CITY OF GLENDALE, AZ Table of Contents CITY OF GLENDALE, ARIZONA FY14-15 ANNUAL BUDGET TABLE OF CONTENTS Introduction Table of Contents City Council Key Priorities Glendale City Officials City Council District Map City Organizational Chart City Management Map of Glendale and Neighboring Communities Community Profile Financial Organizational Chart Budget Presentation Award How to Make the Most of this Document Budget Calendar Budget Process Page i 1 2 3 4 5 6 7 15 19 20 23 25 Budget Message City Manager’s Budget Message 29 Financial Guidelines Five-Year Financial Forecast Financial Policies 35 57 Budget Summaries Budget Summary Revenues Expenditures 65 82 96 Operating Budget Operating Budget Table of Contents 116 Capital Improvement Plan (2015-2024) CIP Table of Contents CIP Ten-Year Plan 232 249 i CITY OF GLENDALE, AZ Table of Contents Debt Service Budget Debt Service Budget Secondary Property Tax Funded Debt Excise Tax Funded Debt Water & Sewer Revenue Funded Debt HURF Revenue Funded Debt Transportation Sales Tax Funded Debt Page 393 394 401 404 409 410 Schedules Why Include Schedules? Schedule 1: Fund Balance (Analysis by Fund) Schedule 2: Estimated Financial Sources & Uses Schedule 3: Revenue by Fund Schedule 4: Transfers Between Funds Schedule 5: Operating Budget (Analysis by Dept; by Fund) Schedule 6: Capital Budget (Analysis by Fund) Schedule 7: Long Term Debt Service Schedule 8: Lease Payments Schedule 9: Authorized Staffing Schedule 10: Salary Ranges Schedule 11: Property Tax Schedule 12: Internal Service Premiums 411 412 416 419 430 431 453 454 461 462 495 504 505 State of Arizona Auditor General Budget Schedules Schedule A: Summary Schedule of Estimated Revenues and Expenditures/Expenses Schedule B: Tax Levy and Tax Rate Information Schedule C: Revenues Other Than Property Taxes Schedule D: Other Financing Sources/ and Interfund Transfers Schedule E: Expenditures/Expenses by Fund Schedule F: Expenditures/Expenses by Department Schedule G: Full-Time Employees and Personnel Compensation 514 515 516 522 523 525 532 Appendix Budget Adoption Resolution Miscellaneous Statistics Glossary of Terms Acronyms Frequently Asked Questions 536 538 540 544 548 ii City of Glendale, Arizona City Council Key Priorities Fiscal Year 2014-2015 Fiscal Sustainability Transparency Major Events Super Bowl/Public Safety Innovative Benchmarked Ideas Service Level Options Economic Development Centerline 1 Glendale City Officials Jerry Weiers Mayor Yvonne J. Knaack Manuel D. Martinez Norma Alvarez Vice Mayor/ Councilmember Barrel District Councilmember Cholla District Councilmember Ocotillo District Ian Hugh Samuel U. Chavira Gary D. Sherwood Councilmember Cactus District Councilmember Yucca District Councilmember Sahuaro District 2 Glendale Council District Boundaries Pinnacle Peak Rd. Deer Valley Rd. Cholla Beardsley Rd. Union Hills Dr. Bell Rd. Saquaro Greenway Rd. Thunderbird Rd. Cactus Rd. Peoria Ave. Olive Ave. Barrell Cactus Yucca Yucca Northern Ave. Glendale Ave. Ocotillo Bethany Home Rd. 43rd Ave. 51st Ave. 59th Ave. 67th Ave. 75th Ave. 83rd Ave. 91st Ave. 99th Ave. 107th Ave. 115th Ave. El Mirage Rd. Dysart Rd. Litchfield Rd. Bullard Ave. Reems Rd. Sarival Ave. e. Av Cotton Ln. nd ra G Citrus Rd. Camelback Rd. 3 Puplic Works Jack Friedline Interim Director Police Department Debora Black Police Chief Development Services Department Sam McAllen Director Water Services Department Craig Johnson Director Community Services Department Eric Strunk Director Office of Intergovernmental Programs Brent Stoddard Director Finance & Technology Department Tom Duensing Director Elizabeth Finn Presiding City Judge Human Resources Department Jim Brown Director Pam Hanna City Clerk Communications Department Julie Watters Director Assistant City Manager Julie Frisoni Brenda S. Fischer City Manager Assistant City Manager Jennifer Campbell City Attorney Michael D. Bailey Fire Department Mark Burdick Fire Chief Boards & Commisions Mayor & Council Citizens of Glendale Glendale Organizational Chart Office of Economic Development Brian Friedman Director City Auditor Candace MacLeod Glendale, Arizona City Management Mayor Jerry P. Weiers Department Heads & Directors Michael D. Bailey City Attorney Councilmembers Yvonne J. Knaack, Vice Mayor Barrel District Manuel D. Martinez Cholla District Norma Alvarez Ocotillo District Ian Hugh Cactus District Pamela Hanna City Clerk Judge Elizabeth Finn Presiding City Judge Debora Black Police Services Jim Brown Human Resources & Risk Management Samuel U. Chavira Yucca District Mark Burdick Fire Services Gary D. Sherwood Sahuaro District Brian Friedman Office of Economic Development Julie Watters Communications Management Staff Brenda S. Fischer City Manager Julie Frisoni Assistant City Manager Jennifer Campbell Assistant City Manager Craig Johnson Water Services Jack Friedline Interim Public Works Candace MacLeod Internal Audit Department Sam McAllen Development Services Tom Duensing Finance & Technology Brent Stoddard Office of Intergovernmental Programs Erik Strunk Community Services 5 Glendale & Neighboring Communities 6 History In 1880, the land that is now Glendale was nothing more than empty desert. But in 1882, William J. Murphy joined three Arizona builders, M.W. Kales, William A. Hancock and Clark Churchill, to lead the Arizona Canal Co. project, which would bring water to the desert land by 1885. 58th & Grand Ave. In 1888, Murphy, with the help of others, constructed the diagonal Grand Avenue. And on February 27, 1892, the first residential area of the city began to take shape. The Glendale town site began to take shape soon after, and the first school, the Glendale Grammar School, was built in 1895. Its opening drew people from all over the Valley. In the mid-1890s, Glendale became the pathway for a line of the Santa Fe Railroad, linking the Valley to Prescott and northern Arizona. The railroad allowed Glendale settlers to transport goods to the north and easily receive building materials. More and more families began to settle in Glendale after the turn of the century. Over the years, Glendale grew to become one of the most culturally diverse cities in the Valley. The city owes much of its heritage to early Hispanic settlers as well as Japanese and Russians who moved to Glendale from California. Beet Sugar Factory Glendale’s Beet Sugar Factory, whose structure still stands today just southeast of Glendale’s downtown, was instrumental in the city’s early economic success. Farms and orchards, like the 640-acre Sahuaro Ranch, continued to take off through the early 1900s. Then World War I brought a new surge of energy into Glendale, with cotton prices reaching $2 a pound and a high demand for food, which kept farmers busy. There was soon a need for more housing, and today’s Catlin Court was born from 1915 to about 1930. Most of these homes are still standing and on the National Register of Historic Places. Thunderbird Field World War II brought the birth of Thunderbird Field to train civilian pilots for the Army and in 1941, the Army began working on a larger base 10 miles west of Glendale. Built for $4.5 million, Luke Field (now Luke Air Force Base) was named for the first pilot to receive a Medal of Honor, Lt. Frank Luke Jr. Thunderbird Field would later become the Thunderbird American Graduate School for International Management. The military and college presence sparked a need for utilities, parks, schools and streets. City officials in the 1960s began to play catch up with the population, and over the next 40 years, the city added an operations center, landfill, water treatment plant, sewage plants, libraries, parks, public safety facilities, an airport, a city hall and a civic center. www.GlendaleAZ.com 7 Government /Organization The City of Glendale operates under a Council-Manager form of government with a mayor elected at large and six council members elected based upon a system of geographic districts. Council members serve a term of four years on a staggered basis and the Mayor is elected for a four-year term. The City Manager is appointed by the Mayor and Council. City Hall City Services The city of Glendale provides residents with essential municipal services that include public safety, water, sewer and sanitation services. The Glendale Police Department’s objectives include crime prevention, crime control, community involvement and fair and equitable treatment for residents. The department has three police stations, 420 sworn officers and 138.5 civilian employees. Glendale Fire Glendale Police Glendale Recycling The Glendale Fire Department provides a variety of emergency services including fire suppression, emergency medical, hazardous materials and specialized rescue response. The fully-accredited department is comprised of 245 firefighters and nine fire stations, responding to approximately 40,000 calls a year. Glendale’s Water Services Department is committed to providing safe, reliable, high quality water and wastewater services to ensure public health and the vitality of the community. The department operates four water and two wastewater treatment plants, maintains 994 miles of water mains and 707 miles of sewer lines, operates a water quality lab certified by the Arizona Department of Health Services, ensures that storm water pollution prevention best practices are conducted, and provides customer services such as meter reading, billing support, high water use/leak consultations, and a variety of water conservation programs. It operates 24 hours a day, 7 days a week, all year long to ensure that water and sewer services are safe and available to meet customers’ needs. The city’s Sanitation Division provides a variety of residential and commercial services. Garbage and recycling is collected weekly and bulk trash is collected monthly. In addition, the city operates the municipal landfill and materials recovery facility, where recyclable materials are sorted and prepared for sale. www.GlendaleAZ.com 8 Transportation Major transportation corridors that connect Glendale to the entire metropolitan region include historic Grand Avenue, Loop 303 in the far west, the Loop 101 in the western and northern parts of the city, and the Northern Parkway, which is currently in phase two of construction, connecting several West Valley cities. Loop 101/61st Ave. Pedestrian-Bike Bridge Glendale Municipal Airport Glendale is a member of the Valley Metro, the area’s Regional Public Transportation Authority (RPTA.) Glendale Transit provides a wide range of convenient, low-cost transportation alternatives for Glendale citizens and visitors, including fixed-route bus service, Glendale Dial-A-Ride, Glendale Urban Shuttle (GUS) bus service, ADA service and a taxi-subsidy program. In compliance with federal regulations, the city offers an Americans with Disabilities Act (ADA) service to eligible persons who, because of a disability, cannot use Valley Metro fixed-route bus service. The ADA service covers the same routes and operates the same hours as Valley Metro fixed-route bus service in Glendale. Glendale Urban Shuttle (GUS) provides a great way to bring location destinations closer with two convenient routes. Fare is only 25 cents, with reduced fare (10 cents) for seniors and persons with disabilities. The service runs daily between 10 a.m. and 2 p.m. In addition, the city provides a taxi-subsidy for persons with special transportation needs. The program is designed to assist people making repetitive trips for medical treatments and therapies. The city of Glendale also operates a municipal airport. Located just five miles west of downtown Glendale, five miles east of Luke Air Force Base, and 30 minutes northwest of downtown Phoenix, this 477-acre modern airport features a beautifully designed two-story, 18,000 square-foot terminal, a Federal Aviation Administration contract-tower, and complete airport services for general aviation and corporate jet traffic. www.GlendaleAZ.com 9 Quality of Life Glendale has so much to offer residents, businesses and visitors with wonderful amenities and an exceptional quality of life, including: • Housing opportunities for those looking for historic properties to master-planned communities to affordable living • Jobing.com Arena, the home of the NHL Arizona Coyotes, and a host to a variety of national and international concerts and shows Sports & Entertainment District • The University of Phoenix Stadium is home to the NFL’s Arizona Cardinals and hosts the annual Fiesta Bowl, and future 2015 Super Bowl and 2016 College Football Championship • Camelback-Ranch Glendale, the spring training home of the Los Angeles Dodgers and Chicago White Sox • Myriad shopping experiences that include Arrowhead Towne Center, Cabela’s, Tanger Outlets, downtown boutiques and antique shops • Award-winning special events, cultural and performing arts, galleries and concert venues Special Events • More than 180 area golf courses • Three libraries, 70 parks totaling more than 1,900 acres, two aquatics centers, six community centers, a racquet center, two municipal golf courses, four sports complexes, more than 35 miles of hiking and equestrian trails and more than 500 programs and classes offered yearly • A short distance, 15 to 25 minutes, from other Valley of the Sun amenities including downtown Phoenix, Phoenix Sky Harbor International Airport, Phoenix International Raceway and high-end resorts and spas Parks & Trails www.GlendaleAZ.com 10 Tourism Glendale Visitor Center In 2010 the city of Glendale created the West Valley’s first Convention & Visitors Bureau (CVB), transitioning from an office of tourism to a full-fledged bureau, uniting all cities in the western part of the Phoenix metropolitan area. In 2012 the city council also voted to fund the CVB with hotel bed tax (1.6% tax on the city’s 1400-plus hotel rooms). Additional revenue is brought in by membership dues which funds the CVB. Currently with more than 100 members, the CVB manages an international effort to promote Glendale and the West Valley through marketing, advertising and targeted media missions, partnering with other Valley CVBs in this goal. Arizona’s number-one national travel market is the Midwestern U.S., with Canadian travelers as the top international market. The CVB also has created an advisory committee with representation of business categories, as well as a hotel advisory committee, which both advise and guide the direction in order to achieve the CVB’s mission. The CVB also operates an official designated state of Arizona Visitor Center. Housed in downtown Glendale, the Visitor Center is a hub for visitor information for the entire state of Arizona and assists the downtown community of businesses in promoting the downtown area as a destination point. The Visitor Center sees approximately 15,000 visitors annually. Near World-Class Golf www.GlendaleAZ.com 11 Glendale at a Glance 0 to 9 years 15.6% 10.0% Other Services 17.9% Construction 45 to 59 years 18.2% 14.0% 33 years Trade, Transportation & Utilities 8.1% Professional & Business Services 14.2% 22.7% 10.0% $57,481 Financial Activities 20 to 29 years 30 to 44 years Leisure & Hospitality Median Household Income 12.1% 10 to 19 years Median Age Education & Health Services 15.0% ) $16 0, 6 0 0 5.4% 22.0% Manufacturing 10.0% 11.3% M e d i a n Ho m 12 60 to 74 years ,627 - 128 ce r fo rk 820 2) - 232,143 (201 n o i at 75+ ul years Tot al W o Estim ate dP op Glendale is located about nine miles north/west of Phoenix, at an elevation of 1,187 feet, with an average annual temperature of 72 degrees. The average annual high is 85 degrees. The average high in winter is 67 degrees, and highs frequently flirt with 80 in the spring and fall. The area receives an annual rainfall of 8.4 inches, with 294 average days of sunshine each year. eP r ( i ce 20 0 Glendale’s Major Employers / # of Employees 6,325 7,000 6,000 400 600 660 720 2,000 1,159 1,325 3,000 959 4,000 800 2,866 5,000 1,000 n n ra tio tio po or rC C on ai te lC or po ra rs ity re ca Be ch te rn U ni lth ea H a es w id ve ar st on an M H um re on -C pi ta l ce os H ad Em pe e A rr ow el w ey he lA er os ra A A A on H pa nc em In su Sy / A SA C Ba nn er H ea lth Lu ke st A FB 0 www.GlendaleAZ.com 12 Primary Education • Glendale is covered by twelve elementary, secondary and unified school districts. The majority of the city’s public schools fall under the following districts: Glendale Elementary School District, Glendale Union High School District, Deer Valley Unified School District and Peoria Unified School District • There are over 43,300 school aged children (5-17) in Glendale, 18.7% of the population Glendale H.S. Centennial Parade Higher Education • Arizona State University West Campus • DeVry University Westgate • Glendale Community College, the area’s largest community college • Midwestern University • Thunderbird School of Global Management Midwestern University Other Quick Facts About Glendale • High School Diploma or Higher 83.5% • Persons Per Household 2.86 • Non-English Language at Home 30.5% DeVry University Westgate • Number of Businesses 15,878 • Land in Square Miles 59.98 www.GlendaleAZ.com 13 CITY OF GLENDALE, AZ 14 CITY OF GLENDALE, AZ Financial Organization Chart TOTAL FY 2015 BUDGET $642,000,000 | OPERATING $368,512,634 CAPITAL OUTLAY $144,471,467 | | General Fund Group $202,136,010 | 1260 | 1300 General Library Home Grant $157,103,366 $120,000 $1,625,895 1040 1280 Youth Sports Complex $283,000 1310 Neighborhood Stabilization Pgm $1,320,000 General Services $9,175,021 | 1010 National Events $1,760,271 | 1100 | Special Revenue Fund Group $50,009,441 1000 | DEBT SERVICE $92,318,736 | | | | 1281 | 1311 Stadium Event Operations $3,042,927 N'hood Stabilization PgmIII $600,000 | 1282 | 1320 Internal Services Fund Group $28,899,958 1760 Airport Special Revenue $723,906 2040 Public Safety Construction $855 2360 Water and Sewer 2540 Risk Management Self Insurance $4,000,000 1820 2060 2440 CAP Grant Parks Construction Landfill $1,299,684 $83 $8,763,281 | | Emergency Shelter Grants $208,992 Economic Dev. Constr-1999 Auth $465 $13,332,998 Flood Control Construction $2,415 2500 Pub Housing Budget Activities $15,884,596 | 1840 $4,549,500 $13,992,136 1120 Vehicle Replacement $2,452,791 1283 CamelbackRanch EventOperations $71,932 1340 Highway User Gas Tax $8,471,957 1860 | 1140 | 1740 | 1650 | $20,000 1750 City Sales Tax-Bed Tax $655,695 1660 Transportation Sales Tax $12,485,025 1885 Parks & Recreation Designated $115,368 1200 Utility Bill Donation $200,000 1790 Stadium City Sales Tax - AZSTA $2,015,821 1220 Arts Commission Fund $173,162 1870 Employee Groups | 1190 | | | 1240 Court Security/Bonds $531,036 | | | | | $539,568 $3,419,294 Sanitation | 2580 Benefits Trust Fund $23,291,958 $2,445,733 Transportation Grants $1,035,541 Civic Center | 2180 | 2480 | 2560 Workers Comp. Self Insurance $1,608,000 RICO Funds 1880 Parks & Recreation Self Sust $1,135,704 PC Replacement | | 2100 $1,178,404 | | $49,482,532 | 1830 Grants | | Enterprise Fund Group $87,463,407 C.D.B.G. | | Capital Fund Group $3,818 Arena Event Operations $17,108,933 Telephone Services CONTINGENCY $36,697,163 | | Marketing Self Sust $708,592 | 2530 Training Facility Revenue Fund $1,527,607 ____ 2538 Glendale Health Center $48,590 For a description of major fund sources please refer to the Budget Summary starting on page 29. You can navigate to the description by clicking the funding source you would like more information about. 15 CITY OF GLENDALE, AZ Financial Organization Chart F TOTAL FY 2015 BUDGET $642,000,000 | OPERATING $368,512,634 | General Fund Group $2,591,013 CAPITAL OUTLAY $144,471,467 DEBT SERVICE $92,318,736 | | Special Revenue Fund Group $20,706,306 | General $515,219 | 1140 | 1650 Transportation Grants $5,786,897 1420 DIF-Fire Protec Fac $2,101 | 1840 | 1440 PC Replacement Grants DIF-Police Faciliti $754,929 $2,000,000 $1,004 | 1220 Arts Commission Fund $300,000 | 2120 | 1460 Airport Capital Grants $12,919,409 | Capital Fund Group $68,783,832 Development Impact Fee Funds $1,727,606 1000 CONTINGENCY $36,697,163 G.O. Bond Construction Funds $7,060,218 | 1980 Streets Constr. 1999 Auth $2,221,567 | 2040 Public Safety Construction $535,583 | 2060 Enterprise Fund Group $52,390,316 | Other Capital Funds $59,996,008 | 2000 2360 Hurf Street Bonds Water and Sewer $18,675,000 $36,150,259 | 2210 Transportation Capital Project $41,321,008 | 2440 Landfill $12,254,529 | 2480 DIF-Citywide Parks Parks Construction Sanitation $234 $252,921 $3,985,528 1283 CamelbackRanch EventOperations $985,865 1480 DIF-Citywide RecFac $234 2080 Gov't Facilities 1999 Auth $64,175 1740 1500 Civic Center DIF-Libraries $35,000 $373,817 2100 Economic Dev. Constr-1999 Auth $726,528 1520 DIF-Citywide Open Spaces $351,822 2130 Cultural Facility Bond Fund $0 1540 DIF-Parks Dev Zone1 $121,056 2180 Flood Control Construction $3,259,444 | | | | | | | 1600 DIF-Roadway Improve $701,240 1560 DIF-Parks Dev Zone2 $132,863 1620 DIF-General Government $306 1580 DIF-Parks Dev Zone3 $42,929 | | | | | | 16 CITY OF GLENDALE, AZ Financial Organization Chart TOTAL FY 2015 BUDGET $642,000,000 | OPERATING $368,512,634 CAPITAL OUTLAY $144,471,467 | DEBT SERVICE $92,318,736 | Debt Service Fund Group $66,840,371 Enterprise Fund Group $25,478,365 1900 G.O. Bond Debt Service $26,072,628 Water and Sewer | CONTINGENCY $36,697,163 2360 $25,478,365 1920 HURF Debt Service $1,958,000 | 1940 M.P.C. Debt Service $31,478,662 | 1970 Transportation Debt Service $7,331,081 17 CITY OF GLENDALE, AZ Financial Organization Chart F TOTAL FY 2015 BUDGET $642,000,000 | OPERATING $368,512,634 | CAPITAL OUTLAY $144,471,467 | General Fund Group $5,330,000 Special Revenue Fund Group $1,800,000 1000 1340 Highway User Gas Tax $600,000 General $5,000,000 | 1010 National Events $330,000 | 1660 Transportation Sales Tax $1,200,000 DEBT SERVICE $92,318,736 | | Capital Fund Group $18,411,293 | 1380 DIF-Library Blds $1,755,130 | 1420 DIF-Fire Protec Fac $737,391 | 1440 DIF-Police Faciliti $1,719,834 | 1460 DIF-Citywide Parks $380,559 | | 1600 DIF-Roadway Improve $3,432,993 | 1620 DIF-General Government $161,637 | 1980 Streets Constr. 1999 Auth $504,582 | 2040 DIF-Libraries $2,871,254 2080 Gov't Facilities 1999 Auth $4,864 1520 DIF-Citywide Open Spaces $151,036 2100 Economic Dev. Constr-1999 Auth $395,670 1540 DIF-Parks Dev Zone1 $73,178 2130 Cultural Facility Bond Fund $262,088 1560 DIF-Parks Dev Zone2 $50,941 2140 Open Space/Trails Constr-99 Au $587,700 1580 DIF-Parks Dev Zone3 $67,280 2180 Flood Control Construction $2,954,073 | | | | Enterprise Fund Group $5,500,000 Internal Service Fund Group $0 2280 Cemetery Perpetual Care $5,655,870 2360 Water and Sewer 2540 Risk Management Self Insurance $0 $4,200,000 | 2440 Landfill $600,000 | 2480 Sanitation $700,000 | Parks Construction | | Trust Fund Group $5,655,870 Public Safety Construction $1,561,451 1480 DIF-Citywide RecFac $720,885 | 1500 CONTINGENCY $36,697,163 2060 $18,747 | | | | | 18 CITY OF GLENDALE, AZ Distinguished Budget Presentation Award The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Glendale, Arizona for its annual budget for the fiscal year beginning July 1, 2013. 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. At least two of three independent GFOA reviewers must rate the document “proficient” or “outstanding” on all four program criteria and all mandatory criteria in order for the document to receive the award. 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. 19 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 executive leadership team for the City of Glendale and presents the financial and organizational operations for each department. In an effort to assist users in navigating through this document, the following guide is provided. The document begins with a financial organization chart 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 balanced budget and a glossary of terms will help the reader understand the acronyms used throughout the budget book. Budget Message The city manager’s budget message articulates the balancing strategy used to develop the FY1415 budget as well as policy issues and priorities for the fiscal year. It describes significant changes from the FY14-15 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. 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 for major funds,  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. Budget Summaries The budget summary offers an overview of the city’s finances and examines the budget components, process and amendment policy. It also covers the financial and operational summaries for all major funds and provides historical trends for revenues, expenditures and staffing. 20 CITY OF GLENDALE, AZ How to Make the Most of this Document f Operating Budget This section provides a closer look at the various functions of each department. Each department has provided a description of its core job functions, goals and objectives for the upcoming year, as well as recent accomplishments and performance measures for the last two fiscal years 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. FY 2015-2024 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. Debt Service Budget The debt service information has historically been included within the preceding CIP section in past budget books. The new format will allow the reader the opportunity to focus on either capital projects, or the financing rules, regulations, policies and procedures governing how CIP projects are financed (debt service). It starts with an explanation of the various funding mechanisms available for financing projects (e.g. general obligation bonds, revenue bonds, development impact fees, etc.) and includes explanations of voter authorization, capacity limits, assessed valuation, property tax rates, debt coverage ratios, etc. Schedules This is the heart of the budget document as an operating and financial plan. These schedules summarize the City’s financial activities in various comprehensive, financial formats. For example, all revenue inflows and outflows are summarized on Schedule One, but from here you can delve into the details for any of the those higher level components by reviewing a schedule dedicated to revenues, operating expenditures or debt service payments. The detail schedules summarize information by account categories, operational departments (i.e. public safety, utilities, sanitation, etc.) and bond issuances. This section also includes the official budget forms of the State of Arizona’s Auditor General Office. Appendix This section includes some key city statistics regarding population, occupational distribution, household income, school enrollment and much, much more. Information on the number of parks, libraries, fire and police stations, as well as a “frequently asked questions” section, which helps address many of the most important aspects regarding the budget, is also included. 21 CITY OF GLENDALE, AZ 22 CITY OF GLENDALE, AZ Budget Calendar FY 2014 BUDGET CALENDAR July 2013 – February 2014 Budget staff analyzed revenue and expenditure data to determine budget and economic outlook for FY14-15. Discussions with the City Manager’s Office and other executive management staff occurred during this time regarding numerous balancing options for the FY14-15 revenue, operating and debt service budgets. Preparation of FY14-15 operating budget items such as premiums for workers compensation insurance, risk management insurance, phone services and indirect cost allocation were undertaken . Analysis of revenue trends was also prepared during this time, with periodic updates to the City Manager’s Office. September 2013 – February 2014 Capital improvement plan (CIP) budget preparation. This process involved 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 capacity; a discussion of various financing options by the CIP finance team; and preparation of the Preliminary FY 20152024 CIP document for City Council review. November 2013 FY14-15 operating budget kickoff meetings with the executive leadership team comprised of the assistant city manager, executive directors, police and fire chiefs, and City Council appointees. FY14-15 operating budget kickoff meeting with department directors and staff to commence budget input was held. Input continued through December 2013. December 2013 Five – Year Financial Forecast presented to council December 17, 2013 at council workshop. This discussion mainly focuses on General Fund and structural imbalance faced for the FY14-15 budget process. Department’s base budgets submissions due December 31. January 2014 Review with City Council information on Five-Year Forecast and upcoming FY14-15 Budget Calendar. Present general consensus items on long-term and short term options and potential solutions for upcoming budget balancing. February 2014 State Legislative Agenda and Legislative Update presented to Council by the Intergovernmental Programs Department. The 51st Legislature’s First Regular Session began on Monday, January 13, 2014. 23 CITY OF GLENDALE, AZ Budget Calendar Continue City Council workshop discussion on budget balancing strategies including; debt/contractual expenditure restructuring, revenue enhancements, expenditure reductions. March 2014 FY13-14 mid-year financial report update and FY14-15 revenue projections presented to City Council. Continue City Council workshop discussion on annual 2 percent primary property tax increase, temporary sales tax increase discussions regarding the 2017 expiration date, revenue enhancement and expenditure reduction opportunities, variable rate on inter-fund loans and Sales tax auditor contract April 2014 City Council holds budget workshop on presentation of the Draft FY14-15 operating budget. An overview of the draft FY14-15 budget for the General Fund was presented and discussed in detail as this is the city’s largest operating fund. The report also provides Council an opportunity to review the proposed cost of all city services provided by city departments based on the draft FY 2015 budget. City Council holds budget workshop discussion focuses on follow up to draft budget. Special revenue funds, debt service and Capital Improvement Plan are also reviewed. May 2014 City Council adopted a resolution approving the FY14-15 tentative budget, directing publication of the tentative budget, giving notice of the June 10th date for the public hearing on the FY14-15 final budget and a separate public hearing on the FY14-15 property tax levy and giving notice of the June 24th date for the adoption of the FY14-15 property tax levy. June 2014 City Council conducted a public hearing on the FY14-15 property tax levy. City Council conducted a separate public hearing on the FY14-15 budget and convened a special meeting to adopt a resolution approving the FY14-15 budget. City Council adopted an ordinance approving the FY14-15 property tax levy. July 2014 Start of FY14-15. 24 CITY OF GLENDALE, AZ Budget Process FY14-15 BUDGET PROCESS OVERVIEW: The FY14-15 operating and capital budgets are based on council’s key priorities and the supporting strategic goals that were reaffirmed at the February 2014 Annual City Council retreat: • Super Bowl/public safety • Fiscal sustainability • Transparency • Centerline • Major Events • Service level options • Economic Development • Innovative benchmarked ideas Principal issues for the FY14-15 budget were the ongoing challenges of the economy and the level of contractual obligations committed to the General Fund. These are discussed in detail in the City Manager’s Message in this document. Over the course of several months various balancing options for both the FY14-15 operating budget and the FY 2015-2024 capital improvement plans were evaluated. A final balancing plan was established in April 2014 and resulted in the recommended budget presented to City Council at a series of budget workshops held from March to April 2014. 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. These notices included summary budget information, including the date for the public hearing on the property tax levy, as required by Arizona state law. After completing the public hearing for the final FY14-15 budget, the Council adopted the budget and thereby set the expenditure limitation for FY14-15. A separate public hearing on the FY14-15 property tax levy was conducted at the same meeting as the final budget adoption. Adoption of the property tax levy occurred two weeks later. The chart on the following page illustrates the broad outline of the FY14-15 budget development process. 25 CITY OF GLENDALE, AZ Budget Process Revenue Collections Analyzed. Tentative FY14-15 Operating Budget Developed. Capital Budget Requests Prepared Budget Staff Compilation And Analysis July '13 - February '14 Assistant City Manager, Executive Leadership Team Review February '14 Council Budget Workshop Sessions 03/14 - 04/14 Adoption of Preliminary Budget and Setting Date for Budget Adoption and Property Tax Levy Public Hearings 5/27/14 Public Hearing Adopt Final Budget 6/10/14 Public Hearing Property Tax Levy 6/10/14 Adoption of Levy 6/24/14 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, Landfill, Sanitation and Community Housing Services) are prepared using the full accrual method. 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 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 FY01-02, the CAFR has been prepared in compliance with Governmental Accounting Standards Board (GASB) Statement No. 34 requirements. The CAFR shows fund expenditures and revenues on both a 26 CITY OF GLENDALE, AZ Budget Process 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: Two Public Facilities Corporation (PFC) related funds were eliminated during FY12-13 as a result of the conversion of PFC debt service into a Municipal Property Corporation (MPC) debt service instrument. PFC Special Revenue (Fund 1782) was budgeted in FY12-13 within the general fund group. This fund was used to track revenues generated at the Camelback Ranch spring training baseball facility which is home to the Los Angeles Dodgers and Chicago White Sox. A transfer out of this fund each year to cover the required debt service payment paid from the PFC Debt Service (Fund 1930) was required. The PFC Debt Service (Fund 1930) mentioned above was created in FY11-12 within the Debt Service Fund Group to track the principal and interest payments associated with the construction and equipment needed for Camelback Ranch. The PFC was a non-profit corporation organized under the laws of the State of Arizona. City Council retained oversight and approved all debt upon recommendation from the PFC Board of Directors, which consisted of four City employees and one private citizen. Although the PFC was a legally separate entity from the City, the PFC was reported as if it was part of the primary government because it sole purpose was to finance and construct public facilities for the City. Debt service for Highway User Fee Revenue (HURF) bonds will continue to be addressed as it was for FY10-14. The City’s outstanding HURF bonds for street projects are backed by a pledge of the HURF monies the city receives from the state. For FY 14-15 a portion of HURF debt service will continue to be support by a transfer from transportation sales tax revenues ($1 million). Three new general group funds were created in FY13-14, titled Utility Bill Donation (Fund 1200), Community Services Group (Fund 1210) and Bed Tax (Fund 1750). Each is described in brief below. 27 CITY OF GLENDALE, AZ Budget Process The Utility Bill Donation Fund is used to track activities related to the “From the Heart” program which is made up of a unique partnership of Glendale residents, the city of Glendale, the Gila River Indian Community and local community agencies. The Community Services Group Fund was created to track activity related to a start-up program titled “Gifting for Glendale.” The Parks, Recreation and Library Services Department is spearheading an effort to create a 501c3 organization for fundraising to support communitybased recreation and library programs. For FY14-15 this fund is no longer used and will be inactivated from future transactions. Lastly, in 2011, the Glendale City Council approved an increase to the city’s tax rate on transient lodging, commonly referred to as the “bed tax,” from 3.4% to 5%. As part of this action, all the proceeds from the increased tax rate are dedicated to tourism promotion initiatives that foster economic growth by developing the tourism industry in Glendale. The Bed Tax Fund was created to track revenue and expenditure activities related to the new bed tax. 28 BUDGET MESSAGE City Manager’s Budget Message To the Citizens of Glendale and the Honorable Mayor and Council: We respectfully present to you and the citizens of Glendale the Fiscal Year 2014-15 (FY14-15) Annual Budget. This budget includes all funds of the City of Glendale and represents months of hard work and difficult decisions by the Mayor and City Council, our employees, and City management. The proposed FY14-15 Annual Budget is balanced and manageable, while incorporating the priorities and policy direction as given by the City Council. Despite significant financial pressure, this budget contains no reductions in service levels and sets the course for future financial stability. To balance the budget, the City adopted a “zero-based” budget approach. The budget was developed around the Five-Year Financial Forecast which was presented to Council on December 17, 2013. A zero-based approach means departments request and justify all FY14-15 appropriated funds and do not receive “targets” allocations at the beginning of the budget process. The Five-Year Financial Forecast set the stage for the FY14-15 budget process with an eye on the future financial planning and stability. This past year saw many financial and operational challenges. The City’s general obligation, excise tax supported, and special revenue supported obligations all saw downgrades by both Moody’s Investors Services and Standard and Poor’s Ratings Services. The primary reasons cited were recent weak management practices centered around recent years of inability to address budgetary challenges, budgetary exposure of the recent National Hockey League (NHL) financing and payments, and ongoing arena management obligations. These all affect the City’s General Fund, the primary operating fund. We are pleased to report the impact of the inter-fund borrowing and the final $5 million NHL payment was identified in the Five-Year Financial Forecast and financial planning will include full payments of these obligations. The ongoing arena management obligations of approximately $15.5 million per year were fully budgeted in FY14-15 and future year impacts were also included in the Five-Year Financial Forecast. The impact of the City’s Municipal Property Corporation (MPC) debt service ranging from $31.5 million in FY14-15 to $33.6 million in FY18-19, funded by the City’s General Fund, was explicitly presented to Council during presentation of the forecast, was absorbed in the adopted budget, and will be included in future financial planning. Glendale is proud to be the host city of Super Bowl XLIX to be played February 1, 2015. Significant budgetary impacts consist of one-time costs for police, fire, and transportation. These coasts have been fully budgeted and absorbed in the FY14-15 General Fund budget. 29 BUDGET MESSAGE City Manager’s Budget Message With the impact of Glendale’s debt, and contractual obligations, and Super Bowl commitments, the balanced budget also includes $5 million in additional contingency funding for unforeseen events. City departments endured an extensive budget process balancing the needs of service to the community with the economic realities. Additionally, the forecast and budget were developed considering the operational impacts of future CIP projects as illustrated in the Capital Improvement Plan section of this budget document. Cornerstone to financial planning is sufficient financial policies. As part of the prior year budget adoption process, financial policies were adopted to provide a vital framework for future governance and decision-making. In FY14-15, these policies will be reevaluated to ensure they meet the long-term strategic focus of financial stability going forward. These policies must continue to provide broad policy guidance related to operating management, reserve management, capital management, debt management, and budget amendments. This adopted budget herein totals $642 million, representing an 11% increase over the prior year and provides the road map for all city services, infrastructure improvements and financial obligations of the city.  The Operations budget, which supports day-to-day activities and the bulk of city services, totals $368.5 million and represents 57% of the total city budget.  The Capital Improvement Plan (CIP) funds infrastructure needs. The FY14-15 budget totals $144.5 million and is a 45% increase over the FY13-14 CIP.  The City’s Debt Service obligations total $92.3 million for FY14-15.  Total Contingency is budgeted at $36.7 million. The contingency appropriation is necessary in the event of unforeseen or unplanned emergency expenditures should they arise during the fiscal year. A total of $18.4 million in contingency funding is appropriated in the CIP funds. 30 BUDGET MESSAGE City Manager’s Budget Message In addition to the December 2013 Five-Year Financial Forecast presentation to Council, six additional public City Council workshops were held on the FY14-15 budget process over the course of the next four months. Budget Approach and Analysis As stated previously, staff presented a comprehensive Five-Year Financial Forecast as the basis for the budget process. Based on this forecast, staff identified an annual structural deficit (estimated operating expenditures/contingency in excess of operating revenue) in FY14-15 through FY 16-17 that averaged $14 million per year. Upon the elimination of the temporary sales tax (FY 17-18) the annual structural deficit averaged $30 million per year. This level of structural deficit would effectively eliminate General Fund, fund balance at the end of FY14-15. It should also be noted that the City, per its financial policies, is required to maintain a minimum unassigned fund balance of 10% of projected annual ongoing revenues estimated to be approximately $17 million with the goal of an additional 15% to be used as an operating reserve. As overviewed above, of special concern was the amount of General Fund support toward debt service, capital lease payments, inter-fund loan repayments, and contractual obligations as there is little to no flexibility in controlling these costs. In the forecast, these contractual expenditures represented between 27% and 30% of the total expenditure budget. As an indicator of stability, rating agency guidelines measure debt service as a percentage of General Fund spending. General fund debt service of an amount greater than 10%-12%, is an indication of a high debt service burden. The FY14-15 debt service amount of $31.5 million is estimated was estimated to be 17% of operating expenditures. If all other contractual amounts are included, the percentage was estimated at 30%. In addition, over the past several years, cuts in the General Fund budget have occurred largely without an impact to the service levels; however, this resulted in a significant workload increase for remaining staff and significant staff turnover. Through the budget process, staff indicated that any further significant expenditure reductions of the magnitude outlined in the five year forecast would be felt by the public and continue to affect staffing levels. Based on feedback received, staff developed a comprehensive strategy, reflecting the core mission of the city and Council priorities, to address the deficit. Staff took a very inclusive approach which involved the Council, the public, the business community, employee groups, and employees to solve this issue. A number of budget balancing strategies were presented to council and given careful consideration during the budget process. Measures included revenue enhancements, expenditure reductions and combinations of both. Council consensus was to address the structural deficit utilizing a dual approach of (1) implementing short–term solutions immediately and (2) researching/pursuing long-term solutions with a strategic approach. Action items included: 31 BUDGET MESSAGE City Manager’s Budget Message     Assume the 2% primary property tax levy increase annually; Lifting the sunset on sales tax increase (scheduled to expire 2017); Calculate and applying a variable interest rate on the inter-fund loans; Develop revenue enhancements and expenditure reductions. Specific budget enhancements include:  Planned increases to Arizona State Retirement and Public Safety Retirement employer contributions;  Planned health insurance costs increases at rates outpacing general inflation;  The city would continue to meet its debt service, capital lease payment, and interfund loan repayment obligations;  Contributions toward the Super Bowl are budgeted at $2.1 million in FY14-15;  The city will continue to meet its debt service and contractual obligations on the cityowned Arena which include event operational costs, the annual $15 million management fee, and the $500,000/year capital maintenance payment;  Workers’ Compensation and Risk Management trust funds will continue to be funded at appropriate levels;  The contingency budget, to cover emergency expenses, revenue shortages, or capital project acceleration as approved by Council, is set at $5 million with future planned increases to be at least 5% of total revenues;  Salaries and related payroll expenditures assume increases consistent with the current memoranda of understanding (MOU) and non-represented employees will receive 2.5% annual salary increases for the first time in six years;  Salaries and related payroll expenditures also assume compression of pay ranges from 60% to 40% for non-represented employees. The local and state economy continues to show moderate signs of improvement. General Fund revenues increased year-over-year and remain on target for FY13-14 forecasts. Revenue projections for FY14-15 incorporate the following assumptions:  Overall, the city will continue to see General Fund revenue growth due to the continued, moderate economic recovery;  Local sales taxes are forecasted to increase, from 3.3% to 3.5%, consistent with best practices;  Intergovernmental revenues (state-shared) are forecasted to increase at a greater rate than local taxes, based on regional growth;  Property tax increases assume the city takes advantage of the available 2% levy increase allowed by state law;  Annual administrative inter-fund charges, primarily to the enterprise funds, will include a one-time increase of $0.5 million, to $9.7 million. This represents approximately 5.6% of total General Fund revenue. 32 BUDGET MESSAGE City Manager’s Budget Message Revenues, Fees and Taxes Total city revenues for FY14-15 are projected at $510 million, representing a 7% increase over the previous year. Local taxes remain consistent with growth rates near the state levels. Property values within the city are increasing, showing signs of growth and a slightly improved economy. A combination of this upward trend in property values, the planned increase in the primary tax levy, the maintenance of the secondary tax levy at FY13-14 levels, provided for a reduction in property tax rate in FY14-15. The new rate will decrease from 2.2889 per $100 of assessed value to 2.1501 per $100 of assessed value. It is important to note that General Obligation bond refunding opportunities and the level of future secondary property tax levies will be evaluated in FY14-15 in order to ensure the debt service fund remains stable. Although there were no planned changes to the city sales tax rate in FY14-15, the “sunset” provision associated with the most recent rate increase (scheduled to lapse in 2017) was an item of much discussion during the budget process. Staff received Council direction to eliminate the sunset provision in order to address financial stability. On June 24, 2014, an ordinance was passed eliminating the sunset provision and requiring an annual review of the transaction privilege tax rate for possible reduction. Any tax rate reductions would be tied to controlling expenditures while realizing revenues that exceed forecasts due to greater than expected economic growth. Glendale residents will continue to benefit from some of the lower utility rates in the West Valley. There are no planned FY14-15 rate increases for water, sewer, or sanitation enterprises. However, in order to maintain the financial stability of the enterprise funds, rate reviews are planned during the fiscal year. It should also be noted that, governed by changes in state legislation, and in accordance with the recently completed Development Impact Fee Study, new impact fees rates went into effect in August 2014. Economy/ Glendale’s Strategic Position Despite the budgetary challenges addressed in this year’s process, economic activity continues to thrive throughout the city. A number of major business developments and initiatives will have positive implications for Glendale’s economy. City staff has facilitated more than 2,700 new jobs for Glendale this year, which is expected to result in the occupancy of 1.7 million new and existing square feet of office, industrial and retail space. This brings the grand total to more than 10,600 jobs created in the last six years alone – nearly 7,000 from new companies to Glendale and more than 3,600 jobs from existing companies. Newly-located businesses in Glendale include:  NPL (Northern Pipeline)  Harvard Drug  Mattamy Homes  American Furniture Warehouse  The Pain Center of Arizona  Canyon State Bus  Avanti Windows  Hensley Distribution  Empereon Marketing  New West Oil  Glendale Ironwood Cancer Research Center  Lockheed Martin  Banner Health 33 34 FINANCIAL GUIDELINES Five-Year Financial Forecast FIVE-YEAR FINANCIAL 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 Financial Forecast, Financial Plan, and Financial Policies. Together these documents help the City Council ensure financial stability beyond the immediate budget year and adequate economic resources it needs to provide essential services and maintain Glendale’s quality of life in future years. The Five-Year Financial Forecast provides a five-year perspective on the financial condition of the City’s General Fund and other appropriated funds as deemed necessary. For the FY14-15 budget process, a Comprehensive Financial Plan was prepared for the General Fund; the Highway User Revenue (HURF), Transportation, Police, and Fire Special Revenue Funds; and the Water & Sewer, Sanitation, and Landfill Enterprise Funds. These forecasts are prepared at the beginning of the annual budget process and provide a long-range context for staff and the City Council to make budgetary decisions for the upcoming fiscal year. The FY14-15 forecasts were utilized to examine the revenue and expenditure structures for the period of FY14-15 through FY18-19, five years. These models include forecasted fund balance information. The General Fund forecast model presented herein was presented to the City Council on December 17, 2013 separate from the other fund forecasts and assumed no changes to service levels. This was necessary given the extent of General Fund operations and the August 1, 2017 elimination (sunset) of a temporary sales tax impacting FY17-18, and beyond, which significantly impacted the stability of the fund. Overall, the model showed a General Fund deficit (estimated operating expenditures/contingency in excess of operating revenue) in FY 1415 through FY 16-17 averaging $14 million per year. Upon the elimination of the temporary sales tax (FY 17-18), the annual structural deficit averages $30 million per year. It is important to note that based on the significant impact of the temporary tax, which is estimated to be $24 million in FY14-15, the City Council passed an ordinance on June 24, 2014 eliminating the August 1, 2017 sunset. The FY14-15 budgets were formulated using these forecasts as a starting point. As such, the forecast provides the long-term context used as the foundation for budget development and do not serve to provide a prospective look at the future impacts of current year budget choices. THE CITY’S FORECAST The Five-Year Financial Forecast is guided by City Council’s continued vision and supports the City’s strategic goals and key objectives. Best practice recommends financial forecasts be updated 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 35 FINANCIAL FORECAST Five-Year Financial Forecast 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. Forecasting is one of the most powerful tools available to help make informed decisions and guide budgetary decisions, based on the most current, available information. By evaluating important trends and economic conditions included in financial forecasting, the City is better able to gauge its ability to provide essential services over an extended period of time and make decisions affecting the long term financial stability of the City. LONG RANGE FORECASTING MODELS Forecasting models are refined each year before the city’s annual budgeting process begins. Similar forecasts and rate setting models are used for the enterprise funds. These models are used to calculate the likely financial effects of changing internal and external conditions on the city’s fund balances over a five-year period. Forecasting used in this report refers to estimating future values of revenue and expenditures. It provides an estimate of how much revenue will be available and what are the resources required to meet current service levels over the forecast period, along with an understanding of how the total financial program will be affected by economic factors. The value of forecasting lies in estimating and whether or not, given assumptions about local financial policies and economic trends, the City will have sufficient resources to meet the requirements of ongoing, planned, or mandated programs. Forecasting provides an estimate of the financial flexibility of the City, as well as insight into tax, revenue and service options the Council must address. The forecasting methodology reflects a combination of internal analysis covering such factors as development activity, retail sales, state and local economies, and inflation. Specifically, for revenue forecasts, past revenues are analyzed and used to model future revenue based on the prior year patterns and anticipated trends. External sources such as the State Finance Advisory Committee (FAC), the Economic & Business Research Program at the University of Arizona, JP Morgan Chase Economy Outlook Center, and the L. William Seidman Research Institute at Arizona State University, have been used to provide forecast assumptions of major state revenue sources. Typically, these forecasts cover the state as a whole. Therefore, adjustments, to reflect unique conditions in Glendale, are sometimes necessary. Expenditure growth is most closely linked to three major factors in the models: 1) growth in the components of personnel costs, 2) inflation in non-personnel costs (including general inflation, fuel and utility inflation) and 3) City financial policies related to new programs and/or the expansion of existing programs as well as including new operational and debt service funding associated with Capital Improvement Program projects. Glendale’s forecasting models enable staff to provide City Council and management with the results of “what-if” scenarios. These revenue and cost scenarios help generate estimates with likely short-term and long-term financial consequences and a calculation of overall fund balances. 36 FINANCIAL GUIDELINES Five-Year Financial Forecast BALANCED BUDGET REQUIREMENT Arizona state law and Glendale city financial policies require that each annual city budget be a balanced budget. A balanced budget means total financial resources available cannot exceed forecast period expenditures. The adopted FY14-15 budget complies with the balanced budget requirement in all City funds. City policy states that a General Fund “operating reserve” will be maintained with an upper goal 15% of the average GF ongoing revenues for the preceding five fiscal years. The operating reserve is intended to be an additional reserve for unexpected events and can only be appropriated with City Council approval. City policy also recommends the maintenance of a specific level of contingency appropriation in all major funds, equal to 10% of budgeted revenue for the upcoming fiscal year, for emergencies, unanticipated expenses, and unexpected revenue shortfalls caused by an economic downturn, or other unexpected events, that may occur in any given year. It is important to note that projected operating reserves and contingency appropriations can be adjusted during the budget process due to the financial situation in each of the funds. EXPENDITURE ASSUMPTIONS In order to develop a comprehensive Five-Year Financial 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 provide explanations of the key assumptions employed in the current forecasting model, as well as the key issues that underlie the 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 37 FINANCIAL FORECAST Five-Year Financial Forecast of real purchasing power, $103.60 in goods purchased in 1984 would cost approximately $235.80 in 2013. 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. CIP - Urban Users (Western Region) Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 Index % Increase 103.6 Base Year 108.0 4.25% 110.5 2.31% 114.3 3.44% 119.0 4.11% 124.6 4.71% 131.5 5.54% 137.3 4.41% 142.0 3.42% 146.2 2.96% 149.6 2.33% 153.5 2.61% Year 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Index % Increase 157.6 2.67% 161.4 2.41% 164.4 1.86% 168.9 2.74% 174.8 3.49% 181.2 3.66% 184.7 1.93% 188.6 2.11% 193.0 2.33% 198.9 3.06% 205.7 3.42% 212.2 3.16% Year 2008 2009 2010 2011 2012 2013 2014 * Index % Increase 219.6 3.49% 218.8 -0.36% 221.2 1.10% 227.5 2.85% 232.4 2.15% 235.8 1.46% 239.7 1.65% 1985 - 2014 Avg 2.84% 2005 - 2014 Avg 2.20% 2010 - 2014 Avg 1.84% * 2014 = Jan to Jul Average The average annual inflation rate has been averaging about 2.84% since 1984. The ten-year period average inflation rate averaged 2.20% and the five-year inflation rate averaged 1.84%. Inflationary assumptions used in the Five-Year Financial Forecasts for non-personnel costs were approximately 2.0%. 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 229,501 residents in 2004—a 96% increase. Population growth leveled off from the high growth experienced in the 1990s and the early years of the current decade given that the 2012 population figure of 229,008 is almost unchanged from 2004. The following table shows the historical and projected population growth and percentage increases for years 1984 through 2018, measured as of the beginning of the fiscal year. The data included in the table was supplied by the Community & Economic Development Department. 38 FINANCIAL GUIDELINES Five-Year Financial Forecast 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 1999 2000 2001 a b c d Population 117,348 122,392 127,486 132,581 137,675 142,769 148,134 151,558 155,916 161,688 168,874 182,615 186,500 191,612 196,820 208,095 219,705 223,748 % 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% 5.73% 5.58% 1.84% e f g g Year 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015* 2016* 2017* 2018* 2019* Population 225,206 227,712 229,501 231,126 230,455 230,643 230,658 229,241 226,721 227,416 229,008 232,035 234,632 236,978 239,348 241,741 244,158 246,600 % Increase 0.65% 1.11% 0.79% 0.71% -0.29% 0.08% 0.01% -0.61% -1.10% 0.31% 0.70% 1.32% 1.12% 1.00% 1.00% 1.00% 1.00% 1.00% Notes: a 1985 Special Census e 2005 Special Census (September 1) b 1990 Census f 2010 Census c 1995 Special Census - includes Luke AFB g US Census Bureau - State & County Quick Facts d 2000 Census * Projected Population Figures All population counts and estimates from 1995 forward include Luke AFB SALARIES AND WAGES The largest component of major operating funds which provide services to the public is personnel costs. These costs primarily include the costs of salaries and wages, health insurance and retirement contributions. The forecasting models are normally programmed to include pay range adjustments for city 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. Increases are also based on the city’s ability to pay in any given year. 39 FINANCIAL FORECAST Five-Year Financial Forecast Salary and benefit projections for represented police and fire personnel are consistent with the current memoranda of understanding. Salary increases are based on a step plan and assumptions included in the forecast assume normal progression of represented employees through the steps. Beginning in FY14-15, salary and benefit projections for non-represented employees assumed an annual 2.5% pay increase in order for staffing to remain competitive with other comparable cities. EMPLOYEE BENEFITS Employee benefits costs primarily include health insurance. Despite relatively modest health insurance increases over the past couple of years, the City’s medical, dental, and vision insurance costs were forecasted to increase in excess of inflation estimates throughout the forecast period. The significant cost of health insurance to the total operating budget, the unknown impact of recent federal legislation, and the potential for significant cost increases require the City to monitor this item closely. This forecast assumed annual increases averaging 4.2% in health insurance costs. RETIREMENT CONTRIBUTIONS City of Glendale employees contribute to two public retirement plans: the Arizona State Retirement System (ASRS) and the Public Safety Personnel Retirement System (PSPRS) which includes covered police, fire, and elected officials. The annual employer’s portion of the contribution rates differ by retirement system. With the recent reduction in the value of plan assets in both retirement systems, it is anticipated the contributions to the plans will increase through the forecast period. The rates, as a percentage of earnings, used in the forecast for FY1415 through FY18-19 were estimated as follows. Arizona State Retirement System Public Safety Retirement ‐ Police Public Safety Retirement ‐ Fire Elected Officials Retirement System FY14‐15 FY15‐16 FY16‐17 FY17‐18 FY18‐19 12.04% 12.54% 13.04% 13.54% 14.04% 30.67% 31.47% 32.27% 33.07% 33.87% 25.21% 26.01% 26.81% 27.61% 28.41% 40.12% 40.62% 41.12% 41.62% 42.12% VEHICLE/TECHNOLOGY REPLACEMENT FUNDS These replacement funds were designed to allow the city to replace outdated, or worn out equipment at regular intervals. The Public Works and the Finance and Technology Departments administer the vehicle and technology replacement programs, respectively. Due to the significant balances in each of these funds attributed primarily to the ability to control costs in prior years, the forecast assumed no FY14-15 contributions and ongoing contributions to these funds would begin again starting in FY15-16 for the technology replacement fund and FY16-17 for the vehicle replacement fund. Other measures that have been implemented regarding the replacement funds include the following: 40 FINANCIAL GUIDELINES Five-Year Financial Forecast    Non-public safety equipment will have their useful lives extended where appropriate until full contribution levels 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 computers and/or monitors when they break or malfunction and are no longer replaced automatically. DEBT SERVICE OBLIGATIONS The forecast includes no additional financed projects supported by the General Fund. The current Municipal Property Corporation (MPC) debt service supported the previously financed 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. In FY12-13, the Camelback Ranch spring training facility was refinanced from PFC (Public Facilities Corporation) debt into MPC debt. The total General Fund financed debt service ranges from $31.5 to $33.6 million throughout the five-year forecast period. Schedule Seven is a detailed listing of the current principal and interest payments related to the City’s existing debt service agreements which includes MPC debt service; property tax supported, General Obligation debt service; and debt service funded from enterprise and special revenue funds. The forecast also assumes no additional capital leases and maintains the current capital lease debt service payments associated with prior capital equipment and land purchases. The capital lease debt service payments are included in the departmental operating budgets and are also summarized in Schedule Eight at the back of this budget document. GF REVENUE FORECAST Following the mild recession in 2001 to 2002, both the local and state economies expanded for the next several years. The Phoenix metropolitan area was a national leader in population and job growth. Beginning in FY08-09, the significant economic recession began to impact sales tax and other City revenues. National conditions deteriorated rapidly during the summer and fall of 2008 and continued into 2009 as the credit markets froze for consumers and businesses resulting in a decline in business investment and consumer spending and growth in unemployment. Although the economy started showing signs of recovery in 2012, most economists predict slow recovery for the foreseeable future. In Glendale, sales tax and other significant General Fund revenues showed little improvement through FY11-12. This steep revenue decline led, in part, to the temporary city sales tax rate increase of 7/10th of one cent beginning August 2012 and ending August 2017. However, the significant impact of an expiring temporary sales tax in FY17-18 coupled with the ongoing 41 FINANCIAL FORECAST Five-Year Financial Forecast General Fund supported MPC debt service through FY37-38 resulted in the annual structural deficit, averaging $30 million per year in FY17-18 and FY18-19. In order to maintain service levels and address the financial challenges, the City Council passed an ordinance on June 24, 2014 eliminating the August 2017 sunset. Controlling costs remains critical for General Fund financial stability. As summarized in Schedule One of this budget document, there are twenty-five funds categorized within the General Fund category. These are referred to as General Fund, Sub-Funds. As the General Fund (Fund 1000) provides support to multiple General Fund, Sub-Funds, forecasts herein include only include General Fund (Fund 1000) revenues and expenditures. Support to the other sub-funds is included in the Transfers Out category. The General Fund’s City Sales Tax and State Shared Revenue comprise of approximately 80% of total revenue and the following graph illustrates the relative importance of these revenues in comparison to overall General Fund revenue base. The other General Fund revenue sources include various fees such as municipal court, user fees and charges for city services like building inspections, plan reviews, recreation classes, interest income, city property rental income, staff/admin charge-backs and other miscellaneous revenue. Primary Property Tax revenue represents approximately 3% of total General Fund Revenue. City Sales Tax City sales tax varies directly with the economy. During times of 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 42 FINANCIAL GUIDELINES Five-Year Financial Forecast approximately 48% of the city’s General Fund revenue through FY16-17. The percentage lowers to approximately 40% of total revenue assuming elimination of the 7/10ths sales tax. City sales tax collections remained relatively flat from FY09-10 through FY11-12. Beginning August 2012, the temporary 7/10ths sales tax generated approximately $22 million in FY12-13 representing eleven months in the fiscal year. Annually, through FY16-17, the 7/10ths sales tax is expected to generate approximately $24 million each fiscal year. Taxable sales estimates assume growth of 5.3% in FY14-15 lowering to approximately 3% thereafter. This expectation is based on the continued expansion of Glendale’s sports, entertainment, office and retail destination area, continued attraction of diverse job growth industries to the city, and modest but sustainable economic recovery. The graph below provides a historical look at City Sales Tax revenue and the impact of the 7/10ths sales tax through the end of the forecast period. State-Shared Revenue Cities and towns in Arizona are beneficiaries of a state-shared revenue program that distributes state sales, income, and vehicle license taxes (commonly referred to as “State Shared Revenues”). This category represented 32%, or $51.8 million of estimated operating revenue in FY13-14. Similar to local sales taxes, each of these categories experienced decline in the most recent economic recession. However, beginning in FY12-13, the City began to experience a recovery of these revenues due to modest statewide economic recovery. 43 FINANCIAL FORECAST Five-Year Financial Forecast The forecast period assumes an overall percentage of revenue averaging 32% through FY16-17. The forecast for each state revenue source is developed separately and compared to the state’s forecast for these revenue sources. The forecast is for continued state sales tax revenue growth consistent with projections from the State Finance Advisory Committee. State-Shared revenue is dependent upon state law. It is impossible to predict the actions of future Legislatures, and therefore the forecast assumes status quo with regard to future state shared revenue formulae. The average annual growth rate for State-Shared Revenue is projected to be between 5% and 6% in the five-year forecast period. 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. The primary property tax revenue is included in the City’s 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 General Fund revenue, or approximately $5.3 million forecasted for FY14-15. 44 FINANCIAL GUIDELINES Five-Year Financial Forecast The city’s property tax projection is based on the state-mandated levy limits and increases are estimated at 2% per year. The sharp increase in FY13-14 is the direct result of raising the primary property tax to the maximum state allowable limit, which equated to a 120.8% increase in the rates provided in the previous paragraph. Other Revenue 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, interest income, and the miscellaneous category. This revenue also includes general staff and administrative service charges. Departments whose operations are supported by the General Fund, such as the Financial Services, Human Resources and Risk Management, City Attorney and Facilities Management Division of the Public Works Departments, 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 45 FINANCIAL FORECAST Five-Year Financial Forecast provide if city departments did not provide them. Consequently, each of the identified operations is required to pay its fair share of the cost for these services, which are called general staff and administrative service charges. The Financial Services 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 total general staff and administrative service charges for FY14-15 are forecasted at $9.7 million and comprise about 34% of the other revenue category which is projected to total $28.6 million in FY14-15. The other revenue category was forecasted to increase by 3% in FY14-15 and then grow by approximately 1% each year through the remainder of the forecast period. GENERAL FUND REVENUES & EXPENDITURES The final step in completing the Five-Year Forecast is the comparison of the net effects of the projected revenues and expenses on General Fund balances. The Five-Year Financial Forecast identified an annual structural deficit averaging $14 million per year from FY14-15 through FY16-17 growing to an average of $30 million per year beginning in FY17-18. The forecasted FY14-15 deficit of $17.2 million was estimated to completely eliminate the fund balance. The growth in the structural deficit, beginning in FY17-18 was due primarily to the anticipated elimination of the 7/10tha of one percent sales tax in August 2017. As stated previously, the tax was expected to be in effect for five years and sunset in FY17-18. Glendale City Council subsequently passed an ordinance on June 24, 2014 eliminating the August 1, 2017 sunset in order to preserve future services. The chart below summarizes the forecast. With Contingency ‐ 5% of Revenue Forecasted Beginning Fund Balance Operating Revenue Operating Expenditures Contingency ‐ 5% of Revenue Total Annual Structural Surplus/(Deficit) Ending Fund Balance FY14‐15 $17,003,850 FY15‐16 ($241,058) FY16‐17 ($12,707,661) FY17‐18 ($27,026,856) FY18‐19 ($58,769,992) 172,453,862 178,838,480 185,769,581 168,163,763 (181,076,077) (182,363,159) (190,800,298) (191,498,710) (8,622,693) (8,941,924) (9,288,479) (8,408,188) 172,766,038 (193,806,382) (8,638,302) (17,244,908) (12,466,603) (14,319,195) (31,743,135) (29,678,646) ($241,058) ($12,707,661) ($27,026,856) ($58,769,992) ($88,448,638) The detailed General Fund Five-Year Financial Forecast, as presented on December 17, 2013 follows. The forecast was presented as Appendix A, which detailed the revenue and expenditures, and as Appendix B, which detailed the Transfers Out which primarily support General Fund, Sub-Fund activities. 46 FINANCIAL GUIDELINES Five-Year Financial Forecast Appendix A General Fund Five‐Year Financial Forecast FY14‐15 Through FY18‐19 with FY12‐13 & FY13‐14 Comparative Data FY13‐14 FY12‐13 Forecast Revised Estimate Actual Budget FY14‐15 FY15‐16 75,628,027 2,553,678 78,181,705 76,540,646 5,196,766 81,737,412 79,817,728 5,196,766 85,014,494 84,077,062 5,300,929 89,377,991 86,721,240 5,535,222 92,256,462 23,159,063 18,557,531 7,586,229 49,302,823 25,294,112 18,988,867 7,557,299 51,840,278 25,294,112 18,988,867 7,557,299 51,840,278 26,512,406 19,786,399 8,131,610 54,430,415 4,256,256 1,128,999 4,501,147 1,394,533 2,393,365 2,906,839 16,581,139 4,269,000 1,045,950 3,173,242 1,577,456 2,209,747 2,710,380 14,985,775 4,269,000 1,045,950 3,173,242 1,577,456 2,209,747 2,710,380 14,985,775 2,716,838 8,862,000 954,981 691,214 13,225,033 3,463,870 9,200,000 250,000 ‐ 12,913,870 157,290,700 FY16‐17 FY17‐18 FY18‐19 89,671,518 5,676,630 95,348,148 67,784,429 5,821,714 73,606,143 67,861,467 5,970,570 73,832,037 28,368,274 20,716,360 8,543,883 57,628,517 30,354,053 21,752,178 8,977,058 61,083,289 32,478,837 22,839,787 9,432,195 64,750,819 34,752,356 23,981,776 9,910,408 68,644,541 4,306,038 1,053,272 3,195,455 1,588,498 2,252,727 2,729,353 15,125,342 4,343,221 1,068,228 3,240,830 1,611,055 2,296,542 2,768,109 15,327,985 4,380,379 1,092,263 3,313,749 1,647,304 2,341,210 2,830,392 15,605,297 4,420,581 1,125,577 3,414,818 1,697,546 2,386,746 2,916,719 15,961,988 4,461,321 1,159,907 3,518,970 1,749,322 2,433,169 3,005,679 16,328,367 3,463,870 9,200,000 250,000 ‐ 12,913,870 3,570,114 9,700,000 250,000 ‐ 13,520,114 3,675,516 9,700,000 250,000 ‐ 13,625,516 3,782,848 9,700,000 250,000 ‐ 13,732,848 3,894,813 9,700,000 250,000 ‐ 13,844,813 4,011,094 9,700,000 250,000 ‐ 13,961,093 161,477,335 164,754,417 172,453,862 178,838,480 185,769,581 168,163,763 172,766,038 (76,588,024) (2,819,956) (21,658,931) (77,433,843) (1,186,446) (23,430,594) (77,614,469) (1,693,279) (23,596,291) (80,156,858) (2,374,966) (25,827,630) (82,383,602) (2,434,341) (27,180,105) (83,884,435) (2,495,201) (28,378,393) (85,351,334) (2,557,582) (29,597,048) (86,728,574) (2,621,524) (30,817,653) Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Com Capital Outlay (13,657,483) (4,007,290) (2,983,268) (5,356,693) (17,376) (14,431,053) (4,409,159) (1,795,183) (4,991,944) (690,270) (16,060,094) (4,409,159) (2,306,092) (4,991,944) (690,270) (17,287,593) (4,497,343) (2,701,741) (3,851,018) (500,000) (18,333,674) (4,587,288) (2,764,449) (5,053,334) (500,000) (18,691,777) (4,679,033) (2,828,630) (5,645,344) (500,000) (18,885,498) (4,772,614) (2,894,318) (4,995,344) (500,000) (16,007,172) (4,868,066) (2,961,548) (4,995,344) (500,000) Transfers Out (See Appendix B) (18,003,183) (36,528,244) (35,514,786) (43,878,928) (39,126,366) (43,697,484) (41,944,972) (44,306,501) (145,092,204) (164,896,736) (166,876,384) (181,076,077) (182,363,159) (190,800,298) (191,498,710) (193,806,382) 12,198,496 (3,419,401) (2,121,967) (8,622,215) (3,524,679) (5,030,716) (23,334,947) (21,040,344) (8,622,693) (8,941,924) (9,288,479) (8,408,188) (8,638,302) Revenue & Other Financing Sources Local Taxes City Sales Tax Primary Property Tax Total Local Taxes Intergovernmental State Income Tax State Shared Sales Tax Motor Vehicle In‐Lieu Total Intergovernmental Fees, Licenses & Permits Franchise Fees Licenses Other Permits & Fees Recreation & Library Fire Dept Other Fees Courts Revenue Total Fees, Licenses & Permits Other & Miscellaneous Other Revenues Staff Admin. Chargeback Revenue Interest Income Transfers In Total Other & Miscellaneous Operating Revenue Expenditures & Other Financing Uses Expenditures Wages and Salaries Overtime Employee Benefits Operating Expenditures Total Surplus/(Deficit) Before Contingency Contingency ‐ 5% of Revenue ‐ (8,045,113) ‐ Total Income (Loss) 12,198,496 (11,464,514) (2,121,967) (17,244,908) (12,466,603) (14,319,195) (31,743,135) (29,678,646) Beginning Fund Balance ‐ With Contingency Ending Fund Balance ‐ With Contingency 6,927,321 19,125,817 19,125,817 7,661,303 19,125,817 17,003,850 17,003,850 (241,058) (241,058) (12,707,661) (12,707,661) (27,026,856) (27,026,856) (58,769,992) (58,769,992) (88,448,638) 47 FINANCIAL GUIDELINES Five-Year Financial Forecast Appendix B General Fund Five‐Year Financial Forecast Schedule of Transfers Out FY13-14 Forecast Revised Estimate Budget FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 Arena/Westgate Debt Service & Loan Repayment Debt Service - Arena (8,399,152) (8,399,152) (8,493,791) (8,556,831) (10,977,967) (10,953,196) (11,107,224) Debt Service - Media Center/Conf. Center/Parking (5,502,431) (5,502,431) (6,001,337) (7,108,488) (7,101,883) (7,104,265) (7,104,890) Inter-fund Loan Repayment NHL Management Fee (3,000,000) (1,841,347) (1,843,202) (1,844,699) (2,240,837) (2,496,100) (2,492,108) (16,901,583) (15,742,930) (16,338,330) (17,510,018) (20,320,687) (20,553,561) (20,704,222) City Sales Tax - Non-Arena 4,674,507 5,778,297 6,086,646 6,278,068 6,491,649 4,907,163 4,912,740 Rental Revenue 1,238,313 1,238,313 1,238,313 1,238,313 1,238,313 1,238,313 1,238,313 Subtotal Debt Service & Loan Repayment Non-Arena Agreement Miscellaneous Arena Events Operations Subtotal Non-Arena Agreement 5,000 - - - - - - (1,180,368) (1,180,368) (1,180,368) (1,180,368) (1,180,368) (1,180,368) (1,180,368) 4,737,452 5,836,242 6,144,591 6,336,013 6,549,594 4,965,108 4,970,685 Arena Agreement Revenue - Arena/Westgate Arena Events Management Fee NHL Management Fee Arena Events Capital Maintenance 633,470 6,791,540 7,329,561 7,097,011 7,116,076 6,239,425 6,233,848 (6,000,000) (13,551,370) (15,000,000) (15,000,000) (15,000,000) (15,000,000) (15,000,000) - - - - (5,000,000) - - (500,000) (450,685) (500,000) (500,000) (500,000) (500,000) (500,000) Subtotal Arena Agreement (5,866,530) (7,210,515) (8,170,439) (8,402,989) (13,383,924) (9,260,575) (9,266,152) Subtotal Arena/Westgate (18,030,661) (17,117,203) (18,364,178) (19,576,994) (27,155,017) (24,849,028) (24,999,689) 130,852 130,852 130,852 130,852 130,852 Camelback Ranch Revenue - Camelback Ranch 130,852 130,852 Other Sources (Fund Balance) 155,530 155,530 Debt Service - - - - - (11,111,968) (11,111,968) (12,924,928) (13,311,128) (8,863,193) (8,863,193) (10,908,193) Camelback Ranch Operations (110,082) (110,082) (110,082) (110,082) (110,082) (110,082) (110,082) Camelback Ranch Capital Repair (426,300) (426,300) (836,752) (836,752) (836,752) (836,752) (836,752) Camelback Ranch Capital Subtotal Camelback Ranch (11,361,968) (11,361,968) (3,722,075) - - - - (17,462,985) (14,127,110) (9,679,175) (9,679,175) (11,724,175) 2,138,411 2,213,256 1,446,770 1,446,770 (685,301) (665,720) (681,039) 1,527,955 781,050 765,731 Zanjero Zanjero Revenue Zanjero Debt Service Subtotal Zanjero 1,896,230 1,996,230 2,066,098 (2,016,443) (2,016,443) (1,601,061) (120,213) (20,213) 465,037 (550,471) 1,587,940 Stadium Events Stadium Events Revenue Stadium Events Transfers Subtotal Stadium Events 733,203 733,203 733,203 733,203 733,203 733,203 (3,043,593) 733,203 (3,043,593) (3,043,593) (3,043,593) (3,043,593) (3,043,593) (3,043,593) (2,310,390) (2,310,390) (2,310,390) (2,310,390) (2,310,390) (2,310,390) (2,310,390) (2,421,144) (2,421,144) (2,422,544) (2,420,944) (3,801,989) (3,608,561) (3,759,110) (45,000) (45,000) (45,000) (40,000) (40,000) (40,000) (40,000) (2,238,868) (2,238,868) (2,238,868) (2,238,868) (2,238,868) (2,238,868) (2,238,868) Other Public Safety Training Facility Debt Service MPC Debt Service - Fees Other Operating Fund Transfers Estimated Super Bowl Revenue - - 200,000 - - - Estimated Super Bowl Support - - (1,700,000) - - - - Subtotal Other (4,705,012) (4,705,012) (6,206,412) (4,699,812) (6,080,857) (5,887,429) (6,037,978) Total Transfers Out (36,528,244) (35,514,786) (43,878,928) (39,126,366) (43,697,484) (41,944,972) (44,306,501) 48 FINANCIAL GUIDELINES Five-Year Financial Forecast It is important to note that the forecast assumed no reductions in service levels and 5% contingency funding which is short of the City policy recommendation of 10%. This is due to the significant structural imbalance identified. It is also important to note that the forecasted ending fund balance at the end of FY14-15 is a deficit $241,000. This highlighted the necessity to address the financial issues immediately. Based on significant measures taken as a result of presenting this five-year forecast, the estimated fund balances at June 30, 2015, as a result of the adopted General Fund budget, is estimated at $15.8 million per Schedule One in this budget book. OTHER MAJOR FUNDS Five-year forecasts for the other major funds were presented February 18, 2014 and used as a basis to set the FY14-15 budget for the respective funds. The five-year forecasts include the following funds: Highway User Revenue Fund (HURF), transportation sales tax, public safety sales tax, sanitation, landfill and the water/sewer funds. These forecasts are prepared using the same tools and methods described in detail in the preceding General Fund five-year forecast section. Therefore, this section will only include a brief overview of each major fund with the five-year forecast pictured in the same format as was used in the preceding General Fund section. Highway User Revenue Fund (HURF) The anticipated rate of revenue growth is estimated at approximately 0.2% annually. Revenue estimates are provided by the League of Arizona Cities and Towns each March. Substantial expenditures forecasted over the next five years include major street improvements totaling $28 million with approximately $15 million of street improvements debt financed. Financing opportunities for these capital improvement projects would include HURF revenue bonds or payas-you go cash financing. The forecast incorporated a five-year maintenance plan as presented to council on December 17, 2013. The fund is considered healthy; however, care must be taken to ensure financial stability of the fund. 49 FINANCIAL GUIDELINES Five-Year Financial Forecast Highway User Revenue Funds ‐ Five‐Year Financial Forecast FY14‐15 Through FY18‐19 with FY12‐13 & FY13‐14 Comparative Date FY12‐13 FY13‐14 Actual Budget 12,415,078 19,981 34,491 ‐ 2,000,000 Forecast Rev Est FY14‐15 FY15‐16 FY16‐17 FY17‐18 FY18‐19 12,791,191 1,264 ‐ ‐ 1,000,000 12,791,191 1,264 ‐ ‐ 1,000,000 12,791,191 ‐ ‐ ‐ ‐ 12,842,407 ‐ ‐ 15,000,000 ‐ 12,868,092 ‐ ‐ ‐ ‐ 12,893,828 ‐ ‐ ‐ ‐ 12,919,616 ‐ ‐ ‐ ‐ 14,469,550 13,792,455 13,792,455 12,791,191 27,842,407 12,868,092 12,893,828 12,919,616 1,824,988 41,409 429,212 1,438,557 2,051,723 271,773 500,925 ‐ ‐ 4,699,394 2,207,202 56,603 586,851 2,820,438 2,515,098 308,787 280,297 3,000,000 ‐ 4,695,875 2,316,660 61,103 587,370 2,801,575 2,515,098 315,687 279,897 3,000,000 ‐ 4,695,875 2,285,137 61,103 610,331 2,399,946 2,538,261 304,049 244,301 2,000,000 14,000,000 1,958,000 2,217,033 62,631 641,249 2,465,298 2,589,026 310,987 359,283 2,000,000 14,000,000 1,975,800 2,272,310 64,196 673,399 2,513,905 2,640,807 318,085 359,283 3,000,000 ‐ 2,016,471 2,328,964 65,801 706,844 2,563,492 2,693,623 325,348 359,283 2,000,000 ‐ 2,016,471 2,387,039 67,446 741,626 2,614,075 2,747,495 332,778 359,283 ‐ ‐ 2,016,471 11,257,982 16,471,151 3,211,568 (2,678,696) 16,573,265 26,401,128 26,621,307 13,858,456 13,059,825 11,266,213 (2,780,810) (13,609,937) 1,221,100 (990,365) (165,997) 1,653,403 639,560 642,120 643,405 644,691 645,981 Revenue & Other Financing Sources HURF Revenue Interest Other Revenue Bond Proceeds Transfers In Total Revenue & Other Financing Sources Expenditures & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Pavement Management Capital Outlay Debt Service Total Expenditures & Other Financing Uses Total Income (Loss) Contingency Total Income/(Loss) w/ Contingency Beginning Fund Balance ‐ With Contingency Ending Fund Balance ‐ With Contingency ‐ 3,211,568 (2,678,696) (2,780,810) (14,249,497) 578,980 (1,633,769) (810,689) 1,007,422 15,722,680 18,934,248 18,934,248 16,255,552 18,934,248 16,153,438 16,153,438 1,903,941 1,903,941 2,482,921 2,482,921 849,152 849,152 38,463 38,463 1,045,885 Transportation Sales Tax The Transportation Sales Tax funds began FY-14 with a $30.5 million fund balance. Despite the fact that the FY13-14 capital outlay was budgeted and forecasted to be $35.3 million, the estimated June 30, 2014 fund balance was updated to be $29.8 million. In addition, FY13-14 budget included a planned bond sale of $15 million to help fund capital projects which did not occur. Operating expenditures were forecasted at $12.5 million in FY14-15 with ongoing inflationary adjustments planned throughout the forecast period. Assuming $20.0 million in debt is issued in FY14-15, the debt service payments total approximately $9.1 million beginning in FY14-15. 50 FINANCIAL GUIDELINES Five-Year Financial Forecast Transportation Sales Tax Funds ‐ Five‐Year Financial Forecast FY14‐15 Through FY18‐19 with FY12‐13 & FY13‐14 Comparative Date FY12‐13 FY13‐14 Actual Budget 21,690,933 127,540 92,919 960,982 ‐ 900,000 Forecast Rev Est FY14‐15 FY15‐16 FY16‐17 FY17‐18 FY18‐19 22,357,634 128,750 80,000 ‐ 15,000,000 1,566,707 22,938,932 128,750 80,000 ‐ ‐ 1,566,707 23,695,917 128,807 80,000 ‐ 20,000,000 1,566,707 24,477,882 128,750 80,000 ‐ ‐ 1,566,707 25,310,130 128,750 80,000 ‐ ‐ 1,566,707 26,195,985 128,750 80,000 ‐ ‐ 1,566,707 27,112,844 128,750 80,000 ‐ ‐ 1,566,707 23,772,374 39,133,091 24,714,389 45,471,431 26,253,339 27,085,587 27,971,442 28,888,301 2,740,313 36,581 627,246 3,282,742 490,345 614,232 1,276,598 8,566,548 7,327,881 1,000,000 3,055,372 36,750 621,752 6,134,321 298,479 667,645 1,566,596 35,346,696 7,331,080 1,000,000 3,055,372 36,750 621,752 6,134,321 298,479 667,645 1,566,596 35,346,696 7,327,780 1,000,000 3,136,198 36,750 657,174 6,133,855 269,369 683,560 1,580,807 9,825,694 7,331,081 1,000,000 3,214,570 37,669 696,793 6,483,004 274,756 699,238 1,642,361 3,864,821 9,061,576 1,000,000 3,294,907 38,610 738,004 7,111,274 280,252 715,281 1,642,361 3,075,468 9,062,576 ‐ 3,377,252 39,576 780,858 7,260,798 285,857 731,695 1,642,361 3,098,083 9,065,076 ‐ 3,461,652 40,565 825,419 7,413,529 291,574 748,491 1,642,361 3,430,204 9,063,576 ‐ Revenue & Other Financing Sources City Sales Tax Transit Revenue Interest Other Revenue Bond Proceeds Transfers In Total Revenue & Other Financing Sources Expenditures & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Debt Service Transfers Out Total Expenditures & Other Financing Uses 25,962,487 56,058,691 56,055,391 30,654,488 26,974,789 25,958,733 26,281,555 26,917,370 Total Income (Loss) (2,190,113) (16,925,600) (31,341,002) 14,816,943 (721,450) 1,126,854 1,689,887 1,970,931 Contingency 1,195,236 1,234,332 1,275,944 1,320,237 1,366,080 Total Income/(Loss) w/ Contingency (2,190,113) ‐ (16,925,600) ‐ (31,341,002) ‐ 13,621,707 (1,955,781) (149,090) 369,650 604,851 Beginning Fund Balance ‐ With Contingency Ending Fund Balance ‐ With Contingency 32,691,259 30,501,146 30,501,146 13,575,546 30,501,146 (839,856) (839,856) 12,781,851 12,781,851 10,826,069 10,826,069 10,676,980 10,676,980 11,046,630 11,046,630 11,651,481 Public Safety Sales Tax (Police & Fire) 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%, 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. Two-thirds of the revenue is allocated to police operations (Police Special Revenue Fund) and one-third is allocated to fire operations (Fire Special Revenue Fund). The two funds are presented separately. The Police Special Revenue Fund assumes sales tax revenue growth at the same pace of the General Fund sales tax increases over the five-year forecast period as well as nominal inflation and maintenance of current contractual obligations. 51 FINANCIAL GUIDELINES Five-Year Financial Forecast Public Safety Sales Tax Police ‐ Five‐Year Financial Forecast FY14‐15 Through FY18‐19 with FY12‐13 & FY13‐14 Comparative Date FY12‐13 FY13‐14 Actual Budget 13,980,391 1,253 100,841 Forecast Rev Est FY14‐15 FY15‐16 FY16‐17 FY17‐18 FY18‐19 13,292,721 234,585 ‐ 14,100,000 234,585 ‐ 14,565,300 240,450 ‐ 15,045,955 246,461 ‐ 15,557,517 252,622 ‐ 16,102,030 258,938 ‐ 16,665,602 265,411 ‐ 14,082,485 13,527,306 14,334,585 14,805,750 15,292,416 15,810,140 16,360,968 16,931,013 6,781,540 214,554 2,258,329 2,274,153 195,004 407,668 100,841 7,460,452 889,020 2,858,266 3,161,676 884,680 373,693 ‐ 7,460,452 889,020 2,858,266 3,161,676 884,680 373,693 ‐ 7,747,527 553,425 3,110,438 1,475,533 582,418 197,485 ‐ 8,013,359 567,261 3,273,735 1,505,044 595,991 379,605 ‐ 8,238,923 581,442 3,430,059 1,535,145 609,883 379,605 ‐ 8,435,455 595,978 3,581,990 1,565,847 624,102 379,605 ‐ 8,620,505 610,878 3,734,457 1,597,164 638,657 379,605 ‐ 12,232,089 1,850,396 15,627,787 15,627,787 13,666,826 14,334,994 14,775,057 15,182,978 15,581,265 (2,100,481) (1,293,202) 1,138,923 957,422 1,035,083 1,177,990 1,349,748 740,287 764,621 790,507 818,048 846,551 Revenue & Other Financing Sources City Sales Tax Other Revenue Transfers In Total Revenue & Other Financing Sources Expenditures & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Transfers Out Total Expenditures & Other Financing Uses Total Income (Loss) Contingency ‐ ‐ ‐ Total Income/(Loss) w/ Contingency 1,850,396 (2,100,481) (1,293,202) 398,636 192,801 244,576 359,942 503,197 Beginning Fund Balance ‐ With Contingency Ending Fund Balance ‐ With Contingency 7,764,364 9,614,760 9,614,760 7,514,279 9,614,760 8,321,558 8,321,558 8,720,194 8,720,194 8,912,995 8,912,995 9,157,571 9,157,571 9,517,513 9,517,513 10,020,710 The Fire Special Revenue Fund assumes sales tax revenue growth at the same pace of the General Fund sales tax increases over the five-year forecast period as well as nominal inflation and maintenance of current contractual obligations. Public Safety Sales Tax Fire ‐ Five‐Year Financial Forecast FY14‐15 Through FY18‐19 with FY12‐13 & FY13‐14 Comparative Date FY12‐13 Actual FY13‐14 Budget Forecast Rev Est FY14‐15 FY15‐16 FY16‐17 FY17‐18 FY18‐19 Revenue & Other Financing Sources City Sales Tax Transfers In 6,995,171 59,036 6,621,242 ‐ 7,100,000 ‐ 7,334,300 ‐ 7,576,332 ‐ 7,833,927 ‐ 8,108,115 ‐ 8,391,899 ‐ 7,054,207 6,621,242 7,100,000 7,334,300 7,576,332 7,833,927 8,108,115 8,391,899 3,413,724 164,489 1,195,101 829,787 26,455 169,118 59,036 3,487,639 652,636 1,386,767 1,106,014 132,998 147,371 ‐ 3,487,639 652,636 1,386,767 1,106,014 132,998 147,371 ‐ 3,601,127 709,998 1,448,552 1,106,014 132,998 90,817 ‐ 3,672,486 727,748 1,509,976 1,128,134 136,295 113,666 ‐ 3,723,462 745,942 1,567,675 1,150,697 139,675 113,666 ‐ 3,754,907 764,590 1,621,456 1,173,711 143,138 113,666 ‐ 3,785,460 783,705 1,676,079 1,197,185 146,687 113,666 ‐ Total Expenditures & Other Financing Uses 5,857,710 6,913,425 6,913,425 7,089,506 7,288,305 7,441,117 7,571,468 7,702,783 Total Income (Loss) 1,196,497 (292,183) 186,575 244,794 288,027 392,811 536,646 689,116 366,715 378,817 391,696 405,406 419,595 Total Revenue & Other Financing Sources Expenditures & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Transfers Out Contingency ‐ ‐ ‐ Total Income/(Loss) w/ Contingency 1,196,497 (292,183) 186,575 (121,921) (90,790) 1,114 131,241 269,521 Beginning Fund Balance ‐ With Contingency Ending Fund Balance ‐ With Contingency 293,662 1,490,159 1,490,159 1,197,976 1,490,159 1,676,734 1,676,734 1,554,814 1,554,814 1,464,024 1,464,024 1,465,138 1,465,138 1,596,379 1,596,379 1,865,900 52 FINANCIAL GUIDELINES Five-Year Financial Forecast Subsequent to the five-year forecast of the Police and Fire Special Revenue Funds, it should be noted that, beginning in FY14-15, all police and fire budgeted expenditures are now appropriated in the General Fund. These additional General Fund expenditures are funded through appropriated operating transfers from the Police and Fire Special Revenue Funds. The amount of the budgeted transfer is based upon the calculation of enhanced services costs for police and fire services and will be calculated each year. Sanitation Enterprise Fund Sanitation Fund ‐ Five‐Year Financial Forecast FY14‐15 Through FY18‐19 with FY12‐13 & FY13‐14 Comparative Date FY12‐13 FY13‐14 Actual Budget Commercial Sanitation Revenue Commercial Sanitation Rolloff Outside City Commercial Residential Sanitation Miscellaneous Bin Service Internal Service Revenue Staff & Adm Chargebacks Interfund Loan Proceeds Interest Other Revenue Lease Proceeds Transfers In 3,298,435 555,562 65,734 10,491,980 113,329 143,439 47,382 175,247 1,857 49,372 ‐ 95,318 Total Revenue & Other Financing Sources Forecast Rev Est FY14‐15 FY15‐16 FY16‐17 FY17‐18 FY18‐19 3,400,000 600,000 ‐ 10,401,000 90,000 150,000 ‐ 175,295 4,000 95,000 ‐ ‐ 3,400,000 600,000 ‐ 10,401,000 90,000 150,000 ‐ 35,879 4,000 95,000 ‐ ‐ 3,400,000 600,000 ‐ 10,630,000 100,000 115,000 ‐ 44,588 4,000 101,000 2,443,000 ‐ 3,434,000 606,000 ‐ 10,736,300 100,000 115,000 ‐ 53,209 4,000 101,000 3,984,000 ‐ 3,468,340 612,060 ‐ 10,843,663 100,000 115,000 ‐ 96,849 4,000 101,000 3,572,000 ‐ 3,503,023 618,181 ‐ 10,952,100 100,000 115,000 ‐ 128,859 4,000 101,000 1,896,000 ‐ 3,538,054 624,362 ‐ 11,061,621 100,000 115,000 ‐ 138,066 4,000 101,000 1,448,000 ‐ 15,037,655 14,915,295 14,775,879 17,437,588 19,133,509 18,912,912 17,418,163 17,130,103 3,244,436 188,059 1,052,490 910,036 888 3,233,134 5,610,188 88,354 ‐ 95,318 3,347,443 133,000 1,068,151 975,583 2,000 3,465,003 4,694,818 2,282,200 ‐ ‐ 3,350,275 170,000 1,072,473 818,451 1,000 3,478,701 4,770,418 2,282,200 ‐ ‐ 3,417,407 134,275 1,082,396 646,737 1,000 3,550,667 4,847,554 2,480,000 403,593 ‐ 3,502,707 137,632 1,136,058 659,672 1,020 3,633,569 4,858,234 4,070,010 1,061,766 ‐ 3,590,152 141,073 1,191,886 672,865 1,040 3,718,426 4,858,234 3,635,000 1,651,874 ‐ 3,679,779 144,599 1,249,939 686,322 1,061 3,805,286 4,858,234 1,925,000 1,965,101 ‐ 3,771,638 148,214 1,310,323 700,049 1,082 3,894,194 4,858,234 1,470,000 2,204,316 ‐ 14,422,902 15,968,198 15,943,518 16,563,629 19,060,667 19,460,551 18,315,322 18,358,051 614,753 (1,052,903) (1,167,639) 873,959 72,842 (547,639) (897,159) (1,227,949) 500,000 500,000 749,729 757,475 767,046 776,108 784,105 614,753 (1,552,903) (1,667,639) 124,229 (684,634) (1,314,684) (1,673,267) (2,012,054) 2,496,282 3,111,036 3,111,036 1,558,133 3,111,036 1,443,397 1,443,397 1,567,626 1,567,626 882,992 882,992 (431,692) (431,692) (2,104,959) (2,104,959) (4,117,013) Revenue & Other Financing Sources Expenses & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Debt Service Transfers Out Total Expenses & Other Financing Uses Total Income (Loss) Contingency Total Income/(Loss) w/ Contingency Beginning Fund Balance ‐ With Contingency Ending Fund Balance ‐ With Contingency ‐ Fund balance over the forecast is projected to decrease from $1.4 million in FY14-15 to a negative $4.1 million in FY18-19. Residential and commercial sanitation revenues are projected to grow from $14.6 million, starting in FY14-15, to $15.2 million in FY18-19, an average of 1% per year. The forecast assumes financing capital equipment through capital leases throughout the forecast period increasing the amount of annual debt service. Operating expenditure growth, not including capital outlay and debt service, assumes annual increases of approximately 1.8% throughout the forecast period. 53 FINANCIAL GUIDELINES Five-Year Financial Forecast Landfill Enterprise Fund Landfill Fund ‐ Five‐Year Financial Forecast FY14‐15 Through FY18‐19 with FY12‐13 & FY13‐14 Comparative Date FY12‐13 Actual FY13‐14 Budget Forecast Rev Est FY14‐15 FY15‐16 FY16‐17 FY17‐18 FY18‐19 Revenue & Other Financing Sources Recycling Sales Tipping Fees Staff & Adm Chargebacks Internal Service Revenue Interfund Loan Proceeds Interest Other Revenue Bond Proceeds Transfers In 1,534,710 3,976,055 431,000 2,345,799 1,169,926 20,066 138,432 ‐ 28,016 1,400,000 3,515,920 431,000 2,313,000 1,166,297 50,000 131,300 8,850,000 ‐ 1,976,000 4,051,194 431,000 2,252,800 188,365 50,000 455,065 ‐ ‐ 2,478,380 5,174,760 525,000 2,204,800 234,085 40,000 357,618 ‐ ‐ 2,503,164 5,226,508 525,000 2,204,800 279,346 40,000 357,618 15,300,000 ‐ 2,528,195 5,278,773 525,000 2,204,800 508,456 40,000 357,618 15,300,000 ‐ 2,553,477 5,331,560 525,000 2,204,800 676,508 40,000 357,618 ‐ ‐ 2,579,012 5,384,876 525,000 2,204,800 724,850 40,000 357,618 ‐ ‐ 9,644,004 17,857,517 9,404,424 11,014,643 26,436,435 26,742,842 11,688,964 11,816,156 1,985,943 58,732 538,406 1,960,653 262,813 505,406 1,129,400 887,048 ‐ 28,016 2,147,547 35,000 582,985 2,353,111 321,000 543,018 1,109,428 11,209,247 768,397 ‐ 2,147,547 35,000 582,985 2,353,111 321,000 543,018 1,109,428 10,889,526 ‐ ‐ 2,194,566 35,875 590,658 3,704,929 321,000 543,025 1,148,671 1,353,961 ‐ ‐ 2,249,222 36,772 620,995 3,779,028 327,420 554,129 1,169,051 14,492,501 ‐ ‐ 2,305,254 37,691 652,549 3,854,608 333,968 565,461 1,169,051 8,094,830 1,561,189 ‐ 2,362,681 38,634 685,372 3,931,700 340,648 577,027 1,169,051 6,136,310 3,122,379 ‐ 2,421,545 39,600 719,513 4,010,334 347,461 588,829 1,169,051 ‐ 3,122,379 ‐ Total Expenses & Other Financing Uses 7,356,417 19,069,733 17,981,615 9,892,685 23,229,117 18,574,602 18,363,801 12,418,712 Total Income (Loss) 2,287,587 (1,212,216) (8,577,191) 1,121,958 3,207,318 8,168,240 (6,674,837) (602,556) 550,732 556,822 572,142 584,448 590,808 Total Revenue & Other Financing Sources Expenses & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Debt Service Transfers Out Contingency ‐ ‐ ‐ Total Income/(Loss) w/ Contingency 2,287,587 (1,212,216) (8,577,191) 571,226 2,650,496 7,596,098 (7,259,286) (1,193,364) Beginning Fund Balance ‐ With Contingency Ending Fund Balance ‐ With Contingency 7,547,274 9,834,861 9,834,861 8,622,645 9,834,861 1,257,670 1,257,670 1,828,896 1,828,896 4,479,392 4,479,392 12,075,490 12,075,490 4,816,205 4,816,205 3,622,841 The forecast assumes the estimated FY13-14 beginning fund balance of $9.8 million will be spent over the forecast period due primarily to planned capital expenditures related to a $13.1 million landfill excavation project planned in FY15-16 and FY16-17, as well as a landfill closure (south side) and construction of a new landfill site (north side) that totals $19 million with construction concluded in FY17-18. Recycling sales and tipping fees are projected to be stable at $7.6 million in FY14-15 and growing by approximately 1% per year. Bond proceeds totaling $30.6 million will be used to fund capital projects resulting in total debt service of approximately $3.1 million per year beginning in FY17-18. Operating expenditure growth, not including capital outlay and debt service, assumes annual increases of approximately 2.1% throughout the forecast period. 54 FINANCIAL GUIDELINES Five-Year Financial Forecast Water/Sewer Enterprise Fund The FY14-15 beginning fund balance of $64 million will be used to fund extensive capital projects over the next four fiscal years. For example, improvements at the Arrowhead Reclamation Facility ($22.6 million), water line replacements/extensions ($10.9 million) and sewer line replacements ($16.0 million including Arrowhead sewer lines) are major capital improvements occurring between FY14-15 and FY17-18 that are being funded through pay-asyou-go financing. Total water and sewer revenues, totaling 80.6 million in FY14-15, are expected to grow by 1% throughout the forecast period due to growth in accounts. A rate study is currently being planned for FY14-15 to ensure both capital and operating needs can be funded though user fees. The operating budget averages $52.4 million over the five-year forecast period, including the planned 4% inflationary adjustments in FY15-16 and 2% inflationary adjustments through the end of the forecast period. In addition, the debt service budget averages $25 million per year. Water & Sewer Funds ‐ Five‐Year Financial Forecast FY14‐15 Through FY18‐19 with FY12‐13 & FY13‐14 Comparative Date FY12‐13 FY13‐14 Actual Budget 45,772,616 32,545,796 1,267,654 82,000 ‐ 385,829 3,203,581 373,853 44,473,584 30,760,603 1,115,086 82,000 559,316 120,000 1,151,000 ‐ 83,631,329 12,002,966 270,587 3,106,753 13,562,983 3,295,176 692,189 6,248,832 5,797,044 24,174,402 Forecast Rev Est FY14‐15 FY15‐16 FY16‐17 FY17‐18 FY18‐19 47,040,655 32,981,526 1,115,086 82,000 134,547 120,000 1,151,000 ‐ 47,578,930 33,051,526 1,115,086 82,000 167,203 120,000 926,000 ‐ 48,054,719 33,382,041 1,115,086 82,000 199,534 120,000 926,000 ‐ 48,535,266 33,715,862 1,115,086 82,000 363,184 120,000 926,000 ‐ 49,020,619 34,053,020 1,115,086 82,000 483,220 120,000 926,000 ‐ 49,510,825 34,393,550 1,115,086 82,000 517,751 120,000 926,000 ‐ 78,261,589 82,624,814 83,040,745 83,879,380 84,857,398 85,799,945 86,665,212 13,175,222 245,805 3,480,256 20,563,066 3,743,888 688,751 7,105,071 17,561,035 24,207,040 13,175,222 245,805 3,480,256 20,563,066 3,743,888 688,751 7,105,071 17,561,035 28,492,097 13,663,680 293,060 3,586,528 20,998,832 3,711,440 777,263 6,474,486 19,625,734 25,478,365 14,004,642 300,387 3,769,928 21,417,229 3,785,669 794,926 7,419,271 25,638,656 25,479,715 14,354,147 307,896 3,960,710 21,843,993 3,861,382 812,996 7,419,271 26,049,262 25,469,265 14,712,398 315,594 4,159,117 22,279,293 3,938,610 831,481 7,419,271 14,676,697 25,480,015 15,079,558 323,483 4,365,502 22,723,299 4,017,382 850,392 7,419,271 1,702,959 25,474,027 81,955,873 Revenue & Other Financing Sources Water Revenue Sewer Revenue Development Permits/Fees/Impact Staff & Adm Chargebacks Interfund Loan Proceeds Interest Other Revenue Transfers In Total Revenue & Other Financing Sources Expenses & Other Financing Uses Wages and Salaries Overtime Benefits Supplies and Contracts Utilities Vehicle Maintenance & Fuel Vehicles, Technology, Risk Mgt., Workers' Comp. Capital Outlay Debt Service Total Expenses & Other Financing Uses 69,150,931 90,770,134 95,055,191 94,609,388 102,610,422 104,078,923 93,812,476 Total Income (Loss) 14,480,398 (12,508,545) (12,430,377) (11,568,644) (18,731,042) (19,221,525) (8,012,530) 4,709,339 4,152,037 4,193,969 4,242,870 4,289,997 4,333,261 (12,302,528) 376,078 Contingency ‐ 5,000,000 ‐ Total Income/(Loss) w/ Contingency 14,480,398 (17,508,545) (12,430,377) (15,720,681) (22,925,011) (23,464,395) Beginning Fund Balance ‐ With Contingency Ending Fund Balance ‐ With Contingency 62,001,848 76,482,246 76,482,246 58,973,701 76,482,246 64,051,869 64,051,869 48,331,188 48,331,188 25,406,178 25,406,178 1,941,782 1,941,782 (10,360,745) (10,360,745) (9,984,667) 55 FINANCIAL GUIDELINES Five-Year Financial Forecast CONCLUSION Long-range forecasting and modeling are powerful management and decision-making tools. A key objective in long-range forecasting is to estimate the long-term impacts of past and present decisions. The current Five-Year Financial Forecast highlights the need 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. 56 FINANCIAL GUIDELINES Financial Policies FINANCIAL POLICIES A key component of the Fiscal Year 2014-15 (FY14-15) budget is the adoption of the Council’s financial policies. This budget document includes the Council’s financial policies that were approved with the tentative budget and final budget adoption during the FY13-14 budget adoption process. While established financial policies existed, the existing financial policies needed to be expanded during the prior year. As the City gravitates to long-term strategic financial planning, it will become necessary to again revise the financial policies in FY14-15 to ensure the policies align with the expectations of the Council for financial stability. For example, the existing financial policies were expanded to define a better ratio between ongoing revenues and annual debt service supported by General Fund operating revenue. Council’s financial policies serve as the foundation for moving forward with a strong, sustainable financial plan. Council’s financial policies also provide a roadmap for the city’s recovery to a more sustainable financial future. The policies provide broad policy guidance related to Fiscal Planning and Budgeting, Expenditure Control, Capital Asset and Debt Management, and Fund Reserves and Structure. All four key financial policy areas are discussed on the following pages. FISCAL PLANNING AND BUDGETING Fiscal planning is the process of identifying resources and allocating them among numerous and complex competing purposes. The primary vehicle for this planning is the preparation, monitoring and analysis of the budget. It is essential to incorporate a long‐term perspective and to monitor the performance of the programs that are competing to receive funding. The City Manager will submit to the Council a proposed annual budget, based on Council’s established goals, and will execute the budget as finally adopted, pursuant to Title 42, Chapter 17, Article 3, Section 17105 of the Arizona Revised Statutes, as amended. 1. Balanced revenue and expenditure forecasts will be prepared annually and include a 5‐year plan for each major fund (General Fund, Enterprise Funds, special revenue funds and the designated sales tax funds) and will be presented as part of the annual budget process. a. The budget will be balanced, by fund, when all projected ongoing revenue sources does not exceed all ongoing expenses proposed for the current FY and for the upcoming FY. Use of the unassigned fund balance will occur only as authorized by Council and only to address one‐time costs, not ongoing costs. b. Revenues will not be dedicated for specific purposes unless approved by Council or required by law. All non‐restricted revenues will be deposited in the General Fund and appropriated through the annual budget process. 57 FINANCIAL GUIDELINES Financial Policies 2. Any proposed new service or program initiative will be developed to reflect current Council policy directives. Proposals will follow all related Council Financial Policies. 3. To ensure compliance with existing policy, all grant programs and any programs supplemented by outside funding will include a sunset provision consistent with the projected end of funding. Personnel paid with these funds will be considered temporary with no certainty of continued employment beyond the life of the funding. Equipment and technology purchases with these kinds of funds are subject to the policies for the replacement funds. 4. 4. The city manager’s recommended budget presented to Council will contain, at a minimum, the following elements: a. Revenue projections by major category, by fund; b. Expenditure projections by program levels and major expenditure category, by fund, including support provided to or received from other funds [cash transfers]; c. Projected fund balance by fund; d. Debt service, by issue, detailing principal and interest amounts; e. Proposed personnel staffing levels; f. Detailed schedule of capital projects; g. Any additional information, data, or analysis requested by Council. 5. The operating budget will be based on the principle that current ongoing operating expenditures, including debt service and support for other funds, will be funded with current ongoing revenues. The enterprise funds [water/sewer, sanitation and landfill] and the transportation sales tax fund will pay the indirect cost charges for services provided by another fund. Additional funds may be added upon Council approval. 6. The budget will not use one‐time (non‐recurring) sources to fund continuing (recurring) expenditures. 7. Addition of personnel will be requested only to meet existing program initiatives and policy directives after service needs have been thoroughly examined and only if increased net ongoing revenue is substantiated. 8. The Financial Services Department and Human Resources Department will work together to manage position control. The number of full‐time and regular part‐time employees on the payroll will not exceed the total number of full‐time equivalent positions that Council authorizes and adopts with the annual budget. 9. Benefits and compensation will be administered in accordance with Council policy direction. a. Total compensation will be evaluated periodically for competitiveness. 58 FINANCIAL GUIDELINES Financial Policies b. A cost containment strategy means total costs for health insurance premiums will be shared between the employer, employees and retirees. Total premiums will be evaluated on an annual basis to ensure they are reasonable, competitive and expected to address anticipated claims plus the maintenance of an adequate reserve for the Employee Benefits Fund. Funding will be based on an annual actuarial report and its 75% confidence funding level recommendation. c. A policy will be developed regarding the continuation of retiree health insurance after the completion of a comprehensive evaluation of the impact of GASB 67 and the presentation of results to Council. 10. Ideas for improving the efficiency and effectiveness of the city's programs and the productivity of its employees will be considered during the budget process. 11. Carryover of unspent appropriation from one fiscal year to the next is not automatic. The Financial Services Department staff will evaluate carryover requests and make recommendations to the City Manager. Approved requests will be included in the city manager’s recommended budget presented to Council. 12. Salary savings will be retained to the greatest extent possible to build fund balance. In extenuating circumstances salary savings may be used for expenses upon Council approval. Salary savings transfers are prohibited during the first six months of a fiscal year. 13. Total fund appropriation changes must be approved by the Council. These changes must also comply with the city's Alternative Expenditure Limitation in accordance with Article IX, Section 20, Constitution of Arizona and A.R.S. § 41‐563 where final budget adoption sets the maximum allowable appropriation for the upcoming fiscal year. a. Council must approve use of any fund’s contingency appropriation. b. Council may authorize a transfer of unencumbered appropriation balance within an individual city office, department or agency at any time during the fiscal year. c. During the last three months of the fiscal year, Council may approve transfers among city offices, departments, and agencies as necessary. d. Council must approve inter‐fund transfers (i.e., transfers between funds). Procedures for requesting Council approval of appropriation transfers and delegation of budget responsibility will be set by the city manager. e. There may be emergency situations requiring transfer before obtaining formal Council approval. In such cases, the Financial Services Department will notify the Council in writing in a timely manner, seek a general consensus to act and seek Council ratification at the first possible Council meeting. 59 FINANCIAL GUIDELINES Financial Policies 14. The replacement of General Fund capital equipment for technology, vehicles and telephonic equipment [except cell phones] will be accomplished through the use of a “rental rate structure” that is revised annually as part of the annual budget process. a. Any equipment purchased with grant funding will be considered for ongoing replacement and ongoing replacement premium funding only if specifically authorized by the city manager and noted in the budget submittal. b. The ongoing replacement costs for new technology and new vehicle purchases will be incorporated into the upcoming FY’s rental rate structure regardless of whether they are initially purchased through a lease or pay‐as‐ you‐go funding. c. Replacements will be based on equipment lifecycle analysis by the Public Works Department [vehicles] or Technology and Innovation Department [technology and telephonic systems]. 15. The City Council supports economic development objectives that support the creation and retention of quality jobs (25% greater than the median average wage in Maricopa County), add revenue, and enhance the quality of life in Glendale. City Council will consider incentives when the circumstances of the economic development opportunity warrant them necessary and appropriate for the opportunity and in the best interest of the City. EXPENDITURE CONTROL Management will ensure compliance with the City Council adopted budget. 1. Expenditures will be controlled by an annual appropriated budget. Council will establish appropriations through the budget process. Council may transfer these appropriations as necessary through the budget amendment process. 2. The purchasing system will provide commodities and services in a timely manner to avoid interruptions in the delivery of services. All purchases will be made in accordance with the procurement code, purchasing policies, guidelines and procedures and applicable state and federal laws. The city may join various cooperative purchasing agreements to obtain supplies, equipment and services at the best value. 3. A system of internal controls and procedures using best practices will be maintained for the procurement and payment processes. 4. The State of Arizona sets a limit on the expenditures of local jurisdictions. Compliance with these expenditure limitations is required. The city will submit an audited expenditure limitation report as defined by the Uniform Expenditure Reporting System (A.R.S. Section 41‐1279.07) along with audited financial statements to the State Auditor General within the required timeframe. 60 FINANCIAL GUIDELINES Financial Policies CAPITAL ASSET AND DEBT MANAGEMENT Long term debt is used to finance capital projects with long useful lives. Financing capital projects with debt provides for an “intergenerational equity” because the actual users of the capital asset pay for its cost over time, rather than one group of users paying in advance for the costs of the asset. The city will not give or loan its credit in aid of, nor make any donation, grant, or payment of any public funds, by subsidy or otherwise, to any individual, association, or corporation, except where there is a clearly identified public purpose and the city either receives direct consideration substantially equal to its expenditure or provides direct assistance to those in need. Long-term debt will not be used to fund current operations or smaller projects that can be financed from current revenues or resources. 1. A 10-year capital improvement plan will be updated annually as part of the budget process. It will include projected life cycle costing. Only the first year of the plan will be appropriated. The remainder is projections that will be addressed in subsequent years. a. Life cycle costing is a method of calculating the total cost of a physical asset throughout its life. It is concerned with all costs of ownership and takes account of the costs incurred by an asset from its acquisition to its disposal, including design, installation, operating, and maintenance costs. 2. The 10-year plan will address capital needs in the following order: a. to improve existing assets; b. to replace existing assets; c. to construct new assets. 3. All projects will be evaluated annually by a multi-departmental team regarding a. b. c. d. e. f. accuracy of the projected costs; consistency with the General Plan and Council policy goals; long-range master plans; ability to finance initial capital costs; ability to finance life cycle costs; ability to cover the associated additional ongoing operating costs. 4. All projects funded with general obligation bonds will be undertaken only with voter approval as required through a bond election. a. General Obligation debt is supported by secondary property tax revenues. The secondary property tax revenues assessed are based upon the ability to finance the City’s debt service obligations and the rate is dependent upon the revenue 61 FINANCIAL GUIDELINES Financial Policies requirements and the assessed valuation of taxable property. At a minimum, the general obligation debt service fund balance will be at least 10% of the next fiscal year's property tax supported debt service. 5. Non-voter approved debt such as Municipal Property Corporation (MPC) bonds, lease obligations, and inter-fund loans will be used only when a dedicated ongoing revenue source is identified to pay the associated debt service obligations. This type of debt service will not exceed 10% of the 5-year average of the General Fund’s operating revenue available to support the debt service obligations (General Fund, Zanjero Fund, and Arena Fund). a. For FY14-15, debt service is 18% of the FY14-15 General Fund operating revenue as defined above. 6. For non-voter approved debt, the following considerations will be made prior to the pledging of project revenues for the ongoing payment of associated ongoing debt service obligations: a. The project requires ongoing revenue not available from other sources. b. Matching monies are available that may be lost if not applied for in a timely manner. c. Catastrophic conditions. 7. Short-term borrowing or lease/purchase contracts should be considered for financing major operating capital equipment only when: a. The repayment term does not exceed the expected useful life of the equipment to be purchased; b. An ongoing revenue source is identified to pay the annual debt service; and c. The Finance and Technology Director, along with the city's financial advisors, determine that this is in the city's best financial interest. 8. These policies are in addition to the policies incorporated in the Debt Management Plan. FUND RESERVES AND STRUCTURE Fund balance is an important indicator of the city’s financial position. Maintaining reserves is a standard and prudent financial management practice. Adequate fund balances are essential to continue providing services to the community in case of unexpected emergencies, requirements, and/or economic downturns. 1. To ensure the continuance of sound financial management of public resources, Unassigned General Fund Balance will be maintained to provide sufficient working capital and a comfortable margin of safety to address emergencies, sudden loss of revenue or unexpected downturns in the economy. 62 FINANCIAL GUIDELINES Financial Policies 2. Use of unassigned General Fund balances will be limited to address unanticipated, non-recurring needs and planned future one-time or non-recurring obligations. Unassigned balances may, however, be used to allow time to restructure operations and must be approved by the City Council. 3. A minimum unassigned fund balance in the General Fund will be 10% of projected annual ongoing revenues. For the other major funds, the total minimum restricted fund balance shall be 10% of projected revenues. The 10% unassigned fund balance may be appropriated as contingency appropriation with City Council approval. a. Council will determine the specific minimum unassigned fund balance requirement as part of the annual budget adoption resolution. b. If a situation arises where unassigned fund balance ends the FY with a balance that is less than the calculated 10% unassigned fund balance, the deficiency should be replenished in the coming fiscal years, not to exceed a total of five consecutive years, by using new revenues or cost reductions. 4. An additional General Fund “Operating Reserve” will be either Assigned through City Manager approval or Committed through Council approval with the goal 15% of the average General Fund ongoing revenues for the preceding five fiscal years. The Operating Reserve is intended to be an additional reserve for unexpected events and can only be appropriated by the Council through the annual budget process. 5. Any balance in excess of the combined 10% unassigned fund balance and the additional 15% operating reserve may be used to support one-time expenditures. Council’s approval is required to supplement "pay as you go” capital outlay, onetime operating expenditures, or to prepay existing debt. 6. The fund balance for the various Trust Funds will be based on annual actuarial reports and the target funding level must be at the 75% confidence funding level. 7. Separate fund balance (operating reserves) may be required by bond issuance documents for those funds with outstanding bond debt. These requirements will not be viewed as additional fund balance needs unless they are greater than the one established by these goals. 63 CITY OF GLENDALE, AZ 64 BUDGET SUMMARY 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 total budget, including all four components, is $642 million for Fiscal Year 2014-2015 (FY14-15). This represents an 11% increase over the prior year total budget of $576 million. The majority of this increase can be attributable to the prior year capital improvement program carryover.     The operating budget finances the day-to-day provision of city services and totals $368.5 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 $144.4 million. The debt service budget is used to repay money borrowed by the city, primarily for capital improvements, and amounts to $92.3 million. The final component of the budget is the contingency appropriation at $36.6 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. As you can see from the pie chart below, the operating (57%) and capital (23%) appropriations are the largest components of the FY14-15 budget and account for 80% of the total appropriations. Both are discussed on the following pages. The following chart outlines the financial plan for FY14-15. The city’s total sources are City of Glendale FY14‐15 Total Appropriations Debt Service 14% Contingency 6% Capital 23% Total $642 million Operations 57% 65 BUDGET SUMMARY Summary estimated at $640.1 million and total uses are projected at $771.3 million (including inter-fund transfers). 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 FY14-15 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, and other contacts with individuals and groups. In addition, citizen feedback about the proposed FY14-15 budget was sought at the public hearing on June 10th. During December 2013, staff presented 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. During the February 2014 annual retreat, City Council identified key priorities for the upcoming FY 14-15 budget process. These priorities are identified in the City Manager’s Budget Message in this document. 