGET SUMMARY Budget Summary include groundwater treatment plant improvements, system security enhancements, expansion of the 91st avenue wastewater treatment plant, as well as planned line replacements and extensions. Sanitation (Fund 2480): This fund supports refuse collection and disposal services to homes and businesses in the city. It is supported through monthly charges paid by 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 $5.6 million to $3.2 million in FY 2009 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 (Fund 2440): 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 2009 is projected to be $23.3 million. It is projected to decrease to approximately $14.6 million by the end of this fiscal year as a result of planned capital expenditures related to replacement of heavy equipment and excavation of the north expansion area. Revolving/Internal Service Funds: Risk Management (Fund 2540) and Workers’ Compensation (Fund 2560): 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. $2.0 million of fund balance was transferred from Workers’ Compensation to the Risk Management during FY 2008 to better align the fund balance with actuarial reserve recommendations for each fund. The Risk Management and Workers Compensation Trust Board approved the transfer. . Benefits Trust (Fund 2580): The Benefits Trust Fund was created in FY 2001. An actuarial study of health insurance funding recommended the creation of a separate fund would be the best way to develop reserves to meet future cost increases for health-related insurance. During the course of the year, employer and employee contributions for medical, dental and vision insurance are deposited into this fund. Income to the fund comes from premiums charged to each city department based upon employee coverage elections made each year during open enrollment (employer portion). The fund also receives contributions from employees, both current and retired. Premium payments to insurance carriers and related claims expenses are made directly from the fund. The ending fund balance serves as a reserve to cover incurred but 37 Return to TOC BUDGET SUMMARY Budget Summary not reported claims, as well as a buffer against rising health care costs. In FY 2009, $1.0 million of fund balance will be used to offset medical and dental premium increases. Vehicle (Fund 1120) and Technology Replacement (Fund 1140): These replacement funds were designed to allow the city to accumulate the money needed to replace at regular intervals the city’s fleet of cars, trucks and other rolling stock and its personal computers, servers and other technology-related equipment. 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. To help address soft economic conditions, the General Fund contributions to both funds were reduced to the 75% level for FY 2009. The Enterprise Funds contributions remain at the 100% level for FY 2009. General Services (Fund 1040) and Telephone (Fund 1100): The General Services and Telephone Funds are used to track income and expenses of the internal services provided to city departments. The General Services Fund specifically covers vehicle maintenance needs and fuel for city vehicles. City departments pay for these services on an actual usage basis. These charges go into each fund as revenues that support the cost of providing the services. Both funds generally carry 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 generally returned to city departments when rates are established for the following year. Marketing (Fund 1870) and Parks & Recreation Self-Sustaining (Fund 1880): These funds track the collection and use of revenues related to the specific purpose of each fund. Examples include vendor rental fees for downtown special events such as Glendale Glitters that are orchestrated by the Marketing Department. Other examples include self-sustaining programs administered by the Parks & Recreation Department for sports, aquatics and special interest type classes for which fees are charged. Although the Marketing Department receives contributions from sponsors and collects fees from vendors for special events, it also receives a transfer of $861,798 from the General Fund each year to support special events. Library (Fund 1260) & Cable Communications (Fund 1160): Similar to the funds described above, these funds track the use of special revenue sources dedicated to the specific service areas that collect them. Examples include library book sales and rental fees for the cable TV studio and van. Parks & Recreation Designated (Fund 1885): The Parks and Recreation Department has agreements with several local school districts to cover the maintenance of city pools located on school property and jointly owned city/school district parks. The school districts and the city make annual payments into the fund to cover major maintenance and restoration costs. This fund also includes a separate division used to track the costs associated with the maintenance of 38 Return to TOC BUDGET SUMMARY Budget Summary the Elsie McCarthy Park in accordance with a generous donation made by a private party and designated for this purpose only. Stadium City Sales Tax - AZSTA (Fund 1790): This fund was created to track specific University of Phoenix Stadium revenues that are refunded to the Arizona Sports and Tourism Authority (AZSTA) in accordance with signed development, construction and operating agreements. All revenues collected in this clearing house type fund are subsequently dispersed to the AZSTA. 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 other types of long-term 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 fees are another major source of funds used for constructing major city infrastructure. These are based on the type of development impact fees the city collects from developers to address the city’s capital costs associated with accommodating growth. Separate funds are used to track the collection of fees associated with the construction of libraries, fire and police facilities, parks, roadway improvements, etc. Further information about these types of funds is included in the Capital Improvement Plan section of this document. Debt Service Funds: Bond financing is a primary source used to finance long-term capital projects and infrastructure. The City’s debt management plan is an important tool for one of the main financing sources of the CIP. Outstanding debt, capacity limitations, voter authorization and cash flow projections are all reviewed as part of the capital budgeting process, while the annual debt service payments are incorporated into the operating budget. Depending on the need and the type of project being financed, several different types of bonds are available to the City. Separate funds are used to track payments made on the city’s outstanding debt obligations. Each type of debt (General Obligation, Revenue Bonds and Municipal Property Corporation) is tracked in a separate fund. Fund balances fluctuate according to established debt payment schedules. 39 Return to TOC BUDGET SUMMARY Budget Summary 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. General Obligation (GO) Bond Debt (Fund 1900): GO bonds require voter approval and are backed by the taxing authority of the City. These bonds finance projects that City Council select. Arizona law limits the amount of GO bonds the City can have outstanding based on the secondary assessed valuation of both commercial and residential property located within the city limits. Financing for parks and recreation facilities, open space and trails, flood control, water/sewer and public safety are limited to 20% of secondary assessed valuation. Financing for all other projects, such as government facilities and economic development, is limited to 6% of the secondary assessed valuation. Secondary property tax revenue is recorded directly into this fund and used to pay GO bond debt. Municipal Property Corp (MPC) Bond Debt (Fund 1940): MPC bonds do not require voter authorization. These bonds are backed by the city’s excise taxes that are in most cases generated from recently developed properties. The amount of MPC bonds that can be issued is limited by the city’s ability to repay the bonds. These bonds often have restrictive covenants requiring a reserve of pledged revenues equal to some multiple of the maximum debt service payment on the bonds. Street (Fund 1920) and Transportation Revenue Bond Debt (Fund 1970): Revenue bonds are generally used to finance capital projects that have an identifiable revenue source. These bonds are often used to finance projects that are backed by identified revenue sources. For example, the majority of transportation construction projects are backed by the half-cent city sales tax designated for transportation. The City also has outstanding Highway User Revenue Fund (HURF) bonds for street projects that are backed by a pledge of the HURF monies the city receives from the state. Street capital projects financed with HURF monies require voter approval but transportation bonds based by the city’s designated sales tax do not require voter approval. Both are limited by the ability of the revenue source to support the associated debt service payments. Training Facility (Fund 2533): This debt service fund is used to track the capital construction contributions made by the partners that helped pay for the Glendale Regional Public Safety Training Center. As mentioned previously, the facility was built with capital contributions from the City of Glendale (74.8%), Maricopa County Community College District (8.2%), City of Surprise (6.6%), City of Peoria (6.5%), City of Avondale (3.9%) and the federal government. Since the city issued a combination of general obligation and MPC bonds to build the entire facility, these cash contributions are used to help extinguish the outstanding debt service associated with the facility. A transfer equal to the debt service payment associated with the facility construction is processed from this fund to the MPC debt service fund. 40 Return to TOC BUDGET SUMMARY Revenues REVENUES Total revenues available to the city in FY 2009 from all sources are estimated at $682.4 million, of which $167.5 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 2009 from FY 2008. Table 1: Total Revenues by Fund—FY 2008 vs. 2009 (All Dollars in Thousands) Fund 1000-General 1040-General Services 1100-Telephone Services 1120-Vehicle Replacement 1140-PC Replacement 1240-Court Security/Bonds 1260-Library 1340-Highway User Gas Tax 1640-Local Transp. Assistance 1650-Transportation Grants 1660-Transportation Sales Tax 1700-Police Special Revenue 1720-Fire Special Revenue 1740-Civic Center 1760-Airport Special Revenue 1780-Arena Special Revenue 1880-Parks & Recreation Self Sust 2360-Water and Sewer 2440-Landfill 2480-Sanitation 2500-Pub Housing Budget Activities 2540-Risk Management Self Insurance 2560-Workers Comp. Self Insurance 2580-Benefits Trust Fund Total Operating Capital and Other Revenue Grand Total FY 2008 Estimate $163,475 $9,434 $642 $3,359 $2,259 $357 $263 $17,442 $1,000 $4,368 $22,842 $3,734 $1,867 $509 $468 $5,332 $945 $131,176 $9,738 $15,617 $8,221 $3,813 $1,117 $19,037 $427,015 $175,085 $602,100 41 Return to TOC FY 2009 Change FY 08 Projection to FY 09 $167,497 $4,022 $9,774 $340 $1,112 $470 $3,196 ($163) $2,087 ($172) $350 ($7) $263 $0 $17,616 $174 $1,000 $0 $12,685 $8,316 $26,805 $3,963 $15,917 $12,183 $8,365 $6,499 $530 $21 $522 $53 $5,580 $248 $1,105 $160 $146,090 $14,914 $9,335 ($403) $15,667 $50 $8,268 $47 $3,828 $15 $1,118 $1 $23,481 $4,444 $482,191 $55,175 $200,198 $25,114 $682,389 $80,289 BUDGET SUMMARY Revenues General Fund Revenues Total resources available in FY 2009 to support General Fund services include the estimated beginning fund balance of $41.4 million and revenues of $167.5 million. Estimated total revenues for FY 2009 are expected to increase approximately $4.0 million, or 2.5% from the FY 2008 year-end estimate. The increase from the prior year-end estimate is attributable primarily to increases in city sales tax and state-shared 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% Developm ent Fees 3% Property Tax 2% Miscellaneous 6% Court/Lic./Fees 6% State Shared 41% Franchise Fees 3% 42 Return to TOC BUDGET SUMMARY Revenues City Sales Tax: City sales tax represents 38.7% 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 2.2% sales tax on all retail sales occurring within the city. For FY 2009 the adopted revenue budget is $64.9 million, which is approximately a $2.6 million, or a 4.2% increase over the FY 2008 year-end estimate of $62.3 million. City Sale s Tax 10-Ye ar Fiscal History Tho usands $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 This revenue source has performed very strongly in recent years as reflected in an '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 annual average growth rate of 9.7% between FY 2002 and FY 2006. After seeing a slight decrease in FY 2008 it is expected to grow modestly for FY 2009. $0 State-Shared Revenues: State-shared revenues include state income tax, state State Share d Re v e nue sales tax, and motor vehicle in-lieu tax, 10-Ye ar Fiscal History Tho usands which are shared with all cities and $70,000 towns throughout the state. The formula $60,000 for distribution of the sales and income tax revenue is based upon the relation of $50,000 the city’s population to the total state $40,000 population. Under this distribution $30,000 method, mature cities reaching build-out $20,000 will see their portion of state-shared tax $10,000 revenues decrease, as rapidly growing $0 cities receive a greater share of the '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 revenue distribution. The motor vehicle Sales Inco me M V In-lieu 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. 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 a $1.1 million or 1.7% increase over the FY 2008 year-end estimate of $67.1 million. Stateshared revenue represents 40.7% of the General Fund total operating revenue resources and is expected to be Glendale’s largest source of revenue. 43 Return to TOC BUDGET SUMMARY Revenues For FY 2009 the adopted revenue budget for state-shared income tax is $34.7 million, which is $579,575 or 1.7% higher than the FY 2008 year-end estimate of $34.1 million. This revenue source is primarily driven by personal income growth. Income tax revenue lags by two years so the state income tax receipts for FY 2009 will reflect the income tax receipts the state collected in 2007 for income earned in 2006. Personal income in the Phoenix metropolitan area grew about 10.3% in 2006. However, Glendale’s share of state income tax revenue is expected to increase only 1.7% because of the 10% income tax rate reduction the State Legislature approved in the 2006 legislative session. Income tax receipts the state received in 2007 reflect the first year the income tax rate reduction took effect [5% rate cut for income earned in 2006 and paid to the state in 2007]. The second half of the rate reduction will be reflected in the state income tax distribution cities receive in FY 2010 [5% rate cut for income earned in 2007 and paid to the state in 2008]. Cities and towns share in a 5.0% sales tax collected by the state. The forecast calls for FY 2009 state-shared sales tax of $23.5 million, a modest increase of $463,493 over the FY 2008 estimate of $23 million. State motor vehicle in-lieu tax is part of the vehicle license fees collected by the state. The projection for FY 2009 is $10.0 million, an increase of $99,433 from the FY 2008 estimate of $9.9 million. Primary Property Tax: As a result of increasing assessed valuation the city reduced the primary property tax from $0.2681 to $0.2432 for FY 2009. Using Maricopa County estimates for assessed valuation, a primary property tax rate of $0.2432 per $100 of assessed valuation will result in revenues of approximately $4.1 million. This is a slight increase from FY 2008 receipts and is attributable to appreciation of existing property values and new construction in the city. Primary Property Tax 10-Year Fiscal History Tho usands $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 To ease the tax burden for existing residents the property tax rate was reduced from $1.62 to $1.5951. Since the end of FY 2007, City Council has lowered Glendale’s property tax rate by almost 12.5 cents from $1.72 to $1.5951. The current levy is below the legal maximum, and the city is in compliance with applicable property tax law. 44 Return to TOC BUDGET SUMMARY Revenues Development Fees: Developmentrelated fees include building permits, right-of-way permits, plan review fees, rezoning fees and engineering and traffic engineering plan check fees. These revenue sources tend to reflect the economic health of the construction sector. Development fee revenue is predicted to increase to almost $5.5 million in FY 2009 as a result of a strong commercial and institutional construction market in Glendale. This represents a slight increase from the FY 2008 estimate. Development Fee Revenue 10-Year Fiscal History Thousands $6,000 Tr af f ic Eng. $5,000 Engineer ing $4,000 Rezoning $3,000 Plan Check $2,000 ROW $1,000 Bdg Permit s $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 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 to the city are based on gross receipts for the franchised organization. Anticipated revenues from this source are approximately $4.5 million for FY 2009. Franchise Fee Revenue 10-Year Fiscal History Tho usands $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 License and Fee Revenues: This revenue category includes business and professional licenses, sales tax licenses, liquor licenses, special regulatory '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 Gas/Elec. License and Fee Revenue 10-Year Fiscal History Thousands Rent $8,000 Bus/Prof $7,000 Cemetery $6,000 Library $5,000 SRP $4,000 Fire Rec. $3,000 Bus. Lic. $2,000 Liquor $1,000 Sales Tax Arena $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 45 Return to TOC Cable licenses, recreation fees, fire department fees, library fines and fees, cemetery fees, arena fees and rental/lease income. As a group they are expected to generate $7.2 million in FY 2009. This represents an increase of 683,366 or 10% from the FY 2008 year-end estimate, primarily due to the expected revenue from new retail lease fees and fire department fees. BUDGET SUMMARY Revenues 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 $3.4 million in FY 2009. Court Revenue 10-Year Fiscal History Tho usands $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 Other Revenues: This revenue category includes interest, staff and administrative chargebacks, capital lease proceeds, sale of assets and miscellaneous revenues. The forecast calls for FY 2009 revenues of approximately $9.7 million, a slight decrease from the FY 2008 estimate. $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 Police and Fire Special Revenue Funds The source of revenue for these funds is the 0.5% special sales tax designated for Police and Fire services. The tax was originally adopted by voters in 1994. In September 2007 Glendale voters approved an increase to the public safety sales tax. As a result, the rate was adjusted from onetenth of one cent to one-half of one cent, although the new tax (0.4%) excludes all grocery related food sales. 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 2009 is $15.9 million for Police and $7.9 million for Fire. Police Special Revenue 10-Year Fiscal History Fire Special Revenue 10-Year Fiscal History Tho usands Tho usands $16,000 $15,000 $14,000 $13,000 $12,000 $11,000 $10,000 $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 46 Return to TOC '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 BUDGET SUMMARY Revenues Streets Fund Revenues Streets 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 the volume sold not the 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 HURF Revenue that spreads a portion of the money 10-Year Fiscal History Thousands across the state solely on the basis of $18,000 population while the remaining money $16,000 flows to those areas with the highest $14,000 gasoline and other fuel sales. This $12,000 revenue must be accounted for separately $10,000 and used only for eligible street and $8,000 highway purposes. $6,000 $4,000 HURF collections are affected by the general health of the economy, as well as $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 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 2009 the adopted revenue budget for HURF is $17.6 million, which is a $174,000 or a 1.0% increase over the FY 2008 year-end estimate of $17.4 million. $2,000 Airport Fund Revenues Airport revenues consist of user fees (87.0%), lease proceeds (2.0%) and a transfer from the General Fund (11.0%). 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 Airport User Revenue lease rate for the last few years. 10-Year Fiscal History Glendale is aggressively pursuing additional airport facility users with an ultimate goal of airport self-sufficiency. Construction of the Jobing.com Arena and University of Phoenix Stadium, in conjunction with planned improvements to attract corporate jet customers, is expected to continue providing additional business opportunities for the airport. Revenues for FY 2009 are projected to be $521,825. Thousands $600 $500 $400 $300 $200 $100 $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 47 Return to TOC BUDGET SUMMARY Revenues Transportation Fund Revenues Transportation Funding Sources The primary source of transportation revenue for operations is the designated sales tax revenue received from Proposition 402 (0.5%). In 2001 Glendale voters approved a one-half cent adjustment to the city sales tax rate to fund a comprehensive package of transportation projects including expansion of public transit service, intersection improvements to reduce congestion and other street-related services. Grant Funds 2% General Fund 2% Misc. 33% Transport. Tax 61% Lottery 2% The designated sales tax funds the Glendale Onboard (GO!) Transportation Program, and is expected to generate an estimated $21.9 million in FY 2008 and $24.9 million in FY 2009. Other sources of revenue within the Transportation Fund include $107,180 in transit revenues, $709,338 in grant revenues and $1.1 million in interest earnings. In total, revenues are projected to be $26.8 million in FY 2009, which is $4.0 million or a 17.4% increase over the FY 2008 year-end estimate of $22.8 million. 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 $1.0 million in FY 2009, and a General Fund transfer of $900,000 as required per the sales tax initiative that voters passed in 2001. 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 Sew er Revenue 16% Bond Proceeds 49% Other Revenue 2% Water Revenue 30% Dev. Fees 3% 48 Return to TOC In FY 2009, water sales and sewer fees will make up $67.2 million of total revenues for this fund. Bond proceeds will yield an additional $71.5 million and development impact fees (DIF) $4.5 million. Other revenue sources totaling about $2.9 million include interest earnings and miscellaneous fees and charges. Overall revenues for the Water/Sewer Fund amount to $146.1 million in FY 2009. Effective October 2007, water and sewer BUDGET SUMMARY Revenues fee adjustments will result in a 13.0% and 12.0% increase in revenues respectively. Based on the city’s block rate structure, those using less water 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 adequate funding for costs related to providing high quality services and associated capital projects. Water Sales: Revenues from water sales are influenced by rate changes, weather conditions and population growth. 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. Water & Sewer Revenue 10-Year Fiscal History Tho usands $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 Water Sewer Landfill Fund Revenues Glendale’s internal divisions are charged for use of the city landfill and these charges will generate $2.5 million of landfill revenues. Outside users are expected to account for $3.5 million of FY 2009 landfill revenues. The sale of recyclable products is projected to bring in $2.0 million. Additional miscellaneous revenue comes from interest, development fees, chargebacks and other fees, and accounts for almost $1.4 million. Total projected revenues for FY 2009 are more than $9.3 million. Landfill Revenues Misc. 15% Recycling 21% Internal Charges 27% External Charges 37% Internal Division Tipping Fees: The current internal tipping fee paid by city divisions is $14.35 per ton. This fee will be increased to $15.79 per ton in FY 2009. Internal tipping fees will generate $2.5 million for the Landfill Fund in FY 2009. The decline in FY 2005 was the result of a reduction in the internal tipping fee from $19.50 per ton to $12.57 per ton. External User Tipping Fees: The rate per ton charged to these users will also increase from $29.25 in FY 2008 to $30.25 in FY 2009. Tipping fees paid by private haulers and other cities 49 Return to TOC BUDGET SUMMARY Revenues using the Glendale Landfill dropped significantly after FY 2002 as a result of two major clients not renewing their contracts. City Internal Tipping Fees 10-Year Fiscal History External User Tipping Fees 10-Year Fiscal History Tho usands Tho usands $4,000 $4,500 $4,000 $3,500 $3,500 $3,000 $3,000 $2,500 $2,000 $2,500 $2,000 $1,500 $1,500 $1,000 $1,000 $500 $500 $0 $0 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 Sanitation Fund Revenues The city annually prepares five-year financial plans for the Sanitation and Landfill Enterprise Funds. These plans consider operating and capital costs, equipment replacement, varying rate structures and service demands. Budget decisions are largely based on these long-range plans. Sanitation Revenues Commercial 29% Residential 62% M isc. 9% Landfill fees represent a significant part of the expenses incurred by the sanitation enterprise operation. Therefore, changes in landfill rates have a major impact on sanitation rates. In addition, sanitation operations incur significant vehicle fuel and maintenance costs, both of 50 Return to TOC BUDGET SUMMARY Revenues which have been rising rapidly. Glendale’s residential sanitation rate will increase for FY 2009 from $14.90 per month to $16.30 per month; the rate was last changed in January 2005. Upward adjustments to some of the commercial sanitation rates also will be effective FY 2009. The residential and commercial fees are reviewed annually to ensure revenues are sufficient to cover operating costs, capital costs and provide a small cushion for unanticipated expenses. The FY 2009 revenues of $15.7 million come primarily from two sources: residential fees, projected at $9.6 million, and commercial fees, projected at $4.6 million. Commercial fees charged to business and apartment accounts will amount to approximately 29.1% of revenues in FY 2009. Residential Sanitation Fees 10-Year Fiscal History Valley Sanitation Rates (Based on FY 2008 Published Rates) Tho usands $25.00 $10,000 $9,000 $20.00 $8,000 $7,000 $15.00 $6,000 $10.00 $5,000 $4,000 $5.00 51 Return to TOC Phoenix Mesa Tempe Avondale '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 Gilbert $0 Chandler (Per Month) Scottsdale $0.00 $1,000 Glendale $2,000 Peoria $3,000 BUDGET SUMMARY Expenditures EXPENDITURES The FY 2009 Operating Budget The FY 2009 Operating Budget totals $376.9 million, which is an increase of $13.7 million or 3.8% from the FY 2008 budget of $363.2 million. Ongoing additions to the budget total $13.2 million. These additions are attributable to • • • • • employee merit and pay range adjustments, public safety and elected officials retirement system increases, public safety staffing, equipment and operating expenses, electricity and utilities increases, and operations and maintenance expenses related to new or expanded city facilities including the new downtown parking garage’s Promenade at Palmaire, the Equestrian Staging Area at the Grand Canal Linear Park and the Western Area Regional Park to name a few. One-time additions to the budget account for $12.9 million. These additions will not recur in future years, and include costs related to • • • • • • equipment purchases for both new and existing facilities, neighborhood improvement grants, contractual services for the Westgate area and other major developments, additional electricity and utilities expenses that will be added to the ongoing budget in FY 2010 once the full impact of future rate increases is known, pay-as-you go capital projects and other one-time expenditures required to outfit new hires throughout the city, including 52 public safety personnel. Operating Budget Changes There are several significant additions to the city’s operating budget. In FY 2009, public safety was once again a priority, but City 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 104.0 full-time equivalents (FTE’s) over last year. Examples of some of the permanent positions and other significant non-staffing additions to the FY 2009 budget include: • The Police Department is adding 41 permanent positions in the FY 2009 budget using funding from the public safety sales tax adjustment that Glendale voters approved in a September 2007 election. These positions within the Police Special Revenue Fund include 16 police officers, six detectives, two background investigators, two accident investigators, two motor officers, and two booking expediters to name a few. 52 Return to TOC BUDGET SUMMARY Expenditures Other Police Department non-staffing related base budget increases addressed needs for prisoner maintenance costs at the Maricopa County jail system, overtime, vehicle and systems maintenance, patrol cars, motor fuels and equipment to outfit public safety personnel. These additions account for $4.5 million ongoing and $1.8 million one-time and are augmented by $880,000 of one-time GF monies for prisoner maintenance costs. • The Fire Department will be adding 11 permanent positions within the Fire Special Revenue Fund including four fire fighters, one fire protection engineer, one emergency medical services captain, one emergency medical services analyst, one health and safety division chief, one community services education captain and two service workers. • Other Fire Department 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 training. These additions account for $2.6 million ongoing and $1.3 million one-time and are augmented by another $65,273 ongoing and $225,000 of one-time GF monies. • The Transportation Department added $79,343 in ongoing funding and $488,000 in onetime funding within the Transportation Fund. The funding will be used to cover increasing costs associated with fixed route public transit services, shop and fuel increases, bus stop maintenance, GO! Program audit expenses and operations and maintenance costs associated with newly completed construction projects. • The Utilities Department added 1 new position. However, non-staffing additions to address rising electricity rates will cost $600,000 and wastewater treatment expenses at the Sub Regional Operating Group facility will cost another $500,000. These two items are the driving forces behind the $1.1 million that will be added to the Utilities ongoing base budget in FY 2009. • Comparison of Operating Budget Comparison of Program Budgets M i l l io ns M i l l io ns $90 $80 $70 $60 $50 $40 $30 $20 $10 $0 $380 $310 $240 $170 $100 FY 2008 B ase B udget Ongo ing Inc FY 2009 One-Time Inc Carryo ver 53 Return to TOC FY 2007 FY 2008 FY 2009 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 2008 operating base budget. Table 2: Selected FY 2009 Budget Supplementals (All Dollars in Thousands) Department Base Budget % Increase Amount Police Department $7,218 10.1% Fire Department $4,204 11.6% Utilities $1,100 2.5% Building Safety $972 27.0% Transportation $953 5.0% Field Operations $745 1.5% City Attorney $704 25.5% Neighborhood Imp Gr $600 83.0% City Court $527 11.2% Parks & Recreation $465 3.2% Engineering $384 9.9% Intergovt. Programs $253 49.2% Marketing and Comm. $220 5.5% Economic Development $156 10.6% Rebates & Incentives $150 3.2% Comm. Action Program $118 26.2% Homeland Security $87 9.2% Community Dev Admin $67 58.7% City Manager $59 4.4% City Clerk $30 4.2% $7,082 8.4% $26,093 7.4% All Other (Includes Total Comp/Ret.) Total Supplementals 54 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 2009 operating budget. The “other” category includes approximately 25 remaining internal service, grant and/or special revenue funds. Table 3: Operating Budget Summaries FY 2008 & FY 2009 (All Dollars in Thousands) 2008 Budget 2009 Budget $172,173 $168,725 -2.0% Water and Sewer-2360 $51,994 $50,500 -2.9% Benefits Trust Fund-2580 $23,066 $24,481 6.1% $4,002 $16,370 309.0% Sanitation-2480 $14,693 $14,823 0.9% Transportation Sales Tax-1660 $15,634 $13,067 -16.4% Highway User Gas Tax-1340 $13,965 $12,940 -7.3% General Services-1040 $9,206 $9,774 6.2% Grants-1840 $8,707 $9,059 4.0% Pub Housing Budget Activities-2500 $8,707 $8,761 0.6% Fire Special Revenue-172 $2,071 $8,632 316.8% Landfill-2440 $7,545 $7,346 -2.6% PC Replacement-1140 $2,608 $3,765 44.4% C.D.B.G.-1320 $4,119 $3,093 -24.9% Vehicle Replacement-1120 $3,030 $3,030 0.0% $0 $3,017 n/a Risk Management Self Insurance-2540 $2,760 $2,760 0.0% Training Facility Revenue Fund-2530 $2,188 $1,931 -11.7% Stadium City Sales Tax-1790 $1,700 $1,700 0.0% Home Grant-1300 $1,594 $1,418 -11.0% Workers Comp. Self Insurance-2560 $1,407 $1,407 0.0% $12,062 $10,271 -14.8% $363,230 $376,870 3.8% Fund General-1000 Police Special Revenue-1700 Stadium Event Operations-1281 Other Total Operating Budget 55 Return to TOC 2009 vs. 2008 BUDGET SUMMARY Expenditures Percentage of Operating Budget by Group for All Funds Fac & Fin Mgmt 4% Public Works 32% Public Safety 32% Comm. Dev. 2% Non-Dept & Grants 1% Appointed & Elected Officials 3% Admin. Svcs. 14% Comm. Svcs. 11% Internal Svcs. 1% The largest operating group, regardless of funding source, is Public Works, which accounts for $120.9 million or 32.1% of the total operating budget. This group includes the Engineering, Field Operations, Transportation and Utilities departments. Among the many services that these departments provide are the following: • • • • • • design and construction management for all city capital projects; solid waste collection and disposal services and processing of recyclable products; building and equipment maintenance services for city vehicles and facilities; street and right-of-way maintenance; transportation planning, traffic engineering, traffic signs and striping, street lighting and transit services; and water/sewer treatment and transmission services. The second largest group is Public Safety at $120.5 million, which makes up 32.0% 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, short-term detention, and community education; and development of plans for responding to natural disasters and other types of emergencies. 56 Return to TOC BUDGET SUMMARY Expenditures 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 Administrative Services Group accounts for $54.0 million or 14.3% of the total operating budget. Departments within this group include Finance, Human Resources, Information Technology and, Management & Budget, as well as specialty departments to account for and track lease payments and fees and employee groups. Some of the services these departments provide include • • • • • financial accounting, payroll services and revenue collection services; personnel services related to recruiting, hiring and training staff; information systems development and management; budget development and management; and grants development and oversight. The Community Services Group provides services that are probably the most visible to the public and includes the following departments: Code Compliance, Community Partnerships, Library & Arts and Parks & Recreation, as well as specialty departments that address Neighborhood Improvement Grants and Residential Infill Housing. The services include • • • • • responsive and proactive inspections and subsequent case resolution to protect neighborhoods from the negative impact of blight and deterioration; parks, open space and recreational activities for residents; library services; citizen education and neighborhood partnership programs; and 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 11.3% of the total operating budget, or $42.5 million. The Facilities and Financial Management Group represents 3.7% or $14 million of the total operating budget. Departments in this group include the Civic Center in downtown Glendale, Economic Development, Marketing and Communications, Convention Center/Media Center/Parking Garage and specialty departments to account for rebate/incentive programs. Some of the services these departments provide include the provision of • • • competitively priced meeting space and related services for business, social and other special events; programs to attract and retain businesses that create jobs, increase the tax base, improve land values and enhance central city vitality; and the production and oversight of Glendale’s print and electronic communications. 57 Return to TOC BUDGET SUMMARY Expenditures This group also is responsible for positioning and marketing the Glendale Media Center, which includes the city’s cable television Channel 11, for both the local and national media. This new facility was developed in conjunction with the Renaissance Hotel, Spa and Conference Center in the Westgate area. 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 2.9% or $11 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. The Community Development Group represents 2.3% or $8.7 million of the total operating budget. Departments in this group include Building Safety, Environmental Resources and Planning. Some of the services these departments provide include • • • the issuance of building permits and provision of inspection services related to new construction; 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; and long range planning, current planning and zoning administration related to proposed land uses. The Internal Services Group includes those operations reporting directly to the city manager or assistant city manager. These departments account for 0.8% or $3.2 million of the total operating budget. They include the City Auditor, City Manager’s Office, Community Action Program and Intergovernmental Programs. Some of the services these departments provide include • • audit and consulting services to management; and coordination of the city’s dealings with federal, state and other local governments. 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% or $2.1 million of the operating budget. 58 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 2004-05 2005-06 2006-07 2007-08 2008-09 1,260.91 1,300.26 1,388.76 1,411.76 1,403.76 191.25 200.25 220.25 241.25 242.25 Police Special Revenue-1700 33.00 33.00 33.00 42.00 118.00 Highway User Gas Tax-1340 96.00 96.00 97.00 97.00 98.00 Sanitation-2480 68.00 69.00 70.00 75.00 78.00 Transportation Sales Tax-1660 42.25 43.25 49.25 50.25 50.25 Fire Special Revenue-1720 18.00 18.00 18.00 21.00 50.00 General Services-1040 42.00 39.00 42.00 42.00 42.00 Landfill-2440 38.00 39.00 42.00 43.00 41.00 Pub Housing Budget Activities-2500 25.00 25.00 25.00 25.00 25.00 4.00 12.00 12.00 General-1000 Water and Sewer-2360 Training Facility Revenue Fund-2530 C.D.B.G.-1320 8.75 8.75 8.75 8.75 8.75 Civic Center-1740 6.00 6.00 7.00 7.00 7.00 CAP Grant-1820 6.50 7.00 7.00 7.00 7.00 Airport Special Revenue-1760 5.00 5.00 5.00 5.00 5.00 Parks & Recreation Self Sust-1880 4.00 5.00 5.00 5.00 5.00 Grants-1840 4.00 3.00 3.00 4.00 4.00 Stadium Event Operations-1281 2.00 Arena Event Operations-1282 2.00 Telephone Services-1100 1.00 1.00 1.00 PC Replacement-1140 All Other Total 1.00 1.00 1.00 1.00 25.50 17.50 5.50 1.50 1.50 1,875.16 1,916.01 2,031.51 2,100.51 2,204.51 59 Return to TOC BUDGET SUMMARY Expenditures 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 COG Authorized Staffing Per 1,000 Population typically closely tied to population 10-Year Fiscal History growth. 9 The FY 2009 budget shows an 8 increase in total authorized staffing by 104 full-time 7 equivalents (FTEs). The majority of the staffing increases are 6 concentrated in public safety but some of the other departments 5 receiving additional staff include 4 the City Manager’s Office, City '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 Attorney’s Office, and the Marketing & Communications and Transportation Departments. Schedule 6, found in the Schedules section of this document, provides detail on the city’s authorized staffing by position for all departments. The total authorization of 2,204.51 FTE positions will serve an estimated population of 251,333 by July 2008. This results in a staffing ratio of 8.77 employees per 1,000 residents in FY 2009. Employees Per 1,000 Population FY 2008 - Valley Cities 11.6 12 9 10.8 7.6 9.0 8.8 8.1 10.9 6 Sc ot ts da le Ph oe ni x Te m pe es a M O G FY 09 -C Pe or ia vo nd al e 3 A 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 the ratio for all employee-pereach-1,000 residents is from FY 2008 except for the City of Glendale, which represents the FY 2009 ratio. General Fund Expenditures Included in the General Fund total is the Streets Fund. The total operating budget for FY 2009 is $181.7 million. Public Safety, at 45.5% or $82.7 million, is the largest component of the General Fund budget, followed by Public Works and Community Services at approximately 14.0%. 60 Return to TOC BUDGET SUMMARY Expenditures These three groups comprise 73.6% of the operating budget. The accompanying graph displays the General Fund budgets by group as a percentage of the whole. Percentage of General Fund Budget by Group Public Works 14% Comm Dev. 4% Fac & Fin Mgmt 6% Public Safety 45% Appointed Officials 6% Comm. Services 14% Admin. Services Internal Svcs. 8% 2% Non-Dept 1% All street-related costs eligible for the Highway User Revenue Fund (HURF) allocation are budgeted as expenses of the Streets Fund and are included in the Public Works group. The following table compares the FY 2009 General Fund operating budgets by group to FY 2008 and includes ongoing and one-time items for both fiscal years. Table 5: General Fund Budget By Group Comparison (All Dollars in Thousands) Group Public Safety Community Services Public Works Administrative Svcs Fac & Fin Mgmt Appointed Officials Community Dev. Internal Services Non-Departmental Total FY 2008 Budget $85,642 $24,205 $15,302 $18,893 $0 $10,361 $19,079 $11,024 $1,632 $186,138 61 Return to TOC FY 2009 FY 2009 Percent Budget of Total $82,735 45.5% $25,736 14.2% $25,482 14.0% $15,411 8.5% $11,671 6.4% $10,398 5.7% $6,375 3.5% $2,747 1.5% $1,109 0.7% $181,664 100% BUDGET SUMMARY Expenditures The Facilities and Financial Management group was established as part of a reorganization during FY 2008. Although no new front line departments were actually created, several of the existing departments changed reporting groups. General Fund Transfers to Other Funds The General Fund supports a number of other funds within the city. A net transfer amount of $22.4 million will be transferred to other funds in FY 2009. The largest of these transfers is $12.1 million to the Municipal Property Corporation debt service fund to address principal and interest payments related to several capital projects such as the Glendale Media Center and Expo Hall, Convention Center and Parking Garage in the west area, infrastructure for the Zanjero development, the Jobing.com Arena and a portion of the Public Safety Training Facility. The $12.1 million is the net amount after accounting for revenue per the respective development agreements for the various facilities named above that were constructed with MPC bonds. There is a $3.7 million for the Streets Debt Fund to cover HURF debt service obligations. A total transfer of $2.5 million is needed for the Stadium and Arena Operations funds, another $900,000 will go to the Transportation Fund and a transfer of $861,798 will be made to the Marketing Special Events Fund. Other transfers will go to the Civic Center, Airport, Housing and various grant funds. 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 $16.4 million will be appropriated from the Police Special Revenue Fund to provide police services, and $8.6 million from the Fire Special Revenue Fund is designated to provide fire protection and emergency medical services. The Police fund supports 118 police staffing positions while the Fire fund supports 50 fire staffing positions. Transportation Fund Expenditures The Transportation funds include operating, capital and debt service expenses related to providing a range of transportation services in accordance with the ballot initiative that Glendale voters approved in a 2001 election. Although the majority of expenditures totaling $120.6 million are budgeted for capital outlays, the total operating Transportation Fund Budget Operating 9% Cont. 5% Capital 81% 62 Return to TOC Debt Svc 5% BUDGET SUMMARY Expenditures budget of $13.1 million is used for Fixed Route services (public transportation) at $5.8 million and Dial-A-Ride at $2.6 million. The latter program serves physically challenged residents and individuals with special transportation needs. The Transportation Program Management Division includes funding for the streetlight maintenance contract and program audit services, as well as various other items. The remaining $2.3 million, or 18% of the operating budget, is used for traffic engineering, safety education, traffic mitigation, management oversight and red light enforcement. Debt service payments totaling $7.3 million are budgeted for FY 2009 and a contingency appropriation of $7.0 million is supported by fund balance and will be used at the discretion of Council for any emergencies. Airport Fund Expenditures The Airport Fund operating budget is $656,426, which is funded by airport revenues of $521,825 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, have brought the airport much closer to self-sufficiency when comparing revenue sources generated and actual expenditures. Once runway and facility improvements are completed, staff believes the Glendale Airport will be able to attract more corporate jet customers. This, coupled with uses from professional football, hockey and the soon to be completed spring training facility, as well as other major national events occurring in Glendale, could make the city’s airport a fully self-sustaining transportation hub for the West Valley. Water/Sewer Fund Expenditures In Arizona’s desert environment, water treatment and delivery is one of the most essential services the city provides. Glendale is fortunate to have reliable, long-term sources of water from the Salt River Project, the Central Arizona Project (Colorado River water) and groundwater. Although water from these sources is becoming more expensive to obtain and treat, Glendale water rates are reasonable when compared to both local and national standards. Water/Sewer Fund Budget Operations 28% Cont. 5% Capital 53% Debt Service 14% 63 Return to TOC The operating budget for this fund is $50.5 million for FY 2009, Almost half of this budget, or $20.5 million, is used to support the Oasis Water Campus; the Cholla and Pyramid Peak Water Treatment Plants; the West Area and Arrowhead Wastewater Treatment Plants; and the regional sewer treatment facility that the City of Phoenix operates through the SubRegional Operating Group (SROG). In addition, water distribution, wastewater collection, customer service and BUDGET SUMMARY Expenditures utilities administration costs make up another $20.9 million. The remaining $9.1 million covered by the operating budget is used for meter maintenance, central system control, water quality testing and information management services. Many significant capital projects are planned during FY 2009 which account for the $97.4 million in capital expenditures, as well as the corresponding $25.0 million in debt service payments required for those capital projects. The Capital Improvement Plan of this book includes project descriptions and detailed cost estimates for all planned water and sewer capital projects. A $10.0 million contingency appropriation is supported by fund balance and will be used at the direction of City Council for any unplanned emergencies or if any capital construction projects get ahead of schedule. Sanitation Fund Expenditures The total operating budget for FY 2009 is $14.8 million, which is almost unchanged from the $14.7 million in FY 2008. Residential curb service, which includes trash, recycling and loose trash collection, accounts for $9.8 million or 66% of the operating budget. The commercial front-load and roll-off divisions account for another 5.0 million. The FY 2009 capital budget includes $2.8 million for the purchase roll-off trucks and bins, commercial trucks, side load refuse trucks and loose trash equipment. Landfill Fund Expenditures The total operating budget for FY 2009 is $7.3 million, a decrease of about 3% when compared to $7.5 million in FY 2008. Landfill operations total $3.2 million, the materials recycling facility $2.4 million and other recycling $0.9 million, all of which accounts for 89% of the operating budget. The remaining amount is used for solid waste administration and landfill gas management. The FY 2009 capital budget includes $2.0 million of carryover appropriation for landfill gas management expansion, material recycling process improvements, fuel tanker replacement and an entrance signal on Glendale Avenue. The capital budget also includes $6.6 million for new projects including soil excavation of the north area, which will open once the south area closes, a new compactor, and the replacement of other major equipment. A small debt service payment of $138,550 is planned and a $2.0 million contingency appropriation has been established for any unplanned emergencies. FY 2009 will be the eighth 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 landfill, and generating revenue from the sale of reusable materials. 64 Return to TOC BUDGET SUMMARY Expenditures 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 currently administers the medical, dental, life insurance and vision plans and coverage for both premiums and claims related expenses. The fund has an operating budget of $24.5 million for FY 2009. This represents a modest increase of 6.1% from FY 2008 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, which totaled 104 FTE’s for FY 2009. The beginning fund balance is projected to be approximately $4.7 million. $1.0 million of this amount is planned to be used during FY 2009 to help offset the increasing costs of health, dental and life insurance expenses. The City was able to take this approach in part because claims activity was favorable during first half of FY 2008. Therefore, the ending fund balance is projected to be $3.7 million in FY 2009. Capital Improvement Plan Expenditures Percentage of Capital Improvement Plan Projects by Type Trans./ Streets 37% Economic Development 4% Flood Control 6% Other 10% Parks 3% Water/Sewer 25% Public Safety 15% The total capital improvement budget for FY 2009 is $391.9 million, and 77% of this amount relates to transportation, public safety, water and sewer projects. The $391.9 million includes carryover appropriation from FY 2008 of $150.0 million to complete existing projects and $241.9 million for new projects. This is a decrease of $26.9 million, or 6.4%, compared to the FY 2008 capital improvement budget of $418.8 million. The reduction was primarily driven by a year over year reduction in budgeted carryover by $45.0 million ($150.0 million in FY 2009 versus $195.0 million in FY 2008). For more details, please refer to the Capital Improvement Plan section of this document. 65 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 in order to 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 27% G.O. Bonds w/ DIF 2% MPC Bonds 24% Transportation 9% HURF Bonds 6% Revenue Bonds 32% The total debt service budget for FY 2009 is $79.3 million, compared to $74.4 million in FY 2008. This represents an increase of 6.6% or $4.9 million which was driven in part by the scheduled principal and interest payments related to Municipal Property Corporation debt issuances for capital projects like the Glendale Media Center and Expo Hall, Convention Center and Parking Garage in the west area, infrastructure for the Zanjero development, the Jobing.com Arena and a portion of 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. 66 Return to TOC BUDGET SUMMARY Conclusion CONCLUSION This Budget Summary is intended to provide a general overview of the FY 2009 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: aweathersby@glendaleaz.com 67 Return to TOC Financial Guidelines 2008-2009 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 focuses on the General Fund (GF) given the extent 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 68 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. Similar forecasts and rate setting models are used for the enterprise funds. These models are used to calculate the likely financial effects of changing internal and external conditions on the city’s enterprise fund balances over a five-year period. 69 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast 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 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 criteria and assumptions used and the respective limitations associated with both. 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. 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. 70 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast 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. 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. 71 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast GENERAL FUND EXPENDITURE FORECAST In order to develop a comprehensive Five-Year Forecast, assumptions must be made about a number of complex and often uncontrollable cost and revenue variables. These assumptions include, but are not limited to, the present and future condition of the economy, population growth rates and changes in federal, state and local policies that may affect municipal operations. In addition, the ongoing costs of prior commitments to provide services, and the ongoing costs for new capital facilities under construction, must be considered. The quality and reliability of the long-range forecast are largely dependent upon the accuracy of the cost and revenue assumptions used in the forecast. This section and the following section (GF Revenue Forecast) provide explanations of the key assumptions employed in the current GF forecasting model, as well as the key issues that underlie the GF forecast. INFLATION RATES Inflation has a major impact on all city revenues and expenditures. Salaries, supplies, equipment and contracted services are all subject to inflationary pressures. Therefore, the cumulative effects of general inflation are considered in the forecasting process. Because good historical data is available, and the Western Region Consumer Price Index for Urban Users (CPI-U) is adjusted for regional influences, the forecast model relies on this source of inflation data. The CPI-U assesses consumer patterns by judging the cost of a theoretical “market basket” of goods using a specific base year and comparing it with future years. In terms of real purchasing power, $103.60 in goods purchased in 1984 would cost approximately $212.20 in 2007, an increase of almost 105%. The following table shows the historical percentage increase in the CPI-U since 1984 as reported by the U.S. Department of Labor, Bureau of Labor Statistics. 72 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast The average annual inflation rate has been averaging about 3.17% since 1984. From 2003 to 2007, the five-year average inflation rate has been lower, averaging 2.81%. However, the last two years have averaged 3.30%. During the first three months of 2008, the inflation factors have increased to 215.7, 216.3 and 218.5. The March 2008 figure reflects a 2.19% increase in the first quarter from where we ended the year in 2007. 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 99% increase. Population growth appears to be leveling off from the high growth experienced in the 1990s and the early years of the current decade given that the 2005 – 2007 average annual increase was a more moderate 1.85%. The current population is estimated at 246,382. The following table shows the historical and projected population growth and percentage increases for years 1984 through 2012, measured as of the beginning of the fiscal year. The data included in the table was supplied by the Glendale Planning Department. 73 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast EMPLOYEE SALARY ADJUSTMENTS The forecasting models are programmed to include pay range or “market” adjustments 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. Prior to the implementation of this practice a few years ago, 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 sworn personnel 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 other employment issues. Any changes in employee compensation derived from these meetings are incorporated into the annual budget through an agreed upon memorandum of understanding. During the course of FY 2008, a new two-year Memorandum of Understanding with the police and fire represented groups was completed for FY 2009 and 2010. In FY 2009, the city will increase the minimum and maximum salary for 52 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 one of the 52 job classifications adjusted, that employee normally would not receive any additional compensation for a favorable performance appraisal. However, since the top of the pay range was adjusted upward 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 2009, the city will pay a 1% lump sum bonus amount to all employees and a 2% merit to those employees who meet or exceed expectations on their performance evaluation. 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. 74 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, residential and commercial growth and aging 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 City of Glendale approved 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 new tax was approved by the voters in September 2007 and became effective November 2007. Public safety will use this funding to implement their needs assessments over the course of a three to five year period. In addition to these funds, the GF will continue to support public safety operations based upon Council direction. The GF Five-Year Forecast includes funding for planned expenditure increases related to public safety retirement and compensation increases, healthcare and other employee benefit increases, as well as the operating and maintenance costs associated with capital projects expected to come on line during the forecast period. The operating and maintenance costs associated with the capital improvement plan comprise a significant portion of the expenses included over the forecast period. The preceding items account for approximately $8M of ongoing funding that will be needed starting in FY 2010 and/or FY 2011. The remaining components of the Five-Year Forecast are discussed in the following sections. TECHNOLOGY/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 and continued to receive regularly scheduled replacements.) GF contributions were phased in as follows: • • • at the 50% level in FY 2005 (half in ongoing funds and half in one-time funds), at the 75% in FY 2006 (50% ongoing and 25% one-time), and at the 100% in FY 2007 (75% ongoing and 25% one-time). 75 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast For FY 2008, the funding level remained at 100% (75% ongoing and 25% one-time). However, for FY 2009, the funding level will once again be lowered to 75% (50% ongoing and 25% onetime). This reduction in the GF contribution level was needed to fund other critical items identified in the city manager’s recommended balanced budget. Non-public safety technology, vehicles and equipment will have their useful lives extended where appropriate until this amount can be built back into the budget. Overall, the Five-Year Forecast includes just over $1 million dollars of ongoing funding starting in FY 2010 to bring funding levels back to desired levels. 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 complete listing of the capital lease debt service for the city’s various funds. The forecast also includes changes in existing, long-term Municipal Property Corporation (MPC) debt service financings 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. 76 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 2013 with the overall expected rate of growth fluctuating between 3% and 4% per year. 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. They have comprised between twothirds and three-fourths of the General Fund ongoing revenue since FY 2002 and are expected to continue to do so for FY 2008-09 and beyond. The other notable GF revenue source 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 '96 '97 '98 City Sales Tax '99 '00 '01 State Shared '02 '03 '04 '05 Prim Prop Tax 77 Return to TOC '06 '07 '08 HURF '09 Fees '10 '11 '12 Other '13 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 receipts comprise 35% of the city’s GF revenue budget for FY 2009. This percentage has been stable, fluctuating between 34% and 40% since FY 1999. City sales tax for the forecast period 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 consumer and business purchasing volume and therefore increased sales tax revenue, Maricopa County’s fiveyear employment growth estimate is incorporated into the city’s sales tax forecasting model. The average annual growth rate for city sales tax collections was 9% between FY 2002 and FY 2007. Once the FY 2007-08 estimate is included, the average annual growth rate remains very strong at 7.2%. For the future, this revenue source is expected to continue to grow at a similarly healthy rate. This expectation is based on the continued expansion of Glendale’s sports, entertainment, office and retail destination area that is under way, and the continued attraction of diverse job growth industries to the city. It also is based on the expected growth in Arizona’s population and disposable personal income as projected by various experts on the Arizona economy. 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 '04 '05 '06 '07 '08 Actual '09 Projected 78 Return to TOC '10 '11 '12 '13 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, state income tax and motor vehicle in-lieu receipts. State shared revenue receipts comprise about 37% of the city’s GF revenue budget for FY 2009 and the forecast period assumes this percentage will continue since it reflects the history of this revenue source for the past several years. 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 years. 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 average annual growth rate for state shared revenue collections was 5.4% between FY 2002 and FY 2007. Once the FY 2008 estimate is included, the average annual growth rate remains very strong at 6.3%, primarily because of robust growth in state income tax revenues, which is the most significant component of state-shared revenue. Given that state-shared revenues are subject to legislative changes such as income tax rate reductions and/or adjustments to distribution formulas – both of which have occurred over the last several years – the forecast assumes a conservative average annual growth rate of about 2%. State-Shared Revenue Summary In Thousands ($000) 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 '04 '05 '06 '07 Actual '08 '09 Projected 79 Return to TOC '10 '11 '12 '13 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 '13 Projected Property Tax Arizona’s property tax levy consists of two tiers. The primary property tax levy has statemandated maximum limits, but it can be used by a city for any lawful purpose. It is the primary property tax revenue that is included in the General Fund. The secondary property tax is an unlimited levy that can be used only to retire the principal and interest on a municipality’s General Obligation bond debt. Primary property tax revenue is a relatively small revenue source for the GF as it comprises only 2% of the total. This percentage of the total is assumed to remain unchanged for the forecast period. Property tax revenue can also 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 2009, Glendale’s property tax will be reduced from $1.6200 to $1.5951. This is on top of the 10 cent reduction that became effective in FY 2008. These reductions were possible because the city’s secondary assessed valuation has more than doubled since FY 2000. The Management and Budget Department analyzes historical property tax data to arrive at reasonable assumptions about long-range trends in assessed valuation. Despite Glendale’s 80 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast historical growth in assessed valuation of the past several years, we know the current imbalance between supply and demand in the housing industry will take some time to right itself. Therefore our projection reflects a conservative 4% growth in primary property tax revenue for the forecast period. Highway User Revenue Fees (HURF) This source is commonly referred to as the gasoline tax although there are several additional transportation-related fees that comprise this revenue, including a portion of vehicle license taxes. Overall, much of this revenue source is based on the volume of fuel sold rather than the price of fuel. This revenue can be used only for specific street and highway purposes. In FY 2008 the city expects to receive $17.4 million in HURF revenue, with $17.6 million expected in FY 2009 and makes up about 9.5% of GF revenue. This amount is expected to grow modestly to $18.3 million by the end of the forecast period. This conservative forecast is based on the assumption that consumers will continue to change their driving habits to smaller, more fuel efficient vehicles and to greater use of public transit as the price of fuel continues to escalate. Fees and Charges This category covers a variety of city fees and charges for city services such as building permits, right-of-way permits, construction plan check reviews, barricade fees, business and sales tax licenses, liquor licenses, fire fees, park and recreation fees, court fees and fines, library fees and fines, and fees related to planning and zoning issues. This category also includes revenues from cable, gas and electric franchise fees, income from the rental of city facilities, cemetery services and the miscellaneous category. Total projected fees and charges are expected to be $21.5 million in FY 2009, about 11.6% of total GF revenue. By FY 2013, revenue from fees and charges is expected to grow to $22.9 million. Other Revenue This category includes interest income, capital lease proceeds and general staff and administrative service charges. As noted above, capital lease financings and re-financings 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. Since 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 81 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast 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. The total general staff and administrative service charges for FY 2009 are $8.0 million and comprise about 4% of all GF revenue. This amount is anticipated to remain steady through the forecast period. These revenues are included in the “Other” category in the chart summarizing GF revenue sources. NET REVENUES & EXPENSES The final step in completing the Five-Year Forecast is the comparison of the net effects of the projected revenues and expenses on the General and Streets Fund balances. Over the five-year period of this forecast, the city’s operating and capital budgets are balanced. 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: 82 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast • Accomplish City Council’s strategic goals and objectives set for the 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. 83 Return to TOC FINANCIAL GUIDELINES Financial Plan FINANCIAL PLAN INTRODUCTION The foundation for our FY 2009 operating and capital budgets reflects 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 (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 a lesser amount of 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. 84 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 2009, state-shared revenue will be distributed in the same manner used for the FY 2008 distributions. For the most part, past reductions in state-shared revenue allocations 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 zero to minimal growth based on forecasts by experts on the Arizona economy, which is consistent with the national economic outlook at the time the budget was prepared. In April, cities received preliminary estimates of the distribution amounts for FY 2009 and the estimates for Glendale are consistent with those used to build the FY 2009 General Fund revenue budget. 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 2009. A more detailed discussion of these other revenue sources and the projection for FY 2009 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. 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 85 Return to TOC FINANCIAL GUIDELINES Financial Plan 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 2009 operating budget. For example, a total of 104 new positions have been authorized since the adoption of the FY 2008 budget, with 8 permanent positions added to the General Fund base budget and 96 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. Routine Operating Expenses The cost associated with many routine operating necessities, such as utilities, 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 2009 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. Expenses related to water and sewer service for city facilities including the municipal complex, libraries, public safety buildings and park facilities have all increased. In addition, electricity and natural gas expenditures have increased from $1.6M in FY 2005 to a projected $2.3M in FY 2008. Retirement costs for the public safety and elected officials retirement plans will increase in FY 2009 as contribution rates rise to improve the financial health and stability of these stateadministered retirement funds. These increases which are expected to cost the city an additional $1.7M in FY 2009 are occurring against a backdrop of significant contribution rate decreases in the late 1990s, when investment returns were robust. 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 86 Return to TOC FINANCIAL GUIDELINES Financial Plan 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 currently trains new fire recruits and both police and fire personnel conduct advanced training exercises 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. 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. 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. 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. 87 Return to TOC FINANCIAL GUIDELINES Financial Plan 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 (8.77:1,000) personnel-related costs account for 69% of the city’s General Fund operating expenses. The adjustment of staffing levels is an ineffective method for addressing short-term budget deficits because it requires lead-time to implement effectively and it may adversely affect the city’s ability to maintain quality services. However, downsizing, when combined with other strategies, can be an effective method of dealing with prolonged economic slowdowns. The City of Glendale’s leadership team carefully reviews every new position request. When a new position is needed to provide new or expanded services, both the initial (one-time) and ongoing costs associated with providing and maintaining the service must be included with the position request. These procedures help ensure that added services and positions will be sustainable in future years. Alternatives to Permanent Staff Increases The selective use of temporary and contract workers is one of several useful alternatives to meeting predictable but time-limited workload increases without adding regular status employees. It is important to have a definitive policy that limits the length of time a position can be filled by a temporary employee. It also is important to closely monitor the time limit to ensure compliance with the policy. One example of the selective use of temporary employees deals with the staffing of polling sites during city elections. The city’s equalization strategy dictates that the predictable costs for these workers be budgeted as an ongoing operating expense spread evenly between election and 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 materially 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 88 Return to TOC FINANCIAL GUIDELINES Financial Plan 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. 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. In these cases, we extend the useful life of the vehicle. 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 which is used for emergency replacements and/or upgrades to existing inventory. 89 Return to TOC FINANCIAL GUIDELINES Financial Plan Capital Improvement Plan Development Conservative population and revenue growth projections are used for long-range capital planning to determine when, where, and how capital projects will be implemented 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 2009-2018 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 2009. 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. 90 Return to TOC FINANCIAL GUIDELINES Financial Plan Given these facts, increasing Glendale’s property tax rate is a more appropriate alternative for addressing a chronic structural imbalance between revenues and expenses than for balancing a single year’s operating budget. For example, when the city reaches full build-out much less revenue will be generated from new tax base growth. If this decrease were not accompanied by sufficient growth in assessed valuation or offset by increases in other revenues or a reduction in operating expenses, a serious imbalance 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 2007, Glendale received approximately $23.1 million in property tax revenue from the $1.72 total property tax rate. The primary property tax amount totaled approximately $3.7 million and the remaining $19.4 million came from the secondary rate. The combined property tax rate for FY 2008 was lowered to $1.62 per $100 of assessed valuation and is expected to generate $3.9 million from the primary property tax rate and $24.7 million from the secondary property tax rate. The property tax rate was lowered again in FY 2009 to $1.5951 as assessed valuation numbers rose significantly for many properties in cities and towns throughout Arizona. The rate is expected to generate a total of $33.7 million, $4.1 million from the primary property tax and $29.6 million from the secondary property tax. Council expressed a desire to lower taxes even further; however, the rising costs of construction coupled with the scheduled construction of significant public amenities prevented Council from doing so. The following graph shows a 10-year history of the property tax rate assessed by the City of Glendale. 91 Return to TOC FINANCIAL GUIDELINES Financial Plan P rop erty T ax R ates 10-Y ear F iscal H istory (P er $1 00 of A ssessed V alu a tio n ) $ 2.00 00 $ 1.75 00 $ 1.50 00 $ 1.25 00 $ 1.00 00 $ 0.75 00 $ 0.50 00 $ 0.25 00 $ 0.00 00 '00 '01 '02 '03 '04 Primary '05 '06 '07 '08 '09 S econd ary 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 92 Return to TOC FINANCIAL GUIDELINES Financial Plan 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 2008 budgets, this approach was further modified because this revenue source had 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 $63.6 M 6.5% 2007-08 Proj. $67.6M 6.2% 2007-08 Est. $62.3 M (2.0%) 2008-09 Proj. $64.9 M 4.2% Fiscal Year -- However, FY 2008 projection of 6.2% proved to be overly optimistic as the national economy hit a severe downturn. The re-estimate for FY 2008 shows a negative growth rate. It is important to note that the average annual growth rate for city sales tax collections was 9% between FY 2002 and FY 2007. However, even when FY 2008 is factored in with the negative growth estimate, the average annual growth rate remains very strong at 7.2% over this time period. The 4.2% growth projection for FY 2009 is in the range projected by experts on the Arizona economy, and is about one-half the average annual rate of growth experienced over the last several years. 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. 93 Return to TOC FINANCIAL GUIDELINES Financial Plan 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. 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. 94 Return to TOC FINANCIAL GUIDELINES Financial Plan 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. 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 was clear that the economy had rebounded. The record setting growth that we experienced during this time ended during FY 2008. In order to deal with this most recent slowdown in the economy, 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. Non public-safety staffing positions are reviewed by upper management to make sure they still are serving current business needs and demands as they become vacant before the recruitment process actually begins for those positions. 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. 95 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 existing 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 bills 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. Fund 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. 96 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 prolonged 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 maintained 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: 97 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., council communication for award of contract, contract change order) shall be included on the fiscal year end Clean-Up Ordinance to be approved by City Council. 98 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 as placeholders that carry out the city's long-term strategic and general plans. All projects are assessed annually 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. Examples include any associated staffing, utilities, water, landscape, building and equipment maintenance, computer/vehicle ongoing replacement, insurance costs, etc. 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 contract, 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 and scope of a project are in line with Council expectations. 99 Return to TOC Operating Budget 2008-2009 City of Glendale Municipal Building APPOINTED & ELECTED OFFICIALS Office of the Mayor Council Office City Attorney City Clerk City Court Council Chambers 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 support 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 that support the Mayor and Council work closely with constituents to resolve any issues or questions they have about city programs and services. The Glendale City Council approves strategic goals that guide the future vision and policy direction for the city. 07-08 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 One Community With High Quality Services for Citizens A City That Is Fiscally Sound 100 Return to TOC Mission and Performance Measure Mayor and City Council Accomplishments Strong Neighborhoods • Engaged citizens by hosting more than two dozen community events such as Community Conversations with Mayor Scruggs, Council District meetings, Legislative Link meetings, special district events and a Boards and Commissions Recruitment Fair. • Improved neighborhoods by awarding $538,320 in Neighborhood improvement grants throughout Glendale. • Continued to support Glendale’s 185 Registered Neighborhoods & HOAs. • Continued the successful Neighborhood Protection Plan designed to ensure that residents living near the University of Phoenix Stadium would continue to have access to their neighborhood during major events, such as Super Bowl XLII, while eliminating cut through traffic and neighborhood parking. Public Safety for Citizens and Visitors • Held a Special Election for Proposition 401, a Public Safety Enhancement Fund. Passage of the funding is helping to improve response time and neighborhood protection through additional positions and critical public safety equipment. • Established a United Public Safety Command, made up of municipal, county, state and federal agencies to ensure the security of our community during Super Bowl XLII. • Celebrated the opening of the Glendale Regional Public Safety Training Center. • Approved a contract with Air Evac Services to provide helicopter emergency medical services to the citizens of Glendale. The HALO-Flight Air Ambulance is stationed at the Glendale Municipal Airport. • Instituted Minimally Interrupted Cardiac Resuscitation, a new, more effective CPR technique used by Glendale paramedics. Partnered with Midwestern University and Priority One Enterprises to offer free training for citizens in the bystander version of this new technique during monthly classes. • Installed a photo red light system at the intersection of 59th and Peoria avenues. This pilot program is an effort to reduce the number of car accidents caused by drivers running red lights. • Received funding of $399,982 from the Department of Justice’s Office on Violence Against Women to provide funding for programs and services for victims of domestic violence. Quality Economic Development • Successfully hosted Glendale’s first Super Bowl. • Broke ground on the Cactus League’s newest spring training facility. Located at 111th Avenue, west of the Loop 101 between Camelback Road and Glendale Avenue, the development will reach across both Glendale and Phoenix city borders. • Supported expansion projects at Banner Thunderbird Medical Center and Midwestern University – including the announcement of a Dental Clinic on the Glendale Campus. • Celebrated openings of 9 new hotels and an array of restaurants and shops at Westgate & Zanjero. 101 Return to TOC Mission and Performance Measure Mayor and City Council • • • Welcomed new employers – Wells Fargo, Delta Dental and Southwest Ambulance. Expanded the Glendale Municipal Airport and completed renovations on the Airports Fixed Based Operator Facility. Celebrated the opening of the Glendale Park and Ride at 99th and Glendale avenues. The facility, which will serve as a regional Park and Ride, is the first environmentally friendly structure of its kind. A Vibrant City Center • Visited urban areas with successfully revitalized corridors on Glendale Corridor Redevelopment trips; brought back findings to study and share with the public. • Received the Public Works Project of the Year in the Historical Restoration/Preservation category from the Arizona Chapter of APWA for work on the Downtown Glendale Pedestrian Enhancement Project. The project included landscaping, new brick sidewalks and crosswalks; pedestrian lighting; bench repair and additional bicycle racks. • Welcomed shoppers and diners to park in the new downtown Glendale parking structure, which boasts 600 parking spots and 11,000 square feet of retail and office space. • Created a pilot project called Glendale Express, a free shuttle service that transports residents and visitors between historic downtown Glendale and the sports and entertainment district, including Westgate City Center, Zanjero District, hotels and shops. • Continued support of the Downtown Dining District, a program developed to help restaurants by offering interior improvement grants and low interest loans that can be applied to equipment, restroom facilities, pipes, wiring and more. An Active Partnership with Luke Air Force Base • Partnered with 13 West Valley communities to form the West Valley Partners as a coalition of government agencies with the sole purpose of protecting the mission of Luke Air Force Base. • Through work with Arizona’s congressional delegation, helped to secure $5.5 million for phase I the Luke AFB runway replacement project. • Continued support for additional federal funding for phase II of the Luke runway replacement project, as well as, funding for upgrades to the Barry M. Goldwater Range. • Secured community donations for the creation of an educational DVD which highlights how communities are managing growth around Luke AFB and the significance of legislation enacted over the last decade which is now used as a model across the nation. • Brought together interested citizens for a unique Glendale University Graduate class. Students toured and learned about the mission and operations of the world’s largest F-16 training base. High Quality Services for Citizens • Expanded online services to include online bill-pay for utility services, tickets and court fines; online registration for Parks and Recreation programs, Glendale Bulletins, Podcasts and a Neighborhood Information System. 102 Return to TOC Mission and Performance Measure Mayor and City Council • • • • • Adopted a dust control ordinance that includes air quality measures that restrict vehicular use and parking on vacant lots, require paving or stabilization of existing unpaved parking lots, restrict off-road vehicle use, and strengthen trespassing laws and ordinances. Awarded $83,360 in Performing Arts Grants to 15 local organizations to support 27 performing arts projects throughout Glendale. Joined professional skateboarders and BMX riders at the grand opening of the new XCourt, Glendale’s first skateboarding and BMX facility. Upgraded trails and removed evasive vegetation at Thunderbird Conservation Park. Continued to support Glendale’s signature special events including the 25th Annual Glendale Jazz and Blues Festival and holiday favorite Glendale Glitters. 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 the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) for Glendale’s comprehensive annual financial report (CAFR). This marks the nineteenth consecutive year that Glendale has been recognized with this award. • Awarded the Outstanding Agency Accreditation Award for 2007 by the National Institute of Governmental Purchasing (NIGP). This award formally recognizes excellence in public procurement by establishing a body of standards that should be in place for a solid purchasing operation. • Received an upgrade to Glendale’s junior-lien water and sewer obligations from A2 to A1, from Moody’s, the nation’s leading investor service. The rating upgrade reflects a growing and largely residential customer base, and a history of sound decisions by city policy-makers to ensure that system revenues provide satisfactory debt service coverage for bondholders. Interesting Facts • In the weeks leading up to Super Bowl XLII, close to 3,000 television stories were broadcast about Glendale to a nationwide audience of more than 350 million people. • The city of Glendale earned straight A’s from Valley Forward for the Valley’s 2008 Environmental Report Card. Glendale was graded in the following areas: Air, Land Use, Transportation, and Water. • The Glendale Transportation department recently received the 2007 Excellence Award for Outstanding Transit Organization in the state of Arizona by the Arizona Transit Association. • The Glendale Civic Center was selected as the No. 2 meeting/convention location for facilities 49,999 square feet or less in Ranking Arizona’s “The Best of Arizona Business 2008. 103 Return to TOC City of Glendale Budget Summary by Department Mayor FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual (1000) Office of the Mayor Total - Mayor BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $344,327 $365,488 $359,297 $378,211 3% $344,327 $365,488 $359,297 $378,211 3% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $299,953 $34,547 $315,449 $41,123 $315,449 $34,932 $326,832 $43,843 Internal Premiums $5,864 $5,433 $5,433 $4,169 -23% Internal Service Charges $3,963 $3,483 $3,483 $3,367 -3% $344,327 $365,488 $359,297 $378,211 3% Total - Mayor STAFFING BY PROGRAM Office of the Mayor Total -Mayor 4% 7% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 4 4 4 4 0% 4 4 4 4 0% 104 Return to TOC Percent Over FY 08 Budget City of Glendale Budget Summary by Department Council Office FUND NUMBER / BUDGET BY PROGRAM (1000) Barrel District (1000) Cactus District (1000) Cholla District FY 06-07 Actual FY 07-08 Budget $75,567 $66,798 $96,301 $96,143 FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $79,754 $82,051 $99,060 $98,902 3% 3% $72,035 $101,600 $79,644 $104,511 3% (1000) Council Office (1000) Ocotillo District $542,058 $59,000 $582,716 $95,389 $576,115 $85,733 $586,333 $98,155 1% 3% (1000) Sahuaro District $72,969 $96,362 $79,367 $99,121 3% (1000) Yucca District $86,174 $96,279 $73,668 $99,037 3% $974,601 $1,164,790 $1,056,332 $1,185,119 2% Total - Council Office BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Wages/Salaries/Benefits $748,371 $816,527 $809,926 $825,882 1% Supplies and Contracts Internal Premiums $194,747 $22,132 $316,128 $20,868 $214,271 $20,868 $331,425 $16,664 5% -20% Internal Service Charges Total - Council Office $9,351 $11,267 $11,267 $11,148 -1% $974,601 $1,164,790 $1,056,332 $1,185,119 2% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget 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 105 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. Interesting Department Fact: In 2007, the City Attorney’s Office reviewed 417 contracts. Of those, 43% were reviewed the same day the contract was received. 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, by adhering to professional standards, garnering strong understanding of city operations, and incorporating all relevant information into the legal advice and guidance provided. To serve the people of Arizona by prosecuting violations of the City Code and misdemeanor violations of state law in an ethical manner in order to assure that justice is done. FISCAL YEAR 2009 GOALS Goal Related Council Goal Provide high-quality, professional and timely legal services to the Mayor, City Council and city staff. A city with high-quality services for citizens. Activities Continue to provide excellent legal and procedural guidance to City Council and administrative bodies as needed for city operations. Desired Outcomes (Perf. Measures) Develop strong relationships with departments and attend 100% of the meetings or hearings as needed or requested. Goal Serve the people of Arizona by assuring the consistent and ethical application of criminal justice. Related Council Goal Activities Desired Outcomes One community focused on public safety for citizens and visitors. Continue to aggressively prosecute City Code and state law misdemeanor violations. Obtain 80% conviction rate including verdicts and plea agreements 106 Return to TOC Mission and Performance Measure City Attorney's Office (Perf. Measures) on misdemeanor charges. When appropriate, facilitate resolution of cases by mediation and successful completion of diversion programs. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The City Attorney’s Office provides legal advice to the City Council, City Manager and approximately 28 departments. It also staffs various city boards and commissions, represents the city in legal proceedings and ensures that city operations comply with all federal, state and local laws. • Civil division attorneys represent the city in local, state and federal courts, as well as before administrative agencies and legislative bodies. In addition to representing the city in litigation and settlement negotiations, the attorneys work with the departments they represent in providing general legal advice, negotiating transactions, preparing ordinances/resolutions and reviewing contracts and other documents. • Each city department has been assigned a general counsel attorney to provide it the legal services necessary to its operations. The advantage this arrangement 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 city code violations, misdemeanor violations of state law within Glendale, and all appeals from City Court to Superior Court. Accomplishments: • Continued to represent the city in litigation brought by third parties. • Vigorously prosecuted all city code violations and misdemeanor violations of state law that are supported by probable cause and ensure that justice is served. GOAL UPDATES Goal Provide 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 107 Return to TOC Mission and Performance Measure City Attorney's Office 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. Related Council Goal No. The City Prosecutor’s Office obtained an 83% conviction rate Was the goal met? or plea agreements on misdemeanor charges. Obtain 85% conviction rate or plea agreements on misdemeanor What were the Performance Measures? charges. The City Court now has a Treatment Court that features a multifaceted approach for addressing domestic violence. In these cases, successful dispositions result in completion of treatment programs Obstacles/Challenges and then dismissal of charges. Although statistics reflect dismissals and not convictions, the disposition of these cases is favorable and beneficial to the community. Goal FISCAL YEAR 2007 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 Provide timely and valuable guidance in the negotiation of significant economic development transactions. One community with quality economic development. Related Council Goal Yes. Was the goal met? 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 Goal 108 Return to TOC City of Glendale Budget Summary by Department City Attorney FUND NUMBER / BUDGET BY PROGRAM (1000) Attorney-Spec Proj Fees/Costs (1000) City Attorney Total - City Attorney BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $852,849 $2,357,794 $575,000 $2,787,567 $575,000 $2,787,669 $575,000 $2,886,534 0% 4% $3,210,643 $3,362,567 $3,362,669 $3,461,534 3% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Wages/Salaries/Benefits $2,113,060 $2,575,941 $2,490,138 $2,666,110 Supplies and Contracts $1,037,474 $734,251 $749,006 $748,122 2% Internal Premiums Internal Service Charges $40,629 $2,829 $43,948 $8,427 $43,948 $9,577 $38,248 $9,054 -13% 7% Operating Capital $17,851 Work Order Credits ($1,200) Total - City Attorney STAFFING BY PROGRAM City Attorney Total -City Attorney $3,210,643 4% $70,000 $3,362,567 $3,362,669 $3,461,534 3% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 27 27 27 28 4% 27 27 27 28 4% 109 Return to TOC Percent Over FY 08 Budget Mission and Performance Measure City Clerk's Department CITY CLERK'S DEPARTMENT Pam Hanna Department Description: Interesting Department Fact: The City Clerk's Department is responsible for The City Clerk's Department has preserving permanent documents and retaining provided passport information and other public documents as required by state statute; services to over 6,300 people in the coordinating citywide record management and 2007 calendar year. training; improving the retention and access to public records through technology; conducting municipal elections and receiving campaign finance filings; preparing and maintaining the official record of City Council meetings; coordinating the publishing and posting of the city’s public notices; digitally recording official documents; codifying ordinances to be included in the Municipal Code and accessed through enhanced multi-media options and providing passport information and new passport filing services. Mission Statement: To constantly maintain superior service to the citizens, elected officials and staff by providing an accurate and current legislative record including the City Code Book; a comprehensive and accessible records management system; a responsible and effective public notification program; an impartial and efficient municipal election and campaign finance process; and other public services such as passport application assistance and acceptance and gathering information to preserve an accurate historical record of events in the City of Glendale. FISCAL YEAR 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Convert paper-based municipal records to electronic media. A city with high quality services for citizens. Assist consultant with analysis of current electronic records management system. Develop a comprehensive plan for implementation in the city court. Completion of the analysis of the system and a plan for implementation in the city court. Conduct a September 2008 primary election and, if necessary, a November 2008 general election. A city with high quality services for citizens. 110 Return to TOC Mission and Performance Measure City Clerk's Department Activities Desired Outcomes (Perf. Measures) Complete a September 2008 primary election including all tasks necessary such as candidate assistance, campaign finance filings, Justice Department submittal, notifications and the canvass of the vote, etc. A successful election with all tasks completed by December 31, 2008. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The City Clerk's Department trained appropriate staff in passport acceptance to expedite the service to the residents and reduce waiting times. Accomplishments: • Successfully completed a fall special election in September of 2007. • Successfully completed the RFP process and hired a consultant for the electronic records management systems. GOAL UPDATES Use technology including the Internet, intranet, optical and other electronic media to deliver information to and to retain Goal information for the citizens and the organization. A city with high quality services for citizens. Related Council Goal The internet and intranet were used extensively to post Was the goal met? information and allow citizens access to city services. The City Clerk's Department posted all necessary information and What were the Performance Measures? kept pertinent web pages updated. The City Clerk's Department was challenged in getting Obstacles/Challenges information from other departments in a timely manner. Goal Related Council Goal Was the goal met? Strict adherence to city purchasing and contracting procedures. A city that is fiscally sound. The City Clerk's Department followed all city purchasing and contracting procedures. What were the 100% compliance was achieved in all purchasing. Performance Measures? No obstacles were met in this area. Obstacles/Challenges 111 Return to TOC Mission and Performance Measure City Clerk's Department FISCAL YEAR 2007 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 implementing the bond election in May of 2007. • The successful planning and implementation of record purge day: twenty-four 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, 17,200 pounds. of purged records were shredded and recycled. GOAL UPDATES Provide timely, convenient and efficient election services in compliance with state and federal laws, City Code and the City Goal Charter. A city with high quality services for citizens. Related Council Goal Citizens received timely and efficient service during the 2006 Was the goal met? 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 meet all legal notice, state and federal notice requirements. Translation of all legal documents and coordination of work with Obstacles/Challenges other departments and outside entities. Electronic records management planning. A city with high quality services for citizens. Related Council Goal Citizen and organization requirements for service were met. Was the goal met? 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 Performance Measures? Code Book supplemented within 2 weeks of ordinance approval; legal documents scanned within 3 days of completion and election material posted on internet 3 months prior to election. Challenge to coordinate with other departments and outside Obstacles/Challenges entities. Goal 112 Return to TOC City of Glendale Budget Summary by Department City Clerk FUND NUMBER / BUDGET BY PROGRAM (1000) City Clerk (1000) Elections FY 06-07 Actual $368,373 $236,743 (1000) Passport Services (1000) Records Management Total - City Clerk BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums $404,673 $277,990 FY 07-08 Estimate $404,673 $115,682 FY 08-09 Budget Percent Over FY 08 Budget $446,864 $116,990 10% -58% -43% $2,356 $2,000 $2,000 $1,135 $215,940 $184,247 $184,247 $181,972 -1% $823,412 $868,910 $706,602 $746,961 -14% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $459,898 $316,498 $464,794 $379,000 $464,794 $216,692 $511,934 $212,903 10% -44% $45,213 $20,520 $20,520 $17,871 -13% $1,803 $4,596 $4,596 $4,253 $823,412 $868,910 $706,602 $746,961 Internal Service Charges Total - City Clerk FY 07-08 Budget -7% -14% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget City Clerk 4 4 4 4 0% Records Management 2 2 2 2 0% 6 6 6 6 0% STAFFING BY PROGRAM Total -City Clerk 113 Return to TOC Mission and Performance Measure City Court CITY COURT Judge Finn Department Description: Interesting Department Fact: Glendale City Court adjudicates criminal Glendale City Court is able to provide misdemeanors, City Code violations, traffic translation services in more than 170 violations and certain juvenile offenses committed different languages. in the City of Glendale. In cases of domestic violence and harassment, the court issues protective orders. In felony matters, the court has the authority to issue search warrants. Mission Statement: To provide a forum for prompt, fair and just resolution of cases in a professional, efficient and courteous manner. FISCAL YEAR 2009 GOALS Goal Related Council Goal Achieve capital improvements that facilitate the highest quality delivery of services to Court customers. A city with high quality services for citizens. Activities Collaborate regularly with the project manager and architectural consultants on the new courthouse throughout construction and seek continuous input from court staff on design elements. Desired Outcomes (Perf. Measures) Ongoing meetings with the court project team and monthly court staff meetings and weekly management meetings. Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Identify innovative ways to reduce operating costs. A city that is fiscally sound. One community focused on public safety for citizens and visitors. Offer all eligible nonviolent defendants the opportunity to be placed on home detention with electronic monitoring and random alcohol screening rather than be incarcerated. Reductions in police detention prisoner maintenance expenses as a result of home detention orders. 114 Return to TOC Mission and Performance Measure City Court FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Automation Enhancements: The court strives to reduce or eliminate manual data entry and other non-automated reporting methods and requirements involved in case processing. This is being accomplished through reductions in the court's reliance on paper forms, improvements to ongoing automation projects and the development of new automation projects. The court initiated a new online web payment system in August. Through the first six months of web payments, the court collected about $183,000 through this service. The court installed two new touch-screen information kiosks in the lobby to allow defendants to conduct web payments and view photo red light citations. The court continues to work toward automated citation data transfer from electronic hand-held e-citation devices. A recent grant award from the Governor’s Office on Highway Safety will result in the purchase of several additional e-citation devices this year. The court’s status as pilot department for the electronic document management system advanced with the recent selection of the consulting services vendor. AtDoc LLC has completed a three-day court site visit to review document management needs and is preparing recommendations for improvement. The vendor is also conducting citywide analysis and review of multiple departments to identify document management solutions. The court’s domestic violence services website added a virtual online tour to assist victims in seeking protective order relief. The court continues to participate in the Supreme Court’s automated FARE (fines, fees and restitution enforcement) program to recover unpaid and overdue court financial obligations. Over $1.4 million was collected through FARE last fiscal year. FARE participation also allows the court to achieve automated interception of state income tax refunds for defendants in arrears on court payments. Many on-site training classes have been offered at the court to educate staff on the variety of recent automation enhancements. The court continues to explore effective automation standards as we prepare the design and programming elements for the new courthouse. • The court has continued its participation in an intergovernmental agreement with Scottsdale to provide WIZARD, a front-end module for the AZTEC case management system, to West Valley city courts. FY 2007 programming enhancements to receipting, querying, and generating Court forms improved service delivery. Accomplishments: • The court was awarded a $400,000 continuation grant from the U.S. Department of Justice Office on Violence Against Women to provide ongoing enhancements to improve coordinated justice agency responses to critical issues impacting domestic violence victims and offenders. The original award of $400,000 in 2005 provided funding for a treatment court compliance specialist, court-based victim advocate, parttime pro tem judge to preside over lunch hour protective order hearings, and police overtime to serve outstanding domestic violence arrest warrants and other services. The continuation grant added a Prosecutor’s Office victim notification clerk to provide victim input at Treatment Court and assist victims with restitution issues. 115 Return to TOC Mission and Performance Measure City Court • Court staff achieved 100% compliance to Arizona Supreme Court judicial education training requirements. The court’s training coordinator assisted this achievement by serving on a work group comprised of other county training coordinators who organized a three-day training blitz in June of more than 100 training classes at more than a dozen sites across the county. Approximately 40 classes were offered on-site at Glendale City Court throughout the year. This resulted in savings of travel time to other sites to accomplish the education requirements for all judges and staff. GOAL UPDATES Goal Related Council Goal Was the goal met? To demonstrate a solid commitment to public safety and enhancing staff security. One community focused on public safety for citizens and visitors. The court is on pace to meet this goal. Court security staff screened 63,490 customers prior to entering the court facility between July 1, 2007 and December 31, 2007. Zero known incidents of weapons occurred beyond the security checkpoint, and no weapons-related incident reports were generated. Security staff confiscated 3,247 prohibited items, including 828 knives, 244 box cutters, 82 handcuffs, 72 razor blades, 55 mace canisters and 38 ammunition items. All court customers are screened by security staff upon entering What were the the building and zero incidents of weapons beyond the security Performance Measures? checkpoint. Obstacles/Challenges Goal Related Council Goal Was the goal met? None. To provide timely, fair justice and superior service to all court customers. A city with high quality services for citizens. The court established a case flow/case management committee comprised of court staff, judges, prosecutors, and defense counsel. One committee goal is to regularly monitor the volume of calendar activity at the court at any given time. After initiating this monitoring, the court was able to quickly discover large sustained increases in volume with one particular matter type. Through a combination of adding additional slots in one courtroom, and using open calendar slots with a different matter type, the court was able to effectively reduce the volume and lessen the number of weeks for which cases had to be scheduled in the future. The court now is able to react more quickly to increases in caseloads. Over the last six months, at least three temporary changes have been made to the division calendar enabling the court to handle proceedings more efficiently. 116 Return to TOC Mission and Performance Measure City Court Monitor Court calendars for settings, sizes and trends. Respond to What were the growth with increased access and better service to Performance Measures? customers/Settings added to address increases in cases. None. Obstacles/Challenges FISCAL YEAR 2007 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 accomplishments. • 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 Achieve the highest quality records management standards to provide maximum customer satisfaction while maintaining the Goal integrity of court-archived records. A city with high quality services for citizens. Related Council Goal 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 Was the goal met? electronic records in the City’s Finance, Building Safety, Field Operations and City Clerk’s Office. Additionally, the Court entered into an agreement with Iron Mountain Storage facility for physical court records storage. 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. 117 Return to TOC Mission and Performance Measure City Court 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 that 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. CITY COURT STATISTICS FY 07 Actuals FY 08 Estimate FY 09 Budget Inputs: Number of full-time employees Number of full-time Judges Department operating expenditures 51 4 $4,514,057 51 4 $4,773,072 51 4 $5,140,798 $8,817,000 62,725 640 70 67,250 24,700 145,000 FY 07-FY 08 % Change 8.32% 5.11% 7.38% -12.50% 5.33% 9.97% 18.58% $1,404,420 $109,510 $1,250,000 $96,000 FY 07-FY 08 % Change -11.00% -12.34% Department expenditures per capita $18.51 $19.39 Number of warrants outstanding Number of walk-in visits per FTE Number of trials and hearings per FT judge 440 2,398 169 523 2,843 178 Outputs: $8,140,047 59,675 596 80 63,844 22,461 122,277 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 Effectiveness Measures: Fines, Assessment & Restitution Enforcement (FARE) collections Taxes intercepted Efficiency Measures: *Revenues include pass through revenue for the state and county **Estimates based on YTD numbers through April 118 Return to TOC $20.68 FY 07-FY 08 % Change 18.75% 18.58% 5.03% City of Glendale Budget Summary by Department City Court FUND NUMBER / BUDGET BY PROGRAM (1000) City Court (1240) Court Security FY 06-07 Actual FY 07-08 Budget $4,088,607 $274,091 $4,599,468 $299,644 (1240) Court Time Payments $67,079 (1240) Fill the Gap $84,259 $4,514,036 Total - City Court BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 06-07 Actual FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $4,514,543 $319,962 $4,625,868 $347,578 1% 16% $44,000 $3,725 $206,980 370% $42,000 $54,000 $57,000 36% $4,985,112 $4,892,230 $5,237,426 5% FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $3,581,614 $817,124 $4,036,243 $820,146 $3,931,389 $823,967 $4,169,261 $952,294 3% 16% Internal Premiums $61,012 $55,243 $55,243 $51,882 -6% Internal Service Charges $54,286 $69,480 $77,631 $63,989 -8% $4,000 $4,000 $4,985,112 $4,892,230 $5,237,426 5% Operating Capital Total - City Court STAFFING BY PROGRAM City Court Court Security Total -City Court $4,514,036 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget 50 1 50 1 50 1 50 1 0% 0% 51 51 51 51 0% 119 Return to TOC City of Glendale Human Resources Offices ADMINISTRATIVE SERVICES Administrative Services Admin Finance and Lease Payments Human Resources Information Technology Management & Budget and Employee Groups University of Phoenix Stadium and Jobing.com Arena 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 06-07 Actual Administration Services Admin. Total -Admin Svcs Admin. FY 08-09 Budget Percent Over FY 08 Budget $266,047 $266,047 $465,208 75% $264,735 $266,047 $266,047 $465,208 75% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $249,180 $8,561 $250,737 $8,881 $250,737 $8,881 $451,017 $11,154 80% 26% $6,391 $4,781 $4,781 $2,755 -42% $603 $1,648 $1,648 $282 -83% $264,735 $266,047 $266,047 $465,208 75% Internal Service Charges STAFFING BY PROGRAM FY 07-08 Estimate $264,735 Internal Premiums Total - Admin Svcs Admin. FY 07-08 Budget FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 2 2 2 4 100% 2 2 2 4 100% 120 Return to TOC Percent Over FY 08 Budget Mission and Performance Measure Finance FINANCE Ray Shuey Department Description: Interesting Department Fact: The Finance Department provides information to In FY 2007-08 72,218 Utility Ethe public, state agencies, bondholders, grantors, Payments were received with a total auditors, City Council and management. Finance dollar amount of $6,430,081.19 Administration is responsible for debt management, banking services, investment management and special financial analysis. The Accounting Division prepares external financial reports, manages the city payroll 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 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Customer Relations: Glendale citizens utilizing the automatic utility bill pay option. A city with high quality services for citizens. Citizens paying their utility bills through on-line web process. To have 25% of the current customers using the automatic payment process. Accounting: Compile the information to produce an approved Comprehensive Annual Financial Report (CAFR). A city that is fiscally sound. 