CITY OF GLENDALE, AZ Budget Book Navigation Tips BUDGET BOOK NAVIGATION TIPS There are a number of ways to navigate through the budget book. Listed below are the three easiest options: 1. Both the Annual Budget Book Table of Contents and the CIP Table of Contents contain links to all sections of the book. To go directly to the section you would like to see, simply click on the section name or page number directly in either of the table of contents. If at any time you would like to return to the table of contents, click on Return to TOC located at the bottom of each page. Note that if within the CIP, clicking on Return to CIP TOC will take you back to the CIP table of contents. 2. Click on the Bookmarks tab to the left of the window to view all of the bookmarked pages; the format is similar to the table of contents. To expand a subsection, click the “+”. To go to a section you would like to see, simply click on the section name. 3. At the bottom of the window enter the page number you would like to go to and press enter, you will be taken directly to that page. The “◄” and “►” buttons take you back and forward one page at a time. The “▐◄” and “►▌” take you to the first and last page of the document, respectively. Proceed to TOC Annual Budget | 2009-2010 City of Glendale, Arizona CITY OF GLENDALE, AZ Table of Contents CITY OF GLENDALE, ARIZONA FY 2009-10 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 Budget Message City Manager’s Budget Message i 1 6 7 8 9 10 11 12 14 16 18 22 Budget Summaries Budget Summary Revenues Expenditures Conclusion 31 45 56 72 Financial Guidelines Five-Year Financial Forecast Financial Plan Financial Policies 73 89 101 Operating Budget Appointed & Elected Officials Mayor & City Council City Attorney City Clerk City Court 105 111 115 119 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 125 126 130 131 135 139 145 Community Development Community Development Administration Building Safety Environmental Resources Planning 146 147 151 156 Community Services Community Services Administration Code Compliance Community Partnerships Neighborhood Improvement Grants Residential Infill Housing Library & Arts Parks and Recreation 161 162 167 172 173 174 178 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 185 186 190 194 195 200 Internal Services City Auditor City Manager’s Office Community Action Program Intergovernmental Programs 201 205 209 210 ii CITY OF GLENDALE, AZ Table of Contents Page Public Safety Glendale Fire Department Glendale Police Department Homeland Security 214 220 226 Public Works Public Works Administration Engineering Field Operations Transportation Utilities 230 231 236 241 247 Other Grants Non-Departmental 252 253 2010-2019 Capital Improvement Plan CIP Table of Contents CIP Ten-Year Plan 254 256 Schedule 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 Summary; by 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 Appendix Miscellaneous Statistics Acronyms Glossary Frequently Asked Questions 487 488 493 506 526 527 528 564 597 600 608 609 611 614 617 619 624 iii CITY OF GLENDALE, AZ Mayor’s Message To The Citizens of Glendale: Glendale's FY 2010 operating and capital budgets are structured to sustain quality city services and continue prudent, strategic investments in our 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 adopted at our May 26, 2009 City Council meeting, are listed below. • • • • • • • One community that is fiscally sound, One community with strong neighborhoods, One community committed to public safety, One community with quality economic development, One community with a vibrant city center, One community with an active partnership with Luke Air Force Base, and One community with high quality services for citizens. The downturn in our national, state and local economies is our most challenging period since the 1970s. We recovered from that recession and we will certainly recover from the current one. During this turbulent period Glendale, along with all forms of government, is finding ways to cut expenses without harming delivery of essential services. We are doing more with fewer resources. We are thankful for your support for our past initiatives and actions. They have allowed the city of Glendale to avoid massive cuts and layoffs. Our economic development efforts have created new ways for our city to earn the revenues needed to provide the types and quality of services that you want, need and deserve. Overall, we strive to make reductions in areas that are going to have the least possible impact on services to you, the Glendale citizens. Our commitment to you is to provide the highest quality of services we can support with current revenues. We will do everything we can to continue providing you with the best possible services using the fewest possible resources. Despite the economic challenges, we will continue to focus on ensuring resources are available to attain those services essential to ensuring Glendale remains the best place to live and work. For example, Code Compliance and Community Partnership programs will continue providing valuable services that promote and preserve a high quality of life in Glendale neighborhoods and connect people through the power of community. 1 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message My colleagues and I recognize that well maintained infrastructure is an important element of strong neighborhoods. Therefore, renovations and upgrades to existing park and recreation facilities will continue to be funded in FY 2010. Park renovations planned for FY 2010 include redevelopment of three of our older parks, Bicentennial, Butler and Sands. Renovations will include replacement or repair of ramadas, playground equipment, sport courts, and ball fields, plus improvements to security lighting, landscaping and irrigation systems. Sahuaro Ranch Park will see additional improvements including renovation of the soccer and softball fields, restrooms, play areas, dog park, fencing and landscaping. City Council firmly believes these kinds of renovations and improvements will help sustaining Glendale’s vibrant neighborhoods. Well maintained infrastructure also 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 $6 million in our capital program for FY 2010. 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 4 miles of arterial roads are planned for overlay work in FY 2010 with approximately 12.5 miles planned for residential streets. Additional roadway infrastructure investments planned for FY 2010 include those that will be completed using federal stimulus funds through the American Recovery and Reinvestment Act of 2009. Glendale is programmed to receive approximately $6 million for • • • modernizing our traffic signals system, adding additional wireless communication and closed circuit cameras for better traffic management, and striping 25 miles of arterial roadways with thermoplastic pavement markings that have a lifespan of about four years, a significant improvement over the one year lifespan of regular paint. Also in FY 2010 you will see construction begin on access control and beautification improvements along Grand Avenue from 43rd to 71st avenues. This project will be done in partnership with the Arizona Department of Transportation (ADOT). The improvements will provide better mobility, reduce traffic accidents, and enhance the aesthetics along this significant regional highway through Glendale. We are enthusiastically continuing our commitment to enhance the economic and social vitality of Glendale's City Center. Two main projects are underway that we believe will result in a more dynamic and sustainable future for downtown Glendale. One project undertaken during FY 2009 and continuing into FY 2010 is the Glendale Centerline Project. The Glendale Centerline Project area is located along the Glendale Avenue 2 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message Corridor from 43rd to 67th avenues, between Ocotillo and Myrtle. The Centerline Project’s goal is to create a redevelopment strategy and corresponding plan for improving and revitalizing under-performing or non-developed properties. This effort was undertaken to improve the quality of life in the area by spurring new development to create jobs and enhance revenues, invigorating the business community, creating housing options and enhancing public amenities. Public input is critical to the success of the Centerline Project so a number of public activities occurred during FY 2009, and more are planned for FY 2010. My colleagues and I have heard your valuable input regarding the future of downtown Glendale through business and property owner breakfasts, a congress of neighborhoods, a visioning event, and public focus groups. Additional work was completed through a collaborative partnership with Arizona State University and the Phoenix Urban Research Laboratory. All of the information and input gathered through these efforts are being synthesized to begin creating a Redevelopment Plan that represents the needs, interests and future vision for the area. Once a draft plan is available, we will seek your input again on the proposed concepts. The second project undertaken in FY 2009 that will continue in FY 2010 is construction of our new City Courthouse. This public building will be located at the key city entryway of Glendale and 47th Avenues. This $44.7 million construction project will be about 90,000 square feet and will alleviate the serious overcrowded conditions our City Court is experiencing in their current location. The Glendale City Courthouse is designed to also set the aesthetic standard for buildings along our signature street. My colleagues and I firmly believe this beautiful public facility will be a catalyst for new and meaningful development that leads to a resurgent Glendale Avenue. Another city investment in downtown Glendale includes the completion of the Catlin Court Alleyway Project. This $1.1 million project significantly improved the appearance of four existing alleyways within our heavily traveled, historic Catlin Court, between 57th and 59th avenues and Palmaire and Myrtle avenues. The new alleyways boast inviting architectural touches and pedestrian friendly spaces. The project included the • • • • removal of above-ground service utility lines and existing asphalt pavement, replacement of existing asphalt with handicap-accessible asphalt paving, placement of specialized asphalt pavement textures and colors to indicate separate pathways for pedestrians, and installation of new landscaping and lighting elements, bike racks, benches, decorative fencing, and trash receptacles. This project is an important complement to the $19 million investment completed in FY 2008 that brought critical infrastructure, landscape, and streetscape improvements to downtown Glendale. 3 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message An additional city investment in downtown Glendale is the Fire Station 151 construction project. This $6.3 million project will be completed early in FY 2010, and will result in the relocation of Fire Station 151 from the residential neighborhood around 55th Avenue and Orangewood to a more appropriate location at 52nd Avenue and Lamar Road. The new location is near two major roadways and allows firefighters to more quickly respond to emergencies in the service area. When complete, the new station will include four apparatus bays, a training classroom, a physical fitness room and living quarters for firefighters. Another Strategic Goal established by City Council is “one community with quality economic development.” Several years ago City Council directed that Glendale’s tax base be diversified with more emphasis on commercial, office, and industrial development. That strategic action is helping us weather the current economic situation. I want you to know that my colleagues and I remain committed to identifying and pursuing business sectors that are most valuable to Glendale’s economic development strategy. At the same time we have directed that equal efforts be spent on the retention and expansion of local small businesses as a foundation for community economic development. Leading us into FY 2010 are many successes achieved during FY 2009. A number of companies recently relocated to Glendale bringing over 1,100 new jobs coming to our city. One of last year’s most prominent successes that will grow in FY 2010 and years to come was the opening of Camelback Ranch-Glendale Stadium, the spring training home of the Chicago White Sox and Los Angeles Dodgers. During its first season, Camelback Ranch-Glendale attracted more than 220,000 fans and broke the Cactus League single-game attendance record twice in a five-day span. The resulting tourism activity generated new sales tax revenue for our community through fan lodging, dining and shopping. This stadium has become another destination attraction for Glendale’s Sports and Entertainment District and will continue to solidify our position as the premiere sports destination in the state. This new facility will also enhance the existing amenities at Westgate City Center. Westgate already includes 2.8 million square feet of retail, lodging, restaurants, entertainment and office uses. Another 1.1 million square feet of development is completed and open in Zanjero, the mixed-use development north of Westgate. The next phases of both Westgate and Zanjero are approved and ready to go. Additional accomplishments in the realm of quality economic development include the following: • SLT Express Way Group is establishing its corporate headquarters in Glendale. This firm is a contract shipping contractor for the Department of Defense. This firm plans to employ approximately 400 people at its Glendale facility. 4 Return to TOC CITY OF GLENDALE, AZ Mayor’s Message • Advanced Health Care is constructing a first class 54-suite medical facility in Glendale at the southeast corner of Bell Road and 63rd Avenue. Advanced Health Care of Glendale is a medical company that assists individuals who are recovering from surgery. They currently have operations in several states as well as in North Scottsdale. This project brought 130 new medium and high wage jobs to Glendale. • VESystems of Irvine, California is moving into the 91 Glendale class-A office complex at 91st and Glendale avenues. VESystems is a technology company that has developed proprietary electronic toll collection software which manages toll systems in Southern California, Florida, Minnesota, Texas and Canada. 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 2010 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. 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 2010 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. The councilmembers and I are pleased to present our FY 2010 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, with special recognition for the presentation of capital information, to the City of Glendale, Arizona for its annual budget for the fiscal year beginning July 1, 2008. 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 Deborah Mazoyer Acting Deputy City Manager Community Development Cathy Gorham City Manager Relations Director Manuel D. Martinez Vice Mayor Cholla District Julie Frisoni Asst. Deputy City Manager Marketing & Communications Jon Froke Planning Director Joyce V. Clark Yucca District Department Heads and Directors ELAINE M. SCRUGGS Councilmembers Steven E. Frate Sahuaro District David M. Goulet Ocotillo District Yvonne J. Knaack Barrel District H. Philip Lieberman Cactus District Roger Bailey Utilities Director Rebecca Benna Parks & Recreation Director Larry Broyles City Engineer Mark Burdick Fire Chief Doug Kukino Environmental Resources Director Candace MacLeod City Auditor Pam Wertz Acting Building Safety Director Jamsheed Mehta Transportation Director Chuck Murphy Chief Information Technology Officer Management Staff Alma Carmicle Human Resources Director Ed Beasley City Manager Steven Conrad Police Chief Sherry Schurhammer Management and Budget Director Pam Kavanaugh Assistant City Manager Judge Elizabeth Finn Presiding City Judge Vacant Chief Financial Officer Art Lynch Deputy City Manager Facilities & Financial Mgmt Sam McAllen Code Compliance Director Erik Strunk Community Partnership Director Horatio Skeete Deputy City Manager Administrative Services Vacant Deputy City Manager Community Services Kenneth A. Reedy Deputy City Manager Public Works Rob Gunter Homeland Security Director Pamela Hanna City Clerk Stuart Kent Field Operations Director Sue Komernicky Library Director 8 Return to TOC Craig Tindall City Attorney Brian Friedman Economic Development Director Jessica Blazina Intergovernmental Programs Director CITY OF GLENDALE, AZ City Organizational Chart CITY ORGANIZATIONAL CHART CITIZENS OF GLENDALE Mayor & Council Boards & Commissions City Clerk Pam Hanna City Manager Ed Beasley Mgmt Asst To the City Manager Jean Moreno Director City Manager Relations Cathy Gorham City Auditor Candace MacLeod Intergovernmenta l Programs Director Jessica Blazina Airport Operations Ethics Committee Mega Events 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 Enconomic Development Brian Friedman Special Projects & Facilities Finance Deputy City Manager Public Works Ken Reedy City Court Judge Elizabeth Finn City Attorney Craig Tindall Community Action Program Administrator Rebecca Daniel Assistant City Manager Pam Kavanaugh Assistant to the Mayor Steven Methvin Police Chief Steve Conrad Fire Chief Mark Burdick Homeland Security Rob Gunter Council Services Administrator Kristen Krey Deputy City Manager Administrative Services Horatio Skeete Deputy City Manager Community Services Vacant Acting Deputy City Mgr Community Development Deborah Mazoyer Engineering Larry Broyles Finance Vacant Parks & Recreation Rebecca Benna Planning Jon Froke Field Operations Stuart Kent Management & Budget Sherry Schurhammer Library & Arts Sue Komernicky Building Safety Pam Wertz Acting Director Utilities Roger Bailey Human Resources Alma Carmicle Code Compliance Sam McAllen Environmental Resources Doug Kukino Transportation Jamsheed Mehta Information Technology Chuck Murphy Community Partnerships Erik Strunk 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 Organization Chart 12 Return to TOC CITY OF GLENDALE, AZ Financial Organization Chart For a description of major fund sources please refer to the Budget Summary on page 31. You can navigate to the description by clicking the funding source you would like more information about. 13 Return to TOC CITY OF GLENDALE, AZ How to Make the Most of this Document HOW TO MAKE THE MOST OF THIS DOCUMENT This budget document serves two primary but distinct purposes. One purpose is to present the City Council and the public with a clear picture of the services the city provides and of the policy alternatives that are available. The other purpose is to provide city management with a financial and operating plan that adheres to the city’s financial policies. It also communicates the vision of the City Council and leadership team for the City of Glendale and presents the 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 is addressed to the citizens of Glendale. As such, it provides an overview of budget elements that would be of most interest to Glendale’s citizens. 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 articulates the key policy issues and priorities for the fiscal year. It describes significant changes from the FY 2009 budget and the factors that led to those changes. It also outlines key components of the upcoming budget and discusses underlying administrative practices that support the city’s organizational goals. 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. 14 Return to TOC CITY OF GLENDALE, AZ How to Make the Most of this Document 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 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. 2010-2019 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 2010 BUDGET CALENDAR October 2008 thru January 2009 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 20102019 document for City Council review. Preparation of operating budget items such as premiums for workers compensation insurance, risk management insurance, vehicle replacement, technology replacement, phone services, and indirect cost allocation. Analysis of revenue trends also prepared during this time, with periodic updates to executives in the City Manager’s Office. November 2008 1 Hiring freeze implemented. 13 Operating budget kickoff meeting. Departments asked to identify 6% ongoing reductions for GF non-salary budget 17 Departments begin FY 2010 budget input. Input continues through December 19. December 2008 19 Last day for FY 2010 budget input by departments 31 6% ongoing reductions for GF non-salary budget implemented. All GF department budgets affected except for the Police and Fire Departments. January 2009 Budget staff reviews supplemental requests and completes development of GF balancing scenarios. Budget staff completes revenue projections for FY 2010 in conjunction with staff from the various departments. Budget staff meets with Assistant City Manager and other executive team members to evaluate balancing alternatives and develop proposed FY 2010 budget for final balancing meeting on February 9, 2009. 5 Departments asked to identify 10% and 15% ongoing reductions for GF non-salary budget. Memos due January 30, 2009. February 2009 9 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, Human Resources Director, and Management and Budget Department staff. 10 10% one-time reductions for GF FY 2009 non-salary budget implemented. All GF Department budgets affected except for the Police and Fire Departments. The 15% Ongoing reductions will be implemented with the FY 2010 budget. 16 Return to TOC CITY OF GLENDALE, AZ Budget Calendar March 2009 13 Delivery of the City Manager’s recommended FY 2010 operating budget document and the preliminary FY 2010-2019 CIP document to City Council for discussion at the budget workshops scheduled for March and April 2009. 24 1:30 PM – 5:00 PM, 1st budget workshop. 31 1:00 PM – 5:00 PM, 2nd budget workshop April 2009 7 1:30 PM – 5:00 PM, 3rd budget workshop 29 8:30 AM – 11:30 AM, final budget workshop May 2009 The FY 2010 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, departmental narratives, budget message, etc. June 2009 2 Preliminary FY 2010 budget to City Council for June 9 council meeting 9 City Council preliminary budget adoption. 11/18 The June 23 date of the FY 2010 budget adoption and public hearing, as well as property tax levy public hearing, is published in the Glendale Star. Summary FY 2010 budget information, as required under Arizona state law, is also published. The August 11, 2009, date for the property tax levy adoption is published too. 18 The Planning Department presents the FY 2010-19 CIP to the Planning Commission for review as required by Arizona state law to ensure consistency with the City’s General Plan. The Planning Commission sent a letter to the City Council indicating that the FY 2010-19 CIP is consistent with the Glendale’s General Plan. 23 City Council public hearing and budget adoption, and City Council public hearing for the property tax levy at a City Council evening meeting. July 2009 1 Start of FY 2010 2 FY 2010 budget document complete and available for distribution August 2009 11 Adoption of the FY 2010 property tax levy. September 2009 TBD Clean up ordinance to Council re: FY 2009 inter-fund budget transfers 17 Return to TOC CITY OF GLENDALE, AZ Budget Process FY 2010 BUDGET PROCESS OVERVIEW: The FY 2010 operating and capital budgets are based on council’s continued vision of ‘one community’ and the supporting strategic goals that Council reconsidered at a December 2008 retreat: • One community that is fiscally sound, • One community with strong neighborhoods, • One community committed to public safety, • One community with quality economic development, • One community with a vibrant city center, • One community with an active partnership with Luke Air Force Base, and • One community with high quality services for citizens. The principal issue for the FY 2010 budget development process was the economy and the impact it has on the city’s resources to fund services to the community. In prior fiscal years, Glendale had revenue growth to address rising demand for city services and cost increases related to service delivery. FY 2010 is different in that revenue resources have shrunk while demand for city services has remained steady. Development of options for the FY 2010 budget began in the late summer and early fall of 2008. Various options were developed for review by executive management during this time. The city manager provided direction to develop a FY 2010 budget in which the overall intent was to continue providing exceptional city services that support a high quality of life for the entire community and to continue with investment in the community’s infrastructure. For a more in-depth discussion of the budget strategy for FY 2010, please see the City Manager’s Budget Message. 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 2010 budget process. The Management and Budget Department continued to recommend the “base budget” approach to control expenditures and promote fiscal conservatism. 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 onetime 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 2008. All salary and benefit related items are calculated and established separately by the Management and Budget Department. This base budget approach was modified because of the economic downturn. During FY 2009, two levels of base budget reductions were implemented for General Fund (GF) departments: 18 Return to TOC CITY OF GLENDALE, AZ Budget Process • • 6% ongoing reductions in the non-salary budget for GF departments; and 10% one-time reductions for GF departments, with a focus on reducing contractual and temporary positions. While these cuts were not made to the Police and Fire Department budgets in FY 2009, their spending was reduced to match decreases in public safety sales tax revenues. Requests for supplemental funding were limited to address only those issues that required immediate attention such as electric rate increases. These requests were reviewed and evaluated in January 2009. 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. 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 that includes summary budget information as required by Arizona state law. After completing the public hearing for the final FY 2010 budget, the Council adopted it and thereby set the expenditure limitation for FY 2010. A public hearing on the FY 2010 property tax levy was conducted at the same meeting as the final budget adoption. Adoption of the property tax levy occurred at the first evening meeting after the July summer break. The chart below illustrates the broad outline of the FY 2010 budget development process. Public Hearing to Adopt Tentative Budget Set Date f or Budget Adoption and Property Tax Levy Public Hearing 6/11/09 Department Operating, Capital & Supplemental Requests Prepared Budget Staf f Compilation And Analysis 12/20/08 - 1/5/09 Public Hearing Adopt Final Budget 6/23/09 City Manager and Leadership Team Review 2/9/09 - 3/13/09 Public Hearing Property Tax Levy 6/23/09 Adoption of Levy 8/11/09 Council Budget Workshop Sessions 3/24/09 - 4/29/09 19 Return to TOC CITY OF GLENDALE, AZ Budget Process 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. Beginning with FY 1996, sales tax revenues were recorded in the period in which they were due to the city. This changed in FY 2008 and sales tax revenue is now recorded to the month it is collected. 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 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: One new fund was created during FY 2009 and is included in the FY 2010 budget, the Glendale Health Center (Fund 2538). This fund was created in accordance with the intergovernmental agreement approved by City Council on January 27, 2009. The Glendale Health Center is 20 Return to TOC CITY OF GLENDALE, AZ Budget Process located within the Glendale Regional Public Safety Training Center. The center is staffed by contractual medical professionals and is fully equipped with the testing equipment, exam rooms, x-ray machines, and other medical equipment required to perform physical examinations for public safety personnel on a fee-for-service basis. The onsite contractual staff is required to perform medical examinations, bill and collect for all services rendered at the center, and remit negotiated fees for each medical examination performed to the City of Glendale and the Glendale Health Center. Revenues and associated operating expenses are tracked in this fund. Although the center will derive a large portion of its business from existing Glendale Regional Public Safety Training Center partners, it is also open to outside organizations that are in need of the more extensive testing requirements associated with public safety personnel physical examinations. FY 2010 projected revenues totaling $105,000 will be offset by operating expenditures of $54,000. Any excess revenues at year end will remain in fund balance and can be used to offset future costs associated with the repair and replacement of medical equipment. Two funds were eliminated during FY 2009, the Cable Communications (Fund 1160) and the Training Facility (Fund 2533). The Cable Communications Fund was previously used to track the revenues and expenditures associated with the rental of city owned cable communications equipment, including a cable van to outside parties. This fund was closed out during FY 2009 and will not have any budgeted activity going forward. Any remaining activities associated with the fund have been combined with the Convention/Media/Parking Facility budget in the General Fund. This fund will be removed from our financial reports and schedules with the adoption of the FY 2011 budget. The Training Facility debt service fund was used to track the capital construction contributions made by the partners that helped pay for the Glendale Regional Public Safety Training Center. This 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 were used during FY 2009 to help pay the outstanding MPC debt service associated with the facility. This fund will be removed from our financial reports and schedules with the adoption of the FY 2011 budget. Also, there is a change to how the debt service will be handed for Highway User Fee Revenue (HURF) bonds. The city has outstanding HURF bonds for street projects that are backed by a pledge of the HURF monies the city receives from the state. Coverage of HURF debt service with HURF monies is not planned for FY 2010 given the state’s reduction to the HURF revenue that is distributed to cities in FY 2009, and the uncertainty regarding how the FY 2010 revenue will be distributed. Instead, HURF debt service will be paid by secondary property tax revenue ($2.7 million) and roadway development impact fee revenues ($1 million). 21 Return to TOC Budget Message 2009-2010 BUDGET MESSAGE City Manager’s Budget Message Honorable Mayor and Council: While the current economic environment has created challenges, the City of Glendale enters FY 2010 in a good financial position. This position is a result of judicious management of city resources over the past several years as well as during the current economic downturn. This position also is a result of strategic infrastructure and other economic development-related investments in the community over the last several years. Consequently, the city’s FY10 budget continues to provide resources to maintain high quality city services while moving forward with strategies that ensure a positive, sustainable future. December 2008 retreat: • • • • • • • The FY 2010 operating and capital budgets are based on council’s continued vision of ‘one community’ and the supporting strategic goals that Council reconsidered at a One community that is fiscally sound, One community with strong neighborhoods, One community committed to public safety, One community with quality economic development, One community with a vibrant city center, One community with an active partnership with Luke Air Force Base, and One community with high quality services for citizens. The recommended budget also reflects the constrained and tough economic conditions the nation currently faces. We implemented several expenditure management measures in FY 2009 – hiring freeze, base budget reductions, retirement incentive program, voluntary furloughs, etc. – that will continue through FY 2010. These measures were implemented while keeping our focus on sustaining Council’s strategic goals. Vision, innovation, partnerships, and dedicated employees continue to play a central role in making the city’s future efforts rewarding and successful despite the difficult economy. Discussion Economic Conditions. The principal issue for FY 2010 is the economy and the impact it has on the city’s resources to fund services to the community. In prior fiscal years, we had revenue growth to rising demand for city services and cost increases related to service delivery. FY 2010 is different in that revenue resources have shrunk while demand for city services has remained steady or increased in some areas (e.g., code compliance). The local and national economy has changed significantly over the past year. Twelve months ago (spring 2008) we knew the housing market was in flux as a new equilibrium point between buyers and sellers was being established. Credit also had tightened for consumers and, to some 22 Return to TOC BUDGET MESSAGE City Manager’s Budget Message extent, the business community. Business investment had slowed but not stopped. While these conditions were present a year ago, they were not pervasive and had not significantly impacted Glendale’s sales tax collections. These national conditions deteriorated rapidly during the summer and fall of 2008. The credit market froze for consumers and businesses resulting in a precipitous decline in business investment and consumer spending. Then the ranks of the unemployed began to grow and have continued to swell over the winter and spring of 2009. For the local economy, the impact of the current recession is reflected in Glendale’s sales tax collections. Through March 2009, city and state sales tax collections, which comprise nearly onehalf of the current fiscal year’s General Fund (GF) revenue budget, receded to levels last experienced in FY 2005. Figure 1: City and State Sales Taxes We also will see the impact of the current economy in future income tax revenue disbursements from the state. Income tax is Glendale’s second largest source of GF revenue after sales taxes. Distribution to the cities lags by two years. This means the state income tax receipts for FY 2010 will reflect the income tax the state collected in FY 2008. Glendale’s share of state income tax revenue is expected to decrease $5 million or 14% in FY 2010. Another decline is expected in FY 2011 when the state’s FY 2009 income tax collections are distributed to the cities. 23 Return to TOC BUDGET MESSAGE City Manager’s Budget Message Overall, total GF revenue collections are expected to come in at$165.8 million in FY 2009. This is a 10% or $18.5 million decline from the peak of $184.3 million collected in FY 2008. The FY 2010 forecast is $162.3 million or about $3.5 million less than the FY 2009 estimate. Budget Balancing Strategy. The strategy for steering the city through the economic downturn is a phased approach intended to balance the budget and think beyond the current recession in order to position the city for future success. This strategy’s focus is to • • • • avoid layoffs, maintain essential services based on sound business decisions that reflect customer demand and efficient processes, minimize impacts to the public and communicate effectively with employees and the public regarding the city’s response to the current economic challenges. I believe the Glendale community would suffer undue consequences if I recommended the elimination of services and the implementation of layoffs to achieve a certain dollar amount to balance the budget. If a service is valued by the public, and the business data substantiates that, it is my belief the service should be continued even if it faces reductions, restructuring, consolidation or realignment. However, should the decline in revenues continue into the next fiscal year, I am prepared to bring more difficult recommendations forward to City Council. A series of steps comprise the phased budget strategy. They are designed to attain a fiscally responsible budget and not severely diminish the valuable services the city’s employees provide to the community. Employees are the city’s most valuable resource and they represent about 70% of the city’s GF operating budget. A municipality is a service organization, and knowledgeable, skilled employees are essential to providing quality services to our residents and businesses. Therefore, layoffs were not implemented in FY 2009 and are not part of the recommended FY 2010 budget. The phases undertaken during FY 2009 were the following: • Fall 2008 – hiring freeze across all funds and 6% ongoing reductions in the non-salary budget for GF departments except public safety sworn positions; • Winter 2009 -- 10% one-time reductions (excluding public safety) for GF departments, with a focus on reducing contractual and temporary positions; and • Spring 2009 – Voluntary furloughs and voluntary retirements. While cuts were not made to the Police and Fire Department budgets in FY 2009, their spending was reduced to match decreases in public safety sales tax revenues. In developing recommendations for the budget reductions, staff was challenged to find alternative ways to manage programs and provide services to the community through restructuring, collaboration and efficiencies. The goal was to minimize impacts to our residents 24 Return to TOC BUDGET MESSAGE City Manager’s Budget Message and businesses. Departments and individual employees were engaged in making business-based recommendations that helped us prepare a balanced budget. Listed below are just a few examples of the cost-savings efforts that have been implemented or will be with the start of FY 2010: • A simple shift change in the city’s vehicle and equipment repair shop will save the city a minimum of $20,000 annually. It has also boosted employee morale and provided improved customer service to the four largest user departments: Police, Fire, Sanitation and Parks and Recreation. User departments have noted their trucks and vehicles are being turned around faster, in some cases as much as a day faster. • The City Clerk’s Office will eliminate passport processing services given there are 20 other providers within a 10 mile radius of City Hall, with several of them offering more frequent hours of operation than currently provided by the city. This change will result in annual savings of about $1,150. • The Parks and Recreation Department will consolidate 12 summer drop-in recreation sites to eight locations, with the resulting eight sites within one to three miles of the closed sites. This consolidation will result in savings of $77,200 annually. • The Parks and Recreation Department’s will reduce contracted landscape maintenance services. This change will mean mowing frequency will occur every 10 days rather than every seven days. Parks staff also assumed responsibility for retention basins and absorbed portions of other horticultural services. To ensure city parks remain clean, Parks staff will augment trash pickup at city parks and will continue to service daily the city’s regional and high profile parks. These changes will result in savings of $299,800 annually. As part of these budget balancing efforts, the city launched its new Innovate Initiative. This initiative is directly tied to the city’s strategic business model that requires departments and employees to ask two basic questions: 1. Should we do this? (Is the service or program aligned with council goals and does it make good business sense?) 2. How do we efficiently and effectively provide the service or program? The Innovate Team recently began a business evaluation of nine processes that cross multiple departments; this evaluation will continue through FY 2010. One business method to be evaluated is the city’s accounts payable process. This process currently has almost 50 manual steps undertaken before a bill is paid. By automating the process, the manual error rate and redundant steps will be reduced, thus freeing up employee time to provide services more quickly. Additionally, many vendors and contractors offer reductions if bills are paid within two weeks. An overhaul of this key business process will allow the city to take advantage of these discounts. 25 Return to TOC BUDGET MESSAGE City Manager’s Budget Message Also underway are technology projects that will result in significant business process improvements that will benefit our residential and business customers. One project is the implementation of a new billing system for monthly water, sewer, and sanitation collection services. Once implementation is complete in the summer of 2009, customers will be encouraged to pay bills on-line, receive e-bills rather than paper bills if desired, access real-time activity for their account, review usage history in graphical form and tabular form, and access other data such as meter reading data. In addition, many manual, paper-based processes will be replaced with automated, paperless processes. Another project that will benefit our business customers is implementation of a new sales tax and business license system that is robust, provides effective, flexible management of licensing and sales tax returns, and replaces a manual, paper-intensive process. The current system was developed in-house over a decade ago and has reached its functional limits as it does not support e-commerce capabilities. Implementation of a new sales tax system will provide many ecommerce benefits to our business customers including on-line license applications, on-line tax return filing, on-line customer account information, on-line tax return payments and online payment for other type of tax and licensing bills using Automated Clearing House (ACH) capabilities. Internally, implementation of the new system will allow integration with the city’s Geographic Information System (GIS) which already includes information layers for water/sewer lines, code compliance cases, and crime data. The integration of tax and license information with current GIS capabilities is expected to be particularly useful for an analysis of existing economic development conditions and emerging economic development patterns. Other internal benefits of the new sales tax system include significantly better query and reporting capabilities, electronic workflow of all applications, daily posting to the city’s financial management system and a better document management, storage and retrieval system that is compatible with future software upgrades/changes. Overall, we expect these and additional innovation and process improvement projects will result in service delivery adjustments that produce expenditure reductions and/or more effective use of limited resources to provide high quality services. FY 2010 Operating Budget. The next phase in this budget strategy will be undertaken with the start of FY 2010. The FY 2010 GF operating budget has a $14.4 million shortfall between ongoing revenue and ongoing expenses that is balanced through a mix of one-time and ongoing measures. The ongoing measures include the 6% ongoing, non-salary budget reductions implemented in FY 2009 plus a 15% ongoing, non-salary reduction with the start of FY10. The Police and Fire Departments were not included in these base budget reductions but will see the implementation of ongoing, non-salary reductions that average 5.4%. In addition, their spending was reduced to match decreases in public safety sales tax revenues. Additional balancing measures to be done administratively include the following one-time steps: • • continuing the current hiring freeze , leaving unfilled those positions that become vacant as a result of retirements, 26 Return to TOC BUDGET MESSAGE City Manager’s Budget Message • • • implementing a mandatory furlough program for employees across all funds (except represented employees in police and fire) that equates to 104 hours over 12 months, restructuring leases to defer principal payments, and deferring various compensation-related features for represented employees in police and fire. In an effort to recognize and reward those employees who stepped up in FY 2009 by volunteering up to 32 hours of furlough, credit will be given for those hours during FY 2010. To those employees I say thank you. Other balancing measures required Council policy consideration and guidance was provided during the spring 2009 budget workshops to proceed with their implementation for FY 2010. One measure involves revenue enhancements related to electronic billboards. In March 2009, Council approved a resolution authorizing staff to begin negotiations for a digital marquee placement license agreement. New revenue for the GF is expected in FY 2010 as a result of these negotiations. The other measure involves approval of a one-time transfer from the Arts Fund. This transfer will leave funds available for any public art projects that might be needed in the near-term future and has no impact on current projects. While the enterprise fund operations did not undertake the same level of ongoing base budget reductions that affected GF departments, they have and will continue to participate in expenditure management measures to minimize rate adjustments. For example, the hiring freeze applies to their vacancies and employees of the enterprise fund operations will participate in the mandatory furlough program. Given the challenging economic conditions, there will be no merit or market pay increases in the FY 2010 operating budget. Neither will there be any new positions added to city operations. The benefits division in the Human Resources Department was successful in negotiating a no cost extension of the current benefits package. The various state retirement plans also have no FY 2010 increases planned for employer and employee contribution rates although we anticipate they will increase for FY 2011. Approximately $3.2 million in one-time funds was made available to address essential items as identified below: • • • $1.1 million to address rate increases for electricity, water, sewer, and natural gas, $1.2 million to address economic development commitments, and $903,000 to address urgent building repair issues and repayment to the state’s Aviation Fund for a project at the Glendale City Airport. 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 adjusted periodically per the consumer price index (CPI). As a result of these 27 Return to TOC BUDGET MESSAGE City Manager’s Budget Message reviews, water, sewer, and landfill rates will be adjusted for FY 2010. Sanitation rates will remain unchanged. Even with the budget reductions and other expenditure management measures, employees will remain focused on implementing City Council’s strategic goals. The provision of exceptional city services will continue as will collaborative, innovative efforts to • • • • • strengthen neighborhoods, ensure Glendale is a safe community, retain and attract quality economic development opportunities, foster sustainable downtown development, and continue the dedicated partnership with Luke Air Force Base. Capital Program. The principal issue for the capital budget also is the economy and the impact it has on the city’s resources to fund capital assets. Glendale’s General Obligation (G.O.) capital program is funded with secondary property tax revenues, with development impact fees playing a strong supporting role for growth-related projects. Both revenue sources have been significantly constrained as a result of the economic downturn with a corresponding impact on the capital plan. The Phoenix metropolitan real estate market witnessed an unprecedented plunge in property values in calendar year 2008, with even lower prices dominating the market during the first quarter of calendar year 2009. Foreclosures and other types of distressed property sales accounted for 43% of all residential resales in the Phoenix metro area in 2008; the comparable share of foreclosed homes in 2007 was 15.6%. Given the lag in the assessed valuation process, the calendar year 2008 real estate market will impact the city’s FY 2011 secondary property tax revenue. The unprecedented number of distressed housing sales in 2008 resulted in Glendale’s residential values plummeting 33% for FY 2011, after a 13% drop for FY 2010. While new commercial development mostly offset the 13% housing value drop in FY 2010, it is not expected to do so for FY 2011 because of the significant decline in commercial construction. For development impact fee revenue, the drop off in housing and commercial construction has meant anemic collections in FY 2009, with similarly weak collections expected in FY 2010. Given this situation, changes to the capital plan presented to City Council in spring 2009 were required for FY 2010 through FY 2013 (first four years of the plan). Over the course of two budget workshops, City Council discussed the options and decided the following: • Fund $12 million for the new city court facility over FY 2009 and FY 2010 while alternative financing options are fully explored as possible opportunities for completing the new court project as soon as possible. • Complete projects with funding budgeted in FY 2009 that carryover to FY 2010 including the additional funding planned for 2 flood control projects (Northern Avenue Storm Drain and Bethany Home Outfall Channel) that started in FY 2009. 28 Return to TOC BUDGET MESSAGE City Manager’s Budget Message • Fund the following capital projects: o 800MHz Communication Equipment: $939,925 planned for FY 2010; o Engine and Ladder Replacement: $1.7 million planned for FY 2010 and $2.2 million planned for FY 2013; and o Police Digital Communication System: $512,500 planned for FY 2010, $1.4 million planned for FY 2011, and $512,000 planned for FY 2012 through FY 2013; o Downtown Land Acquisition, Downtown Redevelopment and New Development Initiative: $2 million total in FY 2010 and $2 million total in FY 2011; o AZDES Permit: $160,925 planned for FY 2010 through FY 2013; o Street Beautification: $1.3 million planned for FY 2010; and o Petition Lighting Program: $160,000 planned for FY 2010. • Defer the following capital projects: o Park Redevelopment: $1.6 million planned for FY 2010 is moved to FY 2014, o Park Enhancements: $248,837 planned for FY 2010 is moved to FY 2014, o Parks Facilities Renovations: $252,376 planned for FY 2010 is moved to FY 2014, o General Government Projects: $1.4 million planned for FY 2010, $737,569 planned for FY 2011 and $892,255 planned for FY 2012 are moved to FY 2014 and beyond, o Bethany Home Road, 79th to 67th Ave Storm Drain: $615,175 in FY 2010 and $3.9 million in FY 2011 are moved to FY 2015 through FY 2019; o West Area Library: $6.8 million in FY 2011 and $5.6 million in FY 2012 are moved to FY 2014. For the water and sewer capital program, the largest project planned for FY 2010 is the Zone 4 Groundwater Treatment Plant at $40.7 million. This will help ensure compliance with federal water quality regulations and will provide an additional 10 million gallons per day of groundwater treatment capacity to meet customers demand. Also planned for FY 2010 are the following projects: • $3.6 million for improvements to the 91st Avenue Wastewater Treatment Plant that is coowned by the City of Phoenix, City of Glendale, and other valley cities, 29 Return to TOC BUDGET MESSAGE City Manager’s Budget Message • $3.3 million for the replacement of existing treatment elements at the Arrowhead Ranch Water Reclamation Facility, • $2.8 million for replacement of the sanitary sewer and concrete structures located along Camelback Avenue, and • $976,421 for the development of a master plan for the West Area Water Reclamation Facility. The Glendale Onboard transportation capital program is primarily supported by the designated sales tax for transportation, with federal and state transportation funds used for some projects. The FY 2010 program includes $6 million for the city’s pavement management program, with $2 million for residential street overlay and $4 million for arterial street overlay. This funding supplements the $23 million total that was allocated for the same purposes in the FY 2009 and FY 2008 budgets. Another Glendale Onboard capital project for FY 2010 is $11.8 million for the Northern Avenue Super Street. This project will provide a high capacity arterial roadway initially connecting West Valley travelers from the Loop 303 to the Loop 101 and eventually to Grand Avenue. Conclusion As we progress through FY 2010, we will continue to employ fiscally conservative spending practices. We will continue to adhere to the expenditure management measures implemented in FY 2009. 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 2010. In closing, I believe the FY 2010 budget is a plan that provides resources to maintain essential city services while moving forward with strategies that ensure a positive, sustainable future. 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 30 Return to TOC Budget Summaries 2009-2010 BUDGET SUMMARY Budget Summary BUDGET SUMMARY The annual budget for the City of Glendale is divided into four major components that include all appropriations for the city and are explained below. The operating budget finances the dayto-day provision of city services and totals $341.3 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 $291.6 million. The debt service budget is used to repay money borrowed by the city, primarily for capital improvements, and amounts to $80.6 million. The final component of the budget is the contingency appropriation at $61.6 million. This appropriation is made up of fund reserves and is available to cover emergency expenses, revenue shortages or capital project acceleration should they arise during the fiscal year. The total budget, including all four components, is $775 million (difference with sum of components due to rounding) for Fiscal Year (FY) 2010. This represents a decrease of 16.2% from the FY 2009 total budget of $925 million. The decrease is the result of ongoing operating budget reductions, expiration of one-time funding provided in FY 2009 and capital budget reductions that were implemented to address reduced revenue sources because of the recession. As you can see from the graph below, the operating (44.1%) and the capital (37.6%) appropriations are the largest components of the FY 2010 budget and account for 81.7% of the total appropriations. Both are discussed on the following pages. City of Glendale Total FY 2010 Appropriations Capital 37.6% Contingency 7.9% Debt Service 10.4% Operating 44.1% 31 Return to TOC BUDGET SUMMARY Budget Summary 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. Operating Budget The development of Glendale’s FY 2010 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 2008, 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 began the process of updating the Ten-Year Capital Improvement Plan. In December, City Council conducted a goals-setting retreat to update its strategic goals and key objectives. City Council’s strategic goals did not change from the previous year. In November, the Management and Budget Department kicked off the budget development process for FY 2010. The kickoff meeting focused on the central role of City Council’s strategic 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 a balanced budget. The principal issue to address in developing the FY 2010 budget was the economy and the impact it was having on the city’s resources to fund services to the community. In prior fiscal years, we had revenue growth to rising demand for city services and cost increases related to service delivery. FY 2010 is different in that revenue resources have shrunk while demand for city services has remained steady or increased in some areas (e.g., code compliance). As part of the budget development process, departments were required to reduce their FY 2009 ongoing General Fund base budgets by 6%, and then by another 15% for all non-salary related items. The Police, Fire and Homeland Security Departments reduced their General Fund base budgets by 5.4% for all non-salary related items. These reductions, coupled by the need for departments to absorb inflationary increases within their base budgets, were challenging. The lone exception related to electricity and utilities budgets. Due to significant price increases, a portion of the reductions were earmarked to cover this critical base budget line item for FY 2010. Managers exhibited considerable innovation in developing innovative methods and practices. In some cases, managers found it necessary to reallocate funding to cover growth or to continue providing services funded on a one-time basis in FY 2009 for another year to meet Council goals and objectives. The graffiti removal program, Greater Phoenix Economic Council membership and Centerline project all received some of this reallocated base budget funding for FY 2010. 32 Return to TOC BUDGET SUMMARY Budget Summary All departmental base budget reductions were reviewed by their group’s deputy city manager to ensure that all core city services would still be met. 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 24 and concluding on April 29. Approximately 12 hours of workshop hearings were held to discuss the pertinent issues surrounding the FY 2010 operating, capital and debt service budgets. The proposed budget, as revised by City Council, became the preliminary budget. It was published and made available for further public review prior to the public hearings and formal adoption of the final budget on June 23, 2009. Capital Improvement Plan Budget The city annually updates the Ten-Year Capital Improvement Plan (CIP), which is now based on FY 2010 through FY 2019 and includes over $1.7 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 renovations to city buildings, street improvements, rehabilitation and renovation of existing parks and recreation facilities, and upgrades to water treatment and wastewater collection facilities. The CIP Management Team, which includes staff from Engineering, Management and Budget, Field Operations and Finance Departments, reviews all CIP projects for their construction costs and their projected impact on the operating budget. Projects with high operating costs may be deferred to ensure the city can absorb the operating impact once the facility opens. This occurred with the West Branch Library project. It was scheduled for construction in FY 2010 but was deferred to FY 2014 so the City Court project could continue although at a slower pace. For FY 2010, $291.6 million in capital investments is planned (figures are rounded): Table 1: Capital Improvements (All Dollars in Millions) Water & Sewer (Fund 2360+) Transportation Construct. (Fund 2210) Grant Funded Projects (Fund 1840) Flood Control (Fund 2180) Public Safety (Fund 2040) Landfill (Fund 2440) Parks (Fund 2060) Street Construction (Fund 1980) General Fund Pay-As-You-Go (Fund 1000) Sanitation (Fund 2480) Transportation Grants (Fund 1650) Government Facilities (Fund 2080) 33 Return to TOC $109.7 $68.3 $34.7 $28.4 $10.6 $7.5 $6.7 $4.5 $4.3 $3.9 $2.6 $2.2 BUDGET SUMMARY Budget Summary Economic Dev. (Fund 2100) Other CIP Funds Total CIP $2.0 $6.2 $291.6 Refer to the Capital Improvement Plan section for more detailed information regarding the projects included in these categories, as well as the funding sources available for each. Amending the Budget Once the City Council adopts the annual budget, total expenditures cannot exceed the final appropriation of $775 million for FY 2010. 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. Inter-fund transfers are 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 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. 34 Return to TOC BUDGET SUMMARY Budget Summary 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. The entire amount of the ending fund balance, after accounting for operating and capital expenditures and transfers, was appropriated as contingency appropriation that can be used only as directed by Council during the fiscal year. Streets (Fund 1340): The Streets Fund is used to track Highway User Revenue Fund (HURF) monies that the State of Arizona distributes to cities, towns and counties. This revenue source is commonly referred to as the gasoline tax although there are several additional transportationrelated fees that comprise this revenue, including a portion of vehicle license taxes. Overall, much of this revenue source is based on the volume of fuel sold rather than the price of fuel. There is a state constitutional restriction on the use of HURF revenues; they must be used solely for street and highway purposes such as maintenance, repair, reconstruction and roadside development. In Glendale, the Streets Fund supports street cleaning and maintenance, traffic signs and signals, street lighting and other street-related activities. Any remaining fund balance is appropriated as contingency appropriation that can be used only as directed by Council during the fiscal year. National Events (Fund 1010): The National Events Fund was established in FY 2005 to track General Fund cash that was 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. The cash reserves 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 2010 until City Council provides direction on future uses of these funds. Employee Groups (Fund 1190): This fund was created to track activity related to employee groups such as the 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 is supplemented by vending machine revenues generated by employee purchases as well as outside donations and sponsorships. These other revenue sources are projected to bring in another $73,000 to the fund in FY 2010. Court (Fund 1240): The Court Fund’s revenue derives from two primary sources: a security surcharge paid by persons convicted of traffic or misdemeanor offenses in City Court, and time payment fees charged to persons who choose to pay their fines in installments. Security surcharge revenue must be used for security services and facility improvements at the City 35 Return to TOC BUDGET SUMMARY Budget Summary Court. The time payment fee may be used for general court services. These revenues and any associated expenditures are tracked in this fund. 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 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 events held 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. 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. These funds must be used for transportation purposes including transit programs. Glendale transfers 100% of its LTAF funds into the Transportation Sales Tax Fund with collections projected to be $1,040,000 in FY 2010. Transportation Sales Tax (Fund 1660): The Transportation Sales Tax Fund supports transportation services in Glendale. The fund is primarily supported by designated sales tax revenue received from Proposition 402 (0.5%). In 2001 Glendale voters approved a one-half cent adjustment to the city sales tax rate to fund a comprehensive package of transportation projects including expansion of public transit service, intersection improvements to reduce congestion and other street-related services. 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 fund capital project construction on cash basis. Police (Fund 1700) and Fire Special Revenue (Fund 1720): In 1994, Glendale voters passed a citizens’ initiative that increased the local sales tax by 0.1% to add police and fire personnel and related equipment. In September 2007, Glendale voters passed a separate initiative that increased the local sales tax by another 0.4%, bringing the total public safety tax rate to 0.5%, 36 Return to TOC BUDGET SUMMARY Budget Summary effective November 1, 2007. Both taxes specified that two-thirds of the revenue would go to police operations and one-third to fire operations. The original tax (0.1%) included all grocery related food sales but the new tax (0.4%) excludes all grocery related food sales. Both taxes specifically prohibit supplanting existing general fund budgets with the sales tax revenue. The number of authorized positions within the designated sales taxes increased from 42 to 118 for the Police Department, and the Fire Department realized an increase of 29 authorized 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 expenditures. Civic Center (Fund 1740): The Civic Center Fund was created to track revenues and expenses for the downtown facility that contains over 33,000 square feet of meeting and event space. The Civic Center hosted over 60,000 people at 250 events including weddings, trade shows and conventions in FY 2009. A projected transfer from the General Fund of $503,241 will supplement revenues of $450,000 generated from Civic Center activities in FY 2010 to cover operating and capital related expenditures. It is the city’s goal for the Civic Center to be a selfsustaining operation in the future. 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 maintains a year-end fund balance equal to approximately 10% of the current year’s projected revenues. The long-range goal for the airport is to become a selfsustaining operation, at which time the Airport Fund will become an enterprise fund. The airport has already attracted more commercial business traffic with the development of Westgate, the Jobing.com Arena, University of Phoenix Stadium and Camelback Ranch (spring training baseball facility). The Airport Fund is projected to receive a transfer of $41,000 from the General Fund to augment projected revenue collections of $516,197 in FY 2010. 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 158-acre mixed-use project that is planned to include residential, office, retail and hotels. 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 are used to pay the debt service related to infrastructure improvements that the city completed for this development. The designated sales taxes for public safety and transportation that are generated at facilities in the Zanjero development are deposited to the appropriate designated sales tax fund. 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. (The designated sales taxes for public safety and transportation that are generated at the Arena and Westgate City Center are deposited to the appropriate designated sales tax fund.) The Arena Special Revenue Fund also tracks the operating expenditures associated with the arena renewal 37 Return to TOC BUDGET SUMMARY Budget Summary and replacement agreement that helps ensure the arena stays modernized. Revenue collected in the fund includes Phoenix Coyote 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 home to the National Hockey League’s Phoenix Coyotes and also serves as a first-class venue for concerts, trade shows and other events. RICO (Fund 1860): Federal anti-racketeering laws permit law enforcement agencies to seize and sell property and proceeds acquired by individuals as a result of their involvement in certain types of criminal activities such as the sale of illegal drugs. The city’s RICO Fund tracks the revenue generated from such seizures as governed by the Racketeer Influenced and Corrupt Organizations Act. Expenditures backed by this revenue source must be made for purposes that improve public safety or crime prevention programs and cannot be used to supplant existing funding for law enforcement purposes. Community Housing Services (Fund 2500): The Housing Fund supports Glendale’s public housing program that is part of the Community Partnerships Department. The fund is almost entirely financed by federal housing grants but it also receives a yearly transfer from the General Fund to help cover personnel administrative expenses. The scheduled transfer for FY 2010 is $560,851. 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. Facility management operating costs are shared proportionately with the police and fire partners based upon the initial capital contribution. In addition, direct operating costs incurred by the Police and Fire Departments are shared with the partners of those respective disciplines/departments. Glendale Health Center (Fund 2538): This fund was created during FY 2009 in accordance with the intergovernmental agreement approved by City Council on January 27, 2009. The Glendale Health Center is located within the Glendale Regional Public Safety Training Center. The center is staffed by contractual medical professionals and is fully equipped with the testing equipment, exam rooms, x-ray machines, and other medical equipment required to perform public safety personnel physical examinations on a fee-for-service basis. The onsite contractual staff is required to perform medical examinations, bill and collect for all services rendered at the center, and remit negotiated fees for each medical examination performed to the City of Glendale and the Glendale Health Center. 38 Return to TOC BUDGET SUMMARY Budget Summary Revenues and associated operating expenses are tracked in this fund. Although the center will derive a large portion of its business from existing Glendale Regional Public Safety Training Center partners, it is also open to outside organizations that are in need of the more extensive testing requirements associated with public safety personnel physical examinations. FY 2010 projected revenues totaling $105,000 will be offset by operating expenditures of $54,000. Any excess revenues at year end will remain in fund balance and can be used to offset future costs associated with the repair and replacement of medical equipment. Grant Funds: The city created a number of individual funds to track grants received from various federal, state and county sources. Individual funds allow the city to comply with the specific financial and reporting requirements of each grantor agency. Separate funds are used to track revenues received from the federal government and any associated expenditures with the HOME Grant (Fund 1300), Community Development Block Grant (Fund 1320) and Emergency Shelter Grant (Fund 1830). Another fund tracks the Community Action Program (Fund 1820) grant funds received from Maricopa County. A Transportation Grant (Fund 1650) fund is used to track grant activity for projects covered by the Glendale Onboard transportation program. Most other grants are tracked through the Other State and Local Grants Fund (Fund 1840). These grant funds come in on a reimbursement basis, so these funds typically do not carry a fund balance from year to year unless a specified grant award is expended over multiple fiscal years. 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, finance and legal services that General Fund departments provide. If the General Fund departments did not provide these services, the enterprise fund would have to contract with outside vendors to receive the services. All revenues and expenditures associated solely with providing water services to citizens and businesses in Glendale 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, as well as the expenses associated with the customer service division of the Finance Department, which that handles the billing accounts for both water and sewer operations, is recorded in Fund 2360. The Water/Sewer Enterprise Fund balance is expected to decrease from $131.2 million to $62.8 million in FY 2010 because of planned capital expenditures totaling $109.7 million and the debt service requirements associated with revenue bond funded projects. Examples of capital projects include groundwater treatment plant improvements, system security enhancements, expansion of the 91st avenue wastewater treatment plant, as well as planned line replacements and extensions. 39 Return to TOC BUDGET SUMMARY Budget Summary 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 $6.0 million to $3.5 million in FY 2010 as planned expenditures for large capital equipment (i.e., roll-off trucks, front and sideload trucks, loose trash equipment, etc.) totaling $3.9 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 Landfill fund balance at the beginning of FY 2010 is projected to be $25.3 million. It is projected to decrease to approximately $17.1 million by the end of this fiscal year as a result of planned capital expenditures totaling $7.5 million related to replacement of heavy equipment and excavation of the north expansion area. Revolving/Internal Service Funds: 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 purchased for city vehicles. The Telephone Fund covers expenses related to phone lines, circuits, T1 lines, VPN access, long distance, etc. 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. 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. 40 Return to TOC BUDGET SUMMARY Budget Summary To help address soft economic conditions, the General Fund contributions to both funds were reduced to the 50% level for FY 2010. To account for this reduction in funding, the city’s fleet of cars was reduced, a motor pool was created, the useful lives of non-public safety General Fund equipment were extended and computer monitors will not be replaced unless they malfunction. Enterprise Funds contributions remain at the 100% level and replacements continue to be made as scheduled for FY 2010. However, the savings measures identified previously for the General Fund departments will be applied to the Enterprise Funds as well to generate savings were appropriate. Cable Communications (Fund 1160): This fund was previously used to track the revenues and expenditures associated with the rental of city owned cable communications equipment, including a cable van to outside parties. This fund was closed out during FY 2009 and will not have any budgeted activity going forward. Any remaining activities associated with the fund have been combined with the Convention/Media/Parking Facility budget in the General Fund. This fund will be removed from our financial reports and schedules with the adoption of the FY 2011 budget. Library (Fund 1260): This fund is used to track revenues from book sales at our Main, Foothills and Velma Teague branches. Other library fines and fees revenue is included in the General Fund. The FY 2010 projected revenues of $281,800 will be offset by budgeted expenditures for book purchases and some temporary/hourly labor costs made from the fund totaling $247,373. 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. The designated sales taxes for public safety and transportation that are generated at the University of Phoenix stadium are deposited to the appropriate designated sales tax fund. 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 $645,290 from the General Fund each year to support special events. This transfer amount represents a decrease of almost $217,000 or 25% from prior FYs. 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 41 Return to TOC BUDGET SUMMARY Budget Summary 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 the Elsie McCarthy Park in accordance with a generous donation made by a private party and designated for this purpose only. Risk Management (Fund 2540) and Workers’ Compensation (Fund 2560): The Risk Management and Workers’ 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, job classifications, size of operating budget, actual claims history, etc. The funds are used to pay claims against the city and to cover premiums for certain types of outside insurance coverage. 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 not reported claims, as well as a buffer against rising health care costs. 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. 42 Return to TOC BUDGET SUMMARY Budget Summary 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, debt limitations, voter authorization and cash flow projections are reviewed as part of the capital budgeting process, while the annual debt service payments are incorporated into the 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 separately. Fund balances fluctuate according to established debt payment schedules. The city’s debt policies and long-range debt management plans are described in detail in the 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 (G.O.) Bond Debt (Fund 1900): G.O. bonds require voter authorization and are backed by the taxing authority of the city. These bonds finance projects that City Council select. Arizona law limits the amount of G.O. 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 the following types of projects are limited to 20% of the city’s secondary assessed valuation: parks and recreation, open space and trails, flood control, water and sewer, streets and transportation, and public safety. Financing for general government, economic development, libraries and cultural and historic projects is limited to 6% of the secondary assessed valuation. Secondary property tax revenue is recorded directly into this fund and used to pay G.O. 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 and are limited by the ability of the revenue source to support the associated debt service payments. For example, many transportation construction projects are backed by the half-cent city sales tax designated for transportation. This type of bond does not require voter authorization. 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 authorization. Coverage of HURF debt 43 Return to TOC BUDGET SUMMARY Budget Summary service with HURF monies is not planned for FY 2010 given the state’s reduction to the amount distributed to cities in FY 2009, and the uncertainty regarding how the FY 2010 revenue will be distributed. Instead, HURF debt service will be paid by secondary property tax revenue ($2.7 million) and roadway development impact fee revenues ($1 million). Training Facility (Fund 2533): This debt service fund was 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 were used during FY 2009 to help pay the outstanding MPC debt service associated with the facility. This fund will be removed from our financial reports and schedules with the adoption of the FY 2011 budget. 44 Return to TOC BUDGET SUMMARY Revenues REVENUES Total revenues available to the city in FY 2010 from all sources are estimated at $558.5 million, of which $148.2 million or 26.5% 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 2010 from FY 2009. Table 1: Total Revenues by Fund—FY 2009 vs. 2010 (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 Sales Tax 1720-Fire Sales Tax 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 2009 Estimate $151,742 $9,774 $1,109 $3,181 $2,196 $320 $261 $14,100 $1,040 $750 $21,416 $12,646 $6,815 $400 $516 $5,580 $1,125 $146,090 $8,508 $16,495 $6,523 $3,001 $1,069 $19,787 $434,446 $67,503 $501,949 45 Return to TOC FY 2010 Change FY 09 Projection to FY 10 $148,198 ($3,544) $10,494 $720 $1,009 ($100) $2,392 ($789) $2,022 ($174) $474 $153 $282 $20 $14,100 $0 $1,040 $0 $2,205 $1,455 $21,015 ($402) $12,646 $0 $6,315 ($500) $450 $50 $516 $1 $6,714 $1,133 $1,118 ($8) $117,722 ($28,368) $8,128 ($380) $16,323 ($172) $8,936 $2,413 $2,638 ($363) $1,043 ($26) $23,393 $3,606 $409,171 ($25,275) $149,369 $81,866 $558,540 $56,591 BUDGET SUMMARY Revenues General Fund Revenues Total resources available in FY 2010 to support General Fund (excludes Street Fund) services include the estimated beginning fund balance of $26.8 million and revenues of $148.2 million. The city estimated to collect $151.7 million in total general fund revenues in FY 2009. This is a $3.5 million or 2.3% revenue decline. The pullback in consumer and business spending, the restrained construction market, and higher unemployment rate are reflected in the sales tax collections. The city projects its sales tax collections for the current and next fiscal year will not be as robust as in the past several years. The two major sources of revenue for the General Fund continue to be city sales taxes and state-shared revenues (state income tax, state sales tax and motor vehicle in-lieu tax). They have typically comprised about three-fourths of the General Fund ongoing revenues and are expected to make up about 78% of FY 2010 General Fund 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 36% Development Fees 2% Property Tax 3% Miscellaneous 8% Court/Lic./Fees 7% State Shared 41% Franchise Fees 3% 46 Return to TOC BUDGET SUMMARY Revenues City Sales Tax: City sales tax represents 36.4% of the General Fund total revenues and continues to be Glendale’s largest source of locally generated revenue. The majority of sales tax revenues come from retail businesses (approximately 51% of total city sales tax collections). Other major classes of sales tax include transportation, communications and utility; restaurants and bars and rental businesses. The General Fund receives 1.2% of the city’s 2.2% sales tax occurring within the city with designated sales taxes for public safety and transportation accounting for the remaining 1.0% of the 2.2% rate. The average annual growth rate for city sales tax collections was 6.9% between FY 2002 and FY 2008. The city saw a decline of 3.6% ($2.3 million) in FY 2008 and expects FY 2009 to end with a 12.7% ($7.8 million) drop from FY 2008. The FY 2010 projection is almost even with FY 2009 estimate, and reflects a $9.7 million or 15.2% drop since the peak of $63.6 million in FY 2007. State-Shared Revenues: State-shared revenues include state income tax, state sales tax, and motor vehicle in-lieu tax, which are shared with all cities and towns throughout the state. These three sources combined comprise the largest component of General Fund revenue for FY 2010, as was the case for FY 2008 and FY 2009. The formula for distribution of the sales and income tax revenue is based upon the relation of the city’s population to the total state population. Under this distribution method, mature cities reaching build-out will see their portion of state-shared tax revenues decrease as rapidly growing cities receive a greater share of the revenue distribution. The motor vehicle in-lieu distribution is based on the city’s population in relation to the total incorporated population of Maricopa County. The State of Arizona’s Department of Revenue collects and distributes these revenue sources to cities and towns. 47 Return to TOC BUDGET SUMMARY Revenues The most significant component of state- shared revenue is income tax. This source is primarily driven by personal income growth. Income tax revenue distribution to the cities lags by two years. This means the state income tax receipts for FY 2010 will reflect the income tax the state collected in FY 2008. Glendale’s share of state income tax revenue is expected to decrease $5 million in FY 2010 for two reasons: implementation of the second half of a 10% income tax rate reduction (approved by the state legislature in the 2006 session) and the current economic downturn that started in FY 2008. The city expects another decline in state income tax revenue in FY 2011 because the distribution to cities in FY 2011 will reflect the state’s collections in FY2009. Through the first six months of FY 2009, individual income tax revenues are down 11.6% and corporate income tax revenues are down 32.2%. State sales tax collections are expected to hold steady at $20.5 million from FY 2009 to FY2010 in line with the expectation for city sales tax. Motor vehicles in lieu collections are expected to be flat at $9.7 million for FY 2009 and FY 2010. This revenue is based on fees collected for the licensing of vehicles with the value of the vehicle used as the basis for the license cost. The average annual growth rate for state shared revenue collections was 6% between FY 2002 and FY 2008. However, the city expects a 7.5% decline in FY 2010 because of the income tax revenue reduction as explained above. Primary Property Tax: Arizona’s property tax system consists of two tiers. The primary property tax levy has statemandated maximum limits, but it can be used by a city for any purpose. The primary property tax revenue is included in the General Fund’s operating budget. The secondary property tax levy is not limited, but it can be used only to retire the principal and interest on a municipality’s bonds. The secondary property tax revenue funds the city’s capital improvement plan. While the General Fund operating budget includes only the primary property tax revenue, Glendale’s primary property tax rate takes into account how the secondary assessed valuation (AV) has been and will continue to be impacted by the plummeting value of residential and commercial property. For FY 2010, the city lowered its primary property tax rate from $0.2432 to $0.2252 and shifted the difference to the secondary property tax rate. The city expects to generate about $4.2 million from this new rate. 48 Return to TOC BUDGET SUMMARY Revenues Development Fees: Developmentrelated fees include building permits, right-of-way permits, plan check fees, planning and zoning fees and engineering and traffic engineering plan check fees. These revenue sources primarily reflect activity in the construction sector. In FY 2008 the city collected $6.1 million in development fee revenues based on healthy commercial construction activities. Construction work slowed significantly in FY 2009 with collections expected to come in at $2.9 million. The city expects the construction market to remain unchanged for FY 2010 and therefore expects to collect $2.8 million, a 53.7% decline from FY 2008. Franchise Fees: Franchise fees are paid to the city by the electric, gas and cable companies operating within the city. These fees increase in response to rate increases by the various utilities and, to a lesser extent population growth. In all cases, the fees due to the city are based on gross receipts for the franchised organization. Revenues peaked at $4.5 million in FY 2008 and declined only slightly in FY 2009. Anticipated revenues from this source are expected to remain steady at $4.4 million for FY 2010. License and Fee Revenues: This revenue category includes business and professional licenses, sales tax licenses, liquor licenses, special regulatory licenses, recreation fees, fire department fees, library fines and fees, cemetery fees, arena fees and rental/lease income. As a group these sources are expected to generate $6.4 million in FY 2010. These revenues have remained relatively flat since FY 2008. 49 Return to TOC 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 2010. Other Revenues: This revenue category includes interest, staff and administrative chargebacks, capital lease proceeds, sale of assets and miscellaneous revenues. The projection calls for FY 2010 revenues of approximately $11.4 million as compared to $15.6 million of actual collection in FY2008. The significant decrease was the result of lower interest earnings on a smaller investment portfolio and the fact that miscellaneous revenue and lease proceeds were higher in FY 2008 due to some non-recurring revenue. 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 effective November 1, 2007. As a result, the rate was adjusted from one-tenth of one cent to one-half of one cent. The original one-tenth rate includes food for home consumption while the additional four-tenths rate excludes food for home consumption. Two-thirds of the revenue is allocated to police and one-third to fire. This revenue source is subject to the same economic fluctuations as the general sales tax. The city estimated to collect $18.9 million in sales tax revenue in FY 2009, which $12.6 million is for Police and $6.3 million is for Fire. The city projected no sales tax revenue growth for FY 2010. Fire will collect $500,000 from lease revenue in FY 2009. 50 Return to TOC BUDGET SUMMARY Revenues Streets Fund Revenues Streets Fund revenues come from the state’s Highway User Revenue Fund (HURF). This revenue source is commonly referred to as the gasoline tax although there are several additional transportation-related fees that comprise this revenue, including a portion of vehicle license taxes. Overall, much of this revenue source is based on the volume of fuel sold rather than the price of fuel. The state distributes the revenue based on a complex distribution formula that spreads a portion of the money across the state solely on the basis of population while the remaining money flows to those areas with the highest gasoline and other fuel sales. This revenue must be accounted for separately and used only for eligible street and highway purposes. HURF collections are affected by the general health of the economy, as well as the vigor of specific industries such as tourism and trucking. Formula modifications made from time to time by the state legislature have affected Glendale’s share of HURF dollars. In fact, the Arizona Legislature reduced the amount of funds allocated to cities for FY 2009. At the time of this writing, it is not known whether this will be repeated for the FY 2010 distribution. HURF revenue is expected to hold steady at $14.1 million from FY 2009 to FY 2010. This amount is $2.5 million or 15.3% below the actual collections in FY 2008. Airport Fund Revenues Airport revenues consist of user fees (90.0%), lease proceeds (2.0%) and a transfer from the General Fund (8.0%). 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 lease rate for the last few years. Glendale is now aggressively pursuing additional airport facility users with an ultimate goal of airport self-sufficiency. Construction of the Jobing.com Arena and 51 Return to TOC BUDGET SUMMARY Revenues University of Phoenix Stadium, in conjunction with planned improvements to attract corporate jet customers, has and should continue to provide additional business opportunities for the airport. Revenues for FY 2010 are projected to be $516,197 Transportation Funding The primary source of transportation revenue for operations is sales tax revenue received from the transportation sales tax (0.5%) that voters approved in 2001. This dedicated sales tax funds the Glendale Onboard (GO) Transportation Program, and is expected to generate an estimated $20.0 million in FY 2009 as well in FY 2010. These funds are used for various transit-related projects and expanding public transit services. Other sources of revenue within the Transportation Sales Tax Fund include $131,500 in transit revenues, $580,000 in grant revenues and $299,002 in interest earnings. In total, transportation sales tax fund revenues are projected to be $21 million in FY 2010, about $400,000 less than the FY2009 estimated revenue. This fund is supplemented with $900,000 from the General Fund to help sustain the delivery of transportation services Other revenue sources for transportation activities include the city’s allocation from the Local Transportation Assistance Fund. This revenue source comes from state lottery revenues and is distributed annually by the state based on population. This specific revenue sources is projected to total $1.0 million in FY 2010. . All of these transportation funding sources as well as the GO program are guided with the help of the Citizen’s Transportation Oversight Commission. T r a n s p o r ta tio n F u n d in g S o u r c e s G ra nt Funds 4% G e ne ra l Fund 4% M is c . 7% L o tte r y 4% T r a n s p o r t. Ta x 81% 52 Return to TOC BUDGET SUMMARY Revenues Water/Sewer Fund Revenues In FY 2010, water sales and sewer fees will make up $72.6 million of total revenues for this fund. Bond proceeds will yield an additional $40.5 million and development impact fees (DIF) $3.3 million. Other revenue sources totaling about $1.3 million include interest earnings and miscellaneous fees and charges. Water & Sewer Revenues Bond Proceeds 34% Sewer Revenue 25% Other Revenue 1% Dev. Fees 3% Water Revenue 37% Overall revenues for the Water/Sewer Fund amount to $117.7 million in FY 2010. Effective October 2009, water and sewer fee adjustments will result in an 11.0% increase in revenues. Based on the city’s block rate structure, those using less water will experience a smaller overall rate increase. The cumulative impact on the average median single-family customer will be an increase of $7.06, or just under a 12% increase, from $59.67 to $66.73 per month. These increases are necessary to ensure the funding of costs related to providing high quality services and capital projects. Landfill Fund Revenues Glendale’s internal divisions are charged an internal rate for use of the city landfill, and will generate $2.4 million of landfill revenues. Outside users are expected to account for $3.4 million of FY 2010 landfill revenues. The recycling program is projected to bring in $1.3 million. In FY 2008, the city generated $3.0 million in recycling material sales. This is approximately 53 Return to TOC BUDGET SUMMARY Revenues $1.7 million or 129% higher than the projection for FY2010. The decline is mostly related to the lower market price for recycling materials. Additional miscellaneous revenue comes from interest, development fees, chargebacks and other fees, and accounts for $984,178. Total projected revenues for FY 2010 are $8.1 million, which is slightly lower than $8.5 million estimated collections for FY2009. Internal Division Tipping Fees: The current tipping fee of $15.79 per ton which is charged to Glendale residents and city departments will stay the same for FY2010. This internal tipping fee will generate $2.4 million in revenue for the Landfill Fund in FY 2010. External User Tipping Fees: The tipping fees paid by private haulers, outside the city residents and other cities using the Glendale Landfill will increase from $30.25 per ton to $32.25 per ton in FY2010. This tipping fee will generate $3.4 million in revenue for the Landfill Fund in FY 2010. The city collected $3.6 million in FY2008 and expected to collect $3.5 million in FY2009. The rate increase in FY2010 will be offset by slightly lower tonnage which explains the zero growth projected for FY2010. Sanitation Fund Revenues The city annually reviews the five-year financial plans for the Sanitation and Landfill Enterprise Funds. These plans consider operating and capital costs, equipment replacement, rate structures and service demands. Budget decisions are largely based on these long-range plans. Since landfill fees represent a significant part of the expenses incurred by the sanitation enterprise operation, landfill rates in turn have a major impact on sanitation rates. Sanitation Revenues Residential 63% Commercial 27% Misc. 10% 54 Return to TOC BUDGET SUMMARY Revenues Glendale’s residential sanitation rate for FY 2009 is $16.30 and includes weekly trash and recycling collection as well as monthly loose trash collection. The rate last changed in January 2005. Due to a healthy fund balance maintained by the fund and significantly lower equipment repair and replacement costs, the sanitation rate for FY2010 will remain at $16.30. 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 2010 revenues of $16.3 million come primarily from two sources: residential collection fees, projected at $10.3 million, and commercial collection fees, projected at $4.4 million. Commercial fees charged to business and apartment accounts will amount to approximately 27.1% of revenues in FY 2010. It is important to note that the sanitation division has dedicated a position secure new business accounts and retain current customers. (Per Month) 55 Return to TOC BUDGET SUMMARY Expenditures EXPENDITURES The FY 2010 Operating Budget The FY 2010 Operating Budget totals $341.3 million, which is a decrease of $35.6 million or 9.4% from the FY 2009 budget of $376.9 million. The operating budget continues to focus on the Mayor and Council strategic goals and will carry on the process of transforming the vision of one community into reality. The budget also reflects the constrained and challenging economic conditions that the nation currently faces. Several expenditure management measures and budget reductions have been implemented over the last several months. These measures were implemented while keeping our focus on providing key services that sustain Council’s strategic goals while we manage the current economic downturn. The budget strategy proposed for steering the city through the rest of this economic downturn is based on a phased approach intended to balance the budget and think beyond the current recession in order to position the city for future success. This strategy’s focus is to • • • • avoid layoffs, maintain essential services based on sound business decisions that reflect customer demand and efficient processes, minimize impacts to the public and communicate effectively with employees and the public regarding the city’s response to the current economic challenges. A municipality is a service organization, and knowledgeable, skilled employees are the most important component of providing quality services to our residents and businesses. The phased budget strategy is designed to attain a fiscally responsible budget while not severely diminishing the valuable services we provide to the community. Operating Budget Changes The starting point for the FY 2010 operating base budget is the current fiscal year’s ongoing base budget. This base budget includes a 4.5% (or $1.1M) that was implemented in FY 2008 and a 6% (or $1.5M) ongoing reduction in the non-salary accounts for all General Fund departments that was implemented during FY 2009. This first round of reductions excluded public safety departments. The FY 2010 operating base budget also reflects an additional 15% (or $3.4M) ongoing reduction to GF non-salary accounts. While these cuts were not made to the Police and Fire Department budgets in FY 2009, their spending was reduced to match decreases in designated sales tax revenues. For FY 2010, the public safety departments will implement nonsalary reductions averaging 5.4% (or $548,910). 56 Return to TOC BUDGET SUMMARY Expenditures The FY 2009 budget includes some one-time appropriations, including carryover. These appropriations were removed in establishing the FY 2010 base budgets. One-time funding was not abundant for the FY 2010 budget so departments were asked to re-prioritize, innovate and make business practice changes to address FY 2009 one-time funded expenditures into their FY 2010 base budgets. About $3.2 million in one-time funds was allocated as follows: • • • $1.1 million to address rate increases for electricity, water, sewer, and natural gas, $1.2 million to address economic development commitments, and $903,000 to urgent building repair issues and repayment to the state’s Aviation Fund for a project at the Glendale City Airport. After accounting for these changes in the base operating and transfer budgets (transfer budgets are discussed in detail later on in this section), a $14.4M shortfall between ongoing revenues and expenses existed for the GF. The FY 2010 operating budget incorporates a budget strategy to address this shortfall with a mix of one-time and ongoing measures that are discussed below. Budget Balancing Strategy Elements The recommended strategy for addressing the $14.4M General Fund shortfall between ongoing revenues and expenditures includes several one-time expenditure management steps as follows: • • • • • • • Continuing the current hiring freeze - $2.4M Leaving the retirement vacancy positions unfilled - $2.2M Mutual consideration of adjustments to public safety labor union contracts - $2.3M Furloughing employees for 13 business days - $3.5M Restructuring leases - $1M Advertising revenue opportunity in Westgate City Center area - $1M One-time transfer from the Arts Fund - $2M. The one-time transfer from the Arts Fund leaves funds for public art projects that might be needed in the near-term future. No current projects will be affected by this one-time transfer. 57 Return to TOC BUDGET SUMMARY Expenditures Table 2 includes a tabular comparison of the largest General & Streets Fund departmental operating base budgets over the last two fiscal years. It also calculates the percentage change for the department from the FY 2009 operating base budget. Table 2: Selected FY 2010 General Fund Operating Base Budgets* (All Dollars in Thousands) Department FY 2009 FY 2010 Base Budget % Change Police Department $54,506 $50,881 -6.6% Fire Department $27,197 $25,985 -4.5% Field Operations $15,429 $12,126 -21.4% Parks & Recreation $12,637 $10,453 -17.3% Library & Arts $8,713 $7,268 -16.6% Transportation $5,683 $4,326 -23.9% City Court $4,626 $3,987 -13.8% Finance $3,953 $3,418 -13.5% Info. Technology $3,885 $3,376 -13.1% Engineering $4,157 $3,333 -19.8% Building Safety $4,345 $3,087 -28.9% Human Resources $3,202 $2,786 -13.0% Marketing and Comm. $3,131 $2,687 -14.2% City Attorney $3,462 $2,444 -29.4% Lease Pmts/OtherFees $3,065 $1,861 -39.3% Non-Departmental $1,109 $1,832 65.2% Code Compliance $1,644 $1,576 -4.1% Conv./Media/Parking $2,080 $1,543 -25.8% Planning $1,806 $1,524 -15.6% Rebates & Incentives $4,859 $1,473 -69.7% $12,178 $9,143 -24.9% $181,665 $155,109 -14.6% All Other Total Operating Budget * Includes General (Fund 1000) and Streets (Fund 1340) The increase in the year over year Non-Departmental budget is the result of one-time funding allocated for utilities costs. The Management and Budget Department will allocate the funds to the appropriate departments based on actual usage of electricity, water, sewer and natural gas. 58 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 2010 operating budget. The “other” category includes approximately 22 remaining internal service, grant and/or special revenue funds. Table 3: Operating Budget Summaries FY 2009 & FY 2010 (All Dollars in Thousands) Fund General-1000/1340 2009 Budget 2010 Budget 2010 vs. 2009 Budget $181,665 $155,109 -14.6% Water/Sewer-2360/2400/2420 $50,500 $48,163 -4.6% Benefits Trust Fund-2580 $24,481 $24,481 0.0% Sanitation-2480 $14,823 $14,462 -2.4% $9,059 $12,651 39.7% Transportation Sales Tax-1660 $13,067 $12,639 -3.3% Police Special Revenue-1700 $16,370 $11,985 -26.8% General Services-1040 $9,774 $10,494 7.4% Pub Housing Budget Activities-2500 $8,761 $8,365 -4.5% Landfill-2440 $7,346 $6,883 -6.3% Fire Special Revenue-1720 $8,632 $5,692 -34.1% PC Replacement-1140 $3,765 $3,508 -6.8% Vehicle Replacement-1120 $3,030 $3,030 0.0% Stadium Event Operations-1281 $3,017 $3,022 0.2% Risk Management Self Insurance-2540 $2,760 $2,760 0.0% C.D.B.G.-1320 $3,093 $2,124 -31.3% Training Facility Revenue Fund-2530 Stadium City Sales Tax - AZSTA- $1,931 $1,767 -8.5% $1,700 $1,700 0.0% Home Grant-1300 $1,418 $1,586 11.8% Workers Comp. Self Insurance-2560 $1,407 $1,407 0.0% RICO Funds-1860 $1,299 $1,324 1.9% Other $8,972 $8,116 -9.5% $376,870 $341,269 -9.4% Grants-1840 Total Operating Budget 59 Return to TOC BUDGET SUMMARY Expenditures Percentage of Operating Budget by Group for All Funds Fac & Fin Mgmt 2.6% Public Safety 31.6% Public Works 33.1% Non‐Dept & Grants 2.0% Comm. Dev. 2.1% Appointed & Elected Officials 2.7% Internal Svcs. 0.7% Admin. Svcs. 14.8% Comm. Svcs. 10.5% The largest operating group, regardless of funding source, is Public Works, which accounts for $112.8 million or 33.1% 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 $107.8 million, which makes up 31.6% 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. 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. 60 Return to TOC BUDGET SUMMARY Expenditures The Administrative Services Group accounts for $50.6 million or 14.8% 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 10.5% of the total operating budget, or $35.9 million. 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 2.7% or $9.1 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 Facilities and Financial Management Group represents 2.6% or $8.8 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. 61 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 Community Development Group represents 2.1% or $7.1 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 0.7% or $2.4 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 the following: • • 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 2.0% or $6.8 million of the operating budget. 62 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 2005-06 2006-07 2007-08 2008-09 2009-10 1,300.26 1,388.76 1,411.76 1,403.76 1,389.76 200.25 220.25 241.25 242.25 242.25 Police Sales Tax-1700 33.00 33.00 42.00 118.00 118.00 Highway User Gas Tax-1340 96.00 97.00 97.00 98.00 90.00 Sanitation-2480 69.00 70.00 75.00 78.00 80.00 Transportation Sales Tax-1660 43.25 49.25 50.25 50.25 50.25 Fire Sales Tax-1720 18.00 18.00 21.00 50.00 50.00 General Services-1040 39.00 42.00 42.00 42.00 41.00 Landfill-2440 39.00 42.00 43.00 41.00 41.00 Pub Housing Budget Activities-2500 25.00 25.00 25.00 25.00 25.00 4.00 12.00 12.00 12.00 General-1000 Water and Sewer-2360/2400/2420 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 7.00 7.00 7.00 7.00 CAP Grant-1820 7.00 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 5.00 5.00 5.00 5.00 5.00 Grants-1840 3.00 3.00 4.00 4.00 3.00 Stadium Event Operations-1281 2.00 2.00 Arena Event Operations-1282 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 Telephone Services-1100 1.00 1.00 PC Replacement-1140 All Other Total 17.50 5.50 1.50 1.50 1.50 1,916.01 2,031.51 2,100.51 2,204.51 2,182.51 63 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. Therefore, staff increases are typically closely tied to population growth. However, severe economic downturns can impact staffing levels. The FY 2010 budget shows a COG Authorized Staffing Per 1,000 Population 10-Year Fiscal History decrease in total authorized staffing by 22 full-time 9 equivalents (FTEs). The majority of the staffing decreases relate to 8 one-time funded FTEs from FY 7 2009 that will not be funded in FY 2010. These included twelve 6 one-time Building Safety positions, as well as three grant 5 funded positions in the Court and 4 Parks & Recreation. A Field '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 Operations re-organization, including the elimination of one street maintenance crew, resulted in the remaining seven position reductions. 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 2,182.51 FTE positions will serve an estimated population of 250,969 by July 2009. This results in a staffing ratio of 8.7 employees per 1,000 residents in FY 2010. As the accompanying graph indicates, Glendale continues to maintain 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. Employees Per 1,000 Population FY 2009 - Valley Cities 11.7 12.0 10.7 8.6 9.0 6.7 8.7 11.0 8.9 7.0 64 Return to TOC Scottsdale Phoenix Tempe Mesa FY10-COG Peoria Chandler Avondale Please note that the ratio for all 6.0 employee-per-each-1,000 residents is from FY 2009 except 3.0 for the City of Glendale, which represents the FY 2010 ratio. In addition, the city will be maintaining a hiring freeze of recently vacated positions, as well as keeping the majority of the retirement incentive positions vacant. However, these positions are still authorized positions and are thus included in the staffing per 1,000 ratios above. BUDGET SUMMARY Expenditures General Fund Expenditures Included in the General Fund total is the Streets Fund. The total operating budget for FY 2010 is $155.1 million. Public Safety, at 50.1% or $77.7 million, is the largest component of the General Fund budget, followed by Community Services at approximately 13.4% or $20.8 million and Public Works at 12.9% or $20 million. These three groups comprise 76.4% or $118.5 million of the total 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 Comm Dev. 3.1% Public Works 12.9% Fac & Fin Mgmt 4.4% Appointed Officials 5.5% Comm. Services 13.4% Public Safety 50.1% Admin. Services 8.1% Internal Svcs. Non-Dept 1.3% 1.2% 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 remaining 23.6% of $36.6 million is budgeted within the Administrative Services, Elected & Appointed Officials, Facilities & Financial Management, Community Development, Internal Services and Non-Departmental Groups. The following table compares the FY 2010 General Fund operating budgets by group to FY 2009 and includes ongoing and one-time items for both fiscal years. 