66 BUDGET SUMMARY Summary Budget Process Staff Prepares 5‐Year Financial Forecast Council Adopts Final Budget Present Draft Budget Departments Develop Base Budget Develop and Balance CIP In November 2013, the Financial Services Department kicked off the budget process for FY14-15. This meeting 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 issues that had to be addressed for the FY14-15 Annual Budget were not that different than in previous years. One principal issue for the FY14-15 budget continues to be the economy and its impact on the city’s ability to fund services and infrastructure for the community through the operating and capital budgets. The international/national recession from which the economy is gradually recovering was felt far and wide throughout the world. Arizona was particularly hard hit with the bursting of the real estate bubble, steep loss of jobs – particularly in the construction industry – decline in the numbers of individuals moving to the state and a noticeable fall-off in the state’s important tourism industry. The second principal issue to be addressed for FY14-15 continues to be the city’s debt structure and contractual obligations. 67 BUDGET SUMMARY Summary Despite improvements in revenues, FY14-15 represents the sixth straight year of operating budget deficits, before the implementation of balancing measures, for the General Fund while demand for city services has remained steady or increased in some areas. City sales tax revenues have stabilized and are projected to have a modest increase of about 12%; state shared revenues will see an overall increase of 8%, led by state income tax revenue that is projected to increase 9% year over year. Consequently, as part of the FY14-15 budget development process, departments proposed reductions to their ongoing General Fund base operating budgets for both salary and non-salary related items. Each director reviewed the proposed reductions to ensure core services, particularly those related to health and safety, as defined by City Council priorities, would continue to be provided. For a more in-depth discussion about the principal issues that had to be addressed for the FY14-15 budget and the budget actions taken to address them, see the City Manager’s Budget Message. City Council reviewed the city manager’s balanced budget in the public televised workshop sessions held between March and April 2014 to discuss the pertinent issues surrounding the upcoming fiscal year operating, capital and debt service budgets. The draft budget, as revised by City Council, became the tentative FY14-15 budget. It was published and made available for further public review prior to the public hearing and formal adoption of the final budget on June 10, 2014. See the Budget Calendar for more details about the timing of various steps in the budget development and adoption process. 68 BUDGET SUMMARY Summary Capital Improvement Plan Budget The city annually updates the Ten-Year Capital Improvement Plan (CIP), which is now based on FY 2015 through FY 2024 and includes $901 million in projects. The first year of the plan is the only year appropriated by Council. For FY14-15, $144.4 million in capital investments is planned. A summary by type of funding resource is provided in Table 1 below. 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 including pavement preservation, police/fire department communications enhancements and upgrades to water treatment and wastewater collection facilities. The CIP Management Team includes staff from the Public Works and Financial Services Departments. This team reviewed all CIP projects for their construction costs and their projected impact on the operating budget. Projects with high operating costs are analyzed along with the Five-Year Forecast and may be deferred to ensure the city can absorb the operating impact once the facility opens. 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. 69 BUDGET SUMMARY Summary Amending the Budget Once the City Council adopts the annual budget, total expenditures cannot exceed the final appropriation of $642 million for FY14-15. However, with City Council’s formal approval, the city can adjust the total appropriations within the funds provided that the budget does not exceed final appropriation for the FY. This means that if one fund’s total appropriation is increased, then appropriations from another fund or funds must be reduced by an equal amount. City Council could also choose to amend the budget to a figure lower than the final appropriation for the fiscal year. Inter-fund, inter-departmental or inter-CIP project 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 and are approved by City Council. During the last three months of the fiscal year, Council may approve the transfer of unencumbered appropriation among funds and departments. All budget transfers are documented by the Financial Services Department and tracked in the city’s computerized financial system. Fund Descriptions 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. The city has seven main categories of funds: general, special revenue, debt service, capital, trust, enterprise and internal service. These categories are used to track the activity of almost 90 separate funds. For example, 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. A brief description of some of the more significant funds within each fund category is provided on the pages that follow. General Fund Group 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. The FY14-15 budget includes the third year of a 7/10ths of one cent sales tax increase that is expected to generate an additional $24 million for FY14-15. With the increase that became effective August 1, 2012, the base sales tax rate [General Fund portion] was increased from 1.20% to 1.90%. The additional revenue is used to cover both operating expenses and debt service funded by the General Fund and is expected to help the city gradually rebuild a fund balance that was drawn down between FY08-12, and to avoid severe service reductions to the community. The 7/10ths of one cent sales tax-originally scheduled to sunset August 1, 2017, has been eliminated through council action during the FY14-15 budget process. The sales tax rate will be reviewed annually during the budget process. 70 BUDGET SUMMARY Summary National Events (Fund 1010): The National Events Fund was established in FY04-05 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 until FY10-11 when $335,000 was transferred back into the General Fund. Glendale will host the 2015 Super Bowl at the University of Phoenix Stadium located in the city’s sports and entertainment district anchored by the city-owned Jobing.com Arena and the Westgate development. Appropriation of $2 million has been budgeted for this event. 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. The funds are designed to balance, with the rates (revenues) set to recover the actual expenses each year. An exception to this general practice occurs with the Telephone Fund for which a fund balance has accrued in anticipation of future upgrades and the potential for unforeseen capital repairs. Vehicle (Fund 1120) and Technology Replacement (Fund 1140): These replacement funds were designed to allow the city to accumulate the money needed to replace at regular intervals the city’s fleet of cars, trucks and other rolling stock and its personal computers, servers and other technology-related equipment. Typically each department pays annually into each fund based on the amount of equipment in its inventory, the expected life span of the equipment in use and any residual value of the equipment. Replacement equipment is then purchased according to the established replacement schedule and paid for out of the appropriate replacement fund. Fund balances in both fluctuate from year to year according to the replacement schedules. To help address soft economic conditions, the General Fund contributions to both funds have been eliminated for FY14-15. This represents the sixth (since FY08-09) consecutive year of reduced General Fund contributions. To account for this reduction in funding, the city’s fleet was reduced and replace by the motor pool, the useful lives of non-public safety equipment were extended and computers will only be replace as required. Employee Groups (Fund 1190): This fund was originally created to track activity related to employee groups such as the Glendale’s Exceptional Municipal Staff (GEMS). The GEMS group has in the past coordinated 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. Inflows to the fund include vending machine revenues generated by employee purchases as well as outside donations and sponsorships. 71 BUDGET SUMMARY Summary Utility Bill Donation (Fund 1200): This fund tracks activity related to the city’s “From the Heart” program. From the Heart is a unique partnership of Glendale residents, the city of Glendale, the Gila River Indian Community and local community agencies. Since “From the Heart” began in 1997, more than $2.25 million has been raised and distributed to non-profit agencies serving Glendale residents. Every From the Heart dollar stays in our community to support social service agencies that serve Glendale residents. Revenues into the fund include Glendale utility customers that can add $1 or more to their monthly utility bill payments, or they can donate more by sending a check to the city made out to From the Heart. Grant applications are solicited each spring and a committee of residents determines grant awards that generally range from $2,500 to $20,000. The grants are awarded to non-profit 501(c)(3) organizations and social service agencies that serve Glendale residents. From The Heart funds are collected in the year prior to the one in which they are distributed. Arts Commission (Fund 1220): One percent (1%) of eligible construction projects funds included in the city’s Capital Improvement Program are deposited into the municipal arts fund. The funds are used to administer the city’s public art and performing arts program. Expenditures from the fund are recommended by the Glendale Arts Commission through its annual art projects plan and are subject to approval by the City Council. FY14-15 revenue is projected at $281,112 due to a continued, planned slowdown in construction activity as depicted in the capital improvement plan. However, a projected beginning fund balance of $984,678 will be used to fund operations and any capital related purchases. Court (Fund 1240): The Court Fund revenue is derived 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. The security surcharge revenue must be used for security services and facility improvements at the City Court. The time payment fee revenue may be used for activities or costs associated with collecting fines. These revenues and any associated expenditures are tracked in this fund. Library (Fund 1260): This fund is used to track revenues from book sales at our Main, Foothills and Velma Teague branches. Other library revenue such as library fines and fees revenue are included in the General Fund. The FY14-15 projected beginning balance of $26,342 and projected revenues of $111,000 will be offset by budgeted expenditures for book purchases and some temporary/hourly labor costs totaling $120,000. Therefore, the ending fund balance is projected to decrease to $17,342. Youth Sports Complex (Fund 1280): The Glendale Youth Sports Complex is adjacent to the University of Phoenix Stadium. It features five sports fields that were developed to fill a community need for additional youth facilities in the west valley. The complex also provides additional event 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. This fund typically does not carry a fund balance from year to year. 72 BUDGET SUMMARY Summary Stadium (Fund 1281), Arena Event Operations (Fund 1282) and Camelback Ranch Event Operations (Fund 1283): These funds were created to track the city’s operational costs associated with events held at the stadium, arena and spring training venues. All public safety, transportation and marketing costs related to football, hockey, baseball, concerts, trade shows and other events held at these venues are recorded in the corresponding event operations fund. The Arena Event Operations Fund also tracks the operating expenditures associated with arena management and arena renewal and replacement to ensure the arena stays modernized. For FY14-15, this fund includes a $16 million arena management fee and $500,000 for capitalrelated renewal and replacement expenses at the arena. Revenue reimbursement for city services paid by the operations management companies for all venues is recorded in the respective fund. City of Phoenix sales tax revenues generated from Camelback Ranch spring training baseball facility events are recorded in the Camelback Ranch Event Operations Fund in accordance with an IGA with the City of Phoenix. The FY14-15 sales tax revenue for the Camelback Ranch Fund is estimated to be $155,000. City sales tax revenues generated at the arena are addressed in the description for the Arena Special Revenue Fund below. City sales tax revenues generated at the stadium are addressed in the description for the Stadium City Sales Tax – AZSTA Fund below. A General Fund operating transfer is made to the Stadium, Arena and Camelback Ranch Event Funds to cover all expenditures that exceed the reimbursement revenue received in each fund. These funds are typically balanced to zero with the General Fund operating transfer and do not carry a fund balance from year to year. 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 can host as many as 60,000 people at as many as 250 events including weddings, trade shows and conventions in any given fiscal year. This fund was reclassified from the special revenue category to the general fund group in FY11-12 because of the level of support provided by the General Fund. A projected transfer from the General Fund of $158,498 will supplement revenues of $416,070 generated from Civic Center activities in FY14-15 to cover operating and capital related expenditures. Civic Center rental fees were adjusted upward for FY14-15 to reflect market pricing for similar facilities in the metropolitan area. City Sales Tax – Bed Tax (Fund 1750): In 2010, hoteliers approached Glendale officials to increase the city’s bed tax rate. This request was based on the additional funds generated by the increased bed tax rate going directly to the Tourism Division/Glendale Convention & Visitors Bureau (CVB) to enhance tourism promotion. In 2011, the Glendale City Council approved an increase to the city’s tax rate on transient lodging, commonly referred to as the “bed tax,” from 3.4% to 5%. As part of this action, all the proceeds from the increased tax rate are dedicated to tourism promotion initiatives that foster economic growth by developing the tourism industry in Glendale. This fund was created to track revenue and expenditure activities related to the new bed tax. 73 BUDGET SUMMARY Summary 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. Revenue collected in this fund includes Arizona Coyote team/arena fees, parking fees and city 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. 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. Westgate City Center opened in November 2006 and includes over 3 million square feet of retail, lodging, restaurants, entertainment and office uses, including Tanger Factory Outlet Center/Mall, a 368,000 square-foot development that opened in November 2012. Jobing.com Arena is home to the National Hockey League’s Arizona Coyotes and also serves as a first-class venue for concerts, trade shows and other events. 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 disbursed 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 Self-Sustaining (Fund 1870): This fund tracks the collection and use of revenues related to special events put on by the city’s Communications Department. Examples include vendor rental fees and city costs for downtown special events such as Glendale Glitters and the Chocolate Affaire. Although the department receives contributions from sponsors and collects fees from vendors for these special events, it also is scheduled to receive a transfer of $283,645 from the General Fund to support FY14-15 special events. Public Safety Training Center (Fund 2530): All revenues and expenditures associated with the 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 74 BUDGET SUMMARY Summary addition, direct operating costs incurred at the facility by the Glendale Police and Fire Departments are shared with the partners of those respective disciplines/departments. Glendale Health Center (Fund 2538): 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. 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. FY14-15 projected revenues totaling $61,250 will be offset by operating expenditures of $48,590. 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. Special Revenue Fund Group HURF/Streets (Fund 1340): This 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 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. 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 fund supports street cleaning and maintenance, traffic signs and signals, street lighting and other street-related activities. 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. The state legislature suspended LTAF distributions to cities and towns in FY10-11 in an effort to balance the state’s budget. However, LTAF II distributions were reinstated during the course of FY11-12 and have continued ever since. These revenues are expected to generate $666,707 in FY14-15. 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 75 BUDGET SUMMARY Summary 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 on bonds backed by the transportation sales tax revenue. Transfers also can be made from the Transportation Fund to the Transportation Construction Fund to fund capital project construction on a 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%, effective November 1, 2007. Both taxes specified that two-thirds of the revenue would go to police operations and one-third to fire operations. For FY14-15 all expenses related to “enhanced” public safety services, as defined through the previous ballot initiatives, will be tracked within the Public Safety (Fire and Police) General Fund operating budgets. A new costing methodology was developed for FY14-15 to simplify the annual budget process and accounting for public safety sales tax related expenditures. The basis for the new costing was developed by establishing a baseline service level per capita calculation at the time of the original initiatives (1994 and 2007) and then updating that calculation for today’s service level and identifying the “enhanced services” per capita and applying a standard cost to those services. An annual transfer from the Public Safety Sales Tax (PSST) funds to the general fund will provide direct reimbursement for the enhanced levels of service costs. This new methodology was developed as a result of the internal audit. By applying a consistent costing methodology that is calculated annually based on budgets and expenditures, the premise of the taxation will be substantiated. Airport Operating (Fund 1760): This fund was established to track the operating revenues and expenses of the Glendale Municipal Airport. The long-range goal for the airport is to become a self-sustaining operation, at which time the Airport Fund will become an enterprise fund. The airport 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 General Fund transfer of $244,981 to augment projected revenue collections of $478,925 in FY14-15. 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), Neighborhood Stabilization Program (Fund 1310), Neighborhood Stabilization Program III (Fund 1311), Community Development Block Grant (Fund 1320) and Emergency Shelter Grant (Fund 1830). 76 BUDGET SUMMARY Summary 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 and a fund titled Airport Capital Grants (Fund 2120) is used for any grant related project involving the city airport. The three-year federal stimulus grants that were started in FY 2010 are tracked within a fund titled ARRA (American Recovery and Reform Act) Stimulus Grants (Fund 1842). 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. 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. The Police Department manages all expenditures from this fund in accordance with federal requirements. Parks & Recreation Self-Sustaining (Fund 1880): This fund tracks the collection and use of revenues related to self-sustaining programs administered by the Parks, Recreation and Library Services Department for sports, aquatics and special interest type classes for which fees are charged. In FY14-15 projected revenues of $1,082,861 will be offset by projected expenditures totaling $1,135,704. Parks & Recreation Designated (Fund 1885): The Parks, Recreation and Library Services Department has agreements with several local school districts to cover the maintenance of city pools located on school property and jointly owned city/school district parks. The school districts and the city make payments into the fund to cover major maintenance and restoration costs. The fund balance is projected to decrease from $139,487 to $33,419 in FY14-15 as a result of planned expenditures related to designated facilities. 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. Debt Service Fund Group Bond financing is the primary financing mechanism for long-term capital projects and infrastructure. The City’s debt management plan is an important tool and addresses debt issues for this and other financing mechanisms that the city is allowed to use. 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 debt service budget. Depending on the need and the type of project being financed, several different types of bonds are available to the City. 77 BUDGET SUMMARY Summary 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 selects as part of the annual budget process. 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. More information about G.O. bonds is found in the Capital Improvement Plan section of this document. Secondary property tax revenue is recorded directly into this fund and used to pay G.O. bond debt. The balance in this fund grew over time as the timing of bond issuances and the commencement of capital construction occurred later than originally planned. This fund balance has been and continues to be used to address the shortfall between the revenue generated from the secondary property tax rate and the annual debt service of outstanding G.O. bonds. The FY 2015 secondary property tax rate will decrease from $1.7915 to $1.6605, a decrease of $0.131 in order to meet minimum fund balance requirements primarily to pay for general obligation capital projects that have already been built. Council will continue to perform annual reviews of the property tax rates to ensure future tax rates are set in accordance with required debt service obligations. Municipal Property Corp (MPC) Bond Debt (Fund 1940): The MPC is a non-profit corporation organized under the laws of the State of Arizona to assist the City in the acquisition and financing of municipal projects and facilities. MPC bonds require City Council approval but do not require voter authorization. These bonds are backed by the city’s excise taxes. For some MPC issuances, the excise tax revenue generated at the location where improvements were funded with MPC bonds is used to offset the respective debt service payment (e.g. Jobing.com Arena and the Zanjero development). 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. More information about MPC bonds is found in the Capital Improvement Plan section of this document. Street (Fund 1920) and Transportation Revenue Bond Debt (Fund 1970): Highway User Revenue Fund (HURF) or “Street” bonds were used for street projects that are backed by a pledge of the HURF monies the city receives from the state. HURF monies will cover $958,000 and the remaining $1 million of debt service will be paid by transportation special sales tax revenue. Given the uncertainty regarding how future HURF revenue will be distributed, these contributions will be monitored closely going forward. 78 BUDGET SUMMARY Summary The Transportation Revenue Bond Debt Fund is used for the payment of debt service on revenue bonds used to finance projects that are backed by the designated city sales tax for transportation. This type of revenue bond does not require voter authorization. Capital Fund Group 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 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 have been 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. Trust Fund Group Cemetery Perpetual (Fund 2280): The purpose of this fund is to provide future monies sufficient to pay all or a portion of the operational and maintenance expenses of the Glendale Memorial Park Cemetery when operations no longer produce revenue. All revenues from sales of lots, headstones, domes, appurtenances and services provided through the operation of the cemetery are deposited to the city’s General Fund. Fund balance invested pursuant to the city investment policy and their related investment earnings accumulate in the perpetual care fund. Although monies may be withdrawn from the fund for cemetery expansion and improvements, none are budgeted in FY 2015. Interest income of $20,000 will increase the projected FY 2015 ending fund balance to $5.6 million of which the entire amount is appropriated as contingency and can only be used pursuant to the perpetual care fund ordinance. Enterprise Fund Group Water/Sewer (Funds 2360, 2380, 2400 & 2420): The Water/Sewer Enterprise Fund supports the provision of water and sewer service to Glendale residents and businesses. It is completely self-supported through water sales, sewer user fees and other related user fees. The fund receives no tax revenue and pays an annual contribution to the General Fund for administrative support services such as personnel, finance and legal services that General Fund 79 BUDGET SUMMARY Summary 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 are captured in Fund 2400 (Water). All activity associated solely with providing wastewater services is recorded in Fund 2420 (Sewer). Fund 2380 (Water & Sewer bond Debt Service) is used to track activity related to revenue bond financings covering capital improvement projects. 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 Financial Services Department, which handles the billing accounts for both water and sewer operations, are recorded in Fund 2360. The Water/Sewer Enterprise fund balance is expected to decrease from $75 million to $44 million in FY14-15 due to planned capital expenditures totaling $36.1 million and the debt service requirements associated with revenue bond funded projects totaling $25.4 million. Examples of FY14-15 capital projects include groundwater treatment plant improvements, water reclamation facility improvements, system security enhancements, as well as planned line replacements and extensions. A revenue budget of $84.1 million helps cover the previous expenditures, in addition to the operating budget which accounts for salaries, electricity, chemical treatments, supplies, etc. totaling $49 million. Landfill (Fund 2440): The Landfill Enterprise Fund supports the operation of the Glendale Landfill. Customers including, city departments and all private haulers, pay tipping fees (based on tonnage disposed) to use the city’s landfill. 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 is expected to decrease from about $11.4 million to $850,196. The FY14-15 operating budget totals $8.7 million and planned capital expenditures related to a landfill soil excavation, scale-house/road relocation project, gas system modifications and heavy equipment purchases total $12.2 million. The FY14-15 projected revenues total $11 million. 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 $3.5 million to $543,718 in FY14-15 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. Projected revenues of $14.9 million are offset by operating expenditures totaling $13.3 million Community Housing Services (Fund 2500): The Housing Fund supports Glendale’s public housing program that is part of the Community Partnerships Department. The fund has a $15.8 million operating budget that is almost entirely financed by federal housing revenue/grants but it 80 BUDGET SUMMARY Summary also receives a yearly transfer from the General Fund to help cover personnel administrative expenses. FY14-15 projected revenues total $15.5 million and the scheduled General Fund transfer is $274,269. Internal Service Fund Group Risk Management (Fund 2540) and Workers’ Compensation (Fund 2560): The Risk Management and Workers’ Compensation Trust Funds support the activities 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. The Risk Management Fund is projected to end FY14-15 with a $937,497 fund balance, which is a substantial decrease from the beginning fund balance estimate of $2.4 million. The Workers’ Compensation Fund ending fund balance is projected to increase from $6.5 million to $6.9 million in FY14-15 based on Council’s direction to build and maintain adequate reserves for this fund in accordance with the Industrial Commission of Arizona’s guidelines and requirements. Benefits Trust (Fund 2580): The Benefits Trust Fund was created in FY00-01. 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 and any contingency appropriation serves as a reserve to cover incurred but not reported claims, as well as a stabilizer against rising health care costs. FY14-15 benefit rate increases for employees and retirees were implemented to help the fund recover more of the costs being incurred. The employer contributions have also increased and are expected to generate additional revenue amounts for FY14-15. The health insurance contract was be competitively bid during FY13-14 and provided additional health insurance options for FY14-15 and beyond. The goal for FY14-15 and beyond is to restore the fund to an improved financial position. 81 BUDGET SUMMARY Revenues REVENUES Total revenues available to the city in FY14-15 from all sources are estimated at $510.8 million, of which $209.1 million or 41% goes into the General Fund (GF). Table 1 shows changes expected in the revenue funds included in the table. Total Revenues by Fund % Change FY 14 to FY 15 Fund 1000‐ General 1040 ‐ General Services 1100 ‐ Telephone Services 1120 ‐ Vehicle Replacement 1240 ‐ Court Security/Bonds 1281 ‐ Stadium Event Operations 1282 ‐ Arena Event Operations 1340 ‐ Highway User Gas Tax 1650 ‐ Transportation Grants 1660 ‐ Transportation Sales Tax 1700 ‐ Police Sales Tax 1720 ‐ Fire Sales Tax 1740 ‐ Civic Center 1770 ‐ Zanjero Special Revenue 1780 ‐ Arena Special Revenue 1790 ‐ Stadium City Sales Tax ‐ AZSTA 2360 ‐ Water and Sewer 2440 ‐ Landfill 2480 ‐ Sanitation 2500 ‐ Pub Housing 2540 ‐ Risk Management Self Insurance 2560 ‐ Worker's Comp. Self Insurance 2580 ‐ Benefits Trust Fund Total Operation Capital and Other Revenue Grand Total FY 2014 Budget $ 161,477,335 $ 9,362,930 $ 879,521 $ 1,929,297 $ 395,412 $ 733,203 $ 283,470 $ 12,791,191 $ 7,833,888 $ 22,566,384 $ 13,527,306 $ 6,621,242 $ 421,849 $ 1,896,230 $ 6,267,820 $ 2,075,332 $ 78,261,589 $ 17,857,517 $ 14,915,295 $ 15,377,611 $ 2,502,006 $ 1,933,000 $ 24,384,447 $ 404,293,875 $ 75,215,381 $ 479,509,256 FY 2015 Change FY 14 to Projections FY 15 $ 174,427,180 8.0% $ 9,200,000 ‐1.7% $ 677,870 ‐22.9% $ 289,441 ‐85.0% $ 420,050 6.2% $ 733,203 0.0% $ 283,470 0.0% $ 12,903,286 0.9% $ 6,822,438 ‐12.9% $ 23,641,743 4.8% $ 14,565,300 7.7% $ 7,334,300 10.8% $ 416,070 ‐1.4% $ 2,207,097 16.4% $ 14,508,938 131.5% $ 2,015,821 ‐2.9% $ 84,155,831 7.5% $ 11,014,643 ‐38.3% $ 14,994,588 0.5% $ 15,522,294 0.9% $ 2,532,950 1.2% $ 1,929,951 ‐0.2% $ 23,091,836 ‐5.3% $ 423,688,300 4.8% $ 87,142,098 15.9% $ 510,830,398 6.5% 82 BUDGET SUMMARY Revenues General Fund Group General Fund (Fund 1000): The city expects to collect $174.4 million in total General Fund (GF) revenue in FY14-15. An Additional $34.6 million is estimated to be collected in the other General Funds – such as Arena, Civic Center, Zanjero, Stadium, Arts Commission and other sub-fund activities. In June 2012, the City Council approved an increase of 7/10ths of one cent in the city’s sales tax across all categories (such as retails and restaurants and bars), except for residential rental as the state law restricts increases to residential rental sales taxes. The 7/10ths of one cent increase includes food purchased for home consumption. Food purchased for home consumption with food stamps and other government issued food instruments are exempt from the food sales tax. The sales tax rate increase became effective on August 1, 2012 with a 5-year sunset provision. The “sunset” provision was rescinded by council action and adoption of a new ordinance at the June 24, 2014 council meeting. The new ordinance states that the sales tax rates will be reviewed each year during the budget process. The last time the city increased its general sales tax rate was in July of 1993 (excluding the designated sales tax rates for transportation and public safety both of which were implemented after the voters approved the related propositions). With the rate increase, the general fund receives 1.9% of the city’s 2.9% sales tax rate, with the remaining 1.0% designated for public safety (0.5%) and transportation (0.5%). The annual growth rate for total ongoing GF revenue averaged 8% between FY01-02 and FY0708. This rate was the result of moderate growth in city sales tax and state income tax receipts, with equally moderate growth in state sales tax, motor vehicle in lieu fees, and developmentrelated permits and fees. The phenomenal growth Glendale experienced through FY 2008 was the direct result of Council’s strategic goal of bringing quality economic development projects to Glendale. The healthy growth meant the city could support and maintain superior city services and contributed to a high quality of life for the Glendale community. From FY07-08 through the end of FY11-12, total GF ongoing revenue experienced a decline of almost $46.2 million or 25%, a clear reflection of the economic challenges brought on by the recession. However, starting in FY12-13, total ongoing general fund revenue was expected to grow mainly due to the sales tax rates increase, as mentioned above, and better income tax revenue collections at the state. For FY14-15, total general fund revenue is expected to grow by approximately 8%, in line with the economic forecast from local and state experts. The main growth is expected in the following areas (also see detail explanation under specific revenue category):  City sales tax – For FY14-15, this revenue is expected to grow by 6% from the FY13-14 estimate. The growth can be attributed to the economic development activities which are expected to generate additional construction sales tax revenue. In addition, as the jobless claims continue to decline and the overall economy continues to improve, rising consumer confidence is expected to lead to increased spending, especially in retail sales. As a result, the city expects to see higher retail sales tax revenue in FY14-15. 83 BUDGET SUMMARY Revenues   State income tax – this revenue is projected to grow by 9% for FY14-15 based on the improved collections in FY12-13 [there is a 2-year lag between the state’s collection of income tax revenue and its distribution to the cities]. Primary property tax – for FY14-15, the primary property tax rate is set at the maximum limit allowed by the state law. As a result, the budget includes an additional $167,370 in primary property tax revenue in the budget. The two major sources of revenue for the GF continue to be city sales taxes and state-shared revenues. They have comprised between two-thirds and three-fourths of the GF revenue since FY01-02. For FY14-15, city sales tax, state sales tax, state income tax and motor vehicle in-lieu revenues are expected to comprise 80% of all GF revenue with $140.4 million of the $174.4 million. The city’s GF revenue projection is based on many factors such as the following:      historical trend data; projected changes in state and local population, disposable personal income, retail sales and inflation; economic forecasts of state and local economic activity provided by experts on the Arizona economy; economic forecasts of overall national economic activity; and statistical analyses. General Fund Revenue Summary Franchise Fees 2% Property Tax 3% Development Fees 2% Sales Tax 48% Lic./Fees/Fines 4% State Shared 32% Misc. 9% 2015 Budget $174, 427,180 84 BUDGET SUMMARY Revenues City Sales Tax: This revenue represents 48% of GF revenue and is the fund’s largest source. The GF portion of the city sales tax pays for general government operations. It also is the one significant revenue source over which the City Council has authority unlike the state sales tax, state income tax, the gas tax or vehicles license fees. For FY14-15, the revenue budget is $84 million. City Sales Tax 10-Year Fiscal History w/ FY14 & FY15 Projections (Exclude Westage, Stadium, Zanjero) Thousands $90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14E 15B State-Shared Revenues: State-shared revenues include state income tax, state sales tax and motor vehicle in-lieu tax. These three revenue sources are shared with all cities and towns throughout the state. The average annual growth rate for the city’s share of state - shared revenue was 6% between FY01-02 and FY07-08. However, starting in FY08-09, a decline started and resulted in four consecutive years of reductions. State shared revenue is expected to grow to $55.9 million by the end of FY14-15, 8% more than the FY13-14 estimate of $51.8 million, as explained below. The distribution of state sales and income tax revenue is based State Shared Revenue 10-Year Fiscal History w/ FY14 & FY15 Projections upon the relation of the city’s population to the total state population while the distribution Thousands of motor vehicle in-lieu revenue $70,000 is based on the city’s population $60,000 in relation to the total incorporated population of $50,000 Maricopa County. $40,000 Prior to the 2010 Census, Glendale was just under 5% of the state’s total population; with the 2010 Census, Glendale is now about 4.5% of the state’s population. While the distribution method is proportional on a per person $30,000 $20,000 $10,000 $0 '04 '05 '06 '07 Sales '08 '09 Income '10 '11 '12 '13 '14E 15B MV In-lieu 85 BUDGET SUMMARY Revenues basis, more mature cities like Glendale typically experience a decrease in its portion of stateshared tax revenues as growing cities tend to receive a greater share of the revenue distribution. The most significant component of state-shared revenue is income tax and it is primarily driven by personal income rather than business income as personal income tax receipts comprise about two-thirds of all Arizona income tax receipts. Income tax revenue distribution to the cities lags by two years. This means the state income tax distribution for FY14-15 will reflect the income tax the state collected in FY12-13. The state’s 2013 income tax receipts were higher than the 2012 receipts. As a result, Glendale’s share of state income tax revenue is expected to increase by $2.1 million or 9% from $25.2 million in FY13-14 to $27.4 million in FY14-15. State sales tax and motor vehicle in lieu revenues are distributed to cities and towns based on current year collections. State sales tax distribution is based on a formula by which varying percentages of different types of sales taxes – such as retail are used to calculate the distribution amount. The projection for FY14-15 is $20.4 million and assumes no growth from FY13-14 estimate based on projections from the state. The city last had state sales tax receipts in the $19 million range in FY08-09. The FY14-15 motor vehicle in lieu tax projection of $8 million is 6% higher than FY13-14 estimate of $7.5 million. The city received $10.4 million in revenue in FY05-06, the highest level of receipts over a ten-year period. Primary Property Tax: Arizona’s property tax system consists of two tiers. The primary property tax levy has state-mandated maximum limits, and a city can adopt a rate anywhere between $0.00 and the rate that yield the maximum limit under state law. Primary property tax revenue can be used by a city for any purpose. The primary property tax revenue is included in the GF operating budget. For FY14-15, the primary property tax rate will decrease from $0.4974 to $0.4896, however the increase in valuation will yield an additional $167,370 in primary property tax revenue. Primary Property Tax (Includes SRP In-Lieu) Thousands 10-Year Fiscal History w/ FY14 & FY15 Projections $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14E 15B Salt River Project (SRP) in-lieu revenue represents the quasi-governmental agency’s payment in lieu of a property tax, which it is exempt from paying. This revenue source amounts to a projected $278,315 for FY14-15. Development Fees: Development-related fees include building permits, right-of-way permits, plan check fees, planning and zoning fees, engineering and traffic engineering plan check fees, 86 BUDGET SUMMARY Revenues fire service related development fees and miscellaneous development related fees. These sources essentially reflect a range of activities related to commercial and residential development and construction. The city experienced its peak collection of development fees in FY07-08 with $6.1 million in receipts. The largest revenue source for the development fees category has been building permit fees. For FY14-15, these are budgeted at $1.1 million, a slight increase compared to the FY13-14 estimate of $1 million. The next largest source of revenue in this category was, and is expected to continue to be, plan check fees. The decline of over 55% from the peak collection in FY07-08 is the result of the sizeable drop off in commercial and residential construction activity across the metropolitan Phoenix area as a result of the recession. The total development fees revenue budget for FY14-15 is $2.6 million compared to the FY1314 estimate of $3.2 million. A number of new projects are under construction Franchise Fee Revenue 10-Year Fiscal History w/ FY14 & FY15 including the new the expansion of Projections Midwestern University, American Thousands Furniture Warehouse, and Aspera. $4,500 Franchise Fees: Franchise fees are paid to the city by the electric, gas and cable companies operating within the city. These fees increase when the various utilities increase its rates and, to a lesser extent, when the customer base within the city grow. In all cases, the fees due to the city are based on gross receipts for the franchised organization. The FY14-15 projection of $4.3 million is essentially flat compared to FY13-14. In fact, collections have been at this level since FY09-10 due to minimal customer growth and competition from alternate service providers. $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14E 15B License and Fee Revenues: This revenue category includes business and professional licenses, business regulatory licenses, sales tax licenses, liquor licenses, recreation fees, fire department fees not related to construction development, library fines and fees, cemetery fees, and rental income from the use of city facilities. Miscellaneous arena and stadium related fees were included in FY03-04 to FY06-07 and are now accounted for in a separate fund. Stadium security fees were included in FY06-07 only. 87 BUDGET SUMMARY Revenues As a group these sources are expected to generate $5 million in FY14-15, a slight increase from the FY13-14 estimate. Fire department fees that are not related to community development are the main source of revenue in this category; it includes advanced life support fees, EMS report fees and fire prevention inspection fees. License and Fee Revenue 10-Year Fiscal History w/ FY14 & FY15 Projections Thousands $6,000 $5,000 Rec & Fac Rental Cemetery Library Fire S/T Fees/Lics Arena & Stad $4,000 $3,000 Another significant revenue source $2,000 is recreation and facility rental fees. In FY12-13, the city increased the $1,000 fees it charged to residents and nonresidents for the use of the $0 recreational facilities. These fees '04 '05 '06 '07 include aquatic fees, adult center membership fees, Foothills Recreation and Aquatic Center fees and park ramada rental fees. '08 '09 '10 '11 '12 '13 '14E 15B Miscellaneous Revenues: This revenue category includes staff and administrative chargebacks, miscellaneous revenues (E-billboard rental income, police department impound administrative fee, police department false alarm fee, application fee for pawn shop/resale store, etc.), lease revenue (capital lease and wireless cell site rental), interest revenue, court revenue and city property rental (Bank of America and Promenade buildings). The main revenue source for this category is staff & admin chargebacks of $9.7 million, followed by court revenue estimated at $3 million. Misc Revenue The Glendale City Court 10-Year Fiscal History w/ FY14 & FY15 Projections collects fines for parking and traffic violations, and Thousands civil and misdemeanor Staff Chargebacks $40,000 Misc criminal cases. Traffic Lease Revenue $35,000 fines represent the largest Interest portion of court revenues. $30,000 Court The revenue generated City Prop Rental $25,000 from fines is subject to $20,000 statutory changes made $15,000 by the Arizona state legislature and can be $10,000 affected by changes in $5,000 traffic enforcement $0 practices. -$5,000 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14E 15B 88 BUDGET SUMMARY Revenues The city collected $37.2 million in total revenue for this category in FY11-12 when $12.6 million in one-time revenue was received as a result of the Council-approved amended parking agreement for the mixed use development in the sports and entertainment district and $11.8 million in lease proceeds from the refinancing of outstanding leases. Civic Center (Fund 1740): Civic Center revenues are generated through fees such as facility and equipment rentals and catering income. This category is projected to generate $416,070 in FY14-15. This fund is supplemented with $158,498 from the General Fund to support the operational costs of the facility. In 2014, for the third year in a row, the Glendale Civic Center has been named the #1 conference center of its size by Ranking Arizona:The Best of Arizona Business. The city-owned facility outranked statewide competition including Loews Ventana Canyon (Tucson), the Scottsdale Plaza Resort, and the Ritz-Carlton Phoenix. The Glendale Civic Center brings an average of 62,000 guests to Glendale’s historic downtown each year. The venue offers 40,000 square-feet of rental space for conferences, trade shows, meetings, weddings, graduations, proms, bar mitzvahs and private parties. City Sales Tax – Bed Tax (Fund 1750): The transient lodging (bed) privilege tax is part of the Glendale City Code, Chapter 21.1, section 447, that assesses an additional tax on hotel and motel room rentals in addition to the sales tax. Prior to August 1, 2012, the hotel and motel rate was 5.60% (2.20% for city sales tax and 3.40% for bed tax). Effective August 1, 2012 the rate was increased to 7.90%, with 2.9% for city sales tax and 5% is for bed tax. The revenue from the bed tax rate increase (from 3.4% to 5.0%) will be dedicated to the Glendale Convention and Visitor Bureau (CVB) operations to enhance tourism related initiatives in the community. The revenue is deposited in this newly created fund that is part of the general fund group. FY14-15 revenue is budgeted at $674,459. Special Revenue Fund Group: Police and Fire Sales Tax (Funds 1700 & 1720): The source of revenue for these funds is the 0.5% of the sales tax collected within the city boundaries, which include all special districts (Arena/Westgate, Stadium and Zanjero). The revenue is deposited in the Police (Fund 1700) and Fire (Fund 1720) special revenue fund to pay for police and fire services. The sales tax rate of 0.1% was originally adopted by voters on March 15, 1994 under Proposition 200 to fund police and fire personnel and related equipment. On September 11, 2007, Glendale voters approved Proposition 401 to increase the designated sales tax rate to 0.5%, with an effective date of November 1, 2007, to enhance public safety funding. 89 BUDGET SUMMARY Revenues The original one-tenth rate includes food for home consumption (e.g., groceries) while the additional fourtenths rate excludes food for home consumption. Twothirds of the total revenue is allocated to police and one-third to fire. This revenue is subject to the same fluctuations as the general sales tax although may vary slightly due to the exclusion of the rate on food for home consumption. Police & Fire Special Revenue 10-Year Fiscal History w/ FY14 & FY15 Projections Thousands $20,000 $16,000 $12,000 $8,000 $4,000 $0 '04 '05 '06 '07 '08 '09 Police '10 '11 '12 '13 '14E 15B Fire The FY14-15 revenue projection is $14.5 million for police and $7.3 million for fire. Recent changes to the accounting methodology for these two special revenue funds, now tracks the entire cost of police and fire operations within the General Fund. Dedicated sales tax revenues are allocated based on a cost of service formula that is calculated annually to determine the estimated costs of providing“enhanced” public safety services based on the ballot language and city ordinances restricting use of the special revenue to the enhancement of public safety services. The costing methodology is calculated taking the base year of service, prior to each election year and analyzing the cost of service on a per capita (cost per 1,000 residents) amount. The increases in population along with the increased cost and types of services provided are taken into account each year to come up with a new cost of service and dedicated sales tax allocation. The growth since FY12-13 is largely due to the opening of Tanger Outlet Mall in November of 2012. Transportation Sales Tax (Fund 1660): The primary source of revenue for this fund is the 0.5% of the sales tax collected within the city boundaries, which include all special districts (Arena/Westgate, Stadium and Zanjero). The revenue is deposited in the Transportation Sales Tax Fund (Fund 1660). Proposition 402 was approved by Glendale voters on November 6, 2001. This proposition called for a designated sales tax rate of .05% to pay for the costs of creating and implementing a comprehensive transportation plan to improve traffic flow, relieve traffic congestion, increase transportation choices, reduce air pollution, promote economic vitality and provide for regional transit connections. It is expected to generate an estimated $23.4 million in FY14-15 compared to the $22.4 million estimated for FY13-14. This is an increase of just over $1 million or 5.0%. 90 BUDGET SUMMARY Revenues Other sources of FY14-15 revenue within the Transportation Sales Tax Fund include $128,807 in transit revenues and $80,000 in interest revenue. In total, transportation sales tax fund revenues are projected to be $23.6 million in FY14-15. This fund is supplemented with $900,000 from the General Fund, as required by the 2001 election, to Transportation Sales Tax help sustain the delivery 10-Year Fiscal History w/ FY14 & FY15 Projections of transportation services. Thousands $25,000 $20,000 $15,000 $10,000 $5,000 $0 '04 '05 '06 '07 '08 Streets (Fund 1340): The source of this fund’s revenue is the state’s Highway User Revenue Fund (HURF). HURF is commonly called the gasoline tax although there are several additional transportation-related fees that comprise this revenue source, 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. '09 '10 '11 '12 '13 '14E 15B The state has reinstated the Local Transportation Assistance II (LTAF II) monies for the cities in Maricopa County. As a result, the City of Glendale will receive approximately $666,707 in FY14-15, similar to the FY13-14 estimate. The city uses the LTAF funds to pay for Dial-A- Ride and fixed route bus services. HURF Revenue 10-Year Fiscal History w/ FY14 & FY15 Projections Thousands $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 The state distributes the $0 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14E 15B 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. 91 BUDGET SUMMARY Revenues HURF collections are affected by the general health of the economy, as well as the vigor of specific industries such as tourism and trucking. The Arizona state legislature has made formula modifications from time to time that have affected Glendale’s share of HURF dollars. Formula modifications that reduced the distribution of revenue to cities and towns occurred during the recession. These modifications, along with the decline in the volume of fuel sales, explain the steady reduction of HURF revenues distributed to Glendale for FY07-08 through FY11-12. With an improvement in the economy, HURF collections in FY14-15 are expected to be $12.9 million, just slightly over the FY13-14 projection of $12.8 million. Airport User Revenue 10-Year Fiscal History w/ FY14 & FY15 Projections Thousands $600 $500 $400 Airport (Fund 1760): Airport revenues consist of user fees, lease proceeds, commercial activities and other fees, lease proceeds, commercial activities and other fees and are projected to generate $478,925 FY14-15. $300 This fund is supplemented with $200 $244,981 from the GF to support the cost of airport $100 operations. Airport user fee revenue comes from $0 activities such as transient '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14E 15B tie down fees and conference room fees from tenants. The majority of revenue comes from lease activities such as land and office rentals. The strategic goal for airport is to become a self – sustaining operation. Glendale is aggressively pursuing additional airport facility users with an ultimate goal of airport self-sufficiency. Sporting events as well as concerts that are being held at Jobing.com Arena and University of Phoenix Stadium continue to attract corporate jet customers and are expected to provide additional business opportunities for the airport. 92 BUDGET SUMMARY Revenues Enterprise Fund Group Water/Sewer (Funds 2360, 2400 & 2420): In FY14-15, total water and sewer revenues are estimated at $84.1 million. The majority of this revenue ($81 million) is derived from user fees for delivery of water and wastewater services. Development impact fees (DIF) revenue is projected Water & Sewer Revenue at $1 million. Other 10-Year Fiscal History w/ FY14 & FY15 Projections revenue sources totaling Thousands about $2.0 million include interest earnings and $90,000 miscellaneous fees and $80,000 charges. $70,000 Staff prepares water and $60,000 sewer revenue projections by applying several $50,000 factors such as historical $40,000 trend data, statistical $30,000 analyses, economic and legal consideration. $20,000 Additionally, the city $10,000 periodically hires an $0 independent consulting '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14E 15B firm to review the Water Wastewater utilities’ financial status and recommend rate adjustments, if needed. As a result of the study undertaken during FY12-13, there will not be any rate increases for F14-15. The median single family customer rate will remain at $61.14 per month. Water & Sewer Revenues Other Revenue 3% Sewer Revenue 39% Dev. Fees 1% Water Revenue 57% 93 BUDGET SUMMARY Revenues Landfill (Fund 2440): The city annually reviews the five-year financial plan for the Landfill Enterprise Fund. This annual evaluation takes into account operating and capital costs, equipment replacement, Landfill Revenue rate structures and service 10-Year Fiscal History w/ FY14 & FY15 Projections demands. Budget Thousands decisions are largely $10,000 based on this long-range plan. $9,000 $8,000 Glendale city departments are charged an internal $6,000 rate of $18.00 per ton for $5,000 the use of the city landfill. Glendale residents pay a $4,000 tipping fee of $15.79 per $3,000 ton for a load weighing $2,000 more than one ton in $1,000 waste material. These $0 internal and residential '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14E 15B tipping fees are projected Tipping Fees Internal Chrgs. Recycling to generate $7.3 million in revenue for the Landfill. The tipping fees paid by private haulers, as well as businesses and individuals not located in Glendale, will continue to be $32.25 per ton in FY14-15. This tipping fee is expected to generate $5.4 million in FY14-15. $7,000 Landfill Revenues The increase in tipping fees for FY14-15 is attributable to Internal increased customers and new Charges contracts. 20% Staff prepares landfill revenue Loan projection by applying several External Proceed factors such as historical trend Charges 49% 13% data, statistical analyses, economic and legal Recycling consideration as well as 8% Misc. consulting with independent 10% consulting firm. In FY14-15, the recycling sales program is projected to bring in $2.4 million. This amount is higher due to a new vendor agreement bringing additional materials to the recycling facility. Additional miscellaneous revenue comes from interest earnings, impact fees, chargebacks and other fees, accounting for $1 million. Total projected revenues for FY14-15 are $11 million. 94 BUDGET SUMMARY Revenues Sanitation (Fund 2480): The city annually reviews Sanitation Revenue the five-year financial plan 10-Year Fiscal History w/ FY14 & FY15 Projections for the Sanitation Enterprise Thousands Fund. This annual $16,000 evaluation takes into $14,000 account operating and capital costs, equipment $12,000 replacement, rate structures $10,000 and service demands. Budget decisions are $8,000 largely based on this long$6,000 range plan as well as other factors such as historical $4,000 trend data, statistical $2,000 analyses, economic and $0 legal consideration. '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14E 15B Landfill fees for the Residential Commerical Internal Chrg. disposal of the solid waste collected from residences and businesses represent a significant part of the expenses incurred by the sanitation enterprise operation. Consequently, adjustments to landfill rates have a major impact on sanitation rates. Glendale’s residential sanitation rate for FY14-15 is $16.30 and includes weekly trash and recycling collection as well as monthly loose trash collection. This rate remains unchanged since January 2005 and is the result of a healthy fund balance maintained by the fund and significantly lower equipment repair and replacement costs. Valley Sanitation Rates (Based on FY 2014 Published Rates) $30.00 $25.00 $20.00 $15.00 The FY14-15 total revenue of $14.9 million comes primarily from two sources: residential collection fees, projected at $10.6 million, and commercial collection fees, projected at $4.1 million. The residential and commercial collection programs account for 97% of the sanitation revenues. $10.00 $5.00 $0.00 95 BUDGET SUMMARY Expenditures EXPENDITURES The FY14-15 Operating Budget The FY14-15 operating budget totals $368.5 million, which is a 6% increase over the FY13-14 budget amounts. The budget continues to focus on the Mayor and Council key priorities and reflects economic conditions that continue to challenge local government. The graph below shows seven years of historical operating budgets. The FY 14-15 operating budget, although slightly increasing, still remains below the better economic times of 2009. Table 2, on the following page, shows the year over year changes in the operating budgets for some of the City’s largest operating funds within the general, special revenue, capital, enterprise and internal service fund groupings. It also calculates the percentage change for the fund from the FY13-14 operating base budget. The operating summary that follows Table 2 describes each of these main fund groupings and provides explanations for material changes year over year. 96 BUDGET SUMMARY Expenditures Table 2: Comparison of Operating Budgets FY 2014 vs. FY 2015 (All Dollars in Thousands) Fund Name General (1000) Arena Event Operations (1282) General Services (1040) Stadium Event Operations (1281) Vehicle Replacement (1120) PC Replacement (1140) Stadium City Sales Tax - AZSTA (1790) Training Facility Revenue Fund (2530) Telephone Services (1100) Marketing Self Sust (1870) All Other Funds Sub-Total General Fund Group Police Special Revenue (1700) Transportation Sales Tax (1660) Highway User Gas Tax (1340) Other Federal & State Grants (1840) Fire Special Revenue (1720) RICO Funds (1860) C.D.B.G. (1320) Home Grant (1300) N'hood Stabilization Pgm III (1311) Neighborhood Stabilization Pgm (1310) All Other Funds Sub-Total Special Rev Fund Group Sub-Total Capital Fund Group Water/Sewer (2360/2400/2420) Landfill (2440) Community Housing Services (2500) Sanitation (2480) Sub-Total Enterprise Fund Group Benefits Trust Fund (2580) Risk Management Self Insurance (2540) Workers Comp. Self Insurance (2560) Sub-Total Internal Svc Fund Group Grand Total: Operating Budget FY 2014 FY 2015 % Change $127,678,222 $10,680,368 $9,362,930 $3,043,593 $2,795,693 $2,707,898 $2,128,480 $1,525,920 $885,104 $708,592 $2,918,221 $164,435,021 $157,103,366 $17,108,933 $9,175,021 $3,042,927 $2,452,791 $3,419,294 $2,015,821 $1,527,607 $1,178,404 $708,592 $4,403,254 $202,136,010 23.0% 60.2% -2.0% 0.0% -12.3% 26.3% -5.3% 0.1% 33.1% 0.0% 50.9% 22.9% $15,627,787 $12,380,915 $11,775,276 $7,867,272 $6,913,425 $3,896,249 $3,194,359 $1,625,895 $1,601,026 $1,320,000 $3,468,115 $69,670,319 $0 $12,485,025 $8,471,957 $13,992,136 $0 $2,445,733 $4,549,500 $1,625,895 $600,000 $1,320,000 $4,519,195 $50,009,441 -100.0% 0.8% -28.1% 77.9% -100.0% -37.2% 42.4% 0.0% -62.5% 0.0% 30.3% -28.2% $8,500 $3,818 -55.1% $49,002,059 $7,092,089 $15,912,427 $13,685,998 $85,692,573 $49,482,532 $8,763,281 $15,884,596 $13,332,998 $87,463,407 1.0% 23.6% -0.2% -2.6% 2.1% $22,348,826 $2,758,640 $1,407,000 $26,514,466 $23,291,958 $4,000,000 $1,608,000 $28,899,958 4.2% 45.0% 14.3% 9.0% $346,320,879 $368,512,634 6.4% 97 BUDGET SUMMARY Expenditures Operating Budget Summary Budgeted operating expenditures include services and programs for the community such as public safety, community services, economic development, general government and administration, recreation, street maintenance, and water, sewer, landfill and sanitation services. While most operating costs are accounted for in the general fund group, some costs are funded by special revenue funds, such as the state’s Highway User Revenues Fund for street and traffic maintenance and the dedicated Transportation Sales Tax fund, for transportation related programs and projects. Enterprise funds account for water, sewer, landfill and sanitation services and the internal services group includes employer related benefit funds. Staffing levels for these fund groupings are addressed in the Staffing and Personnel discussion of this section. The General Fund (GF) Grouping includes a number of “sub-funds” of the actual designated General Fund. Many of these sub-funds, though not material in nature, were set up to help track a specific activity. Some receive transfers or subsidies from the General Fund for their particular activities. However, the majority of the general fund group’s operating budget expenditures are included in the General (Fund 1000), which encompasses $157.1 million or 78% of this group’s total of the $202.1 million operating budget. Fund 1000 year over year increase is nearly 23%. This is mainly due to the recent account methodology changes to the Public Safety Sales Tax Funds. Expenditures for these special revenues have been consolidated into the general fund 1000 to allow for improved administration over these activities’ costs. The new method of costing public safety services is now based on an increase in per capita spending and the percentage attributable to “enhanced services” as defined by the previous voter initiatives. The public safety sales tax revenues are still recorded in a special revenue fund, and then allocated to general fund for reimbursement of eligible cost as derived from the cost of service calculation. This is a significant change in accounting from the previous years. The increase in the Arena Event Operations (Fund 1282) budget is for payment of $16 million management fee to the NHL team for yearly management of the Jobing.Com Arena. The team contract was ratified in 2014, and this represents the full year commitment to the Coyotes team facility. This fund also includes the annual operating expenses associated with providing police, fire and transportation related services during events held at Jobing.com Arena. The increase in PC Replacement (Fund 1140) is due to the timing of scheduled replacements of the city’s technology infrastructure. The Stadium City Sales Tax – AZSTA (Fund 1790) decrease of 5.3% reflects the most recent stadium revenue collections refunded to the AZSTA in accordance with the IGA that resulted in the stadium construction. The next group is the special revenue fund group with a modest 28.2% decrease in budgeted expenditures for FY14-15. Significant changes within the individual funds include the Highway User Gas Tax (Fund 1340) operating budget decrease over $5 million or 28%. Also, as stated earlier within the General Fund, the new costing methodology will result in a decrease in budgeted expenditures for both public safety sales tax funds. Starting with the FY14-15, the expenditures for this activity will now be included within the police and fire budgets in the general fund. Reimbursement for these expenses will come from transfers of the public safety sales tax revenues to the general fund throughout the year. 98 BUDGET SUMMARY Expenditures Grant related operating appropriation to accommodate grant opportunities that may arise during the course of the fiscal year, or those that have already been awarded to the city is also budgeted within the special revenue fund group. These grant funds include Other Federal and State Grants (Fund 1840), Neighborhood Stabilization Program III (Fund 1311), C.D.B.G. (Fund 1320), Cap Grant (Fund 1820) and the Emergency Shelter (Fund 1830) and Transportation Grants (Fund 1650) that are included in Table 2. It is important to note that the city only pursues grant opportunities that are in line with council goals and objectives and that make strong financial business sense. Grant appropriation cannot be spent unless the city applies for and actually receives the corresponding grant monies. The capital, enterprise and internal services groups did not see any material changes year over year in terms of total operating budget dollars. The total 2% increase in budget for the Enterprise Fund Group can be mainly attributable to the Landfill operations. The increase expenses are a result of new contracts for services and additional customers. The Internal Service Fund Group increases are needed to accommodate increased costs and preservation of desired fund balances. Table 3 includes a tabular comparison of the departmental operating base budgets over the last two fiscal years and calculates the percentage change for the department from the FY13-14 operating base budget. An explanation of significant changes from year to year is provided in the narrative following Table 3. 99 BUDGET SUMMARY Expenditures Table 3: Comparison of All Funds Operating Budgets by Dept: FY 2014 vs. FY 2015 Department Name Police Services Water Services Public Works Fire Services Human Resources & Risk Mgt N'Hood & Human Svcs Finance and Technology Transportation Svcs Community Services Technology & Innovation Communications Development Services Economic Development City Court Miscellaneous Grants City Attorney Mayor & Council City Manager Non-Departmental City Clerk Intergovt. Programs City Auditor Total Operating Budget FY 2014 FY 2015 $77,604,581 $46,451,785 $44,699,470 $36,744,314 $28,291,440 $26,611,192 $19,045,677 $19,017,736 $16,770,027 $6,938,144 $4,440,309 $0 $4,378,232 $4,162,645 $3,724,494 $3,067,621 $1,413,977 $804,914 $783,465 $596,572 $476,818 $297,466 $346,320,879 $82,468,375 $49,482,532 $65,049,866 $43,948,387 $30,636,079 $0 $31,024,602 $0 $40,938,262 $0 $3,287,119 $4,358,535 $1,667,616 $4,273,803 $3,293,649 $2,881,214 $1,347,228 $872,264 $1,485,704 $718,680 $477,640 $301,079 $368,512,634 % Change 6.3% 6.5% 45.5% 19.6% 8.3% -100.0% 62.9% -100.0% 144.1% -100.0% -26.0% -61.9% 2.7% -11.6% -6.1% -4.7% 8.4% 89.6% 20.5% 0.2% 1.2% 6.4% The largest variances overall are a result of the recent city reorganization effective July 1, 2014. With this, three departments, Neighborhood Services, Transportation and Information Technologies, were abolished and absorbed within existing departments for efficiencies. Information Technologies was absorbed into the Finance Department. The Neighborhood Services group was absorbed into the Community Services Department (formally Parks, Recreation, and Library). The Community and Economic Development Department was split into the Development Services Department and the Office of Economic Development. The Transportation Department was absorbed within the Public Works Department. As explained previously, the Financial Services Department’s operating budget includes the $16 million arena management fee, increased from a budget of $10 million in FY 2014. The arena management fee increase is the full year budget amount for the new contract signed in 2014. 100 BUDGET SUMMARY Expenditures The Miscellaneous Grants reduction of 11% is the result of the reduction of grant reserve appropriation that is set aside for smaller, non-recurring type grant opportunities that may arise during the fiscal year. Over the past three years these types of grant opportunities have declined, therefore our grant appropriation reserve is being reduced to closer reflect actual grant activity. A Non-Departmental group has been designated to provide centralized budget appropriation for city expenses that are not directly attributable to the individual departments. The NonDepartmental increase of 89% is the result of additional development agreement commitments. Also, $650,000 has been appropriated for anticipated worker’s compensation premium increases. The largest operating department is Police Services, which accounts for $82.4 million or 22% of the total operating budget. This department provides police services and related support services such as 911 dispatch, short-term detention and records management, and community education. The Police Department is accredited through the independent Commission on Accreditation for Law Enforcement. The next largest department in terms of funding is Public Works at $65 million, which makes up 18% of the total operating budget. This department is made up of Field Operations, Engineering and Transportation programs and staff. Newly combined responsibilities for FY1415 include; transportation planning, traffic engineering, traffic signals and signs, striping, street lighting, transit services and educational program services to meet the transportation needs of the city and the operation of the Glendale Municipal Airport. The airport is a regional general aviation facility that provides hangar facilities, aviation planning, maintenance, safety and educational tours. Among the many services that this department provides are the following:       The enterprise funds encompassing solid waste collection, disposal services-including landfill and processing of recyclable products; Building maintenance services for city facilities; Fuel and equipment management services, including administration of the vehicle replacement fund; Custodial services and graffiti removal; Traffic signs, signals, and street maintenance; and Design and construction management for all city capital projects. The third largest department in terms of funding is Water Services at $49.4 million, which makes up 14% of the total operating budget. This department is responsible for the enterprise funds that cover treating and distributing potable water that meets all federal and state standards, collecting and treating wastewater in compliance with all regulatory requirements, implementing odor and pest infestation control measures and reading all water meters on a daily basis. Environmental Services provides water conservation programs including the treatment of wastewater for water reclamation purposes, water quality testing services for the city’s drinking water and reclaimed water, and long-term water resource planning. 101 BUDGET SUMMARY Expenditures Fire Services accounts for $43.9 million or 12% of the total operating budget. This department provides fire protection, emergency medical services and natural disaster planning. It also provides core life safety services involving fire suppression, property preservation, basic and advanced life support (paramedics), hazardous and technical response teams, fire code enforcement, fire investigation and child safety car seat installation. The Fire Department is accredited by the Commission of Fire Accreditation International. Human Resources & Risk Management totals $30.6 million or 8% of the total operating budget. The department provides proactive customer service and consultation in the areas of total compensation, organizational development, employee relations and staffing. This department also administers the self-insured employee health benefits, risk management and workers’ compensation programs. Finance and Technology totals $31 million or 8% of the total operating budget. It is important to note that $16 million of the Financial Services operating budget is related to the city-owned Jobing.com Arena and its facility management fee and replacement and renewal funding, both of which are administered within this department. This department provides financial information to the public, state agencies, bondholders, grantors, auditors, City Council and management. It is also responsible for budget development and management, banking services and investment management, debt management, city sales tax code and business licensing administration and the city’s procurement services. Additional functions include preparation of external financial reports, managing the city payroll and accounts payable processes and maintaining, updating and testing budget input system changes and upgrades. In addition for FY14-15, this combined department now includes information technology services. These services support the City’s technology infrastructure such as application support, network, data services and email. The Community Services Department, (formerly the Parks, Recreation and Library Department) provides all community, leisurely and social services to the citizenry. It provides services that are the most visible to the public and includes library services as well as parks, open space and recreational facilities and activities for residents. This department accounts for $40.9 million or 11% of the total operating budget. The library serves Glendale citizens by providing books, programming, audio-visual materials and electronic resources that inform, educate and entertain residents. The department also offers opportunities to enhance the social, physical, mental and economic health of the community by offering a wide variety of programs and events and it also maintains, protects and manages parks, open spaces, trails, right of way and aquatic and recreational facilities located throughout the community. Human service programs provide direct city services that maintain the quality of life and build stronger neighborhoods for all residents. Some of the services provided include:    Addressing the housing needs of over 4,400 Glendale residents by operating three public housing complexes and a Section 8 voucher program; Providing affordable housing, housing rehabilitation assistance and emergency home repair for eligible Glendale residents; and Administration of the federal Community Development Block Grant (CDBG), the Community Action Program (CAP) and other related federal programs. 102 BUDGET SUMMARY Expenditures Total Operating Budget $368 million The remaining departments in the all other category include: City Attorney, Mayor and Council, City Manager, City Clerk, Non-Departmental, Intergovernmental Programs, Miscellaneous Grants, and Internal Audit. These departments make up the remaining $24.9 million or 7% of the total operating budget. The Operating Budget section in this budget book includes more detailed information on all the departments mentioned in this section. Staffing and Personnel As with any service organization, personnel costs are a significant part of the total operating budget of the city. In fact, 42% or $156 million of the $368 million FY14-15 operating budget is attributable to wages, salaries and benefits, as shown in table 4. Approximately 60% of the General Fund operating costs are for salaries and related benefits costs. 103 BUDGET SUMMARY Expenditures Table 4: Salaries and Benefit Related Costs by Fund Fund General Fund Special Revenue Enterprise Total Wages & Salaries Retirement Costs Healthcare Costs 85,589,849 7,326,562 18,796,728 1,056,515 11,211,563 1,182,849 18,764,055 2,176,808 3,112,771 Total Estimated Personnel Compensation 5,339,666 120,937,806 516,872 10,082,798 Other Benefit Costs 1,431,757 25,485,391 $ 111,680,466 $ 22,030,051 $ 15,507,183 $ 7,288,295 $ 156,505,995 Table 5 provides a comparison of staffing levels in recent years for all funds which accounts for all changes in authorized staffing city-wide. The overall staffing level increased by 14.2 FTE or .8% total for the city from FY13-14 to FY14-15. During the FY14-15 budget deliberations and balancing, 16 positions were eliminated and a portion of them re-allocated for the new position requests. In addition public safety grants account for 25 of the new budgeted positions. 10 new Police Officers will be hired under the C.O.P.S grant. 15 new Firefighters will be hired under the SAFER Grant. Other additional staffing resources were added in the Municipal Court, Water Services and Finance Department’s budgets. The city has historically taken 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 given the fact that a high percentage of overall operating costs are staffing related. City-wide authorized staffing experienced ten straight years of modest growth with peak staffing reached in FY08-09. Staffing reductions were implemented from FY09-10 thru FY13-14 as a result of the recession. FY14-15 represents the first year, since the recession in which positions were added to the total full-time equivalent count (FTE). 104 BUDGET SUMMARY Expenditures Table 5: Staffing Levels by Fund (Full-Time Equivalents) Fund 2010-11 2011-12 2012-13 2013-14 2014-15 1,389.76 1,202.26 1,198.88 1,096.50 1,158.95 Water and Sewer-2360/2400/2420 242.25 242.25 242.25 242.25 234.25 Police Special Revenue-1700 118.00 118.00 118.00 118.00 0.00 Sanitation-2480 80.00 80.00 79.00 74.00 71.00 Fire Special Revenue-1720 50.00 51.00 51.00 51.00 0.00 Transportation Sales Tax-1660 50.25 49.25 49.25 49.25 50.25 Landfill-2440 41.00 44.00 44.00 39.00 42.00 Highway User Gas Tax-1340 90.00 67.00 65.00 36.00 40.00 General Services-1040 41.00 37.00 34.00 34.00 31.00 Pub Housing Budget Activities-2500 25.00 24.00 24.00 25.00 24.00 Public Safety Training Center-2530 12.00 10.00 12.00 10.00 9.00 C.D.B.G.-1320 8.75 8.75 8.75 8.75 8.75 CAP Grant-1820 7.00 7.00 7.00 7.00 5.50 Parks & Recreation Self Sust-1880 5.00 7.00 7.00 7.00 5.00 Airport Special Revenue-1760 5.00 5.00 5.00 6.00 6.00 Civic Center-1740 7.00 6.00 6.00 5.00 3.00 Risk Management Self Ins.-2540 0.00 1.00 3.75 3.00 0.00 Court Security/Bonds-1240 1.00 2.00 2.00 3.00 2.00 City Sales Tax-Bed Tax-1750 0.00 0.00 0.00 0.00 2.50 Grants-1840 3.00 3.00 3.00 2.00 27.00 Stadium Event Operations-1281 2.00 2.00 2.00 2.00 2.00 Arena Event Operations-1282 2.00 2.00 2.00 2.00 1.00 Telephone Services-1100 1.00 1.00 1.00 1.00 1.00 Arts Commission Fund-1220 0.00 0.00 0.00 1.00 1.00 PC Replacement-1140 1.00 1.00 1.00 1.00 1.00 RICO Funds-1860 0.50 0.50 0.50 0.50 0.50 2,182.51 1,971.01 1,966.38 1,824.25 1,726.70 General-1000 Total 105 BUDGET SUMMARY Expenditures A frequently used comparison for government staff is FTEs per 1,000 in population. The total authorized staffing across all funds of 1,726.70 FTE positions will serve an estimated population of 234,632 (est.) at the start of FY14-15. This results in a staffing ratio of 7.3 employees per 1,000 residents in FY14-15, and remains nearly unchanged from the prior year. The bar chart to the right provides a historical view of this measure for City of Glendale staffing. It shows that the estimated FY14-15 ratio of 7.3 FTEs per 1,000 in population is less than the 8 FTEs per 1,000 in FY04-05. The bar chart illustrates the earlier statement that staffing reductions were implemented over several consecutive years. The majority of the staffing decreases related to the elimination of vacant General Fund positions. While the FY11-12 staffing per capita saw a minimal reduction, a 142.13 FTE reduction in FY12-13 was followed by a 111.75 FTE reduction in FY13-14. These FTE reductions resulted in a staffing per 1,000 population figure that dropped 8.1% in FY12-13 and another 14.6% reduction in FY13-14. Schedule 10, found in the Schedules section of this document, provides detail on the city’s authorized staffing by position for all departments and funding sources over a multi-year period. 106 BUDGET SUMMARY Expenditures Fund Summary That chart below outlines the impact of budget decisions on the City’s financial position highlighting the estimated fund balances for all fund types for FY14-15. Beginning balances for all funds are estimated at $235 million and the ending fund balances are estimated at $104 million. As outlined in the financial forecast, planned use of fund balance drawdowns will be used to fund significant capital projects and one time expenditures. Significant changes to fund balance are discussed in the specific fund sections below. Fund General Funds Special Revenue Debt Service Capital Projects Permanent Funds Enterprise Internal Service Totals Est. Beg. Fund Balance Revenue Expenditures Adjusted Financial Resources Inter-fund Transfers IN Est. Ending Fund Balance OUT $30,751,765 $209,120,206 $210,057,023 $29,814,708 $46,802,683 $55,083,224 $21,534,167 59,817,765 107,024,227 72,515,747 94,326,245 1,826,737 74,071,808 72,515,747 11,041,931 19,698,987 66,840,371 -36,099,753 40,787,454 0 4,687,701 26,009,869 21,725,185 87,198,943 -39,463,889 39,673,602 209,713 0 5,635,870 20,000 5,665,870 0 0 0 0 92,416,095 125,687,356 170,832,088 47,271,363 274,269 0 47,545,632 9,737,569 27,554,737 28,899,958 8,392,348 0 0 8,392,348 $235,410,624 $510,830,398 $642,000,000 $104,241,022 $129,364,745 $129,364,745 $104,241,022 107 BUDGET SUMMARY Expenditures General Fund (Fund 1000) Operating Expenditures The total General Fund operating budget for FY14-15 is $157.1 million. This budget accounts for the majority of day-to-day city operations including public safety, development and building services, parks & recreation services, and general administration of the city. Police Services, at 45% or $70.9 million, is the largest component of the General Fund budget. It is followed by Fire Services at approximately 24% or $37.3 million. Community Services represents 8% or $12.7 million and Finance and Technology Services represents 5%. Public Works is at 5% or $7.4 million. . These departments represent 92% of the General Fund operating budget. The remaining 8% is represented by all other departments detailed below. The All Other Departments category includes City Attorney, Communications, Human Resources and Risk Management, Mayor and Council, City Manager, Non-Departmental, Economic Development, City Clerk, Intergovernmental Programs and City Auditor departments. The accompanying graph displays the General Fund budget by department as a percentage of the whole. 108 BUDGET SUMMARY Expenditures The following table compares the FY13-14 General Fund operating budgets by department to FY14-15 in tabular form. Table 6: General Fund Operating Budget By Dept Dept Name Police Services Fire Services Community Services Public Works Finance & Technology Economic Development Development Services City Court Tech. & Innovation City Attorney Communications HR & Risk Mgt N'Hood & Human Svcs Mayor & Council City Manager Non-Departmental City Clerk Intergovt. Programs City Auditor Total FY 2014 Budget $51,943,624 $27,794,499 $11,733,957 $7,089,960 $4,750,645 $4,236,010 $0 $3,494,961 $3,345,142 $3,067,621 $2,462,262 $1,756,974 $1,629,355 $1,413,977 $804,914 $783,465 $596,572 $476,818 $297,466 $127,678,222 FY 2015 Budget $70,907,376 $37,365,811 $12,727,793 $7,421,472 $8,409,473 $916,088 $4,103,318 $3,742,767 $0 $2,881,214 $1,909,338 $1,716,121 $0 $1,347,228 $872,264 $1,285,704 $718,680 $477,640 $301,079 $157,103,366 % Change 36.5% 34.4% 8.5% 4.7% 77.0% -78.4% 7.1% -100.0% -6.1% -22.5% -2.3% -100.0% -4.7% 8.4% 64.1% 20.5% 0.2% 1.2% 23.0% General Fund Transfers to Other Funds The General Fund supports a number of other funds within the city and these transfers compete with normal operating budget needs for General Fund operating resources. The amount of support can vary from year to year based on projected revenues and expenditures for the supported funds, as well as debt service schedules. A transfer amount of $55 million is projected to be transferred to other funds in FY14-15. This amount is a $10.3 million or a 23% increase from the net General Fund transfers included in the FY13-14 budget due primarily to a higher MPC debt service payment in FY14-15. 109 BUDGET SUMMARY Expenditures The $55 million transfer includes $3 million for stadium/arena/spring training event operations and NHL loan repayments to the enterprise funds. The transfer also includes $16.8 million arena management fee and arena renewal and replacement. Another transfer of $31.2 million to the Municipal Property Corporation debt service fund covers 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, a portion of the Glendale Regional Public Safety Training Center and the Camelback Ranch spring training ballpark. $900,000 will go to the Transportation Fund and is maintained annually per the 2001 election approving the transportation sales tax. A transfer of $283,645 will be made to the Marketing Special Events Fund to support the special events held in downtown Glendale. Other transfers totaling $626,528 will go to the Civic Center, Airport, Housing, Bed Tax, Employee Group (what is the employee group?) and CAP grant funds. Transfers between funds are detailed in Schedule 4 of the Schedules section of this document. Transportation Fund Expenditures The Transportation Fund includes operating, capital and debt service expenses related to providing a range of transportation services in accordance with the ballot initiative that Glendale voters approved in a 2001 election. Although the majority of expenditures totaling $69 million are budgeted for capital outlays (including grant funded capital projects), the total operating budget of $12.5 million is used for Fixed Route services (public transportation) at $4.3 million and Dial-A-Ride at $2.6 million. The latter program serves physically challenged residents and individuals with special transportation needs. The Transportation Program Management division includes funding for the streetlight maintenance contract and program audit services, as well as various other items and has a total budget of $2.3 million. The remaining $2.6 million, or 21% of the operating budget, is used for traffic engineering, safety education, traffic mitigation, management oversight and grant related operating appropriation. Debt service payments totaling $7.3 million are budgeted for FY14-15 and represent the final appropriation component. 110 BUDGET SUMMARY Expenditures Airport Fund Expenditures The Airport Fund operating budget is $723,906. It is funded by airport revenues of $478,925 with the remaining $244,981 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 and expenditures. Once runway and facility improvements are completed, and the economy fully recovers, staff believes the Glendale Airport will attract more corporate jet customers. When these improvements are coupled with uses from professional football, hockey and baseball spring training, as well as other major national events occurring in Glendale, the city’s airport is expected to be a fully self-sustaining transportation hub for the West Valley. Water/Sewer Fund Expenditures In Arizona’s desert environment, water treatment and delivery is one of the most essential services the city provides. Glendale is fortunate to have reliable, long-term sources of water from the Salt River Project, the Central Arizona Project (Colorado River water) and groundwater. Although water from these sources is becoming more expensive to obtain and treat, Glendale water rates are reasonable when compared to both local and national standards. The operating budget for this fund is $49 million for FY14-15. Customer and Environmental Services are budgeted at $5.5 million and service both water and wastewater customers. Nearly $12 million is budgeted for wastewater/reclamation operations and maintenance. This includes operating two treatment plants and participation in the regional sewer treatment facility that the City of Phoenix operates through the Sub-Regional Operating Group (SROG). Water operations are budgeted at $19.7 million and include Pyramid Peak, Cholla, and Oasis Water Treatment facilities. This budget also maintains the city’s irrigation system and purchase of raw water for treatment. Administration, pretreatment, storm water and security account for the remaining $11.9 million Many significant capital projects are planned for FY14-15 and they account for the $36 million in capital expenditures, as 111 BUDGET SUMMARY Expenditures well as the corresponding $25 million in debt service payments required for those capital projects and capital projects completed in past fiscal years. The Capital Improvement Plan of this book includes project descriptions and detailed cost estimates for all planned water and sewer capital projects. A $4.2 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. Landfill Fund Expenditures The total FY14-15 operating budget for the Landfill Fund is $8.7 million. Landfill operations total $4.3 million, the materials recycling facility accounts for $1.9 million and other recycling at $964,000, which in total account for nearly 80% of the operating budget. The remaining $1.2 million is for solid waste administration and landfill gas management. The FY14-15 capital budget totals $12.2 million and will be used primarily to pay for a scale house, road relocation, soil excavation and closure costs. The fund also has a $600,000 contingency appropriation to be used at City Council discretion for emergencies. The recycling program has been in operation for just over a decade and includes the recycling education and inspection programs and the full cost of the materials recycling processing facility. Recycling accomplishes a number of objectives such as improving the environment by extending the life of reusable resources, extending the useful life of Glendale’s landfill, and generating revenue from the sale of reusable materials. Sanitation Fund Expenditures The total operating budget for FY14-15 is $13.2 million, relatively unchanged from FY13-14. Residential curb service includes trash, recycling and loose trash collection and accounts for $9.5 million or 70% of the operating budget. The commercial front-load and roll-off divisions account for another $4.2 million. Sanitation Fund Budget Contingency 4% Capital 22% Operations 74% The FY14-15 capital budget includes $3.9 million for the purchase of side load refuse trucks and replacement pickup trucks. There is no Sanitation Fund debt service budget as all capital items have been financed with cash or an operating lease rather than long-term bond debt. The fund 112 BUDGET SUMMARY Expenditures also has a $700,000 contingency appropriation to be used at City Council discretion for emergencies. Benefits Trust Fund Expenditures The Benefits Trust Fund is used to track city and employee health care contribution payments and to pay health insurance policy premiums for employees and retirees. This 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 $23.2 million for FY14-15. In both fiscal year’s 2014 and 2015 benefit rate increases for employees and retirees were implemented to help the fund recover more of the costs being incurred; they are expected to generate an additional $3 million in revenue compared to FY12-13 estimated revenues. The health insurance contract was competitively bid during FY13-14 and resulted in significant changes to health insurance options for FY14-15. The goal for FY14-15 and beyond is to restore the fund to an improved financial position. Capital Improvement Plan Expenditures The total capital budget for FY14-15 is $144.4 million. Of this, $84.6 million is carryover funding from the prior year. The annual budget appropriation for FY 2015 represents the first year funding of the ten year funded Capital Improvement Plan (CIP). Transportation projects total $41m, representing 28% of the Capital Improvement budget. Water and Sewer projects total $36m and account for 25% of the CIP budget. For more details, please refer to the Capital Improvement Plan section of this document. The carryover funding of $84.6 million represents projects that have been budgeted in prior years, but not yet completed. New project funding for the FY14-15 CIP totals $59.7 million. With the exception of HURF street bonds, the majority of the CIP is pay-as-you-go, and funded with fund balance or current revenues. Significant projects include major street overlay and reconstruction, and a variety of utilities improvements and system maintenance. 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 and it is a separate document that the Finance and Technology Department develops. It is designed to outline the policy guidelines on issuance of the city’s debt. This helps the city to plan and maintain the 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 113 BUDGET SUMMARY Expenditures services. This section is not intended to review the City’s total debt position. That discussion is found in the Debt Management Plan. The total debt service budget for FY14-15 is $92.3 million, compared to $89.2 million in FY1314. 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 Debt Service section in this budget document. Debt Service Budget Water&Sewer Revenue Bonds 28% G.O. Bonds 28% M.P.C Debt 34% HURF Bonds 2% Transportation Debt 8% CONCLUSION This Budget Summary is intended to provide a general overview of the FY14-15 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. 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 Financial Services Department; the Glendale General Plan, which was overwhelmingly approved by voters in 2002 and is available from the Development Services Department. All of the reports are also available on the City’s website, glendaleaz.com, or may be requested through the City Clerk’s Office. 114 115 OPERATING BUDGET Table of Contents OPERATING BUDGET TABLE OF CONTENTS Page Mayor & Council 118 City Attorney 122 City Auditor 126 City Clerk 129 City Court 134 City Manager 139 Communications 143 149 150 151 Marketing and Communications Convention Center, Media Center and Parking Garage Tourism and Convention & Visitors Bureau Community Services Community Services Administration Human Services Human Services-Community Action Program Parks & Recreation Parks & Recreation-Facilities/Commercial Operations Library & Arts Development Services Building Safety Planning Code Compliance Economic Development Economic Development Business Development Rebates & Incentives 152 158 159 161 162 164 165 166 171 172 173 175 179 180 181 116 OPERATING BUDGET & PERFORMANCE MEASURES Table of Contents Page Finance & Technology Finance Lease Payments/Other Fees Management & Budget Information Technology 182 186 187 188 189 Fire Services 190 Human Resources & Risk Management 195 Human Resources Employee Groups 199 200 Intergovernmental Relations 201 Miscellaneous Grants 205 Non-Departmental 206 Police Services 207 Public Works 213 Field Operations Right-of-Way Engineering Transportation Airport Water Services Utilities Environmental Resources 217 219 220 221 223 224 228 230 117 OPERATING BUDGET Mayor and City Council PERFORMANCE MEASURES 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 decision making process through public participation. They regularly appoint citizens to 17 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. 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 neighborhoods and businesses and give the Council input from their constituents. The Mayor and Council also communicate with citizens through electronic media such as Web sites, electronic bulletins and programming on Glendale 11, the city’s cable station. The Mayor and Council represent Glendale as members and leaders on numerous city, regional and national organizations and committees. 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. City of Glendale - City Council - Key Priorities The Mayor and City Council determine priorities that guide the future vision and policy direction for the city. As such, they are committed to forming the policies necessary to accomplish these priorities: • Super Bowl/public safety The city of Glendale is proud to be the host city for the 2015 Super Bowl, an economic engine that benefits our entire state. The city of Glendale is charged with the responsibility to provide exemplary public safety services for Super Bowl XLIX. The city will work with the participating agencies to assure that all required public safety and governmental services are available. • Fiscal Sustainability Fiscal sustainability encompasses a broad array of comments focused on the need to have a balanced budget with the policies in place to incrementally move in the direction of strength and sustainability. Difficult choices and decisions are needed. 118 OPERATING BUDGET Mayor and City Council • Transparency Transparency internally and externally will assure the community that the decisions made for the wellbeing of Glendale are discussed openly with input invited. • Centerline A reimagining of the city’s namesake road, Glendale Avenue, the Centerline project is the essence of opportunity embraced by a community rich in history and built on the forward thinking it takes to turn big dreams into head-turning destinations. The City Council is committed to forming the policies necessary to encourage investment and expansion to Glendale Centerline. • Major Events Major events are a part of the character and ambience of Glendale. Events also bring economic value to the downtown, to the entire city and to the state. • Service Level Options Service levels inevitably fluctuate when a weak economy hits so hard for so long. Engaging the public to help keep them informed and confident that the City Council and staff are doing the very best with limited resources is very important. • Economic Development Economic Development that attracts and retains businesses will create jobs, increase the tax base, improve land values and enhance the city’s vitality. • Innovative Benchmarked Ideas Innovative benchmarked ideas must be explored to expand the Glendale economic and image footprint. New ideas and entrepreneurial thinking can make a significant impact of the Glendale future. Encourage and support staff creativity. Consider City Council visits to benchmark communities to seek out best practices and creative successes. 119 OPERATING BUDGET Mayor and City Council MAYOR AND CITY COUNCIL MAYOR ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10010) Office of the Mayor Total - Mayor ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10010) Office of the Mayor Total -Mayor FY 2015 Budget Percent Over FY 2014 Budget $291,078 $291,078 $281,127 -3% $237,837 $291,078 $291,078 $281,127 -3% $217,793 $13,780 (A7500) Premiums/Controlled Budget Total - Mayor FY 2014 Estimate $237,837 FY 2013 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget FY 2014 Budget FY 2014 Budget $267,619 $17,173 FY 2014 Estimate $267,619 $17,173 FY 2015 Budget Percent Over FY 2014 Budget $261,937 $16,173 -2% -6% $6,264 $6,286 $6,286 $3,017 -52% $237,837 $291,078 $291,078 $281,127 -3% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 4 3 3 3 0% 4 3 3 3 0% 120 OPERATING BUDGET Mayor and City Council MAYOR AND CITY COUNCIL COUNCIL OFFICE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-10110) Council Office $583,135 $589,608 $589,608 $527,191 (1000-10120) Cholla District $69,244 $94,407 $94,407 $91,086 -4% (1000-10130) Barrel District (1000-10140) Sahuaro District $58,214 $71,511 $77,390 $93,759 $77,390 $93,759 $87,928 $94,750 14% 1% (1000-10150) Cactus District $73,178 $93,763 $93,763 $91,408 -3% (1000-10160) Yucca District $79,938 $86,404 $86,404 $85,917 -1% (1000-10170) Ocotillo District $86,578 $87,568 $87,568 $87,821 0% $1,021,798 $1,122,899 $1,122,899 $1,066,101 -5% Total - Council Office ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget -11% Percent Over FY 2014 Budget (A6000) Salary & Related Budget $886,829 $899,992 $899,992 $840,315 -7% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget $107,910 $27,059 $196,977 $25,930 $196,977 $25,930 $206,782 $19,004 5% -27% $1,021,798 $1,122,899 $1,122,899 $1,066,101 -5% Total - Council Office FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-10110) Council Office (1000-10120) Cholla District 7 1 7 1 7 1 6 1 -14% 0% (1000-10130) Barrel District 1 1 1 1 0% (1000-10140) Sahuaro District (1000-10150) Cactus District 1 1 1 1 1 1 1 1 0% 0% (1000-10160) Yucca District 1 1 1 1 0% (1000-10170) Ocotillo District 1 1 1 1 0% 13 13 13 12 -8% Total -Council Office 121 OPERATING BUDGET City Attorney PERFORMANCE MEASURES CITY ATTORNEY 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 Glendale City Code and misdemeanor violations of state law in an ethical manner in order to assure that justice is done. Department Description: The City Attorney is appointed by the City Council and acts as legal adviser to the city, its officials, departments, as well as boards and commissions on matters that affect the conduct of city business. The City Attorney’s Office represents the city in all legal proceedings and directs the legal services provided by outside counsel. The office also prepares resolutions, ordinances and related legal documents for City Council consideration in order to implement adopted city policy, draft and review all contracts considered by the city, and issue opinions on a variety of municipal matters. The City Attorney’s Office works closely with the Police Department to provide ongoing training of its officers relating to state and city laws. The Office is responsible for prosecuting any misdemeanor violation that occurs within the city limits including violations of Glendale City Code, DUI and domestic violence cases. The Office also handles conflict cases for other cities as well as the Maricopa County Attorney’s Office. FISCAL YEAR 2015 GOALS Provide high-quality, professional and timely legal services to the Mayor, City Council and city staff. Related Council Priority Transparency Provide high-quality, professional and timely legal services to the Activities Mayor, City Council and city staff. Expected Outcomes Attend 100% of the meetings/hearings as needed or requested. (Perf. Measures) This goal will take 100% of the City Attorney's Office staff time. Time Commitment None. Expected Challenges FY 2015 Goal Work to ensure the consistent and ethical application of criminal justice. Related Council Priority Super Bowl/Public Safety Obtain an overall conviction rate of 88%. Activities FY 2015 Goal 122 OPERATING BUDGET City Attorney Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges Obtain an overall conviction rate of 88%. This goal will take 100% of the City Prosecutor's Office staff time. None. FISCAL YEAR 2014 Innovations and Accomplishments:  Innovation - The Prosecutor's Office continues to use law student interns as well as paralegal students.  Innovation - A one-year extension was received for the Stop Violence Against Women grant in the amount of $147,799 from the Arizona Governor's Office for Children, Youth, and Families. Funding from this grant is used to hire a special Misdemeanor Domestic Violence (DV) Prosecutor and a DV Advocate for one year. The city is not responsible for any costs for these two full-time positions.  Innovation - Received a grant from the Attorney General's Office for $10,100 to cover the postage and supplies for victims of crimes.  Accomplishment - This Office continued to represent the city in litigation brought by third parties.  Accomplishment - Vigorously prosecuted all City Code violations and misdemeanor violations of state law that are supported by probable cause and ensure that justice is served. Received a 89% conviction rate on Code violations. GOAL UPDATES Provide high-quality, professional and timely legal services to the Mayor, City Council, city staff, boards and commissions. One community with high quality services for citizens. Related Council Goal Yes Was the Goal Met? Develop strong relationships with departments and attend 100% of the What were the Performance Measures? meetings or hearings as needed or requested. Staffing levels. Obstacles/Challenges FY 2014 Goal FY 2014 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 committed to public safety. Yes Obtain 80% conviction rate or plea agreements on misdemeanor What were the charges. When appropriate, facilitate resolution of cases by successful Performance Measures? completion of diversion programs. Staffing levels. Obstacles/Challenges 123 OPERATING BUDGET City Attorney FISCAL YEAR 2013 GOAL UPDATES Provide high-quality, professional and timely legal services to the Mayor, City Council and city staff. One community with high-quality services for citizens. Related Council Goal Yes. Was the Goal Met? Develop strong relationships with department and attend 100% of the What were the Performance Measures? meetings or hearings as needed or requested. Staffing levels. Obstacles/Challenges FY 2013 Goal Serve the people of Arizona by assuring the consistent and ethical application of criminal justice. One community committed to public safety. Related Council Goal Yes, the Office obtained an overall conviction rate of 87.5%. In Was the Goal Met? addition, 290 cases were plead to diversion programs. Obtain 80% conviction rate or plea agreements on misdemeanor What were the charges. When appropriate, facilitate resolution of cases by mediation Performance Measures? and successful completion of diversion programs. None. Obstacles/Challenges FY 2013 Goal 124 OPERATING BUDGET City Attorney CITY ATTORNEY CITY ATTORNEY ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10610) City Attorney (1000-10615) Outside Legal Fees Total - City Attorney ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - City Attorney FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10610) City Attorney Total -City Attorney FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $2,462,611 $2,567,621 $2,567,621 $2,681,214 $777,068 $500,000 $500,000 $200,000 -60% $3,239,679 $3,067,621 $3,067,621 $2,881,214 -6% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget 4% Percent Over FY 2014 Budget $2,270,303 $2,390,208 $2,390,208 $2,513,953 $914,889 $616,846 $616,846 $316,846 -49% 5% $54,487 $60,567 $60,567 $50,415 -17% $3,239,679 $3,067,621 $3,067,621 $2,881,214 -6% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 25 25 25 25 0% 25 25 25 25 0% 125 OPERATING BUDGET City Auditor PERFORMANCE MEASURES CITY AUDITOR Mission Statement: To assist Glendale in accomplishing its objectives by bringing a systematic and disciplined approach to evaluate and improve the effectiveness of the city's governance, risk management and internal control. Department Description: The City Auditor’s Office evaluates the adequacy of the internal control and operating environment, related financial and operational policies and reports the results accordingly to city management and council. FISCAL YEAR 2015 GOALS Allocate audit resources to the areas that pose the greatest risk to the city. Related Council Priority Fiscal Sustainability Develop a risk-based audit plan with focus on improved business Activities processes. A risk-based audit plan that is focused on improved business Expected Outcomes processes. (Perf. Measures) Ongoing review and modification of the audit plan based on risk. Time Commitment Limited resources Expected Challenges FY 2015 Goal FY 2015 Goal Related Council Priority Activities Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges Ensure assets are adequately safeguarded. Fiscal Sustainability Every audit assesses the adequacy of internal controls over city assets. Audit recommendations that enhance controls over city assets. Ongoing Limited resources Assess whether operations are efficient and cost-effective. FY 2015 Goal Related Council Priority Fiscal Sustainability Every audit includes an assessment of the efficiency and effectiveness Activities of city operations. Expected Outcomes Audit recommendations that enhance city efficiency and effectiveness. (Perf. Measures) Ongoing Time Commitment Limited resources Expected Challenges 126 OPERATING BUDGET City Auditor FISCAL YEAR 2014 Innovations and Accomplishments:  Accomplishment - Completed over 14 audits and 5 audit follow-ups that enhanced internal controls.  Accomplishment - Provided departments with specific recommendations to strengthen controls over external contracts. GOAL UPDATES FY 2014 Goal Allocate audit resources to the areas that pose the greatest risk to the city. One community that is fiscally sound. Yes Related Council Goal Was the Goal Met? What were the A risk-based audit plan that focuses on improved business processes. Performance Measures? Limited resources Obstacles/Challenges FY 2014 Goal Related Council Goal Was the Goal Met? What were the Performance Measures? Obstacles/Challenges Ensure assets are adequately safeguarded. One community that is fiscally sound. Yes Audit recommendations that enhance controls over city assets. Limited resources FISCAL YEAR 2013 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? Quarterly risk-based audit plan with focus on improved business What were the Performance Measures? processes. Limited resources Obstacles/Challenges FY 2013 Goal FY 2013 Goal Related Council Goal Was the Goal Met? What were the Performance Measures? Obstacles/Challenges Ensure city assets are adequately safeguarded. One community that is fiscally sound. Yes Audit recommendations that enhance controls over city assets. Limited resources 127 OPERATING BUDGET City Auditor CITY AUDITOR CITY AUDITOR ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10710) City Auditor Total - City Auditor ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual (A7500) Premiums/Controlled Budget Total - City Auditor FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10710) City Auditor Total -City Auditor FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $285,027 $297,466 $297,466 $301,079 1% $285,027 $297,466 $297,466 $301,079 1% FY 2013 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget FY 2014 Budget $275,382 $6,282 FY 2014 Budget $286,457 $7,607 FY 2014 Estimate $286,457 $7,607 FY 2015 Budget Percent Over FY 2014 Budget $291,861 $7,100 2% -7% -38% $3,363 $3,402 $3,402 $2,118 $285,027 $297,466 $297,466 $301,079 1% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 2.5 2.5 2.5 2.5 0% 2.5 2.5 2.5 2.5 0% 128 OPERATING BUDGET City Clerk PERFORMANCE MEASURES CITY CLERK Mission Statement: To consistently maintain superior service to the citizens, elected officials and the organization by providing an accurate and current legislative record including the Glendale City Code Book; a comprehensive and accessible records management system; a responsible and effective public notification program; an impartial and efficient municipal election, campaign finance, and redistricting process and other public services such as processing public record requests, recording documents, preparing City Council minutes and retaining permanent city records. Department Description: The City Clerk Department’s responsibilities are defined by the City Charter, City Code, State Statutes and Federal Laws. The department’s primary functions are focused on informing our citizens about public meetings, public records, the City Charter and Code Book and municipal elections. Our department is responsible for providing public notice to our citizens about what the city is planning to do and when and where the issues are being discussed by publishing and posting to the official notice board, the City Clerk’s internet page, and the official newspaper. • Our department further contributes to municipal transparency as an integral participant in the city's agenda management program which includes the Council agenda being posted on the City Clerk web page prior to every City Council meeting. The official record of the meetings, the City Council minutes, are prepared and posted to the same website after every meeting. In addition, we compile the minutes of all other city public meetings assuring their availability on the internet. • Management of the City Charter and Code book is another significant public information service the City Clerk Department provides to our citizens. We verify and process all charter amendments and ordinances as a part of the codification process. The City Charter and Code Book is then made available in our office, city libraries and on the internet so citizens can research the laws and regulations of the city • Our department oversees and implements the city’s record management program which directs the processing, organizing, and storing of all city records. We manage the city’s record center where thousands of records are stored, scanned and/or microfilmed. The City Clerk Department teaches record management classes and assists other departments in indexing, scanning and researching in the Clerk’s electronic records database. At the same time, we facilitate the public’s access to those records through an interactive internet record request form and other methods of record request. • We provide voter and political committee services which are vital and necessary to the community by planning and conducting municipal elections, in partnership with Maricopa County. We also assist citizens who wish to run for office, as well as receiving political committee campaign finance filings and posting them to the internet. Recently, we managed the city’s redistricting process, successfully complying with the City Charter, State and Federal laws. • Our six employees are functional in all areas of departmental processes and procedures. The integration of staff’s knowledge and assignments assures that the city’s critical 129 OPERATING BUDGET City Clerk responsibilities are fulfilled with regard to public notices, public records, public record requests, the Charter and Code Book and municipal elections. The City Clerk Department facilitates our citizens’ rights to participate in city government. FISCAL YEAR 2015 GOALS Develop procedures and processes for City Clerk operations as they relate to the automation of the agenda and meeting management processes. Related Council Priority Transparency Conduct meetings and test runs to identify all changes. Review current processes to determine changes. Write process/procedures and Activities have staff test them to ensure all items have been addressed. Seamless transition to the automated agenda and meeting management Expected Outcomes processes. (Perf. Measures) Continuously for the next 6-8 months. Time Commitment Changing expectations as to the way things look and the way we do Expected Challenges things. FY 2015 Goal Purge Day 2015 FY 2015 Goal Related Council Priority Innovative Benchmark Ideas Planning and execution of all Purge Day events for 2015. Includes invitation to all department liaisons, tracking can requests for delivery and pickup, working with Materials Recovery Facility Activities (MRF), Field Operations and Warehouse staff for implementation, vendor selection and pricing, storing of cans at Spring City awaiting shred truck, shred day and recycling at MRF. Expected Outcomes Increased purge activity for all departments. (Perf. Measures) 4 weeks Time Commitment Completing in one day to reduce shredding truck costs; heat. Expected Challenges Conduct 2014 Municipal Elections. FY 2015 Goal Related Council Priority Transparency Activities include taking early ballot requests, submitting ballot language (if needed), proofing candidate names, publishing the city's Activities financial statement, receiving write-in papers, logic and accuracy test, and submitting the Canvass of Votes to the Council. Expected Outcomes Conduct the Elections according to statutes, charter and ordinances. (Perf. Measures) Continuously for the next 6 months. Time Commitment An increased number of candidates will require additional communication. Coordination with Maricopa County Elections will Expected Challenges require regular communication. 130 OPERATING BUDGET City Clerk FISCAL YEAR 2014 Innovations and Accomplishments:  Innovation - Restructured the City Clerk budget and combined divisions to allow more transparency.  Accomplishment - Completed planning and preparation for the 2014 Municipal Elections.  Accomplishment - Prepared and posted city ordinances (748), resolutions (1429) and contracts (1518) on the City Clerk internet page for public reference. GOAL UPDATES Successfully plan and prepare for 2014 Municipal Elections. One community with high quality services for citizens. Yes. 2014 Municipal Elections will take place in the Fall of 2014. Calendars have been completed and statutory requirements have been Was the Goal Met? met. 100% compliance with AZ State Statutes, City Charter, City Code; all What were the Performance Measures? phases of election responsibilities completed successfully. An increased number of candidates required increased communication Obstacles/Challenges from the City Clerk Department. FY 2014 Goal Related Council Goal Successfully plan and conduct classes for organization on record retention schedules, contract processing, and essential records. One community with high quality services for citizens. Related Council Goal Yes. Class was held and was very well attended. Was the Goal Met? Increase in compliance with processes and procedures for purging What were the Performance Measures? documents, contract completion, and record disaster advance planning. Staff movement required additional efforts by City Clerk staff to Obstacles/Challenges ensure the word reached appropriate attendees. FY 2014 Goal FISCAL YEAR 2013 GOAL UPDATES FY 2013 Goal Related Council Goal Was the Goal Met? Successfully plan and conduct the 2012 Fall Municipal Elections. One community with high quality services for citizens. Primary and General Elections with additional ballot measure were successfully completed. Compliance with all election laws; all Primary and General election processes performed successfully with seamless coordination with Maricopa County. 100% compliance with all election laws; all Primary and General What were the election processes performed successfully, and seamless coordination Performance Measures? with Maricopa County. 131 OPERATING BUDGET City Clerk Obstacles/Challenges FY 2013 Goal Related Council Goal Was the Goal Met? Both the City of Glendale and Maricopa County recently completed a redistricting process. There were challenges encountered with district lines, which were successfully overcome. Both an initiative and referendum were submitted late in the election cycle requiring substantial staff time to process. The initiative qualified for the ballot requiring the preparation and distribution of a publicity pamphlet. All activities were completed in compliance with State Statues, City Charter and Code. Purge Day 2013. One community with high quality services for citizens. Purge Day 2013 is not yet complete due to hold for pending special audit results. Vendor has been procured and planning is underway. It is anticipated to hold Purge Day prior to end of fiscal year. What were the Equal to or increased purge activity for individual departments. Performance Measures? The style of recycle can has changed; vendors successfully worked to adapt to changed style. Vendor selected. Budget restrictions caused temporary delay. Funding has been identified for Purge Day 2013. A special audit is currently underway, causing a hold of some Obstacles/Challenges documents. Several departments will not be able to participate in this Purge Day until audit completed. We will work with them at a later date to purge records. A successful Purge Day 2013 is anticipated. 132 OPERATING BUDGET City Clerk CITY CLERK CITY CLERK ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-10210) City Clerk $454,657 $417,982 $448,532 $582,808 (1000-10220) Records Management $153,440 $149,584 $149,584 $0 -100% (1000-10240) Elections $128,694 $29,006 $110,170 $135,872 368% $736,791 $596,572 $708,286 $718,680 20% Total - City Clerk ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget 39% Percent Over FY 2014 Budget (A6000) Salary & Related Budget $510,350 $506,031 $506,031 $515,469 2% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget $213,047 $13,394 $78,601 $11,940 $190,315 $11,940 $196,735 $6,476 150% -46% $736,791 $596,572 $708,286 $718,680 20% Total - City Clerk FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10210) City Clerk (1000-10220) Records Management Total -City Clerk FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 4 2 4 2 4 2 6 50% 6 6 6 6 0% 133 OPERATING BUDGET City Court PERFORMANCE MEASURES CITY COURT Mission Statement: To provide a forum for prompt, fair and just resolution of cases in a professional, efficient and courteous manner. 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. The court has the authority to issue search warrants for misdemeanors and felonies. Glendale City Court collaborates with numerous internal and external justice and community agencies to develop and implement programs to reduce recidivism and promote safe communities. Approximately 110,000 customers enter the court each year to conduct business. FISCAL YEAR 2015 GOALS Accommodate the deployment of Glendale Police Department entering warrants in the ACIC database (Arizona Criminal Information Center) hosted by the Department of Public Safety. Related Council Priority Service Level Options The Court must produce an electronic version of 18,000 arrest Activities warrants from its AZTEC case management system. Full entry of all current active warrants into the ACIC database. Expected Outcomes Conformity of all future warrants to formatting and data requirements (Perf. Measures) for ACIC. The full entry must be completed with all warrants residing in the ACIC database by the summer of 2014 as the current database Time Commitment repository hosted by Phoenix is being eliminated. This project requires extensive staffing resources, including revisions of all current warrants. Several strategies are being deployed to Expected Challenges accomplish this transition. 