121 Return to TOC Mission and Performance Measure Finance Activities Desired Outcomes (Perf. Measures) Prepare and compile the financial information necessary to complete a camera ready form of the CAFR audited by the external auditors. Post on the City’s Internet for downloading and/or receiving by citizens, staff and other interested parties. Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Customer Services: Enhancing phone system by the addition of more phone lines allowing enhanced customer service and a decrease in abandon calls by 2%. • Finance: Finance received three Recognition Awards from the Government Financial Officer Association (GFOA) for outstanding work done on the annual Certificate of Achievement for Excellence in Financial Reporting Program (CAFR). Accomplishments: • Materials Management: Active participation in Fighter Country Partnership Program and events with Luke Air Force Base. Recognition of the partnership between Glendale and Luke and the continuation of the partnering with Luke and the City in holding the “Mastering the Purchasing Maze” procurement fair. • Customer Services: Finance implemented the Payment Card Industry Data Security Standard and trained city staff in credit card handling procedures. GOAL UPDATES Customer Relations: 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 Accounting: Compile the information to produce an approved Comprehensive Annual Financial Report (CAFR). A city that is fiscally sound. Related Council Goal Goal was met. Was the goal met? Posted on the City’s internet for downloading and/or reviewing by What were the citizens, staff and other interested parties. Received the GFOA Performance Measures? Certificate of Achievement. None encountered. Obstacles/Challenges Goal 122 Return to TOC Mission and Performance Measure Finance FISCAL YEAR 2007 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. • Recipient of CAFR Award. GOAL UPDATES Goal Related Council Goal Was the goal met? What were the Performance Measures? Obstacles/Challenges Improve Customer Relations. A city with high quality services for citizens. The goal was met 79% of the time. The percent was based on the number of calls answered vs. total received. The challenges have been to have adequate staffing levels during peak call times. Stewardship of city assets. A city with high quality Services for citizens. Related Council Goal CAFR completed/Bond election process completed/implementation of new chart of accounts. Was the goal met? Materials Control auctioned off $387,350 in surplus items. 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 of the Department users on the new chart of accounts and Obstacles/Challenges changing the various systems to meet the new account structure. Goal 123 Return to TOC City of Glendale Budget Summary by Department Finance FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual (1000) Accounting Services (1000) Finance Administration $1,161,831 $775,753 (1000) L.I.D. Administration (1000) License/Collection (1000) Purchasing (1000) Regulatory & Communication FY 07-08 Budget $1,286,886 $746,200 FY 07-08 Estimate $1,286,886 $866,200 FY 08-09 Budget Percent Over FY 08 Budget $1,198,018 $904,235 -7% 21% $9,000 $9,000 $9,000 $9,000 0% $863,857 $470,029 $882,604 $494,688 $882,604 $494,688 $943,384 $504,038 7% 2% $48,884 $75,060 $75,060 $607 -99% $381,914 $412,038 $412,038 $393,821 -4% (1780) Arena Renewal and Replacement (1790) AZSTA - Stadium Tax Refund $189,250 $2,604,607 $270,750 $1,700,000 $270,750 $1,700,000 $277,000 $1,700,000 2% 0% (2360) Customer Service Office $2,673,968 $2,826,252 $2,826,252 $2,851,389 1% $9,179,093 $8,703,478 $8,823,478 $8,781,492 1% (1000) Warehouse Total - Finance BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Wages/Salaries/Benefits $5,293,950 $5,793,623 $5,848,042 $5,849,610 1% Supplies and Contracts Internal Premiums $3,806,062 $92,904 $2,839,355 $118,589 $2,906,779 $118,589 $2,880,817 $102,140 1% -14% Internal Service Charges $38,571 $52,911 $51,068 $49,925 -6% Operating Capital $67,790 Work Order Credits ($120,184) Total - Finance $9,179,093 ($101,000) $8,703,478 ($101,000) $8,823,478 ($101,000) $8,781,492 0% 1% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Accounting Services Finance Administration 21 7 21 7 21 7 19 9 -10% 29% License/Collection 9.5 9.5 9.5 10 5% 5 5 5 5 0% Regulatory & Communication Warehouse 1 5.75 1 5.75 1 5.75 5.75 0% Customer Service Office 35.5 35.5 35.5 35.5 0% 84.75 84.75 84.75 84.25 -1% STAFFING BY PROGRAM Purchasing Total -Finance 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 (1000) Merchant Fees FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $107,083 $9,532,023 $112,680 $2,841,092 $149,241 $2,994,333 $149,241 $2,755,366 32% -3% $192,823 $160,000 $160,000 $160,000 (1270) 1270 Advisor Fees (1660) 1660 Advisor Fees $0 $0 $26,664 $7,282 $0 $0 $0 $0 0% (1980) 1980 Advisor Fees $2,836 $5,418 $7,066 $7,066 30% (2000) 2000 Advisor Fees $4,198 $2,745 $6,030 $6,030 120% (2040) 2040 Advisor Fees (2060) 2060 Advisor Fees $174 $4,672 $2,239 $11,643 $0 $7,857 $0 $7,857 -100% -33% (2130) 2130 Advisor Fees $0 $1,732 $0 $0 -100% (2140) 2140 Advisor Fees (2180) 2180 Advisor Fees $0 $2,458 $771 $4,123 $0 $3,213 $0 $3,213 -100% -22% -100% -100% (2210) 2210 Advisor Fees $0 $0 $13,568 $13,568 NA (2360) 2360 Advisor Fees $3,032 $5,831 $3,289 $3,289 -44% (2400) 2400 Advisor Fees (2420) 2420 Advisor Fees $10,834 $6,365 $30,245 $13,627 $17,222 $17,514 $17,222 $17,514 -43% 29% $9,866,498 $3,226,092 $3,379,333 $3,140,366 -3% Total - Lease Pmts/OtherFees BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Lease Pmts/OtherFees FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $9,866,498 $3,226,092 $3,379,333 $3,140,366 -3% $9,866,498 $3,226,092 $3,379,333 $3,140,366 -3% 125 Return to TOC Mission and Performance Measure Human Resources & Risk Management HUMAN RESOURCES & RISK MANAGEMENT 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: In 2007, the City of Glendale had almost 3,700 volunteers contribute 129,484 hours of time to various city departments with a value to the City of Glendale of $2,430,421. 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 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Maintain cost of risk of the City below industry average. A city that is fiscally sound. Provide safety training, loss prevention services and post accident loss control services to mitigate the cost of risk. The City’s cost of risk will be less than 2% of city operating budget. Mitigate health plan cost increases by providing employees with incentives to improve their health. A city with high quality services for citizens. Build on the success of the new wellness program by improving communication and education efforts so plan participants can better understand health care information, avoid medication errors, emergency room visits and reduce health care costs. Conduct lunch and learning programs on health or wellness issues. Attend departmental meetings to discuss wellness program activities. Educate and inform through a regular benefit program newsletter. The FY 2010 Health Plan cost changes are below the average industry health plan cost increases. 126 Return to TOC Mission and Performance Measure Human Resources & Risk Management FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Implemented a comprehensive and cost-effective health risk assessment program to improve the health and productivity of employees and to mitigate future health plan cost increases. • Implemented an electronic workers’ compensation claims management system. Claim files and communications will be converted to an electronic format and paper files will be phased out. This will reduce staff time in filing and retrieving information and eliminate long-term storage of paper files. Refinement of the system will occur in FY2009. • Implemented online registration for the citywide courses including “Creating a Respectful Workplace – Anti-Harassment Workshop and the Health Risk Assessment for the 2008 Open Enrollment. Employees worked with their respective department designees to enroll for classes that best fit the department’s operational needs with minimal staffing challenges. Online registration also allowed for more accurate and up-to-date processing and tracking of attendees. • Streamlined the internal recruitment process to take greater advantage of technology to capture and store recruitment information resulting in less paper consumption and improved access to recruitment information. The recruitment request form was reviewed and revised to make it easier for departments to submit recruitment requests. Accomplishments: • In partnership with the Blue Cross/Blue Shield, HR implemented a new, comprehensive wellness initiative to improve employee health and productivity while holding down health plan cost increases. This program will help plan participants identify their health risks so treatment can be received in a timely manner to achieve better outcomes and it will also recommend lifestyle changes to help individuals achieve lifetime health. Additional benefits are achieved from reduced absenteeism, improved productivity and improved perception of the value of the benefits program. This program will be offered annually to maintain our commitment to lifetime health. The City saved $150,000 as Blue Cross funded this effort. • Created an Education Committee in August 2007 comprised of representatives from Human Resources, Marketing, Library, Police, Fire, Field Operations, and Grants Administration, to connect the learning programs with the workforce and succession planning needs within the organization. The committee identified several basic technology needs, including training topics such as introduction to computers and training in the basic Microsoft products including Word, Excel, PowerPoint, Access, and Outlook. • Cost of risk reduced for the third consecutive year to a new low of 1.07% of operating expenses, compared to a high of 1.8% in FY 2004/05. The risk management and workers compensation expenditures ($3.868 million) resulted in savings of $299K in the City’s Risk Management and Workers Compensation trust funds. While many factors contribute to the cost of risk, it is believed the new policies and training 127 Return to TOC Mission and Performance Measure Human Resources & Risk Management • programs implemented by the Risk Management Division have contributed to the expenditure reductions. Employee safety training was performed using in-house staff, eliminating the $7,500 average annual cost for outside trainers. GOAL UPDATES Goal Implement online application system (Candidate Gateway). A city with high quality services for citizens. No. Related Council Goal Was the goal met? What were the Complete installation of Candidate Gateway by June 2008. Performance Measures? The changing priorities for technology applications in the City Obstacles/Challenges have moved implementation of Candidate Gateway to 2011. Goal Related Council Goal Was the goal met? Implement components of the Workforce Development Plan. A city that is fiscally sound. Yes, the Workforce Development Plan was completed and submitted to the City’s Leadership Team in April 2008. Attract a more diverse pool of applicants for critical positions. Establish two internship programs to introduce high school students to career opportunities in the city of Glendale for critical What were the Performance Measures? positions by the Fall of 2007. Provide an opportunity for potential retirees to become mentors and contribute to the organization beyond retirement. Obstacles/Challenges None. FISCAL YEAR 2007 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. 128 Return to TOC Mission and Performance Measure Human Resources & Risk Management GOAL UPDATES Recruitment Process: Attract and retain a qualified and diverse workforce to support City services. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? 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. Goal 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 129 Return to TOC City of Glendale Budget Summary by Department Human Resources FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget (1000) Benefits (1000) Compensation $361,343 $382,183 $365,951 $431,447 $313,550 $399,090 $270,057 $459,304 (1000) Employee Relations $215,509 $185,400 $185,400 $230,660 24% (1000) Employment Services (1000) Human Resources Administration $483,635 $775,245 $476,888 $868,241 $526,645 $940,915 $397,772 $753,085 -17% -13% (1000) Organizational Development $414,488 $346,071 $406,404 $452,591 31% (1000) Risk Management/Safety $501,189 $556,407 $541,552 $638,121 15% $2,582,449 $1,009,194 $2,760,000 $1,407,000 $2,760,000 $1,399,566 $2,760,000 $1,407,000 0% 0% $18,783,947 $23,066,000 $23,065,488 $24,481,185 6% $25,509,182 $30,463,405 $30,538,610 $31,849,775 5% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget (2540) Risk Mgmt Trust Fund (2560) Worker's Compensation (2580) Benefit Programs Total - Human Resources BUDGET BY CATEGORIES OF EXPENDITURES -26% 6% Percent Over FY 08 Budget Wages/Salaries/Benefits $2,493,601 $2,676,508 $2,771,825 $2,700,693 1% Supplies and Contracts Internal Premiums $22,936,434 $75,295 $27,702,702 $70,724 $27,683,385 $70,724 $29,084,083 $53,019 5% -25% -11% Internal Service Charges $3,852 $13,471 $12,676 $11,980 $25,509,182 $30,463,405 $30,538,610 $31,849,775 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget 3.75 3.75 3.75 3 -20% 4 4 4 5.5 38% Employee Relations Employment Services 3 5.5 2 5.75 2 5.75 2.75 3.75 38% -35% Human Resources Administration 6.75 7.5 7.5 6 -20% 2 5 2 5 2 5 3 6 50% 20% 30 30 30 30 0% Total - Human Resources STAFFING BY PROGRAM Benefits Compensation Organizational Development Risk Management/Safety Total -Human Resources 130 Return to TOC 5% Mission and Performance Measure Information Technology INFORMATION TECHNOLOGY Chuck Murphy Department Description: Interesting Department Fact: Information Technology is responsible for local and The IT Department supports about 40 wide area network computer system management terabytes of data. This is the and operations; application systems analysis, equivalent of over 1,000 40 gigabyte design, programming, and support; data iPods. communications; end-user PC integration and support; Geographical Information Systems (GIS) services; Internet & intranet support; and citywide telephone analysis and communications. Mission Statement: Provide maximum value to the city through the implementation of agile and cost effective solutions that improve service, reduce costs and leverage information across city departments. FISCAL YEAR 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Select a vendor to conduct a comprehensive security audit. Once the audit is completed, findings will be used to enhance and expand existing security capability A city with high quality services for citizens. Deliver recommendation for vendor to the Administrative Service Deputy City Manager by July 31, 2008. Develop a security plan by June 30, 2009. Complete by March 31, 2009. Enhancement of Fire Suppression System to provide additional protection for infrastructure areas. A city with high quality services for citizens. Work with vendor and necessary City Departments on the enhancement fire suppression system in the main data center. Implement by June 30, 2009. 131 Return to TOC Mission and Performance Measure Information Technology FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The Information Technology Department reorganized in September 2007 to streamline the units within the department. In addition, the reorganization created a Project Management Office. Accomplishments: • Information Technology provided key support to city public safety departments and federal law enforcement for the Super Bowl. Staff was tasked with implementing communications using radio, WiFi, laser and satellite communications. • Collaborated with the City Court to launch an online application that allows court payments to be made online. GOAL UPDATES Complete the implementation of integrated voice response (IVR) for utility bill payment. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? 1. Measure growth in use by citizens. Provides efficient and convenient method for payment. What were the 2. Savings and efficiencies by eliminating manual processing for Performance Measures? internal staff. 3. Estimated completion date for utility billing is June 30, 2008. None. Obstacles/Challenges Goal Goal Implement the Peoplesoft Employee Profile module. A city with high quality services for citizens. No. Related Council Goal Was the goal met? What were the Project completion by June 30, 2008. Performance Measures? The loss of the PeopleSoft business analyst before this project was completed. This project has been postponed due to other priority Obstacles/Challenges projects. FISCAL YEAR 2007 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 132 Return to TOC Mission and Performance Measure Information Technology • Helpdesk staff. Materials Management also was leveraged in the process to expedite the disposal of recycled computers. These actions resulted in more time for 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 IWR/IVR 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 Implementation of web based viewing capability for GIS data. A city with high quality services for citizens. Related Council Goal In process, the initial web site is scheduled for a May release. Was the goal met? 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. GIS positions staffed late in budget year. Delays encountered in Obstacles/Challenges obtaining necessary data. Goal 133 Return to TOC City of Glendale Budget Summary by Department Info. Technology FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget (1000) Information Technology (1100) Telephones $3,505,315 $601,777 $3,911,880 $1,013,617 $3,707,023 $738,831 $3,884,994 $1,015,462 (1140) Technology Replacement $2,387,859 $2,607,583 $2,088,158 $3,764,888 44% $6,494,951 $7,533,080 $6,534,012 $8,665,344 15% Total - Info. Technology BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget -1% 0% Percent Over FY 08 Budget Wages/Salaries/Benefits $2,568,697 $2,874,403 $2,876,528 $2,972,576 3% Supplies and Contracts Internal Premiums $2,741,298 $387,036 $3,298,629 $398,312 $2,342,730 $398,312 $4,424,337 $324,628 34% -18% -2% Internal Service Charges Operating Capital Total - Info. Technology $9,157 $17,191 $17,707 $16,897 $788,763 $944,545 $898,735 $926,906 -2% $6,494,951 $7,533,080 $6,534,012 $8,665,344 15% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Information Technology 28 28 28 29 4% Telephones Technology Replacement 1 1 1 1 1 1 1 0% 0% 29 30 30 31 3% STAFFING BY PROGRAM Total -Info. Technology 134 Return to TOC Mission and Performance Measure Management & Budget MANAGEMENT & BUDGET Sherry Schurhammer Department Description: Interesting Department Fact: The Management & Budget Department provides Management & Budget processed budget development and budget management 1,032 Budget transfers in FY 2007 services to city departments, executive management and have processed 1,045 thru 3 and City Council. The department provides these quarters of FY 2008. services by conducting independent, objective and accurate expenditure and revenue analyses, as well as expenditure and revenue forecasts. These analyses and forecasts are based on the information available at the time they are produced and are developed in conjunction with all other city departments. Grants administration is responsible for coordinating the city’s efforts to identify and obtain alternative funding for priority projects that advance the mission, goals and objectives established by the City Council and executive 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 2009 GOALS Goal Related Council 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. Produce an accurate, reliable annual budget document that meets the financial objectives of the city. A city that is fiscally sound. 135 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 and the enterprise funds regarding revenues and expenditures. Prepare annual council workshops on the upcoming FY's operating and capital budgets. Prepare reports on capital related budget items such as development impact fees and capital budget financial options. 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 and organized manner leading to the adoption of the annual budget by the 2nd week in July. Completion by June 29,2008. 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 2008 Business Practice/Service Delivery Improvement: • The Management and Budget staff automated the budget transfer process by incorporating Microsoft Access, Workspace Macro Pro and PeopleSoft into a macro that automatically performs the steps to complete the process. In the past, budget transfers were completed via a manual process that required multiple entries of the same data. Now the transfer and backup documentation are entered once into an Access form, then a macro that was created using Workspace Macro Pro is used to duplicate the transfer in PeopleSoft. With the previous process, on occasion (but rarely) a transfer in PeopleSoft would not match the backup transfer in the Access form. Alternatively, an analyst might rollup multiple transfers (as seen in the database) into a single transfer (in PeopleSoft) to save time. The new process eliminates the 136 Return to TOC Mission and Performance Measure Management & Budget differences caused by human error and simplifies the transfer reconciliation by creating a one-to-one relationship of transfers between PeopleSoft and the Access database. Furthermore, the Access form was revised and now includes lookups, error pop-ups and pull down menus to make entering the transfers more efficient and accurate. Accomplishments: • The Budget Department received the Government Finance Officers Association (GFOA) Distinguished Budget Award for the FY 2008 Budget Book. The GFOA analyzes the budget book as a policy document, financial plan, operations guide and communication device. The FY 2008 budget book award represents the 20th time Glendale has been awarded this recognition. • The city manager’s recommended operating (scenario’s 1 and 2) and capital budgets were presented to City Council in March and April 2007 at four formal workshop sessions. Council formally adopted the budget based on scenario 1 on June 26, 2007 as reflected in the FY 2007-08 annual budget book. With passage by Glendale voters in September 2007 of the proposed increase to the public safety sales tax rate, a scenario 2 operating budget was presented to City Council at the October 16, 2007 workshop and the October 23, 2007 evening meeting. The presented additions to the public safety sales tax funds, mid-year wage adjustments for police and fire sworn employees, and general fund changes for the Parks & Recreation, Field Operations, Emergency Management, and Human Resources Departments were implemented with an effective date of November 1, 2007. GOAL UPDATES Goal Related Council Goal Was the goal met? What were the Performance Measures? Obstacles/Challenges Goal Related Council 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. Produce an accurate, reliable annual budget document that meets the financial objectives of the city. A city that is fiscally sound. Yes. The quarterly revenue and expenditure reports were presented to council, management and departments. The GFOA Distinguished Budget Award was obtained for the FY 2008 Budget Book. None. Provide a centralized grants coordination function to ensure grant match funding and future funding when grants are received. A city that is fiscally sound. 137 Return to TOC Mission and Performance Measure Management & Budget 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 demands. FISCAL YEAR 2007 Accomplishments: • The budget control reports (BCRs) are used by departments as a tool for monitoring their budget. Staff identified a number of instances where there were discrepancies between the actuals ledger and budget ledger. Staff identified a fix that was provided to Finance (the department responsible for implementing the fix) for testing and implementation. • A stadium-tracking database was created that consolidates staffing expenses for various departments related to events at University of Phoenix Stadium. Multiple queries and reports were designed for reporting in a number of formats (i.e., staffing costs by department for each event). The consolidation of the staffing into a singe database provided management a report with a uniform format for all departments. GOAL UPDATES 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 Goal a reliable annual budget document that meets the financial objectives of the city. A city that is fiscally sound. Related Council Goal Yes. Was the goal met? The quarterly reports were presented to council, management and What were the departments. The GFOA Distinguished Budget Award was Performance Measures? obtained for the FY 2007 Budget Book. 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 138 Return to TOC City of Glendale Budget Summary by Department Management & Budget FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget (1000) Budget & Research (1000) Grants Administration $607,569 $150,588 $684,231 $160,960 $684,231 $160,960 $677,449 $163,676 (1840) Grant Match Funds - Mgt & Bdgt $150,000 $150,000 $150,000 $150,000 0% $908,157 $995,191 $995,191 $991,125 0% Total - Management & Budget BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget -1% 2% Percent Over FY 08 Budget Wages/Salaries/Benefits $719,059 $789,005 $789,005 $789,765 0% Supplies and Contracts Internal Premiums $174,255 $12,414 $191,859 $12,505 $188,359 $12,505 $186,539 $9,791 -3% -22% 176% Internal Service Charges Total - Management & Budget STAFFING BY PROGRAM Budget & Research Grants Administration Total -Management & Budget $2,429 $1,822 $5,322 $5,030 $908,157 $995,191 $995,191 $991,125 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate 0% FY 08-09 Budget Percent Over FY 08 Budget 0% 6 6 6 6 1.5 1.5 1.5 1.5 0% 7.5 7.5 7.5 7.5 0% 139 Return to TOC City of Glendale Budget Summary by Department Employee Groups FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual (1190) Diversity Committee (1190) GEMS $51,749 $31,183 (1190) Glendale Hispanic Network (1190) Holiday Event Total - Employee Groups BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Employee Groups FY 07-08 Budget FY 07-08 Estimate $54,909 $0 $28,411 $8,390 $22,670 $0 $28,825 $30,000 $134,427 $84,909 FY 06-07 Actual FY 07-08 Budget FY 08-09 Budget Percent Over FY 08 Budget $54,909 $0 0% NA $18,108 $0 NA $30,000 $30,000 0% $84,909 $84,909 0% FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $134,427 $84,909 $84,909 $84,909 0% $134,427 $84,909 $84,909 $84,909 0% 140 Return to TOC Water damaged building inspected by Building Safety COMMUNITY DEVELOPMENT Community Development Administration Building Safety Environmental Resources Planning Westgate Fountains 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 06-07 Actual CD Deputy City Manager Total -Community Dev Admin FY 08-09 Budget Percent Over FY 08 Budget $461,513 $462,513 $181,910 -61% $438,993 $461,513 $462,513 $181,910 -61% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $424,891 $10,077 $445,978 $11,703 $445,978 $12,703 $170,530 $9,149 -62% -22% $3,921 $3,497 $3,497 $1,881 -46% $104 $335 $335 $350 $438,993 $461,513 $462,513 $181,910 Internal Service Charges STAFFING BY PROGRAM FY 07-08 Estimate $438,993 Internal Premiums Total - Community Dev Admin FY 07-08 Budget 4% -61% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 4 4 4 1 -75% 4 4 4 1 -75% 141 Return to TOC Percent Over FY 08 Budget Mission and Performance Measure Building Safety BUILDING SAFETY Deborah Mazoyer Department Description: Interesting Department Fact: The Building Safety Department ensures that the The Building Safety Department had minimum building standards are met to safeguard a total of 1,644 hours of inspections, life, health, property and public welfare by plus a total of 303 hours of plan regulating and controlling the design, construction, reviews in preparation for the Super quality of materials, occupancy, location and Bowl. maintenance of all buildings and structures in Glendale. The department is the central resource for development, construction and code information, plan review, permit issuance and construction inspection. Mission Statement: The Building Safety Department is a team of professionals dedicated to providing exceptional customer service and through the spirit of cooperation and partnership with our citizens and development customers, we ensure a safer and stronger community. FISCAL YEAR 2009 GOALS Goal Related Council Goal Administer and enforce construction codes and development regulations that produce a safe, durable, efficient and accessible built environment. A city with high quality services for citizens. Activities Develop and maintain a library of handouts that explain and simplify building regulations and development standards and assist the customer in compliance. Desired Outcomes (Perf. Measures) Revise development handouts to reflect changes in building codes. Incorporate the most critical ones on our department’s website. Goal Use technological advances to make customer interaction with the Building Safety Department more efficient and convenient. Related Council Goal Activities Desired Outcomes (Perf. Measures) A city with high quality services for citizens. Scan permits, certificates of occupancy and special inspection certificates. Scan 25% of permits, certificates of occupancy and special inspection certificates by March 1, 2009. 142 Return to TOC Mission and Performance Measure Building Safety FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Information accessibility improvement. The Development Services Center implemented a pilot document scanning project with the City Clerk’s Office. The web based software, Web Xtender, is anticipated to improve document accessibility, reduce the physical space requirements of permanent records storage, and will ensure the security of our public records. Scanning our building permits and other permanent records will preserve the original content of information in a format that provides quick and easy access to both employees and citizens. Employees will be able to access public documents from their computers and the electronic format will protect against alteration, deletion or destruction of information. This new business practice should reduce waiting times for public records requests and will greatly improve access to documents for staff research. Accomplishments: • Implemented a special project team of plan reviewers and inspectors from all departments in the development process. These team members were assigned to numerous high profile projects to ensure successful openings of the many businesses wanting to open prior to the Super Bowl. The team assisted in the successful completion of the following projects: • 44 businesses opened in the 60 days prior to the Super Bowl including retail, restaurants and office space. • The first four star hotel and spa in Glendale, the Renaissance Hotel, that also included a conference center and parking garage. • Five hotels with a total of 815 rooms available for visitors to the city for the Super Bowl. • The city owned downtown parking garage. • Reviewed and inspected the NFL Experience and all associated work done to the University of Phoenix Stadium to ensure the success of the Super bowl and related events. GOAL UPDATES Administer and enforce construction codes and development regulations that produce a safe, durable, and accessible built Goal environment. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? Through input from QA program, achieve a 90% rating on accuracy of plan review and inspections for each employee. What were the Performance Measures? Supervisors shall provide QA reviews at least six times for each employee per review period. None. Obstacles/Challenges 143 Return to TOC Mission and Performance Measure Building Safety Provide responsive, proactive, efficient, consistent and costeffective service. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? Maintain a report log for customer service contacts on plan submittals actions (submitted, disapproved, approved, permitted). What were the Log will be used to monitor staff’s communication with owners on Performance Measures? actions taken on their projects. Contact shall be made within 48 hours of submittal action 90% of the time. None. Obstacles/Challenges Goal FISCAL YEAR 2007 Accomplishments: • The newly implemented P.A.S.S. (Permit and Safety Sequence) program has assisted 6 hotels in reaching their goals for obtaining building permits and open by 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 built environment. A city 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 Goal Provide responsive, pro-active, efficient, consistent and cost effective service. A city with high quality services for citizens. Yes. Related Council Goal Was the goal met? What were the 90% rating for the department to meet established review times. Performance Measures? High workload has been an obstacle. Obstacles/Challenges 144 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 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $2,161,488 $618,426 $2,518,943 $736,061 $2,518,973 $736,061 $2,571,344 $750,041 2% 2% (1000) Westgate-Bldg Safety Rvw/Insp. $973,613 $1,239,552 $1,239,552 $1,023,291 -17% (1280) Stadium - Development Services (2400) Cross Connection Control $46,349 $206,321 $0 $225,447 $0 $227,847 $0 $230,730 NA 2% $4,006,197 $4,720,003 $4,722,433 $4,575,406 -3% Total - Building Safety BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $3,488,775 $4,242,469 $4,241,975 $4,133,720 Supplies and Contracts $269,910 $250,720 $251,244 $235,738 -6% Internal Premiums $168,552 $155,571 $155,571 $134,154 -14% Internal Service Charges Total - Building Safety -3% $78,960 $71,243 $73,643 $71,794 1% $4,006,197 $4,720,003 $4,722,433 $4,575,406 -3% STAFFING BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Building Safety Development Services Center 26 10 26 10 26 10 26 10 0% 0% Westgate-Bldg Safety Rvw/Insp. 10 15 15 12 -20% Stadium - Development Services Cross Connection Control 3 2.75 2.75 2.75 2.75 0% 51.75 53.75 53.75 50.75 -6% Total -Building Safety 145 Return to TOC Mission and Performance Measure Environmental Resources ENVIRONMENTAL RESOURCES Doug Kukino Department Description: Interesting Department Fact: The Environmental Resources Department provides The Water Quality Laboratory can policy analysis and planning services to elected measure impurities in water in parts officials, city leadership and departments on issues per billion. One part per billion is pertaining to water resources, water quality, air equivalent to one second in 32 years. quality, and environmental management/compliance. The Department assists the city in conducting its operations in an environmentally responsible manner and creates an organizational culture that strives for excellence in environmental stewardship and performance. The Department is comprised of the Environmental Division, Water Conservation Office and Water Quality Laboratory. 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 2009 GOALS Goal Related Council Goal Activities To ensure that the City has sustainable water resources to meet current and future demand. A city with high quality services for citizens. Preparation and submittal of the City’s application to obtain a redesignation of assured water supply from the Arizona Department of Water Resources. 146 Return to TOC Mission and Performance Measure Environmental Resources Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) To obtain a re-designation of assured water supply for the City’s water service area in an amount greater than the current designation of 64,179 acre-feet per year. To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and performance. A city with high quality services for citizens. To purchase and implement an Environmental Management System compliance tracking database system with email notification and document management functions. To use the database system to assist city departments to improve environmental best practices and compliance with complex environmental requirements. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The Water Conservation Office enhanced their service level to the Parks and Recreation Department by providing additional water conservation and landscaping guidance. The Water Conservation Office; 1) provided irrigation water demand budgets for a number of large city parks; 2) assessed sprinkler timing practices; and 3) recommended changes to the City’s landscape standards that are consistent with current best practices in the industry. The anticipated results are improved landscaping and irrigation practices that result in on-going budgetary savings. Accomplishments: • Completion of the Arizona/Gila River Indian Community water settlement in December 2007 resulting in the City receiving an additional Central Arizona Project water allocation in the amount of 3,053 acre-feet per year starting in 2008. • Adoption of a new fugitive dust ordinance that complies with recently adopted state air quality laws. GOAL UPDATES To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and performance. A city with high quality services for citizens. Related Council Goal Not completely. The City is expecting to receive a draft storm Was the goal met? water permit from the State by the end of the 2008 calendar year. To negotiate and obtain a new Municipal Separate Storm Sewer What were the Performance Measures? System (MS4) discharge permit from the Arizona Department of Goal 147 Return to TOC Mission and Performance Measure Environmental Resources Obstacles/Challenges Environmental Quality. The permit must be environmentally practical and economically feasible to implement. The permit negotiations are complex and contentious. To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and Goal performance. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? Perform water quality tests for the new Oasis Water Campus starting July 2007. Prepare and submit accurate and timely water quality reports to state and county regulators. Maintain state What were the certifications for laboratory operations. Work with the Utilities Performance Measures? Department and Marketing Department to prepare and distribute the City’s 2007 annual Consumer Confidence Report to all water customers by June 30, 2008. None. Obstacles/Challenges FISCAL YEAR 2007 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 To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and Goal performance. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? 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 Obstacles/Challenges in the plan. The City also had to work with the state legislature to 148 Return to TOC Mission and Performance Measure Environmental Resources 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 for 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 149 Return to TOC City of Glendale Budget Summary by Department Env. Resources FUND NUMBER / BUDGET BY PROGRAM (1000) HazMat Incidence Response (1840) Water Watchers Grant (2360) Environmental Resources (2360) Water Quality (2400) Water Conservation Total - Env. Resources BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 06-07 Actual $29,242 $12,216 FY 07-08 Budget $44,477 $0 FY 07-08 Estimate $44,477 $10,000 FY 08-09 Budget Percent Over FY 08 Budget $42,476 $0 -4% NA $470,829 $570,042 $570,042 $549,819 -4% $1,160,469 $287,919 $1,210,370 $323,770 $1,210,370 $323,770 $1,209,968 $328,793 0% 2% $1,960,675 $2,148,659 $2,158,659 $2,131,056 -1% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $1,352,251 $1,423,312 $1,436,812 $1,410,905 -1% $554,014 $685,984 $682,484 $680,130 -1% Internal Premiums $11,596 $20,253 $20,253 $20,217 0% Internal Service Charges Operating Capital $12,640 $36,790 $19,110 $19,110 $19,804 4% $2,148,659 $2,158,659 $2,131,056 -1% Supplies and Contracts Work Order Credits ($6,616) Total - Env. Resources STAFFING BY PROGRAM $1,960,675 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Environmental Resources 4 5 5 5 0% Water Quality 11 10 10 10 0% Water Conservation 2 2 2 2 0% 17 17 17 17 0% Total -Env. Resources 150 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: From January 1, 2003 to January 1, 2007 there were 4,560 housing units completed west of 67th Avenue. It is estimated these new units house 12,525 people. The long range planning and research function is responsible for the long-range physical General Plan, special studies, research, quarterly population estimates, Geographic Information Systems and mapping services, annexation analysis and application processing. In addition, the division administers the Historic Preservation Ordinance and the related program, coordinates preparation of national and local register nominations and staffs the Historic Preservation Commission. The current planning and zoning administration function manages the review of land use applications including General Plan amendments, rezoning requests, conditional use permits, preliminary and final plats, residential and commercial reviews, variance requests, group home review, appeals, zoning administrative review and relief requests, commercial tenant improvements, special events, liquor licenses, business license reviews and custom home reviews. The administration function prepares staff reports for City Council, Planning Commission, Historic Preservation Commission, and Board of Adjustment public hearings and workshops. This function also ensures proper advertising and notification processes are complete and in conformance with state open meeting laws. The administrative function manages the departmental budget and compliance with the Citizen Participation Ordinance; RFS (Request for Service) inquiries; and provides staff support for City Council, Planning Commission, Historic Preservation Commission, and Board of Adjustment public hearings and workshops. Mission Statement: The Glendale Planning Department provides professional quality service in a friendly and responsive manner. The mission includes: Assist elected and appointed officials in planning for future land use, development, and redevelopment in harmony with community values. Facilitate community involvement in the decision-making process. Administer adopted regulations and guidelines in a fair and impartial manner. Manage the zoning, subdivision and design review process efficiently. Resolve to the best of our ability the inevitable issues and conflicts associated with changing land use and development. 151 Return to TOC Mission and Performance Measure Planning FISCAL YEAR 2009 GOALS Goal Redevelopment of the City Center and Glendale Avenue Corridor. Related Council Goal One community with a vibrant city center. Assist consultants in redevelopment planning process. Update City Center Master Plan. Process major General Plan amendments to establish Downtown core and Mixed Use land use categories. Update General Plan in the City Center Master Plan area. Update the Zoning Ordinance in the City Center Master Plan area. Redevelopment strategy and program for Glendale Avenue. Completion of City Center Master Plan Update. Adoption of Downtown Core and Mixed-Use categories. Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Improve Customer service delivery. A city with high quality services for citizens. Provide written comments at each pre-application meeting. Respond to clarification of written comments requested by the applicant. Maintain a record of the meetings. Customer satisfaction survey of 90% good, excellent or greater. Reduction of misunderstandings or confusion by the applicant and consultants regarding the meetings. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Created expedited development review process for the Sports Entertainment District. Accomplishments: • Successfully reviewed seven hotel proposals with five hotels open for Super Bowl XLII. • Successfully reviewed a variety of restaurant and other projects to meet Super Bowl deadline. GOAL UPDATES Goal Related Council Goal Was the goal met? Use technology to improve customer service. A city with high quality services for citizens. Yes. 152 Return to TOC Mission and Performance Measure Planning Increase in positive comments about Planning Web site. What were the Performance Measures? Reduction of general calls about process, guidelines and regulations. None. Obstacles/Challenges Enhance general plan and historic preservation by planning the future and preserving the past. One community with a vibrant city center. Related Council Goal Partially. Was the goal met? Increase in understanding of planning documents. Additional downtown development. What were the Implement Historic Preservation Element. Performance Measures? Complete Specific Plans, as directed by Council. Complete annexation request. Annexation request processing stopped due to need to resolve Obstacles/Challenges water and sewer service for west Glendale area. Goal FISCAL YEAR 2007 Accomplishments: • Historic Preservation Element adoption. • Processed eight annexations totaling 550 acres. GOAL UPDATES Improve “excellent” rating to 90% per customer service surveys. A city with high quality services for citizens. Related Council Goal Almost – Excellent rating was 85.7%. Was the goal met? 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. Goal 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 153 Return to TOC City of Glendale Budget Summary by Department Planning FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget (1000) Current Planning (1000) Long-Range Planning & Research $686,173 $266,344 $751,615 $278,179 $751,615 $278,179 $919,652 $368,306 (1000) Planning Administration $502,598 $522,292 $522,248 $518,265 (1000) Zoning Admin & Tech. Assist. $326,132 $411,281 $411,281 $0 $1,781,247 $1,963,367 $1,963,323 $1,806,223 Total - Planning BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 06-07 Actual FY 07-08 Estimate FY 08-09 Budget -1% -100% -8% Percent Over FY 08 Budget $1,610,774 $109,334 $1,823,296 $93,688 $1,823,296 $93,644 $1,685,177 $86,557 -8% -8% $38,805 $39,349 $39,349 $27,931 -29% $2,761 $7,034 $7,034 $6,558 -7% $1,963,367 $1,963,323 $1,806,223 -8% Internal Service Charges Operating Capital FY 07-08 Budget 22% 32% $19,573 Total - Planning $1,781,247 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Current Planning Long-Range Planning & Research 9 3 8 3 8 3 10 4 25% 33% Planning Administration 5 5 5 5 0% Zoning Admin & Tech. Assist. 4 5 5 21 21 21 19 -10% STAFFING BY PROGRAM Total -Planning 154 Return to TOC Playground at the West Area Park COMMUNITY SERVICES Community Services Administration Code Compliance Community Partnership, N’hood Imp. Grants and Res. Infill Housing Library & Arts Parks & Recreation Slide 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 06-07 Actual Comm. Services Admin. Total -Comm. Services Adm FY 08-09 Budget Percent Over FY 08 Budget $282,995 $282,995 $296,654 5% $270,779 $282,995 $282,995 $296,654 5% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $257,046 $10,887 $269,034 $11,051 $269,034 $11,106 $283,765 $10,551 5% -5% $2,757 $2,520 $2,520 $2,056 -18% $89 $390 $335 $282 -28% $270,779 $282,995 $282,995 $296,654 Internal Service Charges STAFFING BY PROGRAM FY 07-08 Estimate $270,779 Internal Premiums Total - Comm. Services Adm FY 07-08 Budget 5% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 2 2 2 2 0% 2 2 2 2 0% 155 Return to TOC Percent Over FY 08 Budget 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: The department handled over 1,800 cases in March 2008. This was the highest case volume generated in a single month in the history of the department. Mission Statement: To maintain established community standards that preserve and promote the health, safety and living environment of the community and neighborhoods. FISCAL YEAR 2009 GOALS Goal Related Council Goal Protect mature residential neighborhoods from the negative impact of blight and deterioration. One community with strong neighborhoods. Activities Neighborhood Focus Program (NFP): Promote the health, safety, and living environment of mature residential neighborhoods through proactive code enforcement. Current NFP areas will be maintained through recurring concentrated inspections. Desired Outcomes (Perf. Measures) Reduce the average inspection rotation timeframe in NFP areas to two months. Increase the number of proactive cases in NFP areas by 20%. Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Maintain community standards that promote a clean, safe, and healthy living environment. A city with high quality services for citizens. Response & Case Resolution: Conduct responsive and proactive inspections to ensure compliance with City codes and ordinances. Effectively manage code issue to ensure prompt and effective resolution of code violations that adversely impact residential neighborhoods. Conduct initial inspections on citizen’s service requests within 2 business days 95% of the time. Resolve 70% of code cases within thirty days. 156 Return to TOC Mission and Performance Measure Code Compliance FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Code Compliance enforces the City’s nuisance codes that are intended to eliminate violations found as a result of a citizen’s call for service or an inspector’s proactive inspection. If allowed to remain, nuisance code violations can adversely impact residential neighborhoods. Service delivery was improved by implementing a program committed exclusively to proactive inspections in residential neighborhoods. Inspection staff assigned to residential neighborhoods has been tasked with conducting proactive as well as responsive inspections. Responsive inspections are conducted as a priority in response to a citizen’s call for service. Proactive inspections are conducted as time allows but they remain an important part of Code’s efforts to eliminate violations before the neighborhood is adversely impacted. • A review of residential code case data indicated an increase in responsive inspections due to increased citizen’s calls for service. As responsive inspections increased, fewer proactive inspections were conducted due to the reduced availability of inspectors to conduct proactive inspections. This reduction in proactive inspections allowed code violations to remain for longer periods before enforcement action is initiated. The longer these violations remained the more the neighborhoods were negatively impacted by the continued blight. • The Proactive Inspection Program (PIP) was developed and implemented to overcome the shift to responsive inspections. The two inspectors assigned to the PIP are dedicated to conducting proactive inspections of residential neighborhoods. The goal of the PIP is to identify and eliminate the most common violations found in residential neighborhoods before the neighborhood is negatively impacted. Individual neighborhoods have been identified and are being methodically inspected on a recurring basis. The PIP allows Code inspectors to systematically return to every neighborhood in the program and conduct proactive inspections. Accomplishments: • Services to the community were enhanced through the addition of new inspection staff and their assignment to provide code enforcement on weekends. Through this expanded service, proactive code enforcement will be provided seven days a week ensuring a continued high level of service to Glendale citizens. • The volunteer program has been expanded with the addition of four new volunteers. Two of the new volunteers are assisting staff with inspections involving vacant parcels. They are working as a team inspecting vacant parcels in each Council district for violations. Additionally, two volunteers have been added to assist staff in removing illegal signage from city rights of way. This change provides the department an opportunity to more effectively utilize staff resources and enhance support to the community and neighborhoods. 157 Return to TOC Mission and Performance Measure Code Compliance GOAL UPDATES Maintain an increased level of code compliance within residential neighborhoods. A city with high quality services for citizens. Related Council Goal No. Was the goal met? Increase proactive inspections in residential neighborhoods by 10% and increase court action on repeat offenders by 25%. What were the Proactive inspections in residential neighborhoods were increased Performance Measures? by 33%. A decrease in court action on repeat offenders was realized. Based on regulatory requirements the civil citation process was found to be inefficient and ineffective. The civil citation process Obstacles/Challenges is currently under revision. Goal To protect mature residential neighborhoods from the negative impact of blight and deterioration. One community with strong neighborhoods. Related Council Goal Yes. Was the goal met? Generate 3,000 new code cases in assigned focus areas and maintain a maximum 3-month inspection rotation in areas with high violation rates. To date, 3,045 new cases have been What were the Performance Measures? generated within assigned focus areas. Additionally the 3-month inspection rotation in areas with high violation rates was maintained. None. Obstacles/Challenges Goal FISCAL YEAR 2007 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. 158 Return to TOC Mission and Performance Measure Code Compliance 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 2 business days of receiving the complaint 95% of the time and achieve a 99% voluntary What were the Performance Measures? 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 159 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 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $1,380,098 $1,685,573 $1,685,373 $1,643,655 -2% $1,380,098 $1,685,573 $1,685,373 $1,643,655 -2% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $1,220,625 $57,890 $1,444,623 $91,334 $1,444,623 $92,132 $1,466,834 $69,645 2% -24% Internal Premiums $46,296 $50,188 $50,188 $40,581 -19% Internal Service Charges Operating Capital $55,287 $66,928 $32,500 $66,916 $31,514 $66,595 0% $1,380,098 $1,685,573 $1,685,373 $1,643,655 -2% Total - Code Compliance STAFFING BY PROGRAM Code Compliance Total -Code Compliance FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 19.5 21.5 21.5 21.5 0% 19.5 21.5 21.5 21.5 0% 160 Return to TOC Percent Over FY 08 Budget Mission and Performance Measure Community Partnership COMMUNITY PARTNERSHIP Erik Strunk Department Description: Interesting Department Fact: The Community Partnerships Department is made The city has provided $8.3 million in up of three operational divisions that provide direct improvement grants to 196 Glendale city services, maintain the quality of life and build neighborhoods since 1995. stronger neighborhoods for all residents. The Community Housing Division is responsible for addressing the housing needs of over 4,400 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 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Implement revitalization efforts to assist single- family homeowners, qualified neighborhoods and developers in improving housing options for low to moderate income residents. One community with strong neighborhoods. Work with nonprofit partners to locate vacant land for new infill housing, older homes for rehabilitation, and continue to identify clients who can benefit from the city’s revitalization programs. Fund two acquisition/rehab properties and fund up to 5 vacant infill lots for new affordable housing. Complete six new neighborhood planning exercises. A city with high quality services for citizens. Identify six new neighborhood associations and work with their neighborhood leadership to develop plans of action. 161 Return to TOC Mission and Performance Measure Community Partnership Desired Outcomes (Perf. Measures) Complete gathering data and system input by June 30, 2009. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The Neighborhood Partnership Office implemented a new, user-friendly on-line registration process for Glendale University 101 applicants. Accomplishments: • Established a new Geographic Information System-based, on-line resource that provides all residents with basic neighborhood data from all key departments and access to mapping functions on the City’s website. • Coordinated and planned over 75 community volunteer projects, resulting in 2,105 individual volunteers donating approximately 8,290 total volunteer hours to better the greater Glendale community. GOAL UPDATES Maintain the financial stability of the Community Housing and Community Revitalization divisions. A city that is fiscaly sound. Related Council Goal A city with high quality services for citizens. The goal was met. The Community Housing Division was able to provide services to clients despite reductions in revenue from the Was the goal met? federal government. Housing and Urban Development (HUD) federal standards, which What were the Performance Measures? awarded to the division a High Performer status rating. A reduction in federal funds and growing maintenance costs. Obstacles/Challenges Goal Goal Related Council Goal Was the goal met? Continue the implementation of the City’s 5-year neighborhood revitalization plan. One Community with strong neighborhoods. Yes, the department completed a new Strategic Housing Plan for the City; implemented a new “Neighborhood Information System” on the City’s website; developed a series of community indicators that will assist with strategic planning and service delivery in our neighborhoods; coordinated the review and approval of 12 new neighborhood improvement grants; and provided housing assistance to approximately 4,400 Glendale residents. What were the To develop the list of indicators by June 30, 2008. Performance Measures? The timely availability of resources is a constant challenge. Obstacles/Challenges 162 Return to TOC Mission and Performance Measure Community Partnership FISCAL YEAR 2007 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 the new NFL football 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 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 Administer federal grant programs in accordance with federal guidelines so that residents continue to experience excellent Goal service. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? 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 the timely maintenance of public Obstacles/Challenges housing facilities more difficult. 163 Return to TOC City of Glendale Budget Summary by Department Comm. Partnerships FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget (1000) Community Revitalization (1000) Mega Events - N'Hood/Volunteer $489,657 $40,429 $526,020 $73,434 $526,020 $0 $483,206 $0 -8% -100% (1000) Neighborhood Partnership $554,268 $579,733 $555,681 $532,071 -8% $191 $0 $0 $0 $0 $50,000 $0 $0 NA NA (1300) HOME Program $1,299,382 $1,593,837 $449,172 $1,418,124 -11% (1320) CDBG Programs $2,682,154 $4,118,886 $2,863,947 $3,093,418 -25% (1830) Emergency Shelter Grant (2500) Community Housing $101,921 $1,784,799 $99,946 $8,706,854 $98,559 $8,706,854 $97,881 $8,761,451 -2% 1% $6,952,801 $15,698,710 $13,250,233 $14,386,151 -8% FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget (1000) Neighborhood Volunteer Program (1281) Mega Events - N'Hood/Volunteer Total - Comm. Partnerships BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits FY 06-07 Actual $2,720,929 Supplies and Contracts Internal Premiums Internal Service Charges $3,065,536 $3,064,771 $3,124,997 Percent Over FY 08 Budget 2% $1 $190 $26,363 $31,494 $31,475 $30,401 -3% $275,000 $275,000 $240,000 -13% $15,698,710 $13,250,233 $14,386,151 -8% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Community Revitalization 2 2 2 2 0% Neighborhood Partnership Mega Events - N'Hood/Volunteer 5 5 0.5 5 0.5 5.5 10% 8.75 8.75 8.75 8.75 0% 25 25 25 25 0% 40.75 41.25 41.25 41.25 0% Operating Capital Work Order Credits Total - Comm. Partnerships STAFFING BY PROGRAM CDBG Programs Community Housing Total -Comm. Partnerships ($25,259) $6,952,801 164 Return to TOC Percent Over FY 08 Budget 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 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $546,869 $1,580,345 $677,277 $1,322,699 -16% $546,869 $1,580,345 $677,277 $1,322,699 -16% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $192,909 $353,960 $1,398,067 $182,278 $677,277 $803,485 $519,214 -43% 185% $546,869 $1,580,345 $677,277 $1,322,699 -16% 165 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 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $29,384 $100,432 $30,253 $109,120 9% $29,384 $100,432 $30,253 $109,120 9% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $29,384 $100,432 $30,253 $109,120 9% $29,384 $100,432 $30,253 $109,120 9% 166 Return to TOC Mission and Performance Measure Library & Arts LIBRARY & ARTS Sue Komernicky 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 Division administers the city’s Public Art and Performing Arts grant programs. 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. Interesting Department Fact: If Glendale residents had bought the items they checked out during the last fiscal year (2,549,070 items), at an average price of $26.53 each (includes books, magazines, CD books on tape and cassette, music CDs, DVDs and videocassettes), they would have spent over $67 million. 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 2009 GOALS Goal Related Council Goal Activities Library and Arts representatives will participate in community outreach activities. A city with high quality services for citizens. Library and Arts representatives will attend civic, school and community forums. Desired Outcomes (Perf. Measures) Library and Arts representatives will attend 30 civic, school and community forums in Glendale and elsewhere in the Valley. Goal Sponsor arts and culture programs for residents and visitors in all parts of the City. Related Council Goal Activities Desired Outcomes (Perf. Measures) A city with high quality services for citizens. Public art and performing arts. Arts and culture projects completed in all City Council districts. 167 Return to TOC Mission and Performance Measure Library & Arts FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Continued to develop innovative marketing strategies that improved circulation and patron satisfaction. Accomplishments: • The department enhanced communication among staff and departments through the development and implementation of the staff intranet. • Successfully completed a system-wide workforce planning survey. 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? Citizens have increased access to library resources. A city with high quality services for citizens. Yes. Catalog and electronic resources are available 24 hours, 7 days per week. Database licensing limits access to some databases. Citizens have increased access to a broad range of arts and cultural experiences. A city with high quality services for citizens. Yes. Five new public art projects were completed during FY 2008. Performing arts grants were awarded to 15 organizations for 27 projects, many targeting Glendale’s youth. The second annual Summer Arts Camp was held at Sahuaro Ranch. Exhibitions featuring local artists were held at Sahuaro Ranch and the Glendale Adult Center. What were the Arts and culture projects completed in all City Council districts. Performance Measures? Vandalism of artworks is a challenge we are working to resolve. Obstacles/Challenges We continue to relocate artworks to places with watchful eyes. FISCAL YEAR 2007 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 the City's cable television station, Channel 11. The library will continue to promote programs and services by producing two shows per year. 168 Return to TOC Mission and Performance Measure Library & Arts GOAL UPDATES Attract new users through innovative marketing strategies and activities. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? There are currently 159,422 registered library borrowers an What were the increase of 16% over the same time last year when the number Performance Measures? was 137,867. None. Obstacles/Challenges Goal Increase art awareness and appreciation through public art purchases, the award of performing arts grants to support arts projects, the presentation of art exhibitions, and the provision of Goal arts education services such as professional development training for arts and classroom teachers. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? A downtown art feature and thirty 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 What were the Glendale Adult Center. Twenty arts grants were awarded. Three Performance Measures? workshops were held for preschool and elementary school teachers. A Summer Art Camp was held with three one-week sessions for students. None. Obstacles/Challenges LIBRARY STATISTICS FY 06 ACTUALS FY 07 FY 08 ACTUALS ESTIMATE FY 09 BUDGET Inputs: Total number of full time employees Service population Number of Librarians Number of temporary staff Number of Public Service hours Department Expenditures* 86.76 235,987 37.25 22.99 10,004 $8,148,485 169 Return to TOC 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 86.76 248,584 37.25 22.99 10,034 $8,868,808 Mission and Performance Measure Library & Arts Outputs: 508,152 15,924 28,018 37,138 220,572 21,186 252,195 33,147 22,962 20,936 200,286 21,715 250,195 33,147 22,107 20,936 199,286 21,715 FY 07-FY 08 % Change -0.79% 0.00% -3.72% 0.00% -0.50% 0.00% 613 3,049 640 3,112 580 2,671 -9.38% -14.17% 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 148 150 150 0.00% 8 8 8 0.00% Effectiveness Measures: FY 07-FY 08 % 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 559,950 685,145 479,602 -30.00% 2,492,640 1,191,778 140,168 25,078 4,965 3,253 1,294,500 2,549,070 1,214,790 162,237 29,202 4,752 3,387 1,184,383 2,651,032 1,263,381 184,000 30,000 5,200 3,300 1,297,016 4.00% 4.00% 13.41% 2.73% 9.43% -2.57% 9.51% 117,409 101,179 111,536 89,145 133,843 115,888 -7.93% 15.20% 347,245 392,925 451,863 15.00% Efficiency Measures: FY 07-FY 08 % 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 Programs Number of programs held / study room available Average attendance of all programs held 6,454 7,897 5,528 -30.00% 55.97 68.37 47.83 -30.05% 1.53 1.40 1.58 12.31% 77 32.06 80 29.73 73 41.17 -9.38% 38.49% Public Use Computers Number of people using internet computers / number of public internet computers available Library Department Department expenditures per capita *Excludes grant funding 170 Return to TOC 2,346 2,620 3,012 15.00% $34.53 $36.33 $36.08 $35.68 City of Glendale Budget Summary by Department Library & Arts FUND NUMBER / BUDGET BY PROGRAM (1000) Arts Maintenance - Admin. (1000) Library (1220) Arts Maintenance (1260) Library Book Fund (1260) Library Special Revenue (1840) Grant Approp - Library Total - Library & Arts BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $140,304 $8,286,740 $153,911 $8,544,168 $153,911 $8,544,168 $156,499 $8,556,345 2% 0% $54,951 $127,787 $127,787 $127,787 0% $140,403 $97,802 $231,003 $105,150 $231,003 $105,150 $207,313 $105,150 -10% 0% $129,241 $500,000 $500,000 $500,000 0% $8,849,441 $9,662,019 $9,662,019 $9,653,094 0% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Wages/Salaries/Benefits $6,557,337 $7,005,982 $7,005,982 $7,133,378 2% Supplies and Contracts $1,980,444 $2,390,370 $2,390,370 $2,272,271 -5% $266,539 $45,121 $197,693 $67,974 $197,693 $67,974 $174,927 $72,518 -12% 7% $8,849,441 $9,662,019 $9,662,019 $9,653,094 Internal Premiums Internal Service Charges Total - Library & Arts STAFFING BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget 1 1 1 0% 86.76 1 86.76 86.76 86.76 0% 88.76 87.76 87.76 87.76 0% Arts Maintenance - Admin. Historic Sahuaro Ranch Library Arts Maintenance Total -Library & Arts 0% 1 171 Return to TOC Mission and Performance Measure Parks & Recreation PARKS & RECREATION Rebecca Benna Department Description: The Parks and Recreation Department offers opportunities 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. 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. Interesting Department Fact: The Sahuaro Ranch Park historic area is known for its peafowl. Charlotte Sands Smith bought two peahens and a peacock at the Chicago World's Fair in 1933. Some of their descendents probably still roam the park today. Peafowl eat different types of food including plants, small animals, and small snakes. This may have been why some farmers kept the birds in the early days. FISCAL YEAR 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Begin Parks and Recreation Master Plan update process. One community with strong neighborhoods. Obtain City Council direction, develop a process to solicit public input and revise the current master plan regarding future parks and recreation services. Complete above activities by June 30, 2009. Complete the improvements to existing parks and facilities to improve the quality of life for Glendale residents and visitors, with the intention of stimulating a positive economic impact for the community. A city with high quality services for citizens. Complete renovation of the following older parks: Bicentennial, Rose Lane, Butler, and Sands. Complete ramada and picnic area at Western Area Regional Park. 172 Return to TOC Mission and Performance Measure Parks & Recreation Desired Outcomes (Perf. Measures) Continue to complete improvements at Thunderbird Conservation Park related to trails, signage, vegetation and existing parking. Complete Sahuaro Ranch renovation of the barnyard addition, picnic ramadas, ball fields, and parking lots. Complete Western Area Regional Park improvements by January 2009, older park renovations by March 2009, Thunderbird Conservation Park by May 2009, and Sahuaro Ranch renovations by June 2009. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Previous Practice and Procedure: The Parks and Recreation Department handles over 11,000 registrations annually for sports programs, facilities and ramada rentals, recreation programs and special interest classes. An additional 9,000 registrations are accepted for the licensed day-care program. Registrations were accepted by phone, mail, or on a walk-in basis. • Process Review: The department sought to offer Internet capabilities to give customers the ability to register for programs online 24/7. Staff worked closely with the Information Technology Department (IT) and implemented a recreation registration software system (RecTrac) in the Fall of 2006. Once that system was fully implemented, the department added the internet registration module in a test mode in December 2007. • Outcome and Impact of Changes to Practice: The new service was slowly rolled out to customers in January 2008. The option to register on-line was advertised on the Parks and Recreation Department’s webpage, just in time for the heavy spring registration cycle. The program was fully implemented in April 2008. The online registration capability gives customers an easy, user-friendly method of registering for activities any time, night or day. It is also expected to increase revenue as customers become more aware of classes and activities offered. Accomplishments: • Grand Canal Linear Park: The construction of “Reach C” of the Grand Canal Linear Park was completed in August 2007. The Bethany Home Outfall Channel/Grand Canal Linear Park is primarily a flood control facility and is required to meet hydrologic and conveyance requirements. However, the project forms a linear open space for public use along and within the facility. The concept for the linear park was incorporated into the landscape and aesthetic improvements of the flood control project design. The first segment of design, Reach A, extends from Loop 101 to a point just east of 83rd Avenue. The second phase of construction, Reach B, is in the Phoenix portion of the project from 75th Avenue to 67th Avenue. Reach C, from 83rd to 75th Avenue and Camelback Road, was the final phase in Glendale. Reach C includes various park 173 Return to TOC Mission and Performance Measure Parks & Recreation • • • elements that did not exist prior to the new development. Grand Canal Linear Park has a new 10-acre equestrian staging area at 82nd Avenue that is considered a major entry node. The staging area is designed to provide increased site access and recreation opportunities to both equestrian and non-equestrian park users. The project features parking for horse trailers, individual horse tie-ups, trail linkage to the Western Area Regional Park, and an open picnic area with a ramada. Other improvements to the linear park include three neighborhood nodes (parks), six neighborhood entries, several acres of open turf and xeriscape landscape, and a 10-acre community node that includes a ramada plaza, the city’s only fully-accessible play structure, open turf, parking lot, misting stations, and a large entry plaza. This section of the trail is significant because it is the main entrance into Glendale’s trail system. The Parks & Recreation Department strives to provide equal services and opportunities to every Glendale resident. Increasing demand for recreational opportunities for disabled children and teens has recently led to the creation of a citizen committee that is determined to provide the most adaptive recreation programming possible to include opportunities for everyone regardless of abilities. The Adaptive Recreation Advisory Committee reviews current programming and explores future opportunities. The vision statement for the committee is, “Expand the Glendale Parks and Recreation Department’s program to include more opportunities for children and youth of all abilities.” GOAL UPDATES Goal Related Council Goal Was the goal met? Provide safe and attractive park and open space amenities through preventive maintenance and park redevelopment. One community with strong neighborhoods. Yes. Both facilities were completed and opened to the public in early February 2008. What were the Open both facilities by February 28, 2008. Performance Measures? None. Obstacles/Challenges Provide opportunities for residents to participate in the redevelopment of older parks facilities. One community with strong neighborhoods. Related Council Goal Yes. The Grand Opening of the X-Court was held on October 6, Was the goal met? 2007. Complete the construction of the X-Court & Concession/Retail What were the Performance Measures? Facility by August 31, 2007. None. Obstacles/Challenges Goal 174 Return to TOC Mission and Performance Measure Parks & Recreation FISCAL YEAR 2007 Accomplishments: • The Foothills Recreation and Aquatics Center was dedicated and opened to the public on September 30, 2006 with over 1,200 visitors attending. The 69,800 square foot recreation center features a full size gymnasium, six classrooms, a culinary arts kitchen, two exercise studios, child care room, an activity room that is free to the public, jogging/walking track, a rock climbing wall, three indoor racquetball courts, a 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, a leisure pool with aquatic playground, and an outdoor concessions area. The center averages 18,000 users monthly. • Northern Horizon Community Park was dedicated in August 2006. 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 continues to be 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, the Youth Sports Complex near the University of Phoenix Stadium, the Foothills What were the Performance Measures? Recreation and Aquatic Center, and Phase I of a joint-use park at 79th and Orangewood. Projects under construction include: a 10acre 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 Grand Canal Linear Park. The rapid growth in the valley has utility service providers working diligently to keep up with demands for service causing Obstacles/Challenges some delays during the construction process. Goal 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, What were the Performance Measures? cultural and historical programs and special events; dance, Goal 175 Return to TOC Mission and Performance Measure Parks & Recreation Obstacles/Challenges 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 offered at Glendale Community Center, Glendale Adult Center and Foothills Recreation and Aquatics Center. Program fees are reviewed through a staff committee to determine if they fit the Council-adopted fee philosophy for core programs or tiered programs thus ensuring economically accessible programs. Many program flyers are prepared and distributed in English and Spanish. A 580% increase in the number of participants at the renovated Rose Lane Aquatics Center has required more aquatics staff than anticipated. Demand across the valley for certified lifeguards remains very high and competitive. PARKS & RECREATION STATISTICS FY 07 FY 08 ACTUALS ESTIMATE FY 09 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* 14 $1,579,580 13 $1,655,316 13 $1,591,637 43 $6,137,872 42 $5,978,260 42 $6,187,564 22.75 $2,921,287 24.25 $3,200,100 24.25 $2,925,583 206 (Seasonal) $636,282 1 FTE+Seasonal $631,163 1 FTE+Seasonal $645,650 19 $2,586,717 19 $2,573,701 19 $2,890,861 133 2 3 73 FY 07-FY 08 % Change 13.68% 100.00% 0.00% 4.29% Outputs: Park & Pool Maintenance and Park Rangers Number of ramadas Number of skate parks maintained Number of dog parks maintained Number of developed parks maintained 117 1 3 70 176 Return to TOC Mission and Performance Measure Parks & Recreation Number of acreage maintained by Parks & Recreation Number of landscape areas at 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 2,149 15 13,098 58 63 183 140 27,000 42 2,159 15 13,102 61 65 190 147 28,352 42 0.47% 0.00% 0.03% 5.17% 3.17% 3.83% 5.00% 5.01% 0.00% 10 18 13 11 16 15 10.00% -11.11% 15.38% 8 86 478 1,912 1,413 3,325 1,020 8 82 377 1,592 1,118 2,710 832 0.00% -4.65% -21.13% -16.74% -20.88% -18.50% -18.43% 6 1,800 18,000 1,245 55 6 1,800 15,000 1,385 55 0.00% 0.00% -16.67% 11.24% 0.00% 1,500 1,425 FY 07-FY 08 % Change -5.00% 8,700 1,307 13,502 16,888 8, 962 1,583 14,554 19,678 3.01% 21.12% 7.79% 16.52% Effectiveness Measures: 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 Participation in special events hosted by the Adult Center Number of rentals/group use (Adult Center) 177 Return to TOC 115,299 7,448 575 25,000 3,800 139,783 6,612 471 N/A N/A N/A 29,100 4,100 148,435 5,556 625 16.40% 7.89% 6.19% -15.97% 32.70% Mission and Performance Measure Parks & Recreation Total attendance Foothills Rec. & Aquatics Ctr (FY07 = 9 mths) Special interest class participants 196,923 6,097 255,043 7,497 29.51% 22.96% $6.48 $6.72 $6.40 71.65 $1,981 $25.17 71.97 $1,973 $24.29 N/A N/A $24.89 $11.98 $13.00 $11.77 $191.38 $5.16 $2.61 $232.90 N/A $2.56 N/A N/A $2.60 $143.71 $171.58 N/A $7.40 $6.18 N/A 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 N/A $10.61 $10.46*** *Excludes grant funding **Program runs over two fiscal years, data is for the first fiscal year (i.e. season starts in May of 2007 and ends in Sept. of 2008 = FY08) ***Foothills Recreation & Aquatic Center opened during FY 07; does not take revenue generation into account 178 Return to TOC $11.63 City of Glendale Budget Summary by Department Parks & Recreation FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget (1000) Adult Center (1000) Aquatics $406,046 $632,687 $431,542 $585,244 $431,542 $585,244 $412,051 $572,731 -5% -2% (1000) Audio/Visual $262,887 $251,894 $247,925 $228,507 -9% $65,492 $23,974 $32,490 $44,048 $32,490 $0 $34,351 $0 6% -100% $1,466,789 $1,904,051 $1,785,000 $1,938,069 2% $52,531 $0 $0 $0 NA (1000) Glendale Community Center (1000) Historic Sahuaro Ranch $207,323 $274,391 $238,108 $339,247 $238,108 $339,247 $248,143 $335,218 4% -1% (1000) Marketing - Parks & Rec $184,912 $156,608 $156,608 $144,409 -8% (1000) Park Irrigation (1000) Park Rangers $341,210 $366,445 $370,296 $383,541 $370,296 $383,541 $360,155 $371,501 -3% -3% (1000) Parks & Recreation Admin. $235,177 $242,827 $243,124 $255,575 5% (1000) Parks CIP & Planning $220,364 $330,725 $329,469 $325,930 -1% $2,140,490 $2,004,469 $4,131,720 $0 $4,485,720 $0 $4,512,855 $0 9% NA (1000) Copper Canyon HS Youth Dev Prg (1000) Elsie McCarthy Pk. Maintenance (1000) Foothills Recreation Center (1000) GESD-Reimb Division (1000) Parks Maintenance (1000) Parks North District (1000) Pool Maintenance $275,702 $267,741 $262,645 $263,543 -2% (1000) Recreation Support Services (1000) Special Events and Programs $965,330 $212,160 $1,003,987 $213,443 $1,014,325 $213,443 $991,462 $225,387 -1% 6% (1000) Sports and Health $348,158 $511,375 $511,375 $525,314 3% (1000) Youth and Teen $873,581 $924,921 $924,921 $891,721 -4% (1280) YSC - Parks & Rec (1840) Grant Approp - Parks & Rec $188,897 $0 $267,189 $500,000 $239,277 $500,000 $262,000 $500,000 -2% 0% (1840) Heritage Fd Sahuaro Ranch BCA $10,500 $0 $0 $0 NA (1840) T-Bird Paseo Trail Signage (1840) Youth Football Hub Grant $39,583 $23,697 $0 $60,211 $0 $60,211 $0 $56,781 NA -6% (1880) Adult Center Self Sustaining $99,963 $85,000 $85,000 $95,000 $4,639 $10,000 $0 $0 -100% $58,214 $8,469 $45,919 $18,000 $45,919 $0 $72,919 $0 59% -100% (1880) Cactus Pool Repair $5,486 $10,000 $0 $0 -100% (1880) Cardinal Pool Repair (1880) Dedicate A Tree $1,181 $767 $10,000 $5,000 $0 $0 $0 $0 -100% -100% (1880) Apollo Pool Repair (1880) Aquatic Self Sustaining (1880) Arrowhead Amenities Sinking F (1880) Desert Gardens Park 12% $0 $7,000 $0 $0 -100% (1880) Desert Mirage Park $1,411 $7,000 $0 $0 -100% (1880) Desert Valley Park (1880) Discovery Park $0 $0 $2,000 $7,000 $0 $0 $0 $0 -100% -100% (1880) GCC Pool Repair $3,868 $10,000 $0 $0 -100% (1880) GESD ES Ballfields (1880) GESD-Reimb Division $0 $0 $7,000 $0 $0 $0 $0 $101,180 -100% NA (1880) Glendale Community Center $0 $0 $0 $5,000 (1880) Ironwood HS Lights $0 $5,000 $0 $0 -100% $1,208 $19,293 $35,000 $55,000 $0 $55,000 $0 $25,000 -100% -55% (1880) Ironwood Pool Repair (1880) Rec Self Sust-Administration (1880) Rec Self Sust-Audio/Visual NA $7,378 $21,650 $21,650 $16,650 -23% (1880) Rec Self Sust-Spec Int Classes (1880) Spec Events & Prgm Self Sust $185,054 $70,345 $207,598 $164,213 $207,598 $104,354 $197,598 $94,213 -5% -43% (1880) Sports Self Sustaining $200,135 $277,067 $277,067 $209,067 -25% 179 Return to TOC City of Glendale Budget Summary by Department Parks & Recreation (1880) Youth and Teen Self Sustaining $423,911 $368,096 $368,096 $383,166 4% (1885) Apollo Pool Repair $0 $0 $10,000 $10,000 NA (1885) Cactus Pool Repair (1885) Cardinal Pool Repair $0 $0 $0 $0 $9,000 $10,000 $244,532 $10,000 NA NA (1885) Copper Canyon Ballfield Lights $0 $0 $9,000 $9,000 NA (1885) Dedicate A Tree (1885) Desert Gardens Park $0 $0 $0 $0 $5,000 $7,000 $5,000 $7,000 NA NA (1885) Desert Mirage Park $0 $0 $7,000 $7,000 NA (1885) Desert Valley Park $0 $0 $2,000 $2,000 NA (1885) Discovery Park (1885) Elsie McCarthy Pk. Maint $0 $0 $0 $0 $7,000 $44,048 $7,000 $44,048 NA NA (1885) GCC Pool Repair $0 $0 $1,600 $10,000 NA (1885) GESD ES Ballfields (1885) Ironwood HS Light $0 $0 $0 $0 $7,000 $5,000 $7,000 $5,000 NA NA (1885) Ironwood Pool Repair $0 $0 $9,000 $35,000 NA (1885) Kellis Ballfield Lights $0 $0 $9,000 $9,000 NA (1885) O'Neil Park Maintenance $0 $0 $4,000 $0 NA $12,914,117 $14,548,751 $14,664,843 $15,067,076 4% Total - Parks & Recreation 180 Return to TOC City of Glendale Budget Summary by Department Parks & Recreation BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 06-07 Actual $969,483 $1,100,692 FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $34,649 $32,127 Internal Premiums $19,268 $272 Internal Service Charges Operating Capital $1,392 $56,455 $19,184 $20,029 $21,065 $234,532 10% $12,914,117 $14,548,751 $14,664,843 $15,067,076 4% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget 6 6 6 6 0% 1 1 1 0% Work Order Credits Total - Parks & Recreation STAFFING BY PROGRAM Adult Center ($11,010) Aquatics Audio/Visual Copper Canyon HS Youth Dev Prg 2 2 0.75 2 0.75 2 0.75 0% 0% Foothills Recreation Center 10 10 10 10 0% Glendale Community Center 3 3 3 3 0% Historic Sahuaro Ranch Marketing - Parks & Rec 1 3 1 3 1 3 1 0% 0% Park Irrigation 4 4 4 4 0% Park Rangers Parks & Recreation Admin. 4 3 4 2 4 2 4 2 0% 0% Parks CIP & Planning 2 3 3 3 0% Parks Maintenance 18 28 28 28 0% Parks North District Pool Maintenance 12 3 3 3 3 0% Recreation Support Services 8 8 8 8 0% Special Events and Programs Sports and Health 5.75 3 2 5 2 5 2 5 0% 0% 9 7.5 7.5 7.5 0% 1 1 1 0% 5 5 5 5 0% 98.75 99.25 99.25 99.25 0% Youth and Teen Youth Football Hub Grant Youth and Teen Self Sustaining Total -Parks & Recreation 181 Return to TOC Glendale 11 FACILITIES & FINANCIAL MANAGEMENT Facilities & Financial Management Administration Civic Center Economic Development and Rebates & Incentives Marketing & Communications Convention Center, Media Center & Parking Garage Glendale Civic Center Annex Return to TOC City of Glendale Budget Summary by Department Fac & Fin Mgmt FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual (1000) Facilities & Financial Mgmt FY 07-08 Budget $0 FY 07-08 Estimate $0 $0 Total - Fac & Fin Mgmt BUDGET BY CATEGORIES OF EXPENDITURES FY 08-09 Budget $278,698 Percent Over FY 08 Budget NA $278,698 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate Wages/Salaries/Benefits Supplies and Contracts FY 08-09 Budget Percent Over FY 08 Budget $264,766 $8,190 Internal Premiums $3,475 Internal Service Charges $2,267 Total - Fac & Fin Mgmt STAFFING BY PROGRAM $278,698 FY 06-07 Actual FY 07-08 Budget Facilities & Financial Mgmt FY 07-08 Estimate FY 08-09 Budget 2 Total -Fac & Fin Mgmt 2 182 Return to TOC Percent Over FY 08 Budget Mission and Performance Measure Glendale Civic Center GLENDALE CIVIC CENTER John Moses Department Description: Interesting Department Fact: The Civic Center provides competitively priced Fun Fact: The Civic Center uses function space and services for businesses, social enough table linens from events in gatherings and the special-event needs of the one year to cover the University of community. The ability to provide state-of-the-art Phoenix football field ten times! conference support and technology has an appeal to 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 2009 GOALS Goal Increase facility usage of the Civic Center. Related Council Goal One community with a vibrant city center. Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Through internal marketing and sales efforts the Civic Center will increase awareness within the community and Maricopa County. An increase of facility usage 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. Civic Center staff and the contracted catering staff will provide the training and effort required to meet or exceed customer expectations. To exceed the minimum client evaluation goal of a 90% satisfaction rating of “good, very good and excellent” as noted in client evaluation surveys. 183 Return to TOC Mission and Performance Measure Glendale Civic Center FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The Civic Center implemented a Saturday “Open House” program to showcase the facility and services that are available to potential clients, who are unable to visit the center during regular business hours. Accomplishments: • Enhanced the Civic Center website utilizing the talents of the Creative Services and Web divisions. The website provides easy to access information and creates instant familiarity with the facility event space, room configurations, event set-up and event design opportunities. • Developed a quarterly E-Newsletter appropriately titled “E-vent Essentials” that highlights the depth of service and informative facts that assist event planners in booking the Civic Center. GOAL UPDATES Goal Related Council Goal Was the goal met? Increase patron attendance at the Glendale Civic Center. One community with a vibrant city center. With 3 ½ months remaining in the fiscal year, the civic center is on track to achieve the goal. What were the To increase facility usage over the previous year. Performance Measures? Many clients are not achieving their expected attendance goals for their events. This happens most frequently with inexperienced Obstacles/Challenges meeting planners. Goal Related Council Goal Was the goal met? Maintain a high level of customer satisfaction demonstrated through customer service evaluations. A city with high quality services for citizens. Yes – YTD The Civic Center has achieved a 99% client approval rating YTD. A minimum customer evaluation goal of a 90% satisfaction rating What were the of “good, very good and excellent” as noted in client evaluation Performance Measures? surveys. None. Obstacles/Challenges 184 Return to TOC Mission and Performance Measure Glendale Civic Center FISCAL YEAR 2007 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 To increase patron attendance at the Civic Center. One community with a vibrant city center. Related Council Goal Yes - YTD. Was the goal met? 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. Increase in local competition. Obstacles/Challenges Goal Increase the number of events/event days at the Civic Center. One community with a vibrant city center. Related Council Goal Yes - YTD. Was the goal met? 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 Performance Measures? bookings/event days. The first 9 months show an increase of 42 event days over the previous year. Increase in local competition. Obstacles/Challenges Goal 185 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 06-07 Actual STAFFING BY PROGRAM Civic Center Total -Civic Center FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $855,696 $908,313 $908,313 $941,053 4% $855,696 $908,313 $908,313 $941,053 4% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $643,969 $185,473 $675,058 $197,121 $679,232 $193,850 $699,921 $209,604 4% 6% $17,043 $20,360 $20,360 $16,837 -17% $9,211 $15,774 $14,871 $14,691 -7% $855,696 $908,313 $908,313 $941,053 4% Internal Service Charges Total - Civic Center FY 07-08 Budget FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 7 7 7 7 0% 7 7 7 7 0% 186 Return to TOC Percent Over FY 08 Budget Mission and Performance Measure Economic Development ECONOMIC DEVELOPMENT Brian Friedman Department Description: Interesting Department Fact: The Economic Development Department directs 80% of all initial inquiries received programs to attract and retain businesses that create from companies are seeking an jobs, increase the tax base, improve land values and existing building. enhance central city vitality. The Department strives to provide high quality service and spur rapid well-managed growth in the City of Glendale. It is dedicated to maximizing customer service 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 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Attract new high wage businesses within targeted industries. One community with quality economic development. Generate leads and convert to locates. Cultivate relationships with site selectors, brokers, and developers so they encourage their clients to consider Glendale. Attend trade shows and sales missions to promote business opportunities in Glendale. Proactively solicit and engage 24 real estate brokerage firms, developers, site selectors and/or other groups to facilitate lead generation. Attend at least four trade shows and two sales missions that provide opportunity to meet with corporate site decision makers and promote competitive advantages of a Glendale location. Create and maintain Glendale Prospector (available sites and buildings database customized with Glendale sites only) on city’s Economic Development webpage. 187 Return to TOC Mission and Performance Measure Economic Development Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Work with existing businesses to protect the existing job base and identify opportunities for expansion. One community with quality economic development. Build relationships with existing businesses to determine opportunities for expansion. Meet with a minimum of 30 existing companies during the year to gain a better understanding of their business needs. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Posted available sites and buildings in Glendale onto the Arizona Prospector – a webbased database hosted by APS which provides one site for quick search of available sites in Arizona. Site selectors utilize the website before ever contacting a community when they are searching for sites for their clients and will very quickly eliminate an area based upon the lack of information available on the web. The fact that Glendale sites are now on this website database will generate inquiries. Accomplishments: • Completely redesigned and modernized our department’s website to make it a more user-friendly resource with an up-to-date visual appeal. • Prioritized our target industries and established a network with real estate brokers to begin initial effort of actively marketing redevelopment and private investment along the Glendale Avenue corridor. This fiscal year two new businesses located within the redevelopment area on Glendale Ave. GOAL UPDATES Goal Attract employers to create highly-skilled, high wage, quality jobs and positive tax revenue. One community with a vibrant city center. Yes. Related Council Goal Was the goal met? What were the Eight new companies expect to create approximately 500 jobs. Performance Measures? Turnover in staff including department director. Obstacles/Challenges City Center revitalization. One community with a vibrant city center. Related Council Goal Yes. Was the goal met? Construction of the parking garage was completed and Master What were the Performance Measures? Lease agreement approved. The parking garage opened with one Goal 188 Return to TOC Mission and Performance Measure Economic Development Obstacles/Challenges tenant already signed and several inquiries about the new retail and/or office space. One new restaurant has opened in the downtown. Upgrades to eight properties were completed through the Visual Improvement Program. Slowdown in economy has begun to hinder planning for opening of new businesses. FISCAL YEAR 2007 Accomplishments: • Created the Downtown Dining District to encourage restaurants to locate or expand 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 Attract new businesses. One community with quality economic development. Related Council Goal Yes. Was the goal met? More than 1,000 new jobs are being created through new What were the Performance Measures? businesses starting operations in Glendale. None. Obstacles/Challenges Goal City Center Revitalization. One community with a vibrant city center. Related Council Goal Yes. Was the goal met? 4 Visual Improvement Projects were completed and another 3 new What were the Performance Measures? projects were approved and began renovations. None. Obstacles/Challenges Goal 189 Return to TOC City of Glendale Budget Summary by Department Economic Development FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate (1000) Downtown Beaut. & Promotion (1000) Economic Development $0 $887,043 (1000) Super Bowl Event Pre-Planning $137,535 (1010) National Events Pre-Planning (1280) YSC - Econ. Dev. $0 $252,517 $1,277,095 $2,165,615 Total - Economic Development BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual $806,018 $971,576 FY 08-09 Budget Percent Over FY 08 Budget $806,018 $971,576 $361,278 $960,955 $0 $0 $0 $85,000 $303,021 $85,000 $303,021 $0 $303,051 -100% 0% $2,165,615 $1,625,284 -25% FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget -55% -1% NA Percent Over FY 08 Budget Wages/Salaries/Benefits $576,042 $889,888 $917,800 $874,258 -2% Supplies and Contracts $688,929 $1,220,531 $1,192,619 $728,069 -40% $11,150 $16,227 $16,227 $16,186 0% $974 $6,969 $32,000 $7,455 $31,514 $6,771 -3% $1,277,095 $2,165,615 $2,165,615 $1,625,284 Internal Premiums Internal Service Charges Operating Capital Total - Economic Development STAFFING BY PROGRAM FY 06-07 Actual Downtown Beaut. & Promotion Economic Development Total -Economic Development FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget -25% Percent Over FY 08 Budget 4 4 4 0% 6 6 6 7 17% 6 10 10 11 10% 190 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 FY 06-07 Actual $1,169,235 $306,339 FY 07-08 Budget $2,918,400 $1,592,148 $2,918,400 $203,052 FY 08-09 Budget $2,905,200 $1,380,360 Percent Over FY 08 Budget 0% -13% $112,736 $561,898 $71,441 $573,309 2% $1,588,310 $5,072,446 $3,192,893 $4,858,869 -4% FY 06-07 Actual $1,588,310 FY 07-08 Budget $5,072,446 Operating Capital Total - Rebates & Incentives FY 07-08 Estimate FY 07-08 Estimate $3,030,258 FY 08-09 Budget Percent Over FY 08 Budget $4,858,869 -4% $4,858,869 -4% $162,635 $1,588,310 $5,072,446 191 Return to TOC $3,192,893 Mission and Performance Measure Marketing/Communications MARKETING/COMMUNICATIONS Julie Frisoni Department Description: Interesting Department Fact: The Marketing/Communications Department Between January 23 and February 5, consists of eight divisions, including 2008, Glendale had more than 5,000 Administration, the Glendale Civic Center, broadcast stories air worldwide for Glendale 11, Graphics, Public more than 587 million impressions at Information/Communications, Special Events, an estimated publicity value of nearly Tourism and Web Services. The department is also $27 million! responsible for the management of the new Glendale Media Center/Cable Studio, located at Westgate City Center. The 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 2009 GOALS Goal Related Council Goal Activities Promote the Glendale Media Center to external media outlets and production companies. A city with high quality services for citizens. Position and market the Glendale Media Center as a state-of-the-art facility for both the local and national media. Develop innovative collateral materials that highlight the facility and its uses. Increase bookings and usage of the facility by outside media and other potential users. Desired Outcomes (Perf. Measures) Increase bookings and awareness of the Glendale Media Center. Goal Position Glendale as a premiere destination with Valley residents and out-of-state visitors. Related Council Goal Activities A city with high quality services for citizens. Promote, publicize and market the city as a tourism destination 192 Return to TOC Mission and Performance Measure Marketing/Communications featuring popular shops, restaurants and festivals. Desired Outcomes (Perf. Measures) Produce innovative new programming on Glendale 11. Positively promote and raise awareness regarding the city of Glendale in the media (print, TV, online) and through the development of innovative advertising campaigns within key media markets. Increase resident and visitor awareness about the city of Glendale through positive media exposure and innovative marketing strategies. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • This year the city’s official web site, www.glendaleaz.com, continued to focus heavily on meeting the needs of citizens. However, knowing that this site was the most commonly accessed during a search for “Glendale, Arizona,” teaser stories and important links to visitor and game day information was also included on the site. The city’s tourism and mega events sites were also linked directly to the city’s main page. This allowed users to access a wealth of information twenty-four hours a day. Having content specific sites enabled Web users to quickly access the information they were seeking. Usage numbers for the visitor and sports-related Web sites grew by 250 % and 1,450 % respectively during the six months before the Super Bowl. Accomplishments: • Glendale 11 entered into an innovative partnership with the local CBS news affiliate. The city’s Cable Division produced twenty-one vignettes that highlighted what Glendale was doing to prepare for Super Bowl XLII. The segments aired Sunday nights at 10:00 p.m. during the local news broadcast. This partnership led to other amazing opportunities for the city, including having a full-length recap show air on CBS immediately following the FBR Open. • Connecting with national media was key to crafting Glendale’s image during the Fiesta Bowl and Super Bowl. Glendale’s public relations and tourism teams traveled to disseminate Glendale’s message to media across the nation. In the fall of 2007, meetings were held in New York and Los Angeles with various media outlets (ESPN, Wall Street Journal, ESPN Magazine, New York Times, “Late Show with David Letterman,” “Rachael Ray Show,” etc) to expose them to Glendale. Prior to the 2008 Fiesta Bowl, staff traveled to West Virginia and Oklahoma and before Super Bowl XLII staff traveled to Boston and New York to provide the local media information about the upcoming games in Glendale, including hotel, transportation and event information. • For the 25th Anniversary of Glendale’s Jazz and Blues Festival, the city secured Gibson Guitars as its leading sponsor. This partnership enabled staff to attract 193 Return to TOC Mission and Performance Measure Marketing/Communications nationally recognized acts to the event, which in turn dramatically increased attendance. The Visitor Center had another successful That Thursday Thing event season and saw its largest crowds ever. Since its opening in 2000, the Visitor Center has assisted over 82,000 walk in-visitors. GOAL UPDATES Goal Related Council Goal Was the goal met? Position Glendale as a premiere destination with Valley residents and out-of-state visitors. One community with quality economic development. Yes. Glendale was successfully marketed and positioned as being a premiere destination. Thousands of visitors came to Glendale for the first time this year and millions of people were exposed to Glendale through the media, city Web sites, festivals, Glendale 11 programming, ads and collateral materials. The Marketing Department effectively promoted Glendale during What were the Performance Measures? the Fiesta Bowl and Super Bowl by implementing an innovative “Glendale’s Got Game” branding campaign. Ads were placed in numerous publications including the team cities/regions. New television shows and programming were created for Glendale 11, including “This is Glendale,” which airs in local hotels and businesses across the Valley as well as in the new Glendale Express Shuttle. The turn around times for ad placement and development after the teams for both the Fiesta Bowl and Super Bowl were announced Obstacles/Challenges were very tight. Creative strategies were developed to enable staff to meet the short deadlines. Goal Related Council Goal Was the goal met? 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. Yes. There was an increase in Web visitors to each of the three city Web sites use of e-newsletters/bulletins as a marketing tool increased by almost 35 %. What were the Performance Measures? Staff measured Web site visits and enrollment in e-newsletters each quarter. Currently there are twenty-two e-newsletters available for Glendale residents to subscribe to and over 13,000 different email users have opted-in to receive the newsletters. As the number of users continues to grow, the demographics of Obstacles/Challenges 194 Return to TOC Mission and Performance Measure Marketing/Communications our user audience also begins to shift, with even more nonGlendale residents visiting the city's sites seeking information about festivals, mega events and visitor information. The sites must continue to provide easy-to-find information for residents along with providing valuable visitor information and easy to navigate pages for visitors. FISCAL YEAR 2007 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. • For the first time in the history of Glendale Channel 11, the station received four Emmy nominations by the National Academy of Television Arts and Sciences for outstanding programming. 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? 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 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 and 50,000 What were the Performance Measures? 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, and an overview of Glendale and also provided a listing of local businesses. Local, full-service restaurants were given the opportunity to be included in the guide for a nominal fee and 33 restaurants chose to participate in the guide. Goal 195 Return to TOC Mission and Performance Measure Marketing/Communications 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 Goal Center. One community with quality economic development. Related Council Goal Yes. Was the goal met? The city developed a state-of-the-art cable studio and media center that meets the needs of both Glendale Channel 11 (full-service, city-run cable television station) and the local/national media that What were the will be utilizing the space during mega events. The new media Performance Measures? 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 196 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 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $792,672 $237,213 $827,269 $342,705 $827,269 $342,705 $806,395 $331,336 $1,248,297 $1,221,272 $1,293,183 $1,476,581 $0 $52,497 $169,000 $67,083 $0 $67,083 $0 $60,150 (1000) Tourism $571,109 $441,136 $441,136 $456,942 4% (1010) Mkt'g - BCS Event $133,207 $0 $0 $0 NA (1010) Mkt'g - Fiesta Bowl Event (1010) Mkt'g - Super Bowl Event $336,941 $0 $0 $194,000 $0 $194,000 $0 $0 NA -100% $2,773 $54,700 $54,700 $54,700 0% $595 $0 $0 $0 $0 $169,000 $0 $169,000 NA NA (1870) 4th of July $48,227 $40,000 $40,000 $40,000 0% (1870) Arvizu Events $14,772 $30,000 $30,000 $30,000 0% $122,015 $86,763 $90,000 $75,000 $90,000 $75,000 $90,000 $55,000 0% -27% (1000) Marketing (1000) Mkt'g - Fiesta Bowl Event (1000) Special Events Prod. Support (1160) Communications Production (1160) PEG-Public Safety (1281) Mkt'g - Fiesta Bowl Event (1870) Chocolate Affaire (1870) Enchanted Evening (1870) Fiesta Glendale -3% -3% 21% -100% -10% $0 $60,000 $60,000 $60,000 0% (1870) Glitter and Glow (1870) Glitter Spectacular $91,000 $139,004 $100,000 $111,000 $100,000 $111,000 $100,000 $111,000 0% 0% (1870) Glitters Light $176,815 $175,798 $175,798 $175,798 0% (1870) Jazz Festival $208,355 $160,000 $160,000 $160,000 0% $17,087 $4,512 $30,000 $10,000 $30,000 $10,000 $30,000 $10,000 0% 0% $4,283,854 $4,198,963 $4,270,874 $4,216,902 0% (1870) Other Special Events (1870) Tourism - Souvenir Program Total - Marketing and Comm. 197 Return to TOC City of Glendale Budget Summary by Department Marketing and Comm. BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 06-07 Actual STAFFING BY PROGRAM Cable Communications City-Wide Special Events FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $2,170,921 $595 $2,404,424 $2,422,908 $2,580,075 $136,049 $144,926 $144,926 $110,700 -24% $9,651 $28,382 $76,382 $78,808 178% $4,283,854 $4,198,963 $4,270,874 $4,216,902 Internal Service Charges Total - Marketing and Comm. FY 07-08 Budget 7% 0% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget 7 3 7 4 7 4 7 4 0% 0% 8% Marketing 12 12 12 13 Tourism 3.5 3.5 3.5 3.5 0% 25.5 26.5 26.5 27.5 4% Total -Marketing and Comm. 198 Return to TOC City of Glendale Budget Summary by Department Conv./Media/Parking FUND NUMBER / BUDGET BY PROGRAM (1000) Convention/Media/Parking (1000) Media Center Operations Total - Conv./Media/Parking BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $121,923 $0 $2,295,474 $0 $2,136,840 $158,634 $1,895,039 $184,963 -17% NA $121,923 $2,295,474 $2,295,474 $2,080,002 -9% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Wages/Salaries/Benefits $57,408 $98,634 $98,634 $103,235 5% Supplies and Contracts $64,515 $1,810,882 $1,822,882 $1,722,533 -5% $324,958 $61,000 $324,958 $49,000 $248,222 $6,012 -24% -90% $2,295,474 $2,295,474 $2,080,002 -9% Internal Premiums Internal Service Charges Total - Conv./Media/Parking STAFFING BY PROGRAM Convention/Media/Parking $121,923 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate 1 1 1 1 Media Center Operations Total -Conv./Media/Parking FY 08-09 Budget Percent Over FY 08 Budget 1 199 Return to TOC 1 0% INTERNAL SERVICES City Auditor City Manager’s Office Community Action Program Intergovernmental Programs Future Spring Training Facility 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: In FY 2008, the City Auditor's Office made over 234 recommendations to reduce risk and strengthen internal controls. Management agreed with 99% of these recommendations and developed action plans to address these business risks. 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 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Allocate audit resources to 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 plan with focus on improved controls and business processes. Consider the effectiveness of the city’s safety and security practices. One community focused on public safety for citizens and visitors. Risk-based audit plan incorporates safety and security concerns. Every audit includes an assessment of compliance with laws and regulations. 200 Return to TOC Mission and Performance Measure City Auditor's Office FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Expanded the citywide continuous monitoring program to include payroll transactions and vendor payments. Accomplishments: • Performed nine performance audits, five audit follow-ups, two information technology audits, and three information technology follow-ups. • Assumed responsibility for the city’s Ethics Hotline. 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 risk-based audit plan that incorporated management’s What were the Performance Measures? concerns. None. Obstacles/Challenges Goal Assess the risk of the city’s information technology environment. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? Information technology audits were conducted and What were the recommendations were made to enhance security and control Performance Measures? systems. None. Obstacles/Challenges Goal FISCAL YEAR 2007 Accomplishments: • Performed ten performance audits, six audit follow-ups, and 12 contract audits. • Conducted four information technology audits and one follow-up. GOAL UPDATES Goal Related Council Goal Was the goal met? Allocate audit resources to the areas that pose the greatest risk to the city. A city that is fiscally sound. Yes. 201 Return to TOC Mission and Performance Measure City Auditor's Office Developed a quarterly risk-based audit plan that incorporated What were the Performance Measures? management’s concerns. None. Obstacles/Challenges 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 202 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 06-07 Actual City Auditor Total -City Auditor FY 08-09 Budget Percent Over FY 08 Budget $428,272 $428,362 $453,683 6% $404,754 $428,272 $428,362 $453,683 6% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $384,593 $12,737 $408,265 $12,333 $408,265 $12,423 $434,997 $12,596 $6,804 $6,187 $6,187 $4,856 -22% $620 $1,487 $1,487 $1,234 -17% $404,754 $428,272 $428,362 $453,683 Internal Service Charges STAFFING BY PROGRAM FY 07-08 Estimate $404,754 Internal Premiums Total - City Auditor FY 07-08 Budget 7% 2% 6% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 4 4 4 4.5 13% 4 4 4 4.5 13% 203 Return to TOC Percent Over FY 08 Budget Mission and Performance Measure City Manager's Office CITY MANAGER'S OFFICE Ed Beasley Department Description: The City Manager’s Office is responsible for providing policy advice to the City Council and to ensure City Council goals are implemented and met through administration of the day-to-day operations of the city. Interesting Department Fact: The Glendale Municipal Airport is now a direct report to the City Manager’s Office. 