65 Return to TOC BUDGET SUMMARY Expenditures Table 5: General Fund Budget By Group Comparison (All Dollars in Thousands) Group Public Safety Community Services Public Works Administrative Svcs Appointed Officials Fac & Fin Mgmt Community Dev. Internal Services Non-Departmental Total FY 2009 Budget $82,735 $25,736 $25,482 $15,411 $10,398 $11,671 $6,375 $2,747 $1,109 $181,664 FY 2010 Budget $77,670 $20,806 $19,988 $12,604 $8,591 $6,765 $4,824 $2,030 $1,831 $155,109 FY 2010 % of Total 50.1% 13.4% 12.9% 8.1% 5.5% 4.4% 3.1% 1.3% 1.2% 100.0% General Fund Transfers to Other Funds The General Fund supports a number of other funds within the city. A net transfer amount of $15.7 million is projected to be transferred to other funds in FY 2010. The largest of these transfers is $11.7 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 Glendale Regional Public Safety Training Center. The $11.7 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. A total transfer of $3.1 million is projected for the Stadium, Youth Sports Complex and Arena Operations funds, another $900,000 will go to the Transportation Fund and a transfer of $645,290 will be made to the Marketing Special Events Fund. Other transfers will go to the Civic Center, Airport, Housing, Employee Group and various other 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, as well as the equipment and services needed to support those positions. A total of $12 million will be appropriated from the Police Special Revenue Fund to provide police services, and $5.7 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. 66 Return to TOC BUDGET SUMMARY Expenditures Transportation Fund Expenditures Transportation Fund Budget Operating The Transportation funds include 14% operating, capital and debt service Cont. expenses related to providing a 4% range of transportation services in accordance with the ballot initiative that Glendale voters approved in a Debt Svc 2001 election. Although the Capital 8% majority of expenditures totaling 74% $68.3 million are budgeted for capital outlays, the total operating budget of $12.7 million is used for Fixed Route services (public transportation) at $5.7 million and Dial-A-Ride at $2.4 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 and has a total budget of $2.3 million. The remaining $2.2 million, or 18% of the operating budget, is used for traffic engineering, safety education, traffic mitigation, red light enforcement and management oversight. Debt service payments totaling $7.3 million are budgeted for FY 2010 and a contingency appropriation of $3.7 million is supported by fund balance and will be used at the discretion of Council for any emergencies or if the opportunity arises for the acceleration of capital projects. Airport Fund Expenditures The Airport Fund operating budget is $552,968, which is funded by airport revenues of $516,197 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 spring training and the soon to be completed USA Basketball Headquarters 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 67 Return to TOC BUDGET SUMMARY Expenditures groundwater. Although water from these sources is becoming more expensive to obtain and treat, Glendale water rates are reasonable when compared to both local and national standards. The operating budget for this fund is $48.2 million for FY 2010. Almost Water/Sewer Fund Budget half of this budget, or $19.8 million, is used to support the Oasis Water Campus; the Cholla and Pyramid Peak Water Treatment Plants; the Operations Capital 25% West Area and Arrowhead 57% Wastewater Treatment Plants; and the regional sewer treatment facility that the City of Phoenix operates Cont. 5% through the Sub-Regional Operating Debt Group (SROG). In addition, water Service distribution, wastewater collection, 13% customer service and utilities administration costs make up another $19.9 million. The remaining $8.5 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 2010 which account for the $109.7 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 2010 is $14.5 million, which represents a 2% decrease from the $14.8 million in FY 2009. Residential curb service includes trash, recycling and loose trash collection and accounts for $9.8 million or 67% of the operating budget. The commercial frontload and roll-off divisions account for another $4.7 million. The FY 2010 capital budget includes $3.9 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 2010 is $6.9 million, a decrease of about 5.5% when compared to $7.3 million in FY 2009. Landfill operations total $3.1 million, the materials recycling facility $2.1 million and other recycling $959,015, all of which accounts for 89.3% of the operating 68 Return to TOC BUDGET SUMMARY Expenditures budget. The remaining amount, or $733,245, is used for solid waste administration and landfill gas management. The FY 2010 capital budget is made up of almost entirely carryover appropriation for landfill soil excavation of the north area which will open once the south area closes, an entrance signal on Glendale Avenue, bull dozer and loader replacements, material recycling process improvements, storm water drainage and liner installation projects. These carryover projects make up 99% of the total capital budget of $7.5 million. The Landfill Fund also has a $2.0 million contingency appropriation and will be used at City Council discretion for any unplanned emergencies. FY 2010 will be the ninth 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. 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 2010. The operating budget is unchanged from FY 2009 and reflects the multiyear healthcare premium agreements in place today, a stabilization of medical and dental claims payment history, a slight decrease in the number of authorized FTE’s year over year, as well as a significant number of frozen and/or retirement positions that will be kept vacant during FY 2010. The beginning fund balance is projected to be approximately $5.0 million and the fund is conservatively projected to end the year with $3.9 million. This $1.1 million reduction in fund balance is a direct result of management’s decision to keep the operating budget flat year over year instead of reducing it to account for a decreasing workforce and the frozen/retirement vacancies. This conservative approach followed with the operating budget will allow the fund to cover any unfavorable fluctuations in medical and dental claims history throughout FY 2010. If these claims do not materialize during FY 2010, then any unused portion of the operating budget will remain in the fund balance at year end. 69 Return to TOC BUDGET SUMMARY Expenditures Capital Improvement Plan Expenditures Percentage of Capital Improvement Plan Projects by Type Trans./ Streets 26% Economic Development 1% Flood Control 10% Other 19% Parks/Open Spaces 2% Public Safety 4% Water/Sewer 38% The total capital improvement budget for FY 2010 is $291.6 million, and 77.8% of this amount relates to transportation, public safety, flood control, water and sewer projects. The $291.6 million includes carryover appropriation from FY 2009 of $180.2 million to complete existing projects and $111.4 million for new projects. This is a decrease of $100.3 million, or 25.6%, compared to the FY 2009 capital improvement budget of $391.9 million. The reduction was primarily driven by a year over year reduction in funding available for new capital projects which accounted for $130.5 million ($111.4 million in FY 2010 versus $241.9 million in FY 2009). However, this reduction in new capital project funding was offset by a slight increase in the capital carryover amount by $30.2 million year over year. For more details, please refer to the Capital Improvement Plan section of this document. 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 70 Return to TOC BUDGET SUMMARY Expenditures 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 28% G.O. Bonds with DIF 2% MPC Bonds 25% Transportation Revenue Bonds 9% Water & Sewer Revenue Bonds 31% HURF Bonds 5% The total debt service budget for FY 2010 is $80.6 million, compared to $79.3 million in FY 2009. This represents a slight increase of 1.6% or $1.3 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. 71 Return to TOC BUDGET SUMMARY Conclusion CONCLUSION This Budget Summary is intended to provide a general overview of the FY 2010 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 72 Return to TOC Financial Guidelines 2009-2010 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 might 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 73 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast actual versus forecast results will be very different if, when you try to start your car in the morning, you discover the battery is dead. Forecasting our individual, daily routines is relatively simple. However, forecasting becomes increasingly difficult as goals and objectives become more varied and complex, and less reliable as the forecast period lengthens. The number of and potential for unpredictable events and uncontrollable variables also becomes much greater. For example, it is harder to forecast for a vacation next year than to forecast your daily trip to work. It is harder still to plan for that vacation in a way that will not have a negative effect on other, longer-range objectives, such as saving enough money to purchase a home in five years. Most cities go through this type of forecasting process on a much grander scale, using more sophisticated tools to evaluate their current status in relation to their short and long-range goals and objectives. They also make predictions about how future events and circumstances will or may affect their financial stability. THE CITY’S FORECAST The Five-Year Forecast 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 74 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast changing internal and external conditions on the city’s enterprise fund balances over a five-year period. The GF financial projection in the upcoming five-year period is based on a number of meaningful economic and demographic factors, as well as a series of assumptions about expected operational needs. The local economic outlook is largely based on expert forecasts from economists at the Economic & Business Research Program at the University of Arizona, JP Morgan Chase 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. 75 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast Legal or Mandated Requirements Some revenue and expense categories are defined by specific legal requirements or restrictions. For example, state statutes place restrictions on the primary property tax levy—the total amount collected—and therefore affects the primary property tax rate charged on property in Glendale. Department Staff Estimates Management and budget staff asks departments to identify future staffing needs to accommodate population growth and related equipment costs that will affect the operating budget over the next five years. A strong emphasis is placed on the operating impacts associated with new capital projects scheduled to come on line over the forecast period. The experience and expertise of department managers also are crucial for accurately projecting expected revenues from sources such as inspection fees, building permits and court fees. Statistical Analysis Linear regression and other statistical methods are used to refine prediction results. For example, regression analysis showed that historical data on Arizona per capita disposable income is a reliable indicator for projecting city sales tax revenues. 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 recommends 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. 76 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 $219.60 in 2008, an increase of over 112%. 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. CPI - Urban Users (Western Region) Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 Index 103.6 108.0 110.5 114.3 119.0 124.6 131.5 137.3 142.0 146.2 149.6 % Increase Base Year 4.25% 2.31% 3.44% 4.11% 4.71% 5.54% 4.41% 3.42% 2.96% 2.33% Year 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Index 153.5 157.6 161.4 164.4 168.9 174.8 181.2 184.7 188.6 193.0 198.9 % Increase 2.61% 2.67% 2.41% 1.86% 2.74% 3.49% 3.66% 1.93% 2.11% 2.33% 3.06% 77 Return to TOC Year 2006 2007 2008 Jan '09 Feb '09 Mar '09 Index 205.7 212.2 219.6 215.9 217.1 217.4 1984 - 2008 Total 1984 - 2008 Avg 2003 - 2008 Total 2003 - 2008 Avg % Increase 3.42% 3.17% 3.49% -1.70% 0.54% 0.12% 112.01% 3.18% 16.46% 2.93% FINANCIAL GUIDELINES Five-Year Forecast The average annual inflation rate has been averaging about 3.18% since 1984. From 2003 to 2008, the average inflation rate has been lower, averaging 2.93%. However, the last two years have averaged 3.33%. During the first three months of 2009, the inflation factors decreased to 215.9 then rose to 217.1 and 217.4. These numbers correlate to a 0.34% average monthly decrease in the first quarter of 2009 from where we ended the year in 2008. 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. City of Glendale Population at Start of Fiscal Year Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 a b c Population 117,348 122,392 127,486 132,581 137,675 142,769 148,134 151,558 155,916 161,688 168,874 182,615 186,500 191,612 196,820 % Increase 4.49% 4.30% 4.16% 4.00% 3.84% 3.70% 3.76% 2.31% 2.88% 3.70% 4.44% 8.14% 2.13% 2.74% 2.72% d e * * * * * * Year 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Population 208,095 218,812 224,703 227,763 231,288 233,281 242,369 243,723 246,382 248,731 250,969 253,228 255,507 257,806 260,127 262,468 Notes: a 1985 Special Census d 2000 Census b 1990 Census e 2005 Special Census (September 1) c 1995 Special Census - includes Luke AFB * Projected Population Figures All population counts and estimates from 1995 forward include Luke AFB 78 Return to TOC % Increase 5.73% 5.15% 2.69% 1.36% 1.55% 0.86% 3.90% 0.56% 1.09% 0.95% 0.90% 0.90% 0.90% 0.90% 0.90% 0.90% FINANCIAL GUIDELINES Five-Year Forecast EMPLOYEE SALARY ADJUSTMENTS The forecasting models are normally 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 2010, no pay increases are included in the forecast. In addition, a five percent reduction in base salary has been included in the forecast through the use of 104 hours of mandatory furlough (equivalent of 13 eight-hour work days) as recommended by management and approved by Council. 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 2009, an addendum to the two-year Memorandum of Understanding with the police and fire represented groups was reached that identified reductions in step plan compensation. The Fire Department agreed to eliminate deferred compensation and uniform allowance and the Police Department will forego their scheduled step increase and furlough 6.5 holidays in FY 2010. These measures were made in good faith by the respective departments in working together with the city manager and were a key component in the FY 2010 balanced budget. 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” or “exceeds expectations” on their respective annual performance evaluations. As mentioned previously, these increases are not included in the FY 2010 budget nor are they included in the Five-Year Forecast. However, in normal years employees that fall into these categories would receive a merit increase based upon 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. 79 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 is using this funding to implement their needs assessments as additional funds from the tax become available. 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 and 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 $3M of ongoing funding that will be needed in years FY 2012 through FY 2014. The remaining components of the Five-Year Forecast are discussed in the following sections. VEHICLE/TECHNOLOGY 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. 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), and at the 100% in FY 2008 (75% ongoing and 25% one-time). However, for FY 2009, the funding level was once again lowered to 75% (50% ongoing and 25% one-time) and the FY 2010 GF contributions will remain at the 50% ongoing level. This reduction in the GF contribution level was needed to fund other critical items identified in the 80 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast city manager’s recommended balanced budget such as electric rate increases. Other measures that have been implemented regarding the replacement funds include the following: • Non-public safety technology, vehicles and equipment will have their useful lives extended where appropriate until the 100% GF contribution level can be built back into the budget. • A city-wide motor pool was developed that required departments with vehicles that had low mileage or utilization to be returned for city-wide use on a first come, first serve, sign-in and sign-out basis. • The technology replacement fund will only replace the computer monitors when they break or malfunction as monitors will no longer be replaced automatically with the scheduled replacement of the computer central processing unit. DEBT SERVICE OBLIGATIONS The forecast 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 at the back of this 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 existing debt service agreements at the time the annual budget document was produced. GENERAL FUND REVENUE FORECAST The local and national economy has changed significantly over the past year. Twelve months ago (spring 2008) we knew the housing market was in flux as a new equilibrium point between buyers and sellers was being established. Credit also had tightened for consumers and, to some extent, the business community. Business investment had slowed but not stopped. While these conditions were present a year ago, they were not pervasive and had not significantly impacted Glendale’s sales tax collections. These national conditions deteriorated rapidly during the summer and fall of 2008. The credit market froze for consumers and businesses resulting in a precipitous decline in business investment and consumer spending. Then the ranks of the unemployed began to grow and have continued to swell over the winter and spring of 2009. 81 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast For the local economy, the impact of the current recession is reflected in Glendale’s sales tax collections. Through March 2009, city and state sales tax collections, which comprise nearly onehalf of the current fiscal year’s General Fund (GF) revenue budget, receded to levels last experienced in FY 2005. All of this means that revenue growth in FY 2010 (over FY09 expectations) is unlikely. Therefore, ongoing revenues are projected to decline in FY 2010 and FY 2011 before rebounding for the remainder of the forecast period with the overall expected rate of growth fluctuating between 4.02% and 6.71% per year during that time. The following graph provides historical data as well as projections for the major revenues sources of the GF. The graph also includes highway user revenues fees, commonly known as HURF monies. The graph illustrates the relative importance of city sales tax and state-shared revenues in comparison to our overall GF revenue base. These main revenue sources have comprised between two-thirds and three-fourths of the GF ongoing revenue since FY 2002, and they are expected to continue to do so for foreseeable future. The other notable GF revenue sources include HURF revenues, various fees (municipal court, user fees and charges for city services like building inspections, plan reviews, recreation classes, etc.), the primary property tax and a category called “other” (interest, city rental income, staff/admin charge-backs, etc.). The graph below 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's) $200,000 $150,000 $100,000 $50,000 $0 '04 City Sales Tax '05 '06 '07 State Shared '08 '09 Prim Prop Tax 82 Return to TOC '10 '11 HURF '12 Fees '13 '14 Other 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 33% of the city’s GF revenue budget for FY 2010. This percentage has been stable since FY 2004 and is projected to remain stable for the forecast period, fluctuating between 33% and 37%. 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 2004 and FY 2007. However, the FY 2008 rate declined by 4% and FY 2009 is expected to decline by another 13%. For the future, this revenue source is expected to hold steady for FY 2010 and then recover to 9% growth by FY 2014. This expectation is based on the continued expansion of Glendale’s sports, entertainment, office and retail destination area, 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 Revenue In Thousands ($000's) 80,000 70,000 60,000 50,000 40,000 30,000 20,000 '04 '05 '06 '07 '08 Actual '09 '10 Projected 83 Return to TOC '11 '12 '13 '14 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 38% or $61.5 million of the city’s GF revenue budget for FY 2010 and the forecast period assumes this percentage remains stable. This revenue source is projected to decline slightly to $58.8M in FY 2011, but rebound over the forecast period to $68.9 million by FY 2014. 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 9% between FY 2004 and FY 2008. However, the FY 2009 estimated growth rate is projected at 1% followed by declines in FY 2010 and FY 2011 of 7% and 5%, respectively. State-shared revenues are directly affected by the economic climate as well as legislative changes such as income tax rate reductions and/or adjustments to distribution formulas – both of which have occurred over the last several years. Therefore the forecast assumes a modest annual growth rate of about 3% in FY 2012 that grows to 7% in FY 2014 as the national economy rebounds. State-Shared Revenue Summary In Thousands ($000's) 80,000 70,000 60,000 50,000 40,000 30,000 20,000 '04 '0 5 '06 '07 Actual '08 '0 9 '10 Projected 84 Return to TOC '11 '12 '13 '14 FINANCIAL GUIDELINES Five-Year Forecast Property Tax Arizona’s property tax levy consists of two tiers. The primary property tax levy has statemandated maximum limits, but it can be used by a city for any lawful purpose. It is the primary property tax revenue that is included in the General Fund. The secondary property tax is an unlimited levy that can be used only to pay the principal, interest and redemption charges on bonded indebtedness or other lawful long-term obligations that are issued or incurred for a specific capital purpose. Primary property tax revenue is a relatively small revenue source for the GF as it comprises only 3% of the total. This percentage of the total is a slight increase from the 2% rate experienced from FY 2004 to FY 2009 for the forecast period. 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. Property tax revenue can be challenging to predict because of the number and types of variables that affect this revenue source such as exemptions and assessment rations, both of which are set by the Arizona Legislature. Nevertheless, the driving force in forecasting property tax revenue is the assessed valuation of property. For FY 2010, Glendale’s total property tax will remain unchanged at $1.5951. This rate is made up of the primary property tax rate of $0.2252 and the secondary property tax rate of $1.3699. The secondary property tax rate in not included in the GF revenue forecast. 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 Primary Property Tax Revenue In Thousands ($000's ) 6,0 00 5,0 00 4,0 00 3,0 00 2,0 00 1,0 00 0 '04 '05 '06 '07 '08 Ac tual '09 Projected 85 Return to TOC '10 '1 1 '12 '13 '14 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 3% average 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. The Arizona state constitution restricts the use of HURF revenue to street and highway purposes such as right-or-way acquisition, construction, reconstruction, maintenance, repair, and the payment of the interest and principal on HURF bonds. In the past, the Arizona Legislature has 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. In fact, the Arizona Legislature reduced the amount of funds allocated to cities for FY 2009. At the time of this writing, it is not known whether this will be repeated for the FY 2010 distribution. In FY 2009 the city expects to receive $14.1 million in HURF revenue. Given the uncertainty about the state’s FY 2010 budget, the same amount is projected in FY 2010 and this amount comprises about 9% of GF revenue. This amount is expected to grow modestly to $14.6 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 $16.4 million in FY 2010, about 10% of total GF revenue. By FY 2014, revenue from fees and charges is expected to grow to $17.8 million. 86 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast Other Revenue This category includes interest income, capital lease proceeds, city rental income and general staff and administrative service charges. 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, Human Resources, City Attorney, Management and Budget and Facilities Management Division of Field Operations, provide services to the city’s water/sewer, sanitation and landfill enterprise funds as well as the self-supporting Transportation Fund (supported by the transportation sales tax). These are services that enterprise fund operations would have to pay outside contractors to provide if city departments did not provide them. Consequently, each of the identified 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 and determined it was a reasonable method to allocate GF costs. During FY 2009, the model was again evaluated but by an outside firm that performs audits of public sector entities. The FY 2009 evaluation found the model to be a reasonable and valid method for allocating GF costs, as well as a generally accepted budget and financing practice that cities and other government agencies commonly use. The total general staff and administrative service charges for FY 2010 are $7.9 million and comprise about 65% of the “other” revenue category but only 5% of all GF revenue. This amount is anticipated to remain steady through the forecast period. The remaining $4.3 million or 35% of this revenue category is made up of interest, rental and miscellaneous income. 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. However, due to the national economic downturn that we are experiencing the initial two years in the five-year forecast rely heavily on a combination of the use of fund balance reserves and cost reduction/cost saving measures to balance the budget. The city is well aware that use of remaining fund balance to maintain 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. Therefore, management 87 Return to TOC FINANCIAL GUIDELINES Five-Year Forecast and Council have pledged that future incremental ongoing revenues that come to the city as we exit the economic downturn will be used to cover existing ongoing base budget needs and the replenishment of fund balances/reserves before being applied to other areas. CONCLUSION Long-range forecasting and modeling are powerful management and decision-making tools. A key objective in long-range forecasting is to estimate the future consequences of past and present decisions. The Five-Year Forecast process reminds us to lift our eyes from the road directly ahead, cast a glance in the rear-view mirror to see where we have been and take a look through the windshield into the future to assess where we are going. The current Five-Year Forecast indicates that if we continue to exercise fiscal discretion and restraint, examine carefully any projects that entail ongoing expenses, practice prudent fiscal management and remain conservative in our financial and strategic planning, we can continue to achieve the following: • Accomplish 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. 88 Return to TOC FINANCIAL GUIDELINES Financial Plan FINANCIAL PLAN INTRODUCTION The foundation for our FY 2010 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. 89 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 2010, state-shared revenue is expected to be distributed in the same manner used for the FY 2009 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. Income tax revenue distribution to the cities lags by two years. This means the state income tax receipts for FY 2010 will reflect the income tax the state collected in FY 2008 In planning for next fiscal year’s collection of state-shared revenue, Glendale took a prudent approach and assumed a decrease based on forecasts by experts on the Arizona economy, which is consistent with the national economic outlook at the time the budget was prepared. 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 2010. A more detailed discussion of these other revenue sources and the projection for FY 2010 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 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 90 Return to TOC FINANCIAL GUIDELINES Financial Plan 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 2010 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 $2.5M in FY 2009. About $1.1M will be reallocated in FY 2010 to address the rising cost of electricity and other utilities. These funds will be allocated during the course of the fiscal year based on actual usage in General Fund departments for electricity and other utilities. Capital Expense Considerations Large capital improvement projects take many years to plan, finance and complete. Funds for these projects often will be needed long before the number of residents moving into the area can support the construction costs although it might be several more years before population growth is sufficient to generate the revenue needed for ongoing operating expenses. Under virtually any population growth scenario, traditional bond financing and development impact fee revenues would be hard pressed to keep up with the normal demand for new or expanded streets, storm sewers, fire stations and other facilities. 91 Return to TOC FINANCIAL GUIDELINES Financial Plan 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. 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; 92 Return to TOC FINANCIAL GUIDELINES Financial Plan • • 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 (8.62:1,000) personnel-related costs account for 77% 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 at Westgate. These contract positions expired once the construction activity was 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 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. 93 Return to TOC FINANCIAL GUIDELINES Financial Plan Equalizing Predictable Expenses Two additional strategies the city uses to moderate peaks in ongoing expenses are • • the spreading of routine periodic expenses over multiple budget years; and the pre-funding of replacement equipment such as vehicles and technology equipment (e.g., PCs, servers, etc.) through a rental rate structure that spreads the cost of the replacement over several years. As noted earlier in this discussion, the City Clerk’s Office accrues half of the next election cost in the non-election year to reduce biennial election expense peaks. This amount is carried over and added to an equal amount that is budgeted in the actual election year. Although election expenses will continue to rise as our voter population increases, this practice of dividing known costs across several years substantially levels out the expense curve for scheduled elections. As a result of this approach, the need for one-time election appropriations every two years has been eliminated, leaving only special election expenses, such as bond elections—which occur infrequently—to the one-time budgeting process. Prior to the implementation of the technology and vehicle replacement programs, the city’s ability to replace city vehicles and technological equipment cycled up and down with the local economy. In lean years, urgently needed replacement equipment was purchased at the expense of capital projects or the operating budget. Then, when economic conditions improved, the city would engage in massive “catch-up” efforts. To eliminate this problem, the replacement funds were designed to allow the city to replace outdated, or worn out equipment at regular intervals. Two replacement fund line items were added to each department’s annual operating budget to accrue funds for vehicle and technology replacements, respectively. 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. 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 94 Return to TOC FINANCIAL GUIDELINES Financial Plan 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 2010-2019 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 3% of the city’s anticipated General Fund revenues in FY 2010. The secondary property tax is an unlimited levy that can be used only to retire the principal and interest on a municipality’s General Obligation bond debt. This revenue source provides more ‘bang for the buck’ because it can be leveraged to borrow more funds to pay for capital projects. Therefore, the secondary property tax levy is optimized in relation to the primary property tax levy. Although many cities in other parts of the country use the property tax rate to make short-term operating budget adjustments, changes in Glendale’s tax structure or rates are viewed as longterm financial strategies. Arizona’s tax limitation statute, the relatively minor role of primary property tax revenue on Glendale’s operating budget, and the city’s property tax stabilization policy combine to make property tax adjustment an ineffective short-term strategic tool. As a practical matter, it might take up to a year for a property tax change to be implemented and longer to produce a significant increase in revenues. Growth in the tax base and changes in the assessed valuation rate determined by the county often have a larger impact on the level of revenues raised through property taxation. Given these facts, increasing Glendale’s property tax rate is a more appropriate alternative for addressing a chronic structural imbalance between revenues and expenses than for balancing a single year’s operating budget. For example, when the city reaches full build-out much less revenue will be generated from new tax base growth. If this decrease were not accompanied by 95 Return to TOC FINANCIAL GUIDELINES Financial Plan 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 2009 was lowered to $1.5951 per $100 of assessed valuation and is expected to generate $4.1 million from the primary property tax rate and $29.7 million from the secondary property tax rate. The property tax rate will remain unchanged in FY 2009 at $1.5951. The rate is expected to generate a total of $33.4 million, $4.2 million from the primary property tax and $29.2 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 graph at the right shows a 10-year history of both the primary and secondary property tax rate assessed by the City of Glendale. P ro pe r ty T ax R a t es 10 -Y ear Fisca l His to ry (P er $1 0 0 o f A sse sse d Va l ua tion) $2.0000 $1.7500 $1.5000 $1.2500 $1.0000 $0.7500 $0.5000 $0.2500 $0.0000 '01 '02 '0 3 '0 4 '05 P rim ar y 96 Return to TOC '06 '0 7 S eco nd ar y ' 08 '09 ' 10 FINANCIAL GUIDELINES Financial Plan SHORT-TERM STRATEGIES The following short-term financial strategies play an important role in: (1) maintaining the delicate year-to-year equilibrium between revenues and expenses; (2) responding to temporary changes in economic conditions; and/or (3) absorbing or avoiding anticipated revenue shortfalls. Sales Tax Stabilization Sales tax revenues fluctuate and are subject to sudden economic changes like a sudden downturn in the economy, as occurred after September 11, 2001. Prior to FY 2004, Glendale’s stabilization policy required the use of the actual amount of sales tax revenue collected in the prior twelve months as its sales tax revenue base estimate for developing the next year’s operating budget, with no growth rate factor for budgeting purposes. This conservative approach to estimating sales tax revenue minimized the likelihood that annual budgeted operating expenses would significantly exceed actual sales tax revenues in any given year. In fact, actual receipts usually were higher than the prior year because tax revenue increases were attributable to growth in the tax base (i.e. population growth). When actual receipts exceeded the base estimate, excess revenue was applied to the operating capital budget or used to increase the city’s GF fund balance. For the FY 2004 budget, a different approach was taken to establishing the FY 2004 revenue budget for city sales tax receipts. The FY 2004 revenue budget for city sales taxes included a full year of estimated sales tax receipts from new development that was expected to open by the start of FY 2004 or shortly after the start of the fiscal year. This approach was taken to avoid severely impacting service levels as a result of sluggish growth in state shared revenues. For the FY 2005 - FY 2008 budgets, this approach was further modified because this revenue source had performed so strongly in recent years, as shown in the chart below. Fiscal Year City Sales Tax Receipts Percent Change From Prior FY 2001-02 $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 $61.3M (3.6%) 2008-09 Proj. $64.9 M 5.9% 2008-09 Est. $53.5 M (12.7%) 2009-10 Proj. $53.9 M 0.7% 97 Return to TOC FINANCIAL GUIDELINES Financial Plan The average annual growth rate for city sales tax collections was 9% between FY 2002 and FY 2007. However, FY 2009 projection of 5.9% proved to be overly optimistic as the national economy hit a severe downturn. The FY 2008 rate declined by 4% and FY 2009 is expected to decline by another 13%. For FY 2010 this revenue source is expected to hold steady. Operating Capital Management Operating capital is often referred to as "pay-as-you-go" capital because projects and equipment in this category are funded directly from operating revenues. Operating capital is used to pay for • • • building maintenance and replacement items such as air conditioners, roofing, and floor furnishings, specialized equipment not in the vehicle replacement program, such as sanitation trucks and street resurfacing vehicles, and selected routine infrastructure maintenance activities such as the street resurfacing program. In addition, the initial purchase of a vehicle is funded with operating capital. For example, if a new inspector position is approved for the Building Safety Department, that inspector will need a vehicle. The initial purchase of the new vehicle for the new inspector position is funded with operating capital because it is an addition to the city’s fleet (versus a replacement). Subsequent replacement of that vehicle is then funded through the vehicle replacement program. U U Unlike personnel costs, it is relatively fast and easy to make adjustments to operating equipment budgets without reducing the city’s service capacity or quality. Adjustments to the rate at which operating capital is spent can function as an effective short-term shock absorber to level out temporary revenue fluctuations. Glendale residents will not be materially affected if city fleet vehicle replacements are delayed or accelerated in a single budget year, as long as the replacement program continues and repair and maintenance costs for these vehicles are not unreasonable. For example, delaying a portion of the street resurfacing program in one year does not have major negative consequences if the program is accelerated in the following year. An ongoing, stable revenue source is much less critical for operating capital than it is for maintaining service levels for police, fire and emergency services. It is important to keep in mind that maintaining adequate operating capital levels and adjusting the rate of capital spending minimizes the need to reduce the operating budget or deplete other fund resources. When possible, operating capital budgets are restored before any new programs or employees are added to the ongoing budget. 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. 98 Return to TOC FINANCIAL GUIDELINES Financial Plan General Fund revenue surpluses accrued in one year can be reserved and used to offset revenue deficits that might occur in a subsequent year. The accounting mechanism Glendale uses to reserve General Fund surplus revenues is referred to as the General Fund contingency reserve, which is part of the General Fund’s fund balance. Every fiscal year, the contingency reserve is established as a General Fund contingency appropriation. A similar contingency appropriation is established each year for other city funds like the enterprise operations (e.g., sanitation fund and landfill fund). This mechanism enables the city to meet the legal constraints of a balanced annual budget and provides a source to address emergencies and other unanticipated expenses. Like operating capital, contingency reserves can function as a financial shock absorber to smooth out short-term revenue and expense fluctuations. When sluggish economic conditions result in lower-than-projected revenues, a portion of contingency dollars can be allocated to cover budgeted operating expenses. When the economy is healthy, and revenues are higher than predicted for annual budgeting purposes, the excess revenues can be added to the contingency reserves for future use. City Council policies discourage the routine use of contingency reserves to support long-term or ongoing expenses in the operating budget. The city’s financial policy requires the city’s contingency appropriation be equal to 10% of General Fund revenues. The policy prohibits the contingency appropriation falling below 4% for any reason. If reserves are used for one-time projects, restoring them becomes the highest budgeting priority after assuring that adequate operating funds are available to support essential services and infrastructure needs. The sales tax stabilization strategy produces a domino-like effect that supports the city’s ability to maintain adequate contingency reserves during times of high revenue growth. Conservative revenue estimates result in conservative annual budget estimates. Conservative budget estimates limit growth in non-essential operations, and this practice permits a portion of the excess sales tax revenue to be allocated to contingency reserves. These reserves can offset drops in other revenue tax sources, such as building permits, or augment sales tax revenue when unpredictable downturns occur. Once reserves reach the 10% of revenues target level, any further amounts are usually added to the operating capital budget. Fund-related financial information is summarized in Schedule One, which is entitled Fund Balance Analysis. Detailed descriptions of each fund in Glendale’s financial system, including the General Fund, enterprise funds and special revenue funds, are contained in the Budget Summary section of this document. 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 99 Return to TOC FINANCIAL GUIDELINES Financial Plan 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. 100 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 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. 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 101 Return to TOC FINANCIAL GUIDELINES Financial Policies 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, including sales tax funds, should include a contingency appropriation equal to at least 10% of projected 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 and technological equipment will be done through the Vehicle Replacement and Technology Replacement Funds. A rental rate structure will be established annually to provide sufficient funds for replacement of covered equipment. New equipment 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 equipment should be included within the requesting department’s operating budget on an ongoing basis. The Field Operations Department should review all vehicle-related purchases and the Information Technology Department all technology 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: 102 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). 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. 103 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. 104 Return to TOC Operating Budget 2009-2010 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. Council members 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. FY 2010 City Council Strategic Goals Our Vision for Glendale: “One Community” • • • • • • • One Community With Strong Neighborhoods One Community Committed to Public Safety 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 One Community That Is Fiscally Sound Accomplishments Strong Neighborhoods • Engaged citizens by hosting more than thirty community events such as Community Conversations with Mayor Scruggs, Council District meetings, Legislative Link meetings and special district events. 105 Return to TOC Mission and Performance Measure Mayor and City Council • • • • • Approved an amendment to the city code which streamlined the civil code enforcement process, helping city officials address problem properties in a more efficient manner. Funded more than $100,000 in District Capital Improvement Projects. Qualified for nearly $8 million in economic stimulus and foreclosure rehabilitation funds for public housing, community development, homeless prevention and neighborhood stabilization projects. Improved neighborhoods by awarding $367,626 in Neighborhood improvement grants throughout Glendale. Continued to support Glendale’s 201 Registered Neighborhoods & HOAs. Public Safety • Continued construction on a new fire station to be located at 6851 N. 52nd Avenue. This station will replace Glendale’s oldest active station, Station 151, built in 1969. • Received a $10,000 grant from the Governor’s Office of Highway Safety for seatbelt and child restraint violations enforcement. • Supported the Glendale Police and Fire Departments in their community education and prevention efforts. Departments held more than a dozen community events covering identity theft prevention, children’s safety, auto theft prevention, fire prevention and personal safety. • Continued partnership with Midwestern University and Priority One Enterprises to offer free training for citizens in Continuous Chest Compressions (CCC), a more effective bystander CPR technique. • Continued to provide helicopter emergency medical services to the citizens of Glendale with Air Evac Services. The HALO-Flight Air Ambulance is stationed at the Glendale Municipal Airport. Quality Economic Development • Opened the Cactus League’s newest spring training facility, Camelback Ranch, located at 111th Avenue, west of the Loop 101 on Camelback Road. • Announced plans to bring USA Basketball to Glendale’s Sports and Entertainment District. • Celebrated the opening of Banner Thunderbird Medical Center’s South Tower addition including the new Emergency Department location. • Received the Valley Forward Association’s Award of Merit in the Site Development and Landscape, Industrial and Public Works category for Glendale Park-and-Ride. The parkand-ride was recognized for its innovative environmental design. • Supported construction of the first grocery store in the Historic Downtown, Fresh and Easy, located at 51st and Glendale avenues. 106 Return to TOC Mission and Performance Measure Mayor and City Council A Vibrant City Center • Broke ground on the Glendale City Court Building. • Completed the Catlin Court Alley beautification project including the widening and realigning of the existing alleyways, elimination of unnecessary utility poles, the addition of evening safety lighting. Landscaping, seating walls and public art installations were also part of the project. • Hosted a Congress of Neighborhoods inviting citizen participation on the Glendale Centerline Project. • Partnered with Arizona State University’s Phoenix Urban Research Laboratory and School of Planning to identify innovative ideas to redevelop the Glendale Avenue Corridor. An Active Partnership with Luke Air Force Base • Joined with 13 West Valley communities to form the West Valley Partners, a coalition of government agencies with the sole purpose of protecting the current and future missions of Luke Air Force Base. • Through work with Arizona’s congressional delegation, secured $4.5 million for Luke AFB and the Barry M. Goldwater Range. • Distributed 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 used as a national model. High Quality Services for Citizens • Became the first city in the United States to have its entire street lighting system remotely and automatically monitored. The new system, called ROAM, will electronically notify the Glendale Transportation Department of a specific street light outage as soon as an outage occurs. • Announced a new web page for citizens that includes a summary of the funds received as a result of the federal American Recovery and Reinvestment Act of 2009 (ARRA) including eligibility requirements and information on programs and services funded with ARRA. • Was recognized at The American Council of Engineering Companies of Arizona’s 28th Annual Engineering Excellence Awards. Glendale Oasis Water Campus and the Glendale Park and Ride both received Grand Awards and the Glendale Downtown Pedestrian Enhancement Project received an Honor Award. • Introduced electronic media as a new way to communicate with citizens of Glendale. • Received the Valley Forward Association's 28th Annual Environmental Excellence Award in the Art in Public Places Category for Glendale’s Environmental Classroom at the Glendale Main Library. • Received an American Library Association and Financial Industry Regulatory Authority Investor Education Foundation Grant of $81,219 for the Glendale Public Library to provide financial literacy classes. 107 Return to TOC Mission and Performance Measure Mayor and City Council • • Honored with the United States Tennis Association’s prestigious “Tennis Facility of the Year” award for Glendale’s Paseo Racquet Center. Awarded $84,375 in Performing Arts Grants to 25 local organizations to support 27 performing arts projects throughout Glendale. Fiscally Sound • Oversaw and approved the budget planning and implementation process. • Received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA). 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 GFOA for Glendale’s Comprehensive Annual Financial Report (CAFR). This marks the nineteenth consecutive year that Glendale has been recognized with this award. Interesting Facts • Glendale Mayor Elaine Scruggs was the recipient of the 2009 Peoria Education Enrichment Foundation Education Visionary Award for her contributions to education in the city. • Glendale received Westmarc’s Best of the West Award in the sports category for diligent work and dedication to ensure security measures were in place, transportation issues were addressed and volunteer opportunities were promoted to create the utmost experience for visitors and residents while hosting Super Bowl XLII. Glendale’s X-court, Westgate City Center, Arrowhead Towne Center and Banner Thunderbird Children’s Center also received awards. • Four homes joined a distinct list of Glendale properties on the National Historic Register. There are now 294 Glendale properties listed on the National Register. 108 Return to TOC City of Glendale Budget Summary by Department Mayor FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual (1000) Office of the Mayor Total - Mayor BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $377,700 $378,211 $364,323 $361,551 -4% $377,700 $378,211 $364,323 $361,551 -4% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $333,519 $35,521 $326,832 $43,843 $326,832 $29,955 $321,540 $41,920 -2% -4% Internal Premiums $5,432 $4,169 $4,169 $3,399 -18% Internal Service Charges Work Order Credits $3,228 $3,367 $3,367 $3,319 ($8,627) -1% $377,700 $378,211 $364,323 Total - Mayor STAFFING BY PROGRAM Office of the Mayor Total -Mayor $361,551 -4% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 4 4 4 4 0% 4 4 4 4 0% 109 Return to TOC Percent Over FY 09 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 07-08 Actual FY 08-09 Budget $84,394 $85,672 $99,060 $98,902 FY 08-09 Estimate FY 09-10 Budget $77,403 $80,256 $99,063 $98,830 Percent Over FY 09 Budget 0% 0% $76,573 $104,511 $90,287 $104,436 0% (1000) Council Office (1000) Ocotillo District $542,084 $84,853 $586,333 $98,155 $580,840 $82,025 $529,246 $98,084 -10% 0% (1000) Sahuaro District $92,020 $99,121 $71,435 $99,106 0% (1000) Yucca District $73,929 $99,037 $83,742 $98,966 0% $1,039,525 $1,185,119 $1,065,988 $1,127,731 -5% Total - Council Office BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Wages/Salaries/Benefits $784,833 $825,882 $825,882 $813,526 -1% Supplies and Contracts Internal Premiums $221,441 $21,479 $331,425 $16,664 $212,294 $16,664 $309,166 $12,446 -7% -25% $11,772 $11,148 $11,148 $11,494 3% Internal Service Charges Work Order Credits ($18,901) Total - Council Office $1,039,525 $1,185,119 $1,065,988 $1,127,731 -5% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 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 Sahuaro District 1 1 1 1 1 1 1 1 0% 0% STAFFING BY PROGRAM Yucca District Total -Council Office 1 1 1 1 0% 13 13 13 13 0% 110 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. The criminal division of the City Attorney’s Office handles prosecution of city code violations and misdemeanor violations of state law within Glendale, as well as all appeals from City Court to Superior Court. Interesting Department Fact: The Glendale City Prosecutor’s Office handled 10,582 criminal matters during FY2009. Due to the efforts of dedicated prosecutors and staff, 100% of these matters were resolved in a manner most beneficial to the interests of justice and the People of Arizona. 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 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Provide high-quality, professional and timely legal services to the Mayor, City Council and city staff. One community with high quality services for citizens. Continue to provide excellent legal and procedural guidance to City Council and administrative bodies as needed for city operations. Develop strong relationships with departments and attend 100% of the meetings or hearings as needed or requested. Serve the people of Arizona by assuring the consistent and ethical application of criminal justice. One community focused on public safety. Continue to aggressively prosecute city code and state law misdemeanor violations. Obtain 85% conviction rate or plea agreements on misdemeanor charges. When appropriate, facilitate resolution of cases by mediation and successful completion of diversion programs. 111 Return to TOC Mission and Performance Measure City Attorney's Office FISCAL YEAR 2009 Area of Innovation: • Implementation of the case management system for the City Prosecutor’s Office during the past year addresses the need to effectively provide the highest level of service by leveraging technology to maximize the city’s resources. 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 Related Council Goal Provide high-quality, professional and timely legal services to the Mayor, City Council and city staff. One community with high quality services for citizens. Yes Was the goal met? What were the Attend 100% of the meetings/hearings as needed or requested. Performance Measures? None Obstacles/Challenges Goal Related Council Goal Was the goal met? Serve the people of Arizona by assuring the consistent and ethical application of criminal justice. One community focused on public safety. Continue to aggressively prosecute city code and state law misdemeanor violations. Obtain 80% conviction rate including verdicts and plea agreements on misdemeanor charges. When appropriate, facilitate What were the Performance Measures? resolution of cases by mediation and successful completion of diversion programs. None Obstacles/Challenges FISCAL YEAR 2008 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. 112 Return to TOC Mission and Performance Measure City Attorney's Office GOAL UPDATES Goal Provide high-quality, professional and timely legal services to the Mayor, City Council and city staff. One community 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 Serve the people of Arizona by assuring the consistent and ethical application of criminal justice. One community focused on public safety. 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 113 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 Wages/Salaries/Benefits FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $653,565 $2,502,377 $575,000 $2,886,534 $575,000 $2,860,838 $0 $2,443,546 -100% -15% $3,155,942 $3,461,534 $3,435,838 $2,443,546 -29% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $2,322,853 $2,666,110 $2,666,110 $2,474,741 -7% $768,301 $748,122 $724,846 $127,403 -83% Internal Premiums Internal Service Charges $43,946 $9,201 $38,248 $9,054 $38,248 $6,634 $34,878 $7,197 -9% -21% Operating Capital $12,841 $3,461,534 $3,435,838 $2,443,546 Supplies and Contracts Work Order Credits ($1,200) Total - City Attorney STAFFING BY PROGRAM City Attorney Total -City Attorney $3,155,942 ($200,673) -29% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 27 28 28 28 0% 27 28 28 28 0% 114 Return to TOC Percent Over FY 09 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 first Glendale City Council preserving permanent documents and retaining meeting minutes in 1910 were signed other public documents as required by state statute; by A.W. Bennett, Mayor and Attested coordinating citywide records management and by V. E. Messingner, City Clerk. 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 and codifying ordinances to be included in the Municipal Code and accessed through enhanced multi-media options. 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 processing public record requests, recording documents, preparing City Council minutes and retaining permanent city records. FISCAL YEAR 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Per Arizona State record schedules, reduce the volume of records maintained on servers and drives; recapture storage space to extend the life of servers and postpone additional server and hard drive purchases. Limit purge of records to records retained past the retention period and duplicate records. One community with high quality services for citizens. The City Clerk and Information Technology Departments will partner to implement a planned reduction in electronic records. The City Clerk Department will prepare a step by step process for purging the electronic records. The processes will be reviewed in training classes, posted on the Intranet and an internal marketing plan will be developed. The City Clerk Department will coordinate record support activities throughout the process. 30% reduction in organizational electronic records stored on city servers and hard drives. 115 Return to TOC Mission and Performance Measure City Clerk's Department Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) The City Clerk Department will plan and conduct organizational records management training in various subject modules. One community with high quality services for citizens. Modules will be prepared with several focus areas such as electronic records management, retention schedules and record purging, etc. Records officers can select the appropriate training for their position. Information on each module will be posted on the intranet and a marketing plan will be developed. A minimum of two classes offered annually on separate topics and dates. FISCAL YEAR 2009 Area of Innovation: • Organizational purge of electronic records per Arizona State Statute retention schedule. Accomplishments: • Successfully completed request for information process for the purchase of an organizational electronic management system. • Successfully completed bid process for city’s legal advertising. GOAL UPDATES Convert paper-based municipal records to electronic media. One community with high quality services for citizens. Related Council Goal A successful electronic record management system was Was the goal met? established in the Building Safety Department. Independent department preparation, indexing and scanning of What were the Performance Measures? building permits. Tri-folded building permits tri-folded make preparation time Obstacles/Challenges consuming. Goal Goal Related Council Goal Conduct a September 2008 primary election and, if necessary, a November 2008 general election. One community with high quality services for citizens. Successfully planned and conducted 2008 primary election. Was the goal met? What were the Met all legal requirements. Performance Measures? Various changes in election laws and processes. Obstacles/Challenges 116 Return to TOC Mission and Performance Measure City Clerk's Department FISCAL YEAR 2008 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 and to retain information for the citizens and the organization. One community with high quality services for citizens. Related Council Goal The Internet was extensively used to post citizen information on elections, campaign finance reports, public meetings, public Was the goal met? notices, agendas, minutes, etc. Internet posting of all necessary information and keeping What were the Performance Measures? pertinent web pages updated. Obtaining information in a timely manner. Obstacles/Challenges Goal 117 Return to TOC City of Glendale Budget Summary by Department City Clerk FUND NUMBER / BUDGET BY PROGRAM (1000) City Clerk (1000) Elections FY 07-08 Actual $395,635 $138,742 (1000) Passport Services (1000) Records Management Total - City Clerk BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 08-09 Budget $446,864 $116,990 FY 08-09 Estimate $431,264 $50,097 FY 09-10 Budget Percent Over FY 09 Budget $392,796 $108,819 -12% -7% -100% $1,115 $1,135 $335 $0 $188,278 $181,972 $177,972 $169,853 -7% $723,770 $746,961 $659,668 $671,468 -10% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $497,257 $201,860 $511,934 $212,903 $499,434 $138,110 $477,445 $193,223 -7% -9% $20,519 $17,871 $17,871 $13,700 -23% $4,134 $4,253 $4,253 $4,264 0% Internal Service Charges Work Order Credits ($17,164) Total - City Clerk STAFFING BY PROGRAM City Clerk Records Management Total -City Clerk $723,770 $746,961 $659,668 $671,468 -10% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget 4 2 4 2 4 2 4 2 0% 0% 6 6 6 6 0% 118 Return to TOC Mission and Performance Measure City Court CITY COURT Judge Finn Department Description: Glendale City Court adjudicates criminal misdemeanors, city code violations, traffic violations and certain juvenile offenses committed in the City of Glendale. In cases of domestic violence and harassment, the court issues protective orders. In felony matters, the court has the authority to issue search warrants. Interesting Department Fact: Glendale City Court operates the only specialized DUI and domestic violence treatment court in Arizona without probation department staffing or resources. The program recorded its 3,000th successful graduate this year. Mission Statement: To provide a forum for prompt, fair and just resolution of cases in a professional, efficient and courteous manner. FISCAL YEAR 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Achieve full compliance to the Arizona Supreme Court’s DUI case processing plan. One community focused on public safety. Compile quarterly “Time to Disposition Summary” reports as mandated by the Arizona Supreme Court. Resolve 85% of all DUI cases within 120 days from the filing date to disposition and 93% of all DUI cases within 180 days. Achieve budgetary self-sufficiency for court security costs and some court improvements through an increased court improvement fee. One community that is fiscally sound. Recommend that City Council adopt a resolution authorizing an increase in the court improvement fee. Total revenue generated through the increased court improvement fee will meet or exceed total costs for all court security expenses and some court improvements. FISCAL YEAR 2009 Area of Innovation: • Court collaboration with the Marketing and Police Departments has resulted in a 119 Return to TOC Mission and Performance Measure City Court potential cost savings of $11,000 annually, added convenience for customers and “greener” environmental sensitivity. Recent legislation required the court to pay for informational pamphlets to traffic violators listing fines and driver’s education information. Previously, driver’s education schools provided this information at no cost. The collaborating departments created an electronic traffic ticket information brochure that is now posted online. A searchable PDF formatted document is included on the city’s website and allows customer access to traffic information at any time. Additionally, the information can be updated whenever necessary, allowing for a real‐time change online rather than weeks of implementing and replacing printed pamphlets. Environmental savings will be realized by eliminating the printing of about 25,000 pamphlets each year. Accomplishments: • Glendale city court received two grant awards from the Governor’s Office of Highway Safety to expand the electronic citation pilot project in partnership with the Police Department. The first award of $30,000 helped procure an additional seven handheld electronic citation devices added to the five devices already deployed by patrol officers. The fully-automated ticketing devices allow officers to select drop-down menus to complete citation data which reduces handwritten mistakes and increases efficiency in processing these cases in court. The electronic ticketing devices also produce traffic citations much more quickly than standard hand-written methods. Research also identifies enhanced safety outcomes for officers who use these devices. The second grant award of $12,000 will help achieve electronic transfer of the citation data directly into the police and court case management systems. • City Court instituted twice-monthly settlement conferences as an innovative way to reduce the costs and inconvenience of preparing for jury trials that do not proceed to trial. Settlement conferences were created to explore all available options to resolve cases pending a jury trial date two days prior to the actual jury trial date. The Presiding Judge assists prosecutors and defense attorneys to identify the reasons a case is set for trial. She frequently makes suggestions on plea agreement offers the defendant may consider in lieu of proceeding to trial. This process has greatly reduced the associated inconvenience and costs for jurors, witnesses and other court parties. It also reduces the trend of increasing jury trials that had occurred over the past two years. This alternative form of mediation has been very successful in achieving reductions in cases proceeding to jury trial. In FY 2008 11 jury trials were conducted at the court. However, through the first nine months of FY 2009, only two cases have required a jury trial. This change in business practices was achieved with existing resources and with no additional expenses. GOAL UPDATES Goal Related Council Goal Achieve capital improvements that facilitate the highest quality delivery of services to court customers. One community with high quality services for citizens. 120 Return to TOC Mission and Performance Measure City Court In May 2008, a request for qualifications was advertised and sent to contracting and design firms. On August 26, 2008, the City Council awarded a contract to D.L. Withers Construction LLC, for the design and construction of the new City Court Complex. The city is using the design-build process for the project. D.L. Withers Construction is teaming up with the design firm of Dick & Was the goal met? Fritsche Design Group to perform this work. The Presiding Judge and court administrative staff met twice weekly throughout the year with the design-build team and the International Facilities Group to address and coordinate all design and programming elements in the new courthouse. Construction RFP for the new court building to be published by May 2008. Collaborate regularly with architectural consultants on What were the the new court building to review and identify design and Performance Measures? programming elements that accommodate superior customer service. Due to adverse economic conditions, city management and the City Council are still evaluating whether the construction should Obstacles/Challenges continue, be slowed down or stopped. Identify innovative ways to reduce operating costs. One community that is fiscally sound. Related Council Goal Yes Was the goal met? Reductions in the police detention prisoner maintenance budget as What were the Performance Measures? a result of home detention orders. None Obstacles/Challenges Goal FISCAL YEAR 2008 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, part-time 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. • 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 121 Return to TOC Mission and Performance Measure City Court 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 To demonstrate a solid commitment to public safety and enhancing staff security. One community focused on public safety. Related Council Goal 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, Was the goal met? 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. None Obstacles/Challenges Goal To provide timely, fair justice and superior service to all court customers. One community with high quality services for citizens. Related Council Goal 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 Was the goal met? 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. 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 Goal 122 Return to TOC Mission and Performance Measure City Court CITY COURT STATISTICS FY 08 Actuals FY 09 Estimate FY 10 Budget Inputs: Number of full-time employees Number of full-time Judges Department operating expenditures 51 4 $4,723,881 51 4 $5,160,890 49 4 $4,521,600 $8,880,843 58,364 620 71 66,329 24,846 147,408 $8,139,000 44,500 525 75 55,500 27,550 125,000 FY 08-FY 09 % Change -8.35% -23.75% -15.32% 5.63% -16.33% 10.88% -15.20% $1,277,370 $109,255 FY 08-FY 09 % Change $1,470,000 15.08% $121,000 10.75% Outputs: Revenues generated* Number of cases filed with the court Number of hearings held Number of trials held Number of cases disposed Number of warrants issued Number of walk-in visitors Effectiveness Measures: Fines, Assessment & Restitution Enforcement (FARE) collections Taxes intercepted Efficiency Measures: Department expenditures per capita $19.39 Number of warrants outstanding Number of walk-in visits per FTE Number of trials and hearings per FT judge 523 2,890 173 *Revenues include pass through revenue for the state and county **Estimates based on YTD numbers through April 123 Return to TOC $20.76 $18.17 FY 08-FY 09 % Change 540 3.29% 2,451 -15.20% 150 -13.17% City of Glendale Budget Summary by Department City Court FUND NUMBER / BUDGET BY PROGRAM (1000) City Court (1240) Court Security (1240) Court Time Payments (1240) Fill the Gap Total - City Court BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $4,379,375 $296,924 $4,625,868 $347,578 $4,549,332 $347,578 $3,986,853 $393,120 -14% 13% -59% $3,725 $206,980 $206,980 $84,627 $43,857 $57,000 $57,000 $57,000 $4,723,881 $5,237,426 $5,160,890 $4,521,600 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 0% -14% Percent Over FY 09 Budget $3,781,758 $806,192 $4,169,261 $952,294 $4,124,882 $921,390 $4,039,889 $607,970 -3% -36% Internal Premiums $55,242 $51,882 $51,882 $34,287 -34% Internal Service Charges $80,689 $63,989 $62,736 $60,487 -5% Work Order Credits ($221,033) Total - City Court STAFFING BY PROGRAM City Court Court Security Total -City Court $4,723,881 $5,237,426 $5,160,890 $4,521,600 -14% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget 50 1 50 1 50 1 48 1 -4% 0% 51 51 51 49 -4% 124 Return to TOC City of Glendale Human Resources Offices ADMINISTRATIVE SERVICES Administrative Services Admin Finance and Lease Payments Human Resources Information Technology Management & Budget Employee Groups Finance Payment/Service Center 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 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $271,895 $465,208 $464,024 $443,677 -5% $271,895 $465,208 $464,024 $443,677 -5% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $257,278 $8,345 $451,017 $11,154 $451,017 $9,970 $446,964 $8,860 Internal Premiums $4,781 $2,755 $2,755 $2,514 -9% Internal Service Charges Work Order Credits $1,491 $282 $282 $348 ($15,009) 23% $271,895 $465,208 $464,024 $443,677 -5% Total - Admin Svcs Admin. STAFFING BY PROGRAM Administration Services Admin. Total -Admin Svcs Admin. -1% -21% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 2 4 4 4 0% 2 4 4 4 0% 125 Return to TOC Percent Over FY 09 Budget Mission and Performance Measure Finance FINANCE Christy Eusebio/Diane Goke Department Description: Interesting Department Fact: The Finance Department provides information to The sales tax division assessed the public, state agencies, bondholders, grantors, $796,075 in back taxes due to the city auditors, City Council and management. Finance for FY 2008. 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, processes cash receipts and responds 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 disposing of 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 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal To educate citizens in the use of the new utility billing system scheduled for implementation in summer of 2009. One community with high quality services for citizens. Develop and disseminate educational information regarding use of the new system. Encourage customers to use e-services to pay bills and submit service order requests. To decrease the number of utility bills mailed to customers and reduce the number of calls handled by customer relations staff by 5% in the first six months of implementation. Compile the information to produce an award winning approved Comprehensive Annual Financial Report (CAFR). One community that is fiscally sound. 126 Return to TOC Mission and Performance Measure Finance Activities Desired Outcomes (Perf. Measures) Prepare and compile the financial information necessary to complete in camera ready form the CAFR audited by the external auditors. Receive the GFOA Certificate of Achievement for Excellence in Financial Reporting. FISCAL YEAR 2009 Area of Innovation: • Elimination of hard copy timesheets through implementation of the time and labor module of the PeopleSoft software program. Once implementation is complete in June 2009, all timesheet information will be submitted electronically. Accomplishments: • Qualifying for Government Finance Officers Association yearly award for the Comprehensive Annual Financial Report (CAFR). • Miscellaneous receivables staff provided city departments with a structured billing and reporting process. GOAL UPDATES Goal Increase customer usage of the automatic utility bill pay option. One community with high quality services for citizens. Yes Related Council Goal Was the goal met? What were the Conduct a survey of utility customers. Performance Measures? A survey was delayed until the new billing system has been in Obstacles/Challenges place for six months. Goal Related Council Goal Was the goal met? Compile the information to produce an approved Comprehensive Annual Financial Report (CAFR). One community that is fiscally sound. Yes Posting of the CAFR on the city’s Internet for downloading and/or What were the reviewing by citizens, staff and other interested parties. Received Performance Measures? the GFOA Certificate of Achievement. None Obstacles/Challenges 127 Return to TOC Mission and Performance Measure Finance FISCAL YEAR 2008 Accomplishments: • 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. • Finance implemented the Payment Card Industry Data Security Standard and trained city staff in credit card handling procedures. GOAL UPDATES Goal Related Council Goal Was the goal met? What were the Performance Measures? Obstacles/Challenges Improve customer relations One community with high quality services for citizens. Yes. 79% of the time. The percent was based on the number of calls answered vs. total received. Maintaining adequate staffing levels during peak call times. Compile the financial information to produce an approved Comprehensive Annual Financial Report (CAFR). One community that is fiscally sound. Related Council Goal Yes Was the goal met? The CAFR was posted on the city’s Internet for downloading What were the and/or reviewing by citizens, staff and other interested parties. Performance Measures? Received the GFOA Certificate of Achievement. None Obstacles/Challenges Goal 128 Return to TOC City of Glendale Budget Summary by Department Finance FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual (1000) Accounting Services (1000) Finance Administration $1,123,440 $784,363 (1000) L.I.D. Administration (1000) License/Collection (1000) Purchasing (1000) Regulatory & Communication FY 08-09 Budget $1,198,018 $904,235 FY 08-09 Estimate $1,191,991 $879,659 FY 09-10 Budget Percent Over FY 09 Budget $958,732 $810,717 -20% -10% $9,000 $9,000 $9,000 $9,000 $811,495 $486,575 $943,384 $504,038 $926,384 $502,038 $844,432 $427,575 -10% -15% 0% -100% $46,253 $607 $607 $0 $371,043 $393,821 $393,821 $367,459 -7% (1780) Arena Renewal and Replacement (1790) AZSTA - Stadium Tax Refund $270,750 $1,024,564 $277,000 $1,700,000 $277,000 $1,700,000 $332,000 $1,700,000 20% 0% (2360) Customer Service Office $2,699,705 $2,851,389 $2,851,389 $2,484,306 -13% $7,627,188 $8,781,492 $8,731,889 $7,934,221 -10% (1000) Warehouse Total - Finance BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Wages/Salaries/Benefits $5,306,751 $5,849,610 $5,849,609 $5,704,060 -2% Supplies and Contracts Internal Premiums $2,278,969 $118,582 $2,880,817 $102,140 $2,831,215 $102,140 $2,870,902 $93,631 0% -8% Internal Service Charges Work Order Credits Total - Finance $49,390 $49,925 $49,925 $52,289 5% ($126,504) ($101,000) ($101,000) ($786,661) 679% $7,627,188 $8,781,492 $8,731,889 $7,934,221 -10% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Accounting Services 21 19 19 19 0% Finance Administration License/Collection 7 9.5 9 10 9 10 8 11 -11% 10% Purchasing 5 5 5 5 0% Regulatory & Communication 1 5.75 35.5 5.75 35.5 5.75 35.5 5.75 35.5 0% 0% 84.75 84.25 84.25 84.25 0% STAFFING BY PROGRAM Warehouse Customer Service Office Total -Finance 129 Return to TOC Percent Over FY 09 Budget 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 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $116,762 $2,683,415 $149,241 $2,755,366 $130,687 $2,755,366 $130,687 $1,570,143 -12% -43% $265,992 $160,000 $160,000 $160,000 0% (1980) 1980 Advisor Fees (2000) 2000 Advisor Fees $4,792 $2,355 $7,066 $6,030 $7,066 $6,030 $7,066 $6,030 0% 0% (2040) 2040 Advisor Fees $6,204 $0 $0 $0 NA (2060) 2060 Advisor Fees $2,329 $7,857 $7,857 $7,857 0% (2180) 2180 Advisor Fees (2210) 2210 Advisor Fees $4,804 $19,892 $3,213 $13,568 $3,739 $13,568 $3,213 $13,568 0% 0% (2360) 2360 Advisor Fees $2,246 $3,289 $3,289 $3,289 0% (2400) 2400 Advisor Fees (2420) 2420 Advisor Fees $6,617 $6,911 $17,222 $17,514 $17,222 $17,514 $17,222 $17,514 0% 0% $3,122,319 $3,140,366 $3,122,338 $1,936,589 Total - Lease Pmts/OtherFees BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Lease Pmts/OtherFees FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget -38% Percent Over FY 09 Budget $3,122,319 $3,140,366 $3,122,338 $1,936,589 -38% $3,122,319 $3,140,366 $3,122,338 $1,936,589 -38% 130 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 and safety. Interesting Department Fact: From March through June 2009, city employees from every department pledged to take 16,474 hours of voluntary furlough, equivalent to $573,000 budget savings, to help the city deal with the impacts of the global economic crisis. 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 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Implement a citywide automated, web-based application system. One community with high quality services for citizens. Collaborate with IT, payroll and various city departments to implement the PeopleSoft talent acquisition manager and candidate gateway program. Implement the talent acquisition manager and candidate gateway program citywide by June 2010. Offer employees mentoring opportunities to develop internal talent and to enhance the sharing of organizational knowledge. One community that is fiscally sound. Develop and implement a citywide mentoring program. Implement recommendations from the pilot program and offer the mentoring program citywide by February 2010. FISCAL YEAR 2009 Area of Innovation: • Implemented the PeopleSoft time and labor system that will enhance time reporting, record keeping and data analysis. One of the key benefits of the new time and labor system is the ability to record, track and analyze time worked at more detailed levels. 131 Return to TOC Mission and Performance Measure Human Resources & Risk Management Accomplishments: • Developed and implemented a monthly open workshop series open to all employees that provides professional development opportunities. This series is outside the GLAD program and courses include: career development, time management, grant writing, effective communication, interviewing skills, marketing and communications, understanding benefits and compensation for supervisors, and budgeting basics for supervisors. For the first time, employees could enroll online for the open workshops. • Expanded the safety training of employees, customizing many programs to meet the specific needs of the departments. GOAL UPDATES Maintain cost of risk of the city below industry average. One community that is fiscally sound. Related Council Goal Yes Was the goal met? Cost of Risk was .92% which is well below public entity industry What were the Performance Measures? average of 2.0%. None Obstacles/Challenges Goal Goal Mitigate health plan cost increases by providing employees with incentives to improve their health. One community with high quality services for citizens. Yes Related Council Goal Was the goal met? What were the Maintain medical premium increases below the industry average. Performance Measures? None Obstacles/Challenges FISCAL YEAR 2008 Accomplishments: • In partnership with 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. The program 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/Blue Shield funded this effort. • Created an Education Committee in August 2007 comprised of representatives from Human Resources, Marketing, Library, Police, Fire, Field Operations and Grants 132 Return to TOC Mission and Performance Measure Human Resources & Risk Management • 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 2005. The risk management and workers compensation expenditures ($3.9 million) resulted in savings of $299,000 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 programs implemented by the risk management division have contributed to the expenditure reductions. GOAL UPDATES Goal Related Council Goal Implement online application system (Candidate Gateway). One community with high quality services for citizens. No 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 2010. Implement components of the Workforce Development Plan One community that is fiscally sound. Related Council Goal Yes Was the goal met? 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. None Obstacles/Challenges Goal 133 Return to TOC City of Glendale Budget Summary by Department Human Resources FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget (1000) Benefits (1000) Compensation $273,033 $401,876 $270,057 $459,304 $253,853 $457,839 $236,589 $435,993 -12% -5% (1000) Employee Relations $224,810 $230,660 $228,105 $218,532 -5% (1000) Employment Services (1000) Human Resources Administration $471,510 $820,013 $397,772 $753,085 $381,643 $796,158 $373,839 $603,204 -6% -20% (1000) Organizational Development $459,913 $452,591 $400,840 $398,713 -12% (1000) Risk Management/Safety $508,363 $638,121 $610,640 $518,865 -19% $2,287,463 $1,161,882 $2,760,000 $1,407,000 $2,760,000 $1,407,000 $2,760,000 $1,407,000 $20,464,616 $24,481,185 $21,275,262 $24,481,185 0% $27,073,479 $31,849,775 $28,571,340 $31,433,920 -1% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget (2540) Risk Mgmt Trust Fund (2560) Worker's Compensation (2580) Benefit Programs Total - Human Resources BUDGET BY CATEGORIES OF EXPENDITURES 0% 0% Percent Over FY 09 Budget Wages/Salaries/Benefits $2,648,984 $2,700,693 $2,726,268 $2,669,180 -1% Supplies and Contracts Internal Premiums $24,332,658 $70,715 $29,084,083 $53,019 $25,781,773 $53,019 $29,001,714 $41,232 0% -22% $12,038 $11,980 $10,280 $12,579 $27,073,479 $31,849,775 $28,571,340 $31,433,920 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget 3.75 4 3 5.5 3 5.5 2.75 5.5 -8% 0% Internal Service Charges Operating Capital Work Order Credits Total - Human Resources STAFFING BY PROGRAM Benefits Compensation Employee Relations 5% $9,084 ($290,785) -1% 2 2.75 2.75 2.75 0% Employment Services 5.75 3.75 3.75 4 7% Human Resources Administration Organizational Development 7.5 2 6 3 6 3 6 3 0% 0% Risk Management/Safety Total -Human Resources 5 6 6 6 0% 30 30 30 30 0% 134 Return to TOC Mission and Performance Measure Information Technology INFORMATION TECHNOLOGY Chuck Murphy Department Description: Interesting Department Fact: Information Technology is responsible for local and While it took the radio 38 years and wide area network computer system management the television a short 13 years, it took and operations; application systems analysis, the World Wide Web only 4 years to design, programming and support; data reach 50 million users. 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 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Support the Finance Department and city with the selection and implementation of a new sales tax system. One community that is fiscally sound. • Active participation on the Sales Tax Steering Committee and Core Team. • Take responsibility for building a network of hardware that will provide COG with redundancy of service and ability to meet service levels defined by Finance. • Configure a system that is sufficiently flexible and expandable so the city could maximize the life of the product. Completed within the project timelines. Go live is tentatively scheduled for June 30, 2010. Deliver additional functionality to PeopleSoft’s ePay module. One community that is fiscally sound. • Collaborate with Finance and the PeopleSoft technical advisory committee to implement additional ePay functionality. • Provide IT staff resources to meet the requirements of the project. • Provide technical expertise in the implementation of the project. Completion by December 31, 2009. 135 Return to TOC Mission and Performance Measure Information Technology FISCAL YEAR 2009 Area of Innovation: • PC monitors will not be replaced when computers are, which will save the city $180,000 from March 2009 – June 2010. Accomplishments: • The IT Department has been heavily involved with the PeopleSoft time and labor project, which will be completed in June 2009. • IT’s disaster recovery plan was developed and successfully tested in FY 2009. GOAL UPDATES Select a vendor to conduct a comprehensive security audit. Once the audit is completed, findings will be used to enhance and Goal expand existing security capability. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? • Deliver recommendation for vendor to the Administrative What were the Service Deputy City Manager by July 31, 2008. Performance Measures? • Complete security audit. None Obstacles/Challenges Goal Related Council Goal Was the goal met? Enhancement of Fire Suppression System to provide additional protection for infrastructure areas. One community with high quality services for citizens. In process, consultants are currently completing the data center evaluation. What were the Completion of project. Performance Measures? Before proceeding with the installation of the fire suppression system, the data center will be evaluated to determine if any other modifications are necessary for it to meet the needs of the city. Obstacles/Challenges Solidifying a contract with the evaluation vendor took longer than expected. The evaluation is in progress and next steps will be identified and prioritized. FISCAL YEAR 2008 Accomplishments: • Information Technology provided key support to city public safety departments and federal law enforcement for the Super Bowl. Staff was tasked with implementing 136 Return to TOC Mission and Performance Measure Information Technology • 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. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? • Measure growth in use by citizens. Provides efficient and convenient method for payment. What were the • Savings and efficiencies by eliminating manual processing for Performance Measures? internal staff. • Estimated completion date for utility billing is June 30, 2008. None Obstacles/Challenges Goal Goal Implement the Peoplesoft Employee Profile module. One community 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. 137 Return to TOC City of Glendale Budget Summary by Department Info. Technology FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget (1000) Information Technology (1100) Telephones $3,752,004 $709,334 $3,884,994 $1,015,462 $3,708,188 $1,015,462 $3,375,954 $1,014,119 (1140) Technology Replacement $1,614,714 $3,764,888 $3,764,888 $3,508,037 -7% $6,076,052 $8,665,344 $8,488,538 $7,898,110 -9% Total - Info. Technology BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget -13% 0% Percent Over FY 09 Budget Wages/Salaries/Benefits $2,707,699 $2,972,576 $2,972,576 $2,937,772 -1% Supplies and Contracts Internal Premiums $2,278,586 $398,310 $4,424,337 $324,628 $4,247,531 $324,628 $4,144,687 $633,125 -6% 95% Internal Service Charges Operating Capital $16,373 $16,897 $16,897 $14,935 -12% $675,084 $926,906 $926,906 $337,847 -64% Work Order Credits Total - Info. Technology STAFFING BY PROGRAM Information Technology Telephones Technology Replacement Total -Info. Technology ($170,256) $6,076,052 $8,665,344 $8,488,538 $7,898,110 -9% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget 28 1 29 1 29 1 29 1 0% 0% 1 1 1 1 0% 30 31 31 31 0% 138 Return to TOC Mission and Performance Measure Management & Budget MANAGEMENT & BUDGET Sherry Schurhammer Department Description: The Management & Budget Department provides budget development and management services to city departments, executive management and city council. The department provides these services by conducting independent, objective and accurate expenditure and revenue analyses, as well as expenditure and revenue forecasts. These analyses and forecasts are based on the information available at the time they are produced and are developed in conjunction with all other city departments. Interesting Department Fact: During FY 2009, department staff members were involved in the development, testing and implementation of 3 technology projects: time and labor, business intelligence and sales tax and business licenses. The latter two projects will continue in FY 2010. 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 & 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 2010 GOALS 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. • Produce an accurate, reliable annual budget document that meets the financial objectives of the city. One community that is fiscally sound. • Goal Related Council Goal 139 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 for presentation to City Council. 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. Prepare the annual budget document for the upcoming FY. Implement the Business Intelligence tool for use by other city departments. Work with individual departments to customize the Business Intelligence financial reporting tool once Phase I expenditure and revenue reports are implemented and rolled out to the department in the summer of 2009. This work could involve creating additional reports or formatting existing reports to address the specific concerns of individual departments. Completion and presentation of various reports and documents in a timely and understandable manner. Adoption of the annual budget by the 2nd week in July 2009. Receive the GFOA Distinguished Budget Award by achieving the highest rating in accordance with award criteria. Actively participate in the development, testing and implementation of a new sales tax and business license reporting system. One community that is fiscally sound. Active, positive and meaningful participation in the development and implementation work group. More detailed reports about sales tax collections so they can be used to evaluate current trends and forecast future revenue. FISCAL YEAR 2009 Area of Innovation: • In the past, projects in the capital improvement program were presented by funding source with no differentiation between projects focused on existing facilities in need of rehabilitation and/or repair and those that result in new capital assets. For the FY 2010 budget book, the capital improvement program will continue to be shown by construction fund, but within each fund there will be a differentiation between ‘New Assets’ and ‘Existing Asset,’ with two subcategories under existing assets – replacement and improvement. 140 Return to TOC Mission and Performance Measure Management & Budget Accomplishments: • During FY 2009, budget staff led a cross functional team of Administrative Services Group employees that worked with an external consultant to develop a Business Intelligence (BI) tool that is used to provide PeopleSoft financial information (budget and actual) in a user friendly, graphical and tabular interface that maintains existing hardcopy report generation capabilities. BI, with its customized “dashboard” type interface, will be systematically rolled out to departmental groups during the summer of 2009 for use and evaluation before moving on to Phase II. Phase II will build upon the PeopleSoft financial data that is automatically uploaded each day in BI by incorporating qualitative and quantitative data from other city systems (i.e. Sales Tax System, Municipal Billing, Fire Computer Aided Dispatch, etc.) 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. Goal • Produce an accurate, reliable annual budget document that meets the financial objectives of the city. One community that is fiscally sound. Related Council Goal Yes Was the goal met? • The FY 2009 annual budget book was presented the Government Finance Officers Association’s Distinguished Budget Presentation Award for exemplary budget documentation, with special recognition of capital information. • Monthly expenditure and revenue reports were completed on time and disseminated to city departments and city management. • Quarterly expenditure and revenue reports were completed on What were the time and presented to City Council. Performance Measures? • An evaluation by an external consultant of the city’s indirect cost allocation model was completed on time and recommendations for improvement were incorporated into the model that calculated the FY 2010 rates. • The recommended FY 2010 operating and capital budgets were completed on time and presented to City Council over the course of four budget workshops in March and April 2009. Adoption of these plans will occur in June 2009. None Obstacles/Challenges • Goal Related Council Goal Provide a centralized grants coordination function to ensure grant match funding and future funding when grants are received. One community that is fiscally sound. 141 Return to TOC Mission and Performance Measure Management & Budget Yes A plan was developed and implemented regarding the maximum use of the grants administrator position to ensure the department is What were the Performance Measures? fully involved in grant applications that are in accordance with the city’s grant policies. None Obstacles/Challenges Was the goal met? FISCAL YEAR 2008 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 city manager’s recommended operating (scenarios 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 2008 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 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. Goal • Produce an accurate, reliable annual budget document that meets the financial objectives of the city. One community that is fiscally sound. Related Council Goal Yes Was the goal met? • The quarterly revenue and expenditure reports were presented to council, management and departments. What were the Performance Measures? • The GFOA Distinguished Budget Award was obtained for the FY 2008 Budget Book. None Obstacles/Challenges • Goal Provide a centralized grants coordination function to ensure grant match funding and future funding when grants are received. 142 Return to TOC Mission and Performance Measure Management & Budget Related Council Goal Was the goal met? What were the Performance Measures? Obstacles/Challenges One community that is fiscally sound. Yes The centralized grant coordinator function is in place and operational. Some departments have decided to forego pursuing grant opportunities due to current workload demands. 143 Return to TOC City of Glendale Budget Summary by Department Management & Budget FUND NUMBER / BUDGET BY PROGRAM (1000) Budget & Research (1000) Grants Administration FY 07-08 Actual BUDGET BY CATEGORIES OF EXPENDITURES FY 08-09 Estimate FY 09-10 Budget $677,449 $163,676 $675,380 $161,689 $0 $150,000 $116,576 $99,114 -34% $757,700 $991,125 $953,645 $819,389 -17% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate $657,852 $62,423 Percent Over FY 09 Budget $602,761 $154,939 (1840) Grant Match Funds - Mgt & Bdgt Total - Management & Budget FY 08-09 Budget FY 09-10 Budget -3% -62% Percent Over FY 09 Budget Wages/Salaries/Benefits $723,322 $789,765 $789,765 $792,954 0% Supplies and Contracts Internal Premiums $19,071 $12,504 $186,539 $9,791 $149,481 $9,791 $132,107 $7,594 -29% -22% $2,803 $5,030 $4,608 $4,900 -3% Internal Service Charges Work Order Credits Total - Management & Budget STAFFING BY PROGRAM Budget & Research Grants Administration Total -Management & Budget ($118,166) $757,700 FY 07-08 Actual $991,125 FY 08-09 Budget $953,645 FY 08-09 Estimate $819,389 -17% FY 09-10 Budget Percent Over FY 09 Budget 0% 6 6 6 6 1.5 1.5 1.5 1.5 0% 7.5 7.5 7.5 7.5 0% 144 Return to TOC City of Glendale Budget Summary by Department Employee Groups FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate (1190) Diversity Committee (1190) GEMS $43,417 $35,008 (1190) Glendale Hispanic Network $33,814 $0 (1190) Holiday Event $25,692 $30,000 $137,931 $84,909 $150,000 Total - Employee Groups BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Total - Employee Groups FY 07-08 Actual $54,909 $0 FY 08-09 Budget $120,000 $0 FY 09-10 Budget Percent Over FY 09 Budget $54,909 $0 0% NA $0 $0 NA $30,000 $30,000 0% $84,909 0% FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $137,931 $84,909 $150,000 $84,909 0% $137,931 $84,909 $150,000 $84,909 0% 145 Return to TOC Water damaged building inspected by Building Safety COMMUNITY DEVELOPMENT Community Development Administration Building Safety Environmental Resources Planning Oasis Water Treatment Plant 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 07-08 Actual CD Deputy City Manager Total -Community Dev Admin FY 09-10 Budget Percent Over FY 09 Budget $181,910 $186,758 $178,543 -2% $469,421 $181,910 $186,758 $178,543 -2% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $446,269 $19,346 $170,530 $9,149 $131,530 $52,997 $170,751 $6,247 0% -32% $3,497 $1,881 $1,881 $1,197 -36% $309 $350 $350 $348 -1% $469,421 $181,910 $186,758 $178,543 -2% Internal Service Charges STAFFING BY PROGRAM FY 08-09 Estimate $469,421 Internal Premiums Total - Community Dev Admin FY 08-09 Budget FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 4 1 1 1 0% 4 1 1 1 0% 146 Return to TOC Percent Over FY 09 Budget Mission and Performance Measure Building Safety BUILDING SAFETY Pam Wertz Department Description: The Building Safety Department ensures that the minimum building standards are met to safeguard life, health, property and public welfare by regulating and controlling the design, construction, quality of materials, occupancy, location and maintenance of all buildings and structures in Glendale. The department is the central resource for development, construction and code information, plan review, permit issuance and construction inspection. Interesting Department Fact: Building Safety has inspected over 60 new photovoltaic systems. The average residential system is 3-8 kilowatts of power. The average home uses about 10.2 kilowatts of power. The largest photovoltaic systems in Glendale are 85 kilowatts installed on a commercial building and 16 kilowatts on a residence. 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 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Provide responsive, proactive, efficient, consistent and costeffective service. One community with high quality services for citizens. Implement customer service enhancements per the Community Development Assessment of November 2008. Develop a cross-training program with other development-related city departments to strengthen employee skills and facilitate understanding of the development process. Provide responsive, proactive, efficient, consistent and costeffective service. One community with high quality services for citizens. Develop an over-the-counter tenant improvement plan and review and permitting process in conjunction with the Planning and Fire departments, established in correlation with the Community Development Assessment of November 2008. Implementation of the newly developed over-the-counter tenant improvement plan and review and permitting process. 147 Return to TOC Mission and Performance Measure Building Safety FISCAL YEAR 2009 Area of Innovation: Fee Collection Improvement: • In FY 2009 we implemented an important change in the way we collect plan review fees for civil/land development reviews to ensure that we are collecting all fees that are owed from our development customers. Previously, we waited until the department had completed a first review to determine the fee (fees are determined by the number of sheets reviewed) and then the Development Services Center would collect the fees at the time of re-submittal of the second review. Some projects were never resubmitted, and we were forced to bill the customer. Several of these customers had to be referred to collections. Now we collect a plan review deposit for reviews upon first submittal as we do for other Building Safety plan review fees. Accomplishments: • Simplified process for solar installations: We revised our process to encourage permits of solar water heaters and photovoltaic systems. A point of contact has been established in plan review to work with customers to obtain solar permits as quickly as possible. Information on the requirements for installation we’ve added to our website and the city’s green website. • Reduction in process time for sign permits: The Development Services Center reduced the turnaround time for sign permits. New procedures and cross-trained staff now allow 98% of all sign permits to be issued at the counter, replacing a 5-day process. GOAL UPDATES Administer and enforce construction codes and development regulations that produce a safe, durable, efficient and accessible Goal built environment. One community with high quality services for citizens. Related Council Goal Develop and maintain a library of handouts that explain and simplify building regulations and development standards and Was the goal met? assist the customer in compliance. Revise development handouts to reflect changes in building codes. What were the Performance Measures? Incorporate the most critical ones on our department’s website. None Obstacles/Challenges Use technological advances to make customer interaction with the Building Safety Department more efficient and convenient. One community with high quality services for citizens. Related Council Goal Scan permits, certificates of occupancy and special inspection Was the goal met? certificates. Scan 25% of permits, certificates of occupancy and special What were the Performance Measures? inspection certificates by March 1, 2009. Goal 148 Return to TOC Mission and Performance Measure Building Safety Obstacles/Challenges None FISCAL YEAR 2008 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 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. One community 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 Provide responsive, proactive, efficient, consistent and costeffective service. One community 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 149 Return to TOC City of Glendale Budget Summary by Department Building Safety FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate (1000) Building Safety (1000) Development Services Center $2,369,495 $617,952 $2,571,344 $750,041 $2,550,935 $744,941 (1000) Westgate-Bldg Safety Rvw/Insp. $1,138,858 $1,023,291 $221,598 $230,730 $4,347,903 $4,575,406 (2400) Cross Connection Control Total - Building Safety BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums Internal Service Charges FY 07-08 Actual FY 08-09 Budget FY 09-10 Budget Percent Over FY 09 Budget $2,414,339 $673,056 -6% -10% $1,023,291 $0 -100% $230,730 $221,184 $4,549,897 $3,308,579 FY 08-09 Estimate FY 09-10 Budget -4% -28% Percent Over FY 09 Budget $3,941,178 $157,330 $4,133,720 $235,738 $4,122,679 $221,270 $3,164,974 $124,667 -23% -47% $155,568 $134,154 $134,154 $73,382 -45% $93,827 $71,794 $71,794 $62,142 -13% Work Order Credits ($116,586) Total - Building Safety $4,347,903 $4,575,406 $4,549,897 $3,308,579 -28% STAFFING BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Building Safety Development Services Center 26 10 26 10 26 10 26 10 0% 0% Westgate-Bldg Safety Rvw/Insp. Cross Connection Control Total -Building Safety 15 12 12 2.75 2.75 2.75 2.75 0% 53.75 50.75 50.75 38.75 -24% 150 Return to TOC Mission and Performance Measure Environmental Resources ENVIRONMENTAL RESOURCES Doug Kukino Department Description: The Environmental Resources Department provides policy analysis and planning services to elected officials, city leadership and departments on issues pertaining to water resources, water quality, air quality and environmental management/ compliance. The department assists the city in conducting it’s operations in an environmentally responsible manner and creates an organizational culture that strives for excellence in environmental stewardship and performance. Interesting Department Fact: The water quality laboratory collects and analyzes over 21,000 water samples a year and produces over 40,000 water quality test results. Over 95% of the water quality tests are analyzed in-house. The city has 5 chemists, 3 lab techs, 1 information coordinator and 1 laboratory manager. Mission Statement: The department’s mission is to ensure 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 2010 GOALS Goal Related Council Goal Activities To ensure that the city has sustainable water resources to meet current and future demand. One community with high quality services for citizens. Effectively plan and manage the city’s water resource supply and demand and to maintain an assured water supply. 151 Return to TOC Mission and Performance Measure Environmental Resources Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) • To prepare plans, reports, recommendations and agreements in accordance to specified deadlines. • Prepare the 2010 annual water supply/demand plan by October 2009. Obtain a new designation of assured water supply from the State of Arizona. Participate in the Central Arizona Water Conservation District’s ADD water stakeholder process for an opportunity to secure water resources. Provide water resources planning and recommendations related to development and annexations. Negotiate and prepare a groundwater water savings agreement to deliver effluent to and obtain stored water credits from the Roosevelt Irrigation District for council consideration by December 2009. To protect public health and the environment by testing, documenting and reporting the quality of drinking water and reclaimed water. One community with high quality services for citizens. Provide laboratory tests, data and services that assist the Utilities Department in providing high quality water and reclaimed water that comply with water quality laws and requirements. Prepare and distribute the city’s 2009 annual water quality report to all water customers by June 30, 2010. Maintain all necessary state laboratory operation certificates. Prepare and submit accurate and timely water quality reports to the state. Maintain a current public notification plan and implement the plan as needed during water quality emergencies. FISCAL YEAR 2009 Area of Innovation: • The Environmental Resources Department began implementation of an environmental management system compliance database with email notification. The system allows the department to improve its oversight of city departments pertaining to environmental requirements. The system will assist city departments in managing their environmental responsibilities through improved understanding, communications and technology. Accomplishments: • Completion of the White Mountain Apache Tribe water settlement that was approved by City Council in February 2009. • The city’s environmental management system compliance database became operational in February 2009. 