2015 Goal Identify and implement auditing practices and associated checklists to conform to recommendations documented in the Court's 2014 Arizona Supreme Court Operational Review. Related Council Priority Service Level Options Develop audit system for courtroom operations. Activities Development of new internal procedures in the Court Operations Expected Outcomes Division to monitor achievement of ongoing compliance with the (Perf. Measures) findings documented in the 2014 Supreme Court Operational Review. 2015 Goal 134 OPERATING BUDGET City Court Time Commitment Expected Challenges Ongoing weekly audits Shortage of personnel and technology challenges. Increase the safety of all court staff and customers by finalizing the installation of the Court's new security camera system. Related Council Priority Service Level Options Complete the installation as specified in the vendor Agreement. Activities Complete all training for staff responsible for monitoring the system. A fully-functional closed-circuit TV network of interior and exterior Expected Outcomes cameras to monitor all activities in and around the Glendale Public (Perf. Measures) Safety Complex. Pending Time Commitment Pending Expected Challenges 2015 Goal FISCAL YEAR 2014 Innovations and Accomplishments:  Innovation - Several initiatives to enhance collections of court fines and fees have recently been implemented at City Court. These measures include emailing, texting and autodialing defendants for notification of upcoming or delinquent payment status. Automatic Reoccurring Payments (ARP) have also been developed to remove the risk of defendants forgetting to pay and risking the creation of an arrest warrant.  Innovation - Court customers can now look up vital case information on the Court website. The Court has developed software which enables people to access defendant names, pending court dates and times, courtroom location, payment status and lawyer’s name. This information benefits defendants, victims, witnesses, police officers, public defenders, prosecutors, other courts and the public. This new feature will be printed at the bottom of all court forms. It is anticipated this new information will reduce telephone calls placed to the Court for general information.  Accomplishment - The Court conducted an update of its Language Access Plan mandated by the Arizona Supreme Court. The plan ensures access to justice for all persons in all Court cases regardless of their English proficiency levels. Glendale City Court has increased compliance with this requirement by expanding language access signage throughout the Court, translating many additional forms from English to Spanish and translating to Spanish all protective order documents on the Court’s website.  Accomplishment - Volunteers from Glendale City Court coordinated the involvement of 38 different Maricopa County City Courts and Justice Courts, the Motor Vehicle Department and County Public Defenders’ Office in September for the “Stand Up for Veterans” outreach event at Glendale Community College. The event was hosted by Mayor Jerry Weiers with more than 50 service agencies involved. Six judges and their staff were on-site as more than 200 veterans resolved civil and misdemeanor legal issues with the courts and driver’s license matters with the Arizona Department of Transportation Motor Vehicle Division. 135 OPERATING BUDGET City Court GOAL UPDATES Achieve restoration of full staffing levels as authorized in the Court's operational budget. One community with high quality services for citizens. Related Council Goal Yes. During FY2014 the Court conducted successful recruitments for Court Administrator, Fines Management Supervisor, Accounts Specialist II, Court Clerk II's in all three Court Divisions (Fines Was the Goal Met? Management, Public Records and Court Operations) and two temporary clerical positions. Higher levels of customer service and improvements in staff morale as What were the Performance Measures? the Court reaches authorized staffing levels. Competitive recruitments by other area courts and municipalities have diminished the pool of highly qualified local candidates for these Obstacles/Challenges positions. 2014 Goal Identify additional alternative case processing options for specialized offender populations, such as military veterans, to hold these defendants accountable while also linking them with social services. One community committed to public safety. Related Council Goal Yes. Glendale City Court offers participation for defendants in the following ongoing specialized problem-solving alternative court calendars: Mental Health Court, Domestic Violence Treatment Court, Domestic Violence Supervised Probation Review and DUI Sentence Review. Glendale City Court collaborated with the Maricopa County Was the Goal Met? Regional Homeless Court by referring 24 homeless defendants for participation in calendar year 2014. During Glendale's "Stand Up For Veterans" event in September 2013, Glendale City Court referred numerous military veteran defendants to resources and services offered through the Phoenix Veterans Court. Resolution of outstanding civil and criminal cases and arrest warrants What were the Performance Measures? for military veterans with pending court matters. Realignment of clerical duties and assignments were necessary to balance workloads of Court Operations staff, especially the staff Obstacles/Challenges assigned with covering the specialized problem-solving court calendars. 2014 Goal FISCAL YEAR 2013 GOAL UPDATES 2013 Goal Related Council Goal Explore community collaborations and partnerships to identify new and innovative methods of adjudicating specialized offender populations, such as defendants with mental health disorders. One community committed to public safety. 136 OPERATING BUDGET City Court Yes. See FY2014 Goal #2 above. Was the Goal Met? Reductions in the levels of staff resources and costs necessary to What were the Performance Measures? process cases involving specialized offender populations. Several calendaring adjustments were necessary to incorporate the Mental Health docket into the existing court calendar at a frequency of every two weeks. Extensive information sharing was undertaken to Obstacles/Challenges forge the necessary support and commitments from project partners, including the city prosecutors office and Magellan Health Services. Submit a FY12 grant funding proposal to the U.S. Department of Justice, Office on Violence Against Women. One community with high quality services for citizens. Related Council Goal Yes. The Court submitted a successful FY2012 grant proposal resulting in a $300,000 award to fund several domestic violence victim resources and program enhancements. The Court also submitted a Was the Goal Met? FY2014 grant proposal to the U.S. Department of justice. Award announcements are expected in September 2014. Submittal of the grant’s first required semi-annual progress report to What were the the U.S. Department of Justice in January 2013 would reflect full Performance Measures? successful implementation of all project elements. The U.S. Department of Justice reduced all grantee funding levels Obstacles/Challenges from $400,000 to $300,000 for the two-year award. 2013 Goal 137 OPERATING BUDGET City Court CITY COURT CITY COURT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10410) City Court FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $3,422,120 $3,494,961 $3,494,961 $3,742,767 (1240-10510) Court Security $350,440 $478,844 $420,918 $391,599 -18% (1240-10520) Court Time Payments (1240-10530) Fill the Gap $105,551 $17,820 $131,840 $57,000 $131,840 $57,000 $82,437 $57,000 -37% 0% $3,895,931 $4,162,645 $4,104,719 $4,273,803 Total - City Court ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - City Court FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10410) City Court $3,026,330 $819,953 FY 2014 Budget $3,099,621 $1,015,459 FY 2014 Estimate $3,090,295 $966,859 FY 2015 Budget 7% 3% Percent Over FY 2014 Budget $3,350,237 $885,340 8% -13% -20% $49,648 $47,565 $47,565 $38,226 $3,895,931 $4,162,645 $4,104,719 $4,273,803 3% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 37.75 36.5 36.5 40.7 12% (1240-10510) Court Security 2 2 2 2 0% (1240-10520) Court Time Payments 1 1 1 40.75 39.5 39.5 42.7 8% Total -City Court 138 OPERATING BUDGET City Manager's Office PERFORMANCE MEASURES CITY MANAGER'S OFFICE Mission Statement: To enhance the quality of life for Glendale residents by providing collaborative and supportive leadership for the organization as it implements City Council policy and goals in the provision of valued services to the community. Department Description: The City Manager’s Office is responsible for seeking policy direction from Council and preparing recommendations for Council action in accordance with established strategic goals and key objectives; ensuring effective and efficient internal operations citywide; and establishing value-added programs and services for the citizens of Glendale. FISCAL YEAR 2015 GOALS Provide leadership, vision and accountability for the organization through vigilant oversight of the City's budget during this challenging economic time. Related Council Priority Fiscal Sustainability Schedule Budget Workshops, as needed, to provide timely review and transparency regarding departmental budgeting, forecasting, and revenue generating opportunities. Continue to provide increased public Activities forum communication regarding the budget and City's finances with Mayor and Council. Expected Outcomes A stabilized organization that can sustain and begin to rebuild. (Perf. Measures) May require Budget Workshops and City Council Meetings, along Time Commitment with subsequent staff time to provide information to the public. Ensure budget information is provided on a timely basis well in Expected Challenges advance of the meeting so there is adequate time to review materials. FY 2015 Goal Ensure the best possible visitor experience for the 2015 Super Bowl and associated events without impact to delivery of public services to residents and businesses. Related Council Priority Super Bowl/Public Safety Coordinate and manage the City's Super Bowl planning efforts with internal and external partners. Develop and implement a strategic plan Activities that prioritizes public safety, transportation, marketing, and community involvement and outreach. A coordinated multi-disciplinary approach to a successful staging of Expected Outcomes the 2015 Super Bowl. (Perf. Measures) FY 2015 Goal 139 OPERATING BUDGET City Manager's Office Time Commitment Expected Challenges At a minimum, monthly meetings with the Super Bowl Leadership Team and other stakeholders involved in the implementation of the final plan for the events. Ensuring communication flows to all of the stakeholders including: AZSTA, NFL, Super Bowl Host Committee, state, county and municipal agencies and jurisdictions. Implement Council policy direction related to protecting and promoting the economic development and vitality of our community and safeguarding current economic investments. Related Council Priority Economic Development Staff will work continuously throughout the year to retain key tenants Activities and bring new tenants to Glendale to support economic vitality. New business development, business partnerships and redevelopment Expected Outcomes of existing businesses to initiate new opportunities for revenue and job (Perf. Measures) creation. Requires the time commitment of several departments within the city to facilitate business development including the City Manager's Time Commitment Office. New projects may require fast turnaround times with reduced staffing. Expected Challenges FY 2015 Goal FISCAL YEAR 2014 Innovations and Accomplishments:  Innovation - Developed a comprehensive City Manager's Monthly report that highlights department activities and accomplishments for the public.  Innovation - Worked with the Human Resources Department to create the Rewards and Recognition committee for employees. This committee has been dedicated to exploring opportunities to assist in boosting employee morale and employee retention.  Accomplishment - Continued to maintain value-added services and amenities for Glendale citizens despite the current economic climate by absorbing internal vacancies, being creative in service delivery, and capitalizing on opportunities to realign resources and services. GOAL UPDATES FY 2014 Goal Related Council Goal Was the Goal Met? Provide leadership and accountability for the organization through vigilant oversight of the city's budget during the challenging economic recession. One community that is fiscally sound. Yes, initiatives will be ongoing. Increased public forum communication with Mayor and Council regarding the current fiscal year budget, as well as information in preparation for the upcoming fiscal year budget. 140 OPERATING BUDGET City Manager's Office Quarterly operational business plan and financial reviews position the What were the city to reassess expenditures, city-wide programs and departmental Performance Measures? budgeting, to prepare the city for an eventual economic rebound. Ensuring that best practices and sound business decisions were utilized Obstacles/Challenges as the basis for evaluating staffing and program changes. Implement Council policy direction related to protecting and promoting the economic development and vitality of our community FY 2014 Goal and safeguarding current economic investments. One community with quality economic development. Related Council Goal Yes, during FY2013-14 the Economic Development staff facilitated 15 new projects and 3 expansion projects, creating a total of 2,765 jobs Was the Goal Met? in the community (2,485 new jobs and 280 expansion jobs). New business development, business partnerships and redevelopment What were the of existing businesses to initiate new opportunities for revenue and job Performance Measures? creation. Maintaining project timelines with reduced staffing. Obstacles/Challenges FISCAL YEAR 2013 GOAL UPDATES Continue to provide leadership and accountability for the organization through vigilant oversight of the city’s budget during the challenging FY 2013 Goal economic recession and downturn. One community that is fiscally sound. Related Council Goal Yes, initiatives will be ongoing. Was the Goal Met? Quarterly operational, business plan and financial reviews position the What were the city to reassess expenditures, city-wide programs and departmental Performance Measures? budgeting to prepare the city for an eventual economic rebound. Ensuring that best practices and sound business decisions were utilized Obstacles/Challenges as the basis for evaluating staffing and programmatic changes. 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, initiatives will be ongoing. Staff has worked continuously throughout the year to retain key tenants and bring new tenants to Was the Goal Met? Glendale to support economic vitality. Additional new business development, business partnerships and What were the redevelopment of existing businesses to initiate new synergistic Performance Measures? opportunities for revenue and job creation. None Obstacles/Challenges FY 2013 Goal 141 OPERATING BUDGET City Manager CITY MANAGER CITY MANAGER ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10310) City Manager Total - City Manager ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - City Manager FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10310) City Manager Total -City Manager FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $1,191,862 $804,914 $804,914 $872,264 8% $1,191,862 $804,914 $804,914 $872,264 8% FY 2013 Actual $550,352 $631,207 FY 2014 Budget $733,141 $63,730 FY 2014 Estimate $733,141 $63,730 FY 2015 Budget Percent Over FY 2014 Budget $815,551 $51,216 11% -20% -32% $10,303 $8,043 $8,043 $5,497 $1,191,862 $804,914 $804,914 $872,264 8% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 5 5 5 5 0% 5 5 5 5 0% 142 OPERATING BUDGET Communications PERFORMANCE MEASURES COMMUNICATIONS Mission Statement: To develop and implement marketing and public information programs, resident communications and visitor services that promote Glendale and ensure the city’s key messages are delivered to target audiences in an accurate, timely and cost-effective manner. Department Description: The Communications Department consists of nine divisions, including the Public Information Office, Special Events, Tourism and the Glendale Convention & Visitors Bureau, Glendale 11, Glendale Media Center, Web Services, Creative Services and Administration. Communications produces and oversees Glendale’s print and electronic communications with the public and the media, as well as develops communication strategies and marketing campaigns that enhance the city’s image. The city’s special events, produced in this department, draw about one-half million visitors to downtown Glendale annually. FISCAL YEAR 2015 GOALS Create a Tourism Event Support Grants Program FY 2015 Goal Related Council Priority Innovative Benchmark Ideas Develop a tourism promotion program to help fund events that support tourism and the hospitality industries in Glendale which generate room Activities nights. To promote Glendale as a visitor destination by attracting sports, cultural and other events and activities that create an economic impact Expected Outcomes and generate hotel room stays in the city. Performance will be (Perf. Measures) measured with events booked and hotel occupancy data. This program will be assigned to one staff person – 30% of their overall job duties will be dedicated to the development, Time Commitment implementation and management of the program. Benchmarks will be set during the inaugural year of the program to set Expected Challenges expectations and best of practices. Increase Super Bowl media coverage over what Glendale experienced in 2008 Related Council Priority Super Bowl/Public Safety Create a strategic marketing & publicity plan to capitalize on the media opportunities related to the Super Bowl; target key local and national media in an effort to tell Glendale’s story to the nation and the Activities world, thereby increasing our tourism numbers and enhancing economic development. FY 2015 Goal 143 OPERATING BUDGET Communications Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges Utilizing media monitoring company to measure broadcast coverage across the country – tracking stories/placements; audience impressions and publicity value; outcomes can also be measured by increase in sales tax revenue during Super Bowl-related events and activities in Glendale. Ongoing time commitment on a monthly basis through Feb. 2015. Competing with other Valley cities, especially Phoenix; this can be combatted by partnering with other CVBs when possible to leverage media opportunities and being creative to gain media placements. Continue to expand communication between the City and its citizens by increasing Glendale 11’s on air and online content Related Council Priority Transparency Work with city departments to produce more public safety videos (those are our most popular stories), revenue generating festival and special event promotions and high profile Super Bowl preparation and Activities event coverage. Each staff member will spend up to an additional 2 hours a week calling their department contacts and discussing stories. Expected Outcomes Increase Glendale 11 online programming 5% (Perf. Measures) Requires a daily commitment of three staff increasing time to research Time Commitment and produce content. Increasing staff’s shooting and editing skills and reducing story Expected Challenges turnaround time. FY 2015 Goal Update banners in the downtown and around the park to attractively promote historic Glendale. This existing banner program, which includes the street light poles and street side gas lamps, and this new Murphy Park project, will replace torn and missing banners that are FY 2015 Goal nearly ten years old. The average life span of a banner is 4 years. This enhanced program will incorporate existing scheduled banner displays into the overall calendar ie; mega sporting events and city branding initiatives. Related Council Priority Centerline Identify banner inventory of all areas. Meet to discuss appropriate messaging and design for either one set of year-round banners or Activities perhaps two sets of banners for festival season/non-festival season or non-summer/summer. Determine display periods and assign oversight. Positive merchant feedback. Positive citizen, downtown visitor and Expected Outcomes park user feedback. Instill pride in the visual result and in downtown (Perf. Measures) merchants. Monthly meetings, design time, coordinating install, removal. Time Commitment 144 OPERATING BUDGET Communications Expected Challenges Since these are not in the CVB banner program with the potential for revenue generation, the Office of Special Events will be seeking partnership opportunities to offset the costs of the fabrication, installation and maintenance of the banners. Promoting the 2015 Super Bowl and Pro Bowl games and related activities to local, national and international markets to attract tourists FY 2015 Goal and in-state residents to Glendale and the West Valley. Related Council Priority Super Bowl/Public Safety Placing ad campaigns in local, national and international markets with a strong call-to-action to request the Glendale & the West Valley Regional Travel Planner. Develop social media engagement to build an even stronger social media presence and increase the number of Activities downloads of the new Glendale CVB app. Additional tactics include digital billboard advertising, online banner ads, direct email marketing and printed collateral. Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges The result will be measured in various ways including an increase in the number of requests for the Glendale & West Valley Regional Travel Planner, increases in social media engagement, number of app downloads and walk-in visitation to the Glendale Visitor Center. This program will be assigned to two Creative Services staff – 70% of the Creative Services Manager's overall job duties will be dedicated to the development, implementation and design of the program. 20% of the Creative Designer’s overall job duties will be dedicated to assisting in the implementation of the program. Due to the visibility of this program, time management will be essential to fulfill the high volume of anticipated projects while still maintaining and servicing other city departments. FISCAL YEAR 2014 Innovations and Accomplishments:  Accomplishment - Revenue Increases for Sponsorship and Vending – Aggressive preseason sponsorship solicitation, successful marketing to potential sponsors through our IEG www.sponsorship.com ads and an improving economy garnered sponsorship sales more than double the previous seasons’ from about $55,000 to $115,750. In addition, we had extremely successful revenue generation for Chocolate Affaire with over $155,000 in revenue netting the event itself, on its own, approximately $60,000 above festival expenses. Overall revenue for the Special Events Division for the season is up over 11% and we have another two months to acquire Summer Band revenue via sponsorships and donations. 145 OPERATING BUDGET Communications GOAL UPDATES FY 2014 Goal Create a new Hotel Advisory Committee to provide input into how the Glendale CVB's new hotel bed-tax revenue will be spent. One Community with Quality Economic Development This goal was met. Glendale CVB staff meets quarterly with Was the Goal Met? representatives from Glendale’s hotel properties. Hold quarterly meetings with new Hotel Advisory Committee and What were the develop spending priorities for the bed-tax revenue. Attract new events Performance Measures? and business conferences to Glendale as a result. Related Council Goal Obstacles/Challenges The formation of the Hotel Advisory Committee has been very successful. It has enhanced communication with key partners and stakeholders and provides CVB staff with expert industry recommendations for the development of overnight leisure and group travel business. FY 2014 Goal Related Council Goal Strategize and plan for a very successful Super Bowl 2015. One Community with Quality Economic Development. Was the Goal Met? Because this goal will be ongoing through Feb. 2015, this goal hasn’t been completed, but is definitely on track to meet publicity numbers from 2008, and with the addition of the Pro Bowl event, the numbers will likely exceed those of 2008. For the first quarter of the year leading up to the Super Bowl, (Feb.-May of 2015), publicity efforts have resulted in 192 stories/placements, just over 9 million audience impressions and a value of $1 million (an equivalent of what the media time would be if we paid for advertising.) These numbers only include broadcast media coverage; does not include print media. The results will be measured in numerous ways with publicity value alone being measured by the number of stories and references in the What were the media for being the host city. Other measurements include an increase Performance Measures? in business and sales tax revenue in and around the actual Super Bowl due to communication and marketing efforts. Obstacles/Challenges The primary challenges will lie in the fact that we are competing with Phoenix for name recognition; with most of the NFL events being held in downtown Phoenix, we will have to be creative and diligent with our marketing and public relations efforts to get our story in the media and our name mentioned during national coverage. 146 OPERATING BUDGET Communications FISCAL YEAR 2013 GOAL UPDATES FY 2013 Goal Related Council Goal Was the Goal Met? Attract new special events to Glendale. One community with a vibrant city center. One community with high quality services for citizens. Yes, we've been successful in bringing several new events to Glendale. The kickoff for the monthly Glendale Old Towne Cruise and Car Show was held in downtown on Saturday, May 18. The inaugural show featured more than 300 classic, custom and antique cars and hundreds of additional spectators. We also created several new downtown events and activities in partnership with merchants, including the Royal Tea Party and the Summer Craft Classes. Another inaugural event, the Arizona Watermelon Festival, was held downtown on Saturday, June 8. In addition, we were able to attract several races to the Westgate area, as well as a 4th of July event. There are also plans in the works to bring a new holiday parade to the downtown during the Christmas season. What were the Bring, or facilitate in bringing, one new event to Glendale in FY13. Performance Measures? Several of the event producers had never held an event on city property before. Thus, they were unfamiliar with Glendale's codes and regulations pertaining to holding an event in the city. As a result, a Obstacles/Challenges considerable amount of staff time had to be dedicated to these events as the promoters needed to be advised on city processes every step of the way. FY 2013 Goal Related Council Goal Was the Goal Met? Evolve city’s online multi-media presence through increased use of online video and social media strategies and continue to grow Glendale 11 programming, the city’s local cable station, through the use of online video tools and other social media. One community with high quality services for citizens. Yes, this goal was met.  Major gains from this new strategy were achieved on the city's YouTube channel, MyGlendale11. In the past year, Glendale 11 has posted more the 400 videos- that averages out to more than one per day! The channel has had more than 130,000 views this past year alone. The YouTube channel has more than 840 videos posted in total and more than 350,000 total views since the channel began in June 2009. There are more than 1,600 videos on the city's online video archive, an increase of 31% over the last year. 147 OPERATING BUDGET Communications  Explosive growth in the city's social media presence: Increase of 57% likes on Facebook, increase of 26% followers on Twitter and a whopping 190% increase in photo views on Flickr. The city has Was the Goal Met? more than 2 million views on Flickr! (continued)  Developed new mobile web site for the city's home page, www.glendaleaz.mobie, so online visitors can find out what's happening in Glendale on their phone, iPad, or other handheld device with the touch of a finger. Increase online downloads/viewership of online video by 5%. What were the Performance Measures? Increased Glendale 11 content online by 10%. The high cost of mobile video applications with limited city budgets will restrict the expansion of some videos to the web. However, the Obstacles/Challenges station is maximizing free YouTube and other social media resources in every possible way. 148 OPERATING BUDGET Communications COMMUNICATIONS MARKETING AND COMM. ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10810) Marketing FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $1,081,583 $1,093,532 $1,097,032 $825,834 (1000-14110) City-Wide Special Events $343,725 $335,466 $335,466 $349,228 4% (1000-14115) Audio/Visual (1000-14120) Cable Communications $131,653 $524,707 $116,278 $504,017 $116,278 $504,442 $0 $462,305 -100% -8% (1281-10840) Mkt'g - Stadium Events $24,575 $27,844 $27,844 $13,494 -52% (1870-14321) Glitter Spectacular $91,232 $124,865 $155,765 $124,865 0% (1870-14322) Enchanted Evening (1870-14323) Glitter and Glow $97,241 $79,562 $89,268 $95,751 $101,767 $111,250 $89,268 $95,751 0% 0% $94,280 $102,676 $117,395 $102,676 0% $151,076 $49,131 $154,182 $103,415 $154,182 $103,415 $154,182 $103,415 0% 0% (1870-14324) Chocolate Affaire (1870-14326) Glitters Light (1870-14327) Other Special Events (1870-14328) Summer Band Total - Marketing and Comm. ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget $8,051 $3,435 $3,435 $3,435 $2,676,816 $2,750,729 $2,828,271 $2,324,453 FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget -24% 0% -15% Percent Over FY 2014 Budget $1,900,734 $1,881,341 $1,881,341 $1,569,703 (A7000) Non-Salary Operating Budget $658,812 $765,650 $843,192 $724,699 -5% (A7500) Premiums/Controlled Budget $117,270 $103,738 $103,738 $30,051 -71% $2,676,816 $2,750,729 $2,828,271 $2,324,453 -15% Total - Marketing and Comm. FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM -17% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-10810) Marketing 11 11 11 9 -18% (1000-14110) City-Wide Special Events 4 4 4 4 0% (1000-14115) Audio/Visual (1000-14120) Cable Communications 1 6 1 4.5 1 4.5 4.5 0% 22 20.5 20.5 17.5 -15% Total -Marketing and Comm. 149 OPERATING BUDGET Communications COMMUNICATIONS CONV./MEDIA/PARKING ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-10890) Convention/Media/Parking $237,255 $267,621 $270,621 $133,963 (1000-10891) Media Center Operations $137,917 $145,348 $145,348 $138,008 -5% $375,172 $412,969 $415,969 $271,971 -34% Total - Conv./Media/Parking ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget -50% Percent Over FY 2014 Budget (A6000) Salary & Related Budget $107,316 $106,332 $106,332 $106,272 0% (A7000) Non-Salary Operating Budget $124,421 $164,493 $167,493 $153,993 -6% (A7500) Premiums/Controlled Budget $143,435 $142,144 $142,144 $11,706 -92% $375,172 $412,969 $415,969 $271,971 -34% Total - Conv./Media/Parking FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget (1000-10891) Media Center Operations 1 1 1 1 0% 1 1 1 1 0% Total -Conv./Media/Parking Percent Over FY 2014 Budget 150 OPERATING BUDGET Communications COMMUNICATIONS TOURISM/CVB ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-10820) Tourism $235,058 $0 $0 $0 NA (1750-10820) Tourism $0 $237,301 $237,301 $236,533 0% $0 $577 $418,130 $0 $418,130 $0 $419,162 $0 0% NA 0% (1750-14312) Glendale CVB - Bed Tax (1870-14300) Banner Program (1870-14310) Tourism - Souvenir Program $650 $5,000 $5,000 $5,000 (1870-14311) Glendale CVB - Memberships $11,461 $30,000 $34,000 $30,000 0% (1870-14312) Glendale CVB - Bed Tax $27,029 $0 $0 $0 NA $274,775 $690,431 $694,431 $690,695 0% Total - Tourism/CVB ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Tourism/CVB FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1750-10820) Tourism Total -Tourism/CVB FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $194,140 $190,208 $190,208 $191,651 1% $71,191 $9,444 $491,508 $8,715 $495,508 $8,715 $491,508 $7,536 0% -14% $274,775 $690,431 $694,431 $690,695 0% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 2.5 2.5 2.5 2.5 0% 2.5 2.5 2.5 2.5 0% 151 OPERATING BUDGET Community Services PERFORMANCE MEASURES COMMUNITY SERVICES Mission Statement: Connecting people through the power of parks, recreation, library and arts, and preserving the health, safety and living environment of our neighborhoods. Department Description: The Human Services Division is comprised of the Community Revitalization, Community Housing and the Community Action Program. Each of these sections provides direct community services that ensure residents receive access to resources and community programs that support self-sufficiency and build strong neighborhoods. The Parks and Recreation Division offers opportunities to enhance the social, physical, mental and economic health of the community through a variety of diverse programs. The Division maintains, protects and manages all public parks, open spaces, trails, aquatic and recreational facilities located throughout the community, in addition to overseeing neighborhood services and community volunteerism. The Library and Arts Division serves the needs of Glendale citizens by providing life-long learning opportunities, books, audio/visual materials and electronic resources that inform, educate and entertain residents. It also administers the city’s Public Art and Performing Arts Partnership Program. FISCAL YEAR 2015 GOALS Provide excellent customer service to all patrons of the CSG Department. Related Council Priority Service Level Options The department will establish a uniform method to measure individual Activities satisfaction with department programs and services. At least 95% of those queried will rank the provision of a services as Expected Outcomes being "excellent" or better. At a minimum, at least 1,000 customers (Perf. Measures) will be surveyed over the course of the Fiscal Year. Negligible - a short, customer service survey will be developed and Time Commitment distributed by department staff over the course of the FY. Department patrons may not have the time or desire to complete the Expected Challenges customer service survey. FY 2015 Goal Maintain a balanced CSG Department budget. FY 2015 Goal Related Council Priority Fiscal Sustainability All department expenditures will be monitored and scrutinized to Activities ensure they are essential and necessary to fulfill its mission. 152 OPERATING BUDGET Community Services Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges a) The Department Head and all key managers will review all expenditures on a monthly basis; b) Expenditure adjustments based on consumer demand and/or economies of scale will be pursued immediately; c) All department programs will be assessed from a costbenefit analysis to identify any potential cost saving measures. This goal will be built-in to monthly meetings and FY 2015 staff performance planning documents. The CSG budget is predicated on federal, state, and local funding streams. Any disruption and/or unforeseen reduction in these revenues may impact the ability to provide stated services. Maximize CSG Department Revenue. FY 2015 Goal Related Council Priority Fiscal Sustainability Key department managers will work to identify existing and potentially new revenue streams to enhance the General Fund and selfActivities sustaining funds. a) Assess current department fee structures and adjust as appropriate; b) Pursue asset dissolution/redeployment as appropriate; c) Implement Expected Outcomes new revenue strategies for each of the department divisions; d) (Perf. Measures) Implement the new 501c3 "Gifting Glendale". This will be included in the FY 2015 performance plans of key staff. Time Commitment Having sufficient staff time and resources to complete this objective Expected Challenges will be a challenge. Initiate at lease one new, cost neutral program or service in each of the new department divisions. Related Council Priority Innovative Benchmark Ideas Key department managers will be asked to develop, fund and implement at least one new program or service - at no cost to the city Activities (other than staff time to research and plan) in FY 2015. This will result in an increase in partnerships, grants, and the potential Expected Outcomes use of volunteers for this endeavor. (Perf. Measures) Innovation and creativity are hallmarks of the City and will be in the Time Commitment performance plans of key staff. This goal can be accomplished and no challenges are expected. Expected Challenges FY 2015 Goal Successfully launch the new CSG Department. FY 2015 Goal Related Council Priority Service Level Options All employees of the new CSG Department will have the opportunity to help create its new image by working together to establish a thoughtful and strategic approach to service delivery. This will be Activities accomplished by establishing working groups to plan and identify these opportunities. 153 OPERATING BUDGET Community Services Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges a) Key vacancies will be filled; b) a new, department-wide succession plan will be established and put in to motion; c) various division strategic plans will be established (Glendale Adult Center; the Library; Arts; Human Services; etc.) d) new department branding will be developed; e) the new department's web presence will be assessed and changed as appropriate. This will be considerable and factored into to employee group meetings. It will be a team approach and something in which all CSG employees will be expected to participate. Providing sufficient staff time and resources to complete these objectives will be a challenge. FISCAL YEAR 2014 Innovations and Accomplishments:  Innovation - The Library successfully reduced its FTE count by 10 persons in FY 13-14 and maintained the same level of services through the use of technology and new staffing patterns.  Innovation - The Department successfully partnered with New Westgate, LLC., to open and fund a new art gallery and community center at the Westgate Complex. The value to the City was $110,000 in free utilities and rent. Volunteer art groups fulfilled the contractual obligations of the City to maintain certain open hours.  Accomplishment - The Department reviewed its staffing patterns for its Park Ranger Division and determined that it would not be necessary to fill two, vacant, full-time positions. This resulted in a savings of approximately $80,000 to the City, while maintaining a secure and safe parks.  Accomplishment - The Glendale Public Library saved the General Fund approximately $50,000 in new book and materials expenses by entering in to a new Intergovernmental Agreement with the Maricopa County Library District.  Accomplishment - The Department began the $60,000 CDBG-funded redevelopment of Sonorita Park and was successfully in seeking an additional $200,000 in CDBG funding to substantially redevelop a portion of the Velma Teague Branch Library. GOAL UPDATES FY 2014 Goal Related Council Goal Was the Goal Met? Within the Section 8 federal budget, assist the maximum number of eligible low-income families with ongoing rental assistance. One community with high quality services for citizens. Yes. 1400 families were provided with housing vouchers and the 155 public housing units were occupied. In total, approximately, $10.6 million was paid to local Glendale landlords. 154 OPERATING BUDGET Community Services Provide the maximum number of families with Section 8 funding What were the Performance Measures? assistance. Obstacles/Challenges FY 2014 Goal Related Council Goal Was the Goal Met? The Federal sequestration and overall reduction in administrative funding impacted Community Housing's ability to adequately provide expedient services. Maintain existing programs and services in a manner that meets the needs and expectations of Glendale residents. One community with high quality services for citizens. Yes - this goal was completed. 1. Staffing within the Glendale Public Library was completed November 1, 2013 2. Watering methods were altered so that more is applied in the evening, for shorter bursts of time, but increased repetition. The annual report on usage will be completed in July 2014 (after the June final usage statistics are received). 3. All re-accreditation documents were sent to CAPRA on May 9 & the visitation team will visit in July 2014. 1. Finalize the consolidation of staff positions and functions within the library system by January 1, 2014. 2. Develop and implement enhanced watering techniques during the July-October and March-June time frame. Continue to monitor water consumption of park turf and landscaping and issue new What were the annual report effective June 2014. Performance Measures? 3. The Parks and Recreation division will complete its self-assessment in April 2014 and host a team from the National Recreation and Park Association in June 2014. A final decision on accreditation will occur shortly thereafter. Obstacles/Challenges 1. Staff levels and available resources continue the juggling of staff to work in various facilities of the library. While it is the intent to maximize staffing for the total number of available public hours, it did become problematic at times due the fact there is very limited back-up due to illness, vacation, and/or due to replacement via retirement. 2. The new water cycle times had minor success. The prolonged drought and limited resources to purchase water once again stressed turf and landscaping during the hottest times of the year. 3. This was completed, but it was very labor intensive, entailed extensive review and updating of department policies and procedures. All staff were at times diverted to assist with the reaccreditation process. 155 OPERATING BUDGET Community Services FISCAL YEAR 2013 GOAL UPDATES FY 2013 Goal Related Council Goal Implement new technology strategies to increase efficiency, service and responsiveness to the community. One community with high quality services for citizens. Yes. Was the Goal Met? 1. Staff collaborated with Maricopa County Library District to migrate from the City’s current Horizon Integrated Library System (ILS) to the Polaris ILS. As a result, library patrons receive more direct assistance from staff. 2. The Library system implemented its new $318,000 Radio Frequency Identification system (RFID) in December 2012. 3. The Library purchased new mobile electronic devices for e-book downloads and accompanying policies regarding their use. All 30 Nooks system-wide are preloaded with eBook titles for patrons to read an eBook on an e-Reader without the difficulty of downloading titles. • A new Polaris ILS will provide citizens with a more intuitive catalog interface which equates to increased ease of use through features that improve searching capabilities, more seamless access to e-Books, and optimized catalog enhancements for mobile device users. • Utilizing RFID will promote department efficiency and better meet What were the customer service needs of patrons and staff. It will result in more Performance Measures? staff time available to provide direct assistance to library patrons, and enables staff to work more efficiently. • The use of the new mobile electronic devices will be heavily monitored (quantitatively and qualitatively) to determine whether the Glendale public library system should devote more resources to digital downloads. Obstacles/Challenges 1. Staff has successfully been trained and are utilizing the different modules of Polaris, library users are getting used to the new online catalog and most of the users like it except for a few. 2. Due to limited staffing levels and the time commitment involved in placing RFID tags in 451,151 items system-wide the short implementation time frame was a challenge. 3. Once checked-out, receiving back the electronic mobile devices in sound working order is of concern. In general, only a few Nooks have been returned damaged and a few not returned at all. 156 OPERATING BUDGET Community Services FY 2013 Goal Related Council Goal To continue providing the highest levels of arts and cultural experiences to the residents of Glendale. One community with high quality services for citizens. Yes. 1. At least two arts-related experiences during the city’s signature events in partnership with special events occurred. 2. We were unable to enter into “art-loan” programs with at least two Was the Goal Met? of the four colleges and universities located in the Glendale region. Even so, we worked with New Westgate LLC., to create a new art gallery concept at Westgate, free of charge to the City. 3. The summer art camp classes for youth were conducted. 1. Offer at least 2 arts-related experiences during the city’s signature events in partnership with special events. What were the 2. Enter into “art-loan” programs with at least two of the four colleges Performance Measures? and universities located in the Glendale region. 3. Offer a set of summer art camp classes for youth. Ongoing budget constraints and the lack of staff time prevented the “art-loan” program from initiation and will be carried in to FY 2014. Fewer CIP projects have impacted the commissioning of new Obstacles/Challenges permanent public art in that fewer funds have gone to the 1% for the arts fund. As the economy improves so will the revenue. 157 OPERATING BUDGET Community Services COMMUNITY SERVICES COMM. SERVICES ADM ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual (1000-14510) Comm. Services Admin. FY 2014 Budget $0 FY 2014 Estimate $0 $0 Total - Comm. Services Adm ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate (A7500) Premiums/Controlled Budget Total - Comm. Services Adm (1000-14510) Comm. Services Admin. Total -Comm. Services Adm $854,372 Percent Over FY 2014 Budget NA $854,372 (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2015 Budget FY 2015 Budget Percent Over FY 2014 Budget $771,047 $54,980 N/A N/A $28,345 N/A $854,372 FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 9 9 158 OPERATING BUDGET Community Services COMMUNITY SERVICES HUMAN SERVICES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual (1000-15010) Community Revitalization $262,265 (1300-30001) HOME Program ($25,000) (1300-30002) Single Family Rehabilitation (1300-30004) Rehab Delivery (1300-30005) Rehabilitation Delivery (1300-30008) Replacement Housing Prog/NR (1300-30010) Habitat-Valley of the Sun (1310-30900) NSP Programs (1311-30910) NSP III FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $270,243 $270,243 $386,825 $1,625,895 $1,461,272 $1,625,895 43% 0% $224,174 $23,882 $0 $0 $0 $0 $0 $0 NA NA $19,014 $0 $0 $0 NA $1,021 $0 $0 $0 NA $429,960 $874,746 $0 $1,320,000 $0 $1,100,000 $0 $1,320,000 NA 0% $38,856 $1,601,026 $1,334,188 $600,000 -63% (1311-30912) Habitat for Humanity (1320-31001) CDBG Programs $558,549 $0 $0 $3,194,359 $0 $1,367,131 $0 $4,549,500 NA 42% (1320-31003) Voluntary Demo - S/B $27,595 $0 $0 $0 NA (1320-31004) Lead-Based Paint Haz Reduction $34,560 $0 $0 $0 NA (1320-31005) PS WestsideEmergency Food Bank (1320-31006) Temporary Relocation $36,259 $34,451 $0 $0 $0 $0 $0 $0 NA NA (1320-31014) Comm Legal Services-legal assi $15,539 $0 $0 $0 NA (1320-31017) Single Family Residential (1320-31018) Paint Reimbursement Program $220,514 $34,477 $0 $0 $0 $0 $0 $0 NA NA (1320-31019) Rehabilitation Staff $102,106 $0 $0 $0 NA (1320-31020) Rehabilitation Delivery $10,694 $0 $0 $0 NA (1320-31022) Roof Repair Program (1320-31026) PS CIR/CONTACS $62,532 $10,365 $0 $0 $0 $0 $0 $0 NA NA (1320-31028) General Administration $342,062 $0 $0 $0 NA (1320-31030) Fair Housing-Commun Legal Svcs (1320-31033) Prehab Faith House-Open $15,000 $20,719 $0 $0 $0 $0 $0 $0 NA NA (1320-31039) PS YWCA Senior Congregate Meal $46,618 $0 $0 $0 NA (1320-31045) PS Glendale Home Accessibility $43,011 $0 $0 $0 NA (1320-31050) St Vincent de Paul-OLPH (1320-31051) Home Food Delivery-Westside FB $50,422 $31,079 $0 $0 $0 $0 $0 $0 NA NA (1320-31054) Boy's & Girl's Club-Metro Phx $20,719 $0 $0 $0 NA (1320-31063) Visual Improvement Prgm (1320-31078) PI-Code Compliance Clean-up $61,310 $11,504 $0 $0 $0 $0 $0 $0 NA NA (1320-31081) Code Prof. Svcs, Clean &Lien $10,811 $0 $0 $0 NA (1320-31084) PS-Centeral Arizona Shelter $20,719 $0 $0 $0 NA (1320-31085) PS-Chrysalis (1320-31086) PS-Duet, Partners In Aging $9,382 $13,468 $0 $0 $0 $0 $0 $0 NA NA (1320-31087) PS- Back to School Clothing Dr $10,356 $0 $0 $0 NA (1320-31088) PS-Comm. Information Referral (1320-31089) PF-Comm Housing $15,539 $125,088 $0 $0 $0 $0 $0 $0 NA NA (1320-31091) PF-A New Leaf $205,311 $0 $0 $0 NA $14,413 $0 $0 $0 NA (1320-31096) PF-COG Parks & Rec (1320-31098) Habitat- Emergency Home Repair $11,554 $336,394 $0 $0 $0 $0 $0 $0 NA NA (1320-31099) COG Housing Div Modern of Bath $77,098 $0 $0 $0 NA (1320-31100) New Leaf Faith Shelter Improve (1320-31101) CASS Emerg Shelter Impr $84,890 $25,276 $0 $0 $0 $0 $0 $0 NA NA (1320-31095) PS-Florence Crittenton Service (1320-31102) Field Operations-Street Recon $351 $0 $0 $0 NA (1320-31104) Community Housing 12/13 $2,388 $0 $0 $0 NA (1320-31107) Economic Dev. VIP 12/13 $4,040 $0 $0 $0 NA 159 OPERATING BUDGET Community Services COMMUNITY SERVICES HUMAN SERVICES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1320-31108) PS-YWCA Meal on Wheels $10,360 $0 $0 $0 (1830-31900) ESG General Administration $13,697 $208,992 $331,137 $208,992 0% (1830-31902) Central AZ Shelter Srvs-ESG (1830-31903) Homeward Bound-ESG $32,642 $20,316 $0 $0 $0 $0 $0 $0 NA NA (1830-31904) PREHAB Faith House-ESG $32,642 $0 $0 $0 NA (1830-31905) ESG Emergency Solution Grant $18,896 $0 $0 $0 NA (1830-31908) CAP Homeless Prevention (1830-31909) CAP Rapid Re-Housing $20,816 $6,662 $0 $0 $0 $0 $0 $0 NA NA (1842-37021) CDBG-R NA $752 $0 $0 $0 NA $70,570 $13,561,596 $0 $15,912,427 $0 $15,914,727 $0 $15,884,596 NA 0% $18,395,030 $24,132,942 $21,778,698 $24,575,808 2% ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget $1,967,432 $16,349,532 $3,003,817 $21,016,434 $3,003,817 $18,662,190 $2,943,295 $21,550,506 -2% 3% -27% (1842-37024) CDBG-R Valley of Sun School (2500-17910) Community Housing Total - Human Services (A7500) Premiums/Controlled Budget Total - Human Services FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-15010) Community Revitalization (1320-31001) CDBG Programs (2500-17910) Community Housing Total -Human Services Percent Over FY 2014 Budget $78,066 $112,691 $112,691 $82,007 $18,395,030 $24,132,942 $21,778,698 $24,575,808 FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 2% 2 2 2 3 50% 8.75 8.75 8.75 8.75 0% 25 24 24 24 0% 35.75 34.75 34.75 35.75 3% 160 OPERATING BUDGET Community Services COMMUNITY SERVICES HUMAN SERVICES-COMM ACTION PRG ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-14420) CAP Local Match FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $123,747 $26,787 $26,987 $5,954 $0 $73,111 $0 $73,111 0% (1820-32050) Case Mgmt-LIHEAP Voucher (1820-32055) Case Mgmt-TANF Voucher $552,387 $45,000 $511,536 $45,000 $648,297 $45,000 $648,297 $45,000 27% 0% (1820-32056) Case Mgmt Admin $191,549 $198,121 $224,053 $224,636 13% $1,440 $1,567 $1,581 $1,581 $208,681 $9,631 $219,149 $9,748 $219,149 $9,748 $207,029 $7,330 (1820-32040) Community Action Program (CAP) (1820-32057) Case Mgmt-NHN Voucher (1820-32060) Community Svcs Block Grant-Adm (1820-32070) ACAA HEAF Program (1820-32071) ACAA SW Gas Assistance -78% 1% -6% -25% $4,531 $8,531 $8,531 $8,693 2% (1820-32072) ACAA URRD Program (1820-32073) ACAA SRP Assistance $10,781 $19,527 $18,182 $29,193 $18,182 $29,193 $37,471 $41,036 106% 41% (1820-32074) ACAA APS Assistance $4,999 $5,000 $5,000 $5,500 10% $0 $0 $730 $0 NA $1,172,273 $1,145,925 $1,236,451 $1,305,638 14% (1842-37130) ADOH HPRP-Fin Assist Total - Human Services-Comm Action Prg ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (A6000) Salary & Related Budget $351,207 $369,644 $369,644 $385,904 4% (A7000) Non-Salary Operating Budget $800,761 $751,745 $842,271 $916,031 22% (A7500) Premiums/Controlled Budget Total - Human Services-Comm Action Prg FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM $20,305 $24,536 $24,536 $3,703 -85% $1,172,273 $1,145,925 $1,236,451 $1,305,638 14% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 0% (1820-32056) Case Mgmt Admin 3.5 3 3 3 (1820-32060) Community Svcs Block Grant-Adm 3.5 2.5 2.5 2.5 0% 7 5.5 5.5 5.5 0% Total -Human Services-Comm Action Prg 161 OPERATING BUDGET Community Services COMMUNITY SERVICES PARKS & REC ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-13010) Pool Maintenance $177,481 $181,551 $181,934 $0 -100% (1000-13020) Park Irrigation $191,884 $181,005 $181,005 $0 -100% $57,772 $3,277,929 $11,279 $4,397,214 $11,279 $5,172,214 $0 $4,760,614 -100% 8% (1000-14610) Parks & Recreation Admin. $319,608 $694,234 $694,234 $0 -100% (1000-14630) Recreation Support Services $729,163 $129,242 $129,242 $304,223 135% (1000-14650) Youth and Teen (1000-14660) Special Events and Programs $198,057 $5,873 $0 $5,793 $0 $5,793 $24,347 $0 NA -100% (1000-14670) Sports and Health $308,504 $3,312 $3,312 $0 -100% (1000-14680) Aquatics (1000-14710) Park Rangers $141,463 $294,399 $142,718 $261,679 $142,718 $261,679 $437,347 $271,924 206% 4% (1000-15015) Neighborhood Partnership $104,546 $105,795 $108,795 $107,805 2% (1280-13290) YSC - Parks & Rec $151,701 $262,000 $262,000 $233,000 -11% (1840-35004) Grant Approp - Parks & Rec (1840-35015) Misc P&R Grants $0 $3,852 $175,000 $0 $175,000 $0 $175,000 $0 0% NA (1840-35019) Sahuaro Ranch Sustainability (1000-13030) Parks CIP & Planning (1000-13040) Parks Maintenance $10,208 $0 $0 $0 NA (1840-35020) Bonsall Park Donation (1840-35021) P&R Youth Scholarship Donation $2 $3,568 $0 $0 $0 $0 $0 $0 NA NA (1840-35022) GRASP Fitness & Nutrition Prog $36,406 $0 $0 $0 NA (1840-35023) Glendale Adult Ctr Donation $816 $0 $0 $0 NA (1880-14810) Recreation Self-Sustaining (1880-14820) Rec Self Sust-Administration $0 $128,360 $0 $20,360 $0 $20,360 $4,360 $16,053 (1880-14840) Sports Self Sustaining $237,489 $282,276 $272,276 $277,619 -2% (1880-14850) Youth and Teen Self Sustaining (1880-14890) Aquatic Self Sustaining $217,951 $25,303 $246,709 $70,546 $254,059 $60,546 $278,499 $61,421 13% -13% (1880-14891) GESD-Reimb Division (1885-13110) O'Neil Park Maintenance (1885-13135) City-Wide Aquatics (1885-13140) Cactus Pool Repair (1885-13160) Ironwood Pool Repair ($1,617) $0 $0 $0 NA $0 $4,800 $0 $0 -100% $10,762 $6,160 $32,000 $0 $12,000 $0 $10,500 $0 -67% NA $6,282 $0 $0 $0 $4,185 $12,000 $4,185 $8,000 $7,500 $8,000 79% -33% $7,000 $7,000 $13,000 86% $10,000 $10,000 $10,000 0% $9,000 $4,000 $9,000 $4,000 $10,985 $4,000 22% 0% $13,188 $46,383 $46,383 $46,383 0% $0 $0 $0 $5,000 NA $6,657,083 $7,300,081 $8,037,014 $7,067,580 -3% (1885-13170) Dedicate A Tree (1885-13180) Desert Valley Park ($27) $0 (1885-13190) GESD ES Ballfields $0 (1885-13210) Desert Mirage Park $0 (1885-13220) Desert Gardens Park (1885-13230) Discovery Park $0 $0 (1885-13235) Elsie McCarthy Pk. Maint (1885-13237) Paseo Racquet Center Total - Parks & Rec NA -21% NA 162 OPERATING BUDGET Community Services COMMUNITY SERVICES PARKS & REC ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (A6000) Salary & Related Budget $2,883,861 $2,749,836 $2,755,219 $2,334,027 (A7000) Non-Salary Operating Budget $3,523,963 $4,344,193 $5,075,743 $4,605,875 (A7500) Premiums/Controlled Budget $249,259 $206,052 $206,052 $127,678 -38% $6,657,083 $7,300,081 $8,037,014 $7,067,580 -3% Total - Parks & Rec FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate (1000-13010) Pool Maintenance 2 2 2 (1000-13030) Parks CIP & Planning (1000-13040) Parks Maintenance 1 20 23 23 (1000-14610) Parks & Recreation Admin. 4 8 8 (1000-14630) Recreation Support Services (1000-14650) Youth and Teen (1000-14670) Sports and Health 4 -15% 6% FY 2015 Budget Percent Over FY 2014 Budget 20 -13% 3 4.25 4 (1000-14680) Aquatics 3 (1000-14710) Park Rangers (1000-15015) Neighborhood Partnership 3 2 (1880-14840) Sports Self Sustaining 1 (1880-14850) Youth and Teen Self Sustaining Total -Parks & Rec 3 1 3 1 3 1 0% 0% 5 4 4 4 0% 50.25 41 41 34 -17% 163 OPERATING BUDGET Community Services COMMUNITY SERVICES PARKS & REC-FAC/COMMERCIAL OPS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-14620) Glendale Community Center (1000-14640) Adult Center (1000-14690) Audio/Visual/Support Services (1000-14720) Foothills Recreation Center (1000-14760) Historic Sahuaro Ranch FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $51,997 $16,820 $16,820 $0 -100% $384,415 $287,419 $287,419 $139,670 -51% $0 $1,235,106 $0 $1,204,393 $0 $1,204,393 $278,596 $1,074,137 NA -11% -100% $97,002 $11,714 $11,714 $0 (1740-11710) Civic Center $647,941 $586,180 $586,180 $539,568 -8% (1880-14825) Adult Center Self Sustaining (1880-14830) Rec Self Sust-Foothills Rec $92,944 $246,330 $136,511 $325,319 $136,511 $285,319 $136,615 $291,047 0% -11% (1880-14860) SRPHA Sahuaro Ranch Hist $64,491 $70,084 $70,084 $70,090 (1880-14892) Glendale Community Center $1,104 $5,001 $5,001 $0 $2,821,330 $2,643,441 $2,603,441 $2,529,723 Total - Parks & Rec-Fac/Commercial Ops ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget 0% -100% -4% Percent Over FY 2014 Budget (A6000) Salary & Related Budget $1,281,186 $956,371 $956,371 $918,246 -4% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget $1,434,596 $105,548 $1,596,076 $90,994 $1,556,076 $90,994 $1,574,854 $36,623 -1% -60% $2,821,330 $2,643,441 $2,603,441 $2,529,723 -4% Total - Parks & Rec-Fac/Commercial Ops FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-14620) Glendale Community Center (1000-14640) Adult Center FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 1 5 4 4 2 -50% (1000-14690) Audio/Visual/Support Services 4 (1000-14720) Foothills Recreation Center 7 4 4 2 -50% (1000-14760) Historic Sahuaro Ranch (1740-11710) Civic Center 1 5 4 4 3 -25% (1880-14830) Rec Self Sust-Foothills Rec 1 1 1 1 0% 20 13 13 12 -8% Total -Parks & Rec-Fac/Commercial Ops 164 OPERATING BUDGET Community Services COMMUNITY SERVICES LIBRARY & ARTS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-15220) Library FY 2013 Actual FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $4,426,093 $4,205,584 $4,205,584 $4,081,979 $679 $0 $0 $0 $147,077 $127,392 $206,677 $148,905 $206,611 $120,000 $173,162 $120,000 (1000-15230) Arts Maintenance - Admin. (1220-15310) Arts Maintenance (1260-15410) Library Book Fund FY 2014 Budget -3% NA -16% -19% (1840-36001) State Grant In Aid 2005 $8,009 $0 $0 $0 (1840-36006) Grant Approp - Library $0 $275,000 $275,000 $275,000 0% (1840-36038) Books for AZ Libraries (1840-36044) Misc Library Grants $3,259 $1,466 $0 $0 $0 $0 $0 $0 NA NA $108 $0 $0 $0 NA $2,186 $590 $0 $0 $0 $0 $0 $0 NA NA (1840-36045) Memorial Donations-Library (1840-36046) Library Donations (1840-36047) VSUW Success by 6 Initiative (1840-36048) Library Teen Program Donations Total - Library & Arts ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Library & Arts FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM NA $768 $0 $0 $0 NA $4,717,627 $4,836,166 $4,807,195 $4,650,141 -4% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $3,551,360 $3,146,462 $3,151,052 $3,167,317 1% $980,930 $1,530,147 $1,496,586 $1,409,362 -8% $185,337 $159,557 $159,557 $73,462 -54% $4,717,627 $4,836,166 $4,807,195 $4,650,141 -4% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-15220) Library 55 43.5 43.5 42.5 -2% (1220-15310) Arts Maintenance 1 1 1 1 0% 56 44.5 44.5 43.5 -2% Total -Library & Arts 165 OPERATING BUDGET Development Services PERFORMANCE MEASURES DEVELOPMENT SERVICES Mission Statement: Building Safety: The Building Safety Division 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. Code Compliance: To maintain established community standards that preserve and promote the health, safety and living environment of our community and neighborhoods. Planning: The Glendale Planning Division provides professional quality customer 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. • Facilitate decision making through Glendale’s Boards & Commissions. • Administer adopted regulations and guidelines in a fair and impartial manner. • Manage the general plan, 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. Department Description: Building Safety: The Building Safety Division is the central resource for building construction, code information, plan review, permit issuance and building construction inspection. The division consists of the building inspection, plan review, development services center and cross connection control divisions. Our core purpose is to protect the lives and safety of Glendale residents through the implementation of building, plumbing, mechanical and electrical codes. Code Compliance: The Code Compliance Division is responsible for ensuring compliance with city codes and ordinances. These regulations are local laws adopted by the Glendale City Council and represent community standards. These community standards have been established to promote health and safety, protect the community from blight and deterioration and enhance the livability of Glendale. Code Compliance has primary enforcement responsibility for numerous city codes but also works in partnership with various departments to ensure both residents and businesses are in compliance with city code regulations. 166 OPERATING BUDGET Development Services Planning: The Planning Division has three major functions: long range planning and research, current planning, and zoning administration. All three major functions provide service to internal and external customers to service the community. The long range planning and research function is responsible for the long-range physical General Plan, special studies, research, quarterly population estimates, 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 functions manages the review of land use applications including minor 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, group homes and custom home reviews and geographic information systems and mapping services. The administration function prepares staff reports and ensures compliance for City Council, the Planning Commission, the Historic Preservation Commission and Board of Adjustment Workshops and public hearings. This function also ensures proper advertising and notification processes are complete and in conformance with state open meeting laws. The administrative support function manages the departmental budget, request for service inquiries and provides staff support for City Council, the Planning Commission, the Historic Preservation Commission and Board of Adjustment public workshops and public hearings. A new component to the Planning Department for FY13 will be the addition of Mapping & Records. This component will provide additional resources to the department and to internal and external customers. It includes a significant GIS (Geographic Information Services) component which will allow greater use of GIS as a tool for city staff and clients who need information relative to property data, recorded subdivision plats, public rights-of-way and easements. Mapping & Records will augment the graphic capabilities of the Planning Department which prepares and provides exhibits for internal and external customers. FISCAL YEAR 2015 GOALS Building Safety will analyze and streamline its process for the issuance of Certificates of Occupancy (C of O)at the end of a FY 2015 Goal construction project. Related Council Priority Service Level Options Staff will conduct an analysis of the current C of O process and create a new form for customers. Use of the new process and form will be Activities communicated to general contractors. 167 OPERATING BUDGET Development Services Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges The intent is to make this process more customer-friendly, making it easier for a contractor to control the close-out of a building project. This will also be more efficient for Building Safety, requiring less staff time for this function. This activity will take place throughout the fiscal year. No challenges are anticipated as this process should be easier for staff and customers. Building Safety will continue to explore options for and implement a complete electronic plan review process. Related Council Priority Service Level Options Staff members from impacted city departments will be contacted and involved in this process. Communication will take place with the City Activities Manager's Office, elected officials and the development community. This will require the installation of an electronic plan review software system. This will allow our development customers to submit their drawings in an electronic, paperless format, saving them time and Expected Outcomes money. The electronic routing and review of construction documents (Perf. Measures) will also be more efficient for our staff. This will provide electronic record drawing storage allowing for easier document retrieval. This will take place throughout the year. Time Commitment Multiple departments will need to be onboard for this project to be successful. There are also concerns about software/hardware Expected Challenges compatibility and costs associated with initiating this electronic plan review system. FY 2015 Goal Through Code Compliance - Provide code enforcement and education services that promote a clean, safe and healthy living environment and FY 2015 Goal prevent the negative impact of blight and deterioration on residential neighborhoods. Related Council Priority Service Level Options Respond promptly to resident calls for service to ensure timely compliance with city codes and ordinances that directly impact residential neighborhoods and participate in community activates/ Activities events/education programs to increase community awareness of city codes and the enforcement processes. • Respond to resident calls for service within 2 business days; 90% of the time Expected Outcomes • Resolve calls for service cases within 30 days; 70% of the time (Perf. Measures) • Participate in 12 neighborhood/community education activities. This is an annual goal and will require an ongoing time commitment Time Commitment throughout the year. Consistent staffing levels will be needed throughout the year to Expected Challenges achieve this goal. 168 OPERATING BUDGET Development Services Completion of the General Plan Update; Glendale 2040. FY 2015 Goal Related Council Priority Economic Development Continue to work with the Steering Committee on the formation of the Activities city wide General Plan Update. Expected Outcomes (Perf. Measures) A community based land use plan that is supported by all stakeholders: Steering Committee, residents, business community. Time Commitment Two years. Expected Challenges Citizen Participation involvement and level of staff time needed to complete the Goal. Redesign the Planning Division's webpage to provide options to submit certain applications on line. Related Council Priority Service Level Options Continue to provide exceptional service through streamlining the Activities administrative process. FY 2015 Goal Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges Reduce review and wait time to obtain information and/or approval of applications through technology innovation. One year. Staff capacity and limited technology resources. FISCAL YEAR 2014 Innovations and Accomplishments:  Innovation - Code Compliance solicited and secured outside sponsors that paid for a fourweek long Home Owner Association training and ten-week long Glendale University 101 resident education program.  Innovation - Code Compliance applied for and received CDBG funding that assisted with the identification and elimination of city code violations in eligible neighborhoods.  Accomplishment - Conducted plan review for a 600,243 square foot building in seven business days.  Accomplishment - Building Safety staff participated in cross training to allow staff to handle increased workloads with existing staff levels.  Accomplishment - Provided opportunities and support for all citizens, residents and businesses wishing to locate, relocate and renovate within the city through partnership. Staff executed several projects that required expedited schedules. General Plan Amendment and Rezoning entitlement for Bethany 101 for the development of American Furniture Warehouse within 6 weeks. Design Review for ground up development for Dignity Westgate Medical Center and Midwestern University campus expansion. 169 OPERATING BUDGET Development Services GOAL UPDATES Through Code Compliance - Provide code enforcement and education services that promote a clean, safe and healthy living environment and FY 2014 Goal prevent the negative impact of blight and deterioration on residential neighborhoods. One community with strong neighborhoods. Related Council Goal Yes. Code Compliance's response to resident calls was within two business days over 90%. The Division also participated in over 12 Was the Goal Met? neighborhood/community education activities. • Respond to resident calls for service within 2 business days; 90% of the time What were the Performance Measures? • Resolve calls for service cases within 30 days; 70% of the time • Participate in 12 neighborhood/community education activities. Turnover in staffing created challenges for the Division to meet the service call goal, however, Code Compliance Supervisors redistributed Obstacles/Challenges workloads and worked with Inspection staff to continue providing responsive Code Compliance services to Glendale res FISCAL YEAR 2013 GOAL UPDATES FY 2013 Goal Related Council Goal Was the Goal Met? Administer and enforce construction codes and development regulations that produce a safe, durable, efficient, accessible, and sustainable built environment. One community with high quality services for citizens. Yes. All updated code were adopted and are now implemented to meet the latest safety standards. The City of Glendale adopted our first Energy code with this series. Codes were adopted on October 23, 2012 and became effective on Dec. 1, 2012. What were the Codes to be adopted by October 2012. Performance Measures? The amount of staff time required to complete this goal. Obstacles/Challenges 170 OPERATING BUDGET Development Services DEVELOPMENT SERVICES BUILDING SAFETY ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-15610) Building Safety FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $1,707,891 $2,084,885 $2,075,449 $2,030,317 -3% (1000-15620) Development Services Center $362,820 $0 $0 $0 NA (1010-15890) Building Safety-Super Bowl (2400-17510) Cross Connection Control $0 $135,029 $0 $142,222 $0 $138,022 $118,419 $136,798 NA -4% $2,205,740 $2,227,107 $2,213,471 $2,285,534 3% Total - Building Safety ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Building Safety FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual $2,068,057 $75,612 FY 2014 Budget $1,913,126 $259,621 FY 2014 Estimate $1,913,486 $245,625 FY 2015 Budget Percent Over FY 2014 Budget $2,021,018 $234,102 6% -10% -44% $62,071 $54,360 $54,360 $30,414 $2,205,740 $2,227,107 $2,213,471 $2,285,534 3% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-15610) Building Safety 18 21 21 21 0% (1000-15620) Development Services Center 5 (2400-17510) Cross Connection Control Total -Building Safety 2.75 1.75 1.75 1.75 0% 25.75 22.75 22.75 22.75 0% 171 OPERATING BUDGET Development Services DEVELOPMENT SERVICES PLANNING ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-13770) Mapping and Records FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $87,356 $98,809 $92,944 $96,627 (1000-15910) Planning Administration $298,283 $749,739 $741,289 $769,640 3% (1000-15930) Current Planning (1000-15940) Long-Range Planning & Research $265,970 $145,756 $0 $0 $0 $0 $0 $0 NA NA $797,365 $848,548 $834,233 $866,267 2% Total - Planning ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Planning FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM $748,875 $32,778 FY 2014 Budget $726,249 $107,707 FY 2014 Estimate $726,249 $93,392 FY 2015 Budget -2% Percent Over FY 2014 Budget $754,147 $104,770 4% -3% -50% $15,712 $14,592 $14,592 $7,350 $797,365 $848,548 $834,233 $866,267 2% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-13770) Mapping and Records 1 1 1 1 0% (1000-15910) Planning Administration 3 7 7 7 0% (1000-15930) Current Planning 3 8 8 8 0% (1000-15940) Long-Range Planning & Research Total -Planning 2 9 172 OPERATING BUDGET Development Services DEVELOPMENT SERVICES CODE COMPLIANCE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-14410) Code Compliance Total - Code Compliance ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Code Compliance FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-14410) Code Compliance Total -Code Compliance FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $1,152,051 $1,226,530 $1,226,530 $1,206,734 -2% $1,152,051 $1,226,530 $1,226,530 $1,206,734 -2% FY 2013 Actual $1,065,636 $51,742 FY 2014 Budget $1,088,240 $109,776 FY 2014 Estimate $1,088,240 $109,776 FY 2015 Budget Percent Over FY 2014 Budget $1,101,506 $91,727 1% -16% $34,673 $28,514 $28,514 $13,501 -53% $1,152,051 $1,226,530 $1,226,530 $1,206,734 -2% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 16 15 15 14 -7% 16 15 15 14 -7% 173 OPERATING BUDGET Development Services DEVELOPMENT SERVICES COMMUNITY DEV ADMIN ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-15510) CD Deputy City Manager Total - Community Dev Admin ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget FY 2013 Actual FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-15510) CD Deputy City Manager Total -Community Dev Admin FY 2014 Estimate FY 2015 Budget $40,266 $0 $0 $40,266 $0 $0 FY 2013 Actual FY 2014 Budget FY 2014 Estimate Percent Over FY 2014 Budget $0 NA 0% FY 2015 Budget Percent Over FY 2014 Budget $38,314 $5 $0 $0 N/A N/A $1,947 $0 $0 N/A $40,266 $0 $0 (A7500) Premiums/Controlled Budget Total - Community Dev Admin FY 2014 Budget FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 1 1 174 OPERATING BUDGET Economic Development PERFORMANCE MEASURES ECONOMIC DEVELOPMENT Mission Statement: The mission of the Economic Development Division is to create high quality jobs, develop financially sound projects that increase the city’s tax base, assist entrepreneurs and small Glendale businesses, and enhance underperforming properties to increase the quality of life for current businesses and the community. Department Description: The Office of Economic Development is responsible for forging strong relationships with the business and development community to collaboratively direct business attraction, redevelopment, and business retention and expansion. Creating a business-friendly climate requires coordinating internally with affected stakeholder groups and externally with the city's business and community partners. The purpose in doing so is to facilitate the creation of high quality jobs, to ensure the highest and best use of existing commercial properties, and to maximize the development of new projects to create complementary uses and new revenue streams. This office is critical for the city's overall economic growth that allows for the continued delivery of citizen services. FISCAL YEAR 2015 GOALS Ensure seamless operations for the planning and execution of all activities related to the 2015 Pro Bowl and Super Bowl XLIX national events; and, work cooperatively with GPEC and WESTMARC on the FY 2015 Goal Visiting CEO program to promote Glendale's economic development opportunities to corporate visitors. Related Council Priority Super Bowl/Public Safety Coordinate the activities of the internal operations team to ensure information sharing, report to management on the activities taking place, respond to media and public records requests, manage the Activities budget and expenditures, and coordinate with all external stakeholders. Work directly with GPEC and WESTMARC on hosting opportunities. The project is delivered within budget and all bid requirements are accomplished in accordance with specifications provided. Expected Outcomes Staff will make contact with a minimum of 30 visiting CEO's or (Perf. Measures) counterparts to discuss location opportunities in Glendale. This will be an ongoing goal through February 2015. It is expected to Time Commitment be 50% or more of the project manager's time. Unanticipated expectations from external stakeholders or changes in public security protocols administered by the Department of Expected Challenges Homeland Security. 175 OPERATING BUDGET Economic Development Work with the Urban Land Institute on an AZTap project to identify development opportunities within the Glendale Centerline project. Related Council Priority Centerline Identify an internal team, work internally to define an appropriate project scope, seek grant opportunities to fund the project, coordinate with the Urban Land Institute for the development of the exercise, Activities execute a public meeting where the panel of experts will discuss the project and provide their insights from a land-use, planning, and redevelopment perspective. Coordinate a successful event that culminates in a report of potential opportunities that exist in the Centerline area. Assess and prioritize Expected Outcomes the opportunities. Develop a strategic plan that will address the items (Perf. Measures) from the report with implementation timeframes. This will be an ongoing goal for the entire fiscal year. Time Commitment Identifying a funding source for the project, ensuring that the project scope is appropriately defined, minimizing scope creep, and Expected Challenges identifying other opportunities to implement successes in the Centerline area. FY 2015 Goal Facilitate the creation of quality jobs for Glendale residents in key industries that pay above average wages; and, generate new revenue for the city through quality development projects. Related Council Priority Economic Development Refine marketing materials that include industry specific data and information, continue to be responsive to GPEC leads and heavily pursue those opportunities, examine infill opportunities as well as Activities highest and best use of land in the western area, participate in business attraction site visits and scouting trips, and maintain positive working relationships with area brokers. Add or retain a minimum of 1,000 jobs from Glendale businesses and Expected Outcomes facilitate at least one new development project that generates at least (Perf. Measures) $1M in ongoing revenue for the city. This will be an ongoing goal for the entire fiscal year. Time Commitment Low inventory of existing industrial and retail space within the city Expected Challenges will rely heavily on new builds in order to achieve this goal. FY 2015 Goal FISCAL YEAR 2014 Innovations and Accomplishments:  Innovation - As evidence of our ongoing support for the business community and serving as an attraction opportunity, Economic Development staff coordinated Glendale’s first multi-employer job fair in December 2013. The fair attracted more than 700 applicants for about 1,500 posted jobs. The City hosted the event at the Foothills Recreation and Aquatic Center in partnership with Maricopa Workforce Connections and Glendale Community College (GCC). As an added bonus, GCC hosted a pre-event presentation for 176 OPERATING BUDGET Economic Development job-seekers on the topic of using LinkedIn to network for career success. The event received tremendous media attention and featured 10 Glendale employers, including Dignity Health, ZyTech Building Systems, Terminix, Empereon-Constar, CSAA/AAA Insurance, and the Glendale Police Department. GOAL UPDATES FY 2014 Goal Related Council Goal Was the Goal Met? Facilitate the creation of quality jobs for Glendale residents in key industries that pay above average wages, plus benefits. One community with quality economic development. Yes. To date for FY2013-14, the department has facilitated 2,485 new jobs in Glendale. This brings the department’s grand total to 10,646 jobs; 7,011 from new locates to Glendale and 3,635 jobs from existing companies in just the past six years. This also represents the absorption of 4 million sq1uare feet of developable property and the retention of 2 million square feet of existing property. The department has also conducted a significant amount of research and strengthened existing relationships in order to position the city to capture new investment opportunities as the economy continues to improve. What were the Creation of 500 jobs in Glendale Performance Measures? The 2014 2nd quarter to date vacancy rate for industrial space within the city is 5.9% and for retail is 7.6%. Low inventory was an obstacle/challenge this past fiscal year and will be a challenge moving forward as we have no large retail or industrial buildings. These Obstacles/Challenges significantly low vacancy rates limits the city’s ability to be responsive to potential prospects, many of which are seeking existing facilities vs. new construction. Generate new revenue for the city with quality development projects and enhance the quality of life for Glendale residents by providing a FY 2014 Goal quality full-service community. One community that is fiscally sound. Related Council Goal Yes. As a result of several large projects that began as a result of Economic Development efforts during FY2013-14 including Northern Pipeline, American Furniture Warehouse, Tanger Phase II, and multiple campus expansions at Midwestern University, private industry is expected to make a $119 million dollar capital investment Was the Goal Met? in our community. In addition, we have facilitated the location of businesses that are expected to generate significant ongoing sales tax revenue for the city including: American Furniture Warehouse, $3.4 million; Aspera, $1.4 million; and Tanger Phase II, $1 million. Identify specific parcels and areas for development of Parks and What were the coordinate with Planning by including in the Comprehensive Plan to Performance Measures? ensure proper zoning for future development. 177 OPERATING BUDGET Economic Development Obstacles/Challenges Due to the fact that much of what Economic Development does is dependent upon ancillary activities in other departments and a very lean staffing model in the office, the extremely high turnover rate for the city is beginning to impact our ability to provide expedited service. FISCAL YEAR 2013 GOAL UPDATES FY 2013 Goal Related Council Goal Was the Goal Met? Assist existing Glendale businesses through a proactive Business Retention and Expansion Program. One community with quality economic development. Yes, the Economic Development Division-Business Retention program co-hosted with the Glendale Chamber of Commerce this past year with the largest state-wide Procurement Fair located on the campus of Thunderbird School of Global Management. Over 70 exhibitors were on hand and over 500 people attended. In addition, the Division, arranged for a series of mini-workshops to be held in conjunction with the Fair where the SBDC, PTAC and Thunderbird School of Global Management provided information on the programs and assistance available to small business in Glendale. In addition, the Division assisted Serta Mattress expand their operations in two-phase process, including purchase of additional land and the construction of additional warehouse space and office adjacent to their existing building. What were the Reach out to 30 existing Glendale companies. Performance Measures? Expected challenges that occurred was assisting companies with Obstacles/Challenges limited resources. 178 OPERATING BUDGET Economic Development ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-16010) Economic Development FY 2013 Actual ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $785,419 $749,577 $707,077 $762,914 2% $0 $0 $0 $25,000 NA $785,419 $749,577 $707,077 $787,914 5% (1010-16120) National Events Pre-Planning Total - Economic Development FY 2014 Budget FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (A6000) Salary & Related Budget $625,279 $630,027 $630,027 $702,679 12% (A7000) Non-Salary Operating Budget $149,772 $109,700 $67,200 $79,300 -28% -40% (A7500) Premiums/Controlled Budget Total - Economic Development $10,368 $9,850 $9,850 $5,935 $785,419 $749,577 $707,077 $787,914 5% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget (1000-16010) Economic Development 6 6 6 6 0% 6 6 6 6 0% Total -Economic Development Percent Over FY 2014 Budget 179 OPERATING BUDGET Economic Development ECONOMIC DEVELOPMENT BUSINESS DEVELOPMENT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-16025) Business Development Total - Business Development ACCOUNT ROLLUP TYPE OF EXPENDITURES (A7000) Non-Salary Operating Budget Total - Business Development FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $151,548 $215,000 $215,000 $153,174 -29% $151,548 $215,000 $215,000 $153,174 -29% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $151,548 $215,000 $215,000 $153,174 -29% $151,548 $215,000 $215,000 $153,174 -29% 180 OPERATING BUDGET Economic Development ECONOMIC DEVELOPMENT REBATES & INCENTIVES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-16210) Rebates & Incentives Total - Rebates & Incentives ACCOUNT ROLLUP TYPE OF EXPENDITURES (A7000) Non-Salary Operating Budget Total - Rebates & Incentives FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $338,000 $338,000 $338,000 $0 -100% $338,000 $338,000 $338,000 $0 -100% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $338,000 $338,000 $338,000 $0 -100% $338,000 $338,000 $338,000 $0 -100% 181 OPERATING BUDGET Finance & Technology PERFORMANCE MEASURES FINANCE & TECHNOLOGY Mission Statement: The Finance and Technology Department provides financial management services and the implementation of agile and cost effective information technology solutions; and these services are provided with integrity and accountability while improving service levels, reducing City costs, and leveraging information across City departments. Department Description: The Financial Services operations of the Finance and Technology Department provides a range of services that helps ensure prudent fiscal management of city resources. Specifically, four divisions of the department provide the following services: • The Management and Budget Division conducts independent, objective analyses of expenditures and revenues, as well as expenditure and revenue forecasts, in monitoring the budget for the current fiscal year and developing the budget for the next fiscal year. • The Finance Division’s main responsibilities are debt management, banking services, investment management, financial analysis, sales tax management and water services billing for the city. Finance also provides financial information to the public, state agencies, bond holders, grantors, auditors, city management, and the City Council. Finance also provides customer service for water services and our taxpayers. • The Materials Management Division works with departments to ensure the procurement of goods and services is completed in a manner that is compliant with city and state statutes. • The Grants Administration Division 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. Information Technology (IT) supports the city’s technology infrastructure such as application support, network, data services, email, and telephony. IT also supports the enhancement of business processes through the use of the LEAN methodology blended with the appropriate application of technology. FISCAL YEAR 2015 GOALS Review and update financial policies and departmental policies and procedures to ensure the protection of City assets. Related Council Priority Fiscal Sustainability Identify key staff responsible for review and update of the financial Activities policies and the update of the departmental policies and procedures. • Education of the Council and public on the financial policies Expected Outcomes • Ongoing financial sustainability (Perf. Measures) • Ongoing protection of City assets and adherence to best practices FY 2015 Goal 182 OPERATING BUDGET Finance & Technology Time Commitment Expected Challenges 8-12 months projected • Determining Council priorities for financial policies • Educating the public and staff • Time commitment from staff Upgrade the PeopleSoft Human Capital Management system. FY 2015 Goal Related Council Priority Fiscal Sustainability The cross-departmental technical team will work with the selected to vendor to complete tasks that include configuring and testing the new Activities version of the software. To have an upgraded Human Capital Management that is inline with Expected Outcomes the Oracle's product support policies. (Perf. Measures) 6-9 months Time Commitment Limited staff resources Expected Challenges Ensure the effective management and protection of City tax and license data, operations, and revenue with the transition of sales tax FY 2015 Goal payments and data to the Arizona Department of Revenue. Related Council Priority Fiscal Sustainability Work with the League of Arizona Cities and Towns to ensure the transition of tax and license administration, through the Arizona Activities Department of Revenue, is seamless to the taxpayers and City revenues are not compromised. • Effective January 1, 2015, the tax and license administration is transitioned to the Arizona Department of Revenue • City taxpayers are properly notified and see no difference in service Expected Outcomes levels (Perf. Measures) • City revenues are protected and adequate taxpayer data is maintained and available for staff 6 months Time Commitment • Ensuring City is receiving all the revenue payments timely and accurately from the Arizona Department of Revenue • Ensuring the payment delay from the Arizona Department of Expected Challenges Revenue is minimized • Ensuring sales tax data is complete, accurate, and timely Information Technology Steering Committee Implementation FY 2015 Goal Related Council Priority Fiscal Sustainability • Establish purpose, goals, and project/technology approval process. • Identify technology priorities including funding. Activities • Identify technology projects that will be included in the FY 2016 budget Have organizational technology goals that will prioritize technology Expected Outcomes projects and allow the city to utilize technology strategically. (Perf. Measures) 6-12 months Time Commitment 183 OPERATING BUDGET Finance & Technology Expected Challenges • Limited technology and staff resources • Competing priorities • Limited funding Develop and implement useful periodic financial reporting for the departments and the public. Related Council Priority Fiscal Sustainability Develop regular financial reporting for use by departments in managing budgetary spending and develop regular financial reporting Activities appropriate for public financial reporting. Appropriate monthly and/or quarterly revenue and expenditure Expected Outcomes reporting that is accurate, timely and useful in decision making. (Perf. Measures) 6 months Time Commitment • Determining the scope and level of detail necessary for useful financial reporting Expected Challenges • Limited department resources FY 2015 Goal FISCAL YEAR 2014 Innovations and Accomplishments:  Accomplishment - Prepared a comprehensive General Fund Long Range Financial Forecast which set the stage for FY14-15 budget discussions.  Accomplishment - Received the Government Finance Officers' Association awards for the FY12-13 Comprehensive Annual Financial Report and the FY13-14 Annual Budget. GOAL UPDATES Collect, analyze and provide accurate and useful information to Council, city management, city departments and the public as it relates to the city budget. One community that is fiscally sound Related Council Goal Yes - Effectively reduced a $17.6 million projected General Fund deficit to a $2.1 million planned spend down of fund balance due to one-time costs related primarily to the 2015 Super Bowl. Budget process included presentation of the General Fund Financial Forecast, a series of six subsequent public Council Budget Workshops, and Was the Goal Met? multiple presentations given to the public. Financial information also included quarterly financial updates presented at Council Budget Workshops on the major City operating funds including the General Fund. Completion of the upcoming fiscal year's budget workshops that ends with formal Council budget adoption. Monthly and/or quarterly What were the Performance Measures? revenue and expenditure reporting to Council is presented accurately and in a timely manner. FY 2014 Goal 184 OPERATING BUDGET Finance & Technology Obstacles/Challenges • The Five Year Financial Forecast indicated a structural operating defict averaging $14 million over the first three forecasted years and increasing to an average of $30 million in years four and five. • A significant amount of financial data was presented throughout the budget process to departments, Council, and the public. Develop a five to seven year phased plan for replacing the city’s aging telephone system that is reaching the end of its useful life. One community with high quality services for citizens. Related Council Goal Yes Was the Goal Met? To replace the phone system with a cost effective solution that meets What were the Performance Measures? the current and future needs of the city. Limited funding resources. Obstacles/Challenges FY 2014 Goal FISCAL YEAR 2013 GOAL UPDATES Implement public web-based financial expenditure and revenue reporting. One community that is fiscally sound Related Council Goal Phase one of Follow Your Money was launched in July 2012, which focused on detailed expenditure and revenue information. Budget Was the Goal Met? performance information was added as a second phase in December 2012. Enhanced reporting capabilities for the public. Ability to search and What were the Performance Measures? download expenditure data based on multiple criteria. None Obstacles/Challenges FY 2013 Goal FY 2013 Goal Related Council Goal Was the Goal Met? What were the Performance Measures? Obstacles/Challenges Complete migration of email to hosted provider. One community that is fiscally sound The City is still in the process of migrating to the hosted provider. Transparent migration of email services to hosted provider. Reduced maintenance impact on internal staff. As IT began moving users to the hosted provider, it was discovered that computers also needed to be updated as well. This has made the migration process much longer than expected. 185 OPERATING BUDGET Finance & Technology FINANCE & TECHNOLOGY FINANCE ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-11310) Finance Administration $466,806 $404,364 $404,364 $588,451 (1000-11320) Accounting Services $746,372 $891,245 $891,245 $848,923 -5% (1000-11340) License/Collection (1282-11415) Arena Management Fee $895,766 $1,849,296 $916,102 $9,500,000 $923,258 $14,405,695 $1,066,975 $16,001,610 16% 68% (1790-11400) AZSTA - Stadium Tax Refund $2,535,204 $2,128,480 $2,008,517 $2,015,821 -5% (2360-17020) Customer Service Office $2,668,424 $2,643,052 $2,837,052 $2,904,338 10% $9,161,868 $16,483,243 $21,470,131 $23,426,118 42% FY 2014 Budget FY 2014 Estimate FY 2015 Budget Total - Finance ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual 46% Percent Over FY 2014 Budget (A6000) Salary & Related Budget $3,365,773 $3,648,618 $3,648,618 $3,878,950 6% (A7000) Non-Salary Operating Budget $3,816,621 $9,708,577 $17,291,825 $18,989,739 96% (A7500) Premiums/Controlled Budget $1,979,474 $3,126,048 $529,688 $557,429 -82% $9,161,868 $16,483,243 $21,470,131 $23,426,118 42% FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget Total - Finance FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual (1000-11310) Finance Administration 4 3 3 4 33% (1000-11320) Accounting Services (1000-11340) License/Collection 13 7 14 10 14 10 13 10 -7% 0% 35.5 29.5 29.5 29.5 0% 59.5 56.5 56.5 56.5 0% (2360-17020) Customer Service Office Total -Finance 186 OPERATING BUDGET Finance & Technology FINANCE & TECHNOLOGY LEASE PMTS/OTHERFEES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-11380) Lease Payments (1000-11390) Merchant Fees (1000-89800) 1000 Advisor Fees (2040-89806) 2040 Advisor Fees FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $1,177,077 $1,329,761 $1,329,761 $1,801,434 35% $173,607 $303,687 $303,687 $206,000 -32% $68,191 $855 $90,000 $2,000 $90,000 $1,140 $90,000 $855 0% -57% (2060-89804) 2060 Advisor Fees $79 $500 $110 $83 -83% (2100-89815) 2100 Advisor Fees $483 $1,000 $620 $465 -54% (2180-89808) 2180 Advisor Fees (2210-89813) 2210 Advisor Fees $2,088 $225 $5,000 $0 $3,220 $0 $2,415 $0 -52% NA $1,422,605 $1,731,948 $1,728,538 $2,101,252 21% Total - Lease Pmts/OtherFees ACCOUNT ROLLUP TYPE OF EXPENDITURES (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Lease Pmts/OtherFees FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $245,528 $1,177,077 $402,187 $1,329,761 $398,777 $1,329,761 $299,818 $1,801,434 -25% 35% $1,422,605 $1,731,948 $1,728,538 $2,101,252 21% 187 OPERATING BUDGET Finance & Technology FINANCE & TECHNOLOGY MANAGEMENT & BUDGET ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-11360) Materials Management $215,884 $186,916 $186,916 $480,844 157% (1000-11610) Budget & Research $551,835 $561,885 $561,885 $259,490 -54% $63,163 $66,685 $66,685 $5,000 -93% $830,882 $815,486 $815,486 $745,334 -9% (1000-11620) Grants Administration Total - Management & Budget ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Management & Budget FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $806,562 $780,695 $780,695 $716,192 -8% $11,344 $12,976 $23,290 $11,501 $23,290 $11,501 $22,800 $6,342 -2% -45% $830,882 $815,486 $815,486 $745,334 -9% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-11360) Materials Management (1000-11610) Budget & Research 3 4 2 4 2 4 5 2 150% -50% (1000-11620) Grants Administration 1 1 1 8 7 7 7 0% Total -Management & Budget 188 OPERATING BUDGET Finance & Technology FINANCE & TECHNOLOGY INFO. TECHNOLOGY ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-11510) Information Technology (1100-11520) Telephones (1140-11530) Technology Replacement Total - Info. Technology ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $3,309,087 $3,345,142 $3,345,142 $3,062,356 -8% $721,225 $885,104 $885,104 $1,178,404 33% $1,508,858 $2,707,898 $2,707,898 $3,419,294 26% $5,539,170 $6,938,144 $6,938,144 $7,660,054 10% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (A6000) Salary & Related Budget $2,653,955 $2,710,342 $2,710,342 $2,626,325 -3% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget $2,140,248 $744,967 $3,554,457 $673,345 $3,554,457 $673,345 $4,535,451 $498,278 28% -26% $5,539,170 $6,938,144 $6,938,144 $7,660,054 10% Total - Info. Technology FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-11510) Information Technology (1100-11520) Telephones 28 1 26 1 26 1 25 1 -4% 0% (1140-11530) Technology Replacement Total -Info. Technology 1 1 1 1 0% 30 28 28 27 -4% 189 OPERATING BUDGET Fire Services PERFORMANCE MEASURES FIRE SERVICES Mission Statement: Fast - Caring - Innovative - Professional Department Description: The Glendale Fire Department provides Fire, Rescue, and Emergency Medical Services to the citizens of Glendale. Within the scope of our work are five core interactive services including: • Fire Prevention & Education (Public Education, Inspections, Investigations, Code Adoption) • Fire Suppression (Firefighting) • Emergency Medical Services (Advanced Life Support and Basic Life Support) • Special Operations (Hazardous Materials and Technical Rescue) • Crisis Response (Social Services) The Glendale Fire Department utilizes the Automatic Aid System, intergovernmental agreements with surrounding agencies, public/private partnerships, and our highly skilled and dedicated staff to guarantee high quality services to those in our community. FISCAL YEAR 2015 GOALS Strive to increase public education through community outreach. FY 2015 Goal Related Council Priority Super Bowl/Public Safety Provide fire, life safety awareness and public education to the community through various programs such as: youth firesetter prevention/intervention, water safety, car seat, smoke alarm, healthier Activities and safer lives, safety trailer, CERT training, CCC/CPR training, Fire pals, Fire drills, Senior Educator, and fire extinguisher training. Indirectly reduce the number of medical emergencies, injuries, near Expected Outcomes drowning, deaths, and fires in Glendale by increasing citizen's (Perf. Measures) knowledge and skills on fire and safety issues. This goal provides an ongoing time commitment. Efforts to educate the public in order to prevent loss of life and property are a continuous Time Commitment goal of the Fire Department. Limited staff creates challenges; however, the department has been able to maintain services with the assistance of Safety Educators and Expected Challenges CERT Volunteers. Enhance response times. FY 2015 Goal Related Council Priority Super Bowl/Public Safety Ensure that emergency responding personnel are staffed in the field and deployable, without diminishing service delivery. Properly train Activities and certify Emergency Medical Technicians and Paramedics. Maintain apparatus and equipment to reduce delays in emergency response. 190 OPERATING BUDGET Fire Services Activities (continued) Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges Continue to conduct periodic reviews of deployment strategies to better utilize all apparatus and crews to our greatest advantage. The Fire department's travel time goals are specified by the National Fire Protection Association NFPA 1221 Standards, 1710 response times. The Fire department shall establish a performance objective of not less than 90 percent for the achievement of each turnout time and travel time objectives specified in NFPA 2010 Edition 4.1.2.1. This is an ongoing effort as the Fire department consistently strives to improve response times. Due to reduced budget and vacancies, constant staffing will continue to be a challenge. FISCAL YEAR 2014 Innovations and Accomplishments:  Accomplishment - In calendar year 2013, the Glendale Fire Department had 39,334 responses to 35,904 incidents. Our response times were: For structure fires, the first unit arrived on-scene within a travel time of 4 minutes 49 seconds or less, 90% of the time. The arrival of an initial full alarm assignment consisting of three engines, one ladder and two command units was completed within a travel time of 9 minutes 18 seconds or less, 90% of the time. For emergency medical incidents, the first unit with an AED or higher capability arrived within a travel time of 5 minutes 28 seconds or less, 90% of the time. GOAL UPDATES FY 2014 Goal Related Council Goal Was the Goal Met? Strive to increase public education through community outreach. One community with quality economic development. Yes, this goal was met. In 2013, the Public Education section trained 1,452 youth and 667 adults in 66 CCC-CPR and AED classes, taught one 21-hour Basic CERT class to 19 adults, offered nine CERT Volunteer training classes that allowed for all City of Glendale CERT Team Members to be deployable in Glendale based on the State of Arizona Homeland Security Deployment Matrix, Attended 23 community events and made a total of 3,523 adult and youth safety information contacts, provided 52 fire and life safety classes to 1,387 adult and youth class participants, attended seven events with the Safety Trailer and provided training to 837 youth and adults on how to escape a home in the event of a fire. Provided 93 smoke alarms and 47 new batteries to the residents of the Grand Missouri Mobile Home park during our annual Smoke Alarm Walk, canvassed 1,100 homes during our water safety walk in North Glendale, and provided 14 Youth Firesetter Intervention classes to 20 youth and 22 adults. The Public Education Section has 15 CERT and Safety Educator Volunteers who donated 1,978 volunteer hours during 2013. 191 OPERATING BUDGET Fire Services Indirectly reduce the number of medical emergencies, injuries, near What were the drownings, deaths, and fires in Glendale by increasing citizen's Performance Measures? knowledge and skills on fire and safety issues. Limited staff creates challenges; however, the department has been able to overcome this with the numerous hours donated by CERT and Obstacles/Challenges Safety Educator volunteers. Enhance response times. One community committed to public safety. Yes, this goal was met. The Fire department's travel time goals are specified by the National Fire Protection Association NFPA 1221 Standards, 1710 response What were the times. The Fire department shall establish a performance objective of Performance Measures? not less than 90 percent for the achievement of each turnout time and travel time objectives specified in NFPA 2010 Edition 4.1.2.1. Reduced funding continues to be a challenge in staffing units. Obstacles/Challenges FY 2014 Goal Related Council Goal Was the Goal Met? FISCAL YEAR 2013 GOAL UPDATES Strive to increase public education through community outreach and implement a Community Emergency Response Team (CERT Team) FY 2013 Goal that is deployable within the city of Glendale. One community committed to public safety. Related Council Goal Yes, this goal was met. In 2012, the division provided: CCC/CPR to 4,299 youth and 1,303 adults, Youths firesetter intervention/training to Was the Goal Met? 12 youth and 33 adults, and Fire Safety presentations to 1,239 citizens. Indirectly reduce the number of medical emergencies, injuries, near What were the drowning, deaths, and fires in Glendale by increasing citizen’s Performance Measures? knowledge and skills on fire and life safety issues. Limited staff creates challenges; however, the department has been Obstacles/Challenges able to overcome this with the numerous hours donated by volunteers. Enhance response times. One community committed to public safety. Yes, this goal was met. The Fire department’s travel time goals are in compliance with the best practices prescribed by the Commission on Fire Accreditation International: • For 90% of all emergency incidents, the first unit shall arrive onWhat were the scene within 5-minutes 12-seconds. Performance Measures? • For 90% of structure fires, an effective response force consisting of 3-engines, 1-ladder and 2-commanders shall arrive on-scene within 10-mintes 24-seconds. Reduced funding continues to be a challenge in staffing units. Obstacles/Challenges FY 2013 Goal Related Council Goal Was the Goal Met? 192 OPERATING BUDGET Fire Services FIRE SERVICES FIRE DEPARTMENT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-12410) Fire Administration (1000-12421) Fire Special Operations (1000-12422) Fire Operations (1000-12433) Fire Resource Management FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $1,489,715 $1,428,335 $1,428,335 $2,038,058 $19,345 $16,293 $16,293 $16,293 43% 0% $21,439,442 $2,468,665 $20,903,968 $2,158,781 $21,538,646 $2,681,229 $27,714,343 $3,723,630 33% 72% (1000-12434) Fire Training ($1,962) $0 $0 $0 (1000-12436) Fire Medical Services & Health $10,878 $49,099 $233,911 $352,175 617% $0 $813,081 $340,622 $828,595 $340,622 $828,595 $463,258 $936,082 36% 13% (1000-12438) Fire-Emergency Mgmt (1000-12441) Fire Marshal's Office (1000-12444) Fire Community Services NA $13,675 $15,250 $15,250 $22,250 46% (1000-12491) Ambulance Services (1000-12492) Air-Med & Logistics Ops (HALO) $516,160 $870,158 $505,640 $966,041 $505,640 $966,041 $510,191 $1,007,656 1% 4% (1000-12521) PS Training Ctr - Fire $551,329 $581,875 $581,875 $581,875 0% $0 $0 $0 $392,000 NA (1281-12515) Fire - Fiesta Bowl Event (1281-12520) Stadium - Fire Event Staffing $19,700 $245,282 $159,932 $229,871 $159,932 $229,871 $132,900 $229,238 -17% 0% (1282-12490) Arena - Fire Event Staffing $125,657 $303,094 $303,094 $260,297 -14% $53,472 $5,798,675 $28,852 $6,913,425 $28,852 $6,913,425 $55,852 $0 94% -100% 700% (1010-12560) Fire - Super Bowl Event (1283-12485) CBRanch - Fire Event Staffing (1720-12610) Fire - Special Revenue Fund (1840-34001) Grant Approp - Fire Dept $0 $500,000 $500,000 $4,000,000 $10,884 $0 $0 $0 NA (1840-34008) Crisis Response - Donations (1840-34014) Comm. Outreach-Donations $4,187 $307 $0 $0 $0 $0 $0 $0 NA NA (1840-34033) Fire Dept Cadet Pgm-Donations $2,425 $0 $0 $0 NA $807 $71 $0 $0 $0 $0 $0 $0 NA NA (1840-34060) 2009/10 Childhood Immunization $17,278 $0 $0 $0 NA (1840-34064) 2009 MMRS $10,708 $0 $0 $0 NA (1840-34065) 2009 Assistance to Firefighter (1840-34069) 2010 MMRS ($15,026) $55,584 $0 $0 $0 $0 $0 $0 NA NA (1840-34071) GOHS Occu Protection Educ. $3,048 $0 $0 $0 NA (1840-34072) AHIMT-Wildland Special Ops (1840-34074) 2011 UASI GFD RRT $1,634 $23,480 $0 $0 $0 $0 $0 $0 NA NA (1840-34007) Employee Recognition-Donations (1840-34043) Fire Parade (1840-34048) Safety Educators (1840-34075) 2011 UASI GFD TLO Sustainment $8,687 $0 $0 $0 NA $178,460 $0 $0 $0 NA $43,312 $19,376 $0 $0 $0 $0 $0 $0 NA NA (1840-34080) 2012 MMRS $2,674 $0 $0 $0 NA (1840-34081) GCC Educ Svc Agreement (1840-34088) 2013 Safer Grant $5,832 $0 $0 $0 $0 $0 $0 $1,001,610 NA NA (2530-12590) PS Training Ops - Fire $650,895 $760,631 $809,631 $722,386 -5% (2538-12711) Glendale Health Center $53,134 $54,010 $54,010 $48,590 -10% $35,511,029 $36,744,314 $38,135,252 $44,208,684 20% (1840-34076) 2011 MMRS (1840-34077) 2012 UASI GFD RRT (1840-34078) 2012 UASI GFD TLO Total - Fire Department 193 OPERATING BUDGET Fire Services FIRE SERVICES FIRE DEPARTMENT ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget (A6000) Salary & Related Budget Percent Over FY 2014 Budget $26,966,004 $27,842,805 $27,974,032 $31,807,481 (A7000) Non-Salary Operating Budget $7,449,750 $7,844,710 $9,104,421 $11,586,239 48% (A7500) Premiums/Controlled Budget $1,095,275 $1,056,799 $1,056,799 $814,964 -23% $35,511,029 $36,744,314 $38,135,252 $44,208,684 20% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget Total - Fire Department FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM 14% (1000-12410) Fire Administration 13 9 9 16 78% (1000-12422) Fire Operations (1000-12433) Fire Resource Management 188 4 183 4 183 4 220 6 20% 50% (1000-12438) Fire-Emergency Mgmt 2 2 3 50% (1000-12441) Fire Marshal's Office 9 9 9 10 11% (1000-12491) Ambulance Services (1000-12492) Air-Med & Logistics Ops (HALO) 2 4 2 4 2 4 2 4 0% 0% (1282-12490) Arena - Fire Event Staffing 1 1 1 (1720-12610) Fire - Special Revenue Fund (1840-34088) 2013 Safer Grant 51 48 48 (2530-12590) PS Training Ops - Fire 5 5 5 5 0% 277 267 267 281 5% Total -Fire Department 15 194 OPERATING BUDGET Human Resources PERFORMANCE MEASURES HUMAN RESOURCES Mission Statement: The Human Resources and Risk Management team is committed to providing high quality services as we partner with our diverse customers to create a positive environment of mutual trust and respect by proactively identifying and responding to their changing needs. Department Description: The Glendale Human Resources Department provides proactive, innovative and quality customer service and consultation in the areas of total compensation, organizational development, employee relations, staffing and risk management/safety. FISCAL YEAR 2015 GOALS Revise the current compensation structure for non-represented employees to reflect pay ranges more competitive with the market at FY 2015 Goal the minimum and midpoints of the ranges. Related Council Priority Service Level Options • Compress existing non-represented salary ranges from 60% to 40% from range minimum to maximum by moving the range minimum upward. Activities • Move any employees falling below the new range minimum up to the new range minimum. The outcome will be a more competitive pay structure for nonrepresented employees that will assist in reducing the overall turnover Expected Outcomes rate. Expected turnover for non-represented employees is 17.5% in (Perf. Measures) FY 2014. Compressing the pay ranges and appropriately adjusting employee pay will assist in retaining our existing employees. 4 months. Time Commitment Currently we do not have a compensation analyst hired. The lack of this resource as well as the short amount of time to get the pay ranges Expected Challenges modified and adjustments made will be the biggest challenge. Modify the existing Employee Benefits program to ensure compliance with the Affordable Health Care Act Related Council Priority Fiscal Sustainability 1) monitor temporary worker hours each month to ensure those working over 130 hours per month are offered benefits 2) work closely with payroll to ensure necessary reports are submitted to the IRS 3) Activities educate supervisors on the requirements of the Affordable Health Care Act as it pertains to temporary workers FY 2015 Goal 195 OPERATING BUDGET Human Resources Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges City of Glendale will be in compliance with Affordable Health Care Act by the beginning of the next plan year, July 1, 2015. 12 months Currently we do not have a Benefits Administrator hired. The lack of this resources places additional strain to ensure the City complies with the AHCA within the time frame given. Review and revise HR polices in light of best practices. FY 2015 Goal Related Council Priority Service Level Options Research best practices in the relevant HR policy areas to determine where current policies can be improved. Work with CM, Leadership, Activities employee groups, City Attorney, and Personnel Board to review and finalize HR Policy changes. Clear policies that are relevant and meet the City's current needs. Expected Outcomes Enhanced benefits for employees in the area of sick and vacation (Perf. Measures) leaves. Compliance with all the latest employment laws. Ongoing Time Commitment Finding time for HR staff to conduct research, implement the policies, Expected Challenges and educate the organization. Go out to bid on Life, Commuter Life, Vision, Dental, and Long Term Disability insurances and secure new contracts that best meet the needs of the City. Related Council Priority Fiscal Sustainability 1) Conduct RFP for each area with assistance of our benefits broker and employee group. 2) Select providers that best meet needs of the Activities City 3) Work with vendors to implement new plans 3) communicate to employees 1) excellent benefits for employees that meet their needs as well as any Expected Outcomes statutory requirements the City has 2) stable or reduced overall costs (Perf. Measures) for benefits 8 months Time Commitment Lack of HR Benefits Administrator Expected Challenges FY 2015 Goal Roll out ethics training to all City employees FY 2015 Goal Related Council Priority Service Level Options work with current vendor on strategies to roll out ethics training both Activities on-line and in person within departments 1) 100% participation from all employees in the area of ethics training Expected Outcomes 2) CM expectations delivered organizationally with regard to ethical (Perf. Measures) decision making 3) improved decision making skills for all employees 12 months Time Commitment lack of resources in staffing and money Expected Challenges 196 OPERATING BUDGET Human Resources FISCAL YEAR 2014 Innovations and Accomplishments:  Accomplishment - The Employee Reward and Recognition Committee was formed and they created their mission and goals for FY14. Among the accomplishments for this fiscal year was the Christmas week office closure for employees.  Accomplishment - The Safety and Security Alliance was formed. This is an employee group focused on creating a safe working culture for City employees. Among their accomplishments is the implementation of on-line safety training for all employees and the development and release of a safety culture video for employees.  Accomplishment - Risk Audit recommendations completed GOAL UPDATES Implement a health care plan that provides high quality, affordable and sustainable health care for City of Glendale health care plan FY 2014 Goal participants through a process that works collaboratively with employees, stakeholders and health care organizations. One community with high quality services for citizens. Related Council Goal Yes, this goal was accomplished through the finalization of a new Medical Benefits Plan contract that provides no increased premiums to Was the Goal Met? existing plans for employees as well as a new, high deductible plan option that includes a Health Savings Account and lower premiums. 1) Successfully engage plan participants in the RFP process. Use their input to assist in designing the health plan appropriate for the City of What were the Glendale. 2) Implement an RFP for a new health care plan by Fall, Performance Measures? 2013 3) Selection of health care plan administrator by January, 2014 4) Plan implementation process completed by March 2014 Challenges included losing a significant number of key HR staff members through the RFP and implementation process. Existing HR Obstacles/Challenges and Risk staff members stepped up to ensure that the job was successfully completed. Create an Employee Rewards and Recognition group that will work with the HR Department in identifying non-monetary ways to recognize and reward employees for excellence in service. One community with high quality services for citizens. Related Council Goal Yes, the Employee Reward and Recognition team was formed and created their mission and goals for 2014. They reviewed and responded to items that had a big impact on employees such as the 4Was the Goal Met? day work week and the closure of City offices during the week of Christmas. Finalized a organizational wide program adopted by the City Manger that will identify, recognize and reward employees for high quality What were the Performance Measures? services. Provide resources for directors to recognize and reward employees within their department based on service and performance. FY 2014 Goal 197 OPERATING BUDGET Human Resources Obstacles/Challenges Finding the time to meet and work on accomplishing their goals in the face of limited time and resources as well as high turnover. FISCAL YEAR 2013 GOAL UPDATES Review existing Compensation and Benefits programs to ensure consistency, sustainability, and the ability to remain competitive with FY 2013 Goal other benchmarked organizations. One community that is fiscally sound. Related Council Goal While we have reviewed the existing Compensation Plan and proposed changes in the plan to provide a more competitive plan structure, the implementation of the changes was cost prohibitive. We Was the Goal Met? have reviewed and revised HR Compensation and Benefits policies and those are awaiting review from the legal department and will be moved forward once legal has provided an opinion of the revisions. Review to be completed and recommendations implemented by May What were the Performance Measures? 