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. FISCAL YEAR 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Provide leadership, vision and accountability for the organization as economic development and redevelopment opportunities surface and require City Council action. One community with quality economic development. Facilitate development of a redevelopment strategy for the Glendale Avenue Corridor that engages the City Council, public, business community and additional external support. Complete site research of other cities with councilmembers, hold a public visioning fair and work with council to define the specific area(s) targeted for redevelopment and establish a proposed budget for FY 2010. Develop, support, and implement business processes and initiatives that foster diversity. A city with high quality services for citizens. Provide resources in support of the city’s internal and external diversity activities to develop an organization and workforce that will be reflective of and responsive to the community. Manager’s office provides organization with additional training, oversight and direction for diversity initiatives through new organizational development projects. Manager’s office is represented on Diversity Task Force and is represented at all city diversity functions. Spanish translation services provided at all council meetings. 204 Return to TOC Mission and Performance Measure City Manager's Office FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The agenda manual was re-drafted to assist staff in viewing their items with a global perspective. The costs and staff time necessary to produce the Council agendas have been reduced by training over 85 staff members and enhancing the use of technology. Accomplishments: • Successfully completed negotiations with the Chicago White Sox and Los Angeles Dodgers to begin spring training in 2009 at the new Glendale Spring Training Facility. • Successfully completed negotiations with public safety employee groups through the Organizational Cooperative Process. GOAL UPDATES 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. Related Council Goal Yes. Visitors to Super Bowl XLII rated the event as one of the best Super Bowls ever held, as did the National Football League. Glendale provided a safe environment with quality customer Was the goal met? service and without impact to the regular delivery of public services for residents and businesses. Bimonthly meetings were conducted with the mega events leadership team; monthly meetings were held with the Ad Hoc What were the Performance Measures? Event Advisory Committee; and all stakeholders were involved in the implementation of the final plan for the events. Ensuring communication flowed to all of the stakeholder groups: AZSTA, NFL, Super Bowl Host Committee, state, county and Obstacles/Challenges municipal agencies and jurisdictions. Goal Provide leadership, vision and accountability for the organization as economic development opportunities surface and require Council action. One community with quality economic development. Related Council Goal Yes. Was the goal met? Cactus League Training agreements completed and construction on facility begun. What were the Six new hotels opened before 2008 Super Bowl in the sports and Performance Measures? entertainment district. Downtown parking garage constructed with retail component. None. Obstacles/Challenges Goal 205 Return to TOC Mission and Performance Measure City Manager's Office FISCAL YEAR 2007 Accomplishments: • In alignment with the City Council’s goal of one community with quality economic, 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 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 FY 2008 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. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? 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. Goal 206 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 06-07 Actual STAFFING BY PROGRAM City Manager Total -City Manager FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $1,319,900 $1,343,725 $1,342,642 $1,383,464 3% $1,319,900 $1,343,725 $1,342,642 $1,383,464 3% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $1,115,232 $176,681 $1,099,577 $210,221 $1,099,577 $209,138 $1,169,394 $198,245 6% -6% $25,503 $28,890 $28,890 $11,331 -61% $2,484 $5,037 $5,037 $4,494 -11% $1,319,900 $1,343,725 $1,342,642 $1,383,464 Internal Service Charges Total - City Manager FY 07-08 Budget 3% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 8 8 8 9 13% 8 8 8 9 13% 207 Return to TOC Percent Over FY 08 Budget City of Glendale Budget Summary by Department Comm. Action Program FUND NUMBER / BUDGET BY PROGRAM (1000) CAP Local Match (1820) Community Action Program (CAP) FY 06-07 Actual $17,381 $451,476 (1820) Youth Choices Mini Grant Total - Comm. Action Program BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Budget $26,181 $466,128 ($1) $468,856 FY 06-07 Actual FY 07-08 Estimate $26,181 $466,128 FY 08-09 Budget Percent Over FY 08 Budget $141,814 $426,892 442% -8% $0 $0 $0 NA $492,309 $492,309 $568,706 16% FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Wages/Salaries/Benefits $438,557 $457,741 $457,741 $418,505 -9% Supplies and Contracts Internal Premiums $17,201 $6,423 $16,566 $7,299 $15,716 $7,299 $132,871 $5,878 702% -19% $7,294 $10,703 $11,553 $11,452 7% $492,309 $492,309 $568,706 16% Internal Service Charges Work Order Credits Total - Comm. Action Program STAFFING BY PROGRAM Community Action Program (CAP) Total -Comm. Action Program ($619) $468,856 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 7 7 7 7 0% 7 7 7 7 0% 208 Return to TOC Percent Over FY 08 Budget Mission and Performance Measure Intergovernmental Programs INTERGOVERNMENTAL PROGRAMS Jessica Blazina Department Description: Interesting Department Fact: The Intergovernmental Programs Department (IGP) There were 1,371 bills and 153 coordinates the city’s dealings with federal, state Memorials and Resolutions and other local governments and fosters introduced during the 2008 legislative constructive links between the city and these session. 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 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Successfully advocate the City's position on issues at the State Legislature, Congress and other governmental bodies. A city with high quality services for citizens. Work with elected officials at the local, state, and federal level as well as local and regional decision making bodies to advocate for and against issues that impact Glendale residents. Successful implementation of the City’s legislative agenda. 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. Communicate with residents on how a bill becomes law, how to effectively communicate with legislators, legislative issues of importance to municipalities and issues of importance to neighborhoods. Conduct Legislative Link classes with a satisfactory rating by attendees. 209 Return to TOC Mission and Performance Measure Intergovernmental Programs FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The IGP Department instituted several changes to the departmental business practices. Most notably, the department continued the practice of assigning a key liaison for each department a practice that has provided for more thorough and responsive engagement on issues of potential impact to the city. Accomplishments: • Successful state legislative session in which numerous negative legislative proposals were defeated and proactive measures enacted. • Elevated Glendale federal priorities and issues with members of Congress, the Arizona delegation and the administration through continued use of federal representation. • Citizen participation at Neighborhood Day at the Legislature and citizen participation in the Neighborhood Legislative Link Program. • Successfully advocated for two direct federal appropriations totaling $1.3 million dollars for the City: $940,000 for the Police Departments Public Safety Vehicle Technology Project and $375,000 for Physical Security Equipment. GOAL UPDATES Educate Glendale residents on the state legislative process and encourage their active involvement on issues of importance to the Goal city. A city with strong neighborhoods. Related Council Goal Yes. Was the goal met? A six-session Neighborhood Legislative Link Program was implemented. The program is designed to educate Glendale What were the residents about the legislative process and keep them engaged Performance Measures? throughout the session. Measurement was positive feedback from residents on the program. None. Obstacles/Challenges Goal Related Council Goal 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, focus on public safety and quality economic development. Yes. Was the goal met? What were the $1.3 million in earmarks awarded to City of Glendale projects. Performance Measures? None. Obstacles/Challenges 210 Return to TOC Mission and Performance Measure Intergovernmental Programs FISCAL YEAR 2007 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. • Record attendance at Neighborhood Day at the Legislature and increased participation in the Neighborhood Legislative Link Program. GOAL UPDATES Successfully advocate the City's position on issues at the legislature, congress and other governmental bodies. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? Successfully 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. None. Obstacles/Challenges Goal Educate Glendale residents on the legislative process and encourage their active involvement on issues of importance to the Goal city. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? 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 211 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 06-07 Actual Intergovernmental Programs Total -Intergovt. Programs FY 08-09 Budget Percent Over FY 08 Budget $631,513 $631,553 $767,868 22% $531,226 $631,513 $631,553 $767,868 22% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $360,524 $163,398 $397,083 $227,296 $397,083 $227,336 $395,565 $366,139 0% 61% $6,561 $5,835 $5,835 $4,930 -16% $743 $1,299 $1,299 $1,234 -5% $531,226 $631,513 $631,553 $767,868 22% Internal Service Charges STAFFING BY PROGRAM FY 07-08 Estimate $531,226 Internal Premiums Total - Intergovt. Programs FY 07-08 Budget FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget 4 4 4 4 0% 4 4 4 4 0% 212 Return to TOC Percent Over FY 08 Budget Glendale Fire Station 159 PUBLIC SAFETY Fire Department Police Department Homeland Security Mobile Unified Command Center Return to TOC Mission and Performance Measure Glendale Fire Department GLENDALE FIRE DEPARTMENT Chief Mark Burdick Department Description: Interesting Department Fact: The Glendale Fire Department provides core life Seven people have retired from the safety services through the following Fire department this fiscal year with a Divisions/Programs: Fire Suppression and Property combined 219 years of service with Preservation; Basic and Advanced Life Support the City. (Paramedics); Hazardous & 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. Mission Statement: Fast – Caring - Innovative - Professional FISCAL YEAR 2009 GOALS Goal Related Council Goal Reduce the loss of life within the community through pro-active public education programs. One community focused on public safety for citizens and visitors. Activities Utilizing the new Fire Public Health position coordinate and implement pro-active public education to help keep citizens healthy and reduce emergency 911 calls. Desired Outcomes (Perf. Measures) Provide education to 10% of the city population over two years and reduce 911 calls by .5% in the first year and 1% in year two. Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Prepare for catastrophic events and minimize risk to our community. One community focused on public safety for citizens and visitors. Citizen Emergency Response Teams (CERT): Instruct the citizens of Glendale in the FEMA directed CERT program which teaches citizens how to help each other and the Fire department during emergencies or man-made and natural disasters. Conduct classes to place a CERT team in each council district and develop sustainable ongoing continuing education plan to maintain these teams. 213 Return to TOC Mission and Performance Measure Glendale Fire Department FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The Fire Department has provided to all members of the department the report on the 2008 Accreditation findings with the Strategic and Specific Recommendations. In an effort to implement the findings into the department's Operational Plan, we introduced a new quarterly report format to all Division Managers to be used for future Quarterly Meetings. This new format now includes the Strategic and Specific Recommendations assigned to divisions which requires them to report on their activity on a quarterly basis. This will assist the department in self assessing our practices as we strive for continuous improvement. Accomplishments: • On September 1, 2007 a partnership between AirEvac, the cities of Glendale, Avondale and Surprise launched a helicopter service with medical transport and fire reconnaissance capabilities for these three communities. Staffed with paramedic firefighters this program has already become a model partnership that other areas of the country are implementing. • The first fire recruit program was completed at the Glendale Regional Public Safety Training Academy graduating 22 new Firefighters. GOAL UPDATES Goal Related Council Goal Was the goal met? Provide fast, effective emergency response to our community through proper support and deployment of staffing, apparatus and equipment. One community with a vibrant city center. Partially. There were three activities the Fire department completed that focused on efficiently supporting and deploying of apparatus for emergency response capabilities. The Fire department was successful in getting ongoing funding for 2 two man medic units deployed in the City to help reduce response times and increase reliability. Fire also implemented a new helicopter program, Helicopter Airmedical and Logistical Operations, (HALO) in a unique partnership with a private vendor and 3 municipalities. Finally Fire finalized a process to place larger apparatus into the City CIP and we will begin to replace 2 large pieces of apparatus every other year. We took delivery of a new Ladder Tender, and placed it into service this fiscal year. Specifications have been completed on a new Hazardous Materials truck and a purchase order was awarded to SVI Trucks in Loveland, CO. 214 Return to TOC Mission and Performance Measure Glendale Fire Department Benchmarking to activities related to this goal were to obtain ongoing funding to staff both medic units 12-hours per day. Department wide, respond within 4 minutes travel time 90% of the time to medical incidents, which require Basic Life Support and What were the within 8 minutes travel time 90% of the time to medical incidents, Performance Measures? which require Advanced Life Support. Provide 24-hour coverage 7-days a week with HALO 151. Conduct annual inventory and develop an ongoing process regarding replacement of larger apparatus. The implementation of only two medic units was not sufficient enough to allow overall response times to meet desired benchmarks. An additional medic unit will be requested in the future. Regarding the helicopter program getting intergovernmental agreements completed and approved by three city councils proved to be a very lengthy process. The largest Obstacles/Challenges obstacle facing Fire resource management is a facility to store and organize equipment. Most of our spare apparatus is stored outside and unsecured. This results in added wear and tear due to the elements of nature. Smaller equipment is spread out in every available space that can be found. Goal Related Council Goal Was the goal met? 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. Yes. Four activities focused on improving service and provided quality personnel practices. The Fire Department has provided to all members of the department the report on the 2008 Accreditation findings with the Strategic and Specific Recommendations. In an effort to implement the findings into the department's Operational Plan, during the Fire Annual Budget Retreat for fiscal year 08/09, we introduced a new quarterly report format to all Division Managers to be used for future Quarterly Meetings. This new format now includes the Strategic and Specific Recommendations assigned to divisions which requires them to report on their activity on a quarterly basis. This will assist the department in self assessing our practices as we strive for continuous improvement. Additionally, the new quarterly report format will assist the Fire Department's Accreditation Manager in reporting to the agency our annual compliance reports. The 2008 Annual Compliance report has been completed and submitted to the agency prior to the deadline of February 14, 2008. The 5-year plan draft was completed by March 2008. The plan will be implemented in the next fiscal year. Six additional 215 Return to TOC Mission and Performance Measure Glendale Fire Department firefighters were hired and have completed recruit training. They have been assigned to crews and are working on completing their one year probationary period. Currently Fire has full time programs in 3 Glendale High Schools. Glendale Unified School District includes Apollo and Glendale High. These Schools meet 3 days a week for1.5 hour per class. Deer Valley Unified School District includes all the Deer Valley District High Schools that meet at a satellite class at Deer Valley High. They meet 1 day a week for a 4.5 hour class. In this fiscal year, the Training Center has had three. Fire recruit academies from which 66 firefighters have graduated. We were able to successfully meet this goal by keeping a 95% graduation rate. Activities were measured by the following. Fully implement the 5 year plan by March 2008. 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, What were the Performance Measures? increasing staffing levels will reduce overtime requests in future budgets. Teach Fire Science to students at 2 high schools, 3 days per week, annually. At the Glendale Regional Public Safety Training Center maintain a graduation rate of 95% from the academy. Retention rate of 95% during the probation period. Obstacles/Challenges Obstacles to completing the Goal were as follows. For the high school program equipment continues to be the challenge. When Glendale Fire started its own Training facility, we redirected all surpluses or used equipment that once supplied the High Schools. With budget cuts at the school levels the schools would not be able to have fire science classes without equipment support from local fire departments. There has also been a delay in getting all parties to agree on an Intergovernmental Agreement that will allow students to meet or train at Glendale’s academy. At the Glendale regional training center the challenge that presented difficulty in attaining our goal of a graduation rate of 95% were physical injuries and record summer heat days. This was not an academic or instructor situation. These are problems that are unpredicted and we have no control over. 216 Return to TOC Mission and Performance Measure Glendale Fire Department FISCAL YEAR 2007 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 5 years. • Completion of Public Training Center 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% of the time. Complete plan review for tenet improvement in 10 business days, 90% of the time. New construction business practice: Respond to a request for an What were the inspection within 2 business days, 90% of the time. Performance Measures? Existing commercial building inspection business practice: Inspect 100% 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 Reduce impact of pain and suffering within our community through crisis intervention and response. A city with high quality services for citizens. Related Council Goal No. Was the goal met? 90% excellent rating. Staff the unit 24 hours 7 days/week, (based What were the on volunteer availability). Reduce the out of service time for Fire Performance Measures? 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 operating budget are the major challenges for meeting the Obstacles/Challenges programs 24/7 goal. Only 2 vans are in service and are in need of replacement in the near future. Due to growth in the West Valley, the demand for this type of service continues to exceed our capacity. Goal 217 Return to TOC Mission and Performance Measure Glendale Fire Department GLENDALE FIRE STATISTICS (reported on a calendar year (CY) basis unless noted otherwise) CY 06 ACTUALS CY 07 CY 08 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)* 237.5 207 111 92 8 1 34 10 $21,989,144.00 251.5 226 114 102 7 1 39 10 $27,095,269 293.5 232 118 120 8 2 42 10 $31,732,336 39,561 34,181 3,956 474 950 41,439 33,745 5,093 919 1682 42,268 34,420 5,195 937 1,716 39 49 56 225 3,473.00 140 420 1,051.00 38 441 3893 165 31,183 87,426 88,000 93% 91% 96% 89% 90% 90% 36.18 0.88 3.64 12.51 0.91 3.90 29.21 0.93 4.00 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 2007 218 Return to TOC City of Glendale Budget Summary by Department Fire Department FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget (1000) Air-Med & Logistics Ops (HALO) (1000) Ambulance Services $0 $593,352 $0 $487,005 $702,000 $522,345 $736,076 $512,683 (1000) Arena - Fire Event Staffing $184,737 $311,733 $0 $0 -100% (1000) Fire - Fiesta Bowl Event (1000) Fire Admin Services $0 $152,991 $264,726 $162,526 $0 $272,206 $0 $0 -100% -100% (1000) Fire Administration $707,300 $823,622 $822,622 $1,841,477 124% (1000) Fire Assessment & Planning $103,751 $110,632 $0 $0 -100% (1000) Fire Community Services (1000) Fire Life Safety Services Adm. $486,252 $265,900 $391,749 $437,244 $390,749 $436,244 $498,968 $126,681 27% -71% (1000) Fire Logistical Services Adm. NA 5% $155,552 $0 $0 $0 $1,097,690 $376,361 $1,150,106 $515,885 $1,150,106 $509,885 $1,121,258 $454,168 $16,665,374 $18,056,067 $17,122,751 $17,982,517 0% $3,095,264 $3,124,060 $2,515,138 $2,822,315 -10% (1000) Fire Special Operations (1000) Fire Training $189,794 $373,302 $128,235 $440,833 $126,735 $438,319 $32,407 $387,043 -75% -12% (1000) PS Training Ctr - Fire $312,904 $720,820 $720,820 $681,053 (1000) Stadium - Fire Event Staffing (1010) Fire - BCS Event $390,493 $214,389 $517,099 $0 $0 $0 $0 $0 (1010) Fire - Fiesta Bowl Event $225,862 $0 $0 $0 NA (1010) Fire - Super Bowl Event $0 $921,409 $921,409 $0 -100% (1281) Fire - Fiesta Bowl Event (1281) Stadium - Fire Event Staffing $0 $0 $0 $0 $264,726 $517,098 $160,000 $230,000 (1000) Fire Marshal's Office (1000) Fire Medical Services & Health (1000) Fire Operations (1000) Fire Resource Management (1282) Arena - Fire Event Staffing (1720) Fire - Special Revenue Fund (1840) Grant Approp - Fire Dept (2530) PS Training Ops - Fire Total - Fire Department NA -3% -12% -6% -100% NA NA NA $0 $0 $311,733 $307,407 $1,832,058 $822,062 $2,070,860 $3,025,000 $5,800,815 $3,025,000 $8,631,958 $3,025,000 317% 0% NA $413,117 $1,097,725 $1,097,725 $913,268 -17% $28,658,505 $34,757,336 $37,668,426 $40,464,279 16% 219 Return to TOC City of Glendale Budget Summary by Department Fire Department BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 06-07 Actual $98,556 $5,165 Internal Premiums FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $104,632 $5,976 $30 $24 $953,574 $250,932 $1,107,205 $296,676 $1,105,961 $686,080 $1,326,814 $760,000 20% 156% $28,658,505 $34,757,336 $37,668,426 $40,464,279 16% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Ambulance Services 2 2 2 2 0% Fire Admin Services Fire Administration 2 3.5 2 4.5 2 4.5 13.5 200% Fire Assessment & Planning 1 1 1 Fire Community Relations 2 Fire Community Services Fire Information/Technology 1 1 4 4 5 25% Fire Life Safety Services Adm. 2 3 3 1 -67% Fire Logistical Services Adm. Fire Marshal - Code Developmnt 1 1 Fire Marshal's Office 11 12 12 12 0% Fire Medical Services & Health 2 3 3 3 0% 2 189 192 192 186 -3% Fire Resource Management 4 7 7 7 0% Fire Special Operations Fire Training 2 3 1 4 1 4 3 -25% Logistical Services 1 Internal Service Charges Operating Capital Work Order Credits Total - Fire Department STAFFING BY PROGRAM ($122,880) Air-Med & Logistics Ops (HALO) Fire Office Systems Fire Operations Percent Over FY 08 Budget 4 Arena - Fire Event Staffing 1 1 1 1 0% Fire - Special Revenue Fund PS Training Ops - Fire 18 2 21 6 21 6 50 6 138% 0% 251.5 263.5 263.5 293.5 11% Total -Fire Department 220 Return to TOC Mission and Performance Measure Glendale Police Department GLENDALE POLICE DEPARTMENT Chief Steve Conrad Department Description: Interesting Department Fact: In an environment of unprecedented growth and The detention unit processed 13,188 development, the Glendale Police Department bookings in 2007. This was a 16.5% focuses on preventing crime and maintaining order, increase from the previous year while supporting numerous major events. Employees are the most important department assets in meeting the challenges of the future. This growing organization emphasizes the development of professional knowledge and leadership skills within our ranks and recruits exemplary men and women who reflect our community. A progressive mindset encourages one and all to seek innovative techniques and emerging technologies in order to accomplish our mission. Community participation in formulating police strategies is critical to success. The department provides the most effective possible response to law enforcement emergencies, neighborhood problems and the enforcement of traffic laws, ensuring that Glendale continues to be a desirable place to live, raise a family, educate, recreate and do business. Everything done, collectively or individually, is done in accordance with department values and objectives. Mission Statement: The mission of the Glendale Police Department is to protect the lives and property of the people we serve. FISCAL YEAR 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Reduce Part I violent crime by 10 %. One community focused on public safety for citizens and visitors Deploy proactive resources from both the Patrol Division and Criminal Investigations Division to identify hot spots with a concentrated focus on repeat offenders. Reduce violent crime by 10 %. Goal Review internal practices for quality and effectiveness within the department. Related Council Goal Activities One community focused on public safety for citizens and visitors. Identify work flow practices and processes that can be improved. 221 Return to TOC Mission and Performance Measure Glendale Police Department Desired Outcomes (Perf. Measures) Develop a plan to implement feasible recommendations. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Enhanced Hiring Efforts: Many recruitment, testing and hiring practices have been enhanced to help the department become more competitive in attracting the best and the brightest people to apply for employment. Some of the changes include acquiring on-site scoring equipment, including fingerprinting at the test site, using a new streamlined background questionnaire, moving the test location to the new training facility, interviewing out-of-state applicants on the written test date, adding a study guide to the website, offering employee referral hiring bonuses, expanding efforts to recruit out of state and from the military branches, and implementing an aggressive marketing approach. In the calendar year of 2007, 55 sworn officers and 48 non-sworn employees were hired. Accomplishments: • After members of the department established a new mission, vision and value statements, the command staff met and identified six specific strategies to address crime with the overall goal of reducing crime by 10%. This plan identified forty-three specific activities that were required to implement the following strategies: focusing on repeat offenders; utilizing effective tactics and ensuring the proper use of existing resources; reducing visible signs of disorder; increasing traffic safety; increasing public outreach and involvement; and enhancing the information infrastructure to properly support enforcement efforts. • The department created the state’s first Sex Offender Address Verification program. Officers conduct routine, unannounced visits to Level 2 (intermediate risk) and Level 3 (high risk) registered sex offenders living in the city. Since the start of this program, five absconders have been identified and steps have been taken to secure their arrests. There has been a 28.6% decrease in the number of registered offenders moving into the city in 2007 and 310% increase in the number of offenders who moved out of the city. The department, working with the city’s Marketing Department, created a public website with information about registered sex offenders living in the city, and provides an automated email notification to interested citizens regarding the movement of these offenders. GOAL UPDATES Goal Related Council Goal Was the goal met? Focus on known and repeat offenders. One community focused on public safety for citizens and visitors. Yes. 222 Return to TOC Mission and Performance Measure Glendale Police Department The Criminal Investigation Division was reorganized to create a Fugitive and Gang Squad whose focus is on repeat offenders, wanted felons and gangs. To support this new squad’s efforts, a What were the public website featuring “Glendale’s Most Wanted” criminals was Performance Measures? developed along with an on-line tip form and a hotline phone number for citizens to submit information about these criminals and criminal activity. None. Obstacles/Challenges Goal Increased traffic safety. One community focused on public safety for citizens and visitors. Related Council Goal Yes. Was the goal met? Enhanced speed enforcement efforts on targeted roads that included public education, targeted enforcement by motor officers, increased use of SMART trailers, and concentrated efforts on high What were the accident locations. Several strategies were implemented that Performance Measures? focused on school zones, utilized the West Valley DUI Task Force, TER cars targeted intersections, and education programs with Luke Air Force Base and Citizens Academy. Police personnel worked extended hours and days each week because of special events, there by limiting some of the resources Obstacles/Challenges during the fall season. FISCAL YEAR 2007 Accomplishments: • Department Reorganization: The department conducted a major structural reorganization and is now organized into 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 pro-active policing efforts in Glendale’s neighborhoods. • Opening of the Unified Command Center (UCC) and the Public Safety Training Facility: The UCC was utilized during the many Arizona Cardinals football games, the Fiesta Bowl, the BCS National Championship and other mega events. GOAL UPDATES Goal Related Council Goal Was the goal met? Ensure the efficiency and effectiveness of all processes within the police department. A city with high quality services for citizens. Yes. 223 Return to TOC Mission and Performance Measure Glendale Police Department Accreditation by the Commission on Accreditation for Law What were the Performance Measures? Enforcement (CALEA) by August 2007. Providing proofs of compliance with hundreds of standards every Obstacles/Challenges year and re-accreditation every third year. Goal Reduce crime and the fear of crime in the community. One community with strong neighborhoods. Related Council Goal No. Was the goal met? Reduce response times for calls for service. Priority one and two calls to 5 minutes, priority three to 15 minutes, and priority four to 35 minutes. The outcome was a decrease in priority one calls What were the Performance Measures? from 5.19 to 5.10 minutes; priority two calls from 6.41 to 7.11 minutes; priority three calls from 28.42 to 26.47 minutes; and priority four (report only) calls from 49.28 to 47.52 minutes. Inadequate staffing, vacancies created by retirements/separations, Obstacles/Challenges and increased population/traffic congestion. GLENDALE POLICE STATISTICS FY 06 Actuals FY 07 Actuals FY 08 Estimate FY 09 Budget 384 138.5 522.5 235,987 $58,843,380 395 151.5 546.5 243,881 $67,669,017 425 167.5 592.5 246,382 $73,231,632 452 181.5 633.5 248,584 $78,971,387 Inputs: Number of sworn personnel Number of non-sworn personnel Total number of authorized personnel Estimated Population (July 1 of FY) Department expenditures* Outputs: 14,464 154,178 FY 07-FY 08 % Change 14,387** -0.53% 147,133** -4.57% 0:05:13 0:05:09 FY 07-FY 08 % Change 0:04:52* -5.34% Number of sworn personnel per 1,000 population Number of support staff per sworn personnel 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 * 9 month average as of March 31, 2008 55.70 629.84 59.31 632.19 Total Part 1 Crimes Calls for service 13,144 148,634 Effectiveness Measures: Average response time - Priority 1 Call Efficiency Measures: **Projected using YTD numbers as of April 30, 2007 224 Return to TOC 1.725 0.39 1.818 0.40 FY 07-FY 08 % Change 58.39 -1.54% 597.17 -5.54% City of Glendale Budget Summary by Department Police Department FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget (1000) Arena-PD Event Staffing (1000) Central Patrol Bureau $592,082 $12,336,126 $847,751 $11,284,505 $0 $11,640,846 $0 $12,375,283 -100% 10% (1000) Crime Investigations $7,426,331 $7,983,289 $7,873,233 $8,344,339 5% (1000) Foothills Patrol Bureau (1000) PD - Communications $9,812,833 $1,161,333 $9,897,958 $2,363,738 $9,897,958 $2,329,694 $10,446,363 $2,627,443 6% 11% (1000) PD - Detention $2,305,996 $3,066,045 $2,358,999 $3,296,698 $0 $1,455,822 $0 $0 -100% (1000) PD - Fiscal Management (1000) PD - Homeland Security $2,345,049 $58,095 $3,802,812 $0 $2,080,754 $0 $1,932,043 $0 -49% NA (1000) PD - Special Operations $1,798,293 $4,139,461 $4,084,316 $5,185,780 25% (1000) PD - Tow Administration (1000) Police Administration $0 $2,335,122 $0 $2,822,332 $0 $2,148,006 $64,737 $3,781,884 NA 34% 20% (1000) PD - Fiesta Bowl Event (1000) Police Legal Services Percent Over FY 08 Budget 8% $336,620 $412,458 $412,458 $494,147 (1000) Police Personnel Management $1,624,753 $1,933,737 $1,926,430 $1,930,203 0% (1000) Police Support Services (1000) PS Training Ctr - Police $6,142,833 $312,904 $4,670,222 $720,819 $4,670,222 $720,819 $3,345,962 $681,052 -28% -6% (1000) Stadium - PD Event Staffing $1,313,948 $1,621,611 $0 $0 -100% (1010) PD - BCS Event (1010) PD - Fiesta Bowl Event $217,168 $445,940 $0 $0 $0 $0 $0 $0 NA NA (1010) PD - Super Bowl Event $0 $1,039,362 $1,039,362 $0 -100% (1281) PD - Fiesta Bowl Event $0 $0 $1,455,822 $402,773 NA (1281) Stadium - PD Event Staffing (1282) Arena-PD Event Staffing $0 $0 $0 $0 $1,711,171 $847,751 $1,328,717 $852,549 NA NA (1700) Patrol - Special Revenue Fund $3,666,417 $4,002,264 $12,428,960 $16,370,001 309% (1840) Grant Approp - Police Dept (1840) Victim Rights - PD $2,961,833 $78,052 $3,697,737 $22,800 $3,697,737 $22,800 $3,600,000 $22,800 -3% 0% $127,180 $179,023 $179,023 $182,752 2% $91,030 $225,000 $225,000 $225,000 0% $1,118,477 $234,965 $1,095,714 $384,557 $1,095,714 $384,557 $1,074,146 $406,715 -2% 6% $58,843,380 $67,669,017 $73,231,632 $78,971,387 17% (1840) VOCA 2003-113 (1860) Federal RICO (1860) State RICO (2530) PS Training Ops - Police Total - Police Department 225 Return to TOC City of Glendale Budget Summary by Department Police Department BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Wages/Salaries/Benefits Supplies and Contracts $46,231,048 $312,904 $50,048,555 $720,819 $52,254,278 $720,819 $59,886,379 $681,052 20% -6% Internal Premiums $2,396,307 $2,849,041 $2,715,986 $3,005,774 6% Internal Service Charges Operating Capital $2,384,628 $1,098,897 $2,506,258 $1,858,835 $2,305,402 $4,477,414 $2,625,035 $981,862 5% -47% $58,843,380 $67,669,017 $73,231,632 $78,971,387 17% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Central Patrol Bureau 178 134 134 128.5 -4% Crime Investigations 72 81 81 80 -1% Foothills Patrol Bureau PD - Communications 114 1 113 30.25 113 30.25 106.5 34.5 -6% 14% 1 12 12 13 8% 42 42 48 14% 100% Work Order Credits Total - Police Department STAFFING BY PROGRAM PD - Detention Percent Over FY 08 Budget ($1,436,401) PD - Special Operations PD - Tow Administration Police Administration 15 11 11 1 22 Police Legal Services 3 4 4 4 0% 14 105 19 61.75 19 61.75 21 44.5 11% -28% Stadium - PD Event Staffing 2 2 2 2 0% Arena-PD Event Staffing 1 1 1 1 0% Patrol - Special Revenue Fund VOCA 2003-113 33 2 42 2 42 2 118 2 181% 0% State RICO 0.5 0.5 0.5 0.5 0% 2 2 2 2 0% 543.5 557.5 557.5 628.5 13% Police Personnel Management Police Support Services PS Training Ops - Police Total -Police Department 226 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, emergency preparedness, homeland security, civil defense, enhancement of the city, state, and federal emergency management partnerships, integration of effective communication during emergency situations and management of the emergency operations support complex. Interesting Department Fact: To be nationally accredited the Homeland Security Department must ensure the completion of over 700 separate citywide tasks. These tasks range from the creation of documents through the building of entire systems within the city to meet compliance with the task statement. 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 situations and works closely with all city departments to ensure the city maintains an effective emergency management program. FISCAL YEAR 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Develop a continuity plan. One community focused on public safety for citizens and visitors. Survey all departments for critical processes. Determine line of succession for key city positions. Assess vital records protection procedures. Develop continuity plan outlining the above. A Continuity Plan is developed and properly reviewed before June 30, 2009. Develop the city’s disaster exercise procedure with associated 5 year exercise schedule. One community focused on public safety for citizens and visitors. Develop a citywide exercise evaluation team (EET). Create a disaster exercise procedure document. Develop exercise checklist documents. 227 Return to TOC Mission and Performance Measure Homeland Security Desired Outcomes (Perf. Measures) A Disaster Exercise procedure and 5 year schedule is developed and properly reviewed before June 30, 2009. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Homeland Security improved how it schedules work and has moved toward an accreditable citywide emergency management system. Accomplishments: • Developed a process to monitor and review pieces of legislation that have an impact on the city’s emergency management system. • Developed a baseline program review document to guide the continual improvement of the city’s emergency management system. GOAL UPDATES Develop a long term disaster recovery plan. One community focused on public safety for citizens and visitors. Related Council Goal In Process. Was the goal met? A long term recovery plan is developed and properly reviewed What were the Performance Measures? before June 30, 2008. Prerequisites plans needed to be completed to gather the data for Obstacles/Challenges this plan. Goal Develop an emergency preparedness training program. One community focused on public safety for citizens and visitors. Related Council Goal Yes. Was the goal met? Yes/No: An emergency skills training needs assessment is created. What were the Performance Measures? Yes/No: Lesson plans and other documents are created to facilitate classroom learning. Staff available to teach courses and develop courses. Obstacles/Challenges Goal FISCAL YEAR 2007 Accomplishments: • In FY 2006-07, the department brought on line the city’s Emergency Operations Center (EOC). In just over 13 months, the EOC went from concept design to full operations. This facility is the cornerstone of the emergency management program, providing a physical location where the coordination of information and resources to support 228 Return to TOC Mission and Performance Measure Homeland Security • 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 daily, and especially 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 when our city hosts national events such as Super Bowl XLII in 2008. In FY 2006-07 the department completely revised the city’s Emergency Operations Plan (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 Emergency Operations Center (COG EOC). A city with high quality services for citizens. Yes. Yes/No – A primary emergency operations center is designed, What were the Performance Measures? built and prepared for operation by Dec 31, 2006. Obstacles/Challenges Timelines were tight but were overcome through exceptional teamwork. Goal Implement the City of Glendale Emergency Operations Plan. Related Council Goal Was the goal met? A city with high quality services for citizens. Yes. Yes/No – An Emergency Operations Plan is developed, properly What were the reviewed and prepared for promulgation by city council before Performance Measures? June 30, 2007. Obstacles/Challenges Staff review process has been a challenge, however cooperation has been wonderful. 229 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 06-07 Actual $919,916 $109,266 (1010) EOC - Super Bowl Event Total - Homeland Security BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Budget $854,845 $122,542 FY 07-08 Estimate $879,345 $122,542 FY 08-09 Budget Percent Over FY 08 Budget $902,388 $129,987 6% 6% $0 $279,350 $229,350 $0 -100% $1,029,182 $1,256,737 $1,231,237 $1,032,375 -18% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Wages/Salaries/Benefits $545,902 $777,176 $757,176 $652,953 -16% Supplies and Contracts Internal Premiums $340,248 $3,800 $232,553 $12,709 $327,053 $12,709 $322,197 $8,645 39% -32% 628% Internal Service Charges Operating Capital Total - Homeland Security $571 $5,299 $5,299 $38,580 $138,661 $229,000 $129,000 $10,000 -96% $1,029,182 $1,256,737 $1,231,237 $1,032,375 -18% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Emergency Operations Ctr (EOC) 6 6 6 6 0% Homeland Security Admin. 1 1 1 1 0% 7 7 7 7 0% STAFFING BY PROGRAM Total -Homeland Security 230 Return to TOC Waste Water Truck PUBLIC WORKS Public Works Administration Engineering Field Operations Transportation Utilities 59th Ave Storm Drain Project 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 06-07 Actual FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $198,088 $208,080 $208,080 $213,329 3% $198,088 $208,080 $208,080 $213,329 3% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $191,551 $4,406 $196,447 $8,696 $196,447 $8,696 $202,513 $8,062 3% -7% $1,224 $1,731 $1,731 $1,560 -10% $907 $1,206 $1,206 $1,194 -1% $198,088 $208,080 $208,080 $213,329 3% Internal Premiums Internal Service Charges Total - Public Works Admin. FY 07-08 Budget STAFFING BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Public Works Administration 1 1 1 1 0% 1 1 1 1 0% Total -Public Works Admin. 231 Return to TOC Percent Over FY 08 Budget Mission and Performance Measure Engineering ENGINEERING Larry Broyles Department Description: Interesting Department Fact: The Engineering Department provides design, The Engineering Department manage survey, construction inspection and materials approximately $220,000,000 in testing services for public works projects consultants and construction contracts constructed within the City. The department also for CIP projects. 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. FISCAL YEAR 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Provide 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. Manage Public Relations for Capital Projects. Procure and Engineering Management Services. Conduct a Survey at 100% of Neighborhood meeting to gauge public relations effectiveness. Complete 90% of the active projects under the original base line schedule. Ensure all private development projects constructed within Glendale are reviewed in a timely manner. A city with high quality services for citizens. Plan review services. Testing Services. Complete 90% of plan reviews within established timelines (20 working days). Complete 90% of scheduled inspections within 48 hours. 232 Return to TOC Mission and Performance Measure Engineering FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Customer Service was improved by providing electronic access to information on Project Status and Project Schedules for all Capital Projects (CIP) managed by the Engineering Department. • Previously, our customers (residents, client departments, management team, consultants, contractors, utilities companies, etc.) would send a request or would come to our office to receive information on the status of specific projects. This resulted in the customer relying on the Project Managers’ availability to provide or discuss the status of a project at any time. In some cases, the project managers were not available or the information that was provided was not accurate. After a comprehensive review and evaluation, the CIP Division decided to develop, implement, and monitor a website that would allow our customers direct access to information on the Project Status and Project Schedule for each Capital Project managed by the Engineering Department. The website is currently being updated on a monthly basis. • This new process has increased the communication with our customers and given them the ability to find out when a project will be in construction and/or completed, who the project manager and/or contractor is, send e-mails about the project, etc. from their homes or offices. • Land Development Finances were improved by implementing cost recovery for the materials testing lab, and collecting plan review fees at the time of plan submittal. • The City of Glendale was operating a materials testing laboratory but was not charging for the services it was providing to private developers. In most other cities, developers pay a private company to do testing on materials placed in the public right-of-way. The City of Glendale operates and maintains its own testing facility; however, we were not collecting fees to offset the cost of operating the lab. Now, fees are charged based on quantities of construction in the right-of-way. The fees are a line item on the respective engineering permit (water, sewer, paving, etc.) and are collected at the time of construction. • Cost recovery for the materials testing lab will help ensure the financial stability of the Engineering Department as well as the City of Glendale as a whole. • Originally, fees for plan review were not collected until the end of the review process, after the plans were approved. The number of sheets reviewed for each review (1st, 2nd, 3rd, etc.) were totaled and multiplied by the per sheet cost to calculate total fees owed. It was required that the total fee be paid prior to construction beginning on the project. On some occasions, projects would die, thus never reaching the plan approval or construction stage. In these instances, no review fees were collected, even though staff had spent time reviewing previous plan submittals. Now, review fees will be collected at the time plans are submitted based on the number of sheets in the plan set. This way, even if the project dies, we will have collected fees to offset review time. • Collecting plan review fees up front will ensure cost recovery for plan review 100% of the time, not just for completed projects. 233 Return to TOC Mission and Performance Measure Engineering Accomplishments: • Complete the construction of Oasis Water Campus; West Area WWRP/UV Shade Canopy Extension; Pyramid Peak WTP 10 Mil Gal Reservoir; 67th Ave. Camelback to Grand/Intersection Improvements; CMOM Implementation/Phase 1 - Sewer ManholesGPS; 75th/83rd/Glendale Ave Street Improvements; Parks Redevelopment/Older Park Renovations; Cholla WTP Process Instruments; Intersection Improvements./Bethany Home 75th to 83rd; EOC/Training Facility Phase I; Zone 4 Reservoir Fill Line; Arrowhead Ranch WRF Sewer Bypass Study; 87th Ave & Missouri Park Development (Zone 1); Park Development/71Ave & Orangewood; 63Ave & Butler Park Development; Zone 4 WTP to 83rd Ave & Orangewood; Sewers for Areas on Septic/Cinnabar Ave 51st to 53rd Ave; Storm-water Master Plan/Flood Plain Map & Elevation Certificate; Street Scallop/Greenbrier - 59th Ave to 61st ; Street Beautification/51/67/Bell/69/70 & 73rd ; 95th Odor Control Dosing Station; Public Safety Master Plan; Catlin Court Neighborhood Improvements; Intersection Imps/75Ave, Deer Valley - Hillcrest ; Downtown Parking Structure ; Grand Ave Access Enhancements Phase I; Drinking Water Well Head Treatment; 2007/2008 AC Overlay; Arrowhead Pedestrian Enhancements/Skunk Creek@71st; Flood Control/NPDES Storm-water Permit; Marketing Remodel; Coyote Lake Telemetry Programming; and West Area WWRP/WAWRF Expansion Conceptual Evaluation. • Began the Design of Sand Filters & Distribution System; Zone 4 Groundwater Treatment Plant, City Court Building, West Branch Library, Fire Department-Tenant Improvements, Fire Hydrant Replacement, Zone 2 Pump Station Modifications, Parks Redevelopment-Bicentennial, sands, Butler 7 Rose Line, Barnyard Additional/Sahuaro Ranch, Street Beautification-51st Ave. Thunderbird to Cactus, 43rd & Peoria Gateway Plaza, Clavelito Park improvements, AZDES Permit/COG Storm Drainage Mapping, Multi-use Path Skunk Creek, Arterial Street Overlay, Multi-Use Skunk Creek/Union Hills, Sweetwater & 55th Ave. SLS, West Area Reuse Pipelines, Arrowhead Sewer Lines, ARWRF Additional Recharge Wells, Landfill Gas System Expansion. GOAL UPDATES Ensure all private development projects constructed within Glendale are reviewed in a timely 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). None. Obstacles/Challenges Goal Goal Provide a Capital Improvement Program that assures accurate information, optimizes available resources, and provides needed projects for our community. 234 Return to TOC Mission and Performance Measure Engineering A city that is fiscally sound. One community with a vibrant city center. Related Council Goal A city with high quality services for citizens. Yes. Was the goal met? A survey was conducted to 100% of the neighborhood meeting. What were the During the FY 07-08 an end project report was conducted to 100% Performance Measures? of all completed projects. None. Obstacles/Challenges FISCAL YEAR 2007 Accomplishments: • Began the Design of Downtown Parking Garage; City Court Building; Relocation of Fire Station 151; Pendergast Youth Field Phase 2; 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: Bicentennial, 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 Cardinals Overflow Parking; Bell Rd. median Island 51st67th; 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 1; 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 2; 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. 235 Return to TOC Mission and Performance Measure Engineering GOAL UPDATES To provide the City of Glendale with a Capital Improvement Program that assures accurate information, optimizes available Goal resources and provides needed projects for our community. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? A survey was conducted to 100% of the neighborhood meeting. What were the During the FY 06-07 an end project report was conducted to 100% Performance Measures? of all completed projects. None. Obstacles/Challenges Ensure all private development projects constructed within Glendale are constructed in a timely and cost effective manner. A city that is fiscally sound. 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 236 Return to TOC City of Glendale Budget Summary by Department Engineering FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget (1000) BofA Bank Building (1000) CIP Administration $531,334 $198,420 $320,221 $305,479 $320,221 $305,479 $484,735 $885,193 51% 190% (1000) CIP Construction $304,719 $330,551 $330,551 $0 -100% (1000) CIP Design (1000) Construction Inspection $330,809 $599,694 $341,351 $645,026 $341,351 $645,026 $0 $656,504 -100% 2% (1000) Engineering Administration $406,757 $433,383 $433,183 $551,211 27% (1000) Land Development Division $423,560 $498,176 $485,407 $520,144 4% (1000) Mapping and Records (1000) Materials Testing $265,465 $208,964 $289,979 $253,794 $289,979 $253,794 $204,554 $254,572 -29% 0% (1000) Promenade at Palmaire (1000) Real Estate Services (1000) Utility Inspection (1660) Transportation Engineering Pgm Total - Engineering BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits $0 $0 $0 $172,317 NA $228,494 $223,165 $236,211 $230,728 $236,211 $243,497 $201,747 $225,765 -15% -2% $104,765 $111,635 $111,635 $119,354 7% $3,826,146 $3,996,534 $3,996,334 $4,276,096 7% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $3,435,770 $3,821,644 $3,827,564 $3,825,848 0% Supplies and Contracts $861,697 $625,212 $606,926 $933,622 49% Internal Premiums Internal Service Charges $127,399 $71,210 $144,441 $67,237 $144,441 $79,403 $113,378 $65,248 -22% -3% Work Order Credits ($669,930) Total - Engineering $3,826,146 ($662,000) $3,996,534 ($662,000) $3,996,334 ($662,000) $4,276,096 0% 7% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget CIP Administration 10 9 9 15 67% CIP Construction 3 3 3 CIP Design Construction Inspection 4 7 4 7 4 7 7 0% Engineering Administration 4 4 4 5 25% Land Development Division Mapping and Records 4 3 5 3 5 3 5 2 0% -33% Materials Testing 3 3 3 3 0% Real Estate Services 3 3 3 2 -33% Utility Inspection Transportation Engineering Pgm 3 1 3 1 3 1 3 1 0% 0% 45 45 45 43 -4% STAFFING BY PROGRAM Total -Engineering 237 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 Since FY 2002-03 the City’s fuel primary operating divisions and several “subcosts have increased by 149% with divisions” that have key operational functions gallons of fuel used increasing by within the primary divisions. The Equipment only 19%. During this period the fleet Management Division has four sub-divisions has increased in size by 24% to 1,434 consisting of fleet maintenance and repairs, fuel vehicles. The annual miles driven services, parts acquisitions, and vehicle have increased by 45% to an replacement. The Streets division consists of street estimated 8,636,000 miles driven in maintenance and repairs, street cleaning and rightFY 2007-08. of-way-maintenance. Sanitation Collection has five service functions consisting of commercial roll-off and frontload services, residential curbside and recycling services, and monthly residential loose trash services. The department also has Sanitation 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 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 2009 GOALS Goal Related Council Goal Activities Provide efficient preventive maintenance for City assets including City vehicles and equipment. A city with high quality services for citizens. Complete 86% of periodic maintenance (PM) services within 30 days of the scheduled due date. 238 Return to TOC Mission and Performance Measure Field Operations Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) 86% above average rating. To reduce recycling contamination by 2% for the fiscal year. A city with high quality services for citizens. Continue inspections with emphasis on education and/or removal of recycling container from customer for excess contamination. Record all inspections as well as track removal of all recycling containers due to contamination. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • The recycling section exceeded it’s service goal of 199,000 service inspections for 2008. Accomplishments: • Coordinated between the streets and sanitation divisions to sweep streets within one week of loose trash collection. • Attained overall reduction of preventable accidents for the department. GOAL UPDATES Goal Provide efficient and effective preventative maintenance to all city vehicles and equipment. A city with high quality services for citizens. Yes. Related Council Goal Was the goal met? What were the 85% Above Average Rating. Performance Measures? Getting the vehicles turned in on time when PM notices are sent out to the specific departments. Departments do not have fleet Obstacles/Challenges management liaison that can control the actions to turn in vehicles on time for PM's. Provide quality sanitation inspection services for citizens. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? Review annual preventable accident statistics to benchmark What were the Performance Measures? progress. Adjusting the inspection routes and adequate staffing led to Obstacles/Challenges limited challenges encountered. Goal 239 Return to TOC Mission and Performance Measure Field Operations FISCAL YEAR 2007 Accomplishments: • The Streets division met its goal by completing the seal coating of 64 miles of city streets. • The Equipment Management division increased the preventative maintenance compliance rate to 84% during the year. GOAL UPDATES Goal Related Council Goal Was the goal met? Provide quality sanitation inspection services for citizens. A city with high quality services for citizens. Yes, the Sanitation Division has increased the number of 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. Obstacles/Challenges The sanitation inspectors also complete special events, household hazardous waste collections and educational events. Goal Provide efficient and effective preventative maintenance to all city vehicles and equipment. Related Council Goal Was the goal met? A city with high quality services for citizens. The division has completed 84% of periodic maintenance within 30 days of the scheduled due date. Complete 85% of periodic maintenance services within 30 days of What were the Performance Measures? the scheduled due date. Obstacles/Challenges The division is going to work closely with larger departments to more efficiently coordinate scheduled maintenance activities. 240 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 06-07 Actual FY 07-08 Budget $232,416 $1,344,229 $245,567 $1,453,820 FY 07-08 Estimate $245,567 $1,453,820 FY 08-09 Budget Percent Over FY 08 Budget $253,833 $1,299,308 3% -11% $0 $124,367 $84,367 $156,400 26% $4,392,352 $1,057,195 $4,469,878 $1,106,465 $4,509,878 $1,146,465 $4,984,099 $1,118,657 12% 1% $263,200 $236,840 $370,439 $355,054 50% (1000) Manistee Ranch Maintenance $10,473 $12,117 $12,117 $5,117 -58% (1000) Right-of-Way Maintenance (1010) Right-of-Way - Mega Events $0 $1,241,449 $24,000 $452,088 $0 $116,088 $0 $0 -100% -100% (1040) Equipment Management $4,022,533 $4,194,451 $4,194,451 $4,266,442 2% (1040) Fuel Services (1040) Parts Store Operations $3,055,093 $1,725,206 $3,261,139 $1,750,075 $3,261,139 $1,743,319 $3,335,054 $2,172,750 2% 24% (1120) Equipment Replacement $3,038,277 $3,029,741 $2,399,153 $3,029,741 (1280) YSC - Facilities Mgt. $31,328 $126,731 $90,000 $65,000 -49% (1282) Arena - ROW Maintenance (1340) Arena - ROW Maintenance $0 $28,632 $0 $62,500 $62,500 $0 $50,000 $0 NA -100% (1340) Right-of-Way Maintenance $2,370,710 $2,579,905 $2,603,905 $2,625,093 2% (1340) Street Cleaning (1340) Street Maintenance $767,077 $6,910,488 $696,228 $4,037,409 $696,228 $4,037,409 $637,814 $3,993,577 -8% -1% (2440) Gas Management System 0% $43,109 $84,000 $84,000 $184,000 (2440) Landfill $3,032,442 $3,124,645 $3,194,645 $3,226,661 3% (2440) MRF Operations (2440) Recycling $2,263,209 $832,408 $2,578,006 $866,467 $2,508,006 $866,467 $2,431,208 $855,801 -6% -1% (2440) Solid Waste Admin 119% $850,170 $892,236 $759,892 $647,952 -27% (2480) Curb Service (2480) Residential-Loose Trash Collec $7,047,936 $2,082,380 $7,275,497 $2,621,349 $7,255,497 $2,621,349 $7,250,575 $2,595,113 0% -1% (2480) Sanitation Frontload $3,392,714 $3,565,037 $3,628,977 $3,652,112 2% (2480) Sanitation Roll-off $1,042,823 $1,230,639 $1,299,037 $1,324,813 $95,859 $705,972 $596,393 $611,466 $51,173,708 $50,807,169 $49,841,108 $51,127,640 (2530) PS Training Ops - Fac. Mgmt. Total - Field Operations 241 Return to TOC 8% -13% 1% City of Glendale Budget Summary by Department Field Operations BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Wages/Salaries/Benefits Supplies and Contracts $16,200,995 $16,710,149 $18,036,331 $17,021,930 $18,047,221 $17,334,092 $18,259,549 $17,632,987 1% 4% Internal Premiums Internal Service Charges Operating Capital Work Order Credits Total - Field Operations STAFFING BY PROGRAM Percent Over FY 08 Budget $1,201,101 $1,266,936 $1,266,936 $1,100,177 -13% $10,301,494 $6,819,048 $11,045,143 $3,436,829 $10,693,518 $2,499,341 $11,150,186 $2,984,741 1% -13% $51,173,708 $50,807,169 $49,841,108 $51,127,640 1% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget ($59,079) Cemetery 2 2 2 2 0% Custodial Services 20 20 20 20 0% Facilities Management Field Operations Admin. 21 8 21 8 21 8 21 8 0% 0% Graffiti Removal 3 3 3 4 33% Equipment Management 41 41 41 41 0% Parts Store Operations Right-of-Way Maintenance 1 17 1 17 1 17 1 17 0% 0% Street Cleaning 5 5 5 5 0% Street Maintenance Landfill 40 18 40 19 40 19 40 19 0% 0% MRF Operations 11 11 11 11 0% Recycling 6 6 6 6 0% Solid Waste Admin Curb Service 7 40 7 40 7 40 5 40 -29% 0% Residential-Loose Trash Collec 14 18 18 18 0% Sanitation Frontload Sanitation Roll-off 13 3 13 4 13 4 15 5 15% 25% 4 4 4 0% 270 280 280 282 1% PS Training Ops - Fac. Mgmt. Total -Field Operations 242 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 services; and educational program services to meet the transportation needs of the City of Glendale. Interesting Department Fact: Since the GO Program inception in 2001, 55 projects have been completed or are under construction worth over $176 million dollars. Mission Statement: To ensure the safe, efficient transportation of people and goods in the City of Glendale. FISCAL YEAR 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Update the City’s Transportation Master Plan. A city with high quality services for citizens. The first year of the plan update process has focused on the public involvement plan for citizen input, with public comments received at public meetings, city commission and committee meetings, and presentations made to civic organizations and interest groups. Public opinion also has been obtained from a public opinion survey, senior center survey, transit rider’s survey and an online survey on the city’s website. A second phase of public input will be conducted during the next year on potential transportation projects to be included in a proposed system-wide transportation plan. Work has begun on the following elements of the transportation plan update: current conditions, future conditions, policy guidelines, roadways, transit centers, a transit plan, and alternative modes. These elements will be reviewed by a multi-departmental review team and the members of the Citizens Transportation Oversight Commission. Develop a strategy for implementation; review current plan performance; and identify new plan elements. Optimize the city’s ROAM streetlight and work order management system to minimize streetlight outages and maintain a cost effective street lighting program. One community focused on public safety for citizens and visitors. Perform daily monitoring of ROAM reports for streetlight malfunctions; create work orders for service contractor follow up; 243 Return to TOC Mission and Performance Measure Transportation Desired Outcomes (Perf. Measures) continue to respond to resident concerns related to streetlights; and perform on-site inspections as necessary. Average 5% or less streetlight outages on the city’s streetlight system. FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Street lighting improvements: The city has over 19,000 streetlights, and two significant projects were undertaken. The first was to convert all LPS streetlights to HPS. Approximately 8,000 LPS streetlights were converted creating consistent street lighting citywide. The second project was the installation of new technology (ROAM photo-controls) that assists the Transportation Department in quickly detecting, repairing and managing the overall street lighting system. The ROAM photo-controls use wireless technology and allow staff to see via a web-portal, the streetlight system and how well it is functioning. Accomplishments: • Event traffic management: The Transportation Department served as the primary transportation planning and traffic operations liaison to the NFL for Super Bowl XLII game day and NFL Experience activities. Traffic management and coordination was an overwhelming success for visitors and citizens before, during and after the Super Bowl. Specifically, Transportation was responsible for: • coordinating vehicle routes and traffic control with neighboring transportation agencies; • developing and implementing traffic barricades and signing that was used to safely guide event guests to the parking lots and activities; • disseminating of traffic and parking information to the public via the telephone and Internet so that guests could plan ahead and get current traffic information; • deploying the use of traffic monitoring and management tools such as cameras and remote communications to traffic signals to provide an optimum level of service; • operating a downtown park-and-ride shuttle that offered guests and local residents options for access to the stadium area. • Speed Cushion Program: Traffic mitigation on collector streets has been an ongoing challenge. Collector streets are most often primary response routes for the Fire Department. Speed humps cause a delay in response time for first responders, and were not used on collector streets for this very reason. Still, demand for a solution for traffic mitigation on collector streets was needed. Transportation staff designed, tested and successfully created a speed cushion device that is much like a speed hump but is configured to accommodate the wheel base of a fire engine without causing a delay in response times. Testing results have proven the speed cushion to be a cost effective tool to mitigate speeding on primary response routes in the city’s roadway system. 244 Return to TOC Mission and Performance Measure Transportation GOAL UPDATES Complete the park and ride project at Loop 101 and Glendale Avenue and identify transit center sites in the downtown and Goal Arrowhead areas. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? The park and ride facility complete and open for service in FY What were the 2008. Transit center site alternatives with recommendations to Performance Measures? management by December 2007. A new concrete technology was used at the park and ride facility. The concrete allows water to percolate through the concrete into the ground instead of running off into a retention basin. The concrete installation was challenging because it had to be poured when temperatures were under 95 degrees or the concrete would Obstacles/Challenges not set properly. Due to the construction schedule, the concrete pours took place from August to October during the night to accommodate the appropriate temperatures for concrete installation. Goal 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. Yes. Related Council Goal Was the goal met? What were the Program in place and functioning by December 2007. Performance Measures? To date the program has been highly successful. The city has multiple projects going on and can have up to 40 permits issued for any one day. Providing the necessary inspection and Obstacles/Challenges documentation has been taxing on current staff. An additional staff member was approved as part of the FY 2009 budget. FISCAL YEAR 2007 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 the University of Phoenix Stadium for 12 football games held during the inaugural season. Together with the Police Department, the Transportation Department was 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. 245 Return to TOC Mission and Performance Measure Transportation • 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) commenced and, 7 parcels for the advance purchase of right-of-way for the future Northern Avenue Parkway were 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 assistance in network expansion and maintenance, and arrange Performance Measures? emergency response to breakdowns in critical areas. Goal Obstacles/Challenges Goal Related Council Goal Was the goal met? 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. Update the city’s Transportation Master Plan. A city with high quality services for citizens. Yes-in process. Develop a strategy for implementation, review current plan What were the performance, and identify new plan elements based on the Performance Measures? changing environment. Obstacles/Challenges This is a 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 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. 246 Return to TOC Mission and Performance Measure Transportation TRANSPORTATION STATISTICS FY 07 FY 08 ACTUALS ESTIMATE FY 09 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 - Planning and Programs Number of full time employees - Transit Department operating expenditures 5 13 10 10 6 39.25 $15,074,726 5 13 10 10 7 39.25 $18,586,997 5 14 10 10 7 39.25 $20,027,925 45 15 59 51 30 89 65 50 117 550 5,800 600 6,000 625 6,000 190 190 195 97,681 101,133 105,178 400.53 410.84 423.11 19.0 580 55 19.0 600 60 19.5 600 63 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: 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 247 Return to TOC City of Glendale Budget Summary by Department Transportation FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget (1010) Transp - BCS Event (1010) Transp - Fiesta Bowl Event $44,269 $228,164 (1010) Transp - Stadium Mgmt Plan FY 07-08 Estimate $0 $0 FY 08-09 Budget Percent Over FY 08 Budget $0 $0 $0 $0 NA NA $237,995 $0 $0 $0 (1010) Transp - Super Bowl Event (1281) Stadium - Transportation Ops. $0 $0 $439,729 $0 $359,729 $723,113 $0 $646,127 -100% NA (1281) Transp - Fiesta Bowl Event $0 $0 $106,623 $80,000 NA (1282) Arena - Transportation Ops. $0 $0 $78,779 $15,000 NA (1340) Arena - Transportation Ops. (1340) Signs & Markings $0 $968,059 $78,779 $940,508 $0 $940,508 $0 $947,862 -100% 1% -100% (1340) Stadium - Transportation Ops. NA $431,882 $723,113 $0 $0 (1340) Street Light Management (1340) Traffic Design and Development $1,665,081 $255,923 $1,615,702 $300,512 $1,615,702 $300,512 $1,924,420 $309,772 19% 3% (1340) Traffic Signals $1,277,740 $1,647,536 $1,448,822 $1,309,753 -21% (1340) Traffic Studies $370,008 $488,296 $438,296 $520,606 7% (1340) Transp - Fiesta Bowl Event (1340) Transportation Administration $0 $579,743 $106,623 $608,761 $0 $608,761 $0 $587,701 -100% -3% 4% (1340) Transportation Planning $62,474 $79,605 $79,605 $83,088 (1660) Demand Management (1660) Dial-A-Ride $10,449 $2,696,593 $65,310 $2,990,075 $65,310 $3,026,417 $65,310 $2,642,701 0% -12% (1660) Fixed Route 14% $3,653,689 $5,111,711 $4,657,941 $5,806,416 (1660) Intelligent Transportation Sys $474,208 $679,652 $679,652 $723,780 6% (1660) Red Light Enforcement (1660) Traffic Mitigation $8,627 $170,878 $402,200 $370,640 $100,000 $370,640 $293,571 $372,933 -27% 1% (1660) Trans. Program Education $2,949 $0 $0 $0 NA (1660) Transit Management (1660) Transportation CIP O&M $0 $0 $0 $81,413 $0 $81,413 $349,467 $113,893 NA 40% (1660) Transportation Education (1660) Transportation Program Mgmt (1760) Airport Operations Total - Transportation $215,445 $266,955 $266,955 $259,832 -3% $1,229,395 $5,547,621 $2,047,421 $2,319,267 -58% $491,155 $590,798 $590,798 $656,426 11% $15,074,726 $23,135,539 $18,586,997 $20,027,925 -13% 248 Return to TOC City of Glendale Budget Summary by Department Transportation BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 06-07 Actual $5,783,704 $6,938,723 FY 07-08 Budget $6,767,976 $10,679,713 FY 07-08 Estimate $6,869,541 $9,558,255 FY 08-09 Budget $6,890,059 $10,976,755 Percent Over FY 08 Budget 2% 3% $340,180 $465,256 $465,256 $488,478 $1,587,542 $424,577 $1,791,238 $3,500,000 $1,815,945 $1,708,169 $64,000 $15,074,726 $23,135,539 $18,586,997 $20,027,925 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget 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 5 25% Transportation Administration 5 5 5 5 0% 1 39.25 1 39.25 1 39.25 1 35.25 0% -10% Intelligent Transportation Sys 5 5 5 5 0% Traffic Mitigation Transit Management 1 1 1 1 4 0% Transportation Education 1 1 1 1 0% Transportation Program Mgmt 2 3 3 3 0% Airport Operations 5 5 5 5 0% 88.25 89.25 89.25 90.25 1% Internal Service Charges Operating Capital Work Order Credits ($68,644) Total - Transportation STAFFING BY PROGRAM Transportation Planning Dial-A-Ride Total -Transportation 249 Return to TOC ($122,000) ($99,536) 5% -5% -98% 45% -13% Mission and Performance Measure Utilities UTILITIES Roger Bailey Department Description: Interesting Department Fact: The Utilities Department is a self-supporting Did you know that it costs $1.40 for operation and is responsible for treating and the city to produce 1,000 gallons of distributing potable water that meets all federal and water? state drinking water standards; collecting and treating the city’s wastewater in compliance with all regulatory requirements; implementing odor and roach infestation control measures; and reading 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 2009 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Complete the design phase and begin the 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 and a contractor and construction manager at risk for pre-construction and the start of construction; and provide oversight and designer interface for these activities. Completion of the design of the groundwater treatment plant before the end of FY 2009. Begin implementation of the Arrowhead Ranch Water Reclamation Facility treatment process upgrades project, including replacement of the disinfection system, in order to continue to meet the Arizona Department of Environmental Quality and permit requirements for A+ quality effluent. A city with high quality services for citizens. Provide oversight for the design and construction of the treatment process upgrades. Complete design of the plant upgrades by November 2008 and complete the construction of the treatment process upgrades by July 2011. 250 Return to TOC Mission and Performance Measure Utilities FISCAL YEAR 2008 Business Practice/Service Delivery Improvement: • Completed implementation of the new Interactive Voice Recognition/Interactive Web Recognition (IVR/IWR) systems. • Implemented a Criteria-Based Promotion Program to enhance knowledge retention and mentoring for Utilities personnel. Accomplishments: • Completed start up and commissioning of the new Oasis Water Treatment Plant. As part of the Oasis Water Campus, Oasis is the city’s newest, state-of-the-art treatment facility. This new facility went into production in October 2007 and provides 10 MGD of treated Salt River Project water. In addition, the Oasis Water Campus houses a police sub-station. • Completed the upgrades to the Cholla Water Treatment Plant, a fully automated 30 MGD treatment facility. The upgrades include utilization of the newest Granular Activated Carbon (GAC) technology for best achievable results in the filtration process and the newest available automation for “in line” instrumentation that continuously monitors the water produced at the plant. GOAL UPDATES Begin the design and construction phase of the 10 million gallon per day (MGD) groundwater treatment plant located at the Oasis Goal Water Campus. This facility will augment existing water supplies and help meet peak demands. A city with high quality services for citizens. Related Council Goal The design phase of the plant has been completed and the Was the goal met? construction phase is being implemented. Provided oversight and contractor/designer interface for the construction, start-up and commissioning of the new 10 MGD What were the Performance Measures? water treatment plant located at the Oasis Water Campus by November 2007. None. Obstacles/Challenges To start-up and operate the new, fully automated 10MGD water treatment plant located at the Oasis Water Campus by October Goal 2007. A city with high quality services for citizens. Related Council Goal A city that is fiscally sound. Yes-The Oasis Water Treatment Plant is operational and was Was the goal met? completed on schedule and within budget. Completion of construction and commissioning of the plant on What were the Performance Measures? time and within budget. None. Obstacles/Challenges 251 Return to TOC Mission and Performance Measure Utilities FISCAL YEAR 2007 Accomplishments: • Received the prestigious Gold Award for Competitiveness Achievement Award from the Association of Metropolitan Water Agencies for providing quality drinking water to residents. The Utilities 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 new and increased 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 the utilities Goal operation. A city with high quality services for citizens. Related Council Goal Yes. Was the goal met? Complete an updated infrastructure needs assessment. What were the Performance Measures? Complete capital 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. Implementation of the 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. Staff had to deal with unforeseen technological challenges in Obstacles/Challenges launching the IVR system. Goal 252 Return to TOC City of Glendale Budget Summary by Department Utilities FUND NUMBER / BUDGET BY PROGRAM (2360) Arrowhead Reclamation Plant (2360) Information Management FY 06-07 Actual $2,261,995 $1,053,913 FY 07-08 Budget FY 07-08 Estimate $2,219,154 $1,109,945 $2,219,154 $1,109,945 FY 08-09 Budget Percent Over FY 08 Budget $2,233,181 $1,121,662 1% 1% (2360) Property Management $110,034 $0 $0 $87,000 NA (2360) Public Service Representatives (2360) Safety Administration $325,987 $0 $310,120 $138,970 $310,120 $138,970 $301,313 $141,428 -3% 2% -6% (2360) System Security $219,006 $728,979 $728,979 $683,064 (2360) Utilities Administration $6,705,410 $6,552,552 $6,542,552 $6,488,576 -1% (2360) West Area Plant (2400) Central System Control $3,172,716 $1,340,843 $3,151,448 $1,521,349 $3,151,448 $1,521,349 $3,748,601 $1,469,685 19% -3% 1% (2400) Central System Maintenance $446,422 $775,580 $775,580 $784,031 $3,027,363 $1,000,804 $3,699,583 $1,348,005 $3,699,583 $1,160,037 $3,718,120 $1,118,759 1% -17% (2400) Irrigation $201,009 $200,105 $200,105 $197,200 -1% (2400) Major Maintenance $294,786 $0 $0 $0 NA (2400) Meter Maintenance (2400) Oasis Water Campus $1,366,714 $319,757 $1,364,145 $5,453,389 $1,364,145 $4,963,021 $1,384,861 $4,630,973 2% -15% (2400) Pyramid Peak Plant $1,809,440 $1,585,300 $1,585,300 $1,664,423 5% (2400) Raw Water Usage (2400) Water Distribution $2,586,688 $3,293,400 $3,482,182 $3,876,773 $3,482,182 $3,876,773 $3,482,182 $3,596,913 0% -7% (2400) Cholla Treatment Plant (2400) Customer Service - Field (2420) Pretreatment Program (2420) SROG (91st Ave) Plant (2420) Wastewater Collection Total - Utilities $665,510 $559,509 $559,509 $568,152 $2,921,764 $5,400,000 $4,685,868 $4,500,000 2% -17% $2,509,495 $3,311,317 $3,311,317 $3,370,799 2% $35,633,056 $46,788,405 $45,385,937 $45,290,923 -3% 253 Return to TOC City of Glendale Budget Summary by Department Utilities BUDGET BY CATEGORIES OF EXPENDITURES FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Wages/Salaries/Benefits Supplies and Contracts $11,155,395 $17,549,830 $13,750,281 $25,486,990 $13,822,274 $24,251,312 $13,832,931 $24,618,250 1% -3% Internal Premiums $1,018,094 $1,173,773 $1,173,773 $1,126,212 -4% Internal Service Charges Operating Capital $5,551,460 $358,277 $5,496,968 $880,393 $5,444,026 $694,552 $5,662,380 $51,150 3% -94% $35,633,056 $46,788,405 $45,385,937 $45,290,923 -3% STAFFING BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Arrowhead Reclamation Plant Information Management 12 6 13 6 13 6 13 6 0% 0% Public Service Representatives 4 4 4 4 0% 2 1 8 1 8 1 8 0% 0% 25% Total - Utilities Safety Administration System Security Percent Over FY 08 Budget Utilities Administration 9 8 8 10 West Area Plant 14 14 14 14 0% Central System Control Central System Maintenance 9 5 10 6 10 6 9 6 -10% 0% Cholla Treatment Plant 9 9 9 9 0% Customer Service - Field Irrigation 15 1 15 1 15 1 15 1 0% 0% Major Maintenance 1 Meter Maintenance 11 11 11 11 0% Oasis Water Campus Pyramid Peak Plant 2 10 15 9 15 9 15 10 0% 11% Water Distribution 30 30 30 30 0% Pretreatment Program Wastewater Collection 6 19 6 20 6 20 6 19 0% -5% 165 186 186 187 1% Total -Utilities 254 Return to TOC Catlin Court in Historic Downtown Glendale OTHER Grants Non-Departmental The Bead Museum in Historic Downtown Glendale Return to TOC City of Glendale Budget Summary by Department Grants FUND NUMBER / BUDGET BY PROGRAM FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget (1840) Domestic Violence Grant $0 $71,937 $124,217 $0 (1840) DV Pilot Project Grant $0 $0 $0 $70,065 NA $327,933 $500,000 $1,239,597 $951,607 90% $327,933 $571,937 $1,363,814 $1,021,672 79% (1840) Miscellaneous Grants Total - Grants BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Total - Grants STAFFING BY PROGRAM Domestic Violence Grant FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget -100% Percent Over FY 08 Budget $62,476 $265,457 $221,937 $350,000 $221,937 $1,141,877 $220,065 $801,607 -1% 129% $327,933 $571,937 $1,363,814 $1,021,672 79% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate 1 1 1 1 1 1 DV Pilot Project Grant FY 08-09 Budget Percent Over FY 08 Budget 1 Total -Grants 255 Return to TOC 1 0% 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 FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget $723,821 $1,631,667 $1,563,112 $1,108,917 -32% $723,821 $1,631,667 $1,563,112 $1,108,917 -32% FY 06-07 Actual FY 07-08 Budget FY 07-08 Estimate FY 08-09 Budget Percent Over FY 08 Budget Wages/Salaries/Benefits $246,391 $350,360 $356,961 $350,360 0% Supplies and Contracts $472,114 $911,307 $836,151 $758,557 -17% $1,108,917 -32% Internal Premiums Internal Service Charges Total - Non-Departmental $5,316 $723,821 $370,000 $370,000 $1,631,667 $1,563,112 256 Return to TOC Capital Improvement Plan 2009-2017 2009-2018 CAPITAL IMPROVEMENT PLAN CIP Table of Contents CIP TABLE OF CONTENTS Page Table of Contents 257 Introduction 259 Financing the CIP 264 Impact of the CIP on the Operating Budget 280 Summary by Type of Project 282 Summary of All Capital Projects by Fund 283 FUND SUMMARIES BOND CONSTRUCTION FUNDS Transportation 1980 – Streets/Parking Bonds 2000 – Street Revenue Bonds (HURF) 285 286 292 Open Spaces & Trails 2140 – Open Space/Trails Construction 295 296 Parks 2060 – Parks Construction 304 305 Library 2160 – Library Construction 332 333 Public Safety 2040 – Public Safety Construction 336 337 Government Facility 2080 – Gov’t Facilities Construction 356 357 Cultural Facilities/Historical Preservation 2130 – Cultural Facility Construction 362 363 Economic Development 2100 – Economic Dev Construction 1270 – General Fund Rev Obligations 366 367 370 Flood Control 2180 – Flood Control Construction 372 373 DEVELOPMENT IMPACT FEE FUNDS Transportation 1600 – DIF – Roadway Improvements 379 380 257 Return to TOC 2008-2017 CAPITAL IMPROVEMENT PLAN Table of Contents Page Open Spaces & Trails 1520 – DIF – Citywide Open Spaces 384 385 Parks 1460 – DIF – Citywide Parks 1480 – DIF – Citywide Rec Facility 1540 – DIF – Park Dev Zone 1 1560 – DIF – Park Dev Zone 2 1580 – DIF – Park Dev Zone 3 387 388 390 392 394 396 Library 1380 – DIF – Library Buildings 1400 – DIF – Library Books 1500 – DIF – Libraries 398 399 401 403 Public Safety 1440 – DIF-Police Dept Facilities 1420 – DIF-Fire Protection Facilities 405 406 408 General Government 1620 – DIF – General Gov’t 410 411 ENTERPRISE/OTHER FUNDS Water/Sewer 2360 – Water & Sewer 2400 – Water 2420 – Sewer 413 414 421 439 Transportation 2210 – Transportation Construction 1650 – Transportation Grants 1340 – Streets 450 451 475 478 Sanitation 2480 – Sanitation 481 482 Landfill 2440 – Landfill 487 488 Airport 2120 – Airport Capital 496 497 Other Capital Projects 1840 – Other Local & State Grants 1000 – General Fund 1740 – Civic Center 2150 – Technology Infrastructure 1220 – Arts Commission 501 502 506 516 519 525 258 Return to TOC 2009-2018 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, acquisition of land, and the construction, renovation or rehabilitation of infrastructure or buildings. Capital projects usually have 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 to provide essential services to current residents and support new growth and development. A wide range of projects comprise capital improvements as illustrated by the examples below: • • • • • • • • • fire and police stations; libraries, court facilities, and office buildings; parks, trails, open space, pools, recreation centers and other related facilities; water and wastewater treatment plants, pipes, storage facilities and pump stations; roads and bridges; landscape beautification projects; computer software and hardware systems other than desktops, PC’s and printers flood control drainage channels, storm drains, and retention basis; and major equipment purchases such as landfill compactors and sanitation trucks. Rapidly growing municipalities such as Glendale face a special set of complex problems. These cities need to build new roads, add public amenities such as parks and libraries, and expand public safety services to accommodate new residential and non-residential development. They also must simultaneously maintain, replace, rehabilitate, and/or upgrade existing capital assets such as roads, parks, building, and underground pipes for the water and sewer system. Glendale has kept pace with its rapid growth through many significant public improvements. Notable projects since 1996 include: 2008 Oasis Water Treatment Plant 2008 Cholla Water Treatment Plant Process Improvements 259 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Introduction 2007 Foothills Recreation & Aquatic Center 2007 Downtown Campus 2007 Emergency Operations Center 2007 Convention Center/Media Center/Parking Garage 2006 Field Operations Complex 2006 Fire Station 159 2006 Rose Lane Pool Restoration 2005 99th Avenue Metering Station Improvements 2004 New Adult Center Facility 2004 Pyramid Peak Water Treatment Plant – Solid Handling Exp 2003 NHL Coyotes Arena 2002 Manistee Land Redevelopment 2001 Tourism Visitor Center 2000 Arrowhead Wastewater Plant Expansion 1999 Foothills Branch Library 1999 Glendale Civic Center 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. Paying for Capital Improvements In many respects, the city planning process for selecting, scheduling and financing capital improvements parallels the way an individual might plan for buying a new house or car. This process entails an assessment of many valid competing needs, a determination of priorities, an evaluation of costs and financing options and an establishment of realistic completion timeframes. 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 must be made about the down payment. A good planner might have started a replacement fund a few years ago in anticipation of the need. Other cash sources might include a savings account or a rainy day emergency fund. The city, just like most families, needs to find longer-term financing to cover certain costs for capital improvements. Repayment of the loan might require cutting other expenses like eating at restaurants, or increasing income by taking a second part-time job. An unanticipated inheritance 260 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Introduction may speed up the timetable; a negative event, such as a flood or unanticipated medical expense, might delay the plan. Similarly, most large capital improvements cannot be financed solely from a single year’s 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. The CIP must: • • • • support City Council strategic goals and objectives; satisfactorily address all federal, state and city legal and financial requirements; maintain the city's favorable investment ratings and financial integrity; and ensure all geographic areas of the city have comparable quality in the types of services that are defined in the Public Facilities section of the General Plan. Capital projects should be in alignment with the following: • 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; and • cost more than $50,000 and have 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 priority list for park development. The City Center Master Plan, Parks Master Plan, Water & Sewer Master Plan, Storm Water Master Plan, GO! Transportation Plan and fiveyear plans for landfill and solid waste collection services also provide valuable guidance in the preparation of the CIP. 261 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Introduction Economic forecasts are a critical source of information and guidance throughout the capital planning process. The forecasts assess external factors such as whether the local economy is growing or contracting, population growth, inflation for construction materials, the value of land, and other variables that may affect the city’s ability to finance needed services and capital projects. Glendale’s 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 capital appropriations in the FY 2009 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. City Council makes the final decision about whether to fund a project. 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 a critical factor considered during the capital planning process, as well as compliance with legal limits and financial resources. Once the projects are selected for inclusion in the capital plan, decisions must be made about which projects should be recommended for inclusion in the first five years of the plan. Determining how and when to schedule projects is a complicated process. It must take into account 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 Management and Budget Departments evaluate various debt-related issues to ensure the proposed expenditures meet all debt coverage requirements as discussed in the city’s Debt Management Plan. The Finance Department periodically updates the Debt Management Plan to include the most recent debt issuances. The City Council reviews all projects, considers citizen requests and evaluates 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. 262 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Introduction Citizen Involvement in the CIP Process The CIP is an important financial, planning and public communication tool. It gives residents and businesses a clear and concrete view of the city's long-term direction for capital improvements and a better understanding of the city’s ongoing needs for stable revenue sources to fund large or multi-year capital projects. Input into the annual CIP updating process is obtained from citizens who serve on many different city boards and commissions as well from individual citizens through the public hearing and comment process. Through these public input venues, residents and businesses have alerted staff about infrastructure development and renovation needs, important quality-of-life enhancements, and environmental and historic preservation issues that should be addressed in the capital plan. Citizens had additional opportunities for input when they participated in Glendale’s November 1999 bond 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. 263 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP FINANCING THE CIP Introduction The financial projections used to develop the CIP are based on staff's best prediction of future bond sales, interest rates, construction cost increases, and other relevant variables. These financial projections are jointly developed by the Management and Budget and Finance Departments, in conjunction with the Deputy City Manager for Administrative Services. They are updated annually to reflect changes in the economic environment. As with prior FY capital programs, the first five years of the plan are financially balanced. This means the plan • • • • complies with the state’s constitutional debt limits; complies with the available voter authorization required for municipal bonds; balances the use of incoming revenue streams with the use of fund balance, while maintaining a fund balance that exceeds the required minimum of 10% of the prior year’s debt service; and identifies the source of revenue to finance various projects. Financial and legal constraints make it impossible for the city to fund every project on its priority list. For example, it is not possible for the city to fund concurrently several large-scale projects that have significant operating budget impacts. Also, revenues used to pay the debt service are not limitless. Therefore, implementation timetables are established to stagger projects over time based on Council’s strategic goals and the estimated financial resources expected for the future. Limited staff resources to undertake new capital projects also must be considered. Capital projects can consume significant time to manage effectively, and project managers in the departments typically manage several capital projects concurrently. The city also must coordinate the timing of many of its capital projects with federal, state, county and municipal governments and outside entities. For example, street improvements should be coordinated with utility companies to minimize the amount of new street surface that must be cut to lay new or replacement utility and fiber optic lines. The availability of unanticipated financing, such as federal or state transportation grants or Arizona Heritage Fund grants, may cause the city to accelerate or delay a particular project. In addition, a scheduled project may be delayed in order to take advantage of an unusual onetime opportunity such as the receipt of grant monies. All of these issues are discussed in more detail in the following material. 264 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Debt Management Plan A critical element of the financing for capital projects is the ability to manage the overall debt incurred for past projects while including the new debt 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 within the city’s financial policies, the legal framework governing municipal debt and the covenants established for prior issuances. This purpose includes an assessment of the city’s ability to incur additional debt and other long-term obligations within these same limits at favorable interest rates. Analysis of the city’s debt position is important as planned future capital projects could result in the need for additional capital financing. Decisions regarding the use of debt will be based in part on the long-term needs of the city, the limitations identified above, and the amount of cash that can be 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 receives the best possible terms and conditions; use debt structures that match the useful lives of the projects being financed or fall within accepted maturity guidelines; use revenue-based bond issues where feasible, e.g., water and sewer and highway user revenue bonds; use excise tax-secured bond financing when appropriate; and finance the majority of the remaining projects general obligation bonds, which are supported by the city’s secondary property tax revenue. 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, per capita income and the assessed valuation of property within the city’s corporate limits. Within the context of the DMP, the ten-year CIP is developed with potential funding sources 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. 265 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP General Obligation Bonds General Obligation (G.O.) bonds are direct and general obligations of the city. Municipalities use G.O. bonds to fund many large-scale capital improvement projects. These bonds are backed by "the full faith and credit" of the city, and are usually considered to be a relatively safe investment for bondholders. In Arizona, a municipality’s secondary property tax revenue can be used only for the payment of G.O. debt service. 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 revenue generated from the secondary property tax levy, whereas primary property tax revenue may be used for any lawful purpose. It is preferable for water and sewer (utilities) revenues to pay for water/sewer G.O. bond debt. However, if adequate utility revenue is not available, the city can fall back on secondary property tax revenue for water/sewer G.O. bond debt. General Obligation Debt Limitations Arizona’s State Constitution limits the total outstanding principal on G.O. bonds to 6% or 20% of the city's total secondary assessed valuation. With this approach, a municipality’s capacity to issue additional G.O. debt will grow as assessed valuation increases and as outstanding G.O. bonds are retired. G.O. projects in the 20% category are • • • • Water, sewer, storm sewers (flood control facilities) and artificial light when controlled by the municipality; Open space preserves, trails, parks, playgrounds and recreational facilities; Public safety, law enforcement, fire and emergency services facilities; and Streets and transportation facilities G.O. projects in the 6% category are • • • • Economic development, Historic preservation/cultural facilities, Government facilities and Libraries Previously, the 6% constitutional limitation applied to public safety, streets and transportation facilities, but Arizona voters changed this in the November 2006 election with the passage of Proposition 104. 266 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-1 reflects the city’s G.O. bond capacity as of January 1, 2008. Debt outstanding for public safety, streets/parking and transportation facilities is not reflected in the table below given the change that occurred with the passage of Proposition 104. The amount of debt outstanding excludes debt service fund balances. Table 2-1 Constitutional Debt Limitation (All Dollars in Thousands) General Municipal Purpose Bonds 1 6% Limitation Less Direct Bonded Debt to be Outstanding Unused 6% Borrowing Capacity 1 Water, Sewer, Flood Control, Light, Parks and Open Space $109,621 $49,990 $59,631 1,2 20% Limitation Less Direct Bonded Debt to be Outstanding Unused 20% Borrowing Capacity $365,404 $173,670 $191,734 Based on the FY 2008 secondary assessed valuation of $1,827,019,187. 20% outstanding debt does not include public safety, streets/parking and transportation facilities Source: Appendix C of 2008 A&B Municipal Property Corporation Preliminary Official Statement doc 2 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 (All Dollar in Thousands) Fiscal Year FY 2009 6% Bonds $92,391 20% Bonds $328,010 Total $420,401 FY 2010 $92,101 $294,301 $386,402 FY 2011 $104,173 $304,799 $408,972 FY 2012 $115,298 $322,255 $437,553 FY 2013 $124,162 $348,488 $472,649 *Based on the FY 2009 assessed valuation of $2,193,675,193 267 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-3 shows the projected bond sales required for the 6% and 20% categories in order to implement future CIP projects. Table 2-3 Projected Bond Sales (All Dollar in Thousands) Fiscal Year FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 New Bond Sale 6% 20% $24,737 $62,368 $16,309 $5,500 $1,497 $6,300 $6,001 $0 $0 $0 Assessed Valuation Glendale’s secondary assessed valuation for FY 2009 is almost $2.2 billion. Approximately 33%, or almost $720 million, is attributable to commercial development. A 22%, or $135 million increase in commercial assessed valuation was realized for FY 2009 due to new development completed over the past few years. Almost 67%, or $1.5 billion of the $2.2 billion, is attributable to residential development. Since FY 2000, Glendale’s secondary assessed valuation has more than doubled. This growth is the result of the quality economic development investments the city has made over the last several years, as well as the rise in land valuation that accompanies sustained growth in population. The 2009 assessed valuation notices that property owners received in February 2008 reflected the 2007 real estate market and will be reflected in Glendale’s secondary assessed valuation for FY 2010. According to the Maricopa County Assessor’s Office, the 2009 notices reflected a 13% decline in the median value of single-family residential property in Glendale. The 2007 real estate market marked the start of the changing housing market, which is in flux as a new equilibrium point between buyers and sellers is established, especially in the hard-hit Phoenix metropolitan area. However, Glendale expects recently completed and recently permitted commercial development to have a positive impact on future assessed valuation growth in Glendale. As of mid-April 2008, Glendale had $442 million of development permitted for construction. Of that amount, $412 million is attributable to commercial construction in the Thunderbird Road Medical Corridor, Bell Road Corridor and the west area of Glendale where the city’s sports, entertainment, and retail destination area has grown to include significant office and hotel development. 268 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Overall, the CIP for FY 2009-18 assumes an 8% decline in assessed valuation for FY 2010 as displayed in the graph showing historic and projected secondary assessed valuation for Glendale. For FY 2011 through FY 2018, we are assuming a conservative growth rate that starts at 2.0%, increases to 4.0% over two years, and then holds steady at an annual 4% growth rate through FY 2018. Historic and Projected Assessed Valuation $3,000.00 $2,500.00 Dollars (in Millions) $2,000.00 $1,500.00 $1,000.00 $500.00 FY 00 FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 $0.00 Secondary Assessed Valuation Capital Plan Implications for Secondary Property Tax Rate 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 2009 thru FY 2018 and necessarily takes into account the expected changes in assessed valuation mentioned above. The table also reflects the estimated debt service payment with future bond sales. While the estimated tax revenue is less than the proposed debt service payment, the city is able to use debt service fund balance and development impact fee revenue to meet future debt payments. Over the years, the city has built a fund balance in the debt service fund for future uses. The plan maintains a fund balance that exceeds the required minimum of 10% of the prior year’s debt service. The city’s June 30, 2007 fund balance was $11.7 million, which was 48% of the FY 2008 debt service. 269 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP The current G.O. debt is documented in Schedule 7 of this budget book. Table 2-4 General Obligation Property Tax Bonds (All Dollars in Thousands) Fiscal Year Assessed Value Growth Rate Assessed Valuation Estimated Tax Rate FY 2009 20.07% $2,193,675 $1.3519 $29,656 $22,800 $0 $22,800 FY 2010 -8.00% $2,018,181 $1.3519 $27,284 $22,931 $7,423 $30,354 FY 2011 2.00% $2,058,545 $1.3519 $27,829 $22,884 $9,062 $31,946 FY 2012 3.00% $2,120,301 $1.3519 $28,664 $22,931 $9,852 $32,784 FY 2013 4.00% $2,205,113 $1.3519 $29,811 $22,942 $11,088 $34,030 * Estimated Existing Proposed Total Property Debt Debt Debt Tax Rev. Service* Service* Service Excludes water, sewer and landfill general obligations. Voter Authorization Under Arizona state law, cities can obtain long-term financing through the use of G.O. bonds only with the approval of voters. On November 2, 1999, the City Council placed on the ballot a variety of proposed capital improvements recommended by the Citizen Bond Election Committee and the Management Team, resulting in voters approving all $411.5 million of bonds requested. In 2006, City Council established an Ad-Hoc Citizens Bond Election Committee to consider whether additional authorization was needed to support the Council approved FY 2007-16 CIP. On May 15, 2007, voters approved $218 million of the $270 million bond request recommended by the 2006 Ad-Hoc Citizen Bond Election Committee. The time between a bond election varies depending on how much the voters approve in a given election and how many capital projects are initiated. Bond sale proceeds must be used for the purposes specified in the bond authorization election. Remaining bond funds in one bond category may not be used to fund projects in another bond category. Table 2-5 shows the projected remaining voter authorization for G.O. bonds by authorization category. The remaining authorization numbers reflect unused authorization from the October 1981, March 1987, November 1999 and May 2007 bond elections. 270 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-5 Projected Remaining G.O. Bond Voter Authorization (All Dollars in Thousands) Category Public Safety Landfill Library Streets/Parking2, 3 Cultural/Historical2 Transit2 Econ. Development Govt. Facilities2 Open Space/Trails Parks Flood Control 1 FY 20081 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 $116,773 $70,167 $70,167 $66,541 $66,541 $66,541 $15,540 $15,540 $15,540 $15,540 $15,540 $15,540 $17,096 $10,307 $4,719 $4,719 $4,719 $4,719 $67,238 $57,837 $57,209 $57,209 $57,209 $57,209 $13,721 $13,721 $13,721 $13,721 $13,721 $13,721 $6,750 $6,750 $6,750 $6,750 $6,750 $6,750 $34,412 $20,694 $11,468 $11,468 $5,467 $5,467 $34,725 $30,495 $29,000 $27,503 $27,503 $27,503 $50,525 $50,525 $50,525 $50,525 $50,525 $50,525 $23,602 $19,168 $19,168 $19,168 $19,168 $19,168 $24,107 $12,779 $7,907 $5,233 $5,233 $5,233 Remaining authorization as of June 30, 2008 Bonds can be issued as G. O. Bonds, Revenue Bonds or both. 3 Streets/Parking voter authorization can be used for Street Revenue Bonds that are repaid with HURF revenue 2 Revenue Bonds The City of Glendale currently uses three types of revenue bonds, namely 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 derived from user fees for those specific services. Although revenue bonds may incur slightly higher interest costs than G.O. bonds, revenue bonds do not affect the city's debt limitation. However revenue bonds 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). HURF often is called the gas tax even though there are several other transportation-related fees, including a portion of the vehicle license tax, that comprise this revenue source. Much of this revenue source is based on the volume of fuel sold rather than the price of fuel. The Arizona Legislature has in the past altered, and may in the future alter, (1) the type and/or rate of taxes, fees and charges to be deposited into the Arizona Highway Revenue Fund and (2) the allocation of such monies among the Arizona Department of Transportation, Arizona cities and counties and other purposes. 271 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP As with G.O. bonds, HURF bond-funded projects can be undertaken only after voter approval is obtained through a citywide bond election. However, HURF bonds do not affect the city's debt limitation. 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 city of Glendale uses HURF revenue to pay street operating costs and a portion of the principal and interest on street revenue bonds (i.e. HURF bonds). In prior FYs, the revenue collected has not been sufficient to support street operating costs and the debt service payment for street related capital projects. Therefore, General Fund operating funds have been used to support the shortfall. In FY 2009, the city projects it will collect $17.6 million in HURF revenue. The FY 2009 operating budget for HURF-eligible activities is $12.9 million. HURF debt is $4.7 million, with $3.7 million covered by HURF revenues and the remaining $1 million by the designated sales tax for transportation per the direction of City Council. Table 2-6 summarizes the impact of capital plan projects for street revenue bonds. 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 (All Dollars in Thousands) Fiscal Year FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Highway User Tax Revenues $16,986 $16,986 $16,986 $16,986 $16,986 Existing Debt Service $4,707 $4,709 $4,700 $4,696 $4,696 Proposed Debt Service $1,297 $1,297 $1,297 $1,297 272 Return to CIP TOC Total Debt Service $4,707 $6,006 $5,997 $5,993 $5,993 Annual Coverage 3.61 2.83 2.83 2.83 2.83 % of Revenues Used 28% 35% 35% 35% 35% 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP The $9.4 million bond sale scheduled for FY 2009 will use the voter authorization from the streets and parking G.O. category. Table 2-7 Street Revenue Bonds Remaining Voter Authorization (All Dollars in Thousands) Fiscal Year 1 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 New Bonds Sold $9,401 $0 $0 $0 $0 Remaining Voter Authorization1 $0 $0 $0 $0 $0 Streets/Parking G.O. voter authorization can be used for street revenue bonds that are repaid with HURF revenue Transportation Sales Tax Revenue Bonds: On November 6, 2001, Glendale held a special election where voters passed a new half-cent sales tax to fund a new transportation plan. The transportation plan was created to improve service for all modes of transportation, including public transit, motorized vehicle, bicycle, pedestrian and aviation. Of the 13,019 ballots cast for this proposition, 64% were in favor and 36% were in opposition. By their votes, Glendale residents indicated that having transportation choices and being connected to regional activities and employment centers were important to maintaining Glendale’s high quality of life. Everyone who shops in Glendale pays the half-cent sales tax, 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 public 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 are balanced yearly. Table 2-8 displays proposed revenue bond sales to support capital projects in the transportation sales tax program. The proposed bond sales include annual funding of $11.5 million in FY 2009 – FY 2012 for the pavement management program (1-inch and 2-inch overlay). The table summarizes annual revenue from the designated sales tax, future bond sale amounts, the corresponding debt service, and the resulting coverage ratio. The minimum debt coverage ratio that was established for the FY 2008 transportation sales tax revenue bond issuance is 2.0. Please see the Glendale Onboard Annual Report for more information. 273 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-8 Transportation Revenue Bonds (All Dollars in Thousands) Fiscal Year FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Transportation Sales Tax Revenue $24,852 $26,784 $28,927 $30,952 $33,118 Bond Sales $34,000 $26,000 $2,000 $28,000 $11,000 Total Debt Service $9,739 $11,740 $11,899 $14,200 $15,135 Annual Coverage 2.55 2.28 2.43 2.18 2.19 Water/Sewer Revenue Bonds: The city can sells bond 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). Glendale’s 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 the bond debt service coverage ratio. Adjustments in net revenue may be made in some circumstances; restatement of debt service on variable rate and certain other types of debt is permitted; and refunding and compound interest bonds may be issued under different tests. In December 2003, the city entered into a trust agreement and issued subordinate lien obligations. Subordinate lien obligations are not bonds; they are junior and subordinate to the lien on water/sewer system revenues from existing city revenue bonds. Obligations offer the city the ability to take advantage of historically low interest rates at a time when adequate bond authorization is unavailable. FY 2009-13 CIP projects for the water and sewer system will be funded with one of these financing sources. 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. Table 2-9 Water/Sewer Planned Bonds & Coverage Ratios (All Dollars in Thousands) Fiscal Year FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 Bond Sales $26,500 $64,500 $59,000 $49,000 $48,000 274 Return to CIP TOC Annual Coverage Ratio 1.25 1.26 1.25 1.27 1.30 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Landfill Revenue Bonds: Landfill revenue bonds fund environmental improvements required by federal and state law as well as 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, 2008, was $15.5 million. Other Capital Financing Options 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 therefore 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 usually is not a viable option in lower-income areas. For capital plan purposes, it is assumed that any new LIDs either will be fully funded by private property owners or the city’s financial participation will be limited to a small “general city contribution” for the share of improvements that benefits property owners outside the district. The formation of 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 the bonds, a city will typically pledge excise taxes (i.e., 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 potential MPC bond capacity, a large issuance of MPC bonds could place a significant strain on the overall operating budget. 