152 Return to TOC Mission and Performance Measure Environmental Resources GOAL UPDATES To ensure that the city has sustainable water resources to meet current and future demand. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? Preparation of a complete and accurate application by the What were the Performance Measures? December 2008 deadline. Completion of the Arizona Department of Water Resources’ Hydrologic Model that is used to evaluate impacts on the aquifer has been delayed, which in turn will delay the approval of Obstacles/Challenges Glendale’s new Assured Water Supply Designation. This will not immediately impact the city’s ability to approve development within its water service area. Goal Goal Related Council Goal Was the goal met? To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and performance. One community with high quality services for citizens. Partially, the city is waiting on the Arizona Department of Environmental Quality to issue a new storm water permit to the city. In anticipation of receiving the permit, the department has worked with a number of city departments to manage, plan and coordinate in order to be prepared to implement the measures required by the new permit. Obtaining the new storm water permit and to comply with the What were the Performance Measures? permit requirements using a multi-departmental team approach. A number of departments are directly involved in storm water management and compliance. Planning, coordination and implementation activities are time consuming. Compliance with Obstacles/Challenges the new and more stringent storm water requirements will be done with no increase to the budgets of implementing departments. FISCAL YEAR 2008 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. 153 Return to TOC Mission and Performance Measure Environmental Resources GOAL UPDATES Goal Related Council Goal Was the goal met? To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and performance. One community with high quality services for citizens. Not completely, the city is expecting to receive a draft storm water permit from the state by the end of the 2008 calendar year. To negotiate and obtain a new Municipal Separate Storm Sewer System (MS4) discharge permit from the Arizona Department of What were the Performance Measures? Environmental Quality. The permit must be environmentally practical and economically feasible to implement. The permit negotiations are complex and contentious. Obstacles/Challenges To create an organizational culture that strives for high-level and continual improvement in environmental stewardship and performance. One community 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 Goal 154 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 07-08 Actual $38,476 $0 FY 08-09 Budget $42,476 $0 FY 08-09 Estimate $31,202 $2,300 FY 09-10 Budget Percent Over FY 09 Budget $33,556 $0 -21% NA $491,231 $549,819 $529,536 $527,446 -4% $1,110,652 $320,725 $1,209,968 $328,793 $1,108,118 $282,690 $1,165,662 $320,750 -4% -2% $1,961,084 $2,131,056 $1,953,846 $2,047,414 -4% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $1,334,511 $1,410,905 $1,408,752 $1,387,124 $590,436 $680,130 $508,163 $667,182 -2% Internal Premiums $20,252 $20,217 $20,217 $22,430 11% Internal Service Charges Work Order Credits $18,014 ($2,129) $19,804 $16,714 $21,161 ($50,483) 7% $2,131,056 $1,953,846 Supplies and Contracts Total - Env. Resources STAFFING BY PROGRAM $1,961,084 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate $2,047,414 -2% -4% FY 09-10 Budget Percent Over FY 09 Budget Environmental Resources 5 5 5 5 0% Water Quality 10 10 10 10 0% Water Conservation 2 2 2 2 0% 17 17 17 17 0% Total -Env. Resources 155 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: The City of Glendale has five Historic Districts and 298 properties listed on the National Register of Historic Places. 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, the planning commission, the 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, request for service (RFS) inquiries and provides staff support for City Council, the planning commission, the 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. 156 Return to TOC Mission and Performance Measure Planning FISCAL YEAR 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Redevelopment of the Glendale Centerline. One community with a vibrant city center. • Assist in redevelopment planning process. • Update City Center Master Plan. • Implement Glendale Centerline. • Prepare and get adopted Glendale Centerline Overlay District and design guidelines. • Update zoning ordinance. • Redevelopment strategy and program for Glendale Centerline. • Update of the City Center Master Plan. • Adoption of Glendale Centerline Overlay District. • Adoption of flexible Commercial and industrial design guideline and design guidelines for the Glendale Centerline. Enhance the General Plan and Historic Preservation by planning for the future and preserving the past. One community with a vibrant city center. One community with strong neighborhoods. • Develop proposal for 10 year update of the General Plan. • Update the City Center Master Plan. • Accomplish the Loop 303 annexation. • Prepare build out scenarios to address redevelopment needs. • Implement the historic preservation element of the General Plan. • Establish additional historic districts and properties on the National Register and Glendale Register. • Provide bronze national register plaques, bronze interpretative plaques, walking and driving tour brochures and historic street signs. • Restore the Morcomb adobe house. • Restore historic buildings through Heritage and other grant opportunities. • Continue to process annexation request. • Additional downtown development. Measurement: Number of building permits by type in the Glendale Centerline. • Greater investment in historic areas. Measurement: Number of building permits issued in historic districts. 157 Return to TOC Mission and Performance Measure Planning FISCAL YEAR 2009 Area of Innovation: • Case file conversion from paper to GIS allows for quick retrieval from the desktop. • Change to staff report by improving the format and content of reports. • PowerPoint presentation for all cases having a public hearing. • Electronic transmission of correspondence to customers, commission, and board. • Turned department vehicles over to motor pool. • Limit notification of cases to within 300 feet of the property. • Succession planning implemented for historic preservation. • Succession planning implemented for county development review of strip annex area. Accomplishments: • Reduced development application processing to public hearing from 6-12 months to 90 days. • Listed Myrtle Avenue Historic District on the National Register of Historic Places. GOAL UPDATES Goal Improve department efficiency and effectiveness. One community with high quality services for citizens. Yes, website done, Zoning Ordinance scheduled for completion Was the goal met? and interdepartment coordination improved. Complete update of the Planning Department website by 06/30/09. What were the Complete Zoning Ordinance Update by 06/30/09. Performance Measures? Increase interdepartmental coordination. Challenge to meet deadlines of Deputy City Manager assignments, Obstacles/Challenges all were met. Related Council Goal Plan for the Future and Preserve the Past. One community with high quality services for citizens. Related Council Goal Ongoing. Was the goal met? • Process all annexation request- completed. What were the • Process all major plan amendments- completed. Performance Measures? • Complete update of City Center Master Plan- subject to Glendale Centerline results. Waiting for completion of Glendale Centerline project for CCMP Obstacles/Challenges update. Goal 158 Return to TOC Mission and Performance Measure Planning FISCAL YEAR 2008 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 Use technology to improve customer service. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? • Increase in positive comments about planning web site. What were the • Reduction of general calls about process, guidelines and Performance Measures? regulations. None Obstacles/Challenges Goal 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 City Council. • Complete annexation request. Annexation request processing stopped due to need to resolve Obstacles/Challenges water and sewer service for west Glendale area. Goal 159 Return to TOC City of Glendale Budget Summary by Department Planning FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget (1000) Current Planning (1000) Long-Range Planning & Research $873,959 $323,874 $919,652 $368,306 $916,652 $368,306 $695,251 $352,321 -24% -4% (1000) Planning Administration $512,714 $518,265 $503,254 $476,645 -8% $68,150 $0 $0 $0 $1,778,697 $1,806,223 $1,788,212 $1,524,217 (1000) Zoning Admin & Tech. Assist. Total - Planning BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget NA -16% Percent Over FY 09 Budget $1,654,827 $74,884 $1,685,177 $86,557 $1,682,177 $73,075 $1,654,284 $70,261 -2% -19% $41,279 $27,931 $27,931 $18,044 -35% $7,707 $6,558 $5,029 $4,544 -31% Internal Service Charges Work Order Credits ($222,916) Total - Planning $1,778,697 $1,806,223 $1,788,212 $1,524,217 -16% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Current Planning Long-Range Planning & Research 8 3 10 4 10 4 10 4 0% 0% Planning Administration 5 5 5 5 0% Zoning Admin & Tech. Assist. 5 19 19 19 0% STAFFING BY PROGRAM Total -Planning 21 160 Return to TOC X Court at the West Area Park COMMUNITY SERVICES Community Services Administration Code Compliance Community Partnership Neighborhood Improvement Grants Residential Infill Housing Library & Arts Parks & Recreation Foothills Library 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 07-08 Actual Comm. Services Admin. Total -Comm. Services Adm FY 09-10 Budget Percent Over FY 09 Budget $296,654 $293,966 $166,123 -44% $280,841 $296,654 $293,966 $166,123 -44% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $267,729 $10,284 $283,765 $10,551 $283,765 $7,863 $263,604 $7,811 -7% -26% $2,519 $2,056 $2,056 $1,657 -19% $309 $282 $282 $280,841 $296,654 $293,966 Internal Service Charges Work Order Credits STAFFING BY PROGRAM FY 08-09 Estimate $280,841 Internal Premiums Total - Comm. Services Adm FY 08-09 Budget $347 ($107,296) 23% $166,123 -44% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 2 2 2 2 0% 2 2 2 2 0% 161 Return to TOC Percent Over FY 09 Budget Mission and Performance Measure Code Compliance CODE COMPLIANCE Sam McAllen Department Description: Code Compliance is responsible for ensuring compliance with various city codes that promote public health and safety, eliminate conditions that contribute to blight and deterioration and preserve the quality of life in neighborhoods. Mission Statement: To maintain established community standards that preserve and promote the health, safety and living environment of the community and neighborhoods. Interesting Department Fact: March 2009 was a record setting month for Code Compliance with 2,022 code cases generated citywide. These are the most cases generated in any single month in the history of the department. The majority of these cases, 67% were proactively initiated by inspection staff. FISCAL YEAR 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Provide an increased level of proactive services in residential neighborhoods. One community with strong neighborhoods. Conduct proactive services in residential neighborhoods with the focus on conducting proactive code enforcement to eliminate blight and increase community awareness of city codes and enforcement policies. • Generate 10,000 new proactive code cases citywide. • Maintain sufficient volunteer staff to provide a minimum of 1,500 hours of volunteer service. Increase community awareness of city codes and enforcement procedures. One community with high quality services for citizens. Expand public outreach by actively seeking opportunities to educate citizens and provide information regarding city codes and processes used to gain compliance. • Continue to participate in Glendale University. • Participate in six neighborhood programs to provide neighborhood specific city code information. • Update the department’s website and printed materials to include bilingual information. 162 Return to TOC Mission and Performance Measure Code Compliance FISCAL YEAR 2009 Area of Innovation: • During FY 2009 the department reorganized inspector assignments and modified work assignments in an effort to better serve the citizens of Glendale. Prior to this reorganization, inspectors were assigned to work either as code compliance specialists (assigned to enforce specific violation types including commercial property, building without permits, home occupations, residential rental, and Neighborhood Focus Program) or as residential inspectors assigned to one of five geographic areas of the city that varied in size from 6 to 17 square miles. On October 1, 2008, 10 inspectors were assigned to work in one of 10 geographic areas located throughout the city. These 10 geographic areas were much smaller than those used before the reorganization, which allow the inspectors to focus on proactive inspections and become familiar with the neighborhoods in which they work. The smaller areas provide an increased efficiency, reducing the time inspectors needed to travel throughout the city, which provides more time for education and enforcement. Along with the new inspection areas, three inspectors remained focused on education and enforcement related to commercial businesses, residential rental properties, and the Neighborhood Focus Program. The implementation of smaller inspection areas and modified work assignments is improving the Code Compliance Department’s ability to identify and eliminate code violations throughout the city in a proactive and timely manner. Accomplishments: • The volunteer program continues to be expanded with the addition of two new volunteers. The new volunteers assist office staff with filing and other office related duties that have significantly increased with the increase in code cases. • In March 2009, the City Council unanimously approved amending City Code Chapter 13, Article II related to civil code enforcement. This amendment streamlines the enforcement process and will bring forth quicker resolution to neighborhoods affected by non-compliant properties. Training has been conducted for inspection staff and procedures coordinated with the Prosecutor’s Office and City Court to provide a smooth and efficient transition. GOAL UPDATES Goal Related Council Goal Was the goal met? Protect mature residential neighborhoods from the negative impact of blight and deterioration. One community with strong neighborhoods. The benchmarks for this goal have not been met. The average inspection rotation timeframe in Neighborhood Focus Program (NFP) areas was not reduced but has been maintained at the previous year's level. Additionally, the number of property maintenance cases within NFP areas have decreased from the previous fiscal year's levels. 163 Return to TOC Mission and Performance Measure Code Compliance Reduce the average inspection rotation timeframe in NFP areas by 20%. Increase property maintenance cases within NFP areas by 20% from the previous fiscal year. Code encountered a challenge in meeting this goal due to a department reorganization of inspection staff, that reduced staff assigned to conduct NFP inspections. Although these objectives may not be met, it is expected that the reorganization will result in a significant increase in proactive inspections throughout the city that will have a positive impact on NFP areas. • What were the Performance Measures? • Obstacles/Challenges Maintain community standards that promote a clean, safe and healthy living environment. One community with high quality services for citizens. Related Council Goal The goal of responding to calls for service within two business days at least 95% of the time is not being met as the current response rate is achieved 93% of the time. The goal to resolve 80% of the cases Was the goal met? within 30 days is being met as code is currently resolving 81% of its cases within 30 days. • Respond within two business days 95% of the time. What were the Performance Measures? • Resolve 80% of code cases within 30 days. Code has been challenged to respond to calls for service within two business days at a rate of 95% because the department’s current weekend coverage schedule is rotated among inspection staff and Obstacles/Challenges requires that they be off work some weekdays to compensate for the time they provided weekend inspection services. Goal FISCAL YEAR 2008 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 was provided seven days a week ensuring a continued high level of service to Glendale citizens. • The volunteer program was expanded with the addition of four new volunteers. Two of the new volunteers began assisting staff with inspections involving vacant parcels. They worked as a team inspecting vacant parcels in each council district for violations. Additionally, two volunteers were added to assist staff in removing illegal signage from city right-of-way. This change provided the department an opportunity to more effectively use staff resources and enhanced support to the community and neighborhoods. 164 Return to TOC Mission and Performance Measure Code Compliance GOAL UPDATES Maintain an increased level of code compliance within residential neighborhoods. One community with high quality services for citizens. Related Council Goal No Was the goal met? Increase proactive inspections in residential neighborhoods by 10% What were the and increase court action on repeat offenders by 25% from the Performance Measures? previous year. Proactive inspections in residential neighborhoods were increased by 33%. A decrease in court action, based upon legal requirements, impacted our ability to address repeat offenders through the civil Obstacles/Challenges citation process. The civil citation process was changed in March 2009. 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 What were the a maximum three month inspection rotation in areas with high Performance Measures? violation rates. None Obstacles/Challenges Goal 165 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 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $1,657,545 $1,643,655 $1,638,795 $1,576,174 -4% $1,657,545 $1,643,655 $1,638,795 $1,576,174 -4% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $1,389,488 $113,403 $1,466,834 $69,645 $1,466,834 $77,785 $1,466,772 $81,616 0% 17% Internal Premiums $50,187 $40,581 $40,581 $31,405 -23% Internal Service Charges Operating Capital $72,953 $31,514 $66,595 $53,595 $54,336 -18% $1,657,545 $1,643,655 $1,638,795 $1,576,174 Work Order Credits Total - Code Compliance STAFFING BY PROGRAM Code Compliance Total -Code Compliance ($57,955) -4% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 21.5 21.5 21.5 21.5 0% 21.5 21.5 21.5 21.5 0% 166 Return to TOC Percent Over FY 09 Budget Mission and Performance Measure Community Partnership COMMUNITY PARTNERSHIP Erik Strunk Department Description: Interesting Department Fact: The Community Partnerships Department consists Since 1977, the city has received $59 of three operational divisions that provide direct million in federal funds to redevelop city services, maintain the quality of life and build Glendale and provide human services stronger neighborhoods for all residents. The to eligible residents. Community Housing Division is responsible for addressing the housing needs of over 4,400 Glendale residents by operating 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, the Homeowners’ Association Training Academy, the Neighborhood Improvement Grants Program, the Community Mediation Program, the Community Volunteer Program and provides direct services to over 200 different registered neighborhood associations. Mission Statement: Connecting people through the power of community. FISCAL YEAR 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Increase civic participation and maintain strong communication with residents to provide them with information about programs and services that will improve their quality of life. One community with strong neighborhoods. Despite a challenging economic climate, the department will continue its primary mission of providing housing, civic participation opportunities and the funding of social/human services by partnering with other city departments (Code Compliance, Police, Parks & Recreation, etc.) and the community. • Increase the number of registered neighborhoods to 210. • Partner with Code Compliance and Police Department to schedule 10 new volunteer projects involving neighborhood groups. • Implement a Glendale University “Alumni Association”. • Reorganize the department, as needed, to ensure the seamless provision of services. 167 Return to TOC Mission and Performance Measure Community Partnership Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Use federal stimulus funds to assist residents in mitigating the impact of foreclosures, assist first time homebuyers, develop senior housing, provide funds for utility assistance and rapid rehousing. One community with high quality services for residents. Acquire and rehabilitate foreclosed homes; demolish blighted structures, partner with funders to assist families in the purchase of foreclosed homes, and work with developers to build housing for seniors or special-needs individuals. • Implement the $6.2 million Neighborhood Stabilization Program action plan. • Implement the $914,122 Homeless Prevention and Rapid ReHousing Program. • Use $319,325 in American Recovery and Reinvestment funds to modernize the Lamar Homes (public housing). • Begin and construct $597,820 in new CDBG-R federal stimulus projects. FISCAL YEAR 2009 Area of Innovation: • Seeing a dramatic increase in the level of foreclosures and abandoned homes, the Community Partnerships Department implemented an action plan to assist residents and neighborhoods in addressing the impact in neighborhoods of foreclosed and abandoned homes. Accomplishments: • The Community Partnerships Department provided funding resources to assist the Code Compliance Department with its “Clean and Lien” initiative to remove weeds and other debris from vacant properties. • The department participated in and/or sponsored five educational activities to assist Glendale residents facing foreclosure. • The department subscribed to an online database to provide up-to-date and daily information to all city departments impacted by foreclosures/abandoned homes. • The department applied for and received $6.2 million in Neighborhood Stabilization Program funds to provide neighborhoods and eligible residents with resources to address the foreclosure issue. GOAL UPDATES Goal Related Council Goal 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. 168 Return to TOC Mission and Performance Measure Community Partnership The department assisted Habitat for Humanity Central Arizona in the completion of the first Platinum Leed certified affordable family home in Arizona; design review of a new 11-unit single family sub-division that received approval to begin construction; Was the goal met? funded the creation of the city’s first community land bank; and facilitated the review and approval of the 28-unit “Glendale Lofts,” that will also begin construction in the fall of 2009. Add additional, affordable single-family units to the Glendale housing stock. Through our partnership with Habitat for What were the Performance Measures? Humanity, over the past decade, we have added more than 40 units to the city. Obtaining ownership rights to land at a reasonable price. Obstacles/Challenges Goal Related Council Goal Was the goal met? Maintain a registered neighborhood database of at least 200 neighborhood associations with the city. One community with high quality services for citizens. Yes, staff in the Neighborhood Partnership Office made direct contact with residents in 10 new neighborhood areas and assisted them in becoming registered with the city. There are now 200 registered neighborhood groups in the city. What were the Number of registered neighborhoods with the city. Performance Measures? Resources and apathy. Obstacles/Challenges FISCAL YEAR 2008 Accomplishments: • Established a new Geographic Information System based, online 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 Goal Maintain the financial stability of the Community Housing and Community Revitalization divisions. One community with high quality services for citizens. Yes Related Council Goal Was the goal met? What were the Receive a high performer rating by HUD. Performance Measures? A reduction in federal funds and growing maintenance costs. Obstacles/Challenges 169 Return to TOC Mission and Performance Measure Community Partnership Goal Continue the implementation of the city’s five-year neighborhood revitalization plan. One community with strong neighborhoods. Yes Related Council Goal Was the goal met? 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 170 Return to TOC City of Glendale Budget Summary by Department Comm. Partnerships FUND NUMBER / BUDGET BY PROGRAM (1000) Community Revitalization (1000) Neighborhood Partnership (1281) Mega Events - N'Hood/Volunteer (1300) HOME Program (1320) CDBG Programs (1830) Emergency Shelter Grant (2500) Community Housing Total - Comm. Partnerships BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual $495,169 $536,446 FY 08-09 Budget FY 08-09 Estimate $483,206 $532,071 $476,206 $525,971 FY 09-10 Budget Percent Over FY 09 Budget $417,609 $510,549 $47,650 $0 $0 $0 $512,576 $3,431,953 $1,418,124 $3,093,418 $502,853 $1,344,437 $1,585,573 $2,123,640 -14% -4% NA 12% -31% $98,550 $97,881 $97,881 $97,881 0% $1,781,376 $8,761,451 $8,758,451 $8,364,912 -5% $6,903,720 $14,386,151 $11,705,799 $13,100,164 -9% FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget FY 07-08 Actual Percent Over FY 09 Budget Wages/Salaries/Benefits $2,721,605 $3,124,997 $3,191,777 $3,112,072 0% Supplies and Contracts Internal Premiums $4,045,699 $121,546 $10,884,744 $106,009 $8,137,612 $106,009 $10,079,854 $99,213 -7% -6% Internal Service Charges Operating Capital Work Order Credits Total - Comm. Partnerships STAFFING BY PROGRAM Community Revitalization Neighborhood Partnership $29,069 $30,401 $30,401 $43,621 43% $240,000 $240,000 $252,271 ($486,867) 5% $14,386,151 $11,705,799 $13,100,164 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget 2 5 2 5.5 2 5.5 2 5.5 0% 0% ($14,199) $6,903,720 -9% Mega Events - N'Hood/Volunteer 0.5 CDBG Programs Community Housing 8.75 25 8.75 25 8.75 25 8.75 25 0% 0% 41.25 41.25 41.25 41.25 0% Total -Comm. Partnerships 171 Return to TOC City of Glendale Budget Summary by Department Neighborhood Imp Gr FUND NUMBER / BUDGET BY PROGRAM (1000) Neighborhood Improvement Grant Total - Neighborhood Imp Gr BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Operating Capital Work Order Credits Total - Neighborhood Imp Gr FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $646,555 $1,322,699 $640,549 $415,000 -69% $646,555 $1,322,699 $640,549 $415,000 -69% FY 07-08 Actual $83,512 $578,043 FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $803,485 $519,214 $283,352 $357,197 $350,000 $65,000 -56% -87% $1,322,699 $640,549 $415,000 -69% ($15,000) $646,555 172 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 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $21,648 $109,120 $79,666 $0 -100% $21,648 $109,120 $79,666 $0 -100% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $21,648 $109,120 $79,666 $0 -100% $21,648 $109,120 $79,666 $0 -100% 173 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. Interesting Department Fact: The Glendale Public Library’s 1939 budget totaled $2,180. The two librarians on staff at the time each earned $600 per year, and a mere $500 was allotted for books! Mission Statement: Glendale Public Library provides information, programs and services that promote lifelong learning, literacy and the love of reading to enrich the quality of life of Glendale residents. The City of Glendale is committed to a Public Art Program that brings meaningful art to citizens and celebrates both diversity and commonality in Glendale. FISCAL YEAR 2010 GOALS Goal Related Council Goal To provide Glendale residents with the information they need on a broad array of topics related to work, school, and personal life using new customer service philosophies and technologies. One community with high quality services for citizens. The Library will optimize staff and resources to provide access to information and services by doing the following: • Activities • • • The Library will utilize state-of-the-art technology to create a virtual library providing 24/7 access to electronic books and databases, catalog searching and renewals, calendar and program information, e-librarian services, and other networking tools. The Library will identify pay-for-print software that interfaces with existing machines and streamlines processes, rather than outsource those functions to an external vendor. The Library will research centralized calling as a means to streamline customer telephone services. The Library will investigate the streamlining of processes to effectively deliver library services. 174 Return to TOC Mission and Performance Measure Library & Arts • • Desired Outcomes (Perf. Measures) • • Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Visits to Glendale Library's home page will increase by 10% over the previous year. Patrons will rate pay-for-print services at 85% or higher for easy access and convenience. Patrons will rate satisfaction with telephone customer service on the Library's annual survey with a measure of 80% or higher. Library staff will internally review all aspects of streamlined library services. Consider the city’s public art collection as a financial investment and asset that will appreciate in value. One community with quality economic development. Maintain and conserve the city’s art collection according to professional standards. Inspections of collections twice annually. Preventive maintenance as needed. Follow approved policies when needed. FISCAL YEAR 2009 Area of Innovation: • The Library developed and implemented a new customer service policy and training model, called “Off Your Seat and On Your Feet.” Staff “rove” the public floor areas where patrons have the greatest point of need. A Welcome Pod was installed at Main Library as part of the program. The Welcome Pod stands near the front door and patrons are immediately greeted and directed to the resources they seek. • Summer Arts Camp registration is now promoted online through a recent partnership with the Parks and Recreation Program. Accomplishments: • The Library installed SelfCheck machines with Fines & Fees software at all three library facilities. • The Library completed the West Branch design process, including reviews of technology setup, building layout, electrical systems, and more. • In June 2009, a new half-hour arts and culture cable program will be aired on Channel 11. The program also promotes arts and culture programs through the city’s website and a monthly e-newsletter. Glendale’s arts were featured in public service announcements aired on commercial television during 2008 and 2009. GOAL UPDATES Goal Library and Arts representatives will participate in community outreach activities. 175 Return to TOC Mission and Performance Measure Library & Arts Related Council Goal Was the goal met? What were the Performance Measures? Obstacles/Challenges One community with high quality services for citizens. Yes Library and Arts representatives will attend 30 civic, school and community forums in Glendale and elsewhere in the Valley. Attrition of staff posed some challenges between staffing service desks and participating in outreach programs. Sponsor arts and culture programs for residents and visitors in all parts of the city. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? Sponsor at least one or more temporary art projects for one major What were the Performance Measures? event or festival each year. Due to economic conditions, performing arts grants have been Obstacles/Challenges reduced. Goal FISCAL YEAR 2008 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 Citizens have increased access to library resources. One community with high quality services for citizens. Yes Catalog and electronic resources are available on a 24/7 basis. Database licensing limits access to some databases. Citizens have increased access to a broad range of arts and cultural experiences. One community with high quality services for citizens. Yes Related Council Goal Was the goal met? 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. 176 Return to TOC City of Glendale Budget Summary by Department Library & Arts FUND NUMBER / BUDGET BY PROGRAM (1000) Arts Maintenance - Admin. (1000) Library FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $150,554 $8,301,867 $156,499 $8,556,345 $150,803 $8,351,703 $86,641 $7,181,646 (1220) Arts Maintenance $100,856 $127,787 $127,787 $127,787 0% (1260) Library Book Fund (1260) Library Special Revenue $119,465 $117,741 $207,313 $105,150 $207,313 $105,150 $142,223 $105,150 -31% 0% (1840) Grant Approp - Library Total - Library & Arts BUDGET BY CATEGORIES OF EXPENDITURES $98,066 $500,000 $500,000 $500,000 $8,888,549 $9,653,094 $9,442,756 $8,143,447 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget -45% -16% 0% -16% Percent Over FY 09 Budget Wages/Salaries/Benefits $6,760,060 $7,133,378 $7,089,460 $6,778,382 -5% Supplies and Contracts $1,867,135 $2,272,271 $2,105,851 $1,993,715 -12% $197,692 $63,662 $174,927 $72,518 $174,927 $72,518 $139,127 $66,861 -20% -8% $8,888,549 $9,653,094 $9,442,756 $8,143,447 Internal Premiums Internal Service Charges Work Order Credits ($834,638) Total - Library & Arts STAFFING BY PROGRAM Arts Maintenance - Admin. Library Total -Library & Arts FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate -16% FY 09-10 Budget Percent Over FY 09 Budget 0% 1 1 1 1 86.76 86.76 86.76 86.76 0% 87.76 87.76 87.76 87.76 0% 177 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. Interesting Department Fact: Glendale Parks and Recreation, in partnership with the YWCA of Maricopa County, annually serves 34,225 meals to participants at the Glendale Community Center and Glendale Adult Center. Mission Statement: To provide safe, high quality parks, open space and recreational facilities that encourage residents, businesses and visitors to live, invest and play in the community. FISCAL YEAR 2010 GOALS Goal Related Council Goal Complete the Parks and Recreation Master Plan update. One community with strong neighborhoods. Activities Solicit Request for Proposals (RFP), award contract, conduct public meetings, draft master plan, present to City Council for adoption. Desired Outcomes (Perf. Measures) Adoption of updated Parks and Recreation Master Plan by June 30, 2010. Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Obtain national agency accreditation with the Commission for Accreditation of Park and Recreation Agencies (CAPRA). One community with high quality services for citizens. Complete self-assessment, host national accreditation team site visitation, present evidence of compliance at National Recreation and Park Association’s National Congress. Achieve national accreditation by October 2009. 178 Return to TOC Mission and Performance Measure Parks & Recreation FISCAL YEAR 2009 Area of Innovation: • The department has obtained federal grants over the past three years to renovate the trail system at Thunderbird Conservation Park. A trail crew utilizing manual techniques completed a total of seven miles of reconditioned trails over the first two years. This year, the department hosted a mechanized trail building workshop for trail managers throughout the state. Thunderbird Conservation Park served as the demonstration site for the first mechanized trail building project in the state of Arizona. Using the mechanized techniques, over 13 miles of trails were renovated compared to the average 3.5 miles completed per year using manual techniques. The cost per mile was reduced from $17,000 to $4,300. Accomplishments: • The department worked with Arizona State University to complete a community wide inventory of parks and recreation facilities and services. This included both City of Glendale and public, private and non-profit facilities and services located within one mile of the city limits. This inventory is a critical step in the master plan process in that it accounts for current inventory and helps identify gaps in service. • As part of the Sahuaro Ranch Park Improvement Project, the 600-seat picnic pavilion received a renovation. The pavilion is reserved 950 times annually, accommodating over 30,000 patrons. The renovation included new roofing, lattice, paint, electrical upgrades, enhanced lighting and refinishing of 81 thirty-year old redwood picnic tables. GOAL UPDATES Begin Parks and Recreation Master Plan update process. One community with strong neighborhoods. Related Council Goal Yes Was the goal met? Obtain City Council direction by June 30, 2009. Develop a process What were the Performance Measures? to solicit public input on revising the master plan. None Obstacles/Challenges Goal Goal Complete internal self-assessment for agency accreditation with the Commission for Accreditation of Park and Recreation Agencies (CAPRA). One community with high quality services for citizens. Yes Related Council Goal Was the goal met? What were the Complete self-assessment by June 30, 2009. Performance Measures? None Obstacles/Challenges 179 Return to TOC Mission and Performance Measure Parks & Recreation FISCAL YEAR 2008 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 Avenue to 75th Avenue and Camelback Road, was the final phase in Glendale. Reach C includes various park 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. GOAL UPDATES Goal Provide safe and attractive park and open space amenities through preventive maintenance and park redevelopment. One community with strong neighborhoods. Yes Related Council Goal Was the goal met? 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 Was the goal met? Complete the construction of the X-Court & Concession/Retail What were the Performance Measures? Facility by August 31, 2007. None Obstacles/Challenges Goal 180 Return to TOC Mission and Performance Measure Parks & Recreation PARKS & RECREATION STATISTICS FY 08 ACTUALS FY 09 ESTIMATE FY 10 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* 13 $1,655,316 13 $1,686,019 13 $1,592,209 42 $5,978,260 42 $5,519,559 42 $4,756,582 24.25 $3,200,100 24.25 $1,687,767 23.25 $1,474,365 1 FTE+Seasonal $631,163 19 $2,573,701 1 FTE+Seasonal 1 FTE+Seasonal $476,633 $377,766 19 $2,377,799 19 $2,251,829 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 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 133 2 3 73 2,179 15 13,102 80 65 190 147 28,352 42 143 2 3 73 2,179 15 13,256 83 65 190 151 29,644 42 11 16 15 9 10 15 8 82 377 1,592 1,118 2,710 832 8 79 323 1,286 950 2,236 562 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 181 Return to TOC FY 08 - FY 09 % Change 7.52% 0.00% 0.00% 0.00% 0.00% 0.00% 1.18% 3.75% 0.00% 0.00% 2.72% 4.56% 0.00% FY 08 - FY 09 % Change -18.18% -37.50% 0.00% FY 08 - FY 09 % Change 0.00% -3.66% -14.32% -19.22% -15.03% -17.49% -32.45% Mission and Performance Measure Parks & Recreation FY 08 ACTUALS FY 09 ESTIMATE 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 6 1,800 15,000 1,385 55 6 1,726 12,727 1,208 60 FY 10 BUDGET FY 08 - FY 09 % Change 0.00% -4.11% -15.15% -12.78% 9.09% Participation Levels: 1425 1200 8,962 1,583 14,554 19,678 9,300 1,109 15,434 23,009 90,051 5,094 585 80,000 3,800 480 29,100 4,100 148,435 5,556 625 255,043 7,497 27,936 4,794 145,480 6,755 601 370,190 5,787 FY 08 - FY 09 % Change -19% FY 08 - FY 09 % Change 3.77% -29.94% 6.05% 16.93% FY 08 - FY 09 % Change -11.16% -25.40% -17.95% FY 08 - FY 09 % Change -4.00% 16.93% -1.99% 21.58% -3.84% 45.15% -22.81% $6.66 $6.77 $6.34 52 $0.02 $24.04 52 $0.02 $22.18 N/A N/A $18.95 $12.87 $6.78 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 registered users Participation in programs offered by the Adult Center Participation in special events hosted by the Adult Center Number of rentals/group use (Adult Center) Total attendance Foothills Rec. & Aquatics Ctr Special interest class participants 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 $232.90 $6.59 $2.54 $5.87 FY 08 - FY 09 % Change $213.16 -8.47% $5.66 -14.22% $1.92 -24.52% $171.58 $6.18 1,423 $10.35 $186.83 $4.50 1,423 $9.55 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 Avg. daily attendance at Foothills Recreation & Aquatic Center Expenditures per capita *Excludes grant funding ** Five pools are open this summer. All Aquatics numbers are for the calendar year with estimates for the 2009 season. *** Services provided include programs, special events, special intereest classes and Foothills atttendance 182 Return to TOC N/A N/A N/A $8.97 City of Glendale Budget Summary by Department Parks & Recreation FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget (1000) Adult Center (1000) Aquatics $382,579 $579,194 $412,051 $572,731 $403,338 $476,363 $378,161 $377,766 (1000) Audio/Visual $217,670 $228,507 $228,507 $214,695 $40,556 $1,777,078 $34,351 $1,938,069 $18,351 $1,738,799 $0 $1,664,699 -100% -14% (1000) Glendale Community Center $220,681 $248,143 $235,264 $208,969 -16% (1000) Historic Sahuaro Ranch $334,517 $335,218 $279,379 $307,803 -8% (1000) Marketing - Parks & Rec (1000) Park Irrigation $175,121 $344,336 $144,409 $360,155 $140,885 $355,099 $121,961 $272,580 -16% -24% (1000) Park Rangers $373,531 $371,501 $366,501 $419,997 13% (1000) Parks & Recreation Admin. (1000) Parks CIP & Planning $250,189 $323,382 $255,575 $325,930 $255,575 $309,888 $244,722 $302,396 -4% -7% $4,403,274 $4,512,855 $4,283,186 $3,514,210 -22% $242,555 $263,543 $258,043 $247,399 -6% $1,055,963 $207,770 $991,462 $225,387 $997,678 $204,499 $1,010,831 $199,214 2% -12% (1000) Sports and Health $476,130 $525,314 $489,692 $362,380 -31% (1000) Youth and Teen (1280) YSC - Parks & Rec $801,137 $235,884 $891,721 $262,000 $689,107 $262,000 $604,968 $262,000 -32% 0% $84,846 $500,000 $500,000 $500,000 0% $0 $56,781 $56,781 $32,211 -43% $124,084 $47,649 $95,000 $72,919 $94,617 $72,919 $95,000 $67,919 0% -7% $0 $101,180 $101,180 $0 -100% $0 $10,022 $5,000 $25,000 $5,000 $25,000 $5,000 $20,000 0% -20% 27% (1000) Copper Canyon HS Youth Dev Prg (1000) Foothills Recreation Center (1000) Parks Maintenance (1000) Pool Maintenance (1000) Recreation Support Services (1000) Special Events and Programs (1840) Grant Approp - Parks & Rec (1840) Youth Football Hub Grant (1880) Adult Center Self Sustaining (1880) Aquatic Self Sustaining (1880) GESD-Reimb Division (1880) Glendale Community Center (1880) Rec Self Sust-Administration (1880) Rec Self Sust-Audio/Visual -8% -34% -6% $9,451 $16,650 $16,650 $21,118 (1880) Rec Self Sust-Spec Int Classes $126,357 $197,598 $197,598 $197,598 0% (1880) Spec Events & Prgm Self Sust (1880) Sports Self Sustaining $71,541 $218,506 $94,213 $209,067 $90,023 $209,067 $89,213 $215,067 -5% 3% (1880) Youth and Teen Self Sustaining $361,279 $383,166 $383,166 $353,100 -8% $1,136 $10,966 $10,000 $244,532 $10,000 $244,532 $10,000 $10,000 0% -96% $9,542 $10,000 $10,000 $10,000 0% $0 $9,000 $9,000 $9,000 0% (1885) Dedicate A Tree (1885) Desert Gardens Park $1,781 $3,449 $5,000 $7,000 $5,000 $7,000 $5,000 $7,000 0% 0% (1885) Desert Mirage Park $1,281 $7,000 $7,000 $7,000 0% (1885) Desert Valley Park (1885) Discovery Park $0 $2,602 $2,000 $7,000 $2,000 $7,000 $2,000 $7,000 0% 0% $21,233 $44,048 $42,949 $44,038 0% $3,381 $10,000 $10,000 $10,000 0% $0 $0 $7,000 $5,000 $7,000 $5,000 $7,000 $5,000 0% 0% (1885) Ironwood Pool Repair $9,378 $35,000 $35,000 $35,000 0% (1885) Kellis Ballfield Lights $0 $9,000 $9,000 $9,000 $13,560,031 $15,067,076 $14,154,636 $12,488,015 (1885) Apollo Pool Repair (1885) Cactus Pool Repair (1885) Cardinal Pool Repair (1885) Copper Canyon Ballfield Lights (1885) Elsie McCarthy Pk. Maint (1885) GCC Pool Repair (1885) GESD ES Ballfields (1885) Ironwood HS Light Total - Parks & Recreation 183 Return to TOC 0% -17% City of Glendale Budget Summary by Department Parks & Recreation BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $8,669,233 $4,125,378 $9,106,161 $5,065,326 $8,580,262 $4,659,323 $8,191,161 $4,232,997 -10% -16% Internal Premiums $412,205 $326,925 $326,925 $255,672 -22% Internal Service Charges Operating Capital $389,621 $74,200 $334,132 $234,532 $334,012 $254,114 $381,940 14% $13,560,031 $15,067,076 $14,154,636 $12,488,015 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Adult Center 6 6 6 6 0% Aquatics 1 1 1 1 0% 2 0.75 2 0.75 2 0.75 2 0% Foothills Recreation Center 10 10 10 10 0% Glendale Community Center 3 3 3 3 0% Historic Sahuaro Ranch Marketing - Parks & Rec 3 1 3 1 3 1 3 1 0% 0% Park Irrigation 4 4 4 4 0% Park Rangers Parks & Recreation Admin. 4 2 4 2 4 2 5 2 25% 0% Work Order Credits Total - Parks & Recreation STAFFING BY PROGRAM Audio/Visual Copper Canyon HS Youth Dev Prg ($110,606) ($573,755) -17% Parks CIP & Planning 3 3 3 3 0% Parks Maintenance 28 28 28 27 -4% Pool Maintenance Recreation Support Services 3 8 3 8 3 8 3 8 0% 0% Special Events and Programs 2 2 2 2 0% 5 7.5 5 7.5 5 7.5 5 8.25 0% 10% Youth Football Hub Grant 1 1 1 Youth and Teen Self Sustaining 5 5 5 5 0% 99.25 99.25 99.25 98.25 -1% Sports and Health Youth and Teen Total -Parks & Recreation 184 Return to TOC Glendale Jazz & Blues Festival 2009 FACILITIES & FINANCIAL MANAGEMENT Facilities & Financial Management Administration Glendale Civic Center Economic Development and Rebates & Incentives Marketing & Communications Convention Center, Media Center & Parking Garage Downtown Glendale Parking Garage Return to TOC City of Glendale Budget Summary by Department Fac & Fin Mgmt FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual (1000) Facilities & Financial Mgmt $0 Total - Fac & Fin Mgmt BUDGET BY CATEGORIES OF EXPENDITURES FY 08-09 Budget FY 07-08 Actual Wages/Salaries/Benefits Supplies and Contracts FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $278,698 $277,388 $176,902 -37% $278,698 $277,388 $176,902 -37% FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $264,766 $8,190 $264,766 $6,880 $278,565 $6,514 5% -20% Internal Premiums $3,475 $3,475 $2,711 -22% Internal Service Charges Work Order Credits $2,267 $2,267 $278,698 $277,388 Total - Fac & Fin Mgmt STAFFING BY PROGRAM Facilities & Financial Mgmt Total -Fac & Fin Mgmt FY 07-08 Actual $2,263 ($113,151) 0% $176,902 -37% FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 2 2 2 0% 2 2 2 0% 185 Return to TOC Percent Over FY 09 Budget Mission and Performance Measure Glendale Civic Center GLENDALE CIVIC CENTER John Moses Department Description: The Civic Center provides competitively priced event space and services for businesses, social gatherings and the community. The ability to provide state-of-the-art conference support and technology has an appeal to business groups and associations looking for a full-service conference center. The Civic Center serves as a hospitality venue that introduces residents and non-residents to downtown Glendale, which produces a positive economic impact for Glendale. Interesting Department Fact: The 30 foot tall palm trees that create a natural canopy for weddings at the Civic Center took root in 1974 when President Nixon was still in office! The trees were planted on a fig tree farm in California and were transplanted for the Civic Center grand opening in 1999. Over 300 weddings have taken place at the Glendale Civic Center since its opening in 1999. Mission Statement: The Civic Center will provide high-quality meeting and banquet facilities and service to encourage local economic growth and promote a positive identity for Glendale. FISCAL YEAR 2010 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 Aggressive sales and regional outreach campaign. Increase facility usage over the prior fiscal year. Maintain a high level of customer satisfaction demonstrated through customer service evaluations. Related Council Goal One community with high quality services for citizens. Activities Ongoing customer service training and service delivery. Desired Outcomes (Perf. Measures) A minimum customer evaluation goal of a 90% satisfaction rating of “good”, “very good” and “excellent” as noted in client evaluation surveys. 186 Return to TOC Mission and Performance Measure Glendale Civic Center FISCAL YEAR 2009 Area of Innovation: • The Civic Center is working through Human Resources to promote the ASU West Intern Development Program. The program is budget-friendly by using non-paid interns. The program provides hands-on training and education to those studying recreation and tourism management. The program has been a complement to the Civic Center’s service and sales efforts. Accomplishments: • Over 600 hours of comprehensive sales coordination assistance, at no expense, was achieved through the Civic Center’s volunteer intern program. • The Civic Center was rated one of the top 10 meeting and convention centers in the entire state of Arizona through a business poll conducted by Arizona Business Magazine. GOAL UPDATES Goal Related Council Goal Was the goal met? Increase patron attendance at the Glendale Civic Center and grow the potential client database. One community with a vibrant city center. Attendance at the Civic Center stayed the same from FY 2008 to FY 2009 and staff increased the client database by 5%. An increase in facility usage and client database over the prior What were the Performance Measures? year. Economic conditions have caused a slow-down in the meeting industry. The current economy has resulted in some clients Obstacles/Challenges having to scale back, reduce or cancel events due to their organizational budget restrictions. Goal Maintain a high level of customer satisfaction demonstrated through customer service evaluations. One community with high quality services for citizens. Yes Related Council Goal Was the goal met? What were the Client evaluation surveys. Performance Measures? None Obstacles/Challenges 187 Return to TOC Mission and Performance Measure Glendale Civic Center FISCAL YEAR 2008 Accomplishments: • Enhanced the Civic Center website. The website now provides easy-to-access information and creates instant familiarity with the facility event space, room configurations, event setup 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 Increase patron attendance at the Glendale Civic Center. One community with a vibrant city center. Related Council Goal Yes Was the goal met? 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. Maintain a high level of customer satisfaction demonstrated through customer service evaluations. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? A minimum customer evaluation goal of a 90% satisfaction rating What were the of “good”,” very good” and “excellent” as noted in client Performance Measures? evaluation surveys. None Obstacles/Challenges Goal 188 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 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $914,524 $941,053 $885,075 $853,241 -9% $914,524 $941,053 $885,075 $853,241 -9% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $688,224 $191,345 $699,921 $209,604 $670,305 $183,242 $669,894 $176,042 -4% -16% Internal Premiums $20,359 $16,837 $16,837 $13,780 -18% Internal Service Charges Work Order Credits $14,596 $14,691 $14,691 $13,999 ($20,474) -5% $914,524 $941,053 $885,075 $853,241 -9% Total - Civic Center STAFFING BY PROGRAM Civic Center Total -Civic Center FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 7 7 7 7 0% 7 7 7 7 0% 189 Return to TOC Percent Over FY 09 Budget Mission and Performance Measure Economic Development ECONOMIC DEVELOPMENT Brian Friedman Department Description: Interesting Department Fact: The Economic Development Department directs Glendale has more than 650,000 programs to attract and retain businesses that create square feet of Class A office space in jobs, increase the tax base, improve land values and the Loop 101 corridor available for enhance central city vitality. The department businesses to consider for their strives to provide high quality service and relocation or expansion. encourage 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 2010 GOALS Goal Related Council Goal Attract new industrial and office businesses to Glendale. One community with quality economic development. Activities Establish and cultivate relationships with site selectors, developers, real estate brokers and other economic development support groups. Generate leads and convert to locates or expansions. Desired Outcomes (Perf. Measures) Present Glendale information to at least one real estate brokerage group each week. Have 10 companies decide to do business in Glendale or expand their existing business and/or have 500 net, new jobs created in FY 2010. Goal Related Council Goal Activities Implement a comprehensive proactive business retention and expansion program. One community with quality economic development. Meet with existing businesses. Use Synchronist database for tracking, evaluation and reporting purposes. 190 Return to TOC Mission and Performance Measure Economic Development Desired Outcomes (Perf. Measures) Staff, with representatives from Glendale Community College (GCC), Arizona State University West and the Glendale Chamber of Commerce, will meet with at least 30 Glendale businesses in FY 2010. FISCAL YEAR 2009 Area of Innovation: • Glendale Prospector is now on the Economic Development website for 24 hour/7 day accessibility of information about commercial sites and building available in Glendale. Accomplishments: • Implemented a comprehensive business retention and expansion program and began meeting with existing Glendale companies. • Met with all major education and medical institutions in Glendale and established a relationship of mutual collaboration and greater understanding. GOAL UPDATES Goal Attract new high wage businesses within targeted industries. One community with quality economic development. Yes Related Council Goal Was the goal met? What were the Ten locates or expansions and/or 500 net new jobs. Performance Measures? Economic downturn caused a decrease in number of businesses looking for new locations or attempting any expansion. The five companies that announced plans to move to Glendale or expand Obstacles/Challenges operations in Glendale estimate they will create more than 800 new jobs in Glendale. Work with existing businesses to protect the existing job base and identify opportunities for expansion. One community with quality economic development. Related Council Goal Yes Was the goal met? Meet with and foster relationships with at least 30 Glendale What were the Performance Measures? businesses. We made contact with over 60 companies. Due to the current economic conditions none of our existing companies are Obstacles/Challenges considering major changes in their business operations or considering any expansions at this time. Goal 191 Return to TOC Mission and Performance Measure Economic Development FISCAL YEAR 2008 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 Avenue. 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 lease agreement approved. The parking garage opened with one tenant already signed and several inquiries about the new retail What were the Performance Measures? and/or office space. One new restaurant 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 Obstacles/Challenges of new businesses. Goal 192 Return to TOC City of Glendale Budget Summary by Department Economic Development FUND NUMBER / BUDGET BY PROGRAM (1000) Downtown Beaut. & Promotion (1000) Economic Development (1010) National Events Pre-Planning (1280) YSC - Econ. Dev. Total - Economic Development BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums FY 07-08 Actual $636,624 $850,684 Total - Economic Development FY 08-09 Estimate $361,278 $960,955 $342,382 $847,623 FY 09-10 Budget Percent Over FY 09 Budget $267,475 $617,251 $60,194 $0 $0 $0 $303,050 $303,051 $303,051 $323,051 $1,850,552 $1,625,284 $1,493,056 $1,207,777 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget -26% -36% NA 7% -26% Percent Over FY 09 Budget $656,663 $1,137,893 $874,258 $728,069 $782,807 $687,292 $812,501 $539,906 -7% -26% $16,227 $16,186 $16,186 $12,977 -20% $8,255 $6,771 $6,771 $6,876 2% $1,625,284 $1,493,056 $1,207,777 Internal Service Charges Operating Capital Work Order Credits FY 08-09 Budget $31,514 ($164,483) $1,850,552 -26% STAFFING BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Downtown Beaut. & Promotion 4 4 4 4 0% Economic Development 6 7 7 6 -14% 10 11 11 10 -9% Total -Economic Development 193 Return to TOC Percent Over FY 09 Budget City of Glendale Budget Summary by Department Rebates & Incentives FUND NUMBER / BUDGET BY PROGRAM (1000) Rebates & Incentives (1000) Redevelopment Land Acquisition (1000) Visual Improvement Program Total - Rebates & Incentives BUDGET BY CATEGORIES OF EXPENDITURES Supplies and Contracts Operating Capital Total - Rebates & Incentives FY 07-08 Actual $1,254,709 $304,857 FY 08-09 Budget $2,905,200 $1,380,360 FY 08-09 Estimate $2,905,200 $155,255 FY 09-10 Budget $1,023,400 $340,590 Percent Over FY 09 Budget -65% -75% $423,075 $573,309 $100,690 $109,065 -81% $1,982,641 $4,858,869 $3,161,145 $1,473,055 -70% FY 07-08 Actual $1,820,006 FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $4,858,869 $3,161,145 $1,473,055 -70% $4,858,869 $3,161,145 $1,473,055 -70% $162,635 $1,982,641 194 Return to TOC Mission and Performance Measure Marketing/Communications MARKETING/COMMUNICATIONS Julie Frisoni Department Description: Interesting Department Fact: The Marketing/Communications Department Marketing’s office of special events consists of seven divisions, including held a food drive as part of a administration, creative services, Glendale 11, Glendale Glitters event in December. public information/ communications, special As a result of the division’s efforts, events, tourism and web services. The department 757 pounds of food and $1,347 were is also responsible for the management of the new collected. This provided meals for Glendale Media Center at Westgate City Center. more than 10,000 people. The city’s special events, which are produced within this department, draw almost a 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 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Increase membership in the West Valley Events Coalition. This group was recently formed to position the region as a preferred year-round destination for conventions, meetings and major events. One community with quality economic development. Develop initiatives and activities that will heighten awareness of the coalition that serves Avondale, Buckeye, El Mirage, Glendale, Goodyear, Litchfield Park, Peoria, Phoenix (I-17 corridor), Peoria, Sun City, Sun City West, Surprise, Tolleson, Wickenburg and Youngtown. Increase membership and/or participation in coalition activities with representatives from West Valley entertainment venues, attractions, hotels, restaurants and other tourism related businesses. Maintain level of users for city’s three websites and continue cross promoting sites. One community with high quality services for citizens. Continue interconnecting the city’s three websites to cross promote Glendale events, programs and activities to targeted audiences. 195 Return to TOC Mission and Performance Measure Marketing/Communications Desired Outcomes (Perf. Measures) Use sports and entertainment district events and new items as a vehicle to drive web traffic to all three sites. FISCAL YEAR 2009 Area of Innovation: • Marketing/Communications expanded its marketing toolbox to include “social media” as a way to market city events and activities through popular websites on the Internet. The department recently launched a web page on Facebook.com that allows users of this social networking site to join the Glendale group and find shortcut links to important city information. Accomplishments: • Marketing/Communications received two Gold Pinnacle Awards for the “Best Commemorative Poster” that was created for Glendale’s 25th Annual Gibson Jazz & Blues Festival and for “Best Press/Media Kit” created for the festival. Both the poster and media kit were produced by the department’s special events, creative services and public information employees. The Gold Pinnacle Awards are the highest honor bestowed by the International Festival and Events Association. • Glendale 11 the city’s cable station won a prestigious Emmy Award in the politics/government program category for “Glendale’s Got Game.” The entry was a compilation of three shows that featured the city’s preparations for Super Bowl XLII, as well as the week’s events leading up to the big game. The TV shows were created and produced by the station’s team of eight employees. GOAL UPDATES Promote the Glendale Media Center to external media outlets and production companies. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? The facility was used extensively by media outlets during the Fiesta Bowl and the Arizona Cardinals 2008 NFC Championship What were the Performance Measures? football games, as well as during the NCAA Men’s Basketball West Region tournament in March. Budget cutbacks among media outlets have reduced or eliminated the amount of travel and production staff the media are sending to Obstacles/Challenges cover these large sporting events. Goal Goal Related Council Goal Position Glendale as a premiere destination with Valley residents and out-of-state visitors. One community with high quality services for citizens. 196 Return to TOC Mission and Performance Measure Marketing/Communications Yes Was the goal met? What were the Maintain festival attendance from last year’s attendance record. Performance Measures? None Obstacles/Challenges FISCAL YEAR 2008 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 Glendale’s preparations for Super Bowl XLII. The segments aired Sunday nights at 10:00 p.m. during the local news broadcast. This partnership led to other media opportunities for the city, including a full-length recap show, that aired 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 information 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). 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 the prestigious Gibson Guitar company as the festival’s title sponsor. This partnership enabled staff to attract nationally recognized acts to the event which, in turn, dramatically increased attendance. The Glendale Visitor Center had another successful That Thursday Thing event season and saw its largest crowds ever. Since its opening in 2000, the Glendale Visitor Center has assisted more than 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 197 Return to TOC Mission and Performance Measure Marketing/Communications Glendale was successfully marketed and positioned as 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 websites, festivals, Glendale 11 programming, ads and collateral materials. What were the Marketing effectively promoted Glendale during the Fiesta Bowl Performance Measures? 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. One community 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 22 e-newsletters available for Glendale residents to subscribe to and more than 13,000 different email users have “opted-in” to receive the newsletters. As the number of users continues to grow, the demographics of our user audience also begins to shift, with even more nonGlendale residents visiting the city's sites to seek information about festivals, mega events and visitor information. The sites Obstacles/Challenges must continue to provide easy-to-find information for residents along with providing valuable visitor information and easy to navigate pages for visitors. 198 Return to TOC City of Glendale Budget Summary by Department Marketing and Comm. FUND NUMBER / BUDGET BY PROGRAM (1000) Cable Communications (1000) City-Wide Special Events (1000) Marketing FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $821,617 $324,584 $806,395 $331,336 $793,891 $329,277 $732,223 $313,098 -9% -6% $1,374,898 $1,476,581 $1,542,446 $1,180,221 -20% (1000) Special Events Prod. Support (1000) Tourism $55,302 $438,604 $60,150 $456,942 $51,100 $433,835 $46,804 $414,518 -22% -9% (1010) Mkt'g - Super Bowl Event $232,010 $0 $0 $0 NA $0 $54,700 $0 $0 -100% $168,769 $58,194 $169,000 $40,000 $169,000 $49,725 $169,000 $0 0% -100% $0 $30,000 $0 $0 -100% $167,959 $125,823 $90,000 $55,000 $135,000 $90,457 $104,000 $44,700 16% -19% -100% (1160) Communications Production (1281) Mkt'g - Stadium Events (1870) 4th of July (1870) Arvizu Events (1870) Chocolate Affaire (1870) Enchanted Evening (1870) Fiesta Glendale $43,281 $60,000 $42,264 $0 (1870) Glitter and Glow $109,811 $100,000 $96,149 $95,500 -5% (1870) Glitter Spectacular (1870) Glitters Light $168,347 $175,335 $111,000 $175,798 $140,058 $179,184 $99,000 $155,798 -11% -11% (1870) Jazz Festival $277,512 $160,000 $188,000 $158,000 -1% $26,065 $0 $30,000 $0 $90,093 $100,000 $30,000 $0 0% NA (1870) Other Special Events (1870) That Thursday Thing (1870) Tourism - Souvenir Program Total - Marketing and Comm. BUDGET BY CATEGORIES OF EXPENDITURES $1,151 $10,000 $52,000 $10,000 $4,569,262 $4,216,902 $4,482,479 $3,552,862 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 0% -16% Percent Over FY 09 Budget Wages/Salaries/Benefits $2,377,798 $2,580,075 $2,633,218 $2,621,552 2% Supplies and Contracts $2,025,365 $1,447,319 $1,674,288 $1,066,815 -26% $144,920 $21,179 $110,700 $78,808 $110,700 $64,273 $78,583 $51,982 -29% -34% $4,569,262 $4,216,902 $4,482,479 $3,552,862 Internal Premiums Internal Service Charges Work Order Credits Total - Marketing and Comm. ($266,070) -16% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Cable Communications 7 7 7 7 0% City-Wide Special Events 4 4 4 4 0% 12 3.5 13 3.5 13 3.5 14 3.5 8% 0% 26.5 27.5 27.5 28.5 4% STAFFING BY PROGRAM Marketing Tourism Total -Marketing and Comm. 199 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 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $295,400 $147,506 $1,895,039 $184,963 $1,629,628 $174,289 $1,375,841 $167,221 -27% -10% $442,906 $2,080,002 $1,803,917 $1,543,062 -26% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Wages/Salaries/Benefits $99,406 $103,235 $103,235 $102,171 -1% Supplies and Contracts $328,947 $1,722,533 $1,434,115 $1,321,834 -23% $2,418 $1,430 $248,222 $6,012 $248,222 $6,012 $107,582 $14,696 -57% 144% Internal Premiums Internal Service Charges Operating Capital $10,705 $12,333 Work Order Credits Total - Conv./Media/Parking STAFFING BY PROGRAM Convention/Media/Parking ($3,221) $442,906 FY 07-08 Actual $1,803,917 $1,543,062 -26% FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget 1 1 1 0% 1 1 1 0% 1 Media Center Operations Total -Conv./Media/Parking $2,080,002 1 200 Return to TOC INTERNAL SERVICES City Auditor City Manager’s Office Community Action Program Intergovernmental Programs Camelback Ranch 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 2009, the City Auditor’s Office made over 250 recommendations to reduce risk and strengthen internal controls. Management concurred with 99% of these recommendations and developed action plans to address associated 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 2010 GOALS Goal Related Council Goal Allocate resources to the areas that pose the greatest risk to the city. One community that is fiscally sound. Activities Develop a risk based audit plan that incorporates management’s concerns. Desired Outcomes (Perf. Measures) Quarterly risk based audit plan with focus on improved business processes. Goal Related Council Goal Consider the effectiveness of the city’s safety and security practices. One community that is fiscally sound. Activities Risk based audit plan incorporates safety and security concerns. Desired Outcomes (Perf. Measures) Every audit includes an assessment of compliance with laws and regulations. 201 Return to TOC Mission and Performance Measure City Auditor's Office FISCAL YEAR 2009 Area of Innovation: • Audit recognizes the need to continue to look for opportunities to efficiently and effectively accomplish daily tasks with fewer resources. To address this issue, staffing needs were assessed and resulted in one FTE administrative position being replaced with a part-time position. The continued distribution of electronic reports and maintaining electronic working papers has helped in reaching budgetary goals. As the demand for transparency in reporting to the public increases, so does the need for monitoring high risk areas. Audit continues to implement its continuous auditing program as a method for monitoring contract management and procurement card purchases. Accomplishments: • During FY 2009 14 audits and 12 special engagements were completed. Each activity included an assessment of compliance with city policies and procedures. • The risk based audit plan was modified to accommodate new risks and changes in the business environment. 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? Allocate audit resources to areas that pose the greatest risk to the city. One community that is fiscally sound. Yes Risk based plan with focus on improved controls and business processes. None Consider the effectiveness of the city’s safety and security practices. One community that is fiscally sound. Yes, 26 audits and special engagements were completed during the first six months of FY 2009. Each activity included an assessment of compliance with city policies and procedures. Every audit includes an assessment of compliance with laws and What were the Performance Measures? regulations. None Obstacles/Challenges 202 Return to TOC Mission and Performance Measure City Auditor's Office FISCAL YEAR 2008 Accomplishments: • Performed 9 performance audits, 5 audit follow-ups, 2 information technology audits and 3 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. One community 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 Goal Related Council Goal Assess the risk of the city’s information technology environment. One community with high quality services for citizens. Yes Information technology audits were conducted and What were the recommendations were made to enhance security and control Performance Measures? systems. Was the goal met? Obstacles/Challenges None 203 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 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $393,771 $453,683 $451,667 $361,958 -20% $393,771 $453,683 $451,667 $361,958 -20% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $371,328 $14,911 $434,997 $12,596 $434,997 $10,580 $438,958 $10,127 1% -20% Internal Premiums $6,186 $4,856 $4,856 $4,222 -13% Internal Service Charges Work Order Credits $1,346 $1,234 $1,234 $1,001 ($92,350) -19% $393,771 $453,683 $451,667 $361,958 -20% Total - City Auditor STAFFING BY PROGRAM City Auditor Total -City Auditor FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 4 4.5 4.5 4.5 0% 4 4.5 4.5 4.5 0% 204 Return to TOC Percent Over FY 09 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: Camelback Ranch is Glendale’s new baseball spring training facility that opened March 1, 2009. In the inaugural season a record sellout crowd of 220,291 were in attendance. 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 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Provide leadership and accountability for the organization through vigilant oversight of city’s budget during economic downturn. One community that is fiscally sound. Monitor the city’s revenues and expenditures closely in an effort to maintain city services while still remaining fiscally responsible. Ensure frequent communication with organization and timely reports to Mayor and Council on the city’s financial well-being. Budget shortfalls are recognized early with swift action taken to maintain services yet remain financially healthy. Develop, support and implement business processes and initiatives that foster diversity. One community 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. As of July 1, 2009, diversity will be added as a core competency for performance reviews of supervisors and above in the organization. The Manager’s Office provides organization with additional training, oversight and direction for diversity initiatives through new organizational development projects. The Manager’s Office hired a Diversity Administrator who facilitates dialogue among executive management and diversity groups. Spanish translation services are provided at all council meetings. 205 Return to TOC Mission and Performance Measure City Manager's Office FISCAL YEAR 2009 Area of Innovation: • The City Manager’s Office placed an emphasis on business practice changes and revived the Strategic Initiatives Group with aggressive marketing and outreach to the organization. • Staff was reduced by one FTE position and the office was able to maintain level of service provided to organization. Accomplishments: • Revived the Strategic Initiatives Group by launching “Innovate” with a focus on encouraging business practice changes in the organization. • Successfully opened Camelback Ranch on March 1, 2009 for the Chicago White Sox and Los Angeles Dodgers spring training season. The 2009 season was one of most successful spring training seasons for both the White Sox and the Dodgers. GOAL UPDATES 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. Related Council Goal Yes Was the goal met? In December 2008, ASU students working on the Centerline What were the Performance Measures? project presented their findings and recommendations to council. Maintaining the momentum of the project given the current Obstacles/Challenges economic downturn. Goal Develop, support and implement business processes and initiatives that foster diversity. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? A Diversity Administrator was hired and a Diversity Committee Chair was named. Also, as of July 1, 2009, diversity will be What were the Performance Measures? included as a core competency for supervisors and above in organization. None Obstacles/Challenges Goal 206 Return to TOC Mission and Performance Measure City Manager's Office FISCAL YEAR 2008 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 Goal services to residents and businesses. One community 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 without impacting 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. Provide leadership, vision and accountability for the organization as economic development opportunities surface and require Goal 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 Performance Measures? and entertainment district. • Downtown parking garage constructed with retail component. None Obstacles/Challenges 207 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 07-08 Actual STAFFING BY PROGRAM City Manager Total -City Manager FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $1,273,628 $1,383,464 $1,346,109 $1,058,561 -23% $1,273,628 $1,383,464 $1,346,109 $1,058,561 -23% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $1,055,536 $184,319 $1,169,394 $198,245 $1,160,268 $170,016 $1,108,730 $160,061 -5% -19% $28,889 $11,331 $11,331 $9,264 -18% $4,884 $4,494 $4,494 $1,273,628 $1,383,464 $1,346,109 Internal Service Charges Work Order Credits Total - City Manager FY 08-09 Budget $4,459 ($223,953) $1,058,561 -1% -23% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 8 9 9 9 0% 8 9 9 9 0% 208 Return to TOC Percent Over FY 09 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) Total - Comm. Action Program BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $21,528 $373,599 $141,814 $426,892 $133,895 $426,892 $133,308 $390,527 -6% -9% $395,127 $568,706 $560,787 $523,835 -8% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Wages/Salaries/Benefits $363,665 $418,505 $418,505 $418,792 0% Supplies and Contracts $19,188 $132,871 $129,302 $118,051 -11% $7,298 $4,976 $5,878 $11,452 $5,878 $7,102 $5,522 $18,122 -6% 58% $395,127 $568,706 $560,787 $523,835 Internal Premiums Internal Service Charges Work Order Credits Total - Comm. Action Program STAFFING BY PROGRAM Community Action Program (CAP) Total -Comm. Action Program ($36,652) -8% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 7 7 7 7 0% 7 7 7 7 0% 209 Return to TOC Percent Over FY 09 Budget Mission and Performance Measure Intergovernmental Programs INTERGOVERNMENTAL PROGRAMS Jessica Blazina Department Description: The Intergovernmental Programs Department (IGP) coordinates the city’s dealings with federal, state and other local governments and fosters constructive links between the city and these entities. The IGP Department keeps the Mayor and Council informed about intergovernmental issues and often represents the city’s interests in these matters. In addition, IGP handles special projects as assigned by the Mayor, Council and city management. Interesting Department Fact: There are a total of 90 legislators in the state of Arizona, 60 representatives and 30 senators. Glendale is represented by Eighteen legislators, 6 senators and 12 representatives. 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 2010 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 legislature, congress and other governmental bodies. One community with high quality services for citizens. Work with legislators, the Governor's Office, board of supervisors, congressional representatives, other elected officials and 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. One community with high quality services for citizens. Communicate with residents about the legislation bill process, communicating with legislators and legislation issues that are important to cities and neighborhoods. Conduct legislative link classes with a satisfactory rating by attendees. 210 Return to TOC Mission and Performance Measure Intergovernmental Programs FISCAL YEAR 2009 Area of Innovation: • The department continued the practice of assigning a key liaison for each department practice that has provided for more thorough and responsive engagement on issues of potential impact to the city. • We participated in audio conferences relating to opportunities for federal funding and, as a result, reduced trend expense. • Communicated with employees and Glendale residents through weekly legislative updates. Accomplishments: • Citizen participation at neighborhood day at the legislature and citizen participation in the neighborhood legislative link program. • We preserved state shared revenue distributions at the 15% distribution level. • Protected the mission of Luke Air Force Base through local and federal efforts. • 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. GOAL UPDATES Successfully advocate the city's position on issues at the State Legislature, Congress and other governmental bodies. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? Advocating for and against legislation that could affect the city in What were the Performance Measures? a positive or negative way. Negotiating compromises with competing interest groups were a Obstacles/Challenges challenge. Goal Educate Glendale residents on the legislative process and encourage their active involvement on issues of importance to the Goal city. One community with high quality services for citizens. 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 211 Return to TOC Mission and Performance Measure Intergovernmental Programs FISCAL YEAR 2008 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. GOAL UPDATES Educate Glendale residents on the state legislative process and encourage their active involvement on issues of importance to the Goal city. One community 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 Administer a federal program that assures full participation in federal issues of all types to enhance the quality of life for Glendale residents. One community with high quality services for citizens. Yes Related Council Goal Was the goal met? What were the City of Glendale projects awarded $1.3 million in earmarks. Performance Measures? None Obstacles/Challenges 212 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 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $573,227 $767,868 $749,791 $475,837 -38% $573,227 $767,868 $749,791 $475,837 -38% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $375,216 $190,590 $395,565 $366,139 $395,565 $348,062 $396,803 $89,169 0% -76% Internal Premiums $5,834 $4,930 $4,930 $4,152 -16% Internal Service Charges Work Order Credits $1,587 $1,234 $1,234 $1,194 ($15,481) -3% $573,227 $767,868 $749,791 $475,837 -38% Total - Intergovt. Programs STAFFING BY PROGRAM Intergovernmental Programs Total -Intergovt. Programs FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget 4 4 4 4 0% 4 4 4 4 0% 213 Return to TOC Percent Over FY 09 Budget Glendale Public Safety Facility PUBLIC SAFETY Fire Department Police Department Homeland Security Glendale Public Safety Training Center Return to TOC Mission and Performance Measure Glendale Fire Department GLENDALE FIRE DEPARTMENT Chief Mark Burdick Department Description: The Glendale Fire Department provides core life safety services through the following divisions/programs: fire suppression and property preservation; basic and advanced life support (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 and community education. Interesting Department Fact: The oldest fire station in the City of Glendale, built in 1969, is Fire Station 151 located at 7505 N. 55th Avenue. The Glendale Fire Department is preparing to relocate the personnel housed at Fire Station 151 to their new location at 52nd Avenue and Lamar in July of 2009. Mission Statement: Fast - Caring - Innovative - Professional FISCAL YEAR 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Reduce the impact of pain and suffering within our community through crisis intervention and response. One community with high quality services for citizens. Offer crisis intervention to victims, family and witnesses during a traumatic event. Provide crisis intervention in the form of transportation, referrals for social services, grief support and death notification. Ensure adequate pool of volunteers to provide capability to respond to a minimum of 1000 calls per year (actual client contacts). Improve our internal and external customer service through continuous assessment, progressive management and quality personnel practices. One community focused on public safety. Conduct response time studies, at least monthly, to determine appropriate training for personnel and effective deployment resources. Respond within 4 minutes travel time, 90% of the time, to medical incidents that require basic life support and within 8 minutes travel time, 90% of the time, to medical incidents that require advanced life support. 214 Return to TOC Mission and Performance Measure Glendale Fire Department FISCAL YEAR 2009 Area of Innovation: • The Glendale Fire Department has been actively involved in providing training on a new CPR method called continuous chest compressions (CCC). This new method has proven successful with survival rates in cardiac arrest patients. Glendale Fire has been featured in local and national media due to our continued efforts in CCC. Accomplishments: • A successful partnership with Daisy Mountain Fire and Scottsdale Healthcare allowed for the opening of the health center at the Glendale Regional Public Safety Training Center. The scheduling and performing of physicals began in April 2009. • Completed an IGA with the University of Arizona to participate in the RAMPART study that has the potential of doing the following: • Raise the standard of care for the citizens, • Enhance training for our paramedics, • Provide a link between Glendale Fire and the National Institutes of Health, • Provide care for the public at no cost to Glendale and • Provide training for our paramedics at no cost to Glendale. GOAL UPDATES Reduce the loss of life within the community through pro-active public education programs. One community focused on public safety. Related Council Goal Yes Was the goal met? Provide education to 10% of the city population over two years What were the Performance Measures? and reduce 911 calls by .5% in the first year and 1% in year two. We met the education measurement by providing proactive public education to 10.6% of Glendale’s population. 911 calls increased Obstacles/Challenges slightly this year, therefore, the reduction of 911 calls by 0.5% was not met. Goal Goal Prepare for catastrophic events and minimize risk to our community. One community focused on public safety. Yes Related Council Goal Was the goal met? What were the Conduct one CERT class per year. Performance Measures? Securing grant funding and purchasing the equipment needed to provide the training. Also, due to the age of the grant, staff was Obstacles/Challenges required to rewrite the grant to fit the needs of today’s program in order to purchase the required equipment. 215 Return to TOC Mission and Performance Measure Glendale Fire Department FISCAL YEAR 2008 Accomplishments: • On September 1, 2007 a partnership between AirEvac and the cities of Glendale, Avondale and Surprise launched a helicopter service with medical transport and fire reconnaissance capabilities for these three communities. 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 Provide fast, effective emergency response to our community through proper support and deployment of staffing, apparatus and Goal equipment. One community with a vibrant city center. Related Council Goal 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 two two-man medic units deployed in the city to help reduce response times and increase reliability. Fire also implemented a new helicopter program, Helicopter Air-medical and Logistical Operations, (HALO) in a unique partnership with a private vendor Was the goal met? and three municipalities. Fire finalized a process to place larger apparatus into the city CIP and we will begin to replace two 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. 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 that require basic life support and What were the within 8 minutes travel time, 90% of the time, to medical Performance Measures? incidents, which require advanced life support. Provide coverage on a 24/7 basis with HALO 151. Conduct annual inventory and develop an ongoing process regarding replacement of larger apparatus. 216 Return to TOC Mission and Performance Measure Glendale Fire Department Obstacles/Challenges The implementation of only two medic units was not sufficient to allow overall response times to meet desired benchmarks. An additional medic unit will be requested in the future. The helicopter program’s process for completing and approving intergovernmental agreements completed and approved by three City Councils proved to be a very lengthy process. The largest obstacle facing fire resource management is a facility to store and organize equipment. Most of our spare apparatus is stored outside 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. Improve our internal and external customer service through continuous assessment, progressive management and quality Goal personnel practices. One community focused on public safety. Related Council Goal Yes Was the goal met? Fully implement the five 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 better emergency response services. Additionally, increasing staffing levels will reduce overtime What were the Performance Measures? requests in future budgets. Teach fire science to students at two high schools, three days per week, annually. At the Glendale Regional Public Safety Training Center maintain a graduation rate of 95% from the academy and a retention rate of 95% during the probation period. For the high school program equipment continues to be the challenge. When Glendale Fire started its own training facility, we redirected all surplus 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 Obstacles/Challenges 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 physical injuries and record summer heat was a challenge in attaining our goal of a graduation rate of 95%. 217 Return to TOC City of Glendale Budget Summary by Department Fire Department FUND NUMBER / BUDGET BY PROGRAM (1000) Air-Med & Logistics Ops (HALO) (1000) Ambulance Services (1000) Fire Admin Services (1000) Fire Administration (1000) Fire Community Services (1000) Fire Life Safety Services Adm. (1000) Fire Marshal's Office (1000) Fire Medical Services & Health (1000) Fire Operations (1000) Fire Resource Management FY 07-08 Actual FY 08-09 Budget $680,660 $519,290 FY 08-09 Estimate $736,076 $512,683 $736,076 $512,683 FY 09-10 Budget Percent Over FY 09 Budget $766,930 $511,976 4% 0% NA $300,797 $0 $0 $0 $1,171,544 $357,255 $1,841,477 $498,968 $1,967,835 $497,968 $1,970,176 $19,250 7% -96% -100% $725,640 $126,681 $0 $0 $1,193,571 $1,121,258 $1,115,832 $1,092,857 -3% $505,094 $16,712,910 $454,168 $17,982,517 $451,443 $17,981,017 $86,479 $18,260,976 -81% 2% $2,727,007 $2,822,315 $2,836,789 $2,502,839 -11% (1000) Fire Special Operations (1000) Fire Training $93,000 $413,852 $32,407 $387,043 $28,907 $387,043 $25,907 $38,694 -20% -90% (1000) PS Training Ctr - Fire $545,431 $681,053 $681,053 $709,310 4% (1010) Fire - Super Bowl Event $858,547 $0 $0 $0 NA (1281) Fire - Fiesta Bowl Event (1281) Stadium - Fire Event Staffing $260,960 $227,757 $160,000 $230,000 $160,000 $230,000 $159,942 $229,886 0% 0% (1282) Arena - Fire Event Staffing (1720) Fire - Special Revenue Fund (1840) Grant Approp - Fire Dept (2530) PS Training Ops - Fire (2538) Glendale Health Center Total - Fire Department $167,616 $307,407 $307,407 $299,456 -3% $5,554,895 $532,171 $8,631,958 $3,025,000 $6,815,360 $3,025,000 $5,692,430 $2,925,000 -34% -3% $914,725 $913,268 $883,268 $864,824 -5% $0 $0 $0 $54,000 $34,462,722 $40,464,279 $38,617,681 $36,210,932 218 Return to TOC NA -11% City of Glendale Budget Summary by Department Fire Department BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Wages/Salaries/Benefits Supplies and Contracts $27,600,064 $4,544,598 $30,292,182 $7,168,283 $29,710,118 $6,702,915 $29,473,629 $6,120,941 -3% -15% Internal Premiums Internal Service Charges Operating Capital Work Order Credits Total - Fire Department STAFFING BY PROGRAM Percent Over FY 09 Budget $889,354 $917,000 $907,870 $737,555 -20% $1,088,553 $396,436 $1,326,814 $760,000 $1,257,514 $39,264 $1,164,793 -12% $34,462,722 $40,464,279 $38,617,681 $36,210,932 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget ($56,283) Air-Med & Logistics Ops (HALO) ($1,285,986) -11% 4 4 4 0% Ambulance Services 2 2 2 2 0% Fire Admin Services Fire Administration 2 4.5 13.5 13.5 17.5 30% 12 0% 195 6 5% -14% 1 50 0% 0% Fire Assessment & Planning 1 Fire Community Services 4 5 5 Fire Life Safety Services Adm. Fire Marshal's Office 3 12 1 12 1 12 Fire Medical Services & Health 3 3 3 192 7 186 7 186 7 Fire Operations Fire Resource Management Fire Special Operations 1 Fire Training 4 3 3 Arena - Fire Event Staffing Fire - Special Revenue Fund 1 21 1 50 1 50 PS Training Ops - Fire Total -Fire Department 6 6 6 6 0% 263.5 293.5 293.5 293.5 0% 219 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 Accident collisions declined 17% (by development, the Glendale Police Department more than 1,000 incidents) in 2008 focuses on preventing crime and maintaining order, when compared to 2007. 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 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 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Enhance response to crime. One community focused on public safety. • Implement new theft prevention initiatives. • Focus enforcement efforts on reducing repeat victimization and hot spots. • Increase communication with victims regarding case status. Reduce theft related crimes by 5%. Enhance community outreach. One community focused on public safety. • Increase the promotion of neighborhood watch groups. • Creation of a business watch program. • Conduct a citizen customer service survey. • Improve the volunteer program. Increase the number of neighborhood watch groups by 10% and create a new business watch program. 220 Return to TOC Mission and Performance Measure Glendale Police Department FISCAL YEAR 2009 Area of Innovation: • Implemented property crimes' repeat offender program (ROP) detail. The purpose of the ROP program is to target, for enhanced prosecution, those offenders committing a high rate of felony property crimes, including robbery and aggravated assault. The property crimes unit historically had only one detective assigned to the repeat offender program. The criminal investigations division assigned more detectives to the ROP detail to allow them to focus on repeat property offenders and on suspects who other detectives have developed probable cause for arrest. In 2007, 52 people were in the program, and in 2008, there were 84 people in the program, an increase of 61%. Accomplishments: • In 2008, violent crime was down in Glendale by almost 15% as compared to 2007. A significant reduction in aggravated assaults, which were down over 28%, was responsible for the decrease in violent crime. Burglaries were down over 4% and auto thefts were down almost 22%. • Through the use of zone deployment, response times to all calls for service were reduced significantly. Under zone deployment, patrol officers are assigned to one of four patrol zones and patrol sergeants work with their officers to manage calls for service assigned to their zones. This approach facilitates problem solving, provides a concentration of personnel in neighborhoods experiencing higher crime level, and allows significant flexibility in deploying patrol resources to address emerging crime trends. This approach resulted in reduced respond times and an increased level of officer safety. GOAL UPDATES Goal Reduce Part I violent crime by 10 percent. One community focused on public safety. Yes Related Council Goal Was the goal met? What were the Part I violent crime decreased almost 15% compared to 2007. Performance Measures? Robberies, which are included in the Part I violent crime category, Obstacles/Challenges increased even though overall violent crime total decreased. Goal Review internal practices for quality and effectiveness within the department. One community focused on high quality services for citizens. Yes Related Council Goal Was the goal met? What were the Prepare work flow studies of practices and process. Performance Measures? The number one obstacle was the lack of staffing to continue the Obstacles/Challenges project. 221 Return to TOC Mission and Performance Measure Glendale Police Department FISCAL YEAR 2008 Accomplishments: • After members of the department established 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 43 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 violators were identified and steps were taken to secure their arrests. There was a 28.6% decrease in the number of registered offenders moving into the city in 2007 and a 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 Focus on known and repeat offenders. One community focused on public safety. Related Council Goal Yes Was the goal met? 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 online tip form and a hotline phone number for citizens to submit information about these criminals and criminal activity. None Obstacles/Challenges Goal Goal Related Council Goal Was the goal met? Increased traffic safety. One community focused on public safety. Yes 222 Return to TOC Mission and Performance Measure Glendale Police Department 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 the Citizens Academy. Police personnel worked extended hours and days each week because of special events, so some of the resources were limited Obstacles/Challenges during the fall season. 223 Return to TOC City of Glendale Budget Summary by Department Police Department FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget (1000) Central Patrol Bureau (1000) Crime Investigations $10,726,304 $7,362,455 $12,375,283 $8,344,339 $12,375,283 $8,344,339 $11,351,409 $8,457,862 (1000) Foothills Patrol Bureau $9,379,830 $10,446,363 $10,446,363 $10,685,898 2% (1000) PD - Communications (1000) PD - Detention $2,382,842 $2,201,661 $2,627,443 $3,296,698 $2,627,443 $3,296,698 $2,482,401 $2,284,386 -6% -31% (1000) PD - Fiscal Management $2,003,830 $1,932,043 $1,932,043 $1,874,647 -3% (1000) PD - Special Operations $4,624,185 $5,185,780 $5,185,780 $4,453,733 -14% (1000) PD - Tow Administration (1000) Police Administration $29,646 $2,917,842 $64,737 $3,781,884 $64,737 $3,781,884 $61,346 $3,467,476 -5% -8% (1000) Police Legal Services Percent Over FY 09 Budget -8% 1% $466,363 $494,147 $494,147 $250,072 -49% $1,933,566 $3,531,823 $1,930,203 $3,345,962 $1,930,203 $3,345,962 $2,595,905 $2,206,873 34% -34% (1000) PS Training Ctr - Police $545,431 $681,052 $681,052 $709,310 4% (1010) PD - Super Bowl Event $1,037,498 $0 $0 $0 NA (1281) PD - Fiesta Bowl Event (1281) Stadium - PD Event Staffing $531,787 $1,112,997 $402,773 $1,328,717 $402,773 $1,328,717 $401,268 $1,336,109 0% 1% (1000) Police Personnel Management (1000) Police Support Services (1282) Arena-PD Event Staffing (1700) Patrol - Special Revenue Fund (1840) Grant Approp - Police Dept $493,248 $852,549 $852,549 $836,672 -2% $11,076,859 $2,238,094 $16,370,001 $3,600,000 $12,688,541 $3,600,000 $11,985,031 $3,400,000 -27% -6% (1840) Victim Rights - PD $0 $22,800 $22,800 $100,688 342% (1840) VOCA 2003-113 $0 $182,752 $182,752 $106,983 -41% $23,221 $1,091,371 $225,000 $1,074,146 $225,000 $1,074,146 $225,000 $1,099,312 (1860) Federal RICO (1860) State RICO (2530) PS Training Ops - Police Total - Police Department $279,180 $406,715 $406,715 $412,869 $65,990,033 $78,971,387 $75,289,927 $70,785,250 224 Return to TOC 0% 2% 2% -10% City of Glendale Budget Summary by Department Police Department BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Wages/Salaries/Benefits Supplies and Contracts $50,467,826 $9,250,751 $59,886,379 $12,472,337 $57,095,492 $12,077,570 $57,246,107 $10,516,374 -4% -16% Internal Premiums $2,927,206 $3,005,774 $2,893,126 $2,396,919 -20% Internal Service Charges Operating Capital $2,188,905 $1,845,972 $2,625,035 $981,862 $2,582,202 $641,537 $2,549,266 $256,378 -3% -74% $65,990,033 $78,971,387 $75,289,927 $70,785,250 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Central Patrol Bureau 134 128.5 128.5 120 -7% Crime Investigations 81 80 80 85 6% 113 30.25 106.5 34.5 106.5 34.5 116 35.5 9% 3% PD - Detention 12 13 13 13 0% PD - Special Operations 42 48 48 44 -8% PD - Tow Administration Police Administration 11 1 22 1 22 1 26 0% 18% Work Order Credits Total - Police Department STAFFING BY PROGRAM Foothills Patrol Bureau PD - Communications Police Legal Services ($690,627) Percent Over FY 09 Budget ($2,179,794) -10% 4 4 4 2 -50% 19 61.75 21 44.5 21 44.5 29 31.5 38% -29% Stadium - PD Event Staffing 2 2 2 2 0% Arena-PD Event Staffing 1 1 1 1 0% Patrol - Special Revenue Fund Victim Rights - PD 42 118 118 118 1 0% Police Personnel Management Police Support Services VOCA 2003-113 State RICO PS Training Ops - Police Total -Police Department 2 2 2 1 -50% 0.5 2 0.5 2 0.5 2 0.5 2 0% 0% 557.5 628.5 628.5 628.5 0% 225 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: Glendale Homeland Security met the required standards to be recognized as a StormReady community. The City of Glendale is one of only eight cities in Arizona, and one of 584 cities/communities nationwide to be designated as StormReady by the National Weather Service. 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 2010 GOALS Goal Develop a revised disaster mitigation plan. Related Council Goal One community focused on public safety. Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Activities • Hazard identification and risk analysis. • Develop an asset inventory. • Develop a city capability assessment document. • Draft a revised disaster mitigation plan. Develop and publish a revised disaster mitigation plan by November 30, 2009. Develop standard operating procedures (SOP) for both damage assessment and debris management teams. One community focused on public safety. • Work with the Building Safety, Code Compliance and Field Operation Departments to identify SOP requirements. • Develop an SOP for damage assessment teams. • Develop an SOP for debris management teams. 226 Return to TOC Mission and Performance Measure Homeland Security Desired Outcomes (Perf. Measures) Develop and publish both standard operating procedures by November 30, 2009. FISCAL YEAR 2009 Area of Innovation: • In FY 2009 the City of Glendale emergency management staff began the process of standardizing the EOC administrative process across the entire west valley region. Accomplishments: • Designation as a StormReady community by the National Weather Service. • Completion of the Phase 1 continuity plan for the city. GOAL UPDATES Goal Related Council Goal Was the goal met? Develop a continuity plan. One community focused on public safety. Yes What were the Complete a phase 1 continuity plan by June 30, 2009. Performance Measures? None Obstacles/Challenges Goal Related Council Goal Was the goal met? Develop the city’s disaster exercise procedure with associated 5 year exercise schedule. One community focused on public safety. Yes Develop a disaster exercise procedure document with associated What were the Performance Measures? five year exercise schedule by June 30, 2009. Obstacles/Challenges None FISCAL YEAR 2008 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. 227 Return to TOC Mission and Performance Measure Homeland Security GOAL UPDATES Goal Develop a long term disaster recovery plan. One community focused on public safety. No Related Council Goal Was the goal met? What were the Develop and review a long-term recovery plan by June 30, 2008. Performance Measures? Prerequisite plans must be finished before final plan document can be developed. Staffing shortages caused planning projects to slow Obstacles/Challenges down significantly. Develop an emergency preparedness training program. One community focused on public safety. Related Council Goal Yes Was the goal met? An emergency skills training needs assessment was created. What were the Lesson plans and other documents were created to facilitate Performance Measures? classroom learning. Having staff available to teach and develop courses. Obstacles/Challenges Goal 228 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. (1010) EOC - Super Bowl Event Total - Homeland Security BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual $826,037 $125,508 FY 08-09 Budget FY 08-09 Estimate $902,388 $129,987 $902,388 $129,987 FY 09-10 Budget Percent Over FY 09 Budget $681,241 $121,942 $191,008 $0 $0 $0 $1,142,553 $1,032,375 $1,032,375 $803,183 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget -25% -6% NA -22% Percent Over FY 09 Budget Wages/Salaries/Benefits $615,010 $652,953 $652,953 $572,003 -12% Supplies and Contracts Internal Premiums $315,299 $12,708 $322,197 $8,645 $322,197 $8,645 $298,185 $8,366 -7% -3% $4,987 $38,580 $38,580 $31,164 -19% $197,503 $10,000 $10,000 $1,032,375 $1,032,375 Internal Service Charges Operating Capital Work Order Credits Total - Homeland Security STAFFING BY PROGRAM Emergency Operations Ctr (EOC) Homeland Security Admin. Total -Homeland Security ($2,954) $1,142,553 ($106,535) $803,183 -22% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget 6 1 6 1 6 1 6 1 0% 0% 7 7 7 7 0% 229 Return to TOC Glendale Material Recovery Facility PUBLIC WORKS Public Works Administration Engineering Field Operations Transportation Utilities Glendale Sanitation Truck 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 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $204,139 $213,329 $212,039 $203,137 -5% $204,139 $213,329 $212,039 $203,137 -5% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $196,546 $4,683 $202,513 $8,062 $202,513 $6,772 $200,866 $6,347 -1% -21% Internal Premiums $1,730 $1,560 $1,560 $1,231 -21% Internal Service Charges Work Order Credits $1,180 $1,194 $1,194 $1,250 ($6,557) 5% $204,139 $213,329 $212,039 Total - Public Works Admin. $203,137 -5% STAFFING BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Public Works Administration 1 1 1 1 0% 1 1 1 1 0% Total -Public Works Admin. 230 Return to TOC Percent Over FY 09 Budget Mission and Performance Measure Engineering ENGINEERING Larry Broyles Department Description: The Engineering Department provides design and construction management, survey, construction inspection and materials testing services for public works projects constructed within the city. The department also provides various private development related services that include engineering plan reviews, property management, landscaping plan review and inspection, mapping, records and floodplain ordinance administration. Interesting Department Fact: The Engineering Department managed the design and construction of both the offsite and onsite development of the city’s new Camelback Ranch Spring Training Facility. Total cost for both projects exceeded $120 million and were completed in a record time of 15 months. 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 2010 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. One community with high quality services for citizens. • • • • Manage public relations for capital projects. Procurement and engineering management services. Complete 90% of the neighborhood meetings with a 90% satisfaction rating. Complete 90% of the projects with an 85% and above satisfaction rating from our department’s clients. Ensure all private development projects constructed within Glendale are reviewed in a timely manner. One community 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. 231 Return to TOC Mission and Performance Measure Engineering FISCAL YEAR 2009 Area of Innovation: • The Engineering project manager’s manual was prepared as an aid to provide continuity in the successful completion of all CIP projects. To reduce costs of printing and improve timeliness of and access to the manual, it is now available via a secure network. • Previously, our customers (residents, client departments, management team, contractors, utilities companies, etc.) would follow the same procedures for the procurement of consulting services regardless of the value of the project. This resulted in delays, and in some cases, the cancellation of projects due to grant requirements. • After a comprehensive review and evaluation, the CIP Division decided to develop, implement and monitor a new method of procurement. This new method included establishing a list of 14 consultants qualified to provide services in the areas of general civil engineering, water/wastewater and transportation. By using this on-call consultants list, the time to procure consulting services was reduced by six to nine weeks. • The former versions of the professional services agreement and construction manager at risk contracts allowed consultants to easily change the wording and use a “lump sum” pay basis. Much time was spent in getting the consultants to show their cost break out and in revising the consultant edits to a contract acceptable to the city. • The CIP Division, in cooperation with the City Attorney’s Office, created two new “time and materials” contracts. Consultants complete the contracts by filling in the blanks. The consultants also create exhibits for the contracts and enter these into a “boiler plate” as well. The new contracts can be quickly checked by the project managers for changes and for the time and materials cost breakdown. The time devoted to editing contracts has been shortened by as much as two weeks. • Land Development decreased the city’s exposure to unfinished public infrastructure associated with private development by requiring performance bonds on all major improvements in the public right-of-way or public utility easements. • A significant portion of private development in the city is required to improve the adjacent public roadway and/or extend public water and sewer lines to service the development. If a developer begins these improvements and then cannot finish them for one reason or another, the city can use the bonded funds to finish the improvements. Often times these unfinished improvements could pose a significant risk to public health and safety and become a public eyesore. Requiring performance bonds on public infrastructure required to be constructed by private developers will ensure that the improvements are completed in a timely and satisfactory manner at no cost to the city. Accomplishments: • Among the several dozen capital projects this department completed are the Camelback Ranch Spring Training Facility, 51st Avenue intersection improvements, Grand Avenue access improvements and Catlin Court beautification. 