2013. Budget and the capacity of the legal department to review and provide Obstacles/Challenges feedback. Review existing Risk Management & Workers Compensation policies and processes to ensure compliance with relevant laws, maintain or reduce overall costs, and improve the overall customer experience. One community that is fiscally sound. Related Council Goal The Risk Management and Worker's Compensation Policies have been revised along with the ordinances that govern these areas. Those revisions have been sent to the legal department for review, however that review is not yet complete. Once it is completed, changes will be brought to the Trust Board for review and then the Council for final approval. Overall processes for worker's compensation have been Was the Goal Met? improved. We have a new Worker's Compensation Analyst who has worked with our customers to improve the overall process. We also have a new Risk Manager who has worked with Finance and the Risk and Worker's Compensation Trust Boards to ensure compliance with the Industrial Commission and ensure trust funds are in compliance with state law and city ordinance. Review to be completed and recommendations implemented by What were the Performance Measures? February 2013. With the departure of two Risk Managers in the last 4 years as well as an HR Director, we have lost some institutional knowledge of how the Risk Trust and Worker's Comp Trust funds have been administered. Obstacles/Challenges We've been able to work through those issues and provide improvements to the way these trust funds are administered and overseen. FY 2013 Goal 198 OPERATING BUDGET HR & Risk Mgt HR & RISK MGT HUMAN RESOURCES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-11010) Risk Management/Safety $350,728 $377,221 $377,221 $265,531 -30% (1000-11020) Benefits $281,148 $301,903 $301,903 $341,676 13% (1000-11030) Human Resources Administration (1000-11040) Employment Services $345,886 $300,683 $333,525 $270,655 $306,812 $259,002 $350,285 $285,661 5% 6% (1000-11050) Employee Relations $241,474 $195,155 $194,655 $201,967 3% (1000-11060) Compensation $263,578 $197,171 $196,691 $177,715 -10% $94,196 $2,667,061 $81,344 $2,758,640 $79,876 $3,400,000 $93,286 $4,000,000 15% 45% 14% (1000-11070) Organizational Development (2540-18010) Risk Mgmt Trust Fund (2560-18110) Worker's Compensation (2580-18210) Benefit Programs Total - Human Resources ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget $1,262,721 $1,407,000 $1,407,000 $1,608,000 $23,909,372 $22,348,826 $22,348,823 $23,291,958 4% $29,716,847 $28,271,440 $28,871,983 $30,616,079 8% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $1,769,103 $1,670,880 $1,682,123 $1,642,233 -2% $27,910,527 $37,217 $26,572,062 $28,498 $27,161,362 $28,498 $28,956,878 $16,968 9% -40% $29,716,847 $28,271,440 $28,871,983 $30,616,079 8% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-11010) Risk Management/Safety (1000-11020) Benefits 1 1 4 4 4 4 3 4 -25% 0% (1000-11030) Human Resources Administration 3 3 3 3 0% (1000-11040) Employment Services 4 3 3 3 0% 2 4.75 2 2 2 2 2 2 0% 0% (1000-11070) Organizational Development 2 1 1 1 0% (2540-18010) Risk Mgmt Trust Fund 3 19 19 18 -5% (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Human Resources (1000-11050) Employee Relations (1000-11060) Compensation Total -Human Resources 20.75 199 OPERATING BUDGET HR & Risk Mgt HR & RISK MGT EMPLOYEE GROUPS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1190-11110) GEMS (1190-11120) Diversity Committee Total - Employee Groups ACCOUNT ROLLUP TYPE OF EXPENDITURES (A7000) Non-Salary Operating Budget Total - Employee Groups FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $14,284 $20,000 $20,000 $20,000 0% $75 $0 $0 $0 NA $14,359 $20,000 $20,000 $20,000 0% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $14,359 $20,000 $20,000 $20,000 0% $14,359 $20,000 $20,000 $20,000 0% 200 OPERATING BUDGET Intergovernmental Programs PERFORMANCE MEASURES INTERGOVERNMENTAL PROGRAMS 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. Department Description: The Intergovernmental Programs Department coordinates the legislative and external activities and programs of the city of Glendale. We carry out the state and federal legislative agenda adopted by the City Council. We research and review state and federal legislation impacting the city. We protect the city’s interests in various stakeholder processes and work to resolve City issues with external partners. We develop reports and policy recommendations to City Management and City Council. We staff the Mayor and Council on the various federal, state and regional policy committees they hold positions on including, the Maricopa Association of Governments (MAG), the Regional Public Transit Authority (RPTA), Metro Light Rail, the Arizona Municipal Water Users Association (AMWUA), the Arizona League of Cities and Towns, the National League of Cities (NLC), Westmarc and others. FISCAL YEAR 2015 GOALS Continue to pursue opportunities to secure funding and support for public safety costs associated with Glendale hosting major events. Related Council Priority Fiscal Sustainability Work with local partners, host committees, the legislature, and Activities business community to identify opportunities. Expected Outcomes A sustainable system for all cities to host major events. (Perf. Measures) ongoing Time Commitment competing interests and priorities and limited funding. Expected Challenges FY 2015 Goal Identify opportunities through the state and regional transportation agencies to keep on schedule or to accelerate the design and construction of transportation facilities & services critical to Glendale. Related Council Priority Economic Development Work with local and regional partners and agencies to ensure that our Activities projects are funded and completed in the appropriate times. Expected Outcomes Successfully keep Glendale's projects funded and moving forward. (Perf. Measures) ongoing Time Commitment Limited funding and competing local, regional and statewide interests. Expected Challenges FY 2015 Goal 201 OPERATING BUDGET Intergovernmental Programs Successfully advocate the city's position on issues at the Arizona Legislature, United States Congress and other governmental bodies. Related Council Priority Fiscal Sustainability Work with state and federal delegations to protect the interests of Activities Glendale Expected Outcomes Successful implementation of the city’s legislative agenda. (Perf. Measures) Ongoing Time Commitment New class of legislators, ne Governor with differing priorities for programs. Limited funding and competing priorities will always be an Expected Challenges obstacle. FY 2015 Goal FISCAL YEAR 2014 Innovations and Accomplishments:  Accomplishment - Worked with Transportation Department and MAG staff to secure $900K in federal safety funding for 2 Glendale transportation projects. GOAL UPDATES Get legislation introduced and passed that authorizes the State to reimburse a portion of the public safety costs associated with cities FY 2014 Goal hosting competitive major events. One community that is fiscally sound. Related Council Goal HB 2547 failed to pass the Senate on a 10-16 vote. The effort did allow the City to educate the legislature, media and public on the Was the Goal Met? unsustainable expectation of hosts cities paying for public safety. Signature of the Governor and funding of the program in time for the What were the Performance Measures? 2015 Super Bowl. Limited funding priorities, competing interests and political Obstacles/Challenges roadblocks. FY 2014 Goal Related Council Goal Was the Goal Met? Identify opportunities through the state and regional transportation agencies to keep on schedule or to accelerate the design and construction of transportation facilities and services critical to Glendale. One community that is fiscally sound. We were successful in keeping Glendale's projects funded and moving forward. In addition we were able to accelerate some projects with additional funding and saw the opening of new facilities like the HOV Ramps at the 101 and Maryland. What were the Full funding of Glendale's programmed services and projects. Performance Measures? Limited funding and Competing local, regional and statewide interests. Obstacles/Challenges 202 OPERATING BUDGET Intergovernmental Programs FISCAL YEAR 2013 GOAL UPDATES FY 2013 Goal Successfully advocate the city's position on issues at the Arizona Legislature, United States Congress and other governmental bodies. One community with high quality services for citizens. Yes Related Council Goal Was the Goal Met? What were the Successful implementation of the city’s legislative agenda. Performance Measures? New class of legislators with differing priorities for programs. Limited funding and competing priorities will always be an obstacle. Governor's platform called for significant changes to the municipal tax Obstacles/Challenges codes that could have serious negative impact on cities sales tax revenues. Identify opportunities through the state and regional transportation agencies to keep on schedule or to accelerate the design and FY 2013 Goal construction of transportation facilities and services critical to Glendale. One community with high quality services for citizens. Related Council Goal Yes Was the Goal Met? Reducing Glendale’s financial commitment to projects and moving What were the Performance Measures? forward additional projects currently delayed. Significantly reduced federal funding available for projects. Regional program experienced a $6 billion deficit that resulted in projects being Obstacles/Challenges cut out of the program from every city. 203 OPERATING BUDGET Intergovt. Relations INTERGOVT. RELATIONS INTERGOVT. PROGRAMS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-10910) Intergovernmental Programs Total - Intergovt. Programs ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget FY 2013 Actual FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-10910) Intergovernmental Programs Total -Intergovt. Programs FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $495,469 $476,818 $476,818 $477,640 0% $495,469 $476,818 $476,818 $477,640 0% FY 2013 Actual $403,864 $85,194 (A7500) Premiums/Controlled Budget Total - Intergovt. Programs FY 2014 Budget FY 2014 Budget $331,604 $139,426 FY 2014 Estimate $331,604 $139,426 FY 2015 Budget Percent Over FY 2014 Budget $342,366 $132,013 3% -5% -44% $6,411 $5,788 $5,788 $3,261 $495,469 $476,818 $476,818 $477,640 0% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 4 3 3 3 0% 4 3 3 3 0% 204 OPERATING BUDGET Miscellaneous Grants MISCELLANEOUS GRANTS GRANTS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1840-32105) Victim's Rights-Cty Atty FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $5,620 $0 $0 $0 NA $147,832 $0 $0 $0 NA (1840-32109) Nina Mason Pulliam Grant (1840-32111) Donations - Glendale Univ. $6,672 $2,328 $0 $0 $0 $0 $0 $0 NA NA (1840-32115) MYAC Fundraising $1,227 $0 $0 $0 $0 $3,724,494 $3,649,494 $3,293,649 $568 $835 $0 $0 $0 $0 $0 $0 NA NA (1840-32153) Myrtle Avenue Cultural Gateway $36,577 $0 $0 $0 NA (1840-32155) Induction Looping System (1840-32156) STOP Violence Prosecutors Off $17,000 $127,581 $0 $0 $0 $0 $0 $0 NA NA (1840-32157) DV Lethality Assessment Grant $75,930 $0 $0 $0 NA $2,999 $0 $0 $0 NA $6,766 $467,387 $0 $0 $0 $122,262 $0 $0 NA NA (1842-37061) Well 43 Variable Drive Retrofi $1,470 $0 $75,000 $0 NA (1842-37065) Build Safe Engy Prog Enhance (1842-37067) Energy Matters Public Educat $3,929 $42,762 $0 $35,000 $0 $25,744 $0 $0 NA -100% -100% (1840-32108) Prop. 302 (1840-32118) Miscellaneous Grants (1840-32133) Community Connections Donation (1840-32149) Centennial HP Bus Tour Donat (1840-32158) CAP Donations (1840-36504) Smart Landscapes (1842-37060) ARWRF Facility UV System Imp (1842-37068) Program Manager (1842-37075) Solar Parks Lighting Total - Grants ACCOUNT ROLLUP TYPE OF EXPENDITURES $4,402 $15,000 $0 $0 $255,638 $0 $0 $0 $1,207,523 $3,774,494 $3,872,500 $3,293,649 FY 2013 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget Total - Grants FY 2014 Budget FY 2014 Estimate FY 2015 Budget NA -12% NA -13% Percent Over FY 2014 Budget $151,072 $165,000 $150,513 $150,000 -9% $1,056,451 $3,609,494 $3,721,987 $3,143,649 -13% $1,207,523 $3,774,494 $3,872,500 $3,293,649 -13% 205 OPERATING BUDGET Non-Departmental NON-DEPARTMENTAL NON-DEPARTMENTAL ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-11801) Fund 1000 Non-Dept $433,638 $783,465 $783,465 $1,285,704 (1200-36502) From the Heart $144,490 $200,000 $200,000 $200,000 $578,128 $983,465 $983,465 $1,485,704 Total - Non-Departmental ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget Total - Non-Departmental FY 2014 Budget FY 2014 Estimate FY 2015 Budget 64% 0% 51% Percent Over FY 2014 Budget $50,000 $50,000 $0 $578,128 $933,465 $933,465 $1,485,704 -100% 59% $578,128 $983,465 $983,465 $1,485,704 51% 206 OPERATING BUDGET Police Services PERFORMANCE MEASURES POLICE SERVICES Mission Statement: The mission of the Glendale Police Department is to protect the lives and property of the people we serve. Department Description: The Glendale Police Department is committed to preventing crime, maintaining order, and providing support to numerous events held within the city. The organization continues to emphasize the development of professional knowledge and leadership skills within our ranks and retain exemplary men and women who reflect our community. Emphasis is placed on progressive, innovative techniques and emerging technologies in order to accomplish our mission. A partnership with our citizens and consistent engagement of our community allow us to formulate policing strategies that are critical to our mission. The Glendale Police 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. FISCAL YEAR 2015 GOALS Reduce Violent and Property Crime FY 2015 Goal Related Council Priority Super Bowl/Public Safety Increase the use of the latest proven technologies and techniques to the analysis of crime, offenders and other factors known as the drivers for criminal activity. Leverage partnerships and relationships with the Community, including Neighborhood Watch, Crime-free Multi Activities Housing, Managers Against Crime and other groups, to effect Community-based solutions to crime and order problems. Implement solutions that increase the efficiency and effectiveness in the deployment of police resources. Expected Outcomes Reduce Part I crimes by 5% (Perf. Measures) The goal involves and ongoing commitment for sustainable impacts Time Commitment and a commitment to achieve immediate impact within the FY. The additional staffing resources to be added in this FY will require substantial development efforts to maximize productivity as quickly as Expected Challenges possible while at the same time the Department manages several major public events. 207 OPERATING BUDGET Police Services Enhance Response to Crime FY 2015 Goal Related Council Priority Super Bowl/Public Safety Identify and implement effective and efficient strategies that will Activities improve the quality of police services provided to the Community. Increase the percent of Calls for Service responses that meet Expected Outcomes established performance standards by 5%. (Perf. Measures) The goal involves an ongoing commitment to ensure established targets are met and maintained. An immediate commitment is to Time Commitment achieve desired impacts within the FY. Achievement will require the development and application of innovative methods to improve efficiency and accountability for Expected Challenges response services without sacrificing quality. Planning for large special events will be a major focus for the coming year with Pro Bowl and SB49 related events demanding tremendous time and effort. Partnering with State, Local and Federal law enforcement is critical as SB49 is a designated a National Special FY 2015 Goal Security Event. Working cooperatively and collaboratively with City Leadership, Departments and Business interests is also essential to our success. Related Council Priority Super Bowl/Public Safety Development and implementation of plans that maximize effective and efficient strategies for the management of public safety, security and Activities crime control at three major events. Relative success of the events based on feedback from partners, Expected Outcomes attendees, and statistical information regarding crime, complaints, and (Perf. Measures) other service calls. While the specific events all occur with a relatively short time span, Time Commitment planning and preparation have been ongoing for several years. Efficient allocation and utilization of resources to maximize Expected Challenges effectiveness while controlling cost. FISCAL YEAR 2014 Innovations and Accomplishments:  Innovation - Computer Aided Dispatch and Records Management System (CAD?RMS) Upgrade Project. This multi-year project achieved a significant milestone with the roll out of the CAD portion of this project in November 2013. The activation of the CAD portion of this project brings the latest technological advances in the field bring significant efficiencies and capabilities to the deployment of police officers in response to calls for service from the public.  Innovation - Complimentary to the roll out of the Computer Aided Dispatch (CAD) upgrades, Panasonic Toughbook FZ-G1 tablets were issue to patrol officers to replace the car-mounted mobile data terminals. These ruggedized, wireless portable computer 208 OPERATING BUDGET Police Services    terminals free up officers from car-based functionality and provide substantial increases in data collection and retrieval capabilities. The GPS enabled devices include camera and microphone and card readers. Innovation - Risk Terrain Modeling (RTM) is an advanced technique for addressing crime pattern. Tradition crime analysis uses model of where crime occurred in the past to identify locations to allocate police resources. RTM use advanced statistical algorithms to identify attributes associated with the occurrence of crime in order to predict where crime is likely to occur in the future. The Glendale Police participated with five other departments nationally in an analysis of this technique conducted by Rutgers University's Center on Public Security. The results of the study will be used to further refine the methodology and permit the Department to utilize this advanced technique more effectively and efficiently to allocate resources to combat crime. Innovation - Social Media. The Department embraced the advantages offered by the latest social media technology in order to communicate with the public. Web pages available through the Internet offer a static platform for dissemination of vast amounts of information to public. Instagram and Twitter enable the Department to proactively reach out to the public to share useful information and as a means for the public to efficiently and conveniently to communicate with their public servants. The Department also partnered with myPD to provide a mobile smartphone app which provides a robust wireless platform to share information with the public and enable the public to submit direct inquiries to department staff. Accomplishment - Budgetary constraints on staffing resources exacerbated the Department's ability to maintain adequate service levels. In June 2013 the Department submitted a grant application to the U.S. Department of Justice Community Oriented Policing Services (COPS) for funding 15 police officer positions to supplement police staffing levels to better enable the department to provide public safety services. The Department was notified in October that COPS had approved an award for ten police officer position amounting to $1.25 Million. This grant award will provide much-needed staffing resources to enable the Department to accomplish their mission. GOAL UPDATES FY 2014 Goal Reduce Violent and Property crime. One community focused on public safety. Related Council Goal Yes Was the Goal Met? What were the Reduce Part I crimes by 5%. Performance Measures? Budget constraints and, in particular, staffing resource shortages necessitated prioritization of staff allocations in order to maintain Obstacles/Challenges services and implement proactive strategies to impact crime. FY 2014 Goal Related Council Goal Enhance Response to Crime One community focused on public safety. 209 OPERATING BUDGET Police Services No. The percentage of Priority 1 and 2 calls response times meeting the objective of "within 5 minutes" did not increase by 5%. The Was the Goal Met? percentage actually decreased by 3.3%. Staffing constraints made meeting the goal very difficult. Increase service quality and responsiveness to public requests for assistance by arriving unit at Priority 1 and Priority 2 calls in 5 What were the Performance Measures? minutes or less. Increase the percentage of call responses meeting the standard by 5%. Staffing resource constraints proved a difficult obstacle. Obstacles/Challenges FISCAL YEAR 2013 GOAL UPDATES FY 2013 Goal Related Council Goal Was the Goal Met? What were the Performance Measures? Obstacles/Challenges FY 2013 Goal Related Council Goal Was the Goal Met? What were the Performance Measures? Obstacles/Challenges Enhance response to crime. One community focused on public safety. No. Reduce Part I crimes by 5%. The goal of a 5% reduction was not achieved. Although Part I crimes increased by 1.6%, the increase was significantly below the 8.2% increase the previous period. Enhance Response to Crime One community focused on public safety Yes. Response times for Priority 1 and Priority 2 Calls for Service were reduced by 1.4% and 0.8% respectively. Staffing constraints required increased efforts to efficiently allocate and deploy personnel resources. 210 OPERATING BUDGET Police Services POLICE SERVICES POLICE DEPARTMENT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-12110) Police Legal Services $46 $2,985 $2,985 $0 (1000-12120) Police Administration $2,448,705 $2,802,111 $2,802,111 $3,429,186 22% (1000-12130) Gateway Patrol (1000-12135) Training $10,938,979 $0 $11,545,121 $0 $11,545,121 $0 $17,339,104 $2,059,641 50% NA (1000-12150) Crime Investigations $10,135,534 $10,262,980 $10,262,980 $12,274,310 20% $1,541,786 $1,446,848 $1,446,848 $685,502 -53% (1000-12170) Foothills Patrol Bureau (1000-12180) Police Support Services $11,387,832 $1,511,827 $12,240,971 $1,626,211 $12,240,971 $1,626,211 $16,061,383 $1,935,164 31% 19% (1000-12210) PD - Fiscal Management $2,918,565 $2,934,465 $2,934,465 $2,771,027 -6% (1000-12215) PD - Tow Administration (1000-12220) PD - Detention $55,378 $1,259,937 $55,344 $1,261,118 $55,344 $1,261,118 $62,823 $3,241,837 14% 157% (1000-12230) PD - Communications $2,195,739 $2,415,049 $2,415,049 $3,583,103 48% $551,329 $581,875 $581,875 $581,875 0% $4,639,831 $346,455 $4,768,546 $0 $4,768,546 $0 $6,882,421 $0 44% NA (1000-12160) Police Personnel Management (1000-12232) PS Training Ctr - Police (1000-12233) PD - Special Operations (1000-12235) PD - Emergency Management (1010-12360) PD - Super Bowl Event -100% $0 $0 $0 $899,852 NA $1,165,554 $145,639 $1,360,077 $393,147 $1,360,077 $393,147 $1,405,203 $397,354 3% 1% $324,266 $812,392 $812,392 $832,035 $0 $28,482 $28,482 $0 -100% $12,131,251 $1,397 $15,627,787 $0 $15,627,787 $0 $0 $0 -100% NA (1840-33002) Victim Rights - PD $78,799 $81,347 $81,347 $83,250 2% (1840-33010) PD DEA Grant - Overtime (1840-33014) CAT Donations $34,405 $457 $0 $0 $0 $0 $0 $0 NA NA (1840-33018) VOCA $66,179 $111,431 $111,431 $110,477 -1% $0 $3,000,000 $3,000,000 $4,500,000 50% $16,660 $87,059 $0 $0 $0 $0 $0 $0 NA NA (1281-12231) Stadium - PD Event Staffing (1281-12234) PD - Fiesta Bowl Event (1282-12190) Arena-PD Event Staffing (1283-12195) CBRanch-Police Event Staffing (1700-12310) Patrol - Special Revenue Fund (1840-33001) DARE (1840-33021) Grant Approp - Police Dept (1840-33032) Joint Terrorism Task Force-OT (1840-33041) DPS VTTF (1840-33047) Advocacy Donations 2% $1,187 $0 $0 $0 NA (1840-33057) PD Volunteers (1840-33105) DEA OCDETF Overtime $71 $76,968 $0 $0 $0 $0 $0 $0 NA NA (1840-33121) Bulletproof Vest Prtnrshp $3,534 $0 $0 $0 NA (1840-33135) ICAC Task Force $4,999 $0 $0 $0 NA $306 $166,285 $0 $0 $0 $0 $0 $0 NA NA (1840-33141) 2009 Edward Byrne Memorial JAG (1840-33160) 2010 Edward Byrne Memorial JAG (1840-33163) GPD Cold Case Investigation $40,324 $0 $0 $0 NA $722,970 $17,202 $0 $0 $0 $0 $0 $0 NA NA $15,255 $0 $0 $0 NA $2,602 $0 $0 $0 NA (1840-33170) ACJC Records Improvement (1840-33171) 2012 GOHS DUI Enforcement $20,290 $9,752 $0 $0 $0 $0 $0 $0 NA NA (1840-33172) 2011 Smart Policing Initiative (1840-33164) GPD Technology Enhancement Pro (1840-33165) FCTF/MFTF (1840-33168) Glendale PSN NIBIN (1840-33169) USS Electronic Crime Task Forc $105,050 $0 $0 $0 NA (1840-33173) 2011 JAG CAD/RMS Replacement (1840-33174) 2011 SHSGP Disaster Resistant $26,120 $8,840 $0 $0 $0 $0 $0 $0 NA NA (1840-33175) 2011 UASI GPD RRT $14,026 $0 $0 $0 NA (1840-33176) 2011 UASI Airport Target Hard $42,735 $0 $0 $0 NA $1,295 $0 $0 $0 NA (1840-33177) 2011 UASI GPD TLO Sustainment 211 OPERATING BUDGET Police Services POLICE SERVICES POLICE DEPARTMENT ROLLUP (1840-33178) 2012 GOHS OP Enforcement $1,281 $0 $0 $0 NA $506 $40,982 $0 $0 $0 $0 $0 $0 NA NA $115,000 $0 $0 $0 NA $41,862 $10,000 $0 $0 $0 $0 $0 $0 NA NA (1840-33188) State Farm Safety Education $3,842 $0 $0 $0 NA (1840-33189) 2012 UASI GPD RRT $1,212 $0 $0 $0 NA $29,738 $65,000 $0 $0 $0 $0 $0 $0 NA NA (1840-33180) USPS Taskforce (1840-33181) HIDTA (1840-33182) 2010 UASI Bomb Emer Resp Veh (1840-33183) 2013 GOHS DUI Enforcement (1840-33184) 2013 GOHS Seat Belt Enforce (1840-33190) 2012 UASI GPD TLO (1840-33192) 2010 UASI Bomb Robot Refurbish (1840-33193) 2013 DUI Know Your Limits (1840-33194) GRIC Police Vehicles (1840-33195) 2013 DUI Enforcement OT $1,479 $0 $0 $0 NA $505,273 $12,346 $0 $0 $0 $0 $0 $0 NA NA (1840-33213) 2013 COPS Hiring Program (1842-37002) JAG Recovery Act (1860-32020) Federal RICO (1860-32030) State RICO (2530-12390) PS Training Ops - Police $0 $0 $0 $553,150 NA $406,812 $0 $0 $0 NA $13,260 $2,292,742 $225,000 $3,671,249 $225,000 $3,671,249 $225,000 $2,220,733 0% -40% $311,752 $350,045 $350,045 $333,945 -5% $69,116,507 $77,604,581 $77,604,581 $82,468,375 6% ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget $51,262,613 $14,872,341 $56,470,828 $18,305,472 $56,470,828 $18,305,472 $62,701,032 $17,960,301 11% -2% Total - Police Department (A7500) Premiums/Controlled Budget Total - Police Department FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-12120) Police Administration (1000-12130) Gateway Patrol Percent Over FY 2014 Budget $2,981,553 $2,828,281 $2,828,281 $1,807,042 -36% $69,116,507 $77,604,581 $77,604,581 $82,468,375 6% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 18 109 19 100 19 100 21 135 11% 35% 85 20 86 14 86 14 (1000-12135) Training 13 (1000-12150) Crime Investigations (1000-12160) Police Personnel Management 94 5 9% -64% (1000-12170) Foothills Patrol Bureau 118 107 107 127 19% (1000-12180) Police Support Services 21.5 19.5 19.5 25.5 31% 1 10 1 10 1 10 1 19 0% 90% (1000-12215) PD - Tow Administration (1000-12220) PD - Detention (1000-12230) PD - Communications 30.5 28.5 28.5 38.5 35% (1000-12233) PD - Special Operations (1000-12235) PD - Emergency Management 35 4 34 34 50 47% (1281-12231) Stadium - PD Event Staffing 2 2 2 2 0% (1282-12190) Arena-PD Event Staffing 1 1 1 1 0% 118 1 111 1 111 1 1 0% 1 1 1 1 0% 0% (1700-12310) Patrol - Special Revenue Fund (1840-33002) Victim Rights - PD (1840-33018) VOCA (1840-33213) 2013 COPS Hiring Program (1860-32030) State RICO (2530-12390) PS Training Ops - Police Total -Police Department 0.5 0.5 0.5 10 0.5 2 2 2 2 0% 577.5 537.5 537.5 546.5 2% 212 OPERATING BUDGET Public Works PERFORMANCE MEASURES PUBLIC WORKS Mission Statement: A partnership of employees and community working together to create a better quality of life for Glendale and to ensure the safe, efficient transportation of people and goods in the city of Glendale. Department Description: Public Works provides essential services that directly impact the community and provides support to other departments within the organization. Public Works is comprised of three separate, yet interdependent divisions that provide essential services to the city. The three divisions are field operations, engineering and transportation. Field operations includes four (4) primary functions: 1) solid waste collection and disposal services including recycling, household hazardous waste collection, loose trash collection services, and street sweeping services; 2) street maintenance and concrete repair including graffiti removal, and maintenance of traffic signs, and street striping; 3) equipment management for maintaining approximately 1,300 city vehicles and support equipment; and 4) facilities management for the maintenance and cleaning of over 2 million square feet of space. In addition to these core functions field operations is also responsible for the care and operation of Glendale Memorial Park cemetery as well as contract administration for animal control services provided by Maricopa county. Engineering ensures citizen safety and high quality of life by providing properly designed, constructed and inspected public facilities and right-of-way infrastructure. It also supports other city departments when undertaking capital improvement projects. The department oversees floodplain management, the city-adopted National Flood Insurance Program, real estate management and management and oversight of cell tower equipment in the public right of way and on city owned facilities. Transportation services include coordination of bus service as well as the city operated Dial a Ride program, participation in regional planning and coordination of such projects as Northern Parkway and the Loop 303, management of traffic signals and intelligent transportation systems, large event transportation management. Design and planning for improvements to the transportation system for pedestrians, bicycles and vehicles is a key component of the Glendale Onboard transportation program. Finally, the operation and management of the city airport is part of the transportation division. 213 OPERATING BUDGET Public Works FISCAL YEAR 2015 GOALS Seek additional revenue opportunities and methods FY 2015 Goal Related Council Priority Fiscal Sustainability Increase refuse at COG landfill by 10,000 tons and recyclables by Activities 5,000 tons. Landfill revenues can grow by $220,000 in FY 2015 and recycling Expected Outcomes revenue by $300,000. (Perf. Measures) N/A Time Commitment Recycling revenue dependent on continued strong markets. Expected Challenges FY 2015 Goal Related Council Priority Activities Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges Identify opportunities for alternate service delivery Service Level Options Outsourcing when opportunities arise, such as lane striping. Preliminary estimates show outsourcing striping to save $20-40K annually by converting vacant positions to contractual dollars. Issuance of RFP or identifying related cooperative purchase. Annual lane striping will be straightforward, responsiveness to small projects may be compromised a little. Update and manage telecommunications agreements to maximize revenue Related Council Priority Fiscal Sustainability Updating agreements with providers, temporary agreements for Super Activities Bowl. Expected Outcomes Revenue enhancement could increase by $40,000 over FY 2014 (Perf. Measures) Staffing in engineering and city attorneys office remains stable to get Time Commitment agreements reviewed. None Expected Challenges FY 2015 Goal Providing seamless service delivery for fans and visitors for the Pro Bowl and Super Bowl Related Council Priority Super Bowl/Public Safety Coordination of transportation activities for game and related public Activities and private events while maintaining existing service. Successful ingress and egress from facility on game day and for Expected Outcomes related activities during the week. (Perf. Measures) This is an "all hands on deck" sort of event and Public Works staff Time Commitment across all areas will be involved in a successful event. Last minute demands or changes to plans will be the biggest challenge. Expected Challenges FY 2015 Goal 214 OPERATING BUDGET Public Works FISCAL YEAR 2014 Innovations and Accomplishments:  Innovation - Identified opportunity to outsource street striping program for FY 2015 by converting three vacant positions into contractual dollars. Savings of over $25,000 annually will be realized in reduced striping costs and elimination of city owned striping truck.  Accomplishment - Vieste waste recycling facility was dedicated in March 2014, full commercial operations not expected until late 2014 due to dispute between Vieste and design engineers.  Accomplishment - Exceeded budget reduction target for Public Works by 10%. GOAL UPDATES Present updated Streets maintenance plan to City Council that will propose various street treatments for FY 2014 and FY 2015 and begin construction of FY 2014 improvements by March 2014 One community with strong neighborhoods. Related Council Goal Presentation and guidance received on Dec 17, 2013, FY 14 work amounting to $5.2M is being designed right now, a new pavement Was the Goal Met? study is to be initiated in fall of 2014 and in spring of 2015 is planned first half of $12M in additional street maintenance improvements. Majority of funds to be used for slurry seal of residential and collector What were the streets in FY 2014 and may allow for up to 80 miles of streets to be Performance Measures? treated depending on bidding environment. Design of work takes longer than initially anticipated and is Obstacles/Challenges outsourced. FY 2014 Goal FY 2014 Goal Related Council Goal Was the Goal Met? Evaluate new revenue opportunities in General Fund including the leasing of city owned space at Bank of America (B of A) building and former Material testing lab at COG airport One community that is fiscally sound. Partially. Council was presented an initial list of all city assets on May 20, additional information has been requested and will be presented in Fall of 2014. Remaining city departments were moved out of B of A by June 15 and next phase including moving IT operations into Main public safety building and advocacy center operations into old IT space is planned to be completed by end of July 2014. Add one new tenant at B of A space in FY 2014 and secure new tenant What were the Performance Measures? to take over space at Airport. Identifying new tenants through our property managers (MODE) for B Obstacles/Challenges of A will be a challenge. 215 OPERATING BUDGET Public Works FISCAL YEAR 2013 GOAL UPDATES Successfully coordinate completion of design and construction of regional roadway projects. One community with quality economic development. Related Council Goal In progress. The first phase of Northern Parkway is under construction and the designs for landscaping and overpasses at Litchfield and Reems roads are complete. Loop 303 construction is underway. The Was the Goal Met? Grand Avenue Beautification Project design is complete and this project is also currently under construction. Agreements for ongoing operations and maintenance are complete. What were the Performance Measures? Design and construction standards are to Glendale specifications. Agreements require detailed coordination with regional and private Obstacles/Challenges partners. FY 2013 Goal To complete the Glendale Corridor Planning Study for high-capacity transit/light rail. Secure funding for an alternatives analysis of a FY 2013 Goal preferred alignment in Glendale. Ensure that a Glendale Corridor remains within the life cycle of Proposition 400. One community with quality economic development. Related Council Goal One community with a vibrant city center. Yes Was the Goal Met? Completion of the Glendale Corridor Planning Study and securing What were the Performance Measures? regional and/or federal funds for an alternatives analysis. Challenges remain in the upcoming years regarding reduced federal Obstacles/Challenges funding coming into the region. 216 OPERATING BUDGET Public Works PUBLIC WORKS FIELD OPERATIONS ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (1000-11370) Materials Control Warehouse $173,666 $190,689 $189,947 $0 (1000-13410) Field Operations Admin. $648,265 $476,330 $464,884 $479,048 1% (1000-13420) Cemetery (1000-13430) Manistee Ranch Maintenance $195,791 $5,890 $188,913 $5,113 $184,358 $6,300 $211,849 $6,613 12% 29% 0% (1000-13440) Graffiti Removal -100% $165,084 $17,054 $17,054 $17,096 (1000-13450) Facilities Management $3,651,763 $3,767,943 $3,767,943 $3,976,608 6% (1000-13460) Custodial Services (1000-13461) Downtown Parking Garage $1,003,346 $54,301 $893,874 $46,894 $990,701 $46,271 $841,619 $46,716 -6% 0% (1000-16040) Downtown Beaut. & Promotion $120,794 $0 $0 $0 NA (1040-13510) Equipment Management (1040-13520) Fuel Services $3,787,466 $3,652,524 $3,990,336 $3,803,029 $3,963,842 $3,803,029 $3,896,514 $3,780,944 -2% -1% (1040-13530) Parts Store Operations $1,390,091 $1,569,565 $1,559,545 $1,497,563 -5% $399,689 $2,795,693 $2,767,719 $2,452,791 -12% $44,004 $1,090,398 $60,000 $4,036,235 $48,000 $1,361,235 $50,000 $1,156,500 -17% -71% $0 $161,321 $161,321 $163,759 $658,581 $3,066,686 $789,510 $3,157,210 $789,510 $3,496,710 $648,241 $4,393,966 (1120-13610) Equipment Replacement (1280-13470) YSC - Facilities Mgt. (1340-16720) Street Maintenance (1340-16731) Graffiti Removal - ROW (1340-16820) Signs & Markings (2440-17710) Landfill 2% -18% 39% (2440-17720) Gas Management System $102,454 $166,600 $166,600 $166,800 0% (2440-17730) Solid Waste Admin $882,098 $1,053,554 $1,053,554 $1,287,352 22% $807,173 $1,582,941 $950,264 $1,764,461 $950,264 $1,789,101 $964,247 $1,950,916 1% 11% (2440-17740) Recycling (2440-17750) MRF Operations (2480-17810) Sanitation Roll-off $651,757 $774,162 $749,482 $705,076 -9% (2480-17820) Sanitation Frontload (2480-17830) Curb Service $3,145,620 $7,545,232 $3,378,094 $6,827,713 $3,378,094 $6,827,713 $3,086,265 $6,844,938 -9% 0% (2480-17840) Residential-Loose Trash Collec $2,896,619 $2,706,029 $2,706,029 $2,696,719 0% $443,522 $415,244 $453,921 $471,276 13% $38,165,755 $43,985,830 $41,693,127 $41,793,416 -5% (2530-13480) PS Training Ops - Fac. Mgmt. Total - Field Operations 217 OPERATING BUDGET Public Works PUBLIC WORKS FIELD OPERATIONS ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget (A6000) Salary & Related Budget $11,729,911 $11,985,014 $12,015,683 $11,743,885 -2% (A7000) Non-Salary Operating Budget $21,230,637 $27,839,719 $25,516,347 $26,152,259 -6% (A7500) Premiums/Controlled Budget $5,205,207 $4,161,097 $4,161,097 $3,897,272 -6% $38,165,755 $43,985,830 $41,693,127 $41,793,416 -5% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 3.75 2.75 2.75 2 2 1 1 1 1 1 1 0% 0% Total - Field Operations FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1000-11370) Materials Control Warehouse (1000-13410) Field Operations Admin. (1000-13420) Cemetery Percent Over FY 2014 Budget (1000-13440) Graffiti Removal 2 (1000-13450) Facilities Management 10 10 10 10 0% (1000-13460) Custodial Services (1000-16040) Downtown Beaut. & Promotion 13 2 11 11 6 -45% (1040-13510) Equipment Management 33 30 30 30 0% (1040-13530) Parts Store Operations (1340-16720) Street Maintenance 1 5 1 5 1 5 1 6 0% 20% (1340-16731) Graffiti Removal - ROW 2 2 2 0% (1340-16820) Signs & Markings 7 7 7 6 -14% (2440-17710) Landfill (2440-17730) Solid Waste Admin 16 9 16 9 16 9 16 12 0% 33% (2440-17740) Recycling 6 6 6 6 0% (2440-17750) MRF Operations (2480-17810) Sanitation Roll-off 8 2 8 2 8 2 8 1 0% -50% (2480-17820) Sanitation Frontload 14 14 14 12 -14% (2480-17830) Curb Service 37 37 37 37 0% (2480-17840) Residential-Loose Trash Collec (2530-13480) PS Training Ops - Fac. Mgmt. 21 3 21 2 21 2 21 2 0% 0% 196.75 185.75 185.75 178 -4% Total -Field Operations 218 OPERATING BUDGET Public Works PUBLIC WORKS RIGHT-OF-WAY ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1282-16740) Arena - ROW Maintenance FY 2013 Actual Total - Right-of-Way ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Right-of-Way FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1340-16710) Right-of-Way Maintenance Total -Right-of-Way FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $33,664 $49,901 $49,901 $0 $0 $0 $30,980 $16,080 NA $1,882,488 $2,632,413 $3,009,527 $2,609,721 -1% $1,916,152 $2,682,314 $3,090,408 $2,625,801 -2% (1283-16741) CBRanch - ROW Maintenance (1340-16710) Right-of-Way Maintenance FY 2014 Budget FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget -100% Percent Over FY 2014 Budget $564,891 $698,047 $705,801 $710,596 $1,241,791 $109,470 $1,910,953 $73,314 $2,311,293 $73,314 $1,865,262 $49,943 -2% -32% 2% $1,916,152 $2,682,314 $3,090,408 $2,625,801 -2% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 11 11 11 11 0% 11 11 11 11 0% 219 OPERATING BUDGET Public Works PUBLIC WORKS ENGINEERING ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1000-13710) BofA Bank Building FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $256,309 $256,579 $256,579 $293,178 $61,845 $56,400 $56,400 $57,400 2% (1000-13720) Engineering Administration (1000-13730) Design Division $300,316 $138,629 $286,402 ($73,147) $286,402 ($73,147) $543,242 $127,670 90% -275% (1000-13780) Land Development Division $334,222 $331,634 $331,634 $110,784 -67% (1000-13790) Construction Inspection $399,944 $422,329 $422,329 $709,649 $250,081 $1,395,682 $222,953 $2,128,322 $222,953 $2,128,322 $0 $2,089,094 -100% -2% -18% (1000-13715) Promenade at Palmaire (1000-13800) Materials Testing (1340-16920) Street Light Management (1340-16940) Traffic Studies Total - Engineering ACCOUNT ROLLUP TYPE OF EXPENDITURES $360,549 $393,609 $393,609 $323,589 $3,497,577 $4,025,081 $4,025,081 $4,254,606 FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget 14% 68% 6% Percent Over FY 2014 Budget (A6000) Salary & Related Budget $1,543,997 $1,377,438 $1,377,438 $1,749,514 (A7000) Non-Salary Operating Budget $1,859,145 $2,578,415 $2,578,415 $2,457,659 -5% (A7500) Premiums/Controlled Budget $94,435 $69,228 $69,228 $47,433 -31% $3,497,577 $4,025,081 $4,025,081 $4,254,606 Total - Engineering FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM 27% 6% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget (1000-13720) Engineering Administration 3 3 3 5 67% (1000-13730) Design Division (1000-13780) Land Development Division 6 3 5 3 5 3 4 1 -20% -67% (1000-13790) Construction Inspection 4 4 4 8 100% (1000-13800) Materials Testing 3 3 3 (1340-16920) Street Light Management (1340-16940) Traffic Studies 4 4 4 1 3 -25% 23 22 22 22 0% Total -Engineering Percent Over FY 2014 Budget 220 OPERATING BUDGET Public Works PUBLIC WORKS TRANSPORTATION ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1010-16360) Transp - Super Bowl Event FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $0 $0 $34,905 $325,000 $564,457 $792,884 $792,884 $793,792 0% $48,206 $464 $79,838 $14,981 $79,838 $14,981 $70,946 $14,991 -11% 0% (1340-16810) Traffic Signals $770,529 $1,281,708 $1,006,708 $1,201,559 -6% (1340-16910) Transportation Administration $298,276 $172,904 $172,904 $112,038 -35% (1340-16950) Traffic Design and Development (1650-37200) Grant Approp - Transportation $182,668 $0 $179,254 $0 $179,254 $0 $167,456 $1,000,000 -7% NA (1650-37201) JARC - GUS 1 & 2 (1281-16840) Stadium - Transportation Ops. (1281-16845) Transp - Fiesta Bowl Event (1282-16830) Arena - Transportation Ops. NA $149,402 $73,849 $73,849 $0 -100% (1650-37202) New Freedom - GUS 3 (1650-37203) New Freedom-Bus Buddies BAG IT $43,844 $30,863 $0 $20,202 $0 $20,202 $0 $0 NA -100% (1650-37205) JARC - Route 60 NA $85,503 $0 $0 $0 (1650-37206) HSIP Ped Countdown Signals $0 $35,541 $0 $35,541 (1650-37207) AZ-37-X014 Route 59 Grant (1660-16510) Transportation Program Mgmt $110,845 $2,677,650 $0 $2,990,125 $0 $2,990,125 $0 $2,338,398 NA -22% (1660-16520) Transportation Education 0% $212,605 $236,210 $236,210 $212,480 -10% (1660-16525) Transit Management (1660-16530) Dial-A-Ride $307,885 $2,481,019 $378,752 $2,563,156 $378,752 $2,563,156 $400,068 $2,538,880 6% -1% (1660-16540) Fixed Route $2,528,723 $4,338,648 $4,338,648 $4,338,971 0% $20,827 $42,000 $42,000 $40,300 -4% (1660-16570) Intelligent Transportation Sys (1660-16580) Traffic Mitigation $530,317 $168,006 $618,190 $335,627 $618,190 $335,627 $665,151 $361,444 8% 8% (1660-16590) Transportation CIP O&M (1660-16550) Demand Management $140,808 $748,451 $748,451 $1,011,577 35% (1660-16610) GO Traffic Signals (1660-16620) GO Signs & Marking $0 $0 $18,600 $53,813 $18,600 $53,813 $18,600 $53,813 0% 0% (1660-16630) GO Street Light Mgmt $0 $57,343 $57,343 $505,343 781% (1842-37090) Old Roma Alley ARRA Grant $0 $0 $11,352,897 $15,032,076 Total - Transportation ($3,588) $14,752,852 $0 NA $16,206,348 8% 221 OPERATING BUDGET Public Works PUBLIC WORKS TRANSPORTATION ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (A6000) Salary & Related Budget $3,952,295 $4,199,887 $4,195,058 $4,241,702 1% (A7000) Non-Salary Operating Budget $5,913,078 $9,185,860 $8,911,465 $10,318,396 12% (A7500) Premiums/Controlled Budget $1,487,524 $1,646,329 $1,646,329 $1,646,250 0% $11,352,897 $15,032,076 $14,752,852 $16,206,348 8% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget (1340-16810) Traffic Signals 5 6 6 6 0% (1340-16910) Transportation Administration (1340-16950) Traffic Design and Development 2 2 2 2 2 2 1 2 -50% 0% (1660-16510) Transportation Program Mgmt 5 6 6 7 17% (1660-16520) Transportation Education 1 1 1 1 0% 4 34.25 4 33.25 4 33.25 4 32.25 0% -3% (1660-16570) Intelligent Transportation Sys 4 4 4 5 25% (1660-16580) Traffic Mitigation 1 1 1 1 0% 58.25 59.25 59.25 59.25 0% Total - Transportation FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1660-16525) Transit Management (1660-16530) Dial-A-Ride Total -Transportation Percent Over FY 2014 Budget 222 OPERATING BUDGET Public Works PUBLIC WORKS AIRPORT ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (1760-16410) Airport Operations Total - Airport ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual (A7500) Premiums/Controlled Budget Total - Airport FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (1760-16410) Airport Operations Total -Airport FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $608,926 $674,219 $674,219 $723,906 7% $608,926 $674,219 $674,219 $723,906 7% FY 2013 Actual (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget FY 2014 Budget FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $396,157 $136,017 $404,876 $141,422 $404,876 $141,422 $428,821 $150,662 6% 7% $76,752 $127,921 $127,921 $144,423 13% $608,926 $674,219 $674,219 $723,906 7% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 6 6 6 6 0% 6 6 6 6 0% 223 OPERATING BUDGET Water Services PERFORMANCE MEASURES WATER SERVICES Mission Statement: Glendale Water Services Department provides customers with safe, reliable, high quality water and wastewater services to ensure public health and the vitality of our community. Department Description: The Water Services Department serves more than 231,000 people within the city of Glendale, and is responsible for delivering over 14 billion gallons of drinking water annually to the residents and businesses of Glendale. The Department is also responsible for collecting and treating wastewater to an A+ effluent standard for recharge or reuse, the highest quality recognized in Arizona. Water and wastewater services are accomplished through a complex network of four water treatment plants, two water reclamation facilities, partnership in a regional reclamation facility, and an extensive network of water distribution service mains and lines, as well as, a comprehensive wastewater collection system. In addition to water and wastewater services, the Water Services Department conducts extensive water quality testing and monitoring to ensure public health and safety, and environmental protection. Water Services provides conservation and sustainability classes and programs for adults and youth, and has citywide responsibilities for hazardous material management, air quality, and pollution prevention. Furthermore, the Department also manages and operates a comprehensive storm water management program. The Department receives no revenues from sales or property taxes, and operates on funds from rates and service charges and fees. In accordance with city policy, these funds are administered in an enterprise account. FISCAL YEAR 2015 GOALS Complete the first phase of a comprehensive asset management program to minimize life cycle costs of water and wastewater FY 2015 Goal infrastructure assets to improve investment in maintenance resources and capital improvement projects. Related Council Priority Fiscal Sustainability The Asset Management Program is based on a complete inventory of all Water Services assets. The program tracks the condition of the assets, ongoing maintenance and repair efforts, and other relevant Activities elements to include tracking levels of performance in order to allow for quantifiable decisions for asset improvement or replacements. In FY 2015 the first phase of the Asset Management Program will be to inventory all Water Services assets, develop asset information, Expected Outcomes improve the existing preventive maintenance program, and create all (Perf. Measures) needed workflows to facilitate further development. 224 OPERATING BUDGET Water Services Time Commitment Expected Challenges This is a long term on-going program requiring continuous assessment and evaluation incorporating best practices as the program evolves. The implementation of a comprehensive asset management program is a large project requiring a change in current practices. Key will be communicating the expectations and desired outcome for the program to all levels in the organization. Upgrade the mechanical and electrical components at the Arrowhead Ranch Water Reclamation Facility (ARWRF). ARWRF was originally constructed in 1983 and currently on average treats 3 FY 2015 Goal million gallons of wastewater daily. Continued upgrades and improvements will ensure this facility is in good working condition to meet the reclamation needs of the city. Related Council Priority Fiscal Sustainability This project will include design and construction of some major components of the facility to include: effluent line assessment and rehabilitation, clarifier improvements, new motor control center, Activities particle removal screens, replacement of the air distribution system, headwork improvements, odor control system improvements, filter improvements, and process control software. Expected Outcomes (Perf. Measures) Time Commitment Expected Challenges In FY 2015 the assessment and design portions of the project are expected to be completed with construction to start in FY 2016. This is a large multi-year project that will ensure the reliable and safe treatment of wastewater and will assist the department in continuing to meet our regulatory requirements. Potential challenges include coordinating multiple aspects of a complex project while maintaining service levels. Enhance operational readiness and continue efforts to create a comprehensive cross training program for Water Services staff. Related Council Priority Fiscal Sustainability Provide training and development opportunities to ensure Water Services staff have the necessary skills to perform various job Activities functions in the department. Water Services staff are crossed training to function in cross divisional Expected Outcomes tasks and activities. (Perf. Measures) This is an on-going program with continual assessment of needs and Time Commitment training. Potential challenges include managing competing priorities and Expected Challenges maintaining high service levels. FY 2015 Goal 225 OPERATING BUDGET Water Services FISCAL YEAR 2014 Innovations and Accomplishments:  Accomplishment - The Water Services West Area Water Reclamation Facility was selected as the AZ Water 2014 Large Treatment Plant of the Year. The Maricopa County Environmental Services Department nominated the West Area facility for this prestigious award. GOAL UPDATES Upon Council approval, create a Water Services Advisory Commission as recommended by the Citizen's Task Force on Water and Sewer. The Commission will advise the Council on water FY 2014 Goal services policies and strategies to ensure the well being and quality of life of Glendale residents and businesses. One community with high quality services for citizens. Related Council Goal Yes. Ordinance 2850 was adopted by Council to form the Water Services Advisory Commission. The Commission started meeting in September 2013, and has been meeting on a monthly basis. The Commission has been provided with an educational program including Was the Goal Met? information relating to water resource planning, water and wastewater treatment, reclaimed water storage, urban irrigation, and financial planning. Annually the Commission is to provide policy and strategy What were the Performance Measures? recommendations to Council for consideration and implementation. Obstacles and challenges have been nominal. The Commission has been engaged and highly interested in Water Services resources and Obstacles/Challenges operations. Complete engineering assessment and infrastructure improvements to the Hillcrest Ranch Booster Station within Zone 3 by strengthening FY 2014 Goal our operational flexibility and water supply reliability through maximizing our water resources and distribution capabilities. One community with high quality services for citizens. Related Council Goal Currently design improvements and modifications are in process. Construction and equipment upgrades are scheduled to be completed Was the Goal Met? in FY 2015. Hydraulic modeling complete within 60 days. Design, construction What were the Performance Measures? and equipment upgrades completed in one year. Competing priorities delayed progress of this project. This goal is a high priority for Water Services and resources will continue to be Obstacles/Challenges allocated to ensure project completion. 226 OPERATING BUDGET Water Services FISCAL YEAR 2013 GOAL UPDATES Complete the improvements to the Arrowhead Ranch Water Reclamation Facility ultraviolet (UV) disinfectant system. This FY 2013 Goal project will replace the existing UV systems with energy efficient low pressure UV disinfection systems. One community with high quality services for citizens. Related Council Goal Yes the project is on schedule to be completed June 2013. Was the Goal Met? The project is expected to be completed by June 2013. The project What were the Performance Measures? will reduce operation and maintenance costs by $100,000 annually. This was a large multi year project that will be completed on time and within budget. The primary challenge with this project was a two week delay to find and procure specific block material needed for the Obstacles/Challenges building walls. The material was unavailable locally causing the two week delay. Staff was able to adjust scheduled tasks so the project would continue and be completed on time. Successful completion of the Ad-hoc Citizen Task Force on Water and Sewer by achieving the desired outcome of developing a shared understanding between the Task Force and the city on the FY 2013 Goal management, sustainability, and value of water and its impact on the community by reaching consensus recommendations to ensure the well-being and quality of life of Glendale residents and businesses. One community with high quality services for citizens. Related Council Goal Yes, Over the course of nine months a series of 11 meetings and two worksite tours were provided with an extensive educational program covering all aspects of the business of water. Consensus was achieved and recommendations were group into five focus areas to include: I)Financial Planning, Billing, and Customer Services, II) Public Was the Goal Met? Involvement and Community Education, III) Regional Collaboration and Water Resources and Sustainability, IV) Operations and Infrastructure, and V) Employee Development, Retention, Safety and Productivity. A final report was presented to Council in December 2012. Based upon the education provided and through facilitated consensus building discussions the task force will provide Council with What were the Performance Measures? information and recommendations on the city’s water and wastewater enterprise. This was a large public committee with various levels of knowledge and understanding of the water industry. Fortunately many members were highly dedicated and committed to the Task Force and provided Obstacles/Challenges a high level of effort to provide a comprehensive report and recommendations to the City Council. 227 OPERATING BUDGET Water Services WATER SERVICES UTILITIES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (2360-17110) Utilities Administration FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $6,249,614 $7,474,073 $7,474,073 $7,711,049 3% $0 $0 $0 $129,333 NA (2360-17120) Information Management (2360-17130) Public Service Representatives $989,105 $271,579 $1,220,230 $339,776 $1,220,230 $339,776 $1,109,612 $652,701 -9% 92% (2360-17140) System Security $705,778 $664,015 $664,015 $519,072 -22% $63,327 $78,500 $78,500 $65,500 -17% $2,033,711 $3,255,142 $2,347,662 $3,639,389 $2,347,662 $3,639,389 $2,056,290 $3,546,843 -12% -3% (2360-17115) Safety Administration (2360-17150) Property Management (2360-17160) Arrowhead Reclamation Plant (2360-17170) West Area Plant (2360-17180) Materials Control Warehouse $0 $0 $0 $118,567 NA (2400-17210) Customer Service - Field (2400-17220) Irrigation $1,205,393 $162,394 $1,252,202 $201,096 $1,252,202 $201,096 $1,179,734 $195,542 -6% -3% (2400-17230) Raw Water Usage $2,742,525 $3,570,000 $3,570,000 $4,134,838 16% (2400-17240) Central System Control $1,265,398 $1,346,419 $1,346,419 $1,316,158 -2% (2400-17250) Pyramid Peak Plant (2400-17260) Cholla Treatment Plant $1,933,960 $2,927,894 $1,949,560 $3,547,915 $1,949,560 $3,547,915 $1,825,267 $2,887,595 -6% -19% (2400-17280) Central System Maintenance $372,177 $666,225 $666,225 $1,679,583 152% (2400-17290) Water Distribution (2400-17300) Meter Maintenance $2,507,882 $748,755 $3,225,241 $1,208,583 $3,225,241 $1,208,583 $3,197,733 $1,033,874 -1% -14% (2400-17310) Oasis Surface WTP $1,598,081 $3,389,272 $3,389,272 $2,836,661 -16% $128,748 $613,500 $613,500 $613,500 0% $463,196 $2,204,360 $521,822 $3,279,448 $521,822 $3,279,448 $505,422 $3,279,448 -3% 0% (2400-17320) Oasis Groundwater WTP (2420-17610) Pretreatment Program (2420-17620) SROG (91st Ave) Plant (2420-17625) 99th Avenue Interceptor (2420-17630) Wastewater Collection (2420-17699) Storm Water Total - Utilities $49,357 $200,000 $200,000 $200,000 0% $2,511,859 $311,362 $2,999,231 $412,048 $2,999,231 $412,048 $2,861,963 $373,978 -5% -9% $34,701,597 $44,146,207 $44,146,207 $44,030,263 0% 228 OPERATING BUDGET Water Services WATER SERVICES UTILITIES ROLLUP ACCOUNT ROLLUP TYPE OF EXPENDITURES FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget (A6000) Salary & Related Budget $11,825,556 $13,006,566 $13,006,566 $13,194,621 (A7000) Non-Salary Operating Budget $16,914,988 $24,301,112 $24,301,112 $24,592,693 1% (A7500) Premiums/Controlled Budget $5,961,053 $6,838,529 $6,838,529 $6,242,949 -9% $34,701,597 $44,146,207 $44,146,207 $44,030,263 0% FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget (2360-17110) Utilities Administration 12 13 13 12 -8% 33% Total - Utilities Percent Over FY 2014 Budget 1% (2360-17115) Safety Administration (2360-17120) Information Management 6 6 6 1 8 (2360-17130) Public Service Representatives 4 5 5 7 40% (2360-17140) System Security 10 8 8 7 -13% (2360-17160) Arrowhead Reclamation Plant (2360-17170) West Area Plant 12 15 12 15 12 15 9 12 -25% -20% 16 1 16 16 15 -6% (2360-17180) Materials Control Warehouse (2400-17210) Customer Service - Field (2400-17220) Irrigation 1.75 (2400-17240) Central System Control 9 8 8 7 -13% (2400-17250) Pyramid Peak Plant 11 11 11 9 -18% (2400-17260) Cholla Treatment Plant (2400-17280) Central System Maintenance 9 5 9 5 9 5 7 17 -22% 240% (2400-17290) Water Distribution 26 26 26 26 0% (2400-17300) Meter Maintenance (2400-17310) Oasis Surface WTP 11 14 11 13 11 13 8 10 -27% -23% (2420-17610) Pretreatment Program 6 6 6 6 0% (2420-17630) Wastewater Collection 17 17 17 17 0% (2420-17699) Storm Water 3 4 4 4 0% 187 185 185 183.75 -1% Total -Utilities 229 OPERATING BUDGET Water Services WATER SERVICES ENV. RESOURCES ROLLUP FUND & DEPARTMENT NUMBER BUDGET BY PROGRAM (2360-17010) Environmental Resources (2360-17420) Water Quality (2400-17410) Water Conservation Total - Env. Resources ACCOUNT ROLLUP TYPE OF EXPENDITURES (A6000) Salary & Related Budget (A7000) Non-Salary Operating Budget (A7500) Premiums/Controlled Budget Total - Env. Resources FUND & DEPARTMENT NUMBER STAFFING BY PROGRAM (2360-17010) Environmental Resources (2360-17420) Water Quality (2400-17410) Water Conservation Total -Env. Resources FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget $340,573 $548,274 $548,274 $736,296 $1,052,680 $1,197,650 $1,197,650 $1,306,762 9% $281,191 $324,654 $324,654 $368,075 13% $1,674,444 $2,070,578 $2,070,578 $2,411,133 16% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget 34% Percent Over FY 2014 Budget $1,225,969 $1,404,871 $1,404,871 $1,728,056 23% $416,703 $31,772 $642,684 $23,023 $642,684 $23,023 $676,212 $6,865 5% -70% $1,674,444 $2,070,578 $2,070,578 $2,411,133 16% FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Percent Over FY 2014 Budget 5 10 5 10 5 10 7 11 40% 10% 2 2 2 2 0% 17 17 17 20 18% 230 CITY OF GLENDALE, AZ 231 2015-2024 CAPITAL IMPROVEMENT PLAN CIP Table of Contents CIP TABLE OF CONTENTS Page Table of Contents 232 Capital Improvement Plan Preparation 234 Summary of All Capital Projects by Funding Type 249 FUND SUMMARIES BOND CONSTRUCTION FUNDS Street/Parking 1980 – Street/Parking Bonds 250 251 252 Open Space & Trails 2140 – Open Space/Trails Construction 256 257 Parks 2060 – Parks Construction 260 261 Library 2160 – Library Construction 269 270 Public Safety 2040 – Public Safety Construction 271 272 Government Facilities 2080 – Government Facilities Construction 278 279 Cultural Facilities/Historical Preservation 2130 – Cultural Facility Construction 283 284 Economic Development 2100 – Economic Development Construction 285 286 Flood Control 2180 – Flood Control Construction 289 290 DEVELOPMENT IMPACT FEE FUNDS Roadway Improvements 1601+ – DIF – Roadway Improvements 295 296 297 Open Space 1520+ – DIF – Citywide Open Space 299 300 232 2015-2024 CAPITAL IMPROVEMENT PLAN Table of Contents Page Parks & Recreation 1461+ – DIF – Citywide Parks 1481+ – DIF – Citywide Rec Facility 1541+ – DIF – Park Dev Zone 1 1561+ – DIF – Park Dev Zone 2 1581+ – DIF – Park Dev Zone 3 302 303 304 306 308 310 Library 1380+ – DIF – Library Buildings 1500+ – DIF – Libraries 311 312 313 Public Safety 1441+ – DIF-Police Dept Facilities 1421+ – DIF-Fire Protection Facilities 315 316 317 General Government 1620 – DIF – General Government 318 319 ENTERPRISE AND OTHER FUNDS Water & Sewer 2360 – Water & Sewer 2400 – Water 2420 – Sewer 320 321 322 325 335 Transportation 2210 – Transportation Construction 2000 – HURF/Street Bonds 1650 – Transportation Grants 341 342 355 357 Sanitation 2480 – Sanitation 363 364 Landfill 2440 – Landfill 366 367 Airport Capital Grants 2120 – Airport Capital Grants 374 375 Other Capital Project Funds 1840 – Other Federal and State Grants 1000 – General Fund 1040 – PC Replacement 1283 – Camelback Ranch Events 1740 – Civic Center 2150 – Technology Infrastructure 1220 – Arts Commission 379 380 381 383 384 385 387 391 233 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation CAPITAL IMPROVEMENT PLAN PREPARATION 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 and quality of life services to current and future residents, businesses and visitors. 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, transmission pipes, storage facilities, odor control facilities and pump stations; roads, bridges, traffic signals and other traffic control devices including fiber optic infrastructure needed for the operation of intelligent transportation systems; landscape beautification projects; computer software and hardware systems other than personal computers and printers; flood control drainage channels, storm drains and retention basins; and major equipment purchases such as landfill compactors, street sweepers and sanitation trucks. Glendale, like many cities in the Phoenix metropolitan area, faces a special set of complex problems because much of the city is built out except for scattered areas requiring infill development and the far western edge of the city, which is not built out. 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 kept pace with its rapid growth of the past through many new public assets. Glendale also has completed many capital projects that involved renovating, rehabilitating or expanding 234 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation existing infrastructure or buildings. Notable projects completed since 2003 include the following: 2014 2013 2013 2012 2012 2011 2011 2011 2011 2011 2010 2010 2009 2009 2009 2009 2009 2009 2008 2008 2008 2008 2007 2007 2007 2007 2007 2006 2006 2006 2005 2004 2004 2003 Grand Avenue Infrastructure Improvements Civic Center 10 Year Restoration Bethany Home Outfall Channel Sales Tax System Union Hills/Skunk Creek Path Sahuaro Ranch Park Improvements Landfill Entrance Signal O’Neil Park Renovations Marshall Ranch Trail Improvements Thunderbird Park Parking Lot Improvements Bicentennial Park Renovations Butler Park Renovations Relocation of Fire Station 151 Catlin Court Alleyway Project Replacement of Billing System for City Services Storm Drain Improvements – 59th Avenue and 67th Avenue Sahuaro Ranch Park Picnic Pavilion Renovations Trail Renovations at Thunderbird Conservation Park Oasis Water Treatment Plant Cholla Water Treatment Plant Process Improvements Park and Ride Facility at 99th and Glendale Avenues Downtown Parking Garage Grand Avenue Improvements Downtown Campus Foothills Recreation & Aquatic Center Emergency Operations Center Convention Center/Media Center/Parking Garage Field Operations Complex Fire Station 159 Rose Lane Pool Restoration 99th Avenue Metering Station Improvements New Adult Center Facility Pyramid Peak Water Treatment Plant – Solids Handling Expansion Jobing.com Arena 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 operating costs as well as financing options for the capital costs, and an establishment of realistic completion timeframes. The analysis process involves many familiar questions. 235 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation • • • • • • • 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? Will there be additional monthly costs associated with the purchase? If the purchase plan moves forward, a decision must be made about the down payment. A good planner might have started a replacement fund a few years ago in anticipation of the need. Other cash sources might include a savings account or a rainy day emergency fund. The city, just like most families, needs to find longer-term financing to cover certain costs for capital improvements. Repayment of the loan might require cutting other expenses like eating at restaurants or increasing income by taking a second part-time job. An unanticipated inheritance 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 “Impact of the CIP on the Operating Budget” section of this discussion Guidelines and Policies Used in Developing the CIP City Council’s strategic goals and financial policies provide the broad parameters for development of the annual capital plan. For example, Council’s financial policies on Capital Asset and Debt Management state that the 10-year capital plan will address capital needs in the following order: a. to improve existing assets; b. to replace existing assets; c. to construct new assets. These financial policies further state that projected life cycle costing will be evaluated for projects considered for funding in the near future. Life cycle costing is a method of calculating the total cost of a physical asset throughout its life. It is concerned with all costs of ownership and takes account of the costs incurred by an asset from its acquisition to its disposal, including design, installation, operating and maintenance costs. 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? 236 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation • 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? • Does a project respond to and, if possible, 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 3.3 acres 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 and 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. 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 Finance and Technology Department manages 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 and when to fund a project. 237 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation 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 City Council’s strategic goals as well as all of the variables that affect the city’s ability to generate the funds to pay for these projects without jeopardizing its ability to provide routine, ongoing services and one-time or emergency services when needed. The financial projections used to develop the CIP are based on staff’s best prediction of future real estate values, construction costs, interest rates, and other relevant variables. These financial projections are jointly developed by the Finance and Technology Department and Public Works Department in conjunction with the Assistant City Manager. They are updated annually to reflect changes in the economic environment. Although only the first year of the plan is appropriated, the first five years of the plan are financially balanced. This means the first five years of the plan • • • • Comply with the state’s constitutional debt limits; Comply with the available voter authorization required for municipal bonds; Balance the use of incoming revenue streams with the use of fund balance, while maintaining a fund balance in compliance with bond covenants and policies regarding debt management (e.g., for general obligation bonds there must be a fund balance that is at least 10% of the next year’s debt service); and Identify 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. 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. The following section of this budget document, Debt Service Budget, outlines the bond covenants and state and city policies that place financial and legal constraints on the city. Limited staff resources to undertake new capital projects also must be considered. Capital projects often require 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. Also, flood control capital improvements are coordinated with the Maricopa County Flood Control District to maximize matching funds that the district makes available for eligible projects. 238 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation The availability of unanticipated financing, such as federal or state transportation grants may cause the city to accelerate a particular project. In addition, a scheduled project may be delayed in order to take advantage of an unusual one-time opportunity such as the receipt of nongovernmental grant monies. 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. 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. City boards and commissions are comprised of residents and business owners and their meetings are open to the public. A few examples include the Parks and Recreation Advisory Committee, the Library Advisory Board, the Citizen Task Force on Water and Sewer and AD-Hoc Citizens Bond Election Committees. The public also can provide comments to the Mayor and Council through public meetings of the Council, Council District meetings and through other interactions with them. It is through these public input venues that residents and businesses have alerted Council and 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. Types of CIP Projects and Funding Sources 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), Glendale’s dedicated transportation sales tax or Glendale’s general fund excise taxes. In many cases, a large or multiyear project will be financed using a mix of these funding sources. An in-depth discussion about funding the CIP, including voter authorization, state constitutional limits on debt service and revenue to debt service coverage ratios is found in the Debt Service Budget section of the budget document. General Obligation (G.O.) Bond Funded Projects G.O. bonds are direct and general obligations of the city. Glendale uses G.O. bonds to fund most large-scale capital improvements except water, sewer, sanitation, landfill, many transportationrelated projects and professional sports-related facilities such as the Jobing.com Arena, home of 239 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation the National Hockey League’s Arizona Coyotes, and Camelback Ranch, spring training home of the Chicago White Sox and the Los Angeles Dodgers. G.O. 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 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. In contrast, primary property tax revenue may be used for any lawful purpose. There are two separate categories of G.O. bond funded projects. These categories correspond to the 6% and 20% Arizona State Constitutional limits for G.O. bonded indebtedness. These limits will be discussed further in the Debt Service Budget section that follows. Funds that have been established for the 6% category include the Economic Development, Cultural Facility, Government Facilities and Library Bond Funds. Active funds for the 20% category include the Flood Control, Open Space & Trails, Parks, Public Safety and Street/Parking Bond Funds. Water and sewer bonds are also included in the 20% category. Secondary property tax revenue can be used to pay water/sewer debt, but it is preferable for water/sewer capital debt service be paid with water and sewer revenue. The pie charts below represents all FY14-15 capital projects by funding source and the FY14-15 General Obligation portion by type of project. FY 2015 TOTAL CIP FUNDING SOURCES→ G.O. BOND CATEGORIES (All Dollar in Thousands) 240 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation Development Impact Fee Funded Projects 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 or expanded infrastructure in the following categories: roadway improvements, open space and trails, parks, libraries, police, fire, general government, solid waste services and water/sewer. In this section you will find separate DIF fund summaries for each of these categories with the exception of solid waste services and water/sewer which are included in the Enterprise/Other Fund section of the Capital Improvement Plan. 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. In normal economic conditions a number of DIF funded projects would be included in the capital plan to supplement the growth related portion of projects funded with other resources such as G.O. bonds. However with the drastic decline in secondary assessed value and the imperativeness to pay existing G.O. debt service with secondary property tax revenue, all capital projects requiring a new issuance of G.O. bonds were removed or deferred to the last five years of the plan. DIF revenue alone rarely is sufficient to fund 100% of the cost of growth-related projects. Therefore, given these circumstances, the current capital plan reflects very little spending of impact fees. Instead, staff will evaluate options during FY14-15 to identify appropriate uses for DIF revenue. Since the end of FY11-12, there have been significant changes to how and when impact fees may be charged, and how they may be used by government agencies. Late in FY10-11 Senate Bill 1525 was signed into law. The new law significantly changed when fees may be assessed and how development impact fees may be used to fund capital projects. For example cities no longer are allowed to assess impact fees for general government or solid waste capital facilities. Cities also cannot use impact fees to pay for building furnishings such as library book shelves and equipment such as books for new library buildings. The new law also required cities to implement a new fee structure that incorporated many, but not all, of the new law’s restrictions by January 1, 2012. Staff modified the existing impact fees to account for the new restrictions and further modified the Land Use Assumptions (LU), Infrastructure Improvement Plan (IIP) and the Development Impact Fees (DIF) with an effective July 31, 2014. It is important to note that the new law allows funding accumulated prior to January 1, 2012 to be used for any project that was eligible under the guidelines of the previous law; the deadline for spending these previously accumulated funds is January 1, 2020. To segregate fees collected under the prior law from those collected under the new law, separate funds were established for the newly collected fees. Additionally, new funds will be created for the Development Impact Fees that go into effect July 31, 2014. However, the segregated funds are presented together in this budget document. All FY14-15 projects utilize funds accumulated before January 1, 2012. 241 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation Below is a pie chart that shows the distribution of FY14-15 capital projects funded with development impact fees collected prior to January 1, 2012. FY 2015 TOTAL CIP FUNDING SOURCES→ DIF CATEGORIES (All Dollar in Thousands) Enterprise and Other Projects Water and Sewer Revenue Funded Projects: Water/Sewer capital projects can be funded with a number of options including, G.O. bonds, revenue bonds, revenue obligations or cash financing. Bonds or obligations are typically used to fund larger water/sewer projects. The principal and interest for bonds and obligations will be paid from future water/sewer user fee revenue. Smaller water/sewer projects are typically cash financed. Three separate funds have been established for water/sewer projects: one fund is for water capital projects, another fund addresses sewer projects and a third fund covers capital projects that represent a mix of water and sewer projects (e.g., water reclamation projects). Landfill Revenue Funded Projects: Landfill user fee revenues fund environmental improvements required by federal and state law as well as improvements related to constructing, extending, improving and repairing the Glendale Municipal Landfill. Materials Recovery Facility (MRF) projects and landfill equipment also are included in the landfill capital fund. Users of the Glendale Municipal Landfill include private haulers, other cities that are under contract with the city’s landfill and the city’s residential and commercial solid waste operations. 242 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation Sanitation Revenue Funded Projects: Unlike Water/Sewer and Landfill, the capital plan for Sanitation is not funded with revenue bonds. Instead sanitation projects are funded with cash. However, inter-funds loans and capital leases have been used as a funding option in the past for costlier projects. The pie charts below represent all FY14-15 capital projects by funding source and the FY14-15 project funded by enterprise fund user fees. FY 2015 TOTAL CIP FUNDING SOURCES→ ENTERPRISE CATEGORIES (All Dollar in Thousands) Transportation Sales Tax Funded Projects: 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 that became effective January 1, 2002. The revenues are dedicated to funding the implementation of the Glendale Onboard! (GO Transportation Plan). The sales tax has no termination date. The transportation capital and operating budgets are balanced yearly. Transportation projects can either be funded with 243 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation Transportation Revenue Obligations or cash financed. The principal and interest on revenue obligations will be covered with future transportation sales tax revenue. Street (HURF) Revenue Funded Projects: The State of Arizona shares with cities a portion of the revenues it collects from highway user fees. This revenue is tracked in the Streets Fund (Fund 1340) and is known as HURF revenue. The Arizona State Constitution restricts the use of HURF revenue to street and highway purposes such as right-of-way 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 (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. The Arizona Legislature reduced the amount of funds allocated to cities in FY 2009 through FY 2012. Future legislative alterations to HURF revenue sources and/or the HURF distribution formula may occur. Municipal Property Corporation Bond Funded Projects: 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. This means MPC debt service is paid with General Fund operating dollars and this is a serious limitation of this financing option. (The FY 2015 General Fund operating budget contribution for the payment of MPC debt service is reflected as a transfer from the General Fund to the MPC debt service fund in Schedule 4 of this document). The city has formed and entered into agreements to sell MPC bonds to fund several construction projects, including the following: • • • • • Glendale Municipal Office Complex (debt is retired), 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, and the Camelback Ranch development [as explained below]. 244 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation Public Facilities Corporation Funded Bonds: Similar to an MPC, a public facilities corporation (PFC) a non-profit organization that is formed under Arizona State law to secure funding for capital projects. A PFC is also governed by a Council appointed Board of Directors responsible for authorizing debt. The PFC’s sole purpose is to finance and construct public facilities for the city. While the PFC is a legally separate entity from the city, the city is responsible for the debt associated with the PFC bonds. The special debt obligations are back by the city’s unrestricted excise taxes. Bonds were issued under the Western Loop 101 PFC in 2008 to be used for the construction of a Spring Training facility to accommodate two Major League Baseball teams as well as construct the infrastructure surrounding the facility. While a majority of the bond proceeds were used for the design and construction of the spring training facility and surrounding infrastructure, a portion of the proceeds were used toward capitalized interest through October 30, 2011. MPC bonds were issued during FY11-12 to refund the Western Loop 101 PFC, leaving the city with no PFC debt service obligations. Grant Funded Projects: 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 are considered entitlement grants and typically must benefit low-moderate income residents. Most federal and state grant programs, with the exception of some public housing programs, require the applicant to contribute to the cost of the project. The required contribution, referred to as local match, can vary from 5% to 75%. Federal Transportation Administration grants for public transit improvements and Federal Aviation Administration grants for airport projects are examples of capital improvement grants 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 (PAYGO) Projects: Some capital improvements are paid for on a cash basis in order to avoid the interest costs incurred with other financing mechanisms 245 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation and are included in the operating budget on a pay-as-you-go basis. The city’s FY14-15 operating budget also provides for the maintenance of capital assets and expenses associated with the depreciation of city facilities and equipment. Lease Financing Projects: 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 or 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. Local Improvement District Bond Projects: 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 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. Impact of the CIP on the Operating Budget Glendale’s operating budget is directly affected by the CIP. Almost every new capital improvement entails additional ongoing expenses for routine operation, repair and maintenance upon completion that must be incorporated into the operating budget. 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. PAYGO capital projects, grantmatching funds and lease/purchase capital expenses also come directly from the operating budget. 246 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation 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 2015 – 2024 CIP reflects the following estimated operating cost for capital projects: • • • • • • • between $1.97 and $2.80 per sq ft annually for electrical and gas costs in a building; between $2.00 and $3.00 per sq ft annually for building maintenance, including heating, ventilating and air conditioning (HVAC), plumbing, electrical and structural repairs; $1.22 per sq ft annually for custodial services; $0.195 per sq ft annually for building water usage; $341.26 per month for refuse (two 6 yard containers picked up three times a week); Vehicle annual replacement contributions, maintenance and fuel costs: o ½-Ton Pickup: $2,170 annual replacement cost, $0.18/$0.25 per mile maintenance/gas; o Mid-Size Sedan: $2,100 annual replacement cost, $0.19/$0.16 per mile maintenance/gas; Technology annual replacement contributions: o Desktop Computer: $461.00; o Laptop Computer: $612.00; o Color Printer: $509.00. CIP projects involving land acquisitions in anticipation of future needs also increase operating budget costs. Vacant parcels typically have an operating budget impact because of new maintenance costs related to fencing, security, weed control, etc., until the land is needed for new city facilities. However, even with these additional costs, it often is more cost effective to purchase land before an area has been fully developed. 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. If operating and maintenance costs have been identified for a project, the departments are required to absorb the additional costs or, if additional funding is available, submit a supplemental request to receive funding. Supplemental requests for CIP operating and maintenance costs are balanced against other requests for additional funding. Many improvements make a positive contribution to the fiscal wellbeing 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, promote the economic development and growth that can lead to the generation of additional operating revenues. These new revenue sources provide the funding needed to maintain, improve and expand the city’s infrastructure. 247 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Preparation The table below summarizes the projected cumulative impact of the CIP on the city’s operating budget over the next 10 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 many instances an inflation rate of 3% is figured into the ongoing operating and maintenance costs each year. Until such time that supplemental requests are considered, departments have been directed to either defer projects to a later year or absorb additional costs into their current operating budget. Operating Impact by CIP Project Type Project Type FY 2015 278 $0 $278 TOTAL $278 S/A S Water & Sewer Projects A S Transportation Sales Tax Projects A All Other Transportation Projects S A (DIF, HURF & Streets) S Park Projects A S Library/Arts Projects A S Public Safety Projects A S Landfill Sanitation Projects A S Economic Development Projects A S Other Projects A S TOTAL Operating Impact A FY 2016 226,472 286 18,233 24,205 220,554 $244,705 $245,045 $489,750 FY 2017 FY 2018 FY 2019 FY's 2020-24 327,511 729,611 751,502 774,047 4,232,804 515 531 546 2,988 18,779 19,343 19,923 529,902 46,700 255,375 2,480,741 24,931 25,680 26,449 144,637 11,150,380 220,554 220,554 220,554 1,102,770 2,250,822 1,000 $748,390 $770,845 $793,970 $20,972,160 $246,000 $246,765 $294,249 $1,506,770 $994,390 $1,017,610 $1,088,219 $22,478,930 S = Department plans on submitting a supplemental request; A = Department plans to absorb operating costs 248 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Summary of All Capital Projects by Funding Type Fund # - Name FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 BOND CONSTRUCTION FUNDS 2,221,567 1980 - Street/Parking Bonds 1,024,337 20,119,511 23,997,730 224,830 20,228,417 67,816,392 0 0 0 0 0 8,038,677 8,038,677 2060 - Parks 2160 - Library 252,921 0 0 0 0 80,052,683 80,305,604 0 0 0 0 0 9,226,756 9,226,756 2040 - Public Safety 535,583 363,672 381,141 361,984 361,984 67,132,371 69,136,735 64,175 0 0 0 0 19,825,064 19,889,239 0 0 0 0 0 252,980 252,980 726,528 0 0 0 0 22,426,465 23,152,993 2140 - Open Space/Trails 2080 - Government Facilities 2130 - Cultural Facility 2100 - Economic Development 2180 - Flood Control Sub-Total DIF FUNDS 1601+-Roadway Improvements 1520 - Citywide Open Space 1461+-Citywide Parks FYs 20-24 Total 3,259,444 160,925 160,925 160,925 160,925 40,355,745 44,258,889 $7,060,218 $1,548,934 $20,661,577 $24,520,639 $747,739 $267,539,158 $322,078,265 701,240 171,500 171,500 171,500 34,553 894,053 2,144,346 351,822 0 0 0 0 83,739 435,561 234 0 0 0 3,467 3,467 7,168 1481+-Citywide Rec Facility 1541+-Park Dev Zone 1 234 0 0 0 153,469 3,469 157,172 121,056 0 0 0 3,469 3,469 127,994 1561+-Park Dev Zone 2 132,863 0 0 0 3,469 3,469 139,801 1581+-Park Dev Zone 3 1380 - Library Buildings 42,929 0 0 0 3,469 3,469 49,867 0 0 0 0 100,000 0 100,000 373,817 713,750 200,000 200,000 217,563 517,563 2,222,693 1,004 0 0 0 14,890 14,890 30,784 2,101 0 0 0 15,654 15,654 33,409 306 0 0 0 0 0 306 $1,727,606 $885,250 $371,500 $371,500 $550,003 $1,543,242 $5,449,101 1501+-Libraries 1441+-Police Dept Facilities 1421+-Fire Protection Facilities 1620 - General Government Sub-Total ENTERPRISE/OTHER FUNDS 2360 - Water & Sewer 9,438,400 4,835,483 8,235,000 5,681,500 1,000,000 1,213,000 30,403,383 2400 - Water 2420 - Sewer 17,986,810 7,551,381 6,857,293 5,129,181 500,000 83,915,303 121,939,968 8,725,049 13,251,792 10,956,969 3,866,016 202,959 42,129,721 79,132,506 2210 - Transportation Construction 41,321,008 4,864,821 3,075,468 3,098,083 3,430,204 47,959,771 103,749,355 2000 - HURF/Street Bonds 1650 - Transportation Grants 18,675,000 16,000,000 3,000,000 2,000,000 0 12,076,659 51,751,659 5,786,897 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 23,786,897 3,985,528 4,070,010 3,635,000 1,925,000 1,470,000 13,695,000 28,780,538 12,254,529 14,492,501 8,094,830 6,136,310 0 3,926,704 44,904,874 12,919,409 683,205 238,825 1,385,185 1,194,125 7,240,925 23,661,674 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 20,000,000 1000 - General Fund 1140 - PC Replacement 515,219 500,000 500,000 500,000 500,000 2,750,000 5,265,219 754,929 0 0 0 0 0 754,929 1283 - Camelback Ranch Events 985,865 836,752 836,752 836,752 836,752 4,183,760 8,516,633 1740 - Civic Center 2150 - Technology Infrastructure 35,000 35,000 35,000 35,000 35,000 4,217,172 4,392,172 0 800,000 0 0 1,000,000 23,765,625 25,565,625 2480 - Sanitation 2440 - Landfill 2120 - Airport Capital Grants 1840 - Other Federal & State Grants 300,000 150,000 150,000 150,000 150,000 600,000 1,500,000 Sub-Total $135,683,643 $72,070,945 $49,615,137 $34,743,027 $14,319,040 $267,673,640 $574,105,432 Grand Total $144,471,467 $74,505,129 $70,648,214 $59,635,166 $15,616,782 $536,756,040 $901,632,798 1220 - Arts Commission 249 2015-2024 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. Beginning balances are based on prior bond issuance 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. Sahuaro Ranch Park Improvements Fund # - Name 1980 - Street/Parking Bonds 2140 - Open Space/Trails 2060 - Parks 2160 - Library 2040 - Public Safety 2080 - Government Facilities 2130 - Cultural Facility 2100 - Economic Development 2180 - Flood Control Total Bond Funds FY 2015 FY 2016 FY 2017 FY 2018 2,221,567 1,024,337 20,119,511 23,997,730 0 0 0 0 252,921 0 0 0 0 0 0 0 535,583 363,672 381,141 361,984 64,175 0 0 0 0 0 0 0 726,528 0 0 0 3,259,444 160,925 160,925 160,925 $7,060,218 $1,548,934 $20,661,577 $24,520,639 FY 2019 FYs 20-24 Total 224,830 20,228,417 67,816,392 0 8,038,677 8,038,677 0 80,052,683 80,305,604 0 9,226,756 9,226,756 361,984 67,132,371 69,136,735 0 19,825,064 19,889,239 0 252,980 252,980 0 22,426,465 23,152,993 160,925 40,355,745 44,258,889 $747,739 $267,539,158 $322,078,265 250 2015-2024 CAPITAL IMPROVEMENT PLAN Street/Parking - Construction Funds STREET/PARKING CONSTRUCTION FUNDS This category includes projects that are funded with General Obligation street/parking construction bonds. In FY 2015, carryover funding is available for street scallops, street beautification, street light replacement and bridge repair where needed. Existing bond proceeds will be utilized for the design of a new parking garage at Westgate City Center. A future bond issuance will be required for the construction of the parking garage at the city center. Project Name: Street Repair 251 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1980-Street/Parking Bonds Estimated Beginning Balance: Category: 20% FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $2,726,149 $504,582 $44,355,245 $24,235,734 $238,004 $13,174 0 0 44,875,000 44,875,000 0 0 0 0 0 0 20,216,000 20,216,000 Revenue Bond Proceeds Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 68103 Street Scallop 68103 Street Scallop 68104 Street Beautification 68104 Street Beautification 0 1,062,153 0 679,657 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,711,345 0 6,288,070 125,761 126,059 242,324 2,110,193 0 111,374 111,374 0 0 0 0 118,799 118,799 0 0 0 0 224,830 224,830 0 290,741 16,415,917 0 0 0 0 2,110,193 0 0 0 0 111,374 0 1,024,337 0 1,024,337 1,024,337 0 20,000,712 0 20,000,712 20,119,511 0 23,997,730 0 23,997,730 23,997,730 0 0 0 0 224,830 800,000 0 3,012,500 3,812,500 20,228,417 $44,355,245 $24,235,734 $238,004 $13,174 $757 Replacement of Existing Assets 68121 Street Light Replacement 68122 Capital Bridge Repair Program Sub-Total - Existing Assets New Assets 68102 Petition Lighting Program 68124 Parking Garage at Westgate T1232 95th Ave Camelback to Missouri Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: 2,221,567 Estimated Ending Balance: $504,582 PROJECT DETAIL: 1980-Street/Parking Bonds 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. Improvements may include pavement widening, curb and gutter, and side walk. Capital Costs: Carryover Design $1,062,153 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $0 $0 $0 $8,567,000 Finance Charges $0 $0 $0 $0 $0 $0 $219,316 Engineering Charges $0 $0 $0 $0 $0 $0 $120,000 Arts $0 $0 $0 $0 $0 $0 $85,670 $0 $0 $0 $0 $0 $0 $719,359 $1,062,153 $0 $0 $0 $0 $0 $9,711,345 Contingency TOTAL Operating Description: O and M costs are not expected for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 252 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1980-Street/Parking Bonds Category: 20% Project: 68104 - Street Beautification (I) Project Description: General Obligation Bonds Funding Source: 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. Improvements include construction of sidewalks, multiuse paths, improvements to handicap accessibility, benches, planting of trees, shrubs and ground cover. Capital Costs: Carryover Design Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $69,969 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,107,000 $609,688 $0 $0 $0 $0 $0 $125,761 $120,000 Engineering Charges $0 $0 $0 $0 $0 $0 Arts $0 $0 $0 $0 $0 $0 $61,070 $679,657 $0 $0 $0 $0 $0 $6,413,831 TOTAL Operating Description: Additional O and M will be needed starting in FY 2024. O and M based on the standard formula for water and maintenance for 307,500 sq ft of landscaped area. A supplemental budget request will be submitted once the project is near completion. Operating Costs: FY 2015 Landscape TOTAL FY 2016 FY 2017 FY 2018 $0 $0 $0 $0 $0 $0 $0 $0 Project: 68121 - Street Light Replacement (R) Project Description: Capital Costs: Construction TOTAL Operating Description: Capital Costs: Design Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: FYs 20-24 $257,166 $0 $0 Funding Source: $257,166 General Obligation Bonds Funding to provide for replacement of removed streetlight poles, arms, and luminaries due to vehicular knockdowns or severe rusting. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $126,059 $0 $0 $0 $0 $0 $0 $126,059 $0 $0 $0 $0 $0 $0 No additional O and M is required for this project. Project: 68122 - Capital Bridge Repair Program (R) Project Description: FY 2019 Funding Source: General Obligation Bonds This program is needed to maintain city bridges to meet Federal Highway Administration (FHWA) standards. There are 43 bridges that are inspected by Arizona Department of Transportation (ADOT) semi-annually. Under the National Bridge Inspection Program, administered by ADOT, the city is required to maintain its bridges to a satisfactory standard. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $49,713 $30,000 $0 $32,000 $0 $50,000 $70,000 $183,049 $75,000 $0 $80,000 $0 $160,000 $200,000 $846 $1,109 $0 $1,183 $0 $4,200 $7,131 $6,616 $4,515 $0 $4,816 $0 $9,030 $11,610 $2,100 $750 $0 $800 $0 $1,600 $2,000 $242,324 $111,374 $0 $118,799 $0 $224,830 $290,741 No additional O and M is required. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 253 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1980-Street/Parking Bonds Category: 20% Project: 68102 - Petition Lighting Program (N) Project Description: General Obligation Bonds Funding Source: This project installs additional street lighting in areas that have been determined to be inadequate due to a spacing of 350 feet or greater. Infill street lighting requests are initiated by residents and requires approval of affected residents. Capital Costs: Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Construction $0 $0 $0 $0 $0 $0 $684,158 Finance Charges $0 $0 $0 $0 $0 $0 $16,000 Engineering Charges $0 $0 $0 $0 $0 $0 $39,600 Arts $0 $0 $0 $0 $0 $0 $6,842 Contingency $0 $0 $0 $0 $0 $0 $53,400 $0 $0 $0 $0 $0 $0 $800,000 TOTAL Operating Description: O and M identified provides for 40 requested street lights per year. Supplies cover photo control cost, electricity for a 150watt light is $92 per year, estimated maintenance for a light is $26 per year, including Remote Operations Asset Management monitoring. A supplemental budget request will be made as new streetlights are added to the system. Operating Costs: FY 2015 Supplies/Contr Utilities FY 2016 $0 $0 Equip. Maint. TOTAL FY 2017 $0 $0 FY 2018 $0 $0 Project Description: FYs 20-24 $0 $0 $24,090 $23,325 $0 $0 $54,001 $0 $0 $0 $0 $0 $0 $0 $0 Project: 68124 - Parking Garage at Westgate (N) FY 2019 $0 $0 $6,586 General Obligation Bonds Funding Source: Prepare an RFP and retain a qualified firm specializing in parking and transportation related capital improvement projects to determine feasibility, location, design and size of a parking structure in Westgate City Center in fulfillment of existing council approved development agreements. Construction of the approximately 4,000 space parking garage would begin in FY 2017. Capital Costs: Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $1,000,000 $0 $0 $0 $0 Construction $0 $0 $0 $17,919,000 $21,500,000 $0 $0 Finance Charges $0 $0 $20,487 $400,014 $479,955 $0 $0 Engineering Charges $0 $0 $3,850 $68,988 $82,775 $0 $0 Arts $0 $0 $0 $179,190 $215,000 $0 $0 Contingency TOTAL Operating Description: $0 $0 $0 $1,433,520 $1,720,000 $0 $0 $0 $0 $1,024,337 $20,000,712 $23,997,730 $0 $0 O and M includes electricity for the garage lighting and a service contract for cleaning and maintenance. Additional O and M will be absorbed within the current operating budget. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 Supplies/Contr Utilities $0 $0 $0 $0 $0 $0 $0 $0 TOTAL $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $7,700 $39,000 $46,700 FYs 20-24 $42,107 $213,268 $255,375 254 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1980-Street/Parking Bonds Category: 20% Project: T1232 - 95th Ave Camelback to Missouri (N) Project Description: General Obligation Bonds Funding Source: This project is to acquire right-of-way, design and construct a roadway with curb, gutter, sidewalk, landscaping, street lighting and underground overhead utilities between Camelback Road North to Missouri Avenue. This project was previously referred to as 95th Avenue Camelback to Bethany Home Rd. This project is dependent upon private development. Capital Costs: Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $600,000 Construction $0 $0 $0 $0 $0 $0 $1,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $22,500 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 $0 $3,012,500 Contingency TOTAL Operating Description: Landscape O and M based on 13,200 square feet of landscaping for a 1/4 mile of street improvements for five years. A supplemental budget request will be submitted once the project is near completion. Operating Costs: Landscape TOTAL $700,000 FY 2015 $0 $0 FY 2016 $0 $0 FY 2017 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2018 $0 $0 FY 2019 $0 $0 FYs 20-24 $14,520 $14,520 255 2015-2024 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 multiuse trails and linear parks. There is no new funding included in the first five years of the capital improvement plan for the Open Space & Trails Construction Fund due to the continued drop in secondary assessed valuation. Project Name: Sahuaro Ranch Park Improv. 256 260 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2140-Open Space/Trails Construction Estimated Beginning Balance: Category: 20% FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $587,700 $587,700 $587,700 $587,700 $587,700 $587,700 0 0 0 0 0 0 0 0 0 0 7,455,000 7,455,000 Revenue Bond Proceeds Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 70000 Thunderbird Paseo Park Develop T1630 TCP Trail Improvements Sub-Total - Existing Assets 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,998,675 2,639,898 4,638,573 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,020,000 2,380,104 3,400,104 8,038,677 $587,700 $587,700 $587,700 $587,700 $4,023 New Assets 70003 City-Wide Trails System 70005 West Valley Multi-Modal Corrid Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: 0 $587,700 Estimated Ending Balance: PROJECT DETAIL: 2140-Open Space/Trails Construction Project: 70000 - Thunderbird Paseo Park Develop (I) Project Description: Category: 20% General Obligation Bonds Funding Source: Park improvements and renovations to maintain the 55 acre Thunderbird Paseo Linear Park. This includes tree replacement and additions, improvements to landscaping; signage replacements, removal of asphalt surface; addition of concrete surface where asphalt existed; pedestrian/equestrian bridges and replacement of equipment located in the linear park. Capital Costs Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $423,475 Construction $0 $0 $0 $0 $0 $0 $1,209,928 Finance Charges $0 $0 $0 $0 $0 $0 $39,973 Engineering Charges $0 $0 $0 $0 $0 $0 $44,919 Arts $0 $0 $0 $0 $0 $0 $12,099 Equipment $0 $0 $0 $0 $0 $0 $90,217 Contingency $0 $0 $0 $0 $0 $0 $178,064 $0 $0 $0 $0 $0 $0 $1,998,675 TOTAL Operating Description: O and M expenses would vary based upon the specific type of future landscape improvements that are implemented. Supplies and contracts calculated at $601 per acre X 50 acres (estimate value) plus inflation. A landscape water rate is calculated at $0.22 per sq ft for 435,600 sq ft. All calculations are for 31 months of operation. A supplemental budget request will be submitted once the project is near completion. Operating Costs Supplies/Contr Landscape TOTAL FY 2015 FY 2016 FY 2017 FY 2018 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $0 $0 $0 FYs 20-24 $96,174 $315,188 $411,362 257 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2140-Open Space/Trails Construction Project: T1630 - TCP Trail Improvements (I) Project Description: Category: 20% General Obligation Bonds Funding Source: Based on the Thunderbird Conservation Park Master Plan recommendations, items to be addressed include ongoing repair and improvements of the 18 miles of natural surfaced trails. This would include ongoing replacement of trail signage and markers; enhance trail nodes and the trail heads along the trail system; removal of safety concerns and obstacles; rebuild trail washouts and mitigate washout areas; survey terrain for possible trail realignments; enhance scenic areas; removal of invasive plant species on the trails; widen trail system to accommodate multi-use designation; install trail interpretive signage; and re-vegetation of areas that have been impacted by rogue use. Project formally referred to as Thunderbird Park Improvements. Capital Costs Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $196,086 Construction $0 $0 $0 $0 $0 $0 $1,960,869 Finance Charges $0 $0 $0 $0 $0 $0 $58,204 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $19,609 Equipment $0 $0 $0 $0 $0 $0 $56,000 $0 $0 $0 $0 $0 $0 $294,130 $0 $0 $0 $0 $0 $0 $2,639,898 Contingency TOTAL Operating Description: Supplies are based on 33 acres of improvements x $601. Improvements will require a Service Worker II at $53,310 with benefits, a Park Ranger with benefits at $51,087, contracted labor assistance at $25,000 per year, building maintenance at $1.62 X 3,000 sq ft = $4,860 annually; insurance is for 2 new employees at $828 per person; calculations are based on a 34 month operating period. Operating Costs Staffing Supplies/Contr FY 2015 $0 $0 FY 2016 $0 $0 FY 2017 $0 $0 FY 2018 $0 $0 FY 2019 $0 FYs 20-24 $0 $458,320 $70,248 Bldg. Maint. $0 $0 $0 $0 $0 $17,214 Insurance Landscape TOTAL $0 $0 $0 $0 $0 $0 $0 $0 $5,865 $11,097 $0 $0 $0 $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset $562,744 258 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2140-Open Space/Trails Construction Project: 70003 - City-Wide Trails System (N) Project Description: Category: 20% General Obligation Bonds Funding Source: This fund will implement recommendations for open space acquisition, trailhead land purchases, construction of pedestrian, bicycle, and equestrian paths and trails, and connectivity between areas of interest citywide that accommodates future growth and user demands. This may include improvement or enhancements to trails along the Grand Canal Linear Park, Thunderbird Paseo, Skunk Creek Linear Park and the Bridle Path. Capital Costs Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $0 $0 $0 $0 $20,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $1,020,000 TOTAL Operating Description: Specific scope will determine the additional O and M costs which could include supplies and contracts for $601 x 50 acres, Service Worker II w/ benefits, building maintenance is for additional lighting (260 poles X $153 per pole), insurance is for a new staff member at $828 a year, and landscape is based on 50 acres of newly developed trails at $.22 per square foot. Other operating calculations have been based upon 50 acres. All calculations are for 26 months of operation. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2015 Staffing Supplies/Contr FY 2016 $0 $0 FY 2017 $0 $0 FY 2018 $0 $0 FY 2019 $0 $0 FYs 20-24 $0 $0 $141,909 $83,451 Bldg. Maint. $0 $0 $0 $0 $0 $110,472 Insurance PC/Vehicle Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,299 $8,170 Landscape TOTAL $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $552,339 Project: 70005 - West Valley Multi-Modal Corrid (N) Project Description: $206,038 General Obligation Bonds Funding Source: Construct a multimodal trail system along New River and Agua Fria River Corridor as per the Maricopa Association of Governments West Valley Rivers Trails Plan. The trail system will link with other trails in and around the City of Glendale connecting parks and other recreation facilities, and serve new and existing residents. Capital Costs Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $540,555 Construction $0 $0 $0 $0 $0 $0 $1,544,414 Finance Charges $0 $0 $0 $0 $0 $0 $47,602 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $15,444 Contingency $0 $0 $0 $0 $0 $0 $177,089 $0 $0 $0 $0 $0 $0 $2,380,104 TOTAL Operating Description: Supplies and contracts include $601x 10 acres. Building maintenance costs include 34 low-level security lights for rest nodes and trail at $75 per light and $13 per lamp for bulb replacement. Landscape includes maintenance of approximately 435,600 sq ft x $.0927per sq ft, water at $.22 per sq ft x 435,600 sq ft, and ramada cleaning/maintenance at $4,000 per ramada x three ramadas. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Supplies/Contr $0 $0 $0 $0 $0 $6,010 Bldg. Maint. $0 $0 $0 $0 $0 $14,992 Landscape TOTAL $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $116,834 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset $95,832 259 2014-2023 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 continued drop in secondary assessed valuation, the Parks Construction Fund is not expected to receive new funding until after the first five years of the capital improvement plan. However, there is 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. A portion of carryover funding will be used to complete improvement projects at Thunderbird Conservation Park and Sahuaro Ranch Park. Project Name: Rose Lane Park 260 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2060-Parks Construction Estimated Beginning Balance: Category: 20% FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $271,743 $18,747 $18,750 $18,753 $18,756 $18,759 0 8 0 8 0 4 0 4 0 4 0 4 0 4 0 4 0 4 0 4 80,035,000 20 8 80,035,028 83 83 1 1 1 1 1 1 1 1 3 3 Revenue Bond Proceeds Investment Income Miscellaneous Rev. Total Revenue: Operating Expenses Advisor Fees Total Operating Expenses: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 70510 Park Enhancements 70510 Park Enhancements 70515 T-Bird Park Improvements 70515 T-Bird Park Improvements 70540 Grounds & Facilities Imprvmnts 70540 Grounds & Facilities Imprvmnts 70545 *Rose Lane Aquatics Backwash T1715 Play Structure Improvements 0 11,677 0 36,495 2,043 0 140,291 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,374,601 8,547,040 1,055,167 1,847,826 875,000 3,039,523 0 2,874,890 0 55,679 0 2,464 0 0 0 4,272 0 0 252,921 252,921 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 20,584,952 6,832,288 9,706,161 200,000 4,723,297 7,045,478 24,490 1,200,000 7,232,945 1,889,025 80,052,683 80,052,683 $18,750 $18,753 $18,756 $18,759 $1,101 Replacement of Existing Assets 70500 Parks Redevelopment 70500 Parks Redevelopment 70512 Facilities Renovation 70512 Facilities Renovation 70526 Multiuse Sports Field Lighting 70535 Paseo Racquet Center Park 70541 Parks Capital Equipment 70541 Parks Capital Equipment T1712 Aquatic Facility Renovation T1713 Foothills Center Renovation Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: Estimated Ending Balance: 252,921 $18,747 PROJECT DETAIL: 2060-Parks Construction *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset Category: 20% 261 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70510 - Park Enhancements (I) Project Description: General Obligation Bonds Funding Source: 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 strive to meet the demands park users place on park land and facilities. Park enhancements focus on a variety of elements and amenities within the existing park setting, and can be urgent in nature or planned. Typical park enhancements include new sport courts; additional low-level security lighting; picnic areas; picnic benches; Americans with Disabilities Act (ADA) issues; shade structures, landscape, and other amenities added to existing park sites. Ongoing enhancements typically address service gaps in the level of service requirements outlined in the Parks and Recreation Master Plan and federal, state, and local mandates. Capital Costs: Carryover Design FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 $926,587 $11,677 $0 $0 $0 $0 $0 $8,547,040 Finance Charges $0 $0 $0 $0 $0 $0 $174,429 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $85,470 Equipment $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $845,615 $11,677 $0 $0 $0 $0 $0 $10,921,641 Construction Contingency TOTAL Operating Description: 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. O and M will be impacted when additional amenities are introduced to the park, such as ramadas, additional low-level lighting, etc. Supplies/contracts include $601 x 4 acre. Building Maintenance includes an average of 10 additional low level security lighting x $150 for electricity, and $21 per lamp for replacement. Landscape maintenance $.22 x 43,560 sq ft. A supplemental will be submitted. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Supplies/Contr $0 $0 $0 $0 $0 Bldg. Maint. $0 $0 $0 $0 $0 $10,525 Landscape $0 $0 $0 $0 $58,482 $0 $0 $0 $0 $0 $0 TOTAL *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset $14,796 $83,803 262 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70515 - T-Bird Park Improvements (I) Project Description: General Obligation Bonds Funding Source: Continue to implement the Thunderbird Conservation Park Master Plan recommendations and improvements including the removal of invasive plant species and re-vegetation, signage upgrades, repairs or replacements to existing ramadas, picnic tables, grills, restrooms and other infrastructure. This funding also addresses the continuation of re-vegetation, as well as the installation of new park elements, such as ramadas and parking lot improvements. Capital Costs: Carryover Design FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 $646,739 $36,495 $0 $0 $0 $0 $0 $1,847,826 Finance Charges $0 $0 $0 $0 $0 $0 $57,777 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $18,478 $0 $0 $0 $0 $0 $0 $277,173 $36,495 $0 $0 $0 $0 $0 $2,902,993 Construction Contingency TOTAL Operating Description: Improvements have an O and M impact for two new 750 sq ft restrooms with associated utilities and supplies. Supplies are based on 33 acres of improvements x $601. Improvements will require a Service Worker II at $53,310 with benefits, a Park Ranger with benefits at $51,087, contracted labor assistance at $25,000 per year, utilities at $2.70 per sq ft X 3,000 sq ft = $8,100; building maintenance at $1.62 X 3,000 sq ft = $4,860 annually; equipment maintenance is for two added pole lights at $358 annually; insurance is for 2 new employees at $828 per person; ramada cleaning at $3,000 each at five new ramadas, building water at $0.195 sq ft or $49 per month; Calculations are based on a 34 month operating period. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Staffing $0 $0 $0 $0 $0 $485,932 Supplies/Contr $0 $0 $0 $0 $69,578 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 $0 $2,203 Insurance Landscape $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $28,259 $21,431 $0 $0 $667,495 Water TOTAL $0 $0 $0 $0 $0 $0 $0 $0 Project: 70540 - Grounds & Facilities Imprvmnts (I) Project Description: Capital Costs: Design $28,250 $29,912 $0 Funding Source: $1,930 General Obligation Bonds This project addresses renovations and golf course enhancements that may not otherwise be included or covered in the golf course management agreements. Issues to be addressed include golf course grounds and infrastructure at Glendale's Glen Lakes and Desert Mirage golf courses. Improvements will include modifying or enhancing greens, tees, fairways, cart paths, irrigation systems, lakes, driving ranges, parking lots, fence replacement, and pro-shops for both municipal golf courses. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $2,043 $0 $0 $0 $0 $0 $875,000 Construction $0 $0 $0 $0 $0 $0 $2,500,000 Finance Charges $0 $0 $0 $0 $0 $0 $77,085 Engineering Charges $0 $0 $0 $0 $0 $0 $62,438 Arts $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $375,000 $2,043 $0 $0 $0 $0 $0 $3,914,523 Contingency 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 263 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70545* - Rose Lane Aquatics Backwash (I) Project Description: Capital Costs: Construction Funding Source: General Obligation Bonds A storm drain compliance audit was conducted by the City of Glendale Environmental Services Program in calendar year 2012. The Parks, Recreation and Library Services Department (PRLS) was notified in early 2013 that the backwash system at the Rose Lane Aquatics Center is not in compliance with federal storm water discharge requirements and it would be necessary to make needed infrastructure corrections to the backwash system. The project will construct a new drainage system from the aquatics center into an existing storm water drain located in 51st Avenue. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $136,130 $0 $0 $0 $0 $0 $0 Finance Charges $1,800 $0 $0 $0 $0 $0 $0 Engineering Charges $1,000 $0 $0 $0 $0 $0 $0 Arts $1,361 $0 $0 $0 $0 $0 $0 $140,291 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed. Project: T1715 - Play Structure Improvements (I) Project Description: Funding Source: General Obligation Bonds This project involves replacing all playground components and playground surfacing in city parks that are not currently compliant with the Americans with Disabilities Act (ADA), U.S. Consumer Product Safety Commission (CPSC), the American Society for Testing and Materials (ASTM), and play units and components that have been removed due to vandalism or ongoing wear and tear. In 2011, all of these organizations made significant changes to the laws, guidelines, and standards as it relates to playground accessibility, use, and safety. Subsequent evaluation in 2011 by staff who are certified as Playground Safety Inspectors (CPSI) resulted in a comprehensive annual audit of all playgrounds to identify all play structure, playground, and playground surface deficiencies. The audit identified multiple playgrounds requiring varying levels of update to meet the new ADA, CPSC, and/or the ASTM laws, guidelines, and/or regulations. Additional external audit of the playgrounds confirmed CPSI finding. Capital Costs: Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Construction $0 $0 $0 $0 $0 $0 $50,000 Finance Charges $0 $0 $0 $0 $0 $0 $56,390 Engineering Charges $0 $0 $0 $0 $0 $0 $8,000 Arts $0 $0 $0 $0 $0 $0 $500 Equipment $0 $0 $0 $0 $0 $0 $2,400,000 Contingency $0 $0 $0 $0 $0 $0 $360,000 $0 $0 $0 $0 $0 $0 $2,874,890 TOTAL Operating Description: No additional O and M is required. The new laws, guidelines, and standards would actually reduce O and M by reducing the staff time to conduct head and torso inspections, and tilling sand fall zones. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 264 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70500 - Parks Redevelopment (R) Project Description: General Obligation Bonds Funding Source: This project is designed as a proactive focus for revitalizing parks currently in the city's inventory that 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 a 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: Carryover Design Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $44,042 $0 $0 $0 $0 $0 $6,283,947 $0 $0 $0 $0 $0 $0 $18,239,851 $11,637 $0 $0 $0 $0 $0 $548,341 Engineering Charges $0 $0 $0 $0 $0 $0 $122,000 Arts $0 $0 $0 $0 $0 $0 $182,399 Contingency $0 $0 $0 $0 $0 $0 $2,040,702 $55,679 $0 $0 $0 $0 $0 $27,417,240 TOTAL Operating Description: Supplies and contracts are based on 10 acres x $601 per acre. Building Maintenance includes an additional 30, low-level park lighting at $171 per pole. These parks are currently maintained, so staff doesn't project additional landscape maintenance costs. Water would include the addition of 40 drinking fountains at $88 each. A supplemental budget request will be submitted once the project is near completion. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 Supplies/Contr $0 $0 $0 $0 Bldg. Maint. Water $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL Project: 70512 - Facilities Renovation (R) Project Description: Capital Costs: FY 2019 FYs 20-24 $36,990 $0 $0 $31,574 $17,600 $0 $0 Funding Source: $86,164 General Obligation Bonds Renovations address planned and/or unexpected restoration improvements and infrastructure replacement at existing park and recreation buildings, centers, ball field complex sites, group ramada pavilions, restrooms, and tennis and golf complexes. Funds are used citywide to provide ongoing renovation to existing facilities. The specific facilities that receive assistance from this project are targeted through an ongoing assessment and feedback from citizens and staff. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Construction $0 $0 $0 $0 $0 $0 $8,093,137 Finance Charges $0 $0 $0 $0 $0 $0 $198,123 Engineering Charges $0 $0 $0 $0 $0 $0 $120,000 Arts $0 $0 $0 $0 $0 $0 $80,931 $2,464 $0 $0 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $0 $1,213,970 $2,464 $0 $0 $0 $0 $0 $9,906,161 Equipment Contingency TOTAL Operating Description: 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 265 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70526 - Multiuse Sports Field Lighting (R) Project Description: Capital Costs: General Obligation Bonds Funding Source: The Parks, Recreation and Library Services Department has 27 lighted sports fields that are used for various youth and adult sports program and cultural events. Of the 27 lighted sports fields, 5 of the sports fields have athletic field lighting and lighting infrastructure that are over 15 years old. This project involves the renovation or replacement of existing sports lights that have illumination depreciation or no longer meet current illumination standards and those facilities where the lighting systems are currently depreciating and will require replacement. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $705,000 Construction $0 $0 $0 $0 $0 $0 $3,528,000 Finance Charges $0 $0 $0 $0 $0 $0 $94,466 Engineering Charges $0 $0 $0 $0 $0 $0 $78,311 Arts $0 $0 $0 $0 $0 $0 $35,280 $0 $0 $0 $0 $0 $0 $282,240 $0 $0 $0 $0 $0 $0 $4,723,297 Contingency TOTAL Operating Description: This project will not require additional O and M. The bid specifications would be performance based and would require the contractor to perform bulb replacements. The newer lighting technology would operate more efficiently, thus reducing electrical consumption and O and M. Project: 70535 - Paseo Racquet Center Park (R) Project Description: Capital Costs: General Obligation Bonds Funding Source: The park project has two components: Paseo Sports Complex and Paseo Racquet Center, both of which are in this park. The Sports Complex work would include, replacement of the lighting system, restroom and concessions building. At the Paseo Racquet Center, necessary maintenance repairs include court overlays, court resurfacing, lighting, fencing and building restoration and improvements. Carryover Design $0 Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $1,579,200 $0 $0 $0 $0 $0 $0 $4,512,000 $0 $0 $0 $0 $0 $0 $139,858 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $45,120 Contingency $0 $0 $0 $0 $0 $0 $676,800 $0 $0 $0 $0 $0 $0 $7,045,478 TOTAL Operating Description: These capital improvements are to existing facilities and will likely decrease O and M expenses. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 266 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: 70541 - Parks Capital Equipment (R) Project Description: Capital Costs: Finance Charges Equipment TOTAL Operating Description: Funding Source: The Parks Department has 9 pieces of equipment currently in the fleet that are 10 years or older, and 15 pieces of equipment that are 13 years or older. All are not included as part of the City's Vehicle Replacement Fund and have passed their average effective lifespan. Replacing old, outdated equipment such as mowers, sod cutters, aerators, paint machines, trailers, utility vehicles, specialized chain saws, park/facility maintenance equipment and ball field preparation machines and equipment are essential to the care and maintenance of facilities and parks. The equipment has outlasted its useful and effective lifespan. Carryover FY 2015 $0 FY 2016 FY 2017 Capital Costs: FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $24,490 $4,272 $0 $0 $0 $0 $0 $1,200,000 $4,272 $0 $0 $0 $0 $0 $1,224,490 No additional O & M as the purchase of equipment would simply replace the existing. Project: T1712 - Aquatic Facility Renovation (R) Project Description: General Obligation Bonds Funding Source: General Obligation Bonds This project includes the renovation and restoration of existing aquatic facilities (FRAC and Rose Lane) owned and/or operated by the Glendale Parks and Recreation Division. The aquatic facilities require annual attention and frequent repairs to remain relevant and useful. Projects, such as, replastering of the water vessels; patching and repairs to the pool decking; replacement of shade canopies; pool pumps and other equipment are needed to ensure continued compliance with all federal, state and county health code requirements. Other items to be considered periodically include slide repair and/or replacement; repair or replacement of play structure components; electrical infrastructure; diving boards; and pool heaters Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $1,350,822 Construction $0 $0 $0 $0 $0 $0 $4,650,207 Finance Charges $0 $0 $0 $0 $0 $0 $144,659 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $46,502 $0 $0 $0 $0 $0 $0 $948,255 $0 $0 $0 $0 $0 $0 $7,232,945 Contingency TOTAL Operating Description: No additional O and M needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 267 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2060-Parks Construction Category: 20% Project: T1713 - Foothills Center Renovation (R) Project Description: Capital Costs: Funding Source: General Obligation Bonds This project involves the replacement of recreation center equipment that has an expected useful life of 5-7 years and renovation of the facility. Replacement of fitness room equipment; existing audio/visual equipment; carpeting; room dividers; window blinds; chillers and boilers to the building; security systems; ongoing resurfacing of the multi-purpose area; enhance lighting in the exterior and interior; and parking lot resurfacing. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $189,625 Construction $0 $0 $0 $0 $0 $0 $758,500 Finance Charges $0 $0 $0 $0 $0 $0 $37,040 IT/Phone/Security $0 $0 $0 $0 $0 $0 $80,500 Engineering Charges $0 $0 $0 $0 $0 $0 $40,769 Arts $0 $0 $0 $0 $0 $0 $7,585 Equipment $0 $0 $0 $0 $0 $0 $634,500 Contingency $0 $0 $0 $0 $0 $0 $140,506 $0 $0 $0 $0 $0 $0 $1,889,025 TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 268 2015-2024 CAPITAL IMPROVEMENT PLAN Library - Construction Fund LIBRARY CONSTRUCTION FUND Due to the continued decline in Glendale’s secondary assessed valuation there is a single project within the Library Bond Fund for the renovation of the three existing city libraries. This project will require a bond issuance in future years. Project Name: Foothills Branch Library 269 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2160-Library Construction Estimated Beginning Balance: Category: 6% FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $155 $155 $155 $155 $155 $155 0 0 0 0 0 0 0 0 0 0 9,230,000 9,230,000 0 0 0 0 0 0 0 0 0 0 0 0 9,226,756 9,226,756 9,226,756 $155 $155 $155 $155 $3,399 Revenue Bond Proceeds Total Revenue: Project Expenses Carryover New Funding Existing Assets Replacement of Existing Assets T2810 Int. Renovation-Main, VT, FH 0 0 0 Sub-Total - Existing Assets Total Project Expenses: 0 0 0 Total FY 2015 Funding: 0 $155 Estimated Ending Balance: PROJECT DETAIL: 2160-Library Construction Category: 6% Project: T2810 - Int. Renovation-Main, VT, FH (R) Project Description: Capital Costs Finance Charges Equipment TOTAL Operating Description: Funding Source: General Obligation Bonds This project includes renovating and updating the interior spaces at the 43 year old Velma Teague , 26 year old Main and 14 year old Foothills branch libraries. There would be no changes to walls, electrical, plumbing or HVAC. Functional improvements would include paint, tile, sinks, fixtures, etc. Carryover $0 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $136,356 $0 $0 $0 $0 $0 $0 $9,090,400 $0 $0 $0 $0 $0 $0 $9,226,756 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 270 2015-2024 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. In the first five years of the capital plan, remaining Public Safety General Obligation bond proceeds are currently being set aside to be used exclusively for expenses related to the city of Glendale joining the Regional Wireless Cooperative (RWC) which includes funding for the purchase of radios for the Fire Department, lifecycle upgrades, narrow-banding and console replacement. The scheduling of upgrades, narrow-banding and replacements are currently being negotiated by members of the RWC and funding needs are subject to change. Due to the continued drop in secondary assessed valuation, funding for the City Court Building, which was previously scheduled for completion in FY 2012, has been deferred until the last five years of the capital improvement plan. Other projects in the last five years of the plan include an Engine & Ladder Replacement and construction of a Western Area Fire Station. Project Name: PS Digital Comm. System 271 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2040-Public Safety Construction Estimated Beginning Balance: Category: 20% FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $2,097,191 $1,561,451 $1,198,305 $817,548 $455,807 $93,928 0 698 698 0 530 530 0 387 387 0 244 244 0 105 105 67,040,000 2,650 67,042,650 855 855 0 0 0 0 0 0 0 0 1,060 1,060 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Advisor Fees Total Operating Expenses: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 75012 PS Digital Comm. System 75012 PS Digital Comm. System 0 169,344 4,255 361,984 1,688 361,984 19,157 361,984 0 361,984 0 361,984 19,157 2,049,152 0 0 0 0 0 0 169,344 0 0 0 0 0 0 366,239 0 0 0 0 0 0 363,672 0 0 0 0 0 0 381,141 0 0 0 0 0 0 361,984 0 0 0 0 0 0 361,984 1,408,819 3,920,612 817,703 616,071 991,837 1,421,090 11,244,441 0 0 0 169,344 0 0 0 366,239 0 0 0 363,672 0 0 0 381,141 0 0 0 361,984 0 0 0 361,984 43,075,302 12,812,628 55,887,930 67,132,371 $1,198,309 $817,551 $455,808 $93,928 $3,147 Replacement of Existing Assets 75024 800MHz Comm Equip 75034 Engine & Ladder Replacement T5320 EOC Equipment Replacement T5380 Replace HazMat Vehicle T5450 Heart Monitors T5539 Replacement of Airpacks Sub-Total - Existing Assets New Assets 75020 City Court Building T5536 Fire Station - Western Area Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: Estimated Ending Balance: 535,583 $1,561,451 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 272 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2040-Public Safety Construction Project: 75012 - PS Digital Comm. System (I) Project Description: Capital Costs: Carryover IT/Phone/Security Equipment Miscellaneous/Other TOTAL FY 2015 FY 2016 FY 2017 FY 2019 FYs 20-24 $4,255 $1,688 $19,157 $0 $0 $115,074 $361,984 $361,984 $361,984 $361,984 $361,984 $429,983 $54,242 $0 $0 $0 $0 $0 $1,200,000 $19,157 $28 $0 $0 $0 $0 $0 $419,169 $169,344 $366,239 $363,672 $381,141 $361,984 $361,984 $2,068,309 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. A supplemental budget request will be submitted once the project is near completion. Operating Costs: FY 2015 TOTAL FY 2016 FY 2017 FY 2018 $0 $0 $0 $0 $0 $0 $0 $0 Project: 75024 - 800MHz Comm Equip (R) FY 2019 FYs 20-24 $1,432,986 $0 $0 $1,432,986 General Obligation Bonds Funding Source: Replacement and/or upgrade of existing radios for the Regional Wireless Cooperative to assure the department continues to meet Federal Communications Commission requirements for Public Safety radio transmissions as mandated and/or to replace radios that have met or exceeded their life expectancy and require technology upgrades. The life expectancy for radios is 8 to 10 years. Capital Costs: Carryover Finance Charges FY 2015 $0 Equipment TOTAL Operating Description: FY 2018 $0 Equip. Maint. Project Description: General Obligation Bonds Funding Source: This project helps fund the city's share of membership in the Regional Wireless Cooperative (RWC) digital communications system (two-way radio). Fees associated with this membership cover the operational and maintenance costs on a per radio basis as well as special assessment fees. Membership in the RWC provides for enhanced service, redundancy and increased coverage for all city departments. Most importantly, interoperability not only within city departments but also valley wide partners is greatly increased. The city's "Gold Elite" consoles will require replacement upon the upgrade to IP-based radio consoles. Finance Charges Operating Description: Category: 20% FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $28,176 $0 $0 $0 $0 $0 $0 $1,380,643 $0 $0 $0 $0 $0 $0 $1,408,819 O and M includes network fees annually at $94.59 per month, per radio for 196 radios, as identified by the RWC for FY2018/2019. The department will submit a supplemental in the future for the additional O and M. Annual ongoing O and M before inflationary increases: $222,476. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 Supplies/Contr $0 $0 $0 $0 TOTAL $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $0 $0 FYs 20-24 $224,476 $224,476 273 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2040-Public Safety Construction Project: 75034 - Engine & Ladder Replacement (R) Project Description: Capital Costs: Carryover FY 2015 $0 Equipment TOTAL FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $78,412 $0 $0 $0 $0 $0 $0 $3,842,200 $0 $0 $0 $0 $0 $0 $3,920,612 No additional O and M is needed since this is the replacement of existing equipment. Project: T5320 - EOC Equipment Replacement (R) Project Description: General Obligation Bonds Funding Source: To maximize the safe use of Emergency Code 3 Apparatus the Fire Department's replacement plan indicates that front line engines should be replaced at 7 years or 100,000 miles and be moved into a reserve status. Ladder trucks should be replaced after 15 years or 100,000 miles. The department will maintain a reserve fleet of one reserve truck for every two front line trucks. This CIP request is for a continuous plan for replacement of the department's Code 3 Apparatus in an effort to be compliant with the National Fire Protection Association Standards for emergency apparatus. Our fleet now averages 11 years old and 150,000 miles of service. Finance Charges Operating Description: Category: 20% General Obligation Bonds Funding Source: This project funds the replacement of the information technology based equipment in the City’s Emergency Operations Center (EOC), and places the EOC equipment in the city’s technology replacement fund (TRF) to ensure software and hardware updates occur in conjunction with normal city rollouts. The EOC was built in 2006 and EOC equipment was not funded for the TRF due to the annual cost. Equipment updates were to be funded through the capital improvement process as equipment reached the end of its service life. Not being part of the TRF, results in lack of timely equipment replacement and unfunded requirements each time there is a software update, modifications to hardware are required, or there are equipment failures. The frequency of these unfunded requirements continues to rise as the equipment ages. EOC equipment will be two and a half times past its typical service life in the year 2021. Capital Costs: Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $0 $0 $0 $0 $19,944 IT/Phone/Security $0 $0 $0 $0 $0 $0 $797,759 $0 $0 $0 $0 $0 $0 $817,703 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 $163,540.60 annually, or $817,703 over the five year replacement cycle. Approximately 1/5 of the equipment will be replaced each year. The equipment includes the audiovisual, software, hardware, and communications equipment used in the EOC to support emergency and special event operations. Operating Costs: FY 2015 PC/Vehicle Replacement TOTAL FY 2016 $0 $0 FY 2017 $0 $0 FY 2018 $0 $0 $0 $0 Project: T5380 - Replace HazMat Vehicle (R) Project Description: Capital Costs: FY 2019 FYs 20-24 $0 $0 Funding Source: $817,703 $817,703 General Obligation Bonds Replacement of a HazMat vehicle for the hazardous materials team. The current truck will have served its useful life of 10 years by FY 2019. This vehicle is supported by Fleet Management staff and anticipated mileage is 10,000 miles per year. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $0 $0 $0 $0 $12,321 Equipment $0 $0 $0 $0 $0 $0 $603,750 $0 $0 $0 $0 $0 $0 $616,071 TOTAL Operating Description: No additional O and M is needed since the Hazmat truck will be replacing the current vehicle, which will not be used as a reserve vehicle. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 274 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2040-Public Safety Construction Project: T5450 - Heart Monitors (R) Project Description: Category: 20% General Obligation Bonds Funding Source: Purchase of 36 cardiac monitors. Currently, the department's heart monitors are adequate to provide service; however by FY 2019 they will be 14 to 15 years old and are expected to reach the end of their useful life. Heart monitors are considered a capital expenditure due to the type of equipment requiring to be updated all at the same time which cannot be phased in when replaced. Personnel must all be able to train and work on the same type, make and model of equipment. The department will continue to seek alternative funding mechanisms such as grants as they become available. Heart monitors are currently on a maintenance contract which will cover the cost to repair or replace a malfunctioned monitor through FY2013. Capital Costs: Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $0 $0 $0 $0 $19,837 Equipment $0 $0 $0 $0 $0 $0 $972,000 $0 $0 $0 $0 $0 $0 $991,837 TOTAL Operating Description: O and M for the heart monitors would be needed starting in FY 2020. O and M will include two batteries a year per unit at ($225 per battery x 60) and a 3% inflation has been added per year. A supplemental budget request will be submitted for once the project is near completion. O & M is currently budgeted in medical supplies. Operating Costs: FY 2015 Equip. Maint. TOTAL FY 2016 FY 2017 FY 2018 $0 $0 $0 $0 $0 $0 $0 $0 Project: T5539 - Replacement of Airpacks (R) Project Description: FY 2019 FYs 20-24 $67,439 $0 $0 $67,439 General Obligation Bonds Funding Source: Replacement of self-contained breathing apparatus (SCBAs) or air packs. The current supply is in compliance with National Fire Protection Association Standards through FY 2019. In FY 2019, 150 air packs will be outdated and in need of replacement. The useful life span of SCBAs is 7-10 years. Upgrades were completed in 2009 for all air packs. As components of the air packs fail, the department will repair or replace them using the department operating budget. Air packs are considered a capital expenditure due to the type of equipment requiring to be updated all at the same time; which cannot be phased in when replaced. Personnel must all be able to train and work on the same type, make and model of equipment. The department will continue to seek alternative funding mechanisms such as grants as they become available. Capital Costs: Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $0 $0 $0 $0 $28,422 Equipment $0 $0 $0 $0 $0 $0 $1,392,668 $0 $0 $0 $0 $0 $0 $1,421,090 TOTAL Operating Description: O and M includes maintenance and repair at $25,000 annually and an additional $36,000 (once every 5 years) for 2 hydro tests on 300 bottles at $60.00 per bottle that is performed every 5 years. The current SCBA budget is $17,291 and does not cover the O and M identified; an additional $74,545 is necessary. The $25,000 for annual maintenance and repair will be needed the year after purchase. A supplemental budget request will be submitted once the project is near completion. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 Supplies/Contr $0 $0 $0 $0 TOTAL $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $0 $0 FYs 20-24 $74,545 $74,545 275 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2040-Public Safety Construction Project: 75020 - City Court Building (N) Project Description: Category: 20% General Obligation Bonds Funding Source: Construction will resume on the city court building in FY 2020. As of the end of December 2009, the structure was built to ground level. When completed the building is expected to be approximately 90,000 net square feet and include 10 courtrooms. There is the possibility of additional costs due to the delay in construction. Capital Costs: Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $4,742,010 Construction $0 $0 $0 $0 $0 $0 $31,613,404 Finance Charges $0 $0 $0 $0 $0 $0 $861,506 IT/Phone/Security $0 $0 $0 $0 $0 $0 $2,235,868 Engineering Charges $0 $0 $0 $0 $0 $0 $139,968 Arts $0 $0 $0 $0 $0 $0 $316,134 Contingency $0 $0 $0 $0 $0 $0 $3,166,412 $0 $0 $0 $0 $0 $0 $43,075,302 TOTAL Operating Description: O and M would be needed starting in FY 2022 and 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 $213,800 in one-time expenses in FY 2021 including one-time purchases of vehicles and other essential supplies. The O and M related to opening the new facility does not include current grant-funded and one-time funded staff and operational costs. These costs total $577,269. O and M costs for additional court positions will also be needed starting in the year the building is occupied. A supplemental budget request will be submitted once the project is near completion. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 Staffing $0 $0 $0 $0 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 Insurance Electrical $0 $0 $0 $0 $0 $0 FY 2019 $0 $0 $184,533 $250,966 $0 $0 $47,056 $0 $0 $0 $0 $51,671 $1,107,210 $18,684 $0 $0 $0 $0 $0 Landscape $0 $0 $0 $0 Water Refuse $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset $1,453,002 $0 PC/Vehicle Replacement TOTAL FYs 20-24 $0 $0 $27,426 $38,579 $22,492 $3,201,619 276 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2040-Public Safety Construction Project: T5536 - Fire Station - Western Area (N) Project Description: Category: 20% General Obligation Bonds Funding Source: Design and construction of a 15,000 sq ft, four bay fire station, with firefighter quarters for 18 personnel, furniture, fixtures, equipment, office space and storage. Equipment includes one engine. This facility will respond to the surrounding areas between Northern Avenue and Camelback Road and 83rd to 115th Avenues. This fire station would house a fire pumper 24/7 initially, with further expansion of ladders and medic units as growth demands. Capital Costs: Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Land $0 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $1,407,000 Construction $0 $0 $0 $0 $0 $0 $5,226,000 Finance Charges $0 $0 $0 $0 $0 $0 $256,253 IT/Phone/Security $0 $0 $0 $0 $0 $0 $156,000 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $52,260 Equipment $0 $0 $0 $0 $0 $0 $1,601,040 $0 $0 $0 $0 $0 $0 $1,625,775 $0 $0 $0 $0 $0 $0 $12,812,628 Contingency TOTAL Operating Description: Additional O and M would be needed starting in March of 2020. Staffing includes the salary and benefits for 12 Firefighters, 3 Captains, 3 Engineers and .5 FTE Building Maintenance Worker. Also includes promotions, training, medic pay, station supplies, station and equipment maintenance, telephone charges, grounds maintenance, insurance and onetime cost in the amount of $486,895 to recruit, test, hire and to send 18 firefighters to the training academy and six to medic school. Utilities, building maintenance, supplies and custodial services for 15,000 sq ft of space. PC replacement contributions for 3 computers and 1 color printer replacement = $2,182. Landscaping estimated at $0.22 per sq ft for 15,000 sq ft. Water estimated at $0.195 per sq ft. Refuse estimated at $342.26 x 12 months. A supplemental budget request will be submitted once the project is near completion. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 Staffing $0 $0 $0 $0 Supplies/Contr Utilities $0 $0 $0 $0 $0 $0 $0 $0 Bldg. Maint. $0 $0 $0 $0 Equip. Maint. Insurance $0 $0 $0 $0 $0 $0 $0 $0 Electrical $0 $0 $0 PC/Vehicle Replacement $0 $0 $0 Landscape Water $0 $0 $0 $0 $0 $0 $0 $0 Refuse $0 $0 $0 $0 $0 $0 $0 $0 TOTAL $2,395,800 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $0 $0 $0 $0 $0 FYs 20-24 $3,844,622 $703,502 $146,398 $434,875 $0 $57,327 $36,165 $0 $0 $72,695 $0 $0 $0 $6,282 $0 $9,501 $8,421 $0 $0 $5,331,612 $11,824 277 2015-2024 CAPITAL IMPROVEMENT PLAN Government Facilities - Construction Fund GOVERNMENT FACILITIES CONSTRUCTION FUND Carryover in FY 2015 is available for the repair, maintenance and/or replacement of electrical/ lighting and mechanical systems. The Government Facility Construction Fund will not receive new funding until the last five years of the capital improvement plan due to the continued decline in secondary assessed valuation. A bond issuance will be required before a new project can move forward into the first five years of the capital plan. Project Name: Civic Center 278 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2080-Government Facilities Construction Estimated Beginning Balance: Category: 6% FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $69,039 $4,864 $4,864 $4,864 $4,864 $4,864 0 0 0 0 0 0 0 0 0 0 19,825,000 19,825,000 Revenue Bond Proceeds Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets T1160 City Hall Parking Garage 0 0 0 0 0 0 1,675,193 0 0 0 0 0 30,260 0 33,915 0 0 64,175 64,175 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,127,610 5,417,691 2,394,705 1,093,784 5,004,294 6,785 829,659 5,862 1,125,871 143,610 19,825,064 19,825,064 $4,864 $4,864 $4,864 $4,864 $4,800 Replacement of Existing Assets 77503 Exterior Closure (Roofing) 77504 City Hall - HVAC System 77507 Interior Finishes (Flooring) 77508 Interior Finishes (Paint) 77509 Mechanical Upgrades 77509 Mechanical Upgrades 77510 Electrical/Lighting Upgrades 77510 Electrical/Lighting Upgrades 77512 Exterior Closure (Paint) T4730 Fuel Sites Equipment Upgrade Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: 64,175 $4,864 Estimated Ending Balance: PROJECT DETAIL: 2080-Government Facilities Construction Project: T1160 - City Hall Parking Garage (I) Project Description: Capital Costs Category: 6% 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 city hall garage related to replacement or repair of synthetic cushions. Over the past 25 years, the natural expansion and contraction of the structure's elements have pushed out of place many of the synthetic cushions on which the 366 concrete beams are seated. This has caused the concrete to wear against bare concrete causing deterioration. Also, there are four locations that have significant deterioration that will require extra maintenance and repair before the deterioration becomes more costly. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $150,000 Construction $0 $0 $0 $0 $0 $0 $1,300,000 Finance Charges $0 $0 $0 $0 $0 $0 $33,504 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $13,000 $0 $0 $0 $0 $0 $0 $135,689 $0 $0 $0 $0 $0 $0 $1,675,193 Contingency TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 279 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2080-Government Facilities Construction Project: 77503 - Exterior Closure (Roofing) (R) Project Description: Capital Costs Category: 6% Funding Source: General Obligation Bonds Citywide roofing upgrades are required to improve the condition of several facilities and extend the useful life of the infrastructure. There will be over 80 different roofing-related projects needed on city buildings over a five year period totaling $2,127,610. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $28,249 Finance Charges $0 $0 $0 $0 $0 $0 $42,552 Engineering Charges $0 $0 $0 $0 $0 $0 $3,107 Equipment $0 $0 $0 $0 $0 $0 $1,912,462 Contingency $0 $0 $0 $0 $0 $0 $141,240 $0 $0 $0 $0 $0 $0 $2,127,610 TOTAL Operating Description: No additional O and M is needed for this project. 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 Glendale City Hall is projected to reach the end of its serviceable life-cycle and will require replacement upgrades in FY 2020. The replacements and upgrades will improve indoor air quality and provide a new HVAC system life capacity of an additional 20+ years. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $75,000 Construction $0 $0 $0 $0 $0 $0 $1,346,000 Finance Charges $0 $0 $0 $0 $0 $0 $108,354 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $13,460 Equipment $0 $0 $0 $0 $0 $0 $3,429,446 Contingency $0 $0 $0 $0 $0 $0 $402,431 $0 $0 $0 $0 $0 $0 $5,417,691 TOTAL Operating Description: No additional O and M is needed at this time. Project: 77507 - Interior Finishes (Flooring) (R) Project Description: Capital Costs Funding Source: General Obligation Bonds Provide citywide interior flooring replacements and upgrades that would require a total of $2,394,705 over a five year period to improve the condition of several facilities, and extend the useful life of the infrastructure. There will be approximately 100 different flooring related projects completed on all city buildings over the five year period. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $39,826 Finance Charges $0 $0 $0 $0 $0 $0 $47,894 Engineering Charges $0 $0 $0 $0 $0 $0 $4,381 Equipment $0 $0 $0 $0 $0 $0 $2,159,175 $0 $0 $0 $0 $0 $0 $143,429 $0 $0 $0 $0 $0 $0 $2,394,705 Contingency TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 280 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2080-Government Facilities Construction Project: 77508 - Interior Finishes (Paint) (R) Project Description: Capital Costs Category: 6% Funding Source: General Obligation Bonds Make citywide interior paint and wall covering replacements and upgrades that would require a total of $1,093,784 over a five year period to improve the condition of several facilities and extend the useful life of the infrastructure. There are over 142 paint/wall covering related projects needed on all city buildings. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $25,048 Finance Charges $0 $0 $0 $0 $0 $0 $21,876 Engineering Charges $0 $0 $0 $0 $0 $0 $2,755 Equipment $0 $0 $0 $0 $0 $0 $1,044,105 $0 $0 $0 $0 $0 $0 $1,093,784 TOTAL Operating Description: No additional O and M is needed for this project. Project: 77509 - Mechanical Upgrades (R) Project Description: Capital Costs Design Construction Finance Charges Funding Source: General Obligation Bonds Citywide mechanical replacement and upgrades would require a total of $5,011,079 to improve the mechanical systems of several facilities, as well as extend the useful life of the infrastructure. There will be a total of eleven heating, ventilating, and air conditioning (HVAC) mechanical related projects completed on different city buildings. Major projects include: replacing all the HVAC equipment and adding capacity to cool the data center located at the Public Safety Building, replacing the cooling tower drive motor at the Main Library, replacing the heat pumps at Fire Station 154 and renovating the mechanical systems at the Field Operations Center. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 $61,680 $23,843 $0 $0 $0 $0 $0 $0 $100,222 $0 $0 $0 $0 $0 $0 $6,417 $0 $0 $0 $0 $0 $6,785 Equipment $0 $0 $0 $0 $0 $0 $4,584,049 Contingency $0 $0 $0 $0 $0 $0 $258,343 $30,260 $0 $0 $0 $0 $0 $5,011,079 Engineering Charges TOTAL Operating Description: No additional O and M is needed for this project. Project: 77510 - Electrical/Lighting Upgrades (R) Project Description: Capital Costs Design Finance Charges Engineering Charges Equipment Contingency TOTAL Operating Description: Funding Source: General Obligation Bonds The replacement and upgrade of lighting and electrical systems in city buildings is estimated to cost a total of $835,521 over several years. These upgrades are expected to reduce the consumption of electricity usage citywide. Improvements are needed for the Field Operations Center, and Fire Stations 152, 153, 154 and 155. This project will 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 options. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $23,175 $0 $0 $0 $0 $0 $3,862 $0 $0 $0 $0 $0 $0 $16,710 $10,740 $0 $0 $0 $0 $0 $2,000 $0 $0 $0 $0 $0 $0 $757,241 $0 $0 $0 $0 $0 $0 $55,708 $33,915 $0 $0 $0 $0 $0 $835,521 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 281 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2080-Government Facilities Construction Project: 77512 - Exterior Closure (Paint) (R) Project Description: Category: 6% General Obligation Bonds Funding Source: Citywide painting related replacements and upgrades that would require a total of $1,125,871 over a several year period to improve the condition of several facilities and extend the useful life of the infrastructure. The painted surface deteriorates when exposed to the elements, and keeping the exterior surface coated in paint protects the underlying building materials. Capital Costs Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $17,067 Finance Charges $0 $0 $0 $0 $0 $0 $22,517 Engineering Charges $0 $0 $0 $0 $0 $0 $2,000 Equipment $0 $0 $0 $0 $0 $0 $998,924 Contingency $0 $0 $0 $0 $0 $0 $85,363 $0 $0 $0 $0 $0 $0 $1,125,871 TOTAL Operating Description: No additional O and M is needed for this project. Project: T4730 - Fuel Sites Equipment Upgrade (R) Project Description: General Obligation Bonds Funding Source: This project reflects the replacement of all City of Glendale fuel dispensing equipment that will reach its maximum useful life over the next ten years. The project includes installation of new fuel monitoring and tank leak detection systems and replacement of the fuel tracking system for two fueling sites at The Field Operations Center and Fire Station 153. Completion of this project will ensure reporting accuracy, equipment stability and integrity, and improved customer service. Capital Costs Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $5,357 Construction $0 $0 $0 $0 $0 $0 $98,397 Finance Charges $0 $0 $0 $0 $0 $0 $2,872 Engineering Charges $0 $0 $0 $0 $0 $0 $11,000 Arts $0 $0 $0 $0 $0 $0 $984 Contingency $0 $0 $0 $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $143,610 TOTAL Operating Description: The software is a one-time purchase and the yearly license agreement will be paid through the departments existing budget.. No annual maintenance is required, if repairs are required vendors will be paid through existing operational budgets. Contributions to the Technology Replacement Fund are being made for the hardware currently being used and no additional hardware would be needed at this time. Operating Costs Supplies/Contr TOTAL FY 2015 $0 $0 FY 2016 $0 $0 FY 2017 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2018 $0 $0 FY 2019 $0 $0 FYs 20-24 $1,000 $1,000 282 2015-2024 CAPITAL IMPROVEMENT PLAN Cultural Facility/Historical Preservation – Construction Fund CULTURAL FACILITY/HISTORICAL PRESERVATION CONSTRUCTION FUND There is currently no carryover and no planned projects in the first five years of the cultural facilities capital plan. Repair and improvements to the Carriage House in Historical Sahuaro Ranch is the lone project in the last five years of the capital plan for this category. Current project estimates would require a small bond issuance in order to complete this project. Project Name: Myrtle Gateway 283 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2130-Cultural Facility Construction Estimated Beginning Balance: Project Expenses Carryover Category: 6% FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $262,088 $262,088 $262,088 $262,088 $262,088 $262,088 0 0 0 0 0 0 0 0 0 0 0 0 252,980 252,980 252,980 $262,088 $262,088 $262,088 $262,088 $9,108 New Funding Existing Assets Replacement of Existing Assets 84308 Sahuaro Ranch Carriage House 0 0 0 Sub-Total - Existing Assets Total Project Expenses: 0 0 0 Total FY 2015 Funding: 0 $262,088 Estimated Ending Balance: PROJECT DETAIL: 2130-Cultural Facility Construction Project: 84308 - Sahuaro Ranch Carriage House (R) Project Description: Capital Costs: Category: 6% Funding Source: General Obligation Bonds Repair and/or replace the interior wood siding of the carriage house with the intent to restore the weather tightness of the structure. Repair the deteriorating parts of the bay window. Replace the metal flashing at the roof of the bay and install flooring with materials that meet ADA and historical standards. Replace all electrical infrastructure, prepare and re-paint all previously painted interior surfaces. Previous improvements addressed accessibility issues related to wash basins, urinals, and toilets. Carryover Design $0 Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $46,200 $0 $0 $0 $0 $0 $0 $132,000 $0 $0 $0 $0 $0 $0 $4,960 Engineering Charges $0 $0 $0 $0 $0 $0 $11,000 Arts $0 $0 $0 $0 $0 $0 $1,320 Equipment $0 $0 $0 $0 $0 $0 $35,000 Contingency $0 $0 $0 $0 $0 $0 $22,500 $0 $0 $0 $0 $0 $0 $252,980 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 284 2015-2024 CAPITAL IMPROVEMENT PLAN Economic Development – Construction Fund ECONOMIC DEVELOPMENT CONSTRUCTION FUND This general obligation bond category includes $726,528 in carryover for economic development capital projects in FY 2015. 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 continued decline in Glendale’s secondary assessed valuation, additional funding for economic development related projects including infrastructure for development along Loop 303, will be deferred to the last five years of the plan. Project Name: Loop 303 Infrastructure 285 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2100-Economic Development Construction Estimated Beginning Balance: Category: 6% FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $1,122,229 $395,670 $395,997 $396,324 $396,651 $396,978 0 434 434 0 327 327 0 327 327 0 327 327 0 327 327 22,035,000 1,635 22,036,635 465 465 0 0 0 0 0 0 0 0 245 245 Revenue Bond Proceeds Investment Income Total Revenue: Operating Expenses Advisor Fees Total Operating Expenses: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 84401 Downtown Redevelopment 84401 Downtown Redevelopment Sub-Total - Existing Assets 0 450,000 450,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7,142,857 0 7,142,857 184,618 0 0 91,910 276,528 726,528 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5,966,771 6,816,837 2,500,000 15,283,608 22,426,465 $395,997 $396,324 $396,651 $396,978 $6,903 New Assets 84400 Downtown Land Acquisition 84406 Loop 303 Infrastructure 84407 New Development Infrastructure 84407 New Development Infrastructure Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: 726,528 $395,670 Estimated Ending Balance: PROJECT DETAIL: 2100-Economic Development Construction Project: 84401 - Downtown Redevelopment (I) Project Description: Capital Costs Land Construction TOTAL Operating Description: General Obligation Bonds Redevelopment of infrastructure that needs to be upgraded or repaired to encourage private investment and redevelopment of the greater downtown area. Carryover $0 Finance Charges Funding Source: Category: 6% FY 2015 $0 FY 2016 $0 FY 2017 $0 FY 2018 $0 FY 2019 $0 FYs 20-24 $7,000,000 $450,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $142,857 $450,000 $0 $0 $0 $0 $0 $7,142,857 Land acquisition only. Acquired land would be offered to developers for purchase and developed as desired within the scope of a development agreement. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 286 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2100-Economic Development Construction Project: 84400 - Downtown Land Acquisition (N) Project Description: Capital Costs Land TOTAL Operating Description: Funding Source: Capital Costs General Obligation Bonds Purchase of underperforming properties in the City Center Master Plan area which can be assembled and re-marketed to businesses and establishments that desire to locate in the downtown redevelopment area which will spur economic growth. Funding will also cover associated costs of appraisals, environmental assessments, title searches, demolitions, etc. in which the city will undertake requests for proposals to identify and negotiate development agreements. These actions will continue implementation in the Centerline Overlay District (Ocotillo & Cactus). Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $184,618 $0 $0 $0 $0 $0 $0 $184,618 $0 $0 $0 $0 $0 $0 There is minimal O and M associated with this project related to land acquisition. O and M for weed control maintenance will be absorbed by the department's operating budget. Acquired land would be offered to developers for purchase and developed as desired by city within the scope of a development agreement. Estimation for weed control and maintenance is just over $2,000 per year for FY 2012-2016. Project: 84406 - Loop 303 Infrastructure (N) Project Description: Category: 6% 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 an existing development agreement(s). Carryover FY 2015 $0 FY 2019 FYs 20-24 $0 $0 $0 $0 Finance Charges $0 $0 $0 $0 Engineering Charges $0 $0 $0 $0 $0 $0 $85,907 Arts $0 $0 $0 $0 $0 $0 $41,436 Contingency $0 $0 $0 $0 $0 $0 $866,675 $0 $0 $0 $0 $0 $0 $181,000 $0 $0 $0 $0 $0 $0 $5,966,771 Operating Description: $0 FY 2018 Construction TOTAL $0 FY 2017 $0 Miscellaneous/Other $0 FY 2016 Design $0 $500,000 $0 $0 $4,143,603 $0 $0 $148,150 There is a need for approximately $6 million in infrastructure improvements at Loop 303 as new development occurs. Infrastructure assistance is needed to encourage development along the Loop 303 to encourage developers to create the type of projects the city desires in the Loop 303 area. Possible additional funding sources include Economic Development, Streets, HURF and Water and Sewer due to an existing development agreement. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 287 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2100-Economic Development Construction Project: 84407 - New Development Infrastructure (N) Project Description: Capital Costs Land Funding Source: Category: 6% 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. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $91,910 $0 $0 $0 $0 $0 Design $0 $0 $0 $0 $0 $0 $2,700,000 Construction $0 $0 $0 $0 $0 $0 $3,800,000 Finance Charges $0 $0 $0 $0 $0 $0 $186,337 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $38,000 $91,910 $0 $0 $0 $0 $0 $9,316,837 TOTAL Operating Description: $2,500,000 Any monies/funding for such projects will be included in a Development Agreement. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 288 2015-2024 CAPITAL IMPROVEMENT PLAN Flood Control – Construction Fund FLOOD CONTROL CONSTRUCTION FUND FY 2015 carryover will be used for local draining problem and collector drain programs where needed. With the exception of the ongoing AZDES Permit Project, no new funding is included in the first five years of the CIP plan due to the continued decline in Glendale’s secondary assessed valuation. The AZDES Permit Project ensures that the city remains compliant with the requirements of a permit obtained under the Clean Water Act. Projects in the last five years of the plan consist of a number of storm drain projects including projects along Bethany Home Road and Greenway Road. There is the possibility of moving a storm drain project forward given the relatively healthy flood control fund balance. Project Name: Bethany Home Outfall Channel 289 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2180-Flood Control Construction Estimated Beginning Balance: Category: 20% FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $6,214,376 $2,954,073 $2,794,170 $2,634,210 $2,474,193 $2,314,119 0 0 1,556 1,556 0 0 1,022 1,022 0 0 965 965 0 0 908 908 0 0 851 851 29,450,000 8,600,000 5,110 38,055,110 2,415 2,415 0 0 0 0 0 0 0 0 767 767 Revenue Bond Proceeds Intergovernmental Revenue Investment Income Total Revenue: Operating Expenses Advisor Fees Total Operating Expenses: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 79004 Local Drainage Problems 79004 Local Drainage Problems 79005 Collector Drains 79006 AZDES SD Permit 79006 AZDES SD Permit T2944 51st Ave. SD, Northern - Olive Sub-Total - Existing Assets 415,335 0 560,008 0 415,276 0 1,390,619 0 0 0 3,925 157,000 0 160,925 0 0 0 3,925 157,000 0 160,925 0 0 0 3,925 157,000 0 160,925 0 0 0 3,925 157,000 0 160,925 0 0 0 3,925 157,000 0 160,925 5,270,277 131,757 0 19,625 785,000 2,679,540 8,886,199 0 0 0 0 0 0 0 1,390,619 0 0 0 1,707,900 0 0 1,707,900 1,868,825 0 0 0 0 0 0 0 160,925 0 0 0 0 0 0 0 160,925 0 0 0 0 0 0 0 160,925 0 0 0 0 0 0 0 160,925 5,024,601 3,684,352 10,832,548 0 8,261,956 3,666,089 31,469,546 40,355,745 $2,794,170 $2,634,210 $2,474,193 $2,314,119 $12,717 New Assets 79001 Bethany Home SD, 58th - 51st 79007 Greenway SD, 59th - 67th 79013 Bethany Home SD, 79th-67th 79014 59th Ave & Thunderbird Rd SD T2910 Bethany Home SD, 67th-58th T2940 Greenway SD, 51st-59th Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: Estimated Ending Balance: 3,259,444 $2,954,073 PROJECT DETAIL: 2180-Flood Control Construction *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset Category: 20% 290 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2180-Flood Control Construction Project: 79004 - Local Drainage Problems (I) Project Description: Capital Costs: Design Construction Category: 20% Funding Source: General Obligation Bonds Construct localized storm drain improvements to mitigate drainage and/or flooding problems. This is an ongoing program that typically addresses drainage problems in older neighborhoods, residential areas and extends existing storm drain systems. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $4,871 $0 $0 $0 $0 $0 $0 $300,758 $0 $0 $0 $0 $0 $5,099,284 $0 $0 $0 $0 $0 $0 $131,757 Engineering Charges Finance Charges $83,147 $0 $0 $0 $0 $0 $120,000 Arts $26,559 $0 $0 $0 $0 $0 $50,993 $415,335 $0 $0 $0 $0 $0 $5,402,034 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: Capital Costs: Design TOTAL Operating Description: Funding Source: Ongoing program to construct storm drain improvements on arterial and collector streets to mitigate drainage and flooding problems. Carryover FY 2015 FY 2016 FY 2017 Capital Costs: Construction Finance Charges Miscellaneous/Other TOTAL Operating Description: FY 2018 FY 2019 FYs 20-24 $560,008 $0 $0 $0 $0 $0 $0 $560,008 $0 $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: 79006 - AZDES SD Permit (I) Project Description: General Obligation Bonds 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. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $38,965 $0 $0 $0 $0 $0 $0 $0 $3,925 $3,925 $3,925 $3,925 $3,925 $19,625 $376,311 $157,000 $157,000 $157,000 $157,000 $157,000 $785,000 $415,276 $160,925 $160,925 $160,925 $160,925 $160,925 $804,625 O and M of storm water monitoring will be done by the United States Geological Survey agency through an IGA. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 291 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2180-Flood Control Construction Project: T2944 - 51st Ave. SD, Northern - Olive (I) Project Description: Capital Costs: Category: 20% Funding Source: General Obligation Bonds Project will construct a 42" storm drain pipe, inlets, and other appurtenances in 51st Avenue between Northern Avenue and Olive Avenue. Additionally the Northern Avenue storm drain will be extended from 47th Avenue to 43rd Avenue. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $130,000 Construction $0 $0 $0 $0 $0 $0 $2,200,000 Finance Charges $0 $0 $0 $0 $0 $0 $52,540 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $22,000 Contingency $0 $0 $0 $0 $0 $0 $220,000 $0 $0 $0 $0 $0 $0 $2,679,540 TOTAL Operating Description: The storm drain will not require O and M. Project: 79001 - Bethany Home SD, 58th - 51st (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain along Bethany Home Road between 51st and 58th Avenues including mainline pipe, catch basins and appurtenances. The need for this project was identified in the Maryvale Area Drainage Management Plan that the County Flood District developed. Carryover Design $0 Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $0 $4,000,000 $0 $0 $0 $0 $0 $0 $122,551 Engineering Charges $0 $0 $0 $0 $0 $0 $79,550 Arts $0 $0 $0 $0 $0 $0 $40,000 Contingency $0 $0 $0 $0 $0 $0 $400,000 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $82,500 $0 $0 $0 $0 $0 $0 $5,024,601 TOTAL Operating Description: O and M will not occur until project is actually constructed in the future. Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. Project: 79007 - Greenway SD, 59th - 67th (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds Construct a storm drain at Greenway Road from 59th to 67th Avenues. Project includes catch basins and appurtenances. This project will intercept storm water flows east of 67th Avenue. Carryover Design $0 Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $500,000 $0 $0 $0 $0 $0 $0 $2,640,000 $0 $0 $0 $0 $0 $0 $89,862 Engineering Charges $0 $0 $0 $0 $0 $0 $58,090 Arts $0 $0 $0 $0 $0 $0 $26,400 Contingency $0 $0 $0 $0 $0 $0 $370,000 $0 $0 $0 $0 $0 $0 $3,684,352 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 292 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2180-Flood Control Construction Project: 79013 - Bethany Home SD, 79th-67th (N) Project Description: Capital Costs: Category: 20% Funding Source: General Obligation Bonds Construct storm drain pipe, inlets and other appurtenances in Bethany Home Road from 79th Avenue to 67th Avenue. Carryover Design $0 Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $600,000 $0 $0 $0 $0 $0 $0 $9,000,000 $0 $0 $0 $0 $0 $0 $264,208 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $90,000 $0 $0 $0 $0 $0 $0 $785,840 $0 $0 $0 $0 $0 $0 $10,832,548 Contingency TOTAL Operating Description: Storm drain pipe requires little or no maintenance and in most cases will reduce existing maintenance because storm water does not pond in the street or other public facility. Project: 79014 - 59th Ave & Thunderbird Rd SD (N) Project Description: Capital Costs: Funding Source: General Obligation Bonds Project will construct a storm drain in 59th Avenue between the Thunderbird Road intersection and the Arizona Canal Drainage Channel. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Land $0 $20,000 $0 $0 $0 $0 Design $0 $50,000 $0 $0 $0 $0 $0 Construction $0 $1,450,000 $0 $0 $0 $0 $0 Finance Charges $0 $30,400 $0 $0 $0 $0 $0 Engineering Charges $0 $43,000 $0 $0 $0 $0 $0 Arts $0 $14,500 $0 $0 $0 $0 $0 Contingency $0 $100,000 $0 $0 $0 $0 $0 $0 $1,707,900 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is required for this project. Project: T2910 - Bethany Home SD, 67th-58th (N) Project Description: Capital Costs: $0 Funding Source: General Obligation Bonds Construct a storm drain in Bethany Home Road from 67th to 58th Avenues. Construction costs are to be shared with Maricopa County Flood Control District (50%). The project will include storm drain pipe, catch basins, and appurtenances. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $1,200,000 Construction $0 $0 $0 $0 $0 $0 $6,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $201,511 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $60,000 Contingency $0 $0 $0 $0 $0 $0 $597,070 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $110,875 $0 $0 $0 $0 $0 $0 $8,261,956 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 293 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2180-Flood Control Construction Project: T2940 - Greenway SD, 51st-59th (N) Project Description: Capital Costs: Category: 20% 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. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $500,000 Construction $0 $0 $0 $0 $0 $0 $2,630,000 Finance Charges $0 $0 $0 $0 $0 $0 $71,884 Engineering Charges $0 $0 $0 $0 $0 $0 $57,905 Arts $0 $0 $0 $0 $0 $0 $26,300 Contingency $0 $0 $0 $0 $0 $0 $380,000 $0 $0 $0 $0 $0 $0 $3,666,089 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 294 2015-2024 CAPITAL IMPROVEMENT PLAN Development Impact Fee Funds DEVELOPMENT IMPACT FEE FUNDS Changes to impact fee laws (ARS 9-463.05) require updated Land Use Assumptions for at least 10 years, a 10 year Infrastructure Improvement Plan (IIP) for every facility and new development fees by August 1, 2014. The development impact fee funds are used for the acquisition or construction of growth related capital projects. DIF revenue can be used to supplement the growth related portion of a capital project or fully cover the cost of a project that is 100% growth related. With the exception of the Open Space and Trails and General Government categories, the following funds show a combined fund balance of both the DIF program before and after the law was changed. Beginning balances are based on DIF revenue that has been collected but not yet expended. Aspects of the DIF law will require the city to refund property owners if development fees are not used ten years after collection (parks, streets and public safety) or fifteen years for water and wastewater facilities. Additional development impact fees and interest increase the beginning fund balance while project expenses including carryover and transfers out reduce the balance. Due to the stagnated real estate market all projects requiring a G.O. bond issuance have been delayed. DIF revenue is typically 0used to supplement the growth related portion of new projects supported largely with other funding sources. With the exception of funding for the new DIF study and its updates, DIF funded projects are scarce. Staff will continue to evaluate options during FY 2015 to identify appropriate uses of DIF revenues. Fund # - Name 1601+-Roadway Improvements 1520 - Citywide Open Space 1461+-Citywide Parks 1481+-Citywide Rec Facility 1541+-Park Dev Zone 1 1561+-Park Dev Zone 2 1581+-Park Dev Zone 3 1380 - Library Buildings 1501+-Libraries 1441+-Police Dept Facilities 1421+-Fire Protection Facilities 1620 - General Government Total DIF Funds FY 2015 701,240 351,822 234 234 121,056 132,863 42,929 0 373,817 1,004 2,101 306 $1,727,606 FY 2016 171,500 0 0 0 0 0 0 0 713,750 0 0 0 $885,250 FY 2017 171,500 0 0 0 0 0 0 0 200,000 0 0 0 $371,500 FY 2018 171,500 0 0 0 0 0 0 0 200,000 0 0 0 $371,500 FY 2019 34,553 0 3,467 153,469 3,469 3,469 3,469 100,000 217,563 14,890 15,654 0 $550,003 FYs 20-24 894,053 83,739 3,467 3,469 3,469 3,469 3,469 0 517,563 14,890 15,654 0 $1,543,242 Total 2,144,346 435,561 7,168 157,172 127,994 139,801 49,867 100,000 2,222,693 30,784 33,409 306 $5,449,101 295 2015-2024 CAPITAL IMPROVEMENT PLAN Roadway Improvements - DIF ROADWAY IMPROVEMENTS DIF FUND This category includes development impact fees paid by developers for roadway improvements that are needed because of new residential and commercial developments within city limits. Being that Roadway Improvements continues to be an allowable category under the new legislation, funding is also set aside to update the DIF study biennially. Carryover funding is also available for arterial streets and intersections development agreements involving improvements to curbs/gutters, sidewalks, street lights, traffic signals and landscaping where needed. Project Name: Dev. Agree. - Signals 296 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1601+-DIF-Roadway Improvements Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $3,088,498 $3,432,993 $4,322,170 $5,225,402 $6,142,837 $7,211,907 1,033,959 11,776 1,045,735 1,044,299 16,378 1,060,677 1,054,742 19,990 1,074,732 1,065,289 23,646 1,088,935 1,075,942 27,681 1,103,623 1,086,701 35,753 1,122,454 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 67802 Dev. Agree. - Arterials 65,110 0 0 0 0 0 0 2,329 67,439 0 0 0 0 0 0 0 0 34,553 34,553 34,553 34,553 462,301 462,301 529,740 171,500 171,500 171,500 171,500 171,500 171,500 171,500 171,500 171,500 171,500 171,500 171,500 0 0 34,553 859,500 859,500 894,053 $4,322,170 $5,225,402 $6,142,837 $7,211,907 $7,440,308 Replacement of Existing Assets 67809 DIF Update Sub-Total - Existing Assets New Assets 67803 Dev. Agree. - Signals Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: 701,240 $3,432,993 Estimated Ending Balance: PROJECT DETAIL: 1601+-DIF-Roadway Improvements Project: 67802 - Dev. Agree. - Arterials (I) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Funding Source: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Development Impact Fees This program is to fund partial street improvements agreed 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 to accommodate growth. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $65,110 $0 $0 $0 $0 $0 $0 $65,110 $0 $0 $0 $0 $0 $0 No additional O and M is needed at this time. Project: 67809 - DIF Update (R) Project Description: Category: DIF Funding Source: Development Impact Fees Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the roadway improvements portion of the DIF study and updates. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $2,329 $0 $0 $0 $0 $34,553 $34,553 $2,329 $0 $0 $0 $0 $34,553 $34,553 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 297 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1601+-DIF-Roadway Improvements Project: 67803 - Dev. Agree. - Signals (N) Project Description: Category: DIF Development Impact Fees Funding Source: 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: Carryover Land Design Construction FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $7,043 $6,018 $6,018 $6,018 $6,018 $0 $12,324 $10,531 $10,531 $10,531 $10,531 $0 $30,088 $52,654 $222,704 $137,563 $137,563 $137,563 $137,563 $0 $687,814 Engineering Charges $5,353 $4,479 $4,479 $4,479 $4,479 $0 $22,396 Arts $1,609 $1,376 $1,376 $1,376 $1,376 $0 $6,878 $59,670 Contingency Miscellaneous/Other TOTAL Operating Description: $13,268 $11,533 $11,533 $11,533 $11,533 $0 $200,000 $0 $0 $0 $0 $0 $0 $462,301 $171,500 $171,500 $171,500 $171,500 $0 $859,500 O and M costs are for the electricity and maintenance of new traffic signal installations. A supplemental budget request will be made as new equipment is added to the system. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 Utilities $0 $12,155 $12,519 $12,895 Equip. Maint. TOTAL $0 $0 $6,078 $18,233 $6,260 $18,779 $6,448 $19,343 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $13,282 $6,641 $19,923 FYs 20-24 $72,631 $36,316 $108,947 298 2015-2024 CAPITAL IMPROVEMENT PLAN Open Space – DIF OPEN SPACE DIF FUND This category includes development impact fees paid by developers for new or expanded infrastructure related to open space and multiuse trails that are needed as a result of new residential developments within city limits. Open Space is no longer an eligible category under the new DIF legislation; funds accumulated through January 1, 2011 will need to be utilized prior to January 1, 2020. Currently, carryover funding will be used for trail/walkway improvements to accommodate increased use by residents from new and/or growing residential developments citywide. Project Name: Discovery Park Project Name: Pasadena Park 299 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1520-DIF-Citywide Open Space Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $501,759 $151,036 $151,739 $152,444 $153,151 $153,860 1,099 1,099 703 703 705 705 707 707 709 709 3,515 3,515 Revenue Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 70452 Park Improvements - City Wide 70453 Discovery Park 70454 Pasadena Park 33,128 134,966 91,379 0 43,977 48,138 0 0 0 0 0 0 0 0 0 0 0 0 0 36,648 47,091 234 259,707 259,707 0 92,115 92,115 0 0 0 0 0 0 0 0 0 0 0 0 0 83,739 83,739 $151,739 $152,444 $153,151 $153,860 $73,636 Replacement of Existing Assets 70450 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: 351,822 $151,036 Estimated Ending Balance: PROJECT DETAIL: 1520-DIF-Citywide Open Space Category: DIF Project: 70452 - Park Improvements - City Wide (I) Project Description: Capital Costs Construction TOTAL Operating Description: Funding Source: Development Impact Fees Develop and update parks citywide to accommodate growth per the current Parks and Recreation Master Plan. Funding will be used to develop facilities and parks to accommodate increased use by residents from new or growing residential developments. Examples of improvements may include playgrounds, ball fields, ramadas, etc. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $33,128 $0 $0 $0 $0 $0 $0 $33,128 $0 $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 300 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1520-DIF-Citywide Open Space Category: DIF Project: 70453 - Discovery Park (I) Project Description: Capital Costs Construction Funding Source: Development Impact Fees This project will create new amenities and infrastructure related to Discovery Park. Likely improvements include 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. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $116,142 $36,142 $0 $0 $0 $0 $30,118 Engineering Charges $7,667 $4,364 $0 $0 $0 $0 $3,636 Arts $1,163 $361 $0 $0 $0 $0 $301 $9,994 $3,110 $0 $0 $0 $0 $2,593 $134,966 $43,977 $0 $0 $0 $0 $36,648 Contingency TOTAL Operating Description: No additional O and M is needed at this time. Project: 70454 - Pasadena Park (I) Project Description: Capital Costs Construction Carryover FY 2015 FY 2016 FY 2017 Capital Costs TOTAL Operating Description: FYs 20-24 $39,584 $0 $0 $0 $0 $38,724 $4,750 $0 $0 $0 $0 $4,647 $787 $396 $0 $0 $0 $0 $387 $6,770 $3,408 $0 $0 $0 $0 $3,333 $91,379 $48,138 $0 $0 $0 $0 $47,091 No additional O and M is needed at this time. Project: 70450 - DIF Update (R) Miscellaneous/Other FY 2019 $5,189 Contingency Project Description: FY 2018 $78,633 Arts Operating Description: Development Impact Fees This project will create new amenities and infrastructure related to Pasadena Park. The most likely improvement includes connections to adjacent sidewalks in the park and trail connections to the current and future neighborhoods. Other improvements or additions 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. Engineering Charges TOTAL Funding Source: Funding Source: Development Impact Fees Funding in FY 2014 is carryover to complete a new DIF study to comply with new legislation. The new fees are required to be implemented by July 1, 2014. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $234 $0 $0 $0 $0 $0 $0 $234 $0 $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 301 2015-2024 CAPITAL IMPROVEMENT PLAN Parks & Recreation – DIF PARKS & RECREATION DIF FUNDS This category includes development impact fees paid by developers for new or expanded park infrastructure that is needed because of new residential developments within city limits. Under a new Infrastructure Improvement Plan (IIP), Parks and Recreation will be combined into one service area effective July 31, 2014. The majority of park impact fee revenue is restricted for use in specific areas, as defined below: • • • • • • DIF Citywide Parks: Eligible for use citywide. DIF Citywide Rec Fac: Eligible for use citywide on recreation facilities. DIF Parks Dev Zone 1: Restricted to areas west of 75th Avenue, south of Greenway Road. DIF Parks Dev Zone 2: Restricted to areas east of 75th Avenue, south of Greenway Road. DIF Parks Dev Zone 3: Restricted to areas north of Greenway Road. DIF Parks Combined Areas: East and West 101; all areas west of 115th Avenue. Continuing through FY 2019, the existing funds in the DIF-Citywide Recreation Facility Fund will cover a portion of the debt service payments attributed to growth for the Foothills Recreation and Aquatic Center. Being that Parks & Recreation continues to be an allowable category under the new legislation, funding is also set aside to update the study biennially. Also in FY 2015, carryover funding will be used for: the completion Thunderbird Park Kiosks. Project Name: Thunderbird Park Kiosks 302 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1461+-DIF-Citywide Parks Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $340,475 $380,559 $421,631 $463,281 $505,515 $544,864 38,827 1,491 40,318 39,215 1,857 41,072 39,607 2,043 41,650 40,003 2,231 42,234 40,403 2,413 42,816 40,807 6,805 47,612 0 0 0 0 0 0 0 0 0 3,467 3,467 3,467 3,467 3,467 3,467 $421,631 $463,281 $505,515 $544,864 $589,009 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Replacement of Existing Assets 72502 DIF Update 234 234 234 Sub-Total - Existing Assets Total Project Expenses: 0 0 0 Total FY 2015 Funding: 234 Estimated Ending Balance: $380,559 PROJECT DETAIL: 1461+-DIF-Citywide Parks Category: DIF Project: 72502 - DIF Update (R) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Funding Source: Development Impact Fees Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the citywide parks portion of the DIF study and updates. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $234 $0 $0 $0 $0 $3,467 $3,467 $234 $0 $0 $0 $0 $3,467 $3,467 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 303 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1481+-DIF-Citywide Rec Facility Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $887,496 $720,885 $553,561 $385,924 $276,396 $3,421 38,827 4,509 43,336 39,215 4,436 43,651 39,607 3,807 43,414 40,003 2,844 42,847 40,403 -320 40,083 40,807 19,700 60,507 209,713 209,713 210,975 210,975 211,051 211,051 152,375 152,375 159,589 159,589 59,589 59,589 Revenue Development Impact Fees Interest Income Total Revenue: Operating Expenses Bond Principal Total Operating Expenses: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets T3301 Heroes Park Recreation Study 0 0 0 0 0 150,000 0 234 234 234 0 0 0 0 0 0 0 0 0 0 0 0 3,469 153,469 153,469 3,469 3,469 3,469 $553,561 $385,924 $276,396 $3,421 $870 Replacement of Existing Assets 72801 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: 234 $720,885 Estimated Ending Balance: PROJECT DETAIL: 1481+-DIF-Citywide Rec Facility Project: T3301 - Heroes Park Recreation Study (I) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Category: DIF Funding Source: Development Impact Fees This is a request to conduct a design and potential use study of a planned Recreation Center and Aquatics Center at the Glendale Heroes Regional Park. The final construction of the next phases of the park have been delayed indefinitely due to the lack of CIP funds. By the time funds may be available for the actual construction of the next phases (sometime in 2020-2024), the master plan for this park will be approximately 20 years old. To ensure the planned amenities are still in alignment with community expectations, up to $150,000 will be requested to conduct a needs and use study. This study will be combined with a similar assessment planned for the Heroes Park Library. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 $0 $150,000 $0 No additional O&M is required for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 304 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1481+-DIF-Citywide Rec Facility Project: 72801 - DIF Update (R) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Category: DIF Funding Source: Development Impact Fees Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the citywide recreation facilities portion of the DIF study and updates. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $234 $0 $0 $0 $0 $3,469 $3,469 $234 $0 $0 $0 $0 $3,469 $3,469 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 305 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1541+-DIF-Park Dev Zone 1 Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $182,865 $73,178 $84,766 $96,549 $108,529 $117,231 10,894 475 11,369 11,004 584 11,588 11,114 669 11,783 11,225 755 11,980 11,337 834 12,171 11,450 989 12,439 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 73104 Orangewood Vista 120,822 0 0 0 0 0 0 234 121,056 121,056 0 0 0 0 0 0 0 0 0 0 0 0 3,469 3,469 3,469 3,469 3,469 3,469 $84,766 $96,549 $108,529 $117,231 $126,201 Replacement of Existing Assets 73102 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: 121,056 $73,178 Estimated Ending Balance: PROJECT DETAIL: 1541+-DIF-Park Dev Zone 1 Category: DIF Project: 73104 - Orangewood Vista (I) Project Description: Capital Costs: Design Construction Engineering Charges Arts Contingency TOTAL Operating Description: Funding Source: Development Impact Fees This phase will involve developing a two - acre portion of the remaining undeveloped 10-acre joint-use neighborhood park. The improvements will include a concrete pathway, ramada, and landscape. The school and the joint-use park were constructed to address the growth in the area and the increasing student enrollment in the neighboring schools in the Glendale Elementary School District. The service area for this joint-use park is without a neighborhood ramada and concrete walkways. The ramada, concrete pathway, and surrounding ground stabilization are the highest priorities. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $5,000 $0 $0 $0 $0 $0 $0 $101,632 $0 $0 $0 $0 $0 $0 $7,370 $0 $0 $0 $0 $0 $0 $620 $0 $0 $0 $0 $0 $0 $6,200 $0 $0 $0 $0 $0 $0 $120,822 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Ramada cleaning would simply be incorporated into the park maintenance routine. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 306 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1541+-DIF-Park Dev Zone 1 Category: DIF Project: 73102 - DIF Update (R) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Funding Source: Development Impact Fees Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the neighborhood parks zone 1 portion of the DIF study and updates. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $234 $0 $0 $0 $0 $3,469 $3,469 $234 $0 $0 $0 $0 $3,469 $3,469 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 307 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1561+-DIF-Park Dev Zone 2 Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $179,378 $50,941 $55,368 $59,858 $64,411 $65,552 4,131 295 4,426 4,173 254 4,427 4,215 275 4,490 4,257 296 4,553 4,300 310 4,610 4,343 944 5,287 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 73400 Park Improvements/Enhance 73404 Paseo Linear Park Additions 105,506 27,123 0 0 0 0 0 0 0 0 0 0 0 0 234 132,863 132,863 0 0 0 0 0 0 0 0 0 0 0 0 3,469 3,469 3,469 3,469 3,469 3,469 $55,368 $59,858 $64,411 $65,552 $67,370 Replacement of Existing Assets 73403 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: 132,863 $50,941 Estimated Ending Balance: PROJECT DETAIL: 1561+-DIF-Park Dev Zone 2 Category: DIF Project: 73400 - Park Improvements/Enhance (I) Project Description: Capital Costs: Construction TOTAL Operating Description: Funding Source: The Parks and Recreation Department Master Plan identifies action strategies to develop, enhance and improve parks between Greenway Road and Olive Avenue, and 51st Avenue and 73rd Avenue, that have been impacted by community growth. Increased bicycle and general user traffic is creating the need for additional shade and rest nodes along the 4 mile trail system as well as expand asphalt trail surface system. Carryover FY 2015 FY 2016 FY 2017 Capital Costs: Contingency Miscellaneous/Other TOTAL Operating Description: FY 2018 FY 2019 FYs 20-24 $105,506 $0 $0 $0 $0 $0 $0 $105,506 $0 $0 $0 $0 $0 $0 No additional O and M is needed for these projects. Project: 73404 - Paseo Linear Park Additions (I) Project Description: Development Impact Fees Funding Source: Development Impact Fees Additional amenities consist of accommodating community growth by adding active recreation elements, such as playground equipment, shade structures or exercise equipment stations into Paseo Linear Park. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $808 $0 $0 $0 $0 $0 $0 $26,315 $0 $0 $0 $0 $0 $0 $27,123 $0 $0 $0 $0 $0 $0 No additional O and M is needed for these projects. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 308 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1561+-DIF-Park Dev Zone 2 Category: DIF Project: 73403 - DIF Update (R) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Funding Source: Development Impact Fees Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the neighborhood parks zone 2 portion of the DIF study and updates. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $234 $0 $0 $0 $0 $3,469 $3,469 $234 $0 $0 $0 $0 $3,469 $3,469 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 309 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1581+-DIF-Park Dev Zone 3 Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $86,269 $67,280 $91,580 $116,219 $141,200 $163,051 23,739 201 23,940 23,976 324 24,300 24,216 423 24,639 24,458 523 24,981 24,703 617 25,320 24,950 746 25,696 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Improvement of Existing Assets 73704 Thunderbird Park Kiosks 42,695 0 0 0 0 0 0 234 42,929 42,929 0 0 0 0 0 0 0 0 0 0 0 0 3,469 3,469 3,469 3,469 3,469 3,469 $91,580 $116,219 $141,200 $163,051 $185,278 Replacement of Existing Assets 73702 DIF Update Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: 42,929 $67,280 Estimated Ending Balance: PROJECT DETAIL: 1581+-DIF-Park Dev Zone 3 Category: DIF Project: 73704 - Thunderbird Park Kiosks (I) Project Description: Capital Costs: TOTAL Operating Description: Carryover FY 2015 FY 2016 FY 2017 Capital Costs: Miscellaneous/Other TOTAL Operating Description: FY 2018 FY 2019 FYs 20-24 $2,318 $0 $0 $0 $0 $0 $0 $40,377 $0 $0 $0 $0 $0 $0 $42,695 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Project: 73702 - DIF Update (R) Project Description: Development Impact Fees Increased usage of Thunderbird Conservation Park due to growth will require the construction of new trail heads and expansion of existing trail heads to mitigate overcrowding of trail access points. The improvements will require additional informational kiosks in the park. Kiosks provide trail users with information about trail difficulty, trail names, wildlife in the park, maintenance notifications and trail lengths and elevations. Contingency Miscellaneous/Other Funding Source: Funding Source: Development Impact Fees Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the neighborhood parks zone 3 portion of the DIF study and updates. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $234 $0 $0 $0 $0 $3,469 $3,469 $234 $0 $0 $0 $0 $3,469 $3,469 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 310 2015-2024 CAPITAL IMPROVEMENT PLAN Library – DIF LIBRARY DIF FUNDS This category includes development impact fees paid by developers for new or expanded library infrastructure that is needed due to new residential developments within city limits. Impact fees collected prior to January 1, 2011 will continue to fund additional library material needed to meet residential growth. However, new restrictions prohibit the use of impact fees collected on or after this date for library materials. The construction of a western area library was recently removed from the capital plan and replaced with a project that will fund a study of western area development to help determine viable uses for library DIF revenue. Effective July 31, 2014 there will be no DIF for libraries. 311 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1380-DIF-Library Buildings Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $1,748,797 $1,755,130 $1,762,352 $1,769,589 $1,776,841 $1,683,903 6,333 6,333 7,222 7,222 7,237 7,237 7,252 7,252 7,062 7,062 36,110 36,110 0 0 0 0 0 0 0 0 0 100,000 100,000 100,000 0 0 0 $1,762,352 $1,769,589 $1,776,841 $1,683,903 $1,720,013 Revenue Interest Income Total Revenue: Project Expenses Carryover New Funding New Assets T1151 Heroes Park Library Study 0 0 0 Sub-Total - New Assets Total Project Expenses: 0 0 0 Total FY 2015 Funding: 0 $1,755,130 Estimated Ending Balance: PROJECT DETAIL: 1380-DIF-Library Buildings Category: DIF Project: T1151 - Heroes Park Library Study (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Funding Source: Development Impact Fees The construction of the remaining phases of the Heroes Regional Park and the new construction of the proposed Western Area Branch Library have been deferred until there are sufficient capital funds. In 2009, the design of a 33,500 sq ft library building was completed at a cost of $1,167,991. By 2020 this design will be 11 years old and considerable re-design will be necessary due to innovations in the library sciences. Also, because of substantial changes in the City’s economics, demographics and legal changes in the use of DIF funding, it is recommended to conduct a new project study of the site. The study will determine the needs of the area and the feasibility of developing a joint use facility for Library and Recreation Services on the site. It is estimated that this new study will cost approximately $250,000. The other $150,000 will be used from CIP funds earmarked for the construction of the recreation and aquatics center. Design work and construction costs will be additional. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $100,000 $0 $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 312 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1501+-DIF-Libraries Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $3,158,210 $2,871,254 $2,244,472 $2,130,433 $2,016,592 $1,885,357 74,318 12,543 86,861 75,062 11,906 86,968 75,813 10,148 85,961 76,571 9,588 86,159 77,337 8,991 86,328 78,110 54,834 132,944 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Replacement of Existing Assets 74752 DIF Update Sub-Total - Existing Assets 1,185 1,185 0 0 0 0 0 0 0 0 17,563 17,563 17,563 17,563 172,632 0 172,632 173,817 200,000 0 200,000 200,000 200,000 513,750 713,750 713,750 200,000 0 200,000 200,000 200,000 0 200,000 200,000 200,000 0 200,000 217,563 500,000 0 500,000 517,563 $2,244,472 $2,130,433 $2,016,592 $1,885,357 $1,500,738 New Assets 74751 Library Books - Pop. Growth 74753 *24/7 Express Library Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: 373,817 $2,871,254 Estimated Ending Balance: PROJECT DETAIL: 1501+-DIF-Libraries Category: DIF Project: 74752 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Funding Source: Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the library portion of the DIF updates. Carryover FY 2015 FY 2016 FY 2017 Capital Costs Miscellaneous/Other TOTAL Operating Description: FY 2018 FY 2019 FYs 20-24 $1,185 $0 $0 $0 $0 $17,563 $17,563 $1,185 $0 $0 $0 $0 $17,563 $17,563 No additional O and M is needed. Project: 74751 - Library Books - Pop. Growth (N) Project Description: Development Impact Fees Funding Source: Development Impact Fees Request is for funds to continue the phased-in approach of increasing the number of library material at the three Glendale libraries using remaining DIF balance previously collected during the high-growth phase of Glendale. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $172,632 $200,000 $200,000 $200,000 $200,000 $200,000 $500,000 $172,632 $200,000 $200,000 $200,000 $200,000 $200,000 $500,000 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 313 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1501+-DIF-Libraries Category: DIF Project: 74753* - 24/7 Express Library (N) Project Description: Development Impact Fees Funding Source: This is a request to fund the purchase of a library materials vending machine in order to provide library services to underserved residents of Glendale who may not have access to the library. Funds will be used to purchase a library materials vending dispenser and place in the Glendale Heroes Regional Park. The 24/7 library dispenser would cost $250,000. Internet connectivity would cost $50,000 to connect the machine to the Internet and the library's database; structural alterations up to $50,000; and additional parking improvements may cost up to $125,000. This project would provide services to this area of Glendale residents as an express library concept and they would benefit as materials will be available to them and they would be able to place holds and pick up holds. Those with no or limited access to transportation will be able to access library materials 24/7. Capital Costs Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Construction $0 $0 $175,000 $0 $0 $0 $0 IT/Phone/Security $0 $0 $50,000 $0 $0 $0 $0 Engineering Charges $0 $0 $12,000 $0 $0 $0 $0 Arts $0 $0 $1,750 $0 $0 $0 $0 Equipment $0 $0 $250,000 $0 $0 $0 $0 Contingency TOTAL Operating Description: $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $513,750 $0 $0 $0 $0 The library would need to cover the $20,000 cost of yearly maintenance and support by technicians that would ensure the machine worked at it's optimal level. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Equip. Maint. $0 $20,600 $21,218 $21,855 $22,510 $123,095 Electrical TOTAL $0 $3,605 $3,713 $3,825 $0 $24,205 $24,931 $25,680 $3,939 $26,449 $144,637 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset $21,542 314 2015-2024 CAPITAL IMPROVEMENT PLAN Public Safety - DIF PUBLIC SAFETY DIF FUNDS This category includes development impact fees paid by developers for new or expanded public safety infrastructure that is needed because of new residential and commercial developments within city limits. Being that Public Safety continues to be an allowable category under the new legislation, funding is also set aside to update the study biennially. FY 2011 was the last year that the Police and Fire DIF funds contributed to the debt service payments for the growth related aspect of the Gateway Public Safety Facility at 6261 North 83rd Avenue in the western area of Glendale. Currently there are no capital projects planned that utilize DIF revenue; potential eligible uses of the remaining fund balance will be evaluated over the next FY. Debt Service: Gateway Public Safety Facility 315 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1441+-DIF-Police Dept Facilities Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $1,538,609 $1,719,834 $1,905,405 $2,093,531 $2,284,237 $2,462,625 175,826 6,403 182,229 177,585 7,986 185,571 179,361 8,765 188,126 181,155 9,551 190,706 182,967 10,311 193,278 184,797 31,703 216,500 0 0 0 0 0 0 0 0 0 14,890 14,890 14,890 14,890 14,890 14,890 $1,905,405 $2,093,531 $2,284,237 $2,462,625 $2,664,235 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Replacement of Existing Assets 77300 DIF Update 1,004 1,004 1,004 Sub-Total - Existing Assets Total Project Expenses: 0 0 0 Total FY 2015 Funding: 1,004 Estimated Ending Balance: $1,719,834 PROJECT DETAIL: 1441+-DIF-Police Dept Facilities Project: 77300 - DIF Update (R) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Category: DIF Funding Source: Development Impact Fees Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the police facilities portion of the DIF study and updates. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $1,004 $0 $0 $0 $0 $14,890 $14,890 $1,004 $0 $0 $0 $0 $14,890 $14,890 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 316 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1421+-DIF-Fire Protection Facilities Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $484,722 $737,391 $995,960 $1,258,056 $1,523,715 $1,777,291 252,770 2,000 254,770 255,299 3,270 258,569 257,852 4,244 262,096 260,431 5,228 265,659 263,035 6,195 269,230 265,665 7,238 272,903 0 0 0 0 0 0 0 0 0 15,654 15,654 15,654 15,654 15,654 15,654 $995,960 $1,258,056 $1,523,715 $1,777,291 $2,034,540 Revenue Development Impact Fees Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Replacement of Existing Assets 77001 DIF Update 2,101 2,101 2,101 Sub-Total - Existing Assets Total Project Expenses: 0 0 0 Total FY 2015 Funding: 2,101 Estimated Ending Balance: $737,391 PROJECT DETAIL: 1421+-DIF-Fire Protection Facilities Project: 77001 - DIF Update (R) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Category: DIF Funding Source: Development Impact Fees Development impact fee studies are required to be updated a minimum of every five years. The new fees are expected to take effect July 1, 2014. DIF legislation allows for fees collected to fund the DIF studies and updates. This is the fire facilities portion of the DIF study and updates. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $2,101 $0 $0 $0 $0 $15,654 $15,654 $2,101 $0 $0 $0 $0 $15,654 $15,654 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 317 2015-2024 CAPITAL IMPROVEMENT PLAN General Government - DIF GENERAL GOVERNMENT DIF FUND This category includes development impact fees paid by developers for new or expanded general government infrastructure that are needed because of new residential and commercial developments within city limits. General Government is no longer an eligible category under the new DIF legislation; funds accumulated through January 1, 2011 will need to be utilized prior to January 1, 2020. A small amount of funding is set aside in FY 2015 to pay for the final billings of DIF study that commenced during FY 2013. Otherwise, there are no capital projects planned that utilize previously collected DIF revenue; potential eligible uses of the remaining fund balance will be evaluated over the next FY. 318 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1620-DIF-General Government Estimated Beginning Balance: Category: DIF FY 2015: FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: $161,276 $161,637 $162,387 $163,139 $163,893 $164,649 667 667 750 750 752 752 754 754 756 756 3,750 3,750 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $162,387 $163,139 $163,893 $164,649 $168,399 Revenue Interest Income Total Revenue: Project Expenses Carryover New Funding Existing Assets Replacement of Existing Assets 77753 DIF Update 306 306 306 Sub-Total - Existing Assets Total Project Expenses: 0 0 0 Total FY 2015 Funding: 306 $161,637 Estimated Ending Balance: PROJECT DETAIL: 1620-DIF-General Government Category: DIF Project: 77753 - DIF Update (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Funding Source: Development Impact Fees Funding in FY 2014 is carryover to complete a new DIF study to comply with new legislation. The new fees are required to be implemented by July 1, 2014. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $306 $0 $0 $0 $0 $0 $0 $306 $0 $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 319 2015-2024 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, HURF capital fund, the funds designated for airport, transportation and other capital grants from federal, state and county government agencies, and a few other funds set up for specific purposes such as Camelback Ranch and Glendale 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 are allocated for this program. Glendale Public Safety Memorial 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 2400 - Water 2420 - Sewer 2210 - Transportation Construction 2000 - HURF/Street Bonds 1650 - Transportation Grants 2480 - Sanitation 2440 - Landfill 2120 - Airport Capital Grants 1840 - Other Federal & State Grants 1000 - General Fund 1140 - PC Replacement 1283 - Camelback Ranch Events 1740 - Civic Center 2150 - Technology Infrastructure 1220 - Arts Commission Total Enterprise & Other Funds FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Total 9,438,400 4,835,483 8,235,000 5,681,500 1,000,000 1,213,000 30,403,383 17,986,810 7,551,381 6,857,293 5,129,181 500,000 83,915,303 121,939,968 8,725,049 13,251,792 10,956,969 3,866,016 202,959 42,129,721 79,132,506 41,321,008 4,864,821 3,075,468 3,098,083 3,430,204 47,959,771 103,749,355 18,675,000 16,000,000 3,000,000 2,000,000 0 12,076,659 51,751,659 5,786,897 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 23,786,897 3,985,528 4,070,010 3,635,000 1,925,000 1,470,000 13,695,000 28,780,538 12,254,529 14,492,501 8,094,830 6,136,310 0 3,926,704 44,904,874 12,919,409 683,205 238,825 1,385,185 1,194,125 7,240,925 23,661,674 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 20,000,000 515,219 500,000 500,000 500,000 500,000 2,750,000 5,265,219 754,929 0 0 0 0 0 754,929 985,865 836,752 836,752 836,752 836,752 4,183,760 8,516,633 35,000 35,000 35,000 35,000 35,000 4,217,172 4,392,172 0 800,000 0 0 1,000,000 23,765,625 25,565,625 300,000 150,000 150,000 150,000 150,000 600,000 1,500,000 $135,683,643 $72,070,945 $49,615,137 $34,743,027 $14,319,040 $267,673,640 $574,105,432 320 2015-2024 CAPITAL IMPROVEMENT PLAN Water & Sewer - Enterprise Funds WATER & SEWER ENTERPRISE FUNDS Water and sewer capital projects account for the largest portion of the ten-year capital improvement plan. These projects will be funded from water/sewer fund revenues. The FY 2015-2024 budget reflects recommendations from the Red Oak rate study completed in 2013. The combined Water/Sewer Fund (2360) reflects new funding in FY 2015 for upgrades at the Arrowhead Water Reclamation Facility to ensure regulatory requirements are met. FY 2015 for the Water Fund (2400) most notably reflects new funding for rehabilitation of well sites citywide and the acquisition of a 100 year lease of water rights to assure sufficient water supply and minimize drought impact for Glendale’s water system users. In FY 2015, the Sewer Fund (2420) projects include new funding the rehabilitation, where needed, of manhole covers citywide and upgrades for a sewage lift station at 55th and Sweetwater Avenues. Project Name: Oasis Water Campus 321 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2360-Water & Sewer Category: Revenue FY 2015: Capital Project Expenses Carryover FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 60007 Arrwhd Wtr Reclam Fac Imps 60008 WAWRF Phase IV 6,733,509 318,271 0 404,950 3,084,500 1,630,983 7,985,000 0 4,816,500 0 0 0 0 0 0 0 752,950 848,720 8,653,450 80,000 300,000 0 0 784,950 120,000 0 0 0 4,835,483 250,000 0 0 0 8,235,000 65,000 0 0 0 4,881,500 0 0 0 0 0 230,000 0 0 983,000 1,213,000 0 0 0 0 0 0 0 0 800,000 800,000 1,000,000 1,000,000 0 0 $8,653,450 $784,950 $4,835,483 $8,235,000 $5,681,500 $1,000,000 $1,213,000 Replacement of Existing Assets 60001 Water Quality Instruments 60010 Lab Data Management System 60012 WAWRF Fine Screen Replacement 60013 Radio Phase IV Equipment Sub-Total - Existing Assets New Assets T2285 *Integrated Water Master Plan Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $9,438,400 PROJECT DETAIL: 2360-Water & Sewer Category: Revenue Project: 60007 - Arrwhd Wtr Reclam Fac Imps (I) Project Description: Capital Costs: Design Water & Sewer Revenues Funding Source: 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 will replace the aging sand filters and headworks at the Arrowhead Ranch Water Reclamation Facility. This project will also include civil, mechanical, and electrical improvements. These improvements will enable the plant to consistently meet the A+ effluent water quality requirements and help assure personnel safety by meeting Occupational Safety and Health Administration (OSHA) standards. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $882,774 $0 $250,000 $500,000 $375,000 $0 $0 $5,112,463 $0 $2,500,000 $7,000,000 $3,750,000 $0 $0 Finance Charges $99,525 $0 $37,500 $105,000 $61,875 $0 $0 Engineering Charges $26,091 $0 $22,000 $60,000 $33,000 $0 $0 Arts $55,800 $0 $25,000 $70,000 $37,500 $0 $0 $556,856 $0 $250,000 $250,000 $359,125 $0 $0 $0 $0 $0 $0 $200,000 $0 $0 $6,733,509 $0 $3,084,500 $7,985,000 $4,816,500 $0 $0 Construction Contingency Miscellaneous/Other TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 322 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2360-Water & Sewer Category: Revenue Project: 60008 - WAWRF Phase IV (I) Project Description: Capital Costs: Design Water & Sewer Revenues Funding Source: This project will include an assessment, design and construction of treatment system improvements at the WAWRF. Carryover $60,000 FY 2015 FY 2016 FY 2017 FY 2019 $220,000 $0 $1,300,000 $0 $0 $0 $0 $0 $0 $21,450 $0 $0 $0 $0 Engineering Charges $3,820 $4,950 $39,325 $0 $0 $0 $0 Arts $2,200 $0 $13,000 $0 $0 $0 $0 $32,251 $20,000 $127,208 $0 $0 $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $318,271 $404,950 $1,630,983 $0 $0 $0 $0 Construction Contingency Miscellaneous/Other TOTAL Operating Description: Capital Costs: Equipment TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: $0 Water & Sewer Revenues Funding Source: This project reflects a replacement program for the major analytical instrumentation at the city's water quality laboratory. Highly sensitive and precise analytical instrumentation is required for the regulatory analysis of the city's water. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $80,000 $120,000 $250,000 $65,000 $0 $230,000 $0 $80,000 $120,000 $250,000 $65,000 $0 $230,000 No additional O and M is required for this project. Project: 60010 - Lab Data Management System (R) Project Description: $0 An expanded facility is estimated to require two new plant operators and one senior plant maintenance mechanic once construction nears completion. Other additional operating expenses are projected as a result of increases in supplies (1) chemicals of $200,000, (2) utilities of $391,432, and (3) equipment maintenance $86,115. No new telephones, PCs or vehicles will be required. A supplemental will be submitted once the project is near completion. Project: 60001 - Water Quality Instruments (R) Project Description: $0 FYs 20-24 $130,000 Finance Charges $0 FY 2018 $180,000 Water & Sewer Revenues Funding Source: Purchase of a new information management system to replace an outdated data system. The new information system will interface directly with laboratory instrumentation, integrate quality control processes, eliminate duplicate and manual data entry, and automate regulatory reporting. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $300,000 $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 Additional O and M expenses are related to software license renewals/updates and system configuration hardware requirements. The additional O and M will be absorbed by the department. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 323 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2360-Water & Sewer Category: Revenue Project: 60012 - WAWRF Fine Screen Replacement (R) Project Description: Capital Costs: Design Construction Engineering Charges Arts Contingency TOTAL Operating Description: The West Area Water Reclamation Facility (WAWRF) fine screens are mechanical devices that remove solid materials from the influent flows. These devices are subject to wear and tear and need to be replaced periodically. Carryover FY 2015 FY 2016 FY 2017 Capital Costs: Construction Engineering Charges Arts Contingency TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 $580,000 $0 $0 $0 $0 $0 $0 $29,400 $0 $0 $0 $0 $0 $0 $5,800 $0 $0 $0 $0 $0 $0 $87,750 $0 $0 $0 $0 $0 $0 $752,950 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Water & Sewer Revenues Funding Source: This project includes the replacement of the existing microwave radio equipment that is a critical component for the wide area networking of the Supervisory Control and Data Acquisition (SCADA) System. The microwave radio equipment installed under the Radio Phase III project has a supportable and operational life span of approximately five years. Carryover $749,000 FY 2015 $0 FY 2016 $0 FY 2017 $0 FY 2018 FY 2019 $0 FYs 20-24 $0 $868,000 $31,248 $26,964 $0 $0 $0 $0 $0 $7,490 $0 $0 $0 $0 $0 $8,680 $65,266 $0 $0 $0 $0 $0 $75,072 $848,720 $0 $0 $0 $0 $0 $983,000 No additional O and M is needed for this project. Project: T2285* - Integrated Water Master Plan (N) Project Description: FY 2018 $50,000 Project: 60013 - Radio Phase IV Equipment (R) Project Description: Water & Sewer Revenues Funding Source: Funding Source: Water & Sewer Revenues This project will update and consolidate information for the water, wastewater, and reuse master plans. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $800,000 $1,000,000 $0 $0 $0 $0 $0 $800,000 $1,000,000 $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 324 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2400-Water Category: Revenue FY 2015: Capital Project Expenses Carryover FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 61023 Water System Security 61024 Cholla Water Plant Process Imp 61043 Pyramid Peak WTP Process Imp. 61045 Thunderbird Reservoir Misc. Im 61046 SRP Well Imp 61047 Citywide Meter Vault Imp 61049 Zone 3 Water Supply Imp. 61053 *Cholla WTP Admin Bldg Assmnt T3540 WTPs Chlorine Gas Elimination T3555 Fiber Optic Cable at Reservoir T3561 Northern Ave PRV Station Reloc 0 500,000 175,000 202,054 280,000 375,000 417,128 0 0 0 0 0 947,413 1,244,982 372,627 482,050 798,915 1,934,250 150,000 0 0 0 0 370,587 1,865,843 0 0 475,959 0 0 0 0 0 0 0 2,335,214 0 0 0 0 0 0 0 0 0 0 748,962 526,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,009,012 0 0 0 0 0 0 0 9,344,653 225,000 450,875 0 0 0 748,212 2,697,394 732,772 1,485,827 0 0 8,148,836 680,720 3,507,427 0 0 6,900,536 679,720 1,984,813 0 0 4,999,747 0 1,984,813 623,227 0 3,883,502 0 0 0 0 0 0 14,006,130 2,602,278 1,468,000 31,105,948 0 0 0 0 2,467,330 0 0 2,467,330 0 0 0 0 4,223,250 300,000 150,000 4,673,250 0 0 350,845 0 0 300,000 0 650,845 0 0 1,557,546 0 0 300,000 0 1,857,546 0 745,679 0 0 0 500,000 0 1,245,679 0 0 0 0 0 500,000 0 500,000 1,775,000 4,005,475 1,505,655 43,023,225 0 2,500,000 0 52,809,355 $5,164,724 $12,822,086 $7,551,381 $6,857,293 $5,129,181 $500,000 $83,915,303 Replacement of Existing Assets 61001 Fire Hydrant Replacement 61013 Water Line Replacement 61015 Outer Loop Effluent Line 61048 City Wide Well Rehab Sub-Total - Existing Assets New Assets 61009 Drinking Water Well Head Trmt 61019 Storage and Recovery Well 61027 Water Line Extension 61038 Loop 101 Water Treatment Plant 61050 Additional Water Supply 61051 *Accural of Long-term Water Sto 61052 *Recharge Storage Assessment Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $17,986,810 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 325 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2400-Water Category: Revenue Project: 61023 - Water System Security (I) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: This project includes the installation of equipment to further enhance security of the city's water supply, treatment plants and distribution system. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $450,000 Construction $0 $0 $0 $0 $0 $0 $2,190,000 Finance Charges $0 $0 $0 $0 $0 $0 $39,600 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 Arts $0 $0 $0 $0 $0 $0 $21,900 Contingency $0 $0 $0 $0 $0 $0 $252,512 $0 $0 $0 $0 $0 $0 $3,009,012 TOTAL Operating Description: No additional O and M is needed for this project. Project: 61024 - Cholla Water Plant Process Imp (I) Project Description: Capital Costs: Design Construction Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: This project will include improvements at Cholla Water Treatment Plant to continue to meet regulatory requirements. The improvements include the installation of new variable frequency drive systems, odor control, solids handling facility repair and improvements, and reservoir lining rehabilitation or replacement. Carryover FY 2015 FY 2016 FY 2017 Capital Costs: Design Construction Finance Charges Engineering Charges Arts Contingency Miscellaneous/Other TOTAL Operating Description: FY 2018 FY 2019 FYs 20-24 $60,000 $100,000 $50,000 $0 $0 $0 $0 $364,700 $700,000 $300,000 $0 $0 $0 $0 $0 $0 $10,500 $4,500 $0 $0 $0 $20,810 $29,913 $13,087 $0 $0 $0 $0 $3,647 $7,000 $3,000 $0 $0 $0 $0 $50,843 $100,000 $0 $0 $0 $0 $0 $500,000 $947,413 $370,587 $0 $0 $0 $0 No additional O and M is needed for this project. Project: 61043 - Pyramid Peak WTP Process Imp. (I) Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding Source: This project will include process improvements study and evaluation at the Pyramid Peak Water Treatment Plant. Design and construction of improvements will also be part of this project. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $149,525 $825,000 $150,000 $50,000 $50,000 $0 $0 $0 $200,000 $1,500,000 $2,000,000 $610,000 $0 $0 $0 $0 $15,375 $22,500 $30,000 $9,900 $0 $10,298 $17,607 $28,343 $35,214 $11,337 $0 $0 $0 $2,000 $15,000 $20,000 $6,100 $0 $0 $15,177 $85,000 $150,000 $200,000 $61,625 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $175,000 $1,244,982 $1,865,843 $2,335,214 $748,962 $0 $0 No additional O and M is required for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 326 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2400-Water Category: Revenue Project: 61045 - Thunderbird Reservoir Misc. Im (I) Project Description: Capital Costs: Design Construction Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: The requested funding addresses an engineering study and design to evaluate alternatives for enhancing water quality and the feasibility of adding 3-phase power at the Thunderbird Reservoir. Once the study and design is completed, construction of the recommended improvements are projected to proceed. Carryover FY 2015 FY 2016 FY 2017 Capital Costs: Design Construction Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: Capital Costs: Design Construction Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: FY 2019 FYs 20-24 $90,000 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $500,000 $0 $0 $0 $0 $5,507 $0 $0 $0 $0 $10,885 $14,620 $0 $0 $21,500 $0 $0 $0 $2,500 $0 $0 $5,000 $0 $0 $28,697 $10,000 $0 $0 $0 $0 $0 $202,054 $372,627 $0 $0 $526,500 $0 $0 No additional O and M is needed for this project. Water & Sewer Revenues Funding Source: The project will include the rehabilitation of various Salt River Project wells in water zones 1 and 2 to meet the drinking water standards. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $45,000 $50,000 $0 $0 $0 $0 $0 $198,000 $400,000 $0 $0 $0 $0 $0 $0 $6,000 $0 $0 $0 $0 $0 $11,907 $22,050 $0 $0 $0 $0 $0 $1,980 $4,000 $0 $0 $0 $0 $0 $23,113 $0 $0 $0 $0 $0 $0 $280,000 $482,050 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Project: 61047 - Citywide Meter Vault Imp (I) Project Description: FY 2018 $162,472 Project: 61046 - SRP Well Imp (I) Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding Source: Based on a field condition assessment conducted by staff, modifications to large meter vaults are recommended to enhance safe entry. The meter vault covers will be replaced with spring-torsion type covers per the city’s design standards and meter vaults will be retrofitted or replaced as needed. Meter vaults are the structure that house the meters. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $180,000 $100,000 $0 $0 $0 $318,000 $500,000 $300,000 $0 $0 $0 $0 $0 $0 $11,841 $7,033 $0 $0 $0 $0 $20,988 $27,074 $15,926 $0 $0 $0 $0 $3,180 $5,000 $3,000 $0 $0 $0 $0 $32,832 $75,000 $50,000 $0 $0 $0 $0 $375,000 $798,915 $475,959 $0 $0 $0 $0 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 327 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2400-Water Category: Revenue Project: 61049 - Zone 3 Water Supply Imp. (I) Project Description: Capital Costs: Design Water & Sewer Revenues Funding Source: The existing water supply and distribution system within Zone 2 and Zone 3 will be improved to provide redundant water supply for Zone 3 in the event Pyramid Peak Water Treatment Plant is offline or at reduced capacity. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $368,000 $200,000 $0 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $0 $0 $0 Finance Charges $5,520 $22,500 $0 $0 $0 $0 $0 Engineering Charges $6,808 $46,750 $0 $0 $0 $0 $0 $0 $15,000 $0 $0 $0 $0 $0 $36,800 $150,000 $0 $0 $0 $0 $0 $417,128 $1,934,250 $0 $0 $0 $0 $0 Construction Arts Contingency TOTAL Operating Description: No additional O and M is needed at this time. Project: 61053* - Cholla WTP Admin Bldg Assmnt (I) Project Description: Capital Costs: This project will evaluate needed improvements to the Administration Building Carryover Miscellaneous/Other TOTAL Operating Description: FY 2015 FY 2016 FY 2017 Capital Costs: FY 2018 FY 2019 FYs 20-24 $0 $150,000 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $0 $0 No additional O and M is needed at this time. Project: T3540 - WTPs Chlorine Gas Elimination (I) Project Description: Water & Sewer Revenues Funding Source: Water & Sewer Revenues Funding Source: This project includes the design and construction of a chlorine gas elimination system as well as the removal of the current onsite storage system for chlorine gas, which is the current disinfection method for potable water. The chlorine gas will be replaced with equipment that will provide onsite generation of sodium hypochlorite as the disinfection chemical for Pyramid Peak and Cholla Water Treatment Plants. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $1,400,000 Construction $0 $0 $0 $0 $0 $0 $6,900,000 Finance Charges $0 $0 $0 $0 $0 $0 $124,500 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $69,000 $0 $0 $0 $0 $0 $0 $758,653 $0 $0 $0 $0 $0 $0 $9,344,653 Contingency TOTAL Operating Description: Based on a start date of 7/1/2020 additional annual inflated cost for supplies will be $76,028 and electricity will be $57,021. Costs are based on engineering studies. A supplemental budget request will be submitted once the project is near completion. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Supplies/Contr $0 $0 $0 $0 $0 $76,028 Utilities TOTAL $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $57,021 $133,049 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 328 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2400-Water Category: Revenue Project: T3555 - Fiber Optic Cable at Reservoir (I) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: This project includes the installation of fiber optic cables at the Thunderbird Reservoir and Zone 4 Reservoirs. A recent assessment recommends fiber optic cables as the least expensive, long-term solution for wide area network communications at Thunderbird and Zone 4 Reservoirs to replace the T1 data line that currently is being leased from Century Link. The new fiber optic cables will permit remote monitoring of the numerous security cameras at the reservoirs and also provide more reliable access for the Supervisory Control and Data Acquisition (SCADA) system. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $10,000 Construction $0 $0 $0 $0 $0 $0 $200,000 IT/Phone/Security $0 $0 $0 $0 $0 $0 $2,000 Engineering Charges $0 $0 $0 $0 $0 $0 $11,000 $0 $0 $0 $0 $0 $0 $2,000 $0 $0 $0 $0 $0 $0 $225,000 Arts TOTAL Operating Description: A supplemental budget request will be submitted once the project is near completion. Project: T3561 - Northern Ave PRV Station Reloc (I) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: The city needs to relocate the pressure reducing valve (PRV) station on Northern Avenue, to provide more operational flexibility and better access to conduct maintenance work, meet safety requirements, and increase sustainability of chlorine residual. The relocation of the PRV station will assist the city in meeting the federal and state regulation of disinfection byproduct such as trihalomethanes formation. Carryover Design $0 Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $75,000 $0 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0 $0 $4,500 Engineering Charges $0 $0 $0 $0 $0 $0 $18,375 Arts $0 $0 $0 $0 $0 $0 $3,000 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 $450,875 Contingency TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 329 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2400-Water Category: Revenue Project: 61001 - Fire Hydrant Replacement (R) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: This project funds a replacement program for approximately 290 existing fire hydrants and 260 valves. The existing fire hydrants need to be replaced due to age and lack of replacement parts. The valves need to be replaced due to them not operating correctly. The new fire hydrants and valves will be installed to meet the city and industry spacing guidelines. In addition, the new fire hydrants will be accessible for routine maintenance to ensure fire system integrity. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $175,000 $125,000 $125,000 $0 $0 $0 Construction $0 $500,000 $500,000 $500,000 $0 $0 $0 Finance Charges $0 $10,829 $10,152 $10,152 $0 $0 $0 Engineering Charges $0 $18,563 $17,188 $17,188 $0 $0 $0 Arts $0 $5,000 $5,000 $5,000 $0 $0 $0 Contingency $0 $23,380 $23,380 $22,380 $0 $0 $0 $0 $732,772 $680,720 $679,720 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. Project: 61013 - Water Line Replacement (R) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: The Water Distribution System Evaluation Study conducted by CH2M-Hill identified the segments of water lines to be rehabilitated and/or replaced, based on historic repair and maintenance records. This project will include water line rehabilitation and/or replacement to ensure effective water distribution system operations and regulatory compliance. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $700,000 $330,000 $230,000 $230,000 $0 $2,300,000 Construction $0 $600,000 $2,730,000 $1,500,000 $1,500,000 $0 $10,000,000 Finance Charges $0 $21,944 $51,802 $29,323 $29,323 $0 $184,500 Engineering Charges $0 $7,883 $18,555 $10,490 $10,490 $0 $74,583 Arts $0 $6,000 $27,300 $15,000 $15,000 $0 $100,000 Contingency $0 $150,000 $349,770 $200,000 $200,000 $0 $1,347,047 $0 $1,485,827 $3,507,427 $1,984,813 $1,984,813 $0 $14,006,130 TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 330 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2400-Water Category: Revenue Project: 61015 - Outer Loop Effluent Line (R) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: The Arrowhead Ranch Water Reclamation Facility (ARWRF) effluent transmission line has been in service since the late 1980's. This effluent transmission line is essential for conveying and disposal of the effluent from the ARWRF. This project will include applicable rehabilitation in phases to ensure effluent transmission system integrity and reliability. Both phases of rehabilitation will include design and construction. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $50,000 $0 $300,000 Construction $0 $0 $0 $0 $500,000 $0 $1,970,000 Finance Charges $0 $0 $0 $0 $7,500 $0 $34,050 Engineering Charges $0 $0 $0 $0 $10,727 $0 $44,273 Arts $0 $0 $0 $0 $5,000 $0 $19,700 $0 $0 $0 $0 $50,000 $0 $234,255 $0 $0 $0 $0 $623,227 $0 $2,602,278 Contingency TOTAL Operating Description: No additional O and M is needed for this project. Project: 61048 - City Wide Well Rehab (R) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: This project is to rehabilitate or replace the existing city wells to maintain high water quality and meet the demand within the water distribution system. This is an ongoing program to periodically address improvements to these assets. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $240,000 $0 $0 $0 $0 $0 $200,000 Construction $398,212 $0 $0 $0 $0 $0 $1,000,000 $12,600 $0 $0 $0 $0 $0 $0 $15,000 Finance Charges IT/Phone/Security Engineering Charges Arts Contingency TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $24,704 $0 $0 $0 $0 $0 $43,000 $4,500 $0 $0 $0 $0 $0 $10,000 $68,196 $0 $0 $0 $0 $0 $200,000 $748,212 $0 $0 $0 $0 $0 $1,468,000 No additional O and M is needed for this project. Project: 61009 - Drinking Water Well Head Trmt (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: This project will include the design of a new Zone 4 wellhead treatment system for groundwater to meet federal drinking water standards. This new wellhead treatment system was recommended in the Groundwater Master Plan in 2008 in order to meet the projected growth in the west areas of the city. Carryover Design $0 Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $140,000 $0 $0 $0 $0 $0 $0 $1,400,000 $0 $0 $0 $0 $0 $0 $23,100 Engineering Charges $0 $0 $0 $0 $0 $0 $43,000 Arts $0 $0 $0 $0 $0 $0 $14,000 $0 $0 $0 $0 $0 $0 $154,900 $0 $0 $0 $0 $0 $0 $1,775,000 Contingency 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 331 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2400-Water Category: Revenue Project: 61019 - Storage and Recovery Well (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: The project will result in the installation of groundwater recharge and recovery wells for the purpose of recharging effluent and/or "recovering" recharge credits by pumping groundwater resulting in cost savings for the city. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $148,000 $0 $500,000 Construction $0 $0 $0 $0 $500,000 $0 $3,300,000 Finance Charges $0 $0 $0 $0 $7,500 $0 $57,000 Engineering Charges $0 $0 $0 $0 $11,988 $0 $70,300 Arts $0 $0 $0 $0 $5,000 $0 $33,000 Contingency $0 $0 $0 $0 $73,191 $0 $45,175 $0 $0 $0 $0 $745,679 $0 $4,005,475 TOTAL Operating Description: O and M projected start date January 2, 2019. Ongoing O and M before inflationary increases $68,870, related to $33,831 in chemical supplies, $24,165 in utility expenses, and $10,874 for equipment maintenance based on pilot studies. A supplemental budget request will be submitted once the project is near completion. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Supplies/Contr $0 $0 $0 $0 $0 Utilities $0 $0 $0 $0 $0 $24,165 Equip. Maint. TOTAL $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10,874 $68,870 Project: 61027 - Water Line Extension (N) Project Description: Capital Costs: $33,831 Water & Sewer Revenues Funding Source: Water line extensions are installed where needed to extend the city's water transmission and distribution systems to meet projected demand from future development. Projects funded from this account typically involve city participation in pipeline over sizing and other distribution piping extensions as needed to accommodate projected growth. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $300,000 $300,000 $0 $0 $400,000 Construction $0 $0 $0 $1,000,000 $0 $0 $915,000 Finance Charges $0 $0 $5,185 $23,018 $0 $0 $19,725 Engineering Charges $0 $0 $5,660 $24,528 $0 $0 $24,811 Arts $0 $0 $0 $10,000 $0 $0 $9,150 Contingency $0 $0 $40,000 $200,000 $0 $0 $136,969 $0 $0 $350,845 $1,557,546 $0 $0 $1,505,655 TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 332 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2400-Water Category: Revenue Project: 61038 - Loop 101 Water Treatment Plant (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: Land for the Loop 101 water treatment plant was purchased in FY 2009 with payments from FY 2009 through FY 2013. The design and construction of the new plant has been deferred beyond FY 2022 due to reduced growth estimates. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $3,500,000 Construction $0 $0 $0 $0 $0 $0 $35,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $525,000 Engineering Charges $0 $0 $0 $0 $0 $0 $148,225 Arts $0 $0 $0 $0 $0 $0 $350,000 Contingency $0 $0 $0 $0 $0 $0 $3,500,000 $0 $0 $0 $0 $0 $0 $43,023,225 TOTAL Operating Description: A supplemental will be submitted once the project is completed. Project: 61050 - Additional Water Supply (N) Project Description: Capital Costs: Finance Charges Miscellaneous/Other TOTAL Operating Description: 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. The $6,690,580 represents the cost of acquiring a 100-year lease of water rights per the White Mountain Apache Tribe Water Settlement anticipated in FY 2014. Carryover FY 2015 FY 2016 FY 2017 Capital Costs: Miscellaneous/Other TOTAL Operating Description: FY 2018 FY 2019 FYs 20-24 $47,330 $95,920 $0 $0 $0 $0 $0 $2,420,000 $4,127,330 $0 $0 $0 $0 $0 $2,467,330 $4,223,250 $0 $0 $0 $0 $0 O and M includes projected payment to Central Arizona Water Conservation District for water delivery costs and city treatment costs relating to the additional water supply. Starting in FY 2015, O and M costs are projected to be $335,546 per year. A supplemental budget request will be submitted once the project is near completion. Project: 61051* - Accural of Long-term Water Sto (N) Project Description: Water & Sewer Revenues Funding Source: Funding Source: Water & Sewer Revenues Funding for the purchase of CAP water to annually accrue long-term water storage credits. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $300,000 $300,000 $300,000 $500,000 $500,000 $2,500,000 $0 $300,000 $300,000 $300,000 $500,000 $500,000 $2,500,000 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 333 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2400-Water Category: Revenue Project: 61052* - Recharge Storage Assessment (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: Funding for the assessment of additional aquifer recharge capacity options and related hydrologic analyses required for obtaining required regulatory approvals and permits. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $139,000 $0 $0 $0 $0 $0 Engineering Charges $0 $11,000 $0 $0 $0 $0 $0 $0 $150,000 $0 $0 $0 $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 334 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2420-Sewer Category: Revenue FY 2015: Capital Project Expenses Carryover FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 63006 Arrowhead Sewer Lines 0 0 261,995 0 0 454,262 0 1,427,500 0 0 2,212,078 0 2,800,000 0 0 1,252,713 0 1,015,000 0 0 0 0 0 0 471,833 0 0 0 0 0 0 5,389,952 4,060,000 8,756,702 943,667 392,000 0 1,531,302 521,055 2,706,352 1,431,034 1,458,361 215,750 530,820 5,517,727 1,500,000 3,774,503 0 530,820 10,817,401 1,500,000 3,470,308 0 530,820 7,768,841 0 3,394,183 0 0 3,866,016 0 0 0 0 0 0 14,009,997 0 0 33,160,318 0 0 0 0 0 0 0 0 0 0 500,970 0 0 500,970 0 0 0 2,434,391 0 0 2,434,391 0 0 639,856 2,548,272 0 0 3,188,128 0 0 0 0 0 0 0 202,959 0 0 0 0 0 202,959 0 1,600,000 1,338,935 0 4,911,877 1,118,591 8,969,403 $2,706,352 $6,018,697 $13,251,792 $10,956,969 $3,866,016 $202,959 $42,129,721 63007 Sewer 99th Ave. W. Water Meter 63010 91st Ave. Construction 63020 Security Enhance Wastewtr Ops T3613 *Lift Station Recond. Program Replacement of Existing Assets 63003 99th Ave Interceptor Line 63016 Sewer Line Replacement 63021 Sweetwater & 55th Ave SLS 63024 Citywide Manhole Rehab Sub-Total - Existing Assets New Assets 63008 Sewers for Areas on Septic Sys 63017 Sewer Line Extension 63023 City Wide Sewer Odor Control 63025 Influent Pump Sta (RSPS) Imp T3610 Bethany Hme Rd Interceptor T3611 Glendale Ave 93rd-99th Ave Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $8,725,049 PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63006 - Arrowhead Sewer Lines (I) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: Replacement or rehabilitation of various wastewater collection lines in the Arrowhead Ranch area to improve sewer flow conditions and reduce sewer odors. This work was identified in a report completed by the consulting firm, Damon Williams and Associates and updated in the 2008 CDM master plan. The work will be done in phases. Carryover Design $0 Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $400,000 $350,000 $0 $0 $0 $0 $0 $0 $1,500,000 $1,200,000 $0 $0 $0 $0 $6,862 $32,853 $18,513 $0 $0 $0 Engineering Charges $0 $7,400 $34,225 $22,200 $0 $0 $0 Arts $0 $0 $15,000 $12,000 $0 $0 $0 Contingency $0 $40,000 $280,000 $0 $0 $0 $0 $0 $454,262 $2,212,078 $1,252,713 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 335 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63007 - Sewer 99th Ave. W. Water Meter (I) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: The existing meter station, GL03, is located within 99th Avenue and relocation will improve operational access. This project will include relocation of the GL03 meter station to the existing influent pump station site located on the northeast corner of Camelback Road and 99th Avenue. The project will also upgrade the meter station to meet the Sub-Regional Operating Group (SROG) standards. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $1,015,000 Construction $0 $0 $0 $0 $0 $0 $3,680,000 Finance Charges $0 $0 $0 $0 $0 $0 $70,425 Engineering Charges $0 $0 $0 $0 $0 $0 $86,858 Arts $0 $0 $0 $0 $0 $0 $36,800 $0 $0 $0 $0 $0 $0 $500,869 $0 $0 $0 $0 $0 $0 $5,389,952 Contingency TOTAL Operating Description: O and M includes service and replacement of automatic sampling units, miscellaneous telemetry and flow recording equipment at the metering stations on a periodic basis. O and M projected start date July 1, 2022. A supplemental budget request will be submitted once the project is near completion. Operating Costs: FY 2015 FY 2016 FY 2017 FY 2018 Utilities $0 $0 $0 $0 Equip. Maint. TOTAL $0 $0 $0 $0 $0 $0 $0 $0 Project: 63010 - 91st Ave. Construction (I) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: FY 2019 $0 $0 $0 FYs 20-24 $20,934 $104,658 $125,592 Water & Sewer Revenues Funding Source: This project consists of continuing improvements to the Regional 91st Ave Wastewater Treatment Plant (WWTP) of which Glendale is part owner as a member of the Sub-Regional Operating Group (SROG). SROG consists of Glendale, Mesa, Phoenix, Tempe and Scottsdale. The last 91st Ave WWTP expansion decommissioned one of the oldest sections of the facility and replaced that section with new biological treatment, enlarged blowers and new clarifiers. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $261,995 $1,427,500 $2,800,000 $1,015,000 $0 $0 $4,060,000 $261,995 $1,427,500 $2,800,000 $1,015,000 $0 $0 $4,060,000 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 336 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63020 - Security Enhance Wastewtr Ops (I) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: Provide security enhancements to the water reclamation facilities, the various effluent recharge facilities and sewer lift stations. These improvements will enable the city staff to more closely monitor water reclamation and domestic water from remote locations. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $650,000 Construction $0 $0 $0 $0 $0 $0 $7,000,000 Finance Charges $0 $0 $0 $0 $0 $0 $114,750 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $70,000 $0 $0 $0 $0 $0 $0 $829,452 $0 $0 $0 $0 $0 $0 $8,756,702 Contingency TOTAL Operating Description: No additional O and M is needed. Project: T3613* - Lift Station Recond. Program (I) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: This project will identify, design, and implement solutions for all lift stations. These facilities operate in a harsh environment, resulting in the need to create a program that will periodically rehabilitate these sites. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $100,000 $0 $200,000 Construction $0 $0 $0 $0 $300,000 $0 $600,000 Finance Charges $0 $0 $0 $0 $4,500 $0 $9,000 Engineering Charges $0 $0 $0 $0 $14,333 $0 $28,667 Arts $0 $0 $0 $0 $3,000 $0 $6,000 $0 $0 $0 $0 $50,000 $0 $100,000 $0 $0 $0 $0 $471,833 $0 $943,667 Contingency TOTAL Operating Description: No additional O and M is needed at this time. Project: 63003 - 99th Ave Interceptor Line (R) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Water & Sewer Revenues Funding Source: The Sewer Condition Assessment Study conducted by Project Engineering Consultants recommended that the 99th Avenue sewer line be repaired or rehabilitated by the Sub-Regional Operating Group (SROG) partners. This project will include rehabilitation of Glendale’s portion of the 99th Avenue sewer line; Glendale currently owns 70% of the 99th Avenue sewer line. Pipe lining will be replaced and the corroded manhole structures will be rehabilitated. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $392,000 $1,431,034 $1,500,000 $1,500,000 $0 $0 $0 $392,000 $1,431,034 $1,500,000 $1,500,000 $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 337 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63016 - Sewer Line Replacement (R) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: Replacement and/or rehabilitation of existing sanitary sewer lines and manholes as identified by the Sewer Evaluation Study prepared by HDR and Camp, Dresser and McKee (CDM) Engineers and known troubled areas identified by city forces. Projects will be developed as funds are available. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $700,000 $300,000 $300,000 $300,000 $0 $700,000 Construction $0 $500,000 $3,000,000 $2,700,000 $2,700,000 $0 $10,300,000 Finance Charges $0 $21,552 $55,777 $51,285 $50,160 $0 $165,000 Engineering Charges $0 $6,809 $18,726 $17,023 $17,023 $0 $62,419 Arts $0 $5,000 $30,000 $27,000 $27,000 $0 $103,000 Contingency TOTAL Operating Description: $0 $225,000 $370,000 $375,000 $300,000 $0 $2,679,578 $0 $1,458,361 $3,774,503 $3,470,308 $3,394,183 $0 $14,009,997 No additional O and M is needed for this project. Project: 63021 - Sweetwater & 55th Ave SLS (R) Project Description: Capital Costs: Design Construction Water & Sewer Revenues Funding Source: The sewage lift station (SLS) at Sweetwater and 55th Avenue requires upgrades to ensure continued system reliability, sufficient treatment capacity, safety, and public health. This project includes the design and construction for the improvements and rehabilitation of the upstream sewer line and lift station including new submersible pumps, valves, piping, and electrical system. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $133,530 $0 $0 $0 $0 $0 $0 $1,197,772 $150,000 $0 $0 $0 $0 $0 Finance Charges $21,000 $2,250 $0 $0 $0 $0 $0 Engineering Charges $38,500 $12,000 $0 $0 $0 $0 $0 Arts Contingency TOTAL Operating Description: $12,000 $1,500 $0 $0 $0 $0 $0 $128,500 $50,000 $0 $0 $0 $0 $0 $1,531,302 $215,750 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Project: 63024 - Citywide Manhole Rehab (R) Project Description: Capital Costs: Construction Finance Charges Engineering Charges Arts TOTAL Operating Description: Water & Sewer Revenues Funding Source: The requested funding will be used to rehabilitate existing sewer manholes that have reached the end of their expected life as identified in the Sewer Master Plan and Evaluation by Camp, Dresser, and McKee (CDM). Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $499,691 $500,000 $500,000 $500,000 $0 $0 $0 $0 $7,820 $7,820 $7,820 $0 $0 $0 $16,364 $18,000 $18,000 $18,000 $0 $0 $0 $5,000 $5,000 $5,000 $5,000 $0 $0 $0 $521,055 $530,820 $530,820 $530,820 $0 $0 $0 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 338 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63008 - Sewers for Areas on Septic Sys (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: This project will include installation of sewers in the areas currently on septic systems. This is a citizen driven program in which citizens must request that their area (subdivision, neighborhood, street, etc.) be served by the city sewer system. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $30,000 $0 Construction $0 $0 $0 $0 $0 $140,000 $0 Finance Charges $0 $0 $0 $0 $0 $2,959 $0 Engineering Charges $0 $0 $0 $0 $0 $11,000 $0 Arts $0 $0 $0 $0 $0 $1,400 $0 Contingency $0 $0 $0 $0 $0 $17,600 $0 $0 $0 $0 $0 $0 $202,959 $0 TOTAL Operating Description: No additional O and M is needed for this project. Project: 63017 - Sewer Line Extension (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: This project will include sewer line extensions at various locations to meet projected demand as needed. These extensions will transfer wastewater from new developments. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Construction $0 $0 $0 $0 $0 $0 $1,400,000 Finance Charges $0 $0 $0 $0 $0 $0 $21,000 Engineering Charges $0 $0 $0 $0 $0 $0 $50,400 Arts $0 $0 $0 $0 $0 $0 $14,000 $0 $0 $0 $0 $0 $0 $114,600 $0 $0 $0 $0 $0 $0 $1,600,000 Contingency TOTAL Operating Description: No additional O and M is needed for this project. Project: 63023 - City Wide Sewer Odor Control (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: Addition of permanent hydrogen peroxide chemical dosing stations to various sewer lines for odor control and control of hydrogen sulfide gas. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $60,000 $0 $0 $100,000 Construction $0 $0 $0 $500,000 $0 $0 $1,100,000 Finance Charges $0 $0 $0 $9,456 $0 $0 $19,935 Engineering Charges $0 $0 $0 $15,400 $0 $0 $33,000 Arts $0 $0 $0 $5,000 $0 $0 $11,000 Contingency $0 $0 $0 $50,000 $0 $0 $75,000 $0 $0 $0 $639,856 $0 $0 $1,338,935 TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 339 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2420-Sewer Category: Revenue Project: 63025 - Influent Pump Sta (RSPS) Imp (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: The requested funding is for a new screening system to reduce maintenance efforts required for the waste activated sludge pumps at the West Area Water Reclamation Facility. The new screening system will include mechanical bar screens, a washer compactor conveyor system with dumpster storage area, a building and odor control system. This project will include an enclosed self cleaning bar screen and ancillary system. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $460,000 $220,000 $220,000 $0 $0 $0 Construction $0 $0 $1,920,000 $2,000,000 $0 $0 $0 Finance Charges $0 $0 $32,100 $33,300 $0 $0 $0 Engineering Charges $0 $8,510 $39,590 $41,070 $0 $0 $0 Arts $0 $0 $19,200 $20,000 $0 $0 $0 Contingency TOTAL Operating Description: $0 $32,460 $203,501 $233,902 $0 $0 $0 $0 $500,970 $2,434,391 $2,548,272 $0 $0 $0 No additional O and M is needed for this project. Project: T3610 - Bethany Hme Rd Interceptor (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: 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 and 91st Avenues that had to be altered due to construction of the Bethany Home Outfall Channel. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $650,000 Construction $0 $0 $0 $0 $0 $0 $3,720,000 Finance Charges $0 $0 $0 $0 $0 $0 $65,550 Engineering Charges $0 $0 $0 $0 $0 $0 $80,845 Arts $0 $0 $0 $0 $0 $0 $37,200 Contingency $0 $0 $0 $0 $0 $0 $358,282 $0 $0 $0 $0 $0 $0 $4,911,877 TOTAL Operating Description: No additional O and M is needed. Project: T3611 - Glendale Ave 93rd-99th Ave (N) Project Description: Capital Costs: Water & Sewer Revenues Funding Source: Improvements will be needed to handle the additional wastewater flows generated by projected growth at build-out in the west area of the city. Improvements include the design and construction of a parallel relief sewer on Glendale Avenue from 93rd to 99th Avenue. Carryover Design $0 Construction Finance Charges FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $160,000 $0 $0 $0 $0 $0 $0 $785,000 $0 $0 $0 $0 $0 $0 $14,175 Engineering Charges $0 $0 $0 $0 $0 $0 $40,635 Arts $0 $0 $0 $0 $0 $0 $7,850 $0 $0 $0 $0 $0 $0 $110,931 $0 $0 $0 $0 $0 $0 $1,118,591 Contingency TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 340 2015-2024 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 Glendale 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 category also includes projects covered by HURF revenue bonds (2000) and transportation related grants (Fund 1650). Over the next few years, transit projects paid from the half-cent sales tax will include projects related to bus services, a transit center and preliminary light rail studies. The street element of the Transportation Plan emphasizes improvements at major intersections as well as improvements and enhancements along major streets. A majority of FY 2015 funding is for the Northern Avenue Super Street Project that will create an east-west corridor between Grand Avenue and the Loop 303. Other projects and programs in the Transportation Plan include enhancing the bicycle system, traffic mitigation and providing matching funds for airport capital grants. Currently the Pavement Management Project plans to utilize HURF revenue bonds in the first five years of the plan. There are two street improvement projects planned in the last five years of the capital improvement plan which include improvements on 99th Avenue from Camelback Road to Northern Avenue as property develops and a street widening project on 67th Avenue between Glendale Avenue and Frier Drive. The Transportation Grants Fund (Fund 1650) was established to accommodate grants for capital projects from federal and state government agencies. These are open, competitive grant programs. Grant projects are budgeted in Fund 1650 upon notification that the city has received approval for grant funding. Transportation projects in which the city applies for reimbursement in a future year are budgeted in the transportation sales tax construction fund and any reimbursements are credited to the transportation sales tax construction fund as grant revenue when received. A number of transportation grant projects have carryover funding in FY 2015 included grant funding for the design of the transit center at Arrowhead and Grand Avenue infrastructure improvements. Project Name: Myrtle Gateway 341 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2210-Transportation Construction FY 2015: Capital Project Expenses Carryover Category: Transportation FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 65005 Smart Traffic Signals 65006 Bus Pullouts 65007 Grand Ave Access Enhancements 65008 Intersection Improvements 65013 Bus Stops and Shelters 65016 Northern Ave Super Street 65022 PE & Oversight for Transp. Pkg 65069 Glendale Transportation Plan 65072 Expanded Safety Program 65078 Airport Matching Funds 65086 51st Avenue HES Projects 65088 Downtown Alley Improvements 65089 Pavement Management 65092 Maryland Ave Bike Rte Spot Imp 65094 Myrtle Avenue Improvements 65096 *59th Ave & Olive Ave Safety 1,673,114 0 1,753,582 607,967 239,231 8,267,518 1,532,961 0 1,139,991 1,171,994 173,024 382,458 2,651,502 121,817 14,856 0 0 0 0 0 110,429 5,308,528 254,625 621,169 110,589 162,237 0 0 3,000,000 0 0 115,086 0 0 0 0 112,858 575,805 259,845 0 113,022 71,180 0 0 3,000,000 0 0 0 0 0 0 0 115,454 0 265,562 0 115,621 11,831 0 0 2,000,000 0 0 58,723 0 0 0 0 118,225 0 271,802 0 118,396 69,183 0 0 2,000,000 0 0 0 0 340,292 0 0 118,398 0 278,597 0 118,570 59,720 0 0 2,000,000 0 0 0 0 1,812,762 0 0 640,178 0 1,506,371 0 641,105 383,057 0 0 10,000,000 0 0 0 443,964 142,872 333,303 20,650,154 191,110 119,443 161,735 10,154,951 237,724 142,636 167,145 4,680,215 286,132 167,811 0 3,021,134 293,000 171,839 0 3,042,445 286,817 172,091 0 3,374,485 1,550,814 930,490 0 17,464,777 2,469,715 1,100,755 470,000 2,179,079 2,000,000 997,144 628,467 0 0 0 9,845,160 51,969 0 0 0 0 0 0 317,433 194,966 106,375 670,743 53,112 0 0 0 0 0 0 39,998 50,371 41,125 184,606 54,334 0 0 0 0 0 0 0 0 0 54,334 55,638 0 0 0 0 0 0 0 0 0 55,638 55,719 0 0 0 0 0 0 0 0 0 55,719 30,494,994 0 0 0 0 0 0 0 0 0 30,494,994 $30,495,314 $10,825,694 $4,864,821 $3,075,468 $3,098,083 $3,430,204 $47,959,771 Replacement of Existing Assets 65004 Buses/Vans 65014 Transit Support Capital 65083 Speed Cushions Sub-Total - Existing Assets New Assets 65017 Rail System 65030 Multi-Use Pathway Grand Canal 65062 Glendale Sports Facilities Sgn 65063 New River - Multi-use Pathway 65080 Bell/101 Park&Ride/Transit Ctr 65090 Loop 303 Landscape & Design 65091 Airport RPZ Acquisition 65097 *New River North Shareduse Path 65098 *Widen 55th Ave for bike lanes 65099 *Neighborhood Pathways Connect Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $41,321,008 PROJECT DETAIL: 2210-Transportation Construction *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset Category: Transportation 342 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65005 - Smart Traffic Signals (I) Project Description: Category: Transportation Half Cent Sales Tax Funding Source: These funds provide local match for four approved and two potential federally funded Intelligent Transportation Systems (ITS) projects. These funds also provide for design of three future ITS projects. Overall, a smart traffic signal system will be implemented that includes communications infrastructure, traffic cameras, message signs, and networking equipment to make the traffic signal system more responsive. Capital Costs Carryover Construction FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $1,558,120 $0 $0 $0 $0 $0 $0 Finance Charges $1,725 $0 $0 $0 $0 $0 $0 Contingency $5,750 $0 $0 $0 $0 $0 $0 $107,519 $0 $0 $0 $0 $0 $0 $1,673,114 $0 $0 $0 $0 $0 $0 Miscellaneous/Other 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. O and M for this project will be identified once federal funds have been secured and the scope of the project is available. Project: 65006 - Bus Pullouts (I) Project Description: Capital Costs Funding Source: Half Cent Sales Tax Bus pullouts to relieve congestion, improve air quality, and provide traffic and pedestrian safety. Bus pullouts will be constructed at major intersections where there are new bus routes and extensions of existing bus routes. Carryover FY 2015 FY 2016 $0 $51,044 FYs 20-24 $0 $0 $0 $0 $0 $51,044 $275,993 Construction $0 $0 $0 $0 $0 $176,952 $956,776 Finance Charges $0 $0 $0 $0 $0 $5,104 $27,599 Engineering Charges $0 $0 $0 $0 $0 $6,711 $36,289 Arts $0 $0 $0 $0 $0 $1,770 $9,568 Contingency $0 $0 $0 $0 $0 $34,029 $183,995 $0 $0 $0 $0 $0 $13,638 $46,549 $0 $0 $0 $0 $0 $340,292 $1,812,762 Operating Description: $0 FY 2019 Design TOTAL $0 FY 2018 $0 Miscellaneous/Other $0 FY 2017 Land $275,993 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 343 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65007 - Grand Ave Access Enhancements (I) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: This project provides enhanced access control along Grand Avenue between 43rd and 71st avenues and includes beautification and sidewalks. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Land $397,748 $0 $0 $0 $0 $0 $0 Design $896,752 $0 $0 $0 $0 $0 $0 $459,082 $0 $0 $0 $0 $0 $0 $1,753,582 $0 $0 $0 $0 $0 $0 Engineering Charges TOTAL Operating Description: O and M is associated with 348,662 sq ft of landscape and irrigation water, 136,671 sq ft of Decomposed Granite, 10,638 sq ft of walls, 79,165 sq ft of sidewalk . Appropriation has been added to this project during the FY 2015 budget process. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Supplies/Contr $1,751 $1,804 $1,858 $1,913 $1,971 Utilities $9,138 $9,412 $9,695 $9,985 $10,285 $56,242 Landscape $41,839 $43,094 $44,387 $45,719 $257,508 Refuse TOTAL $8,200 $60,928 $8,446 $62,756 $8,699 $64,639 $8,960 $66,577 $47,090 $9,229 $68,575 Project: 65008 - Intersection Improvements (I) Project Description: Capital Costs Design TOTAL Operating Description: $10,777 $50,469 $374,996 Half Cent Sales Tax Funding Source: This project provides for the design and construction of intersection improvements for capacity, safety and access as identified on an ongoing basis. Turning lanes, median barriers, lane extensions, right-of-way, utility relocations and paving access points are examples of the type of construction this project will fund. This project will also provide match funds for other Glendale Transportation projects with federal funds. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $607,967 $0 $0 $0 $0 $0 $0 $607,967 $0 $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 344 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65013 - Bus Stops and Shelters (I) Project Description: Capital Costs Carryover FY 2016 FY 2017 $11,822 $11,822 $63,870 $209,944 $87,791 $89,722 $91,786 $93,989 $93,989 $507,769 $3,250 $1,656 $1,693 $1,732 $1,773 $1,773 $9,581 $0 $3,912 $3,998 $4,090 $4,188 $4,188 $22,625 $1,708 $878 $897 $918 $940 $940 $5,078 $13,053 $5,149 $5,262 $5,383 $5,513 $5,686 $31,255 $239,231 $110,429 $112,858 $115,454 $118,225 $118,398 $640,178 O and M associated with the maintenance of each new bus shelter as they become completed. Supplemental budget requests will be made as new bus stops are added. Maintenance will include spray wash, trash pickup, and refurbishing of furnishings and shelters. Operating Costs FY 2015 Supplies/Contr TOTAL FY 2016 FY 2017 Contingency Miscellaneous/Other TOTAL Operating Description: FY 2018 $0 $34,779 $47,764 $49,197 $0 $34,779 $47,764 $49,197 Project: 65016 - Northern Ave Super Street (I) Capital Costs FYs 20-24 $11,545 Contingency Finance Charges FY 2019 $11,286 Arts Project Description: FY 2018 $11,043 Engineering Charges Operating Description: FY 2015 $11,276 Finance Charges TOTAL 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. Design Construction Category: Transportation FY 2019 $50,673 $50,673 FYs 20-24 $277,101 $277,101 Half Cent Sales Tax Funding Source: Per intergovernmental agreement, 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. Costs for this project are shared between the region at 70% ($237 million) and local agencies at 30%. Glendale's portion of local funding is $40.6 million. To date Glendale has expended approximately $27.4 million towards this project. Other jurisdictions involved include Maricopa County, Peoria, and El Mirage. Carryover $123,232 FY 2015 $78,451 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $8,509 $0 $0 $0 $0 $115,050 $0 $0 $0 $0 $0 $0 $8,029,236 $5,230,077 $567,296 $0 $0 $0 $0 $8,267,518 $5,308,528 $575,805 $0 $0 $0 $0 O and M costs are for landscape, water, electrical and other maintenance based on current design. Supplemental budget requests will be made when each project phase is close to completion. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Utilities $0 $0 $77,679 $80,009 $82,410 $450,650 Landscape TOTAL $0 $0 $402,323 $414,393 $2,334,051 $0 $0 $480,002 $494,402 $426,824 $509,234 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset $2,784,701 345 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65022 - PE & Oversight for Transp. Pkg (I) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: Professional engineering for preparation of design concepts and administration of right-of-way purchase for roadway, bicycle, pedestrian and transit projects. Providing professional engineering recommendations on capital projects and operations and maintenance of completed projects. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $78,454 $0 $0 $0 $0 $0 $0 Finance Charges $21,819 $3,763 $3,840 $3,925 $4,017 $4,117 $22,262 Contingency Miscellaneous/Other TOTAL Operating Description: $21,788 $0 $0 $0 $0 $0 $0 $1,410,900 $250,862 $256,005 $261,637 $267,785 $274,480 $1,484,109 $1,532,961 $254,625 $259,845 $265,562 $271,802 $278,597 $1,506,371 No additional O and M is needed. Project: 65069 - Glendale Transportation Plan (I) Project Description: Capital Costs Half Cent Sales Tax Funding Source: This project will update the 2009 City of Glendale Transportation Plan. This Plan will include elements that address roadways, transit, bicycle, pedestrian, Transportation System Management, and include public involvement. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $9,318 $0 $0 $0 $0 $0 Miscellaneous/Other $0 $611,851 $0 $0 $0 $0 $0 $0 $621,169 $0 $0 $0 $0 $0 TOTAL Operating Description: This Plan update does not require O and M funding. Project: 65072 - Expanded Safety Program (I) Project Description: Capital Costs Construction Finance Charges Engineering Charges Contingency Miscellaneous/Other TOTAL Operating Description: Half Cent Sales Tax Funding Source: Provide traffic safety improvements along city streets to improve the safety of motorists. Examples are safety mitigation at bridge crossing (blunt ends), lighting, signals, signage, striping, pedestrian and bicyclist safety improvements, discontinuous roadway sections (drop-offs), and access management. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $667,145 $0 $0 $0 $0 $0 $0 $4,766 $1,634 $1,670 $1,709 $1,750 $1,752 $9,474 $153,534 $0 $0 $0 $0 $0 $0 $5,112 $0 $0 $0 $0 $0 $0 $309,434 $108,955 $111,352 $113,912 $116,646 $116,818 $631,631 $1,139,991 $110,589 $113,022 $115,621 $118,396 $118,570 $641,105 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 346 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65078 - Airport Matching Funds (I) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: This project provides matching funds for Glendale Airport projects as identified in the Airport Capital Improvement Program. Funding covers 100% of engineering, finance and art related charges and local match for all other capital costs. Refer to the Airport Capital Fund 2120 for detailed information related to the airport projects. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Land $274,962 $0 $0 $0 $0 $0 $0 Design $414,596 $33,442 $11,205 $11,175 $8,940 $0 $70,960 Construction $288,115 $304,843 $118,669 $55,500 $0 $55,875 $55,875 Finance Charges $59,323 $2,398 $1,052 $175 $1,022 $883 $5,661 Engineering Charges $55,405 $6,541 $2,868 $481 $2,787 $2,403 $15,440 Arts $20,825 $1,187 $555 $0 $559 $559 $2,881 $1,675 $0 $0 $0 $0 $0 $0 $40,365 $0 $0 $0 $0 $0 $0 $1,171,994 $162,237 $71,180 $11,831 $69,183 $59,720 $383,057 Equipment Miscellaneous/Other TOTAL Operating Description: This project provides local match funds for airport capital projects. Refer to the Airport Capital Fund 2120 projects for O and M impact. Project: 65086 - 51st Avenue HES Projects (I) Project Description: Capital Costs Hazard Elimination Safety (HES) projects provide for intersection capacity and safety improvements at the intersections of 51st Avenue and Camelback Road and 51st Avenue and Northern Avenue. Projects include right turn lanes, bus bays and shelters, modifications to traffic signals, street lights, and landscaping. Carryover Design Engineering Charges TOTAL Operating Description: FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $8,116 $0 $0 $0 $0 $0 $0 $164,908 $0 $0 $0 $0 $0 $0 $173,024 $0 $0 $0 $0 $0 $0 O and M costs are for landscape maintenance. The Transportation Departments operating budget will absorb additional O and M. Operating Costs Landscape TOTAL Half Cent Sales Tax Funding Source: FY 2015 $278 $278 FY 2016 $286 $286 FY 2017 $295 $295 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2018 $304 $304 FY 2019 $313 $313 FYs 20-24 $1,712 $1,712 347 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65088 - Downtown Alley Improvements (I) Project Description: Capital Costs Design Operating Description: Half Cent Sales Tax Funding Source: Design and construct transformation of existing service alley into a safe environment for pedestrian circulation and limited vehicular traffic. This area has been evaluated and determined that there is a need to address pavement, drainage conditions and alley improvements. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 $0 $0 $0 $0 $0 $0 $27,278 $0 $0 $0 $0 $0 $0 $382,458 $0 $0 $0 $0 $0 $0 O and M includes $2,438 for the maintenance of 10 pedestrian lights, $1,200 for water, $300 for landscape maintenance by an outside company, $2,200 for contracting maintenance and $300 for electricity. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Supplies/Contr $0 $2,652 $2,732 $2,814 $2,898 Utilities $0 $318 $328 $338 Equip. Maint. Water TOTAL $0 $0 $2,586 $1,273 $2,664 $1,311 $2,744 $1,351 $348 $2,826 $0 $6,829 $7,035 $7,247 Project: 65089 - Pavement Management (I) Project Description: FYs 20-24 $355,180 Construction TOTAL Category: Transportation $1,392 $7,464 Funding Source: FYs 20-24 $15,847 $1,903 $15,454 $7,612 $40,816 Half Cent Sales Tax This project provides for street rehabilitation activities on residential, collector, and arterial streets in the city as identified in the annual Pavement Management Program. The project will include pavement maintenance activities ranging from surface preparation, repairs and treatments, milling and full-depth paving, rubberized asphalt overlays, and/or reconstruction work as needed throughout the city. The annual funding for this project with the Transportation - Half Cent Sales Tax will be supplemented by a proposed HURF Bond for $28 million (see new CIP project titled Pavement Management - HURF) to allow for more pavement maintenance to be completed in 2015 and 2016. Capital Costs Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Construction $2,547,994 $2,899,268 $2,899,268 $1,933,268 $1,933,268 $1,933,268 $9,666,340 Finance Charges $29,980 $45,000 $45,000 $30,000 $30,000 $30,000 $150,000 Engineering Charges $17,388 $26,399 $26,399 $17,399 $17,399 $17,399 $86,997 Arts $56,140 $29,333 $29,333 $19,333 $19,333 $19,333 $96,663 $2,651,502 $3,000,000 $3,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 348 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65092 - Maryland Ave Bike Rte Spot Imp (I) Project Description: Capital Costs Construction Category: Transportation Half Cent Sales Tax Funding Source: The project will add additional asphalt for bike lanes where Maryland Avenue is too narrow and also build short multiuse path segments to tie Maryland Avenue into existing pathways at Discovery Park. Overall, the project would add 1,776 feet of bikeway improvements to make Maryland Avenue a more continuous bike route from 43rd Avenue to 91st Avenue, at the Glendale Sports Complex. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $103,773 $0 $0 $0 $0 $0 Finance Charges $1,309 $0 $0 $0 $0 $0 $0 Engineering Charges $9,086 $0 $0 $0 $0 $0 $0 Arts $1,109 $0 $0 $0 $0 $0 $0 Contingency $6,540 $0 $0 $0 $0 $0 $0 $121,817 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: No additional O and M is needed. Project: 65094 - Myrtle Avenue Improvements (I) Project Description: Capital Costs Construction Finance Charges Engineering Charges Arts Contingency TOTAL Operating Description: Capital Costs Half Cent Sales Tax Funding Source: This project includes pavement, curbs, gutters and sidewalks. Once completed, sidewalks will provide students and their parents with a separate and safe place to walk. Improvements will also enhance mobility for children and/or parents with disabilities. This request provides local funds for a federal Safe Routes To School Project at this location. This project provides local funds for project 1650-NEW funded with federal funds. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $3,245 $0 $0 $0 $0 $0 $0 $628 $0 $0 $0 $0 $0 $0 $3,397 $0 $0 $0 $0 $0 $0 $32 $0 $0 $0 $0 $0 $0 $7,554 $0 $0 $0 $0 $0 $0 $14,856 $0 $0 $0 $0 $0 $0 O and M information will become available during the design process. O and M costs are anticipated to be minimal since the project adds curbs, gutters and sidewalks. Project: 65096* - 59th Ave & Olive Ave Safety (I) Project Description: $0 Half Cent Sales Tax Funding Source: This project is to provide local matching funds for a project assessment and design of safety improvements at the intersection of 59th and Olive avenues and north along 59th Avenue to Sunnyslope Lane. The safety improvements include raised medians, traffic signal improvements, streetlights, bus pullouts, and other pedestrian/bicycle enhancements. A total of $1,938,844 in federal Highway Safety Improvement Program (HSIP) funds have been secured towards this project, which includes $347,026 for design and $1,591,818 for construction. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $1,701 $0 $868 $0 $0 $0 Miscellaneous/Other $0 $113,385 $0 $57,855 $0 $0 $0 $0 $115,086 $0 $58,723 $0 $0 $0 TOTAL Operating Description: This project is to make safety enhancements to the existing intersection. No additional O and M is anticipated based on current information. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 349 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65004 - Buses/Vans (R) Project Description: Capital Costs Finance Charges Equipment Contingency TOTAL Operating Description: Capital Costs Finance Charges Equipment Contingency Miscellaneous/Other TOTAL Operating Description: This project replaces buses and vans for local circulators and Dial-a-Ride service. The buses are replaced every four years or when mileage exceeds recommended limits. The funding identified is to match federal funds secured for replacement buses and vans. Carryover FY 2015 FY 2016 FY 2017 Capital Costs Construction FY 2018 FY 2019 FYs 20-24 $6,659 $2,867 $3,566 $4,292 $4,395 $4,302 $23,262 $410,788 $169,132 $210,386 $253,227 $259,305 $253,833 $1,372,471 $26,517 $19,111 $23,772 $28,613 $29,300 $28,682 $155,081 $443,964 $191,110 $237,724 $286,132 $293,000 $286,817 $1,550,814 No O and M is needed since these are replacements for existing buses and vans. Half Cent Sales Tax Funding Source: To continue delivery of transit services, the replacement of capital items are needed, including computer equipment, support vehicles and radio systems. Because of past federal funding sources for these items, Transit has not contributed to replacement funds for vehicles or computers. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $1,772 $1,792 $2,140 $2,517 $2,578 $2,543 $13,751 $24,713 $0 $0 $0 $0 $0 $0 $5,908 $9,555 $11,411 $13,425 $13,747 $13,767 $76,585 $110,479 $108,096 $129,085 $151,869 $155,514 $155,781 $840,154 $142,872 $119,443 $142,636 $167,811 $171,839 $172,091 $930,490 No additional O and M is required for this project. This is a replacement project and is not anticipated to generate new O and M costs. Project: 65083 - Speed Cushions (R) Project Description: Half Cent Sales Tax Funding Source: Project: 65014 - Transit Support Capital (R) Project Description: Category: Transportation 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. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $309,281 $136,923 $141,503 $0 $0 $0 $0 Finance Charges $2,349 $2,426 $2,507 $0 $0 $0 $0 Engineering Charges $8,749 $9,037 $9,339 $0 $0 $0 $0 Arts $1,326 $1,369 $1,415 $0 $0 $0 $0 Contingency TOTAL Operating Description: $11,598 $11,980 $12,381 $0 $0 $0 $0 $333,303 $161,735 $167,145 $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 350 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65017 - Rail System (N) Project Description: Capital Costs Carryover Operating Description: FY 2015 FY 2016 FY 2017 FY 2019 FYs 20-24 $768 $785 $803 $822 $823 $255 $1,201 $2,327 $3,531 $4,816 $4,896 $44,329 $2,467,257 $50,000 $50,000 $50,000 $50,000 $50,000 $30,000,000 $2,469,715 $51,969 $53,112 $54,334 $55,638 $55,719 $30,494,994 $450,665 A supplemental budget request will be submitted once the project is near completion in FY 2026. Project: 65030 - Multi-Use Pathway Grand Canal (N) Project Description: FY 2018 $2,203 Contingency TOTAL 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 funds will fund 75% of the project. Current cost estimates are based on regional plans prepared by Valley Metro. Costs reflect Glendale's fees to Metro and Alternatives Analysis studies in later years. Finance Charges Miscellaneous/Other Category: Transportation Half Cent Sales Tax Funding Source: This project is to construct a 1.3 mile long multiuse 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 include local funds to match $632,222 in federal funds available towards this project. Capital Costs Carryover Engineering Charges $1,100,755 $0 $0 $0 $0 $0 $0 $1,100,755 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 O and M associated with the maintenance a 30 foot wide landscaped area along a 6,300 foot long multiuse pathway. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Utilities $0 $19,467 $20,051 $20,653 $21,272 $116,325 Landscape TOTAL $0 $23,360 $24,061 $24,783 $0 $42,827 $44,112 $45,436 $25,527 $46,799 $255,915 Project: 65062 - Glendale Sports Facilities Sgn (N) Project Description: Capital Costs Equipment TOTAL Operating Description: $139,590 Half Cent Sales Tax Funding Source: This provides local funds for design and construction of one potential federally funded and one locally funded Intelligent Transportation Systems projects. These projects includes design, purchase and installation of Dynamic Message Signs on arterial streets and lane control signs around the Glendale Sports Facilities in addition to the communications connections of the signs to the central traffic control system. Once these projects are complete, the message boards will be used for traffic information dissemination as well as parking management. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $470,000 $0 $0 $0 $0 $0 $0 $470,000 $0 $0 $0 $0 $0 $0 O and M for this project is for electrical costs of the message signs. Annual equipment maintenance costs throughout the 10-year expected life of the equipment with an additional $5,000 per year after five years. A supplemental budget request will be made when project is close to completion. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 Supplies/Contr $0 $1,194 $1,230 $1,267 Utilities Equip. Maint. TOTAL $0 $0 $1,194 $5,304 $1,230 $5,463 $1,267 $5,627 $0 $7,692 $7,923 $8,161 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $1,305 $1,305 $5,796 $8,406 FYs 20-24 $7,136 $7,136 $31,695 $45,967 351 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65063 - New River - Multi-use Pathway (N) Project Description: Capital Costs Engineering Charges TOTAL Operating Description: Carryover FY 2015 FY 2016 FY 2017 TOTAL Operating Description: Capital Costs Land TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 O and M associated with 8 foot wide landscaped area along a 12,200 foot long multiuse pathway. A supplemental budget request will be made when the project is close to completion. FY 2015 FY 2016 FY 2017 TOTAL FY 2018 $0 $0 $10,053 $12,063 $10,354 $12,425 $10,665 $12,798 $0 $22,116 $22,779 $23,463 FY 2019 $10,985 $13,182 $24,167 FYs 20-24 $60,070 $72,084 $132,154 Half Cent Sales Tax Funding Source: This project will construct a transit center and a park-and-ride facility in the Bell Rd and Loop 101 area to serve the needs of transit passengers from multiple bus routes including express service. Federal funds have been secured for this project. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $2,000,000 $0 $0 $0 $0 $0 $0 $2,000,000 $0 $0 $0 $0 $0 $0 There are no direct O and M costs to the City of Glendale related to this project. The facility will be maintained by other parties. Half Cent Sales Tax Funding Source: Provide funding to Arizona Department of Transportation (ADOT) for additional infrastructure to meet the City's standards or needs that are not specifically addressed in ADOT's design of the Loop 303 project. Infrastructure improvements include Intelligent Transportation Systems (ITS) connectivity, enhancement of bridges over local arterial streets, and irrigation waterlines for landscaping that meet the city's standard. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $997,144 $0 $0 $0 $0 $0 $0 $997,144 $0 $0 $0 $0 $0 $0 The cost of the O and M is to pay for the irrigation water for landscape installed to Glendale standards. Operating Costs Water FYs 20-24 $0 Project: 65090 - Loop 303 Landscape & Design (N) Project Description: FY 2019 $2,179,079 Project: 65080 - Bell/101 Park&Ride/Transit Ctr (N) Construction FY 2018 $2,179,079 Utilities Landscape TOTAL Capital Costs Half Cent Sales Tax Funding Source: This project is to construct a multiuse 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. This project has $2,946,039 in federal funds towards construction costs. Operating Costs Project Description: Category: Transportation FY 2015 FY 2016 FY 2017 FY 2018 $0 $112,229 $115,596 $119,064 $0 $112,229 $115,596 $119,064 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $122,636 $122,636 FYs 20-24 $670,624 $670,624 352 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65091 - Airport RPZ Acquisition (N) Project Description: Capital Costs Design TOTAL Operating Description: Capital Costs Half Cent Sales Tax Funding Source: Acquire land north of Runway 19 and provide perimeter fencing around new Airport property. The FAA and ADOT will fund at current market value of the property. This funding could be realized after the actual acquisition is complete. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $628,467 $0 $0 $0 $0 $0 $0 $628,467 $0 $0 $0 $0 $0 $0 No additional O and M is anticipated due to this project. Project: 65097* - New River North Shareduse Path (N) Project Description: Category: Transportation Half Cent Sales Tax Funding Source: This project is to design and provide local match funds towards construction of a federally funded shared use pathway. This project is for a bicycle and pedestrian friendly pathway along the east bank of New River from Hillcrest Boulevard to approximately 1/4-mile north. Federal Congestion Mitigation and Air Quality (CMAQ) funding in the amount of $330,850 has been secured towards construction of this project. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Land $0 $10,000 $0 $0 $0 $0 $0 Finance Charges $0 $2,933 $0 $0 $0 $0 $0 Miscellaneous/Other TOTAL Operating Description: $0 $304,500 $39,998 $0 $0 $0 $0 $0 $317,433 $39,998 $0 $0 $0 $0 O and M associated with 20,000 sq ft of landscape identified currently, which could change depending on design options. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 Utilities $0 $0 $2,000 $2,060 Landscape TOTAL $0 $0 $0 $0 $2,400 $4,400 $2,472 $4,532 Project: 65098* - Widen 55th Ave for bike lanes (N) Project Description: Capital Costs Carryover FY 2015 $0 $80,000 Finance Charges $0 Contingency $0 Miscellaneous/Other Operating Description: $2,122 $2,546 $4,668 FYs 20-24 $11,603 $13,923 $25,526 Half Cent Sales Tax Funding Source: This project is to design and provide local match funds towards construction of a federally funded widening of 55th Avenue to accommodate curb, gutter, sidewalk and bike lanes. This project is to widen 55th Avenue on the west side south of Cactus Road for about 622 ft. Federal Congestion Mitigation and Air Quality (CMAQ) funding in the amount of $159,266 has been secured towards construction of this project. Land TOTAL FY 2019 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $2,966 $744 $0 $0 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $112,000 $19,627 $0 $0 $0 $0 $0 $194,966 $50,371 $0 $0 $0 $0 There is no additional O and M anticipated due to this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 353 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2210-Transportation Construction Project: 65099* - Neighborhood Pathways Connect (N) Project Description: Capital Costs Category: Transportation Half Cent Sales Tax Funding Source: This pathway project provides for design and local match towards construction of connections from Thunderbird Paseo pathway and Skunk Creek pathway to neighborhoods. The project is to provide connections from the Thunderbird Paseo Pathway to neighborhoods at Sweetwater Avenue, Hearn Road, and 71st Avenue. In addition, this project also provides connection from Skunk Creek pathway to the neighborhood at 64th Drive. Federal Congestion Mitigation and Air Quality (CMAQ) funding in the amount of $107,832 has been secured towards construction of this project. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $13,875 $608 $0 $0 $0 $0 Contingency $0 $0 $30,000 $0 $0 $0 $0 Miscellaneous/Other TOTAL Operating Description: $0 $92,500 $10,517 $0 $0 $0 $0 $0 $106,375 $41,125 $0 $0 $0 $0 O and M associated with approximately 1,000 sq ft of additional landscape maintenance and irrigation. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 Utilities $0 $0 $100 $103 Landscape TOTAL $0 $0 $0 $0 $120 $220 $124 $227 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $106 $127 $233 FYs 20-24 $580 $696 $1,276 354 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2000-HURF/Street Bonds FY 2015: Capital Project Expenses Category: HURF FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: 0 16,000,000 0 16,000,000 0 16,000,000 0 16,000,000 0 3,000,000 0 3,000,000 0 2,000,000 0 2,000,000 0 0 0 0 5,154,767 0 6,921,892 12,076,659 $2,675,000 $16,000,000 $16,000,000 $3,000,000 $2,000,000 $0 $12,076,659 Carryover New Funding Existing Assets Improvement of Existing Assets 68913 99th Widening-Camelbck-Northrn 68917 *Pavement Management-HURF T2710 67th Ave Glendale to Frier Sub-Total - Existing Assets Total Project Expenses: 0 2,675,000 0 2,675,000 Total FY 2015 Funding: $18,675,000 PROJECT DETAIL: 2000-HURF/Street Bonds Category: HURF Project: 68913 - 99th Widening-Camelbck-Northrn (I) Project Description: Capital Costs HURF Bonds Funding Source: Complete street improvements on 99th Avenue from Camelback Road to Northern Avenue as private development occurrs. Improvements include curb, gutter, sidewalk, streetlights, landscaping and a bridge widening over the Grand Canal. Project also includes the piping of an existing Salt River Project (SRP) irrigation ditch and the underground conversion of the existing utilities. This project is dependent upon private development. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $735,000 Construction $0 $0 $0 $0 $0 $0 $3,675,000 Finance Charges $0 $0 $0 $0 $0 $0 $157,817 Engineering Charges $0 $0 $0 $0 $0 $0 $81,585 Arts $0 $0 $0 $0 $0 $0 $36,750 Contingency $0 $0 $0 $0 $0 $0 $468,615 $0 $0 $0 $0 $0 $0 $5,154,767 TOTAL Operating Description: Estimated 132 street lights ($171 per year) for 1 2/3 years with inflation (3%). Landscaping will be maintained by the commercial development adjacent to the roadway. A supplemental budget request will be submitted once the project is near completion. Operating Costs Utilities TOTAL FY 2015 FY 2016 FY 2017 FY 2018 $0 $0 $0 $0 $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $0 $0 FYs 20-24 $48,513 $48,513 355 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2000-HURF/Street Bonds Category: HURF Project: 68917* - Pavement Management-HURF (I) Project Description: HURF Bonds Funding Source: Street pavement maintenance and reconstruction work as identified in the city's Pavement Management Program. This project is in addition to the Pavement Management CIP project funded by the Transportation Construction-Half Cent Sales Tax in the amount of $ 2 million annually. This project supplements the current CIP item by allowing for more pavement maintenance activities to be completed in 2015 and 2016 and funded by HURF Bonds in the total amount of $32 million. This project will include pavement maintenance activities ranging from surface preparation, repairs and treatments, milling and full depth paving and rubberized asphalt overlays as needed throughout the city, as well as full reconstruction on Camelback Road, from 43 Avenue to 57 Avenue. Capital Costs Carryover Design FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $2,675,000 $3,180,000 $3,180,000 $597,000 $398,000 $0 $0 Construction $0 $12,301,649 $12,301,649 $2,307,000 $1,538,000 $0 $0 Finance Charges $0 $325,715 $325,715 $60,000 $40,000 $0 $0 Engineering Charges $0 $69,000 $69,000 $12,000 $8,000 $0 $0 Arts TOTAL Operating Description: $0 $123,636 $123,636 $24,000 $16,000 $0 $0 $2,675,000 $16,000,000 $16,000,000 $3,000,000 $2,000,000 $0 $0 No additional O and M is needed at this time. Project: T2710 - 67th Ave Glendale to Frier (I) Project Description: Capital Costs 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 Salt River Project (SRP) irrigation ditches. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Land $0 $0 $0 $0 $0 $0 $129,553 Design $0 $0 $0 $0 $0 $0 $1,000,000 Construction $0 $0 $0 $0 $0 $0 $5,011,697 Finance Charges $0 $0 $0 $0 $0 $0 $125,292 Engineering Charges $0 $0 $0 $0 $0 $0 $92,500 Arts $0 $0 $0 $0 $0 $0 $50,117 Contingency $0 $0 $0 $0 $0 $0 $512,733 $0 $0 $0 $0 $0 $0 $6,921,892 TOTAL Operating Description: Estimate based on two years of O and M. Utility costs are for 42 street lights. Landscape and water costs are for approximately 50,000 sq ft of landscaping. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Utilities $0 $0 $0 $0 $0 $18,468 Landscape TOTAL $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $46,755 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset $28,287 356 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1650-Transportation Grants FY 2015: Capital Project Expenses Carryover Category: Other FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 67540 NF Supplemental Taxi AZ57-X013 10,250 0 0 0 0 0 0 59,195 7,187 403,086 336,208 0 815,926 0 0 0 0 120,000 120,000 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 0 0 0 0 13,694 16,062 10,037 297,906 43 15,940 371,484 840,366 23,477 207,736 217,340 836,886 2,850,971 2,000,000 0 0 0 0 0 0 0 0 0 0 0 0 2,000,000 2,000,000 0 0 0 0 0 0 0 0 0 0 0 0 2,000,000 2,000,000 0 0 0 0 0 0 0 0 0 0 0 0 2,000,000 2,000,000 0 0 0 0 0 0 0 0 0 0 0 0 2,000,000 2,000,000 0 0 0 0 0 0 0 0 0 0 0 0 2,000,000 10,000,000 0 0 0 0 0 0 0 0 0 0 0 0 10,000,000 $3,666,897 $2,120,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 Replacement of Existing Assets 67536 FTA AZ-90-X103 Grant 67541 FTA AZ-90-X109 67542 Grand Ave Infrastructure Imps 67551 FTA AZ-37-X018 67555 *Sign Upgrade HSIP Sub-Total - Existing Assets New Assets 67505 CIP Transport. Grant Reserve 67526 DS Multiuse Path: Grand Canal 67527 DS Multiuse Path: New River 67528 DS Multiuse Path: Maryland Ave 67529 FTA Grant X096 67530 Fiber & Conduit - DMS 67531 Fiber & Conduit for ITS 67537 FTA X006 Predesign ArrowheadTC 67538 FTA 0203 Design ArrowheadTC 67546 Pedestrian Countdown Signals 67550 FTA AZ-04-0014 67552 FTA AZ-57-X016 New Freedom 67553 FTA AZ-90-X114 Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $5,786,897 PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67540 - NF Supplemental Taxi AZ57-X013 (I) Project Description: Capital Costs Design TOTAL Operating Description: Grants Funding Source: This grant provides a public transportation alternative for the elderly and persons with disabilities. The project will provide funding for contracted service of taxi trips for qualified persons. Trips must be within a 1-mile buffer zone or less of Glendale's borders. This project is funded with $10,250 FTA funds awarded in FY 2012. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $10,250 $0 $0 $0 $0 $0 $0 $10,250 $0 $0 $0 $0 $0 $0 No additional O and M is needed due to this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 357 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67536 - FTA AZ-90-X103 Grant (R) Project Description: Capital Costs Equipment TOTAL Operating Description: The grant includes funds for the replacement of three Dial-A-Ride buses and funds for the maintenance of the Transit Department's bus fleet. The Regional Public Transportation Authority (RPTA) will reimburse the city for the local match portion of the bus purchase. This project is funded with $530,871 FTA funds received in FY 2011. Carryover FY 2015 FY 2016 FY 2017 Capital Costs Equipment TOTAL Operating Description: Capital Costs FY 2019 FYs 20-24 $59,195 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 No additional O and M is needed. Grants Funding Source: This grant is used for capital and ongoing transit capital maintenance. It funds the replacement of two Dial-A-Ride buses and transit vehicle maintenance expenses. This project is funded with $530,871 FTA and RPTA funds awarded in FY 2012. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $7,187 $0 $0 $0 $0 $0 $0 $7,187 $0 $0 $0 $0 $0 $0 The project replaces existing buses and pays for capital maintenance. No additional O and M is needed for this project. Project: 67542 - Grand Ave Infrastructure Imps (R) Project Description: FY 2018 $59,195 Project: 67541 - FTA AZ-90-X109 (R) Project Description: Grants Funding Source: Grants Funding Source: APS and SRP will underground existing electrical facilities and provide electrical service to Glendale street lighting system, landscaping, and traffic signal electrical panels from 43rd Avenue to 71st Avenue on Grand Avenue. Federal funds in the amount of $1,959,914 will pay for this project. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $256,214 $0 $0 $0 $0 $0 $0 Construction $115,464 $0 $0 $0 $0 $0 $0 $31,408 $0 $0 $0 $0 $0 $0 $403,086 $0 $0 $0 $0 $0 $0 Engineering Charges TOTAL Operating Description: The replacement/undergrounding project does not require additional O and M. Project: 67551 - FTA AZ-37-X018 (R) Project Description: Capital Costs Design TOTAL Operating Description: Grants Funding Source: This federal transit administration (FTA) grant provides for expenses related to Route 60 operations. This grant amounts to $336,208 from FTA requiring an equal amount of match from the City of Glendale. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $336,208 $0 $0 $0 $0 $0 $0 $336,208 $0 $0 $0 $0 $0 $0 This service will not require additional O and M funding. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 358 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67555* - Sign Upgrade HSIP (R) Project Description: Capital Costs Equipment TOTAL Operating Description: This project is to upgrade approximately 1,000 roadway regulatory, warning, and street name signs. This safety improvement project will provide better visibility and legibility of signage for all vehicles and users of public streets in Glendale. This project could result in up to 25% reduction in all crashes and up to 50% reduction in nighttime crashes. Federal Highway Safety Improvement Program (HSIP) funds in the amount of $120,000 are available towards this project. Carryover FY 2015 FY 2016 FY 2017 FY 2018 Capital Costs Miscellaneous/Other TOTAL Operating Description: Capital Costs Design TOTAL Operating Description: $120,000 $0 $0 $0 $0 $0 $120,000 $0 $0 $0 $0 $0 This replacement project will not need additional O and M funds. Capital Costs Design TOTAL Operating Description: Grants Funding Source: This represents reserve appropriation for unanticipated transportation related grant opportunities that may arise during the fiscal year. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 No additional O and M is needed. Grants Funding Source: This project is to provide for the design of a multiuse pathway along the Grand Canal from east of Loop 101 to the New River east bank. Once complete, the pathway will connect the existing Grand Canal multiuse pathway to the future New River multiuse pathway. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $13,694 $0 $0 $0 $0 $0 $0 $13,694 $0 $0 $0 $0 $0 $0 No O and M is associated with this design project. Project: 67527 - DS Multiuse Path: New River (N) Project Description: FYs 20-24 $0 Project: 67526 - DS Multiuse Path: Grand Canal (N) Project Description: FY 2019 $0 Project: 67505 - CIP Transport. Grant Reserve (N) Project Description: Grants Funding Source: Grants Funding Source: This project provides for the design of a multiuse pathway along the New River east bank from Northern Avenue to Grand Canal. This project is to design a safe and convenient, off-street facility for bicyclists and pedestrians that is part of the regional West Valley Rivers Multimodal Corridor Master Plan. Federal funds will pay for this design project. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $16,062 $0 $0 $0 $0 $0 $0 $16,062 $0 $0 $0 $0 $0 $0 No O and M is associated with this design project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 359 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67528 - DS Multiuse Path: Maryland Ave (N) Project Description: Capital Costs Design TOTAL Operating Description: This project provides for the design of a bike lane along Maryland Avenue from 67th Avenue to 69th Avenue, a multiuse path along Maryland Avenue east of 75th Avenue, and a multiuse path along the Maryland Avenue alignment in Discovery Park from west of 75th Lane to 77th Drive. Carryover FY 2015 FY 2016 FY 2017 Capital Costs Equipment TOTAL Operating Description: Capital Costs Design TOTAL Operating Description: Capital Costs Design TOTAL Operating Description: FYs 20-24 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 No O and M is associated with this design project. Grants Funding Source: This is a Federal Transit Administration grant for replacement bus purchases, computer purchases, and preventative maintenance reimbursement for buses. This project is funded with $926,606 FTA funds in FY 2010. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $297,906 $0 $0 $0 $0 $0 $0 $297,906 $0 $0 $0 $0 $0 $0 No additional O and M is needed. Grants Funding Source: This project will complete the design for installation of fiber, conduit, and cameras along Peoria Avenue between 43rd and 67th avenues for intelligent transportation systems. Additionally, four message signs will be designed for 59th and Glendale avenues leading into downtown Glendale to display traffic information. The project is funded with $150,000 federal Congestion Mitigation and Air Quality funds from FY 2009. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $43 $0 $0 $0 $0 $0 $0 $43 $0 $0 $0 $0 $0 $0 This is a design project. There are no operating costs associated with the design. Operating funds will be identified during the construction stage of the project. Project: 67531 - Fiber & Conduit for ITS (N) Project Description: FY 2019 $10,037 Project: 67530 - Fiber & Conduit - DMS (N) Project Description: FY 2018 $10,037 Project: 67529 - FTA Grant X096 (N) Project Description: Grants Funding Source: Grants Funding Source: This project will complete the design of fiber, conduit, and cameras along Cactus, Thunderbird, and Greenway roads for intelligent transportation systems. The project is funded with $150,000 federal Congestion Mitigation and Air Quality funds from FY 2009. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $15,940 $0 $0 $0 $0 $0 $0 $15,940 $0 $0 $0 $0 $0 $0 This is a design project. There are no operating costs associated with the design. Operating funds will be identified during the construction phase of the project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 360 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67537 - FTA X006 Predesign ArrowheadTC (N) Project Description: Capital Costs Design TOTAL Operating Description: North Glendale is currently served by multiple transit routes including two express routes, and three local routes. These routes provide regional service to the northwest valley. Many of the routes start/end in the area of Loop 101 and Bell Road. This project will provide the predesign for a centralized facility for routes serving the area to provide transit patron parking, and to promote improved bus flow and accessibility for patrons using the routes serving the area. This project is funded with $635,896 FTA funds received in FY 2011. Carryover FY 2015 FY 2016 FY 2017 FY 2018 Capital Costs Design TOTAL Operating Description: Capital Costs Equipment TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 This project is for predesign of the transit center. O and M costs will be identified during the design of the project. Capital Costs Equipment TOTAL Operating Description: Grants Funding Source: North Glendale is currently served by multiple transit routes, including two express routes and three local routes. These routes provide regional service to the northwest valley. Many of the routes start/end in the area of Loop 101 and Bell Road. This project will provide the design for a centralized facility for routes serving the area to provide transit patron parking and to promote improved bus flow and accessibility for patrons using the routes serving the area. This project is funded with $840,366 FTA funds received in FY 2012. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $840,366 $0 $0 $0 $0 $0 $0 $840,366 $0 $0 $0 $0 $0 $0 O and M costs will be identified towards the end of design of the transit center project. Grants Funding Source: Upgrade the existing pedestrian signal heads to countdown pedestrian signals at various locations within the city of Glendale. Glendale was awarded $38,887 in federal funds towards this project. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $23,477 $0 $0 $0 $0 $0 $0 $23,477 $0 $0 $0 $0 $0 $0 This project replaces existing traffic signal infrastructure. Project: 67550 - FTA AZ-04-0014 (N) Project Description: FYs 20-24 $371,484 Project: 67546 - Pedestrian Countdown Signals (N) Project Description: FY 2019 $371,484 Project: 67538 - FTA 0203 Design ArrowheadTC (N) Project Description: Grants Funding Source: Grants Funding Source: Purchase of two replacement buses for transit service. Total project funding is $306,250, which includes $245,000 from FTA and $61,250 from RPTA. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $207,736 $0 $0 $0 $0 $0 $0 $207,736 $0 $0 $0 $0 $0 $0 This replacement project will not require additional O and M funding. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 361 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1650-Transportation Grants Category: Other Project: 67552 - FTA AZ-57-X016 New Freedom (N) Project Description: Capital Costs Construction TOTAL Operating Description: This project includes bus stop accessibility and taxi voucher program assistance. The bus stop accessibility project includes solar lights at bus stops that need to be repaired and bringing existing ADA non-compliant stops into compliance. The project also will pay for some of the City's existing taxi subsidy program costs. The taxi subsidy program pays for a part of an individual's transportation costs with medical needs when utilizing the identified vendor. A $286,500 federal New Freedoms grant pays for this project. Carryover FY 2015 FY 2016 FY 2017 Capital Costs Equipment TOTAL Operating Description: FY 2018 FY 2019 FYs 20-24 $217,340 $0 $0 $0 $0 $0 $0 $217,340 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Project: 67553 - FTA AZ-90-X114 (N) Project Description: Grants Funding Source: Grants Funding Source: This project includes four replacement buses and associated maintenance for transit services in Glendale. Glendale Urban Shuttle will get two replacement buses and the other two buses will replace existing Dial-A-Ride buses. Federal funds in the amount of $756,886 and regional sales tax funds in the amount of $80,000 will pay for this project. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $836,886 $0 $0 $0 $0 $0 $0 $836,886 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 362 2015-2024 CAPITAL IMPROVEMENT PLAN Sanitation - Enterprise Fund SANITATION ENTERPRISE FUND The Sanitation Fund capital program includes the replacement of roll-off trucks, frontload trucks, sideload trucks, rearload trucks, container delivery trucks, pickup trucks and various refuse containers that have reached the end of their serviceable lives. In FY14-15 carryover funding is expected to be used for the refurbishment of a commercial sideload collection truck and three residential sideload collection trucks. Also in FY14-15, funding for a replacement frontload truck, five sideload trucks and three rearload trucks. Project Name: Sideload Refuse Truck 363 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2480-Sanitation Category: Other FY 2015: Capital Project Expenses Carryover FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Replacement of Existing Assets 78001 Rolloff Trucks-Commercial 78002 Frontload Trucks-Commercial 78003 Sideload Trucks-Residential 78004 Loose Trash Equip.-Residential 78005 Repl Pickup Trucks-Sanitation Sub-Total - Existing Assets Total Project Expenses: 0 196,989 741,339 567,200 0 1,505,528 30,000 270,000 1,400,000 780,000 0 2,480,000 0 825,000 2,030,000 1,088,000 127,010 4,070,010 220,000 275,000 2,360,000 640,000 140,000 3,635,000 0 280,000 885,000 690,000 70,000 1,925,000 0 570,000 900,000 0 0 1,470,000 258,000 1,862,000 8,870,000 2,705,000 0 13,695,000 $1,505,528 $2,480,000 $4,070,010 $3,635,000 $1,925,000 $1,470,000 $13,695,000 Total FY 2015 Funding: $3,985,528 PROJECT DETAIL: 2480-Sanitation Category: Other Project: 78001 - Rolloff Trucks-Commercial (R) Project Description: Capital Costs: Sanitation Revenues Funding Source: Replacement of three rolloff trucks and containers over a 10 - year period. Rolloff trucks are used to service the 20 and 40 cubic yard dumpsters used at construction sites as well as both business and residential cleanup projects. The service life of a rolloff truck is projected to be nine years. This equipment is not included in the city’s Vehicle Replacement Fund. FY 2015, five 40-yard containers at a cost of $6,000 each. FY 2017,one replacement truck will be purchased at a cost $220,000 each. FY 2020, one replacement truck will be purchased at a cost of $258,000. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $450 $0 $3,300 $0 $0 $3,750 Equipment $0 $29,550 $0 $216,700 $0 $0 $254,250 $0 $30,000 $0 $220,000 $0 $0 $258,000 TOTAL Operating Description: No additional O and M is needed since this is the replacement of existing equipment. Project: 78002 - Frontload Trucks-Commercial (R) Project Description: Capital Costs: Finance Charges Equipment TOTAL Operating Description: Funding Source: Sanitation Revenues Replacement commercial sanitation equipment over a 10-year period. Service life is projected at six years for newly purchased equipment. These vehicles are not in the City's Vehicle Replacement Fund. FY 2015, replace one frontload truck for $270,000. FY 2016, replace three frontload trucks for $275,000 each. FY 2017, replace one frontload truck for $275,000. FY 2018, replace one frontload truck for $280,000. FY 2019, replace one frontload truck for $280,000 and replace one commercial sideload truck at a cost of $290,000. FY 2020, replace one frontload truck at a cost of $285,000, and a commercial container delivery truck for $107,000. FY 2021, replace one frontload truck at a cost of $285,000. FY 2022, replace two trucks frontload trucks at a of $295,000 each. FY 2023, replace one frontload truck at $295,000 each. FY 2024,replace one frontload truck at a cost of $300,000 each. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $6,600 $4,050 $37,125 $12,375 $4,200 $8,550 $27,930 $190,389 $265,950 $787,875 $262,625 $275,800 $561,450 $1,834,070 $196,989 $270,000 $825,000 $275,000 $280,000 $570,000 $1,862,000 No additional O and M is needed since this is the replacement of existing equipment. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 364 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2480-Sanitation Category: Other Project: 78003 - Sideload Trucks-Residential (R) Project Description: Capital Costs: Finance Charges Equipment TOTAL Operating Description: Replacement : 55 sideload refuse trucks over a 10-year period. Service life is projected at six years for newly purchased equipment. These vehicles are not in the Vehicle Replacement Fund. FY 2015, replace five trucks at a cost of $280,000 each. FY 2016, replace seven trucks at a cost of $290,000 each. FY 2017, replace eight trucks at a cost of $295,000 each. FY 2018, replace three trucks at a cost of $295,000 each. FY 2019, replace three trucks at a cost of $300,000 each. FY 2020, replace six trucks at a cost of $300,000 each. FY 2021, replace five trucks at a cost of $305,000 each. FY 2022, replace seven trucks at a cost of $305,000 each. FY 2023, replace eight trucks at a cost of $310,000 each. FY 2024, replace three trucks at a cost of $310,000 each. Carryover FY 2015 FY 2016 FY 2017 Capital Costs: Finance Charges Equipment TOTAL Operating Description: Capital Costs: FY 2019 FYs 20-24 $19,125 $21,000 $30,450 $35,400 $13,275 $13,500 $133,050 $1,379,000 $1,999,550 $2,324,600 $871,725 $886,500 $8,736,950 $741,339 $1,400,000 $2,030,000 $2,360,000 $885,000 $900,000 $8,870,000 No additional O and M is needed since this is the replacement of existing equipment. Sanitation Revenues Funding Source: Replacement of loose trash rearload trucks, tractors and sweepers that are expected to reach the end of their service life of eight years. FY 2015, replace three rearload trucks at a cost of $260,000 each. FY 2016, replace two rearload trucks at a cost of $265,000 each, one tractors at a cost of $98,000 each and two sweepers at a cost of $230,000 each. FY 2017, replace two rearload trucks at a cost of $270,000 each, a tractor at a cost of $100,000 each. FY 2018, replace two rearload trucks at a cost of $290,000 each and a tractor at a cost of $110,000. FY 2020, replace three rearload trucks at a cost of $290,000 each and a tractor at a cost of $115,000. FY 2021, replace a tractor at a cost of $120,000. FY 2022, one rearloader for $295,000 and one tractor for $120,000. FY2023, three rearloaders at a cost of $295,000 each. FY2024, replace one rearload trucks at a cost of $300,000 each. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $8,507 $11,700 $16,320 $9,600 $10,350 $0 $40,575 $558,693 $768,300 $1,071,680 $630,400 $679,650 $0 $2,664,425 $567,200 $780,000 $1,088,000 $640,000 $690,000 $0 $2,705,000 No additional O and M is needed since this is the replacement of existing equipment. Project: 78005 - Repl Pickup Trucks-Sanitation (R) Project Description: FY 2018 $722,214 Project: 78004 - Loose Trash Equip.-Residential (R) Project Description: Sanitation Revenues Funding Source: Sanitation Revenues Funding Source: These pickups will replace aging pickup trucks over a 10-year period. FY 2016, replace two pickup trucks at a cost of $33,505 each and replace one mechanic's truck at a cost of $60,000. FY 2017, replace four pickup trucks at a cost of $35,000 each. In FY 2018, replace one mechanic's truck at a cost of $70,000. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $1,904 $2,100 $1,050 $0 $0 Equipment $0 $0 $125,106 $137,900 $68,950 $0 $0 $0 $0 $127,010 $140,000 $70,000 $0 $0 TOTAL Operating Description: No additional O and M is needed since this is the replacement of existing equipment. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 365 2015-2024 CAPITAL IMPROVEMENT PLAN Landfill - Enterprise Fund LANDFILL ENTERPRISE FUND Starting in FY14-15 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). It is projected that the 140 acres in the south half of the landfill will reach approved filling capacity sometime during FY14-15. A landfill compactor, landfill pickup truck, forklifts used at the material recovery facility and a landfill motor grader are due for replacement. Project Name: Landfill Grader Motor Replacement 366 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2440-Landfill Category: Other FY 2015: Capital Project Expenses Carryover FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 78523 Scalehouse & Road Relocation 78526 LF Gas System Modifications 2,312,316 722,001 0 0 0 293,909 0 0 0 0 0 0 0 0 130,000 32,506 0 0 0 0 0 0 669,721 0 3,866,544 29,300 33,481 983,007 0 0 0 0 0 0 0 1,045,788 0 0 0 0 204,048 253,807 0 0 0 0 751,764 0 0 1,042,872 0 35,000 340,102 0 0 0 0 1,417,974 0 0 0 187,775 35,000 0 0 0 0 1,551,662 1,774,437 0 0 0 0 0 0 0 0 0 0 0 158,300 144,000 0 0 240,000 2,135,701 228,019 624,204 396,480 0 3,926,704 518,029 0 6,515,995 7,034,024 205,393 102,780 0 308,173 9,126,737 4,614,000 0 13,740,737 0 102,780 6,574,076 6,676,856 0 4,361,873 0 4,361,873 0 0 0 0 0 0 0 0 $10,900,568 $1,353,961 $14,492,501 $8,094,830 $6,136,310 $0 $3,926,704 Replacement of Existing Assets 78506 Landfill Repl Pickup Truck 78509 MRF Forklifts 78511 Landfill Compactor Replacement 78512 Fuel Tanker Replacement 78514 Sanitation Insp Trucks - 17740 78520 Landfill Bulldozer Replacement 78521 MRF Loader Replacement 78522 LF Water Pull Tractor Replace 78524 Landfill Motor Grader Replace 78525 Landfill Scraper Equipment Sub-Total - Existing Assets New Assets 78503 Landfill Closure (South) 78505 LF Phase Construction (North) 78507 Landfill Soil Excavation Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $12,254,529 PROJECT DETAIL: 2440-Landfill Category: Other Project: 78523 - Scalehouse & Road Relocation (I) Project Description: Capital Costs Design Landfill Revenues Funding Source: This project provides for roadway improvements to the internal entrance roadway and relocation of the scale house closer to the north area of the landfill. This project will relocate the other facilities supporting the landfill operation including the equipment maintenance area as well as the administrative and field staff office trailers. The scale house and other landfill facilities are currently located where waste will be placed prior to closing the south area of the landfill. According to the landfill's waste capacity calculations, it will take approximately one year to fill this permitted air space. It will be necessary to relocate the scale house in 2013 based on our anticipated waste acceptance rate. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $167,806 $0 $0 $0 $0 $0 $0 $1,733,934 $0 $0 $0 $0 $0 $0 Finance Charges $36,542 $0 $0 $0 $0 $0 $0 Engineering Charges $78,023 $0 $0 $0 $0 $0 $0 Arts $19,751 $0 $0 $0 $0 $0 $0 $276,260 $0 $0 $0 $0 $0 $0 $2,312,316 $0 $0 $0 $0 $0 $0 Construction Contingency TOTAL Operating Description: No additional O and M is required for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 367 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2440-Landfill Category: Other Project: 78526 - LF Gas System Modifications (I) Project Description: Capital Costs Design Landfill Revenues Funding Source: The Landfill is required by federal and state environmental regulations to install and maintain an active gas collection system within the landfill. Project provides for improvements to the existing gas collection system including retrofits, extensions, additions, and modifications to the vertical and horizontal extraction wells and lateral collection pipes. Because the gas wells and collection pipes presently are located above-ground level within the active landfill area, it is necessary to complete the gas well modifications and improvements ahead of filling the landfill sections with additional waste. Project includes burying of the above-ground lateral collection pipes to allow for simpler waste filling operations. Project scope also includes expansion of the horizontal and/or vertical gas collection wells in the final filling area (i.e. scale area). Project is required to maintain sequencing plan developed for waste filling in the landfill through the end of FY2015. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $60,000 $0 $25,000 $0 $0 $0 $559,468 $0 $225,000 $0 $0 $0 $0 Finance Charges $10,020 $0 $4,409 $0 $0 $0 $0 Engineering Charges $29,934 $0 $12,250 $0 $0 $0 $0 $5,689 $0 $2,250 $0 $0 $0 $0 $56,890 $0 $25,000 $0 $0 $0 $0 $722,001 $0 $293,909 $0 $0 $0 $0 Construction Arts Contingency TOTAL Operating Description: No additional O and M is needed at this time. Project: 78506 - Landfill Repl Pickup Truck (R) Project Description: Capital Costs Equipment TOTAL Operating Description: $0 Landfill Revenues Funding Source: Landfill currently has six pickup trucks in its equipment fleet that will require replacement over the next ten years. Pickup trucks are used by the landfill inspector, mechanic, crew leader, supervisor, and field employees. Two trucks will reach the end of their serviceable life in FY 2014 and FY 2015. The vehicle due for replacement in FY 2014 is a heavy duty truck equipped with an 11 foot crane, heavy duty tool boxes, air compressor, and a gas welder. The project also includes the replacement of four trucks reaching the end of their service life during the second five years. These replacement trucks include a flat bed truck and a pickup both with Tommy lifts in FY 2020, a pickup in FY 2021, and a pickup in FY 2022. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the vehicles are purchased with cash or financed at the time of acquisition. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $130,000 $29,300 $0 $0 $0 $0 $158,300 $130,000 $29,300 $0 $0 $0 $0 $158,300 No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 368 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2440-Landfill Category: Other Project: 78509 - MRF Forklifts (R) Project Description: Capital Costs Equipment TOTAL Operating Description: The Materials Recovery Facility (MRF) currently has a total of four 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 that are expected to reach the end of their serviceable lives in FY 2014 and FY 2015 as well as replacement of forklifts that will be due for replacement during the second five years. Replacement of forklifts in the second five years is scheduled to occur in FY 2020, FY 2021 and FY 2022 at an approximate cost of $36,000 per piece of equipment. The MRF forklifts have an estimated service life of approximately seven years, although replacement schedules may be adjusted depending on hours of use and equipment condition. MRF vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2015 FY 2016 FY 2017 Capital Costs Finance Charges Equipment TOTAL Operating Description: Capital Costs FY 2019 FYs 20-24 $33,481 $0 $0 $0 $0 $144,000 $32,506 $33,481 $0 $0 $0 $0 $144,000 No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. Landfill Revenues Funding Source: This project provides for the rebuild and replacement of the landfill compactors at the end of their serviceable life or on an appropriate schedule based on current usage hours and equipment condition. One compactor, which was purchased in 2000, will reach the end of its serviceable life in FY 2015 and requires replacement. The other compactor, which was purchased in 2007, will require a certified rebuild or new replacement in FY 2017. The compactors are essential pieces of equipment used on a daily basis for proper placement and compaction of solid waste within the landfill. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover $0 FY 2015 FY 2016 $14,527 $0 $0 $968,480 $0 $983,007 FY 2017 FY 2018 FY 2019 FYs 20-24 $15,412 $0 $0 $0 $0 $1,027,460 $0 $0 $0 $0 $1,042,872 $0 $0 $0 No additional O and M is needed since new equipment will replace existing equipment this is expected to reach the end of its serviceable life. Project: 78512 - Fuel Tanker Replacement (R) Project Description: FY 2018 $32,506 Project: 78511 - Landfill Compactor Replacement (R) Project Description: Landfill Revenues Funding Source: Landfill Revenues Funding Source: Replacement of the fuel tanker, which was purchased in 2008, and is expected to reach the end of its serviceable life in FY 2018. The fuel tanker truck transports diesel fuel from the onsite storage tank to the landfill heavy equipment located on the active waste disposal area. It is an essential piece of support equipment at the landfill for maximizing operational efficiencies and minimizing equipment downtime. Landfill equipment is not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $0 $0 $2,775 $0 $0 Equipment $0 $0 $0 $0 $185,000 $0 $0 $0 $0 $0 $0 $187,775 $0 $0 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 369 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2440-Landfill Category: Other Project: 78514 - Sanitation Insp Trucks - 17740 (R) Project Description: Capital Costs Landfill Revenues Funding Source: Sanitation Inspectors enforce the regulations related to refuse collection, recycling collection and bulk trash services. They contact residents to respond to questions and educate residents on proper procedures for services. Purchase of eight replacement pickups over a 10-year period. Service life is projected to be approximately seven years. FY 2016, replace six trucks at a cost of $34,008 each. FY 2017, a replace truck at a cost of $35,000. FY 2018, replace one truck at a cost of $35,000. FY 2023, replace six trucks at a cost of 40,000 each Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $3,060 $525 $525 $0 $2,520 Equipment $0 $0 $200,988 $34,475 $34,475 $0 $237,480 $0 $0 $204,048 $35,000 $35,000 $0 $240,000 TOTAL Operating Description: No additional O and M is needed for this project. Project: 78520 - Landfill Bulldozer Replacement (R) Project Description: Capital Costs Landfill Revenues Funding Source: Project provides for the rebuild and/or replacement of the landfill bulldozers at the end of their serviceable life or on an appropriate schedule based on current usage hours and equipment condition. Both Model D-8 and Model D-9 bulldozers will require powertrain rebuilds and undercarriage/track system replacement in FY 2016 and FY 2017, respectively. This project also includes funds for replacement of the Model D-8 bulldozer in FY 2019 and the Model D-9 bulldozer in FY 2020. Bulldozers are used at the landfill primarily to push garbage into position for the compactors. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $3,807 $5,102 $0 $0 $32,036 Equipment $0 $0 $250,000 $335,000 $0 $0 $2,103,665 $0 $0 $253,807 $340,102 $0 $0 $2,135,701 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. Project: 78521 - MRF Loader Replacement (R) Project Description: Capital Costs Landfill Revenues Funding Source: Replacement of a loader used to move recyclables from the Materials Recovery Facility (MRF) tipping floor to the processing line. The current loader was purchased in FY 2009 and is expected to reach the end of its serviceable life in FY 2019. MRF vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $0 $0 $0 $0 $3,420 Equipment $0 $0 $0 $0 $0 $0 $224,599 $0 $0 $0 $0 $0 $0 $228,019 TOTAL Operating Description: No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 370 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2440-Landfill Category: Other Project: 78522 - LF Water Pull Tractor Replace (R) Project Description: Capital Costs Landfill Revenues Funding Source: Replacement of the water pull truck, which was purchased in 2012 and is expected to reach the end of its serviceable life in FY 2020. The water pull truck is a critical piece of support equipment for reducing dust and maintaining compliance with the existing air quality permit. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Finance Charges $0 $0 $0 $0 $0 $0 $9,363 Equipment $0 $0 $0 $0 $0 $0 $614,841 $0 $0 $0 $0 $0 $0 $624,204 TOTAL Operating Description: No additional O and M is needed since new equipment will replace aging existing equipment. Project: 78524 - Landfill Motor Grader Replace (R) Project Description: Capital Costs Finance Charges Equipment Contingency TOTAL Operating Description: Replacement of the motor grader that is expected to reach the end of its serviceable life in FY 2024. The motor grader is an essential piece of support equipment 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. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover FY 2015 FY 2016 FY 2017 FY 2018 Capital Costs Finance Charges Equipment TOTAL Operating Description: FY 2019 FYs 20-24 $9,975 $0 $0 $0 $0 $0 $659,746 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $390,620 $669,721 $0 $0 $0 $0 $0 $396,480 $5,860 No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. Project: 78525 - Landfill Scraper Equipment (R) Project Description: Landfill Revenues Funding Source: Landfill Revenues Funding Source: The scraper is an essential piece of support equipment that excavates, transports, and stockpiles soil used for covering waste disposed at the landfill. This project provides for either a certified rebuild or a new replacement of the scraper, which is anticipated to occur in FY 2018 based on hours of use and equipment condition. Landfill vehicles and equipment are not included in the Vehicle Replacement Fund. Instead the equipment is purchased with cash or financed at the time of acquisition. Carryover $0 FY 2015 FY 2016 FY 2017 $0 $0 $0 $0 $0 $0 $0 $0 $0 FY 2018 FY 2019 FYs 20-24 $23,275 $0 $0 $0 $1,528,387 $0 $0 $0 $1,551,662 $0 $0 No additional O and M is needed since new equipment will replace existing equipment that is expected to reach the end of its serviceable life. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 371 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2440-Landfill Category: Other Project: 78503 - Landfill Closure (South) (N) Project Description: Capital Costs Landfill Revenues Funding Source: Project provides for closure of the south area of the landfill after the permitted air space is completely filled with waste. A landfill reaching its permitted capacity is required by federal and state law to be closed with a final cover system, which includes a vegetative layer, a compacted soil layer, additional gas system wells, erosion control, and storm water control measures. Funds in FY 2014 provide for the installation of six out of the sixteen needed storm water drainage devices (down drains) on the eastern and southern portions of the landfill, which are anticipated to reach final grade in 2014. Installation of the remaining storm water devices will be completed as part of final closure of the entire 140-acre south area, which is anticipated to reach filling capacity in early 2016. Carryover Design FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $50,000 $200,000 $250,000 $0 $0 $0 $0 $376,320 $0 $7,152,522 $0 $0 $0 $0 Finance Charges $7,770 $3,089 $136,901 $0 $0 $0 $0 Engineering Charges $4,912 $2,304 $85,284 $0 $0 $0 $0 Construction Arts $3,763 $0 $71,525 $0 $0 $0 $0 $75,264 $0 $1,430,505 $0 $0 $0 $0 $518,029 $205,393 $9,126,737 $0 $0 $0 $0 Contingency TOTAL Operating Description: Funds provided in supplies/contracts are annual costs for post-closure ($220,554) at the landfill. Post-closure costs include monitoring, maintenance, and repair of the following items: landfill gas control system, groundwater monitoring system, storm water monitoring, final cover/vegetative cover inspection, landfill settlement monitoring, access roads, drainage control system, site security inspection, and administrative reporting. Annual post-closure maintenance, monitoring, and repair activities will begin once closure of the south area is completed. Operating Costs FY 2015 Supplies/Contr TOTAL $0 $0 FY 2016 $220,554 $220,554 FY 2017 FY 2018 $220,554 $220,554 $220,554 $220,554 Project: 78505 - LF Phase Construction (North) (N) Project Description: Capital Costs FY 2019 $220,554 $220,554 FYs 20-24 $1,102,770 $1,102,770 Landfill Revenues Funding Source: This project is required for the development of the northern portion of the landfill and includes phased installation a of liner and a leachate collection system. Funds identified in FY 2015 ($102,780) will be used for engineering design. Funds in FY 2016 ($4,614,000) will pay for construction of North Phase 1a, which is anticipated to begin accepting waste in 2017. Funds identified in FY 2017 ($102,780) will be used for engineering design of North Phase 1b. Funds identified in FY 2018 ($4,361,873) will pay for construction of North Phase 1b, which is anticipated to begin accepting waste in 2019. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $100,000 $100,000 $100,000 $100,000 $0 $0 Construction $0 $0 $3,640,000 $0 $3,432,000 $0 $0 Finance Charges $0 $1,542 $63,300 $1,542 $65,428 $0 $0 Engineering Charges $0 $1,238 $46,300 $1,238 $43,725 $0 $0 Arts $0 $0 $36,400 $0 $34,320 $0 $0 Contingency $0 $0 $728,000 $0 $686,400 $0 $0 $0 $102,780 $4,614,000 $102,780 $4,361,873 $0 $0 TOTAL Operating Description: No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 372 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2440-Landfill Category: Other Project: 78507 - Landfill Soil Excavation (N) Project Description: Capital Costs Design Landfill Revenues Funding Source: This project provides for excavation of Phase 1 in the north expansion area to prepare for future landfill cell development. It includes excavation of approximately one-third of the north expansion area, removal of berm located between the north area and the Materials Recovery Facility (MRF) as well as utility relocation due to berm removal. Excavated soil will be stockpiled in various storage locations on the landfill property. Excavation of the remaining two-thirds will occur as part of future landfill phase construction. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $100,000 $0 $0 $100,000 $0 $0 $0 $5,163,377 $0 $0 $5,221,458 $0 $0 $0 Finance Charges $98,611 $0 $0 $98,611 $0 $0 $0 Engineering Charges $57,500 $0 $0 $92,500 $0 $0 $0 Arts $52,215 $0 $0 $52,215 $0 $0 $0 $1,044,292 $0 $0 $1,009,292 $0 $0 $0 $6,515,995 $0 $0 $6,574,076 $0 $0 $0 Construction 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 373 2015-2024 CAPITAL IMPROVEMENT PLAN Airport Capital Grants AIRPORT CAPITAL GRANTS During the next decade, the 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. The grant-funded portion of airport projects has recently changed from 97.5% (95% federal and 2.5% state) to 95.53% (91.06% federal and 4.47% state). The city’s match of 4.47% will come from the voter-approved, half-cent sales transportation tax. The use of FY 2015 airport capital funding is contingent on the city receiving Federal Aviation Administration (FAA) grants. For the upcoming year, the city will pursue grant funding for projects related to the rehabilitation of apron pavement. Project Name: Airport Sweeper 374 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2120-Airport Capital Grants FY 2015: Capital Project Expenses Carryover Category: Other FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 79521 Rehabilitate Apron 79523 *Airport Layout Plan Narrative T1472 Airport EA for Channelization T1474 *Airport-Security Fence T1476 *Southwest Public Apron 2,205,000 0 0 0 0 930,900 112,500 0 0 0 0 0 0 270,000 0 0 0 0 0 238,825 0 0 191,060 0 1,194,125 0 0 0 0 1,194,125 0 0 0 0 0 0 0 2,205,000 0 0 1,043,400 270,000 143,205 683,205 0 0 238,825 0 0 1,385,185 0 0 1,194,125 0 0 0 9,041,305 149,819 50,000 429,885 0 0 9,671,009 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 429,885 4,613,850 2,197,190 7,240,925 $11,876,009 $1,043,400 $683,205 $238,825 $1,385,185 $1,194,125 $7,240,925 Replacement of Existing Assets T1475 *Auto Parking Lots Rehab. T1477 *FAR Part 150 Update Sub-Total - Existing Assets New Assets 79517 Runway Land Purchase 79518 Airport-EA Land Acq. 43 Acres 79519 Airport-Capacity Study 79520 Airport-EA East TWY, NW Ramp T1469 Airport-Eastside Taxiway T1473 East Side Parking Apron Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $12,919,409 PROJECT DETAIL: 2120-Airport Capital Grants Project: 79521 - Rehabilitate Apron (I) Project Description: Capital Costs: Design Construction Miscellaneous/Other TOTAL Operating Description: Category: Other Grants/City Match Funding Source: Design and construct replacement pavement and lighting at center apron qualified under the Pavement Condition Index (PCI). Install new pavement to improve the condition of apron. Replace existing apron lights with more efficient lights. The project is to be funded with $3,135,900 of FAA and ADOT funds in FY 2014 and FY 2015. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $330,750 $0 $0 $0 $0 $0 $0 $1,874,250 $0 $0 $0 $0 $0 $0 $0 $930,900 $0 $0 $0 $0 $0 $2,205,000 $930,900 $0 $0 $0 $0 $0 This is a replacement project for an existing asset. No additional O and M is anticipated. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 375 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2120-Airport Capital Grants Category: Other Project: 79523* - Airport Layout Plan Narrative (I) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Revise the existing Airport Layout Plan (ALP) and airport forecasts to be able to secure both state and federal funding for airport projects. Carryover FY 2015 FY 2016 FY 2017 FY 2018 Capital Costs: Miscellaneous/Other TOTAL Operating Description: Capital Costs: Equipment TOTAL Operating Description: $0 $0 $0 $0 $0 $0 $112,500 $0 $0 $0 $0 $0 This is a study/plan, which will not require any O and M. Capital Costs: Miscellaneous/Other TOTAL Operating Description: Grants/City Match Funding Source: Conduct an Environmental Assessment for channelization of the New River to protect the runway safety area from erosion. Channelization includes the physical change to the inner bank boundary of the River. The project is to be funded with $191,060 FAA (91.06%) and ADOT (4.47%) funds in FY 2018. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $191,060 $0 $0 $0 $0 $0 $0 $191,060 $0 $0 No additional O and M is required for this project. Grants/City Match Funding Source: This project is to enhance airport security by designing, acquiring, and installing a perimeter fence for the Runway Protection Zone (RPZ) property . This project is expected to be funded with $270,000 ADOT funds in FY 2016. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $270,000 $0 $0 $0 $0 $0 $0 $270,000 $0 $0 $0 $0 No additional O and M is needed at this time. Project: T1476* - Southwest Public Apron (I) Project Description: FYs 20-24 $112,500 Project: T1474* - Airport-Security Fence (I) Project Description: FY 2019 $0 Project: T1472 - Airport EA for Channelization (I) Project Description: Grants/City Match Funding Source: Funding Source: Grants/City Match Design and construct asphalt apron and lighting on approximately 8 acres at the southwest corner of the Airport. This project is an expansion of the Airport Master Plan project that will maximize the west side Airport infill. This project will be funded with 91.06% FAA and 4.47% ADOT funds. Carryover FY 2018 FY 2019 $0 FY 2015 $0 FY 2016 $0 FY 2017 $238,825 $1,194,125 $1,194,125 FYs 20-24 $0 $0 $0 $0 $238,825 $1,194,125 $1,194,125 $0 No additional O and M is anticipated due to this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 376 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2120-Airport Capital Grants Project: T1475* - Auto Parking Lots Rehab. (R) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Resurface all existing parking lots with at the Glendale Municipal Airport. The existing asphalt has been in place since 1986, which requires rehabilitation. ADOT (90%) funds are anticipated for this project in FY 2016. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $270,000 $0 $0 $0 $0 $0 $0 $270,000 $0 $0 $0 $0 This is a replacement and/or rehabilitation project, which requires no additional O and M funding. Grants/City Match Funding Source: Produce updated Noise Exposure Maps and Land Use Plan last updated in 1993. An update of the Part 150 Study is required every 20 years. Noise Exposure Maps and Land Use Planning elements help coordinate development near the Airport. This will be funded 91.06% by the FAA and 4.47% by ADOT. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $143,205 $0 $0 $0 $0 $0 $0 $143,205 $0 $0 $0 $0 No O and M is needed for this study project. Project: 79517 - Runway Land Purchase (N) Project Description: Grants/City Match Funding Source: Project: T1477* - FAR Part 150 Update (R) Project Description: Category: Other Grants/City Match Funding Source: Acquire land north of approach to Runway 19 for runway protection zone for the safety of aircraft operations. This project is to be funded with FAA and ADOT funds in FY 2014. Capital Costs: Carryover Land $9,041,305 $0 $0 $0 $0 $0 $0 $9,041,305 $0 $0 $0 $0 $0 $0 TOTAL Operating Description: FY 2015 FY 2016 FY 2017 Capital Costs: Miscellaneous/Other TOTAL Operating Description: FY 2019 FYs 20-24 No additional O and M is needed at this time. Project: 79518 - Airport-EA Land Acq. 43 Acres (N) Project Description: FY 2018 Grants/City Match Funding Source: An environmental assessment, survey, and appraisal are required on the acquisition of 43 acres of land to protect the runway safety area off the end of Runway 19 for aircraft operations. The project is funded with FAA and ADOT funds from FY 2012. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $149,819 $0 $0 $0 $0 $0 $0 $149,819 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 377 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2120-Airport Capital Grants Project: 79519 - Airport-Capacity Study (N) Project Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: 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. Carryover FY 2015 FY 2016 FY 2017 Capital Costs: Miscellaneous/Other TOTAL Operating Description: Capital Costs: Miscellaneous/Other TOTAL Operating Description: FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0 No additional O and M is needed for this project. Grants/City Match Funding Source: An environmental assessment (EA) is required prior to the construction of an eastside taxiway and northwest ramp for future aviation development on the eastside of the airport property. The project is anticipated to be funded with $429,885 FAA (91.06%) and ADOT (4.47%) funds in FY 2020. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $429,885 $0 $0 $0 $0 $0 $429,885 $429,885 $0 $0 $0 $0 $0 $429,885 No additional O and M is needed for this project. Grants/City Match Funding Source: Pending an environmental assessment, design and construction of the 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. The project is anticipated to be funded with $4,613,850 FAA and ADOT funds in FY 2020 and FY 2021. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 $4,613,850 $0 $0 $0 $0 $0 $0 $4,613,850 No additional O and M is needed at this time. Project: T1473 - East Side Parking Apron (N) Project Description: FY 2018 $50,000 Project: T1469 - Airport-Eastside Taxiway (N) Project Description: Grants/City Match Funding Source: Project: 79520 - Airport-EA East TWY, NW Ramp (N) Project Description: Category: Other Grants/City Match Funding Source: Design and construct east side parking apron to increase the aircraft parking capacity at the airport. The project is anticipated to be funded with $2,197,190 FAA (91.06%) and ADOT (4.47%) funds in FY 2020. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 $2,197,190 $0 $0 $0 $0 $0 $0 $2,197,190 No additional O and M is anticipated. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 378 2015-2024 CAPITAL IMPROVEMENT PLAN Other Capital Project Funds OTHER CAPITAL PROJECT FUNDS Other Federal and State Grants The majority of Glendale’s grants for capital projects come from the federal or state government. The grants in this category are open and competitive. The CIP grant reserve appropriation represents a contingency appropriation for unanticipated grant opportunities that may arise during the fiscal year. General Fund General Fund projects that are typically referred to as pay-as-you-go (PAYGO) projects are funded with General Fund operating dollars. Therefore they are typically balanced against base budget operations, vehicle and technology replacement premiums, supplemental requests and possible salary increases. Funding in FY 2015 is available for the ongoing Building Maintenance Reserve for emergency building repairs and an upgrade to the PeopleSoft Human Resources Management System (HRMS) computerized payroll system. Camelback Ranch Events Capital Repair – Camelback Ranch Project was created to capture the replacement and repair costs the city is responsible for according to the facility use agreement at the Spring Training Facility. Civic Center Projects in this category are considered PAYGO projects and are funded with General Fund operating dollars. The ongoing Civic Center Maintenance Reserve is available for emergency repairs at the Civic Center or for emergency replacement of Civic Center equipment. The Civic Center 10 Year Restoration project was concluded in FY 2013. Technology Infrastructure In FY 2008 a new Technology Infrastructure Fund was added. New Information Technology projects are included in the last five years of the capital plan as a placeholder until a permanent funding source is identified. Only then, can the project move to the first five years of the plan. Arts Commission The Municipal Art Fund promotes the creative use of art in public places. One percent of the cost associated with each public construction project is set aside for the purchase and maintenance 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 recently dedicated Glendale Public Safety Memorial located in the Glendale Civic Center Plaza and the award-winning brick sculpture, “Tribute to Firefighters,” at Fire Station 157, as well as other art pieces in various locations within the city. 379 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1840-Other Federal and State Grants FY 2015: Capital Project Expenses Carryover Category: Other FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding New Assets 80013 CIP Grant Reserve Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: 0 0 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 10,000,000 10,000,000 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $2,000,000 PROJECT DETAIL: 1840-Other Federal and State Grants Project: 80013 - CIP Grant Reserve (N) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: Category: Other Grants Funding Source: This represents reserve appropriation for unanticipated grant opportunities that may arise during the fiscal year. Carryover FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $2,000,000 FY 2015 $2,000,000 FY 2016 $2,000,000 $2,000,000 $2,000,000 $10,000,000 $0 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $10,000,000 No 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 380 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1000-General Fund Category: Other FY 2015: Capital Project Expenses Carryover FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 81063 Fac Life-Cycle Cost Assessment 15,219 0 0 0 0 0 0 0 0 15,219 500,000 0 500,000 500,000 0 500,000 500,000 0 500,000 500,000 0 500,000 500,000 0 500,000 2,500,000 250,000 2,750,000 $15,219 $500,000 $500,000 $500,000 $500,000 $500,000 $2,750,000 Replacement of Existing Assets 81013 Bldg. Maintenance Reserve T4620 Resurface Library Parking Lots Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: $515,219 PROJECT DETAIL: 1000-General Fund Category: Other Project: 81063 - Fac Life-Cycle Cost Assessment (I) Project Description: Capital Costs Design TOTAL Operating Description: Qualified facilities management consultant will provide total life-cycle cost assessment for the following facilities: Jobing.Com Arena, Renaissance Glendale Hotel & Media Center and Camelback Ranch in Glendale. Carryover FY 2015 FY 2016 FY 2017 Capital Costs Miscellaneous/Other TOTAL Operating Description: FY 2018 FY 2019 FYs 20-24 $15,219 $0 $0 $0 $0 $0 $0 $15,219 $0 $0 $0 $0 $0 $0 No additional O and M is needed at this time. Project: 81013 - Bldg. Maintenance Reserve (R) Project Description: General Fund Funding Source: Funding Source: General Fund This project is intended to support emergency and unplanned replacements and repairs of building components for city owned buildings. A few examples of the replacements and/or repairs charged to this fund in FY 2014 include: 1) repairs to failed HVAC system components (i.e., motors, compressors) at the Equipment Management facility, Bank of America building, and in City Hall (Council Chambers); 2) carpet replacement in the basement of City Hall; and 3) electrical upgrades to the former Materials Testing Lab. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 $0 $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 381 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1000-General Fund Category: Other Project: T4620 - Resurface Library Parking Lots (R) Project Description: Capital Costs This is a request to fund the repaving and sealing of the 26-year old asphalt parking lot at the Main Library and slurry seal the 14-year old parking lot at the Foothills Branch Library. The Main Library's parking lot has deteriorated to the point that a 1 1/2" fabric overlay is needed. The estimated cost to repair this is $97,283. 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. The estimated cost for this is $33,188. Carryover Miscellaneous/Other TOTAL Operating Description: FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0 $250,000 O and M is required for asphalt maintenance starting in 2021. The industry standard for asphalt maintenance is to seal every 2-3 years from the completion date. This type of maintenance includes crack sealing and restriping of parking lots. A supplemental budget request will be submitted once the project is near completion. Adjusted for the future, the annual O and M would be $30,479 for both lots (approximately $15,240 for each lot/year). Operating Costs Bldg. Maint. TOTAL General Fund Funding Source: FY 2015 FY 2016 FY 2017 FY 2018 $0 $0 $0 $0 $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset FY 2019 $0 $0 FYs 20-24 $60,958 $60,958 382 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1140-PC Replacement FY 2015: Capital Project Expenses Carryover Category: Other FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 84700 PeopleSoft HRMS Updates Sub-Total - Existing Assets Total Project Expenses: 754,929 754,929 0 0 0 0 0 0 0 0 0 0 0 0 $754,929 $0 $0 $0 $0 $0 $0 Total FY 2015 Funding: $754,929 PROJECT DETAIL: 1140-PC Replacement Category: Other Project: 84700 - PeopleSoft HRMS Updates (I) Project Description: Capital Costs Design Miscellaneous/Other TOTAL Operating Description: PC Replacement Funding Source: The PeopleSoft Human Capital Management system (HR & Payroll) under it’s current version is coming to end of life at the end of 2014. It is necessary to do an upgrade on the system to continue to process payroll under current laws and regulations. The project involves our Time and Labor system that has many customizations to meet our business needs. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $46,465 $0 $0 $0 $0 $0 $0 $708,464 $0 $0 $0 $0 $0 $0 $754,929 $0 $0 $0 $0 $0 $0 No additional O and M is required for this project. The ongoing maintenance for the software is include in the Technology Replacement Fund. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 383 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1283-Camelback Ranch Events FY 2015: Capital Project Expenses Carryover Category: Other FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Replacement of Existing Assets 84200 Capital Repair-Camelback Ranch Sub-Total - Existing Assets Total Project Expenses: 149,113 149,113 836,752 836,752 836,752 836,752 836,752 836,752 836,752 836,752 836,752 836,752 4,183,760 4,183,760 $149,113 $836,752 $836,752 $836,752 $836,752 $836,752 $4,183,760 Total FY 2015 Funding: $985,865 PROJECT DETAIL: 1283-Camelback Ranch Events Project: 84200 - Capital Repair-Camelback Ranch (R) Project Description: Capital Costs Category: Other General Fund Funding Source: Pursuant to section 8.3 of the Facility Use Agreement for Camelback Ranch, the city is obligated to pay for capital repairs to the facility that are not routine maintenance or repair, which are the responsibility of the operator. Examples would include HVAC repairs or replacement, repairs to concrete or structural components, or any other components integral to the facility. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 Construction $0 $525,000 $525,000 $525,000 $525,000 $525,000 $2,625,000 Engineering Charges $0 $9,250 $9,250 $9,250 $9,250 $9,250 $46,250 Arts $0 $5,250 $5,250 $5,250 $5,250 $5,250 $26,250 $10,290 $0 $0 $0 $0 $0 $0 Equipment Contingency Miscellaneous/Other TOTAL Operating Description: $7,097 $0 $0 $0 $0 $0 $0 $131,726 $197,252 $197,252 $197,252 $197,252 $197,252 $986,260 $149,113 $836,752 $836,752 $836,752 $836,752 $836,752 $4,183,760 No additional O and M is needed for this project. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 384 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1740-Civic Center Category: Other FY 2015: Capital Project Expenses Carryover FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets 84551 Civic Center Renovation 0 0 0 0 0 0 4,042,172 0 0 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 175,000 4,217,172 $0 $35,000 $35,000 $35,000 $35,000 $35,000 $4,217,172 Replacement of Existing Assets 84554 Civic Ctr. Maintenance Reserve Sub-Total - Existing Assets Total Project Expenses: Total FY 2015 Funding: $35,000 PROJECT DETAIL: 1740-Civic Center *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset Category: Other 385 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 1740-Civic Center Category: Other Project: 84551 - Civic Center Renovation (I) Project Description: Capital Costs General Fund Funding Source: This enhancement would create another signature feature at the Glendale Civic Center. The east courtyard would be converted into more meeting room space with sky lighting. This project also involves renovating and developing the grass (open space), south of the Civic Center into functional use space that can be booked for private events. This 5,000 square foot renovation to the Civic Center will enhance amenities, provide more pre-function space, attract clients and allow the facility to remain competitive within the surrounding marketplace. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $756,000 Construction $0 $0 $0 $0 $0 $0 $2,542,500 Finance Charges $0 $0 $0 $0 $0 $0 $50,850 IT/Phone/Security $0 $0 $0 $0 $0 $0 $35,000 Engineering Charges $0 $0 $0 $0 $0 $0 $61,022 Arts $0 $0 $0 $0 $0 $0 $25,425 Equipment $0 $0 $0 $0 $0 $0 $130,000 Contingency $0 $0 $0 $0 $0 $0 $381,375 Miscellaneous/Other $0 $0 $0 $0 $0 $0 $60,000 $0 $0 $0 $0 $0 $0 $4,042,172 TOTAL Operating Description: Additional O and M will be needed in FY 2021. This project would include staffing of one Service Worker III position to help maintain the facility and provide additional supervision for event set-up as well for the renovated space and one secretary to assist with office support needs and increased events and bookings. Supplies are figured at $0.75 per sq ft and $3,000 for ongoing supplies/contracts, utilities at $2.80 per sq ft, electrical at $1,800 annually, building maintenance at $2.00 per sq ft, equipment maintenance at $0.40 per sq ft and building water usage at $0.195 per sq ft for 5,000 sq ft of expanded Civic Center space. The Civic Center currently maintains 65% of the landscaping in the areas addressed in this request, so no new funding is needed for landscaping or refuse. A landscape company provides the other 35% of service. Currently the project is set up as a one time expense with no ongoing O and M ,any on going O and M costs related to this project will be absorbed by the Civic Center budget once the project is completed. A supplemental budget request will be submitted once the project is brought to completion. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Staffing $0 $0 $0 $0 $0 $531,296 Supplies/Contr $0 $0 $0 $0 $33,719 Utilities Bldg. Maint. $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Equip. Maint. $0 $0 $0 $0 Insurance Electrical $0 $0 $0 $0 $0 $0 $0 $0 Water $0 $0 $0 $0 $0 $0 $0 $0 TOTAL Project: 84554 - Civic Ctr. Maintenance Reserve (R) Project Description: Capital Costs Miscellaneous/Other TOTAL Operating Description: $0 $0 $0 $70,000 $49,955 $9,991 $0 $6,069 $8,992 $0 $0 $713,594 Funding Source: $3,572 General Fund The Civic Center's maintenance reserve is used for emergency repairs at the facility, as well as the replacement of furniture, fixtures, and equipment on an as needed basis. The reserve will ensure that the Civic Center remains a competitive and high quality event venue and it is essential to the continued success of the facility. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $35,000 $35,000 $35,000 $35,000 $35,000 $175,000 $0 $35,000 $35,000 $35,000 $35,000 $35,000 $175,000 No additional O and M is needed. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 386 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 2150-Technology Infrastructure FY 2015: Capital Project Expenses Carryover Category: Other FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding Existing Assets Improvement of Existing Assets T7010 Event Mgmt Center Upgrade T7071 PeopleSoft Phase 2 Enhancement 0 0 0 0 0 800,000 0 0 0 0 0 0 1,325,000 2,100,000 0 0 0 0 0 0 0 0 0 0 0 800,000 0 0 0 0 0 0 0 0 0 0 1,000,000 1,000,000 2,500,000 1,620,000 0 7,545,000 0 0 0 0 0 0 0 0 0 0 0 0 16,220,625 16,220,625 $0 $0 $800,000 $0 $0 $1,000,000 $23,765,625 Replacement of Existing Assets T7030 Project/Permit Tracking System T7050 Facility Audio/Visual Systems T7073 City Phone System Replacement Sub-Total - Existing Assets New Assets T7000 City Fiber Optic Communication Sub-Total - New Assets Total Project Expenses: Total FY 2015 Funding: $0 PROJECT DETAIL: 2150-Technology Infrastructure Project: T7010 - Event Mgmt Center Upgrade (I) Project Description: Capital Costs Category: Other General Fund Funding Source: The city acquired the Mobile Command Center (MCC) in 2000 and opened the Traffic Management Center (TMC) 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 Police Department, Traffic Management Center, and Emergency Operations Center. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 IT/Phone/Security $0 $0 $0 $0 $0 $0 $25,000 Equipment $0 $0 $0 $0 $0 $0 $1,300,000 $0 $0 $0 $0 $0 $0 $1,325,000 TOTAL Operating Description: No additional O and M is needed. This project replaces and upgrades the existing system. O and M of this system is currently funded in the Transportation Department operating budget. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 387 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2150-Technology Infrastructure Project: T7071 - PeopleSoft Phase 2 Enhancement (I) Project Description: Capital Costs Category: Other General Fund Funding Source: PeopleSoft’s Financials application is end of life in 2017 and Human Capital Management (HCM) in 2022. After those dates, PeopleSoft will no longer provide essential tax updates. The Financials upgrade project is expected to occur in FY 16 and FY 17 and the HCM upgrade in FY 20. The City does have the option to continue with PeopleSoft or consider a more cost effective solution that has a lower cost of ownership and promotes further efficiencies throughout the organization. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 IT/Phone/Security $0 $0 $800,000 $0 $0 $0 $2,000,000 Contingency $0 $0 $0 $0 $0 $0 $100,000 $0 $0 $800,000 $0 $0 $0 $2,100,000 TOTAL Operating Description: Additional O and M is not required for upgrading PeopleSoft since annual maintenance is already being paid as well as the PC maintenance. While the O and M cost for a new system is not known at this time, it is not expected to be higher than the current PeopleSoft costs. Project: T7030 - Project/Permit Tracking System (R) Project Description: Capital Costs The current project/permit system provides automated tracking of all construction projects and city assets. The system is used by the Building Safety, Planning, Transportation, Utilities, Sanitation, Fire, Engineering, Code Compliance, and Economic Development departments for plan review and inspections. The city's current system is supported by Infor which is not expected to continue support indefinitely. Funding is requested to replace or upgrade the current system with a web-based system before the current system becomes obsolete. Carryover Miscellaneous/Other TOTAL Operating Description: General Fund Funding Source: FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $0 $2,500,000 $0 $0 $0 $0 $0 $0 $2,500,000 The $160,902 is required for the ongoing service and maintenance agreement associated with the software purchase. Staffing is for a Database Administrator. This FTE would provide ongoing technical assistance and support to the nine departments using the system. The current system maintenance costs are $43,000 per year, with increases of approximately 2% per year. The requirements for the new system are in addition to this current cost. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Staffing $0 $0 $0 $0 $0 $374,410 Supplies/Contr TOTAL $0 $0 $0 $0 $160,902 $0 $0 $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset $535,312 388 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2150-Technology Infrastructure Project: T7050 - Facility Audio/Visual Systems (R) Project Description: Capital Costs Carryover TOTAL FY 2015 FY 2016 FY 2017 TOTAL Operating Description: FYs 20-24 $0 $0 $0 $0 $0 $1,620,000 $0 $0 $0 $0 $0 $1,620,000 Total payments for the six year period to the Technology Replacement Fund. Assumes capital cost will be equally spread over the six year period and a six-year life cycle for the equipment per industry equipment standards. $1,820,000/6 = $303,333 * 16.67% = $50,566 paid into replacement fund in year one. This doubles in year two ($101,132) triples in year three ($151,698), quadruples in year four ($202,264), quintuples in year five ($252,830), sextuples in year six ($303,396). The total for FY's 2019 though 2023 is $758,490. A supplemental budget request will be submitted once the project is near completion. FY 2015 FY 2016 FY 2017 FY 2018 $0 $0 $0 $0 $0 $0 $0 $0 Project: T7073 - City Phone System Replacement (R) IT/Phone/Security FY 2019 $0 PC/Vehicle Replacement TOTAL Capital Costs FY 2018 $0 Operating Costs Project Description: General Fund Funding Source: This project covers replacement of citywide audio/visual (A/V) equipment that is not currently in the city's Technology Replacement Fund. Although the serviceable life for a number of the identified systems have been extended beyond their expected life cycle, all systems continue to function properly and will be monitored by staff. The systems identified for future replacement include: the Sahuaro Ranch ball complex, the Foothills ball complex and city pools, the amphitheater outdoor lighting systems, A/V equipment in the City Hall Complex, the Main Library A/V and lighting systems, the Adult Center’s audio, lighting and security systems, the Foothills Library, and the security camera systems at the Foothills Skate Court and WARP X-Court. Equipment Operating Description: Category: Other FY 2019 $0 $0 Funding Source: FYs 20-24 $758,490 $758,490 General Fund The enterprise telephone system used throughout the city is comprised of several systems that integrate to form a unified communication system. The original telephone systems vendor Nortel declared bankruptcy in 2009 and portions of the business were purchased by Avaya. Avaya has provided no road map or new security/update patches for any of the Nortel hardware since the purchase. Several components of this system have been in service in excess of ten years and are reaching end of life as early as 2015. The plan is to begin an incremental replacement of these components that are reaching end of life in an effort to increase the operational life of the existing system and to incrementally install a new system over that same time period. Funding for the initial stages of the implementation will be covered by the telephone fund however additional CIP funding will be required to accomplish the voice mail migration and later stage implementation costs. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $0 $0 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0 $1,000,000 $0 O and M is currently paid for from the Telephone Fund. Additional O and M costs can be expected as the new systems are put in place, however existing O and M costs will transfer to the new equipment whenever appropriate. Total O and M costs will be provided as the project scope is finalized. *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset 389 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail PROJECT DETAIL: 2150-Technology Infrastructure Project: T7000 - City Fiber Optic Communication (N) Project Description: Capital Costs Category: Other General Fund Funding Source: Installation of conduit and fiber optic cable on arterial streets and some minor streets, to connect city facilities and the signal system to support traffic operations, city business and the security mesh network. Completing the planned network will eliminate monthly lease fees, which will improve network speeds and allow remote control of signals, cameras and message signs. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Design $0 $0 $0 $0 $0 $0 $2,000,000 IT/Phone/Security $0 $0 $0 $0 $0 $0 $395,625 Engineering Charges $0 $0 $0 $0 $0 $0 $55,000 $0 $0 $0 $0 $0 $0 $13,770,000 $0 $0 $0 $0 $0 $0 $16,220,625 Equipment 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 2021 through FY 2023 in inflated dollars. A supplemental budget request will be submitted once the project is near completion. Operating Costs FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 Utilities $0 $0 $0 $0 $0 $15,206 Equip. Maint. TOTAL $0 $0 $0 $0 $167,262 $0 $0 $0 $0 $0 $0 *=New Project, N=New Asset, R=Replacement of Existing Asset, I=Improvement of Existing Asset $182,468 390 FY 2015-2024 CAPITAL IMPROVEMENT PLAN Fund Summary and Project Detail FUND SUMMARY: 1220-Arts Commission FY 2015: Capital Project Expenses Carryover Category: Other FY 2016: FY 2017: FY 2018: FY 2019: FYs 20-24: New Funding New Assets 84650 Arts Commission Sub-Total - New Assets Total Project Expenses: 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 600,000 600,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $600,000 Total FY 2015 Funding: $300,000 PROJECT DETAIL: 1220-Arts Commission Category: Other Project: 84650 - Arts Commission (N) 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. Carryover FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FYs 20-24 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $600,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $600,000 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 391 CITY OF GLENDALE, AZ 392 DEBT SERVICE BUDGET Debt Service Budget DEBT SERVICE BUDGET The city of Glendale has a formal Debt Management Plan (DMP) that is produced as a separate document from the annual budget book and was last updated in December 2013. 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 new debt and other long-term obligations within the same limits at favorable interest rates. Analysis of the city’s debt position is essential 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 mentioned above and discussed in more detail in the material following this section, 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 ensure stable credit ratings. The city has instituted a conservative plan of finance for capital projects. The main objectives of that plan are:  Evaluate all possible funding mechanisms to ensure that the City will receive the best possible terms/conditions on transactions  To use debt structures which match the useful lives of the projects being financed or fall within accepted maturity guidelines  To utilize revenue-based bond issues, where feasible, e.g. water and sewer and street and highway user bonds  To utilize excise tax secured bond issues when appropriate  To finance, on a general obligation basis, the majority of the remaining projects Furthermore, the DMP states that the city’s direct net tax-supported debt should be maintained at a level considered manageable by the rating agencies given current economic conditions. Measures of economic conditions include per capita income for Glendale residents and the assessed valuation of property within the city’s corporate limits. FY 2015 Debt Service by Type 393 DEBT SERVICE BUDGET Secondary Property Tax Funded Debt SECONDARY PROPERTY TAX FUNDED DEBT Secondary property tax revenue is restricted solely to paying General Obligation (G.O.) debt service. There are three components that need to be measured before additional G.O. bonds can be issued. First, sufficient voter authorization is needed for each project category in which bonds will be issued. Second, G.O. bond issuance must be in compliance with the Arizona Constitutional debt limitation for the 6% and 20% categories. Last, city policy states that the G.O. debt service fund balance will be at least 10% of the next fiscal year's property tax supported debt service. This policy applies to each of the first five years of the G.O. funded capital plan. 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 resulting in voters approving $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. 394 DEBT SERVICE BUDGET Secondary Property Tax Funded Debt The time between a bond election depends 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. Debt Table 1 shows the projected remaining voter authorization for G.O. bonds by authorization category through FY 2019. The remaining authorization numbers reflect unused authorization from the October 1981, March 1987, November 1999 and May 2007 bond elections. Voter Authorization is sufficient for the first five years of the CIP plan. However, according to the current CIP plan, a bond election will be needed before bonds are sold to complete the list of projects in the last five years of the plan for the Parks and Flood Control G.O. funds. General Obligation Debt Limitations and Assessed Valuation 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. The debt limitation – commonly called “bond capacity” and “debt capacity” – 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. 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. Debt Table 2 reflects the city’s G.O. bond debt limitation as of July 2, 2014. 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. 395 DEBT SERVICE BUDGET Secondary Property Tax Funded Debt 1 Base on FY14-15 secondary assessed value of $1,148,164,650 2 Public safety, streets, parking and transportation facilities debt prior to Prop. 104 is included in the 6% category For FY14-15, the city of Glendale has available capacity of approximately $66 million and $80 million in the 6% and 20% categories respectively. As recently as FY08-09, the city’s debt capacity in the 6% category was $92.4 million and $270.1 million for the 20% category. This point illustrates the substantial impact of assessed valuation declines on the city’s debt capacity. Debt Table 3-a below shows that with no planned bond sales in the first five years of the plan, capacity in both categories is expected to rise. Capacity is expected to increase as outstanding principal payments are made and as property values increase. Starting in FY15-16 the city will have no outstanding debt in the 6% category. Also, in FY15-16 the city will build a parking garage at Westagate for approximately $44.8 million (Table 3-b). 396 DEBT SERVICE BUDGET Secondary Property Tax Funded Debt The biggest proponent to the steep decline in debt capacity between FY08-09 through FY13-14 were the changes in assessed valuations over the same period. After more than doubling since FY03-04, secondary assessed valuations reached its peak in FY08-09 (2006 real estate market) at just under $2.2 billion. At that time, secondary assessed valuations were comprised of 66.8% residential, 29.0% commercial and 4.2% other valuations.  2.9% decline in FY 2010  17.7% decline in FY 2011  25.1% decline in FY 2012  12.5% decline in FY 2013  8.6% decline in FY 2014  9.3% increase in FY 2015 397 DEBT SERVICE BUDGET Secondary Property Tax Funded Debt The FY14-15 valuation figure of $1.15 billion is the final planning figure from the Maricopa County Assessor’s Office and can be expected to change only slightly during the appeals process. FY14-15 valuation reflects 62.3% attributable to residential property, 37.2% is attributable to commercial property and the remaining 0.5% includes, but is not limited to vacant land, agriculture, railroad and historical property. Between FY08-09 and FY14-15, Glendale’s total secondary assessed value declined 47.7% and is less than the secondary assessed value in FY05-06. The chart below provides a graphical view of Glendale’s secondary assessed valuation changes between FY03-04 and FY13-14 as well as the projected valuations for FY14-15 through FY2324. Projected Valuations The projected FY15-16 Full Cash valuation is based on the preliminary valuation notices that the county assessor’s office mailed to property owners in February 2014 which correspond with an uptick in the house market in 2013. This increase is due to an improving real estate market during 2014. However, as a result of the passage Proposition 117 (that require jurisdictions to calculate both the primary levy and secondary levy using the limited property value (currently the primary assessed valuation), FY15-16 assessed value is expected to dip by 1.7%. Proposition 117 also limits the growth of limited property values to 5% annually. This is a significant change from the current law that does not limit the level of growth in full cash value. For this reason assessed value growth for is projected at 3% annually. Glendale’s G.O. Debt Policy and Secondary Property Tax Rate Implications During the spring 2012 budget workshop discussions, Council approved a two-step secondary property tax rate increase of $0.3054 in each of the next two fiscal years. The first step was implemented in FY12-13. These planned increases followed a period of 18 consecutive years (since 1995) where the property tax was either held flat or reduced. 398 DEBT SERVICE BUDGET Secondary Property Tax Funded Debt During the FY 13-14 budget workshops, the City Manager’s Recommended FY 2014-23 Capital Improvement plan recommended an increase of $0.1162 instead of the $0.3054 increase that was originally planned. Council implemented the $0.1162 with the adoption of the FY13-14 budget. For the FY14-15 budget, the rate was decreased and the rate will vary depending on secondary debt service needs. For the future, the secondary property tax rate will continue to be reviewed annually with Council to ensure a five year balanced capital plan. This rate change means the city’s secondary rate will decrease from $1.7915/$100 of assessed valuation in FY13-14 to $1.6605 in FY14-15; the city’s primary property tax rate also was decreased from $0.4974 in FY13-14 to $0.4896 in FY14-15. The city’s total property tax rate will change from $2.2889 to $2.1501/$100 of assessed valuation. Debt Table 4 summarizes annual debt service requirements for existing bonds outstanding plus the anticipated FY15-16 Westgate Parking Garage bond issue (payment beginning in FY16-17). You will see that the secondary assessed valuation figures reflect the declines discussed previously. Debt Table 4 also reflects:   the Build America Bond (BAB) subsidy related to the G.O. bonds sold in 2010; and the development impact fee Citywide Recreation Facilities Fund (Fund 1480) debt service contributions related to the Foothills Recreation and Aquatic Center that was funded with proceeds from the 2004 G.O. bond sale. The BAB subsidy and development impact fee debt service contributions directly reduce the debt service to be cover by secondary property tax revenue and help address the shortfall between the annual debt service requirements and secondary property tax revenue. The G.O. Debt Service Fund balance will be used to cover the overall shortfall between the total annual resources and the annual debt service. 399 DEBT SERVICE BUDGET Secondary Property Tax Funded Debt Despite having sufficient voter authorization and debt capacity, Debt Table 5 (on the following page), shows the city of Glendale is restricted from issuing additional G.O. debt through FY 2019 given the declining fund balance and the requirement to maintain a positive ending fund balance. The current secondary property tax rate of $1.6605 allows the city to spend already levied funds. The plan is to levy just enough to cover existing debt (including delinquent payments) and maintain a five-year balance capital plan. In order to issue additional bonds in the future, the city will need to either: experience better than projected positive changes in assessed valuation, pay off existing debt, raise property taxes further or a combination thereof. The following tables provide detailed information including issuance amount, issuance date, interest rates, credit ratings and description of uses for each secondary property tax funded debt obligation in which city currently pays debt service. For a summary of all debt service obligations please see Schedule 7: Long Term Debt Service. 400 DEBT SERVICE BUDGET Excise Tax Funded Debt EXCISE TAX FUNDED DEBT Council’s Capital Assets and Debt Management financial policies for excise funded debt states that debt service will not exceed 10% of the 5-year average of the General Fund Groups’ ongoing revenue. Funding sources included under this category include Municipal Property Corporation (MPC) bonds, Public Facilities Corporation (PFC) bonds, lease obligations, interfund loans and community facilities districts (CFD). Currently the city has MPC, lease and inter-fund loan obligations. This specific financial policy is new with Council’s adoption of the FY 2015 budget. While the city currently is not in compliance with the 10% guideline as explained below, the policy is a very important goal for the city to attain as soon as possible to free up General Fund operating dollars for other purposes. Glendale’s current excise funded debt obligations are more than double the new policy at 23.5% and are further described below. Municipal Property Corporation Bonds The city of Glendale currently has 11 MPC issuances, eight of which are senior lien obligations. Two senior and two subordinate MPC bonds were issued on December 27, 2012 to refund 2003A MPC bonds, 2004A MPC Bonds, a portion of the 2006A MPC bonds and all PFC bonds related to the Spring Training Facility. The city has no remaining PFC debt service obligations after this refunding. In addition to the Council financial policies mentioned above, the city’s bond covenants identify the city as pledging a certain amount of unrestricted excise tax revenue that varies depending on whether the liens are senior or subordinate liens. The city’s bond covenant for senior liens is unrestricted excise tax revenue of at least three times the debt service in any given year. The covenant is two times the revenue for debt service on both senior and subordinate liens. Unrestricted excise tax is defined as all excise, transaction privilege, franchise and income taxes that the City collects or may collect in the future, and which are allocated or apportioned to the City by the State. Exceptions are any excise, transaction privilege, franchise and income taxes that Arizona law restricts for other purposes such as the motor vehicle fuel tax, or taxes that have been approved at an election within the City and are restricted to certain uses such as the City’s existing public safety tax and transportation tax. This means General Fund revenues normally allocated for operating budget purposes must be allocated for MPC debt service if the excise tax revenues generated on site of MPC bond-funded facilities are insufficient to pay the annual debt service. Currently, and in past FYs, the General Fund operating budget contribution, backed by unrestricted excise taxes, is reflected as a transfer from the General Fund to the MPC debt service fund in Schedule 4 of this document. For FY14-15, the General Fund transfer to the MPC debt service fund is budgeted at $14.6 million; this is $14.6 million that cannot be used for other operating budget needs. While the table below indicates the city has potential MPC bond capacity given coverage ratios in excess of the minimum required, additional issuances of MPC bonds that increase outstanding debt service will further strain the overall General Fund operating budget. 