275 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Before entering into a purchase agreement with the MPC, the city also will 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 following: • • • • • Glendale Municipal Office Complex, Jobing.com Arena, Glendale Media Center and Expo Hall, Convention Center and Parking Garage adjacent to the Westgate development in west Glendale, a portion of the Glendale Regional Public Safety Training Facility, and infrastructure for the Zanjero development. Table 2-10 shows the current amount of MPC principal debt outstanding as of June 30, 2008 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. Table 2-10 Outstanding Municipal Property Bonds 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 Year Issued 1999 2002 2003 2003B 2003A 2004A 2006A 2008 TOTAL Principal Balance Outstanding $1,735,000 $5,055,000 $7,250,000 $96,735,000 $48,705,000 $8,315,000 $31,950,000 $94,995,000 $294,740,000 Lease Financing: Lease financing provides long-term financing for the purchase of equipment or other capital improvements and does not affect the city’s G.O. bond capacity 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. Title to the asset is transferred to the city at the end of the lease term. 276 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-11 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. Table 2-11 Outstanding Leases Year Original Total Balance Year Lease Financing Issued Amount Outstanding Matures LaSalle Lease 2000 $24,614,627 $1,225,642 2010 Equipment Lease 2003 $1,240,330 $220,193 2009 Hickman/Motorola Lease 2003 $10,800,000 $8,800,000 2012 Library 2003 $392,915 $63,921 2009 Copier Lease 2004 $26,374 $2,877 2008 Equipment Lease 2004 $665,000 $188,424 2009 Equipment Lease 2006 $1,370,300 $854,505 2011 Equipment Lease 2007 $1,368,800 $1,170,010 2016 Total Lease Financing $12,525,572 Notes1 Downtown Bldg Purchase 2000B $1,779,000 Northern Crossing Note 2002 $14,500,000 Larry Miller Note 2004 $2,700,000 Total Note Financing $99,555 $4,277,778 $1,080,000 $5,457,333 2008 2012 2009 $17,982,905 Grant Total 1 Excludes Wastewater Management Authority of Arizona loan agreements that are included in the outstanding water and sewer revenue bonded debt. 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 existing Arizona Heritage Fund grants for parks and historic preservation capital projects are an example of competitive grants. Entitlement or categorical grants are allocated to qualified governmental entities based on a formula basis (e.g., by population, income levels, etc.). Entitlement funds must be used for a specific grantor-defined purpose. Community Development Block Grants (CDBG) are considered entitlement grants and typically must benefit low-moderate income residents. It is important to note that most federal and state grant programs, with the exception of some public housing programs, require the applicant to contribute to the cost of the project. The required contribution, referred to as local match, can vary from 5% to 75%. 277 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP Federal Transportation Administration grants for public transit improvements and Federal Aviation Administration grants for airport projects are examples of capital improvement grants for which local matching requirements will come from the city’s operating budget and/or the city’s transportation sales tax. Many federal and state grant programs specifically prohibit the applicant from using other government grants as match, and require that the match be cash rather than donated services. Therefore, matching funds usually come from General Fund department operating budgets, G.O. bonds or development impact fees. There is always a possibility that some of the grant-funded projects will be delayed or not completed if government grants fail to materialize. CIP projects adversely affected by changes in the availability of grants may be postponed until the needed grant funds are acquired, the project is modified to reduce costs, or the project is funded using alternative means. Operating Budget - Pay-As-You-Go: 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 2009 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 patrol cars, and a technology replacement fund for desktop computers, servers, optical scanning equipment, and other related technology 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 asphalt repairs and sealcoating, 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 growth is looking for ways to more equitably distribute the cost of capital improvements based on usage levels and derived benefit. Forming New Utilities: Some cities form new utilities to finance and maintain infrastructure improvements, such as streetlights and storm sewers, or to generate new revenue sources for 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. 278 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Financing the CIP One advantage of usage-based rates is that some of the cost burden is redistributed from the lowend user (i.e., the residential sector) to the high-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. 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. 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. 279 Return to CIP TOC 2009-2018 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. Existing city facilities and equipment that were once considered state-of-the-art will require rehabilitation, renovation or upgrades to accommodate new uses and/or address safety and structural improvements. Older facilities usually involve higher maintenance and repair costs as well. Pay-as-you-go capital projects, grant-matching funds, a portion of the debt service 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 a detailed set of cost guidelines that is provided to all departments each year. These guidelines are updated annually in conjunction with the various departments that are experts on different types of operating costs. For instance, in FY 2008 the estimated operating cost for capital facilities were as follows: • $0.143/sq. ft. for building water usage; • $0.18/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 because it is not possible for the city to fund concurrently several large-scale projects that have significant operating budget impacts. Implementation timetables are established that stagger projects over time. Council reviews operating and maintenance costs associated with capital projects scheduled to come on-line in the upcoming fiscal year during the budget workshops it conducts each spring. 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 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 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 redevelopment of under-performing or under-used areas of the city, 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. 280 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN CIP Operating Impact The table below summarizes the projected cumulative impact of the CIP on the city’s operating budget for the upcoming four years, by category. Detailed operating cost estimates are included in the project detail section of the CIP. If applicable, each project contains an operating and maintenance description, as well as a projection for the operating costs for the first five years and a five-year aggregate estimate for the second five years for personnel, supplies, utilities, insurance, etc. Projects coming online in FY 2009 received operating and maintenance funding through the normal supplemental process. Operating Impact by CIP Project Type (All Dollars in Thousands) Project Type Water & Sewer Projects Transportation Sales Tax Projects All Other Transportation Projects (DIF, HURF & Streets) Park Projects Library Projects Public Safety Projects Landfill Sanitation Projects Economic Development Projects Other Projects TOTAL Operating Impact FY 09-10 FY 10-11 FY 11-12 FY 12-13 $716 $1,912 $3,700 $3,811 $484 $542 $825 $887 $86 $98 $101 $104 $404 $358 $371 $384 $0 $2,500 $2,575 $2,652 $4,706 $6,690 $6,891 $7,133 $130 $206 $212 $874 $2 $2 $2 $0 $426 $460 $585 $621 $6,954 $12,769 $15,262 $16,465 281 Return to CIP TOC 2009-2018 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 2009 CIP projects by major category type (does not include carryover). FY 2009 CIP Projects by Type Transportation 35% Water/Sewer 22% Flood Control Bonds 5% Economic Development 6% Other 9% Public Safety 20% Parks & Open Space 3% 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 an 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. 282 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Summary of ALL Capital Projects by Funding Type Fund # - Name Carryover FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 14-18 BOND CONSTRUCTION FUNDS 1980 - Street/Parking Bonds $4,056,003 $3,341,087 $1,451,017 $160,000 $0 $0 $136,610,714 2000 - Street Rev Bonds (HURF) $6,349,460 $8,786,338 $2,661,153 $0 $0 $0 $0 $541,638 $0 $0 $0 $0 $0 $109,704,880 $2,641,174 $6,510,000 $2,100,000 $0 $0 $0 $277,931,374 $0 $6,788,621 $5,588,457 $0 $0 $0 $13,315,819 2040 - Public Safety Construc $8,089,430 $48,476,512 $1,452,425 $3,182,215 $512,500 $2,703,540 $140,382,174 2080 - Gov't Facilities Construc $1,004,595 $1,122,757 $1,494,849 $622,581 $874,255 $0 $74,389,645 2130 - Cultural Facility Construc $179,112 $0 $0 $0 $0 $0 $41,122,777 2100 - Economic Dev Construc $498,703 $13,718,029 $9,226,000 $0 $6,000,549 $0 $91,007,231 1270 - G.F. Rev Obligations $581,416 $0 $0 $0 $0 $0 $0 $10,616,502 $11,327,888 $4,872,186 $2,673,598 $160,925 $160,925 $35,333,565 $34,558,033 $100,071,232 $28,846,087 $6,638,394 $7,548,229 $2,864,465 $919,798,179 2140 - Open Space/Trails Construc 2060 - Parks Construc 2160 - Library Construc 2180 - Flood Control Construc Sub-Total DIF FUNDS 1600 - DIF-Roadway Improvement $3,710,778 $1,170,000 $1,170,000 $1,170,000 $1,170,000 $1,170,000 $13,331,725 1520 - DIF-Citywide Open Spaces $33,128 $144,481 $90,631 $90,631 $90,631 $90,631 $409,048 $0 $0 $26,100 $0 $0 $0 $0 $1,287,270 $0 $0 $0 $0 $0 $0 1540 - DIF-Park Dev Zone 1 $385,743 $0 $18,100 $0 $0 $0 $0 1560 - DIF-Park Dev Zone 2 $166,167 $7,000 $11,000 $15,000 $15,000 $15,000 $0 1580 - DIF-Park Dev Zone 3 $6,906 $11,000 $8,000 $19,000 $21,000 $37,000 $0 $2,447,122 $240,000 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $3,094,859 $38,098 $57,000 $76,000 $76,000 $76,000 $381,000 1440 - DIF-Police Dept Facilities $306,320 $0 $0 $0 $0 $0 $0 1420 - DIF-Fire Protection Facility $717,590 $0 $0 $0 $0 $0 $0 $0 $558,144 $549,072 $0 $0 $0 $0 $12,255,883 $2,168,723 $1,929,903 $1,370,631 $1,372,631 $1,388,631 $14,121,773 1460 - DIF-Citywide Parks 1480 - DIF-Citywide Rec Facility 1380 - DIF-Library Buildings 1400 - DIF-Library Books 1500 - DIF-Libraries 1620 - DIF-General Gov't Sub-Total 283 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Summary of ALL Capital Projects by Funding Type Fund # - Name Carryover FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 14-18 $9,930,489 $2,347,411 $12,010,394 $16,719,710 $22,000,000 $25,150,000 $5,362,725 2400 - Water $14,898,266 $38,492,930 $46,063,860 $29,368,127 $9,459,901 $24,369,868 $190,429,163 2420 - Sewer $20,534,946 $11,190,330 $13,416,256 $20,319,207 $21,530,673 $2,967,892 $63,854,981 2210 - Transportation Construc $33,328,861 $71,592,438 $35,128,729 $42,298,460 $42,033,700 $22,098,013 $117,999,963 1650 - Transportation Grants $13,659,584 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $0 $0 $0 $0 $0 $0 $1,519,685 $669,734 $2,089,810 $2,917,245 $2,196,656 $2,179,590 $3,142,854 $21,925,281 $1,989,723 $6,575,871 $4,934,950 $1,356,390 $0 $8,034,692 $15,295,577 $11 $785,558 $9,735,253 $11,815,997 $0 $243,750 $0 1840 - Other State & Local Grants $3,421,618 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 1000 - General Fund $4,728,245 $1,133,646 $902,858 $1,252,858 $1,252,858 $1,152,858 $4,150,924 1740 - Civic Center $0 $100,000 $100,000 $1,373,631 $2,248,200 $100,000 $17,622,000 2150 - Technology Infrastructure $0 $866,935 $985,200 $636,000 $655,000 $165,000 $22,643,996 1220 - Arts Commission $0 $500,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 Sub-Total $103,161,477 $139,674,929 $130,544,745 $131,687,036 $105,709,922 $91,774,927 $482,554,295 Grand Total $149,975,393 $241,914,884 $161,320,735 $139,696,061 $114,630,782 $96,028,023 $1,416,474,247 ENTERPRISE/OTHER FUNDS 2360 - Water & Sewer 1340 - Streets 2480 - Sanitation 2440 - Landfill 2120 - Airport Capital Projects 284 Return to CIP TOC Youth Sports Complex BOND CONSTRUCTION FUNDS STREET/PARKING BONDS STREET REVENUE BONDS (HURF) OPEN SPACE/TRAILS CONSTRUCTION PARKS CONSTRUCTION LIBRARY CONSTRUCTION PUBLIC SAFETY CONSTRUCTION GOV’T FACILITIES CONSTRUCTION CULTURAL FACILITY CONSTRUCTION ECONOMIC DEV CONSTRUCTION GENERAL FUND REVENUE OBLIGATIONS FLOOD CONTROL CONSTRUCTION Splash pad at Western Area Park Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Transportation - Construction Funds TRANSPORTATION This category includes projects that are funded with street construction bonds and HURF monies. The street construction bonds are subject to the 20% of assessed valuation limits and are paid off using secondary property tax revenues. 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. Street improvements along 67th Avenue from Camelback to Grand Avenue will include the underground conversion of utilities, curb, gutter, sidewalk and landscaping. The Petition Lighting Program project will allow additional street lighting to be added to areas that are deemed to be inadequate. 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 Avenue and street improvements on 67th Avenue from Peoria to Arizona Canal Diversion Channel (ACDC). Project Name: Downtown Parking Structure Funding Source: G.O. Bond Fund #: 1980 Project #: 68113 285 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Street/Parking Bonds (1980) Category: 20% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $8,613,491 $1,249,335 $463,486 $319,244 $331,455 $345,542 Total Beginning Balance: 8,613,491 1,249,335 463,486 319,244 331,455 345,542 0 628,000 0 0 0 136,610,000 40,000 43,727 18,539 14,366 16,573 86,386 40,000 671,727 18,539 14,366 16,573 136,696,386 Advisor Fees 7,066 6,559 2,781 2,155 2,486 12,958 Total Operating Expenses: 7,066 6,559 2,781 2,155 2,486 12,958 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding 209,362 160,000 160,000 160,000 0 0 1,120,000 0 0 0 0 0 0 8,991,986 68104 Street Beautification 1,171,789 0 1,291,017 0 0 0 6,409,952 68113 Downtown Parking Structure 2,674,852 0 0 0 0 0 0 68116 Camelback Imp's-67th to 99th 0 0 0 0 0 0 3,226,700 68117 *67th Ave. Camelback to Grand 0 3,181,087 0 0 0 0 0 T1210 Orangewood 99th to Glendale 0 0 0 0 0 0 18,849,767 T1230 New River Bridge at Maryland 0 0 0 0 0 0 54,401,846 T1231 *Downtown Parking Structure 0 0 0 0 0 0 22,107,500 T1232 *95th Ave. Camelbk to BH Rd. 0 0 0 0 0 0 16,108,900 T1233 *Glendale Ave; 99th to Litchfld 0 0 0 0 0 0 5,394,063 3,341,087 1,451,017 160,000 0 0 136,610,714 $463,486 $319,244 $331,455 $345,542 $418,256 68102 Petition Lighting Program 68103 Street Scallop Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 4,056,003 7,397,090 $1,249,335 * New Project 286 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Street/Parking Bonds (1980) Category: 20% Project: 68102 - Petition Lighting Program Project Description: Capital Costs: Construction Finance Charges Engineering Charges Operating Description: General Obligation Bonds This project installs additional street lighting in areas that have been determined to be inadequate. Infill street lighting requests are initiated by residents and requires approval of affected residents. This is an annual ongoing project. Carryover 2009 2010 2011 2012 2013 2014-2018 $192,957 $150,813 $150,813 $150,813 $0 $0 $1,055,689 $3,254 $11,038 $2,250 $2,250 $2,250 $0 $0 $15,750 $5,429 $5,429 $5,429 $0 $0 $38,004 $2,113 $1,508 $1,508 $1,508 $0 $0 $10,557 $209,362 $160,000 $160,000 $160,000 $0 $0 $1,120,000 Arts TOTAL Funding Source: O and M costs are for electricity and maintenance of new street lighting in that year. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $3,990 $4,110 $4,233 $4,360 $23,842 Equip. Maint. $0 $1,260 $1,298 $1,337 $1,377 $7,529 $0 $5,250 $5,408 $5,570 $5,737 $31,371 TOTAL Project: 68103 - Street Scallop Project Description: Capital Costs: 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 Dept. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $0 $0 $0 $0 $8,567,000 Finance Charges $0 $0 $0 $0 $0 $0 $219,316 Engineering Charges $0 $0 $0 $0 $0 $0 $120,000 Arts $0 $0 $0 $0 $0 $0 $85,670 $0 $0 $0 $0 $0 $0 $8,991,986 TOTAL Operating Description: No O and M needed at this time, O and M will be determined when the project is closer to construction * New Project 287 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Street/Parking Bonds (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, city-wide, along the arterial street system. Capital Costs: Carryover Construction 2009 2010 2011 2012 2013 2014-2018 $1,111,153 $0 $1,230,000 $0 $0 $0 $6,107,000 Finance Charges $31,107 $0 $31,488 $0 $0 $0 $156,340 Engineering Charges $17,229 $0 $17,229 $0 $0 $0 $85,542 Arts $12,300 $0 $12,300 $0 $0 $0 $61,070 $1,171,789 $0 $1,291,017 $0 $0 $0 $6,409,952 TOTAL Operating Description: O and M based upon standard formula for water and maintenance for 307,500 sq ft of landscaped area. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Landscape $0 $27,675 $28,505 $29,360 $30,241 $165,371 Water $0 $13,838 $14,253 $14,681 $15,121 $82,689 $0 $41,513 $42,758 $44,041 $45,362 $248,060 TOTAL Project: 68113 - Downtown Parking Structure Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of mixed-use parking structure at the Bank of America site - one level below grade and four above grade, approximately 600 spaces, and 11,000 sq. ft of retail/office component. Design & implement master plan for downtown parking structures. Promote redevelopment consistent with the City Center Master Plan. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $193,562 $0 $0 $0 $0 $0 $0 Design $236,964 $0 $0 $0 $0 $0 $0 $1,505,521 $0 $0 $0 $0 $0 $0 $258,755 $0 $0 $0 $0 $0 $0 Engineering Charges $24,500 $0 $0 $0 $0 $0 $0 Arts $24,226 $0 $0 $0 $0 $0 $0 $431,324 $0 $0 $0 $0 $0 $0 $2,674,852 $0 $0 $0 $0 $0 $0 Construction Finance Charges Contingency TOTAL Operating Description: No additional O and M needed at this time. * New Project 288 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Street/Parking Bonds (1980) Category: 20% Project: 68116 - Camelback Imp's-67th to 99th Project Description: Capital Costs: Funding Source: General Obligation Bonds Complete street improvements on Camelback Road between 67th and 99th Avenues. Work will include curb, gutter, sidewalk, streetlights and landscaping. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $2,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $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 and M needed at this time. Project: 68117 - *67th Ave. Camelback to Grand Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct street improvements on 67th Avenue from Camelback to Grand Avenue. Project includes underground conversion of utilities, curb, gutter, sidewalk and landscaping. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction Finance Charges $0 $0 $3,000,000 $0 $0 $0 $0 $0 $77,587 $0 $0 $0 $0 $0 Engineering Charges $0 $73,500 $0 $0 $0 $0 $0 Arts $0 $30,000 $0 $0 $0 $0 $0 $0 $3,181,087 $0 $0 $0 $0 $0 TOTAL Operating Description: No O and M needed 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 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 $10,537,200 Design $0 $0 $0 $0 $0 $0 $2,151,025 Construction $0 $0 $0 $0 $0 $0 $4,239,254 Finance Charges $0 $0 $0 $0 $0 $0 $459,750 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts Contingency $0 $0 $0 $0 $0 $0 $42,393 $0 $0 $0 $0 $0 $0 $1,327,645 $0 $0 $0 $0 $0 $0 $18,849,767 TOTAL Operating Description: No O and M needed at this time. * New Project 289 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Street/Parking Bonds (1980) Category: 20% 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 bridge will provide a connection between the east side of the airport and the Sports and Entertainment Center across Maryland Avenue. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 $25,757,040 Design Construction $0 $0 $0 $0 $0 $0 $0 $10,565,270 $0 $0 $0 $0 $0 $12,662,125 Finance Charges $0 $0 $0 $0 $0 $0 $1,326,874 Engineering Charges $0 $0 $0 $0 $0 $0 $122,000 Arts $0 $0 $0 $0 $0 $0 $126,621 Contingency $0 $0 $0 $0 $0 $0 $3,841,916 $0 $0 $0 $0 $0 $0 $54,401,846 TOTAL Operating Description: No O and M needed at this time. Project: T1231 - *Downtown Parking Structure Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of an additional parking structure within the downtown area, one level below grade and four above grade with approx. 600 spaces. Design & implement master plan for downtown parking structures. Promote redevelopment consistent with the City Center Master Plan. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 $15,000,000 Design $0 $0 $0 $0 $0 $0 $1,500,000 Construction $0 $0 $0 $0 $0 $0 $4,000,000 Finance Charges Engineering Charges $0 $0 $0 $0 $0 $0 $0 $475,000 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $40,000 Contingency $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $22,107,500 TOTAL Operating Description: O and 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. Reflects estimated O and M costs to continue maintaining the garage (without consideration of any retail revenue component). Estimated staffing needs include a building maintenance worker and a custodian. A fully-equipped truck, building maintenance supplies and line supplies. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,170,910 $451,149 Utilities $0 $0 $0 $0 $0 $808,733 Bldg. Maint. $0 $0 $0 $0 $0 $43,023 Equip. Maint. $0 $0 $0 $0 $0 $113,534 Electrical $0 $0 $0 $0 $0 $785,178 PC/Vehicle Replacement $0 $0 $0 $0 $0 $29,878 $0 $0 $0 $0 $0 $3,402,405 Staffing TOTAL * New Project 290 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Street/Parking Bonds (1980) Category: 20% Project: T1232 - *95th Ave. Camelbk to BH Rd. Project Description: Capital Costs: Funding Source: General Obligation Bonds This project is to acquire right-of-way, move utilities, design and construct a five-lane roadway, with curb, gutter, sidewalk, landscaping, street lighting and underground overhead utilities from Camelback Road north to Bethany Home Road. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 Design Construction $0 $0 $0 $0 $0 $0 $0 $2,100,000 $0 $0 $0 $0 $0 $10,100,000 Finance Charges $0 $0 $0 $0 $0 $0 $392,900 Engineering Charges $0 $0 $0 $0 $0 $0 $115,000 Arts $0 $0 $0 $0 $0 $0 $101,000 Contingency $0 $0 $0 $0 $0 $0 $800,000 $0 $0 $0 $0 $0 $0 $16,108,900 TOTAL Operating Description: No O and M needed at this time. Project: T1233 - *Glendale Ave; 99th to Litchfld Project Description: Capital Costs: $2,500,000 Funding Source: General Obligation Bonds Complete street improvements in Glendale Avenue - 99th Avenue to Litchfield Road. Improvements include the construction of curb, gutter, sidewalk and appurtenances. To be used as infill as the properties develop. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $4,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $131,563 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $45,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $125,000 $0 $0 $0 $0 $0 $0 $5,394,063 TOTAL Operating Description: No O and M needed at this time. * New Project 291 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Street Revenue Bonds (HURF) (2000) Category: HURF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $8,505,360 $2,795,021 $217,020 $224,399 $232,982 $242,884 Total Beginning Balance: 8,505,360 2,795,021 217,020 224,399 232,982 242,884 30,489 97,826 8,681 10,098 11,649 60,721 9,401,000 0 0 0 0 0 9,431,489 97,826 8,681 10,098 11,649 60,721 Advisor Fees 6,030 14,674 1,302 1,515 1,747 9,108 Total Operating Expenses: 6,030 14,674 1,302 1,515 1,747 9,108 Revenue Investment Income Revenue Bond Proceeds Total Revenue: Operating Expenses Project Expenses Carryover New Funding 68900 67th Ave/Cactus to ACDC 1,583,714 2,207,099 0 0 0 0 0 68909 67th Ave-Camelback to Grand 4,765,746 0 0 0 0 0 0 68912 83rd Ave-Glendale to Northern 0 108,722 2,661,153 0 0 0 0 68913 99th Widening-Camelbck-Northrn 0 6,470,517 0 0 0 0 0 6,349,460 8,786,338 2,661,153 0 0 0 0 $217,020 $224,399 $232,982 $242,884 $294,497 Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 15,135,798 $2,795,021 * New Project 292 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Street Revenue Bonds (HURF) (2000) Category: HURF Project: 68900 - 67th Ave/Cactus to ACDC Project Description: Capital Costs: 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 2009 2010 2011 2012 2013 2014-2018 Land $100,000 $0 $0 $0 $0 $0 $0 Design $308,802 $150,000 $0 $0 $0 $0 $0 $1,040,813 $0 $0 $0 $0 $0 $0 Finance Charges $58,356 $53,832 $0 $0 $0 $0 $0 Engineering Charges $55,743 $3,267 $0 $0 $0 $0 $0 Arts $20,000 $0 $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $1,583,714 $2,207,099 $0 $0 $0 $0 $0 Construction Contingency TOTAL Operating Description: O and M grounds costs are for landscape maintenance at .17/sq ft. Utility and equipment maintenance costs are for power and electricity for approximately 40 street lights. Operating Costs: 2009 Utilities Landscape TOTAL 2010 2011 2013 2014-2018 $0 $0 $5,000 $2,000 $5,150 $2,060 $5,305 $2,122 $5,464 $2,185 $29,877 $11,951 $0 $7,000 $7,210 $7,427 $7,649 $41,828 Project: 68909 - 67th Ave-Camelback to Grand Project Description: 2012 HURF Bonds Funding Source: Construct street improvements on 67th Avenue from Camelback to Grand Avenue The Transportation Sales Tax will fund the design and construction of 67th Avenue at Camelback & Glendale Ave. Capital Costs: Carryover Construction Finance Charges $4,726,963 $11,444 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $17,464 $0 $0 $0 $0 $0 $0 $9,875 $0 $0 $0 $0 $0 $0 $4,765,746 $0 $0 $0 $0 $0 $0 Engineering Charges Arts TOTAL Operating Description: 2009 2010 2011 No additional O and M needed at this time. * New Project 293 Return to CIP TOC 2012 2013 2014-2018 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Street Revenue Bonds (HURF) (2000) Category: HURF Project: 68912 - 83rd Ave-Glendale to Northern Project Description: Capital Costs: HURF Bonds Funding Source: Complete street improvements on 83rd Avenue from Glendale to Northern. Improvements include curb, gutter, sidewalk, streetlights and landscaping. Carryover 2009 2010 2011 2012 2013 2014-2018 $100,000 $150,000 $0 $0 $0 $0 Design $0 Construction $0 $0 $2,100,000 $0 $0 $0 $0 Finance Charges $0 $6,382 $60,493 $0 $0 $0 $0 Engineering Charges $0 $2,340 $52,660 $0 $0 $0 $0 Arts $0 $0 $21,000 $0 $0 $0 $0 Contingency $0 $0 $277,000 $0 $0 $0 $0 $0 $108,722 $2,661,153 $0 $0 $0 $0 TOTAL Operating Description: O and M costs are for landscape maintenance. Utilities and equipment maintenance costs are for power and electricity for approximately 20 street lights ($125 ea/year). Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $2,575 $2,652 $2,732 $14,939 Landscape $0 $0 $6,474 $6,668 $6,868 $37,558 $0 $0 $9,049 $9,320 $9,600 $52,497 TOTAL Project: 68913 - 99th Widening-Camelbck-Northrn Project Description: Capital Costs: HURF Bonds Funding Source: Complete street improvements on 99th Avenue from Camelback to Northern as infill as the property develops. Improvements include curb, gutter, sidewalk, streetlights, landscaping and a bridge widening over Grand Canal. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $700,000 $0 $0 $0 $0 $0 Construction Finance Charges $0 $0 $3,500,000 $0 $0 $0 $0 $0 $157,817 $0 $0 $0 $0 $0 Engineering Charges $0 $77,700 $0 $0 $0 $0 $0 Arts $0 $35,000 $0 $0 $0 $0 $0 Contingency $0 $2,000,000 $0 $0 $0 $0 $0 $0 $6,470,517 $0 $0 $0 $0 $0 TOTAL Operating Description: Estimated 132 street lights ($125 ea/yr). Landscaping will be maintained by the commercial development adjacent to the roadway. Operating Costs: Utilities TOTAL 2009 2010 2011 2012 2013 $0 $16,500 $16,995 $17,505 $18,030 $98,595 $0 $16,500 $16,995 $17,505 $18,030 $98,595 * New Project 294 Return to CIP TOC 2014-2018 2009-2018 CAPITAL IMPROVEMENT PLAN Open Space and Trails - Construction Fund OPEN SPACE AND TRAILS This category enables the city to acquire land for the preservation of open space and to construct multi-use trails and linear parks. FY 2009 includes carryover funds for the continuation of phase II of Thunderbird Paseo improvements. Examples of the work to be completed include landscape, signage and trail improvements, and replacement of equipment located in the linear park. Project Name: Thunderbird Paseo Park Development Funding Source: G.O. Bond Fund #: 2140 Project #: 70000 Picture Note: Map of City of Glendale Trails Visit: www.glendaleaz.com/ParksandRecreation/trails/ 295 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Open Space/Trails Construction (2140) Category: 20% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $1,067,211 $541,460 $557,568 $576,526 $598,578 $624,018 Total Beginning Balance: 1,067,211 541,460 557,568 576,526 598,578 624,018 0 0 0 0 0 109,159,000 15,887 18,951 22,303 25,944 29,929 156,004 15,887 18,951 22,303 25,944 29,929 109,315,004 Advisor Fees 0 2,843 3,345 3,892 4,489 23,401 Total Operating Expenses: 0 2,843 3,345 3,892 4,489 23,401 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding 541,638 0 0 0 0 0 1,903,246 70002 Grand Canal Linear/Reg. Dev. 0 0 0 0 0 0 8,295,403 70003 City-Wide Trails System 0 0 0 0 0 0 26,353,203 70005 West Valley Multi-Model Corrid 0 0 0 0 0 0 2,368,847 T1600 Multi-Use Bridge at 51st Ave. 0 0 0 0 0 0 495,360 T1610 WARP - Trail System 0 0 0 0 0 0 6,800,050 T1620 Land Acquisition 0 0 0 0 0 0 57,489,021 T1630 Thunderbird Park Improvements 0 0 0 0 0 0 5,632,350 T1761 *New River Bike Trail 0 0 0 0 0 0 367,400 541,638 0 0 0 0 0 109,704,880 $557,568 $576,526 $598,578 $624,018 $210,741 70000 Thunderbird Paseo Park Develop Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 541,638 $541,460 * New Project 296 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails Construction (2140) Category: 20% Project: 70000 - Thunderbird Paseo Park Develop Project Description: Capital Costs: Funding Source: General Obligation Bonds Park improvements and renovations that include tree replacement and additions, improvements to landscaping, signage, trail asphalt and pedestrian/equestrian bridges and replacement of equipment located in the linear park. Carryover 2009 2010 2011 2012 2013 2014-2018 $541,638 $0 $0 $0 $0 $0 $380,435 Construction $0 $0 $0 $0 $0 $0 $1,086,956 Finance Charges $0 $0 $0 $0 $0 $0 $40,630 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $10,870 Equipment $0 $0 $0 $0 $0 $0 $90,217 Contingency $0 $0 $0 $0 $0 $0 $251,138 $541,638 $0 $0 $0 $0 $0 $1,903,246 Design TOTAL Operating Description: O and M expenses would vary based upon the specific type of future landscape improvements that are implemented. Staffing of two PT (15 hour per week) assistance. Supplies/contracts for 50 acres. Landscape reflects cleaning/maintaining three ramadas. Water for restroom. Refuse estimated at $3,864 per year. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $85,626 Supplies/Contr $0 $0 $0 $0 $0 $176,765 Bldg. Maint. Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $97,826 $81,521 Insurance $0 $0 $0 $0 $0 $2,947 Landscape $0 $0 $0 $0 $0 $69,870 Water $0 $0 $0 $0 $0 $333 Refuse $0 $0 $0 $0 $0 $19,320 $0 $0 $0 $0 $0 $534,208 TOTAL * New Project 297 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails Construction (2140) Category: 20% Project: 70002 - Grand Canal Linear/Reg. Dev. Project Description: Capital Costs: Funding Source: General Obligation Bonds Design, development and enhancement of the Grand Canal Linear Park and trail from 75th Avenue to New River and New River to Northern Avenue. Improvements include enhanced trail segments and amenities to meet the growing demand for multi-use pathways. Past development project along the Grand Canal included a partnership with the Flood Control District of Maricopa County (FCDMC). FY 2009 and FY 2010, funds will be used to develop and enhance neighborhood park nodes and community park nodes along the Grand Canal Linear Park's multi-use trail. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $1,901,621 Construction Finance Charges $0 $0 $0 $0 $0 $0 $5,433,202 $0 $0 $0 $0 $0 $0 $202,183 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $54,332 Equipment $0 $0 $0 $0 $0 $0 $68,245 Contingency $0 $0 $0 $0 $0 $0 $543,320 $0 $0 $0 $0 $0 $0 $8,295,403 TOTAL Operating Description: O and M includes supplies/contracts and water for park without restroom using potable for 20 acres. Building maintenance includes electricity maintenance of 50 low-level security lights along the trail system. Landscape maintenance and landscape water for 871,200 sq ft of space (area of trail system). Cleaning/maintenance of three ramadas. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 Bldg. Maint. $0 $0 $0 $0 $0 $27,081 Landscape $0 $0 $0 $0 $0 $797,729 $0 $0 $0 $0 $0 $7,429 $0 $0 $0 $0 $0 $906,219 Water TOTAL * New Project 298 Return to CIP TOC $73,980 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails Construction (2140) Category: 20% Project: 70003 - City-Wide Trails System Project Description: Capital Costs: Funding Source: General Obligation Bonds Implementation of Open Space and Trails 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. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $5,696,250 Construction $0 $0 $0 $0 $0 $0 $16,275,000 Finance Charges $0 $0 $0 $0 $0 $0 $640,828 Engineering Charges $0 $0 $0 $0 $0 $0 $122,000 Arts $0 $0 $0 $0 $0 $0 $162,750 Equipment $0 $0 $0 $0 $0 $0 $19,001 Contingency $0 $0 $0 $0 $0 $0 $3,437,374 $0 $0 $0 $0 $0 $0 $26,353,203 TOTAL Operating Description: Specific scope will determine the additional O and M 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 and 150 walkway lights at $125 each. Utilities, supplies/contracts, landscape maintenance and landscape water for 50 acres of space. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $169,444 Utilities $0 $0 $0 $0 $0 $336,329 Bldg. Maint. $0 $0 $0 $0 $0 $93,750 PC/Vehicle Replacement $0 $0 $0 $0 $0 $7,125 Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $38,758 $103,355 $0 $0 $0 $0 $0 $748,761 Water TOTAL * New Project 299 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails Construction (2140) Category: 20% Project: 70005 - West Valley Multi-Model 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 M.A.G. 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $540,555 Construction $0 $0 $0 $0 $0 $0 $1,544,414 Finance Charges $0 $0 $0 $0 $0 $0 $58,993 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $15,444 Contingency $0 $0 $0 $0 $0 $0 $154,441 $0 $0 $0 $0 $0 $0 $2,368,847 TOTAL Operating Description: O and M includes supplies/contracts, landscape maintenance and landscape water for 435,600 sq ft of landscape. Water includes park without restroom (three drinking fountains). Building maintenance costs include 34 low-level security lights for rest nodes and trail at $75 each and $13 per lamp for bulb replacement. Cleaning/maintenance of three ramadas. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 Bldg. Maint. $0 $0 $0 $0 $0 $18,415 Landscape $0 $0 $0 $0 $0 $435,793 Water $0 $0 $0 $0 $0 $1,114 $0 $0 $0 $0 $0 $492,312 TOTAL * New Project 300 Return to CIP TOC $36,990 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails Construction (2140) Category: 20% Project: T1600 - Multi-Use Bridge at 51st Ave. Project Description: Capital Costs: Funding Source: General Obligation Bonds Pedestrian, bicycle and equestrian bridge to cross AZ Canal on the south side of Thunderbird Paseo Linear Park and west of 51st Avenue and south of Cactus Avenue to link neighborhood Thunderbird Paseo Linear Park & Regional Sun Circle Trail. The bridge will be about 70 ft. long and 12 ft. wide, and includes free standing, dusk to dawn light poles at each end. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $102,972 Construction $0 $0 $0 $0 $0 $0 $294,206 Finance Charges $0 $0 $0 $0 $0 $0 $11,166 Engineering Charges $0 $0 $0 $0 $0 $0 $19,462 Arts $0 $0 $0 $0 $0 $0 $2,942 Contingency $0 $0 $0 $0 $0 $0 $64,612 $0 $0 $0 $0 $0 $0 $495,360 TOTAL Operating Description: O and M includes supplies/contract to clean, inspect and make needed repairs to the bridge on an annual basis. Equipment maintenance is electricity for bridge lighting at $125 for each pole. Building maintenance for 840 sq ft bridge surface area. Landscape maintenance for about 1,000 sq ft at each end of the bridge. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $23,256 Bldg. Maint. $0 $0 $0 $0 $0 $6,289 Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,494 $1,077 $0 $0 $0 $0 $0 $32,116 Landscape TOTAL Project: T1610 - WARP - Trail System Project Description: Capital Costs: Funding Source: 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. Develop an ADA accessible concrete trail, ramadas, landscape, irrigation, drinking fountain, picnic tables, park benches and small rest nodes that service parks users as well as Grand Canal Linear Park and trail users. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $1,467,688 Construction $0 $0 $0 $0 $0 $0 $4,193,396 Finance Charges $0 $0 $0 $0 $0 $0 $165,854 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $41,934 Contingency Miscellaneous/Other $0 $0 $0 $0 $0 $0 $0 $419,339 $0 $0 $0 $0 $0 $419,339 $0 $0 $0 $0 $0 $0 $6,800,050 TOTAL Operating Description: O and M included in the Western Area Regional Park (2060-70532) operation and maintenance. * New Project 301 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails Construction (2140) Category: 20% Project: T1620 - Land Acquisition Project Description: Capital Costs: Funding Source: General Obligation Bonds Following the Parks and Recreation 10-year Master Plan, acquire property that is needed for future parks, open space and trailheads in various locations that are identified throughout the City. The goal is to acquire approximately 200 acres as identified in the Parks and Recreation Master Plan. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 $56,086,850 Finance Charges $0 $0 $0 $0 $0 $0 $1,402,171 $0 $0 $0 $0 $0 $0 $57,489,021 TOTAL Operating Description: O and M includes landscape maintenance and water for dust and weed control for an estimated 200 acres. Operating Costs: 2009 Landscape TOTAL 2010 2011 Capital Costs: 2013 2014-2018 $0 $0 $0 $0 $0 $1,001,880 $0 $0 $0 $0 $0 $1,001,880 Project: T1630 - Thunderbird Park Improvements Project Description: 2012 Funding Source: General Obligation Bonds Implementation of improvements to the park as identified in the 2006 Thunderbird Conservation Park Master Plan. Items to be addressed include park improvements such as restrooms, drinking water access, restoration of the wildlife habitat corridor, continued revegetation of open space, ranger/park information building, ramada & picnic area improvements, disabled accessibility, trail restoration and signage. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $1,141,304 Construction $0 $0 $0 $0 $0 $0 $3,260,869 Finance Charges $0 $0 $0 $0 $0 $0 $137,374 Engineering Charges $0 Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $81,440 $32,609 Equipment $0 $0 $0 $0 $0 $0 $19,565 Contingency $0 $0 $0 $0 $0 $0 $959,189 $0 $0 $0 $0 $0 $0 $5,632,350 TOTAL Operating Description: O and M includes supplies/contracts for 5 acres and cleaning/maintenance of 23 ramadas. Building maintenance and utilities for 2,000 sq ft of space. Utilities for 10 light poles at $125 each. Refuse at 3,864 per year. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $475,025 Utilities $0 $0 $0 $0 $0 $17,500 Bldg. Maint. $0 $0 $0 $0 $0 $76,086 Equip. Maint. $0 $0 $0 $0 $0 $10,000 PC/Vehicle Replacement $0 $0 $0 $0 $0 $5,000 Landscape $0 $0 $0 $0 $0 $187,057 Refuse $0 $0 $0 $0 $0 $19,320 $0 $0 $0 $0 $0 $789,988 TOTAL * New Project 302 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails Construction (2140) Category: 20% Project: T1761 - *New River Bike Trail Project Description: Capital Costs: Funding Source: General Obligation Bonds 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 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $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: $50,000 O and M associated with 7 ft of landscaped area along a 12,200 linear foot multi-use pathway. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $0 $0 $14,192 Landscape $0 $0 $0 $0 $0 $28,383 $0 $0 $0 $0 $0 $42,575 TOTAL * New Project 303 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Parks – Construction Fund PARKS Park projects are traditionally funded by a combination of park G.O. bonds and development impact fees. Park projects in the first five years of the plan focus on the redevelopment of existing park facilities. Examples of this work include renovation, replacement or expansion of ramada areas, shade structures, playground facilities, sports courts and ball fields, turf and landscaping, irrigation systems, security lighting and landscaping. New park and recreation facilities present operating and maintenance costs at a time when ongoing revenue streams will be needed for the new courthouse and the west area library. Therefore, new park and recreation facilities were deferred to the last five years of the plan. Project Name: Western Area Regional Park Funding Source: G.O. Bond Fund #: 2060 Project #: 70532 Picture Note: Completed X-Court at the Western Area Park (above); rendering of completed park (right) 304 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Parks Construction (2060) Category: 20% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $8,239,462 $3,514,431 $1,518,985 $1,570,630 $1,630,706 $1,700,011 Total Beginning Balance: 8,239,462 3,514,431 1,518,985 1,570,630 1,630,706 1,700,011 4,434,000 0 0 0 0 277,931,000 0 123,005 60,759 70,678 81,535 425,003 4,434,000 123,005 60,759 70,678 81,535 278,356,003 Advisor Fees 7,857 18,451 9,114 10,602 12,230 63,750 Total Operating Expenses: 7,857 18,451 9,114 10,602 12,230 63,750 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding 1,598,856 0 1,600,000 0 0 0 18,409,600 70502 71st & Orangewood Soccer Cmplx 0 0 0 0 0 0 4,481,557 70503 Rose Lane Rec. Center Developm 0 0 0 0 0 0 14,894,120 70504 Foothills Rec & Aquatics Ctr 0 0 0 0 0 0 1,413,707 70506 63rd & Northern Park Dev. 0 0 0 0 0 0 2,228,790 70507 Rose Lane Pool Construction 0 0 0 0 0 0 1,360,912 70508 Murphy Park Improvements 0 0 0 0 0 0 1,092,464 70509 Manistee Ranch Development 0 0 0 0 0 0 173,487 95,768 250,000 250,000 0 0 0 7,940,126 0 0 0 0 0 0 14,444,261 228,169 250,000 250,000 0 0 0 7,279,930 70513 Bonsall Park Improvements 0 0 0 0 0 0 2,081,218 70514 O'Neil Center Expansion 0 0 0 0 0 0 4,687,510 2,128 278,241 0 0 0 0 3,030,327 70516 GCC Community Pool Rest. 0 0 0 0 0 0 591,106 70517 Apollo-Cardinal Pool Restore 0 0 0 0 0 0 505,570 70519 O'Neil Pool Restoration 0 0 0 0 0 0 505,570 70520 Sahuaro Ranch Park Improv. 0 2,406,076 0 0 0 0 1,873,704 70521 Indoor Multi-Sport/Aquatics 0 0 0 0 0 0 72,106,475 70500 Parks Redevelopment 70510 Park Enhancements 70511 Land Acquisition 70512 Facilities Renovation 70515 T-Bird Park Improvements * New Project 305 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Parks Construction (2060) Category: 20% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 70522 Outdoor Multi-Sport Complex 0 0 0 0 0 0 32,283,220 70523 79th/Orangewood 0 0 0 0 0 0 981,588 70525 Barnyard Additions 153,292 325,683 0 0 0 0 0 70526 Soccer Lights 532,424 0 0 0 0 0 3,050,978 70527 West Area Pool 0 0 0 0 0 0 10,978,072 70528 Family Recreation Center-West 0 0 0 0 0 0 33,131,075 70529 Zero Depth Aquatic Features 0 0 0 0 0 0 1,736,109 70531 Sahuaro Ranch Visitor Ctr. 0 0 0 0 0 0 1,355,099 18,789 3,000,000 0 0 0 0 13,283,852 70533 Parks Maint. Bldg - North 0 0 0 0 0 0 3,168,478 70534 Parks Maint. Bldg - West 0 0 0 0 0 0 2,235,077 70535 Paseo Raquet Center Park 0 0 0 0 0 0 3,616,136 11,748 0 0 0 0 0 0 T1710 Adult Center Expansion 0 0 0 0 0 0 12,506,744 T1711 *Cactus Pool Restoration 0 0 0 0 0 0 504,512 2,641,174 6,510,000 2,100,000 0 0 0 277,931,374 $1,518,985 $1,570,630 $1,630,706 $1,700,011 $2,060,890 70532 Western Area Regional Park 70540 Grounds & Facilities Imprvmnts Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 9,151,174 $3,514,431 * New Project 306 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70500 - Parks Redevelopment Project Description: Capital Costs: Finance Charges Carryover Contingency Miscellaneous/Other TOTAL Operating Description: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $371,958 $0 $0 $0 $2,115,600 $1,408,386 $0 $1,062,738 $0 $0 $0 $14,104,000 $29,152 $0 $39,509 $0 $0 $0 $449,006 $9,208 $0 $9,346 $0 $0 $0 $105,654 $13,993 $0 $10,627 $0 $0 $0 $141,040 $112,838 $0 $105,822 $0 $0 $0 $1,494,300 $25,279 $0 $0 $0 $0 $0 $0 $1,598,856 $0 $1,600,000 $0 $0 $0 $18,409,600 Engineering Charges Arts General Obligation Bonds Department 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, ball fields, security lighting and landscaping. Design Construction Funding Source: O and M includes supplies/contracts for renovation of 20 acres of which 7 acres include new improvements. Building maintenance may include the addition of two volleyball courts and two basketball courts, including the O and M of court lighting at $750 per court and $133 per court for lamp replacement. Other building maintenace costs will be the addition of eight low level security lights per park. Landscape maintenance and landscape water for 7 acres of landscape. Cleaning/maintenance of four ramadas. Renovation of 20 acres of land. Water for four additional drinking fountains. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $4,207 $4,333 $4,463 $4,597 Bldg. Maint. $0 $7,052 $7,264 $7,481 $7,706 $43,403 Landscape $0 $57,164 $58,879 $60,645 $62,465 $351,832 Water $0 $222 $229 $236 $243 $1,366 $0 $68,645 $70,705 $72,825 $75,011 $422,494 TOTAL * New Project 307 Return to CIP TOC $25,893 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70502 - 71st & Orangewood Soccer Cmplx Project Description: Capital Costs: Funding Source: General Obligation Bonds Phase III development of the 40+ acre multi-use field complex and community park at 71st Avenue and Orangewood. This phase includes installation of lighted multi-use fields, bleachers, restroom, control building and other park amenities. Once completed, the multi-use complex will feature soccer/football fields, sports lights, restroom, playground, picnic facility, parking and sport courts w/lights. Phase II is proposed in 2009-10 from DIF Citywide Parks (1460-72500) and DIF Citywide Rec Facilities (1480-72800) and includes sports field development and half street improvements. Phase I was funded by DIF Citywide Parks (1460-72500) and DIF Citywide (1480-72800) and included development of a neighborhood park to be completed in Fall 2007. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $510,390 Construction $0 $0 $0 $0 $0 $0 $3,400,608 Finance Charges $0 $0 $0 $0 $0 $0 $108,940 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $72,353 $0 $0 $0 $0 $0 $34,006 Equipment $0 $0 $0 $0 $0 $0 $15,000 Contingency $0 $0 $0 $0 $0 $0 $340,260 $0 $0 $0 $0 $0 $0 $4,481,557 TOTAL Operating Description: O and M includes staffing 2 Service Workers, a Building Maintenance Worker and 2 PT staff. Insurance for staff. Supplies/Contracts for 40 acres. Utilities for 2,000 sq ft of space. Building maintenance costs include lights for five soccer fields at $15,000 per field and $2,666 per field for lamp replacement. An additional 40 low level security lights will be maintained at $75 and $13 for lamp replacement per fixture. Building maintenance and custodial service for 800 sq ft restroom and 1,200 sq ft control building (includes HVAC). Purchase, maintenance (including fuel) and Tech/Vehicle replacement of a 1/2-ton truck and a computer. Refuse includes a 6-yard container picked up 3 times per week. Landscape and water operating costs were included in FY07-08 in projects 1460-72503, 1460-72500, and 1480-72802. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing Supplies/Contr $0 $0 $0 $0 $0 $1,202,920 $0 $0 $0 $0 $0 $147,960 Utilities $0 $0 $0 $0 $0 $21,542 Bldg. Maint. $0 $0 $0 $0 $0 $607,904 Insurance $0 $0 $0 $0 $0 $11,263 Electrical $0 $0 $0 $0 $0 $3,693 PC/Vehicle Replacement $0 $0 $0 $0 $0 $44,011 Refuse $0 $0 $0 $0 $0 $11,879 $0 $0 $0 $0 $0 $2,051,172 TOTAL * New Project 308 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70503 - Rose Lane Rec. Center Developm 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. Renovation and expansion of the existing community center from 5,000 sq ft to 35,000 sq ft Renovations include parking, gymnasium, infrastructure, flooring, equipment, kitchen, activity rooms, meeting rooms and furnishings. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $3,221,750 Construction $0 $0 $0 $0 $0 $0 $9,208,000 Finance Charges $0 $0 $0 $0 $0 $0 $361,961 Engineering Charges $0 $0 $0 $0 $0 $0 $115,000 Arts $0 $0 $0 $0 $0 $0 $92,080 Equipment $0 $0 $0 $0 $0 $0 $920,800 Contingency $0 $0 $0 $0 $0 $0 $920,800 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $53,729 $0 $0 $0 $0 $0 $0 $14,894,120 TOTAL Operating Description: O and M includes staffing 2 Senior Recreation Coordinators, a clerical position, 3 Recreation Programmers, a Service Worker II, a Service Worker III (all FTE positions include benefits) and 5 PT Recreation Leader II's. Insurance is $610 x the number of staff. Supplies/contracts, utilities (includes electricity), building maintenance (includes HVAC), custodial services and plumbing maintenance for 35,000 sq ft of space. Electrical includes fire alarm at $600 per year. Purchase, maintenance (including fuel) and Tech/Vehicle replacement of a 1/2 ton pick up, 2 cars, 8 PC's and 8 color printers. Refuse includes two 6 yd containers picked up 3 times a week. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $2,776,220 Supplies/Contr $0 $0 $0 $0 $0 $398,520 Utilities $0 $0 $0 $0 $0 $376,978 Bldg. Maint. $0 $0 $0 $0 $0 $1,669,474 Insurance $0 $0 $0 $0 $0 $60,070 Electrical $0 $0 $0 $0 $0 $3,693 PC/Vehicle Replacement $0 $0 $0 $0 $0 $134,799 $0 $0 $0 $0 $0 $23,770 $0 $0 $0 $0 $0 $5,443,524 Refuse TOTAL * New Project 309 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70504 - Foothills Rec & Aquatics Ctr Project Description: Capital Costs: Funding Source: General Obligation Bonds Replacement of recreation and aquatic center equipment and renovation of facility. Includes preventative maintenance to the pool plaster, patching of pool decking, replacement of shade canopies and addressing any new pool equipment or compliance requirements by Maricopa County Environmental Services Health Code. Replacement of fitness room equipment and existing audio/visual equipment. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $0 $0 $0 $0 $815,217 Finance Charges $0 $0 $0 $0 $0 $0 $34,480 Engineering Charges $0 $0 $0 $0 $0 $0 $39,600 Arts $0 $0 $0 $0 $0 $0 $8,152 Equipment $0 $0 $0 $0 $0 $0 $326,087 Contingency $0 $0 $0 $0 $0 $0 $190,171 $0 $0 $0 $0 $0 $0 $1,413,707 TOTAL Operating Description: No O and M needed at this time. Project: 70506 - 63rd & Northern Park Dev. Project Description: Capital Costs: Funding Source: General Obligation Bonds Phase I construction of the community park included a playground, ramada, open turf area, parking, landscaping and meandering concrete path. Phase II includes completing park construction to include a looped concrete pathway/trail, native grass, landscaping and low flow crossing. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $89,944 $1,823,082 Finance Charges $0 $0 $0 $0 $0 $0 $61,887 Engineering Charges $0 $0 $0 $0 $0 $0 $52,608 Arts $0 $0 $0 $0 $0 $0 $18,231 Contingency $0 $0 $0 $0 $0 $0 $183,038 $0 $0 $0 $0 $0 $0 $2,228,790 TOTAL Operating Description: Since the most of the area will be designed with native grasses, the cost of maintaining the facility will be less a typical community park. O and M includes supplies/contracts, landscape maintenance and landscape water for 30 acres of landscape. Supplies/contracts, utlities (electricity), water and plumbing for 800 sq ft restroom and one drinking fountain. Building maintenance includes electrical for 40 additional low-level security lights at $75 each and $13 for lamp replacement. Insurance. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 Utilities $0 $0 $0 $0 $0 $8,617 Bldg. Maint. $0 $0 $0 $0 $0 $39,390 Landscape $0 $0 $0 $0 $0 $527,091 Water $0 $0 $0 $0 $0 $699 $0 $0 $0 $0 $0 $723,881 TOTAL * New Project 310 Return to CIP TOC $148,084 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70507 - Rose Lane Pool Construction Project Description: Capital Costs: Funding Source: General Obligation Bonds Replastering of the pools and deck restoration in FY 2014. Repair and preventative maintenance to pool plaster, patching of pool decking, replacement of shade canopies and pool equipment and compliance requirements with Maricopa County Environmental Services Health Code. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $285,326 Construction $0 $0 $0 $0 $0 $0 $815,217 Finance Charges $0 $0 $0 $0 $0 $0 $33,193 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $8,152 Contingency $0 $0 $0 $0 $0 $0 $176,024 $0 $0 $0 $0 $0 $0 $1,360,912 TOTAL Operating Description: No O and M needed at this time. Project: 70508 - Murphy Park Improvements Project Description: Capital Costs: Funding Source: General Obligation Bonds Phase II 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $170,940 Construction $0 $0 $0 $0 $0 $0 $488,400 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $29,400 $4,884 Equipment $0 $0 $0 $0 $0 $0 $350,000 Contingency $0 $0 $0 $0 $0 $0 $48,840 $0 $0 $0 $0 $0 $0 $1,092,464 TOTAL Operating Description: No O and M needed at this time. * New Project 311 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70509 - Manistee Ranch Development Project Description: Capital Costs: 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. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $18,840 Construction $0 $0 $0 $0 $0 $0 $125,600 Finance Charges $0 $0 $0 $0 $0 $0 $4,231 Engineering Charges $0 $0 $0 $0 $0 $0 $11,000 Arts $0 $0 $0 $0 $0 $0 $1,256 Contingency $0 $0 $0 $0 $0 $0 $12,560 $0 $0 $0 $0 $0 $0 $173,487 TOTAL Operating Description: Additional low level security will include 30 low level security lights x $75 and $13 per light for bulb replacement. Operating Costs: 2009 Bldg. Maint. TOTAL 2010 2011 Capital Costs: 2013 2014-2018 $0 $0 $0 $0 $0 $22,403 $0 $0 $0 $0 $0 $22,403 Project: 70510 - Park Enhancements Project Description: 2012 Funding Source: General Obligation Bonds For park enhancements at existing park sites per the Parks and Recreation Master Plan. Enhancements may include new sport courts, picnic areas and playgrounds with shade structures added to existing park sites as selected through an ongoing assessment. Purchase of park maintenance equipment for ongoing maintenance of parks and grounds. All park enhancements are dependent on the ongoing park and facility needs assessment. Carryover 2009 2010 $0 $20,505 $20,505 $0 $0 $0 $1,046,797 $59,294 $198,595 $198,595 $0 $0 $0 $5,978,652 Finance Charges $2,602 $6,340 $6,340 $0 $0 $0 $166,927 Engineering Charges $3,639 $2,715 $2,715 $0 $0 $0 $87,069 Arts $2,327 $1,986 $1,986 $0 $0 $0 $59,787 $18,686 $19,859 $19,859 $0 $0 $0 $600,894 Design Construction Contingency Operating Description: 2012 2013 2014-2018 $9,220 $0 $0 $0 $0 $0 $0 $95,768 $250,000 $250,000 $0 $0 $0 $7,940,126 Miscellaneous/Other TOTAL 2011 O and M will be affected slightly with additional amenities, such as additional ramada, upgrade irrigation and additional low level lighting. Supplies/contracts for 4 acres if space. Building maintenance includes an average of 10 additional low level security lighting - $75 for electricity and $13 per lamp for replacement. Landscape maintenance and landscape water for 43,560 sq ft of landscape. O and M is based on 10 - 15 parks sites. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $2,404 $2,476 $2,550 $2,627 Bldg. Maint. $0 $880 $906 $934 $962 $15,774 Landscape $0 $5,730 $5,902 $6,079 $6,261 $102,717 $0 $9,014 $9,284 $9,563 $9,850 $161,586 TOTAL * New Project 312 Return to CIP TOC $43,095 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70511 - Land Acquisition Project Description: Capital Costs: Funding Source: General Obligation Bonds Per the Parks and Recreation Master Plan and Trails & 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. To purchase various parcels of property to accomplish open space and trails goals identified in the Department's 10year master plan. Acreage costs are figured at an average of $175,000 per acre in the City per Property Management, in FY 2009, and increased 9% per year. The goal is to acquire approximately 50 acres as identified in the Parks and Recreation Master Plan. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $0 $352,299 $0 $0 $0 $0 $0 $0 $14,444,261 TOTAL Operating Description: O and M includes landscape maintenance and water for dust and weed control for an estimated 50 acres. Operating Costs: 2009 Landscape TOTAL 2010 2011 Capital Costs: 2012 2013 2014-2018 $0 $0 $0 $0 $0 $250,470 $0 $0 $0 $0 $0 $250,470 Project: 70512 - Facilities Renovation Project Description: $14,091,962 Funding Source: General Obligation Bonds Restoration of infrastructure at existing park sites per the Parks and Recreation Master Plan and ongoing park assessments. Funds are used city-wide to renovate sports courts, replace shade structures, update irrigation systems, replace park benches and picnic tables and renovate parking lots and fencing. The specific parks or facilities that receive assistance from this fund are targeted through an ongoing assessment and feedback from the citizens and staff. Carryover 2009 2010 2011 2012 2013 2014-2018 $188,711 $216,300 $216,300 $0 $0 $0 $6,030,769 Finance Charges $6,403 $6,160 $6,160 $0 $0 $0 $172,270 Engineering Charges $4,899 $4,016 $4,016 $0 $0 $0 $111,968 Arts $2,560 $2,163 $2,163 $0 $0 $0 $60,308 $25,596 $21,361 $21,361 $0 $0 $0 $904,615 $228,169 $250,000 $250,000 $0 $0 $0 $7,279,930 Construction Contingency TOTAL Operating Description: No additional O and M needed at this time. * New Project 313 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70513 - Bonsall Park Improvements Project Description: Capital Costs: Funding Source: General Obligation Bonds Project includes updating and enhancing the community park and renovating the urban lake. Improvements and enhancements are projected to include resealing of the lake, upgrade and/or construct new restroom and renovate other park amenities as determined through a park assessment. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $472,973 Construction $0 $0 $0 $0 $0 $0 $1,353,713 Finance Charges $0 $0 $0 $0 $0 $0 $50,761 Engineering Charges $0 $0 $0 $0 $0 $0 $50,234 Arts $0 $0 $0 $0 $0 $0 $13,537 Contingency $0 $0 $0 $0 $0 $0 $140,000 $0 $0 $0 $0 $0 $0 $2,081,218 TOTAL Operating Description: No O and M needed at this time. * New Project 314 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $952,000 Construction $0 $0 $0 $0 $0 $0 $2,720,000 Finance Charges $0 $0 $0 $0 $0 $0 $104,378 Engineering Charges $0 $0 $0 $0 $0 $0 $67,932 Arts $0 $0 $0 $0 $0 $0 $27,200 Equipment $0 $0 $0 $0 $0 $0 $408,000 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $408,000 $0 $0 $0 $0 $0 $0 $4,687,510 O and M includes staffing a Senior Recreation Coordinator (benefits included) and five part-time Recreation Leaders. Insurance for staff. Utilities (including electrical), water, building maintenance (including HVAC), custodial service and plumbing maintenance for an additional 10,000 sq ft of space. Electrical includes fire alarm. Purchase and Tech. replacement of 3 laptops, 3 color printers and software. Landscape maintenance and landscape water for 10,000 sq ft of landscape. Refuse includes two 6 yd containers picked up 3 times a week. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $746,232 Supplies/Contr $0 $0 $0 $0 $0 $113,863 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $107,708 $0 $0 $0 $0 $0 $483,147 Insurance $0 $0 $0 $0 $0 $7,398 Electrical $0 $0 $0 $0 $0 $3,699 PC/Vehicle Replacement $0 $0 $0 $0 $0 $92,303 Landscape $0 $0 $0 $0 $0 $83,089 Water $0 $0 $0 $0 $0 $8,801 Refuse $0 $0 $0 $0 $0 $11,885 $0 $0 $0 $0 $0 $1,658,125 TOTAL * New Project 315 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70515 - T-Bird Park Improvements Project Description: Capital Costs: Funding Source: General Obligation Bonds Recommendations from the Thunderbird Conservation Park Master Plan completed through a public process in 2006 have been initiated. The master plan recommended the following: trail repairs and improvements, removal of invasive plant species & revegetation, signage upgrades, trash can & picnic table repairs & replacement and repairs to existing ramadas and other infrastructure. The funding for FY 2009 will continue this process. The outyear funding will address the continuation of revegetation, as well as the installation of new park elements, such as a ranger/information facility, trail head improvements, ramadas and parking lot improvements. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $59,351 $0 $0 $0 $0 $646,739 Construction Finance Charges $0 $169,576 $0 $0 $0 $0 $1,847,826 Engineering Charges Arts $0 $6,810 $0 $0 $0 $0 $73,910 $1,638 $4,623 $0 $0 $0 $0 $50,377 $490 $1,696 $0 $0 $0 $0 $18,478 $0 $36,185 $0 $0 $0 $0 $392,997 $2,128 $278,241 $0 $0 $0 $0 $3,030,327 Contingency TOTAL Operating Description: O and M includes staffing a Service Worker I (includes benefits). Contracted cleaning, utilities and supplies for two new restrooms. Contracted labor assistance, supplies, utilities, building maintenance for 1,500 sq ft of space. Refuse at $322 per month, ramada cleaning, building water, building maintenance, equipment replacement and electrical for security monitoring @ $109 per month. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $299,263 Supplies/Contr $0 $48,913 $50,380 $51,892 $53,449 $292,279 Utilities $0 $2,853 $2,939 $3,027 $3,118 $17,048 Bldg. Maint. $0 $3,119 $3,213 $3,309 $3,408 $18,638 Equip. Maint. $0 $815 $839 $865 $891 $4,870 Electrical $0 $0 $0 $0 $0 $6,540 PC/Vehicle Replacement $0 $0 $0 $0 $0 $5,000 Landscape $0 $5,966 $6,145 $6,329 $6,519 $35,650 Refuse TOTAL $0 $0 $0 $0 $0 $22,417 $0 $61,666 $63,516 $65,422 $67,385 $701,705 Project: 70516 - GCC Community Pool Rest. Project Description: Capital Costs: Funding Source: General Obligation Bonds Replastering of the pool and deck restoration in FY 2014. Repair and preventative maintenance to pool plaster and patching and resurfacing of the pool deck. Installation of chlorine shut off equipment to comply with Fire Code. NOTE: Pools are renovated every nine years. GCC was last renovated in FY 2005. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $122,788 Construction $0 $0 $0 $0 $0 $0 $350,823 Finance Charges $0 Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $14,417 $23,207 Arts $0 $0 $0 $0 $0 $0 $3,508 Contingency $0 $0 $0 $0 $0 $0 $76,363 $0 $0 $0 $0 $0 $0 $591,106 TOTAL Operating Description: No O and M needed at this time. * New Project 316 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70517 - Apollo-Cardinal Pool Restore Project Description: Capital Costs: Funding Source: General Obligation Bonds Replastering of the pool and deck restoration in FY 2014. Repair and preventative maintenance to pool plaster and patching and resurfacing of the pool deck. Installation of new 1 1/4'' no climb chain link fencing. NOTE: Pools are renovated every nine years. Cardinal Pool was last renovated in 2003. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $105,000 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $12,331 Engineering Charges $0 $0 $0 $0 $0 $0 $19,845 Arts $0 $0 $0 $0 $0 $0 $3,000 Contingency $0 $0 $0 $0 $0 $0 $65,394 $0 $0 $0 $0 $0 $0 $505,570 TOTAL Operating Description: No O and M needed at this time. Project: 70519 - O'Neil Pool Restoration Project Description: Capital Costs: Funding Source: General Obligation Bonds Replastering of the pool, deck restoration and installation of new fencing in FY 2014. Repair and preventative maintenance to pool plaster and patching and resurfacing of the pool deck. Installation of new 1 1/4'' no climb chain link fencing. NOTE: Pools are renovated every nine years. O'Neil Pool was last renovated in FY 2002. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $105,000 Construction $0 $0 $0 $0 $0 $0 $300,000 Finance Charges $0 $0 $0 $0 $0 $0 $12,331 Engineering Charges $0 $0 $0 $0 $0 $0 $19,845 Arts Contingency $0 $0 $0 $0 $0 $0 $0 $3,000 $0 $0 $0 $0 $0 $65,394 $0 $0 $0 $0 $0 $0 $505,570 TOTAL Operating Description: No O and M needed at this time. * New Project 317 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70520 - Sahuaro Ranch Park Improv. Project Description: Capital Costs: Funding Source: General Obligation Bonds The renovation or replacement of a 20-year plus infrastructure and the addition of new amenities at this major destination regional park. Replacement & renovation of existing ramadas, playgrounds, dog park, soccer & softball fields, control building, drinking fountains, restrooms, trees, landscape, parking, tables, benches, pathways, fencing, lighting, irrigation system, etc. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $553,019 $0 $0 $0 $0 $430,850 Construction $0 $1,580,054 $0 $0 $0 $0 $1,231,000 Finance Charges $0 $58,658 $0 $0 $0 $0 $45,700 Engineering Charges $0 $39,462 $0 $0 $0 $0 $30,744 Arts $0 $15,801 $0 $0 $0 $0 $12,310 Contingency $0 $159,082 $0 $0 $0 $0 $123,100 $0 $2,406,076 $0 $0 $0 $0 $1,873,704 TOTAL Operating Description: O and M is based on enhanced maintenance of approximately 10-acres of parkland and the additonal park improvements. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $20,000 $20,600 $21,218 $21,855 $119,510 TOTAL $0 $20,000 $20,600 $21,218 $21,855 $119,510 * New Project 318 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70521 - Indoor Multi-Sport/Aquatics Project Description: Capital Costs: Funding Source: General Obligation Bonds This center is in the 2002 Parks and Recreation Department Master Plan as an action strategy to provide sports complexes throughout the City. Since the Master Plan was developed additional recreational facilities have expanded or opened in the north/central portion of the City. Scope to be determined with further community needs analysis, but would include pool and water features. Budget figures are factored on a 40,000 sq ft building and a 40,000 sq ft aquatics area. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 $7,500,000 Design $0 $0 $0 $0 $0 $0 $13,216,000 Construction $0 $0 $0 $0 $0 $0 $37,760,000 Finance Charges $0 $0 $0 $0 $0 $0 $1,758,694 IT/Phone/Security $0 $0 $0 $0 $0 $0 $276,900 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $196,258 $0 $0 $0 $0 $0 $0 $377,600 Equipment $0 $0 $0 $0 $0 $0 $1,695,807 Contingency $0 $0 $0 $0 $0 $0 $9,325,216 $0 $0 $0 $0 $0 $0 $72,106,475 TOTAL Operating Description: 'O and M includes recreation staff: a Recreation Manager, 3 Senior Recreation Coordinators, 3 Recreation Programmers, a Service Worker II, an Office Support Supervisor, 2 Secretaries, and hourly staff. Aquatics staff: a Pool Coordinator, a Pool Manager, Lifeguards, a Cashier, a Service Worker III, a Recreation Programmer and hourly staff. Additional Staff: Building Maintenance Worker, a Service Worker III and 2 Custodians. Contracts for specialty equipment = $69,870. Utilities, Building Maintenance, and water for 70,000 sq ft of space. Insurance for staff. Electrical includes security monitering. Purchase of two trucks including replacement cost. Landscaping for 9 acres. Refuse at $400 per month. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $7,245,200 Supplies/Contr $0 $0 $0 $0 $0 $1,746,750 Utilities $0 $0 $0 $0 $0 $850,000 Bldg. Maint. $0 $0 $0 $0 $0 $904,475 Equip. Maint. Insurance $0 $0 $0 $0 $0 $125,000 $0 $0 $0 $0 $0 $42,700 Electrical $0 $0 $0 $0 $0 $37,500 PC/Vehicle Replacement $0 $0 $0 $0 $0 $166,892 Landscape $0 $0 $0 $0 $0 $250,740 Water $0 $0 $0 $0 $0 $50,050 Refuse $0 $0 $0 $0 $0 $24,000 $0 $0 $0 $0 $0 $11,443,307 TOTAL * New Project 319 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (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 FY 2014 and constructed in FY 2015-16. During the upcoming Master Plan update, this project will be reviewed in consideration of other recreation facilities added during the recent years. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $5,390,000 Construction $0 $0 $0 $0 $0 $0 $15,400,000 Finance Charges $0 $0 $0 $0 $0 $0 $787,396 IT/Phone/Security $0 $0 $0 $0 $0 $0 $150,000 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $122,000 $0 $0 $0 $0 $0 $0 $154,000 Equipment $0 $0 $0 $0 $0 $0 $98,823 Contingency $0 $0 $0 $0 $0 $0 $4,181,001 $0 $0 $0 $0 $0 $0 $32,283,220 TOTAL Operating Description: $6,000,000 'O and M includes staffing a Recreation Manager, 2 Senior Recreation Coordinators, a Secretary, 3 Recreation Programmers, a Service Worker II, a Service Worker III, a Building Maintenance Worker, 3 Custodians (all FTE positions include benefits) and 10 PT Recreation Programmers. Insurance for staff. Supplies/contracts, utilities (includes electricity), water, building maintenance (includes HVAC), custodial services and plumbing maintenance for 40,000 sq ft of space. Electrical includes fire alarm monitoring. Purchase, maintenance (including fuel) and Tech/Vehicle replacement of a 1/2 ton pickup, 2 cars, 8 PC's, 8 color printers. Landscape maintenance for approximately 22 acres. Refuse includes two 6 yd containers picked up 3 times a week. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $5,486,243 Supplies/Contr $0 $0 $0 $0 $0 $351,680 Utilities $0 $0 $0 $0 $0 $605,542 Bldg. Maint. $0 $0 $0 $0 $0 $1,630,307 Insurance Electrical $0 $0 $0 $0 $0 $67,483 $0 $0 $0 $0 $0 $3,494 PC/Vehicle Replacement $0 $0 $0 $0 $0 $86,309 Landscape $0 $0 $0 $0 $0 $45,648 Water $0 $0 $0 $0 $0 $33,304 Refuse $0 $0 $0 $0 $0 $11,879 $0 $0 $0 $0 $0 $8,321,889 TOTAL * New Project 320 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70523 - 79th/Orangewood Project Description: Capital Costs: Funding Source: General Obligation Bonds Develop a 10-acre neighborhood/school joint-use park to serve one-mile radius as per Glendale Elementary School District and Parks and Recreation Master Plan. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $220,690 Construction $0 $0 $0 $0 $0 $0 $630,544 Finance Charges $0 $0 $0 $0 $0 $0 $24,392 Engineering Charges $0 $0 $0 $0 $0 $0 $36,603 Arts $0 $0 $0 $0 $0 $0 $6,305 Contingency $0 $0 $0 $0 $0 $0 $63,054 $0 $0 $0 $0 $0 $0 $981,588 TOTAL Operating Description: No O and M needed at this time. Project: 70525 - Barnyard Additions Project Description: Capital Costs: Funding Source: General Obligation Bonds Completion of a multi-purpose building in Historic Sahuaro Ranch Park. This facility will be used for housing museum collections, special events, retreats, corporate meetings and parties. Construction of a premanufactured structure approximately 1,600 sq ft to accommodate the museum collections, special events, retreats and corporate meetings. Carryover 2009 2010 2011 2012 2013 2014-2018 $153,292 $10,000 $0 $0 $0 $0 $0 Construction $0 $250,000 $0 $0 $0 $0 $0 Finance Charges $0 $7,791 $0 $0 $0 $0 $0 Engineering Charges $0 $12,740 $0 $0 $0 $0 $0 Arts $0 Equipment $0 $2,500 $17,652 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Contingency $0 $25,000 $0 $0 $0 $0 $0 $153,292 $325,683 $0 $0 $0 $0 $0 Design TOTAL Operating Description: O and M includes staffing 2 PT (20 hour per week) Recreation Programmers. Supplies/contracts, utilities (electricity), building maintenance (includes HVAC), water, custodial service for a 1,600 sq ft building. Purchase and Tech replacement cost for 2 PC's, 2 color printers, a b&w printer, 3 telephones, $50,000 in AV equipment, wireless service and software. Landscape maintenance and landscape water for approximately 22,000 sq ft of landscape around the building. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $48,478 $49,932 $51,430 $52,973 $289,679 Supplies/Contr $0 $3,049 $3,140 $3,235 $3,332 $18,219 Utilities $0 $2,884 $2,971 $3,060 $3,151 $17,233 Bldg. Maint. $0 $12,772 $13,155 $13,550 $13,956 $76,319 PC/Vehicle Replacement $0 $59,056 $214 $220 $227 $1,242 Landscape $0 $2,874 $2,960 $3,049 $3,140 $17,174 Water TOTAL $0 $235 $242 $249 $257 $1,404 $0 $129,348 $72,614 $74,793 $77,036 $421,270 * New Project 321 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70526 - Soccer Lights Project Description: Capital Costs: General Obligation Bonds Renovation or replacement of existing sports lights that have depreciated or fallen below the acceptable and/or safe levels of illumination. This will also fund installation of additional athletic field and court lighting in the City to address user demand. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $700,000 $434,032 $0 $0 $0 $0 $0 $2,000,000 Design Construction Funding Source: $4,795 $0 $0 $0 $0 $0 $75,978 $11,668 $0 $0 $0 $0 $0 $55,000 $5,399 $0 $0 $0 $0 $0 $20,000 Contingency $50,689 $0 $0 $0 $0 $0 $200,000 Miscellaneous/Other $25,841 $0 $0 $0 $0 $0 $0 $532,424 $0 $0 $0 $0 $0 $3,050,978 Finance Charges Engineering Charges Arts TOTAL Operating Description: O and M cost is based on six new multi-use fields. Building maintenance costs include electrical at $15,000 per field and lamp replacement at $2,666 per field. $3,000 for sinking fund for repair and renovation per IGA. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $110,785 Bldg. Maint. $0 $0 $0 $0 $0 $652,378 $0 $0 $0 $0 $0 $763,163 TOTAL * New Project 322 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (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 area growth in the western section of the City. Design, engineering and construction of a zero depth swimming pool with children's play features and a six-lane, 25-yard competitive swimming pool, with amenities such as a dive well, waterslides, wave-in-a-box, an action river, approximately 20,000 sq ft of decking, a bath house and a parking lot. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $2,116,595 Construction $0 $0 $0 $0 $0 $0 $7,149,660 Finance Charges $0 $0 $0 $0 $0 $0 $241,305 IT/Phone/Security $0 $0 $0 $0 $0 $0 $24,840 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $71,497 Contingency $0 $0 $0 $0 $0 $0 $1,281,675 $0 $0 $0 $0 $0 $0 $10,978,072 TOTAL Operating Description: O and M include a Programmer, a Service Worker III, a pool manager, 2 assistant pool managers, 3 cashiers, 36 lifeguards and hourly staff. Water, pool maintenance, pool chemicals, landscape maintenance, electricity, natural gas, maintenance, aquatic supplies, line supplies, equipment repair & fuel, vehicle replacement. Purchase of a new pool maintenance vehicle, 2 new PC's and computer applications consisten with other recreation centers including Microsoft applications & Rectrac, 2 new telephone lines, a new fax line and access to the city network. Approximately five people will have access to these IT resources. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $2,475,208 Supplies/Contr $0 $0 $0 $0 $0 $969,673 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $344,831 $113,815 Equip. Maint. $0 $0 $0 $0 $0 $72,800 Electrical $0 $0 $0 $0 $0 $260,147 PC/Vehicle Replacement $0 $0 $0 $0 $0 $8,871 Landscape $0 $0 $0 $0 $0 $153,259 Water $0 $0 $0 $0 $0 $76,630 Refuse $0 $0 $0 $0 $0 $23,087 $0 $0 $0 $0 $0 $4,498,321 TOTAL * New Project 323 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (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. Equipment furnishings include estimated costs for furnishing a recreation facility and exercise room amenities, such as fitness equipment, tables, chairs and audio/visual equipment. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $7,166,250 Construction $0 $0 $0 $0 $0 $0 $20,475,000 Finance Charges $0 $0 $0 $0 $0 $0 $808,075 IT/Phone/Security $0 $0 $0 $0 $0 $0 $260,000 Engineering Charges $0 $0 $0 $0 $0 $0 $122,000 Arts $0 $0 $0 $0 $0 $0 $204,750 Equipment $0 $0 $0 $0 $0 $0 $2,047,500 Contingency $0 $0 $0 $0 $0 $0 $2,047,500 $0 $0 $0 $0 $0 $0 $33,131,075 TOTAL Operating Description: 'O and M includes staffing a Recreation Manager, a Office Support Supervisor, 3 Senior Recreation Coordinators, 2 clerical staff, 3 Recreation Programmers, a Service Worker II, a Service Worker III, 2 Building Maintenance Workers (all FTE positions include benefits) and 10 PT Recreation Programmers. Insurance for staff. Supplies/contracts, utilities (electricity), building maintenance (including HVAC), custodial services, plumbing for 70,000 sq ft of space. Electrical includes a fire alarm system. Purchase, maintenance (including fuel) and Tech/Vehicle replacement of a 1/2 ton pickup, 2 cars, 8 PC's, 8 color printers and software. Landscape maintenance and water costs are located in project 2060-70532. Refuse includes two 6 yd containers picked up 3 times a week. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Utilities $0 $0 $0 $0 $0 $753,956 Bldg. Maint. $0 $0 $0 $0 $0 $3,382,032 Insurance $0 $0 $0 $0 $0 $51,786 Electrical $0 $0 $0 $0 $0 $3,693 PC/Vehicle Replacement $0 $0 $0 $0 $0 $134,799 Refuse $0 $0 $0 $0 $0 $23,757 $0 $0 $0 $0 $0 $10,616,130 Staffing TOTAL * New Project 324 Return to CIP TOC $5,469,068 $797,039 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $153,750 Construction $0 $0 $0 $0 $0 $0 $1,230,000 Finance Charges $0 $0 $0 $0 $0 $0 $42,344 Engineering Charges $0 Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $43,000 $12,300 Contingency $0 $0 $0 $0 $0 $0 $254,715 $0 $0 $0 $0 $0 $0 $1,736,109 TOTAL Operating Description: O and M includes staffing additional lifeguarding hours, pool chemical, utilities, landscape maintenance, pool maintenance, aquatic supplies, building maintenance, electrical and water. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $75,000 Supplies/Contr $0 $0 $0 $0 $0 $110,000 Utilities $0 $0 $0 $0 $0 $60,000 Bldg. Maint. $0 $0 $0 $0 $0 $20,000 Insurance $0 $0 $0 $0 $0 $5,088 Landscape $0 $0 $0 $0 $0 $60,000 Water $0 $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $350,088 TOTAL * New Project 325 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70531 - Sahuaro Ranch Visitor Ctr. Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of a visitor's center that will serve as a customer service point of contact for the Sahuaro Ranch Park historical area and information center for the rest of the park areas. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $158,182 Construction $0 $0 $0 $0 $0 $0 $925,000 Finance Charges $0 $0 $0 $0 $0 $0 $34,667 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $9,250 Equipment $0 $0 $0 $0 $0 $0 $92,500 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $92,500 $0 $0 $0 $0 $0 $0 $1,355,099 O and M incoudes includes 1 Office Support Supervisor and 2 part-time, hourly staff. Supplies and contracts, utilities include the cost for electricity and water, building maintenance includes maintenance of the HVAC, custodial services and plumbing for 5,000 sq ft of space. Electrical also includes a $10,000 security alarm system and $10,000 for fire alarm system. PC/Vehicle replacement for 4 PC's, 4 color printers, a b&w printer, software. Six telephones, wireless service and AV. Landscape maintenance and water for 20,000 sq ft of landscape. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $573,789 Supplies/Contr $0 $0 $0 $0 $0 $56,934 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $53,857 $0 $0 $0 $0 $0 $241,577 Equip. Maint. $0 $0 $0 $0 $0 $5,468 Insurance $0 $0 $0 $0 $0 $7,511 Electrical $0 $0 $0 $0 $0 $123,095 PC/Vehicle Replacement $0 $0 $0 $0 $0 $4,888 Landscape $0 $0 $0 $0 $0 $16,618 Water $0 $0 $0 $0 $0 $4,398 $0 $0 $0 $0 $0 $1,088,135 TOTAL * New Project 326 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70532 - Western Area Regional Park Project Description: Capital Costs: Funding Source: General Obligation Bonds Phased development of an 88 acre regional park and municipal campus. Developing the park amenities and infrastructure for this phase will help meet the recommended guidelines proposed in the park site master plan. Based on funds available in FY 2010, the priorities for this project include turf and landscaping improvements urban lake, feeder stream, irrigation adjacent to lake and stream, ramadas and picnic areas, sport courts, playground areas and infrastructure for this phase. Carryover 2009 2010 2011 2012 2013 2014-2018 $18,789 $100,000 $0 $0 $0 $0 $1,760,149 Construction $0 $2,540,161 $0 $0 $0 $0 $10,101,496 Finance Charges $0 $63,500 $0 $0 $0 $0 $216,979 Engineering Charges $0 $20,937 $0 $0 $0 $0 $94,063 Arts $0 $25,402 $0 $0 $0 $0 $101,015 Contingency $0 $250,000 $0 $0 $0 $0 $1,010,150 $18,789 $3,000,000 $0 $0 $0 $0 $13,283,852 Design TOTAL Operating Description: O and M includes supplies/contracts include funding for maintenance contract. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $110,000 $113,300 $116,699 $120,200 $123,806 $677,022 TOTAL $110,000 $113,300 $116,699 $120,200 $123,806 $677,022 * New Project 327 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (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. An approximately 5,000 sq ft building for park maintenance setup, repairs and storage of equipment & tools is needed in the north end of the City. Outdoor, fenced and landscaped space and uncovered parking for maintenance vehicles would also be included in the project. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $477,750 Construction $0 $0 $0 $0 $0 $0 $1,365,000 Finance Charges $0 $0 $0 $0 $0 $0 $55,001 IT/Phone/Security $0 $0 $0 $0 $0 $0 $75,000 Engineering Charges $0 $0 $0 $0 $0 $0 $50,676 Arts $0 $0 $0 $0 $0 $0 $13,650 Equipment $0 $0 $0 $0 $0 $0 $202,640 Contingency $0 $0 $0 $0 $0 $0 $413,280 $0 $0 $0 $0 $0 $0 $3,168,478 TOTAL Operating Description: $515,481 O and M includes supplies/contracts, landscape maintenance and landscape water for 130,680 sq ft of landscape. Utilities (electricity), water, building maintenance (includes HVAC) and plumbing for 5,000 sq ft building. Electrical includes $10,000 for fire alarm and $10,000 for security alarm. Refuse includes one 6-yard containers picked up 3 times a week. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 Utilities $0 $0 $0 $0 $0 $53,854 Bldg. Maint. $0 $0 $0 $0 $0 $186,181 Equip. Maint. $0 $0 $0 $0 $0 $15,000 Electrical $0 $0 $0 $0 $0 $123,095 Landscape $0 $0 $0 $0 $0 $108,576 Water $0 $0 $0 $0 $0 $4,401 $0 $0 $0 $0 $0 $502,204 TOTAL * New Project 328 Return to CIP TOC $11,097 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70534 - Parks Maint. Bldg - West Project Description: Capital Costs: 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. Construct 5,000 sq ft maintenance storage building and yard to station staff and supplies closer to western Glendale. Costs are based on $273 per sq ft, which includes an 8% inflation rate. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $477,750 Construction $0 $0 $0 $0 $0 $0 $1,365,000 Finance Charges $0 $0 $0 $0 $0 $0 $55,001 Engineering Charges $0 $0 $0 $0 $0 $0 $50,676 Arts $0 $0 $0 $0 $0 $0 $13,650 Equipment $0 $0 $0 $0 $0 $0 $136,500 Contingency $0 $0 $0 $0 $0 $0 $136,500 $0 $0 $0 $0 $0 $0 $2,235,077 TOTAL Operating Description: O and M includes supplies/contracts, landscape maintenance and landscape water for 130,680 sq ft of landscape. Utilities (electricity), water, building maintenance (includes HVAC) and plumbing for 5,000 sq ft building. Electrical includes $10,000 for fire alarm and $10,000 for security alarm. Refuse includes one 6-yard containers picked up 3 times a week. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 Utilities $0 $0 $0 $0 $0 $53,854 Bldg. Maint. $0 $0 $0 $0 $0 $186,181 Electrical $0 $0 $0 $0 $0 $123,095 Landscape $0 $0 $0 $0 $0 $108,576 Water $0 $0 $0 $0 $0 $4,401 Refuse $0 $0 $0 $0 $0 $11,879 $0 $0 $0 $0 $0 $499,083 TOTAL Project: 70535 - Paseo Raquet Center Park Project Description: Capital Costs: Funding Source: $11,097 General Obligation Bonds Spectator seating, landscape, lighting and facility improvements to Paseo Racquet Center ball field and racquet center complex in FY 2014. The project includes 12,500 sq ft of spectator seating at the Paseo ball fields, partial removal of landscape, addition of hardscape and improvements to the lighting system and the restroom/concessions building. This project also encompasses necessary maintenance repairs to the racquet center complex that include court resurfacing, lighting, fencing and building restoration and improvements per the approved agreement with lessee. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $760,870 Construction $0 $0 $0 $0 $0 $0 $2,173,913 Finance Charges $0 $0 $0 $0 $0 $0 $88,198 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $21,739 Contingency $0 $0 $0 $0 $0 $0 $516,416 $0 $0 $0 $0 $0 $0 $3,616,136 TOTAL Operating Description: No O and M needed at this time. * New Project 329 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: 70540 - Grounds & Facilities Imprvmnts Project Description: Capital Costs: Design TOTAL Operating Description: Funding Source: Grounds and facility improvements at Glen Lakes and Desert Mirage, Glendale's two municipal golf courses. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $11,748 $0 $0 $0 $0 $0 $0 $11,748 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: T1710 - Adult Center Expansion Project Description: General Obligation Bonds Funding Source: General Obligation Bonds Improvements to the unfinished interior space on the second level of the Adult Center. Expansion will help meet the needs for additional programming to accommodate growing use of the facility. Development of approximately 17,000 sq ft on the upper level of the Adult Center. Construction includes classrooms, game room with indoor shuffleboard courts, aerobic/dance multi-purpose room, restrooms, offices, audio/visual system, furnishings, equipment and storage areas. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $2,493,050 Construction $0 $0 $0 $0 $0 $0 $7,123,000 Finance Charges $0 $0 $0 $0 $0 $0 $305,042 IT/Phone/Security $0 $0 $0 $0 $0 $0 $107,853 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $71,230 Equipment $0 $0 $0 $0 $0 $0 $700,034 Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $1,614,035 $0 $0 $0 $0 $0 $0 $12,506,744 O and M includes staffing a Senior Recreation Coordinator, a Recreation Programmer, a FTE Office Support Supervisor, a Custodian, 2 PT (19 hour per week) Recreation Programmers (all positions include benefits). Insurance for staff. Supplies/contracts, utilities (including electrical), water, building maintenace (includes HVAC), custodial services for 17,000 sq ft of space. Electrical for monthly security monitering. Purchase and Tech. replacement of five PC's and three color printers. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing Supplies/Contr $0 $0 $0 $0 $0 $1,382,740 $0 $0 $0 $0 $0 $127,500 Utilities $0 $0 $0 $0 $0 $182,750 Bldg. Maint. $0 $0 $0 $0 $0 $314,500 Equip. Maint. $0 $0 $0 $0 $0 $30,013 Insurance $0 $0 $0 $0 $0 $18,308 Electrical $0 $0 $0 $0 $0 $5,702 PC/Vehicle Replacement $0 $0 $0 $0 $0 $19,210 Water $0 $0 $0 $0 $0 $12,155 $0 $0 $0 $0 $0 $2,092,878 TOTAL * New Project 330 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Parks Construction (2060) Category: 20% Project: T1711 - *Cactus Pool Restoration Project Description: Capital Costs: Funding Source: General Obligation Bonds Repair and preventative maintenance of the pool plaster, replacement of existing aging pool gutter system with stainless steel gutter system. Note: Pools are renovated every nine years. Cactus Pool was scheduled in 2009. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $167,294 Construction $0 $0 $0 $0 $0 $0 $310,690 Engineering Charges $0 $0 $0 $0 $0 $0 $23,421 Arts $0 $0 $0 $0 $0 $0 $3,107 $0 $0 $0 $0 $0 $0 $504,512 TOTAL Operating Description: No O and M needed at this time. * New Project 331 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Library - Construction Fund 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. 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 2009 and FY 2010. The renovation of the three existing library facilities is planned for the last five years of the capital program. Project Name: Renovation Library Facilities Funding Source: G.O. Bond Fund #: 2160 Project #: T2810 Picture Note: Main Library above; Foothills Library right & below 332 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Library Construction (2160) Category: 6% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $0 $1,379 $963 $996 $1,034 $1,078 Total Beginning Balance: 0 1,379 963 996 1,034 1,078 6,789,000 5,588,000 0 0 0 13,315,000 1,000 48 39 45 52 270 6,790,000 5,588,048 39 45 52 13,315,270 Advisor Fees 0 7 6 7 8 40 Total Operating Expenses: 0 7 6 7 8 40 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding 74000 West Branch Library 0 6,788,621 5,588,457 0 0 0 0 T2810 Renovation Library Facilities 0 0 0 0 0 0 13,315,819 Total Project Expenses: 0 6,788,621 5,588,457 0 0 0 13,315,819 $963 $996 $1,034 $1,078 $489 Total FY 08-09 Funding: Estimated Ending Balance: 6,788,621 $1,379 * New Project 333 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Library Construction (2160) Category: 6% Project: 74000 - West Branch Library Project Description: Capital Costs: Funding Source: General Obligation Bonds This request is for funding to construct and furnish a branch library to serve the western portion of the City. This includes the design and construction of a 33,500 sq ft facility on approximately seven acres of land at the Western Area Regional Facility site at 83rd Avenue and Bethany Home Road. This project will be funded by a combination of Library bonds and Development Impact Fees. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $1 $0 $0 $0 $0 $0 Construction $0 $4,000,000 $5,072,859 $0 $0 $0 $0 Finance Charges $0 $168,920 $183,150 $0 $0 $0 $0 IT/Phone/Security $0 $440,000 $0 $0 $0 $0 $0 Engineering Charges $0 $40,781 $51,719 $0 $0 $0 $0 Arts $0 $40,000 $50,729 $0 $0 $0 $0 Equipment $0 $1,000,000 $0 $0 $0 $0 $0 Contingency $0 $1,098,919 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $0 $230,000 $0 $0 $0 $0 $0 $6,788,621 $5,588,457 $0 $0 $0 $0 TOTAL Operating Description: O and M includes staffing 2 Librarian III's, 7 Librarian I's, a Library Operations Supervisor, 4 Library Assistant III's, a Library Assistant II, a Library Assistant I, 7 part-time (3.5 FTEs) Circulation Clerks, an Office Assistant, a part-time (0.5 FTE) Courier, a PC Support Specialist II, a Security Guard and a Building Maintenance Worker. The West Branch Library Manager will be funded as a result of a reclassification of a current vacancy. Purchase of a Building Maintenance truck will be provided for the Building Maintenance Worker that must be added to support the additional building. The O and M also includes books, periodicals, electronic resources, supplies/contracts (including contracted custodial services), a library vehicle, professional development, equipment maintenance, building maintenance, utilities and insurance. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing Supplies/Contr $0 $0 $1,457,978 $1,501,717 $1,546,769 $8,458,367 $0 $0 $626,118 $644,900 $664,245 $3,632,364 Utilities $0 $0 $17,250 $17,768 $18,301 $100,077 Bldg. Maint. $0 $0 $78,725 $81,087 $83,520 $456,722 Equip. Maint. $0 $0 $78,240 $80,587 $83,005 $453,905 Insurance $0 $0 $17,043 $17,554 $18,081 $98,874 Electrical $0 $0 $83,750 $86,263 $88,851 $485,874 PC/Vehicle Replacement $0 $0 $126,225 $130,012 $133,912 $732,285 Landscape $0 $0 $6,860 $7,067 $7,279 $39,805 Water $0 $0 $6,298 $6,487 $6,682 $36,540 Refuse $0 $0 $1,513 $1,558 $1,605 $8,777 $0 $0 $2,500,000 $2,575,000 $2,652,250 $14,503,590 TOTAL * New Project 334 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Library Construction (2160) Category: 6% Project: T2810 - Renovation Library Facilities Project Description: Capital Costs: Funding Source: General Obligation Bonds Renovations and enhancements to all three library facilities. This includes upgrading the current automation system, expanding space for meeting rooms, youth and technical services at Main Library, renovating interiors at Foothills, adding meeting room space to Velma Teague, installing print solution for patrons to include smart card technology and equipment. Also replacing current fluorescent lighting at Main Library which contains parts no longer replaceable due to being phased out by federal energy policy legislation and considered hazardous. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $0 $0 $0 $0 $7,122,276 Finance Charges $0 $0 $0 $0 $0 $0 $324,776 Engineering Charges $0 $0 $0 $0 $0 $0 $120,000 Arts $0 $0 $0 $0 $0 $0 $71,223 Equipment $0 $0 $0 $0 $0 $0 $5,677,544 $0 $0 $0 $0 $0 $0 $13,315,819 TOTAL Operating Description: No O and M needed at this time. * New Project 335 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Public Safety – Construction Fund PUBLIC SAFETY Public safety projects are funded by a combination of public safety general obligation bonds and development impact fees. This section highlights the G.O. projects funded in Fund 2040 for both the Fire and Police Departments. Carryover funding is included for the relocation of Fire Station 151 and to complete purchases related to a hazmat vehicle and equipment. Funding for upgrades to the Police digital comm. system, equipment and radios, along with upgrades for Fire comm. equipment and engine pumpers, ladders and ladder tenders is included in various projects. In addition, over $42 million is allocated for a City Court Building that will start construction in FY 2009. Project Name: Training Facility Phase II Funding Source: G.O. Bond Fund #: 2040 Project #: T5370 Picture Note: Phase I of the Public Safety Training Facility (pictured) opened FY 2007. Project Name: Engine & Ladder Replacement Funding Source: G.O. Bond Fund #: 2040 Project #: 75034 336 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Public Safety Construction (2040) Category: 20% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $14,735,387 $4,775,445 $3,465,090 $4,026,688 $3,668,209 $1,120,567 Total Beginning Balance: 14,735,387 4,775,445 3,465,090 4,026,688 3,668,209 1,120,567 46,606,000 0 3,626,000 0 0 140,382,000 0 167,141 138,604 181,201 183,410 280,142 46,606,000 167,141 3,764,604 181,201 183,410 140,662,142 Advisor Fees 0 25,071 20,791 27,180 27,512 42,021 Total Operating Expenses: 0 25,071 20,791 27,180 27,512 42,021 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding 4,455,531 0 0 0 0 0 0 35,168 0 0 0 0 0 0 75012 Police Digital Comm. System 1,567,092 512,500 512,500 1,435,000 512,500 512,500 4,407,500 75018 Fingerprint Identification Sys 0 0 0 0 0 0 615,000 20,000 0 0 0 0 0 0 2,011,639 41,954,832 0 0 0 0 0 75024 800MHz Comm Equip 0 0 939,925 0 0 0 1,778,478 75033 *Police Handheld Radio Upgrade 0 1,870,025 0 0 0 0 0 75034 *Engine & Ladder Replacement 0 2,191,040 0 1,747,215 0 2,191,040 1,747,215 75035 Fire Ladder Truck & Tender 0 1,948,115 0 0 0 0 0 T2520 Infor & Imaging Systems 0 0 0 0 0 0 512,500 T2690 Fire Admin Relocation 0 0 0 0 0 0 15,282,528 T5320 EOC Equipment Replacement 0 0 0 0 0 0 3,130,798 T5330 Refurbish Gatwy & Fthls Statn 0 0 0 0 0 0 2,346,354 T5350 Fire Station - 99th & Maryland 0 0 0 0 0 0 14,618,412 T5370 Training Facility Phase II 0 0 0 0 0 0 39,422,329 T5380 Purchase HazMat Vehicle 0 0 0 0 0 0 881,167 T5390 Replace Utility Truck 0 0 0 0 0 0 664,528 T5400 Replace 1 Brush Truck 0 0 0 0 0 0 471,090 75000 Fire Station Relocation 75002 Hazardous Materials Vehicle 75019 EOC/Training Facility Phase I 75020 City Court Building * New Project 337 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Public Safety Construction (2040) Category: 20% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: T5430 Specialty Delivery Truck 0 0 0 0 0 0 216,952 T5440 3000 Gallon Fuel Truck 0 0 0 0 0 0 114,452 T5450 30 Heart Monitors 0 0 0 0 0 0 799,500 T5460 Rebuild Fire Station 153 0 0 0 0 0 0 11,027,121 T5510 Security Fencing 0 0 0 0 0 0 1,691,148 T5520 Vehicle Technology - Video/MDC 0 0 0 0 0 0 2,707,500 T5530 911 Phone Upgrades/Expansion 0 0 0 0 0 0 1,826,718 T5531 *CAD/RMS/MDC Upgrade 0 0 0 0 0 0 7,801,275 T5532 *HQ Renovation 0 0 0 0 0 0 11,457,774 T5533 *Com Van Equipment Replaceme 0 0 0 0 0 0 2,050,000 T5534 *Tactical Vehicles/Events Van 0 0 0 0 0 0 1,125,000 T5535 *Warehouse Facility Fire RMS 0 0 0 0 0 0 13,686,835 48,476,512 1,452,425 3,182,215 512,500 2,703,540 140,382,174 $3,465,090 $4,026,688 $3,668,209 $1,120,567 $1,358,514 Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 8,089,430 56,565,942 $4,775,445 * New Project 338 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: 75000 - Fire Station Relocation Project Description: Capital Costs: Funding Source: General Obligation Bonds Design, construction and furniture, fixtures and equipment to move existing Fire Station 151 out of the residential neighborhood at 55th Avenue and Orangewood. The vacated building will be used for fire department equipment, repair and storage. Carryover 2009 2010 2011 2012 2013 2014-2018 $635,752 $0 $0 $0 $0 $0 $0 $2,747,281 $0 $0 $0 $0 $0 $0 Finance Charges $53,729 $0 $0 $0 $0 $0 $0 Engineering Charges $71,928 $0 $0 $0 $0 $0 $0 Arts $29,160 $0 $0 $0 $0 $0 $0 Equipment $463,870 $0 $0 $0 $0 $0 $0 Contingency $386,983 $0 $0 $0 $0 $0 $0 $66,828 $0 $0 $0 $0 $0 $0 $4,455,531 $0 $0 $0 $0 $0 $0 Design Construction Miscellaneous/Other TOTAL Operating Description: No additional O and M needed at this time. Project: 75002 - Hazardous Materials Vehicle Project Description: Capital Costs: 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 Fire's fleet. These vehicles are used on a daily basis and due to growth in the city, this has placed a greater hazmat demand on the department. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $18,637 $0 $0 $0 $0 $0 $0 Equipment $16,531 $0 $0 $0 $0 $0 $0 $35,168 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. * New Project 339 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: 75012 - Police Digital Comm. System Project Description: Capital Costs: Finance Charges Equipment TOTAL Operating Description: Funding Source: This project is designed to fund upgrades to the Digital Communications (radio) System used by the Police, Transportation, Sanitation, Airport, Public Works and Utilities Departments. The upgrade ensures the digital radio system used by Glendale Police and other city departments is operating at peak performance for missioncritical use. This project upgrades the Glendale system to an identical platform the City of Phoenix is currently upgrading to as well. If Glendale remains on it's own system, the two systems remain compatible ensuring continued interoperability. If Glendale moves forward with a merger with the Phoenix system, Glendale's system hardware will be at the same level ensuring the equipment can continue to be used in the regional system to increase and/or enhance capacity. Carryover 2009 2010 2011 2012 2013 $42,136 $12,500 $12,500 $35,000 $12,500 $12,500 $107,500 $1,524,956 $500,000 $500,000 $1,400,000 $500,000 $500,000 $4,300,000 $1,567,092 $512,500 $512,500 $1,435,000 $512,500 $512,500 $4,407,500 2009 Equip. Maint. TOTAL 2010 2011 2012 2013 2014-2018 $0 $128,750 $132,613 $136,591 $140,689 $769,343 $0 $128,750 $132,613 $136,591 $140,689 $769,343 Project: 75018 - Fingerprint Identification Sys Capital Costs: 2014-2018 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 and was covered in the past by the initial warranty and system upgrade. This will not be covered starting in 2007. Operating Costs: Project Description: General Obligation Bonds 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 the field in minutes. The price assumes that there would be 100 units issued to officers on various shifts and beats. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $15,000 Equipment $0 $0 $0 $0 $0 $0 $500,000 Contingency Miscellaneous/Other $0 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 $615,000 TOTAL Operating Description: O and M includes supplies/contracts for 100 units, Tech replacement and an annual maintenance agreement. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $300,000 Equip. Maint. $0 $0 $0 $0 $0 $242,500 PC/Vehicle Replacement $0 $0 $0 $0 $0 $416,666 $0 $0 $0 $0 $0 $959,166 TOTAL * New Project 340 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: 75019 - EOC/Training Facility Phase I Project Description: Capital Costs: Design TOTAL Operating Description: Funding Source: Construction of a 10,800 sq ft 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 and fire props. Carryover 2009 2010 2011 2012 2013 2014-2018 $20,000 $0 $0 $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 75020 - City Court Building Project Description: General Obligation Bonds Funding Source: General Obligation Bonds A new court building is needed to meet service demands for at least the next 20 years as the court's caseload continues its steady growth, requiring additional facilities and staff. The new Court Building will occupy approximately five acres of land and serve as a gateway landmark entering Glendale's east side. Located at the southwest corner of 47th and Glendale Avenues, the Court will replace the abandoned Larry Miller Toyota property. The size of the new Court building is expected to be 90,000 sq ft The building will contain up to 14 courtrooms, including four "blank" courtrooms to be built out when necessary for future expansion. Capital Costs: Carryover 2009 Design $1,944,706 $5,800,500 $0 $0 $0 $0 $0 $0 $51,656 $22,500,000 $836,638 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction Finance Charges 2010 2011 2012 2013 2014-2018 $0 $2,510,296 $0 $0 $0 $0 $0 $15,277 $122,000 $0 $0 $0 $0 $0 Arts $0 $225,000 $0 $0 $0 $0 $0 Equipment $0 $2,000,000 $0 $0 $0 $0 $0 Contingency $0 $5,205,118 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $2,755,280 $0 $0 $0 $0 $0 $2,011,639 $41,954,832 $0 $0 $0 $0 $0 IT/Phone/Security Engineering Charges TOTAL Operating Description: See O & M Detail Addendum Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $373,107 $2,200,670 $2,799,280 $2,883,259 $15,766,840 Supplies/Contr $0 $41,404 $366,594 $318,998 $328,568 $1,796,743 Utilities $0 $333,138 $411,742 $261,870 $269,726 $1,474,975 Bldg. Maint. Equip. Maint. $0 $0 $1,071,085 $857 $614,932 $1,059 $391,101 $674 $402,834 $693 $2,202,860 $3,793 Insurance $0 $2,641 $18,384 $23,385 $24,087 $131,718 Electrical $0 $2,284 $2,823 $1,796 $1,850 $10,114 PC/Vehicle Replacement $0 $49,495 $151,676 $96,467 $99,361 $543,347 Landscape $0 $9,178 $11,344 $7,215 $7,431 $40,638 Water Refuse $0 $12,910 $15,956 $10,148 $10,453 $57,157 $0 $3,901 $4,820 $3,066 $3,158 $17,272 $0 $1,900,000 $3,800,000 $3,914,000 $4,031,420 $22,045,457 TOTAL * New Project 341 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: 75024 - 800MHz Comm Equip Project Description: Capital Costs: Funding Source: General Obligation Bonds Purchase 800MHz radios for the Phoenix Regional Wireless Network in order to meet FCC requirements for public safety radio transmissions. The 800 MHz fire system is scheduled for full implementation valley wide in 2010. Currently GFD is required to use the 800 MHz system for all Stadium/Arena events. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $22,925 $0 $0 $0 $43,378 Equipment $0 $0 $917,000 $0 $0 $0 $1,735,100 $0 $0 $939,925 $0 $0 $0 $1,778,478 TOTAL Operating Description: Network fees will start July 1, 2008 and cost $49 per month per radio. Costs shown in 2010-2013 are for 190 radios. Cost shown in 2014-2018 is for 440 radios. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $9,310 $9,589 $9,877 $10,173 $55,632 TOTAL $0 $9,310 $9,589 $9,877 $10,173 $55,632 Project: 75033 - *Police Handheld Radio Upgrade Project Description: Capital Costs: Funding Source: General Obligation Bonds The purchase of Model II handheld radios will replace 410 Model I portable radios that were originally purchased with the new system in 2003. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $27,635 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $1,842,390 $0 $0 $0 $0 $0 $0 $1,870,025 $0 $0 $0 $0 $0 TOTAL Operating Description: $35,000 is to replace batteries. Operating Costs: 2009 Equip. Maint. TOTAL 2010 2011 Capital Costs: Finance Charges Equipment TOTAL Operating Description: 2013 2014-2018 $0 $0 $0 $0 $35,000 $0 $0 $0 $0 $0 $35,000 $0 Project: 75034 - *Engine & Ladder Replacement Project Description: 2012 Funding Source: General Obligation Bonds To maximize the safe use of emergency code 3 apparatus the Fire Departments replacement plan indicates that front line engines be replaced at seven years or 100,000 miles and be moved into a reserve status and ladder trucks after 15 years or 100,000 miles. The department will maintain a reserve fleet of one reserve truck for every two front line. This CIP request is for a continuous plan for replacement of the departments code 3 apparatus. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $53,440 $0 $42,615 $0 $53,440 $42,615 $0 $2,137,600 $0 $1,704,600 $0 $2,137,600 $1,704,600 $0 $2,191,040 $0 $1,747,215 $0 $2,191,040 $1,747,215 No O and M impact is anticipated since these are replacement engines and ladders trucks. * New Project 342 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: 75035 - Fire Ladder Truck & Tender Project Description: Capital Costs: Funding Source: General Obligation Bonds One fully equipped ladder truck, ladder tender vehicle and staffing of 18 firefighters. Furnishings to accommodate additional ladder company in existing station. Over 50% of structure fires occur in central Glendale which has numerous multi-residential structures and contains the City's industrial area. Based on current growth, call volume and demand for the ladder services this equipment and company will be located at FS151. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $47,515 $0 $0 $0 $0 $0 Equipment $0 $1,900,600 $0 $0 $0 $0 $0 $0 $1,948,115 $0 $0 $0 $0 $0 TOTAL Operating Description: O and M includes 12 Firefighters, 3 Captains and 3 Engineers and one-time cost for recruit testing and academy training to be funded from the public safety sales tax fund 1720 in FY 2010. Equipment maintenance for ladder and tender based on average costs for current vehicles in the fleet. Radio fees $49 month x 10, annual CAD $4,338 per truck. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $1,768,013 $1,821,053 $1,875,685 $1,931,956 $10,564,725 Supplies/Contr $0 $528,028 $543,869 $560,185 $576,990 $3,155,220 Equip. Maint. $0 $372,110 $383,273 $394,771 $406,615 $2,223,536 $0 $2,668,151 $2,748,195 $2,830,641 $2,915,561 $15,943,481 TOTAL Project: T2520 - Infor & Imaging Systems Project Description: Capital Costs: 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. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $12,500 Equipment $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $512,500 TOTAL Operating Description: O and M for 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 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000 * New Project 343 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: T2690 - Fire Admin Relocation Project Description: Capital Costs: Funding Source: General Obligation Bonds Purchase 2.5 acres of land in FY 2010. A land study by a consultant in 2008 would identify best locations to build a Fire Administration facility. Design and construction would begin in FY 2011 of a 33,000 sq ft office to house all of Fire Administration and the Fire Marshals office staff. If completed in year 2012, at move in the facility would have 11,000 sq ft available for 25 additional staff by 2025 as projected in 2025 in the Facility Master Plan. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 $3,294,225 Design $0 $0 $0 $0 $0 $0 $1,983,366 Construction $0 $0 $0 $0 $0 $0 $7,366,854 Finance Charges $0 $0 $0 $0 $0 $0 $346,932 IT/Phone/Security $0 $0 $0 $0 $0 $0 $500,000 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $92,500 $0 $0 $0 $0 $0 $0 $73,669 Equipment $0 $0 $0 $0 $0 $0 $566,676 Contingency $0 $0 $0 $0 $0 $0 $1,058,306 $0 $0 $0 $0 $0 $0 $15,282,528 TOTAL Operating Description: O and M includes office supply contract, equipment maintenance for office equipment and phones. Custodial service and utlities including electrical for security access for four doors and a fire alarm system with monitoring for approximately 33,000 sq ft of space. PC replacement for 4 color printers, 10 laptops and 68 desktop computers. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $107,000 Utilities $0 $0 $0 $0 $0 $331,650 Bldg. Maint. $0 $0 $0 $0 $0 $585,750 Equip. Maint. $0 $0 $0 $0 $0 $198,275 Electrical PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $680,000 $131,715 Landscape $0 $0 $0 $0 $0 $10,530 Water $0 $0 $0 $0 $0 $21,450 Refuse $0 $0 $0 $0 $0 $9,658 $0 $0 $0 $0 $0 $2,076,028 TOTAL * New Project 344 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: T5320 - EOC Equipment Replacement Project Description: Capital Costs: Funding Source: 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 seven years due to improvements in technology and use. The average life of EOC furniture is approximately eight years based on use. The EOC will be seven years old in 2013. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $120,750 IT/Phone/Security $0 $0 $0 $0 $0 $0 $2,578,798 Equipment $0 $0 $0 $0 $0 $0 $431,250 $0 $0 $0 $0 $0 $0 $3,130,798 TOTAL Operating Description: There is no additional operating impact beyond that reported this year in the O and M budget submittal. This project will replace existing equipment and systems at the EOC. Ongoing O and M costs are included in the current O and M budget and are not anticipated to change with the replacement of existing equipment. Project: T5330 - Refurbish Gatwy & Fthls Statn Project Description: Capital Costs: Funding Source: General Obligation Bonds Refurbish Gateway and Foothills Public Safety Facilities. Plan and design a renovation and addition to the Foothills Station, with an anticipated renovation area of 1,120 sq ft and a new addition of 910 sq ft It is anticipated that this station will need to accommodate up to 124 employees. Also plan and design the renovation of the Gateway Station which will include the expansion of the current parking area. It is anticipated that this facility will need to accommodate up to 135 employees. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $517,860 Construction $0 $0 $0 $0 $0 $0 $1,479,600 Finance Charges $0 $0 $0 $0 $0 $0 $57,228 IT/Phone/Security $0 $0 $0 $0 $0 $0 $73,980 Engineering Charges $0 $0 $0 $0 $0 $0 $54,930 Arts $0 $0 $0 $0 $0 $0 $14,796 Contingency $0 $0 $0 $0 $0 $0 $147,960 $0 $0 $0 $0 $0 $0 $2,346,354 TOTAL Operating Description: O and M includes major building maintenance, routine, building maintenance and utilities for 910 sq ft of new space. $1,000,000 in funding is needed for building upkeep and maintenance over a five year period that are over and above the planned rennovations and additions. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $0 $0 $7,962 Bldg. Maint. $0 $0 $0 $0 $0 $10,692 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $1,018,654 Equip. Maint. TOTAL * New Project 345 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (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, four-bay fire station, with firefighter quarters for 18 personnel, furniture/fixtures/equipment, office space and storage. Equipment includes one engine. This facility will respond into the surrounding residential and the Westgate area between Northern and Camelback, west of the 101. This fire station would house a fire pumper 24 X 7 initially with further expansion of ladders and medic units as growth demands. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 $2,395,800 Design $0 $0 $0 $0 $0 $0 $2,007,090 Construction $0 $0 $0 $0 $0 $0 $6,690,300 Finance Charges $0 $0 $0 $0 $0 $0 $364,996 IT/Phone/Security $0 $0 $0 $0 $0 $0 $140,000 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $92,500 $0 $0 $0 $0 $0 $0 $66,903 Equipment $0 $0 $0 $0 $0 $0 $1,601,040 Contingency $0 $0 $0 $0 $0 $0 $1,259,783 $0 $0 $0 $0 $0 $0 $14,618,412 TOTAL Operating Description: O and M includes 12 Firefighters, 3 Captains, 3 Engineer and .5 FTE Building Maintenance Worker. Also includes promotions, training, medic pay, station supplies, station and equipment maintenance, grounds maintenance, insurance and 1-time cost to recruit, test, hire and to send 18 firefighters to the training academy and six to medic school. Utilities, building maintenance & supplies and custodial for 15,000 sq ft of space. Technology replacement for five computers and two printers. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,968,013 $528,028 Utilities $0 $0 $0 $0 $0 $115,500 Bldg. Maint. $0 $0 $0 $0 $0 $165,000 Equip. Maint. $0 $0 $0 $0 $0 $15,000 Insurance $0 $0 $0 $0 $0 $10,995 Electrical $0 $0 $0 $0 $0 $23,800 PC/Vehicle Replacement $0 $0 $0 $0 $0 $27,000 Landscape $0 $0 $0 $0 $0 $6,100 Water $0 $0 $0 $0 $0 $2,860 Refuse $0 $0 $0 $0 $0 $1,000 $0 $0 $0 $0 $0 $2,863,296 Staffing TOTAL * New Project 346 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (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 shared site improvements such as landscaping, street lighting, earthwork, utility modifications, retaining walls and parking lots. Shared buildings for police and fire for classrooms, admin., break room, lockers, showers, maintenance & tire shop, driver's training track building and simulator. Shoot house, rubberized running track and obstacle course for Police. Fire building props (strip mall, gas station, single family house, big box store, apt. bldg, semitruck, and burn room props). Cost based on estimate provided by LEA Architects, LLC revision date 02/05/08. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $2,937,655 Construction Finance Charges $0 $0 $0 $0 $0 $0 $29,376,550 $0 $0 $0 $0 $0 $0 $961,520 Engineering Charges $0 $0 $0 $0 $0 $0 $124,410 Arts $0 $0 $0 $0 $0 $0 $293,766 Equipment $0 $0 $0 $0 $0 $0 $587,531 Contingency $0 $0 $0 $0 $0 $0 $4,406,483 Miscellaneous/Other TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $734,414 $0 $0 $0 $0 $0 $0 $39,422,329 O and M includes salaries and benefits for a Battalion Chief, 2 Captains, a Secretary, a Records Technician and a Custodian. No additional staffing is needed for Police. Equipment maintenance for 1st five years includes PD training equipment, PD vehicle, computers & workstations. PD training equipment & supplies, PD tuition/lab fees and FD items $14,000. Supplies/contracts also includes a 3-year maintenance contract at $72,000 for driving simulator. Utilities includes an estimate received from Architect. Building maintenance and water for 99,515 sq ft of space. Landscape maintenance and water for 10 acres of landscape. Refuse for two six-yard containers on site with pick up three days per week. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $1,144,610 Supplies/Contr $0 $0 $0 $0 $0 $123,975 Utilities $0 $0 $0 $0 $0 $399,128 Bldg. Maint. $0 $0 $0 $0 $0 $174,150 Equip. Maint. Insurance $0 $0 $0 $0 $0 $2,222,805 $0 $0 $0 $0 $0 $186,538 PC/Vehicle Replacement $0 $0 $0 $0 $0 $33,100 Landscape $0 $0 $0 $0 $0 $307,020 Water $0 $0 $0 $0 $0 $71,155 Refuse $0 $0 $0 $0 $0 $19,316 $0 $0 $0 $0 $0 $4,681,797 TOTAL * New Project 347 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (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 current vehicle is out of service for maintenance or deployed in kind to another city. This second support truck will ensure continued service to the citizens of Glendale. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $21,492 Equipment $0 $0 $0 $0 $0 $0 $859,675 $0 $0 $0 $0 $0 $0 $881,167 TOTAL Operating Description: O and M includes shop and fuel $17,000 annually based on average cost of current truck, radio fees $49 per month x 2, CAD charges $4,338 annually and 10 year vehicle replacement based on current cost plus $10,000 per year for inflation. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Equip. Maint. $0 $0 $0 $0 $0 $143,080 PC/Vehicle Replacement $0 $0 $0 $0 $0 $429,840 $0 $0 $0 $0 $0 $572,920 TOTAL Project: T5390 - Replace Utility Truck Project Description: Capital Costs: Funding Source: General Obligation Bonds Replace six year old utility truck. This is a specialized vehicle used in the fire service primarily as an exterior lighting tower, mobile fresh breathing air station, mobile rehabilitation/re-hydration unit and to provide electricity for fans and lights inside buildings. This vehicle is used for the delivery of electric power, both for exterior lighting needs and interior electrical needs, during fire and emergency calls. It is also used to refill firefighter's self-contained breathing apparatus on all calls requiring self-contained air use and also provides for firefighter rehabilitation and re-hydration on all events that require administration of water and fluids to sustain firefighters. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $16,208 Equipment $0 $0 $0 $0 $0 $0 $648,320 $0 $0 $0 $0 $0 $0 $664,528 TOTAL Operating Description: O and M includes annual shop and fuel of $19,658 based on average cost for current truck. Radio fees for two at $49 per radio, annual CAD cost of $4,436. 10-year vehicle replacement based on current cost plus $10,000 per year for inflation. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Equip. Maint. $0 $0 $0 $0 $0 $126,350 PC/Vehicle Replacement $0 $0 $0 $0 $0 $374,160 $0 $0 $0 $0 $0 $500,510 TOTAL * New Project 348 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: T5400 - Replace 1 Brush Truck Project Description: Capital Costs: Funding Source: General Obligation Bonds Replacement of "brush truck" vehicle. This type of vehicle provides fire suppression off-road when dealing with brush fires requiring a specialized four-wheel drive or a "brush truck" unit. Carryover 2009 2010 $0 2011 2012 2013 2014-2018 Finance Charges $0 Equipment $0 $0 $0 $0 $0 $0 $459,600 $0 $0 $0 $0 $0 $0 $471,090 TOTAL Operating Description: $0 $0 $0 $0 $11,490 O and M includes annual shop and fuel charges of $7,000 based on average cost for current truck. Radio fees $49 per month x 4, annual CAD cost $4,338. 10-year vehicle replacement based on current cost plus $10,000 per year for inflation. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Equip. Maint. $0 $0 $0 $0 $0 $68,450 PC/Vehicle Replacement $0 $0 $0 $0 $0 $279,800 $0 $0 $0 $0 $0 $348,250 TOTAL Project: T5430 - Specialty Delivery Truck Project Description: Capital Costs: Funding Source: General Obligation Bonds Purchase of a specialty delivery truck to replace a smaller vehicle that does not meet the departments needs. This vehicle carries emergency medical supplies and various firefighting supplies. This vehicle is used as a mobile storage for supplies that are delivered to the fire stations on a daily and/or weekly basis and for largescale medical or fire emergencies. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $5,292 Equipment $0 $0 $0 $0 $0 $0 $211,660 $0 $0 $0 $0 $0 $0 $216,952 TOTAL Operating Description: O and M includes annual shop and fuel of $7,000 estimated based on average costs for similar vehicles. Radio fees $49 per month x 1. 10-year vehicle replacement current cost plus $10,000 per year for inflation. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Equip. Maint. $0 $0 $0 $0 $0 $37,940 PC/Vehicle Replacement $0 $0 $0 $0 $0 $155,830 $0 $0 $0 $0 $0 $193,770 TOTAL * New Project 349 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: T5440 - 3000 Gallon Fuel Truck Project Description: Capital Costs: 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 long campaign fire scenes that require pumping all day & all night, such as the Sanderson Ford Fire; Bio Lab Fire; Ice Plant Fire, etc. Other uses include: filling station generator fuel tanks-- rolling electrical black outs of APS and SRP modifications and or repair of transformers underground utilities--and deployment of USAR team can be anywhere in the state, the team typically will deploy in a disaster area that has no power. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $2,792 Equipment $0 $0 $0 $0 $0 $0 $111,660 $0 $0 $0 $0 $0 $0 $114,452 TOTAL Operating Description: O and M includes shop and fuel of $7,000 based on cost for similar size vehicle. Radio fees $49 per month x 1. 10-year vehicle replacement current cost plus $10,000 per year for inflation. Operating Costs: 2009 Equip. Maint. PC/Vehicle Replacement TOTAL 2010 2011 Capital Costs: 2013 2014-2018 $0 $0 $0 $0 $0 $37,940 $0 $0 $0 $0 $0 $105,832 $0 $0 $0 $0 $0 $143,772 Project: T5450 - 30 Heart Monitors Project Description: 2012 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. Carryover 2009 2010 2011 2012 2013 2014-2018 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: O and M includes the ongoing maintenance cost and batteries for five years. Operating Costs: Equip. Maint. TOTAL 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000 * New Project 350 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: T5460 - Rebuild Fire Station 153 Project Description: Capital Costs: Funding Source: General Obligation Bonds FS153 (built in 1973) is 33 years old and houses one engine company of five firefighters per shift. This project includes demolition and rebuilding fire station 153 from a 8,000 sq ft, two-bay station to a 15,000 sq ft, four-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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $2,007,090 Construction $0 $0 $0 $0 $0 $0 $6,690,300 Finance Charges $0 $0 $0 $0 $0 $0 $268,954 IT/Phone/Security $0 $0 $0 $0 $0 $0 $140,000 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $66,903 Equipment $0 $0 $0 $0 $0 $0 $500,000 Contingency $0 $0 $0 $0 $0 $0 $1,043,374 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $218,000 $0 $0 $0 $0 $0 $0 $11,027,121 TOTAL Operating Description: O and M includes utilities and building maintenance including custodial services for 15,000 sq ft of space. No new FTE's have been assumed. Electrical is calculated for IT network hardware costs provided by IT. Landscape includes cost for ROW maintenance at .17/sq ft. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $0 $0 $115,500 Bldg. Maint. $0 $0 $0 $0 $0 $135,000 Electrical Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $120,000 $22,875 Water $0 $0 $0 $0 $0 $10,725 Refuse $0 $0 $0 $0 $0 $800 $0 $0 $0 $0 $0 $404,900 TOTAL Project: T5510 - Security Fencing Project Description: Capital Costs: Funding Source: General Obligation Bonds Security fencing at five stations FS151, FS152, FS154, FS156 and FS157, including gate loops and 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. Carryover 2009 2010 2011 2012 2013 2014-2018 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: O and M includes annual equipment service and maintenance of $4,000 x 5 years for motor and chain drive. Operating Costs: Equip. Maint. TOTAL 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $20,000 * New Project 351 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: T5520 - Vehicle Technology - Video/MDC Project Description: Capital Costs: 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; issues ruggedized laptop computers to all officers. This project would also fund computers in approximately 40 additional public safety vehicles (25 police and 15 fire) that currently do not have them. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $67,500 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 $2,707,500 TOTAL Operating Description: Equipment maintenance is for replacement cost for hardware and software licensing fees. Staffing is a Systems Analyst for data retention and retrieval for five years. Operating Costs: 2009 Staffing Equip. Maint. TOTAL 2010 2011 Capital Costs: Carryover $0 Equipment Contingency TOTAL $0 $0 $0 $0 $438,750 $0 $0 $0 $0 $0 $1,455,392 $0 $0 $0 $0 $0 $1,894,142 TOTAL Funding Source: General Obligation Bonds 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40,593 $1,623,750 $0 $0 $0 $0 $0 $0 $162,375 $0 $0 $0 $0 $0 $0 $1,826,718 Maintenance on hardware and software for the call-taking stations $45,000 x 5 years = $225,000. And $125,000 for equipment maintenance on user optional equipment not covered by the State of Arizona emergency number reimbursement program. Operating Costs: Equip. Maint. 2014-2018 911 phone system upgrade and communications center expansion. If the 911 surcharge is eliminated by the legislature, we will be responsible for replacing the 911 phone system prior to the current technology becoming obsolete. This funding would also add four call-taking stations positions to our back-up center in the main public safety building. Finance Charges Operating Description: 2013 $0 Project: T5530 - 911 Phone Upgrades/Expansion Project Description: 2012 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $350,000 $0 $0 $0 $0 $0 $350,000 * New Project 352 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: T5531 - *CAD/RMS/MDC Upgrade Project Description: Capital Costs: Funding Source: General Obligation Bonds Items included in this replacement package would include modules for booking, records management, dispatch, homeland security, court/prosecutors and wireless ticketing. This package would also include automatic vehicle location (AVL), a system that is currently used by the fire department which results in a much quicker response to calls and includes mapping so that officers can be directed to the call location. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $100,000 Finance Charges $0 $0 $0 $0 $0 $0 $190,275 Engineering Charges $0 $0 $0 $0 $0 $0 $11,000 Equipment $0 $0 $0 $0 $0 $0 $7,500,000 $0 $0 $0 $0 $0 $0 $7,801,275 TOTAL Operating Description: O and M related to software upgrades. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $240,000 TOTAL $0 $0 $0 $0 $0 $240,000 Project: T5532 - *HQ Renovation Project Description: Capital Costs: Funding Source: General Obligation Bonds This project includes the cost of planning, designing and implementing the renovations and additions to the current Main Public Safety Building to create a Police Headquarters. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $2,569,560 Construction $0 $0 $0 $0 $0 $0 $7,341,601 Finance Charges $0 $0 $0 $0 $0 $0 $279,457 IT/Phone/Security $0 $0 $0 $0 $0 $0 $367,080 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $73,416 Contingency $0 $0 $0 $0 $0 $0 $734,160 $0 $0 $0 $0 $0 $0 $11,457,774 TOTAL Operating Description: O and M includes major building maintenance, routine, building maintenance and utilities for 4,820 sq ft of new space. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $0 $0 $42,175 Bldg. Maint. $0 $0 $0 $0 $0 $56,635 $0 $0 $0 $0 $0 $98,810 TOTAL * New Project 353 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: T5533 - *Com Van Equipment Replacement Project Description: Capital Costs: Funding Source: General Obligation Bonds Replacement funds for interoperability command van purchased in FY 2004-05. This would fund technology replacement only, not the truck or trailer. This van is utilized as a mobile emergency operation center, back-up communications center and as a forward mobile command center. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $50,000 Equipment $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 $2,050,000 TOTAL Operating Description: O and M related to technolgy subcriptions. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $500,000 TOTAL $0 $0 $0 $0 $0 $500,000 Project: T5534 - *Tactical Vehicles/Events Van Project Description: Capital Costs: Funding Source: General Obligation Bonds Purchase two rescue/response vehicles and one events van. Several grants have been received from the Dept of Emergency Mgmt (and other government agencies) for equipment to be used in cases of extreme emergency and civil disobedience, however, currently there are no vehicles appropriate for transporting the equipment and people into the scene. The van will carry equipment such as riot shields, less lethal munitions and equipment for communications. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $25,000 Equipment $0 $0 $0 $0 $0 $0 $1,000,000 Contingency $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $1,125,000 TOTAL Operating Description: O and M includes the cost of adding the two response vehicles to the Vehicle Replacement Fund rate for the two response vehicles based on a 16-year cycle at $25,000 per year. The replacement rate for the van will be based on a 16 year cycle at $12,500 per year. Vehicle maintenance is anticipated at $7,000 per year, per vehicle. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Equip. Maint. $0 $0 $0 $0 $0 $105,000 PC/Vehicle Replacement $0 $0 $0 $0 $0 $312,500 $0 $0 $0 $0 $0 $417,500 TOTAL * New Project 354 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Public Safety Construction (2040) Category: 20% Project: T5535 - *Warehouse Facility Fire RMS Project Description: Capital Costs: Funding Source: General Obligation Bonds The fire department has grown in size over the years to nine stations and a training center. Fire Support Services handles all logistical needs for the Fire Department and is in need of a totally secured building that can provide adequate covered space to park two to four spare, fully outfitted reserve fire trucks. This project is to purchase two acres of land and construct a 20,000 sq ft metal warehouse to store fire equipment and station EMS supplies. The current 12,000 sq ft facility has been in use since 1992 and the Fire Department has been forced to utilize several remote locations to store various amounts of equipment. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 $2,300,000 Design Construction $0 $0 $0 $0 $0 $0 $3,340,000 $0 $0 $0 $0 $0 $0 $5,260,000 Finance Charges $0 $0 $0 $0 $0 $0 $333,825 IT/Phone/Security $0 $0 $0 $0 $0 $0 $140,000 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $52,600 Equipment $0 $0 $0 $0 $0 $0 $0 $954,000 $0 $0 $0 $0 $0 $1,213,910 $0 $0 $0 $0 $0 $0 $13,686,835 Contingency TOTAL Operating Description: O and M includes utilities, building maintenance and water for 20,000 sq ft of space. Landscaping of 29,000 sq ft. Refuse based on one six yard containers with pick up three times per week. Technology replacement for six PC's and a printer. Electrical includes maintenance for security alarm, fire alarm and phones. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $0 $0 $160,000 Bldg. Maint. $0 $0 $0 $0 $0 $225,000 Electrical PC/Vehicle Replacement $0 $0 $0 $0 $0 $60,000 $0 $0 $0 $0 $0 $11,605 Landscape $0 $0 $0 $0 $0 $19,575 Water $0 $0 $0 $0 $0 $14,300 Refuse $0 $0 $0 $0 $0 $9,660 $0 $0 $0 $0 $0 $500,140 TOTAL * New Project 355 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Government Facility - Construction Fund GOVERNMENT FACILITY FY 2009 will see the continuation of the repair, maintenance and rehabilitation of roofing, flooring, heating and air-conditioning systems and wall coverings in existing buildings. Funds also will be used to modify existing restrooms to ensure they are compliant with the Americans with Disabilities Act. Project Name: Operations Center Expansion Funding Source: G.O. Bond Fund #: 2080 Project #: 77500 Picture Note: Phase I (pictured) of the Field Operations Center opened in August of 2004. 356 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Gov't Facilities Construction (2080) Category: 6% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance ($2,096,603) $6,045 $6,376 $881,012 $40,456 $42,176 Total Beginning Balance: (2,096,603) 6,045 6,376 881,012 40,456 42,176 4,230,000 1,495,000 1,497,000 0 0 74,389,000 0 212 255 39,646 2,023 10,544 4,230,000 1,495,212 1,497,255 39,646 2,023 74,399,544 Advisor Fees 0 32 38 5,947 303 1,582 Total Operating Expenses: 0 32 38 5,947 303 1,582 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding 77500 Operations Center Expansion 0 0 0 0 0 0 52,466,345 77501 City Office Building 0 0 0 0 0 0 14,265,300 77503 Exterior Closure (Roofing) 27,752 235,170 264,992 123,176 0 0 305,281 77504 City Hall - HVAC System 307,185 0 0 0 0 0 4,939,493 77505 Environmental (ADA Compliance 361,926 179,103 0 0 0 0 0 77507 Interior Finishes (Flooring) 192,206 251,327 209,244 196,589 213,163 0 1,013,860 77508 Interior Finishes (Paint) 33,966 121,505 105,703 0 342,999 0 578,251 77509 Mechanical Upgrades 17,598 0 680,309 190,253 0 0 0 2,764 118,555 118,713 112,563 112,563 0 562,815 61,198 217,097 115,888 0 205,530 0 258,300 1,004,595 1,122,757 1,494,849 622,581 874,255 0 74,389,645 $6,376 $881,012 $40,456 $42,176 $50,493 77510 Electrical/Lighting Upgrades 77512 Exterior Closure (Paint) Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 2,127,352 $6,045 * New Project **A bond sale is planned in early FY09. The cash balance in other contruction funds is more than adequate to cover the temporary negative fund balanace in Fund 2080. 357 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Gov't Facilities Construction (2080) Category: 6% Project: 77500 - Operations Center Expansion Project Description: Capital Costs: Funding Source: General Obligation Bonds Phase I of the Field Operations Center opened in August 2004. Phase II 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $3,200,000 Construction $0 $0 $0 $0 $0 $0 $46,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $610,000 IT/Phone/Security $0 $0 $0 $0 $0 $0 $500,000 Engineering Charges $0 $0 $0 $0 $0 $0 $191,345 Arts $0 $0 $0 $0 $0 $0 $465,000 Contingency $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $52,466,345 TOTAL Operating Description: O and M costs for the Phase I of construction were approved during the FY 2006 budget development process. O and M costs for Phase II 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. The project would include either construction or renovation of 40,000-60,000 sq ft of office space. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,200,000 $12,200,000 Finance Charges $0 $0 $0 $0 $0 $0 $328,300 IT/Phone/Security $0 $0 $0 $0 $0 $0 $300,000 Engineering Charges $0 $0 $0 $0 $0 $0 $115,000 Arts $0 $0 $0 $0 $0 $0 $122,000 $0 $0 $0 $0 $0 $0 $14,265,300 Design TOTAL Operating Description: O and M includes utilities (electical and water), building maintenance, supplies and custodial service for approximately a 70,000 sq ft building. Other maintenance includes refuse collection $2,400 per year. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $0 $0 $756,400 Bldg. Maint. $0 $0 $0 $0 $0 $600,000 Landscape $0 $0 $0 $0 $0 $9,600 $0 $0 $0 $0 $0 $1,366,000 TOTAL * New Project 358 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Gov't Facilities Construction (2080) Category: 6% Project: 77503 - Exterior Closure (Roofing) Project Description: Capital Costs: Finance Charges Equipment TOTAL Operating Description: Funding Source: Make city-wide roofing upgrades that would require a total of $905,970 over the next several years to improve the condition 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. In FY 2009 the roof membrane at the airport is proposed to be replaced. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $4,383 $5,736 $6,463 $3,004 $0 $0 $7,446 $23,369 $229,434 $258,529 $120,172 $0 $0 $297,835 $27,752 $235,170 $264,992 $123,176 $0 $0 $305,281 No additional O and M needed at this time. Project: 77504 - City Hall - HVAC System Project Description: General Obligation Bonds Funding Source: General Obligation Bonds The existing heating, ventilating and air conditioning (HVAC) system at city hall is reaching capacity with 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. In FY 2008 improvements to the air quality will be completed in the sub-basement, basement and 1st floors of City Hall. Enhancements to the remainder of the building will be completed in 2014. Carryover 2009 2010 2011 2012 2013 2014-2018 $127,375 $0 $0 $0 $0 $0 Finance Charges $38,679 $0 $0 $0 $0 $0 $0 Engineering Charges $17,378 $0 $0 $0 $0 $0 $37,093 Construction Arts Equipment Contingency TOTAL Operating Description: $1,345 $0 $0 $0 $0 $0 $12,560 $104,476 $0 $0 $0 $0 $0 $3,633,840 $17,932 $0 $0 $0 $0 $0 $0 $307,185 $0 $0 $0 $0 $0 $4,939,493 No additional O and M needed at this time. Project: 77505 - Environmental (ADA Compliance) Project Description: Capital Costs: Design Finance Charges Equipment TOTAL Operating Description: $1,256,000 Funding Source: General Obligation Bonds An independent study of 37 of the oldest city properties was conducted and as a result of that study it was determined that the most critical need was to insure that there are sufficient ADA compliant restrooms for the public and city employees. The $174,736 in FY 2009 will allow for the remodeling of one set of restrooms at the main terminal building at the City Airport. Carryover 2009 2010 2011 2012 2013 2014-2018 $223,065 $0 $0 $0 $0 $0 $0 $12,126 $126,735 $4,368 $174,735 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $361,926 $179,103 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 359 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Gov't Facilities Construction (2080) Category: 6% Project: 77507 - Interior Finishes (Flooring) Project Description: Capital Costs: Finance Charges Equipment Miscellaneous/Other TOTAL Operating Description: Funding Source: Make city-wide interior flooring upgrades that would require a total of $1,838,227 over the next 10 years 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. The Housing Authority office building, the IT Building and the Velma Teague Library are the recommendations for FY 2009. Carryover 2009 2010 2011 Capital Costs: Design Finance Charges Equipment TOTAL Operating Description: Capital Costs: Design Finance Charges Equipment TOTAL Operating Description: 2013 2014-2018 $6,130 $5,104 $4,795 $5,199 $0 $24,728 $0 $245,197 $204,140 $191,794 $207,964 $0 $989,132 $187,348 $0 $0 $0 $0 $0 $0 $192,206 $251,327 $209,244 $196,589 $213,163 $0 $1,013,860 No additional O and M needed at this time. Funding Source: General Obligation Bonds Make city-wide interior paint and wall covering upgrades that would require a total of $1,120,446 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 the first four-year period. Interior painting and wall repair to all of the Historic Sahuaro Ranch buildings is planned for FY 2009. Carryover 2009 2010 2011 2012 2013 2014-2018 $32,833 $0 $0 $0 $0 $0 $0 $1,133 $2,964 $2,578 $0 $8,366 $0 $14,104 $0 $118,541 $103,125 $0 $334,633 $0 $564,147 $33,966 $121,505 $105,703 $0 $342,999 $0 $578,251 No additional O and M needed at this time. Project: 77509 - Mechanical Upgrades Project Description: 2012 $4,858 Project: 77508 - Interior Finishes (Paint) Project Description: General Obligation Bonds Funding Source: General Obligation Bonds The city-wide mechanical upgrades would require a total of $849,329 over the next two years to improve the condition age of several facilities and extend the useful life of the infrastructure. There will be a total of 19 HVAC related projects completed on 13 different city buildings over a three-year period. Some of the major projects include; replacing all the HVAC equipment at the Airport in FY 2010, and replacing all the HVAC system controls at the Main Library in FY 2010 and the Foothills Public Safety Complex in FY 2011. Carryover 2009 2010 2011 2012 2013 2014-2018 $16,351 $0 $0 $0 $0 $0 $0 $1,247 $0 $16,593 $4,640 $0 $0 $0 $0 $0 $663,716 $185,613 $0 $0 $0 $17,598 $0 $680,309 $190,253 $0 $0 $0 No additional O and M needed at this time. * New Project 360 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Gov't Facilities Construction (2080) Category: 6% Project: 77510 - Electrical/Lighting Upgrades Project Description: Capital Costs: Finance Charges Equipment TOTAL Operating Description: Funding Source: The upgrades to the lighting and electrical systems would require a total of $1,000,205 over a multi-year program 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. Improvements are scheduled during FY 2008 for City Hall that will initially include the replacement of old coil and core light fixture ballasts with energy efficient electronic ones and the replacement of the fluorescent lamps with higher efficient ones. The focus of lighting improvements will be on the Public Safety Building in FY 2009. Carryover 2009 2010 2011 Capital Costs: Finance Charges Equipment TOTAL Operating Description: 2012 2013 2014-2018 $2,764 $2,892 $2,895 $2,745 $2,745 $0 $13,727 $0 $115,663 $115,818 $109,818 $109,818 $0 $549,088 $2,764 $118,555 $118,713 $112,563 $112,563 $0 $562,815 No additional O and M needed at this time. Project: 77512 - Exterior Closure (Paint) Project Description: General Obligation Bonds Funding Source: General Obligation Bonds Make city-wide painting related upgrades that would require a total of $774,453 over a several year period to improve the condition of several facilities and extend the useful life of the infrastructure. Some of the major projects include: a citywide exterior painting program at a cost of $50,400 a year for 10 years, painting of City Hall and the Council Chambers in 2009, awning replacement at Sahuaro Ranch historic buildings in FY 2009, metal shade structure replacement to Main Library in FY 2011, painting or the exterior of the O'Neil Recreation Hall in FY 2012 and a number of caulking and paint related upgrades to several city buildings from 2009 to 2012. Carryover 2009 2010 2011 2012 2013 2014-2018 $1,493 $5,295 $5,754 $0 $5,013 $0 $6,300 $59,705 $211,802 $110,134 $0 $200,517 $0 $252,000 $61,198 $217,097 $115,888 $0 $205,530 $0 $258,300 No additional O and M needed at this time. * New Project 361 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Cultural Facilities/Historic Preservation – Construction Fund CULTURAL FACILITIES/HISTORIC PRESERVATION This general obligation category will fund the continuation of repair and rehabilitation work for two historic properties the city owns and operates, Sahuaro Ranch and Manistee Ranch. The work includes installing roofs and other building features to preserve the historic integrity of the properties. In the last five years of the program, construction of a performing arts center for community theater groups, small venue concerts, films and other performances is planned. Project Name: Historic Sahuaro Ranch Repairs Funding Source: G. O. Bond Fund #: 2130 Project #: 84303 Project Name: Manistee Ranch Bldg. Painting Funding Source: G. O. Bond Fund #: 2130 Project #: 84304 362 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Cultural Facility Construction (2130) Category: 6% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $604,618 $425,506 $438,165 $453,063 $470,393 $490,385 Total Beginning Balance: 604,618 425,506 438,165 453,063 470,393 490,385 Bond Proceeds 0 0 0 0 0 40,589,000 Investment Income 0 14,893 17,527 20,388 23,520 122,596 0 14,893 17,527 20,388 23,520 40,711,596 Advisor Fees 0 2,234 2,629 3,058 3,528 18,389 Total Operating Expenses: 0 2,234 2,629 3,058 3,528 18,389 Revenue Total Revenue: Operating Expenses Project Expenses Carryover New Funding 0 0 0 0 0 0 41,122,777 84303 Historic Sahuaro Ranch Repairs 69,112 0 0 0 0 0 0 84304 Manistee Ranch Bldg. Painting 110,000 0 0 0 0 0 0 Total Project Expenses: 179,112 0 0 0 0 0 41,122,777 $438,165 $453,063 $470,393 $490,385 $60,815 84300 Cultural Arts Facility Total FY 08-09 Funding: Estimated Ending Balance: 179,112 $425,506 * New Project 363 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Cultural Facility Construction (2130) Category: 6% Project: 84300 - Cultural Arts Facility Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of a cultural arts facility in Glendale was identified in the 1999 Bond Election. Budget estimates are based on a 52,860-square-foot building, equipment and furniture on seven acres of land. This concept originated from a citizen's committee in the mid-1990's. The actual type of facility, size, location and community partners will be determined by conducting a feasibility study. Examples of cultural arts facilities to be considered include venues for the performing arts, visual arts and arts education. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $5,343,295 Construction $0 $0 $0 $0 $0 $0 $18,319,867 Finance Charges $0 $0 $0 $0 $0 $0 $993,997 IT/Phone/Security $0 $0 $0 $0 $0 $0 $146,933 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $122,000 $0 $0 $0 $0 $0 $0 $183,199 Equipment $0 $0 $0 $0 $0 $0 $2,289,983 Contingency $0 $0 $0 $0 $0 $0 $1,421,300 $0 $0 $0 $0 $0 $0 $41,122,777 TOTAL Operating Description: $12,302,203 Full-time staff includes a supervisor, two arts specialists, an office assistant, a building maintenance worker and 1.5 FTE custodians. Part-time staff includes hourly staff for the box office and arts assistants. Building operating expenses are typical. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $2,289,198 Supplies/Contr $0 $0 $0 $0 $0 $2,951,795 Utilities $0 $0 $0 $0 $0 $736,515 Bldg. Maint. $0 $0 $0 $0 $0 $1,534,685 Equip. Maint. $0 $0 $0 $0 $0 $458,709 Insurance $0 $0 $0 $0 $0 $227,316 Electrical $0 $0 $0 $0 $0 $606,187 PC/Vehicle Replacement $0 $0 $0 $0 $0 $157,772 Landscape $0 $0 $0 $0 $0 $100,757 $0 $0 $0 $0 $0 $9,062,934 TOTAL Project: 84303 - Historic Sahuaro Ranch Repairs Project Description: Capital Costs: Construction Miscellaneous/Other TOTAL Operating Description: Funding Source: General Obligation Bonds This project addresses the most critical and time-sensitive issues identified in the Sahuaro Ranch Building Condition Assessment. These items include weatherizing exteriors, repairing foundations, installing historically accurate cedar roofs, improving handicapped access and repainting bricks on Ranch buildings and completing an needs assessment in the barnyard. Carryover 2009 2010 2011 2012 2013 2014-2018 $68,132 $0 $0 $0 $0 $0 $0 $980 $0 $0 $0 $0 $0 $0 $69,112 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 364 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Cultural Facility Construction (2130) Category: 6% Project: 84304 - Manistee Ranch Bldg. Painting Project Description: Capital Costs: Design TOTAL Operating Description: Funding Source: General Obligation Bonds This project includes painting several exteriors and miscellaneous repairs to ancillary buildings, adding protective screening under the main house porch and minor exterior repairs. Carryover 2009 2010 2011 2012 2013 2014-2018 $110,000 $0 $0 $0 $0 $0 $0 $110,000 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 365 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Economic Development – Construction Funds ECONOMIC DEVELOPMENT This general obligation bond category includes $28.9 million for economic development capital projects in the first five years of the plan, with $13.7 million in FY 2009 alone. These funds are intended for the purchase of land for redevelopment, the upgrade and repair of older infrastructure and new development infrastructure. The overall goal is to attract high quality economic development projects that create or retain well-paying jobs in Glendale, enhance the city’s financial stability and attract new capital investment. Project Name: Loop 303 Development Funding Source: G.O. Bond Fund #: 2100 Project #: 84406 366 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Economic Dev Construction (2100) Category: 6% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $528,790 $30,058 $31,403 $32,471 $33,713 $35,146 Total Beginning Balance: 528,790 30,058 31,403 32,471 33,713 35,146 13,718,000 9,226,451 0 6,000,549 0 90,969,889 0 1,052 1,256 1,461 1,686 8,787 13,718,000 9,227,503 1,256 6,002,010 1,686 90,978,676 Advisor Fees 0 158 188 219 253 1,318 Total Operating Expenses: 0 158 188 219 253 1,318 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding 498,703 6,658,000 4,135,000 0 0 0 22,556,250 84401 Redevelopment Land Acquist. 0 1,061,000 1,061,000 0 0 0 25,625,000 84406 Loop 303 Infrastructure 0 2,029,021 2,000,000 0 6,000,549 0 5,925,981 84407 New Development Infrastructure 0 3,970,008 2,030,000 0 0 0 36,900,000 498,703 13,718,029 9,226,000 0 6,000,549 0 91,007,231 $31,403 $32,471 $33,713 $35,146 $5,273 84400 Downtown Land Acquisition Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 14,216,732 $30,058 * New Project 367 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Economic Dev Construction (2100) Category: 6% Project: 84400 - Downtown Land Acquisition Project Description: Capital Costs: Funding Source: General Obligation Bonds Purchase of underperforming properties in the City Center Master Plan area which can be assembled and remarketed to businesses and establishments that desire to locate in the downtown redevelopment area. Funding will also cover associated costs of appraisals, environmental assessments, title searches, demolitions, etc. City will undertake RFPs to identify and negotiate development agreements. Continue implementation of the City Center Master Plan. 2009 2010 $498,703 $5,510,000 $4,065,000 $0 $0 $0 Construction $0 $1,000,000 $0 $0 $0 $0 $0 Finance Charges $0 $90,000 $70,000 $0 $0 $0 $56,250 Engineering Charges $0 $48,000 $0 $0 $0 $0 $0 Arts $0 $10,000 $0 $0 $0 $0 $0 $498,703 $6,658,000 $4,135,000 $0 $0 $0 $22,556,250 Land TOTAL Operating Description: Carryover 2011 2009 Landscape TOTAL 2010 2011 2014-2018 $22,500,000 2012 2013 2014-2018 $0 $2,251 $2,311 $2,400 $0 $25,000 $0 $2,251 $2,311 $2,400 $0 $25,000 Project: 84401 - Redevelopment Land Acquist. Capital Costs: 2013 Minimal O and 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. Estimating for weed control and maintenance, etc Operating Costs: Project Description: 2012 Funding Source: General Obligation Bonds Redevelopment of infrastructure that needs to be upgraded or repaired to encourage private investment in redevelopment of the downtown area. Use funds to assist in any aspect of redevelopment. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 Construction $0 $1,000,000 $1,000,000 $0 $0 $0 $0 Finance Charges $0 $15,000 $15,000 $0 $0 $0 $625,000 Engineering Charges $0 $36,000 $36,000 $0 $0 $0 $0 Arts $0 $10,000 $10,000 $0 $0 $0 $0 $0 $1,061,000 $1,061,000 $0 $0 $0 $25,625,000 TOTAL Operating Description: Minimal O and M associated for land acquisition only. Acquired land would be offered to developers for purchase and development as desired within scope of a development agreement. Estimating for weed control and maintenance. Operating Costs: Landscape TOTAL $25,000,000 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $20,000 $0 $0 $0 $0 $0 $20,000 * New Project 368 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Economic Dev Construction (2100) Category: 6% Project: 84406 - Loop 303 Infrastructure Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of infrastructure improvements and other development costs for new retail or mixed-use development near Loop 303 in fulfillment of development agreement. As the Loop 101 builds out, the Loop 303 area is becoming the hot spot for new development within the City. Attracting high quality development projects requires infrastructure already be in place. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $1,000,000 $0 $0 $0 $0 $500,000 Construction $0 $986,210 $1,916,790 $0 $5,802,000 $0 $3,000,000 Finance Charges $0 $21,402 $41,598 $0 $90,000 $0 $144,300 Engineering Charges $0 $11,547 $22,444 $0 $50,529 $0 $30,481 Arts $0 $9,862 $19,168 $0 $58,020 $0 $30,000 Contingency $0 $0 $0 $0 $0 $0 $2,040,200 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $181,000 $0 $2,029,021 $2,000,000 $0 $6,000,549 $0 $5,925,981 TOTAL Operating Description: No O and M needed at this time. Project: 84407 - New Development Infrastructure Project Description: Capital Costs: Funding Source: General Obligation Bonds Funding to provide new infrastructure to recruit and encourage new high quality private development city-wide. The City incurs infrastructure and development costs as new economic development projects occur. Funds are needed to assist with infrastructure costs to support major development projects which will generate new revenues and economic benefits for the City as a tool to recruit high quality employers to the City. 2009 2010 Land $0 $2,500,000 $2,000,000 $0 $0 $0 Construction $0 $1,348,000 $0 $0 $0 $0 $0 Finance Charges $0 $60,000 $30,000 $0 $0 $0 $900,000 Engineering Charges $0 $48,528 $0 $0 $0 $0 $0 Arts $0 $13,480 $0 $0 $0 $0 $0 $0 $3,970,008 $2,030,000 $0 $0 $0 $36,900,000 TOTAL Operating Description: Carryover 2011 2012 2013 O and M costs would be included within the scope of a development agreement. * New Project 369 Return to CIP TOC 2014-2018 $36,000,000 FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: General Fund Rev Obligations (1270) Category: Other FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $1,018,019 $436,603 $449,592 $464,878 $482,660 $503,173 Total Beginning Balance: 1,018,019 436,603 449,592 464,878 482,660 503,173 0 15,281 17,984 20,920 24,133 125,793 0 15,281 17,984 20,920 24,133 125,793 Advisor Fees 0 2,292 2,698 3,138 3,620 18,869 Total Operating Expenses: 0 2,292 2,698 3,138 3,620 18,869 Revenue Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding 85004 Training Facility Phase I 161,416 0 0 0 0 0 0 85007 Media Center 420,000 0 0 0 0 0 0 Total Project Expenses: 581,416 0 0 0 0 0 0 $449,592 $464,878 $482,660 $503,173 $610,097 Total FY 08-09 Funding: Estimated Ending Balance: 581,416 $436,603 * New Project **Revenue Bond Fund 370 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: General Fund Rev Obligations (1270) Category: Other Project: 85004 - Training Facility Phase I Project Description: Capital Costs: General Fund Funding Source: Phase I of a joint Police/Fire Training Facility, which will include a shooting range, driving track, berms, classrooms, burn tower and fire props. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $9,669 $0 $0 $0 $0 $0 $0 Arts $3,528 $0 $0 $0 $0 $0 $0 Equipment $54,390 $0 $0 $0 $0 $0 $0 Contingency $93,829 $0 $0 $0 $0 $0 $0 $161,416 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. Project: 85007 - Media Center Project Description: Capital Costs: 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 2009 2010 2011 2012 2013 2014-2018 Design $11,356 $0 $0 $0 $0 $0 $0 Finance Charges $24,843 $0 $0 $0 $0 $0 $0 Engineering Charges $14,285 $0 $0 $0 $0 $0 $0 Arts $13,664 $0 $0 $0 $0 $0 $0 $308,451 $47,401 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $420,000 $0 $0 $0 $0 $0 $0 Equipment Contingency TOTAL Operating Description: No additional O and M needed at this time. * New Project 371 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Flood Control – Construction Fund FLOOD CONTROL FY 2009 projects include the completion of several storm drains along 59th Avenue, 67th Avenue, and Northern Avenue between 45th and 63rd Avenues. FY 2009 also will see the design and construction of storm drainage channel improvements in the Bethany Home Road alignment between 67th and 75th Avenues. Project Name: 59th Brown to Olive Funding Source: G.O. Bond Fund #: 2180 Project #: 79003 372 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: Flood Control Construction (2180) Category: 20% FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $12,544,987 $1,925,384 $1,982,478 $2,050,284 $1,967,783 $1,890,489 Total Beginning Balance: 12,544,987 1,925,384 1,982,478 2,050,284 1,967,783 1,890,489 11,328,000 4,872,000 2,674,000 0 0 34,234,000 0 67,388 79,299 92,263 98,389 472,622 11,328,000 4,939,388 2,753,299 92,263 98,389 34,706,622 Advisor Fees 3,213 10,108 11,895 13,839 14,758 70,893 Total Operating Expenses: 3,213 10,108 11,895 13,839 14,758 70,893 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding 481,479 2,931,451 4,711,261 2,512,673 0 0 0 79001 Bethany Home 58th - 51st 0 0 0 0 0 0 5,014,601 79002 67th Ave/Peoria to ACDC 3,055,863 2,508,730 0 0 0 0 0 79003 59th Ave. Brown to Olive 834,935 1,330,157 0 0 0 0 0 79004 Local Drainage Problems 598,947 0 0 0 0 0 1,177,976 79005 Collector Drains 612,194 0 0 0 0 0 4,189,724 79006 AZDES Permit 457,299 160,925 160,925 160,925 160,925 160,925 804,625 0 0 0 0 0 0 3,684,359 4,468,118 4,396,625 0 0 0 0 0 107,667 0 0 0 0 0 843,750 T2900 Bethany Home, 75th-67th (SD) 0 0 0 0 0 0 8,561,197 T2910 Bethany Home, 67th-58th (SD) 0 0 0 0 0 0 7,373,259 T2940 Greenway Drain 59th-53rd 0 0 0 0 0 0 3,684,074 11,327,888 4,872,186 2,673,598 160,925 160,925 35,333,565 $1,982,478 $2,050,284 $1,967,783 $1,890,489 $1,192,653 79000 Bethany Home Outfall Channel 79007 Greenway Drain - 53rd to 71st 79008 Northern Drain - 45th to 63rd 79010 Storm Water Master Plan Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 10,616,502 21,944,390 $1,925,384 * New Project 373 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Flood Control Construction (2180) Category: 20% Project: 79000 - Bethany Home Outfall Channel Project Description: Capital Costs: Funding Source: General Obligation Bonds Design and construct drainage channel improvements in the Bethany Home Road Alignment - 75th to 67th Avenues. The portions of the outfall channel between Loop 101 and 75th Avenue are complete and between 75th and 67th Avenues will be completed in 2008. Carryover 2009 2010 2011 2012 2013 2014-2018 $407,908 $2,800,000 $4,500,000 $2,400,000 $0 $0 $0 Finance Charges $38,456 $70,000 $112,500 $60,000 $0 $0 $0 Engineering Charges $19,115 $33,451 $53,761 $28,673 $0 $0 $0 Arts $16,000 $28,000 $45,000 $24,000 $0 $0 $0 $481,479 $2,931,451 $4,711,261 $2,512,673 $0 $0 $0 Construction TOTAL Operating Description: No additional O and M needed at this time. Project: 79001 - Bethany Home 58th - 51st Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain along Bethany Home Road between 51st to 58th Avenues including mainline pipe, catch basins and appurtenances. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $300,000 Construction $0 $0 $0 $0 $0 $0 $4,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $112,551 Engineering Charges $0 $0 $0 $0 $0 $0 $79,550 Arts Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40,000 $400,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $82,500 $0 $0 $0 $0 $0 $0 $5,014,601 TOTAL Operating Description: O and M will not occur until project is actually constructed in the future. 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: 79002 - 67th Ave/Peoria to ACDC Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain on 67th Avenue - Peoria to ACDC to include mainline piping, catch basins and appurtenances. 50% of the storm drain cost will be shared with the Flood Control District through an Intergovernmental agreement. Carryover 2009 2010 2011 2012 2013 2014-2018 $103,574 $0 $0 $0 $0 $0 $0 $2,789,181 $2,382,500 $0 $0 $0 $0 $0 Finance Charges $77,158 $30,405 $0 $0 $0 $0 $0 Engineering Charges $57,750 $72,000 $0 $0 $0 $0 $0 Arts $28,200 $23,825 $0 $0 $0 $0 $0 $3,055,863 $2,508,730 $0 $0 $0 $0 $0 Design Construction TOTAL Operating Description: No additional O and M needed at this time. * New Project 374 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Flood Control Construction (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. Carryover 2009 2010 2011 2012 2013 2014-2018 $67,797 $0 $0 $0 $0 $0 $0 $694,082 $1,250,000 $0 $0 $0 $0 $0 Finance Charges $21,006 $19,657 $0 $0 $0 $0 $0 Engineering Charges Arts $43,000 $48,000 $0 $0 $0 $0 $0 $9,050 $12,500 $0 $0 $0 $0 $0 $834,935 $1,330,157 $0 $0 $0 $0 $0 Design Construction TOTAL Operating Description: No additional O and M needed at this time. Project: 79004 - Local Drainage Problems Project Description: Capital Costs: Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: Funding Source: Construct localized storm drain improvements to mitigate drainage or flooding problems. This is an ongoing program. Carryover 2009 2010 2011 Capital Costs: Design Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: 2012 2013 2014-2018 $582,022 $0 $0 $0 $0 $0 $1,099,284 $1,865 $0 $0 $0 $0 $0 $23,715 $12,048 $0 $0 $0 $0 $0 $43,983 $3,012 $0 $0 $0 $0 $0 $10,994 $598,947 $0 $0 $0 $0 $0 $1,177,976 No additional O and M needed at this time. Project: 79005 - Collector Drains Project Description: General Obligation Bonds Funding Source: General Obligation Bonds Ongoing program to construct storm drain improvements on collector streets or to mitigate drainage and flooding problems. Carryover 2009 2010 2011 2012 2013 2014-2018 $97,284 $0 $0 $0 $0 $0 $0 $461,080 $0 $0 $0 $0 $0 $4,000,000 $24,330 $24,500 $0 $0 $0 $0 $0 $51,724 $0 $0 $0 $0 $0 $98,000 $5,000 $0 $0 $0 $0 $0 $40,000 $612,194 $0 $0 $0 $0 $0 $4,189,724 No additional O and M needed at this time. * New Project 375 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Flood Control Construction (2180) Category: 20% Project: 79006 - AZDES Permit Project Description: Capital Costs: Funding Source: 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 storm water flows and prepare 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. Carryover 2009 2010 2011 2012 2013 2014-2018 $35,489 $0 $0 $0 $0 $0 $0 Finance Charges $9,398 $3,925 $3,925 $3,925 $3,925 $3,925 $19,625 Engineering Charges $9,312 $0 $0 $0 $0 $0 $0 $147 $0 $0 $0 $0 $0 $0 Equipment $245,793 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $157,160 $157,000 $157,000 $157,000 $157,000 $157,000 $785,000 $457,299 $160,925 $160,925 $160,925 $160,925 $160,925 $804,625 Design Arts TOTAL Operating Description: No additional O and M needed at this time. Project: 79007 - Greenway Drain - 53rd to 71st Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain in Greenway Road from 67th to 61st Avenue to include mainline piping, catch basins, and appurtenances. This project will intercept storm water flows east of 67th Avenue. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $2,640,000 Finance Charges $0 $0 $0 $0 $0 $0 $89,869 Engineering Charges $0 $0 $0 $0 $0 $0 $58,090 Arts $0 Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $26,400 $370,000 $0 $0 $0 $0 $0 $0 $3,684,359 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. * New Project 376 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Flood Control Construction (2180) Category: 20% Project: 79008 - Northern Drain - 45th to 63rd Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain on Northern Avenue from the basin at 63rd to approximately 45th Avenue. Carryover 2009 2010 2011 2012 2013 2014-2018 $3,494 $0 $0 $0 $0 $0 $0 $4,255,649 $4,150,000 $0 $0 $0 $0 $0 $0 $103,450 $0 $0 $0 $0 $0 Engineering Charges $42,725 Arts $44,000 $101,675 $41,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $122,250 $0 $0 $0 $0 $0 $0 $4,468,118 $4,396,625 $0 $0 $0 $0 $0 Design Construction Finance Charges Miscellaneous/Other TOTAL Operating Description: No additional O and M needed at this time. Project: 79010 - Storm Water Master Plan Project Description: Capital Costs: Funding Source: General Obligation Bonds City-wide storm water master plan to determine adequacy of existing facilities and prioritize new facilities. Project will include detailed aerial mapping and hydrologic modeling to determine storm water flow and volume. Carryover 2009 2010 2011 2012 2013 2014-2018 $83,167 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $18,750 Engineering Charges $24,500 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $825,000 $107,667 $0 $0 $0 $0 $0 $843,750 Design Finance Charges TOTAL Operating Description: No additional O and M needed 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $450,000 Construction $0 $0 $0 $0 $0 $0 $6,970,000 Finance Charges $0 $0 $0 $0 $0 $0 $208,997 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $69,700 Contingency $0 $0 $0 $0 $0 $0 $770,000 $0 $0 $0 $0 $0 $0 $8,561,197 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. * New Project 377 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Flood Control Construction (2180) Category: 20% Project: T2910 - Bethany Home, 67th-58th (SD) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain in Bethany Home Road from 67th to 58th Avenue. Construction costs to be shared with Maricopa County Flood Control District ($3,500,000). Project will include storm drain pipe, catch basins and appurtenances. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $835,000 Construction $0 $0 $0 $0 $0 $0 $5,490,000 Finance Charges $0 $0 $0 $0 $0 $0 $179,985 Engineering Charges $0 $0 $0 $0 $0 $0 $92,499 Arts $0 $0 $0 $0 $0 $0 $54,900 Contingency $0 $0 $0 $0 $0 $0 $610,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $110,875 $0 $0 $0 $0 $0 $0 $7,373,259 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 in Greenway Road between 59th and 53rd Avenues to include mainline piping, catch basins and appurtenances. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $2,630,000 Finance Charges $0 $0 $0 $0 $0 $0 $89,869 Engineering Charges $0 $0 $0 $0 $0 $0 $57,905 Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $26,300 $380,000 $0 $0 $0 $0 $0 $0 $3,684,074 Contingency 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. * New Project 378 Return to CIP TOC Foothills Branch Library DEVELOPMENT IMPACT FEE FUNDS DIF–ROADWAY IMPROVEMENTS DIF–CITYWIDE OPEN SPACES DIF–CITYWIDE PARKS DIF–CITYWIDE REC FACILITY DIF–PARK DEV ZONE 1 DIF–PARK DEV ZONE 2 DIF–PARK DEV ZONE 3 DIF–LIBRARY BUILDINGS DIF–LIBRARY BOOKS DIF–LIBRARIES DIF–POLICE DEPT FACILITIES DIF–FIRE PROTECTION FACILITIES DIF–GENERAL GOV’T Public Safety Facility #159 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Transportation - DIF Funds TRANSPORTATION - DIF This category includes development impact fees paid by developers for specific roadway improvements when they construct new residential and commercial developments within City limits. The fees cover the increased cost to the City of providing new roadway infrastructure that is needed as a direct result of the development project being built by the developer. Street projects that will be funded with development impact fees include the matching money for developmental agreements for street arterial improvements in FY 2009 through FY 2018, 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 mile street improvements. Lastly, carryover funding is included for the completion of street improvements on 59th Avenue from Melinda to Pinnacle Peak and for the construction of a storm drain and road widening along 67th Avenue and Cactus. Project Name: 59th Ave/Melinda to Pinncle PK Funding Source: DIF Fund #: 1600 Project #: 67804 379 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Roadway Improvements (1600) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $7,493,457 $5,608,440 $7,551,377 $8,447,840 $9,422,401 $10,487,929 Total Beginning Balance: 7,493,457 5,608,440 7,551,377 8,447,840 9,422,401 10,487,929 2,916,642 2,916,642 1,764,408 1,764,408 1,764,408 8,822,040 79,119 196,295 302,055 380,153 471,120 2,621,982 2,995,761 3,112,937 2,066,463 2,144,561 2,235,528 11,444,022 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding 67801 Dev. Agree. - Mjr. Arterials 0 300,000 300,000 300,000 300,000 300,000 1,500,000 67802 Dev. Agree. - Arterials 0 300,000 300,000 300,000 300,000 300,000 1,500,000 67803 Dev. Agree. - Signals 0 570,000 570,000 570,000 570,000 570,000 2,850,000 1,039,676 0 0 0 0 0 0 67806 Construction Vehicle w Bkt Arm 62,279 0 0 0 0 0 0 67807 Traffic Signals Shop Expansion 36,803 0 0 0 0 0 0 0 0 0 0 0 0 7,481,725 67813 67th Ave Cactus to ACDC 2,572,020 0 0 0 0 0 0 Total Project Expenses: 3,710,778 1,170,000 1,170,000 1,170,000 1,170,000 1,170,000 13,331,725 $7,551,377 $8,447,840 $9,422,401 $10,487,929 $8,600,226 67804 59th Ave/Melinda to Pinncle Pk 67808 Bethany Home Rd - 91st-83rd Total FY 08-09 Funding: Estimated Ending Balance: 4,880,778 $5,608,440 * New Project 380 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Roadway Improvements (1600) Category: DIF Project: 67801 - Dev. Agree. - Mjr. Arterials Project Description: Capital Costs: Carryover TOTAL 2009 2010 2011 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 Development Impact Fees 2013 2014-2018 $0 $300,000 2009 $300,000 2010 $300,000 2011 $300,000 $300,000 $1,500,000 $0 $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000 2012 No O and M needed in the first five years, O and M will be determined closer to the start of the project. Project: 67803 - Dev. Agree. - Signals Capital Costs: 2014-2018 This program is to 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: 2013 No O and M needed in the first five years, O and M will be determined closer to the start of the project. Miscellaneous/Other Operating Description: 2012 $0 Project: 67802 - Dev. Agree. - Arterials Project Description: Development Impact Fees This program is to 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: Funding Source: Development Impact Fees Fee's charged to developers are used to improve intersections that have experienced increased vehicular traffic generated by new development. This project provides for the installation or upgrades of traffic signals and Intelligent Transportation Systems equipment at various locations throughout the City. 2009 2010 2011 2012 2013 Land Carryover $0 $24,113 $24,113 $24,113 $24,113 $24,113 Design $0 $40,000 $40,000 $40,000 $40,000 $40,000 $241,400 Construction $0 $491,719 $491,719 $491,719 $491,719 $491,719 $2,416,850 Engineering Charges $0 $9,251 $9,251 $9,251 $9,251 $9,251 $46,247 Arts $0 $4,917 $4,917 $4,917 $4,917 $4,917 $24,169 $0 $570,000 $570,000 $570,000 $570,000 $570,000 $2,850,000 TOTAL Operating Description: 2014-2018 $121,334 O and M costs are for the electricity and maintenance of new traffic signal installations. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $10,485 $10,800 $11,124 $11,457 $62,653 Equip. Maint. $0 $5,243 $5,400 $5,562 $5,729 $31,329 $0 $15,728 $16,200 $16,686 $17,186 $93,982 TOTAL * New Project 381 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Roadway Improvements (1600) Category: DIF Project: 67804 - 59th Ave/Melinda to Pinncle Pk Project Description: Capital Costs: Design Arts Contingency Miscellaneous/Other TOTAL Operating Description: Funding Source: Construct roadway improvements to 59th Avenue through Thunderbird Conservation Park between Melinda Lane and Pinnacle Peak Road. Carryover 2009 2010 2011 Capital Costs: Equipment TOTAL Operating Description: Capital Costs: Construction TOTAL Operating Description: 2013 2014-2018 $0 $0 $0 $0 $0 $0 $8,780 $0 $0 $0 $0 $0 $0 $70,240 $0 $0 $0 $0 $0 $0 $417 $0 $0 $0 $0 $0 $0 $1,039,676 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Funding Source: Development Impact Fees The installation of video cameras and detection components, associated with the City's Intelligent Transportation System, work best at mounting heights greater than 50 feet. This request is for the purchase of a bucket truck with an adequate working height. Carryover 2009 2010 2011 2012 2013 2014-2018 $62,279 $0 $0 $0 $0 $0 $0 $62,279 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 67807 - Traffic Signals Shop Expansion Project Description: 2012 $960,239 Project: 67806 - Construction Vehicle w Bkt Arm Project Description: Development Impact Fees Funding Source: Development Impact Fees Funding will be used to purchase work stations, cabinets and equipment needed to make the new office location suitable for the traffic signal divisions needs. Carryover 2009 2010 2011 2012 2013 2014-2018 $36,803 $0 $0 $0 $0 $0 $0 $36,803 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 382 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Roadway Improvements (1600) Category: DIF Project: 67808 - Bethany Home Rd - 91st-83rd Project Description: Capital Costs: 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 decides to construct the roadway in the future. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $200,000 Construction $0 $0 $0 $0 $0 $0 $1,100,000 Finance Charges $0 $0 $0 $0 $0 $0 $177,725 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $11,000 Contingency $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $7,481,725 TOTAL Operating Description: No O and M needed at this time. Project: 67813 - 67th Ave Cactus to ACDC Project Description: $5,700,000 Funding Source: Development Impact Fees Construction of a storm drain in 67th Ave.-Peoria to ACDC and the construction of street improvements that includes widening 67th Avenue to four lanes with a continuous left turn lane. Capital Costs: Carryover Construction $2,572,020 $0 $0 $0 $0 $0 $0 $2,572,020 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 2009 2010 2011 No additional O and M needed at this time. * New Project 383 Return to CIP TOC 2012 2013 2014-2018 2009-2018 CAPITAL IMPROVEMENT PLAN Open Space and Trails – DIF Fund OPEN SPACES & TRAILS - DIF This category includes development impact fees paid by developers for new or expansion of existing infrastructure related to open space and trails when they construct new residential developments within City limits. The fees cover the increased cost to the City for the preservation of open space and the construction of multi-use trails and linear parks to accommodate growth in residential development. For FY 2009, impact fee revenues will be used to develop Discovery Park and Pasadena Park to accommodate increased use by residents from new and/or growing residential developments. Project Name: Discovery Park Source: DIF Fund #: 1520 Project #: 70543 384 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Citywide Open Spaces (1520) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $149,771 $34,172 $32,584 $60,385 $89,600 $120,578 Total Beginning Balance: 149,771 34,172 32,584 60,385 89,600 120,578 58,565 87,847 117,129 117,129 117,129 585,645 3,445 1,196 1,303 2,717 4,480 30,144 62,010 89,043 118,432 119,846 121,609 615,789 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding 33,128 0 0 0 0 0 0 70453 *Discovery Park 0 98,510 44,660 44,660 44,660 44,660 206,976 70454 *Pasadena Park 0 45,971 45,971 45,971 45,971 45,971 202,072 33,128 144,481 90,631 90,631 90,631 90,631 409,048 $32,584 $60,385 $89,600 $120,578 $327,319 70452 Park Improvements - City Wide Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 177,609 $34,172 * New Project 385 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Citywide Open Spaces (1520) Category: DIF Project: 70452 - Park Improvements - City Wide Project Description: Capital Costs: Construction Engineering Charges Arts Contingency TOTAL Operating Description: Funding Source: 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 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $23,901 $0 $0 $0 $0 $0 $0 $4,772 $0 $0 $0 $0 $0 $0 $405 $0 $0 $0 $0 $0 $0 $4,050 $0 $0 $0 $0 $0 $0 $33,128 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 70453 - *Discovery Park Project Description: Development Impact Fees Funding Source: Development Impact Fees Develop and improve parks city-wide to accommodate growth per the Parks and Recreation 2002 Master Plan. Funding will be used to develop Discovery Park to accommodate increased use by residents from new or growing residential developments. Carryover 2009 2010 2011 2012 2013 $80,000 $5,280 $35,000 $2,310 $35,000 $2,310 $35,000 $2,310 $35,000 $2,310 2014-2018 Engineering Charges $0 $0 Arts $0 $800 $350 $350 $350 $350 $1,760 Contingency $0 $12,430 $7,000 $7,000 $7,000 $7,000 $17,600 $0 $98,510 $44,660 $44,660 $44,660 $44,660 $206,976 Construction TOTAL Operating Description: No additional O and M needed at this time. Project: 70454 - *Pasadena Park Project Description: Capital Costs: $176,000 $11,616 Funding Source: Development Impact Fees Develop and improve parks city-wide to accommodate growth per the Parks and Recreation 2002 Master Plan. Funding will be used to develop Pasadena Park to accommodate increased use by residents from new or growing residential developments. 2009 2010 2011 2012 2013 Construction $0 $39,050 $39,050 $39,050 $39,050 $39,050 $172,000 Engineering Charges $0 $2,577 $2,577 $2,577 $2,577 $2,577 $11,352 Arts $0 $391 $391 $391 $391 $391 $1,720 Contingency $0 $3,953 $3,953 $3,953 $3,953 $3,953 $17,000 $0 $45,971 $45,971 $45,971 $45,971 $45,971 $202,072 TOTAL Operating Description: Carryover No additional O and M needed at this time. * New Project 386 Return to CIP TOC 2014-2018 2009-2018 CAPITAL IMPROVEMENT PLAN Parks – DIF Funds PARKS - DIF This category includes development impact fees paid by developers for new or expansion of existing park infrastructure when they construct new residential developments within City limits. The fees cover the increased cost to the City for the construction of new park infrastructure to accommodate growth in residential development. The majority of park impact fee revenue is restricted for use in specific areas, as defined below: • • • • DIF Parks – Citywide: DIF Parks – Zone 1: DIF Parks – Zone 2: DIF Parks – Zone 3: Eligible for use citywide. Restricted to areas west of 75th Avenue, south of Greenway Road. Restricted to areas east of 75th Avenue, south of Greenway Road. Restricted to areas north of Greenway Road. In FY 2009, development impact fees will be used to complete Phase II construction of a lighted, multi-use sports complex at 71st Avenue and Orangewood; to develop a neighborhood, joint-use park at 79th Avenue and Orangewood to serve residents within a one-mile radius per the Parks 2002 Master Plan; and to develop Phase II of a 5 acre neighborhood park at 63rd Avenue and Butler. Project Name: 63rd – Butler Park Dvlpt (Z2) Funding Source: DIF Fund #: 1560 Project #: 73401 387 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Citywide Parks (1460) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $97,824 $121,812 $135,956 $189,369 $245,866 $306,134 Total Beginning Balance: 97,824 121,812 135,956 189,369 245,866 306,134 23,988 35,981 47,975 47,975 47,975 239,875 0 4,263 5,438 8,522 12,293 76,534 23,988 40,244 53,413 56,497 60,268 316,409 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding T3223 *Desert Garden Park 0 0 13,050 0 0 0 0 T3224 *Bonsall Park 0 0 13,050 0 0 0 0 Total Project Expenses: 0 0 26,100 0 0 0 0 $135,956 $189,369 $245,866 $306,134 $622,543 Total FY 08-09 Funding: Estimated Ending Balance: 0 $121,812 * New Project 388 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Citywide Parks (1460) Category: DIF Project: T3223 - *Desert Garden Park Project Description: Capital Costs: Funding Source: Development Impact Fees Develop and improve parks city-wide to accommodate growth per the Parks and Recreation 2002 Master Plan. Funding will be used to develop Desert Garden Park to accommodate increased use by residents from new or growing residential developments. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $5,000 $0 $0 $0 $0 Engineering Charges $0 $0 $8,000 $0 $0 $0 $0 Arts $0 $0 $50 $0 $0 $0 $0 $0 $0 $13,050 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. Project: T3224 - *Bonsall Park Project Description: Capital Costs: Funding Source: Development Impact Fees Develop and improve parks city-wide to accommodate growth per the Parks and Recreation 2002 Master Plan. Funding will be used to develop Bonsall Park to accommodate increased use by residents from new or growing residential developments. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $5,000 $0 $0 $0 $0 Engineering Charges $0 $0 $0 $0 $8,000 $50 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $13,050 $0 $0 $0 $0 Arts TOTAL Operating Description: No new O and M needed at this time. * New Project 389 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Citywide Rec Facility (1480) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $1,330,934 $68,332 $106,705 $158,948 $214,076 $272,755 Total Beginning Balance: 1,330,934 68,332 106,705 158,948 214,076 272,755 24,668 35,981 47,975 47,975 47,975 239,875 0 2,392 4,268 7,153 10,704 68,189 24,668 38,373 52,243 55,128 58,679 308,064 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding 92,170 0 0 0 0 0 0 72802 Soccer Com - 71st & Orangewood 1,195,100 0 0 0 0 0 0 Total Project Expenses: 1,287,270 0 0 0 0 0 0 $106,705 $158,948 $214,076 $272,755 $580,819 72800 Soccer Field Complex Total FY 08-09 Funding: Estimated Ending Balance: 1,287,270 $68,332 * New Project 390 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Citywide Rec Facility (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 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $92,170 $0 $0 $0 $0 $0 $0 $92,170 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 72802 - Soccer Com - 71st & Orangewood Project Description: Development Impact Fees Funding Source: Development Impact Fees Phase II construction of lighted multi-use sports complex at 71st Avenue and Orangewood. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $130,800 $0 $0 $0 $0 $0 $0 Construction $887,000 $0 $0 $0 $0 $0 $0 $8,720 $0 $0 $0 $0 $0 $0 Engineering Charges $42,440 $0 $0 $0 $0 $0 $0 Arts $10,640 $0 $0 $0 $0 $0 $0 $115,500 $0 $0 $0 $0 $0 $0 $1,195,100 $0 $0 $0 $0 $0 $0 Finance Charges Contingency TOTAL Operating Description: No additional O and M needed at this time. * New Project 391 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Park Dev Zone 1 (1540) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $398,125 $19,650 $13,140 $28,201 $44,005 $60,740 Total Beginning Balance: 398,125 19,650 13,140 28,201 44,005 60,740 7,268 10,902 14,535 14,535 14,535 72,677 0 688 526 1,269 2,200 15,185 7,268 11,590 15,061 15,804 16,735 87,862 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding 73104 79th Ave & Orangewood 385,743 0 18,100 0 0 0 0 Total Project Expenses: 385,743 0 18,100 0 0 0 0 $13,140 $28,201 $44,005 $60,740 $148,602 Total FY 08-09 Funding: Estimated Ending Balance: 385,743 $19,650 * New Project 392 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Park Dev Zone 1 (1540) Category: DIF Project: 73104 - 79th Ave & Orangewood Project Description: Capital Costs: Design Construction Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: 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 in FY 2008 & FY 2009 will be used to complete the joint-use park. Phased development of a 10 acre joint-use neighborhood park that will include pathway, park lighting, ramadas, landscape and irrigation. Additional funding to support this project is included in FY 2009 in project 2060-70523. Carryover 2009 2010 2011 2012 2013 2014-2018 $42,900 $0 $0 $0 $0 $0 $0 $270,500 $0 $10,000 $0 $0 $0 $0 $2,840 $0 $0 $0 $0 $0 $0 $24,399 $0 $8,000 $0 $0 $0 $0 $4,115 $0 $100 $0 $0 $0 $0 $40,989 $0 $0 $0 $0 $0 $0 $385,743 $0 $18,100 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 393 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Park Dev Zone 2 (1560) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $166,167 $1,368 $1,318 $906 $482 $41 Total Beginning Balance: 166,167 1,368 1,318 906 482 41 Development Impact Fees 7,268 10,902 14,535 14,535 14,535 72,677 Interest Income 1,100 48 53 41 24 10 8,368 10,950 14,588 14,576 14,559 72,687 Revenue Total Revenue: Project Expenses Carryover New Funding 73400 Park Improvements/Enhance 105,506 0 0 0 0 0 0 73401 63rd - Butler Park Dvlpt. (Z2) 60,661 0 0 0 0 0 0 73404 *Paseo Linear Park Additions 0 7,000 11,000 15,000 15,000 15,000 0 166,167 7,000 11,000 15,000 15,000 15,000 0 $1,318 $906 $482 $41 $72,728 Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: 173,167 $1,368 * New Project 394 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Park Dev Zone 2 (1560) Category: DIF Project: 73400 - Park Improvements/Enhance Project Description: Capital Costs: Construction Carryover TOTAL Operating Description: 2009 2010 2011 Capital Costs: TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $12,257 $0 $0 $0 $0 $0 $0 $2,150 $21,490 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $105,506 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Funding Source: Capital Costs: Carryover 2009 2010 2011 2014-2018 $0 $0 $0 $0 $0 $58,717 $0 $0 $0 $0 $0 $0 $60,661 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Funding Source: Development Impact Fees Based on the increases in growth, park usage and public input gathered, the proposed improvements will accommodate the growth by adding active recreation elements, such as additional biking features, playground equipment, shade structures or sports courts and ballfields that are growth related in parks between Olive and Greenway. Carryover 2010 2011 2012 2013 $0 2009 $7,000 $11,000 $15,000 $15,000 $15,000 2014-2018 $0 $0 $7,000 $11,000 $15,000 $15,000 $15,000 $0 Building maintenance expenses are for routine cellular tower testing/repairs and periodic shade cloth replacement. Operating Costs: TOTAL 2013 $0 TOTAL Bldg. Maint. 2012 $1,944 Miscellaneous/Other Operating Description: Development Impact Fees Phase II of a five acre neighborhood park. Project: 73404 - *Paseo Linear Park Additions Project Description: 2014-2018 $0 Design Construction 2013 $1,150 Project: 73401 - 63rd - Butler Park Dvlpt. (Z2) Project Description: 2012 $68,459 Arts Contingency Development Impact Fees Develop and update parks and recreation facilities to accommodate growth in Zone 2. Finance Charges Engineering Charges Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $1,500 $3,090 $4,728 $6,273 $34,303 $0 $1,500 $3,090 $4,728 $6,273 $34,303 * New Project 395 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Park Dev Zone 3 (1580) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $21,396 $11,140 $14,432 $10,544 $4,553 $3,781 Total Beginning Balance: 21,396 11,140 14,432 10,544 4,553 3,781 7,268 10,902 14,535 14,535 36,000 180,000 382 390 577 474 228 945 7,650 11,292 15,112 15,009 36,228 180,945 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses 73700 Park Enhancements/Ren 73704 *Thunderbird Park Kiosks Total Project Expenses: Total FY 08-09 Funding: Estimated Ending Balance: Carryover New Funding 6,906 0 0 0 0 0 0 0 11,000 8,000 19,000 21,000 37,000 0 6,906 11,000 8,000 19,000 21,000 37,000 0 $14,432 $10,544 $4,553 $3,781 $184,726 17,906 $11,140 * New Project 396 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital 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 2009 2010 2011 2012 2013 2014-2018 Construction $1,786 $0 $0 $0 $0 $0 $0 Engineering Charges $1,920 $0 $0 $0 $0 $0 $0 $291 $0 $0 $0 $0 $0 $0 $2,909 $0 $0 $0 $0 $0 $0 $6,906 $0 $0 $0 $0 $0 $0 Arts Contingency TOTAL Operating Description: No additional O and M needed at this time. Project: 73704 - *Thunderbird Park Kiosks Project Description: Capital Costs: Development Impact Fees Increased usage of Thunderbird Conservation Park due to growth in the northern part of the City is requiring the construction of a trail-head informational kiosks in the park. These kiosks will orient hikers, equestrians and bicyclists to the difficulty and length ratings of the trails. Carryover Miscellaneous/Other TOTAL Operating Description: Funding Source: 2011 2012 2013 $0 2009 $11,000 2010 $8,000 $19,000 $21,000 $37,000 2014-2018 $0 $0 $11,000 $8,000 $19,000 $21,000 $37,000 $0 O and M costs with this project are for replacement of kiosk bulletin board covers and shade cloth. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $850 $1,350 $1,850 $2,350 $12,851 TOTAL $0 $850 $1,350 $1,850 $2,350 $12,851 * New Project 397 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Library – DIF Funds LIBRARY - DIF This category includes development impact fees paid by developers for new or expansion of existing library infrastructure when they construct new residential developments within City limits. The fees cover the increased cost to the City of providing new library related infrastructure that is needed to accommodate growth in residential development. Impact fees in this category will be used to fund a portion of the design and construction of a new branch library in the west area of Glendale. Project Name: Library Books – Pop. Growth Funding Source: DIF Fund #: 1500 Project #: 74751 Picture Note: Current media from the Velma Teague Branch Library. 398 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Library Buildings (1380) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $2,755,306 $68,184 $70,570 $73,393 $76,696 $80,531 Total Beginning Balance: 2,755,306 68,184 70,570 73,393 76,696 80,531 0 2,386 2,823 3,303 3,835 20,133 0 2,386 2,823 3,303 3,835 20,133 Revenue Interest Income Total Revenue: Project Expenses Carryover New Funding 74250 West Branch Library 2,447,122 240,000 0 0 0 0 0 Total Project Expenses: 2,447,122 240,000 0 0 0 0 0 $70,570 $73,393 $76,696 $80,531 $100,664 Total FY 08-09 Funding: Estimated Ending Balance: 2,687,122 $68,184 * New Project 399 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Library Buildings (1380) Category: DIF Project: 74250 - West Branch Library Project Description: Funding Source: Development Impact Fees Design and construction of a 33,500 sq ft facility on approximately seven acres of land at the Western Area Regional Facility site. Necessary equipment for the operation of the library includes a $3 million security system, gates, self checks, radio frequency identification technology, a fire alarm system and a burglar alarm with motion sensor and cameras. Construction is planned to begin in February 2009. The opening of the library is slated for Summer 2010. Capital Costs: Carryover Design $2,424,622 $0 $0 $0 $0 $0 $0 $0 $223,049 $0 $0 $0 $0 $0 $22,500 $14,721 $0 $0 $0 $0 $0 $0 $2,230 $0 $0 $0 $0 $0 $2,447,122 $240,000 $0 $0 $0 $0 $0 Construction Engineering Charges Arts TOTAL Operating Description: 2009 2010 2011 No additional O and M needed at this time. * New Project 400 Return to CIP TOC 2012 2013 2014-2018 FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Library Books (1400) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $126,570 $26,570 $27,500 $28,600 $29,887 $31,381 Total Beginning Balance: 126,570 26,570 27,500 28,600 29,887 31,381 0 930 1,100 1,287 1,494 7,845 0 930 1,100 1,287 1,494 7,845 Revenue Interest Income Total Revenue: Project Expenses Carryover New Funding 74500 Library Books/Population Growt 100,000 0 0 0 0 0 0 Total Project Expenses: 100,000 0 0 0 0 0 0 $27,500 $28,600 $29,887 $31,381 $39,226 Total FY 08-09 Funding: Estimated Ending Balance: 100,000 $26,570 * New Project 401 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Library Books (1400) Category: DIF Project: 74500 - Library Books/Population Growt 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 2009 2010 2011 2012 2013 2014-2018 $100,000 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 402 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Libraries (1500) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $3,196,168 $101,267 $104,894 $109,201 $114,226 $120,048 Total Beginning Balance: 3,196,168 101,267 104,894 109,201 114,226 120,048 38,056 57,083 76,111 76,111 76,111 380,555 0 3,544 4,196 4,914 5,711 30,012 38,056 60,627 80,307 81,025 81,822 410,567 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding 74750 West Branch Library/Books 1,953,096 0 0 0 0 0 0 74751 Library Books - Pop. Growth 1,141,763 38,098 57,000 76,000 76,000 76,000 381,000 Total Project Expenses: 3,094,859 38,098 57,000 76,000 76,000 76,000 381,000 $104,894 $109,201 $114,226 $120,048 $149,615 Total FY 08-09 Funding: Estimated Ending Balance: 3,132,957 $101,267 * New Project 403 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Libraries (1500) Category: DIF Project: 74750 - West Branch Library/Books Project Description: Capital Costs: Funding Source: Development Impact Fees Request is for the funding to construct a branch library and to purchase materials to serve the western portion of the City. Design and construction of a 33,500 sq ft facility on approximately seven acres of land at the Western Area Regional Facility site. Carryover 2009 2010 2011 2012 2013 2014-2018 $334,606 $0 $0 $0 $0 $0 $0 $1,543,059 $0 $0 $0 $0 $0 $0 IT/Phone/Security $60,000 $0 $0 $0 $0 $0 $0 Arts $15,431 $0 $0 $0 $0 $0 $0 $1,953,096 $0 $0 $0 $0 $0 $0 Design Construction TOTAL Operating Description: No additional O and M needed at this time. 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. Capital Costs: Carryover 2009 2010 2011 2012 2013 Miscellaneous/Other $1,141,763 $38,098 $57,000 $76,000 $76,000 $76,000 $381,000 $1,141,763 $38,098 $57,000 $76,000 $76,000 $76,000 $381,000 TOTAL Operating Description: No additional O and M needed at this time. * New Project 404 Return to CIP TOC 2014-2018 2009-2018 CAPITAL IMPROVEMENT PLAN Public Safety - DIF Funds PUBLIC SAFETY This category includes development impact fees paid by developers for new public safety infrastructure improvements when they construct both new residential and commercial developments within City limits. The fees cover the increased cost to the City of providing new public safety related infrastructure that is needed as a direct result of the development project being built by the developer. Police Impact fee revenue covers debt service related to the construction of the police portion of the Gateway Public Safety Facility at 6261 North 83rd Avenue in the western area of Glendale. Carryover of impact fee revenues from FY 2008 will fund the Police Department’s needs assessment related to growth and the purchase of additional portable radios to address growth in residential and commercial development. Fire Impact fee revenue covers debt service related to the construction of the fire portion of the Gateway Public Safety Facility at 6261 North 83rd Avenue in the western area of Glendale. Carryover of impact fee revenues from FY 2008 will fund a portion of the construction of Fire Station 151, which is being relocated in part to address the growth in residential and commercial development that has occurred in the service area. Project Name: Fire Station Relocation Funding Source: DIF Fund #: 1420 Project #: 77003 Picture Notes: Rendering of the new Fire Station 151 (above); the vacant Fire Station 151 which will be used for fire department equipment repair and storage (right). 405 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Police Dept Facilities (1440) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $1,871,776 $1,944,270 $2,348,728 $2,425,544 $2,731,387 $3,064,650 Total Beginning Balance: 1,871,776 1,944,270 2,348,728 2,425,544 2,731,387 3,064,650 731,000 731,000 196,694 196,694 196,694 983,470 44,942 68,049 93,949 109,149 136,569 766,163 775,942 799,049 290,643 305,843 333,263 1,749,633 37,471 23,084 8,224 0 0 0 359,657 371,507 205,603 0 0 0 397,128 394,591 213,827 0 0 0 Revenue Development Impact Fees Interest Income Total Revenue: Debt Service Bond Interest** Bond Principal** Total Debt Service: Project Expenses 77301 Public Safety Master Plan 77302 DIF-PD Motorola Radio Total Project Expenses: Carryover New Funding 250,726 0 0 0 0 0 0 55,594 0 0 0 0 0 0 0 0 0 0 0 0 $2,348,728 $2,425,544 $2,731,387 $3,064,650 $4,814,283 306,320 Total FY 08-09 Funding: Estimated Ending Balance: 306,320 $1,944,270 * New Project **Debt payment for bond sales for West Public Safety Building (2003). 406 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Police Dept Facilities (1440) Category: DIF Project: 77301 - Public Safety Master Plan Project Description: Capital Costs: Design TOTAL Operating Description: Funding Source: A needs assessment study will be conducted for the Police Department. Carryover 2009 2010 2011 Capital Costs: Equipment TOTAL Operating Description: 2012 2013 2014-2018 $250,726 $0 $0 $0 $0 $0 $0 $250,726 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 77302 - DIF-PD Motorola Radio Project Description: Development Impact Fees Funding Source: Development Impact Fees Upgrade of the digital radio system including seven consoles. Carryover 2009 2010 2011 2012 2013 2014-2018 $55,594 $0 $0 $0 $0 $0 $0 $55,594 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 407 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-Fire Protection Facilities (1420) Category: DIF FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: Beginning Balance $1,091,150 $656,197 $962,489 $1,144,788 $1,501,410 $1,881,587 Total Beginning Balance: 1,091,150 656,197 962,489 1,144,788 1,501,410 1,881,587 581,000 581,000 305,107 305,107 305,107 1,525,535 1,224 22,967 38,500 51,515 75,070 470,397 582,224 603,967 343,607 356,622 380,177 1,995,932 28,267 17,415 6,204 0 0 0 271,320 280,260 155,104 0 0 0 299,587 297,675 161,308 0 0 0 Revenue Development Impact Fees Interest Income Total Revenue: Debt Service Bond Interest** Bond Principal** Total Debt Service: Project Expenses Carryover New Funding 77003 Fire Station Relocation 717,590 0 0 0 0 0 0 Total Project Expenses: 717,590 0 0 0 0 0 0 $962,489 $1,144,788 $1,501,410 $1,881,587 $3,877,519 Total FY 08-09 Funding: Estimated Ending Balance: 717,590 $656,197 * New Project **Debt payment for bond sales for West Public Safety Building (2003). 408 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-Fire Protection Facilities (1420) Category: DIF Project: 77003 - Fire Station Relocation Project Description: Capital Costs: Equipment TOTAL Operating Description: Funding Source: Development Impact Fees Design, construction and furniture, fixtures and equipment to move existing Fire Station 151 out of the residential neighborhood at 55th Avenue and Orangewood. The vacated building will be used for fire department equipment, repair and storage. Carryover 2009 2010 2011 2012 2013 2014-2018 $717,590 $0 $0 $0 $0 $0 $0 $717,590 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 409 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN General Government - DIF Fund GENERAL GOVERNMENT - DIF This category includes development impact fees paid by developers for specific general government improvements when they construct new residential and commercial developments within City limits. The fees cover the increased cost to the City of providing general government infrastructure that is needed as a direct result of the development project being built by the developer. Impact fees in this category will fund the lease purchase of 5+ acres of land along Glendale Avenue for the new City Court Complex. The last lease purchase payments will be made in FY 2010. Project Name: Land for City Court Building Funding Source: DIF Fund #: 1620 Project #: 77752 Picture Note: The site of the future court building is pictured, demolition of the existing building is a separate project. 410 Return to CIP TOC FY 2009 - 2018 Capital Improvement Plan Fund and Project Summary Fund: DIF-General Gov't (1620) Category: DIF FY 08-09: FY 09-10: Beginning Balance $1,373,893 $1,038,763 Total Beginning Balance: 1,373,893 FY 10-11: FY 11-12: FY 12-13: FY 14-18: $710,176 $1,430,120 $2,786,228 $4,217,292 1,038,763 710,176 1,430,120 2,786,228 4,217,292 1,291,753 1,291,753 1,291,753 1,291,753 1,291,753 6,458,763 46,005 36,357 28,407 64,355 139,311 1,054,323 1,337,758 1,328,110 1,320,160 1,356,108 1,431,064 7,513,086 105,181 64,798 23,085 0 0 0 1,009,563 1,042,827 577,131 0 0 0 1,114,744 1,107,625 600,216 0 0 0 Revenue Development Impact Fees Interest Income Total Revenue: Debt Service Bond Interest** Bond Principal** Total Debt Service: Project Expenses Carryover New Funding 77752 Land for City Court Building 0 558,144 549,072 0 0 0 0 Total Project Expenses: 0 558,144 549,072 0 0 0 0 $710,176 $1,430,120 $2,786,228 $4,217,292 $11,730,378 Total FY 08-09 Funding: Estimated Ending Balance: 558,144 $1,038,763 * New Project **Debt payment for Field Operations Center (2004) and Larry Miller Building (2005). 411 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: DIF-General Gov't (1620) Category: DIF Project: 77752 - Land for City Court Building Project Description: Capital Costs: Land TOTAL Operating Description: Funding Source: Development Impact Fees Lease payment (land) for a new 89,400 sq ft city court complex. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $558,144 $549,072 $0 $0 $0 $0 $0 $558,144 $549,072 $0 $0 $0 $0 No additional O and M at this time, O and M funding was received in FY 2006. * New Project 412 Return to CIP TOC Cholla Water Treatment Plant ENTERPRISE/OTHER FUNDS WATER & SEWER WATER SEWER TRANSPORTATION CONSTRUCTION TRANSPORTATION GRANTS STREETS SANITATION LANDFILL AIRPORT CAPITAL PROJECTS OTHER STATE AND LOCAL GRANTS GENERAL FUND CIVIC CENTER TECHNOLOGY INFRASTRUCTURE ARTS COMMISSION NOTE: Because these funds include both operating divisions and CIP projects, the fund summaries are limited to the project expenses only. Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Water/Sewer - Enterprise Funds 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 2009-18 budget reflects recommendations from the Red Oak Consulting study completed in 2008. The combined water/sewer fund (fund 2360) reflects continued funding in FY 2009 for the implementation of a new utility billing system and the expansion and enhancement of the city’s water reclamation facilities, the West Area Water Reclamation Facility and the Arrowhead Water Reclamation Facility. FY 2009 for the water fund (fund 2400) reflects continued funding of the Cholla Water Treatment Plan telemetry project; replacement and rehabilitation of the water distribution system throughout the city; and the expansion of the Zone 4 Groundwater Treatment Plant that will provide capacity of 10 MGD for the drinking water system. In FY 2009, the sewer fund (fund 2420) projects include sewer line replacement or extension, the repair of the 99th Avenue sewer line that connects to the Phoenix/Sub-Regional Operating Group (SROG); and the continued expansion of the 91st Avenue Wastewater Treatment Plan co-owned by the City of Phoenix and SROG, of which Glendale is a member. This project will expand the facility’s treatment capacity from 153 MGD to 250 MGD. Project Name: Oasis Water Campus Funding Source: Revenue Bond Fund #: 2400 Project #: 61003 413 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Water & Sewer (2360) Category: Revenue Project Name: Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 60000 Utility Billing System Repl. 2,518,165 0 0 0 0 0 0 60001 Water Quality Instrument 334,325 147,000 0 0 0 0 1,057,822 60002 Addtl. Recharge Capacity 2,150,101 0 0 0 0 0 0 60003 West Area WWRP 1,010,514 0 0 0 0 0 0 187,980 0 0 0 0 0 0 60006 Sand Filtrs & Dis Sys - AWRF 1,068,347 100,389 3,844,919 1,800,000 0 0 0 60007 Arrwhd Wtr Reclam Fac Imps 2,661,057 100,011 2,165,300 1,800,000 0 0 0 60008 *WAWRF Phase IV 0 2,000,011 6,000,175 4,999,710 13,000,000 16,150,000 2,247,700 T2160 Insertion Machine: W & S Fund 0 0 0 0 0 0 66,000 T2170 Cashier Security Remodel 0 0 0 0 0 0 81,530 T2250 WAWRF Clarifier Replacement 0 0 0 0 0 0 271,863 T2270 WAWRF Fine Screen Replacement 0 0 0 0 0 0 670,250 T2280 WAWRF Odor Control Replacement 0 0 0 0 0 0 967,560 T2281 *91st Ave WWTP Capacity Increas 0 0 0 8,120,000 9,000,000 9,000,000 0 $9,930,489 $2,347,411 $12,010,394 $16,719,710 $22,000,000 $25,150,000 $5,362,725 60004 Arrowhead WRF Total Water & Sewer Projects: Total FY 08-09 Funding: $12,277,900 * New Project 414 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer (2360) Category: Revenue Project: 60000 - Utility Billing System Repl. Project Description: Funding Source: Water & Sewer Revenues Replacement and implementation of a new utility billing system. The cost includes software, professional services & fees and annual service & maintenance. Capital Costs: Carryover Miscellaneous/Other $2,518,165 $0 $0 $0 $0 $0 $0 $2,518,165 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 2009 2010 2011 Capital Costs: TOTAL Operating Description: 2014-2018 Funding Source: Water & Sewer Revenues Funding a replacement program for the major analytical instrumentation at the City's Water Quality Laboratory. Highly sensitive and precise analytical instrumentation is required for the regulatory analysis of the City's water. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $15,633 $334,325 $147,000 $0 $0 $0 $0 $1,042,189 $334,325 $147,000 $0 $0 $0 $0 $1,057,822 Finance Charges Equipment 2013 No additional O and M needed at this time. Project: 60001 - Water Quality Instrument Project Description: 2012 Replacement of lower quality detection instruments with more sensitive mass spectrometer detectors results in additional ongoing maintenance costs. Because of the initial warranties on each instrument listed in the Scope of Work, these operating impacts are expected to begin the year following instrument replacement. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $25,000 $25,750 $26,523 $27,318 $149,387 TOTAL $0 $25,000 $25,750 $26,523 $27,318 $149,387 Project: 60002 - Addtl. Recharge Capacity Project Description: Funding Source: Water & Sewer Revenues Provide contingency recharge capacity for the Arrowhead Ranch Water Reclamation Facility in order to comply with capacity, management, operation and maintenance and prevent possible sanitary sewer overflows due to loss of discharge pathway to Arrowhead amenities during normal operations. Capital Costs: Carryover Construction 2009 2010 2011 2012 2013 2014-2018 $1,908,333 $0 $0 $0 $0 $0 $0 Finance Charges $48,957 $0 $0 $0 $0 $0 $0 Arts $21,463 $0 $0 $0 $0 $0 $0 $146,870 $0 $0 $0 $0 $0 $0 $24,478 $0 $0 $0 $0 $0 $0 $2,150,101 $0 $0 $0 $0 $0 $0 Contingency Miscellaneous/Other TOTAL Operating Description: No additional O and M needed at this time. * New Project 415 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer (2360) Category: Revenue Project: 60003 - West Area WWRP Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Expansion of the existing WAWRF from 4.3/7.0 MGD to 10 MGD. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $226,706 $0 $0 $0 $0 $0 $0 Design $686,252 $0 $0 $0 $0 $0 $0 Engineering Charges $65,097 $0 $0 $0 $0 $0 $0 Arts $26,709 $5,750 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,010,514 $0 $0 $0 $0 $0 $0 Miscellaneous/Other TOTAL Operating Description: No additional O and M needed 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 MGD to 5.5 MGD. The plant provides treated effluent for use in landscaped areas in northern Glendale. Carryover 2009 2010 2011 2012 2013 2014-2018 $187,980 $0 $0 $0 $0 $0 $0 $187,980 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 416 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer (2360) Category: Revenue Project: 60006 - Sand Filtrs & Dis Sys - AWRF Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Replace the aging sand filters and ultra violet light disinfection system at the Arrowhead Ranch Water Reclamation Facility. The current aging system is not providing consistent compliance with regulatory requirements. Funds in the later years will upgrade the SCADA software. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $177,398 $98,600 $0 $0 $0 $0 $0 Construction $864,168 $0 $3,400,000 $1,600,000 $0 $0 $0 $4,833 $0 $50,000 $23,000 $0 $0 $0 $13,249 $1,789 $61,684 $29,028 $0 $0 $0 $8,699 $0 $34,000 $16,000 $0 $0 $0 $0 $0 $299,235 $131,972 $0 $0 $0 $1,068,347 $100,389 $3,844,919 $1,800,000 $0 $0 $0 Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: 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 a liquid bleach disinfection. Both of these systems require a higher electrical use. The current system is not adequate and regulatory issues have arisen due to incomplete disinfection. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $41,000 $82,000 $84,000 Equip. Maint. $0 $0 $0 $5,300 $5,600 $30,623 $0 $0 $41,000 $87,300 $89,600 $489,969 TOTAL Project: 60007 - Arrwhd Wtr Reclam Fac Imps Project Description: Capital Costs: Funding Source: $459,346 Water & Sewer Revenues To ensure reliable and safe treatment of wastewater in the Arrowhead area, the treatment plant processes will be upgraded or expanded. This will enable the plant to consistently meet the A+ effluent water quality requirements. This project includes replacement of the mechanical equipment in clarifiers one through four, installing OSHA personal protection equipment, upgrading the waste activated sludge pumps, adding a cover to the sand filters, repairs to the main operations building and upgrading the process control software. Carryover 2009 2010 2011 2012 2013 2014-2018 $956,716 $0 $0 $0 $0 $0 $0 $1,421,122 $96,675 $1,900,000 $1,600,000 $0 $0 $0 Finance Charges $39,457 $0 $29,750 $20,800 $0 $0 $0 Engineering Charges $36,120 $2,369 $46,550 $39,200 $0 $0 $0 Arts $20,222 $967 $19,000 $16,000 $0 $0 $0 $187,420 $0 $170,000 $124,000 $0 $0 $0 $2,661,057 $100,011 $2,165,300 $1,800,000 $0 $0 $0 Design Construction Contingency TOTAL Operating Description: Due to the upgrade the amount of waste water bring treated will increase thereby resulting in an incease in chemical costs. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $15,000 $15,450 $15,914 $87,022 TOTAL $0 $0 $15,000 $15,450 $15,914 $87,022 * New Project 417 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer (2360) Category: Revenue Project: 60008 - *WAWRF Phase IV Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Design and construct additional treatment capacity at the West Area Water Reclamation Facility to treat the increased wastewater flow from the rapidly developing area along the Loop 101 alignment. This expansion is identified in the revised Wastewater Treatment Master Plan completed by Malcolm Purnie. The current treatment capacity will be increased from 11.5 MGD to 17.2 MGD, average daily flow. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $1,795,000 $0 $0 $0 $0 $0 Construction $0 $0 $5,500,000 $4,600,000 $12,000,000 $15,000,000 $2,000,000 Finance Charges $0 $27,000 $83,000 $65,000 $180,000 $210,000 $20,000 Engineering Charges $0 $6,911 $21,175 $17,710 $46,200 $57,750 $7,700 Arts $0 $0 $55,000 $46,000 $120,000 $150,000 $20,000 Contingency $0 $171,100 $341,000 $271,000 $653,800 $732,250 $200,000 $0 $2,000,011 $6,000,175 $4,999,710 $13,000,000 $16,150,000 $2,247,700 TOTAL Operating Description: O and M includes staffing three new plant operators starting FY 2012 (including benefits). Other treatment expenses are prorated with existing facility expenses. Plant capacity will increase 33% resulting in an increase in, supplies (chemicals), utilities and equipment maintenance. No new telephones, PC's or vehicles will be required. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 $1,149,022 Staffing $0 $0 $0 $204,000 $210,120 Supplies/Contr $0 $0 $0 $100,000 $103,000 $563,246 Utilities $0 $0 $0 $300,000 $309,000 $1,689,739 Equip. Maint. $0 $0 $0 $66,000 $67,980 $371,743 $0 $0 $0 $670,000 $690,100 $3,773,750 TOTAL Project: T2160 - Insertion Machine: W & S Fund Project Description: Capital Costs: Water & Sewer Revenues Replace current insertion machine (Water and Sewer portion only, other funding sources are the General Fund and Sanitation Fund). It performs insertion for all departments, including Sales Tax, Water and Sewer, Sanitation, Marketing, Human Resources, Council, Landfill and Payroll. Carryover Equipment TOTAL Operating Description: Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $66,000 $0 $0 $0 $0 $0 $0 $66,000 O and M includes adding this piece of equipment into the Technology Replacement Fund. The cost is split 33% to the water and sewer fund, 33% to the general fund and 34% to the sanitation fund. A one-year service Preventative Maintenance Agreement (PMA) is built into the cost. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Equip. Maint. $0 $0 $0 $0 $0 $33,000 PC/Vehicle Replacement $0 $0 $0 $0 $0 $66,000 $0 $0 $0 $0 $0 $99,000 TOTAL * New Project 418 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer (2360) Category: Revenue Project: T2170 - Cashier Security Remodel Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Bullet-proof security glass and related improvements for cashier area and surrounding exterior. This request will improve the safety of our employees 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $15,000 Construction $0 $0 $0 $0 $0 $0 $49,000 Engineering Charges $0 $0 $0 $0 $0 $0 $7,040 Arts $0 $0 $0 $0 $0 $0 $490 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $0 $81,530 TOTAL Operating Description: No O and M needed at this time. 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 West Area Water Reclamination Facility 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $30,000 Construction $0 $0 $0 $0 $0 $0 $227,000 Engineering Charges $0 $0 $0 $0 $0 $0 $12,593 Arts $0 $0 $0 $0 $0 $0 $2,270 $0 $0 $0 $0 $0 $0 $271,863 TOTAL Operating Description: No O and M needed at this time. Project: T2270 - WAWRF Fine Screen Replacement Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The West Area Water Reclamation Facility fine screens are mechanical devices removing solid materials from the West Area Water Reclamation Facility influent flows. These mechanical devices are subject to wear and tear and need to be replaced periodically. Funding moved to FY 2014. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $50,000 Construction $0 $0 $0 $0 $0 $0 $585,000 Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $29,400 $5,850 $0 $0 $0 $0 $0 $0 $670,250 Arts TOTAL Operating Description: No O and M impact is anticipated since this is a replacement of existing equipment. * New Project 419 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer (2360) Category: Revenue Project: T2280 - WAWRF Odor Control Replacement Project Description: Capital Costs: Water & Sewer Revenues Funding Source: 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 years due to wear & tear. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $120,000 Construction $0 $0 $0 $0 $0 $0 $800,000 Engineering Charges $0 $0 $0 $0 $0 $0 $39,560 Arts $0 $0 $0 $0 $0 $0 $8,000 $0 $0 $0 $0 $0 $0 $967,560 TOTAL Operating Description: No O and M impact is anticipated since this is a replacement of existing equipment. Project: T2281 - *91st Ave WWTP Capacity Increas Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Increase the current Glendale treatment capacity ownership in the Multi-Cities SROG wastewater treatment plant by five million gallons per day, calculated on an average daily flow basis. This capacity increase is needed in order to meet the wastewater treatment capacity of the City. These improvements are identified in the revised Wastewater Treatment Master Plan completed by Malcolm Purnie. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $120,000 $130,000 $130,000 $0 Miscellaneous/Other $0 $0 $0 $8,000,000 $8,870,000 $8,870,000 $0 $0 $0 $0 $8,120,000 $9,000,000 $9,000,000 $0 TOTAL Operating Description: Additional professional contract expenses with the Sub-Regional operating group will be required as Glendale's ownership percentage increases due to acquiring additional 91st Avenue WWTP capacity. This increase in capacity is driven by growth in the West Area and a projected increase in treated sewer byproducts discharged from the West Area Water Reclamation Facility to 91st Avenue WWTP for disposal. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $900,000 $927,000 $5,069,216 TOTAL $0 $0 $0 $900,000 $927,000 $5,069,216 * New Project 420 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Water (2400) Project Name: Category: Revenue Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 686,560 0 0 1,501,187 913,933 1,499,999 4,583,541 61003 Oasis Water Campus 4,289,763 0 0 0 0 0 0 61004 CAP Water Purchase 0 0 0 0 0 0 184,120 1,161,342 0 0 0 0 0 0 61007 Zone 4 Reservoir Fill Line 755,548 0 0 0 0 0 0 61008 Zone 4 WTP to 83rd/Orangewood 111,590 0 0 0 0 0 0 61009 Drinking Water Well Head Trmt 320,381 500,039 2,700,015 0 0 0 0 61010 Zone 3 Pump Improvements 115,582 0 0 0 0 0 0 0 0 0 0 0 0 909,584 1,299,537 6,700,000 2,000,000 4,530,677 0 6,916,430 43,952,158 61015 Outer Loop Effluent Line 55,000 0 0 0 0 0 3,248,500 61017 Pyramid Peak Storage 42,770 0 0 0 0 0 0 61019 Storage and Recovery Well 0 0 0 0 0 0 4,737,988 61020 West Area Reuse Pipelines 236,601 0 837,417 514,077 810,100 0 3,684,933 61021 N River/Agua Fria Storage Proj 878,015 0 378,015 58,845 0 0 0 61023 Water System Security 1,124,891 2,000,000 0 0 0 0 0 61024 Cholla Water Plant Process Imp 1,258,766 0 0 0 0 0 0 201,551 1,742,386 1,516,271 1,516,271 1,516,271 1,516,271 2,025,029 0 0 0 0 1,088,400 951,500 0 781,043 0 0 0 0 0 0 1,579,326 25,178,505 30,799,512 10,000,000 0 0 0 61038 Loop 101 Water Treatment Fac 0 0 0 0 0 0 49,668,500 61039 *Groundwater Availability Study 0 450,000 0 0 0 0 0 61040 *Loop 101 Wells & Piping 0 1,922,000 0 0 0 0 9,469,900 T3470 67th Ave. Wtr Mn Brdly to Utop 0 0 0 0 0 0 1,139,675 T3480 95th A Wtr Trn Ln Orgewd to G 0 0 0 0 1,464,000 0 0 T3490 Acoma Rd Trn Mn Zn 2 GrndTrt P 0 0 0 0 0 0 393,375 T3500 Glendale Ave. Water Trans Mn 0 0 0 0 0 0 3,536,050 T3510 Orngewood Ave Wtr Trans Mn 0 0 0 0 339,465 0 2,826,035 T3520 Zn 2 Grndwater Trtmnt Plant 0 0 0 0 0 0 9,076,000 T3530 Pyramid Pk WTP Train #1 Equip 0 0 0 0 3,327,732 3,457,468 0 T3540 WTPs Chlorine Gas Elimination 0 0 3,482,630 4,247,070 0 0 0 T3550 Hillcrest Ranch Booster Rehab 0 0 0 0 0 0 552,775 61001 Fire Hydrant Replacement 61005 Cholla Telemetry 61012 Irrigation 61013 Line Replacement & Extension 61027 Water Line Extension 61029 Regional GAC Plant 61035 83rd Ave Trn Main Orgewd to Gd 61036 Zn4 Groundwater Trtment Plant * New Project 421 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Water (2400) Project Name: Category: Revenue Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: T3552 *Additional Water Supply 0 0 0 0 0 10,028,200 50,141,000 T3553 *Utilities Office Complex 0 0 0 0 0 0 200,000 T3554 *Zone 3 Transmission Pipelines 0 0 0 0 0 0 100,000 T3556 *N River/Agua Fria Storage Cap 0 0 4,350,000 7,000,000 0 0 0 $14,898,266 $38,492,930 $46,063,860 $29,368,127 $9,459,901 Total Water Projects: Total FY 08-09 Funding: $53,391,196 * New Project 422 Return to CIP TOC $24,369,868 $190,429,163 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61001 - Fire Hydrant Replacement Project Description: Capital Costs: Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: Funding Source: Replacement of approximately 900 old fire hydrants. To date, 285 have been installed. Current design work will replace 330 fire hydrants for Phase II. All hydrants are in excess of 25 years old and do not meet current city design guidelines or AWWA annual inspection recommendations. We are unable to obtain parts and perform routine service. Carryover 2013 2014-2018 $515,662 2009 $0 2010 $0 $1,445,000 2011 $880,000 $1,440,000 $4,400,000 $0 $0 $0 $20,500 $12,200 $24,435 $74,875 $112,124 $0 $0 $21,237 $12,933 $21,164 $64,666 $58,774 $0 $0 $14,450 $8,800 $14,400 $44,000 $686,560 $0 $0 $1,501,187 $913,933 $1,499,999 $4,583,541 2012 No additional O and M needed at this time. Project: 61003 - Oasis Water Campus Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Completion of the construction of a new 10 million gallon per day (MGD) surface water treatment plant to serve mainly western Glendale with fresh drinking water. Capital Costs: Carryover Design $4,410 $2,175,942 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $241,041 $0 $0 $0 $0 $0 $0 Arts $488,801 $0 $0 $0 $0 $0 $0 $1,379,569 $0 $0 $0 $0 $0 $0 $4,289,763 $0 $0 $0 $0 $0 $0 Construction Contingency TOTAL Operating Description: 2009 2010 2011 No additional O and M needed at this time. * New Project 423 Return to CIP TOC 2012 2013 2014-2018 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61004 - CAP Water Purchase Project Description: Capital Costs: Water & Sewer Revenues In 2000, the Arizona Department of Water Resources submitted its final recommendations for the reallocation of 66,000 acre-feet of Central Arizona Project water to the U.S. Secretary of Interior. It was recommended that Glendale receive 3,053 acre-feet in the reallocation. Glendale is expected to purchase this additional allocation of 3,053 acre-feet per year of Central Arizona Project water, pending final authorization of the Arizona Water Settlements Act. Carryover Miscellaneous/Other TOTAL Operating Description: Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $184,120 $0 $0 $0 $0 $0 $0 $184,120 O and M impact is incurred when the additional water is actually allocated and delivered to the city for treatment. Operating impacts are based upon the delivery rates for Central Arizona Project water to the city as approved and published by the Central Arizona Water Conservation District; and the projected treatment costs relating to the additional Central Arizona Project allocation water. Charges are revised annually. Previously approved operational funding for this project has been excluded. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $591,717 TOTAL $0 $0 $0 $0 $0 $591,717 Project: 61005 - Cholla Telemetry Project Description: Capital Costs: Construction Arts Miscellaneous/Other TOTAL Operating Description: Funding Source: The 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. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $398,735 $0 $0 $0 $0 $0 $0 $2,648 $0 $0 $0 $0 $0 $0 $759,959 $0 $0 $0 $0 $0 $0 $1,161,342 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 61007 - Zone 4 Reservoir Fill Line Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues This water transmission main (24"/20") has been identified in the Black & Veatch Comprehensive Water Facilities Planning and Design report of September 2003, as a key component of the plan to improve water quality in Water Pressure Zone 4. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $362,297 $0 $0 $0 $0 $0 $0 Construction $381,890 $0 $0 $0 $0 $0 $0 $11,361 $0 $0 $0 $0 $0 $0 $755,548 $0 $0 $0 $0 $0 $0 Finance Charges TOTAL Operating Description: No additional O and M needed at this time. * New Project 424 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61008 - Zone 4 WTP to 83rd/Orangewood Project Description: Capital Costs: Funding Source: Water & Sewer Revenues A 30" water transmission main pipeline intended to convey drinking water from the Water Treatment Plant Zone 4 into Water Pressure Zone 4 as far as 83rd Avenue and Orangewood. Carryover 2009 2010 2011 2012 2013 2014-2018 $35,922 $0 $0 $0 $0 $0 $0 $9,848 $0 $0 $0 $0 $0 $0 Engineering Charges $25,646 $0 $0 $0 $0 $0 $0 Arts $12,107 $0 $0 $0 $0 $0 $0 Contingency $19,696 $0 $0 $0 $0 $0 $0 $8,371 $0 $0 $0 $0 $0 $0 $111,590 $0 $0 $0 $0 $0 $0 Design Finance Charges Miscellaneous/Other TOTAL Operating Description: No additional O and M needed at this time. Project: 61009 - Drinking Water Well Head Trmt Project Description: Capital Costs: 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 2009 2010 2011 2012 2013 2014-2018 $202,589 $476,500 $2,570,000 $0 $0 $0 $0 $0 $7,100 $41,350 $0 $0 $0 $0 Engineering Charges $22,768 $11,674 $62,965 $0 $0 $0 $0 Arts $10,062 $4,765 $25,700 $0 $0 $0 $0 Contingency $73,481 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $11,481 $0 $0 $0 $0 $0 $0 $320,381 $500,039 $2,700,015 $0 $0 $0 $0 Construction Finance Charges TOTAL Operating Description: O and M for additional power,chemical and maintance costs at the well sites for treatment equipment will be required. Currently the sites are only being used during the summer, with the new construction the sites will operate 24 hours a day 365 days a years. New O and M is based on currect cost. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $30,900 $31,827 $32,782 $33,899 $185,374 Utilities $0 $12,360 $12,731 $13,113 $13,513 $73,895 Equip. Maint. $0 $15,000 $15,450 $15,914 $16,424 $89,813 $0 $58,260 $60,008 $61,809 $63,836 $349,082 TOTAL * New Project 425 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital 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 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $115,582 $0 $0 $0 $0 $0 $0 $115,582 $0 $0 $0 $0 $0 $0 No additional O and M needed 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $18,000 Construction $0 $0 $0 $0 $0 $0 $770,000 Engineering Charges $0 $0 $0 $0 $0 $0 $33,884 Arts $0 $0 $0 $0 $0 $0 $7,700 Contingency $0 $0 $0 $0 $0 $0 $80,000 $0 $0 $0 $0 $0 $0 $909,584 TOTAL Operating Description: No O and M needed at this time. Project: 61013 - Line Replacement & Extension Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Replacement and rehabilitation of water lines throughout the City. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $250,137 $930,000 $0 $550,000 $0 $950,000 $4,002,000 Construction $705,421 $5,000,000 $1,800,000 $3,600,000 $0 $5,300,000 $35,000,000 $80,246 $75,000 $26,000 $55,000 $0 $60,000 $650,000 $0 $22,830 $6,930 $15,977 $0 $24,062 $150,158 $63,118 $50,000 $18,000 $36,000 $0 $53,000 $350,000 $200,615 $622,170 $149,070 $273,700 $0 $529,368 $3,800,000 $1,299,537 $6,700,000 $2,000,000 $4,530,677 $0 $6,916,430 $43,952,158 Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: No additional O and M needed at this time. * New Project 426 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61015 - Outer Loop Effluent Line Project Description: Capital Costs: Construction Finance Charges Engineering Charges Arts Contingency Miscellaneous/Other TOTAL Operating Description: Project to transport, store and recharge effluent reuse water for Arrowhead Ranch and area-wide. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $21,023 $0 $0 $0 $0 $0 $3,000,000 $0 $0 $0 $0 $0 $0 $45,000 $24,000 $0 $0 $0 $0 $0 $73,500 $3,400 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30,000 $100,000 $6,577 $0 $0 $0 $0 $0 $0 $55,000 $0 $0 $0 $0 $0 $3,248,500 No additional O and M needed at this time. Project: 61017 - Pyramid Peak Storage Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding Source: Installation of a new 10 MG Reservoir, piping changes and related process equipment. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $22,348 $0 $0 $0 $0 $0 $0 Engineering Charges $17,193 $0 $0 $0 $0 $0 $0 $3,229 $0 $0 $0 $0 $0 $0 $42,770 $0 $0 $0 $0 $0 $0 Arts TOTAL Operating Description: No additional O and M needed at this time. * New Project 427 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue 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, 2.0 MGD, turbine pump recovery well. The goal is to pump the recovered groundwater to the Arrowhead amenities customers. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $600,000 Construction $0 $0 $0 $0 $0 $0 $3,575,000 Finance Charges $0 $0 $0 $0 $0 $0 $50,000 Engineering Charges $0 $0 $0 $0 $0 $0 $77,238 Arts $0 $0 $0 $0 $0 $0 $35,750 Contingency $0 $0 $0 $0 $0 $0 $400,000 $0 $0 $0 $0 $0 $0 $4,737,988 TOTAL Operating Description: O and M includes three years of chemicals and equipment maintance based on pilot studies. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $240,000 Equip. Maint. $0 $0 $0 $0 $0 $45,000 $0 $0 $0 $0 $0 $285,000 TOTAL 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 the West Area Water Reclamation Facility. This plan was completed in May 2003. Reuse pipelines projects will be developed and scheduled as required. Extensions of the effluent line to serve new lakes are also included. Carryover 2009 2010 2011 2012 2013 2014-2018 $179,358 $0 $0 $0 $200,000 $0 $0 Construction $8,552 $0 $750,000 $470,000 $570,000 $0 $3,200,000 Finance Charges $8,821 $0 $0 $0 $0 $0 $75,000 $34,169 $0 $13,367 $8,377 $13,724 $0 $57,033 $5,701 $0 $7,500 $4,700 $5,700 $0 $32,000 $0 $0 $66,550 $31,000 $20,676 $0 $320,900 $236,601 $0 $837,417 $514,077 $810,100 $0 $3,684,933 Design Engineering Charges Arts Contingency 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. Annual maintenance includes instrument and control work on the telemetry, mechanical work on the valves and transmission piping and repair of transmission system in the event of deterioration or breakage. Cost is based on engineering estimate for cleaning and repair to valves. Operating Costs: Equip. Maint. TOTAL 2009 2010 2011 2012 2013 2014-2018 $0 $47,000 $63,000 $64,890 $66,837 $365,490 $0 $47,000 $63,000 $64,890 $66,837 $365,490 * New Project 428 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61021 - N River/Agua Fria Storage Proj Project Description: Capital Costs: Funding Source: Water & Sewer Revenues To acquire a 20% ownership in the New River/Agua Fria Underground Storage Facility administered by the Salt River Project. The city has physically expanded the West Area Water Reclamation Facility and needs additional recharge capacity to accommodate (store) the effluent processed at the expanded facility. The new regional underground storage facility is located in the vicinity of 107th Avenue and Bethany Home Road. The stored effluent will be used to meet Glendale's long-term water demands and maintain compliance with the state groundwater code. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $760,325 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $117,690 $0 $378,015 $58,845 $0 $0 $0 $878,015 $0 $378,015 $58,845 $0 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. Project: 61023 - Water System Security Project Description: Capital Costs: Construction Finance Charges 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 $397,896 2009 2010 2011 2012 2013 2014-2018 $33,914 $1,850,000 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,376 $66,600 $0 $0 $0 $0 $0 $14,491 $18,500 $0 $0 $0 $0 $0 Contingency $199,713 $34,900 $0 $0 $0 $0 $0 Miscellaneous/Other $469,501 $0 $0 $0 $0 $0 $0 $1,124,891 $2,000,000 $0 $0 $0 $0 $0 Engineering Charges Arts TOTAL Operating Description: No additional O and M needed at this time. Project: 61024 - Cholla Water Plant Process Imp Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Improvments to the Cholla WTP to meet water treatment regulations. Work to be performed during the current 10-year CIP will consist mainly of improvements to the existing sand filters and addition of new filters. The new vent will also be added. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $673,194 $0 $0 $0 $0 $0 $0 Construction $125,565 $0 $0 $0 $0 $0 $0 $25,616 $0 $0 $0 $0 $0 $0 $116,005 $48,982 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: $269,404 $0 $0 $0 $0 $0 $0 $1,258,766 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 429 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61027 - Water Line Extension Project Description: Capital Costs: Design Construction Finance Charges Engineering Charges Arts Contingency Miscellaneous/Other TOTAL Operating Description: Funding Source: Installation of water line extensions. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $153,709 $150,000 $150,000 $150,000 $150,000 $150,000 $200,000 $5,235 $1,400,000 $1,200,000 $1,200,000 $1,200,000 $1,200,000 $1,600,000 $6,329 $22,000 $20,000 $20,000 $20,000 $20,000 $30,000 $24,977 $16,386 $14,271 $14,271 $14,271 $14,271 $19,029 $7,911 $14,000 $12,000 $12,000 $12,000 $12,000 $16,000 $0 $140,000 $120,000 $120,000 $120,000 $120,000 $160,000 $3,390 $0 $0 $0 $0 $0 $0 $201,551 $1,742,386 $1,516,271 $1,516,271 $1,516,271 $1,516,271 $2,025,029 No additional O and M needed at this time. Project: 61029 - Regional GAC Plant Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Co-ownership of a regional granular activated carbon (GAC) regeneration plant and site. Glendale will be a member of the IGA group on this project. The Cholla Water Treatment Plant has changed over to GAC filter media. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $30,000 $0 $0 Miscellaneous/Other $0 $0 $0 $0 $1,058,400 $951,500 $0 $0 $0 $0 $0 $1,088,400 $951,500 $0 TOTAL Operating Description: There are no direct O and M costs to the City of Glendale for this project. All O and M costs will be included in the cost of GAC regeneration. Regeneration costs are based on a per pound rate and will include any on going project O and M costs. 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 to the existing Zone 4 Transmission Main on Glendale Avenue. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $151,722 $0 $0 $0 $0 $0 $0 Construction $406,295 $0 $0 $0 $0 $0 $0 Finance Charges $28,124 $0 $0 $0 $0 $0 $0 Engineering Charges $23,859 $19,418 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $151,625 $0 $0 $0 $0 $0 $0 $781,043 $0 $0 $0 $0 $0 $0 Arts Contingency TOTAL Operating Description: No additional O and M needed at this time. * New Project 430 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61036 - Zn4 Groundwater Trtment Plant Project Description: Capital Costs: Funding Source: Water & Sewer Revenues An expansion of the Zone 4 Water Treatment Plant intended to treat 10 MGD of groundwater to remove nitrates and other contaminants. This facility will provide needed drinking water when surface water plants are off line during canal dry-ups. 2009 2010 Design $360,053 $1,000,000 $1,200,000 $0 $0 $0 $0 Construction Finance Charges $816,813 $32,691 $20,300,000 $27,790,000 $9,100,000 $0 $0 $0 $455,000 $420,000 $15,000 $0 $0 $0 Engineering Charges $18,502 $82,005 $111,612 $35,035 $0 $0 $0 Arts $24,355 $203,000 $277,900 $91,000 $0 $0 $0 $326,912 $3,138,500 $1,000,000 $758,965 $0 $0 $0 $1,579,326 $25,178,505 $30,799,512 $10,000,000 $0 $0 $0 Contingency TOTAL Operating Description: Carryover 2011 2012 2013 2014-2018 This is an expansion of the Zone 4 Water Treatment Facility to give it the capability to treat groundwater therefore only new costs will be for staffing three plant operators, chemicals and utilities. Chemical, utilities and maintance cost are based on actual cost during a pilot study to treat groundwater. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $214,500 $220,935 $227,563 $1,244,408 Supplies/Contr $0 $0 $360,600 $371,418 $382,561 $2,091,998 Utilities $0 $0 $54,636 $56,275 $57,963 $316,967 Equip. Maint. $0 $0 $0 $50,000 $51,500 $281,623 Insurance $0 $0 $6,409 $6,601 $6,799 $37,180 $0 $0 $636,145 $705,229 $726,386 $3,972,176 TOTAL Project: 61038 - Loop 101 Water Treatment Fac Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Design and build a 10 MGD Groundwater Treatment Plant and Storage Reservoir in Zone 4. The treatment plant is needed in order to meet the potable water demand of this growing area of the City. This facility is identified in the revised Utilities Water Master Plan. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $4,500,000 Construction $0 $0 $0 $0 $0 $0 $43,883,390 Finance Charges $0 $0 $0 $0 $0 $0 $660,000 Engineering Charges $0 $0 $0 $0 $0 $0 $186,276 Arts $0 $0 $0 $0 $0 $0 $438,834 $0 $0 $0 $0 $0 $0 $49,668,500 TOTAL Operating Description: No O and M needed at this time, O and M will be determined closer to the start of the project. * New Project 431 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61039 - *Groundwater Availability Study Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Funding Source: Comprehensive study and development of a groundwater model to assess and determine groundwater availability and aquifer sustainability in support of the City's designation of assured water supply reapplication and water system master plans. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $0 $450,000 $0 $0 $0 $0 $0 $0 $450,000 $0 $0 $0 $0 $0 No new O and M needed at this time. Project: 61040 - *Loop 101 Wells & Piping Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Rehabilitate existing wells in Zone 4 to supply raw water to the Loop 101 Ground Water Treatment Plant (GWTP). These improvements are needed in order to meet the growing potable water demand in this area of the City, and also to meet water quality regulations. These improvements are identified in the revised Utilities Water Master Plan completed by Black and Veatch. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $150,000 $0 $0 $0 $0 $900,000 Construction $0 $1,709,000 $0 $0 $0 $0 $8,266,500 Finance Charges $0 $26,000 $0 $0 $0 $0 $125,000 Engineering Charges $0 $19,390 $0 $0 $0 $0 $95,610 Arts $0 $17,090 $0 $0 $0 $0 $82,665 Contingency $0 $520 $0 $0 $0 $0 $125 $0 $1,922,000 $0 $0 $0 $0 $9,469,900 TOTAL Operating Description: No new O and M needed at this time. Project: T3470 - 67th Ave. Wtr Mn Brdly to Utop Project Description: Capital Costs: Funding Source: Water & Sewer Revenues 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'' main in 67th Avenue that serves Water Pressure Zone 3. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $100,000 Construction $0 $0 $0 $0 $0 $0 $875,000 Finance Charges Engineering Charges $0 $0 $0 $0 $0 $0 $0 $14,000 $0 $0 $0 $0 $0 $41,925 Arts $0 $0 $0 $0 $0 $0 $8,750 Contingency $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $1,139,675 TOTAL Operating Description: No new O and M needed at this time. * New Project 432 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: T3480 - 95th A Wtr Trn Ln Orgewd to G Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Installation of 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $190,000 $0 $0 Construction $0 $0 $0 $0 $1,100,000 $0 $0 Finance Charges $0 $0 $0 $0 $20,000 $0 $0 Engineering Charges $0 $0 $0 $0 $43,000 $0 $0 Arts $0 $0 $0 $0 $11,000 $0 $0 Contingency $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $1,464,000 $0 $0 TOTAL Operating Description: Preventative maintenance and future regulations (DMOM, Distribution Management Operation and Maintenance) are the driving factor for the O and M adjustments. Although the project design is .5 miles of main it is estimated $7,000 per year is necessary beginning July 2013. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $35,000 TOTAL $0 $0 $0 $0 $0 $35,000 Project: T3490 - Acoma Rd Trn Mn Zn 2 GrndTrt P Project Description: Capital Costs: Funding Source: 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. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $375,000 Engineering Charges $0 $0 $0 $0 $0 $0 $18,375 $0 $0 $0 $0 $0 $0 $393,375 TOTAL Operating Description: Preventative maintenance and future regulations (DMOM, Distribution Management Operation and Maintenance) are the driving factor for the O and M adjustments. Although the project design is for .25 miles of main, it is estimated an additional $5,000 per year is necessary beginning May 2014. Cost is based on engineering studies. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $28,162 TOTAL $0 $0 $0 $0 $0 $28,162 * New Project 433 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: T3500 - Glendale Ave. Water Trans Mn Project Description: Capital Costs: 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 2009 2010 2011 2012 2013 2014-2018 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 $45,000 Engineering Charges $0 $0 $0 $0 $0 $0 $61,050 Arts $0 $0 $0 $0 $0 $0 $25,000 Contingency $0 $0 $0 $0 $0 $0 $105,000 $0 $0 $0 $0 $0 $0 $3,536,050 TOTAL Operating Description: No new O and M needed at this time. 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $333,000 $0 $0 Construction $0 $0 $0 $0 $0 $0 $2,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $37,500 Engineering Charges $0 $0 $0 $0 $6,465 $0 $48,535 Arts $0 Contingency $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,000 $215,000 $0 $0 $0 $0 $339,465 $0 $2,826,035 TOTAL Operating Description: Due to the complexity of the line, additional maintenance costs are necessary in the outfall years. In addition to the preventative maintenance costs, future regulations (DMOM, Distribution Management Operation and Maintenance) 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: Equip. Maint. TOTAL 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000 * New Project 434 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: T3520 - Zn 2 Grndwater Trtmnt Plant Project Description: Capital Costs: Funding Source: Water & Sewer Revenues A new water treatment plant intended to treat 2.5 MGD of groundwater to remove nitrates and other contaminants. This facility will provide needed drinking water when surface water plants are offline. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 $1,000,000 Design $0 $0 $0 $0 $0 $0 $1,200,000 Construction $0 $0 $0 $0 $0 $0 $6,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $115,500 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $65,000 Contingency $0 $0 $0 $0 $0 $0 $103,000 $0 $0 $0 $0 $0 $0 $9,076,000 TOTAL Operating Description: No O and M needed at this time, O and M will be determined closer to the start of the project and won't be need untill after FY 2018. Project: T3530 - Pyramid Pk WTP Train #1 Equip Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Replace and rehab equipment at the Pyramid Peak Water Treatment Plant related to water pathway #1 and other equipment in the original plant, which were installed over 21 years ago. By the existing IGA between Glendale and Peoria, this cost will be split amongst the two Cities, with Peoria responsible for approximately 23% of the project costs. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $2,900,000 $42,000 $3,020,000 $45,000 $0 $0 Engineering Charges $0 $0 $0 $0 $58,784 $61,216 $0 Arts $0 $0 $0 $0 $29,000 $30,200 $0 Contingency $0 $0 $0 $0 $297,948 $301,052 $0 $0 $0 $0 $0 $3,327,732 $3,457,468 $0 Construction TOTAL Operating Description: O and M costs will not be impacted by this project. Overall O and M costs should be lower with this project due to less maintenance on the new equipment and the equipment should be more efficient, lowering the overall operating costs. * New Project 435 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: T3540 - WTPs Chlorine Gas Elimination Project Description: Capital Costs: Funding Source: Water & Sewer Revenues This project includes the removal of both 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $680,000 $0 $0 $0 $0 Construction $0 $0 $2,500,000 $3,720,000 $0 $0 $0 Finance Charges $0 $0 $35,000 $40,000 $0 $0 $0 Engineering Charges $0 $0 $42,630 $49,870 $0 $0 $0 Arts $0 $0 $25,000 $37,200 $0 $0 $0 Contingency $0 $0 $200,000 $400,000 $0 $0 $0 $0 $0 $3,482,630 $4,247,070 $0 $0 $0 TOTAL Operating Description: Additional annual cost for supplies and electricity are $20,000 and $15,000 respectively. Costs on based on engineering studies. Operating Costs: 2009 Supplies/Contr Utilities TOTAL 2010 2011 Capital Costs: 2013 2014-2018 $0 $0 $0 $0 $0 $0 $20,000 $15,000 $20,600 $15,450 $112,649 $84,487 $0 $0 $0 $35,000 $36,050 $197,136 Project: T3550 - Hillcrest Ranch Booster Rehab Project Description: 2012 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $25,000 Construction $0 $0 $0 $0 $0 $0 $450,000 Engineering Charges $0 $0 $0 $0 $0 $0 $23,275 Arts $0 $0 $0 $0 $0 $0 $4,500 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 $552,775 TOTAL Operating Description: No O and M at this time. * New Project 436 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: T3552 - *Additional Water Supply Project Description: Capital Costs: Funding Source: Acquisition and development of renewable water supply to meet increasing demand for water, maintain the City's designation of assured water supply and to minimize drought impacts on Glendale water system customers. Carryover 2009 2010 2011 2012 2013 Finance Charges $0 $0 $0 $0 $0 Contingency $0 $0 $0 $0 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: Water & Sewer Revenues 2014-2018 $0 $741,000 $0 $0 $11,400,000 $0 $10,028,200 $38,000,000 $0 $10,028,200 $50,141,000 O and M impact is based upon projected delivery and treatment costs relating to the additional water supply. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $386,027 TOTAL $0 $0 $0 $0 $0 $386,027 Project: T3553 - *Utilities Office Complex Project Description: Capital Costs: Design Engineering Charges TOTAL Operating Description: Funding Source: Complete a design concept report to establish the location and layout of a new utilities office complex. The current complex is over 31 years and will need to be upgraded in the projected time frame, as a consequence to its wear and tear. In addition, the Utilities Department has grown over the years to better serve the community and as such will need additional space to better accommodate employees and the operations on a whole. Carryover 2009 2010 2011 Capital Costs: Miscellaneous/Other TOTAL Operating Description: 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $189,000 $11,000 $0 $0 $0 $0 $0 $0 $200,000 No O and M costs needed for study. Project: T3554 - *Zone 3 Transmission Pipelines Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Complete a design concept report to determine the alignment and site of one or two transmission mains for Water Zone 3. The line is intended to improve the pressure distribution within this service area. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $100,000 No O and M costs needed for study. * New Project 437 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: T3556 - *N River/Agua Fria Storage Cap Project Description: Capital Costs: Water & Sewer Revenues Purchase of additional recharge capacity at the New River/Agua Fria Underground Storage Project. The additional capacity is needed to ensure the city is able to store projected increases in reclaimed water produced at the city's West Area Water Reclamation Facility. Carryover Miscellaneous/Other TOTAL Operating Description: Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $4,350,000 $7,000,000 $0 $0 $0 $0 $0 $4,350,000 $7,000,000 $0 $0 $0 Additional O and M costs due to purchase of additional capacity. Charges are from approved opertaing budget for this facility. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $53,460 $55,064 $56,716 $58,417 $319,449 TOTAL $0 $53,460 $55,064 $56,716 $58,417 $319,449 * New Project 438 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Sewer (2420) Project Name: Category: Revenue Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 0 0 0 4,551,205 5,102,863 0 12,365,177 3,897,622 306,936 403,670 1,000,230 4,873,418 0 1,339,745 63004 Arrowhead Ranch Sewer Odor Con 657,512 0 0 0 0 0 0 63005 Sewer System Evaluation 544,714 0 0 0 0 0 0 67,422 0 1,700,000 2,071,225 0 0 1,735,750 0 0 0 601,083 3,815,788 0 3,289,729 63008 Sewers for Areas on Septic Sys 29,646 75,245 231,414 243,799 255,518 0 1,764,841 63009 67/Ave Swge Lft Sta. Odor Con. 955,511 0 0 0 0 0 0 63010 91st Ave. Construction 3,302,352 9,177,983 6,139,378 4,366,939 4,397,256 0 10,150,000 63013 67th Ave. Lift Station 1,771,733 719,100 0 0 0 0 0 63014 67th & 83rd Ave SLS Mode 379,562 0 0 0 0 0 4,579,138 63015 CMOM Implementation 385,430 0 0 574,000 0 0 0 63016 Sewer Line Replacement 141,421 0 0 1,724,952 2,391,260 2,581,061 15,559,524 63017 Sewer Line Extension 357,732 275,766 287,557 301,847 317,929 0 1,763,940 1,554,545 635,300 1,498,650 0 0 0 0 4,317 0 0 0 0 0 0 63020 Security Enhance Wastewtr Ops 3,778,799 0 0 4,883,927 376,641 386,831 5,881,462 63021 Sweetwater & 55th Ave SLS 1,624,059 0 0 0 0 0 0 63022 95th Ave Sewer Connection 675,809 0 0 0 0 0 0 63023 City Wide Sewer Odor Control 406,760 0 2,290,667 0 0 0 1,763,175 T3610 Bethany Hme Rd Interceptor 0 0 325,920 0 0 0 3,330,500 T3611 *Glendale Ave 93rd-99th Ave 0 0 539,000 0 0 0 332,000 $20,534,946 $11,190,330 $13,416,256 $20,319,207 $21,530,673 $2,967,892 $63,854,981 63000 67th-115th, Northern-C'Back 63003 99th Ave Interceptor Line 63006 Arrowhead Sewer Lines 63007 Sewer 99th Ave. W. Water Meter 63018 Camelback Swr Rehab 63019 Western Area Odor Control Total Sewer Projects: Total FY 08-09 Funding: $31,725,276 * New Project 439 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital 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 as identified by Hennings, Durham and Richardson (HDR) Sewer Depth Study of December 2000. These sewers are growth related. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $400,000 $700,000 $0 $1,000,000 Construction $0 $0 $0 $3,650,000 $4,012,000 $0 $9,570,000 Finance Charges $0 $0 $0 $40,000 $22,000 $0 $135,000 Engineering Charges $0 $0 $0 $24,705 $28,743 $0 $64,477 Arts $0 $0 $0 $36,500 $40,120 $0 $95,700 Contingency $0 $0 $0 $400,000 $300,000 $0 $1,500,000 $0 $0 $0 $4,551,205 $5,102,863 $0 $12,365,177 TOTAL Operating Description: No new O and M needed at this time. Project: 63003 - 99th Ave Interceptor Line Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The main sewer line to the Sub-Regional Operating Group (SROG) was inspected by project engineering consultants and determined that it needs to be rehabilitated. Pipe lining will be replaced along with manhole structures that are corroded. Carryover 2009 2010 2011 2012 2013 2014-2018 $242,972 $0 $0 $0 $600,000 $0 $0 $3,516,658 $300,000 $375,000 $875,000 $3,700,000 $0 $1,200,000 Engineering Charges $39,614 $58,558 $0 $3,936 $0 $4,920 $15,000 $11,480 $80,000 $56,418 $0 $0 $0 $15,745 Arts $39,820 $3,000 $3,750 $8,750 $37,000 $0 $12,000 $0 $0 $20,000 $90,000 $400,000 $0 $112,000 $3,897,622 $306,936 $403,670 $1,000,230 $4,873,418 $0 $1,339,745 Design Construction Finance Charges Contingency TOTAL Operating Description: Rehabilitation of the 99th Avenue interceptor is scheduled to begin in 2010. Glendale’s share of odor control, interceptor cleaning and operating costs is an ongoing expense estimated at $336,000 per year. With the increased volume due to greater capacity, expenses are expected to increase by $440,000 beginning in FY 2011. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $440,000 $453,200 $466,796 $2,552,632 TOTAL $0 $0 $440,000 $453,200 $466,796 $2,552,632 * New Project 440 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63004 - Arrowhead Ranch Sewer Odor Con Project Description: Capital Costs: Construction Engineering Charges Arts TOTAL Operating Description: Funding Source: Permanent hydrogen peroxide chemical dosing stations will be built along the larger diameter (15" - 42") sewer mains in the Arrowhead Ranch area to control the odor of sewer gases. Carryover 2009 2010 2011 Capital Costs: Construction TOTAL Operating Description: Capital Costs: Design Construction 2013 2014-2018 $0 $0 $0 $0 $0 $0 $21,564 $0 $0 $0 $0 $0 $0 $5,376 $0 $0 $0 $0 $0 $0 $657,512 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Funding Source: Water & Sewer Revenues A five-year project, now in its fourth year, to evaluate the condition of the City's sewer system and develop a systematic plan for rehabilitating and replacing deteriorated sewers and manholes. Carryover 2009 2010 2011 2012 2013 2014-2018 $544,714 $0 $0 $0 $0 $0 $0 $544,714 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 63006 - Arrowhead Sewer Lines Project Description: 2012 $630,572 Project: 63005 - Sewer System Evaluation Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues The rehabilitation or replacement of various wastewater collection lines in the Arrowhead Ranch area will improve sewer flow conditions and reduce sewer odors. This work was identified in a report completed by the consulting firm, Damon Williams and Associates. The work will be done in phases. Carryover 2009 2010 2011 2012 2013 2014-2018 $60,237 $0 $0 $350,000 $0 $0 $0 $0 $0 $1,490,000 $1,500,000 $0 $0 $1,500,000 $0 $0 $22,000 $22,000 $0 $0 $18,000 Engineering Charges $5,499 $0 $27,565 $34,225 $0 $0 $27,750 Arts $1,686 $0 $14,900 $15,000 $0 $0 $15,000 $0 $0 $145,535 $150,000 $0 $0 $175,000 $67,422 $0 $1,700,000 $2,071,225 $0 $0 $1,735,750 Finance Charges Contingency TOTAL Operating Description: No additional O and M needed at this time. * New Project 441 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63007 - Sewer 99th Ave. W. Water Meter Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The multi-cities SROG organization is currently requiring the SROG cities to construct their sewage metering stations equal to the approved design studied by the SROG prototype meter station project in Scottsdale. The metering stations are located on 99th Avenue south of Camelback Road and south of Northern Avenue. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $0 $585,000 $3,375,000 $0 $2,900,000 Finance Charges $0 $0 $0 $0 $48,000 $0 $30,000 Engineering Charges $0 $0 $0 $10,233 $59,038 $0 $50,729 Arts $0 $0 $0 $5,850 $33,750 $0 $29,000 Contingency $0 $0 $0 $0 $300,000 $0 $280,000 $0 $0 $0 $601,083 $3,815,788 $0 $3,289,729 TOTAL Operating Description: These metering stations will require service and replacement of automatic sampling units, miscellaneous telemetry and flow recording equipment on a periodic basis. No data connectivity or telephone are required. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $5,464 $5,600 $30,623 Equip. Maint. $0 $0 $0 $25,000 $25,750 $140,812 $0 $0 $0 $30,464 $31,350 $171,435 TOTAL Project: 63008 - Sewers for Areas on Septic Sys Project Description: Capital Costs: Design Funding Source: 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 city sewer. As of September 2007, there are five projects that have been funded through this program. No other areas have officially met the requirements for projects to go forward. The five projects that were funded and are now complete are Cortez Sewer, Hidden Manor, Rancho Del Higo, Orangewood West and Cinnabar. Carryover 2009 2010 2011 2012 2013 2014-2018 $28,851 $0 $0 $0 $250,000 $0 $0 $0 $70,000 $200,000 $212,000 $0 $0 $1,710,000 Construction $795 $1,545 $4,414 $4,679 $5,518 $0 $37,741 Arts $0 $700 $2,000 $2,120 $0 $0 $17,100 Contingency $0 $3,000 $25,000 $25,000 $0 $0 $0 $29,646 $75,245 $231,414 $243,799 $255,518 $0 $1,764,841 Engineering Charges 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: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $100,000 TOTAL $0 $0 $0 $0 $0 $100,000 * New Project 442 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63009 - 67/Ave Swge Lft Sta. Odor Con. Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Permanent hydrogen peroxide chemical dosing stations for odor control. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $118,769 $0 $0 $0 $0 $0 $0 Construction $717,615 $0 $0 $0 $0 $0 $0 Engineering Charges $37,920 $0 $0 $0 $0 $0 $0 Arts $12,550 Contingency $53,456 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $15,201 $0 $0 $0 $0 $0 $0 $955,511 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. Project: 63010 - 91st Ave. Construction Project Description: Capital Costs: Construction Finance Charges Miscellaneous/Other TOTAL Operating Description: Funding Source: Water & Sewer Revenues To provide additional funding for the continuing construction/expansion of the 91st Avenue Wastewater Treatment Plant co-owned by the City of Phoenix and the Sub-Regional Operating Group (SROG), of which Glendale is a member. This is an ongoing venture to expand the treatment facility from 153 MGD to 250 MGD. Carryover 2009 2010 2011 2012 2013 2014-2018 $29,921 $0 $0 $0 $0 $0 $0 $0 $135,000 $90,000 $60,000 $60,000 $0 $150,000 $3,272,431 $9,042,983 $6,049,378 $4,306,939 $4,337,256 $0 $10,000,000 $3,302,352 $9,177,983 $6,139,378 $4,366,939 $4,397,256 $0 $10,150,000 No additional O and M needed at this time. * New Project 443 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63013 - 67th Ave. Lift Station Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The material condition of this sewage lift station (SLS) has deteriorated and requires equipment upgrades in order to assure the system remains fully functional and does not violate regulations. The station is essential to satisfy Capacity Management Operation and Maintenance (CMOM). Carryover 2009 2010 2011 2012 2013 2014-2018 $35,463 $0 $0 $0 $0 $0 $0 $1,549,548 $650,000 $0 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 Engineering Charges $52,621 $39,600 $0 $0 $0 $0 $0 Arts $14,876 $6,500 $0 $0 $0 $0 $0 $114,048 $13,000 $0 $0 $0 $0 $0 $5,177 $0 $0 $0 $0 $0 $0 $1,771,733 $719,100 $0 $0 $0 $0 $0 Design Construction Finance Charges 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. Equipment maintenance includes replacement of odor control media and service to pumps and associated valves. Cost is based on historical data. Operating Costs: 2009 Equip. Maint. TOTAL 2010 2011 Capital Costs: 2013 2014-2018 $0 $0 $28,000 $28,840 $29,600 $161,865 $0 $0 $28,000 $28,840 $29,600 $161,865 Project: 63014 - 67th & 83rd Ave SLS Mode Project Description: 2012 Funding Source: Water & Sewer Revenues This sewage lift station (SLS), located at 67th Avenue and Beardsley Road, will need to be rehabilitated and later expanded to assure system reliability, adequate pumping capacity and regulatory compliance. This redesign will include more efficient odor control and larger capacity pumps. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $700,000 $379,562 $0 $0 $0 $0 $0 $3,375,000 Finance Charges $0 $0 $0 $0 $0 $0 $45,000 Engineering Charges $0 $0 $0 $0 $0 $0 $75,388 Arts $0 $0 $0 $0 $0 $0 $33,750 Contingency $0 $0 $0 $0 $0 $0 $350,000 $379,562 $0 $0 $0 $0 $0 $4,579,138 Design Construction TOTAL Operating Description: No additional O and M needed at this time. * New Project 444 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63015 - CMOM Implementation Project Description: Capital Costs: 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. Phase III will update the administrative program in FY 2011. Carryover 2009 2010 2011 2012 2013 2014-2018 $354,230 $0 $0 $0 $0 $0 $0 Engineering Charges $31,200 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $0 $0 $574,000 $0 $0 $0 $385,430 $0 $0 $574,000 $0 $0 $0 Design TOTAL Operating Description: No additional O and M needed at this time. Project: 63016 - Sewer Line Replacement Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Replacement/Rehabilitation of existing sewer lines as identified by the Sewer Evaluation Study prepared by HDR Engineers and to be completed by CDM Engineers. Projects will be developed as funds are available. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $35,387 $0 $0 $490,000 $0 $520,000 $570,000 Construction $57,059 $0 $0 $1,100,000 $2,200,000 $1,800,000 $13,200,000 Finance Charges $46,216 $0 $0 $15,000 $30,000 $27,000 $180,000 $254 $0 $0 $9,699 $13,420 $14,152 $83,997 $2,505 $0 $0 $11,000 $22,000 $18,000 $132,000 $0 $0 $0 $99,253 $125,840 $201,909 $1,393,527 $141,421 $0 $0 $1,724,952 $2,391,260 $2,581,061 $15,559,524 Engineering Charges Arts Contingency TOTAL Operating Description: No additional O and M needed at this time. Project: 63017 - Sewer Line Extension Project Description: Capital Costs: Design Construction Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: Funding Source: Water & Sewer Revenues Sewer extension at various locations are due to growth. These extensions will convey wastewater from new developments. Carryover 2009 2010 2011 2012 2013 2014-2018 $73,919 $150,000 $0 $100,000 $50,000 $0 $140,000 $261,263 $100,000 $260,000 $170,000 $240,000 $0 $1,420,000 $3,683 $0 $0 $0 $0 $0 $0 $13,907 $4,766 $4,957 $5,147 $5,529 $0 $29,740 $4,960 $1,000 $2,600 $1,700 $2,400 $0 $14,200 $0 $20,000 $20,000 $25,000 $20,000 $0 $160,000 $357,732 $275,766 $287,557 $301,847 $317,929 $0 $1,763,940 No additional O and M needed at this time. * New Project 445 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63018 - Camelback Swr Rehab Project Description: Funding Source: Water & Sewer Revenues To replace the sewer and concrete structures in this area over the next two fiscal years. Two former meter station structures need to be permanently abandoned and one 24'' sewer pipe has to be permanently plugged and abandoned. Sewer manholes will be rehabilitated along the Camelback trunk sewer to the 67th Avenue sewer lift station. Capital Costs: Carryover Construction $1,233,334 $550,000 $1,275,000 $0 $0 $0 $0 $29,596 $0 $20,000 $0 $0 $0 $0 $123,096 $19,800 $45,900 $0 $0 $0 $0 $40,270 $5,500 $12,750 $0 $0 $0 $0 $128,249 $60,000 $145,000 $0 $0 $0 $0 $1,554,545 $635,300 $1,498,650 $0 $0 $0 $0 Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: 2009 2010 2011 Capital Costs: Construction TOTAL Operating Description: Funding Source: Capital Costs: 2014-2018 Water & Sewer Revenues Hydrogen peroxide chemical dosing stations to control odor of sewer gases. Carryover 2009 2010 2011 2012 2013 2014-2018 $4,317 $0 $0 $0 $0 $0 $0 $4,317 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 63020 - Security Enhance Wastewtr Ops Project Description: 2013 No additional O and M needed at this time. Project: 63019 - Western Area Odor Control Project Description: 2012 Funding Source: Water & Sewer Revenues Add various security enhancements to the Water Reclamation Facilities, the various effluent recharge facilities and the various sewer lift stations to achieve compliance with the anticipated requirements of the Federal Homeland Security regulations. Carryover 2009 2010 2011 2012 2013 2014-2018 $700,000 $0 $0 $0 $0 $0 $0 $2,579,181 $0 $0 $4,300,000 $330,000 $350,000 $5,200,000 Finance Charges $80,000 $0 $0 $65,000 $5,000 $5,000 $80,000 Engineering Charges $61,618 $0 $0 $57,024 $4,376 $4,641 $68,959 Arts $58,000 $0 $0 $43,000 $3,300 $3,500 $52,000 $300,000 $0 $0 $418,903 $33,965 $23,690 $480,503 $3,778,799 $0 $0 $4,883,927 $376,641 $386,831 $5,881,462 Design Construction Contingency TOTAL Operating Description: No additional O and M needed at this time. * New Project 446 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63021 - Sweetwater & 55th Ave SLS Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The material condition of this sewage lift station (SLS) has deteriorated and requires equipment upgrades in order to assure system reliability, adequate capacity and public safety. Station is essential to satisfy Capacity Management Operations and Maintenance (CMOM). Carryover 2009 2010 2011 2012 2013 2014-2018 $135,406 $0 $0 $0 $0 $0 $0 $1,266,969 $0 $0 $0 $0 $0 $0 Engineering Charges $51,654 $0 $0 $0 $0 $0 $0 Arts $20,030 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $1,624,059 $0 $0 $0 $0 $0 $0 Design Construction Contingency TOTAL Operating Description: No additional O and M needed at this time. 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'' sewer line in 95th Avenue entering the 48'' sewer line in Camelback Road. Currently the crowns of the two sewer lines match elevations. The top of the 36'' line will be raised. Carryover 2009 2010 2011 2012 2013 2014-2018 $37,633 $0 $0 $0 $0 $0 $0 $593,215 $0 $0 $0 $0 $0 $0 $29,116 $0 $0 $0 $0 $0 $0 Arts $5,942 $0 $0 $0 $0 $0 $0 Contingency $9,903 $0 $0 $0 $0 $0 $0 $675,809 $0 $0 $0 $0 $0 $0 Design Construction Engineering Charges TOTAL Operating Description: No additional O and M needed at this time. * New Project 447 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital 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 and control of hydrogen sulfide gas. Carryover 2009 2010 2011 2012 2013 2014-2018 $65,003 $0 $0 $0 $0 $0 $100,000 $266,363 $0 $2,000,000 $0 $0 $0 $1,450,000 Finance Charges $19,094 $0 $30,000 $0 $0 $0 $20,000 Engineering Charges $21,309 $0 $37,000 $0 $0 $0 $28,675 Arts $13,366 $0 $20,000 $0 $0 $0 $14,500 Contingency $21,625 $0 $203,667 $0 $0 $0 $150,000 $406,760 $0 $2,290,667 $0 $0 $0 $1,763,175 Design Construction TOTAL Operating Description: Three additional dosing stations coming online in FY 2010 will increase the annual usage of the hydrogen peroxide chemical used by the dosing stations and will require additional electricity. Supplies - average yearly chemical cost for a site today is $176,640. Utilities - average yearly electric utility cost per site today is $700. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $529,920 $545,818 $562,192 $579,058 $3,166,526 Utilities $0 $2,100 $2,163 $2,228 $2,295 $12,549 $0 $532,020 $547,981 $564,420 $581,353 $3,179,075 TOTAL Project: T3610 - Bethany Hme Rd Interceptor Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Installation of 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $320,000 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $3,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $45,000 Engineering Charges $0 $0 $5,920 $0 $0 $0 $55,500 Arts $0 $0 $0 $0 $0 $0 $30,000 Contingency $0 $0 $0 $0 $0 $0 $200,000 $0 $0 $325,920 $0 $0 $0 $3,330,500 TOTAL Operating Description: It is estimated that interceptor sewer maintenance will cost approximately $20,000 per mile per year for 1.5 miles. Additional staffing requirements in the outfall years for routine cleaning and preventative maintenance. * New Project 448 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: T3611 - *Glendale Ave 93rd-99th Ave Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Design and construct a new parallel relief sewer on Glendale Avenue from 93rd the 99th Avenue to handle the additional wastewater flows generated by growth near Loop 101. The relief sewer will be installed in two phases. These proposed improvements were identified in the sewer collection study recently completed by CDM. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $80,000 $0 $0 $0 $35,000 Construction $0 $0 $429,000 $0 $0 $0 $280,000 Engineering Charges $0 $0 $21,887 $0 $0 $0 $13,545 Arts $0 $0 $4,290 $0 $0 $0 $2,800 Contingency $0 $0 $3,823 $0 $0 $0 $655 $0 $0 $539,000 $0 $0 $0 $332,000 TOTAL Operating Description: No new O and M needed at this time. * New Project 449 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Transportation – Other Funds TRANSPORTATION This category includes projects funded with revenue bonds backed by 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 (Fund 2210). This also includes a separate fund for any transportation related grants (Fund 1650). 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. 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. Project Name: L101/Glendale Pk & Ride Lot Funding Source: Transportation Sales Tax Fund #: 2210 Project #: 65015 450 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Construction (2210) Project Name: Category: Transportation Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 84,407 0 0 0 0 0 0 0 1,083,325 257,500 257,500 257,500 309,419 1,707,412 314,784 2,277,212 0 731,349 0 731,349 0 1,114 0 0 0 0 0 749,696 65007 Grand Ave Access Enhancements 3,835,267 8,517,002 0 0 0 0 0 65008 Intersection Improvements 1,423,721 0 0 0 0 0 0 65010 51st/Camelback to Peoria 2,440,191 0 0 0 0 0 0 65013 Bus Stops and Shelters 87,899 210,000 110,654 114,085 115,708 120,509 670,813 65014 Transit Support Capital 35,044 200,000 164,866 170,306 176,012 181,468 1,006,218 170,000 0 0 0 0 0 0 1,483,920 31,951,910 11,845,661 8,096,273 4,678,880 4,835,623 21,886,142 0 1,026,824 1,060,196 10,720,921 17,945,472 13,901,966 79,832,632 65022 PE & Oversight for Transp. Pkg 643,109 1,683,745 1,751,094 1,215,260 0 0 0 65024 Lane Drop Elimination Project 16,964 0 0 0 0 0 0 1,569,475 0 0 0 0 0 0 65029 Smart Traffic Signal Equipment 71,086 0 0 0 0 0 0 65030 Multi-Use Pathway Grand Canal 298,971 0 837,825 0 0 0 0 65031 Airport Master Plan Update 0 7,064 0 0 0 6,250 0 65033 Northern Ave Pkwy Prelim. 1,339,264 0 0 0 0 0 0 0 0 187,500 187,500 0 0 0 4,076,585 0 0 0 0 0 0 65038 67th Ave.:Camelback to Grand 92,500 0 0 0 0 0 0 65039 67th Ave: Olive to Bell Rd Imp 1,122,811 5,789,904 0 0 0 0 0 506,871 0 0 0 0 0 0 65042 51st Ave/Bell Intersection Imp 0 0 0 0 0 0 1,463,159 65043 Bethany Home: 59th to 67th Saf 0 142,377 657,623 0 0 0 0 65044 Airport - Tower and Radio Upgr 15,667 11,013 0 0 0 0 0 65046 75th/83rd/Glendale-Street Impr 100,000 0 0 0 0 0 0 65048 Loop 101 North Park & Ride Lot 0 0 0 0 0 0 1,010,000 65050 43rd Ave Bethany Hme to Peoria 3,416,117 0 0 0 0 0 0 65051 59th Ave/Bethany Hme Intersect 0 0 0 0 0 0 5,503,078 246,172 254,625 1,765,450 1,808,508 806,350 1,120,000 0 0 0 1,500 36,000 0 0 0 65003 Multi-Use Bridge Skunk Creek 65004 Buses/Vans 65005 Smart Traffic Signals 65006 Bus Pullouts 65015 L101/Glendale Pk & Ride Lot 65016 Northern Ave Super Street 65017 Rail System 65027 Downtown Pedestrian Circ 65036 Runway Protection Zone LandPch 65037 57th / Skunk Creek 65040 Catlin Court Alley (Match) 65052 Transit Center 65055 Airport - Security Upgrade * New Project 451 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Construction (2210) Project Name: Category: Transportation Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 65060 Street Scallops 258,238 0 0 0 0 0 0 65062 Glendale Sports Facilities Sgn 244,551 800,000 1,400,000 565,654 0 0 0 65063 New River - Multi-use Pathway 173,821 0 2,865,951 1,747,761 0 0 0 65065 Airport-Northwest Land Purch 25,152 0 0 0 0 0 0 4,762 371,128 0 0 0 0 0 65070 Union Hills/Skunk Cr. Path 75,956 82,304 0 0 0 0 0 65072 Expanded Safety Program 397,499 406,451 409,910 413,537 417,341 429,861 670,813 65,139 86,052 0 0 0 0 0 65077 Airport-Runway-Taxiway-Asph 0 0 9,575 55,425 0 0 0 65078 Airport Matching Funds 0 0 0 0 200,000 294,423 1,500,000 1,204,562 1,248,417 0 0 0 0 0 65080 Arrowhead Mall Transit Center 252,612 2,342,696 0 0 0 0 0 65081 Collector/Residential Overlay 938,015 3,500,000 3,500,000 3,500,000 3,500,000 0 0 6,296,615 8,000,000 8,000,000 8,000,000 8,000,000 0 0 65083 *Speed Cushions 0 146,954 151,652 156,574 161,735 167,145 0 65084 *Pave Access Points 0 35,675 0 0 0 0 0 65085 *Airport-Apron Lighting Match 0 7,500 0 0 0 0 0 65086 51st Avenue HES Projects 0 1,410,260 0 0 0 0 0 T0960 Downtown Park-and-Ride 0 0 101,772 4,475,557 5,774,702 0 2,000,000 T7403 *Airport - ARFF Station 0 0 50,000 46,250 0 0 0 Total Transportation Construction Project $33,328,861 $71,592,438 $35,128,729 $42,298,460 $42,033,700 65069 Glendale Transportation Plan 65073 Old Roma Alley Ped Project 65079 95th Ave - Glendale to Cabela 65082 Arterial Overlay Total FY 08-09 Funding: $104,921,299 * New Project 452 Return to CIP TOC $22,098,013 $117,999,963 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65003 - Multi-Use Bridge Skunk Creek Project Description: Capital Costs: Engineering Charges Construction of a multi-use bridge at Skunk Creek over 71st Avenue alignment drainage facility. Carryover TOTAL Operating Description: 2009 2010 2011 Capital Costs: 2013 2014-2018 $0 $0 $0 $0 $0 $0 $1,297 $0 $0 $0 $0 $0 $0 $72,133 $0 $0 $0 $0 $0 $0 $84,407 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 65004 - Buses/Vans Project Description: 2012 $10,977 Arts Equipment Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: This project replaces worn out buses and vans. Buses will be purchased to expand circulator service based on transit service needs that will be identified in the Transportation Plan update. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $15,000 $7,500 $7,500 $7,500 $7,500 $37,500 Equipment $0 $1,068,325 $250,000 $250,000 $250,000 $301,919 $1,669,912 $0 $1,083,325 $257,500 $257,500 $257,500 $309,419 $1,707,412 TOTAL Operating Description: O and M associated with staffing three drivers in 2009 and vehicle maintenance for circulator and shuttle. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $118,038 $121,579 $125,227 $128,983 $705,334 Equip. Maint. $0 $51,200 $52,736 $54,318 $55,948 $305,945 $0 $169,238 $174,315 $179,545 $184,931 $1,011,279 TOTAL * New Project 453 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65005 - Smart Traffic Signals Project Description: Capital Costs: Half Cent Sales Tax Funding Source: 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 2009 2010 2011 2012 2013 2014-2018 Design $72,440 $0 $0 $0 $0 $0 $0 Construction $61,278 $2,168,738 $0 $700,000 $0 $700,000 $0 Finance Charges $17,636 $33,653 $0 $7,199 $0 $7,199 $0 $109,850 $53,134 $0 $17,150 $0 $17,150 $0 $53,580 $21,687 $0 $7,000 $0 $7,000 $0 $314,784 $2,277,212 $0 $731,349 $0 $731,349 $0 Engineering Charges Arts TOTAL Operating Description: O & M costs associated with electricity for new signal heads, cameras and communication equipment as well as maintenance of fiber optic connections. Operating Costs: 2009 Utilities Equip. Maint. $3,605 $3,713 $3,825 $3,939 $4,057 $22,188 $23,195 $23,891 $24,608 $25,346 $26,106 $142,759 $26,800 $27,604 $28,433 $29,285 $30,163 $164,947 TOTAL 2010 2011 Project: 65006 - Bus Pullouts Project Description: Capital Costs: 2012 2013 2014-2018 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 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $72,964 $1,114 $0 $0 $0 $0 $0 $0 $557,712 $0 $0 $0 $0 $0 $11,079 Engineering Charges $0 $0 $0 $0 $0 $0 $29,400 Arts $0 $0 $0 $0 $0 $0 $5,577 $1,114 $0 $0 $0 $0 $0 $749,696 Construction Finance Charges TOTAL Operating Description: O and M associated with maintenance of landscaping around bus pullouts. Operating Costs: Landscape TOTAL $72,964 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $3,431 $0 $0 $0 $0 $0 $3,431 * New Project 454 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65007 - Grand Ave Access Enhancements Project Description: Half Cent Sales Tax Funding Source: This project will construct street improvements for local access along Grand Avenue including changes in access control and beautification. Capital Costs: Carryover 2009 Land $3,122,369 $6,357,105 $0 $0 $0 $0 $0 $581,842 $0 $0 $0 $0 $0 $0 $5,248 $1,944,579 $0 $0 $0 $0 $0 $85,218 $125,867 $0 $0 $0 $0 $0 $0 $70,005 $0 $0 $0 $0 $0 $40,209 $19,446 $0 $0 $0 $0 $0 $381 $0 $0 $0 $0 $0 $0 $3,835,267 $8,517,002 $0 $0 $0 $0 $0 Design Construction Finance Charges Engineering Charges Arts Miscellaneous/Other TOTAL Operating Description: 2010 2011 2012 2013 2014-2018 O and M is associated with landscaping maintenance and water. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 $1,040,624 Landscape $0 $174,149 $179,373 $184,755 $190,297 Water $0 $87,074 $89,686 $92,377 $95,148 $520,309 $0 $261,223 $269,059 $277,132 $285,445 $1,560,933 TOTAL Project: 65008 - Intersection Improvements Project Description: Capital Costs: Half Cent Sales Tax Funding Source: This project provides for the design and construction of intersection improvements for capacity, safety and access as identified on an ongoing basis. Turning lanes, median barriers, lane extensions, right-of-way, utility relocations and paving access points are examples of the type of construction this project will fund. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $5,693 $0 $0 $0 $0 $0 $0 Engineering Charges $4,715 $0 $0 $0 $0 $0 $0 $17,554 $0 $0 $0 $0 $0 $0 $1,395,759 $0 $0 $0 $0 $0 $0 $1,423,721 $0 $0 $0 $0 $0 $0 Arts Contingency TOTAL Operating Description: No additional O and M needed at this time. * New Project 455 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65010 - 51st/Camelback to Peoria Project Description: 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. Capital Costs: Carryover Construction $2,243,545 $0 $0 $0 $0 $0 $0 $45,857 $0 $0 $0 $0 $0 $0 $106,439 $0 $0 $0 $0 $0 $0 $44,350 $0 $0 $0 $0 $0 $0 $2,440,191 $0 $0 $0 $0 $0 $0 Finance Charges Engineering Charges Arts TOTAL Operating Description: 2009 2010 2011 Capital Costs: 2013 2014-2018 No additional O and M needed at this time. Project: 65013 - Bus Stops and Shelters Project Description: 2012 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. 2011 2012 2013 Design Carryover $41,208 $18,404 $9,900 $10,000 $11,000 $12,000 $58,792 Construction $16,137 $179,917 $94,602 $97,741 $98,281 $101,821 $574,715 Operating Description: $3,150 $1,660 $1,711 $1,736 $1,808 $10,062 $6,730 $3,546 $3,656 $3,708 $3,862 $21,497 $6,819 $1,799 $946 $977 $983 $1,018 $5,747 $87,899 $210,000 $110,654 $114,085 $115,708 $120,509 $670,813 O and M associated with the maintenance of bus shelters. Operating Costs: Equip. Maint. TOTAL 2014-2018 $0 Arts TOTAL 2010 $23,735 Finance Charges Engineering Charges 2009 2009 2010 2011 2012 2013 $0 $10,000 $10,300 $10,609 $10,927 $59,755 $0 $10,000 $10,300 $10,609 $10,927 $59,755 * New Project 456 Return to CIP TOC 2014-2018 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65014 - Transit Support Capital Project Description: Capital Costs: Equipment TOTAL Operating Description: To continue delivery of transit services, replacement capital expenditures are needed, including computer equipment, support vehicles and radio systems. Because of past federal funding sources for these items, Transit has not contributed to replacement funds for vehicles or computers. Carryover 2009 2010 2011 $170,306 $176,012 $181,468 $1,006,218 $35,044 $200,000 $164,866 $170,306 $176,012 $181,468 $1,006,218 O and M is for equipment and vehicle maintenance costs. 2009 2010 2011 Operating Description: 2012 2013 2014-2018 $0 $4,635 $4,774 $4,917 $5,065 $27,696 $0 $4,635 $4,774 $4,917 $5,065 $27,696 Project: 65015 - L101/Glendale Pk & Ride Lot TOTAL 2014-2018 $164,866 TOTAL Capital Costs: 2013 $200,000 Equip. Maint. Construction 2012 $35,044 Operating Costs: 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. Carryover 2009 2010 2011 2012 2013 2014-2018 $170,000 $0 $0 $0 $0 $0 $0 $170,000 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 457 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65016 - Northern Ave Super Street Project Description: Half Cent Sales Tax Funding Source: Right-of-way acquisition and construction of the Northern Parkway corridor alignment between L303 and Grand Avenue 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. Costs for this project are shared between the region at 70% and local agencies at 30%. The project cost in FY 2009 is $26 million for the region and $5.95 million for Glendale. The project cost between FY 2009 and FY 2018 is $51,600,000 for the region and $31,694,489 for Glendale. Capital Costs: Carryover 2009 Land $1,055,417 $31,472,631 $11,667,976 $7,974,829 $0 $0 $363,057 $0 $0 $0 $0 $0 $0 $44,518 $479,279 $177,685 $121,444 $70,183 $72,534 $328,292 Engineering Charges $20,928 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $0 $0 $0 $4,608,697 $4,763,089 $21,557,850 $1,483,920 $31,951,910 $11,845,661 $8,096,273 $4,678,880 $4,835,623 $21,886,142 Design Finance Charges TOTAL Operating Description: 2010 2011 2012 2013 2014-2018 $0 O and M costs are for landscape, water, electrical and other maintenance based on current design. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $0 $3,631 $29,789 Landscape $0 $0 $0 $0 $18,806 $202,585 $0 $0 $0 $0 $9,402 $101,292 $0 $0 $0 $0 $31,839 $333,666 Water TOTAL Project: 65017 - Rail System Project Description: 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. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $15,402 $15,903 $160,814 $269,182 $205,448 $1,179,793 Miscellaneous/Other $0 $1,011,422 $1,044,293 $10,560,107 $17,676,290 $13,696,518 $78,652,839 $0 $1,026,824 $1,060,196 $10,720,921 $17,945,472 $13,901,966 $79,832,632 TOTAL Operating Description: Ownership of O and M costs associated with right-of-way acquisition is yet to be determined. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $1,337,896 TOTAL $0 $0 $0 $0 $0 $1,337,896 * New Project 458 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65022 - PE & Oversight for Transp. Pkg Project Description: Capital Costs: Finance Charges Miscellaneous/Other TOTAL Operating Description: Professional engineering for preparation of design concepts and administration cost for purchase of right-of-way. Carryover 2009 2010 2011 Capital Costs: Design TOTAL Operating Description: 2013 2014-2018 $9,835 $16,670 $17,337 $12,032 $0 $0 $0 $1,667,075 $1,733,757 $1,203,228 $0 $0 $0 $643,109 $1,683,745 $1,751,094 $1,215,260 $0 $0 $0 No additional O and M needed at this time. Half Cent Sales Tax Funding Source: Elimination of lane drops in congested areas along major arterials within the City. Carryover 2009 2010 2011 2012 2013 2014-2018 $16,964 $0 $0 $0 $0 $0 $0 $16,964 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 65027 - Downtown Pedestrian Circ Project Description: 2012 $633,274 Project: 65024 - Lane Drop Elimination Project Project Description: 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. Capital Costs: Carryover Construction Finance Charges $1,289,722 $0 $0 $0 $0 $0 $0 $81,779 $0 $0 $0 $0 $0 $0 $116,979 $0 $0 $0 $0 $0 $0 $80,809 $0 $0 $0 $0 $0 $0 $186 $0 $0 $0 $0 $0 $0 $1,569,475 $0 $0 $0 $0 $0 $0 Engineering Charges Arts Miscellaneous/Other TOTAL Operating Description: 2009 2010 2011 Capital Costs: Miscellaneous/Other TOTAL Operating Description: 2013 2014-2018 No additional O and M needed at this time. Project: 65029 - Smart Traffic Signal Equipment Project Description: 2012 Half Cent Sales Tax Funding Source: Purchase of cabinets, trailers, etc for smart traffic signals (ITS). Carryover 2009 2010 2011 2012 2013 2014-2018 $71,086 $0 $0 $0 $0 $0 $0 $71,086 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 459 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65030 - Multi-Use Pathway Grand Canal Project Description: Capital Costs: Design Construct a multi-use path from just east of the Loop 101 Freeway to New River. The project will provide a safe and convenient, off-street facility for bicyclists and pedestrians that extends the existing Grand Canal Linear Park path to the future New River Pathway. Carryover 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $0 $0 $0 $778,755 $0 $0 $0 $0 $0 $11,682 $0 $0 $0 $0 $2,091 $0 $39,600 $0 $0 $0 $0 $0 $0 $7,788 $0 $0 $0 $0 $298,971 $0 $837,825 $0 $0 $0 $0 Engineering Charges Arts Operating Description: 2009 $296,880 Construction Finance Charges TOTAL Half Cent Sales Tax Funding Source: O and M associated with the maintenance of benches, drinking fountain, trash receptacles, lighting and 30 ft of landscaped area along a 6,300 linear ft multi-use pathway. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $13,267 $13,665 $14,075 $76,968 Landscape $0 $0 $18,046 $18,587 $19,145 $104,693 Refuse TOTAL $0 $0 $8,199 $8,445 $8,698 $47,566 $0 $0 $39,512 $40,697 $41,918 $229,227 Project: 65031 - Airport Master Plan Update Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Half Cent Sales Tax Funding Source: The current Airport Master Plan was last updated in October 1997. Every five years the Master Plan is to be updated. Complete the Airport Master Plan drafts Phase I (August 2006), Phase II (October 2006), and include the final chapters. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $7,064 $0 $0 $0 $6,250 $0 $0 $7,064 $0 $0 $0 $6,250 $0 No O and M needed at this time. * New Project 460 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65033 - Northern Ave Pkwy Prelim. Project Description: 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. Capital Costs: Carryover Design $1,217,662 $0 $0 $0 $0 $0 $0 $103,794 $0 $0 $0 $0 $0 $0 $17,808 $0 $0 $0 $0 $0 $0 $1,339,264 $0 $0 $0 $0 $0 $0 Finance Charges Engineering Charges TOTAL Operating Description: 2009 2010 2011 Capital Costs: Land TOTAL Operating Description: Capital Costs: Design Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: 2014-2018 Half Cent Sales Tax Funding Source: Acquire 36 acres north of runway 19 for runway protection zone to approach. The amount programmed is the transportation half-cent sales tax match for project 2120-T1460. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $0 $187,500 $187,500 $0 $0 $0 $0 $0 $187,500 $187,500 $0 $0 $0 No O and M needed at this time. Project: 65037 - 57th / Skunk Creek Project Description: 2013 No additional O and M needed at this time. Project: 65036 - Runway Protection Zone LandPch Project Description: 2012 Half Cent Sales Tax Funding Source: 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 2009 2010 2011 2012 2013 2014-2018 $44,669 $0 $0 $0 $0 $0 $0 $3,827,033 $0 $0 $0 $0 $0 $0 $60,818 $0 $0 $0 $0 $0 $0 $103,520 $0 $0 $0 $0 $0 $0 $40,545 $0 $0 $0 $0 $0 $0 $4,076,585 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 461 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65038 - 67th Ave.:Camelback to Grand Project Description: Capital Costs: Engineering Charges TOTAL Operating Description: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters for 67th Avenue/Glendale Avenue and 67th Avenue/Camelback Road. Carryover 2009 2010 2011 Capital Costs: Land Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: $0 $0 $0 $0 $92,500 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Carryover 2009 2010 2011 2013 2014-2018 $97,666 $0 $0 $0 $0 $0 $0 $5,569,730 $0 $0 $0 $0 $0 $39,389 $83,545 $0 $0 $0 $0 $0 $108,808 $80,932 $0 $0 $0 $0 $0 $45,914 $55,697 $0 $0 $0 $0 $0 $1,122,811 $5,789,904 $0 $0 $0 $0 $0 O and M associated with landscaping and other maintenance of medians ($544), turn lanes ($213), bus pullouts and bus shelters ($300). 2009 2010 2011 2012 2013 2014-2018 $0 $0 $5,375 $2,687 $5,536 $2,768 $5,702 $2,851 $5,873 $2,936 $32,118 $16,056 $0 $8,062 $8,304 $8,553 $8,809 $48,174 Project: 65040 - Catlin Court Alley (Match) Operating Description: 2012 $831,034 TOTAL TOTAL Half Cent Sales Tax Funding Source: Intersection improvements including medians, turning lanes, bus pullouts, bus shelters and lanes for four intersections on 67th Avenue from Olive Avenue to Bell Road. Water Construction 2014-2018 $0 Landscape Capital Costs: 2013 $0 Operating Costs: Project Description: 2012 $92,500 Project: 65039 - 67th Ave: Olive to Bell Rd Imp Project Description: 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 2009 2010 2011 2012 2013 2014-2018 $506,871 $0 $0 $0 $0 $0 $0 $506,871 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 462 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65042 - 51st Ave/Bell Intersection Imp Project Description: Capital Costs: Half Cent Sales Tax Funding Source: This project provides for intersection improvements including landscaping and an eastbound right turn lane on Bell Road. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $0 $0 $0 $0 $1,379,203 Finance Charges $0 $0 $0 $0 $0 $0 $20,513 Engineering Charges $0 $0 $0 $0 $0 $0 $49,651 Arts $0 $0 $0 $0 $0 $0 $13,792 $0 $0 $0 $0 $0 $0 $1,463,159 TOTAL Operating Description: O and M is for water and landscape maintenance. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Landscape $0 $0 $0 $0 $0 Water $0 $0 $0 $0 $0 $662 $0 $0 $0 $0 $0 $1,324 TOTAL Project: 65043 - Bethany Home: 59th to 67th Saf Project Description: Capital Costs: $662 Half Cent Sales Tax Funding Source: Install lighting improvements and median island for bicyclist and pedestrian safety on Bethany Home Road between 59th and 67th Avenues. This project has Federal HES funds administered by ADOT. The money programmed here is for design, construction administration, ADOT review fees and match HES funds. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $134,350 $112,224 $0 $0 $0 $0 Construction $0 $0 $500,000 $0 $0 $0 $0 Finance Charges $0 Engineering Charges $0 $2,250 $5,777 $14,073 $26,326 $0 $0 $0 $0 $0 $0 $0 $0 Arts $0 $0 $5,000 $0 $0 $0 $0 $0 $142,377 $657,623 $0 $0 $0 $0 TOTAL Operating Description: O and M is for landscape street lights in the median. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $3,574 $3,681 $3,792 $20,734 Landscape $0 $0 $252 $260 $268 $1,465 $0 $0 $3,826 $3,941 $4,060 $22,199 TOTAL * New Project 463 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65044 - Airport - Tower and Radio Upgr Project Description: Capital Costs: This grant is to replace radio communication equipment in the tower that is very old and outdated. Included in this grant is the replacement of the runway precision approach path indicator (PAPI) lighting at both ends of the runway. The amount programmed is the transportation half-cent sales tax match for project 2120-79503. Carryover TOTAL Operating Description: 2009 2010 2011 Capital Costs: Construction TOTAL Operating Description: Capital Costs: 2014-2018 $11,013 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,667 $11,013 $0 $0 $0 $0 $0 No additional O and M needed at this time. Half Cent Sales Tax Funding Source: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters at 75th Ave, Glendale Avenue and Camelback Road. Project also includes street widening along Glendale Avenue from 75th to 83rd Ave. Carryover 2009 2010 2011 2012 2013 2014-2018 $100,000 $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 65048 - Loop 101 North Park & Ride Lot Project Description: 2013 $0 Project: 65046 - 75th/83rd/Glendale-Street Impr Project Description: 2012 $15,667 Equipment Miscellaneous/Other Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: This project includes site selection and land acquisition to enhance transit ridership in the north Glendale area. Select site, acquire land, design and construct park-and-ride lot to be utilized for existing transit routes and future bus rapid transit routes. The lot will consist of parking spaces, lighting, landscaped islands and periphery landscaping. Carryover 2009 2010 2011 2012 2013 2014-2018 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: No O and M anticipated for the City of Glendale. This facility will be maintained by other parties. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $0 $0 $9,375 Landscape $0 $0 $0 $0 $0 $146,875 $0 $0 $0 $0 $0 $156,250 TOTAL * New Project 464 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65050 - 43rd Ave Bethany Hme 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 Avenue from Bethany Home Road to Peoria Avenue. Capital Costs: Carryover Construction $3,093,325 $0 $0 $0 $0 $0 $0 $15,437 $0 $0 $0 $0 $0 $0 $104,564 $0 $0 $0 $0 $0 $0 $47,744 $0 $0 $0 $0 $0 $0 $155,047 $0 $0 $0 $0 $0 $0 $3,416,117 $0 $0 $0 $0 $0 $0 Finance Charges Engineering Charges Arts Miscellaneous/Other TOTAL Operating Description: 2009 2010 2011 Capital Costs: 2013 2014-2018 No additional O and M needed at this time. Project: 65051 - 59th Ave/Bethany Hme Intersect Project Description: 2012 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. These improvements will also relieve congestion and improve safety. This project will consist of designing and constructing a westbound right turn lane, east and westbound bus bays and an east and westbound median. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $0 $81,326 Engineering Charges $0 $0 $0 $0 $0 $0 $120,000 Arts $0 $0 $0 $0 $0 $0 $52,493 $0 $0 $0 $0 $0 $0 $5,503,078 TOTAL Operating Description: $5,249,259 O and M associated with landscape maintenance of 840 sq ft of additional landscape area. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $0 $0 $0 $0 $234 Equip. Maint. $0 $0 $0 $0 $0 $3,927 Landscape $0 $0 $0 $0 $0 $468 $0 $0 $0 $0 $0 $4,629 TOTAL * New Project 465 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65052 - Transit Center Project Description: Capital Costs: Half Cent Sales Tax Funding Source: 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. The cost between FY 2009 and FY 2013 is $1,969,408 for the region and $3,785,525 for Glendale. Carryover 2009 2010 2011 2012 2013 2014-2018 $237,229 $246,675 $0 $0 $0 $0 $0 Construction $0 $0 $1,693,670 $1,735,607 $773,566 $1,074,463 $0 Finance Charges $0 $3,819 $26,482 $26,482 $12,095 $16,800 $0 $8,943 $4,131 $28,361 $29,063 $12,953 $17,992 $0 $0 $0 $16,937 $17,356 $7,736 $10,745 $0 $246,172 $254,625 $1,765,450 $1,808,508 $806,350 $1,120,000 $0 Design Engineering Charges Arts TOTAL Operating Description: O & M associated with maintenance of property, utilities, landscaping and building maintenance. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $1,000 $1,030 $5,632 Utilities $0 $0 $0 $13,113 $13,506 $73,857 Bldg. Maint. $0 $0 $0 $216,360 $222,851 $1,218,639 Landscape $0 $0 $0 $5,464 $5,628 $30,774 $0 $0 $0 $235,937 $243,015 $1,328,902 TOTAL Project: 65055 - Airport - Security Upgrade Project Description: Capital Costs: Half Cent Sales Tax Funding Source: These are the match funds for an FAA and ADOT funded project to acquire and install perimeter security equipment. The project is to enhance the security with cameras and perimeter fencing. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $1,168 $28,040 $0 $0 $0 Engineering Charges $0 $0 $320 $7,680 $0 $0 $0 Arts $0 $0 $12 $280 $0 $0 $0 $0 $0 $1,500 $36,000 $0 $0 $0 TOTAL Operating Description: No O and M needed at this time. * New Project 466 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65060 - Street Scallops Project Description: Capital Costs: 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. Carryover 2009 2010 2011 2012 2013 2014-2018 $203,815 $0 $0 $0 $0 $0 $0 Engineering Charges $29,077 $0 $0 $0 $0 $0 $0 Arts $12,281 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $13,065 $0 $0 $0 $0 $0 $0 $258,238 $0 $0 $0 $0 $0 $0 Construction TOTAL Operating Description: No additional O and M needed at this time. Project: 65062 - Glendale Sports Facilities Sgn Project Description: Capital Costs: Half Cent Sales Tax Funding Source: This project includes design, purchase and installation of full matrix arterial street dynamic message signs (DMS) and lane control signs around the Glendale Sports Facilities in addition to the communications connections of the signs to the central control system. Carryover 2009 2010 2011 2012 2013 2014-2018 $180,154 $0 $0 $0 $0 $0 $0 Finance Charges $38,216 $12,000 $21,000 $8,485 $0 $0 $0 Engineering Charges $11,763 $0 $0 $0 $0 $0 $0 Equipment $14,418 $788,000 $1,379,000 $557,169 $0 $0 $0 $244,551 $800,000 $1,400,000 $565,654 $0 $0 $0 Design TOTAL Operating Description: O and M for this project is for electrical costs of the message signs. Equipment maintenance costs from FY 2013 for the expected life is 10 years and significant maintenance costs at $5,000 per year after five years of installation. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $1,000 $1,030 $1,061 $1,093 Utilities $0 $1,000 $1,030 $1,061 $1,093 $5,975 Equip. Maint. $0 $0 $0 $0 $5,628 $30,774 $0 $2,000 $2,060 $2,122 $7,814 $42,724 TOTAL * New Project 467 Return to CIP TOC $5,975 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65063 - New River - Multi-use Pathway Project Description: Capital Costs: Half Cent Sales Tax Funding Source: 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 that is part of the regional West Valley Rivers Multimodal Corridor Master Plan. Carryover 2009 2010 2011 2012 2013 2014-2018 $169,698 $0 $0 $0 $0 $0 $0 Construction $0 $0 $2,729,432 $1,666,274 $0 $0 $0 Finance Charges $0 $0 $42,354 $24,000 $0 $0 $0 $4,123 $0 $66,871 $40,824 $0 $0 $0 $0 $0 $27,294 $16,663 $0 $0 $0 $173,821 $0 $2,865,951 $1,747,761 $0 $0 $0 Design Engineering Charges Arts TOTAL Operating Description: O and M associated with 17 ft of landscaped area along a 12,200 linear ft multi-use pathway. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Landscape $0 $0 $0 $20,397 $21,009 $114,885 Water $0 $0 $0 $10,198 $10,504 $57,442 $0 $0 $0 $30,595 $31,513 $172,327 TOTAL Project: 65065 - Airport-Northwest Land Purch Project Description: Capital Costs: Land Design TOTAL Operating Description: Purchase of land at the southeast corner of Glendale and Glen Harbor Blvd. to ensure continuity of land use. Carryover 2009 2010 2011 Capital Costs: Miscellaneous/Other TOTAL Operating Description: 2012 2013 2014-2018 $214 $0 $0 $0 $0 $0 $0 $24,938 $0 $0 $0 $0 $0 $0 $25,152 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 65069 - Glendale Transportation Plan Project Description: Half Cent Sales Tax Funding Source: 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 include public involvement. Carryover 2009 2010 2011 2012 2013 2014-2018 $4,762 $371,128 $0 $0 $0 $0 $0 $4,762 $371,128 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 468 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65070 - Union Hills/Skunk Cr. Path Project Description: Capital Costs: Design 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 2010 2011 2012 2013 2014-2018 $30,000 $0 $0 $0 $0 $0 $0 $43,753 $0 $0 $0 $0 $0 $7,527 $8,113 $0 $0 $0 $0 $0 $0 $438 $0 $0 $0 $0 $0 $75,956 $82,304 $0 $0 $0 $0 $0 Engineering Charges Arts Operating Description: 2009 $68,429 Construction TOTAL Half Cent Sales Tax Funding Source: O and M associated with the maintenance of 3,750 sq ft of landscaping. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $174 $179 $185 $190 $1,040 Landscape $0 $348 $358 $369 $380 $2,079 $0 $522 $537 $554 $570 $3,119 TOTAL Project: 65072 - Expanded Safety Program Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Provide traffic safety improvements along city streets to improve the safety of motorists. Examples are safety mitigation at bridge crossing (blunt ends), lighting, signing, pedestrian and bicyclist safety improvements, discontinuous roadway sections (drop-offs) and access management. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $397,499 $406,451 $409,910 $413,537 $417,341 $429,861 $670,813 $397,499 $406,451 $409,910 $413,537 $417,341 $429,861 $670,813 No additional O and M needed at this time. Project: 65073 - Old Roma Alley Ped Project Project Description: 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. Federal funds are available to pay for a portion of this project. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $76,152 $0 $0 $0 $0 $0 Engineering Charges $0 $9,138 $0 $0 $0 $0 $0 Arts $0 $762 $0 $0 $0 $0 $0 Miscellaneous/Other TOTAL Operating Description: $65,139 $0 $0 $0 $0 $0 $0 $65,139 $86,052 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 469 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65077 - Airport-Runway-Taxiway-Asph Project Description: Capital Costs: This is an FAA grant funded project to place a 2'' layer of asphalt that will extend 15 ft. from the edge of the 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: 2009 2010 2011 Capital Costs: 2014-2018 $0 $9,575 $55,425 $0 $0 $0 $0 $0 $9,575 $55,425 $0 $0 $0 Half Cent Sales Tax Funding Source: This project will provide matching funds for unanticipated/new airport capital projects. Carryover TOTAL 2013 2014-2018 $0 2009 $0 2010 $0 2011 $0 $200,000 $294,423 $1,500,000 $0 $0 $0 $0 $200,000 $294,423 $1,500,000 2012 No O and M needed at this time. Project: 65079 - 95th Ave - Glendale to Cabela Project Description: 2013 No O and M needed at this time. Miscellaneous/Other Operating Description: 2012 $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 for 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. 95th Avenue will be widened to two lanes northbound and two lanes southbound. The southbound 95th Avenue at Glendale will also include two dedicated left turn lanes to the east, one dedicated right turn lane to the west and one dual purpose lane for through traffic to the south and right turns to the west. Capital Costs: Carryover 2009 Construction 2010 2011 2012 2013 2014-2018 $1,140,762 $1,182,293 $0 $0 $0 $0 $0 Finance Charges $17,111 $17,734 $0 $0 $0 $0 $0 Engineering Charges $35,282 $36,567 $0 $0 $0 $0 $0 Arts $11,407 $11,823 $0 $0 $0 $0 $0 $1,204,562 $1,248,417 $0 $0 $0 $0 $0 TOTAL Operating Description: O and M includes landscape maintenance and water for 1,340 sq ft of landscape, as estimated by ROW, a total of $210 per year. Operating Costs: Landscape Water TOTAL 2009 2010 2011 2012 2013 2014-2018 $0 $0 $210 $510 $216 $525 $223 $541 $229 $557 $1,255 $3,047 $0 $720 $741 $764 $786 $4,302 * New Project 470 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65080 - Arrowhead Mall Transit Center Project Description: Capital Costs: Design Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: 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. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $236,842 $0 $0 $0 $0 $0 $0 $0 $2,213,936 $0 $0 $0 $0 $0 $5,002 $34,621 $0 $0 $0 $0 $0 $10,768 $72,000 $0 $0 $0 $0 $0 $0 $22,139 $0 $0 $0 $0 $0 $252,612 $2,342,696 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 65081 - Collector/Residential Overlay Project Description: Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: The City has approximately 615 miles of residential/collector (non-arterial) streets. One of the strategies utilized for maintaining these streets is a one-inch rubberized asphalt overlay. The city completes approximately 20-25 miles of residential street overlay per year. Management projections show that over the next four years, approximately $3.5 million per year will be required to fund residential street overlay needs. Carryover 2009 2010 2011 2012 2013 2014-2018 $814,709 $3,381,642 $3,381,642 $3,381,642 $3,381,642 $0 $0 Finance Charges $0 Arts $0 $84,542 $33,816 $84,542 $33,816 $84,542 $33,816 $84,542 $33,816 $0 $0 $0 $0 Construction Miscellaneous/Other TOTAL Operating Description: $123,306 $0 $0 $0 $0 $0 $0 $938,015 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $0 $0 No additional O and M needed at this time. Project: 65082 - Arterial Overlay Project Description: Half Cent Sales Tax Funding Source: To implement an ongoing 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. The thickness of the overlay in this new program could be as much as three inches. This program will enable approx 40 miles of arterial streets to be overlaid with asphalt over this four-year program based on traffic and structural analysis design. Capital Costs: Carryover 2009 2010 2011 2012 Construction 2013 2014-2018 $6,086,459 $7,727,650 $7,727,650 $7,727,650 $7,727,650 $0 $0 Finance Charges $65,241 $195,073 $195,073 $195,073 $195,073 $0 $0 Arts $58,501 $77,277 $77,277 $77,277 $77,277 $0 $0 Miscellaneous/Other $86,414 $0 $0 $0 $0 $0 $0 $6,296,615 $8,000,000 $8,000,000 $8,000,000 $8,000,000 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. * New Project 471 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65083 - *Speed Cushions Project Description: Capital Costs: Half Cent Sales Tax Funding Source: This project will remove and replace existing, modified speed humps with speed cushions and add new speed cushions where warranted. Replacing modified speed humps and constructing new speed cushions will help address the current backlog of neighborhoods qualifying for traffic mitigation. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $136,000 $140,352 $144,913 $149,696 $154,710 $0 Finance Charges Engineering Charges $0 $0 $2,172 $2,237 $2,304 $2,373 $2,445 $0 $7,422 $7,659 $7,908 $8,169 $8,443 $0 Arts $0 $1,360 $1,404 $1,449 $1,497 $1,547 $0 $0 $146,954 $151,652 $156,574 $161,735 $167,145 $0 TOTAL Operating Description: No O and M needed at this time. Project: 65084 - *Pave Access Points Project Description: Capital Costs: Half Cent Sales Tax Funding Source: Pave street access points on Glendale Avenue between Loop 101 and Luke Air Force Base as a dust control measure to improve air quality in Glendale. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $27,000 $0 $0 $0 $0 $0 Finance Charges $0 $405 $0 $0 $0 $0 $0 Engineering Charges $0 $8,000 $0 $0 $0 $0 $0 Arts $0 $270 $0 $0 $0 $0 $0 $0 $35,675 $0 $0 $0 $0 $0 TOTAL Operating Description: No O and M needed at this time. Project: 65085 - *Airport-Apron Lighting Match Project Description: Capital Costs: Half Cent Sales Tax Funding Source: This is an FAA and ADOT funded project to replace the apron light poles and place lights on the perimeter shining over the area. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $750 $0 $0 $0 $0 $0 Construction Engineering Charges $0 $0 $4,703 $2,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Arts $0 $47 $0 $0 $0 $0 $0 $0 $7,500 $0 $0 $0 $0 $0 TOTAL Operating Description: No O and M needed at this time. * New Project 472 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: 65086 - 51st Avenue HES Projects Project Description: Capital Costs: Half Cent Sales Tax Funding Source: This project provides for intersection capacity and safety improvements at the intersections of 51st Avenue & Camelback Road and 51st Avenue & Northern Avenue. Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $0 $1,329,035 $0 $0 $0 $0 $0 Finance Charges $0 $19,935 $0 $0 $0 $0 $0 Engineering Charges $0 $48,000 $0 $0 $0 $0 $0 Arts $0 $13,290 $0 $0 $0 $0 $0 $0 $1,410,260 $0 $0 $0 $0 $0 TOTAL Operating Description: O and M costs are for landscape maintenance. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Utilities $0 $124 $128 $132 $135 $741 Landscape $0 $247 $254 $262 $270 $1,476 $0 $371 $382 $394 $405 $2,217 TOTAL Project: T0960 - Downtown Park-and-Ride Project Description: Capital Costs: 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 central and north Glendale areas. The project cost between FY 2010 and FY 2018 is $4,856,369 for the region and $7,495,662 for Glendale. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $0 $1,679,895 $0 $0 Design $0 $0 $99,136 $295,662 $0 $0 $0 Construction $0 Finance Charges $0 $0 $0 $0 $1,527 $2,379,142 $67,133 $5,572,983 $83,621 $0 $0 $1,929,120 $30,000 Engineering Charges $0 $0 $1,109 $29,934 $62,368 $0 $21,589 Arts $0 $0 $0 $23,791 $55,730 $0 $19,291 $0 $0 $101,772 $4,475,557 $5,774,702 $0 $2,000,000 TOTAL Operating Description: No O and M anticipated for the City of Glendale. Valley Metro will maintain the park-and-ride. * New Project 473 Return to CIP TOC $0 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Construction (2210) Category: Transportation Project: T7403 - *Airport - ARFF Station Project Description: Capital Costs: Half Cent Sales Tax Funding Source: Acquire land on the NW corner of airport property, design and construct aircraft fire fighting station. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $50,000 $0 $0 $0 $0 Design $0 $0 $0 $14,444 $0 $0 $0 Construction $0 $0 $0 $26,979 $0 $0 $0 Engineering Charges $0 Arts $0 $0 $0 $0 $0 $4,557 $270 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $46,250 $0 $0 $0 TOTAL Operating Description: No O and M needed at this time. * New Project 474 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Grants (1650) Project Name: 67502 Buses/Vans (Grant) 67505 Grant Appropriation - Capital 67511 Old Roma Alley Ped Project 67517 Northern Pkwy Sarival-Dysart 67518 Grand Avenue 67519 FTA Grant X080 Total Transportation Grants Projects: Total FY 08-09 Funding: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 8,458 0 0 0 0 0 0 1,405,840 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 551,126 0 0 0 0 0 0 10,100,000 0 0 0 0 0 0 1,000,000 0 0 0 0 0 0 594,160 0 0 0 0 0 0 $13,659,584 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $15,659,584 * New Project 475 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Transportation Grants (1650) Category: Other Project: 67502 - Buses/Vans (Grant) Project Description: Capital Costs: Equipment TOTAL Operating Description: Additional buses will be needed to replace worn out buses and new buses added to expand Dial-A-Ride and circulator service to include weekend, evening and more frequent service. Carryover 2009 2010 2011 2012 2013 2014-2018 $8,458 $0 $0 $0 $0 $0 $0 $8,458 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 67505 - Grant Appropriation - Capital Project Description: Grants Funding Source: Grants Funding Source: This represents reserve appropriation only for unanticipated grant opportunities that may arise during the fiscal year. Capital Costs: Carryover 2009 2010 2011 2012 2013 2014-2018 Miscellaneous/Other $1,405,840 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $1,405,840 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 TOTAL Operating Description: No additional O and M needed at this time. Project: 67511 - Old Roma Alley Ped Project Project Description: Capital Costs: Design Construction Engineering Charges Arts TOTAL Operating Description: 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 Fund 2210. Carryover 2009 2010 2011 2012 2013 2014-2018 $29,891 $0 $0 $0 $0 $0 $0 $489,677 $0 $0 $0 $0 $0 $0 $26,629 $0 $0 $0 $0 $0 $0 $4,929 $0 $0 $0 $0 $0 $0 $551,126 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 476 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital 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 Land $9,950,000 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $10,100,000 $0 $0 $0 $0 $0 $0 Finance Charges TOTAL Operating Description: 2009 2010 2011 2013 2014-2018 No additional O and M needed at this time. Project: 67518 - Grand Avenue Project Description: 2012 Grants Funding Source: Spot street improvements for local access enhancements along Grand Avenue. Capital Costs: Carryover Construction $1,000,000 $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 2009 2010 2011 Capital Costs: 2013 2014-2018 No additional O and M needed at this time. Project: 67519 - FTA Grant X080 Project Description: 2012 Grants Funding Source: Replacement of five Dial-A-Ride buses, two Gus the Bus buses. Includes the reimbursement of maintenance expenses and an upgrade of the computer dispatch system. Carryover 2009 2010 2011 2012 2013 2014-2018 Equipment $411,200 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $182,960 $0 $0 $0 $0 $0 $0 $594,160 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. * New Project 477 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Streets (1340) Project Name: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: T0003 *Replacement of Streets Equipmt 0 0 0 0 0 0 489,230 T0005 *Growth in Streets Equipment 0 0 0 0 0 0 790,855 T0010 *Right of Way Rearload Truck 0 0 0 0 0 0 239,600 $0 $0 $0 $0 $0 $0 $1,519,685 Total Streets Projects: Total FY 08-09 Funding: $0 * New Project 478 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Streets (1340) Category: Other Project: T0003 - *Replacement of Streets Equipmt Project Description: Capital Costs: Funding Source: Highway User Revenue Fund Replace four pieces of equipment that are not in the vehicle replacement program and add this equipment to the vehicle replacement program when purchased. The following four pieces of equipment will be purchased in FY 2014 and then added to the vehicle replacement fund: one concrete mixer truck at a cost of $203,000, an asphalt roller at a cost of $80,000, an asphalt paving machine at a cost of $110,000 and a water truck at a cost of $89,000. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $7,230 Equipment $0 $0 $0 $0 $0 $0 $482,000 $0 $0 $0 $0 $0 $0 $489,230 TOTAL Operating Description: Equipment replacement costs are included in FY 2014 at $48,200 annually inflated at 4% with a 10-year life. Because this is replacement equipment, operating cost are already in the budget and are not needed here. Operating Costs: 2009 PC/Vehicle Replacement TOTAL 2010 2011 Capital Costs: 2013 2014-2018 $0 $0 $0 $0 $0 $261,000 $0 $0 $0 $0 $0 $261,000 Project: T0005 - *Growth in Streets Equipment Project Description: 2012 Funding Source: Highway User Revenue Fund This is a request to purchase six new pieces of equipment for street maintenance based on projections for continued growth and expectations of deterioration due to aging of the street, curb, gutter and sidewalk network. The Planning Department estimates 60-70 miles of streets may be added during the next seven to nine years. With the City's rapid and continued growth, these additional resources will allow current service levels for the public to be maintained. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $11,687 Equipment $0 $0 $0 $0 $0 $0 $779,168 $0 $0 $0 $0 $0 $0 $790,855 TOTAL Operating Description: O and M includes staffing 4 Service Worker II's, 2 Service Worker III's, a Equipment Operator and a Crew Leader (including benefits). Insurance for staff. Line supplies for the first year are projected to be $159,000 with the cost for supplies projected to inflate at 8% per year. Equipment maintenance and fuel costs for the first year. The Vehicle replacement for five vehicles over a 10-year lifecycle, with a 4% annual inflation adjustment. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $2,441,588 Supplies/Contr $0 $0 $0 $0 $0 $930,956 Equip. Maint. $0 $0 $0 $0 $0 $114,109 Insurance $0 $0 $0 $0 $0 $104,480 PC/Vehicle Replacement $0 $0 $0 $0 $0 $309,478 $0 $0 $0 $0 $0 $3,900,611 TOTAL * New Project 479 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Streets (1340) Category: Other Project: T0010 - *Right of Way Rearload Truck Project Description: Capital Costs: Funding Source: Highway User Revenue Fund Replacement of the existing right of way compactor truck, which is not in the vehicle replacement fund, with a new rearloader truck. This right of way truck was purchased in 1979 and has exceeded its useful life. Funding is included to add this truck to the vehicle replacement fund. The truck works with the right of way crews in the disposal of tree trimmings and other landscaping that is maintained by the Glendale staff. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $4,600 Equipment $0 $0 $0 $0 $0 $0 $235,000 $0 $0 $0 $0 $0 $0 $239,600 TOTAL Operating Description: Because this new truck will replace an existing truck, funding is already available for equipment maintenance. Vehicle replacement funds are included in FY 2014 at $30,615 annually inflated at 4% so this truck can be added to the vehicle replacement schedule with a 10-year life. Operating Costs: PC/Vehicle Replacement TOTAL 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $165,800 $0 $0 $0 $0 $0 $165,800 * New Project 480 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Sanitation - Enterprise Fund SANITATION In FY 2009 funding will be used to replace older rolloff trucks, sideload refuse trucks and loose trash equipment trucks that have reached the end of their serviceable life. Project Name: Sanitation Office Trailer Fund #: 2480 Project #: T2411 Picture Note: Sanitation’s current office trailer. Project Name: Rolloff Trucks & Bins - 17810 Fund #: 2480 Project #: 78001 Project Name: Commercial Trucks - 17820 Fund #: 2480 Project #: 78002 481 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Sanitation (2480) Project Name: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 0 50,000 393,584 421,136 0 301,979 1,246,959 233,853 779,826 278,137 0 0 1,008,164 3,370,558 0 996,324 1,332,585 1,711,032 2,135,945 979,482 12,166,210 78004 Loose Trash Equipment - 6280 435,881 221,930 805,361 0 0 809,584 4,218,349 78005 Repl Pickup Trucks -Sanitation 0 41,730 107,578 64,488 43,645 43,645 347,705 T2410 Insertion Machine: Sanitation 0 0 0 0 0 0 68,000 T2411 *Sanitation Office Trailer 0 0 0 0 0 0 507,500 $669,734 $2,089,810 $2,917,245 $2,196,656 $2,179,590 $3,142,854 $21,925,281 78001 Rolloff Trucks - 6269 78002 Frontloader Trucks-6271 78003 Sideload Refuse Trucks-6272 Total Sanitation Projects: Total FY 08-09 Funding: $2,759,544 * New Project 482 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sanitation (2480) Category: Other Project: 78001 - Rolloff Trucks - 6269 Project Description: Capital Costs: 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 nine years. None of this equipment is in the city's vehicle replacement fund. In FY 2009, ten 40-yard rolloff containers will be purchased at a cost of $5,000 each. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $5,816 $6,224 $0 $4,463 $18,425 Equipment $0 $50,000 $387,768 $414,912 $0 $297,516 $1,228,534 $0 $50,000 $393,584 $421,136 $0 $301,979 $1,246,959 TOTAL Operating Description: O and M includes staffing an Equipment Operator to operate a new truck in FY 2013 (includes benefits). Insurance cost is based on the current average cost ($2,756) per employee for insurance for Fund 2480. Equipment maintenance cost include repairs, tires and fuel based on Equipment Management recommendation. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $62,448 $341,492 Equip. Maint. $0 $0 $0 $0 $59,355 $324,577 Insurance $0 $0 $0 $0 $3,195 $17,472 $0 $0 $0 $0 $124,998 $683,541 TOTAL Project: 78002 - Frontloader Trucks-6271 Project Description: Capital Costs: Replacement of ten commercial frontload refuse collection trucks, one commercial sideload refuse 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 six years except the delivery truck which is projected at 10 years. None of this equipment is in the city's vehicle replacement fund. Three frontload trucks will be replaced in FY 2009 at a cost of $256,100 each. Carryover TOTAL Operating Description: 2009 2010 2011 2012 2013 2014-2018 $6,050 $11,526 $4,110 $0 $0 $15,105 $42,422 $227,803 $768,300 $274,027 $0 $0 $993,059 $3,328,136 $233,853 $779,826 $278,137 $0 $0 $1,008,164 $3,370,558 Finance Charges Equipment Sanitation Revenues Funding Source: O and M includes staffing two Equipment Operators to operate a new truck and a new container delivery truck in FY 2013 (includes benefits). Insurance cost is based on the current average cost ($2,756) per empoyee for insurance for Fund 2480. Equipment maintenance cost includes repairs, tires and fuel based on Equipment Management recommendation. There are no vehicle replacement costs for Fund 2480. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $124,896 $755,379 Equip. Maint. $0 $0 $0 $0 $84,705 $561,400 Insurance $0 $0 $0 $0 $6,390 $42,244 $0 $0 $0 $0 $215,991 $1,359,023 TOTAL * New Project 483 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sanitation (2480) Category: Other Project: 78003 - Sideload Refuse Trucks-6272 Project Description: Capital Costs: Sanitation Revenues Funding Source: Purchase of 55 automated sideload refuse trucks over a 10-year period including five additional trucks due to growth. Service life is projected to be approximately six years for newly purchased equipment. These are not in the vehicle replacement fund. In FY 2009 three replacement trucks and one growth truck at a cost of $245,400 each. 2009 2010 2011 2012 2013 Finance Charges Carryover $0 $14,724 $19,695 $25,284 $31,563 $14,475 $179,797 Equipment $0 $981,600 $1,312,890 $1,685,748 $2,104,382 $965,007 $11,986,413 $0 $996,324 $1,332,585 $1,711,032 $2,135,945 $979,482 $12,166,210 TOTAL Operating Description: 2014-2018 O and M includes staffing an additional Equipment Operator to operate new trucks in fiscal years: 2009, 2011, 2013 and 2015 and 2017. An additional Crew Leader position will be added in FY 2014 (positions include benefits). Insurance cost is based on the current average cost ($2,756) per employee for insurance for Fund 2480. Equipment maintenance cost includes repairs, tires and fuel. There are no vehicle replacement costs for Fund 2480. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $55,484 $57,149 $58,863 $60,629 $331,543 Equip. Maint. $0 $71,206 $73,342 $75,542 $77,809 $425,490 Insurance $0 $2,839 $2,924 $3,012 $3,102 $16,964 $0 $129,529 $133,415 $137,417 $141,540 $773,997 TOTAL Project: 78004 - Loose Trash Equipment - 6280 Project Description: Capital Costs: Finance Charges Equipment TOTAL Operating Description: Sanitation Revenues Funding Source: Replacement of loose trash rearload trucks and tractors that have reached the end of their service life. Service life is projected to be approximately 10 years for rearloaders and eight years for tractors. One rearloader will be replaced in FY 2009 at a cost of $218,650. Carryover 2009 2010 2011 2012 2013 2014-2018 $14,800 $3,280 $11,901 $0 $0 $11,964 $89,086 $421,081 $218,650 $793,460 $0 $0 $797,620 $4,129,263 $435,881 $221,930 $805,361 $0 $0 $809,584 $4,218,349 O and M includes staffing three additional Equipment Operatorsin FY 2013 due to growth (includes benefits). Insurance cost is based on current average cost ($2,756) per employee for Fund 2480. Equipment maintenance cost includes repairs, tires and fuel based on Equipment Management recommendation. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $187,345 $1,024,479 Equip. Maint. $0 $0 $0 $0 $114,175 $624,356 Insurance $0 $0 $0 $0 $12,780 $69,886 $0 $0 $0 $0 $314,300 $1,718,721 TOTAL * New Project 484 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sanitation (2480) Category: Other Project: 78005 - Repl Pickup Trucks -Sanitation Project Description: Capital Costs: Sanitation Revenues Funding Source: These pickups will replace aging existing pickup trucks as well as add one growth pickup over a ten-year period. Supervisor's, Crew Leader's and Inspector's pickup trucks will be purchased with cash. Mechanic's and container delivery trucks will be acquired through lease purchase. Two replacement pickup trucks will be needed in FY 2009 at a cost of $20,865 each for the commercial division. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $600 $600 $645 $645 $0 Equipment $0 $41,730 $106,978 $63,888 $43,000 $43,000 $347,705 $0 $41,730 $107,578 $64,488 $43,645 $43,645 $347,705 TOTAL Operating Description: One additional new pickup truck will be needed in FY 2014 for a new crew leader. The staff and related costs for this position are provided in the CIP for Sideload Refuse Trucks, division 17830. Additional O and M for the five out years is provided here and projected to be $17,471. Operating Costs: 2009 Equip. Maint. TOTAL 2010 2011 Capital Costs: 2014-2018 $0 $0 $0 $0 $0 $17,471 $0 $0 $0 $0 $17,471 Sanitation Revenues Funding Source: Replace current insertion machine (Sanitation Fund portion only, other funding sources are the General Fund and Water and Sewer Fund). It performs insertion for all departments, including Sales Tax, Water and Sewer, Sanitation, Marketing, Human Resources, Council, Landfill and Payroll. Carryover Equipment TOTAL Operating Description: 2013 $0 Project: T2410 - Insertion Machine: Sanitation Project Description: 2012 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $68,000 $0 $0 $0 $0 $0 $0 $68,000 O and M includes adding this piece of equipment into the Technology Replacement Fund. The cost is split 33% to the water and sewer fund, 33% to the general fund and 34% to the sanitation fund. A one-year service Preventative Maintenance Agreement (PMA) is built into the cost. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Equip. Maint. $0 $0 $0 $0 $0 PC/Vehicle Replacement $0 $0 $0 $0 $0 $68,000 $0 $0 $0 $0 $0 $102,000 TOTAL * New Project 485 Return to CIP TOC $34,000 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Sanitation (2480) Category: Other Project: T2411 - *Sanitation Office Trailer Project Description: Capital Costs: Sanitation Revenues Funding Source: Currently, sanitation staff work out of a mobile trailer office. A new office trailer will be needed by FY 2014 due to growth. Currently, the sanitation division has 75 employees and their work environment is very tight. By FY 2014, an additional six employees will be added including one crew leader who will need office space. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $7,500 Equipment $0 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $507,500 TOTAL Operating Description: No O and M needed at this time. * New Project 486 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Landfill - Enterprise Fund LANDFILL FY 2009 will see the continuation of various improvements to the Glendale Municipal Landfill and the Materials Recovery Facility (MRF), including the replacement of equipment that has reached the end of their useful life. A new project for FY 2009 is the excavation of the landfill’s north expansion area to prepare for future waste cell development. The north expansion area must be lowered an additional 80 feet before it can be lined and prepared for future use. This project was identified in Landfill Development Plan (October 2001). Project Name: MRF Facility Improvements Fund #: 2440 Project #: 78516 Project Name: LF Water Pull Tractor Replace Fund #: 2440 Project #: T2350 Project Name: MRF Loader Replacement Fund #: 2440 Project #: 78521 487 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Landfill (2440) Project Name: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 78502 Landfill Screening Berm 0 0 0 0 0 0 715,981 78503 Landfill Closure (South) 0 0 0 334,144 0 7,082,532 0 78505 Landfill Liner Installation 0 204,982 4,798,435 0 0 0 4,798,435 78506 Landfill Repl Pickup Truck 0 25,493 0 73,988 0 0 53,255 78507 Landfill Soil Excavation 0 4,045,902 0 0 0 0 4,045,902 138,278 78,410 80,765 83,186 0 0 0 78509 MRF Forklifts 0 32,277 33,089 33,901 0 0 235,886 78511 Landfill Compactor Replacement 0 915,530 0 0 0 952,160 1,054,504 220,000 0 0 0 0 0 255,780 0 84,712 22,661 24,246 0 0 263,609 78516 MRF Facility Improvements 143,686 0 0 0 0 0 0 78517 Landfill Gas System Expansion 518,573 0 0 0 0 0 0 78518 MRF Process Line Improvements 468,244 0 0 0 0 0 0 78519 Landfill Entrance Signal 500,942 0 0 0 0 0 0 78520 Landfill Bulldozer Replacement 0 757,190 0 0 0 0 1,218,000 78521 MRF Loader Replacement 0 431,375 0 0 0 0 507,500 T2350 LF Water Pull Tractor Replace 0 0 0 543,025 0 0 710,500 T2360 Landfill Motor Grader Replace 0 0 0 263,900 0 0 0 T2370 Landfill Auger Scraper Replace 0 0 0 0 0 0 1,436,225 $1,989,723 $6,575,871 $4,934,950 $1,356,390 $0 $8,034,692 $15,295,577 78508 Landfill Stormwater Drainage 78512 Fuel Tanker Replacement 78514 Sanitation Inspect Trucks-6273 Total Landfill Projects: Total FY 08-09 Funding: $8,565,594 * New Project 488 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78502 - Landfill Screening Berm Project Description: Capital Costs: 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 that are east of the landfill. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $70,000 Construction $0 $0 $0 $0 $0 $0 $600,000 Finance Charges $0 $0 $0 $0 $0 $0 $10,581 Engineering Charges $0 $0 $0 $0 $0 $0 $29,400 Arts $0 $0 $0 $0 $0 $0 $6,000 $0 $0 $0 $0 $0 $0 $715,981 TOTAL Operating Description: Landscape maintenance and water cost will be covered under annual landfill closure. 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 FY 2012. Closure will take place during FY 2013. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $325,000 $0 $325,000 $0 Construction Finance Charges $0 $0 $0 $0 $0 $0 $6,500,000 $0 $0 $0 $4,939 $0 $104,237 $0 Engineering Charges $0 $0 $0 $4,205 $0 $88,295 $0 Arts $0 $0 $0 $0 $0 $65,000 $0 $0 $0 $0 $334,144 $0 $7,082,532 $0 TOTAL Operating Description: Annual cost for postclosure landscape maintenance, methane gas management and ongoing environmental monitoring after site is closed. Operating Costs: Landscape TOTAL 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $900,000 $0 $0 $0 $0 $0 $900,000 * New Project 489 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78505 - Landfill Liner Installation Project Description: Capital Costs: Landfill Revenues Funding Source: 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. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $200,000 $100,000 $0 $0 $0 $100,000 Construction $0 $0 $4,536,288 $0 $0 $0 $4,536,288 Finance Charges $0 $3,029 $71,511 $0 $0 $0 $71,511 Engineering Charges $0 $1,953 $45,273 $0 $0 $0 $45,273 Arts $0 $0 $45,363 $0 $0 $0 $45,363 $0 $204,982 $4,798,435 $0 $0 $0 $4,798,435 TOTAL Operating Description: No O and M needed at this time. Project: 78506 - Landfill Repl Pickup Truck Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of one pickup truck that will reach the end of its serviceable life in FY 2009, two trucks in 2011 and two in 2015 for a total of five vehicles. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $377 $0 $1,093 $0 $0 $787 Equipment $0 $25,116 $0 $72,895 $0 $0 $52,468 $0 $25,493 $0 $73,988 $0 $0 $53,255 TOTAL Operating Description: No O and M impact is anticipated since these are replacement vehicles. 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. The north expansion area of the landfill must be lowered an additional 80 ft. before it can be lined and prepared for the future landfilling operations. This project was identified in Landfill Development Plan (October 2001). Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $25,000 $0 $0 $0 $0 $25,000 Construction $0 $3,874,350 $0 $0 $0 $0 $3,874,350 Finance Charges $0 $61,558 $0 $0 $0 $0 $61,558 Engineering Charges $0 $46,250 $0 $0 $0 $0 $46,250 Arts $0 $38,744 $0 $0 $0 $0 $38,744 $0 $4,045,902 $0 $0 $0 $0 $4,045,902 TOTAL Operating Description: No O and M needed at this time. * New Project 490 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78508 - Landfill Stormwater Drainage Project Description: Capital Costs: Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: Construction of storm water diversion devices to protect landfill cover erosion as landfill is being developed. These are a series of drainage improvement projects that are necessary during the operation that will be integrated into the final closure of the south half of the landfill. Carryover 2009 2010 2011 $120,932 $71,795 $73,950 $76,168 $0 $0 $0 $3,750 $1,159 $1,194 $1,229 $0 $0 $0 $11,565 $4,738 $4,881 $5,027 $0 $0 $0 $2,031 $718 $740 $762 $0 $0 $0 $138,278 $78,410 $80,765 $83,186 $0 $0 $0 Capital Costs: 2012 2013 2014-2018 No additional O and M needed at this time. Project: 78509 - MRF Forklifts Project Description: Landfill Revenues Funding Source: Landfill Revenues Funding Source: Replace MRF forklifts that have an estimated service life of six years. MRF vehicles and equipment are not included in the Vehicle Replacement Fund. One forklift to be replaced in each year from FY 2009-2011. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $477 $489 $501 $0 $0 $3,486 Equipment $0 $31,800 $32,600 $33,400 $0 $0 $232,400 $0 $32,277 $33,089 $33,901 $0 $0 $235,886 TOTAL Operating Description: No O and M impact is anticipated since these are replacement forklifts. Project: 78511 - Landfill Compactor Replacement Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of landfill compactors that will reach the end of their serviceable lives in FY 2009, FY 2013 and FY 2016. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund but instead are debt financed at the time of acquisition. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $13,530 $0 $0 $0 $14,072 $15,584 Equipment $0 $902,000 $0 $0 $0 $938,088 $1,038,920 $0 $915,530 $0 $0 $0 $952,160 $1,054,504 TOTAL Operating Description: No O and M impact is anticipated since these are replacement compactors. * New Project 491 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78512 - Fuel Tanker Replacement Project Description: Capital Costs: Replacement of a landfill fuel tanker that will reach the end of its serviceable life in FY 2017. Carryover TOTAL Operating Description: 2009 2010 2011 Capital Costs: 2013 2014-2018 $0 $0 $0 $0 $0 $0 $3,780 $0 $0 $0 $0 $0 $252,000 $220,000 $0 $0 $0 $0 $0 $255,780 No additional O and M needed at this time. Project: 78514 - Sanitation Inspect Trucks-6273 Project Description: 2012 $220,000 Finance Charges Equipment Landfill Revenues Funding Source: 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. Purchase of 14 pickups over a ten-year period including two additional trucks due to growth. Service life is projected to be approximately seven years for newly purchased equipment. Four replacement trucks are included in FY 2009 at a cost of $20,865 each. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $1,252 $335 $358 $0 $0 $3,898 Equipment $0 $83,460 $22,326 $23,888 $0 $0 $259,711 $0 $84,712 $22,661 $24,246 $0 $0 $263,609 TOTAL Operating Description: O and M includes staffing an additional inspector in FY 2011 and FY 2015 due to projected residential growth (includes benefits). Insurance for staff. Equipment maintenance costs are included for planned new growth trucks based on shop information. Vehicle replacement costs are based on a 7-year life. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $61,424 $63,267 $65,165 $645,574 Equip. Maint. $0 $0 $4,449 $4,582 $4,720 $46,759 Insurance $0 $0 $0 $0 $3,012 $3,500 $3,102 $3,605 $3,195 $3,713 $31,653 $34,000 $0 $0 $72,385 $74,556 $76,793 $757,986 PC/Vehicle Replacement TOTAL * New Project 492 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78516 - MRF Facility Improvements Project Description: Capital Costs: Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: A variety of projects to improve the MRF facility including: a perimeter fence for controling litter ($40,000), in FY 2009; a maintenance shop, parts warehouse, and office ($100,000); and shelving for the parts warehouse ($10,000) in FY 2011. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $125,281 $0 $0 $0 $0 $0 $0 $4,905 $0 $0 $0 $0 $0 $0 $12,000 $0 $0 $0 $0 $0 $0 $1,500 $0 $0 $0 $0 $0 $0 $143,686 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 78517 - Landfill Gas System Expansion Project Description: Landfill Revenues Funding Source: Landfill Revenues Funding Source: Expand the landfill gas collection system in the south area of landfill to remain compliant with Landfill's Title V air permit. Carryover 2009 2010 2011 2012 2013 2014-2018 $475,648 $0 $0 $0 $0 $0 $0 Finance Charges $10,625 $0 $0 $0 $0 $0 $0 Engineering Charges $28,050 $0 $0 $0 $0 $0 $0 $4,250 $0 $0 $0 $0 $0 $0 $518,573 $0 $0 $0 $0 $0 $0 Construction Arts TOTAL Operating Description: No additional O and M needed at this time. Project: 78518 - MRF Process Line Improvements Project Description: Capital Costs: Finance Charges Equipment TOTAL Operating 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. Carryover 2009 2010 2011 2012 2013 2014-2018 $17,850 $0 $0 $0 $0 $0 $0 $450,394 $0 $0 $0 $0 $0 $0 $468,244 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 493 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78519 - Landfill Entrance Signal Project Description: Capital Costs: 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 2009 2010 2011 2012 2013 2014-2018 $452,000 $0 $0 $0 $0 $0 $0 Finance Charges $14,590 $0 $0 $0 $0 $0 $0 Engineering Charges $29,832 $0 $0 $0 $0 $0 $0 $4,520 $0 $0 $0 $0 $0 $0 $500,942 $0 $0 $0 $0 $0 $0 Construction Arts TOTAL Operating Description: No additional O and M needed at this time. Project: 78520 - Landfill Bulldozer Replacement Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of two landfill bulldozers that will reach the end of their serviceable life in FY 2009 (Model D-8) and FY 2014 (Model D-9). Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $11,190 $0 $0 $0 $0 $18,000 Equipment $0 $746,000 $0 $0 $0 $0 $1,200,000 $0 $757,190 $0 $0 $0 $0 $1,218,000 TOTAL Operating Description: No O and M impact is anticipated since these are replacement bulldozers. Project: 78521 - MRF Loader Replacement Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of loader used to move recyclables from truck tipping floor to the MRF processing line. The current unit was purchased in 2000 and will be eight years old when replaced in FY 2009. MRF vehicles and equipment are not included in the Vehicle Replacement Fund. The same loader that is replaced in 2009 will also need to be replaced in 2017. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $6,375 $0 $0 $0 $0 $7,500 Equipment $0 $425,000 $0 $0 $0 $0 $500,000 $0 $431,375 $0 $0 $0 $0 $507,500 TOTAL Operating Description: No O and M impact is anticipated since this is a replacement loader. * New Project 494 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: T2350 - LF Water Pull Tractor Replace Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of water pull tractor that will reach the end of its serviceable life in FY 2011. 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 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $8,025 $0 $0 $10,500 Equipment $0 $0 $0 $535,000 $0 $0 $700,000 $0 $0 $0 $543,025 $0 $0 $710,500 TOTAL Operating Description: No O and M impact is anticipated since this is a replacement water pull tractor. Project: T2360 - Landfill Motor Grader Replace Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of motor grader that will reach the end of its serviceable life in FY 2011. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. The motor grader is used to establish and maintain the temporary roads on the active portion of the landfill. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $3,900 $0 $0 $0 Equipment $0 $0 $0 $260,000 $0 $0 $0 $0 $0 $0 $263,900 $0 $0 $0 TOTAL Operating Description: No O and M impact is anticipated since this is a replacement motorgrader. Project: T2370 - Landfill Auger Scraper Replace Project Description: Capital Costs: 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. The scraper is used to remove dirt from the earth that is used for daily and intermittent cover of the refuse at the landfill. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Carryover 2009 2010 2011 2012 2013 2014-2018 Finance Charges $0 $0 $0 $0 $0 $0 $21,225 Equipment $0 $0 $0 $0 $0 $0 $1,415,000 $0 $0 $0 $0 $0 $0 $1,436,225 TOTAL Operating Description: No O and M impact is anticipated since this is a replacement auger scraper. * New Project 495 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Airport – Other Fund 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. FY 2009 capital funding will address upgrades to the radio communication equipment located in the control tower and replacement of the runway apron’s light poles, among other things. 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. Project Name: Airport – Runway/Taxiway Asph. Funding Source: Grant/Transportation Half-Cent Sales Tax Fund #: 2120 Project #: 79512 Project Name: Airport – Tower & Radio Upgrad Funding Source: Grant/Transportation Half-Cent Sales Tax Fund #: 2120 Project #: 79503 496 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Airport Capital Projects (2120) Project Name: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 11 429,478 0 0 0 0 0 79504 Airport - Security Upgrade 0 0 154,584 1,307,916 0 0 0 79511 Eastside Drainage & Masterplan 0 63,580 0 0 0 243,750 0 79512 Airport-Runway/Taxiway Asph. 0 0 318,169 1,841,831 0 0 0 79514 *Airport-Apron Lighting 0 292,500 0 0 0 0 0 T1452 *Airport - ARFF Station 0 0 1,950,000 1,353,750 0 0 0 T1460 Runway Land Purchase 0 0 7,312,500 7,312,500 0 0 0 $11 $785,558 $9,735,253 $11,815,997 $0 $243,750 $0 79503 Airport - Tower & Radio Upgrad Total Airport Capital Projects Projects: Total FY 08-09 Funding: $785,569 * New Project 497 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Airport Capital Projects (2120) Category: Other Project: 79503 - Airport - Tower & Radio Upgrad Project Description: Capital Costs: Equipment TOTAL Operating Description: This grant is to replace radio communication equipment in the tower that is very old and outdated. Included in this grant is the replacement of the runway precision approach path indicator (PAPI) lighting at both ends of the runway. Carryover 2009 2010 2011 Capital Costs: 2012 2013 2014-2018 $11 $429,478 $0 $0 $0 $0 $0 $11 $429,478 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 79504 - Airport - Security Upgrade Project Description: Grants/City Match Funding Source: Grants/City Match Funding Source: This is an FAA and ADOT funded project to acquire and install perimeter security equipment. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $150,000 $0 $0 $0 $0 Construction $0 $0 $0 $1,256,931 $0 $0 $0 Engineering Charges $0 $0 $4,584 $38,416 $0 $0 $0 Arts $0 $0 $0 $12,569 $0 $0 $0 $0 $0 $154,584 $1,307,916 $0 $0 $0 TOTAL Operating Description: No O and M needed at this time. Project: 79511 - Eastside Drainage & Masterplan Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Grants/City Match Funding Source: The current Airport Master Plan was last updated in October 1997. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $63,580 $0 $0 $0 $243,750 $0 $0 $63,580 $0 $0 $0 $243,750 $0 No O and M needed at this time. * New Project 498 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Airport Capital Projects (2120) Category: Other Project: 79512 - Airport-Runway/Taxiway Asph. Project Description: Capital Costs: Grants/City Match Funding Source: This is FAA and ADOT funded to reduce erosion and dust control of the taxiway shoulders. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $310,000 $0 $0 $0 $0 Construction $0 $0 $0 $1,777,228 $0 $0 $0 Engineering Charges $0 $0 $8,169 $46,831 $0 $0 $0 Arts $0 $0 $0 $17,772 $0 $0 $0 $0 $0 $318,169 $1,841,831 $0 $0 $0 TOTAL Operating Description: No O and M needed at this time. Project: 79514 - *Airport-Apron Lighting Project Description: Capital Costs: Grants/City Match Funding Source: This is an FAA and ADOT funded project to replace the apron light poles and place lights on the perimeter shining over the area. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $30,000 $0 $0 $0 $0 $0 Construction $0 $246,487 $0 $0 $0 $0 $0 Engineering Charges $0 $13,548 $0 $0 $0 $0 $0 Arts $0 $2,465 $0 $0 $0 $0 $0 $0 $292,500 $0 $0 $0 $0 $0 TOTAL Operating Description: No O and M needed at this time. Project: T1452 - *Airport - ARFF Station Project Description: Capital Costs: Grants/City Match Funding Source: Acquire land on the NW corner of airport property, design and construct aircraft fire fighting station. Carryover 2009 2010 2011 2012 2013 2014-2018 Land $0 $0 $1,950,000 $0 $0 $0 $0 Design Construction $0 $0 $0 $0 $0 $0 $130,000 $1,169,059 $0 $0 $0 $0 $0 $0 Engineering Charges $0 $0 $0 $43,000 $0 $0 $0 Arts $0 $0 $0 $11,691 $0 $0 $0 $0 $0 $1,950,000 $1,353,750 $0 $0 $0 TOTAL Operating Description: No O and M needed at this time. * New Project 499 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Airport Capital Projects (2120) Category: Other Project: T1460 - Runway Land Purchase Project Description: Capital Costs: Land TOTAL Operating Description: Grants/City Match Funding Source: Acquire 36 acres north of runway 19 for runway protection zone to approach. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $0 $7,312,500 $7,312,500 $0 $0 $0 $0 $0 $7,312,500 $7,312,500 $0 $0 $0 No O and M needed at this time. * New Project 500 Return to CIP TOC 2009-2018 CAPITAL IMPROVEMENT PLAN Capital Projects – Other Funds OTHER CAPITAL PROJECTS 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. 