232 Return to TOC Mission and Performance Measure Engineering GOAL UPDATES Provide a Capital Improvement Program that assures accurate information, optimizes available resources and provides needed Goal projects for our community. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? Complete 90% of the projects with 85% and above satisfaction What were the rating from our department’s clients. Performance Measures? None Obstacles/Challenges Ensure all private development projects constructed within Glendale are reviewed in a timely manner. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? Complete 90% of plan reviews within established timelines (20 What were the working days) and complete 90% of scheduled testing services Performance Measures? inspections within 48 hrs. None Obstacles/Challenges Goal FISCAL YEAR 2008 Accomplishments: • Among the several dozen projects this department completed are the Oasis Water Campus, Cholla Water Treatment Plant process improvements and Catlin Court improvements. GOAL UPDATES Ensure all private development projects constructed within Glendale are reviewed in a timely manner. One community 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 233 Return to TOC Mission and Performance Measure Engineering Provide a capital improvement program that assures accurate information, optimizes available resources and provides needed Goal projects for our community. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? Complete 90% of the projects with 85% and above satisfaction What were the Performance Measures? rating from our department’s clients. None Obstacles/Challenges 234 Return to TOC City of Glendale Budget Summary by Department Engineering FUND NUMBER / BUDGET BY PROGRAM (1000) BofA Bank Building (1000) CIP Administration FY 07-08 Actual FY 08-09 Budget $474,443 ($173,481) FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $484,735 $885,193 $468,358 $871,728 $256,579 $659,816 -47% -25% (1000) CIP Construction $323,358 $0 $0 $0 NA (1000) CIP Design (1000) Construction Inspection $251,074 $629,822 $0 $656,504 $0 $653,232 $0 $618,217 NA -6% (1000) Engineering Administration $426,684 $551,211 $546,546 $688,011 25% (1000) Land Development Division $499,008 $520,144 $515,483 $490,751 -6% (1000) Mapping and Records (1000) Materials Testing $227,353 $226,179 $204,554 $254,572 $189,086 $250,284 $174,301 $237,894 -15% -7% $0 $172,317 $135,421 $56,400 -67% $220,059 $222,894 $201,747 $225,765 $194,788 $225,765 ($69,279) $220,798 -134% -2% (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 $108,571 $119,354 $119,354 $113,277 $3,435,964 $4,276,096 $4,170,045 $3,446,765 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget -5% -19% Percent Over FY 09 Budget $3,558,585 $3,825,848 $3,825,848 $3,800,978 -1% Supplies and Contracts $702,558 $933,622 $827,571 $503,062 -46% Internal Premiums Internal Service Charges $144,435 $82,013 $113,378 $65,248 $113,378 $65,248 $85,131 $78,291 -25% 20% Work Order Credits ($1,051,627) Total - Engineering $3,435,964 ($662,000) $4,276,096 ($662,000) $4,170,045 ($1,020,697) 54% $3,446,765 -19% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget CIP Administration 9 15 15 15 0% CIP Construction 3 CIP Design Construction Inspection 4 7 7 7 7 0% Engineering Administration 4 5 5 7 40% Land Development Division Mapping and Records 5 3 5 2 5 2 5 2 0% 0% Materials Testing 3 3 3 3 0% Real Estate Services 3 2 2 Utility Inspection Transportation Engineering Pgm 3 1 3 1 3 1 3 1 0% 0% 45 43 43 43 0% STAFFING BY PROGRAM Total -Engineering 235 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 The sanitation division held the city’s operating divisions and several “sub-divisions” that first ever E-Waste event on February have key operational functions within the primary 7, 2009 and over 300 Glendale divisions. The equipment management division has residents participated in the program. four sub-divisions consisting of fleet maintenance and repairs, fuel services, parts acquisitions and vehicle replacement. The streets division consists of street maintenance and repairs, street cleaning and right-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 2010 GOALS Goal Related Council Goal Complete a comprehensive needs analysis and cost evaluation associated with proposed improvements including reconfiguration of landfill entrance roadway (Phase II) and relocation of the scale house and administrative facilities. One community with high quality services for citizens. Evaluate relocation, design, construction and costs associated with landfill facilities. • Incorporate the Landfill Master Plan into the needs analysis. A sound design plan that provides operation efficiencies to landfill operations. • Activities Desired Outcomes (Perf. Measures) 236 Return to TOC Mission and Performance Measure Field Operations Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Integrate motor pool vehicles into equipment management operations in order to reduce fleet operational cost by elimination of cost inefficient, low usage vehicles within the city. One community that is fiscally sound. A utilization report for all motor pool vehicles will be prepared to identify usage for FY 2009. The size and the makeup of the motor pool will be adjusted based on the annual utilization. Fleet size, when adjusted for growth vehicles, will be compared with previous years to ensure the total fleet size is being reduced as a result of motor pool operations. FISCAL YEAR 2009 Area of Innovation: • The facilities management plumbers redesigned the park’s drinking fountains to stop debris from entering the underground piping, and added a powder coat of paint. This reduces the amount of time spent clearing a plugged drain and prolongs the life of the fountain. Accomplishments: • Streets division implemented a multi departmental process to manage large pavement overlay projects with an emphasis on coordinated participation from inception to completion. • Billing for the MRF is now conducted weekly and terms have been changed from the standard net 30 to net 15 days for receiving payment. This has not only minimized the potential for bad debt, but revenue collection by the City of Glendale occurs on a timelier basis. GOAL UPDATES Provide efficient preventive maintenance for city assets including city vehicles and equipment. One community with high quality services for citizens. Related Council Goal Yes Was the goal met? Preventive maintenance compliance increased from 85% to 90% What were the Performance Measures? completion rate within 30 days. Outdated software and departments turning vehicles in on time Obstacles/Challenges after receiving preventive maintenance (PM) notices. Goal Goal Related Council Goal Was the goal met? To reduce recycling contamination by 2% for the fiscal year. One community with high quality services for citizens. No 237 Return to TOC Mission and Performance Measure Field Operations Recycling waste stream is audited semi-annually to measure the What were the Performance Measures? recycling contamination rate. Recycling contamination has increased as the economy has worsened and as home owners/tenants use recycling containers for Obstacles/Challenges refuse as they vacate residences. FISCAL YEAR 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. One community 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. One community 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 238 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 07-08 Actual $232,130 $1,382,767 FY 08-09 Budget $253,833 $1,299,308 FY 08-09 Estimate $239,833 $1,262,308 ($6,537) FY 09-10 Budget Percent Over FY 09 Budget $235,540 $1,159,853 -7% -11% $29,298 $156,400 $102,859 -34% $4,506,037 $1,095,531 $4,984,099 $1,118,657 $4,838,099 $1,068,817 $4,018,649 $1,021,331 -19% -9% $331,914 $293,588 -17% $322,071 $355,054 (1000) Manistee Ranch Maintenance $4,691 $5,117 ($2,069) $5,113 0% (1010) Right-of-Way - Mega Events (1040) Equipment Management $49,936 $4,123,380 $0 $4,266,442 $0 $4,266,442 $0 $4,271,346 NA 0% (1040) Fuel Services $3,844,785 $3,335,054 $3,335,054 $4,303,176 29% (1040) Parts Store Operations (1120) Equipment Replacement $1,702,755 $2,160,953 $2,172,750 $3,029,741 $2,172,750 $3,029,741 $1,919,344 $3,029,741 -12% 0% (1280) YSC - Facilities Mgt. $37,841 $65,000 $50,500 $65,000 (1282) Arena - ROW Maintenance $52,200 $50,000 $50,000 $49,966 (1340) Right-of-Way Maintenance (1340) Street Cleaning $2,634,383 $814,667 $2,625,093 $637,814 $2,307,093 $399,588 $2,246,258 $198,725 -14% -69% (1340) Street Maintenance $3,661,008 $3,993,577 $3,787,042 $2,843,822 -29% (2440) Gas Management System (2440) Landfill $126,784 $2,927,591 $184,000 $3,226,661 $171,900 $3,304,537 $171,900 $3,055,594 -7% -5% (2440) MRF Operations $2,040,954 $2,431,208 $2,170,292 $2,135,602 -12% $805,629 $855,801 $823,801 $959,015 12% (2440) Solid Waste Admin (2480) Curb Service $638,221 $6,926,891 $647,952 $7,250,575 $647,952 $7,250,575 $561,345 $7,068,599 -13% -3% (2480) Residential-Loose Trash Collec $2,350,044 $2,595,113 $2,595,113 $2,689,099 4% (2480) Sanitation Frontload (2480) Sanitation Roll-off $3,559,053 $1,110,791 $3,652,112 $1,324,813 $3,584,174 $1,047,837 $3,702,069 $1,002,520 1% -24% (2440) Recycling (2530) PS Training Ops - Fac. Mgmt. Total - Field Operations 0% 0% $467,130 $611,466 $611,466 $488,921 -20% $47,607,521 $51,127,640 $49,338,222 $47,598,975 -7% 239 Return to TOC City of Glendale Budget Summary by Department Field Operations BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Wages/Salaries/Benefits Supplies and Contracts $16,911,750 $16,758,200 $18,259,549 $17,632,987 $18,117,625 $16,466,670 $17,084,856 $17,479,640 -6% -1% Internal Premiums Internal Service Charges Operating Capital $1,266,920 $1,100,177 $958,951 $936,679 -15% $10,391,006 $2,280,132 $11,150,186 $2,984,741 $10,810,235 $2,984,741 $10,652,477 $2,884,741 -4% -3% $47,607,521 $51,127,640 $49,338,222 $47,598,975 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Work Order Credits Total - Field Operations STAFFING BY PROGRAM Percent Over FY 09 Budget ($487) ($1,439,418) -7% 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 4 4 4 0% Equipment Management 41 41 41 40 -2% Parts Store Operations Right-of-Way Maintenance 1 17 1 17 1 17 1 16 0% -6% Street Cleaning 5 5 5 3 -40% Street Maintenance Landfill 40 19 40 19 40 19 35 19 -13% 0% MRF Operations 11 11 11 11 0% Recycling 6 6 6 6 0% Solid Waste Admin Curb Service 7 40 5 40 5 40 5 40 0% 0% Residential-Loose Trash Collec 18 18 18 20 11% Sanitation Frontload Sanitation Roll-off 13 4 15 5 15 5 15 5 0% 0% PS Training Ops - Fac. Mgmt. Total -Field Operations 4 4 4 4 0% 280 282 282 275 -2% 240 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. Mission Statement: To ensure the safe, efficient transportation of people and goods in the City of Glendale. Interesting Department Fact: Five awards of distinction have been received for the city’s eco-friendly Park and Ride facility at Glendale Avenue and Loop 101 including: Outstanding Site Development and Landscape from Valley Forward, Sustainable Development from AZ Cement Assoc., Engineering Excellence Grand Award from ACEC, Best of 2008 Concrete from Southwest Contractor Magazine and an Honor Award from the American Society of Landscape Architects, AZ Chapter. FISCAL YEAR 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal To leverage and utilize American Recovery and Reinvestment Act (ARRA) stimulus funding for Transportation Projects for the best interest of the city and that meet ARRA requirements. One community with high quality services for citizens. • Coordinate with State and Regional partners in obligating funds, purchasing equipment, contracting construction and approving multi-jurisdictional agreements for approved projects. • Provide accurate and timely reporting as required by state and federal guidelines. All funding obligated to specific transportation projects by November 2009 at the regional level and by March 2010 at the federal level. Improve access control and beautification along Grand Avenue. One community with high quality services for citizens. • Activities • Transportation staff will coordinate with the Arizona Department of Transportation (ADOT) in completing design plans for Grand Avenue improvements in Glendale. Right-of-way acquisitions will be coordinated with ADOT and property owners for access and beautification projects. 241 Return to TOC Mission and Performance Measure Transportation Desired Outcomes (Perf. Measures) Design plans are completed by Summer 2010 for Grand Avenue beautification and access control. FISCAL YEAR 2009 Area of Innovation: • The Signs and Markings Division implemented a new process to make use of the scrap metal in old and worn signs. In addition to refurbishing old and faded signs for reuse to save costs, Signs and Markings is receiving recycling reimbursement money for scrap aluminum from signs that cannot be reused. By recycling, Transportation receives a credit on signs cleaned and sent back. This has resulted in cost savings of 30% to 50% on cleaned signs that are returned for reuse. Accomplishments: • Transportation was able to secure and leverage over $2.8 million in federal, state and regional funds to improve the city’s intersections, roadways, bike paths and pedestrian walkways. • The city’s streetlight system is averaging less than 1% in streetlight outages and has hit a new record and all time low of .39% this year. GOAL UPDATES Update the city’s Transportation Master Plan One community with high quality services for citizens. Related Council Goal In process, this is a multi-year project. Goals to date have been Was the goal met? met. Final elements of the Transportation Master Plan update have been drafted to include: current and future conditions; policy What were the guidelines; roadways; transit facilities and routes and alternative Performance Measures? modes. Review being conducted by a multi-department team with members of the Citizens Transportation Oversight Commission. None Obstacles/Challenges Goal 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. Related Council Goal Yes Was the goal met? The streetlight management section continues to average a less than 1% rate of streetlight outages. Staff has optimized the use of What were the Performance Measures? the work order management system to more efficiently manage the city’s streetlight system resulting in cost effectiveness. None Obstacles/Challenges Goal 242 Return to TOC Mission and Performance Measure Transportation FISCAL YEAR 2008 Accomplishments: • Event traffic management: The Transportation Department served as the primary transportation planning and traffic operations liaison to the NFL for Super Bowl XLII on 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 signage 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; and • 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. GOAL UPDATES Complete the park-and-ride project at Loop 101 and Glendale Avenue and identify transit center sites in the downtown and Arrowhead areas. One community 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 between August and October during the night to accommodate the appropriate temperatures for concrete installation. Goal 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. 243 Return to TOC Mission and Performance Measure Transportation One community with high quality services for citizens. Related Council Goal Yes 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. TRANSPORTATION STATISTICS FY 08 FY 09 ACTUALS ESTIMATE FY 10 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 7 39.25 $17,067,561 5 14 10 10 7 39.25 $18,612,851 5 14 10 10 7 39.25 $17,806,734 49 28 94 60 86 132 73 96 154 550 5,900 475 5,500 400 5,500 190 190 193 103,994 114,900 119,590 426.41 466.77 481.08 19.0 590 55 19.0 550 48 19.3 550 40 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* *Actual FTE's are not to budgeted levels due to frozen vacancies. 244 Return to TOC City of Glendale Budget Summary by Department Transportation FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget (1010) Transp - Stadium Mgmt Plan (1010) Transp - Super Bowl Event $0 $227,239 $0 $0 $102,000 $0 $0 $0 NA NA (1281) Stadium - Transportation Ops. $601,351 $646,127 $646,127 $645,734 0% $57,088 $24,610 $80,000 $15,000 $80,000 $15,000 $79,942 $15,000 0% 0% (1281) Transp - Fiesta Bowl Event (1282) Arena - Transportation Ops. (1340) Signs & Markings $937,616 $947,862 $922,053 $744,747 -21% (1340) Street Light Management $1,486,308 $1,924,420 $1,666,918 $1,177,980 -39% (1340) Traffic Design and Development (1340) Traffic Signals $292,484 $1,317,510 $309,772 $1,309,753 $307,666 $1,251,897 $300,375 $1,078,656 -3% -18% (1340) Traffic Studies $423,705 $520,606 $511,811 $476,937 -8% (1340) Transportation Administration (1340) Transportation Planning $587,829 $80,635 $587,701 $83,088 $581,787 $81,927 $544,210 $2,729 -7% -97% (1660) Demand Management $68,906 $65,310 $65,310 $65,310 0% (1660) Dial-A-Ride $2,838,511 $2,642,701 $2,642,701 $2,392,864 -9% (1660) Fixed Route (1660) Intelligent Transportation Sys $4,491,084 $555,192 $5,806,416 $723,780 $5,268,963 $723,780 $5,705,941 $706,440 -2% -2% (1660) Red Light Enforcement $163,115 $293,571 $98,778 $131,550 -55% (1660) Traffic Mitigation (1660) Transit Management $282,454 $0 $372,933 $349,467 $222,933 $349,467 $518,529 $323,206 39% -8% (1660) Transportation CIP O&M $26,704 $113,893 $113,893 $113,893 0% (1660) Transportation Education $257,461 $259,832 $259,832 $262,905 $1,777,254 $570,505 $2,319,267 $656,426 $2,054,267 $645,741 $2,305,228 $552,968 -1% -16% $17,067,561 $20,027,925 $18,612,851 $18,145,144 -9% (1660) Transportation Program Mgmt (1760) Airport Operations Total - Transportation 245 Return to TOC 1% City of Glendale Budget Summary by Department Transportation BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Internal Premiums Internal Service Charges Operating Capital Work Order Credits FY 07-08 Actual $6,190,946 $8,645,081 $6,890,059 $10,976,755 FY 08-09 Estimate $6,781,613 $9,690,669 FY 09-10 Budget -1% -9% -10% $465,247 $488,478 $488,478 $439,700 $1,708,169 $64,000 $1,689,690 $61,937 $1,781,790 ($99,536) ($99,536) Percent Over FY 09 Budget $6,808,648 $9,998,390 $1,725,913 $47,524 ($7,150) Total - Transportation FY 08-09 Budget ($883,384) 4% 788% $17,067,561 $20,027,925 $18,612,851 $18,145,144 FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 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 5 5 5 0% Transportation Administration 5 5 5 5 0% 1 39.25 1 35.25 1 35.25 1 35.25 0% 0% Intelligent Transportation Sys 5 5 5 5 0% Traffic Mitigation Transit Management 1 1 4 1 4 1 4 0% 0% Transportation Education 1 1 1 1 0% Transportation Program Mgmt 3 3 3 3 0% Airport Operations 5 5 5 5 0% 89.25 90.25 90.25 90.25 0% STAFFING BY PROGRAM Transportation Planning Dial-A-Ride Total -Transportation 246 Return to TOC -9% Mission and Performance Measure Utilities UTILITIES Roger Bailey Department Description: Interesting Department Fact: The Utilities Department is a self-supporting Utilities treated and produced 19 operation and is responsible for treating and billion gallons of water in 2008 at a distributing potable water that meets all federal and cost of $1.61 per 1,000 gallons of state drinking water standards, collecting and water. 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 2010 GOALS Goal Related Council Goal Activities Desired Outcomes (Perf. Measures) Goal Related Council Goal Desired Outcomes (Perf. Measures) 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. One community with high quality services for citizens. Hire the construction manager, a principal contractor and construction manager at risk for pre-construction and the onset of construction. Construction and management services for the groundwater treatment plant secured by October 2009. Develop a master plan for the West Area Water Reclamation Facility. The study will examine the wastewater demands, evaluate conveyance or treatment alternatives, Environmental Protection Agency regulations, water resources/conservation issues, effluent recharge locations, and the interplay of wastewater treatment with Sub-Regional Operating Group partnership of the Westgate area, 91st to 115th avenues. One community with high quality services for citizens. West Area Water Reclamation Master Plan to be completed by December 2009. 247 Return to TOC Mission and Performance Measure Utilities FISCAL YEAR 2009 Area of Innovation: • The implementation of a new automated utility billing system wherein customers can manage their accounts online, including access to historical data, multiple page billing, the automated mobile dispatch system and e-billing services. Accomplishments: • The city continues to upgrade and construct additional odor control systems at strategic locations throughout the system. The Utilities Department is also continuing to pursue a comprehensive sewer cleaning program and establishing chemical injection stations in various areas of the collection system. This has helped to protect the system from corrosion and reduce odors. • Replaced 3.1 miles of water distribution lines down the Glendale corridor thereby providing the downtown business district with new water service lines. GOAL UPDATES Complete the design phase and begin the construction phase of the 10 MGD groundwater treatment plant located at the Oasis Water Goal Campus. This facility will augment existing water supplies and help meet peak demands. One community 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 design for the new 10 MGD groundwater treatment plant What were the Performance Measures? located at the Oasis Water Campus by May 2009. None Obstacles/Challenges Goal 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. One community with high quality services for citizens. Yes The project was split into two parts and many of the critical What were the improvements have been completed and the balance is still under Performance Measures? design. Related Council Goal Was the goal met? Obstacles/Challenges None 248 Return to TOC Mission and Performance Measure Utilities FISCAL YEAR 2008 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 Goal Related Council Goal Was the goal met? Begin the design and construction phase of the 10 MGD groundwater treatment plant located at the Oasis Water Campus. This facility will augment existing water supplies and help meet peak demands. One community with high quality services for citizens. The design phase of the plant has been completed and the 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. Obstacles/Challenges None To start-up and operate the new, fully automated 10 MGD water treatment plant located at the Oasis Water Campus by October Goal 2007. One community with high quality services for citizens. Related Council Goal 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 249 Return to TOC City of Glendale Budget Summary by Department Utilities FUND NUMBER / BUDGET BY PROGRAM (2360) Arrowhead Reclamation Plant (2360) Information Management FY 07-08 Actual $2,301,509 $1,048,450 FY 08-09 Budget $2,233,181 $1,121,662 FY 08-09 Estimate $2,233,181 $1,121,662 FY 09-10 Budget $2,081,276 $1,017,114 Percent Over FY 09 Budget -7% -9% (2360) Property Management $103,229 $87,000 $87,000 $87,000 0% (2360) Public Service Representatives (2360) Safety Administration $345,580 $113,729 $301,313 $141,428 $301,313 $141,428 $285,490 $46,755 -5% -67% (2360) System Security $451,894 $683,064 $683,064 $667,087 -2% (2360) Utilities Administration $6,337,289 $6,488,576 $6,488,576 $6,334,223 -2% (2360) West Area Plant (2400) Central System Control $3,639,526 $1,311,530 $3,748,601 $1,469,685 $3,748,601 $1,469,685 $3,703,322 $1,319,606 -1% -10% (2400) Central System Maintenance (2400) Cholla Treatment Plant (2400) Customer Service - Field (2400) Irrigation $613,015 $784,031 $784,031 $631,652 -19% $2,770,219 $1,326,974 $3,718,120 $1,118,759 $3,718,120 $1,118,759 $3,694,169 $1,058,891 -1% -5% $223,059 $197,200 $197,200 $194,016 -2% (2400) Meter Maintenance $1,343,934 $1,384,861 $1,384,861 $1,348,593 -3% (2400) Oasis Water Campus (2400) Pyramid Peak Plant $2,461,201 $1,763,821 $4,630,973 $1,664,423 $4,630,973 $1,664,423 $4,220,690 $1,631,850 -9% -2% (2400) Raw Water Usage $2,691,671 $3,482,182 $3,482,182 $3,482,182 0% (2400) Water Distribution (2420) Pretreatment Program $3,776,432 $586,000 $3,596,913 $568,152 $3,596,913 $568,152 $3,374,450 $535,124 -6% -6% (2420) SROG (91st Ave) Plant $4,030,358 $4,500,000 $4,500,000 $4,500,000 0% (2420) Wastewater Collection $2,812,422 $3,370,799 $3,370,799 $3,191,798 -5% $40,051,842 $45,290,923 $45,290,923 $43,405,288 -4% Total - Utilities 250 Return to TOC City of Glendale Budget Summary by Department Utilities BUDGET BY CATEGORIES OF EXPENDITURES FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Wages/Salaries/Benefits Supplies and Contracts $12,997,028 $19,730,099 $13,832,931 $24,618,250 $13,876,371 $24,695,053 $13,796,986 $24,188,439 Internal Premiums $1,189,872 $1,126,212 $1,126,212 $1,181,253 5% Internal Service Charges Operating Capital $5,414,682 $720,161 $5,662,380 $51,150 $5,548,387 $44,900 $5,582,226 -1% $40,051,842 $45,290,923 $45,290,923 $43,405,288 STAFFING BY PROGRAM FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget Arrowhead Reclamation Plant 13 13 13 13 0% Information Management 6 6 6 6 0% Public Service Representatives Safety Administration 4 1 4 1 4 1 4 1 0% 0% System Security 8 8 8 8 0% Utilities Administration 8 10 10 10 0% West Area Plant Central System Control 14 10 14 9 14 9 14 9 0% 0% Central System Maintenance 6 6 6 6 0% Cholla Treatment Plant Customer Service - Field 9 15 9 15 9 15 9 15 0% 0% Work Order Credits Percent Over FY 09 Budget 0% -2% ($1,343,616) Total - Utilities -4% Irrigation 1 1 1 1 0% Meter Maintenance 11 11 11 11 0% Oasis Water Campus Pyramid Peak Plant 15 9 15 10 15 10 15 10 0% 0% Water Distribution 30 30 30 30 0% Pretreatment Program Wastewater Collection 6 20 6 19 6 19 6 19 0% 0% 186 187 187 187 0% Total -Utilities 251 Return to TOC Foreman’s House at Historic Saguaro Ranch Park OTHER Grants Non-Departmental Historic Catlin Court alleyway Return to TOC City of Glendale Budget Summary by Department Grants FUND NUMBER / BUDGET BY PROGRAM FY 07-08 Actual (1840) DV Pilot Project Grant (1840) Miscellaneous Grants Total - Grants BUDGET BY CATEGORIES OF EXPENDITURES FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $0 $389,865 $70,065 $951,607 $70,065 $1,722,226 $66,431 $4,920,853 -5% 417% $389,865 $1,021,672 $1,792,291 $4,987,284 388% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Wages/Salaries/Benefits $77,537 $220,065 $220,065 $219,416 Supplies and Contracts $312,328 $801,607 $1,572,226 $4,770,853 $389,865 $1,021,672 $1,792,291 $4,987,284 Work Order Credits Percent Over FY 09 Budget 0% 495% ($2,985) Total - Grants STAFFING BY PROGRAM Domestic Violence Grant FY 07-08 Actual 388% FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget 1 1 1 0% 1 1 1 0% 1 DV Pilot Project Grant Total -Grants 1 252 Return to TOC City of Glendale Budget Summary by Department Non-Departmental FUND NUMBER / BUDGET BY PROGRAM (1000) Fund 1000 Non-Dept Total - Non-Departmental BUDGET BY CATEGORIES OF EXPENDITURES Wages/Salaries/Benefits Supplies and Contracts Total - Non-Departmental FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $733,751 $1,108,917 $1,044,654 $1,831,773 65% $733,751 $1,108,917 $1,044,654 $1,831,773 65% FY 07-08 Actual FY 08-09 Budget FY 08-09 Estimate FY 09-10 Budget Percent Over FY 09 Budget $324,872 $408,879 $350,360 $758,557 $350,360 $694,294 $293,281 $1,538,492 -16% 103% $733,751 $1,108,917 $1,044,654 $1,831,773 65% 253 Return to TOC Capital Improvement Plan 2010-2019 2010-2019 CAPITAL IMPROVEMENT PLAN CIP Table of Contents CIP TABLE OF CONTENTS Page Table of Contents 254 Introduction 256 Financing the CIP 261 Impact of the CIP on the Operating Budget 277 Summary by Type of Project 279 Summary of All Capital Projects by Fund 280 FUND SUMMARIES BOND CONSTRUCTION FUNDS Transportation 1980 – Streets/Parking Bonds 2000 – Street Revenue Bonds (HURF) 281 282 283 287 Open Space & Trails 2140 – Open Space/Trails Construction 290 291 Parks 2060 – Parks Construction 298 299 Library 2160 – Library Construction 318 319 Public Safety 2040 – Public Safety Construction 323 324 Government Facility 2080 – Gov’t Facilities Construction 339 340 Cultural Facilities/Historical Preservation 2130 – Cultural Facility Construction 345 346 Economic Development 2100 – Economic Dev Construction 348 349 Flood Control 2180 – Flood Control Construction 352 353 DEVELOPMENT IMPACT FEE FUNDS Transportation 1600 – DIF – Roadway Improvements Open Space & Trails 1520 – DIF – Citywide Open Spaces 254 Return to TOC 359 360 361 364 365 2010-2019 CAPITAL IMPROVEMENT PLAN Table of Contents Page 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 3 367 368 369 370 372 374 Library 1380 – DIF – Library Buildings 1400 – DIF – Library Books 1500 – DIF – Libraries 376 377 379 380 Public Safety 1440 – DIF-Police Dept Facilities 1420 – DIF-Fire Protection Facilities 382 383 384 General Government 1620 – DIF – General Gov’t 386 387 389 390 391 397 410 ENTERPRISE/OTHER FUNDS Water/Sewer 2360 – Water & Sewer 2400 – Water 2420 – Sewer Transportation 2210 – Transportation Construction 1650 – Transportation Grants 1340 – Streets 419 420 439 441 Sanitation 2480 – Sanitation 444 445 Landfill 2440 – Landfill 450 451 Airport 2120 – Airport Capital 459 460 Other Capital Projects 1840 – Other Local & State Grants 1000 – General Fund 1740 – Civic Center 2150 – Technology Infrastructure 1220 – Arts Commission 466 467 470 477 481 485 255 Return to TOC 2010-2019 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 estimated future operating costs associated with each capital improvement. The plan is designed to ensure that capital improvements will be made when and where they are needed, and that the city will have the funds to pay for and maintain them. Capital improvement projects are non-routine capital expenditures that generally cost more than $50,000 and result in the purchase of equipment, acquisition of land, design and construction of new assets, or the renovation, rehabilitation or expansion of existing capital assets. Capital projects usually have an expected useful life of at least five years. Capital improvements make up the bricks and mortar, or infrastructure that all cities must have in place to provide essential services to current residents and support new growth and development. They also are designed to prevent the deterioration of the city’s existing infrastructure, and respond to and anticipate the future growth of the city. A wide range of projects comprise capital improvements as illustrated by the examples below: • • • • • • • • • fire and police stations; libraries, court facilities and office buildings; parks, trails, open space, pools, recreation centers and other related facilities; water and wastewater treatment plants, 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 basins; and major equipment purchases such as landfill compactors, street sweepers and sanitation trucks. 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 expand public safety services to accommodate new residential and non-residential development. They also must simultaneously maintain, replace, rehabilitate and/or upgrade existing capital assets such as roads, parks, buildings and underground pipes for the water and sewer system. Glendale has kept pace with its rapid growth through many new public assets. Glendale also has completed many capital projects that involved renovating, rehabilitating or expanding existing infrastructure or buildings. Notable projects completed since 1999 include the following: 2009 Relocation of Fire Station 151 2009 Catlin Court Alleyway Project 2009 Replacement of Billing System for City Services 256 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Introduction 2009 Storm Drain Improvements – 59th Avenue and 67th Avenue 2009 Sahuaro Ranch Park Picnic Pavilion Renovations 2009 Trail Renovations at Thunderbird Conservation Park 2008 Oasis Water Treatment Plant 2008 Cholla Water Treatment Plant Process Improvements 2008 Park and Ride Facility at 99th and Glendale Avenues 2008 Downtown Parking Garage 2007 Grand Avenue Improvements 2007 Downtown Campus 2007 Foothills Recreation & Aquatic Center 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 – Solids Handling Expansion 2003 Jobing.com Arena 2002 Manistee Land Redevelopment 2001 Tourism Visitor Center 2000 Arrowhead Wastewater Plant Expansion 1999 Foothills Branch Library 1999 Glendale Civic Center 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 257 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Introduction most families, needs to find longer-term financing to cover certain costs for capital improvements. Repayment of the loan might require cutting other expenses like eating at restaurants or increasing income by taking a second part-time job. An unanticipated inheritance may speed up the timetable; a negative event, such as a flood or unanticipated medical expense, might delay the plan. Similarly, most large capital improvements cannot be financed solely from a single year’s revenue stream or by simply increasing income or decreasing expenses. 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’s strategic goals and key objectives and the city’s financial policies provide the broad parameters for development of the annual capital plan. Additional considerations include the following: • Does a project qualify as a capital project, i.e., cost more than $50,000 and have an expected useful life of at least five years? • Does a project satisfactorily address all federal, state and city legal and financial requirements? • Does a project support the city's favorable investment ratings and financial integrity? • Does a project support the city’s goal of ensuring all geographic areas of the city have comparable quality in the types of services that are defined in the Public Facilities section of the General Plan? • Does a project prevent the deterioration of the city’s existing infrastructure, and respond to and anticipate future growth in the city? • Does a project encourage and sustain quality economic development? • Can a project be financed through growth in the tax base or development fees, when possible, if constructed in response to residential or commercial development? • Is a project responsive to the needs of residents and businesses within the constraints of reasonable taxes and fees? • Does a project leverage funds provided by other units of government (e.g., Maricopa County Flood Control District, Arizona Department of Transportation, etc) where appropriate? Master plans also help determine which projects should be included in the CIP and the timeframes in which the projects should be completed. For example, the Parks and Recreation Master Plan’s guidelines for neighborhood parks include 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 Water & Sewer Master Plan, Parks Master Plan, Storm Water Master Plan, GO Transportation Plan and five-year plans for landfill and solid waste collection services also provide valuable guidance in the preparation of the CIP. 258 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Introduction Economic forecasts also are a critical source of information and guidance throughout the capital planning process. The forecasts assess external factors such as whether the local economy is growing or contracting, population growth, inflation for construction materials, the value of land, and other variables that may affect the city’s ability to finance needed services and capital projects. Glendale’s Annual CIP Development Process In conjunction with the annual budgeting process, the Management and Budget Department coordinates the citywide process of revising and updating the city’s capital plan. City staff members from all departments participate in an extensive review of projects in the existing plan and the identification of new projects for inclusion in the CIP. The City Council’s commitment to the needs and desires of Glendale’s citizens is a critical factor considered during the capital planning process, as well as compliance with legal limits and financial resources. 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. Once projects are selected for inclusion in the capital plan, decisions must be made about which projects should be recommended for inclusion in the first five years of the plan. Determining how and when to schedule projects is a complicated process. It must take into account 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 & 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 the recommended CIP during the spring budget workshops. Council also considers citizen requests and considers the recommendations of staff before making the final decision about which projects should be included in which years of the CIP. Citizen Involvement in the CIP Process The CIP is an important financial, planning and public communication tool. It gives residents and businesses a clear and concrete view of the city's long-term direction for capital improvements and a better understanding of the city’s ongoing needs for stable revenue sources to fund large or multi-year capital projects. 259 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Introduction 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 have additional opportunities for input when participating in committees that consider voter authorization proposals. There have been two bond elections since 1999. One occurred in November 1999 when 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. 260 Return to CIP TOC 2010-2019 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 & 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 are coordinated with utility companies, when possible, to minimize the amount of new street surface that must be cut to lay new or replacement utility and fiber optic lines. 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 non-governmental grant monies. All of these issues are discussed in more detail in the following material. 261 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP Debt Management Plan A critical element of financing capital projects is the ability to manage within available resources the overall debt incurred for past projects while including new debt for future projects. Glendale has a formal Debt Management Plan (DMP) that is produced as a separate document from the annual budget book. For the purposes of this discussion, portions of the 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 bond covenants established for prior issuances. This plan also 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 city’s 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 issuances where feasible, e.g. water and sewer revenue bonds, transportation sales tax revenue bonds and highway user fee revenue fee (HURF) bonds; use excise tax-secured bond financing when appropriate; and finance the majority of the remaining projects with general obligation bonds that 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 given current economic conditions. Measures of economic conditions include measures of per capita income for Glendale residents 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 identified funding sources for each CIP project. For example, a street project might be funded through one or more of the following financing sources: HURF bonds, general obligation (G.O.) bonds, federal or state grants, local improvement district funding (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. 262 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP General Obligation (G.O.) Bonds G.O. bonds are direct and general obligations of the city. Glendale uses G.O. bonds to fund most large-scale capital improvements other than water, sewer, sanitation and landfill projects. These bonds are backed by "the full faith and credit" of the city. Arizona State law mandates the separation of city property taxes into two components, the primary tax levy and the secondary tax levy. A municipality’s secondary property tax revenue can only be used to pay the principal, interest and redemption charges on bonded indebtedness or other lawful long-term obligations that are issued or incurred for a specific capital purpose. In contrast, primary property tax revenue may be used for any lawful purpose. It is preferable for water and sewer (utilities) revenues to pay for water/sewer G.O. bond debt if this type of financing is used instead of revenue bonds. 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 G.O. bonded indebtedness 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. If secondary assessed valuation declines, then the city’s G.O. debt limitations will decrease. The debt limitation amounts do not represent the amount of G.O. debt that could be supported by the city’s current and projected secondary property tax revenue. G.O. projects in the 20% category are • • • • Water, sewer, storm sewers (flood control facilities) and artificial light when controlled by the municipality; Open space preserves, parks, playgrounds and recreational facilities; Public safety, law enforcement, fire and emergency services facilities; and Streets and transportation facilities. G.O. projects in the 6% category are • • • • Economic development, Historic preservation and cultural facilities, General government facilities, and Libraries. 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. 263 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-1 reflects the city’s G.O. bond debt limitation as of December 31, 2008. Debt outstanding prior to the passage of Proposition 104 for public safety, streets/parking and transportation facilities is reflected in the 6% category and in the 20% category thereafter. The amount of debt outstanding excludes debt service fund balances. Table 2-1 Constitutional Debt Limitation (All Dollars in Thousands) 6% Category 20% Category 6% Limitation1 Less Direct Bonded Debt to be Outstanding2 Unused 6% Borrowing Capacity 1 $438,735 $39,230 20% Limitation1 Less Direct Bonded Debt to be Outstanding $92,391 Unused 20% Borrowing Capacity $270,100 $131,621 $168,635 Based on 2009 secondary assessed value of $2,193,675,193. 2 Public safety, streets/parking & transportation debt issued prior to Prop. 104 is included in the 6% category. Table 2-2 shows the projected maximum amount of debt the city could incur based on the constitutional debt limitation. Changes between fiscal years are the result of outstanding bonds being paid off and assumed changes in secondary assessed valuation. The “Projected Capacity Before New Debt” column shows the amount of additional bonds that could be sold in each of the next five years without violating the state constitutional limits. There are two critical points to note about Table 2-2. 1. Table 2-2 reflects an expected 19% decline in secondary assessed valuation in FY 2011. (See the assessed valuation discussion below for further explanation). 2. As noted previously in this section, the debt limitation figures do not represent the amount of G.O. debt that could be supported by the city’s current and projected secondary property tax revenue. Table 2-2 Projected G.O. Debt Capacity Before New Debt (All Dollar in Thousands) Fiscal Year FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Projected* Secondary Assessed Value $2,130,907 $1,724,509 $1,766,502 $1,837,162 $1,921,671 Limitation (A) 6% $127,854 $103,471 $105,990 $110,230 $115,300 20% $426,181 $344,902 $353,300 $367,432 $384,334 *FY 2010 figure reflects actual secondary assessed valuation. Outstanding Debt (B) 6% $19,340 $11,920 $8,145 $5,000 $1,730 264 Return to CIP TOC 20% $158,435 $149,945 $137,155 $123,015 $108,230 Projected Capacity Before New Debt (A-B) 6% 20% $108,514 $267,746 $91,551 $194,957 $97,845 $216,145 $105,230 $244,417 $113,570 $276,104 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-3 shows the remaining capacity after accounting for additional debt service (principal only) resulting from planned bond sales. Note that column B figures reflect the reduction of principal owed each year based on the payments made for the new debt in the prior fiscal year. Table 2-3 Projected G.O. Debt Capacity After New Debt (All Dollar in Thousands) Fiscal Year FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Projected Capacity Before New Debt (A) 6% 20% $108,514 $267,746 $91,551 $194,957 $97,845 $216,145 $105,230 $244,417 $113,570 $276,104 New Debt* on Planned Future Sales (B) 6% 20% $6,725 $29,185 $8,419 $46,868 $8,006 $63,694 $7,572 $61,740 $22,674 $61,468 *New debt refers to the principal balance only. Projected Remaining Capacity (A-B) 6% 20% $101,789 $238,561 $83,131 $148,089 $89,839 $152,451 $97,658 $182,678 $90,896 $214,636 Table 2-4 shows the projected bond sales required for the 6% and 20% categories in order to implement future CIP projects. Table 2-4 Planned Bond Sales (All Dollar in Thousands) Fiscal Year FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Planned Bond Sales 6% 20% $6,725 $29,185 $2,000 $18,700 $0 $18,330 $0 $0 $15,560 $1,785 Assessed Valuation In FY 2009, secondary assessed valuation was just under $2.2 billion, with commercial valuation comprising 33% of the total and residential comprising 67% of the total. Glendale’s secondary assessed valuation for FY 2010 is $2.1 billion, a 3% decline from FY 2009. Commercial property comprises 37% of the FY 2010 total while residential property comprises 63% of the total. The FY 2010 decline is attributable to a 13% slide in residential property valuation as a result of the 2007 real estate market. 265 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP FY 2011 is expected to bring a 19% decline, to $1.7 billion, in Glendale’s secondary assessed valuation. This estimated decline, in part, is based on a preliminary report released by the Maricopa County Assessor’s Office in February 2009 showing a countywide drop in single family residential median values of 23%, with Glendale’s single family residential median value declining by 34%. This outcome is based on the unprecedented 2008 residential real estate market. Evidence of the level of deterioration in the 2008 real market is the fact that foreclosures accounted for 43% of all residential resales in the Phoenix metro area. The comparable share of foreclosed home sales in 2007 was 15.6%. These sizeable declines represent a significant change for Glendale’s assessed valuation. Between FY 2004 and FY 2009, Glendale’s secondary assessed valuation more than doubled. This growth was the result of the quality economic development investments the city made over the last several years, as well as the rapid rise in residential property values that accompanies sustained growth in population. While the declines of FY 2010 and FY 2011 are challenging, the long-term future assumes a return to growth in valuation. For FY 2012 through FY 2019, we are assuming a conservative growth rate that starts at about 2.4%, increases to 4.0% then 4.6% and then holds steady at an annual 4% growth rate through FY 2019. The average annual growth rate in Glendale’s secondary assessed valuation was 8.2% between FY 1995 and FY 2005; this average excludes FY 2008 and FY 2009 when the highest growth in assessed valuation occurred. FY 2008 and FY 2009 assessed valuation reflected the real estate markets of 2005 and 2006 respectively. 266 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP Capital Plan Implications for Secondary Property Tax Rate Capital projects are staged over time so new debt is issued for projects only as existing debt is paid off and as new development and property appreciation increase the tax base. Bonds are typically paid back over 10 to 15 years by taxpayers or ratepayers as the improvement is used. 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 debt service requirement for anticipated future G.O. bond issuances. The estimated tax rate assumes a portion of Glendale’s primary property tax rate moves to the secondary rate each fiscal year for FY 2010 through FY 2014. This assumption is in accordance with past practice and means the primary rate is assumed to decrease slightly each fiscal year while the secondary rate increases an equal amount, thereby leaving the total rate unchanged. Table 2-5 shows that the estimated tax revenue is less than the estimated annual debt service payments. While Table 2-5 only shows secondary property tax revenue, the city is able to use G.O. debt service fund balance, development impact fee fund balances (where appropriate to do so) and a $1.0 million transfer from the GO program to meet future debt payments. Even with the planned draw down in G.O. debt service fund balance, the plan maintains a fund balance through FY 2014 that exceeds the required minimum of 10% of the prior year’s debt service. The current G.O. debt is documented in Schedule 7 of this budget book. Table 2-5 General Obligation Property Tax Bonds (All Dollars in Thousands with Exception of Tax Rate) Fiscal Year Assessed Estimated Secondary Value Estimated Secondary Assessed Growth Tax Rate Property Valuation Rate Tax Rev. Existing Debt Service* Proposed Total Debt Debt Service* Service FY 2010 -2.86% $2,130,907 $1.3699 $29,191 $28,217 $0 $28,217 FY 2011 -19.07% $1,724,509 $1.3849 $23,884 $29,814 $3,208 $33,022 FY 2012 2.44% $1,766,502 $1.3990 $24,713 $27,478 $4,820 $32,297 FY 2013 4.00% $1,837,162 $1.4121 $25,942 $27,497 $6,153 $33,650 FY 2014 4.60% $1,921,671 $1.4243 $27,371 $27,460 $6,153 $33,613 * Excludes water, sewer and landfill general obligations. 267 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP 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 2-6 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. Table 2-6 Projected Remaining G.O. Bond Voter Authorization (All Dollars in Thousands) Category FY 20091 Public Safety Landfill Library Streets/Parking2,3 Cultural/Historical Transit2 Econ. Development Govt. Facilities Open Space/Trails Parks Flood Control $116,773 $104,473 $15,540 $15,540 $17,096 $17,096 $67,238 $67,238 $13,721 $13,721 $6,750 $6,750 $34,412 $32,412 $34,725 $30,000 $50,525 $50,525 $23,602 $20,792 $24,107 $10,032 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 $85,773 $15,540 $17,096 $67,238 $13,721 $6,750 $30,412 $30,000 $50,525 $20,792 $10,032 1 $67,443 $15,540 $17,096 $67,238 $13,721 $6,750 $30,412 $30,000 $50,525 $20,792 $10,032 $67,443 $15,540 $17,096 $67,238 $13,721 $6,750 $30,412 $30,000 $50,525 $20,792 $10,032 $67,443 $15,540 $4,616 $67,238 $13,721 $6,750 $30,412 $26,920 $50,525 $19,007 $10,032 As of June 30, 2009. No bond sales assumed for FY 2009. 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 2 268 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP Revenue Bonds The City of Glendale can currently make use of four types of revenue bonds: HURF, transportation, water/sewer (utilities) and landfill. The principal and interest on these bonds will be paid from future revenue derived from state highway user revenue fees and user fees for water, sewer and landfill 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 with cities a portion of the revenues it collects from highway user fees. This revenue is known as HURF revenue. The Arizona State Constitution restricts the use of HURF revenue to street and highway purposes such as right-ofway acquisition, construction, reconstruction, maintenance, repair and the payment of the interest and principal on HURF bonds. HURF often is called the gas tax even though there are several other transportation-related fees, including a portion of the vehicle license tax, that comprise this revenue source. Much of this revenue source is based on the volume of fuel sold rather than the price of fuel. In the past, the Arizona Legislature has altered, 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. In fact, the Arizona Legislature reduced the amount of funds allocated to cities for FY 2009. At the time of this writing, it is not known whether this will be repeated for the FY 2010 distribution. As with G.O. bonds, HURF bond-funded projects require voter authorization (either HURF voter authorization or streets/parking G.O. voter authorization). 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. For FY 2010, the city of Glendale will use HURF revenue to pay street operating costs. In prior fiscal years, HURF revenue also was used to pay a portion of HURF bond debt service. Coverage of HURF debt service with this revenue source is not planned for FY 2010 given the state’s reduction to the amount distributed to cities in FY 2009, and the uncertainty regarding how the FY 2010 revenue will be distributed. Instead, HURF debt service will be paid by secondary property tax revenue and roadway development impact fee revenues. 269 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-7 summarizes the impact of capital plan projects for street revenue bonds. No HURF bond sales are planned for FY 2010 through FY 2014. The HURF revenue figures assume the state will continue with the FY 2009 distribution approach that resulted in less revenue being distributed to cities and towns. The current HURF debt service is documented in Schedule 7. Table 2-7 Street Revenue Bonds (All Dollars in Thousands) Fiscal Year Highway User Tax Revenues Existing Debt Service Proposed Debt Service Total Debt Service Annual Coverage % of Revenues Used 2010 2011 2012 2013 2014 $14,100 $14,227 $14,355 $14,484 $14,614 $4,709 $4,700 $4,706 $4,709 $4,696 $0 $0 $0 $0 $0 $4,709 $4,700 $4,706 $4,709 $4,696 2.99 3.03 3.05 3.08 3.11 33% 33% 33% 33% 32% 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 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. 270 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-8 Transportation Revenue Bonds (All Dollars in Thousands) Fiscal Year 2010 2011 2012 2013 2014 Transportation Sales Tax Revenue $20,000 $20,366 $21,792 $23,535 $25,653 Bond Sales $0 $24,000 $0 $20,000 $0 Existing Proposed Debt Service Debt Service $7,330 $7,328 $7,327 $7,326 $7,326 Total Debt Service Annual Coverage $7,330 $9,031 $9,030 $10,701 $10,701 2.73 2.26 2.41 2.20 2.40 $0 $1,703 $1,703 $3,375 $3,375 Water/Sewer Revenue Bonds: The city can sell bonds that pledge water/sewer utility revenues as payment for bond debt service. Water/sewer revenue bond sales are limited by Ordinance 1323 New Series (adopted in 1984) and Ordinance 1784 New Series (adopted in 1993). Glendale’s bond covenant states that net utility revenue (i.e. revenues less operating costs) will be at least 1.2 times the maximum debt service due in any succeeding fiscal year; this is 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 2010-14 CIP projects for the water and sewer system will be funded with one of these financing sources. Bonds scheduled in FY 2010 total $40.5 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 Bond Sales FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 $40,500,000 $28,000,000 $14,500,000 $59,500,000 $32,500,000 271 Return to CIP TOC Annual Coverage Ratio 1.29 1.29 1.34 1.32 1.40 2010-2019 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, 2009, 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. 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 oversight authority, including the appointment of its governing board. This mechanism allows the city to finance a needed capital improvement and then purchase the improvement from the corporation over a period of years. In order for the MPC to market the bonds, a city will typically pledge unrestricted excise taxes. Unrestricted excise taxes are generally all excise, transaction privilege, franchise and income taxes. 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. 272 Return to CIP TOC 2010-2019 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 senior 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 July 1, 2009. 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 MPC debt is documented in Schedule 7 of this budget book. Table 2-10 Outstanding Municipal Property Bonds Year Issued Issue AMFP – Arena AMFP - Refunding - Arena MPC Bonds - Arena Taxable MPC Bonds - Arena Tax Exempt MPC Bonds - Refund Imp Dist MPC Bonds – Glendale Regional Public Safety Training Facility/Zanjero MPC Bonds - Media Center/Convention Center/Parking Garage TOTAL Principal Balance Outstanding 2002 2003 2003B 2003A 2004A $5,055,000 $7,250,000 $96,590,000 $47,245,000 $7,710,000 2006A $30,815,000 2008 $92,805,000 $287,470,000 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. 273 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP Table 2-11 reflects the total outstanding 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 Lease Financing LaSalle Lease Equipment Lease Hickman/Motorola Lease Equipment Lease Equipment Lease Equipment Lease Equipment Lease Total Lease Financing Notes2 Northern Crossing Note Larry Miller Note Total Note Financing Year Issued Original Amount Total Balance Outstanding1 Year Matures 2000 2003 2003 2004 2006 2007 2009 $24,614,627 $1,240,330 $10,800,000 $665,000 $1,370,300 $1,368,800 $1,189,365 $788,439 $90,408 $8,255,000 $65,771 $607,222 $954,340 $1,249,386 $12,010,566 2011 2011 2012 2010 2011 2016 2014 2002 2004 $14,500,000 $2,700,000 $5,234,027 $549,072 $5,783,099 2013 2010 $17,793,665 Grant Total 1 Includes principal and interest. 2 Excludes Wastewater Management Authority of Arizona loan agreements which 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%. Federal Transportation Administration grants for public transit improvements and Federal Aviation 274 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Financing the CIP 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 2010 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. 275 Return to CIP TOC 2010-2019 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. 276 Return to CIP TOC 2010-2019 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 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, the FY 2010 – 2019 CIP reflects the following estimated operating cost for capital facilities: • • • • • • • • • between $1.25 and $3.00 per sq ft annually for electrical costs in a building; between $2.00 and $3.00 per sq ft annually for building maintenance, including HVAC, plumbing, electrical and structural repairs; $2.07 per sq ft annually for custodial services; $0.157 per sq ft annually for building water usage; $341.26 per month for refuse (two 6 yard containers picked up three times a week); $639.00 for insurance for each new General Fund FTE; Landscaping: o Maintenance/Water: $0.0927/$0.0495 per sq ft; o ROW Maintenance/Water: $0.1146/$0.0654 per sq ft (includes electrical); Vehicles annual replacement contributions, maintenance and fuel costs: o ½-Ton Pickup: $1,971 annual replacement cost, $0.27/$0.25 per mile maintenance/gas; o Mid-Size Sedan: $2,428 annual replacement cost, $0.26/$0.17 per mile maintenance/gas; Technology annual replacement contributions: o Desktop Computer: $664.00; o Laptop Computer: $725.00; o Color Printer: $839.00. 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. Therefore, 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 annual spring budget workshops. Departments are required to submit a supplemental request to receive funding. Supplemental 277 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN CIP Operating Impact 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 operating budget costs. Vacant 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. Even with these costs, it often is more cost effective to purchase land before 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. 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. In most instances a inflation rate of 3% is figured into the ongoing operating and maintenance costs each year. Operating Impact by CIP Project Type (All Dollars in Thousands) Project Type FY 10-11 FY 11-12 FY 12-13 FY 13-14 $701 $782 $816 $234 $416 $460 $505 $570 $37 $38 $40 $41 $9 $11 $14 $16 $142 $146 $1,391 $1,086 Landfill Sanitation Projects $0 $0 $791 $1,055 Economic Development Projects $5 $6 $6 $6 $232 $320 $403 $344 $1,543 $1,764 $3,965 $3,353 Water & Sewer Projects Transportation Sales Tax Projects All Other Transportation Projects (DIF, HURF & Streets) Park Projects Public Safety Projects Other Projects TOTAL Operating Impact 278 Return to CIP TOC 2010-20019 CAPITA AL IMPROV VEMENT PLAN P Summaary SUMMA ARY BY TYPE OF O PROJJECT Glendalee’s CIP contaains a wide range r of projjects that maake up a welll-rounded, loong-range program for municip pal improvem ments. One of thhe most usefful ways to view v the CIP P and understtand its com mponents is too group projects into similar types or categories. Since city reevenue sourcces are oftenn limited to specific s categoriees (e.g., streeets, water/sew wer utility) and a bonds arre authorizedd by major categories c (e.g., public saafety, parks),, this approach is also heelpful when evaluating e b bond issues. The graph below shhows FY 201 10 CIP projects by majorr category tyype (does not include carrryover). FY 2010 2 CIP P Projectts by Typ pe Public Safety P y 1% Water/Sewer 50% % Flood Controll 12% Other 7% Econom mic Developm ment 2% Transporrtation 28% % The folloowing section n includes a summary off all capital projects p by fund. f A narrrative descriiption of the maajor CIP cateegories preceedes the projject detail shheets for eacch project. Each E detail shheet contains a project ideentification number n and name, a shoort project deescription, thhe anticipatedd s projeected costs for f each of thhe first five years y (includding carryovver funding from f funding source, the previous years CIIP, if applicaable), a five--year aggreggate estimatee for the secoond five yearrs and the operating o imp pact, if any. The operatiing impact section s remains expanded to show hoow much willl be spent on o personnel,, supplies, uttilities, insurrance, etc. allong with a description d o the of operatingg impact. New projjects are iden ntified with an asterisk --*-in the project’s p titlee for the detaailed descripption of each project. p Projects that do not have funnding in the first year aree assigned a “T” (tempoorary) number until u design or o constructiion begins. 279 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Summary of ALL Capital Projects by Funding Type Fund # - Name Carryover FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 3,079,398 1,451,017 160,000 0 0 0 19,553,816 2000 - HURF Bonds 329,150 0 0 0 0 0 12,881,384 2140 - Open Space/Trails 482,416 0 0 0 0 0 49,856,301 6,735,130 0 0 0 0 2,099,975 144,199,476 0 0 0 0 0 12,377,077 21,965,992 2040 - Public Safety 9,173,403 1,452,425 18,182,215 17,176,620 2,703,540 512,500 115,530,123 2080 - Government Facility 2,243,025 0 0 0 0 1,493,049 10,767,946 214,198 0 0 0 0 0 16,818,918 0 2,000,000 2,000,000 0 0 0 91,554,271 14,798,165 13,610,686 160,925 160,925 160,925 0 29,537,309 $37,054,885 $18,514,128 $20,503,140 $17,337,545 $2,864,465 $16,482,601 $512,665,536 627,711 585,000 585,000 585,000 585,000 585,000 2,925,000 1520 - DIF-Citywide Open Spaces 33,128 0 144,481 86,052 86,052 86,052 404,521 1540 - DIF-Park Dev Zone 1 21,532 18,100 0 0 0 0 0 1560 - DIF-Park Dev Zone 2 112,506 11,000 15,000 15,000 15,000 0 0 1580 - DIF-Park Dev Zone 3 17,905 9,000 20,000 22,000 39,000 0 0 0 0 0 0 0 1,581,684 0 1,179,861 57,000 52,500 52,500 52,500 2,005,596 262,500 709,726 0 0 0 0 0 0 0 549,072 0 0 0 0 0 $2,702,369 $1,229,172 $816,981 $760,552 $777,552 $4,258,332 $3,592,021 8,150,945 4,817,931 5,988,500 5,001,161 14,836,555 26,351,111 44,127,539 2400 - Water 27,678,060 42,906,714 20,104,392 14,073,143 32,403,612 13,550,639 135,885,309 2420 - Sewer 18,187,366 7,964,951 9,811,186 7,293,360 22,294,020 8,198,290 94,691,532 2210 - Transportation Construct 40,821,953 27,439,313 45,394,246 12,410,593 20,213,749 16,047,829 129,819,485 603,538 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 0 0 0 0 0 0 1,496,168 996,324 2,929,011 1,701,157 2,179,590 2,901,566 3,500,133 20,179,534 7,405,561 55,261 913,220 5,133,556 8,200,734 2,931,856 13,796,650 457,445 130,203 0 0 0 0 36,457,000 1840 - Other Grants 32,700,296 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 1000 - General Fund 3,434,589 902,858 1,152,858 1,152,858 1,152,858 100,000 4,402,088 1740 - Civic Center 0 0 1,673,631 2,148,200 0 0 20,327,000 2150 - Technology Infrastructure 0 0 985,200 636,000 655,000 165,000 23,182,159 1220 - Arts Commission 0 500,000 500,000 500,000 500,000 500,000 1,750,000 $140,436,077 $91,646,242 $92,224,390 $54,528,461 $107,158,094 $75,344,858 $546,114,464 $180,193,331 $111,389,542 $113,544,511 $72,626,558 $110,800,111 $96,085,791 $1,062,372,021 BOND CONSTRUCTION FUNDS 1980 - Street Construction 2060 - Park Bond Fund 2160 - Library Bonds 2130 - Cultural Facility 2100 - Economic Development 2180 - Flood Control Bonds Sub-Total DIF FUNDS 1600 - DIF-Roadway Imp 1380 - DIF-Library Buildings 1500 - DIF-Libraries 1420 - DIF-Fire Protect Fac 1620 - DIF-General Government Sub-Total ENTERPRISE/OTHER FUNDS 2360 - Water & Sewer Fund 1650 - Transportation Grants 1340 - Street Fund 2480 - Sanitation Fund 2440 - Landfill 2120 - Airport Capital Sub-Total Grand Total 280 Return to CIP TOC FY 14-19 2010-2019 CAPITAL IMPROVEMENT PLAN Bond Construction Funds BOND CONSTRUCTION FUNDS Bond construction funds are used to account for financial resources to be used for the acquisition or construction of capital projects in the city’s council-approved CIP using general obligation bonds and HURF revenue bonds. Beginning balances are based on prior bond proceeds that have been received but not yet expended. Additional bond sales during the specified years, estimated investment and interest income, and expected grant/IGA revenues increase the beginning balances. Project expenses including carryover and operating expenses (e.g. advisor fees) reduce the beginning balances. Playground in the yet to be opened ramada area at the Western Area Park Fund # - Name 1980-Street Construction 2000-HURF Bonds 2140-Open Space/Trails 2060-Park Bond Fund 2160-Library Bonds 2040-Public Safety 2080-Government Facility 2130-Cultural Facility 2100-Economic Development 2180-Flood Control Bonds Carryover 3,079,398 329,150 482,416 6,735,130 0 9,173,403 2,243,025 214,198 0 14,798,165 FY 09-10 1,451,017 0 0 0 0 1,452,425 0 0 2,000,000 13,610,686 FY 10-11 160,000 0 0 0 0 18,182,215 0 0 2,000,000 160,925 FY 11-12 0 0 0 0 0 17,176,620 0 0 0 160,925 FY 12-13 0 0 0 0 0 2,703,540 0 0 0 160,925 FY 13-14 0 0 0 2,099,975 12,377,077 512,500 1,493,049 0 0 0 FY 14-19 19,553,816 12,881,384 49,856,301 144,199,476 21,965,992 115,530,123 10,767,946 16,818,918 91,554,271 29,537,309 Total Bond Funds $37,054,885 $18,514,128 $20,503,140 $17,337,545 $2,864,465 $16,482,601 $512,665,536 281 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Street/Parking - Construction Funds STREET/PARKING CONSTRUCTION FUNDS This category includes projects that are funded with General Obligation street construction bonds and Highway User Revenue Fee (HURF) monies. No projects are planned for the first five years of the plan. Due to the drop in secondary assessed valuation, new funding originally planned for street beautification and petition lighting were deferred to FY 2014 to allow for the construction of the new City Court Building to continue. Project Name: Catlin Court Alley Funding Source: G.O. Bond Fund #: 1980 Project #: 68118 282 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Street Construction (1980) Category: 20% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $5,228,620 $729,342 $575,541 $582,879 $590,311 $597,838 Total Beginning Balance: 5,228,620 729,342 575,541 582,879 590,311 597,838 0 0 0 0 0 19,850,000 38,203 7,293 8,633 8,743 8,855 44,838 38,203 7,293 8,633 8,743 8,855 19,894,838 Advisor Fees 7,066 1,094 1,295 1,311 1,328 6,726 Total Operating Expenses: 7,066 1,094 1,295 1,311 1,328 6,726 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 0 1,291,017 0 0 0 0 8,976,906 1,085,687 0 0 0 0 0 6,444,410 422,533 0 0 0 0 0 0 68118 Catlin Court Alley 87,413 0 0 0 0 0 0 68119 Glenn Dr Imp-57th Ave-57th Dr 55,070 0 0 0 0 0 0 1,650,703 1,291,017 0 0 0 0 15,421,316 202,616 160,000 160,000 0 0 0 1,120,000 1,226,079 0 0 0 0 0 0 0 0 0 0 0 0 3,012,500 1,428,695 3,079,398 160,000 1,451,017 160,000 160,000 0 0 0 0 0 0 4,132,500 19,553,816 $575,541 $582,879 $590,311 $597,838 $932,134 68103 Street Scallop 68104 Street Beautification 68117 67th Ave. Camelback to Grand Sub-Total - Existing Assets New Assets 68102 Petition Lighting Program 68113 Downtown Parking Structure T1232 95th Ave Camelback to Missouri Sub-Total - New Assets Total Project Expenses: Total FY 09-10 Funding: Estimated Ending Balance: 4,530,415 $729,342 *New Project 283 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Street Construction (1980) Category: 20% Project: 68103 - Street Scallop (I) Project Description: Funding Source: General Obligation Bonds The Scallop Street Program is used to complete street improvements to reduce traffic accidents, enhance traffic flow, provide safety to adjacent pedestrian traffic, and to mitigate property flooding. Projects are selected based on need and available funding from a scallop street inventory maintained by the Engineering Department. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $1,231,349 $0 $0 $0 $0 $8,567,000 Finance Charges $32,275 $0 $0 $0 $0 $219,316 Engineering Charges $15,080 $0 $0 $0 $0 $104,920 Arts $12,313 $0 $0 $0 $0 $85,670 $1,291,017 $0 $0 $0 $0 $8,976,906 Construction TOTAL Operating Description: O and M will be determined closer to the start of construction. Project: 68104 - Street Beautification (I) 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, citywide, along the arterial street system. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $0 $0 $0 $6,107,000 Finance Charges $0 $0 $0 $0 $0 $156,340 Engineering Charges $0 $0 $0 $0 $0 $120,000 Arts $0 $0 $0 $0 $0 $61,070 $1,085,687 $0 $0 $0 $0 $0 $1,085,687 $0 $0 $0 $0 $6,444,410 Carryover TOTAL Operating Description: O and M based upon standard formula for water and maintenance for 307,500 sq ft of landscaped area. Operating Costs: 2010 2011 2012 2013 2014 Landscape $0 $0 $0 $0 Water $0 $0 $0 $0 $0 $0 TOTAL Project: 68117 - 67th Ave. Camelback to Grand (I) Project Description: Capital Costs: Carryover TOTAL Operating Description: 2015-2019 $177,257 $0 $0 $0 $0 $0 $271,909 Funding Source: $94,652 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. 2010 2011 2012 2013 2014 2015-2019 $422,533 $0 $0 $0 $0 $0 $422,533 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 284 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Street Construction (1980) Category: GF Project: 68118 - Catlin Court Alley (I) Project Description: Funding Source: General Obligation Bonds Design and construction of underground utilities eliminating unsightly utility poles, installation of night time safety lighting, realigning and widening the existing path to accommodate seating walls and niches, public art alcoves, alley entry/exit features and shared use etiquette and signage. Capital Costs: 2010 Carryover $87,413 $0 $0 $0 $0 $0 $87,413 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2014 2015-2019 No additional O and M is needed. Project: 68119 - Glenn Dr Imp-57th Ave-57th Dr (I) Project Description: 2013 Funding Source: General Obligation Bonds Design and construction of improvements according with the Downtown Design Guidelines for the south side of Glenn Drive between 57th Drive and 57th Avenue. Capital Costs: 2010 Carryover $55,070 $0 $0 $0 $0 $0 $55,070 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2014 2015-2019 No additional O and M is needed. Project: 68102 - Petition Lighting Program (N) Project Description: 2013 Funding Source: 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 ongoing project. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $152,963 $152,963 $0 $0 $0 $1,070,746 Engineering Charges $5,507 $5,507 $0 $0 $0 $38,547 Arts $1,530 $1,530 $0 $0 $0 $10,707 $202,616 $0 $0 $0 $0 $0 $362,616 $160,000 $0 $0 $0 $1,120,000 Construction Carryover TOTAL Operating Description: Provides for 40 requested street lights per year. Supplies cover photo control cost, electricity for a 150-watt light is $74/yr, estimated maintenance for a light is $26/yr, including ROAM monitoring. Operating Costs: Supplies/Contr Utilities Equip. Maint. TOTAL 2010 2011 2012 2013 2014 2015-2019 $2,400 $2,966 $4,944 $6,407 $5,092 $6,920 $5,245 $7,474 $5,402 $8,072 $74,730 $131,777 $1,040 $2,142 $2,207 $2,273 $2,341 $32,383 $6,406 $13,493 $14,219 $14,992 $15,815 $238,890 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 285 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Street Construction (1980) Category: GF Project: 68113 - Downtown Parking Structure (N) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: Design and implement a master plan for a downtown parking structure. Promote redevelopment consistent with City Council Master Plan. 2010 2011 2012 Capital Costs: 2013 2014 2015-2019 $1,226,079 $0 $0 $0 $0 $0 $1,226,079 $0 $0 $0 $0 $0 No additional O and M is needed. Project: T1232 - 95th Ave Camelback to Missouri (N) Project Description: General Obligation Bonds Funding Source: General Obligation Bonds This project is to acquire right-of-way, move utilities, design and construct a half street roadway, with curb, gutter, sidewalk, landscaping, street lighting and underground overhead utilities between Camelback Road North to Missouri Avenue Project previously referred to as 95th Avenue Camelback to Bethany Home Road. 2010 2011 2012 2013 2014 2015-2019 Land $0 $0 $0 $0 $0 $700,000 Design Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $600,000 $1,500,000 Finance Charges $0 $0 $0 $0 $0 $22,500 Engineering Charges $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $15,000 Contingency $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $3,012,500 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 286 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: HURF Bonds (2000) Category: HURF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $344,317 $13,370 $13,569 $13,858 $14,153 $14,454 Total Beginning Balance: 344,317 13,370 13,569 13,858 14,153 14,454 Interest Income 1,721 100 136 139 142 723 Investment Income 2,512 134 204 208 212 1,084 0 0 0 0 0 12,875,000 4,233 234 340 347 354 12,876,807 Advisor Fees 6,030 35 51 52 53 271 Total Operating Expenses: 6,030 35 51 52 53 271 Revenue Revenue Bond Proceeds Total Revenue: Operating Expenses Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 259,661 0 0 0 0 0 0 69,489 0 0 0 0 0 0 68913 99th Widening-Camelbck-Northrn 0 0 0 0 0 0 6,470,517 T2710 *67th Ave Glendale to Frier 0 0 0 0 0 0 6,410,867 329,150 329,150 0 0 0 0 0 0 0 0 0 0 12,881,384 12,881,384 $13,569 $13,858 $14,153 $14,454 $9,606 68900 67th Ave/Cactus to ACDC 68909 67th Ave-Camelback to Grand Sub-Total - Existing Assets Total Project Expenses: Total FY 09-10 Funding: Estimated Ending Balance: 329,150 $13,370 *New Project 287 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: HURF Bonds (2000) Category: GF Project: 68900 - 67th Ave/Cactus to ACDC (I) Project Description: 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. Capital Costs: 2010 Carryover TOTAL Operating Description: 2011 2012 Operating Costs: Landscape TOTAL 2015-2019 $0 $0 $0 $0 $259,661 $0 $0 $0 $0 $0 2010 2011 2012 2013 2014 2015-2019 $5,000 $2,000 $5,150 $2,060 $5,305 $2,122 $5,464 $2,186 $5,628 $2,252 $30,776 $12,315 $7,000 $7,210 $7,427 $7,650 $7,880 $43,091 HURF Bonds Funding Source: Construct street improvements on 67th Avenue from Camelback to Grand Avenue. The Transportation Sales Tax will fund design and construction of 67th Avenue at Camelback Road & Glendale Avenue. Capital Costs: 2010 Carryover TOTAL 2011 2012 2013 2014 2015-2019 $69,489 $0 $0 $0 $0 $0 $69,489 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 68913 - 99th Widening-Camelbck-Northrn (I) Project Description: 2014 $0 Project: 68909 - 67th Ave-Camelback to Grand (I) Operating Description: 2013 $259,661 O and M grounds costs are for landscape maintenance. Utility and Equipment maintenance costs are for power and electricity for approximately 40 street lights. Utilities Project Description: HURF Bonds Funding Source: 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 the Grand Canal. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $700,000 Construction $0 $0 $0 $0 $0 $3,500,000 Finance Charges $0 $0 $0 $0 $0 $157,817 Engineering Charges $0 $0 $0 $0 $0 $77,700 Arts $0 $0 $0 $0 $0 $35,000 Contingency $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $6,470,517 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 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $98,595 $0 $0 $0 $0 $0 $98,595 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 288 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: HURF Bonds (2000) Category: HURF Project: T2710* - 67th Ave Glendale to Frier (I) Project Description: HURF Bonds Funding Source: Construct street improvements on 67th Avenue from Glendale Avenue to Frier Drive. This project will widen 67th Avenue, add curb and gutter, sidewalks, street lights and landscaping. Project will also underground overhead 12kV power lines, move 69kV power poles and underground SRP irrigation ditches. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Land $0 $0 $0 $0 $0 $129,553 Design Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $600,000 $5,011,697 Finance Charges $0 $0 $0 $0 $0 $75,000 Engineering Charges $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $50,117 Contingency $0 $0 $0 $0 $0 $452,000 $0 $0 $0 $0 $0 $6,410,867 TOTAL Operating Description: Utilities costs are for 42 street lights. Landscape and water costs are for approximately 50,000 square feet of landscaping. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Utilities Landscape $0 $0 $0 $0 $0 $30,475 $0 $0 $0 $0 $0 $27,696 Water $0 $0 $0 $0 $0 $14,789 $0 $0 $0 $0 $0 $72,960 TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 289 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Open Space & Trails - Construction Fund OPEN SPACE & TRAILS CONSTRUCTION FUND This category enables the city to acquire land for the preservation of open space and to construct multi-use trails and linear parks. FY 2010 includes carryover funds for continued improvement and renovation of the 55 acre Thunderbird Paseo Park. Examples of the work to be completed include landscape, signage and trail improvements, and replacement of trees and equipment located in the linear park. Project Name: Thunderbird Paseo Park Development Funding Source: G.O. Bond Fund #: 2140 Project #: 70000 290 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Open Space/Trails (2140) Category: 20% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $1,010,858 $535,821 $540,375 $547,265 $554,243 $561,310 Total Beginning Balance: 1,010,858 535,821 540,375 547,265 554,243 561,310 0 0 0 0 0 49,515,000 7,379 5,358 8,106 8,209 8,314 42,098 7,379 5,358 8,106 8,209 8,314 49,557,098 Advisor Fees 0 804 1,216 1,231 1,247 6,315 Total Operating Expenses: 0 804 1,216 1,231 1,247 6,315 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 482,416 0 0 0 0 0 1,790,212 70002 Grand Canal Linear/Reg. Dev. 0 0 0 0 0 0 8,295,403 T1630 Thunderbird Park Improvements 0 0 0 0 0 0 5,047,014 482,416 0 0 0 0 0 15,132,629 70003 City-Wide Trails System 0 0 0 0 0 0 24,749,095 70005 West Valley Multi-Modal Corrid 0 0 0 0 0 0 2,368,847 T1600 Multi-Use Bridge at 51st Ave. 0 0 0 0 0 0 438,280 T1610 WARP - Trail System 0 0 0 0 0 0 6,800,050 T1761 New River Bike Trail 0 0 0 0 0 0 367,400 Sub-Total - New Assets Total Project Expenses: 0 482,416 0 0 0 0 0 0 0 0 0 0 34,723,672 49,856,301 $540,375 $547,265 $554,243 $561,310 $255,792 70000 Thunderbird Paseo Park Develop Sub-Total - Existing Assets New Assets Total FY 09-10 Funding: Estimated Ending Balance: 482,416 $535,821 *New Project 291 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: 70000 - Thunderbird Paseo Park Develop (I) Project Description: Funding Source: General Obligation Bonds Park improvements and renovations to maintain this 55 acre linear park. This includes tree replacement and additions, improvements to landscaping, signage replacements, trail asphalt overlay, pedestrian/equestrian bridges, and replacement of equipment located in the linear park. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $380,435 Construction $0 $0 $0 $0 $0 $1,086,956 Finance Charges $0 $0 $0 $0 $0 $46,565 Engineering Charges $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $10,870 Equipment $0 $0 $0 $0 $0 $90,217 Contingency $0 $0 $0 $0 $0 $132,169 $482,416 $0 $0 $0 $0 $0 $482,416 $0 $0 $0 $0 $1,790,212 Carryover TOTAL Operating Description: O and M expenses would vary based upon the specific type of future landscape improvements that are implemented. The staffing could include two 19 hour per week employees at $10 per hour. Also included are supplies & contracts ($601 per acre), equipment maintenance, insurance for new staff and water for 10 acres or landscape. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 $0 $118,611 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $176,765 $81,521 $0 $0 $0 $0 $0 $2,947 $0 $0 $0 $0 $0 $132,709 $0 $0 $0 $0 $0 $512,553 Equip. Maint. Insurance Landscape TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 292 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: 70002 - Grand Canal Linear/Reg. Dev. (I) Project Description: Funding Source: General Obligation Bonds Continued design, develop and enhancement of the Grand Canal Linear Park and trail from 75th Avenue to New River, and New River to Northern Avenue. Improvements would include enhanced trail segments and amenities to meet the growing demand for multi-use pathways, and align and connect the city's trail system with existing or future trails of adjacent communities or agencies, including Maricopa Association of Governments and Valley Forward. Past development projects along the Grand Canal included a partnership with the Flood Control District of Maricopa County. There is currently an IGA in place with the Flood Control District of Maricopa County for the future trail development from SR-101 to New River to Northern Avenue. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $1,901,621 Construction $0 $0 $0 $0 $0 $5,433,202 Finance Charges $0 $0 $0 $0 $0 $202,183 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $92,500 $54,332 Equipment $0 $0 $0 $0 $0 $68,245 Contingency $0 $0 $0 $0 $0 $543,320 $0 $0 $0 $0 $0 $8,295,403 TOTAL Operating Description: O and M includes: a Service Worker II at $51,655 per year; supplies & contracts ($601 per acre), maintenance and water for 20 acres of landscaping (the area of the trail system); building maintenance, water and refuse (one container) for a 1,000 sq ft restroom/storage facility; electrical maintenance of 50 low-level security lights in the neighborhood and community nodes; equipment maintenance for four light poles; and equipment maintenance and replacement costs for a 1/2 ton pickup at an estimated 5,000 miles per year. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing Supplies/Contr $0 $0 $0 $0 $0 $317,923 $0 $0 $0 $0 $73,980 Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Landscape Water $0 $0 $0 $0 Refuse $0 $0 Bldg. Maint. Equip. Maint. Insurance PC/Vehicle Replacement TOTAL $0 $12,309 $27,081 $0 $0 $3,545 $0 $0 $0 $0 $3,939 $28,441 $0 $0 $0 $762,474 $0 $0 $0 $0 $0 $0 $0 $11,885 $0 $0 $0 $0 $1,242,543 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 293 Return to CIP TOC $966 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: T1630 - Thunderbird Park Improvements (I) Project Description: Funding Source: General Obligation Bonds Based on the Park's Master Plan recommendations, items to be addressed include 1) continued repair and maintenance of trails; 2) removal of invasive plant species and revegetation of the park with native plants; 3) repair and upgrade existing park elements; 4) remove park elements from wash located at 59th Avenue that will allow for restoration of the wildlife corridor and vegetation; and 5) installation of new park elements. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $1,141,304 Construction $0 $0 $0 $0 $0 $3,260,869 Finance Charges $0 $0 $0 $0 $0 $137,374 Engineering Charges Arts $0 $0 $0 $0 $0 $81,440 $0 $0 $0 $0 $0 $32,609 Equipment $0 $0 $0 $0 $0 $19,565 Contingency $0 $0 $0 $0 $0 $373,853 $0 $0 $0 $0 $0 $5,047,014 TOTAL Operating Description: O and M includes: staffing of a Service Worker II at $42,324 with benefits; supplies and contracts at $601 per acre for 5 acres, contracted cleaning of 23 ramadas ($4,000 per ramada); utilities ($1.75 per sq ft), building maintenance ($7.00 per sq ft) and refuse (two containers) for 2,000 sq ft; maintenance on 10 light poles ($125 per pole). Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 $0 $254,057 Supplies/Contr $0 $0 $0 $0 $475,025 Utilities $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 Bldg. Maint. Equip. Maint. PC/Vehicle Replacement Landscape Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 294 Return to CIP TOC $0 $0 $0 $17,500 $76,086 $10,000 $0 $5,000 $187,057 $0 $0 $19,320 $0 $0 $1,044,045 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: 70003 - City-Wide Trails System (N) Project Description: Funding Source: General Obligation Bonds This fund will implement recommendations for open space acquisition, trailhead land purchases, pedestrian, bicycle and equestrian paths and trails and connectivity between areas of interest citywide that accommodates future growth and user demands. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $5,696,250 Construction $0 $0 $0 $0 $0 $16,275,000 Finance Charges $0 $0 $0 $0 $0 $640,828 Engineering Charges $0 $0 $0 $0 $0 $122,000 Arts $0 $0 $0 $0 $0 $162,750 Equipment $0 $0 $0 $0 $0 $19,001 Contingency $0 $0 $0 $0 $0 $1,833,266 $0 $0 $0 $0 $0 $24,749,095 TOTAL Operating Description: Scope will dictate O and M needs. Current O and M includes: a Service Worker II with benefits; supplies & contracts ($601 per acre), maintenance, water and electricity ($1,191 per acre) for 50 acres of landscape; maintenance on 150 walkway lights ($125 per light); and maintenance and vehicle replacement contributions for a compact pickup truck at an estimated 6,325 miles per year. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing Supplies/Contr $0 $0 $0 $0 $0 $264,704 $0 $0 $0 $0 $0 $180,378 Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $336,329 $93,750 Bldg. Maint. PC/Vehicle Replacement $0 $0 $0 $0 $0 $23,815 Landscape $0 $0 $0 $0 $1,009,503 Water $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,447,534 TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 295 Return to CIP TOC $539,055 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: 70005 - West Valley Multi-Modal Corrid (N) Project Description: Funding Source: General Obligation Bonds Multi-modal trail system along New River and Agua Fria River Corridor as per the Maricopa Association of Governments West Valley Rivers Trails Plan. Trail system will link with other trails in and around the City of Glendale connecting parks and other recreation facilities. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $540,555 Construction $0 $0 $0 $0 $0 $1,544,414 Finance Charges $0 $0 $0 $0 $0 $58,993 Engineering Charges $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $15,444 Contingency $0 $0 $0 $0 $0 $154,441 $0 $0 $0 $0 $0 $2,368,847 TOTAL Operating Description: O and M includes: supplies & contracts ($601 per acre), maintenance and water for 10 acres of landscape; maintenance for 34 low-level security lights for rest nodes and on trail ($75 per light and $13 per replaced bulb) and three ramadas ($4,000 per ramada); water for three drinking fountains (no restrooms in park) at an estimated $76.91 per fountain annually. Operating Costs: 2010 Supplies/Contr Bldg. Maint. Landscape Water TOTAL 2011 2012 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $36,990 $18,415 $0 $0 $0 $0 $0 $455,094 $0 $0 $0 $0 $0 $1,225 $0 $0 $0 $0 $0 $511,724 Project: T1600 - Multi-Use Bridge at 51st Ave. (N) Project Description: 2013 $0 $0 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 Road to link neighborhood to the Thunderbird Paseo Linear Park & Regional Sun Circle Trail. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $73,551 Construction $0 $0 $0 $0 $0 $294,206 Finance Charges $0 $0 $0 $0 $0 $10,690 Engineering Charges $0 $0 $0 $0 $0 $18,020 Arts $0 $0 $0 $0 $0 $2,942 Contingency $0 $0 $0 $0 $0 $38,871 $0 $0 $0 $0 $0 $438,280 TOTAL Operating Description: Supplies/Contract is to clean, inspect and make any repairs to the bridge that are needed on an annual basis computed at $55.50 per linear foot. Building maintenance ($1.25 per sq ft) for a 840 sq ft bridge. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr Bldg. Maint. $0 $0 $0 $0 $0 $23,256 $0 $0 $0 $0 $0 $6,114 TOTAL $0 $0 $0 $0 $0 $29,370 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 296 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Open Space/Trails (2140) Category: 20% Project: T1610 - WARP - Trail System (N) Project Description: Funding Source: General Obligation Bonds Develop and enhance approximately 2.5 miles of meandering trail system within the western area regional park. This project will link the existing Grand Canal Linear Park Trail and eliminate the need of 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $1,467,688 Construction $0 $0 $0 $0 $0 $4,193,396 Finance Charges $0 $0 $0 $0 $0 $165,854 Engineering Charges $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $41,934 Contingency Miscellaneous/Other $0 $0 $0 $0 $0 $419,339 $0 $0 $0 $0 $0 $419,339 $0 $0 $0 $0 $0 $6,800,050 TOTAL Operating Description: Please refer to the Western Area Regional Park Project (2060-70532) for detailed O and M needs. Project: T1761 - New River Bike Trail (N) Project Description: Funding Source: General Obligation Bonds Construct a 1,500 ft 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Land $0 $0 $0 $0 $0 Design Construction $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $261,327 Finance Charges $0 $0 $0 $0 $0 $9,185 Engineering Charges $0 $0 $0 $0 $0 $14,275 Arts $0 $0 $0 $0 $0 $2,613 $0 $0 $0 $0 $0 $367,400 TOTAL Operating Description: O and M associated with 7-foot wide landscaped area along a 12,200-foot long multi-use pathway. Operating Costs: Utilities Landscape TOTAL $50,000 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $14,192 $0 $0 $0 $0 $0 $28,383 $0 $0 $0 $0 $0 $42,575 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 297 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Parks – Construction Fund PARKS CONSTRUCTION FUND Park projects are traditionally funded by a combination of park G.O. bonds and development impact fees. Due to the drop in secondary assessed valuation, new funding originally planned for park projects in FY 2010 was deferred to FY 2014 to allow for the construction of the new City Court Building to continue. However, parks will have carryover funding available for the redevelopment, renovation and improvement of existing parks and related facilities. Examples of this work include renovation, replacement or expansion of ramada areas, shade structures, playground facilities, sports courts, ball fields, turf and landscaping, irrigation systems, security lighting and landscaping. Project Name: Western Area Regional Park Funding Source: G.O. Bond Fund #: 2060 Project #: 70532 298 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Park Bond Fund (2060) Category: 20% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $4,622,993 $768,795 $820,330 $875,789 $931,955 $673,862 Total Beginning Balance: 4,622,993 768,795 820,330 875,789 931,955 673,862 2,810,000 0 0 0 1,785,000 143,935,000 Intergovernmental Revenue 45,000 45,000 45,000 45,000 45,000 45,000 Investment Income 33,789 7,688 12,305 13,137 13,979 50,540 2,888,789 52,688 57,305 58,137 1,843,979 144,030,540 Advisor Fees 7,857 1,153 1,846 1,971 2,097 7,581 Total Operating Expenses: 7,857 1,153 1,846 1,971 2,097 7,581 Revenue Bond Proceeds^ Total Revenue: Operating Expenses Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 70503 Rose Lane Rec. Center Developm 0 0 0 0 0 0 15,104,120 70506 63rd & Northern Park Dev. 0 0 0 0 0 0 2,201,698 70509 Manistee Ranch Development 0 0 0 0 0 0 173,487 70510 Park Enhancements 214,150 0 0 0 0 249,837 8,226,478 70512 Facilities Renovation 306,973 0 0 0 0 252,376 2,809,328 0 0 0 0 0 0 4,457,394 257,092 0 0 0 0 0 2,852,939 2,170,006 0 0 0 0 0 0 70523 79th/Orangewood 0 0 0 0 0 0 981,588 70535 Paseo Racquet Center Park 0 0 0 0 0 0 3,564,678 11,748 0 0 0 0 0 0 0 0 0 0 0 0 9,408,410 1,094,403 0 0 0 0 1,597,762 25,834,538 0 0 0 0 0 0 1,919,428 70526 Soccer Lights 116,551 0 0 0 0 0 3,050,978 70541 Parks Capital Equipment 163,218 0 0 0 0 0 500,000 75,000 0 0 0 0 0 0 0 0 0 0 0 0 7,266,906 4,409,141 0 0 0 0 2,099,975 88,351,970 70514 O'Neil Center Expansion 70515 T-Bird Park Improvements 70520 Sahuaro Ranch Park Improv. 70540 Grounds & Facilities Imprvmnts T1710 Adult Center Expansion Replacement of Existing Assets 70500 Parks Redevelopment 70504 Foothills Center Restoration 70542 Parks Master Plan T1712 *Aquatic Facility Restoration Sub-Total - Existing Assets 299 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Park Bond Fund (2060) Category: 20% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: 0 0 0 0 0 0 4,600,558 118,735 0 0 0 0 0 0 70527 West Area Pool 0 0 0 0 0 0 10,693,151 70528 Family Recreation Center-West 0 0 0 0 0 0 24,473,290 70531 Sahuaro Ranch Visitor Ctr. 0 0 0 0 0 0 1,430,099 70532 Western Area Regional Park 2,207,254 0 0 0 0 0 14,650,408 Sub-Total - New Assets Total Project Expenses: 2,325,989 6,735,130 0 0 0 0 0 0 0 0 0 2,099,975 55,847,506 144,199,476 $820,330 $875,789 $931,955 $673,862 $497,345 New Assets 70502 Orangewood Community Park 70525 Barnyard Additions Total FY 09-10 Funding: Estimated Ending Balance: 6,735,130 $768,795 *New Project ^Will require additional voter authorization in last 5 years of the plan. 300 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70503 - Rose Lane Rec. Center Developm (I) Project Description: Funding Source: General Obligation Bonds Renovation and expansion of the existing community center from 5,000 sq ft to 35,000 sq ft. Conversion of existing recreation building into a multi-purpose recreation center as recommended in the 2002 Parks and Recreation Master Plan. Renovations include parking, gymnasium, infrastructure, flooring, equipment, kitchen, activity rooms, meeting rooms, and furnishings. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $3,221,750 Construction $0 $0 $0 $0 $0 $9,208,000 Finance Charges $0 $0 $0 $0 $0 $361,961 IT/Phone/Security Engineering Charges $0 $0 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $115,000 Arts $0 $0 $0 $0 $0 $92,080 Equipment $0 $0 $0 $0 $0 $930,800 Contingency $0 $0 $0 $0 $0 $920,800 Miscellaneous/Other $0 $0 $0 $0 $0 $53,729 $0 $0 $0 $0 $0 $15,104,120 TOTAL Operating Description: O and M includes: staffing two Senior Recreation Coordinator at $76,246, a Clerical employee at $47,487, three Recreation Programmers at $53,868, a Service Worker II at $51,654, a Service Worker III at $58,672 (all FTE positions include benefits), five PT Rec. Leader II's at $45,905 annually each, and insurance for all new staff; supplies and contracts ($2.25 per sq ft), electricity ($2.25 per sq ft), a fire alarm ($600 per year), HVAC maintenance ($2.50 per sq ft), custodial services ($2.07 per sq), refuse (two containers), plumbing maintenance ($3.60 per sq ft) and water for a 30,000 sq ft building; vehicle maintenance and replacement contributions for a 1/2 ton pickup truck estimated at 8,000 miles per year; and PC replacement contributions for eight desktop computers and eight color printers. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $415,445 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,508,528 $60,070 Electrical PC/Vehicle Replacement $0 $0 $0 $0 $0 $3,693 $0 $0 $0 $0 $111,782 Water $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Staffing Supplies/Contr Utilities Bldg. Maint. Insurance Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 301 Return to CIP TOC $0 $2,776,220 $415,445 $0 $28,989 $23,770 $0 $5,343,942 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70506 - 63rd & Northern Park Dev. (I) Project Description: Funding Source: General Obligation Bonds Proposed improvements include completing park construction to include a looped concrete pathway/trail, restroom, native grass, landscaping and low flow crossing. Phase I of the community park included playground, ramada, open turf area, parking, landscaping and meandering multi-use path. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $89,944 Construction $0 $0 $0 $0 $0 $1,823,082 Finance Charges $0 $0 $0 $0 $0 $54,173 Engineering Charges $0 $0 $0 $0 $0 $52,608 Arts $0 $0 $0 $0 $0 $18,231 Contingency $0 $0 $0 $0 $0 $163,660 $0 $0 $0 $0 $0 $2,201,698 TOTAL Operating Description: O and M includes: supplies and contracts ($601 per acre), maintenance and water, which are being calculated here at half the normal rate because the area will bee designed with native grass, for 30 acres (1,306,800 sq ft) of landscape; electricity ($2.25 per sq ft), plumbing ($3.60 per sq ft), water, refuse (one container) and cleaning expenses ($6,600 annually) for a 800 sq ft restroom and one drinking fountain. Other building maintenance includes electricity for 40 additional low-level security lights ($75 per light and $13 per bulb replacement). Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr Utilities $0 $0 $0 $0 $0 $148,084 $0 $0 $0 $0 $0 $11,079 Bldg. Maint. $0 $0 $0 $0 Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $571,856 $8,543 $0 $0 $0 $0 $0 $11,885 $0 $0 $0 $0 $0 $790,837 Water Refuse TOTAL Project: 70509 - Manistee Ranch Development (I) Project Description: Funding Source: $39,390 General Obligation Bonds Enhance various aspects of the historical area that would improve the aesthetics and functionality of Manistee Ranch Historical site. This may include additional lighting, enhanced pathways and/or landscape improvements. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $18,840 Construction $0 $0 $0 $0 $0 $125,600 Finance Charges $0 $0 $0 $0 $0 $4,231 Engineering Charges $0 $0 $0 $0 $0 $11,000 Arts $0 $0 $0 $0 $0 $1,256 Contingency $0 $0 $0 $0 $0 $12,560 $0 $0 $0 $0 $0 $173,487 TOTAL Operating Description: O and M includes the electricity and bulb replacement for 30 low level security lights ($75 per light, $13 per bulb). Operating Costs: Bldg. Maint. TOTAL 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $16,249 $0 $0 $0 $0 $0 $16,249 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 302 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70510 - Park Enhancements (I) Project Description: Funding Source: General Obligation Bonds Ongoing park enhancements are vital in the city's effort to improve and enhance park functionality and appeal. Staff continually assesses park amenities and infrastructure, and strives to meet the demands park users place on park land. Park enhancements focus on a variety of elements and amenities within the existing park setting, and can be either urgent in nature or planned. Typical park enhancements include new sport courts, resurface sport courts, additional low-level security lighting, picnic areas, adding or replacing picnic benches, ADA play surface for playgrounds, shade structures, landscape and other amenities added to existing park sites. Additionally, funds are also used to purchase park maintenance equipment for ongoing maintenance of parks and grounds. Ongoing enhancements typically address service gaps in the level of service requirements outlined in the Parks and Recreation Master Plan. Capital Costs: 2014 2015-2019 Design 2010 $0 $0 $0 $0 $20,505 $1,046,797 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $198,595 $6,094 $5,978,652 $200,646 Engineering Charges $0 $0 $0 $0 $2,798 $89,702 Arts $0 $0 $0 $0 $1,986 $59,787 Equipment $0 $0 $0 $0 $0 $250,000 TOTAL Operating Description: 2012 2013 $0 $0 $0 $0 $19,859 $600,894 $214,150 $0 $0 $0 $0 $0 $214,150 $0 $0 $0 $249,837 $8,226,478 Contingency Carryover 2011 In most cases, park enhancements will have little or no impact on the O and M. In fact, in many cases the enhancements allow for a more efficient operation of infrastructure and amenities. Additional O and M will need when new amenities are introduced to a park, such as ramadas or additional low level lighting. O and M is estimates include: supplies and contracts ($601per acre) for four acres; maintenance and water for one acre of landscaping; electricity and blub replacement for 10 additional low level security lights ($75 per light and $13 per bulb). Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing Supplies/Contr $0 $0 $0 $0 $0 $14,796 $0 $0 $0 $0 $14,798 Utilities $0 $0 $0 $0 $0 $0 $0 $0 $2,706 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Bldg. Maint. PC/Vehicle Replacement Landscape TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 303 Return to CIP TOC $990 $5,416 $5,414 $0 $0 $38,122 $0 $6,971 $38,120 $0 $10,667 $116,666 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70512 - Facilities Renovation (I) Project Description: Capital Costs: Funding Source: General Obligation Bonds Renovations address planned and/or unexpected restoration improvements at existing park and recreation buildings, centers, ball field complex sites, group ramada pavilions, restrooms, tennis and golf complexes. Funds are used citywide to provide ongoing renovation to existing facilities. The specific facilities that receive assistance from this fund are targeted through an ongoing assessment and feedback from citizens and staff. 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $0 $0 $216,300 $2,220,000 Finance Charges $0 $0 $0 $0 $6,160 $68,520 Engineering Charges $0 $0 $0 $0 $6,392 $65,608 Arts Equipment $0 $0 $0 $0 $2,163 $22,200 $0 $0 $0 $0 $0 $100,000 $333,000 Contingency Carryover TOTAL Operating Description: $0 $0 $0 $0 $21,361 $306,973 $0 $0 $0 $0 $0 $306,973 $0 $0 $0 $252,376 $2,809,328 New O and M expenses are not usually encountered with restoration activities. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 304 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70514 - O'Neil Center Expansion (I) Project Description: Funding Source: General Obligation Bonds The O'Neil Recreation Center expansion includes an additional 10,000 sq ft to accommodate the growing participation and need for recreation programming, which is supported by attendance and participation levels. This improvement is identified in the 2002 Parks and Recreation Master Plan. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $952,000 Construction $0 $0 $0 $0 $0 $2,720,000 Finance Charges $0 $0 $0 $0 $0 $111,262 IT/Phone/Security $0 $0 $0 $0 $0 $35,000 Engineering Charges $0 $0 $0 $0 $0 $67,932 Arts $0 $0 $0 $0 $0 $27,200 Equipment $0 $0 $0 $0 $0 $272,000 Contingency $0 $0 $0 $0 $0 $272,000 $0 $0 $0 $0 $0 $4,457,394 TOTAL Operating Description: O and M includes: staffing of a Senior Recreation Coordinator $76,245 (benefits included), five part-time Recreation Leaders at $45,000 annually and insurance for new staff; electricity ($2.25 per sq ft), HVAC maintenance ($2.50 per sq ft), a fire alarm ($2,400 annually) custodial service ($2.07 per sq ft), refuse (one container), plumbing ($3.70 per sq ft) and water for the additional 10,000 sq ft of space; and PC replacement contributions for three laptops and three color printers. Operating Costs: 2010 2011 2012 2013 2014 Staffing $0 $0 $0 $0 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Water $0 $0 $0 Refuse $0 $0 $0 $0 $0 $0 Utilities Bldg. Maint. Insurance Electrical PC/Vehicle Replacement TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 305 Return to CIP TOC 2015-2019 $0 $0 $0 $0 $0 $746,232 $113,863 $138,482 $508,997 $0 $7,398 $14,771 $0 $0 $35,033 $0 $0 $0 $0 $11,885 $0 $0 $1,586,324 $9,663 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70515 - T-Bird Park Improvements (I) Project Description: Funding Source: General Obligation Bonds Continue to implement the Park's Master Plan recommendations that include trail repairs and improvements, removal of invasive plant species & revegetation, signage upgrades, repairs/replacement to existing ramadas, picnic tables, grills, restrooms and other infrastructure. This funding also addresses 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $646,739 Construction $0 $0 $0 $0 $0 $1,847,826 Finance Charges $0 $0 $0 $0 $0 $73,910 Engineering Charges $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $18,478 Contingency Carryover $0 $0 $0 $0 $0 $210,986 $257,092 $0 $0 $0 $0 $0 $257,092 $0 $0 $0 $0 $2,852,939 TOTAL Operating Description: O and M includes: staffing of a Service Worker II with benefits at $51,654, a Park Ranger with benefits at $40,642 and $25,000 for contracted labor assistance; supplies and contracts ($45,000 annually), electricity ($1.25 per sq ft), building maintenance ($1.80 per sq ft), refuse and water for two 750 sq ft restrooms; refuse $322 month; ramada cleaning ($3,000 per ramada) for five new ramadas; and PC purchase and replacement contributions security system purchase and monitoring at $109 per month. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $682,960 $103,059 $0 $0 $0 $0 $0 $10,917 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,721 $4,870 Electrical PC/Vehicle Replacement $0 $0 $0 $0 $0 $8,540 $0 $0 $0 $0 Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $35,650 $1,374 $0 $0 $0 $0 $0 $22,417 $0 $0 $0 $0 $0 $891,371 Staffing Supplies/Contr Utilities Bldg. Maint. Equip. Maint. Water Refuse TOTAL Project: 70520 - Sahuaro Ranch Park Improv. (I) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: $5,863 General Obligation Bonds Renovation of aging infrastructure and new amenities at this regional park. 2010 2011 2012 2013 2014 2015-2019 $2,170,006 $0 $0 $0 $0 $0 $2,170,006 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 306 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70523 - 79th/Orangewood (I) Project Description: Funding Source: General Obligation Bonds Completes the development of a 10 acre neighborhood/school joint use park to serve a one-mile radius per the Glendale Elementary School District and Parks and Recreation Master Plan. Improvements include a looped pathway, low-level security lighting, ramadas and landscape. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $220,690 Construction $0 $0 $0 $0 $0 $630,544 Finance Charges $0 $0 $0 $0 $0 $24,392 Engineering Charges $0 $0 $0 $0 $0 $36,603 Arts $0 $0 $0 $0 $0 $6,305 Contingency $0 $0 $0 $0 $0 $63,054 $0 $0 $0 $0 $0 $981,588 TOTAL Operating Description: O and M includes: supplies and contracts ($602 per acre), maintenance and water for three acres (130,680 sq ft) of landscape. Also electricity for 20 park area lights ($88 per light). Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 $0 $11,097 Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,832 $114,367 $0 $0 $0 $0 $0 $136,296 Landscape TOTAL Project: 70535 - Paseo Racquet Center Park (I) Project Description: Capital Costs: Funding Source: General Obligation Bonds The project includes installation of 12,500 sq ft of spectator seating at the Paseo ball fields, partial removal of landscape, addition of concrete surfacing, improvements to the lighting system and the restroom/concessions building, necessary maintenance repairs to the racquet center that includes court resurfacing, lighting, fencing, and building restoration and improvements per the approved agreement with lessee. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $760,870 Construction $0 $0 $0 $0 $0 $2,173,913 Finance Charges $0 $0 $0 $0 $0 $88,198 Engineering Charges Arts $0 $0 $0 $0 $0 $55,000 $0 $0 $0 $0 $0 $21,739 Contingency $0 $0 $0 $0 $0 $464,958 $0 $0 $0 $0 $0 $3,564,678 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 307 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: GF Project: 70540 - Grounds & Facilities Imprvmnts (I) Project Description: Funding Source: General Obligation Bonds Grounds and facility improvements at Glen Lakes and Desert Mirage, Glendale's two municipal golf courses. Capital Costs: 2010 Carryover $11,748 $0 $0 $0 $0 $0 $11,748 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2014 2015-2019 No additional O and M is needed. Project: T1710 - Adult Center Expansion (I) Project Description: 2013 Funding Source: General Obligation Bonds Improvements to the 17,000 sq ft of unfinished interior space on the 2nd level of the Adult Center. Expansion will help meet the needs for additional programming to accommodate anticipated future growth in use of the facility. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $1,909,950 Construction $0 $0 $0 $0 $0 $5,457,000 Finance Charges $0 $0 $0 $0 $0 $229,473 IT/Phone/Security Engineering Charges $0 $0 $0 $0 $0 $107,853 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $54,570 Equipment $0 $0 $0 $0 $0 $700,034 Contingency $0 $0 $0 $0 $0 $857,030 $0 $0 $0 $0 $0 $9,408,410 TOTAL Operating Description: O and M includes: staffing of a Senior Recreation Coordinator at $74,191, a Recreation Programmer at $52,933, a FTE Office Support Supervisor at $62,528, a Custodian at $42,981, two 19 hour Recreation Programmers at $45,745, all staffing includes benefits and insurance; supplies and contracts ($1.50 per sq ft), electricity ($2.15 per sq ft), security monitoring ($100 per month), HVAC maintenance ($1.50 per sq ft), custodial services ($2.07 plus .$020 for supplies per sq ft) and water for a 17,000 sq ft additional space; PC purchase and replacement contributions of five desktop computers and three color printers. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 $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 Electrical $0 $0 $0 PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Staffing Supplies/Contr Utilities Bldg. Maint. Equip. Maint. Insurance Water TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 308 Return to CIP TOC $0 $1,620,863 $148,474 $212,813 $0 $585,978 $30,013 $0 $0 $18,603 $0 $0 $0 $6,987 $0 $60,517 $15,259 $0 $2,699,507 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70500 - Parks Redevelopment (R) Project Description: Funding Source: General Obligation Bonds This project is designed as a proactive focus for revitalizing parks currently in the city's inventory that are beginning or have shown signs of deteriorating infrastructure, amenities, and/or landscape. The purpose of the redevelopment process is to heighten or restore the overall functionality of the park for the users, while at the same time enhancing the operating efficiency. As in the past, staff identify strategies that are designed to revive the park’s existing strengths and develop new or enhanced functions of the park. Development strategies, service gaps and needs are identified and addressed during the design and construction phase. Depending on the park category, location, size and level of service, each requires a distinct level of funding to address an assortment of services or operational improvements. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $371,958 $6,011,989 Construction $0 $0 $0 $0 $1,062,738 $17,177,113 Finance Charges $0 $0 $0 $0 $39,509 $641,062 Engineering Charges $0 $0 $0 $0 $7,108 $114,892 Arts $0 $0 $0 $0 $10,627 $171,771 $0 $1,094,403 $0 $0 $0 $0 $0 $0 $105,822 $0 $1,717,711 $0 $1,094,403 $0 $0 $0 $1,597,762 $25,834,538 Contingency Carryover TOTAL Operating Description: O and M includes: supplies & contracts ($601 per acre), maintenance and water for 10 acres of landscape; building maintenance for 30 low level park lighting ($88 per light); and water for 40 drinking fountains at an estimated $76.51 per fountain annually. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,403 Landscape $0 $0 $0 $0 $381,225 Water $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $456,867 TOTAL Project: 70504 - Foothills Center Restoration (R) Project Description: Capital Costs: Funding Source: $36,990 $16,249 General Obligation Bonds Replacement of recreation center equipment and renovation of the facility. Replacement of fitness room equipment, existing audio/visual equipment, carpeting, room dividers, window blinds and other wear items. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $189,625 Construction $0 $0 $0 $0 $0 $758,500 Finance Charges $0 $0 $0 $0 $0 $44,852 IT/Phone/Security $0 $0 $0 $0 $0 $80,500 Engineering Charges Arts $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40,769 $7,585 Equipment $0 $0 $0 $0 $0 $634,500 Contingency $0 $0 $0 $0 $0 $163,097 $0 $0 $0 $0 $0 $1,919,428 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 309 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70526 - Soccer Lights (R) Project Description: Funding Source: General Obligation Bonds Renovation or replacement of existing sports lights that have depreciated or no longer meet the acceptable and/or safe levels of illumination. This will also fund installation of additional athletic field lighting in the city to address user demand. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $700,000 Construction $0 $0 $0 $0 $0 $2,000,000 Finance Charges $0 $0 $0 $0 $0 $75,978 Engineering Charges $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $20,000 Contingency $0 $0 $0 $0 $0 $200,000 $116,551 $0 $0 $0 $0 $0 $116,551 $0 $0 $0 $0 $3,050,978 Carryover TOTAL Operating Description: O and M cost is based on six multi-use fields with new lighting. 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: 2010 Bldg. Maint. TOTAL 2011 2012 2015-2019 $0 $0 $0 $0 $652,378 $0 $0 $0 $0 $0 $652,378 Funding Source: General Obligation Bonds Replace old, outdated, existing equipment that is inefficient and adds new equipment for parks and maintenance of city green spaces. Capital Costs: 2010 TOTAL 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $12,500 $487,500 $163,218 $0 $0 $0 $0 $0 $163,218 $0 $0 $0 $0 $500,000 Equipment Carryover 2011 $0 $0 Finance Charges Operating Description: 2014 $0 Project: 70541 - Parks Capital Equipment (R) Project Description: 2013 Building maintenance expenses are for five years of maintenance expenses for 2 mowers, 2 trailers, 2 ball field preparation machines and 2 pick-up trucks. Equipment replacement contributions accounts for all eight pieces of equipment budgeted for 5 years. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Equip. Maint. $0 $0 $0 $0 $0 $98,000 PC/Vehicle Replacement $0 $0 $0 $0 $0 $116,900 $0 $0 $0 $0 $0 $214,900 TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 310 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: GF Project: 70542 - Parks Master Plan (R) Project Description: Funding Source: General Obligation Bonds The city seeks an updated Parks and Recreation Strategic Master Plan document that is concise, performance measurement based, user friendly and visionary with regards to the health and vibrancy of the city, its commercial areas and its neighborhoods. The consultant will collect and analyze data to help develop recommended goals, standards, action strategies for the parks, open space and trails systems, as well as its recreation facilities and programming within the city. The consultant will work closely with staff, assist in the public meeting process and utilize the services of the City Council appointed Parks and Recreation Advisory Commission in developing the plan. The consultant will create a document for use and distribution to the public. Capital Costs: 2010 Carryover $75,000 $0 $0 $0 $0 $0 $75,000 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 Capital Costs: 2014 2015-2019 No O and M costs associated with this project. Project: T1712* - Aquatic Facility Restoration (R) Project Description: 2013 Funding Source: General Obligation Bonds This fund provides for the renovation and restoration of existing swimming pools. There are eight pools that require annual attention and one of them is fully restored each year. Typical repair projects at each pool include replastering of the water vessels, patching and repairs to the pool decking, replacement of shade canopies, pool pumps and replacement equipment, and compliance requirements with Maricopa County Environmental Services Health Code. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $1,350,822 Construction $0 $0 $0 $0 $0 $4,650,207 Finance Charges $0 $0 $0 $0 $0 $179,018 Engineering Charges $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $46,502 Contingency $0 $0 $0 $0 $0 $947,857 $0 $0 $0 $0 $0 $7,266,906 TOTAL Operating Description: There typically are not any new O and M expenses with these restoration projects. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 311 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70502 - Orangewood Community Park (N) Project Description: Funding Source: General Obligation Bonds Continued development of the 40+ acre Orangewood Community Park at 71st and Orangewood Avenues. This phase includes the construction of additional lighted multi-use fields, bleachers, new restroom, control building, final half-street improvements and other park amenities that are typically associated with community parks. Once completed, the multi-use complex will feature soccer/football fields, sports lights, restroom, playground, picnic facility, parking, and sport courts with lights. Proposed improvements in FY 2010 from DIF Citywide Parks (146072500) and DIF Citywide Rec Facilities (1480-72800) include sports field development and half-street improvements. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $510,390 Construction $0 $0 $0 $0 $0 $3,400,608 Finance Charges $0 $0 $0 $0 $0 $108,940 IT/Phone/Security Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $72,353 Arts $0 $0 $0 $0 $0 $34,006 Equipment $0 $0 $0 $0 $0 $34,001 Contingency $0 $0 $0 $0 $0 $340,260 $0 $0 $0 $0 $0 $4,600,558 TOTAL Operating Description: O and M includes: staffing of a Service Worker II at $51,654 and a Building Maintenance Worker at $56,942, benefits and insurance for new staff; supplies & contracts ($601 per acre), maintenance and water for 20 acres (871,200 sq ft) of landscape; electricity ($2.25 per sq ft), security monitoring ($50 per month), refuse (two containers) and water for a 2,000 sq ft control building; HVAC maintenance ($2.50 per sq ft), custodial service ($2.07 per sq ft), plumbing ($3.60 per sq ft) for a 1,200 sq ft control building; plumbing ($3.60 per sq ft) for a 800 sq ft restroom; maintenance of lighting consists of three soccer fields ($15,000 for electricity, $2,666 for lamp replacement per field), 40 low-level security lights ($75 for electricity, $13 for lamp replacement per light); vehicle maintenance and replacement contributions for a 1/2 ton pickup at an estimated 8,000 miles per year; technology replacement contributions for a laptop and a color printer. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 $0 $668,381 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $73,980 $27,696 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $425,921 Insurance $0 $0 $0 $0 $7,509 Electrical $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 PC/Vehicle Replacement Landscape Water Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 312 Return to CIP TOC $0 $3,693 $47,853 $0 $0 $762,474 $0 $0 $0 $0 $1,933 $23,770 $0 $0 $2,043,210 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: GF Project: 70525 - Barnyard Additions (N) Project Description: Capital Costs: 2010 TOTAL 2011 2012 2013 2014 2015-2019 $118,735 $0 $0 $0 $0 $0 $118,735 $0 $0 $0 $0 $0 O and M includes staffing of two PT Recreation Programmers at $48,478; maintenance and water for 22,000 sq ft of landscape; supplies and contracts ($1.85 per sq ft), electrical ($1.75 per sq ft), three telephones ($500 each), AV equipment ($5,000), wireless service ($1,500), HVAC maintenance ($2.35 per sq ft), custodial services and water for a 1,600 sq ft building; purchase and technology replacement contributions for two desktop computers and two color printers. Operating Costs: 2010 2011 2012 2013 Bldg. Maint. $0 $2,500 $2,575 $2,652 Electrical $0 $2,250 $2,318 $0 $4,750 $4,893 TOTAL General Obligation Bonds Purchase and installation of a 1,000 sq ft prefabricated building to be placed in the historical area of Sahuaro Ranch Park. The primary function of the climate controlled building is to store historic museum collections and artifacts. It will also be used to conduct small, informal meetings. Carryover Operating Description: Funding Source: * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 313 Return to CIP TOC 2014 2015-2019 $14,939 $2,388 $2,732 $2,460 $5,040 $5,192 $28,392 $13,453 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70527 - West Area Pool (N) Project Description: Funding Source: General Obligation Bonds Construction of a new aquatic center to accommodate growth in the western area of the city. Design, engineering and construction of a zero-depth swimming pool with children's play features and a 6-lane, 25 yd competitive swimming pool, with amenities such as a dive well, waterslides, action river, lighting, decking, a bath house and a parking lot. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $2,116,595 Construction $0 $0 $0 $0 $0 $7,149,660 Finance Charges $0 $0 $0 $0 $0 $268,419 IT/Phone/Security Engineering Charges $0 $0 $0 $0 $0 $24,840 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $71,497 Contingency $0 $0 $0 $0 $0 $969,640 $0 $0 $0 $0 $0 $10,693,151 TOTAL Operating Description: O and M includes: staffing of a Programmer at $53,868, a Service Worker III at $58,672 and temporary, hourly aquatic staff consisting of a pool manager, 2 assistant pool managers, 3 cashiers and 36 lifeguards. Water ($10,000), pool maintenance ($10,000), chemicals ($18,000), landscape maintenance ($20,000), electricity ($33,949), natural gas ($45,000), building maintenance ($14,853) and other aquatic related supplies ($98,541); maintenance and replacement contributions for a pool maintenance vehicle; hardware purchases and replacement contributions of two PC's, two phone lines, a fax line and connectivity to the city network and software purchases including Microsoft applications and Rectrac. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing Supplies/Contr $0 $0 $0 $0 $0 $2,475,208 $0 $0 $0 $0 $0 $969,673 Utilities $0 $0 $0 $0 $344,831 Bldg. Maint. $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 Equip. Maint. Electrical PC/Vehicle Replacement Landscape Water Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 314 Return to CIP TOC $0 $113,815 $72,800 $0 $0 $260,147 $0 $0 $0 $0 $8,871 $153,259 $0 $0 $0 $76,630 $0 $0 $0 $23,087 $0 $0 $0 $4,498,321 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70528 - Family Recreation Center-West (N) Project Description: Funding Source: General Obligation Bonds Development of a multi-generation recreation center that targets a diverse demographic. The construction of the 70,000 sq ft family recreation center would provide a 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. Project addresses the Parks and Recreation Master Plan recommendation to develop multi-generation recreation centers that target a diverse demographic. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $5,271,175 Construction Finance Charges $0 $0 $0 $0 $0 $15,060,500 $0 $0 $0 $0 $0 $596,910 IT/Phone/Security $0 $0 $0 $0 $0 $260,000 Engineering Charges $0 $0 $0 $0 $0 $122,000 Arts $0 $0 $0 $0 $0 $150,605 Equipment $0 $0 $0 $0 $0 $1,506,050 Contingency $0 $0 $0 $0 $0 $1,506,050 $0 $0 $0 $0 $0 $24,473,290 TOTAL Operating Description: O and M includes: staffing of a Recreation Manager at $83,343, a Office Support Supervisor at $61,257, three Senior Recreation Coordinator at $69,808, two Clerical staff at $47,487, three Recreation Programmers at $53,868, a Service Worker II at $51,654, a Service Worker III at $58,672 and two Building Maintenance Workers at $58,672, all FTE positions include benefits and insurance, also includes 10 PT Rec. Programmer's at $20,328 each; refer to project 2060-70532 for landscape maintenance and water; supplies and contracts ($2.25 per sq ft), electricity ($2.25 per sq), a fire alarm system with monitoring subscription dedicated phone lines ($150 per month), HVAC maintenance ($2.50 sq ft), custodial services ($2.07 per sq ft), refuse (two containers), plumbing ($3.70 per sq ft) and water for a 70,000 sq ft facility; vehicle maintenance and fuel for one new 1/2 ton pickup and two existing mid-size sedans at an estimated 8,000 miles apiece and replacement contributions for the 1/2 ton pickup. PC replacement contributions for eight desktop computers and eight color printers. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 $0 $5,469,068 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $969,372 $969,372 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $3,557,442 Insurance $0 $0 $0 $0 $51,786 Electrical $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 PC/Vehicle Replacement Refuse TOTAL $0 $11,079 $184,464 $0 $0 $0 $0 $0 $23,757 $0 $0 $0 $0 $0 $11,236,340 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 315 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70531 - Sahuaro Ranch Visitor Ctr. (N) Project Description: 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 for the rest of the park areas. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $158,182 Construction $0 $0 $0 $0 $0 $925,000 Finance Charges $0 $0 $0 $0 $0 $34,667 IT/Phone/Security $0 $0 $0 $0 $0 $75,000 Engineering Charges $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $9,250 Equipment $0 $0 $0 $0 $0 $92,500 Contingency $0 $0 $0 $0 $0 $92,500 $0 $0 $0 $0 $0 $1,430,099 TOTAL Operating Description: O and M includes: staffing of a Office Support Supervisor at $62,256 (benefits included), two PT, hourly staff at $15,000 each annually and new staff related insurance; supplies and contracts ($2.25 per sq ft), electricity ($2.25 per sq ft), a security and fire alarm system ($20,000 annually), HVAC maintenance ($2.50 per sq ft), custodial services ($2.07 per sq ft), plumbing ($3.70 per sq ft) and water for a 5,000 sq ft visitor center; PC replacement contributions for three laptops, three color printers; IT related expenses include telephone ($3,000 annually), wireless service ($1,500 annually) Audio/Visual ($75,000). Operating Costs: 2010 2011 2012 2013 2014 Staffing $0 $0 $0 $0 Supplies/Contr $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 Utilities Bldg. Maint. Insurance Electrical PC/Vehicle Replacement Water TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 316 Return to CIP TOC 2015-2019 $0 $0 $0 $0 $0 $567,812 $69,241 $69,241 $254,499 $0 $3,822 $123,095 $0 $0 $49,189 $0 $0 $4,831 $0 $0 $1,141,730 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Park Bond Fund (2060) Category: 20% Project: 70532 - Western Area Regional Park (N) Project Description: Funding Source: General Obligation Bonds Phased development of an 88 acre regional park and municipal campus. Includes construction of an urban lake, turf and landscaping improvements, feeder stream through the park, irrigation adjacent to lake and stream, ramadas and picnic areas, sport courts, playground areas, baseball/softball complex, soccer fields, trail connections, and infrastructure for this phase. Developing the park amenities and infrastructure for this phase will help meet the recommended guidelines proposed in the park site master plan and the 2002 Parks and Recreation Department. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $1,760,149 Construction Finance Charges $0 $0 $0 $0 $0 $10,101,496 $0 $0 $0 $0 $0 $352,449 IT/Phone/Security $0 $0 $0 $0 $0 $200,000 Engineering Charges $0 $0 $0 $0 $0 $115,000 Arts $0 $0 $0 $0 $0 $101,015 Equipment $0 $0 $0 $0 $0 $1,010,149 $0 $2,207,254 $0 $0 $0 $0 $0 $0 $0 $0 $1,010,150 $0 $2,207,254 $0 $0 $0 $0 $14,650,408 Contingency Carryover TOTAL Operating Description: O and M includes: staffing of two Service Worker II's at $51,654 each including benefits and insurance; supplies and contracts ($601per acres) for 50 acres; maintenance and water ($0.016335 for SRP water) for 34 acres (1,481,040 sq ft) of landscape, the other 16 acres will be hardscape; electricity ($2.25 per sq ft), building maintenance ($3.60 per sq ft), refuse (5 containers) and water for the 2,000 sq ft control building in the softball complex; building maintenance ($2.50 per sq ft) for another 2,000 sq ft building; other maintenance at the complex consists of two sports courts ($750 per court), court lighting ($133 per court), lighting for six sports field ($15,000 per field, $2,666 for lamp replacement), 250 low-level security lights ($75 per light, $13 per lamp replacement). Vehicle maintenance and replacement contributions for a 1/2 ton pickup at an estimated 8,000 miles per year. PC replacement contributions for 6 phones ($3,000 per phone), 3 lap top and 3 color printers. Operating Costs: 2010 2011 2012 2013 2014 Staffing $0 $0 $0 $0 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Utilities Bldg. Maint. PC/Vehicle Replacement Landscape Water Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 317 Return to CIP TOC 2015-2019 $0 $0 $635,840 $0 $184,950 $27,696 $0 $0 $873,740 $0 $0 $0 $88,628 $0 $0 $0 $7,398 $177,891 $1,055,440 $0 $1,933 $59,424 $0 $3,112,940 2010-2019 CAPITAL IMPROVEMENT PLAN Library - Construction Fund LIBRARY CONSTRUCTION FUND Due to the drop in Glendale’s secondary assessed valuation, the construction of the Western Area Library originally planned for FY 2009 and FY 2010 has been deferred to FY 2014 to allow for the construction of the new City Court Building to continue. 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 318 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Library Bonds (2160) Category: 6% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $0 $0 $0 $0 $0 $102,923 Total Beginning Balance: 0 0 0 0 0 102,923 0 0 0 0 12,480,000 21,965,000 0 0 0 0 12,480,000 21,965,000 Revenue Bond Proceeds^ Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets T2810 Int. Renovation-Main, VT, FH 0 0 0 0 0 0 11,688,161 T2811 *Fluorescent Lighting-Main Lib. 0 0 0 0 0 0 442,800 T2812 *Expansion-Library Facilities 0 0 0 0 0 0 9,835,031 Sub-Total - Existing Assets 0 0 0 0 0 0 21,965,992 74000 West Branch Library 0 0 0 0 0 12,377,077 0 Sub-Total - New Assets Total Project Expenses: 0 0 0 0 0 0 0 0 0 0 12,377,077 12,377,077 0 21,965,992 $0 $0 $0 $102,923 $101,931 New Assets Total FY 09-10 Funding: Estimated Ending Balance: 0 $0 *New Project ^Will require additional voter authorization in last 5 years of the plan. 319 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Library Bonds (2160) Category: 6% Project: T2810 - Int. Renovation-Main, VT, FH (I) Project Description: Capital Costs: Funding Source: General Obligation Bonds This project includes renovating and updating interior spaces at Velma Teague, Foothills and the Main Library, including shelving, tables, chairs, and other furnishings. It also includes upgrading the security camera systems at the Main and Foothills Branch Libraries. This upgrade would provide for a greater number of cameras both inside and outside of the facilities and will provide higher quality images than currently available on our existing equipment. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $285,077 Equipment $0 $0 $0 $0 $0 $11,363,000 Miscellaneous/Other $0 $0 $0 $0 $0 $40,084 $0 $0 $0 $0 $0 $11,688,161 TOTAL Operating Description: No additional O and M is needed at this time. Project: T2811* - Fluorescent Lighting-Main Lib. (I) Project Description: Capital Costs: Funding Source: General Obligation Bonds This project was previously included in Project T2810, Renovation-Library Facilities. This request is to retrofit new components into existing, outdated 21-year-old lighting fixtures at the Main Library. The existing equipment is so inefficient that it is being phased out by federal energy policy legislation. In fact, replacement parts can no longer be manufactured after July 1, 2010. Completion of this project will result in a reduction of $23,311 in the Library's yearly energy costs (from $136,493 to $113,182). Additionally, the city would receive a one-time rebate of $7,175 from Salt River Project based on watts saved at $0.20 per watt. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $10,800 Miscellaneous/Other $0 $0 $0 $0 $0 $432,000 $0 $0 $0 $0 $0 $442,800 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 320 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Library Bonds (2160) Category: 6% Project: T2812* - Expansion-Library Facilities (I) Project Description: Funding Source: General Obligation Bonds This project was previously included in Project T2810, Renovation-Library Facilities. This request is for expansion of space for meeting rooms, technical services, youth, adult services and the lobby of the Main Library. Also includes adding meeting room space at the Velma Teague Branch. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $0 $0 $0 $9,381,339 Finance Charges $0 $0 $0 $0 $0 $239,879 Engineering Charges $0 $0 $0 $0 $0 $120,000 Arts $0 $0 $0 $0 $0 $93,813 $0 $0 $0 $0 $0 $9,835,031 TOTAL Operating Description: Includes added electricity for expanded areas and staffing for additional programming. Staffing includes one additional Librarian I at Main and two additional Librarian I's at Velma Teague. Operating Costs: Staffing Utilities TOTAL 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $232,275 $38,844 $0 $0 $0 $0 $0 $271,119 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 321 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Library Bonds (2160) Category: 6% Project: 74000 - West Branch Library (N) Project Description: 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 7 acres of land at the Western Area Regional Facility site at 83rd Avenue and Bethany Home Road. This project is being funded by a combination of Library bonds and Development Impact Fees. The total project cost is estimated at $17,244,115. A total of $12,377,077 in bonds will be needed for this project. The remaining funding is budgeted using funding from Development Impact Fee accounts 1380-74250 and 1500-74750. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $0 $0 $9,072,859 $0 Finance Charges IT/Phone/Security $0 $0 $0 $0 $309,427 $0 $0 $0 $0 $0 $440,000 $0 Engineering Charges $0 $0 $0 $0 $120,000 $0 Arts $0 $0 $0 $0 $90,729 $0 Equipment $0 $0 $0 $0 $1,000,000 $0 Contingency $0 $0 $0 $0 $1,237,708 $0 Miscellaneous/Other $0 $0 $0 $0 $106,354 $0 $0 $0 $0 $0 $12,377,077 $0 TOTAL Operating Description: The West Branch Library Manager position will be filled by an existing Library Manager. New staffing includes two Librarian III's, 1.5 Librarian I's, a Library Operations Supervisor, 2.5 Library Assistant III's, a Library Assistant I, and a Building Maintenance Worker for the Facilities Management Department to support the new building. A Building Maintenance truck will be provided for the Building Maintenance Worker. In order to operate the new library with a limited operating budget--while still providing the excellent services library patrons have come to expect--an option has been presented to operate the West Branch Library for 48 hours per week, rather than the 69 hours per week provided at the other branches. A number of existing library personnel will be reassigned to the West Branch Library. The Operating Budget also includes books, periodicals, electronic resources, supplies and contracts (including contracted custodial services), a library vehicle, professional development, equipment maintenance, building maintenance, utilities and insurance. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 $0 $4,379,966 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,934,827 $100,077 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $484,534 Equip. Maint. $0 $0 $0 $0 $605,687 Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Electrical PC/Vehicle Replacement Landscape Water Refuse TOTAL $0 $33,941 $464,869 $0 $0 $559,329 $0 $0 $0 $0 $43,496 $55,596 $0 $0 $0 $0 $0 $9,549 $0 $0 $0 $0 $0 $9,671,871 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 322 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Public Safety – Construction Funds PUBLIC SAFETY CONSTRUCTION FUNDS 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 the Fire, Police and City Court Departments. Carryover funding is included for the relocation of Fire Station 151 and to complete purchases related to engine/ladder truck and equipment replacement. There also is funding for annual upgrades to the police digital communication system and purchasing fire communication equipment. Due to the drop in secondary assed value, funding for the City Court Building was spread out over the next three fiscal years with $3.7 million being carried over to FY 2010 and $15.0 million and $16.7 million in FY 2011 and FY 2012 respectively. A crime lab to be located at the Regional Public Safety Training Center was added to the last five years of the plan. Project Name: Fire Station Relocation Funding Source: G.O. Bond Fund #: 2040 Project #: 75000 323 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Public Safety (2040) Category: 20% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance ($985,661) $1,665,091 $2,197,029 $3,378,421 $717,956 $214,610 Total Beginning Balance: (985,661) 1,665,091 2,197,029 3,378,421 717,956 214,610 12,300,000 18,700,000 18,330,000 0 0 115,430,000 935,300 0 0 0 0 0 41,280 16,651 32,955 50,676 10,769 16,096 13,276,580 18,716,651 18,362,955 50,676 10,769 115,446,096 Advisor Fees 0 2,498 4,943 7,601 1,615 2,414 Total Operating Expenses: 0 2,498 4,943 7,601 1,615 2,414 Revenue Bond Proceeds^ Grant Revenue Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 541,049 512,500 1,435,000 512,500 512,500 512,500 4,407,500 T5330 Refurbish Foothills Station 0 0 0 0 0 0 1,845,607 T5531 CAD/RMS/MDC Upgrade 0 0 0 0 0 0 7,801,275 T5532 HQ Renovation 0 0 0 0 0 0 12,396,858 0 939,925 0 0 0 0 1,778,478 2,178,044 0 1,747,215 0 2,191,040 0 1,747,215 T2520 Infor & Imaging Systems 0 0 0 0 0 0 512,500 T5320 EOC Equipment Replacement 0 0 0 0 0 0 4,047,653 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 T5430 Specialty Delivery Truck 0 0 0 0 0 0 216,952 T5450 30 Heart Monitors 0 0 0 0 0 0 799,500 T5537 *Fire Facility Assessment 0 0 0 0 0 0 750,000 Sub-Total - Existing Assets 2,719,093 1,452,425 3,182,215 512,500 2,703,540 512,500 37,439,156 75000 Fire Station Relocation 1,023,963 0 0 0 0 0 0 75020 City Court Building 3,676,288 0 15,000,000 16,664,120 0 0 0 75035 Fire Ladder Truck & Tender 1,754,059 0 0 0 0 0 0 75012 Police Digital Comm. System Replacement of Existing Assets 75024 800MHz Comm Equip 75034 Engine & Ladder Replacement New Assets 324 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Public Safety (2040) Category: 20% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: 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 T5440 3000 Gallon Fuel Truck 0 0 0 0 0 0 114,452 T5520 Vehicle Technology - Video/MDC 0 0 0 0 0 0 1,647,788 T5535 Warehouse Facility Fire RMS 0 0 0 0 0 0 1,000,000 T5536 *Fire Station - Western Area 0 0 0 0 0 0 14,618,412 T5538 *Crime Lab 0 0 0 0 0 0 20,406,819 6,454,310 9,173,403 0 1,452,425 15,000,000 18,182,215 16,664,120 17,176,620 0 2,703,540 0 512,500 78,090,967 115,530,123 $2,197,029 $3,378,421 $717,956 $214,610 $128,169 Sub-Total - New Assets Total Project Expenses: Total FY 09-10 Funding: Estimated Ending Balance: 10,625,828 $1,665,091 *New Project **Bond sale planned for early FY 2010. Cash balance in other construction funds is more than adequate to cover the temporary negative fund balance in Fund 2040. ^Will require additional voter authorization in last 5 years of the plan. 325 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: 75012 - Police Digital Comm. System (I) Project Description: Funding Source: General Obligation Bonds 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 mission critical 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $12,500 $35,000 $12,500 $12,500 $12,500 $107,500 Equipment $500,000 $1,400,000 $500,000 $500,000 $500,000 $4,300,000 Carryover $541,049 $0 $0 $0 $0 $0 $1,053,549 $1,435,000 $512,500 $512,500 $512,500 $4,407,500 Finance Charges TOTAL Operating Description: 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: Equip. Maint. TOTAL 2010 2011 2012 2014 2015-2019 $128,750 $132,613 $136,591 $140,689 $0 $769,343 $128,750 $132,613 $136,591 $140,689 $0 $769,343 Project: T5330 - Refurbish Foothills Station (I) Project Description: 2013 Funding Source: General Obligation Bonds Refurbish 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design Construction $0 $0 $0 $0 $0 $407,341 $0 $0 $0 $0 $0 $1,163,833 Finance Charges $0 $0 $0 $0 $0 $45,014 IT/Phone/Security $0 $0 $0 $0 $0 $58,191 Engineering Charges $0 $0 $0 $0 $0 $43,207 Arts $0 $0 $0 $0 $0 $11,638 Contingency $0 $0 $0 $0 $0 $116,383 $0 $0 $0 $0 $0 $1,845,607 TOTAL Operating Description: O and M includes: major building maintenance ($2.00 per sq ft), routine building maintenance ($0.35 per sq ft) and utilities ($1.75 per sq ft) for 910 sq ft of new space; $1.0 million in funding is needed for building upkeep and maintenance over a five year period that are over and above the planned renovations and additions. Operating Costs: Utilities Bldg. Maint. Equip. Maint. TOTAL 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,962 $10,692 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $1,018,654 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 326 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: T5531 - CAD/RMS/MDC Upgrade (I) Project Description: Funding Source: General Obligation Bonds Items included in this 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $100,000 Finance Charges $0 $0 $0 $0 $0 $190,275 Engineering Charges $0 $0 $0 $0 $0 $11,000 Equipment $0 $0 $0 $0 $0 $7,500,000 $0 $0 $0 $0 $0 $7,801,275 TOTAL Operating Description: O and M is needed for software upgrades. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $0 $0 $0 $0 $0 $240,000 TOTAL $0 $0 $0 $0 $0 $240,000 Project: T5532 - HQ Renovation (I) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,775,124 $7,928,929 Finance Charges $0 $0 $0 $0 $0 $309,178 IT/Phone/Security $0 $0 $0 $0 $0 $396,446 Engineering Charges $0 $0 $0 $0 $0 $115,000 Arts $0 $0 $0 $0 $0 $79,289 Contingency $0 $0 $0 $0 $0 $792,892 $0 $0 $0 $0 $0 $12,396,858 Design TOTAL Operating Description: O and M includes: major building maintenance ($2.00 per sq ft), routine building maintenance ($0.35 per sq ft) and utilities ($1.75 per sq ft) for a 4,820 sq ft of new space. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 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 N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 327 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: 75024 - 800MHz Comm Equip (R) Project Description: Funding Source: General Obligation Bonds Purchase 800 MHz 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. Capital Costs: 2010 Finance Charges $22,925 $0 $0 $0 $0 $43,378 $917,000 $0 $0 $0 $0 $1,735,100 $939,925 $0 $0 $0 $0 $1,778,478 Equipment TOTAL Operating Description: 2011 2012 2013 2014 2015-2019 Network fees started July 1, 2008 and cost $49 per month per radio. Costs shown in FY's 2010-2013 are for 190 radios. Cost shown in FY's 2015-2019 is for 440 radios. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $9,310 $9,589 $9,877 $10,173 $0 $55,632 TOTAL $9,310 $9,589 $9,877 $10,173 $0 $55,632 Project: 75034 - Engine & Ladder Replacement (R) Project Description: 2010 Equipment Carryover TOTAL 2011 2012 2013 2014 2015-2019 $0 $42,615 $0 $53,440 $0 $42,615 $0 $2,178,044 $1,704,600 $0 $0 $0 $2,137,600 $0 $0 $0 $1,704,600 $0 $2,178,044 $1,747,215 $0 $2,191,040 $0 $1,747,215 Finance Charges This CIP project will replace engines and ladders that have exceeded useful life and no additional O and M will result. Project: T2520 - Infor & Imaging Systems (R) Project Description: 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. 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. Capital Costs: Operating Description: Funding Source: Funding Source: General Obligation Bonds This project will replace obsolete digital system utilized for crime scene documentation. Image reporting would enhance the current web site to allow police reporting, communications and query capability. This system is needed to manage the 165,000 digital images captured each year. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $12,500 Equipment $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $512,500 TOTAL Operating Description: 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 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 328 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: T5320 - EOC Equipment Replacement (R) Project Description: Funding Source: General Obligation Bonds The city's Hirsch Security System, Blackberry Enterprise Service, Regional Training Center Wireless Access Control System, Emergency Management System Software, Emergency Operations Center (EOC) Interoperable Communications System, Fire Department Meeting Room Management (MRM) Systems, Weather System, and Public Safety Video Surveillance System are all resident on EOC servers and equipment. This project will fund the replacement of telecommunication, audio/visual, computer infrastructure, data storage, radios and other equipment in the city EOC that will enable the continued operation of these and future technology based systems. The average life of technology based EOC systems is approximately four years due to improvements in technology and overall use. The EOC will be nine years old in 2015. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $98,723 IT/Phone/Security $0 $0 $0 $0 $0 $3,948,930 $0 $0 $0 $0 $0 $4,047,653 TOTAL Operating Description: This project will replace existing equipment and systems at the EOC. This equipment will be placed in the technology replacement fund at a cost of $1,011,913 annually, or $4,047,653 over the four year replacement cycle. The equipment replaced includes 117 computers and associated software; 123-17" monitors; 32 radios (UHF/VHF/800 MHz) and antennae; 72 headsets; 8-52" LCD monitors; 10-40" LCD monitors; 21-20" LCD monitors; 36 servers, associated software and equipment racks; 57 video servers, associated software and equipment racks; 15 network switches; 3 routers; 12-67" video cubes, associated controllers and software; 7 dual zone net clocks; 2 video teleconferencing systems; 4 sound systems; 3 weather stations; the data storage system; wireless control access system; 3 Wi-Fi touch panel control devices; the security system; the emergency management software; the EOC radio interoperability system; video surveillance system including 6 control points and the structured cabling to support all of these systems. Operating Costs: 2010 PC/Vehicle Replacement TOTAL 2011 2012 2014 2015-2019 $0 $0 $0 $0 $0 $4,047,653 $0 $0 $0 $0 $0 $4,047,653 Project: T5390 - Replace Utility Truck (R) Project Description: 2013 Funding Source: General Obligation Bonds Replace six year old Utility Truck. This is a specialized vehicle used in the fire service primarily for: 1) Exterior lighting tower; 2) Mobile fresh breathing air station; 3) Mobile rehabilitation/re-hydration unit; 4) Provides 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, on 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $16,208 Equipment $0 $0 $0 $0 $0 $648,320 $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. VRF has not been included as this piece of apparatus will be replaced as needed through future CIP requests. Operating Costs: Equip. Maint. TOTAL 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $126,350 $0 $0 $0 $0 $0 $126,350 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 329 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: T5400 - Replace 1 Brush Truck (R) Project Description: 2010 2011 Equipment TOTAL 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $459,600 $0 $0 $0 $0 $0 $471,090 $0 Finance Charges $11,490 O and M includes annual shop and fuel charges of $7000 based on average cost for current truck. Radio fees $49 per month x 4, annual CAD cost $4,338. VRF has not been included as this piece of apparatus will be replaced as needed through future CIP requests. Operating Costs: 2010 Equip. Maint. TOTAL 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $68,450 $0 $0 $0 $0 $0 $68,450 Project: T5430 - Specialty Delivery Truck (R) Project Description: General Obligation Bonds Replacement Brush Truck vehicle. This type of vehicle provides fire suppression off-road when dealing with brush fires requiring a specialized 4-wheel drive or a "brush truck" unit. Capital Costs: Operating Description: Funding Source: 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 fire fighting 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $5,292 Equipment $0 $0 $0 $0 $0 $211,660 $0 $0 $0 $0 $0 $216,952 TOTAL Operating Description: O and M includes annual shop and fuel of $7,000 charges estimated based on average costs for similar vehicles. Radio fees $49 per month. Vehicle replacement contributions are not included as this apparatus will be replaced as needed through future CIP requests. Operating Costs: Equip. Maint. TOTAL 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $37,940 $0 $0 $0 $0 $0 $37,940 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 330 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: T5450 - 30 Heart Monitors (R) Project Description: Funding Source: General Obligation Bonds Purchase of 30 "state of the art" cardiac monitors. Recent purchase of these monitors will replace 10-year old monitors. The life span is difficult to gauge as wear and tear is a factor that plays into how long these units last. These monitors are used multiple times daily. Emergency medical incidents account for 80% of all calls for service. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $19,500 Equipment $0 $0 $0 $0 $0 $780,000 $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: 2010 Equip. Maint. TOTAL 2011 2012 Capital Costs: $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000 Funding Source: 2010 TOTAL Capital Costs: Carryover TOTAL Operating Description: General Obligation Bonds 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $750,000 $0 $0 $0 $0 $0 $750,000 No additional O and M is needed at this time. Project: 75000 - Fire Station Relocation (N) Project Description: 2015-2019 $0 A comprehensive facility condition assessment (FCA) for the four Glendale Fire Stations that are over 20 years old (FS152, FS153, FS154 & FS155). An FCA will provide detailed data to support a capital renewal and deferred-maintenance program. The FCA will assist facility administrators to identify, estimate and prioritize existing deferred maintenance and predict capital-renewal requirements. Accurate information about the condition of facilities and building systems forms the foundation for ensuring smooth operations today and planning for future needs. Miscellaneous/Other Operating Description: 2014 $0 Project: T5537* - Fire Facility Assessment (R) Project Description: 2013 $0 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. Vacated building will be used for Fire Department equipment repair and storage. Also see 1420-77003 and 1000-81060. 2010 2011 2012 2013 2014 2015-2019 $1,023,963 $0 $0 $0 $0 $0 $1,023,963 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 331 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: 75020 - City Court Building (N) Project Description: Funding Source: General Obligation Bonds The 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 square feet. The building will contain up to 14 courtrooms, including four "blank" courtrooms to be built out when necessary for future expansion. Capital Costs: 2011 2012 Construction 2010 $0 $12,299,541 $13,052,173 $0 $0 $0 Finance Charges IT/Phone/Security $0 $375,000 $416,603 $0 $0 $0 $0 $753,089 $1,482,779 $0 $0 $0 Engineering Charges $0 $43,492 $46,153 $0 $0 $0 Arts $0 $28,878 $0 $0 $0 $0 Contingency $0 $1,500,000 $1,666,412 $0 $0 $0 $3,676,288 $0 $0 $0 $0 $0 $3,676,288 $15,000,000 $16,664,120 $0 $0 $0 Carryover TOTAL Operating Description: 2013 2014 2015-2019 O and M includes a Building Maintenance Worker, two Custodians, a Day Porter and three Detention Officers. Other items include, utilities and electricity, security, building and elevator maintenance, parking lot sweeping and custodial supplies. There are $185,900 in one-time expenses in FY 2013 including one-time purchases of vehicles and other essential supplies. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $0 $393,693 $373,000 $405,504 $192,713 $2,217,461 $1,053,834 $0 $0 $0 $50,000 $51,500 $281,623 $0 $0 $0 $0 $0 $0 $68,000 $12,750 $70,040 $13,133 $383,007 $71,814 Insurance Electrical $0 $0 $0 $14,000 $14,420 $78,854 $0 $0 $0 $300,000 $1,689,739 PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $5,063 $7,431 $309,000 $5,215 $0 $0 $0 $0 $0 $0 $0 $0 $0 Staffing Supplies/Contr Utilities Bldg. Maint. Equip. Maint. Landscape Water Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 332 Return to CIP TOC $7,654 $28,517 $41,855 $10,453 $10,767 $58,876 $6,094 $6,277 $34,324 $1,240,484 $1,086,223 $5,939,904 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: GF Project: 75035 - Fire Ladder Truck & Tender (N) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: General Obligation Bonds 1 fully equipped ladder truck and ladder tender vehicle, and staffing of 18 firefighters. Furnishings to accommodate additional ladder company in existing station. 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. 2010 2011 2012 2013 2014 2015-2019 $1,754,059 $0 $0 $0 $0 $0 $1,754,059 $0 $0 $0 $0 $0 O and M includes: staffing of 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 based on average cost for current vehicles in fleet are $42,041 for the ladder and $22,163 for the tender. Radio fees are $49 per month and CAD is $4,338 annually per truck. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 333 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: T5370 - Training Facility Phase II (N) Project Description: 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, 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, semi-truck, and burn room props). Cost based on estimate provided by LEA Architects, LLC revision date 02/05/08. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $2,937,655 Construction Finance Charges $0 $0 $0 $0 $0 $29,376,550 $0 $0 $0 $0 $0 $961,520 Engineering Charges $0 $0 $0 $0 $0 $124,410 Arts $0 $0 $0 $0 $0 $293,766 Equipment $0 $0 $0 $0 $0 $587,531 Contingency $0 $0 $0 $0 $0 $4,406,483 Miscellaneous/Other $0 $0 $0 $0 $0 $734,414 $0 $0 $0 $0 $0 $39,422,329 TOTAL Operating Description: O and M includes staffing of a Battalion Chief, two Captains, a Secretary, a Records Technician and a Custodian including benefits and insurance (Police needs no additional staff); Police and Fire Department training equipment, supplies, computers and workstations, and tuition/ lab fees; a three year maintenance contract for a driving simulator; maintenance and water for 10 acres of landscape; building maintenance, utilities, water and refuse (two containers) for a 99,515 sq ft building; vehicle replacement contributions, maintenance and fuel for a PD vehicle. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $174,150 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,222,805 $186,538 PC/Vehicle Replacement Landscape $0 $0 $0 $0 $0 $33,100 $0 $0 $0 $0 $307,020 Water $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Utilities Bldg. Maint. Equip. Maint. Insurance Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 334 Return to CIP TOC $0 $0 $0 $1,144,610 $123,975 $399,128 $0 $71,155 $19,316 $0 $4,681,797 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: T5380 - Purchase HazMat Vehicle (N) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $21,492 Equipment $0 $0 $0 $0 $0 $859,675 $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, fees for two radios ($49 per month), CAD charges ($4,338 annually). VRF has not been included as this piece of apparatus will be replaced as needed through future CIP requests. Operating Costs: 2010 Equip. Maint. TOTAL 2011 2012 2014 2015-2019 $0 $0 $0 $0 $0 $114,530 $0 $0 $0 $0 $0 $114,530 Project: T5440 - 3000 Gallon Fuel Truck (N) Project Description: 2013 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 and all night, such as 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $2,792 Equipment $0 $0 $0 $0 $0 $111,660 $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. VRF has not been included as this piece of apparatus will be replaced as needed through future CIP projects. Operating Costs: Equip. Maint. TOTAL 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $37,940 $0 $0 $0 $0 $0 $37,940 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 335 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: T5520 - Vehicle Technology - Video/MDC (N) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $36,618 Equipment $0 $0 $0 $0 $0 $1,464,700 Miscellaneous/Other $0 $0 $0 $0 $0 $146,470 $0 $0 $0 $0 $0 $1,647,788 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: $87,750 x 5 years. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 $0 $438,750 Equip. Maint. $0 $0 $0 $0 $0 $1,455,392 $0 $0 $0 $0 $0 $1,894,142 TOTAL Project: T5535 - Warehouse Facility Fire RMS (N) Project Description: 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 2 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. Capital Costs: 2010 Land TOTAL Operating Description: Funding Source: 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $1,000,000 O and M includes: maintenance and water for 29,000 sq ft of landscaping; utilities ($1.59 per sq ft), a security and fire alarms, telephones, building maintenance ($2.25 per sq ft), refuse (one container) and water for a 20,000 sq ft warehouse; technology replacement contributions for six laptops and a printer at $485. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Utilities $0 $0 $0 $0 $0 $160,000 Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $225,000 $60,000 PC/Vehicle Replacement Landscape $0 $0 $0 $0 $0 $11,605 $0 $0 $0 $0 $19,575 Water $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Electrical Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 336 Return to CIP TOC $0 $14,300 $9,660 $0 $500,140 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: T5536* - Fire Station - Western Area (N) Project Description: Funding Source: General Obligation Bonds Design and construction of a 15,000 sq ft, 4-bay fire station, with firefighter quarters for 18 personnel, furniture/fixtures/equipment, office space and storage. Equipment includes 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 demanded. Formally referred to as Fire Station - 99th & Maryland. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Land $0 $0 $0 $0 $0 $2,395,800 Design $0 $0 $0 $0 $0 $2,007,090 Construction $0 $0 $0 $0 $0 $6,690,300 Finance Charges $0 $0 $0 $0 $0 $364,996 IT/Phone/Security $0 $0 $0 $0 $0 $140,000 Engineering Charges Arts $0 $0 $0 $0 $0 $92,500 $0 $0 $0 $0 $0 $66,903 Equipment $0 $0 $0 $0 $0 $1,601,040 Contingency $0 $0 $0 $0 $0 $1,259,783 $0 $0 $0 $0 $0 $14,618,412 TOTAL Operating Description: O and M includes: staffing of 12 Firefighters, 3 Captains, 3 Engineers and .5 FTE Building Maintenance Worker; costs for promotions, training, medic pay, station supplies, station and equipment maintenance, grounds maintenance, insurance and one time cost to recruit, test, hire and send 18 firefighters to the training academy and six to medic school; utilities, building maintenance and supplies, and custodial services for 15,000 sq ft of space; technology replacement contributions for five computers and two printers. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 $0 $1,968,013 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $528,028 $115,500 Bldg. Maint. Equip. Maint. $0 $0 $0 $0 $0 $165,000 $0 $0 $0 $0 $15,000 Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Water $0 $0 $0 $0 $0 $0 Refuse $0 $0 $0 $0 Utilities Electrical PC/Vehicle Replacement Landscape TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 337 Return to CIP TOC $0 $10,995 $23,800 $0 $0 $27,000 $0 $0 $0 $0 $6,100 $2,860 $0 $0 $0 $1,000 $0 $0 $0 $2,863,296 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Public Safety (2040) Category: 20% Project: T5538* - Crime Lab (N) Project Description: Funding Source: General Obligation Bonds This project will provide a new facility, located at the Glendale Regional Public Safety Training Center, of approximately 16,000 gross sq ft for a comprehensive forensic laboratory serving as a resource for the Glendale Police Department. There would be no land acquisition costs as the lab will be built on property that is already owned by the City of Glendale. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $0 $0 $0 $17,792,022 Finance Charges $0 $0 $0 $0 $0 $497,727 Engineering Charges $0 $0 $0 $0 $0 $160,128 Arts Contingency $0 $0 $0 $0 $0 $177,920 $0 $0 $0 $0 $0 $1,779,022 $0 $0 $0 $0 $0 $20,406,819 TOTAL Operating Description: O and M includes: staffing 18 lab staff positions at $60,000 including benefits and insurance; supplies and contracts including office products, testing supplies and equipment maintenance contracts; electricity/gas ($3.00 per sq ft), building maintenance ($3.00 per sq ft), refuse (two containers) and water for a 19,860 sq ft building; technology replacement contributions for 18 PC’s and six color printers, vehicle maintenance and replacement contributions for a mid-size sedan estimated at 20,000 miles per year. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing Supplies/Contr $0 $0 $0 $0 $0 $6,323,400 $0 $0 $0 $0 $0 $3,850,000 Utilities $0 $0 $0 $0 $297,900 Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Insurance PC/Vehicle Replacement Water Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 338 Return to CIP TOC $0 $297,900 $114,390 $0 $0 $140,070 $0 $0 $0 $0 $15,590 $20,475 $0 $0 $11,059,725 2010-2019 CAPITAL IMPROVEMENT PLAN Government Facility - Construction Fund GOVERNMENT FACILITY CONSTRUCTION FUND FY 2010 will see the continuation of the repair, maintenance and rehabilitation of roofing, flooring, electrical/lighting, heating and air-conditioning systems and wall coverings in existing buildings with carryover from FY 2009. Funds also will be used to modify existing restrooms to ensure they are compliant with the Americans with Disabilities Act. Due to the decline in Glendale’s secondary assessed valuation, new funding originally planned for additional repairs to existing buildings will be deferred to FY 2014 to allow for the construction of the new City Court Building to continue. Project Name: City Hall – HVAC System Funding Source: G.O. Bond Fund #: 2080 Project #: 77504 Project Name: City Hall Parking Garage Funding Source: G.O. Bond Fund #: 2080 Project #: T1160 339 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Government Facility (2080) Category: 6% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance ($1,981,663) $510,325 $515,428 $523,159 $531,006 $2,125,922 Total Beginning Balance: (1,981,663) 510,325 515,428 523,159 531,006 2,125,922 4,725,000 0 0 0 3,080,000 9,255,000 10,013 5,103 7,731 7,847 7,965 31,889 4,735,013 5,103 7,731 7,847 3,087,965 9,286,889 Revenue Bond Proceeds Investment Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 544,974 0 0 0 0 0 0 77503 Exterior Closure (Roofing) 303,065 0 0 0 0 264,992 428,457 77504 City Hall - HVAC System 517,584 0 0 0 0 0 4,939,493 77507 Interior Finishes (Flooring) 336,761 0 0 0 0 209,244 1,423,612 77508 Interior Finishes (Paint) 154,855 0 0 0 0 104,803 921,250 0 0 0 0 0 680,309 190,253 77510 Electrical/Lighting Upgrades 127,027 0 0 0 0 118,713 787,941 77512 Exterior Closure (Paint) 258,759 0 0 0 0 114,988 481,830 0 0 0 0 0 0 1,595,110 2,243,025 2,243,025 0 0 0 0 0 0 0 0 1,493,049 1,493,049 10,767,946 10,767,946 $515,428 $523,159 $531,006 $2,125,922 $644,865 77505 Environmental (ADA Compliance Replacement of Existing Assets 77509 Mechanical Upgrades T1160 *City Hall Parking Garage Sub-Total - Existing Assets Total Project Expenses: Total FY 09-10 Funding: Estimated Ending Balance: 2,243,025 $510,325 *New Project **Bond sale planned for early FY 2010. Cash balance in other construction funds is more than adequate to cover the temporary negative fund balance in Fund 2080. 340 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Government Facility (2080) Category: GF Project: 77505 - Environmental (ADA Compliance) (I) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: 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. 2010 2011 2012 Capital Costs: 2013 2014 2015-2019 $544,974 $0 $0 $0 $0 $0 $544,974 $0 $0 $0 $0 $0 No O and M costs associated with this project. Project: 77503 - Exterior Closure (Roofing) (R) Project Description: General Obligation Bonds Funding Source: General Obligation Bonds Make citywide roofing upgrades that would require a total of $693,449 in FY's 2014 & 2015 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $25,000 $42,000 Finance Charges $0 $0 $0 $0 $6,463 $10,450 Engineering Charges $0 $0 $0 $0 $2,750 $4,620 Equipment $0 $0 $0 $0 $230,779 $371,387 $303,065 $0 $0 $0 $0 $0 $303,065 $0 $0 $0 $264,992 $428,457 Carryover TOTAL Operating Description: No additional O and M is needed at this time. Project: 77504 - City Hall - HVAC System (R) Project Description: Capital Costs: Funding Source: General Obligation Bonds The existing heating, ventilating and air conditioning (HVAC) system at City Hall has reached its capacity with the current occupancy and use of the building that has exceeded the original design. These replacements and upgrades will improve indoor air quality and provide a new HVAC system life capacity for an additional 20+ years. Enhancements to the remainder of the building will be completed in FY 2016. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $75,000 Construction $0 $0 $0 $0 $0 $1,256,000 Finance Charges $0 $0 $0 $0 $0 $123,487 Engineering Charges $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $12,560 Equipment $0 $0 $0 $0 $0 $3,429,446 $517,584 $0 $0 $0 $0 $0 $517,584 $0 $0 $0 $0 $4,939,493 Carryover TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 341 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Government Facility (2080) Category: 6% Project: 77507 - Interior Finishes (Flooring) (R) Project Description: Capital Costs: Funding Source: General Obligation Bonds Make citywide interior flooring replacements and upgrades that would require a total of $1,632,856 over the next ten years to improve the condition age of several facilities and extend the useful life of the infrastructure. There will be a total of approximately 100 different flooring related projects completed on all city buildings over a 10year period. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $10,000 $0 Finance Charges $0 $0 $0 $0 $5,104 $34,722 Engineering Charges $0 $0 $0 $0 $2,000 $0 Equipment Carryover $0 $0 $0 $0 $192,140 $1,388,890 $336,761 $0 $0 $0 $0 $0 $336,761 $0 $0 $0 $209,244 $1,423,612 TOTAL Operating Description: No additional O and M is needed at this time. Project: 77508 - Interior Finishes (Paint) (R) Project Description: Capital Costs: Funding Source: General Obligation Bonds Make citywide interior paint and wall covering replacements and upgrades that would require a total of $1,026,053 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 in FY's 2014-2017. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $10,000 $80,000 Finance Charges $0 $0 $0 $0 $2,578 $22,470 Engineering Charges $0 $0 $0 $0 $1,100 $8,800 Equipment Carryover $0 $0 $0 $0 $91,125 $809,980 $154,855 $0 $0 $0 $0 $0 $154,855 $0 $0 $0 $104,803 $921,250 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 342 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Government Facility (2080) Category: 6% Project: 77509 - Mechanical Upgrades (R) Project Description: Capital Costs: Funding Source: General Obligation Bonds The citywide mechanical replacement and upgrades would require a total of $870,562 in FY's 2014 and 2015 to improve the conditional age of several facilities and extend the useful life of the infrastructure. There will be a total of nine heating-ventilating-air conditioning (HVAC) mechanical related projects completed on different city buildings over a two year period. Some of the major projects include; replacing all the HVAC equipment at the Glendale Airport in FY 2014, replacing the cooling tower drive motor at the Main Library in FY 2014 and the heat pumps at Fire Station 154. Activities in FY 2015 will include renovation of the mechanical systems at Velma Teague Library. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $68,000 $0 Finance Charges $0 $0 $0 $0 $16,593 $4,640 Engineering Charges $0 $0 $0 $0 $7,480 $0 Equipment $0 $0 $0 $0 $588,236 $185,613 $0 $0 $0 $0 $680,309 $190,253 TOTAL Operating Description: No additional O and M is needed at this time. Project: 77510 - Electrical/Lighting Upgrades (R) Project Description: Capital Costs: Funding Source: General Obligation Bonds The replacements and upgrades to the lighting and electrical systems would require a total of $906,654 over a multi-year program to improve the electrical and lighting systems of several facilities. These upgrades will considerably reduce the consumption of electricity usage citywide, with an anticipated return on investment savings in less than three years. Improvements are scheduled during FY 2014 for O'Neil, Rose Lane, Community Center recreation buildings, Apollo, Glendale, GCC, Cactus older pool buildings, and fire station 152, 153, 154 and 155 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $10,000 $70,000 Finance Charges $0 $0 $0 $0 $2,895 $19,217 Engineering Charges $0 $0 $0 $0 $1,100 $7,700 Equipment $0 $0 $0 $0 $104,718 $691,024 $127,027 $0 $0 $0 $0 $0 $127,027 $0 $0 $0 $118,713 $787,941 Carryover TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 343 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Government Facility (2080) Category: 6% Project: 77512 - Exterior Closure (Paint) (R) Project Description: Capital Costs: Funding Source: General Obligation Bonds Make citywide painting related replacements and upgrades that would require a total of $596,818 over a several year period to improve the condition of several facilities and extend the useful life of the infrastructure. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $10,000 $45,000 Finance Charges $0 $0 $0 $0 $5,754 $11,313 Engineering Charges $0 $0 $0 $0 $1,100 $4,950 Equipment $0 $0 $0 $0 $98,134 $420,567 $258,759 $0 $0 $0 $0 $0 $258,759 $0 $0 $0 $114,988 $481,830 Carryover TOTAL Operating Description: No additional O and M is needed at this time. Project: T1160* - City Hall Parking Garage (R) Project Description: Capital Costs: Funding Source: General Obligation Bonds As part of the emergency garage repair in FY 2009, the structural engineer provided additional maintenance recommendations for the remainder of the garage related to replacement or repair of synthetic cushions. Over the past 25 years, this expansion and contraction has pushed out of place many of the synthetic cushions on which the 366 concrete beams are seated causing the concrete to wear against the bare concrete causing considerable deterioration. Also, there are four locations that have significant deterioration that will require extra maintenance and repair before the deterioration becomes more costly to repair. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $150,000 Construction $0 $0 $0 $0 $0 $1,000,000 Finance Charges $0 $0 $0 $0 $0 $392,110 Engineering Charges Arts $0 $0 $0 $0 $0 $43,000 $0 $0 $0 $0 $0 $10,000 $0 $0 $0 $0 $0 $1,595,110 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 344 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Cultural Facilities/Historic Preservation – Construction Fund CULTURAL FACILITIES/HISTORIC PRESERVATION CONSTRUCTION FUND This general obligation category will fund the continuation of repair and rehabilitation work for two historic properties in Glendale, the Carriage House at Sahuaro Ranch and the Morcomb Adobe House. The work includes installing roofs and other building features to preserve the historic integrity of the properties, and in the case of the Sahuaro Ranch project the Carriage House will be made ADA complaint. 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: Morcomb Property Funding Source: G. O. Bond Fund #: 2130 Project #: 84307 345 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Cultural Facility (2130) Category: 6% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $366,998 $152,800 $152,800 $152,800 $152,800 $152,800 Total Beginning Balance: 366,998 152,800 152,800 152,800 152,800 152,800 0 0 0 0 0 16,770,000 0 0 0 0 0 16,770,000 Revenue Bond Proceeds^ Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 120,000 0 0 0 0 0 0 84308 Sahuaro Ranch Carriage House 94,198 0 0 0 0 0 0 Sub-Total - Existing Assets 214,198 0 0 0 0 0 0 84300 Cultural Arts Facility 0 0 0 0 0 0 16,818,918 Sub-Total - New Assets Total Project Expenses: 0 214,198 0 0 0 0 0 0 0 0 0 0 16,818,918 16,818,918 $152,800 $152,800 $152,800 $152,800 $103,882 84307 Morcomb Property New Assets Total FY 09-10 Funding: Estimated Ending Balance: 214,198 $152,800 *New Project ^Will require additional voter authorization in last 5 years of the plan. 346 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Cultural Facility (2130) Category: GF Project: 84307 - Morcomb Property (I) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: Restoration of the historic 1936 Morcomb Adobe House located at 6024 W Myrtle Avenue and listed on the National Register. The project is part of the Myrtle Avenue Cultural Entryway. Project will consist of lead and asbestos abatement, restoration of the roof, adobe walls, doors, windows and interior. This is most of the city match funded portion, also see 1840-80029. 2010 2011 2012 2013 2014 2015-2019 $120,000 $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 No O and M costs associated with this project. Project: 84308 - Sahuaro Ranch Carriage House (I) Project Description: General Obligation Bonds Funding Source: General Obligation Bonds Renovation of the existing public restroom at the historic area of Sahuaro Ranch Park in order to be ADA compliant. Also includes repairs to fixtures, plumbing, electrical and painting. Capital Costs: 2010 Carryover $94,198 $0 $0 $0 $0 $0 $94,198 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 Capital Costs: 2014 2015-2019 No additional O and M is needed. Project: 84300 - Cultural Arts Facility (N) Project Description: 2013 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 30,150 sq ft building, equipment and furniture. Glendale Community College developed a prospectus in February 2005, which was updated in September 2008. The goal is to provide access to art and art programs for residents of Glendale and the surrounding area. GCC is committed to raising 25% of the capital costs for construction and will provide all O and M costs for this project. GCC's contribution to the construction of this project would reduce the $16,818,918 cost by $4,204,730 for a total city cost of $12,614,188. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $1,574,000 Construction $0 $0 $0 $0 $0 $7,662,320 Finance Charges $0 $0 $0 $0 $0 $410,218 Engineering Charges $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $76,623 Equipment $0 $0 $0 $0 $0 $2,225,000 Contingency $0 $0 $0 $0 $0 $1,816,180 Miscellaneous/Other $0 $0 $0 $0 $0 $2,962,077 $0 $0 $0 $0 $0 $16,818,918 TOTAL Operating Description: All O and M costs will be covered by Glendale Community College. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 347 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Economic Development – Construction Fund ECONOMIC DEVELOPMENT CONSTRUCTION FUND This general obligation bond category includes $4.0 million for economic development capital projects in the first five years of the plan, with $2.0 million apiece in FYs 2010 and 2011. 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 of the economic development capital projects 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. Due to the decline in Glendale’s secondary assessed valuation, additional funding for these projects will be deferred to FY 2014 to allow for the construction of the new City Court Building to continue. Project Name: Loop 303 Development Funding Source: G.O. Bond Fund #: 2100 Project #: 84406 348 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Economic Development (2100) Category: 6% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $312,414 $314,733 $317,408 $321,455 $325,554 $329,705 Total Beginning Balance: 312,414 314,733 317,408 321,455 325,554 329,705 2,000,000 2,000,000 0 0 0 91,450,000 2,319 3,147 4,761 4,822 4,883 24,728 2,002,319 2,003,147 4,761 4,822 4,883 91,474,728 Advisor Fees 0 472 714 723 732 3,709 Total Operating Expenses: 0 472 714 723 732 3,709 Revenue Bond Proceeds^ Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 0 500,000 500,000 0 0 0 25,625,000 0 500,000 500,000 0 0 0 25,625,000 84400 Downtown Land Acquisition 0 1,000,000 1,000,000 0 0 0 23,062,500 84406 Loop 303 Infrastructure 0 0 0 0 0 0 5,966,771 84407 New Development Infrastructure 0 500,000 500,000 0 0 0 36,900,000 Sub-Total - New Assets Total Project Expenses: 0 0 1,500,000 2,000,000 1,500,000 2,000,000 0 0 0 0 0 0 65,929,271 91,554,271 $317,408 $321,455 $325,554 $329,705 $246,453 84401 Downtown Redevelopment Sub-Total - Existing Assets New Assets Total FY 09-10 Funding: Estimated Ending Balance: 2,000,000 $314,733 *New Project ^Will require additional voter authorization in last 5 years of the plan. 349 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Economic Development (2100) Category: 6% Project: 84401 - Downtown Redevelopment (I) Project Description: 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. Capital Costs: 2010 Land 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $25,000,000 $460,775 $460,775 $0 $0 $0 $0 Finance Charges $12,500 $12,500 $0 $0 $0 $625,000 Engineering Charges $22,117 $22,117 $0 $0 $0 $0 $4,608 $4,608 $0 $0 $0 $0 $500,000 $500,000 $0 $0 $0 $25,625,000 Construction Arts TOTAL Operating Description: Land acquisition only. Acquired land would be offered to developers for purchase and development as desired within scope of a development agreement. O and M costs would be included within the scope of a development agreement but estimating for weed control and maintenance in outer years. Operating Costs: Landscape TOTAL 2010 2011 2012 2014 2015-2019 $3,090 $3,183 $3,278 $3,377 $18,464 $3,000 $3,090 $3,183 $3,278 $3,377 $18,464 Project: 84400 - Downtown Land Acquisition (N) Project Description: 2013 $3,000 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 requests for proposal to identify and negotiate development agreements. Continue implementation of the City Center Master Plan. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $975,000 $850,000 $0 $0 $0 $0 $111,881 $0 $0 $0 $0 $25,000 $25,000 $0 $0 $0 $562,500 Engineering Charges $0 $12,000 $0 $0 $0 $0 Arts $0 $1,119 $0 $0 $0 $0 $1,000,000 $1,000,000 $0 $0 $0 $23,062,500 Land Construction Finance Charges TOTAL Operating Description: 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: Landscape TOTAL $22,500,000 2010 2011 2012 2013 2014 2015-2019 $2,251 $2,311 $2,380 $2,452 $2,525 $13,809 $2,251 $2,311 $2,380 $2,452 $2,525 $13,809 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 350 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Economic Development (2100) Category: 6% Project: 84406 - Loop 303 Infrastructure (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construction of new infrastructure 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $4,143,603 Finance Charges $0 $0 $0 $0 $0 $148,150 Engineering Charges Arts $0 $0 $0 $0 $0 $85,907 $0 $0 $0 $0 $0 $41,436 Contingency $0 $0 $0 $0 $0 $866,675 $0 $0 $0 $0 $0 $181,000 $0 $0 $0 $0 $0 $5,966,771 Miscellaneous/Other TOTAL Operating Description: No additional O and M is needed at this time. Project: 84407 - New Development Infrastructure (N) Project Description: Capital Costs: Land Finance Charges TOTAL Operating Description: Funding Source: General Obligation Bonds Funding to provide new infrastructure to recruit and encourage new high quality private development citywide. 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. 2010 2011 2012 2013 2014 2015-2019 $487,500 $487,500 $0 $0 $0 $36,000,000 $12,500 $12,500 $0 $0 $0 $900,000 $500,000 $500,000 $0 $0 $0 $36,900,000 O and M costs would be included within the scope of a development agreement. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 351 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Flood Control – Construction Fund FLOOD CONTROL CONSTRUCTION FUND FY 2010 projects include the completion of several storm drain projects including 67th Avenue between Peoria and the Arizona Canal Diversion Channel (ACDC), Northern Avenue between 47th and 63rd Avenues, and Camelback Road between 59th and 75th Avenues that is part of the Bethany Home Outfall Channel Project. Due to the decline in Glendale’s secondary assessed valuation, additional funding planned for more flood control work related to the Bethany Home Outfall Channel Project was deferred to FY 2014 to allow for the construction of the new City Court Building to continue. Project Name: Bethany Home Outfall Channel Funding Source: G.O. Bond Fund #: 2180 Project #: 79000 352 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: Flood Control Bonds (2180) Category: 20% FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $15,908,525 $1,687,593 $1,541,013 $1,399,736 $1,256,658 $1,272,681 Total Beginning Balance: 15,908,525 1,687,593 1,541,013 1,399,736 1,256,658 1,272,681 14,075,000 0 0 0 0 26,517,000 0 0 0 0 0 2,670,000 116,132 16,876 23,115 20,996 18,850 95,451 14,191,132 16,876 23,115 20,996 18,850 29,282,451 Advisor Fees 3,213 2,531 3,467 3,149 2,827 14,318 Total Operating Expenses: 3,213 2,531 3,467 3,149 2,827 14,318 Revenue Bond Proceeds^ Intergovernmental Revenue Investment Income Total Revenue: Operating Expenses Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 79004 Local Drainage Problems 578,947 0 0 0 0 0 1,177,976 79005 Collector Drains 559,535 0 0 0 0 0 4,189,724 79006 AZDES Permit 426,700 160,925 160,925 160,925 160,925 0 804,625 79010 Storm Water Master Plan 57,303 0 0 0 0 0 843,750 Sub-Total - Existing Assets 1,622,485 160,925 160,925 160,925 160,925 0 7,016,075 2,959,890 3,411,261 0 0 0 0 0 79001 Bethany Home 58th - 51st 0 0 0 0 0 0 5,014,601 79002 67th Ave/Peoria to ACDC 1,598,458 0 0 0 0 0 0 0 0 0 0 0 0 3,684,359 79008 Northern Ave. SD- 47th to 63rd 8,617,332 10,038,500 0 0 0 0 0 T2900 Bethany Home, 79th-67th (SD) 0 0 0 0 0 0 4,465,825 T2910 Bethany Home, 67th-58th (SD) 0 0 0 0 0 0 5,672,375 T2940 Greenway Drain - 51st-59th 0 0 0 0 0 0 3,684,074 13,175,680 14,798,165 13,449,761 13,610,686 0 160,925 0 160,925 0 160,925 0 0 22,521,234 29,537,309 $1,541,013 $1,399,736 $1,256,658 $1,272,681 $1,003,505 Replacement of Existing Assets New Assets 79000 Bethany Home Outfall Channel 79007 Greenway Drain - 59th-71st Sub-Total - New Assets Total Project Expenses: Total FY 09-10 Funding: Estimated Ending Balance: 28,408,851 $1,687,593 *New Project ^Will require additional voter authorization in last 5 years of the plan. 353 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: 79004 - Local Drainage Problems (I) Project Description: Funding Source: General Obligation Bonds Construct localized storm drain improvements to mitigate drainage or flooding problems. This is an ongoing program. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $0 $0 $0 $1,099,284 Finance Charges $0 $0 $0 $0 $0 $23,715 Engineering Charges $0 $0 $0 $0 $0 $43,983 Arts $0 $0 $0 $0 $0 $10,994 $578,947 $0 $0 $0 $0 $0 $578,947 $0 $0 $0 $0 $1,177,976 Carryover 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: 79005 - Collector Drains (I) Project Description: Funding Source: General Obligation Bonds Ongoing program to construct storm drain improvements on collector streets to mitigate drainage and flooding problems. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $0 $0 $0 $4,000,000 Finance Charges $0 $0 $0 $0 $0 $51,724 Engineering Charges $0 $0 $0 $0 $0 $98,000 Arts $0 $0 $0 $0 $0 $40,000 $559,535 $0 $0 $0 $0 $0 $559,535 $0 $0 $0 $0 $4,189,724 Carryover 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: 79006 - AZDES Permit (I) Project Description: Capital Costs: Finance Charges Miscellaneous/Other Carryover TOTAL Operating Description: 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 preparation of annual reports. This funding will insure that the city can continue to meet the requirements of the permit and avoid fines up to $25,000 per day. 2010 2011 2012 2013 2014 2015-2019 $3,925 $3,925 $3,925 $3,925 $0 $19,625 $157,000 $157,000 $157,000 $157,000 $0 $785,000 $426,700 $0 $0 $0 $0 $0 $587,625 $160,925 $160,925 $160,925 $0 $804,625 O and M of storm water monitoring will be done by the United States Geological Survey agency through an IGA requiring annual payments. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 354 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: 79010 - Storm Water Master Plan (R) Project Description: Capital Costs: Funding Source: General Obligation Bonds Develop a citywide master plan to determine the adequacy of existing facilities and prioritize new facilities. Project will include detailed aerial mapping and hydrologic modeling to determine storm water flows and volumes. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $18,750 Miscellaneous/Other $0 $0 $0 $0 $0 $825,000 $57,303 $0 $0 $0 $0 $0 $57,303 $0 $0 $0 $0 $843,750 Carryover TOTAL Operating Description: No additional O and M is needed at this time. Project: 79000 - Bethany Home Outfall Channel (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds This is the last phase of the Bethany Home Outfall Channel Project with the Flood Control District of Maricopa County. The portions of the outfall channel between the Loop 101 and 83rd Avenue are complete and the storm drain piping between 83rd and 75th avenues along the Grand Canal are complete. This phase will complete the storm drain in Camelback Road from 75th to 59th avenues. 2010 2011 2012 2013 2014 2015-2019 $3,215,059 $0 $0 $0 $0 $0 Finance Charges $85,282 $0 $0 $0 $0 $0 Engineering Charges $78,769 $0 $0 $0 $0 $0 Arts $32,151 $0 $0 $0 $0 $0 $2,959,890 $0 $0 $0 $0 $0 $6,371,151 $0 $0 $0 $0 $0 Construction Carryover TOTAL Operating Description: Storm drain pipe require little to no maintenance and in most cases will reduce overall maintenance requirements due to storm water not forming a pond in streets and other public facilities. Project: 79001 - Bethany Home 58th - 51st (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain along Bethany Home Road between from 58th Avenue to 51st Avenue including mainline pipe, catch basins and appurtenances. 2010 2011 2012 2013 2014 2015-2019 Design Construction $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $4,000,000 Finance Charges $0 $0 $0 $0 $0 $112,551 Engineering Charges $0 $0 $0 $0 $0 $79,550 Arts $0 $0 $0 $0 $0 $40,000 Contingency $0 $0 $0 $0 $0 $400,000 $0 $0 $0 $0 $0 $82,500 $0 $0 $0 $0 $0 $5,014,601 Miscellaneous/Other 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. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 355 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: 79002 - 67th Ave/Peoria to ACDC (N) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: Construct a storm drain on 67th Avenue from Peoria to the Arizona Canal Diversion Channel to include mainline piping, catch basins and appurtenances. Through an IGA, 50% of the storm drain cost will be shared with the Flood Control District of Maricopa County. 2010 2011 2012 Capital Costs: 2013 2014 2015-2019 $1,598,458 $0 $0 $0 $0 $0 $1,598,458 $0 $0 $0 $0 $0 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: 79007 - Greenway Drain - 59th-71st (N) Project Description: General Obligation Bonds Funding Source: General Obligation Bonds Construct a storm drain in Greenway Road from 59th to 71st Avenue. Project includes catch basins, and appurtenances. This project will intercept storm water flows east of 67th Avenue. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $2,640,000 Finance Charges $0 $0 $0 $0 $0 $89,869 Engineering Charges $0 $0 $0 $0 $0 $58,090 Arts $0 $0 $0 $0 $0 $26,400 Contingency $0 $0 $0 $0 $0 $370,000 $0 $0 $0 $0 $0 $3,684,359 TOTAL Operating Description: No additional O and M is needed at this time. Project: 79008 - Northern Ave. SD- 47th to 63rd (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain on Northern Avenue from the basin at 63rd Avenue to approximately 47th Avenue, and a raw 24" water line from 51st Avenue to 63rd Avenue. 2010 2011 2012 2013 2014 2015-2019 $8,800,000 $0 $0 $0 $0 $0 Finance Charges $130,500 $0 $0 $0 $0 $0 Engineering Charges $120,000 $0 $0 $0 $0 $0 $88,000 $0 $0 $0 $0 $0 $900,000 $0 $0 $0 $0 $0 $8,617,332 $0 $0 $0 $0 $0 $18,655,832 $0 $0 $0 $0 $0 Construction Arts Contingency Carryover 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 N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 356 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: T2900 - Bethany Home, 79th-67th (SD) (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct storm drain pipe, inlets, and other appurtenances in Bethany Home Road from 79th Avenue to 67th Avenue. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $550,000 Construction $0 $0 $0 $0 $0 $3,500,000 Finance Charges $0 $0 $0 $0 $0 $40,500 Engineering Charges $0 $0 $0 $0 $0 $74,925 Arts $0 $0 $0 $0 $0 $35,000 Contingency $0 $0 $0 $0 $0 $265,400 $0 $0 $0 $0 $0 $4,465,825 TOTAL Operating Description: Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water will not pond in the street or other public facility. Project: T2910 - Bethany Home, 67th-58th (SD) (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain in Bethany Home Road from 67th Avenue 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $840,000 Construction $0 $0 $0 $0 $0 $4,500,000 Engineering Charges $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $45,000 Contingency $0 $0 $0 $0 $0 $84,000 $0 $0 $0 $0 $0 $110,875 $0 $0 $0 $0 $0 $5,672,375 Miscellaneous/Other 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 N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 357 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Flood Control Bonds (2180) Category: 20% Project: T2940 - Greenway Drain - 51st-59th (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain in Greenway Road between 51st and 59th Avenues to include mainline piping, catch basins, and appurtenances . 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $2,630,000 Finance Charges $0 $0 $0 $0 $0 $89,869 Engineering Charges $0 $0 $0 $0 $0 $57,905 Arts $0 $0 $0 $0 $0 $26,300 Contingency $0 $0 $0 $0 $0 $380,000 $0 $0 $0 $0 $0 $3,684,074 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 N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 358 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Development Impact Fee Funds DEVELOPMENT IMPACT FEE FUNDS Impact fees are one-time charges to developers that are used to offset a city’s capital costs resulting from new development. Developers pay development impact fees when they construct new residential and commercial developments. These fees are designed to cover a city’s increased costs for providing new infrastructure in the following categories: parks, libraries, police, fire and emergency services, solid waste services, roadway improvements, general government and water/sewer. Planning and zoning information, such as anticipated population growth and expected density of residential and commercial development, is the foundation for impact fee revenue estimates. Given this information, the city then estimates the amount of impact fee revenue available to pay for growth-related capital projects. Neighborhood joint-use park at 79th Avenue and Orangewood Fund # - Name 1600‐DIF‐Roadway Imp 1520‐DIF‐Citywide Open Spaces 1460‐DIF‐Citywide Parks 1480‐DIF‐Citywide Rec Facilities 1540‐DIF‐Park Dev Zone 1 1560‐DIF‐Park Dev Zone 2 1580‐DIF‐Park Dev Zone 3 1380‐DIF‐Library Buildings 1500‐DIF‐Libraries 1440‐DIF‐Police Dept Facilities 1420‐DIF‐Fire Protect Fac 1620‐DIF‐General Government Total DIF Funds Carryover 627,711 33,128 0 0 21,532 112,506 17,905 0 1,179,861 0 709,726 0 FY 09-10 585,000 0 0 0 18,100 11,000 9,000 0 57,000 0 0 549,072 FY 10-11 585,000 144,481 0 0 0 15,000 20,000 0 76,000 0 0 0 FY 11-12 585,000 86,052 0 0 0 15,000 22,000 0 76,000 0 0 0 FY 12-13 585,000 86,052 0 0 0 15,000 39,000 0 76,000 0 0 0 FY 13-14 585,000 86,052 0 0 0 0 0 1,581,684 2,029,096 0 0 0 FY 14-19 2,925,000 404,521 0 0 0 0 0 0 381,000 0 0 0 $2,702,369 $1,229,172 $840,481 $784,052 $801,052 $4,281,832 $3,710,521 359 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Roadway Improvements - DIF ROADWAY IMPROVEMENTS DIF FUND 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. Starting in FY 2010 roadway improvement impact fee revenue in the amount of $1.0 million per year will go to cover a portion of debt service for growth related HURF projects. The last planned contribution is FY 2014. In regards to projects, development impact fee funds are available in FY’s 2010-2019 for improvements to arterial streets and intersections that sprout from development agreements and may include street widening, curbs/gutters, sidewalks, street lights, traffic signals and landscaping. Project Name: 67th Ave Cactus to ACDC Funding Source: DIF Fund #: 1600 Project #: 67813 360 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Roadway Imp (1600) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $4,686,859 $3,352,702 $2,622,926 $1,880,447 $1,161,815 $510,001 Total Beginning Balance: 4,686,859 3,352,702 2,622,926 1,880,447 1,161,815 510,001 784,817 784,817 784,817 824,058 906,464 4,913,034 93,737 70,407 57,704 42,310 26,722 58,650 878,554 855,224 842,521 866,368 933,186 4,971,684 Bond Interest** 206,156 170,609 139,755 107,232 70,611 0 Bond Principal** 793,844 829,391 860,245 892,768 929,389 0 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 0 Revenue Development Impact Fees Interest Income Total Revenue: Operating Expenses Total Operating Expenses: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 67801 Dev. Agree. - Mjr. Arterials 0 150,000 150,000 150,000 150,000 150,000 750,000 67802 Dev. Agree. - Arterials 0 150,000 150,000 150,000 150,000 150,000 750,000 625,041 285,000 285,000 285,000 285,000 285,000 1,425,000 625,041 585,000 585,000 585,000 585,000 585,000 2,925,000 2,670 0 0 0 0 0 0 2,670 627,711 0 585,000 0 585,000 0 585,000 0 585,000 0 585,000 0 2,925,000 $2,622,926 $1,880,447 $1,161,815 $510,001 $2,556,685 67803 Dev. Agree. - Signals Sub-Total - Existing Assets New Assets 67813 67th Ave Cactus to ACDC Sub-Total - New Assets Total Project Expenses: Total FY 09-10 Funding: Estimated Ending Balance: 1,212,711 $3,352,702 *New Project **DIF Roadway Improvement contribution for HURF debt payment. 361 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-Roadway Imp (1600) Category: DIF Project: 67801 - Dev. Agree. - Mjr. Arterials (I) Project Description: Capital Costs: 2010 TOTAL 2011 2012 $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 Funding Source: 2010 Miscellaneous/Other TOTAL 2015-2019 Development Impact Fees 2011 2012 $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 2013 2014 2015-2019 No additional O and M is needed at this time. Project: 67803 - Dev. Agree. - Signals (I) Project Description: 2014 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. Capital Costs: Operating Description: 2013 No additional O and M in the first five years. Project: 67802 - Dev. Agree. - Arterials (I) 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 Fees charged to developers are used to improve intersections that have experienced increased vehicular traffic generated by new development. This project provides for the installation or upgrades of traffic signals and Intelligent Transportation Systems equipment at various locations throughout the city. Capital Costs: 2010 2011 2012 2013 2014 Land $12,050 $12,050 $12,050 $12,050 $12,050 2015-2019 $60,250 $20,000 $20,000 $20,000 $20,000 $20,000 $100,000 $245,000 $245,000 $245,000 $245,000 $245,000 $1,225,000 Engineering Charges $5,500 $5,500 $5,500 $5,500 $5,500 $27,500 Arts $2,450 $2,450 $2,450 $2,450 $2,450 $12,250 $625,041 $0 $0 $0 $0 $0 $910,041 $285,000 $285,000 $285,000 $285,000 $1,425,000 Design Construction Carryover TOTAL Operating Description: O and M costs are for the electricity and maintenance of new traffic signal installations. Operating Costs: 2010 2011 2012 2013 2014 Utilities $10,485 $10,800 $11,124 $11,457 $64,532 $5,243 $5,400 $5,562 $5,729 $11,801 $5,901 $15,728 $16,200 $16,686 $17,186 $17,702 $96,801 Equip. Maint. TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 362 Return to CIP TOC 2015-2019 $32,269 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-Roadway Imp (1600) Category: GF Project: 67813 - 67th Ave Cactus to ACDC (N) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: Development Impact Fees Construction of a storm drain in 67th Avenue from Peoria Avenue to the ACDC and the construction of street improvements that includes widening 67th Avenue to four lanes with a continuous left turn lane. 2010 2011 2012 2013 2014 2015-2019 $2,670 $0 $0 $0 $0 $0 $2,670 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 363 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Open Space & Trails – DIF OPEN SPACE & TRAILS DIF FUND 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 2010, impact fee revenues will be used for trail/walkway improvements to parks citywide to accommodate increased use by residents from new and/or growing residential developments. Similar improvements specifically for Discovery and Pasadena Parks originally planned for FY 2009 have been moved to FYs 2011-2019. Project Name: Pasadena Park Source: DIF Fund #: 1520 Project #: 70454 Project Name: Discovery Park Source: DIF Fund #: 1520 Project #: 70453 364 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Citywide Open Spaces (1520) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $258,449 $329,003 $289,944 $308,784 $333,119 $368,512 Total Beginning Balance: 258,449 329,003 289,944 308,784 333,119 368,512 98,513 98,513 98,513 103,439 113,783 616,703 5,169 6,909 6,379 6,948 7,662 42,379 103,682 105,422 104,892 110,387 121,445 659,082 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 33,128 0 0 0 0 0 0 70453 Discovery Park 0 0 98,510 40,673 40,673 40,673 204,643 70454 Pasadena Park 0 0 45,971 45,379 45,379 45,379 199,878 33,128 33,128 0 0 144,481 144,481 86,052 86,052 86,052 86,052 86,052 86,052 404,521 404,521 $289,944 $308,784 $333,119 $368,512 $623,073 70452 Park Improvements - City Wide Sub-Total - Existing Assets Total Project Expenses: Total FY 09-10 Funding: Estimated Ending Balance: 33,128 $329,003 *New Project 365 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-Citywide Open Spaces (1520) Category: GF Project: 70452 - Park Improvements - City Wide (I) Project Description: Funding Source: Development Impact Fees Develop and update parks city-wide to accommodate growth per the Parks and Recreation 2002 Master Plan. Funding will be used to develop facilities and parks to accommodate increased use by residents from new or growing residential developments. Capital Costs: 2010 Carryover $33,128 $0 $0 $0 $0 $0 $33,128 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2014 2015-2019 No additional O and M is needed. Project: 70453 - Discovery Park (I) Project Description: 2013 Funding Source: Development Impact Fees The project will create new amenities and infrastructure related to open space. The most likely improvement includes additional trails in the park and trail connections to the adjacent neighborhoods. Other improvements may include picnic ramadas, shaded rest areas, drinking fountains, enhanced open play areas, playground or exercise equipment, and other trail amenities and site improvements that address growth within the city. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $80,000 $35,000 $35,000 $35,000 $176,000 Engineering Charges $0 $5,280 $2,310 $2,310 $2,310 $11,616 Arts $0 $800 $350 $350 $350 $1,760 Contingency $0 $12,430 $3,013 $3,013 $3,013 $15,267 $0 $98,510 $40,673 $40,673 $40,673 $204,643 TOTAL Operating Description: No additional O and M is needed at this time. Project: 70454 - Pasadena Park (I) Project Description: Capital Costs: Funding Source: Development Impact Fees The project will create new amenities and infrastructure related to open space. The most likely improvement includes connections to adjacent sidewalks in the park and trail connections to the current and future neighborhoods. Other improvements may include picnic ramadas, shaded rest areas, drinking fountains, enhanced open play areas, playground or exercise equipment, and other trail amenities and site improvements that address growth within the city. 2011 2012 2013 2014 Construction $0 $39,050 $39,050 $39,050 $39,050 $172,000 Engineering Charges $0 $2,577 $2,577 $2,577 $2,577 $11,352 Arts $0 $391 $391 $391 $391 $1,720 Contingency $0 $3,953 $3,361 $3,361 $3,361 $14,806 $0 $45,971 $45,379 $45,379 $45,379 $199,878 TOTAL Operating Description: 2010 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 366 Return to CIP TOC 2015-2019 2010-2019 CAPITAL IMPROVEMENT PLAN Parks & Recreation – DIF PARKS & RECREATION DIF FUNDS 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 Citywide Parks: DIF Citywide Rec Fac: DIF Parks Dev Zone 1: DIF Parks Dev Zone 2: DIF Parks Dev Zone 3: Eligible for use citywide. Eligible for use citywide on recreation facilities. 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 2010, development impact fees will be used for: completion of a neighborhood, joint-use park at 79th Avenue and Orangewood to serve residents within a one-mile radius per the Park’s 2002 Master Plan in Zone 1; growth related improvements to Paseo Linear Park in Zone 2; and the addition of kiosks at Thunderbird Conservation Park in Zone 3. The Parks and Recreation Department has identified projects for the DIF-Citywide Parks and DIF-Citywide Recreation Facility categories. However, these projects need to be developed further before placing them in the plan. Project Name: Thunderbird Park Kiosks Source: DIF Fund #: 1580 Project #: 73704 367 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Citywide Parks (1460) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $127,931 $170,852 $214,802 $259,890 $308,117 $361,822 Total Beginning Balance: 127,931 170,852 214,802 259,890 308,117 361,822 40,362 40,362 40,362 42,380 46,618 252,668 2,559 3,588 4,726 5,847 7,087 41,609 42,921 43,950 45,088 48,227 53,705 294,277 $170,852 $214,802 $259,890 $308,117 $361,822 $656,099 Revenue Development Impact Fees Interest Income Total Revenue: Estimated Ending Balance: *New Project 368 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Citywide Rec Fac's (1480) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $1,403,163 $1,474,548 $1,548,836 $1,626,232 $1,708,310 $1,797,638 Total Beginning Balance: 1,403,163 1,474,548 1,548,836 1,626,232 1,708,310 1,797,638 Development Impact Fees 43,322 43,322 43,322 45,488 50,037 271,201 Interest Income 28,063 30,966 34,074 36,590 39,291 206,729 71,385 74,288 77,396 82,078 89,328 477,930 $1,474,548 $1,548,836 $1,626,232 $1,708,310 $1,797,638 $2,275,568 Revenue Total Revenue: Estimated Ending Balance: *New Project 369 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Park Dev Zone 1 (1540) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $77,260 $40,276 $42,225 $44,257 $46,412 $48,753 Total Beginning Balance: 77,260 40,276 42,225 44,257 46,412 48,753 Development Impact Fees 1,103 1,103 1,103 1,159 1,274 6,908 Interest Income 1,545 846 929 996 1,067 5,607 2,648 1,949 2,032 2,155 2,341 12,515 Revenue Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 73104 79th Ave & Orangewood 21,532 18,100 0 0 0 0 0 Sub-Total - Existing Assets Total Project Expenses: 21,532 21,532 18,100 18,100 0 0 0 0 0 0 0 0 0 0 $42,225 $44,257 $46,412 $48,753 $61,268 Total FY 09-10 Funding: Estimated Ending Balance: 39,632 $40,276 *New Project 370 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-Park Dev Zone 1 (1540) Category: DIF Project: 73104 - 79th Ave & Orangewood (I) Project Description: Funding Source: Development Impact Fees 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 project 2060-70523. Capital Costs: 2010 Construction $10,000 $0 $0 $0 $0 $0 $8,000 $0 $0 $0 $0 $0 $100 $0 $0 $0 $0 $0 $21,532 $0 $0 $0 $0 $0 $39,632 $0 $0 $0 $0 $0 Engineering Charges Arts Carryover TOTAL Operating Description: 2011 2012 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 371 Return to CIP TOC 2013 2014 2015-2019 FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Park Dev Zone 2 (1560) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $152,302 $34,782 $23,452 $11,908 $263 $3,665 Total Beginning Balance: 152,302 34,782 23,452 11,908 263 3,665 Development Impact Fees 2,940 2,940 2,940 3,087 3,396 18,405 Interest Income 3,046 730 516 268 6 421 5,986 3,670 3,456 3,355 3,402 18,826 Revenue Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 73400 Park Improvements/Enhance 105,506 0 0 0 0 0 0 73404 Paseo Linear Park Additions 7,000 11,000 15,000 15,000 15,000 0 0 112,506 112,506 11,000 11,000 15,000 15,000 15,000 15,000 15,000 15,000 0 0 0 0 $23,452 $11,908 $263 $3,665 $22,491 Sub-Total - Existing Assets Total Project Expenses: Total FY 09-10 Funding: Estimated Ending Balance: 123,506 $34,782 *New Project 372 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-Park Dev Zone 2 (1560) Category: GF Project: 73400 - Park Improvements/Enhance (I) Project Description: Capital Costs: 2010 TOTAL 2011 2012 2013 2014 2015-2019 $105,506 $0 $0 $0 $0 $0 $105,506 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 73404 - Paseo Linear Park Additions (I) Project Description: Development Impact Fees Parks Master Plan action strategies to develop, renovate, enhance, and improve parks in Zone 2. Carryover Operating Description: Funding Source: Funding Source: Development Impact Fees Improvements consist of accommodating community growth by adding active recreation elements, such as additional biking features, playground equipment, shade structures or sports courts and ball fields that are growth related in parks between Olive and Greenway. Capital Costs: 2010 2011 2012 2013 Miscellaneous/Other $11,000 $15,000 $15,000 $15,000 $0 $0 $7,000 $0 $0 $0 $0 $0 $18,000 $15,000 $15,000 $15,000 $0 $0 Carryover TOTAL Operating Description: TOTAL 2015-2019 Building Maintenance expenses are for routine cellular tower testing/repairs and periodic shade cloth replacement. Operating Costs: Bldg. Maint. 2014 2010 2011 2012 2013 2014 2015-2019 $1,500 $3,090 $4,728 $6,273 $0 $34,303 $1,500 $3,090 $4,728 $6,273 $0 $34,303 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 373 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Park Dev Zone 3 (1580) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $43,996 $50,268 $63,621 $75,318 $71,925 $110,882 Total Beginning Balance: 43,996 50,268 63,621 75,318 71,925 110,882 32,297 32,297 32,297 33,912 37,303 202,183 880 1,056 1,400 1,695 1,654 12,751 33,177 33,353 33,697 35,607 38,957 214,934 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 73700 Park Enhancements/Ren 6,905 0 0 0 0 0 0 73704 Thunderbird Park Kiosks 11,000 9,000 20,000 22,000 39,000 0 0 Sub-Total - Existing Assets Total Project Expenses: 17,905 17,905 9,000 9,000 20,000 20,000 22,000 22,000 39,000 39,000 0 0 0 0 $63,621 $75,318 $71,925 $110,882 $325,816 Total FY 09-10 Funding: Estimated Ending Balance: 26,905 $50,268 *New Project 374 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-Park Dev Zone 3 (1580) Category: GF Project: 73700 - Park Enhancements/Ren (I) Project Description: Capital Costs: 2010 TOTAL 2011 2012 2014 2015-2019 $0 $0 $0 $0 $0 $6,905 $0 $0 $0 $0 $0 No additional O and M is needed. Funding Source: Development Impact Fees Increased usage of Thunderbird Conservation Park due to growth is requiring the construction of a trail-head informational kiosks in the park. Capital Costs: 2010 Miscellaneous/Other Carryover TOTAL Operating Description: 2013 $6,905 Project: 73704 - Thunderbird Park Kiosks (I) Project Description: Development Impact Fees Enhancements and renovations to neighborhood and community parks in Zone 3 DIF (north of Greenway Road). Carryover Operating Description: Funding Source: 2011 2012 2013 $9,000 $20,000 $22,000 $39,000 2014 $0 2015-2019 $0 $11,000 $0 $0 $0 $0 $0 $20,000 $20,000 $22,000 $39,000 $0 $0 O and M costs with this project are for replacement of kiosk bulletin board covers and shade cloth. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $850 $1,350 $1,850 $2,350 $0 $12,851 TOTAL $850 $1,350 $1,850 $2,350 $0 $12,851 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 375 Return to CIP TOC 2010-2019 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 are used annually for the purchase of additional library materials due to residential growth. A portion of the design and construction of a new branch library in the west area of Glendale, which is now planned for FY 2014 will be covered with development impact fee revenue. Project Name: Library Books – Pop. Growth Funding Source: DIF Fund #: 1500 Project #: 74751 Picture Note: Current media from the Velma Teague Branch Library. 376 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Library Buildings (1380) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $1,690,032 $1,723,825 $1,760,025 $1,798,746 $1,839,218 $299,836 Total Beginning Balance: 1,690,032 1,723,825 1,760,025 1,798,746 1,839,218 299,836 33,793 36,200 38,721 40,472 42,302 34,481 33,793 36,200 38,721 40,472 42,302 34,481 Revenue Interest Income Total Revenue: Project Expenses Carryover New Funding New Assets 74250 West Branch Library 0 0 0 0 0 1,581,684 0 Sub-Total - New Assets Total Project Expenses: 0 0 0 0 0 0 0 0 0 0 1,581,684 1,581,684 0 0 $1,760,025 $1,798,746 $1,839,218 $299,836 $334,317 Total FY 09-10 Funding: Estimated Ending Balance: 0 $1,723,825 *New Project 377 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-Library Buildings (1380) Category: DIF Project: 74250 - West Branch Library (N) Project Description: Capital Costs: Funding Source: Development Impact Fees Design and construction of a 33,500-square-foot facility on approximately seven acres of land at the Western Area Regional Facility site. Necessary equipment for the operation of the library includes a 3M 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 July 2013. The opening of the library is slated for Summer 2014. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $1,313,405 $0 Construction $0 $0 $0 $0 $223,049 $0 Engineering Charges $0 $0 $0 $0 $43,000 $0 Arts $0 $0 $0 $0 $2,230 $0 $0 $0 $0 $0 $1,581,684 $0 TOTAL Operating Description: Please refer to the West Branch Library Project (2160-74000) for detailed O and M needs. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 378 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Library Books (1400) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: Beginning Balance $44,732 $44,732 $44,732 $44,732 $44,732 $44,732 Total Beginning Balance: 44,732 44,732 44,732 44,732 44,732 44,732 $44,732 $44,732 $44,732 $44,732 $44,732 $44,732 Estimated Ending Balance: *New Project 379 Return to CIP TOC FY 14-19: FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Libraries (1500) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $3,286,480 $2,124,136 $2,125,030 $2,128,068 $2,132,676 $186,281 Total Beginning Balance: 3,286,480 2,124,136 2,125,030 2,128,068 2,132,676 186,281 8,787 8,787 8,787 9,226 10,149 55,008 65,730 44,607 46,751 47,882 49,052 21,422 74,517 53,394 55,538 57,108 59,201 76,430 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding New Assets 0 0 0 0 0 1,953,096 0 74751 Library Books - Pop. Growth 1,179,861 57,000 52,500 52,500 52,500 52,500 262,500 Sub-Total - New Assets Total Project Expenses: 1,179,861 1,179,861 57,000 57,000 52,500 52,500 52,500 52,500 52,500 52,500 2,005,596 2,005,596 262,500 262,500 $2,125,030 $2,128,068 $2,132,676 $186,281 $211 74750 West Branch Library/Books Total FY 09-10 Funding: Estimated Ending Balance: 1,236,861 $2,124,136 *New Project 380 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-Libraries (1500) Category: DIF Project: 74750 - West Branch Library/Books (N) Project Description: Capital Costs: Funding Source: Development Impact Fees Request is for funding to construct a branch library and to purchase materials to serve the western potion 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $334,606 $0 Construction $0 $0 $0 $0 $1,493,290 $0 IT/Phone/Security $0 $0 $0 $0 $60,000 $0 Engineering Charges $0 $0 $0 $0 $50,267 $0 Arts $0 $0 $0 $0 $14,933 $0 $0 $0 $0 $0 $1,953,096 $0 TOTAL Operating Description: Please refer to the West Branch Library Project (2160-74000) for detailed O and M needs. Project: 74751 - Library Books - Pop. Growth (N) 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: 2010 2011 2012 2013 2014 Miscellaneous/Other $57,000 $52,500 $52,500 $52,500 $52,500 $262,500 $1,179,861 $0 $0 $0 $0 $0 $1,236,861 $52,500 $52,500 $52,500 $52,500 $262,500 Carryover TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 381 Return to CIP TOC 2015-2019 2010-2019 CAPITAL IMPROVEMENT PLAN Public Safety - DIF PUBLIC SAFETY DIF FUNDS 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 through FY 2011. There are currently no planned projects in this category. 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 through FY 2011. Carryover of impact fee revenues from FY 2009 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. Debt Service: Gateway Public Safety Facility Funding Source: DIF Fund #’s: 1420 & 1440 382 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Police Facilities (1440) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $1,544,914 $1,319,181 $1,271,017 $1,436,939 $1,614,128 $1,810,597 Total Beginning Balance: 1,544,914 1,319,181 1,271,017 1,436,939 1,614,128 1,810,597 137,960 137,960 137,960 144,858 159,344 863,643 30,898 27,703 27,962 32,331 37,125 208,219 168,858 165,663 165,922 177,189 196,469 1,071,862 23,084 8,224 0 0 0 0 371,507 205,603 0 0 0 0 394,591 213,827 0 0 0 0 $1,319,181 $1,271,017 $1,436,939 $1,614,128 $1,810,597 $2,882,459 Revenue Development Impact Fees Interest Income Total Revenue: Operating Expenses Bond Interest** Bond Principal** Total Operating Expenses: Estimated Ending Balance: *New Project **Debt payment for bond sales for West Public Safety Building (2003). 383 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-Fire Protect Fac (1420) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $932,580 $61,324 $18,797 $136,704 $263,148 $404,905 Total Beginning Balance: 932,580 61,324 18,797 136,704 263,148 404,905 117,493 117,493 117,493 123,368 135,705 735,521 18,652 1,288 414 3,076 6,052 46,564 136,145 118,781 117,907 126,444 141,757 782,085 17,415 6,204 0 0 0 0 280,260 155,104 0 0 0 0 297,675 161,308 0 0 0 0 Revenue Development Impact Fees Interest Income Total Revenue: Operating Expenses Bond Interest** Bond Principal** Total Operating Expenses: Project Expenses Carryover New Funding New Assets 77003 Fire Station Relocation 709,726 0 0 0 0 0 0 Sub-Total - New Assets Total Project Expenses: 709,726 709,726 0 0 0 0 0 0 0 0 0 0 0 0 $18,797 $136,704 $263,148 $404,905 $1,186,990 Total FY 09-10 Funding: Estimated Ending Balance: 709,726 $61,324 *New Project **Debt payment for bond sales for West Public Safety Building (2003). 384 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-Fire Protect Fac (1420) Category: GF Project: 77003 - Fire Station Relocation (N) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: Development Impact Fees Design and construction to move existing Fire Station 151 out of the residential neighborhood at 55th Avenue and Orangewood. Vacated building will be used for Fire Department equipment repair and storage. Also see 2040-75000 and 1000-81060. 