401 DEBT SERVICE BUDGET Excise Tax Funded Debt Debt Table 6 Excise Tax Debt Obligations Fiscal Year Unrestricted Excise Tax (A) Senior Lien Obligations (B) Subordinate Lien Obligations C Total Excise Obligations (B+C) 2015 136,699,612 17,948,220 13,530,443 31,478,663 7.62 4.34 2016 138,393,217 18,066,222 13,921,640 31,987,862 7.66 4.33 2017 144,340,795 21,996,626 9,473,705 31,470,331 6.56 4.59 2018 150,668,286 21,761,228 9,473,705 31,234,933 6.92 4.82 2019 157,307,052 22,081,750 11,518,705 33,600,455 7.12 4.68 Senior Covenant (A/B) Subordinate Covenant (A/(B+C) Inter-Fund Advance (Loan) The General Fund is presently responsible for re-paying inter-fund advance (loan) associated with funds borrowed from the Water/Sewer, Landfill, Sanitation, Technology Replacement and Vehicle Replacement Funds related to operating costs at Jobing.com Arena during FY10-11 and FY11-12. In total the General Fund is scheduled to pay $117.8 million in principal and interest through Fiscal Year 2037. Lease Obligations Beyond the Council’s financial policy for excise tax funded debt, there currently isn’t a policy specifically related to lease obligations. The city presently has three general fund lease obligations including a 2011 lease refinance for the:    Northern Crossing and Hickman property purchases, Repayment of funds received from the Arizona Department of Transportation for land intended for usage by the Glendale Airport and 2007 fire truck and equipment lease Detailed information regarding lease payments can be found in Schedule 8: Lease Payments. Conclusion Debt Table 7 below shows the excise tax funded debt obligations for FY14-15 through FY18-19 compared to ongoing general fund revenue. As previously stated Glendale does not currently comply with the guidelines set forth in the Capital Asset and Debt Management financial policy. 402 DEBT SERVICE BUDGET Excise Tax Funded Debt However, after reaching a peak in FY15-16, debt obligations begin to decrease and the debt to revenue percentage gradually approach the 10% goal. Debt Table 7 Excise Tax Debt Obligations Fiscal Year Ongoing GF Revenue (A) 2015 209,120,206 31,478,663 1,801,434 501,610 33,781,707 16.2% 2016 211,387,377 31,987,862 3,356,789 598,600 35,943,251 17.0% 2017 213,756,122 31,470,331 3,305,195 1,089,550 35,865,076 16.8% 2018 216,231,059 31,234,933 3,305,095 1,449,660 35,989,688 16.6% 2019 218,871,016 33,600,455 1,553,250 35,153,705 16.1% MPC Debt Service (B) Lease Obligation (C) InterFund Loan (D) Total Obligation (B+C+D) - Debt Service to Revenue (B+C+D)/A Table 8 shows the percentage of unrestricted excise tax versus the MPC Debt, lease obligations and inter-fund gifts (NHL payments) and the percent of those obligations. Nearly one out of every four dollars collected in sales taxes and state shared revenues is used to pay debt. Debt Table 8 General Fund Fixed Obligations as a Percentage of Unrestrcited Excise Tax Revenue Fiscal Year Unrestricted Excise Tax (A) MPC Debt Service (B) Lease Obligation (C) InterFund Loan (D) Total Obligation (B+C+D) Debt Service to Revenue (B+C+D)/A 2015 139,702,305 31,478,663 1,801,434 501,610 33,781,707 24.2% 2016 141,099,328 31,987,862 3,356,789 598,600 35,943,251 25.5% 2017 146,743,301 31,470,331 3,305,195 1,089,550 35,865,076 24.4% 2018 158,717,555 31,234,933 3,305,095 1,449,660 35,989,688 22.7% 2019 165,066,256 33,600,455 1,553,250 35,153,705 21.3% - 403 DEBT SERVICE BUDGET Water & Sewer Revenue Funded Debt WATER & SEWER REVENUE FUNDED DEBT The city may sell bonds that pledge water/sewer utility revenues as payment for 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 known as 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. General Obligation Bonds Approximately 5% of the FY14-15 water and sewer revenue funded debt service is for a 2003 G.O. bond issuance. While water and sewer revenue is being pledged to cover the debt service on this issuance, secondary property tax revenue would be used if water and sewer revenue became insufficient. Water & Sewer Revenue Bonds Currently there is $16.4M in water/sewer voter authorization that can be utilized for water/sewer revenue of G.O. bonds. However, $10.0M was authorized in a 1999 election specifically to transition areas using septic systems to the city sewage system. The other $6.4M is the remaining authorization from a bond election in 1987 in the amount of $56M. Water/sewer voter authorization was last needed for a 2003 G.O. issuance, since then the city has 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. Debt Table 9, on the following page includes water and sewer operating revenue, operating and maintenance expenses, existing debt service and the resulting coverage ratio of operating net revenue to debt service. Due to the recent deferral of non-essential growth related projects, prepayment and/or restructuring of water and sewer debt, and optimization processing efforts that have resulted in cost savings, a 1.2 coverage ratio is projected through FY17-18 without an rate increase. This projection will be revisited annually to account for any significant changes in assumptions about costs and revenues. 404 DEBT SERVICE BUDGET Water & Sewer Revenue Funded Debt The FY14-15 rate recommendation for the water/sewer enterprise fund is for no change to the rates in effect at the end of FY13-14. This recommendation is based on the annual update of the individual rate models for each of the enterprise funds that are used to develop a balanced capital plan for each operation. Overall, this rate recommendation is the result of:      The prepayment and/or restructuring of water/sewer debt The deferral of non-essential growth-related capital projects Continuation of critical repair, maintenance and replacement of existing capital assets such as underground pipes Continuation of capital projects that ensure compliance with applicable federal, state and county regulations Ongoing improvements in operational efficiencies to minimize cost increases related to fuel, equipment and electricity. The following tables provide detailed information including issuance amount, issuance date, interest rates, credit ratings and description of uses for each water/sewer revenue funded debt obligation in which city currently pays debt service. For a summary of all debt service obligations please see Schedule 7: Long Term Debt Service. 405 DEBT SERVICE BUDGET Water & Sewer Revenue Funded Debt Subordinate Lien Water & Sewer Revenue Obligations, Series 2006 $80,000,000 Issued February 7, 2006 with Semi-Annual Payments from July 1, 2006 to July 1, 2026 Interest Accrues at Rates Between 4.000% & 5.250% "Aaa" Moody Rating | "AAA" Standard & Poor's Rating 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. Fiscal Year Prior Years 2015 2016 2017 2018 2019 2020-2026 Principal 14,715,000 4,140,000 4,355,000 4,570,000 4,800,000 5,040,000 42,380,000 Interest 30,099,482 3,031,556 2,814,206 2,596,456 2,367,956 2,127,956 7,812,469 Total 44,814,482 7,171,556 7,169,206 7,166,456 7,167,956 7,167,956 50,192,469 Total 80,000,000 50,850,082 130,850,082 Subordinate Lien Water & Sewer Revenue Obligations, Series 2007 $44,500,000 Issued June 15, 2007 with Semi-Annual Payments from January 1, 2008 to July 1, 2027 Interest Accrues at Rates Between 4.250% & 5.000% "Aaa" Moody Rating | "AAA" Standard & Poor's Rating 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. Fiscal Year Prior Years 2015 2016 2017 2018 2019 2020-2027 Principal 9,195,000 2,010,000 2,110,000 2,215,000 2,330,000 2,430,000 24,210,000 Interest 13,973,041 1,722,113 1,621,613 1,516,113 1,405,363 1,303,425 5,649,900 Total 23,168,041 3,732,113 3,731,613 3,731,113 3,735,363 3,733,425 29,859,900 Total 44,500,000 27,191,566 71,691,566 406 DEBT SERVICE BUDGET Water & Sewer Revenue Funded Debt Subordinate Lien Water & Sewer Revenue Obligations, Series 2008 $65,500,000 Issued February 1, 2008 with Semi-Annual Payments from July 1, 2008 to July 1, 2028 Interest Accrues at Rates Between 3.000% & 5.000% "Aaa" Moody Rating | "AAA" Standard & Poor's Rating 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. Fiscal Year Prior Years 2015 2016 2017 2018 2019 2020-2028 Principal 14,570,000 2,730,000 2,840,000 2,950,000 3,070,000 3,190,000 36,150,000 Interest 16,581,219 2,330,588 2,221,388 2,107,788 1,989,788 1,866,988 9,390,675 Total 31,151,219 5,060,588 5,061,388 5,057,788 5,059,788 5,056,988 45,540,675 Total 65,500,000 36,488,431 101,988,431 Subordinate Lien Water & Sewer Revenue Obligations, Series 2012 $77,635,000 Issued July 1, 2012 with Semi-Annual Payments from July 1, 2012 to July 1, 2028 Interest Accrues at Rates Between 2.000% & 5.000% "Aa3" Moody Rating | "AA" Standard & Poor's Rating The series 2012 bonds were issued to refund WIFA Loan Series 2001, WIFA Loan Series 2010 and a portion of the Subordinate Lien Water & Sewer Revenue Obligation Series 2003. Fiscal Year Prior Years 2015 2016 2017 2018 2019 2020-2028 Principal 1,725,000 4,290,000 4,465,000 4,640,000 4,875,000 5,020,000 52,620,000 Interest 8,607,429 3,560,250 3,388,650 3,210,050 2,978,050 2,831,800 14,295,250 Total 10,332,429 7,850,250 7,853,650 7,850,050 7,853,050 7,851,800 66,915,250 Total 77,635,000 38,871,479 116,506,479 407 DEBT SERVICE BUDGET Water & Sewer Revenue Funded Debt Subordinate Lien Water & Sewer Revenue Obligations, Series 2010A (Taxable Direct Pay Build America Bonds) $25,685,000 Issued November 30, 2010 with Semi-Annual Payments from July 1, 2011 to July 1, 2030 Interest Accrues at Rates Between 6.200% & 6.550% "Aa3" Moody Rating | "AA+" Standard & Poor's Rating The proceeds of the obligations were used for various improvement and extensions of the system which are contained in the City’s water and sewer Capital Improvement Plan, including, without limitation, (a) payments for the City’s share of upgrades to and the expansion of the 91st Avenue Regional Wastewater Treatment Plan, (b) replacement and rehabilitation of water lines throughout the System, (c) various water treatment plant improvements and construction of associated transmissions lines and (d) design and construction of upgrades at the wastewater treatment plants to meet federal regulations. Fiscal Year Prior Years 2015 2016 2017 2018 2019 2020-2030 Total Principal 25,685,000 Interest 5,877,126 1,638,858 1,638,858 1,638,858 1,638,858 1,638,858 15,687,848 Total 5,877,126 1,638,858 1,638,858 1,638,858 1,638,858 1,638,858 41,372,848 25,685,000 29,759,261 55,444,261 408 DEBT SERVICE BUDGET HURF Revenue Funded Debt HURF REVENUE FUNDED DEBT HURF Revenue Bonds HURF bond-funded projects require voter authorization (either HURF voter authorization or streets/parking G.O. voter authorization) but do not affect the city's G.O. 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. There is currently $67.2 million in remaining voter authorization for the Streets/Parking category. Debt Table 10 summarizes the debt service ratio for HURF bonds and shows the city adheres to both state law and more stringent cap of .45. 409 DEBT SERVICE BUDGET Transportation Sales Tax Funded Debt TRANSPORTATION SALES TAX FUNDED DEBT Transportation Sales Tax Revenue Obligations Transportation sales tax revenue currently supports the debt service for a FY07-08 revenue obligation. A minimum debt coverage ratio of 2.0 was established at the time of the FY07-08 issuance. There is an anticipated issuance of $20.0 million in FY14-15 with debt service payments beginning in FY14-15. Voter authorization is not required for Transportation Sales Tax Revenue Obligations. Debt Table 11 below summarizes annual revenue expected from the designated sales tax, future bond sale amounts, existing and proposed debt service, and the resulting coverage ratio. The table shows that the transportation sales tax revenue to debt service ratio meets the 2.0 coverage requirement established in FY07-08. Please see the Glendale Onboard Annual Report for more information. For a summary of all debt service obligations please see Schedule 7: Long Term Debt Service. 410 SCHEDULES Why Have Schedules? WHY HAVE 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 is a summary of the inflows and outflows and the effect on fund balance  Schedule 2 is a multi-year look at resources and uses for major and non-major funds  Schedule 3 is a multi-year look at revenues by individual fund  Schedule 4 is a summary of scheduled inter-fund transfers  Schedule 5 is a multi-year look at operating expenditures  Schedule 6 is a multi-year look at capital expenditures  Schedule 7 is a multi-year look at long-term debt service obligations  Schedule 8 is a multi-year look at payment requirements for leases  Schedule 9 is a multi-year listing of departmental authorized staffing by position  Schedule 10 is a listing of salary ranges by job description  Schedule 11 is a multi-year look at Glendale property tax rates and levies  Schedule 12 is a listing of internal services premiums by fund and department Official Budget Forms per the State of Arizona Office of the Auditor General:  Schedule A - Summary Schedule of Estimated Revenues and Expenditures/Expenses  Schedule B - Tax Levy and Tax Rate Information  Schedule C - Revenues Other Than Property Taxes  Schedule D - Other Financing Sources/ and Interfund Transfers  Schedule E - Expenditures/Expenses by Fund  Schedule F - Expenditures/Expenses by Department  Schedule G - Full-Time Employees and Personnel Compensation 411 SCHEDULE ONE FY 2015 Fund Balance Analysis General Funds 1000 General 1010 National Events 1040 General Services 1100 Telephone Services 1120 Vehicle Replacement 1140 PC Replacement 1190 Employee Groups 1200 Utility Bill Donation 1210 Community Services Group Fund 1220 Arts Commission Fund 1240 Court Security/Bonds 1260 Library 1280 Youth Sports Complex 1281 Stadium Event Operations 1282 Arena Event Operations 1283 CamelbackRanch EventOperations 1740 Civic Center 1750 City Sales Tax-Bed Tax 1770 Zanjero Special Revenue 1780 Arena Special Revenue 1790 Stadium City Sales Tax - AZSTA 1870 Marketing Self Sust 2530 Training Facility Revenue Fund 2538 Glendale Health Center Sub-Total General Funds Special Revenue Funds 1300 Home Grant 1310 Neighborhood Stabilization Pgm 1311 N'hood Stabilization Pgm III 1320 C.D.B.G. 1340 Highway User Gas Tax 1640 Local Transp. Assistance 1650 Transportation Grants 1660 Transportation Sales Tax 1700 Police Special Revenue 1720 Fire Special Revenue 1760 Airport Special Revenue 1820 CAP Grant 1830 Emergency Shelter Grants 1840 Grants 1842 ARRA Stimulus Grants 1860 RICO Funds 1880 Parks & Recreation Self Sust 1885 Parks & Recreation Designated 2120 Airport Capital Grants Sub-Total Special Revenue Funds Beginning Fund Balance Projected Revenues Transfer In Transfer Out Operations $17,914,854 $300,000 $23,488 $501,154 $5,738,451 $3,775,884 $48,989 $64,793 $0 $984,678 $121,261 $26,342 $0 $0 $0 $118,134 $0 $0 $0 $0 $0 $1,003,410 $42,035 $88,052 $30,751,525 $174,427,180 $0 $9,200,000 $677,870 $289,441 $564,645 $0 $150,900 $0 $281,112 $420,050 $111,000 $75,000 $733,203 $283,470 $155,000 $416,070 $674,459 $2,207,097 $14,508,938 $2,015,821 $380,000 $1,487,700 $61,250 $209,120,206 $24,442,419 $1,790,271 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $208,000 $2,309,724 $16,825,463 $784,663 $158,498 $0 $0 $0 $0 $283,645 $0 $0 $46,802,683 ($38,367,189) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($2,207,097) ($14,508,938) $0 $0 $0 $0 ($55,083,224) ($157,103,366) ($1,760,271) ($9,175,021) ($1,178,404) ($2,452,791) ($3,419,294) ($20,000) ($200,000) $0 ($173,162) ($531,036) ($120,000) ($283,000) ($3,042,927) ($17,108,933) ($71,932) ($539,568) ($655,695) $0 $0 ($2,015,821) ($708,592) ($1,527,607) ($48,590) ($202,136,010) $0 $0 $0 $0 $18,400,642 $0 $0 $29,789,725 $8,321,558 $1,676,735 $0 $0 $0 $0 $0 $1,436,775 $52,843 $139,487 $0 $59,817,765 $1,625,895 $1,320,000 $600,000 $4,553,300 $12,903,286 $666,707 $6,822,438 $23,641,743 $14,565,300 $7,334,300 $478,925 $1,284,635 $208,992 $15,992,136 $0 $1,015,000 $1,082,861 $9,300 $12,919,409 $107,024,227 $0 $0 $0 $0 $0 $0 $0 $1,566,707 $0 $0 $244,981 $15,049 $0 $0 $0 $0 $0 $0 $0 $1,826,737 $0 $0 $0 $0 ($19,310,594) ($666,707) $0 ($29,652,088) ($16,550,770) ($7,891,649) $0 $0 $0 $0 $0 $0 $0 $0 $0 ($74,071,808) ($1,625,895) ($1,320,000) ($600,000) ($4,549,500) ($8,471,957) $0 ($1,035,541) ($12,485,025) $0 $0 ($723,906) ($1,299,684) ($208,992) ($13,992,136) $0 ($2,445,733) ($1,135,704) ($115,368) $0 ($50,009,441) 412 SCHEDULE ONE FY 2015 Fund Balance Analysis General Funds 1000 General 1010 National Events 1040 General Services 1100 Telephone Services 1120 Vehicle Replacement 1140 PC Replacement 1190 Employee Groups 1200 Utility Bill Donation 1210 Community Services Group Fund 1220 Arts Commission Fund 1240 Court Security/Bonds 1260 Library 1280 Youth Sports Complex 1281 Stadium Event Operations 1282 Arena Event Operations 1283 CamelbackRanch EventOperations 1740 Civic Center 1750 City Sales Tax-Bed Tax 1770 Zanjero Special Revenue 1780 Arena Special Revenue 1790 Stadium City Sales Tax - AZSTA 1870 Marketing Self Sust 2530 Training Facility Revenue Fund 2538 Glendale Health Center Sub-Total General Funds Special Revenue Funds 1300 Home Grant 1310 Neighborhood Stabilization Pgm 1311 N'hood Stabilization Pgm III 1320 C.D.B.G. 1340 Highway User Gas Tax 1640 Local Transp. Assistance 1650 Transportation Grants 1660 Transportation Sales Tax 1700 Police Special Revenue 1720 Fire Special Revenue 1760 Airport Special Revenue 1820 CAP Grant 1830 Emergency Shelter Grants 1840 Grants 1842 ARRA Stimulus Grants 1860 RICO Funds 1880 Parks & Recreation Self Sust 1885 Parks & Recreation Designated 2120 Airport Capital Grants Sub-Total Special Revenue Funds Capital Outlay Debt Service Contingency Total Appropriation Ending Fund Bal. ($515,219) $0 $0 $0 $0 ($754,929) $0 $0 $0 ($300,000) $0 $0 $0 $0 $0 ($985,865) ($35,000) $0 $0 $0 $0 $0 $0 $0 ($2,591,013) $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 ($5,000,000) ($330,000) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($5,330,000) ($162,618,585) ($2,090,271) ($9,175,021) ($1,178,404) ($2,452,791) ($4,174,223) ($20,000) ($200,000) $0 ($473,162) ($531,036) ($120,000) ($283,000) ($3,042,927) ($17,108,933) ($1,057,797) ($574,568) ($655,695) $0 $0 ($2,015,821) ($708,592) ($1,527,607) ($48,590) ($210,057,023) $15,798,679 $0 $48,467 $620 $3,575,101 $166,306 $28,989 $15,693 $0 $792,628 $10,275 $17,342 $0 $0 $0 $0 $0 $18,764 $0 $0 $0 $958,463 $2,128 $100,712 $21,534,167 $0 $0 $0 $0 $0 $0 ($5,786,897) $0 $0 $0 $0 $0 $0 ($2,000,000) $0 $0 $0 $0 ($12,919,409) ($20,706,306) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($600,000) $0 $0 ($1,200,000) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($1,800,000) ($1,625,895) ($1,320,000) ($600,000) ($4,549,500) ($9,071,957) $0 ($6,822,438) ($13,685,025) $0 $0 ($723,906) ($1,299,684) ($208,992) ($15,992,136) $0 ($2,445,733) ($1,135,704) ($115,368) ($12,919,409) ($72,515,747) $0 $0 $0 $3,800 $2,921,377 $0 $0 $11,661,062 $6,336,088 $1,119,386 $0 $0 $0 $0 $0 $6,042 $0 $33,419 $0 $22,081,174 413 SCHEDULE ONE FY 2015 Fund Balance Analysis Debt Service Funds 1900 G.O. Bond Debt Service 1920 HURF Debt Service 1930 PFC Debt Service 1940 M.P.C. Debt Service 1970 Transportation Debt Service Sub-Total Debt Service Funds Capital Projects Funds 1380 DIF Library Blds 1421+ DIF-Fire Protection Facilities 1441+ DIF-Police Facilities 1461+ DIF-Citywide Parks 1481+ DIF-Citywide Recreation Fac 1501+ DIF-Libraries 1520 DIF-Citywide Open Spaces 1541+ DIF-Parks Dev Zone 1 1561+ DIF-Parks Dev Zone 2 1581+ DIF-Parks Dev Zone 3 1601+ DIF-Roadway Improvements 1620 DIF-General Government 1980 Streets Constr. - 1999 Auth 2000 Hurf Street Bonds 2040 Public Safety Construction 2060 Parks Construction 2080 Gov't Facilities - 1999 Auth 2100 Economic Dev. Constr-1999 Auth 2130 Cultural Facility Bond Fund 2140 Open Space/Trails Constr-99 Au 2180 Flood Control Construction 2210 Transportation Capital Project Sub-Total Capital Projects Funds Permanent Funds 2280 Cemetery Perpetual Care Sub-Total Permanent Funds Enterprise Funds 2360+ Water and Sewer 2440 Landfill 2480 Sanitation 2500 Pub Housing Budget Activities Sub-Total Enterprise Funds Internal Service Funds 2540 Risk Management Self Insurance 2560 Workers Comp. Self Insurance 2580 Benefits Trust Fund Sub-Total Internal Service Funds TOTAL Beginning Fund Balance Projected Revenues Transfer In Transfer Out Operations $10,003,485 $24,956 $58,143 $952,169 $3,178 $11,041,931 $19,698,687 $0 $0 $0 $0 $19,698,687 $209,713 $1,958,000 $0 $31,288,661 $7,331,080 $40,787,454 $0 $0 $0 $0 $0 $0 $1,748,797 $484,722 $1,538,609 $340,475 $887,496 $3,158,210 $501,759 $182,865 $179,378 $86,269 $3,088,498 $161,276 $2,726,149 $301,000 $2,097,191 $271,743 $69,039 $1,122,229 $262,088 $587,700 $6,214,376 $0 $26,009,869 $6,333 $254,770 $182,229 $40,318 $43,336 $86,861 $1,099 $11,369 $4,426 $23,940 $1,045,735 $667 $0 $21,406 $698 $8 $0 $434 $0 $0 $1,556 $20,000,000 $21,725,185 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $18,352,594 $0 $0 $0 $0 $0 $0 $0 $21,321,008 $39,673,602 $5,635,870 $5,635,870 $20,000 $20,000 $0 $0 $0 $0 $75,472,923 $11,453,363 $3,567,656 $1,922,153 $92,416,095 $84,155,831 $11,014,643 $14,994,588 $15,522,294 $125,687,356 $0 $0 $0 $274,269 $274,269 $0 $0 $0 $0 $0 ($49,482,532) ($8,763,281) ($13,332,998) ($15,884,596) ($87,463,407) $2,404,547 $6,584,851 $748,171 $9,737,569 $2,532,950 $1,929,951 $23,091,836 $27,554,737 $0 $0 $0 $0 $0 $0 $0 $0 ($4,000,000) ($1,608,000) ($23,291,958) ($28,899,958) $235,410,624 $510,830,398 $129,364,745 ($129,364,745) ($368,512,634) $0 $0 $0 $0 ($209,713) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($209,713) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($855) ($83) $0 ($465) $0 $0 ($2,415) $0 ($3,818) $0 $0 414 SCHEDULE ONE FY 2015 Fund Balance Analysis Debt Service Funds 1900 G.O. Bond Debt Service 1920 HURF Debt Service 1930 PFC Debt Service 1940 M.P.C. Debt Service 1970 Transportation Debt Service Sub-Total Debt Service Funds Capital Projects Funds 1380 DIF Library Blds 1421+ DIF-Fire Protection Facilities 1441+ DIF-Police Facilities 1461+ DIF-Citywide Parks 1481+ DIF-Citywide Recreation Fac 1501+ DIF-Libraries 1520 DIF-Citywide Open Spaces 1541+ DIF-Parks Dev Zone 1 1561+ DIF-Parks Dev Zone 2 1581+ DIF-Parks Dev Zone 3 1601+ DIF-Roadway Improvements 1620 DIF-General Government 1980 Streets Constr. - 1999 Auth 2000 Hurf Street Bonds 2040 Public Safety Construction 2060 Parks Construction 2080 Gov't Facilities - 1999 Auth 2100 Economic Dev. Constr-1999 Auth 2130 Cultural Facility Bond Fund 2140 Open Space/Trails Constr-99 Au 2180 Flood Control Construction 2210 Transportation Capital Project Sub-Total Capital Projects Funds Permanent Funds 2280 Cemetery Perpetual Care Sub-Total Permanent Funds Enterprise Funds 2360+ Water and Sewer 2440 Landfill 2480 Sanitation 2500 Pub Housing Budget Activities Sub-Total Enterprise Funds Internal Service Funds 2540 Risk Management Self Insurance 2560 Workers Comp. Self Insurance 2580 Benefits Trust Fund Sub-Total Internal Service Funds TOTAL Capital Outlay Debt Service $0 $0 $0 $0 $0 $0 $0 ($2,101) ($1,004) ($234) ($234) ($373,817) ($351,822) ($121,056) ($132,863) ($42,929) ($701,240) ($306) ($2,221,567) ($18,675,000) ($535,583) ($252,921) ($64,175) ($726,528) $0 $0 ($3,259,444) ($41,321,008) ($68,783,832) $0 $0 ($36,150,259) ($12,254,529) ($3,985,528) $0 ($52,390,316) Contingency ($26,072,628) ($1,958,000) $0 ($31,478,662) ($7,331,081) ($66,840,371) $0 $0 $0 $0 $0 $0 Total Appropriation Ending Fund Bal. ($26,072,628) ($1,958,000) $0 ($31,478,662) ($7,331,081) ($66,840,371) $3,839,257 $24,956 $58,143 $762,168 $3,177 $4,687,701 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($1,755,130) ($737,391) ($1,719,834) ($380,559) ($720,885) ($2,871,254) ($151,036) ($73,178) ($50,941) ($67,280) ($3,432,993) ($161,637) ($504,582) $0 ($1,561,451) ($18,747) ($4,864) ($395,670) ($262,088) ($587,700) ($2,954,073) $0 ($18,411,293) ($1,755,130) ($739,492) ($1,720,838) ($380,793) ($721,119) ($3,245,071) ($502,858) ($194,234) ($183,804) ($110,209) ($4,134,233) ($161,943) ($2,726,149) ($18,675,000) ($2,097,889) ($271,751) ($69,039) ($1,122,663) ($262,088) ($587,700) ($6,215,932) ($41,321,008) ($87,198,943) $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 ($5,655,870) ($5,655,870) ($5,655,870) ($5,655,870) $0 $0 ($4,200,000) ($600,000) ($700,000) $0 ($5,500,000) ($115,311,156) ($21,617,810) ($18,018,526) ($15,884,596) ($170,832,088) $44,317,598 $850,196 $543,718 $1,834,120 $47,545,632 ($25,478,365) $0 $0 $0 ($25,478,365) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ($4,000,000) ($1,608,000) ($23,291,958) ($28,899,958) $937,497 $6,906,802 $548,049 $8,392,348 ($144,471,467) ($92,318,736) ($36,697,163) ($642,000,000) $104,241,022 415 SCHEDULE TWO Summary of Financial Sources and Uses Major Funds Non-Major Funds General Fund Water and Sewer Fund Other Governmental FY 2013 FY 2014 FY 2015 Actual Estimate Budget FY 2013 FY 2014 FY 2015 Actual Estimate Budget FY 2013 FY 2014 FY 2015 Actual Estimate Budget (All Dollars in Thousands) Financial Sources Charges for services Contributions Fines and forfeitures Interest Income Intergovernmental Licenses and permits Miscellaneous Other financing sources Self insurance premiums Taxes revenue Transfer In Total Financial Sources Financial Uses Capital Outlay Community Environment Community Housing Community Services Contingency Debt Service General Government Internal Services Landfill Other Public Safety Public Works Sanitation Street Maintenance Water and Sewer Transfer Out Total Financial Uses Net Increase/(Decrease) in Fund Balance / Net Assets Beginning Fund Bal / Net Assets Ending Fund Bal / Net Assets $12,963 $30 $3,194 $955 $49,303 $9,432 $2,519 $0 $0 $78,203 $1,547 $12,436 $28 $2,950 $250 $51,840 $8,280 $3,598 $0 $0 $85,014 $0 $13,755 $278 $3,025 $250 $55,947 $8,306 $3,039 $0 $0 $89,827 $24,442 $77,682 $0 $0 $386 $549 $110 $4,531 $0 $0 $0 $513 $74,786 $0 $0 $120 $0 $96 $2,835 $0 $0 $0 $0 $81,297 $0 $0 $120 $0 $96 $2,642 $0 $0 $0 $0 $19,424 $220 $383 $255 $27,285 $1,287 $3,091 $23,857 $247 $389 $193 $31,792 $1,794 $2,776 $0 $71,252 $57,226 $0 $73,143 $67,895 $21,518 $0 $389 $188 $58,646 $1,725 $4,259 $20,000 $0 $76,436 $104,648 $158,146 $164,397 $198,870 $83,771 $77,837 $84,156 $180,423 $202,086 $287,809 $147 $0 $0 $14,714 $0 $0 $22,813 $0 $0 $0 $78,122 $11,258 $0 $0 $0 $18,893 $62 $0 $0 $13,290 $0 $0 $22,908 $0 $0 $0 $81,080 $12,620 $0 $0 $0 $35,648 $515 $0 $0 $13,701 $5,000 $0 $22,850 $0 $0 $0 $108,273 $12,279 $0 $0 $0 $38,367 $5,797 $0 $0 $0 $0 $24,174 $0 $0 $0 $0 $0 $0 $0 $0 $39,179 $139 $1,037 $0 $0 $0 $0 $28,492 $0 $0 $0 $0 $0 $0 $0 $0 $49,192 $126 $36,150 $0 $0 $0 $4,200 $25,478 $0 $0 $0 $0 $0 $0 $0 $0 $49,483 $0 $13,613 $4,973 $0 $14,066 $0 $66,701 $3,376 $0 $0 $4,385 $27,159 $9,268 $0 $7,286 $0 $41,050 $8,008 $6,822 $0 $20,649 $0 $64,253 $5,054 $0 $0 $16,414 $35,115 $12,198 $0 $10,171 $0 $32,335 $91,566 $9,624 $0 $21,497 $26,197 $66,840 $5,918 $0 $0 $18,017 $18,876 $11,746 $0 $9,368 $0 $90,998 $145,948 $165,608 $200,986 $69,290 $78,846 $115,311 $191,878 $211,020 $370,647 $12,198 ($1,211) ($2,116) $14,480 ($1,009) ($31,155) ($11,456) ($8,935) ($82,838) $6,927 $19,125 $17,915 $62,002 $76,482 $75,473 $135,731 $124,277 $115,342 $19,125 $17,915 $15,799 $76,482 $75,473 $44,318 $124,277 $115,342 $32,504 416 SCHEDULE TWO Summary of Financial Sources and Uses Non-Major Funds (continued) Other Enterprise Internal Services Total All Funds FY 2013 FY 2014 FY 2015 Actual Estimate Budget FY 2013 FY 2014 FY 2015 Actual Estimate Budget FY 2013 FY 2014 FY 2015 Actual Estimate Budget (All Dollars in Thousands) Financial Sources Charges for services Contributions Fines and forfeitures Interest Income Intergovernmental Licenses and permits Miscellaneous Other financing sources Self insurance premiums Taxes revenue Transfer In $23,003 $0 $0 $22 $8,953 $0 $5,544 $0 $0 $0 $434 $23,607 $0 $0 $54 $10,814 $0 $5,241 $0 $0 $0 $274 $25,330 $0 $0 $44 $15,522 $0 $635 $0 $0 $0 $274 $0 $0 $0 $17 $0 $1 $141 $0 $28,919 $0 $1,890 $0 $0 $0 $26 $0 $1 $1,640 $0 $27,372 $0 $0 $0 $0 $0 $20 $0 $1 $140 $0 $27,394 $0 $0 $133,073 $250 $3,578 $1,634 $86,090 $10,830 $15,826 $134,687 $275 $3,338 $643 $94,446 $10,172 $16,089 $28,919 $149,455 $61,609 $27,372 $158,158 $68,170 $141,900 $278 $3,414 $622 $130,116 $10,129 $10,715 $20,000 $27,394 $166,263 $129,365 $37,957 $39,991 $41,806 $30,968 $29,039 $27,555 $491,264 $513,350 $640,195 $975 $0 $13,562 $0 $0 $0 $0 $0 $6,441 $0 $0 $0 $14,239 $0 $0 $127 $1,085 $0 $15,915 $0 $0 $0 $0 $0 $7,456 $0 $0 $0 $13,661 $0 $0 $61 $16,240 $0 $15,885 $0 $1,300 $0 $0 $0 $8,763 $0 $0 $0 $13,333 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $27,839 $0 $0 $0 $0 $0 $0 $0 $1,400 $0 $0 $0 $0 $0 $0 $0 $27,156 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $28,900 $0 $0 $0 $0 $0 $0 $0 $0 $20,533 $4,973 $13,562 $28,780 $0 $90,875 $26,190 $27,839 $6,441 $4,385 $105,281 $20,526 $14,239 $7,286 $39,179 $61,609 $10,192 $6,822 $15,915 $33,940 $0 $92,745 $27,962 $27,156 $7,456 $16,414 $116,195 $24,818 $13,661 $10,171 $49,192 $68,170 $144,471 $9,624 $15,885 $35,198 $36,697 $92,319 $28,768 $28,900 $8,763 $18,017 $127,149 $24,024 $13,333 $9,368 $49,483 $129,365 $35,344 $38,179 $55,521 $29,239 $27,156 $28,900 $471,698 $520,809 $771,365 $2,612 $1,812 ($13,715) $1,729 $1,883 ($1,345) $19,565 Beginning Fund Bal / Net Assets $12,518 $15,131 $16,943 $6,126 $7,854 $9,738 $223,304 $242,871 $235,412 Ending Fund Bal / Net Assets $15,131 $16,943 $3,228 $7,854 $9,738 $8,392 $242,871 $235,412 $104,242 Total Financial Sources Financial Uses Capital Outlay Community Environment Community Housing Community Services Contingency Debt Service General Government Internal Services Landfill Other Public Safety Public Works Sanitation Street Maintenance Water and Sewer Transfer Out Total Financial Uses Net Increase/(Decrease) in Fund Balance / Net Assets ($7,459) ($131,170) 417 CITY OF GLENDALE, AZ 418 SCHEDULE THREE Summary of Revenues Fund Description FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget City Sales Tax $52,816,726 $75,628,027 $79,817,728 $84,463,062 State Income Tax $19,135,419 $23,159,063 $25,294,112 $27,444,369 State Shared Sales Tax $17,716,047 $18,557,531 $18,988,867 $20,486,143 Staff & Adm Chargebacks $8,862,000 $8,862,000 $9,200,000 $9,700,000 Motor Vehicle In-Lieu $7,277,333 $7,586,229 $7,557,299 $8,016,651 Property Tax $2,886,801 $2,553,678 $5,196,766 $5,364,136 Gas/Electric Franchise Fees $2,769,648 $2,785,558 $2,722,000 $2,733,977 Court Revenue $2,861,123 $2,906,824 $2,710,380 $2,713,780 Fire Department Other Fees $2,284,843 $2,393,365 $2,093,448 $2,301,448 Miscellaneous $1,706,524 $1,440,140 $2,417,048 $1,941,787 Cable Franchise Fees $1,470,655 $1,470,698 $1,547,000 $1,572,061 Recreation Revenue $1,218,675 $1,288,315 $1,205,100 $1,280,120 Building Permits $1,306,357 $1,528,954 $1,005,005 $1,106,000 Plan Check Fees $678,701 $794,236 $710,454 $704,000 Sales Tax Licenses $751,681 $816,482 $655,950 $660,542 Right-of-Way Permits $628,928 $974,333 $719,123 $655,000 City Property Rental $557,261 $393,291 $385,679 $645,888 Facility Rental Income $161,775 $155,808 $160,696 $376,927 Fire Dept CD Fees $263,164 $355,671 $318,643 $318,643 $27,792 $29,565 $28,315 $278,315 Interest $346,456 $954,981 $250,000 $250,000 Lease Proceeds $217,571 $410,495 $210,200 $210,200 Liquor Licenses $190,730 $195,373 $200,000 $201,400 Cemetery Revenue $201,485 $231,125 $180,000 $185,000 Planning/Zoning $173,200 $258,777 $262,322 $180,000 Engineering Plan Check Revenue $260,312 $410,683 $101,327 $164,191 Library Fines/Fees $165,222 $162,842 $135,000 $142,000 Bus./Prof. Licenses $64,141 $62,534 $110,000 $110,770 Miscellaneous CD Fees $67,258 $136,560 $105,000 $110,000 Business Licenses $67,627 $54,610 $80,000 $80,560 Traffic Engineering Plan Check $20,388 $41,742 $30,000 $30,210 $127,155,843 $156,599,490 $164,397,462 $174,427,180 $8,489,602 $8,762,005 $9,362,930 $9,200,000 $4,539 $3,640 $8,766,544 $9,366,570 GENERAL FUNDS 1000 - General SRP In-Lieu 1000 - General Total: 1040 - General Services Internal Charges Miscellaneous 1040 - General Services Total: $8,489,602 $9,200,000 419 SCHEDULE THREE Summary of Revenues Fund Description FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget 1100 - Telephone Services Internal Charges 1100 - Telephone Services Total: $902,635 $943,492 $879,521 $677,870 $902,635 $943,492 $879,521 $677,870 $542,573 $627,578 $276,909 $283,441 $11,369 $17,283 $16,000 $6,000 $1,702,283 $1,625,703 $1,663,297 $0 $2,256,225 $2,270,564 $1,956,206 $289,441 1120 - Vehicle Replacement Miscellaneous Interest Internal Charges 1120 - Vehicle Replacement Total: 1140 - PC Replacement $1,728,690 $2,069,132 $1,915,052 $534,352 Miscellaneous Internal Charges $1,841 $78,971 $21,940 $25,293 Interest $8,355 $9,712 $11,573 $5,000 $1,738,886 $2,157,815 $1,948,565 $564,645 $61,045 $23,557 $22,500 $61,045 $23,557 $22,500 1140 - PC Replacement Total: 1190 - Employee Groups Miscellaneous 1190 - Employee Groups Total: 1200 - Utility Bill Donation Other $93,309 $78,706 $75,500 $75,500 Miscellaneous $75,000 $75,000 $75,000 $75,000 $589 $543 $460 $400 $168,898 $154,249 $150,960 $150,900 Interest 1200 - Utility Bill Donation Total: 1210 - Community Services Group Fund Miscellaneous $639 $309 $639 $309 Miscellaneous $9,328 $55,595 $17,968 $277,973 Interest $3,571 $3,802 $3,728 $3,139 $12,899 $59,397 $21,696 $281,112 Court Revenue $329,936 $383,475 $388,750 $388,925 Miscellaneous $35,441 $31,391 $30,250 $30,250 $1,038 $1,154 $1,050 $875 $366,415 $416,020 $420,050 $420,050 $158,135 $123,572 $110,000 $111,000 $2,967 $3,330 $2,157 1210 - Community Services Group Fund Total: 1220 - Arts Commission Fund 1220 - Arts Commission Fund Total: 1240 - Court Security/Bonds Interest 1240 - Court Security/Bonds Total: 1260 - Library Library Fines/Fees Miscellaneous 420 SCHEDULE THREE Summary of Revenues Fund Description FY 2012 Actual 1260 - Library Total: FY 2013 Actual FY 2014 Estimate FY 2015 Budget $161,102 $126,902 $112,157 $111,000 $42,942 $80,990 $75,000 $75,000 $42,942 $80,990 $75,000 $75,000 $703,220 $745,331 $733,203 $733,203 $703,220 $745,331 $733,203 $733,203 $296,661 $335,736 $331,184 $283,470 $296,661 $335,736 $331,184 $283,470 $102,000 $102,000 1280 - Youth Sports Complex Recreation Revenue 1280 - Youth Sports Complex Total: 1281 - Stadium Event Operations Security Revenue 1281 - Stadium Event Operations Total: 1282 - Arena Event Operations Arena Fees 1282 - Arena Event Operations Total: 1283 - CamelbackRanch EventOperations Miscellaneous Camelback Ranch Rev - Fire $39,839 $53,601 $53,000 $53,000 $39,839 $53,601 $155,000 $155,000 $289,958 $290,088 $299,000 $301,070 Miscellaneous $91,409 $86,953 $90,000 $90,000 Equipment Rental $24,840 $18,434 $25,000 $25,000 $406,207 $395,475 $414,000 $416,070 $656,778 $674,459 $656,778 $674,459 1283 - CamelbackRanch EventOperations Total: 1740 - Civic Center Facility Rental Income 1740 - Civic Center Total: 1750 - City Sales Tax-Bed Tax City Sales Tax 1750 - City Sales Tax-Bed Tax Total: 1770 - Zanjero Special Revenue City Sales Tax $1,319,424 $2,081,343 $1,945,532 $2,207,097 $1,319,424 $2,081,343 $1,945,532 $2,207,097 City Sales Tax $2,001,914 $4,968,892 $5,778,297 $6,700,184 Arena Fees $2,493,248 $1,764,353 $5,556,358 $6,570,441 $276,920 $1,196,837 $1,238,313 $1,238,313 $12,572,968 $14,508,938 1770 - Zanjero Special Revenue Total: 1780 - Arena Special Revenue Facility Rental Income Miscellaneous 1780 - Arena Special Revenue Total: $4,753,126 $9,525,208 ($145) $7,929,937 1782 - PFC Special Revenue Fund Miscellaneous Facility Rental Income 1782 - PFC Special Revenue Fund Total: $58,549 $1 $58,550 421 SCHEDULE THREE Summary of Revenues Fund Description FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget 1790 - Stadium City Sales Tax - AZSTA City Sales Tax $1,776,972 $2,154,463 $1,951,424 $2,015,821 1790 - Stadium City Sales Tax - AZSTA Total: $1,776,972 $2,154,463 $1,951,424 $2,015,821 $493,815 $458,158 $377,500 $375,000 $3,896 $2,031 $5,000 $5,000 $411,700 $0 $0 $871,889 $382,500 $380,000 $1,478,888 $1,418,300 $1,487,700 $1,487,700 $478 $210 $1,479,366 $1,418,510 $1,487,700 $1,487,700 $59,762 $60,026 $61,250 $61,250 $59,762 $60,026 $61,250 $61,250 $157,461,501 $187,704,190 $200,042,226 $209,120,206 $497,143 $626,202 $1,401,934 $1,625,895 $497,143 $626,202 $1,401,934 $1,625,895 $3,258 $596,683 $131,647 $868,905 $733,551 $278,062 $968,353 $451,095 $736,809 $874,745 $1,100,000 $1,320,000 $1,814,140 $597,405 $1,334,188 $600,000 $1,814,140 $597,405 $1,334,188 $600,000 $1,970,145 $2,162,913 $1,350,874 $4,458,358 $10,228 $46,060 $9,504 $94,942 $1,980,373 $2,208,973 $1,360,378 $4,553,300 $11,352,855 $12,415,078 $12,791,191 $12,903,286 1870 - Marketing Self Sust Miscellaneous Facility Rental Income City Sales Tax 1870 - Marketing Self Sust Total: $497,711 2530 - Training Facility Revenue Fund Partner Revenue Miscellaneous 2530 - Training Facility Revenue Fund Total: 2538 - Glendale Health Center Health Care Revenue 2538 - Glendale Health Center Total: TOTAL-GENERAL FUNDS SPECIAL REVENUE FUNDS 1300 - Home Grant Grants 1300 - Home Grant Total: 1310 - Neighborhood Stabilization Pgm Grants Miscellaneous 1310 - Neighborhood Stabilization Pgm Total: 1311 - N'hood Stabilization Pgm III Grants 1311 - N'hood Stabilization Pgm III Total: 1320 - C.D.B.G. Grants Miscellaneous 1320 - C.D.B.G. Total: 1340 - Highway User Gas Tax Highway User Revenues Miscellaneous $34,491 422 SCHEDULE THREE Summary of Revenues Fund Description 1340 - Highway User Gas Tax Total: FY 2012 Actual FY 2013 Actual $11,352,855 $12,449,569 FY 2014 Estimate FY 2015 Budget $12,791,191 $12,903,286 $666,707 $666,707 $666,707 $666,707 $2,330,358 $4,822,438 1640 - Local Transp. Assistance LTAF - Lottery 1640 - Local Transp. Assistance Total: 1650 - Transportation Grants Grants $2,562,876 $2,108,551 Miscellaneous Transit Revenue $2,000,000 $26,588 $10,832 $2,589,464 $2,108,551 $2,341,190 $6,822,438 $20,664,530 $21,690,933 $22,357,634 $23,432,936 $104,432 $127,540 $128,750 $128,807 Interest $83,635 $92,919 $80,000 $80,000 Grants $589,866 $648,275 $2,322,914 $222,507 1650 - Transportation Grants Total: 1660 - Transportation Sales Tax City Sales Tax Transit Revenue Miscellaneous Facility Rental Income $3,460 $23,768,837 $22,782,174 $22,566,384 $23,641,743 City Sales Tax $2,755,698 $2,722,367 $10,819,608 $11,174,491 City Sales Tax - PS .4 $9,825,052 $11,258,024 $3,280,392 $3,390,809 $1,253 $234,585 $12,580,750 $13,981,644 $14,334,585 $14,565,300 City Sales Tax - PS .4 $4,912,532 $5,629,016 $5,336,307 $5,515,898 City Sales Tax $1,377,849 $1,366,155 $1,763,693 $1,818,402 $6,290,381 $6,995,171 $7,100,000 $7,334,300 $445,087 $456,516 $452,015 $467,925 $11,319 $11,893 $10,750 $11,000 $456,660 $468,409 $462,765 $478,925 $1,339,167 $955,156 $1,111,494 $1,184,605 $86,373 $53,470 $70,654 $100,030 $1,425,540 $1,008,626 $1,182,148 $1,284,635 1660 - Transportation Sales Tax Total: 1700 - Police Special Revenue Miscellaneous 1700 - Police Special Revenue Total: 1720 - Fire Special Revenue 1720 - Fire Special Revenue Total: 1760 - Airport Special Revenue Airport Fees Miscellaneous Lease Proceeds 1760 - Airport Special Revenue Total: $254 1820 - CAP Grant Grants Miscellaneous 1820 - CAP Grant Total: 423 SCHEDULE THREE Summary of Revenues Fund Description FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget 1830 - Emergency Shelter Grants Grants $99,336 $145,672 $331,137 $208,992 $99,336 $145,672 $331,137 $208,992 $1,667,894 $1,998,552 $7,645,692 $15,992,136 $694,482 $1,311,900 $383 $2,963 $1,482 $2,092 $2,364,241 $3,315,507 $7,645,692 $15,992,136 $1,087,429 $1,171,446 $185,836 $285,425 $71,322 $10,028 1830 - Emergency Shelter Grants Total: 1840 - Grants Grants Miscellaneous Library Fines/Fees Interest 1840 - Grants Total: 1842 - ARRA Stimulus Grants Miscellaneous Grants Interest $10,952 $1,372,854 $1,253,720 $195,864 $3,804,273 $558,289 $1,053,055 $1,000,000 Federal Forfeitures $39,669 $10,281 $15,000 $15,000 Interest $63,288 $28,935 $7,500 $3,907,230 $597,505 $1,075,555 $1,015,000 $1,141,644 $840,996 $892,796 $967,861 $88,456 $96,635 $112,500 $115,000 $6,547 $63,946 $4,500 $0 $1,236,647 $1,001,577 $1,009,796 $1,082,861 $3,998 $9,871 $9,000 $9,000 $358 $400 $365 $300 $4,356 $10,271 $9,365 $9,300 $58,326 $555,680 $252,903 $12,919,409 1842 - ARRA Stimulus Grants Total: 1860 - RICO Funds State Forfeitures 1860 - RICO Funds Total: 1880 - Parks & Recreation Self Sust Recreation Revenue Facility Rental Income Miscellaneous 1880 - Parks & Recreation Self Sust Total: 1885 - Parks & Recreation Designated Recreation Revenue Interest 1885 - Parks & Recreation Designated Total: 2120 - Airport Capital Grants Grants Interest 2120 - Airport Capital Grants Total: TOTAL-SPECIAL REVENUE FUNDS $9 $58,326 $555,689 $252,903 $12,919,409 $72,535,942 $70,981,410 $77,161,782 $107,024,227 424 SCHEDULE THREE Summary of Revenues Fund Description FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $17,662,350 $18,969,299 $18,826,764 $19,065,274 Miscellaneous $334,316 $629,905 $600,621 $633,413 SRP In-Lieu $169,060 $219,936 $246,816 Interest $334,318 $4 $18,500,044 $19,819,144 DEBT SERVICE FUNDS 1900 - G.O. Bond Debt Service Property Tax 1900 - G.O. Bond Debt Service Total: $19,674,201 $19,698,687 1930 - PFC Debt Service Miscellaneous $9 $9 1930 - PFC Debt Service Total: 1940 - M.P.C. Debt Service Facility Rental Income $953,312 Miscellaneous 1940 - M.P.C. Debt Service Total: TOTAL-DEBT SERVICE FUNDS $3,371 $956,683 $19,456,727 $19,819,153 $19,674,201 $19,698,687 $4,647 $5,474 $6,322 $6,333 $4,647 $5,474 $6,322 $6,333 $150,548 $106,993 $250,268 $252,770 $114 $527 $1,184 $2,000 $150,662 $107,520 $251,452 $254,770 $167,515 $80,809 $174,086 $175,826 $3,150 $4,129 $5,744 $6,403 $170,665 $84,938 $179,830 $182,229 $57,800 $43,714 $38,443 $38,827 $618 $868 $1,332 $1,491 $58,418 $44,582 $39,775 $40,318 $59,704 $43,686 $38,443 $38,827 $3,597 $3,888 $5,410 $4,509 $63,301 $47,574 $43,853 $43,336 CAPITAL PROJECTS FUNDS 1380 - DIF Library Blds Interest 1380 - DIF Library Blds Total: 1421+ - DIF-Fire Protection Facilities Development Impact Fees Interest 1421+ - DIF-Fire Protection Facilities Total: 1441+ - DIF-Police Facilities Development Impact Fees Interest 1441+ - DIF-Police Facilities Total: 1461+ - DIF-Citywide Parks Development Impact Fees Interest 1461+ - DIF-Citywide Parks Total: 1481+ - DIF-Citywide Recreation Fac Development Impact Fees Interest 1481+ - DIF-Citywide Recreation Fac Total: 425 SCHEDULE THREE Summary of Revenues Fund Description FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget 1501+ - DIF-Libraries Development Impact Fees $102,500 $83,770 $73,583 $74,318 $8,675 $9,825 $13,090 $12,543 $111,175 $93,595 $86,673 $86,861 $1,313 $1,580 $2,083 $1,099 Interest 1501+ - DIF-Libraries Total: 1520 - DIF-Citywide Open Spaces Interest Development Impact Fees 1520 - DIF-Citywide Open Spaces Total: $64,069 ($933) $65,382 $647 $2,083 $1,099 $29,429 $28,286 $10,787 $10,894 $345 $491 $889 $475 $29,774 $28,777 $11,676 $11,369 $17,236 $3,553 $4,091 $4,131 $480 $557 $738 $295 $17,716 $4,110 $4,829 $4,426 $8,908 $12,122 $23,504 $23,739 $140 $187 $294 $201 $9,048 $12,309 $23,798 $23,940 $909,907 $373,290 $1,023,722 $1,033,959 $7,481 $8,921 $10,207 $11,776 1541+ - DIF-Parks Dev Zone 1 Development Impact Fees Interest 1541+ - DIF-Parks Dev Zone 1 Total: 1561+ - DIF-Parks Dev Zone 2 Development Impact Fees Interest 1561+ - DIF-Parks Dev Zone 2 Total: 1581+ - DIF-Parks Dev Zone 3 Development Impact Fees Interest 1581+ - DIF-Parks Dev Zone 3 Total: 1601+ - DIF-Roadway Improvements Development Impact Fees Interest Miscellaneous 1601+ - DIF-Roadway Improvements Total: $200,011 $917,388 $582,222 $1,033,929 $1,045,735 $452 $558 $682 $667 $682 $667 1620 - DIF-General Government Interest Development Impact Fees 1620 - DIF-General Government Total: $58,590 ($847) $59,042 ($289) 2000 - Hurf Street Bonds Interest 2000 - Hurf Street Bonds Total: $2,913 $19,981 $1,020 $21,406 $2,913 $19,981 $1,020 $21,406 $2,145 $2,616 $822 $698 $822 $698 2040 - Public Safety Construction Interest Miscellaneous 2040 - Public Safety Construction Total: $118,734 $2,145 $121,350 426 SCHEDULE THREE Summary of Revenues Fund Description FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget 2060 - Parks Construction Interest 2060 - Parks Construction Total: $145 $286 $60 $8 $145 $286 $60 $8 $986 $1,435 $442 $434 $986 $1,435 $442 $434 $2,234 $1,556 $2,234 $1,556 2100 - Economic Dev. Constr-1999 Auth Interest 2100 - Economic Dev. Constr-1999 Auth Total: 2140 - Open Space/Trails Constr-99 Au Interest $452 $664 $452 $664 $5,670 $7,103 $288,291 $21,336 $293,961 $28,439 2140 - Open Space/Trails Constr-99 Au Total: 2180 - Flood Control Construction Interest Miscellaneous 2180 - Flood Control Construction Total: 2210 - Transportation Capital Project Bond Proceeds Miscellaneous $20,000,000 $5,745 Grants $14,499 Interest $6,551 $90,200 $26,795 $90,200 $1,984,615 $1,273,814 $1,689,480 $21,725,185 $14,983 $17,644 $20,000 $20,000 $14,983 $17,644 $20,000 $20,000 $14,983 $17,644 $20,000 $20,000 Water Revenues $46,906,763 $45,772,616 $44,473,584 $48,694,016 Sewer Revenue $31,351,052 $32,545,796 $30,760,603 $33,051,526 Miscellaneous $2,911,540 $3,128,129 $1,214,547 $1,022,203 Water Development Impact Fees $1,228,760 $1,090,326 $990,086 $990,086 Sewer Development Impact Fees $263,850 $177,328 $125,000 $125,000 Interest $120,466 $385,829 $120,000 $120,000 $81,999 $82,000 $82,000 $82,000 2210 - Transportation Capital Project Total: TOTAL-CAPITAL PROJECTS FUNDS $20,000,000 PERMANENT FUNDS 2280 - Cemetery Perpetual Care Interest 2280 - Cemetery Perpetual Care Total: TOTAL-PERMANENT FUNDS ENTERPRISE FUNDS 2360+ - Water and Sewer Staff & Adm Chargebacks 427 SCHEDULE THREE Summary of Revenues Fund Description City Property Rental FY 2012 Actual FY 2013 Actual FY 2014 Estimate FY 2015 Budget $72,357 $69,879 $65,000 $65,000 $5,598 $5,573 $6,000 $6,000 $82,942,385 $83,257,476 $77,836,820 $84,155,831 Tipping Fees $2,629,484 $3,976,055 $4,051,194 $5,174,760 Recycling Sales $2,150,209 $1,534,710 $1,976,000 $2,478,380 Internal Charges $2,280,578 $2,345,799 $2,252,800 $2,204,800 $431,000 $431,000 $431,000 $525,000 $1,287,539 $1,308,557 $543,430 $489,703 $100,000 $102,000 $50,000 $40,000 Facility Rental Income 2360+ - Water and Sewer Total: 2440 - Landfill Staff & Adm Chargebacks Miscellaneous Other Interest $13,999 Development Impact Fees $13,567 $20,066 ($199) $8,806,376 $9,615,988 $9,404,424 $11,014,643 $10,277,074 $10,491,980 $10,630,000 $10,630,000 $3,318,458 $3,298,435 $3,387,094 $3,400,000 Commercial Sanitation Rolloff $509,993 $555,562 $574,000 $600,000 Miscellaneous $291,281 $224,703 $134,388 $145,588 Internal Charges $128,218 $143,439 $115,000 $115,000 $94,000 $113,329 $90,000 $100,000 $941 $1,857 $4,000 $4,000 Outside City Commercial $71,456 $65,734 Staff & Adm Chargebacks $47,382 $47,382 $14,942,337 $14,934,482 $14,994,588 $15,522,294 2440 - Landfill Total: 2480 - Sanitation Residential Sanitiation Commercial Sanitation Frontload Miscellaneous Bin Service Interest Sanitation Development Impact Fe 2480 - Sanitation Total: $5,712 $14,744,515 ($84) 2500 - Pub Housing Budget Activities Grants $8,940,809 $8,953,316 $10,813,943 Miscellaneous $4,886,209 $4,011,169 $4,563,668 $13,827,018 $12,964,485 $15,377,611 $15,522,294 $120,320,294 $120,780,286 $117,553,337 $125,687,356 $2,500,000 $2,500,000 $2,472,006 $2,500,000 $25,993 $23,513 $24,750 $24,750 $6,121 $8,545 $10,000 $8,200 2500 - Pub Housing Budget Activities Total: TOTAL-ENTERPRISE FUNDS INTERNAL SERVICE FUNDS 2540 - Risk Management Self Insurance Internal Charges Security Revenue Interest Miscellaneous $516 428 SCHEDULE THREE Summary of Revenues Fund Description FY 2012 Actual 2540 - Risk Management Self Insurance Total: $2,532,114 FY 2013 Actual FY 2014 Estimate FY 2015 Budget $2,532,574 $2,506,756 $2,532,950 2560 - Workers Comp. Self Insurance Internal Charges $984,460 $2,384,460 $1,894,000 $1,894,001 Security Revenue $25,993 $23,513 $24,750 $24,750 $7,392 $11,110 $15,065 $11,200 Interest Miscellaneous $1,500,000 $1,017,845 $2,419,083 $3,433,815 $1,929,951 $12,250,192 $15,861,024 $13,709,819 $13,726,767 Employee Contributions $4,762,874 $4,544,072 $5,143,632 $5,118,861 Retiree Contributions $3,167,068 $3,631,305 $4,154,143 $4,154,143 $628,964 $93,344 $90,000 $90,000 Right-of-Way Permits $1,257 $1,326 $1,394 $1,394 Interest $3,896 ($3,084) $671 $671 $42,154 ($1,958) 2560 - Workers Comp. Self Insurance Total: 2580 - Benefits Trust Fund City Contributions Miscellaneous Internal Charges ($1,330) $20,856,405 $24,126,029 $23,098,329 $23,091,836 TOTAL-INTERNAL SERVICE FUNDS $24,406,364 $29,077,686 $29,038,900 $27,554,737 TOTAL - ALL REVENUE : $396,180,426 $429,654,183 $445,179,926 $510,830,398 2580 - Benefits Trust Fund Total: 429 SCHEDULE FOUR FY 2015 Transfers Between Funds Transfer From Transfer To 1000 General 1340 Highway User Gas Tax 1480 - DIF1640 1660 Citywide Local Transporta RecFac Transp_ tion Sales pre SB1525 Assistance Tax 1700 Police Special Revenue 1720 - Fire Special Revenue 1770 Zanjero Special Revenue 1780 Arena Special Revenue Total Transfer Total In Transfer In 1000 - General 16,550,770 7,891,649 24,442,419 1010 - National Events 1,790,271 1,790,271 1280 - Youth Sports Complex 208,000 208,000 1281 - Stadium Event Operations 2,309,724 2,309,724 1282 - Arena Event Operations 16,825,463 16,825,463 784,663 784,663 1283 CamelbackRanch EventOperations 1660 Transportation Sales Tax 1740 - Civic Center 1760 - Airport Special Revenue 900,000 666,707 1,566,707 158,498 158,498 244,981 244,981 15,049 15,049 283,645 283,645 1820 - CAP Grant 1870 - Marketing Self Sust 1900 - G.O. Bond Debt Service 209,713 1920 - HURF Debt Service 1940 - M.P.C. Debt Service 958,000 Total Transfer Out 1,000,000 1,958,000 14,572,626 1970 Transportation Debt Service 2000 - Hurf Street Bonds 2210 Transportation Capital Project 2500 - Pub Housing Budget Activities 209,713 2,207,097 14,508,938 31,288,661 7,331,080 7,331,080 18,352,594 18,352,594 21,321,008 21,321,008 274,269 38,367,189 19,310,594 274,269 209,713 666,707 29,652,088 16,550,770 7,891,649 2,207,097 14,508,938 129,364,745 * Actual transfer amounts will vary based on actual revenues, expenses, grant opportunities, etc. 430 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $2,462,611 $777,068 $3,239,679 $2,567,621 $500,000 $3,067,621 $2,567,621 $500,000 $3,067,621 $2,681,214 $200,000 $2,881,214 CITY AUDITOR GROUP City Auditor 10710 City Auditor $285,027 $297,466 $297,466 $301,079 CITY CLERK GROUP City Clerk 10210 City Clerk 10220 Records Management 10240 Elections Dept. Total - City Clerk $454,657 $153,440 $128,694 $736,791 $417,982 $149,584 $29,006 $596,572 $448,532 $149,584 $110,170 $708,286 $582,808 $0 $135,872 $718,680 CITY COURT GROUP City Court 10410 City Court $3,422,120 $3,494,961 $3,494,961 $3,742,767 CITY MANAGER GROUP City Manager 10310 City Manager $1,191,862 $804,914 $804,914 $872,264 $237,255 $137,917 $375,172 $267,621 $145,348 $412,969 $270,621 $145,348 $415,969 $133,963 $138,008 $271,971 $1,081,583 $343,725 $131,653 $524,707 $2,081,668 $1,093,532 $335,466 $116,278 $504,017 $2,049,293 $1,097,032 $335,466 $116,278 $504,442 $2,053,218 $825,834 $349,228 $0 $462,305 $1,637,367 $2,462,262 $2,469,187 $1,909,338 Program Name GENERAL FUNDS 1000 - GENERAL CITY ATTORNEY GROUP City Attorney 10610 City Attorney 10615 Outside Legal Fees Dept. Total - City Attorney COMMUNICATIONS GROUP Conv./Media/Parking 10890 Convention/Media/Parking 10891 Media Center Operations Dept. Total - Conv./Media/Parking Marketing and Comm. 10810 Marketing 14110 City-Wide Special Events 14115 Audio/Visual 14120 Cable Communications Dept. Total - Marketing and Comm. Tourism/CVB 10820 Tourism Group Total - COMMUNICATIONS: $235,058 $2,691,898 431 SCHEDULE FIVE Operating Budget by Program and Fund Program Name FY 2013 Actual FY 2014 Budget FY 2014 Estimate COMMUNITY SERVICES GROUP Comm. Services Adm 14510 Comm. Services Admin. FY 2015 Budget $854,372 Human Services 15010 Community Revitalization $262,265 $270,243 $270,243 $386,825 Human Services-Comm 14420 CAP Local Match $123,747 $26,787 $26,987 $5,954 Library & Arts 15220 Library 15230 Arts Maintenance - Admin. Dept. Total - Library & Arts $4,426,093 $679 $4,426,772 $4,205,584 $4,205,584 $4,205,584 $4,205,584 $4,081,979 $0 $4,081,979 Parks & Rec 13010 Pool Maintenance 13020 Park Irrigation 13030 Parks CIP & Planning 13040 Parks Maintenance 14610 Parks & Recreation Admin. 14630 Recreation Support Services 14650 Youth and Teen 14660 Special Events and Programs 14670 Sports and Health 14680 Aquatics 14710 Park Rangers 15015 Neighborhood Partnership Dept. Total - Parks & Rec $177,481 $191,884 $57,772 $3,277,929 $319,608 $729,163 $198,057 $5,873 $308,504 $141,463 $294,399 $104,546 $5,806,679 $181,551 $181,005 $11,279 $4,397,214 $694,234 $129,242 $0 $5,793 $3,312 $142,718 $261,679 $105,795 $6,113,822 $181,934 $181,005 $11,279 $5,172,214 $694,234 $129,242 $0 $5,793 $3,312 $142,718 $261,679 $108,795 $6,892,205 $0 $0 $0 $4,760,614 $0 $304,223 $24,347 $0 $0 $437,347 $271,924 $107,805 $5,906,260 $51,997 $384,415 $16,820 $287,419 $16,820 $287,419 $1,235,106 $97,002 $1,768,520 $1,204,393 $11,714 $1,520,346 $1,204,393 $11,714 $1,520,346 $0 $139,670 $278,596 $1,074,137 $0 $1,492,403 $12,387,983 $12,136,782 $12,915,365 $12,727,793 $583,135 $69,244 $58,214 $71,511 $73,178 $79,938 $86,578 $1,021,798 $589,608 $94,407 $77,390 $93,759 $93,763 $86,404 $87,568 $1,122,899 $589,608 $94,407 $77,390 $93,759 $93,763 $86,404 $87,568 $1,122,899 $527,191 $91,086 $87,928 $94,750 $91,408 $85,917 $87,821 $1,066,101 Parks & Rec-Fac/Commercial 14620 Glendale Community Center 14640 Adult Center 14690 Audio/Visual/Support Services 14720 Foothills Recreation Center 14760 Historic Sahuaro Ranch Dept. Total - Parks & RecGroup Total - COMMUNITY SERVICES: COUNCIL DISTRICTS&OF GROUP Council Office 10110 Council Office 10120 Cholla District 10130 Barrel District 10140 Sahuaro District 10150 Cactus District 10160 Yucca District 10170 Ocotillo District Dept. Total - Council Office 432 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $1,707,891 $362,820 $2,070,711 $2,084,885 $0 $2,084,885 $2,075,449 $0 $2,075,449 $2,030,317 $2,030,317 $1,152,051 $1,226,530 $1,226,530 $1,206,734 $40,266 $0 $0 $87,356 $298,283 $265,970 $145,756 $797,365 $98,809 $749,739 $0 $0 $848,548 $92,944 $741,289 $0 $0 $834,233 $866,267 $4,060,393 $4,159,963 $4,136,212 $4,103,318 $151,548 $215,000 $215,000 $153,174 Economic Development 16010 Economic Development $785,419 $749,577 $707,077 $762,914 Rebates & Incentives 16210 Rebates & Incentives $338,000 $338,000 $338,000 $0 Group Total - ECONOMIC DEVELOPMENT: $1,274,967 $1,302,577 $1,260,077 $916,088 FINANCE & TECHNOLOGY GROUP Finance 11310 Finance Administration 11320 Accounting Services 11340 License/Collection Dept. Total - Finance $466,806 $746,372 $895,766 $2,108,944 $404,364 $891,245 $916,102 $2,211,711 $404,364 $891,245 $923,258 $2,218,867 $588,451 $848,923 $1,066,975 $2,504,349 Info. Technology 11510 Information Technology $3,309,087 $3,345,142 $3,345,142 $3,062,356 Lease Pmts/OtherFees 11380 Lease Payments 11390 Merchant Fees 89800 1000 Advisor Fees Dept. Total - Lease Pmts/OtherFees $1,177,077 $173,607 $68,191 $1,418,875 $1,329,761 $303,687 $90,000 $1,723,448 $1,329,761 $303,687 $90,000 $1,723,448 $1,801,434 $206,000 $90,000 $2,097,434 $215,884 $551,835 $186,916 $561,885 $186,916 $561,885 $480,844 $259,490 Program Name DEVELOPMENT SERVICES GROUP Building Safety 15610 Building Safety 15620 Development Services Center Dept. Total - Building Safety Code Compliance 14410 Code Compliance Community Dev Admin 15510 CD Deputy City Manager Planning 13770 Mapping and Records 15910 Planning Administration 15930 Current Planning 15940 Long-Range Planning & Research Dept. Total - Planning Group Total - DEVELOPMENT SERVICES: ECONOMIC DEVELOPMENT GROUP Business Development 16025 Business Development Management & Budget 11360 Materials Management 11610 Budget & Research $96,627 $769,640 433 SCHEDULE FIVE Operating Budget by Program and Fund Program Name 11620 Grants Administration Dept. Total - Management & Budget Group Total - FINANCE & TECHNOLOGY: FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $63,163 $830,882 $66,685 $815,486 $66,685 $815,486 $5,000 $745,334 $7,667,788 $8,095,787 $8,102,943 $8,409,473 $1,489,715 $19,345 $21,439,442 $2,468,665 -$1,962 $10,878 $1,428,335 $16,293 $20,903,968 $2,158,781 $1,428,335 $16,293 $21,538,646 $2,681,229 $2,038,058 $16,293 $27,714,343 $3,723,630 $233,911 $340,622 $828,595 $15,250 $505,640 $966,041 $581,875 $29,136,437 $352,175 $463,258 $936,082 $22,250 $510,191 $1,007,656 $581,875 $37,365,811 FIRE SERVICES GROUP Fire Department 12410 Fire Administration 12421 Fire Special Operations 12422 Fire Operations 12433 Fire Resource Management 12434 Fire Training 12436 Fire Medical Services & Health 12438 Fire-Emergency Mgmt 12441 Fire Marshal's Office 12444 Fire Community Services 12491 Ambulance Services 12492 Air-Med & Logistics Ops (HALO) 12521 PS Training Ctr - Fire Dept. Total - Fire Department $813,081 $13,675 $516,160 $870,158 $551,329 $28,190,486 $49,099 $340,622 $828,595 $15,250 $505,640 $966,041 $581,875 $27,794,499 HR & RISK MGT GROUP Human Resources 11010 Risk Management/Safety 11020 Benefits 11030 Human Resources Administration 11040 Employment Services 11050 Employee Relations 11060 Compensation 11070 Organizational Development Dept. Total - Human Resources $350,728 $281,148 $345,886 $300,683 $241,474 $263,578 $94,196 $1,877,693 $377,221 $301,903 $333,525 $270,655 $195,155 $197,171 $81,344 $1,756,974 $377,221 $301,903 $306,812 $259,002 $194,655 $196,691 $79,876 $1,716,160 $265,531 $341,676 $350,285 $285,661 $201,967 $177,715 $93,286 $1,716,121 INTERGOVT. RELATIONS GROUP Intergovt. Programs 10910 Intergovernmental Programs $495,469 $476,818 $476,818 $477,640 MAYOR'S OFFICE GROUP Mayor 10010 Office of the Mayor $237,837 $291,078 $291,078 $281,127 NON-DEPARTMENTAL GROUP Non-Departmental 11801 Fund 1000 Non-Dept $433,638 $783,465 $783,465 $1,285,704 $46 $2,985 $2,985 $0 POLICE SERVICES GROUP Police Department 12110 Police Legal Services 434 SCHEDULE FIVE Operating Budget by Program and Fund Program Name 12120 Police Administration 12130 Gateway Patrol 12135 Training 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 12235 PD - Emergency Management Dept. Total - Police Department PUBLIC WORKS GROUP Engineering 13710 BofA Bank Building 13715 Promenade at Palmaire 13720 Engineering Administration 13730 Design Division 13780 Land Development Division 13790 Construction Inspection 13800 Materials Testing Dept. Total - Engineering Field Operations 11370 Materials Control Warehouse 13410 Field Operations Admin. 13420 Cemetery 13430 Manistee Ranch Maintenance 13440 Graffiti Removal 13450 Facilities Management 13460 Custodial Services 13461 Downtown Parking Garage 16040 Downtown Beaut. & Promotion Dept. Total - Field Operations Group Total - PUBLIC WORKS: Fund Total - GENERAL: FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $2,448,705 $10,938,979 $2,802,111 $11,545,121 $2,802,111 $11,545,121 $10,135,534 $1,541,786 $11,387,832 $1,511,827 $2,918,565 $55,378 $1,259,937 $2,195,739 $551,329 $4,639,831 $346,455 $49,931,943 $10,262,980 $1,446,848 $12,240,971 $1,626,211 $2,934,465 $55,344 $1,261,118 $2,415,049 $581,875 $4,768,546 $10,262,980 $1,446,848 $12,240,971 $1,626,211 $2,934,465 $55,344 $1,261,118 $2,415,049 $581,875 $4,768,546 $51,943,624 $51,943,624 $3,429,186 $17,339,104 $2,059,641 $12,274,310 $685,502 $16,061,383 $1,935,164 $2,771,027 $62,823 $3,241,837 $3,583,103 $581,875 $6,882,421 $0 $70,907,376 $256,309 $61,845 $300,316 $138,629 $334,222 $399,944 $250,081 $1,741,346 $256,579 $56,400 $286,402 -$73,147 $331,634 $422,329 $222,953 $1,503,150 $256,579 $56,400 $286,402 -$73,147 $331,634 $422,329 $222,953 $1,503,150 $293,178 $57,400 $543,242 $127,670 $110,784 $709,649 $0 $1,841,923 $173,666 $648,265 $195,791 $5,890 $165,084 $3,651,763 $1,003,346 $54,301 $120,794 $6,018,900 $190,689 $476,330 $188,913 $5,113 $17,054 $3,767,943 $893,874 $46,894 $0 $5,586,810 $189,947 $464,884 $184,358 $6,300 $17,054 $3,767,943 $990,701 $46,271 $0 $5,667,458 $0 $479,048 $211,849 $6,613 $17,096 $3,976,608 $841,619 $46,716 $5,579,549 $7,760,246 $7,089,960 $7,170,608 $7,421,472 $126,907,618 $127,678,222 $129,898,121 $157,103,366 1010 - NATIONAL EVENTS DEVELOPMENT SERVICES GROUP Building Safety 15890 Building Safety-Super Bowl $118,419 435 SCHEDULE FIVE Operating Budget by Program and Fund Program Name FY 2013 Actual FY 2014 Budget FY 2014 Estimate ECONOMIC DEVELOPMENT GROUP Economic Development 16120 National Events Pre-Planning FY 2015 Budget $25,000 FIRE SERVICES GROUP Fire Department 12560 Fire - Super Bowl Event $392,000 POLICE SERVICES GROUP Police Department 12360 PD - Super Bowl Event $899,852 PUBLIC WORKS GROUP Transportation 16360 Transp - Super Bowl Event Fund Total - NATIONAL EVENTS: $34,905 $325,000 $34,905 $1,760,271 1040 - GENERAL SERVICES PUBLIC WORKS GROUP Field Operations 13510 Equipment Management 13520 Fuel Services 13530 Parts Store Operations Dept. Total - Field Operations $3,787,466 $3,652,524 $1,390,091 $8,830,081 $3,990,336 $3,803,029 $1,569,565 $9,362,930 $3,963,842 $3,803,029 $1,559,545 $9,326,416 $3,896,514 $3,780,944 $1,497,563 $9,175,021 Fund Total - GENERAL SERVICES: $8,830,081 $9,362,930 $9,326,416 $9,175,021 $721,225 $885,104 $885,104 $1,178,404 $721,225 $885,104 $885,104 $1,178,404 $399,689 $2,795,693 $2,767,719 $2,452,791 $399,689 $2,795,693 $2,767,719 $2,452,791 1100 - TELEPHONE SERVICES FINANCE & TECHNOLOGY GROUP Info. Technology 11520 Telephones Fund Total - TELEPHONE SERVICES: 1120 - VEHICLE REPLACEMENT PUBLIC WORKS GROUP Field Operations 13610 Equipment Replacement Fund Total - VEHICLE REPLACEMENT: 436 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $1,508,858 $2,707,898 $2,707,898 $3,419,294 $1,508,858 $2,707,898 $2,707,898 $3,419,294 HR & RISK MGT GROUP Employee Groups 11110 GEMS 11120 Diversity Committee Dept. Total - Employee Groups $14,284 $75 $14,359 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 Fund Total - EMPLOYEE GROUPS: $14,359 $20,000 $20,000 $20,000 $144,490 $200,000 $200,000 $200,000 $144,490 $200,000 $200,000 $200,000 $147,077 $206,677 $206,611 $173,162 $147,077 $206,677 $206,611 $173,162 $350,440 $105,551 $17,820 $473,811 $478,844 $131,840 $57,000 $667,684 $420,918 $131,840 $57,000 $609,758 $391,599 $82,437 $57,000 $531,036 $473,811 $667,684 $609,758 $531,036 $127,392 $148,905 $120,000 $120,000 Program Name 1140 - PC REPLACEMENT FINANCE & TECHNOLOGY GROUP Info. Technology 11530 Technology Replacement Fund Total - PC REPLACEMENT: 1190 - EMPLOYEE GROUPS 1200 - UTILITY BILL DONATION NON-DEPARTMENTAL GROUP Non-Departmental 36502 From the Heart Fund Total - UTILITY BILL DONATION: 1220 - ARTS COMMISSION FUND COMMUNITY SERVICES GROUP Library & Arts 15310 Arts Maintenance Fund Total - ARTS COMMISSION FUND: 1240 - COURT SECURITY/BONDS CITY COURT GROUP City Court 10510 Court Security 10520 Court Time Payments 10530 Fill the Gap Dept. Total - City Court Fund Total - COURT SECURITY/BONDS: 1260 - LIBRARY COMMUNITY SERVICES GROUP Library & Arts 15410 Library Book Fund 437 SCHEDULE FIVE Operating Budget by Program and Fund Program Name FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Fund Total - LIBRARY: $127,392 $148,905 $120,000 $120,000 $151,701 $262,000 $262,000 $233,000 $44,004 $60,000 $48,000 $50,000 $195,705 $322,000 $310,000 $283,000 $24,575 $27,844 $27,844 $13,494 $19,700 $245,282 $264,982 $159,932 $229,871 $389,803 $159,932 $229,871 $389,803 $132,900 $229,238 $362,138 $1,165,554 $145,639 $1,311,193 $1,360,077 $393,147 $1,753,224 $1,360,077 $393,147 $1,753,224 $1,405,203 $397,354 $1,802,557 $564,457 $48,206 $612,663 $792,884 $79,838 $872,722 $792,884 $79,838 $872,722 $793,792 $70,946 $864,738 $2,213,413 $3,043,593 $3,043,593 $3,042,927 $1,849,296 $9,500,000 $14,405,695 $16,001,610 1280 - YOUTH SPORTS COMPLEX COMMUNITY SERVICES GROUP Parks & Rec 13290 YSC - Parks & Rec PUBLIC WORKS GROUP Field Operations 13470 YSC - Facilities Mgt. Fund Total - YOUTH SPORTS COMPLEX: 1281 - STADIUM EVENT OPERATIONS COMMUNICATIONS GROUP Marketing and Comm. 10840 Mkt'g - Stadium Events FIRE SERVICES GROUP Fire Department 12515 Fire - Fiesta Bowl Event 12520 Stadium - Fire Event Staffing Dept. Total - Fire Department POLICE SERVICES GROUP Police Department 12231 Stadium - PD Event Staffing 12234 PD - Fiesta Bowl Event Dept. Total - Police Department PUBLIC WORKS GROUP Transportation 16840 Stadium - Transportation Ops. 16845 Transp - Fiesta Bowl Event Dept. Total - Transportation Fund Total - STADIUM EVENT OPERATIONS: 1282 - ARENA EVENT OPERATIONS FINANCE & TECHNOLOGY GROUP Finance 11415 Arena Management Fee 438 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget FIRE SERVICES GROUP Fire Department 12490 Arena - Fire Event Staffing $125,657 $303,094 $303,094 $260,297 POLICE SERVICES GROUP Police Department 12190 Arena-PD Event Staffing $324,266 $812,392 $812,392 $832,035 PUBLIC WORKS GROUP Right-of-Way 16740 Arena - ROW Maintenance $33,664 $49,901 $49,901 $0 Transportation 16830 Arena - Transportation Ops. $464 $14,981 $14,981 $14,991 $34,128 $64,882 $64,882 $2,333,347 $10,680,368 $15,586,063 $17,108,933 $28,852 $28,852 $55,852 $28,482 $28,482 $0 $30,980 $16,080 Program Name Group Total - PUBLIC WORKS: Fund Total - ARENA EVENT OPERATIONS: 1283 - CAMELBACKRANCH EVENTOPERATIONS FIRE SERVICES GROUP Fire Department 12485 CBRanch - Fire Event Staffing $53,472 POLICE SERVICES GROUP Police Department 12195 CBRanch-Police Event Staffing PUBLIC WORKS GROUP Right-of-Way 16741 CBRanch - ROW Maintenance Fund Total - CAMELBACKRANCH EVENTOPERATION $53,472 $57,334 $88,314 $71,932 $647,941 $586,180 $586,180 $539,568 $647,941 $586,180 $586,180 $539,568 $237,301 $237,301 $236,533 1740 - CIVIC CENTER COMMUNITY SERVICES GROUP Parks & Rec-Fac/Commercial 11710 Civic Center Fund Total - CIVIC CENTER: 1750 - CITY SALES TAX-BED TAX COMMUNICATIONS GROUP Tourism/CVB 10820 Tourism 439 SCHEDULE FIVE Operating Budget by Program and Fund Program Name FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $418,130 $655,431 $418,130 $655,431 $419,162 $655,695 $655,431 $655,431 $655,695 $2,535,204 $2,128,480 $2,008,517 $2,015,821 $2,535,204 $2,128,480 $2,008,517 $2,015,821 $91,232 $97,241 $79,562 $94,280 $124,865 $89,268 $95,751 $102,676 $0 $154,182 $103,415 $3,435 $673,592 $155,765 $101,767 $111,250 $117,395 $0 $154,182 $103,415 $3,435 $747,209 $124,865 $89,268 $95,751 $102,676 $154,182 $103,415 $3,435 $673,592 $5,000 $30,000 $5,000 $34,000 $5,000 $30,000 $35,000 $39,000 $35,000 $610,290 $708,592 $786,209 $708,592 $610,290 $708,592 $786,209 $708,592 14312 Glendale CVB - Bed Tax Dept. Total - Tourism/CVB Fund Total - CITY SALES TAX-BED TAX: 1790 - STADIUM CITY SALES TAX - AZSTA FINANCE & TECHNOLOGY GROUP Finance 11400 AZSTA - Stadium Tax Refund Fund Total - STADIUM CITY SALES TAX - AZSTA: 1870 - MARKETING SELF SUST COMMUNICATIONS GROUP Marketing and Comm. 14321 Glitter Spectacular 14322 Enchanted Evening 14323 Glitter and Glow 14324 Chocolate Affaire 14325 Jazz Festival 14326 Glitters Light 14327 Other Special Events 14328 Summer Band Dept. Total - Marketing and Comm. Tourism/CVB 14300 Banner Program 14310 Tourism - Souvenir Program 14311 Glendale CVB - Memberships 14312 Glendale CVB - Bed Tax Dept. Total - Tourism/CVB Group Total - COMMUNICATIONS: Fund Total - MARKETING SELF SUST: $151,076 $49,131 $8,051 $570,573 $577 $650 $11,461 $27,029 $39,717 2530 - TRAINING FACILITY REVENUE FUND FIRE SERVICES GROUP Fire Department 12590 PS Training Ops - Fire $650,895 $760,631 $809,631 $722,386 POLICE SERVICES GROUP Police Department 12390 PS Training Ops - Police $311,752 $350,045 $350,045 $333,945 440 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $443,522 $415,244 $453,921 $471,276 $1,406,169 $1,525,920 $1,613,597 $1,527,607 $53,134 $54,010 $54,010 $48,590 $53,134 $54,010 $54,010 $48,590 $149,323,275 $164,435,021 $171,508,446 $202,136,010 -$25,000 $224,174 $23,882 $19,014 $1,021 $429,960 $673,051 $1,625,895 $1,461,272 $1,625,895 $1,625,895 $1,461,272 $1,625,895 $673,051 $1,625,895 $1,461,272 $1,625,895 $874,746 $1,320,000 $1,100,000 $1,320,000 $874,746 $1,320,000 $1,100,000 $1,320,000 $38,856 $558,549 $597,405 $1,601,026 $1,334,188 $600,000 $1,601,026 $1,334,188 $600,000 Program Name PUBLIC WORKS GROUP Field Operations 13480 PS Training Ops - Fac. Mgmt. Fund Total - TRAINING FACILITY REVENUE FUND: 2538 - GLENDALE HEALTH CENTER FIRE SERVICES GROUP Fire Department 12711 Glendale Health Center Fund Total - GLENDALE HEALTH CENTER: TOTAL - GENERAL FUNDS SPECIAL REVENUE FUNDS 1300 - HOME GRANT COMMUNITY SERVICES GROUP Human Services 30001 HOME Program 30002 Single Family Rehabilitation 30004 Rehab Delivery 30005 Rehabilitation Delivery 30008 Replacement Housing Prog/NR 30010 Habitat-Valley of the Sun Dept. Total - Human Services Fund Total - HOME GRANT: 1310 - NEIGHBORHOOD STABILIZATION PGM COMMUNITY SERVICES GROUP Human Services 30900 NSP Programs Fund Total - NEIGHBORHOOD STABILIZATION PGM: 1311 - N'HOOD STABILIZATION PGM III COMMUNITY SERVICES GROUP Human Services 30910 NSP III 30912 Habitat for Humanity Dept. Total - Human Services 441 SCHEDULE FIVE Operating Budget by Program and Fund Program Name FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget Fund Total - N'HOOD STABILIZATION PGM III: $597,405 $1,601,026 $1,334,188 $600,000 $0 $27,595 $34,560 $36,259 $34,451 $15,539 $220,514 $34,477 $102,106 $10,694 $62,532 $10,365 $342,062 $15,000 $20,719 $46,618 $43,011 $50,422 $31,079 $20,719 $61,310 $11,504 $10,811 $20,719 $9,382 $13,468 $10,356 $15,539 $125,088 $205,311 $14,413 $11,554 $336,394 $77,098 $84,890 $25,276 $351 $2,388 $4,040 $10,360 $2,208,974 $3,194,359 $1,367,131 $4,549,500 $3,194,359 $1,367,131 $4,549,500 $2,208,974 $3,194,359 $1,367,131 $4,549,500 1320 - C.D.B.G. COMMUNITY SERVICES GROUP Human Services 31001 CDBG Programs 31003 Voluntary Demo - S/B 31004 Lead-Based Paint Haz Reduction 31005 PS WestsideEmergency Food Bank 31006 Temporary Relocation 31014 Comm Legal Services-legal assi 31017 Single Family Residential 31018 Paint Reimbursement Program 31019 Rehabilitation Staff 31020 Rehabilitation Delivery 31022 Roof Repair Program 31026 PS CIR/CONTACS 31028 General Administration 31030 Fair Housing-Commun Legal Svcs 31033 Prehab Faith House-Open 31039 PS YWCA Senior Congregate Meal 31045 PS Glendale Home Accessibility 31050 St Vincent de Paul-OLPH 31051 Home Food Delivery-Westside FB 31054 Boy's & Girl's Club-Metro Phx 31063 Visual Improvement Prgm 31078 PI-Code Compliance Clean-up 31081 Code Prof. Svcs, Clean &Lien 31084 PS-Centeral Arizona Shelter 31085 PS-Chrysalis 31086 PS-Duet, Partners In Aging 31087 PS- Back to School Clothing Dr 31088 PS-Comm. Information Referral 31089 PF-Comm Housing 31091 PF-A New Leaf 31095 PS-Florence Crittenton Service 31096 PF-COG Parks & Rec 31098 Habitat- Emergency Home Repair 31099 COG Housing Div Modern of Bath 31100 New Leaf Faith Shelter Improve 31101 CASS Emerg Shelter Impr 31102 Field Operations-Street Recon 31104 Community Housing 12/13 31107 Economic Dev. VIP 12/13 31108 PS-YWCA Meal on Wheels Dept. Total - Human Services Fund Total - C.D.B.G.: 442 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $1,395,682 $360,549 $1,756,231 $2,128,322 $393,609 $2,521,931 $2,128,322 $393,609 $2,521,931 $2,089,094 $323,589 $2,412,683 $1,090,398 $4,036,235 $1,361,235 $658,581 $1,748,979 $161,321 $789,510 $4,987,066 $161,321 $789,510 $2,312,066 $1,156,500 $0 $163,759 $648,241 $1,968,500 Right-of-Way 16710 Right-of-Way Maintenance $1,882,488 $2,632,413 $3,009,527 $2,609,721 Transportation 16810 Traffic Signals 16910 Transportation Administration 16950 Traffic Design and Development Dept. Total - Transportation $770,529 $298,276 $182,668 $1,251,473 $1,281,708 $172,904 $179,254 $1,633,866 $1,006,708 $172,904 $179,254 $1,358,866 $1,201,559 $112,038 $167,456 $1,481,053 $6,639,171 $11,775,276 $9,202,390 $8,471,957 $6,639,171 $11,775,276 $9,202,390 $8,471,957 $149,402 $43,844 $30,863 $85,503 $73,849 $73,849 $20,202 $20,202 Program Name 1340 - HIGHWAY USER GAS TAX PUBLIC WORKS GROUP Engineering 16920 Street Light Management 16940 Traffic Studies Dept. Total - Engineering Field Operations 16720 Street Maintenance 16730 Street Cleaning 16731 Graffiti Removal - ROW 16820 Signs & Markings Dept. Total - Field Operations Group Total - PUBLIC WORKS: Fund Total - HIGHWAY USER GAS TAX: 1650 - TRANSPORTATION GRANTS PUBLIC WORKS GROUP Transportation 37200 Grant Approp - Transportation 37201 JARC - GUS 1 & 2 37202 New Freedom - GUS 3 37203 New Freedom-Bus Buddies BAG IT 37205 JARC - Route 60 37206 HSIP Ped Countdown Signals 37207 AZ-37-X014 Route 59 Grant Dept. Total - Transportation Fund Total - TRANSPORTATION GRANTS: $1,000,000 $35,541 $0 $35,541 $110,845 $420,457 $129,592 $94,051 $1,035,541 $420,457 $129,592 $94,051 $1,035,541 $2,677,650 $212,605 $307,885 $2,481,019 $2,528,723 $2,990,125 $236,210 $378,752 $2,563,156 $4,338,648 $2,990,125 $236,210 $378,752 $2,563,156 $4,338,648 $2,338,398 $212,480 $400,068 $2,538,880 $4,338,971 1660 - TRANSPORTATION SALES TAX PUBLIC WORKS GROUP Transportation 16510 Transportation Program Mgmt 16520 Transportation Education 16525 Transit Management 16530 Dial-A-Ride 16540 Fixed Route 443 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $20,827 $530,317 $168,006 $140,808 $9,067,840 $42,000 $618,190 $335,627 $748,451 $18,600 $53,813 $57,343 $12,380,915 $42,000 $618,190 $335,627 $748,451 $18,600 $53,813 $57,343 $12,380,915 $40,300 $665,151 $361,444 $1,011,577 $18,600 $53,813 $505,343 $12,485,025 $9,067,840 $12,380,915 $12,380,915 $12,485,025 $12,131,251 $15,627,787 $15,627,787 $0 $12,131,251 $15,627,787 $15,627,787 $0 FIRE SERVICES GROUP Fire Department 12610 Fire - Special Revenue Fund $5,798,675 $6,913,425 $6,913,425 $0 Fund Total - FIRE SPECIAL REVENUE: $5,798,675 $6,913,425 $6,913,425 $0 $608,926 $674,219 $674,219 $723,906 $608,926 $674,219 $674,219 $723,906 $552,387 $45,000 $191,549 $1,440 $208,681 $9,631 $4,531 $10,781 $19,527 $73,111 $511,536 $45,000 $198,121 $1,567 $219,149 $9,748 $8,531 $18,182 $29,193 $648,297 $45,000 $224,053 $1,581 $219,149 $9,748 $8,531 $18,182 $29,193 $73,111 $648,297 $45,000 $224,636 $1,581 $207,029 $7,330 $8,693 $37,471 $41,036 Program Name 16550 Demand Management 16570 Intelligent Transportation Sys 16580 Traffic Mitigation 16590 Transportation CIP O&M 16610 GO Traffic Signals 16620 GO Signs & Marking 16630 GO Street Light Mgmt Dept. Total - Transportation Fund Total - TRANSPORTATION SALES TAX: 1700 - POLICE SPECIAL REVENUE POLICE SERVICES GROUP Police Department 12310 Patrol - Special Revenue Fund Fund Total - POLICE SPECIAL REVENUE: 1720 - FIRE SPECIAL REVENUE 1760 - AIRPORT SPECIAL REVENUE PUBLIC WORKS GROUP Airport 16410 Airport Operations Fund Total - AIRPORT SPECIAL REVENUE: 1820 - CAP GRANT COMMUNITY SERVICES GROUP Human Services-Comm 32040 Community Action Program (CAP) 32050 Case Mgmt-LIHEAP Voucher 32055 Case Mgmt-TANF Voucher 32056 Case Mgmt Admin 32057 Case Mgmt-NHN Voucher 32060 Community Svcs Block Grant-Adm 32070 ACAA HEAF Program 32071 ACAA SW Gas Assistance 32072 ACAA URRD Program 32073 ACAA SRP Assistance 444 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $4,999 $1,048,526 $5,000 $1,119,138 $5,000 $1,208,734 $5,500 $1,299,684 $1,048,526 $1,119,138 $1,208,734 $1,299,684 Program Name 32074 ACAA APS Assistance Dept. Total - Human Services-Comm Fund Total - CAP GRANT: 1830 - EMERGENCY SHELTER GRANTS COMMUNITY SERVICES GROUP Human Services 31900 ESG General Administration 31902 Central AZ Shelter Srvs-ESG 31903 Homeward Bound-ESG 31904 PREHAB Faith House-ESG 31905 ESG Emergency Solution Grant 31908 CAP Homeless Prevention 31909 CAP Rapid Re-Housing Dept. Total - Human Services Fund Total - EMERGENCY SHELTER GRANTS: $13,697 $32,642 $20,316 $32,642 $18,896 $20,816 $6,662 $145,671 $208,992 $331,137 $208,992 $208,992 $331,137 $208,992 $145,671 $208,992 $331,137 $208,992 $275,000 $275,000 $275,000 $275,000 $275,000 $275,000 1840 - GRANTS COMMUNITY SERVICES GROUP Library & Arts 36001 State Grant In Aid 2005 36006 Grant Approp - Library 36038 Books for AZ Libraries 36044 Misc Library Grants 36045 Memorial Donations-Library 36046 Library Donations 36047 VSUW Success by 6 Initiative 36048 Library Teen Program Donations Dept. Total - Library & Arts $8,009 $3,259 $1,466 $108 $2,186 $590 $768 $16,386 Parks & Rec 35004 Grant Approp - Parks & Rec 35015 Misc P&R Grants 35019 Sahuaro Ranch Sustainability 35020 Bonsall Park Donation 35021 P&R Youth Scholarship Donation 35022 GRASP Fitness & Nutrition Prog 35023 Glendale Adult Ctr Donation Dept. Total - Parks & Rec $175,000 $175,000 $175,000 $3,852 $10,208 $2 $3,568 $36,406 $816 $54,852 $175,000 $175,000 $175,000 Group Total - COMMUNITY SERVICES: $71,238 $450,000 $450,000 $450,000 FIRE SERVICES GROUP Fire Department 34001 Grant Approp - Fire Dept 34007 Employee Recognition-Donations 34008 Crisis Response - Donations $500,000 $500,000 $4,000,000 $10,884 $4,187 445 SCHEDULE FIVE Operating Budget by Program and Fund Program Name 34014 Comm. Outreach-Donations 34033 Fire Dept Cadet Pgm-Donations 34043 Fire Parade 34048 Safety Educators 34060 2009/10 Childhood Immunization 34064 2009 MMRS 34065 2009 Assistance to Firefighter 34069 2010 MMRS 34071 GOHS Occu Protection Educ. 34072 AHIMT-Wildland Special Ops 34074 2011 UASI GFD RRT 34075 2011 UASI GFD TLO Sustainment 34076 2011 MMRS 34077 2012 UASI GFD RRT 34078 2012 UASI GFD TLO 34080 2012 MMRS 34081 GCC Educ Svc Agreement 34088 2013 Safer Grant Dept. Total - Fire Department MISCELLANEOUS GRANTS GROUP Grants 32105 Victim's Rights-Cty Atty 32108 Prop. 302 32109 Nina Mason Pulliam Grant 32111 Donations - Glendale Univ. 32115 MYAC Fundraising 32118 Miscellaneous Grants 32132 Historic Plaques 32133 Community Connections Donation 32145 Sands Estates Hist Dist 32149 Centennial HP Bus Tour Donat 32153 Myrtle Avenue Cultural Gateway 32155 Induction Looping System 32156 STOP Violence Prosecutors Off 32157 DV Lethality Assessment Grant 32158 CAP Donations 36504 Smart Landscapes Dept. Total - Grants POLICE SERVICES GROUP Police Department 33001 DARE 33002 Victim Rights - PD 33010 PD DEA Grant - Overtime 33014 CAT Donations 33018 VOCA 33021 Grant Approp - Police Dept 33032 Joint Terrorism Task Force-OT FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $500,000 $500,000 $1,001,610 $5,001,610 $3,724,494 $3,649,494 $3,293,649 $3,724,494 $3,649,494 $3,293,649 $81,347 $81,347 $83,250 $111,431 $3,000,000 $111,431 $3,000,000 $110,477 $4,500,000 $307 $2,425 $807 $71 $17,278 $10,708 -$15,026 $55,584 $3,048 $1,634 $23,480 $8,687 $178,460 $43,312 $19,376 $2,674 $5,832 $373,728 $5,620 $147,832 $6,672 $2,328 $1,227 $0 $568 $0 $835 $36,577 $17,000 $127,581 $75,930 $2,999 $6,766 $431,935 $1,397 $78,799 $34,405 $457 $66,179 $16,660 446 SCHEDULE FIVE Operating Budget by Program and Fund Program Name 33041 DPS VTTF 33047 Advocacy Donations 33057 PD Volunteers 33105 DEA OCDETF Overtime 33121 Bulletproof Vest Prtnrshp 33135 ICAC Task Force 33141 2009 Edward Byrne Memorial JAG 33160 2010 Edward Byrne Memorial JAG 33163 GPD Cold Case Investigation 33164 GPD Technology Enhancement Pro 33165 FCTF/MFTF 33168 Glendale PSN NIBIN 33169 USS Electronic Crime Task Forc 33170 ACJC Records Improvement 33171 2012 GOHS DUI Enforcement 33172 2011 Smart Policing Initiative 33173 2011 JAG CAD/RMS Replacement 33174 2011 SHSGP Disaster Resistant 33175 2011 UASI GPD RRT 33176 2011 UASI Airport Target Hard 33177 2011 UASI GPD TLO Sustainment 33178 2012 GOHS OP Enforcement 33180 USPS Taskforce 33181 HIDTA 33182 2010 UASI Bomb Emer Resp Veh 33183 2013 GOHS DUI Enforcement 33184 2013 GOHS Seat Belt Enforce 33188 State Farm Safety Education 33189 2012 UASI GPD RRT 33190 2012 UASI GPD TLO 33192 2010 UASI Bomb Robot Refurbish 33193 2013 DUI Know Your Limits 33194 GRIC Police Vehicles 33195 2013 DUI Enforcement OT 33213 2013 COPS Hiring Program Dept. Total - Police Department Fund Total - GRANTS: FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $87,059 $1,187 $71 $76,968 $3,534 $4,999 $306 $166,285 $40,324 $722,970 $17,202 $15,255 $2,602 $20,290 $9,752 $105,050 $26,120 $8,840 $14,026 $42,735 $1,295 $1,281 $506 $40,982 $115,000 $41,862 $10,000 $3,842 $1,212 $29,738 $65,000 $1,479 $505,273 $12,346 $2,393,288 $3,192,778 $3,192,778 $553,150 $5,246,877 $3,270,189 $7,867,272 $7,792,272 $13,992,136 1842 - ARRA STIMULUS GRANTS COMMUNITY SERVICES GROUP Human Services 37021 CDBG-R 37024 CDBG-R Valley of Sun School Dept. Total - Human Services Human Services-Comm 37130 ADOH HPRP-Fin Assist $752 $70,570 $71,322 $730 447 SCHEDULE FIVE Operating Budget by Program and Fund Program Name FY 2013 Actual Group Total - COMMUNITY SERVICES: $71,322 MISCELLANEOUS GRANTS GROUP Grants 37060 ARWRF Facility UV System Imp 37061 Well 43 Variable Drive Retrofi 37065 Build Safe Engy Prog Enhance 37067 Energy Matters Public Educat 37068 Program Manager 37075 Solar Parks Lighting Dept. Total - Grants $467,387 $1,470 $3,929 $42,762 $4,402 $255,638 $775,588 POLICE SERVICES GROUP Police Department 37002 JAG Recovery Act $406,812 FY 2014 Budget FY 2015 Budget $122,262 $75,000 $35,000 $15,000 $25,744 $50,000 $223,006 PUBLIC WORKS GROUP Transportation 37090 Old Roma Alley ARRA Grant Fund Total - ARRA STIMULUS GRANTS: FY 2014 Estimate -$3,588 $1,253,722 $50,000 $220,148 $13,260 $2,292,742 $2,306,002 $225,000 $3,671,249 $3,896,249 $225,000 $3,671,249 $3,896,249 $225,000 $2,220,733 $2,445,733 $2,306,002 $3,896,249 $3,896,249 $2,445,733 1860 - RICO FUNDS POLICE SERVICES GROUP Police Department 32020 Federal RICO 32030 State RICO Dept. Total - Police Department Fund Total - RICO FUNDS: 1880 - PARKS & RECREATION SELF SUST COMMUNITY SERVICES GROUP Parks & Rec 14810 Recreation Self-Sustaining 14820 Rec Self Sust-Administration 14840 Sports Self Sustaining 14850 Youth and Teen Self Sustaining 14890 Aquatic Self Sustaining 14891 GESD-Reimb Division Dept. Total - Parks & Rec $128,360 $237,489 $217,951 $25,303 -$1,617 $607,486 $20,360 $282,276 $246,709 $70,546 $20,360 $272,276 $254,059 $60,546 $619,891 $607,241 Parks & Rec-Fac/Commercial 14825 Adult Center Self Sustaining 14830 Rec Self Sust-Foothills Rec 14860 SRPHA Sahuaro Ranch Hist 14892 Glendale Community Center $92,944 $246,330 $64,491 $1,104 $136,511 $325,319 $70,084 $5,001 $136,511 $285,319 $70,084 $5,001 $4,360 $16,053 $277,619 $278,499 $61,421 $0 $637,952 $136,615 $291,047 $70,090 448 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $404,869 $536,915 $496,915 $497,752 $1,012,355 $1,156,806 $1,104,156 $1,135,704 $1,012,355 $1,156,806 $1,104,156 $1,135,704 $4,800 $32,000 $12,000 $0 $10,500 $13,188 $4,185 $12,000 $7,000 $10,000 $9,000 $4,000 $46,383 $4,185 $8,000 $7,000 $10,000 $9,000 $4,000 $46,383 $36,365 $129,368 $100,568 $7,500 $8,000 $13,000 $10,000 $10,985 $4,000 $46,383 $5,000 $115,368 $36,365 $129,368 $100,568 $115,368 $48,093,326 $69,670,319 $64,808,642 $50,009,441 $855 $2,000 $1,140 $855 $855 $2,000 $1,140 $855 $79 $500 $110 $83 $79 $500 $110 $83 $1,000 $620 $465 Program Name Dept. Total - Parks & RecGroup Total - COMMUNITY SERVICES: Fund Total - PARKS & RECREATION SELF SUST: 1885 - PARKS & RECREATION DESIGNATED COMMUNITY SERVICES GROUP Parks & Rec 13110 O'Neil Park Maintenance 13135 City-Wide Aquatics 13140 Cactus 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 13235 Elsie McCarthy Pk. Maint 13237 Paseo Racquet Center Dept. Total - Parks & Rec $10,762 $6,160 $6,282 -$27 Fund Total - PARKS & RECREATION DESIGNATED: TOTAL - SPECIAL REVENUE FUNDS CAPITAL PROJECTS FUNDS 2040 - PUBLIC SAFETY CONSTRUCTION FINANCE & TECHNOLOGY GROUP Lease Pmts/OtherFees 89806 2040 Advisor Fees Fund Total - PUBLIC SAFETY CONSTRUCTION: 2060 - PARKS CONSTRUCTION FINANCE & TECHNOLOGY GROUP Lease Pmts/OtherFees 89804 2060 Advisor Fees Fund Total - PARKS CONSTRUCTION: 2100 - ECONOMIC DEV. CONSTR-1999 AUTH FINANCE & TECHNOLOGY GROUP Lease Pmts/OtherFees 89815 2100 Advisor Fees $483 449 SCHEDULE FIVE Operating Budget by Program and Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $483 $1,000 $620 $465 $2,088 $5,000 $3,220 $2,415 $2,088 $5,000 $3,220 $2,415 $3,730 $8,500 $5,090 $3,818 DEVELOPMENT SERVICES GROUP Building Safety 17510 Cross Connection Control $135,029 $142,222 $138,022 $136,798 FINANCE & TECHNOLOGY GROUP Finance 17020 Customer Service Office $2,668,424 $2,643,052 $2,837,052 $2,904,338 WATER SERVICES GROUP Env. Resources 17010 Environmental Resources 17410 Water Conservation 17420 Water Quality Dept. Total - Env. Resources $340,573 $281,191 $1,052,680 $1,674,444 $548,274 $324,654 $1,197,650 $2,070,578 $548,274 $324,654 $1,197,650 $2,070,578 $736,296 $368,075 $1,306,762 $2,411,133 $6,249,614 $7,474,073 $7,474,073 $989,105 $271,579 $705,778 $63,327 $2,033,711 $1,220,230 $339,776 $664,015 $78,500 $2,347,662 $1,220,230 $339,776 $664,015 $78,500 $2,347,662 $7,711,049 $129,333 $1,109,612 $652,701 $519,072 $65,500 $2,056,290 Program Name Fund Total - ECONOMIC DEV. CONSTR-1999 AUTH: 2180 - FLOOD CONTROL CONSTRUCTION FINANCE & TECHNOLOGY GROUP Lease Pmts/OtherFees 89808 2180 Advisor Fees Fund Total - FLOOD CONTROL CONSTRUCTION: 2210 - TRANSPORTATION CAPITAL PROJECT FINANCE & TECHNOLOGY GROUP Lease Pmts/OtherFees 89813 2210 Advisor Fees Fund Total - TRANSPORTATION CAPITAL PROJECT: TOTAL - CAPITAL PROJECTS FUNDS $225 $225 ENTERPRISE FUNDS 2360 - WATER AND SEWER Utilities 17110 17115 17120 17130 17140 17150 17160 Utilities Administration Safety Administration Information Management Public Service Representatives System Security Property Management Arrowhead Reclamation Plant 450 SCHEDULE FIVE Operating Budget by Program and Fund Program Name 17170 West Area Plant 17180 Materials Control Warehouse 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 Surface WTP 17320 Oasis Groundwater WTP 17610 Pretreatment Program 17620 SROG (91st Ave) Plant 17625 99th Avenue Interceptor 17630 Wastewater Collection 17699 Storm Water Dept. Total - Utilities Group Total - WATER SERVICES: Fund Total - WATER AND SEWER: FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $3,255,142 $3,639,389 $3,639,389 $1,205,393 $162,394 $2,742,525 $1,265,398 $1,933,960 $2,927,894 $372,177 $2,507,882 $748,755 $1,598,081 $128,748 $463,196 $2,204,360 $49,357 $2,511,859 $311,362 $34,701,597 $1,252,202 $201,096 $3,570,000 $1,346,419 $1,949,560 $3,547,915 $666,225 $3,225,241 $1,208,583 $3,389,272 $613,500 $521,822 $3,279,448 $200,000 $2,999,231 $412,048 $44,146,207 $1,252,202 $201,096 $3,570,000 $1,346,419 $1,949,560 $3,547,915 $666,225 $3,225,241 $1,208,583 $3,389,272 $613,500 $521,822 $3,279,448 $200,000 $2,999,231 $412,048 $44,146,207 $3,546,843 $118,567 $1,179,734 $195,542 $4,134,838 $1,316,158 $1,825,267 $2,887,595 $1,679,583 $3,197,733 $1,033,874 $2,836,661 $613,500 $505,422 $3,279,448 $200,000 $2,861,963 $373,978 $44,030,263 $36,376,041 $46,216,785 $46,216,785 $46,441,396 $39,179,494 $49,002,059 $49,191,859 $49,482,532 $3,066,686 $102,454 $882,098 $807,173 $1,582,941 $6,441,352 $3,157,210 $166,600 $1,053,554 $950,264 $1,764,461 $7,092,089 $3,496,710 $166,600 $1,053,554 $950,264 $1,789,101 $7,456,229 $4,393,966 $166,800 $1,287,352 $964,247 $1,950,916 $8,763,281 $6,441,352 $7,092,089 $7,456,229 $8,763,281 $651,757 $3,145,620 $7,545,232 $2,896,619 $14,239,228 $774,162 $3,378,094 $6,827,713 $2,706,029 $13,685,998 $749,482 $3,378,094 $6,827,713 $2,706,029 $13,661,318 $705,076 $3,086,265 $6,844,938 $2,696,719 $13,332,998 $14,239,228 $13,685,998 $13,661,318 $13,332,998 2440 - LANDFILL PUBLIC WORKS GROUP Field Operations 17710 Landfill 17720 Gas Management System 17730 Solid Waste Admin 17740 Recycling 17750 MRF Operations Dept. Total - Field Operations Fund Total - LANDFILL: 2480 - SANITATION PUBLIC WORKS GROUP Field Operations 17810 Sanitation Roll-off 17820 Sanitation Frontload 17830 Curb Service 17840 Residential-Loose Trash Collec Dept. Total - Field Operations Fund Total - SANITATION: 451 SCHEDULE FIVE Operating Budget by Program and Fund FY 2014 Budget FY 2014 Estimate FY 2015 Budget $13,561,596 $15,912,427 $15,914,727 $15,884,596 $13,561,596 $15,912,427 $15,914,727 $15,884,596 $73,421,670 $85,692,573 $86,224,133 $87,463,407 $2,667,061 $2,758,640 $3,400,000 $4,000,000 Fund Total - RISK MANAGEMENT SELF INSURANCE: $2,667,061 $2,758,640 $3,400,000 $4,000,000 $1,262,721 $1,407,000 $1,407,000 $1,608,000 $1,262,721 $1,407,000 $1,407,000 $1,608,000 $23,909,372 $22,348,826 $22,348,823 $23,291,958 Fund Total - BENEFITS TRUST FUND: $23,909,372 $22,348,826 $22,348,823 $23,291,958 TOTAL - INTERNAL SERVICE FUNDS $27,839,154 $26,514,466 $27,155,823 $28,899,958 $298,681,155 $346,320,879 $349,702,134 $368,512,634 Program Name FY 2013 Actual 2500 - PUB HOUSING BUDGET ACTIVITIES COMMUNITY SERVICES GROUP Human Services 17910 Community Housing Fund Total - PUB HOUSING BUDGET ACTIVITIES: TOTAL - ENTERPRISE FUNDS INTERNAL SERVICE FUNDS 2540 - RISK MANAGEMENT SELF INSURANCE HR & RISK MGT GROUP Human Resources 18010 Risk Mgmt Trust Fund 2560 - WORKERS COMP. SELF INSURANCE HR & RISK MGT GROUP Human Resources 18110 Worker's Compensation Fund Total - WORKERS COMP. SELF INSURANCE: 2580 - BENEFITS TRUST FUND HR & RISK MGT GROUP Human Resources 18210 Benefit Programs TOTAL - OPERATING BUDGET 452 SCHEDULE SIX Capital Budget by Fund Fund FY 2013 Actual FY 2014 Budget FY 2014 Estimate FY 2015 Budget $146,825 $690,270 $62,165 $58,536 $91,982 $239,300 $478,107 $150,000 $479,048 $50,000 $1,369,318 $515,219 $754,929 $300,000 $985,865 $35,000 $2,591,013 GENERAL FUNDS 1000 1140 1220 1283 1740 - General PC Replacement Arts Commission Fund CamelbackRanch EventOperations Civic Center TOTAL - GENERAL FUNDS $277,153 $50,000 $447,854 SPECIAL REVENUE FUNDS 1650 - Transportation Grants 1840 - Grants 2120 - Airport Capital Grants TOTAL - SPECIAL REVENUE FUNDS $1,701,616 $2,247,139 $565,613 $2,267,229 $7,704,296 $2,000,000 $12,654,269 $22,358,565 $9,083 $8,997 $2,094 $2,096 $121,681 $2,094 $2,096 $3,297 $2,096 $29,217 $12,487 $498,427 $8,614 $8,116 $1,890 $1,890 $209,572 $261,363 $122,712 $134,519 $44,585 $546,243 $10,842 $2,703,122 $4,530 $4,947 $1,152 $1,152 $33,202 $1,152 $1,152 $1,152 $1,152 $11,479 $7,329 $28,249 $2,101 $1,004 $234 $234 $373,817 $351,822 $121,056 $132,863 $42,929 $701,240 $306 $2,221,567 $18,675,000 $241,576 $2,488,715 $5,786,897 $2,000,000 $12,919,409 $20,706,306 CAPITAL PROJECTS FUNDS 1421+ - DIF-Fire Protection Facilities 1441+ - DIF-Police Facilities 1461+ - DIF-Citywide Parks 1481+ - DIF-Citywide Recreation Fac 1501+ - DIF-Libraries 1520 - DIF-Citywide Open Spaces 1541+ - DIF-Parks Dev Zone 1 1561+ - DIF-Parks Dev Zone 2 1581+ - DIF-Parks Dev Zone 3 1601+ - DIF-Roadway Improvements 1620 - DIF-General Government 1980 - Streets Constr. - 1999 Auth 2000 - Hurf Street Bonds 2040 - Public Safety Construction 2040 - Public Safety Construction 2060 - Parks Construction 2080 - Gov't Facilities - 1999 Auth 2100 - Economic Dev. Constr-1999 Auth 2130 - Cultural Facility Bond Fund 2180 - Flood Control Construction 2210 - Transportation Capital Project $78,958 $371,101 $28,799 $100,555 $689,066 $53,945 $432,225 $8,566,546 $11,014,860 $322,542 $126,491 $64,175 $726,528 $83,741 $11,160 $535,583 $252,921 $64,175 $726,528 $1,706,342 $37,810,188 $44,809,734 $126,545 $4,815,610 $5,133,704 $3,259,444 $41,321,008 $68,783,832 TOTAL - ENTERPRISE FUNDS $3,551,275 $2,088,603 $157,168 $887,048 $88,354 $6,772,448 $9,293,213 $5,254,458 $3,013,364 $11,218,565 $2,282,200 $31,061,800 $639,763 $89,734 $307,012 $308,679 $776,672 $2,121,860 $9,438,400 $17,986,810 $8,725,049 $12,254,529 $3,985,528 $52,390,316 TOTAL - CAPITAL BUDGET $20,532,644 $99,599,417 $10,192,133 $144,471,467 TOTAL - CAPITAL PROJECTS FUNDS ENTERPRISE FUNDS 2360* - Water and Sewer 2400* - Water 2420* - Sewer 2440 - Landfill 2480 - Sanitation *Funds consolidated on Schedule One as Water and Sewer (2360+) 453 SCHEDULE SEVEN Long Term Debt Service Original Issue Outstanding 7/2/14 97,040,000 33,250,000 32,315,000 52,780,000 9,140,000 8,665,000 39,620,000 183,405,000 16,850,000 5,055,000 7,250,000 485,370,000 94,620,000 24,145,000 32,220,000 48,835,000 1,000,000 8,665,000 39,620,000 183,405,000 14,770,000 5,055,000 7,250,000 459,585,000 700,000 1,540,000 240,000 1,345,000 1,000,000 3,920,000 8,745,000 5,202,081 1,112,313 1,462,256 2,954,081 50,190 331,300 1,981,000 8,670,250 334,681 259,763 340,750 22,698,663 5,000 5,000 5,000 5,000 5,000 2,500 2,500 2,500 2,500 35,000 5,907,081 2,657,313 1,707,256 4,304,081 1,055,190 333,800 1,983,500 8,672,750 4,257,181 259,763 340,750 31,478,663 66,400,000 36,645,000 11,960,000 29,365,000 9,065,000 61,000,000 41,650,000 38,300,000 294,385,000 4,335,000 14,615,000 1,395,000 15,985,000 2,010,000 37,155,000 36,490,000 35,825,000 147,810,000 2,665,000 1,395,000 2,000,000 2,010,000 3,960,000 1,335,000 5,645,000 19,010,000 86,700 670,519 55,800 712,031 100,500 1,723,725 1,809,753 1,568,600 6,727,628 35,600 7,900 38,400 9,200 82,700 81,300 79,900 335,000 86,700 3,371,119 1,458,700 2,750,431 2,119,700 5,766,425 3,226,053 7,293,500 26,072,628 Existing Subordinate Lien W&S Rev Bonds-Series 2006 Subordinate Lien W&S Rev Bonds-Series 2007 Subordinate Lien W&S Rev Bonds-Series 2008 Senior Lien W&S Refunding Obligations-Series 2012 W&S Revenue Obligations-Series 2010 Existing Water & Sewer Revenue Funded Debt Total 80,000,000 44,500,000 65,500,000 77,635,000 25,685,000 293,320,000 65,285,000 35,305,000 50,930,000 75,910,000 25,685,000 253,115,000 4,140,000 2,010,000 2,730,000 4,290,000 13,170,000 3,031,556 1,722,113 2,330,588 3,560,250 1,638,858 12,283,364 5,000 5,000 5,000 5,000 5,000 25,000 7,176,556 3,737,113 5,065,588 7,855,250 1,643,858 25,478,364 Street/HURF Revenue Funded Debt (Fund 1920) Existing HURF Revenue Bonds-Series 2006 Existing Street/HURF Revenue Funded Debt Total 15,745,000 15,745,000 3,700,000 3,700,000 1,805,000 1,805,000 148,000 148,000 5,000 5,000 1,958,000 1,958,000 109,110,000 109,110,000 88,015,000 88,015,000 3,250,000 3,250,000 4,076,081 4,076,081 5,000 5,000 7,331,081 7,331,081 20,000,000 20,000,000 129,110,000 20,000,000 20,000,000 108,015,000 3,250,000 4,076,081 5,000 7,331,081 1,217,930,000 972,225,000 45,980,000 45,933,736 405,000 92,318,736 Bond Description FY 2015 Principal FY 2015 Interest FY 2015 Total Fees Requirements Excise Tax Funded Debt (Fund 1940) Existing MPC Bonds-Series 2003 B-Arena Taxable MPC Bonds-Series 2006-GRPSTC/Zanjero MPC Bonds-Series 2008A-H/Conv/Media (Taxable) MPC Bonds-Series 2008B-H/Conv/Media (Taxable) MPC Bonds-Series 2008C-H/Conv/Media (Taxable) MPC Bonds-Series 2012A-Refunding Bond MPC Bonds-Series 2012B-Refunding Bond MPC Bonds-Series 2012C-Refunding Bond MPC Bonds-Series 2012D-Refunding Bond (Taxable) MPC Bonds-AMFP Series 14-Arena MPC Bonds-AMFP Series 16 Refunding-Arena Existing Excise Tax Funded Debt Total Property Tax Funded Debt (Fund 1900) Existing General Obligation Bonds-Series 2003 General Obligation Bonds-Series 2004 General Obligation Bonds-Series 2005 General Obligation Bonds-Series 2006A General Obligation Bonds-Series 2006B General Obligation Bonds-Series 2007 General Obligation Bonds-Series 2009B General Obligation Bonds-Series 2010 Existing Property Tax Funded Debt Total Water & Sewer Revenue Funded Debt (Fund 2380) Transportation Sales Tax Funded Debt (Fund 1970) Existing Transportation Sales Tax Obligations Bond -Series 2008 Existing Transportation Sales Tax Funded Debt Total Proposed Transportation Sales Tax Obligations Bond -Series 2015 Proposed Transportation Sales Tax Funded Debt Total Transportation Sales Tax Funded Debt Total Total Debt Service Payments (All Funds) 454 SCHEDULE SEVEN Long Term Debt Service Text14 Date of Issue Principal Bond Description Excise Tax Funded Debt (Fund 1940) MPC Bonds-Series 2003 B-Arena Taxable 6/1/2003 MPC Bonds-Series 2006-GRPSTC/Zanjero Refund 2/1/12 MPC Bonds-Series 2008A-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008B-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008C-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2012A-Refunding Bond 2/2/2012 MPC Bonds-Series 2012B-Refunding Bond 12/27/2012 MPC Bonds-Series 2012C-Refunding Bond 12/27/2012 MPC Bonds-Series 2012D-Refunding Bond (Taxable) 12/27/2012 MPC Bonds-AMFP Series 14-Arena 6/28/2002 MPC Bonds-AMFP Series 16 Refunding-Arena 7/31/2003 Sub-TotalExcise Tax Funded Debt Property Tax Funded Debt (Fund 1900) General Obligation Bonds-Series 2003 4/1/2003 General Obligation Bonds-Series 2004 6/1/2004 General Obligation Bonds-Series 2005 6/1/2005 General Obligation Bonds-Series 2006A 6/1/2006 General Obligation Bonds-Series 2006B 6/1/2006 General Obligation Bonds-Series 2007 6/26/2007 General Obligation Bonds-Series 2009B 12/22/2009 General Obligation Bonds-Series 2010 11/30/2010 Sub-TotalProperty Tax Funded Debt Water & Sewer Revenue Funded Debt (Fund 2380) Subordinate Lien W&S Rev Bonds-Series 2006 2/7/2006 Subordinate Lien W&S Rev Bonds-Series 2007 6/15/2007 Subordinate Lien W&S Rev Bonds-Series 2008 2/1/2008 Senior Lien W&S Refunding Obligations-Series 2012 2/1/2012 W&S Revenue Obligations-Series 2010 11/30/2010 Sub-TotalWater & Sewer Revenue Funded Debt Street/HURF Revenue Funded Debt (Fund 1920) HURF Revenue Bonds-Series 2006 4/11/2006 Sub-TotalStreet/HURF Revenue Funded Debt Transportation Sales Tax Funded Debt (Fund 1970) Transportation Sales Tax Obligations Bond -Series 2008 10/16/2007 Transportation Sales Tax Obligations Bond -Series 2015 Sub-TotalTransportation Sales Tax Funded Debt Total Debt Service Payments (All Funds) FY 2016 Interest Other Fees Total 800,000 1,615,000 1,350,000 1,425,000 4,365,000 9,555,000 5,165,121 1,035,313 1,452,656 2,880,832 331,300 1,981,000 8,670,250 275,878 259,763 340,750 22,392,862 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 40,000 5,970,121 2,655,313 2,807,656 4,310,832 336,300 1,986,000 8,675,250 4,645,878 259,763 340,750 31,987,862 2,795,000 2,080,000 4,120,000 1,880,000 6,500,000 17,375,000 86,700 560,588 632,031 1,555,425 1,766,365 1,342,800 5,943,909 35,600 38,400 82,700 81,300 79,900 317,900 86,700 3,391,188 2,750,431 5,758,125 3,727,665 7,922,700 23,636,809 4,355,000 2,110,000 2,840,000 4,465,000 13,770,000 2,814,206 1,621,613 2,221,388 3,388,650 1,638,858 11,684,714 5,000 5,000 5,000 5,000 5,000 25,000 7,174,206 3,736,613 5,066,388 7,858,650 1,643,858 25,479,714 1,895,000 1,895,000 75,800 75,800 5,000 5,000 1,975,800 1,975,800 3,380,000 538,453 3,918,453 3,946,081 1,192,043 5,138,124 5,000 5,000 10,000 7,331,081 1,735,495 9,066,576 46,513,453 45,235,408 397,900 92,146,761 455 SCHEDULE SEVEN Long Term Debt Service Text14 Date of Issue Principal Bond Description Excise Tax Funded Debt (Fund 1940) MPC Bonds-Series 2003 B-Arena Taxable 6/1/2003 MPC Bonds-Series 2006-GRPSTC/Zanjero Refund 2/1/12 MPC Bonds-Series 2008A-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008B-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008C-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2012A-Refunding Bond 2/2/2012 MPC Bonds-Series 2012B-Refunding Bond 12/27/2012 MPC Bonds-Series 2012C-Refunding Bond 12/27/2012 MPC Bonds-Series 2012D-Refunding Bond (Taxable) 12/27/2012 MPC Bonds-AMFP Series 14-Arena 6/28/2002 MPC Bonds-AMFP Series 16 Refunding-Arena 7/31/2003 Sub-TotalExcise Tax Funded Debt Property Tax Funded Debt (Fund 1900) General Obligation Bonds-Series 2003 4/1/2003 General Obligation Bonds-Series 2004 6/1/2004 General Obligation Bonds-Series 2005 6/1/2005 General Obligation Bonds-Series 2006A 6/1/2006 General Obligation Bonds-Series 2006B 6/1/2006 General Obligation Bonds-Series 2007 6/26/2007 General Obligation Bonds-Series 2009B 12/22/2009 General Obligation Bonds-Series 2010 11/30/2010 Sub-TotalProperty Tax Funded Debt Water & Sewer Revenue Funded Debt (Fund 2380) Subordinate Lien W&S Rev Bonds-Series 2006 2/7/2006 Subordinate Lien W&S Rev Bonds-Series 2007 6/15/2007 Subordinate Lien W&S Rev Bonds-Series 2008 2/1/2008 Senior Lien W&S Refunding Obligations-Series 2012 2/1/2012 W&S Revenue Obligations-Series 2010 11/30/2010 Sub-TotalWater & Sewer Revenue Funded Debt Street/HURF Revenue Funded Debt (Fund 1920) HURF Revenue Bonds-Series 2006 4/11/2006 Sub-TotalStreet/HURF Revenue Funded Debt Transportation Sales Tax Funded Debt (Fund 1970) Transportation Sales Tax Obligations Bond -Series 2008 10/16/2007 Transportation Sales Tax Obligations Bond -Series 2015 Sub-TotalTransportation Sales Tax Funded Debt Total Debt Service Payments (All Funds) FY 2017 Interest Other Fees Total 2,600,000 1,700,000 1,405,000 1,495,000 2,175,000 9,375,000 5,122,881 954,563 1,398,656 2,803,226 331,300 1,981,000 8,670,250 192,943 259,763 340,750 22,055,331 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 40,000 7,727,881 2,659,563 2,808,656 4,303,226 2,511,300 1,986,000 8,675,250 197,943 259,763 340,750 31,470,331 2,915,000 2,170,000 4,290,000 1,920,000 6,750,000 18,045,000 86,700 441,800 528,031 1,380,325 1,694,925 1,082,800 5,214,581 35,600 38,400 82,700 81,300 79,900 317,900 86,700 3,392,400 2,736,431 5,753,025 3,696,225 7,912,700 23,577,481 4,570,000 2,215,000 2,950,000 4,640,000 14,375,000 2,596,456 1,516,113 2,107,788 3,210,050 1,638,858 11,069,264 5,000 5,000 5,000 5,000 5,000 25,000 7,171,456 3,736,113 5,062,788 7,855,050 1,643,858 25,469,264 - - - - 3,550,000 571,244 4,121,244 3,777,081 1,159,251 4,936,332 5,000 5,000 10,000 7,332,081 1,735,495 9,067,576 45,916,244 43,275,508 392,900 89,584,653 456 SCHEDULE SEVEN Long Term Debt Service Text14 Date of Issue Principal Bond Description Excise Tax Funded Debt (Fund 1940) MPC Bonds-Series 2003 B-Arena Taxable 6/1/2003 MPC Bonds-Series 2006-GRPSTC/Zanjero Refund 2/1/12 MPC Bonds-Series 2008A-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008B-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008C-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2012A-Refunding Bond 2/2/2012 MPC Bonds-Series 2012B-Refunding Bond 12/27/2012 MPC Bonds-Series 2012C-Refunding Bond 12/27/2012 MPC Bonds-Series 2012D-Refunding Bond (Taxable) 12/27/2012 MPC Bonds-AMFP Series 14-Arena 6/28/2002 MPC Bonds-AMFP Series 16 Refunding-Arena 7/31/2003 Sub-TotalExcise Tax Funded Debt Property Tax Funded Debt (Fund 1900) General Obligation Bonds-Series 2003 4/1/2003 General Obligation Bonds-Series 2004 6/1/2004 General Obligation Bonds-Series 2005 6/1/2005 General Obligation Bonds-Series 2006A 6/1/2006 General Obligation Bonds-Series 2006B 6/1/2006 General Obligation Bonds-Series 2007 6/26/2007 General Obligation Bonds-Series 2009B 12/22/2009 General Obligation Bonds-Series 2010 11/30/2010 Sub-TotalProperty Tax Funded Debt Water & Sewer Revenue Funded Debt (Fund 2380) Subordinate Lien W&S Rev Bonds-Series 2006 2/7/2006 Subordinate Lien W&S Rev Bonds-Series 2007 6/15/2007 Subordinate Lien W&S Rev Bonds-Series 2008 2/1/2008 Senior Lien W&S Refunding Obligations-Series 2012 2/1/2012 W&S Revenue Obligations-Series 2010 11/30/2010 Sub-TotalWater & Sewer Revenue Funded Debt Street/HURF Revenue Funded Debt (Fund 1920) HURF Revenue Bonds-Series 2006 4/11/2006 Sub-TotalStreet/HURF Revenue Funded Debt Transportation Sales Tax Funded Debt (Fund 1970) Transportation Sales Tax Obligations Bond -Series 2008 10/16/2007 Transportation Sales Tax Obligations Bond -Series 2015 Sub-TotalTransportation Sales Tax Funded Debt Total Debt Service Payments (All Funds) FY 2018 Interest Other Fees Total 2,805,000 1,770,000 1,465,000 1,575,000 1,950,000 9,565,000 4,985,601 882,313 1,342,456 2,721,809 253,050 1,981,000 8,670,250 192,943 259,763 340,750 21,629,933 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 40,000 7,795,601 2,657,313 2,812,456 4,301,809 2,208,050 1,986,000 8,675,250 197,943 259,763 340,750 31,234,933 4,335,000 3,050,000 2,260,000 4,485,000 1,970,000 2,100,000 18,200,000 86,700 296,050 438,519 1,187,275 1,618,125 812,800 4,439,469 35,600 38,400 82,700 81,300 79,900 317,900 4,421,700 3,381,650 2,736,919 5,754,975 3,669,425 2,992,700 22,957,369 4,800,000 2,330,000 3,070,000 4,875,000 15,075,000 2,367,956 1,405,363 1,989,788 2,978,050 1,638,858 10,380,014 5,000 5,000 5,000 5,000 5,000 25,000 7,172,956 3,740,363 5,064,788 7,858,050 1,643,858 25,480,014 - - - - 3,730,000 606,033 4,336,033 3,599,581 1,124,462 4,724,043 5,000 5,000 10,000 7,334,581 1,735,495 9,070,076 47,176,033 41,173,459 392,900 88,742,392 457 SCHEDULE SEVEN Long Term Debt Service Text14 Date of Issue Principal Bond Description Excise Tax Funded Debt (Fund 1940) MPC Bonds-Series 2003 B-Arena Taxable 6/1/2003 MPC Bonds-Series 2006-GRPSTC/Zanjero Refund 2/1/12 MPC Bonds-Series 2008A-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008B-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008C-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2012A-Refunding Bond 2/2/2012 MPC Bonds-Series 2012B-Refunding Bond 12/27/2012 MPC Bonds-Series 2012C-Refunding Bond 12/27/2012 MPC Bonds-Series 2012D-Refunding Bond (Taxable) 12/27/2012 MPC Bonds-AMFP Series 14-Arena 6/28/2002 MPC Bonds-AMFP Series 16 Refunding-Arena 7/31/2003 Sub-TotalExcise Tax Funded Debt Property Tax Funded Debt (Fund 1900) General Obligation Bonds-Series 2003 4/1/2003 General Obligation Bonds-Series 2004 6/1/2004 General Obligation Bonds-Series 2005 6/1/2005 General Obligation Bonds-Series 2006A 6/1/2006 General Obligation Bonds-Series 2006B 6/1/2006 General Obligation Bonds-Series 2007 6/26/2007 General Obligation Bonds-Series 2009B 12/22/2009 General Obligation Bonds-Series 2010 11/30/2010 Sub-TotalProperty Tax Funded Debt Water & Sewer Revenue Funded Debt (Fund 2380) Subordinate Lien W&S Rev Bonds-Series 2006 2/7/2006 Subordinate Lien W&S Rev Bonds-Series 2007 6/15/2007 Subordinate Lien W&S Rev Bonds-Series 2008 2/1/2008 Senior Lien W&S Refunding Obligations-Series 2012 2/1/2012 W&S Revenue Obligations-Series 2010 11/30/2010 Sub-TotalWater & Sewer Revenue Funded Debt Street/HURF Revenue Funded Debt (Fund 1920) HURF Revenue Bonds-Series 2006 4/11/2006 Sub-TotalStreet/HURF Revenue Funded Debt Transportation Sales Tax Funded Debt (Fund 1970) Transportation Sales Tax Obligations Bond -Series 2008 10/16/2007 Transportation Sales Tax Obligations Bond -Series 2015 Sub-TotalTransportation Sales Tax Funded Debt Total Debt Service Payments (All Funds) FY 2019 Interest Other Fees Total 3,035,000 1,860,000 1,530,000 1,655,000 2,245,000 2,045,000 12,370,000 4,837,497 793,813 1,283,856 2,636,034 194,550 1,981,000 8,670,250 192,943 259,763 340,750 21,190,455 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 40,000 7,877,497 2,658,813 2,818,856 4,296,034 2,444,550 1,986,000 8,675,250 2,242,943 259,763 340,750 33,600,455 3,190,000 2,370,000 4,710,000 2,025,000 4,300,000 16,595,000 143,550 339,644 963,025 1,534,400 707,800 3,688,419 35,600 38,400 82,700 81,300 79,900 317,900 3,369,150 2,748,044 5,755,725 3,640,700 5,087,700 20,601,319 5,040,000 2,430,000 3,190,000 5,020,000 15,680,000 2,127,956 1,303,425 1,866,988 2,831,800 1,638,858 9,769,026 5,000 5,000 5,000 5,000 5,000 25,000 7,172,956 3,738,425 5,061,988 7,856,800 1,643,858 25,474,026 - - - - 3,915,000 642,940 4,557,940 3,413,081 1,087,555 4,500,636 5,000 5,000 10,000 7,333,081 1,735,495 9,068,576 49,202,940 39,148,536 392,900 88,744,376 458 SCHEDULE SEVEN Long Term Debt Service Text14 Date of Issue Principal Bond Description Excise Tax Funded Debt (Fund 1940) MPC Bonds-Series 2003 B-Arena Taxable 6/1/2003 84,680,000 MPC Bonds-Series 2006-GRPSTC/Zanjero Refund 2/1/12 15,660,000 MPC Bonds-Series 2008A-H/Conv/Media (Taxable) 6/1/2008 26,230,000 MPC Bonds-Series 2008B-H/Conv/Media (Taxable) 6/1/2008 41,340,000 MPC Bonds-Series 2008C-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2012A-Refunding Bond 2/2/2012 2,295,000 MPC Bonds-Series 2012B-Refunding Bond 12/27/2012 39,620,000 MPC Bonds-Series 2012C-Refunding Bond 12/27/2012 183,405,000 MPC Bonds-Series 2012D-Refunding Bond (Taxable) 12/27/2012 4,440,000 MPC Bonds-AMFP Series 14-Arena 6/28/2002 5,055,000 MPC Bonds-AMFP Series 16 Refunding-Arena 7/31/2003 7,250,000 Sub-TotalExcise Tax Funded Debt 409,975,000 Property Tax Funded Debt (Fund 1900) General Obligation Bonds-Series 2003 4/1/2003 General Obligation Bonds-Series 2004 6/1/2004 General Obligation Bonds-Series 2005 6/1/2005 General Obligation Bonds-Series 2006A 6/1/2006 5,105,000 General Obligation Bonds-Series 2006B 6/1/2006 General Obligation Bonds-Series 2007 6/26/2007 15,590,000 General Obligation Bonds-Series 2009B 12/22/2009 27,360,000 General Obligation Bonds-Series 2010 11/30/2010 10,530,000 Sub-TotalProperty Tax Funded Debt 58,585,000 Water & Sewer Revenue Funded Debt (Fund 2380) Subordinate Lien W&S Rev Bonds-Series 2006 2/7/2006 42,380,000 Subordinate Lien W&S Rev Bonds-Series 2007 6/15/2007 24,210,000 Subordinate Lien W&S Rev Bonds-Series 2008 2/1/2008 36,150,000 Senior Lien W&S Refunding Obligations-Series 2012 2/1/2012 52,620,000 W&S Revenue Obligations-Series 2010 11/30/2010 25,685,000 Sub-TotalWater & Sewer Revenue Funded Debt 181,045,000 Street/HURF Revenue Funded Debt (Fund 1920) HURF Revenue Bonds-Series 2006 4/11/2006 Sub-TotalStreet/HURF Revenue Funded Debt Transportation Sales Tax Funded Debt (Fund 1970) Transportation Sales Tax Obligations Bond -Series 2008 10/16/2007 70,190,000 Transportation Sales Tax Obligations Bond -Series 2015 17,641,330 Sub-TotalTransportation Sales Tax Funded Debt 87,831,330 Total Debt Service Payments (All Funds) 737,436,330 FY 2020 and Beyond Interest Other Fees Total 37,909,953 2,902,688 9,117,425 22,792,745 169,500 17,440,750 114,555,550 138,750 3,262,106 4,940,875 213,230,341 70,000 35,000 65,000 70,000 10,000 70,000 95,000 5,000 420,000 122,659,953 18,597,688 35,412,425 64,202,745 2,474,500 57,130,750 298,055,550 4,583,750 8,317,106 12,190,875 623,625,341 353,938 76,800 1,477,775 248,100 9,536,663 894,300 922,900 239,700 12,291,275 1,458,900 5,535,738 17,315,875 37,790,963 11,692,600 72,335,175 7,812,469 5,649,900 9,390,675 14,295,250 15,687,848 52,836,141 35,000 40,000 45,000 45,000 55,000 220,000 50,227,469 29,899,900 45,585,675 66,960,250 41,427,848 234,101,141 - - - 25,074,619 10,046,592 35,121,211 65,000 80,000 145,000 95,329,619 27,767,922 123,097,541 313,478,969 2,243,900 1,053,159,198 459 SCHEDULE SEVEN Long Term Debt Service Text14 Grand Total of Remaining Payments Date of Issue Principal Interest Other Fees Total Bond Description Excise Tax Funded Debt (Fund 1940) MPC Bonds-Series 2003 B-Arena Taxable 6/1/2003 MPC Bonds-Series 2006-GRPSTC/Zanjero Refund 2/1/12 MPC Bonds-Series 2008A-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008B-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2008C-H/Conv/Media (Taxable) 6/1/2008 MPC Bonds-Series 2012A-Refunding Bond 2/2/2012 MPC Bonds-Series 2012B-Refunding Bond 12/27/2012 MPC Bonds-Series 2012C-Refunding Bond 12/27/2012 MPC Bonds-Series 2012D-Refunding Bond (Taxable) 12/27/2012 MPC Bonds-AMFP Series 14-Arena 6/28/2002 MPC Bonds-AMFP Series 16 Refunding-Arena 7/31/2003 Sub-TotalExcise Tax Funded Debt Property Tax Funded Debt (Fund 1900) General Obligation Bonds-Series 2003 4/1/2003 General Obligation Bonds-Series 2004 6/1/2004 General Obligation Bonds-Series 2005 6/1/2005 General Obligation Bonds-Series 2006A 6/1/2006 General Obligation Bonds-Series 2006B 6/1/2006 General Obligation Bonds-Series 2007 6/26/2007 General Obligation Bonds-Series 2009B 12/22/2009 General Obligation Bonds-Series 2010 11/30/2010 Sub-TotalProperty Tax Funded Debt Water & Sewer Revenue Funded Debt (Fund 2380) Subordinate Lien W&S Rev Bonds-Series 2006 2/7/2006 Subordinate Lien W&S Rev Bonds-Series 2007 6/15/2007 Subordinate Lien W&S Rev Bonds-Series 2008 2/1/2008 Senior Lien W&S Refunding Obligations-Series 2012 2/1/2012 W&S Revenue Obligations-Series 2010 11/30/2010 Sub-TotalWater & Sewer Revenue Funded Debt Street/HURF Revenue Funded Debt (Fund 1920) HURF Revenue Bonds-Series 2006 4/11/2006 Sub-TotalStreet/HURF Revenue Funded Debt Transportation Sales Tax Funded Debt (Fund 1970) Transportation Sales Tax Obligations Bond -Series 2008 10/16/2007 Transportation Sales Tax Obligations Bond -Series 2015 Sub-TotalTransportation Sales Tax Funded Debt Total Debt Service Payments (All Funds) 94,620,000 24,145,000 32,220,000 48,835,000 1,000,000 8,665,000 39,620,000 183,405,000 14,770,000 5,055,000 7,250,000 459,585,000 63,223,134 7,681,000 16,057,306 36,788,726 50,190 1,611,000 27,345,750 157,906,800 1,328,136 4,560,919 6,644,625 323,197,586 95,000 60,000 90,000 95,000 5,000 32,500 92,500 117,500 27,500 615,000 157,938,134 31,886,000 48,367,306 85,718,726 1,055,190 10,308,500 67,058,250 341,429,300 16,125,636 9,615,919 13,894,625 783,397,586 4,335,000 14,615,000 1,395,000 15,985,000 2,010,000 37,155,000 36,490,000 35,825,000 147,810,000 346,800 2,112,506 55,800 3,004,194 100,500 8,287,550 17,960,230 6,437,700 38,305,280 178,000 7,900 268,800 9,200 661,600 1,300,800 639,200 3,065,500 4,681,800 16,905,506 1,458,700 19,257,994 2,119,700 46,104,150 55,751,030 42,901,900 189,180,780 65,285,000 35,305,000 50,930,000 75,910,000 25,685,000 253,115,000 20,750,600 13,218,525 19,907,213 30,264,050 23,882,135 108,022,523 60,000 65,000 70,000 70,000 80,000 345,000 86,095,600 48,588,525 70,907,213 106,244,050 49,647,135 361,482,523 3,700,000 3,700,000 223,800 223,800 10,000 10,000 3,933,800 3,933,800 88,015,000 20,000,000 108,015,000 972,225,000 43,886,525 14,609,902 58,496,427 528,245,616 90,000 131,991,525 100,000 34,709,902 190,000 166,701,427 4,225,500 1,504,696,116 460 SCHEDULE EIGHT Scheduled Lease Payments Lease Desc. & Account FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 On 2011 Lease Refinance (Refinanced Northern Crossing, Hickman and ADOT payment) 1,212,300 3,011,200 1000-11380-560600 (principal) 2,855,000 3,175,900 1000-11380-560600 (interest) 537,589 450,244 293,995 129,195 1,749,889 3,305,244 3,305,195 3,305,095 Total - Fire Trucks & Equipment - '07 Lease 1000-11380-560600 (principal) 1000-11380-560600 (interest) Total 48,286 3,259 51,545 50,123 1,422 51,545 - - - 1000 - General Fund Total: 1,801,434 3,356,789 3,305,195 3,305,095 - Grand Total: 1,801,434 3,356,789 3,305,195 3,305,095 - 461 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title CITY ATTORNEY DEPARTMENT City Attorney 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 Public Safety Staff Attorney Secretary Sr Secretary Victim Assistance Caseworker Fund 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 3 7 1 1 2 1 2 1 2 5 1 2 7 1 1 3 1 2 1 1 2 5 1 2 6 1 1 3 1 2 1 1 1 5 1 2 6 1 1 3 1 2 1 1 1 5 1 2 6 1 1 3 1 2 1 1 1 5 1 26 27 25 25 25 1 1 - 1 1 0.5 1 1 0.5 1 1 0.5 1 1 0.5 2 2.5 2.5 2.5 2.5 1000 1000 1000 1000 1000 1000 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 1 1 6 1000 1000 1 1 2 1 1 2 1 1 2 1 1 2 - 6 6 6 6 6 1 2 1 2 1 2 1 2 1 2 CITY ATTORNEY DEPARTMENT TOTAL: CITY AUDITOR DEPARTMENT City Auditor 10710 City Auditor Asst City Auditor City Auditor Compliance/Asset Mgmt Exec Dir Sr Secretary 1000 1000 1000 1000 CITY AUDITOR DEPARTMENT TOTAL: CITY CLERK DEPARTMENT City Clerk 10210 City Clerk City Clerk Dep City Clerk Mgmt Aide Records Mgmt Asst Records Supv Sr Secretary City Clerk Division Total: 10220 Records Management Records Mgmt Asst Records Supv Records Management Division Total: CITY CLERK DEPARTMENT TOTAL: CITY COURT DEPARTMENT City Court 10410 City Court Account Spec II City Judge FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 462 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title CITY COURT DEPARTMENT City Court 10410 City Court 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 Sys Analyst City Court Division Total: 10510 Court Security Mgmt Asst Police Officer Court Security Division Total: 10520 Court Time Payments Court Clerk II Fund 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 3 23.2 2 1 1.75 1 1 2 1 0.8 42.75 1 1 1 3 23.2 2 1 1.75 1 1 1 0.8 40.75 1 1 1 20.2 2 1 1.75 3 1 1 1 0.8 37.75 1 1 1 20.2 2 1 1.5 3 1 1 0.8 36.5 1 1 24.2 2 1 1.5 3 1 1 1 1 40.7 1240 1240 1 1 1 1 1 1 2 1 1 2 1 1 2 1240 1 1 1 1 - 44.75 42.75 40.75 39.5 42.7 1000 1000 1000 1000 1 1 1 1 4 1 1 2 - - - 1000 1000 1000 1000 1000 1000 1 1 2 1 1 1 7 1 1 2 1 1 1 7 1 1 1 1 1 5 1 1 1 1 1 5 2 1 1 1 5 11 9 5 5 5 CITY COURT DEPARTMENT TOTAL: CITY MANAGER DEPARTMENT Admin Svcs Admin. 