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 2009 – FY 2018 based in part 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 2018 and is included in the CIP. A renovation project is included in FY 2011 and FY 2012 to create another “signature feature” and increase the functional space available at the facility. 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. 501 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Other State and Local Grants (1840) Project Name: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 80002 83rd&87th Bethany Hm Trans-Cnl 90,000 0 0 0 0 0 0 80003 Glendale Sports Facilities ITS 48,729 0 0 0 0 0 0 80004 Bell Road ITS Design 66,596 0 0 0 0 0 0 80007 Grand Canal Trail Renovation 9,781 0 0 0 0 0 0 80008 Catlin Court Alley Beautificat 550,573 0 0 0 0 0 0 80012 Bike & Ped/Skunk Creek @BellRd 476,100 0 0 0 0 0 0 1,588,174 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 22,196 0 0 0 0 0 0 80022 87th Ave & Missouri Jt Use Prk 105,440 0 0 0 0 0 0 80025 Sunnyside Dr Bridge/Trail Ren 102,203 0 0 0 0 0 0 80028 43rd Ave/Peoria Ped Rest Area 361,826 0 0 0 0 0 0 $3,421,618 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 80013 CIP Grant Reserve Approp 80014 Purchase of ITS Trailers Total Other State and Local Grants Projec Total FY 08-09 Funding: $5,421,618 * New Project 502 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Other State and Local 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 2009 2010 2011 Capital Costs: Design TOTAL Operating Description: Capital Costs: Design TOTAL Operating Description: Capital Costs: Construction TOTAL Operating Description: 2014-2018 $0 $0 $0 $0 $0 $90,000 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Grants Funding Source: Provide the foundation for facilitating event traffic from the arena and stadium. Carryover 2009 2010 2011 2012 2013 2014-2018 $48,729 $0 $0 $0 $0 $0 $0 $48,729 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Grants Funding Source: Intelligent Transportation System for Bell Road. Carryover 2009 2010 2011 2012 2013 2014-2018 $66,596 $0 $0 $0 $0 $0 $0 $66,596 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 80007 - Grand Canal Trail Renovation Project Description: 2013 $0 Project: 80004 - Bell Road ITS Design Project Description: 2012 $90,000 Project: 80003 - Glendale Sports Facilities ITS Project Description: Grants Funding Source: Grants Funding Source: Design and development of the Bethany Home Outfall Channel Grand Canal Linear Park. Arizona Heritage Fund Grant. Carryover 2009 2010 2011 2012 2013 2014-2018 $9,781 $0 $0 $0 $0 $0 $0 $9,781 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 503 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Other State and Local Grants (1840) Category: Other Project: 80008 - Catlin Court Alley Beautificat Project Description: Capital Costs: Construction TOTAL Operating Description: Project includes underground utilities, street night safety lighting, realigning and widening the existing path, landscaping, seating walls and niches, public art alcoves, alley entry/exit features, shared use etiquette and signage. Carryover 2009 2010 2011 Capital Costs: Design Construction Engineering Charges Arts TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: 2013 2014-2018 $0 $0 $0 $0 $0 $0 $550,573 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Grants Funding Source: This project will widen the existing bridge over Skunk Creek, to provide pedestrian and bicycle access. 95% of this project is funded by a Congestion Mitigation Air Quality (CMAQ) grant with 5% City matching funds ($25,650). The City match is budgeted in project 1980-????? (31-8083). Carryover 2009 2010 2011 2012 2013 2014-2018 $47,205 $0 $0 $0 $0 $0 $0 $405,000 $0 $0 $0 $0 $0 $0 $19,845 $0 $0 $0 $0 $0 $0 $4,050 $0 $0 $0 $0 $0 $0 $476,100 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 80013 - CIP Grant Reserve Approp Project Description: 2012 $550,573 Project: 80012 - Bike & Ped/Skunk Creek @BellRd Project Description: Grants Funding Source: Grants Funding Source: This represents a contingency appropriation amount for unanticipated grant opportunities that may arise during the fiscal year. Carryover 2009 2010 2011 2012 2013 2014-2018 $1,588,174 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $1,588,174 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 No additional O and M needed at this time. * New Project 504 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Other State and Local Grants (1840) Category: Other Project: 80014 - Purchase of ITS Trailers Project Description: Capital Costs: Equipment TOTAL Operating Description: Purchase of trailers that will be used by Intelligent Transportation System staff. Carryover 2009 2010 2011 Capital Costs: Construction TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Capital Costs: Design Construction TOTAL Operating Description: 2014-2018 $0 $0 $0 $0 $0 $22,196 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Grants Funding Source: Development of a 10-acre joint city/school park site with Pendergast Unified School District. Carryover 2009 2010 2011 2012 2013 2014-2018 $105,440 $0 $0 $0 $0 $0 $0 $105,440 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Grants Funding Source: Park and trail renovations. Carryover 2009 2010 2011 2012 2013 2014-2018 $102,203 $0 $0 $0 $0 $0 $0 $102,203 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 80028 - 43rd Ave/Peoria Ped Rest Area Project Description: 2013 $0 Project: 80025 - Sunnyside Dr Bridge/Trail Ren Project Description: 2012 $22,196 Project: 80022 - 87th Ave & Missouri Jt Use Prk Project Description: Grants Funding Source: Grants Funding Source: Construction of a pedestrian rest areas between Gateway Plaza and Paseo Linear Park. Carryover 2009 2010 2011 2012 2013 2014-2018 $295,000 $0 $0 $0 $0 $0 $0 $66,826 $0 $0 $0 $0 $0 $0 $361,826 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 505 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: General Fund (1000) Project Name: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 81013 Bldg. Maintenance Reserve 0 100,000 100,000 100,000 100,000 100,000 500,000 81014 Property Acquisition 0 0 0 350,000 350,000 350,000 1,750,000 137,454 0 0 0 0 0 0 62,066 0 0 0 0 0 0 6,975 0 0 0 0 0 0 11,001 0 0 0 0 0 0 1,441 0 0 0 0 0 0 0 100,000 100,000 100,000 100,000 0 500,000 22,137 0 0 0 0 0 0 81047 Fire Administration Relocation 862,650 0 0 0 0 0 0 81048 Fire Building Maintenance 119,388 0 0 0 0 0 0 81049 Technology for Prosecutors 87,255 0 0 0 0 0 0 81050 Records Management - Clerk 202,178 0 0 0 0 0 0 81053 CAP Facility 215,700 0 0 0 0 0 0 3,000,000 0 0 0 0 0 0 81056 *Fire Suppression System 0 160,000 0 0 0 0 0 81057 *Repayment to State Aviation 0 702,858 702,858 702,858 702,858 702,858 0 81058 *Library's Comp. Server Room AC 0 70,788 0 0 0 0 0 T0260 Insertion Machine: Gen Fund 0 0 0 0 0 0 66,000 T4620 Resurface Library Parking Lots 0 0 0 0 0 0 170,376 T4730 Fuel Sites Equipment Upgrade 0 0 0 0 0 0 204,148 T4731 *Call Center 0 0 0 0 0 0 750,000 T4734 Ballistic Vests 0 0 0 0 0 0 210,400 $4,728,245 $1,133,646 $902,858 $1,252,858 $1,252,858 $1,152,858 $4,150,924 81022 Park & Feature Fields 81023 EOC Equipment 81028 Audio Visual Equipment 81036 Cultural/Historic Markings 81040 Manistee Ranch Bldg. Painting 81043 AV Replacement Reserve 81045 Exterior Closure (Carpentry) 81055 Sales Tax System Total General Fund Projects: Total FY 08-09 Funding: $5,861,891 * New Project 506 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: 81013 - Bldg. Maintenance Reserve Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: This project is intended to be a reserve account to support an emergency replacement of building components. Carryover 2009 2010 2011 Capital Costs: Land TOTAL Operating Description: Capital Costs: 2013 2014-2018 $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 funding is held in reserve to support long term projects and is therefore not subject to O & M costs because the maintenance of replacement items have generally been included in the operating budget. General Fund Funding Source: Funds appropriated for acquisition of real property to meet specific Council goals. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $350,000 $350,000 $350,000 $1,750,000 $0 $0 $0 $350,000 $350,000 $350,000 $1,750,000 No O and M needed at this time. Project: 81022 - Park & Feature Fields Project Description: 2012 $0 Project: 81014 - Property Acquisition Project Description: General Fund Funding Source: General Fund Funding Source: The City and the AZSTA will develop a youth & amateur sports & recreational facility adjacent to the Cardinals Stadium to be used for sporting and recreation activities when not being used as overflow turf parking. This is Phase 1 of the project. Carryover 2009 2010 2011 2012 2013 2014-2018 Design Construction $57,128 $0 $0 $0 $0 $0 $0 $257 $0 $0 $0 $0 $0 $0 Equipment $80,069 $0 $0 $0 $0 $0 $0 $137,454 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. * New Project 507 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: 81023 - EOC Equipment Project Description: Capital Costs: General Fund Funding Source: The City of Glendale has a need to purchase state of the art equipment and software for the Emergency Operations Center (EOC). This equipment and software is needed to assist in the management of resouces involved in the operation of this center Carryover 2009 2010 2011 2012 2013 2014-2018 Construction $36,815 $0 $0 $0 $0 $0 $0 Equipment $25,251 $0 $0 $0 $0 $0 $0 $62,066 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. Project: 81028 - Audio Visual Equipment Project Description: Capital Costs: General Fund Funding Source: This is a request for ongoing replacement of the audio/visual and presentation equipment in B-3, Council Chambers, the Council Chambers Control Room and the 4th Floor Conference Room. This supplemental was approved by Council and moved to PAYGO. Carryover 2009 2010 2011 2012 2013 2014-2018 Equipment $5,297 $0 $0 $0 $0 $0 $0 Miscellaneous/Other $1,678 $0 $0 $0 $0 $0 $0 $6,975 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M needed at this time. Project: 81036 - Cultural/Historic Markings Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: General Fund Funding Source: Funds for historic/cultural landmarking and tourism plan. Carryover 2009 2010 2011 2012 2013 2014-2018 $11,001 $0 $0 $0 $0 $0 $0 $11,001 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 508 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital 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 Design TOTAL Operating Description: 2009 2010 2011 Capital Costs: $0 $0 $0 $0 $1,441 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Carryover 2009 2010 2011 2014-2018 $100,000 $100,000 $100,000 $0 $500,000 $0 $100,000 $100,000 $100,000 $100,000 $0 $500,000 This cost assumes the entire PAYGO account is spent during the year. The O and M money will be required to fund the Technology Replacement Fund. This assumes a five-year average replacement cycle ($100,000/5 = $20,000 annually). The O and M shows the cumulative effect of contribution to the Technology Replacement Fund. 2009 2010 2011 2012 2013 $0 $20,000 $40,000 $60,000 $80,000 $437,473 $0 $20,000 $40,000 $60,000 $80,000 $437,473 Project: 81045 - Exterior Closure (Carpentry) Operating Description: 2013 $100,000 TOTAL TOTAL 2012 $0 PC/Vehicle Replacement Design General Fund Funding Source: Continue to fund 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 the TRF. Operating Costs: Capital Costs: 2014-2018 $0 TOTAL Project Description: 2013 $0 Equipment Operating Description: 2012 $1,441 Project: 81043 - AV Replacement Reserve Project Description: General Fund Funding Source: 2014-2018 General Fund Funding Source: Make city-wide carpentry related upgrades that would require a total of $42,774 over a three-year period (20082010) to ensure that 17 identified buildings receive the proper carpentry related upgrades required to extend the useful life of the buildings. Carryover 2009 2010 2011 2012 2013 2014-2018 $22,137 $0 $0 $0 $0 $0 $0 $22,137 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 509 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: 81047 - Fire Administration Relocation Project Description: Capital Costs: 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 for Fire Administration. Carryover 2009 2010 2011 2012 2013 2014-2018 $205,000 $0 $0 $0 $0 $0 $0 Construction $50,000 $0 $0 $0 $0 $0 $0 IT/Phone/Security $50,000 $0 $0 $0 $0 $0 $0 $7,150 $0 $0 $0 $0 $0 $0 $500 $0 $0 $0 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $325,000 $0 $0 $0 $0 $0 $0 $862,650 $0 $0 $0 $0 $0 $0 Design Engineering Charges Arts Equipment Contingency Miscellaneous/Other TOTAL Operating Description: O&M for former Coyotes suite will run approx. $3,300 per month and for any additional space this number would increase of course. Project: 81048 - Fire Building Maintenance Project Description: Capital Costs: Design TOTAL Operating Description: Funds will be used for O and 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 2009 2010 2011 Capital Costs: Miscellaneous/Other TOTAL Operating Description: 2012 2013 2014-2018 $119,388 $0 $0 $0 $0 $0 $0 $119,388 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 81049 - Technology for Prosecutors Project Description: General Fund Funding Source: General Fund Funding Source: 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 2009 2010 2011 2012 2013 2014-2018 $87,255 $0 $0 $0 $0 $0 $0 $87,255 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. * New Project 510 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: 81050 - Records Management - Clerk Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: 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. Carryover 2009 2010 2011 Capital Costs: Design TOTAL Operating Description: 2013 2014-2018 $0 $0 $0 $0 $0 $0 $202,178 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. General Fund Funding Source: Relocation of the City of Glendale Community Action Program to office suites located at 59th Avenue and Northern. This project cost includes installation of IT infrastructure, conduit with fiber, alarm system, phone system, AV system, signage, new furniture, recpetion counter and security lobby windows. Carryover 2009 2010 2011 2012 2013 2014-2018 $215,700 $0 $0 $0 $0 $0 $0 $215,700 $0 $0 $0 $0 $0 $0 No additional O and M needed at this time. Project: 81055 - Sales Tax System Project Description: 2012 $202,178 Project: 81053 - CAP Facility Project Description: General Fund Funding Source: General Fund Funding Source: Purchase of a new software application system which is responsible for revenue generation for the City. The system being replaced is 20+ years old and runs on hardware and operating systems which are no longer cost effective to support. Data resides on hardware and databases which are also no longer cost effective to support. The vendor will replace the functionality of the current system with contemporary hardware, OS platforms and databases. Capital Costs: Carryover Miscellaneous/Other $3,000,000 $0 $0 $0 $0 $0 $0 $3,000,000 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: 2009 2010 2011 No additional O and M needed at this time. * New Project 511 Return to CIP TOC 2012 2013 2014-2018 FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: 81056 - *Fire Suppression System Project Description: Capital Costs: Modify and update the existing smoke detection and pre-application sprinkler systems with a new gaseous suppression system for the four technology equipment locations in the Public Safety Administration Building which currently have equipment replacement values (ERV) estimated at a total of $11,550,000. These rooms are the Main Data Center (EVR = $1M ), the Computer Operations Center (ERV = $550K), the Radio Equipment Room (ERV = $6M) and the Telco Room (ERV = $4M). Carryover IT/Phone/Security TOTAL Operating Description: General Fund Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $160,000 $0 $0 $0 $0 $0 $0 $160,000 $0 $0 $0 $0 $0 Annual maintenance fee for quarterly system checks, cleaning of smoke detectors and routine maintenance. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $1,200 $1,236 $1,273 $1,311 $7,171 TOTAL $0 $1,200 $1,236 $1,273 $1,311 $7,171 Project: 81057 - *Repayment to State Aviation Project Description: Capital Costs: Land TOTAL Operating Description: General Fund Funding Source: In 1997, the City of Glendale received a total of $2,473,714 in grant funds from the State Aviation Fund for the purchase of land adjacent to the Glendale Municipal Airport. Because the land is included in the property being used by the Spring Training Facility and will not be used for airport specific purposes, the city must repay ADOT. Adjusting those 1997 grant funds to 2007 figures was done by using a Phoenix-Mesa Consumer Price Index, determining a balance of $3,131,294 is due for repayment to ADOT. The City will pay that principal amount over a period of five years with equal bi-annual payments of $351,429 for a total of $702,858 annually. During that time, the unpaid principal will earn interest at the five-year U.S. Treasury T-Bill annual interest rate of 4.31%, which was effective September 21, 2007. Total repayment amount will be $3,514,291.10. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $702,858 $702,858 $702,858 $702,858 $702,858 $0 $0 $702,858 $702,858 $702,858 $702,858 $702,858 $0 No O and M at this time. * New Project 512 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: 81058 - *Library's Comp. Server Room AC Project Description: Capital Costs: General Fund Funding Source: Funding will be used to upgrade the current air conditioning in the Main Library's computer server room. With the addition of several servers to the room the utilization of the house air conditioner and the full-time utilization of the back-up (emergency) air conditioner is no longer a viable option for the library. Damage caused by overheating could result in decreased customer service, staff being unable to perform regular job duties and/or possible, permanent loss of the library network. This supplemental was approved by Council and moved to PAYGO by budget staff. Carryover 2009 2010 2011 2012 2013 2014-2018 Engineering Charges $0 $5,500 $0 $0 $0 $0 $0 Equipment Miscellaneous/Other $0 $49,488 $0 $0 $0 $0 $0 $0 $15,800 $0 $0 $0 $0 $0 $0 $70,788 $0 $0 $0 $0 $0 TOTAL Operating Description: ??? Project: T0260 - Insertion Machine: Gen Fund Project Description: Capital Costs: Replace current insertion machine (General Fund portion only, other funding sources are the Water and Sewer Fund and Sanitation Fund). It performs insertion for all departments, including Sales Tax, Water and Sewer, Sanitation, Marketing, Human Resources, Council, Landfill and Payroll. Carryover Equipment TOTAL Operating Description: General Fund Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $66,000 $0 $0 $0 $0 $0 $0 $66,000 O and M includes adding this piece of equipment into the Technology Replacement Fund. The cost is split 33% to the water and sewer fund, 33% to the general fund and 34% to the sanitation fund. A one-year service Preventative Maintenance Agreement (PMA) is built into the cost. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Equip. Maint. $0 $0 $0 $0 $0 $33,000 PC/Vehicle Replacement $0 $0 $0 $0 $0 $66,000 $0 $0 $0 $0 $0 $99,000 TOTAL Project: T4620 - Resurface Library Parking Lots Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: General Fund Funding Source: 1 1/2" Overlay of asphalt for approx. 91,654 sq ft of existing pavement at Main Library and 114,862 square feet of existing pavement at Foothills Branch. Clean, repair and fill existing cracks with rubberized crack sealer and apply 1 1/2" asphalt overlay to the parking lot. Restriping of 361 parking stalls and 14 handicapped stalls with logo, striping, arrows and hash out striping at both facilities. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $170,376 $0 $0 $0 $0 $0 $0 $170,376 No O and M needed at this time. * New Project 513 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital 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 2009 2010 2011 2012 2013 2014-2018 Construction $0 $0 $0 $0 $0 $0 $166,671 Engineering Charges $0 $0 $0 $0 $0 $0 $12,000 Arts $0 $0 $0 $0 $0 $0 $1,667 Contingency $0 $0 $0 $0 $0 $0 $23,810 $0 $0 $0 $0 $0 $0 $204,148 TOTAL Operating Description: No O and M impact is anticipated since this is a replacement of existing equipment and systems. Project: T4731 - *Call Center Project Description: Capital Costs: The Customer Call Center, operating with a customer relationship management (CRM) application, will provide citizens with a "one-stop" call to report violations, request information, initiate work requests, etc. The center and CRM software will provide elected officials and leadership with valid statistical data to ensure organizational capital, operating and information technology investments are aligned with business plans and Council strategic priorities. An increased efficiency of service provision and resource deployment based upon documented, reliable data collection and trend analysis is anticipated. In addition all internal service work requests will be accommodated by the CRM application. Carryover IT/Phone/Security TOTAL Operating Description: General Fund Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $750,000 $0 $0 $0 $0 $0 $0 $750,000 O and M includes staffing 3 IT support positions, 9 call specialist positions, a lead position, a supervisor position, a Senior Management Assistant, 2 field representative positions, an Office Assistant and manager position (all positions include benefits). EOC staff have determined that the operating cost for the EOC O and M budget can accomodate the addition of 19 staff. Supplies/contracts for staff training, annual sofware maintenance, language services, consultant services and office supplies. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $1,117,629 Supplies/Contr $0 $0 $0 $0 $0 $329,000 TOTAL $0 $0 $0 $0 $0 $1,446,629 * New Project 514 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: T4734 - Ballistic Vests Project Description: Capital Costs: Equipment TOTAL Operating Description: General Fund Funding Source: 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. 263 vest at $800 each. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $210,400 $0 $0 $0 $0 $0 $0 $210,400 No O and M needed at this time. * New Project 515 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Civic Center (1740) Project Name: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 84551 Civic Center Renovation 0 0 0 1,273,631 2,148,200 0 0 84554 Maintenance Reserve Fund 0 100,000 100,000 100,000 100,000 100,000 500,000 T0350 Civic Center Expansion 0 0 0 0 0 0 17,122,000 $0 $100,000 $100,000 $1,373,631 $2,248,200 $100,000 $17,622,000 Total Civic Center Projects: Total FY 08-09 Funding: $100,000 * New Project 516 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Civic Center (1740) Category: Other Project: 84551 - Civic Center Renovation Project Description: Capital Costs: General Fund Funding Source: This enhancement would create another "signature feature" at the Glendale Civic Center. The east courtyard would be converted into an atrium-style event area, with a skylight allowing for year round use. This project also involves renovating and developing the grass area (open space), south of the Civic Center, into functional use space that can be booked for private events. The renovations to the Civic Center will enhance amenities, provide more pre-function space, attract clients and allow the facility to remain competitive within the surrounding market. Carryover 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $700,000 $0 $0 $0 Construction IT/Phone/Security $0 $0 $0 $333,334 $1,666,666 $0 $0 $0 $0 $0 $0 $35,000 $0 $0 Engineering Charges $0 $0 $0 $21,049 $33,951 $0 $0 Arts $0 $0 $0 $3,333 $16,667 $0 $0 Equipment $0 $0 $0 $0 $130,000 $0 $0 Contingency $0 $0 $0 $215,915 $215,916 $0 $0 Miscellaneous/Other $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $1,273,631 $2,148,200 $0 $0 TOTAL Operating Description: O and M includes a FTE Service Worker III to help maintain the facility and provide additional supervision for event set-up and audio/visual technical expertise for the renovated space. Supplies, utilities, building maintenance, equipment maintenance and water for 5,000 sq ft of space. The 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. Also includes $3,000 for ongoing supplies/contracts & electrical at $1,800 anually. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $0 $46,748 $6,750 $48,150 $6,953 $263,306 $38,019 Utilities $0 $0 $0 $14,000 $14,420 $78,854 Bldg. Maint. $0 $0 $0 $10,000 $10,300 $56,325 Equip. Maint. $0 $0 $0 $2,000 $2,060 $11,265 Electrical $0 $0 $0 $1,800 $1,854 $10,138 Water $0 $0 $0 $0 $715 $3,910 $0 $0 $0 $81,298 $84,452 $461,817 Staffing TOTAL Project: 84554 - Maintenance Reserve Fund Project Description: Capital Costs: Contingency TOTAL Operating Description: 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 2009 2010 2011 2012 2013 2014-2018 $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 These funds are used to replace and repair depreciable items (furniture, fixtures and equipment) which must be added or replaced prior to the expiration of their anticipated useful service life. Building components presently receive preventative maintenance from the Facilities Management Department. No O and M costs are anticipated for these items. * New Project 517 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Civic Center (1740) Category: Other Project: T0350 - Civic Center Expansion Project Description: Capital Costs: General Fund Funding Source: Expansion of the Civic Center to meet the demand for additional meeting and event space as the West Valley continues to grow. 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 2009 2010 2011 2012 2013 2014-2018 Design $0 $0 $0 $0 $0 $0 $3,300,000 Construction $0 $0 $0 $0 $0 $0 $11,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $275,000 IT/Phone/Security $0 $0 $0 $0 $0 $0 $100,000 Engineering Charges $0 $0 $0 $0 $0 $0 $115,000 Arts Equipment $0 $0 $0 $0 $0 $0 $110,000 $0 $0 $0 $0 $0 $0 $500,000 Contingency $0 $0 $0 $0 $0 $0 $1,650,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $72,000 $0 $0 $0 $0 $0 $0 $17,122,000 TOTAL Operating Description: O and M includes 2 full time event coordinators, 1 building maintenance worker, 3 full time service workers, 10 part time (19 hours per week) temporary setup/custodial staff and insurance for staff. Six computers & a printer. Supplies, utilities, building maintenance, equipment maintenance for 40,000 sq ft of facility space. Insurance is based on the recommended guideline of $865 per person. Electrical costs include a fire panel & building security/monitoring service. Landscape maintenance and water for 5,000 sq ft of landscape and refuse-two 6 yard containers.. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 Supplies/Contr $0 $0 $0 $0 $0 $34,000 Utilities $0 $0 $0 $0 $0 $105,200 Bldg. Maint. $0 $0 $0 $0 $0 $90,000 Equip. Maint. $0 $0 $0 $0 $0 $16,000 Insurance $0 $0 $0 $0 $0 $4,325 Electrical $0 $0 $0 $0 $0 $102,000 PC/Vehicle Replacement $0 $0 $0 $0 $0 $9,873 Landscape Water $0 $0 $0 $0 $0 $27,000 $0 $0 $0 $0 $0 $2,100 Refuse $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $844,168 TOTAL * New Project 518 Return to CIP TOC $443,670 FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Technology Infrastructure (2150) Project Name: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 81059 *Time, Labor, Payroll & Reports 0 866,935 0 0 0 0 0 T7000 City Fiber Optic Communication 0 0 0 0 0 0 16,220,625 T7010 Event Management Center Upgrad 0 0 0 0 0 0 1,025,000 T7030 Project/Permit Tracking System 0 0 0 0 0 0 2,500,000 T7040 Cemetery Records Management 0 0 0 0 0 0 89,000 T7050 Facility Audio/Visual Systems 0 0 0 0 0 0 1,820,000 T7060 RFID Security System 0 0 0 0 0 0 808,771 T7070 Libraries Security System 0 0 0 0 0 0 180,600 T7071 *PeopleSoft Phase 2 Enhancement 0 0 985,200 636,000 655,000 165,000 0 Total Technology Infrastructure Projects: $0 $866,935 $985,200 $636,000 $655,000 $165,000 $22,643,996 Total FY 08-09 Funding: $866,935 * New Project 519 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: 81059 - *Time, Labor, Payroll & Reports Project Description: Capital Costs: General Fund Funding Source: Estimated financial payback of this project is between nine months and two years after go-live. Implementation includes Time & Labor, Payroll Enhancements, Revenue Budgeting and enhanced financial reporting. Payroll expenses account for $100 million of the City's annual operating costs. The existing Time Entry system is a 10+ year old, “homegrown” application. The major shortcomings of the system are as follows: internal and external audit findings, unable to process Firefighter time directly in Time Entry, written in Oracle Forms 6i which is an older technology that is increasingly difficult to support, requires paper timesheets and manual review/approval, does not enforce various City policies and requires manual intervention to correct, does not support reporting employee time at a more granular level of detail for management decision making and tracking purposes. Carryover 2009 2010 2011 2012 2013 2014-2018 IT/Phone/Security $0 $771,935 $0 $0 $0 $0 $0 Equipment $0 $70,000 $0 $0 $0 $0 $0 Contingency $0 $25,000 $0 $0 $0 $0 $0 $0 $866,935 $0 $0 $0 $0 $0 TOTAL Operating Description: O and M includes an additional Systems Analyst for support and to maintain the new modules and business processes. Supplies/contracts including software maintenance and consulting/training, technology replacement for storage, hardware and a PC. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $100,800 $103,824 $106,939 $110,147 $602,328 Supplies/Contr $0 $104,160 $107,285 $110,503 $113,818 $622,406 PC/Vehicle Replacement $0 $19,028 $19,599 $20,187 $20,792 $113,701 $0 $223,988 $230,708 $237,629 $244,757 $1,338,435 TOTAL Project: T7000 - City Fiber Optic Communication Project Description: Capital Costs: 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. Carryover 2009 2010 2011 2012 2013 2014-2018 IT/Phone/Security $0 $0 $0 $0 $0 $0 $395,625 Equipment $0 $0 $0 $0 $0 $0 $15,825,000 $0 $0 $0 $0 $0 $0 $16,220,625 TOTAL Operating Description: No O and M needed at this time, O and M will be needed for electricity, equipment and maintenance and will be determined closer to the start of the project. * New Project 520 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7010 - Event Management Center Upgrad Project Description: Capital Costs: 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 2009 2010 2011 2012 2013 2014-2018 IT/Phone/Security $0 $0 $0 $0 $0 $0 $25,000 Equipment $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $1,025,000 TOTAL Operating Description: No O and M needed at this time. 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: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $0 $2,500,000 O and M includes staffing a Project/Permit Coordinator to provide much needed ongoing technical assistance and support to the nine departments using the system. The $133,900 is required for the ongoing service and maintenance agreement associated with the software purchase. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $0 $0 $0 $0 $90,969 Supplies/Contr $0 $0 $0 $0 $0 $133,900 TOTAL $0 $0 $0 $0 $0 $224,869 * New Project 521 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7040 - Cemetery Records Management Project Description: Capital Costs: 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). Many records are exclusively paper-based. Over the decades, there have been errors in the control of inventory (sold and unsold lots) and paper records have deteriorated. Automation would assist in managing records for the long term and improving customer service. Carryover IT/Phone/Security TOTAL Operating Description: General Fund Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $89,000 $0 $0 $0 $0 $0 $0 $89,000 A service contract to ensure system support is estimated to be $2,533 in FY 2014 based on inflation of 3%. Contract estimated to increase 3% each year due to inflation. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr $0 $0 $0 $0 $0 $13,500 TOTAL $0 $0 $0 $0 $0 $13,500 Project: T7050 - Facility Audio/Visual Systems Project Description: Capital Costs: The replacement of audio/visual equipment utilized in Community Services Departments that are not currently in the City's Replacement Fund. These systems are approaching or have surpassed their expected useful life. Carryover Equipment TOTAL Operating Description: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $1,820,000 $0 $0 $0 $0 $0 $0 $1,820,000 O and M includes adding this equipment into the Techonology Replacement Fund. Assumes capital cost will be equally spread over the five year period and a six-year life cycle for the equipment. $1,820,000/5 = $364,000 * 16.67% = $60,666 paid into replacement fund in year one. This doubles in year two, triples in year three, etc. Operating Costs: PC/Vehicle Replacement TOTAL General Fund Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $849,333 $0 $0 $0 $0 $0 $849,333 * New Project 522 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7060 - RFID Security System Project Description: Capital Costs: To purchase and install self check machines using radio frequency identification (RFI) technology for the city's library system. This improved system addresses security, inventory control and enhanced circulation efficiency. Carryover Equipment TOTAL Operating Description: General Fund Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $808,771 $0 $0 $0 $0 $0 $0 $808,771 O and M includes adding equipment into the replacement program, maintenance contract, software licenses and tags for new materials. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Supplies/Contr Equip. Maint. $0 $0 $0 $0 $0 $58,948 $0 $0 $0 $0 $0 $22,780 PC/Vehicle Replacement $0 $0 $0 $0 $0 $38,626 $0 $0 $0 $0 $0 $120,354 TOTAL Project: T7070 - Libraries 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. This includes card access. This system would be compatible to other city facilities. Carryover Equipment TOTAL Operating Description: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $180,600 $0 $0 $0 $0 $0 $0 $180,600 O and M includes adding gates and security equipment into the PC replacement plan. Equipment maintenance for the systems. Operating Costs: Equip. Maint. PC/Vehicle Replacement TOTAL General Fund Funding Source: 2009 2010 2011 2012 2013 2014-2018 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,200 $11,520 $0 $0 $0 $0 $0 $13,720 * New Project 523 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7071 - *PeopleSoft Phase 2 Enhancement Project Description: Capital Costs: General Fund Funding Source: This request is for funding a multi-year plan (FY 2010 to FY 2013) to improve and to streamline everyday business functions. The projects in this request have a maximum ROI of 18 months. The plan includes simplifying and further automating manual, duplicative processes in order to improve service delivery for residents and other customers and providing leadership project and program based reports to manage limited resources better. Over the past 10 years, staff has focused on maintaining and upgrading the system and has had minimal time available to develop and enhance unused functionality. A cross-departmental team has developed a multi-year implementation plan to address this situation and leverage the City's sizeable investment in the City's core HR and Financial systems. Carryover 2009 2010 2011 2012 2013 2014-2018 IT/Phone/Security $0 $0 $880,200 $601,000 $590,000 $155,000 $0 Equipment $0 $0 $80,000 $10,000 $40,000 $0 $0 Contingency $0 $0 $25,000 $25,000 $25,000 $10,000 $0 $0 $0 $985,200 $636,000 $655,000 $165,000 $0 TOTAL Operating Description: O and M includes an additional Systems Analyst (in year 2) for support and to maintain the new modules and business processes. Supplies/contracts including software maitenance and consulting/training, insurance for staff, a computer, replacement costs for the computer and other equipment. Operating Costs: 2009 2010 2011 2012 2013 2014-2018 Staffing $0 $100,800 $103,824 $106,939 $110,147 $602,328 Supplies/Contr $0 $57,520 $59,246 $61,023 $62,854 $343,710 Insurance $0 $0 $703 $21,528 $724 $24,674 $1,449 $35,414 $1,492 $36,476 $8,161 $199,468 $0 $180,551 $188,468 $204,825 $210,969 $1,153,667 PC/Vehicle Replacement TOTAL * New Project 524 Return to CIP TOC FY 2009 - 2018 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Arts Commission (1220) Project Name: 84650 Art Commission Total Arts Commission Projects: Total FY 08-09 Funding: Category: Other Carryover: FY 08-09: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 14-18: 0 500,000 350,000 350,000 350,000 350,000 1,750,000 $0 $500,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 $500,000 * New Project 525 Return to CIP TOC FY 2009-2018 Capital Improvement Plan Capital Project Detail Fund: Arts Commission (1220) Category: Other Project: 84650 - Art Commission Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Capital Plan Funding Source: City Council Ordinance No. 1226 created a Municipal Art Fund which provides for the purchase of works of art for public places. The Arts Commission selects the art work that will be purchased and/or commissioned each year. Projects that will be carried over from FY 2008 include the Public Safety Memorial, Fire Station #151, the West Branch Library and the new Courts Building. New projects in FY 2009 include the 57th and Grand Avenues Downtown Art Project, the Park and Ride lot at Loop 101 and Glendale Avenue and a Pedestrian Bridge at Loop 101 and 63rd Avenue. Carryover 2009 2010 2011 2012 2013 2014-2018 $0 $500,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 $0 $500,000 $350,000 $350,000 $350,000 $350,000 $1,750,000 Maintenance and restoration of the public art collection is funded in the operating budget. * New Project 526 Return to CIP TOC Schedules 2008-2009 CITY OF GLENDALE, AZ Schedules SCHEDULES The budget schedules summarize the City’s financial activities in a comprehensive, numeric format. They are intended to give the reader a glance at the city's financial situation. Schedule 1 is the most comprehensive schedule, offering a summary of all pertinent financial information for all the City’s funds. The reader can readily determine the starting and ending fund balances, transfers in and out, revenues and operating, capital and debt service expenditures for each fund. The remaining schedules provide in-depth detail of budgetary information which is necessary for the smooth operation of the city. All the schedules serve as handy reference materials to City of Glendale employees and to the public. This section includes detailed analyses and reports for the following areas: • Schedule 1 by Category includes major sources of inflows & outflows by category • Schedule 1 by Fund is a summary of the inflows and outflows by fund • Schedule 2 by Category is a multi-year look at revenues all funds combined • Schedule 2 by Fund is a multi-year look at revenues by individual fund • Schedule 3 is a multi-year look at operating expenditures • Schedule 4 is a summary of scheduled inter-fund transfers 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 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 527 Return to TOC Schedule One by CATEGORY FY 2009 Fund Balance Analysis (All Dollars in Thousands) General Fund Revenues and Other Sources: Taxes revenue Intergovernmental Charges for services Licenses and permits Fines and forfeitures Miscellaneous Interest Income Self insurance premiums Other Financing Sources Transfer In Total $68,979 $68,332 $11,704 $11,577 $3,693 $2,362 $850 $167,497 Streets Fund $17,616 $17,616 Expenditures Public Safety Community Services Administrative Svcs Public Works Fac & Fin Mgmt Appointed Officials Community Dev. Internal Services Non-Dept/Grants Capital Outlay Debt Service Contingency Transfer Out Total $14,057 $18,690 $208,201 $4,443 $3,707 $21,090 Excess (Deficiency) of Revenues over Expenses ($40,704) Beginning Fund Balance Ending Fund Balance $82,735 $25,737 $15,411 $12,543 $11,671 $10,398 $6,375 $2,747 $1,109 $6,729 Other Special Revenue Enterprise $51,655 $31,072 $7,199 $66 $315 $13,206 $1,150 $500 $6,691 $111,854 Construction $1,700 $84 $16,835 $786 Debt Service $29,814 $5,687 $6,504 $2,630 $889 $1,434 $27,189 $72,313 $171,092 $862 $48,993 $27,200 $560 $1,313 $25 $107,506 $9,546 $151,285 $32,221 $63,372 Total $152,148 $117,890 $125,382 $17,330 $4,008 $51,474 $6,649 $27,189 $180,319 $49,319 $731,709 $7,683 $25,403 $125,866 $108,720 $25,128 $12,500 $3,000 $255,261 $1,811 $35,243 $219,016 $53,773 $292,480 $1,519 $53,894 $120,468 $42,478 $53,978 $120,936 $14,001 $11,009 $8,695 $3,174 $2,131 $391,890 $79,315 $76,926 $49,319 $974,319 ($3,474) ($14,012) ($47,924) ($4,780) ($141,195) $9,478 ($242,611) $41,370 $3,474 $20,812 $134,300 $23,954 $141,196 $26,754 $391,861 $666 $0 $6,800 $86,377 $19,174 $1 $36,232 $149,251 $12,940 $37,733 $14,690 $512 $15,191 $1,413 $612 $89,645 Revolving/Int Services $2,889 $67,459 $1,924 $35,129 $12,804 $916 $128 $38 $2,319 $427 $1,022 $21,181 528 Return to TOC $52,375 Schedule One by FUND FY 2009 Fund Balance Analysis (All Dollars in Thousands) Beginning Fund Bal. Projected Revenues Transfers In Transfers Out Operations General/Special Rev. Funds: 1000 1340 1010 1190 1240 1280 1281 1282 1300 1320 1640 1650 1660 1700 1720 1740 1760 1770 1780 1820 1830 1840 1860 2500 2530 General Fund Streets National Events Employee Groups Court Fund Youth Sports Complex Stadium Event Operations Arena Event Operations HOME Grant Community Dvpmt Block Grant Local Transp. Assistance Transportation Grants Transportation Police Special Revenue Fire Special Revenue Civic Center Airport Operating Zanjero Special Revenue Arena Special Revenue CAP Grant Fund Emergency Shelter Grants Other State and Local Grants RICO Community Housing Services Public Safety Training Center $41,370 $3,474 $683 $84 $249 $0 $0 $0 $62 $7 $0 $2,975 $12,626 $759 $427 $200 $71 $0 $0 $0 $0 $32 $2,204 $432 $0 $167,497 $17,616 $0 $100 $350 $25 $1,045 $722 $1,415 $3,175 $1,000 $12,685 $26,805 $15,917 $8,365 $530 $522 $1,226 $5,580 $242 $98 $14,298 $520 $8,268 $2,275 $0 $0 $0 $38 $56 $605 $1,972 $503 $0 $0 $0 $0 $1,900 $0 $0 $611 $64 $0 $0 $185 $0 $150 $0 $607 $0 ($18,690) ($3,707) $0 $0 $0 $0 $0 $0 $0 $0 ($1,000) $0 ($17,874) $0 $0 $0 $0 ($1,226) ($5,303) $0 $0 $0 $0 $0 $0 ($168,725) ($12,940) $0 ($85) ($612) ($630) ($3,017) ($1,225) ($1,418) ($3,093) $0 $0 ($13,067) ($16,370) ($8,632) ($941) ($656) $0 ($277) ($427) ($98) ($9,059) ($1,299) ($8,761) ($1,931) $105,329 $5,641 $23,330 $146,090 $15,667 $9,335 $0 $0 $0 $0 $0 $0 ($50,500) ($14,823) ($7,346) $0 $77 $4,925 $3,134 $42 $147 $357 $0 $131 $675 $6,867 $2,900 $4,700 $9,774 $1,112 $3,196 $2,087 $25 $263 $1,700 $358 $1,105 $84 $3,828 $1,118 $23,481 $0 $0 $0 $0 $0 $0 $0 $862 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($9,774) ($1,015) ($3,030) ($3,765) ($55) ($312) ($1,700) ($862) ($1,200) ($412) ($2,760) ($1,407) ($24,481) Enterprise Funds: 2360+ 2480 2440 Water and Sewer Sanitation Landfill Revolving/Internal Service Funds: 1040 1100 1120 1140 1160 1260 1790 1870 1880 1885 2540 2560 2580 General Services Fund Telephone Vehicle Replacement Technology Replacement Cable Communications Library Book Sales Stadium City Sales Tax - AZSTA Marketing Self-Sustaining Parks & Rec Self-Sustaining Parks & Rec Designated Risk Management Self Ins. Worker's Comp Self Ins. Benefits Trust Return to TOC Schedule One by FUND FY 2009 Fund Balance Analysis (All Dollars in Thousands) Capital Outlay Debt Service Total Contingency Appropriation Ending Fund Bal. General/Special Rev. Funds, continued 1000 1340 1010 1190 1240 1280 1281 1282 1300 1320 1640 1650 1660 1700 1720 1740 1760 1770 1780 1820 1830 1840 1860 2500 2530 General Fund Streets National Events Employee Groups Court Fund Youth Sports Complex Stadium Event Operations Arena Event Operations HOME Grant Community Dvpmt Block Grant Local Transp. Assistance Transportation Grants Transportation Police Special Revenue Fire Special Revenue Civic Center Airport Operating Zanjero Special Revenue Arena Special Revenue CAP Grant Fund Emergency Shelter Grants Other State and Local Grants RICO Community Housing Services Public Safety Training Center ($6,729) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($15,660) $0 $0 $0 ($100) $0 $0 $0 $0 $0 ($5,422) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($14,057) ($4,443) ($683) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($7,000) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($189,511) ($17,383) ($683) ($85) ($612) ($630) ($3,017) ($1,225) ($1,418) ($3,093) $0 ($15,660) ($20,067) ($16,370) ($8,632) ($1,041) ($656) $0 ($277) ($427) ($98) ($14,481) ($1,299) ($8,761) ($1,931) $666 $0 $0 $137 $44 $0 $0 $0 $59 $88 $0 $0 $3,391 $306 $161 $300 $0 $0 $0 $0 $0 $0 $1,425 $546 $344 ($10,000) ($500) ($2,000) ($182,884) ($18,082) ($18,050) $68,535 $3,226 $14,615 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($3,000) $0 $0 ($9,774) ($1,015) ($3,030) ($3,765) ($55) ($312) ($1,700) ($862) ($1,200) ($412) ($5,760) ($1,407) ($24,481) $0 $174 $5,091 $1,456 $13 $97 $357 $358 $37 $348 $4,935 $2,611 $3,700 Enterprise Funds, continued 2360+ 2480 2440 Water and Sewer Sanitation Landfill ($97,394) ($2,760) ($8,566) ($24,990) $0 ($139) Revolving/Internal Service Funds, continued 1040 1100 1120 1140 1160 1260 1790 1870 1880 1885 2540 2560 2580 General Services Fund Telephone Vehicle Replacement Technology Replacement Cable Communications Library Book Sales Stadium City Sales Tax - AZSTA Marketing Self-Sustaining Parks & Rec Self-Sustaining Parks & Rec Designated Risk Management Self Ins. Worker's Comp Self Ins. Benefits Trust $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Return to TOC $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Schedule One by FUND FY 2009 Fund Balance Analysis (All Dollars in Thousands) Beginning Fund Bal. Projected Revenues Transfers In Transfers Out Operations Construction Funds: 1220 1270 1380 1400 1420 1440 1460 1480 1500 1520 1540 1560 1580 1600 1620 1980 2000 2040 2060 2080 2100 2120 2130 2140 2160 2180 2210 2280 Arts Commission General Fund Rev Obligations DIF- Library Buildings DIF- Library Books DIF- Fire Protection Facilities DIF- Police Dept Facilities DIF- Citywide Parks DIF- Citywide Rec Facility DIF- Libraries DIF- Citywide Open Space DIF- Park Dev Zone 1 DIF- Park Dev Zone 2 DIF- Park Dev Zone 3 DIF- Roadway Improvements DIF- General Gov't Street/Parking Bonds Street Revenue Bonds (HURF) Public Safety Construction Parks Construction Gov't Facilities Construction* Economic Dev. Construction Airport Capital Projects Cultural Facility Construction Open Space/Trails Construction Library Construction Flood Control Construction Transportation Construction Cemetery Perpetual Care $3,729 $1,018 $2,755 $127 $1,091 $1,872 $98 $1,331 $3,196 $150 $398 $166 $21 $7,493 $1,374 $8,613 $8,505 $14,735 $8,239 ($2,097) $529 $0 $605 $1,067 $0 $12,545 $58,359 $5,276 $1,360 $0 $0 $0 $582 $776 $24 $25 $38 $62 $7 $8 $8 $2,996 $1,338 $40 $9,431 $46,606 $4,434 $4,230 $13,718 $786 $0 $16 $6,790 $11,328 $37,030 $106 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $9,546 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $14,111 $0 $0 $0 $12,643 $29,814 $0 $1,338 $0 $0 $0 $4,707 $20,186 $7,327 $0 $0 $0 $0 $0 ($1,519) $391,861 $682,389 $49,319 ($49,319) ($128) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($7) ($6) $0 ($8) $0 $0 $0 $0 $0 $0 ($3) ($14) $0 Debt Service Funds: 1900 1920 1940 1970 2533 General Obligation Bond Debt Street Revenue Bond Debt Municipal Property Corp. Transportation Bond Debt Training Facility Debt Service TOTAL * A bond sale is planned in early FY09. The cash balance in other contruction funds is more than adequate to cover the temporary negative fund balanace in Fund 2080. 531 Return to TOC $0 $0 $0 $0 $0 ($376,870) Schedule One by FUND FY 2009 Fund Balance Analysis (All Dollars in Thousands) Capital Outlay Debt Service Total Contingency Appropriation Ending Fund Bal. Construction Funds, continued 1220 1270 1380 1400 1420 1440 1460 1480 1500 1520 1540 1560 1580 1600 1620 1980 2000 2040 2060 2080 2100 2120 2130 2140 2160 2180 2210 2280 Arts Commission General Fund Rev Obligations DIF- Library Buildings DIF- Library Books DIF- Fire Protection Facilities DIF- Police Dept Facilities DIF- Citywide Parks DIF- Citywide Rec Facility DIF- Libraries DIF- Citywide Open Space DIF- Park Dev Zone 1 DIF- Park Dev Zone 2 DIF- Park Dev Zone 3 DIF- Roadway Improvements DIF- General Gov't Street/Parking Bonds Street Revenue Bonds (HURF) Public Safety Construction Parks Construction Gov't Facilities Construction* Economic Dev. Construction Airport Capital Projects Cultural Facility Construction Open Space/Trails Construction Library Construction Flood Control Construction Transportation Construction Cemetery Perpetual Care ($500) ($581) ($2,687) ($100) ($718) ($306) $0 ($1,287) ($3,133) ($178) ($386) ($173) ($18) ($4,881) ($558) ($7,397) ($15,136) ($56,566) ($9,151) ($2,127) ($14,217) ($786) ($179) ($542) ($6,789) ($21,944) ($104,921) $0 $0 $0 $0 $0 ($300) ($397) $0 $0 $0 $0 $0 $0 $0 $0 ($1,115) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($4,461) ($437) ($68) ($27) ($656) ($1,944) ($122) ($68) ($101) ($34) ($19) ($1) ($11) ($5,608) ($1,039) ($1,249) ($2,795) ($4,775) ($3,514) ($6) ($30) $0 ($426) ($541) ($1) ($1,925) $0 ($5,382) ($5,089) ($1,018) ($2,755) ($127) ($1,673) ($2,648) ($122) ($1,356) ($3,234) ($212) ($405) ($174) ($29) ($10,489) ($2,712) ($8,653) ($17,936) ($61,341) ($12,673) ($2,133) ($14,247) ($786) ($605) ($1,083) ($6,790) ($23,873) ($104,935) ($5,382) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($21,071) ($4,707) ($19,269) ($7,327) $0 $22,854 $0 $2,255 $0 $11,123 ($925,000) $149,251 Debt Service Funds, continued 1900 1920 1940 1970 2533 General Obligation Bond Debt Street Revenue Bond Debt Municipal Property Corp. Transportation Bond Debt Training Facility Debt Service TOTAL $0 $0 $0 $0 $0 ($391,890) ($21,071) ($4,707) ($19,269) ($7,327) $0 ($79,315) 532 Return to TOC $0 $0 $0 $0 $0 ($76,926) Schedule Two by CATEGORY Summary of Revenues (Includes All Funds) Description FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Budget Bond Proceeds $161,033,744 $180,208,465 $176,563,499 $179,006,000 City Sales Tax $90,347,741 $97,819,833 $93,863,440 $118,248,846 Miscellaneous $12,453,377 $4,993,828 $4,927,617 $43,988,789 Water Revenues $29,183,161 $31,845,441 $34,555,000 $43,120,000 State Income Tax $22,909,486 $27,517,525 $34,108,838 $34,688,413 Property Tax $21,386,965 $23,084,851 $28,587,472 $33,710,096 Grants $11,046,535 $15,813,910 $31,182,950 $28,848,932 Sewer Revenue $18,200,183 $23,180,953 $23,050,000 $24,050,000 State Shared Sales Tax $23,297,507 $23,036,546 $23,036,507 $23,500,000 Internal Charges $18,762,330 $20,474,991 $21,913,887 $22,350,616 Highway User Revenues $16,888,186 $17,323,871 $17,442,000 $17,616,000 City Contributions $11,260,808 $11,663,592 $12,544,766 $15,785,361 Motor Vehicle In-Lieu $10,444,385 $10,043,746 $9,943,310 $10,042,743 Residential Sanitiation $9,459,977 $9,551,175 $9,597,562 $9,622,555 Staff & Adm Chargebacks $8,454,505 $8,614,499 $8,570,749 $8,547,115 $11,332,636 $15,334,881 $9,078,098 $6,648,813 Development Impact Fees $5,771,323 $7,522,759 $6,363,142 $5,687,476 Employee Contributions $3,822,489 $4,021,927 $3,920,676 $4,633,000 Arena Fees $4,472,946 $4,228,074 $4,534,892 $4,506,742 Court Revenue $3,220,620 $3,669,675 $3,719,311 $3,751,670 Water Development Impact Fees $5,793,071 $4,686,519 $3,500,000 $3,500,000 Tipping Fees $2,675,623 $3,585,878 $3,325,000 $3,455,000 Commercial Sanitation Frontload $3,267,939 $3,397,164 $3,400,000 $3,450,000 Recreation Revenue $1,520,107 $2,652,430 $2,883,776 $3,108,328 Retiree Contributions $2,105,603 $2,256,437 $2,496,464 $2,950,031 Building Permits $2,943,022 $2,233,062 $2,718,498 $2,745,678 Gas/Electric Franchise Fees $2,345,331 $2,663,381 $2,703,332 $2,743,882 Fire Department Fees $1,102,477 $1,286,265 $2,305,377 $2,610,492 $11,449,237 $2,188,254 $2,275,284 Interest Partner Revenue Recycling Sales $2,699,721 $3,318,287 $2,315,000 $2,010,000 Cable Franchise Fees $1,587,256 $1,644,058 $1,709,821 $1,709,821 Lease Proceeds $1,559,674 $1,565,750 $856,900 $1,325,000 Plan Check Fees $1,126,881 $1,311,743 $1,250,000 $1,250,000 $1,175,633 $2,095,487 $1,045,000 Security Revenue 533 Return to TOC Schedule Two by CATEGORY Summary of Revenues (Includes All Funds) Description FY 06 Actual FY 07 Actual $883,300 $1,025,755 $765,114 $1,031,519 Sewer Development Impact Fees $1,868,089 $1,555,281 $1,500,000 $1,000,000 LTAF - Lottery $1,158,998 $1,132,225 $1,000,000 $1,000,000 Commercial Sanitation Rolloff $690,933 $952,476 $900,000 $900,000 Sales Tax Licenses $590,956 $602,798 $608,824 $614,911 Library Fines/Fees $580,431 $617,738 $602,970 $602,970 Right-of-Way Permits $554,081 $631,153 $559,622 $531,641 Engineering Plan Check Revenue $398,528 $540,297 $545,699 $518,414 Airport Fees $383,983 $408,198 $455,895 $509,225 $1,116,555 $1,928,507 $1,200,000 $500,000 Facility Rental Income $401,702 $565,692 $479,930 $491,651 Planning/Zoning $481,966 $381,904 $385,723 $450,000 $1,506,164 $9,105 $385,453 $305,453 Cemetery Revenue $232,299 $250,779 $252,350 $275,000 Outside City Commercial $217,014 $250,470 $225,000 $211,900 SRP In-Lieu $193,296 $188,823 $188,742 $188,742 Liquor Licenses $176,383 $179,873 $181,672 $183,489 $90,519 $117,747 $118,924 $120,113 $187,715 $196,516 $110,492 $107,180 Business Licenses $87,713 $82,227 $83,050 $83,880 Equipment Rental $72,934 $38,648 $60,250 $62,250 $154,110 $131,254 $140,000 $60,000 Traffic Engineering Plan Check $14,920 $39,137 $41,756 $42,173 Miscellaneous Bin Service $64,800 $45,105 $30,000 $40,000 Sanitation Development Impact Fe $51,117 $15,456 $17,000 $17,000 Federal Forfeitures $99,198 $6,169 $10,000 $10,000 Northern Crossing $1,345,786 $484,112 Special Assessments Revenue $15,756 $6,312 Other $15,025 $602,100,091 $682,389,194 City Property Rental State Forfeitures Miscellaneous CD Fees Bus./Prof. Licenses Transit Revenue Development Impact Fees Grand Total : $536,109,880 $595,560,143 534 Return to TOC FY 08 Estimate FY 09 Budget Schedule Two by FUND Summary of Revenues FY 06 Actual FY 07 Actual City Sales Tax $59,740,654 $63,621,241 $62,266,000 $64,893,667 State Income Tax $22,909,486 $27,517,525 $34,108,838 $34,688,413 State Shared Sales Tax $23,297,507 $23,036,546 $23,036,507 $23,500,000 Motor Vehicle In-Lieu $10,444,385 $10,043,746 $9,943,310 $10,042,743 Staff & Adm Chargebacks $7,835,000 $7,990,999 $7,986,000 $8,007,000 Property Tax $3,643,481 $3,742,582 $3,888,000 $4,053,801 Court Revenue $2,932,134 $3,368,970 $3,402,649 $3,436,670 Building Permits $2,943,051 $2,233,062 $2,718,498 $2,745,678 Gas/Electric Franchise Fees $2,345,331 $2,663,381 $2,703,332 $2,743,882 Fire Department Fees $1,101,608 $1,285,133 $2,305,377 $2,610,492 $634,162 $1,619,928 $1,849,704 $1,939,256 Cable Franchise Fees $1,587,256 $1,644,058 $1,709,821 $1,709,821 Plan Check Fees $1,126,881 $1,311,743 $1,250,000 $1,250,000 $883,300 $887,482 $665,114 $911,519 Fund Description FY 08 Estimate FY 09 Budget 1000 - General Recreation Revenue City Property Rental Interest $3,404,771 $2,227,069 $1,500,000 $850,000 Sales Tax Licenses $590,956 $602,798 $608,824 $614,911 Right-of-Way Permits $554,081 $631,153 $559,622 $531,641 Engineering Plan Check Revenue $398,528 $540,297 $545,699 $518,414 Miscellaneous $999,514 $753,360 $500,415 $500,415 Planning/Zoning $481,966 $381,904 $385,723 $450,000 Library Fines/Fees $310,591 $336,952 $340,320 $340,320 $1,506,164 $9,105 $385,453 $305,453 Cemetery Revenue $232,299 $250,779 $252,350 $275,000 Liquor Licenses $176,383 $179,873 $181,672 $183,489 $90,519 $117,747 $118,924 $120,113 $53,985 $106,930 $116,651 Miscellaneous CD Fees Bus./Prof. Licenses Facility Rental Income Business Licenses $87,713 $82,227 $83,050 $83,880 Traffic Engineering Plan Check $14,920 $39,137 $41,756 $42,173 $34,846 $32,111 $31,236 $31,236 $165,974 $819,323 $163,475,124 $167,496,638 SRP In-Lieu Lease Proceeds Security Revenue Arena Fees Northern Crossing Total - General: $777,459 $783,695 $530,763 $1,345,786 $484,112 $152,602,942 $159,816,550 1010 - National Events Security Revenue $337,494 Miscellaneous $48,548 Facility Rental Income $47,507 535 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description FY 06 Actual Total - National Events: FY 07 Actual FY 08 Estimate FY 09 Budget $433,549 1040 - General Services Internal Charges $8,207,445 $8,810,038 $9,434,340 $9,774,246 Total - General Services: $8,207,445 $8,810,038 $9,434,340 $9,774,246 Internal Charges $781,899 $643,095 $641,685 $1,111,883 Total - Telephone Services: $781,899 $643,095 $641,685 $1,111,883 $1,637,653 $2,082,438 $2,909,243 $2,731,653 Miscellaneous $340,758 $298,943 $268,949 $268,949 Interest $156,095 $207,205 $180,796 $195,810 $2,134,506 $2,588,586 $3,358,988 $3,196,412 $1,681,686 $2,106,112 $2,259,314 $2,087,196 $106,767 $180,252 $17,582 $30,009 $1,806,035 $2,316,373 $2,259,314 $2,087,196 $33,032 $700 $25,250 $25,250 $184 $239 $33,216 $939 $25,250 $25,250 Miscellaneous $103,683 $116,848 $100,000 $100,000 Total - Employee Groups: $103,683 $116,848 $100,000 $100,000 $1,000,000 $1,200,000 1100 - Telephone Services 1120 - Vehicle Replacement Internal Charges Total - Vehicle Replacement: 1140 - PC Replacement Internal Charges Interest Miscellaneous Total - PC Replacement: 1160 - Cable Communications Equipment Rental Interest Total - Cable Communications: 1190 - Employee Groups 1220 - Arts Commission Fund Miscellaneous Interest $69,206 $135,763 $155,000 $160,000 Total - Arts Commission Fund: $69,206 $135,763 $1,155,000 $1,360,000 Court Revenue $288,486 $300,705 $315,000 $315,000 Miscellaneous $34,047 $27,749 $32,000 $32,000 Interest $11,539 $17,496 $10,281 $3,070 $334,072 $345,950 $357,281 $350,070 1240 - Court Security/Bonds Total - Court Security/Bonds: 536 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description FY 06 Actual FY 07 Actual $269,840 $280,786 $103 $110 $269,943 $280,896 $32,232,382 $72,327,000 FY 08 Estimate FY 09 Budget 1260 - Library Library Fines/Fees $262,650 $262,650 $262,650 $262,650 $50,000 $25,000 $50,000 $25,000 Security Revenue $2,095,487 $1,045,000 Total - Stadium Event Operation $2,095,487 $1,045,000 Arena Fees $756,080 $721,680 Total - Arena Event Operations: $756,080 $721,680 Miscellaneous Total - Library: 1270 - G.F. Revenue Oblgs Bond Proceeds Interest $1,280,884 Miscellaneous Total - G.F. Revenue Oblgs: $19,153 $32,232,382 $73,627,037 1280 - Youth Sports Complex Recreation Revenue $17,893 Fire Department Fees $110 $1,132 Total - Youth Sports Complex: $110 $19,025 1281 - Stadium Event Operations 1282 - Arena Event Operations 1300 - Home Grant Grants $687,262 $1,311,974 $1,400,432 $1,414,715 Total - Home Grant: $687,262 $1,311,974 $1,400,432 $1,414,715 Grants $2,443,776 $2,682,153 $3,281,352 $3,174,954 Total - C.D.B.G.: $2,443,776 $2,682,153 $3,281,352 $3,174,954 $16,888,186 $17,323,871 $17,442,000 $17,616,000 1320 - C.D.B.G. 1340 - Highway User Gas Tax Highway User Revenues Miscellaneous $7,732 $16,888,186 $17,331,603 $17,442,000 $17,616,000 Interest $94,320 $133,877 $79,000 $0 Total - DIF Library Blds: $94,320 $133,877 $79,000 $0 $10,609 $15,245 Total - Highway User Gas Tax: 1380 - DIF Library Blds 1400 - DIF - Library Book Interest 537 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description FY 06 Actual Total - DIF - Library Book: FY 07 Actual FY 08 Estimate FY 09 Budget $10,609 $15,245 $524,632 $556,525 $581,000 $581,000 $19,570 $38,325 $51,000 $1,224 $544,202 $594,850 $632,000 $582,224 $603,098 $742,099 $731,000 $731,000 $79,070 $104,479 $92,222 $44,942 $682,168 $846,578 $823,222 $775,942 $416,683 $189,185 $48,000 $23,988 $58,046 $80,820 $28,000 $474,729 $270,005 $76,000 $23,988 $226,109 $85,088 $52,000 $24,668 $33,267 $58,613 $32,000 $259,376 $143,701 $84,000 $24,668 $496,858 $151,973 $76,000 $38,056 $87,270 $144,108 $80,000 $584,128 $296,081 $156,000 $38,056 Development Impact Fees $77,436 $123,473 $117,000 $58,565 Interest $11,304 $21,583 $4,000 $3,445 Total - DIF-Citywide Open Spac $88,740 $145,056 $121,000 $62,010 $178,597 $211,392 $15,000 $7,268 $16,398 $30,137 $12,000 $0 $194,995 $241,529 $27,000 $7,268 $152,554 $81,964 $15,000 $7,268 $40,051 $46,227 $19,000 $1,100 $192,605 $128,191 $34,000 $8,368 1420 - DIF-Fire Protection Facilities Development Impact Fees Interest Total - DIF-Fire Protection Facil 1440 - DIF-Police Facilities Development Impact Fees Interest Total - DIF-Police Facilities: 1460 - DIF-Citywide Parks Development Impact Fees Interest Total - DIF-Citywide Parks: 1480 - DIF-Citywide Recreation Fac Development Impact Fees Interest Total - DIF-Citywide Recreation 1500 - DIF-Libraries Development Impact Fees Interest Total - DIF-Libraries: 1520 - DIF-Citywide Open Spaces 1540 - DIF-Parks Dev Zone 1 Development Impact Fees Interest Total - DIF-Parks Dev Zone 1: 1560 - DIF-Parks Dev Zone 2 Development Impact Fees Interest Total - DIF-Parks Dev Zone 2: 538 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Budget 1580 - DIF-Parks Dev Zone 3 Development Impact Fees $3,806 $3,468 $15,000 $7,268 Interest $16,070 $15,118 $4,000 $382 Total - DIF-Parks Dev Zone 3: $19,876 $18,586 $19,000 $7,650 $1,928,806 $4,085,840 $3,421,142 $2,916,642 $312,784 $505,295 $387,211 $79,119 $2,241,590 $4,591,135 $3,808,353 $2,995,761 $1,162,744 $1,291,752 $1,292,000 $1,291,753 $98,557 $128,234 $109,000 $46,005 $1,261,301 $1,419,986 $1,401,000 $1,337,758 LTAF - Lottery $1,158,998 $1,132,225 $1,000,000 $1,000,000 Total - Local Transp. Assistance $1,158,998 $1,132,225 $1,000,000 $1,000,000 $0 $12,584,520 1600 - DIF-Roadway Improvements Development Impact Fees Interest Total - DIF-Roadway Improvem 1620 - DIF-General Government Development Impact Fees Interest Total - DIF-General Governmen 1640 - Local Transp. Assistance 1650 - Transportation Grants Miscellaneous Grants $794,263 $2,805,325 $4,368,471 $100,000 Total - Transportation Grants: $794,263 $2,805,325 $4,368,471 $12,684,520 $23,215,361 $25,051,367 $21,851,700 $24,851,700 $1,045,256 $997,431 $206,604 $1,137,140 $675,300 $669,884 $709,338 1660 - Transportation Sales Tax City Sales Tax Interest Grants Transit Revenue $187,715 $196,516 $110,492 $107,180 Miscellaneous $327,182 $13,766 $1,738 $0 $1,662 $0 Court Revenue $24,775,514 $26,934,380 $22,842,080 $26,805,358 City Sales Tax $3,084,637 $3,344,208 $3,733,520 $15,916,938 Total - Police Special Revenue: $3,084,637 $3,344,208 $3,733,520 $15,916,938 $1,542,318 $1,672,104 $1,866,648 $7,865,216 Total - Transportation Sales Tax 1700 - Police Special Revenue 1720 - Fire Special Revenue City Sales Tax Lease Proceeds Total - Fire Special Revenue: $500,000 $1,542,318 539 Return to TOC $1,672,104 $1,866,648 $8,365,216 Schedule Two by FUND Summary of Revenues FY 06 Actual FY 07 Actual Facility Rental Income $339,024 $367,420 $328,000 $330,000 Miscellaneous $148,683 $173,432 $146,000 $163,000 $39,902 $37,948 $35,000 $37,000 $527,609 $578,800 $509,000 $530,000 $383,983 $408,198 $455,895 $509,225 $23,400 $45,627 $12,000 $12,000 $710 $3,819 $600 $600 $408,093 $457,644 $468,495 $521,825 City Sales Tax $144,380 $927,756 $892,558 $1,226,227 Total - Zanjero Special Revenue: $144,380 $927,756 $892,558 $1,226,227 Arena Fees $3,689,251 $3,697,311 $3,778,812 $3,785,062 City Sales Tax $1,196,513 $1,220,100 $1,553,014 $1,795,098 $4,925,740 $5,331,826 $5,580,160 Fund Description FY 08 Estimate FY 09 Budget 1740 - Civic Center Equipment Rental Total - Civic Center: 1760 - Airport Special Revenue Airport Fees Lease Proceeds Miscellaneous Total - Airport Special Revenue: 1770 - Zanjero Special Revenue 1780 - Arena Special Revenue Miscellaneous Total - Arena Special Revenue: $8,329 $4,885,764 1790 - Stadium City Sales Tax - AZSTA City Sales Tax $1,423,878 $1,983,057 $1,700,000 $1,700,000 Total - Stadium City Sales Tax - $1,423,878 $1,983,057 $1,700,000 $1,700,000 Miscellaneous $286,699 $286,699 $287,329 $242,047 Total - CAP Grant: $286,699 $286,699 $287,329 $242,047 Grants $97,174 $101,921 $93,142 $97,881 Total - Emergency Shelter Grant $97,174 $101,921 $93,142 $97,881 $5,202,910 $4,569,150 $13,115,265 $14,298,192 $913,918 $1,338,678 $1,295 $8,341 $13,115,265 $14,298,192 1820 - CAP Grant 1830 - Emergency Shelter Grants 1840 - Grants Grants Miscellaneous Interest Recreation Revenue ($1,107) Other $15,025 Total - Grants: $6,132,041 540 Return to TOC $5,916,169 Schedule Two by FUND Summary of Revenues FY 06 Actual FY 07 Actual FY 08 Estimate $1,116,555 $1,928,507 $1,200,000 $500,000 Interest $59,675 $140,741 $200,000 $10,000 Federal Forfeitures $99,198 $6,169 $10,000 $10,000 $1,275,428 $2,075,417 $1,410,000 $520,000 $345,356 $421,615 $357,500 $357,500 Fund Description FY 09 Budget 1860 - RICO Funds State Forfeitures Total - RICO Funds: 1870 - Marketing Self Sust Miscellaneous Grants $10,000 $345,356 $431,615 $357,500 $357,500 $887,052 $1,014,609 $900,000 $1,060,000 $62,678 $89,376 $45,000 $45,000 $945,000 $1,105,000 Recreation Revenue $84,072 $84,072 Total - Parks & Recreation Desi $84,072 $84,072 Total - Marketing Self Sust: 1880 - Parks & Recreation Self Sust Recreation Revenue Facility Rental Income Grants ($21) Miscellaneous Total - Parks & Recreation Self $367 $1,270 $950,097 $1,105,234 1885 - Parks & Recreation Designated 1900 - G.O. Bond Debt Service Property Tax $17,743,484 $19,342,269 $24,699,472 $29,656,295 SRP In-Lieu $158,450 $156,712 $157,506 $157,506 $33,001 $37 $17,934,935 $19,499,018 $24,856,978 $29,813,801 Interest Total - G.O. Bond Debt Service: 1920 - HURF Debt Service Miscellaneous $5,390 Interest $4,712 $78 Total - HURF Debt Service: $4,712 $5,468 1940 - M.P.C. Debt Service Miscellaneous $1,312,758 Interest $83,229 $189,984 $85,000 $25,000 Total - M.P.C. Debt Service: $83,229 $189,984 $85,000 $1,337,758 Special Assessments Revenue $15,756 $6,312 Interest $13,287 $6,194 Total - Special Assessment Bond $29,043 $12,506 1960 - Special Assessment Bonds 541 Return to TOC Schedule Two by FUND Summary of Revenues FY 06 Actual FY 07 Actual $221,176 $265,690 Bond Proceeds $1,145,557 $20,594,798 Miscellaneous $833 $30,526 $1,367,566 $20,891,014 Fund Description FY 08 Estimate FY 09 Budget 1980 - Streets Constr. - 1999 Auth Interest Total - Streets Constr. - 1999 Au $460,867 $40,000 $460,867 $40,000 $0 $9,401,000 $420,750 $30,489 $420,750 $9,431,489 2000 - Hurf Street Bonds Bond Proceeds Interest $15,932,114 $173,909 $566,573 $4,453 $30,551 $16,110,476 $597,124 Miscellaneous Total - Hurf Street Bonds: 2020 - Streets Constr-1987 G.O. Auth Miscellaneous $46,992 Interest $4,344 $2,063 Total - Streets Constr-1987 G.O. $4,344 $49,055 $12,786,113 $28,951,413 $0 $46,606,000 $97,856 $22,470 $483,242 $0 $483,242 $46,606,000 $0 $4,434,000 $0 2040 - Public Safety Construction Bond Proceeds Interest Miscellaneous Total - Public Safety Constructio $9,817 $12,883,969 $28,983,700 2060 - Parks Construction Bond Proceeds Interest Miscellaneous Total - Parks Construction: $7,882,788 $572,955 $473,397 $289,672 $21,382 $3,422 $1,086 $8,477,125 $476,819 $290,758 $4,434,000 $328,029 $0 $4,230,000 $328,029 $0 $4,230,000 $0 $13,718,000 $0 $0 2080 - Gov't Facilities - 1999 Auth Bond Proceeds Miscellaneous $1,405 Total - Gov't Facilities - 1999 Au $1,405 2100 - Economic Dev. Constr-1999 Auth Bond Proceeds Interest $8,640 Miscellaneous Total - Economic Dev. Constr-19 $4,104 $642 $8,640 $4,746 $0 $13,718,000 $190,731 $1,708,894 $32,965 $785,558 2120 - Airport Capital Projects Grants 542 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description FY 06 Actual Interest Total - Airport Capital Projects: FY 07 Actual $43 $44 $190,774 $1,708,938 FY 08 Estimate FY 09 Budget $32,965 $785,558 2130 - Cultural Facility Bond Fund Miscellaneous $2,888 Interest $29,496 Total - Cultural Facility Bond F $29,496 $2,888 2140 - Open Space/Trails Constr-99 Au Interest $35,376 $30,297 $32,000 $15,887 Total - Open Space/Trails Const $35,376 $30,297 $32,000 $15,887 $0 $6,789,000 2160 - Library Construction Bond Proceeds Interest $4,105 $1,949 $1,000 Total - Library Construction: $4,105 $1,949 $0 $6,790,000 Bond Proceeds $8,010,732 $12,323,584 $0 $11,328,000 Miscellaneous $164,592 $326,570 $950,000 $0 $71,266 $245,041 $20,000 $0 $970,000 $11,328,000 Miscellaneous $0 $26,000,000 Bond Proceeds $111,063,499 $11,000,000 $30,000 $30,000 $111,093,499 $37,030,000 $106,408 $106,408 2180 - Flood Control Construction Interest Grants Total - Flood Control Constructi $151,551 $8,246,590 $13,046,746 2210 - Transportation Capital Project Interest Total - Transportation Capital P 2240 - Arena Construction Fund Interest $78,326 $37,195 Total - Arena Construction Fun $78,326 $37,195 2260 - Arena Dev. Review & Inspection Interest $156,568 Miscellaneous $1,842 Building Permits ($29) Fire Department Fees $759 Total - Arena Dev. Review & Ins $2,388 $157,298 $4,230 $170,479 $257,106 2280 - Cemetery Perpetual Care Interest 543 Return to TOC Schedule Two by FUND Summary of Revenues FY 06 Actual FY 07 Actual $170,479 $257,106 $106,408 $106,408 Bond Proceeds $83,044,058 $45,683,641 $65,500,000 $71,500,000 Water Revenues $29,183,161 $31,845,441 $34,555,000 $43,120,000 Sewer Revenue $18,200,183 $23,180,953 $23,050,000 $24,050,000 $5,793,071 $4,686,519 $3,500,000 $3,500,000 Interest $2,614,569 $4,701,704 $1,700,000 $1,530,000 Miscellaneous $8,414,976 $814,196 $1,094,000 $1,094,000 Sewer Development Impact Fees $1,868,089 $1,555,281 $1,500,000 $1,000,000 $210,000 $212,000 $173,000 $176,000 $138,273 $100,000 $120,000 $4,400 $0 Fund Description Total - Cemetery Perpetual Care FY 08 Estimate FY 09 Budget 2360 - Water and Sewer Water Development Impact Fees Staff & Adm Chargebacks City Property Rental Lease Proceeds Grants $21,381 $10,835 Facility Rental Income $7,404 $149,349,488 $112,836,247 $131,176,400 $146,090,000 Tipping Fees $2,675,623 $3,585,878 $3,325,000 $3,455,000 Internal Charges $2,459,114 $2,725,958 $2,500,000 $2,500,000 Recycling Sales $2,692,192 $3,307,805 $2,305,000 $2,005,000 Interest $642,056 $1,091,336 $950,000 $900,000 Staff & Adm Chargebacks $370,000 $369,752 $370,000 $316,758 Miscellaneous $155,582 $148,000 $98,000 Development Impact Fees $154,110 $131,254 $140,000 $60,000 $9,148,677 $11,206,280 $9,738,000 $9,334,758 Residential Sanitiation $9,459,977 $9,551,175 $9,597,562 $9,622,555 Commercial Sanitation Frontload $3,267,939 $3,397,164 $3,400,000 $3,450,000 $690,933 $952,476 $900,000 $900,000 $1,370,300 $700,800 $840,500 $813,000 Internal Charges $300,789 $322,397 $365,000 $325,000 Outside City Commercial $217,014 $250,470 $225,000 $211,900 Interest $87,689 $209,578 $150,000 $200,000 Staff & Adm Chargebacks $39,505 $41,748 $41,749 $47,357 Miscellaneous Bin Service $64,800 $45,105 $30,000 $40,000 Miscellaneous $55,056 $102,083 $40,000 $35,000 Sanitation Development Impact Fe $51,117 $15,456 $17,000 $17,000 $7,529 $10,482 $10,000 $5,000 $15,612,648 $15,598,934 $15,616,811 $15,666,812 Total - Water and Sewer: 2440 - Landfill Total - Landfill: ($5,703) 2480 - Sanitation Commercial Sanitation Rolloff Lease Proceeds Recycling Sales Total - Sanitation: 544 Return to TOC Schedule Two by FUND Summary of Revenues FY 06 Actual Fund Description FY 07 Actual FY 08 Estimate FY 09 Budget 2500 - Pub Housing Budget Activities Grants $1,609,038 $1,786,828 $8,221,439 $8,268,294 Total - Pub Housing Budget Acti $1,609,038 $1,786,828 $8,221,439 $8,268,294 Partner Revenue $696,831 $2,188,254 $2,275,284 Total - Training Facility Revenu $696,831 $2,188,254 $2,275,284 Partner Revenue $10,752,406 $0 $0 Total - Training Facility Capital $10,752,406 $0 $0 $2,556,244 $2,760,061 $2,812,791 $2,828,000 $95,995 $157,778 $1,000,000 $1,000,000 Miscellaneous $37,591 $0 $0 Security Revenue $30,340 $0 $0 $2,985,770 $3,812,791 $3,828,000 $1,137,500 $1,024,892 $991,514 $992,638 $152,686 $247,598 $125,000 $125,000 $30,340 $0 $0 $1,290,186 $1,302,830 $1,116,514 $1,117,638 $11,260,808 $11,663,592 $12,544,766 $15,785,361 Employee Contributions $3,822,489 $4,021,927 $3,920,676 $4,633,000 Retiree Contributions $2,105,603 $2,256,437 $2,496,464 $2,950,031 Interest $248,769 $304,795 $75,045 $112,792 Miscellaneous $116,496 $36,961 $0 $0 $17,554,165 $18,283,712 $19,036,951 $23,481,184 $536,109,880 $595,560,143 $602,100,091 $682,389,194 2530 - Training Facility Revenue Fund 2536 - Training Facility Capital Proj 2540 - Risk Management Self Insurance Internal Charges Interest Total - Risk Management Self In $2,652,239 2560 - Workers Comp. Self Insurance Internal Charges Interest Security Revenue Total - Workers Comp. Self Insu 2580 - Benefits Trust Fund City Contributions Total - Benefits Trust Fund: Grand Total : 545 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget 1000 - General Administrative Svcs $264,735 $266,047 $266,047 $465,208 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 $775,753 $1,161,831 $9,000 $863,857 $48,884 $470,029 $381,914 $3,711,268 $746,200 $1,286,886 $9,000 $882,604 $75,060 $494,688 $412,038 $3,906,476 $866,200 $1,286,886 $9,000 $882,604 $75,060 $494,688 $412,038 $4,026,476 $904,235 $1,198,018 $9,000 $943,384 $607 $504,038 $393,821 $3,953,103 Human Resources 11010 Risk Management/Safety 11020 Benefits 11030 Human Resources Administration 11040 Employment Services 11050 Employee Relations 11060 Compensation 11070 Organizational Development Total for Human Resources $501,189 $361,343 $775,245 $483,635 $215,509 $382,183 $414,488 $3,133,592 $556,407 $365,951 $868,241 $476,888 $185,400 $431,447 $346,071 $3,230,405 $541,552 $313,550 $940,915 $526,645 $185,400 $399,090 $406,404 $3,313,556 $638,121 $270,057 $753,085 $397,772 $230,660 $459,304 $452,591 $3,201,590 11510 Information Technology $3,505,315 $3,911,880 $3,707,023 $3,884,994 Lease Pmts/OtherFees 11380 Lease Payments 11390 Merchant Fees 89800 1000 Advisor Fees Total for Lease Pmts/OtherFees $9,532,023 $192,823 $107,083 $9,831,929 $2,841,092 $160,000 $112,680 $3,113,772 $2,994,333 $160,000 $149,241 $3,303,574 $2,755,366 $160,000 $149,241 $3,064,607 $607,569 $150,588 $758,157 $684,231 $160,960 $845,191 $684,231 $160,960 $845,191 $677,449 $163,676 $841,125 $21,204,996 $15,273,771 $15,461,867 $15,410,627 $2,357,794 $852,849 $3,210,643 $2,787,567 $575,000 $3,362,567 $2,787,669 $575,000 $3,362,669 $2,886,534 $575,000 $3,461,534 $368,373 $215,940 $404,673 $184,247 $404,673 $184,247 $446,864 $181,972 11210 Administration Services Admin. Management & Budget 11610 Budget & Research 11620 Grants Administration Total for Management & Budget TOTAL - Administrative Svcs: Appointed Officials City Attorney 10610 City Attorney 10620 Attorney-Spec Proj Fees/Costs Total for City Attorney City Clerk 10210 City Clerk 10220 Records Management 546 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name City Clerk 10230 Passport Services 10240 Elections Total for City Clerk FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget $2,356 $236,743 $823,412 $2,000 $277,990 $868,910 $2,000 $115,682 $706,602 $1,135 $116,990 $746,961 $4,088,607 $4,599,468 $4,514,543 $4,625,868 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 $542,058 $72,035 $75,567 $72,969 $66,798 $86,174 $59,000 $974,601 $582,716 $101,600 $96,301 $96,362 $96,143 $96,279 $95,389 $1,164,790 $576,115 $79,644 $79,754 $79,367 $82,051 $73,668 $85,733 $1,056,332 $586,333 $104,511 $99,060 $99,121 $98,902 $99,037 $98,155 $1,185,119 10010 Office of the Mayor $344,327 $365,488 $359,297 $378,211 TOTAL - Appointed Officials: $9,441,590 $10,361,223 $9,999,443 $10,397,693 Community Dev. Building Safety 15610 Building Safety 15620 Development Services Center 15630 Westgate-Bldg Safety Rvw/Insp. Total for Building Safety $2,161,488 $618,426 $973,613 $3,753,527 $2,518,943 $736,061 $1,239,552 $4,494,556 $2,518,973 $736,061 $1,239,552 $4,494,586 $2,571,344 $750,041 $1,023,291 $4,344,676 $438,993 $461,513 $462,513 $181,910 $29,242 $44,477 $44,477 $42,476 Planning 15910 Planning Administration 15920 Zoning Admin & Tech. Assist. 15930 Current Planning 15940 Long-Range Planning & Research Total for Planning $502,598 $326,132 $686,173 $266,344 $1,781,247 $522,292 $411,281 $751,615 $278,179 $1,963,367 $522,248 $411,281 $751,615 $278,179 $1,963,323 $518,265 $919,652 $368,306 $1,806,223 TOTAL - Community Dev.: $6,003,009 $6,963,913 $6,964,899 $6,375,285 $1,380,098 $1,685,573 $1,685,373 $1,643,655 10410 City Court 15510 CD Deputy City Manager 12910 HazMat Incidence Response Community Services 14410 Code Compliance 547 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name Comm. Partnerships 15010 Community Revitalization 15015 Neighborhood Partnership 15020 Neighborhood Volunteer Program 15025 Mega Events - N'Hood/Volunteer Total for Comm. Partnerships FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget $489,657 $554,268 $191 $40,429 $1,084,545 $526,020 $579,733 $526,020 $555,681 $483,206 $532,071 $73,434 $1,179,187 $1,081,701 $1,015,277 $270,779 $282,995 $282,995 $296,654 $8,286,740 $140,304 $8,427,044 $8,544,168 $153,911 $8,698,079 $8,544,168 $153,911 $8,698,079 $8,556,345 $156,499 $8,712,844 15120 Neighborhood Improvement Grant $546,869 $1,580,345 $677,277 $1,322,699 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 $275,702 $341,210 $220,364 $2,140,490 $2,004,469 $23,974 $235,177 $207,323 $965,330 $406,046 $873,581 $212,160 $348,158 $632,687 $262,887 $184,912 $366,445 $1,466,789 $52,531 $65,492 $274,391 $11,560,118 $267,741 $370,296 $330,725 $4,131,720 $262,645 $370,296 $329,469 $4,485,720 $263,543 $360,155 $325,930 $4,512,855 $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 $243,124 $238,108 $1,014,325 $431,542 $924,921 $213,443 $511,375 $585,244 $247,925 $156,608 $383,541 $1,785,000 $255,575 $248,143 $991,462 $412,051 $891,721 $225,387 $525,314 $572,731 $228,507 $144,409 $371,501 $1,938,069 $32,490 $339,247 $12,363,808 $32,490 $339,247 $12,555,023 $34,351 $335,218 $12,636,922 $29,384 $100,432 $30,253 $109,120 $23,298,837 $25,890,419 $25,010,701 $25,737,171 14510 Comm. Services Admin. Library & Arts 15220 Library 15230 Arts Maintenance - Admin. Total for Library & Arts 15110 Res. Infill Housing Incentives TOTAL - Community Services: 548 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name Fac & Fin Mgmt Conv./Media/Parking 10890 Convention/Media/Parking 10891 Media Center Operations Total for Conv./Media/Parking Economic Development 16010 Economic Development 16030 Super Bowl Event Pre-Planning 16040 Downtown Beaut. & Promotion Total for Economic Development FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget $121,923 $2,295,474 $121,923 $2,295,474 $2,136,840 $158,634 $2,295,474 $1,895,039 $184,963 $2,080,002 $887,043 $137,535 $971,576 $971,576 $960,955 $806,018 $1,777,594 $806,018 $1,777,594 $361,278 $1,322,233 $1,024,578 $278,698 11220 Facilities & Financial Mgmt 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. $1,248,297 $571,109 $52,497 $1,293,183 $441,136 $67,083 $1,476,581 $456,942 $60,150 $237,213 $792,672 $2,901,788 $1,221,272 $441,136 $67,083 $169,000 $342,705 $827,269 $3,068,465 $342,705 $827,269 $2,971,376 $331,336 $806,395 $3,131,404 Rebates & Incentives 16210 Rebates & Incentives 16220 Visual Improvement Program 16230 Redevelopment Land Acquisition Total for Rebates & Incentives $1,169,235 $112,736 $306,339 $1,588,310 $2,918,400 $561,898 $1,592,148 $5,072,446 $2,918,400 $71,441 $203,052 $3,192,893 $2,905,200 $573,309 $1,380,360 $4,858,869 TOTAL - Fac & Fin Mgmt: $5,636,599 $12,213,979 $10,237,337 $11,671,206 $404,754 $428,272 $428,362 $453,683 $1,319,900 $1,343,725 $1,342,642 $1,383,464 $17,381 $26,181 $26,181 $141,814 $531,226 $631,513 $631,553 $767,868 $2,273,261 $2,429,691 $2,428,738 $2,746,829 Internal Services 10710 City Auditor 10310 City Manager 14420 CAP Local Match 10910 Intergovernmental Programs TOTAL - Internal Services: 549 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget 11801 Fund 1000 Non-Dept $723,821 $1,631,667 $1,563,112 $1,108,917 TOTAL - Non-Departmental: $723,821 $1,631,667 $1,563,112 $1,108,917 $707,300 $152,991 $265,900 $189,794 $16,665,374 $155,552 $3,095,264 $373,302 $376,361 $103,751 $1,097,690 $486,252 $184,737 $593,352 $823,622 $162,526 $437,244 $128,235 $18,056,067 $822,622 $272,206 $436,244 $126,735 $17,122,751 $1,841,477 $126,681 $32,407 $17,982,517 $3,124,060 $440,833 $515,885 $110,632 $1,150,106 $391,749 $311,733 $487,005 $2,515,138 $438,319 $509,885 $2,822,315 $387,043 $454,168 $1,150,106 $390,749 $1,121,258 $498,968 $522,345 $702,000 $512,683 $736,076 Non-Departmental Public Safety Fire Department 12410 Fire Administration 12415 Fire Admin Services 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 12492 Air-Med & Logistics Ops (HALO) 12515 Fire - Fiesta Bowl Event 12520 Stadium - Fire Event Staffing 12521 PS Training Ctr - Fire Total for Fire Department $390,493 $312,904 $25,151,017 $264,726 $517,099 $720,820 $27,642,342 $720,820 $25,729,920 $681,053 $27,196,646 Homeland Security 12810 Homeland Security Admin. 12820 Emergency Operations Ctr (EOC) Total for Homeland Security $109,266 $919,916 $1,029,182 $122,542 $854,845 $977,387 $122,542 $879,345 $1,001,887 $129,987 $902,388 $1,032,375 $336,620 $2,335,122 $12,336,126 $7,426,331 $1,624,753 $9,812,833 $6,142,833 $592,082 $58,095 $2,345,049 $412,458 $2,822,332 $11,284,505 $7,983,289 $1,933,737 $9,897,958 $4,670,222 $847,751 $412,458 $2,148,006 $11,640,846 $7,873,233 $1,926,430 $9,897,958 $4,670,222 $494,147 $3,781,884 $12,375,283 $8,344,339 $1,930,203 $10,446,363 $3,345,962 $3,802,812 $2,080,754 $2,305,996 $1,161,333 $1,313,948 $312,904 $1,798,293 $3,066,045 $2,363,738 $1,621,611 $720,819 $4,139,461 $2,358,999 $2,329,694 $1,932,043 $64,737 $3,296,698 $2,627,443 $720,819 $4,084,316 $681,052 $5,185,780 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 12215 PD - Tow Administration 12220 PD - Detention 12230 PD - Communications 12231 Stadium - PD Event Staffing 12232 PS Training Ctr - Police 12233 PD - Special Operations 550 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget Police Department 12234 PD - Fiesta Bowl Event Total for Police Department $49,902,318 $1,455,822 $57,022,560 $50,143,735 $54,505,934 TOTAL - Public Safety: $76,082,517 $85,642,289 $76,875,542 $82,734,955 $531,334 $320,221 $320,221 $406,757 $198,420 $330,809 $304,719 $228,494 $265,465 $423,560 $599,694 $208,964 $223,165 $3,721,381 $433,383 $305,479 $341,351 $330,551 $236,211 $289,979 $498,176 $645,026 $253,794 $230,728 $3,884,899 $433,183 $305,479 $341,351 $330,551 $236,211 $289,979 $485,407 $645,026 $253,794 $243,497 $3,884,699 $484,735 $172,317 $551,211 $885,193 $0 $0 $201,747 $204,554 $520,144 $656,504 $254,572 $225,765 $4,156,742 $1,057,195 $232,416 $10,473 $263,200 $4,392,352 $1,344,229 $1,146,465 $245,567 $12,117 $370,439 $4,509,878 $1,453,820 $84,367 $1,118,657 $253,833 $5,117 $355,054 $4,984,099 $1,299,308 $156,400 $7,299,865 $1,106,465 $245,567 $12,117 $236,840 $4,469,878 $1,453,820 $124,367 $24,000 $7,673,054 $7,822,653 $8,172,468 $198,088 $208,080 $208,080 $213,329 $11,219,334 $11,766,033 $11,915,432 $12,542,539 $155,883,964 $172,172,985 $160,457,071 $168,725,222 $85,000 $85,000 $194,000 $194,000 Public Works Engineering 13710 BofA Bank Building 13715 Promenade at Palmaire 13720 Engineering Administration 13730 CIP Administration 13740 CIP Design 13750 CIP Construction 13760 Real Estate Services 13770 Mapping and Records 13780 Land Development Division 13790 Construction Inspection 13800 Materials Testing 13820 Utility Inspection Total for Engineering 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 13310 Public Works Administration TOTAL - Public Works: TOTAL - General FY 08 Estimate 1010 - National Events Fac & Fin Mgmt 16120 National Events Pre-Planning Marketing and Comm. 14180 Mkt'g - Fiesta Bowl Event 14181 Mkt'g - BCS Event 14182 Mkt'g - Super Bowl Event $336,941 $133,207 551 Return to TOC FY 09 Budget Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget Marketing and Comm. Total for Marketing and Comm. $470,148 $194,000 $194,000 TOTAL - Fac & Fin Mgmt: $470,148 $279,000 $279,000 Public Safety Fire Department 12550 Fire - Fiesta Bowl Event 12555 Fire - BCS Event 12560 Fire - Super Bowl Event Total for Fire Department $225,862 $214,389 $921,409 $921,409 $921,409 $921,409 $279,350 $229,350 $663,108 $1,039,362 $1,039,362 $1,039,362 $1,039,362 $1,103,359 $2,240,121 $2,190,121 $1,241,449 $452,088 $116,088 $439,729 $359,729 $439,729 $359,729 $1,751,877 $891,817 $475,817 $3,325,384 $3,410,938 $2,944,938 Public Works Field Operations 13510 Equipment Management 13520 Fuel Services 13530 Parts Store Operations Total for Field Operations $4,022,533 $3,055,093 $1,725,206 $8,802,832 $4,194,451 $3,261,139 $1,750,075 $9,205,665 $4,194,451 $3,261,139 $1,743,319 $9,198,909 $4,266,442 $3,335,054 $2,172,750 $9,774,246 TOTAL - Public Works: $8,802,832 $9,205,665 $9,198,909 $9,774,246 $440,251 12399 EOC - Super Bowl Event Police Department 12350 PD - Fiesta Bowl Event 12355 PD - BCS Event 12360 PD - Super Bowl Event Total for Police Department TOTAL - Public Safety: $445,940 $217,168 Public Works 13500 Right-of-Way - Mega Events Transportation 16350 Transp - Fiesta Bowl Event 16355 Transp - BCS Event 16360 Transp - Super Bowl Event 16365 Transp - Stadium Mgmt Plan Total for Transportation TOTAL - Public Works: TOTAL - National Events $228,164 $44,269 $237,995 $510,428 1040 - General Services 552 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget TOTAL - General Services $8,802,832 $9,205,665 $9,198,909 $9,774,246 11520 Telephones $601,777 $1,013,617 $738,831 $1,015,462 TOTAL - Administrative Svcs: $601,777 $1,013,617 $738,831 $1,015,462 $601,777 $1,013,617 $738,831 $1,015,462 13610 Equipment Replacement $3,038,277 $3,029,741 $2,399,153 $3,029,741 TOTAL - Public Works: $3,038,277 $3,029,741 $2,399,153 $3,029,741 $3,038,277 $3,029,741 $2,399,153 $3,029,741 11530 Technology Replacement $2,387,859 $2,607,583 $2,088,158 $3,764,888 TOTAL - Administrative Svcs: $2,387,859 $2,607,583 $2,088,158 $3,764,888 TOTAL - PC Replacement $2,387,859 $2,607,583 $2,088,158 $3,764,888 14210 Communications Production $2,773 $54,700 $54,700 $54,700 TOTAL - Fac & Fin Mgmt: $2,773 $54,700 $54,700 $54,700 $54,700 $54,700 $54,700 1100 - Telephone Services Administrative Svcs TOTAL - Telephone Services 1120 - Vehicle Replacement Public Works TOTAL - Vehicle Replacement 1140 - PC Replacement Administrative Svcs 1160 - Cable Communications Fac & Fin Mgmt Internal Services 14220 PEG-Public Safety $595 TOTAL - Internal Services: $595 TOTAL - Cable Communications $3,368 553 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget 1190 - Employee Groups Administrative Svcs Employee Groups 11110 GEMS 11120 Diversity Committee 11130 Glendale Hispanic Network 11140 Holiday Event Total for Employee Groups $31,183 $51,749 $22,670 $28,825 $134,427 TOTAL - Administrative Svcs: $30,000 $84,909 $8,390 $28,411 $18,108 $30,000 $84,909 $134,427 $84,909 $84,909 $84,909 $134,427 $84,909 $84,909 $84,909 15310 Arts Maintenance $54,951 $127,787 $127,787 $127,787 TOTAL - Community Services: $54,951 $127,787 $127,787 $127,787 $54,951 $127,787 $127,787 $127,787 Appointed Officials City Court 10510 Court Security 10520 Court Time Payments 10530 Fill the Gap Total for City Court $274,091 $67,079 $84,259 $425,429 $299,644 $44,000 $42,000 $385,644 $319,962 $3,725 $54,000 $377,687 $347,578 $206,980 $57,000 $611,558 TOTAL - Appointed Officials: $425,429 $385,644 $377,687 $611,558 $425,429 $385,644 $377,687 $611,558 Community Services Library & Arts 15410 Library Book Fund 15420 Library Special Revenue Total for Library & Arts $140,403 $97,802 $238,205 $231,003 $105,150 $336,153 $231,003 $105,150 $336,153 $207,313 $105,150 $312,463 TOTAL - Community Services: $238,205 $336,153 $336,153 $312,463 $238,205 $336,153 $336,153 $312,463 TOTAL - Employee Groups $54,909 $54,909 $30,000 $84,909 1220 - Arts Commission Fund Community Services TOTAL - Arts Commission Fund 1240 - Court Security/Bonds TOTAL - Court Security/Bonds 1260 - Library TOTAL - Library 554 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget 1270 - G.F. Revenue Oblgs Administrative Svcs 89811 1270 Advisor Fees $26,664 TOTAL - Administrative Svcs: $26,664 $26,664 TOTAL - G.F. Revenue Oblgs 1280 - Youth Sports Complex Community Dev. 15710 Stadium - Development Services $46,349 TOTAL - Community Dev.: $46,349 Community Services 13290 YSC - Parks & Rec $188,897 $267,189 $239,277 $262,000 TOTAL - Community Services: $188,897 $267,189 $239,277 $262,000 16110 YSC - Econ. Dev. $252,517 $303,021 $303,021 $303,051 TOTAL - Fac & Fin Mgmt: $252,517 $303,021 $303,021 $303,051 13470 YSC - Facilities Mgt. $31,328 $126,731 $90,000 $65,000 TOTAL - Public Works: $31,328 $126,731 $90,000 $65,000 $519,091 $696,941 $632,298 $630,051 Fac & Fin Mgmt Public Works TOTAL - Youth Sports Complex 1281 - Stadium Event Operations Community Services 15025 Mega Events - N'Hood/Volunteer $50,000 TOTAL - Community Services: $50,000 555 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget Fac & Fin Mgmt 10840 Mkt'g - Fiesta Bowl Event $169,000 $169,000 TOTAL - Fac & Fin Mgmt: $169,000 $169,000 Public Safety Fire Department 12515 Fire - Fiesta Bowl Event 12520 Stadium - Fire Event Staffing Total for Fire Department $264,726 $517,098 $781,824 $160,000 $230,000 $390,000 Police Department 12231 Stadium - PD Event Staffing 12234 PD - Fiesta Bowl Event Total for Police Department $1,711,171 $1,455,822 $3,166,993 $1,328,717 $402,773 $1,731,490 TOTAL - Public Safety: $3,948,817 $2,121,490 Public Works Transportation 16840 Stadium - Transportation Ops. 16845 Transp - Fiesta Bowl Event Total for Transportation $723,113 $106,623 $829,736 $646,127 $80,000 $726,127 TOTAL - Public Works: $829,736 $726,127 $4,997,553 $3,016,617 12490 Arena - Fire Event Staffing $311,733 $307,407 12190 Arena-PD Event Staffing $847,751 $852,549 $1,159,484 $1,159,956 16740 Arena - ROW Maintenance $62,500 $50,000 16830 Arena - Transportation Ops. $78,779 $15,000 TOTAL - Stadium Event Operations 1282 - Arena Event Operations Public Safety TOTAL - Public Safety: Public Works 556 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget TOTAL - Public Works: TOTAL - Arena Event Operations FY 08 Estimate FY 09 Budget $141,279 $65,000 $1,300,763 $1,224,956 1300 - Home Grant Community Services 30001 HOME Program $1,299,382 $1,593,837 $449,172 $1,418,124 TOTAL - Community Services: $1,299,382 $1,593,837 $449,172 $1,418,124 $1,299,382 $1,593,837 $449,172 $1,418,124 31001 CDBG Programs $2,682,154 $4,118,886 $2,863,947 $3,093,418 TOTAL - Community Services: $2,682,154 $4,118,886 $2,863,947 $3,093,418 $2,682,154 $4,118,886 $2,863,947 $3,093,418 $2,370,710 $6,910,488 $767,077 $28,632 $10,076,907 $2,579,905 $4,037,409 $696,228 $62,500 $7,376,042 $2,603,905 $4,037,409 $696,228 $2,625,093 $3,993,577 $637,814 $7,337,542 $7,256,484 $1,277,740 $968,059 $1,448,822 $940,508 $1,309,753 $947,862 $579,743 $1,665,081 $62,474 $370,008 $255,923 $5,610,910 $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 $608,761 $1,615,702 $79,605 $438,296 $300,512 $5,432,206 $587,701 $1,924,420 $83,088 $520,606 $309,772 $5,683,202 $15,687,817 $13,965,477 $12,769,748 $12,939,686 $15,687,817 $13,965,477 $12,769,748 $12,939,686 TOTAL - Home Grant 1320 - C.D.B.G. Community Services TOTAL - C.D.B.G. 1340 - Highway User Gas Tax Public Works Field Operations 16710 Right-of-Way Maintenance 16720 Street Maintenance 16730 Street Cleaning 16740 Arena - ROW Maintenance Total for Field Operations 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 - Public Works: TOTAL - Highway User Gas Tax $431,882 557 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget 1660 - Transportation Sales Tax Administrative Svcs 89812 1660 Advisor Fees $7,282 TOTAL - Administrative Svcs: $7,282 Public Works 16310 Transportation Engineering Pgm $104,765 $111,635 $111,635 $119,354 $1,229,395 $215,445 $5,547,621 $266,955 $2,047,421 $266,955 $2,696,593 $3,653,689 $10,449 $2,949 $474,208 $170,878 $2,990,075 $5,111,711 $65,310 $3,026,417 $4,657,941 $65,310 $2,319,267 $259,832 $349,467 $2,642,701 $5,806,416 $65,310 $679,652 $370,640 $81,413 $100,000 $11,295,749 $723,780 $372,933 $113,893 $293,571 $12,947,170 Transportation 16510 Transportation Program Mgmt 16520 Transportation Education 16525 Transit Management 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 $8,627 $8,462,233 $679,652 $370,640 $81,413 $402,200 $15,515,577 TOTAL - Public Works: $8,566,998 $15,627,212 $11,407,384 $13,066,524 $8,566,998 $15,634,494 $11,407,384 $13,066,524 12310 Patrol - Special Revenue Fund $3,666,417 $4,002,264 $12,428,960 $16,370,001 TOTAL - Public Safety: $3,666,417 $4,002,264 $12,428,960 $16,370,001 $3,666,417 $4,002,264 $12,428,960 $16,370,001 12610 Fire - Special Revenue Fund $1,832,058 $2,070,860 $5,800,815 $8,631,958 TOTAL - Public Safety: $1,832,058 $2,070,860 $5,800,815 $8,631,958 TOTAL - Transportation Sales Tax 1700 - Police Special Revenue Public Safety TOTAL - Police Special Revenue 1720 - Fire Special Revenue Public Safety 558 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget TOTAL - Fire Special Revenue $1,832,058 $2,070,860 $5,800,815 $8,631,958 11710 Civic Center $855,696 $908,313 $908,313 $941,053 TOTAL - Fac & Fin Mgmt: $855,696 $908,313 $908,313 $941,053 $855,696 $908,313 $908,313 $941,053 16410 Airport Operations $491,155 $590,798 $590,798 $656,426 TOTAL - Public Works: $491,155 $590,798 $590,798 $656,426 $491,155 $590,798 $590,798 $656,426 11420 Arena Renewal and Replacement $189,250 $270,750 $270,750 $277,000 TOTAL - Administrative Svcs: $189,250 $270,750 $270,750 $277,000 $189,250 $270,750 $270,750 $277,000 1740 - Civic Center Fac & Fin Mgmt TOTAL - Civic Center 1760 - Airport Special Revenue Public Works TOTAL - Airport Special Revenue 1780 - Arena Special Revenue Administrative Svcs TOTAL - Arena Special Revenue 1790 - Stadium City Sales Tax - AZSTA Administrative Svcs 11400 AZSTA - Stadium Tax Refund $2,604,607 $1,700,000 $1,700,000 $1,700,000 TOTAL - Administrative Svcs: $2,604,607 $1,700,000 $1,700,000 $1,700,000 $2,604,607 $1,700,000 $1,700,000 $1,700,000 $466,128 $466,128 $426,892 TOTAL - Stadium City Sales Tax - AZS 1820 - CAP Grant Internal Services Comm. Action Program 32040 Community Action Program (CAP) 32041 Youth Choices Mini Grant $451,476 ($1) 559 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget Comm. Action Program Total for Comm. Action Program $451,475 $466,128 $466,128 $426,892 TOTAL - Internal Services: $451,475 $466,128 $466,128 $426,892 $451,475 $466,128 $466,128 $426,892 31905 Emergency Shelter Grant $101,921 $99,946 $98,559 $97,881 TOTAL - Community Services: $101,921 $99,946 $98,559 $97,881 $101,921 $99,946 $98,559 $97,881 32010 Grant Match Funds - Mgt & Bdgt $150,000 $150,000 $150,000 $150,000 TOTAL - Administrative Svcs: $150,000 $150,000 $150,000 $150,000 TOTAL - CAP Grant 1830 - Emergency Shelter Grants Community Services TOTAL - Emergency Shelter Grants 1840 - Grants Administrative Svcs Community Dev. 36500 Water Watchers Grant $12,216 $10,000 TOTAL - Community Dev.: $12,216 $10,000 Community Services 36006 Grant Approp - Library Parks & Recreation 35004 Grant Approp - Parks & Rec 35006 T-Bird Paseo Trail Signage 35007 Heritage Fd Sahuaro Ranch BCA 35008 Youth Football Hub Grant Total for Parks & Recreation TOTAL - Community Services: Miscellaneous Grants Grants 32118 Miscellaneous Grants 32123 Domestic Violence Grant $129,241 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $60,211 $560,211 $60,211 $560,211 $56,781 $556,781 $203,021 $1,060,211 $1,060,211 $1,056,781 $327,933 $500,000 $71,937 $1,239,597 $124,217 $951,607 $39,583 $10,500 $23,697 $73,780 560 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget Grants 32136 DV Pilot Project Grant Total for Grants $327,933 $571,937 $1,363,814 $70,065 $1,021,672 TOTAL - Miscellaneous Grants: $327,933 $571,937 $1,363,814 $1,021,672 $822,062 $3,025,000 $3,025,000 $3,025,000 Police Department 33002 Victim Rights - PD 33018 VOCA 2003-113 33021 Grant Approp - Police Dept Total for Police Department $78,052 $127,180 $2,961,833 $3,167,065 $22,800 $179,023 $3,697,737 $3,899,560 $22,800 $179,023 $3,697,737 $3,899,560 $22,800 $182,752 $3,600,000 $3,805,552 TOTAL - Public Safety: $3,989,127 $6,924,560 $6,924,560 $6,830,552 $4,682,297 $8,706,708 $9,508,585 $9,059,005 Public Safety Police Department 32020 Federal RICO 32030 State RICO Total for Police Department $91,030 $1,118,477 $1,209,507 $225,000 $1,095,714 $1,320,714 $225,000 $1,095,714 $1,320,714 $225,000 $1,074,146 $1,299,146 TOTAL - Public Safety: $1,209,507 $1,320,714 $1,320,714 $1,299,146 $1,209,507 $1,320,714 $1,320,714 $1,299,146 Fac & Fin Mgmt 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. $4,512 $48,227 $139,004 $86,763 $91,000 $122,015 $208,355 $176,815 $17,087 $14,772 $908,550 $10,000 $40,000 $111,000 $75,000 $100,000 $90,000 $160,000 $175,798 $30,000 $30,000 $60,000 $881,798 $10,000 $40,000 $111,000 $75,000 $100,000 $90,000 $160,000 $175,798 $30,000 $30,000 $60,000 $881,798 $10,000 $40,000 $111,000 $55,000 $100,000 $90,000 $160,000 $175,798 $30,000 $30,000 $60,000 $861,798 TOTAL - Fac & Fin Mgmt: $908,550 $881,798 $881,798 $861,798 Public Safety 34001 Grant Approp - Fire Dept TOTAL - Grants 1860 - RICO Funds TOTAL - RICO Funds 1870 - Marketing Self Sust 561 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget $908,550 $881,798 $4,639 $1,181 $5,486 $3,868 $1,208 $767 TOTAL - Marketing Self Sust FY 08 Estimate FY 09 Budget $881,798 $861,798 $55,000 $85,000 $207,598 $277,067 $368,096 $104,354 $21,650 $25,000 $95,000 $197,598 $209,067 $383,166 $94,213 $16,650 $45,919 1880 - Parks & Recreation Self Sust 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 14891 GESD-Reimb Division 14892 Glendale Community Center Total for Parks & Recreation $58,214 $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 $1,091,322 $1,357,543 $1,164,684 $72,919 $101,180 $5,000 $1,199,793 TOTAL - Community Services: $1,091,322 $1,357,543 $1,164,684 $1,199,793 $1,091,322 $1,357,543 $1,164,684 $1,199,793 $4,000 $10,000 $10,000 $9,000 $1,600 $9,000 $5,000 $2,000 $7,000 $7,000 $7,000 $7,000 $9,000 $10,000 $10,000 $244,532 $10,000 $35,000 $5,000 $2,000 $7,000 $7,000 $7,000 $7,000 $9,000 TOTAL - Parks & Recreation Self Sust $8,469 $1,411 $19,293 $99,963 $185,054 $200,135 $423,911 $70,345 $7,378 1885 - Parks & Recreation Designated Community Services Parks & Recreation 13110 O'Neil Park Maintenance 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 13210 Desert Mirage Park 13220 Desert Gardens Park 13230 Discovery Park 13231 Kellis Ballfield Lights 562 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget Parks & Recreation 13232 Copper Canyon Ballfield Lights 13234 Ironwood HS Light 13235 Elsie McCarthy Pk. Maint Total for Parks & Recreation $9,000 $5,000 $44,048 $145,648 $9,000 $5,000 $44,048 $411,580 TOTAL - Community Services: $145,648 $411,580 $145,648 $411,580 TOTAL - Parks & Recreation Designate 1980 - Streets Constr. - 1999 Auth Administrative Svcs 89802 1980 Advisor Fees $2,836 $5,418 $7,066 $7,066 TOTAL - Administrative Svcs: $2,836 $5,418 $7,066 $7,066 $2,836 $5,418 $7,066 $7,066 89807 2000 Advisor Fees $4,198 $2,745 $6,030 $6,030 TOTAL - Administrative Svcs: $4,198 $2,745 $6,030 $6,030 $4,198 $2,745 $6,030 $6,030 89806 2040 Advisor Fees $174 $2,239 TOTAL - Administrative Svcs: $174 $2,239 TOTAL - Public Safety Construction $174 $2,239 89804 2060 Advisor Fees $4,672 $11,643 $7,857 $7,857 TOTAL - Administrative Svcs: $4,672 $11,643 $7,857 $7,857 TOTAL - Streets Constr. - 1999 Auth 2000 - Hurf Street Bonds Administrative Svcs TOTAL - Hurf Street Bonds 2040 - Public Safety Construction Administrative Svcs 2060 - Parks Construction Administrative Svcs 563 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual $4,672 TOTAL - Parks Construction FY 08 Budget $11,643 FY 08 Estimate FY 09 Budget $7,857 $7,857 2130 - Cultural Facility Bond Fund Administrative Svcs 89801 2130 Advisor Fees $1,732 TOTAL - Administrative Svcs: $1,732 $1,732 TOTAL - Cultural Facility Bond Fund 2140 - Open Space/Trails Constr-99 Au Administrative Svcs 89803 2140 Advisor Fees $771 TOTAL - Administrative Svcs: $771 TOTAL - Open Space/Trails Constr-99 $771 2180 - Flood Control Construction Administrative Svcs 89808 2180 Advisor Fees $2,458 $4,123 $3,213 $3,213 TOTAL - Administrative Svcs: $2,458 $4,123 $3,213 $3,213 $2,458 $4,123 $3,213 $3,213 89813 2210 Advisor Fees $13,568 $13,568 TOTAL - Administrative Svcs: $13,568 $13,568 $13,568 $13,568 $2,826,252 $2,851,389 TOTAL - Flood Control Construction 2210 - Transportation Capital Project Administrative Svcs TOTAL - Transportation Capital Projec 2360 - Water and Sewer Administrative Svcs 17020 Customer Service Office $2,673,968 564 Return to TOC $2,826,252 Schedule Three Operating Budget by Program and Fund Program Name Lease Pmts/OtherFees 89805 2360 Advisor Fees 89809 2400 Advisor Fees 89810 2420 Advisor Fees Total for Lease Pmts/OtherFees FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget $3,032 $10,834 $6,365 $20,231 $5,831 $30,245 $13,627 $49,703 $3,289 $17,222 $17,514 $38,025 $3,289 $17,222 $17,514 $38,025 $2,694,199 $2,875,955 $2,864,277 $2,889,414 17510 Cross Connection Control $206,321 $225,447 $227,847 $230,730 Env. Resources 17010 Environmental Resources 17410 Water Conservation 17420 Water Quality Total for Env. Resources $470,829 $287,919 $1,160,469 $1,919,217 $570,042 $323,770 $1,210,370 $2,104,182 $570,042 $323,770 $1,210,370 $2,104,182 $549,819 $328,793 $1,209,968 $2,088,580 TOTAL - Community Dev.: $2,125,538 $2,329,629 $2,332,029 $2,319,310 $6,705,410 $6,552,552 $138,970 $1,109,945 $310,120 $728,979 $6,542,552 $138,970 $1,109,945 $310,120 $728,979 TOTAL - Administrative Svcs: Community Dev. Public Works Utilities 17110 Utilities Administration 17115 Safety Administration 17120 Information Management 17130 Public Service Representatives 17140 System Security 17150 Property Management 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 $1,053,913 $325,987 $219,006 $110,034 $2,261,995 $3,172,716 $1,000,804 $201,009 $2,586,688 $1,340,843 $1,809,440 $3,027,363 $294,786 $446,422 $3,293,400 $1,366,714 $319,757 $665,510 $2,921,764 $2,509,495 $35,633,056 $2,219,154 $3,151,448 $1,348,005 $200,105 $3,482,182 $1,521,349 $1,585,300 $3,699,583 $2,219,154 $3,151,448 $1,160,037 $200,105 $3,482,182 $1,521,349 $1,585,300 $3,699,583 $6,488,576 $141,428 $1,121,662 $301,313 $683,064 $87,000 $2,233,181 $3,748,601 $1,118,759 $197,200 $3,482,182 $1,469,685 $1,664,423 $3,718,120 $775,580 $3,876,773 $1,364,145 $5,453,389 $559,509 $5,400,000 $3,311,317 $46,788,405 $775,580 $3,876,773 $1,364,145 $4,963,021 $559,509 $4,685,868 $3,311,317 $45,385,937 $784,031 $3,596,913 $1,384,861 $4,630,973 $568,152 $4,500,000 $3,370,799 $45,290,923 TOTAL - Public Works: $35,633,056 $46,788,405 $45,385,937 $45,290,923 $40,452,793 $51,993,989 $50,582,243 $50,499,647 TOTAL - Water and Sewer 565 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget Public Works Field Operations 17710 Landfill 17720 Gas Management System 17730 Solid Waste Admin 17740 Recycling 17750 MRF Operations Total for Field Operations $3,032,442 $43,109 $850,170 $832,408 $2,263,209 $7,021,338 $3,124,645 $84,000 $892,236 $866,467 $2,578,006 $7,545,354 $3,194,645 $84,000 $759,892 $866,467 $2,508,006 $7,413,010 $3,226,661 $184,000 $647,952 $855,801 $2,431,208 $7,345,622 TOTAL - Public Works: $7,021,338 $7,545,354 $7,413,010 $7,345,622 $7,021,338 $7,545,354 $7,413,010 $7,345,622 Public Works Field Operations 17810 Sanitation Roll-off 17820 Sanitation Frontload 17830 Curb Service 17840 Residential-Loose Trash Collec Total for Field Operations $1,042,823 $3,392,714 $7,047,936 $2,082,380 $13,565,853 $1,230,639 $3,565,037 $7,275,497 $2,621,349 $14,692,522 $1,299,037 $3,628,977 $7,255,497 $2,621,349 $14,804,860 $1,324,813 $3,652,112 $7,250,575 $2,595,113 $14,822,613 TOTAL - Public Works: $13,565,853 $14,692,522 $14,804,860 $14,822,613 TOTAL - Sanitation $13,565,853 $14,692,522 $14,804,860 $14,822,613 2440 - Landfill TOTAL - Landfill 2480 - Sanitation 2500 - Pub Housing Budget Activities Community Services 17910 Community Housing $1,784,799 $8,706,854 $8,706,854 $8,761,451 TOTAL - Community Services: $1,784,799 $8,706,854 $8,706,854 $8,761,451 $1,784,799 $8,706,854 $8,706,854 $8,761,451 TOTAL - Pub Housing Budget Activitie 2530 - Training Facility Revenue Fund Public Safety 12590 PS Training Ops - Fire $413,117 $1,097,725 $1,097,725 $913,268 12390 PS Training Ops - Police $234,965 $384,557 $384,557 $406,715 TOTAL - Public Safety: $648,082 $1,482,282 $1,482,282 $1,319,983 566 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 07 Actual FY 08 Budget FY 08 Estimate FY 09 Budget Public Works 13480 PS Training Ops - Fac. Mgmt. $95,859 $705,972 $596,393 $611,466 TOTAL - Public Works: $95,859 $705,972 $596,393 $611,466 $743,941 $2,188,254 $2,078,675 $1,931,449 TOTAL - Training Facility Revenue Fu 2540 - Risk Management Self Insurance Administrative Svcs 18010 Risk Mgmt Trust Fund $2,582,449 $2,760,000 $2,760,000 $2,760,000 TOTAL - Administrative Svcs: $2,582,449 $2,760,000 $2,760,000 $2,760,000 $2,582,449 $2,760,000 $2,760,000 $2,760,000 TOTAL - Risk Management Self Insura 2560 - Workers Comp. Self Insurance Administrative Svcs 18110 Worker's Compensation $1,009,194 $1,407,000 $1,399,566 $1,407,000 TOTAL - Administrative Svcs: $1,009,194 $1,407,000 $1,399,566 $1,407,000 $1,009,194 $1,407,000 $1,399,566 $1,407,000 18210 Benefit Programs $18,783,947 $23,066,000 $23,065,488 $24,481,185 TOTAL - Administrative Svcs: $18,783,947 $23,066,000 $23,065,488 $24,481,185 $18,783,947 $23,066,000 $23,065,488 $24,481,185 $307,694,822 $363,230,487 $359,363,343 $376,869,586 TOTAL - Workers Comp. Self Insuranc 2580 - Benefits Trust Fund Administrative Svcs TOTAL - Benefits Trust Fund TOTAL - OPERATING BUDGET 567 Return to TOC Schedule Four Transfers Between Funds (All Dollars in Thousands) T General (1000) Street Debt (1920) MPC Debt (1940) T Transportation (1660) R * Transp. Constr. (2210) A * Transp. Debt (1970) N * Airport Oper. (1760) S R Streets (1340) A N S F E R F R O M * Arena Spec * Zanjero Spec * Training Fac. * Transport. Rev (1780) Rev (1770) Debt (2533) (1660) $3,707 LTAF (1640) $1,000 $12,138 $5,303 $1,226 Total In: $4,707 $1,519 $20,186 $900 $1,000 $1,900 T $9,546 $9,546 R $7,327 $7,327 A $64 $64 N * CAP Grants (1820) $185 $185 S F * Other Grants (1840) $150 $150 F E * Civic Center (1740) $611 $611 E R Court Fund (1240) $56 $56 R * Youth Sports Complex (1280) $605 $605 * Stadium Event Ops. (1281) $1,972 $1,972 T * Arena Event Ops. (1282) $503 $503 T O Mkt'g Self-Sust. (1870) $862 $862 O $38 $38 Comm. Housing (2500) $607 $607 Total Out: $18,690 Employee Groups (1190) $3,707 T R $5,303 A N S $1,226 F E $1,519 R F R $17,874 O M * Actual transfer amounts will vary based on actual revenues, expenses, grant opportunities, etc. 568 Return to TOC $1,000 $49,319 Schedule Five Expenditure Limitation and Summary of Tax Levy and Tax Rate Information 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) Estimated 2007-08 2008-09 Fiscal Year Fiscal Year $500,024,647 $ 520,698,946 $942,000,000 925,000,000 ($445,908,541) (410,287,848) $496,091,459 $514,712,152 $4,045,609 $4,302,371 $3,888,000 $24,699,472 $28,587,472 $4,053,801 $29,656,295 $33,710,096 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. 2007-08 Levy 2. Prior Years' Levies 3. Total Primary Property Taxes B. Secondary Property Taxes 1. 2007-08 Levy 2. Prior Years' Levies 3. Total Secondary Property Taxes $3,810,240 $77,760 $3,888,000 $24,205,483 $493,989 $24,699,472 5. Property Tax Rates A. City of Glendale Tax Rate 1. Primary Property Tax Rate 0.2681/$100 2. Secondary Property Tax Rate 1.3519/$100 Total Glendale Tax Rate $1.6200/$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 0.2432/$100 1.3519/$100 $1.5951/$100 $1,598,761,696 $1,666,939,590 $68,177,894 4.3% $4,053,801 $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. 