2010 2011 2012 2013 2014 2015-2019 $709,726 $0 $0 $0 $0 $0 $709,726 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 385 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN General Government - DIF GENERAL GOVERNMENT DIF FUND 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 Building. 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 386 Return to CIP TOC FY 2010 - 2019 Capital Improvement Plan Fund and Project Summary Fund: DIF-General Government (1620) Category: DIF FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: Beginning Balance $37,924 $210 $510,814 $1,032,652 $1,592,017 $2,218,376 Total Beginning Balance: 37,924 210 510,814 1,032,652 1,592,017 2,218,376 510,600 510,600 510,600 536,130 589,743 3,196,407 758 4 11,238 23,235 36,616 255,113 511,358 510,604 521,838 559,365 626,359 3,451,520 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding New Assets 77752 Land for City Court Building 0 549,072 0 0 0 0 0 Sub-Total - New Assets Total Project Expenses: 0 0 549,072 549,072 0 0 0 0 0 0 0 0 0 0 $510,814 $1,032,652 $1,592,017 $2,218,376 $5,669,896 Total FY 09-10 Funding: Estimated Ending Balance: 549,072 $210 *New Project 387 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: DIF-General Government (1620) Category: DIF Project: 77752 - Land for City Court Building (N) 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. 2010 2011 2012 2013 2014 2015-2019 $549,072 $0 $0 $0 $0 $0 $549,072 $0 $0 $0 $0 $0 O and M funding for weed control and site security was received in FY 2006. No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 388 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Enterprise and Other Funds ENTERPRISE AND OTHER FUNDS This category of funds captures the capital expenses for the enterprise funds (water/sewer, landfill and sanitation), the designated sales tax fund for the GO transportation capital program, the fund designated for transportation capital grants from the federal, state and county government agencies, and a few other funds set up for specific purposes such as airport and civic center capital needs. The General Fund represents the city’s pay-as-you-go program (PAYGO). The Technology Infrastructure Fund was established to address the capital needs of major technology systems that are critical to city operations such as the PeopleSoft financial management system. Both the PAYGO and Technology Infrastructure Fund are funded with GF operating dollars. The Arts Commission Fund represents the program funded by the one percent for the arts program that the city administers. One percent of the construction costs of each capital project is allocated for this program. Materials Recovery Facility Note: Because these funds include both operating divisions and CIP projects, the fund summaries are limited to the project expenses only. Fund # - Name 2360‐Water & Sewer Fund 2400‐Water 2420‐Sewer 2210‐Transportation Construct 1650‐Transportation Grants 1340‐Street Fund 2480‐Sanitation Fund 2440‐Landfill 2120‐Airport Capital 1840‐Other Grants 1000‐General Fund 1740‐Civic Center 2150‐Technology Infrastructure 1220‐Arts Commission Carryover 8,150,945 27,678,060 18,187,366 40,821,953 603,538 0 996,324 7,405,561 457,445 32,700,296 3,434,589 0 0 0 FY 09-10 4,817,931 42,906,714 7,964,951 27,439,313 2,000,000 0 2,929,011 55,261 130,203 2,000,000 902,858 0 0 500,000 FY 10-11 5,988,500 20,104,392 9,811,186 13,893,844 2,000,000 0 1,701,157 913,220 0 2,000,000 1,152,858 1,673,631 985,200 500,000 FY 11-12 5,001,161 14,073,143 7,293,360 12,410,593 2,000,000 0 2,179,590 5,133,556 0 2,000,000 1,152,858 2,148,200 636,000 500,000 FY 12-13 14,836,555 32,403,612 22,294,020 20,213,749 2,000,000 0 2,901,566 8,200,734 0 2,000,000 1,152,858 0 655,000 500,000 FY 13-14 26,351,111 13,550,639 8,198,290 16,047,829 2,000,000 0 3,500,133 2,931,856 0 2,000,000 100,000 0 165,000 500,000 FY 14-19 44,127,539 135,885,309 94,691,532 129,819,485 10,000,000 1,496,168 20,179,534 13,796,650 36,457,000 10,000,000 4,402,088 20,327,000 23,182,159 1,750,000 Total Enterprise & Other Funds $140,436,077 $91,646,242 $60,723,988 $54,528,461 $107,158,094 $75,344,858 $546,114,464 389 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Water/Sewer - Enterprise Funds WATER/SEWER ENTERPRISE FUNDS 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 2010-19 budget reflects recommendations from the Red Oak Consulting study completed in 2009. The combined Water/Sewer Fund (2360) reflects continued funding in FY 2010 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 2010 for the Water Fund (2400) reflects continued funding for the completion of the Oasis Water Campus, citywide water line replacement and extensions, a water security system and the expansion of the Zone 4 Groundwater Treatment Plant that will provide capacity of 10 million gallons per day (MGD) for the drinking water system. In FY 2010, the Sewer Fund (2420) projects include sewer line replacement and 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 390 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Water & Sewer Fund (2360) Project Name: Category: Revenue Carryover: FY 09-10: FY 10-11: FY 11-12: 60002 Addtl. Recharge Capacity 1,764,349 579,911 0 0 60007 Arrwhd Wtr Reclam Fac Imps 1,414,379 0 0 1,785,405 0 60001 Water Quality Instruments 452,615 60006 Sand Filtrs & Dis Sys - AWRF FY 12-13: FY 13-14: FY 14-19: 0 0 0 0 2,175,207 1,944,615 0 0 0 0 0 0 0 0 0 0 0 1,042,189 984,204 3,261,599 0 509,786 4,234,768 119,951 0 T2160 Insertion Machine 0 0 0 0 0 0 200,000 T2250 WAWRF Clarifier Replacement 0 0 0 0 0 277,770 0 T2270 WAWRF Fine Screen Replacement 0 0 0 0 0 752,950 0 T2280 WAWRF Odor Control Replacement 0 0 0 0 0 1,081,700 0 6,400,952 3,841,510 0 509,786 6,409,975 4,176,986 1,242,189 1,749,993 976,421 0 0 3,935,205 17,682,750 36,389,350 0 0 5,988,500 4,491,375 4,491,375 4,491,375 6,496,000 1,749,993 976,421 5,988,500 4,491,375 8,426,580 22,174,125 42,885,350 $8,150,945 $4,817,931 $5,988,500 $5,001,161 $14,836,555 $26,351,111 $44,127,539 Existing Assets Improvement of Existing Assets Replacement of Existing Assets 60000 Utility Billing System Repl. Sub-Total - Existing Assets New Assets 60008 WAWRF Phase IV T2281 91st Ave WWTP Capacity Increas Sub-Total - New Assets Total Water & Sewer Fund Projects: Total FY 09-10 Funding: $12,968,876 * New Project 391 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: 60002 - Addtl. Recharge Capacity (I) Project Description: Capital Costs: 2010 Finance Charges Engineering Charges Arts Contingency Carryover TOTAL 2011 2012 2013 2014 2015-2019 $468,000 $0 $0 $0 $0 $0 $6,343 $0 $0 $0 $0 $0 $30,888 $0 $0 $0 $0 $0 $4,680 $0 $0 $0 $0 $0 $70,000 $0 $0 $0 $0 $0 $1,764,349 $0 $0 $0 $0 $0 $2,344,260 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 60007 - Arrwhd Wtr Reclam Fac Imps (I) Project Description: 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. Construction Operating Description: Funding Source: Funding Source: Water & Sewer Revenues To ensure reliable and safe treatment of wastewater in the Arrowhead area and meet upcoming regulatory requirements, the treatment plant processes will be upgraded. This project includes replacement of the mechanical equipment in clarifiers one through four, replacing basin tank covers, installing OSHA approved fall protection equipment, upgrading associated pumps and blowers, performing repairs to the main operations building and upgrading the process control software. These activities will enable the plant to consistently meet the A+ effluent water quality requirements and help assure personnel safety by meeting OSHA standards. Capital Costs: 2013 2014 Construction 2010 $0 $0 $0 $1,800,000 $1,670,000 $0 Finance Charges $0 $0 $0 $43,107 $8,000 $0 Engineering Charges $0 $0 $0 $44,100 $40,915 $0 Arts $0 $0 $0 $18,000 $16,700 $0 Contingency Carryover $0 $0 $0 $270,000 $209,000 $0 $1,414,379 $0 $0 $0 $0 $0 $1,414,379 $0 $0 $2,175,207 $1,944,615 $0 TOTAL Operating Description: 2011 2012 2015-2019 Due to the upgrade, the amount of waste water bring treated will increase thereby resulting in an increase in chemical costs. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $0 $0 $0 $0 $0 $90,000 TOTAL $0 $0 $0 $0 $0 $90,000 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 392 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer Fund (2360) Category: Other Project: 60000 - Utility Billing System Repl. (R) Project Description: Capital Costs: 2010 TOTAL 2011 2012 2014 2015-2019 $0 $0 $0 $0 $0 $1,785,405 $0 $0 $0 $0 $0 No additional O and M is needed. 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. Capital Costs: 2010 Carryover TOTAL 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $1,042,189 $452,615 $0 $0 $0 $0 $0 $452,615 $0 $0 $0 $0 $1,042,189 Equipment Operating Description: 2013 $1,785,405 Project: 60001 - Water Quality Instruments (R) Project Description: Water & Sewer Revenues Replacement and implementation of a new utility billing system. The cost includes software, professional services and fees, and annual service and maintenance. Carryover Operating Description: Funding Source: Replacement of water quality testing instruments with more sensitive detectors results in additional ongoing maintenance costs. Because of the initial warranties on each instrument, these operating impacts are expected to begin the year following instrument replacement. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $0 $0 $0 $0 $0 $149,387 TOTAL $0 $0 $0 $0 $0 $149,387 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 393 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: 60006 - Sand Filtrs & Dis Sys - AWRF (R) Project Description: Funding Source: Water & Sewer Revenues This project will replace the aging sand filters and ultra violet light disinfection system at the Arrowhead Ranch Water Reclamation Facility. Effluent from the ARWRF is sent to lakes in the Arrowhead Ranch area parks and golf courses. This effluent is used for irrigation purposes by Arrowhead Amenities. The effluent is also used in recharge wells operated by the city. Membrane Filtration has been selected as it forms a barrier to pathogenic organisms and assures very low turbidity by filtering very small particles that are periodically passing through the existing sand filters. This improved water quality will increase recharge well life cycles and help decrease disinfection costs by removing contaminants. The current Trojan UV disinfection system will be replaced with more cost effective technology. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $2,700,000 $0 $450,000 $3,500,000 $95,000 $0 Finance Charges $64,000 $0 $0 $57,500 $7,311 $0 Engineering Charges $48,036 $0 $8,006 $62,268 $1,690 $0 Arts $27,000 $0 $4,500 $35,000 $950 $0 Contingency $422,563 $0 $47,280 $580,000 $15,000 $0 Carryover $984,204 $0 $0 $0 $0 $0 $4,245,803 $0 $509,786 $4,234,768 $119,951 $0 Construction TOTAL Operating Description: Electrical power requirements for the new filtration system are expected to increase due to electrical rate increases. The filter membranes have an expected life span of 7 to 10 years and will require replacement at that time. A liquid bleach disinfection system incorporating de-chlorination will require increased chemical use but decreased electrical cost compared to UV disinfection. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $0 $0 $0 $0 $50,000 $273,420 Utilities Equip. Maint. $0 $0 $0 $0 $40,000 $218,736 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $90,000 $592,156 TOTAL Project: T2160 - Insertion Machine (R) Project Description: Funding Source: Replace current insertion machine. The machine performs insertion for all departments, including Sales Tax, Water and Sewer, Sanitation, Marketing, Human Resources, Council, Landfill and Payroll. Capital Costs: 2010 Equipment TOTAL Operating Description: 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $200,000 This piece of equipment will be included in the Technology Replacement Fund with a yearly contribution of $40,000 per year for five years. The contribution will be split as follows: 33% cost to the Water and Sewer Fund, 33% cost to the General Fund and 34% to the Sanitation Fund. A one year service and preventative maintenance agreement is built into the cost at $15,000. The yearly contributions will go down to $20,000 per year in the second five years with the same split between funds. Operating Costs: Equip. Maint. PC/Vehicle Replacement TOTAL Water & Sewer Revenues 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $200,000 $0 $0 $0 $0 $0 $300,000 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 394 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: T2250 - WAWRF Clarifier Replacement (R) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: This request is to repair and replace the clarifier mechanical drive units and associated equipment at the West Area Water Reclamation 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. Funding moved to FY 2014. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $30,000 $0 Construction $0 $0 $0 $0 $200,000 $0 Engineering Charges $0 $0 $0 $0 $11,270 $0 Arts Contingency $0 $0 $0 $0 $2,000 $0 $0 $0 $0 $0 $34,500 $0 $0 $0 $0 $0 $277,770 $0 TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. Project: T2270 - WAWRF Fine Screen Replacement (R) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $50,000 $0 Construction $0 $0 $0 $0 $580,000 $0 Engineering Charges $0 $0 $0 $0 $29,400 $0 Arts $0 $0 $0 $0 $5,800 $0 Contingency $0 $0 $0 $0 $87,750 $0 $0 $0 $0 $0 $752,950 $0 TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. Project: T2280 - WAWRF Odor Control Replacement (R) 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 future due to wear and tear. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $100,000 $0 Construction $0 $0 $0 $0 $800,000 $0 Engineering Charges $0 $0 $0 $0 $38,700 $0 Arts $0 $0 $0 $0 $8,000 $0 Contingency $0 $0 $0 $0 $135,000 $0 $0 $0 $0 $0 $1,081,700 $0 TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 395 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water & Sewer Fund (2360) Category: Revenue Project: 60008 - WAWRF Phase IV (N) Project Description: Funding Source: Water & Sewer Revenues Design and construct additional treatment capacity at the West Area Water Reclamation Facility to treat increasing wastewater flows from the developing area along the Loop 101 alignment and other projected area growth. This expansion is identified in the revised Wastewater Treatment Master Plan completed by Malcolm Pirnie. The current treatment capacity will be increased from 11.5 MGD to a higher capacity that will be determined in a new master plan study to be performed as part of this project. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $832,000 $0 $0 $0 $0 $0 $12,545 $0 $0 $3,300,000 $15,000,000 $31,000,000 Finance Charges $0 $0 $0 $49,500 $225,000 $460,000 IT/Phone/Security $0 $0 $0 $45,000 $0 $0 $3,251 $0 $0 $12,705 $57,750 $119,350 Design Construction Engineering Charges Arts Contingency Carryover TOTAL Operating Description: $125 $0 $0 $33,000 $150,000 $310,000 $128,500 $0 $0 $495,000 $2,250,000 $4,500,000 $1,749,993 $0 $0 $0 $0 $0 $2,726,414 $0 $0 $3,935,205 $17,682,750 $36,389,350 Expanded facility will require two new plant operators and one new plant electrician starting FY 2016 at 68,000 including benefits per year. Other treatment expenses prorated with existing facility expenses. Plant capacity will increase resulting in increases in (1) supplies (chemicals) $200,000; (2) utilities of $300,000; (3) equipment maintenance $66, 000. No new telephones, PC's, or vehicles will be required. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $0 $0 Supplies/Contr $0 $0 $0 $0 Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equip. Maint. TOTAL Project: T2281 - 91st Ave WWTP Capacity Increas (N) Project Description: Funding Source: $816,000 $800,000 $0 $1,200,000 $264,000 $0 $3,080,000 Water & Sewer Revenues Increase the current Glendale treatment capacity ownership in the Multi-Cities Sub Regional Operating Group wastewater treatment plant by 5 MGD, 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 Pirnie. Capital Costs: 2011 2012 2013 2014 Finance Charges 2010 $0 $88,500 $66,375 $66,375 $66,375 $96,000 Miscellaneous/Other $0 $5,900,000 $4,425,000 $4,425,000 $4,425,000 $6,400,000 $0 $5,988,500 $4,491,375 $4,491,375 $4,491,375 $6,496,000 TOTAL Operating Description: 2015-2019 Additional professional contract expenses with the Sub-Regional operating group will be required as Glendale's ownership percentage increases due to acquiring additional 91st Ave 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 Ave WWTP for disposal. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $0 $0 $0 $0 $0 $4,000,000 TOTAL $0 $0 $0 $0 $0 $4,000,000 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 396 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Water (2400) Project Name: Category: Revenue Carryover: FY 09-10: FY 10-11: FY 11-12: 99,612 0 0 0 0 0 0 2,748,614 0 61024 Cholla Water Plant Process Imp 586,000 61036 Zn4 Groundwater Trtment Plant 61039 Groundwater Availability Study FY 12-13: FY 13-14: FY 14-19: 0 0 0 0 0 60,000 3,600,000 0 2,520,000 0 0 0 0 900,000 0 0 0 0 14,114,058 40,664,699 10,000,000 0 10,037,110 0 0 473,390 0 0 0 0 0 0 1,922,000 0 0 0 1,927,380 0 9,679,120 T3540 WTPs Chlorine Gas Elimination 0 0 0 0 0 3,477,664 4,244,586 T3552 Additional Water Supply 0 0 0 0 6,597,500 3,581,123 49,988,750 553,407 0 299,875 0 0 0 3,925,030 0 0 0 0 0 0 947,584 943,260 0 3,000,000 3,150,000 3,300,000 3,450,000 19,096,919 T3530 Pyramid Pk WTP Train #1 Equip 0 0 0 791,670 4,917,950 0 0 T3550 Hillcrest Ranch Booster Rehab 0 0 0 0 0 552,775 0 21,440,341 40,664,699 14,199,875 6,461,670 26,779,940 11,121,562 91,481,989 3,042,289 0 0 0 0 0 0 209,208 0 0 0 0 0 0 61009 Drinking Water Well Head Trmt 0 0 0 0 0 750,000 750,000 61019 Storage and Recovery Well 0 0 0 0 0 751,940 4,005,475 61020 West Area Reuse Pipelines 162,271 0 0 0 0 0 2,162,500 61021 N River/Agua Fria Storage Proj 879,015 378,015 58,845 0 0 0 0 1,944,936 0 1,517,672 1,517,672 1,517,672 0 2,024,134 61029 Regional GAC Plant 0 0 0 0 0 0 2,842,000 61038 Loop 101 Water Treatment 0 864,000 828,000 792,000 756,000 0 30,582,000 61041 *Additional Recharge Capacity 0 1,000,000 3,500,000 3,500,000 3,350,000 0 0 T3480 95th A Wtr Trn Ln Orgewd to G 0 0 0 1,462,100 0 0 0 T3510 Orngewood Ave Wtr Trans Mn 0 0 0 339,701 0 827,137 2,037,211 T3554 Zone 3 Transmission Pipelines 0 0 0 0 0 100,000 0 2,429,077 44,403,320 Existing Assets Improvement of Existing Assets 61010 Zone 3 Pump Improvements 61015 Outer Loop Effluent Line 61023 Water System Security 61040 Loop 101 Wells & Piping Replacement of Existing Assets 61001 Fire Hydrant Replacement 61012 Irrigation 61013 Line Replacement & Extension Sub-Total - Existing Assets New Assets 61003 Oasis Water Campus 61005 Cholla Telemetry 61027 Water Line Extension Sub-Total - New Assets Total Water Projects: Total FY 09-10 Funding: 6,237,719 2,242,015 5,904,517 7,611,473 5,623,672 $27,678,060 $42,906,714 $20,104,392 $14,073,143 $32,403,612 $70,584,774 * New Project 397 Return to CIP TOC $13,550,639 $135,885,309 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Other Project: 61010 - Zone 3 Pump Improvements (I) Project Description: Funding Source: Water & Sewer Revenues This improvement will provide better water pressure for the area of the city located west of 67th Avenue and north of Deer Valley Road. Capital Costs: 2010 Carryover $99,612 $0 $0 $0 $0 $0 $99,612 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 Capital Costs: 2014 2015-2019 No additional O and M is needed. Project: 61015 - Outer Loop Effluent Line (I) Project Description: 2013 Funding Source: Water & Sewer Revenues Project to transport, store and recharge effluent reuse water for the Arrowhead Ranch area. Contingency equals 15% of construction. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $58,910 $0 Construction $0 $0 $0 $0 $0 $3,000,000 Finance Charges $0 $0 $0 $0 $0 $50,000 Engineering Charges $0 $0 $0 $0 $1,090 $55,500 Arts $0 $0 $0 $0 $0 $30,000 Contingency $0 $0 $0 $0 $0 $464,500 $0 $0 $0 $0 $60,000 $3,600,000 TOTAL Operating Description: No additional O and M is needed at this time. Project: 61023 - Water System Security (I) Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Installation of additional or new equipment to provide greater security to the city's water source supply, treatment plants and distribution system. 2010 2011 2012 2013 2014 2015-2019 Design Construction $0 $0 $100,000 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 Finance Charges $0 $0 $30,000 $0 $0 $0 Engineering Charges $0 $0 $55,000 $0 $0 $0 Arts $0 $0 $20,000 $0 $0 $0 Contingency $0 $0 $315,000 $0 $0 $0 $2,748,614 $0 $0 $0 $0 $0 $2,748,614 $0 $2,520,000 $0 $0 $0 Carryover TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 398 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61024 - Cholla Water Plant Process Imp (I) Project Description: Funding Source: Water & Sewer Revenues Improvements 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $700,000 $0 $0 $0 $0 Finance Charges $0 $12,000 $0 $0 $0 $0 Engineering Charges $0 $39,600 $0 $0 $0 $0 Arts $0 $7,000 $0 $0 $0 $0 Contingency $0 $141,400 $0 $0 $0 $0 $586,000 $0 $0 $0 $0 $0 $586,000 $900,000 $0 $0 $0 $0 Carryover TOTAL Operating Description: No additional O and M is needed at this time. Project: 61036 - Zn4 Groundwater Trtment Plant (I) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $1,701,100 $0 $0 $0 $0 $0 $33,000,000 $8,500,000 $0 $8,600,000 $0 $0 Finance Charges $500,000 $107,275 $0 $13,000 $0 $0 Engineering Charges $133,599 $32,725 $0 $33,110 $0 $0 Arts $330,000 $85,000 $0 $86,000 $0 $0 $5,000,000 $1,275,000 $0 $1,305,000 $0 $0 $14,114,058 $0 $0 $0 $0 $0 $54,778,757 $10,000,000 $0 $10,037,110 $0 $0 Design Construction Contingency Carryover TOTAL Operating Description: 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 staff, chemicals, and utilities. Three additional plant operators at $71,500 per year. Chemical, utilities, and maintenance cost are based on actual cost during a pilot study to treat groundwater. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing Supplies/Contr $0 $214,500 $220,935 $227,563 $0 $1,244,408 $0 $360,600 $371,418 $382,561 $0 $2,091,998 Utilities $0 $54,636 $56,275 $57,963 $316,967 Equip. Maint. $0 $0 $0 $6,409 $50,000 $6,601 $51,500 $6,799 $0 $0 $0 $636,145 $705,229 $726,386 Insurance TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 399 Return to CIP TOC $0 $281,623 $37,180 $0 $3,972,176 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Other Project: 61039 - Groundwater Availability Study (I) Project Description: Capital Costs: Carryover 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. 2010 2011 2012 Capital Costs: 2013 2014 2015-2019 $473,390 $0 $0 $0 $0 $0 $473,390 $0 $0 $0 $0 $0 No new O and M costs associated with this project. Project: 61040 - Loop 101 Wells & Piping (I) 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $140,000 $0 $960,000 Construction $0 $0 $0 $1,500,000 $0 $7,200,000 Finance Charges $0 $0 $0 $22,900 $0 $125,100 Engineering Charges $0 $0 $0 $15,480 $0 $77,020 Arts $0 $0 $0 $15,000 $0 $72,000 Contingency $0 $0 $0 $234,000 $0 $1,245,000 $1,922,000 $0 $0 $0 $0 $0 $1,922,000 $0 $0 $1,927,380 $0 $9,679,120 Carryover TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 400 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: T3540 - WTPs Chlorine Gas Elimination (I) Project Description: Funding Source: Water & Sewer Revenues This project includes the removal of the on-site storage and use of chlorine gas for the disinfection of the drinking water. The chlorine gas will be replaced with the on-site generation of Sodium Hypochlorite as the disinfection chemical for the two water treatment plants. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $730,000 $0 Construction $0 $0 $0 $0 $2,200,000 $3,575,000 Finance Charges $0 $0 $0 $0 $44,000 $53,000 Engineering Charges $0 $0 $0 $0 $41,664 $50,836 Arts $0 $0 $0 $0 $22,000 $35,750 Contingency $0 $0 $0 $0 $440,000 $530,000 $0 $0 $0 $0 $3,477,664 $4,244,586 TOTAL Operating Description: Additional annual cost for supplies and electricity are $20,000 and $15,000 respectively. Costs are based on engineering studies. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $0 $0 $0 $0 $15,000 $82,026 Utilities $0 $0 $0 $0 $20,000 $109,368 $0 $0 $0 $0 $35,000 $191,394 TOTAL Project: T3552 - Additional Water Supply (I) Project Description: Funding Source: Water & Sewer Revenues Acquisition and development of renewable water supplies to meet increasing demand for water, maintain city's designation of assured water supply, and to minimize drought impacts on Glendale water system customers. Capital Costs: 2013 2014 Finance Charges 2010 $0 $0 $0 $97,500 $52,923 $738,750 Miscellaneous/Other $0 $0 $0 $6,500,000 $3,528,200 $49,250,000 $0 $0 $0 $6,597,500 $3,581,123 $49,988,750 TOTAL Operating Description: 2011 2012 2015-2019 Operating impacts are based upon projected delivery and treatment costs relating to the additional water supply. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $0 $0 $0 $0 $0 $386,027 TOTAL $0 $0 $0 $0 $0 $386,027 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 401 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61001 - Fire Hydrant Replacement (R) Project Description: Funding Source: Water & Sewer Revenues This project consists of funding a replacement program for approximately 800 existing fire hydrants. To date, 285 fire hydrants have been replaced. In addition, the project will fund the new installation of approximately 40 fire hydrants. The replacement of existing fire hydrants is primarily driven by the inability to obtain parts as the fire hydrant becomes inoperable. The new fire hydrant installations are based on an internal study that identified areas that currently do not meet city and industry spacing guidelines. In FY 2010, 50 new fire hydrant installations will be completed. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $250,000 $0 $0 $0 $3,740,000 Finance Charges Engineering Charges $0 $3,750 $0 $0 $0 $56,000 $0 $6,125 $0 $0 $0 $91,630 Arts $0 $2,500 $0 $0 $0 $37,400 Contingency $0 $37,500 $0 $0 $0 $0 $553,407 $0 $0 $0 $0 $0 $553,407 $299,875 $0 $0 $0 $3,925,030 Carryover TOTAL Operating Description: No additional O and M is needed at this time. Project: 61012 - Irrigation (R) Project Description: Capital Costs: 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. Contingency equals 15% of design and construction. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $18,000 Construction $0 $0 $0 $0 $0 $770,000 Engineering Charges $0 $0 $0 $0 $0 $33,884 Arts $0 $0 $0 $0 $0 $7,700 Contingency $0 $0 $0 $0 $0 $118,000 $0 $0 $0 $0 $0 $947,584 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 402 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61013 - Line Replacement & Extension (R) Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Replacement and rehabilitation of water lines throughout the city. Contingency equals 15% of design and construction. 2010 2011 2012 2013 2014 2015-2019 Design $0 $1,034,000 $0 $0 $0 $1,500,000 Construction $0 $1,500,000 $2,670,000 $2,800,000 $2,900,000 $14,700,000 Finance Charges $0 $39,594 $41,282 $39,397 $47,947 $242,000 Engineering Charges $0 $11,406 $12,018 $12,603 $13,053 $72,919 Arts $0 $15,000 $26,700 $28,000 $29,000 $147,000 $0 $400,000 $400,000 $420,000 $460,000 $2,435,000 $943,260 $0 $0 $0 $0 $0 $943,260 $3,000,000 $3,150,000 $3,300,000 $3,450,000 $19,096,919 Contingency Carryover TOTAL Operating Description: No additional O and M is needed at this time. Project: T3530 - Pyramid Pk WTP Train #1 Equip (R) Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Replace and rehabilitate equipment at the Pyramid Peak Water Treatment Plant related to water pathway #1 and other equipment in the original plant, which was installed over 21 years ago. Per an existing IGA, the City of Peoria will be responsible for approximately 23% of the projects costs. 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $660,000 $4,100,000 $0 $0 Finance Charges $0 $0 $9,900 $61,500 $0 $0 Engineering Charges $0 $0 $16,170 $100,450 $0 $0 Arts $0 $0 $6,600 $41,000 $0 $0 Contingency $0 $0 $99,000 $615,000 $0 $0 $0 $0 $791,670 $4,917,950 $0 $0 TOTAL Operating Description: No additional O and M is needed at this time. Project: T3550 - Hillcrest Ranch Booster Rehab (R) Project Description: Capital Costs: Funding Source: Water & Sewer Revenues This drinking water booster station went out of service in 1998 when the drinking water reservoir went online at the Pyramid Peak Water Treatment Plant (PPWTP). To serve as an emergency back up supply of water pressure for the Zone 3 water pressure zone, the pumps and electrical controls will be replaced or rehabilitated if possible. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $25,000 $0 Construction $0 $0 $0 $0 $450,000 $0 Engineering Charges $0 $0 $0 $0 $23,275 $0 Arts $0 $0 $0 $0 $4,500 $0 Contingency $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $552,775 $0 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 403 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61003 - Oasis Water Campus (N) Project Description: 2010 Carryover TOTAL 2011 2012 Capital Costs: Carryover TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: 2014 2015-2019 $0 $0 $0 $0 $0 $3,042,289 $0 $0 $0 $0 $0 No additional O and M is needed. Funding Source: Water & Sewer Revenues The completion of Phase three of the radio telemetry project will add 1.2 GHz microwave radio communication equipment at the ARWRF, Cholla WTP, PPWTP, WAWRF and the Utilities Department office at the Field Operations Center. 2010 2011 2012 2013 2014 2015-2019 $209,208 $0 $0 $0 $0 $0 $209,208 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 61009 - Drinking Water Well Head Trmt (N) Project Description: 2013 $3,042,289 Project: 61005 - Cholla Telemetry (N) Project Description: Water & Sewer Revenues Preparation of a "Comprehensive Water Facilities Planning and Design" plan, followed by design and construction of a new 10 MGD surface water treatment plant to serve mainly western Glendale with fresh drinking water. Capital Costs: Operating Description: Funding Source: 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. 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $750,000 $750,000 $0 $0 $0 $0 $750,000 $750,000 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 404 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61019 - Storage and Recovery Well (N) Project Description: Funding Source: Water & Sewer Revenues The project is a long term project to install one or more groundwater recharge and recovery wells for the purpose of recharging effluent and/or "recovering" recharge credits by pumping groundwater using a large, 2 MGD, turbine pump recovery well. The goal is to pump the recovered groundwater to the Arrowhead Amenities customers. Contingency is equal to 15% of design and construction. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $630,000 $0 Construction $0 $0 $0 $0 $10,000 $3,350,000 Finance Charges $0 $0 $0 $0 $0 $60,000 Engineering Charges Arts $0 $0 $0 $0 $11,840 $61,975 $0 $0 $0 $0 $100 $33,500 Contingency $0 $0 $0 $0 $100,000 $500,000 $0 $0 $0 $0 $751,940 $4,005,475 TOTAL Operating Description: O and M includes three years of chemicals and equipment maintenance based on pilot studies. Operating Costs: 2010 2011 2012 2013 2014 Supplies/Contr $0 $0 $0 $0 Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equip. Maint. TOTAL Project: 61020 - West Area Reuse Pipelines (N) Project Description: Funding Source: 2015-2019 $0 $0 $140,000 $0 $100,000 $45,000 $0 $285,000 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design Construction $0 $0 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $1,600,000 Finance Charges $0 $0 $0 $0 $0 $27,000 Engineering Charges $0 $0 $0 $0 $0 $49,500 Arts $0 $0 $0 $0 $0 $16,000 Contingency $0 $0 $0 $0 $0 $270,000 $162,271 $0 $0 $0 $0 $0 $162,271 $0 $0 $0 $0 $2,162,500 Carryover 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. One new WRF Plant Operator will be required to work off-site at lake intake structures, recharge outfall structures and water delivery locations. Cost of operator with benefits is $75,080 a year for three years. Operating Costs: Staffing TOTAL 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $225,240 $0 $0 $0 $0 $0 $225,240 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 405 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61021 - N River/Agua Fria Storage Proj (N) Project Description: 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 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Miscellaneous/Other $378,015 $58,845 $0 $0 $0 $0 Carryover $879,015 $0 $0 $0 $0 $0 $1,257,030 $58,845 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed at this time. Project: 61027 - Water Line Extension (N) Project Description: Funding Source: Water & Sewer Revenues Installation of water line extensions. Capital Costs: 2011 2012 Design $0 $150,000 $150,000 $150,000 $0 $100,000 Construction $0 $1,130,000 $1,130,000 $1,130,000 $0 $1,600,000 Finance Charges Engineering Charges $0 $0 $15,000 $21,372 $15,000 $21,372 $15,000 $21,372 $0 $0 $29,750 $28,384 Arts $0 $11,300 $11,300 $11,300 $0 $16,000 Contingency $0 $190,000 $190,000 $190,000 $0 $250,000 $1,944,936 $0 $0 $0 $0 $0 $1,944,936 $1,517,672 $1,517,672 $1,517,672 $0 $2,024,134 Carryover TOTAL Operating Description: 2010 Capital Costs: 2014 2015-2019 No additional O and M is needed at this time. Project: 61029 - Regional GAC Plant (N) Project Description: 2013 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 and the Oasis Water Treatment Plant utilize GAC filter media. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $42,000 Miscellaneous/Other $0 $0 $0 $0 $0 $2,800,000 $0 $0 $0 $0 $0 $2,842,000 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 ongoing project costs. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 406 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: 61038 - Loop 101 Water Treatment (N) Project Description: 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. The 11.7 acres of land is located at 99th Avenue and Northern. Land was purchased in FY 2009 with one payment in FY 2009 and the remaining payments to be spread over four years. The reservoir booster station will be constructed in the last five years (2015-2019). The treatment plant, reservoir and booster station are proposed for construction in the last five years (2015-2019). This facility is identified in the revised Utilities Water Master Plan. Capital Costs: 2011 2012 $864,000 2010 $828,000 $792,000 $756,000 $0 $0 Design Construction $0 $0 $0 $0 $0 $4,500,000 $0 $0 $0 $0 $0 $22,000,000 Finance Charges $0 $0 $0 $0 $0 $340,000 Engineering Charges $0 $0 $0 $0 $0 $122,000 Arts $0 $0 $0 $0 $0 $220,000 Contingency $0 $0 $0 $0 $0 $3,400,000 $864,000 $828,000 $792,000 $756,000 $0 $30,582,000 Land TOTAL Operating Description: 2015-2019 Funding Source: Water & Sewer Revenues To purchase or develop additional recharge capacity/options for the underground storage of the city's reclaimed water and surface water supplies. Additional recharge capacity/options are needed to ensure the city is able to store projected increases in reclaimed water produced at the city's West Area Water Reclamation Facility; and to efficiently manage the city's available surface water supplies. This project replaces project 2400-T3556. Capital Costs: 2010 Miscellaneous/Other TOTAL Operating Description: 2014 O and M will be determined when the project is closer to construction. Project: 61041* - Additional Recharge Capacity (N) Project Description: 2013 2011 2012 2013 2014 2015-2019 $1,000,000 $3,500,000 $3,500,000 $3,350,000 $0 $0 $1,000,000 $3,500,000 $3,500,000 $3,350,000 $0 $0 Additional O and M cost projections for purchased additional capacity. Costs based on existing facilities contract services. Operating Costs: 2010 2011 2012 2013 2014 Supplies/Contr $53,460 $55,064 $56,716 $58,417 $60,170 $329,033 TOTAL $53,460 $55,064 $56,716 $58,417 $60,170 $329,033 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 407 Return to CIP TOC 2015-2019 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: T3480 - 95th A Wtr Trn Ln Orgewd to G (N) Project Description: Funding Source: Water & Sewer Revenues Installation of a new 16 inch 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $100,000 $0 $0 $0 Construction $0 $0 $1,110,000 $0 $0 $0 Finance Charges $0 $0 $18,000 $0 $0 $0 Engineering Charges $0 $0 $43,000 $0 $0 $0 Arts $0 $0 $11,100 $0 $0 $0 Contingency $0 $0 $180,000 $0 $0 $0 $0 $0 $1,462,100 $0 $0 $0 TOTAL Operating Description: Preventative maintenance and future Distribution Management Operation and Maintenance regulations 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 in FY 2014. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $0 $0 $0 $0 $7,000 $38,279 TOTAL $0 $0 $0 $0 $7,000 $38,279 Project: T3510 - Orngewood Ave Wtr Trans Mn (N) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $333,000 $0 $0 $0 Construction $0 $0 $0 $0 $700,000 $1,700,000 Finance Charges $0 $0 $0 $0 $1,050 $26,000 Engineering Charges $0 $0 $6,701 $0 $14,087 $34,211 Arts $0 $0 $0 $0 $7,000 $17,000 Contingency $0 $0 $0 $0 $105,000 $260,000 $0 $0 $339,701 $0 $827,137 $2,037,211 TOTAL Operating Description: A new 16" water transmission main which will improve water distribution within Water Pressure Zone 4. Due to the complexity of the line, additional maintenance costs are necessary in the out years. In addition to the preventative maintenance costs, future Distribution Management Operation and Maintenance regulations 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 in FY 2015. Operating Costs: Equip. Maint. TOTAL 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $50,000 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 408 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Water (2400) Category: Revenue Project: T3554 - Zone 3 Transmission Pipelines (N) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Funding Source: Water & Sewer Revenues Complete a study 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. 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000 $0 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 409 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Sewer (2420) Project Name: Category: Revenue Carryover: FY 09-10: FY 10-11: FY 11-12: 0 0 0 0 934,665 0 0 63010 91st Ave. Construction 3,842,005 3,627,625 63014 67th & 83rd Ave SLS Mode 1,011,826 63020 Security Enhance Wastewtr Ops FY 12-13: FY 13-14: FY 14-19: 0 0 7,697,250 0 0 0 0 3,187,100 3,045,100 8,054,000 2,119,000 41,080,000 596,046 0 0 0 0 4,856,513 3,199,414 0 3,089,896 0 4,874,104 0 0 63022 95th Ave Sewer Connection 676,810 0 0 0 0 0 0 63023 City Wide Sewer Odor Control 250,000 0 0 0 0 0 1,863,250 0 0 0 539,585 0 0 385,245 3,030,919 0 0 0 0 0 5,545,700 32,395 0 0 0 0 0 3,753,275 2,288,297 906,844 0 0 0 0 0 140,523 0 3,000,000 3,150,000 3,300,000 3,450,000 15,300,000 2,039,122 2,834,436 0 0 0 0 0 0 0 0 0 4,652,650 0 0 17,445,976 7,964,951 9,276,996 6,734,685 20,880,754 5,569,000 80,481,233 0 0 0 0 0 0 9,715,500 105,891 0 231,529 240,322 251,788 437,762 1,321,769 0 0 0 0 574,000 0 0 635,499 0 302,661 318,353 236,928 401,778 1,382,280 0 0 0 0 350,550 1,789,750 1,790,750 741,390 0 534,190 558,675 1,413,266 2,629,290 14,210,299 $18,187,366 $7,964,951 $9,811,186 $7,293,360 $22,294,020 $8,198,290 $94,691,532 Existing Assets Improvement of Existing Assets 63007 Sewer 99th Ave. W. Water Meter 63009 67/Ave Swge Lft Sta. Odor Con. T3611 Glendale Ave 93rd-99th Ave Replacement of Existing Assets 63003 99th Ave Interceptor Line 63006 Arrowhead Sewer Lines 63013 67th Ave. Lift Station 63016 Sewer Line Replacement 63018 Camelback Swr Rehab 63021 Sweetwater & 55th Ave SLS Sub-Total - Existing Assets New Assets 63000 67th - 115th, Northern-C'Back 63008 Sewers for Areas on Septic Sys 63015 CMOM Implementation 63017 Sewer Line Extension T3610 Bethany Hme Rd Interceptor Sub-Total - New Assets Total Sewer Projects: Total FY 09-10 Funding: $26,152,317 * New Project 410 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63007 - Sewer 99th Ave. W. Water Meter (I) Project Description: Funding Source: Water & Sewer Revenues In agreement with the multi-cities SROG organization, all the SROG cities will construct or refurbish sewage metering stations in their jurisdiction, to assure accurate monitoring and personnel safety while maintaining these metering structures feeding the jointly owned 91st Avenue WWTP. The metering stations are located on 99th Avenue south of Camelback Road and south of Northern Avenue. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $200,000 Construction $0 $0 $0 $0 $0 $6,275,000 Finance Charges $0 $0 $0 $0 $0 $97,000 Engineering Charges Arts $0 $0 $0 $0 $0 $92,500 $0 $0 $0 $0 $0 $62,750 Contingency $0 $0 $0 $0 $0 $970,000 $0 $0 $0 $0 $0 $7,697,250 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 telephones are required. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Utilities $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 $0 $0 $125,000 $0 $0 $0 $0 $0 $150,000 TOTAL Project: 63009 - 67/Ave Swge Lft Sta. Odor Con. (I) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: Water & Sewer Revenues Permanent hydrogen peroxide chemical dosing stations for odor control. 2010 2011 2012 2013 2014 2015-2019 $934,665 $0 $0 $0 $0 $0 $934,665 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 63010 - 91st Ave. Construction (I) Project Description: $25,000 Funding Source: Water & Sewer Revenues This project will 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. Capital Costs: 2010 2011 2012 Finance Charges $52,625 $47,100 $45,100 $114,000 $119,000 $600,000 Miscellaneous/Other $3,575,000 $3,140,000 $3,000,000 $7,940,000 $2,000,000 $40,480,000 Carryover $3,842,005 $0 $0 $0 $0 $0 $7,469,630 $3,187,100 $3,045,100 $8,054,000 $2,119,000 $41,080,000 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 411 Return to CIP TOC 2013 2014 2015-2019 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63014 - 67th & 83rd Ave SLS Mode (I) Project Description: Funding Source: Water & Sewer Revenues This sewage lift station located at 67th Ave 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $700,000 $500,000 $0 $0 $0 $0 $3,375,000 Finance Charges $6,796 $0 $0 $0 $0 $61,125 Engineering Charges $9,250 $0 $0 $0 $0 $75,388 Arts $5,000 $0 $0 $0 $0 $33,750 $75,000 $0 $0 $0 $0 $611,250 $1,011,826 $0 $0 $0 $0 $0 $1,607,872 $0 $0 $0 $0 $4,856,513 Design Construction Contingency Carryover TOTAL Operating Description: Supplies include two activated carbon replacement cycles for the odor control system at $5,000 each in three year cycles. Utilities increased by $2,500 per year due to pump capacity increase. Operating Costs: 2010 Supplies/Contr Utilities TOTAL 2011 2012 Capital Costs: 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,000 $10,000 $0 $0 $0 $0 $0 $20,000 Project: 63020 - Security Enhance Wastewtr Ops (I) Project Description: 2013 Funding Source: Water & Sewer Revenues Add 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. 2010 2011 2012 2013 2014 2015-2019 Design Construction $0 $100,000 $0 $0 $0 $0 $0 $2,500,000 $0 $4,100,000 $0 $0 Finance Charges $0 $39,000 $0 $61,500 $0 $0 Engineering Charges $0 $35,896 $0 $56,604 $0 $0 Arts $0 $25,000 $0 $41,000 $0 $0 Contingency $0 $390,000 $0 $615,000 $0 $0 $3,199,414 $0 $0 $0 $0 $0 $3,199,414 $3,089,896 $0 $4,874,104 $0 $0 Carryover TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 412 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Other Project: 63022 - 95th Ave Sewer Connection (I) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funding Source: 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. 2010 2011 2012 Capital Costs: 2013 2014 2015-2019 $676,810 $0 $0 $0 $0 $0 $676,810 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 63023 - City Wide Sewer Odor Control (I) Project Description: Water & Sewer Revenues 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $100,000 Construction Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,450,000 $23,250 Engineering Charges $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $14,500 Contingency $0 $0 $0 $0 $0 $232,500 $250,000 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $1,863,250 Carryover TOTAL Operating Description: No additional O and M is needed at this time. Project: T3611 - Glendale Ave 93rd-99th Ave (I) Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Improvements are required in order to handle the additional wastewater flows generated by growth near Loop 101. Improvements include the design and construction of a parallel relief sewer on Glendale Avenue from 93rd the 99th Avenue. The relief sewer will be constructed in two phases. These proposed improvements were identified in the sewer collection study recently completed by Camp, Dresser, and McKee. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $50,000 $0 $0 $35,000 Construction $0 $0 $395,000 $0 $0 $280,000 Finance Charges $0 $0 $6,500 $0 $0 $4,900 Engineering Charges $0 $0 $19,135 $0 $0 $13,545 Arts $0 $0 $3,950 $0 $0 $2,800 Contingency $0 $0 $65,000 $0 $0 $49,000 $0 $0 $539,585 $0 $0 $385,245 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 413 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63003 - 99th Ave Interceptor Line (R) Project Description: Capital Costs: Funding Source: Water & Sewer Revenues Repair and rehabilitation of Glendale's portion of the 99th Avenue sewer line going to the Sub-Regional Operating Group. Pipe lining will be replaced along with manhole structures that are corroded. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $600,000 Construction $0 $0 $0 $0 $0 $4,000,000 Finance Charges $0 $0 $0 $0 $0 $74,600 Engineering Charges $0 $0 $0 $0 $0 $85,100 Arts $0 $0 $0 $0 $0 $40,000 Contingency $0 $0 $0 $0 $0 $746,000 $3,030,919 $0 $0 $0 $0 $0 $3,030,919 $0 $0 $0 $0 $5,545,700 Carryover TOTAL Operating Description: Rehabilitation of the 99th Ave interceptor is scheduled to begin in FY 2016. No additional O and M is needed at this time. Project: 63006 - Arrowhead Sewer Lines (R) Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The replacement or rehabilitation 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $350,000 Construction $0 $0 $0 $0 $0 $2,800,000 Finance Charges $0 $0 $0 $0 $0 $47,000 Engineering Charges $0 $0 $0 $0 $0 $58,275 Arts $0 $0 $0 $0 $0 $28,000 Contingency $0 $0 $0 $0 $0 $470,000 $32,395 $0 $0 $0 $0 $0 $32,395 $0 $0 $0 $0 $3,753,275 Carryover TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 414 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63013 - 67th Ave. Lift Station (R) Project Description: Capital Costs: Construction Finance Charges Engineering Charges Arts Contingency Carryover TOTAL Operating Description: Funding Source: The material condition of this sewage lift station has deteriorated and requires equipment upgrades in order to assure system remains fully functional and does not violate regulations. The station is essential to satisfy Capacity Management Operation and Maintenance requirements. 2010 2011 2012 Capital Costs: 2013 2014 2015-2019 $750,000 $0 $0 $0 $0 $0 $9,744 $0 $0 $0 $0 $0 $39,600 $0 $0 $0 $0 $0 $7,500 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $2,288,297 $0 $0 $0 $0 $0 $3,195,141 $0 $0 $0 $0 $0 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. Project: 63016 - Sewer Line Replacement (R) Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Replacement/rehabilitation of existing sanitary sewer lines and manholes as identified by the Sewer Evaluation Study prepared by Hennings, Durham and Richardson Engineers and to be completed by CDM Engineers. Projects will be developed as funds become available. 2010 2011 2012 2013 2014 2015-2019 Design $0 $300,000 $0 $0 $0 $1,000,000 Construction $0 $2,260,000 $2,700,000 $2,800,000 $2,900,000 $12,000,000 Finance Charges $0 $44,365 $49,252 $37,743 $42,000 $185,000 Engineering Charges $0 $13,035 $13,748 $14,257 $14,766 $66,194 Arts $0 $22,600 $27,000 $28,000 $29,000 $120,000 Contingency Carryover TOTAL Operating Description: $0 $360,000 $360,000 $420,000 $464,234 $1,928,806 $140,523 $0 $0 $0 $0 $0 $140,523 $3,000,000 $3,150,000 $3,300,000 $3,450,000 $15,300,000 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 415 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63018 - Camelback Swr Rehab (R) Project Description: Capital Costs: Funding Source: Water & Sewer Revenues To replace the sanitary sewer and concrete structures in this area over the next two fiscal years. Two former meter station structures need to be permanently abandoned and one 24 inch sewer pipe has to be permanently plugged and abandoned. Sewer manholes will be rehabilitated along the Camelback trunk sewer to the 67th Avenue sewer lift station. 2010 2011 2012 2013 2014 2015-2019 $2,350,000 $0 $0 $0 $0 $0 Finance Charges $35,000 $0 $0 $0 $0 $0 Engineering Charges $72,000 $0 $0 $0 $0 $0 Arts Contingency $23,500 $0 $0 $0 $0 $0 $353,936 $0 $0 $0 $0 $0 $2,039,122 $0 $0 $0 $0 $0 $4,873,558 $0 $0 $0 $0 $0 Construction Carryover TOTAL Operating Description: No additional O and M is needed. Project: 63021 - Sweetwater & 55th Ave SLS (R) Project Description: Capital Costs: Funding Source: Water & Sewer Revenues The material condition of the sewage lift station has deteriorated and requires equipment upgrades in order to assure system reliability, adequate capacity and public safety. The station is essential to satisfy Capacity Management Operation and Maintenance requirements. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $200,000 $0 $0 Construction $0 $0 $0 $3,700,000 $0 $0 Finance Charges $0 $0 $0 $58,500 $0 $0 Engineering Charges $0 $0 $0 $72,150 $0 $0 Arts $0 $0 $0 $37,000 $0 $0 Contingency $0 $0 $0 $585,000 $0 $0 $0 $0 $0 $4,652,650 $0 $0 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 416 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63000 - 67th - 115th, Northern-C'Back (N) Project Description: Funding Source: Water & Sewer Revenues Installation of new sewer lines to relieve existing sewer mains as identified by Hennings, Durham and Richardson Sewer Depth Study of December 2000. These sewers are growth related. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $1,200,000 Construction $0 $0 $0 $0 $0 $7,000,000 Finance Charges $0 $0 $0 $0 $0 $123,000 Engineering Charges $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $70,000 Contingency $0 $0 $0 $0 $0 $1,230,000 $0 $0 $0 $0 $0 $9,715,500 TOTAL Operating Description: No additional O and M is needed at this time. Project: 63008 - Sewers for Areas on Septic Sys (N) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $50,000 $0 $0 $0 $0 Construction $0 $142,000 $200,000 $210,000 $365,000 $1,100,000 Finance Charges $0 $3,000 $3,000 $3,100 $5,400 $16,500 Engineering Charges $0 $5,109 $5,322 $5,588 $9,712 $29,269 Arts $0 $1,420 $2,000 $2,100 $3,650 $11,000 Contingency $0 $30,000 $30,000 $31,000 $54,000 $165,000 $105,891 $0 $0 $0 $0 $0 $105,891 $231,529 $240,322 $251,788 $437,762 $1,321,769 Carryover 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: 2011 2012 2013 2014 Supplies/Contr 2010 $0 $10,000 $20,300 $30,909 $41,866 $350,000 TOTAL $0 $10,000 $20,300 $30,909 $41,866 $350,000 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 417 Return to CIP TOC 2015-2019 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sewer (2420) Category: Revenue Project: 63015 - CMOM Implementation (N) Project Description: Capital Costs: 2010 TOTAL 2011 2012 Capital Costs: 2013 2014 2015-2019 $0 $0 $0 $574,000 $0 $0 $0 $0 $0 $574,000 $0 $0 Consultants will conduct the GPS survey of the manhole covers. No additional maintenance is expected. Project: 63017 - Sewer Line Extension (N) Project Description: Water & Sewer Revenues The United States Environmental Protection Agency has mandated a new Capacity Management Operations and Maintenance program for the sanitary sewer systems nationwide. The proposed program will assist in protecting the sanitary sewer system. Phase 3 will update the administrative program in FY 2013. Miscellaneous/Other Operating Description: Funding Source: Funding Source: Water & Sewer Revenues Sewer extensions at various locations are necessary due to growth. These extensions will convey wastewater from new developments. 2010 2011 2012 2013 2014 2015-2019 Design $0 $24,100 $0 $0 $0 $118,000 Construction Engineering Charges $0 $0 $230,000 $6,261 $270,000 $6,653 $200,000 $4,928 $340,000 $8,378 $1,050,000 $28,780 Arts $0 $2,300 $2,700 $2,000 $3,400 $10,500 Contingency $0 $40,000 $39,000 $30,000 $50,000 $175,000 $635,499 $0 $0 $0 $0 $0 $635,499 $302,661 $318,353 $236,928 $401,778 $1,382,280 Carryover TOTAL Operating Description: No additional O and M is needed at this time. Project: T3610 - Bethany Hme Rd Interceptor (N) 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $300,000 $0 $0 Construction $0 $0 $0 $0 $1,500,000 $1,500,000 Finance Charges $0 $0 $0 $0 $22,000 $23,000 Engineering Charges $0 $0 $0 $5,550 $27,750 $27,750 Arts $0 $0 $0 $0 $0 $0 $0 $45,000 $15,000 $225,000 $15,000 $225,000 $0 $0 $0 $350,550 $1,789,750 $1,790,750 Contingency TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 418 Return to CIP TOC 2010-2019 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 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: 57th / Skunk Creek Funding Source: Transportation Sales Tax Fund #: 2210 Project #: 65037 419 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Construct (2210) Project Name: Category: Transportation Carryover: FY 09-10: FY 10-11: FY 11-12: 2,653,611 0 731,349 0 0 0 0 65007 Grand Ave Access Enhancements 8,878,098 0 65008 Intersection Improvements 1,337,896 65010 51st/Camelback to Peoria FY 12-13: FY 13-14: FY 14-19: 731,349 0 0 0 0 0 397,464 0 0 0 0 0 0 0 0 0 0 0 1,440,836 0 0 0 0 0 0 61,254 110,654 114,085 115,708 120,509 125,454 692,982 0 11,845,661 39,596,675 4,678,880 4,835,623 5,042,086 21,660,628 65022 PE & Oversight for Transp. Pkg 249,646 1,751,094 1,215,260 0 0 0 0 65039 67th Ave: Olive to Bell Rd Imp 1,333,156 0 0 0 0 0 0 522 0 0 0 0 0 0 142,377 0 0 0 0 0 1,010,972 0 0 0 0 0 0 37,500 51,844 0 0 0 0 0 0 65072 Expanded Safety Program 742,722 106,399 106,399 109,963 113,703 117,624 649,727 65073 Old Roma Alley Ped Project 138,991 0 0 0 0 0 0 65077 Airport-Runway-Taxiway-Asph 6,510 4,557 0 0 0 0 0 65079 95th Ave - Glendale to Cabela 2,171 0 0 0 0 0 0 65081 Collector/Residential Overlay 3,354,757 2,000,000 0 0 0 0 0 65082 Arterial Overlay 8,449,989 4,000,000 0 0 0 0 0 35,675 0 0 0 0 0 0 1,051,902 0 0 0 0 0 0 T7404 *Maryland Ave Bike Rte Spot Imp 0 0 0 0 0 0 282,659 T7405 *Pave Dirt Shoulders 0 0 0 0 0 0 314,180 65004 Buses/Vans 538,087 257,500 257,500 257,500 309,419 310,920 1,709,185 65014 Transit Support Capital 111,582 164,866 170,306 176,012 181,468 182,348 1,007,241 5,748 0 0 0 0 0 7,500 65044 Airport - Tower and Radio Upgr 22,974 0 0 0 0 0 0 65069 Glendale Transportation Plan 73,748 0 0 0 0 0 0 146,954 0 151,652 156,574 161,145 167,145 0 30,831,050 20,240,731 42,343,226 5,494,637 6,453,216 5,945,577 27,770,038 14,612 0 0 0 0 0 0 Existing Assets Improvement of Existing Assets 65005 Smart Traffic Signals 65006 Bus Pullouts 65013 Bus Stops and Shelters 65016 Northern Ave Super Street 65040 Catlin Court Alley (Match) 65043 Bethany Home: 59th to 67th Saf 65055 Airport - Security Upgrade 65060 Street Scallops 65084 Pave Access Points 65086 51st Avenue HES Projects Replacement of Existing Assets 65031 Airport Master Plan Update 65083 Speed Cushions Sub-Total - Existing Assets New Assets 65003 Multi-Use Bridge Skunk Creek 420 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Construct (2210) Project Name: Category: Transportation Carryover: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: 976,824 517,000 534,061 560,504 4,616,706 9,802,252 97,172,811 65029 Smart Traffic Signal Equipment 27,832 0 0 0 0 0 0 65030 Multi-Use Pathway Grand Canal 368,971 837,825 0 0 0 0 0 1,339,264 0 0 0 0 0 0 0 0 0 0 0 0 365,625 2,659,275 0 0 0 0 0 0 0 0 0 0 0 0 1,010,000 65052 Transit Center 500,797 1,577,806 0 0 0 0 0 65054 63rd Ave @ Loop 101-Bike Ove 151,327 0 0 0 0 0 0 1,044,362 1,400,000 565,654 0 0 0 0 65063 New River - Multi-use Pathway 208,820 2,865,951 1,747,761 0 0 0 0 65065 Airport-Northwest Land Purch 42,589 0 0 0 0 0 0 65070 Union Hills/Skunk Cr. Path 60,922 0 0 0 0 0 0 0 0 0 200,000 294,423 300,000 1,501,011 2,595,308 0 101,772 1,679,895 3,074,702 0 0 0 0 101,772 4,475,557 5,774,702 0 2,000,000 9,990,903 7,198,582 3,051,020 6,915,956 13,760,533 10,102,252 102,049,447 $40,821,953 $27,439,313 $45,394,246 $12,410,593 $20,213,749 65017 Rail System 65033 Northern Ave Pkwy Prelim. 65036 Runway Protection Zone LandPch 65037 57th / Skunk Creek 65048 Loop 101 North Park & Ride Lot 65062 Glendale Sports Facilities Sgn 65078 Airport Matching Funds 65080 Arrowhead Mall Transit Center T0960 Downtown Park-and-Ride Sub-Total - New Assets Total Transportation Construct Projects: Total FY 09-10 Funding: $68,261,266 * New Project 421 Return to CIP TOC $16,047,829 $129,819,485 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65005 - Smart Traffic Signals (I) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $688,802 $0 $688,802 $0 $0 Finance Charges $0 $10,862 $0 $10,862 $0 $0 Engineering Charges $0 $24,797 $0 $24,797 $0 $0 Arts $0 $6,888 $0 $6,888 $0 $0 $2,653,611 $0 $0 $0 $0 $0 $2,653,611 $731,349 $0 $731,349 $0 $0 Carryover TOTAL Operating Description: O and M costs associated with electricity for new signal heads, cameras and communication equipment as well as maintenance of fiber optic connections. Operating Costs: 2010 2011 2012 2013 Utilities $3,713 $23,891 $3,824 $24,608 $3,939 $25,346 $4,057 $26,106 $26,890 $22,853 $147,043 $27,604 $28,432 $29,285 $30,163 $31,069 $169,896 Equip. Maint. TOTAL Project: 65006 - Bus Pullouts (I) Project Description: 2014 2015-2019 $4,179 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Land $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $3,974 Construction $0 $0 $0 $0 $0 $318,540 Finance Charges $0 $0 $0 $0 $0 $5,962 Engineering Charges Arts $0 $0 $0 $0 $0 $15,803 $0 $0 $0 $0 $0 $3,185 $0 $0 $0 $0 $0 $397,464 TOTAL Operating Description: O and M associated with maintenance of landscaping around bus pullouts. Operating Costs: Landscape TOTAL $50,000 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $1,716 $0 $0 $0 $0 $0 $1,716 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 422 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Other Project: 65007 - Grand Ave Access Enhancements (I) Project Description: This project will construct street improvements for local access along Grand Avenue including changes in access control and beautification. Capital Costs: 2010 Carryover TOTAL Operating Description: Water TOTAL 2011 2012 Capital Costs: Carryover TOTAL Operating Description: Capital Costs: Carryover TOTAL Operating Description: 2015-2019 $0 $0 $0 $0 $8,878,098 $0 $0 $0 $0 $0 2010 2011 2012 2013 2014 2015-2019 $174,149 $179,373 $184,754 $190,297 $89,686 $92,377 $95,148 $196,006 $98,002 $1,071,840 $87,074 $261,223 $269,059 $277,131 $285,445 $294,008 $1,607,754 $535,914 Half Cent Sales Tax Funding Source: Design and construct turning lanes and other improvements (such as median barriers and lane extensions) at warranted intersections. 2010 2011 2012 2013 2014 2015-2019 $1,337,896 $0 $0 $0 $0 $0 $1,337,896 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 65010 - 51st/Camelback to Peoria (I) Project Description: 2014 $0 Project: 65008 - Intersection Improvements (I) Project Description: 2013 $8,878,098 O and M is associated with landscaping maintenance and water. Operating Costs: Landscape Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: Intersection improvements including medians, turning lanes, bus pullouts and bus shelters for four intersections along the 51st Avenue corridor at Camelback Road, Glendale Avenue, Northern Avenue, Peoria Avenue. 2010 2011 2012 2013 2014 2015-2019 $1,440,836 $0 $0 $0 $0 $0 $1,440,836 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 423 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65013 - Bus Stops and Shelters (I) Project Description: 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. Capital Costs: 2010 2013 2014 $9,484 $9,778 $9,917 $10,329 $10,753 $59,396 $94,843 $97,784 $99,174 $103,289 $107,528 $593,959 Finance Charges $1,660 $1,711 $1,736 $1,808 $1,882 $10,396 Engineering Charges $3,719 $3,834 $3,889 $4,050 $4,216 $23,291 $948 $978 $992 $1,033 $1,075 $5,940 $61,254 $0 $0 $0 $0 $0 $171,908 $114,085 $115,708 $120,509 $125,454 $692,982 Design Construction Arts Carryover TOTAL Operating Description: 2011 2012 2015-2019 O and M associated with the maintenance of bus shelters. Operating Costs: 2010 2011 2012 2013 2014 Equip. Maint. $10,000 $10,300 $10,609 $10,927 $11,255 $61,547 $10,000 $10,300 $10,609 $10,927 $11,255 $61,547 TOTAL Project: 65016 - Northern Ave Super Street (I) Project Description: Half Cent Sales Tax Funding Source: Right-of-way acquisition and construction of the Northern Parkway corridor alignment between Loop 303 and Grand Avenue is targeted for completion by FY 2026. When completed the Northern Parkway will have six through lanes and grade separations at major arterials. It will be a partially accessed controlled facility. Costs over the life of this project are shared between the region at 70% and local agencies at 30%. The project cost in FY 2010 is $6.8 million for the region and $5.0 million for Glendale. The project cost between FY 2010 and FY 2019 is $25,600,000 for the region and $30,559,151 for Glendale. Capital Costs: Land Finance Charges 2010 2011 $11,667,976 $39,002,725 $0 $0 $0 $0 $177,685 $593,950 $70,183 $72,534 $75,631 $324,909 TOTAL 2012 2013 2014 2015-2019 $0 $0 $4,608,697 $4,763,089 $4,966,455 $21,335,719 $11,845,661 $39,596,675 $4,678,880 $4,835,623 $5,042,086 $21,660,628 Miscellaneous/Other Operating Description: 2015-2019 O and M costs are for landscape, water, electrical and other maintenance based on current design. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Utilities Landscape $0 $0 $0 $3,631 $3,740 $20,451 $0 $0 $0 $18,806 $19,370 $105,924 Water $0 $0 $0 $9,402 $9,684 $52,956 $0 $0 $0 $31,839 $32,794 $179,331 TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 424 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65022 - PE & Oversight for Transp. Pkg (I) Project Description: Half Cent Sales Tax Funding Source: Professional engineering for preparation of design concepts and administration of right-of-way purchase. Capital Costs: 2010 2011 Finance Charges $26,006 $18,048 $0 $0 $0 $0 $1,725,088 $1,197,212 $0 $0 $0 $0 $249,646 $0 $0 $0 $0 $0 $2,000,740 $1,215,260 $0 $0 $0 $0 Miscellaneous/Other Carryover TOTAL Operating Description: 2012 Capital Costs: 2010 TOTAL 2011 2012 2013 2014 $0 $0 $0 $0 $0 $1,333,156 $0 $0 $0 $0 $0 2010 2011 2012 2013 2014 $5,375 $5,536 $5,702 $5,873 Water $2,687 $2,768 $2,851 $8,062 $8,304 $8,553 Project: 65040 - Catlin Court Alley (Match) (I) Capital Costs: Carryover TOTAL Operating Description: 2015-2019 $1,333,156 O and M associated with landscaping and other maintenance of medians ($544), turn lanes ($213), bus pullouts and bus shelters ($300). Operating Costs: Project Description: Half Cent Sales Tax Funding Source: Landscape TOTAL 2015-2019 Intersection improvements including medians, turning lanes, bus pullouts, bus shelters and lanes for four intersections on 67th Ave from Olive Avenue to Bell Road. Carryover Operating Description: 2014 No additional O and M is needed at this time. Project: 65039 - 67th Ave: Olive to Bell Rd Imp (I) Project Description: 2013 2015-2019 $33,077 $2,937 $6,049 $3,025 $8,810 $9,074 $33,077 $0 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. 2010 2011 2012 2013 2014 2015-2019 $522 $0 $0 $0 $0 $0 $522 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 425 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65043 - Bethany Home: 59th to 67th Saf (I) Project Description: 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 Hazard Elimination System (HES) funds administered by Arizona Department of Transportation (ADOT). The money programmed here is for design, construction administration, ADOT review fees and match HES funds. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $172,523 Construction $0 $0 $0 $0 $0 $768,656 Finance Charges $0 $0 $0 $0 $0 $21,635 Engineering Charges Arts $0 $0 $0 $0 $0 $40,471 $0 $0 $0 $0 $0 $7,687 $142,377 $0 $0 $0 $0 $0 $142,377 $0 $0 $0 $0 $1,010,972 Carryover TOTAL Operating Description: O and M is for landscape street lights in the median. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Utilities $0 $0 $0 $0 Landscape $0 $0 $0 $0 $0 $21,357 $0 $0 $0 $0 $0 $0 $22,865 TOTAL Project: 65055 - Airport - Security Upgrade (I) Project Description: $1,508 Half Cent Sales Tax Funding Source: These are the match funds for an Federal Aviation Administration (FAA) and Arizona Department of Transportation (ADOT) funded project to acquire and install perimeter security equipment. The project is to enhance the security with cameras and perimeter fencing. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $28,651 $563 Engineering Charges $0 $0 $0 $0 $0 $8,000 Arts $0 $0 $0 $0 $0 $286 $0 $0 $0 $0 $0 $37,500 Construction TOTAL Operating Description: No additional O and M is needed at this time. Project: 65060 - Street Scallops (I) Project Description: Half Cent Sales Tax Funding Source: A planned program to widen collector streets to city standards in areas where sections remain unimproved. Includes curb, gutter, sidewalk and street lighting. Capital Costs: 2010 Carryover $51,844 $0 $0 $0 $0 $0 $51,844 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 426 Return to CIP TOC 2013 2014 2015-2019 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Other Project: 65072 - Expanded Safety Program (I) Project Description: Capital Costs: Finance Charges Miscellaneous/Other Carryover 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, striping, pedestrian and bicyclist safety improvements, discontinuous roadway sections (drop-offs) and access management. 2010 2011 2012 Capital Costs: Carryover TOTAL Operating Description: Capital Costs: 2014 2015-2019 $1,596 $1,596 $1,649 $1,706 $1,764 $9,746 $104,803 $0 $108,314 $0 $111,997 $0 $115,860 $0 $639,981 $0 $849,121 $106,399 $109,963 $113,703 $117,624 $649,727 No additional O and M is needed at this time. 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. 2010 2011 2012 2013 2014 2015-2019 $138,991 $0 $0 $0 $0 $0 $138,991 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 65077 - Airport-Runway-Taxiway-Asph (I) Project Description: 2013 $104,803 $742,722 Project: 65073 - Old Roma Alley Ped Project (I) Project Description: Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: This is an FAA grant funded project to place a 2-inch layer of asphalt from the edge of the runway and taxiway into the infield area extending it 15-foot. The additional asphalt will reduce maintenance costs by eliminating the need to mow weeds in this area and around runway lighting. 2010 2011 2012 2013 2014 2015-2019 Construction $3,255 $0 $0 $0 $0 $0 Arts $1,302 $0 $0 $0 $0 $0 Carryover $6,510 $0 $0 $0 $0 $0 $11,067 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 427 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Other Project: 65079 - 95th Ave - Glendale to Cabela (I) Project Description: This project will widen 95th Ave 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 Ave will be widened to two lanes northbound and two lanes southbound. The southbound 95th Ave 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: 2010 Carryover TOTAL Operating Description: Half Cent Sales Tax Funding Source: 2011 2012 2013 2014 2015-2019 $2,171 $0 $0 $0 $0 $0 $2,171 $0 $0 $0 $0 $0 The right-of-way estimated landscape area is 1,340 sq ft. This amount covers water and landscape maintenance for a total of $210 per year. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Landscape $210 $216 $222 $229 $236 $1,291 Water $510 $525 $541 $557 $574 $3,138 $720 $741 $763 $786 $810 $4,429 TOTAL Project: 65081 - Collector/Residential Overlay (I) Project Description: Capital Costs: Half Cent Sales Tax Funding Source: To fund pavement maintenance programs for the residential street network to maximize the life of the pavement. This may include activities ranging from surface treatments to rubberized asphalt overlays. Pavement maintenance and rehabilitation activities are recommended to properly address the needs of each individual street segment using data gathered in the development of the pavement management program. Streets are selected and scheduled within the limits of the available funding. 2010 2011 2012 2013 2014 2015-2019 $1,864,245 $0 $0 $0 $0 $0 Finance Charges $50,000 $0 $0 $0 $0 $0 Engineering Charges $67,113 $18,642 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,354,757 $0 $0 $0 $0 $0 $5,354,757 $0 $0 $0 $0 $0 Construction Arts Carryover TOTAL Operating Description: No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 428 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65082 - Arterial Overlay (I) Project Description: Half Cent Sales Tax Funding Source: To fund pavement maintenance programs for the arterial street network to maximize the life of the pavement. This may include activities ranging from surface treatments to heavy, full depth paving and rubberized asphalt overlays. Pavement maintenance and rehabilitation activities are recommended to properly address the needs of each individual street segment using data gathered in the development of the pavement management program. Streets are selected and scheduled within the available funding. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $3,769,938 $0 $0 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 Engineering Charges $92,363 $0 $0 $0 $0 $0 Arts $37,699 $0 $0 $0 $0 $0 $8,449,989 $0 $0 $0 $0 $0 $12,449,989 $0 $0 $0 $0 $0 Construction Finance Charges Carryover TOTAL Operating Description: No additional O and M is needed. Project: 65084 - Pave Access Points (I) Project Description: 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. Capital Costs: 2010 Carryover TOTAL Operating Description: 2011 2012 2014 2015-2019 $35,675 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 No additional O and M is needed. 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. Capital Costs: 2010 Carryover TOTAL Operating Description: 2013 $35,675 Project: 65086 - 51st Avenue HES Projects (I) Project Description: Half Cent Sales Tax Funding Source: 2011 2012 2013 2014 2015-2019 $1,051,902 $0 $0 $0 $0 $0 $1,051,902 $0 $0 $0 $0 $0 O and M costs are for landscape maintenance. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Utilities $124 $128 $132 $136 $140 $763 Landscape $247 $254 $262 $270 $278 $1,520 $371 $382 $394 $406 $418 $2,283 TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 429 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: T7404* - Maryland Ave Bike Rte Spot Imp (I) Project Description: Half Cent Sales Tax Funding Source: The project will add additional asphalt for bike lanes where Maryland Avenue is too narrow and build short multiuse path segments to tie Maryland Avenue into existing pathways in Discovery Park. Overall, the project would add 1,776-foot long bikeway improvements to make Maryland Avenue a more continuous bike route from 43rd Avenue to 91st Avenue at the Glendale sports complex. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $4,240 Engineering Charges $0 $0 $0 $0 $0 $13,005 $0 $0 $0 $0 $0 $282,659 TOTAL Operating Description: No additional O and M is needed at this time. Project: T7405* - Pave Dirt Shoulders (I) Project Description: $265,414 Half Cent Sales Tax Funding Source: This project is to pave dirt shoulders along Camelback Road, Litchfield Road, Olive Avenue, Greenway Road, 83rd Avenue, and 75th Avenue. This project is funded by federal grants to help improve air quality in the region. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Construction $0 $0 $0 $0 $0 $291,989 Engineering Charges $0 $0 $0 $0 $0 $19,271 Arts $0 $0 $0 $0 $0 $2,920 $0 $0 $0 $0 $0 $314,180 TOTAL Operating Description: No additional O and M is needed at this time. Project: 65004 - Buses/Vans (R) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $3,750 $3,750 $3,750 $4,529 $4,551 $25,075 Equipment $253,750 $253,750 $253,750 $304,890 $306,369 $1,684,110 Carryover $538,087 $0 $0 $0 $0 $0 $795,587 $257,500 $257,500 $309,419 $310,920 $1,709,185 Finance Charges TOTAL Operating Description: O and M associated with vehicle maintenance for circulator and shuttle. Operating Costs: 2010 2011 2012 2013 2014 Equip. Maint. $51,200 $52,736 $54,318 $55,948 $57,626 $315,125 $51,200 $52,736 $54,318 $55,948 $57,626 $315,125 TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 430 Return to CIP TOC 2015-2019 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65014 - Transit Support Capital (R) Project Description: Half Cent Sales Tax Funding Source: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $2,473 $2,555 $2,640 $2,722 $2,735 $15,109 Equipment $162,393 $167,751 $173,372 $178,746 $179,613 $992,132 Carryover $111,582 $0 $0 $0 $0 $0 $276,448 $170,306 $176,012 $181,468 $182,348 $1,007,241 Finance Charges TOTAL Operating Description: O and M is for equipment and vehicle maintenance costs. Operating Costs: Equip. Maint. TOTAL 2010 2011 2012 Capital Costs: TOTAL Operating Description: $5,217 $5,373 $29,383 $4,774 $4,917 $5,065 $5,217 $5,373 $29,383 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. 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $7,500 $5,748 $0 $0 $0 $0 $0 $5,748 $0 $0 $0 $0 $7,500 No additional O and M is needed at this time. Project: 65044 - Airport - Tower and Radio Upgr (R) Project Description: 2015-2019 $5,065 Miscellaneous/Other Carryover 2014 $4,917 Project: 65031 - Airport Master Plan Update (R) Project Description: 2013 $4,774 Half Cent Sales Tax Funding Source: 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. Capital Costs: 2010 Carryover $22,974 $0 $0 $0 $0 $0 $22,974 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 431 Return to CIP TOC 2013 2014 2015-2019 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Other Project: 65069 - Glendale Transportation Plan (R) Project Description: 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. Capital Costs: 2010 Carryover $73,748 $0 $0 $0 $0 $0 $73,748 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 Capital Costs: 2014 2015-2019 This is a plan/study and has no O and M needs. Project: 65083 - Speed Cushions (R) Project Description: 2013 Half Cent Sales Tax Funding Source: This project will remove and replace existing modified speed humps with speed cushions and add mitigation devices where warranted. Replacing modified speed humps and constructing new mitigation devices will help address the current backlog of neighborhoods qualifying for traffic mitigation. 2011 2012 Construction 2010 $0 $138,861 $143,373 $147,557 $153,066 $0 Finance Charges $0 $0 $2,237 $9,165 $2,304 $9,463 $2,373 $9,739 $2,446 $10,102 $0 $0 Engineering Charges TOTAL Operating Description: 2015-2019 $0 $1,389 $1,434 $1,476 $1,531 $0 $0 $0 $0 $0 $0 $146,954 $151,652 $156,574 $161,145 $167,145 $0 No additional O and M is needed at this time. Project: 65003 - Multi-Use Bridge Skunk Creek (N) Project Description: 2014 $146,954 Arts Carryover 2013 Half Cent Sales Tax Funding Source: Construction of a multi-use Bridge at Skunk Creek over 71st Avenue alignment drainage facility. Capital Costs: 2010 Carryover $14,612 $0 $0 $0 $0 $0 $14,612 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 432 Return to CIP TOC 2013 2014 2015-2019 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65017 - Rail System (N) Project Description: Half Cent Sales Tax Funding Source: Planning studies, design, right-of-way 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $7,755 $8,011 $8,408 $69,251 $147,034 $1,457,592 Miscellaneous/Other $509,245 $526,050 $552,096 $4,547,455 $9,655,218 $95,715,219 Carryover $976,824 $0 $0 $0 $0 $0 $1,493,824 $534,061 $560,504 $4,616,706 $9,802,252 $97,172,811 Finance Charges TOTAL Operating Description: Ownership of O and M costs associated with right-of-way acquisition is yet to be determined. This project will be operational in FY 2020. Project: 65029 - Smart Traffic Signal Equipment (N) Project Description: Half Cent Sales Tax Funding Source: Purchase of cabinets, trailers, etc for smart traffic signals (ITS). Capital Costs: 2010 Carryover $27,832 $0 $0 $0 $0 $0 $27,832 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2014 2015-2019 No additional O and M is needed. Project: 65030 - Multi-Use Pathway Grand Canal (N) Project Description: 2013 Half Cent Sales Tax Funding Source: 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. Additional federal funds have also been awarded towards this project. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $777,879 $0 $0 $0 $0 $0 Finance Charges $12,567 $0 $0 $0 $0 $0 Engineering Charges $39,600 $0 $0 $0 $0 $0 $7,779 $0 $0 $0 $0 $0 $368,971 $0 $0 $0 $0 $0 $1,206,796 $0 $0 $0 $0 $0 Construction Arts Carryover TOTAL Operating Description: O and M associated with the maintenance of benches, drinking fountain, trash receptacles, lighting and 30-foot wide landscaped area along a 6,300-foot long multi-use pathway. Operating Costs: 2010 2011 2012 2013 2014 $14,497 $19,719 Utilities $0 $13,267 $13,665 $14,075 Landscape $0 $0 $18,046 $8,199 $18,587 $8,445 $19,145 $8,698 $0 $39,512 $40,697 $41,918 Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 433 Return to CIP TOC 2015-2019 $79,277 $8,959 $107,833 $48,991 $43,175 $236,101 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Other Project: 65033 - Northern Ave Pkwy Prelim. (N) Project Description: Right-of-way acquisition of property within the Northern Parkway corridor alignment. This will provide local matching funds for construction by 2010. Capital Costs: Carryover TOTAL Operating Description: 2010 2011 2012 $0 $0 $0 $1,339,264 $0 $0 $0 $0 $0 No additional O and M is needed. 2010 2011 2012 TOTAL Operating Description: 2013 2014 2015-2019 $0 $0 $0 $0 $0 $365,625 $0 $0 $0 $0 $0 $365,625 No additional O and M is needed at this time. Project: 65037 - 57th / Skunk Creek (N) Carryover 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. TOTAL Capital Costs: 2015-2019 $0 Land Project Description: 2014 $0 Capital Costs: Operating Description: 2013 $1,339,264 Project: 65036 - Runway Protection Zone LandPch (N) Project Description: Half Cent Sales Tax Funding Source: Half Cent Sales Tax Funding Source: Construction of bridge over Skunk Creek at 57th Avenue. 2010 2011 2012 2013 2014 2015-2019 $2,659,275 $0 $0 $0 $0 $0 $2,659,275 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 434 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65048 - Loop 101 North Park & Ride Lot (N) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Land $0 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $1,010,000 TOTAL Operating Description: $995,000 No O and M anticipated for the City of Glendale, the facility to be maintained by other parties. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Utilities $0 $0 $0 $0 $0 $9,375 Landscape $0 $0 $0 $0 $0 $146,875 $0 $0 $0 $0 $0 $156,250 TOTAL Project: 65052 - Transit Center (N) Project Description: Capital Costs: Half Cent Sales Tax Funding Source: Design and construct transit improvements in downtown Glendale. 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 for FY 2010 is $1,969,408 for the region and $109,195 for Glendale. 2010 2011 2012 2013 2014 2015-2019 $1,485,792 $23,667 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Engineering Charges $53,489 $0 $0 $0 $0 $0 Arts $14,858 $0 $0 $0 $0 $0 $500,797 $0 $0 $0 $0 $0 $2,078,603 $0 $0 $0 $0 $0 Construction Finance Charges Carryover TOTAL Operating Description: No additional O and M is needed. Project: 65054 - 63rd Ave @ Loop 101-Bike Ove (N) Project Description: Capital Costs: Carryover TOTAL Operating Description: Half Cent Sales Tax Funding Source: Construct an overpass at the Loop 101 near 63rd Avenue for safe bicycle and pedestrian crossing over Loop 101. The amount programmed in FY 2010 is Glendale's match. 2010 2011 2012 2013 2014 2015-2019 $151,327 $0 $0 $0 $0 $0 $151,327 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 435 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65062 - Glendale Sports Facilities Sgn (N) Project Description: Half Cent Sales Tax Funding Source: This project includes design, purchase, and installation of full matrix arterial street Dynamic Message Signs and lane control signs around the Glendale Sports Facilities in addition to the communications connections of the signs to the central control system. Capital Costs: 2010 Finance Charges $21,000 $8,485 $0 $0 $0 $0 Equipment $1,379,000 $557,169 $0 $0 $0 $0 Carryover $1,044,362 $0 $0 $0 $0 $0 $2,444,362 $565,654 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2014 2015-2019 O and M for this project is for electrical costs of the message signs. Equipment maintenance costs from FY 2014 for the expected life is ten years and significant maintenance costs at $5,000 per year after five years of installation. Operating Costs: 2010 Supplies/Contr Utilities Equip. Maint. TOTAL 2011 2012 2013 2014 2015-2019 $0 $0 $1,030 $1,030 $1,061 $1,061 $1,093 $1,093 $1,126 $1,126 $6,155 $6,155 $0 $0 $0 $0 $5,000 $27,342 $0 $2,060 $2,122 $2,186 $7,252 $39,652 Project: 65063 - New River - Multi-use Pathway (N) Project Description: 2013 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. Additional federal funds have been awarded to this project. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 $2,729,432 $1,664,480 $0 $0 $0 $0 Finance Charges $42,354 $25,856 $0 $0 $0 $0 Engineering Charges $66,871 $40,780 $0 $0 $0 $0 Arts $27,294 $16,645 $0 $0 $0 $0 $208,820 $0 $0 $0 $0 $0 $3,074,771 $1,747,761 $0 $0 $0 $0 Construction Carryover TOTAL Operating Description: O and M associated with 17-foot wide landscaped area along a 12,200-foot long multi-use pathway. Operating Costs: Landscape Water TOTAL 2010 2011 2012 2013 2014 2015-2019 $0 $0 $20,397 $21,009 $21,639 $0 $0 $10,198 $10,504 $10,819 $59,163 $0 $0 $30,595 $31,513 $32,458 $177,495 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 436 Return to CIP TOC $118,332 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Other Project: 65065 - Airport-Northwest Land Purch (N) Project Description: Half Cent Sales Tax Funding Source: Purchase of land at the southeast corner of Glendale Avenue and Glen Harbor Boulevard to ensure continuity of land use. Capital Costs: 2010 Carryover $42,589 $0 $0 $0 $0 $0 $42,589 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2014 2015-2019 No additional O and M is needed. Project: 65070 - Union Hills/Skunk Cr. Path (N) Project Description: 2013 Half Cent Sales Tax Funding Source: 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. Capital Costs: 2010 Carryover $60,922 $0 $0 $0 $0 $0 $60,922 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 Capital Costs: 2014 2015-2019 O and M associated with the maintenance of 3,750 sq ft of landscaping. Project: 65078 - Airport Matching Funds (N) Project Description: 2013 Half Cent Sales Tax Funding Source: This project will provide matching funds for unanticipated/new airport capital projects. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $3,000 $4,416 $4,500 $22,515 Miscellaneous/Other $0 $0 $197,000 $290,007 $295,500 $1,478,496 $0 $0 $200,000 $294,423 $300,000 $1,501,011 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 437 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Construct (2210) Category: Transportation Project: 65080 - Arrowhead Mall Transit Center (N) Project Description: Half Cent Sales Tax Funding Source: This project will construct a transit center at Arrowhead Mall to serve the needs of transit passengers from multiple bus routes. The transit center will include benches, canopies, lights, trash cans, a transit information center, security building, and other amenities to provide a comfortable location for transit riders. There is about $4.9 million in federal/regional funding for the project in FY's 2011-2013 for the project. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Land $0 $0 $1,679,895 $0 $0 $0 Design $0 $98,424 $0 $0 $0 $0 Construction $0 $0 $0 $2,989,501 $0 $0 Finance Charges Engineering Charges $0 $1,527 $0 $0 $0 $0 $0 $1,821 $0 $55,306 $0 $0 Arts $0 $0 $0 $29,895 $0 $0 $2,595,308 $0 $0 $0 $0 $0 $2,595,308 $101,772 $1,679,895 $3,074,702 $0 $0 Carryover TOTAL Operating Description: O and M for this project are for maintenance items including spray wash, trash collection, landscape and various upkeep. Operating Costs: 2010 Supplies/Contr Landscape Water Refuse TOTAL 2011 2012 Capital Costs: 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $42,769 $0 $0 $0 $0 $0 $0 $0 $546 $546 $2,988 $0 $0 $0 $0 $0 $44,987 $246,010 Project: T0960 - Downtown Park-and-Ride (N) Project Description: 2013 $1,126 $233,879 $6,155 $2,988 Half Cent Sales Tax Funding Source: This project includes site selection, land acquisition, design and construction of a paved, landscaped parking area. This park-and-ride will enhance transit ridership in the central and north Glendale areas. The project cost between FY 2011 and FY 2018 is $4,856,369 for the region and $7,495,662 for Glendale. Additional regional funding is being sought towards the project. 2010 2011 2012 2013 2014 2015-2019 Land $0 $0 $1,679,895 $0 $0 Design $0 $99,136 $295,662 $0 $0 $0 Construction $0 $0 $2,379,142 $5,572,983 $0 $1,929,120 Finance Charges $0 $1,527 $67,133 $83,621 $0 $30,000 Engineering Charges Arts $0 $1,109 $29,934 $62,368 $0 $21,589 $0 $0 $23,791 $55,730 $0 $19,291 $0 $101,772 $4,475,557 $5,774,702 $0 $2,000,000 TOTAL Operating Description: $0 No additional O and M is needed at this time for the City of Glendale. Valley Metro will maintain the park-and-ride. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 438 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Transportation Grants (1650) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: 509,917 0 0 0 8,458 0 0 85,163 0 603,538 FY 12-13: FY 13-14: FY 14-19: 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 0 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 $603,538 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 Existing Assets Improvement of Existing Assets 67511 Old Roma Alley Ped Project Replacement of Existing Assets 67502 Buses/Vans (Grant) 67519 FTA Grant X080 Sub-Total - Existing Assets New Assets 67505 Grant Appropriation - Capital Sub-Total - New Assets Total Transportation Grants Projects: Total FY 09-10 Funding: $2,603,538 * New Project 439 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Transportation Grants (1650) Category: Other Project: 67511 - Old Roma Alley Ped Project (I) Project Description: Design and construct alley improvements between 57th Drive and 58th Avenue, from Glendale Avenue to Glenn Drive. Match funds will be provided by Fund 2210. Capital Costs: 2010 Carryover TOTAL Operating Description: 2011 2012 $0 $0 $0 $509,917 $0 $0 $0 $0 $0 2011 2012 TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: 2014 2015-2019 $0 $0 $0 $0 $0 $8,458 $0 $0 $0 $0 $0 No additional O and M is needed. Grants Funding Source: Replacement of five Dial-A-Ride buses and two Gus the Bus buses. Includes the reimbursement of maintenance expenses and an upgrade of the computer dispatch system. 2010 2011 2012 2013 2014 2015-2019 $85,163 $0 $0 $0 $0 $0 $85,163 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 67505 - Grant Appropriation - Capital (N) Project Description: 2013 $8,458 Project: 67519 - FTA Grant X080 (R) Carryover Grants Funding Source: 2010 TOTAL Capital Costs: 2015-2019 $0 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 Project Description: 2014 $0 No additional O and M is needed. Capital Costs: Operating Description: 2013 $509,917 Project: 67502 - Buses/Vans (Grant) (R) Project Description: Grants Funding Source: Grants Funding Source: This represents reserve appropriation only for unanticipated grant opportunities that may arise during the fiscal year. 2010 2011 2012 2013 2014 2015-2019 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 No additional O and M is needed. Project reflects appropriation only. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 440 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Street Fund (1340) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: T0003 Replacement of Streets Equipmt 0 0 0 0 T0010 Right of Way Rearload Truck 0 0 0 Sub-Total - Existing Assets 0 0 0 0 FY 12-13: FY 13-14: FY 14-19: 0 0 482,000 0 0 0 235,000 0 0 0 0 717,000 0 0 0 0 779,168 Existing Assets Replacement of Existing Assets New Assets T0005 Growth in Streets Equipment Sub-Total - New Assets Total Street Fund Projects: Total FY 09-10 Funding: 0 0 0 0 0 0 779,168 $0 $0 $0 $0 $0 $0 $1,496,168 $0 * New Project 441 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Street Fund (1340) Category: Other Project: T0003 - Replacement of Streets Equipmt (R) Project Description: 2010 Equipment TOTAL 2011 2012 TOTAL 2015-2019 $0 $0 $0 $0 $0 $482,000 $0 $0 $0 $0 $482,000 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $261,000 $0 $0 $0 $0 $0 $261,000 Project: T0010 - Right of Way Rearload Truck (R) 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. Capital Costs: 2010 Equipment TOTAL 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $235,000 $0 $0 $0 $0 $0 $235,000 Because this new truck will replace an existing truck, funding is already available for Equipment Maintenance. Vehicle Replacement funds are included in FY 2015 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 2014 $0 2010 PC/Vehicle Replacement Operating Description: 2013 Equipment replacement costs are included in FY 2015 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: Project Description: Highway User Revenue Fund Replace four pieces of equipment that are not in the vehicle replacement program. The following four pieces of equipment will be purchased in FY 2014 and then added to the vehicle replacement fund: a 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. Capital Costs: Operating Description: Funding Source: 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $165,800 $0 $0 $0 $0 $0 $165,800 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 442 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Street Fund (1340) Category: Other Project: T0005 - Growth in Streets Equipment (N) Project Description: 2010 Equipment TOTAL 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $779,168 $0 $0 $0 $0 $0 $779,168 Staffing includes salary and benefits for four Service Worker II's at an annual cost of $61,657 each, two Service Worker III's at an annual cost of $70,058, one Equipment Operator at an annual cost of $62,500 and one Crew Leader at an annual cost of $73,142. Line Supplies for the first year are projected to be $159,000 for the new crews with the cost for supplies projected to inflate at 8% per year. Equipment maintenance charges and fuel costs total $21,441 for the first year. Insurance cost is based on the current average cost ($2,354) per employee times seven for Fund 1340. The vehicle replacement charges ($57,132) cover five vehicles over a 10-year lifecycle, with a 4% annual inflation adjustment. Operating Costs: 2010 2011 2012 2013 2014 Staffing $0 $0 $0 $0 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equip. Maint. Insurance PC/Vehicle Replacement TOTAL 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. Capital Costs: Operating Description: Funding Source: * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 443 Return to CIP TOC 2015-2019 $0 $0 $2,611,930 $0 $930,956 $114,109 $0 $0 $104,480 $0 $0 $309,478 $0 $0 $4,070,953 2010-2019 CAPITAL IMPROVEMENT PLAN Sanitation - Enterprise Fund SANITATION ENTERPRISE FUND In FY 2010 funding will be used to replace two rolloff trucks, a fontload refuse truck, five sideload refuse trucks, two rearload refuse trucks and a loose trash tractor that have all reached the end of their serviceable lives. 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 444 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Sanitation Fund (2480) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: 78001 Rolloff Trucks - 17810 0 393,585 210,568 0 78002 Frontloader Trucks - 17820 0 278,137 0 78003 Sideload Refuse Trucks - 17830 996,324 1,332,585 78004 Loose Trash Equipment - 17840 0 78005 Repl Pickup Trucks -Sanitation FY 12-13: FY 13-14: FY 14-19: 60,900 62,727 1,545,827 0 1,007,955 364,581 3,013,477 1,425,860 2,135,945 979,482 2,096,094 11,538,937 805,362 0 0 809,584 439,528 3,758,075 0 119,342 64,729 43,645 43,645 29,703 323,218 996,324 2,929,011 1,701,157 2,179,590 2,901,566 2,992,633 20,179,534 0 0 0 0 0 507,500 0 Existing Assets Replacement of Existing Assets Sub-Total - Existing Assets New Assets T2411 Sanitation Office Trailer Sub-Total - New Assets Total Sanitation Fund Projects: Total FY 09-10 Funding: 0 0 0 0 0 507,500 0 $996,324 $2,929,011 $1,701,157 $2,179,590 $2,901,566 $3,500,133 $20,179,534 $3,925,335 * New Project 445 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sanitation Fund (2480) Category: Other Project: 78001 - Rolloff Trucks - 17810 (R) Project Description: Replacement of eight rolloff trucks and containers over a 10-year period. Roll-off trucks are used to service the 20 and 40 cubic yard dumpsters seen on construction sites and used in clean up projects. Service life of rolloff trucks is projected to be nine years. This equipment is not in the city's vehicle replacement fund. In FY 2010, two replacement trucks will be purchased at a cost of $196,792 each. In FY 2011, a replacement truck will be purchased for $210,568. In FY 2013, ten 40 yard containers will be purchased at a cost of $6,000 each. In FY 2014, ten 40 yard containers will be purchased at a cost of $6,180 each. In FY 2015, two replacement trucks will be purchased at a cost of $276,011. In FY 2017, two replacement trucks will be purchased at a cost of $316,005 each. In FY 2019, a replacement truck will be purchased at a cost of $362,194. Capital Costs: 2010 Finance Charges Equipment TOTAL Operating Description: Sanitation Revenues Funding Source: 2011 2012 2013 2014 2015-2019 $5,817 $3,112 $0 $900 $927 $22,845 $387,768 $207,456 $0 $60,000 $61,800 $1,522,982 $393,585 $210,568 $0 $60,900 $62,727 $1,545,827 Staffing includes salary and benefits. Equipment maintenance cost includes repairs, tires, and fuel based on Equipment Management recommendation. Insurance cost is based on the current average cost ($2,756) per employee for insurance for Fund 2480. Operating Costs: 2013 2014 Staffing 2010 $0 $0 $0 $62,448 Equip. Maint. $0 $0 $0 $0 $0 $0 $59,355 $3,195 $64,321 $61,136 $0 $0 $0 $124,998 Insurance TOTAL 2011 2012 Project: 78002 - Frontloader Trucks - 17820 (R) Project Description: $351,738 $3,291 $334,316 $18,000 $128,748 $704,054 Sanitation Revenues Funding Source: Replacement of 10 commercial frontload refuse collection trucks, a commercial sideload refuse truck and a container delivery truck over a 10 year period that will have reached the end of their service life. These trucks typically service businesses and restaurants. Service life is projected to be six years except the delivery truck life projected at 10 years. These trucks are not in the city's vehicle replacement fund. FY 2010, a replacement frontload truck at a cost of $278,137. In FY 2013, a replacement truck and a growth truck will be purchased at a cost of $340,835 each and a sideloader will be purchased at a cost of $326,494. In FY 2014, a replacement truck at a cost of $364,586 will be purchased. In FY 2015, a replacement truck will be purchased at a cost of $390,102. In FY 2016, three replacement trucks at a cost of $417,410 each. In FY 2017, a replacement truck and a growth truck at a cost of $446,627 each. In FY 2018, a replacement truck at a cost of $477,89. Capital Costs: 2010 Finance Charges Equipment TOTAL Operating Description: 2015-2019 2011 2012 2013 2014 2015-2019 $4,110 $0 $0 $14,896 $5,388 $44,534 $274,027 $0 $0 $993,059 $359,193 $2,968,943 $278,137 $0 $0 $1,007,955 $364,581 $3,013,477 Staffing includes salary and benefits. One Equipment Operator will be added to operate a new truck in FY 2013 at a cost of $62,448. Equipment maintenance cost includes repairs, tires, and fuel based on Equipment Management recommendation. Insurance cost is based on the current average cost ($2,756) per employee for insurance for Fund 2480. There are no vehicle replacement costs for Fund 2480. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing Equip. Maint. $0 $0 $0 $124,896 $128,683 $703,691 $0 $0 $0 $84,705 $87,246 $477,097 Insurance $0 $0 $0 $6,390 $6,582 $35,991 $0 $0 $0 $215,991 $222,511 $1,216,779 TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 446 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sanitation Fund (2480) Category: Other Project: 78003 - Sideload Refuse Trucks - 17830 (R) Project Description: Replacement of 50 sideload refuse trucks over a 10 year period and the purchase of three additional trucks due to growth. Service life is projected at six years for newly purchased equipment. These are not in the vehicle replacement fund. In FY 2010, five replacement trucks at a cost of $266,517 each. In FY 2011, five replacement trucks at a cost of $285,172 each. In FY 2012, seven replacement trucks at a cost $305,135 each. In FY 2013, two replacement trucks and a growth truck at a cost of $326,494 each. In FY 2014, six replacement trucks at a cost of $349,349 each. In FY 2015, four replacement trucks and a growth truck at a cost of $373,803 each. In FY 2016, five replacement trucks at a cost of $399,970 each. In FY 2017, six replacement trucks and a growth truck at a cost of $427,968 each. In FY 2018, seven replacement trucks at a cost of $457,925 each. In FY 2019, three replacement trucks at a cost of $489,607 Capital Costs: 2010 Finance Charges Equipment Carryover TOTAL Operating Description: Sanitation Revenues Funding Source: 2011 2012 2013 2014 2015-2019 $19,695 $21,000 $31,563 $14,475 $30,978 $169,423 $1,312,890 $1,404,860 $2,104,382 $965,007 $2,065,116 $11,369,514 $996,324 $0 $0 $0 $0 $0 $2,328,909 $1,425,860 $2,135,945 $979,482 $2,096,094 $11,538,937 Staffing includes salary and benefits. One Equipment Operator position will be added to operate the growth trucks. In FY 2013 - $62,448, in FY 2015 - $66,251 and FY 2017 - $70,286. One additional Crew Leader position will be added in FY 2014 at an annual cost of $73,142. Equipment maintenance cost includes repairs, tires, and fuel. Insurance cost is based on the current average cost ($2,756) per employee for insurance for Fund 2480. There are no vehicle replacement costs for Fund 2480. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing $0 $0 $0 $62,448 $135,590 $741,462 Equip. Maint. Insurance $0 $0 $0 $70,000 $72,100 $394,272 $0 $0 $0 $3,195 $3,291 $17,998 $0 $0 $0 $135,643 $210,981 $1,153,732 TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 447 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sanitation Fund (2480) Category: Other Project: 78004 - Loose Trash Equipment - 17840 (R) Project Description: Sanitation Revenues Funding Source: Replacement of loose trash rearload trucks and tractors that have reached the end of their service life. Service life for rearloaders and tractors is about eight years. Addition of a three-person crew in FY 2013 includes the purchase of two growth rearloaders and a tractor. FY 2010, three replacement rearloaders at a cost of $237,465 each & a tractor at a cost of $92,966. FY 2013, a replacement tractor at a cost of $113,887 & two growth rearloaders at a cost of $290,905 each & a tractor at a cost of $113,887. FY 2014, a replacement rearloader at a cost of $311,268 & a replacement tractor at a cost of $121,859. FY 2015, three replacement rearloaders at a cost of $333,057 each. FY 2016, two replacement rearloaders at a cost of $351,104 each & two replacement tractors at a cost of $137,455 each. FY 2017 a replacement rearloader at a cost of $375,681 & a replacement tractor at a cost of $147,077. FY 2018 two rearloaders at a cost of $401,979 each & a tractor at a cost of $157,372. Capital Costs: 2010 Finance Charges $11,902 $0 $0 $11,964 $6,401 $55,538 $793,460 $0 $0 $797,620 $433,127 $3,702,537 $805,362 $0 $0 $809,584 $439,528 $3,758,075 Equipment TOTAL Operating Description: 2011 2012 2013 2014 2015-2019 Staffing includes salary and benefits. In FY 2013, three additional Equipment Operators are added at a per person cost of $62,448 each due to growth. Equipment maintenance cost includes repairs, tires and fuel based on Equipment Management recommendation. Insurance cost is based on current average cost ($2,756) per employee for Fund 2480. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing Equip. Maint. $0 $0 $0 $187,345 $249,793 $1,365,971 $0 $0 $0 $114,175 $1,116,513 Insurance $0 $0 $0 $12,780 $204,175 $21,048 $0 $0 $0 $314,300 $475,016 $2,597,583 TOTAL Project: 78005 - Repl Pickup Trucks -Sanitation (R) Project Description: 2010 Finance Charges Equipment TOTAL TOTAL 2011 2012 2013 2014 2015-2019 $1,764 $957 $645 $645 $439 $4,777 $117,578 $63,772 $43,000 $43,000 $29,264 $318,441 $119,342 $64,729 $43,645 $43,645 $29,703 $323,218 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 Project #78003. Additional O and M will be needed in FY 2014 provided here and projected to be $17,471. Operating Costs: Equip. Maint. Sanitation Revenues Funding Source: These pickup trucks will replace older trucks as well as add one for growth over a 10-year period. Supervisor's, Crew Leader's and Inspector's pick-up trucks will be paid for with cash. Mechanic's and container delivery trucks will be acquired through lease purchase. FY 2010, three replacement pick-up trucks at a cost of $22,326 each. FY 2010, a replacement mechanic's truck at a cost of $ 40,000. FY 2011, a replacement pick up trucks at a cost of $23,888 and a replacement container delivery truck at a cost of $40,000. FY 2012, a replacement container delivery trucks at a cost of $43,000. FY 2013, a replacement mechanic's trucks at a cost of $43,000. FY 2014, a new growth pick-up truck for a new crew leader position at a cost of $29,264 for residential division. FY 2016, two replacement pick-up trucks at a cost of $33,505 each. FY 2017, four replacement pick-up trucks at a cost $38,359 each. Capital Costs: Operating Description: $115,099 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $17,417 $95,243 $0 $0 $0 $0 $17,417 $95,243 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 448 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Sanitation Fund (2480) Category: Other Project: T2411 - Sanitation Office Trailer (N) 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 80 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. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $7,500 $0 Equipment $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $507,500 $0 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 449 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Landfill - Enterprise Fund LANDFILL ENTERPRISE FUND FY 2010 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 including forklifts, bull dozers and a MRF loader. Continuing in FY 2010 are projects that will lay the groundwork for the closing of the south area of the Glendale Landfill and preparing the north expansion area for future waste cell development as identified in Landfill Development Plan (October 2001). Project Name: MRF Process Line Improvements Fund #: 2440 Project #: 78518 Project Name: MRF Facility Improvements Fund #: 2440 Project #: 78516 450 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Landfill (2440) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: 78516 MRF Facility Improvements 109,471 0 0 0 78518 MRF Process Line Improvements 437,574 0 0 78506 Landfill Repl Pickup Truck 0 0 78509 MRF Forklifts 0 78511 Landfill Compactor Replacement FY 12-13: FY 13-14: FY 14-19: 0 0 0 0 0 0 0 72,895 0 0 0 52,468 32,600 33,400 0 0 0 232,400 0 0 0 0 952,160 0 1,054,504 78512 Fuel Tanker Replacement 0 0 0 0 0 0 255,780 78514 Sanitation Insp Trucks - 17740 0 22,661 0 0 0 59,406 204,203 78520 Landfill Bulldozer Replacement 757,190 0 0 0 0 1,436,225 1,218,000 78521 MRF Loader Replacement 311,375 0 0 0 0 0 507,500 T2350 LF Water Pull Tractor Replace 0 0 543,025 0 0 0 710,500 T2360 Landfill Motor Grader Replace 0 0 263,900 0 0 0 0 T2370 Landfill Auger Scraper Replace 0 0 0 0 0 1,436,225 0 1,615,610 55,261 913,220 0 952,160 2,931,856 4,235,355 78502 Landfill Screening Berm 0 0 0 0 0 0 715,981 78503 Landfill Closure (South) 0 0 0 334,144 7,082,532 0 0 204,982 0 0 4,799,412 0 0 4,799,412 4,045,902 0 0 0 0 0 4,045,902 216,688 0 0 0 166,042 0 0 1,322,379 0 0 0 0 0 0 5,789,951 0 0 5,133,556 7,248,574 0 9,561,295 $7,405,561 $55,261 $913,220 $5,133,556 $8,200,734 $2,931,856 $13,796,650 Existing Assets Improvement of Existing Assets Replacement of Existing Assets Sub-Total - Existing Assets New Assets 78505 Landfill Liner Installation 78507 Landfill Soil Excavation 78508 Landfill Stormwater Drainage 78519 Landfill Entrance Signal Sub-Total - New Assets Total Landfill Projects: Total FY 09-10 Funding: $7,460,822 * New Project 451 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78516 - MRF Facility Improvements (I) Project Description: Capital Costs: Carryover TOTAL Operating Description: A variety of projects to improve the MRF facility including: a perimeter fence for controlling litter ($40,000), started in FY 2009; a maintenance shop, parts warehouse and office ($100,000); and shelving for the parts warehouse ($10,000) in FY 2011. 2010 2011 2012 Capital Costs: Carryover TOTAL Operating Description: Capital Costs: Equipment TOTAL Operating Description: 2014 2015-2019 $0 $0 $0 $0 $0 $109,471 $0 $0 $0 $0 $0 No additional O and M is needed. 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. 2010 2011 2012 2013 2014 2015-2019 $437,574 $0 $0 $0 $0 $0 $437,574 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 78506 - Landfill Repl Pickup Truck (R) Project Description: 2013 $109,471 Project: 78518 - MRF Process Line Improvements (I) Project Description: Landfill Revenues Funding Source: Landfill Revenues Funding Source: The landfill currently has five pickup trucks in its equipment fleet, in which four trucks will require replacement during this 10-year Capital Improvement Plan. Two pickup trucks will reach the end of their serviceable life in 2011, and replacement will occur in 2015 for the other two trucks. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. The pick up trucks at the landfill are used by the landfill inspector, crew leader, supervisor and the spotters who direct traffic on the site, and assist in litter collection. 2010 2011 2012 2013 2014 2015-2019 $0 $72,895 $0 $0 $0 $52,468 $0 $72,895 $0 $0 $0 $52,468 No additional O and M cost as new equipment will replace aging existing equipment. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 452 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78509 - MRF Forklifts (R) Project Description: Landfill Revenues Funding Source: The MRF currently has a total of five forklifts in its fleet used for a variety of heavy lifting purposes including loading, unloading, and transporting recyclable bales. This project includes the replacement of two forklifts reaching the end of their serviceable lives in FY 2010 and FY 2011 as well as replacement of forklifts that will be due for replacement during the second five years. The MRF forklifts have an estimated service life of six years. MRF vehicles and equipment are not included in the Vehicle Replacement Fund. Capital Costs: 2010 2011 Equipment $32,600 $33,400 $0 $0 $0 $232,400 $32,600 $33,400 $0 $0 $0 $232,400 TOTAL Operating Description: 2012 Capital Costs: 2014 2015-2019 No additional O and M cost as new equipment will replace aging existing equipment. Project: 78511 - Landfill Compactor Replacement (R) Project Description: 2013 Landfill Revenues Funding Source: Replacement of landfill compactors that will reach the end of their serviceable lives in FY 2013 and FY 2016. The compactor is an essential piece of equipment used on a daily basis for proper placement and compaction of solid waste into the landfill. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund but instead are debt financed at the time of acquisition. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $14,072 $0 $15,584 Equipment $0 $0 $0 $938,088 $0 $1,038,920 $0 $0 $0 $952,160 $0 $1,054,504 TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. Project: 78512 - Fuel Tanker Replacement (R) Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of a landfill fuel tanker that will reach the end of its serviceable life in FY 2018. The current fuel tanker was purchased in 2008 and replacement will be necessary in ten years. Landfill equipment is not included in the Vehicle Replacement Fund. The fuel tanker truck refuels the diesel equipment on the site so as to maximize efficiency of the equipment around the working face of the landfill. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $3,780 Equipment $0 $0 $0 $0 $0 $252,000 $0 $0 $0 $0 $0 $255,780 TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 453 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78514 - Sanitation Insp Trucks - 17740 (R) Project Description: 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 nine pickups over a 10-year period including one additional truck in FY 2015 due to growth. Service life is projected to be approximately seven years for newly purchased equipment. FY 2010, one replacement truck at a projected cost of $22,661. FY 2014, two replacement trucks costing a projected $29,703 each. In addition, another new inspector and truck will be needed in FY 2015 at a projected cost of $ 31,783. FY 2016, four replacement at a cost of $34,008 each. In FY 2017, a replacement truck at a cost of $36,388. Capital Costs: 2010 Finance Charges Equipment TOTAL Operating Description: 2011 2012 2013 2014 $335 $0 $0 $0 $878 $3,020 $0 $0 $0 $58,528 $201,183 $22,661 $0 $0 $0 $59,406 $204,203 Staffing includes salary and benefits. In FY 2015 a new inspector is planned at a projected cost of $69,133. Equipment Maintenance costs are included for one new growth truck. Insurance cost is based on the current average cost ($3,390) per employee for Fund 2480. Operating Costs: 2010 2011 2012 2013 2014 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Insurance TOTAL Project: 78520 - Landfill Bulldozer Replacement (R) Capital Costs: Finance Charges Equipment Carryover TOTAL Operating Description: 2015-2019 $22,326 Staffing Project Description: Landfill Revenues Funding Source: 2015-2019 $0 $0 $69,133 $0 $17,732 $3,390 $0 $90,255 Landfill Revenues Funding Source: Replacement of two landfill bulldozers that will reach the end of their serviceable life in FY 2014 (Model D-9) and FY 2019 (Model D-8). Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Bulldozers used at landfill primarily to push garbage into position so that the compactors can crush the debris so as to maximize compaction. 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $21,225 $18,000 $0 $757,190 $0 $0 $0 $0 $0 $0 $1,415,000 $0 $1,200,000 $0 $757,190 $0 $0 $0 $1,436,225 $1,218,000 No additional O and M cost as new equipment will replace aging existing equipment. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 454 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78521 - MRF Loader Replacement (R) Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of loader used to move recyclables from truck tipping floor to MRF processing line. The current loader was purchased in FY 2009, and this unit will be due for replacement in FY 2017. MRF vehicles and equipment are not included in the Vehicle Replacement Fund. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $7,500 Equipment $0 $0 $0 $0 $0 $500,000 $311,375 $0 $0 $0 $0 $0 $311,375 $0 $0 $0 $0 $507,500 Carryover TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. Project: T2350 - LF Water Pull Tractor Replace (R) Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of a 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. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $8,025 $0 $0 $0 $10,500 Equipment $0 $535,000 $0 $0 $0 $700,000 $0 $543,025 $0 $0 $0 $710,500 TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. Project: T2360 - Landfill Motor Grader Replace (R) Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of Motor Grader that will reach the end of its serviceable life in FY 2011. The Motor Grader is used to establish and maintain the temporary roads on the active portion of the landfill. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $3,900 $0 $0 $0 $0 Equipment $0 $260,000 $0 $0 $0 $0 $0 $263,900 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 455 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: T2370 - Landfill Auger Scraper Replace (R) Project Description: Capital Costs: Landfill Revenues Funding Source: Replacement of the auger scraper that will reach the end of its serviceable life in FY 2014. 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. 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $21,225 $0 Equipment $0 $0 $0 $0 $1,415,000 $0 $0 $0 $0 $0 $1,436,225 $0 TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. Project: 78502 - Landfill Screening Berm (N) Project Description: Capital Costs: Landfill Revenues Funding Source: Design, construction and landscaping of screening berms along the east boundary of the north landfill expansion area. This will provide for visual improvements for residents in the area that are east of the landfill. The screening berm project was identified in the Glendale Landfill Development Plan (October 2001). 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $70,000 Construction $0 $0 $0 $0 $0 $600,000 Finance Charges $0 $0 $0 $0 $0 $10,581 Engineering Charges $0 $0 $0 $0 $0 $29,400 Arts $0 $0 $0 $0 $0 $6,000 $0 $0 $0 $0 $0 $715,981 TOTAL Operating Description: Landscape maintenance and water cost will be covered under annual landfill closure. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 456 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78503 - Landfill Closure (South) (N) Project Description: Landfill Revenues Funding Source: Closure of south areas of landfill after permitted air space is completely filled with waste. It is projected that the 140 acres in the south half of the landfill will reach approved refuse capacity during FY 2013. Closure will take place during FY 2014. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $325,000 $325,000 $0 $0 Construction $0 $0 $0 $6,500,000 $0 $0 Finance Charges $0 $0 $4,939 $104,237 $0 $0 Engineering Charges $0 $0 $4,205 $88,295 $0 $0 Arts $0 $0 $0 $65,000 $0 $0 $0 $0 $334,144 $7,082,532 $0 $0 TOTAL Operating Description: Annual cost for post-closure landscape maintenance, methane gas management and ongoing environmental monitoring after site is closed. Operating Costs: 2010 Landscape TOTAL 2011 2012 Capital Costs: 2014 2015-2019 $0 $0 $0 $0 $900,000 $0 $0 $0 $0 $0 $900,000 Project: 78505 - Landfill Liner Installation (N) Project Description: 2013 $0 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 2013. Funds identified in FY 2012 will pay for the costs associated with lining half of the north cell. As operational demands fill the landfill site over time, the second half of the north cell will need to be lined in approximately 10 years. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $100,000 $0 $0 $100,000 Construction $0 $0 $4,536,288 $0 $0 $4,536,288 Finance Charges $0 $0 $71,511 $0 $0 $71,511 Engineering Charges $0 $0 $46,250 $0 $0 $46,250 Arts $0 $0 $45,363 $0 $0 $45,363 $204,982 $0 $0 $0 $0 $0 $204,982 $0 $4,799,412 $0 $0 $4,799,412 Carryover TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 457 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Landfill (2440) Category: Other Project: 78507 - Landfill Soil Excavation (N) 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 the Landfill Development Plan (October 2001). As expansion into the north cell begins, only half of the north cell will be used. Excavation of the 2nd half of the north cell will take place in the 2nd five years. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $25,000 Construction $0 $0 $0 $0 $0 $3,874,350 Finance Charges $0 $0 $0 $0 $0 $61,558 Engineering Charges $0 $0 $0 $0 $0 $46,250 Arts $0 $0 $0 $0 $0 $38,744 $4,045,902 $0 $0 $0 $0 $0 $4,045,902 $0 $0 $0 $0 $4,045,902 Carryover TOTAL Operating Description: No additional O and M is needed at this time. Project: 78508 - Landfill Stormwater Drainage (N) Project Description: Capital Costs: Landfill Revenues Funding Source: Construction of a series of storm water diversion devices that are necessary to minimize erosion of the landfill final cover surface. A total of 17 storm water drainage devices (down drains) are part of the original landfill design as shown in the 2001 Solid Waste Facility Plan Amendment. The down drains are a component of the final cover system, so it is necessary for this project to occur simultaneously with the landfill South area closure project. 2010 2011 2012 2013 2014 2015-2019 Construction Finance Charges $0 $0 $0 $150,118 $0 $0 $0 $0 $0 $2,423 $0 $0 Engineering Charges $0 $0 $0 $12,000 $0 $0 Arts $0 $0 $0 $1,501 $0 $0 $216,688 $0 $0 $0 $0 $0 $216,688 $0 $0 $166,042 $0 $0 Carryover TOTAL Operating Description: Repairs to drains will be completed by staff on site, no additional contractual maintenance is anticipated until closure of the south half of the landfill occurs in FY 2013. Project: 78519 - Landfill Entrance Signal (N) Project Description: Capital Costs: Carryover TOTAL Operating Description: Landfill Revenues Funding Source: Construction of a deceleration lane into landfill and a 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. 2010 2011 2012 2013 2014 2015-2019 $1,322,379 $0 $0 $0 $0 $0 $1,322,379 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 458 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Airport Capital Projects Fund AIRPORT CAPITAL PROJECTS FUND 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 2010 capital funding will address upgrades to the radio communication equipment located in the control tower and improvements to the runway and taxiway shoulders for increased safety. Typically, ninety-seven and one half percent of the cost of these improvements are grant-funded (95% federal and 2.5% state). The city’s match of two and one half percent will come from the voter-approved, half-cent sales transportation tax. Project Name: Airport–Runway/Taxiway Shouldr Funding Source: FAA & ADOT Grants/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 459 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Airport Capital (2120) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: 0 0 0 0 123,693 130,203 0 T1464 *Airport-Pavement Maintenance 0 0 T1465 *Airport-RSA Remove Blast Fence 0 FY 12-13: FY 13-14: FY 14-19: 0 0 1,500,000 0 0 0 0 0 0 0 0 1,000,000 0 0 0 0 0 300,000 322,019 0 0 0 0 0 0 11,733 0 0 0 0 0 300,000 457,445 130,203 0 0 0 0 3,100,000 T1460 Runway Land Purchase 0 0 0 0 0 0 14,625,000 T1461 *Airport-EA Land Acq. 36 Acres 0 0 0 0 0 0 200,000 T1462 *Airport-Capacity Study 0 0 0 0 0 0 100,000 T1463 *Airport-EA East TWY, NW Ramp 0 0 0 0 0 0 250,000 T1466 *Airport-NW Corner Prop. Acq. 0 0 0 0 0 0 2,833,000 T1467 *Airport-EA RSA Improvements 0 0 0 0 0 0 200,000 T1468 *Airport-NW Ramp Design/Const. 0 0 0 0 0 0 1,500,000 T1469 *Airport-Eastside Taxiway 0 0 0 0 0 0 5,812,000 T1470 *Airport-EMAS Taxiway Pvmt 0 0 0 0 0 0 637,000 T1471 *Airport-EMAS Design/Constr 0 0 0 0 0 0 7,200,000 0 0 0 0 0 0 33,357,000 $457,445 $130,203 $0 $0 $0 $0 $36,457,000 Existing Assets Improvement of Existing Assets 79504 Airport-Security Upgrade 79512 Airport-Runway/Taxiway Shouldr Replacement of Existing Assets 79503 Airport - Tower & Radio Upgrad 79511 Airport-Master Plan Sub-Total - Existing Assets New Assets Sub-Total - New Assets Total Airport Capital Projects: Total FY 09-10 Funding: $587,648 * New Project 460 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Airport Capital (2120) Category: Other Project: 79504 - Airport-Security Upgrade (I) Project Description: Capital Costs: Grants/City Match Funding Source: This is an FAA and ADOT funded project to acquire and install perimeter security equipment. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $150,000 Construction $0 $0 $0 $0 $0 $1,256,931 Engineering Charges $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $12,569 Miscellaneous/Other $0 $0 $0 $0 $0 $37,500 $0 $0 $0 $0 $0 $1,500,000 TOTAL Operating Description: No additional O and M is needed at this time. Project: 79512 - Airport-Runway/Taxiway Shouldr (I) Project Description: Capital Costs: Grants/City Match Funding Source: This is a FAA and ADOT funded project to reduce erosion and dust control of the runway/taxiway shoulders to help in the reduction of foreign objects on runways and taxiways for safety of aircraft. 2010 2011 2012 2013 2014 2015-2019 Construction $130,203 $0 $0 $0 $0 $0 Carryover $123,693 $0 $0 $0 $0 $0 $253,896 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed. Project: T1464* - Airport-Pavement Maintenance (I) Project Description: Capital Costs: Grants/City Match Funding Source: Runway and taxiway pavement maintenance is needed when cracks and deterioration occurs. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $117,250 Construction $0 $0 $0 $0 $0 $824,250 Engineering Charges $0 $0 $0 $0 $0 $40,485 Arts $0 $0 $0 $0 $0 $8,243 Miscellaneous/Other $0 $0 $0 $0 $0 $9,772 $0 $0 $0 $0 $0 $1,000,000 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 461 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Airport Capital (2120) Category: Other Project: T1465* - Airport-RSA Remove Blast Fence (I) Project Description: Grants/City Match Funding Source: Remove the blast fences in the runway safety area at the end of runway 19. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $35,100 Construction $0 $0 $0 $0 $0 $245,750 Engineering Charges $0 $0 $0 $0 $0 $13,762 Arts $0 $0 $0 $0 $0 $2,458 Miscellaneous/Other $0 $0 $0 $0 $0 $2,930 $0 $0 $0 $0 $0 $300,000 TOTAL Operating Description: No additional O and M is needed at this time. Project: 79503 - Airport - Tower & Radio Upgrad (R) Project Description: This grant is to replace outdated radio communication equipment in the tower. Included in this grant is the replacement of the runway precision approach path indicator lighting at both ends of the runway. Capital Costs: Carryover TOTAL Operating Description: 2010 2011 2012 Capital Costs: TOTAL Operating Description: Capital Costs: Land TOTAL Operating Description: 2015-2019 $0 $0 $0 $0 $322,019 $0 $0 $0 $0 $0 No additional O and M is needed. Grants/City Match Funding Source: The Airport Master Plan was updated in FY 2009 and guides the airport with future development , grant funding of capital improvements and forecasts aircraft operations. 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $300,000 $11,733 $0 $0 $0 $0 $0 $11,733 $0 $0 $0 $0 $300,000 No additional O and M is needed at this time. Project: T1460 - Runway Land Purchase (N) Project Description: 2014 $0 Miscellaneous/Other Carryover 2013 $322,019 Project: 79511 - Airport-Master Plan (R) Project Description: Grants/City Match Funding Source: Grants/City Match Funding Source: Acquire 36 acres north of runway 19 for runway protection zone to approach. 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $14,625,000 $0 $0 $0 $0 $0 $14,625,000 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 462 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Airport Capital (2120) Category: Other Project: T1461* - Airport-EA Land Acq. 36 Acres (N) Project Description: Capital Costs: Environmental assessment on the acquisition of 36 acres to protect the runway safety area off the end of runway 19 and the assessment on the acquisition of property on the NW corner of airport property. 2010 Miscellaneous/Other TOTAL Operating Description: 2011 2012 Capital Costs: $0 $0 $200,000 $0 $0 $0 $0 $0 $200,000 2010 2011 2012 Capital Costs: TOTAL Operating Description: 2015-2019 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $100,000 Grants/City Match Funding Source: 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $250,000 No additional O and M is needed at this time. Project: T1466* - Airport-NW Corner Prop. Acq. (N) Land 2014 $0 Environmental assessment (EA) required for the construction of an eastside taxiway and NW ramp for future aviation development on the eastside of the airport property. TOTAL Project Description: 2013 $0 No additional O and M is needed at this time. Miscellaneous/Other Operating Description: Grants/City Match Funding Source: Project: T1463* - Airport-EA East TWY, NW Ramp (N) Capital Costs: 2015-2019 $0 The capacity study is a joint study between the City of Glendale and John F. Long to determine if there is a need for a second runway. TOTAL Project Description: 2014 $0 No additional O and M is needed at this time. Miscellaneous/Other Operating Description: 2013 $0 Project: T1462* - Airport-Capacity Study (N) Project Description: Grants/City Match Funding Source: Grants/City Match Funding Source: Purchase property on the NW corner of airport property. 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $2,833,000 $0 $0 $0 $0 $0 $2,833,000 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 463 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Airport Capital (2120) Category: Other Project: T1467* - Airport-EA RSA Improvements (N) Project Description: Capital Costs: Environmental assessment for runway safety area improvements. 2010 Miscellaneous/Other TOTAL Operating Description: 2011 2012 Capital Costs: 2013 2014 2015-2019 $0 $0 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $200,000 No additional O and M is needed at this time. Project: T1468* - Airport-NW Ramp Design/Const. (N) Project Description: Grants/City Match Funding Source: Grants/City Match Funding Source: Build a ramp on the acquired NW corner property. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $220,000 Construction $0 $0 $0 $0 $0 $1,211,200 Engineering Charges $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $12,112 Miscellaneous/Other $0 $0 $0 $0 $0 $13,688 $0 $0 $0 $0 $0 $1,500,000 TOTAL Operating Description: No additional O and M is needed at this time. Project: T1469* - Airport-Eastside Taxiway (N) Project Description: Capital Costs: Grants/City Match Funding Source: Build eastside taxiway and ramps for future expansion of airport facilities that are needed for future growth of forecasted aviation. The taxiway and ramps are for movement of aircraft to hangars and support services. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $845,200 Construction $0 $0 $0 $0 $0 $4,770,000 Engineering Charges $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $47,700 Miscellaneous/Other $0 $0 $0 $0 $0 $56,600 $0 $0 $0 $0 $0 $5,812,000 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 464 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Airport Capital (2120) Category: Other Project: T1470* - Airport-EMAS Taxiway Pvmt (N) Project Description: Capital Costs: Grants/City Match Funding Source: Design and pave taxiway on runway 01 for Engineered Materials Arresting Systems product. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $74,529 Construction $0 $0 $0 $0 $0 $522,000 Engineering Charges $0 $0 $0 $0 $0 $29,230 Arts $0 $0 $0 $0 $0 $5,220 Miscellaneous/Other $0 $0 $0 $0 $0 $6,021 $0 $0 $0 $0 $0 $637,000 TOTAL Operating Description: No additional O and M is needed at this time. Project: T1471* - Airport-EMAS Design/Constr (N) Project Description: Capital Costs: Grants/City Match Funding Source: Design and construct Engineered Materials Arresting Systems at runway's 01 and 19 in the runway safety areas to stop aircraft that are in an emergency situation and have run out of runway length. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $796,200 Construction $0 $0 $0 $0 $0 $6,130,000 Engineering Charges $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $61,300 Miscellaneous/Other $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $7,200,000 TOTAL Operating Description: No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 465 Return to CIP TOC 2010-2019 CAPITAL IMPROVEMENT PLAN Other Capital Project Funds OTHER CAPITAL PROJECT FUNDS 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 are funded with General Fund operating dollars. Therefore they are balanced against base budget operations, vehicle & technology replacement premiums, supplemental requests and possible salary increases. The building maintenance project continues in FY 2010 – FY 2019 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 renovation project is included in FY 2011 and FY 2012 to create another “signature feature” and increase the functional space available at the facility. A Civic Center 10 Year Restoration project has been added to the CIP in FY 2011 that will utilize $400,000 that has been earmarked and set-aside per council direction since FY 2007. 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, as well as funding for PeopleSoft enhancements in FY’s 2011-2014. 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 associated with 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. 466 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Other Grants (1840) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: 40,615 0 0 0 476,100 0 0 80,672 0 597,387 80003 Glendale Sports Facilities ITS 80004 Bell Road ITS Design FY 12-13: FY 13-14: FY 14-19: 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 48,729 0 0 0 0 0 0 49,448 0 0 0 0 0 0 31,664,120 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 0 318,416 0 0 0 0 0 0 Existing Assets Improvement of Existing Assets 80008 Catlin Court Alley Beautificat 80012 Bike & Ped/Skunk Creek @BellRd 80029 Morcomb Adobe House Sub-Total - Existing Assets New Assets 80013 CIP Grant Reserve Approp 80014 Purchase of ITS Trailers 80028 43rd Ave/Peoria Ped Rest Area Sub-Total - New Assets 32,102,909 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 Total Other Grants Projects: $32,700,296 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 Total FY 09-10 Funding: $34,700,296 * New Project 467 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Other Grants (1840) Category: GF Project: 80008 - Catlin Court Alley Beautificat (I) Project Description: Grants Funding Source: Project includes underground utilities, street night safety lighting, realigning and widening the existing path, landscaping, seating walls and niches, public art alcoves, alley entry/exit features, shared use etiquette and signage. Capital Costs: 2010 Carryover $40,615 $0 $0 $0 $0 $0 $40,615 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 Capital Costs: Carryover TOTAL Operating Description: 2015-2019 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 grant with 5% city matching funds ($25,650). The city match is budgeted in project 31-8083. 2010 2011 2012 2013 2014 2015-2019 $476,100 $0 $0 $0 $0 $0 $476,100 $0 $0 $0 $0 $0 No additional O and M is needed. Project: 80029 - Morcomb Adobe House (I) Project Description: 2014 No additional O and M is needed. Project: 80012 - Bike & Ped/Skunk Creek @BellRd (I) Project Description: 2013 Grants Funding Source: Restoration of the historic 1936 Morcomb Adobe House located at 6024 W Myrtle Avenue and listed on the National Register. The project is part of the Myrtle Avenue Cultural Entryway. Project will consist of lead and asbestos abatement, restoration of the roof, adobe walls, doors, windows and interior. This is the grant funded portion, also see 2130-84307. Capital Costs: 2010 Carryover $80,672 $0 $0 $0 $0 $0 $80,672 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2014 2015-2019 No O and M costs associated with this project. Project: 80003 - Glendale Sports Facilities ITS (N) Project Description: 2013 Grants Funding Source: Provide the foundation for facilitating event traffic from the arena and stadium. Capital Costs: 2010 Carryover $48,729 $0 $0 $0 $0 $0 $48,729 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 468 Return to CIP TOC 2013 2014 2015-2019 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Other Grants (1840) Category: GF Project: 80004 - Bell Road ITS Design (N) Project Description: Grants Funding Source: Intelligent transportation system for Bell Road. Capital Costs: 2010 Carryover $49,448 $0 $0 $0 $0 $0 $49,448 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 Capital Costs: Miscellaneous/Other Carryover TOTAL Operating Description: 2015-2019 Grants Funding Source: This represents a contingency appropriation amount for unanticipated grant opportunities that may arise during the fiscal year. 2010 2011 2012 2013 2014 2015-2019 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $31,664,120 $0 $0 $0 $0 $0 $33,664,120 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 No additional O and M is needed. Project reflects appropriation only. Project: 80014 - Purchase of ITS Trailers (N) Project Description: 2014 No additional O and M is needed. Project: 80013 - CIP Grant Reserve Approp (N) Project Description: 2013 Grants Funding Source: Purchase of trailers that will be used by Intelligent Transportation System staff. Capital Costs: 2010 Carryover $22,196 $0 $0 $0 $0 $0 $22,196 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 Capital Costs: Carryover TOTAL Operating Description: 2014 2015-2019 No additional O and M is needed. Project: 80028 - 43rd Ave/Peoria Ped Rest Area (N) Project Description: 2013 Grants Funding Source: Construction of pedestrian rest areas between Gateway Plaza and Paseo Linear Park. 2010 2011 2012 2013 2014 2015-2019 $318,416 $0 $0 $0 $0 $0 $318,416 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 469 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: General Fund (1000) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: 66,612 0 0 0 135,000 0 0 81059 Time, Labor, Payroll & Reports 94,685 0 T4620 Resurface Library Parking Lots 0 FY 12-13: FY 13-14: FY 14-19: 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 157,823 0 200,000 100,000 100,000 100,000 100,000 500,000 3,000,000 0 0 0 0 0 0 T4730 Fuel Sites Equipment Upgrade 0 0 0 0 0 0 212,565 T4734 Ballistic Vests 0 0 0 0 0 0 196,800 T4735 *GIS Enterprise Network System 0 0 0 0 0 0 415,300 3,296,297 200,000 100,000 100,000 100,000 100,000 1,482,488 0 0 350,000 350,000 350,000 0 1,750,000 9,876 0 0 0 0 0 0 0 702,858 702,858 702,858 702,858 0 0 128,416 0 0 0 0 0 0 T4731 Call Center 0 0 0 0 0 0 750,000 T4736 *City Fiber Optic Study 0 0 0 0 0 0 419,600 Existing Assets Improvement of Existing Assets 81050 Records Management - Clerk 81056 Fire Suppression System Replacement of Existing Assets 81013 Bldg. Maintenance Reserve 81055 Sales Tax System Sub-Total - Existing Assets New Assets 81014 Property Acquisition 81036 Cultural/Historic Markings 81057 Repayment to State Aviation 81060 Fire Station 151 Relocation Sub-Total - New Assets 138,292 702,858 1,052,858 1,052,858 1,052,858 0 2,919,600 Total General Fund Projects: $3,434,589 $902,858 $1,152,858 $1,152,858 $1,152,858 $100,000 $4,402,088 Total FY 09-10 Funding: $4,337,447 * New Project 470 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: GF Project: 81050 - Records Management - Clerk (I) Project Description: General Fund Funding Source: Funding will be used for consulting services to evaluate the current Electronic Record Management System, initiate and develop a scanning program for City Court documents, install additional filing components in the record center and fund the software & maintenance fees for electronic record management for the City Court, Building Safety & Field Operations through FY 2010. Other aspects of project that have already been completed include a needs assessment, the phasing analysis and a request for proposal to develop a enterprise-wide system. Capital Costs: 2010 Carryover $66,612 $0 $0 $0 $0 $0 $66,612 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2015-2019 General Fund Funding Source: 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). Capital Costs: 2010 Carryover TOTAL Operating Description: 2014 No additional O and M is needed. Project: 81056 - Fire Suppression System (I) Project Description: 2013 2011 2012 2013 2014 2015-2019 $135,000 $0 $0 $0 $0 $0 $135,000 $0 $0 $0 $0 $0 Annual maintenance fee for quarterly system checks, cleaning of smoke detectors and routine maintenance. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $1,200 $1,236 $1,273 $1,311 $1,350 $7,386 TOTAL $1,200 $1,236 $1,273 $1,311 $1,350 $7,386 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 471 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: GF Project: 81059 - Time, Labor, Payroll & Reports (I) Project Description: General Fund Funding Source: Estimated financial payback of this project is between 9 months and 2 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. Capital Costs: 2010 Carryover $94,685 $0 $0 $0 $0 $0 $94,685 $0 $0 $0 $0 $0 TOTAL Operating Description: 2011 2012 2013 2014 An additional Systems Analyst will be needed to support and maintain the new modules and business processes at $100,800 including benefits. Other O and M includes supplies and contracts (software maintenance: $94,160, consulting/training: $20,000), technology replacement contributions for storage and hardware ($17,500 per year) and a PC for the Systems Analyst. Operating Costs: 2010 2011 2012 2013 2014 Staffing $100,800 $103,824 $106,939 $110,147 Supplies/Contr $104,160 $19,028 $107,285 $19,599 $110,504 $20,187 $113,819 $20,793 $223,988 $230,708 $237,630 $244,759 PC/Vehicle Replacement TOTAL Project: T4620 - Resurface Library Parking Lots (I) Project Description: Capital Costs: 2010 TOTAL TOTAL $113,451 $117,234 $620,401 $21,417 $641,084 $117,121 $252,102 $1,378,606 General Fund Funding Source: 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $157,823 $0 $0 $0 $0 $0 $157,823 O and M is required for asphalt maintenance. The industry standard for asphalt maintenance is to seal every 2 to 3 years. Maintenance includes crack sealing and restriping of parking lots. Assuming resurfacing occurs in FY 2010, crack sealing would be necessary in FY 2013, FY 2016 and FY 2019. In FY 2013, maintenance for the Main Library's parking lot is estimated at $14,222 and Foothills is estimated at $18,061. By FY 2016, the Main Library's lot would cost $17,778 and Foothill's would be $22,576. In FY 2019, the cost would be $22,222 for the Main Library and $28,220 for the Foothills Branch. Operating Costs: Bldg. Maint. 2015-2019 Repave and seal the asphalt parking lot at the Main Library and slurry seal the parking lot at the Foothills Branch Library. Main Library's repaving includes 1.5 In. of new asphalt. Main Library's parking lot is 21 years old and is a priority. If this project is delayed, a more costly approach of completely demolishing the existing asphalt and paving the site with 3 In. of new asphalt would be required, resulting in a 200-300% cost increase. A heavy grade slurry seal is recommended for the Foothills Branch Library in order to preserve the life span of the asphalt, which, with proper maintenance, should reach 20-30 years. Miscellaneous/Other Operating Description: 2015-2019 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $32,283 $0 $90,796 $0 $0 $0 $32,283 $0 $90,796 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 472 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: 81013 - Bldg. Maintenance Reserve (R) Project Description: This project is intended to be a reserve account to support an emergency replacement of building components. Capital Costs: 2010 Miscellaneous/Other TOTAL Operating Description: 2011 2012 $200,000 $100,000 $100,000 $100,000 $100,000 $500,000 $200,000 $100,000 $100,000 $100,000 $100,000 $500,000 Capital Costs: Carryover TOTAL Operating Description: Capital Costs: 2014 2015-2019 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, operating system platforms and databases. 2010 2011 2012 2013 2014 2015-2019 $3,000,000 $0 $0 $0 $0 $0 $3,000,000 $0 $0 $0 $0 $0 No additional O and M is needed. Project: T4730 - Fuel Sites Equipment Upgrade (R) Project Description: 2013 This funding is held in reserve to support long term projects and is therefore not subject to O and M costs because the maintenance of replacement items have generally been included in the operating budget. Project: 81055 - Sales Tax System (R) Project Description: General Fund Funding Source: General Fund Funding Source: Replacement of 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. 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $5,000 Construction $0 $0 $0 $0 $0 $90,000 Finance Charges Engineering Charges $0 $0 $0 $0 $0 $82,405 $0 $0 $0 $0 $0 $10,450 Arts $0 $0 $0 $0 $0 $900 Contingency $0 $0 $0 $0 $0 $23,810 $0 $0 $0 $0 $0 $212,565 TOTAL Operating Description: No additional O and M cost as new equipment will replace aging existing equipment. No annual maintenance is required, if repairs are required vendors will be paid through existing budgets. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 473 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: T4734 - Ballistic Vests (R) Project Description: 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. In all, 246 vests at $800 each are needed, based on current number of sworn staff. Capital Costs: 2010 Equipment TOTAL Operating Description: 2011 2012 $0 $0 $0 $0 $0 $196,800 $0 $0 $0 $0 $196,800 2010 TOTAL Operating Costs: 2011 2012 Operating Description: 2014 2015-2019 $0 $0 $0 $0 $415,300 $0 $0 $0 $0 $0 $415,300 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $458,500 $0 $0 $0 $0 $0 $458,500 Project: 81014 - Property Acquisition (N) TOTAL 2013 $0 2010 TOTAL Capital Costs: General Fund Funding Source: Due to the enterprise nature of the GIS technology system, it is imperative to provide funding for the Technology Replacement Fund (TRF). This will allow for the “banking” of replacement funds for the equipment and decreases the need to request capital funds to replace the system every four to six years. Additionally, specific licenses are required for each computer application and system hardware to operate. The licenses are annually renewed and the term used for this renewal is “annual maintenance.” Their are four "annual maintenance" licenses per server and the cost of each varies. PC/Vehicle Replacement Land 2015-2019 The city’s reliance on Geographic Information Systems (GIS) technology has grown at a faster rate than the current technology infrastructure can handle. In the last year alone, data collected and stored has tripled in size. COG GIS has evolved from a decentralized team of individuals providing maps, to the creation of an enterprise database with "location-based" information. This year, due to the need for expanded data storage space and faster processing speeds, existing equipment located at the EOC has been used to meet increased system demands. The equipment’s life expectancy ends in four years. This short term solution manages growth without putting an additional funding burden on the city’s General Fund. In FY 2013 it is expected that the equipment used for GIS will no longer be functioning. Without a replacement system, city departments may experience delays in data updates and poor workflow for field and customer service workers, leading to slower service and less efficient means of completing work tasks. IT/Phone/Security Project Description: 2014 No additional O and M is needed at this time. Capital Costs: Operating Description: 2013 $0 Project: T4735* - GIS Enterprise Network System (R) Project Description: General Fund Funding Source: General Fund Funding Source: Funds appropriated for acquisition of real property to meet specific Council goals. 2010 2011 2012 $0 $350,000 $350,000 $350,000 $0 $1,750,000 $0 $350,000 $350,000 $350,000 $0 $1,750,000 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 474 Return to CIP TOC 2013 2014 2015-2019 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: GF Project: 81036 - Cultural/Historic Markings (N) Project Description: Capital Costs: Carryover TOTAL Operating Description: Funds for historic/cultural landmarking and tourism plan. 2010 2011 2012 Capital Costs: Land TOTAL Operating Description: Capital Costs: Carryover TOTAL Operating Description: 2014 2015-2019 $0 $0 $0 $0 $0 $9,876 $0 $0 $0 $0 $0 No additional O and M is needed. 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 Camelback Ranch 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 5-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. 2010 2011 2012 $702,858 $702,858 $702,858 $702,858 $0 $0 $702,858 $702,858 $702,858 $702,858 $0 $0 2013 2014 2015-2019 No additional O and M is needed at this time. Project: 81060 - Fire Station 151 Relocation (N) Project Description: 2013 $9,876 Project: 81057 - Repayment to State Aviation (N) Project Description: General Fund Funding Source: General Fund Funding Source: Design, construction and furniture, fixtures and equipment to move existing Fire Station 151 out of the residential neighborhood at 55th Avenue and Orangewood. Vacated building will be used for Fire Department equipment repair and storage. Also see project 2040-75000 and 1420-77003. 2010 2011 2012 2013 2014 2015-2019 $128,416 $0 $0 $0 $0 $0 $128,416 $0 $0 $0 $0 $0 No additional O and M is needed. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 475 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: General Fund (1000) Category: Other Project: T4731 - Call Center (N) Project Description: 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. Capital Costs: 2010 IT/Phone/Security TOTAL Operating Description: General Fund Funding Source: 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $750,000 $0 $0 $0 $0 $0 $750,000 Supplies/Contracts: staff training ($35,000 per year); software maintenance ($100,000 per year); language services ($24,000 per year); consultant services ($150,000 first year); office supplies ($20,000 per year). Personnel include = 3 IT Support FTE; 9 call specialists; 1 lead; 1 supervisor; 1 sr. management assistant; 2 field representatives, 1 office assistant ; 1 manager. Personnel costs include estimated benefits for each position. EOC staff have determined that the operating cost for the EOC O and M budget can accommodate the addition of 19 staff. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,117,629 $329,000 TOTAL $0 $0 $0 $0 $0 $1,446,629 Staffing Project: T4736* - City Fiber Optic Study (N) Project Description: Capital Costs: Design Engineering Charges TOTAL Operating Description: General Fund Funding Source: The existing city owned fiber infrastructure is nearing capacity and currently does not extend to several city facilities. The purpose of this study is to review the existing fiber capacity and then make recommendations for future planning. This study will create a road map for Information Technology and Intelligent Transportation to follow as the city continues to expand its voice and data communications. This study will evaluate the existing infrastructure to determine capacity and usage and provide recommendations on improving current design and usage. This study would also recommend and produce a long term plan to provide redundancy to critical city locations and to connect all city buildings to the fiber infrastructure. 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $400,000 $19,600 $0 $0 $0 $0 $0 $419,600 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 476 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Civic Center (1740) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: 84551 Civic Center Renovation 0 0 1,273,631 2,148,200 T0350 Civic Center Expansion 0 0 0 0 0 0 $0 FY 12-13: FY 13-14: FY 14-19: 0 0 0 0 0 0 20,327,000 400,000 0 0 0 0 0 1,673,631 2,148,200 0 0 20,327,000 $0 $1,673,631 $2,148,200 $0 $0 $20,327,000 Existing Assets Improvement of Existing Assets Replacement of Existing Assets T0351 *Civic Center 10 Yr Restoration Sub-Total - Existing Assets Total Civic Center Projects: Total FY 09-10 Funding: $0 * New Project 477 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Civic Center (1740) Category: Other Project: 84551 - Civic Center Renovation (I) Project Description: 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. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $700,000 $0 $0 $0 $0 Construction $0 $333,334 $1,666,666 $0 $0 $0 IT/Phone/Security $0 $0 $35,000 $0 $0 $0 Engineering Charges $0 $21,049 $33,951 $0 $0 $0 Arts $0 $3,333 $16,667 $0 $0 $0 Equipment Contingency $0 $0 $130,000 $0 $0 $0 $0 $215,915 $215,916 $0 $0 $0 Miscellaneous/Other $0 $0 $50,000 $0 $0 $0 $0 $1,273,631 $2,148,200 $0 $0 $0 TOTAL Operating Description: One FTE Service Worker III position to help maintain the facility and provide additional supervision for event setup and audio/visual technical expertise for the renovated space and a secretary to assist with office support needs and increased events and bookings. Supplies - $0.75 per sq ft & $3,000 for ongoing supplies/contracts. Utilities - $2.80 per sq ft, electrical - $1,800 annually; building maintenance - $2.00 per sq ft; equipment maintenance -$0.40 per sq ft. 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. Building water usage $0.143 per sq ft. Operating Costs: 2010 2011 2012 2013 2014 $90,795 $0 Staffing $0 $0 $46,748 $88,150 Supplies/Contr $0 $0 $0 $0 $6,750 $14,000 $6,953 $14,420 $0 $0 $10,000 $0 $0 $0 $0 $2,000 $1,800 Utilities Bldg. Maint. Equip. Maint. Electrical Water TOTAL 2015-2019 $496,502 $0 $38,019 $78,854 $10,300 $0 $56,325 $2,060 $1,854 $0 $0 $11,265 $10,138 $0 $0 $0 $715 $0 $3,910 $0 $0 $81,298 $124,452 $90,795 $695,013 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 478 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Civic Center (1740) Category: Other Project: T0350 - Civic Center Expansion (I) Project Description: 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. A feasibility study needs to be conducted prior to the expansion. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $3,300,000 Construction $0 $0 $0 $0 $0 $14,000,000 IT/Phone/Security $0 $0 $0 $0 $0 $100,000 Engineering Charges $0 $0 $0 $0 $0 $115,000 Arts $0 $0 $0 $0 $0 $140,000 Equipment Contingency $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $2,100,000 Miscellaneous/Other $0 $0 $0 $0 $0 $72,000 $0 $0 $0 $0 $0 $20,327,000 TOTAL Operating Description: O and M includes two FT Event Coordinators, a Building Maintenance Worker, two FT Service Workers, an Office Support Supervisor or Secretary and 10 PT (19 hours per week) temporary setup/custodial staff including insurance for staff; maintenance and water for 5,000 sq ft of landscape; supplies, utilities, fire and security monitoring system, building maintenance, refuse (two containers) and equipment maintenance for 40,000 sq ft of facility space; purchase and replacement contributions for six computers and a printer. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Staffing Supplies/Contr $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $34,000 Utilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $105,200 $90,000 Equip. Maint. Insurance $0 $0 $0 $0 $0 $16,000 $0 $0 $0 $0 Electrical $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $102,000 $9,873 $0 $0 $0 $0 $0 $27,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,100 $10,000 $0 $0 $0 $0 $0 $859,168 Bldg. Maint. PC/Vehicle Replacement Landscape Water Refuse TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 479 Return to CIP TOC $458,670 $4,325 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Civic Center (1740) Category: Other Project: T0351* - Civic Center 10 Yr Restoration (R) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: General Fund Funding Source: The Civic Center's restoration fund will be used to replace and upgrade high cost depreciable items after ten year's of service. Crucial items such as carpet, acoustical fabric in the ballroom and hallways, and the replacement of aging audio equipment and speakers for the house sound system are the essential items needing restoration. The restoration is needed to ensure that the Civic Center remains a competitive, desirable, high quality event venue and is considered essential to the continued success of the facility. Recommendation and funding for the replacement of these high cost items were discussed in a City Council Budget Workshop. Beginning in FY 2007, $100,000 has been allocated each year to help fund the restoration costs. 2010 2011 2012 2013 2014 2015-2019 $0 $400,000 $0 $0 $0 $0 $0 $400,000 $0 $0 $0 $0 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 480 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Technology Infrastructure (2150) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: T7010 Event Management Center Upgrad 0 0 0 0 T7071 PeopleSoft Phase 2 Enhancement 0 0 985,200 T7030 Project/Permit Tracking System 0 0 T7050 Facility Audio/Visual Systems 0 T7072 *Library Technology Upgrades Sub-Total - Existing Assets FY 12-13: FY 13-14: FY 14-19: 0 0 1,325,000 636,000 655,000 165,000 0 0 0 0 0 2,500,000 0 0 0 0 0 1,820,000 0 0 0 0 0 0 1,316,534 0 0 985,200 636,000 655,000 165,000 6,961,534 0 0 0 0 0 0 16,220,625 0 0 0 0 0 0 16,220,625 $0 $0 $985,200 $636,000 $655,000 $165,000 $23,182,159 Existing Assets Improvement of Existing Assets Replacement of Existing Assets New Assets T7000 City Fiber Optic Communication Sub-Total - New Assets Total Technology Infrastructure Projects: Total FY 09-10 Funding: $0 * New Project 481 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7010 - Event Management Center Upgrad (I) Project Description: Capital Costs: General Fund Funding Source: The city acquired the Mobile Command Center in 2000 and opened the Traffic Management Center in 2004 to improve the city’s management of incidents, events, and day-to-day traffic. Signal system management software along with audio-visual and communications equipment within these two centers needs to be upgraded to enhance system functionality and coordination between the two departments and with the Emergency Operations Center. 2010 2011 2012 2013 2014 2015-2019 IT/Phone/Security $0 $0 $0 $0 $0 $25,000 Equipment $0 $0 $0 $0 $0 $1,300,000 $0 $0 $0 $0 $0 $1,325,000 TOTAL Operating Description: No additional O and M is needed at this time. Project: T7071 - PeopleSoft Phase 2 Enhancement (I) Project Description: Capital Costs: This request is for funding a multi-year plan (FY 2011 to FY 2014) to improve and to streamline everyday business functions. The projects in this request have a maximum return on investment 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. 2011 2012 IT/Phone/Security $0 $880,200 $601,000 $590,000 Equipment $0 $80,000 $10,000 Contingency $0 $25,000 $25,000 $0 $985,200 $636,000 TOTAL Operating Description: General Fund Funding Source: 2010 No additional O and M is needed at this time. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 482 Return to CIP TOC 2013 2014 2015-2019 $155,000 $0 $40,000 $0 $0 $25,000 $10,000 $0 $655,000 $165,000 $0 FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7030 - Project/Permit Tracking System (R) Project Description: 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. Funding is requested to replace or upgrade the current system. We are not sure the current company will support it in a couple of years since the original company was sold. Capital Costs: 2010 Miscellaneous/Other TOTAL Operating Description: 2011 2012 2013 2014 $0 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $2,500,000 The $133,900 is required for the ongoing service and maintenance agreement associated with the software purchase. Staffing is for a Project/Permit Coordinator. This FTE would provide much needed ongoing technical assistance and support to the nine departments using the system. Operating Costs: 2010 2011 2012 2013 2014 $0 $0 $0 $0 Supplies/Contr $0 $0 $0 TOTAL $0 $0 $0 Project: T7050 - Facility Audio/Visual Systems (R) Capital Costs: 2010 TOTAL $90,969 $0 $133,900 $0 $0 $224,869 General Fund Funding Source: 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $1,820,000 $0 $0 $0 $0 $0 $1,820,000 Total payments for the five year period to the TRF. 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 the TRF in year one. This doubles in year two, triples in year three, etc. Operating Costs: PC/Vehicle Replacement TOTAL 2015-2019 $0 $0 The replacement of audio/visual equipment utilized in Community Services departments that are not currently in the city's Technology Replacement Fund (TRF). These systems are approaching or have surpassed their expected useful life. Equipment Operating Description: 2015-2019 $0 Staffing Project Description: General Fund Funding Source: 2010 2011 2012 2013 2014 2015-2019 $0 $0 $0 $0 $0 $849,333 $0 $0 $0 $0 $0 $849,333 * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 483 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Technology Infrastructure (2150) Category: Other Project: T7072* - Library Technology Upgrades (R) Project Description: General Fund Funding Source: The RFID portion of this was previously Project T7060-RFID Security System. The Library Automation System was previously included in Project T2810. Now combined into one project, Replacement of the Integrated Library System (ILS) and procurement of Radio Frequency Identification (RFID) technology will ensure that the Library's resources can catch up and remain current with Library technology. The ILS is vital to the operation of all library services, integrating the holdings catalog, materials purchases, circulation and patron information. The current platform has reached its "end of life" and the vendor has completely ceased development of our current software product. RFID will complement the ILS and consists of tagging all materials, which are read by the check-out machines and the security gates. The benefit of RFID is that items can be checked out and checked in all at once, rather than the current "one at a time" system, resulting in improved customer service and productivity. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Finance Charges $0 $0 $0 $0 $0 $32,111 Miscellaneous/Other $0 $0 $0 $0 $0 $1,284,423 $0 $0 $0 $0 $0 $1,316,534 TOTAL Operating Description: O and M includes: maintenance costs ($94,218), replacement fund contributions ($34,688), RFID tags and smart cards ($57,700). Operating Costs: 2010 2011 2012 2013 2014 Supplies/Contr $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 PC/Vehicle Replacement TOTAL Project: T7000 - City Fiber Optic Communication (N) Project Description: 2015-2019 $0 $0 $57,700 $0 $94,218 $34,688 $0 $186,606 General Fund Funding Source: Installation of conduit and fiber optic cable on arterial streets and some minor streets to connect city facilities and signal system to support traffic operations, city business, and security MESH network. Building out the system will eliminate monthly lease fees, improving network speeds, remote control of signals, cameras, and message signs. Capital Costs: 2010 2011 2012 2013 2014 2015-2019 Design $0 $0 $0 $0 $0 $2,000,000 IT/Phone/Security Engineering Charges $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $395,625 $55,000 Equipment $0 $0 $0 $0 $0 $13,770,000 $0 $0 $0 $0 $0 $16,220,625 TOTAL Operating Description: O and M costs associated with electricity ($4,000) for fiber optic communications equipment as well as the maintenance ($44,000) for fiber and the fiber connections per year. The costs above are for FY 2016 through FY 2019 in inflated dollars. Operating Costs: 2010 2011 2012 2013 2014 2015-2019 Utilities $0 $0 $0 $0 $0 $19,982 Equip. Maint. $0 $0 $0 $0 $0 $219,801 $0 $0 $0 $0 $0 $239,783 TOTAL * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 484 Return to CIP TOC FY 2010 - 2019 Capital Improvement Program Capital Projects By Fund and Project Number Fund: Arts Commission (1220) Project Name: Category: Other Carryover: FY 09-10: FY 10-11: FY 11-12: FY 12-13: FY 13-14: FY 14-19: 0 500,000 500,000 500,000 500,000 500,000 1,750,000 Sub-Total - Existing Assets 0 500,000 500,000 500,000 500,000 500,000 1,750,000 Total Arts Commission Projects: $0 $500,000 $500,000 $500,000 $500,000 $500,000 $1,750,000 Existing Assets Improvement of Existing Assets 84650 Art Commission Total FY 09-10 Funding: $500,000 * New Project 485 Return to CIP TOC FY 2010-2019 Capital Improvement Plan Capital Project Detail Fund: Arts Commission (1220) Category: Other Project: 84650 - Art Commission (I) 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 the FY 2009 Annual Art Projects Plan include the Public Safety Memorial, South Downtown Art Feature, Court Building, 101/Glendale Avenue Park and Ride lot, and the West Branch Library. New projects to commence in FY 2010 include the Glendale Centennial 2010 and Arizona Centennial 2012. 2011 2012 $500,000 2010 $500,000 $500,000 $500,000 2013 $500,000 2014 $1,750,000 $500,000 $500,000 $500,000 $500,000 $500,000 $1,750,000 Maintenance and restoration of the public art collection is funded in the operating budget. * New Project N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 486 Return to CIP TOC 2015-2019 Schedules 2009-2010 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 - Summary is a multi-year look at the long-term debt service obligations • Schedule 7 - Detail is a look at each individual long-term debt service obligation • 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 487 Return to TOC Schedule One by CATEGORY FY 2010 Fund Balance Analysis (All Dollars in Thousands) General Fund Streets Fund Other Special Revenue 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 $58,115 $61,534 $11,047 $9,105 $3,676 $2,872 $1,850 $0 $0 $2,000 $150,198 $0 $14,100 $0 $0 $0 $0 $0 $0 $0 $0 $14,100 $42,089 $63,476 $7,993 $48 $433 $1,994 $309 $0 $0 $6,452 $122,794 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 $77,670 $20,806 $12,604 $10,374 $6,765 $8,591 $4,824 $2,030 $1,832 $4,337 $0 $9,448 $17,738 $177,019 $0 $0 $0 $9,614 $0 $0 $0 $0 $0 $0 $0 $6,328 $0 $15,942 $30,129 $13,466 $516 $14,537 $1,345 $535 $0 $391 $4,987 $37,304 $0 $4,502 $17,207 $124,919 Excess (Deficiency) of Revenues over Expenses ($26,821) ($1,842) $26,821 $0 Beginning Fund Balance Ending Fund Balance Revolving/Int Services Construction Debt Service $0 $0 $94,741 $0 $0 $4,759 $1,089 $0 $41,584 $0 $142,173 $1,615 $0 $16,690 $0 $0 $578 $510 $26,758 $0 $645 $46,796 $0 $127 $0 $1,778 $0 $22,315 $898 $0 $35,910 $189 $61,216 $29,349 $0 $0 $0 $0 $1,200 $0 $0 $0 $30,369 $60,917 $131,167 $139,237 $130,471 $10,932 $4,109 $33,717 $4,656 $26,758 $77,494 $39,655 $598,195 $0 $0 $2,522 $64,751 $0 $0 $2,235 $0 $0 $121,092 $24,984 $12,500 $0 $228,085 $0 $1,488 $34,870 $13,524 $697 $0 $0 $0 $0 $0 $0 $3,000 $0 $53,579 $0 $128 $38 $0 $0 $0 $0 $0 $0 $128,849 $1,692 $25,807 $2,000 $158,514 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $53,887 $0 $2,709 $56,597 $107,799 $35,889 $50,551 $112,799 $8,807 $9,126 $7,059 $2,420 $6,819 $291,583 $80,563 $61,584 $39,655 $814,655 ($2,125) ($85,912) ($6,784) ($97,298) $4,321 ($216,460) $1,842 $6,787 $162,527 $23,981 $97,298 $25,106 $344,361 $0 $4,662 $76,616 $17,197 $0 $29,427 $127,902 Enterprise 488 Return to TOC Total Schedule One by FUND FY 2010 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 2538 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 Sales Tax Fire Sales Tax 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 Glendale Health Center $26,821 $1,842 $782 $84 $72 $0 $0 $0 $628 $359 $40 $398 $1,884 $0 $0 $300 $47 $0 $0 $0 $0 $36 $1,357 $606 $194 $0 $148,198 $14,100 $0 $73 $474 $25 $1,045 $722 $1,117 $1,883 $1,040 $2,205 $21,015 $12,646 $6,315 $450 $516 $1,226 $6,714 $242 $98 $47,217 $510 $8,936 $1,769 $105 $2,000 $0 $0 $38 $0 $625 $1,977 $479 $0 $0 $0 $0 $1,980 $0 $0 $503 $41 $0 $0 $148 $0 $99 $0 $561 $0 $0 ($17,738) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($1,080) $0 ($8,519) $0 $0 $0 $0 ($1,226) ($6,382) $0 $0 $0 $0 $0 $0 $0 ($145,495) ($9,614) $0 ($85) ($535) ($650) ($3,022) ($1,201) ($1,586) ($2,124) $0 $0 ($12,639) ($11,985) ($5,692) ($853) ($553) $0 ($332) ($391) ($98) ($12,651) ($1,324) ($8,365) ($1,767) ($54) $131,191 $6,026 $25,310 $117,722 $16,323 $8,128 $0 $0 $0 $0 $0 $0 ($48,163) ($14,462) ($6,883) $0 $300 $5,443 $2,084 $0 $220 $549 $225 $71 $404 $6,791 $2,892 $5,003 $10,494 $1,009 $2,392 $2,022 $0 $282 $1,615 $146 $1,118 $0 $2,638 $1,043 $23,393 $0 $0 $0 $0 $0 $0 $0 $645 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($10,494) ($1,014) ($3,030) ($3,508) $0 ($247) ($1,700) ($697) ($1,064) ($177) ($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 489 Return to TOC Schedule One by FUND FY 2010 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 2538 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 Sales Tax Fire Sales Tax 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 Glendale Health Center ($4,337) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($2,604) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($34,700) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($9,448) ($6,328) ($782) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($3,720) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($159,280) ($15,942) ($782) ($85) ($535) ($650) ($3,022) ($1,201) ($1,586) ($2,124) $0 ($2,604) ($16,359) ($11,985) ($5,692) ($853) ($553) $0 ($332) ($391) ($98) ($47,352) ($1,324) ($8,365) ($1,767) ($54) $0 $0 $0 $110 $11 $0 $0 $0 $160 $118 $0 $0 $0 $661 $623 $400 $52 $0 $0 $0 $0 $0 $543 $1,738 $196 $51 ($10,000) ($500) ($2,000) ($192,853) ($18,888) ($16,344) $56,060 $3,462 $17,094 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($3,000) $0 $0 ($10,494) ($1,014) ($3,030) ($3,508) $0 ($247) ($1,700) ($697) ($1,064) ($177) ($5,760) ($1,407) ($24,481) $0 $294 $4,805 $598 $0 $254 $463 $319 $125 $227 $3,670 $2,528 $3,915 Enterprise Funds, continued 2360+ 2480 2440 Water and Sewer Sanitation Landfill ($109,706) ($3,925) ($7,461) ($24,984) $0 $0 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 $0 490 Return to TOC $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Schedule One by FUND FY 2010 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 $4,052 $0 $1,690 $45 $933 $1,545 $128 $1,403 $3,286 $258 $77 $152 $44 $4,687 $38 $5,229 $344 ($986) $4,623 ($1,982) $312 $874 $367 $1,011 $0 $15,909 $47,719 $5,540 $1,217 $0 $34 $0 $136 $169 $43 $71 $75 $104 $3 $6 $33 $879 $511 $38 $4 $13,277 $2,889 $4,735 $2,002 $127 $0 $7 $0 $14,191 $20,367 $110 $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 $189 $0 ($2,000) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $22,799 $0 $2,307 $0 $0 $29,349 $0 $1,200 $0 $0 $0 $3,709 $19,329 $7,330 $0 ($2,709) $0 $0 $0 $0 $344,361 $558,540 $39,655 ($39,655) ($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 FY10 for this fund. The cash balance in other construction funds is more than adequate to cover the temporary negative fund balanace position. 491 Return to TOC $0 $0 $0 $0 $0 ($341,269) Schedule One by FUND FY 2010 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) $0 $0 $0 ($710) $0 $0 $0 ($1,237) ($33) ($40) ($124) ($27) ($1,213) ($549) ($4,530) ($329) ($10,626) ($6,735) ($2,243) ($2,000) ($588) ($214) ($482) $0 ($28,409) ($68,261) $0 $0 $0 $0 $0 ($298) ($395) $0 $0 $0 $0 $0 $0 $0 ($1,000) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($2,641) $0 ($1,724) ($45) ($61) ($1,319) ($171) ($1,475) ($2,124) ($329) ($40) ($35) ($50) ($3,353) $0 ($729) ($13) ($1,665) ($769) ($510) ($315) ($413) ($153) ($536) $0 ($1,688) $0 ($5,650) ($3,268) $0 ($1,724) ($45) ($1,069) ($1,714) ($171) ($1,475) ($3,361) ($362) ($80) ($158) ($77) ($5,565) ($549) ($5,267) ($349) ($12,291) ($7,512) ($2,753) ($2,315) ($1,001) ($367) ($1,018) $0 ($30,100) ($68,275) ($5,650) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($22,320) ($3,709) ($20,527) ($7,330) $0 $27,118 $0 $2,309 $0 $0 ($775,000) $127,902 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 ($291,583) ($22,320) ($3,709) ($20,527) ($7,330) $0 ($80,563) 492 Return to TOC $0 $0 $0 $0 $0 ($61,584) Schedule Two by CATEGORY Summary of Revenues (Includes All Funds) Description FY 07 Actual FY 08 Actual City Sales Tax $97,819,833 $104,410,787 $96,991,157 $97,603,519 Bond Proceeds $180,208,465 $180,330,757 $71,500,000 $76,410,000 Grants $15,813,910 $9,626,631 $21,781,692 $60,755,456 Water Revenues $31,845,441 $36,086,311 $43,120,000 $43,503,105 Property Tax $23,084,851 $28,383,145 $33,707,180 $33,374,669 State Income Tax $27,517,525 $34,108,595 $36,266,804 $31,304,188 Sewer Revenue $23,180,953 $24,774,420 $24,050,000 $29,051,305 Miscellaneous $4,993,828 $7,446,136 $15,068,430 $28,022,275 Internal Charges $20,474,991 $22,087,939 $22,300,368 $21,748,652 State Shared Sales Tax $23,036,546 $22,237,444 $20,500,000 $20,500,000 City Contributions $11,663,592 $13,233,083 $11,441,595 $15,378,472 Highway User Revenues $17,323,871 $16,646,907 $14,100,000 $14,100,000 Residential Sanitiation $9,551,175 $9,548,630 $10,349,972 $10,329,972 Motor Vehicle In-Lieu $10,043,746 $9,729,724 $9,729,724 $9,729,724 Staff & Adm Chargebacks $8,614,499 $8,586,610 $8,547,117 $8,412,357 Arena Fees $4,228,074 $4,224,018 $4,152,862 $5,529,189 Employee Contributions $4,021,927 $4,907,055 $5,251,344 $5,100,000 $15,334,881 $14,207,696 $8,226,327 $4,655,508 Court Revenue $3,669,675 $4,061,361 $3,739,082 $3,869,847 Commercial Sanitation Frontload $3,397,164 $3,536,846 $3,600,000 $3,600,000 Tipping Fees $3,585,878 $3,563,906 $3,490,760 $3,407,360 Recreation Revenue $2,741,806 $3,327,381 $3,277,721 $3,302,552 Gas/Electric Franchise Fees $2,663,381 $2,830,463 $2,830,000 $2,830,000 Retiree Contributions $2,256,437 $2,815,358 $2,898,942 $2,800,001 Fire Department Fees $1,286,265 $2,322,664 $2,252,788 $2,289,642 Water Development Impact Fees $4,686,519 $3,026,720 $3,500,000 $2,153,400 Development Impact Fees $7,522,759 $6,080,485 $1,853,890 $1,778,194 $11,449,237 $3,714,720 $1,901,450 $1,768,845 Cable Franchise Fees $1,644,058 $1,644,625 $1,600,000 $1,600,000 Recycling Sales $3,318,287 $2,998,884 $1,418,000 $1,306,000 Sewer Development Impact Fees $1,555,281 $848,067 $1,000,000 $1,130,050 Lease Proceeds $1,565,750 $215,536 $1,701,365 $1,095,500 Security Revenue $1,175,633 $782,429 $740,813 $1,045,000 LTAF - Lottery $1,132,225 $1,117,962 $1,040,000 $1,040,000 Interest Partner Revenue 493 Return to TOC FY 09 Estimate FY 10 Budget Schedule Two by CATEGORY Summary of Revenues (Includes All Funds) Description FY 07 Actual FY 08 Actual Building Permits $2,233,062 $2,679,909 $1,068,500 $1,000,000 Plan Check Fees $1,311,743 $1,630,923 $937,500 $900,000 City Property Rental $1,025,755 $776,898 $806,416 $821,952 Sales Tax Licenses $602,798 $608,227 $614,911 $614,911 Commercial Sanitation Rolloff $952,476 $821,647 $600,000 $600,000 Library Fines/Fees $617,738 $613,608 $571,415 $591,800 $1,928,507 $1,030,393 $500,000 $500,000 Airport Fees $408,198 $502,753 $497,381 $498,059 Engineering Plan Check Revenue $540,297 $739,040 $353,000 $331,000 Right-of-Way Permits $631,153 $509,358 $300,000 $300,000 Cemetery Revenue $250,779 $234,461 $275,000 $275,000 Planning/Zoning $381,904 $450,263 $250,000 $275,000 Outside City Commercial $250,470 $204,852 $216,000 $216,000 SRP In-Lieu $188,823 $188,847 $188,742 $188,742 Liquor Licenses $179,873 $180,907 $183,489 $183,489 Transit Revenue $196,516 $136,761 $130,000 $131,500 Bus./Prof. Licenses $117,747 $116,133 $120,113 $120,113 State Forfeitures FY 09 Estimate Health Care Revenue Miscellaneous CD Fees FY 10 Budget $105,000 $9,105 $298,591 $135,000 $90,000 $82,227 $80,969 $83,880 $83,880 Development Impact Fees $131,254 $110,862 $47,500 $55,000 Miscellaneous Bin Service $45,105 $142,540 $40,000 $40,000 Traffic Engineering Plan Check $39,137 $114,132 $42,173 $30,000 $476,316 $34,719 $22,444 $25,000 Equipment Rental $38,648 $38,555 $19,630 $22,000 Federal Forfeitures $6,169 $48,805 $10,000 $10,000 $15,456 $8,568 $6,720 $7,000 $605,766,016 $501,949,197 $558,540,228 Business Licenses Facility Rental Income Sanitation Development Impact Fee Northern Crossing $484,112 Special Assessments Revenue Grand Total : $6,312 $595,560,143 494 Return to TOC Schedule Two by FUND Summary of Revenues FY 07 Actual FY 08 Actual City Sales Tax $63,621,241 $61,305,792 $53,500,000 $53,900,000 State Income Tax $27,517,525 $34,108,595 $36,266,804 $31,304,188 State Shared Sales Tax $23,036,546 $22,237,444 $20,500,000 $20,500,000 Motor Vehicle In-Lieu $10,043,746 $9,729,724 $9,729,724 $9,729,724 Staff & Adm Chargebacks $7,990,999 $7,986,000 $8,007,000 $7,862,000 Property Tax $3,742,582 $3,876,679 $4,050,885 $4,183,368 Court Revenue $3,368,970 $3,723,280 $3,436,671 $3,436,671 Gas/Electric Franchise Fees $2,663,381 $2,830,463 $2,830,000 $2,830,000 Fire Department Fees $1,285,133 $2,322,664 $2,252,788 $2,289,642 Recreation Revenue $1,619,928 $1,920,278 $1,821,769 $1,880,052 Interest $2,227,069 $4,113,523 $1,850,000 $1,850,000 $753,360 $3,005,591 $504,715 $1,604,715 Cable Franchise Fees $1,644,058 $1,644,625 $1,600,000 $1,600,000 Building Permits $2,233,062 $2,679,909 $1,068,500 $1,000,000 Plan Check Fees Fund Description FY 09 Estimate FY 10 Budget 1000 - General Miscellaneous $1,311,743 $1,630,923 $937,500 $900,000 City Property Rental $887,482 $667,634 $686,416 $682,852 Sales Tax Licenses $602,798 $608,227 $614,911 $614,911 Engineering Plan Check Revenue $540,297 $739,040 $353,000 $331,000 Library Fines/Fees $336,952 $330,432 $310,000 $310,000 Right-of-Way Permits $631,153 $509,358 $300,000 $300,000 Cemetery Revenue $250,779 $234,461 $275,000 $275,000 Planning/Zoning $381,904 $450,263 $250,000 $275,000 Liquor Licenses $179,873 $180,907 $183,489 $183,489 Bus./Prof. Licenses $117,747 $116,133 $120,113 $120,113 $9,105 $298,591 $135,000 $90,000 Business Licenses $82,227 $80,969 $83,880 $83,880 SRP In-Lieu $32,111 $31,253 $31,236 $31,236 Traffic Engineering Plan Check $39,137 $114,132 $42,173 $30,000 Lease Proceeds $819,323 $195,374 Security Revenue $777,459 Arena Fees $530,763 Northern Crossing $484,112 $151,741,574 $148,197,841 Miscellaneous CD Fees Facility Rental Income Total - General: $53,985 $159,816,550 $167,672,264 $48,548 $96,460 1010 - National Events Miscellaneous Security Revenue Facility Rental Income $337,494 $47,507 495 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description Total - National Events: FY 07 Actual FY 08 Actual FY 09 Estimate FY 10 Budget $433,549 $96,460 Internal Charges $8,810,038 $9,625,691 $9,774,246 $10,493,866 Total - General Services: $8,810,038 $9,625,691 $9,774,246 $10,493,866 Internal Charges $643,095 $855,844 $1,108,794 $1,008,556 Total - Telephone Services: $643,095 $855,844 $1,108,794 $1,008,556 $2,082,438 $2,986,534 $2,794,307 $2,125,839 Miscellaneous $298,943 $305,661 $240,000 $150,000 Interest $207,205 $195,097 $147,043 $116,060 $2,588,586 $3,487,292 $3,181,350 $2,391,899 $2,106,112 $2,114,512 $2,095,961 $1,943,840 $180,252 $157,402 $100,512 $78,247 $30,009 $32,557 $2,316,373 $2,304,471 $2,196,473 $2,022,087 1040 - General Services 1100 - Telephone Services 1120 - Vehicle Replacement Internal Charges Total - Vehicle Replacement: 1140 - PC Replacement Internal Charges Interest Miscellaneous Total - PC Replacement: 1160 - Cable Communications Miscellaneous $5,500 Equipment Rental $700 $275 Interest $239 Total - Cable Communications: $939 $5,775 Miscellaneous $116,848 $128,586 $100,000 $73,000 Total - Employee Groups: $116,848 $128,586 $100,000 $73,000 $505,925 $1,200,000 $1,190,000 1190 - Employee Groups 1220 - Arts Commission Fund Miscellaneous Interest $135,763 $137,515 $82,848 $26,515 Total - Arts Commission Fund: $135,763 $643,440 $1,282,848 $1,216,515 Court Revenue $300,705 $329,750 $277,000 $429,176 Miscellaneous $27,749 $39,722 $35,000 $35,000 Interest $17,496 $12,913 $8,265 $9,537 $345,950 $382,385 $320,265 $473,713 1240 - Court Security/Bonds Total - Court Security/Bonds: 496 Return to TOC Schedule Two by FUND Summary of Revenues FY 07 Actual FY 08 Actual $280,786 $283,176 $261,415 $110 $50 $20 $280,896 $283,226 $261,435 $1,280,884 $225,164 $23,891 Bond Proceeds $72,327,000 $420,000 Miscellaneous $19,153 Fund Description FY 09 Estimate FY 10 Budget 1260 - Library Library Fines/Fees Miscellaneous Total - Library: $281,800 $281,800 1270 - G.F. Revenue Oblgs Interest $73,627,037 $645,164 $23,891 Recreation Revenue $17,893 $17,330 $25,000 $25,000 Fire Department Fees $1,132 $17,330 $25,000 $25,000 Security Revenue $736,365 $740,813 $1,045,000 Total - Stadium Event Operation $736,365 $740,813 $1,045,000 Arena Fees $510,312 $367,800 $721,680 Total - Arena Event Operations: $510,312 $367,800 $721,680 Total - G.F. Revenue Oblgs: 1280 - Youth Sports Complex Total - Youth Sports Complex: $19,025 1281 - Stadium Event Operations 1282 - Arena Event Operations 1300 - Home Grant Grants $1,311,974 $537,156 $1,006,618 $1,117,345 Total - Home Grant: $1,311,974 $537,156 $1,006,618 $1,117,345 Grants $2,682,153 $3,431,952 $1,696,310 $1,882,904 Total - C.D.B.G.: $2,682,153 $3,431,952 $1,696,310 $1,882,904 $17,323,871 $16,646,907 $14,100,000 $14,100,000 $17,331,603 $16,646,907 $14,100,000 $14,100,000 Interest $133,877 $119,359 $51,426 $33,793 Total - DIF Library Blds: $133,877 $119,359 $51,426 $33,793 1320 - C.D.B.G. 1340 - Highway User Gas Tax Highway User Revenues Miscellaneous Total - Highway User Gas Tax: $7,732 1380 - DIF Library Blds 1400 - DIF - Library Book Development Impact Fees $42,840 497 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description FY 07 Actual FY 08 Actual FY 09 Estimate FY 10 Budget Interest $15,245 $8,946 $2,948 Total - DIF - Library Book: $15,245 $8,946 $45,788 $556,525 $588,923 $124,993 $117,493 $38,325 $48,837 $27,274 $18,652 $594,850 $637,760 $152,267 $136,145 Development Impact Fees $742,099 $517,264 $110,368 $137,960 Interest $104,479 $84,182 $45,179 $30,898 Total - DIF-Police Facilities: $846,578 $601,446 $155,547 $168,858 $189,185 $38,582 $38,078 $40,362 $80,820 $33,933 $2,571 $2,559 $270,005 $72,515 $40,649 $42,921 Development Impact Fees $85,088 $41,410 $40,870 $43,322 Interest $58,613 $55,420 $32,555 $28,063 $143,701 $96,830 $73,425 $71,385 Interest $144,108 $133,942 $76,807 $65,730 Development Impact Fees $151,973 $69,252 $17,574 $8,787 Total - DIF-Libraries: $296,081 $203,194 $94,381 $74,517 $123,473 $110,033 $92,937 $98,513 $21,583 $5,691 $4,733 $5,169 $145,056 $115,724 $97,670 $103,682 $30,137 $18,523 $4,000 $1,545 Development Impact Fees $211,392 $6,593 $1,041 $1,103 Total - DIF-Parks Dev Zone 1: $241,529 $25,116 $5,041 $2,648 Interest $46,227 $22,505 $4,512 $3,046 Development Impact Fees $81,964 $27,321 $2,766 $2,940 $128,191 $49,826 $7,278 $5,986 1420 - DIF-Fire Protection Facilities Development Impact Fees Interest Total - DIF-Fire Protection Facil 1440 - DIF-Police Facilities 1460 - DIF-Citywide Parks Development Impact Fees Interest Total - DIF-Citywide Parks: 1480 - DIF-Citywide Recreation Fac Total - DIF-Citywide Recreation 1500 - DIF-Libraries 1520 - DIF-Citywide Open Spaces Development Impact Fees Interest Total - DIF-Citywide Open Spac 1540 - DIF-Parks Dev Zone 1 Interest 1560 - DIF-Parks Dev Zone 2 Total - DIF-Parks Dev Zone 2: 498 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description FY 07 Actual FY 08 Actual FY 09 Estimate FY 10 Budget 1580 - DIF-Parks Dev Zone 3 Development Impact Fees $3,468 $8,665 $30,469 $32,297 Interest $15,118 $3,963 $530 $880 Total - DIF-Parks Dev Zone 3: $18,586 $12,628 $30,999 $33,177 $4,085,840 $3,355,630 $1,046,423 $784,817 $505,295 $407,863 $130,982 $93,737 $4,591,135 $3,763,493 $1,177,405 $878,554 $1,291,752 $1,316,812 $305,531 $510,600 $128,234 $95,440 $31,849 $758 $1,419,986 $1,412,252 $337,380 $511,358 LTAF - Lottery $1,132,225 $1,117,962 $1,040,000 $1,040,000 Total - Local Transp. Assistance $1,132,225 $1,117,962 $1,040,000 $1,040,000 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 $1,407,481 Grants $2,805,325 $3,134,395 $750,498 $797,665 Total - Transportation Grants: $2,805,325 $3,134,395 $750,498 $2,205,146 $25,051,367 $23,672,386 $20,000,000 $20,000,000 Grants $675,300 $550,088 $560,000 $580,000 Interest $997,431 $637,591 $694,952 $299,002 Transit Revenue $196,516 $136,761 $130,000 $131,500 $8,331 $25,411 $4,000 $13,766 $63,847 $5,723 $26,934,380 $25,069,004 $21,416,086 $21,014,502 City Sales Tax $3,344,208 $10,624,059 $12,646,332 $12,646,332 Total - Police Special Revenue: $3,344,208 $10,624,059 $12,646,332 $12,646,332 $1,672,104 $5,312,459 $6,315,360 $6,315,360 1660 - Transportation Sales Tax City Sales Tax Court Revenue Miscellaneous Total - Transportation Sales Tax 1700 - Police Special Revenue 1720 - Fire Special Revenue City Sales Tax Lease Proceeds Total - Fire Special Revenue: $500,000 $1,672,104 499 Return to TOC $5,312,459 $6,815,360 $6,315,360 Schedule Two by FUND Summary of Revenues Fund Description FY 07 Actual FY 08 Actual FY 09 Estimate FY 10 Budget 1740 - Civic Center Recreation Revenue $335,705 $248,544 $280,000 Miscellaneous $173,432 $167,911 $109,382 $123,000 Facility Rental Income $367,420 $34,719 $22,444 $25,000 $37,948 $38,280 $19,630 $22,000 $578,800 $576,615 $400,000 $450,000 $408,198 $502,753 $497,381 $498,059 Lease Proceeds $45,627 $12,024 $12,000 $12,000 Miscellaneous $3,819 $2,309 $6,138 $6,138 $457,644 $517,086 $515,519 $516,197 $927,756 $738,651 $1,119,767 $1,226,227 Equipment Rental Total - Civic Center: 1760 - Airport Special Revenue Airport Fees Total - Airport Special Revenue: 1770 - Zanjero Special Revenue City Sales Tax Miscellaneous $79,599 $927,756 $818,250 $1,119,767 $1,226,227 Arena Fees $3,697,311 $3,713,706 $3,785,062 $4,807,509 City Sales Tax $1,220,100 $1,459,402 $1,795,098 $1,901,000 Miscellaneous $8,329 $10,798 $4,925,740 $5,183,906 $5,580,160 $6,713,509 Total - Zanjero Special Revenue: 1780 - Arena Special Revenue Total - Arena Special Revenue: $5,000 1790 - Stadium City Sales Tax - AZSTA City Sales Tax $1,983,057 $1,298,038 $1,614,600 $1,614,600 Total - Stadium City Sales Tax - $1,983,057 $1,298,038 $1,614,600 $1,614,600 Miscellaneous $286,699 $287,329 $242,047 $242,047 Total - CAP Grant: $286,699 $287,329 $242,047 $242,047 Grants $101,921 $98,551 $97,881 $97,881 Total - Emergency Shelter Grant $101,921 $98,551 $97,881 $97,881 $4,569,150 $10,114,228 $47,216,664 $8,341 $1,239 $0 $10,115,467 $47,216,664 1820 - CAP Grant 1830 - Emergency Shelter Grants 1840 - Grants Grants Interest Miscellaneous $1,338,678 Total - Grants: $5,916,169 500 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description FY 07 Actual FY 08 Actual FY 09 Estimate FY 10 Budget $1,928,507 $1,030,393 $500,000 $500,000 $6,169 $48,805 $10,000 $10,000 $140,741 $110,323 $45,181 $0 $2,075,417 $1,189,521 $555,181 $510,000 $421,615 $490,073 $200,000 $146,250 $431,615 $490,073 $200,000 $146,250 $1,103,985 $972,021 $1,125,000 $1,117,500 $971,943 $1,125,000 $1,117,500 $76,572 $57,408 1860 - RICO Funds State Forfeitures Federal Forfeitures Interest Total - RICO Funds: 1870 - Marketing Self Sust Miscellaneous Grants $10,000 Total - Marketing Self Sust: 1880 - Parks & Recreation Self Sust Recreation Revenue Miscellaneous $1,270 Grants Total - Parks & Recreation Self ($78) ($21) $1,105,234 1885 - Parks & Recreation Designated Recreation Revenue Interest $8,445 Total - Parks & Recreation Desi $85,017 $57,408 1900 - G.O. Bond Debt Service Property Tax $19,342,269 $24,506,466 $29,656,295 $29,191,301 SRP In-Lieu $156,712 $157,594 $157,506 $157,506 $24,664,060 $29,813,801 $29,348,807 $1,312,758 $1,200,000 Interest Total - G.O. Bond Debt Service: $37 $19,499,018 1920 - HURF Debt Service Miscellaneous Interest Total - HURF Debt Service: $5,390 $78 $5,468 1940 - M.P.C. Debt Service Miscellaneous Interest $189,984 Bond Proceeds Total - M.P.C. Debt Service: $96,083 $21,937 $3,783,213 $189,984 1960 - Special Assessment Bonds Special Assessments Revenue $6,312 Interest $6,194 501 Return to TOC $3,879,296 $1,334,695 $1,200,000 Schedule Two by FUND Summary of Revenues Fund Description FY 07 Actual Total - Special Assessment Bond FY 08 Actual FY 09 Estimate FY 10 Budget $12,506 1980 - Streets Constr. - 1999 Auth Interest $265,690 $433,097 $56,600 $38,203 $20,891,014 $433,097 $56,600 $38,203 $566,573 $414,989 $61,297 $4,233 $30,551 $3 $597,124 $414,992 $61,297 $4,233 Bond Proceeds $20,594,798 Miscellaneous $30,526 Total - Streets Constr. - 1999 Au 2000 - Hurf Street Bonds Interest Miscellaneous Total - Hurf Street Bonds: 2020 - Streets Constr-1987 G.O. Auth Miscellaneous Interest Total - Streets Constr-1987 G.O. $46,992 $2,063 $49,055 2040 - Public Safety Construction Bond Proceeds $28,951,413 Miscellaneous $9,817 Interest Total - Public Safety Constructio $0 $12,300,000 $935,300 $22,470 $469,065 $114,244 $41,280 $28,983,700 $469,065 $114,244 $13,276,580 2060 - Parks Construction Bond Proceeds Miscellaneous $2,810,000 $3,422 $1,086 $45,000 Interest $473,397 $273,830 $47,115 $33,789 Total - Parks Construction: $476,819 $274,916 $47,115 $2,888,789 2080 - Gov't Facilities - 1999 Auth Bond Proceeds $328,029 Interest Total - Gov't Facilities - 1999 Au $328,029 $4,725,000 $4,916 $10,013 $4,916 $4,735,013 2100 - Economic Dev. Constr-1999 Auth Bond Proceeds Interest Miscellaneous Total - Economic Dev. Constr-19 $2,000,000 $4,104 $326 $2,319 $4,746 $326 $2,002,319 $1,708,894 $85,895 $642 2120 - Airport Capital Projects Grants 502 Return to TOC $1,033,058 $126,948 Schedule Two by FUND Summary of Revenues Fund Description FY 07 Actual Interest FY 08 Actual $44 Total - Airport Capital Projects: FY 09 Estimate FY 10 Budget $16 $1,708,938 $85,895 $1,033,074 $126,948 2130 - Cultural Facility Bond Fund Miscellaneous $2,888 Total - Cultural Facility Bond F $2,888 2140 - Open Space/Trails Constr-99 Au Interest $30,297 $26,521 $8,236 $7,379 Total - Open Space/Trails Const $30,297 $26,521 $8,236 $7,379 Interest $1,949 $155 Total - Library Construction: $1,949 $155 $12,323,584 $0 Interest $245,041 $394,335 $103,366 Miscellaneous $326,570 $538,732 $9,807,507 Grants $151,551 $933,067 $9,910,873 2160 - Library Construction 2180 - Flood Control Construction Bond Proceeds Total - Flood Control Constructi $13,046,746 $14,075,000 $116,132 $14,191,132 2210 - Transportation Capital Project Miscellaneous $20,144,284 Interest $649,086 $1,564,617 $222,927 Bond Proceeds $111,063,499 Total - Transportation Capital P $111,712,585 $1,564,617 $20,367,211 2240 - Arena Construction Fund Interest $37,195 Total - Arena Construction Fun $37,195 2260 - Arena Dev. Review & Inspection Interest $2,388 Miscellaneous $1,842 Total - Arena Dev. Review & Ins $4,230 2280 - Cemetery Perpetual Care Interest $257,106 $228,359 $141,923 $110,083 Total - Cemetery Perpetual Care $257,106 $228,359 $141,923 $110,083 $31,845,441 $36,086,311 $43,120,000 $43,503,105 2360 - Water and Sewer Water Revenues 503 Return to TOC Schedule Two by FUND Summary of Revenues FY 07 Actual FY 08 Actual Bond Proceeds $45,683,641 $65,064,045 $71,500,000 $40,500,000 Sewer Revenue $23,180,953 $24,774,420 $24,050,000 $29,051,305 Water Development Impact Fees $4,686,519 $3,026,720 $3,500,000 $2,153,400 Sewer Development Impact Fees $1,555,281 $848,067 $1,000,000 $1,130,050 $814,196 $1,438,530 $1,094,000 $562,060 $4,701,704 $2,709,333 $1,530,000 $506,755 Staff & Adm Chargebacks $212,000 $173,000 $176,000 $176,000 City Property Rental $138,273 $109,264 $120,000 $139,100 Fund Description Miscellaneous Interest Lease Proceeds FY 09 Estimate FY 10 Budget $8,138 Grants $10,835 $7,211 Recreation Revenue $4,805 Facility Rental Income $7,404 $112,836,247 $134,249,844 $146,090,000 $117,721,775 Tipping Fees $3,585,878 $3,563,906 $3,490,760 $3,407,360 Internal Charges $2,725,958 $2,434,399 $2,442,730 $2,431,670 Recycling Sales $3,307,805 $2,991,565 $1,417,000 $1,305,000 Interest $1,091,336 $993,812 $657,991 $511,178 $369,752 $385,490 $316,760 $327,000 $164,089 $135,500 $91,000 $131,254 $110,862 $47,500 $55,000 $11,206,280 $10,644,123 $8,508,241 $8,128,208 Residential Sanitiation $9,551,175 $9,548,630 $10,349,972 $10,329,972 Commercial Sanitation Frontload $3,397,164 $3,536,846 $3,600,000 $3,600,000 $1,189,365 $1,083,500 Total - Water and Sewer: 2440 - Landfill Staff & Adm Chargebacks Miscellaneous Development Impact Fees Total - Landfill: ($5,703) 2480 - Sanitation Lease Proceeds $700,800 Commercial Sanitation Rolloff $952,476 $821,647 $600,000 $600,000 Internal Charges $322,397 $266,654 $263,692 $270,000 Outside City Commercial $250,470 $204,852 $216,000 $216,000 Interest $209,578 $200,420 $109,277 $71,362 Miscellaneous $102,083 $70,793 $71,740 $57,000 Staff & Adm Chargebacks $41,748 $42,120 $47,357 $47,357 Miscellaneous Bin Service $45,105 $142,540 $40,000 $40,000 Sanitation Development Impact Fe $15,456 $8,568 $6,720 $7,000 Recycling Sales $10,482 $7,319 $1,000 $1,000 $15,598,934 $14,850,389 $16,495,123 $16,323,191 $1,781,383 $6,523,099 $8,936,049 Total - Sanitation: 2500 - Pub Housing Budget Activities Grants $1,786,828 504 Return to TOC Schedule Two by FUND Summary of Revenues Fund Description Total - Pub Housing Budget Acti FY 07 Actual FY 08 Actual FY 09 Estimate FY 10 Budget $1,786,828 $1,781,383 $6,523,099 $8,936,049 $1,824,578 $1,901,450 $1,768,845 $1,901,450 $1,768,845 2530 - Training Facility Revenue Fund Partner Revenue $696,831 Recreation Revenue $670 $696,831 $1,825,248 Partner Revenue $10,752,406 $1,890,142 Total - Training Facility Capital $10,752,406 $1,890,142 Total - Training Facility Revenu 2536 - Training Facility Capital Proj 2538 - Glendale Healt Care Health Care Revenue $105,000 Total - Glendale Healt Care: $105,000 2540 - Risk Management Self Insurance Internal Charges $2,760,061 $2,812,791 $2,828,000 $2,488,937 $157,778 $183,737 $173,104 $149,447 Security Revenue $30,340 $23,032 Miscellaneous $37,591 $4,303 $2,985,770 $3,023,863 $3,001,104 $2,638,384 $1,024,892 $991,514 $992,638 $985,944 $247,598 $194,337 $76,200 $56,748 $30,340 $23,032 $1,302,830 $1,208,883 $1,068,838 $1,042,692 $11,663,592 $13,233,083 $11,441,595 $15,378,472 Employee Contributions $4,021,927 $4,907,055 $5,251,344 $5,100,000 Retiree Contributions $2,256,437 $2,815,358 $2,898,942 $2,800,001 $304,795 $298,718 $191,107 $109,469 $36,961 $6,760 $3,900 $5,000 $18,283,712 $21,260,974 $19,786,888 $23,392,942 $595,560,143 $605,766,016 $501,949,197 $558,540,228 Interest Total - Risk Management Self In 2560 - Workers Comp. Self Insurance Internal Charges Interest Security Revenue Total - Workers Comp. Self Insu 2580 - Benefits Trust Fund City Contributions Interest Miscellaneous Total - Benefits Trust Fund: Grand Total : 505 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $271,895 $465,208 $464,024 $443,677 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 $784,363 $1,123,440 $9,000 $811,495 $46,253 $486,575 $371,043 $3,632,169 $904,235 $1,198,018 $9,000 $943,384 $607 $504,038 $393,821 $3,953,103 $879,659 $1,191,991 $9,000 $926,384 $607 $502,038 $393,821 $3,903,500 $810,717 $958,732 $9,000 $844,432 $427,575 $367,459 $3,417,915 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 $508,363 $273,033 $820,013 $471,510 $224,810 $401,876 $459,913 $3,159,518 $638,121 $270,057 $753,085 $397,772 $230,660 $459,304 $452,591 $3,201,590 $610,640 $253,853 $796,158 $381,643 $228,105 $457,839 $400,840 $3,129,078 $518,865 $236,589 $603,204 $373,839 $218,532 $435,993 $398,713 $2,785,735 11510 Information Technology $3,752,004 $3,884,994 $3,708,188 $3,375,954 Lease Pmts/OtherFees 11380 Lease Payments 11390 Merchant Fees 89800 1000 Advisor Fees Total for Lease Pmts/OtherFees $2,683,415 $265,992 $116,762 $3,066,169 $2,755,366 $160,000 $149,241 $3,064,607 $2,755,366 $160,000 $130,687 $3,046,053 $1,570,143 $160,000 $130,687 $1,860,830 $602,761 $154,939 $757,700 $677,449 $163,676 $841,125 $675,380 $161,689 $837,069 $657,852 $62,423 $720,275 $14,639,455 $15,410,627 $15,087,912 $12,604,386 $2,502,377 $653,565 $3,155,942 $2,886,534 $575,000 $3,461,534 $2,860,838 $575,000 $3,435,838 $2,443,546 $395,635 $188,278 $446,864 $181,972 $431,264 $177,972 $392,796 $169,853 1000 - General Administrative Svcs 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 506 Return to TOC $2,443,546 Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget $1,115 $138,742 $723,770 $1,135 $116,990 $746,961 $335 $50,097 $659,668 $0 $108,819 $671,468 10410 City Court $4,379,375 $4,625,868 $4,549,332 $3,986,853 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 $542,084 $76,573 $84,394 $92,020 $85,672 $73,929 $84,853 $1,039,525 $586,333 $104,511 $99,060 $99,121 $98,902 $99,037 $98,155 $1,185,119 $580,840 $90,287 $77,403 $71,435 $80,256 $83,742 $82,025 $1,065,988 $529,246 $104,436 $99,063 $99,106 $98,830 $98,966 $98,084 $1,127,731 $377,700 $378,211 $364,323 $361,551 TOTAL - Appointed Officials: $9,676,312 $10,397,693 $10,075,149 $8,591,149 Community Dev. Building Safety 15610 Building Safety 15620 Development Services Center 15630 Westgate-Bldg Safety Rvw/Insp. Total for Building Safety $2,369,495 $617,952 $1,138,858 $4,126,305 $2,571,344 $750,041 $1,023,291 $4,344,676 $2,550,935 $744,941 $1,023,291 $4,319,167 $2,414,339 $673,056 $469,421 $181,910 $186,758 $178,543 $38,476 $42,476 $31,202 $33,556 Planning 15910 Planning Administration 15920 Zoning Admin & Tech. Assist. 15930 Current Planning 15940 Long-Range Planning & Research Total for Planning $512,714 $68,150 $873,959 $323,874 $1,778,697 $518,265 $503,254 $919,652 $368,306 $1,806,223 $916,652 $368,306 $1,788,212 $476,645 $0 $695,251 $352,321 $1,524,217 TOTAL - Community Dev.: $6,412,899 $6,375,285 $6,325,339 $4,823,711 $1,657,545 $1,643,655 $1,638,795 $1,576,174 City Clerk 10230 Passport Services 10240 Elections Total for City Clerk 10010 Office of the Mayor 15510 CD Deputy City Manager 12910 HazMat Incidence Response FY 09 Estimate FY 10 Budget $3,087,395 Community Services 14410 Code Compliance 507 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $495,169 $536,446 $1,031,615 $483,206 $532,071 $1,015,277 $476,206 $525,971 $1,002,177 $417,609 $510,549 $928,158 $280,841 $296,654 $293,966 $166,123 $8,301,867 $150,554 $8,452,421 $8,556,345 $156,499 $8,712,844 $8,351,703 $150,803 $8,502,506 $7,181,646 $86,641 $7,268,287 15120 Neighborhood Improvement Grant $646,555 $1,322,699 $640,549 $415,000 Parks & Recreation 13010 Pool Maintenance 13020 Park Irrigation 13030 Parks CIP & Planning 13040 Parks 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 14740 Copper Canyon HS Youth Dev Prg 14760 Historic Sahuaro Ranch Total for Parks & Recreation $242,555 $344,336 $323,382 $4,403,274 $250,189 $220,681 $1,055,963 $382,579 $801,137 $207,770 $476,130 $579,194 $217,670 $175,121 $373,531 $1,777,078 $40,556 $334,517 $12,205,663 $263,543 $360,155 $325,930 $4,512,855 $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 $34,351 $335,218 $12,636,922 $258,043 $355,099 $309,888 $4,283,186 $255,575 $235,264 $997,678 $403,338 $689,107 $204,499 $489,692 $476,363 $228,507 $140,885 $366,501 $1,738,799 $18,351 $279,379 $11,730,154 $247,399 $272,580 $302,396 $3,514,210 $244,722 $208,969 $1,010,831 $378,161 $604,968 $199,214 $362,380 $377,766 $214,695 $121,961 $419,997 $1,664,699 $307,803 $10,452,751 $21,648 $109,120 $79,666 $0 $24,296,288 $25,737,171 $23,887,813 $20,806,493 $295,400 $147,506 $1,895,039 $184,963 $1,629,628 $174,289 $1,375,841 $167,221 Comm. Partnerships 15010 Community Revitalization 15015 Neighborhood Partnership Total for Comm. Partnerships 14510 Comm. Services Admin. Library & Arts 15220 Library 15230 Arts Maintenance - Admin. Total for Library & Arts 15110 Res. Infill Housing Incentives TOTAL - Community Services: Fac & Fin Mgmt Conv./Media/Parking 10890 Convention/Media/Parking 10891 Media Center Operations 508 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name Conv./Media/Parking Total for Conv./Media/Parking Economic Development 16010 Economic Development 16040 Downtown Beaut. & Promotion Total for Economic Development FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $442,906 $2,080,002 $1,803,917 $1,543,062 $850,684 $636,624 $1,487,308 $960,955 $361,278 $1,322,233 $847,623 $342,382 $1,190,005 $617,251 $267,475 $884,726 $278,698 $277,388 $176,902 11220 Facilities & Financial Mgmt Marketing and Comm. 10810 Marketing 10820 Tourism 10830 Special Events Prod. Support 14110 City-Wide Special Events 14120 Cable Communications Total for Marketing and Comm. $1,374,898 $438,604 $55,302 $324,584 $821,617 $3,015,005 $1,476,581 $456,942 $60,150 $331,336 $806,395 $3,131,404 $1,542,446 $433,835 $51,100 $329,277 $793,891 $3,150,549 $1,180,221 $414,518 $46,804 $313,098 $732,223 $2,686,864 Rebates & Incentives 16210 Rebates & Incentives 16220 Visual Improvement Program 16230 Redevelopment Land Acquisition Total for Rebates & Incentives $1,254,709 $423,075 $304,857 $1,982,641 $2,905,200 $573,309 $1,380,360 $4,858,869 $2,905,200 $100,690 $155,255 $3,161,145 $1,023,400 $109,065 $340,590 $1,473,055 TOTAL - Fac & Fin Mgmt: $6,927,860 $11,671,206 $9,583,004 $6,764,609 $393,771 $453,683 $451,667 $361,958 $1,273,628 $1,383,464 $1,346,109 $1,058,561 $21,528 $141,814 $133,895 $133,308 $573,227 $767,868 $749,791 $475,837 $2,262,154 $2,746,829 $2,681,462 $2,029,664 $733,751 $1,108,917 $1,044,654 $1,831,773 Internal Services 10710 City Auditor 10310 City Manager 14420 CAP Local Match 10910 Intergovernmental Programs TOTAL - Internal Services: Non-Departmental 11801 Fund 1000 Non-Dept 509 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget $733,751 $1,108,917 $1,044,654 $1,831,773 $1,171,544 $300,797 $725,640 $93,000 $16,712,910 $2,727,007 $413,852 $505,094 $1,193,571 $357,255 $519,290 $680,660 $545,431 $25,946,051 $1,841,477 $1,967,835 $1,970,176 $126,681 $32,407 $17,982,517 $2,822,315 $387,043 $454,168 $1,121,258 $498,968 $512,683 $736,076 $681,053 $27,196,646 $28,907 $17,981,017 $2,836,789 $387,043 $451,443 $1,115,832 $497,968 $512,683 $736,076 $681,053 $27,196,646 $25,907 $18,260,976 $2,502,839 $38,694 $86,479 $1,092,857 $19,250 $511,976 $766,930 $709,310 $25,985,394 $125,508 $826,037 $951,545 $129,987 $902,388 $1,032,375 $129,987 $902,388 $1,032,375 $121,942 $681,241 $803,183 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 12210 PD - Fiscal Management 12215 PD - Tow Administration 12220 PD - Detention 12230 PD - Communications 12232 PS Training Ctr - Police 12233 PD - Special Operations Total for Police Department $466,363 $2,917,842 $10,726,304 $7,362,455 $1,933,566 $9,379,830 $3,531,823 $2,003,830 $29,646 $2,201,661 $2,382,842 $545,431 $4,624,185 $48,105,778 $494,147 $3,781,884 $12,375,283 $8,344,339 $1,930,203 $10,446,363 $3,345,962 $1,932,043 $64,737 $3,296,698 $2,627,443 $681,052 $5,185,780 $54,505,934 $494,147 $3,781,884 $12,375,283 $8,344,339 $1,930,203 $10,446,363 $3,345,962 $1,932,043 $64,737 $3,296,698 $2,627,443 $681,052 $5,185,780 $54,505,934 $250,072 $3,467,476 $11,351,409 $8,457,862 $2,595,905 $10,685,898 $2,206,873 $1,874,647 $61,346 $2,284,386 $2,482,401 $709,310 $4,453,733 $50,881,318 TOTAL - Public Safety: $75,003,374 $82,734,955 $82,734,955 $77,669,895 $474,443 $484,735 $172,317 $551,211 $885,193 $0 $0 $201,747 $204,554 $468,358 $135,421 $546,546 $871,728 $256,579 $56,400 $688,011 $659,816 $194,788 $189,086 ($69,279) $174,301 TOTAL - 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 12433 Fire Resource Management 12434 Fire Training 12436 Fire Medical Services & Health 12441 Fire Marshal's Office 12444 Fire Community Services 12491 Ambulance Services 12492 Air-Med & Logistics Ops (HALO) 12521 PS Training Ctr - Fire Total for Fire Department Homeland Security 12810 Homeland Security Admin. 12820 Emergency Operations Ctr (EOC) Total for Homeland Security 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 $426,684 ($173,481) $251,074 $323,358 $220,059 $227,353 510 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Engineering 13780 Land Development Division 13790 Construction Inspection 13800 Materials Testing 13820 Utility Inspection Total for Engineering $499,008 $629,822 $226,179 $222,894 $3,327,393 $520,144 $656,504 $254,572 $225,765 $4,156,742 $515,483 $653,232 $250,284 $225,765 $4,050,691 $490,751 $618,217 $237,894 $220,798 $3,333,488 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 Total for Field Operations $1,095,531 $232,130 $4,691 $322,071 $4,506,037 $1,382,767 $29,298 $7,572,525 $1,118,657 $253,833 $5,117 $355,054 $4,984,099 $1,299,308 $156,400 $8,172,468 $1,068,817 $239,833 ($2,069) $331,914 $4,838,099 $1,262,308 ($6,537) $7,732,365 $1,021,331 $235,540 $5,113 $293,588 $4,018,649 $1,159,853 $102,859 $6,836,933 13310 Public Works Administration $204,139 $213,329 $212,039 $203,137 $11,104,057 $12,542,539 $11,995,095 $10,373,558 $151,056,150 $168,725,222 $163,415,383 $145,495,238 TOTAL - Public Works: TOTAL - General 1010 - National Events Fac & Fin Mgmt 16120 National Events Pre-Planning $60,194 14182 Mkt'g - Super Bowl Event $232,010 TOTAL - Fac & Fin Mgmt: $292,204 Public Safety 12560 Fire - Super Bowl Event $858,547 12399 EOC - Super Bowl Event $191,008 12360 PD - Super Bowl Event $1,037,498 TOTAL - Public Safety: $2,087,053 511 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Public Works 13500 Right-of-Way - Mega Events $49,936 Transportation 16360 Transp - Super Bowl Event 16365 Transp - Stadium Mgmt Plan Total for Transportation $227,239 $102,000 $102,000 TOTAL - Public Works: $277,175 $102,000 $2,656,432 $102,000 TOTAL - National Events $227,239 1040 - General Services Public Works Field Operations 13510 Equipment Management 13520 Fuel Services 13530 Parts Store Operations Total for Field Operations $4,123,380 $3,844,785 $1,702,755 $9,670,920 $4,266,442 $3,335,054 $2,172,750 $9,774,246 $4,266,442 $3,335,054 $2,172,750 $9,774,246 $4,271,346 $4,303,176 $1,919,344 $10,493,866 TOTAL - Public Works: $9,670,920 $9,774,246 $9,774,246 $10,493,866 TOTAL - General Services $9,670,920 $9,774,246 $9,774,246 $10,493,866 11520 Telephones $709,334 $1,015,462 $1,015,462 $1,014,119 TOTAL - Administrative Svcs: $709,334 $1,015,462 $1,015,462 $1,014,119 TOTAL - Telephone Services $709,334 $1,015,462 $1,015,462 $1,014,119 13610 Equipment Replacement $2,160,953 $3,029,741 $3,029,741 $3,029,741 TOTAL - Public Works: $2,160,953 $3,029,741 $3,029,741 $3,029,741 TOTAL - Vehicle Replacement $2,160,953 $3,029,741 $3,029,741 $3,029,741 $1,614,714 $3,764,888 $3,764,888 $3,508,037 1100 - Telephone Services Administrative Svcs 1120 - Vehicle Replacement Public Works 1140 - PC Replacement Administrative Svcs 11530 Technology Replacement 512 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget TOTAL - Administrative Svcs: $1,614,714 $3,764,888 $3,764,888 $3,508,037 TOTAL - PC Replacement $1,614,714 $3,764,888 $3,764,888 $3,508,037 1160 - Cable Communications Fac & Fin Mgmt 14210 Communications Production $54,700 TOTAL - Fac & Fin Mgmt: $54,700 TOTAL - Cable Communications $54,700 1190 - Employee Groups Administrative Svcs Employee Groups 11110 GEMS 11120 Diversity Committee 11130 Glendale Hispanic Network 11140 Holiday Event Total for Employee Groups $35,008 $43,417 $33,814 $25,692 $137,931 $54,909 $120,000 $54,909 $30,000 $84,909 $30,000 $150,000 $30,000 $84,909 TOTAL - Administrative Svcs: $137,931 $84,909 $150,000 $84,909 TOTAL - Employee Groups $137,931 $84,909 $150,000 $84,909 15310 Arts Maintenance $100,856 $127,787 $127,787 $127,787 TOTAL - Community Services: $100,856 $127,787 $127,787 $127,787 TOTAL - Arts Commission Fund $100,856 $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 $296,924 $3,725 $43,857 $344,506 $347,578 $206,980 $57,000 $611,558 $347,578 $206,980 $57,000 $611,558 $393,120 $84,627 $57,000 $534,747 TOTAL - Appointed Officials: $344,506 $611,558 $611,558 $534,747 1220 - Arts Commission Fund Community Services 1240 - Court Security/Bonds 513 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget $344,506 $611,558 $611,558 $534,747 Community Services Library & Arts 15410 Library Book Fund 15420 Library Special Revenue Total for Library & Arts $119,465 $117,741 $237,206 $207,313 $105,150 $312,463 $207,313 $105,150 $312,463 $142,223 $105,150 $247,373 TOTAL - Community Services: $237,206 $312,463 $312,463 $247,373 TOTAL - Library $237,206 $312,463 $312,463 $247,373 13290 YSC - Parks & Rec $235,884 $262,000 $262,000 $262,000 TOTAL - Community Services: $235,884 $262,000 $262,000 $262,000 16110 YSC - Econ. Dev. $303,050 $303,051 $303,051 $323,051 TOTAL - Fac & Fin Mgmt: $303,050 $303,051 $303,051 $323,051 13470 YSC - Facilities Mgt. $37,841 $65,000 $50,500 $65,000 TOTAL - Public Works: $37,841 $65,000 $50,500 $65,000 $576,775 $630,051 $615,551 $650,051 $169,000 $169,000 $169,000 TOTAL - Court Security/Bonds FY 09 Estimate FY 10 Budget 1260 - Library 1280 - Youth Sports Complex Community Services Fac & Fin Mgmt Public Works TOTAL - Youth Sports Complex 1281 - Stadium Event Operations Community Services 15025 Mega Events - N'Hood/Volunteer $47,650 TOTAL - Community Services: $47,650 Fac & Fin Mgmt 10840 Mkt'g - Stadium Events $168,769 514 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget TOTAL - Fac & Fin Mgmt: $168,769 $169,000 $169,000 $169,000 Public Safety Fire Department 12515 Fire - Fiesta Bowl Event 12520 Stadium - Fire Event Staffing Total for Fire Department $260,960 $227,757 $488,717 $160,000 $230,000 $390,000 $160,000 $230,000 $390,000 $159,942 $229,886 $389,828 Police Department 12231 Stadium - PD Event Staffing 12234 PD - Fiesta Bowl Event Total for Police Department $1,112,997 $531,787 $1,644,784 $1,328,717 $402,773 $1,731,490 $1,328,717 $402,773 $1,731,490 $1,336,109 $401,268 $1,737,377 TOTAL - Public Safety: $2,133,501 $2,121,490 $2,121,490 $2,127,205 Public Works Transportation 16840 Stadium - Transportation Ops. 16845 Transp - Fiesta Bowl Event Total for Transportation $601,351 $57,088 $658,439 $646,127 $80,000 $726,127 $646,127 $80,000 $726,127 $645,734 $79,942 $725,676 TOTAL - Public Works: $658,439 $726,127 $726,127 $725,676 $3,008,359 $3,016,617 $3,016,617 $3,021,881 12490 Arena - Fire Event Staffing $167,616 $307,407 $307,407 $299,456 12190 Arena-PD Event Staffing $493,248 $852,549 $852,549 $836,672 TOTAL - Public Safety: $660,864 $1,159,956 $1,159,956 $1,136,128 16740 Arena - ROW Maintenance $52,200 $50,000 $50,000 $49,966 16830 Arena - Transportation Ops. $24,610 $15,000 $15,000 $15,000 TOTAL - Public Works: $76,810 $65,000 $65,000 $64,966 $737,674 $1,224,956 $1,224,956 $1,201,094 TOTAL - Stadium Event Operations FY 09 Estimate FY 10 Budget 1282 - Arena Event Operations Public Safety Public Works TOTAL - Arena Event Operations 515 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget 30001 HOME Program $512,576 $1,418,124 $502,853 $1,585,573 TOTAL - Community Services: $512,576 $1,418,124 $502,853 $1,585,573 TOTAL - Home Grant $512,576 $1,418,124 $502,853 $1,585,573 31001 CDBG Programs $3,431,953 $3,093,418 $1,344,437 $2,123,640 TOTAL - Community Services: $3,431,953 $3,093,418 $1,344,437 $2,123,640 TOTAL - C.D.B.G. $3,431,953 $3,093,418 $1,344,437 $2,123,640 Public Works Field Operations 16710 Right-of-Way Maintenance 16720 Street Maintenance 16730 Street Cleaning Total for Field Operations $2,634,383 $3,661,008 $814,667 $7,110,058 $2,625,093 $3,993,577 $637,814 $7,256,484 $2,307,093 $3,787,042 $399,588 $6,493,723 $2,246,258 $2,843,822 $198,725 $5,288,805 Transportation 16810 Traffic Signals 16820 Signs & Markings 16910 Transportation Administration 16920 Street Light Management 16930 Transportation Planning 16940 Traffic Studies 16950 Traffic Design and Development Total for Transportation $1,317,510 $937,616 $587,829 $1,486,308 $80,635 $423,705 $292,484 $5,126,087 $1,309,753 $947,862 $587,701 $1,924,420 $83,088 $520,606 $309,772 $5,683,202 $1,251,897 $922,053 $581,787 $1,666,918 $81,927 $511,811 $307,666 $5,324,059 $1,078,656 $744,747 $544,210 $1,177,980 $2,729 $476,937 $300,375 $4,325,634 TOTAL - Public Works: $12,236,145 $12,939,686 $11,817,782 $9,614,439 TOTAL - Highway User Gas Tax $12,236,145 $12,939,686 $11,817,782 $9,614,439 $108,571 $119,354 $119,354 $113,277 $1,777,254 $2,319,267 $2,054,267 $2,305,228 1300 - Home Grant Community Services 1320 - C.D.B.G. Community Services 1340 - Highway User Gas Tax 1660 - Transportation Sales Tax Public Works 16310 Transportation Engineering Pgm Transportation 16510 Transportation Program Mgmt 516 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name Transportation 16520 Transportation Education 16525 Transit Management 16530 Dial-A-Ride 16540 Fixed Route 16550 Demand Management 16570 Intelligent Transportation Sys 16580 Traffic Mitigation 16590 Transportation CIP O&M 16600 Red Light Enforcement Total for Transportation FY 08 Actual $257,461 FY 09 Budget FY 09 Estimate FY 10 Budget $2,838,511 $4,491,084 $68,906 $555,192 $282,454 $26,704 $163,115 $10,460,681 $259,832 $349,467 $2,642,701 $5,806,416 $65,310 $723,780 $372,933 $113,893 $293,571 $12,947,170 $259,832 $349,467 $2,642,701 $5,268,963 $65,310 $723,780 $222,933 $113,893 $98,778 $11,799,924 $262,905 $323,206 $2,392,864 $5,705,941 $65,310 $706,440 $518,529 $113,893 $131,550 $12,525,866 TOTAL - Public Works: $10,569,252 $13,066,524 $11,919,278 $12,639,143 TOTAL - Transportation Sales Tax $10,569,252 $13,066,524 $11,919,278 $12,639,143 12310 Patrol - Special Revenue Fund $11,076,859 $16,370,001 $12,688,541 $11,985,031 TOTAL - Public Safety: $11,076,859 $16,370,001 $12,688,541 $11,985,031 TOTAL - Police Special Revenue $11,076,859 $16,370,001 $12,688,541 $11,985,031 12610 Fire - Special Revenue Fund $5,554,895 $8,631,958 $6,815,360 $5,692,430 TOTAL - Public Safety: $5,554,895 $8,631,958 $6,815,360 $5,692,430 TOTAL - Fire Special Revenue $5,554,895 $8,631,958 $6,815,360 $5,692,430 11710 Civic Center $914,524 $941,053 $885,075 $853,241 TOTAL - Fac & Fin Mgmt: $914,524 $941,053 $885,075 $853,241 TOTAL - Civic Center $914,524 $941,053 $885,075 $853,241 $570,505 $656,426 $645,741 $552,968 1700 - Police Special Revenue Public Safety 1720 - Fire Special Revenue Public Safety 1740 - Civic Center Fac & Fin Mgmt 1760 - Airport Special Revenue Public Works 16410 Airport Operations 517 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget TOTAL - Public Works: $570,505 $656,426 $645,741 $552,968 TOTAL - Airport Special Revenue $570,505 $656,426 $645,741 $552,968 11420 Arena Renewal and Replacement $270,750 $277,000 $277,000 $332,000 TOTAL - Administrative Svcs: $270,750 $277,000 $277,000 $332,000 TOTAL - Arena Special Revenue $270,750 $277,000 $277,000 $332,000 1780 - Arena Special Revenue Administrative Svcs 1790 - Stadium City Sales Tax - AZSTA Administrative Svcs 11400 AZSTA - Stadium Tax Refund $1,024,564 $1,700,000 $1,700,000 $1,700,000 TOTAL - Administrative Svcs: $1,024,564 $1,700,000 $1,700,000 $1,700,000 TOTAL - Stadium City Sales Tax - AZSTA $1,024,564 $1,700,000 $1,700,000 $1,700,000 32040 Community Action Program (CAP) $373,599 $426,892 $426,892 $390,527 TOTAL - Internal Services: $373,599 $426,892 $426,892 $390,527 TOTAL - CAP Grant $373,599 $426,892 $426,892 $390,527 31905 Emergency Shelter Grant $98,550 $97,881 $97,881 $97,881 TOTAL - Community Services: $98,550 $97,881 $97,881 $97,881 TOTAL - Emergency Shelter Grants $98,550 $97,881 $97,881 $97,881 1820 - CAP Grant Internal Services 1830 - Emergency Shelter Grants Community Services 518 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget 1840 - Grants Administrative Svcs 32010 Grant Match Funds - Mgt & Bdgt $150,000 $116,576 $99,114 TOTAL - Administrative Svcs: $150,000 $116,576 $99,114 Community Dev. 36500 Water Watchers Grant $2,300 TOTAL - Community Dev.: $2,300 Community Services 36006 Grant Approp - Library $98,066 $500,000 $500,000 $500,000 $84,846 $84,846 $500,000 $56,781 $556,781 $500,000 $56,781 $556,781 $500,000 $32,211 $532,211 TOTAL - Community Services: $182,912 $1,056,781 $1,056,781 $1,032,211 Miscellaneous Grants Grants 32118 Miscellaneous Grants 32136 DV Pilot Project Grant Total for Grants $389,865 $389,865 $951,607 $70,065 $1,021,672 $1,722,226 $70,065 $1,792,291 $4,920,853 $66,431 $4,987,284 TOTAL - Miscellaneous Grants: $389,865 $1,021,672 $1,792,291 $4,987,284 $532,171 $3,025,000 $3,025,000 $2,925,000 Police Department 33002 Victim Rights - PD 33018 VOCA 2003-113 33021 Grant Approp - Police Dept Total for Police Department $2,238,094 $2,238,094 $22,800 $182,752 $3,600,000 $3,805,552 $22,800 $182,752 $3,600,000 $3,805,552 $100,688 $106,983 $3,400,000 $3,607,671 TOTAL - Public Safety: $2,770,265 $6,830,552 $6,830,552 $6,532,671 TOTAL - Grants $3,343,042 $9,059,005 $9,798,500 $12,651,280 Parks & Recreation 35004 Grant Approp - Parks & Rec 35008 Youth Football Hub Grant Total for Parks & Recreation Public Safety 34001 Grant Approp - Fire Dept 519 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Public Safety Police Department 32020 Federal RICO 32030 State RICO Total for Police Department $23,221 $1,091,371 $1,114,592 $225,000 $1,074,146 $1,299,146 $225,000 $1,074,146 $1,299,146 $225,000 $1,099,312 $1,324,312 TOTAL - Public Safety: $1,114,592 $1,299,146 $1,299,146 $1,324,312 TOTAL - RICO Funds $1,114,592 $1,299,146 $1,299,146 $1,324,312 $1,151 $58,194 $168,347 $125,823 $109,811 $167,959 $277,512 $175,335 $26,065 $52,000 $49,725 $140,058 $90,457 $96,149 $135,000 $188,000 $179,184 $90,093 $10,000 1860 - RICO Funds 1870 - Marketing Self Sust 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 14330 That Thursday Thing Total for Marketing and Comm. $43,281 $10,000 $40,000 $111,000 $55,000 $100,000 $90,000 $160,000 $175,798 $30,000 $30,000 $60,000 $1,153,478 TOTAL - Fac & Fin Mgmt: TOTAL - Marketing Self Sust $99,000 $44,700 $95,500 $104,000 $158,000 $155,798 $30,000 $861,798 $42,264 $100,000 $1,162,930 $0 $696,998 $1,153,478 $861,798 $1,162,930 $696,998 $1,153,478 $861,798 $1,162,930 $696,998 $10,022 $124,084 $126,357 $218,506 $361,279 $71,541 $9,451 $47,649 $25,000 $94,617 $197,598 $209,067 $383,166 $90,023 $16,650 $72,919 $101,180 $5,000 $1,195,220 $20,000 $95,000 $197,598 $215,067 $353,100 $89,213 $21,118 $67,919 $0 $5,000 $1,064,015 1880 - Parks & Recreation Self Sust Community Services Parks & Recreation 14820 Rec Self Sust-Administration 14825 Adult Center Self Sustaining 14830 Rec Self Sust-Foothills Rec 14840 Sports Self Sustaining 14850 Youth and Teen Self Sustaining 14860 Spec Events & Prgm Self Sust 14870 Rec Self Sust-Audio/Visual 14890 Aquatic Self Sustaining 14891 GESD-Reimb Division 14892 Glendale Community Center Total for Parks & Recreation $968,889 $25,000 $95,000 $197,598 $209,067 $383,166 $94,213 $16,650 $72,919 $101,180 $5,000 $1,199,793 TOTAL - Community Services: $968,889 $1,199,793 $1,195,220 $1,064,015 TOTAL - Parks & Recreation Self Sust $968,889 $1,199,793 $1,195,220 $1,064,015 520 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget 1885 - Parks & Recreation Designated 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 13210 Desert Mirage Park 13220 Desert Gardens Park 13230 Discovery Park 13231 Kellis Ballfield Lights 13232 Copper Canyon Ballfield Lights 13234 Ironwood HS Light 13235 Elsie McCarthy Pk. Maint Total for Parks & Recreation $1,136 $9,542 $10,966 $3,381 $9,378 $1,781 $21,233 $64,749 $10,000 $10,000 $244,532 $10,000 $35,000 $5,000 $2,000 $7,000 $7,000 $7,000 $7,000 $9,000 $9,000 $5,000 $44,048 $411,580 $10,000 $10,000 $244,532 $10,000 $35,000 $5,000 $2,000 $7,000 $7,000 $7,000 $7,000 $9,000 $9,000 $5,000 $42,949 $410,481 $10,000 $10,000 $10,000 $10,000 $35,000 $5,000 $2,000 $7,000 $7,000 $7,000 $7,000 $9,000 $9,000 $5,000 $44,038 $177,038 TOTAL - Community Services: $64,749 $411,580 $410,481 $177,038 TOTAL - Parks & Recreation Designated $64,749 $411,580 $410,481 $177,038 89802 1980 Advisor Fees $4,792 $7,066 $7,066 $7,066 TOTAL - Administrative Svcs: $4,792 $7,066 $7,066 $7,066 TOTAL - Streets Constr. - 1999 Auth $4,792 $7,066 $7,066 $7,066 89807 2000 Advisor Fees $2,355 $6,030 $6,030 $6,030 TOTAL - Administrative Svcs: $2,355 $6,030 $6,030 $6,030 TOTAL - Hurf Street Bonds $2,355 $6,030 $6,030 $6,030 $1,281 $3,449 $2,602 1980 - Streets Constr. - 1999 Auth Administrative Svcs 2000 - Hurf Street Bonds Administrative Svcs 2040 - Public Safety Construction Administrative Svcs 89806 2040 Advisor Fees $6,204 521 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual TOTAL - Administrative Svcs: $6,204 TOTAL - Public Safety Construction $6,204 FY 09 Budget FY 09 Estimate FY 10 Budget 2060 - Parks Construction Administrative Svcs 89804 2060 Advisor Fees $2,329 $7,857 $7,857 $7,857 TOTAL - Administrative Svcs: $2,329 $7,857 $7,857 $7,857 TOTAL - Parks Construction $2,329 $7,857 $7,857 $7,857 89808 2180 Advisor Fees $4,804 $3,213 $3,739 $3,213 TOTAL - Administrative Svcs: $4,804 $3,213 $3,739 $3,213 TOTAL - Flood Control Construction $4,804 $3,213 $3,739 $3,213 89813 2210 Advisor Fees $19,892 $13,568 $13,568 $13,568 TOTAL - Administrative Svcs: $19,892 $13,568 $13,568 $13,568 TOTAL - Transportation Capital Project $19,892 $13,568 $13,568 $13,568 $2,699,705 $2,851,389 $2,851,389 $2,484,306 $2,246 $6,617 $6,911 $15,774 $3,289 $17,222 $17,514 $38,025 $3,289 $17,222 $17,514 $38,025 $3,289 $17,222 $17,514 $38,025 $2,715,479 $2,889,414 $2,889,414 $2,522,331 2180 - Flood Control Construction Administrative Svcs 2210 - Transportation Capital Project Administrative Svcs 2360 - Water and Sewer Administrative Svcs 17020 Customer Service Office Lease Pmts/OtherFees 89805 2360 Advisor Fees 89809 2400 Advisor Fees 89810 2420 Advisor Fees Total for Lease Pmts/OtherFees TOTAL - Administrative Svcs: 522 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget 17510 Cross Connection Control $221,598 $230,730 $230,730 $221,184 Env. Resources 17010 Environmental Resources 17410 Water Conservation 17420 Water Quality Total for Env. Resources $491,231 $320,725 $1,110,652 $1,922,608 $549,819 $328,793 $1,209,968 $2,088,580 $529,536 $282,690 $1,108,118 $1,920,344 $527,446 $320,750 $1,165,662 $2,013,858 TOTAL - Community Dev.: $2,144,206 $2,319,310 $2,151,074 $2,235,042 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 17280 Central System Maintenance 17290 Water Distribution 17300 Meter Maintenance 17310 Oasis Water Campus 17610 Pretreatment Program 17620 SROG (91st Ave) Plant 17630 Wastewater Collection Total for Utilities $6,337,289 $113,729 $1,048,450 $345,580 $451,894 $103,229 $2,301,509 $3,639,526 $1,326,974 $223,059 $2,691,671 $1,311,530 $1,763,821 $2,770,219 $613,015 $3,776,432 $1,343,934 $2,461,201 $586,000 $4,030,358 $2,812,422 $40,051,842 $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 $784,031 $3,596,913 $1,384,861 $4,630,973 $568,152 $4,500,000 $3,370,799 $45,290,923 $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 $784,031 $3,596,913 $1,384,861 $4,630,973 $568,152 $4,500,000 $3,370,799 $45,290,923 $6,334,223 $46,755 $1,017,114 $285,490 $667,087 $87,000 $2,081,276 $3,703,322 $1,058,891 $194,016 $3,482,182 $1,319,606 $1,631,850 $3,694,169 $631,652 $3,374,450 $1,348,593 $4,220,690 $535,124 $4,500,000 $3,191,798 $43,405,288 TOTAL - Public Works: $40,051,842 $45,290,923 $45,290,923 $43,405,288 TOTAL - Water and Sewer $44,911,527 $50,499,647 $50,331,411 $48,162,661 $2,927,591 $126,784 $638,221 $805,629 $2,040,954 $3,226,661 $184,000 $647,952 $855,801 $2,431,208 $3,304,537 $171,900 $647,952 $823,801 $2,170,292 $3,055,594 $171,900 $561,345 $959,015 $2,135,602 Community Dev. 2440 - Landfill Public Works Field Operations 17710 Landfill 17720 Gas Management System 17730 Solid Waste Admin 17740 Recycling 17750 MRF Operations 523 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget Field Operations Total for Field Operations $6,539,179 $7,345,622 $7,118,482 $6,883,456 TOTAL - Public Works: $6,539,179 $7,345,622 $7,118,482 $6,883,456 TOTAL - Landfill $6,539,179 $7,345,622 $7,118,482 $6,883,456 Public Works Field Operations 17810 Sanitation Roll-off 17820 Sanitation Frontload 17830 Curb Service 17840 Residential-Loose Trash Collec Total for Field Operations $1,110,791 $3,559,053 $6,926,891 $2,350,044 $13,946,779 $1,324,813 $3,652,112 $7,250,575 $2,595,113 $14,822,613 $1,047,837 $3,584,174 $7,250,575 $2,595,113 $14,477,699 $1,002,520 $3,702,069 $7,068,599 $2,689,099 $14,462,287 TOTAL - Public Works: $13,946,779 $14,822,613 $14,477,699 $14,462,287 TOTAL - Sanitation $13,946,779 $14,822,613 $14,477,699 $14,462,287 17910 Community Housing $1,781,376 $8,761,451 $8,758,451 $8,364,912 TOTAL - Community Services: $1,781,376 $8,761,451 $8,758,451 $8,364,912 TOTAL - Pub Housing Budget Activities $1,781,376 $8,761,451 $8,758,451 $8,364,912 2480 - Sanitation 2500 - Pub Housing Budget Activities Community Services 2530 - Training Facility Revenue Fund Public Safety 12590 PS Training Ops - Fire $914,725 $913,268 $883,268 $864,824 12390 PS Training Ops - Police $279,180 $406,715 $406,715 $412,869 $1,193,905 $1,319,983 $1,289,983 $1,277,693 13480 PS Training Ops - Fac. Mgmt. $467,130 $611,466 $611,466 $488,921 TOTAL - Public Works: $467,130 $611,466 $611,466 $488,921 $1,661,035 $1,931,449 $1,901,449 $1,766,614 TOTAL - Public Safety: Public Works TOTAL - Training Facility Revenue Fund 524 Return to TOC Schedule Three Operating Budget by Program and Fund Program Name FY 08 Actual FY 09 Budget FY 09 Estimate FY 10 Budget 2538 - Glendale Health Center Public Safety 12711 Glendale Health Center $54,000 TOTAL - Public Safety: $54,000 TOTAL - Glendale Health Center $54,000 2540 - Risk Management Self Insurance Administrative Svcs 18010 Risk Mgmt Trust Fund $2,287,463 $2,760,000 $2,760,000 $2,760,000 TOTAL - Administrative Svcs: $2,287,463 $2,760,000 $2,760,000 $2,760,000 TOTAL - Risk Management Self Insurance $2,287,463 $2,760,000 $2,760,000 $2,760,000 18110 Worker's Compensation $1,161,882 $1,407,000 $1,407,000 $1,407,000 TOTAL - Administrative Svcs: $1,161,882 $1,407,000 $1,407,000 $1,407,000 TOTAL - Workers Comp. Self Insurance $1,161,882 $1,407,000 $1,407,000 $1,407,000 18210 Benefit Programs $20,464,616 $24,481,185 $21,275,262 $24,481,185 TOTAL - Administrative Svcs: $20,464,616 $24,481,185 $21,275,262 $24,481,185 TOTAL - Benefits Trust Fund $20,464,616 $24,481,185 $21,275,262 $24,481,185 $319,084,965 $376,869,586 $358,215,783 $341,269,208 2560 - Workers Comp. Self Insurance Administrative Svcs 2580 - Benefits Trust Fund Administrative Svcs TOTAL - OPERATING BUDGET 525 Return to TOC Schedule Four Transfers Between Funds (All Dollars in Thousands) T General (1000) R GO B d G.O. Bond Debt (1900) A Transportation (1660) R * Transp. Constr. T C t (2210) A Transp. Debt T D b (1970) N * Airport Oper. ((1760)) S F E R F R O M S * Zanjero Z j S T t ti *A Arena Spec Spec Transportation Rev (1780) Rev (1770) (1660) LTAF (1640) $2,000 $2,000 HURF Bond Debt (1920) T S A t C Arts Comm (1220) General Fund (1000) MPC Debt (1940) N T t l IIn: Total $2,000 $2,000 $$2,709 , $$1,000 , $11,721 $6,382 $$3,709 , $1,226 $19,329 $900 $1,080 $1 080 $1,980 T $189 $189 R $7 330 $7,330 $7 330 $7,330 A $41 $41 N * CAP Grants (1820) $148 $148 S F * Other Grants (1840) $99 $99 F E * Civic Center (1740) $503 $503 E R * Youth Sports Complex (1280) $625 $625 R * Stadium Event Ops. Ops (1281) , $1,977 , $1,977 T * Arena Event O (1282) Ops. $479 $479 T O Sust Mkt'g Self Self-Sust. (1870) $645 $645 O $38 $38 Comm. Housing C H i (2500) $561 $561 Total Out: $17 738 $17,738 Employee Groups E l G (1190) $2 709 $2,709 T R $2 000 $2,000 A N S $6 382 $6,382 F E R $1 226 $1,226 F R $8 519 $8,519 O M revenues, expenses expenses, grant opportunities opportunities, etc etc. * Actual transfer amounts will vary based on actual revenues 526 Return to TOC $1 080 $1,080 $39 655 $39,655 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 2008-09 2009-10 Fiscal Year Fiscal Year $ 520,698,946 $ 538,125,195 $925,000,000 775,000,000 (410,287,848) (412,067,475) $514,712,152 $362,932,525 $4,302,400 $4,532,085 $4,050,885 $29,656,295 $33,707,180 $4,183,368 $29,191,301 $33,374,669 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. 