11210 Administration Services Admin. Dep City Mgr Exec Administrative Asst Exec Administrative Asst II Sr Mgmt Asst Administration Services Admin. Division City Manager 10310 City Manager Asst City Mgr City Mgr Exec Administrative Asst Mgmt Asst Mgmt Asst to the City Mgr Sr Mgmt Asst City Manager Division Total: CITY MANAGER DEPARTMENT TOTAL: FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 463 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title Fund COMMUNICATIONS DEPARTMENT Conv./Media/Parking 10891 Media Center Operations Chief Broadcast Engineer 1000 1 1 1 1 1 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 2 1 1 1 1 1 2 10 1 1 1 1 1 1 1 1 2 10 1 1 1 1 2 2 1 1 1 11 1 1 1 2 2 1 1 1 1 11 1 1 1 2 1 1 1 1 9 1000 1000 1000 1 1 2 4 0.75 1 2 3.75 1 1 2 4 1 1 2 4 1 1 2 4 1000 1000 1000 1 1 2 1 1 2 1 1 1 1 - 1000 1000 1000 1000 1 4 1 1 7 23 1 4 1 1 7 22.75 1 4 1 6 22 1 3.5 4.5 20.5 1 3.5 4.5 17.5 1000 1000 1000 1000 0.5 1 1 0.5 1 1 0.5 1 1 - - Marketing and Comm. 10810 Marketing Comm Dir Comm Exec Dir Communications Director Creative Designer Creative Services Mgr Customer Assistance Rep Dep Comm Dir Exec Comm Dir Marketing & Comm Coord Marketing & Comm Mgr Marketing & Comm Prog Mgr Mgmt Aide Mgmt Asst Sr Marketing & Comm Mgr Sr Secretary Sr. Marketing & Comm Mgr Web Content Program Mgr Marketing Division Total: 14110 City-Wide Special Events Special Events Coord Special Events Division Mgr Special Events Program Manager City-Wide Special Events Division Total: 14115 Audio/Visual Audio/Visual Coordinator Audio/Visual Network Spec Media Production Spec Audio/Visual Division Total: 14120 Cable Communications Cable Media Administrator Media Production Spec Television Exec Prod/Anchor Television Producer/Host Cable Communications Division Total: Marketing and Comm. Rollup Total: Tourism/CVB 10820 Tourism Customer Assistance Rep CVB Mgr Dep Comm Dir Tourism Coordinator FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 464 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNICATIONS DEPARTMENT Tourism/CVB 10820 Tourism Tourism Manager Customer Assistance Rep CVB Mgr Tourism Coordinator Tourism Division Total: Fund 1000 1750 1750 1750 1 3.5 2.5 2.5 0.5 1 1 2.5 0.5 1 1 2.5 27.5 26.25 25.5 24 21 1000 1000 1000 1000 1000 1000 1000 1000 1 1 - - - 1 1 1 1 1 2 2 9 1000 1000 1000 1000 1000 1 1 2 1 1 1 3 1 1 2 1 1 2 1 1 1 3 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 2500 1 1 1 1 2 1 10 1 1 2 1 1 1 1 1 1 2 1 10 1 1 1 2 1 1 1 1 1 1 2 1 10 1 1 1 1 2 1 1 1 1 1 1 2 10 1 1 1 1 2 1 1 1 1 1 1 2 10 1 1 1 1 2 1 1 1 COMMUNICATIONS DEPARTMENT TOTAL: COMMUNITY SERVICES DEPARTMENT Comm. Services Adm 14510 Comm. Services Admin. Asst Comm Serv Dir Community Services Director Dep City Mgr Management Aide Mgmt Aide Mgmt Asst Office Support Supv Secretary Comm. Services Admin. Division Total: Human Services 15010 Community Revitalization Dep City Mgr Human Srvs Administrator Revit Mgr Revitalization Admin Revitalization Grants Supv Community Revitalization Division Total: 17910 Community Housing Account Spec II Accountant I Bldg Maint Leader Bldg Maint Supv Building Maintenance Worker Community Partnerships Dir Housing Assistance Rep Housing Srvcs Admin Housing Srvcs Mgr Housing Supv Mgmt Asst Neighborhood Srvcs Coord Secretary Sr Mgmt Asst Sr Secretary Srvc Worker I (Bldg Maint) FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 465 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Human Services 17910 Community Housing Community Housing Division Total: 31001 CDBG Programs Account Spec II Mgmt Asst Revitalization Coord Revitalization Supv Secretary Sr Secretary CDBG Programs Division Total: Human Services Rollup Total: Human Services-Comm Action Prg 32040 Community Action Program (CAP) Community Action Program Admin Community Eligibility Rep Community Eligibility Spec Customer Assistance Rep Mgmt Aide Office Asst Community Action Program (CAP) 32056 Case Mgmt Admin Community Eligibility Rep Community Eligibility Spec Case Mgmt Admin Division Total: 32060 Community Svcs Block Grant-Adm CAP Mgr Community Action Program Admin Community Eligibility Rep Customer Assistance Rep Mgmt Aide Office Asst Community Svcs Block Grant-Adm Human Services-Comm Action Prg Rollup Total: Library & Arts 15220 Library Account Spec Administrative Librarian Chief Librarian Courier Librarian Librarian I Librarian II Librarian III Librarian IV Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 24 24 25 24 24 1320 1320 1320 1320 1320 1320 1 0.75 4 1 1 1 8.75 34.75 1 0.75 4 1 1 1 8.75 35.75 1 0.75 4 1 1 1 8.75 35.75 1 0.75 4 1 1 1 8.75 34.75 1 0.75 4 1 1 1 8.75 35.75 1820 1820 1820 1820 1820 1820 1 2.5 1 1 1 0.5 7 - - - - 1820 1820 - 2.5 1 3.5 2.5 1 3.5 2 1 3 2 1 3 1820 1820 1820 1820 1820 1820 7 1 1 1 0.5 3.5 7 1 1 1 0.5 3.5 7 1 0.5 1 2.5 5.5 1 0.5 1 2.5 5.5 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 3.5 16.25 3 4 2 1 18.75 3 4 1 0.5 16.75 3 3 1 12.75 3 1 5 1 11.75 466 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Library & Arts 15220 Library Library Asst I Library Asst II Library Asst III Library Dir Library Graphics Coord Library Mgr Library Ops Supv Library Technology Coord Library Technology Supv Mgmt Asst PC Support Specialist II Public Service Asst Secretary Library Division Total: 15310 Arts Maintenance Arts Coordinator Library Graphics Coord Arts Maintenance Division Total: Library & Arts Rollup Total: Parks & Rec 13010 Pool Maintenance Srvc Worker III (Parks) 13020 Park Irrigation Srvc Worker II (Parks) Srvc Worker III (Parks) Park Irrigation Division Total: 13030 Parks CIP & Planning Parks & Rec Projects Coord 13040 Parks Maintenance Crewleader (Parks) Dep Parks & Rec Dir Landscape Gard/Horticulturist Park Mgr Parks & Rec Admin Playground Equip Srvc Worker Rec Coord Rec Mgr Secretary Service Worker II Sr Heavy Equip Srvc Worker Sr Rec Coord Sr Secretary Srvc Worker II (Parks) Srvc Worker III (Parks) Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 4 1.63 13.25 1 1 5 4 2 1 1 2 2.63 1 69.26 4 1.63 13.25 1 1 4 4 1 1 1 2 6.5 1 70.13 3.5 1 11.75 3 4 1 5.5 1 55 2.5 1 11.75 2 3 5.5 43.5 2 1.5 10.75 1 4 5.5 42.5 1220 1220 69.26 70.13 1 1 56 1 1 44.5 1 1 43.5 1000 2 2 2 2 - 1000 1000 1 2 3 1 2 3 - - - 1000 2 2 1 - - 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 2 1 1 2 1 1 10 5 2 1 1 2 1 1 8 4 2 1 1 2 1 1 1 1 8 2 2 1 1 2 1 2 1 1 9 2 1 2 1 2 1 1 1 8 2 467 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Parks & Rec 13040 Parks Maintenance Support Srvc Supv Parks Maintenance Division Total: 14610 Parks & Recreation Admin. Account Spec Mgmt Aide Mgmt Asst Mgmt Asst II Parks & Rec Dir Parks, Rec & Library Exec Dir Rec Coord Rec Mgr Secretary Sr Mgmt Asst Sr Secretary Parks & Recreation Admin. Division Total: 14630 Recreation Support Services Mgmt Asst Rec Accounts Coord Rec Mgr Secretary Sr Rec Coord Sr Secretary Recreation Support Services Division Total: 14650 Youth and Teen Rec Mgr Rec Programmer Sr Rec Coord Youth and Teen Division Total: 14660 Special Events and Programs Rec Mgr 14670 Sports and Health Dep Parks & Rec Dir Park Mgr Rec Coord Rec Mgr Srvc Worker II (Parks) Sports and Health Division Total: 14680 Aquatics Rec Coord Sr Rec Coord Srvc Worker III (Parks) Aquatics Division Total: 14700 Marketing - Parks & Rec Mgmt Asst Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 23 20 20 1 23 1 20 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 2 1 1 2 1 1 4 1 1 1 1 1 2 1 8 - 1000 1000 1000 1000 1000 1000 1 1 3 1 6 1 1 3 1 6 1 2 1 4 - 2 1 3 1000 1000 1000 1 4.5 1 6.5 1 3.75 2 6.75 1 2.25 1 4.25 - - 1000 1 1 - - - 1000 1000 1000 1000 1000 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 4 - - 1000 1000 1000 1 1 1 1 - - 1 2 3 1000 1 1 - - 468 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Parks & Rec 14700 Marketing - Parks & Rec Rec Programmer Marketing - Parks & Rec Division Total: 14710 Park Rangers Park Ranger 14840 Sports Self Sustaining Rec Coord 14850 Youth and Teen Self Sustaining Rec Programmer 15015 Neighborhood Partnership Mgmt Aide Neighborhood Partnership Admin Neighborhood Srvcs Coord Sr Secretary Neighborhood Partnership Division Total: Parks & Rec Rollup Total: Parks & Rec-Fac/Commercial Ops 11710 Civic Center Civic Center Event Coord Civic Center Mgr Civic Center Ops Coord CSG Operations Mgr Mgmt Aide Secretary Srvc Worker III (Bldg Maint) Civic Center Division Total: 14620 Glendale Community Center Rec Programmer Sr Rec Coord Glendale Community Center Division 14640 Adult Center Rec Coord Rec Mgr Secretary Srvc Worker II (Parks) Support Srvc Supv Adult Center Division Total: 14690 Audio/Visual/Support Services Media Production Spec Srvc Worker II (Parks) Srvc Worker III (Bldg Maint) Audio/Visual/Support Services Division 14720 Foothills Recreation Center Building Maintenance Worker Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 0.75 1.75 0.75 1.75 - - - 1000 3 3 3 3 3 1880 1 1 1 - - 1880 5 5 5 4 4 1000 1000 1000 1000 1 2 1 4 66.25 0.5 1 3 1 5.5 64 1 1 2 50.25 1 1 41 1 1 34 1740 1740 1740 1740 1740 1740 1740 3 1 1 1 6 3 1 1 1 6 2 1 1 1 5 2 1 1 4 2 1 3 1000 1000 1 1 2 1 1 2 1 1 - - 1000 1000 1000 1000 1000 2 1 2 2 1 8 2 1 2 2 1 8 1 1 1 1 1 5 1 1 1 1 4 1 1 2 1000 1000 1000 - - - - 1 2 1 4 1000 1 1 1 - 469 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title COMMUNITY SERVICES DEPARTMENT Parks & Rec-Fac/Commercial Ops 14720 Foothills Recreation Center Office Support Supv Rec Mgr Rec Programmer Sr Rec Coord Srvc Worker II (Parks) Foothills Recreation Center Division Total: 14760 Historic Sahuaro Ranch Rec Coord Sr Rec Coord Historic Sahuaro Ranch Division Total: 14830 Rec Self Sust-Foothills Rec Rec Coord Parks & Rec-Fac/Commercial Ops Rollup Total: Fund 1000 1000 1000 1000 1000 1 1 2 2 1 8 1 1 2.75 1 1 7.75 1 1 2 1 1 7 1 2 1 4 1 1 2 1000 1000 1 2 3 1 2 3 1 1 - - 1880 1 28 1 27.75 1 20 1 13 1 12 206.26 204.63 169 138.75 139.75 1000 1000 1000 1000 3 1 1 1 6 4 1 1 1 7 4 1 2 7 4 1 2 7 3 1 2 6 1000 1000 1 1 1 1 1 1 1 1 1 1 1000 1000 1 1 1 1 1 1 1 1 1 1 1000 1000 1 1 1 1 1 1 1 1 1 1 1000 1 1 1 1 1 1000 1 1 1 1 1 1000 1 1 1 1 1 COMMUNITY SERVICES DEPARTMENT TOTAL: COUNCIL DISTRICTS&OF DEPARTMENT Council Office 10110 Council Office Council Asst Council Srvcs Admin Exec Administrative Asst Secretary Council Office Division Total: 10120 Cholla District Council Member Vice Mayor Cholla District Division Total: 10130 Barrel District Council Member Vice Mayor Barrel District Division Total: 10140 Sahuaro District Council Member Vice Mayor Sahuaro District Division Total: 10150 Cactus District Council Member 10160 Yucca District Council Member 10170 Ocotillo District Council Member FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 470 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title Fund COUNCIL DISTRICTS&OF DEPARTMENT COUNCIL DISTRICTS&OF DEPARTMENT TOTAL: DEVELOPMENT SERVICES DEPARTMENT Building Safety 15610 Building Safety Asst Bldg Safety Dir Asst Dep City Mgr Bldg Insp Bldg Insp Spec Bldg Safety Dir Bldg Safety Mgr Bldg Safety Official Development Plans Tech Development Srvcs Rep Development Srvcs Supv Plans Examiner Secretary Sr Bldg Insp Sr Development Srvcs Rep Sr Mgmt Asst Sr Plans Examiner Sr Secretary Structural Plans Examiner Building Safety Division Total: 15620 Development Services Center Bldg Safety Mgr Development Plans Tech Development Srvcs Rep Sr Development Srvcs Rep Development Services Center Division 17510 Cross Connection Control Bldg Insp Secretary Sr Bldg Insp Cross Connection Control Division Total: Building Safety Rollup Total: Code Compliance 14410 Code Compliance Asst Code Compliance Dir Code Comp Admininistrator Code Compliance Dir Code Compliance Supv Code Insp I Code Insp II Code Insp III Development Services Director Mgmt Asst FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 12 13 13 13 12 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 4 4 2 1 4 1 1 1 1 21 1 1 3 4 2 1 5 1 1 1 1 21 1 3 4 1 2 1 4 1 1 18 3 3 1 1 2 1 2 1 4 1 1 1 21 3 4 3 1 2 1 1 1 1 3 1 21 1000 1000 1000 1000 1 2 1 2 6 1 2 2 1 6 1 2 1 1 5 - - 2400 2400 2400 1 0.75 1 2.75 29.75 1 0.75 1 2.75 29.75 1 0.75 1 2.75 25.75 1 0.75 1.75 22.75 1 0.75 1.75 22.75 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 2 2 7 2 1 1 1 2 3 6 2 1 1 1 2 3 4 2 1 1 1 2 3 3 2 1 1 2 3 3 2 1 471 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title DEVELOPMENT SERVICES DEPARTMENT Code Compliance 14410 Code Compliance Secretary Sr Secretary Code Compliance Division Total: Community Dev Admin 15510 CD Deputy City Manager Dep City Mgr Planning 13770 Mapping and Records Sr Engineering Tech 15910 Planning Administration Asst Planning Dir Planner Planning Dir Planning Tech Sr Planner Sr Secretary Planning Administration Division Total: 15930 Current Planning Asst Planning Dir Planner Principal Planner Sr Planner Current Planning Division Total: 15940 Long-Range Planning & Research Planning Tech Sr Planner Long-Range Planning & Research Division Planning Rollup Total: Fund 1000 1000 2 1 19 2 1 19 1 1 16 1 1 15 1 1 14 1000 1 1 1 - - 1000 1 1 1 1 1 1000 1000 1000 1000 1000 1000 1 2 3 1 2 3 1 2 3 1 1 1 1 2 1 7 1 1 1 1 2 1 7 1000 1000 1000 1000 2 2 2 6 1 1 2 4 1 1 1 3 - - 1000 1000 1 1 2 12 1 1 2 10 1 1 2 9 8 8 61.75 59.75 51.75 45.75 44.75 3 1 - 3 1 - 1 1 1 1 1 1 1 1 1 1 2 - 1 1 1 1 1 - DEVELOPMENT SERVICES DEPARTMENT TOTAL: ECONOMIC DEVELOPMENT DEPARTMENT Economic Development 16010 Economic Development Asst Economic Dev Director Asst Economic Development Dir Community & Econ Dev Exec Dir Econ Dev Official Econ Development Admin Asst Economic Development Admin Economic Development Dir Economic Development Director Economic Development Spec Mgmt Asst II FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 472 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title ECONOMIC DEVELOPMENT DEPARTMENT Economic Development 16010 Economic Development Programs Admin Sr Mgmt Asst Fund 1000 1000 1 1 - - 1 - 5 5 6 6 6 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 4 1 1 1 1 2 6 1 1 1 1 4 1 1 1 3 1 1 1 1 4 1000 1000 1000 1000 1000 1000 1000 3 2 4 4 2 1 16 2 2 4 4 2 1 15 2 2 3 3 2 1 13 2 2 4 3 2 1 14 2 2 3 3 2 1 13 1000 1000 1000 1000 1000 1000 1000 1000 1 2 1 0.5 1 3 8.5 1 2 1 1 2 7 1 1 1 1 3 7 1 3 1 1 1 3 10 1 3 1 1 1 3 10 2360 2360 2360 2360 2360 2360 2360 1 4 7 1 2 6 1 4 9 1 2 6 1 4 9 1 2 6 3 1 9 2 6 3 1 9 6 ECONOMIC DEVELOPMENT DEPARTMENT TOTAL: FINANCE & TECHNOLOGY DEPARTMENT Finance 11310 Finance Administration Asst Finance Dir Chief Financial Officer Dep Finance Dir Finance & Technology Director Finance Dir Mgmt Asst Office Support Supv Revenue Admin Secretary Sr Secretary Finance Administration Division Total: 11320 Accounting Services Account Spec Account Spec II Accountant I Accountant II Accounting Mgr Financial Srvcs Supv Payroll & Accts Payable Supv Accounting Services Division Total: 11340 License/Collection Account Spec Coll Rep Licensing & Taxpayer Analyst Reg Licensing & Compl Analyst Sr Applications Analyst Sr Billing & Compliance Spec Tax & License Mgr Tax Auditor License/Collection Division Total: 17020 Customer Service Office Account Spec Account Spec II Accountant I Billing & Compliance Spec Billing Supv Business Equip Tech Cashier FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 473 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title FINANCE & TECHNOLOGY DEPARTMENT Finance 17020 Customer Service Office Coll Rep Customer Relations Supv Customer Service Manager Duplicating Coord Financial Srvcs Supv Mgmt Asst Office Asst Reg Licensing & Compl Analyst Revenue Recovery Supv Secretary Sr Account Spec Sr Billing & Compliance Spec Sr Customer Assistance Rep Sr Secretary Customer Service Office Division Total: Finance Rollup Total: Info. Technology 11510 Information Technology Applications Analyst Assoc Sys Admin Chief Info Technology Officer CIO Database Admin Dep Chief Info Tech Officer GIS Analyst Help Desk Support Spec Help Desk Supv Info Technology Mgr Innovate Admin Library Technology Supv Network Engineer PC Support Specialist II Sr Applications Analyst Sr Database Admin Sr GIS Analyst Sr Network Engineer Sr Sys Admin Sr Sys Analyst Sys Admin Sys Analyst Tech & Innovation Exec Dir Information Technology Division Total: 11520 Telephones Voice Comms Admin Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 3 1 1 1 1 5 2.5 35.5 64 2 1 1 4 2 2.5 35.5 63.5 2 1 1 4 2 2.5 35.5 59.5 1 4 1 2.5 29.5 56.5 1 1 4 1 1 1.5 1 29.5 56.5 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 2 1 4 1 1 1 1 1 3 5 25 1 1 1 2 1 3 1 4 1 1 1 1 1 3 3 25 1 1 1 3 1 3 1 1 1 2 1 1 1 1 1 3 4 1 28 1 1 1 1 2 1 3 1 1 2 1 1 1 1 1 3 3 1 26 1 1 1 1 1 2 1 3 1 2 1 1 1 1 1 3 3 25 1100 1 1 1 1 1 474 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title Fund FINANCE & TECHNOLOGY DEPARTMENT Info. Technology 11530 Technology Replacement 1140 Mgmt Aide Info. Technology Rollup Total: Management & Budget 11360 Materials Management Contract Analyst Materials Mgr Purch & Materials Control Mgr Purch & Materials Mgr Materials Management Division Total: 11610 Budget & Research Asst Budget Dir Budget Admin Budget Analyst Budget Coord Budget Dir Chief Budget Officer Financial Srvcs Exec Dir Sr Budget Analyst Budget & Research Division Total: 11620 Grants Administration Sr Mgmt Asst Management & Budget Rollup Total: 1 27 1 27 1 30 1 28 1 27 1000 1000 1000 1000 3 1 4 2 2 2 1 3 2 2 4 1 5 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 2 6 1 1 1 1 2 6 1 1 2 4 1 1 2 4 1 1 2 1000 1 11 1 9 1 8 1 7 7 102 99.5 97.5 91.5 90.5 2 2 1 1 1 1 1 1 2 1 2 2 1 1 2 1 1 1 2 1 2 1 1 1 2 1 1 1 1 1 1 2 1 1 1 1 1 1 1 - 2 1 2 1 1 2 1 1 1 3 - FINANCE & TECHNOLOGY DEPARTMENT TOTAL: FIRE SERVICES DEPARTMENT Fire Department 12410 Fire Administration Asst Fire Chief Customer Assistance Rep Dep Fire Chief (40 hrs) Fire Battalion Chief (40 Hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Fire Chief Fire Comm Outreach Coord Fire Crisis Response Vol Coord Fire Dept Staff Counselor Fire EMS Coordinator Fire Fighter (52 Hrs) Fire Finance/Budget Coord Fire Mgmt Analyst Mgmt Aide Mgmt Asst Programs Admin FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 475 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title FIRE SERVICES DEPARTMENT Fire Department 12410 Fire Administration Sr Mgmt Asst Fire Administration Division Total: 12422 Fire Operations Dep Fire Chief (40 hrs) 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 (40 Hrs) Fire Engineer (52 Hrs) Fire Fighter (40 Hrs) Fire Fighter (52 Hrs) Programs Admin Fire Operations Division Total: 12433 Fire Resource Management Mgmt Analyst Programs Admin Public Safety Tech Srvcs Admin Shop Maint Coord Srvc Worker II Srvc Worker III Sys Analyst Fire Resource Management Division Total: 12438 Fire-Emergency Mgmt Emergency Mgmt Admin Emergency Srvcs Coord Police Ops Mgr Sys Admin Fire-Emergency Mgmt Division Total: 12441 Fire Marshal's Office Asst Fire Marshal Fire Insp I Fire Insp II Fire Marshal Mgmt Aide Plans Examiner Fire Marshal's Office Division Total: 12490 Arena - Fire Event Staffing Secretary 12491 Ambulance Services Fire Captain (52 Hrs) Sr Secretary Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 13 14 13 9 1 16 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 3 5 8 44 1 1 3 43 4 75 1 188 3 1 4 1 51 1 1 1 46 4 74 1 188 2 1 3 3 5 45 1 1 1 45 5 76 188 1 2 2 4 7 40 1 45 7 74 183 1 3 3 4 9 44 1 2 47 9 97 220 1000 1000 1000 1000 1000 1000 1000 1 1 2 4 1 1 2 1 5 1 1 1 1 4 1 1 1 1 4 1 1 1 1 1 1 6 1000 1000 1000 1000 - - - 1 1 2 1 1 1 3 1000 1000 1000 1000 1000 1000 1 3 3 1 1 1 10 1 2 5 1 1 10 1 1 5 1 1 9 1 1 5 1 1 9 1 1 6 1 1 10 1282 1 1 1 1 - 1000 1000 1 1 1 1 1 1 1 1 1 1 476 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title FIRE SERVICES DEPARTMENT Fire Department 12491 Ambulance Services Ambulance Services Division Total: 12492 Air-Med & Logistics Ops (HALO) Fire Engineer (40 Hrs) Fire Fighter (52 Hrs) Mgmt Aide Air-Med & Logistics Ops (HALO) Division 12590 PS Training Ops - Fire Dep Fire Chief (40 hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Mgmt Aide Mgmt Asst Secretary Srvc Worker II PS Training Ops - Fire Division Total: 12610 Fire - Special Revenue Fund Customer Assistance Rep Emergency Srvcs Coord Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Captain (40 Hrs) Fire Captain (52 Hrs) Fire Crisis Response Vol Coord Fire Dept Staff Counselor Fire EMS Coordinator Fire Engineer (40 Hrs) Fire Engineer (52 Hrs) Fire Fighter (40 Hrs) Fire Fighter (52 Hrs) Fire Insp II Mgmt Aide Shop Maint Coord Srvc Worker III Fire - Special Revenue Fund Division Total: 34088 2013 Safer Grant Fire Fighter (52 Hrs) Fund 2 2 2 2 2 1000 1000 1000 3 1 4 3 1 4 1 2 1 4 1 2 1 4 1 2 1 4 2530 2530 2530 2530 2530 2530 2530 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1720 1 1 1 1 5 2 1 1 4 3 26 1 2 1 1 51 1 1 2 1 5 2 1 1 4 1 27 1 2 1 1 51 1 1 3 1 4 2 1 1 1 3 4 24 1 2 1 1 51 1 1 3 5 2 1 1 4 5 20 1 2 1 1 48 - 1840 - - - - 15 279 281 277 267 281 1 - - - 3 1 1 FIRE SERVICES DEPARTMENT TOTAL: HR & RISK MGT DEPARTMENT Human Resources 11010 Risk Management/Safety Customer Assistance Rep Loss Control Supervisor Risk & Safety Analyst FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 1000 477 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title HR & RISK MGT DEPARTMENT Human Resources 11010 Risk Management/Safety Risk Mgr Worker's Comp Claims Analyst Risk Management/Safety Division Total: 11020 Benefits Asst HR Dir Employee Benefits Rep HR Admin HR Generalist HR Tech Sr Customer Assistance Rep Benefits Division Total: 11030 Human Resources Administration Asst HR Dir HR & Risk Mgmt Dir HR & RM Director HR Coord HR Program Mgr HR Technology Analyst Mgmt Analyst Mgmt Asst Sr HR Technology Analyst Human Resources Administration Division 11040 Employment Services Benefits Analyst HR Admin HR Coord HR Generalist HR Program Coord HR Program Mgr Employment Services Division Total: 11050 Employee Relations HR Admin HR Generalist HR Program Mgr Employee Relations Division Total: 11060 Compensation Dep HR Dir HR Admin HR Coord HR Program Mgr HR Tech Mgmt Asst Sr Customer Assistance Rep Sr HR Analyst Compensation Division Total: Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 1 2 1 1 1 1 1 4 1 3 1000 1000 1000 1000 1000 1000 0.25 1 1.25 1 1 2 1 1 1 1 1 1 4 1 1 2 4 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 3 1 1 1 3 1 1 1 3 1000 1000 1000 1000 1000 1000 1 2 3 1 1 2 4 1 1 2 4 1 2 3 1 2 3 1000 1000 1000 2 2 1 1 2 1 1 2 1 1 2 1 1 2 1000 1000 1000 1000 1000 1000 1000 1000 1 1 3 1 6 1 1 1 1 0.75 4.75 1 1 1 1 0.75 4.75 1 1 2 1 1 2 478 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title HR & RISK MGT DEPARTMENT Human Resources 11070 Organizational Development Dep HR Dir Employee Devel Coord HR Generalist HR Program Mgr Organizational Development Division 18010 Risk Mgmt Trust Fund Occ Health & Wellness Nurse Risk & Safety Analyst Risk Mgmt Claims Analyst Risk Mgmt Trust Fund Division Total: Fund 1000 1000 1000 1000 1 1 1 1 1 3 1 1 2 1 1 1 1 2540 2540 2540 1 1 0.75 3 3.75 3 3 - - 21.25 25.5 20.75 19 18 2 1 1 2 1 1 2 1 1 1 1 1 1 1 1 4 4 4 3 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 - 1 1 1 - 4 4 4 3 3 1 1 - - - 1 1 - - - 1000 1 - - - - 1000 1000 1000 2 3 2 3 2 2 2 2 2 2 3 HR & RISK MGT DEPARTMENT TOTAL: INTERGOVT. RELATIONS DEPARTMENT Intergovt. Programs 10910 Intergovernmental Programs Intergov Programs Admin Intergov Programs Dir Mgmt Asst 1000 1000 1000 INTERGOVT. RELATIONS DEPARTMENT TOTAL: MAYOR'S OFFICE DEPARTMENT Mayor 10010 Office of the Mayor Asst to the Mayor Mayor Mgmt Aide Sr Mgmt Asst 1000 1000 1000 1000 MAYOR'S OFFICE DEPARTMENT TOTAL: MISCELLANEOUS GRANTS DEPARTMENT Grants 32136 DV Pilot Project Grant Mgmt Asst 1840 MISCELLANEOUS GRANTS DEPARTMENT TOTAL: POLICE SERVICES DEPARTMENT Police Department 12110 Police Legal Services Public Safety Staff Attorney 12120 Police Administration Asst Police Chief Mgmt Aide Mgmt Asst FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 479 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12120 Police Administration Police Chief Police Commander Police Crime/Stats Analyst Police Lieutenant Police Officer Police Plan & Research Analyst Police Sergeant Police Support Srvcs Supv Police Tech Srvcs Mgr Sr Mgmt Asst Sr Secretary Sys Analyst Police Administration Division Total: 12130 Gateway Patrol Police Commander Police Crime Prevention Spec Police Lieutenant Police Officer Police Officer Trainee Police Sergeant Secretary Gateway Patrol Division Total: 12135 Training Police Commander Police Lieutenant Police Officer Police Sergeant Training Division Total: 12150 Crime Investigations Mgmt Aide Police Commander Police Community Srvcs Officer Police Crime/Stats Analyst Police Identification Supv Police Identification Tech Police Lieutenant Police Officer Police Sergeant Secretary Sr Secretary Victim Assistance Caseworker Crime Investigations Division Total: 12160 Police Personnel Management Police Commander Police Hiring Coord Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 2 1 5 1 3 19 1 1 4 1 4 2 3 21 1 1 1 4 1 4 1 1 18 1 1 1 4 1 4 1 1 1 19 1 1 1 4 1 5 1 21 1000 1000 1000 1000 1000 1000 1000 1 5 101 13 120 1 3 5 94 15 118 1 2 5 87 14 109 1 3 5 77 14 100 1 2 5 109 3 14 1 135 1000 1000 1000 1000 - - - - 1 1 8 3 13 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 3 1 1 1 5 3 57 9 1 2 83 2 1 1 1 5 3 60 9 1 2 85 2 2 1 1 1 4 2 60 9 1 2 85 1 1 1 1 1 4 3 62 9 1 2 86 3 1 1 1 4 3 67 10 1 3 94 1000 1000 1 - 1 - - - 1 480 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12160 Police Personnel Management Police Officer Police Sergeant Police Tech Srvcs Mgr Police Volunteer Coord Secur Officer Secur Srvcs Coord Police Personnel Management Division 12170 Foothills Patrol Bureau Mgmt Aide Police Commander Police Community Srvcs Officer Police Crime Prevention Spec Police Crime/Stats Analyst Police Lieutenant Police Officer Police Officer Trainee Police Sergeant Secretary Foothills Patrol Bureau Division Total: 12180 Police Support Services Mgmt Analyst Mgmt Asst Police Community Srvcs Officer Police Lieutenant Police Officer Police Property/Evid Custodian Police Records Tech Police Support Srvcs Supv Police Tech Srvcs Bureau Admin Police Tech Srvcs Mgr Property Room Supv Public Safety Tech Srvcs Admin Srvc Worker III (Fleet) Sys Analyst Police Support Services Division Total: 12190 Arena-PD Event Staffing Public Safety Events Scheduler 12215 PD - Tow Administration Mgmt Aide 12220 PD - Detention Police Detention Officer Police Support Srvcs Supv Police Tech Srvcs Mgr PD - Detention Division Total: Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 1000 1000 1000 1000 14 5 1 3 1 25 14 4 1 3 1 24 12 4 3 1 20 4 3 1 1 4 1 14 2 1 1 5 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 4 92 11 1 110 1 1 3 1 4 92 12 1 115 1 3 1 4 94 14 1 118 1 1 1 3 86 14 1 107 1 1 2 4 100 4 14 1 127 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 3 12.5 1 1 1 1 19.5 5 3 11.5 1 1 1 1 1 24.5 2 1 3 12.5 1 1 1 21.5 1 1 1 3 10.5 1 1 1 19.5 1 1 1 1 3 13.5 1 1 1 1 1 25.5 1282 1 1 1 1 1 1000 1 1 1 1 1 1000 1000 1000 6 3 1 10 6 2 1 9 6 3 1 10 6 3 1 10 14 4 1 19 481 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12230 PD - Communications Comm Sys Tech Police Comm Spec Police Comm Supv Police Comm Sys Spec Police Ops Mgr PD - Communications Division Total: 12231 Stadium - PD Event Staffing Mgmt Aide Public Safety Events Scheduler Stadium - PD Event Staffing Division Total: 12233 PD - Special Operations Police Aide Police Commander Police Lieutenant Police Officer Police Officer (Assignment) Police Sergeant Police Support Srvcs Supv Police Volunteer Coord Secur Officer PD - Special Operations Division Total: 12235 PD - Emergency Management Asst Homeland Security Dir Building Maintenance Worker Emergency Mgmt Admin Emergency Srvcs Coord Homeland Security Dir Mgmt Aide Police Ops Mgr Police Volunteer Coord Sys Admin PD - Emergency Management Division 12310 Patrol - Special Revenue Fund Database Admin Info Technology Mgr Legal Asst Mgmt Aide Mgmt Asst Police Aide Police Comm Spec Police Detention Officer Police Hiring Coord Police Lieutenant Police Officer Police Officer Trainee Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 1000 1000 1000 1 24.5 5 1 1 32.5 1 23.5 4 1 1 30.5 1 22.5 5 1 1 30.5 1 20.5 5 1 1 28.5 1 30.5 5 1 1 38.5 1281 1281 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 3 24 1 9 38 1 3 26 1 8 39 1 3 23 1 7 35 1 3 21 1 8 34 1 1 3 28 1 9 1 1 5 50 1000 1000 1000 1000 1000 1000 1000 1000 1000 1 1 1 1 1 1 6 1 1 1 1 1 1 6 1 1 1 1 4 - - 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1700 1 1 1 4 1 10 9 1 1 74 1 1 5 2 1 9 8 1 1 74 1 1 5 2 1 9 8 1 1 70 5 1 4 2 1 10 8 1 1 71 - 482 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title POLICE SERVICES DEPARTMENT Police Department 12310 Patrol - Special Revenue Fund Police Records Tech Police Sergeant Police Support Srvcs Supv Police Tech Srvcs Mgr Programs Admin Secretary Secur Officer Sys Analyst Victim Assistance Caseworker Patrol - Special Revenue Fund Division 12390 PS Training Ops - Police Police Lieutenant Secur Officer PS Training Ops - Police Division Total: 32030 State RICO Secretary 33002 Victim Rights - PD Victim Assistance Caseworker 33018 VOCA Victim Assistance Caseworker 33213 2013 COPS Hiring Program Police Officer Fund 1700 1700 1700 1700 1700 1700 1700 1700 1700 3 4 1 1 1 1 2 1 118 3 4 2 1 1 1 1 1 1 118 3 4 2 1 1 1 1 1 1 118 3 4 2 1 1 1 111 - 2530 2530 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 1860 0.5 0.5 0.5 0.5 0.5 1840 1 1 1 1 1 1840 1 1 1 1 1 1840 - - - - 10 590.5 598.5 577.5 537.5 546.5 1760 1760 1760 1760 1760 1760 1 1 1 2 5 1 1 1 2 5 1 1 1 3 6 1 1 1 3 6 1 1 1 3 6 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 1 1 POLICE SERVICES DEPARTMENT TOTAL: PUBLIC WORKS DEPARTMENT Airport 16410 Airport Operations Airport Administrator Crewleader (Airport) Mgmt Aide Mgmt Asst Sr Secretary Srvc Worker II (Airport) Airport Operations Division Total: Engineering 13720 Engineering Administration City Engineer Engineering Project Mgr Mgmt Aide Mgmt Asst Programs Admin Property Mgr Sr Secretary FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 483 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Engineering 13720 Engineering Administration Engineering Administration Division Total: 13730 Design Division Asst City Engineer Engineering Insp II Engineering Project Mgr Mgmt Asst Principal Engineer Programs Admin Sr Civil Engineer Design Division Division Total: 13780 Land Development Division Asst City Engineer Mgmt Aide Sr Civil Engineer Land Development Division Division Total: 13790 Construction Inspection Engineering Insp II Engineering Project Mgr Materials Tech Sr Engineering Insp Sr Materials Tech Construction Inspection Division Total: 13800 Materials Testing Materials Tech Sr Materials Tech Materials Testing Division Total: 13820 Utility Inspection Engineering Insp II 16920 Street Light Management Programs Admin 16940 Traffic Studies Principal Engineer Sr Traffic Engineering Spec Traffic Education Program Mgr Traffic Engineering Tech Transportation Engineer Traffic Studies Division Total: Engineering Rollup Total: Field Operations 11370 Materials Control Warehouse Materials Control Spec Materials Logistics Mgr Secretary Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 5 6 3 3 5 1000 1000 1000 1000 1000 1000 1000 1 2 1 2 1 2 9 1 1 2 2 1 2 9 1 2 1 1 1 6 1 2 1 1 5 2 1 1 4 1000 1000 1000 1 1 3 5 1 2 3 1 2 3 1 2 3 1 1 1000 1000 1000 1000 1000 1 1 2 4 2 1 2 5 2 1 1 4 2 1 1 4 3 1 2 1 1 8 1000 1000 1 1 2 2 1 3 2 1 3 2 1 3 - 1000 2 - - - - 1340 - - - - 1 1340 1340 1340 1340 1340 1 1 2 4 31 1 1 2 4 30 1 1 2 4 23 1 1 2 4 22 1 1 1 3 22 1000 1000 1000 2.75 1 1 2.75 1 1 2.75 1 1.75 1 484 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Field Operations 11370 Materials Control Warehouse Materials Control Warehouse Division 13410 Field Operations Admin. Dep Field Ops Dir Dep Public Works Dir Field Ops Dir Public Works Exec Dir Field Operations Admin. Division Total: 13420 Cemetery Crewleader (Parks) Srvc Worker III (Parks) Cemetery Division Total: 13440 Graffiti Removal Srvc Worker II Srvc Worker II (Airport) Srvc Worker II (Streets) Graffiti Removal Division Total: 13450 Facilities Management Bldg Maint Leader Bldg Maint Supv Building Maintenance Worker Facilities Management Division Total: 13460 Custodial Services Custodial Supv Custodian Custodian Lead Custodial Services Division Total: 13480 PS Training Ops - Fac. Mgmt. Building Maintenance Worker Custodian PS Training Ops - Fac. Mgmt. Division 13510 Equipment Management Buyer I Equip Mechanic I Equip Mechanic II Equip Mechanic Spec Equip Mgmt Supt Shop Maint Coord Shop Supv Srvc Worker I Welder\Fabricator Equipment Management Division Total: 13530 Parts Store Operations Buyer II Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 4.75 4.75 3.75 2.75 - 1000 1000 1000 1000 1 1 2 1 1 2 1 1 2 1 1 1 1 1000 1000 1 1 2 1 1 2 1 1 2 1 1 1 1 1000 1000 1000 1 1 1 3 1 1 1 3 2 2 - - 1000 1000 1000 2 1 14 17 1 2 13 16 1 2 7 10 1 2 7 10 2 1 7 10 1000 1000 1000 1 13 4 18 1 10 4 15 1 8 4 13 1 6 4 11 4 2 6 2530 2530 2 2 1 3 4 1 2 3 1 1 2 1 1 2 1040 1040 1040 1040 1040 1040 1040 1040 1040 1 4 9 15 1 2 2 1 1 36 1 3 9 14 1 2 2 1 33 1 3 9 14 1 2 2 1 33 1 3 6 14 1 2 2 1 30 1 3 6 14 1 2 2 1 30 1040 1 1 1 1 1 485 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Field Operations 16040 Downtown Beaut. & Promotion Secur Officer Srvc Worker II Downtown Beaut. & Promotion Division 16720 Street Maintenance Crewleader (Streets) Engineering Insp II Heavy Equip Oper Mgmt Asst Service Worker III (Streets) Srvc Worker II (Streets) Streets Superintendent Streets Supt Streets Supv Street Maintenance Division Total: 16731 Graffiti Removal - ROW Srvc Worker II (Streets) 16820 Signs & Markings Crewleader (Streets) Service Worker III (Streets) Srvc Worker II (Streets) Traffic Signs & Markings Supv Signs & Markings Division Total: 17710 Landfill Cashier Crewleader (Landfill) Landfill Insp Landfill Oper Landfill Supv Mgmt Asst Sr Equip Mechanic Special Srvc Worker I Srvc Worker I (Landfill) Srvc Worker II (Landfill) Weigh Scale Oper Landfill Division Total: 17730 Solid Waste Admin Account Spec II Accountant II Dep Field Ops Dir Field Ops Admin Supv Landfill Supt Public Works Director Public Works Exec Dir Sanitation Supt Sr Budget Analyst Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 1000 1000 2 2 4 2 2 4 2 2 - - 1340 1340 1340 1340 1340 1340 1340 1340 1340 5 2 1 1 5 11 1 2 28 5 2 1 1 6 9 1 2 27 2 2 1 5 2 2 1 5 2 2 1 1 6 1340 - - - 2 2 1340 1340 1340 1340 1 1 5 1 8 1 1 5 1 8 2 4 1 7 2 4 1 7 2 4 6 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 2440 1 1 5 1 1 1 2 1 2 4 19 1 1 5 1 1 1 2 1 2 4 19 3 1 1 5 1 1 1 1 2 16 3 1 1 5 1 1 1 1 2 16 3 1 1 5 1 1 1 1 2 16 2440 2440 2440 2440 2440 2440 2440 2440 2440 2 1 1 1 1 1 2 1 1 1 1 1 2 1 1 1 1 1 1 2 1 1 1 1 1 1 5 1 1 1 1 1 1 486 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Field Operations 17730 Solid Waste Admin Sr Mgmt Asst Sr Secretary Solid Waste Admin Division Total: 17740 Recycling Recycling Coord Sanitation Insp Sr Sanitation Insp Recycling Division Total: 17750 MRF Operations Account Spec II Crewleader (Sanitation) Engineering Insp II Equip Mechanic I Equip Mechanic II Sanitation Supv Sr Equip Mechanic Special Srvc Worker I Srvc Worker I (Sanitation) Srvc Worker II Srvc Worker II (Landfill) MRF Operations Division Total: 17810 Sanitation Roll-off Account Spec II Equip Operator (Sanitation) Sanitation Roll-off Division Total: 17820 Sanitation Frontload Account Spec II Commercial Sanitation Insp Crewleader (Sanitation) Equip Operator (Sanitation) Sr Mgmt Asst Srvc Worker III (Sanitation) Sanitation Frontload Division Total: 17830 Curb Service Crewleader (Sanitation) Custodian Equip Mechanic I Equip Operator Equip Operator (Sanitation) Sanitation Supv Srvc Worker II (Sanitation) Curb Service Division Total: 17840 Residential-Loose Trash Collec Building Maintenance Worker Crewleader (Sanitation) Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 2440 2440 1 8 1 8 1 9 1 9 1 12 2440 2440 2440 1 4 1 6 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 1 1 1 2 2 11 1 1 1 1 1 2 2 2 11 1 1 1 1 1 2 1 8 1 1 1 1 1 2 1 8 1 1 1 2 2 1 8 2480 2480 1 3 4 1 2 3 1 1 2 1 1 2 1 1 2480 2480 2480 2480 2480 2480 1 1 1 9 1 2 15 1 1 1 9 1 2 15 1 1 1 9 1 1 14 1 1 1 9 1 1 14 1 1 9 1 12 2480 2480 2480 2480 2480 2480 2480 2 2 2 31 1 2 40 2 1 2 2 30 1 2 40 2 2 30 1 2 37 2 2 30 1 2 37 2 2 30 1 2 37 2480 2480 1 1 1 1 1 1 487 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Field Operations 17840 Residential-Loose Trash Collec Equip Operator (Sanitation) Equipment Operator (Streets) Sanitation Insp Sanitation Supv Service Worker III (Streets) Residential-Loose Trash Collec Division Field Operations Rollup Total: Public Works Admin. 13310 Public Works Administration Dep City Mgr Right-of-Way 16710 Right-of-Way Maintenance Crewleader (Streets) Engineering Insp II Parks & Rec Projects Coord Service Worker III (Streets) Srvc Worker II (Streets) Streets Supv Right-of-Way Maintenance Division Total: Transportation 16510 Transportation Program Mgmt Dep Public Works Dir Dep Trans Dir Mgmt Asst Planning Mgr Secretary Sr Secretary Sr. Trans Analyst Trans Dir Trans Planner Trans Srvcs Exec Dir Transportation Engineer Transportation Program Mgmt Division 16520 Transportation Education Sr. Trans Analyst Traffic Education Program Mgr Transportation Education Division Total: 16525 Transit Management Mgmt Aide Sr Mgmt Asst Trans Planner Transit Administrator Transit Mgr Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 2480 2480 2480 2480 2480 15 2 1 1 1 21 249.75 14 2 1 1 1 21 242.75 16 2 1 1 21 196.75 16 2 1 1 21 185.75 16 2 1 1 21 178 1000 1 - - - - 1340 1340 1340 1340 1340 1340 2 1 7 3 13 2 7 3 1 13 1 1 5 4 11 1 1 5 4 11 1 1 5 4 11 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1660 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 5 1 1 1 1 1 1 6 1 1 1 1 1 1 1 7 1660 1660 1 1 1 1 1 1 1 1 1 1 1660 1660 1660 1660 1660 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 488 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title PUBLIC WORKS DEPARTMENT Transportation 16525 Transit Management Transit Management Division Total: 16530 Dial-A-Ride Dispatcher/Router Lead Transit Rep Programs Admin Secretary Transit Coord Transit Oper Transit Supv Dial-A-Ride Division Total: 16570 Intelligent Transportation Sys Intelligent Trans Sys Analyst Intelligent Trans Sys Mgr Intelligent Trans Sys Tech Principal Engineer Trans Sys Mgr Transportation Engineer Intelligent Transportation Sys Division 16580 Traffic Mitigation Traffic Engineer I 16810 Traffic Signals Traffic Ops Electronic Tech Traffic Signal Supv Traffic Signal Tech I Traffic Signal Tech II Traffic Signal Tech III Traffic Signals Division Total: 16910 Transportation Administration Intelligent Trans Sys Tech Mgmt Aide Mgmt Asst Sr Mgmt Asst Sr Secretary Transportation Administration Division 16950 Traffic Design and Development Dep Trans Dir Sr Traffic Engineering Spec Traffic Engineering Spec Traffic Engineering Tech Traffic Design and Development Division Transportation Rollup Total: PUBLIC WORKS DEPARTMENT TOTAL: Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 4 4 4 4 4 1660 1660 1660 1660 1660 1660 1660 5.5 8 1 1 1 16.75 1 34.25 5.5 8 1 2 16.75 1 34.25 5.5 8 1 2 16.75 1 34.25 5.5 7 1 2 16.75 1 33.25 5.5 7.75 2 16 1 32.25 1660 1660 1660 1660 1660 1660 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 1 2 1 1 5 1660 1 1 1 1 1 1340 1340 1340 1340 1340 1 1 1 2 2 7 1 1 1 2 2 7 1 1 2 1 5 1 1 1 2 1 6 1 1 1 2 1 6 1340 1340 1340 1340 1340 1 1 1 1 4 1 1 1 3 1 1 2 1 1 2 1 1 1340 1340 1340 1340 1 1 1 3 63.25 1 1 1 3 62.25 1 1 2 58.25 1 1 2 59.25 1 1 2 59.25 363 353 295 284 276.25 489 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Env. Resources 17010 Environmental Resources Civil Engineer Dep Water Srvcs Dir Environmental Program Mgr Environmental Resource Dir Principal Engineer Sr Secretary Environmental Resources Division Total: 17410 Water Conservation Environmental Program Mgr Water Conservation Spec Water Conservation Division Total: 17420 Water Quality Chemist Laboratory Tech Water Quality Assurance Coord Water Quality Data Coord Water Quality Lab Mgr Water Quality Division Total: Env. Resources Rollup Total: Utilities 17110 Utilities Administration Account Spec Dep Utilities Dir Dep Water Srvcs Dir Dept Accting & Budget Mgr HR Generalist Mgmt Aide Mgmt Asst Secretary Sr Civil Engineer Sr Mgmt Asst Sr Secretary Utilities Dir Water Services Director Water Srvcs Admin Water Srvcs Exec Dir Utilities Administration Division Total: 17115 Safety Administration Util Safety Spec Water Srvcs Safety/Security Coor Safety Administration Division Total: 17120 Information Management GIS Coord PC Support Specialist II Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 2360 2360 2360 2360 2360 2360 3 1 1 5 3 1 1 5 3 1 1 5 3 1 1 5 1 1 3 1 1 7 2400 2400 1 1 2 1 1 2 1 1 2 1 1 2 1 1 2 2360 2360 2360 2360 2360 5 3 1 1 10 17 5 3 1 1 10 17 5 3 1 1 10 17 5 3 1 1 10 17 5 3 1 1 1 11 20 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 1 2 1 1 1 1 1 1 1 10 1 2 1 1 1 1 1 1 1 10 2 1 1 1 1 1 2 2 1 12 2 1 1 1 1 1 1 2 2 1 13 2 1 1 2 1 1 1 1 2 12 2360 2360 1 1 - - - 1 1 2360 2360 1 - 1 - 1 - 1 - 1 1 490 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Utilities 17120 Information Management Sys Admin Utilities Network Engineer Utilities Technology Mgr Utility Data Coord Water Srvcs Data Coord Water Srvcs Network Engineer Water Srvcs Technology Mgr Information Management Division Total: 17130 Public Service Representatives Public Srvc Rep Sr. Water Srvcs Syst Tech Utility Locator Water Srvcs Supv Public Service Representatives Division 17140 System Security Secur Officer Security Systems Tech Sr Mgmt Asst Util Safety/Security Coor Utilities Secur Supt Water Srvcs Safety/Security Coor Water Srvcs Secur Supt System Security Division Total: 17160 Arrowhead Reclamation Plant Plant Maint Mechanic II Sr Plant Instrument Tech Sr Water Reclam Facility Oper Water Reclam Facility Oper I Water Reclam Facility Oper II Water Reclam Facility Supv Water/Wastewater Ops Supv Arrowhead Reclamation Plant Division 17170 West Area Plant PC Oper 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 Srvcs Ops Supt Water/Wastewater Ops Supv West Area Plant Division Total: Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 2360 2360 2360 2360 2360 2360 2360 1 2 1 1 6 1 2 1 1 6 1 2 1 1 6 1 2 1 1 6 1 2 2 1 8 2360 2360 2360 2360 4 4 3 3 4 4 5 5 3 1 2 1 7 2360 2360 2360 2360 2360 2360 2360 5 1 1 1 8 6 1 1 1 1 10 6 1 1 1 1 10 5 2 1 8 5 1 1 7 2360 2360 2360 2360 2360 2360 2360 2 1 1 1 7 1 13 2 1 1 1 7 1 13 2 1 1 7 1 12 2 1 1 7 1 12 1 7 1 9 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 2360 1 1 1 1 1 2 6 1 14 1 1 1 1 1 1 7 1 14 1 1 1 1 1 1 8 1 15 1 1 1 1 1 1 8 1 15 1 1 8 1 1 12 491 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Utilities 17180 Materials Control Warehouse Materials Control Spec 17210 Customer Service - Field Lead Water Srvc Rep Sr Applications Analyst Utilities Supv Utility Ops Supt Water Srvc Rep Water Srvcs Ops Supt Water Srvcs Supv Customer Service - Field Division Total: 17220 Irrigation Crewleader (Water) 17240 Central System Control HR Generalist Plant Maint Mechanic II Sr Water Plant Oper Utility Ops Supt Water Control Room Oper Water Plant Ops Supv Water/Wastewater Ops Supv Central System Control Division Total: 17250 Pyramid Peak Plant Sr Plant Instrument Tech Sr Plant Maint Mechanic Sr Water Plant Oper Water Plant Operator II Water Plant Ops Supv Water/Wastewater Ops Supv Pyramid Peak Plant Division Total: 17260 Cholla Treatment Plant Plant Maint Mechanic II Sr Plant Instrument Tech Sr Plant Maint Mechanic Sr Water Plant Oper Water Plant Operator II Cholla Treatment Plant Division Total: 17280 Central System Maintenance Plant Instrument Tech II Plant Maint Mechanic II Sr Plant Instrument Tech Sr Plant Maint Mechanic Srvc Worker II (Water) Water Plant Ops Supv Water Srvcs Supv Water/Wastewater Ops Supv Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 2360 - - - - 1.75 2400 2400 2400 2400 2400 2400 2400 1 1 1 12 15 2 1 1 1 11 16 2 1 1 1 11 16 2 1 1 1 11 16 2 1 10 1 1 15 2400 1 1 1 - - 2400 2400 2400 2400 2400 2400 2400 1 1 1 5 1 9 1 1 1 5 1 9 1 1 1 5 1 9 1 1 5 1 8 6 1 7 2400 2400 2400 2400 2400 2400 1 1 1 7 10 1 1 1 8 11 1 1 1 7 1 11 1 1 1 7 1 11 1 7 1 9 2400 2400 2400 2400 2400 1 1 2 5 9 1 1 2 4 8 1 1 2 5 9 1 1 2 5 9 2 5 7 2400 2400 2400 2400 2400 2400 2400 2400 2 1 1 1 1 - 2 1 1 1 1 - 2 1 1 1 - 2 1 1 1 - 3 3 5 4 1 1 492 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Utilities 17280 Central System Maintenance Central System Maintenance Division 17290 Water Distribution Lead Water Srvc Rep Public Srvc Rep Secretary Sr Utility Sys Tech Sr. Water Srvcs Syst Tech Srvc Worker II (Water) Utilities Supv Utility Sys Tech I Utility Sys Tech II Water Srvcs Supv Water Srvcs Sys Tech I Water Srvcs Sys Tech II Water Distribution Division Total: 17300 Meter Maintenance Sr Utility Sys Tech Sr. Water Srvcs Syst Tech Utilities Supv Utility Locator Utility Sys Tech I Utility Sys Tech II Water Srvcs Supv Water Srvcs Sys Tech I Water Srvcs Sys Tech II Meter Maintenance Division Total: 17310 Oasis Surface WTP 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) Utility Ops Supt Water Plant Operator II Water Plant Ops Supv Water Srvcs Ops Supt Water/Wastewater Ops Supv Oasis Surface WTP Division Total: 17610 Pretreatment Program Pretreatment Insp Pretreatment Program Mgr Sr Pretreatment Insp Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 6 6 5 5 17 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 1 2 2 16 9 30 1 1 2 2 12 11 29 2 2 10 12 26 2 2 10 12 26 2 1 2 10 11 26 2400 2400 2400 2400 2400 2400 2400 2400 2400 1 1 4 3 2 11 1 1 4 3 2 11 1 1 3 3 3 11 1 1 3 3 3 11 1 1 3 3 8 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 2400 1 1 1 1 1 1 1 1 5 2 15 1 1 1 1 1 1 1 1 5 2 15 1 1 1 1 1 1 1 1 5 1 14 1 1 1 1 1 1 1 5 1 13 1 1 1 5 1 1 10 2420 2420 2420 2 1 3 2 1 3 3 1 2 4 1 1 4 1 1 493 SCHEDULE NINE Authorized Staffing DEPT/Rollup/Division/Position Title WATER SERVICES DEPARTMENT Utilities 17610 Pretreatment Program Pretreatment Program Division Total: 17630 Wastewater Collection PC Oper Sr Utility Sys Tech Sr. Water Srvcs Syst Tech Srvc Worker I Utilities Supv Utility Ops Supt Utility Sys Tech I Utility Sys Tech II Water Srvcs Ops Supt Water Srvcs Supv Water Srvcs Sys Tech I Water Srvcs Sys Tech II Wastewater Collection Division Total: 17699 Storm Water Sr Utility Sys Tech Sr. Water Srvcs Syst Tech Utility Sys Tech I Utility Sys Tech II Water Srvcs Sys Tech I Water Srvcs Sys Tech II Storm Water Division Total: Utilities Rollup Total: WATER SERVICES DEPARTMENT TOTAL: Grand Total Fund FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 6 6 6 6 6 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 2420 1 1 1 1 9 6 19 1 1 1 1 1 8 6 19 1 1 1 1 8 5 17 1 1 1 1 8 5 17 1 2 1 1 8 4 17 2420 2420 2420 2420 2420 2420 187 187 2 1 3 187 1 2 1 4 185 1 2 1 4 183.75 204 204 204 202 203.75 1,971.01 1,966.38 1,824.25 1,712.50 1,726.70 494 SCHEDULE TEN SALARY RANGES Position Description Grade # of FTE's Range Min Range Max 3.00 14.00 4.00 4.00 2.00 5.00 1.00 1.00 1.00 2.00 1.00 2.00 6.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 9.00 1.00 4.00 4.00 1.00 3.00 2.00 3.00 1.00 1.00 11.00 1.00 1.00 1.00 1.00 9.00 5.00 1.00 1.00 1.00 $30,356 $36,899 $40,680 $49,446 $66,264 $60,103 $76,709 $51,919 $60,103 $80,544 $73,056 $144,646 $66,264 $97,901 $80,544 $93,239 $97,901 $73,056 $84,571 $113,333 $80,544 $97,901 $107,936 $73,056 $36,899 $113,333 $47,092 $54,515 $107,936 $42,714 $49,446 $66,264 $84,571 $84,571 $38,743 $42,714 $49,446 $63,108 $69,576 $30,356 $47,092 $57,241 $84,571 $107,936 $42,499 $51,658 $56,952 $69,225 $92,769 $84,144 $107,392 $72,687 $84,144 $112,761 $102,278 $202,504 $92,769 $137,062 $112,761 $130,535 $137,062 $102,278 $118,400 $158,666 $112,761 $137,062 $151,111 $102,278 $51,658 $158,666 $65,929 $76,321 $151,111 $59,800 $69,225 $92,769 $118,400 $118,400 $54,240 $59,800 $69,225 $88,351 $97,407 $42,499 $65,929 $80,137 $118,400 $151,111 NON-REPRESENTED STAFF Account Spec Account Spec II Accountant I Accountant II Accounting Mgr Administrative Librarian Airport Administrator Applications Analyst Arts Coordinator Asst City Attorney Asst City Auditor Asst City Mgr Asst City Prosecutor Asst Comm Serv Dir Asst Economic Dev Director Asst Finance Dir Asst Fire Chief Asst Fire Marshal Asst HR Dir Development Services Director Asst Planning Administrator Asst Police Chief Communications Director Asst to the Mayor Billing & Compliance Spec Community Services Director Bldg Insp Bldg Insp Spec Economic Development Director Bldg Maint Leader Bldg Maint Supv Bldg Safety Mgr Bldg Safety Official Budget Admin Building Maintenance Worker Buyer I Buyer II Cable Media Administrator CAP Mgr Cashier Chemist Chief Broadcast Engineer Chief Librarian CIO 15 19 21 25 31 29 34 26 29 35 33 62 31 39 35 38 39 33 36 57 35 39 56 33 19 57 24 27 56 22 25 31 36 36 20 22 25 30 32 15 24 28 36 56 495 SCHEDULE TEN SALARY RANGES Position Description City Attorney City Auditor City Clerk City Engineer City Judge City Mgr City Prosecutor Civic Center Event Coord Civil Engineer Code Comp Admininistrator Code Compliance Supv Code Insp I Code Insp II Code Insp III Coll Rep Comm Sys Tech Commercial Sanitation Insp Community Eligibility Rep Community Eligibility Spec Contract Analyst Council Asst Council Member Council Srvcs Admin Court Accounting Supv Court Admin Court Clerk II Court Clerk III Court Hearing Officer Court Interpreter Court Supv Creative Designer Creative Services Mgr Crewleader (Airport) Crewleader (Landfill) Crewleader (Parks) Crewleader (Sanitation) Crewleader (Streets) CSG Operations Mgr Custodian Custodian Lead Customer Assistance Rep Customer Service Manager CVB Mgr Database Admin Dep Chief Info Tech Officer Grade 509 54 504 54 506 505 38 23 29 33 26 21 22 23 21 23 19 18 21 28 27 502 33 25 36 17 19 508 20 25 25 28 21 21 21 21 21 32 12 15 15 28 28 32 39 # of FTE's 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 3.00 3.00 2.00 1.00 1.00 1.00 2.50 1.00 4.00 3.00 5.00 1.00 1.00 1.00 24.20 2.00 1.00 1.50 3.00 1.00 1.00 1.00 1.00 1.00 5.00 4.00 1.00 5.00 2.00 2.50 1.00 1.00 1.00 1.00 Range Min Negotiated $97,901 Negotiated $97,901 Negotiated Negotiated $93,239 $44,850 $60,103 $73,056 $51,919 $40,680 $42,714 $44,850 $40,680 $44,850 $36,899 $35,141 $40,680 $57,241 $54,515 $34,000 $73,056 $49,446 $84,571 $33,468 $36,899 Negotiated $38,743 $49,446 $49,446 $57,241 $40,680 $40,680 $40,680 $40,680 $40,680 $69,576 $26,223 $30,356 $30,356 $57,241 $57,241 $69,576 $97,901 Range Max Negotiated $137,062 Negotiated $137,062 Negotiated Negotiated $130,535 $62,790 $84,144 $102,278 $72,687 $56,952 $59,800 $62,790 $56,952 $62,790 $51,658 $49,197 $56,952 $80,137 $76,321 $34,000 $102,278 $69,225 $118,400 $46,855 $51,658 Negotiated $54,240 $69,225 $69,225 $80,137 $56,952 $56,952 $56,952 $56,952 $56,952 $97,407 $36,712 $42,499 $42,499 $80,137 $80,137 $97,407 $137,062 496 SCHEDULE TEN SALARY RANGES Position Description Dep City Attorney Dep City Clerk Dep Fire Chief (40 hrs) Dep Fire Chief (52 hrs) Dep Public Works Dir Dep Trans Dir Dep Water Srvcs Dir Development Plans Tech Development Srvcs Rep Development Srvcs Supv Dispatcher/Router Econ Development Admin Asst Economic Development Admin Economic Development Spec Emergency Mgmt Admin Emergency Srvcs Coord Employee Devel Coord Engineering Insp II Engineering Project Mgr Environmental Program Mgr Equip Mechanic I Equip Mechanic II Equip Mechanic Spec Equip Mgmt Supt Equip Operator (Sanitation) Equipment Operator (Streets) Exec Administrative Asst Exec Legal Asst Field Ops Admin Supv Finance & Technology Director Financial Srvcs Supv Fire Battalion Chief (40 Hrs) Fire Battalion Chief (52 Hrs) Fire Chief Fire Comm Outreach Coord Fire Crisis Response Vol Coord Fire Dept Staff Counselor Fire EMS Coordinator Fire Insp I Fire Insp II Fire Marshal Fire Mgmt Analyst GIS Analyst GIS Coord Help Desk Support Spec Grade 39 31 36 36 35 36 37 21 21 25 16 23 31 27 35 29 28 24 31 32 19 21 24 33 18 18 21 23 25 57 25 35 35 60 26 24 24 25 21 27 36 28 27 26 24 # of FTE's Range Min Range Max 3.00 1.00 4.00 3.00 1.00 1.00 3.00 2.00 1.00 1.00 5.50 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 5.00 6.00 14.00 1.00 56.00 2.00 2.00 1.00 1.00 1.00 5.00 3.00 4.00 1.00 2.00 2.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 2.00 $97,901 $66,264 $84,571 $84,571 $80,544 $84,571 $88,799 $40,680 $40,680 $49,446 $31,874 $44,850 $66,264 $54,515 $80,544 $60,103 $57,241 $47,092 $66,264 $69,576 $36,899 $40,680 $47,092 $73,056 $35,141 $35,141 $40,680 $44,850 $49,446 $113,333 $49,446 $80,544 $80,544 $131,198 $51,919 $47,092 $47,092 $49,446 $40,680 $54,515 $84,571 $57,241 $54,515 $51,919 $47,092 $137,062 $92,769 $118,400 $118,400 $112,761 $118,400 $124,319 $56,952 $56,952 $69,225 $44,624 $62,790 $92,769 $76,321 $112,761 $84,144 $80,137 $65,929 $92,769 $97,407 $51,658 $56,952 $65,929 $102,278 $49,197 $49,197 $56,952 $62,790 $69,225 $158,666 $69,225 $112,761 $112,761 $183,677 $72,687 $65,929 $65,929 $69,225 $56,952 $76,321 $118,400 $80,137 $76,321 $72,687 $65,929 497 SCHEDULE TEN SALARY RANGES Position Description Help Desk Supv Housing Assistance Rep Housing Srvcs Mgr Housing Supv HR & RM Director HR Admin HR Coord HR Generalist HR Tech Human Srvs Administrator Info Technology Mgr Intelligent Trans Sys Analyst Intelligent Trans Sys Tech Intergov Programs Admin Intergov Programs Dir Judicial Asst Laboratory Tech Landfill Insp Landfill Oper Landfill Supt Landfill Supv Landscape Gard/Horticulturist Lead Transit Rep Lead Water Srvc Rep Legal Asst Librarian Library Asst I Library Asst II Library Asst III Library Mgr Library Ops Supv Licensing & Taxpayer Analyst Management Aide Marketing & Comm Prog Mgr Materials Control Spec Materials Tech Mayor Media Production Spec Mgmt Aide Mgmt Analyst Mgmt Asst Mgmt Asst to the City Attorney Mgmt Asst to the City Mgr Neighborhood Srvcs Coord Network Engineer Grade 28 19 32 28 56 31 26 27 21 35 34 28 26 32 56 28 18 21 19 32 26 20 18 22 21 25 16 18 20 32 25 23 20 24 16 21 501 24 20 28 24 26 27 28 29 # of FTE's Range Min Range Max 1.00 10.00 1.00 1.00 1.00 2.00 1.00 5.00 2.00 1.00 3.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 5.00 1.00 1.00 1.00 7.75 2.00 2.00 11.75 2.00 1.50 10.75 1.00 4.00 3.00 1.00 2.00 1.75 2.00 1.00 4.50 20.00 3.00 18.75 1.00 1.00 2.00 1.00 $57,241 $36,899 $69,576 $57,241 $107,936 $66,264 $51,919 $54,515 $40,680 $80,544 $76,709 $57,241 $51,919 $69,576 $107,936 $57,241 $35,141 $40,680 $36,899 $69,576 $51,919 $38,743 $35,141 $42,714 $40,680 $49,446 $31,874 $35,141 $38,743 $69,576 $49,446 $44,850 $38,743 $47,092 $31,874 $40,680 $48,000 $47,092 $38,743 $57,241 $47,092 $51,919 $54,515 $57,241 $60,103 $80,137 $51,658 $97,407 $80,137 $151,111 $92,769 $72,687 $76,321 $56,952 $112,761 $107,392 $80,137 $72,687 $97,407 $151,111 $80,137 $49,197 $56,952 $51,658 $97,407 $72,687 $54,240 $49,197 $59,800 $56,952 $69,225 $44,624 $49,197 $54,240 $97,407 $69,225 $62,790 $54,240 $65,929 $44,624 $56,952 $48,000 $65,929 $54,240 $80,137 $65,929 $72,687 $76,321 $80,137 $84,144 498 SCHEDULE TEN SALARY RANGES Position Description Office Asst Office Support Supv Park Mgr Park Ranger Parks & Rec Admin Parks & Rec Projects Coord PC Oper PC Support Specialist II Planner Planning Dir Planning Mgr Planning Tech Plans Examiner Plant Instrument Tech II Plant Maint Mechanic II Playground Equip Srvc Worker Police Aide Police Chief Police Comm Spec Police Comm Supv Police Comm Sys Spec Police Commander Police Community Srvcs Officer Police Crime Prevention Spec Police Crime/Stats Analyst Police Detention Officer Police Hiring Coord Police Identification Supv Police Identification Tech Police Lieutenant Police Ops Mgr Police Plan & Research Analyst Police Property/Evid Custodian Police Records Tech Police Support Srvcs Supv Police Tech Srvcs Mgr Police Volunteer Coord Presiding City Judge Pretreatment Insp Pretreatment Program Mgr Principal Engineer Programs Admin Property Room Supv Public Safety Events Scheduler Public Safety Staff Attorney Grade 13 22 28 16 35 27 16 23 27 55 34 21 26 22 22 19 17 60 21 25 25 37 18 22 21 18 20 24 21 35 32 25 18 17 23 29 23 507 19 27 34 31 24 18 37 # of FTE's 1.00 3.00 2.00 3.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 2.00 3.00 3.00 2.00 1.00 1.00 30.50 5.00 1.00 5.00 2.00 4.00 1.00 14.00 1.00 1.00 4.00 18.00 1.00 1.00 3.00 13.50 6.00 3.00 1.00 1.00 4.00 1.00 3.00 4.00 1.00 2.00 1.00 Range Min $27,534 $42,714 $57,241 $31,874 $80,544 $54,515 $31,874 $44,850 $54,515 $102,797 $76,709 $40,680 $51,919 $42,714 $42,714 $36,899 $33,468 $131,198 $40,680 $49,446 $49,446 $88,799 $35,141 $42,714 $40,680 $35,141 $38,743 $47,092 $40,680 $80,544 $69,576 $49,446 $35,141 $33,468 $44,850 $60,103 $44,850 Negotiated $36,899 $54,515 $76,709 $66,264 $47,092 $35,141 $88,799 Range Max $38,548 $59,800 $80,137 $44,624 $112,761 $76,321 $44,624 $62,790 $76,321 $143,916 $107,392 $56,952 $72,687 $59,800 $59,800 $51,658 $46,855 $183,677 $56,952 $69,225 $69,225 $124,319 $49,197 $59,800 $56,952 $49,197 $54,240 $65,929 $56,952 $112,761 $97,407 $69,225 $49,197 $46,855 $62,790 $84,144 $62,790 Negotiated $51,658 $76,321 $107,392 $92,769 $65,929 $49,197 $124,319 499 SCHEDULE TEN SALARY RANGES Position Description Public Safety Tech Srvcs Admin Public Service Asst Public Srvc Rep Public Works Director Purch & Materials Mgr Rec Coord Rec Mgr Rec Programmer Records Mgmt Asst Records Supv Recycling Coord Revenue Admin Revit Mgr Revitalization Coord Revitalization Grants Supv Revitalization Supv Risk & Safety Analyst Risk Mgr Sanitation Insp Sanitation Supt Sanitation Supv Secretary Secur Officer Service Worker II Service Worker III (Streets) Shop Maint Coord Shop Supv Special Events Coord Special Events Division Mgr Special Events Program Manager Sr Applications Analyst Sr Billing & Compliance Spec Sr Bldg Insp Sr Budget Analyst Sr Civil Engineer Sr Customer Assistance Rep Sr Database Admin Sr Engineering Insp Sr Engineering Tech Sr Equip Mechanic Special Sr GIS Analyst Sr HR Analyst Sr Materials Tech Sr Mgmt Asst Sr Network Engineer Grade 33 14 18 57 33 25 29 19 15 21 26 33 32 25 28 28 27 34 19 32 26 15 16 17 20 24 26 22 29 27 30 21 30 31 33 17 33 25 23 25 30 29 25 28 32 # of FTE's Range Min Range Max 2.00 5.50 3.00 1.00 1.00 4.00 2.00 5.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 5.00 1.00 3.00 15.25 11.00 1.00 7.00 3.00 2.00 1.00 1.00 2.00 2.00 1.00 3.00 2.00 2.00 1.50 1.00 1.00 1.00 3.00 1.00 1.00 1.00 8.00 1.00 $73,056 $28,911 $35,141 $113,333 $73,056 $49,446 $60,103 $36,899 $30,356 $40,680 $51,919 $73,056 $69,576 $49,446 $57,241 $57,241 $54,515 $76,709 $36,899 $69,576 $51,919 $30,356 $31,874 $33,468 $38,743 $47,092 $51,919 $42,714 $60,103 $54,515 $63,108 $40,680 $63,108 $66,264 $73,056 $33,468 $73,056 $49,446 $44,850 $49,446 $63,108 $60,103 $49,446 $57,241 $69,576 $102,278 $40,475 $49,197 $158,666 $102,278 $69,225 $84,144 $51,658 $42,499 $56,952 $72,687 $102,278 $97,407 $69,225 $80,137 $80,137 $76,321 $107,392 $51,658 $97,407 $72,687 $42,499 $44,624 $46,855 $54,240 $65,929 $72,687 $59,800 $84,144 $76,321 $88,351 $56,952 $88,351 $92,769 $102,278 $46,855 $102,278 $69,225 $62,790 $69,225 $88,351 $84,144 $69,225 $80,137 $97,407 500 SCHEDULE TEN SALARY RANGES Position Description Sr Planner Sr Plant Instrument Tech Sr Plant Maint Mechanic Sr Pretreatment Insp Sr Rec Coord Sr Sanitation Insp Sr Secretary Sr Sys Admin Sr Sys Analyst Sr Traffic Engineering Spec Sr Water Plant Oper Sr Water Reclam Facility Oper Sr. Marketing & Comm Mgr Sr. Trans Analyst Sr. Water Srvcs Syst Tech Srvc Worker I Srvc Worker I (Bldg Maint) Srvc Worker I (Landfill) Srvc Worker II Srvc Worker II (Airport) Srvc Worker II (Landfill) Srvc Worker II (Parks) Srvc Worker II (Sanitation) Srvc Worker II (Streets) Srvc Worker II (Water) Srvc Worker III Srvc Worker III (Bldg Maint) Srvc Worker III (Parks) Srvc Worker III (Sanitation) Streets Superintendent Streets Supv Structural Plans Examiner Support Srvc Supv Sys Admin Sys Analyst Tax & License Mgr Tax Auditor Tourism Coordinator Traffic Education Program Mgr Traffic Engineer I Traffic Engineering Spec Traffic Engineering Tech Traffic Ops Electronic Tech Traffic Signal Supv Traffic Signal Tech I Grade 29 24 23 22 27 22 18 29 32 26 23 23 30 29 22 14 14 14 17 17 17 17 17 17 17 20 20 20 20 33 26 28 22 28 30 28 25 25 27 28 25 23 22 26 19 # of FTE's Range Min Range Max 2.00 5.00 4.00 1.00 2.00 1.00 18.50 1.00 1.00 1.00 4.00 2.00 1.00 1.00 7.00 1.00 1.00 1.00 3.00 3.00 3.00 10.00 2.00 10.00 2.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 1.00 3.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 $60,103 $47,092 $44,850 $42,714 $54,515 $42,714 $35,141 $60,103 $69,576 $51,919 $44,850 $44,850 $63,108 $60,103 $42,714 $28,911 $28,911 $28,911 $33,468 $33,468 $33,468 $33,468 $33,468 $33,468 $33,468 $38,743 $38,743 $38,743 $38,743 $73,056 $51,919 $57,241 $42,714 $57,241 $63,108 $57,241 $49,446 $49,446 $54,515 $57,241 $49,446 $44,850 $42,714 $51,919 $36,899 $84,144 $65,929 $62,790 $59,800 $76,321 $59,800 $49,197 $84,144 $97,407 $72,687 $62,790 $62,790 $88,351 $84,144 $59,800 $40,475 $40,475 $40,475 $46,855 $46,855 $46,855 $46,855 $46,855 $46,855 $46,855 $54,240 $54,240 $54,240 $54,240 $102,278 $72,687 $80,137 $59,800 $80,137 $88,351 $80,137 $69,225 $69,225 $76,321 $80,137 $69,225 $62,790 $59,800 $72,687 $51,658 501 SCHEDULE TEN SALARY RANGES Position Description Traffic Signal Tech II Traffic Signal Tech III Trans Planner Trans Sys Mgr Transit Administrator Transit Coord Transit Mgr Transit Oper Transit Supv Transportation Engineer Utility Locator Vice Mayor Victim Assistance Caseworker Voice Comms Admin Water Conservation Spec Water Control Room Oper Water Plant Operator II Water Quality Assurance Coord Water Quality Data Coord Water Quality Lab Mgr Water Reclam Facility Oper II Water Services Director Water Srvc Rep Water Srvcs Admin Water Srvcs Data Coord Water Srvcs Network Engineer Water Srvcs Ops Supt Water Srvcs Safety/Security Coor Water Srvcs Secur Supt Water Srvcs Supv Water Srvcs Sys Tech I Water Srvcs Sys Tech II Water Srvcs Technology Mgr Water/Wastewater Ops Supv Web Content Program Mgr TOTAL NON-REPRESENTED STAFF: Grade # of FTE's Range Min Range Max 21 23 27 32 34 20 32 17 27 34 18 503 24 25 25 23 21 29 25 32 21 57 18 31 28 31 33 28 30 28 17 20 33 27 28 2.00 1.00 1.00 1.00 1.00 2.00 2.00 16.00 1.00 2.00 2.00 1.00 6.00 1.00 1.00 6.00 17.00 1.00 1.00 1.00 15.00 1.00 10.00 2.00 2.00 2.00 4.00 2.00 1.00 7.00 23.00 19.00 1.00 6.00 1.00 1,104.70 $40,680 $44,850 $54,515 $69,576 $76,709 $38,743 $69,576 $33,468 $54,515 $76,709 $35,141 $34,000 $47,092 $49,446 $49,446 $44,850 $40,680 $60,103 $49,446 $69,576 $40,680 $113,333 $35,141 $66,264 $57,241 $66,264 $73,056 $57,241 $63,108 $57,241 $33,468 $38,743 $73,056 $54,515 $57,241 $56,952 $62,790 $76,321 $97,407 $107,392 $54,240 $97,407 $46,855 $76,321 $107,392 $49,197 $34,000 $65,929 $69,225 $69,225 $62,790 $56,952 $84,144 $69,225 $97,407 $56,952 $158,666 $49,197 $92,769 $80,137 $92,769 $102,278 $80,137 $88,351 $80,137 $46,855 $54,240 $102,278 $76,321 $80,137 211 211 211 211 211 211 211 29.00 7.00 63.00 25.00 33.00 21.00 38.00 $52,492 $55,116 $57,872 $60,765 $63,804 $66,994 $70,344 $52,492 $55,116 $57,872 $60,765 $63,804 $66,994 $70,344 POLICE REPRESENTED STAFF Police Officer Step 1 Police Officer Step 2 Police Officer Step 3 Police Officer Step 4 Police Officer Step 5 Police Officer Step 6 Police Officer Step 7 502 SCHEDULE TEN SALARY RANGES Position Description Grade Police Officer Step 8 Police Officer (Assignment) Step 8 Police Officer Trainee Step 2 Police Sergeant Step 1 Police Sergeant Step 2 Police Sergeant Step 3 TOTAL POLICE REPRESENTED STAFF: # of FTE's Range Min Range Max 211 212 210 213 213 213 114.00 1.00 7.00 6.00 4.00 46.00 394.00 $73,861 $77,554 $51,242 $85,309 $89,575 $94,054 $73,861 $77,554 $51,242 $85,309 $89,575 $94,054 131 131 131 131 131 131 131 131 131 137 137 137 132 132 15.00 6.00 4.00 1.00 13.00 19.00 1.00 8.00 56.00 3.00 9.00 43.00 3.00 47.00 228.00 $42,043 $46,353 $51,103 $53,659 $56,342 $59,159 $59,159 $62,117 $62,117 $75,504 $83,243 $83,243 $71,908 $71,908 $42,043 $46,353 $51,103 $53,659 $56,342 $59,159 $59,159 $62,117 $62,117 $75,504 $83,243 $83,243 $71,908 $71,908 FIRE REPRESENTED STAFF Fire Fighter (52 Hrs) Step 1 Fire Fighter (52 Hrs) Step 3 Fire Fighter (52 Hrs) Step 5 Fire Fighter (52 Hrs) Step 6 Fire Fighter (52 Hrs) Step 7 Fire Fighter (52 Hrs) Step 8 Fire Fighter (40 Hrs) Step 8 Fire Fighter (40 Hrs) Step 9 Fire Fighter (52 Hrs) Step 9 Fire Captain (52 Hrs) Step 7 Fire Captain (40 Hrs) Step 9 Fire Captain (52 Hrs) Step 9 Fire Engineer (40 Hrs) Step 9 Fire Engineer (52 Hrs) Step 9 TOTAL FIRE REPRESENTED STAFF: GRAND TOTAL: 1,726.70 503 SCHEDULE ELEVEN Historical Property Tax Information DESCRIPTION BUDGET FY 2011 Fiscal Year Budget Amount Qualifiable Exclusions (estimated) Total Estimated Expenditures Expenditure Limitation $676,000,000 $227,271,294 $448,728,706 $547,475,967 b1. Maximum Allowable Primary Property Tax Levy (ARS 42-17051) Primary Assessed Valuation Maximum Allowable Primary Tax Levy b2. Amount Received from Primary Property Taxation in Prior Year in Excess of the Sum of that Year's Maximum Allowable Primary Property Tax Levy [ARS 42-17005] b3. Property Tax Levy Amounts Secondary Assessed Valuation A. Secondary Property Tax Levy B. Primary Property Tax Levy Total Property Tax Levy Amount b4. Property Taxes Collected (Estimated) A. Primary Property Tax Prior Year's B. Secondary Property Tax Prior Year's Total Current Year's Collections Total Prior Year's Collections Total Property Tax Levy Collected City of Glendale Tax Rate A. Primary Property Tax Rate B. Secondary Property Tax Rate Total Property Tax Rate BUDGET FY 2012 BUDGET FY 2013 BUDGET FY 2014 PROJECTED FY 2015 $638,000,000 $218,302,009 $419,697,991 $503,458,845 $579,000,000 $196,076,577 $382,923,423 $516,173,179 $576,000,000 $202,072,306 $373,927,694 $528,504,325 $642,000,000 $212,754,492 $429,245,508 $528,312,730 $1,653,702,774 $4,701,477 $1,307,087,287 $4,896,349 $1,146,680,633 $5,043,101 $1,044,786,020 $5,196,766 $1,095,616,087 $5,364,136 N/A N/A N/A N/A N/A $1,753,569,410 $24,022,147 $3,724,139 $27,746,286 $1,313,557,625 $17,994,426 $2,943,561 $20,937,987 $1,149,264,817 $18,985,812 $2,536,663 $21,522,475 $1,050,893,890 $18,496,280 $5,086,376 $23,582,656 $1,148,164,650 $19,065,274 $5,364,136 $24,429,410 $3,649,656 $74,483 $23,541,704 $480,443 $27,191,360 $554,926 $27,746,286 $2,884,690 $58,871 $17,634,537 $359,889 $20,519,227 $418,760 $20,937,987 $2,490,052 $46,611 $18,730,018 $255,794 $21,220,070 $302,405 $21,522,475 $5,071,423 $14,953 $18,360,614 $135,666 $23,432,037 $150,619 $23,582,656 $5,289,960 $74,176 $18,767,444 $297,830 $24,057,404 $372,006 $24,429,410 $0.2252 $1.3699 $1.5951 $0.2252 $1.3699 $1.5951 $0.2252 $1.6753 $1.9005 $0.4974 $1.7915 $2.2889 $0.4896 $1.6605 $2.1501 Arizona law limits the amount of tax supported debt that a city may issue. This limitation for bonds to finance water, wastewater, storm drain, streets, parks and recreation projects is 20% of the municipality's assessed valuation. The limit for bonds to finance all other projects is 6% of the municipality's assessed valuation. The current debt limits and indebtedness are shown below. Truth in Taxation Calculation Calculation of legal limitations 20% Bonds Secondary assessed valuation Bond Indebtedness Limitation $1,148,164,650 $229,632,930 Debt Outstanding as of 07/01/14 Principal Payments FY15 Proposed Debt FY15 Estimated Debt outstanding FY15 Remaining limitation available $149,425,000 $17,190,000 $0 $132,235,000 $97,397,930 6% Bonds Secondary assessed valuation Bond Indebtedness Limitation Debt Outstanding as of 07/01/14 Principal Payments FY15 Proposed Debt FY15 Estimated Debt outstanding FY15 Remaining limitation available $1,148,164,650 $68,889,879 $2,880,000 $2,880,000 $0 $0 $68,889,879 Previous year's primary levy Current net assessed valuation(AV) = Tax Rate $5,196,766 = $0.4800 $1,082,668,682 Current AV-Existing Property $1,082,668,682 Prior year Levy $5,196,766 Prior Year Tax Rate $0.4974 Rate to Receive Prior Year Levy $0.4800 New property valuation $12,947,405 Growth in Levy-New Property $62,148 Increase-Exclusive of New Property $105,179 504 SCHEDULE TWELVE 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 Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Dept / Program Name Name Insurance Workers' Compensation Vehicle Replacement Technology Replacement Telephone 1000 - General Mayor Office of the Mayor Council Office Cholla District Council Office City Clerk City Clerk Elections 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 Conv./Media/Parking Convention/Media/Parking Media Center Operations Human Services-Comm Action Prg CAP Local Match Human Resources Benefits Compensation Employee Relations Employment Services Human Resources Administration Organizational Development Risk Management/Safety Finance Accounting Services Finance Administration License/Collection $1,665 $117 - - $1,235 $6,875 $8,477 - - $997 $2,655 $3,294 $72 $255 - - - $2,855 - $3,565 $195 - - $1,737 $1,523 $57 - - $538 $2,124 $117 - - $1,020 $21,898 $1,954 - - $14,374 $40,734 $2,375 - - $7,306 $2,664 $2,091 $6,171 $175 $318 $428 - - $1,114 $3,596 $661 $674 $542 - - $9,829 $66 - - - $3,637 $2,008 $1,118 $1,113 $1,615 $1,780 $516 $2,194 $182 $78 $486 $156 $117 $39 $212 - - $5,354 - $6,619 $3,183 $5,417 $682 $76 $692 - - $4,286 $2,962 505 SCHEDULE TWELVE 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 Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Dept / Program Name Name Info. Technology Information Technology Management & Budget Budget & Research Materials Management Police Department Crime Investigations Foothills Patrol Bureau Gateway Patrol PD - Communications PD - Detention PD - Fiscal Management PD - Special Operations PD - Tow Administration Police Administration Police Personnel Management Police Support Services Fire Department Air-Med & Logistics Ops (HALO) Ambulance Services Fire Administration Fire Marshal's Office Fire Operations Fire Resource Management Fire-Emergency Mgmt Comm. Services Adm Comm. Services Admin. Parks & Rec Aquatics Neighborhood Partnership Park Rangers Parks Maintenance Recreation Support Services Youth and Teen Parks & Rec-Fac/Commercial Ops Adult Center Audio/Visual/Support Services Foothills Recreation Center Human Services Community Revitalization Insurance Workers' Compensation Vehicle Replacement Technology Replacement Telephone $16,463 $2,214 - $467,398 $10,686 $3,129 $1,093 $195 $78 - - $1,152 $695 $875,646 - $98,593 $127,505 $202,878 $1,496 $14,595 $129,446 $58,035 $39 $10,674 $9,407 $18,642 - $22,262 - $160,449 - $212,632 - $6,905 $1,182 $60,759 $5,380 $370,046 $7,542 $78 - $11,215 - $93,635 - $5,427 $2,642 - - $20,276 $2,391 $577 $2,555 $35,952 $34,944 - $7,338 $53 $1,865 $22,915 $312 $4,087 - - $1,513 $8,437 - $603 $4,235 $2,367 $39 $8,774 - - $8,009 $1,298 $58 - - $2,433 506 SCHEDULE TWELVE 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 Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Dept / Program Name Name Library & Arts Library Building Safety Building Safety Planning Mapping and Records Planning Administration Economic Development Economic Development Code Compliance Code Compliance Field Operations Cemetery Custodial Services Downtown Parking Garage Facilities Management Field Operations Admin. Graffiti Removal Manistee Ranch Maintenance Engineering Construction Inspection Design Division Engineering Administration Land Development Division Total General Insurance Workers' Compensation Vehicle Replacement Technology Replacement Telephone $26,950 $9,666 - - $36,781 $13,787 $8,588 - - $6,884 $560 $4,060 $39 $272 - - $2,419 $3,744 $289 - - $1,902 $8,095 $1,151 - - $4,255 $6,115 $5,987 $116 $29,582 $1,491 $42 $13 $547 $36,154 $40,783 $39 - - - $2,623 $18,750 $20,760 - $16,026 - $12,350 $156 $221 $39 - - $3,615 $2,558 - $1,433,153 $1,304,163 - $500,875 $471,327 $41,742 - $26,684 $39 - - $7,309 - $41,742 $26,723 - - $7,309 $1,265 $39 - - - $1,265 $39 - - - - $39 - - $174 1040 - General Services Field Operations Equipment Management Parts Store Operations Total General Services 1100 - Telephone Services Info. Technology Telephones Total Telephone Services 1140 - PC Replacement Info. Technology Technology Replacement 507 SCHEDULE TWELVE 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 Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Dept / Program Name Name Total PC Replacement Insurance Workers' Compensation Vehicle Replacement Technology Replacement Telephone - $39 - - $174 - $65 - - - - $65 - - - $13,494 - - - - $970 $31,871 $24,221 - - - $395 $567 - - - - $2,533 $255 - - - - $50,085 $24,221 - - - $2,636 $39 - - - $1,379 $39 - - - $48 - - - - $4,063 $78 - - - $25,763 $24,180 - - - $2,598 $10,119 $66,425 $3,416 $14,135 $11,060 - - - $6,890 - - - - 1220 - Arts Commission Fund Library & Arts Arts Maintenance Total Arts Commission Fund 1281 - Stadium Event Operations Marketing and Comm. Mkt'g - Stadium Events Police Department PD - Fiesta Bowl Event Stadium - PD Event Staffing Fire Department Fire - Fiesta Bowl Event Stadium - Fire Event Staffing Transportation Stadium - Transportation Ops. Transp - Fiesta Bowl Event Total Stadium Event Operations 1282 - Arena Event Operations Police Department Arena-PD Event Staffing Fire Department Arena - Fire Event Staffing Transportation Arena - Transportation Ops. Total Arena Event Operations 1340 - Highway User Gas Tax Right-of-Way Right-of-Way Maintenance Field Operations Graffiti Removal - ROW Signs & Markings Street Maintenance Engineering Street Light Management 508 SCHEDULE TWELVE 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 Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Dept / Program Name Name Engineering Traffic Studies Transportation Traffic Design and Development Traffic Signals Transportation Administration Insurance Workers' Compensation Vehicle Replacement Technology Replacement Telephone $5,422 $156 - - - $2,655 $36,755 $2,635 $3,416 $17,924 $1,747 - - $5,590 $159,262 $76,034 - - $5,590 Transportation Dial-A-Ride Intelligent Transportation Sys Traffic Mitigation Transit Management Transportation Education Transportation Program Mgmt $68,208 - $44,365 $1,825 $39 $156 $65 $289 - $33,477 $15,994 $2,974 - Total Transportation Sales Tax $68,208 $46,739 - $33,477 $18,968 $2,709 $1,573 - - $5,616 $2,709 $1,573 - - $5,616 $1,032 $1,375 $1,103 - - $4,026 $2,407 $1,103 - - $4,026 $132,032 $4,846 - - $7,545 $132,032 $4,846 - - $7,545 $875 $53 $850 - - - Total Highway User Gas Tax 1660 - Transportation Sales Tax 1740 - Civic Center Parks & Rec-Fac/Commercial Ops Civic Center Total Civic Center 1750 - City Sales Tax-Bed Tax Tourism/CVB Glendale CVB - Bed Tax Tourism Total City Sales Tax-Bed Tax 1760 - Airport Special Revenue Airport Airport Operations Total Airport Special Revenue 1880 - Parks & Recreation Self Sust Parks & Rec Aquatic Self Sustaining Rec Self Sust-Administration Sports Self Sustaining - 509 SCHEDULE TWELVE 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 Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Dept / Program Name Name Parks & Rec Youth and Teen Self Sustaining Parks & Rec-Fac/Commercial Ops Adult Center Self Sustaining Rec Self Sust-Foothills Rec SRPHA Sahuaro Ranch Hist Total Parks & Recreation Self S Insurance Workers' Compensation Vehicle Replacement Technology Replacement Telephone - $2,961 - - - - $744 $1,732 $222 - - - - $7,437 - - - - $195 $4,981 - - $1,027 - $1,710 - - $30,192 $1,682 $346,328 - $10,017 $887 $4,030 $5,795 $3,641 $506 $7,299 - - $1,546 $73,597 - $348,010 $39,061 - - $106,362 - $150 - - $512 - $808 - - $347 - $5,168 $2,273 $6,329 $14,864 $434 $10,445 $40,063 $29,151 $36,831 - - - 2360 - Water and Sewer Env. Resources Environmental Resources Water Quality Finance Customer Service Office Utilities Arrowhead Reclamation Plant Information Management Materials Control Warehouse Public Service Representatives System Security Utilities Administration West Area Plant Total Water and Sewer 2400 - Water 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 Surface WTP Pyramid Peak Plant Water Distribution 510 SCHEDULE TWELVE 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 Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Dept / Program Name Name Insurance Total Water Workers' Compensation Vehicle Replacement Technology Replacement Telephone - $146,516 - - $859 - $3,321 $2,214 $15,528 - - - - $21,063 - - - $40,524 - $23,607 $8,711 $8,421 $2,781 - - $3,394 $2,529 $703 $887 $40,524 $43,520 - - $7,513 $52,774 $40,182 $26,476 $4,296 $46,259 $36,120 $56,893 $2,155 - - $530 $2,475 - $123,728 $141,427 - - $3,005 $73,596 $4,622 - - - $73,596 $4,622 - - - $4,233 $1,193 - - $12,212 $13,358 $2,425 - - $24,903 $3,062 $1,264 - - - $20,653 $4,882 - - $37,115 2420 - Sewer Utilities Pretreatment Program Storm Water Wastewater Collection Total Sewer 2440 - Landfill Field Operations Landfill MRF Operations Recycling Solid Waste Admin Total Landfill 2480 - Sanitation Field Operations Curb Service Residential-Loose Trash Collec Sanitation Frontload Sanitation Roll-off Total Sanitation 2500 - Pub Housing Budget Activities Human Services Community Housing Total Pub Housing Budget Activ 2530 - Training Facility Revenue Fund Police Department PS Training Ops - Police Fire Department PS Training Ops - Fire Field Operations PS Training Ops - Fac. Mgmt. Total Training Facility Revenue 511 SCHEDULE TWELVE 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 Division based on computer models established for each fund. Monthly amounts should be charged against departmental operating budgets by the Finance Division during the fiscal year. Fund Dept / Program Name Name Insurance Workers' Compensation Vehicle Replacement Technology Replacement Telephone 2538 - Glendale Health Center Fire Department Glendale Health Center $63 - - - $2,461 Total Glendale Health Center $63 - - - $2,461 $2,501,500 $1,894,151 - $534,352 $677,870 FY 2015 Total Internal Service Premiums: 512 City of Glendale TABLE OF CONTENTS Fiscal Year 2015 Schedule A—Summary Schedule of Estimated Revenues and Expenditures/Expenses Schedule B—Tax Levy and Tax Rate Information Schedule C—Revenues Other Than Property Taxes Schedule D—Other Financing Sources/ and Interfund Transfers Schedule E—Expenditures/Expenses by Fund Schedule F—Expenditures/Expenses by Department Schedule G—Full-Time Employees and Personnel Compensation 4/13 513 City of Glendale Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2015 FUND 1. General Funds Special Revenue 2. Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2014 ACTUAL EXPENDITURES/ EXPENSES** 2014 $ $ 6. Capital Projects Funds 171,956,300 10. Total Enterprise Funds 11. Internal Service Funds $ $ 203,756,070 OTHER FINANCING 2015 SOURCES $ $ INTERFUND TRANSFERS 2015 IN TOTAL BUDGETED FINANCIAL RESOURCES EXPENDITURES/ EXPENSES AVAILABLE 2015 2015 46,802,683 55,083,224 231,591,190 74,071,808 94,596,921 72,515,747 $ 210,057,023 59,817,765 107,024,227 1,826,737 64,252,877 64,252,877 Secondary: 11,041,931 19,065,274 633,413 40,787,454 71,528,072 66,840,371 64,252,877 64,252,877 11,041,931 633,413 40,787,454 71,528,072 66,840,371 62,151,381 5,138,794 26,009,869 1,725,185 87,198,943 87,198,943 5,635,870 20,000 5,655,870 5,655,870 5,638,226 7. Permanent Funds Enterprise Funds 8. Available Less: Amounts for 9. Future Debt Retirement PROPERTY TAX REVENUES 2015 Primary: $ 30,751,525 $ 5,364,136 ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2015 67,297,357 92,028,884 Debt Service Funds 3. Available Less: Amounts for 4. Future Debt Retirement Total Debt Service 5. Funds 12. TOTAL ALL FUNDS 174,184,356 FUND BALANCE/ NET POSITION*** July 1, 2014** 19,065,274 20,000,000 39,673,602 209,713 149,229,810 116,838,090 92,416,095 125,687,356 274,269 218,377,720 170,832,088 149,229,810 116,838,090 92,416,095 125,687,356 274,269 218,377,720 170,832,088 28,514,466 27,155,823 9,737,569 27,554,737 37,292,306 28,899,958 452,639,241 $ 235,410,624 576,000,000 $ $ 24,429,410 $ 466,400,988 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC or voter-approved alternative expenditure limitation $ 20,000,000 $ 2014 $ 576,000,000 2015 $ 642,000,000 576,000,000 202,072,306 $ 373,927,694 $ 528,504,325 642,000,000 212,754,492 $ 429,245,508 $ 528,312,730 $ 129,364,745 $ 129,364,745 $746,241,022 $ 642,000,000 The city/town does not levy property taxes and does not have special assessment districts for which property taxes are levied. Therefore, Schedule B has been omitted. * Includes Expenditure/Expense Adjustments Approved in current year from Schedule E. ** Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. *** Amounts in this column represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). 4/13 SCHEDULE A 514 City of Glendale Tax Levy and Tax Rate Information Fiscal Year 2015 2014 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 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) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected $ $ $ $ $ 2015 5,196,766 $ 5,364,136 5,196,766 18,826,764 24,023,530 $ 5,364,136 19,065,274 24,429,410 $ 5,071,423 14,953 5,086,376 18,360,614 135,666 18,496,280 23,582,656 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.4974 0.4896 (2) Secondary property tax rate 1.7915 1.6605 (3) Total city/town tax rate 2.2889 2.1501 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the special assessment districts for which secondary city/town was operating property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. 4/13 SCHEDULE B 515 City of Glendale Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 GENERAL FUNDS Local taxes Lo City Sales Tax Lo Arena Fees Licenses and permits LicGas/Electric Franchise Fees LicCable Franchise Fees LicBuilding Permits LicFire Department Other Fees LicSales Tax Licenses LicRight-of-Way Permits LicFire Dept CD Fees LicLiquor Licenses LicPlanning/Zoning LicBus./Prof. Licenses LicMiscellaneous CD Fees LicBusiness Licenses LicArena Fees LicEngineering Plan Check Revenue LicPlan Check Fees Intergovernmental Int State Income Tax Int State Shared Sales Tax Int Motor Vehicle In-Lieu Int Partner Revenue Int Arena Fees Int Miscellaneous Charges for services ChInternal Charges ChStaff & Adm Chargebacks ChArena Fees ChFacility Rental Income ChRecreation Revenue ChPartner Revenue ChSecurity Revenue ChPlan Check Fees ChMiscellaneous ChFire Department Other Fees ChRight-of-Way Permits ChCity Property Rental ChEngineering Plan Check Revenue ChHealth Care Revenue ChCourt Revenue ChCamelback Ranch Rev - Fire ChTraffic Engineering Plan Check ChEquipment Rental $ 85,805,067 $ 90,149,759 426,743 $ 96,060,623 440,826 $ 2,722,000 1,547,000 1,000,000 873,968 655,950 630,000 395,842 200,000 182,400 110,000 105,000 80,000 71,794 19,207 $ 2,722,000 1,547,000 1,005,005 873,968 655,950 359,676 318,643 200,000 262,322 110,000 105,000 80,000 156,948 5,468 35,454 $ 2,733,977 1,572,061 1,106,000 873,968 660,542 345,000 318,643 201,400 180,000 110,770 110,000 80,560 71,794 9,000 4,000 $ 25,294,112 18,988,867 7,557,299 315,392 211,676 102,000 $ 25,294,112 18,988,867 7,557,299 315,392 174,236 132,250 $ 27,444,369 20,486,143 8,016,651 315,392 211,676 132,250 $ 13,820,800 9,200,000 350,000 1,726,838 1,435,456 1,172,308 733,203 675,000 246,950 394,740 $ 13,820,800 9,200,000 5,129,615 1,703,009 1,280,100 1,172,308 733,203 675,000 488,122 231,695 359,447 6,198 95,859 61,250 74,024 53,000 30,000 25,000 $ 10,412,222 9,700,000 6,129,615 1,921,310 1,355,120 1,172,308 733,203 700,000 488,509 439,695 310,000 303,120 155,191 61,250 61,000 53,000 30,210 25,000 6,198 135,793 61,250 74,024 28,852 30,000 25,000 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 4/13 SCHEDULE C 516 City of Glendale Revenues Other Than Property Taxes Fiscal Year 2015 SOURCE OF REVENUES Fines and forfeits FinCourt Revenue FinMiscellaneous FinLibrary Fines/Fees ESTIMATED REVENUES 2014 ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 $ 3,029,768 123,500 172,000 $ 3,025,106 196,271 117,000 $ 3,041,705 250,100 122,000 Interest on investments Int Interest $ 274,063 $ 282,811 $ 265,414 In-lieu property taxes In-lieu property taxes $ Contributions CoSRP In-Lieu $ 28,315 $ 28,315 $ 278,315 $ 3,025,773 941,039 379,481 210,200 180,000 180,252 93,300 $ 2,620,269 987,785 379,481 210,200 180,000 128,000 75,500 $ 2,329,885 987,785 342,768 210,200 185,000 131,000 75,500 Total General Fund $ 185,621,677 $ 194,845,460 $ 203,756,070 Miscellaneous Mi Miscellaneous Mi Fire Department Other Fees Mi City Property Rental Mi Lease Proceeds Mi Cemetery Revenue Mi Library Fines/Fees Mi Other $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 4/13 SCHEDULE C 517 City of Glendale Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES ACTUAL REVENUES* 2014 ESTIMATED REVENUES 2015 SPECIAL REVENUE FUNDS Community Services Funds CoRecreation Revenue CoFacility Rental Income CoInterest CoMiscellaneous $ 1,061,246 98,500 500 5,000 1,165,246 $ 901,796 112,500 365 4,500 1,019,161 $ 976,861 115,000 300 $ 1,092,161 $ $ 7,651,874 1,324,704 8,976,578 $ $ 5,661,274 1,048,511 6,709,785 $ 8,946,755 646,067 9,592,822 $ $ 9,705,271 9,705,271 $ $ 7,841,556 7,841,556 $ $ 15,992,136 15,992,136 $ 11,853,815 8,060,148 1,053,055 15,000 234,585 7,500 21,224,103 $ 12,583,301 8,616,699 1,053,055 15,000 234,585 7,500 22,510,140 $ 12,992,893 8,906,707 1,000,000 15,000 $ 22,914,600 $ $ 22,357,634 2,583,261 12,791,191 10,750 666,707 452,015 139,582 80,000 39,081,140 $ $ 22,357,634 18,477,325 12,791,191 2,010,750 666,707 470,425 139,582 80,000 56,993,614 $ 23,432,936 17,741,847 12,903,286 2,011,000 666,707 467,925 128,807 80,000 57,432,508 Total Special Revenue Funds $ 98,064,812 $ 77,161,782 $ 107,024,227 $ 633,413 $ 600,621 246,816 847,437 $ $ 647,221 150,000 797,221 $ 633,413 Total Debt Service Funds $ 797,221 $ 847,437 $ 633,413 $ Human Services Grants HuGrants HuMiscellaneous Other Grants Ot Grants Public Safety Funds Pu City Sales Tax Pu City Sales Tax - PS .4 Pu State Forfeitures Pu Federal Forfeitures Pu Miscellaneous Pu Interest $ $ Transportation/HURF Funds TraCity Sales Tax TraGrants TraHighway User Revenues TraMiscellaneous TraLTAF - Lottery TraAirport Fees TraTransit Revenue TraInterest DEBT SERVICE FUNDS Debt Service Funds DeMiscellaneous DeSRP In-Lieu $ $ $ $ * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 4/13 SCHEDULE C 518 City of Glendale Revenues Other Than Property Taxes Fiscal Year 2015 SOURCE OF REVENUES CAPITAL PROJECTS FUNDS Development Impact Fee Funds DeDevelopment Impact Fees DeInterest ESTIMATED REVENUES 2014 $ $ $ 1,653,291 47,792 1,701,083 4,356 4,356 $ $ 3,558 3,558 $ $ 2,696 2,696 $ $ 1,264 1,264 $ $ 1,020 1,020 $ $ 21,406 21,406 Total Capital Projects Funds $ 750,551 $ 1,689,480 $ 1,725,185 $ $ 20,000 20,000 $ $ 20,000 20,000 $ $ 20,000 20,000 Total Permanent Funds $ 20,000 $ 20,000 $ 20,000 Other Capital Funds Ot Interest PERMANENT FUNDS Cemetery Perpetual Care CeInterest $ $ 705,514 39,417 744,931 $ $ ESTIMATED REVENUES 2015 1,636,927 47,975 1,684,902 G.O. Bond Funds G. Interest $ ACTUAL REVENUES* 2014 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 4/13 SCHEDULE C 519 City of Glendale Revenues Other Than Property Taxes Fiscal Year 2015 SOURCE OF REVENUES ENTERPRISE FUNDS Water/Sewer Funds WaWater Revenues WaSewer Revenue WaMiscellaneous WaWater Development Impact Fees WaSewer Development Impact Fees WaInterest WaStaff & Adm Chargebacks WaCity Property Rental WaFacility Rental Income ESTIMATED REVENUES 2014 $ $ Landfill La Tipping Fees La Recycling Sales La Internal Charges La Staff & Adm Chargebacks La Miscellaneous La Other La Interest $ $ Sanitation Sa Residential Sanitiation Sa Commercial Sanitation Frontload Sa Commercial Sanitation Rolloff Sa Miscellaneous Sa Internal Charges Sa Miscellaneous Bin Service Sa Interest $ ACTUAL REVENUES* 2014 44,473,584 30,760,603 1,639,316 990,086 125,000 120,000 82,000 65,000 6,000 78,261,589 $ 3,515,920 1,400,000 2,313,000 431,000 1,297,597 $ 50,000 9,007,517 $ $ 44,473,584 30,760,603 1,214,547 990,086 125,000 120,000 82,000 65,000 6,000 77,836,820 $ 4,051,194 1,976,000 2,252,800 431,000 543,430 100,000 50,000 9,404,424 $ 10,630,000 3,387,094 574,000 134,388 115,000 90,000 4,000 14,934,482 $ $ 10,630,000 3,400,000 600,000 145,588 115,000 100,000 4,000 14,994,588 $ 15,522,294 $ 15,522,294 $ 125,687,356 10,401,000 3,400,000 600,000 270,295 150,000 90,000 4,000 14,915,295 $ $ $ 10,813,943 4,563,668 15,377,611 $ 10,813,943 4,563,668 15,377,611 Total Enterprise Funds $ 117,562,012 $ 117,553,337 $ Pub Housing Budget Activities Pu Grants Pu Miscellaneous $ $ ESTIMATED REVENUES 2015 $ $ 48,694,016 33,051,526 1,022,203 990,086 125,000 120,000 82,000 65,000 6,000 84,155,831 5,174,760 2,478,380 2,204,800 525,000 489,703 102,000 40,000 11,014,643 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 4/13 SCHEDULE C 520 City of Glendale Revenues Other Than Property Taxes Fiscal Year 2015 ESTIMATED REVENUES 2014 SOURCE OF REVENUES INTERNAL SERVICE FUNDS Risk Management Self Insurance RisInternal Charges RisSecurity Revenue RisInterest Workers Comp. Self Insurance WoInternal Charges WoSecurity Revenue WoInterest WoMiscellaneous Benefits Trust Fund Be City Contributions Be Employee Contributions Be Retiree Contributions Be Miscellaneous Be Right-of-Way Permits Be Interest Be Internal Charges ACTUAL REVENUES* 2014 $ 2,472,006 30,000 $ $ 2,502,006 $ $ 1,894,000 30,000 9,000 $ $ 1,933,000 $ $ 13,748,023 5,217,303 5,400,335 $ ESTIMATED REVENUES 2015 2,472,006 24,750 10,000 2,506,756 $ 1,894,000 24,750 15,065 1,500,000 3,433,815 $ 1,894,001 24,750 11,200 $ 1,929,951 13,726,767 5,118,861 4,154,143 90,000 1,394 671 $ 2,500,000 24,750 8,200 2,532,950 $ 24,384,447 $ 13,709,819 $ 5,143,632 4,154,143 90,000 1,394 671 (1,330) 23,098,329 $ Total Internal Service Funds $ 28,819,453 $ 29,038,900 $ 27,554,737 TOTAL ALL FUNDS $ 431,635,726 $ 421,156,396 $ 466,400,988 786 18,000 23,091,836 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 4/13 SCHEDULE C 521 City of Glendale Other Financing Sources/ and Interfund Transfers Fiscal Year 2015 FUND OTHER FINANCING 2015 SOURCES GENERAL FUNDs 1000 - General $ 1010 - National Events 1280 - Youth Sports Complex 1281 - Stadium Event Operations 1282 - Arena Event Operations 1283 - CamelbackRanch EventOperations 1740 - Civic Center 1770 - Zanjero Special Revenue 1780 - Arena Special Revenue 1870 - Marketing Self Sust Total General Funds $ $ $ 24,442,419 1,790,271 208,000 2,309,724 16,825,463 784,663 158,498 $ 38,367,189 2,207,097 14,508,938 SPECIAL REVENUE FUNDS 1340 - Highway User Gas Tax $ 1640 - Local Transp. Assistance 1660 - Transportation Sales Tax 1700 - Police Special Revenue 1720 - Fire Special Revenue 1760 - Airport Special Revenue 1820 - CAP Grant Total Special Revenue Funds $ $ $ $ $ 283,645 46,802,683 $ 55,083,224 $ 19,310,594 666,707 29,652,088 16,550,770 7,891,649 $ 74,071,808 1,566,707 DEBT SERVICE FUNDS 1900 - G.O. Bond Debt Service $ 1920 - HURF Debt Service 1940 - M.P.C. Debt Service 1970 - Transportation Debt Service Total Debt Service Funds $ CAPITAL PROJECTS FUNDS 1481+ - DIF-Citywide Recreation Fac $ 2000 - Hurf Street Bonds 2210 - Transportation Capital Project Total Capital Projects Funds $ INTERFUND TRANSFERS 2015 IN 20,000,000 20,000,000 $ $ $ $ $ $ $ $ $ $ $ Total Permanent Funds $ $ $ $ $ ENTERPRISE FUNDS 2500 - Pub Housing Budget Activities Total Enterprise Funds $ $ $ $ $ $ $ $ $ 244,981 15,049 1,826,737 209,713 1,958,000 31,288,661 7,331,080 40,787,454 18,352,594 21,321,008 39,673,602 $ $ $ 209,713 $ 209,713 PERMANENT FUNDS $ $ 274,269 274,269 $ INTERNAL SERVICE FUNDS $ Total Internal Service Funds $ TOTAL ALL FUNDS $ 4/13 20,000,000 SCHEDULE D $ $ 129,364,745 $ 129,364,745 522 City of Glendale Expenditures/Expenses by Fund Fiscal Year 2015 FUND/DEPARTMENT GENERAL FUND $ City Attorney City Auditor City Clerk City Court City Manager Communications Community & Econ Dev Community Services Council Districts&Of Development Services Economic Development Finance & Technology Financial Services Fire Services HR & Risk Mgt Intergovt. Programs Intergovt. Relations Mayor's Office N'Hood & Human Svcs Non-Departmental Parks, Rec & Library Police Services Public Works Tech. & Innovation Transportation Svcs Carryover Reserve Contingency Total General Fund $ SPECIAL REVENUE FUNDS $ Community Services Community Services Grants Financial Services Grants Fire Grants Fire Services Human Services Grants Misc. Capital Grants Misc. Grants N'HoodHuman Svcs Grants Parks, Rec & Library Parks, Rec & Library Grants Police Grants Police RICO Police Services Public Works Public Works Grants Transportation Grants Transportation Svcs Water Services Grants Carryover Reserve Contingency Total Special Revenue Funds $ 4/13 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 3,067,621 297,466 596,572 4,162,645 804,914 4,490,309 4,236,010 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 $ ACTUAL EXPENDITURES/ EXPENSES* 2014 $ 36,883 1,122,899 6,680,160 1,328,070 291,078 1,629,355 983,465 12,551,440 54,887,767 20,393,145 7,438,144 887,703 39,207,074 1,736,121 477,640 281,127 291,078 1,632,555 983,465 13,178,832 54,887,767 20,105,982 6,996,680 922,608 1,485,704 74,775,765 22,292,453 126,293 (8,045,113) $ $ $ $ 1,000,000 2,000,000 3,724,494 9,069,410 3,918,587 450,000 3,192,778 3,896,249 15,627,787 4,197,556 SCHEDULE E $ 67,297,357 1,251,072 450,000 9,604,071 2,000,000 3,293,649 5,246,877 2,445,733 21,680,888 12,919,409 6,822,438 2,337,602 17,967,017 223,006 $ 5,330,000 210,057,023 5,001,610 3,649,494 6,803,192 4,214,251 450,000 3,192,778 3,896,249 15,627,787 1,522,556 (538,408) (271,566) 219,640 809,974 $ $ 500,000 6,913,425 (1,219,640) 7,833,888 30,654,710 35,000 171,956,300 2,881,214 301,079 718,680 4,273,803 872,264 3,287,119 14,128,523 1,066,101 4,221,737 941,088 31,779,531 21,172,013 30,721,827 1,736,160 476,818 (126,293) 15,000 500,000 6,913,425 92,028,884 $ 1,122,899 16,379,125 29,330,889 1,776,974 476,818 8,380,017 174,184,356 3,067,621 297,466 708,286 4,104,719 804,914 4,574,851 4,169,759 BUDGETED EXPENDITURES/ EXPENSES 2015 $ 1,800,000 72,515,747 523 City of Glendale Expenditures/Expenses by Fund Fiscal Year 2015 FUND/DEPARTMENT DEBT SERVICE FUNDS $ General Obligation Highway User (HURF) Municipal Property Corp Transportation Obligation Total Debt Service Funds $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ACTUAL EXPENDITURES/ EXPENSES* 2014 22,729,785 4,695,875 29,496,137 7,331,080 64,252,877 $ $ $ $ 1,239,124 $ $ CAPITAL PROJECTS FUNDS $ Community & Econ Dev Community Services Economic Development Finance & Technology Financial Services Fire Services Parks, Rec & Library Police Services Public Works Transportation Svcs Carryover Reserve Contingency Total Capital Projects Funds $ 17,333,147 62,151,381 $ $ PERMANENT FUNDS $ Contingency Total Permanent Funds $ 5,638,226 5,638,226 $ $ $ $ 142,222 $ $ 22,729,785 4,695,875 29,496,137 7,331,080 64,252,877 BUDGETED EXPENDITURES/ EXPENSES 2015 $ $ 26,072,628 1,958,000 31,478,662 7,331,081 66,840,371 $ 1,275,876 726,528 3,818 8,500 8,614 903,022 330,658 4,097,555 38,230,761 ENTERPRISE FUNDS $ Community & Econ Dev Development Services Finance & Technology Financial Services Human Services Grants N'HoodHuman Svcs Grants Public Works Water Services Water Services Debt Carryover Reserve Contingency Total Enterprise Funds $ 7,500,000 149,229,810 INTERNAL SERVICE FUNDS $ HR & Risk Mgt Contingency Total Internal Service Funds $ TOTAL ALL FUNDS $ 26,514,466 2,000,000 28,514,466 576,000,000 5,090 4,530 51,274 88,688 166,980 4,822,232 (1,983) 127,851 (71,622) (203,926) (2,509,060) 2,794,870 (136,130) 5,138,794 138,022 2,101 536,587 66,242,740 $ 18,411,293 87,198,943 $ $ 5,655,870 5,655,870 $ 136,798 2,904,338 2,643,052 2,837,052 15,912,427 35,047,249 87,984,860 15,914,727 22,202,898 75,745,391 15,884,596 (9,318) 38,336,336 82,591,655 25,478,365 9,318 $ $ 116,838,090 $ 5,500,000 170,832,088 $ $ 27,155,823 $ 28,899,958 $ $ $ $ 27,155,823 452,639,241 $ $ 28,899,958 642,000,000 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 4/13 SCHEDULE E 524 City of Glendale Expenditures/Expenses by Department Fiscal Year 2015 DEPARTMENT/FUND City Attorney 1000 - General EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 ACTUAL EXPENDITURES / EXPENSES* 2014 BUDGETED EXPENDITURES / EXPENSES 2015 $ City Attorney Total $ 3,067,621 3,067,621 $ $ $ $ 3,067,621 3,067,621 $ $ 2,881,214 2,881,214 $ City Auditor Total $ 297,466 297,466 $ $ $ $ 297,466 297,466 $ $ 301,079 301,079 $ City Clerk Total $ 596,572 596,572 $ $ $ $ 708,286 708,286 $ $ 718,680 718,680 1000 - General $ 1240 - Court Security/Bonds City Court Total $ 3,494,961 667,684 4,162,645 $ 36,883 $ $ $ 36,883 $ 3,494,961 609,758 4,104,719 $ 3,742,767 531,036 4,273,803 $ City Manager Total $ 804,914 804,914 $ $ $ $ 804,914 804,914 $ $ 872,264 872,264 1000 - General $ 1281 - Stadium Event Operations 1740 - Civic Center 1750 - City Sales Tax-Bed Tax 1870 - Marketing Self Sust Communications Total $ 2,462,262 27,844 636,180 655,431 708,592 4,490,309 $ $ $ 1,909,338 13,494 $ $ 2,469,187 27,844 636,180 655,431 786,209 4,574,851 4,236,010 512,596 726,528 142,222 5,617,356 $ $ 4,169,759 $ $ $ 138,022 4,307,781 $ $ $ City Auditor 1000 - General City Clerk 1000 - General City Court City Manager 1000 - General Communications $ 655,695 708,592 3,287,119 Community & Econ Dev 1000 - General $ 1980 - Streets Constr. - 1999 Auth 2100 - Economic Dev. Constr-1999 Auth 2360+ - Water and Sewer Community & Econ Dev Total $ Community Services 1000 - General 1220 - Arts Commission Fund 1260 - Library 1280 - Youth Sports Complex 1300 - Home Grant 1310 - Neighborhood Stabilization Pgm 1311 - N'hood Stabilization Pgm III 1320 - C.D.B.G. 1460 - DIF-Citywide Parks 1480 - DIF-Citywide Recreation Fac 4/13 $ SCHEDULE F $ 12,727,793 473,162 120,000 233,000 1,625,895 1,320,000 600,000 4,549,500 234 234 525 City of Glendale Expenditures/Expenses by Department Fiscal Year 2015 DEPARTMENT/FUND 1500 - DIF-Libraries 1520 - DIF-Citywide Open Spaces 1540 - DIF-Parks Dev Zone 1 1560 - DIF-Parks Dev Zone 2 1580 - DIF-Parks Dev Zone 3 1740 - Civic Center 1820 - CAP Grant 1830 - Emergency Shelter Grants 1840 - Grants 1880 - Parks & Recreation Self Sust 1885 - Parks & Recreation Designated 2060 - Parks Construction 2500 - Pub Housing Budget Activities Community Services Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 ACTUAL EXPENDITURES / EXPENSES* 2014 $ $ $ (8,045,113) $ BUDGETED EXPENDITURES / EXPENSES 2015 373,817 351,822 121,056 132,863 42,929 574,568 1,299,684 208,992 450,000 1,135,704 115,368 252,921 15,884,596 $ 42,594,138 Contingency 1000 - General $ 1010 - National Events 1340 - Highway User Gas Tax 1380 - DIF Library Blds 1420 - DIF-Fire Protection Facilities 1440 - DIF-Police Facilities 1460 - DIF-Citywide Parks 1480 - DIF-Citywide Recreation Fac 1500 - DIF-Libraries 1520 - DIF-Citywide Open Spaces 1540 - DIF-Parks Dev Zone 1 1560 - DIF-Parks Dev Zone 2 1580 - DIF-Parks Dev Zone 3 1600 - DIF-Roadway Improvements 1620 - DIF-General Government 1660 - Transportation Sales Tax 1980 - Streets Constr. - 1999 Auth 2000 - Hurf Street Bonds 2040 - Public Safety Construction 2060 - Parks Construction 2080 - Gov't Facilities - 1999 Auth 2100 - Economic Dev. Constr-1999 Auth 2130 - Cultural Facility Bond Fund 2140 - Open Space/Trails Constr-99 Au 2180 - Flood Control Construction 2280 - Cemetery Perpetual Care 2360+ - Water and Sewer 2440 - Landfill 2480 - Sanitation 2540 - Risk Management Self Insurance Contingency Total $ 4/13 8,045,113 334,904 $ 1,749,399 311,621 1,436,006 360,390 906,326 2,933,288 241,496 82,432 48,671 40,366 1,719,961 160,751 441,567 281,352 1,745,161 151,808 62,648 237,691 587,036 3,835,177 5,638,226 5,000,000 2,000,000 500,000 2,000,000 40,851,390 1,561,451 18,747 4,864 395,670 262,088 587,700 2,954,073 5,655,870 4,200,000 600,000 700,000 (136,130) $ SCHEDULE F (8,181,243) $ 5,000,000 330,000 600,000 1,755,130 737,391 1,719,834 380,559 720,885 2,871,254 151,036 73,178 50,941 67,280 3,432,993 161,637 1,200,000 504,582 $ 36,697,163 526 City of Glendale Expenditures/Expenses by Department Fiscal Year 2015 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 DEPARTMENT/FUND Council Districts&Of 1000 - General $ Council Districts&Of Total $ 1,122,899 1,122,899 ACTUAL EXPENDITURES / EXPENSES* 2014 $ $ $ $ $ 1,122,899 1,122,899 BUDGETED EXPENDITURES / EXPENSES 2015 $ $ 1,066,101 1,066,101 $ $ $ $ $ 4,103,318 118,419 136,798 4,358,535 $ $ $ $ $ $ $ $ $ $ $ $ Development Services 1000 - General $ 1010 - National Events 2360+ - Water and Sewer Development Services Total $ Economic Development 1000 - General $ 1010 - National Events 2100 - Economic Dev. Constr-1999 Auth Economic Development Total $ 916,088 25,000 726,528 1,667,616 Finance & Technology 1000 - General $ 1100 - Telephone Services 1140 - PC Replacement 1282 - Arena Event Operations 1790 - Stadium City Sales Tax - AZSTA 1900 - G.O. Bond Debt Service 1940 - M.P.C. Debt Service 2040 - Public Safety Construction 2060 - Parks Construction 2100 - Economic Dev. Constr-1999 Auth 2180 - Flood Control Construction 2360+ - Water and Sewer Finance & Technology Total $ 8,409,473 1,178,404 4,174,223 16,001,610 2,015,821 26,072,628 31,478,662 855 83 465 2,415 2,904,338 92,238,977 Financial Services 1000 - General $ 1282 - Arena Event Operations 1790 - Stadium City Sales Tax - AZSTA 1842 - ARRA Stimulus Grants 1900 - G.O. Bond Debt Service 1940 - M.P.C. Debt Service 2040 - Public Safety Construction 2060 - Parks Construction 2100 - Economic Dev. Constr-1999 Auth 2180 - Flood Control Construction 2360+ - Water and Sewer Financial Services Total $ 4,750,645 9,500,000 2,128,480 15,000 22,729,785 29,496,137 2,000 500 1,000 5,000 2,643,052 71,271,599 $ $ $ 6,680,160 27,794,499 $ 1,328,070 6,680,160 4,757,801 14,405,695 2,008,517 $ $ 22,729,785 29,496,137 1,140 110 620 3,220 2,837,052 76,240,077 $ $ 29,136,437 $ Fire Services 1000 - General 1010 - National Events 4/13 $ SCHEDULE F 37,365,811 392,000 527 City of Glendale Expenditures/Expenses by Department Fiscal Year 2015 EXPENDITURE/ ADOPTED EXPENSE BUDGETED ACTUAL BUDGETED ADJUSTMENTS EXPENDITURES/ EXPENDITURES EXPENDITURES EXPENSES APPROVED / EXPENSES* / EXPENSES 2014 2014 2014 2015 DEPARTMENT/FUND 1281 - Stadium Event Operations 389,803 389,803 362,138 303,094 303,094 260,297 1282 - Arena Event Operations 28,852 28,852 55,852 1283 - CamelbackRanch EventOperations 8,614 (1,983) 4,530 2,101 1420 - DIF-Fire Protection Facilities 6,913,425 6,913,425 1720 - Fire Special Revenue 1840 - Grants 500,000 1,000,000 500,000 5,001,610 760,631 809,631 722,386 2530 - Training Facility Revenue Fund 54,010 54,010 48,590 2538 - Glendale Health Center Fire Services Total $ 36,752,928 $ 2,326,087 $ 38,139,782 $ 44,210,785 HR & Risk Mgt 1000 - General $ 1190 - Employee Groups 2540 - Risk Management Self Insurance 2560 - Workers Comp. Self Insurance 2580 - Benefits Trust Fund HR & Risk Mgt Total $ 1,756,974 20,000 2,758,640 1,407,000 22,348,826 28,291,440 $ $ $ $ 1,716,160 20,000 3,400,000 1,407,000 22,348,823 28,891,983 $ 1,716,121 20,000 4,000,000 1,608,000 23,291,958 30,636,079 $ 476,818 476,818 $ $ $ $ 476,818 476,818 $ $ 477,640 477,640 291,078 291,078 $ $ $ $ 291,078 291,078 $ $ 281,127 281,127 5,724,494 5,724,494 $ $ (1,219,640) $ (1,219,640) $ 3,649,494 3,649,494 $ $ 5,293,649 5,293,649 1,629,355 1,625,895 1,320,000 1,601,026 3,194,359 1,119,138 208,992 $ $ $ $ $ 1,632,555 1,461,272 1,100,000 1,334,188 1,367,131 1,208,734 331,137 730 15,914,727 24,350,474 $ $ $ $ $ 783,465 200,000 983,465 Intergovt. Programs/Relations 1000 - General $ Intergovt. Programs/Relations Total $ Mayor's Office 1000 - General $ Mayor's Office Total $ Misc. Grants & Misc Capital Grants 1840 - Grants $ Misc. Grants & Misc Capital Grants Total $ N'Hood & Human Svcs 1000 - General $ 1300 - Home Grant 1310 - Neighborhood Stabilization Pgm 1311 - N'hood Stabilization Pgm III 1320 - C.D.B.G. 1820 - CAP Grant 1830 - Emergency Shelter Grants 1842 - ARRA Stimulus Grants 2500 - Pub Housing Budget Activities N'Hood & Human Svcs Total $ 15,912,427 26,611,192 $ Non-Departmental 1000 - General $ 1200 - Utility Bill Donation Non-Departmental Total $ 4/13 783,465 200,000 983,465 SCHEDULE F $ 1,285,704 200,000 1,485,704 528 City of Glendale Expenditures/Expenses by Department Fiscal Year 2015 DEPARTMENT/FUND Parks, Rec & Library 1000 - General $ 1220 - Arts Commission Fund 1260 - Library 1280 - Youth Sports Complex 1282 - Arena Event Operations 1283 - CamelbackRanch EventOperations 1340 - Highway User Gas Tax 1460 - DIF-Citywide Parks 1480 - DIF-Citywide Recreation Fac 1500 - DIF-Libraries 1520 - DIF-Citywide Open Spaces 1540 - DIF-Parks Dev Zone 1 1560 - DIF-Parks Dev Zone 2 1580 - DIF-Parks Dev Zone 3 1840 - Grants 1880 - Parks & Recreation Self Sust 1885 - Parks & Recreation Designated 2060 - Parks Construction Parks, Rec & Library Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 11,733,957 356,677 148,905 262,000 49,901 $ 2,632,413 1,890 1,890 209,572 261,363 122,712 134,519 44,585 450,000 1,156,806 129,368 126,491 17,823,049 $ 51,943,624 $ ACTUAL EXPENDITURES / EXPENSES* 2014 $ $ $ 12,509,340 206,611 120,000 262,000 49,901 30,980 3,009,527 1,152 1,152 33,202 1,152 1,152 1,152 1,152 450,000 1,104,156 100,568 11,160 17,894,357 $ 51,943,624 $ (504) (504) (2,553) (504) (504) (504) (504) 133,428 127,851 BUDGETED EXPENDITURES / EXPENSES 2015 $ Police Services 1000 - General $ 1010 - National Events 1281 - Stadium Event Operations 1282 - Arena Event Operations 1283 - CamelbackRanch EventOperations 1440 - DIF-Police Facilities 1700 - Police Special Revenue 1840 - Grants 1860 - RICO Funds 2040 - Public Safety Construction 2530 - Training Facility Revenue Fund 1,753,224 812,392 28,482 8,116 15,627,787 3,192,778 3,896,249 322,542 350,045 Police Services Total $ 77,935,239 $ (71,622) $ 77,693,269 $ 83,004,962 1000 - General $ 1010 - National Events 1040 - General Services 1120 - Vehicle Replacement 1280 - Youth Sports Complex 1281 - Stadium Event Operations 1282 - Arena Event Operations 1283 - CamelbackRanch EventOperations 1340 - Highway User Gas Tax 1600 - DIF-Roadway Improvements 1620 - DIF-General Government 1650 - Transportation Grants 1660 - Transportation Sales Tax 7,280,230 $ (73,512) $ 7,232,773 $ 7,936,691 325,000 9,175,021 2,452,791 50,000 864,738 14,991 1,001,945 8,471,957 701,240 306 6,822,438 12,485,025 (2,165) (69,457) 1,753,224 812,392 28,482 4,947 15,627,787 3,192,778 3,896,249 83,741 350,045 70,907,376 899,852 1,802,557 832,035 1,004 5,246,877 2,445,733 535,583 333,945 Public Works 4/13 9,362,930 2,795,693 60,000 479,048 4,197,556 546,243 10,842 SCHEDULE F 9,326,416 2,767,719 48,000 (52,781) (5,024) (3,207) 277,153 1,522,556 11,479 7,329 529 City of Glendale Expenditures/Expenses by Department Fiscal Year 2015 DEPARTMENT/FUND 1760 - Airport Special Revenue 1920 - HURF Debt Service 1970 - Transportation Debt Service 1980 - Streets Constr. - 1999 Auth 2000 - Hurf Street Bonds 2080 - Gov't Facilities - 1999 Auth 2120 - Airport Capital Grants 2180 - Flood Control Construction 2210 - Transportation Capital Project 2440 - Landfill 2480 - Sanitation 2530 - Training Facility Revenue Fund Public Works Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ACTUAL EXPENDITURES / EXPENSES* 2014 1,769,953 (6,516) 21,627 1,706,342 (189,179) 126,545 19,079,051 15,968,198 415,244 63,735,505 (9,318) $ (339,537) $ 7,764,908 14,437,990 453,921 43,998,416 3,845,142 885,104 2,707,898 7,438,144 $ $ $ $ $ $ $ $ 3,345,142 885,104 2,766,434 6,996,680 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 34,905 872,722 14,981 4,670,307 2,341,190 12,380,915 674,219 (3,588) 4,695,875 7,331,080 6,622 241,576 4,815,610 38,076,414 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 223,006 75,745,391 75,968,397 $ 64,175 BUDGETED EXPENDITURES / EXPENSES 2015 723,906 1,958,000 7,331,081 2,221,567 18,675,000 64,175 12,919,409 3,259,444 41,321,008 21,017,810 17,318,526 471,276 $ 177,583,345 Tech. & Innovation 1000 - General $ 1100 - Telephone Services 1140 - PC Replacement Tech. & Innovation Total $ Transportation Svcs 1010 - National Events $ 1281 - Stadium Event Operations 1282 - Arena Event Operations 1340 - Highway User Gas Tax 1650 - Transportation Grants 1660 - Transportation Sales Tax 1760 - Airport Special Revenue 1842 - ARRA Stimulus Grants 1920 - HURF Debt Service 1970 - Transportation Debt Service 1980 - Streets Constr. - 1999 Auth 2120 - Airport Capital Grants 2210 - Transportation Capital Project Transportation Svcs Total $ 872,722 14,981 4,945,307 7,833,888 12,380,915 674,219 4,695,875 7,331,080 420,573 12,654,269 37,810,188 89,634,017 (538,408) (45,568) (271,566) (2,463,492) (3,319,034) Water Services 1842 - ARRA Stimulus Grants $ 2360+ - Water and Sewer Water Services Total $ 35,000 87,984,860 88,019,860 $ 219,640 $ $ 219,640 $ $ 73,512 52,781 1,983 2,165 504 504 2,553 $ $ 108,070,020 108,070,020 Carryover Reserve 1000 - General $ 1283 - CamelbackRanch EventOperations 1420 - DIF-Fire Protection Facilities 1440 - DIF-Police Facilities 1460 - DIF-Citywide Parks 1480 - DIF-Citywide Recreation Fac 1500 - DIF-Libraries 4/13 SCHEDULE F $ 530 City of Glendale Expenditures/Expenses by Department Fiscal Year 2015 DEPARTMENT/FUND 1520 - DIF-Citywide Open Spaces 1540 - DIF-Parks Dev Zone 1 1560 - DIF-Parks Dev Zone 2 1580 - DIF-Parks Dev Zone 3 1600 - DIF-Roadway Improvements 1620 - DIF-General Government 1650 - Transportation Grants 1980 - Streets Constr. - 1999 Auth 2040 - Public Safety Construction 2060 - Parks Construction 2120 - Airport Capital Grants 2180 - Flood Control Construction 2210 - Transportation Capital Project 2440 - Landfill Carryover Reserve Total $ TOTAL ALL DEPARTMENTS $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 576,000,000 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 504 504 504 504 5,024 3,207 538,408 52,084 69,457 2,702 271,566 189,179 2,463,492 9,318 $ 3,740,455 $ $ $ ACTUAL EXPENDITURES / EXPENSES* 2014 BUDGETED EXPENDITURES / EXPENSES 2015 $ 452,639,241 $ 642,000,000 * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 4/13 SCHEDULE F 531 City of Glendale Full-Time Employees and Personnel Compensation Fiscal Year 2015 FUND GENERAL FUNDS 1000 - General 1040 - General Services 1100 - Telephone Services 1140 - PC Replacement 1220 - Arts Commission Fund 1240 - Court Security/Bonds 1281 - Stadium Event Operations 1282 - Arena Event Operations 1740 - Civic Center 1750 - City Sales Tax-Bed Tax 2530 - Training Facility Revenue Fund Total General Funds SPECIAL REVENUE FUNDS 1320 - C.D.B.G. 1340 - Highway User Gas Tax 1660 - Transportation Sales Tax 1760 - Airport Special Revenue 1820 - CAP Grant 1840 - Grants 1860 - RICO Funds 1880 - Parks & Recreation Self Sust Total Special Revenue Funds Full-Time Equivalent (FTE) 2015 Employee Salaries and Hourly Costs 2015 1,160.20 31.00 1.00 1.00 1.00 2.00 2.00 1.00 3.00 2.50 9.00 1,213.70 $ 8.75 38.00 50.25 6.00 5.50 27.00 0.50 5.00 141.00 Retirement Costs 2015 82,600,346 1,641,625 68,930 46,638 65,800 135,203 87,381 42,232 192,426 145,367 563,901 85,589,849 $ $ 512,210 2,008,382 2,597,616 323,314 275,330 1,383,561 21,781 204,368 $ 7,326,562 $ Healthcare Costs 2015 18,383,740 190,443 7,996 5,411 7,633 31,499 10,138 4,899 22,323 16,864 115,782 18,796,728 $ $ 59,420 232,991 301,349 37,507 31,941 367,070 2,527 23,710 $ 1,056,515 $ 10,735,117 266,868 8,946 8,914 5,464 21,604 11,075 9,217 34,316 18,296 91,746 11,211,563 $ $ 70,385 331,320 426,752 41,828 56,411 225,099 3,500 27,554 $ 1,182,849 $ Total Estimated Personnel Compensation 2015 Other Benefit Costs 2015 5,126,931 125,613 5,274 3,569 5,035 10,345 6,687 3,232 14,724 11,124 27,132 5,339,666 = $ $ 39,190 153,682 198,771 24,740 21,068 62,114 1,667 15,640 = $ 681,205 2,726,375 3,524,488 427,389 384,750 2,037,844 29,475 271,272 $ 516,872 = $ 10,082,798 $ = $ 116,846,134 2,224,549 91,146 64,532 83,932 198,651 115,281 59,580 263,789 191,651 798,561 120,937,806 DEBT SERVICE FUNDS Total Debt Service Funds $ $ $ $ $ $ $ $ = $ = $ $ $ $ $ $ $ $ $ = $ = $ $ $ $ $ $ $ $ $ = $ = $ CAPITAL PROJECTS FUNDS Total Capital Projects Funds PERMANENT FUNDS Total Permanent Funds 4/13 SCHEDULE G 532 City of Glendale Full-Time Employees and Personnel Compensation Fiscal Year 2015 FUND ENTERPRISE FUNDS 2360+ - Water and Sewer 2440 - Landfill 2480 - Sanitation 2500 - Pub Housing Budget Activities Total Enterprise Funds TOTAL ALL FUNDS 4/13 Full-Time Equivalent (FTE) 2015 235.00 42.00 71.00 24.00 372.00 1,726.70 Employee Salaries and Hourly Costs 2015 $ $ 12,321,861 2,240,481 3,008,493 1,193,220 18,764,055 $ 111,680,466 Retirement Costs 2015 $ $ 1,429,446 259,914 349,022 138,426 2,176,808 $ 22,030,051 SCHEDULE G Healthcare Costs 2015 $ $ 1,949,958 336,266 628,113 198,434 3,112,771 $ 15,507,183 Total Estimated Personnel Compensation 2015 Other Benefit Costs 2015 $ $ 940,967 169,266 230,220 91,304 1,431,757 = $ = $ 16,642,232 3,005,927 4,215,848 1,621,384 25,485,391 $ 7,288,295 = $ 156,505,995 533 CITY OF GLENDALE, AZ 534 CITY OF GLENDALE, AZ 535 536 537 APPENDIX Miscellaneous Statistics CITY STATISTICS Year Founded: 1892 Date of Incorporation: June 18, 1910 Building Permits: Form of Government: Council/City Manager County: Maricopa Elevation: 1,152 Ft. Top Five Glendale Employers: U.S. Air Force-Luke (Military/Civil) Banner Health System Wal-Mart (FT & PT) Glendale Union High School District Glendale Community College (FT & PF) Annexed Area in Sq. Miles: Year 1910 1910-1969 1970-1979 1980-1989 1990-2003 2004 2005 2006-2009 2010-2013 Population: 1970 1980 1985 (Special Census) 1990 (Census) 1995* (Special Census) 2000 (Census) 2010 (Census) 2013 (Estimate) 2014 (Estimate) * All population numbers 1995 and after include the population of Luke AFB. 5,617 2,900 2,175 1,944 1,797 Total 1 15 39 49 54 56 57 58 59 36,228 97,172 122,392 148,134 182,615 218,812 226,721 232,035 234,632 City Authorized Staffing as of July 1, 2014: Full-Time &Part-Time, Permanent 1,726.7 Elections: Number of votes cast: August 2012 Primary Elec. (8/12) 24,978 (Mayoral + 3 Districts) November 2012 General Elec. (11/12) 69,558 (Mayoral + 3 District runoff elec.) Percentage of registered voters voting in: August 2012 Primary Elec. (8/12) 24.46% November 2012 General Elec. (11/12) 71.35% Fiscal Year 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Number 7,925 6,944 5,439 6,299 4,819 6,980 6,844 6,185 6,883 5,289 5,181 5,594 5,278 6,383 Fire Protection (for CY 2012): Number of Stations % of time units arrived on-scene in 4:00 min. or less Number of Incidents: EMS Fire Miscellaneous Special Operations Total Calls Fire FTE’s (FY 2015) Value of Buildings $292,105,521 $287,722,622 $219,539,420 $327,352,955 $359,027,305 $546,094,645 $445,703,739 $582,249,673 $452,658,952 $324,754,646 $158,806,092 $115,544,634 $172,102,612 $271,481,707 9 62% 29,857 3,610 1,805 632 35,904 281 Police Protection (for CY 2013): Number of Stations 3 Calls Processed* 452,717 Vehicular Patrol Units** 116 Number of Reserves 4 *Includes incoming, outgoing and 911 calls **Marked by lights/sirens & uniformed patrol officers Police FTE’s (FY 2015) 546.5 Court Offenses Processed (FY 2014 thru May): DUI 1,267 Serious Traffic 299 Other Criminal Traffic 1,666 Civil Traffic 18,169 Non-Traffic Misdemeanor 5,966 Total Citations Issued 27,367 Protective Orders 2,632 538 APPENDIX Miscellaneous Statistics Parks and Recreation (FY 2013): Number of: Neighborhood Parks Community Parks Sports Complexes Total Park Acreage Playgrounds Ramadas Tennis Courts Racquetball Courts Basketball Courts Volleyball Courts Soccer/Football Fields Softball Fields Swimming Pools Splash Pads Dog Parks Skate Parks Reservable Ramadas Area Lights Park Benches Drinking Fountains Barbeques Picnic Tables Miles of Trails Linear Feet of Multiuse Walkways 55 9 4 2,188.5 97 147 38 46 56 47 55 54 2 2 3 2 45 1,491 542 139 252 703 41 92,892 Transportation Services (FY 2014 thru May): Number of: Streetlights 19,892 Signalized Intersections 192 High-Intensity Activated Crosswalks 2 Total Bus Stops 530 Bus Stops w/ Shelters 170 Bus Stops w/ Benches Only 52 Total Glendale Transit Ridership 2,308,007 Dial-a-Ride Total/ADA 71,958/20,442 Glendale Urban Shuttle (GUS) 107,920 Taxi Program 6,008 Fixed Route 2,323,788 Avg. Monthly Aircraft Based at Airport 280 Transportation (FY 2014): Miles of Streets Maintained Arterial Residential Collector Major Collector Minor Alleys Water Utilities (for FY 2013): Number of Active Customers Miles of System (lines) Annual Consumption Avg. gallons/user/month Avg. gallons/user/year Available Storage Capacity Avg. Treatment Plant Capacities Cholla Pyramid Peak Oasis Groundwater Wells Total Capacity Avg. Daily Water Produced Wastewater Utilities (for FY 2013): Number of Active Customers Miles of Collection Lines Treatment Plant Capacities WAWRF Arrowhead SROG Annual Wastewater Treated Avg. Daily Water Treated 108.5 488.5 81.5 70.5 25 61,580 994 13.7 B Gal 17.50 K Gal 210.0 K Gal 67 M Gal 30.0 MGD 37.0 MGD 22.5 MGD 14.6 MGD 109.1 MGD 37.5 MGD 51,169 707 11.5 MGD 4.5 MGD 13.2 MGD 6.1 B Gal 16.6 MGD Sanitation (FY 2014): Number of Customers Landfill & MRF (FY 2014 thru May): Number of Customer Transactions Tonnage Processed Residential Commercial Recycle Total 52,500 141,494 162,278 87,091 9,258 258,627 Sources: Various City of Glendale Department Records U.S. Census 539 CITY OF GLENDALE, AZ Glossary GLOSSARYOF TERMS The City of Glendale designed the Annual Budget to offer citizens and staff an understandable and meaningful budget document. This glossary provides assistance to those unfamiliar with budgeting terms and specific terms related to the Glendale financial planning process. A ACCRUAL BASIS OF ACCOUNTING: The most commonly used accounting method, which reports income when earned and expenses when incurred, as opposed to cash basis accounting, which reports income when received and expenses when paid. APPROPRIATION: An authorization made by the City Council which permits the city to incur obligations and expend resources. ASSESSED VALUATION: A valuation placed upon real estate or other property by the county assessor and the state as a basis for levying taxes. B BALANCED BUDGET: 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. Total anticipated revenues plus total fund balance (all resources) must be equal to or greater than total expenditure appropriations for the fiscal year. BASE BUDGET: Ongoing expenses for personnel, contractual services, supplies and replacement of equipment to maintain service levels for each program as authorized by the City Council. BUDGET ADOPTION: A formal action taken by the City Council which sets the expenditure spending limits for the fiscal year. BOND: A municipality will issue this debt instrument and agree to repay the face amount of the bond on the designated maturity date. Bonds are primarily used to finance capital projects. General Obligation (GO) Bond: This type of bond is secured by the full faith, credit, and taxing power of the municipality. Revenue Bond: This type of bond is secured by the revenues generated from providing a specific service such as water/sewer or landfill operations. C CAPITAL BUDGET: The appropriation of bond funds or operating revenues used to fund improvements to city facilities including buildings, streets, water/sewer lines and parks. CAPITAL IMPROVEMENT PROJECT: Non-routine capital expenditures that generally cost more than $50,000 resulting in the construction, renovation or acquisition of land, infrastructure, buildings and/or the purchase of equipment, 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 the future growth needs of the city. 540 CITY OF GLENDALE, AZ Glossary CARRYOVER: Projected year-end savings that can be carried forward to cover any one-time expenses such as supplies, equipment, or special contracts when approved by Council. D DEBT RATIO: Total debt divided by total assets. Used by finance and budget staff to assess fiscal health, internal controls, etc. DEBT SERVICE: Principal and interest payments on outstanding bonds. DEPRECIATION: The decline in the value of an asset due to general wear and tear or obsolescence. 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. 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 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. FULL-TIME EQUIVALENT (FTE): A position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time employee working 20 hours per week would be equivalent to a 0.5 FTE (20 hours times 52 weeks divided by 2,080 hours). 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. 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, street and right of way maintenance, parks and recreation, planning and economic development, 541 CITY OF GLENDALE, AZ Glossary 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. I INFRASTRUCTURE: Facilities that support the continuance and growth of a community. Examples include roads, water lines, sewers, public buildings, parks and airports. L LOCAL IMPROVEMENT DISTRICT (LID): LID’s 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. 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 costs of a municipality including personnel, gas, electric and utility bills, telephone expenses, reproduction costs, postage and vehicle maintenance. OPERATING BUDGET: The day-to-day costs of delivering city services. P PAY-AS-YOU-GO (PAYGO) CAPITAL PROJECTS: Capital projects funded by General Fund operating revenues. PERFORMANCE MEASURES: Measurement of service performance indicators that reflect the amount of money spent on services and the resulting outcomes at a specific level of services provided. 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 became effective with the FY 2003 budget year. PRODUCTIVITY: A measurement of the increase/decrease of city services output compared to the per unit input cost invested. PROGRAM: A group of related activities performed by one or more organizational units for the purpose of accomplishing a city responsibility. PROPERTY TAX: The total property tax levied by a municipality. Arizona’s municipal property tax system is divided into a primary and secondary tax 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. 542 CITY OF GLENDALE, AZ Glossary R RESOURCES: Total amounts available for appropriation including fund balances, estimated revenues and fund transfers. REVENUE: Financial resources received from taxes, user charges and other levels of government. Actual vs. Budget: 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 through the end of the fiscal year. S SALARY SAVINGS TRANSFER: A transfer of savings from salary & benefit accounts to non-salary, operational accounts like office supplies, equipment maintenance, etc. Normal employee turnover, retirements and terminations can create salary savings situations. This action requires Council approval. SECONDARY PROPERTY TAX: A tax levy restricted to the payment of principal and interest on general obligation bonds. SERVICE LEASE: A lessor maintains and services an asset under a service lease. SPECIAL REVENUE FUND: A separate fund that accounts for receipts from revenue sources that have been earmarked for specific activities and related expenditures. 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 and must be approved by Council. 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 could include the transfer of operating resources from the General Fund to the Civic Center or Housing 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 some departments or divisions to help assess its level of service being provided. STATE-SHARED REVENUE: Includes the city’s portion of state sales tax revenues, state income tax receipts and Motor Vehicle In-Lieu taxes. 543 APPENDIX Acronyms ACRONYMS A ADA ADOT AFB ARRA AMFP A/V AWRF AZSTA Americans with Disabilities Act Arizona Department of Transportation Air Force Base American Recovery and Reinvestment Act Arizona Municipal Financing Program Audio/Visual Arrowhead Water Reclamation Facility Arizona Sports and Tourism Authority BofA Bank of America CAFR CAP CD CDBG CIP CPI CPI-U CVB CY Comprehensive Annual Financial Report Community Action Program Community Development Community Development Block Grant Capital Improvement Plan Consumer Price Index Consumer Price Index for Urban Users Convention & Visitors Bureau Calendar Year DIF DMP Development Impact Fees Debt Management Plan EMS EOC Emergency Medical Services Emergency Operations Center B C D E F FAA FAQ FT FTA FTE FY Federal Aviation Administration Frequently Asked Questions Full Time Federal Transit Administration Full Time Equivalent Fiscal Year GAAP GASB GEMS GF GFOA GIS G.O. GO GUS Generally Accepted Accounting Principles Governmental Accounting Standards Board Glendale’s Exceptional Municipal Staff General Fund Government Finance Officers Association Geographic Information System General Obligation Glendale Onboard Glendale Urban Shuttle G 544 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 IGA IT Intergovernmental Agreement Information Technology JAG JARC Juvenile Alternatives of Glendale Job Access and Reverse Commute I J L LID LTAF Local Improvement Districts Local Transportation Assistance Fund MGD MPC MRF Million Gallons per Day Municipal Property Corporation Material Recovery Facility NHL National Hockey League O and M Operational and Maintenance PAYGO PC PFC Pay-As-You-Go Capital Personal Computer Public Facilities Corporation RICO ROW Racketeer Influenced and Corrupt Organizations Right-of-Way SROG SRP Sub-Regional Operating Group Salt River Project M N O P R S V VOCA Victims of Crime Act W WAWRF WIFA WTP Western Area Water Reclamation Facility Water Infrastructure Finance Authority Water Treatment Plant 545 APPENDIX Acronyms ACRONYMS A ADA ADOT AFB ARRA AMFP A/V AWRF AZSTA Americans with Disabilities Act Arizona Department of Transportation Air Force Base American Recovery and Reinvestment Act Arizona Municipal Financing Program Audio/Visual Arrowhead Water Reclamation Facility Arizona Sports and Tourism Authority BofA Bank of America CAFR CAP CD CDBG CIP CPI CPI-U CVB CY Comprehensive Annual Financial Report Community Action Program Community Development Community Development Block Grant Capital Improvement Plan Consumer Price Index Consumer Price Index for Urban Users Convention & Visitors Bureau Calendar Year DIF DMP Development Impact Fees Debt Management Plan EMS EOC Emergency Medical Services Emergency Operations Center B C D E F FAA FAQ FT FTA FTE FY Federal Aviation Administration Frequently Asked Questions Full Time Federal Transit Administration Full Time Equivalent Fiscal Year GAAP GASB GEMS GF GFOA GIS G.O. GO GUS Generally Accepted Accounting Principles Governmental Accounting Standards Board Glendale’s Exceptional Municipal Staff General Fund Government Finance Officers Association Geographic Information System General Obligation Glendale Onboard Glendale Urban Shuttle G 546 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 IGA IT Intergovernmental Agreement Information Technology JAG JARC Juvenile Alternatives of Glendale Job Access and Reverse Commute I J L LID LTAF Local Improvement Districts Local Transportation Assistance Fund MGD MPC MRF Million Gallons per Day Municipal Property Corporation Material Recovery Facility NHL National Hockey League O and M Operational and Maintenance PAYGO PC PFC Pay-As-You-Go Capital Personal Computer Public Facilities Corporation RICO ROW Racketeer Influenced and Corrupt Organizations Right-of-Way SROG SRP Sub-Regional Operating Group Salt River Project M N O P R S V VOCA Victims of Crime Act W WAWRF WIFA WTP Western Area Water Reclamation Facility Water Infrastructure Finance Authority Water Treatment Plant 547 APPENDIX Frequently Asked Questions FREQUENTLY ASKED QUESTIONS The City of Glendale Annual Budget document is designed to offer citizens and staff an understandable and meaningful financial plan. This user guide to frequently asked questions (FAQ) provides 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 “2015 Annual Budget” or “Fiscal Year 2014-15 (FY 2015)” refers to the period that begins July 1, 2014 and concludes on June 30, 2015. 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 2015 budget will be formally adopted by the City Council at a public meeting in June 2014, 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 Glendale’s budget on the city’s website, 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 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/sewer lines. The operating budget covers the costs of the city’s day-to-day operations, such as employee salaries, supplies and contracts. 548 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? Any city or town can permanently adjust its state imposed expenditure limitation base if a majority of the electors voting on the issue at a regular city election vote in favor of the adjustment. In the spring of 2000, Glendale voters approved a permanent base adjustment. What is a full-time equivalent position (FTE)? An FTE (1.0 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. Two part-time employees each working 20 hours per week would be considered 1.0 FTE. What is the definition of a budget fund? Glendale currently has over 100 budget funds to help keep track of and focus resources. These include the General Fund, Transportation Fund, Sanitation Fund and Water/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 associated with that particular fund to aid with various financial reporting requirements. 549 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, the leftover $1.0 million would essentially become fund balance. What does the word "group" in Glendale's budget mean? Every department belongs to an administrative group led by a Department Director, City Manager or Assistant City Manager. These groups include Appointed & Elected Officials, City Auditor, City Manager, Communications, Community Services, Development Services, Economic Development, Finance & Technology, Human Resources & Risk Management, Intergovernmental Programs, , Public Safety, Public Works, and Water Services. 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 $2.1501 in property tax per $100 of assessed valuation ($0.4896 primary rate and $1.6605 secondary rate). How much does the city receive from my property tax bill and how is it used? Primary Property tax revenue represents 3.1% of the city’s General Fund revenue, which is estimated at $5.4 million in this year’s budget. Secondary Property Tax, used to pay off General Obligation bonds, will generate approximately $19.1 million in FY 2015. The City of Glendale is one of several entities that receive a portion of the property taxes residents pay, with school districts 550 APPENDIX Frequently Asked Questions typically receiving the majority. Each year the Glendale City Council levies the property tax one week after final budget adoption. Primary Tax: Arizona law limits the primary property tax levy amount and municipalities may use revenue from this tax for any lawful purpose. Glendale’s FY 2015 primary property tax rate of $0.4896 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 2015 secondary tax rate of $1.6605 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. 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. 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 a budget transfer? A budget transfer moves budget appropriation between city offices, departments, or agencies. 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 Financial Services Department 5850 West Glendale Avenue, 3rd Floor Glendale, Arizona 85301 Phone: (623) 930-2264 551 CITY OF GLENDALE, AZ 552