569 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Fund '04-05 '05-06 '06-07 '07-08 '08-09 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 1 1 1 1 1 4 1 4 1 1 1 1 1 1 4 4 4 4 4 4 4 4 4 1 4 1 4 1 4 1 2 7 2 7 2 7 2 7 4 1 1 1 7 1 1 1 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 4 1 1 4 1 1 4 4 Mayor - 111 10010 Office of the Mayor Asst to the Mayor Exec Administrative Asst Exec Administrative Asst II Mayor Sr Mgmt Asst Sr Secretary Program Total: Mayor Total: Council Office - 112 10110 Council Office Council Asst Council Srvcs Admin Exec Administrative Asst Secretary Sr Secretary 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 1000 1000 1000 1000 1000 1000 1000 Council Office Total: City Clerk - 121 10210 City Clerk City Clerk Dep City Clerk Mgmt Aide Office Asst Secretary Sr Secretary 1000 1000 1000 1000 1000 1000 Program Total: 570 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title City Clerk - 121 10220 Records Management Mgmt Aide Office Asst Records Mgmt Asst Records Supv Secretary, Senior Program Total: Fund 1000 1000 1000 1000 1000 City Clerk Total: City Manager - 131 10310 City Manager Asst City Mgr City Manager City Mgr Relations Dir Exec Administrative Asst Mgmt Asst II Mgmt Asst to the City Mgr Special Projects Admin Sr Mgmt Asst Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 '04-05 '05-06 '06-07 '07-08 '08-09 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 6 6 6 6 6 1 1 1 2 1 1 1 1 1 2 1 1 1 1 1 1 2 1 1 1 2 1 1 1 8 1 1 1 3 1 1 8 1 1 1 8 8 8 8 8 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 Program Total: 4 4 4 4 0.5 4.5 City Auditor Total: 4 4 4 4 4.5 2 1 1 1 1 1 1 1 1 1 City Manager Total: City Auditor - 132 10710 City Auditor Asst City Auditor City Auditor Internal Auditor Mgmt Aide Mgmt Asst Sr Secretary 1000 1000 1000 1000 1000 1000 Intergovt. Programs - 133 10910 Intergovernmental Programs Dep Intergov Programs Dir Intergov Programs Coordinator Intergov Programs Dir Legislative Coordinator Mgmt Aide Mgmt Asst Program Total: 1000 1000 1000 1000 1000 1000 Intergovt. Programs Total: Env. Resources - 135 17010 Environmental Resources Environmental Program Mgr Environmental Resource Dir Secretary Sr Secretary Program Total: 2360 2360 2360 2360 1 8 1 1 1 1 1 1 1 3 4 4 4 1 4 3 4 4 4 4 2 1 1 2 1 2 1 3 1 3 1 1 4 1 4 1 5 1 5 4 571 Return to TOC 1 9 Schedule Six Authorized Staffing Dept Program Name Position Title Env. Resources - 135 17410 Water Conservation Environmental Program Mgr Water Conservation Spec Program Total: 17420 Water Quality Chemist Environmental Program Mgr Laboratory Tech Public Service Representative Water Quality Data Coord Water Quality Lab Mgr Water Quality Program Coordinator Program Total: Fund '04-05 '05-06 '06-07 '07-08 '08-09 2400 2400 1 1 1 1 2 1 1 2 1 1 2 1 1 2 5 5 5 5 2 1 1 1 1 11 2 1 1 1 1 11 5 1 3 3 3 1 1 1 1 1 1 11 10 10 16 17 17 17 17 1 2 1 1 1 4 20 3 1 2 3 1 2 1 1 1 4 20 3 1 2 3 1 1 1 2 1 1 2 1 43 43 1 2 1 1 1 6 24 3 1 2 2 1 1 2 1 1 50 2 1 1 1 4 26 3 1 2 1 2 1 2 1 1 50 2 1 1 1 3 27 3 1 2 1 2 1 2 1 1 50 1 1 1 51 51 51 2360 2360 2360 2360 2360 2360 2360 Env. Resources Total: City Court - 141 10410 City Court Account Spec II Accountant I City Judge Coll Rep Court Accounting Supv Court Admin Court Clerk I Court Clerk II Court Clerk III Court Hearing Officer Court Interpreter Court Supv Dep Court Admin Judicial Asst Police Officer Presiding City Judge Sr Secretary 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 Program Total: 10510 Court Security Police Officer 1240 1 1 10520 Court Time Payments Court Clerk I 1240 2 2 46 46 City Court Total: 572 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title City Attorney - 151 10610 City Attorney Asst City Attorney Asst City Prosecutor City Attorney City Prosecutor Dep City Attorney Exec Legal Asst Legal Asst Mgmt Asst to the City Attorney Secretary Sr Asst City Prosecutor Sr Secretary Victim Assistance Caseworker Program Total: Fund '04-05 '05-06 '06-07 '07-08 '08-09 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 3 5 1 1 2 1 2 3 4 1 1 2 1 2 2 21 21 3 7 1 1 2 1 2 1 2 1 5 1 27 3 8 1 2 2 1 2 1 2 4 2 1 4 3 7 1 1 2 1 2 1 2 1 5 1 27 5 1 28 21 21 27 27 28 1 2 1 1 3 1 2 1 1 2 1 1 City Attorney Total: Marketing and Comm. - 154 10810 Marketing Asst Dep City Mgr Comm Dir Creative Designer Creative Services Mgr Dep Comm Dir Economic Development Admin Electronic Information Specialist Management Aide Marketing & Comm Admin Marketing & Comm Coord Marketing & Comm Mgr Mgmt Asst Sr Marketing & Comm Mgr Sr Secretary Web Content Program Mgr Program Total: 10820 Tourism Customer Assistance Rep Dep Comm Dir Mgmt Asst Office Assistant Tourism Asst Tourism Coordinator Tourism Manager Program Total: 14110 City-Wide Special Events Management Assistant Special Events Coord Special Events Division Mgr Special Events Program 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 1000 1000 573 Return to TOC 1 1 1 1 2 1 1 2 1 1 1 9 12 1 1 1 1 1 2 3 1 3 3 1 5 3 1 1 2 1 1 2 1 1 1 1 2 12 1 1 1 1 1 2 12 1 1 1 1 1 2 13 0.5 1 0.5 1 0.5 1 1 1 3.5 1 1 3.5 1 1 3.5 1 2 3 1 1 2 4 1 1 2 4 Schedule Six Authorized Staffing Dept Program Name Position Title Marketing and Comm. - 154 14120 Cable Communications Cable Media Administrator Television Exec Prod/Anchor Television Producer/Host Television Production Mgr Video Playback Operator Video Production Coord Writer/Producer Program Total: Fund 1000 1000 1000 1000 1000 1000 1000 Marketing and Comm.Total: Conv./Media/Parking - 155 10890 Convention/Media/Parking Chief Broadcast Engineer 10891 Media Center Operations Chief Broadcast Engineer '04-05 '05-06 1 1 3 1 6 1 1 1 3 1 7 22 25 '06-07 '07-08 '08-09 1 1 1 1 1 1 1 1 1 4 4 4 7 7 7 25.5 26.5 27.5 1000 1 1000 1 Conv./Media/Parking Total: Comm. Action Program - 171 32040 Community Action Program (CAP) Community Action Program Admin Community Eligibility Rep Community Eligibility Spec Customer Assistance Rep Mgmt Aide Office Asst Program Total: 1820 1820 1820 1820 1820 1820 Comm. Action ProgramTotal: Human Resources - 191 11010 Risk Management/Safety Employee Safety Specialist Loss Control Supervisor Occupational Health Nurse Risk Mgr Risk Mgmt Claims Analyst Worker's Comp Claims Analyst Program Total: 11020 Benefits Employee Benefits Rep Occupational Health Nurse Sr HR Analyst Worker's Comp. Claims Analyst Program Total: 1000 1000 1000 1000 1000 1000 1 2.5 574 Return to TOC 1 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 1.5 2 1 1 0.5 7 6.5 7 7 7 7 1 1 1 1 1 1 1 1 1 1 1 1 1 5 1 1 1 5 1 1 1 5 1 1 1 1 1 1 6 1.5 1 1 1.75 1 1 1.75 1 1 2 3.5 3.75 3.75 3 4 1000 1000 1000 1000 1 1.5 1 1 1 4.5 1 Schedule Six Authorized Staffing Dept Program Name Position Title Human Resources - 191 11030 Human Resources Administration Asst HR Dir Customer Assistance Rep Dep HR Dir HR & Risk Mgmt Dir HR Program Coord HR Program Mgr HR Tech Mgmt Asst Sr HR Analyst Sr HR Technology Analyst Program Total: 11040 Employment Services HR Analyst HR Assistant Director HR Program Coord HR Program Mgr HR Spec HR Tech Sr HR Analyst Sr Mgmt Asst Program Total: 11050 Employee Relations HR Analyst HR Program Mgr HR Tech Secretary Sr HR Analyst Program Total: 11060 Compensation Dep HR Dir HR Analyst HR Comp & Benifits Mgr HR Program Mgr HR Tech HRMS Analyst Mgmt Asst Sr HR Analyst Sr HR Tech Program Total: 11070 Organizational Development Dep HR Dir HR Analyst HR Program Mgr Sr HR 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 1000 1000 1000 1000 1000 1000 1000 1000 Human Resources Total: 575 Return to TOC '04-05 '05-06 1 1 0.5 1 1 1 1 1 1 1 '06-07 '07-08 '08-09 1 1 2 1 1 1 0.75 1 1 0.75 1 2 0.75 1 2 5 5.5 6.75 7.5 1 2 1 6 2 1 1 2 2 2 1 1 1 1 1 5 1 5 2.5 1 1 1 0.75 1 5.5 5.75 3.75 1 1 1 1 2 1 1 1 3 1 1 3 1 1 0.75 3 2 2.75 1 1 1 1 1 1 1 2.5 0.75 1 1 1 1 1 1 1 4 1 1 4 1 4 1 4 5.5 1 1 1 1 1 1 1 1 2 2 1 2 2 3 26.5 28 30 30 30 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fac & Fin Mgmt - 210 11220 Facilities & Financial Mgmt Dep City Mgr Sr Mgmt Asst Program Total: Fund '04-05 '05-06 '06-07 '07-08 1000 1000 1 1 2 Fac & Fin Mgmt Total: Admin Svcs Admin. - 220 11210 Administration Services Admin. Dep City Mgr Exec Administrative Asst Exec Administrative Asst II Homeland Security Dir Sr Mgmt Asst Program Total: 2 1000 1000 1000 1000 1000 Admin Svcs Admin.Total: Finance - 221 11310 Finance Administration Account Spec Controller/Asst Finance Dir Dep Finance Dir Finance Dir/CFO Financial Administrative Coord Mgmt Asst Office Asst Office Support Supervisor Secretary Sr Secretary Program Total: 11320 Accounting Services Account Spec Account Specialist, Senior Accountant I Accountant II Accounting Mgr Office Support Supv Payroll & Accts Payable Supv Payroll Spec Secretary Program Total: '08-09 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 576 Return to TOC 1 1 1 1 1 1 1 3 1 1 1 1 2 1 2 1 4 1 3 2 2 4 1 1 1 2 1 1 2 1 1 2 1 1 2 1 1 1 0.5 1 1.5 1 6 0.5 1.5 1 7 2 1 7 2 1 7 2 1 9 4 1 4 4 2 4 4 4 3 4 5 2 2 1 2 18 5 5 2 1 1 2 1 21 5 5 2 1 1 2 17 5 5 2 1 1 2 1 21 19 Schedule Six Authorized Staffing Dept Program Name Position Title Finance - 221 11340 License/Collection Account Spec Billing & Compliance Spec Coll Rep License & Compliance Specialis Office Support Supv Reg Licensing & Compl Analyst Revenue Admin Secretary Sr Applications Analyst Sr Billing & Compliance Spec Tax & License Mgr Tax Auditor Program Total: 11350 Regulatory & Communication Regulatory Licensing Analyst 11360 Purchasing Contract Analyst Contract Spec Materials Mgr Fund '04-05 '05-06 '06-07 '07-08 '08-09 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 0.5 0.5 1 1 1 1 1 1 0.5 1 1 0.5 1 1 1 1 1 1 1 2 1 3 11.5 2 1 3 11.5 1 2 1 3 9.5 1 2 1 3 9.5 1000 1 1 1 1 1000 1000 1000 3 1 1 5 3 1 1 5 3 1 1 5 3 1 1 5 3 1 1 5 1000 1000 1000 1000 1 4 1 0.75 6.75 1 3 1 0.75 5.75 1 2.75 1 1 5.75 1 2.75 1 1 5.75 1 2.75 1 1 5.75 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 3 2 1.5 1 2 6 4 1 1 5 1 1 3 2 33.5 2 3 3 1 2 6 3 1 1 4 1 1 4 2.5 34.5 1 4 7 1 2 6 3 1 1 1 4 7 1 2 6 3 1 1 1 4 7 1 2 6 3 1 1 1 1 5 2.5 35.5 1 1 5 2.5 35.5 1 1 5 2.5 35.5 2260 1 82.75 84.75 84.75 84.25 Program Total: 11370 Warehouse Materials Control Asst Materials Control Spec Materials Logistics Mgr Secretary Program Total: 17020 Customer Service Office Account Spec Account Spec II Billing & Compliance Spec Billing Supv Business Equip Tech Cashier Coll Rep Customer Relations Supv Duplicating Coord License & Compliance Specialis Office Asst Revenue Recovery Supv Sr Account Spec Sr Customer Assistance Rep Program Total: 2225 Arena - Finance Accountant II Finance Total: 81.75 577 Return to TOC 2 1 2 1 3 10 Schedule Six Authorized Staffing Dept Program Name Position Title Info. Technology - 231 11510 Information Technology Account Spec Applications Analyst Assoc Sys Admin Chief Info Technology Officer Database Admin Dep Chief Info Tech Officer Electronic Information Spclst Help Desk Support Spec Help Desk Supv Info Technology Project Mgr Info Technology Mgr Info Technology Project Mgr Mgmt Aide Network Engineer Sr Applications Analyst Sr GIS Analyst Sr Network Engineer Sr Sys Admin Sr Sys Analyst Sys Admin Sys Analyst Voice Comm Admin Program Total: 11520 Telephones Voice Comm Admin 11530 Technology Replacement Mgmt Aide Fund '04-05 '05-06 '06-07 '07-08 '08-09 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 2 1 1 1 1 2 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 3 3 1 4 1 4 1 4 2 1 3 1 4 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 6 1 26 2 6 1 26 2 4 6 4 1 1 1 1 1 1 1 4 7 3 6 28 28 29 1 1 1 1 1 1 1 1100 1140 27 Info. Technology Total: Management & Budget - 241 11610 Budget & Research Asst Budget Dir Budget Analyst Budget and Rate Manager Budget Coord Budget Dir Management Assistant Sr Budget Analyst Program Total: 11620 Grants Administration Grants Admin Secretary Program Total: 1000 1000 1000 1000 1000 1000 1000 27 29 30 31 1 1 1 1 1 2 1 2 1 1 1 1 1 1 2 6 2 6 2 6 2 6 1 1 0.5 1.5 1 0.5 1.5 1 0.5 1.5 1 0.5 1.5 7.15 7.5 7.5 7.5 7.5 3 1 1 1 0.15 6.15 1000 1000 Management & Budget Total: 578 Return to TOC 1 Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 12110 Police Legal Services Police Officer Police Sergeant Public Safety Staff Attorney Program Total: 12120 Police Administration Asst Police Chief Asst Police Dir Mgmt Aide Mgmt Asst Police Chief Police Commander Police Crime Prevention Spec Police Crime/Stats Analyst Police Lieutenant Police Officer Police Plan & Research Analyst Police Sergeant Police Tech Srvcs Mgr Secretary Sr Secretary Victim Assistance Caseworker Program Total: 12130 Central Patrol Bureau Mgmt Aide Mgmt Asst Office Support Supv Police Aide Police Commander Police Crime Prevention Spec Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Police Volunteer Coord Secretary Program Total: Fund '04-05 '05-06 '06-07 '07-08 '08-09 1000 1000 1000 2 2 2 3 1 3 1 3 1 3 1 4 2 1 1 4 1 1 1 1 1 1 1 1 2 1 1 1 1 2 1 2 1 1 2 1 1 2 2 4 4 4 1 1 1 1 12 1 14 1 15 1 1 3 5 4 122 2 18 1 1 3 3 4 122 2 18 1 1 1 4 3 3 5 139 2 18 1 157 1 155 1 178 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 1 1 1 1 1 1 1 1 2 1 1 11 3 1 3 1 4 2 1 22 1 1 1 3 4 108 1 3 3 105.5 14 1 1 134 14 1 1 128.5 Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 12150 Crime Investigations Asst Police Chief Mgmt Aide Police Commander Police Crime/Stats Analyst Police Crisis Srvcs Coord Police Identification Tech Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Police Tech Srvcs Bureau Admin Sr Secretary Victim Assistance Caseworker Victim Assistance Supv Program Total: 12160 Police Personnel Management Police Commander Police Crisis Srvcs Coord Police Hiring Coord Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Police Tech Srvcs Mgr Secur Officer Secur Srvcs Coord Program Total: 12170 Foothills Patrol Bureau Police Commander Police Crime Prevention Spec 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 580 Return to TOC '04-05 '05-06 '06-07 '07-08 1 1 3 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 2 5 1 3 1 5 4 48 1 7 1 1 2 1 '08-09 3 1 5 3 56 1 7 1 3 81 80 1 1 1 3 2 4 1 2 2 3 1 2 2 4 1 2 1 9 1 2 4 1 15 4 1 13 4 1 14 4 1 19 6 1 3 1 4 1 21 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 3 5 84.5 12 1 106.5 Schedule Six Authorized Staffing Dept Program Name Position Title Police Department - 312 12180 Police Support Services Customer Assistance Rep Mgmt Asst PC Support Specialist II Police Comm Spec Police Comm Supv Police Comm Sys Spec Police Comm Sys Tech Police Community Srvcs Officer Police Detention Officer Police Hiring Coord Police Identification Supv Police Identification Tech Police Officer Police Ops Mgr Police Polygraph Examiner Police Property/Evid Custodian Police Records Tech Police Sergeant Police Support Srvcs Supv Police Tech Srvcs Bureau Admin Police Tech Srvcs Mgr Property Room Supv Secretary Sr Secretary Srvc Worker III (Fleet) Sys Analyst Program Total: 12190 Arena-PD Event Staffing Public Safety Events Scheduler Public Safety Events Scheduler Program Total: 12215 PD - Tow Administration Mgmt Aide 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 '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 1 1 1 31 4 1 1 1 32 4 1 1 8.25 1 1 9 9 9 9 30 4 1 1 9 9 9 1 1 1 15 1 1 3 16.5 1 5 14 1 1 3 16.5 1 5 14 1 1 3 16.5 1 5 8 1 1 1 1 10 2 1 2.5 2 1 2.5 2 1 2.5 1 1 106 106 1 1 105 3 1 1 61.75 1 1 1 1 1 1 1 1 1000 1282 1 3 15.5 1 2 1 1 1000 1000 1000 1000 1 1 1 581 Return to TOC 1 1 4 3 15.5 1 2 1 1 1 3 1 44.5 1 1 1 1 1000 1000 1000 1000 1000 '08-09 8 3 1 12 9 3 1 13 23.25 4 1 1 1 30.25 26.5 5 1 1 1 34.5 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 Events Scheduler Mgmt Aide Public Safety Events 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 Database Admin Info Technology Project Mgr Legal Asst Mgmt Aide Police Aide Police Comm Spec Police Detention Officer Police Lieutenant Police Officer Police Records Tech Police Sergeant Police Support Srvcs Supv Secur Officer Sr HR Analyst Victim Assistance Caseworker Program Total: 12390 PS Training Ops - Police Police Lieutenant Secur Officer Program Total: 32030 State RICO Secretary Fund '04-05 '05-06 1000 1000 1000 1281 1281 '06-07 '08-09 1 1 1 1 2 2 1 1 2 1 3 1 2 24 1 9 1 42 4 1 4 27 1 10 1 48 1000 1000 1000 1000 1000 1000 1000 1000 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 '07-08 4 6 4 6 4 6 4 6 23 23 23 32 33 33 33 42 1 1 1 6 3 10 9 1 75 3 4 1 1 1 1 118 1 1 2 1 1 2 1 1 2 2530 2530 1860 0.5 0.5 0.5 0.5 0.5 33018 VOCA 2003-113 Victim Assistance Caseworker 1840 1 2 2 2 2 7652 VOCA 2002-301 Victim Assistance Caseworker 1840 2 1 507.5 506.5 543.5 557.5 628.5 Police Department Total: 582 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 12410 Fire Administration Asst Fire Chief Fire Battalion Chief (40 Hrs) Fire Budget & Project Mgr Fire Captain (52 Hrs) Fire Chief Fire Crisis Response Vol Coord Fire Finance/Budget Coord Fire Marshal Management Assistant, Sr Mgmt Aide Mgmt Asst Secretary Secretary, Senior Sr HR Analyst Program Total: 12415 Fire Admin Services Fire Finance/Budget Coord Mgmt Aide Mgmt Asst Program Total: 12420 Fire Life Safety Services Adm. Asst Fire Chief Exec Asst Fire Chief Fire Battalion Chief (40 Hrs) Fire Crisis Response Vol Coord Secretary Program Total: 12421 Fire Special Operations Emergency Services Coordinator Fire Battalion Chief (40 Hrs) Fire Captain (52 Hrs) Sr HR Analyst Program Total: 12422 Fire Operations Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain (52 Hrs) Fire Comm Outreach Coord Fire Crisis Response Vol Coord Fire Engineer (52 Hrs) Fire Fighter (52 Hrs) Public Safety Info Supervisor Secretary Program Total: 12430 Fire Logistical Services Adm. Asst Fire Chief Fund '04-05 '05-06 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 2 1 1 1 1 1 1 1 1 11 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 583 Return to TOC 1 2 2 1 1 1 1 2 1 1 1 '08-09 1 1 0.5 0.5 2 1 0.5 4.5 3.5 4.5 1 13.5 1 1 1 1 2 2 1 2 1 1 1 1 4 1 1 '07-08 1 1 0.5 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 '06-07 1 2 1 1 3 1 1 2 1 1 1 3 1 2 1 1 3 3 41 43 1 3 49 1 4 49 41 77 1 0.5 163.5 36 95 42 94 1 43 94 3 5 49 1 1 44 83 177 189 192 186 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 12433 Fire Resource Management Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain (40 Hrs) Fire Engineer (52 Hrs) Mgmt Asst Secretary Srvc Worker I Srvc Worker II Sys Analyst Program Total: 12434 Fire Training Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Program Total: 12436 Fire Medical Services & Health Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Fire Engineer (52 Hrs) Program Total: 12437 Fire Assessment & Planning Fire Budget & Project Mgr Mgmt Asst II Sr Mgmt Asst Program Total: 12441 Fire Marshal's Office Asst Fire Marshal Fire Battalion Chief (40 Hrs) Fire Captain (52 Hrs) Fire Insp I Fire Insp II Fire Protection Engineer I Mgmt Aide Office Support Supervisor Plans Examiner Secretary Program Total: 12444 Fire Community Services Fire Battalion Chief (40 Hrs) Fire Captain (52 Hrs) Fire Comm Outreach Coord Fire Fighter (52 Hrs) Program Total: Fund '04-05 '05-06 '06-07 '07-08 '08-09 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 2 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 4 3 4 1 1 1 2 2 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 7 1 1 1 7 2 1 1 2 1 1 2 1 2 3 4 3 1 1 2 1 1 2 2 1 1 1 1 3 2 1 3 1 1 1 1 1 1 2 4 1 1 2 1 1 1 1 4 1 4 1 1 1 1 2 4 1 1 1 1 1 1 9 11 12 12 1 1 2 3 2 1 5 1 1 0.5 8.5 1 1 584 Return to TOC 1 1 1 4 2 4 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 12490 Arena - Fire Event Staffing Secretary Secretary Program Total: 12491 Ambulance Services Fire Budget & Project Mgr Fire Captain (40 Hrs) Secretary Program Total: 12510 Westgate-Fire Marshal's Office Fire Insp 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 Applications Analyst Customer Assistance Rep Fire Battalion Chief (40 Hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Fire Crisis Response Vol Coord Fire Dept Staff Counselor Fire Engineer (52 Hrs) Fire Fighter (52 Hrs) Fire Insp I Fire Protection Engineer II Mgmt Aide Secretary Shop Maint Coord Srvc Worker III Program Total: 12710 Stadium -Fire Marshal's Office Fire Insp I 3334 Logistical Services Fire Battalion Chief (40 Hrs) 3336 Fire Office Systems Fire Battalion Chief (40 Hrs) Fire Captain (40 Hrs) Program Total: Fund '04-05 '05-06 '06-07 '07-08 1000 1282 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 2 1 1 2 1 1 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 2 6 1 3 1 4 23 1 1 2 1 1 2 50 1000 1000 1000 1000 1 1 2 2 1 2530 2530 2530 2530 2530 2530 2 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1280 1000 1000 1000 585 Return to TOC '08-09 1 17 1 17 4 14 4 17 18 18 18 21 2 2 1 1 1 1 1 1 2 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 3338 Fire Information/Technology Mgmt Aide Sys Analyst Program Total: 3341 Fire Marshal - Code Developmnt Fire Marshal 3362 Fire Community Relations Fire Comm Outreach Coord Fire Community Srvcs Admin Program Total: 34011 Metro Med Response Sys (MMRS) Fire Captain (52 Hrs) Fund 1000 1000 1000 1000 1840 '05-06 1 1000 '06-07 1 1 1 1 1 1 1 '07-08 '08-09 263.5 289.5 2 2 1 216 Fire Department Total: Fire Department - 333 12492 Air-Med & Logistics Ops (HALO) Fire Fighter (52 Hrs) Mgmt Aide Program Total: '04-05 237.5 251.5 1000 1000 3 1 4 Fire Department Total: Homeland Security - 341 12810 Homeland Security Admin. Homeland Security Dir 12820 Emergency Operations Ctr (EOC) Asst Homeland Security Dir Building Maintenance Worker Info Technology Manager Mgmt Aide Mgmt Asst Operations & Training Officer Secretary Sys Admin Sys Analyst Program Total: 4 1000 1 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 2 1 1 1 1 1 1 1 1 6 1 1 6 1 1 6 7 7 7 1 1 Homeland Security Total: Comm. Services Adm - 411 14510 Comm. Services Admin. Dep City Mgr Sr Mgmt Asst Program Total: 1000 1000 Comm. Services AdmTotal: 586 Return to TOC 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 2 2 2 2 2 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '04-05 '05-06 '06-07 '07-08 '08-09 Parks & Recreation - 421 13010 Pool Maintenance Service Worker 2 Srvc Worker III (Parks) 1000 1000 1 2 3 3 3 3 3 3 3 3 3 1000 1000 1000 1 2 1 4 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 1000 1000 1000 1000 1000 1 1 1 1 1 1 4 1 1 1 4 1 1 2 1 2 2 3 3 2 1 1 2 1 1 2 1 1 1 1 1 1 1 1 1 1 1 3 1 1 2 3 1 1 2 4 4 3 18 4 4 3 18 4 4 3 18 2 1 1 4 9 4 28 2 1 1 4 9 4 28 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 4 1 12 1 1 1 1 1 1 1 1 1 1 1 5 1 12 1 5 1 12 1000 1000 1000 1000 1 1 1 1 1 1 1 1 1 1 3 3 2 2 Program Total: 13020 Park Irrigation Crewleader (Parks) Srvc Worker II (Parks) Srvc Worker III (Parks) Program Total: 13030 Parks CIP & Planning Dep Parks & Rec Dir Parks & Rec Projects Coord Parks Supv Srvc Worker II (Parks) Support Srvc Supv Program Total: 13040 Parks Maintenance Crewleader (Parks) Dep Parks & Rec Dir Landscape Gard/Horticulturist Park Mgr Parks & Rec Projects Coord Parks Supv Playground Equip Srvc Worker Secretary Sr Heavy Equip Srvc Worker Srvc Worker I (Parks) Srvc Worker II (Parks) Srvc Worker III (Parks) Program Total: 13050 Parks North District Crewleader (Parks) Dep Parks & Rec Dir Parks & Rec Projects Coord Parks Supv Playground Equip Srvc Worker Service Worker 1 Sr Heavy Equip Srvc Worker Srvc Worker II (Parks) Srvc Worker III (Parks) Program Total: 14610 Parks & Recreation Admin. Museum Education Curator Parks & Rec Dir Sr Mgmt Asst Sr Rec Coord Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 587 Return to TOC 1 1 1 3 Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 14620 Glendale Community Center Rec Center/Program Supervisor Rec Coord Rec Programmer Sr Rec Coord Program Total: 14630 Recreation Support Services Accountant I Mgmt Asst Office Support Supv Rec Accounts Coord Secretary Sr Secretary Srvc Worker II (Parks) Support Srvc Supv Program Total: 14640 Adult Center Rec Coord Rec Mgr Secretary Srvc Worker I (Parks) Srvc Worker II (Parks) Program Total: 14650 Youth and Teen Rec Coord Rec Mgr Rec Programmer Recreation Center/Program Sup Sr Rec Coord Program Total: 14660 Special Events and Programs Rec Coord Rec Mgr Rec Programmer Sr Rec Coord Program Total: 14670 Sports and Health Dep Parks & Rec Dir Rec Coord Rec Mgr Program Total: 14680 Aquatics Sr Rec Coord 14690 Audio/Visual Audio/Visual Coordinator Audio/Visual Network Spec Program Total: Fund '04-05 1000 1000 1000 1000 1 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 '05-06 '06-07 '07-08 '08-09 3 1 1 1 3 1 1 1 3 1 2 3 1 2 3 1 1 1 1 3 1 3 1 6 1 1 6 1 1 3 1 1 1 8 1 3 1 1 1 8 1 3 1 1 1 8 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 6 6 6 6 1 6 1 1 8 1 1 1 8 1 1 6 1 1 4.5 1 1 4.5 1 11 1 9 1 7.5 1 7.5 1 1 1.75 2 5.75 1 1 1 1 3.75 1 1 0.75 1 3.75 2 2 2 1 3 2 1 3 2 1 3 1 3 1 5 1 3 1 5 1 1 1 1 2 1 1 2 11 1000 1000 1000 1000 1000 1000 1000 2 1 0.75 1000 1000 1000 588 Return to TOC 1 1 2 2 2 2 Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 14700 Marketing - Parks & Rec Creative Designer Mgmt Asst Program Total: 14710 Park Rangers Park Mgr Park Ranger Park Ranger Supv 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 Rec Programmer Fund '04-05 '05-06 '06-07 '07-08 '08-09 1000 1000 1 1 1 1 1 1 1 1 1 1 3 1 4 3 1 4 3 1 4 1 3 1 3 4 4 1000 0.75 0.75 1000 1000 1 2 3 1 2 3 5 5 1 1 89.25 89.25 1000 1000 1000 1880 1 2 14860 Spec Events & Prgm Self Sust Rec Programmer 1880 3 3 35008 Youth Football Hub Grant Rec Coord 1840 Parks & Recreation Total: Parks & Recreation - 422 14720 Foothills Recreation Center Building Maintenance Worker Office Support Supv Rec Mgr Rec Programmer Secretary Sr Rec Coord Srvc Worker I (Bldg Maint) Srvc Worker II (Parks) Program Total: 86.75 1000 1000 1000 1000 1000 1000 1000 1000 1740 1740 1740 1740 1740 589 Return to TOC 2 1 1 1 1 6 88.75 1 1 1 3 1 2 1 1 1 3 1 2 1 1 1 3 1 2 1 1 10 1 10 1 10 1 10 10 10 2 1 1 1 1 6 3 1 1 1 1 7 3 1 1 1 1 7 3 1 1 1 1 7 1 Parks & Recreation Total: Civic Center - 431 11710 Civic Center Civic Center Event Coord Civic Center Mgr Civic Center Ops Coord Secretary Srvc Worker III (Bldg Maint) Program Total: 88.75 5 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '04-05 '05-06 '06-07 '07-08 '08-09 6 6 7 7 7 Civic Center - 431 Civic Center Total: Comm. Partnerships - 441 15010 Community Revitalization Revitalization Admin Revitalization Grants Supv Revitalization Manager Program Total: 15015 Neighborhood Partnership Community Education Coord Community Volunteer Coord Dir of Community Partnerships Mgmt Aide Neighborhood Partnership Admin Neighborhood Srvcs Coord Sr Mgmt Asst Sr Secretary Program Total: 15020 Neighborhood Volunteer Program Community Volunteer Coord 15025 Mega Events - N'Hood/Volunteer Rec Programmer 17910 Community Housing Account Spec Account Spec II Accountant I Bldg Maint Supv Building Maintenance Worker Comm Housing & Revit Director Community Partnerships Dir Housing Assistance Rep Housing Maint Srvcs Mgr Housing Modernization Coord Housing Srvcs Admin Housing Supv Mgmt Asst Secretary Sr Mgmt Asst Sr Secretary Srvc Worker I (Bldg Maint) Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 2 1 1 1 1 1 1 1 1 2 2 2 2 1 1 1 3 0.5 1 3 1 5 1 5.5 1 1 1 1 1 1 4 4 1 1 1 1 2 1 5 1000 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 590 Return to TOC 0.5 1 1 1 1 1 3 1 3 1 1 3 1 1 1 3 1 1 1 3 10 1 1 1 1 10 1 1 1 1 9 1 1 9 1 10 1 1 2 1 1 1 25 1 2 1 1 1 25 1 3 1 1 1 25 1 1 1 3 1 1 1 25 1 1 1 2 1 1 1 25 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '04-05 '05-06 '06-07 '07-08 '08-09 Comm. Partnerships - 441 31001 CDBG Programs Account Spec II Mgmt Asst Revitalization Coord Revitalization Supv Secretary Sr Secretary 1320 1320 1320 1320 1320 1320 Program Total: 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 Comm. PartnershipsTotal: 40.75 40.75 40.75 41.25 41.25 Library & Arts - 452 15210 Historic Sahuaro Ranch Arts & Cultural Admin 15220 Library Account Spec Computer Ops Supv Courier Creative Designer Librarian Librarian I Librarian II Librarian III Librarian IV Library Asst I Library Asst II Library Asst III Library Circulation Clerk Library Dir Library Graphics Coord Library Mgr Library Ops Supv Library Technology Supv Mgmt Asst Office Asst PC Support Specialist II Program Total: 15230 Arts Maintenance - Admin. Arts & Cultural Admin 15310 Arts Maintenance Arts & Cultural Admin 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 1.5 16.75 7 6 1 1 1 1 1 1 1 1 2 1 1 1 2 1 1 4.5 22.75 6 5.5 21.75 6 3 5.75 14.75 11.76 1 2.5 5 13.75 11.26 1 3 5 13.25 11.26 1 3.5 21.25 6 4 3 3 13.75 11.26 1 5 4 5 5 1 1 2 2 86.76 5 5 1 1 2 2 86.76 5 5 1 1 2.5 21.25 6 4 3 3 13.75 11.26 1 1 6 5 1 1 3 86.76 3 86.76 1 1 87.76 1 2.25 3 86.76 1000 1220 Library & Arts Total: Grants - 470 32123 Domestic Violence Grant Mgmt Asst 1 1840 591 Return to TOC 1 1 1 87.76 87.76 88.76 87.76 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fund Grants - 470 32136 DV Pilot Project Grant Mgmt Asst 1840 '04-05 '05-06 1000 1000 1000 1000 Community Dev AdminTotal: Building Safety - 521 15610 Building Safety Asst Bldg Safety Dir Bldg Insp Bldg Insp Spec Bldg Safety Dir Bldg Safety Mgr Mgmt Asst Plans Examiner Secretary Sr Bldg Insp Sr Mgmt Asst Sr Plans Examiner Sr Secretary Structural Plans Examiner Program Total: 15620 Development Services Center Bldg Safety Mgr Customer Assistance Rep Development Plans Tech Development Srvcs Rep Development Srvcs Supv Sr Development Srvcs Rep Program Total: 15630 Westgate-Bldg Safety Rvw/Insp. Bldg Insp Bldg Insp Spec Development Plans Tech Plans Examiner Secretary Sr Bldg Insp 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 1000 '08-09 1 1 1 1 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 4 4 4 4 1 6 4 1 1 1 3 1 2 6 4 1 1 1 3 1 2 1 9 4 1 1 4 8 1 1 4 7 1 1 1 1 22 1 1 1 22 3 1 3 1 1 1 1 26 3 1 4 1 1 1 1 26 3 1 5 1 1 1 1 26 1 2 2 4 1 1 2 2 4 1 1 2 2 4 1 1 2 2 4 1 10 10 10 10 1 2 2 2 1 2 10 1 4 2 4 1 1 1 1 10 9 1 11 2 1 9 1 1 10 1 15 1 12 1 6 592 Return to TOC '07-08 1 Grants Total: Community Dev Admin - 511 15510 CD Deputy City Manager Dep City Mgr Exec Administrative Asst Exec Administrative Asst II Sr Mgmt Asst Program Total: '06-07 Schedule Six Authorized Staffing Dept Program Name Position Title Building Safety - 521 15710 Stadium - Development Services Bldg Insp Spec Building Inspector, General Building Inspector, Senior Development Plans Technician Plans Examiner Plans Examiner, Sr Plans Examiner, Structural Secretary Program Total: 17510 Cross Connection Control Bldg Insp Cross Connection Control Spec Secretary Sr Bldg Insp Program Total: Fund '04-05 '05-06 '06-07 1280 1280 1280 1280 1280 1280 1280 1280 11 1 1 1 1 1 1 1 18 11 3 11 3 1 0.75 1 1 0.75 1 1 0.75 1.75 2.75 57.75 55.75 1 1 2 1 1 2 1 5 2 2400 2400 2400 2400 Building Safety Total: Planning - 531 15910 Planning Administration Mgmt Asst Planning Dir Secretary Sr Mgmt Asst Sr Secretary Program Total: 15920 Zoning Admin & Tech. Assist. Assoc Planner Planner Sr Planner Zoning Admin Program Total: 15930 Current Planning Assoc Planner Dep Planning Dir Landscape Architect Planner Planning Manager Principal Planner Sr Planner Program Total: 15940 Long-Range Planning & Research Dep Planning Dir Planner Planning Manager Planning Tech Sr Planner 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: 593 Return to TOC 1 1 4 '07-08 '08-09 1 1 2.75 0.75 1 2.75 0.75 1 2.75 51.75 53.75 50.75 1 1 1 5 1 2 1 1 5 1 3 5 1 3 5 1 1 1 1 4 1 1 1 1 4 2 1 1 1 5 1 1 3 3 1 3 1 1 1 3 3 7 3 7 3 9 1 2 8 2 4 10 1 1 1 1 1 1 3 1 1 1 1 3 1 1 3 1 1 3 1 1 4 19 19 21 21 19 1 1 1 2 Schedule Six Authorized Staffing Dept Program Name Position Title Economic Development - 540 16010 Economic Development Asst Economic Development Dir Business Development Manager Economic Development Admin Economic Development Analyst Economic Development Dir Mgmt Asst Planning Manager Sr Marketing & Comm Mgr Program Total: 16040 Downtown Beaut. & Promotion Secur Officer Srvc Worker II Program Total: Fund '04-05 '05-06 1000 1000 1000 1000 1000 1000 1000 1000 1 2 1 7 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 Code Compliance Total: Public Works Admin. - 611 13310 Public Works Administration Dep City Mgr 1000 Public Works Admin.Total: Field Operations - 620 13410 Field Operations Admin. Account Spec II Dep Field Ops Dir Dispatcher/Router Field Ops Admin Supv Field Ops Dir Secretary Sr Mgmt Asst Sr Secretary Program Total: '07-08 '08-09 2 3 3 4 1 1 1 1 1 1 1 1 5 1 6 1 6 1 7 2 2 4 2 2 4 6 10 11 1 1 2 7 4 1 1 1 2 7 4 2 1 1 1 2 6 5 2 1 2.5 1 21.5 2.5 1 21.5 1000 1000 Economic DevelopmentTotal: Code Compliance - 550 14410 Code Compliance Asst Code Compliance Dir Code Compliance Dir Code Compliance Supv Code Insp I Code Insp II Code Insp III Mgmt Asst Office Support Supv Secretary Sr Secretary Program Total: 1 1 1 1 '06-07 1000 1000 1000 1000 1000 1000 1000 1000 594 Return to TOC 7 5 1 1 6 4 1 1 1 8 4 1 1 2.5 1 3.5 16.5 19.5 2.5 1 19.5 16.5 19.5 19.5 21.5 21.5 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 3 1 10 2 1 1 1 3 1 10 1 1 2 1 1 1 1 2 1 1 1 1 2 1 1 1 1 8 1 1 8 1 1 8 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '04-05 '05-06 '06-07 '07-08 '08-09 Field Operations - 620 13420 Cemetery Crewleader (Parks) Srvc Worker II (Parks) Srvc Worker III (Parks) 1000 1000 1000 1 1 1 1 1 1 1 1 1 2 2 2 2 1 2 1 3 2 3 1 2 3 1 2 3 1 1 2 4 1000 1000 1000 1000 2 2 16 1 21 2 2 16 1 21 2 2 16 1 21 2 2 16 1 21 2 2 16 1 21 1000 1000 1000 2 14 4 20 2 14 4 20 2 14 4 20 2 14 4 20 1 15 4 20 1 3 4 1 3 4 1 1 1 2 10 16 1 1 2 1 2 10 16 1 1 2 1 5 10 17 1 1 2 2 2 Program Total: 13440 Graffiti Removal Service Worker 1 Srvc Worker II Srvc Worker II (Airport) Srvc Worker II (Streets) Program Total: 13450 Facilities Management Bldg Maint Leader Bldg Maint Supv Building Maintenance Worker Facilities Mgmt Supt Program Total: 13460 Custodial Services Custodial Supv Custodian Custodian Lead Program Total: 13480 PS Training Ops - Fac. Mgmt. Building Maintenance Worker Custodian Program Total: 13510 Equipment Management Buyer I Buyer II Equip Mechanic I Equip Mechanic II Equip Mechanic Spec Equip Mgmt Supt Fleet Sys Coord Fleet Tire Spec Paint & Body Spec Parts Room Attendant PC Support Spec I Shop Maint Coord Shop Services Supervisor Shop Supv Sr Equipment Mechanic Sp Srvc Writer Welder\Fabricator Program Total: 13530 Parts Store Operations Buyer II 1000 1000 1000 1000 1 2530 2530 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 595 Return to TOC 1 1 3 7 16 1 2 1 2 1 2 1 1 1 2 42 2 8 15 1 2 1 1 2 1 1 1 1 2 38 2 2 2 1 2 41 1 2 41 1 1 41 1 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 16710 Right-of-Way Maintenance Crewleader (Streets) Engineering Insp II Parks Supervisor PC Oper Service Worker III (Streets) Srvc Worker II (Streets) Streets Supv Program Total: 16720 Street Maintenance Crewleader (Streets) Engineering Insp II Heavy Equip Oper Mgmt Asst PC Oper Service Worker III (Streets) Srvc Worker II (Streets) Streets Supt Streets Supv Program Total: 16730 Street Cleaning Equipment Operator (Streets) Service Worker III (Streets) Program Total: 17710 Landfill Crewleader (Landfill) Landfill Insp Landfill Oper Landfill Supv Mgmt Asst PC Oper Sr Equip Mechanic Special Srvc Worker I Srvc Worker I (Landfill) Srvc Worker II (Landfill) Weigh Scale Oper Program Total: 17730 Solid Waste Admin Account Spec II Dep Field Ops Dir Deputy Director, Field Ops Landfill Supt Management & Budget Analyst Sanitation Supt Sr Budget Analyst Program Total: Fund '04-05 '05-06 '06-07 '07-08 '08-09 1340 1340 1340 1340 1340 1340 1340 2 2 2 2 1 2 1 17 1 6 7 1 17 1 7 6 1 17 1 8 4 1 17 1 8 4 1 17 7 1 2 7 1 2 7 1 1 7 1 1 1 7 18 1 3 40 1 7 18 1 3 40 1 8 18 1 3 40 1 8 18 1 3 40 7 1 1 1 9 17 1 3 40 1340 1340 4 1 5 4 1 5 4 1 5 4 1 5 4 1 5 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 1 1 4 1 1 1 4 1 1 1 5 1 1 1 5 1 1 1 1 1 1 2 2 3 15 2 3 16 1 1 1 1 2 4 18 1 1 1 2 2 4 19 1 1 5 1 1 1 1 2 2 4 19 3 3 1 3 1 3 1 1 1 1 1 1 1 1 1 7 1 1 7 1 1 7 1 1 5 1340 1340 1340 1340 1340 1340 1340 1340 1340 2440 2440 2440 2440 2440 2440 2440 1 1 6 7 1 1 1 1 7 596 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Fund '04-05 '05-06 '06-07 '07-08 '08-09 Field Operations - 620 17740 Recycling Recycling Coord Sanitation Insp Sr Sanitation Insp 2440 2440 2440 1 3 1 5 1 3 1 5 1 4 1 6 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 1 1 1 1 1 1 1 1 11 11 1 1 3 2 11 1 1 3 2 11 1 1 3 2 11 3 3 3 3 3 3 4 4 1 4 5 1 1 9 1 1 1 1 9 1 1 1 1 9 1 1 1 9 1 1 14 1 14 1 13 1 13 1 2 15 2 1 2 1 32 33 1 1 37 1 1 38 2 1 2 32 1 1 1 40 2 1 2 32 1 2 2 2 31 1 2 40 2 40 12 1 1 14 12 1 1 14 12 1 1 14 1 15 1 1 18 1 15 1 1 18 265 265 270 280 282 Program Total: 17750 MRF Operations Account Spec II Crewleader (Sanitation) Equip Mechanic I Equip Mechanic II Laborer MRF Laborer Team Leader Sanitation Supv Srvc Worker I Srvc Worker I (Sanitation) Srvc Worker II Program Total: 17810 Sanitation Roll-off Account Spec II Equip Operator (Sanitation) Program Total: 17820 Sanitation Frontload Account Spec II Commercial Sanitation Insp Crewleader (Sanitation) Equip Operator (Sanitation) Mgmt Asst Sanitation Supv Sr Mgmt Asst Srvc Worker III (Sanitation) Program Total: 17830 Curb Service Crewleader (Sanitation) Equip Mechanic I Equip Operator Equip Operator (Sanitation) Sanitation Supv Srvc Worker I (Sanitation) Srvc Worker II (Sanitation) Program Total: 17840 Residential-Loose Trash Collec Crewleader (Sanitation) Equip Operator (Sanitation) Sanitation Insp Sanitation Supv Program Total: 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 Field Operations Total: 597 Return to TOC 1 1 1 9 Schedule Six Authorized Staffing Dept Program Name Position Title Engineering - 631 13720 Engineering Administration City Engineer Engineering Project Coord Mgmt Asst Office Support Supv Sr Secretary Program Total: 13730 CIP Administration Assoc Civil Engineer Asst City Engineer Engineering Project Mgr Engineering Tech II Landscape Architect Mgmt Aide Mgmt Asst Programs Admin Sr Civil Engineer Sr Engineering Tech Sr Mgmt Asst Program Total: 13740 CIP Design Engineering & Design Supv Engineering Tech II Sr Engineering Tech Program Total: 13750 CIP Construction Engineering Project Mgr Engineering Technician 2 Engineering Technician, Senior Sr Civil Engineer Program Total: 13760 Real Estate Services Property Agent Property Mgr Program Total: 13770 Mapping and Records Engineering Tech II Engineering Utility Coordinato Special Projects Administrator Sr Civil Engineer Sr Engineering Tech Program Total: Fund '04-05 '05-06 '06-07 '07-08 '08-09 1000 1000 1000 1000 1000 1 1 1 1 1 2 4 1 2 4 1 1 1 1 1 2 4 2 4 2 5 1 1 1 1 1 1 1 2 1 1 1 1 1 1 3 1 1 8 3 1 1 9 4 1 1 10 4 1 1 2 1 1 1 1 1 5 1 1000 1000 1000 1 1 2 4 1 1 2 4 1 1 2 4 1 1 2 4 1000 1000 1000 1000 2 1 1 1 5 2 2 2 1 3 1 3 1 3 1000 1000 1 1 2 2 1 3 2 1 3 2 1 3 1 1 2 1000 1000 1000 1000 1000 2 1 1 2 2 2 1 1 1 4 1 3 1 3 1 2 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 598 Return to TOC 1 5 1 9 15 Schedule Six Authorized Staffing Dept Program Name Position Title Engineering - 631 13780 Land Development Division Asst City Engineer Land Development Engineer Landscape Architect Mgmt Aide Sr Civil Engineer Program Total: 13790 Construction Inspection Construction Engineering Supv Engineering Insp II Sr Engineering Insp Program Total: 13800 Materials Testing Materials Tech Sr Materials Tech Program Total: 13820 Utility Inspection Engineering Insp II Engineering Utility Coord Utility Inspector Program Total: 16310 Transportation Engineering Pgm Sr Civil Engineer Fund '04-05 '05-06 '06-07 '07-08 '08-09 1000 1000 1000 1000 1000 1 2 1 1 1 1 4 1 1 2 5 1 2 4 1 3 5 1 3 5 1000 1000 1000 1 3 3 7 1 3 3 7 1 3 3 7 1 3 3 7 1 3 3 7 1000 1000 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 2 1 2 1 2 1 3 3 3 3 1 1 1 1 1 45 46 45 45 43 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 1 1 1 1000 1000 1000 1660 Engineering Total: Transportation - 632 16410 Airport Operations Airport Administrator Crewleader (Airport) Sr Secretary Srvc Worker II (Airport) Program Total: 16510 Transportation Program Mgmt Dep Trans Dir Secretary Trans Coord Trans Planner Trans Program Admin Program Total: 16520 Transportation Education Trans Coord 16525 Transit Management Sr Secretary Transit Administrator Transit Mgr 1760 1760 1760 1760 1660 1660 1660 1660 1660 1660 1660 1660 1660 Program Total: 599 Return to TOC 1 2 2 1 1 1 1 2 1 2 2 3 3 1 1 1 1 1 1 1 2 4 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '04-05 '05-06 '06-07 '07-08 '08-09 Transportation - 632 16530 Dial-A-Ride Dispatcher/Router Lead Transit Oper Secretary Sr Mgmt Asst Sr Secretary Transit Administrator Transit Coord Transit Mgr Transit Oper Transit Supv 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 4.75 4.75 6.5 1 1 1 1 1 1 1 1 1 6.5 7 1 1 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 16.75 1 35.25 1 1 1 1 1 1 3 1 4 1 1 1 1 1 5 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 2 3 1 10 1 1 1 2 3 2 10 1 1 1 2 3 2 10 1 1 1 2 3 2 10 1340 1340 1340 1340 1340 2 1 1 5 1 10 2 1 1 5 1 10 2 1 1 5 1 10 2 1 1 5 1 10 2 1 1 5 1 10 1340 1340 1340 1340 1340 1340 1340 1 1 1 1 1 1 1 1 1 1 5 1 5 Program Total: 16570 Intelligent Transportation Sys Intelligent Trans Sys Analyst Intelligent Trans Sys Mgr Intelligent Trans Sys Tech Principal Traffic Engineer Traffic Signal Tech II Program Total: 16580 Traffic Mitigation Traffic Engineer I 16810 Traffic Signals Traffic Ops Electronic Tech Traffic Ops Supt Traffic Signal Supv Traffic Signal Tech I Traffic Signal Tech II Traffic Signal Tech III Program Total: 16820 Signs & Markings Crewleader (Streets) Service Worker III (Streets) Sign Fabricator Srvc Worker II (Streets) Traffic Signs & Markings Supv Program Total: 16910 Transportation Administration City Traffic Engineer Intelligent Trans Sys Tech Secretary Sr Mgmt Asst Sr Secretary Traffic Ed Program Manager Trans Dir Program Total: 1660 1660 1660 1660 1660 1 1 1 1 1 1 1 1 1 1 3 1 5 4 600 Return to TOC 2 Schedule Six Authorized Staffing Dept Program Name Position Title Transportation - 632 16920 Street Light Management Traffic Engineer II Traffic Engineering Spec Traffic Lighting Mgr Program Total: 16930 Transportation Planning Trans Coord Trans Planner Transportation Planning Mgr Program Total: 16940 Traffic Studies Neighrhood Traffic Specialist Principal Traffic Engineer Traffic Education Program Mgr Traffic Engineer II Traffic Engineering Tech Trans Planning Mgr Program Total: 16950 Traffic Design and Development Dep Trans Dir Principal Traffic Engineer Sr Traffic Engineering Spec Traffic Engineering Spec Traffic Engineering Tech Program Total: Fund 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 Transportation Total: Utilities - 641 17110 Utilities Administration Account Spec Dep Utilities Dir Mgmt Aide Secretary Sr Civil Engineer Sr Mgmt Asst Sr Secretary Utilities Accting & Budget Mgr Utilities Dir Program Total: 17115 Safety Administration Sr Mgmt Asst 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 601 Return to TOC '04-05 '05-06 '06-07 '07-08 1 1 1 1 2 1 1 2 1 1 2 2 1 1 1 1 2 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 4 1 1 4 2 1 5 1 1 1 1 1 1 1 1 1 '08-09 1 1 1 1 1 1 1 1 4 4 1 1 1 1 1 3 1 3 1 3 1 3 80.25 81.25 88.25 89.25 90.25 1 1 1 1 1 1 2 2 1 1 2 1 1 7 1 8 2 1 2 1 1 1 9 2 1 1 1 1 1 8 1 2 1 1 1 1 1 1 1 10 1 1 3 Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 17120 Information Management GIS Coord PC Support Spec I PC Support Specialist II Sys Admin Utilities Network Engineer Utilities Technology Mgr Utility Data Comm Manager Utility Data Coord Utility SCADA Planner Program Total: 17130 Public Service Representatives Public Srvc Rep 17140 System Security Secur Officer Util Safety Spec Util Safety/Security Coor Utilities Secur Supt Program Total: 17160 Arrowhead Reclamation Plant Plant Instrument Technician 2 Plant Maint Mechanic II Plant Operations Supervisor Sr Plant Instrument Tech Sr Water Reclam Facility Oper Wastewater Plant Operator, Sr Water Reclam Facility Oper II Water Reclam Facility Supv Program Total: 17170 West Area Plant Plant Instrument Tech II Sr Plant Instrument Tech Sr Plant Maint Mechanic Sr Water Reclam Facility Oper Utility Ops Supt Water Reclam Facility Oper I Water Reclam Facility Oper II Water Reclam Facility Supv Water Reclam Supt Program Total: 17210 Customer Service - Field Lead Water Srvc Rep Utilities Supv Utility Ops Supt Water Srvc Rep Program Total: Fund 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 '04-05 '05-06 1 1 1 2 1 2400 2400 2400 2400 602 Return to TOC '07-08 '08-09 1 1 1 2 1 1 2 1 1 2 1 1 1 1 1 5 1 1 1 1 5 6 6 6 3 3 4 4 4 1 5 1 1 1 1 1 2 2 1 8 5 1 1 1 8 1 1 1 1 2 2 2 1 1 1 1 1 2 1 2 4 1 8 7 1 12 7 1 13 7 1 13 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 7 2 6 1 14 1 13 1 7 1 1 14 1 1 1 1 1 8 1 1 14 8 1 14 2 1 2 1 12 15 12 15 1 1 1 12 15 1 1 1 12 15 1 3 7 2360 2360 2360 2360 2360 2360 2360 2360 2360 '06-07 1 2 1 12 15 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '04-05 '05-06 '06-07 '07-08 '08-09 Utilities - 641 17220 Irrigation Crewleader (Water) 2400 1 1 1 1 1 1 1 1 1 1 1 1 6 1 1 1 10 5 1 1 1 10 5 1 1 9 5 1 1 1 10 9 1 1 6 9 1 1 1 6 9 1 1 1 7 10 1 1 1 6 9 1 1 1 7 10 1 1 1 4 7 1 1 1 4 7 1 1 1 6 9 1 1 1 6 9 1 1 2 5 9 1 1 1 2 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 5 5 5 2 1 1 1 1 6 2 1 1 1 1 6 2 2 15 8 27 2 2 15 8 27 2 2 17 9 30 1 2 2 16 9 30 1 2 2 16 9 30 17240 Central System Control Sr HR Analyst Sr Water Plant Oper Util Safety/Security Coor Utility Ops Supt Water Control Room Oper Water Plant Operator II Water Plant Ops Supv Water Treatment Supt Program Total: 17250 Pyramid Peak Plant Plant Instrument Technician 2 Sr Plant Instrument Tech Sr Plant Maint Mechanic Sr Water Plant Oper Water Plant Operator II Program Total: 17260 Cholla Treatment Plant Plant Instrument Tech II Plant Maint Mechanic II Sr Water Plant Oper Water Plant Operator II Program Total: 17270 Major Maintenance Sr Water Plant Oper Water Plant Ops Supv Program Total: 17280 Central System Maintenance Plant Instrument Tech I Plant Instrument Tech II Sr Plant Instrument Tech Sr Plant Maint Mechanic Srvc Worker II (Water) Water Plant Ops Supv Program Total: 17290 Water Distribution Lead Water Srvc Rep Sr Utility Sys Tech Utilities Supv Utility Sys Tech I Utility Sys Tech II 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 2400 2400 2400 2400 2400 2400 2400 603 Return to TOC 1 1 1 1 5 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '04-05 '05-06 '06-07 '07-08 '08-09 Utilities - 641 17300 Meter Maintenance Sr Utility Sys Tech Utilities Supv Utility Locator Utility Sys Tech I Utility Sys Tech II 2400 2400 2400 2400 2400 1 1 3 4 1 10 1 1 3 4 1 10 1 1 4 4 1 11 1 1 4 3 2 11 1 1 4 3 2 11 1 2 1 1 1 1 1 1 1 1 6 1 15 1 1 1 1 1 1 1 1 5 2 15 2 1 3 6 2 1 3 6 2 1 3 6 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 Insp Pretreatment Officer Sr Pretreatment Insp Program Total: 17630 Wastewater Collection Dep Utilities Dir PC Oper Sr Utility Sys Tech Utilities Supv Utility Ops Supt Utility Sys Tech I Utility Sys Tech II Program Total: 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 Utilities Total: Grand Total 1 4 1 5 1 1 3 5 1 1 1 1 6 3 13 1 1 1 1 8 4 16 2 1 1 1 2 1 2 1 9 5 19 9 5 20 1 1 1 1 10 5 19 140 146 165 186 187 1,875.16 1,916.01 2,031.51 2,100.51 2,204.51 604 Return to TOC Schedule Seven Long Term Debt Service Detail FY 2008-09 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt Municipal Property Corp. Bonds MPC Bonds - Series 2003B - Arena Taxable MPC Bonds - Series 2003A - Arena Tax Exempt MPC Bonds - Series 2004A - Refund Imp Dist MPC Bonds - Series 2006A - GRPSTC/Zanjero MPC Bonds - Series 2008A, B & C - H/Conv/Media 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 Prelim 7/31/2002 7/31/2003 $1,735,000 145,000 1,460,000 605,000 1,135,000 1,290,000 6,370,000 $85,015 5,293,843 2,199,831 385,138 1,610,525 2,704,557 259,763 340,750 12,879,421 $5,000 5,000 5,000 5,000 20,000 $1,825,015 5,443,843 3,664,831 995,138 2,745,525 3,994,557 259,763 340,750 19,269,421 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 6/26/2007 1,353,173 1,480,000 3,035,000 2,065,000 1,130,000 1,600,000 3,130,000 13,793,173 150,392 1,279,650 1,561,200 1,215,375 329,238 1,170,731 453,250 2,589,850 8,749,686 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 1,464,238 2,775,731 458,250 5,724,850 300,000 22,882,859 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 Subordinate Lien W&S Rev Bonds - Series 2008 WIFA 2001 Sub-Total W/S Revenue Funded Debt 6/1/2000 4/1/2003 12/16/2003 2/7/2006 6/15/2007 2/1/2008 8/1/2002 6,310,000 835,000 650,000 2,245,000 671,096 10,711,096 729,713 428,950 3,972,750 3,716,031 2,088,963 2,812,388 457,686 14,206,480 5,000 2,000 5,000 5,000 5,000 50,000 72,000 7,044,713 1,265,950 3,977,750 3,721,031 2,743,963 5,057,388 1,178,782 24,989,576 Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 Sub-Total Street Revenue Funded Debt 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 Transportation Sales Tax Bond Debt Service Transportation Sales Tax Obligations Bond Sub-Total Trans S/Tax Bond Debt Service 10/16/2007 2,545,000 2,545,000 4,782,331 4,782,331 - 7,327,331 7,327,331 131,827 131,827 6,723 6,723 - 138,550 138,550 $37,121,096 $41,750,798 Property Tax Funded Debt 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 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 $442,650 $79,314,543 Schedule Seven Long Term Debt Service Detail FY 2009-10 Bond Description Date of Issue Principal Interest Other Fees Total 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 - GRPSTC/Zanjero MPC Bonds - Series 2008A, B & C - H/Conv/Media 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 Prelim 7/31/2002 7/31/2003 $0 220,000 1,515,000 850,000 1,195,000 1,420,000 5,200,000 $0 5,288,884 2,163,331 368,500 1,553,775 5,338,999 259,763 340,750 15,314,001 $0 5,000 5,000 5,000 15,000 $0 5,513,884 3,683,331 1,223,500 2,748,775 6,758,999 259,763 340,750 20,529,001 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 6/26/2007 1,565,000 1,535,000 3,135,000 2,150,000 1,170,000 1,660,000 3,255,000 14,470,000 81,380 1,224,150 1,439,800 1,143,100 289,688 1,106,731 453,250 2,464,650 8,202,749 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 5,724,650 300,000 23,012,749 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 Subordinate Lien W&S Rev Bonds - Series 2008 WIFA 2001 Sub-Total W/S Revenue Funded Debt 6/1/2000 4/1/2003 12/16/2003 2/7/2006 6/15/2007 2/1/2008 8/1/2002 6,655,000 860,000 680,000 2,315,000 696,490 11,206,490 382,663 395,550 3,972,750 3,716,031 2,061,338 2,745,038 432,292 13,705,661 5,000 2,000 5,000 5,000 5,000 50,000 72,000 7,042,663 1,257,550 3,977,750 3,721,031 2,746,338 5,060,038 1,178,782 24,984,151 Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 Sub-Total Street Revenue Funded Debt 6/1/2000 6/1/2004 4/11/2006 1,665,000 580,000 1,485,000 3,730,000 89,494 392,738 486,425 968,656 650 5,000 5,000 10,650 1,755,144 977,738 1,976,425 4,709,306 Transportation Sales Tax Bond Debt Service Transportation Sales Tax Obligations Bond Sub-Total Trans S/Tax Bond Debt Service 10/16/2007 2,675,000 2,675,000 4,655,081 4,655,081 - 7,330,081 7,330,081 Property Tax Funded Debt 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 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 $37,281,490 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 606 Return to TOC $42,846,148 $437,650 $80,565,288 Schedule Seven Long Term Debt Service Detail FY 2010-11 Bond Description Date of Issue Principal Interest Other Fees Total 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 - GRPSTC/Zanjero MPC Bonds - Series 2008A, B & C - H/Conv/Media 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 Prelim 7/31/2002 7/31/2003 $0 305,000 1,330,000 1,565,000 1,250,000 1,735,000 6,185,000 $0 5,280,722 2,117,881 343,000 1,494,025 5,272,191 259,763 340,750 15,108,331 $0 5,000 5,000 5,000 15,000 $0 5,590,722 3,452,881 1,913,000 2,744,025 7,007,191 259,763 340,750 21,308,331 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 6/26/2007 1,600,000 3,245,000 2,235,000 1,210,000 1,720,000 1,625,000 3,385,000 15,020,000 1,162,750 1,314,400 1,057,100 247,275 1,040,331 453,250 2,334,450 7,609,556 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 335,000 2,767,750 4,564,400 3,297,100 1,462,275 2,765,331 2,083,250 5,724,450 300,000 22,964,556 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 Subordinate Lien W&S Rev Bonds - Series 2008 WIFA 2001 Sub-Total W/S Revenue Funded Debt 6/1/2000 4/1/2003 12/16/2003 2/7/2006 6/15/2007 2/1/2008 8/1/2002 890,000 2,595,000 3,455,000 1,700,000 2,385,000 722,845 11,747,845 361,150 3,972,750 3,716,031 2,032,438 2,675,588 405,937 13,163,893 2,000 5,000 5,000 5,000 50,000 67,000 1,253,150 6,572,750 7,176,031 3,737,438 5,060,588 1,178,782 24,978,738 Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 Sub-Total Street Revenue Funded Debt 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 Transportation Sales Tax Bond Debt Service Transportation Sales Tax Obligations Bond Sub-Total Trans S/Tax Bond Debt Service 10/16/2007 2,780,000 2,780,000 4,548,081 4,548,081 - 7,328,081 7,328,081 Property Tax Funded Debt 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 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 $39,622,845 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 607 Return to TOC $41,230,049 $427,000 $81,279,894 Schedule Seven Long Term Debt Service Detail FY 2011-12 Bond Description Date of Issue Principal Interest Other Fees Total 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 - GRPSTC/Zanjero MPC Bonds - Series 2008A, B & C - H/Conv/Media 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 Prelim 7/31/2002 7/31/2003 $0 390,000 1,390,000 1,665,000 1,315,000 2,205,000 6,965,000 $0 5,268,735 2,077,981 264,750 1,431,525 5,198,789 259,763 340,750 14,842,293 $0 5,000 5,000 5,000 15,000 $0 5,663,735 3,472,981 1,934,750 2,746,525 7,403,789 259,763 340,750 21,822,293 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 6/26/2007 1,660,000 3,360,000 2,350,000 1,250,000 1,785,000 1,715,000 3,520,000 15,640,000 1,098,750 1,184,600 970,494 203,413 971,531 372,000 2,190,588 6,991,375 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 335,000 2,763,750 4,549,600 3,325,494 1,458,413 2,761,531 2,092,000 5,715,588 300,000 22,966,375 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 Subordinate Lien W&S Rev Bonds - Series 2008 WIFA 2001 Sub-Total W/S Revenue Funded Debt 6/1/2000 4/1/2003 12/16/2003 2/7/2006 6/15/2007 2/1/2008 8/1/2002 925,000 2,725,000 3,590,000 1,775,000 2,455,000 750,198 12,220,198 325,550 3,843,000 3,577,831 1,960,188 2,604,038 378,585 12,689,191 2,000 5,000 5,000 5,000 50,000 67,000 1,252,550 6,573,000 7,172,831 3,740,188 5,059,038 1,178,782 24,976,388 Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 Sub-Total Street Revenue Funded Debt 6/1/2000 6/1/2004 4/11/2006 2,435,000 1,605,000 4,040,000 290,913 365,425 656,338 5,000 5,000 10,000 2,730,913 1,975,425 4,706,338 Transportation Sales Tax Bond Debt Service Transportation Sales Tax Obligations Bond Sub-Total Trans S/Tax Bond Debt Service 10/16/2007 2,890,000 2,890,000 4,436,881 4,436,881 - 7,326,881 7,326,881 Property Tax Funded Debt 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 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 $41,755,198 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 608 Return to TOC $39,616,077 $427,000 $81,798,275 Schedule Seven Long Term Debt Service Detail FY 2013 - Beyond Bond Description Date of Issue Other Fees Total Principal Interest 10/1/1999 6/1/2003 6/1/2003 5/5/2004 6/1/2006 Prelim 7/31/2002 7/31/2003 $0 95,675,000 43,010,000 3,630,000 27,055,000 88,345,000 5,055,000 7,250,000 270,020,000 $0 73,708,320 24,868,431 274,750 11,392,850 67,192,448 5,080,444 7,326,125 189,843,368 $0 5,000 5,000 5,000 15,000 $0 169,388,320 67,883,431 3,909,750 38,447,850 155,537,448 10,135,444 14,576,125 459,878,368 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 6/26/2007 21,465,000 23,605,000 19,605,000 4,035,000 19,760,000 5,725,000 44,620,000 138,815,000 6,171,738 3,489,950 3,767,894 321,819 4,694,756 582,500 12,213,975 31,242,631 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 335,000 27,641,738 27,099,950 23,377,894 4,361,819 24,459,756 6,312,500 56,838,975 300,000 170,392,631 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 Subordinate Lien W&S Rev Bonds - Series 2008 WIFA 2001 Sub-Total W/S Revenue Funded Debt 6/1/2000 4/1/2003 12/16/2003 2/7/2006 6/15/2007 2/1/2008 8/1/2002 6,485,000 74,680,000 72,955,000 39,075,000 56,100,000 9,254,679 258,549,679 958,550 37,151,750 27,422,450 16,909,825 24,854,538 2,033,142 109,330,255 2,000 5,000 5,000 5,000 50,000 67,000 7,445,550 111,836,750 100,382,450 55,989,825 80,954,538 11,337,821 367,946,934 Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 Sub-Total Street Revenue Funded Debt 6/1/2000 6/1/2004 4/11/2006 5,145,000 7,105,000 12,250,000 307,444 751,100 1,058,544 5,000 5,000 10,000 5,457,444 7,861,100 13,318,544 Transportation Sales Tax Bond Debt Service Transportation Sales Tax Obligations Bond Sub-Total Trans S/Tax Bond Debt Service 10/16/2007 94,145,000 94,145,000 52,408,888 52,408,888 - 146,553,888 146,553,888 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 - GRPSTC/Zanjero MPC Bonds - Series 2008A, B & C - H/Conv/Media AMFP Series 14 - Arena AMFP Refunding Series 16 - Arena Sub-Total Excise Tax Funded Debt Property Tax Funded Debt 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 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 $773,779,679 (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 609 Return to TOC $383,883,685 $427,000 $1,158,090,364 Schedule Seven Long Term Debt Service Detail Grand Totals Bond Description Date of Issue Other Fees Total Principal Interest 10/1/1999 6/1/2003 6/1/2003 5/5/2004 6/1/2006 Prelim 7/31/2002 7/31/2003 $1,735,000 96,735,000 48,705,000 8,315,000 31,950,000 94,995,000 5,055,000 7,250,000 294,740,000 $85,015 94,840,503 33,427,456 1,636,138 17,482,700 85,706,983 6,119,494 8,689,125 247,987,413 $5,000 25,000 25,000 25,000 80,000 $1,825,015 191,600,503 82,157,456 9,976,138 49,432,700 180,701,983 11,174,494 15,939,125 542,807,413 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 4/11/2006 4/11/2006 6/26/2007 2,918,173 27,740,000 36,380,000 28,405,000 8,795,000 26,525,000 9,065,000 57,910,000 197,738,173 231,772 10,937,038 8,989,950 8,153,963 1,391,432 8,984,082 2,314,251 21,793,513 62,796,000 10,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 1,500,000 1,685,000 3,159,945 38,702,038 45,394,950 36,583,963 10,211,432 35,534,082 11,404,251 79,728,514 1,500,000 262,219,174 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 Subordinate Lien W&S Rev Bonds - Series 2008 WIFA 2001 Sub-Total W/S Revenue Funded Debt 6/1/2000 4/1/2003 12/16/2003 2/7/2006 6/15/2007 2/1/2008 8/1/2002 12,965,000 9,995,000 80,000,000 80,000,000 43,880,000 65,500,000 12,095,307 304,435,307 1,112,375 2,469,750 52,913,000 42,148,375 25,052,750 35,691,588 3,707,642 163,095,480 10,000 10,000 25,000 25,000 25,000 250,000 345,000 14,087,375 12,474,750 132,938,000 122,173,375 68,957,750 101,191,588 16,052,950 467,875,787 Street Revenue Bonds Debt Service (HURF) HURF Revenue Bonds - Series 2000 HURF Revenue Bonds - Refunding Series 2004 HURF Revenue Bonds - Series 2006 Sub-Total Street Revenue Funded Debt 6/1/2000 6/1/2004 4/11/2006 3,240,000 11,080,000 13,160,000 27,480,000 261,675 1,774,806 2,573,400 4,609,881 1,300 25,000 25,000 51,300 3,502,975 12,879,806 15,758,400 32,141,181 Transportation Sales Tax Bond Debt Service Transportation Sales Tax Obligations Bond Sub-Total Trans S/Tax Bond Debt Service 10/16/2007 105,035,000 105,035,000 70,831,263 70,831,263 - 175,866,263 175,866,263 131,827 131,827 6,723 6,723 - 138,550 138,550 $929,560,307 $549,326,760 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 - GRPSTC/Zanjero MPC Bonds - Series 2008A, B & C - H/Conv/Media AMFP Series 14 - Arena AMFP Refunding Series 16 - Arena Sub-Total Excise Tax Funded Debt Property Tax Funded Debt 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 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 $2,161,300 $1,481,048,369 Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2008-09 Northern Crossing ** 1000-11380-560400 1000-11380-560600 2009-10 2010-11 2011-12 2012-13 1,611,111 205,417 1,816,528 1,611,111 68,472 1,679,583 Beyond 13 363,611 363,611 363,611 363,611 1,055,555 318,750 1,374,305 Remodeling Office Space - '00 LaSalle Lease 1000-11380-560400 205,412 1000-11380-560600 20,317 Total 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 228,904 22,640 251,544 242,516 12,932 255,448 126,613 2,646 129,258 - - - Fire Trucks & Equipment - '03 BofA Lease 1000-11380-560400 56,291 1000-11380-560600 3,381 Total 59,672 57,770 1,902 59,672 29,452 384 29,836 - - - Fire Trucks & Equipment - '07 Lease 1000-11380-560400 1000-11380-560600 Total 74,381 19,188 93,569 77,212 16,357 93,569 80,150 13,419 93,569 83,200 10,369 93,569 Bank of America Loans (Note 2000A &B) 1000-11380-560400 99,555 1000-11380-560600 1,685 Total 101,240 - - - - - Konica 7155 Copier - '03 BofA Lease 1000-11320-560400 1000-11320-560600 Total 1,747 54 1,801 889 11 900 - - - - Hickman - '03 BofA Lease ** 1000-11380-560400 1000-11380-560600 Total 557,100 557,100 628,000 557,100 1,185,100 - - Motorola - '03 BofA Lease** 1000-11380-560400 1000-11380-560600 Total 1,000,000 102,900 1,102,900 372,000 27,900 399,900 - - - - Copier - '04 BancOne Lease 1000-11030-560400 1000-11030-560600 Total 1,903 75 1,978 974 15 989 - - - - 2,759,144 2,588,420 Total General Fund (1000) Total: * Account 560400 (Prin) & 560600 (Int) ** Variable Rate Lease 71,655 21,915 93,569 2,000,000 510,000 2,510,000 4,252,961 611 Return to TOC 4,800,000 360,000 5,160,000 7,070,097 1,773,152 - 212,443 13,199 225,642 225,642 Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2008-09 2009-10 2010-11 2011-12 2012-13 Beyond 13 Environmental Sweeper - '00 LaSalle Lease 1340-16730-560400 34,813 1340-16730-560600 3,443 Total 38,256 36,883 1,967 38,850 19,256 402 19,658 - - - Streets Fund (1340) Total: 38,256 38,850 19,658 - - - 1 Roll-off Truck - '06 Banc of America Lease 2480-17810-560400 24,298 2480-17810-560600 2,584 Total 26,882 25,208 1,674 26,882 26,152 730 26,882 - - - Frontloader Refuse Truck - '04 BancOne Lease 2480-17820-560400 33,301 2480-17820-560600 1,315 Total 34,617 17,042 266 17,308 - - - - 1 Sideloader Refuse Truck -'06 Banc of America Lease 2480-17820-560400 40,803 42,330 2480-17820-560600 4,339 2,811 Total 45,142 45,141 43,915 1,226 45,141 - - - 1 Frontload Truck - '07 Lease 2480-17820-560400 2480-17820-560600 Total 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 34,633 1,368 36,001 17,723 277 18,000 - - - - - - - - - 127,591 3,561 131,152 - - - 84,762 5,721 90,483 87,988 2,496 90,484 - - Sideloader Refuse Trucks - '03 BofA Lease 2480-17830-560400 62,363 2480-17830-560600 714 Total 63,077 3 Sideloader Refuse Trucks -'06 Banc of America Lease 2480-17830-560400 118,547 122,986 2480-17830-560600 12,605 8,166 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 78,661 11,822 90,483 81,654 8,829 90,483 612 Return to TOC Schedule Eight Scheduled Lease Payments Lease Desc. & Account* 2008-09 2009-10 2010-11 2011-12 2012-13 Beyond 13 Rearloader Trucks (2) - '04 BancOne Lease 2480-17840-560400 56,706 2480-17840-560600 2,240 Total 58,946 29,019 454 29,473 - - - - Rearloader Sanitation Truck - '03 BofA Lease 2480-17840-560400 11,681 2480-17840-560600 134 Total 11,815 - - - - - 2 Rearloader Refuse Trucks - '06 Banc of America Lease 2480-17840-560400 67,146 69,660 2480-17840-560600 7,140 4,625 Total 74,286 74,285 72,269 2,017 74,286 - - - 2 Case 570 Mxt Tractor/Loader - '06 Banc of America Lease 2480-17840-560400 23,637 24,522 2480-17840-560600 2,513 1,628 Total 26,150 26,150 25,441 710 26,151 - - - 1 Tractor - '07 Lease 2480-17840-560400 2480-17840-560600 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: 663,182 523,505 458,726 155,115 - - Library Copier- Keybank Lease 1260-15410-560400 1260-15410-560600 Total 61,113 987 62,100 - - - - - 2,808 182 2,990 - - - - - 65,090 - - - - - Total Library Copier- Kansas State Bank 1260-15410-560400 1260-15410-560600 Total Library Fund (1260) Total: Larry Miller Land Purchase 1620-77752-560400 1620-77752-560600 Total 540,000 18,144 558,144 540,000 9,072 549,072 - - - - DIF -Gen Gov't (1620) Total: 558,144 549,072 - - - - 4,083,816 3,699,847 Grand Total: * Account 560400 (Prin) & 560600 (Int) ** Variable Rate Lease 4,731,345 613 Return to TOC 7,225,212 1,773,152 225,642 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 (1000) Fac & Fin Mgmt Facilities & Financial Mgmt 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 Media Center Operations Comm. Action Program CAP Local Match Human Resources Benefits Compensation $1,240 $44 $2,191 $2,267 $2,060 $88 $2,021 $3,367 $6,638 $285 $9,741 $872 $1,583 $1,583 $2,750 $1,865 $1,583 $912 $2,159 $701 $1,039 $573 $4,668 $4,253 $44 $8,687 $5,674 $346 $5,311 $4,494 $2,218 $53 $2,585 $1,234 $2,731 $88 $2,111 $1,234 $25,831 $6,599 $2,446 $15,006 $20,970 $16,164 $2,835 $992 $18,257 $7,566 $4,078 $4,825 $6,495 $169 $2,109 $341 $119 $275 $6,318 $73,038 $2,726 $7,447 $4,554 $845 $6,319 $574 $2,186 $6,788 $6,071 $246 $229,903 $12,002 $3,012 $3,119 $3,958 $66 $1,990 $2,226 $2,693 $82 $88 614 Return to TOC $296 $365 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 Employee Relations Employment Services Human Resources Administration Organizational Development 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 - Fiscal Management Police Administration Police Support Services Fire Department Ambulance Services Fire Administration Fire Community Services 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 $1,037 $2,749 $12,714 $1,442 $3,647 $44 $840 $164 $44 $362 $2,302 $88 $9,223 $3,874 $4,930 $2,671 $474 $2,676 $592 $2,164 $1,279 $110 $22 $337 $17,833 $5,614 $3,433 $833 $805,740 Vehicle Replacement $4,028 $365 $18,713 $729 $1,094 Telephone $8,130 $365 $282 $2,990 $14,954 $8,890 $3,942 $7,714 $1,945 $1,516 $5,858 $2,957 $1,677 $3,160 $295,761 $13,978 $131 $33 $4,632 $729 $1,248 $282 $271,042 $221 $612 $38,661 $1,223 $236,503 $167,889 $367 $111,919 $777,419 $151,123 Technology Replacement $319 $6,595 $363 $3,776 $892 $157,718 $2,277 $22 $1,189 $231,049 $219 $398 $47,691 $3,863 $594 $971 $22 $3,195 $31,312 $2,468 $1,283 $44 $729 $282 615 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 Copper Canyon HS Youth Dev Prg 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 Economic Development Downtown Beaut. & Promotion Economic Development Code Compliance Code Compliance Public Works Admin. Public Works Administration Worker's Insurance Compensation $295 $1,709 $2,337 $2,339 $10,181 $19,942 $1,529 $48,843 $9,009 $3,169 $331 $209 $5,757 $1,192 $1,000 $793 $1,390 $2,029 $44 $2,280 $9,654 $863 $1,155 $1,019 $1,456 $4,168 Vehicle Replacement Technology Replacement Telephone $5,899 $729 $51,556 $15,255 $1,273 $405 $1,316 $44,820 $34,595 $19,710 $13,228 $405 $770 $1,458 $2,101 $1,094 $26,882 $729 $46,230 $405 $5,313 $1,895 $2,885 $3,627 $249 $2,187 $1,025 $5,450 $4,134 $3,153 $2,066 $673 $48,752 $205 $11,740 $3,767 $107,373 $63,818 $1,308 $48 $525 $350 $40,441 $4,703 $7,396 $6,492 $868 $4,050 $17,717 $7,457 $9,458 $7,647 $655 $6,632 $1,555 $2,740 $285 $66 $110 $5,104 $1,557 $7,091 $1,529 $563 $2,200 $3,171 $4,367 $983 $131 $2,127 $5,407 $1,771 $11,456 $688 $17,972 $10,465 $3,595 $809 $22 $729 $1,194 616 Return to TOC $39,461 $2,791 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 Downtown Parking Garage Facilities Management Field Operations Admin. Graffiti Removal Manistee Ranch Maintenance Engineering CIP Administration Construction Inspection Engineering Administration Land Development Division Mapping and Records Materials Testing Real Estate Services Utility Inspection Total - General Worker's Insurance Compensation $1,731 $9,910 $313 $18,649 $5,067 $2,147 $31 Vehicle Replacement Technology Replacement Telephone $685 $10,392 $3,512 $14,667 $12,435 $175 $2,090 $35,129 $600 $5,028 $92 $110 $66 $2,378 $66 $2,378 $12,602 $13,404 $3,458 $12,425 $4,164 $4,234 $2,346 $4,260 $859 $1,793 $1,530 $1,428,354 $581,311 $1,279,010 $1,408,686 $696,242 $34,816 $19,691 $8,172 $1,316 $8,583 $6,627 $9,488 $8,583 $6,627 $1,161 $350 $1,161 $350 $37,623 $4,924 $3,090 $3,404 $4,001 $31,044 $32,157 $5,964 $3,260 $8,291 $4,695 General Services (1040) Field Operations Equipment Management Fuel Services Parts Store Operations Total - General Services $22 $34,816 $19,713 Telephone Services (1100) Info. Technology Telephones Total - Telephone Services $1,099 $1,099 PC Replacement (1140) Info. Technology Technology Replacement Total - PC Replacement Arts Commission Fund (1220) Library & Arts Arts Maintenance $2,417 617 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 Total - Arts Commission Fund Technology Replacement Telephone $2,417 Court Security/Bonds (1240) City Court Court Time Payments $2,000 $500 Total - Court Security/Bonds $2,000 $500 Stadium Event Operations (1281) Police Department PD - Fiesta Bowl Event Stadium - PD Event Staffing Fire Department Fire - Fiesta Bowl Event Stadium - Fire Event Staffing Transportation Stadium - Transportation Ops. Transp - Fiesta Bowl Event Total - Stadium Event Operation $3,670 $4,657 $1,766 $667 $1,303 $4,509 $665 $15,471 $1,766 $2,422 $22 $1,070 $22 Arena Event Operations (1282) Police Department Arena-PD Event Staffing Fire Department Arena - Fire Event Staffing Field Operations Arena - ROW Maintenance Total - Arena Event Operations $390 $3,882 $44 $52,513 $9,951 $78,984 $24,348 $3,964 $39,691 $49,943 $116,257 $176,350 $15,691 $12,730 $4,572 $61,455 $6,642 $11,304 $815 $837 $11,761 $88 $36,521 $911 $1,094 $19,737 $2,906 $2,351 $1,679 Highway User Gas Tax (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 618 Return to TOC $729 $9,987 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 Transportation Transportation Administration Transportation Planning Total - Highway User Gas Tax Worker's Insurance Compensation Vehicle Replacement Technology Replacement Telephone $98,952 $1,396 $943 $35 $3,712 $11,931 $1,094 $12,986 $342,886 $93,786 $406,337 $28,865 $12,986 Transportation Sales Tax (1660) Engineering Transportation Engineering Pgm Transportation Dial-A-Ride Intelligent Transportation Sys Traffic Mitigation Transportation Education Transportation Program Mgmt Total - Transportation Sales Tax $22 $98,126 $13,148 $1,679 $22 $88 $66 $680 $17,827 $1,125 $5,693 $2,501 $4,474 $1,929 $18,608 $4,897 $98,126 $15,025 $20,328 $13,901 $23,505 $201,435 $67,761 $307,498 $151,417 $44,522 $201,435 $67,761 $307,498 $151,417 $44,522 $37,781 $45,182 $80,798 $17,349 $29,030 $37,781 $45,182 $80,798 $17,349 $29,030 Civic Center Civic Center $5,160 $1,594 $1,215 $8,868 $11,591 Total - Civic Center $5,160 $1,594 $1,215 $8,868 $11,591 $20,078 $1,204 $3,704 $2,483 $18,326 $20,078 $1,204 $3,704 $2,483 $18,326 Police Special Revenue (1700) Police Department Patrol - Special Revenue Fund Total - Police Special Revenue Fire Special Revenue (1720) Fire Department Fire - Special Revenue Fund Total - Fire Special Revenue Civic Center (1740) Airport Special Revenue (1760) Transportation Airport Operations Total - Airport Special Revenue 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 Worker's Insurance Compensation Vehicle Replacement Technology Replacement Telephone RICO Funds (1860) Police Department State RICO $90,723 Total - RICO Funds $90,723 Parks & Recreation Self Sust (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 $346 $24 $344 $117 $273 $2,196 Total - Parks & Recreation Self $972 $3,300 $972 Parks & Recreation Designated (1885) Parks & Recreation Elsie McCarthy Pk. Maint $111 $157 Total - Parks & Recreation Desi $111 $157 Water and Sewer (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 and Sewer $330,544 $330,544 $110 $2,430 $7,858 $3,841 $1,378 $5,277 $558 $2,752 $22 $1,295 $945 $4,936 $9,323 $7,153 $9,212 $1,298 $4,331 $16,653 $15,553 $22,166 $72,759 620 Return to TOC $3,602 $684 $563 $28,978 $20,459 $250,238 $486 $143,986 $283,304 $165,692 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 Water (2400) Env. Resources Water Conservation 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 $2,166 $1,546 $2,505 $282 $676 $3,867 $1,026 $402 $2,864 $1,785 $5,020 $6,941 $353 $4,126 $4,828 $7,082 $16,755 $7,265 $11,974 $3,326 $22,790 $2,395 $21,147 $31,101 $7,682 $143,681 $52,596 $256,774 $4,503 $2,126 $10,778 $18,207 $131,913 $525 $12,904 $150,120 $525 $972 $2,500 $3,184 Sewer (2420) Utilities Pretreatment Program Wastewater Collection Total - Sewer Landfill (2440) Field Operations Landfill MRF Operations Recycling Solid Waste Admin Total - Landfill $49,029 $9,228 $4,045 $3,317 $1,164 $12,109 $10,238 $2,970 $3,135 $6,882 $4,883 $684 $1,918 $49,029 $17,754 $28,452 $14,367 $79,402 $26,908 $58,982 $9,272 $23,845 $9,720 $14,467 $2,709 $1,458 $1,458 $1,458 $1,529 $174,564 $50,741 $4,374 $2,884 Sanitation (2480) Field Operations Curb Service Residential-Loose Trash Collec Sanitation Frontload Sanitation Roll-off Total - Sanitation 621 Return to TOC $1,355 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 Pub Housing Budget Activities (2500) Comm. Partnerships Community Housing Total - Pub Housing Budget Acti $57,339 $3,092 $13,492 $10,634 $57,339 $3,092 $13,492 $10,634 $569 $32,271 $10,142 $9,120 $26,294 $906 $3,070 $98,560 $72,957 $1,031 $1,067 $4,066 $27,325 $2,542 $39,407 $108,702 $82,077 $2,828,000 $992,638 $2,731,653 $2,087,196 $1,111,883 Training Facility Revenue Fund (2530) Police Department PS Training Ops - Police Fire Department PS Training Ops - Fire Field Operations PS Training Ops - Fac. Mgmt. Total - Training Facility Revenu Total Internal Premiums : 622 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 generally accepted allocation methods. Annual amounts should be charged against departmental operating budgets by the Finance Department at the beginning of each fiscal year. Charges for Customer Service are paid to the Water/Sewer Fund and charges for Solid Waste Adminstration are paid to the Landfill Fund. Fund Name Dept Program Name General Fund Indirect Customer Service Solid Waste Administration Sanitation F/L Transportation Sales Tax (1660) Transportation Program Mgmt $898,000 $898,000 Water and Sewer (2360) Utilities Administration Utilities Administration $4,274,000 $47,357 $47,357 $4,274,000 Landfill (2440) Gas Management System Landfill Landfill MRF Operations Recycling Solid Waste Admin Solid Waste Admin $6,000 $446,000 $378,000 $124,000 $128,000 $1,082,000 $52,500 $6,500 $59,000 Sanitation (2480) 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: $61,000 $830,000 $308,000 $56,000 $439,000 $176,000 $155,288 $55,950 $77,616 $1,753,000 $117,000 $27,904 $316,758 $8,007,000 $176,000 $316,758 623 Return to TOC $47,357 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2009 Budget General (1000) Homeland Security Emergency Operations Ctr (EOC) (12820) One-Time Supplemental Security Cameras $10,000 Neighborhood Imp Gr Neighborhood Improvement Grant (15120 Carryover Spring 2008 Grants Carryover Mercer Lane Sidewalk Project Carryover Tierra Buena Park Improvements Carryover FY 2008 Small Grants Neighborhood Improvement Grant GENERAL TOTAL ................................................................................... $393,983 $52,117 $48,114 $25,000 $519,214 $529,214 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 PC Replacement (1140) Info. Technology Technology Replacement (11530) Base Scheduled Technology Repl's PC REPLACEMENT TOTAL ................................................................. $926,906 $926,906 Highway User Gas Tax (1340) Transportation Traffic Signals (16810) Carryover Traffic Aerial Truck (GF) $30,000 Traffic Studies (16940) One-Time Supplemental 1/2 Ton P/U Reg Cab $17,000 HIGHWAY USER GAS TAX TOTAL .................................................... 624 Return to TOC $47,000 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2009 Budget Police Special Revenue (1700) Police Department Patrol - Special Revenue Fund (12310) Base Patrol Car Repl Equipment Base Technology - 1212005 One-Time Supplemental Crown Victoria & Equip One-Time Supplemental Vehicle - Crown Vics (3) - sro One-Time Supplemental Vehicle - Unmarked Sedan One-Time Supplemental Vehicle - Motorcycle One-Time Supplemental Crown Victoria & Equip One-Time Supplemental Crown Victoria & Equip One-Time Supplemental Vehicle - Crown Victoria One-Time Supplemental Vehicle - Unmarked Sedan Patrol - Special Revenue Fund $108,000 $73,004 $243,820 $117,054 $102,810 $55,930 $48,764 $48,764 $48,764 $17,135 $864,045 POLICE SPECIAL REVENUE TOTAL ................................................ $864,045 Fire Special Revenue (1720) Fire Department Fire - Special Revenue Fund (12610) Carryover Fire Pumper Carryover Grant Match Funds One-Time Supplemental Vehicle One-Time Supplemental Vehicle One-Time Supplemental Mobile Computer & Auto Locator One-Time Supplemental Mobile Computer & Auto Locator One-Time Supplemental Mobile Computer & Auto Locator One-Time Supplemental Mobile Computer & Auto Locator One-Time Supplemental Mobile Computer & Auto Locator One-Time Supplemental Vehicle One-Time Supplemental Vehicle One-Time Supplemental Vehicle Fire - Special Revenue Fund FIRE SPECIAL REVENUE TOTAL ...................................................... $500,000 $80,000 $22,000 $22,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $760,000 $760,000 Airport Special Revenue (1760) Transportation Airport Operations (16410) One-Time Supplemental Security & Equipment Needs AIRPORT SPECIAL REVENUE TOTAL ............................................. 625 Return to TOC $17,000 $17,000 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2009 Budget Grants (1840) Police Department VOCA 2003-113 (33018) Base Equipment over $5000 GRANTS TOTAL ...................................................................................... $17,817 $17,817 RICO Funds (1860) Police Department Federal RICO (32020) Base Equipment RICO FUNDS TOTAL .............................................................................. $100,000 $100,000 Parks & Recreation Designated (1885) Parks & Recreation Cactus Pool Repair (13140) Timed Timed Timed Improve Other Than Bldgs Prof & Contr-Cap Projects Artwork Cactus Pool Repair PARKS & RECREATION DESIGNATED TOTAL ............................. $171,650 $30,000 $1,717 $203,367 $203,367 Water and Sewer (2360) Utilities Information Management (17120) Base Equipment > $5,000 Oasis Water Campus (17310) Base Base Base Wastewater Collection (17630) Base $22,000 Communication Equipment Equipment Under $5000 Communication Equipment Oasis Water Campus $5,500 $4,800 $2,600 $12,900 Equipment $10,000 West Area Plant (17170) Base RSPS Trash Removal WATER AND SEWER TOTAL .............................................................. 626 Return to TOC $6,250 $51,150 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2009 Budget Pub Housing Budget Activities (2500) Comm. Partnerships Community Housing (17910) Base Misc Cap Projects PUB HOUSING BUDGET ACTIVITIES TOTAL ................................ Grand Total: 627 Return to TOC $240,000 $240,000 $6,741,240 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2009 Budget General (1000) Mayor Office of the Mayor (10010) Mayor's Youth Advisory Comm $1,500 Council Office Barrel District (10130) Council District Projects $15,000 Cactus District (10150) Council District Projects $15,000 Cholla District (10120) Council District Projects $15,000 Ocotillo District (10170) Council District Projects $15,000 Sahuaro District (10140) Council District Projects $15,000 Yucca District (10160) Council District Projects $15,000 City Clerk Elections (10240) 2008 Regular Elections $28,000 Info. Technology Information Technology (11510) Web/Eservices $204,857 Non-Departmental Fund 1000 Non-Dept (11801) Unbudgeted Carryover Reserve 628 Return to TOC $420,000 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2009 Budget Homeland Security Emergency Operations Ctr (EOC) (12820) EOC Contract Labor $59,778 General Retirement $5,649 Social Security Medicare $3,706 $867 Emergency Operations Ctr (EOC) Res. Infill Housing Res. Infill Housing Incentives (15110) Res. Infill Housing Incentives $70,000 $59,120 Neighborhood Imp Gr Neighborhood Improvement Grant (15120) Spring 2008 Grants 5-Yr Revit Plan Implementation $393,983 $135,400 Mercer Lane Sidewalk Project East Catlin Court Streetscape $52,117 $50,000 Tierra Buena Park Improvements $48,114 FY 2008 Small Grants West Plaza Paving Project $25,000 $18,085 Neighborhood Improvement Grant Rebates & Incentives Redevelopment Land Acquisition (16230) Prof & Cont - Re-Dev Land Acq Visual Improvement Program (16220) Prof & Cont - VIP Funds GENERAL TOTAL .............................................................................................. $722,699 $1,380,360 $423,309 $3,399,845 Home Grant (1300) Comm. Partnerships HOME Program (30001) SFR Rehab/Replacement $439,736 30007-Unprogrammed ADDI 30012-Habitat WV 30010-Habitat VOS $133,388 $100,000 $50,000 HOME Program HOME GRANT TOTAL ...................................................................................... 629 Return to TOC $723,124 $723,124 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2009 Budget C.D.B.G. (1320) Comm. Partnerships CDBG Programs (31001) 31017-SFR Rehab - FY 07/08 31062-Dwntwn Strscp Ed-FY04/05 $419,430 $100,000 31063-VIP Econ Dev-FY06/07 $70,000 31057-BGCMP Clubhouse-FY07/08 31021-CSA Emerg Rep-FY06/07 $50,000 $45,000 31063-VIP Econ Dev-FY04/05 $30,000 31031-Orch Glen Strscp FY05/06 31022-DD Roof Repair - FY07/08 $30,000 $28,173 31045-ABIL-FY06/07 $20,000 31015-CPLC Infill Hsng-FY04/05 31069-St Mary's Prkg-FY06/07 $15,000 $2,000 CDBG Programs C.D.B.G. TOTAL .................................................................................................. $809,603 $809,603 Highway User Gas Tax (1340) Transportation Traffic Signals (16810) Traffic Aerial Truck (GF) $30,000 HIGHWAY USER GAS TAX TOTAL ............................................................... $30,000 Transportation Sales Tax (1660) Transportation Fixed Route (16540) Fixed Route Contract Expense Red Light Enforcement (16600) Prof & Cont - Red Light Prog Temp Pay - Red Light General Retirement - Red Light Social Security - Red Light $414,928 $176,471 $100,000 $9,450 $6,200 Medicare - Red Light $1,450 Red Light Enforcement TRANSPORTATION SALES TAX TOTAL ..................................................... 630 Return to TOC $293,571 $708,499 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2009 Budget Fire Special Revenue (1720) Fire Department Fire - Special Revenue Fund (12610) Fire Pumper Grant Match Funds Fire - Special Revenue Fund FIRE SPECIAL REVENUE TOTAL .................................................................. $500,000 $80,000 $580,000 $580,000 Water and Sewer (2360) Utilities Oasis Water Campus (17310) Granulated Activated Carbon Admin Furniture Equipment $200,000 $100,000 $300,000 Oasis Water Campus WATER AND SEWER TOTAL .......................................................................... $300,000 Training Facility Revenue Fund (2530) Field Operations PS Training Ops - Fac. Mgmt. (13480) GRPSTC - Electricity Reserve GRPSTC - Building Maint. Res. PS Training Ops - Fac. Mgmt. TRAINING FACILITY REVENUE FUND TOTAL ........................................ Grand Total: 631 Return to TOC $59,579 $50,000 $109,579 $109,579 $6,660,650 Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing One-Time FY 2009 Total* General (1000) Building Safety Westgate-Bldg Safety Rvw/Insp. (15630) Authorized Salaries Salary - Contract FTEs (12) Uniform Allowance (#56) Uniform Allowance Social Security - City Share Social Security Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits ER-Medicare Exp Medicare Professional Development Training Cell Phone Charges Cell Phone Cell Phone Charges Air Cards Telephone Utilities Telephone Charges Fire and Liability Insurance Insurance Premium Worker's Compensation Premiu Workers' Comp Premium Office Equipment Maintenance Maintenance for Copier Drygood and Wearing Apparel Uniforms Line Supplies Code Books Office Supplies Supplies for Copier Office Supplies Office Supplies Shop Charges Shop Charges Fuel - Shop Chargebacks Fuel Telephone Charges Telephone Charges Total for Westgate-Bldg Safety Rvw/Insp. City Attorney Attorney-Spec Proj Fees/Costs (10620) Professional and Contractual Fees & Costs Total for Attorney-Spec Proj Fees/Costs City Attorney (10610) Authorized Salaries Salary - Asst City Prosecutor Social Security - City Share Social Security Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits ER-Medicare Exp Medicare Professional Development Dues/CLE for Prosecutor Telephone Utilities Telephone Charges Professional and Contractual Professional & Contractual Equipment Less $5,000/Unit Private Office Furnishings Equipment Less $5,000/Unit Two Laptops - Purchase Equipment Less $5,000/Unit Laptop Computer Equipment Less $5,000/Unit Two Projectors & Screens Office Equipment Maintenance Office Equipment Maintenance Line Supplies Legal Publications Postage Additional Postage $698,599 $500 $43,313 $66,018 $84,000 $10,130 $9,300 $9,600 $10,560 $900 $7,396 $4,050 $900 $5,300 $1,500 $1,000 $6,300 $5,600 $6,000 $655 $971,621 $575,000 $575,000 $75,375 $4,673 $7,123 $7,000 $1,093 $2,200 $200 $2,500 $5,000 $4,542 $2,271 $2,000 $2,000 $500 $4,000 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 632 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing One-Time FY 2009 Total* City Attorney City Attorney (10610) Office Supplies Upgrade Software Computer Replacement PC Replacement Charges Two PC Repl Charges Total for City Attorney $2,100 $4,500 $643 $1,286 $114,993 Office Supplies Software PC Replacement Charges $14,013 $129,006 City Clerk City Clerk (10210) Temporary Pay Social Security - City Share Allocated Retirement Expense ER-Medicare Exp Part Time/Hourly Secretary Social Security General Retirement Medicare $25,620 $1,588 $2,421 $371 $30,000 Total for City Clerk City Court City Court (10410) Authorized Salaries Temporary Pay Social Security - City Share Allocated Retirement Expense Employee Benefits ER-Medicare Exp Professional Development Professional and Contractual Professional and Contractual Public Defender Line Supplies PC Replacement Charges Telephone Charges Court Clerk II - FARE Pro-Tem Judge Social Security General Retirement Employee Benefits Medicare Training Systems Trainer Network Charge Increase Public Defender Supplies Computer Replacement Telephone Charges $68,000 $52,000 $7,440 $11,340 $14,000 $1,740 $4,000 $3,400 $19,250 $126,000 $800 $4,000 $2,000 $313,970 Total for City Court City Manager City Manager (10310) Salary - Exec Admin Asst Social Security General Retirement Employee Benefits Employee Benefits ER-Medicare Exp Medicare Total for City Manager Authorized Salaries Social Security - City Share Allocated Retirement Expense $44,070 $2,732 $4,165 $7,000 $639 $58,606 Civic Center Civic Center (11710) Civic Ctr Elec. Civic Ctr. Gas Total for Civic Center $14,258 $1,584 $15,842 Electricity Natural Gas * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 633 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing One-Time FY 2009 Total* Comm. Action Program CAP Local Match (14420) Refuse Collection Charges Qwest Charges Electrical Monthly Billing Contracted Security Service Security Service Charges Rental Fees Monthly Lease Charges Total for CAP Local Match Utilities Utilities Electricity $2,000 $30,000 $8,000 $18,000 $60,000 $118,000 Community Dev Admin CD Deputy City Manager (15510) Authorized Salaries Add'l Sal - New DCM Conversion Social Security - City Share Social Security Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits ER-Medicare Exp Medicare Professional Development Professional Development Fire and Liability Insurance Insurance Premium Worker's Compensation Premiu Workers' Comp Premium Professional and Contractual Professional & Contractual Equipment Less $5,000/Unit Desktop Computer Line Supplies Other Line Supplies Office Supplies Office Supplies Other Office Supplies Display Phone PC Replacement Charges Computer Replacement Telephone Charges Telephone Charges Total for CD Deputy City Manager $41,590 $2,632 $4,032 $7,000 $615 $5,000 $1,308 $48 $300 $1,799 $900 $1,000 $150 $525 $350 $65,300 $1,949 $67,249 Council Office Council Office (10110) Appointed Officials Evaluation Total for Council Office Professional and Contractual Economic Development Downtown Beaut. & Promotion (16040) Rental Fees Glendale Express Bus (6 Mo.) Total for Downtown Beaut. & Promotion Economic Development (16010) Promotion and Publicity GPEC Annual Contract Total for Economic Development $15,000 $15,000 $60,000 $60,000 $95,896 $95,896 Engineering BofA Bank Building (13710) Operating Expenses Total for BofA Bank Building $211,779 $211,779 Professional and Contractual Promenade at Palmaire (13715) * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 634 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing Engineering Promenade at Palmaire (13715) Professional and Contractual O&M Retail Parking Garage Total for Promenade at Palmaire $60,000 $60,000 One-Time $112,317 $112,317 FY 2009 Total* $172,317 $172,317 Field Operations Cemetery (13420) Cemetery - Taxable Revenues Utilities Electricity Revenue From Fee Adjustment Utilities Electricity Total for Cemetery Facilities Management (13450) Electricity Electricity (FY09, 1304013) Electricity APS & SRP Rate Increases Electricity Electricity (FY09, 1304008) Natural Gas SW Gas Rate Increases Building Maintenance & Repair Bldg Maint (FY09, 1304013) Total for Facilities Management Field Operations Admin. (13410) Professional and Contractual Annual Rate Increase Total for Field Operations Admin. ($17,400) $15,300 $2,100 $0 $2,160 $468,000 $40,604 $40,604 $39,607 $19,670 $529,437 $570,041 $14,759 $14,759 Graffiti Removal (13440) Line Supplies Total for Graffiti Removal $59,900 $59,900 Line Supplies Street Maintenance (16720) Line Supplies Total for Street Maintenance $100,000 $100,000 Line Supplies Finance Finance Administration (11310) Professional and Contractual Postage Professional and Contractual Interns, Temporary Help Professional and Contractual Audit Services Professional and Contractual Actuarial Services Office Supplies Forms for Tax/Lic/Check Stock Office Supplies General Office Supplies Fuel - Shop Chargebacks Fuel Total for Finance Administration $5,714 $5,714 $4,285 $3,572 $3,572 $1,429 $714 $25,000 Fire Department Fire Resource Management (12433) Building Maintenance & Repair Building Maintenance Total for Fire Resource Management $225,000 $225,000 PS Training Ctr - Fire (12521) Professional Development GRPSTC - GF Portion FY09 $32,637 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 635 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing One-Time FY 2009 Total* Fire Department PS Training Ctr - Fire (12521) Total for PS Training Ctr - Fire $32,637 PS Training Ops - Fire (12590) Fire and Liability Insurance Insurance Premium Professional and Contractual Permits & Network Support PC Replacement Charges PC/Tech Repl Chgs (existing) Total for PS Training Ops - Fire $16,000 $10,850 $60,180 $87,030 Homeland Security Emergency Operations Ctr (EOC) (12820) Professional Development Emergency Training & Exercises Miscellaneous Equipment Maint Contract Cell Phone Charges Cell Phone Professional and Contractual Maricopa County Agreement Office Equipment Maintenance Annual Equip Maint Increase Software Maintenance IT Required Software Office Supplies Office Supplies Memberships and Subscriptions Professional Organization Dues Fuel - Shop Chargebacks Fuel Equipment Security Cameras Total for Emergency Operations Ctr (EOC) $14,989 $14,712 $4,100 $5,000 $6,230 $24,631 $4,000 $750 $2,600 $73,012 $10,000 $14,000 $87,012 $1,831,932 $1,151,475 $87,000 $5,394 $1,262 $3,077,063 $5,122,202 Human Resources Benefits (11020) Elected Officials Retirement Allocated Retirement Expense Allocated Retirement Expense Police Retirement Exp Police Retirement Exp Fire Retirement Exp Fire Retirement Exp GF Portion of Ret. Chg - Elect GF Portion of Ret. Chg - Gen'l Other Funds - Gen'l GF Portion of Ret. Chg - PD Other Funds - Police GF Portion of Ret. Chg - Fire Other Funds - Fire Total for Benefits Human Resources Administration (11030) Authorized Salaries PSafety STP Inc - Other Funds Authorized Salaries PSafety STP Inc - GF Authorized Salaries Market Inc - GF Authorized Salaries Market Inc - Other Funds Temporary Pay Temp/Seasonal Pay Adj. Social Security - City Share Social Security ER-Medicare Exp Medicare Total for Human Resources Administration $19,631 ($70,063) ($48,697) $1,260,753 $163,319 $507,285 $64,443 $1,896,671 $236,424 $1,808,715 $2,045,139 Intergovt. Programs Intergovernmental Programs (10910) Professional and Contractual Federal Consultant Contract $108,000 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 636 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing Intergovt. Programs Intergovernmental Programs (10910) Professional and Contractual Consultant Contract Professional and Contractual Luke Air Force Base Contract Total for Intergovernmental Programs One-Time FY 2009 Total* $120,000 $25,155 $253,155 Marketing and Comm. Marketing (10810) Authorized Salaries Social Security - City Share Allocated Retirement Expense Employee Benefits ER-Medicare Exp Travel Exp Professional and Contractual Equipment Under $1000 PC Replacement Charges Downtown Re-Development Mgr Social Security General Retirement Employee Benefits Medicare Model City Tour Expenses Redevelopment Computer Computer Replacement Total for Marketing $78,971 $4,896 $7,463 $7,000 $1,145 $18,200 $100,000 $1,800 $525 $100,000 $120,000 $220,000 Mayor Office of the Mayor (10010) Travel Expenses for Luke AFB Total for Office of the Mayor $7,000 $7,000 Travel Exp Neighborhood Imp Gr Neighborhood Improvement Grant (15120) Professional and Contractual N'Hood Imp. Program Funds Total for Neighborhood Improvement Grant $600,000 $600,000 Parks & Recreation Parks Maintenance (13040) Water Water for Irrigation Utilities Utility Increase Prof'l & Contract Parks Only Landscape Maintenance Professional and Contractual Landscape Maintenance Line Supplies Line supplies Total for Parks Maintenance $27,059 Utilities $9,760 Utilities $159,697 $27,060 $206,914 $216,674 $34,051 $247,867 $464,541 Police Department PD - Detention (12220) Prisoner Maintenence Total for PD - Detention $880,000 $880,000 Prisoner Maintenance PS Training Ctr - Police (12232) Professional Development GRPSTC - GF Portion FY09 Total for PS Training Ctr - Police $32,636 $32,636 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 637 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing Rebates & Incentives Visual Improvement Program (16220) Professional and Contractual Property Improvements Total for Visual Improvement Program One-Time FY 2009 Total* $150,000 $150,000 TF Revenues Training Facility Revenue (02530) PS Training Facility-Glendale Partners Est Rev Offset (25%) Total for Training Facility Revenue ($21,757) ($21,757) Transportation Airport Operations (16410) Svc Worker II - Contractual Social Security Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits ER-Medicare Exp Medicare Equipment Security & Equipment Needs Total for Airport Operations $38,070 $2,360 $3,598 $7,000 $552 $17,000 $68,580 Temporary Pay Social Security - City Share Street Light Management (16920) Electricity Electricity Total for Street Light Management $316,854 $316,854 Traffic Studies (16940) Barricade Revenue Offset Traffic Eng Tech Social Security - City Share Social Security Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits ER-Medicare Exp Medicare Professional Development Professional Development Equipment Less $5,000/Unit Computer-Laptop Equipment Replacement Charges Vehicle Replacement PC Replacement Charges Computer Replacement Shop Charges Shop Charges Fuel - Shop Chargebacks Fuel Equipment 1/2 Ton P/U Reg Cab Total for Traffic Studies Barricade-Permit Fee Authorized Salaries GENERAL TOTAL .......................................................................... ($77,504) $51,017 $3,163 $4,821 $7,000 $740 $500 ($19,271) ($96,775) $2,271 $1,620 $643 $5,000 $3,000 $0 $17,000 $0 $0 $4,934,304 $9,091,243 $14,025,547 Court Security/Bonds (1240) City Court Court Security (10510) Overtime Pay Social Security - City Share Overtime Social Security $6,225 $386 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 638 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing One-Time FY 2009 Total* City Court Court Security (10510) Police Retirement Medicare Annual Increase Total for Court Security $1,317 $90 $27,363 $35,381 Police Retirement Exp ER-Medicare Exp Professional and Contractual Court Time Payments (10520) Temporary Pay Systems Analyst Social Security - City Share Social Security Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits ER-Medicare Exp Medicare Professional Development Training Professional and Contractual Systems Trainer Equipment Less $5,000/Unit Hand-Held Ticket Devices (14) Equipment Less $5,000/Unit Office Equipment Line Supplies Supplies PC Replacement Charges Computer & Printer Repl. Telephone Charges Telephone Charges Total for Court Time Payments Fill the Gap (10530) Professional and Contractual Wizard support Total for Fill the Gap COURT SECURITY/BONDS TOTAL ........................................... $71,802 $4,452 $6,785 $7,000 $1,041 $1,000 $1,000 $63,000 $2,000 $400 $2,000 $500 $160,980 $162,980 $52,381 $160,980 $213,361 $20,063 $175,000 $48,000 $223,000 $195,063 $2,000 $2,000 $3,000 $15,000 $15,000 Transportation Sales Tax (1660) Transportation Fixed Route (16540) Professional & Contractual Shop Charges Total for Fixed Route Intelligent Transportation Sys (16570) Line Supplies Smart Traffic Signals O&M Total for Intelligent Transportation Sys $26,800 $26,800 Transportation CIP O&M (16590) Utilities Water/Trash Services Electricity Electricity Professional and Contractual Supplies & Contracts/Equip Landscape Maintenance Landscape Maintenance Total for Transportation CIP O&M $7,829 $15,201 $3,150 $6,300 $32,480 Professional and Contractual Shop Charges Transportation Program Mgmt (16510) Professional and Contractual Professional & Contractual Total for Transportation Program Mgmt $20,063 $243,063 $265,000 $265,000 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 639 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing TRANSPORTATION SALES TAX TOTAL ................................. $79,343 One-Time FY 2009 Total* $488,000 $567,343 $376,165 $834,165 $23,322 $179,013 $79,559 $5,454 $473,475 $41,867 Police Special Revenue (1700) Police Department Patrol - Special Revenue Fund (12310) Authorized Salaries Lieutenant Authorized Salaries Victim's Assistance Case Worke Authorized Salaries Records Technicians (2) Authorized Salaries Police Sergeant Authorized Salaries Police Officers (16) Authorized Salaries Background Investigators (2) Authorized Salaries Paralegal Secretary Authorized Salaries Motor Officers (2) Authorized Salaries Detective Sergeant Authorized Salaries Communications Specialists (2) Authorized Salaries Booking Expediters (2) Authorized Salaries Case Manager (Mgmt Aide) Authorized Salaries Advocacy Center Receptionist Authorized Salaries Accident Investigators (2) Authorized Salaries Detectives (6) Overtime Pay Overtime Uniform Allowance (#56) Uniform Allowance Social Security - City Share Social Security Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits Police Retirement Exp Police Retirement ER-Medicare Exp Medicare Professional Development Training Recruitment Expenses Recruitment & Hiring Costs Cell Phone Charges Cell Phone Air Time Cell Phone Charges Cell Phone Professional and Contractual Polygraph Services Professional and Contractual Fieldwork Expenses for CID Professional and Contractual Police Radio O&M Equipment Less $5,000/Unit Computer Equipment Less $5,000/Unit Equip - Weapon, Taser, Vest Equipment Less $5,000/Unit Equipment for Sedan Equipment Less $5,000/Unit Equipment -Taser, Handcuffs Equipment Less $5,000/Unit Office Phone Equipment Less $5,000/Unit Police Radio Equipment Less $5,000/Unit Workstation, Office Furniture Range Supplies Ammunition Motor Fuel Fuel Line Supplies Line Supplies $83,101 $53,568 $76,139 $66,609 $835,040 $88,140 $46,274 $104,380 $66,609 $92,547 $79,946 $44,070 $34,531 $69,062 $313,140 $458,000 $29,600 $155,691 $61,299 $287,000 $393,916 $36,413 $8,200 $76,670 $11,400 $3,800 $75,000 $7,500 $24,826 $25,494 $159,300 $137,277 $3,000 $4,250 $153,010 $85,500 $153,000 $1,500 $8,200 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 640 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing Police Department Patrol - Special Revenue Fund (12310) Bullet Proof Vest Vest Replacement Other Office Supplies OSHA Supplies Equipment Replacement Charges Vehicle Replacement PC Replacement Charges Annual Software License PC Replacement Charges Computer Replacement PC Replacement Charges Cost for True Network PC Replacement Charges Cost for True Software PC Replacement Charges MDC Replacement Community Activity Supplies, Citz Acd, Volunteers Community Activity Victims Assistance Supplies Prisoner Maintenance Prisoner Maintenance Shop Charges Vehicle Prep & Striping Shop Charges Shop Charges Shop Charges Vehicle Maintenance Fuel - Shop Chargebacks Fuel Fuel - Shop Chargebacks Fuel - sro Telephone Charges Telephone Charges Equipment Crown Victoria & Equip Equipment Vehicle - Crown Victorias Equipment Vehicle - Motorcycle Equipment Vehicle - Unmarked Sedan Total for Patrol - Special Revenue Fund POLICE SPECIAL REVENUE TOTAL ........................................ One-Time FY 2009 Total* $3,780 $12,500 $113,143 $5,040 $6,383 $840 $15,960 $22,820 $21,000 $7,500 $220,000 $2,200 $200,000 $37,000 $45,500 $9,000 $2,550 $4,470,917 $341,348 $165,818 $55,930 $119,945 $1,834,842 $6,305,759 $4,470,917 $1,834,842 $6,305,759 $5,000 $43,128 $32,751 $183,659 $67,650 $107,650 Fire Special Revenue (1720) Fire Department Fire - Special Revenue Fund (12610) Authorized Salaries Operations Firefighters (4) Authorized Salaries Salary - Service Worker III Authorized Salaries Salary - Service Wkr III Authorized Salaries Salary - Safety Division Chief Authorized Salaries Salary - FMO Protection Eng. Authorized Salaries Salary - EMS Captain Authorized Salaries Comm Svcs Education Captain Authorized Salaries Salary - EMS QA Analyst Overtime Pay Honor Guard Backfill OT Overtime Pay RTO Overtime Pay Overtime Pay RTO Backfill OT Overtime Pay Paramedic School Backfill OT Overtime Pay Testing Overtime Overtime Pay Overtime Overtime Pay Interview Overtime $198,820 $44,070 $44,070 $83,101 $87,256 $66,609 $66,609 $59,058 $40,000 $8,000 $48,545 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 641 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing Fire Department Fire - Special Revenue Fund (12610) Overtime Pay Fire Pal Program OT Overtime Pay Car Seat Tech. Training OT Overtime Pay Backfill Pay OT Overtime Pay Medic Unit OT Overtime Pay KD/Leave Usage Backfill OT Paramedic Pay Medic Pay Paramedic Pay MedicPay Hazardous Material Pay Hazmat Pay Uniform Allowance (#56) Uniform Allowance Social Security - City Share Social Security Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits Fire Retirement Exp Fire Retirement ER-Medicare Exp Medicare Professional Development EMS Training Sessions Professional Development Paramedic Training Fee (10) Professional Development Professional Development Professional Development Training Professional Development Tuition Fees Recruitment Expenses Recruitment & Hiring Costs Turnout Exp Breathing Pack (SCBA) Turnout Exp Post-Academy Turnouts Turnout Exp Academy Turnouts Turnout Exp Ballistic Vest Employee Physical Exp Annual Physicals Cell Phone Charges Air Card Fees for 12 Cell Phone Charges Cell Phone Air Time Additional Program Expenses CR Operating Budget Professional and Contractual CAD Maint & Tech Fees Professional and Contractual Medical Director Professional and Contractual Fire Radio O&M Professional and Contractual Cad Upgrade Equipment Professional and Contractual Cad Fee Increase Professional and Contractual Alpha Pager Professional and Contractual CBRNE Maint & Repairs Equipment Less $5,000/Unit Laptop Computers & Printers Equipment Less $5,000/Unit Tools/Equipment/Supplies Equipment Less $5,000/Unit Small Tools & Repairs Equipment Less $5,000/Unit Tools/Equipment Equipment Less $5,000/Unit Workstation, Office Furniture Equipment Less $5,000/Unit Office Display Phone Equipment Less $5,000/Unit Equipment for TRT Personnel Equipment Less $5,000/Unit Equipment & Office Supplies One-Time FY 2009 Total* $30,000 $2,400 $12,990 $700,800 $127,600 $11,406 $11,406 $14,980 $7,850 $15,032 $22,913 $77,000 $261,495 $22,674 $26,807 $73,886 $5,500 $32,000 $15,715 $84,329 $6,180 $345,824 $28,854 $34,500 $55,414 $129,300 $26,250 $18,000 $37,800 $15,715 $15,715 $5,600 $50,000 $31,430 $5,250 $7,200 $150 $52,624 $17,700 $100,000 $3,492 $15,000 $207,412 $1,050 $15,000 $71,266 $500 $40,000 $4,500 $1,500 $27,000 $1,100 $10,000 $1,000 $31,500 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 642 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing Fire Department Fire - Special Revenue Fund (12610) Equipment Less $5,000/Unit Computer Equipment Less $5,000/Unit Cell Phone Equipment Less $5,000/Unit Card Readers & Vehicle Alarm Equipment Less $5,000/Unit Tools/Equipment/Office Supplie Equipment Less $5,000/Unit Fire Radio Portable Office Equipment Maintenance FH Mobile Inspection Software Line Supplies Miscellaneous Expenses Line Supplies Academy Fee Line Supplies Comm. Svc. Program Supplies Line Supplies EMS Equipment Equipment Replacement Charges Vehicle Replacement PC Replacement Charges Computer Replacement PC Replacement Charges Annual Software License Shop Charges O&M - 2-F350 Trucks Shop Charges Shop Charges Shop Charges Vehicle Prep & Striping Fuel - Shop Chargebacks Fuel Telephone Charges Telephone Charges Equipment MCT & AVL Equipment Vehicle Total for Fire - Special Revenue Fund FIRE SPECIAL REVENUE TOTAL .............................................. $1,320 One-Time $16,268 $600 $25,000 $500 $15,000 $10,620 $7,000 $31,500 FY 2009 Total* $11,940 $27,100 $40,000 $23,036 $3,780 $1,400 $15,000 $7,500 $100,000 $7,500 $1,050 $2,606,721 $85,000 $95,000 $1,339,480 $3,946,201 $2,606,721 $1,339,480 $3,946,201 Water and Sewer (2360) Finance Customer Service Office (17020) Interest Income Revenue Offset-Interest Income Professional and Contractual Armored Car Service Total for Customer Service Office ($30,000) $30,000 $0 Utilities SROG (91st Ave) Plant (17620) Professional and Contractual Wastewater treatment Total for SROG (91st Ave) Plant $500,000 $500,000 Wastewater Collection (17630) Authorized Salaries Utilities System Tech 1 Temporary Pay Convert to FTE Temporary Pay General Retirement-convert Temporary Pay Medicare-convert Temporary Pay Social Security-convert Uniform Allowance (#56) Boots Social Security - City Share Social Security $38,070 ($48,040) ($3,598) ($552) ($2,360) $125 $2,360 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 643 Return to TOC Schedule Thirteen Supplemental Budget Items Dept/Program/Acct Name Item Description Ongoing Utilities Wastewater Collection (17630) Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits ER-Medicare Exp Medicare Cell Phone Charges Cell Phone Worker's Compensation Premiu Workers' Comp Premium Drygood and Wearing Apparel Uniforms Software Hansen License Fees PC Replacement Charges Computer Replacement Total for Wastewater Collection West Area Plant (17170) Electricity West Area WRF Additional Elect Total for West Area Plant WATER AND SEWER TOTAL ...................................................... One-Time FY 2009 Total* $12,914,545 $26,092,938 $3,598 $7,000 $552 $420 $600 $200 $1,100 $525 $0 $600,000 $600,000 $1,100,000 Sanitation (2480) Field Operations Sanitation Frontload (17820) Authorized Salaries Salary - Service Wkr III Temporary Pay Converted to Full -Time FTE Social Security - City Share Social Security Allocated Retirement Expense General Retirement Employee Benefits Employee Benefits ER-Medicare Exp Medicare Drygood and Wearing Apparel Uniforms Total for Sanitation Frontload SANITATION TOTAL ..................................................................... $44,070 ($55,010) ($679) $4,165 $7,000 ($159) $613 $0 $0 Training Facility Revenue Fund (2530) TF Revenues Training Facility Revenue (02530) PS Training Facility-Glendale COG Est Rev Offset (75%) Total for Training Facility Revenue TRAINING FACILITY REVENUE FUND TOTAL ..................... Grand Total: ($65,273) ($65,273) ($65,273) $13,178,393 * Grouped by adj fund number, includes both ongoing & one-time funding. Salary & benefit amounts are from individual supplemental requests. 644 Return to TOC Appendix 2008-2009 APPENDIX Miscellaneous Statistics MISCELLANEOUS STATISTICS FROM 2006 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 # 21,645 17,635 17,436 17,894 18,610 36,745 32,233 33,470 13,497 7,487 9,694 6,638 3,508 236,492 Enrolled in School Nursery school, preschool Kindergarten Elementary school (grades 1-8) High school (grades 9-12) College or graduate school EDUCATIONAL ATTAINMENT Male Female # 121,222 115,270 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 # % 143,272 13,855 9.67% 14,216 9.92% 41,642 29.06% 35,942 25.09% 10,870 7.59% 17,267 12.05% 9,480 6.62% Percent high school graduate or higher Percent bachelor's degree or higher 115,201 26,747 Education Median age: 31.8 Sex Enrolled # % 65,134 2,944 4.52% 3,748 5.75% 28,085 43.12% 14,890 22.86% 15,467 23.75% Population 3 yrs & older % 9.15% 7.46% 7.37% 7.57% 7.87% 15.54% 13.63% 14.15% 5.71% 3.17% 4.10% 2.81% 1.48% - % 51.26% 48.74% INCOME AND BENEFITS (2006 INFLATION-ADJUSTED $'s): Households in Range 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 # 77,316 4,883 5,637 7,609 8,167 13,481 14,487 9,673 8,597 2,654 2128 % 6.32% 115.44% 134.98% 107.33% 165.07% 107.46% 66.77% 88.88% 30.87% 80.18% Median household income: $48,455 Mean household income: $66,066 Median Monthly Owner Cost w/ Mortgage: $1,431 Median Value of Owner Occupied Units: $243,900 Per capita income: $23,129 645 Return to TOC OCCUPATION DISTRIBUTION: Occupation Employed (Age 16 & over) Management/Professional Service Sales and office Farming/fishing/forestry Construction/maintenance Prod./transport/Material Moving Employed # % 112,517 32,241 30.22% 15,878 14.88% 32,076 30.06% 122 0.11% 19,038 17.84% 13,162 12.34% 80.40% 18.70% APPENDIX Miscellaneous Statistics MISCELLANEOUS STATISTICS Year Founded: 1892 Date of Incorporation: June 19, 1910 City Authorized Staffing as of July 1, 2007: Full-time 2,154 Part-time 50.51 Total authorized FTE’s 2,204.51 Elections: Number of votes cast: Public Safety Sales Tax Elec. (9/07) 10,005 Citywide Special Bond Elec. (5/07) 7,001 Form of Government: Council/City Manager County: Maricopa Elevation: 1,152 Ft. Top Five Glendale Employers: U.S. Air Force-Luke (Military/Civil) Banner Health System City of Glendale Glendale Union High School District Glendale Elementary School District 8,037 2,500 2,100 1,862 1,684 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 2007 .10 May 2008 0 Total 1.01 15.25 39.48 50.09 55.05 55.67 56.05 56.88 56.94 57.39 58.71 58.81 58.81 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 246,382 2008 (Estimate) 248,845 * All population numbers 1995 and after include the population of Luke AFB. Percentage of registered voters voting in: Public Safety Sales Tax Elec. (9/07) 11.76% Citywide Special Bond Elec. (5/07) 8.19% Building Permits: Fiscal Year 1999 2000 2001 2002 2003 2004 2005 2006 2007 April 2008 Number 8561 7925 6944 5439 6299 4819 6980 6844 6185 6007 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 $582,249,673 $524,580,503 Parks and Recreation (as of May 2008): Number of Neighborhood Parks 59 Community Parks 9 Sports Complexes 3 Total Park Acreage 2,179.7 Playgrounds 80 Ramadas 136 Tennis Courts 38 Racquetball Courts 58 Basketball Courts 55 Volleyball Courts 41 Soccer/Football Fields 55 Softball Fields 54 Swimming Pools 8 Dog Parks 3 Skate Parks 2 Group Ramadas 7 Area Lights 1,466 Park Benches 533 Drinking Fountains 136 Barbeques 242 Picnic Tables 613 Miles of Trails 41.5 Feet of Multiuse Walkways 415,436 646 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 3 162,237 2,549,070 1,297,016 392,925 2,671 580 281,425 193,850 75,966 551,241 Fire Protection (for CY 2007): Number of Stations 9 Employees 293.5 (232 sworn) Avg. Response Time 4 Min. Number of Calls EMS 33,745 Fire 5,093 Miscellaneous 1,682 Special Operations 919 Total Calls 41,439 Police Protection (for CY 2007): Number of Stations 3 Employees 592.5 (425 sworn) Calls Processed* 576,162 Vehicular Patrol Units** 113 Number of Reserves 10 *Includes incoming, outgoing and 911 calls **Marked by lights/sirens & uniformed patrol officers City Court Offences Processed (for FY 2007): DUI 2,105 Serious Traffic 989 Other Criminal Traffic 6,556 Civil Traffic 35,162 Non-Traffic Misdemeanor 8,488 Total Citations Issued 53,300 Protective Orders 3,175 Transportation (as of May 2008): Miles of Streets Maintained Arterial Secondary (1/2 Mile Streets) Collector (1/4 Miles Streets) Local Alleys Unpaved Total 98.5 64.0 91.0 464.5 18.3 0.0 736.3 Water Utilities (for CY 2007): Number of Active Customers 60,343 Miles of System (lines) 750 Annual Consumption 16,231 M Gal Avg. gallons/user/month 22.4 K Gal Avg. gallons/user/year 269 K Gal Available Storage Capacity 67 M Gal Avg. Treatment Plan Capacities Cholla 30.0 MGD Pyramid Peak 48.0 MGD Oasis 12.5 MGD Avg. Daily Water Produced 44.4 M Gal Wastewater Utilities (for CY 2007): Number of Active Customers 55,300 Miles of Collection Lines 674 Treatment Plant Capacities WAWRF 11.5 MGD Arrowhead 4.5 MGD Annual Wastewater Treated 4.253 B Gal Sanitation (FY through April 2008): Number of Customers 54,382 Landfill & MRF (FY through April 2008): Number of Customer Transactions 143,275 Tonnage Processed Residential 164,739 Commercial 98,873 Recycle 19,691 Total 283,302 Sources: Various City of Glendale Department Records U.S. Census 647 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 648 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 649 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 650 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. ADOPTION: A formal action taken by the City Council which sets the spending limits for the fiscal year. APPROPRIATION: An authorization made by the City Council which permits the city to incur obligations and expend resources. 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. BOND: A municipality will issue this debt instrument and agree to repay the face amount of the bond on the designated maturity date. Bonds are primarily used to finance capital projects. General Obligation (GO) Bond: This type of bond is secured by the full faith, credit, and taxing power of the municipality. 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 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 C CAPITAL BUDGET: The appropriation of bonds or operating revenue for improvements to city facilities which may include buildings, streets, water and sewer lines, and parks. 651 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. 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. ENTERPRISE FUND: Funds that are accounted for in a manner similar to a private business. Enterprise funds are intended to be self-sufficient with all costs supported primarily by user fees. The city maintains three enterprise funds: water/sewer, landfill and sanitation. EXPENDITURE: Represents a decrease in fund resources. EXPENDITURE LIMITATION: An amendment to the Arizona State Constitution which limits annual expenditures of all municipalities. The Economic Estimates Commission uses actual payments of local revenues for FY 1980 as the base limit and adjusts annually for population growth and inflation. All municipalities have the option of Home Rule that requires voters to approve a four-year expenditure limit based on revenues received. Glendale citizens have approved the Home Rule Option since the inception of the expenditure limitation. F 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. E ENCUMBRANCE: The formal accounting recognition of commitments to expend resources in the future. 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. 652 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. GOAL: A general and timeless statement created with a purpose based on the needs of the community. 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. 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 INFRASTRUCTURE: Facilities that support the continuance and growth of a community. Examples include roads, water lines, sewers, public buildings, parks, and airports. 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. 653 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. PRODUCTIVITY: A measurement of the increase/decrease of city services output compared to the per unit input cost invested. PROGRAM: A group of related activities performed by one or more organizational units for the purpose of accomplishing a city responsibility. PROPERTY TAX: The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary rate. Primary Tax: Arizona statute limits the primary property tax levy amount and municipalities may use this tax for any purpose. Secondary Rate: Arizona statute does not limit the secondary tax levy amount and municipalities may only use this levy to retire the principal and interest or redemption charges on bond debt. R RESOURCES: Total amounts available for appropriation including estimated revenues, fund transfers and beginning fund balances. REVENUE: Financial resources received from taxes, user charges and other levels of government. S SECONDARY PROPERTY TAX: A tax levy restricted to the payment of principal and interest on general obligation bonds. SERVICE LEASE: A lessor maintains and services an asset under a service lease. SPECIAL REVENUE FUND: A fund that accounts for receipts from revenue sources that have been earmarked for specific activities and related expenditures. STATE-SHARED REVENUE: Includes the city’s portion of state sales tax revenues, state income tax receipts, and Motor Vehicle In-Lieu taxes. SUPPLEMENTAL BUDGET ALLOWANCE: This allowance provides additional personnel, equipment and related expenses which enhance the service level of a program. Supplemental increases are directed at attaining Council goals or meeting increased service needs. T TAX LEVY: The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. 654 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. 655 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. 656 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. 657 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. 658 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: aweathersby@glendaleaz.com 659 Return to TOC City of Glendale Management & Budget Department 5850 West Glendale Avenue Glendale, Arizona 85301 623-930-2264