2008-09 Levy 2. Prior Years' Levies 3. Total Primary Property Taxes B. Secondary Property Taxes 1. 2008-09 Levy 2. Prior Years' Levies 3. Total Secondary Property Taxes $3,969,867 $81,018 $4,050,885 $29,063,169 $593,126 $29,656,295 5. Property Tax Rates A. City of Glendale Tax Rate 1. Primary Property Tax Rate 0.2432/$100 2. Secondary Property Tax Rate 1.3519/$100 Total Glendale Tax Rate $1.5951/$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 0.2252/$100 1.3699/$100 $1.5951/$100 $1,798,493,834 $1,857,411,683 $58,917,849 3.3% $4,183,590 ($222) * 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. 527 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Mayor - 111 10010 Office of the Mayor Asst to the Mayor Exec Administrative Asst Exec Administrative Asst II Mayor Mgmt Aide Sr Mgmt Asst Sr Secretary Program Total: Fund '05-06 '06-07 '07-08 '08-09 '09-10 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 4 4 4 4 4 4 4 4 1 4 1 4 1 2 7 2 7 2 7 4 1 1 1 4 1 1 1 7 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 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: 528 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Fund '05-06 '06-07 '07-08 '08-09 '09-10 City Clerk - 121 10210 City Clerk City Clerk Dep City Clerk Mgmt Aide Office Asst Secretary Sr Secretary 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 1 1 4 1 1 1 4 4 4 1 1 1 1 2 2 1 1 2 1 1 2 1 1 2 6 6 6 6 6 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 1 1 1 3 1 1 1 9 1 9 8 8 8 9 9 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 2 1 1 Program Total: 10220 Records Management Mgmt Aide Office Asst Records Mgmt Asst Records Supv Program Total: 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 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 1 Program Total: 4 4 4 0.5 4.5 0.5 4.5 City Auditor Total: 4 4 4 4.5 4.5 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 1 4 1 4 Intergovt. Programs - 133 10910 Intergovernmental Programs Dep Intergov Programs Dir Intergov Programs Dir Legislative Coordinator Mgmt Aide Mgmt Asst Program Total: 1000 1000 1000 1000 1000 529 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Fund '05-06 '06-07 '07-08 '08-09 '09-10 4 4 4 4 4 2360 2360 2360 2 1 1 4 2 1 1 4 3 1 1 5 3 1 1 5 3 1 1 5 2400 2400 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 2360 2360 2360 2360 2360 2360 2360 5 5 1 3 5 5 5 3 3 3 Intergovt. Programs - 133 Intergovt. Programs Total: Env. Resources - 135 17010 Environmental Resources Environmental Program Mgr Environmental Resource Dir Sr Secretary Program Total: 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: 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 530 Return to TOC 2 1 1 1 1 11 1 1 1 1 1 1 1 1 11 10 10 10 17 17 17 17 17 1 2 1 1 1 4 20 3 1 2 3 1 1 1 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 2 1 1 1 3 25 3 1 2 1 2 1 2 1 1 48 1 1 1 1 1 1 2 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '05-06 City Court - 141 10520 Court Time Payments Court Clerk I 1240 2 City Court Total: 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: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 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 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 Tourism Asst Tourism Coordinator Tourism Manager Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 '06-07 '07-08 '08-09 '09-10 46 51 51 51 49 3 4 1 1 2 1 2 3 7 1 1 2 1 2 1 2 1 5 1 27 3 8 1 2 2 1 2 1 2 3 9 1 1 2 1 2 1 2 21 3 7 1 1 2 1 2 1 2 1 5 1 27 5 1 28 5 1 28 21 27 27 28 28 1 3 1 2 1 1 2 1 1 1 1 2 1 1 1 2 1 1 1 1 2 12 1 1 1 1 1 2 12 1 1 1 1 1 2 13 1 1 1 2 1 2 14 0.5 1 0.5 1 0.5 1 0.5 1 1 1 3.5 1 1 3.5 1 1 3.5 1 1 3.5 2 1 4 2 1 1 2 1 1 12 1000 1000 1000 1000 1000 1000 1 1 1 3 531 Return to TOC 1 1 2 1 Schedule Six Authorized Staffing Dept Program Name Position Title Marketing and Comm. - 154 14110 City-Wide Special Events Special Events Coord Special Events Division Mgr Special Events Program Manager Program Total: 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 '05-06 1000 1000 1000 3 3 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 1 1 1 3 1 7 25 '06-07 '07-08 '08-09 '09-10 1 2 3 1 1 2 4 1 1 2 4 1 1 2 4 1 1 1 1 1 1 1 1 1 1 1 1 4 4 4 4 7 7 7 7 25.5 26.5 27.5 28.5 1 1 1 1 1 1000 1 1000 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: 1000 1000 1000 1000 1000 1000 532 Return to TOC 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 1 2.5 1 1 1 0.5 7 7 7 7 7 7 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 1 1 1 1 1 6 Schedule Six Authorized Staffing Dept Program Name Position Title Human Resources - 191 11020 Benefits Employee Benefits Rep Occupational Health Nurse Sr HR Analyst Program Total: 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 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: Fund '05-06 '06-07 '07-08 '08-09 '09-10 1000 1000 1000 1.5 1 1 3.5 1.75 1 1 3.75 1.75 1 1 3.75 2 1.75 1 3 1 2.75 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 0.5 1 1 1 2 1 1 1 0.75 1 1 1 0.75 1 2 0.75 1 2 5.5 6.75 7.5 1 2 1 6 1 2 1 6 1 2 2 2 1 1 2.5 1 1 1 0.75 1 2 0.75 1 5.5 5.75 3.75 4 1 1 2 1 1 1 1 3 1 1 0.75 1 0.75 3 2 2.75 1 2.75 1 1 1 1 1 1 1 1 2.5 1 2.5 1 1 5.5 5.5 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 533 Return to TOC 1 1 1 1 1 1 1 5 1 1 1 1 1 4 1 4 1 4 Schedule Six Authorized Staffing Dept Program Name Position Title Human Resources - 191 11070 Organizational Development Dep HR Dir HR Analyst HR Program Mgr Sr HR Analyst Program Total: Fund '05-06 1000 1000 1000 1000 1 1 Human Resources Total: Fac & Fin Mgmt - 210 11220 Facilities & Financial Mgmt Dep City Mgr Sr Mgmt Asst Program Total: '06-07 '07-08 '08-09 '09-10 1 1 1 1 1 2 3 1 1 3 30 30 1 1 2 1 1 2 2 2 2 2 1 2 28 30 30 1000 1000 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: 1000 1000 1000 1000 1000 Admin Svcs Admin.Total: Finance - 221 11310 Finance Administration Account Spec Dep Finance Dir Finance Dir/CFO Financial Administrative Coord Mgmt Asst Office Asst Office Support Supv Secretary Sr Secretary Program Total: 11320 Accounting Services Account Spec Account Spec II Accountant I Accountant II Accounting Mgr Office Support Supv Payroll & Accts Payable Supv Payroll Spec Secretary Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 3 1 1 1 1 1 1 1 2 1 2 1 4 1 4 3 2 2 4 4 2 1 1 2 1 1 2 1 1 1 2 1 1 1 1 1.5 1 7 2 1 7 2 1 7 2 1 9 1 2 1 8 4 4 4 3 4 5 2 5 5 2 1 1 2 1 21 5 5 2 1 1 2 1 21 5 5 2 1 1 2 0.5 1 2 18 534 Return to TOC 19 2 1 4 2 5 5 2 1 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 '05-06 '06-07 '07-08 '08-09 '09-10 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 0.5 0.5 1 1 0.5 1 1 1 1 2 3 1 2 1 3 10 1 2 1 3 11 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 Secretary Sr Account Spec Sr Customer Assistance Rep Program Total: 1 1 2 1 3 11.5 1 2 1 3 9.5 1 2 1 3 9.5 1000 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 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 1 2.75 1 1 5.75 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2 3 3 1 2 6 3 1 1 4 1 1 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 4 7 1 2 6 3 1 1 1 1 1 1 1 1 4 2.5 34.5 5 2.5 35.5 5 2.5 35.5 5 2.5 35.5 1 1 5 2.5 35.5 82.75 84.75 84.75 84.25 84.25 Program Total: 11370 Warehouse Materials Control Asst Materials Control Spec Materials Logistics Mgr Secretary 1 1 1 Finance Total: 535 Return to TOC 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 Computer Ops Supv Database Admin Dep Chief Info Tech Officer 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 Comms Admin 11530 Technology Replacement Mgmt Aide Fund '05-06 '06-07 '07-08 '08-09 '09-10 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 3 3 1 4 1 4 1 1 2 1 1 1 3 1 1 1 1 4 1 1 3 1 4 1 1 1 1 1 1 1 1 1 1 1 1 4 1 1 1 1 1 1 1 1 1 1 1 1 1 1100 Program Total: 11620 Grants Administration Grants Admin Secretary Program Total: 2 6 1 26 2 4 6 4 7 3 6 3 6 28 28 29 29 1 1 1 1 1 1 1 1 1140 27 29 30 31 31 1000 1000 1000 1000 1000 1 1 1 1 2 6 1 1 1 1 2 6 1 2 1 2 1 2 1 2 6 1 2 6 1 2 6 1000 1000 1 0.5 1.5 1 0.5 1.5 1 0.5 1.5 1 0.5 1.5 1 0.5 1.5 7.5 7.5 7.5 7.5 7.5 Info. Technology Total: Management & Budget - 241 11610 Budget & Research Asst Budget Dir Budget Analyst Budget Coord Budget Dir Sr Budget Analyst 1 Management & Budget Total: 536 Return to TOC 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 Community Srvcs Officer Police Crime Prevention Spec Police Lieutenant Police Officer Police Officer (Assignment) Police Records Tech Police Sergeant Police Volunteer Coord Secretary Program Total: Fund '05-06 '06-07 '07-08 '08-09 '09-10 1000 1000 1000 2 2 3 1 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 2 1 2 2 4 4 1 1 3 1 3 1 4 2 3 1 3 1 5 2 1 14 1 15 1 4 22 26 1 1 3 1 1 1 4 3 1 1 1 3 4 122 2 3 5 139 2 3 4 108 3 3 105.5 1 1 3 5 96 18 18 1 155 1 178 14 1 1 134 14 1 1 128.5 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 537 Return to TOC 1 1 1 2 1 1 11 1 2 3 1 1 1 12 1 120 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 Supv 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 Police Volunteer Coord 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 '05-06 '06-07 '07-08 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 3 3 3 2 5 1 3 1 4 2 45 2 6 1 1 2 1 68 5 2 45 2 6 1 1 2 1 72 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 538 Return to TOC '08-09 '09-10 3 1 3 1 1 6 3 58 5 4 48 1 7 1 1 2 5 3 56 1 7 1 3 1 3 81 80 85 1 1 1 3 1 1 3 6 1 3 1 12 9 2 3 1 2 2 4 1 2 1 9 1 2 4 1 13 4 1 14 4 1 19 4 1 21 5 1 1 4 1 29 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 1 3 4 95 12 1 116 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 Comm Sys Tech Police Comm Spec Police Comm Supv Police Comm Sys Spec Police Comm Sys Tech Police Ops Mgr Program Total: Fund '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 32 4 1 1 8.25 1 1 9 9 30 4 1 1 9 9 9 1 1 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 1 106 1 1 105 3 1 1 61.75 1 1 1 1 1 1 1000 1282 1 3 15.5 1 2 1 1 1 1 1000 1000 1000 1000 1000 1000 1 1 539 Return to TOC '09-10 8 1 1 4 3 15.5 1 2 1 1 1 3 14.5 2 1 1 1 3 1 1 44.5 31.5 1 1 1 1 1 1 8 3 1 12 9 3 1 13 9 3 1 13 23.25 4 1 1 1 30.25 26.5 5 1 1 1 34.5 1000 1000 1000 1000 '08-09 1 27.5 5 1 1 35.5 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 Computer Ops Supv Database Admin Info Technology Project Mgr Legal Asst Mgmt Aide Police Aide Police Comm Spec Police Detention Officer Police Hiring Coord Police Lieutenant Police Officer Police Records Tech Police Sergeant Police Support Srvcs Supv Police Tech Srvcs Mgr Secretary 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 33002 Victim Rights - PD Victim Assistance Caseworker Fund '05-06 1000 1000 1000 1281 1281 '06-07 1860 1840 540 Return to TOC 4 1 3 25 1 9 1 44 2 2 1 1 2 1 3 1 2 24 1 9 1 42 4 1 4 27 1 10 1 48 1 1 1 6 3 10 9 4 6 23 23 32 0.5 1 1 2 1 4 6 2530 2530 '09-10 1 4 6 33 '08-09 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 '07-08 1 75 3 4 1 1 1 1 4 1 10 9 1 1 75 3 4 1 1 1 2 1 1 118 33 42 1 1 1 118 1 1 2 1 1 2 1 1 2 1 1 2 0.5 0.5 0.5 0.5 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '05-06 '06-07 '07-08 '08-09 '09-10 Police Department - 312 33018 VOCA 2003-113 Victim Assistance Caseworker 1840 2 2 2 2 1 7652 VOCA 2002-301 Victim Assistance Caseworker 1840 1 543.5 557.5 628.5 628.5 2 3 3 1 Police Department Total: Fire Department - 331 12410 Fire Administration Asst Fire Chief Dep Fire Chief (40 hrs) Dept Accting & Budget Mgr Fire Battalion Chief (40 Hrs) Fire Budget & Project Mgr Fire Captain (52 Hrs) Fire Chief Fire Comm Outreach Coord Fire Finance/Budget Coord Mgmt Aide Mgmt Asst Secretary Sr HR Analyst Sr Secretary 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 Fire Battalion Chief (40 Hrs) Fire Captain (52 Hrs) Sr HR Analyst Program Total: 506.5 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 541 Return to TOC 1 1 1 1 1 1 0.5 1 1 0.5 0.5 4.5 3.5 4.5 1 1 1 1 2 2 1 2 1 1 1 1 1 1 4 1 1 1 3 1 2 1 1 1 2 2 1 0.5 1 13.5 1 1 3 1 1 1 2 2 1 1 1 1 1 1 1 1 2 1 1 2 1 0.5 17.5 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 12422 Fire Operations Dep Fire Chief (52 hrs) Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Fire Comm Outreach Coord Fire Crisis Response Vol Coord Fire Engineer (52 Hrs) Fire Fighter (52 Hrs) Program Total: 12430 Fire Logistical Services Adm. Asst Fire Chief 12433 Fire Resource Management Dep Fire Chief (40 hrs) Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain (40 Hrs) Fire Engineer (52 Hrs) Mgmt Asst 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: 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 542 Return to TOC '05-06 '06-07 '07-08 '08-09 3 1 3 1 4 3 5 43 49 49 36 95 177 42 94 189 1 43 94 192 49 1 1 44 83 186 3 4 5 2 49 1 1 46 84 195 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 7 1 1 1 1 1 7 1 1 1 6 1 1 1 1 3 4 1 2 1 1 2 1 1 2 1 2 3 4 3 1 1 2 1 1 2 2 1 1 1 1 '09-10 1 3 1 1 2 1 3 Schedule Six Authorized Staffing Dept Program Name Position Title Fund Fire Department - 331 12441 Fire Marshal's Office Asst Fire Marshal Fire Battalion Chief (40 Hrs) Fire Captain (52 Hrs) Fire Insp I Fire Insp II Fire Marshal Fire Protection Engineer I Mgmt Aide Plans Examiner 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: 12490 Arena - Fire Event Staffing Secretary Secretary Program Total: 12491 Ambulance Services Fire Budget & Project Mgr Fire Captain (40 Hrs) Secretary Sr Secretary Program Total: 12510 Westgate-Fire Marshal's Office Fire Insp I 1000 1000 1000 1000 12590 PS Training Ops - Fire Dep Fire Chief (40 hrs) Fire Battalion Chief (40 Hrs) Fire Captain (40 Hrs) Mgmt Aide Mgmt Asst Secretary Srvc Worker II Program Total: 2530 2530 2530 2530 2530 2530 2530 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1282 1000 1000 1000 1000 1000 '05-06 '06-07 '07-08 '08-09 '09-10 1 1 1 1 1 2 4 2 1 2 1 4 1 1 2 4 2 4 1 1 1 9 1 1 1 11 1 1 1 12 1 1 1 12 2 4 1 1 1 2 3 2 1 5 1 1 1 4 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 1 1 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 2 1 2 543 Return to TOC 1 1 12 1 1 1 1 1 1 6 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 331 12610 Fire - Special Revenue Fund Applications Analyst Comm Sys Tech Customer Assistance Rep Emergency Srvcs Coord Fire Battalion Chief (40 Hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Fire Crisis Response Vol Coord Fire Dept Staff Counselor Fire EMS Coordinator Fire Engineer (52 Hrs) Fire Fighter (52 Hrs) Fire Insp I Fire Insp II 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: 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: Fund 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 '05-06 '06-07 1 2 6 1 3 1 1 17 4 14 18 1280 2 1000 1 1 1 1 1 1 2 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 237.5 Fire Department Total: 544 Return to TOC '08-09 1 18 1000 1000 '07-08 4 17 4 23 1 '09-10 1 1 1 2 5 1 3 1 1 4 23 21 1 2 1 1 2 50 1 1 2 1 1 1 50 263.5 289.5 289.5 2 2 251.5 Schedule Six Authorized Staffing Dept Program Name Position Title Fire Department - 333 12492 Air-Med & Logistics Ops (HALO) Fire Fighter (52 Hrs) Mgmt Aide Program Total: Fund '05-06 '06-07 '07-08 1000 1000 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 Emergency Srvcs Coord Info Technology Manager Mgmt Aide Mgmt Asst Operations & Training Officer Secretary Sys Admin Sys Analyst Program Total: '09-10 3 1 4 3 1 4 4 4 1000 1 1 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 6 1 6 1 1 6 7 7 7 7 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 2 2 2 2 2 2 1 1 Homeland Security Total: Comm. Services Adm - 411 14510 Comm. Services Admin. Dep City Mgr Sr Mgmt Asst Program Total: '08-09 1000 1000 Comm. Services AdmTotal: 6 Parks & Recreation - 421 13010 Pool Maintenance Srvc Worker III (Parks) 1000 3 3 3 3 3 13020 Park Irrigation Crewleader (Parks) Srvc Worker II (Parks) Srvc Worker III (Parks) 1000 1000 1000 1 1 2 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 4 1 1 2 1 2 1 2 3 3 3 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: 545 Return to TOC 2 Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 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 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: 14620 Glendale Community Center 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: Fund '05-06 '06-07 '07-08 '08-09 '09-10 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 1 2 1 1 1 1 1 1 1 1 3 1 1 2 3 1 1 2 3 1 1 2 4 4 3 18 4 4 3 18 2 1 1 4 9 4 28 2 1 1 4 9 4 28 2 1 1 13 3 27 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 5 1 12 1 1 1 1 1 1 5 1 12 1000 1000 1000 1000 1 1 1 1 1 1 1 1 1 2 2 2 1 2 3 1 2 3 1 2 3 1 1 1 1 3 1 1 1 8 1 3 1 1 1 8 1 3 1 1 1 8 3 1 1 1 3 1000 1000 1000 1 1 1 3 1 1 1 3 1000 1000 1000 1000 1000 1000 1000 1000 1 1 3 1 6 546 Return to TOC 1 1 3 1 1 1 8 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '05-06 '06-07 '07-08 '08-09 '09-10 Parks & Recreation - 421 14640 Adult Center Rec Coord Rec Mgr Secretary Srvc Worker I (Parks) Srvc Worker II (Parks) 1000 1000 1000 1000 1000 2 1 2 1 2 1 2 1 2 1 2 1 2 1 2 2 1 2 6 6 6 1 6 1 6 1000 1000 1000 1000 1 1 8 1 11 1 1 6 1 9 1 1 4.5 1 7.5 1 1 4.5 1 7.5 1 5.25 2 8.25 1000 1000 1000 1000 1 1 0.75 1 3.75 1 1 1.75 2 5.75 1 1 1 1 1 1 2 2 2 2 1 3 2 1 3 1 3 1 5 1 3 1 5 1 3 1 5 1 1 1 Program Total: 14650 Youth and Teen Rec Coord Rec Mgr Rec Programmer 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: 14700 Marketing - Parks & Rec Mgmt Asst 14710 Park Rangers Park Mgr Park Ranger Park Ranger Supv Srvc Worker III (Parks) Program Total: 14740 Copper Canyon HS Youth Dev Prg Rec Programmer 1000 1000 1000 1000 1000 1000 2 2 2 2 1 1 2 1 1 2 1 1 2 1000 1 1 1 1 1 1000 1000 1000 1000 3 1 3 1 1 3 1 3 1 3 4 4 4 4 1 5 0.75 0.75 1000 547 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Parks & Recreation - 421 14760 Historic Sahuaro Ranch Rec Coord Rec Programmer Sr Rec Coord Program Total: 14850 Youth and Teen Self Sustaining Rec Programmer Fund '05-06 1000 1000 1000 1880 2 14860 Spec Events & Prgm Self Sust Rec Programmer 1880 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: 88.75 1000 1000 1000 1000 1000 1000 1000 1000 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: 1740 1740 1740 1740 1740 Civic Center Total: Comm. Partnerships - 441 15010 Community Revitalization Revitalization Admin Revitalization Grants Supv Program Total: '06-07 1000 1000 548 Return to TOC 5 88.75 '07-08 '08-09 '09-10 1 2 3 1 2 3 2 3 5 5 5 1 1 89.25 89.25 88.25 1 1 1 1 3 1 2 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 1 10 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 3 1 1 1 1 7 6 7 7 7 7 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 1 Schedule Six Authorized Staffing Dept Program Name Position Title Comm. Partnerships - 441 15015 Neighborhood Partnership Community Education Coord Community Volunteer Coord 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 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: 31001 CDBG Programs Account Spec II Mgmt Asst Revitalization Coord Revitalization Supv Secretary Sr Secretary Program Total: Fund '05-06 1000 1000 1000 1000 1000 1000 1000 1 1 4 1000 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 1320 1320 1320 1320 1320 1320 1000 549 Return to TOC '07-08 '08-09 '09-10 1 3 0.5 1 3 0.5 1 3 1 5 1 5.5 1 5.5 1 1 1 3 1 9 1 1 1 3 1 10 1 1 1 3 1 10 1 1 1 2 1 1 1 25 1 1 2 2 1 1 25 1 1 2 1 5 1 1000 Comm. PartnershipsTotal: Library & Arts - 452 15210 Historic Sahuaro Ranch Arts & Cultural Admin 1 1 '06-07 0.5 1 1 1 1 1 3 1 9 1 3 1 10 1 1 1 1 1 2 1 1 1 25 1 3 1 1 1 25 1 1 1 3 1 1 1 25 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 1 0.75 4 1 1 1 8.75 40.75 40.75 41.25 41.25 41.25 1 Schedule Six Authorized Staffing Dept Program Name Position Title Library & Arts - 452 15220 Library Account Spec Computer Ops Supv Courier Creative Designer 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 Coord 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 Fund '05-06 '06-07 '07-08 '08-09 '09-10 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 4.5 22.75 6 1 1 1 1 5.5 21.75 6 2 1 1 2 2.5 5 13.75 11.26 1 3 5 13.25 11.26 1 2 1 1 1 3.5 21.25 6 4 3 3 13.75 11.26 1 5 5 5 5 5 5 2.5 21.25 6 4 3 3 13.75 11.26 1 1 6 5 1 1 2 2 86.76 1 1 2 2 86.76 1 1 1 1 1.5 22.25 6 4 3 3 13.75 11.26 1 1 6 4 2 1 1 3 86.76 3 86.76 3 86.76 1 1 1 87.76 87.76 1 1 1000 1220 Library & Arts Total: Grants - 470 32123 Domestic Violence Grant Mgmt Asst 32136 DV Pilot Project Grant Mgmt Asst 1 1 87.76 88.76 87.76 1 1 1840 1840 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: 1000 1000 1000 1000 550 Return to TOC 1 1 1 1 4 1 1 1 1 1 1 1 1 1 4 1 1 1 1 4 1 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '05-06 '06-07 '07-08 '08-09 '09-10 4 4 4 1 1 1 9 4 1 1 4 8 1 1 4 7 1 1 4 7 1 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 3 1 5 1 1 1 1 26 1 2 2 4 1 1 2 2 4 1 1 2 2 4 1 10 10 10 1 2 2 2 1 2 10 1 2 2 2 1 2 10 9 9 1 1 Community Dev Admin - 511 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: 15710 Stadium - Development Services Bldg Insp Spec 17510 Cross Connection Control Bldg Insp Cross Connection Control Spec 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 6 4 1 1 1 3 1 2 2 4 1 1 1 1 10 1 11 2 1 10 1 15 1 12 1280 11 3 2400 2400 2400 2400 1 1 0.75 1 1 0.75 1 1 1 2.75 2.75 0.75 1 2.75 0.75 1 2.75 0.75 1 2.75 55.75 51.75 53.75 50.75 38.75 Building Safety Total: 551 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title 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 Principal Planner Sr Planner Program Total: 15940 Long-Range Planning & Research Dep Planning Dir Planner Planning Tech Sr Planner Program Total: Fund '05-06 1000 1000 1000 1000 1000 1 1 2 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 Planning Total: Economic Development - 540 16010 Economic Development Asst Economic Development Dir Economic Development Admin Economic Development Dir Mgmt Asst Sr Marketing & Comm Mgr Program Total: 16040 Downtown Beaut. & Promotion Secur Officer Srvc Worker II Program Total: 1000 1000 1000 1000 1000 '06-07 '07-08 '08-09 '09-10 1 1 1 1 5 1 2 1 1 5 1 3 5 1 3 5 1 3 5 1 1 1 1 4 1 1 1 1 4 2 1 1 1 5 1 1 1 1 2 2 4 10 2 2 4 10 1 1 1 1 4 3 1 1 1 3 3 7 3 9 1 1 3 1 2 8 1 1 1 1 1 3 1 1 3 1 1 3 1 1 1 1 4 19 21 21 19 19 3 1 1 1 6 3 1 1 1 6 4 1 1 1 7 4 1 1 6 2 2 4 2 2 4 2 2 4 10 11 10 1 1 2 1 1 5 1000 1000 Economic DevelopmentTotal: 5 552 Return to TOC 6 Schedule Six Authorized Staffing Dept Program Name Position Title 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: Fund 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: 13420 Cemetery Crewleader (Parks) Srvc Worker II (Parks) Srvc Worker III (Parks) Program Total: 13440 Graffiti Removal 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: 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 553 Return to TOC '05-06 '06-07 '07-08 '08-09 '09-10 1 1 2 7 4 1 1 1 2 7 4 2 1 1 1 2 6 5 2 1 1 1 2 4 3 6 1 19.5 2.5 1 19.5 2.5 1 21.5 2.5 1 21.5 2.5 1 21.5 19.5 19.5 21.5 21.5 21.5 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 2 1 1 1 1 2 1 1 1 1 2 1 1 1 1 8 1 1 8 1 1 8 1 1 8 1 1 1 1 1 1 1 1 2 2 2 1 2 1 2 3 3 1 2 3 1 2 3 1 1 2 4 1 1 2 4 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 1 1 8 4 1 1 3.5 2 1 1 1 3 1 10 Schedule Six Authorized Staffing Dept Program Name Position Title Fund '05-06 '06-07 '07-08 '08-09 '09-10 Field Operations - 620 13460 Custodial Services Custodial Supv Custodian Custodian Lead 1000 1000 1000 2 14 4 20 2 14 4 20 2 14 4 20 1 15 4 20 1 15 4 20 1 3 4 1 3 4 1 3 4 1 2 10 16 1 1 2 1 1 2 10 16 1 1 2 1 1 5 10 17 1 1 1 5 9 16 1 1 2 2 2 2 2 2 2 2 1 2 38 1 2 41 1 2 41 1 1 41 1 1 1 40 1040 1 1 1 1 1 1340 1340 1340 1340 1340 1340 2 2 1 6 7 1 17 1 7 6 1 17 2 1 1 8 4 1 17 2 1 1 8 4 1 17 2 1 1 8 3 1 16 7 1 2 7 1 1 7 1 1 1 7 18 1 3 40 1 8 18 1 3 40 1 8 18 1 3 40 7 1 1 1 7 2 1 1 9 17 1 3 40 6 14 1 3 35 Program Total: 13480 PS Training Ops - Fac. Mgmt. Building Maintenance Worker Custodian Program Total: 13510 Equipment Management Buyer I Equip Mechanic I Equip Mechanic II Equip Mechanic Spec Equip Mgmt Supt Fleet Sys Coord Fleet Tire Spec Paint & Body Spec PC Support Spec I Shop Maint Coord Shop Services Supervisor Shop Supv Sr Equipment Mechanic Sp Srvc Worker I Srvc Writer Welder\Fabricator Program Total: 13530 Parts Store Operations Buyer II 16710 Right-of-Way Maintenance Crewleader (Streets) Engineering Insp II 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: 2530 2530 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1040 1340 1340 1340 1340 1340 1340 1340 1340 1340 554 Return to TOC 2 8 15 1 2 1 1 2 1 1 1 Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 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 Landfill Supt Sanitation Supt Sr Budget Analyst Program Total: 17740 Recycling Recycling Coord Sanitation Insp Sr Sanitation Insp 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 Srvc Worker II (Landfill) Program Total: 17810 Sanitation Roll-off Account Spec II Equip Operator (Sanitation) Program Total: Fund '05-06 '06-07 '07-08 '08-09 '09-10 1340 1340 4 1 5 4 1 5 4 1 5 4 1 5 2 1 3 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 1 1 4 1 1 1 5 1 1 1 5 1 1 1 2 1 1 1 2 2 4 19 1 1 5 1 1 2 3 16 1 1 1 1 2 4 18 1 1 5 1 1 1 1 2 2 4 19 1 1 2 2 4 19 2440 2440 2440 2440 2440 3 1 1 1 1 7 3 1 1 1 1 7 3 1 1 1 1 7 1 1 1 1 1 5 1 1 1 1 1 5 2440 2440 2440 1 3 1 5 1 4 1 6 1 4 1 6 1 4 1 6 1 4 1 6 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 1 1 1 1 4 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 2 1 1 3 2 1 1 3 2 11 11 11 11 1 1 1 2 2 11 3 3 3 3 4 4 1 4 5 1 4 5 2480 2480 555 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Field Operations - 620 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) Equipment Operator (Streets) Sanitation Insp Sanitation Supv Program Total: Fund 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 2480 Field Operations Total: Engineering - 631 13720 Engineering Administration City Engineer Engineering Project Coord Engineering Project Mgr Mgmt Asst Office Support Supv Property Agent Property Mgr Sr Secretary Program Total: 1000 1000 1000 1000 1000 1000 1000 1000 556 Return to TOC '05-06 '06-07 '07-08 '08-09 '09-10 1 1 9 1 1 1 1 9 1 1 1 9 1 1 1 1 9 1 1 1 9 1 14 1 13 1 13 1 2 15 1 2 15 2 1 1 1 38 2 1 2 32 1 1 1 40 2 1 2 32 1 2 2 2 31 1 2 2 2 31 1 2 40 2 40 2 40 12 12 1 15 1 15 1 1 14 1 1 14 1 1 18 1 1 18 1 15 2 1 1 20 265 270 280 282 275 1 1 1 1 1 1 1 1 1 1 1 2 5 1 1 2 7 33 1 2 4 2 4 2 4 Schedule Six Authorized Staffing Dept Program Name Position Title Engineering - 631 13730 CIP Administration Assoc Civil Engineer Asst City Engineer Engineering Project Mgr Engineering Tech II Landscape Architect Mgmt Aide Mgmt Asst Principal Engineer 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 Sr Civil Engineer Program Total: 13760 Real Estate Services Property Agent Property Mgr Program Total: 13770 Mapping and Records Engineering Tech II Sr Civil Engineer Sr Engineering Tech Program Total: 13780 Land Development Division Asst City Engineer Landscape Architect Mgmt Aide Sr Civil Engineer Program Total: 13790 Construction Inspection Construction Engineering Supv Engineering Insp II Engineering Project Mgr Sr Engineering Insp Program Total: 13800 Materials Testing Materials Tech Sr Materials Tech Program Total: Fund '05-06 '06-07 '07-08 '08-09 '09-10 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 3 1 1 9 4 1 1 10 4 1 9 1 5 1 1 1 2 1 1 1 1 2 1 3 1 15 15 1000 1000 1000 1 1 2 4 1 1 2 4 1 1 2 4 1000 1000 2 1 3 2 1 3 2 1 3 1000 1000 2 1 3 2 1 3 2 1 3 1 1 2 1000 1000 1000 2 1 1 4 2 2 1 1 1 3 1 3 1 2 1 2 1000 1000 1000 1000 1 1 1 2 5 1 1 1 1 1 2 4 1 3 5 1 3 5 1 3 5 1000 1000 1000 1000 1 3 1 3 1 3 1 3 3 7 3 7 3 7 3 7 3 1 3 7 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 1000 1000 557 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Engineering - 631 13820 Utility Inspection Engineering Insp II Engineering Utility Coord Program Total: 16310 Transportation Engineering Pgm Principal Engineer Sr Civil Engineer Program Total: Fund '05-06 '06-07 '07-08 '08-09 '09-10 1000 1000 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 1 1 1 1 1 1 1 1 1 46 45 45 43 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 1 1 1 3 1660 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 Sr. Trans Analyst Trans Coord Program Total: 16525 Transit Management Mgmt Aide Sr Secretary Transit Administrator Transit Mgr Program Total: 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 Program Total: 1760 1760 1760 1760 1660 1660 1660 1660 1660 1660 1660 1 1 1 2 2 3 3 1 1 1 1 1 1 1 1 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 558 Return to TOC 4.75 6.5 1 1 1 1 1 1 1 1 21.5 3 34.25 1 1 24.75 3 39.25 6.5 6 1 1 1 1 2 2 17.75 1 39.25 1 1 1 1 1 1 2 4 1 2 4 6.5 7 1 1 5.5 8 1 1 2 2 16.75 1 35.25 16.75 1 35.25 Schedule Six Authorized Staffing Dept Program Name Position Title Transportation - 632 16570 Intelligent Transportation Sys Intelligent Trans Sys Analyst Intelligent Trans Sys Mgr Intelligent Trans Sys Tech Principal Engineer 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 Intelligent Trans Sys Tech Mgmt Aide Secretary Sr Mgmt Asst Sr Secretary Trans Dir Program Total: 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: Fund '05-06 '06-07 '07-08 '08-09 '09-10 1660 1660 1660 1660 1660 1660 1 1 1 1 1 1 1 1 1 1 1 1 1 4 1 1 5 1 1 5 1 1 5 1 1 1 1 1660 1 1 1 1 1 1340 1340 1340 1340 1340 1340 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 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 1 1 1 1 1 3 1 1 1 1 5 1 1 1 1 5 1 1 1 1 5 1 1 1 1 2 1 1 2 1 1 2 1 1 1 1 2 2 1 1 1 2 1 1 1 1 1 1 1 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 1340 559 Return to TOC 1 1 5 1 1 1 5 Schedule Six Authorized Staffing Dept Program Name Position Title Transportation - 632 16940 Traffic Studies Principal Engineer 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 '05-06 '06-07 '07-08 '08-09 1340 1340 1340 1340 1340 1340 1 1 1 1 1 1 1 1 1 1 1 1 4 1 1 4 2 1 5 2 1 5 1 1 1 1 1 1 1 3 1 3 1 3 1 1 1 1 3 3 81.25 88.25 89.25 90.25 90.25 1 1 1 1 1 1 2 1 2 1 1 9 2 1 1 1 1 8 1 2 1 1 1 1 1 1 1 10 1 2 1 1 1 1 1 1 1 10 1 1 1 1 1 1 1 1 1 4 1340 1340 1340 1340 1340 Transportation Total: Utilities - 641 17110 Utilities Administration Account Spec Dep Utilities Dir Dept Accting & Budget Mgr Mgmt Aide Secretary Sr Civil Engineer Sr Mgmt Asst Sr Secretary Utilities Dir Program Total: 17115 Safety Administration Sr Mgmt Asst Util Safety Spec Program Total: 17120 Information Management GIS Coord PC Support Spec I PC Support Specialist II Sys Admin Utilities Network Engineer Utilities Technology Mgr Utility Data Coord Program Total: 17130 Public Service Representatives Public Srvc Rep 2360 2360 2360 2360 2360 2360 2360 2360 2360 1 1 2 2 1 1 8 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 560 Return to TOC 1 1 1 '09-10 1 1 2 1 1 5 2 1 1 6 1 2 1 1 6 1 2 1 1 6 1 2 1 1 6 3 4 4 4 4 Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 17140 System Security Secur Officer Sr Mgmt Asst Util Safety Spec Util Safety/Security Coor Utilities Secur Supt Program Total: 17160 Arrowhead Reclamation Plant Plant Maint Mechanic II Sr Plant Instrument Tech Sr Water Reclam Facility Oper 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: 17220 Irrigation Crewleader (Water) 17240 Central System Control HR Program Mgr 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: Fund '06-07 '07-08 '08-09 '09-10 1 5 5 1 1 1 2 2 1 8 1 1 1 8 5 1 2360 2360 2360 2360 2360 1 1 1 4 1 8 2 1 1 7 1 12 2 1 2 7 1 13 2 1 2 7 1 13 2 1 2 7 1 13 2360 2360 2360 2360 2360 2360 2360 2360 2360 1 1 1 1 1 1 1 1 1 1 1 1 2 6 1 7 1 1 14 1 1 1 1 1 1 1 1 1 1 8 1 1 14 8 1 8 1 14 14 1 1 1 12 15 1 1 1 12 15 1 1 2360 2360 2360 2360 2360 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 561 Return to TOC '05-06 1 13 2 1 2 12 15 1 12 15 1 1 1 12 15 1 1 1 1 1 1 1 1 1 5 1 1 1 10 5 5 1 1 1 10 1 1 9 1 1 1 1 8 1 1 1 5 1 5 1 1 9 9 Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 17250 Pyramid Peak Plant 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 Plant Instrument Tech 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: 17300 Meter Maintenance Sr Utility Sys Tech Utilities Supv Utility Locator Utility Sys Tech I Utility Sys Tech II Program Total: Fund '05-06 '06-07 '07-08 '08-09 '09-10 2400 2400 2400 2400 1 1 1 6 9 1 1 1 7 10 1 1 1 6 9 1 1 1 7 10 1 1 1 7 10 2400 2400 2400 2400 2400 1 1 1 1 1 1 1 1 1 4 7 1 6 9 1 6 9 2 5 9 1 1 2 5 9 2400 2400 1 2 3 1 1 2400 2400 2400 2400 2400 2400 1 1 1 1 1 1 1 1 1 1 5 5 2 1 1 1 1 6 2 1 1 1 1 6 2 1 1 1 1 6 2 2 15 8 27 2 2 17 9 30 1 2 2 16 9 30 1 2 2 16 9 30 1 2 2 16 9 30 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 1 4 3 2 11 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 562 Return to TOC Schedule Six Authorized Staffing Dept Program Name Position Title Utilities - 641 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: Fund '05-06 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 Utilities Total: Grand Total '06-07 '07-08 '08-09 '09-10 1 2 1 1 1 1 1 1 1 1 6 1 15 1 1 1 1 1 1 1 1 5 2 15 1 1 1 1 1 1 1 1 5 2 15 2 1 3 6 2 1 3 6 2 1 3 6 2 1 3 6 1 1 1 1 9 6 19 187 1 1 1 3 5 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 19 146 165 186 187 1,916.01 2,031.51 2,100.51 2,204.51 2,182.51 563 Return to TOC Schedule Seven - SUMMARY Long Term Debt Service FY 2009-10 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt MPC Bonds - Series 2003A - Arena Tax Exempt MPC Bonds - Series 2003B - Arena Taxable MPC Bonds - Series 2004A - Refund Imp Dist MPC Bonds - Series 2006A - GRPSTC/Zanjero MPC Bonds - Series 2008A (Tax Exempt) - H/Conv/Media MPC Bonds - Series 2008B (Taxable) - H/Conv/Media MPC Bonds - Series 2008C (Taxable) - H/Conv/Media AMFP Series 14 - Arena AMFP Refunding Series 16 - Arena Sub-Total Excise Tax Funded Debt 6/1/2003 6/1/2003 5/1/2004 6/1/2006 6/1/2008 6/1/2008 6/1/2008 6/28/2002 7/31/2003 1,515,000 220,000 850,000 1,195,000 65,000 1,705,000 5,550,000 2,163,331 5,288,884 368,500 1,553,775 1,465,106 3,091,047 416,011 259,763 340,750 14,947,167 5,000 5,000 5,000 5,000 5,000 5,000 30,000 3,683,331 5,513,884 1,223,500 2,748,775 1,470,106 3,161,047 2,126,011 259,763 340,750 20,527,167 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 6/1/2006 6/1/2006 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 (2 of 2) Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 Subordinate Lien W&S Rev 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 12/1/2003 2/7/2006 6/15/2007 2/1/2008 1/1/2001 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 37,631,490 42,479,314 Property Tax Funded Debt General Obligation Bonds - Series 2000 General Obligation Bonds - Series 2002 General Obligation Bonds - Series 2003 (1 of 2) General Obligation Bonds - Series 2004 g Bonds - Series 2005 General Obligation General Obligation Bonds - Series 2006A General Obligation Bonds - Series 2006B General Obligation Bonds - Series 2007 General Obligation Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Total Debt Service Payments (All Funds) (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 564 Return to TOC 452,650 80,563,454 Schedule Seven - SUMMARY Long Term Debt Service FY 2010-11 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt MPC Bonds - Series 2003A - Arena Tax Exempt MPC Bonds - Series 2003B - Arena Taxable MPC Bonds - Series 2004A - Refund Imp Dist MPC Bonds - Series 2006A - GRPSTC/Zanjero MPC Bonds - Series 2008A (Tax Exempt) - H/Conv/Media MPC Bonds - Series 2008B (Taxable) - H/Conv/Media MPC Bonds - Series 2008C (Taxable) - H/Conv/Media AMFP Series 14 - Arena AMFP Refunding Series 16 - Arena Sub-Total Excise Tax Funded Debt 6/1/2003 6/1/2003 5/1/2004 6/1/2006 6/1/2008 6/1/2008 6/1/2008 6/28/2002 7/31/2003 1,330,000 305,000 1,565,000 1,250,000 95,000 210,000 1,785,000 6,540,000 2,117,881 5,280,722 343,000 1,494,025 1,465,106 3,087,508 348,527 259,763 340,750 14,737,281 5,000 5,000 5,000 5,000 5,000 5,000 30,000 3,452,881 5,590,722 1,913,000 2,744,025 1,565,106 3,302,508 2,138,527 259,763 340,750 21,307,281 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 6/1/2006 6/1/2006 6/26/2007 1,650,000 1,600,000 3,245,000 2,235,000 1,210,000 1,720,000 1,625,000 3,385,000 16,670,000 43,313 1,162,750 1,314,400 1,057,100 247,275 1,040,331 453,250 2,334,450 7,652,869 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 340,000 1,698,313 2,767,750 4,564,400 3,297,100 1,462,275 2,765,331 2,083,250 5,724,450 300,000 24,662,869 Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 General Obligation Bonds - Series 2003 (2 of 2) Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 Subordinate Lien W&S Rev 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 12/1/2003 2/7/2006 6/15/2007 2/1/2008 1/1/2001 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 41,627,845 40,902,312 Property Tax Funded Debt General Obligation Bonds - Series 2000 General Obligation Bonds - Series 2002 General Obligation Bonds - Series 2003 (1 of 2) General Obligation Bonds - Series 2004 g Bonds - Series 2005 General Obligation General Obligation Bonds - Series 2006A General Obligation Bonds - Series 2006B General Obligation Bonds - Series 2007 General Obligation Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Total Debt Service Payments (All Funds) (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 565 Return to TOC 447,000 82,977,157 Schedule Seven - SUMMARY Long Term Debt Service FY 2011-12 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt MPC Bonds - Series 2003A - Arena Tax Exempt MPC Bonds - Series 2003B - Arena Taxable MPC Bonds - Series 2004A - Refund Imp Dist MPC Bonds - Series 2006A - GRPSTC/Zanjero MPC Bonds - Series 2008A (Tax Exempt) - H/Conv/Media MPC Bonds - Series 2008B (Taxable) - H/Conv/Media MPC Bonds - Series 2008C (Taxable) - H/Conv/Media AMFP Series 14 - Arena AMFP Refunding Series 16 - Arena Sub-Total Excise Tax Funded Debt 6/1/2003 6/1/2003 5/1/2004 6/1/2006 6/1/2008 6/1/2008 6/1/2008 6/28/2002 7/31/2003 1,390,000 390,000 1,665,000 1,315,000 470,000 1,730,000 6,960,000 2,077,981 5,268,735 264,750 1,431,525 1,462,256 3,076,071 270,416 259,763 340,750 14,452,246 5,000 5,000 5,000 5,000 5,000 5,000 30,000 3,472,981 5,663,735 1,934,750 2,746,525 1,467,256 3,551,071 2,005,416 259,763 340,750 21,442,246 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 6/1/2006 6/1/2006 6/26/2007 1,745,000 1,660,000 3,360,000 2,350,000 1,250,000 1,785,000 1,715,000 3,520,000 17,385,000 46,242 1,098,750 1,184,600 970,494 203,413 971,531 372,000 2,190,588 7,037,617 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 340,000 1,796,242 2,763,750 4,549,600 3,325,494 1,458,413 2,761,531 2,092,000 5,715,588 300,000 24,762,617 Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 General Obligation Bonds - Series 2003 (2 of 2) Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 Subordinate Lien W&S Rev 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 12/1/2003 2/7/2006 6/15/2007 2/1/2008 1/1/2001 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 43,495,198 39,272,273 Property Tax Funded Debt General Obligation Bonds - Series 2000 General Obligation Bonds - Series 2002 General Obligation Bonds - Series 2003 (1 of 2) General Obligation Bonds - Series 2004 g Bonds - Series 2005 General Obligation General Obligation Bonds - Series 2006A General Obligation Bonds - Series 2006B General Obligation Bonds - Series 2007 General Obligation Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Total Debt Service Payments (All Funds) (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 566 Return to TOC 447,000 83,214,471 Schedule Seven - SUMMARY Long Term Debt Service FY 2012-13 Bond Description Date of Issue Principal Interest Other Fees Total Excise Tax Funded Debt MPC Bonds - Series 2003A - Arena Tax Exempt MPC Bonds - Series 2003B - Arena Taxable MPC Bonds - Series 2004A - Refund Imp Dist MPC Bonds - Series 2006A - GRPSTC/Zanjero MPC Bonds - Series 2008A (Tax Exempt) - H/Conv/Media MPC Bonds - Series 2008B (Taxable) - H/Conv/Media MPC Bonds - Series 2008C (Taxable) - H/Conv/Media AMFP Series 14 - Arena AMFP Refunding Series 16 - Arena Sub-Total Excise Tax Funded Debt 6/1/2003 6/1/2003 5/1/2004 6/1/2006 6/1/2008 6/1/2008 6/1/2008 6/28/2002 7/31/2003 1,375,000 480,000 1,765,000 1,380,000 740,000 1,570,000 7,310,000 2,034,544 5,252,745 181,500 1,365,775 1,462,256 3,050,475 190,905 259,763 340,750 14,138,712 5,000 5,000 5,000 5,000 5,000 5,000 30,000 3,414,544 5,737,745 1,951,500 2,745,775 1,467,256 3,795,475 1,765,905 259,763 340,750 21,478,712 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 6/1/2006 6/1/2006 6/26/2007 1,845,000 1,730,000 3,530,000 2,440,000 1,295,000 1,850,000 1,810,000 3,660,000 18,160,000 49,584 1,032,350 1,050,200 876,494 158,100 882,281 286,250 2,040,988 6,376,247 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 340,000 1,899,584 2,767,350 4,585,200 3,321,494 1,458,100 2,737,281 2,101,250 5,705,988 300,000 24,876,247 Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 General Obligation Bonds - Series 2003 (2 of 2) Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 Subordinate Lien W&S Rev 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 12/1/2003 2/7/2006 6/15/2007 2/1/2008 1/1/2001 970,000 2,830,000 3,745,000 1,840,000 2,540,000 778,585 12,703,585 288,550 3,734,000 3,434,231 1,884,750 2,518,113 350,197 12,209,841 2,000 5,000 5,000 5,000 50,000 67,000 1,260,550 6,569,000 7,184,231 3,729,750 5,058,113 1,178,782 24,980,426 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 2,525,000 1,670,000 4,195,000 202,644 301,225 503,869 5,000 5,000 10,000 2,732,644 1,976,225 4,708,869 Transportation Sales Tax Bond Debt Service Transportation Sales Tax Obligations Bond Sub-Total Trans S/Tax Bond Debt Service 10/16/2007 3,005,000 3,005,000 4,321,281 4,321,281 - 7,326,281 7,326,281 45,373,585 37,549,949 Property Tax Funded Debt General Obligation Bonds - Series 2000 General Obligation Bonds - Series 2002 General Obligation Bonds - Series 2003 (1 of 2) General Obligation Bonds - Series 2004 g Bonds - Series 2005 General Obligation General Obligation Bonds - Series 2006A General Obligation Bonds - Series 2006B General Obligation Bonds - Series 2007 General Obligation Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Total Debt Service Payments (All Funds) (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 567 Return to TOC 447,000 83,370,534 Schedule Seven - SUMMARY Long Term Debt Service FY 2014 - Beyond Bond Description Date of Issue Other Fees Total Principal Interest 6/1/2003 6/1/2003 5/1/2004 6/1/2006 6/1/2008 6/1/2008 6/1/2008 6/28/2002 7/31/2003 41,635,000 95,195,000 1,865,000 25,675,000 32,220,000 49,865,000 2,350,000 5,055,000 7,250,000 261,110,000 22,833,888 68,455,575 93,250 10,027,075 17,519,563 39,798,901 166,112 4,820,681 6,985,375 170,700,418 5,000 5,000 5,000 5,000 5,000 5,000 5,000 35,000 64,473,888 163,655,575 1,963,250 35,707,075 49,744,563 89,668,901 2,521,112 9,875,681 14,235,375 431,845,418 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 6/1/2006 6/1/2006 6/26/2007 4,015,000 19,735,000 20,075,000 17,165,000 2,740,000 17,910,000 3,915,000 40,960,000 126,515,000 108,161 5,139,388 2,439,750 2,891,400 163,719 3,812,475 296,250 10,172,988 25,024,130 10,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 300,000 345,000 4,133,161 24,879,388 22,519,750 20,061,400 2,908,719 21,727,475 4,216,250 51,137,988 300,000 151,884,130 Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 General Obligation Bonds - Series 2003 (2 of 2) Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 Subordinate Lien W&S Rev 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 12/1/2003 2/7/2006 6/15/2007 2/1/2008 1/1/2001 5,515,000 71,850,000 69,210,000 37,235,000 53,560,000 8,476,094 245,846,094 670,000 33,417,750 23,988,219 15,025,075 22,336,425 1,682,945 97,120,414 2,000 5,000 5,000 5,000 50,000 67,000 6,187,000 105,272,750 93,203,219 52,265,075 75,896,425 10,209,039 343,033,508 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 2,620,000 5,435,000 8,055,000 104,800 449,875 554,675 5,000 5,000 10,000 2,729,800 5,889,875 8,619,675 Transportation Sales Tax Bond Debt Service Transportation Sales Tax Obligations Bond Sub-Total Trans S/Tax Bond Debt Service 10/16/2007 91,140,000 91,140,000 48,087,606 48,087,606 732,666,094 341,487,244 Excise Tax Funded Debt MPC Bonds - Series 2003A - Arena Tax Exempt MPC Bonds - Series 2003B - Arena Taxable MPC Bonds - Series 2004A - Refund Imp Dist MPC Bonds - Series 2006A - GRPSTC/Zanjero MPC Bonds - Series 2008A (Tax Exempt) - H/Conv/Media MPC Bonds - Series 2008B (Taxable) - H/Conv/Media MPC Bonds - Series 2008C (Taxable) - 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 (1 of 2) General Obligation Bonds - Series 2004 g Bonds - Series 2005 General Obligation General Obligation Bonds - Series 2006A General Obligation Bonds - Series 2006B General Obligation Bonds - Series 2007 General Obligation Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Total Debt Service Payments (All Funds) (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 568 Return to TOC 457,000 139,227,606 139,227,606 1,074,610,338 Schedule Seven - SUMMARY Long Term Debt Service Grand Totals Bond Description Date of Issue Other Fees Total Principal Interest 6/1/2003 6/1/2003 5/1/2004 6/1/2006 6/1/2008 6/1/2008 6/1/2008 6/28/2002 7/31/2003 47,245,000 96,590,000 7,710,000 30,815,000 32,315,000 51,350,000 9,140,000 5,055,000 7,250,000 287,470,000 31,227,625 89,546,660 1,251,000 15,872,175 23,374,288 52,104,001 1,391,970 5,859,731 8,348,375 228,975,825 25,000 25,000 25,000 5,000 25,000 25,000 25,000 155,000 78,497,625 186,161,660 8,986,000 46,692,175 55,714,288 103,479,001 10,556,970 10,914,731 15,598,375 516,600,825 6/1/2000 6/1/2002 4/1/2003 6/1/2004 6/1/2005 6/1/2006 6/1/2006 6/26/2007 10,820,000 26,260,000 33,345,000 26,340,000 7,665,000 24,925,000 9,065,000 54,780,000 193,200,000 328,680 9,657,388 7,428,750 6,938,588 1,062,195 7,813,351 1,861,001 19,203,663 54,293,614 30,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 1,500,000 1,705,000 11,178,680 35,942,388 40,798,750 33,303,588 8,752,195 32,763,351 10,951,001 74,008,664 1,500,000 249,198,615 Water & Sewer Revenue Funded Debt Water & Sewer Revenue Bonds - Series 2000 General Obligation Bonds - Series 2003 (2 of 2) Subordinate Lien W&S Rev Bonds - Series 2003 Subordinate Lien W&S Rev Bonds - Series 2006 Subordinate Lien W&S Rev 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 12/1/2003 2/7/2006 6/15/2007 2/1/2008 1/1/2001 6,655,000 9,160,000 80,000,000 80,000,000 43,230,000 63,255,000 11,424,212 293,724,212 382,663 2,040,800 48,940,250 38,432,344 22,963,788 32,879,200 3,249,956 148,889,000 5,000 10,000 25,000 25,000 25,000 250,000 340,000 7,042,663 11,210,800 128,965,250 118,457,344 66,218,788 96,134,200 14,924,168 442,953,211 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 10,510,000 11,735,000 23,910,000 89,494 1,364,256 2,029,975 3,483,725 650 25,000 25,000 50,650 1,755,144 11,899,256 13,789,975 27,444,375 Transportation Sales Tax Bond Debt Service Transportation Sales Tax Obligations Bond Sub-Total Trans S/Tax Bond Debt Service 10/16/2007 102,490,000 102,490,000 66,048,931 66,048,931 - 168,538,931 168,538,931 900,794,212 501,691,095 Excise Tax Funded Debt MPC Bonds - Series 2003A - Arena Tax Exempt MPC Bonds - Series 2003B - Arena Taxable MPC Bonds - Series 2004A - Refund Imp Dist MPC Bonds - Series 2006A - GRPSTC/Zanjero MPC Bonds - Series 2008A (Tax Exempt) - H/Conv/Media MPC Bonds - Series 2008B (Taxable) - H/Conv/Media MPC Bonds - Series 2008C (Taxable) - 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 (1 of 2) General Obligation Bonds - Series 2004 g Bonds - Series 2005 General Obligation General Obligation Bonds - Series 2006A General Obligation Bonds - Series 2006B General Obligation Bonds - Series 2007 General Obligation Bond Arbitrage (1) Sub-Total Property Tax Funded Debt Total Debt Service Payments (All Funds) (1) note, arbitrage is subject to change each year based on calc's performed by consultants. 569 Return to TOC 2,250,650 1,404,735,958 Schedule Seven – DETAIL Long-Term Debt Service $49,940,000 City of Glendale, Arizona Municipal Property Corporation Excise Tax Revenue Bonds, Series 2003A – Arena Tax Exempt Date: June 1, 2003, maturing in 2033. Interest: Semi‐annual each January and July, commencing July 1, 2003. Interest accrues at rates ranging from 2.500% to 5.000% Purpose: The Series 2003A (taxable) bonds were issued to pay for the cost of constructing, equipping and furnishing the arena complex and related facilities, including parking and other public infrastructure. Debt Service: Fiscal Year Prior Years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2028 2029‐2033 Total Principal 2,695,000 1,515,000 1,330,000 1,390,000 1,375,000 8,695,000 11,305,000 7,660,000 13,975,000 49,940,000 570 Return to TOC Interest 8,884,075 2,163,331 2,117,881 2,077,981 2,034,544 9,267,675 6,715,475 4,660,238 2,190,500 40,111,700 Total 11,579,075 3,678,331 3,447,881 3,467,981 3,409,544 17,962,675 18,020,475 12,320,238 16,165,500 90,051,700 Schedule Seven – DETAIL Long-Term Debt Service $97,040,000 City of Glendale, Arizona Municipal Property Corporation Excise Tax Revenue Bonds, Series 2003B – Arena Taxable Date: June 1, 2003, maturing in 2033. Interest: Semi‐annual each January and July, commencing July 1, 2003. Interest accrues at rates ranging from 2.380% to 5.580% Purpose: The Series 2003B (tax‐exempt) bonds were issued to pay for the cost of constructing, equipping and furnishing the arena complex and related facilities, including parking and other public infrastructure. Debt Service: Fiscal Year Prior Years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2028 2029‐2033 Total Principal 450,000 220,000 305,000 390,000 480,000 7,480,000 19,000,000 36,095,000 32,620,000 97,040,000 571 Return to TOC Interest 21,193,316 5,288,884 5,280,722 5,268,735 5,252,745 25,708,125 22,453,269 15,399,405 4,894,776 110,739,976 Total 21,643,316 5,508,884 5,585,722 5,658,735 5,732,745 33,188,125 41,453,269 51,494,405 37,514,776 207,779,976 Schedule Seven – DETAIL Long-Term Debt Service $10,880,000 City of Glendale, Arizona Municipal Property Corporation Excise Tax Revenue Bonds, Series 2004A – Refund Imp Dist Date: May 1, 2004, maturing in 2014. Interest: Semi‐annual each January and July, commencing January 1, 2005. Interest accrues at rates ranging from 2.000% to 5.000% Purpose: The Series 2004A bonds were issued to pay for the refunding of the City of Glendale Special Improvement District No. 57 Bonds and the City of Glendale Special Improvement District No. 59 Bonds. Debt Service: Fiscal Year Prior Years 2010 2011 2012 2013 2014 Total Principal 3,170,000 850,000 1,565,000 1,665,000 1,765,000 1,865,000 10,880,000 572 Return to TOC Interest 1,608,350 368,500 343,000 264,750 181,500 93,250 2,859,350 Total 4,778,350 1,218,500 1,908,000 1,929,750 1,946,500 1,958,250 13,739,350 Schedule Seven – DETAIL Long-Term Debt Service $33,250,000 City of Glendale, Arizona Municipal Property Corporation Excise Tax Revenue Bonds, Series 2006A – GRPSTC/Zanjero Date: June, 1, 2006, maturing in 2026. Interest: Semi‐annual each January and July, commencing January 1, 2007. Interest accrues at rates ranging from 4.000% to 5.000% Purpose: The Series 2006A bonds were issued to pay for a portion of the cost of developing, constructing and equipping a public safety training facility and constructing infrastructure improvement within the City of Glendale. Debt Service: Fiscal Year Prior Years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2026 Total Principal 2,435,000 1,195,000 1,250,000 1,315,000 1,380,000 8,010,000 10,220,000 7,445,000 33,250,000 573 Return to TOC Interest 2,843,982 1,553,775 1,494,025 1,431,525 1,365,775 5,721,875 3,509,375 795,825 18,716,157 Total 5,278,982 2,748,775 2,744,025 2,746,525 2,745,775 13,731,875 13,729,375 8,240,825 51,966,157 Schedule Seven – DETAIL Long-Term Debt Service $32,315,000 City of Glendale, Arizona Municipal Property Corporation Excise Tax Revenue Bonds, Series 2008A (Tax‐Exempt) – H/Conv/Media Date: June 1, 2008, maturing in 2032. Interest: Semi‐annual each January and July, commencing January 1, 2009. Interest accrues at rates ranging from 3.000% to 5.000% Purpose: The Series 2008A (tax‐exempt) bonds were issued to refund and redeem the Corporation’s outstanding Subordinate Excise Tax Revenue Bonds, Series 2006B. The Series 2006B bonds were used to design, acquire, construct and equip conference center and related media and parking garage facilities for the city (Conference Center Project). Debt Service: Fiscal Year Prior Years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2028 2029‐2033 Total Principal ‐ ‐ 95,000 ‐ ‐ 4,460,000 8,290,000 10,365,000 9,105,000 32,315,000 574 Return to TOC Interest 732,553 1,465,106 1,465,106 1,462,256 1,462,256 7,118,280 5,773,832 3,653,880 973,578 24,106,847 Total 732,553 1,465,106 1,560,106 1,462,256 1,462,256 11,578,280 14,063,832 14,018,880 10,078,578 56,421,847 Schedule Seven – DETAIL Long-Term Debt Service $52,780,000 City of Glendale, Arizona Municipal Property Corporation Excise Tax Revenue Bonds, Series 2008B (Taxable) – H/Conv/Media Date: June 1, 2008, maturing in 2032. Interest: Semi‐annual each January and July, commencing January 1, 2009. Interest accrues at rates ranging from 5.446% to 6.157% Purpose: The Series 2008B (taxable) bonds were issued to refund and redeem the Corporation’s outstanding Subordinate Excise Tax Revenue Bonds, Series 2006B. The Series 2006B bonds were used to design, acquire, construct and equip conference center and related media and parking garage facilities for the city (Conference Center Project). Debt Service: Fiscal Year Prior Year 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2028 2029‐2032 Total Principal 1,430,000 65,000 210,000 470,000 740,000 6,870,000 9,355,000 12,625,000 21,015,000 52,780,000 575 Return to TOC Interest 1,584,463 3,091,047 3,087,508 3,076,071 3,050,475 14,370,123 12,111,226 8,888,204 4,429,348 53,688,465 Total 3,014,463 3,156,047 3,297,508 3,546,071 3,790,475 21,240,123 21,466,226 21,513,204 25,444,348 106,468,465 Schedule Seven – DETAIL Long-Term Debt Service $9,140,000 City of Glendale, Arizona Municipal Property Corporation Excise Tax Revenue Bonds, Series 2008C (Taxable) – H/Conv/Media Date: June 1, 2008, maturing in 2015. Interest: Semi‐annual each January and July, commencing January 1, 2009. Interest accrues at rates ranging from 3.958% to 5.019% Purpose: The Series 2008C (taxable) bonds were issued to refund and redeem the Corporation’s outstanding Subordinate Excise Tax Revenue Bonds, Series 2006C. The Series 2006C bonds were used to design, acquire, construct and equip conference center and related media and parking garage facilities for the city (Conference Center Project). Debt Service: Fiscal Year Prior Year 2010 2011 2012 2013 2014‐2015 Total Principal ‐ 1,705,000 1,785,000 1,730,000 1,570,000 2,350,000 9,140,000 576 Return to TOC Interest ‐ 416,011 348,527 270,416 190,905 166,112 1,391,971 Total ‐ 2,121,011 2,133,527 2,000,416 1,760,905 2,516,112 10,531,971 Schedule Seven – DETAIL Long-Term Debt Service $5,055,000 City of Glendale, Arizona Municipal Property Corporation Refunding Certificate of Participation – AMFP Series 14 ‐ Arena Date: June 28, 2002, maturing in 2033. Interest: Semi‐annual each February and August, commencing February 1, 2003. Interest accrues at rates ranging from 5.000% to 5.375% Purpose: The refunding certificate of participations were issued to refund and retire prior years outstanding Refunding Certificate of Participations and to pay a portion of the costs of constructing, equipping, furnishing and otherwise providing for an approximately 17,500‐seat multipurpose arena facility and related infrastructure. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2028 2029‐2033 Total Principal ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,055,000 5,055,000 577 Return to TOC Interest 1,039,050 259,763 259,763 259,763 259,763 1,298,813 1,298,813 1,298,813 924,242 6,898,779 Total 1,039,050 259,763 259,763 259,763 259,763 1,298,813 1,298,813 1,298,813 5,979,242 11,953,779 Schedule Seven – DETAIL Long-Term Debt Service $7,250,000 City of Glendale, Arizona Municipal Property Corporation Refunding Certificate of Participation – AMFP Refunding Series 16 ‐ Arena Date: July 31, 2003, maturing in 2033. Interest: Semi‐annual each February and August, commencing February 1, 2004. Interest accrues at rate of 4.7000% Purpose: The refunding certificates of participations were issued to refund and retire prior years outstanding Refunding Certificate of Participations. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2028 2029‐2033 Total Principal ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,250,000 7,250,000 578 Return to TOC Interest 1,363,000 340,750 340,750 340,750 340,750 1,703,750 1,703,750 1,703,750 1,874,125 9,711,375 Total 1,363,000 340,750 340,750 340,750 340,750 1,703,750 1,703,750 1,703,750 9,124,125 16,961,375 Schedule Seven – DETAIL Long-Term Debt Service $21,675,000 City of Glendale, Arizona General Obligation Bonds, Series 2000 Date: June 1, 2000, maturing in 2015. Interest: Semi‐annual each January and July, commencing January 1, 2001. Interest accrues at rates ranging from 5.000% to 5.400% Purpose: The proceeds of the Bonds were used to pay the costs of acquisition, improvement and equipment of a variety of projects relating to parks, public safety, streets, flood control, open space/trails, parking, economic development, government facilities and landfill and transit. $1,460,000 was related to Landfill and has been paid off, therefore is not reported separately. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2015 Landfill Total Principal 9,394,975 1,565,000 1,650,000 1,745,000 1,845,000 4,015,000 1,460,025 21,675,000 579 Return to TOC Interest 8,183,495 81,380 43,313 46,242 49,584 108,161 36,660 8,548,835 Total 17,578,470 1,646,380 1,693,313 1,791,242 1,894,584 4,123,161 1,496,685 30,223,835 Schedule Seven – DETAIL Long-Term Debt Service $40,235,000 City of Glendale, Arizona General Obligation Bonds, Series 2002 Date: June 1, 2002, maturing in 2023. Interest: Semiannual each January and July, commencing January 1, 2003. Interest accrues at rates ranging from 2.500% to 5.000% Purpose: The proceeds of the Bonds were used to refund the 1996 bonds and to pay for the costs of acquisition, improvement and equipment of a variety of projects relating to flood control, parks, streets/traffic/parking, water feature and multipurpose recreational facility. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2023 Total Principal 13,975,000 1,535,000 1,600,000 1,660,000 1,730,000 9,920,000 9,815,000 40,235,000 580 Return to TOC Interest 10,308,284 1,224,150 1,162,750 1,098,750 1,032,350 3,914,188 1,225,200 19,965,672 Total 24,283,284 2,759,150 2,762,750 2,758,750 2,762,350 13,834,188 11,040,200 60,200,672 Schedule Seven – DETAIL Long-Term Debt Service $66,400,000 City of Glendale, Arizona General Obligation Bonds, Series 2003 Date: April 1, 2003, maturing in 2018. Interest: Semi‐annual each January and July, commencing July 1, 2003. Interest accrues at rates ranging from 1.500% to 5.000% Purpose: The proceeds of the Bonds were used to pay for the costs of acquisition, improvement and equipment of a variety of projects relating to government facility, maintenance facilities, public safety, streets/parking, flood control, open space/trails, parks and recreation and water and sewer. $13,875,000 is related to water and sewer fund and is included in the debt service amount listed. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 Total Principal 23,895,000 3,995,000 4,135,000 4,285,000 4,500,000 25,590,000 66,400,000 581 Return to TOC Interest 13,996,235 1,835,350 1,675,550 1,510,150 1,338,750 3,109,750 23,465,785 Total 37,891,235 5,830,350 5,810,550 5,795,150 5,838,750 28,699,750 89,865,785 Schedule Seven – DETAIL Long-Term Debt Service $36,645,000 City of Glendale, Arizona General Obligation Bonds, Series 2004 Date: June 1, 2004, maturing in 2019. Interest: Semi‐annual each January and July, commencing January 1, 2005. Interest accrues at rates ranging from 3.000% to 5.000% Purpose: The proceeds of the Bonds were used to pay for the costs of acquisition, improvement and equipment of a variety of projects relating to government facility, maintenance facilities, public safety, streets/parking, flood control, open space/trails, parks and recreation. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2019 Total Principal 10,305,000 2,150,000 2,235,000 2,350,000 2,440,000 17,165,000 36,645,000 582 Return to TOC Interest 6,727,106 1,143,100 1,057,100 970,494 876,494 2,891,400 13,665,694 Total 17,032,106 3,293,100 3,292,100 3,320,494 3,316,494 20,056,400 50,310,694 Schedule Seven – DETAIL Long-Term Debt Service $11,960,000 City of Glendale, Arizona General Obligation Bonds, Series 2005 Date: June 1, 2005, maturing in 2015. Interest: Semi‐annual each January and July, commencing January 1, 2006. Interest accrues at rates ranging from 3.500% to 4.000% Purpose: The proceeds of the Bonds were used to pay for the costs of acquisition, improvement and equipment of a variety of projects relating to cultural/historic projects, economic development and public safety. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2015 Total Principal 4,295,000 1,170,000 1,210,000 1,250,000 1,295,000 2,740,000 11,960,000 583 Return to TOC Interest 1,578,318 289,688 247,275 203,413 158,100 163,719 2,640,511 Total 5,873,318 1,459,688 1,457,275 1,453,413 1,453,100 2,903,719 14,600,511 Schedule Seven – DETAIL Long-Term Debt Service $29,365,000 City of Glendale, Arizona General Obligation Bonds, Series 2006A Date: June 1, 2006, maturing in 2021. Interest: Semi‐annual each January and July, commencing January 1, 2007. Interest accrues at rates ranging from 4.000% to 5.000% Purpose: The proceeds of the 2006A Bonds were used to pay for the costs of acquisition, improvement and equipment of a variety of projects relating to streets/parking, parks, public safety and flood control. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2014‐2021 Total Principal 4,440,000 1,660,000 1,720,000 1,785,000 1,850,000 10,435,000 7,475,000 29,365,000 584 Return to TOC Interest 3,897,881 1,106,731 1,040,331 971,531 882,281 3,118,894 693,581 11,711,232 Total 8,337,881 2,766,731 2,760,331 2,756,531 2,732,281 13,553,894 8,168,581 41,076,232 Schedule Seven – DETAIL Long-Term Debt Service $9,065,000 City of Glendale, Arizona General Obligation Bonds, Series 2006B Date: June 1, 2006, maturing in 2015. Interest: Semi‐annual each January and July, commencing January 1, 2007. Interest accrues at rate of 5.000% Purpose: The proceeds of the 2006B Bonds were used to advance refund the 2011‐2015 maturities of the City of Glendale General Obligation Bonds Series June 2000. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2015 Total Principal ‐ ‐ 1,625,000 1,715,000 1,810,000 3,915,000 9,065,000 585 Return to TOC Interest 1,434,033 453,250 453,250 372,000 286,250 296,250 3,295,033 Total 1,434,033 453,250 2,078,250 2,087,000 2,096,250 4,211,250 12,360,033 Schedule Seven – DETAIL Long-Term Debt Service $61,000,000 City of Glendale, Arizona General Obligation Bonds, Series 2007 Date: June 26, 2007, maturing in 2022. Interest: Semi‐annual each January and July, commencing January 1, 2008. Interest accrues at rates ranging from 4.000% to 5.000% Purpose: The proceeds of the 2007 Bonds were used to pay for the costs of acquisition, improvement and equipment of a variety of projects relating to streets/parking, public safety, flood control and government facilities. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2022 Total Principal 6,220,000 3,255,000 3,385,000 3,520,000 3,660,000 20,660,000 20,300,000 61,000,000 586 Return to TOC Interest 5,220,389 2,464,650 2,334,450 2,190,588 2,040,988 7,732,188 2,440,800 24,424,052 Total 11,440,389 5,719,650 5,719,450 5,710,588 5,700,988 28,392,188 22,740,800 85,424,052 Schedule Seven – DETAIL Long-Term Debt Service $53,000,000 City of Glendale, Arizona Water & Sewer Revenue Bonds, Series 2000 Date: June 1, 2000, maturing in 2010. Interest: Semi‐annual each January and July, commencing January 1, 2001. Interest accrues at rates ranging from 4.750% to 5.750% Purpose: The proceeds of the 2000 Bonds were used to improve and extend the municipal water and sewer systems of the city, primarily the construction of the West Area Water Reclamation Facility, improvements of the 91st Avenue Regional Wastewater Facility and miscellaneous other sewer projects. Debt Service: Fiscal Year Prior years 2010 Total Principal 46,345,000 6,655,000 53,000,000 587 Return to TOC Interest 16,533,674 382,663 16,916,337 Total 62,878,674 7,037,663 69,916,337 Schedule Seven – DETAIL Long-Term Debt Service $80,000,000 City of Glendale, Arizona Subordinate Lien Water & Sewer Revenue Obligations, Series 2003 Date: December 1, 2003, maturing in 2023. Interest: Semi‐annual each January and July, commencing July 1, 2004. Interest accrues at rate of 5.000% Purpose: The proceeds of the obligations were used to pay for the expansion of the existing West Area Water Reclamation Facility, payments for the city’s share of upgrades to and expansion of the 91st Avenue Regional Wastewater Treatment Plant, replacement and rehabilitation of water lines throughout the system, a water resource master plan and water treatment plant design, design and construction of facilities at the Cholla Water Treatment Plant to meet solids handling regulations and land purchase for a water plant. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2023 Total Principal ‐ ‐ 2,595,000 2,725,000 2,830,000 16,435,000 22,100,000 33,315,000 80,000,000 588 Return to TOC Interest 15,891,000 3,972,750 3,972,750 3,843,000 3,734,000 16,399,250 11,858,750 5,159,750 64,831,250 Total 15,891,000 3,972,750 6,567,750 6,568,000 6,564,000 32,834,250 33,958,750 38,474,750 144,831,250 Schedule Seven – DETAIL Long-Term Debt Service $80,000,000 City of Glendale, Arizona Subordinate Lien Water & Sewer Revenue Obligations, Series 2006 Date: February 7, 2006, maturing in 2026. Interest: Semi‐annual each January and July, commencing July 1, 2006. Interest accrues at rates ranging from 4.000% to 5.250% Purpose: The proceeds of the obligations were used to pay for the city’s share of upgrades to and expansion of the 91st Avenue Regional Wastewater Treatment Plant, replacement and rehabilitation of water lines throughout the system, water resource master plan and water treatment plant design, design and construction of facilities at the Cholla Water Treatment Plant to meet solids handling regulations and construction of a water treatment plant. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2026 Total Principal ‐ ‐ 3,455,000 3,590,000 3,745,000 21,790,000 27,710,000 19,710,000 80,000,000 589 Return to TOC Interest 12,417,738 3,716,031 3,716,031 3,577,831 3,434,231 14,047,794 8,140,200 1,800,225 50,850,082 Total 12,417,738 3,716,031 7,171,031 7,167,831 7,179,231 35,837,794 35,850,200 21,510,225 130,850,082 Schedule Seven – DETAIL Long-Term Debt Service $44,500,000 City of Glendale, Arizona Subordinate Lien Water & Sewer Revenue Obligations, Series 2007 Date: June 15, 2007, maturing in 2027. Interest: Semi‐annual each January and July, commencing January 1, 2008. Interest accrues at rates ranging from 4.250% to 5.000% Purpose: The proceeds of the obligations were used to pay for the city’s share of upgrades to and expansion of the 91st Avenue Regional Wastewater Treatment Plant, replacement and rehabilitation of water lines throughout the system, water resource master plan and water treatment plant design, design and construction of upgrades at the Cholla Water Treatment Plant to meet federal regulations, construction of water treatment plants and associated transmission lines and design and construction of upgrades at the wastewater treatment plants to meet federal regulations. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2027 Total Principal 1,270,000 680,000 1,700,000 1,775,000 1,840,000 10,595,000 13,355,000 13,285,000 44,500,000 590 Return to TOC Interest 4,227,778 2,061,338 2,032,438 1,960,188 1,884,750 8,071,750 5,305,875 1,647,450 27,191,566 Total 5,497,778 2,741,338 3,732,438 3,735,188 3,724,750 18,666,750 18,660,875 14,932,450 71,691,566 Schedule Seven – DETAIL Long-Term Debt Service $65,500,000 City of Glendale, Arizona Subordinate Lien Water & Sewer Revenue Obligations, Series 2008 Date: February 1, 2008, maturing in 2028. Interest: Semi‐annual each January and July, commencing July 1, 2008. Interest accrues at rates ranging from 3.000% to 5.000% Purpose: The proceeds of the obligations were used to pay for the city’s share of upgrades to and expansion of the 91st Avenue Regional Wastewater Treatment Plant, replacement and rehabilitation of water lines throughout the system, water resource master plan and water treatment plant design, design and construction of upgrades at the Cholla Water Treatment Plant to meet federal regulations, construction of water treatment plants and associated transmission lines and design and construction of upgrades at the wastewater treatment plants to meet federal regulations. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2028 Total Principal 2,245,000 2,315,000 2,385,000 2,455,000 2,540,000 14,220,000 17,425,000 21,915,000 65,500,000 591 Return to TOC Interest 2,812,388 2,745,038 2,675,588 2,604,038 2,518,113 11,078,762 7,874,350 3,383,313 35,691,587 Total 5,057,388 5,060,038 5,060,588 5,059,038 5,058,113 25,298,762 25,299,350 25,298,313 101,191,587 Schedule Seven – DETAIL Long-Term Debt Service $14,543,766 City of Glendale, Arizona Water and Sewer Revenue Bonds Series 2001 (WIFA Loan) (Water Infrastructure Funding Authority) Date: Closing date January 2001. Maturing in 2022 Interest: Semi‐annual each January and July, commencing January 1, 2005. Interest accrues at rate of 3.784% Purpose: Proceed from this obligation was used to pay for Cholla Water Treatment Plant expansion. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2022 Total Principal 3,119,554 696,490 722,845 750,198 778,585 4,357,789 4,118,305 14,543,766 592 Return to TOC Interest 2,524,356 432,292 405,937 378,585 350,197 1,286,121 396,824 5,774,312 Total 5,643,911 1,128,782 1,128,782 1,128,782 1,128,782 5,643,911 4,515,128 20,318,078 Schedule Seven – DETAIL Long-Term Debt Service $8,750,000 City of Glendale, Arizona Street and Highway User Revenue Bonds, Series 2000 Date: June 1, 2000, maturing in 2010. Interest: Semi‐annual each January and July, commencing January 1, 2001. Interest accrues at rates ranging from 5.000% to 5.375% Purpose: The proceeds of the obligation were used for improving, constructing, reconstructing and maintaining streets and highways in the city, mainly Bethany Home Road from 67th Avenue to 75th Avenue, on 67th Avenue from Grovers Street to Union Hills Drive, on Greenway Road from 67th Avenue to 75th and as well as traffic signal computerization. Debt Service: Fiscal Year Prior years 2010 Total Principal 7,085,000 1,665,000 8,750,000 593 Return to TOC Interest 3,361,250 89,494 3,450,744 Total 10,446,250 1,754,494 12,200,744 Schedule Seven – DETAIL Long-Term Debt Service $14,655,000 City of Glendale, Arizona Street and Highway User Revenue and Refunding Bonds, Series 2004 Date: June 1, 2004, maturing in 2014. Interest: Semi‐annual each January and July, commencing January 1, 2005. Interest accrues at rates ranging from 2.500% to 4.000% Purpose: The bonds were used for the purpose of providing funds to finance the improvement, construction, reconstruction, acquisition of right‐of‐way or maintenance of streets and highways of the city including certain traffic control devices and to refund portions of the city’s outstanding highway revenue bonds. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014 Total Principal 4,145,000 580,000 2,350,000 2,435,000 2,525,000 2,620,000 14,655,000 594 Return to TOC Interest 2,245,208 392,738 373,163 290,913 202,644 104,800 3,609,464 Total 6,390,208 972,738 2,723,163 2,725,913 2,727,644 2,724,800 18,264,464 Schedule Seven – DETAIL Long-Term Debt Service $15,745,000 City of Glendale, Arizona Street and Highway User Revenue Bonds, Series 2006 Date: April 11, 2006, maturing in 2016. Interest: Semi‐annual each January and July, commencing January 1, 2007. Interest accrues at rates ranging from 4.000% to 5.000% Purpose: The bonds were being issued for the purpose of providing funds to finance the improvement, construction, acquisition of right‐of‐way or maintenance of streets and highways of the city including a bridge and noise walls. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2016 Total Principal 4,010,000 1,485,000 1,540,000 1,605,000 1,670,000 5,435,000 15,745,000 595 Return to TOC Interest 1,938,269 486,425 427,025 365,425 301,225 449,875 3,968,244 Total 5,948,269 1,971,425 1,967,025 1,970,425 1,971,225 5,884,875 19,713,244 Schedule Seven – DETAIL Long-Term Debt Service $109,110,000 City of Glendale, Arizona Transportation Excise Tax Revenue Obligations, Series 2007 Date: October 16, 2007, maturing in 2032. Interest: Semiannual each January and July, commencing July 1, 2008. Interest accrues at rates ranging from 4.000% to 5.000% Purpose: The obligation proceeds were used to construct transportation projects in the City of Glendale including design, construction and right‐of‐way acquisitions. Most of the funding was used to construct street projects such as roadway widening and intersections improvements. Funding was also used to construct transit stops, bicycle connections, park and ride lots and airport projects. Debt Service: Fiscal Year Prior years 2010 2011 2012 2013 2014‐2018 2019‐2023 2024‐2028 2029‐2032 Total Principal 6,620,000 2,675,000 2,780,000 2,890,000 3,005,000 17,035,000 21,210,000 26,610,000 26,285,000 109,110,000 596 Return to TOC Interest 8,037,135 4,655,081 4,548,081 4,436,882 4,321,281 19,599,900 15,430,100 10,035,630 3,021,976 74,086,066 Total 14,657,135 7,330,081 7,328,081 7,326,882 7,326,281 36,634,900 36,640,100 36,645,630 29,306,976 183,196,066 Schedule Eight Scheduled Lease Payments Lease Desc. & Account 2009-10 2010-11 2011-12 2012-13 363,611 363,611 1,055,555 318,750 1,374,305 1,611,111 205,417 1,816,528 1,611,111 68,472 1,679,583 Remodeling Office Space - '00 LaSalle Lease 1000-11380-560400 217,626 1000-11380-560600 11,605 Total 229,231 113,619 2,374 115,993 - Sound Walls - '00 LaSalle Lease 1000-11380-560400 1000-11380-560600 Total 242,516 12,932 255,448 126,613 2,646 129,259 Fire Trucks & Equipment - '03 BofA Lease 1000-11380-560400 57,770 1000-11380-560600 1,902 Total 59,672 Fire Trucks & Equipment - '07 Lease 1000-11380-560400 1000-11380-560600 Total 61,530 15,651 77,181 Konica 7155 Copier - '03 BofA Lease 1000-11320-560400 1000-11320-560600 Total 889 11 900 Northern Crossing * 1000-11380-560400 1000-11380-560600 Total 2013-14 Beyond 14 - - - - - - - - - 29,452 384 29,836 - - - - 63,872 13,309 77,181 66,303 10,879 77,181 68,826 8,356 77,181 71,445 5,736 77,181 - - - - - - - - 98,409 4,681 103,090 Hickman - '03 BofA Lease * 1000-11380-560400 1000-11380-560600 Total 557,100 557,100 Motorola - '03 BofA Lease * 1000-11380-560400 1000-11380-560600 Total 27,900 27,900 - - - - - Copier - '04 BancOne Lease 1000-11030-560400 1000-11030-560600 Total 974 15 989 - - - - - General Fund (1000) Total: * Variable Rate Lease 1,572,032 2,000,000 510,000 2,510,000 4,236,574 4,800,000 360,000 5,160,000 7,053,709 597 Return to TOC 1,756,764 77,181 103,090 Schedule Eight Scheduled Lease Payments Lease Desc. & Account 2009-10 2010-11 2011-12 2012-13 2013-14 Beyond 14 Environmental Sweeper - '00 LaSalle Lease 1340-16730-560400 36,883 1340-16730-560600 1,967 Total 38,850 19,256 402 19,658 - - - - 38,850 19,658 - - - - 26,152 730 26,882 - - - - - - - - - - - - - 44,454 3,001 47,455 46,146 1,309 47,455 - - - Three (3) Frontloaders - '09 Lease (Interfund Borrowing) 2480-17820-560400 143,926 145,424 2480-17820-560600 12,009 10,511 Total 155,935 155,935 148,156 7,779 155,935 Streets Fund (1340) Total: One (1) Roll-off Truck - '06 Banc of America Lease 2480-17810-560400 25,208 2480-17810-560600 1,674 Total 26,882 Frontloader Refuse Truck - '04 BancOne Lease 2480-17820-560400 17,042 2480-17820-560600 266 Total 17,309 One (1) Sideloader Refuse Truck -'06 Banc of America Lease 2480-17820-560400 42,330 43,915 2480-17820-560600 2,811 1,226 Total 45,141 45,141 One (1) Frontload Truck - '07 Lease 2480-17820-560400 2480-17820-560600 Total Sideloader Truck - 04 BancOne Lease 2480-17830-560400 2480-17830-560600 Total 42,825 4,630 47,455 17,723 277 18,000 - Three (3 ) Sideloader Refuse Trucks -'06 Banc of America Lease 2480-17830-560400 122,986 127,591 2480-17830-560600 8,166 3,561 Total 131,152 131,152 Two (2) Sideloader Refuse Truck - '07 Lease 2480-17830-560400 81,654 2480-17830-560600 8,829 Total 90,483 * Variable Rate Lease 84,762 5,721 90,483 598 Return to TOC 150,939 4,996 155,935 153,775 2,160 155,935 - - - - - - - - - 87,988 2,496 90,484 - - - Schedule Eight Scheduled Lease Payments Lease Desc. & Account 2009-10 2010-11 One (1) Sideloader -'09 Lease (Interfund Borrowing) 2480-17830-560400 41,393 2480-17830-560600 3,454 Total 44,847 Two (2) Rearloader Trucks - '04 BancOne Lease 2480-17840-560400 29,019 2480-17840-560600 454 Total 29,473 2011-12 2012-13 2013-14 Beyond 14 41,824 3,023 44,847 42,610 2,237 44,847 43,410 1,437 44,847 44,226 621 44,847 - - - - - - Two (2)Rearloader Refuse Trucks - '06 Banc of America Lease 2480-17840-560400 69,660 72,269 2480-17840-560600 4,625 2,017 Total 74,285 74,286 - - - - Two (2) Case 570 Mxt Tractor/Loader - '06 Banc of America Lease 2480-17840-560400 24,522 25,441 2480-17840-560600 1,628 710 Total 26,150 26,151 - - - - 16,090 1,086 17,176 16,702 474 17,176 - - - One (1) Rearloader - '09 Lease (Interfund Borrowing) 2480-17840-560400 45,314 45,785 2480-17840-560600 3,781 3,310 Total 49,095 49,096 46,646 2,449 49,095 47,522 1,573 49,095 48,415 680 49,095 - 404,992 249,877 249,877 - One (1) Tractor - '07 Lease 2480-17840-560400 2480-17840-560600 Total Sanitation Fund (2480) Total: Larry Miller Land Purchase 1620-77752-560400 1620-77752-560600 Total DIF -Gen Gov't (1620) Total: Grand Total: * Variable Rate Lease 15,500 1,676 17,176 773,383 708,604 540,000 9,072 549,072 - - - - - 549,072 - - - - - 2,933,337 4,964,836 7,458,701 599 Return to TOC 2,006,641 327,058 103,090 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) 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 Employee Relations Employment Services Human Resources Administration $1,728 $70 $1,601 $3,319 $5,526 $228 $6,692 $1,443 $1,443 $1,443 $3,016 $1,804 $1,443 $902 $1,867 $237 $852 $816 $3,458 $4,264 $35 $6,435 $4,968 $297 $3,999 $4,459 $2,001 $36 $2,185 $1,001 $2,518 $70 $1,564 $1,194 $21,393 $2,763 $8,319 $18,967 $19,277 $2,320 $13,281 $8,129 $3,317 $3,640 $6,118 $122 $1,768 $279 $96 $255 $48,692 $2,290 $5,100 $1,001 $5,987 $607 $1,619 $5,623 $268 $94,854 $8,001 $11,696 $3,239 $14,978 $3,844 $615 $288 $1,268 $2,253 $1,128 $1,708 $11,312 $1,812 $4,680 $1,995 $48 $97 $48 $726 $105 600 Return to TOC $219 $270 $13,269 $9,729 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 Organizational Development Risk Management/Safety Fac & Fin Mgmt Facilities & Financial Mgmt Admin Svcs Admin. Administration Services Admin. Finance Accounting Services Finance Administration License/Collection Purchasing 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 Air-Med & Logistics Ops (HALO) Ambulance Services Fire Administration Fire Community Services Fire Marshal's Office Fire Medical Services & Health Fire Operations Fire Resource Management Fire Training Homeland Security Emergency Operations Ctr (EOC) Homeland Security Admin. Comm. Services Adm Comm. Services Admin. Parks & Recreation Adult Center Aquatics Worker's Insurance Compensation Vehicle Replacement Technology Replacement Telephone $1,639 $3,561 $106 $387 $1,046 $35 $1,630 $2,263 $1,904 $70 $540 $348 $6,995 $3,996 $4,315 $2,223 $2,180 $534 $2,257 $1,396 $88 $3,371 $2,215 $4,339 $10,553 $6,654 $2,920 $2,190 $7,587 $1,821 $1,543 $1,974 $14,846 $3,254 $2,936 $609,965 $11,985 $2,815 $692 $105 $26 $3,416 $540 $1,474 $348 $303,873 $205 $567 $1,620 $1,133 $168,712 $168,702 $753,069 $2,008 $525,432 $145,905 $1,049 $361 $2,967 $23 $2,387 $93 $134,599 $2,801 $539 $270 $810 $95,075 $177,322 $41,833 $3,272 $504 $1,935 $18 $2,637 $1,082 $35 $540 $7,425 $3,321 $4,370 $540 601 Return to TOC $28,964 $347 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 Audio/Visual 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 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 Field Operations Cemetery Custodial Services Downtown Parking Garage Worker's Insurance Compensation $6,378 $1,401 $1,957 $1,949 $2,237 $18,343 $1,255 $47,228 $63 $4,984 $1,347 $952 $68 $1,345 $2,453 $35 $53 $9,423 $931 $1,082 $1,554 $1,300 $4,389 Vehicle Replacement Technology Replacement $38,813 $11,300 $593 $300 $26,171 $24,582 Telephone $10,875 $12,548 $300 $840 $1,080 $1,923 $810 $18,117 $540 $48,819 $300 $3,872 $1,460 $2,400 $3,927 $107 $1,620 $759 $4,037 $2,992 $3,238 $2,196 $558 $43,244 $774 $10,736 $2,881 $78,789 $58,717 $609 $18 $570 $348 $12,806 $3,923 $5,853 $900 $13,480 $5,782 $9,905 $9,718 $4,267 $1,708 $2,252 $176 $70 $88 $3,510 $1,154 $4,819 $1,807 $653 $2,084 $1,694 $3,631 $1,073 $105 $1,576 $570 $4,328 $1,876 $9,328 $1,099 $13,226 $7,752 $4,336 $673 $18 $540 $1,250 $1,540 $7,993 $317 $658 $8,981 602 Return to TOC $24,084 $2,901 $10,744 $3,706 $2,559 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 Field Operations Facilities Management Field Operations Admin. Graffiti Removal Engineering CIP Administration Construction Inspection Engineering Administration Land Development Division Mapping and Records Materials Testing Utility Inspection Total General $16,133 $4,191 $2,380 Vehicle Replacement Technology Replacement Telephone $19,389 $141 $2,126 $26,481 $295 $5,083 $145 $88 $35 $2,038 $2,038 $7,591 $10,505 $1,275,910 $578,159 $885,097 $1,322,508 $666,655 $30,675 $22,588 $18 $6,053 $6,088 $7,646 $30,675 $22,606 $6,053 $6,088 $7,646 $927 $18 $927 $18 $18 $1,161 $350 $18 $1,161 $350 $26,263 $2,522 $2,964 $25,789 $27,058 $8,974 $404 $4,061 $7,897 $3,156 $9,355 $4,261 $2,415 $2,561 $4,233 General Services (1040) Field Operations Equipment Management Parts Store Operations Total General Services Telephone Services (1100) Info. Technology Telephones Total Telephone Services PC Replacement (1140) Info. Technology Technology Replacement Total PC Replacement Arts Commission Fund (1220) Library & Arts Arts Maintenance $2,145 Total Arts Commission Fund $2,145 Stadium Event Operations (1281) Police Department PD - Fiesta Bowl Event Stadium - PD Event Staffing Fire Department Fire - Fiesta Bowl Event $817 $3,175 $4,190 $325 603 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 Fire Department Stadium - Fire Event Staffing Transportation Stadium - Transportation Ops. Transp - Fiesta Bowl Event Total Stadium Event Operations Worker's Insurance Compensation Vehicle Replacement Technology Replacement Telephone $467 $3,733 $462 $8,979 $4,190 $1,969 $18 $864 $115 Arena Event Operations (1282) Police Department Arena-PD Event Staffing Fire Department Arena - Fire Event Staffing Field Operations Arena - ROW Maintenance Transportation Arena - Transportation Ops. Total Arena Event Operations $289 $87 $3,209 $133 $49,753 $2,908 $72,492 $25,128 $1,132 $38,114 $44,321 $0 $143,287 $14,375 $12,999 $4,218 $55,167 $7,054 $86,640 $1,289 $10,500 $697 $1,376 $12,751 $88 $819 $18 $27,053 $675 $851 $20,531 $1,687 $2,749 $1,742 $1,666 $7,998 $810 $306,895 $90,623 $240,303 $21,296 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 Transportation Administration Transportation Planning Total Highway User Gas Tax $540 $7,689 $10,406 $10,406 Transportation Sales Tax (1660) Engineering Transportation Engineering Pgm Transportation Dial-A-Ride Intelligent Transportation Sys Traffic Mitigation Transit Management $18 $73,227 $14,592 $1,442 $18 $70 604 Return to TOC $1,564 $19,808 $3,370 $16,204 $20,920 $4,248 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 Transportation Transportation Education Transportation Program Mgmt Total Transportation Sales Tax Vehicle Replacement Technology Replacement Telephone $71 $53 $3,970 $4,566 $2,143 $73,227 $16,264 $23,778 $27,847 $25,168 $188,267 $77,020 $131,358 $59,815 $42,176 $188,267 $77,020 $131,358 $59,815 $42,176 $36,476 $36,234 $44,330 $9,245 $23,769 $36,476 $36,234 $44,330 $9,245 $23,769 $4,469 $1,392 $1,350 $6,569 $10,899 $4,469 $1,392 $1,350 $6,569 $10,899 $16,375 $1,217 $2,712 $1,827 $18,444 $16,375 $1,217 $2,712 $1,827 $18,444 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) Civic Center Civic Center Total Civic Center Airport Special Revenue (1760) Transportation Airport Operations Total Airport Special Revenue RICO Funds (1860) Police Department State RICO $127,108 Total RICO Funds $127,108 Parks & Recreation Self Sust (1880) Parks & Recreation Adult Center Self Sustaining Rec Self Sust-Audio/Visual Rec Self Sust-Foothills Rec Spec Events & Prgm Self Sust Sports Self Sustaining Youth and Teen Self Sustaining $266 $19 $265 $90 $210 $1,690 Total Parks & Recreation Self S $2,540 605 Return to TOC $1,080 $1,080 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 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 $303,888 $303,888 $88 $2,606 $3,750 $1,154 $1,072 $8,617 $4,207 $1,531 $31,667 $22,064 $5,330 $495 $1,649 $18 $1,393 $931 $4,358 $10,359 $7,948 $10,236 $2,569 $7,410 $11,026 $17,281 $613 $281,221 $21,075 $76,977 $331,417 $132,135 $2,609 $1,718 $3,042 $348 $577 $4,297 $1,680 $487 $2,953 $1,687 $5,041 $11,487 $334 $4,387 $4,258 $7,878 $17,984 $8,072 $13,342 $3,696 $26,351 $2,661 $21,507 $16,760 $8,536 $167,198 $59,195 $274,138 $10,122 $2,014 $5,871 $15,127 $147,278 $540 $7,885 $162,405 $540 $540 $107,845 $13,626 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 $1,080 $4,320 Sewer (2420) Utilities Pretreatment Program Wastewater Collection Total Sewer 606 Return to TOC $835 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 Landfill (2440) Field Operations Landfill MRF Operations Recycling Solid Waste Admin $41,890 $10,586 $3,736 $2,918 $951 $12,917 $10,296 $2,160 $3,483 $7,706 $4,358 $653 $487 $41,890 $18,191 $28,856 $13,204 $71,284 $24,677 $28,849 $8,286 $22,082 $8,755 $10,616 $3,056 $51,127 $40,326 $1,620 $1,620 $1,620 $1,543 $133,096 $44,509 $91,453 $4,860 $2,904 $52,553 $1,994 $14,991 $12,373 $52,553 $1,994 $14,991 $12,373 $1,390 $587 $35,857 $10,737 $18,924 $9,847 $1,008 $3,411 $80,354 $33,541 $864 $1,086 $4,518 $12,101 $2,681 $43,786 $91,091 $52,465 Fire Department Glendale Health Center $5,000 $1,500 Total Glendale Health Center $5,000 $1,500 $1,943,840 $1,008,556 Total Landfill Sanitation (2480) Field Operations Curb Service Residential-Loose Trash Collec Sanitation Frontload Sanitation Roll-off Total Sanitation $1,361 Pub Housing Budget Activities (2500) Comm. Partnerships Community Housing Total Pub Housing Budget Activ 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 Revenue Glendale Health Center (2538) Total Internal Premiums : $2,488,937 $985,944 607 Return to TOC $2,125,839 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 $1,017,000 $1,017,000 Water and Sewer (2360) Utilities Administration $4,394,000 $4,394,000 $47,382 $47,382 Landfill (2440) Gas Management System Landfill MRF Operations Recycling Solid Waste Admin $6,000 $404,000 $357,000 $125,000 $87,000 $979,000 $52,000 $4,000 $56,000 Sanitation (2480) Curb Service Residential-Loose Trash Collec Sanitation Frontload Sanitation Roll-off Total General Staff / Administrative Charges: $713,000 $261,000 $362,000 $136,000 $1,472,000 $55,000 $112,000 $160,000 $57,000 $81,000 $29,000 $327,000 $7,862,000 $168,000 $327,000 $57,000 608 Return to TOC $47,382 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2010 Budget General (1000) Neighborhood Imp Gr Neighborhood Improvement Grant (15120 Carryover Prof & Contr - Cap Projects GENERAL TOTAL ................................................................................... $65,000 $65,000 Vehicle Replacement (1120) Field Operations Equipment Replacement (13610) Base Scheduled Vehicle/Equip Repl's Base Scheduled Repl's -Add'l Approp Equipment Replacement $2,294,433 $590,308 $2,884,741 VEHICLE REPLACEMENT TOTAL .................................................... $2,884,741 PC Replacement (1140) Info. Technology Technology Replacement (11530) Base Scheduled Technology Repl's PC REPLACEMENT TOTAL ................................................................. $337,847 $337,847 Police Special Revenue (1700) Police Department Patrol - Special Revenue Fund (12310) Base Technology - 1212005 Base Patrol Car Repl Equipment Patrol - Special Revenue Fund $73,004 $54,000 $127,004 POLICE SPECIAL REVENUE TOTAL ................................................ $127,004 Grants (1840) Police Department VOCA 2003-113 (33018) Base Equipment over $5000 GRANTS TOTAL ...................................................................................... 609 Return to TOC $29,374 $29,374 Schedule Eleven Operating Capital List Fund Dept / Program Name Status Item Description FY 2010 Budget RICO Funds (1860) Police Department Federal RICO (32020) Base Equipment RICO FUNDS TOTAL .............................................................................. $100,000 $100,000 Pub Housing Budget Activities (2500) Comm. Partnerships Community Housing (17910) Base Misc Cap Projects PUB HOUSING BUDGET ACTIVITIES TOTAL ................................ Grand Total: 610 Return to TOC $252,271 $252,271 $3,796,237 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2010 Budget General (1000) Mayor Office of the Mayor (10010) Luke AFB Related Expenses Mayor's Youth Advisory Comm $5,500 $4,500 $10,000 Office of the Mayor 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) Election Postage $27,702 Office Supplies Election Advertising $14,327 $4,940 Elections $46,969 Non-Departmental Fund 1000 Non-Dept (11801) Unbudgeted Carryover Reserve $200,000 Neighborhood Imp Gr Neighborhood Improvement Grant (15120) Professional & Contractual Prof & Contr - Cap Projects Neighborhood Improvement Grant 611 Return to TOC $350,000 $65,000 $415,000 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2010 Budget Rebates & Incentives Redevelopment Land Acquisition (16230) Prof & Cont - Re-Dev Land Acq Centerline Project $148,616 $100,000 GPEC Membership $91,974 Redevelopment Land Acquisition Visual Improvement Program (16220) Prof & Cont - VIP Funds GENERAL TOTAL .............................................................................................. $340,590 $109,065 $1,211,624 Home Grant (1300) Comm. Partnerships HOME Program (30001) 30010 - Habitat VOS $406,244 30012 - Habitat WV SFR Rehab/Replacement $196,699 $172,903 30007 - Unprogrammed ADDI $114,727 HOME Program HOME GRANT TOTAL ...................................................................................... $890,573 $890,573 Transportation Sales Tax (1660) Transportation Fixed Route (16540) Fixed Route Contract Expense $537,453 Red Light Enforcement (16600) Prof & Cont - Red Light Prog $73,000 Temp Pay - Red Light $50,000 General Retirement - Red Light Social Security - Red Light Medicare - Red Light $4,725 $3,100 $725 Red Light Enforcement $131,550 Traffic Mitigation (16580) Line Supplies $150,000 Transportation Program Mgmt (16510) Professional & Contractual $265,000 TRANSPORTATION SALES TAX TOTAL ..................................................... 612 Return to TOC $1,084,003 Schedule Twelve Operating Carryover Savings Budgets Fund Dept / Program / Item Description FY 2010 Budget Training Facility Revenue Fund (2530) Fire Department PS Training Ops - Fire (12590) Emergency Repairs $30,000 TRAINING FACILITY REVENUE FUND TOTAL ........................................ Grand Total: 613 Return to TOC $30,000 $3,216,200 Appendix 2009-2010 APPENDIX Miscellaneous Statistics MISCELLANEOUS STATISTICS FROM 2005-07 est. 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 # 21,624 18,232 18,232 18,321 17,104 36,929 34,456 32,222 13,710 9,846 9,470 6,198 2,834 239,178 % 9.04% 7.62% 7.62% 7.66% 7.15% 15.44% 14.41% 13.47% 5.73% 4.12% 3.96% 2.59% 1.18% - Median age: 31.9 Sex Male Female # 120,558 118,620 % 50.41% 49.59% INCOME AND BENEFITS (2007 INFLATION-ADJUSTED $'s): Population 3 yrs & older Enrolled in School Nursery school, preschool Kindergarten Elementary school (grades 1-8) High school (grades 9-12) College or graduate school Enrolled # % 68,147 3,698 5.43% 3,433 5.04% 28,842 42.32% 15,748 23.11% 16,426 24.10% EDUCATIONAL ATTAINMENT 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 # % 145,665 11,882 8.16% 15,602 10.71% 41,446 28.45% 36,859 25.30% 11,740 8.06% 18,915 12.99% 9,221 6.33% Percent high school graduate or higher 118,181 Education 81.13% 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 # % 77,990 5,107 4,681 8,315 8,411 12,332 14,914 9,897 9,769 3,129 1,435 6.55% 6.00% 10.66% 10.78% 15.81% 19.12% 12.69% 12.53% 4.01% 1.84% OCCUPATION DISTRIBUTION: Employed Occupation # % Employed (Age 16 & over) 111,352 M anagement/Professional 31,311 28.12% Service 17,817 16.00% Sales and office 30,674 27.55% Farming/fishing/forestry 296 0.27% Construction/maintenance 17,285 15.52% Prod./transport/M aterial M oving 13,969 12.54% M edian household income: $50,229 M ean household income: $64,158 M edian M onthly Owner Cost w/ M ortgage: $1,390 M edian Value of Owner Occupied Units: $227,300 Per capita income: $22,383 614 Return to TOC APPENDIX Miscellaneous Statistics MISCELLANEOUS STATISTICS Year Founded: 1892 Date of Incorporation: June 19, 1910 Form of Government: Council/City Manager County: Maricopa Elevation: 1,152 Ft. Top Five Glendale Employers: U.S. Air Force-Luke 8,000 Military/Civil Banner Health System 2,500 City of Glendale 2,182 Glendale Union High School District 1,862 Glendale Elementary School District 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 2008 0 2009 .0225 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 58.088 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 248,865 2009 (Estimate) 250,969 * All population numbers 1995 and after include the population of Luke AFB. City Authorized Staffing as of July 1, 2009: Full-time 2,132 Part-time 50.51 Total authorized FTE’s 2,182.51 Elections: Number of votes cast: September 2008 Primary Elec. (9/08) 18,620 Citywide Special Bond Elec. (9/07) 10,005 Percentage of registered voters voting in: September 2008 Primary Elec. (9/07) 20.89% Public Safety Sales Tax Elec. (9/07) 11.76% Building Permits: Value of Number Buildings Fiscal Year 1999 8561 $333,138,095 2000 7925 $292,105,521 2001 6944 $287,722,622 2002 5439 $219,539,420 2003 6299 $327,352,955 2004 4819 $359,027,305 2005 6980 $546,094,645 2006 6844 $445,703,739 2007 6185 $582,249,673 2008 6883 $452,658,952 2009* 4433 $240,017,099 *Through April of 2009. Parks and Recreation (as of May 2009): Number of Neighborhood Parks 59 Community Parks 9 Sports Complexes 4 Total Park Acreage 2,179.7 Playgrounds 83 Ramadas 146 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 17 Area Lights 1,491 Park Benches 551 Drinking Fountains 140 Barbeques 252 Picnic Tables 713 Miles of Trails 42 Feet of Multiuse Walkways 411,236 615 Return to TOC APPENDIX Miscellaneous Statistics Library (Proj. for FY 2009): Number of Libraries Cardholders Annual: Circulation Library Visits Number if Items: (FY 2008) Main Library Foothills Branch Velma Teague Branch Total Items 3 162,237 2,972,161 1,409,777 281,425 193,850 75,966 551,241 Transportation (as of May 2009): 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 Fire Protection (for CY 2008): Number of Stations 9 Employees 293.5 (241 sworn) Avg. Response Time 5:24 Min 90% of the time Units arrived On-scene 5:50 Min Number of Calls EMS 32,763 Fire 5,417 Miscellaneous 2,659 Special Operations 1,348 Total Calls 42,187 Water Utilities (for CY 2008): Number of Active Customers 60,994 Miles of System (lines) 989 Annual Consumption 14,527 M Gal Avg. gallons/user/month 20.7 K Gal Avg. gallons/user/year 248 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 53.6 M Gal Police Protection (for CY 2008): Number of Stations 3 Employees 633.5 (452 sworn) Calls Processed* 509,905 Vehicular Patrol Units** 113 Number of Reserves 7 *Includes incoming, outgoing and 911 calls **Marked by lights/sirens & uniformed patrol officers Wastewater Utilities (for CY 2008): Number of Active Customers 55,316 Miles of Collection Lines 680 Treatment Plant Capacities WAWRF 11.5 MGD Arrowhead 4.5 MGD Annual Wastewater Treated 4.253 B Gal City Court Offences Processed (for FY 2008): DUI 1,848 Serious Traffic 848 Other Criminal Traffic 7,164 Civil Traffic 36,507 Non-Traffic Misdemeanor 7,806 Total Citations Issued 54,173 Protective Orders 2,582 Landfill & MRF (FY through April 2009): Number of Customer Transactions 138,750 Tonnage Processed Residential 147,429 Commercial 82,500 Recycle 15,018 Total 244,947 Sanitation (FY through May 2009): Number of Customers 54,176 Sources: Various City of Glendale Department Records U.S. Census 616 Return to TOC APPENDIX Acronyms ACRONYMS A ACDC ADA ADOT AFB AMFP AWRF AZSTA Arizona Canal Diversion Channel Americans with Disabilities Act Arizona Department of Transportation Air Force Base Arizona Municipal Financing Program Arrowhead Water Reclamation Facility Arizona Sports and Tourism Authority B BofA Bank of America C CAFR CAP CD CDBG CFD CIP CPI CPI-U CY Comprehensive Annual Financial Report Community Action Program Community Development Community Development Block Grant Community Facilities Districts Capital Improvement Plan Consumer Price Index Consumer Price Index for Urban Users Calendar Year DIF DMP Development Impact Fees Debt Management Plan EMS EOC Emergency Medical Services Emergency Operations Center FAA FT FTA FTE FY Federal Aviation Administration Full Time Federal Transit Administration Full Time Equivalent Fiscal Year GAAP GEMS GF GFOA GIS G.O. GO Generally Accepted Accounting Principles Glendale’s Exceptional Municipal Staff General Fund Government Finance Officers Association Geographic Information System General Obligation Glendale Onboard D E F G 617 Return to TOC APPENDIX Acronyms H HALO HR HUD HURF Helicopter Air-medical and Logistical Operations Human Resources Department of Housing and Urban Development Highway User Revenue Fund I IGA IGP IT Intergovernmental Agreement Intergovernmental Programs Department Information Technology LID LTAF Local Improvement Districts Local Transportation Assistance Fund MGD MPC MRF Million Gallons per Day Municipal Property Corporation Material Recovery Facility NFL National Football League O and M OSHA Operational and Maintenance Occupational Safety and Health Administration PAYGO PC Pay-As-You-Go Capital Personal Computer RICO Racketeer Influenced and Corrupt Organizations L M N O P R S SROG SRP Sub-Regional Operating Group Salt River Project V VOCA Victims of Crime Act WAWRF WIFA WRF WTP WWTP Western Area Water Reclamation Facility Water Infrastructure Finance Authority Water Reclamation Facility Water Treatment Plant Wastewater Treatment Plant W 618 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. 619 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 & 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. 620 Return to TOC APPENDIX Glossary FUND: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. FUND BALANCE: A balance or carry over that occurs when actual revenues exceed budgeted revenues and/or when actual expenditures are less than budgeted expenditures. 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. G GENERAL FUND: Primary operating fund of the city. It exists to account for the resources devoted to finance the services traditionally associated with local government. Included in these services are police and fire protection, 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. 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. O OBJECTIVE: A measurable output that an organization strives to achieve within a designated time frame. The achievement of the objective advances an organization toward a corresponding goal. OPERATING AND MAINENANCE (O & M) COSTS: The day-to-day 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. 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. 621 Return to TOC APPENDIX Glossary 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. REVENUE: Financial resources received from taxes, user charges and other levels of government. 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. 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. S SECONDARY PROPERTY TAX: A tax levy restricted to the payment of principal and interest on general obligation bonds. SERVICE LEASE: A leesor 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. 622 Return to TOC APPENDIX Glossary T TAX LEVY: The total amount of the general property taxes collected for purposes specified in the Tax Levy Ordinance. TAX RATE: The amount of tax levied for each $100 of assessed valuation. TRANSFER: Movement of resources between two funds. Example: An interfund transfer would include the transfer of operating resources from the General Fund to an Enterprise Fund. 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. 623 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 “2010 Annual Budget” or “Fiscal Year 2009-10 (FY 2010)” refers to the period that begins July 1, 2009 and concludes on June 30, 2010. 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 2010 budget will be formally adopted by the City Council at a public meeting in June 2009, 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. 624 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. 625 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 $1.5951 in property tax per $100 of assessed valuation ($0.2252 primary rate and $1.3699 secondary rate). How much does the city receive from my property tax bill and how is it used? Primary Property tax revenue represents 3% of the city’s General Fund revenue, which is estimated at $4.2 million in this year’s budget. Secondary Property Tax, used to pay off General Obligation bonds, will generate approximately $29.2 million in FY 2010. 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. 626 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 2010 primary property tax rate of $0.2252 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 2010 secondary tax rate of $1.3699 per $100 of assessed valuation is used to pay debt service on General Obligation bonds. Where does the city’s revenue come from? Glendale's revenue comes from a variety of sources, including sales tax, property tax, user charges and other levels of government. What is state-shared revenue? The state of Arizona shares a portion of its tax revenues (from sales, income and motor vehicle in-lieu taxes) with Arizona cities and towns. This funding is divided among the cities and towns using population formulas supplied by state law. These state-shared revenues comprise a large portion of most city and town budgets, including 37% 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 627 Return to TOC City of Glendale Management & Budget Department 5850 West Glendale Avenue Glendale, Arizona 85301 623-930-2264